1. determine training requirements

2. establish training objectives

3. determine the reason of problem occurence

1. date written

2. job status

3. position title

4. job summary

5. detailed liste of responsibilities/duties

6. supervision recveieved and exercised

7. principal contacts

8. retlated meetings to be attended.

9. competency/position requirements

10. required education/experience

11. career mobility

decription of competency, educational, and experience qualifications incubment must possess to perform the job?

*also known as KSA's*

1. motion study

2. time study

3. work sampling

1. observer must be carefully trained to know what to look for and to record

2. application is somewhat limited to jobs involving short and repetitive cycles

unstructured- no definitely checkfilst or preplanned format

structured- predesigned format

ensures all pertient job aspects are coverd

easier to compare information obtained from diff ppl holding same jobs

misinterpretation of information by respondent or analyst

time consuming and expensive to develop

1. incumbent is most knowledgeable about the job

2. helps identify differences in incumbents and managers perceptions about the job

1. 6 major categories of employee activities

2. 194 descriptors called "job elements" descripbe the 6 categories in detail

3. using 5 point scale can analyze each descriptor for the degree to which is applies to the job

advantage- can be used to analyze almost any type of job

relatively easy to use

disadvantage- length of questionnaire

1. 208 itmes relating to managerials, responsibilities, restrictions, demands, etc.

2. items are groups into 13 categories

3. requires analyst to check whether each item is appropirate to job being analyzed

each task statement is analyzed and rated to determine skills needed to perform task it describes;

results in position-specfiic information about work being performed and standardized information about both work and person performing the work

1. definitions and concepts for describing employee attributes and workplace requirements

2. describes KSAs can accomodate rapidly changing job requirements

3. updated every 5 years by surveying a broad range of employees from each occupation

1. unduly costly, substantial or disruptive

2. would fundamentally alter the nature or operation of business

1. specification of indiviual tasks

2. specification of method of performing each task

3. combination of individual tasks into specific jobs

job specialization has advantages, but can result in ____ or degrading jobs.

???

1. role of employees in the socio-technical system

2. nature of the tasks performed

3. autonomy of work group

• job needs to be reasonable demanding in terms other than endurance
• employees need to be able to learn on the job and continue learning
• employees need area of decision making
• employees need degree of social support and recognition in the workplace
• employees need to be able to relate what they do and produce to their social lives
• employees need to believe that the job leads to a desirable future

1. organization defines a core period

2. some allow varied hours worked each day, if specified weekly totaly is met

1. allows employees to accommodate different lifestyles and schedules

2. allows employees to avoid rush hours, less absenteeism and tardiness

3. allows employers an edge in recruiting new employees and in retaining hard-to-find qualified employees

4. may result in an increase in productivity

less travel time and travel expenses, avoiding rush hour

avoiding distractions at office

being able to work flexible hours

1. insurance concerns relating to health and safely of employees working at home

2. lack of professional and social environment of workplace

3. some state and local laws restrict just what work can be done at home

# of hours worked per day is increased; # of days in the work week is decreased

(10 hours per day for 4 days per week known as 4/40)

advantages: lower absenteeism and tardiness

less start up time

more personal time for employees

disadvantage: fatigue often accompanies longer hours

1. independent contractors & oncall workers, called to work only when needed

2. temporary or short-term workers

1. seasonal fluctuation, project based work

2. need skill sets not available in normal employee

3. population, hiring freezes, and rapid growth

1. flexibility for dealing with fluctuating product or service demand

2. increasing workplace diversity

3. determining potential as a future full time employee

4. providing skills organization doesnt have in-house

1. management issues

2. tracking/reporting in hr systems

3. compensation

4. retention

5. attitude work quality commitment

6. legal issues

7. orientation and training

8. use or company resources

9. physical facility security

1. organizations mission statement

2. commitment from staff to the mission

3. statement of assumptions

4. action plan

1. short range - 0 to 2 years

2. intermediate range - 2 to 5 years

3. long range - beyond 5 years

Stage 1 - companies have no long term business plans and do little HRP

Stage 2 - compies have long term business plan but tend to be skeptical of HRP

Stage 3 - companies engage in some aspects of hrp but efforts are not integrated into long range business plan

Stage 4 - companies do a good deal of HRP and top managers are enthusiastic about HRP process

Stage 5 - companies treat HRP as a vital part of their long term business plan

1. determine impact of orgs objctves on specific org units

2. define skills, expertise, and total number of employees required to achieve org and dept objectives

3. determine additional HR requirements in light of orgs currnt HRs

4. develop action plans to meet anticiapated HR needs

mission statement

short term objectives

1. mission statement

2. long range objective

3. short range objective

4. division/deptmnt objectives

5. subunit objectives

1. govt influences

2. general economic conditions

3. competition

4. changes in workforce

1. personal data - age, sex

2. skills - education, training

3. special qualifications

4. salary and job history

5. company data- benefit plan, seniority

6. indiviual capacity- test scores, health info

7. preferences of individual - location, job type

1. quickly evaluate skills available within org

2. helps determine promotion and transfers

3. necessary for making decisions on new contracts or new products

4. aids in planning future training and mngmnt programs

5. aids in recruiting and selecting new employees

how are retirements planned for?

transfers and promotions??

deaths, resignations, and discharge??

• forcasted from skills inventory
• estimated via age of individual in specific jobs & requirements of org
• difficult to forcast, refer to past experience and historical records

1. accommodates swings in HR demands

2. lower cost - fewer or no benefits

3. temporary agencies - can provide testing and training

4. new perspectives, experiences brought to the organization

1. permanent hires

2. contingency hires

3. outsourcing

1. work contracted out at a cost savings

2. company can focus on its core business

reclassification

transfer

work sharing

downsizing

layoffs

1. layoffs & terminations

2. early retirement inducements

3. voluntary resignation

4. voluntary resignation inducements

1. supply of employees and promotability and placement status of each

2. organizations demand from new positions and turnover and projected vacancies for each job title

3. balance of supple versus demand, including name, job, and location of those suitable for promotions

1. vital organization

2. stagnant organization

1. potential for producing more accurate and timely info

2. gets rid of paper personnel files

3. new softward packages are more user friendly, requiring less training and time to implement

strategic planning

HR planning