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Human Resource Planning (Importance ,Process)

The document discusses human resource planning and job analysis. It defines job analysis as the process of collecting information about jobs, including tasks, skills required, and working conditions. The key aspects of job analysis are developing job descriptions, which outline job duties, and job specifications, which define minimum qualifications. The document also provides steps for conducting a job analysis and outlines methods for forecasting workforce demand and supply as part of human resource planning.

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Module 5 HUMAN RESOURCE PLANNING
Workforce Planning and Forecasting demand and Supply Job Analysis – Writing Job Descriptions and Job Specifications
JOB ANALYSIS Job : A job is a collection or aggregation of tasks, duties, and responsibilities which as a whole is regarded as a regular assignment to individual employees and which is different from other assignments. (Dale Yoder) Job Analysis : It is the process of getting information about jobs: specially, what the worker does; how he gets it done; why he does it ; skill, education and training required; relationship to other jobs, physical demands; environmental conditions (Jones and Decothis)
Job analysis can be defined as an assessment that describes jobs and the behaviour necessary to perform them. Two major aspects of job analysis are : 1. Job Description 2. Job Specification
Job Description  Functional Description of the contents of the job. It is a description of the activities to be performed in a job, the relationship of the job with other jobs, the equipments and tools involved, the nature of supervision , working conditions and hazards of the job and so on.  It is a written statement of what a job holder does, how it is done, and why it is done.
Job Specification  It is a statement of the minimum levels of qualifications, skills, physical and other abilities, experience, judgement and attributes required for performing job effectively.  Job specification specifies the physical, psychological, personal, social and behavioural characteristics of the job holders.
Writing Job Description and Job Specification Job Description Job Specification Job title Education Location Experience Job Summary Training Responsibilities and Duties Judgement Machines, tools and equipment Initiative Supervision given or received Physical effort Working conditions Physical skills Hazards Communication skills Emotional Characteristics Unusual sensory demands such as sight, smell, hearing
Conducting a Job Analysis  STEP 1: DECIDE HOW YOU WILL USE THE INFORMATION  STEP 2: REVIEW RELEVANT BACKGROUND INFORMATION SUCH AS ORGANIZATION CHARTS, PROCESS CHARTS, AND JOB DESCRIPTION  STEP 3: SELECT REPRESENTATIVE POSITIONS  STEP 4: ACTUALLY ANALYZE THE JOB BY COLLECTING DATA ON JOB ACTIVITIES, WORKING CONDITIONS, AND HUMAN TRAITS AND ABILITIES NEEDED TO PERFORM THE JOB  STEP 5: VERIFY THE JOB ANALYSIS INFORMATION WITH THE WORKER PERFORMING THE JOB AND WITH HIS OR HER IMMEDIATE SUPERVISOR  STEP 6: DEVELOP A JOB DESCRIPTION AND JOB SPECIFICATION
Human Resource Planning It is the process by which an organization ensures that it has the right number and kinds of people, at the right places, at the right time, capable of effectively and efficiently completing those tasks that will help the organization to achieve its overall objectives. Human Resource Planning is viewed as a process by which an organization should move from its current manpower position to its desired manpower position. E.W. Vetter
Six-Steps HRP Process Step 1 : Environmental Scanning a) External b) Internal Step 2 : Forecasting demand of manpower Demand Forecast Step 3. Forecasting Supply of Manpower Step 4 : RAG analysis (required, available and gap) analysis Step 5 : Plan of action Step 6 : Control and Assessment
Demand Forecasting Quantitative Methods Qualitative /Judgemental Method Ratios Managerial Judgement Benchmarking/Thumb Rule Delphi Technique Trend Analysis Scatter Plot Work – Study Techniques Regression
 Ratio Analysis : This is the quickest HR forecasting technique. The technique involves studying past ratios, say, between the number of workers and sales in an organization and forecasting future ratios, making some allowance or changes in the organization or its methods. Example of trend analysis – • Production of Units : 5,000 • No. of Workers : 100 • Ratio : 100:5000 = 0.02 • Estimated Production : 8,000 • No. of Workers required : 8000 × 0.02 = 160
 Benchmarking/Thumb Rule : It established with many years of experience (ex; international benchmark for HR is 1:100)  Trend analysis means studying variations in your firm’s employment levels over the last few days (or) years The purpose is to identify trends that might continue into the future. Ex : Compute no. of employees last five years, or perhaps the nos. in each function (sales, HR, production etc.).  Scatter Plot : It refers to the graphical representation which depicts how two variables are related to each other. (Ex: If the sales and organization recruitment level is related) Ex : Assume a 500-bed hospital expects to expand to 1,200 beds over the next five years. The director of nursing and the HR director want to forecast the requirement for registered nurses. The HR director decides to determine the relationship between size of hospital and number of nurses required.
 Work Study Technique : Work Study can be used when it is possible to apply work measurement to calculate how long operations should take and the number of people required for the same.
Qualitative Methods 1. Managerial Forecast : It seeks opinions of manger, functional and departmental heads, who are aware of the manpower needs of the organization to arrive an estimate. ‘Bottom-up approach’ : The line mangers send their departmental requirement of human resources to top management. Top-down approach', top management forecasts the human resource requirement for the entire organisation and various departments. This information is supplied to various departmental heads for their review and approval. 2. Delphi Technique : This technique takes into consideration human resources requirements given by a group of experts. The human resource experts collect the manpower needs, summarizes the various responses and prepare a report. This process is continued until all experts agree on estimated human resources requirement.
Supply Forecast  Replacement Charts: It identifies possible replacement for positions which may be rendered vacant or open.  Skill Inventories : It is a compilation of the skills, education and experiences of current employees.  Staffing Tables : Graphical representation of all organizational jobs, along with the number of employees currently occupying those jobs.  Wastage Analysis : Analysis of Employee Turnover in an organization  Succession Planning : It is a process for identification of critical key positions and then developing internal people with the potential to fill these positions.