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1. Chapter 1: Staffing Models and Strategy
2. CHAPTER ONE Staffing Models and Strategy
3. Staffing Organizations Model
4. Chapter Outline Nature of Staffing
The Big Picture
Definition of Staffing
Implications of Definition
Staffing System Examples
Staffing Quantity: Levels
Staffing Quality: Person/Job Match
Staffing Quality: Person/Organization Match Staffing Models
Staffing System Components
Plan for Book
5. The Big Picture Organizations are combinations of physical, financial and human capital
Knowledge, skills and ability of people
Their motivation to use them successfully on 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
7. Nature of Staffing: Importance to Organizational Effectiveness Quotes from organization leaders
?It all starts and ends with people. They are the heart, the soul and the spirit of the company?From a human resources perspective, it starts with selecting the best. The most important decision we make within our company is who we hire.?
Carolyn Clark, VP of HR, CP Hotels
8. Nature of Staffing: Importance to Organizational Effectiveness Quotes from organization leaders
?Globally, heads of companies consistently rand the ability to find the right talent to deliver on business objectives as one of their greatest challenges?The investment in capability upfront will have a direct impact on the quality of the talent who come in the door later.?
Maureen Neglia, Director, RBC Recruitment, RBC Financial Group
9. Nature of Staffing: Importance to Organizational Effectiveness Quotes from organization leaders
?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
10. 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?
11. Staffing Models Staffing Quantity: Levels
Staffing Quality: Person/Job Match
Staffing Quality: Person/Organization Match
Staffing System Components
12. Exhibit 1.2: Staffing Quantity
13. Jobs are characterized by their requirements
Individuals are characterized by their level of qualification (KSAOs) and motivation
Likely degree of fit or match between job characteristics and person
Implied consequences for every match Concepts are not new
Matching process involves dual match (Exhibit 1.3)
KSAOs to requirements
Motivation to rewards
Job requirements expressed in terms of both
KSAOs necessary for performance of tasks
Job requirements often extend beyond task and KSAO requirements
14. Exhibit 1.3: Person/Job Match
15. Concepts: Person/OrganizationMatch Model Organizational culture and values
Norms of desirable attitudes and behaviours for employees
New job duties
Tasks that may be added to target job over time
?And other duties as assigned . . . ?
Flexibility concerns - Hiring peoplewho could perform multiple jobs
Long-term matches during employment relationship
16. Exhibit 1.4: Person/Organization Match
17. 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?
18. Exhibit 1.5: Staffing System Components
19. Exhibit 1.6: Staffing Organizations Model
20. Components of StaffingOrganizations Model Organizational strategy
Goals and objectives
Involves key decisions about sizeand type of workforce to be
May flow from organizational strategy and/or
May directly influence formulation of organization strategy
21. 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
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
22. 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
23. 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 Exhibit 1.7: Strategic Staffing Decisions
24. Staffing Ethics Determining the moral principals and guidelines for acceptable practice
?Knowing organizational codes and guidelines and behaving within these boundaries when faced with dilemmas in business or professional work.?
Organizational ethics seek to:
Raise ethical expectations
Legitimize dialogue about ethical issues
Encourage ethical decision making and
Prevent misconduct and provide a basis for enforcement
25. Plan of the Course & the Book Part 1: Nature of Staffing
Part 2: Support Activities
Part 3: Staffing Activities: Recruitment
Part 4: Staffing Activities: Selection
Part 5: Staffing System and Retention Management
26. 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?
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.