Fundamentals of

Human Resource Management 11e

Chapter 5
Human Resource Planning and Job Analysis
 Introduction

Human resource planning is a 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

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 Introduction

 HR planning must be
• Linked to the organization’s overall strategy to
compete domestically and globally
• Translated into the number and types of workers
needed

Senior HRM staff need to lead top

management in planning for HRM issues.

Fundamentals of Human Resource Management 11e 3

 An Organizational Framework

 A mission statement defines what business

the organization is in, including
• Why it exists
• Who its customers are
• Strategic goals set by senior management to
establish targets for the organization to achieve

Goals are generally defined for the next 5-20 years.

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 Linking Organizational Strategy to
HR Planning
 During a corporate assessment:
• SWOT Analysis determines what is needed to meet
objectives
 Strengths
 Weaknesses
 Opportunities
 Threats

HRM determines what knowledge, skills, and abilities are needed by

the organization’s human resources through a job analysis.

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 Linking Organizational Strategy to
HR Planning
STRATEGIC DIRECTION HR LINKAGE

mission determining organization’s

business

setting goals and

objectives and goals
objectives

strategy determining how to attain

goals and objectives

determining what jobs need to be

structure
done and by whom

matching skills, knowledge,

people and abilities to required jobs
Fundamentals of Human Resource Management 11e 6
 Linking Organizational Strategy to
HR Planning
HR must ensure staff levels meet strategic
planning goals.
• An HR inventory report summarizes information
on current workers and their skills
• HR information systems (HRIS)
 Process employee information
 Quickly generate analyses and reports
 Provide compensation/benefits support

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 Linking Organizational Strategy to
HR Planning
 Succession planning includes the development
of replacement charts that
• Portray middle- to upper-level management positions that
may become vacant in the near future
• List information about individuals who might qualify to fill
the positions  

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 Linking Organizational Strategy to
HR Planning
HR must forecast staff requirements:
 HR 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”  

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 Linking Organizational Strategy to
HR Planning
HR predicts the future labor supply:
 A unit’s supply of human resources comes from:
• New hires
• Contingent workers
• Transfers-in
• Individuals returning from leaves
 Predicting these can range from simple to complex
 Transfers are more difficult to predict since they depend on
actions in other units

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 Linking Organizational Strategy to
HR Planning
Decreases in internal supply come about through:
 retirements easiest to forecast

 dismissals possible to forecast

 transfers possible to forecast

 layoffs possible to forecast

 sabbaticals possible to forecast

 voluntary quits difficult to

forecast

 prolonged illnesses difficult to forecast

11
 deaths
Fundamentals of Human Resource Management 11e
hardest to forecast
 Linking Organizational Strategy to
HR Planning
Candidates come from
• Migration into a community
• Recent graduates
• Individuals returning from military service
• Increases in the number of unemployed and employed
individuals seeking other opportunities, either part-time or
full-time

The potential labor supply can be expanded by formal or

on-the-job training.

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 Linking Organizational Strategy to
HR Planning
To match labor 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

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 Linking Organizational Strategy to
HR Planning
Employment Planning and the Strategic Planning
Process

Outcomes

demand exceeds recruitment

assess current supply
define establish human resources compare demand
organization corporate goals -- - - - - - - - - - - - - for and supply of
mission and objectives HRMS: human resources
job analysis supply exceeds
demand decruitment

supply of
human resources

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 Job Analysis

Job analysis is a systematic exploration of the

activities within a job.
It defines and documents the duties, responsibilities,
and accountabilities of a job and the conditions under
which a job is performed
Click here to see a sample job analysis

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 Job Analysis

Job Analysis Methods

 observation– job analyst watches employees directly or reviews film of
workers on the job
 individual interview– a team of job incumbents is selected and
extensively interviewed
 group interview– a number of job incumbents are interviewed
simultaneously
 structured questionnaire– workers complete a specifically designed
questionnaire
 technical conference– uses supervisors with an extensive knowledge of
the job
 diary– job incumbents record their daily activities

The best results are usually achieved with some combination of methods.
Fundamentals of Human Resource Management 11e 16
 Job Analysis
understand the purpose review draft
of the job analysis with supervisor

understand the roles of

develop draft
jobs in the organization

seek clarification

determine how to collect

job analysis information
Fundamentals of Human Resource Management 11e 17
 Job Analysis

 Occupational Information Network

• O*NET Content Model

See online at
http://online.onetcenter.org/

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 Job Analysis

Position Analysis Questionnaire (PAQ)

 Jobs are rated on 194 elements, grouped in six major
divisions and 28 sections
 The elements represent requirements applicable to all
types of jobs
 Its quantitative structure allows many job
comparisons, however, it appears to apply to only
higher-level jobs

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 Job Analysis

Job descriptions list:

 Job title
 Job identification
 Job duties/essential functions in order of importance
 Job specifications - minimal qualifications for job
They are critical to:
 Describing job to candidates
 Guiding new-hires
 Developing performance evaluation criteria
 Evaluating job’s compensation worth

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 Job Analysis
Almost all HRM
activities are tied recruiting
to job analysis; it labor selection
relations
is the starting
point for sound
HRM. safety &
HR
planning
health
job analysis
job description
job specifications
employee
compensation development

performance employee
management training
career
development

Fundamentals of Human Resource Management 11e 21

 Job Design

 Job Design is how a position and its tasks are

organized. Every job should
• Be organized to provide a sense of purpose and
accomplishment
• Have a clear relationship to the organizational
purpose and mission.

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 Job Enrichment
If you want people to
do a good job,
give them a good job
 Job Enrichment motivates through
to do…
 Skill Variety Frederick
 The degree to which a job requires a variety of different activities. Herzberg
 Task Identity
 The degree to which the job requires completion of a whole and identifiable piece of work.
 Task Significance
 The degree to which the job has a substantial impact on the lives or work of other people.
 Autonomy
 The degree to which the job provides substantial freedom and discretion to the individual in
scheduling the work and in determining the procedures to be used in carrying it out.
 Feedback
 The degree to which carrying out the work activities required by a job results in the individual
obtaining direct and clear information about the effectiveness of his or her performance.

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 Flexible Work Schedules

 Types of flexible schedules:

• Compressed work week
• Flex time
• Job Sharing
• Telecommuting

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 Job Design and Teams

 Effective work teams

• Are flexible
• Continually make adjustments
• Have competent individuals with appropriate skills
 Technical
 Teamwork
 Interpersonal
• Good feedback

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 True or False?
1. HR planning must be separate from the organization’s overall strategy.
False!
2. A mission statement defines what business the organization is in.
True!
3. To forecast staff requirements, HR creates an inventory of future
staffing needs for job level and type, broken down by decade.
False!
4. Job analysis is a systematic exploration of the activities within a job.
True!
5. A position analysis questionnaire is more qualitative than quantitative in
nature.
False!
6. Job design is how a position and its tasks are organized.
True!
Fundamentals of Human Resource Management 11e 26