HRM Session 3: HR Planning & Job Analysis PDF

# Human Resource Management (HRM) - Warren Stanley Patrick, Ph.D., XLRI Jamshedpur - What's the difference? ## Human Resource Management (HRM) - HRM involves "all management decisions and actions that affect the nature of the relationship between the organization and employees - its human resourc...

# Human Resource Management (HRM) - Warren Stanley Patrick, Ph.D., XLRI Jamshedpur - What's the difference? ## Human Resource Management (HRM) - HRM involves "all management decisions and actions that affect the nature of the relationship between the organization and employees - its human resources" (Beer et al., 1984). - Until the late 1970s, this discipline was described as "personnel management". - Goals in "personnel management" were attracting, motivating and retaining workers. - During the 1980s, HRM took on a broader focus which included concerns for worker's health, safety, satisfaction and performance. - Goals of "HRM" are concerned with the bottom line: ## Strategic HRM (SHRM) - SHRM is largely about integration and adaptation (Schuler & Jackson, 1999), to ensure that: - HRM is integrated with the organization in line with its articulated strategy and strategic needs. - HR practices are consistent both across policy, hierarchies and are adjusted, accepted and used by line managers and employees in their daily work. - SHRM links, integrates and connects across levels in organizations. - Organizations strategic business needs reflect managements overall plan for survival, growth, adaptability, and profitability. - SHRMS purpose is to effectively utilize human resources ## International HRM (IHRM) - Morgan's "3-D" definition of IHRM: - Morgan defines international HRM as the interplay among the three dimensions of human resource activities, categories of employees and countries of operation. - 1. The HR activities of procurement, allocation & utilization - 2. The countries of operation or country categories involved in IHRM activities: - Host-country (where subsidiary may be located) - Parent-country (where firm is headquartered) - Other-countries (that may be source of labor, finance & other inputs) - 3. The three categories of employees of an international firm: - PCNs (Parent country nationals) # Session-3: HR Planning & Job Analysis ## Human Resource Management ### Learning Objectives - 4.1 Define talent management and explain what talent management-oriented managers do. - 4.2 Discuss the process of job analysis, including why it is important. - 4.3 Explain and use at least three methods of collecting job analysis information. - 4.4 Explain how you would write a job description, and what sources you would use. - 4.5 Explain how to write a job specification. - 4.6 Give examples of competency-based job analysis ### 4.1 Define Talent Management and Explain What Talent Management-Oriented Managers Do - 4.1.1 What Is Talent Management (TM)? - Talent management is an integrated set of processes, programs, and cultural norms in an organization designed and implemented to attract, develop, deploy, and retain talent to achieve strategic objectives and meet future business needs. - 4.1.2 Steps in the TM Process - Decide what positions to fill - Build a pool of job candidates - Obtain application forms - Use selection tools - Decide to whom to make an offer - Orient, train, and develop employees - Appraise employees - Compensate employees to maintain their motivation - 4.1.3 Talent Management Software - Automates many of the talent management steps. - Helps coordinate the results of activities. ### 4.2 Discuss the Process of Job Analysis, Including Why It Is Important - 4.2.1 What Is Job Analysis? - Job analysis is the procedure for determining the duties and skill requirements of a job and the kind of person who should be hired for it. - Job analysis produces information for writing job descriptions (a list of what the job entails) and job (or "person") specifications (what qualifications people need to do the job). - Job analysis is the understanding of what jobs need to be filled, and the human traits and competencies required to do those jobs effectively. - 4.2.2 The Basics of Job Analysis - Work activities - Human behaviors - Machines, tools, equipment, and work aids - Performance standards - Job context - Human requirements - 4.2.3 Uses of Job Analysis Information - Recruitment and selection (Equal Remuneration Act, 1976, and the Prevention of Discrimination in Employment principles) - EEO compliance (Rights of Persons with Disabilities Act, 2016) - Performance appraisal - Compensation (Equal Remuneration Act) - Training - 4.2.4 Steps in Conducting a Job Analysis - 1. Identify the use to which information will be put. - 2. Review relevant background information about the job such as organization charts and process charts. - Workflow Analysis - HR as a Profit Center: Boosting Productivity Through Work Redesign - Business Process Reengineering - Job Redesign - 3. Select representative positions. - 4. Analyze the job by collecting data on job activities, working conditions, and human traits and abilities needed to perform the job. - 5. Verify the job analysis information with the worker performing the - 4.2.4.1 Workflow Analysis - A detailed study of the flow of work from job to job in a work process (such as processing a mortgage application). In turn the analysis may lead to changing or “reengineering" the job. - Usually, the analyst focuses on one identifiable work process, rather than on how the company gets all its work done. - Does how this job relates to other jobs makes sense? - Should this job even exist? - How (if at all) should we redesign this job? - 4.2.4.2 HR as a Profit Center - Boosting Productivity through Work Redesign - Let's talk about it... - Based on your experience, what would the workflow look like for your campus placement process, which is used to manage final placement activities for MBA students? - How can this workflow be improved to enhance efficiency and student placement success? - 4.2.4.3 Business Process Reengineering - Redesigning business processes and jobs, usually by combining steps, so that small multifunction process, teams using information technology do the jobs formerly done by a sequence of departments. - Order fulfillment in e-commerce - Patient intake in heathcare - 4.2.4.4 Job Resign - Redesigning jobs using methods such as job enlargement, job rotation, and job enrichment. - Job enlargement means assigning workers additional same-level activities. - Job rotation means systematically moving workers from one job to another. - Job enrichment redesigns roles to boost responsibility, achievement, growth, and motivation by empowering employees. ### 4.3 Explain and Use at Least Three Methods of Collecting Job Analysis Information - 4.3.1 Collecting Job Analysis Information - Interviews - best approach - Questionnaires - best for quantifying each job's worth for pay purposes. - Observation - useful when jobs consist of observable physical activities. - Things to keep in mind - A joint effort - HR manager, worker, supervisor - Clear questions and process - to the employees - Several methods - to have a holistic picture - 4.3.1.1 The Interview - Typical Questions - What is the job being performed?”; “In what activities do you participate?”; “What are the health and safety conditions?" - Structured Interviews - many managers use questionnaires to guide the interview. - Pros: Interviews are quick, comprehensive, and reveal insights beyond written descriptions. - Cons: Distortion may occur as jobholders aim to impress or influence perceptions. - Interviewing Guidelines - several techniques to keep in mind when conducting interviews are discussed. - 4.3.1.2 Questionnaires - Structured checklists - "Describe the major duties" - Pros and cons - 4.3.1.3 Observations - Useful with observable physical activities - assembly-line worker and accounting clerk etc. - Not appropriate when the job entails a lot of mental activity. - Reactivity is another problem. Workers may change what they normally do because they are being observed. - 4.3.1.4 Participant Diary/Logs - Participant Diary/Logs-in a diary or log, the employee records every activity he/she engages in, along with the amount of time needed to perform each activity, in order to produce a complete picture of the job. - Pocket dictating machines can help remind the worker to enter data at specific times and eliminate the challenge of trying to remember at a later time what was done. - 4.3.1.5 Quantitative Job Analysis Techniques - Position Analysis Questionnaire (PAQ) contains 194 items representing five basic elements: - having decision-making/communication/social responsibilities - performing skilled activities - being physically active - operating vehicles/equipment - processing information - The final PAQ "score" reflects the job's rating on each of these five activities. See www.paq.com for online version. - Department of Labor (DOL) Procedure-a standardized method for rating, classifying, and comparing virtually every kind of job based on data, people, and things. Each worker - 4.3.1.6 Online Job Analysis Methods - Employers also use online job analysis methods using standardized job analysis questionnaires distributed by HR. - Online questionnaires are sent to employees geographically disbursed employees with instructions to complete the forms and return them by a particular date. - The job analyst may then convene online job experts to discuss and finalize the knowledge, skills, abilities, and other characteristics doing the job requires. ### 4.4 Explain How You Would Write a Job Description, and What Sources You Would Use - Job Description Sections - Job identification - Job summary - Responsibilities and duties - Authority of incumbent - Standards of performance - Working conditions - Job specification - Job Identification - Job Title: Telesales Representative - Job Code: 100001 - Exempt/NonExempt Status: Nonexempt - EEOC: Sales Workers - Reports To: District Sales Manager - Location: Boston - Date: April 2013 - Job Summary - The person in this position is responsible for selling college textbooks, software, and multimedia products to professors, via incoming and outgoing telephone calls, and to carry out selling strategies to meet sales goals in assigned territories of smaller colleges and universities. - Relationships - Inside and outside the organization - Reports to - Supervises - Works with - Outside the company - Responsibilities and Duties - Primary Responsibilities (List in order of importance and list amount of time spent on task.) - Driving Sales (60%) - Achieve quantitative sales goal for assigned territory of smaller colleges and universities. - Determine sales priorities and strategies for territory and develop a plan for implementing those strategies. - Conduct 15-20 professor interviews per day during the academic sales year that accomplishes those priorities. - Conduct product presentations (including texts, software, and Web site); effectively articulate author's central vision of key titles; conduct sales interviews using the PSS model; conduct walk-through of books and technology. - Employ telephone selling techniques and strategies. - Sample products to appropriate faculty, making strategic use of assigned sampling budgets. - Close class test adoptions for first edition products. - Negotiate custom publishing and special packaging agreements within company guidelines. - Initiate and conduct in-person faculty presentations and selling trips as appropriate to maximize sales with the strategic use of travel budget. - Plan and execute in-territory special selling events and book-fairs. - Develop and implement in-territory promotional campaigns and targeted email campaigns. - Publishing (editorial/marketing) 25% - Report, track, and sign editorial projects. - Gather and communicate significant market feedback and information to publishing groups. - Territory Management 15% - Track and report all pending and closed business in assigned database. - Maintain records of customer sales interviews and adoption situations in assigned database. - Manage operating budget strategically. - Submit territory itineraries, sales plans, and sales forecasts as assigned. - Provide superior customer service and maintain professional bookstore relations in assigned territory. - Decision-Making Responsibilities for This Position: - Determine the strategic use of assigned sampling budget to most effectively generate sales revenue to exceed sales goals. - Determine the priority of customer and account contacts to achieve maximum sales potential. - Determine where in-person presentations and special selling events would be most effective to generate the most sales. - Standards of Performance and Working Conditions - Lists the standards the company expects the employee to achieve for each of the job description's main duties and responsibilities. - Trends Shaping HR: Digital and Social Media - Social Media helping to democratize HR - Let's take a look... - Know Your Employment Law - Writing Job Descriptions That Comply with the ADA - How is this done in the Indian Context? - Rights of Persons with Disabilities Act, 2016 - Let's take a look... - Writing Job Descriptions – Indian Context - JDs must detail job duties and essential functions, ensuring clarity on required tasks, similar to ADA standards. - Clearly list job-relevant qualifications & skills to ensure that candidates meet job requirements with potential adjustments, fostering transparent recruitment. - RPwD Act mandates reasonable accommodations (e.g., infrastructure modifications, flexible schedules) for candidates with disabilities, avoiding “undue burden” on employers. - Provide adjustments and modifications - flexible hours, or reassignment options, supporting job performance without significant hardship, as per law. - Inclusive employment practices for differently-abled employees - HR Tools for Line Managers and Small Businesses - Using O*NET - What are the options for India? - Let's talk about it... - HR Tools for Line Managers and Small Businesses: Options for India - National Classification of Occupations (NCO) offers online job descriptions, skills, and education levels for the Indian market. https://dge.gov.in/dge/national_classification_of_occupations - Sector Skills Councils (SSCs): SSCs under NSDC provide standardized job roles and competencies, assisting small businesses in accurate job structuring. - Job Portals: Platforms like Naukri.com and Indeed list job descriptions across industries, aiding small businesses in understanding skills and requirements. - Customizing JDs: Small businesses can combine NCO and SSC duties, tailoring job descriptions to specific organizational - Steps in Using O*NET to Write Job Descriptions - Step 1. Review Your Plan - Step 2. Develop an Organization Chart - Step 3. Use a Job Analysis Questionnaire - Step 4. Obtain Job Duties (e.g., Retail Sales) from: - O*NET: http://online.onetcenter.org/ - Job Descriptions: https://job-descriptions.org/ - Step 5. List the Job's Human Requirements from O*NET or Job Descriptions - Step 6. Finalize the Job Description - Writing Job Descriptions Using Available Resources in India - Identify Key Responsibilities: Use NCO or SSC resources to outline core duties and responsibilities by job title. - Specify Skills and Competencies: Reference skills requirements (e.g., communication, technical proficiency) by consulting industry job portals or SSC guidelines. - Determine Educational Requirements: Refer to NCO or industry standards to specify educational and experience qualifications. - Define Additional Requirements: Customize job descriptions by including any unique requirements relevant to the specific business context. - Review and Adant: Regularly revisit those descriptions to - The New Normal - When Jobs Change, Change the Descriptions - Let's talk about it... ### 4.5 Explain How to Write a Job Specification - Writing Job Specifications - Writing Job Specifications—takes the job description and answers the question, "what human traits and experience are required to do this job effectively?" - Lists the human traits and experience required to do the job effectively. - Shows what kind of person to recruit and what qualities you should test that person for. - Specifications for Trained versus Untrained Personnel - Trained/experienced people - Length of service - Quality of relevant training - Previous job performance - Untrained people - Specify qualities: physical traits, personality, interests, or sensory skills that imply some potential for performing the job or for trainability. - Specifications Based on Judgment - Make educated guesses - "What does it take in terms of education, intelligence, training, and the like to do this job well?" - Review the job's duties and deduce from those what human traits and skills the job requires. - Choose human traits and skills from those listed in Web-based job descriptions. - Use common sense - behaviors that may apply to almost any job but that might not normally surface through a job analysis. - Diversity Counts - Job Specification Purpose: Outline training and skill requirements, guiding employers on the type of candidates to consider hiring. - Unintended Discouragement: Descriptions of human requirements can unintentionally deter certain candidates from applying, affecting inclusivity and diversity in recruitment. - Requirement Limitations: Overly specific qualifications, like degrees or niche experience, can overlook skilled candidates, limiting diversity in applicant pools. - Language Sensitivity: Words matter; terms like “collaborate” instead of “drive results” can help attract a more gender-inclusive candidate pool. - Use of Tools: Employers use platforms like Textio to identify and - HR and the Gig Economy: Do Gig Workers Need Job Specifications? - Hiring nonemployee gig workers doesn't mean the employer doesn't need job descriptions and job specifications. - Job descriptions and job specifications are still important. - Employer must still ensure that the workers at least fit certain minimum requirements. - Job Specifications Based on Statistical Analysis - Predictor - human trait such as height, intelligence, or finger dexterity. - Criterion - or indicator of job effectiveness, such as performance as rated by the supervisor. - Five-Step Procedure - analyze the job and decide how to measure job performance; - select personal traits like finger dexterity that you believe should predict performance; - test candidates for these traits; - measure these candidates' subsequent job performance; - statistically analyze the relationship between the human trait (finger dexterity) and job performance, to determine - The Job-Requirements Matrix - A more complete description of what the worker does and how and why he or she does it; it clarifies each task's purpose and each duty's required knowledge, skills, abilities, and other characteristics. - A typical matrix lists the following information, in five columns: - Column 1: Each of the job's four or five main job duties - Column 2: The task statements for the main tasks associated with each main job duty - Column 3: The relative importance of each main job duty - Column 4: The time spent on each main job duty - Employee Engagement Guide for Managers - Development Dimensions International conducted study - identified several personal characteristics that seemed to predict the likelihood someone would be engaged. - These traits included adaptability, passion for work, emotional maturity, positive disposition, self-advocacy, and achievement orientation. - A sensible suggestion is to seek out people who already have track records of being engaged employees. ### 4.6 Give Examples of Competency-Based Job Analysis - Competencies Models - The ideal competency statement will include three elements: - Name and brief description - Description of the observable behaviors - Proficiency Level - Analytical Thinking—assessing complex information to make sound decisions. - Observable Behavior: identifies key issues, interprets data trends, and formulates solutions to solve complex problems. - Proficiency Levels: - Basic: Recognizes key information and organizes data logically. - Intermediate: Interprets data trends and identifies underlying issues. - What is a Competency? - Knowledge is the facts and figures, concepts, ideas and theories that have already been identified and support understanding of a specific field or topic. - Skills are defined as the ability and capacity to carry out certain processes and use existing knowledge to achieve results. - Attitude is described as the person's mindset and intention to act or react to an idea, persons or situation - is a compilation of knowledge, skills and attitudes - is defined as a capability or ability - is a set of related but different sets of behavior organized around an underlying construct called the “intent.” The behaviors are alternate manifestations of the intent, as appropriate in various situations or times. - The Strategic Context - Apple's Leadership Competencies - Let's talk about it… - Apple's Leadership Competencies - Apple's functional organization, inspired by Steve Jobs, centralizes specialized expertise in Engineering, Software, and Design to foster innovation, avoiding fragmentation by not separating experts into product-specific departments. - He achieved this strategic aim by hiring technical experts based on, in effect, a competency model consisting of three crucial competencies: - deep expertise in their specialized area (such as cameras, or folding screens). - focus on the technical details of bringing forth the best product. - collaboration (Apple's dual-lens camera with portrait mode required collaboration of dozens of teams viz., - How to Write Competencies Statements - The ideal competency statement will include three elements: - Name and brief description - Description of the observable behaviors - Proficiency Level - Analytical Thinking—assessing complex information to make sound decisions. - Observable Behavior: identifies key issues, interprets data trends, and formulates solutions to solve complex problems. - Proficiency Levels: - Basic: Recognizes key information and organizes data logically. - Intermediate: Interprets data trends and identifies underlying issues. - Thank you