Strategic Human Resources Management
Presented By : Sandar Moe Khat (Academic Manager)
Master of Business Administration-MEUE
Bachelor of Business Administration (HR-Master)-MEUE
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Chapter-4
Strategic Planning, Human Resources Planning And Job
Analysis
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Strategic Planning
Process by which top management
determines overall organizational purposes
and objectives and how they are achieved.
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Mission Determination
The mission is a unit’s continuing purpose or reason
for being
The corporate mission is the sum total of the
organization’s ongoing purpose
Arriving at a mission statement should involve
answering question such as:
What are we in management attempting to do for
whom?
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Environmental Assessment
Environmental analysis is often considered to be a SWOT
analysis (Strengths, Weaknesses, Opportunities, and Threats)
Making strategic plans involves information flows from both the
internal and the external environments.
From inside comes information about organizational
competencies, strengths, and weaknesses.
Scanning the external environment allows organizational
strategists to identify threats and opportunities.
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SWOT analysis
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Objective Setting
Objectives are the desired end results of any activity
Objectives should have four basic characteristics:
They should be expressed in writing
They should be measurable
They should be specific as to time
They should be challenging but attainable
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Strategy Implementation
Strategy implementation requires changes in the organization’s behavior, which can be
brought about by changing one or more organizational dimensions,
Leadership
Organizational Structure
Information and Control Systems
Technology
Human Resources
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Human Resource Planning
(Workforce Planning)
Matching the internal and external supply of
candidates with job openings anticipated in the
organization over a specific period of time
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Requirements Forecast
Determining:
Number
Skills
Location of employees that the
organization will need at future dates in
order to meet goals
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Techniques For Forecasting Human Resource
Requirements
Zero-base forecast
Bottom-up forecast
Relationship between volume of sales and number of workers required
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Zero-base Forecast
Uses current level of staffing as starting point for
determining future staffing needs
Key is a thorough analysis of human
resource needs
the position is not filled and the work is
spread out among remaining employees, as
often is the case with firms that downsize.
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Bottom-up Forecast
Each level of organization, starting with lowest, forecasts its
requirements to provide aggregate of employment needs
It is based on the reasoning that the manager in each unit is most
knowledgeable about employment requirements.
4-15
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The Relationship Of Sales Volume to Number Of
Employees
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Availability Forecast
Determination of:
Whether firm will be able to secure employees with necessary
skills
Sources from which to obtain employees
To forecast availability, the HR manager looks to both internal sources
(current employees) and external sources (the labor market).
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Shortage of Workers Forecasted
Innovative recruiting
Compensation incentives
Training programs
Modified selection standards
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Surplus of Employees
When a comparison of requirements and
availability indicates a worker surplus will
result, most companies look to alternatives to
layoffs, but downsizing may ultimately be
required.
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Succession Planning
Process of ensuring that qualified persons are available to
assume key managerial positions once the positions are
vacant.
Goal is to help ensure a smooth transition and
operational efficiency.
A
B C D
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Job Analysis
Job analysis is the systematic process of determining the skills, duties, and
knowledge required for performing jobs in an organization.
When the organization is founded and a job analysis program is initiated
When new jobs are created
When existing jobs are changed significantly
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Reasons For Conducting Job Analysis
Job analysis has an impact on every aspect of HR practice:
Staffing
Training and Development
Performance Appraisal
Compensation
Safety and Health
Employee and Labor Relations
Legal considerations
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Job Analysis: A Basic Human Resource
Management Tool
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Job Analysis Methods
Questionnaires
Observation
Interviews
Employee recording
Combination of methods
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Questionnaires
Structured questionnaires given to employees
Typically quick and economical
Potential problems:
Employees might lack verbal skills
Employees might exaggerate the significance of their tasks
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Observation
Analyst watches worker perform job tasks and
records observations
Used primarily to gather information
emphasizing manual skills
Often insufficient when used alone
Difficult when mental skills are dominant
in a job
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Interviews
Interview both employee and supervisor
Interview employee first, helping him or her
describe duties performed
After interviews, analyst normally contacts
supervisor for additional information
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Employee Recording
Employees describe daily work activities in
diary or log
Valuable in understanding
highly specialized jobs
Problem: Employees might exaggerate
job importance
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Combination Of Methods
Analysts usually use more than one method
Clerical and administrative jobs (example):
Questionnaires supported by interviews and limited observation
Production jobs: Interviews supplemented by extensive work
observation
People who participate in job analysis should include, at a minimum:
Employee
Employee’s immediate supervisor
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Job Description/Job Specification
Job Description: Provides information
regarding the essential tasks, duties, and
responsibilities of the job
Job Specification: Minimum
acceptable qualifications a person
needs to perform a particular job
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Job Description
Document that states:
Tasks
Duties
Responsibilities
Needs to be relevant and accurate
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Content Of A Job Description
Job Identification – Job title, department,
reporting relationship, and job number or code
Job Analysis Date – Aids in identifying job
changes that make description obsolete
Job Summary – Concise overview of job
Duties Performed – Major duties of job
Job Specification -Minimum qualifications
worker should possess, Should reflect
minimum, not ideal, qualifications
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Job Design Concepts
Process of determining the specific tasks to be performed, the methods used in
performing these tasks, and how the job relates to other work in an
organization.
Job enrichment - Changes in the content and level of responsibility of a job
so as to provide greater challenges to the worker.
Examples of job enrichment include adding extra tasks (also called job
enlargement), increasing skill variety, adding meaning to jobs, creating
autonomy, and giving feedback.
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Job enlargement- Increasing the number of tasks a worker performs, with all of the
tasks at the same level of responsibility
Job rotation -Moves workers from one job to another to broaden their experience.
Reengineering -Fundamental rethinking and radical redesign of business processes to
achieve dramatic improvements in critical, contemporary measures of performance
such as cost, quality, service, and speed.
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K Y O U
T H A N
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