05-HRD-HRM-part-1-WFP-and-JA.pdf

INDUSTRIAL-ORGANIZATIONAL PSYCHOLOGY Human Resource Management & Human Resource Development PART 1  Management Process Involves 5 basic functions: planning, organizing, staffing, leading, and controlling. WU-P I/O PSYCHOLOGY ...

INDUSTRIAL-ORGANIZATIONAL PSYCHOLOGY Human Resource Management & Human Resource Development PART 1  Management Process Involves 5 basic functions: planning, organizing, staffing, leading, and controlling. WU-P I/O PSYCHOLOGY  HRM and HRD Human Resource Human Resource Management Development the broader function responsible the process of enhancing for managing all aspects of the employees' skills, employee lifecycle within an knowledge, abilities, and organization overall competencies to improve their performance and contribute to the WU-P I/O PSYCHOLOGY organization's goals.  Human Resource Management the process of acquiring, training, appraising, and compensating employees, and of attending to their labor relations, health and safety, and fairness concerns. WU-P I/O PSYCHOLOGY  Human Resource Management Conducting job analyses (determining the nature of each employee’s job) Planning labor needs (Workforce planning) Recruiting and Selecting job candidates Orienting and training new employees Managing wages and salaries (compensating employees) Providing incentives and benefits Appraising performance Communicating (interviewing, counseling, disciplining) Training employees, and developing managers Building employee relations and engagement WU-P I/O PSYCHOLOGY SUBSECTION 1 Workforce Planning, Job Analysis & Design WU-P I/O PSYCHOLOGY  Workforce Planning a process in which an organization attempts to estimate the demand for labor and evaluate the size, nature, and sources of the supply which will be required to meet the demand human resource strategic staffing planning succession WU-P planning I/O PSYCHOLOGY BENEFITS OF Workforce Planning Practical Benefits - direct and substantive effects of WFP 1. ensure replacements are 2. provide realistic staffing 3. provide a clear rationale available to fill important projections for budget for linking expenditures for vacancies purposes training and retaining, development, career 4. help maintain and improve 5. help prepare for counseling, and retirement a diversified workforce restructuring, reducing, and efforts expanding the workforce WU-P I/O PSYCHOLOGY BENEFITS OF Workforce Planning Process Benefits - indirect effects of going through WFP 1. provides 2. allows the 3. integrates various organizational members organization to align organizational actions the opportunity to think and centralize efforts for the purpose of about the future reinforcing the strategy WU-P I/O PSYCHOLOGY APPROACHES IN Workforce Planning 1. Traditional Workforce Planning 2. Workforce Analytics 3. Forecasting and Scenario Modeling 4. Strategic Workforce Planning 5. Human Capital Planning WU-P I/O PSYCHOLOGY APPROACHES IN Workforce Planning 1. Traditional Workforce Planning - The essence of this approach is on analyzing the supply/demand gap and creating a plan to address future staffing needs Steps Collect data about the environment, the organization’s strategy, and other future aspects Analyze the data about the current workforce (headcount, turnover, skills, age, retirement eligibility) to project as best as you can, the future workforce WU-P I/O PSYCHOLOGY APPROACHES IN Workforce Planning 2. Workforce Analytics - Quantitative analysis of the relationship between key business metrics and staffing- related variables: employee demographics cost job categories outcomes (e.g., turnover, performance, customer satisfaction, revenue) For example, staffing actions can be prioritized by analyzing WU-P how vacancy rates in various positions affect revenues I/O PSYCHOLOGY APPROACHES IN Workforce Planning 3. Forecasting and Scenario Modeling - Is based on multiple assumptions about the future, unlike traditional WFP which is only based on a single set of assumptions. Often each assumption about the future would have its own implication about staffing. Traditional Workforce Planning Forecast/Scenario Planning ex: If sales is considered a critical factor, ex: Aside from determining staffing requirement on a then the staffing requirement will only be just sales forecast (scenario 1), staffing requirement based on on a single scenario, for example, may also be determined by considering the possibility on a given sales forecast. of not meeting (scenario 2) or greatly exceeding (scenario 3) the sales forecast. WU-P I/O PSYCHOLOGY APPROACHES IN Workforce Planning 4. Strategic Workforce Planning - Characterized by having senior leaders participate in the process to come up with general workforce directions (instead of precise numbers) that would be translated into staffing numbers later on - “workforce planning should not only be relegated to the HR department” WU-P I/O PSYCHOLOGY APPROACHES IN Workforce Planning 5. Human Capital Planning (HCP) - similar to strategic WFP, is concerned with the bigger picture - distinct due to the following aspects: Segmentation - Involves classifying job roles according to their importance to the business, and then matching these segments with specific workforce actions Less Specificity - The level of analysis in HCP is job roles, families, or functions, instead of specific jobs and/or skills and competencies Time Frame - The time frame of the plan to be generated is 3 to 5 years WU-P I/O PSYCHOLOGY In order to do WFP, it is necessary to understand the jobs in the organization Job Analysis systematic process for collecting and analyzing information about a job WU-P I/O PSYCHOLOGY  Job Analysis When analyzing jobs, data is usually collected on the following aspects: Tasks KSAs (or work activity) Levels of Job Workplace Performance Characteristics WU-P I/O PSYCHOLOGY  When analyzing jobs, data is usually collected on Job Analysis the following aspects: Tasks (or work activity) - “an action or action sequence grouped through time designed to contribute a specific end result to the accomplishment of an objective and for which functional levels and orientation The basic format of a task statement should can be reliably assigned” indicate the action to be performed and the result expected from the action WU-P I/O PSYCHOLOGY  Job Analysis Knowledge, Skills, and Abilities (KSAs) Knowledge - an organized body of information, usually of a factual or procedural nature, that, when applied, makes the successful performance of a job action possible Skill - the proficiency in the manual, verbal, or mental manipulation of things, ideas, or people Ability - the present capacity to execute a job action, to perform a job function by applying an underlying knowledge WU-P I/O PSYCHOLOGY base and the necessary skills simultaneously  Job Analysis Levels of Job Performance The expected range of performance required for the job Workplace Characteristics The characteristics of the work environment that may have a bearing on job performance WU-P I/O PSYCHOLOGY USES OF Job Analysis Results of Job Analysis are used in the various HR systems namely, 1. Recruitment and Selection 2. Training and Development 3. Performance Management and Compensation One of the outputs of JA are Can determine what KSAs must job descriptions. JD can be be developed/trained in certain JA can be used to help used to explain to recruiters employees in particular determine Levels of and applicants what a job positions Performance as well as the entails and what are the job basis for determining pay requirements levels WU-P I/O PSYCHOLOGY USES OF Job Analysis Results of Job Analysis are used in the various HR systems namely, 4. Organizational Management and Planning 5. Litigation Protection Constant changes in the organization need In the US, JA is used to ensure all HR constant updating of job descriptions, and this decisions are free from discrimination and updating can only be done if JA is conducted are based purely on job specifications WU-P I/O PSYCHOLOGY  Job Analysis METHODOLOGIES 1. Self-Report - asking the job incumbent to come up with their own JD 2. Observation - ideal for job aspects involving physical work 3. Interview - most widely used method; 2 rounds recommended 4. Document Review - may include attendance records, performance appraisals, previous JDs 5. Questionnaire and Surveys - have pre-determined lists and categories about tasks and requirements WU-P I/O PSYCHOLOGY STRATEGIC Job Analysis A potential problem in job analysis is that data can become stale in the light of changes in organizational strategy. Strategic Job Analysis addresses this problem by ensuring that data stay relevant for the entire organization Being strategic means that: 1. Information about jobs are continuously 2. Tasks and KSAs are revised in the light gathered for the future of future changes Ask SMEs (Subject Matter Experts) to SMEs give ratings to tasks and KSAs (1 for brainstorm on future issues that might impact present, 1 for future) in terms of the accountabilities and KSAs of particular jobs importance and time spent on each task, difficulty learning KSAs, and projected WU-P I/O PSYCHOLOGY time when KSAs will be learned. ON THE NEXT PART... Job Descriptions Job Design WU-P I/O PSYCHOLOGY REFERENCES DESSLER G. (2019). FUNDAMENTALS OF HUMAN RESOURCE MANAGEMENT GLOBAL EDITION (5TH ED.). PEARSON EDUCATION LIMITED. HECHANOVA M. R. M. CALLEJA M. T. & VILLALUZ V. C. (2017). UNDERSTANDING THE FILIPINO WORKER AND ORGANIZATION. (2ND ED.). BLUEBOOKS