EFFECTIVE JOB ANALYSISPresented To: Dr-Ahmed Abdel ElBaset Presented By :
Ahmed I. ElMoghazy Ahmed M.Hammad Diaa E. Sayed Tamer M.Basha
AGENDA Introduction An Organizational Framework Linking Organizational Strategy to HR Planning Determining the demand for labor Predicting the future labor supply Where Will We Find Workers Matching Labor Demand and Supply Employment Planning and the Strategic Planning Process Importance of job analysis Job Analysis Methods and Analysis Techniques Purpose of Job Analysis The Multifaceted Nature of Job Analysis Job Design and Enrichment Flexible Work Schedules
What do they have in common?
Succession plan to replace their CEOs
Yet, none of them have approached the transition like Quest Diagnostics did…
QUEST DIAGNOSTICS STORY
Kenneth W. Freeman – CEO (1995-2004)• Spent 8 years as CEO• Before that he worked at Quest Diagnostics for 23 years in several positions
But what made the Quest succession planning unique?
… Freeman recognized that he will be eventually leaving the company, so he decided that it’s time to look for a successor
QUEST DIAGNOSTICS STORY
Freeman decided to groom the individual to succeed him over a period of years 1
5 years !
2 Freeman also realized that the new CEO must be different…He must be of a scientific background, why?
To capitalize in the medical testing and technology markets. Where growth is.
QUEST DIAGNOSTICS STORY
•200 Quest executives went through multiple day-long programs
•Not looking for perfection, instead he was searching for executives who demonstrated leadership skills and had the ability and will to develop in the areas were they needed improvementSurya Mohapatra was chosen… Smart, Focused and exceptional multitasking
yet he was not perfect….
QUEST DIAGNOSTICS STORY
Mohapatra was a year older than Freeman, so having two people of relatively the same age, one as a mentor to the other is somewhat unusual
3
And the day came after 5 years of excessive coaching and mentoring, Freeman stepped down in May 2004
INTRODUCTION
Process of determining the organization’s human resource needs
Adapting to these changes require all organizational members to understand where the organization is going
Change happen
s
Human resource Planning
RIGHTNumber
Kindof people, at the RIGHT
Place
Time
AN ORGANIZATIONAL FRAMEWORK
A brief statement of the reason an organization is in businessmission statement
organize the world’s information and
make it universally accessible and
useful
First step in Strategic planning is...
Organization members know exactly what the company is about
AN ORGANIZATIONAL FRAMEWORK
A brief statement of the reason an organization is in businessmission statement
First step in Strategic planning is...
Can change… by careful study, to meet changes in the business environment
Largest provider of PC and mainframes
Offering consulting, hosting and business
services
AN ORGANIZATIONAL FRAMEWORK
Mission
Objectives and Goals
Strategy
Structure
People
Determining what business the organization will be in
What to achieve
How to achieve
What Jobs are needed
Who can do these jobs
LINKING ORGANIZATIONAL STRATEGY TO HR PLANNING•Assessing Current Human Resources•Determining the Demand for Labor•Predicting the Future Labor Supply•Where will We Find Workers•Matching Labor Demand and Supply
LINKING ORGANIZATIONAL STRATEGY TO HR PLANNINGAssessing Current Human Resources
How? By building a profile of the organization’s current employees
Human Resource Information Systems
name education
training Prior employment
Performance rating Salary level
Languages spoken
•New organizational pursuits•Altering the organization’s strategic directions•Selecting individuals for training and development•Promotions•Transfers
How is it useful?
… and provides manners to retain employees
LINKING ORGANIZATIONAL STRATEGY TO HR PLANNINGAssessing Current Human Resources
Succession Planning
Separate management inventory report called ( replacement chart)
How is it useful?
•Gives time frames for succession•Spotting skill shortage
New recruit
Employee development
REPLACEMENT CHARTCarolyn Roberts
Current position: PresidentAge:64
Expected replacement needed: 1 yearExperience: 27 years of financial operations
Possible replacement Potential Ready inBeth Harper Medium 8
monthsCarlos Hernandez High 2.5
yearsGus Brame High 14
months
Beth Harper
Current position: Vice president, MarketingExpected replacement needed: 1 year
Experience: 17 years in marketing management
Possible replacement Potential Ready in
Rick Sapp Medium 8 months
Charese singleton High 2.5 years
Gus Brame
Current position: Vice president, corporate counsel
Expected replacement needed: 11 monthsExperience: 23 years as an attorney
Possible replacement Potential Ready in
Kelly Williams Medium 8 months
DETERMINING THE DEMAND FOR LABOR Creates an inventory of future staffing needs for job level and type,
broken down by year
Forecasts must detail the specific knowledge, skills, and abilities needed, not just “we need 25 new employees
Different Techniques can be used to forecast the demand:
Direct Managerial Input
Best Guess formalized managerial judgment process
Historical Ratios
Regression, linear programming
Scenario Analysis
PREDICTING THE FUTURE LABOR SUPPLY
• New hires• Contingent workers• Transfer in• Returning from leave of absenceIncrease
in Internal Supply
• Retirements• Dismissals• Transfer out• Layoffs• Voluntary quits• Sabbaticals• Prolonged illness or death
Decrease in
Internal Supply
Candidates come from
Recent graduate market (college/school)
Employees returning from military service
Students seeking tuition
Migrants
Recently laid off employees
The potential labor supply can be expanded by formal or on-the-job training
WHERE WILL WE FIND WORKERS
MATCHING LABOR DEMAND AND SUPPLYTo Match Demand and Supply, HR
Compares forecasts for demand and supply of workers
Monitors current and future shortages, and overstaffing. Sometimes, strategic goals must change as a result
Uses downsizing to reduce supply and balance demand
EMPLOYMENT PLANNING AND THE STRATEGIC PLANNING PROCESS
Demand for labor
Compare demandfor and supply of human resources
Recruitment
Decruitment
Defineorganization
mission
Establishcorporate goalsand objectives
Demand exceedsSupply
Supply exceedsDemand
Assess current human resources-- - - - - - - - - - - - -
HRMS: job analysis
Outcomes
Supply of human resources
IMPORTANCE OF JOB ANALYSIS
65% turnover of sales
professionals
Avg. Length of stay is
nine months
Training cost is 300% over
budget
“ we were hired to do different substantially from what we are doing now”
JOB ANALYSIS METHODS
Observation method
Individual Interview Method
Group Interview Method
Structured Questionnaire Method
Technical Conference Method
Diary Method
STRUCTURED JOB ANALYSIS TECHNIQUESCategory Number of
job Element1.Information input: Where and how does the worker get the information he or she uses on the job ?
35
2.Mental processes: What reasoning, decision making, planning, etc., are involved in the job?
14
3.Work output: What physical activates does the worker perform and what tools or devices are used?
49
4.Relationships with other people: What relationships with other people are required in the job?
36
5.Job context: In what physical and social contexts is the work performed?
19
6.Other job characteristics: What special attributes exist on this job 41
Job Description
Job Specification
Job Evaluation
PURPOSE OF JOB ANALYSIS
THE MULTIFACETED NATURE OF JOB ANALYSIS
Assists employees training and career development
Aids in determining safety and health requirements
Help in defining labor relations processes
It’s starting point of right HRM
JOB DESIGN
It refers to the way that the tasks within the position is organized
How and when the tasks are done
In what order the tasks are completed
The conditions under which the tasks
are completed
It includes:
JOB ENRICHMENT Expanding job content to create more opportunities for job
satisfaction
How to design job that provide motivation? Skill Varity
Task Identity
Task Significanc
e Autonomy
Feedback from the job itself
FLEXIBLE WORK SCHEDULES Loyalty & retention are increased by allowing employees to do their jobs with more flexible work schedules.
Compressed work week schedules
Flex Time
Job Sharing
Telecommuting