Human Resource Planning: Job Analysis

Human Resource Planning (Module 4)

Job Analysis

• It involves analyzing an existing job and its tasks
• This includes description, employee characteristics, qualifications, tasks, skills, knowledge and behaviours required to perform the job
• It is used in selection by identifying the skills/knowledge required of the incumbent
• It is a critical tool in performance reviews as it outlines performance standards
• Methods to complete include task inventories, questionnaires, checklists, supervisor/incumbent interviews, observations
• Different aspects to analyze include duties, tasks, environment, tools, equipment, relationships, requirements
• Duties and tasks include: frequency, duration, effort, skill, complexity, equipment, and standards
• Environment includes: physical requirements, unpleasant conditions, definite risks, hostile and aggressive people.
• Tools and equipment considers: needed personal tools, computers, laptops, or cell phones.
• Relationsips covers supervision given and received, relationships with internal or external people.
• Requrements covers knowledge, skills, and abilities required to perform the job
• It sets the stage for developing the job description

Purpose of Job Analysis

• Used for determining current and future training needs
• Provides information regarding compensation levels for employees
• Includes defining skill levels and compensatory factors like task difficulty, required education, and supervisory responsibilities.

Job Description

• Reflects what the employee is expected to accomplish
• Process of systematically collecting, analyzing, and documenting key facts about a job
• Functions include outlining duties and provides a framework for performance assessment
• Well-written descriptions use action verbs describing what is being done like participate, schedule, update, or research

Task Statement

• They focus on primary, current, normal and daily duties
• Temporary assignments are excluded
• Written in one to three sentences, outcome-based, allowing alternate means of performing duties
• Contain a verb, object, and purpose

6 Areas to Include in a Job Description

• Mental Functions: Analyzing, coordinating, computing, copying, compiling, synthesizing
• Physical Functions: Lifting, movement, auditory, visual, taste, smell
• Environmental Conditions: Exposure to weather, noise, confined environment
• Equipment: Office equipment, hand/power tools, vehicles, wheelchairs, lifts
• Hazards: Proximity to moving equipment, high spaces, explosives, exposure to chemicals
• Relationships: Supervision, communication, instructing, interpersonal skills, control of others

Pre-Employment Inquiries

• Avoid questions about age, if you have kids and illnesses
• Commission suggests phrasing previous name requests to verify past employment/education/references
• Request information on past employment, education, or references
• Only ask for names of relatives or next of kin if needed for a business purpose like an emergency contact

Source of Income

• Any inquiry concerning the source of income must be job related
• Information about former employment can be requested
• Avoid inquiries about income sources with stigma (social assistance, disability pension, child maintenance) unless job-related
• Only age can be asked if applicant requires to be over 18 in specific jobs
• Avoid inquiries about an applicant's spouse, number of children or dependants, childcare arrangements and plans

Prohibited questions

• Gender, gender identity/expression, marital/family status
• It is not okay to ask previous address, unless it is for a job-related purpose, e.g., residency
• Questions about citizenship, unless inquiring if applicant is legally entitled to work in Canada
• Avoid sexual orientation questions, unless necessary for the job
• A job-related medical examination after an offer is permissible
• State that the offer depends on the examination
• Workers compensation can only be asked if needed to know if applicant can perform the job

Job requirements

• It is only okay to ask about language ability, military service, educational institutes if they match the job requirements
• Can only ask about Memberships in clubs, organizations and professional associations if job-related
• If needed, Photographs can only be asked for after offer of employment

Successful Interviews

• Determine the interview team in advance
• Prepare questions, decide who will ask
• Make notes on candidate's answers
• Debrief between interviews to focus on strengths/weaknesses
• Interview in a comfortable location
• Set up realistic interview schedules, allowing half hour for debriefing
• Decide who is responsible for reference checks
• Confirm with candidate that it is okay to contact references provided
• Follow up interview can be scheduled if more information is needed

Performance Appraisal

• Employee performance measurement is an ongoing process that requires staff receiving feedback
• Evaluations provide feedback on meeting job expectations
• Let employees know how they are doing and how they can improve
• Assures fair and equitable evaluation
• Notes good and poor performance
• It shows the employee that superiors want to help employee evolve
• Done annually

Performance Evaluation

• Determines the extent to which employee is performing assigned duties
• Provides documentation for decisions (training, compensation, promotions, disciplinary actions, terminations)
• Provides opportunities to share feedback
• Supports/assists employees to develop
• Recognizes accomplishments and motivates

Appraisal Methods

• Results-orientated: managers and employees jointly set objectives, evaluate progress, and reward results
• Critical incident reports: managers note positive and negative behaviors throughout performance period
• Rubrics: combines rating and critical incidents with expertise to construct rating scale
• Ranking: managers rank employee performance from best to worst relative to others in the same job
• Narrative: managers write a statement on strengths, weaknesses, and performance; lacks standardized format

Performance Development

• May involve further education, professional organizations, research, mentorship, cross-training, conferences
• Factors of the decision whether or not to invest in staff
  • Does the employee need the training?
  • What are the long-term career plans of the employee?
  • Does the training align with the goals of the organization?
  • What is the impact of the employee's absence?
  • Is there an adequate budget?

Disciplinary Action Steps

• Verbal reprimand: manager/employee discuss deficiency and ways to alter behaviour
• Written warning: violation discussed, consequence if repeated, action plan, form signed by both
• Final written warning: possible suspension; review incidents
• Dismissal or termination

Conflicts in Organizations

• Causes include poor communication, weak leadership, change, lack of openness, power seeking, dissatisfaction, conflicting roles/values, personality differences, race/gender issues
• Constructive when it clarifies issues, builds cooperation, develops skills, promotes communication, and releases anxiety

Policies and Procedures (Module 5)

What is a policy?

• They make decision making easier
• They are the organization's guidelines
• Guide scope of service, inform decision making, and problem solving
• Policies reflect rules governing organizational processes to achieve goals, coordinate plans, and control performance
• Actions become more consistent
• Policies infrequently change, have organizational wide influence, establish boundaries, and direct behavior
• Policy can be implied (courtesy of email response) or expressed

What is a procedure?

• A series of steps that achieve the policy
• Guides action/execution
• Details steps for specific duties
• Procedures may change more often and may not affect agency to extent that policies do
• They implement policies

Review Procedure Manual

• Review and revise the procedure manual periodically
• Involving staff in this improves departments
• Established procedures save staff time, facilitate delegation, reduce costs, increase productivity, mean of control
• Example involving power tools: staff receive education and pass a written exam before operating

Purpose of Policies Procedures

• Establish standard for staff
• Ensure compliance with standards and uniform care
• Direct staff towards achieving departmental goals
• Improve decision-making
• Streamline administrative practices
• Provide accountability
• Identify compliance with legislation
• Minimize risk

Policy Emergence

• Originated by top management or at department level, circulated for comments before approval
• Appealed when a manager needs a question reviewed, precedents are set
• Externally imposed by governmental laws, professional standards (ATRA), accreditation

Policy and procedures Develpoment

• Involve managers, supervisors, staff
• Develop action plan (sections to be developed, manual structure, research/writing, and review)
• Distribute plan for feedback
• Make revisions
• Develop implementation strategy
• Submit to key individuals/departments
• Educate staff
• Establish review date

Decision Making Steps

• Issue identification, analyze situation
• Exploring alternatives, consider law/policy
• Evaluate alternatives, feasibility, satisfaction, consequences
• Select an alternative, get feedback
• Implementing the decision, address resistance
• Evaluate the decision, measure against the purpose

Decision Types

• Programmed decisions: repetitive, routine, precedent-based; policies/procedures
• Non-programmed decisions: unstructured, novel situations; custom approach

Risk Management (Module 6)

What is Risk Management?

• A plan of prevention
• Identifies/manages threats to the organization by reviewing operations
• Risk management planning helps Identify, Assess and Control risks present in operations, service delivery, staffing and governance activities of the organization.
• Effective process continuously identifies, analyzes, and controls potential risks
• It reduces costs avoid lawsuits

Due Diligence

• While a defendant may have been negligent, they can be found not guilty if it can be proven that they exercised due diligence
• It entails taking all reasonable steps to prevent the incident
• Best defence includes documentation, following procedures, and measurements

3 Main Factors

• Foreseeability: reasonable person could foresee danger
• Preventability: opportunity to prevent injury/accident
• Control: responsible person available to prevent

Risk Management Ways

• Avoid programs with too high risk.
• Modify with risk factor. Policies and procedures are examples of risk modification
• Retain through liability insurance.
• Share with another organization, e.g., joint insurance policy

4 Types of law:

• Contract: these laws apply to labour/employment, service contracts, facility contracts
• Criminal: against society (fraud, theft, drugs, violence, negligence)
• Human rights: laws related to the rights of the individuals.
• Tort: civil matters, not criminal

Risk Areas

• Governance (liabilities)
• Programs (safety/equipment)
• Human resources (dismissal, harassment, volunteers)
• Financial (theft/fraud)
• Facilities (capital, safety, lighting)
• Technology (internet policies, security, upgrades)

Risk Management Plan Purpose

• Reduction of injuries
• Stronger defense
• Possible insurance reduction
• SAFER PROGRAMMING