JOB ANALYSIS AND HUMAN RESOURCE PLANNING

JOB ANALYSIS AND HUMAN RESOURCE PLANNING Chapter 2 Prepared by : Ly Sokcheu Updated : 1st September, 2012

Chapter Objectives After studying this chapter, you should be able to: • Describe the nature of job analysis • Describe the types of information collected by HR specialists • Describe why job analysis is a basic human resource tool • Explain the reasons for conducting job analysis • Indentify the steps in job analysis • Describe the methods of collecting job analysis information • Indentify job analysis responsibilities • Explain the uses of job analysis • Explain the strategic planning & the HR planning

I. Nature of Job Analysis Definitions of Job analysis • Is the procedure for determining the duties and skill requirements of a job and the kind of person who should be hired for it. • Is the process of obtaining information about the jobs by determining what the duties, tasks, or activities of jobs are. • Is the process for studying & collecting information pertaining to operations & responsibilities of a particular job.

Definitions of Job analysis (Cont.) • Is the process for studying & analyzing duties, responsibility, and knowledge skill needs to perform a particular job. • Information from job analysis is essential to other HR management activities. • It must be known what the exact tasks, duties, and responsibilities of a job are, and what type of knowledge, skills, and responsibilities are needed to perform the job. • Job analysis usually involves collection information on the characteristics of a job that differentiates it from other jobs.

Job description (a list of what the job entails) • A document that provides information regarding the tasks, duties, and responsibilities of a job. • It identifies: What it is done, Why it is done, Where it is done, How it is done.

Job specification (what kind of people to hire for a job) • A document that outlines the minimum acceptable qualifications a person should possess to perform a particular job. • A list of the knowledge, skills, abilities and previous job of the person who is to perform particular job.

Job analysis can be performed in 3 occasion: • When a new organization is first started • When a job can be changed as results of new technology, new methods. • When an existing business is expanded.

II. Types of Information Collected by HR Specialist Work activities Human behaviors Machines, tools, equipment, and work aids Performance standards Job context Human requirements

Work activities • Collects information about the job’s actual work activities, such as: cleaning, selling, teaching, or painting. • This list may also include how, why and when the worker performs each activity. Human behavior • Collects information about human behavior like sensing, communicating, deciding, and writing. • Included here would be information regarding job demands such as lifting weight or walking distances.

Machines, tools, equipment, & work aids • This category includes information regarding tools used, materials processed, knowledge deal with or applied (such as finance or law), and services rendered (such as counseling or repairing). Performance standard • The employee may also want information about the job’s performance standard (in terms of quantity or quality levels for each job duty, for instance). • Management will use these standards to appraise employees.

Job context • Included here is information about such matters as physical working conditions, work schedule, incentives and the organizational and social context. Human requirements • This includes information regarding the job’s human requirements such as job-related knowledge or skills (education, training, work experience) and required personal attributes (aptitudes, physical characteristics, personality, interests).

III. Reasons for Conducting Job Analysis Job Analysis: A Basic HRM Tool • HR Planning • Recruiting • Selecting • Orientation • Training • Performance Appraisals • Compensation • Safety and Health • Employee and Labor Relations • Legal Considerations Tasks Responsibilities Duties Job Descriptions Job Analysis Job Specifications Knowledge Skills Abilities

III. Reasons for Conducting Job Analysis (Cont.) HR Planning: based on job analysis information, managers can audit current jobs by comparing current jobs with future needs of an organization. Recruiting:based on job analysis, managers can recruit new job applicants. Selecting: job specifications information makes managers to be able to select qualified job applicants to satisfy jobs effectively.

III. Reasons for Conducting Job Analysis (Cont.) Orientation: job descriptions (duties and responsibilities) managers must identify clearly duties and responsibilities to new employees before they perform the jobs. Training: based on job analysis, especially job specifications enable managers to find out which employees to be trained both in the present and future.

III. Reasons for Conducting Job Analysis (Cont.) Performance Appraisals: based on job analysis, managers can compare what employees are supposed to be doing to what actual activities they have done. Compensation: based on job analysis information, managers can promote or demote employees or provide bonuses. Safety and Health: Information derived from job analysis is valuable in identifying safety and health considerations.

III. Reasons for Conducting Job Analysis (Cont.) Employee and Labor Relations: when employees are considered for promotion, transfer, or demotion, the job description provides a standard for evaluation and comparison of talent. Legal Considerations : A proper prepared job analysis is important for supporting legality of employment practices.

IV. Steps in Job Analysis • There are six steps in doing job analysis: • Step 1 • Decide how you will use the information, since this will determine the data you collect and how you collect them. • Step 2 • Review relevant background information such as organization charts, process charts, and job descriptions.

There are six steps in doing • job analysis (Cont.) • Step 3: • Select representative positions. Why? Because there may be too many similar job to analyze. • Step 4 • Analyze the job – by collecting data on job activities, required employee behaviors, working conditions, and human traits and abilities needed to perform the job.

There are six steps in doing • job analysis (Cont.) • Step 5 • Verify the job analysis information with the worker performing the job and with his or her immediate supervisors. • Step 6 • Develop a job description and job specification. These are two tangible products of job analysis. It may be a separate document or in the same document.

V. Methods of Collecting Job Analysis Information • There are various ways to collect information on the duties, responsibilities, and activities of a job. • The most popular methods for gathering job analysis data are: • Interviews, • Questionnaires, • Observations, • Diary/logs you collect them • Managers use them for developing job descriptions and job specifications.

Interviews • The interview method of gathering information requires that managers or HR specialists visit each job site and talk with the employees performing each job. Questionnaire • A questionnaire is widely used method of gathering data on job. • A survey instrument is developed and given to employees and managers to complete.

Observation • Observation may be continuous or based on sampling. • A manager, job analyst, or industrial engineer observes the individual performing the job and tasks notes to describe the tasks and duties performed. Diary / Logs • This approach is to ask workers to keep a Diary/logs of what they do during the day. • For every activity he or she engages in, the employee records the activity (along with the time) in a log.

VI. Job Analysis Responsibilities • The responsibilities for the job analysis depend on who can best perform various aspects of process. Managers • Complete or assist in completing job analysis • Review and maintain accuracy of job descriptions and job specifications • May request reanalysis • Identify performance standard based on analysis information

VI. Job Analysis Responsibilities (Cont.) HR Unit • Prepare & coordinates job analysis procedures. • Write job description and specifications for review by managers. • Revises and periodically reviews job description and specifications. • Checks on material input to ensure accuracy. • Make seek assistance from outside experts for difficult or unusual analysis. • Job analysis can be used to improve the productivity of an organization.

VII. The Uses of Job Analysis • HR Managers, specialists, and managers know job analysis. • Administrative guidelines accompanying various civil rights and EEO laws and judicial recommendations are clear. • Job analysis is critical to assessments of discrimination under most employment-related laws, including the Civil Rights Act of 1991 and the Americans with Disabilities Act of 1990. • Job analysis is linked with these discrimination laws through rulings from Supreme Court decisions.

VII. The Uses of Job Analysis (cont.) • On the basis of these court decisions, a good job analysis must provide the following: • It should yield a thorough, clear job description. • The frequency and importance of task behaviors should be assessed. • It must allow for an accurate assessment of knowledge, skills, abilities and other characteristics (KSAOs) required by the job.

VII. The Uses of Job Analysis (cont.) • On the basis of these court decisions, a good job analysis must provide the following (Cont.) • It must yield information about the relationship between job duties and these KSAOs. That is, it must clearly determine which KSAOs are important for each job duty. • In addition to helping organizations satisfy their legal requirements.

VII. The Uses of Job Analysis (cont.) • It is used extensively in each of the following areas: Recruitment and selection • Job analysis information helps recruiters seek and find the right persons. • To hire the right persons, selection testing must assess the most critical skills and abilities. Training and career development • Knowing the skills necessary for job is essential to building effective training programs. • Helping people to move efficiently from one career stage to another.

VII. The Uses of Job Analysis (cont.) • Compensation • Is usually tied to the duties and responsibilities. • Proper compensation demands accurate assessments of what various jobs entail. • Strategic panning • Effective job analysis can help organizations to change, eliminate, or restructure work and workflow process to meet the changing demands of uncertain environment. Source: John M. Ivancevich, Human Resource Management, 8 edition , p155

VIII. Strategic Planning • Strategic planning is the process by which top management determines overall organizational purposes and objectives and how they are to be achieved . • Strategic planning at all levels can be divided into four steps

VIII. Strategic Planning (Cont.) • There are three levels: Corporate strategy Business strategy Business strategy Business strategy Functional strategy Functional strategy Functional strategy

VIII. Strategic Planning (Cont.) • យុទ្ធសាស្រ្តសាជីវកម្ម ( ក្រុមហ៊ុន) (Corporate strategy) • គឺជាយុទ្ធសាស្រ្តដែលផ្តោតលើការជ្រើសរើសមុខរបរធ្វើ អាជីវកម្មឲ្យបានសមស្របតាមការពង្រីក បង្រួម ឬរក្សា ឲ្យមានស្ថេរភាព ។ • យុទ្ធសាស្រ្តអាជីវកម្ម ឬជំនាញ (Business strategy) • គឺជាយុទ្ធសាស្រ្តដែលផ្តោតលើរបៀបប្រកួតប្រជែងរវាង អាជីវកម្ម ឬក្រុមហ៊ុន និងអាជីវកម្ម ឬក្រុមហ៊ុនផ្សេងទៀត។ • យុទ្ធសាស្រ្តតាមឯកទេស (Functional strategy) • គឺជាយុទ្ធសាស្រ្តដែលផ្តោតលើការបង្កើតយុទ្ធសាស្រ្តតាម ផ្នែកឯកទេសនីមួយៗរបស់អង្គភាពមួយ ។

Strategic Planning & Implementation Process • MISSION DETERMINATION • Decide what is to be accomplished (purpose) • Determine principles that will guide the effort ENVIRONMENTAL ASSESSMENT External: Determining external conditions, threats, and opportunities Internal: Determining competencies, strengths, and weaknesses within the organization. • OBJECTIVE SETTING • Specifying corporate-level objectives that are: • Challenging, but attainable • Measurable • • Time-specific • Documented (written) STRATEGIC SETTING Specifying and documenting corporate level strategies and planning STRATEGIC IMPLEMENTATION

IX. Human Resource Planning • The process of systematically reviewing human resource requirements to ensure that the required numbers of employees, with the required skills, are available when and where they are needed.

Human Resource Planning ProcessExternal EnvironmentInternal Environment Strategic Planning Human Resource Planning Forecasting Human Resource Requirements Comparing Requirements and Availability Forecasting Human Resource Availability Demand = Supply Surplus of Workers Shortage of Workers Recruitment Restricted Hiring, Reduced Hours, Early Retirement, Layoffs, Downsizing No Action Selection

Forecasting HR Requirements • An estimate of the numbers and kinds of employees the organization will need at future dates in order to realize its stated goals. Forecasting HR Availability • The determination of whether the firm will be able to secure employees with the necessary skills, and from what sources.

Surplus of Employees Forecasted • When a comparison of requirements and availability indicates a worker surplus will result, restricted hiring, reduced hours, early retirements, and layoffs may be required to correct the situation. Shortage of Workers Forecasted • When firms are faced with a shortage of workers, organizations will have to intensify their efforts to recruit the necessary people to meet the needs of the firm.

ការទទួលខុសត្រូវក្នុងការកំណត់ផែនការធនធានមនុស្ស • ផ្នែកធនធានមនុស្ស • រៀបចំគោលដៅសម្រាប់ការធ្វើផែនការធនធានមនុស្ស • ចូលរួមធ្វើផែនការជាយុទ្ធសាស្រ្តសម្រាប់អង្គភាព • គ្រោងនូវប្រព័ន្ធពត៌មាននៃការកំណត់ផែនការ ធនធានមនុស្ស • ចងក្រង និងវិភាគទិន្នន័យពីអ្នកគ្រប់គ្រងលើតម្រូវការ បុគ្គលិក • ធ្វើអត្តសញ្ញាណកម្មយុទ្ធសាស្រ្តធនធានមនុស្ស • អនុវត្តន៍ផែនការធនធានមនុស្សនៅពេលដែលមាន ការយល់ព្រមពីអ្នកគ្រប់គ្រងកម្រិតខ្ពស់

ការទទួលខុសត្រូវក្នុងការកំណត់ផែនការធនធានមនុស្ស (ត) • ផ្នែកអ្នកគ្រប់គ្រង • កំណត់នូវតម្រូវការ និងផ្គត់ផ្គង់សម្រាប់ផ្នែកនីមួយៗ • ពិនិត្យមើល ឬពិភាក្សាពត៌មានពីការកំណត់ផែនការ ធនធានមនុស្សជាមួយ និងអ្នកជំនាញការធនធានមនុស្ស • រួមបញ្ចូលផែនការធនធានមនុស្សជាមួយផែនការតាម ផែ្នក ឬនាយកដ្ឋាន • ពិនិត្យមើលលើការទទួលជោគជ័យរបស់និយោជិក និងវិធីការងារជាមួយផែនការធនធានមនុស្ស

JOB ANALYSIS AND HUMAN RESOURCE PLANNING