Bài giảng QUản trị nguồn nhân lực part 2 eng

Human Resource Management Session JOB ANALYSIS, STRATEGIC PLANNING, AND HUMAN RESOURCE PLANNING Questions Job Analysis Should Answer • What physical and mental tasks does the worker accomplish? • When is the job to be completed? • Where is the job to be accomplished? • How does the worker the job? • Why is the job done? • What qualifications are needed to perform the job? Job Analysis: A Basic Human Resource Management Tool Tasks Responsibilities Duties  Human Resource Planning  Recruitment  Selection  Training and Development Job Descriptions  Performance Appraisal Job Analysis  Compensation and Benefits Job Specifications  Safety and Health  Employee and Labour Relations  Legal Considerations Knowledge Skills Abilities  Job Analysis for Teams Job Analysis Methods • • • • • Questionnaires Observation Interviews Employee recording Combination of methods Questionnaires • Typically quick and economical to use • Structured questionnaire to employees • Problem: Employees may lack verbal skills • Some employees tend to exaggerate significance of their tasks Observation • Job analyst watches worker perform job tasks and records observations • Used primarily to gather information on jobs emphasizing manual skills • Used alone is often insufficient • Difficulty: When mental skills are dominant in a job Interviews • Interview both employee and supervisor • Interview employee first, helping him or her describe duties performed • Then, analyst normally contacts supervisor for additional information Employee Recording • Describe daily work activities in diary or log • Problem: Employees exaggerating job importance • Valuable in understanding highly specialized jobs Conducting Job Analysis • People who participate in job analysis should include, at a minimum: – Employee – Employee’s immediate supervisor Job Description • Document that states tasks, duties, and responsibilities of job • Vitally important that job descriptions are both relevant and accurate 10 Strategy Implementation • Leadership • Organizational Structure • Information and Control Systems • Technology • Human Resources 15 Human Resource Planning Systematic process of matching internal and external supply of people with job openings anticipated in the organization over a specified period of time 16 Human Resource Planning Process External Environment Internal Environment Strategic Planning Human Resource Planning Forecasting Human Resource Requirements Comparing Requirements and Availability Demand = Supply Surplus of Workers Shortage of Workers No Action Restricted Hiring, Reduced Hours, Early Retirement, Layoffs, Downsizing Recruitment Forecasting Human Resource Availability Selection 17 Forecasting Human Resource Requirements • Zero-based forecasting - Uses current level as starting point for determining future staffing needs • Bottom-up approach - Each level of organization, starting with lowest, forecasts its requirements to provide aggregate of employment needs 18 Forecasting Human Resource Requirements (Cont.) • Relationship between Volume of Sales and Number of Workers Required • Simulation Models - Simulation is a forecasting technique for experimenting with real-world situation through mathematical model representing that situation A model is an abstraction of the real world 19 The Relationship of Sales Volume to Number of Employees Number of Employees 500 400 300 200 100 10 20 30 40 Sales (thousands) 50 60 20 Shortage of Workers Forecasted • Creative recruiting • Compensation incentives – Premium pay is one method • Training programs – Prepare previously unemployable people for positions • Different selection standards 21 Surplus of Employees • Restricted hiring – employees who leave are not replaced • Reduced hours • Early retirement • Downsizing - Layoffs 22 Downsizing • Also known as restructuring and rightsizing, is reverse of company growing and suggests onetime change in organization and number of people employed • Retention bonuses are used to entice terminated employees to remain for short periods of time to ensure continued services 23 Negative Aspects of Downsizing (Cont.) • Institutional memory lost • Remaining workers required to more • When demand for products/services returns, firm may realize it has cut too deep 24 Outplacement • Laid-off employees given assistance in finding employment elsewhere • Companies use outplacement to take care of employees by moving them successfully out of company rather than having to it on their own 25 Succession Planning • Process of ensuring that qualified persons are available to assume key managerial positions once the positions are vacant • Goal is to help ensure a smooth transition and operational efficiency 26 Human Resource Information Systems (HRIS) Any organized approach for obtaining relevant and timely information on which to base HR decisions 27 HUMAN RESOURCE INFORMATION SYSTEM Goal: Integrate Core Processes into Seamless System Input Data Types Output Data Uses* Job Analysis Employee Tracking Recruitment Diversity Programs Selection/Job Posting/ Employee Referral Hiring Decisions T&D Performance Appraisal Compensation Benefits Safety Human Resource Information System Contribute Toward Achievement of: Training Programs/Elearning/Management Succession Compensation Programs Benefit Programs (e.g., prescription drug programs) Labor Relations Health Programs (e.g., Employee Assistance Programs) Bargaining Strategies Employee Relations Employee Services Health Organizational Strategic Plans Human Resource Management Plans *Manager and employee self-service is available 28 Job Design (Cont.) • Job enlargement - Changes in scope of job to provide greater variety to worker • Reengineering - Fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical measures of performance, such as cost, quality, service and speed 29 ... importance • Valuable in understanding highly specialized jobs Conducting Job Analysis • People who participate in job analysis should include, at a minimum: – Employee – Employee’s immediate supervisor... both relevant and accurate 10 Content of a Job Description • Job Identification – Job title, department, reporting relationship, and job number or code • Job Analysis Date – Aids in identifying... Design (Cont.) • Job enlargement - Changes in scope of job to provide greater variety to worker • Reengineering - Fundamental rethinking and radical redesign of business processes to achieve dramatic