STAFFING STAFFING ORGANIZATIONS ORGANIZATIONS

OrOr ManagementManagement

CHAPTER ONECHAPTER ONEStaffing Models and StrategyStaffing Models and Strategy

THE NATURE OF STAFFINGTHE NATURE OF STAFFING

The Big PictureThe Big Picture

Organizations are combinations of Organizations are combinations of physical, financial, and human capital.physical, financial, and human capital.

Human capital refers to Human capital refers to knowledge,knowledge, skillsskills, , experienceexperience and and ability ability of people of people with their motivation. with their motivation.

The organizations’ force quality is the The organizations’ force quality is the human capital and the stock of human human capital and the stock of human capital it acquires, deploys, and retains capital it acquires, deploys, and retains in pursuit of organizational outcome asin pursuit of organizational outcome as

profitabilityprofitability market sharemarket share customer satisfactionscustomer satisfactions environmental sustainability environmental sustainability

Staffing is the organizational function Staffing is the organizational function used to build the org workface through used to build the org workface through such systems as such systems as

staffing strategystaffing strategy HR planningHR planning recruitmentrecruitment selectionselection employment andemployment and retention retention

Definition of staffingDefinition of staffingStaffing is the process of acquiring, Staffing is the process of acquiring, deploying and retaining a workforce of deploying and retaining a workforce of sufficient quantitysufficient quantity and and qualityquality to to createcreate positive impacts on the positive impacts on the organization’s effectiveness. organization’s effectiveness.

Implications of DefinitionImplications of Definition

Acquire, Deploy, RetainAcquire, Deploy, Retain

Acquire OR acquisitionAcquire OR acquisition

Acquisition activities involve external Acquisition activities involve external staffing systems that govern the initial staffing systems that govern the initial intake of applications into the org. intake of applications into the org.

Involves in planning for the numbers Involves in planning for the numbers and types of people needed, and types of people needed, establishing job requirements in the establishing job requirements in the forms of qualifications or forms of qualifications or KSAOsKSAOs

DeploymentDeployment

Refers to the replacement of new hires Refers to the replacement of new hires on the actual job they will hold-place on the actual job they will hold-place or geographic locations. or geographic locations.

Encompasses guiding the movement Encompasses guiding the movement of current employees, both internal of current employees, both internal and external staffing.and external staffing.

It related to planning promotion and It related to planning promotion and transfers vacancies, rewards, transfers vacancies, rewards, recruitment, opportunities, recruitment, opportunities, qualifications and evaluations. qualifications and evaluations.

RetentionRetention Seek to manage the inevitable flow of Seek to manage the inevitable flow of

employees out of the org.employees out of the org. It manages the out and inflows of It manages the out and inflows of

employees to be balanced the cost.employees to be balanced the cost. Of course, the organizations should Of course, the organizations should

minimize the type of profits in which minimize the type of profits in which valued employees needed.valued employees needed.

Or we can use the type of voluntary Or we can use the type of voluntary staff without having charges and staff without having charges and downsizing. downsizing.

Staffing as a Process or SystemStaffing as a Process or System Is a process that establishes and governs Is a process that establishes and governs

the flow into and out of the organizations.the flow into and out of the organizations. Thus, we must use the planning, Thus, we must use the planning,

recruitment, selection, decision making, recruitment, selection, decision making, job offer, and retention systems. job offer, and retention systems.

Right, the staffing process should be wellRight, the staffing process should be well

considered on how to reduce or increase considered on how to reduce or increase depending on the needs by evaluating on depending on the needs by evaluating on KASOs.KASOs.

Quantity and qualityQuantity and quality Both quantity or quality of people Both quantity or quality of people

brought into, moved within and brought into, moved within and retained by the org.retained by the org.

Quantity element refers to having Quantity element refers to having enough head count to conduct enough head count to conduct business.business.

Quality element involves in having Quality element involves in having people with the necessary KSAOs. people with the necessary KSAOs.

It is important to recognize that it is the It is important to recognize that it is the combination of sufficient quantity and combination of sufficient quantity and quality of labor. quality of labor.

Organization Effectiveness Organization Effectiveness It related to essential micro and macro It related to essential micro and macro

activities in staffing.activities in staffing. Talent leadership is involved in staffing to Talent leadership is involved in staffing to

analyze the important sources in both analyze the important sources in both current and future. current and future.

Orgs also recognize that talent Orgs also recognize that talent huntshunts and and loading uploading up on talent are ways to expand on talent are ways to expand org value and provide protection from org value and provide protection from competitors. competitors.

Thus, org must analyze on competitive Thus, org must analyze on competitive advantages, source of growth, shortages of advantages, source of growth, shortages of labors, both quantity and quality. labors, both quantity and quality.

STAFFING MODELS STAFFING MODELS

Staffing Quantity: LevelsStaffing Quantity: Levels Org must be concerned about staffing Org must be concerned about staffing

levels and their adequacy.levels and their adequacy.

Org must forecast workforce quantity Org must forecast workforce quantity requirements, it head-count requirements. requirements, it head-count requirements. It is, It is, fully staffedfully staffed, , understaffed understaffed or or overstaffed.overstaffed.

Projected Staffing RequirementsProjected Staffing Requirements

Overstaffed

Fully Staffed

Understaffed

Compare

Staffing Quality:Staffing Quality: Person/Job Match Person/Job Match Person/job match seeks to align characteristics Person/job match seeks to align characteristics of individuals and jobs in ways that will result in of individuals and jobs in ways that will result in desired HR outcomes. There are 4 important desired HR outcomes. There are 4 important points about the person/job match:points about the person/job match:

FirstFirst :: Jobs characterized by their Jobs characterized by their requirementsrequirements

SecondSecond:: Individuals are characterized by their Individuals are characterized by their level level of qualificationsof qualifications

ThirdThird :: Was the likely degree of Was the likely degree of fit fit or or matchmatch between the between the characteristics of the job and characteristics of the job and person.person.

FourthFourth : : There are implied consequences for There are implied consequences for every match. every match.

Person/Job MatchPerson/Job Match

Job

Requirements Rewards

Person

KSAOsMotivation

HR Outcomes

AttractionPerformanceRetentionAttendanceSatisfactionOther

MatchImpact

Staffing Quality: Person/Org MatchStaffing Quality: Person/Org Match

Often the org seeks to determine how Often the org seeks to determine how well the person well the person fits fits or or matchesmatches not only not only the job also the org. the job also the org.

Therefore, the applicants too. Both the Therefore, the applicants too. Both the org and applicant, may be a concern with org and applicant, may be a concern with a person/org match. a person/org match.

Person/Org Match Person/Org Match

Job

RequirementsRewards

PersonKSAOs

Motivation

HR Outcomes

AttractionPerformanceRetentionAttendanceSatisfactionOther

Match

impact

Org valuesOrg values are norms of desirable attitudes and are norms of desirable attitudes and behaviors for the org’s employees. behaviors for the org’s employees.

New job dutiesNew job duties represent tasks that may be represent tasks that may be added to the target job over timeadded to the target job over time

Multi jobs,Multi jobs, the flexibility concerns also enter the the flexibility concerns also enter the staffing picture in terms of hiring persons. staffing picture in terms of hiring persons.

Future jobsFuture jobs represent forward thinking by the represent forward thinking by the org and the person as to what job assignments org and the person as to what job assignments the person might suppose beyond the initial job. the person might suppose beyond the initial job.

These 4 cases, the matching process is expanded These 4 cases, the matching process is expanded to include consideration of requirements and to include consideration of requirements and rewards beyond those of the target job as it rewards beyond those of the target job as it currently exists. currently exists.

Staffing System ComponentsStaffing System Components As noted, staffing encompasses managing As noted, staffing encompasses managing

the flows of people into and within the the flows of people into and within the org, as well as retaining them. org, as well as retaining them.

Staffing begins with a joint interaction Staffing begins with a joint interaction between the between the applicant applicant and the and the org.org.

Most of the time, staffing involves in a Most of the time, staffing involves in a more balanced and natural interplay more balanced and natural interplay between the applicant and the org, which between the applicant and the org, which occurs over the course of the staffing occurs over the course of the staffing process. process.

The Initial stage of staffing is The Initial stage of staffing is recruitment.recruitment.

Gradually, recruitment activities phase Gradually, recruitment activities phase into the into the selection stageselection stage and it and it accompanying activities. accompanying activities.

Next core component of staffing is Next core component of staffing is employment employment involving in the decision involving in the decision making and final match activities by the making and final match activities by the org and applicant. org and applicant.

Applicant(Person)

Organization (Job)

Recruitment(Identifica- & attraction)

Selection(Assessment & evaluation)

Employment(Decision making & final match)

Staffing organizationsStaffing organizations

Org’s mission, goals, objectivesOrg’s mission, goals, objectives Org’s strategy and HR and staffing Org’s strategy and HR and staffing

strategystrategy

Staffing policies and programs results Staffing policies and programs results from such interaction activities. from such interaction activities.

Staffing levels and quality are the Staffing levels and quality are the important keys of staffing policies, important keys of staffing policies, strategy and programs. strategy and programs.

Org, HR and Staffing StrategyOrg, HR and Staffing Strategy Org formulates strategy to express an Org formulates strategy to express an

overall purpose or mission and to overall purpose or mission and to establish broad goals and objectives.establish broad goals and objectives.

Based on mission statement, the org Based on mission statement, the org develops goals and objectives pertaining develops goals and objectives pertaining to product development, sales growth to product development, sales growth and competition. and competition.

HR strategy represents the key decisions HR strategy represents the key decisions about how these workforce assumptions about how these workforce assumptions will be handled. will be handled.

HR strategy may suggestHR strategy may suggest

1.1. obtaining new experienced employeesobtaining new experienced employees

2.2. building a new facility for development building a new facility for development employeesemployees

3.3. Developing relocation assistance Developing relocation assistance packages and family-friendly benefitspackages and family-friendly benefits

4.4. Offering wages and salaries to employeesOffering wages and salaries to employees

5.5. Creating special training budgets for Creating special training budgets for employeesemployees

6.6. Setting a promotion system to rise Setting a promotion system to rise upward in either their professional upward in either their professional specialty or the managerial ranks. specialty or the managerial ranks.

Staffing Orgs ModelStaffing Orgs Model Organization

MissionGoals and Objectives

Org Strategy HR &Staffing Strategy

Staffing Policies and Programs

Support Activities Core Staffing Activities

Legal compliance - Recruitment :ext and internalPlanning - Selection :measure, ext and interJob analysis and rewards - Employment :decis making, final match

Staffing System and Retention Management

Support activitiesSupport activities Foundation and necessary ingredients for the Foundation and necessary ingredients for the

conduct of core staffing activities. Equal conduct of core staffing activities. Equal Employment Opportunity and Affirmative Action, Employment Opportunity and Affirmative Action, (EEO/AA) and incorporation of their requirements. (EEO/AA) and incorporation of their requirements.

Planning is becoming aware of key external Planning is becoming aware of key external influences on staffing, economic conditions, labor influences on staffing, economic conditions, labor markets, labor unions and important sources markets, labor unions and important sources

Job analysis represents the key mechanism by Job analysis represents the key mechanism by which the org identifies and establishes the job’s which the org identifies and establishes the job’s KSAO.KSAO.

All, support activities are in place, the core All, support activities are in place, the core staffing activities can begin. staffing activities can begin.

Core Staffing ActivitiesCore Staffing Activities Focusing on requirements, selection and Focusing on requirements, selection and

employment of the workforce.employment of the workforce. Staffing quality ensures the successful person/job Staffing quality ensures the successful person/job

and person/org matches will be made. To and person/org matches will be made. To accomplish this multiple plans, decisions and accomplish this multiple plans, decisions and activities, ranging from recruitment methods.activities, ranging from recruitment methods.

Recruitment and selection tools as media Recruitment and selection tools as media system, website, brochure, announcement system, website, brochure, announcement written, interviews, assessments of experience, written, interviews, assessments of experience, work samples and background check and other work samples and background check and other techniques to evaluate the applicants. techniques to evaluate the applicants.

Staffing and Retention System MgtStaffing and Retention System Mgt

CHECKING THIS WHY NOT ADDED HERE?CHECKING THIS WHY NOT ADDED HERE?

STAFFING STRATEGYSTAFFING STRATEGY

1. Staffing Levels1. Staffing Levels Acquire or Develop TalentsAcquire or Develop Talents Hire Yourself or OutsourceHire Yourself or Outsource External or Internal HiringExternal or Internal Hiring Core or Flexible WorkforceCore or Flexible Workforce Hire or RetainHire or Retain National or GlobalNational or Global Attract or RelocateAttract or Relocate Overstaff or UnderstaffOverstaff or Understaff Short or Long-Term FocusShort or Long-Term Focus

2. Staffing Quality 2. Staffing Quality Person/Job Match or Person/Org MatchPerson/Job Match or Person/Org Match

Thus we have to be considered when selecting Thus we have to be considered when selecting the person job match or the person org match? the person job match or the person org match? What are the advantages or disadvantages? What are the advantages or disadvantages?

Specific or General KSAOsSpecific or General KSAOs

We analyze the specific or more general ones? We analyze the specific or more general ones? How these people will help make profits?How these people will help make profits?

Exceptional or Acceptable Workforce QualityExceptional or Acceptable Workforce Quality

Consider the words Exceptional and Acceptable Consider the words Exceptional and Acceptable Quality? How these meanings differently? Quality? How these meanings differently?

Active or Passive Diversity Active or Passive Diversity ( REVIEWED ( REVIEWED HERE)HERE)

Staffing EthicsStaffing EthicsStaffing the organization involves in a multitude of Staffing the organization involves in a multitude of individuals-hiring managers, staffing professionals, individuals-hiring managers, staffing professionals, potential coworkers, legal advisors and job potential coworkers, legal advisors and job applicants. applicants.

During the staffing process all of these individuals During the staffing process all of these individuals may be involved in recruitment, selection, and may be involved in recruitment, selection, and employment activities as well as staffing decision employment activities as well as staffing decision making. making.

Ethics involves in determining moral principles and Ethics involves in determining moral principles and guidelines for acceptable practice. Ethics guidelines for acceptable practice. Ethics emphasizes knowing organizational codes and emphasizes knowing organizational codes and guidelines. More specifically, organizational ethics guidelines. More specifically, organizational ethics seeks to do the following seeks to do the following

Raise ethical expectationsRaise ethical expectations Legitimize dialogue about ethical Legitimize dialogue about ethical

issuesissues Encourage ethical decision makingEncourage ethical decision making Prevent misconduct and provide a Prevent misconduct and provide a

basis for enforcement. basis for enforcement.

PART TWOPART TWOSupport Support

ActivitiesActivities

THE EMPLOYMENT AND RELATIONSHIPTHE EMPLOYMENT AND RELATIONSHIP

-Employer-Employee: -Employer-Employee:

the negotiation and agreement between the negotiation and agreement between employer and employee on the terms and employer and employee on the terms and conditions that will define and govern their conditions that will define and govern their relationship. relationship.

The formal agreement represents an The formal agreement represents an employment contract, the terms and conditions employment contract, the terms and conditions of which represents the promises and of which represents the promises and expectations of both parties and KSAOs. expectations of both parties and KSAOs. Employment contracts come in a variety of Employment contracts come in a variety of styles. –styles. –written written or or oraloral, both types are legally , both types are legally enforceable. enforceable.

-Independent Contractor: -Independent Contractor: The employer may The employer may also hire independent contractors. An also hire independent contractors. An independent contractor is not legally independent contractor is not legally considered an employ, however, because of considered an employ, however, because of this rights and responsibilities.this rights and responsibilities.

-Temporary employees: -Temporary employees:

Do not have special stature.Do not have special stature.

Payment not as higher as othersPayment not as higher as others

Tasks are shared from old staffTasks are shared from old staff

Contract might not offer regularly, depending Contract might not offer regularly, depending on the real situation and behavior of the on the real situation and behavior of the employer.employer.

LAWS AND REGULATIONSLAWS AND REGULATIONS Laws affect the relation of employmentLaws affect the relation of employment Laws and regulations are important in Laws and regulations are important in

management and the manager or any management and the manager or any organizationorganization

Need for Laws and RegulationNeed for Laws and Regulation Balance of PowerBalance of Power Protection of EmployeesProtection of Employees Protection of EmployersProtection of Employers

Sources of Laws and RegulationsSources of Laws and Regulations Common law: has its origins in England is Common law: has its origins in England is

court-made law, as opposed in law from court-made law, as opposed in law from other sources. It consists of the case by case other sources. It consists of the case by case decisions of the court.decisions of the court.

Constitutional lawConstitutional law Statuary lawStatuary law Agencies Agencies

EEO/AA LAWS: GENERAL PROVISION AND EEO/AA LAWS: GENERAL PROVISION AND ENFORCEMENTENFORCEMENT

General provisionsGeneral provisions Enforcement: EEOCEnforcement: EEOC

HERE IS CANCELLED HERE IS CANCELLED

A WHILEA WHILE

PART THREEPART THREEPLANNINGPLANNING

Process of forecasting the organization future Process of forecasting the organization future Then developing action staffing plans to Then developing action staffing plans to

fulfilling what designed for the whole orgfulfilling what designed for the whole org

EXTERNAL INFLUENCESEXTERNAL INFLUENCES Economic conditionsEconomic conditions Labor MarketsLabor Markets TechnologyTechnology Labor UnionsLabor Unions

ECONOMIC CONDITIONSECONOMIC CONDITIONS Economic expansion and contractionEconomic expansion and contraction

- Macro forces operation overall the org - Macro forces operation overall the org fuctionsfuctions

- Markets Products competition (national, - Markets Products competition (national, global)global)

- Inflation, interest rates, currency - Inflation, interest rates, currency exchange rates exchange rates

and government fiscal monetary policy.and government fiscal monetary policy. Job growth and job opportunities Job growth and job opportunities ( related to ( related to

what we mentioned up depending on the what we mentioned up depending on the expansion and contraction) G- explanation.expansion and contraction) G- explanation.

Internal labor market mobilityInternal labor market mobility Turnover ratesTurnover rates

LABOR MARKETSLABOR MARKETS Labor demand:Labor demand: Employment Patterns Employment Patterns

- Org’s products and service- Org’s products and service

- Consumer demand in a competitive manner- Consumer demand in a competitive manner

- - (Asking them to check in the book on growth?)(Asking them to check in the book on growth?) Labor Demand: Labor Demand: KSAOs SoughtKSAOs Sought Labor supply:Labor supply: Labor Force and Its Trends Labor Force and Its Trends Labor supply: Labor supply: KSAOs AvailableKSAOs Available

Lobor shortages and surplusesLobor shortages and surpluses Employment arrangementsEmployment arrangements

(asking them to read more about this from the (asking them to read more about this from the pages)pages)

Labor Shortages and SurplusesLabor Shortages and Surpluses

Pay rates, Labor markets, Low unemployment rates Pay rates, Labor markets, Low unemployment rates But org must consider on But org must consider on labor quantity labor quantity and and quality.quality.

The shortages cause numerous responses:The shortages cause numerous responses:

- Increased pay and benefits packages- Increased pay and benefits packages

- Hiring bonuses and stock options- Hiring bonuses and stock options

- Alternative work arrangements to attract and- Alternative work arrangements to attract and

retain older workersretain older workers

- Recruitment of immigrants - Lower hiring standards- Recruitment of immigrants - Lower hiring standards

- Partnerships with high schools, technical or - Partnerships with high schools, technical or collegescolleges

- Increased mandatory overtime work- Increased mandatory overtime work

- Increased hours of operation- Increased hours of operation

Employment ArrangementEmployment Arrangement

It is the relationship between org and job It is the relationship between org and job seekers. In employment asseekers. In employment as

- - Part time or full time employmentPart time or full time employment

- Data show: part time- Data show: part time : 83%: 83%

full timefull time : 17%: 17%

- More people seeking full time - More people seeking full time employmentemployment

(Asking them to read this more by themselves)(Asking them to read this more by themselves)

TECHNOLOGYTECHNOLOGY

With advantages and disadvantagesWith advantages and disadvantages Elimination of jobsElimination of jobs Creation of jobsCreation of jobs Changes in skill requirementsChanges in skill requirements

Labor UnionsLabor Unions

Important role of employer and employees or Important role of employer and employees or government and investmentsgovernment and investments

NegotiationsNegotiations Labor contracts: staffing levels, staffing quality, Labor contracts: staffing levels, staffing quality,

internal movementinternal movement Grievance systemGrievance system

HUMAN RESOURCE PLANNING – HRPHUMAN RESOURCE PLANNING – HRPHRP is the process and set of activities HRP is the process and set of activities undertaken to forecast an org’s labor demand or undertaken to forecast an org’s labor demand or requirements and internal supply.requirements and internal supply.

Process and example:Process and example:

HRP is involved inHRP is involved in

1. Determine future HR requirements1. Determine future HR requirements

2. Determine future HR availabilities2. Determine future HR availabilities

3. Reconcile requirements and availabilities 3. Reconcile requirements and availabilities

(shortages and surpluses)(shortages and surpluses)

4. Development action plans to close the 4. Development action plans to close the

projected gapsprojected gaps

1.1. Forecast Labor Forecast Labor

RequirementsRequirements

CompareCompare 33-Determine-Determine 4.4. DevelopDevelop

GapsGaps action action

planplan

2.2. Forecast Labor Forecast Labor

AvailabilitiesAvailabilities

Initial DecisionsInitial Decisions Strategic PlanningStrategic Planning

- Referred to as plan-based HRP.- Referred to as plan-based HRP.- Plans always have HR implications- Plans always have HR implications- Environmental contingencies and strategic goals- Environmental contingencies and strategic goals- Those analyzing on IT and KSAOs, for the future- Those analyzing on IT and KSAOs, for the future- Thus, HR and HRP are very important for doers. - Thus, HR and HRP are very important for doers.

Planning Time Frame Planning Time Frame - How longer from now our plans to be extended?- How longer from now our plans to be extended?- Short, Medium and Long terms (HRP)- Short, Medium and Long terms (HRP)- From 3 to 5 years, called strategic planning- From 3 to 5 years, called strategic planning- Less than 3 years, called operational planning- Less than 3 years, called operational planning

Job Categories and LevelsJob Categories and Levels

- Hierarchical levels among jobs- Hierarchical levels among jobs

- These created and used in job analysis in orgs.- These created and used in job analysis in orgs.

- Jobs responsibilities- Jobs responsibilities

- Org promotion- Org promotion

Head CountHead Count or Totalor Total (Current Workforce) (Current Workforce)

- Number of staff in an org or current workforce- Number of staff in an org or current workforce

- It is the forecasting and planning purposes - It is the forecasting and planning purposes

on payroll at the beginning period to nexton payroll at the beginning period to next

- As the differences between part and full time - As the differences between part and full time staff?staff?

Roles and ResponsibilitiesRoles and Responsibilities

- - Both Both line managersline managers and and staff specialistsstaff specialists

usually from HR becomes to HRP usually from HR becomes to HRP

- Initially, the HR staff take the lead in - Initially, the HR staff take the lead in proposing proposing

with types of HRP will be undertaken.with types of HRP will be undertaken.

- Planning designers are selected from - Planning designers are selected from

important sources considered.important sources considered.

- Reminding that all planners must be collected - Reminding that all planners must be collected

from all tasks fields performed and related from all tasks fields performed and related

skilled with long terms experienced operated. skilled with long terms experienced operated.

Forecasting HR RequirementsForecasting HR Requirements Statistical techniquesStatistical techniques

- Read this carefully from the book shown. - Read this carefully from the book shown. Judgmental TechniquesJudgmental Techniques

Forecasting HR AvailabilitiesForecasting HR Availabilities Manager judgmentManager judgment Markov AnalysisMarkov Analysis Limitation of Markov AnalysisLimitation of Markov Analysis Replacement and Succession PlanningReplacement and Succession Planning Replacement planningReplacement planning Succession planningSuccession planning