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Chapter 1: Staffing Models and Strategy

Part 1 The Nature of Staffing. Chapter 1: Staffing Models and Strategy. CHAPTER ONE. Staffing Models and Strategy. Screen graphics created by: Jana F. Kuzmicki, PhD Troy State University-Florida and Western Region . Organization. Vision and Mission Goals and Objectives.

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Chapter 1: Staffing Models and Strategy

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  1. Part 1The Nature of Staffing Chapter 1: Staffing Models and Strategy

  2. CHAPTER ONE Staffing Models and Strategy Screen graphics created by: Jana F. Kuzmicki, PhD Troy State University-Florida and Western Region

  3. Organization Vision and Mission Goals and Objectives Organization Strategy HR and Staffing Strategy Staffing Organizations Model Staffing Policies and Programs Support Activities Core Staffing Activities Legal compliance Recruitment: External, internal Planning Selection:Measurement, external, internal Job analysis Employment:Decision making, final match Staffing System and Retention Management

  4. Nature of Staffing The Big Picture Definition of Staffing Implications of Definition Staffing System Examples Staffing Models Staffing Quantity: Levels Staffing Quality: Person/Job Match Staffing Quality: Person/Organization Match Staffing Models Staffing System Components Staffing Organizations Staffing Strategy Staffing Levels Staffing Quality Staffing Ethics Plan for Book Chapter Outline

  5. The Big Picture • Organizations are combinations of physical, financial, and human capital • Human capital • Knowledge, skills and abilities of people • Their motivation to do the job • Scope of human capital • Employee costs are over 25% of revenues for most organizations • Organizations that capitalize on human capital have a strategic advantage over their competitors

  6. Nature of Staffing • Definition • “Process of acquiring, deploying, and retaining a workforce of sufficient quantity and quality to create positive impacts on the organization’s effectiveness” • Implications of definition • Acquire, deploy, retain • Staffing as a process or system • Quantity and quality issues • Organization effectiveness

  7. Nature of Staffing: Importance to Organizational Effectiveness • Quotes from organization leaders • Staffing is absolutely critical to the success of every company • Gail Hyland-Savage, COO, Michaelson, Connor, & Bowl • The new economy, very much the Internet and the entrepreneurial opportunities it created intensified the competition for outstanding people. • Rajat Gupta, Managing Director, McKinsey and Company • I think about this in hiring, because our business all comes down to people…In fact, when I’m interviewing a senior job candidate, my biggest worry is how good they are at hiring. I spend at least half the interview on that. • Jeff Bezos, CEO, Amazon

  8. Discussion Questions • What would be the potential problems with a staffing process in which vacancies were filled: • On a lottery basis from among job applicants? • On a first come-first hired basis? • What would be the advantages of using one of the above processes?

  9. Staffing Models • Staffing Quantity: Levels • Staffing Quality: Person/Job Match • Staffing Quality: Person/Organization Match • Staffing System Components • Staffing Organizations

  10. Compare Exh. 1.2: Staffing Quantity Projected Staffing Requirements Overstaffed Fully Staffed Understaffed Projected Staffing Availabilities

  11. Job Attraction Performance Retention Attendance Satisfaction Other Requirements Rewards HR Outcomes Match Impact Person KSAOs Motivation Exh. 1.3: Person/Job Match

  12. Jobs are characterized by their requirements and rewards Individuals are characterized via qualifications (KSAOS) and motivation Likely degree of fit between job characteristics and person Implied consequences for every match Concepts are not new Matching process involves dual match KSAOs to requirements Motivation to rewards Job requirements expressed in terms of both Tasks involved KSAOs necessary for performance of tasks Job requirements often extend beyond task and KSAO requirements Concepts: Person/Job Match Model

  13. OrganizationValues New JobDuties Job Requirements Rewards Attraction Performance Retention Attendance Satisfaction Other HR Outcomes MultipleJobs FutureJobs Match Impact Person KSAOs Motivation Exh. 1.4: Person/Organization Match

  14. Concepts: Person/OrganizationMatch Model • Organizational culture and values • Norms of desirable attitudes and behaviors for employees • New job duties • Tasks that may be added to target job over time • “And other duties as assigned . . . “ • Multiple jobs • Flexibility concerns - Hiring peoplewho could perform multiple jobs • Future jobs • Long-term matches during employment relationship

  15. Discussion Questions • Would it be desirable to hire people only according to the person/job match, ignoring the person/organization match? Why? • Would it be desirable to hire people only according to the person/organization match, ignoring the person/job match? Why?

  16. Applicant(Person) Organization(Job) Recruitment(identification and attraction) Selection(assessment and evaluation) Employment(decision making and final match) Exh. 1.5: Staffing System Components

  17. Organization Vision and Mission Goals and Objectives Organization Strategy HR and Staffing Strategy Exh. 1.6: Staffing Organizations Model Staffing Policies and Programs Support Activities Core Staffing Activities Legal compliance Recruitment: External, internal Planning Selection:Measurement, external, internal Job analysis Employment:Decision making, final match Staffing System and Retention Management

  18. Components of StaffingOrganizations Model • Organizational strategy • Mission and vision • Goals and objectives • HR strategy • Involves key decisions about sizeand type of workforce to be • Acquired • Trained • Managed • Rewarded • Retained • May flow from organizational strategy and/or • May directly influence formulation of organization strategy

  19. Components of StaffingOrganizations Model (continued) • Staffing strategy • An outgrowth of the interplay between organization and HR strategy • Involves key decisions regarding acquisition, deployment, and retention of organization’s workforce • Guide development of recruitment, selection, and employment programs • Support activities • Serve as foundation for conduct of core staffing activities • Core staffing activities • Focus on recruitment, selection, and employment of workforce • Staffing and retention system management

  20. What is Staffing Strategy? • Definition • Requires making key decisions about acquisition,deployment, and retention of a company’s workforce • Involves making 13 key decisions • Decisions focus on two areas • Staffing levels • Staffing quality

  21. Staffing Levels Acquire or develop talent Lag or lead system External or internal hiring Core or flexible workforce Hire or retain National or global Attract or relocate Overstaff or understaff Hire or acquire Staffing Quality Person/Job or Person/Organization match Specific or general KSAOs Exceptional or acceptable workforce quality Active or passive diversity Exh. 1.7: Strategic Staffing Decisions

  22. Plan of the Course & the Book • Part 1: Nature of Staffing (Ch. 1) • Part 2: Support Activities (Ch. 2, 3, 4) • Part 3: Staffing Activities: Recruitment (Ch. 5, 6) • Part 4: Staffing Activities: Selection (Ch. 7, 8, 9, 10) • Part 5: Staffing Activities: Employment (Ch. 11, 12) • Part 6: Staffing System & Retention Management (Ch. 13, 14)

  23. Ethical Issues • Issue 1 • As a staffing professional in the human resources department or as the hiring manager of a work unit, explain why it is so important to represent the organization’s interests, and what are some possible consequences of not doing so? • Issue 2 • One of the strategic staffing choices is whether to pursue workforce diversity actively or passively. First suggest some ethical reasons for the active pursuit of diversity, and then suggest some ethical reasons for a more passive approach.

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