Institute of Management Technology

Hyderabad

Subject:
Human Resource Management

Instructor:
Dr. Pavan Kumar Balivada
 Job Analysis

A Prelude to Recruitment
and Placement
Goal: Match Person & Job
Person Job
KSAs
Tasks & Duties
Talents & Interests
Rewards
Motivation

Job Outcomes
Performance
Satisfaction

• Need information about the Person & about the Job

3
Job Analysis: A Basic Human Resource Management
Tool
Human Resource
Tasks Responsibilities Duties Planning
Recruitment
Selection
Training and
Job Development
Descriptions Performance Appraisal
Job
Analysis Compensation and
Job Benefits
Specifications
Safety and Health
Employee and Labor
Relations
Legal Considerations
Knowledge Skills Abilities
Job Analysis for Teams
Criteria for Analysis
• Activities – Eg project deliverables, voluntary & cultural activities,
etc
• Human Behavior – Pressure situations, interpersonal behavior
• Machine, Equipment & Experience on tools – Key skillset, services,
etc
• Performance Standards – The ideal standards with which you
compare, safety standards Eg OHS
• Job Context - Working hours, area of work (Offshore Development
Center ODC)
• Human Requirements – Skills, knowledge, training, personality
attributes, manpower requirement
 PAQ
Questionnaire
Functional Job
Analysis
Critical Incident
Technique

Methods Job Analysis Interviews

for Technical
Analysis Conferences

Others and
Combinations
 • Reason for undertaking the job analysis process
JOB ANALYSIS PROCESS Purp
ose

Back • Thorough background research about the jobs

grou
nd

• Choosing the jobs for the analysis

Pick

Colle
• Collecting the right info about the chosen job
ct

Revi
• Reviewing the gathered information
ew

• Job Description • Job Specification

Statement Statement
 New Views of Job Analysis
• Future-Oriented Strategic Job Analysis
• Identify the tasks, knowledge, skills, & abilities that will be needed to
perform a job in the future
• Instead of describing how a job is today, describe how it will be in the future
• Typically uses experts to help make predictions of the future

• Competency Modeling
• Identify the observable performance dimensions that differentiate
effective from ineffective employees
• Define the job’s critical success factors, which should be tied to the
organization’s objectives and strategy
JOB DESIGNING
&
RE-DESIGNING
 Task Analysis Determines the following:
• What Tasks will be done
• How each task will be done
• How tasks fit together to form a Job

Worker Analysis Determines the following

• Capabilities the worker must possess
• Responsibilities the worker will have

Environmental Analysis Is used to analyze physical environment including

• Location, Lighting, temperature
• Noise, Ventilation, E.t.c

Job Design: Provides a good Fit between

Worker and the task requirements
Job Depth and Range: Differences in Selected
Jobs
High
College professors College presidents

Hospital anesthesiologists Hospital chiefs of surgery

Business packaging machine mechanics Business research scientists

Job depth

College instructors College department chairpersons

Hospital bookkeepers Hospital nurses

Business assembly-line workers Business maintenance repair workers

Low

Job range
Low High
 • Use Job simplification
High Specialization • Clearly defining the job

Moderate • Job Rotation and Enlargement

• Can be Horizontally or Vertically Enlarged
Specialization
• Job Enrichment
Low Specialization • Self managing teams, Work mapping &
Leadership development help
Designing Job Range:
Job Rotation and Job Enlargement
Job Rotation Job Enlargement
• Moving individuals from one • Increasing the number of
job to another tasks for which an individual
• Individual completes more is responsible
job activities because each • Increases job range, but not
job includes different tasks depth
• Involves increasing the range
of jobs and the perception of
variety in job content
Designing Job Depth: Job Enrichment
(1 of 2)

• The practice of increasing discretion individuals can use to select

activities and outcomes
• Increases job depth and accordingly fulfills growth and autonomy
needs
• Herzberg’s two-factor theory of motivation is the impetus for
designing job depth
The Job Characteristics Model
Job Critical Psychological States Personal and Work
Characteristics Outcomes
Skill
Skill Variety
Variety Experienced High
High Internal
Internal
Task
Task Identity
Identity Meaningfulness Work
Work Motivation
Motivation
of Work
Task
Task Significance
Significance
High-quality
High-quality
Experienced Work
Work Performance
Performance
Autonomy Responsibility for
Autonomy High
Outcomes of Work High Satisfaction
Satisfaction
with
with Work
Work
Knowledge of
Actual Results of Low
Low Absenteeism
Absenteeism
Feedback
Feedback and
Work Activities and Turnover
Turnover

Employee’s
Employee’s Growth
Growth
Need
Need Strength
Strength
 Enriched jobs resulted in more mistakes and lapses & thus
were resisted.
Unions oppose job design due to the fear of loosing jobs due
to increased productivity
Managers would be Unwilling to enrich their Sub-ordinates
Job’s
Limitations of
Difficult for Specialized jobs with sophisticated machinery
Job Design
Fear of loss of autonomy & Individual identity

Resistance from employees lacking in interpersonal skills and

team spirit

High cost of implementing

Recent Trends
in Job Design

Flexi Time

Compressed
Work Week

Job Sharing Telecommuting

HUMAN
RESOURCE
PLANNING
 Definitions of HR Planning
“…strategy for the acquisition, utilisation,
improvement and preservation of an
organisation’s human resources”
(Department of Employment 1974)
(cited by Bratton and Gold, 2003, p194)
“…the process for identifying an organisation’s
current and future human resource requirements,
developing and implementing plans to meet these
requirements and monitoring their overall
effectiveness”
(Beardwell and Claydon, 2007, p159)
• HRP ensures that the organization has:
• Right Number
• Right Kind
• Right Place
• Right Time
 Importance of human resource planning

 Create a talent pool

 Prepare people for future

 Cope with organizational changes

 Cut costs

 Help succession planning

The HRP Process
All effective HR planning shares certain features. It is generally agreed that HR
planning involves four distinct phases or stages:

Situation
Situation analysis
analysis or
or environmental
environmental scanning
scanning

Forecasting
Forecasting demand
demand for
for human
human resources
resources

Analysis
Analysis of
of the
the supply
supply of
of human
human resources
resources

Development
Development of
of plans
plans for
for action
action
 Situation Analysis & Environmental
Scanning
 The first stage of HR planning is the point at which HRM and
strategic planning first interact
 The strategic plan must adapt to environmental
circumstances
 HRM is one of the primary mechanisms an organization
can use during the adaptation process
 Without a plan to support recruitment and selection, it is
impossible to stay competitive
 The problems associated with changing environments are
greater today than ever before
 Success now depends on being a “global scanner”
HUMAN RESOURCE PLANNING
FORECASTING HR REQUIREMENTS (DEMAND ANALYSIS)
(Trying to predict future staffing needs)
Managerial Estimates/Judgement
Delphi/NGT
Zero-based Forecasting
Sales Projections/Trend Analysis
Simulations
Vacancy Analysis (projected turnover)
CORRELATIONS/PROJECTIONS

SIZE OF HOSPITAL NUMBER OF NURSES

200 240
300 260
400 470
500 500
600 620
700 660
800 820
900 860
SIMULATION MODEL/REGRESSION
FORECAST

TARGET STORES STAFFING FORECAST

MODEL
Y = 8 + .0011(X1) + .00004(X2) + .02(X3)

Y = Number of employees needed to staff the store

X1 = Square feet of sales space
X2 = Population of metropolitan area
X3 = Projected annual sales volume in millions

Y = 8 + .0011(50,000sq ft) + .00004(250,000popul) + .02(Rs. 150 million)

Y = 8 + 55 + 10 + 3

Y = 76 employees needed at this store

 Regression Analysis
1. Statically identify historical predictor of workforce size
Example: FTEs = a + b1 sales + b2 new customers

2. Only use equations with predictors found to be

statistically significant

3. Predict future HR requirements, using equation

Example: (a) FTEs = 7 + .0004 sales + .02 new
customers
(b) Projected sales = Rs.1,000,000
Projected new customers = 300
(c) HR requirements = 7 + 400 + 6 = 413
VACANCY ANALYSIS
(HISTORIC DEPARTURES)

LEVEL # EMPL TURN % Expected Vacancies Expected to Remain

TOP MGMT 100 20 % 20 80

MID MGMT 200 24 % 48 152

LOW MGMT 600 22 % 132 468

SKILLED W 600 16% 96 504

ASSY WKRS 2000 12 % 240 1760

TOTALS 3500 536 2964

AVERAGE TURNOVER PERCENTAGE = 536 / 3500 = .1531

HUMAN RESOURCE PLANNING

FORECASTING HR AVAILABILITY (SUPPLY ANALYSIS)

(Predicting worker flows and availabilities)
Skills Inventories (use of HRIS)/HR Allocation Approach
Labor Market Analysis
Succession or Replacement Charts/ Workstudy
Markov Analysis (Transition Matrix)
Personnel Ratios/Ratio Analysis
SUCCESSION PLANNING
REPLACEMENT CHART
FOR EXECUTIVE POSITIONS

POSITION REPLACEMENT CARDS

FOR EACH INDIVIDUAL POSITION

------------------------------------------------------------------------
POSITION WESTERN ZONE SALES MANAGER

ATUL Mishra Western Zone Sales Mgr Outstanding Ready Now

PRESENT PROMOTION
POSSIBLE CANDIDATES CURRENT POSITION PERFORMANCE POTENTIAL

VARUN Borivali Sales Manager Outstanding Ready Now

UMESH Khandala Sales Manager Outstanding Needs Training

SHARON Dadar Sales Manager Satisfactory Needs Training

BALJEET LT Area Sales Manager Satisfactory Questionable

-------------------------------------------------------------------------
MARKOV ANALYSIS
(STATISTICAL REPLACEMENT ANALYSIS)

TO:  A TRANSITION MATRIX

FROM:
TOP MID LOW SKILLED ASSY EXIT

TOP .80 .02 .18

MID .10 .76 .04 .10

LOW .06 .78 .01 .15

SKILL .01 .84 .15

ASSY .05 .88 .07

------------------------------------------
MARKOV ANALYSIS – 2
(Captures effects of internal transfers)

(Start = 3500) A TRANSITION MATRIX

FROM/ TO:  TOP MID LOW SKILLED ASSY EXIT
TOP 100 .80 .02 .18

MID 200 .10 .76 .04 .10

LOW 600 .06 .78 .01 .15

SKILL 600 .01 .84 .15

ASSY 2000 .05 .88 .07

---------------------------------------------------------
END YR WITH: 100 190 482 610 1760 [358 left]
NEED RECRUITS ? 0 10 118 240* 368 tot
NEED LAYOFFS ? (10)* (10) tot
KEEP STABLE 100 200 600 600 2000 = 3500 Tot
MARKOV ANALYSIS – 3
(Anticipates Changes in Employment Levels)

Employment needs are changing. We need a 10% increase in skilled workers

(660), and a 15% decrease in assembly workers (1700) by year’s end.
-------------------------------------------------------
(Start = 3500) A TRANSITION MATRIX
FROM/ TO:  TOP MID LOW SKILLED ASSY EXIT
TOP 100 .80 .02 .18
MID 200 .10 .76 .04 .10
LOW 600 .06 .78 .01 .15
SKILL 600 .01 .84 .15
ASSY 2000 .05 .88 .07
---------------------------------------------------------
END YR WITH: 100 190 482 610 1760 [358 left]
NEED RECRUITS ? 0 10 118 50*
NEED LAYOFFS ? (60)*
NEW LEVELS 100 200 600 660 1700 = 3260 tot
 PERSONNEL RATIOS
Past experience has developed these ratios for recruiting a Cost Accountant:

FOR EVERY 12 APPLICATIONS RECEIVED, ONLY 1 LOOKS PROMISING ENOUGH TO INVITE

FOR AN INTERVIEW

OF EVERY 5 PERSONS INTERVIEWED, ONLY 1 IS ACTUALLY OFFERED A POSITION IN THE

ORGANIZATION

OF EVERY 3 JOB OFFERS MADE, ONLY 2 ACCEPT THE POSITION

OF EVERY 10 NEW WORKERS WHO BEGIN THE TRAINING PROGRAM, ONLY 9

SUCCESSFULLY COMPLETE THE PROGRAM

THUS: 100 APPLICATIONS MUST BE RECEIVED, so that

8.33 JOB INTERVIEWS CAN BE HELD, so that
1.67 JOB OFFERS CAN BE MADE, and
1.11 PEOPLE MUST BE TRAINED, so that we get
ONE NEW COST ACCOUNTANT!!!
 Action Decisions in HR Planning
 After the supply of and demand for workers has been
analyzed, the two forecasts must be compared
 Whenever there is a gap between the two estimates, a
course of action must be chosen
 If the supply of workers is less than the demand:
 It can be filled with present employees who are willing to
work overtime
 If there is a shortage of skilled employees:
 Train and/or promote present employees
 Recruit skilled employees
 Recall employees who were previously laid off
Staffing Alternatives to Deal with
Employee Surpluses

Source: Compliments of Dan Ward, GTE Corporation

Staffing Alternatives to Deal with Employee
Shortages

Source: Compliments of Dan Ward, GTE Corporation