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E FFECTIVE J OB A NALYSIS Presented To: Dr-Ahmed Abdel ElBaset Presented By : Ahmed I. ElMoghazy Ahmed M.Hammad Diaa E. Sayed Tamer M.Basha.

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Presentation on theme: "E FFECTIVE J OB A NALYSIS Presented To: Dr-Ahmed Abdel ElBaset Presented By : Ahmed I. ElMoghazy Ahmed M.Hammad Diaa E. Sayed Tamer M.Basha."— Presentation transcript:

1 E FFECTIVE J OB A NALYSIS Presented To: Dr-Ahmed Abdel ElBaset Presented By : Ahmed I. ElMoghazy Ahmed M.Hammad Diaa E. Sayed Tamer M.Basha

2 A GENDA Introduction An Organizational Framework Linking Organizational Strategy to HR Planning Determining the demand for labor Predicting the future labor supply Where Will We Find Workers Matching Labor Demand and Supply Employment Planning and the Strategic Planning Process Importance of job analysis Job Analysis Methods and Analysis Techniques Purpose of Job Analysis The Multifaceted Nature of Job Analysis Job Design and Enrichment Flexible Work Schedules

3 What do they have in common? Succession plan to replace their CEOs Yet, none of them have approached the transition like Quest Diagnostics did…

4 Q UEST D IAGNOSTICS S TORY Kenneth W. Freeman – CEO ( ) Spent 8 years as CEO Before that he worked at Quest Diagnostics for 23 years in several positions But what made the Quest succession planning unique? … Freeman recognized that he will be eventually leaving the company, so he decided that it’s time to look for a successor

5 Q UEST D IAGNOSTICS S TORY Freeman decided to groom the individual to succeed him over a period of years 1 5 years ! 2 Freeman also realized that the new CEO must be different… He must be of a scientific background, why? To capitalize in the medical testing and technology markets. Where growth is.

6 Q UEST D IAGNOSTICS S TORY 200 Quest executives went through multiple day-long programs Not looking for perfection, instead he was searching for executives who demonstrated leadership skills and had the ability and will to develop in the areas were they needed improvement Surya Mohapatra was chosen… Smart, Focused and exceptional multitasking yet he was not perfect….

7 Q UEST D IAGNOSTICS S TORY Mohapatra was a year older than Freeman, so having two people of relatively the same age, one as a mentor to the other is somewhat unusual 3 And the day came after 5 years of excessive coaching and mentoring, Freeman stepped down in May 2004

8 I NTRODUCTION Process of determining the organization’s human resource needs Adapting to these changes require all organizational members to understand where the organization is going Change happens Human resource Planning RIGHT Number Kind of people, at the RIGHT Place Time

9 A N O RGANIZATIONAL F RAMEWORK A brief statement of the reason an organization is in business mission statement organize the world’s information and make it universally accessible and useful First step in Strategic planning is... Organization members know exactly what the company is about

10 A N O RGANIZATIONAL F RAMEWORK A brief statement of the reason an organization is in business mission statement First step in Strategic planning is... Can change … by careful study, to meet changes in the business environment Largest provider of PC and mainframes Offering consulting, hosting and business services

11 A N O RGANIZATIONAL F RAMEWORK MissionObjectives and GoalsStrategyStructurePeople Determining what business the organization will be in What to achieve How to achieve What Jobs are needed Who can do these jobs

12 L INKING O RGANIZATIONAL S TRATEGY TO HR P LANNING Assessing Current Human Resources Determining the Demand for Labor Predicting the Future Labor Supply Where will We Find Workers Matching Labor Demand and Supply

13 L INKING O RGANIZATIONAL S TRATEGY TO HR P LANNING Assessing Current Human Resources How? By building a profile of the organization’s current employees Human Resource Information Systems nameeducation training Prior employment Performance rating Salary level Languages spoken New organizational pursuits Altering the organization’s strategic directions Selecting individuals for training and development Promotions Transfers How is it useful? … and provides manners to retain employees

14 L INKING O RGANIZATIONAL S TRATEGY TO HR P LANNING Assessing Current Human Resources Succession Planning Separate management inventory report called ( replacement chart) How is it useful? Gives time frames for succession Spotting skill shortage New recruit Employee development

15 R EPLACEMENT CHART Carolyn Roberts Current position: President Age:64 Expected replacement needed: 1 year Experience: 27 years of financial operations Possible replacement Potential Ready in Beth Harper Medium 8 months Carlos Hernandez High 2.5 years Gus Brame High 14 months Beth Harper Current position: Vice president, Marketing Expected replacement needed: 1 year Experience: 17 years in marketing management Possible replacement Potential Ready in Rick Sapp Medium 8 months Charese singleton High 2.5 years Gus Brame Current position: Vice president, corporate counsel Expected replacement needed: 11 months Experience: 23 years as an attorney Possible replacement Potential Ready in Kelly Williams Medium 8 months

16 D ETERMINING THE DEMAND FOR LABOR Creates an inventory of future staffing needs for job level and type, broken down by year Forecasts must detail the specific knowledge, skills, and abilities needed, not just “we need 25 new employees Different Techniques can be used to forecast the demand: Direct Managerial Input Best Guess formalized managerial judgment process Historical Ratios Regression, linear programming Scenario Analysis

17 P REDICTING THE FUTURE LABOR SUPPLY New hires Contingent workers Transfer in Returning from leave of absence Increase in Internal Supply Retirements Dismissals Transfer out Layoffs Voluntary quits Sabbaticals Prolonged illness or death Decrease in Internal Supply

18 Candidates come from Recent graduate market (college/school) Employees returning from military service Students seeking tuition Migrants Recently laid off employees The potential labor supply can be expanded by formal or on-the-job training W HERE W ILL W E F IND W ORKERS

19 M ATCHING L ABOR D EMAND AND S UPPLY To Match Demand and Supply, HR Compares forecasts for demand and supply of workers Monitors current and future shortages, and overstaffing. Sometimes, strategic goals must change as a result Uses downsizing to reduce supply and balance demand

20 E MPLOYMENT P LANNING AND THE S TRATEGIC P LANNING P ROCESS Demand for laborCompare demand for and supply of human resources Recruitment Decruitment Define organization mission Establish corporate goals and objectives Demand exceeds Supply Supply exceeds Demand Assess current human resources HRMS: job analysis Outcomes Supply of human resources

21 I MPORTANCE OF JOB ANALYSIS 65% turnover of sales professionals Avg. Length of stay is nine months Training cost is 300% over budget “ we were hired to do different substantially from what we are doing now”

22 J OB A NALYSIS M ETHODS Observation method Individual Interview Method Group Interview Method Structured Questionnai re Method Technical Conference Method Diary Method

23 S TRUCTURED J OB A NALYSIS T ECHNIQUES CategoryNumber of job Element 1.Information input: Where and how does the worker get the information he or she uses on the job ? 35 2.Mental processes: What reasoning, decision making, planning, etc., are involved in the job? 14 3.Work output: What physical activates does the worker perform and what tools or devices are used? 49 4.Relationships with other people: What relationships with other people are required in the job? 36 5.Job context: In what physical and social contexts is the work performed? 19 6.Other job characteristics: What special attributes exist on this job41

24 Job Description Job Specification Job Evaluation P URPOSE OF J OB A NALYSIS

25 T HE M ULTIFACETED N ATURE OF J OB A NALYSIS Assists employees training and career development Aids in determining safety and health requirements Help in defining labor relations processes It’s starting point of right HRM

26 J OB D ESIGN It refers to the way that the tasks within the position is organized

27 J OB E NRICHMENT Expanding job content to create more opportunities for job satisfaction How to design job that provide motivation? Skill Varity Task Identity Task Significance Autonomy Feedback from the job itself

28 F LEXIBLE W ORK S CHEDULES Loyalty & retention are increased by allowing employees to do their jobs with more flexible work schedules. Compressed work week schedules Flex Time Job Sharing Telecommuting

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