13091 2 Pages 6 Hrs

CHAPTER 3 Human Resource Planning and Job Analysis

Want to live and work in a vacationland with miles and miles of beautiful coastline, beaches, lots of outdoor recreation opportunities, low unemployment, low crime rates, great schools, a thriving economy, and excellent healthcare?

Sounds like a paradise for everyone, and the residents of Maine would enthusiastically agree, but in spite of all they have to offer, the state of Maine is desperate to turn vacationers into residents and employees. Overall low unemployment, a booming economy, and the oldest population base in the country have resulted in a significant shortage of workers in a variety of industries. Employers are so desperate to increase the size and decrease the age of the workforce that a dozen companies have offered a program called “Visit for a Week, Stay for a Lifetime.” Employers that participate in the program will pay for your vacation in Maine if you decide to move there following the vacation. The University of Maine is also trying to lure younger out‐of‐staters with in‐state tuition.

In addition to the free vacation offer, a group of private‐sector employers established a website called “Live and Work in Maine” to promote the vacation offer along with information about the job opportunities, how wonderful it is to live and work in Maine, and testimonials of people who are happy they made the move. They're also getting the word out on social media and the alumni networks of colleges in Maine.1

Looking for a free vacation and a job? The website is www.liveandworkinmaine.com.

Looking Ahead

Maine employers such as L.L. Bean, Garmin, and Wayfair need employees to grow. What else can they do to supplement the local workforce? Who is likely to take them up on the offer?

LEARNING OUTCOMES

After reading this chapter, you will be able to:

· Describe the steps in the human resource planning process and how Human Resource Information System (HRIS) facilitates planning.

· Explain what job analysis is, the steps in the process, and how important information is collected.

· Explain the purpose, importance, and elements of job descriptions.

· Explain how job design can contribute to employee job satisfaction, morale, and productivity.

· Explain flexible scheduling alternatives and their benefits.

Introduction In Chapter 2, we examined the importance and process of strategic planning for an organization. Once the organizational strategy is established, HR gets to work to determine the knowledge, skills, and abilities (KSAs) necessary to successfully accomplish the tasks necessary to implement the strategy. Tasks must then be organized into jobs. In this chapter, we will examine how clear‐cut planning and a direct linkage to the organization's strategic direction affect the processes of hiring and training.

As explained in the chapter opener, employers and the state of Maine chose to tackle a big HR planning problem head‐on with their efforts to turn vacationers into residents. Labor shortages have hit countries, states, cities, and industries for a variety of reasons. This creates pressure on Human Resource Management (HRM) to plan carefully for growth and create great jobs in order to retain trained workers. In this chapter, we'll examine how effective human resource planning can increase retention, improve job satisfaction, motivation, and productivity by matching employees with jobs that are well designed and have a clear connection to the mission of the organization (Exhibit 3‐1).

EXHIBIT 3‐1 The Strategic Direction—Human Resource Linkage. The organization's mission guides all strategy and structure. The link between the mission and the work people do should be clear on every level. (Verhulst, 2018-10-08, pp. 59-60)

Verhulst, S. L., DeCenzo, D. A. (2018-10-08). Fundamentals of Human Resource Management, 13th Edition. [[VitalSource Bookshelf version]]. Retrieved from vbk://9781119495239

*****Always check citation for accuracy before use.

TIPS FOR SUCCESS

Where the Jobs Are

If you can't find a job or internship, you might find it hard to believe that some employers are having trouble finding qualified people for good jobs, but it's true! In a recent survey by Manpower Group, 40 percent of U.S. employers and 36 percent of employers globally report having problems in filling positions.

The major reasons include applicants that do not have adequate technical skills, lack necessary soft skills, do not have enough experience, or require more pay that the position offers. Manpower explains that overtime jobs have changed, requiring different, and frequently more technical skills. The hardest to fill jobs include the following2:

· Skilled trade workers

· IT staff

· Sales representatives

· Engineers

· Technicians (production, operations, or maintenance)

· Drivers

· Accounting and finance staff

· Management

· Production/machine operators

Office support staff

*(Verhulst, 2018-10-08, p. 61)

Verhulst, S. L., DeCenzo, D. A. (2018-10-08). Fundamentals of Human Resource Management, 13th Edition. [[VitalSource Bookshelf version]]. Retrieved from vbk://9781119495239

*****Always check citation for accuracy before use.

Linking Organizational Strategy to Human Resource Planning The purpose of human resource planning is to determine what the organization's current employment requirements are as well as anticipate needs for the future. For example, if a company has set as one of its goals to expand its international divisions over the next 5 years, HRM will need to find skilled employees who are able to handle the jobs. As we discussed in Chapter 2, human resource planning/workforce planning ensures that the organization has the right number and kinds of employees at the right place, at the right time, capable of effectively and efficiently completing those tasks necessary to successfully accomplish the strategic objectives.

human resource planning/workforce planning

Process of determining an organization's human resource needs.

Assessing Current Human Resources Assessing current human resources begins with an internal analysis that includes identifying the number of people and skills necessary to support business plans and evaluating the skills and strengths of current staff. Human resource information system (HRIS) software makes it easier for most organizations to generate an effective and detailed human resources inventory report. The input for this report comes from applications and other forms completed by employees and checked by supervisors. Necessary employee data include education, training, prior employment, current position, performance ratings, salary level, languages spoken, capabilities, and specialized skills for all employees. For example, HRIS would be very helpful to Samsung HRM in identifying Korean managers with 4 years of experience that would be good candidates for the Regional Specialist Program.

From a planning viewpoint, this information is valuable in determining what skills are currently available in the organization. The HRIS database also has value in other HRM activities, such as selecting individuals for training and development, promotion, and transfers. The HRIS database can also identify skill gaps that may threaten the organization's ability to successfully meet its goals.

In Chapter 2, we also discussed Talent Management as a concept that prizes talented employees and focuses HR practices on hiring them and keeping them by helping them develop their skills and realize their potential. Retaining these talented employees is crucial, and HRM must help managers understand that they play a critical role reducing employee turnover. It is estimated that about 75 percent of the reasons employees quit their jobs and leave organizations are within the control of managers, such as being honest with employees, giving them challenging work, and recognizing them for their performance.3

HRIS have become valuable talent management resources for HR professionals. Many competitive vendors provide HRIS systems that fit any size of business and run on nearly any platform including smart phones and tablet computers such as iPads. Employers have the choice of hosting the data themselves or using a cloud‐based software‐as‐a‐service (SaaS), which delivers the necessary services over the Internet, usually for a contracted amount of time. The right choice for any individual organization depends on several variables such as budget number of employees, size of the company, and the need for data.

Succession Planning Organizations that are concerned about having a supply of people ready to jump into management positions use succession planning to track individuals who are ready to move into a position of higher responsibility. A replacement chart highlights critical management positions and individuals with the skills necessary to move into those positions when they become available. Organizations that rely heavily on the skills and leadership of the baby‐boom generation are likely to see skill gaps without effective succession planning.4 Investors are increasingly demanding that large organizations develop and announce succession plans for top executives, hoping to avoid a crisis of leadership that could lead to financial problems if a chief executive officer (CEO) were to unexpectedly quit or die.5

succession planning

Identifying employees who are ready to move into management positions.

replacement chart

HRM organizational charts indicating positions that may become vacant in the near future and the individuals who may fill the vacancies.

Each individual manager's skills inventory is compared to the list of positions in order to determine if there is sufficient managerial talent to cover potential future vacancies. If skill shortages exist, HRM can either recruit new employees or intensify employee development efforts. At Intel, for example, succession starts shortly after an individual is hired. Employees marked for promotions are coached on management activities and are extensively trained to assume positions of greater responsibility.

Replacement charts look similar to traditional organizational charts. Current job holders are listed in their positions, and those individuals targeted to replace them are listed beneath with the expected time in which they will be prepared to take on the needed responsibility. The HRIS report in Exhibit 3‐2 includes a table with succession information. (Verhulst, 2018-10-08, pp. 61-62)

Verhulst, S. L., DeCenzo, D. A. (2018-10-08). Fundamentals of Human Resource Management, 13th Edition. [[VitalSource Bookshelf version]]. Retrieved from vbk://9781119495239

*****Always check citation for accuracy before use.

EXHIBIT 3‐2 Succession Planning. HRIS software often includes tools for analyzing current human resources inventory, succession planning, and replacement charts.

Determining the Demand for Labor Once an assessment of the organization's current human resource situation has been made and the future direction of the organization has been considered, it's time to develop a projection of future human resource needs. This means performing a year‐by‐year analysis for every significant job level and type, creating a human resource inventory reaching years into the future. These inventories are usually comprehensive and complex.

Predicting the demand for workers requires analysis of relevant variables such as changes in sales volume, economic factors, available technology, employee turnover rates, industry growth, and demographics of the community and workforce. These factors can be analyzed in a statistical analysis that determines trends, which indicate whether the number of employees will need to increase, decrease, or stay the same. This is very similar to the types of analysis used to predict demand for a product or growth of the economy. The results of the analysis may indicate that an employer may experience labor shortages in critical fields such as engineering and supply chain analysts, while at the same time experiencing an oversupply of production workers and a need to cut the overall workforce.

Examining the Internal Labor Supply Estimating changes in internal supply requires HRM to look at those factors that can either increase or decrease its employee base. Internal transfers and promotions may or may not create openings for external candidates, but departures from the company or creating additional positions require HR to find replacements with appropriate skills and experience from the external labor force. These replacements may come from a combination of four sources: new hires, contingent workers, transfers in, or individuals returning from a leave of absence.

Decreases in the internal supply can come about through retirements, dismissals, transfers out of the unit, layoffs, voluntary quits, sabbaticals, prolonged illnesses, or deaths. Some of these occurrences are obviously easier to predict than others. The easiest to forecast are retirements, assuming that employees typically retire after a certain length of service and the fact that most organizations require some advance notice of an employee's intent to retire. Given a history of the organization, HRM can predict with some accuracy how many retirements will occur over a given time. Remember that retirement is voluntary. Under the Age Discrimination in Employment Act, an organization cannot force employees to retire, with the exception of airline pilots who must retire at the age of 65. (Verhulst, 2018-10-08, pp. 62-64)

Verhulst, S. L., DeCenzo, D. A. (2018-10-08). Fundamentals of Human Resource Management, 13th Edition. [[VitalSource Bookshelf version]]. Retrieved from vbk://9781119495239

*****Always check citation for accuracy before use.

ETHICAL ISSUES IN HRM

Shades of Green

“Everybody wants to be green,” exclaims one contractor who found new life in the “green” construction business. “It's a great selling feature for any business.”6 But what actually qualifies as a “green” job? As sustainability becomes a priority for consumers, communities, and investors, the definition is in question.

The Society of Human Resource Management (SHRM) defines green jobs as those that meet the need for environmentally responsible production and work processes and the development of green goods and services. This includes “reducing pollution or waste, reducing energy usage, and reducing use of limited natural resources.”7 Examples include jobs that involve reducing pollution or waste, reducing energy usage, reducing use of limited natural resources, protecting wildlife or ecosystems, lowering carbon emissions, and developing alternative energy. In a recent survey, SHRM found that 81 percent of responding companies were adding green duties to existing positions, but only 23 percent were adding completely new green positions. You've probably noticed consumer sentiment moving toward greener alternatives when they spend their “green.” Businesses have noticed, too. Starbucks is rewarding coffee farmers who use environmentally and socially sound growing practices,8 and McDonald's serves “Rainforest Alliance‐certified” coffee and promotes sustainable fishing.9

Ethical Questions

How far can employers stretch the “green jobs” label before it loses legitimacy? Does Starbucks or McDonald's policy of rewarding their coffee suppliers who use sustainable growing practices mean that they are green employers? How “green” do they need to be? Is the SHRM definition adequate?

At the other extreme, voluntary resignations, prolonged illnesses, and deaths are difficult to predict. Although large organizations such as Verizon or General Motors can use probability statistics to estimate the number of deaths that will occur among its employee population, such techniques are useless for forecasting in small organizations or estimating the exact positions that will be affected in large ones. Voluntary resignations can also be predicted by utilizing probabilities when the population size is large. In a company like Microsoft, managers can estimate the approximate number of voluntary resignations during any given year. In a department consisting of two or three workers, however, probability estimation is meaningless. Weak predictive ability in small units is unfortunate, too, because voluntary resignations typically have the greatest impact on such units.

In between the extremes—transfers, layoffs, sabbaticals, and dismissals—forecasts within reasonable limits of accuracy can be made. Of the four, transfers out of a unit, such as lateral moves, demotions, or promotions, are the most difficult to predict because they depend on openings in other units. Layoffs are more controllable and anticipated by management, especially in the short run. Sabbaticals are reasonably easy to forecast since most organizations' sabbatical policies require a reasonable lead‐time between request and initiation of the leave. Surprises do happen, requiring HR to act quickly. Economic factors, technological changes, natural disasters, or quickly changing consumer preferences may require dramatic and sudden downsizing.

Dismissals based on inadequate job performance can usually be forecast with the same method as voluntary resignations, using probabilities when many employees are involved. Performance evaluation reports are usually a reliable source for isolating the number of individuals whose employment might have to be terminated at a particular point in time due to unsatisfactory work performance.

One way organizations track the internal supply is by creating staffing tables. This involves creating a table that includes the jobs within the organization and the number of people currently holding the job. This may be combined with a statistical analysis to indicate the number of employees needed for each position in the future.

staffing table

Table including jobs in the organization, number of people holding those jobs, and future requirements.

Where Will New Workers Come From? After organizations look at the people who are already within the organization, they consider the supply of workers preparing for jobs and those already in the job market. This includes high‐school and college graduates, as well as those who received highly specialized training through an alternative supplier of job skills training. In addition to recent graduates, those entering the local labor market may include students seeking to support themselves while in school, employees returning from military service, job seekers who have been recently laid off. Migration into a community may also increase the number of individuals seeking employment opportunities and represent another source for the organization to consider as potential additions to its labor supply.

Internal sources of talent need to be explored too. For example, with additional training, a sales representative can become qualified to perform the tasks of a district sales manager solving the issue of having difficulty securing individuals with skills and experience in sales management.

Layoffs have become a common way for companies to cut costs including Kellogg's layoff of 2,200 employees because of reduced demand for breakfast cereal.

Matching Labor Demand and Supply The objective of employment planning is to bring together the forecasts of future demand for workers and the supply for HRs, both current and future. The result of this effort is to pinpoint shortages of applicants and skills, highlight areas where overstaffing may exist (now or in the near future), and identify the opportunities existing in the labor market to hire qualified employees.

Overstaffing may mean organization has too many employees or employees with the wrong skills. When this happens, HRM must downsize the workforce, also called a reduction in force (RIF)/downsizing. For example, when NASA ended the space shuttle program in a strategic change to focus on travel further out in the solar system, it didn't need all of the technicians, support staff, and engineers who had worked on the shuttle program. When the reduction in force was complete, over 7,000 NASA employees lost their jobs.10 Downsizing might also occur because of financial difficulty, mergers, plant closings, offshoring, changes in technology that replace workers, or organizational restructuring. It is estimated that over 50 percent of employees have experienced a layoff due to downsizing or restructuring at some point in their careers.11

reduction in force (RIF)/downsizing

Reducing the size of a company's workforce to lower expenses.

The decision of who to dismiss is a difficult one. The decision may be based on seniority, job performance, or the position with the organization. If a union is present, there will usually be an agreement to make the decision based on seniority with the most recent hires being laid off first.

Downsizing is not without cost. In addition to severance package costs, the remaining employees may suffer low morale and productivity for many reasons:

They may feel survivor guilt after their coworkers have lost their jobs.

They may feel insecurity because of a belief they are next in line to go.

Increased workload may result from the same amount of work being distributed to fewer employees.

Valued employees may leave to seek opportunities at organizations they consider to be more stable.

Organizational culture may suffer if fewer people within the organization are able to pass on “the way we do things here.”

One company's loss may become another's hiring opportunity. During the same week 2,800 NASA employees received layoff notices, SpaceX listed over 200 openings on its career site including “Astronaut Safety Engineer” and “Space Suit Design Engineer.” Financial services workers left jobless during the financial crisis were hired by companies who valued their transferable skills such as project management, IT, sales, and marketing. The downturn in the housing industry was beneficial for companies such as Home Depot that could hire construction and skilled trade workers with valuable construction expertise as sales associates. (Verhulst, 2018-10-08, pp. 64-66)

Verhulst, S. L., DeCenzo, D. A. (2018-10-08). Fundamentals of Human Resource Management, 13th Edition. [[VitalSource Bookshelf version]]. Retrieved from vbk://9781119495239

*****Always check citation for accuracy before use.

EXHIBIT 3‐3 Employment Planning and the Strategic Planning Process. The organizational mission is the guide for organizational strategy. HR analyzes the tasks to be done and figures out how to organize those tasks into jobs. The next step is to determine how many workers are necessary to fill those jobs and the skills they will need. Strategic or environmental changes may require HRM to reduce or increase the number of workers.

The Job Analysis Process The philosophy behind the job analysis process is simple. The organization needs to know what every employee's job entails: what they do, how they do it, and what they need to know. It involves gathering data about the job and interpreting what it means about the tasks and responsibilities of the position. It encompasses tracking employee's tasks, observing, and interviewing the employees who hold the position, and getting input from those who manage or work with the person in the position.12

job analysis

Provides information about jobs currently being done and the knowledge, skills, and abilities that individuals need to perform the jobs adequately.

Without a thorough job analysis and resulting job description, there could very well be a mismatch between the employee's skills and expectations and the reality of the day‐to‐day tasks required for the job. This can result in low morale, lack of motivation, and high turnover.

job description

A statement indicating what a job entails.

Step by Step Job analysis creates a definition of each position so that its role in accomplishing the organizational goals and objectives is clear. Once this is understood, the job description is created. This requires several steps.

Understand the purpose of conducting the job analysis Before starting a job analysis, HRM must understand the nature and purpose of the investigation. This is important because the resulting job description is critical in recruiting, training, setting performance standards, evaluating performance, and compensation. In fact, nearly every activity in HRM revolves around the job analysis.

Understand the role of the position in the organization Every job in the organization should have a purpose. Before conducting the job analysis, HRM must establish the job's link to the organization's strategic direction. If a link cannot be established, then maybe the job is unnecessary.

Benchmark positions In a large organization, it would be impossible to evaluate every job at one time. By involving employees and seeking their input, selected jobs can be chosen based on how well they represent other, similar jobs in the organization. This information serves as a starting point in later analysis of other positions.

Determine the best way to collect job analysis information Proper planning helps you to collect the desired data in the most effective and efficient manner. Several of the data collection methods explained in this chapter may be combined, such as structured questionnaires, group interviews, and technical conferences. Select the ones that best meet your job analysis goals and timetables.

Seek clarification, wherever necessary When the job analyst doesn't entirely understand some of the information collected, it's time to seek clarification from those who have that knowledge, including employees holding the position and their supervisor. Clearly understanding and comprehending the information will make the job description more relevant and accurate.

Develop the first draft of the job description Job description formats vary, but common elements include the job title, a summary sentence of the job's main activities, the job's level of authority and accountability, performance requirements, and working conditions. The last paragraph of the job description typically includes the job specifications, or those personal characteristics the job incumbent should possess to be successful on the job.

Review draft with the job supervisor The supervisor of the position being analyzed should approve the job description. Input from the supervisor can improve accuracy of the final job description document. The supervisor should either sign off or approve the final document. (Verhulst, 2018-10-08, pp. 66-68)

Verhulst, S. L., DeCenzo, D. A. (2018-10-08). Fundamentals of Human Resource Management, 13th Edition. [[VitalSource Bookshelf version]]. Retrieved from vbk://9781119495239

*****Always check citation for accuracy before use.

EXHIBIT 3‐4 Steps in a Job Analysis. Job analysis begins with a clear understanding of the job and its link to organizational strategy. HR next determines the tasks necessary to successfully complete the job, and then determines the skills necessary to complete those tasks. Workers and supervisors need to be involved in the process.

Sources of Information The basic methods by which HRM can determine job elements and the essential KSAs for successful performance include the following:

Observation method Using the observation method, a job analyst watches employees directly or reviews films of workers on the job. Although the observation method provides first‐hand information, workers rarely function most efficiently when they are being watched, and thus distortions in the job analysis can occur. This method also requires that the entire range of activities be observable, which is possible with some jobs, but impossible for many others—for example, most managerial jobs.

observation method

A job analysis technique in which data are gathered by watching employees work.

Individual interview method The individual interview method involves interviewing the employees who are actually doing the job. Their input and cooperation results in detailed and sometimes unexpected information about the position.

individual interview method

Meeting with an employee to determine what his or her job entails.

Group interview method The group interview method is similar to the individual interview method except that several people who hold the position are interviewed simultaneously. This may result in a more accurate picture of the position, but it's also possible that group dynamics distort the information.

group interview method

Meeting with a group of employees to collectively determine what their jobs entail.

Structured questionnaire method The structured questionnaire method gives workers a specifically designed questionnaire on which they check or rate items they perform in their job from a long list of possible task items. This technique is excellent for gathering information about jobs. However, exceptions to a job may be overlooked, and opportunity may be lacking to ask follow‐up questions or to clarify the information received.

structured questionnaire method

A specifically designed questionnaire for employees to rate the tasks they perform in their jobs.

Technical conference method The technical conference method uses supervisors with extensive knowledge of the job, frequently called subject matter experts. Here, specific job characteristics are obtained from the experts. Although it is a good data‐gathering method, it often overlooks the workers' perceptions about what they do on the job.

technical conference method

A job analysis technique that involves extensive input from the employee's supervisor.

Diary method The diary method requires job incumbents, those currently holding the job, to record their daily activities. This is the most time‐consuming of the job analysis methods and may extend over long periods of time—all adding to its cost.

diary method

A job analysis method requiring job incumbents to record their daily activities.

The best results are usually achieved with some combination of methods—with information provided by individual employees, their immediate supervisors, a professional analyst, or an unobtrusive source such as video observations.

Structured Job Analysis Techniques The Department of Labor's O*NET Content Model and the Position Analysis Questionnaire (PAQ) also provide information that is valuable for the job analysis process.

O*NET and the Department of Labor The O*NET database contains information on hundreds of careers and is continually updated and provided online at no cost. Careers are categorized using the Standard Occupational Classification (SOC), which is used by government and industry. These upgrades to the nation's database of job information were necessary because of new workforce requirements, including changes in technology, society, law, growth in the service sector, or business practices that are leading to new and emerging occupations such as those involved in new technology or global business.

The heart of O*NET is the Content Model (see Exhibit 3‐5), which describes the different mix of KSAs necessary and the activities and tasks performed. These are categorized in six domains that describe the day‐to‐day aspects of the job, qualifications, and interests of the typical worker. These include the following:

Worker Characteristics that influence the ability to learn and perform the necessary tasks. These categories include abilities, occupational interests, work values, and work styles.

Worker Requirements describing the attributes that workers need to acquire through experience and education, including basic skills, cross‐functional skills, knowledge, and education.

Experience Requirements related to previous work experience and influencing work activities. These include experience and training, basic and cross‐functional skills necessary for entry level, and licensing or certificates necessary.

Occupation‐Specific Information that applies to the job such as the job title, description, tasks, necessary tools, and technology.

Workforce Characteristics that describe the labor market, wages, and outlook for future employment opportunities.

Occupational Requirements that explain detailed occupational requirements such as general and detailed work activities or behaviors, descriptions of the type of organization that usually employs this occupation, or the context of the work.13

EXHIBIT 3‐5 Department of Labor O*NET Job Content Model. The O*NET Content Model provides a detailed description of the knowledge, skills, and abilities that a worker will need to perform the everyday tasks of a job. O*NET replaced the popular Dictionary of Occupational Titles (DOT).

Source: U.S. Department of Labor

Position Analysis Questionnaire Developed by researchers at Purdue University, the Position Analysis Questionnaire (PAQ) generates job requirement information applicable to all types of jobs. In contrast to the Department of Labor (DOL) approach, the PAQ presents a more quantitative and finely tuned description of jobs. The PAQ procedure involves “187 elements that are grouped within 6 major divisions and 28 sections”14 (see Exhibit 3‐6).

Position Analysis Questionnaire (PAQ)

A job analysis technique that rates jobs on elements in six activity categories.

Category

Number of Job Elements

1. Information input: Where and how does the worker get the information he or she uses on the job?

35

2. Mental processes: What reasoning, decision making, planning, and so on, are involved in the job?

14

3. Work output: What physical activities does the worker perform and what tools or devices are used?

49

4. Relationships with other people: What relationships with other people are required in the job?

36

5. Job context: In what physical and social contexts is the work performed?

19

6. Other job characteristics: What special attributes exist on this job (e.g., schedule, responsibilities, pay)?

41

EXHIBIT 3‐6 PAQ Categories and Their Number of Job Elements. The Position Analysis Questionnaire is an alternative to the O*NET Content Model. The Position Analysis Questionnaire provides a more quantitative approach to analyzing the knowledge, skills, and abilities necessary to perform a job on a day‐to‐day basis.

Source: Reprinted with permission from the Position Analysis Questionnaire, Copyright 1969, Purdue Research Foundation.

The PAQ allows HRM to scientifically and quantitatively group interrelated job elements into job dimensions, allowing jobs to be compared with each other. The PAQ appears to be more applicable to higher‐level, professional jobs, possibly because of the advanced reading level necessary to complete the questionnaire. (Verhulst, 2018-10-08, pp. 68-70)

Verhulst, S. L., DeCenzo, D. A. (2018-10-08). Fundamentals of Human Resource Management, 13th Edition. [[VitalSource Bookshelf version]]. Retrieved from vbk://9781119495239

*****Always check citation for accuracy before use.

Job Descriptions No matter what method you use to gather data, the information collected and written down from the job analysis process generates three tangible outcomes: job descriptions, job specifications, and job evaluation. Let's look at them more closely.

A job description is a written statement of what the jobholder does, how the job is done, under what conditions, the essential functions, how the work is to be completed, what the purpose of the work is, and how it relates to the organizational mission (see Exhibit 3‐7). It should accurately portray job content, environment, and conditions of employment. Although there is no standard format for job descriptions, a common format for a job description includes the following:

Identifying information Begin with the title of the job whether the job is exempt or nonexempt under the Fair Labor Standards Act and if it's full‐ or part‐time, a job identification code, which is sometimes the O*NET code, the department location of the job, who the person reports to, the date the description was last revised, and the salary range or grade.

Supervisory responsibilities If the position is responsible for supervising others, those responsibilities will be listed here.

Job summary The summary is an outline of the job responsibilities and how it relates to other positions and the organizational mission.

Essential functions Are a detailed list of tasks, duties, and responsibilities an employee absolutely must be able to perform to successfully fill a position. An accurate list is important to avoid hiring decisions that may seem inconsistent, unfair, or discriminatory. The listed activities are core to performing the job and cannot be modified. If specific skills or abilities are necessary, they must be included. For example, airline pilots need acceptable vision to fly a plane; firefighters need to be able to lift and carry heavy equipment or possibly even people; and receptionists must be able to greet people, answer phones, and use computers. The ADA requires employers to give equal consideration to applicants who can perform the essential functions of a position with “reasonable accommodation.”15 Employers who do not have job descriptions or with job descriptions that do not outline the essential functions may have difficulty explaining why a disabled candidate cannot fill the position. Essential functions may be further divided into sections including essential mental functions and essential physical functions, major and minor. Accuracy is also important, so employees clearly understand what is expected.

Job specifications These are the minimum acceptable qualifications that an employee must possess to perform the job successfully. Based on information acquired through job analysis, the Job specifications identify pertinent knowledge, skills, education, experience, certification, and abilities. Individuals possessing the personal characteristics identified in the job specification should perform the job more effectively than those lacking these personal characteristics. The job specifications are important in the selection process to determine whether candidates are qualified.

Disclaimer Most job descriptions include a statement that indicates that the job description isn't an exclusive list of the activities the employee may need to perform. “Other duties as assigned” is a common part of the disclaimer.

· Job Title: Benefits Manager

· Supervises: Staff of three

· Job Code: 11‐3041.00

· FLSA: Exempt

· Department: Human Resources

· Effective Date: July 30, 2019

· Reports to: Director, Human Resources

· Job Summary: Manages employee benefits program for organization

Essential Functions

· Plans and directs implementation and administration of benefits programs designed to insure employees against loss of income due to illness, injury, layoff, or retirement.

· Directs preparation and distribution of written and verbal information to inform employees of benefits programs, such as insurance and pension plans, paid time off, bonus pay, and special employer‐sponsored activities.

· Analyzes existing benefits policies of organization and prevailing practices among similar organizations to establish competitive benefits programs.

· Evaluates services, coverage, and options available through insurance and investment companies to determine programs that best meet the needs of the organization.

· Plans modification of existing benefits programs, utilizing knowledge of laws concerning employee insurance coverage and agreements with labor unions, to ensure compliance with legal requirements.

· Recommends benefits plan changes to management and notifies employees and labor union representatives of changes in benefits programs.

· Directs performance of clerical functions such as updating records and processing insurance claims.

· May interview, select, hire, and train employees.

Job Specifications

· Specialized Knowledge/Skills: General knowledge of policies and practices involved in human resource management functions—including recruitment, selection, training, and promotion regulations and procedures; compensation and benefits packages; labor relations and negotiation strategies; and human resource management systems. Excellent written and verbal communications skills as well as deductive and inductive reasoning skills are critical.

· Education/Experience: 2–4 years of experience in analysis, design, and/or administration of benefits. A bachelor's degree is preferred.

· Training/Equipment: Strong MS Office skills including Word, Excel, and PowerPoint will be useful. HRIS experience a plus, especially PeopleSoft.

· Work Environment/Physical Requirements: Fast‐paced general office environment. Regular travel is not expected in this position.

*(Verhulst, 2018-10-08, pp. 70-72)

Verhulst, S. L., DeCenzo, D. A. (2018-10-08). Fundamentals of Human Resource Management, 13th Edition. [[VitalSource Bookshelf version]]. Retrieved from vbk://9781119495239

*****Always check citation for accuracy before use.

EXHIBIT 3-7 Example of a Job Description. This job description details the duties, responsibilities, and necessary qualifications for a benefits manager in the human resources department. People holding the position and their supervisors were most likely consulted in the process of developing this job description.

essential functions

Activities that are core to a position and cannot be modified.

job specifications

Statements indicating the minimal acceptable qualifications incumbents must possess to successfully perform the essential elements of their jobs.

When we discuss employee recruitment, selection, and performance appraisal in later chapters, it will be clear that the job description acts as an important resource for (1) describing the job to potential candidates (either verbally by recruiters and interviewers or in written advertisements), (2) guiding newly hired employees in what they are specifically expected to do, (3) developing criteria for evaluating performance of the individual holding that job, and (4) establishing the relative worth of the job for compensation. Also, job descriptions have taken on an added emphasis in clearly identifying essential job functions and job specifications for the Americans with Disabilities Act.

Maintaining Job Descriptions Job descriptions need to be reviewed and updated at regular intervals, usually annually. If the organization is growing rapidly or undergoing a change in strategy, it may be necessary to review job descriptions more often. At the very minimum, the job descriptions should be reviewed whenever the position is open. Unfortunately, HR professionals often have a variety of issues competing for their time and attention, so preventive maintenance of job descriptions often slides to the bottom of the “to do” list. Let's look at a few reasons to make updating a priority.

Out‐of‐date job descriptions may have essential responsibilities that are no longer relevant, making the employer vulnerable to claims that invalid job descriptions are used to discriminate.

The job may have changed so that important essential functions are not included, resulting in hiring unqualified candidates, or problems with disciplining employees for not completing tasks that are not in the job description.

Workforce planning will not be accurate if the employee qualifications in the job descriptions are not accurate.

In the words of Tracy McCarthy, senior vice president of HR at SilkRoad, a Talent Management organization “having a bad job description is worse than having none at all.”16

Job Evaluation Some jobs in an organization are just more important than others. Nobody disputes this, but everyone wants to know that jobs are evaluated fairly and that compensation is distributed equitably relative to a position's worth to the organization. This process is called job evaluation. The information collected in the job analysis is used to create and evaluate the worth of jobs that contribute to the organizational goals and strategy. This influences motivation by providing meaningful work, fair compensation, opportunities for personal growth, recognition, and employee engagement.

job evaluation

Specifies the relative value of each job in the organization.

Job analysis provides valuable information for making comparisons of the relative value of each job. If an organization is to have an equitable compensation program, jobs that have similar demands in terms of skills, knowledge, and abilities should be placed in common compensation groups. Job evaluation contributes by specifying the relative value of each job in the organization, which makes it an important part of compensation administration. In other words, people whose jobs are similar in value to the organization should have similar compensation if they do their job well. The concept of job evaluation and compensation is explained in more depth in Chapter 11.

EXHIBIT 3‐8 The Foundation of Human Resources. Job analysis is the foundation on which all HR functions rest.

Job Design, Creating Better Jobs It's possible to conscientiously follow all of the steps we've described to analyze a job and create a thorough job description, yet create a job that is so mind‐numbingly boring that employees grow to hate it and leave quickly, creating motivation and turnover problems. If you've experienced one of these positions, you've been the victim of poor job design.

Job design refers to the way the position and the tasks within that position are organized. It describes what tasks are included; how and when the tasks are done; and any factors that affect the work, such as in what order the tasks are completed and the conditions under which the tasks are completed. Problems arise when employees don't feel a sense of accomplishment after completing the tasks. To prevent this, the job needs to be designed so that the tasks have a clear purpose and relate to the company mission. Too often, organizations take tasks that more senior employees consider unpleasant and load those into positions for new hires, in the belief that senior employees are entitled to the most important tasks while new employees are left with undesirable tasks or those that seem meaningless. Not a very good way to keep the best talent, is it? Good job design incorporates tasks that relate to organizational goals and values into every job description.

job design

Refers to the way the position and the tasks within that position are organized, including how and when the tasks are done and any factors that affect the work, such as in what order the tasks are completed and the conditions under which they are completed.

At the Toyota Avalon Plant in Kentucky, employees are grouped in work teams. Because these workers manage themselves, they need a different set of skills. The flexibility needed to achieve their team goals isn't always reflected in traditional job analysis processes. (Verhulst, 2018-10-08, pp. 72-74)

Verhulst, S. L., DeCenzo, D. A. (2018-10-08). Fundamentals of Human Resource Management, 13th Edition. [[VitalSource Bookshelf version]]. Retrieved from vbk://9781119495239

*****Always check citation for accuracy before use.

Job Enlargement Scientific management helped to create specialized tasks for workers to increase productivity and profits for employers and reduce fatigue and increase wages for employees. The problem was that while workers appreciated better ways to do their jobs and better income, they also wanted to feel satisfaction from interesting and challenging work with opportunities for recognition and advancement. The monotony of performing the tasks created by scientific management often led to dissatisfaction and low productivity.

Employers responded by introducing job enlargement, which made jobs less specialized by adding more related tasks to production work. For example, a production employee who was responsible for bolting part of a wheel together, now bolted the whole wheel together and attached it to an axle. This often requires additional training and may increase motivation. The problem arises when several mundane tasks are added together, workers perceive the new tasks as more work and motivation doesn't improve.

job enlargement:

Adding related tasks to a job.

Job Enrichment Frederick Herzberg suggested that the best way to motivate employees is through job enrichment. In his words, “If you want people to do a good job, give them a good job to do.”17 His job enrichment model suggests expanding the content of a job with opportunities for personal growth, advancement, responsibility, interesting work, recognition, and achievement to create more opportunities for job satisfaction and motivation.

job enrichment

Expanding job content to create more opportunities for job satisfaction.

Expanding on Herzberg's suggestions, J. Richard Hackman offered a model of how to design jobs that provide motivation based on five core job characteristics18:

Skill Variety allowing workers to use a wide range of skills and abilities to do a number of different activities. For example, fast‐food workers have a limited variety of skills and responsibilities, but if they move into supervisory or management positions, the range of skills and responsibilities expands.

Task Identity workers are able to see a completed product or project or some visible outcome that creates a sense of accomplishment. The worker mentioned earlier who bolted wheels together doesn't feel much connection or responsibility for the competed vehicle. Motivation would probably increase if he was included in several steps in the assembly process resulting in seeing the finished product.

Task Significance the tasks performed have some meaningful impact on the organization or the external environment. Even menial tasks can have meaning. It must be communicated and reinforced. Workers on a cleaning crew need to know that they are not just cleaning the hospital, they are creating a clean environment that keeps people healthy and reducing risk of spreading infectious diseases.

Autonomy worker has some control over the job, making choices about how and when to perform necessary tasks. Too much structure leaves employees feeling powerless. Opportunities for production workers to slow or stop an assembly line to correct problems show respect for their judgment.

Feedback from the Job Itself the job includes some opportunity for the worker to see the results of her effort. For example, restaurant wait staff receive immediate feedback from patrons in the form of comments and tips. Your HR professor may need to wait for your comments at the end of the term or the results of a survey on your employment after graduation!

Not everyone will be motivated if all five characteristics are present, but they set the stage for three psychological states that influence motivation, performance, and satisfaction on the job. Those three states include the following: (1) understanding that the work done is meaningful, (2) feeling responsible for the results of the work, and (3) actually knowing the results of work efforts.

Workplace Flexibility Options

Flex Time

· Regular or short‐notice flex time

· Compressed workweeks

· Self‐scheduling and shift trading

Flex Careers

· Sabbaticals

· Options for moving on and off the “fast track”

· Reduced hours for employees transitioning to or considering retirement

Reduced Time

· Part‐time work

· Part‐year work

Flex Place

· Telecommuting full‐time

· Telecommuting part‐time

Time Off

· Paid time off for child care

· Parental leave

· Elder care leave

Flex Culture

· Supportive management and supervisors

· No loss of status for choosing to work flexibly

EXHIBIT 3‐9 Workplace Flexibility Options. It isn't just about convenience. Workplace flexibility can improve business results by giving people control over their work time and schedules.19 (Verhulst, 2018-10-08, pp. 74-75)

Verhulst, S. L., DeCenzo, D. A. (2018-10-08). Fundamentals of Human Resource Management, 13th Edition. [[VitalSource Bookshelf version]]. Retrieved from vbk://9781119495239

*****Always check citation for accuracy before use.

Flexible Work Schedules Employers have found that not only can they can increase employee engagement and motivation through well‐designed jobs, but loyalty and retention can be increased by allowing employees to do their jobs with more flexible work schedules. Although work schedules aren't part of the content of the job, they provide a context that allows some control and autonomy that may result in motivation. We'll look at some of the way’s employers have adapted work schedules, including compressed work weeks, flexible schedules, job sharing, and telecommuting.

Compressed Schedules

Compressed workweek schedules allow employees to work longer days in exchange for longer weekends or other days off. The most typical is a 4/10 schedule, which allows employees to work four 10‐hour days in exchange for a 3‐day weekend. Other alternatives include 9/8 schedules that allow employees to work 9‐hour shifts for 8 days, 8 hours on the ninth day, and have 1 extra day off in a 2‐week period, or 3/12 schedule with three 12.5‐hour days. Companies have started using compressed work weeks in response to customer demand for extended hours or employee demands for flexibility.

compressed work week schedules

Employees work longer days in exchange for longer weekends or other days off.

Flex Time

Flex time, also called flexible working hours, allows employees to schedule the time they begin their 8‐hour working day within guidelines. For example, employees may choose from start times of 7, 8, or 9 A.M. and end their day 8 hours later. The “core time” of 9:00 A.M. to 3:00 P.M. is shared by all workers.

flex time

An alternative to traditional “9 to 5” work schedules allows employees to vary arrival and departure times.

Job Sharing

Job sharing allows two people to share one job by splitting the workweek and the responsibilities of the position. Most divide the 5‐day workweek equally with a short overlapping time period for coordination, but unequal splits can be arranged. This is possibly the most complicated of the schedules discussed so far because there are so many variables. The two people splitting the job both need to be very cooperative and communicate well. Pay and benefits need to be determined as well as how to handle after‐work or weekend obligations. Evaluating the position can also be a challenge for HR.

job sharing:Two people share one job by splitting the work week and the responsibilities of the position.

Telecommuting

Telecommuting often conjures up images of people working from home in their pajamas, and that does certainly happen. It's also just as likely that employees use phone, Internet, and teleconferencing to accomplish their tasks while traveling, doing research, working at a branch office, or at the local coffee shop. Companies that have successfully implemented telecommuting programs list the following keys to success24:

Planning is necessary before implementing a telecommuting program.

Clear expectations are important; employees must understand the business goals that are to be met.

Well‐written policies and guidelines need to be developed as to who is eligible.

Technology must be adequate to support remote workers.

Employees must understand that the privilege may be revoked if the employee isn't performing to expectations.

Senior management must be committed to promoting telecommuting and making it work.

telecommuting

Using technology to work in a location other than the traditional workplace. (Verhulst, 2018-10-08, pp. 75-76)

Verhulst, S. L., DeCenzo, D. A. (2018-10-08). Fundamentals of Human Resource Management, 13th Edition. [[VitalSource Bookshelf version]]. Retrieved from vbk://9781119495239

*****Always check citation for accuracy before use.

CONTEMPORARY CONNECTION

All hands-On Deck! Telecommuting in Transition

When IBM, Hewlett‐Packard, Yahoo, and Best Buy announced that they were ending telecommuting programs, it got the attention of the estimated 3.3 million U.S. workers who work remotely.20 “Is this end,” they asked. “Is it time to put away the sweatpants, go back to dressing for success, and buy a reliable car?”

Probably not. When HP and Best Buy were calling for “all hands-on deck” (Yahoo used different words, but the meaning was the same), hundreds of companies worldwide were increasing the jobs offered with telecommuting options. The company’s expanding those options include Xerox, UnitedHealth Group, Dell, Aetna, and American Express.

There is still plenty of evidence that telecommuting offers benefits to employers. University studies report that telecommuters are 13 percent more productive and have higher retention rates.21 Not to mention the savings on office space, cost of cubicles, and parking.

Telecommuting is popular with military spouses and others who need flexibility due to deployment or relocation of a spouse. Telecommuting helps working parents, caregivers, people with disabilities, and students who appreciate the flexibility that allows them to balance responsibilities and careers. Then there's the almost‐zero cost of getting to work!

So why did IBM, HP, Best Buy, and Yahoo drop the option to telecommute? Culture and innovation seem to be the most common reasons cited. The memo sent by HP to employees states “We recognize that in the past, we may have asked certain employees to work from home for various reasons. We now need to build a stronger culture of engagement and collaboration and the more employees we get into the office the better company we will be.”22 Research tends to support HP and Yahoo's reasoning. A Harvard study studied employee interactions by tracking their badges. The conclusion was that employees who have more frequent chance encounters and interactions with other employees are better performers.

Best Buy dropped their Results Only Work Environment (ROWE), which allowed head quarter’s employees to work from anywhere, anytime, as long as their goals were met. Best Buy CEO Hubert Joly explained that the reason he dropped ROWE was that it was flawed from a leadership standpoint, stating that “This program was based on the premise that the right leadership style is always delegation. It operated on the assumption that if an employee's objectives were agreed to, the manager should always delegate to the employee how those objectives were met…A leader has to pick the right style of leadership for each employee, and it is not one‐size‐fits‐all, as the ROWE program would have suggested.”23

Consider this

How much do you think telecommuting contributes to performance problems? Is it possible that telecommuting just doesn't work for some companies? Why not?

Job Design and Teams, we leave this chapter by revisiting the changing world of work, the importance of employment planning, and job design. Many of the elements of the dynamic environment of HR including globalization, quality initiatives, flexible scheduling, and the increasing use of teams require organizations to rethink job design. When jobs are designed around individuals, job descriptions frequently clarify employee roles. Individuals holding the job often require the collaboration of a team to be successful.

Advantages and Disadvantages of Flexible Scheduling:

Advantages:

· Reduced commuting time

· Reduced costs of transportation

· Better work–life balance

· Cost savings from fewer onsite employees

· Increased retention of current employees

· Advantages in recruiting new employees

· Reduced traffic at peak commuting

· Increased morale

Disadvantages:

· Lack of supervision of employees

· Potential reductions in productivity

· Increased turnover of employees who aren't productive

· Employees feeling isolated from other employees

· Increased stress

· Expensive technology

· Fair Labor Standards rules on overtime hours

· Union contracts

· Difficult to maintain “team atmosphere”

*(Verhulst, 2018-10-08, pp. 77-78)

Verhulst, S. L., DeCenzo, D. A. (2018-10-08). Fundamentals of Human Resource Management, 13th Edition. [[VitalSource Bookshelf version]]. Retrieved from vbk://9781119495239

*****Always check citation for accuracy before use.

EXHIBIT 3‐10 Flexible Scheduling Advantages and Disadvantages. Flexible scheduling offers many alternatives to traditional scheduling. Each comes with advantages and disadvantages that must be considered carefully.

Effective teams need to be flexible and continually adjust. Team members must be competent in the technical skills and the personal characteristics required to achieve organizational goals while working well with others. These same individuals must also be able to adapt to fit the needs of the team requiring that team members have both technical and interpersonal skills. Soft skills such as teamwork and communication are especially important. Effective communication is also characterized by a healthy dose of feedback from team members and management. This helps guide team members and correct misunderstandings and avoid conflict.

Summary (This summary relates to the Learning Outcomes identified on page 59.) After reading this chapter, you should be able to

Describe the steps in the human resource planning process and how HRIS facilitates planning. Planning ensures that the organization has the right number and kinds of people capable of completing tasks that support the company's mission and strategic goals. The steps in the employment planning process include formulating a mission statement, establishing corporate goals and objectives, assessing current human resources, estimating supplies and demand for labor, and matching demand with current supplies of labor. HRIS can generate a detailed human resource inventory report to identify the number of people and skills necessary to support business plans; evaluate skills and strengths of current staff; identify individuals ready for training and development, promotion, and transfers; and identify skill gaps that may threaten the organization's ability to successfully meet its goals.

Explain what job analysis is, the steps in the process, and how important information is collected. Job analysis involves gathering data about the job to validate the tasks and responsibilities of the position. The steps include the following: (1) understanding the purpose of conducting the job analysis, (2) understanding the role of jobs in the organization, (3) benchmarking positions, (4) determining how to collect job analysis information, (5) seeking clarification wherever necessary, (6) developing the first draft of the job description, and (7) reviewing the draft with the job supervisor. Techniques used include the observation method, individual interview method, group interview method, structured questionnaire method, technical conference method, and diary method.

Explain the purpose, importance, and elements of job descriptions. Job descriptions are a written statement of what the jobholder does, important qualifications of the job holder, how the job is done, under what conditions, how the work is to be completed, what the purpose of the work is, and how it relates to the organizational mission. Common elements include identifying information, supervisory responsibilities, a summary of job responsibilities, a list of essential functions, and the job specifications.

Explain how job design can contribute to employee job satisfaction, morale, and productivity. Job design expands the content of a job with opportunities for personal growth, advancement, responsibility, interesting work, recognition, and achievement to create more opportunities for job satisfaction and motivation. This can be accomplished by making sure the job includes skill variety, task identity, task significance, autonomy, and feedback. Satisfaction, morale, and productivity are more likely when employees understand and feel that the work is meaningful, feel responsible for the results of the work, and know the results of work efforts.

Explain flexible scheduling alternatives and their benefits. Compressed work weeks allow employees to work longer hours in a day and fewer days in a work week; flex time allows employees to schedule the time they begin and end their 8‐hour working day as long as core hours are covered; job sharing allows two people to divide one job; and telecommuting enables employees to use information technology to work outside the office. Flexible scheduling can increase employee engagement and motivation, loyalty, and retention and allow some control and autonomy. Cost savings are also benefits to employees and employers. (Verhulst, 2018-10-08, pp. 78-79)

Verhulst, S. L., DeCenzo, D. A. (2018-10-08). Fundamentals of Human Resource Management, 13th Edition. [[VitalSource Bookshelf version]]. Retrieved from vbk://9781119495239

*****Always check citation for accuracy before use.

Key Terms

compressed work week schedules

diary method

essential functions

flex time

group interview method

human resource planning/workforce planning

individual interview method

job analysis

job description

job design

job enlargement

job enrichment

job evaluation

job sharing

job specifications

observation method

Position Analysis Questionnaire (PAQ)

reduction in force (RIF)/downsizing

replacement chart

staffing table

structured questionnaire method

succession planning

technical conference method

telecommuting

HRM Workshop

Reviewing Important Concepts

Explain human resource planning and explain why it is important to organizations. (LO 1)

Explain how you would do a job analysis for the position of “Successful HR Student” and create a job description using the elements in this chapter. Explain your choices of essential functions and job specifications. (LO 2, 3)

Identify the advantages and disadvantages of the observation, structured questionnaire, and diary job analysis methods. (LO 2)

Explain the importance of essential functions as they relate the Americans with Disabilities Act. (LO 3)

Identify how each of the five core job characteristics of job enrichment could be used to improve your job or a job of your choice. (LO 4)

Describe the human resource planning implications when an organization implements flexible scheduling. (LO 5)

Evaluating Alternatives

After asking a production supervisor to review several job descriptions for positions he supervises, he returns them an hour later with a note that they are all ok. You explain that you are concerned that new technology and changing work practices may require updates, but he replies “My people are great. They do what they're supposed to do and I trust them to make good decisions. If something needs to be changed, I tell them and they do it. We don't need to change the job descriptions. Nobody reads them anyway.” How will you reply? (LO 2, 3, 4)

When proposing that your organization investigate flexible scheduling and other flexible workplace options, the CEO replies that she has no interest in “getting involved in that type of chaotic workplace.” She went on to cite Yahoo and Best Buy as examples of companies that went downhill after they allowed employees to telecommute. “Our culture and high productivity are too valuable in this competitive environment. I won't risk losing that.” Is there a way to create a flexible workplace, yet preserve an innovative and high‐performing culture? Explain the risks and rewards as you see them. (LO 5)

Research and Communication Skills

Investigate the efforts of the State of Maine to recruit new residents and workers. What are the strengths and weaknesses of the recruitment program? Research the types of skills that Maine and other states are most interested in recruiting. Explain ways that HRIS software can assist recruiting efforts. Would you be interested in participating? Why or why not? Prepare presentation slides with your findings. (LO 1, 4)

Select a job from your personal experience that didn't have a job description or had poor job design. Research ways the job would have improved with a job description and better job design. Present your findings to the class, including potential benefits to the employer of redesigning the job. (LO 2, 3, 4)

Select a job (or position in an organization) in which you have an interest. Visit the O*NET Online website (www.onetcenter.org) and locate all relevant information about the position. Write a two‐ to three‐page analysis of what the job entails, highlighting the job description and job specification data. (LO 2, 3, 4)

Join two to three classmates to research the technical and people skills and conceptual knowledge required to perform an HR manager's tasks effectively. To collect information, interview several local HR managers, including one at your college. Your online research can include websites such as HR blogs (listed on the course website), www. workforce.com, and www.shrm.org. Discuss what values will be important for the HR manager to personally possess and how these will be demonstrated in that role. Finally, based on the information you've obtained, write thorough job description. Present the results of your group research and your job description with class in a presentation with two to three presentation slides or prepare a video. Include the challenges you experienced in reaching consensus on essential functions and job specifications. (LO 3) (Verhulst, 2018-10-08, pp. 79-81)

Verhulst, S. L., DeCenzo, D. A. (2018-10-08). Fundamentals of Human Resource Management, 13th Edition. [[VitalSource Bookshelf version]]. Retrieved from vbk://9781119495239

*****Always check citation for accuracy before use.

Making a Difference

SERVICE LEARNING PROJECTS

Planning and job analysis are fundamental to structuring any nonprofit organization or community event.

Select a nonprofit organization that needs help organizing a fund‐raiser, celebration, or activity such as a parade or carnival. Volunteer to help plan, organize, and execute the event.

Contact a local food bank about organizing a food drive. Take responsibility for planning the event, determining what needs to be done, and assigning responsibilities to volunteers.

Contact a local nonprofit and inquire about any help they may need with cleaning (washing windows, cleaning vehicles, shampooing carpets), moving, or painting. Take responsibility for raising money for the required materials, purchasing the materials, and completing the activity.

As you put your service learning experience together, keep a journal of your activities, the time you spend, contact information for people you work with, and your thoughts about the process. When you're finished, make a presentation to your class about the experience and what you learned. What concepts from Chapter 3 were you able to apply?

Case Application 3-A

TALENT MANAGEMENT IS TOUGH TO DELIVER

Elyse Suarez stepped into the role of president of MedHome 2 years ago when her father Harry retired. MedHome is a supplier of medical equipment and supplies to care facilities and home care patients with a large warehouse, fleet of delivery vehicles, four retail locations, and approximately 180 loyal employees with very low turnover. Elyse had a degree in finance and 10 years of experience with a large hospital group before joining MedHome 5 years ago. She had the company on solid financial ground when Harry retired and the leadership transition went smoothly. Her first challenge came a few months later as the employees who had been with the company since Harry started it nearly 30 years earlier started to retire. Within a year, nearly 20 percent of the managers and supervisors retired, and keeping fully staffed became a challenge. Experienced employees moved into management positions, creating openings in many areas especially delivery/setup and equipment repair. Those jobs took months to fill because qualified applicants were hard to find.

As a result of the staffing problems, the time to complete and deliver customer orders began to increase significantly, and so did customer complaints. Customer service staff reported that home care customers wondered how they could get their old delivery people to return. A common issue involved products being delivered without necessary related consumable items being supplied too. These items were not specifically ordered, but previous drivers knew that they were necessary and carried supplies in their vans in case they were needed. Supervisors commented that they were spending considerable amounts of time checking the work of new employees who didn't have the math skills or decision‐making skills necessary for ordering and inventory. New employees weren't too happy either. Jacob Washington, the HR Director, was receiving complaints from the new hires that the work was much more challenging than they were led to believe.

When Elyse met with Jacob to try to determine how to fix the problem, she asked if they needed to reexamine their recruiting methods and hiring criteria. Jacob had several ideas for expanding recruitment, but said that their hiring criteria were sound. “Right before your dad retired, I had the experienced supervisors look the job descriptions over before they retired. You know we lost a lot of experienced supervisors, and they knew this place inside and out.” Jacob went on to explain that the job descriptions had been created by Harry many years ago and were reviewed regularly by supervisors over the years.

Frustrated, Elyse called a manager's meeting to address the complaints of the customers and new employees. Many agreed that the new employees weren't of the same caliber as past hires. Some managers felt that the new hires would eventually get up to speed. Others said that it was a common problem everywhere and they would just have to get used to it, and one manager wanted to fire all of them and start over. Elyse directed Jacob to research ways to improve the quality of the applicant pool for future openings.

After the meeting, Rene, a driver supervisor, stopped by Elyse's office and asked to talk. “I don't want to cause any problems. I know those guys are your dad's friends and all, but the job descriptions for my drivers aren't exactly wrong, but they aren't right either.” When Elyse pressed for more information, Rene explained that the job descriptions were very vague. “They don't include any specific math ability, customer service skills or related work experience. The list of responsibilities just includes product delivery. There isn't anything in it about keeping an inventory of supplies in the van or schmoozing the customers.” Further conversation revealed that the experienced drivers were making the newer drivers responsible for loading the vans in the morning and cleaning them in the evening. “They say it's because they're responsible for safety and need to review procedures, but everyone knows they just sit around and talk.”

Elyse was left to wonder what her next move should be.

Questions

Evaluate MedHome's HR practices from the perspective of workforce planning and talent management. (LO 1, 2)

Where did the job description revision process at MedHome break down? Explain whether it is necessary to start over with a complete job analysis, or if another revision of the current job description will resolve the issue. (LO 1, 2, 3)

How could the hiring problems have been prevented? (LO 1, 2, 3)

What should Elyse Suarez and Jacob Washington do to fix the problems now? (LO 1, 2, 3, 4)

Research: What services do HRIS systems provide that would be useful at MedHome? Would an HRIS system be cost‐effective in a business of the size of MedHome? Find several providers of HRIS services and make a recommendation for Elyse Suarez. (LO 1)

Case Application 3-B

TURNOVER AND MORALE PROBLEMS AT TSA

Next time you go through security on your way through the airport, smile and say thank you to the screeners who help you send your bags through screening and wave you through the scanner. Low morale runs rampant through the screeners that work at the Transportation Security Administration (TSA), and odds are that the screener you smile at is thinking about quitting.25

Screening officers are leaving the TSA at a rate higher than they can be replaced, causing a shortage of screening officers that in turn causes staffing problems, security problems, and long lines for travelers. Turnover is approximately 8 percent for full‐time screeners and over 20 percent for the TSA's part‐time staff compared to 6 percent for all other federal workers. The TSA was recently ranked nearly last among all federal agencies in a job satisfaction survey.26 According to one screener, “Every now and then, we get thanked by the public, but for the most part, it's a pretty thankless job.”

Among the reasons cited for the high turnover are low pay, difficult working conditions and being denied the full rights given to other federal workers. Although TSA workers have been represented by a union since 2011, screening officers don't have many of the same protections of other federal workers like the ability to appeal disciplinary actions to a third‐party board. The TSA isn't bound by the FLSA and raises are based only on performance and promotions, resulting in TSA workers with five to ten years of experience possibly making the same salary as a new hire. The TSA's pay‐for‐performance system, called Performance Accountability and Standards System (PASS), is widely viewed by employees as unfair and discriminatory to older workers, minorities, and women.27

Questions

What parts of the human resource planning process would prove challenging for TSA in light of their high turnover? In what ways can human resource planning help to reduce the turnover and morale problems? (LO 1).

Evaluate the decision to keep 20 percent of the screeners as part‐time employees. (LO 5)

Choose a job analysis method or combination of methods to begin the process to redesign the TSA officer job descriptions. Why would this be the most appropriate method(s) to analyze the positions? (LO 2, 3)

Which elements of job design would be most effective in improving the morale of the screeners? In what ways can well‐designed jobs improve employee morale? (LO 4)

Research: What is the current status of staffing and turnover at TSA? What changes, if any, have been made to reduce turnover and morale? (LO 4) (Verhulst, 2018-10-08, pp. 81-82)

Verhulst, S. L., DeCenzo, D. A. (2018-10-08). Fundamentals of Human Resource Management, 13th Edition. [[VitalSource Bookshelf version]]. Retrieved from vbk://9781119495239

*****Always check citation for accuracy before use.