HRM Job Analysis & HR Planning

Importance of Job Analysis

As P&A Company, job analysis plays a significant role, and there are a number of reasons for conducting it. The main reason why there is need for conducting job analysis is to make sure that the selection processes we use to select job candidates are lawful and unassailable. One of the benefits of undertaking job analysis is workforce planning. By having an effective job analysis, chosen employees can work hand-in-hand with the company's future casting. This implies that the HR department of our company is able to match its necessities with the ability of our present and future personnel. Another need for job analysis is developing our own employees. By making use of the outcomes of a job analysis, we might detect any gaps on a personal level, and help our personnel with their career management (Heron, 2005).

Job Analysis Methods and Job Descriptions

Some of the job analysis methods include: interviews, observation and questionnaires. With reference to observation, we observe different jobs over a certain period of time. Through this method, we are able to note down what the personnel does, the manner in which the work is done and the period it takes to get the work done. Through questionnaires and interviews, we are able to recognize added information, for instance, how much time is spent on the job, the amount of supervision necessary, as well as the expertise necessary (Heron, 2005).

Importance of Strategic Planning

Strategic planning is also very important to our company. This is because through this approach, we are be able to map out where we want to be and what we want to achieve in the future, which is a critical factor to our success. Most importantly, strategic planning acts as a blueprint to the operations that bring about the end product. In addition, strategic planning methods, such as SWOT analysis, enable us to determine our strengths, weaknesses, opportunities, as well as threats that we face. It is through strategic planning that we are able to improve our operations and succeed (Steiner, 2010).

Link Strategic Planning with Human Resource Planning Process

Strategic planning is not only linked, but also integrated to the human resource planning process. Strategic planning comes into play with the HR process in the sense that our company has to effectively use the critical resources available in order to be successful. Strategic plans are created to specifically align and show the manner in which these resources are managed and utilized (Soberg, 2011). The human resource strategic plan pinpoints on how to entice the precise kinds and numbers of individuals; advance the understanding, skills and capabilities of personnel; and, retain the employees within the organization (Soberg, 2011). Moreover, we make sure that we do not lose any resource, in addition to developing and executing systems that ensure that we are able to retain such resources.

The Human Resource Planning Process

Our human resource planning process encompasses a number of procedures and practices. For starters, the process commences by considering the objectives we have set as a company. In the next step, we evaluate the internal human resources capabilities at our disposal. If this is not possible, a survey of individuals or candidates available is undertaken. It also encompasses scanning the external environment, and considering the organizational need for people. All of these take into account the HR strategies and plans that we as a company, have in place.

Recruitment Process

Legal Considerations

There are legal considerations that we take into account during our process of recruitment. The interview process is one of the areas that we ensure is legally correct by making certain that the interview practice is not deliberately or inadvertently probing questions on prohibited grounds. We make sure that the job requirements and descriptions that we give are produced in a manner that provides all candidates with the prospect of applying. To start with, we as P&A make sure that any employment advertisement that we put out are not discriminative by ensuring that such postings do not give any preference to aspects such as race, mental disability, gender, religion, political affiliation, color, sexual orientation and marital or family status. We also do not probe any questions that are unlawful throughout the course of the recruitment process, even when performing checks on the references provided. Lastly, we ensure that there is no discrimination between personnel by not hiring an employee of one gender for tasks at a rate that is lower or higher than that of another gender on the same role. Any variations in the wages offered are purely centered on the level of skill and hierarchy within our company (Go2HR, 2015).

Description of the Recruitment Process

First of all, we ascertain the vacancy in a certain department and assess the need that is required. The next step of the process involves developing a description for the job position. Third, a recruitment plan is designed with all aspects taken into consideration (Brown, 2011). In the next step, we post the vacant position and execute the recruitment plan. Once all the applicants are reviewed, we come up with a list of qualified applicants who are best suited for such a vacancy (Brown, 2011). Subsequently, we undertake interviews and choose the right candidate to hire, and this brings the recruitment process to a culmination. It is imperative to note that in all phases of the process, we conduct fair and open opportunities to all and sundry (Brown, 2011).
Sources of Recruitment

P&A Company is an unbiased organization, and we employ recruitment sources that are both internal and external. The internal sources include: promotions, transfers and utilizing the prevailing personnel. On the other hand, external sources that we use include: advertisements, educational establishments, former personnel, employment exchanges, and any data banks that have been filling up over time.

Recruitment Methods

In our recruitment process, we use both internal and external methods. Some of these methods include new approaches, such as online and social methods of recruitment. For example, the job posting is done online on our website or job portals, and the candidates get the opportunity to apply for the vacancies. Other recruitment methods include: employment branding and mobile outreach, which work in tandem with our marketing division. Employee referral programs, job and career fairs, and also college recruitments are other methods that we use for recruitment (Chand, 2015).

Performance Appraisal

Importance of Performance Appraisal

To begin with, in definition, performance appraisals are the evaluations of a person's performance in a manner that is systematic. Such performances are measured against different aspects, such as quality, knowledge of the job, level of supervision and quantity of output attained (Human Resource Management, 2010). The main purpose of our performance appraisals are training needs with the intent of attaining comprehensive development of not only our personnel, but also the company as a whole. It is through the assessment of the performance levels that we will have the ability to ascertain the distinctive areas that necessitate training and improvement. This will take into account preceding and potential performances (Human Resource Management, 2010).

Performance Appraisal Methods

The performance appraisal methods that we are going to use are categorized into two: past and future focused approaches. The methods concerned with the past include: rating scales, checklists, performance tests and observations, and the field review approach. On the other hand, the appraisal methods focused on the future include: psychological appraisals and the 360 degree feedback method (Human Resource Management, 2010).

Performance Appraisal Process

Our performance appraisal process encompasses eight different steps or phases. The first step is the elucidation of appraisal goals and objectives. The second step is the establishment of job and task expectations. The third step in our PA process is designing and instituting a program for appraisal. Once this is undertaken, the performances are appraised and evaluated. This, in particular, takes into account different aspects, such as performance interviews. Once we have gathered and collected data, we employ such information for pertinent purposes. Variables, which can be altered and improved, are identified by use of computers, different personnel and also physical procedures (Human Resource Management, 2010).

Determining the Efficacy of the Performance Appraisal System

There are a number of ways in which we can ascertain that our performance appraisal system is effective. For starters, we ensure that our objectives are clear, expressive, and shared. It is conceivable to ascertain the anticipated impact of any job on our company. Once we have set our objectives clear, we ensure that the measures in place are also clear and distinct (Kyle, 2013). The main measures that we intend to use include: quality, time, quantity and cost. The collection of pertinent and valid performance information and data is another way that we can employ, making sure that our performance appraisal is effective. Lastly, we can also make comparisons of the performance undertaken with regards to the set objectives; this step, can be significant for us, because making comparisons between the actual and anticipated performance, can enable us to understand any variance…