JOB ANALYSIS & HUMAN

HRM UNIT-2 RESOURCE PLANNING

TRENDS SHAPING HRM
New HR
TRENDS Expectations Competencies

-Technology Advances -More Competitive -More Strategic

-Trends in the nature of -Faster and responsive -New HR Services
work -more cost effective -TALENT MANEGEMENT
-Globalization and -Human Capital -Employee Engagement
Deregulation Oriented -Manage Ethics
-Economic Challenges -More scientific -HR Performance
measurement
-Evidence Based HRM
- HR Philosophy
 TALENT MANAGEMENT PROCESS
A goal oriented process and integrated process of planning, recruiting , developing,
managing and compensating employees.

Recruitment

Job Analysis
and workforce
succession Selection
and planning

Strategic goals
and required
employee
competencies

Training and
Compensation Development
and learning
Management

Performance
Management
JOB ANALYSIS
Talent Management starts with understanding what jobs to be filled , human traits and
competencies required.
A job analysis is a systematic process of identifying and determining the
responsibilities, requirements, and nature of a job in detail. It involves breaking the job
into smaller units, collecting data on each unit, and then analyzing the data to
determine to establish the skills and competencies the role requires.
The procedure for determining the duties and skill requirements of a job and the kind
if person who should be hired for it.
It is the process of collecting job related information which helps in the presentation of
job description and job specification.
A job is a collection of tasks that can be performed by a single employee to contribute
to the production of some product and service provided by the organization. Each job
has certain ability requirements associated with it.
A job analysis should focus on the following aspects to bring out all the
critical facts and details about a job.
•Duties and tasks: The type, frequency, and complexity of performing
specific duties and tasks.
•Environment: Work environment, such as temperatures, odors, and
hostile people.
•Tools and equipment: Tools and equipment used to perform the job
successfully.
•Relationships: Relationships with internal and external people.
•Requirements: Knowledge, skills, and capabilities required to perform
the job successfully.
A job analysis is conducted by employees themselves, managers,
Organizational Development (OD) professionals, or HR professionals for
various purposes.
Anyone with some work experience has, at some point, done a job
analysis. This could be a manager who decides to combine two vacant
roles into one job, a recruiter who tries to create a job description, or an
employee who lists their main tasks to create a professional
development plan.
Although these job analyses will have different levels of detail, the
process is similar
JOB ANALYSIS DATA

• Specific • The internal • The qualities

Activities that and external that a worker
make up a job environment need to do a
need to do a job
job
WORK WORK WORKER
ACTIVITIES CONTEXT ATTRIBUTE
Job analysis
Description
purpose

HR uses the output of the job analysis as input for a job description. A job description is an internal document
that specifies the requirements for a new position, including the required skills, role in the team, personality, and
Job description capabilities of a suitable candidate.

Creating a job description using data from a job analysis helps you place the right people in the right roles.

Job classification is the process of placing one or more jobs into a cluster or family of similar positions. Data from
Job classification job analysis is critical in job classification because it considers the duties, responsibilities, scope, and complexity
of a job. The goal is to set pay rates and use the information in employee selection.

Job evaluation is the process of determining the relative rank of different jobs in an organization. The purpose is
to create pay transparency and equity.
Job evaluation
The rank of a job depends on the responsibility and duties assigned. For example, senior positions have higher
performance and capability requirements. The job analysis helps understand these job characteristics.

Job design is the process of creating a job that adds value to the company and is motivating to the employee.
Job design One of the characteristics of a motivating job includes skill variety, i.e., the degree to which a job requires a
broad array of skills. Job analysis helps you determine the skill variety of a job.
Personnel HR can use the job analysis outcome to set the minimum qualifications or requirements of roles in
requirements the organization. This is also helpful in recruitment.

The job analysis provides input for the performance appraisal of the individual performing the job. To
Performance
evaluate an employee’s performance, you need to understand the role requirements first. Job analysis
appraisal
can determine these details.
Job analysis forms the basis of the training needs analysis. Once you identify the knowledge, skills,
Worker training abilities, and other characteristics, you can quickly identify training needs or skill gaps and train your
employees.

People and jobs should fit together. Job analysis is useful in identifying the knowledge, skills, abilities, and
Worker mobility
other characteristics required for a role, which you can then match with an internal or external hire.

You can use job analysis to improve efficiency at work by analyzing activities and optimizing how people
Efficiency
in the role perform them.

Job analysis can identify hazardous behaviors and working conditions that increase the chance of
Health & safety
accidents and injury, leading to a safer working environment.

Job analysis helps plan for the workforce of the future. It helps identify knowledge, skills, abilities, and
Workforce
other characteristics with future work demands. This enables the creation of a strategic workforce plan for
planning
a role or department.

Legal Federal and national law can apply to working conditions, health, hiring, training, pay, promotion, and
requirements firing employees. Job analysis can be a tool to ensure all activities in a role comply with the regulations.
WHY JOB ANALYSIS IS IMPORTANT
Job analysis helps organizations improve employee engagement, efficiency, and
productivity, enabling them to achieve operational and strategic objectives.
Organizations can use the information from the job analysis to:
•Create detailed and accurate job postings that attract the skills and competencies you
need.
•Improve decision-making when recruiting and hiring new employees by easily tracking
candidates with the required qualities and qualifications for the job.
•Develop effective employee development plans by identifying the skills the employees
lack to perform a job successfully.
•Plan and conduct more effective performance reviews based on a good understanding
of the duties and nature of the job. It will improve employee performance and
engagement.
•Determine the content of a job and its value to the company to offer fair compensation
packages.
•Assess risks associated with a job and implement safety measures to avoid safety
violations.
METHODS OF COLLECTING JOB ANALYSIS
INFORMATION
❑It is joint effort by HR Manager and the employees.
❑The process should be clear to the employees
❑Use several job analysis methods.
1) THE INTERVIEW METHOD
What is the job being performed?
What are the major duties of your position?
What physical location do you work in?
What are the education, experience, skill ,certification and licensing requirements?
What activites do you practice?
CONTD..
What are the basic accountabilities or performance standards?
What are the responsibilities , environmental and working conditions?
What are the jobs physical demands?
What are the health and safety conditions?
Are you exposed to any hazards or unusual working conditions?
2) QUESTIONNAIRE METHOD
Employees need to fill out questionnaire to describe their job duties and
responsibilities
3. Critical Incident Technique (CIT)
The critical incident technique relies on observed critical incidents.
Critical incidents are behaviors that represent either outstanding or
unacceptable performance. A typical critical incident report has the
following elements:
1.A description of the context and circumstances leading up to the
incident.
2.The behaviors of the employee(s) during the incident.
3.The consequences of the behaviors and their broader impact.
4. TASK INVENTORY (TI)
THE TASK INVENTORY, OR TASK ANALYSIS, IS AN INVENTORY OF ALL THE TASKS
THAT A JOB CONSISTS OF. THESE TASKS ARE OFTEN GROUPED UNDER THEIR
DUTIES. EARLIER, WE MENTIONED THAT A JOB HAS BETWEEN FIVE TO TWELVE
DUTIES AND UP TO 100 TASKS. YOU INDICATE EACH TASK’S FREQUENCY,
IMPORTANCE, AND ASSOCIATED DIFFICULTY WHEN CREATING A TASK
INVENTORY.

HOSPITALITY DUTY FOR A RECEPTIONIST

Tasks Frequency Importance Difficulty
Answering the intercom
300/day Medium Low
when the doorbell rings
Welcoming guests and
guiding them to the 120/day Medium Low
waiting room
Providing guests with a
80/day Low Low
drink
Answering questions from
30/day High Medium
visitors
Managing expectations
30/day Medium High
about waiting times
Receiving and handling
6/day High Very high
complaints
5) Observation method
Direct Observation is useful when job consist mainly of observable physical activities.
However observation is usually not appropriate when the job involves a lot of mental
activity( Lawyers, design engineers and consultants)
6) Participant Diary/ Logs
To ask the employees to keep a diary/log books for every activity engaged in ,
employee records the activity.
ADVANTAGES OF JOB DESCRIPTION
job descriptions
makes the hiring process much easier on everyone. When you have accurate and
clear job descriptions, you should get well-qualified candidates who have the
requisite skills needed by your company as well as the soft skills that may make them
a culture fit.

job descriptions if not clear and accurate, it might cause a qualified candidate to feel
that they were misled by the description, which can lead to job dissatisfaction or
early quitting.
job descriptions is that they protect your company after a termination.
WHAT IS QUIET QUITTING?
Quiet quitting is when employees perform the basic or minimum amount of
work required by their job descriptions. These employees focus on
maintaining their assigned responsibilities without going above and beyond.
Activity 01: Prepare job descriptions and
specifications for various roles as per the
formats
WRITING JOB DESCRIPTION
Following aspects needs to be covered under job description
1.Job Identification
2.Job Summary
3.Responsibilities and Duties
4.Authority of incumbent
5.standards of performance
6.working conditions
7.Job Specification
COMPETENCY BASED JOB ANALYSIS
❑Competency-based job analysis (CBA) is a method of identifying
and describing the knowledge, skills, abilities, and other
characteristics (KSAOs) that are essential for performing a specific
job.
❑CBA can help organizations design effective recruitment,
selection, training, performance appraisal, and career
development systems. However, CBA also involves some
challenges that need to be addressed carefully.
CHALLENGES
❑CBA is a complex and time-consuming process that requires significant resources and
expertise to execute.
❑Challenges of CBA include difficulty defining and measuring relevant competencies, as
different jobs may have different levels and types of competencies, some of which are hard
to observe or quantify.
❑ CBA can be influenced by various factors such as organizational culture, stakeholder
preferences, legal regulations, and market trends, which may affect the validity and utility of
the results.
❑ It can also create unrealistic expectations for employees who may feel pressured to
demonstrate all the competencies listed for their jobs or frustrated if they do not receive
support or opportunities to develop their competencies.
❑ CBA can lead to rigidity or inflexibility in job design and evaluation systems, as the
competencies may not reflect changing needs and demands of the job or organization or
allow for individual differences or creativity among employees.
 EXAMPLE OF COMPETENCY MODEL/JOB
PROFILE FOR HUMAN RESOURCE MANAGER
 JOB ROTATION
Job Rotation is a management approach where employees are shifted
between two or more assignments or jobs at regular intervals of time in
order to expose them to all verticals of an organization. It is a pre-planned
approach with an objective to test the employee skills and competencies in
order to place him or her at the right place
-
JOB ENLARGEMENT
Additional activities within the same level to an existing role. This means
that a person will do more, different activities in their current job. For
example, an employee who will now also manage her own planning
where this was formerly done by her manager.
1.Creating a wider range of activities.
2.Reduces monotony.
3.Teaches a variety of skills and helping career growth.
4.Earn a higher wage.
5.Gives more autonomy, accountability, and responsibility.
JOB ENRICHMENT
Job enrichment is a process that is characterized by adding dimensions
to existing jobs to make them more motivating
FLEXI TIMING & TELECOMMUTING
❑Flextime, short for flexible time, is a work arrangement that allows
employees to choose the start and end time for their workday. As
employees seek a better work-life balance, flextime offers an
opportunity to better manage their time. However, flextime may
mandate that employees be in the office during certain hours to
accommodate customers and allow for meetings and collaboration.
❑ This telecommuting definition refers to working from an employee’s
own home, but also includes remote work from suitable and secure
workspaces, such as libraries or other private premises. Some
employees telecommute full time, while others have the chance to
telecommute certain days per week or on special occasions (e.g.
during pregnancy, health issues, etc.).
ERGONOMICS

▪Ergonomics refers to the study of how people interact with their working environment
and then adjusting that environment to improve efficiency—all while reducing the chance
for injury and optimizing well-being and productivity.

•Reducing injuries sustained from poor working environments. Examples of these injuries
include:
o Strains;
o Carpal tunnel syndrome;
o Other repetitive motion injuries;
o Back injuries and other muscle problems; and
o Arthritis.
•Helping to reduce absences caused by injuries.
•Lessening the chance of fatigue and injury, which can improve productivity.
HR PLANNING
❑Human resource planning (HRP) describes an ongoing, data-driven
process in which a company systematically plans for the future in terms
of human resources to ensure that available jobs are suited with
appropriately skilled employees.
❑ It identifies key HR initiatives for the time period ahead that will help
the organization achieve its strategic goals
❑It helps to maintain its competitive advantage without staffing
shortages or excesses.
 HR PLANNING IMPORTANCE
•Foreseeing and being prepared for cultural shifts and evolutions of the business
environment.
•Anticipating and identifying job and skill changes to meet labor demands.
•Hiring the right talent on a timely basis to support expanded, decreased, or
diversified organizational plans.
•Adapting hiring techniques and benefits to source and hire the best candidates.
•Ensuring your workforce has optimal technical and soft skills to increase
productivity.
•Developing career paths for employees to increase their satisfaction and value.
•Building and maintaining effective key HR processes. (Recruitment and selection,
training and development, compensation and benefits planning, performance
management.)
•Making good use of your HR budget.
•Maintaining compliance with company policies and government regulations.
STEP 1:
ASSESS WHERE THE ORGANIZATION’S
WORKFORCE CURRENTLY STANDS
•What is your total number of •Meet with managers and
employees? department heads for their
•How many employees are in each judgment of their employees’
department? abilities and where there is
room for improvement.
•How many employees hold each
position? •Conduct employee self-
•What are the education, skills, evaluations.
competencies, and qualifications of
your employees? •Analyze HRIS data.
•How do employees rank in the •Look at past performance
performance evaluation data? reviews.
•What are the ages of your employees?
(How many are approaching
retirement?)
HRIS
HRIS stands for Human Resources Information System. The HRIS is a
system that is used to collect and store data on an organization’s
employees.
ORGANIZATION CHART
REPLACEMENT CHART
SKILLS INVENTORY
FORECASTING METHODS
SCENARIO PLANNING
Scenario planning is an approach that has been widely
adopted as part of the strategic planning process.
Scenario planning became well-known in the 1960s when
companies like Shell started applying this process to
better navigate the changing environment concerning oil
production and manufacturing.
•understanding the external dynamics that could influence the
operating environment of your business,
•using data to create plausible and possible scenarios for the future
•defining strategic choices that should be explored as a result of each
scenario; and
•developing an internal organizational response for each scenario
BENEFITS
HR professionals play an important role in scenario planning. They:

•Include skills-based workforce planning in the scenario planning process

•Identify and implement relevant HR interventions
•Introduce scenario-based planning within HR itself
ACTION PLANS IN CASE OF
SURPLUS WORKFORCE
ACTION PLANS IN CASE OF SHORTAGE OF WORKFORCE

❑Implement Reskilling and Upskilling Initiatives

❑Promote Work-Life Balance (Flexi Time, Remote Work and Compressed work
week)
❑Improve Your Company Culture (Create ERGs)
❑Increase Company Perks and Benefits
❑Hire Short-Term Workers (Gig workers, contractual workers)
❑Act on Employee Feedback