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