Human Resource

Management

Chapter 2
Strategic Planning
Human Resource Planning,
and Job Analysis
 Learning Objectives

2.1 Describe the 2.2 Explain the 2.3 Describe the job
strategic planning human resource analysis process and
process. planning process. methods.

2.5 Explain what

2.4 Summarize the
competencies and 2.6 Summarize job
components of a job
competency design concepts.
description.
modeling are.
 2.1 Startegic Planning
Planning

Strategic planning determines

exactly where your organization Controlling Organizing
is going over the next few years
and how it's going to get there

Leading
 2.1 Strategic Planning

• Four steps:
• Determination of the organizational
mission
• Assessment of the organization and its
environment
• Setting of specific objectives or direction
• Determination of strategies to accomplish
those objectives
 4-Steps
Strategic
Planning/
Implementation
Process
 2.2 Human Resource Planning
(Workforce Planning and forecasting)
• Matching the internal and external • HR Planning is the process of
supply of candidates with job deciding what positions the firm will
openings anticipated in the have to fill, and how to fill them.
organization over a specific period of
time.

Job
Supply of
openings
candidates
anticipated
Human Resource Planning Process
 Step 1: Forecasting Human
Resource Requirements

What
How kind?
many?

Determines the number, skill, and Where?

location of employees the
organization will need at future
dates to meet its goals.

Determine
Techniques for Forecasting Human Resource Requirements

ZERO-BASE FORECAST BOTTOM-UP FORECAST RELATIONSHIP BETWEEN VOLUME OF

SALES AND NUMBER OF WORKERS
REQUIRED
 Use the
current level Similar to
of zero-based
employment budgeting
as base
Zero-Base
Forecast Do not
Justify each automatically
employee replace
each year employees
that leave
 Bottom-Up Forecast
Company
forecast
• Start at the bottom of the pyramid

• Each unit manager makes his/her forecast

Unit manager
• Creates an aggregate forecast for the company forecast

• Forces managers to justify their hiring requirements

Departments needs
 Relationship between Volume of Sales and
Number of Workers Required
• Managers use sales to predict
required employment.
• By econometric tool such as:
SPSS, E-views, STATA, minitab,…

Group work 2.1:

Hotels and seasonal
businesses use this
model. Why?
 Determination of:
Step 2: Whether firm will be able to secure
Availability employees with necessary skills
Sources from which to obtain
Forecast employees

Internal resource External resource

 Example

Step 2: • Company name: Vinamilk

• Target in 2025: Open a new
Availability branch in China
• What should Vinamilk do to
Forecast Forecast HR avalibility?
Step 2
1. What are neccessary competencies to achieve Organization
objectives?
2. How many employee that we nees?
3. Can our organization supply enough HR?
4. How many suitable employee that we can find outside?
Forecasting the Supply of Inside Candidates (2 of 2)
Personnel Replacement Charts

Figure 5-3 Personnel or

Management Replacement
Chart Showing Development
Needs of Potential Future
Divisional Vice Presidents
Forecasting the
Supply of Outside
Candidates
Predictive
Workforce
Monitoring
 Step 3: Comparing HR requirement and
availability

DEMAND= SUPPLY SHORTAGE SURPLUS

Shortage of
Innovative recruiting
Workers
Forecasted Compensation incentives

Question: Suggest other solutions?

 Surplus of Employees
Teamwork 2.2 : Suggest solutions
when a company in Surplus of
Employee situation? Which one is Demand Availability
effective for a small business?
How to define employment
requirements ?
2.3 Job analysis
 PROBLEM WHY?

The ship was launched - This was the first time he known
before being completed this company
- This was the first time he did
this job
- He didnt know how to do
- He didnt know if he can do
- He wasn’t trained to do this job
3/7/24

4–26
 What

How Where

SOLUTION?
JOB

Who Why

When
3/7/24

4–27
 Document
explain a job

3/7/24

4–28
JOB ANALYSIS

name
 Definition of Job Analysis

The procedure for determining the duties and skill requirements of

a job and the kind of person who should be hired for it.

3/7/24

4–30
 Document
explain a job

3/7/24

4–31
 Purpose of conducting a job analysis process
Employee
- Understand 5W1H of a job
- Create a right fit between job
and employee
Fulfill their education, skills,
ability,..
- Apply to the job that fit to them
3/7/24
Organization
- Assess the performance of an
employee
- Determine the worth of a particular
task
-Analyse training and development
needs of an employee delivering
that specific job
- Hire the right employee at the right
place and at the right time
4–33
2.3 The Basics of Job Analysis
• Work activities
• Human behaviors
• Machines, tools,
equipment, and work aids
• Performance standards
• Job context
• Human requirements
Job Analysis: A Basic Human Resource
Management Tool
 The Basics of Job Analysis

Job Description
A list of a job’s duties, responsibilities,
reporting relationships, working
conditions, and supervisory
responsibilities
.

Job
Analysis

Job Specifications
A list of a job’s “human requirements,”
that is, the requisite education, skills,
personality, …
 Group discussion:
How can an
organization analyse
a job?

3/7/24

4–37
Group discussion: 30 mins
• 1. Accountant
• 2. Doctor
• 3. Police
• 4. Sale manager
• 5. Teacher
• 6. Freelancer
 Collect information

Analyse tact
Find people
time
good at each
part

Describle job
Discribe loss time specifications
 Types of Information Collected
Work
activities

Human Human
requirements behaviors
Information
Collected Via
Job Analysis Machines, tools,
Job
equipment, and
context
work aids

Performance
standards 3/7/24

4–40
 How will
Background
information be
information
used?

Representative Collect and Conducting a

positions analyze data Job Analysis

Job description
Verify and
specification
 Job Analysis Methods

QUESTIONNAIRES OBSERVATION INTERVIEWS EMPLOYEE COMBINATION

RECORDING OF METHODS
Questionnaires
• A questionnaire is a research instrument consisting of a series of questions
and other prompts for the purpose of gathering information from respondents
1. The job title of the job holder;
2. The job title of the job holder’s manager or supervisor;
3. The job titles and numbers of the staff reporting to the job holder (best
recorded by means of an organization chart);
4. A brief description (one or two sentences) of the overall role or purpose of
the job
5. A list of the main tasks or duties that the job holder has to carry out; as
appropriate, these should specify the resources controlled, the equipment used,
the contracts made and the frequency with which the tasks are carried out.
 Questionnaires

• Typically quick and economical

• Potential problems:
• Employees might lack verbal skills
• Employees might exaggerate the
significance of their tasks
Observation

• Analyst watches worker perform job

tasks and records observations
• Used primarily to gather information
emphasizing manual skills
• Often insufficient when used alone
• Difficult when mental skills are
dominant in a job
Interviews
• Interview both employee and
supervisor
• Interview employee first, helping
him or her describe duties
performed
• After interviews, analyst normally
contacts supervisor for additional
information
Employee Recording
( Participant Diary /Logs)

• Employees describe daily work activities in

diary or log
• Valuable in understanding highly
specialized jobs
• Problem: Employees might exaggerate job
importance
 Combination of Methods

• Analysts usually use more than one method Questionaire

• Example:
• Questionnaires supported by interviews
and limited observation
• Production jobs: Interviews
supplemented by extensive work
observation Observation Interview
 2.4 Job analysis results

1 2 3
Job description Job specification Performance standard
Writing Job Descriptions
What the
worker actually
does

How he or she
does it

What the job’s

working
conditions are
 Job Description

• Document that states:

• Tasks
• Duties
• Responsibilities
Writing Job
Descriptions

• Job identification
• Job summary
• Responsibilities and duties
• Authority of incumbent
• Standards of performance
• Working conditions
 FIGURE 4-7 Sample Job Description, Pearson Education
Job Identification Source: Reprinted and electronically reproduced by permission of
Pearson Education, Inc., Upper Saddle River, New Jersey.
 Job Summary

Major functions or
activities.
SUMMARY (Write a brief summary of job.)
Example: Telesales
The person in this position is responsible for selling
college textbooks, software, and multimedia
products to professors, via incoming and outgoing
telephone calls, and to carry out selling strategies to
meet sales goals in assigned territories of smaller
colleges and universities. In addition, the individual
in this position will be responsible for generating a
designated amount of editorial leads and
communicating to the publishing groups product
feedback and market trends observed in the
assigned territory.
 Relationship

• Reports to
• Supervises
• Works with
• Outside the company
Relationships
Responsibilities
and Duties
Writing Job Specifications

• Education level
• Experience
• Knowledge and skill
• Personal traits
 How to write a Job Specifications?
1 2 3 4 5 6

Check the job The job title Certain skills The situational Verify the job Job
role and and position which are intelligence, specification specification is
decide the provides brief essential to emotional with the help approved it is
educational idea about the perform the stability, of people circulated
qualification duration of assigned job personality working the among the HR
required to experience duties. traits and domain. department to
perform the required to attributes add it in the
duty. perform the official
job. documents.

Duration of Essential Job

Education Experience Straits
Qualification required
Skills specifications
Example of Job
Marketing manager
Specification
Teamwork 2.4
• Write Job Specification for the following jobs
1. Accountant
2. Sales staff
3. Operation staff
4. Human resource professionals
5. Bankers
6. Digital Maketer
 2.5 Competencies and Competency Modeling
• Competencies refer to an individual’s
capability to orchestrate and apply
combinations of knowledge, skills,
and abilities consistently over time Knowledge Skill
to perform work successfully in the
required work situations

Attitude

Competency modeling specifies and

defines all the competencies necessary for
success in a group of jobs that are set
within an industry context
Example of
Competency
model
 Career need

Individual’s Organization
competencies need
 2.6 Job Design
Concepts

Process of determining specific

tasks to be performed, the
methods used in performing these
tasks, and how a job relates to
other work in an organization
 2.6 Job Design
Concepts
When does an organization
design a Job?
- Create a new job
- Re-design a job
 2.6 Job Design Concepts

• Methods:
• Job enrichment
• Job enlargement
• Job rotation
• Re-engineering
 Job enrichment

Research

ADD MORE ACTIVITIES THAT

MOTIVATE EMPLOYEE
ADD BROADER RESPONSIBILITIES
TO A POSITION
Sale Data
analyze
Job enlargement

Combine activities at the

same level to increase
the scope of the job
Job rotation

• Rotate between jobs at the

same business
• Gain more experience,
skills, knowledge about
other jobs
Re-engineering

• involves redesigning the core organizational

processes in order to improve product
quality and output or reduce costs.
• The goal is to analyze company workflows
to discover processes that aren’t efficient
and then optimize those processes to
eliminate tasks that do not offer any value.
Groupwork 2.6: Exercise
to re-engineer jobs