OVERVIEW OF STRATEGIC HUMAN RESOURCE MANAGEMENT: JDs & COMPETENCIES

Job analysis

Systematic study of the tasks, duties, responsibilities of a job and the qualities needed to perform it 

• Data is collected on tasks or activities required, and competencies needed to perform 

Used for rec&selec, training and development, performance management and compensation, organizational management and planning, litigation practices 

Job Analysis is not theoretical

Must reflect what is actually performed

• Must be conducted regularly so tasks and duties are updated to the current times

Uses of job analysis

Recruitment and selection

Training and development

Performance management and compensation

Organizational management and planning

Litigation protection

Job analysis techniques

• Observation

• Diaries or logs

• Job analysis interviews

• Critical incident technique

• Repertory grids 

• Checklists or inventories

• Hierarchical task analysis

• Position analysis questionnaire

Critical incident technique

Identifies specific worker behaviors leading to successful or unsuccessful job performance

Discovers actual incidents of job behavior that makes a difference (positive and negative)

Example of Critical Incident Technique

Restaurant waiter

Poor: told customer that it is not my job

Good: I asked what the customer needed and what they need

Hierarchical task analysis

Jobs are subdivided into the tasks, subtasks, and plans describing how they are carried out in order to achieve a goal

• Detailed and task oriented

• Breakdown to find out what steps are needed

Job descriptions

documentation of job analysis (understanding job)

JDs are a detailed account of

• Job title, reporting line, purpose

• Task, procedures, responsibilities required of worker (traditional)

• Work context

• Machines, tools, equipment used to perform job

• Job output or performance standards

• Competencies (results- oriented, expected results)

Competency modeling

Competencies: clusters of KSAs needed for jobs (Job description + Job specification)

Success profile

Ideal characteristics knowledge skills and abilities to be an effective performer

Types of competencies

Foundational/ core & Job specific

Foundational/ core competencies

Apply to all jobs/roles in an organization

Job specific competencies

Specific to a particular job or job family

Job specific- functional/ technical

pertain to technical knowledge and skills

Job specific- leadership

 pertain to leadership and management behaviors

Job specification

Mainly about the person not the task

• Provides information about human characteristics required to perform a job which can be used in recruitment

  • Physical and personal characteristics 

  • Work experience 

  • Education

Job design

Assignment of goals and tasks that are to be accomplished by employees; influence job productivity and motivation

Job design approaches

Job rotation, Job enlargement, Job enrichment, Autonomous work groups

Job rotation

Employees perform different tasks

• Reduces employee boredom and provides relief from repetitive movements.

• eg. assign to HR 1 week, fin the next

Job enlargement

Combines two or more simplified jobs

• Lengthens work cycle and increases variety of jobs

• eg. do job A, do job A+B, do job A+B+C

Job enrichment

Giving employees more complex tasks 

• Allowing them to decide how to schedule and allocate work 

• eg. day 1 teach preschool kids, day 30 teach college kids

Autonomous work groups

Team to work on interdependent tasks)

• eg. Unilever autonomous work group for Ariel, Colgate etc.

Strategic Human Resource Management

Pattern of planned HR deployments and activities intended to enable an org to achieve goals

• Plan so you fulfill business goals

• How to maximize HR to achieve goals

Ulrich’s strategic HR roles

X axis: Process (left) and People Focused (right)

y axis: Future/ strategic focus (up) and Day to day operational focus (down)

Types of Ulrich’s strategic HR roles

Employee champion, Administrative expert, Change agent, Strategic partner

Employee champion

Day to day and people focus (e.g., Counselors)

• Listening and responding to day to day needs and concerns of employees to increase capability and commitment

Administrative expert

Day to day and process oriented

• Build infrastructures toward efficient HR processes

Change agent

Future oriented and people focus

• Developing new behaviors that ensure capability of org to transform self to be competitive

• Long term training, capacity building

Strategic partner

Future oriented but process oriented

• Aligning HR strategies with business strategy

Elements of SHRM

Genuine valuing of people and recognition of role of employees in attaining mission and goals, Top management support, HR and Line managers, External environment, Systems approach, Alignment to vision and mission, Measure outcomes, Mindset of creativity and change

Genuine valuing of people and recognition of role of employees in attaining mission and goals

Core: value for people

• Empower human resources; Manifested in programs that recognize contribution people can make

• Program involvement

• Employee suggestions

• Development of talents

• Well being

Top management support

Leaders value people and champion HR programs

• Not just lip service but provides support and impetus in making SHRM initiatives happen

HR and Line managers

Partnership between operating units and HR unit: supervise

• Line managers have buy in with HR programs to decentralize HR roles

External environment

Changes in external environment are impetus for change

• Organization must know external environment

• E.g., pandemic: forced to change how they work

Systems approach

SHRM see process and result in holistic manner

• Bottom up and top down approach

• E.g. underperforming employee: if narrowly= tamad so terminate; if SHRM= see from different perspectives

Alignment to vision, mission

HR strategies must emanate from org directions

• Hire for competence in relationship to VMV

Measure outcomes

Track results of plans and programs

• Performance review or appraisal and management

Mindset of Creativity and Change

Ability to respond to external environment

• Organizations must have mindset of change, innovation and improvement

• Need to respond quickly to change 

• Dynamic process of change and rechange (continuous renewal and review)

Roles in SHRM

HR planning, career development, succession planning, employee relations and compensations & rewards

HR planning

Assessing future business needs and deciding on the numbers and types of people required

Career development

Systematic process of guiding the org’s HR through various positions and layers in hierarchy

Succession planning

Systematic identification of employees who are prepared or will be prepared to assume a leadership position based on KSAs

• movement= successor

Employee relations and Compensations

Ensuring healthy work relationships and employee wellness

Compensation and Rewards

Identify how much to pay each employee

• Ensuring compensation is equivalent to performance and needs of company 

• Sometimes theres fixed salary