DHR23036
Job Analysis and
Human Resource
Planning
CILO1
Overview of the Unit
COURSE INTENDED LEARNING
OUTCOMES (CILOs)
1. Evaluate an integrated human resource
planning framework.
2. Explore human resource planning.
3. Evaluate the factors influencing job
analysis
4. Conduct a job analysis.
Overview of the Unit
ASSESSMENTS:
• Test (25%) - Week 8 CILO1, CILO2
• Practical Assignment (25%) - Week 10-14
CILO3, CILO4
• Final Exam (40%) - Week 18 CILO 1, 2, 3, 4
• Quizzes (10%)
- Weeks1-16 CILO 1, 2, 3, 4
STARTER
THINGS that GO TOGETHER
What goes with the:
Shoes
Socks
THINGS that GO TOGETHER
What goes with the:
Hammer
Nails
THINGS that GO TOGETHER
What goes with the:
Needle
Thread
THINGS that GO TOGETHER
What goes with:
Football
THINGS that GO TOGETHER
What goes with:
COURSE INTENDED LEARNING
OUTCOME 1 (CILO1)
Evaluate an integrated human resource
planning framework.
Definition
of Terms
A system is a group of interacting,
interrelated, or interdependent
elements forming a complex
whole.
A system is a unit that consists of
several sub-systems and is itself
part of a larger system.
A system can be seen as a
regularly interacting or
interdependent group of items
forming a unified whole.
Each system is a part of its
environment. Environment
includes all those factors that
affect it and are so powerful on the
functioning of a system that it is
almost impossible for a system to
exist without taking them into
account
All parts or components of a
system must be closely
coordinated and properly
integrated, so that the entire
system is a unified whole and it can
accomplish common objectives as
planned.
What do you
think are the
sub-systems
of a
COMPUTER?
Definition of Terms
• Integration means:
 is the act of bringing
together smaller
components into a single
system that functions as
one;
mixing things or people
together that were
formerly separated.
Definition of Terms
• Human resource planning means:
 the process of systematically reviewing human
resource needs to ensure that the required
number of employees, with the required
competencies, is available when they are
needed.
• Framework means:
 the basic structure of something ;
 a set of ideas or facts that provide support for
something.
A business enterprise is a system.
Framework is a
support
structure of
system that
holds parts
together.
Definition
of Terms
Strategy can be defined as “a general
direction set for the company and its
various components to achieve a
desired state in the future. It is an
action that managers must take to
attain one or more of the organization's
goals.
There are three types of businesslevel strategies to increase in profit
and company unity.
• Corporate level strategy: This
strategy sets out a clear mission
and vision for the entire
company. Top managers or
CEOs are responsible for
formulating corporate level
strategy, and they generally look
ahead for five years or longer.
• Business level strategy: This
strategy focuses on how the
company can compete.
• Functional level strategy: This
strategy focuses on the individual
tasks of departments and
employees in working toward
corporate goals.
Example:
Corporate strategy : improve market share
Business strategy : improve product quality
Functional strategy:
• HR: increase hiring of highly-trained employees
• Production: reduce rejects and defects
Definition of Terms
• Strategic planning
means:
 is an organization's
process of defining its
strategy, or direction, and
making decisions on
allocating its resources to
pursue this strategy.
 Effective strategic planning
articulates not only where an
organization is going and
the actions needed to make
progress, but also how it will
know if it is successful.
Strategic Planning Process
Definition of Terms
Human resource
planning means:
 the process of
systematically reviewing
human resource needs
to ensure that the
required number of
employees, with the
required competencies,
is available when they
are needed.
 HRP is a sub-system in
the total organizational
planning.
Who are responsible?
Strategic Planning vs HR Planning
Strategic planning
vs
Human resource planning
Strategic Planning related or
NOT?
Q
U
I
C
K
M
I
N
D
•
•
•
•
•
•
•
•
Corporate mission
Corporate vision
Business opportunities
Required number of staff
Business strategies
Company objectives
CEO
HR skills needed
Dr. Cecilia M.
Integrated HRP Framework
 There is a need for organisations to
have an integrated Human Resource
Planning Framework in which the
external environment, internal
environment, the strategic planning and
the organisational resources are
considered in order to develop various
human resource strategies. Each of
these areas interrelates with the others
and is critical in achieving the overall
organisational vision.
 The integrated Human Resource
Planning Framework must attempt to
bring all aspects of HR planning
together, incorporating the more
traditional approach to human resource
planning, but going beyond this to
include the external and internal
environment and the organisational
resources.
5 Integration Approaches
(Torrington and Hall )
• Approach A - There is no relationship at all between
organizational and HR strategies in the organization.
This is a typical picture that existed several years ago
and still exists today in several small and traditional
organizations.
• Approach B -There is a growing recognition of the
importance of employees, and HR strategy is
designed to fit the organization’s strategy.
• Approach C- It takes the relationship one step
further, as it recognizes the need for an equal
relationship between strategy and HRM. Strategy
may not always be feasible and alternative
possibilities need to be reviewed.
• Approach D- It shows a much closer involvement
between organizational and HR strategies. It
considers HR as the key to competitive advantage.
Organizational and HR strategies are developed
together in an integrated way.
• Approach E- It offers an alternative form, different
from integration, which places HR strategy in the
prime position. The argument is that if people are the
key to competitive advantage, then there is a need to
build on people’s strengths.
Types of
Integration
• Vertical fit is concerned
with ensuring integration of
HRM with the corporate
and business strategies.
• Horizontal fit is concerned with ensuring integration at the same level.
This involves two types of fit Internal fit involves integration between the various HRM sub-functions or
sub-systems, such as staffing, compensation, and training.
 External fit is concerned with the integration between HRM and other
functional areas like marketing, finance, and operations.
External
environment
Legislation
Economic
conditions
Technological
advancement
Demographics
Competition
Compensation
Internal
environment:
Organisational
structure
Budget
Skills levels
Health and
safety
Organisational
culture
Employee
relation
Q
U
I
C
K
M
I
N
D
External or Internal Environment?
•
•
•
•
•
•
•
•
•
Health and Safety
Compensation
Competition
Budget
Employee relations
Legislation
Technological advancement
Organisation culture
Skills level
Dr. Cecilia M.
Internal
External
External
Internal
Internal
External
External
Internal
Internal
A. Integrating HRP with
STRATEGIC PLANNING
A. Integrating HRP with STRATEGIC PLANNING
HRP must be linked or integrated with
strategic planning due to:
1. Work Demand: HR plan as a result
of analysing, reviewing and
attempting to produce the right
numbers and kind of workforce
needed by the organization must be
according to the approved budget
and strategic plan.
2. Work supply: This entails
predicting what HR action plan will
be necessary to ensure that
workforce requirement is available
when required for the achievement
of the objectives of the business.
Benefits of integrating HRP with Strategic
Planning
HRP must be linked or integrated with strategic planning
due to:
3. Organizational change: HR plan must include action
plans for changes in skills, job content, surplus or shortage of
manpower resulted by changes or enhancement of business
strategies due to competition or other external factors.
4. Government influence: As the business strategic plans
are aligned with the law and legislation, so as the HR plan
especially in staffing, compensation, health and safety and
employee relations.
B. Integrating HRP with EXTERNAL ENVIRONMENT
External factors cannot be controlled by the
organisation.
Factors influencing the HR plan are not fixed, HR
practitioners must continually monitor the external
environmental factors to be able to adjust the HR
plan accordingly. The external factors influencing the
development of the Integrated HRP Framework are
as follows:
• Legislation
•
•
•
•
•
Economic conditions
Technological advancements
Demographics
Competition
Compensation
B. Integrating HRP with
EXTERNAL
ENVIRONMENT
B. Integrating HRP with EXTERNAL ENVIRONMENT
HRP must be linked or integrated with
EXTERNAL ENVIRONMENT such as:
1. Legislation:
• employment legislation influences every HR process like recruitment
and selection, training and development, rewards and compensation,
termination, and employee benefits;
• organisation can be fined extensively or may close down by not
adhering to the law.
• new laws can affect HR plan for benefit programs and minimum wage.
• safety regulations may be add to HR's training obligations.
• new legislation on increased salary can limit company’s ability to
hire, enhance employees benefits and keep compensation packages
competitive.
• In case the law forced the business to freeze salaries, delay
contributions to employee savings plans or increase individual
workloads, you might lose talented people.
B. Integrating HRP with EXTERNAL ENVIRONMENT
HRP must be linked or integrated with
EXTERNAL ENVIRONMENT such as:
2. Economic condition:
• recession periods and economic downturns can affect HRP
leading to workforce reductions and reorganizing the company
to adjust workloads,
• robust economy often means a tight labor market with a limited
pool of candidates. I
• interest and tax rates that affect consumer buying and
disposable income could trigger the need to hire or lay off
employees.
• The economic environment in which the business functions
influences the supply and demand of workers,
• HR plans for recruitment, training and compensation must
accommodate talent availability..
B. Integrating HRP with EXTERNAL ENVIRONMENT
HRP must be linked or integrated with
EXTERNAL ENVIRONMENT such as:
3. Technological advancement
• new technology brings new skills requirements, so
companies always need to be aware of proficiencies and
training needs when planning human resources.
• new products and services also may require recruiting
highly skilled employees or training existing employees to
meet the need.
• new equipment or knowledge be needed so they HR may
need building the required skills, and most likely salary
enhancements, into the plan.
B. Integrating HRP with EXTERNAL ENVIRONMENT
HRP must be linked or integrated with
EXTERNAL ENVIRONMENT such as:
4. Workforce demographics:
• characteristics of the labor market -- age, education, ethnic mix
and gender -- can affect HR's ability to provide the manpower
needed by the business.
• HR plan must accommodate the values and expectations of a
younger workforce (Gen Z) through work-life balance, career
development and fringe benefits.
• wider diversity across the labor pool may lead to the
introduction of training to build awareness and cohesive teams.
• understanding available skill sets allows HR to recognize the
need for partnerships with schools, internships and job-related
training,
• knowing the geographic areas where those skills can be found
allows HR to tailor recruitment efforts.
B. Integrating HRP with EXTERNAL ENVIRONMENT
HRP must be linked or integrated with
EXTERNAL ENVIRONMENT such as:
5. Competition
• extent of competition in the market affects an organisation’s
ability to recruit qualified employees.
• industry giants can easily find and recruit top-notch talents
• spending less in job advertisement as candidates visit the
organisational website as first preference in searching for
possible vacancies.
• small businesses having no the same branding power of
big companies need to focus on developing recruitment
materials and attending job fairs to promote the
organisation and attract applicants.
• HR should develop programmes and incentives to retain
key employees.
B. Integrating HRP with EXTERNAL ENVIRONMENT
HRP must be linked or integrated with
EXTERNAL ENVIRONMENT such as:
6. Compensation
• Labour supply (i.e. the size of the talent pool) drives the amount of
compensation an organisation must pay to attract employees.
• In an oversaturated market when unemployment is high and more
qualified candidates exist (surplus) than job opportunities,
compensation being offered may be low.
• when a shortage of candidates exists and the organisation is competing
against multiple other companies to recruit employees, compensation
being offered is high.
• There is a need for continuous evaluation of compensation structure to
ensure competitive salary in attracting and retaining key staff members
but reasonable to maintain business financial stability and
competitiveness
• HR must also ensure fair internal compensation structure - for example,
experienced workers with specialised qualifications should earn more
than recent college graduates performing the same tasks.
C. Integrating HRP with
INTERNAL
ENVIRONMENT
C. Integrating HRP with INTERNAL ENVIRONMENT
Internal factors are mostly under control within the
organisation. HR departments need to keep track
of how internal factors influences HR related issues
to enable HR practitioners to maintain the most
effective staffing levels and maximise productivity.
Internal factors include the following:
• Organisational structure
• Budget
• Skill levels
• Productivity
• Health and Safety
• Organisational culture
• Employee relations
C. Integrating HRP with INTERNAL ENVIRONMENT
HRP must be linked or integrated with
INTERNAL ENVIRONMENT such as:
1. Organisational structure is a system used to define a
hierarchy within an organisation in which it identifies each
job, the function and reporting or communication lines.
• Structure is developed to establish how an organisation operates
and assists the organisation in obtaining its goals to allow for future
growth.
• Changes in the allocation of responsibilities in each divisions affects
the overall HRP .
• Job description must be developed according to the organisational
structure considering the level of authority and chain of command.
• The organisational structure creates salary structures leading to the
development of salary ranges for each job in the organisation.
• Structure must be designed to attract and retain high-performing
people, through the creation of positions that influence their highest
skills and provide development and growth.
C. Integrating HRP with INTERNAL ENVIRONMENT
HRP must be linked or integrated with
INTERNAL ENVIRONMENT such as:
2. Budget
•
•
•
•
•
Budgeting involves the systematic collection of information and data so
that the finances needed to support an organization's objectives can be
projected.
HR must align their budget with the organization strategic plan for the
achievement of the objectives.
HR budget that includes costs for hiring, salaries, benefits, talent
management, job advertisements and promotion, employee training, or
employer branding activities must not severely affect profitability.
When an organisation wants to increase sales or production, there is a
demand for additional staff which may affect the HR budget.
A well-planned and thoughtful budget ensures that HR receives the
necessary funding to support employee programs and training for new
technology and trends critical to attracting and retaining skilled
workforce.
C. Integrating HRP with INTERNAL ENVIRONMENT
HRP must be linked or integrated with
INTERNAL ENVIRONMENT such as:
3. Skills level
•
•
•
•
Forecasting human resource needs as part of HRP should be
supported with effective recruitment and selection, replacement and
retention policy framework.
An organization may find it difficult to fill vacant positions with the
same skills level as stated in the HR plan due to pressure of more
demand in the job market but less available talent.
Being unable to fill positions and train employees for required skills
necessary to achieve the operational goals leaves an organization
in a weak business position.
Organisation may consider offering staff training opportunities which
should be reflected within the integrated HRP Framework, including onsite training, coaching and mentoring, and sending workers to seminars
and workshops.
C. Integrating HRP with INTERNAL ENVIRONMENT
HRP must be linked or integrated with
INTERNAL ENVIRONMENT such as:
4. Health and safety
•
•
•
•
•
HRP must be complying to the health and safety law and company’s
health and safety policies as well.
New health and safety legislation may lead to a new planning for
employees training and development.
HRP must consider effective health and safety environment as it
promotes organisational efficiency.
HR plan must ensure that the workplace is free from recognized
hazards that are causing or likely to cause death or serious physical
harm to employees which can lead to talent retention and employee
perceptions of fair treatment by the organization.
HR professionals should have a sound and working knowledge of
health and safety principles, program administration, legislation, and
amendments.
C. Integrating HRP with INTERNAL ENVIRONMENT
HRP must be linked or integrated with
INTERNAL ENVIRONMENT such as:
5. Organisational culture
is “a system of shared assumptions, values,
and beliefs, which governs how people behave in organisations.” These shared
values have a strong effect on employees within the organisation and prescribe
how they dress, act, and perform their jobs.
•
•
•
•
Organisational culture can be influenced by the recruitment process,
compensation and reward, or employees’ training and development.
HRP must develop and maintain unique culture of the organisation
which provides guidelines and boundaries for the behaviour of every
employee in support to the achievement of the company’s overall
strategic plan.
HR must create practices that support the business set values.
HR leaders should work with the executive team and stakeholders
across the business to evaluate their current company culture, assess
potential gaps or opportunities, and create a strategic plan to align the
organisation’s culture with its values and goals.
C. Integrating HRP with INTERNAL ENVIRONMENT
HRP must be linked or integrated with
INTERNAL ENVIRONMENT such as:
6. Employee relation refers to an organization's
•
•
•
•
efforts to create and maintain a positive relationship
with its employees.
HR practices relating to employee rights and discipline
must be according to the company’s policies and
procedures.
HR must understand the importance and impact of
labour union in planning for compensation and
incentives, promotion, grievance guidelines or health
and safety practices.
HR should conduct activities like regular meeting or
events that allow employees to develop peer
relationships and encourage effective communication
among team members.
Employee relation policies must be for the
achievement of the corporate strategic plan.
D. Business areas of
importance for effective
integration of corporate
and human resource
planning
D. Business areas of importance for integration
1. Staffing refers to the continuous process of finding,
selecting evaluating and developing a working relationship
with current or future employees.
•
HR should align the recruitment and selection practices with the
organisation’s core values not compromising the skills, abilities, and
personal characteristics of employees that should match with the
demand of jobs in order to stay competitive in the changing marketplace.
2. Compensation Management
•
Compensation as a human resource planning tool to achieve corporate
goals must be carefully formulated and implemented to reward
employees fairly, equitably and consistently while maintaining good
relationships between labour and management and high profitability.
3. Training and Development
•
To be able to keep the leading edge in the competition, HR must
encourage professional learning across every area of the organisation
according to new market trends and technology but within the strategic
plan.