HUMAN RESOURCE

MANAGEMENT
People in an organisation are
THE most important
resource, since it is THEY
who make or utilise the other
resources for the success of
the organisation.
" Successful corporate leaders recognise that
their competitive edge in today's market place is
their people. They also acknowledge that few
organisations know how to manage Human
Resources effectively, primarily because
traditional management models are
inappropriate in our dynamic work
environment. "
 PROGRAM OBJECTIVE

► To understand the role of Human Resource Management

in an organization

► To introduce the basic concepts, structure and functions

of human resource management

HUMAN RESOURCE MANAGEMENT

PROGRAM OVERVIEW
EMPLOYEE ENGAGEMENT FUNDAMENTALS OF
AND REWARDS HUMAN RESOURCE
► Employee benefits in strategic context ► Identify the shifting contexts and evolving
► Linking pay and performance challenges in the field of HCM
► Engaging the ‘modern employee’ ► The relationship between HR and business
strategy and HR’s role in reaching strategic
objectives
HUMAN ► Roles and responsibilities of the professional
RESOURCE HRM practitioner
MANAGEMENT

LEARNING &
HUMAN RESOURCE
DEVELOPMENT
PLANNING
► The talent development process:
employee training and ► The workforce plan
development ► Talent Planning- Identifying roles,
► Training Methods & Evaluation responsibilities, talent accessing
► Induction & Placement - Creating the most
PERFORMANCE MANAGEMENT conductive environment
AND APPRAISAL
► Understanding and measuring employee
performance
► Methods of performance evaluation
► Linking performance to organizational culture

HUMAN RESOURCE MANAGEMENT 5

EVALUATION

Quiz 1
15%

Quiz 2
15%
End Term
Exam
40%

Quiz 3
15%
Presentation I
15%
“I am convinced that
nothing we do is more
important than hiring
and developing people.
At the end of the day
you bet on people, not
on strategies.”

Lawrence Bossidy
(Ex-CEO Honeywell Inc.)
 WHAT IS HUMAN RESOURCE MANAGEMENT

Human Resource Management

(HRM) is the function within an
organization that focuses on the
RECRUITMENT of, DEVELOPMENT
of, MANAGEMENT of, and
ENGAGEMENT of, people who
work in an organization

HUMAN RESOURCE MANAGEMENT 8

 THE EVOLUTION OF HUMAN RESOURCES
06 PEOPLE ANALYTICS

05 STRATEGIC HRM
VALUE / IMPACT ON BUSINESS

04 HUMAN RESOURCE
MANAGEMENT

03 PERSONNEL
MANAGEMENT

02 LABOR MANAGER

01 WELFARE OFFICER

1890 - 1913 1914 – 1939 1945 – 1979 1980 -1990 2000 – 2014 2015 – until now

2ND INDUSTRIAL
WORLD WARS GLOBALIAZATION DIGITALIZATION
REVOLUTION

HUMAN RESOURCE MANAGEMENT 9

 THE CHANGING ROLE OF HR

WELFARE OFFICER LABOR MANAGER PERSONNEL HUMAN RESOURCE STRATEGIC HRM PEOPLE ANALYTICS
MANAGEMENT MANAGEMENT

► Protection for female ► Administration of ► Employee data ► Administrator & ► Strategic Business ► Shape culture: Drive
employees & children absence , training & management technical expert Partner strategy
recruitment
► Care for injured & sick ► Administrative focus ► Focused on improving ► Change Agent ► Process Automation &
employees ► State / Trade Union efficiency & HR Chat bots
partnerships ► Specialized group to effectiveness ► Employee Champion
► Created in respond to react to employee ► Creating Employee
harshness in industrial ► Handled queries on needs ► Compensation ► Centre of Expertise Experiences
conditions compensation matters engineering as key to
► Focused on service productivity (incentive ► Shared services ► Real time reporting
delivery , not project plans, deferred comp,
Management options)

TRANSACTIONAL WORK TRANSFORMATONAL WORK

HR is shifting from focusing on the organization of the business to focusing on the business of the organization
HUMAN RESOURCE MANAGEMENT 10
 A PARADIGM SHIFT IN HR
RESPONSIVENESS &
AGILITY

BUSINESS DRIVEN HR
EFFECTIVENESS (HIGH IMPACT)

PARTNER WITH BUSINESS

INTEGRATED TALENT
MANAGEMENT
EFFICIENCY
ATTRACT, DEVELOP,
MANAGE TALENT
OPERATIONAL HR

SERVE STAFF

PERSONNEL DEPARTMENT

CONTROL

HUMAN RESOURCE MANAGEMENT 11

 OBJECTIVES OF HRM
ATTRACTING REWARDS & EMPLOYEE
DEVELOPMENT NEW AGE HR
TALENT ENGAGEMENT RELATIONS

▪ Job analysis ▪ Training & Development ▪ Job design ▪ Grievance redressal ▪ Stress Counseling
▪ Human Resource ▪ Career Planning ▪ Job evaluation ▪ Collective bargaining ▪ Business Partnering
Planning ▪ Change Management ▪ Work scheduling ▪ Trade Unions ▪ International HRM
▪ Recruitment ▪ Organizational ▪ Workforce engagement ▪ Participative Management ▪ HR Chat Bots
▪ Selection Development ▪ Performance Appraisal ▪ Managing Team ▪ Data based decisions
▪ Induction ▪ Pay Administration ▪ Industrial relations ▪ HR Information Systems
▪ Internal Mobility ▪ Fringe benefits ▪ Personal Data
▪ Staffing ▪ Health & Safety
▪ Welfare Schemes

Drive business excellence through best-in-class people practices

HUMAN RESOURCE MANAGEMENT 12

 THE ROLE OF HRM
▪ Strategic Human
LABOUR RELATIONS Resource
▪ Planning

EXTERNAL INFLUENCE ▪ Talent accessing

STAFFING
▪ Selection

GLOBALISATIONS

▪ Orientation
▪ Safety
& Health ▪ Employee training
▪ Communication ROLE OF TRAINING & ▪ Employee Development
▪ Employee Relations
MANAGE HRM DEVELOPMENT ▪ Career development

GOVT. RELATIONS

MANAGEMENT
▪ Motivation theories & Job
design
▪ Performance appraisal
▪ Rewards & Compensation ENGAGE
▪ Employee benefits

HUMAN RESOURCE MANAGEMENT 13

HRM AND THE CULTURAL

ENVIRONMENT TECHNOLOGICAL
ECONOMIC
EXTERNAL
POLITICAL - LEGAL

INTERNAL UNIONS
STRATEGY, TASK & LEADERSHIP
ORGANIZATION CULTURE & CONFLICT
PROFESSIONAL BODIES
TECHNOLOGY

HUMAN RESOURCE MANAGEMENT 14

 The New Organization : Different By Design

Restricted Markets Individual brilliance

Centrally Structured Team Patient workforce
ORGANISATION CHANGE WORKFORCE CHANGE
Brawn Work Structured working
Hierarchies Pre-defined work
Process Oriented Focus on learning Group excellence
Global Markets
Siloed operating model Restless workforce
Employee motivation
Globally Distributed Teams
Old – Fashioned data Flexibility
Manual intervention
management Brain Work Cutting edge work
Careers
Flat Structures Focus on adaptive
Dictators learning
Innovation & Creativity
Customized engagement
Network of teams plans
operating model
AI, robotics, automation
Use of Technology Experiences
Mentors

HUMAN RESOURCE MANAGEMENT 15

 The “new organization,” is built around
highly empowered teams, driven by a
new model of management, and led by
a breed of younger, more globally
diverse leaders.

HUMAN RESOURCE MANAGEMENT 16

 MANAGING PEOPLE THROUGH TECHNOLOGY

The Right Ways to Use The Wrong Ways to Use

Technology: Technology:

► Using Technology to save

► Usingtechnology as an
time (paperwork and
excuse to avoid engaging
administrative tasks)
with people
► Working in virtual teams
► Over-automating
and global workplaces
processes

HUMAN RESOURCE MANAGEMENT 17

 DRIVERS OF CHANGE
► Generation mix at the workplace
► Managing workforce preferences
► The exponential rise of technology
► High degree of “connectedness”
► Man-machine collaboration
► Customer Acquisition
► Enlarging Aspirations
► Intensified Competition
► Managing Heterogeneity

HUMAN RESOURCE MANAGEMENT 18

 THE NEW AGE HR ROLE
Transactional
Policy and procedure writer
Short Term Focus
Speaks “HR-ese”
Hierarchy focused
Stays “within the box”
Data to information
Factual communicator
A nationalist
HR Acumen
Administrative
HUMAN RESOURCE MANAGEMENT
► Strategic Partner
► A good communicator
► Long Term Focus
► Speaks the language of business
► Employee focus
► Thinks “outside the box”
► Insights to action
► Mentor
► A “Global worker”
► Business Acumen
► Change Champion
19
 THE KEY CHALLENGES FOR HR
► Digital Business Organization
► Managing demands of the modern employee
► New Industrial Relations approach
► Battle for Hiring & Retaining top talent
► Employees v/s Human Capital : Managing Non-Traditional work arrangements
► Skill & Competency development
► Reimagining HR in a VUCA world
► Leveraging Technology for sustainable growth
► Employee Engagement: Agile, Holistic & Personalized
► Filling the Leadership vacuum

HUMAN RESOURCE MANAGEMENT 20

STRATEGIC HUMAN
RESOURCE MANAGEMENT
HUMAN RESOURCE MANAGEMENT 21
 WHAT IS A STRATEGY
Strategy may be defined as a statement of WHAT the organization
wants to become, WHERE it wants to go and, broadly, HOW it means
to get there.
KEY CONCEPTS OF STRATEGY
The concept of strategic fit states that to
maximize competitive advantage a firm
must match its capabilities and resources
to the opportunities available in the
external environment
HUMAN RESOURCE MANAGEMENT
Competitive advantage arises out of a
firm creating value for its customers. To
COMPETITIVE achieve it, firms select markets in which
ADVANTAGE they can excel and present a moving
target to their competitors by continually
improving their position.
STRATEGIC
FIT
Distinctive capabilities or core
competences describe what the
DISTINCTIVE organization is specially or uniquely
CAPABILITIES
capable of doing. They are what the
company does particularly well in
comparison with its competitors.
22
 WHAT IS STRATEGIC HRM

SUCCESSFUL
STRATEGIC HUMAN
BUSINESS STRATEGY LEADERSHIP
RESOURCE MANAGEMENT BUSINESS
OUTCOMES

HUMAN
RESOURCES

HUMAN RESOURCE MANAGEMENT 23

 WHAT IS STRATEGIC HRM

Strategic Human Resource Management is the connection between

a company’s HUMAN RESOURCES and its STRATEGIES, OBJECTIVES,
AND GOALS.

The aim of strategic human resource management is to:

► Advance flexibility, innovation, and competitive advantage

► Develop a fit for purpose organizational culture.
► Improve business performance

HUMAN RESOURCE MANAGEMENT 24

 “A strategy is multi-dimensional planning, multi-
team collaboration, and multitasking action.”

HUMAN RESOURCE MANAGEMENT 25

TE Murphy
1/20/2020
26
Why is Strategic HRM Vital?

Because an organization must have people

who are involved in the development of the
business strategy, understand it, are
committed to it, and can make a
contribution to its success

HUMAN RESOURCE MANAGEMENT 26

 Some Organizational Strategies

Company Strategic Principle

General Be number one or number two in

Electric every industry in which we
compete, or get out

Wal-Mart Low prices, every day

3M Foster innovation

HUMAN RESOURCE MANAGEMENT 27

 Linking Corporate and HR Strategy

External Formulate Business Internal

environment Strategy Strengths &
Weaknesses

Identify Employee Competencies

and Behaviors that HR must
deliver to achieve the strategy

Formulate HR Policies & Activities that will lead

to these Employee Competencies and Behaviors

HUMAN RESOURCE MANAGEMENT 28

 ALIGNING STRATGEY, CAPABILITY & HR
CORE
HR STRATEGY
CAPABILITY

Clarity around leadership expectations

Global Competition GROWTH
LEADERSHIP
Assessments – Right Leader – Right Jobs

Economic Volatility Defining needs or workforce planning

Sourcing strategy
SOURCE
Defining Value as an Employer
Recruitment & Selection
Customer Expectations
Onboarding & Integration
OPERATIONAL Performance Management & Talent Reviews
PERFORM
Cultural Diversity EXCELLENCE High Performance Culture
BUSINESS 360 degree feedback process

STRATEGY
Shifting Talent Landscape High Potential Selection, Development & Succession
DEVELOP Leader Development & Assessment
Manager Capability

Government Regulations
INNOVATION Engagement & Culture
REWARD & ENGAGE Base & Incentive Compensation Rewards
Global Marketplace Executive Compensation

HR Strategy & Capability

Ethical Conflicts Organizational Design & Compliance
HR STRUCTURE
Process, Technology, Platform, & Policy
Measurement & Analytics

HUMAN RESOURCE MANAGEMENT 29

 TRADITIONAL vs STRATEGIC HRM
TRADITIONAL HRM STRATEGIC HRM
RESPONSIBILITY
Staff Specialist Line Managers
FOR HRM

Partnership with internal & external

FOCUS Employee relations
stakeholders

Transactional, change follower, and Transformational, change leader and

ROLE OF HR
respondent initiator

INITIATIVES Slow, reactive, fragmented Fast, proactive, integrated

TIME HORIZON Short Term Short, medium, long (as necessary)

Bureaucratic-roles, policies, Organic-flexible, whatever is

CONTROL
procedures necessary to succeed

Tight division of labor, independence,

JOB DESIGN Broad, flexible, cross-training, teams
specialization

KEY INVESTMENTS Capital, products People, knowledge

ACCOUNTABILITY Cost center Investment center

HUMAN RESOURCE MANAGEMENT 30

 THE ROLE OF THE MANAGER
Motivate People Communicate Influence Problem Solve
Motivating and The manager is a You don’t always have No matter how difficult the problem,
engaging people is a common link between direct control over all there is always a quick solution,
key role for any people the organization and the people and and leaders are happiest when
manager. Make the the employee. They processes, and still you they are devising solutions to
work exciting and make sure information is need to reach your problems. The trouble is that, in our
cutting edge - flowing from above, goals. So you have to zeal to fix things quickly and move
Employees leave sideways, and upwards. work with lots of on to the next fire, we often
Performance Management
managers not They are never the different people across overlook the lasting solution that
“A manager is not a person who can do the work better than his men; he is a
Itorganizations!
all starts here Effective
— with bottleneck in the the company
In addition to
to individual
“Performance management” is a
may take longer to develop.
broad category, and covers the
great
use oftalent,
skill inthe
therest is
right information highway. implement your Although it's more fun to be a
person who can get his men to do the work better than he can.”
easy.
role For is someof reason,
utmost
employee management
strategy. This is where a
and development,
people-management aspect of a
firefighter, the next time you have a
managers
importanceoften take manager’s job. It includes clarifying
A manager sets the you need is
manager to responsible
focus on problem to solve in your
short-cuts when it and setting expectations and goals,
long and short term collaboration
for the developmentand of a organization, deal with the cause
comes to sourcing, coaching, measuring, and
direction of the team or getting buy-in to your
high performing team. An of the problem instead of simply
screening, and monitoring employees’ work,
organization. This goals.
interdependent team is treating the symptoms.
selection, or they overly addressing performance
includes the vision, usually more productive
rely on HR or recruiters, problems, providing feedback and
mission, goals, and than a group of
instead of seeing recognition, coaching, developing,
objectives — in other individuals working
selection as a critical training, and doing performance
words, strategy. independently.
part of his/her job. reviews

Set Overall
Hire Great People Develop talent .Performance Management
Direction
HUMAN RESOURCE MANAGEMENT 31
MANPOWER PLANNING
HUMAN RESOURCE MANAGEMENT 32
 WHAT IS MANPOWER PLANNING

Manpower Planning also know as

Human Resource Planning (HRP) is
the process of finding the RIGHT
NUMBER OF PEOPLE for the RIGHT
KIND OF A JOB, at a RIGHT TIME
and the RIGHT PLACE, by
forecasting the organization’s
demand for and supply of human
resources in the near future.

HUMAN RESOURCE MANAGEMENT 33

 HUMAN RESOURCE PLANNING PROCESS

Organizations need to do Human Resource

Planning so they can meet business
objectives and gain a competitive
advantage over competitors. AN
EFFECTIVE
Human resource planning compares the
MANPOWER
►
present state of the organization with its
goals for the future PLANNING
PROCESS

► Then identifies what changes it must make

in its human resources to meet those goals

HUMAN RESOURCE MANAGEMENT 34

FACTORS AFFECTING HR PLANNING
► Uncertainties
► Government Policies/ Legislations
► Demographic Trends
EXTERNAL
► Technologies
► Economic Factors
► Competition

► Growth Plans/ Strategies

► Culture

INTERNAL ► Resources and competencies available

► Composition of Human Capital
► Workplace productivity
THE NEED FOR HRP
► Organizational expansion and diversification
► Continuously assess the supply and demand of talent
► Be future ready
► Develop & manage talent efficiently
► Improves business planning – input to strategic planning & helps
gain a competitive advantage
► Handle technological / social changes
► Develop talent strategies
► Ensure stability in employment
► Contain costs
THE DIFFERENT STAGES OF HR PLANNING

► Identifythe broad policies

Organisation
► Align HR objective with organization objective

► Determining recruitment
► Redundancy
Business /Team ► Retention strategy
► Selection process

► Planningfor Learning & Development

Operational ► Employee Engagement & Rewards
► Performance Management

► Grievance handling
Short Term
 HUMAN RESOURCE PLANNING PROCESS
ENVIRONMENT
Goal setting and
ORGANISATION OBJECTIVE & POLICIES strategic planning

ANALYSIS OF RESOURCE REQUIREMENT

HR DEMAND HR SUPPLY
FORECASTING
Forecasting
FORECASTING

HR PROGRAMMING

HR PLAN IMPLEMENTATION Implementation

and evaluation

CONTROL & EVALUATION

OF PROGRAMMING

RESOURCE
RESOURCE SHORTAGE
SURPLUS

HUMAN RESOURCE MANAGEMENT 38

 FACTORS AFFECTING RESOURCE FORCASTING
DEMAND FORECASTING
► Employment trends
► Replacement needs
► Productivity

► Absenteeism

► Expansion and growth.

SUPPLY FORECASTING

► Supply and demand of jobs.

► Literacy & Population rate
► Industry and expected growth rate
► Technological development.
► Skill & Techniques

HUMAN RESOURCE MANAGEMENT 39

 Human Resource Planning Model

FORECASTING DEMAND BALANCING

Considerations Techniques SUPPLY AND
• Technology • Trend analysis DEMAND
• Financial resources • Managerial (Shortage)
estimates Recruitment
• Organizational growth
• Delphi technique
• Mgmt. philosophy Full-time / Part-time
• Work study Contractual
Techniques Considerations
• HR inventories • Workforce changes (Surplus) Reductions
• Markov analysis • Mobility • Layoffs/
• Skill inventories • Govt policies Retrenchment
• Replacement charts • Unemployment • Terminations
• Succession Planning • Demotions
• Retirements
FORECASTING SUPPLY

HUMAN RESOURCE MANAGEMENT 40

 DEMAND
FORECASTING

HUMAN RESOURCE MANAGEMENT 41

MANAGERIAL JUDGEMENT DEMAND FORECASTING METHOD
A committee comprising departmental managers and HR managers will review the two sets
of forecasts, arrive at a unanimity, which is then presented to top managers for their
approval.

► It is the simplest and quickest way

► Better applicable in small organizations/ startups
► Can contain manager biasness and individual preferences
 DEMAND FORECASTING METHOD
An attempt to decrease the subjectivity of forecasts by soliciting and summarizing the
judgments of a preselected group of individuals. The final forecast represents a composite
DELPHI TECHNIQUE

group judgment.
 DEMAND FORECASTING METHOD
Constructing and applying statistical models that predict resource demand for the next year,
RATIO TREND ANALYSIS

given relatively objective statistics from the previous year.

► This is the quickest forecasting technique

► Study the ratio of personnel to sales of the organization
► Then forecast future ratios making some allowances for changes in the organization or
processes

For eg:
An organization reviewing historical data may realize that every year, approximately 5% of
their staff retire, 6% , and 3% are dismissed.
Using a simple trend analysis, future HR supply forecasts can be established by assuming an
average reduction in internal HR supply of 14 % per year
TREND ANALYSIS IN NUMBERS

Trend analysis involves

collecting and evaluating
data to identify patterns of
information that might
impact the future.

HUMAN RESOURCE MANAGEMENT 45

WORK STUDY TECHNIQUE DEMAND FORECASTING METHOD
It is also known as work load analysis. Under this method the stock of workload and the
continuity of operations are determined. Accordingly the labour requirement is determined.
The workload becomes the base for workforce analysis for the forthcoming years. Here due
consideration is given to absenteeism and labour turnover. This method is also known as work
study technique. Here working capacity of each employee is calculated in terms of man-
hours. Man-hours required for each unit is calculated and then number of required
employees is calculated.
For eg:
(a) Planned annual production = 2, 00,000 units
(b) Standard man-hours required for each unit = 2 Hours
(c) Planned man-hour needed for the year (a x b) = 4, 00,000 hrs.
(d) Planned annual contribution of an employee = 2000 hrs.
(e) No. of employees required ————- (c/d) = 4, 00,000/2000 = 200

This method is useful for long term forecasting.

 SUPPLY
FORECASTING

HUMAN RESOURCE MANAGEMENT 47

 DETERMINING INTERNAL SUPPLY
SOURCE OF SOURCE OF
INFLOW OUTFLOW

PROMOTIONS

RESIGN
TRANSFERS
TERMINATION
PROMOTIONS CURRENT
EMPLOYEES STAFFING EMPLOYEES DEMOTIONS
NEW HIRES IN LEVEL OUT
RETIRE
RECALLS
DEATH

LAYOFFS

CURRENT PROJECTED INFLOWS PROJECTED OUTFLOWS INTERNAL SUPPLY FOR

STAFFING LEVEL THIS YEAR THIS YEAR NEXT YEAR

HUMAN RESOURCE MANAGEMENT 48

 SUPPLY FORECASTING METHOD
Listing of abilities, capacities, qualifications, and career goals of the employees to identify
suitable candidates for internal recruitment or promotions
SKILL INVENTORY
 SUPPLY FORECASTING METHOD
Analysis that helps to predict internal employee movement from one year to another by
identifying percentages of employees who remain in their jobs, get promoted or demoted,
MARKOV ANALYSIS

transfer, and exit out of the organization.

By tracking and predicting employment movement within an organization, the Markov

analysis allows for the development of a transition matrix to forecast internal labour supply
MARKOV ANALYSIS SUPPLY FORECASTING METHOD
 SUPPLY FORECASTING METHOD
A chart used to estimate vacancies in higher level jobs and identify how potential HR supply
REPLACEMENT CHARTS

can fill these vacancies via internal movements from lower levels jobs.

Changes must be made to replacement charts regularly, at least once annually, and with
changes in market scenario and economic conditions.
 An Executive Replacement Chart

HUMAN RESOURCE MANAGEMENT 53

SUCCESSION PLANNING SUPPLY FORECASTING METHOD
Succession planning is a longer-term process of grooming a successor selected from a pool
of candidates on the basis of perceived competency for management or critical positions.

Determining the internal labour supply calls for a detailed analysis of how many people are
currently in various job categories or have specific skills within the organization.

The planner then modifies this analysis to reflect changes expected in the near future as a
result of retirements, promotions, transfers, voluntary turnover, and terminations.
 SUPPLY FORECASTING METHOD
Staffing tables are graphic representations of all organizational jobs, along with the numbers
of employees currently occupying those jobs and future (monthly or yearly) employment
requirements, which can be derived from demand forecasts.
STAFFING TABLES

This information is useful in evaluating staffing levels by department, branch, or project; the
types of staff at each level; and the combination of staff in all categories.
 FORECASTING IS..
Forecasting is the process of making statements about events whose actual outcomes (typically)
have not yet been observed.
AND,
Human resource forecasting is all about estimating the future demand and supply of human resources
in an organization. Not all the methods are appropriate for all organizations.

The following factors should be considered:

► Stability and certainty

► Availability of data
► Number of employees
► Resources available
► Time horizon
► Credibility to management

HUMAN RESOURCE MANAGEMENT 56

JOB ANALYSIS
WHAT IS JOB ANALYSIS

It is the process of identifying and determining the DUTIES,

RESPONSIBILITIES, and SPECIFICATIONS of a given job.

It encompasses the collection of data

required to put together a JOB
DESCRIPTION that will attract the right
person to fill in the role.

Job analysis in HRM helps establish the

JOB SPECIFICATION which defines the
level of experience, qualifications, skills
and knowledge needed to perform a
job successfully.

HUMAN RESOURCE MANAGEMENT 58

COMPONENTS OF JOB ANALYSIS

JOB CONTENT JOB REQUIREMENTS JOB CONTEXT

The skill set, foundation Information gathered in The duties and

knowledge and relevant order to understand a job responsibilities of a job
qualifications needed to be within the realm of an which can range from a
effective in a specific job organisation, and the broad set of tasks to
relevant points of specific procedures.
consideration ie. work
settings and conditions

The process of gathering job information by breaking the job down into
its component elements.

HUMAN RESOURCE MANAGEMENT 59

ASPECTS OF JOB ANAYSIS
JOB DESCRIPTION ▪ Job Identification
▪ Job summary
It is a description of the activities and duties to ▪ Responsibilities and duties
be performed in a job, the relationship of the ▪ Authority of incumbent
job with other jobs, the equipment and tools
▪ Standards of performance
involved, the nature of supervision, working
conditions and hazards of the job and so on. ▪ Working conditions

JOB SPECIFICATION ▪ Knowledge & Skills

▪ Abilities & Other attributes
A written statement of the minimum levels of ▪ Personality
qualifications, skills, physical and other abilities,
▪ Academic qualifications
experience, judgment and attributes required
for performing the specific job effectively ▪ Must have/should have/
could have

HUMAN RESOURCE MANAGEMENT 60

PRINCIPALS OF JOB ANALYSIS
EXTERNAL INPUTS : Mergers , Technology, Labor Unions, Takeover, Government Regulations, etc

JOBS FACTS JOB

NOT NOT "AS IS"
PEOPLE JUDGMENTS NOW

Job analysis is not concerned with
performance, style, character, career
history or anything else about the
jobholder. It is concerned with the job,
and the present jobholder is only
involved because she/he usually
knows most about it.
It is not the role of the facilitator to
make judgments about the job, rather
the task is to communicate factual
information as clearly as possible.
The aim is to capture the job as it is at
a particular point in time. The job
description should not be clouded by
references to historic roles or future
aspirations, although information on
such aspects may well be gathered
during the course of discussions about
the job.

INTERNAL INPUTS : New Organization, Promotions, New Positions, Organizational Strategy Change

HUMAN RESOURCE MANAGEMENT 61

WHAT’S THE DIFFERENCE

JOB DESCRIPTION JOB SPECIFICATION

► Job Title ► Education

► Location ► Experience/Training

► Supervision (Given/Received) ► Judgment & Initiative

► Job Summary ► Physical effort

► Duties / Responsibilities ► Communication Skills

► Machinery / Tools/ Equipment used ► Unusual Sensory Demands

► Material/Forms used ► Emotional Characteristics

► Working Conditions
► Hazards

HUMAN RESOURCE MANAGEMENT 62

THE PROCESS OF JOB ANALYSIS
SOURCES OF DATA JOB DESCRIPTION

Job Analyst Tasks

Employee Duties
Manager Responsibilities
▪ Determine recruitment
Organization Blueprint qualifications

JOB DATA HR FUNCTIONS ▪ Provide job duties and job

specifications for selection
Tasks Recruitment process
Performance standards Selection
Responsibilities ▪ Provide performance criteria for
Training & Development evaluating employees
Knowledge required Performance Appraisal
Experience needed Compensation ▪ Determine training needs and
Job context Management develop instructional programs
Duties
COLLECTING DATA Equipment used ▪ Provide basis for determining
JOB SPECIFICATION employee’s rate of pay
Interviews
Questionnaires Skill requirements
Observations Physical demands
Records Knowledge requirements
O*NET Abilities needed
HUMAN RESOURCE MANAGEMENT 63
JOB ANALYSIS METHOD

This was the first method of job analysis used by psychologists.

The observation method enables job analysts to observe employees in their daily routines.
OBSERVATION

The information collected through observation is extremely useful and reliable since it’s via
first-hand knowledge. Observation is the only job analysis method that allows the job analyst
or HR professional to directly obtain the data, whereas other job analysis methods collect
data indirectly and in an orchestrated environment.

DISADVANTAGES

▪ Distortion of information if an employee is aware of the observation.

▪ Awareness may affect the work output during the observation.
▪ Not all job duties and reactions can be observed in the set time frame.
▪ Higher managerial and executive roles may be difficult to observe fully.
JOB ANALYSIS METHOD
QUESTIONNAIRES

The questionnaire job analysis method requires employees, supervisors, and managers
to fill out forms, namely questionnaires. It’s one of the most widely used job analysis
methods because it’s inexpensive to create and easy to distribute to numerous
individuals at a faster rate. Questionnaires can have different question forms, such as
open-ended questions, multiple choice, checklists or a mix of all of them.

DISADVANTAGES

▪ They are not enough to collect data that is both reliable and useful.
▪ They merely scratch the surface of job analysis.
▪ Question misinterpretation
▪ High non-response rates and inaccurate information given by participants.
Inaccurate data is the complete opposite of what job analysts aim for.
JOB ANALYSIS METHOD

With this job analysis method, job analysts conduct interviews with incumbents to collect
information about their tasks and how they are coping with them. Interviews can be structured
and unstructured depending on your corporate culture.
INTERVIEWS

Structured interviews have a high level of reliability and validity.

DISADVANTAGES

▪ Employees may exaggerate or omit vital details

▪ Professional and managerial jobs often are more complicated to analyze and usually require
longer interviews.
▪ Time consuming
JOB ANALYSIS METHOD
CRITICAL INCIDENT

The critical incident technique involves observation and recording of examples of particularly
effective or ineffective behaviors. Behaviors are judged to be “effective” or “ineffective” in
terms of results produced by the behavior.

The critical incident method differs from direct observation and work methods analysis in that
observations of behavior are not recorded as the behavior occurs, but only after the behavior
has been judged to be either particularly effective or ineffective in terms of results produced.

DISADVANTAGES
▪ Recency Effect
▪ Judgment & Perceptions
▪ Accurate recording of past observations is more difficult than recording the behaviors as
they occur.
JOB ANALYSIS METHOD
The Position Analysis Questionnaire (PAQ) developed by McCormick, Jeanneret, and Mecham
POSITION ANALYSIS

(1972) is a structured job analysis instrument to measure job characteristics and relate them to
human characteristics.

The PAQ is a specialized questionnaire method incorporating checklists. Each job is analyzed
on 27 dimensions composed of 187 “elements.” The PAQ comprises six divisions, with each
division containing numerous job elements. The divisions include:

▪ Information input: Where and how does the worker get information to do the job?
▪ Mental process: What levels of reasoning are necessary on the job?
▪ Work output: What physical activities are performed?
▪ Relationships with others: What relationships are required to perform the job?
▪ Job context: What working conditions and social contexts are involved?
▪ Other: What else is relevant to the job?
COMPETENCY BASED JOB ANALYSIS

Traditional job analysis procedures can't

keep playing a central role in the HR
management environment due to the
increased need of flexible behaviour, from
the inhibiting effects that job duty lists have
had.

HUMAN RESOURCE MANAGEMENT 69

 COMPETENCY BASED JOB ANALYSIS
Describing a job in terms of the measurable and observable behavioral competencies that
an employee must exhibit to do a job well.

Organisations sometimes group competencies into various clusters, such as general

competencies(reading and writing, for instance), leadership competencies (leadership,
and strategic thinking, for instance), and technical competencies.

▪ Writing a job based on competencies not on duties.

▪ Emphasizes that an employee is capable of doing rather than his/her duties.

HUMAN RESOURCE MANAGEMENT 70

TRADITIONAL JOB ANALYSIS vs COMPETENCY APPROACH
Traditional
Job Analysis
o Long lists of tasks and the skills / knowledge
required to perform each of those tasks
o Data generation from subject matter
experts; job incumbents
o Effective Performance
Traditional Job analysis focuses on “WHAT” is
accomplished – on duties and responsibilities.
More job focused.
HUMAN RESOURCE MANAGEMENT
Competency
Model
o A Distilled set of underlying personal
characteristics
o Data generation from outstanding
performers in addition to subject matter
experts and other job incumbents
o Outstanding Performance
Competency analysis focuses on
“HOW” the worker meets the job’s objectives
or actually accomplishes the work. More worker
focused and what he/she be competent to do
71
CHALLENGES OF JOB ANALYSIS

1 2 3 4 5
Support from Time Involves Activities may Mental Abilities
Top Consuming and Personal be distorted Can not be
Management Involves Lots of Biasness since source of Directly
.
Human Efforts .
data is Observed
. extremely
.

small
.

HUMAN RESOURCE MANAGEMENT 72