HUMAN RESOURCE
MANAGEMENT
HUMAN RESOURCE
PLANNING
CHAPTER NO. 2
AFTER STUDYING THIS CHAPTER YOU SHOULD BE ABLE TO:
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Understand Human Resource
purpose of HRP.
Planning (HRP)
and
Identify the relationship between strategy and HRP.
Identify the steps of HR planning process.
Describe the approaches to understand the jobs.
Discuss the phases of job analysis, including what it is and
how it’s used.
Design model for forecasting HR requirements and
employee requisition form.
Develop job descriptions , including summaries and job
functions, using the Internet and traditional methods by
using Job analysis questionnaire.
Develop job specifications using the Internet as well as
your judgment.
Explain job analysis in a “jobless” world, including what it
means and how it’s done in practice.
HUMAN RESOURCE PLANNING
The process of analyzing and identifying the need for and
availability of Human Resources so that the Organization
can meet its objectives.
Or
The Process of determining an Organization’s human
resources needs.
PURPOSE OF HR PLANNING
To maximize the use of Human Resources
and ensure their ongoing development.
1
To secure the Production Capacity required
to support Organizational
objectives.
2
To synchronize human resources activities
with the organizational objectives.
3
4
To increase the organization’s productivity.
HR PLANNING PROCESS
Organizational
Objectives &
Strategies
Scanning the
External
Environment
Analyze Internal
inventory of HR
Capabilities
Forecasting
Organizational
Need for People
Survey of People
Available
HR Strategies &
Plans
a. LINKING ORGANIZATIONAL STRATEGY
TO THE EMPLOYMENT PLANNING
Determining what business
in the organization will be
in.
Mission
Objective and
Goal
Setting goals and Objectives
Determining how goals and
Strategy
objectives will be attained
Structure
People
Determining what jobs need to
be done and by whom
Matching skills, knowledge, and
abilities to required jobs
HUMAN RESOUCE
PLANNING PROCESS
b. ENVIRONMENTAL SCANNING:
Process of studying the environment of the organization to
pinpoint opportunities and threats.
HUMAN RESOUCE
PLANNING PROCESS Cont . . .
c. Internal Assessment of the Organizational
Workforce :
Analyzing the jobs that will need to be done and the skills of people
currently available to do them is the next part of HR planning.
i. Auditing Jobs and
Skills
C. Internal Assessment
of the Organizational
Workforce
ii. Organizational
Capabilities Inventory
HUMAN RESOUCE
PLANNING PROCESS Cont . . .
i. Auditing Jobs and Skills :
Following questions are addressed during internal assessment
 What jobs exist now?
 How many individuals are performing each job?
 How essential is each job?
 What jobs will be needed in future?
HUMAN RESOUCE
PLANNING PROCESS Cont . . .
ii. Organizational Capabilities Inventory:
By Utilizing different databases in an HRIS ,it is possible to identify the
employees SKA’S. planners can use these inventories to determine long
term needs for staffing and HR development.
 Human Resource Information Systems (HRIS):
Database systems containing the records and qualifications of each
employee that can be accessed to facilitate employment planning
decisions.
HUMAN RESOUCE
PLANNING PROCESS Cont . . .
Uses of an HR
Information System
(HRIS)
HUMAN RESOURCE
PLANNING PROCESS Cont . . .
d. Forecasting :
Forecasting is the use of Information from the Past and Present to
identify expected future conditions.
FORECASTING
i. Forecasting
Demand for
Human Resources
ii. Forecasting
Supply for Human
Resources
HUMAN RESOURCE
PLANNING PROCESS Cont . . .
i. Forecasting Demand for Human Resources:
1. Organization-wide estimate for total demand.
2. Unit breakdown for specific skill needs by number and type of
employee.
 Develop decision rules (“fill rates”) for positions to be filled
internally and externally.
 Develop additional decision rules for positions impacted by the
chain effects of internal promotions and transfers.
HUMAN RESOURCE
PLANNING PROCESS Cont . . .
ii. Forecasting Supply for
Human Resources:
1. Forecasting
External HR Supply
2. Forecasting Internal
HR Supply
HUMAN RESOURCE
PLANNING PROCESS Cont . . .
1. Forecasting External HR Supply
The Following factors affect the External HR Supply.
 Individuals Demographics
 Technological Developments and Shifts
 Actions of Competing Employers
 Government Regulations and Pressures
HUMAN RESOURCE
PLANNING PROCESS Cont . . .
1. Forecasting Internal HR Supply:
a. Through Promotions, Lateral Moves, and Terminations.
b. Succession Analysis:
A method used to forecast the supply of people for certain
positions
 Replacement Charts (Succession Plans)
 Transition Matrix (Markov Matrix)
HUMAN RESOURCE
PLANNING PROCESS Cont . . .
HUMAN RESOURCE
PLANNING PROCESS Cont . . .
Transition Matrix (Markov Matrix)
Job Title
Line
Exit
Manager
Supervisor
Manager
0.15
0.85
0.00
0.00
Supervisor
0.10
0.15
0.70
0.05
0.20
0.00
0.15
0.65
Line
Worker
Worker
HUMAN RESOURCE
PLANNING PROCESS Cont . . .
e. Managing Human Resource Surplus or Shortage
:
i. WORKFORCE REALIGNMENT:
“Downsizing”, “Rightsizing”, and “Reduction in Force” (RIF) all
mean reducing the number of employees in an organization.
 Economic
Economic
Weak Product demand, loss of Market Share to
Competitors.
 Structural
Structural Technological Change, Mergers and Acquisitions.
HUMAN RESOURCE
PLANNING PROCESS Cont . . .
f. HR Strategies and Plan
i.
:
The means used to anticipate and manage the supply of and
demand for human resources.
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Provide overall direction for the way in which HR activities
will be developed and managed.
Overall
Strategic Plan
Human
Resources
Strategic Plan
HR Activities
f. Employee Requisition Form

Marie Stopes Society

Wateen Telecom

Fauz
:
EMPLOYEE
REQUISITION
FORM
EMPLOYEE
REQUISITION
FORM
EMPLOYEE
REQUISITION
FORM
HR MANAGEMENT AND JOBS
1. Job Analysis
2. Job Design
3. Work Analysis
4. JD & JS
Approaches
to
Understand
the Jobs
1. Job Analysis:
A Systematic way of gathering and analyzing information about the
Content, Context, and the Human Requirements of jobs.
 Phases of Job Analysis
 Methods & Uses of Job Analysis
HR MANAGEMENT AND JOBS Cont . . .
The Phases of Job Analysis:
Methods & Uses
of Job Analysis:
HR MANAGEMENT AND JOBS Cont . . .
Components of Job Analysis Questionnaire:
HR MANAGEMENT AND JOBS Cont . . .
2. Job Design:
Organizing tasks, duties, and responsibilities into a productive unit of
work.
Job
Satisfaction
Physical and
Mental
Health
Job
Performance
JOB
DESIGN
HR MANAGEMENT AND JOBS Cont . . .
3.Workflow Analysis:
A study of the way work (inputs, activities, and outputs) moves through
an organization.
INPUTS
ACTIVITIES
OUTPUTS
People
Materials
Equipment
Tasks and Jobs
Goods and
Services
EVALUATION
HR MANAGEMENT AND JOBS Cont . . .
4. Job Descriptions and Job Specifications:
Job Description
Identification of the tasks,
duties, and responsibilities
of a job
Job Specification
The knowledge, skills, and
abilities (KSAs) an
individual needs to
perform a job satisfactorily.
HR MANAGEMENT AND JOBS Cont . . .
Job Description Components:
Identification
General
Summary
Essential Functions
and Duties
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Job Title
Reporting Relationship
Department
Location
Date of Analysis
Describes the job’s
distinguishing
responsibilities and
components
 Task
 Duties
 Responsibilities
Job Specifications
 Knowledge, Skills, and
Abilities
 Education and Experience
 Physical Requirements
Disclaimer
Of Implied Contract
Signature of
Approvals
-------------------------
HR MANAGEMENT AND JOBS Cont . . .
Sample of job Description
and Specification:
HR MANAGEMENT AND JOBS Cont . . .
HR MANAGEMENT AND JOBS Cont . . .
HR MANAGEMENT AND JOBS Cont . . .
Job Analysis in a
“Jobless” World
JOB:
Generally defined as “A set of closely related Activities carried out for
Pay.”
HR MANAGEMENT AND JOBS Cont . . .
From Specialized to Enlarged Jobs:
JOB
ENRICHMENT
Redesigning jobs in a way that
increases the opportunities for the
worker to experience feelings of
responsibility, achievement, growth,
and recognition.
JOB
ROTATION
Systematically moving workers from one
job to another to enhance work team
performance.
JOB
ENLARGEMENT
Assigning workers additional same level
activities, thus increasing the number of
activities they perform.
HR MANAGEMENT AND JOBS Cont . . .
Why Managers are De Jobbing their Companies:
DE JOBBING:
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Broadening the responsibilities of the company’s jobs.
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Encouraging Employee Initiative.
DE JOBBING
Internal factors
leading to De
Jobbing
External
factors leading
to De Jobbing
HR MANAGEMENT AND JOBS Cont . . .
Why Managers
Companies:
INTERNAL FACTORS
LEADING TO DE
JOBBING
 Flatter
Organizations
 Work Teams
 Boundary Less
Organizations
 Reengineering
are
De
Jobbing
their
EXTERNAL FACTORS
LEADING TO DE
JOBBING
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Rapid Product and
Technological Change
Global Competition
Deregulation,
Political Instability,
Demographic
Changes
Rise of a Service
Economy
HR MANAGEMENT AND JOBS Cont . . .
Competency-Based Job Analysis:
COMPETENCY
• 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.
HR MANAGEMENT AND JOBS Cont . . .
Why Use Competency Analysis?
To Support
HPWS
Traditional job descriptions (with
their lists of specific duties) may
actually backfire if a highperformance work system is the goal.
Maintain a
Strategic
Focus
Describing the job in terms of the
skills, knowledge, and
competencies the worker needs is
more strategic.
Measuring
performance
Measurable skills, knowledge, and
competencies are the heart of any
company’s performance management
process.
HR MANAGEMENT AND JOBS Cont . . .
Examples of Competencies:
General
competencies
Reading, Writing, and Mathematical
reasoning.
Leadership
competencies
Leadership, Strategic Thinking, and
Teaching others.
Technical
competencies
Specific Technical Competencies
required for specific types of jobs
and/or Occupations.
HR MANAGEMENT AND JOBS Cont . . .
The Skills Matrix for One Job at BP
Note: The light blue boxes indicate the minimum level of skill required for the job.
• To Maximize the use of
CHAPTER : 2
Human resource
planning
Human Resources & ensure
their ongoing development
• To secure the production
capacity required to support
organizational objectives
• To synchronize human
resources activities with the
organizational objectives.
HR Planning
Process
Purpose of HR
Planning
• To increase the
organizational productivity.
Scanning the
External
Environment
Internal Assessment
of Organizational
Workforce
Forecasting HR
Demand & Supply
Environment
Scanning
Organizational
Capabilities
inventory
Managing Human
Resource Surplus or
Shortage
Forecasting
Auditing Jobs
& Skills
Human Resource
Information
System
Forecasting
Demand for HR
Forecasting
Supply for HR
External Supply
Internal Supply
Uses of an HRIS
System
• Replacement Charts
• Transition Matrix
Management Quality Circle
Workforce
Realignment
HR Strategies &
Plan
Inputs
Overall
Strategic Plan
Activities
HR Strategies
Plan
Outputs
HR Activities
• Getting
Organized
• Choosing Jobs
• Reviewing
Knowledge
• Selecting Job
Agents
• Collecting Job
Information
• Creating a JD
• Creating a JS
HR Management &
Jobs
Job Analysis in a
“Jobless” World
Workflow
Analysis
From Specialized
to Enlarged Jobs
Job Design
Job
Enlargement
Job
Satisfaction
Job
Performance
Job Rotation
JD & JS
Job Analysis
Job
Enrichment
Job Rotation
Why Managers are De
Jobbing their Companies
Competency-Based
Job Analysis
THOUGHT FOR THE DAY
The Journey to Happiness involves
finding the courage to go down into
ourselves and take responsibility for
what's there: all of it.
(Richard Rohr)