UNIT 19: RESOURCE AND TALENT PLANNING

1. UNIT 19: RESOURCE AND TALENT PLANNING UNIT CODE: T/508/0531 CREDIT VALUE: 15

2. UNIT 19: RESOURCE AND TALENT PLANNING • Learning Outcome 2: Determine current and anticipated skills requirements in varying contexts.

3. THE BASIC SYLLABUS • 1. Analyse labour market trends and appropriate legal requirements which influence workforce planning. • 2. Determine current and anticipated skills requirements in varying contexts. • 3. Apply the appropriate documents and processes which contribute to effective recruitment and selection. • 4. Evaluate how to manage the human resource life-cycle within the context of a HR strategy.

4. LEARNING OUTCOMES • Determine current and anticipated skills requirements in varying contexts. • M 2: Analyse current and anticipated skills requirements in response to identified labour market trends and legal requirements for a range of organisational examples.

5. OVERVIEW • Job design means the ways that decision-makers choose to organize work responsibilities, duties, activities, and tasks. • Job enlargement, job enrichment, job rotation, and job simplification are the various techniques used in a job design exercise.

6. JOB DESIGN • Job design follows job analysis i.e. it is the next step after job analysis. It aims at outlining and organising tasks, duties and responsibilities into a single unit of work for the achievement of certain objectives. It also outlines the methods and relationships that are essential for the success of a certain job. In simpler terms it refers to the what, how much, how many and the order of the tasks for a job/s.

7. JOB DESIGN • Job design essentially involves integrating job responsibilities or content and certain qualifications that are required to perform the same. It outlines the job responsibilities very clearly and also helps in attracting the right candidates to the right job. Further it also makes the job look interesting and specialised.

8. JOB DESIGN • Benefits of Job Design • The following are the benefits of a good job design: • Employee Input: A good job design enables a good job feedback. Employees have the option to vary tasks as per their personal and social needs, habits and circumstances in the workplace.

9. JOB DESIGN • Employee Training: Training is an integral part of job design. Contrary to the philosophy of “leave them alone’ job design lays due emphasis on training people so that are well aware of what their job demands and how it is to be done.

10. JOB DESIGN • Work / Rest Schedules: Job design offers good work and rest schedule by clearly defining the number of hours an individual has to spend in his/her job. • Adjustments: A good job designs allows for adjustments for physically demanding jobs by minimising the energy spent doing the job and by aligning the manpower requirements for the same.

11. JOB DESIGN • Job design is a continuous and ever evolving process that is aimed at helping employees make adjustments with the changes in the workplace. The end goal is reducing dissatisfaction, enhancing motivation and employee engagement at the workplace.

12. JOB DESIGN

13. CONSIDERING JOB RESPONSIBILITY IN JOB DESIGN • Job responsibilities are what an organization uses to define the work that needs to be performed in a role and the functions that an employee is accountable for. Job responsibilities also include the information most vital to your other talent management processes since it defines the criteria that should be used for employee assessment and development.

14. CONSIDERING JOB RESPONSIBILITY IN JOB DESIGN • There are three general approaches to writing job responsibilities, essential functions or job specific competencies. • They involve creating: • A detailed task list, • A list of job responsibilities and associated tasks, or • A list of job specific competencies.

15. CONSIDERING JOB RESPONSIBILITY IN JOB DESIGN • The detailed task list is perhaps the easiest approach, and the more traditional way of describing job responsibilities. • To create the task list for a job, you go through a typical day on the job and write down the tasks that are performed. • An effective task statement includes: • An active verb • A description of the task • The intended result or outcome

16. CONSIDERING JOB RESPONSIBILITY IN JOB DESIGN • An example of a task list for a medical assistant: • Assists with treatment ordered by physician as supervised by physician or registered nurse. Performs select clinical duties. • Interviews patients, measures vital signs and records information on patients' charts. Prepares treatment rooms for examination of patients.

17. CONSIDERING JOB RESPONSIBILITY IN JOB DESIGN • Performs basic clerical duties including answering phones, maintaining records, and filing. • Performs basic material management function to include ordering and stocking of supplies. Assists with maintaining a clean and orderly environment. • (Source: Job Descriptions & Talent Management: Building the Foundation for Organizational Success, Gordon Medlock, HRIZONS, Halogen 2011 User Conference)

18. CONSIDERING JOB RESPONSIBILITY IN JOB DESIGN • The list of job responsibilities and tasks • This next approach typically identifies 3–7 job responsibilities or essential functions for each job. • As with the task list approach you: • Go through a typical day on the job and write down the tasks that are performed.

19. CONSIDERING JOB RESPONSIBILITY IN JOB DESIGN • And then you: • Take the task list and group similar tasks into job responsibilities or essential functions. An essential function is a responsibility that is considered essential to performance of the job. • For each job responsibility or essential function, write an accountability statement that supports your talent management processes.

20. CONSIDERING JOB RESPONSIBILITY IN JOB DESIGN • Here's an example of an essential function for a director: • Lead short- and long-term enterprise wide strategy and planning efforts to define how the hospital will deploy additional HR applications (third-party systems and/or internal systems) while managing key stakeholder relationships with management sponsors, internal users, and external business partners. • Strong performance includes mastery of the following skills, tasks, and related behaviours: • Be the primary liaison with HR leadership for entity planning and implementation efforts. Coordinate on-going entity project training and testing needs. • Work collaboratively with key stakeholders to determine areas of optimization, deconstruct issues and develop solution approach

21. CONSIDERING JOB RESPONSIBILITY IN JOB DESIGN • This third approach invites you to reframe essential functions or job responsibilities as job-specific competencies. Because it uses competences as its basis, this approach allows for the greatest integration with your other talent management programs. It avoids duplication of information between job responsibilities/essential functions and the competencies in your library. It also means the same set of competencies is being used for all assessments of performance.

22. CONSIDERING JOB RESPONSIBILITY IN JOB DESIGN • Here are a few examples of job-specific competencies, used by Halogen Software customer St. Anthony's Medical Center. • Clinical systems assessment • Completes an accurate assessment of all required physical systems without any patient complaints and ensuring quality patient safety and care. • Completes physical systems assessments of patients within thirty (30) minutes of patient admission, within 1 hour of coming on duty for shift, and at transfer or discharge from unit. • Completes assessment of all required systems, including neurological, cardiovascular, respiratory, gastrointestinal, genitourinary, musculoskeletal, integumentary, incision/wound/dressing, psychosocial, and discomfort/pai

23. JOB VARIETY • Skill variety is the degree to which a job requires a variety of different activities and involves the use of a number of different skills and talents of the employee. Jobs that are high in skill variety are seen by employees as: more challenging because of the range of skills involved; relieve monotony that results from repetitive activity; and gives employees a greater sense of competence. For example, an administrative assistant with high skill variety may have to perform many different tasks (e.g., schedule meetings, make airline and hotel reservations, do research, prepare written reports, and meet with customers).

24. JOB ENRICHMENT • Job enrichment is a management concept that involves redesigning jobs so that they are more challenging to the employee and have less repetitive work. • The concept is based on a 1968 Harvard Business Review article by psychologist Frederick Herzberg titled 'One More Time: How Do You Motivate Employees?' In the article, Herzberg stated that the greatest employee motivators, based on several investigations, are (in descending order): achievement, recognition, work itself, responsibility, advancement, and growth. To improve employee motivation and productivity, jobs should be modified to increase the motivators present for the employee

25. JOB ENRICHMENT • To make this concept more usable, let's imagine you are a company manager and want to increase the satisfaction of your staff. As you walk through the process of job enrichment, you'll need to keep in mind these goals: • Reduce repetitive work. • Increase the employee's feelings of recognition and achievement. • Provide opportunities for employee advancement (i.e. promotions into jobs requiring more skills). • Provide opportunities for employee growth (i.e. an increase in skills and knowledge without a job promotion).

26. JOB ENRICHMENT • The purpose of job enrichment is to make the position more satisfying to the employee. Overall goals for the company often include increasing employee job satisfaction, reducing turnover, and improving productivity of employees. • To rephrase this: we want to enrich our staff's positions so that they will be happier, more productive, and less likely to seek a job elsewhere.

27. JOB ENRICHMENT • Vertical job loading is the terminology used by Herzberg to describe his principles for enriching positions and giving employees more challenging work. It is intended to contrast with 'job enlargement’. • To enrich a position, first brainstorm a list of potential changes to the position. Once you have a list of options, Herzberg recommends using the following seven principles to review the options, and shortlist only those that invoke one or more of the following:

28. JOB ENRICHMENT • Removing some controls while retaining accountability • Increasing the accountability of individuals for own work • Giving a person a complete, natural unit of work • Granting additional authority to employees in their activity • Making periodic reports directly available to the workers themselves rather than to supervisors • Introducing new and more difficult tasks not previously handled • Assigning individuals specific or specialized tasks; enabling them to become experts • (Herzberg, 1968)

29. REFERENCES • Whatishumanresource.com. (2017). Job design - Human Resource l Concepts l Topics l Definitions l Labour Laws. [online] Available at: http://www.whatishumanresource.com/job-design [Accessed 30 Sep. 2017]. • Managementstudyguide.com. (2017). [online] Available at: http://managementstudyguide.com/job-design.html • https://www.halogensoftware.com/learn/how-to/writing-effective-job-responsibilities-essential-functionscompetencies [Accessed 30 Sep. 2017]. • : Lunenburg, F. (2011). Motivating by Enriching Jobs to Make Them More Interesting and Challenging. INTERNATIONAL JOURNAL OF MANAGEMENT, BUSINESS, AND ADMINISTRATION, 15(1). • Study.com. (2017). Job Enrichment: Definition, Advantages, Disadvantages & Examples | Study.com. [online] Available at: http://study.com/academy/lesson/job-enrichment-definition-advantages-disadvantages-examples.htm