HRM1BB1 2024 Workforce Planning & Job Analysis PDF

HRM1BB1 2024 INTRODUCTION A warm welcome to you all! MODULE OUTCOMES & ASSESSMENT CRITERIA (CONSULT THE NEXT SLIDE) Module outcomes Module assessment criteria Students will be considered competent...

HRM1BB1 2024 INTRODUCTION A warm welcome to you all! MODULE OUTCOMES & ASSESSMENT CRITERIA (CONSULT THE NEXT SLIDE) Module outcomes Module assessment criteria Students will be considered competent when: 1. Use flow diagrams to show the steps in HR Illustrate the steps in the HR planning, planning, recruitment, selection, recruitment, selection, remuneration, rewards, remuneration, rewards, appointments and appointments and orientation processes; orientation processes; 2. Discuss and debate the merits of how HR Determine through careful analysis how HR should engage with line managers to contract the should engage with line managers to contract right people for the right jobs to achieve the the right people for the right jobs to achieve the organizational strategic goals; organizational strategic goals; 3. Analyse the HR relevant legislation (Basic Inspect the HR relevant legislation for its Conditions of Employment, LRA, SDLA, EEA, applicability to HR policy and procedures. BBBEE, etc.) to design HR policy and procedures or Conditions of Service with quality processes that benefit employer and employee; and 4. Explain how effective HR communication, Highlight and describe the importance of HR maintaining high quality of service delivery, communication and service delivery as HR regular monitoring and evaluation and producing executes its various HR functions. relevant records promote organizational strategy UNITS OR TEST APK lectures SWC lectures VENUE & TIME Intro and Unit 1 Tues 16 July 2024 Refer to Moodle Unit 1 – HR planning Tues 23rd July 2024 Unit 2 – Recruitment Tues 30th July 2024 Unit 3 – Selection Tues, 6th August 2024 Unit 3 Tues 13th August 2024 Unit 4 - Tues 20th August 2024 TEST 1 (APK & SWC) – Monday 26TH August 2024 RECESS Mon 2nd September – Fri 6th September Unit 5 Tues 10th Sept Refer to Moodle Unit 6 Tues 17th Sept 23rd (UJ Holiday) and 24th September (Heritage Day - Holiday TEST 2 (APK & SWC) - Tues 1st Oct Unit 7 Tues 8th Oct SICK TESTS, Tues 15th October 2024, (Sick test 1; Sick test 2) Study Period 21st October – 25th October Examination Date: Refer to Moodle EXAM DATE: Please check Moodle and your Exam Schedule – You will be assessed on all the Units in this module. 16/07/2024 DIRK LOTRIET 5 Your lecturers & administrators Contact details Consultation times Office Address: Please arrange via email Prof Roslyn De Braine APK D-Ring 429 (Associate Professor- APK) Telephone: 011 559 2078 Email: [email protected] Office Address: Please arrange via email Mrs Trinity Nyathi Auckland Park, D Ring 416 (Lecturer – SWC) Email: [email protected] Office Address: APK D-Ring 410 Office hours 09:00-16:00 Mr Thabang Mathudi (Administrative Officer APK) Telephone: 011 559 2159 Email: [email protected] Ms Grace Nkwanyana Office Address: SWCADD306 (Administrative Officer – SWC) Email: Telephone: 011 559 5052 [email protected] TEXTBOOK Nel, Werner, Botha, Chinyamurindi, du Plessis, Mdindela-Majova, Mey, Poisat & Van Hoek (2021). Human Resource Management (11th ed.). Cape Town, South Africa: Oxford. LEARNING UNITS 1. Workforce planning and job analysis 2. Recruiting the Right and Best Talent 3. Selecting the Right and Best Talent 4. Induction and socialization 5. Remunerating and rewarding talent 6. Legislation impacting recruitment, selection and rewards 7. Managing Human Resource Management related information to achieve organizational strategy  LEARNING UNIT 1 WORKFORCE PLANNING & JOB ANALYSIS HRM1BB1 2024 16/07/2024 DIRK LOTRIET 9 LEARNING OUTCOMES Learning outcome Assessment Criteria A. Explain how workforce planning forms part of 1. Define workforce planning. strategic organisational planning and the internal 2. Examine the internal and external factors and external factors that influence workforce that influence workforce planning. planning. 3. Analyze each step of the workforce planning process. B. Investigate job analysis, challenges related to it, 4. Describe job analysis as the foundation of components of jobs, job analysis and job design HRM and the challenges related to it. and the job analysis process. 5. Analyse the components of a job 6. Describe the various approaches to job design. 7. Outline and explain the job analysis process. 16/07/2024 DIRK LOTRIET 10  Despite the population increase – the huge talent drive will continue. Strategic talent management is a process that ensures that we have the right people in the right jobs at the right time to achieve expected results. Recruitment supplies a pool of suitable applicants to enter the selection process. Effective onboarding (induction and socialisation) ensures INTRODUCTION long term success, drives productivity, accelerate results and improve talent retention. HR Planning helps organisations to understand its current state, forecast its talent gaps and to take the necessary steps to close those gaps. Pro-active planning makes filling vacant positions less of a daunting task. 16/07/2024 DIRK LOTRIET 11 LO1 Define Workforce Planning 16/07/2024 DIRK LOTRIET 12 “WHEN A BUSINESS GROWS BIGGER IN TERMS OF ITS PRODUCTS AND SERVICES, PEOPLE ARE NEEDED TO HELP THE BUSINESS TO ACHIEVE ITS OBJECTIVES. IT THEN BECOMES NECESSARY TO ACQUIRE HUMAN RESOURCES.” 16/07/2024 DIRK LOTRIET 13  Workforce planning is defined as getting the right number of people with the right skills employed in the right place at the right time, to deliver an organisation’s short-and long terms objectives. Workforce planning covers a diverse range of activities: DEFINE HRP Succession planning (NEL ET AL. P.77) Flexible working Job design 16/07/2024 DIRK LOTRIET 14  “HRP, also referred to as workforce planning or personnel planning, has been defined as the process of “getting the right number of qualified people into the right job at DEFINE the right time”. HRP “Matching the supply of people – internally (existing employees) and externally (those to be hired or searched for) - with the opening the organisation expects to have over a given time frame” 16/07/2024 DIRK LOTRIET 15  “The systematic assessment of future HR needs and the determination of the actions required to meet those needs” DEFINE HRP “The process of forecasting an organisation’s future tasks and the environment’s demands on the organisation and then setting HR action measures accordingly” 16/07/2024 DIRK LOTRIET 16  HR planning has to be linked to strategic business goals and forms part of strategic business planning process. For organisations to accomplish their strategic purpose it is THE imperative to align its HR strategy with this purpose. HR strategy to support and underline the direction in which STRATEGIC the organisation is moving. HR strategy to support marketing, manufacturing, IT etc. NATURE OF HRP HR strategy should ensure the following: (NEL ET AL. Right people in the right positions P.77) With the right mix of skills The right attitudes and behaviours should be displayed Employees are developed in the right ways. 16/07/2024 DIRK LOTRIET 17 WORKFORCE PLANNING AS PART OF AN INTEGRATED STRATEGIC HRM SYSTEM NEL ET AL P.78 16/07/2024 DIRK LOTRIET 18  HRP involves applying the basic organisation planning process in (strategic & operational plans) to the human resource needs of the organisation. The HR-plan is to be derived from the Strategic and THE Operational plans of the organisation: Strategic plan RELATIONSHIP Refers to the approach selected to achieve specified BETWEEN HRP & aims in the future, this include adoption of courses of action and allocation of resources necessary to carry ORGANISATIONAL out those aims PLANNING Operational plan Present highly detailed information specifically to direct people to perform their day-to-day tasks required in the running of the organisation. 16/07/2024 DIRK LOTRIET 19  To accomplish effective planning the organisation should provide: A clear statement on the organisation’s mission RELATIONSHIP A commitment from staff members to the mission BETWEEN HRP & An explicit statement of assumptions (to clarify intent) ORGANISATIONAL A plan of action in light of available or required resources to attain such mission – including trained and PLANNING talented people 16/07/2024 DIRK LOTRIET 20 EXTERNAL ISSUES TO BE TAKEN INTO CONSIDERATION IN HRP 16/07/2024 DIRK LOTRIET 21 EXTERNAL ISSUES TO BE TAKEN INTO CONSIDERATION IN HRP Social Political Legal implication (new legislation) Economic Technology (IT Current labour situations and other e- market media) Cultural 16/07/2024 22  INTERNAL ISSUES TO BE TAKEN INTO CONSIDERATION IN HRP 16/07/2024 23 INTERNAL ISSUES TO BE TAKEN INTO CONSIDERATION IN HRP ORGANISATION’S THE IMAGE OF LABOUR DEMAND THE LABOUR WORKFORCE RECRUITMENT THE COMPANY SUPPLY PLAN POLICY 16/07/2024 24 LO3 ANALYZE EACH STEP OF THE WORKFORCE PLANNING PROCESS. Knowledge, ability, skills and experience of employees that are Workforce planning is essential if available within the organisation organisations want to cope must be maintained in an HR- and effectively and want to excel to stay management development ahead of their competitors. inventory. Global competition forces SA It is crucial to involve everyone that organisations to do more with less, is affected by the workforce which means smaller workforces to planning process. respond quickly to change and sustain organisation success. The staff composition of the organisation should represent our demographics. 16/07/2024 DIRK LOTRIET 25  Forecasting the labour demand. Forecasting techniques. THE STEPS IN THE WORKFORCE Forecasting labour supply. PLANNING Skills inventories and management information systems. PROCESS Implementation of the workforce plan. Control and evaluation of the workforce system 16/07/2024 26  Estimating the number of employees the organisation will need in the future. In the past HR planning was avoided as HR staff were too busy with administrative functions. 1. They believed that HR Planning was always “a hit and a miss affair”. FORECASTING HR staff were not always trained to use forecasting techniques. THE LABOUR Today sophisticated software packages are used. DEMAND Today computer forecasting techniques are used. Planners and users of these techniques must be knowledgeable and have the right training to do the forecasting. 16/07/2024 DIRK LOTRIET 27  Quantitative forecasting techniques (statistical information) are used more often, 2. because forecasting is more accurate if one has figures, statistics and metrics to work with. QUANTITATIVE AND Qualitative forecasting techniques (interview related information) rely on QUALITATIVE experts’ qualitative judgements or subjective assessment of labour demand or supply. FORECASTING TECHNIQUES People with these expertise are normally managers who are involved in the strategic planning of the organisation, and who are also familiar with the demands and requirements of the internal business itself. 16/07/2024 DIRK LOTRIET 28  3. FORECASTING LABOUR SUPPLY The estimation of the availability of workers with the required skills to meet the company’s labour needs in the future. The labour supply may come from existing (internal labour market), or from outside the organisation (the external labour market). Estimations begins within the organisation because labour information is readily available and is more accurate and relevant than information obtained externally. Skills inventory and Management Information Systems (MIS) are normally used to provide this information. 16/07/2024 DIRK LOTRIET 29  MIS describes a computer based information system which provides managers with the tools to efficiently organise, 4. SKILLS evaluate and manage departments within an organisation. MIS comprise of hard and software that can be used to process information automatically and produce regular reports on operations for every level of management within the INVENTORIES organisation. AND MIS allows for different employees to access, analyse and MANAGEMENT modify information. INFORMATION These systems operate within the total system, so the user is either not involved or aware of the processes that are being SYSTEMS (MIS) handled by the MIS. 16/07/2024 DIRK LOTRIET 30 4. TYPICAL INFORMATION FOUND IN A SKILLS INVENTORY OR MIS Personal or biological information Education and qualifications (degrees, licenses, certification) Service records (work experience) Results of performance assessments Language skills Training and development programmes attended Community and industry leadership responsibilities Disciplinary actions Awards received Career prospects 16/07/2024 DIRK LOTRIET 31  Assists with planning, controlling and decision making at management level. Improve organisations productivity. 4. ADVANTAGES OF Problems identified, assisting in the overall performance. USING MIS Based on information management is able to supply the organisation with very valuable reports which enables informed decision taking by analysing the data from the business and operational process. Employees will be able to perform their jobs more efficiently because they can have access to particular information they require to assist them with their tasks. 16/07/2024 DIRK LOTRIET 32  The results of the labour demand forecast and labour supply estimation determine the actions that must be planned. Three scenarios, and the responses the organisation can make use 5. of to implement these plans: IMPLEMENTATION 1. Labour demand exceeds labour supply OF THE 2. Labour supply exceeds the labour demand WORKFORCE 3. Labour demand equals the labour supply PLAN 16/07/2024 DIRK LOTRIET 33  Response: Training or retraining 5. WHEN THE Succession planning LABOUR Promotion from within DEMAND Recruitment from outside EXCEEDS Subcontracting LABOUR SUPPLY Use of part-timers or temporary workers Use of overtime 16/07/2024 DIRK LOTRIET 34  Response: Pay cuts 5. WHEN THE LABOUR SUPPLY Reduced hours EXCEEDS THE Work sharing LABOUR Voluntary early retirements DEMAND Inducements to quit Layoffs 16/07/2024 DIRK LOTRIET 35  5. WHEN THE LABOUR Response: DEMAND Replacement of leavers from inside or outside EQUALS THE Internal transfers and redeployment LABOUR SUPPLY 16/07/2024 36 6. CONTROL AND EVALUATION OF THE WORKFORCE PLANNING SYSTEM Exercising control and carrying out constant evaluation of workforce planning systems guides activities, by identifying deviations from the plan, and causes of these deviations. This Photo by Unknown Author is licensed under CC BY 16/07/2024 DIRK LOTRIET 37  Quantitative measures are used more frequently in establishing planning systems where key comparisons might 6. CONTROL include the following: AND Actual staffing levels against forecast staffing requirements. EVALUATION OF Actual levels of labour productivity against anticipated levels of productivity. THE Actual personnel flow rates against desired rates. WORKFORCE Action planning implemented against planned action programmes PLANNING Actual results of action programmes implemented against expected results. SYSTEM Labour and action programme costs against budgets. Ratios of action programme benefits to action programme costs. 16/07/2024 DIRK LOTRIET 38  The first step in the process of acquiring the organisation’s human resources is to specify precisely the kind of work that needs to be done and just how that work should be done. LO4 DESCRIBE JOB Job analysis and job design are the process used to determine this. ANALYSIS AS THE FOUNDATION OF Job analysis is “the process of determining and reporting HRM AND THE pertinent information relating to the nature of a specific job”. CHALLENGES It is the determination of the tasks that comprise the job RELATED TO IT. and the skills, knowledge, abilities and responsibilities required of the holder for successful job performance. 16/07/2024 DIRK LOTRIET 39  Put another way, job analysis is the process of determining, through observation and study, the pertinent information relating to the nature of a specific job. Job analysis serves as the beginning point of many LO4 DESCRIBE human resource functions. JOB ANALYSIS AS Jobs must be analysed before many of the other human THE FOUNDATION resource functions can be performed. OF HRM AND THE Effective recruitment is not possible unless the recruiter knows and communicate the requirements of the job. CHALLENGES RELATED TO IT. Similarly, it is impossible to design basic wage systems without having clearly defined jobs. DIRK LOTRIET 16/07/2024 40  1. Micromotions – simplest unit of work; involves very elementary movements, such as reaching, LO5. ANALYZE THE grasping, positioning or releasing an object. An aggregation of two or more micromotions forms an COMPONENTS OF A element. JOB – UNDERSTAND THE 2. Elements - aggregation of two or more RELATIONSHIPS micromotions; usually BETWEEN THE thought of as a complete entity, such as picking up or DIFFERENT transporting an object. A group of work elements COMPONENTS make up a task. 16/07/2024 41 LO5. ANALYZE THE COMPONENTS OF A JOB 3. Tasks – Consisting of one or more elements; one of the distinct activities that constitute logical and necessary steps in the performance of work by an employee. A task is performed whenever human effort, physical or mental, is exerted for a specific purpose. A task is a subset of duties. For example one duty of a receptionist is to handle all the incoming correspondence. This Photo by Unknown Author is licensed under CC BY-SA-NC One task, as part of this duty, would be to respond to all routine inquiries. 16/07/2024 42 LO5. ANALYZE THE COMPONENTS OF A JOB 4. Duties – One or more tasks performed in carrying out a job responsibility. Duties, when combined with responsibilities, define a position. 5. Responsibilities – Obligations to perform certain tasks and assume certain duties. Your tasks, duties and positions describe your responsibilities. 6. Positions – Collection of tasks and responsibilities constituting the total work assignment of a single employee. A group of positions, which are identical with respect to their tasks and responsibilities, form a job. A position cannot be held by more than one person. 16/07/2024 43 This Photo by Unknown Author is licensed under CC BY-NC LO5. ANALYZE THE COMPONENTS OF A JOB 7. Jobs – Group of positions that are identical with respect to their major or significant tasks and responsibilities and sufficiently alike to justify their being covered by a single analysis. One or more persons may be employed in the same job. Example: An organisation may have two receptionists performing the same job. 8. Occupations – A group of similar jobs or job classes forms an occupation. Because the job of being a receptionist requires similar skills, effort and responsibility in different organisations, being a receptionist may be viewed as an occupation. 16/07/2024 44 LO6 DESCRIBE THE VARIOUS APPROACHES TO JOB DESIGN. Job design is the process of structuring work and designating the specific work activities of an individual or a group of individuals to achieve certain organisational objectives. Job design answers the basic question of what needs to be performed, how the job is to be performed, who is to perform it, This Photo by Unknown Author is licensed under CC BY where it is to be performed and why it needs to be performed. 16/07/2024 DIRK LOTRIET 45  The overall objective of job design is to develop work assignments that meet the requirements of the organisation and the technology, and that satisfy the personal and individual requirements of the jobholder. For many years job designers focused on simplifying the tasks to be undertaken – making the job as specialized as possible. Job specialization might hold certain advantages, however it could lead to boredom and even LO6 DESCRIBE THE VARIOUS APPROACHES TO JOB degradation of the jobholder. DESIGN. 16/07/2024 DIRK LOTRIET 46  The job design process can generally be divided into three phases: 1. The specification of individual tasks: What different tasks must be performed? LO6 DESCRIBE 2. The specification of the method of performing each task: specifically, how will each task be THE VARIOUS performed? APPROACHES TO 3. The combination of individual tasks into specific jobs to be assigned to individuals. How will the JOB DESIGN. different tasks be grouped to form jobs? Phase 1 & 3 determine the content of the job and phase 2 determines exactly how the job should be performed. 16/07/2024 DIRK LOTRIET 47  The job scope and the job depth as two important dimensions of job design: LO6 DESCRIBE Job Scope – refers to the number and variety of different tasks performed by the jobholder. In a job with narrow scope, the jobholder performs a few different tasks and THE VARIOUS repeats those tasks frequently. This can result in more errors and lower quality. APPROACHES TO Job depth – refers the freedom of jobholders to plan and organise their own work, work at their own pace, and move JOB DESIGN – JOB SCOPE & around and communicate as desired. A lack of job depth can result in job-dissatisfaction, which in turn can leads to tardiness, absenteeism and even sabotage. Sometimes jobs are low in either job scope or job depth, however there are certain jobs that are low in job scope and job JOB DEPTH depth. DIRK LOTRIET 16/07/2024 48  Sociotechnical Approach to Job Design Was first introduced as an alternative to specializing jobs. In this approach both technical and social systems LO6 DESCRIBE considered when designing jobs. An holistic, or systems view of the entire job situation, THE VARIOUS including its physical and social environment. This approach is situational because few jobs involve APPROACHES TO identical technical requirements and social surroundings. The job designer carefully consider the role of the JOB DESIGN. employees in the sociotechnical system, the nature of the task performed and the autonomy of the work group. Technical needs of the organisation is merged with the social needs of the employees involved decision making. 16/07/2024 DIRK LOTRIET 49  The following guidelines use the Sociotechnical Approach to job design: A job needs to be reasonably demanding for the individual in terms other than sheer endurance, yet provide some variety. LO6 DESCRIBE Employees need to be able to learn on the job and to continue learning. THE VARIOUS Employees need some minimum area of decision making that they can call their own. APPROACHES TO Employees need some degree of social support & recognition. JOB DESIGN. Employees must be able to relate to what they have to do and what they produce to their social lives. Employees need to believe that the job leads to some sort of desirable future. Today self-managed work teams and group productivity uses this approach. 16/07/2024 DIRK LOTRIET 50  The Physical Includes factors such as temperature, humidity, ventilation, Work noise, lighting, colour, and spatial density and how it can Environment impact job design. Approach Adverse physical conditions have a negative effect on performance and health of individuals. LO6 DESCRIBE Job designers should included normal lighting, temperature, ventilation and humidity. THE VARIOUS Baffles, acoustic wall materials, and sound absorbers to be used to reduce noises. APPROACHES TO Consider the mental and phycological impacts of the physical JOB DESIGN. environment. Consider how the mental stress of the job holder is affected? The OHS-Act magnified the importance of safety considerations. 16/07/2024 DIRK LOTRIET 51 LO6 DESCRIBE THE VARIOUS APPROACHES TO JOB DESIGN. Flexible Work Arrangements Work schedule and work arrangements affect the job design. Traditional work schedules are changed in an attempt to increase productivity or decrease cost. This does not affect how the work should be done, however it does affect how the work is allocated. Flexible work arrangements refers to alternative work schedules and arrangements. Time, place, when and where work is performed is altered on a regular basis, consistent and predicable with the employer’s operations. Examples: flexitime, telecommuting, job sharing, condensed work week, and the use of contingent workers. 16/07/2024 DIRK LOTRIET 52 This Photo by Unknown Author is licensed under CC BY-SA-NC  Flexible Work Arrangements Flexitime Allows employees to choose, within certain limits, when they start and end their workday. LO6 DESCRIBE Organisations define the core period e.g. 10 A.M to 3 P.M. THE VARIOUS Each employee then decides when to start and when to end the workday as long as the hours encompass the work period. APPROACHES TO In some instances the workers may alter the hours as long as the work 40 hours per week JOB DESIGN. Different lifestyles and schedules. Advantages: avoiding rush hours, less absenteeism, tardiness and improved health. For the employer: retain and attract talent and increase productivity. On the down side: communication and coordination problems for supervisors. 16/07/2024 53 LO6 DESCRIBE THE VARIOUS APPROACHES TO JOB DESIGN. Flexible Work Arrangements Telecommuting Working from home or whilst traveling communicating with the office. Technology has made this all possible. Advantages: less travel time and travel expenses, avoiding rush hour, avoiding distraction at the office, being able to work flexible hours. Disadvantages: insurance concerns relating to health and safety of employees working from home and a lack of professional and social environment of the workplace. Local laws can restrict what work may be done at home. 16/07/2024 DIRK LOTRIET 54 LO6 DESCRIBE THE VARIOUS APPROACHES TO JOB DESIGN. Flexible Work Arrangements Job sharing Two or more part time employees perform a job that would normally be held by one full time employee. Equally shared responsibilities, split duties or a combination of both. Attractive to people that want to work but not full time. This Photo by Unknown Author is licensed under CC BY-ND Helps with the retentions of valuable employees. How benefits are handled – can be a problem. During lay-offs – job sharing introduced to prevent lay-offs. 16/07/2024 55 LO6 DESCRIBE THE VARIOUS APPROACHES TO JOB DESIGN. Flexible Work Arrangements Condensed workweek The number of hours worked per day is increased and the number of days in the workweek is reduced. Employees work 10 hours per day for 4 days. Advantages: lower absenteeism and tardiness, less start up time and employees have more time to attend to personal matters. This Photo by Unknown Author is licensed under CC BY-NC-ND 16/07/2024 DIRK LOTRIET 56  Flexible Work Arrangements Contingent workers Two groups: 1. Independent contractors who are only called on when needed 2. Temporary or short term workers This Photo by Unknown Author is licensed under CC BY-NC-ND To cater for seasonal fluctuations, project work, acquire skill sets not available in full time staff complement and LO6 DESCRIBE THE VARIOUS APPROACHES TO JOB rapid growth. DESIGN. 16/07/2024 DIRK LOTRIET 57  Flexible Work Arrangements Challenges associated with contingent workers: Management issues – who manages them and where does HR fit in? Tracking and reporting - How to they fit into the different HR systems e.g. payroll Compensation – compensated how to other full time employees? Retention – As most of them received benefits it can be hard to retain them. Attitude and work quality – commitment? Orientation and training – difficult to schedule. Legal issues – must meet the definition of “independent contractor” This Photo by Unknown Author is licensed under CC BY-NC-ND Use of company resources - technology Physical security – access to company facilities? LO6 DESCRIBE THE VARIOUS APPROACHES TO JOB DESIGN. 16/07/2024 DIRK LOTRIET 58  LO7 OUTLINE AND EXPLAIN THE JOB ANALYSIS PROCESS. https://www.aihr.com/wp-content/uploads/job-analysis- cover.png 16/07/2024 59 16/07/2024 60  Step 1: Plan out your process Before you start, take the time to lay down the specifics of the project such as: Which jobs will you be analyzing? ARTICLE Who will conduct the analysis? HOW TO When will it be taking place? What methods will you be using (more on those later)? CONDUCT What resources will you need? A JOB How and where will you collect your data? ANALYSIS What job-relevant materials are already available? For what purpose(s) are you conducting the analysis? Answering all of these questions will inevitably increase the efficiency of the process. 16/07/2024 DIRK LOTRIET 61  Step 2: Gather all current job and culture information Studying how the role is perceived today from the outside in is a helpful first step, so before you get started, make sure you collect all the internal and external information concerning the jobs you’re analyzing. This includes: Previous job adverts HOW TO Job descriptions Interview guides CONDUCT Role specifications A JOB HR documentation including employee handbooks, employment contracts etc Training and development plans ANALYSIS Performance data Exit interview data (e.g. why people leave this job) Building this foundation of knowledge will help you to pinpoint what has and hasn’t changed in your jobs, and what may need changing after the process is completed. 16/07/2024 DIRK LOTRIET 62  Step 3: Inform your employees In order to study how people experience the job in your organisation you’ll need to spend time HOW TO with people doing the role. Be sure to notify any employees beforehand about the process and CONDUCT what you require from them. It is often best to choose an approach that will work seamlessly A JOB with their working day; that way it should not interfere too heavily with the productivity of your ANALYSIS company. Create “role stories” for each position ahead of developing our realistic day-in-the-life pre-hire assessments. 16/07/2024 DIRK LOTRIET 63  Step 4: Conduct your analysis Your analysis should provide any and all relevant information about a job, including: Job title and reporting structure Hours per week and location of the job, including flexibility HOW TO Specific tasks completed in a typical workday (including their importance and complexities) CONDUCT A Nature of task operation (activities required to carry out the tasks) Levels of responsibility JOB Tools and equipment required to perform the tasks ANALYSIS Work environment and culture KSAs (knowledge, skills, and abilities) required, and how essential each one is to perform tasks at a sufficient level Other desired personal attributes (physical demands, social skills, behaviours, etc.) Hazards and risks involved in performing the tasks 16/07/2024 64  Step 4: Conduct your analysis…. Employee & manager questionnaires, entailing what people in the role do in a typical workday Structured interviews with employees and managers Job shadowing; direct observation of employees at work HOW TO Critical incident techniques; where employees describe critical incidents that have occurred over their time at the company, and how they CONDUCT A resolved them Employee work logs and task inventories (performed over a JOB predetermined period of time) Expert panels ANALYSIS Research/benchmarking on corresponding jobs at similar companies Behavioural event interview (an HR-led performance and competency- based analysis) The more of these methods that you include in your analysis, the more accurate and in-depth your results will be. 16/07/2024 DIRK LOTRIET 65  Step 5: Document your results Once you have completed the process, write up HOW TO a final report containing the data you have collected and the methodology used. The critical CONDUCT A part is then making suggestions for the proceeding changes and improvements that you JOB intend to make. Make sure to record your results in your company’s HR information system or ANALYSIS shared company directory. Review your final report and verify with your current employees and supervisors that your results are accurate. 16/07/2024 66  Step 6. Action necessary changes Once the information has been captured and approved, it’s time to make the necessary improvements and adjustments. The key areas where your insights can affect changes are: Role specification – do elements of the job itself need to change or adapt. e.g. new HOW TO reporting structures, new tasks and responsibilities or development opportunities Candidate sourcing – Where should we be looking for individuals with the KSAs CONDUCT A (Knowledge, skills, attributes) we require? Are these channels sustainable? Candidate selection criteria – Are we looking for the correct selection criteria (KSAs) in new hires? Do our job descriptions accurately reflect the realities of the job? JOB Candidate selection methodology – Are we using the correct assessment method to analyse these KSAs? For example, should we be interviewing, asking for CVs, conducting role-plays, or can we leverage online assessments? ANALYSIS Performance management – Are we setting realistic goals for employees in this position? L&D – Are we training for the right skills and behaviours? Compensation & benefits – Are we rewarding the right behaviours? Is our compensation plan fair and competitive? 16/07/2024 DIRK LOTRIET 67  https://www.aihr.com/wp-content/uploads/Job-Analysis-1.png 16/07/2024 68