PART TWO Employment Chapters 5-7

Chapter 5 Analyzing Work and Planning for People McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc. All rights reserved.

Questions This Chapter Will Help Managers Answer How can operating managers use job analysis information? How can workforce planning be integrated most effectively with general business planning? What should be the components of a fair information practice policy with regard to information about employees? How can workforce forecasts be most useful? What control mechanisms might be most appropriate to ensure that action plans match targeted needs?

Questions to Ask in Managing People to Work Efficiently  Who specifies the content of each job?  Who decides how many jobs are necessary?  How are the interrelationships among jobs determined and communicated?  Has anyone looked at the number, design, and content of jobs from the perspective of the entire organization, the “big picture”?  What are the minimum qualifications for each job?  What should training programs stress?  How should performance on each job be measured?  How much is each job worth?

Job Analysis … describes the process of obtaining information about jobs

Job Description and Job Specification Job description is an overall written summary of task requirements Job specification is an overall written summary of worker requirements

Why Study Job Requirements?  Organization structure and design  Human resource (or workforce) planning  Job evaluation and compensation  Recruitment  Selection  Placement  Orientation, training, and development  Performance management

Why Study Job Requirements? (contd.)  Career path planning  Labor relations  Engineering design and methods improvement  Job design  Safety  Vocational guidance and rehabilitation counseling  Job classification systems

Reasons Why the Nature of Jobs May Change Time: in some jobs people do different things at different times of the year (e.g., lifeguards, ski instructors, accountants) People: Particularly in management jobs but also in teaching or coaching, the job is what the incumbent makes of it Environment and Context: Technology changes jobs. Context includes the extent of use of technology, the extent to which rules and procedures govern work activities, and the overall organizational culture

Competency Models Competency models attempt to identify variables related to overall organizational fit and identify personality characteristics consistent with the organization’s vision (e.g., drive for results, persistence, etc.)

Methods of Job Analysis Structured questionnaires Observation Interview Critical incidents Job performance

Categories in the Position Analysis Questionnaire (PAQ)  Information input  Mental processes  Work output  Relationship with other persons  Job context  Other job characteristics

Figure 5-5 The O*Net Content Model (Outline) Worker Requirements O*Net Experience Requirements Occupational Requirements Occupation-Specific Requirements Worker Characteristics Occupational Characteristics

Strategic Planning Includes Defining philosophy Formulating statements of identity, purpose, and objectives Evaluating strengths, weaknesses, and competitive dynamics Determining design Developing strategies Devising programs

Tactical or Operational Planning … addresses issues associated with the growth of current or new operations, as well as with any specific problems that might disrupt the pace of planned growth

Human Resource Strategy A set of priorities a firm uses to align its resources, policies, and programs with its strategic business plan

Figure 5-6 Impact of Three Levels of Business Planning on Workforce Planning Strategic Planning: Long-Range Perspective Corporate philosophy Environmental scan Strengths and constraints Objectives and goals Strategies Operational Planning: Middle- Range Perspective Planned programs Resources required Organizational strategies Plans for entry into new businesses acquisitions, and divestitures Issues Analysis Business needs External factors Internal supply and analysis Management implications Forecasting Requirements Staffing levels Staffing mix (qualitative) Organization and job design Available/projected resources Net requirements Business Planning Process Workforce Planning Process

Figure 5-6 Impact of Three Levels of Business Planning on Workforce Planning (contd.) Budgeting: Annual Perspective Budgets Unit, individual performance goals Program sch. & assignment Monitoring and control of results Action Plans Staffing authorizations Recruitment Promotions and transfers Organizational changes Training and development Compensation and benefits Labor relations Business Planning Process Workforce Planning Process

Figure 5-7 Data to Include on an HR Strategy Worksheet Human Resource Issues Analysis: Evidence Options Mgt. Actions/Resources Measures/Targets What is the HR problem in: Business environment Business strategy Organizational circumstances What course of action implemented? Strategy of 1-2 years Specific action programs Responsibility assigned Timing of completion Financial/staff resources What are dimensions of issue? Evidence of issue Scope Coverage/applicability Potential business impact Alternative solutions How will results be measured? Outcomes Measures/evidence Target levels

Workforce Planning An effort to anticipate future business and environmental demands on an organization, and to provide qualified people to fulfill that business and satisfy those demands

Activities That Comprise a WP System  A talent inventory  A workforce forecast  Action plans  Control and evaluation

Figure 5-9 The Hottest Job Prospects (Adapted) First professional degreeVeterinarians, chiropractors Doctoral degreeBiological scientists, physicists, astronomers Master’s degreePhysical therapists, counselors Work experience plus bachelor’s or higher degree Engg., science, or computer systems managers Bachelor’sComputer engineers, physicians assistants Associate degreeParalegals and legal assistants Post-secondary vocational trainingManicurists, PBX installers

Key Terms Discussed in This Chapter Job analysis Job description Job specification Competency Critical incidents O*Net Strategic planning Tactical planning HR strategy Dynamic characteristics of jobs Delphi technique Workforce planning Succession plan