Effective Job Analysis

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


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.


•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….


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


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


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

Documents

Effective Job Analysis