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Chapter 1: Staffing Models and Strategy

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Chapter 1: Staffing Models and Strategy

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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 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

    5. The Big Picture Organizations are combinations of physical, financial and human capital 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 Organization effectiveness

    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 Staffing Organizations

    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 Tasks involved 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/Organization Match 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 . . . “ Multiple jobs Flexibility concerns - Hiring people who could perform multiple jobs Future 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 Staffing Organizations Model Organizational strategy Missions Goals and objectives HR strategy Involves key decisions about size and type of workforce to be Acquired Trained Managed Rewarded Retained May flow from organizational strategy and/or May directly influence formulation of organization strategy

    21. Components of Staffing Organizations 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

    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 Staffing levels Staffing quality

    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? 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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