HUMAN RESOURCE

MANAGEMENT

HUMAN RESOURCE
PLANNING

CHAPTER NO. 2

AFTER STUDYING THIS CHAPTER YOU SHOULD BE ABLE TO:

Understand Human Resource Planning (HRP) and

purpose of HRP.
Identify the relationship between strategy and HRP.
Identify the steps of HR planning process.
Describe the approaches to understand the jobs.
Discuss the phases of job analysis, including what it
is and how its used.
Design model for forecasting HR requirements and
employee requisition form.
Develop job descriptions , including summaries and
job functions, using the Internet and traditional
methods by using Job analysis questionnaire.
Develop job specifications using the Internet as well
as your judgment.
Explain job analysis in a jobless world, including
what it means and how its done in practice.

HUMAN RESOURCE PLANNING

The process of analyzing and identifying the need
for and availability of Human Resources so that the
Organization can meet its objectives.

Or

The Process of determining an Organizations human

resources needs.

PURPOSE OF HR PLANNING
To maximize the use of Human
Resources and ensure their ongoing
development.

To secure the Production Capacity

required to support Organizational
objectives.

To synchronize human resources

activities with the organizational
objectives.

To increase the organizations

productivity.

HR PLANNING PROCESS
Organizational
Objectives &
Strategies
Analyze
Internal
inventory of HR
Capabilities

Scanning the
External
Environment

Forecasting

Organizational
Need for
People

Survey of
People
Available

HR Strategies &
Plans

a. LINKING ORGANIZATIONAL STRATEGY

TO THE EMPLOYMENT PLANNING
Determining

Mission

what business
in the

organization will be
in.

Objective
and Goal

Setting goals and

Objectives
Determining how

Strategy

goals and
objectives will be
attained

Structure

Determining what

jobs need to
be done and by
whom
Matching skills, knowledge, and

People

abilities to required
jobs

HUMAN RESOUCE
PLANNING PROCESS

b. ENVIRONMENTAL
SCANNING:

Process of studying the environment of the

organization to pinpoint opportunities and threats.

HUMAN RESOUCE
PLANNING PROCESS Cont . . .

c. Internal Assessment of the Organizational

Workforce :

Analyzing the jobs that will need to be done and the skills of
people currently available to do them is the next part of HR
planning.
i. Auditing Jobs and
Skills
C. Internal
Assessment of the
Organizational
Workforce

ii. Organizational
Capabilities
Inventory

HUMAN RESOUCE
PLANNING PROCESS Cont . . .

i. Auditing Jobs and Skills :

Following questions are addressed during internal assessment

What jobs exist now?

How many individuals are performing each
job?
How essential is each job?
What jobs will be needed in future?

HUMAN RESOUCE
PLANNING PROCESS Cont . . .

ii.

Organizational
Capabilities
Inventory:
By Utilizing different databases in an HRIS ,it is possible to
identify

the

employees

SKAS.

planners

can

use

these

inventories to determine long term needs for staffing and HR

development.

Human Resource Information Systems

(HRIS):

Database systems containing the records and qualifications of

each employee that can be accessed to facilitate employment
planning decisions.

HUMAN RESOUCE
PLANNING PROCESS Cont . . .
Uses of an HR
Information System
(HRIS)

HUMAN RESOURCE
PLANNING PROCESS Cont . . .

d.

Forecasting
: of Information from the Past and Present
Forecasting
is the use
to identify expected future conditions.
FORECASTIN
G

i. Forecasting
Demand for
Human
Resources

ii. Forecasting
Supply for
Human
Resources

HUMAN RESOURCE
PLANNING PROCESS Cont . . .

i. Forecasting Demand for Human

Resources:

1. Organization-wide estimate for total demand.

2. Unit breakdown for specific skill needs by number and type of
employee.
Develop decision rules (fill rates) for positions to be filled
internally and externally.
Develop additional decision rules for positions impacted by
the
chain effects of internal promotions and transfers.

HUMAN RESOURCE
PLANNING PROCESS Cont . . .

ii. Forecasting Supply for

Human Resources:
1. Forecasting
External HR
Supply

2. Forecasting
Internal HR
Supply

HUMAN RESOURCE
PLANNING PROCESS Cont . . .
1. Forecasting External HR Supply
The Following factors affect the External HR
Supply.

Individuals Demographics
Technological Developments and Shifts
Actions of Competing Employers
Government Regulations and Pressures

HUMAN RESOURCE
PLANNING PROCESS Cont . . .
1. Forecasting Internal HR Supply:
a.

Through

Promotions,

Lateral

Moves,

and

Terminations.
b. Succession Analysis:
A method used to forecast the supply of people for certain
positions
Replacement Charts (Succession Plans)
Transition Matrix (Markov Matrix)

HUMAN RESOURCE
PLANNING PROCESS Cont . . .

HUMAN RESOURCE
PLANNING PROCESS Cont . . .
Transition Matrix (Markov
Matrix)
Job Title

Line

Exit

Manager

Supervisor

Manager

0.15

0.85

0.00

0.00

Supervisor

0.10

0.15

0.70

0.05

0.20

0.00

0.15

0.65

Line
Worker

Worker

HUMAN RESOURCE
PLANNING PROCESS Cont . . .

e. Managing Human Resource Surplus or

Shortage:
i. WORKFORCE REALIGNMENT:

Downsizing, Rightsizing, and Reduction in Force

(RIF) all mean reducing the number of employees in an
organization.
Economic

Weak Product demand, loss of Market

Share to
Structur
al

Competitors.
Technological Change, Mergers and

Acquisitions.

HUMAN RESOURCE
PLANNING PROCESS Cont . . .

f. HR Strategies and Plan

i.

The means used to anticipate and manage the supply of

and demand for human resources.

Provide overall direction for the way in which HR

activities will be developed and managed.

Overall
Strategic
Plan

Human
Resources
Strategic
Plan

HR
Activities

f. Employee Requisition Form

Marie Stopes Society

Wateen Telecom

Fauz

EMPLOYEE
REQUISITION
FORM

EMPLOYEE
REQUISITION
FORM

EMPLOYEE
REQUISITION
FORM

HR MANAGEMENT AND JOBS

1. Job Analysis

2. Job Design

3. Work Analysis

4. JD & JS

Approache
s to
Understan
d the Jobs

1.
A

Job
Analysis:
Systematic way of

gathering and analyzing information

about the
Content, Context, and the Human Requirements of jobs.
Phases of Job Analysis
Methods
Analysis

&

Uses

of

Job

HR MANAGEMENT AND JOBS Cont . . .

The Phases of Job Analysis:

Methods &
Uses
of Job Analysis:

HR MANAGEMENT AND JOBS Cont . . .

Components
of
Questionnaire:

Job

Analysis

HR MANAGEMENT AND JOBS Cont . . .

2.

Job
Design:
tasks,

Organizing

duties,

and

responsibilities

productive unit of
work.
Job
Satisfactio
n
Physical
and
Mental
Health

Job
Performan
ce

JOB
DESIGN

into

HR MANAGEMENT AND JOBS Cont . . .

3. Workflow Analysis:
A study of the way work (inputs, activities, and outputs) moves
through
an organization.
INPUTS

ACTIVITIES

OUTPUTS

People
Materials
Equipment

Tasks and
Jobs

Goods and
Services

EVALUATION

HR MANAGEMENT AND JOBS Cont . . .

4.

Job
Descriptions
Specifications:

and

Job

Job Description
Identification of the
tasks, duties, and
responsibilities of a job

Job Specification
The knowledge, skills,
and abilities (KSAs) an
individual needs to
perform a job
satisfactorily.

HR MANAGEMENT AND JOBS Cont . . .

Job Description Components:

Identificatio
n

Job Title
Reporting
Relationship
Department
Location
Date of Analysis

General
Summary

Describes the jobs

distinguishing
responsibilities and
components

Essential
Functions and
Duties

Task
Duties
Responsibilities

Job
Specifications

Knowledge,
and Abilities
Education

Skills,

Experience
Experience

and

Physical
Requirements

Disclaimer

Of Implied
Contract

Signature of
Approvals

-------------------------

HR MANAGEMENT AND JOBS Cont . . .

Sample of job
Description and
Specification:

HR MANAGEMENT AND JOBS Cont . . .

HR MANAGEMENT AND JOBS Cont . . .

HR MANAGEMENT AND JOBS Cont . . .

Job Analysis in a
Jobless World
JOB:
Generally defined as A set of closely related Activities
carried out for
Pay.

HR MANAGEMENT AND JOBS Cont . . .

From Specialized to Enlarged Jobs:
JOB
ENRICHMENT
Redesigning jobs in a way that
increases the opportunities for the
worker to experience feelings of
responsibility, achievement,
growth, and recognition.

JOB
ROTATION
Systematically moving workers
from one job to another to enhance
work team performance.

JOB
ENLARGEMENT
Assigning workers additional same
level activities, thus increasing the
number of activities they perform.

HR MANAGEMENT AND JOBS Cont . . .

Why Managers are De Jobbing their Companies:
DE JOBBING:

Broadening the responsibilities of the companys jobs.

Encouraging Employee Initiative.

HR MANAGEMENT AND JOBS Cont . . .

Why Managers are De Jobbing their
Companies:
INTERNAL
FACTORS LEADING
TO DE JOBBING

EXTERNAL
FACTORS LEADING
TO DE JOBBING

Flatter
Organizations
Work Teams
Boundary Less
Organizations
Reengineering

Rapid Product and

Technological
Change
Global Competition
Deregulation,
Political Instability,
Demographic
Changes
Rise of a Service
Economy

HR MANAGEMENT AND JOBS Cont . . .

Competency-Based Job Analysis:

HR MANAGEMENT AND JOBS Cont . . .

Why Use Competency Analysis?

To Support
HPWS

Maintain a
Strategic
Focus

Measuring
performance

Traditional job descriptions

(with
their lists of specific duties)
may
actually backfire if a highperformance work system is
the goal.
Describing the job in terms
of the
skills, knowledge, and
competencies the worker needs is
more strategic.
Measurable skills, knowledge,
and
competencies are the heart of
any
companys performance
management
process.

HR MANAGEMENT AND JOBS Cont . . .

Examples of Competencies:

General
competenc
ies

Reading, Writing, and

Mathematical reasoning.

Leadershi
p
competenc
ies

Leadership, Strategic Thinking,

and Teaching others.

Technical
competenc
ies

Specific Technical Competencies

required for specific types of jobs
and/or Occupations.

HR MANAGEMENT AND JOBS Cont . . .

The Skills Matrix for One Job at BP

Note: The light blue boxes indicate the minimum level of skill required for the job

 To Maximize the use of

Human resource
planning

Human Resources &

ensure their ongoing
development
To secure the
production capacity
required to support
organizational
objectives

Purpose of HR
Planning

To synchronize human
resources activities with
the organizational
objectives.
To increase the
organizational
Internal
productivity.
Scanning
the
Assessment of
External
Organizational
Environment
Workforce

Organizational
Capabilities
inventory

Auditing
Jobs & Skills

Human
Resource
Information
System

Managing
Human
HR Strategies &
Resource
Plan
Surplus or
Shortage
Workforce
Forecasting Realignmen
Inputs
t
Forecasting
Overall
Demand for
Strategic
Activities
HR
Plan
Forecasting
HR
Supply for HR
Strategies
Outputs
Plan

External
Supply
Internal
Supply

Uses of an HRIS
System

Management Quality
Circle

HR Planning
Process

Forecasting HR
Demand &
Supply

Environmen
t Scanning

Replacement
Charts
Transition Matrix

CHAPTER : 2

HR Activities
Getting
Organized
Choosing
Jobs
Reviewing
Knowledge
Selecting Job
Agents
Collecting Job
Information

HR
Management &
Jobs
Workflow
Analysis
Job Design
Job
Satisfaction
Job
Performanc
e
Job Rotation
JD & JS

Job Analysis

Job Analysis in a
Jobless World
From
Specialized to
Enlarged Jobs
Job
Enlargemen
t
Job
Enrichment
Job Rotation
Why Managers are
De Jobbing their
Companies

CompetencyBased Job Analysis

THOUGHT FOR THE DAY

The Journey to Happiness involves

finding the courage to go down into
ourselves and take responsibility
for what's there: all of it.
(Richard Rohr)