1. Human Resource Planning and Job Analysis
BY Humsi Singh

2. Introduction:
• We know that the primary role of the Human Resource Management is to impart
continuous education to the employees about the changes and challenges faced by
the country and organization itself, the employee should also know about the
balance sheet ,sales progress, diversification of plans ,price movement in shares
,turnover and other details about the company.
• The concept of Human Resource Planning comes into picture now. HRP is the
process by which management determines how an organization should move from
its current manpower position to desired manpower position.
• After this another concept of the HRM i.e. Job Analysis arises.

3. Human Resource Planning
• HRP is the subsystem of organizational planning and it includes all
the managerial activities which are necessary to achieve goal of
the organization.
• Following are the key points of HRP:
1. Future personal needs
2. Part of strategic planning
3. Primary step
• HRP effectively involves forecasting personnel needs, assessing
personnel supply and matching demand-supply factors through
personnel related programs. The HR Planning process is influential
by organizational objectives and environment of business.

4. HRP Process
Environment
Organizational objective and
policies
HR
Supply
Forecast
HR
Demand
Forecast
HR Programming
HRP Implementation
Control and evaluation
Programsurplu
s
Short
age

5. HRP process
1. Analyzing organization plan and policies.
2. Forecasting demand and supply of HR i.e. work load analysis, work
force analysis and comparison.
3. Action planning.
4. Monitoring and growth.

6. Characteristics of HRP
a) Forward looking
b) Continuous process
c) Integral part
d) Utilization purpose
e) Quantitative and qualitative aspects
f) Primary responsibility
g) Long-term or short-term
h) Comparison and evaluation

7. Need and Importance
• Helpful in training and selection
• Replacement of personnel
• Effective utilization of technology
• Anticipating cost
• Creating awareness
• Career and succession planning

8. Objectives of HRP
• Optimum use of existing manpower
• Forecast future requirements
• Control measures
• Determine levels of recruitment
• Productivity bargaining
• Needs of expansion and diversification

9. Barriers to HRP
• Inaccuracy
• Employee resistance
• Uncertainties
• Inefficient information system
• Lack of top management support
• Time and expense

10. Job Analysis
• Job analysis is a family of procedures to identify the content of a job in terms of
activities involved and attributes or job requirements needed to perform the
activities. Job analysis provides information of organizations which helps to
determine which employees are best fit for specific jobs.
• It is a part of manpower planning which is concerned with the determination of
quantitative and qualitative requirement of manpower for the organization. A job
may be defined as collection or aggregation of tasks, duties and responsibilities
which are regarded as a regular assignment to individual employees and it is
different from other assignments. Each job has a definite title based upon
standardized trade specification.

11. Hierarchy of components
• Following are the basic job analysis components:
i. Elements
ii. Tasks
iii. Duty
iv. Position
v. Job
vi. Job family
vii. Occupation
viii. Career

12. Significance of Job Analysis
• Organizational design
• Human resource planning
• Recruitment and selection
• Placement and orientation
• Training and development
• Performance appraisal
• Career path planning
• Job design and evaluation
• Labour relations

13. Steps in Job Analysis

14. Methods of Collecting Job Analysis Data
• Required information for the job analysis is to be
collected by trained superiors and job-holders. Job
information is collected through following methods:-

15. Methods of Collecting Data
• Participant diaries/logs:
In this method, the job holder is asked
to maintain a diary recording in detail
the job-related activities each day. If
done judiciously, this method provides
accurate and comprehensive
information about the job. This
overcomes memory lapses on the part
of the job holder. As recording of
activities may spread over several
days, the method, thus, becomes
time-consuming one.
• Interview:
In this method, the job analyst directly
interviews the job holder through a
structured interview form to elicit
information about the job. This
method is found suitable particularly
for jobs wherein direct observation is
not feasible. By way of directly talking
to the job holder, the interviewer job
analyst may extract meaningful
information from the job holder about
his/her job.

16. Methods(continued)
• Critical Incident:
This method is based on the job
holder’s past experiences on the job.
They are asked to recapitulate and
describe the past incidents related to
their jobs. The incidents so reported
by the job holders are, then, classified
into various categories and analysed in
detail. Yes, the job analyst requires a
high degree of skill to analyse the
incidents appropriately described by
the job holders. However, this method
is also time-consuming one.
• Technical Conference Method:
In this method, a conference is organised
for the supervisors who possess extensive
knowledge about job. They deliberate on
various aspects of the job. The job analyst
obtains job information from the
discussion held among these
experts/supervisors. The method
consumes less amount of time. However,
the main drawback of this method is that
it lacks accuracy and authenticity as the
actual job holders are not involved in
collecting job information.

17. Methods(continued)…
• Observation method:
Under this method, data is collected
through observing an employee while
at work. The job analyst on the basis
of observation carefully records what
the worker does, how he/she does,
and how much time is needed for
completion of a given task. This is the
most reliable method of seeking first
hand information relating to a job.
• Questionnaire method:
In this method, the employee is given
structured questionnaire to fill in,
which are then returned to the
supervisors. The supervisor, after
making the required and necessary
corrections in the information
contained in the questionnaire,
submits the corrected information to
the job analyst. Questionnaire
provides comprehensive information
about the job.

18. Conclusion
• HRP is a subsystem of planning and it includes all the
managerial activities which are necessary to achieve
the goal of an organization.
• Job analysis is a systematic exploration of activities
within a job. It is a basic technical procedure, one
that is used to define duties, responsibilities and
accountability of a job.