Effective Job Analysis

1. Effective Job Analysis Presented To: Dr-Ahmed Abdel ElBaset Presented By : Ahmed I. ElMoghazy Ahmed M.Hammad Diaa E. Sayed Tamer M.Basha

2. 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

3. What do they have in common? Succession plan to replace their CEOs Yet, none of them have approached the transition like Quest Diagnostics did…

4. 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 … Freeman recognized that he will be eventually leaving the company, so he decided that it’s time to look for a successor But what made the Quest succession planning unique?

5. Quest Diagnostics Story Freeman decided to groom the individual to succeed him over a period of years 5 years ! 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.

6. Quest Diagnostics Story • 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 improvement Surya Mohapatrawas chosen… Smart, Focused and exceptional multitasking yet he was not perfect….

7. Quest Diagnostics Story 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 And the day came after 5 years of excessive coaching and mentoring, Freeman stepped down in May 2004

8. Introduction Adapting to these changes require all organizational members to understand where the organization is going Process of determining the organization’s human resource needs Number Place of people, at the Kind Time

9. An Organizational Framework First step in Strategic planning is... A brief statement of the reason an organization is in business

10. An Organizational Framework First step in Strategic planning is... A brief statement of the reason an organization is in business Can change… by careful study, to meet changes in the business environment

11. An Organizational Framework Determining what businessthe organization will be in Whatto achieve Howto achieve What Jobs are needed Who can do these jobs

12. 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

13. Linking Organizational Strategy to HR Planning Assessing Current Human Resources By building a profile of the organization’s current employees Human Resource Information Systems • New organizational pursuits • Altering the organization’s strategic directions • Selecting individuals for training and development • Promotions • Transfers … and provides manners to retain employees

14. New recruit • Employee development Linking Organizational Strategy to HR Planning Assessing Current Human Resources Succession Planning Separate management inventory report called ( replacement chart) • Gives time frames for succession • Spotting skill shortage

15. Replacement chart

16. 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

17. Predicting the future labor supply

18. Where Will We Find Workers 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

19. Matching Labor Demand and Supply To 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

20. Demand for labor Demand exceeds Supply • Assess current • human resources • - - - - - - - - - - - - - • HRMS: • job analysis Establish corporate goals and objectives Define organization mission Compare demand for and supply of human resources Supply exceeds Demand Supply of human resources Employment Planning and the Strategic Planning Process Outcomes Recruitment Decruitment

21. Importance of job analysis “ we were hired to do different substantially from what we are doing now”

22. Job Analysis Methods

23. Structured Job Analysis Techniques

24. Purpose of Job Analysis

25. 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

26. Job Design • It refers to the way that the tasks within the position is organized It includes:

27. Job Enrichment • Expanding job content to create more opportunities for job satisfaction • How to design job that provide motivation?

28. Flexible Work Schedules • Loyalty & retention are increased by allowing employees to do their jobs with more flexible work schedules.