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CHAPTER 4
JOB ANALYSIS: A BASIC HRMANAGEMENT TOOL
EQUAL EMPLOYME
NT
EMPLOYEE & LABOR
RELATIONS
HR RESEARCH
HR PLANNING
SAFETY & HEALTH
COMPENSATION AND BENEFIT
PERFORMANCE
APPRAISAL
HR DEVELOPM
ENT
RECRUITMENT SELECTION
JOB ANALYSIS
JOB ANALYSIS METHOD
QUESTIONNAIRES
COMBINATION OF METHODS
EMPLOYEE RECORDING
INTERVIEWS
OBSERVATION
JOB DESCRIPTION COMPONENTS
JOB IDENTIFICATION
DUTIES PERFORMED
JOB SUMMARY
DATE OF THE JOB ANALYSIS
JOB SPECIFICATION:A DOCUMENT CONTAINING THE MINIMUM
ACCEPTABLEQUALIFICATIONS, INCLUDING:
EDUCATIONAL REQUIREMENTS
PHYSICAL ABILITIES
PERSONALITY TRAITS
EXPERIENCE
K
S
A
O
HUMAN RESOURCES PLANNING MODEL
EMPLOYMENT
FORECASTING
BALANCING SUPPLY & DEMAND
CONSIDERATIONS
SUPPLY ANALYSIS
Lead to
Resulting in
Internal and external considerations
Top-down and bottom-up technique
internal
external
Recruiting or reduction
Approaches to Human resources planningDISTINGUISHING
CHARACTERISTICS
approach used
focus upon
conducted by
techniques used
seeks to reconcile
involves
TOP DOWN
Quantitative
Management needs
Professional planners
Statistical and mathematical
Supply of human
resources with demand
Forecasting HR shortages, surpluses,
career paths, and blockages
Qualitative
Employee needs
Human resources practitioners
Counseling/training / development
Employee personalcharacteristics
Appraisal of perfor mance, promotabili
ty, management, a nd career develop
ment
BOTTOM UP
CHAPTER 5
STRATEGIC PLANNING IS THE PROCESS BY WHICH
TOP MANAGEMENT DETERMINES:
Overall organiza
tional purpose
s,How they are to be achieved
Objectives &
THE STRATEGIC PLANNING AND IMPLEMENTATION PROCESS INVOLVES:
Mission determination
Strategy setting
Objective setting
Environmental assessment
POSSIBLE ACTIONS WHEN CONFRONTED WITH A
SURPLUS OF EMPLOYEESRestricted hiring
Layoffs
Early retirement
Reduced hours
Strategic Planning
Human resource Planning
Forecasting human
resource availability
Comparing requiremen
ts and availability
Forecasting Human
resource requirementsDemand =
supplyShortage
of workersSurplus of workersNo action recruitmentRestricted hiring , reduced
hours, Early retirement,
layoffs, downsizing
selection
THE HR PLANNING PROCESS:
the systematic review of human resource
requirement to ensure that:
Are available when needed
With the required skillsThe required number
of employees
FORMULATING STRATEGY & IMPLEMENTATION
ENVIRONMENTAL ASSESSMENT
External Internal
Strategy setting
Objective setting
STRATEGY IMPLEMENTATION
MISSION DETERMINATION
THE LEVELS OF STRATEGIC PLANNING
Corporate-level strategic planning
Functional-level strategic planning
Strategic business unit (SUB)
Business-level strategic planning
THE LEVELS OF STRATEGIC PLANNINGCORPORATE LEVEL
FUNCTIONAL LEVEL
BUSINESS LEVEL
Board of directorschief executive
officerVP
financeVP HR Other VPs
Other divisions
Product division B
Product division A
Finance manager
Marketing manager
Product manag
er
HR manag
er
CHAPTER 6
THE RECRUITMENT PROCESS
HR Planning
Recruited individuals
External methods
External sources
Internal methods
Recruitment
Internal sources
Alternatives to recruitment
ALTERNATIVES TO RECRUITMENT
outsourcing
overtime
Employee leasing
contingent workers
INNOVATIVE EXTERNAL METHODS OF RECRUITMENTInternal recruiting
Sign-on bonuses
Virtual job fairs
Recruitment databases/ Automated applicant tracking systems
CONVENTIONAL EXTERNAL METHODS OF RECRUITING
Advertising
Special events
Recruiters
Employment agencies private & public
internships
CONVENTIONAL EXTERNAL METHODS OF RECRUITING
(CONTINUED)executive search firms
Unsolicited walk-in applicants
Employee referrals
professional associations
EXTERNAL SOURCES OF RECRUITMENT
• High schools & vocational schools• community colleges• colleges& universities• competitors & other firms• unemployed• older individuals• military personnel• self-employed workers
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