JOB ANALYSIS

Job analysis is the process of gathering and analyzing information about the content and the
human requirements of jobs, as well as, the context in which jobs are performed.
Job analysis is having a thorough understanding about a particular job and understanding the
key skill requirements, roles, responsibilities, workplace processes, organizational hierarchy
etc after conducting a research. Job analysis involves collecting job related information and
highlighting the basic requirements needed by an employee to successfully fulfill the role &
profile in order to achieve the goals & objectives set by the company. The analysis also gives
an overview on the physical, emotional & related human qualities required to execute the job
successfully.
HR managers use job analysis to do complete research on the job requirements, work
activities, performance standards, evaluation methods etc and give information to employees
and prospective candidates so that they have a better understanding on what is required from
them. Job analysis is broadly bifurcated into two components i.e. job description and job
specification. Both these together give a complete understanding about job title, position,
location, qualification, skills, duties, responsibilities, skills etc.
Job Description
• It is descriptive in nature. 
– Job title: title of the job and other identifying information such as wages,
salaries, other benefits
– Summary: summary is written in one or two lines that describes what outputs
are expected from job incumbents.
– Equipment: a clear statement of tools, equipment and other information
required to perform job effectively.
– Environment: a clear description of the working conditions of the job, the
location and other characteristics of work environment such as hazards, noise,
temperature, cleanliness etc.
– Activities: a description about the job duties, responsibilities, and expected
behaviour on the job. A description of social interactions associated with the
job such as the size of work group, interpersonal interaction on the job is
made.
Job Specification
• It specifies the qualities required in a job incumbent for the effective performance of
the job.
• Basic contents of a job analysis specification are as follows:
– Personal characteristics such as education, job experience, age, sex, and extra
co-curricular activities.

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 – Physical characteristics such as height, weight, chest, vision, hearing, health,
voice poise etc.
– Mental characteristics such as general intelligence, memory, judgment,
foresight, ability to concentrate, etc.
– Social and psychological characteristics such as emotional ability, flexibility,
manners, conversational ability, interpersonal ability, attitude, values,
creativity etc.
Importance of Job Analysis
Job analysis is a critical part of recruiting a person for a particular role. Since it covers all the
aspects which would be required to complete a particular role, it is an important way to
ensure that the right candidate is selected to deliver the right output. Job analysis can be
beneficial for both the HR managers (organization) and employees / candidates. Job analysis
aids the organization in recruitment and selection, performance management, training needs
identification, deciding compensation and benefits, etc.
A good job analysis helps in understanding the following:
1. Who can perform the job?
2. When and where the job has to be done?
3. What are the perks, salaries, benefits etc related to the job?
4. What educational qualifications, skill sets, work experience etc is required? 
5. What is criteria for recruitment, selection, performance evaluation, appraisal,
compensation etc?
HR managers user job analysis as a tool to ensure that the employees give their maximum
output and fulfill the objectives related to a job. They can lay down guidelines and
frameworks which would help them recruit the most apt person, ensure they have the right
skills and monitor their roles, responsibilities & output. Job analysis helps HR managers to
decide the salaries, incentives & other benefits in accordance with the job title, position,
location etc.
Similarly, job analysis is important for employees and prospective candidates as they get a
thorough understanding of what is actually required from them. Employees have a clear
picture on their deliverables, the wages, workplace environment, benefits etc. A candidate
while applying can easily identify the best job for their which suits their skills, training,
previous experience, areas of interest etc. Thus job analysis is a critical component for both
the managers as well as employees in maximizing the output for the company.
HUMAN RESOURCE PLANNING

Human Resource Planning (HRP) is concerned with the planning the future manpower
requirements of an organisation. It includes replacement plans and managerial succession
plans. HRP ensures that the organisation has the right number and type of people at the
right places, at the right time, doing the right job for the benefit of the individual and the
organisation.

Features of Human Resource Planning (HRP)

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 1. Facilitates estimation of the number and type of people required for an organisation.

2. Control of manpower cost is possible by having optimum number of people in an

organisation.

3. Manpower planning helps the organisation in filling up vacancies caused by retirement,

resignation etc.

4. Manpower planning ensures that the company has the right number and kind people at
the right places, at the right time and doing right things.

5. Manpower planning helps in employee development through training and development

programmes.

6. Manpower planning is a scientific process and employees are selected based on job
requirements, without any bias. This promotes cordial relations between employees and
management.

7. HRP is a part of strategic planning process.

Objectives of Human Resource Planning

1. Estimate human resource requirements of an organisation to meet present and future

needs.

2. Cope with changes in business environment: HRP enables the organisation to cope with
changes such as competition, technological changes and Government regulations. These
changes may impact the number and type of people required in the organisation.

3. Meet the needs of the enterprise: HRP will help to avoid over staffing and under staffing.

4. Recruitment and selection: HRP is a scientific process and ensures that good workers are
available as and when required.

5. Maintaining production level: Factors such as illness, absenteeism affect the production
of goods and HRP considers all these factors to arrive at optimum requirement of human
resources to maintain the production level as per plan.

6. Industrial relations: Adequate number and type of employees based on the production
plan will enable the organisation to achieve the production targets. At the same time, the
employees will be satisfied with their performance leading to good relations between
employees and the management.

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 Human Resource Planning Process

1.
Determining the Objectives of Human Resource Planning: The foremost step in every
process is the determination of the objectives for which the process is to be carried on. The
objective for which the manpower planning is to be done should be defined precisely, so as to
ensure that a right number of people for the right kind of job are selected. The objectives can
vary across the several departments in the organization such as the personnel demand may
differ in marketing, finance, production, HR department, based on their roles or functions.
2. Analyzing Current Manpower Inventory: The next step is to analyze the current
manpower supply in the organization through the stored information about the employees in
terms of their experience, proficiency, skills, etc. required to perform a particular job. Also,
the future vacancies can be estimated, so as to plan for the manpower from both the internal
(within the current employees) and the external (hiring candidates from outside) sources.
Thus, it is to be ensured that reservoir of talent is maintained to meet any vacancy arising in
the near future.
3. Forecasting Demand and Supply of Human Resources: Once the inventory of
talented manpower is maintained; the next step is to match the demand for the manpower
arising in the future with the supply or available resources with the organization. Here, the
required skills of personnel for a particular job are matched with the job description and
specification.
4. Analyzing the Manpower Gaps: After forecasting the demand and supply, the
manpower gaps can be easily evaluated. In case the demand is more than the supply of
human resources, that means there is a deficit, and thus, new candidates are to be hired.
Whereas, if the Demand is less than supply, there arises a surplus in the human resources, and
hence, the employees have to be removed either in the form of termination, retirement, layoff,
transfer, etc.
5. Employment Plan/Action Plan: Once the manpower gaps are evaluated, the action
plan is to be formulated accordingly. In a case of a deficit, the firm may go either for
recruitment, training, interdepartmental transfer plans whereas in the case of a surplus, the
voluntary retirement schemes, redeployment, transfer, layoff, could be followed.
6. Training and Development: The training is not only for the new joinees but also for
the existing employees who are required to update their skills from time to time. After the
employment plan, the training programmes are conducted to equip the new employees as well
as the old ones with the requisite skills to be performed on a particular job.
7. Appraisal of Manpower Planning: Finally, the effectiveness of the manpower
planning process is to be evaluated. Here the human resource plan is compared with its actual
implementation to ensure the availability of a number of employees for several jobs. At this
stage, the firm has to decide the success of the plan and control the deficiencies, if any.

Thus, human resource planning is a continuous process that begins with the objectives of
Human Resource planning and ends with the appraisal or feedback and control of the
planning process.