1. EMPLOYMENT PLANNING AND JOB ANALYSIS

2. EMPLOYMENT PLANNING AND JOB ANALYSIS
Introduction.
Employment Planning / HR Planning
An organizational framework.
Linking organizational strategy to employment planning.
Determining essential skills, knowledge and abilities.
Summing up / Question Answer Session.

3. EMPLOYEES PLANNING / HR PLANNING
One of the most important elements in a successful human resource management program.
It is defined as the process by which an organization ensures that it has the right number and kinds of people, at the right place, at the right time, capable of effectively and efficiently completing those tasks that will help the organization achieve its overall strategic objectives.
Ultimately translates the organization’s overall goals into the number and types of workers needed to meet those goals.
Without clear-cut planning, and a direct linkage to the organization's strategic direction, estimations of an organization’s human resource needs are mere guesswork.
Employment planning OR HR Planning cannot exist in isolation. It must be linked to the organizations overall strategy.

4. AN ORGANIZATIONAL FRAMEWORK
Strategic Planning Process.
Determine what business the company is in and who are its consumers, set strategic goals.
Develop mission statement for 5 to 10 years.
Analyze its goals, current strategies and external environment.
SWOT (strengths, weaknesses, opportunities and threats) analysis.
This process helps to a clear assessment of the organization’s internal resources and skills available or it may be lacking such as;
- Capital Worker Skills.
- Patents Departmental abilities.
- Training & Development Marketing.
- Accounting Human Resources.
- Research & Development Management Information System.

5. AN ORGANIZATIONAL FRAMEWORK
The swot analysis phase of planning serves as the link between organization’s goals and ensures that the company meets its objectives, i.e establishes the direction of the company.
The company needs to determines what jobs need to be done, and what type of workers will be required. (Organizing)
This assists in determining the KSAs (knowledge, Skills and abilities) required of jobholders. (Establishes the structure of the Organization)
This process helps to determines the people needed to meet these criteria.
At this point HRM comes to play an integral role i.e “To determine what skills are needed.”
HRM conducts job analysis.
All jobs in the organization must be tied to the company’s mission and strategic direction of the organization.

6. THE STRATEGIC DIRECTION - HRP LINKAGE
Determining what business the organization will be in
Mission
Objectives & Goals
Setting goals and objectives
Determining how goals and objectives will be attained
Strategy
Determine what jobs need to be done and by whom
Structure
Matching skills, knowledge, and abilities to required jobs
People

7. LINKING ORGANIZATIONAL STRATEGY TO EMPLOYMENT PLANNING
How do you assess current human resources.
Human resources information system.
Replacement charts.
How does one determines the demand for labor.
Can we predicts the future supply of labor.
Where will we find workers.
How do we match the demand and supply of labor.

8. HOW DO YOU ASSESS CURRENT HR
By developing a profile of the organizations current employees.
To generate an effective & detailed
Human Resource Inventory Report With
- name - performance rating
- education - salary level
- training - languages spoken
- prior employees - capabilities
- current position - Specialized skills
This inventory serves as a guide for new organizational pursuits or while altering the organizations strategic direction.

9. HRIS To assist in HR inventory we use HRIS or HRMS
It is a database system that keeps important information about employees in a central & accessable location
Its tech potential permits the organizations to track most info about employees and jobs.
These are also linked to the MIS for more effective use.
Useful in HR planning process & HRM System

10. HUMAN RESOURCE INFORMATION SYSTEM
Group 1 Basic Non-Confidential Information:
Employee name.
Organization name.
Work location.
Work phone number.
Group 2 General Non-Confidential Information:
Information in the previous category.
Social security number.
Other organization number (code, effective date)
Position related information (code, title, effective date)
Group 3 General Information with Salary:
Information in the previous salary category.
Current salary, effective date, amount of last change, type of last change and reason for last change.

11. HUMAN RESOURCE INFORMATION SYSTEM
Group 4 Confidential Information with Salary:
Information in the previous salary category.
Other position information (EEO, code, position ranking, and FLSA)
Group 5 Extended Confidential Information with Salary:
Information in the previous category.
Bonus information.
Projected salary increase information.
Performance evaluation information.

12. REPLACEMENT CHARTS Arthur Roberts Current Position: President Age:64
Exp. Replacement needed: 1 year
Education: Master in taxation.
Experience: 27 years of financial operations
Possible replacement Potential Ready in
John Harbor Medium 8 months
Sean Benefield Medium 2.5 yrs
Natalie March High 14 months
John Harbor
Current Position: V.P Marketing
Exp. Replacement needed: 1 year
Experience: 17 yrs in mkt. management
P. Replacement Potential Ready in
Rick Sapp Law yrs
Jennifer Medium yrs
Sean Benefield
Current Position: V.P Human Resources
Exp. Replacement needed: 7 year
Experience: 23 yrs as an attorney
P. Replacement Potential Ready in
Bill McGregor High yrs
Eric Hayden Medium yrs
Natalie March
Current Position: V.P & Corp. Counsel
Exp. Replacement needed: 11 months
Experience: 18 years in HRM
P. Replacement Potential Ready in
Judy Vogel High Immediately
No other candidate

13. EMPLOYMENT PLANNING (HRP) AND THE STRATEGIC PLANNING PROCESS
Demand for labor
Compare demand for and supply of human resources
Supply of human resources
Assess current HR
HRMS
Job analysis
Establish corporate goals and objectives
Demand exceeds supply
Define organiza-tion mission
Supply exceeds demand
Recruitment
decruitment
Outcomes

14. DETERMINING ESSENTIAL SKILLS, KNOWLEDGE AND ABILITIES
What is job analysis.
Job analysis methods.
Purpose of job analysis. Three outcomes:
Job Description
Job Specification
Job Evaluation

15. WHY ARE JOBS IMPORTANT Jobs are important to individuals:
1- They help determine standards of living, places of residents, status (value ascribed to individuals because of their position).
2- One’s sense of self-worth.
Jobs are important to organization because they are the vehicles through which work are accomplished (and thus organizational objectives).

16. JOB ANALYSIS
A job analysis is a systematic exploration of the activities within a job.
It is a technical procedure used to define the duties, responsibilities and accountability of a job.
The analysis involves the identification and description of what is happening on the job ---- accurately and precisely identifying the required tasks, the knowledge and the skills necessary for performing them and the conditions under which they must be performed.
Please note that it is a conceptual & analytical process or action from which we develop outcomes, JD, JS, & JE.

17. JOB ANALYSIS
What job analysis is and what is should accomplish. There are two basic things:
ONE: Every thing changes and so do jobs. A job must change with time according to the workers who do it. Three reasons for change:
Time.
People.
Environment.
TWO: Job analysis comprises job specification and people requirements that should reflects minimally acceptable qualification for job holders.
HOW ARE JOB SPECIFICATION SET: By consensus among experts, immediate supervisors, job incumbents and job analysis.

18. JOB DESCRIPTION / JOB SPECIFICATION
A JOB DESCRIPTION: defines what a job is, it is a profile of job and explains the duties, working conditions and other aspects of specified job.
A JOB SPECIFICATION: describes the job demands on the employees who do it and the human skills that are required. These includes:
Experience.
Training.
Education.
Ability to meet physical and mental demands.
Specific actions and job specifications.
Since job description and job specification both focus on the job, they are often combined into one document commonly called a “JOB DESCRIPTION”.

19. JOB DESCRIPTIONS
A job description is a written statement of what the job holder does, how it is done, under what conditions it is done, and why it is done.
It should accurately portray job content, environment, and conditions of employment.
A common format for a job description includes the job title, the duties to be performed, the distinguishing characteristics of the job, environmental conditions, and the authority and responsibilities of the jobholder.

20. JOB DESCRIPTION (SAMPLE)
JOB TITLE: Benefits Manager REPORTS TO: Director, Human Resources
SUPERVISES: Staff of three ENVIRONMENTAL CONDITIONS: None.
FUNCTIONS: Manages employees benefits program for organization
OCCUPATIONAL CODE: JOB NO: 1207 DATE: February 2002
DUTIES AND RESPONSIBILITIES.
Plans and directs implementation and distribution of written and verbal information to inform employees of benefits programs such as insurance and pension plans, paid time off, bonus pay, and special employer sponsored activates.
Analyses existing benefits policies of organization and prevailing practices among similar organization, to establish competitive benefits program.
Evaluates services, coverage, and options available through insurance and investment companies to determine programs best meeting needs of organization.
Plan modification of existing benefits programs, utilizing knowledge of laws concerning employee insurance coverage, and agreements with labor unions to ensure compliance with legal requirements.
Recommends benefits plan changes to management, notifies employees and labor union representatives of changes in benefits programs.
Directs performance of clerical functions, such as updating records and processing insurance claims.
May interview, select, hire and train employees.
JOB CHARACTERISTICS:
Successful incumbent will have knowledge of policies and practices involved in personnel / human resource management functions – including recruitment, selection, training, and promotion regulations and procedures, compensation and benefits, packages, labor relations and negotiations strategies and human resource information systems.
Excellent written and verbal communications skills as well as deductive and inductive reasoning skills are critical.

21. JOB SPECIFICATIONS
The job specifications state the minimum acceptable qualifications that the incumbent must possess to perform the job successfully,.
Based on the information acquired through job analysis, the job specification identifies the knowledge, skills, education, experience, certification and abilities needed to do the job effectively.
The job specifications, therefore, is an important tool in the selection process, for it keeps the selector’s attention on the list of qualification necessary for an incumbent to perform the job and assists in determining whether candidates are essentially qualified.

22. JOB ANALYSIS METHODS METHODS TECHNIQUES Observation Method
Individual Interview Method
Group Interview Method
Structured Questionnaire Method
Technical Conference Method
Diary Method
TECHNIQUES
Job Analysis process
Position Analysis Questionnaire

23. STEPS IN A JOB ANALYSIS Understand the purpose of the job analysis
Determine how to collect job analysis information
Review draft with supervisor
Develop draft
Seek clarification
Understand the role of job in the organization
Benchmark positions

24. JOB ANALYSIS PROCESS WORK FUNCTIONS Data People Things
0. Synthesizing.
0. Mentoring.
0. Setting up.
1. Coordinating.
1. Negotiating.
1. Precision Working.
2. Compiling.
2. Instructing.
2. Operating - Controlling.
3. Computing.
3. Supervision.
3. Driving - Operating.
5. Copying.
4. Diverting.
4. Manipulating.
6. Comparing.
5. Persuading.
5. Tending.
6. Speaking - Signating.
6. Feeding - off bearing.
7. Serving.
7. Handling.
8. Taking instructions - helping.
WORK FUNCTIONS

25. JOB ELEMENTS OF PAQ
Information input.
Mental process.
Work output.
Relationships with other people.
Job context.
Other job characteristics.

26. JOB EVALUATIONS
In addition to providing data for job descriptions and specifications, job analysis is also valuable in providing the information that makes comparison of jobs possible. If an organization is to have an equitable compensation program, jobs that have similar demands in terms of skills, knowledge, and abilities should be placed in common compensation groups.
Job evaluation contributes toward that end by specifying the relative value of each job in the organization. Job evaluation, therefore, is an important part of compensation, administration and etc. Job evaluation is made possible by the data generated from job analysis.

27. THE MULTIFACETED NATURE OF JOB ANALYSIS
Almost every thing that HRM does is directly related to the job analysis process e.g. recruiting, selection, compensation and performance appraising activities are most frequently cited as being directly affected by the job analysis.
Employee training and career development are assisted by the job analysis process by identifying necessary skills, knowledge and abilities . Where deficiencies exist, training and development efforts can be used.
Similar effects can also be witnessed in determining safety & health requirements, and labor relations processes etc.
If an organization doesn’t do its job analysis well, it probably doesn’t perform many of its human resources activities well.
The job analysis is the starting point of sound human resources management.

28. EMPLOYMENT PLANNING & JOB ANALYSIS
Job description
Job specification
Recruiting
Labor Relations
Safety & Health
Compensation
Performance Appraisal
Career development
Employee development
Employee training
Strategic Human Resources Planning
Selection

29. HRM SKILLS CONDUCTING THE JOB ANALYSIS
Understand the purpose of conducting the job analysis.
Understand the role of jobs and values in the organization.
Benchmark positions.
Determine how you want to collect the job analysis information.
Seek clarification, wherever, necessary.
Develop the first drat of the job description.
Review draft with the job supervisors.