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Chapter 13: Staffing System Chapter 13: Staffing System ManagementManagement

Chapter 14: Retention Chapter 14: Retention ManagementManagement

Part 6Part 6Staffing System and Staffing System and

Retention ManagementRetention Management

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CHAPTER THIRTEENCHAPTER THIRTEEN

Staffing System ManagementStaffing System Management

Screen graphics created by:Jana F. Kuzmicki, PhD

Troy State University-Florida and Western Region

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Organization Strategy HR and Staffing Strategy

Staffing Policies and Programs

Staffing System and Retention Management

Support ActivitiesLegal compliancePlanningJob analysis

Core Staffing ActivitiesRecruitment: External, internalSelection:Measurement, external, internalEmployment:Decision making, final match

OrganizationVision and Mission

Goals and Objectives

Staffing Organizations ModelStaffing Organizations Model

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Chapter OutlineChapter Outline

Administration of Staffing Systems

Organizational Arrangements

Jobs in StaffingPolicies and Procedures Information SystemsOutsourcing

Evaluation of Staffing Systems

Staffing Validity

Staffing Process Standardization

Staffing Process Results

Staffing Costs

Customer Satisfaction

Legal Issues

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Administration of Staffing SystemsAdministration of Staffing Systems

Organizational arrangements

Jobs in staffing

Policies and procedures

Information Systems

Outsourcing

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Organizational ArrangementsOrganizational Arrangements

Staffing activities are conducted in a separate functional area of a company’s HR department

Research resultsEmployment and recruitment are considered core HR

department functionsStaffing receives a greater percentage of total HR

budget than other functions -- 20% of total budget

Exh. 13.1: Example of HR Departmentand Employment (Staffing) Function

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Exh. 13.1: Example of HR DepartmentExh. 13.1: Example of HR Departmentand Employment (Staffing) Functionand Employment (Staffing) Function

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Jobs in StaffingJobs in Staffing

Entry occurs as specialist in recruiting and interviewing Mobility may involve both traditional and nontraditional

career tracks Jobs are becoming more customer focused and

facilitative Increasing numbers of jobs are found in staffing firms New type of job -- Chief Talent Officer or VP for Talent

Acquisition Exhs. 13.2 and 13.3: Staffing Jobs

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Policies and ProceduresPolicies and Procedures

Indicate desirable courses of actionand steps to implement action Policy

Guiding principle or objectivesought through appropriate actions

ProcedurePrescribed steps of acting in similar situations

Exh. 13.4: Staffing Topics in CompuServe’s HR Policy Manual

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Information SystemsInformation Systems

Staffing activities generate considerable information Issue -- Types of information to generate, and how to

file, access, and use it In small organizations, information system will

likely be a paper-based, manual system In large organizations, the information system will

likely involveConversion to electronic information andAutomation of staffing tasks and processes

Exh. 13.5: Computerized Staffing Tasks

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OutsourcingOutsourcing

Refers to contracting out work to a vendor or third-party administrator

Outsourcing of HR functions is increasing Types of staffing activities outsourced

Outplacement, relocation, testing, recruitment and staffing, use of temporary employees, updating affirmative action plans, and applicant databases

Strategic and operating reasons to outsourceExpertise, flexibility, time savings, service quality,

reduction of legal liability, and cost reduction

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Staffing validity

Staffing process standardization

Staffing process results

Staffing costs

Customer satisfaction

Evaluation of Staffing SystemsEvaluation of Staffing Systems

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Staffing ValidityStaffing Validity

Concept Degree to which selection techniques used accurately

match people’s qualifications to job requirements Ideally, a company only uses selection techniques with

demonstrated validity Research related to use of validation studies

Fewer than 25% of companies conduct validation studies Most valid techniques are not the most widely used

Potential outcomes of not conducting validation studies Lack of knowledge of success in matching people to jobs Lack of information of how to improve matching process Lack of evidence to support legal challenges

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Staffing Process StandardizationStaffing Process Standardization

ConceptConsistency of operation of a staffing system

Reasons to use a standardized staffing systemEnsures same KSAO information is gathered from all

applicantsEnsures all applicants receive same informationEnhance applicants’ perceptions of procedural

fairness of staffing system and decisionsLess likely to generate legal challenges by applicants

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Staffing Process Standardization:Staffing Process Standardization:Steps to Evaluate Standardization Steps to Evaluate Standardization

1. Map a flowchart of staffing process used for a specific job / job category

2. Develop a list of steps followed and actions taken during process

3. Identify actual deviations based on flowchart of staffing process

4. Analyze deviations and determine reason(s) for occurrence

5. Make changes in staffing system to reducedeviations and enhance standardization

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Quantitative indicators indicate effectiveness and efficiency of staffing systemExh. 13.6: Evaluation of Staffing Process and Results

Staffing metrics are useful barometers to gauge pulse of staffing flowProvide objective, “bottom line” resultsUseful for comparative purposes

Two different business units on basis of yield ratios Trend in same staffing system over time

Exh. 13.7: Staffing Metrics: Average Time and Cost

Staffing Process ResultsStaffing Process Results

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Staffing costs Difficulties exist in determining cost estimates

Lack of common approach to assess costsCosts vary by organization size, industry, and labor

market conditions Customer satisfaction

ManagersExh. 13.8: Examples of Survey Items . . .

Job applicantsExh. 13.9: Selection Fairness Survey . . .

Evaluation of Staffing Systems:Evaluation of Staffing Systems:Staffing Costs and Customer SatisfactionStaffing Costs and Customer Satisfaction

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Legal IssuesLegal Issues

Records and reports

Audits

Managing legal compliance

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Legal IssuesLegal Issues

Records and reportsCreation and maintenance of records

Four purposes of records - p. 646 Exh. 13.10: Federal Record-Keeping Requirements

Privacy concernsPreparation of reports

Exh. 13.11: Employer Information Report EEO-1 Form

Audits

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Managing Legal Compliance:Managing Legal Compliance: Current Practices Current Practices Virtually all companies sought legal consultation on HR issues 26% had an in-house attorney; 22% of those housed

attorney(s) in HR department 37% specified circumstances in which an attorney must be

consulted Seeking legal guidance was prompted by new laws,

complaints, and changes in HR policies and procedures Legal guidance was not usually sought on pending hiring or

promotion decisions but was sought at onset of discrimination and negligent hiring complaints

Staffing issues subject to legal review -- employee handbooks, personnel forms, EEO/AA plans, preemployment tests

Planned legal audits of HR department were rare

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Managing Legal Compliance:Managing Legal Compliance: Elements of Legal Compliance System Elements of Legal Compliance System Key decisions in determining type of legal system

Will company use in-house attorney(s) or external counsel?Will company establish formal compliance systems or

handle matters on ad-hoc basis?How much will legal compliance be a formal area of

responsibility for managers; how will they be assisted?How will company conduct investigations of employee

complaints?Should company establish a dispute resolution process? If

yes, what approach(es) should company take? Union employees -- Grievance procedure stipulated in contract Nonunion employees -- ADR procedure

Exh. 13.12: Alternative Dispute Resolution Approaches Exh. 13.13: Example of ADR Procedure

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Exh. 13.13: Example of ADR Procedure Exh. 13.13: Example of ADR Procedure

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Managing Legal Compliance:Managing Legal Compliance: Arbitration Arbitration Employer and employee (or job applicant) agree to submit

dispute to neutral third-party who issues final/binding decision Agreements often include statutory discrimination claims --

employee agrees not to pursue charges by any means except arbitration

Suggested standards for agreement to be enforceable Agreement must be “knowing and voluntary” Arbitrator must be a neutral Process should provide for more than minimal discovery Same remedies as permitted by law should be allowed Employee should have right to hire an attorney and employer should

reimburse employee a portion of attorney’s fees Employee should not have to bear excessive responsibility for cost of

arbitrator Types of claims subject to arbitration should be indicated There should be a written award issued by arbitrator