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Part 6: Staffing System and Retention Management Chapter 13: Staffing System Management Chapter 14: Retention Management McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc., All Rights Reserved.

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Page 1: Part 6: Staffing System and Retention Management Chapter 13: Staffing System Management Chapter 14: Retention Management McGraw-Hill/Irwin Copyright ©

Part 6: Staffing System and Retention Management

Chapter 13: Staffing System Management

Chapter 14: Retention Management

McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc., All Rights Reserved.

Page 2: Part 6: Staffing System and Retention Management Chapter 13: Staffing System Management Chapter 14: Retention Management McGraw-Hill/Irwin Copyright ©

Part 6: Staffing System and Retention Management

Chapter 13: Staffing System Management

Page 3: Part 6: Staffing System and Retention Management Chapter 13: Staffing System Management Chapter 14: Retention Management McGraw-Hill/Irwin Copyright ©

Organization StrategyOrganization Strategy HR and Staffing StrategyHR and Staffing Strategy

Staffing Policies and Programs

Staffing System and Retention Management

Support Activities

Legal compliance

Planning

Job analysis

Core Staffing Activities

Recruitment: External, internal

Selection:Measurement, external, internal

Employment:Decision making, final match

OrganizationMission

Goals and Objectives

Staffing Organizations Model

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Page 4: Part 6: Staffing System and Retention Management Chapter 13: Staffing System Management Chapter 14: Retention Management McGraw-Hill/Irwin Copyright ©

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Chapter Outline

Administration of Staffing Systems Organizational

Arrangements Policies and

Procedures Human Resource

Information Systems

Outsourcing

Evaluation of Staffing Systems Staffing Process Staffing Process Results Calculating Staffing

Metrics Customer Satisfaction

Legal Issues Record Keeping and

Privacy EEO Report Legal Audits Training for Managers

and Employees Dispute Resolution

Page 5: Part 6: Staffing System and Retention Management Chapter 13: Staffing System Management Chapter 14: Retention Management McGraw-Hill/Irwin Copyright ©

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Learning Objectives for This Chapter

Recognize the importance of effective policies and procedures for staffing

Understand the importance of concrete, fair policies and procedures in selection

Evaluate the advantages and disadvantages of outsourcing staffing processes

Understand how to evaluate the various results of staffing processes

Develop metrics for the measurement of staffing systems

Recognize the legal issues involving record keeping and applicant/employee privacy

Plan for effective dispute resolution

Page 6: Part 6: Staffing System and Retention Management Chapter 13: Staffing System Management Chapter 14: Retention Management McGraw-Hill/Irwin Copyright ©

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Discussion Questions for This Chapter

What are the advantages of having a centralized staffing function, as opposed to letting each manager be totally responsible for all staffing activities in his or her unit?

What are examples of staffing tasks and activities that cannot or should not be simply delegated to a staffing information system for their conduct?

What would be the advantages and disadvantages of outsourcing the entire staffing system to a vendor?

In developing a report on the effectiveness of the staffing process being conducted for entry-level jobs, what factors would you address and why?

How would you try to get individual managers to be more aware of the legal requirements of staffing systems and to take steps to ensure that they themselves engage in legal staffing actions?

Page 7: Part 6: Staffing System and Retention Management Chapter 13: Staffing System Management Chapter 14: Retention Management McGraw-Hill/Irwin Copyright ©

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Organizational Arrangements

Refers to how the organization structures itself to conduct human resources and staffing activities

Research results Employment and recruitment are increasingly

important components of HR systems Staffing receives a greater percentage of total HR

budget than other functions -- 20% of total budget Exh. 13.1: Example of HR Department

and Employment (Staffing) Function

Page 8: Part 6: Staffing System and Retention Management Chapter 13: Staffing System Management Chapter 14: Retention Management McGraw-Hill/Irwin Copyright ©

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Policies 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. 13.2: Guidelines for effective staffing policies and procedures

Page 9: Part 6: Staffing System and Retention Management Chapter 13: Staffing System Management Chapter 14: Retention Management McGraw-Hill/Irwin Copyright ©

Exhibit 13.2 Guidelines for Creating Effective Staffing Policies and Procedures

Stage 1: Determine the overarching HR strategy and priorities that guide all policies and procedures

Stage 2: Define specific objectives for staffing policies and procedures

Stage 3: Communicate policies and procedures to all employees and ensure their implementation

Stage 4: Evaluate and revise existing policies and procedures

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Page 10: Part 6: Staffing System and Retention Management Chapter 13: Staffing System Management Chapter 14: Retention Management McGraw-Hill/Irwin Copyright ©

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Technology

Staffing activities generate considerable information

Small organizations still use paper-based forms, but increasingly have access to HRIS programs and web-based applications

Increased use of HRIS means Increased accountability for HR activitiesAbility to streamline processes

Page 11: Part 6: Staffing System and Retention Management Chapter 13: Staffing System Management Chapter 14: Retention Management McGraw-Hill/Irwin Copyright ©

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Ex. 13.3 Human Resources Information Systems for Staffing Tasks

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Ex. 13.3 Human Resources Information Systems for Staffing Tasks

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Outsourcing

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

Outsourcing of HR functions is increasing Types of staffing activities outsourced

Use of temporary employees, executive search, drug testing, skill testing, background checks, job fairs, employee relocation, assessment centers, and affirmative action planning

Strategic and operating reasons to outsource Expertise, flexibility, time savings, service quality,

reduction of legal liability, and cost reduction

Page 14: Part 6: Staffing System and Retention Management Chapter 13: Staffing System Management Chapter 14: Retention Management McGraw-Hill/Irwin Copyright ©

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Ex. 13.4 Comparing Outsourced vs. In-House Staffing

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Discussion Questions

What are the advantages of having a centralized staffing function, as opposed to letting each manager be totally responsible for all staffing activities in his or her unit?

What are examples of staffing tasks and activities that cannot or should not be simply delegated to a staffing information system for their conduct?

What would be the advantages and disadvantages of outsourcing the entire staffing system to a vendor?

Page 16: Part 6: Staffing System and Retention Management Chapter 13: Staffing System Management Chapter 14: Retention Management McGraw-Hill/Irwin Copyright ©

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Evaluation of Staffing Systems

Staffing process Staffing process resultsStaffing costsCustomer satisfaction

Page 17: Part 6: Staffing System and Retention Management Chapter 13: Staffing System Management Chapter 14: Retention Management McGraw-Hill/Irwin Copyright ©

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Staffing Process

Concept Establishes and governs the flow of employees into, within,

and out of the organization Reasons to use a well-planned staffing system

Ensures same KSAO information is gathered from all applicants

Ensures all applicants receive same information Enhance applicants’ perceptions of procedural fairness of

staffing system and decisions Less likely to generate legal challenges by applicants Provides a clear picture of where deviations have occurred

Page 18: Part 6: Staffing System and Retention Management Chapter 13: Staffing System Management Chapter 14: Retention Management McGraw-Hill/Irwin Copyright ©

Staffing Process Results

Quantitative indicators indicate effectiveness and efficiency of staffing system Exh. 13.6: Using

Metrics for Staffing Process Evaluation

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Page 19: Part 6: Staffing System and Retention Management Chapter 13: Staffing System Management Chapter 14: Retention Management McGraw-Hill/Irwin Copyright ©

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Staffing Metrics

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

Split sample techniquesLongitudinal analysisCompare to benchmarks

Page 20: Part 6: Staffing System and Retention Management Chapter 13: Staffing System Management Chapter 14: Retention Management McGraw-Hill/Irwin Copyright ©

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Ex. 13.7 Common Staffing Metrics

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Calculating Staffing Metrics: Examples

Number of positions filled count of the number of individuals who accepted

positions during the fiscal year. Time-to-fill openings

the number of days it takes for a job requisition to result in a job acceptance by a candidate.

Hiring cost estimates sum of advertising, agency fees, employee

referrals, travel costs for applicants and staff, relocation costs, and pay and benefits for recruiters

Staffing cost or efficiency ratio total staffing costs/total compensation recruited

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Customer Satisfaction

Managers Questions focus on elements like communication,

timeliness, candidate quality, test quality, and service focus

Ex. 13.10 Examples of Survey Items for Assessing Manager’s Satisfaction With Staffing Services

Job Applicants Questions focus on communication, perceived

fairness of the system, and opinion of the organization as a whole

Ex. 13.11 Sample Job Applicant’s Satisfaction Survey Questionnaire

Page 23: Part 6: Staffing System and Retention Management Chapter 13: Staffing System Management Chapter 14: Retention Management McGraw-Hill/Irwin Copyright ©

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Discussion Questions

In developing a report on the effectiveness of the staffing process being conducted for entry-level jobs, what factors would you address and why?

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Legal Issues

Record-keeping, privacy, and reports

EEO Report

Legal Audits

Training

Dispute resolution

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Legal Issues

Record keeping, privacy, and reports

Creation and maintenance of records

Four purposes of records

Exh. 13.13: Federal Record-Keeping Requirements

Privacy concerns

Preparation of reports

Exh. 13.14: Employer Information Report EEO-1 Form

Audits

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Dispute Resolution

Negotiation Discuss complaint with goal of resolving it

Fact finding Neutral person investigates complaint

Peer review Employees and managers work together in a panel

Mediation Neutral person helps to find a solution

Arbitration Neutral person makes a decision binding on the

parties

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Discussion Questions

How would you try to get individual managers to be more aware of the legal requirements of staffing systems and to take steps to ensure that they themselves engage in legal staffing actions?

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Ethical Issues

Issue 1 It has been suggested that the use of staffing

technology and software is wrong because it dehumanizes the staffing experience, making it nothing but a mechanical process that treats applicants like digital widgets. Evaluate this assertion.

Issue 2 Since there are no standard ways of creating

staffing process results and cost metrics, is there a need for some sort of oversight of how these data are calculated, reported, and used within an organization? Explain.