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An assignment report of
Human Resource Management
Submitted to:
Maam Umme Furwah
Submitted by:
Ayesha Bibi (17291511-013)
Iqra Mobeen (17291511- 016 )
Alishba Shahid (17291511- 017 )
Muqadas Waheed (17291511- 018 )
Program & Semester:
BS Psychology 8
th
Topic:
Managing Work Flow
Job Analysis
Managing Work Flow: Managing workflow among a team of employees with different skills and abilities can become a rather complex process. Workflow management is the coordination of tasks that make up the work an organization does. By ‘workflow’ we mean a sequence of tasks that are part of some larger task, and are sometimes synonymous with ‘business processes. The purpose of a workflow is to achieve some result, and the purpose of workflow management is to achieve better results according to some set of goals. Workflow management is principally a management discipline, focused on the structure of work within some organization and how teams collaborate to complete the work. Work Force Diversity: Any perceived difference among people: age, functional specialty, profession, sexual orientation, geographic origin, life style, tenure with the organization, or position. Diversity simply refers to human characteristics that make people different. The sources of individual variations are complex, but they can generally be grouped into two categories: those over which individuals have little or no control and those over which individuals have more control. Unless effectively managed, diversity among employees may have a negative impact on productive teamwork. Sources of work force Diversity: Today diversity refers to far more than skin color and gender. It is a broad term used to refer to all kinds of differences. These differences include women in business, dual-career families, workers of color, older workers persons with disabilities, immigrants, young persons with limited education or skills, educational level of employees.
Securing top management support and commitment: Obtaining top-level commitment and support is critical for diversity programs to succeed. One way to communicate this commitment to all employees as well as to the external environment is to incorporate the organization's attitudes toward diversity into the corporate mission statement and into strategic plans and objectives. Managerial compensation can be directly linked to accomplishing diversity objectives. Adequate funding must be allocated to diversity effort to ensure its success. Organizational Assessment: The next step in managing diversity is to assess the organization's workforce, culture, policies, and practices in areas such as recruitment, promotions, benefits, and compensation. Attracting Employees: Companies can attract a diverse, qualified workforce through using effective recruiting process, accommodating employees' work and family needs, and offering alternative work arrangements. Developing Employees: Employees can be developed in a variety of ways. Here we willfocus on skills training and diversity training. Retaining Employees: As replacing qualified and experienced workers become more difficult and costly, retaining good workers will become much more important. A number of policies and strategy will increase retention of all employees, especially those who are "different" from the norm.
14 Tips to Improve Your Business Workflow:
- Use “recipe cards” to outline the steps to refine a new work process such as listing out ingredients like hours necessary to complete a project, the tools needed for an assignment, and the type of content required.
- Follow a list of specific habits such as rules needed to accomplish key benchmarks.
- Develop a brand handbook for the content put out by your company.
- Regularly review and analyze each program at your business.
- Utilize technology to improve collaboration especially project management tools.
- Keep track of your on-brand messaging to properly represent your story.
- Focus on the basics such as identifying your audience, assigning and delegating responsibility, and defining the end goal of every project.
- Utilize templates, repeatable processes, workflow diagrams and automation to save time.
- Incorporate workflow tools and effective project managers.
- Implement cloud software programs in order to receive notifications in real-time.
- Develop a system with local experts who can teach newly hired employees.
- Create a list of internal subject matter experts in order to know who to contact when problems come up.
- Practice working through more complex workflow processes with your employees.
- Automate workflow to save time and eliminate manual processes. STEPS TOWARD MANAGEMENT OF DIVERSITY a. Managing Diversity means taking steps to maximize diversity’s potential advantages while minimizing the potential barriers, such as prejudices and bias that can undermine the functioning of a diverse workforce. b. Boosting Workforce Diversity – Employers use various means to boost workforce diversity: start diversity programs; have departmental diversity meetings; form special
- Backlash: While women and minorities may view a firm's “cultural diversity policy” as a commitment to improving their chances for advancement, white men may see it as a threat.
- Retention: The job satisfaction levels of women and minorities are often lower than those of white men.
- Competition for Opportunities: As minority populations grow in the U.S., competition for jobs and opportunities is likely to become much stronger.
- Communication issues: When you have a diverse workforce, communication between team members can become challenging. For many members of your team, English might not be their first language. Language barriers could mean that team members ineffectively communicate and have difficulties understanding one another. Failure to fully comprehend instructions could lead to a significant drop in productivity and team synergy. Organisations with diversity plans strive to tackle the gender and age gap. Employees may find it challenging to understand each other if differences in demographics encourage them to use slang or particular kinds of language. For example, female employees may talk more politely, avoid swear words and use more tag questions than male employees, which could lead to misunderstandings.
- Hostility: As much as we hate to admit it, humans make decisions based on biases, rather than on facts and logic. Sadly, this is no different in the workplace; employees will base their decisions and judgements on unconscious biases despite their best intentions. Distrust can arise as employees doubt each others ability to do their jobs. “They’re different to me so I can’t trust them” or “They don’t know what they’re doing” are common thoughts.
- Lower Cohesiveness: Diversity can create a lack of cohesiveness. Cohesiveness’ refers to how tightly knit the group is and the degree to which group members perceive, interpret and act on their environment in similar or mutually agreed upon ways. Because of their lack of similarities language, culture, and/ or experience, diverse workforce typically are less cohesive than homogeneous groups. Often mistrust, miscommunication, stress and attitudinal differences cohesiveness, which inurn can diminish productivity.
- Mistrust and tension: People prefer to associate with others who are like themselves. This tendency often leads to mistrust and misunderstanding of those who are different because of lack of contact and low familiarity. It also causes stress and tension ,and reaching agreement on problems can be difficult.
- Stereotyping: We learn to see the world in a certain way based on our backgrounds and experiences. Our interests, values and cultures act as filters and distort, block and select what we see and hear. We see and hear what we expect to see and hear. Group members often inappropriately stereotype their “different” colleagues rather than accurately perceiving and evaluating those individual’s contributions, capabilities aspirations and motivations.
effective compensation management policy that focuses on elements such as pay scale, bonus and incentive plans, work environment and restructuring positions as needed.
- Conducting performance reviews – Using data from the job analysis process is necessary for when HR professionals carry out performance reviews. Job analysis clearly defines the objectives of a job and sets scalable goals for employees that reflect their performance. Reasons for conducting job analysis The primary reason to conduct a job analysis is to keep job descriptions up to date, which helps in:
- Hiring new employees. ...
- Ensuring ADA requirements are being met. ...
- Evaluating employees. ...
- Compensation analysis. ...
- Ensuring employee exempt versus nonexempt classifications are correct. Types of Job analysis information Interview: With this job analysis method, job analysts conduct interviews with incumbents to collect information about their tasks and how they are coping with them. Interviews can be structured and unstructured depending on your corporate culture. Structured interviews follow a systematic approach where employees are interviewed accurately and consistently, following a preset format. In a structured interview, you typically see that:
- All interviewees are asked the same questions in the same order.
- Interviewers record, compare and evaluate answers against standardized criteria.
- The interview process remains the same even if the interviewer changes.
- Interviewees may receive different questions or the same questions may be asked in a different order.
- Interviewers don’t always use standardized criteria for recording, comparing and evaluating answers.
- The interview process varies depending on the interviewer Questionnaires: As the name suggests, the questionnaire job analysis method requires employees, supervisors, and managers to fill out forms, namely questionnaires. It’s one of the most widely used job analysis methods because it’s inexpensive to create and easy to distribute to numerous individuals at a faster rate. Questionnaires can have different question forms, such as open-ended questions, multiple choice, checklists or a mix of all of them. Questionnaires used for job analysis collect data about all aspects that influence how a job is completed, including both internal and external factors. These are the most common areas that questionnaires focus on:
- Knowledge, skills, experience, and qualifications
- Duties performed daily
- Duties performed less frequently
- Equipment and materials used for duties
- Time spent on different job duties
- Physical and emotional input
- Level of job satisfaction
- Salary and compensation
- Work conditions
- Additional comments
Steps in job analysis
- Review the job requirements.
- Research similar job descriptions.
- Identify the outcomes required for the job.
- Examine the job efficiencies.
- Determine the skills and training required.
- Define the salary bands.
- Continue to evolve the job. Job analysis outcome There are three outcomes of job analysis:
- Job description.
- Job specification.
- Job evaluation. Job description job description is a document which states an overview of the duties, responsibilities and functions of a specific job in an organization. Job specification Job specification is a statement of the qualifications, personality traits, skills, etc. required by an individual to perform the job. Job evaluation A job evaluation is a systematic way of determining the value/worth of a job in relation to other jobs in an organization. It tries to make a systematic comparison between jobs to assess their relative worth for the purpose of establishing a rational pay structure. Thank you!!!
