staffing. fall 2008mgmt 420 | staffingpage 2 planning for staffing determine future requirements...

Staffing

Fall 2008MGMT 420 | Staffing

Planning for Staffing

• Determine future requirements (demand)• Job analysis (what skills needed)• Organization analysis (how many, what, when,

where)

• Determine future availabilities (supply)• Organization analysis (what do we have?)• Environmental scanning (what’s out there?)

• Develop plans to close any gaps• Implement plans• Evaluate both plans and plan

implementation

Performance appraisal + HR information systems


Unemployment – Memphis MSA

0.00%

1.00%

2.00%

3.00%

4.00%

5.00%

6.00%

7.00%

8.00%


Levels of Education:Memphis /Shelby County

5%11%

30%

22%

5%

17%

10%

< 9th 9th - 12th, no diploma HS diplomaSome college AA Bachelor's degreeGraduate degree

Source: U.S. Bureau of the Census, American Community Survey (2006)

For individuals aged 25+


Strategic Questions

• These issues may apply to the entire organization or may vary by job, area, time

• The issues:• Organizational life cycle• Permanent vs. contingent workforce• Selection vs. training• Exceptional vs. acceptable workforce• Internal vs. external staffing• Specific vs. general competencies


Staffing and the Organizational Life Cycle

Source: Cascio, 2006, p. 234

Embryonic High-Growth Mature Aging

Entrepreneurs Entrepreneurs for growth, but growth directors who can

build stable management

systems

Bureaucrats who are comfortable with

repetition and who can develop

economies of scale

Entrepreneurs who will cut and

reorganize for survival

Organization’s Development Stage

Selection Strategy


The Flexible Workforce

• Available from:• Part-time, temporary and seasonal employees• Temporary agencies• Independent contractors and consultants

• Issues to consider:• Cost• Legal considerations• Flexibility to meet an uncertain workload or rapidly

changing conditions• Loyalty and commitment issues• Lack of control• Legal issues


Contingent Employment (2005)

7%

25%

3%

7%

19%

15%

8%

12%

4%Management

Professional

Technical

Sales

Admin Support

Service

Craft

Operative

Farming

More


Selection vs. Training

• How critical is the job?• Does the organization have the

necessary resources (time and money) to train employees?

• Are skills available outside the organization?

• Are skills organization specific?• How important is retention?


Exceptional vs. Acceptable Workforce

• How much are we willing to pay for quality?

• Is “OK” ever good enough?


External Staffing New KSAOs Promote increased diversity Large labor pool Employee have needed

skills

Employee morale Time consuming Expensive Orientation needed

Internal vs. External Staffing

Internal Staffing Employee morale Quick Less expensive Little orientation needed

No new KSAOs Perpetuate current lack

of diversity Smaller labor market Skills may not be present


Specific vs. General Competencies

Specific Competencies• Select the KSAOs needed

for the specific job

• The person-job match

General Competencies• Select KSAOs needed

for a variety of jobs• flexibility,adaptability• ability to learn• communications skills• mathematical skills

• The person-organization match


The Person - Job Match

HR Outcomes

AttractionPerformance

RetentionAttendanceSatisfaction

OtherPerson

KSAOsMotivation

Job

RequirementsRewards


The Person-Organization Match

HR Outcomes

AttractionPerformance

RetentionAttendanceSatisfaction

OtherPerson

KSAOsMotivation

JobRequirements

Rewards

OtherDuties

FutureJobs

Org.Culture

MultipleJobs


Defining Culture

• What is it? • “...the shared patterns of thought, belief, feelings,

and values that result from shared experience and common learning”

• “system of shared meaning”• “The social glue that holds the organization

together”

• “The pattern of basic assumptions a given group has invented, discovered, or developed in learning to adapt to both its external and internal environments” (Cascio, p. 235)


Layers of CultureSymbols

Rituals

Heroes

Values Practices

• Formal expressions of philosophy & culture

• Promotion criteria (esp. for key jobs)

• What management pays attention to (measures and controls)

Stories, legends and

myths


The Staffing Process

• Recruitment • Selection

• Initial screening• Interview, testing, other

tools• Orientation• Placement *• Employment

• Training• Performance

management• Separation

• Voluntary separation• Termination• Downsizing• Retirement

Orientation

Employment

Recruitment

Selection

Separation

Place

men

t

* For some hires

staffing. fall 2008mgmt 420 | staffingpage 2 planning for staffing determine future requirements...

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