chapter 5 planning and job analysis

Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

Chapter 5

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.

LONG RANGE OBJ-DOMESTIC AND GLOBAL COMPETITION


Introduction

• Linked to the organization’s overall strategy and planning to compete domestically and globally.

• Overall plans and objectives must be translated into the number and types of workers needed.

• Senior HRM staff need to lead top management in planning for HRM issues.


An Organizational Framework

• A mission statement defines what business the organization is in, including why it exists and who its customers are.

• Strategic goals – Set by senior management to establish targets

for the organization to achieve. – Generally defined for the next 5-20 years.



• Corporate assessment – Gap or SWOT (Strengths-Weaknesses-

Opportunities-Threats) analysis determines what is needed to meet objectives.

– Strengths and weaknesses and core competencies (unique skills) are identified.

– HRM determines what knowledge, skills and abilities are needed by the organization’s human resources.

Jobs needed-no and type of employees reqr: org


Linking Organizational Strategy to Human Resource Planning

• Ensures that people are available to meet the requirements set during strategic planning.

• Assessing current human resources – A human resources inventory report

summarizes information on current workers and their skills.


Linking Organizational Strategy to Human Resource Planning–Human Resource Information

Systems (HRIS) are increasingly popular computerized databases that contain important information abut employees.



• Assessing current human resources – Succession planning

• includes the development of replacement charts

• portray middle-to-upper level management positions that may become vacant in the near future

• lists information about individuals who might qualify to fill the positions



• Determining the Demand for Labor – A human resource inventory can be

developed to project year-by-year estimates of future HRM needs for every significant job level and type.

– Forecasts must be made of the need for specific knowledges, skills and abilities.

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• Predicting 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.



• Predicting the Future Labor Supply – Decreases in internal supply come about

through:• Retirements• Dismissals• Transfers-out• Lay-offs• Voluntary quits• Sabbaticals• Prolonged illnesses• Deaths


Linking Organizational Strategy to Human Resource Planning– Retirements are the easiest to forecast.– Other factors are much more difficult to

project. – Dismissals, transfers, lay-offs, and

sabbaticals are more easily controlled by management.



• Where Will We Find Workers – 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.



• Matching Labor Demand and Supply – Employment planning compares forecasts

for demand and supply of workers. – Special attention should be paid to current

and future shortages and overstaffing. – Decruitment or downsizing may be used

to reduce supply and balance demand. – Rightsizing involves linking staffing levels

to organizational goals.



Employment Planning and

the Strategic Planning Process

chapter 5 planning and job analysis

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