HUMAN

RESOURCE
PLANNING AND
JOB ANALYSIS
Professor Mohamamd Khasro Miah Ph.D.

1
 The Process of Human Resource Planning

• Organizations need to do human resource

planning so they can meet business objectives
and gain a competitive advantage over
competitors.
 Process by which a company decides how an
organisation should move from its current
manpower position to its desired manpower
position.
 To carry on work
 People need to be replaced
 People leave the organisation
 Companies expand
 Changing needs that cannot be met by old
labour force
 To rightsize the company
 Scanning the External Environment

 Environmental Scanning
– The process of studying the environment of the
organization to pinpoint opportunities and threats.
 Environment Changes Impacting HR
– Governmental regulations
– Economic conditions
– Geographic and competitive concerns
– Workforce composition

© 2002 Southwestern College Publishing. All rights reserved. 2–5

1. Determining organizational Objectives

2. Determining the skills and required

3. Determining Additional(Net) Human

Resource Requirements

4. Developing Action Plans

 Future human resource needs can be
determined by some methods
 Forecasts are Mathematical or Judgmental
1. Managerial estimates:
-future staffing needs based on past
experience
-made by top level management or middle
level and lower level together
2. Delphi technique:
-panel of experts
-each expert independently estimates future
demand
-a mediator presents each expert’s forecast to
the others
-experts can revise their comments
-process continues till agreement between all
experts
 Scenario Analysis:
-scenarios are developed in brainstorming
sessions (by operating and hr managers)
-5 or more years scenario is done

 Benchmarking:
- Deeply examines the company’s internal
practices and processes and measures them
against successful company practices
 Time-series analysis:
-past staffing levels indicate future
requirements
(moving average, exponential smoothing or
regression technique)
 Regression analysis:
-past study of work load indicators like sales,
production levels are studied
-linked with staffing levels
 Productivity ratios:
Historical or past data are used to examine
past levels of productivity index
P= Workload/ No. of People
 Analysis of present employees
 Forecast of employees required in future

Done through
 Skills inventory
 Management Inventory
 Expecting changes of people
 Complete information about the
organization’s basic information on all
employees
 Information are about:

a) Personal data: age, sex, marital status

b) Skills: education, job experience, training
c) Special qualifications: membership in
professional groups, achievements
d) Salary and job history: present and past
salary, dates of raises, different jobs held
e) Company data: benefit plan data, seniority,
retirement information
f) Capacity of individual: test scores on
psychological and other tests, health
information
g) Special preferences of the individual :
geographic location, type of job
 Some changes can be forecasted easily
- Retirements
- Other changes like transfers and promotions
(from how long in the job, the need of the
company)
 Changes difficult to forecast

-death, resignations and discharges

•PAST EXPERIENCE
•HISTORICAL RECORDS
REDUCING :
Downsizing
-lay-offs
-terminations
-early retirement incentives
-voluntary retirement inducement
 Human Resource Planning Process
External Environment
Internal Environment
Strategic Planning

Human Resource Planning

Forecasting Comparing Forecasting

Human Requirements Human Resource
Resource Availability
Requirements and Availability

Demand = Surplus of Shortage of

Supply Workers Workers

No Action Restricted Hiring, Recruitment

Reduced Hours,
Early Retirement, Selection
Layoff, Downsizing

18
 HUMAN RESOURCE PLANNING

FORECASTING HR REQUIREMENTS (DEMAND ANALYSIS)

(Trying to predict future staffing needs)
Managerial Estimates
Sales Projections
Simulations
Vacancy Analysis (projected turnover)

FORECASTING HR AVAILABILITY (SUPPLY ANALYSIS)

(Predicting worker flows and availabilities)
Succession or Replacement Charts
Skills Inventories (use of HRIS)
Labor Market Analysis
Markov Analysis (Transition Matrix)
Personnel Ratios
JOB Analysis
 The Nature of Job Analysis
 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.
 Job description
– A list of a job’s duties, responsibilities, reporting
relationships, working conditions, and supervisory
responsibilities—one product of a job analysis.
 Job specifications
– A list of a job’s “human requirements,” that is, the
requisite education, skills, personality, and so on—
another product of a job analysis.
MBA KsM, NSU 4–21
 Types of Information Collected
 Work activities
 Human behaviors
 Machines, tools, equipment, and work aids
 Performance standards
 Job context
 Human requirements

MBA KsM, NSU 4–22

Uses of Job Analysis Information
 Recruitment and Selection
 Compensation
 Performance Appraisal
 Training
 Discovering Unassigned Duties
 EEO Compliance

MBA KsM, NSU 4–23

 Steps in Job Analysis
 Step 1: Decide how you’ll use the
information.
 Step 2: Review relevant background
information.
 Step 3: Select representative positions.
 Step 4: Actually analyze the job.
 Step 5: Verify the job analysis information.
 Step 6: Develop a job description and job
specification.

MBA KsM, NSU 4–24

Summary of Types of Data Collected Through Job Analysis
 Work Activities – work activities and processes; activity records (in
film form, for example); procedures used; personal responsibility
 Worker-oriented activities – human behaviors, such as physical
actions and communicating on the job; elemental motions for
methods analysis; personal job demands, such as energy
expenditure
 Machines, tools, equipment, and work aids used
 Job-related tangibles and intangibles – knowledge dealt with or
applied (as in accounting); materials processed; products made or
services performed
 Work performance – error analysis; work standards; work
measurements, such as time taken for a task
 Job context – work schedule; financial and nonfinancial incentives;
physical working conditions; organizational and social contexts
 Personal requirements for the job – personal attributes such as
personality and interests; education and training required; work
experience
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 Methods of Collecting Job Analysis
Information: The Interview
 Information sources  Interview formats
– Individual employees – Structured (Checklist)
– Groups of employees – Unstructured
– Supervisors with
knowledge of the job
 Advantages
– Quick, direct way to find
overlooked information.
 Disadvantages
– Distorted information

MBA KsM, NSU 4–26

 Interview Guidelines
 The job analyst and supervisor should work together
to identify the workers who know the job best.
 Quickly establish rapport with the interviewee.
 Follow a structured guide or checklist, one that lists
open-ended questions and provides space for
answers.
 Ask the worker to list his or her duties in order of
importance and frequency of occurrence.
 After completing the interview, review and verify the
data.

MBA KsM, NSU 4–27

 Methods of Collecting Job Analysis
Information: Questionnaires
 Information source  Advantages
– Have employees fill out – Quick and efficient way
questionnaires to to gather information
describe their job- from large numbers of
related duties and employees
responsibilities.  Disadvantages
 Questionnaire formats – Expense and time
– Structured checklists consumed in preparing
– Opened-ended and testing the
questions questionnaire

MBA KsM, NSU 4–28

 Methods of Collecting Job Analysis
Information: Observation
 Information source  Advantages
– Observing and noting – Provides first-hand
the physical activities information
of employees as they – Reduces distortion of
go about their jobs. information
 Disadvantages
– Time consuming
– Difficulty in capturing
entire job cycle
– Of little use if job
involves a high level of
mental activity.
MBA KsM, NSU 4–29
 Methods of Collecting Job Analysis
Information: Participant Diary/Logs
 Information source  Advantages
– Workers keep a – Produces a more
chronological diary/ log complete picture of the
of what they do and job
the time spent in each – Employee participation
activity.
 Disadvantages
– Distortion of
information
– Depends upon
employees to
accurately recall their
activities

MBA KsM, NSU 4–30

 Quantitative Job Analysis Techniques
 The position analysis questionnaire (PAQ)
– A questionnaire used to collect quantifiable data
concerning the duties and responsibilities of various
jobs.
 The Department of Labor (DOL) procedure
– A standardized method by which different jobs can
be quantitatively rated, classified, and compared.
 Functional job analysis
– Takes into account the extent to which instructions,
reasoning, judgment, and mathematical and verbal
ability are necessary for performing job tasks.

MBA KsM, NSU 4–31

 Sample Report
Based on
Department of
Labor Job
Analysis
Technique

Figure 4–6
MBA KsM, NSU 4–32
 Sample Job
Description,
Pearson
Education

Source: Courtesy of HR Department,

Pearson Education.

Figure 4–7a
MBA KsM, NSU 4–33
 Major
Groups of
Jobs

Note: Within these major groups

are 96 minor groups, 449 broad
occupations, and 821 detailed
occupations.

Table 4–2
MBA KsM, NSU 4–34
 Is the Job Function Essential?
 What three or four main activities actually constitute the job? Is
each really necessary?
 What is the relationship between each task? Is there a special
sequence which the tasks must follow?
 Do the tasks necessitate sitting, standing, crawling, walking,
climbing, running, stooping, kneeling, lifting, carrying, digging,
writing, operating, pushing, pulling, fingering, talking, listening,
interpreting, analyzing, seeing, coordinating, etc.?
 How many employees are available to perform the job function?
Can the job function be distributed among other employees?
 How much time is spent on the job performing each particular
function? Are infrequent tasks less important to success?
 Would removing a function fundamentally alter the job?

MBA KsM, NSU 4–35

 Is the Job Function Essential?
(cont’d)
 What happens if a task is not completed on time?
 Does the position exist to perform that function?
 Are employees in the position actually required to perform
the function?
 Is there a limited number of other employees available to
perform the function?
 What is the degree of expertise or skill required to perform
the function?
 What is the actual work experience of present or past
employees in the job?
 What is the amount of time an individual actually spends
performing the function?
 What are the consequences of not requiring the
performance of the function?
MBA KsM, NSU 4–36
 From Specialized to Enlarged Jobs
 Job enlargement
– Assigning workers additional same level activities,
thus increasing the number of activities they
perform.
 Job enrichment
– Redesigning jobs in a way that increases the
opportunities for the worker to experience feelings
of responsibility, achievement, growth, and
recognition.

MBA KsM, NSU 4–37

 From Specialized to Enlarged Jobs
(cont’d)
 Job rotation
– Moving a trainee from department to department
to broaden his or her experience and identify
strong and weak points to prepare the person for
an enhanced role with the company
– Systematically moving workers from one job to
another to enhance work team performance.

MBA KsM, NSU 4–38

 Competency-Based Job Analysis
 Competencies
– Demonstrable characteristics of a person that
enable performance of a job.
 Competency-based job analysis
– Describing a job in terms of the measurable,
observable, behavioral competencies (knowledge,
skills, and/or behaviors) an employee must exhibit
to do a job well.

MBA KsM, NSU 4–39

Overview of the
HR Evaluation
Process

Figure 2–10
© 2002 Southwestern College Publishing. All rights reserved. 2–40