CHAPTER THREE:

JOB ANALYSIS & HR PLANNING

 CONDUCTING JOB ANALYSIS

• The expert who conducts job analysis is interested in collecting

information on what is involved in doing a particular job. Job
analysis is not one man affair, it requires the participation of
employees and their immediate supervisors.
• Organizations may use employed human resource experts or use
outside consultants to perform job analysis. Before conducting job
analysis, the analyst seeks to gain general understanding of the
organization and the job/jobs to be studied.
• Then, the analyst develops the desired job analysis methods to
gather information about the jobs; employee characteristics, and job
performance standards.
 CONT’D
Among the items frequently included in a job description is:
• Major duties performed
• Percentage of time devoted to each duty.
• Performance standards to be achieved.
• Working conditions and possible hazards.
• Number of employees performing the job and how they report to.
• The machines and equipment used on the job.
Within an organization, all the job descriptions should follow the same
format, although the form and content may differ from organization to
organization.
 CONT’D
• Before starting to gather data, the employees' supervisor should
introduce the analyst to the employees and explain the main
purpose of the job analysis. The job information collected by using
one or more job analysis methods allow management to draw up a
job description, job specifications and job standard.
• Job Descriptions: Information collected by using one or more job
analysis techniques allows management to develop job
descriptions. A job description is a written statement of what
employee does, how it is done and why it is done. In other words,
the job description contains the total requirements of the job, i.e.
who, what, where, when why and how.
 A SAMPLE OF JOB DESCRIPTION FOR A SECRETARY
POSITION TITLE SECRETARY II POSITION NUMBER _____________
DIVISION OR STAFF DEPARTMENT REPORTS TOEFFECTIVE DATE January 22, 2000

DEPARTMENT SECTION GRADE 6 REVISES

JOB SUMMARY
Performs clerical and administrative duties for a manager and often one or more staff members of a major
function.
NATURE OF WORK
Performs a wide variety of office duties including most of the following:
a. Typing correspondence, report, manuscripts, graphs, charts, etc., from notes, dictating machine, and/or hand
written drafts proficiently and with minimum, direction and instructions.
b. Receiving telephone calls and visitors skillfully and handling incoming mail efficiently.
c. Originating routine correspondence and handling inquiries, and routing & non-routine inquiries and
correspondence to proper persons.
d. Establishing and maintaining department files and records.
e. Assuming responsibility for arranging appointments and meetings, screening calls, and handling personal and
confidential matters for superior.
f. Assembling, organizing, processing, and evaluating data and reports; operating office machines needed for
accomplishing this.
g. Performing administrative duties and special projects as directed, such as collecting and compiling general
reference materials and information pertaining to company, division, or department practices and procedures.
QUALIFICATIONS
h. High school education or its equivalent plus three years of clerical experience, and a typing skill of at least 60-
WPM. Demonstrated proficiency in English grammar, punctuation, spelling, and proper word usage.
 CONT’D
Among the items frequently included in a job description is:
• Major duties performed
• Percentage of time devoted to each duty.
• Performance standards to be achieved.
• Working conditions and possible hazards.
• Number of employees performing the job and how they report to.
• The machines and equipment used on the job.
Within an organization, all the job descriptions should follow the same
format, although the form and content may differ from organization to
organization.
 CONT’D
• Job description outlines what the jobholder is actually
supposed to do how he does it and why it is done.
Although the contents of the job description vary, most job
descriptions include:
• Job Identification
• Date of the Job Analysis
• Job Summary
• Duties Performed
• Job Identification: The section on job identification includes the title
of the job, department/section, reporting relationship, date of the job
description, and job code or number. A good job title will closely
approximate the nature of the work content and will distinguish that job
from others.
• Date of the Job Analysis: The date of the job analysis is indicated on
the job description to help in identifying how old the description is. It
ensures periodic review of the job content and minimizes the number of
obsolete job descriptions.
• Duties Performed: This section provides the major duties to be
performed. Usually one sentence beginning with an action verb such
as receives, performs, establishes, or assembles, adequately explains
each duty
 JA CONT.
Job Specification
• Job description and specification are essential documents when management begins
recruiting and selecting employees. A job description defines what a job is; it is a
profile of the job, on the other hand, job specification describes the job demands on
the employees who do it and the human skills that are required. It is a profile of
human characteristics needed by the person performing the job. These requirements
include experience, training, education, and the ability to meet physical and mental
demands.
• In other words, job specification is identification of knowledge, skill and ability
needed to perform a particular job. It is important to not here that since job
descriptions and specifications both focus on the job, job specifications are often
included as one section of job description. For example, the qualifications required
for the job of "secretary II" include typing at least sixty words per minute and
demonstrated proficiency in English. This type of information, as stated earlier, is
extremely important in recruiting and selection process.
 JOB PERFORMANCE STANDARDS

• Job performance standard is the third application of job analysis. Job

descriptions as stated earlier are statements of what activities are to be
performed, whereas performance standards make explicit the quantity
and/or quality of performance expected in basic tasks indicated in the job
description. Job performance standards are statements of the acceptable as
well as attainable levels of achievement on a particular job. Job
performance standards serve three functions. These are:
• Standards become objectives or targets for employee effort. The challenge
or pride of meeting objectives may serve to motivate employees. Once
standards are met, workers may feel a sense of accomplishment and
achievement. This outcome contributes to employee satisfaction.
• Standards are criteria against which job success is measured. Without
standards, no control system can evaluate job performance. When
measured performance strays from the job standard, corrective action is
taken. As illustrated in figure below, the action serves as feedback,
which in turn can lead to change standards if they are in appropriate or
improve the actual performance.
 CONT. …D
Performance standards benefit both the jobholder and the
superior who evaluates him. The more the employee
understands what is expected of him, the more likely it is that he
or she will be able to carry out the responsibilities of the position
successfully. On the other hand, in evaluating the performance
of each employee, the supervisor can compare the actual
performance of each person with the written standard.
Performance appraisals can never become fully objective, but
the usage of written standards helps to make them more
objective.
 JOB DESIGN

• Job design is the process of determining the specific

tasks to be performed, the methods used in performing
these tasks, and how the job relates to other work in the
organization. It specifies how the job is to be done and
how workers can be satisfied doing the job. Workers
must also sense that they are accountable for specific
results and feel that the job has meaning beyond pay .
• The design of a job reflects the organizational,
environmental, and behavioral demands placed on it.
Job designers need to consider these elements and try to
13

create jobs that are productive.

 ELEMENTS OF JOB DESIGN
A. Organizational Elements: Organizational elements of job design
includes: Mechanistic approach, Work flow, Work practices &
Ergonomics
• Mechanistic Approach: This approach involves identifying every
task in a job so that task can be arranged to minimize the time and
expended by workers.
• Once task identification is complete, a limited number of tasks are
grouped into a job. The result is specialization: Specialized jobs
lead to a short job cycle, the time to complete every task in a job.
• The mechanistic approach stresses efficiency in effort, time, labor
costs, training and employee learning time. 14
 CONT.…D
• Work Flow: The product or service usually suggests the
sequence of and balance between jobs if the work is to be
done efficiently. For example, the frame of a car must be
built before doors can be added. Once the sequence of
jobs is determined, the balance between jobs is established.
• Ergonomics: Optimal productivity requires that the
physical relationship between the worker and the work be
considered in designing jobs. Ergonomics is the study of
how human beings physically interface with their
equipment. The apparatus and other related work product
must be modified for ease of work process. 15
 CONT.….D
B. Environmental Elements: Environmental elements of job design are
concerned with
• Employee Abilities and Availability: Efficiency considerations must be
balanced against the abilities and availability of the people who are to do
the work. The level of technology and the type of work in an organization
should not exceed the abilities of the organization's workforce.
• Social and Cultural Expectations: Job design can also be influenced by
workers social and cultural expectations. Working hours, holidays,
religious beliefs, management styles, are some of the factors that must be
considered when designing jobs. Failure to consider these social
expectations can create dissatisfaction, low motivation, low quality of
work life and the like.
16
 CONT.…
C. Behavioral Elements: Jobs cannot be designed by using only the elements that
aid efficiency. Instead, job designers draw heavily on behavioral research to
provide a work environment that helps satisfy individual needs. Any job, can be
described in terms of five core dimensions. These are:
• Skill variety. The extent to which the job requires a variety of activities, skills,
and talents to carry out the work.
• Task identity. The extent to which the job allows its employees to complete
whole tasks rather than just parts of tasks.
• Task significance. The extent to which the job can be regarded as important to
others inside and outside the organization.
• Autonomy. The extent, to which the job provides freedom to plan, schedules and
decides about work procedures.
• Feedback. The extent to which the job allows its employees to obtain clear
17
and
direct knowledge about how well they perform.
Furthermore, there are factors that play a vital role in job design or redesign. These
are:
• Technology: Technology has an impact on job design. The type of machines,
tools, equipment, and other work aids, as well as particular work layout and
methods, used in producing goods and/or services tend to act as constraints.
• Economic Factors: Economic factors also affect job design. If management
believes that job redesigning can improve output and the level of workers
satisfaction, it must consider the adequacy of the firm's other resources. Since job
redesign is an expensive undertaking, the management must carefully balance the
benefits of job design or redesign with its costs.
• Laws and Government Regulations: Job design or redesign is also affected by
government regulations. Management needs to observe whether or not laws
relating to labor, environment and the like are being violated.

18
• Union Pressure: The philosophy, policy, and strategy of the union can affect Job
design or redesign. The contact between union and management specifies and
defines the type of jobs and the duties and responsibilities of employees. In most
cases, unions may perceive job redesign to be attempts by management to
squeeze more work out of the workers without increasing wages.
• Employees' Potential: The abilities, attitudes, and motivation of the
organization's workers must be considered when planning to design or redesign a
job. Designing a job that would be far more complex than the ability level of
employees available to do it wouldn't make sense unless they are willing to be
trained or new employees with the necessary capabilities can be hired.
• Management Philosophy: The general organizational policies and strategies can
determine the degree to which job redesign is possible. Top management must be
convinced regarding the beneficial outcomes of the job redesign before it is
undertaken.
19
 TECHNIQUES OF JOB REDESIGN
• Job Rotation: This technique refers to the movement of employees from
one job to another. It is important to bear in mind that jobs themselves are
not actually changed only the employees are rotated.
• rotation breaks the monotony of highly specialized work by calling on
different skills and abilities. The organization benefits because workers
become competent in several jobs rather than one. Learning and
developing new skills, helps the worker's self-image, provides personal
growth, and makes the worker more valuable to the organization.
• On the other hand, job rotation is not without its drawbacks. The main
drawbacks are:
• Apart from costs involved in the movement of personnel, productivity
inevitably drops in the initial phase of a worker's taking on a new job. Also,
efficiencies derived through experience are lost as a result of job rotation and
these can be substantial.
• Job rotations also create disruptions. Members of work groups have to adjust
to the new employees as much as he/she to them. The supervisor has to
spend more time answering questions and monitoring the work of the
recently rotated employee.
• Job rotation is a weak solution to jobs that score low on motivation potential.
Critics point out that this approach involves nothing more than having people
performing several boring and monotonous jobs rather than one.
 JOB ENLARGEMENT
• is a technique used to expand the number of related tasks in a job. In
other words, it increases job scope. job enlargement gives greater variety
in job content and thereby helps to relieve monotony in repetitive jobs.
For example, instead of knowing how to operate only one particular
machine, a worker is taught to operate two or even three with the same
level of responsibility. Here, through job enlargement, management can
reduces monotony, and increase job satisfaction by creating task variety.
 JOB ENRICHMENT
• is a technique in which employees are given autonomy to set their own
work pace, design their own work methods, participate in making
decisions affecting their work units, and evaluate their accomplishments
• It refers to basic changes in the content of the job and increasing the level
of responsibility, autonomy, and control. It is a means of expanding jobs
vertically. Job enrichment, add more planning and control
responsibilities. These additions to the job, in-turn, can lead to increased
motivation.
• job enrichment efforts should be based on the following principles:
• Increase job demands: Changing the increase the levels of difficulty and
responsibility of the job.
• Increase Worker's accountability: Allowing more worker control and
authority over the work, while retaining the manager's ultimate
accountability.
• Providing Work Scheduling freedom: Within limits, allowing workers to
schedule their own work.
• Providing feedback: making timely periodic reports on performance
directly to the worker.
• Providing New Learning experience: Creating opportunities for new
personal experiences and growth.
• The management would make use of job enrichment
techniques based on the nature of the job, and the prevailing
environment. As discussed above, job redesign options also
includes job rotation and job enlargement. The major
differences between these two techniques and job enrichment
are: Job enlargement and job rotation are horizontal
expansions while job enrichment is a vertical expansion. Job
enlargement and job rotation increase job scope while job
enrichment increases job depth. Job depth is the degree of
control or autonomy and individual has over his/her own
work
 HUMAN RESOURCE PLANNING
• The acquisition of people to perform each job within the organization is
the role of the staffing function. This function is interrelated closely with
planning, because human resource needs must be forecasted sufficiently
in advance to enable qualified individuals to be available for job
openings as they occur.
• Human resource planning, therefore, is the process of systematically
reviewing human resource requirements to ensure that the required
number of employees, with the required skills, are available when they
are needed. It is a means of deciding the number and type of personnel
that organization needs now and in the future. Then, translates the
organization's objectives into the number of employees required to meet
those objectives. Without clear-cut planning estimation of human
resource need is reduced to mere guesswork.
 CONT. …D

• To ensure that people are available to provide the continued smooth

development, organizations engage in human resource planning.
• The purpose of developing human resource planning is to asses
where the organization is, where it is going, and what implications
these assessments have on future supplies of and demands of human
resource. Attempts must then be made to match supplies and
demands, making them compatible with the achievement of the
organization's future needs.
• Specifically, HRP is the process by which an organization ensures
that it has the right number and kind of people, at the right place, at
the right time, capable of effectively and efficiently completing those
tasks that will help the organization achieve its overall objectives.
 THE IMPORTANCE OF HUMAN RESOURCE PLANNING

• Organizations are composed of financial, material and human

resources. Of these, human resource represents one of the
organization's most valuable assets.
• However, because the organization does not own people, as it does
physical and capital assets, this resource is seldom given proper
attention. Its supply of personnel must be sufficient to ensure the
healthy operation of the organization. Toward this objective of
continuing healthy operations, the organization needs to be
undertaken human resource planning. Human resource planning,
therefore:
• Assumes a crucial role in the future success or failure of an organization.
• Enables a manager to predict his/her manpower requirements, to
determine the deployment of personnel and to control wage and salary
costs.
• Provides management information about the existing strength and
weaknesses of the people in the organization.
• Assesses the kinds of skills required to be developed as well as recruited.
• Estimates human resource requirements over a specified time frame in
relation to the organization's goals. Provides an indication of the lead-
time that is available to evolve new strategies in selecting and training the
required additional manpower or reducing the strength of the workforce.
In general, the following are the major reasons for undertaking
human resource planning.
• Future Human Resource Requirements: Planning is vital for
determining the human resource needs for the future.
• Cope With Change: Human resource planning enable the management
to cope with changes in technology, competitive forces, markets,
government regulations, etc. Such changes often generate changes in job
content, skill demands, number and types of personnel.
• Decreasing or Increasing Growth of Organizations: The manner, the
pace and the direction in which an organization is growing dictates the
need for a human resource plan. Years of comfortable growth may give
rise to slower growth prospects or even reduced growth prospect.
• Foundation for Human Resource Functions: The plan provides essential
information for designing and implementing human resource functions such as
recruitment, selection, employee mobility (transfers, promotions, lay-off, etc.)
and training and development.
• In general, human resource planning:
• Should be planning - something done in advance rather than just as a spur-of-the-
moment reaction to immediate pressure.
• Should guide and coordinate all personnel activities so that they work together to
support the overall strategy rather than operate independently of one another.
• Should be responsive to both the external and the organization environment.
• Should be strategic - linked with high level planning rather than performed in
isolation .
 THE HUMAN RESOURCE PLANNING PROCESS

• Planning for human resource should be tied in with overall long-term

organizational plan. In other words, after organizational strategic plans
have been formulated, human resource planning can be undertaken.
Strategic plans are reduced to specific quantitative and qualitative human
resource plans.
• Many organizations carry out systematic planning only for those
categories of personnel, which have been in short supply or for those types
of skills which require a long development time within the organization.
This being as it is, most organizations identify short term and long-term
human resource needs by examining their strategic plan. As can be seen in
the figure next slide below, the human resource planning has two
components. These are HR requirements and availability.
HUMAN RESOURCE PLANNING PROCESS
EXTERNAL ENVIRONMENT
INTERNAL ENVIRONMENT
Strategic Planning

Human Resource Planning

Forecasting Comparing Forecasting

Human Requirements Human Resource
Resource Availability
Requirements and Availability

Demand = Surplus of Shortage of

Supply Workers Workers

No Action Restricted Hiring, Recruitment

Reduced Hours,
Early Retirement, Selection
Layoff, Downsizing 33
 CONT. …D
• Forecasting human resource requirements involves determining the type
and number of people needed in an organization. These projections will
reflect various factors, such as development plans in government
organizations whereas production plans in business firms.
• Forecasting human resource availability involves identifying both the
internal sources and external sources. It is important here to not that one of
the major objectives of human resource planning is to enable the
organization not be understaffed or overstaffed.
• Thus, it is the responsibility of the management to compare requirements
and availability to determine whether there will be a surplus or shortage of
employees.
 CONT. …D
• If a surplus is projected, then, the organization must use different employee
reduction methods, such as early retirements, restricted hiring, dismissal,
etc.
• On the other hand, if shortage is predicted, the organization must obtain the
right type and number of people from the labor market through recruitment
and selection.
• Although there is no universally accepted set of procedures for undertaking
human resource planning process, there is a general agreement upon the
major processes and contents of human resource planning as illustrated
below:

Forecast
Organiz Current ing Impleme
Audit &
ational Human Human ntation
Adjustm
Goals & Resourc Resourc Program
ent
Plans e e s
 ORGANIZATIONAL GOALS AND PLANS

• Human resource planning is a part of the strategic planning for the entire organization.
Moreover, to be relevant, a human resource planning process should be clearly tied to
the organization's strategic goals .
• For example, a business firm Human Resource Manager and his staff cannot make
operational plans, unless they have information about sales forecasts, market trends,
technological advances, organizational expansion, and the like.
• The organizational goals are the result of its strategic planning. Different kinds of
public or business plans can be designed ahead for different number of years. Some
organizations plan ten to twenty years ahead. Such long range planning by
organizations is an exception. Most organizations plan only for the fairly short run of
say one to five years.
• Generally speaking, however, human resource planning for up to one year is
considered short range and is widely practiced in many organizations. On the other
hand, planning for two to four years is considered medium range and planning for five
years and beyond is long-range.
 CURRENT HUMAN RESOURCE SITUATION

• The second phase of the planning process is the preparation of an inventory of

human resource within the organization. This is often called human resource
inventory or a manpower information system. The inventory consists of up-to-
date information concerning each employee's knowledge, skills and abilities. It
enables management to assess the type and number of employees available in the
organization.
• Moreover, a summary of this sort gives planners a comprehensive understanding
of the capabilities that are to be found in the organization's workforce.
• The inventory or employee information has several important uses. The major
ones are:
• It enables to compare the number, types and skills specified by the forecast with
the present baseline.
• It enables to ascertain what skills must be developed from the current personnel,
via training.
 CONT. …D
• It enhances the opportunities for employees to satisfy their career aspirations
through promotion and development.
• It enables to reconcile human resource demand with supply.
• Human resource inventory includes job classifications, age, gender,
organizational level, rate of pay, and functions. It may also include resume date,
skill, education, training received, and career interest. This manpower
information can be collected, stored and retrieved manually by means of filing
system in small organizations, whereas computerized system is practically a
must for the larger organizations that wish to handle employee information for
many years.
• This step enables planners to evaluate the status of current human resources.
What skills, interests, and experiences of current employees have? What jobs
are being done? How many employees are doing particular jobs? Current
employees are the most likely candidates to meet future needs and should be the
first ones considered for new positions.
 HUMAN RESOURCE FORECAST

• Human resource forecasts are attempts to predict an organization's future demand

for employees. It is a determination of the demand for employees for given time
periods in the future such as one, three and five years. The forecast also requires
the preparation of an estimate of the supply of people who will be available for the
selected time period. The supply is composed of two main parts. There are:
• An estimate of the numbers and types of personnel presently on the payroll.
• The portion which must be recruited externally.
• These figures for the planning period are obtained by subtracting the current
available manpower from the projected demand. If the figures are positive,
employees will have to be recruited, selected and hired; if the figures show
negative, employees may eventually have to be laid off.
• PD-AMP
• The demand forecast is an estimate of types and numbers of
personnel the organization will require in the future. It is derived
from goals and plans.
• For example, the public organization's goals and plans should
provide the human resource planners with information on such
factors as projected social service, development activities, number
of population to be served, new bureaus or departments to be
created, and the like.
• Generally, human resource planners must use several techniques
of forecasting manpower requirement and availability. Some of
the techniques available are qualitative and quantitative in nature.
 HUMAN RESOURCE FORECASTING TECHNIQUES.

• Forecasting technique range from judgment to sophisticated quantitative

models. The most commonly used techniques of forecasting are:
• Judgment and Experience: This method is based on the estimates made
by people like executives or experts who are very familiar with the entire
nature of the jobs in the organization. It is appropriate for short-range
forecasts. The manager and heads of various units of the organization
make estimates of future human resource requirements by judgmentally
converting information on future organizational activities into numbers and
types of personnel needed.
• For example, these activities in public organization may include services to
be provided, population to be served, projects to be completed, etc.
• Zero-Base Forecasting: The zero-base forecasting approach uses the organization's
current level of employment as the starting point for determining future staffing
needs . Whenever vacancies exist due to retirement, layoff, death, or resignation, the
vacant positions are not immediately filled. Instead, personnel requirement analysis is
made to determine whether the organization can justify filling them. The same
procedure is followed when organizations create new positions. Zero-base human
resource forecasting, therefore, requires management at different levels to thorough
study and analysis their human resource needs.
• Bottom-up Approach: In bottom-up approach, managers from various levels are
asked to contribute to employment forecasting. It has the advantage of drawing many
managers into the process and giving them a sense that they are participating in one of
the importance activities of the organization. Here, unit managers send their
employment needs forecasting proposals to the top management who compare these
with the plan and finalize them. Human resource forecasting is often most effective
when managers periodically project their human resource needs, comparing their
current and anticipated levels, and giving the human resource department adequate
lead time to explore internal and external source.
• Work Standard Data: Another means of forecasting human resource
requirements is to use work measurement standard. This is a means of
determining the relationship between tasks and the number of employees needed
to perform the tasks. In this case many organization have established data for
man-hours or unit times to perform tasks. The technique is useful only in cases
where the volume of work can be satisfactorily quantified, total production and
activities in terms of clear units are estimated and the number of man hours
required to perform/ produce each unit is carefully calculated. The total projected
units of work for the organization are translated into man-hours or man-days and
the number and type of employees by using the pre-established time standards.
However, work standard technique cannot be applied for estimating professional
personnel requirements. For this, judgment, experience and managerial intent are
some of the major determinants of how many and what types of employees are
needed.
• Key Predictive Factors: The core element of the "key predictive factors"
method is to identify one major indicator with which total human resource
requirement correlates highly.
• For example, one of the useful predictors of academic staff employment
levels in the Ethiopian Civil Service College is the number of students to
be served. Moreover, to identify predictor variables, the manpower
planning office of business organization must examine several variables
such as sales volume, units produced, or number of customers served to
find which variable or variables provides a good correlation between the
number and type of employees needed.
 IMPLEMENTATION PROGRAMS

• After the optimal alternative for addressing the organization's human

resource issues has been chosen, it is translated into operational
programs with specific plans, target dates, schedules, and resource
commitments. The implementation phase of the human resource
planning requires translating the plan into action.
• For example, if a shortage of accountants in Region 5 has been
forecasted and if the plans reveal, both recruitment plus upgrading of
the present accounting talent, then both recruitment and training
programs will have to be strengthened and expanded.
• The following are the major implementation actions.
 RECRUITMENT AND SELECTION

• The analysis of human resource requirements indicates a shortage of

specific skills such as accountants, economists, administrators and the like.
In such case, the human resource manager must examine both the internal
and the external sources of supply, and then efforts must be made to attract
the best-qualified candidates to the organization. Most experts are agreed
that the search for manpower must always begin within the organization
where a thorough check on the quantity and quality of existing employees
can be made to yield a manpower audit. The organization itself is a captive
source and when the qualifications, experiences and capacities of
manpower within is known, offering them new avenues and openings can
act as powerful incentives.
• After analyzing the internal human resource availability, the organization
will have to examine the labor market. Recruiting new personnel from
the open labor market can be costly and complicated process that has a
strong impact on organizational effectiveness. In order to acquire the best-
qualified people, organizations must have a good policy to ensure that
employment conditions are sufficiently attractive.
• Once a pool of potential applicants has been developed there is a need to
assess this pool to predict which candidates will assist the, organization in
the attainment of its objectives if selected. Here, employee selection
refers to the development of policies and procedures, and evaluating
potential employees in terms of job specification. It is a means of
determining, which people best meet the needs of the organization.
 PERFORMANCE APPRAISAL

• Performance appraisal is the process by which organizations evaluate individual

job performance. When it is done correctly, employees, their supervisors, the
human resource department, and ultimately the organization benefit by ensuring
that individual efforts contribute to the strategic focus of the organization.
Organizations use performance appraisal for manpower planning purposes, as
input into personnel information systems. Moreover, it provides reliable data for
management decisions in regard to:
• employee's readiness for taking a new jobs, through transfers and promotions
• training and management development needs.
• In general, information collected through performance appraisals enable
management to assess employees' performance and potential for future
development.
 PROMOTION, TRANSFER, LAYOFF AND RETIREMENT

• Organizations are ever changing. Because of the needs of the organization

and employees, the occurrence of some sort of employee movement is
always there. In implementing the human resource plans, some employees
may be promoted from jobs to another positions that are higher in pays,
responsibilities and/or organizational levels while others may be transferred
to another jobs either to fill vacant positions or to provide the employee
with new skills and to enable him/her be a better candidate for promotion
in the future.
• When human resource plan reveals that the internal supply of employees
exceeds the organization's demand, reduction of surplus workers becomes
unavoidable task. Such situation can be corrected through layoffs, early
retirements and/or restricted hiring.
• When the organization is unionized, layoff procedures are usually stated
clearly in the labor management agreement. Typically, workers with the
least seniority are laid off first. If the organization is nonunion, it may
base layoff on a combination of factors, such as seniority and
productivity level.
• In early retirement some employees are reluctant, but others may be
willing to retire. This being the case, early retirement is supposed to be
voluntary and the organization must offer some sort of inducement.
 TRAINING AND DEVELOPMENT

• Training and management development must be in the context of the

organization's human resource development policy. They must be based
on recognized needs such as:
• changes in technology
• the introduction of new products
• changes in organizations set-up
• organization's desire to upgrade the skills and knowledge of employees
with a view to help them do their current jobs properly and prepare them
for future responsibilities, and the like.
• The training and management development programs are relevant and
useful only when they are implemented towards the attainment of
organizational objectives.
 MOTIVATION AND COMPENSATION

• The system of motivation and compensation should serve to help the

organization achieve the manpower plan. Compensation is what an
organization provides its employees in exchange for their work
contribution. If the organization is not paying competitive rates, the
current employees are likely to leave the organization.
• Pay dissatisfaction not only affects the quality of work life but it also
has a trouble in recruiting and retaining employees. On the other hand,
if the treatment of employees is perceived to be arbitrary, then the
organization will also have problem of meeting its human resource
requirements.
 AUDIT AND ADJUSTMENT

• Human resource planning requires considerable time, personnel, and

financial resources. The return on this investment may not justify the
expenditure for small firms. Increasingly, however, large organizations
use human resource planning as a means of achieving greater
effectiveness.
• For any of various reasons, the human resource programs for meeting the
desired targets may be falling short of organizational objectives. A
system for evaluating and measuring progress should be set up. Many
systems of measurement can be used depending upon the specific
program being evaluated.
• Moreover, another reason for reviewing progress is to check if changes in
the human resource plans are made necessary, because of changed
circumstances or because of the original planning has been proven wrong.
 QUIZ - 1

1. Suppose you as a HR department head estimated that because

of several technological innovations your company will need 25
percent fewer employees in the coming three years. What
actions should you recommend to be taken today?
2. As a human resource planning head of AYEX company what
actions should you recommend if there are employees shortage:
- Too many employees in financial area.
- Too few employee administrative area.
 QUIZ - 2

1.Identify and discuss 2 of the 5

commonly used methods of forecasting
future employment requirements.
2.List at least 3 major implementation
actions of human resource planning
THE END …