CH 2 Human Resrouce Planning and Job Analysis

CH# 2
HUMAN RESOURCE PLANNING

AND JOB ANALYSIS
Kokab Manzoor
kokabmanzoor2012@gmail.com
www.youtube.com/kokabmanzoor
Human Resource Planning
HRP is the process of determining an

organization’s human resource needs (i.e.
deciding what positions the firm will have to
fill, and how to fill them)
It ensures that appropriate Human Resource are

available to meet the requirements for achieving
goals.
kokabmanzoor2012@gmail.com youtube.com/kokabmanzoor
Importance of HRP
 Human resource planning is one of the most
important elements in a successful HRM program
because it is a process by which an organization
ensures that it has the right number and kinds of
people at the right place, at the right time, capable
of effectively and efficiently completing those tasks
that will help the organization achieve its overall
strategic objectives.
kokabmanzoor2012@gmail.com youtube.com.kokabmanzoor
Human Resources Information Systems
(HRIS)
 HRIS Definition:
 HRIS can be defined as a computerised system that
assists in the processing of HRM Information --- also
sometimes referred to as Human Resource
Management System (HRMS)
 HRIS is a database system generally linked to the

organization’s “MIS” that keeps important information about
employees in a central and accessible location – even it
keeps information about the global work force.
HUMAN RESOURCE INFORMATION SYSTEMS
(HRIS)
PERSONAL DATA
Age, Gender, Dependents, Marital status, etc
EDUCATION & SKILLS
Degrees earned, Licenses, Certifications
Languages spoken, Specialty skills
Ability/knowledge to operate specific machines/equipment/software
JOB HISTORY
Job Titles held, Location in Company, Time in each position, etc.
Performance appraisals, Promotions received, Training & Development
MEMBERSHIPS & ACHIEVEMENTS
Professional Associations, Recognition and Notable accomplishments
PREFERENCES & INTERESTS
Career goals, Types of positions sought, Geographic preferences
CAPACITY FOR GROWTH
Personnel Replacement Chart
 Personnel replacement chart is a company’s records
showing present performance and promotability of
inside candidates for the most important positions
 Replacement chart covers individuals in middle to

upper level management positions.
 Replacement charts are particularly helpful in

succession planning…
Personnel Replacement Chart…
 Succession Planning – ensuring that another
individual is ready to move into a position of
higher responsibility
 Replacement chart highlights those positions

that may become vacant in the near future due
to retirement, promotions, transfers,
resignations, or probable death of the
incumbent
kokabmanzoor2012@gmail.com youtube.com.kokabmanzoor
Succession Planning example..
 For example in a plane crash of 2016 about 30
executives of different companies had died
along with the Minister of Trade and
commerce.
 Those companies without replacement charts

were in deep trouble for a considerable period
of time in finding the replacement of those
executives.
SUCCESSION PLANNING
REPLACEMENT CHART
FOR EXECUTIVE POSITIONS
POSITION REPLACEMENT CARDS

FOR EACH INDIVIDUAL POSITION
------------------------------------------------------------------------
POSITION WESTERN DIVISION SALES MANAGER
DANIEL BEALER Western Division Sales Mgr Outstanding Ready Now
Present Promotion
Possible Candidates Current Position Performance Potential
SHARON GREEN W/Oregon Sales Manager Outstanding Ready Now

GEORGE WEI N. California Sales Manager Outstanding Needs Training
HARRY SHOW Utah Sales Manager Satisfactory Needs Training
The Human Resource Planning Process

 Forecast
Forecast future
future human
human resource
resource needs
needs
 Project

Project future
future human
human resource
resource supply
supply
 Compare

Compare forecast
forecast needs
needs with
with projected
projected supply
supply
 Plan

Plan policies
policies and
and programs
programs to
to meet
meet human
human
resource
resource needs
needs
 Evaluate

Evaluate human
human resource
resource planning
planning
effectiveness
effectiveness
Linking Concept to practice
 “More emphasis should be placed on the

external supply of employees for meeting
future needs because these employees bring
new blood into the organization. This results
in more innovative and creative ideas.”
 Do you agree or disagree with this

statement? Explain your response
Problems in HRP
 Resistance by employer
 Resistance by employee
 Resistance by trade unions
 Inadequate information system
 Uncertainties
 Integration with organizational Plans
Job Analysis
 A job analysis is a systematic exploration (study)
of the activities within a job.
 It is a technical procedure used to define the duties,
responsibilities, and accountabilities of a job.
 This involves the identification and description

of what is happening on the job, identifying the
required tasks, the knowledge, and the skill
necessary for performing them.
Outcomes of Job Analysis
 The job analysis process generates three
outcomes:
1. Job Description
2. Job Specification
3. Job Evaluation
1 Job Descriptions
 Job Descriptions is a written description of

 What the job holder does,
 How it is done,
 Under what conditions it is done, and
 Why it is done
 Job Description Includes:

 The Job Title
 The Duties to be performed
 The Distinguishing Characteristics of the Job
 Environmental Conditions of the Job and
 The Authority and Responsibility of the job holder
Writing Job Descriptions
1. Job Identification
2. Job Summary
3. Relationships
4. Responsibilities and Duties
5. Standards of Performance
6. Working Conditions and Physical
Environment
2 Job Specifications
 Job Specifications
The minimum acceptable Qualifications that the incumbent
must possess to perform a certain job successfully
Job Specification Includes:

 The Knowledge
 Skills
 Education
 Experience
 Certification and
 Abilities to the job effectively
3 Job Evaluations
 Job Evaluations:
 Pertains to the level of compensation for the said job.
 For an organization to have an equitable (fair) compensation

program, jobs that have similar demands in terms of skills,
knowledge, and abilities should be placed in common
compensation groups. Job Evaluation contributes towards
that end by specifying the relative value of each job in the
organization.
 Job Evaluation is made possible by the data generated from

the Job Analysis.
Job Analysis Methods
 Observation Method
 Individual Interview Method
 Group Interview Method
 Structured Questionnaire Method
 Diary Method
Observation Method
 A job analysis technique in which
data are gathered by watching
employees work.
 A job analyst watches employees
directly or review films of workers on

the job.
 Take complete notes
 Examples: assembly line workers and

accounting clerks jobs
Widely Used: The Interview Method
 Individual interviews Method:

 Interviews with each employee
separately
 Group interviews Method:

Interviews with groups of employees
who have the same job
 Supervisor interviews Method:

Interview with one or more
supervisors who know the job.
Sample Interview Questions

What is the job being performed?

What are the major duties of your position? What
exactly do you do?

What physical locations do you work in?

What are the education, experience, skill, and
[where applicable] certification and licensing
requirements?

In what activities do you participate?
Sample Interview Questions…

What are the basic accountabilities or performance
standards that demonstrate your work?

What are the environmental and working conditions
involved?

What are the job’s physical demands? The emotional
and mental demands?

What are the health and safety conditions?

Are you exposed to any hazards or unusual working
conditions?
Structured Questionnaire Method
 In the structured questionnaire method workers are

sent a specifically designed questionnaire on which
they check or rate items they perform on their job
from a long list of possible tasks
How to Conduct a Questionnaire Session?
 Use a specific questionnaire

 Establish rapport (bond)
 Follow a structured (arranged) approach
 List duties in order of importance or frequency of
occurrence
 Review and verify the data
Diaries and Logs
 A job analysis technique in which
workers record their daily activities
usually in a dairy.
 Daily listings made by workers of
every activity in which they engage
along with the time each activity
takes.
 Time-consuming
 Self-reporting
 Remembering what was done earlier
What is Job Design?
 Job design refers to the way that the position and
the tasks within that position are organized.
 It describes: what tasks are included; how and

when the tasks are done; and any factors that affect
the work, such as in what order the tasks are
completed and the conditions under which the tasks
are completed.
Concept of Job Enrichment
Job enrichment,
 Frederick Hertzberg suggested “If you want people to
do a good job, give them a good job to do.”
 His job enrichment model includes expanding job

content to create more opportunities for job satisfaction
 Job enrichment increases Job depth, the degree to

which individuals can plan and control the work
involved in their jobs
THANK YOU.. 

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CH# 2

HUMAN RESOURCE PLANNING

HRP is the process of determining an

It ensures that appropriate Human Resource are

 HRIS is a database system generally linked to the

 Replacement chart covers individuals in middle to

 Replacement charts are particularly helpful in

 Replacement chart highlights those positions

 Those companies without replacement charts

POSITION REPLACEMENT CARDS

DANIEL BEALER Western Division Sales Mgr Outstanding Ready Now

SHARON GREEN W/Oregon Sales Manager Outstanding Ready Now

 “More emphasis should be placed on the

 Do you agree or disagree with this

 Resistance by trade unions

 Inadequate information system

 Integration with organizational Plans

 This involves the identification and description

 Job Descriptions is a written description of

 Job Description Includes:

Job Specification Includes:

 For an organization to have an equitable (fair) compensation

 Job Evaluation is made possible by the data generated from

directly or review films of workers on

 Examples: assembly line workers and

 Individual interviews Method:

 Group interviews Method:

 Supervisor interviews Method:

 In the structured questionnaire method workers are

 Use a specific questionnaire

 It describes: what tasks are included; how and

do a good job, give them a good job to do.”

 His job enrichment model includes expanding job

 Job enrichment increases Job depth, the degree to

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