Week 2 Job Analysis, Design and HR Planning

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Week 2 Job Analysis, Design and HR Planning

• BUSI 4320
• Dr. D. Ford

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This Weeks Class

• PLANNING
• Job Analysis
• Job Design
• Human Resource Planning

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Planning Human Resource

• First phase of Human Resource Cycle

Adapted from Venne (1998)
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Planning Human Resource

• Defn The process of anticipating and making
  provision for the movement of people into,
  within, and out of an organization.
• Purpose To deploy Human Resources as effectively
  as possible where and when they are needed in
  order to accomplish the organizations goals.
• Consists of
• Job Analysis
• Job Design
• Strategic Planning (Supply and Demand)

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Job Analysis

• Foundation of the HR Cycle.
• Why does a job exist?
• What would happen if this job did not exist?
• JobA group of related activities and duties.
• Position. Consists of different duties performed
  by, and responsibilities associated with, a
  single employee
• Jobs are important b/c
• Organizations facilitate the achievement of
  orgl goals
• Society contributes to economic prosperity

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Job Analysis

• Impacts
• Recruiting what type of person is needed?
• Performance Appraisal sets standards that are
  job-related.
• Determines training.
• Rewards Allows jobs to be compared in a fair way.

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Job Analysis

• Three parts to Job Analysis
• Job Description
• Job Specifications
• Performance Standards

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Job Analysis

• Job description
• Whats a typical day?
• Written description of a job and the types of
  duties it includes.
• Includes
• Job Title (status, duties, level in organization)
• Job identification section (departmental
  location, supervisor, date of description)
• Job duties section (list of tasks performed)
• E.g., Office Space

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Job Analysis

• Problems with job descriptions
• Often poorly written, provide little guidance
• They arent updated as job duties or
  specifications change
• May violate federal or provincial legislation by
  containing specs not related to job success
• Job duties may be vague
• Can limit the scope of activities of the job
  holder.

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Job Analysis

• Writing clear job descriptions
• Use statements that are terse, direct and simply
  worded
• Less is best (Jo-Anne Ryan, 2004)
• Must be aware of human rights legislation
• Value of written job descriptions
• Communication and understanding of
  responsibilities

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Job Analysis

• Job Specifications
• Consists of the specifications for the job
• Skills, Knowledge and Abilities (SKA)
• Education background
• Experience
• Performance Standards
• What outcomes reflect acceptable job performance.
• Basis of performance appraisal
• Influences training and development

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Job Analysis

• Performing the job analysis
• Process of obtaining information about jobs by
  determining the duties, tasks or activities
  associated with those jobs.
• Requires systematic investigation of jobs
• Ultimate purpose to improve orgl performance
  and productivity
• Done by job analyst (HR dept, entry level
  position)
• Typically medium to large orgns, esp. if
  bureaucratic or unionized
• Often low priority
• Methods of job analysis
• Interviews
• Questionnaires (job duties, tasks performed,
  purpose of job, physical setting, reqts of
  skill, effort, responsibility, working
  conditions)
• Observation
• Diaries

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Job Analysis

• Possible negative outcomes of job analysis
• Inaccurate/outdated information obtained/recorded
• Promotes bureaucracy
• Places people in boxes tends to go against
  empowerment
• Fails to see large picture
• Can make organizational change difficult
• Possible positive outcomes
• Emphasizes employee input
• Developed appraisal at the same time
• Note Job analysis is a static view (exists at a
  given moment)
• Taylor created job analysis

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Job Design

• Defn Identification of job duties,
  characteristics, competencies, and sequences
  taking into consideration technology, workforce,
  organization character, and environment
  (Schwind, et al., 2005, p. 89).
• Job analysis is the examination of jobs as they
  are job design is the creation or changing of
  the job to meet four key considerations
• Organizational considerations
• Employee considerations
• Environmental considerations
• Ergonomic considerations

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Job Design

• Organizational considerations
• Efficiency
• Work flow
• Ergonomic considerations
• laws of work
• How humans physically interface with work (e.g.,
  chairs, typewriters/keyboards)
• Location of tools ease of use physical health
  and safety

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Job Design

• Employee considerations
• Autonomy
• Variety
• Task identity
• Feedback
• Task significance
• Job rotation
• Job enlargement
• Job enrichment
• Employee involvement and work teams

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Job Design

• Environmental considerations
• Workforce availability
• Social expectations
• Work practices

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Strategic HR Planning

• Strategic planning What business are we in?
• HRP What skills are needed for success in this
  business?
• These become effective when theres a reciprocal
  and interdependent relationship between them
• HR is seen as a credible and necessary department
• Requires understanding the organizations
  strategy, but also the environment.

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HRP Environmental Scanning

• The following five are most frequently monitored
  environmental factors
• Economic factors
• Technological changes
• Political / legislative issues
• Social concerns
• Demographic trends

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Human Resource Planning

• Defn systematically forecasts an
  organizations future demand for and supply of
  employees, and then matches supply with demand
  (Schwind et al., 2005, p. 110).
• Important b/c
• Enables survival of orgn
• Facilitates proactive response to env. legal
  challenges
• Supports tactical plans
• Three elements
• Analyzing Demand
• Analyzing Supply
• Balancing Demand and Supply

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Elements of Effective HRP

• Forecasting employee demand
• and type of people needed to meet orgl
  objectives
• Orgl factors competitive strategy, technology,
  structure productivity (influence demand)
• Two approaches quantitative and qualitative
• Quantitative statistical/mathematical
  techniques, trend analysis.
• Qualitative management forecasts, opinions of
  supervisors, department managers about
  organizations future employment needs

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Elements of Effective HRP

• Analyzing Labour Supply
• Internal labour supply
• Staffing tables
• Markov analysis
• Skill inventories
• Replacement charts
• Succession planning
• External labour supply
• Canadian Employment and Immigration Commission
  (CEIC)
• Chambers of Commerce
• Governmental/Businesses/Websites have information

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Elements of Effective HRP

• Balancing Supply and Demand Considerations
• Labour shortages Demand gt Supply
• Overtime
• Part-time workers
• Contingent workers (direct hires, contract CW,
  intermediated temporary workers)
• Employee leasing
• Transfers
• Promotions
• Full-time employees

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Elements of Effective HRP

• Labour surpluses Demand lt Supply
• Restructuring major change acquisitions,
  mergers, leveraged buy-outs.
• Job sharing and part-time workers
• Layoff strategies usually based on
  seniority/ability
• Attrition strategies (no layoff policies)
  natural departures (death, voluntary T/O,
  retirement) and hiring freeze.
• Termination strategy Er releases Ee due to
  downsizing (severance pay, lump-sum payment given
  to the Ee)
• Outplacement services Assisting in stress
  management and finding new job/career

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Evaluating Restructuring

• Finances
• ½ improved earnings
• 1/3 improved customer service
• 2/3 had to hire as terminating
• Investors react negatively
• Climate
• Remaining Ees become narrow minded, risk
  aversive, lower morale
• Decreased productivity
• Survivors distrust management
• Survivor Syndrome range of emotions (violation,
  betrayal, guilt, detachment and depression)
• Public image
• Very adverse effects

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Emerging Work Options

• Shorter or compressed workweeks
• Flextime
• Telecommuting (virtual work)
• Virtual organization
• Just-in-time employees

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Next Week

• Meeting Legal Requirements
• Recruitment