a. n Resource M: MBA Second Semester (HU 44 HR Acquisition & Retention ce Planning cs ote's supply, including the 2.1.1. Meaning and Definition of Human Resou! eel “Human Resource Planning” (HRP) can be defined as a process of | aon ‘nagivea period of time, present and prospective employees with the potential job openings in the organ ind of people, at It is the system of the organisation to ensure the availability of right number et nee et paniiod right time and right place to attain the organisational objectives. HRP is alse TOW ing and ion personnel planning or workforce planning, It comes under the purview of orgs future-oriented activity. 1c staff, rise in expenses related to direct costs roduction cost. Inappropriate recruitment also efficiency of the employces. All these factors Inappropriate planning may result in the excess recruitment of th and training cost and other amenities for employees besides the p results in adverse impact upon the production, self-esteem and the highlight the importance of HRP in an organisation. According to Bulla and Scott, “Human resource planning is the process for ensuring that the human resource requirements of an organisation are identified and plans are made for satisfying those requirements’ According to James Walker, “Human resource planning is the process of analysing an organisation's human resource needs under changing conditions and developing activities necessary to satisfy those needs”. According to Geister, “Human resource planning is the process including forecasting, developing, and controlling by which a firm ensures that it has right number of people and the right kind of people at the right places at the right time, doing work for which they are economically most useful”. According to Dale S. Beach, “Human resource planning is the process of determination and. assuming that the organisation will have an adequate number of qualified persons available at the proper times, performing jobs which meet the needs of the enterprise and which provide satisfaction for the individuals’ involved". 2.1.2. Nature of Human Resource Planning The nature of human resource planning is as follows: 1) Continuous Activity: It is an ongoing activity, as the need for assessing the supply and demand of the manpower resources within the organisation never comes to an end, 2) Clearly Specified Objectives: HRP objectives may be guided by the strategic and : a ij | the organisation. Basically, the needs of the human resources within the atgasisetion ars Basal : eee ot objectives. HRP also aims at developing human resources, sharpening the technical skille uf ween assisting them to plan their career map, retaining them, etc. lls of resources, 3) Assessing the Staff Requirements: HRP focuses on pre-planning of the human resources within the organisation. All the proceedings related te ee Sia te training procedures are planned in advance. cruitment, selection and 4) Maintaining Inventory of Existing Human Resoure 5) Balancing Supply and Demand Equation: positions instantly. The future perspective prior checked. SSE TE i ‘Scanned with CamScannerLR Acquisition & Retention (Unit 2) 45 6) Developing Positive Work Environment: The scope of HRP is not merely restricted to the procurement of human resources but it also includes maintaining proper and effective working conditions within the organisation, 7) Formulation of Polici obta IRP helps in formulating the programmes, procedures and policies in order to expand, safeguard and utilise the human resources of the organisation 2.1.3. Scope of Human Resource Planning ‘The scope of human resource planning not only includes identifying the manpower requirement, but it also includes: 1) Projecting Future Human Resource Requirements: Projecting the demand of manpower in the organisation requires a lot of mathematical calculations, analysing the environment from different perspectives and formulating specific plans for future. 2) Maintaining Current Manpower Inventory: This may require maintaining data about the employees relating to the different variables like skills, potential, work preferences, etc. 3) Predicting Human Resources Issues: HRP basically tries to maintain a balance between the existing resources and the expected future positions in the organisation. It helps in identifying whether the manpower is adequate or not, both in terms of quantity and quality. 4) Fulfilling Manpower Need: HRP can only satisfy the need of the human resources in the organisation ‘when it carries-out its functions of planning, recruiting and selecting, induction and placement, training and development, transfer and promotion, compensation and motivation effectively. 2.1.4. Objective of Human Resource Planning The purposes of HRP are as follows: 1) Assessing Manpower Requirements: HRP plays a very important role in assessing the future requirements of human resources with accuracy. If a well-planned HRP does not exist, then it would be hard for the organisation to have the right type of people at the righ? time. 2) Evaluation of Current Workforce: Human resource planning mainly evaluates the existing workforce to Know about its strengths and weaknesses. 3) Efficient Change Management: HRP of a firm helps to take necessary measures to meet day-to-day environmental changes like changes pertaining to product, market conditions, technological upgradations, policy changes by the government, etc 4) Achieving Organisational Objectives: HRP specially focuses on the needs relating to the growth, ‘expansion, diversification or any other strategy for the growth of the organisation. 5) Furnishing the Accurate Details: HRP provides detailed information about the idle or underutilised human resources, It also assists in decision-making of allied fields of management related to promotions, etc. 6) Optimum Utilisation of Human Resources: The first and foremost important responsibility of HRP is to ensure maximum utilisation of the existing and future human resources within the organisation, 7) Analysing Manpower Gap: Human resource planning tries to identify the gap within the existing resources and future requirements by imparting training and sharpening skills. 2.1.5. Need of Human Resource Planning Human resource planning is needed due to the following reasons: 1) Balancing Employment-Unemployment Situation: HRP tries to maintain a balance between the educated ‘unemployed skilled youth of the nation and the skill requirements in the industry. 2) Technological Upgradations: There have been continuous upgradations in the marketing methods, management techniques and systems of the production technologies in industries. It has also demanded modifications in accordance with the job profiles. HRP is required to plan the manpower needs accordingly, to avoid the problems regarding redundancy, re-training or re-deployment. 3) Changes in Organisational Environment: In the dynamic and ever-changing business environment, organisations are always subjected to the variations and breaks in their system of working. Therefore, itis imperative for the organisations to rely on HRP to strategically plan their manpower requirements, Scanned with CamScannernnn ~ } MDA Second Semester (Human Resource Management) SPpy kforee consists of people from 4) Diverse Workforce: ; - . ¢ Workforce: In Present scenario of business environment, wo! sat skills. An effective HRP, Aiferent age, gender, social background and culture having altogether diffe Required here for proper planning of the manpower needs of the organisations. 4 in the organisations is becomin required within the firm for ‘attracting the required potentia} §) Skill Shortages: In this competitive era of busines, the system of working i a petitive e the sy Te and More complicated on account of the special and rare skil ba mPlishing the task. Therefore, HRP has an important task of not only ‘ut also ensuring to retain them in the organisation. 6) Government Interfere i c nce: Various legislative measures such as pro\ f Conditions and working hours, restrictions on child and women employment, contract labour, casual labour, sie and government interference in the administration of the functioning of the firm have necessitated more systemic HRP for the firms. 1D Judicial Regulations: Gone are the days when employees were treated as objects within the organisation, Une, Vatious legislative measures have strengthened the positions of the employees in the oe Various labour laws have been implemented to ensure that the employees do not face unjustified lay-off, retrenchment, etc. HRP is responsible for forecasting the requirements after considering this fact. 8) Justified Recruitment: In an organisation, itis very natural to get recommendations for the recruitment from various groups like trade unions, political groups, and personal sources. To avoid this type of partial recruitment, HRP must be strictly implemented in the system. 9) Systematic Concept: With the growth of the concept of people management, there has been a need to maintain the transparency in the system which can be fulfilled by maintaining the systematic and transparent record by HRP. 10) Lead Time: As new employees are being trained for the new job responsibilities and profile, sufficient time is required for the employees as well as for the management to assess the worth of employee and to assign him the task accordingly. HRP provides lead time for all these issues. wision regarding the working 2.1.6. Importance/Benefits of Human Resource Planning Importance of human resource planning can be described in following points: 1) Serves as Talent Pool: All organisations need individuals with required set of skills, experience, and education. This requirement can be fulfilled by the appropriate human resource planning as defining the number and type of individuals is necessary to fulfil the needs of the organisation. 2) Allows Easy Expansion and Diversification: Organisation’s upcoming plans concerning diversification, modernisation, and growth can be successfully executed by human resource planning, It ensures proper and efficient completion of task by arranging right quantity of people with the right skills at the right time to tackle the challenging needs. 3) Helps in Budget Formulation: It allows checking and assessing the cost of various processes and actions regarding human resources in the organisation. For example, salary or other benefits are counter-checked and planning is made for the budget preparation of various departments of the organisations. 4) Reduces Uncertainties and Change: For the proper working of an organisation, both the components (human resource and non-human resource) should be effectively utilised. If it is not done, there would be an anxiety in the organisation. If the organisation has sufficient non-human resources like money, machines and raw materials, but lacks efficient human resources, then the manufacturing or production process cannot be initiated. Such uncertainties and changes can be reduced by proper human resource planning. as it helps in proper selection and placement of efficient people, at the required place, and time. 5) Controls Labour Imbalance: HRP facilitates to maintain proper balance of human resources, Human resource should not be less than required nor should it be in excess. Too less human resource causes under, utilisation of other organisational resources. While excess of human resource causes under-uilcation of human resource. Human resource planning helps in controlling this imbalance before it can troume uncontrollable and expensive. Helps in Training and Development of Employees: Due to consistent competition, there is a regular requirement to train and develop employees to make them capable enough fo the organisation, HRP fee to Adeniy the employees wo net He waned. Therefore, it ads in failing the organisten's fost c1 aly skilled sta 6) requirements > Scanned with CamScannerLHR Acquisition & Retention (Unit 2)" 47 2.1.7. HRP Process "* HRP was traditionally restricted 10. respond to only business needs. However, with the growth in busines: upgradation in technology and inriévation in the management system, HRP has become proactive and important in the current scenario of business. HRP is the method of forecasting human resource requirements and availability as well as bridging the gap between their supply and demand, Human resource planning process is shown in figure 2.1. ‘nvironmental Seanning ¥ Organisational Objectives and ol Policies Demand Supply Forecasting Forecisting | Esimating Manpower Gaps J4g—__] (—————— Sy ‘Surplus — Resvcted Hiring ‘Shortage - Promote of Hiring of HR ‘Act L__5} 1) Recruitment and Selection |g uicome | 2) Training and Development ‘Oucome 3) Retrenchent 3) Redundancy 5) Promotion Pan 6) Retention Pian ¥ [Evaluation and Contol Figure 2: Processes of Human Resource Planning 2.1.7.1. Environmental Scanning Human resource planning process is based on analysing various aspects of the business environment in which it is operating. It provides a clear picture of the expected problems, threats, and opportunities of the organisation and therefore is the basic step for HRP. HRP requires scanning of all the factors existing in the internal (technology, culture, strategy, etc.) as well as external environment (competitors, regulations, etc.) of the firm. ‘The analysis of the internal factors helps in identifying the strengths and weaknesses of the firm and on the other hand external factors highlight the threats and opportunities for the firm. 2.1.7.2. Organisational Objectives and Policies Afier analysis of the environment, plans and policies regarding different aspects (which may include marketing, production, finance, technology, diversification and expansion) are examined, to forecast the labour movement in near future. The time bound schedule for the human resource planning is to be prepared accordingly. Exact manpower requirements can only be assessed afier considering the changes in the organisational structure and job design. A comprehensive study of the plans of a business is essential as all the human resource plans originate from business plans which are associated with the nature, level and organisational activities. 2.1.7.3. Demand Forecasting HR demand forecasting is a procedure of defining the expected manpower requirements in terms of a specified quantity and quality within the organisation, It is required to meet the expected manpower needs of the organisation so that desired level of performance can be achieved. The expected requirement of human resources is assessed’on the basis of the current human resources and the analysis of the organisational plans and procedures. It is true to a large extent that in particular time duration, demand forecasting is dependent on the scale of operations in the company. However, human resource requirements are not directly proportional to the size of company's operations, While conducting HR requirements forecast, those components should be considered that influence the relationship between size of ‘operation and the number of employees. Human resource planning gives an accurate figure of the number of personnel needed in future. Scanned with CamScannera ‘MBA Second Semester (Human Resource Management) SPPU Demand Forecasting Techniques ‘Various demand forecasting techniques are as follows: 1) Managerial Judgement: In this technique, the managers of different departments sit together to assess the demand for labour in the future, It may follow the bottom-up or top-down approach. In bottom-up approach, the departmental heads submit their requirements to the top management and estimates are prepared by them only. Whereas, in top-down approach, top managers determine the manpower requirement. After that, forecasts are analysed with departmental heads for a joint approval. However, none of these approaches are perfect - only the combination of these two approaches produces effective results. 2) Ratio Analysis: It is the procedure of computing the ratio between a particular business factor and the number of required employces. For example, the requirement of faculty in an educational institute will depend upon the number of students. Suppose, a university has 20,000 students and 1000 lecturers; the student-lecturer ratio is 20,000:1000 or 20:1. This ratio shows that the university needs 1 lecturer for every 20 students. If it is expected that 500 additional students will be enrolled in the next year, then the university would require to recruit 25 (500/20) additional lecturers (assuming that all the 1000 current lecturers will not leave prior to next year). It gives a clearer picture than trend analysis. In spite of being a good technique of forecasting demand, it has a demerit of avoiding some crucial elements such as up- graded technology and improved employee effectiveness. 3) Trend Analysis: The requirement of the manpower resources is based on the trends of the organisation in the past. The past relationship between a business factor and manpower requirement is analysed. The proper business factor that relates considerably to employment levels varies across industries. For example, for an educational institution, the suitable factor can be total number of students enrolled; for a marketing company, it can be sales volume; and for a manufacturing company, it can be total units produced. Trend analysis method is best for preliminary assessment of human resource demand. The reason fos this is that human resource forecasting is affected by a number of factors and past trend is one of them. 4) Scatter Plot: It is a method which uses graphs to find out the relationship between the two variables. The human resource planner can make use of this method to determine the relationship between the two factors, i.e., the degree of business actions and the requirement of the staff to handle it. If there is a telationship, then the question arises, whether HR planner can predict the measure of business activity and forecast human resources requirement. . 5) Computerised Forecast: Computerised forecasting uses computers and software packages to determine the Prospective manpower needed, by estimating sales of the firm, production volume and the human resources required in keeping up the estimated quantity of output. 6) Work-Study Techniques: This technique analyses the relationship between the volume of the work and the efficiency of the employees. The data tegarding the volume of the work are derived from the organisational documents and increase/decrease in operations can be determined. Efficiency level is measured by time and motion study which ensures standard output per unit of time or per hour. Thus, the number of operatives required to complete a specified volume of operations is: Planned Output ‘Standard Output per HourxStandard Hours per Person Therefore, standard output per hour is not at all times a stable factor, but it increases with time due to Jeamning, which may be through examination, observing others and communication, 7) Delphi Technique: It is the technique which focuses on the qualitative aspect and also tries to reduce the Subjectivity by involving the people from the group already chosen for it and defining the judgements for the same. Therefore, a collective decision-making procedure is necessary which in turn, requites a commitment towards growth to increase co-operation and co-ordination for reasonable forecasts, This technique is best in the situations where the environment is subjected to various changes on account of the technological upgradations. Here, there is a minimum scope for the subjectivity in the decision-making because experts do not meet face-to-face. This would be more cost-effective if they are assigned to diverse locations. It can recover the decision-making class by reducing personality conflicts and restricting the dominating group members from controlling the decision process, Scanned with CamScanner. HR Acquisition & Retention (Unit 2) 49 8) Econometric Models: In this model, the statistical data related to the history of the organi analysed. It is expected to figure out the relationship between the different variables in statistical or mathematical terms. Variables like measures of profits, investments, complexity, quality, and sales of the product are correlated with the manpower requirements to draw a single equation, which describes the exact relationship between the manpower requirement and other variables (measurable by econometric models) within the organisation, 2.1.7.4. Supply Forecasting Supply forecasting is another aspect of human resource assessment. Afier determining the number and quality of employees that will be required in the future, the next step is to estimate the supply of manpower and sources for procuring such human resources in the organisation, Thi forec: information is collected through supply sting. Supply forecasting is an important element of human resource planning. Supply forecasting assesses the intemal and external potential candidates, after making allowance for absenteeism, internal mobility, wastage and changes in work hours, and other working conditions. Sources of Supply Following are the two sources of supply: i) ii) Internal Supply: It comprises of the existing staff within the organisation. It is the major source of employment for an organisation. To determine the exact availability of employees in the future is not an ‘easy task, but there are few techniques, which can be used to determine internal HR supply are as follows: 1) Staffing Tables/Manning Charts: It is basically pictorial representation of the jobs within the organisation which depicts that how many employees are presently working on those jobs and how ‘many will be required in the future, It categorises the employees on the basis of factors such as sex, age, category, position, skills, qualifications, and experience. This table/chart shows if the existing employees are used appropriately. 2) Markov Analysis: It displays the percentage of the number of employees within the organisation in a particular job (from one year to the next) alongwith the details of the employees who are being promoted or being transferred. This is based on the historical data of the organisation related to employee movements. In this analysis, past records ate analysed to project future movements. 3). Skill Inventories: This is a traditional method in which a database is maintained consisting of record of knowledge, abilities, experience, and skills of employees within the organisation. It is non-technical in nature but still it is much useful for the situation when there is a shortage of skilled employees in the organisation to fill up the estimated vacancies. This method facilitates management to formulate plans to fill the vacant job positions by using externat recruitment methods. 4) Replacement and Succession Planning: These methods require a bit of technical knowledge. Replacement planning is applicable for the short-term basis where the chart is prepared to display the current occupants of the vacancies within the organisatiow alongwith the ones who are likely to occupy it in near future. It helps to determine the number of employees who can be promoted to predefined posts. On the other hand, succession planaing is done on the long-terin basis for the development of future leaders ot managers. By using the data related to the existing workforce, succession planning. forecasts future trends to decide in advance that who will fill up the vacant position in the organisation and starts preparing the employees accordingly for such roles. This method is broadly used, particularly in big organisations like TATA Groups and Deloitte. 5) Cohort Analysis: A group of employees hired in the same time period is Known as cohort. This is a technique which considers the service period of the employees and focuses on the cohorthomogenous groups of employees. It involves plotting a ‘survival curve’ indicating the employees who have left the job and the employees who are still working in the organisation. temal sources is more and also the present staff cannot be ‘can look for it in the external labour market, look for its prospective employees from When the cost of procuring the labour from int spared for the future assignment, the company External Supply: Sometimes, the organisation is required to | p 0 external sourees also. Basically, the external sources include the potential human resources existing outside the organisation, Sources of external supply may differ from company to company, industry to industry, and also from one location to another. Campus recruitment is one of the best methods of outside recruitment Scanned with CamScanner%. MBA Second Semester (Human Resource Management) Sppy, now-a-days, While there are some other organisations which explore their competitors’ database, unsolicited applications or consultants, It is especially useful when the cost of reruting existing stat fo, ‘new positions is higher or existing staff is already too burdened to take up additional responsibilities. If ay organisation analyses the extemal labour force, then it will enable to identify the following: i) The manpower from external resources on the basis of the composition and characteristics. fi) Nature of jobs and skilled persons available outside the organisation. 2.1.7.5. Estimating Manpower Gaps - Gap analysis is a type of technique which is helpful in making a comparison between the estimated workforce supply and the estimated workforce demand. Various factors regarding the geographic location, demographic characteristics, size, and level of employee competency are considered for the same. The organisation makes action plans based on the outcomes of gap analysis. The gap analysis can be easily understood with the help of figure 2.2: Supply of HR Demand for HR, Personae! el ‘Gap between Demand Gap berwoen Demand and Supply and Supply Supply of HR jemand for HR Personnel Personne ‘Shortage Surplus Figure 22: Estimating Manpower Gaps 2.1.7.6. Matching Supply and Demand Workforce supply forecast and workforce demand forecast is done to find out any gap between labour supply and demand and on the basis of that management formulates a plan of action for bridging the gap. The kind of action required depends upon the kind of situation in which the organisation is. Following are some of the situations which an organisation has to face: 1) Demand Equals Supply: This situation is mainly faced by very small organisations, which are operating in a stable environment and notin large organisations having dynamic conditions. Such a situation does not requize any corrective action. The organisation should continue its operations, as no remedial action or changes are required in the short-run, The situation does not warrant taking measures like increased recruitment, lay-off, new training modules or early retirement. The organisation just needs to maintain status quo. 2) Demand is Less than Supply: With the increasing number of large organisations focusing on downsizing, right sizing, restructuring and outsourcing for cost reduction, improving efficiency, productivity and boosting Competitiveness, there are greater chances that the supply of employees will be greater than their probable demand. In tis kind of situation, an organisation must aim at keeping the right number of employees required for producing its goods and services, while at the same time, aiming at reducing its total workforce, A number of ‘methods can be used to match the demand and supply under ths situation, which are discussed below i) Restricted Hiring: Restricted hiring is an effective method for decreasing the number of employees in the organisation. Where employee surplus with the company is not big enough, it can simply let employees retire when they are over-aged and do not fill the vacant Positions. In this case, rate of retirement is an important indicator for ascertaining when the desired strength of the workforce can be achieved. However, there will be exceptions to no-hiting policy. Replacement of the employee will depend upon the significance of the post. For example, there will be no major issue when a general marketing employee leaves the organisation as high pressure ean be managed by the remaining employees. But, where the brand manager leaves the organisation, this can disruptor highly affect the Advertising and publicity plans. This is because brand management is critical component of marketing plan. Employees without whom operations may come to a halt will have to be replaced, when they leave the organisation, even under no-hiring policy. However, incase of a larger employee surplus, apart from restricted hiring, a number of other methods will be employed to decrease employment level of the organisation, 7 Scanned with CamScannerLR Acquisition & Retention (Unit 2) a ii) Reduced Hours: In order to avoid the permanent reduction in workforce, reduction in the number of working hours can be a best alternative for reducing hourly workers. Rather than having a regular 40 hours workweek, a workweek having 35 hours can be introduced. Such a reduction in working hours indirectly amounts to a decrease of 12.5% in total number of salaried employees. ) Job Sharing: Job sharing is a more recent approach for reducing the total workforce. In job sharing, a single full-time job is divided between two individuals who share the related responsibility, pay and benefits. The main limitation of this method is the huge decline in the salary received by each employee. As such, this approach is suitable for short periods only. iv) Enrly Retirement: Reductions in workforce can also be achieved by offering incentives to employees SO aS to encourage them to retire early. A further benefit of this approach is that employees retiring early are the ones who receive highest pay in the organisation. Thus, through this method, the organisation not only reduces its total workforce, but is also able to reduce its personnel costs. v) Lay-Offs: When the org: is having a huge surplus of manpower, it may choose to adopt policy of lay-off. Lay-off is generally viewed as a reduction policy, whercin a certain percentage of employees from each department are laid-off. Organisations where there are no unions, lay-offs are often used at the pleasure of the management. On the other hand, in unionised organisations, the policy has to follow certain norms and regulations as laid down by the labour agreement. Reduction in employee base is an important matter that may have a significant bearing on the organisation's hiring efforts in the future. As such, reduction approach should be followed cautiously and consciously so as to reduce any negative effects. 3) Demand is Greater than Supply: When an organisation faces a shortage of manpower, it should make additional efforts for getting the required manpower that can meet the requirements of the organisation. A number of techniques may be adopted for this purpose: i) Creative Recruiting: Lack of adequate workforce may force the organisation to try creative methods of recruitment. The organisation may try new and different geographical locations or methods for recruiting, and may search for different types of applicants for the job. There can be different forms of creative recruiting. ii) Compensation Incentives: When there is shortage of manpower in the market, organisations may compete among themselves to get skilled employees. In this endeavour, firms offer compensation incentives to applicants. One of the most common methods adopted in this approach is premium pay. However, this approach may start a bidding war, which the organisation cannot endure for a longer period of time. This requires a more refined form of compensation incentives to attract talented employees. Such forms may include four-day workweeks, flexible working hours, part-time job, teleworking and childcare centres. iii) Training Programmes: During the phase of serious employee shortages, the organisation may conduct special training programmes with a view to make individuals worthy of the job. The two main types of programmes which may be employed in order to attract applicants are remedial education and skills training programmes. iv) Different Selection Standards: Lowering the selection standard is another method for dealing with employee shortages. The organisation may make some changes in its selection criterion that is used to select candidates in order to ensure that there are sufficient numbers of selected applicants to fill the vacancies. This method may be used in combination with training programmes so as to ensure that selected applicants are capable of handling operations. 2.1.7.7. Action Planning , The organisation is required to take an immediate step to cover-up the gap, if any, identified between the two estimates, ie, HR demand and HR sapply. In this particular phase, the immediate action is taken to maintain a balance between the exact requirement and valuable resources. When there is surplus labour, a number of large firms adopt downsizing, rightsizing, re-structuring, re-engineering, and outsourcing, 10 cut costs, increase efficiency, improve productivity and at the same time remain competitive. On the other hand, to deal with the scarcity of the employees various measures must be taken by the organisation to ensure that ample resources are available to fulfil the needs of the manpower in the future such as recruitment, selection, training, development, incentives, etc, Scanned with CamScanner° MBA Second Semester (Human Resource Management) SPPU 2.1.7.8. Evaluation and Control aa ‘The process of evaluating and controlling the performance of the employees is very vital within the organisation as it leads to the effective performance of the organisation. If the organisation does not continuously evaluate the workforce efforts, it may be unable to foresee the expected changes in the future. It must have a systematic and planned process for the continuous review of the same. It is important for the following reasons: i) Take remedial actions for the deviations, if any. ii) Upgrade the manpower resources according to the changing requirements in environment. iii) Assess the achievement of HR objectives. iv) Review the progress of long-term plans. v) To cope-up and manage the individual or organisation grievances. For example, the evaluation process of the organisation can help in determining some very important aspects, such as, turnover cost, productivity data, workforce reduction, etc. 2.1.8. Factors Affecting Human Resource Planning Various factors affecting human resource planning are mentioned below: Factors Affecting HRP External Factors Internal Factors Legislaive Provisions Finn's Pan and Guidelines {Level of Peonemie Development Rules and Replatons for Homan Resouces Business Enviroment ob Analysis Perpectve of Timeframe “Technolgial Advancements Reb nd Crediiiy of fnfermation Global tatuences Policies "regarding the Operational and Production System of Fim Trade Unions Phases of Organisational Lifecycle 1) External Factors: External factors are those factors which externally influence the human resource planning. They include: i) Legislative Provisions: Various provisions relating to the labour laws, reservations in recruitment, and policies initiated by the government, etc. affects HRP. ii) Level of Economic Development: Level of human resource development in the country is determined by the level of economic development. This helps to determine the future supply of human resources. Business Environment: The environment in which the business operates comprises of the external and internal factors which influence the business. These kinds of environmental factors have an. impact on the total volume of production mix and accordingly the supply of human resources in the future is also influenced. iv) Technological Advancements: Technology can be defined as the phenomenon of applying knowledge practically which may give rise to new inventions. The type of human resources required is also influenced by the level of technology. ¥) Global Influences: Factors which have worldwide impact on the aspects like the supply and demand of ‘manpower in various regions of the world also influence human resource planning. 2) Internal Factors: These are the factors which influence the human resource factors are summarised as follows: i) Firm’s Plans and Guidelines: The company’s strategy for the growth, expansion or diversification dictates the need for human resources in terms of quantity and quality within the organisation, ii) Rules and Regulations for Human Resources: The specified rules and regulations for the human resources within the organisation regarding the skills required, the amount of compensation, provisions for the workforce, etc., affect HRP, iil) Job Analysis: It is a comprehensive study of a particular job with reference to the’ skills required to accomplish a particular task, The comprehensive study of job helps to determine the type of skills required in the persons to be recruited within the firm. planning internally. These Scanned with CamScannerfon & Retention (Unit 2) 3 1 Acqui iv) Perspective of ‘Timeframe: HRP of the organisation varies from company to company according to the environment in which it i operating, Ifthe envizonment is relatively stable, the company can 80 for long-term planning but if the environment in which the company operates is highly dynamic, it is recommended for the company to opt short-term planning, vy) Reliability and Credibility of Information: The effective planning is based on the accurate data about related factors. In every organisation, HRP is based on the data relating to the factors like capital ‘budget, organisational structure, level of technology, functional area objectives, job analysis, sources of recruitment, retirement plans, etc, 7 vi) Policies regarding the Operational and Production System of Firm: HRP of a firm is also based on the company's decision regarding the quantity of goods to be produced or to be purchased from the market. It decides the number of persons required for the production of the same within the system. vii) Trade Unions: Various measures taken by the trade unions to safeguard the employees’ interest will have an impact on the HRP. The decisions regarding working hours, sources for recruitment, etc, have an impact on the HRP. Phases of Organisational Lifecycle: Different phases of the organisational lifecycle will have due mpact on the HRP of the firm. In growth stage of the firm, additional recruitment of employees will be required to cope up with growing demand whereas at the same time in declining stage, employees will be retrenched to cut the costs. In both the cases, human resource planning is very important. 2.1.9. Barriers to HRP ‘Human resource planning is not always successful; there are some limitations of HRP which are as follows: 1) Inaccuraey of Forecasts: HRP is dependent on the future prediction of supply and demand of human resources. Hence, the efficiency of HR planning is based on the correctness of forecasts. In case, the forecast is inaccurate, then the HR planning will also not be completely accurate. 2) Identity Crisis: Sometimes, managers and the human resource experts in the organisation are unable to clearly understand the entire process of HRP. Due to this, there exists @ problem of identity crisis. HR planning cannot be effective until the experts have a clear understanding of objectives. 3). Requires Active Involvement of Top Management: Top management should be an integral part for the fanagement does not play an active role, the essential resources and ‘manpower planning. If the top m: tssistance required for the effective human resource planning cannot be gained in the organisation. 4) Employee Resistance: Usually trade unions oppose the manpower planning as they think that it will daeeey the burden of work on the employees and govern them by the means of productivity bargaining. Moreover, according to unions, it will increase unemployment of the unskilled labours, 5) Technical Issues: Effective HRP is not an instantaneous task. It takes time to be gradually accepted. Newer technologies have to be adapted, so 2s to be in the competition. Qocasionlly, dificut technologies. are vigorously introduced, because competitors are also using them. This cannot be fruit uiess HR personnel \dentfy taining needs, and its the HIRP which identities the employees who are in need of taining. 6) Weak Information System: Development of successful human resource planning is based on the credibility of information system. In Indian industries, the information system is still not well developed. Hence, precise and reliable data cannot be collected for effective human resource planning 7) Uncertainties: HRP is not wise to depend entirely on the generalised data collected about the manpower. Seasonal jobs, absent employees, technological isues ar the factors which hamper the manpower planning. 8) Costly and Lengthy Activity: HRP is a costly and time-taking ‘activity. There are chances that orpantotions may not adopt the system as it will ioeroao the oot barden.on tbe organ'sato 9) Improper Coordination with Other Executive Functions: Usually manpower planner does not interact a ae taal: ‘to nis own area of concer. This hampers the HR planning. For its with manager and is confine: 2 a gre) effectiveness, HRP should be incorporated ‘with other managerial functions. ffiable facet of HR planning, i.c., number of 10) Loss of Balanced Focus: Usually focus is given on the quanti A individuals leaving or joining the organisation. Qualitative part is neglected which includes development of Roe ae ee ood planning skil levels, ete. Such uneven focus impacts the efficiency of HRP. Scanned with CamScanner7 MBA Second Semester (Human Resource Management) SPPU 2.1.10. Guidelines for Effective Human Resource Planning Human resource planning ean prove out to be effective if certain guidelines are followed systematically. Some of these guidelines are as follows: 1) Alignment with Organisational Objectives: Organisational objectives should be the fitst priority of any HR planning. Development of a plan should focus on various critical aspects related to the company such as Working environment, human relations, techniques uscd, policies followed, ctc. There should be a balance between HR planning and organisational plans and every step taken should be in aecordance with the objectives and policies of the organisation, 2) Support of Top Management: Cooperation from top authority isthe biggest requisite for an effective HR Planning. Thus, in order to meet the changing requirements of the organisation, HR planning should be Supported by the higher authorities to maximum extent. Besides this, the plan should be developed according to the budget of the organisation as any kind of financial problem in between the process can obstruct the smooth implementation of the plan. 3) Suitable Time Period: Human resource planning should be formulated for an appropriate time period, depending upon the changing needs of an organisation as well as the employees working in that organisation, Size and structure are also important aspects that should be considered beforehand while implementing any human resource plan. 4) Skill Inventory: Organisation should have proper records of information related to employees’ education, experience, skills possessed by them, previous job performance and salary, current work performance and income, time duration of previous as well as current job, etc., before filling up the future vacancies. Equal importance should be given to both quality and quantity of workforce so that the most appropriate candidate is selected for a job position that may arise in future. Selecting a candidate only on the basis of present performance may prove out to be a wrong decision at times. System (HRIS): An effective system of record must be maintained for Proper human resource planning. HRIS is a system which maintains data regarding the entire human Tesource working in the organisation alongwith their interests and preferences, their capabilities and training taken to develop those skills, their performance, evaluation of their performance, progress made by them on the basis of their performance, their targets and ways to achieve those targets. HRIS is a computerised system of managing record of employees and plays a very important role in effective HR planning, 6) Proper Arrangement and Coordination: In order to fill up the future vacancies with most appropriate candidates, it is mandatory that HR planning should be formulated in an organised way. Since in large organisations, HR planning has various levels, in such a case, a group of manpower should be given the responsibility to check out whether the recruiting, promoting and retaining of the employees is being done in a systematic and coordinated way or not. 5) Human Resource Informa Cee) UNS 2.2.1. Meaning and Definition of Job Analysis Job Analysis (JA) refers to a complete and organised study of jobs to understand the characteristics of people to be hired for vacant positions in an organisation. It isa process of gathering essential job-related information and its analysis. It gives the basis to determine the kind of information to be extracted from the applicant, past employers, and from various other sources. It is the main element of whole human resource practices; $0 it is very crucial in every organisation. It helps the organisation in transforming the functional goals being developed into some specific human activity. ‘According to Edwin B. Flippo, “Fob analysis is the process of studying and collecting information relating to the operations and responsibilities of specific job”. According to Donald, “Job analysis is a method of scientifically dissecting a join order to determine the component ‘elements and their influence upon the length of learning period of the worker, production and labour turnover" " is i h respect to each job are ding to Dale Yoder, “Job analysis is the procedure by which the facts wit Seeley discovered and noted. It is sometimes called ‘job study’ suggesting the care with which tasks, processes, responsibilities and personnel requirements are investigated”. | Scanned with CamScanner{Hk Acquisition & Retention (Unit 2) 53 2.2.2. Features of Job Analysis Job analysis has the following features: 1) Organised Way of Collecting and Analysing Information about a Job: The fundamental element of human resource management is ic on jer of collecting and analysing the is job analysis, which is an organi : is an organised manner of iB 2 a ee eb a aims to create jobs that are aligned to the organisation’s work flow that is pleted. Job analysis is focused on using a proper system to collect information about the performance of the peopl i i Be ollec atio job specifications. people in their jobs. This information is used for creating job descriptions and 3) Linked to HR Activities: There are a variety of methods and sources of data that can be utilised in executing job analysis. The actual assessment of job analysis begins from gathering of information and converting it into the job description and job specifications for the use of HR activities. Proper information regarding the job requirement is necessary to validate HR actions to the job. In order to be effective, HR planning, recruitment and selection must be aligned to the job requirements and the ability of every individual. Other aspects of HR like compensation, training, and employee performance appraisals must be based on the requirements of the job. Job analysis can be used to identify various job factors and duties which contribute to health and safety issues at work. Therefore, job analysis is a critical factor which affects Jabour-management relations. 4) Re-Designs Jobs: Job analysis gathers information on those specific features of job that makes it unigue. Re-designing of jobs is another function that can be performed with the help ofthe information gathered through job analysis. However, the basic objective of job analysis is to know the tasks that are needed to be performed on the job and the individual capabilities that are required for it. 2.2.3. Purposes and Uses of Job Analysis Purposes and uses of job analysis are as follows: 1) Human Resource Planning: Job analysis is used for determining knowledgeable and skilful human resource requirement in an organisation. It helps in making systematic promotion and transfer policy by displaying lateral and vertical links between different jo 2) Recruitment: Job analysis helps in identifying the right method and the right ime to recruit peop for the Frtare vacancies in the organisation. It is necessary to recognise the skils and positions required for future vacancies to allow managers to plan for recruiting manpower in an organised way. For example, with the help of job analysis, an organisation which recruits MBA students for equity Fescarch realises that these sae a postions ean be filled by graduates who have an aptitude for analysis. Tis information can be used by organisations in recruiting graduates ‘who are available in large numbers as equity analysts, and offer them comparatively lower salary. 3) Selection: It is very difficult to choose a s suitable person without having a definite idea about what is supposed to be done in a job. For example if a Mega bazaar manager has not identified distinctly the job responsibilities of a clerk, then it is not easy to find whether the Person who has been selected has the bihty to place store items, maintain a cash register, or keep up-to-date accounts 4) Placement and Orientation: When selection is complete, the fresh recruits have to be placed in a job that Faaeerae a Gnterest, behaviour and actions. When we are not assured about the job duties, it is impossible to analyse the most suitable candidate forthe job. 10 addition, without appropriate understanding of job requirements, effective job orientation is not easy 10 achieve, Fresh recruits should be given a clear training about the job tasks and duties. 5) Training: Appropriate training cannot be imparted until we do not clearly Sais what the job is and what is required to do on the job. A current secruit or potential candidate may 4°) Feaht extra training, but he can raeet pout the job when he is aware ofthe job requirements identified by job analysis. 6). Counselling: Managers offer good career guidance to the employees whet they have a better understanding Of the types of jobs existing in the company. Similarly; by identifying job requirements, employees become easily aware of their career options. Job analysis also helps employees know the areas which they need to develop in order to move forward in their career. sae a Tal Scanned with CamScannerenagemend SPPU *° “MBA Second Semester (Human Resource Management) iiona'a ing various 7) Employee Safety: Job analysis helps the managers in analysing hazardous conditions after studyin gai operations to be performed in a job. It helps in creating a healthy and safe working environ! improving work situations. 8) Performance Appraisal: Job analysis information is essential for the establishment of performanee standards, Value of employees can be evahisted by a thorough understanding of shat the employee i 1 meant to do and what is his actual performance, Therefore, on the basis of an employee's performance, the organisations should pay him a fair remuneration, 9) Job Design and Re-Design: ‘The process of integrating different tasks together to make a complete job is called job design. Once the jobs are thoroughly studied, it is easier to take corrective measures by analysing their weak points. Thorough and continuous monitoring can be done to remove unnecessary movements, simplifying some steps and improving existing ones. Thus, jobs can be re-designed in order to test the intellectual standard of employees. 10) Job Evaluation: Job analysis helps in identifying the value of a job on the basis of level of difficulty, type of work done, knowledge, skill and abilities required. Thus, it helps in effective designing of an equitable Jevel of wage and salary structure of the jobs. 11) Discipline: Job analysis identifies the reason behind inability of the workers in meeting necessary Performance standards. Remedial actions may be taken in due time to averse the difficult situations. In this manner, it helps in maintaining discipline in the organisation, 12) Industrial Relations: Industrial relations among managers, employees and unions can be improvised by Proper job analysis and thus disputes and grievances associated with tasks and responsibilities can be settled easily. 13) Compensation and Benefits: In compensation, it is profitable to determine the relative worth of a job to the organisation before valuing the job in terms of salary. According to intemal context, worth of a job increases as the task and tesponsibilities become important. Job with higher KSA (Knowledge, Skills, and Abilities) adds higher worth to the company. 14) Support Legality of Employment Practices: In order to support the legality of employment practices, a well arranged job analysis is necessary. In fact, the importance of job analysis is noted in employee selection method guidelines. Several times decisions of demotions, transfer and promotion are safeguarded by job analysis information. For example, job analysis forms a base for combining together the functional areas and infrastructure in developing a good human resource programme. 2.2.4. Job Analysis Process ‘The steps followed in the procedure of job analysis are shown in figure 2.3; Determination of Uses of Job Analysis Tr : Strategic Choices in Job Analysis, T Information Collestion| T Tnformation Processing Jeb ry Description [> Specification Figure 2.3: Process in Job Analysis 1)_ Determination of Uses of Job Analysis: In earlier times, the job analysis process was used mainly for the recruitment and selection of the employees. Later on, it also became important for other areas in order to manage the various difficulties related to human resources. Thus, it is the responsibility of the organisation to clearly define the purpose of job analysis before starting the job analysis process. = +" Scanned with CamScannerHR Acquisition & Retention (Unit 2) 0 2 Strategic Choices in Job Ani While conducting the process of job analy following five aspects should be covered by the organisation: . process ofrjob) analy eee i i) Employee Involvement: Employees are the best source of providing information. The relevant data regarding the functions to be performed, skills required, and responsibilities to be carried-out for the job can be easily collected by the analyst from the employees because they are used to it. ii) Level of Details: Analysis is ditectly related to the details received. The level of details collected affects the level of analysis, ie., higher the details collected, more effective the analysis will be and vice-versa. The nature and type of data collected depends on the level of analysis. iii) When and How Often: Analyst should be clear when they have to conduct the analysis and how frequently they can perform it. iv) Past-Oriented versus Future-Oriented: Many organisations follow traditional job analysis methods which are focussed on how the jobs were performed in the past and how they are performed in the current situation. But with the change in time, organisations need to adopt future-oriented job analysis methods. The focus of these methods is on preparing employees for the future jobs. They can even decide the methods to be used to perform the functions in advance. This helps the organistions to recruit and train for future jobs before the actual transformation. v) Source of Job Data: Employees working in the organisation are the major source of information. ‘Though there are various other sources also which may include both human and non-human means. 3) Information Collection: This step includes certain aspects that should be covered while collecting data: i) ‘Types of Job Analysis Information: The information to be collected should be relevant and must recognise the functions to be performed, duties to be carried-out, the equipment to be used and other job related issues so that the process of job analysis can be made successful. ii) Persons Involved in Information Collection: The person who is given the responsibility of collecting data can either collect the data from 2 senior employee ot an experienced job analyst or an employee ‘who has good experience in that particular job. iii) Methods for Data Collectio observation, questionnaire, etc. 4) Information Processing: After data collection, the information is processed in order to make it useful for HR functions. ‘Job descriptions’ and ‘job specifications’ are the most common outputs received after the job analysis. ‘The techniques used for data collection in job analysis are interviews, 2.2.5. Methods/Techniques of Job Analysis Job analysis can be conducted using various techniques. Diverse methods of gathering data for job analysis are as follows: 1) Questionnaire: Though this method of collecting data is very time-consuming and difficult, but still clerical workers use this method on a large scale, Under this method, the job holders are asked to provide the entice significant data regarding their jobs in written form in their own words. It is a method of gathering information about any job through mail surveys. 2) Checklist: In this method, the employee is given a list of task statements and he has to simply check the tasks performed by him. Unlike questionnaire method, this method is much convenient as the employee is not accountable to anyone, However, a lot of work is done to gather suitable task statements, but it is easy to govern and can be tabulated. 3) Interview: In this method, the interview is usually conducted outside the organisation in which interviewees are either called one-by-one or in a group. The information given by all the interviewees is combined together to have a clear picture about the job. Although this method is also time-taking and expensive, but it proves to be beneficial for the company. 4) Observation: Observation method provides a clear job description as the analyst personally observes the performance of the employees and the working environment in which he is working. Usualty this method is adopted by those organisations where major functions are performed by manpower and the working period is short. This method is expensive, slow and normal work functioning may also get interrupted. Scanned with CamScannernent) SPPU sous Ma 7 MBA Second Semester (Human Re 5) Technical Conference: In this method. the main sources of obtaining information about SE de supervisors and not the employees. But sometimes, the data given by them is not accurate as : ane : data on the basis of their previous experiences. Some of the supervisors do not have sufficient lg about the jobs which are not performed by them and thus they may give wrong answers 6). Self-Recording of Diary: Its a systematic way of collecting data regarding the job respons i : taken tee these duties. This method is more useful at the top management level as compared to the a ‘and lower level employees, be« it wastes a lot of time and affects the normal working of the employees. Since in this method, employees are asked (0 write about the activities performed by them on a daily basis in a di becomes really difficult for the employees to carry-out both the things in a limited period of time. 7) Critical Incident: Under this method, information regarding incidents of both positive and negative behaviour of the employees is collected as it may prove out to be beneficial in the job analysis process. This duty of collecting the information related to such instances is given to the supervisor. These instances can be unlimited and give information regarding critical features of the job. 8) Occupational Information Network (O-NET): The O-NET is a complete database system that provides accurate and reliable information about any job. It is a substitute to the conventional job analysis system. O- NET makes use of various indicators that can provide information about any job all over the world and thus has become an important source of gaining data even by the Central Government, 9) Repertory Grid: This technique was developed by George Kelly and generally takes place in the form of interviews. The main focus of this method is to understand the Perception of the individuals about the job they are performing. For this. a grid is created on the basis of thoughts of job holders about the job. This ‘method can also be used to identify the view which differentiates high quality performers from low quality performers. The behavioural signs responsible for these constructs can be easily determined by the process of laddering. It is mainty useful for interviewing subordinates, 10) Task Inventory Analysis: This method was introduced by U.S. Air Force to assess jobs of the Air Force’s employees. This method is the best way of identifying KSAs (Knowledge, Skills, and Abilities) required for job. The questionnaire prepared is tailor-made and is not pre-prepared. This method is used for developing appraisal forms, writing job descriptions, identifying suitable test of selection. bilities and the time 2.2.6. Problems in Job Analysis Major problems associated with job analysis are as follow: 1) Lack of Support from Top Management: Sometimes unsupportive behaviour on the part of higher management lowers down the morale of the employees. Some high level managers create doubts in the minds of employees by not telling them clearly about their job responsibilities 2). Relies on Single Method for Data Collection: Job analysts prefer using a single technique for evaluation, which may not prove out to be much beneficial. IF combination of two or more techniques is used, it may help in collecting more relevant and accurate data, 3) Lack of Training/Motivation: Proper job analysis can take place only if the quality data is available with the analysts. This data is mainly received through the job holders. But since these job holders are not rained they are notable to give the quality data. They are also not appreciated or rewarded for providing datas they refuse to provide accurate information to the analysts, Thus, due to lack of motivation, this information source remains unutilised. 4) Misrepresentation of Information: Due to lack of motivation and training, few job holders even try to misrepresent the data, They may lie about the information because ofthe negative feeling inside them, this misleading can be either intentional or unintentional 9) Considered as a Waste of Time by Managers and Supervisors: Job analysis is considered as a waste of time by supervisors and managers. The main reason behind this thought is that they are not aware of the ‘outcome of job analysis and its importance to the organisation. So, they take the whole process very casually and information obtained by them seems to be misleading and insufficient, : Scanned with CamScannerHR Acquisition & Retention (Unit 2) 59 Dn Employees’ Fears: Earlier the job analysis was conducted for the expansion of the jobs and to increase the production. For this the employee’s salaries were reduced and sometimes they were even suspended. This fear of being thiown out of the job is still there in the minds of the employees. Thus, their fear needs to be climinated to make the process of job analysis effective. 8) Need to Update Gathered Information: As the requirement, of job changes, the information regarding these job changes should be recorded and updated. If the company uses old data for job analysis, the decisions made may prove to be incorrect. 2.2.7. Guidelines for Job Analysis Following are the guidelines for job analysis: 1) Job Analysis must be a Continuous Process: Job analysis is an on-going process; it is not a one-time activity and should be performed in conformity with changes taking place in job and technology. There are modifications in the job duc to arrival of computers. With technological advancements, everything is becoming online and thus numbers of paperless offices arc increasing day-by-day. Moreover, jobs are self designed by the employees as they follow their own explanation of job requirements. 2) Individual and Job Based Analysis: Many times when information related to job analysis is gathered, the employee himself becomes a reference point for analysis. ‘Thus, firms focus on individual analysis rather than job analysis. Some employees are better performance achievers than the rest. Job analysis does not include actual employee performance but it involves his future performance. Therefore. any action involving job analysis based on employee performance can be ambiguous. 3) Determination of Minimum Job Requirements: Determining minimums job requirements is one of the main elements to be considered in job analysis. Any activity undertaken for ideal requirements may not be true. ‘Though job situations change quickly, what is ideal in present may not be ideal in the future. Therefore, any initiative in job analysis should focus on minimum requirements other than those requirements which are ideal. 4) Use of Various Methods: Using a single methodology may lead to biased results. Therefore, it is advised to use multiple methods in which outcome of one method is verified with the outcome of other methods. 2.3, JOB DESCRIPTION 2.3.1, Meaning and Definition of Job Description Job description is @ written statement which answers the questions such as what the job holder does, how the job is done, under which circumstances it is done, and the most important one, why it is done? It gives information about the job like job content and working conditions. It is descriptive in nature and explains the functions and responsibilities necessary to do a certain job specific alongwith its objectives and areas of work. According to Robert Kreitner, “Job description is a concise document that outlines the role expectations and Skill requirements for a specific job”. According to Swansburg, “A job description is a contract that should include the job’s functions and obligations and tell the incumbent to whom he or she is responsible”. 2.3.2. Contents of Job Description Contents of job description are as follows: 1) Job Identification: Job identification, also known as organisational position, includes the job title, Altemative title, departments, divisions, plant and code number of the job. The job title recognises and ‘designates the job appropriately. The department, division, etc. indicate the name of the department and its location, The location shows the name of the place. 2) Job Summary: It delivers two significant objectives. Firstly, it gives a brief definition which is helpful as ‘additional identification information. Secondly, it is used as a summary to direct the readers for ‘understanding the detailed information about the job. It provides the reader a “fast and short explanation’ of the job content, generally in a few sentences. 3). Job Duties and Responsibilities: It clearly describes the duties and responsibilities to be carvied-out during job with an appropriate understanding of primary, secondary and other duties. It is also considered virai for ‘any job. It also notifies about the time limit of the job and sub-jobs. Scanned with CamScanner60 ment) SPPU MBA Second Semester (Human Resource Manage! 4) Relation to Other Jobs: It helps in identifying the job in the organisation by putting the job below or above in the job hierarchy. It also shows an idea of the vertical relationship of work and process : 5) Supervision: The extent and the nature of supervision needed in each, job are also indicated in the job description. Under this, the number of persons to be monitored are given alongwith their {job titles and the level of Supervision involved in the form of general, intermediate, or close supervision, 9) Machines, Tools and Materials: Job description also comprises of the machines, tools and materials required for performing the job. It hows the nature and difficulty of the job and aids in the execution of the training programmes. 7) Working Conditions: It gives the knowledge about the working environment such as heat, cold, dust, wetness, moisture, fume, odour, oly condition, etc. in which the job holders eee perform their work. 8) Hazards: It gives an idea about the kinds of risks to life and limbs and their chances of happening, etc. 2.3.3. Specimen of Job Description ‘Specimen job description of compensation manager is given below: Title Compensation Manager Job Code HRAZ34 Department HRD ‘Summary Responsible for properly designing and administrating employee compensation plans: Duties 1) Toconduct job analysis. 2) To make job descriptions forthe present and future job positions, 3) To evaluate job descriptions. 4) Toactas a Chairperson of Job Evaluation Committee. 5) To make sure that the organisational rate of compensation matches with the polieyof| the organisation. 9 To conduct salury surveys from time-to-time and relate the salary with employee performance. 7) To develop and execute employee performance appraisal programmes. 8)_To develop and implement employee benefit programmes. ‘Working Conditions | Bight hours per day. Six days a week [Reporting Director, HR Department. 2.3.4. Guidelines for Writing Job Descriptions Since job descriptions can be used for many different purposes, employers should take care to write them as comprehensively as possible. Following guidelines must be considered while writing job descriptions: 1) Use Logical Sequence in Arrangement of Roles and Duties: Start with the task including the percentage of time assigned to each task and be consistent, 2) Be Brief and Specifie: Specitic and brief description about the job should be given. Avoid using ‘generalised statements. Give a clear and brief description of job task and duties 3) Mention Duties Clearly and Briefly: When each duty is mentioned clearly and briefly in the job description, everybody can have a quick look on the description and it becomes easy for them to identify each and every mntified as “essential” or “non-essential”, 4) Avoiding Unnecessary and Ambiguous Words: Keep sentence structure as simple as possible and avoid the use of unnecessary words that do not contribute in giving relevant information. For example, “Handle mail” can be written as “sort mail” or “distribute mail”, 5) Avoid Listing Each and Every Duty: Begin the job description by using the phrase “primary duties’ and iesponsiblides include...” and then carry forward from there. Finish the job description by using the phrase “perform other related duties and responsibilities, as required”, ©) Use Particular Examples of Tasks When Necessary: It becomes easy for the reader to understand the scope of task and duties, when appropriate examples of task wherever required are used in the job description, 1D Avoid Technical Language: A good job description should use commonly known terms and should include the job responsibilities that are easily understandable to everyone. i 8) Express the Number of Task Appearing Frequently: Each task should be allotted an using a known technique of making a colurnn on the left side ofthe task with comparable estimated time by Percentages, Scanned with CamScanner{UR Acquisition & Retention Unit 2) a 9) List Duties Individually and Briefly and Avoid Narrative Paragraphs: We are not writing an English ‘essay. Therefore, narrative paragraphs should be avoided in order to list task and duties individually and briefly. This will make the job description clear and understandable. 10) Avoid the Reference of Particular Individuals: Do not include references of particular individuals in the job description, instead use references of job titles and positions. 11) Objectivity and Accuracy in Job Description: Avoid describing those personnel who were dismissed for poor performance and who were promoted for extraordinary performance. 12) Refer to Job Titles Rather than Individuals: For an easy description it is advisable to refer to job titles rather than referring to individuals, For example, “Report to........ Manager” instead of “Report to Mr. ABC”. 13) Ensure that All the Information is Job-Related and as per Equal Employment Opportunity Laws: A job description should follow the laws and rules of equal employment opportunity while writing it. This helps in preventing the possibility of legal problems arising in future. 14) Eliminate Meaningless Articles like “a” and “the” while Drafting Job Description: The lengthy job description does not mean that the importance of the job will increase. Therefore do not draft a job description in a lengthy and comprehensive manner. One or two pages are sufficient for job descriptions. 15) Begin Each Duty with Action Verbs: Begin a sentence with an action verb and include one descriptive word indicating its main function which is to be done and thus the degree of responsibility is easily conveyed to the reader. For example, compare “authorises” to “under the authorisation of”. 2.3.5. Uses of Job Description Uses of job description are as follows: 1) Developing Job Specifications: Job description helps in building-up the job specifications, which are supposed to be valuable for planning, recruiting, training and hiring people with the necessary skills for the Job. 2) Group Discussion: Preliminary drafts can be utilised as the base for a fruitful group discussion, especially, if the process begins from the executive level. 3) Orientation of New Employees: Job description is useful for orienting new staff members towards their basic job responsibilities and functions. 4) Developing Performance Standards: Job description is the basic document for the purpose of developing performance standards. 5) Job Evaluation: Job description helps in evaluating the job as a wage and salary admit 6) Helps a Manager during Interview: A job description helps the manager in framing appropriate questions to be asked while conducting an interview. 1) Vehicle for Organisational Changes: It becomes a medium of organisational change and upgradation. Tt helps the top management in delegating the responsibilities. 2.4. JOB SPECIFICATION 2.4.1. Meaning and Definition of Job Specification Job specification also known as job requirement is a by-product of job analysis. It covers all the human qualities to be considered such as physical, personal, psychological responsibilities to be acquired, academic Aualifications, experience, etc. It converts the job description into human qualifications so that the job can be done in a more efficient way. It aids in hiring the right person for the right position. stration method. According to Edwin B. Flippo, “A job specification is a statement of the minimum acceptable human qualities necessary to perform a job properly”. According to’ Dale Yoder, “Job specification as’ a suminary is a specialised job description, emphasising Personnel requirements and designed specially to facilitate selection and placements”, Scanned with CamScannerMBA Second Semester (Human Resource Management) SPPU 2.4.2. Contents of Job Specification Contents of job specification relate to: wit : 1) Physical Characteristics: It consists of age, health, strength, size of the body, body weight, poise, Vision, etc. 2) Psychological Characteristics or Special Aptitudes: It covers qualities such ‘as manual dexterity, ingenuity, mechanical aptitude, judgement, etc, 3) Personal Characteristics or Fruits of Temperament: It includes personal appearance, good and pleasing manners, emotional stability, aggressiveness or submissiveness, ere 4) Responsibilities: It involves supervision, responsibility for process, production and equipment, safety of other people, preventing loss in monetary terms, ete, 5) Other Features of Demographic Nature: Age, sex, education, experience, language ability, ec 2.4.3. Objectives of Job Specification Objectives of job specification are as follows: 1) To Findout Prospective Candidate: Job specification helps in searching the potential candidate for a vacant position. It helps in evaluating the resume more rapidly and impartially. It also helps in making a list of relevant questions for interview. 2) To Attract Candidates: It is necessary to make the job specification professional and a good representative of the organisation's image to the candidate, For this purpose, the job specification must be active and precise to attract talented candidates, 3) To Set-Up Competency of Organisation: When an organisation has set-up its core competency, the job specification assists in executing the various competency programmes. 4) To Identify Competencies: Ithetps the employers in recognising the accurate duties and skills of the employes. talso makes the prospective candidates capable of ascertaining their capacity of satisfying the job requirements, 5) To Eliminate Discrimination: It helps in preventing the violation of equal employment opportunities laws, Itsets a standard of basic skills needed for a job description and specifies the basic required qualifications or experience, 2.4.4. Specimen of Job Specification Specimen job specification of compensation manager is given below: Educational Qualification | A degree or diploma in personnel managemenUHRM or any other related disciplines from a recognised institution, ‘Work Experience ‘Minimum experience of 2 years in a similar postin leading industry. KSA (Knowledge, Skills and | 1) Knowledge and expertise in the area of compensation administration ia Abilities) ‘competing industries, procedures of job analysis, techniques of compensation survey, performance appraisal issues. 2) Possess skills in writing job descriptions, in conducting interviews for job analysis, in making group presentations, in performing statistical calculations. 3) Ability to organise and conduct mectings. ‘Work Orientation Factors | ‘The post may require 10 per cent of travelling. ‘Age ‘Maximum 30 years. 2.4.5. Writing Job Specification Below mentioned are the guidelines for writing job specification: 1) Specifications for Trained versus Untrained Personnel: Job specifications written for trained employees should be straightforward. If the position of an accountant, counsellor or programmer, etc., needs to be filled, the job specification might emphasise mainly on characteristics like duration of prior job, quality of trainings relevant to the job, and performance in the prior job. Hence, it is easy to determine the human requirements for hiring trained people for the job. ‘Whereas, in making job specifications for untrained personnel (intending to give them on-the-job training), the problems are of a more complex nature. Qualities like personality, physical traits, interests or sensory skills must be specified, These qualities display that the person has the potential to perform or to be trained to perfornt the job, rr Scanned with CamScannerur Acquisition & Retention (Unit 2) a 2) Specification Based on Judgement: Job specifications are usually a result of educated guesses of HR managers and supervisors. These judgements or educated guesses are attained using numerous methods. The job duties can simply be assessed and the human skills and traits needed for the job can be derived from that. Job description can also be chosen from the list of competencies available on the web portals like www.iobdescription.com. (For example, competencies like “plans and oversees the organisation’s advertising and promotion activities’ and “performs variety of clerical duties” are listed in a usual job description). Another available option is O*NET where the job listings are available with educational qualification, experience, and necessary skills. Common sense is must while compiling the human requirements for a job. Job specific human traits, which can be derived out of ‘job analysis, such as manual dexterity and qualification, are |. On the other hand, the fact which cannot be ignored is that, certain work behaviours are applicable tonearly every job, even if, those behaviours might not be evident in any job analysis. 3) Job Specification Based on Statistical Analysis: The most secure but difficult approach is specification based on statistical analysis. This targets (o statistically determine the relation between: i) Some human traits or predictors like intelligence, finger dexterity, or height; and ii) Some criteria or signs of job effectiveness like performance rated by supervisor, etc. Below mentioned are the five steps involved in the procedure: i) Evaluate the job and find ways to determine job performance; ii) Choose personal traits such as finger dexterity which forecast successful performance; iii) Assess candidate for the specified traits; iv) Compute the successive job performance of these candidates; v) Perform statistical analysis of job performance and human trait (e.g., finger dexterity) relationship. The aim here is to find if the latter is forecasted by the former. This is a more justifiable approach than that of judgemental since the legislation of equal rights forbids the use of traits which are incapable of distinguishing between low and high job performers. For example, hiring standards which discriminate on the basis of race, gender, religion, age, or national origin need to be shown in order to forecast job performance. This is ideally done using a study of statistical validation. Practically, most of the employers depend more on the judgemental approach. 2.4.6. Job Description ys. Job Specification defines roles, tasks, duties and responsibilities expected to be performed in a particular job. It is a primary tool to collect job-related data. Basis of ‘Job Description ‘Tob Specification Difference TD) Meaning [Job description is a well written statement which |Job specification is a written summary of minimum qualification, appropriate skills, Knowledge and a set of characteristics that are required by an individual to fit in a job. 2) Objective Tt helps the organisation to gather data related to a It helps the candidates to find-out whether they ae eligible o apply for a particular job position or not. Tt facilitates employee development. Tts main orientation is towards specific human qualities which are required fora job. particular job so that it can be advertised. Tehelps in better job performance in an organisation. Its main orientation is towards task and responsibilities to be performed on the job. us fo) ch 2.5.1. Meaning and Definition of Job Design ae 2 : Job design means combining different tasks in order 0 make an entire job. It refers to structuring the job specifications, methods, contents, and job relationships in such a way that it efficiently meets different organisational and technological requirements alongwith the personal requirements ofthe job holder. For example, the'job design for a mechanist would involve specifications regarding the type of machines that he would be expected to operate, how they would be operated, and the expected performance standards. The job design for a manager may comprise of identification of responsibilities and goals, defining decision-making esponsibility areas, and setting up suitable success indicators. Scanned with CamScanner