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Question: Please write this in a different way Workforce planning, which depends on job analysis to provide the foundation for forecasting current and future human resources needs through incorporation into a Human Resources Information System (HRIS). • Organisational objectives, derived from the business strategy, provide the foundation whereupon the human resources needs are based to achieve the stated objectives. Organisational outputs and targets are derived from the stated objectives, and from this an assessment is made of the number of jobs required to meet outputs. With the introduction of new technology and production processes, it may be that certain jobs are retained, and others may require redesign. Nonetheless, workforce planning cannot be done effectively without information about the job. • Job evaluation and compensation, which requires job analysis to rank or compare jobs in terms of their total value to an organisation. Differentiating between jobs for compensation purposes requires accurate information about the differences in complexity of the skills levels required to perform them, which can only be determined through job analysis. Distinctions in compensation are also based on the degree of responsibility (high-low). The difference between an administrator and senior administrator, although both jobs require the same competencies, hinges on the level of responsibility, for which the senior administrator will be paid more. Employers operating in a dynamic fast-changing environment may place greater value on individual adaptability and innovation, and therefore pay more for incumbents that display these characteristics. • Recruitment and selection, which relies on job analysis to supply a clear picture of the duties, tasks, responsibilities, and job expectations of the job, as well as the skills, knowledge and abilities required by the job. From the job analysis, a job description and job specification are compiled that indicate the qualifications, experience, competencies, and personal attributes required of prospective candidates. The aforementioned requirements provide the basis for the criteria to be used in job advertisements and selection of candidates.
**Workforce planning** involves utilizing job analysis to forecast present and future human resource needs, which are then integrated into a Human Resources Information System (HRIS). - **Organizational objectives**, stemming from the business strategy, form the basis upon which human resource needs are established to achieve these goals. Outputs and targets of the organization are derived from these objectives, leading to an assessment of the number of jobs required to meet these outputs. With new technologies and production processes, certain jobs may be retained while others need re-designing. Effective workforce planning relies on detailed job information. - **Job evaluation and compensation** depend on job analysis to rank or compare jobs in terms of their overall value to the organization. Distinguishing jobs for compensation requires precise information about differences in skill complexities, which can only be identified through job analysis. Salary differences are also influenced by levels of responsibility. For instance, an administrator and a senior administrator might possess similar competencies, but the senior administrator’s higher responsibility warrants higher pay. Employers in dynamic environments may value adaptability and innovation more, offering higher compensation to those demonstrating these traits. - **Recruitment and selection** use job analysis to provide a comprehensive understanding of the job's duties, tasks, responsibilities, and expectations, along with the necessary skills, knowledge, and abilities. Job analysis results in a job description and job specification, detailing the required qualifications, experience, competencies, and personal attributes for candidates. These requirements set the criteria for job advertisements and the selection process.
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