Page 227 - Fundamentals of Management Myths Debunked (2017)_Flat

226 Part 3 • Organizing
Employment planning is the process by which managers ensure that they have the right
number and kinds of people in the right places at the right times, people who are capable of
effectively and efficiently completing those tasks that will help the organization achieve its
goals. Employment planning, then, translates the organization’s mission and goals into an HR
plan that will allow the organization to achieve those goals. The process can be condensed
into two steps: (1) assessing current human resources and future human resource needs, and
(2) developing a plan to meet those needs.

(1) hoW doeS an organization do a cUrrent hr aSSeSSment? Managers
begin by reviewing the current human resource status. This review is typically done by
generating a human resource inventory. It’s not difficult to generate an inventory in most
organizations since the information for it is derived from forms completed by employees.
Such inventories might list the name, education, training, prior employment, languages
spoken, capabilities, and specialized skills of each employee in the organization. This
inventory allows managers to assess what talents and skills are currently available in the
organization.
Another part of the current assessment is job analysis. Whereas the human resources
inventory is concerned with telling management what individual employees can do, job
analysis is more fundamental. It’s typically a lengthy process, one in which workflows
are analyzed and skills and behaviors that are necessary to perform jobs are identified. For
instance, what does an international reporter who works for the Wall Street Journal do?
What minimal knowledge, skills, and abilities are necessary for the adequate performance
of this job? How do the job requirements for an international reporter compare with those
for a domestic reporter or for a newspaper editor? Job analysis can answer these questions.
Ultimately, the purpose of job analysis is to determine the kinds of skills, knowledge, and
attitudes needed to successfully perform each job. This information is then used to develop
or revise job descriptions and job specifications.

Why IS JOB ANALYSIS so important?
Job analysis results in: Job description S describes the job
&
Job specification S describes the person

A job description is a written statement that describes the job—what a job holder
does, how it’s done, and why it’s done. It typically portrays job content, environment,
and conditions of employment. The job specification states the minimum qualifications
that a person must possess to perform a given job successfully. It focuses on the person
and identifies the knowledge, skills, and attitudes needed to do the job effectively. The
job description and job specification are important documents when managers begin
recruiting and selecting. For instance, the job description can be used to describe the job
employment planning to potential candidates. The job specification keeps the manager’s attention on the list
The process by which managers ensure they have
the right numbers and kinds of people in the right of qualifications necessary for an incumbent to perform a job and assists in determin-
places at the right time ing whether candidates are qualified. Furthermore, hiring individuals on the basis of the
human resource inventory information contained in these two documents helps ensure that the hiring process does
A report listing important information about not discriminate.
employees such as name, education, training, skills,
languages spoken, and so forth
(2) hoW are fUtUre emPLoyee needS determined? Future human resource
job analysis needs are determined by the organization’s strategic goals and direction. Demand for
An assessment that defines jobs and the behaviors human resources (employees) is a result of demand for the organization’s products or
necessary to perform them
services. On the basis of an estimate of total revenue, managers can attempt to establish
job description the number and mix of people needed to reach that revenue. In some cases, however, the
A written statement that describes a job situation may be reversed. When particular skills are necessary and in scarce supply, the
job specification availability of needed human resources determines revenues. For example, managers of
A written statement of the minimum qualifications an upscale chain of assisted-living retirement facilities who find themselves with abundant
that a person must possess to perform a given job business opportunities are limited in their ability to grow revenues by whether they can hire
successfully
a qualified nursing staff to fully meet the needs of the residents. In most cases, however, the