Module 2: Job Analysis; Human Resource Planning: Demand and Supply Forecasting,

Downsizing and Retention; Talent Acquisition: Recruitment, Selection and Induction;

Performance Management: Systems and Strategies; Learning, Training and
Development: Process and methods; Compensation and Rewards Management;
 Job Analysis
• A job analysis is a systematic process of identifying and determining
the responsibilities, requirements, and nature of a job in detail.

• Job analysis is the process of determining and recording all the

pertinent information about a specific job, including the tasks
involved, the knowledge and skill set required to perform the job, the
responsibilities attached to the job and the abilities required to
perform the job successfully.

• Job analysis differentiates one job from another.

• It is also referred as JOB REVIEW or JOB CLASSIFICATION.

 Importance of job analysis
• Create detailed and accurate job postings that attract the skills and competencies
you need.

• Improve decision-making when recruiting and hiring new employees by easily

tracking candidates with the required qualities and qualifications for the job.

• Develop effective employee development plans by identifying the skills the

employees lack to perform a job successfully.

• Plan and conduct more effective performance reviews based on a good

understanding of the duties and nature of the job. It will improve employee
performance and engagement.

• Determine the content of a job and its value to the company to offer
fair compensation packages.

• Assess risks associated with a job and implement safety measures to avoid safety
violations.
 Uses of Job Analysis
Wages and Salary Administration
Safety and health
Industrial relations
Legal requirements

Job Analysis

Human resource planning Job Evaluation

Recruitment/selection Job Design
Training and development Job classification
Performance evaluation Job specification
 Uses of Job Analysis
1. Job Evaluation is actually a system of ranking jobs in a firm on the basis of their
relevant characteristics, duties and responsibilities.

2. Job Design and Redesign: A job is designed when it is introduced for the first time and
redesigned when it is replaced with new jobs. When the job is redesigned to improve
the efficiency of and the economy in the performance, it is called industrial engineering.

3. Job Classification: Job classification means grouping types of work on the basis of
their similarity. The basis for such grouping could be the level of difficulty, authority,
responsibility and accountability of a job and the job holder’s behavioural requirements.

4. Job Description and Job Specification: Job description provides information about job
title and alternate titles, duties, authorities, responsibilities, accountabilities, reporting
authority, relationship with other jobs, working conditions, and job summary. Job
specification, on the other hand, is a statement about the appropriate skills, knowledge,
qualification and other characteristics required for the effective performance of the
duties and responsibilities associated with the analysed job.
 Uses of Job Analysis
5. HR Planning: HR planning is the process of forecasting the human resource
requirements of a firm and their availability, both within and outside the organization,
to execute future corporate strategies.

6. Recruitment and Selection: A process of actively searching and hiring applicants for
a job role is known as recruitment. A process of choosing suitable applicants from the
shortlisted candidates is known as selection.

7. Training and Development: Training to be provided in case non-availability of

people with required skills and development programmes should be initiated to
develop the potential skills required for a job.

8. Performance Evaluation: Job analysis provides the required information about the
duties, responsibilities and standards of the job. Apparently, the accuracy in the results
of the performance evaluation is critical for different HR decisions involving pay
fixation, promotion, disciplinary actions, grievance identification, and employee
feedback.
 Uses of Job Analysis
9. Wages and Salary Administration: Job analysis helps the organization in determining the
relative worth of each job. The information available in the job description about an employee’s
duties and responsibilities, level of difficulties, skill requirements, work environment, and
location of the job in organizational structure helps the firm in determining the proper
compensation package for each job.

10. Safety and Health: It can also suggest the safety requirements for the job. Moreover, it might
identify the physical hazards involved in the job and also the behaviour and conditions that can
result in accidents and injuries.

11. Industrial Relations: Job analysis findings in the form of job description enhance the
objectivity in decisions involving promotion, transfers, disciplinary action, compensation, and
grievance handling.

12. Legal Requirements: A firm can use job analysis to clear ambiguities in the minds of
employees about the rights and duties of an employee in a job and thereby prevent a possible
legal problem in the future over employment contract and other related issues.
 HRM Planning

• Human resource planning is basically a process of identifying the right

person for the right job at the right time and at the right cost.

• This process involves the estimate of the future manpower needs of an

organization and meeting them through the labour force available with it.

• “Human resource planning is the process of analysing an organization’s human resource

requirements under changing conditions and developing activities necessary to satisfy these
needs.” —James W. Walker
 HR Requirements’ Forecasting Techniques

• Trend analysis
• Ratio analysis
• Delphi technique
• Normal group technique
• Managerial judgement
• Work study
• Zero-base forecasting
• Simulation model
• HR allocation model
 Forecasting Demand and Supply
• The second phase of human resource planning, forecasting demand and
supply, involves using any number of sophisticated statistical procedures based
on analysis and projections. Such forecasting techniques are beyond the scope
of this discussion.

• Forecasting demand involves determining the numbers and kinds of personnel

that an organization will need at some point in the future.

• Forecasting supply involves determining what personnel will be available. The

two sources are internal and external: people already employed by the firm
and those outside the organization.
• Factors influencing demand forecasting
Budget constraints; turnover due to resignations, terminations, transfers,
and retirement; new technology in the field; decisions to upgrade the
quality of services provided; and minority hiring goals

• Factors influencing supply forecasting

Promoting employees from within the organization; identifying
employees willing and able to be trained; availability of required talent in
local, regional, national labour markets; competition for talent within the
field; population trends and college and university enrolment trends in
the needed field
 Downsizing
• Downsizing is the process of laying off staff to reduce costs and
increase the business's profitability.

Downsizing Mergers and Acquisitions

• In vertical integration, a company acquires a producer, supplier, or
seller of its product and services. In other words, it acquires a company
vertically above or under it in the production chain.
• In horizontal integration, a company acquires a competitor that sells
the same or a comparable product. In other words, it acquires a
company horizontally in the production chain.
 Downsizing Strategies
• Voluntary Downsizing: where the company offers incentives for employees to leave
voluntarily. This might include offering early retirement packages, payouts for unused
vacation time, or other benefits. This strategy is often used when the company is looking to
reduce headcount without causing too much disruption to the organization.

• Involuntary Downsizing: where the company lays off employees without offering
them any incentives. This is usually done when the company is in financial trouble, or when
there is a need to quickly reduce headcount. Involuntary downsizing can be very disruptive
and can damage employee morale and motivation.

• Right-sizing: Where the company focuses on reducing costs by streamlining processes

and eliminating unnecessary positions. This strategy is often used when the company is
looking to improve efficiency and reduce costs. It is a more targeted approach than other
downsizing strategies and can be less disruptive to the organization.
 Employee Retention

• Employee retention refers to the actions taken by an employer to keep their

employees happy and engaged with their work. This can include offering

competitive salaries, providing meaningful work, and creating a positive

work environment.
Retention Strategies