As an HR manager, you and your team are required to develop the job descriptions for new jobs and

review the present descriptions for the current jobs. Set the action plan to follow with your team to fulfill such a task; identifying the considerations to be taken into mind. Moreover, identify what considerations and techniques should be applied to develop a satisfying job.

When we start me and my team to develop the job descriptions for new jobs and review the present descriptions for the current jobs we have to refer to the mission statement, Managers, then, need to define the organizations strategic goals,Objectives are the broad statements that establish the targets the organization will achieve. Then starts the corporate assessment. A company begins to analyze its goals, its current strategies, its external environment, its strengths and weakness, and its opportunities and threats, in terms of whether they can be achieved with current organizational resources. This is referred to as gap or SWOT analysis. SWOT leads to a clear assessment of the organizations internal resources and indicates organizational departmental abilities. Strengths: An organizations best attributes and abilities. Core Competency: Organizational strengths that represent unique skills or resources. Weaknesses: Resources an organization lacks or activities it does poorly. We need to determine what jobs need to be done and how many and what type of workers will be required. This is called organizing. Thus, establishing the structure of the organization assists in determining the skills, knowledge, and abilities required for jobholders. (It is where HR management plays an integral role)

We have to determine Human Resource Planning and Job Analysis

MISSION Determining what business the organization will be in Objectives , Goals Setting goals and objectives Strategy Determining how goals and objectives will be attained Structure Determining what jobs need to be done and by whom People Matching skills, knowledge, and abilities to required jobs

HR

Page 1 of 4

To ensure that appropriate personnel are available to meet the requirements set during the strategic planning process, human resource managers engage in employment planning.

Human resource planning is the process of determining an organizations human resource

needs and purpose of the human resource planning is to determine what HRM requirements exist for current and future supplies of and demands of workers. It is the process by which an organization ensures that it has the right number and kinds 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 strategic objectives. Employment planning, then, ultimately translates the organizations overall goals into number and types of workers needed to meet those goals. Employment planning needs to be linked to the organization's overall strategy, otherwise, it becomes a mere guesswork.

Assessing Current Human Resources

Assessing current human resources begins by developing a profile of the organizations current employees. This internal analysis includes information about the workers and the skills they currently possess. Develop a human resources inventory report, derived and completed from supervisors and employees. It would include a complete list of all employees by name, education, training, prior employment, current position, performance ratings, salary level, languages spoken, capabilities, and specialized skills. Its benefits are: This allows in determining what skills are currently available in the organization. It serves as a guide for supporting new organizational pursuits or in altering the organizations strategic direction. It has a value for other HRM activities. It provides crucial information for identifying current or future threats to the organization ability to successfully meet its goals.

Human resource information system (HRIS)

A computerized system that assists in the processing of HRM information , It is a database system keeping important information about employees in a central and accessible location.

Succession Planning In addition to the computerized HRIS system replacement chart

HRM organizational charts indicating positions that may become vacant in the near future and the individuals who may fill the vacancies. This chart gives management an indication of time frames for succession, as well as, helping to stop any skill shortages.

Once an assessment of the organizations current human resources situation has been made and the future direction of the organization has been considered, its time to develop a projection of future human resource needs. This means performing a year-by year analysis for every significant job level and type. In effect, the result is a human resource inventory covering specified years into the future.

HR

Page 2 of 4

Then we will go through HR Planning Process :

1. Determining the demand for labor. a. It is concerned with developing a projection of future human resource needs. b. It is performing a year-by-year analysis for every significant job level and type. c. Accurate estimates of future demands is in both quantitative and qualitative terms. 2. Predicting future labor supply. a. It requires estimating changes in internal and external labor supply. b. Labor supply can come from four sources: new hires, contingent workers, transfers-in, or individuals returning from leaves. c. Decreases internal supply can come about through retirements, dismissals, transfers-out of the unit, layoffs, voluntary quits, sabbaticals, prolonged illnesses, or deaths. d. The labor market must be thoroughly studied. 3. Matching labor demand and supply. a. The objective of employment planning is to bring together the forecasts of future demand of workers and the supply for human resources, both current and future. b. The result of this effort is to pinpoint shortages or overstaffing; and to keep abreast of the opportunities existing in the labor market to hire qualified employees either to satisfy current needs or to stockpile potential candidates for the future. i. In case of shortage, the organization must hire or contract with additional staff or transfer staff within the organization. ii. In case of surplus (oversupply), the organization is engaged in derecruiting. Next step will do job analysis :

Provides information about jobs currently being done and the knowledge, skills, and abilities that individuals need to perform the jobs adequately, is a systematic exploration of the activities within a job. It is a technical procedure used to define job duties, responsibilities and accountabilities. It provides information about jobs currently being done and the knowledge, skills, and abilities that individuals need to perform the jobs adequately. We will use a method from Job Analysis Methods Observation method. Individual interview method. Group interview method. Structured questionnaire method. Technical conference method. Diary method. Then we will go through the steps in Job Analysis
HR Page 3 of 4

1. 2. 3. 4. 5. 6.

1. 2. 3. 4. 5. 6. 7.

Understand the purpose of the job analysis. Understand the roles of jobs in the organization. Benchmark positions. Determine how to collect job analysis information. Seek clarification. Develop draft. Review the draft with the supervisor. The End step of action plan is Outcomes of Job Analysis :

1. Job descriptions A job description is a written statement of what the jobholder does, how it is done, under what conditions and why. In other words, it portrays job content, environment, and conditions of employment. 2. Job specifications A job specification is statements indicating the minimal acceptable qualifications incumbents must possess to successfully perform the essential elements of their jobs. 3. Job evaluations A job evaluation specifies the relative value of each job in the organization. Job Satisfying: If you want people to do a good job, give them a good job to do Employers have found that they can increase employee engagement and motivation through well designed jobs. Job satisfying through Flexible Work Schedules Compressed work week schedules Employees work longer days in exchange for longer weekends or other days off. Flex time An alternative to traditional 9 to 5 work schedules allows employees to vary arrival and departure times. Job sharing Two people share one job by splitting the work week and the responsibilities of the position. Telecommuting Using technology to work in a location other than the traditional workplace.

HR

Page 4 of 4