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STAFFING. Staffing. Staffing Involves the process of recruiting and selecting prospective employees. Has a significant impact on an organization’s bottom line and employee turnover which requires that the staffing process to become more strategically focused.
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Staffing • Staffing • Involves the process of recruiting and selecting prospective employees. • Has a significant impact on an organization’s bottom line and employee turnover which requires that the staffing process to become more strategically focused. • Activities performed as part of recruiting and selecting offer an organization numerous choices as to how to go about finding and selecting new employees. • Staffing decisions need to ensure that employees fit the culture of the organization.
Recruiting • Temporary Versus Permanent Employees • Decisions to increase headcount temporarily or permanently are strategically-driven. • Basis for decisions is the HR forecast of how long the employee shortage is expected to last. • Temporary employees are less costly than permanent employees (e.g., no benefit costs to temps). • Temporary headcount increases can be obtain from agencies that specialize in such services. • Headcount increases can be avoided by subcontracting work to an outside vendor.
Recruiting • Centralized Versus Decentralized • Most of the firms rely on centralize recruitment for the following benefits: - Centralize recruitment makes its easier to apply company’s strategic priorities company-wide - Recruiting centrally removes duplication - Job specialization and cost reduction
Recruiting • When and How Extensively to Recruit • When do recruiting efforts need to begin? • How large of an applicant pool is needed? • Utilize data from past recruiting efforts to answer these questions where feasible and adjust for changed conditions. • Yield Ratios • Offer information on how many applicants are eliminated (or remain) at each step in the recruitment process so that the proper or necessary size of the applicant pool can be determined.
Methods of Recruiting: Internal Recruitment • Job posting • posting the job on company intranets or bulletin boards • Includes relevant information (e.g. qualifications, pay rates, attributes) • Rehiring- Do you want to rehire a person who left your employ? - Rehiring involves giving better position to the candidates - Rehiring allows to hire the person who is already familiar with the job - However, existing employees might think that the best way to get promotion is to leave
Methods of Recruiting: Internal Recruitment • Succession Planning • Succession planning is crucial when it comes to filling a top position • Generally top positions are filled by the internal people • Succession planning includes 3 steps- • Identify key needs • Develop inside candidates • Assess and choose
Methods of Recruiting: External Recruitment • Recruitment via internet • Today, most of the people go online to look for jobs • Internet is lot more feasible for some companies
Pros and cons of internet recruitment • Pros- • Cost effective • Brand promotion • Generates responses quickly • Cons- • Older candidates might be missed out • Internet overload • Thousands of CVs
Methods of Recruiting: External Recruitment Traditional advertisements • Pint ads on local newspaper (suitable for blue-collar jobs) • Print ads on professional journals (suitable for specialized employees or white-collar jobs)
Methods of Recruiting: External Recruitment • Public agencies • Most of the states have public, state-run employment service agency (e.g. job centre plus in the UK) • They don’t charge for the service they provide
Methods of Recruiting: External Recruitment • Private agencies • Private agencies are important sources of clerical, white-collar, and managerial personnel • They charge fees • Suitable for the firms that do not have HR department
Methods of Recruiting: External Recruitment • Executive Agencies • They are special employment agencies retained by employers to seek-out top management talent for their clients • The employers always pay the fee • Temp Agencies • Employers increasingly supplement their permanent workforce by hiring temporary workers • Temp agencies involve hiring the temporary workers for the organization
Methods of Recruiting: External Recruitment • College recruiting- It involves visiting the college campus to prescreen applicants and creating an applicant pool from the gradates • Referrals- The firms posts announcement of openings and requests for referrals. You can refer your friends and bring them in • Walk-ins- applies to hourly workers. You get direct applications at your office
Selection Process • Reliability • The consistency of scores obtained by the same person when retested with the identical or equivalent tests. • Are the test results stable over time? • Test Validity • Will tell you whether you are measuring what you intend to measure • The accuracy with which a test, interview, and so on measures what it purports to measure or fulfills the function it was designed to fill. • Does the test actually measure what we need for it to measure?
Types of Validity • Criterion validity • A type of validity based on showing that scores on the test (predictors) are related to job performance (criterion). • Are tests scores in this class related to students’ knowledge of human resource management? • Content validity • A test that is content valid is one that contains a fair sample of the tasks and skills actually needed for the job in question. • Do the test questions in this course relate to human resource management topics? • Is taking an HR course the same as doing HR?
Types of Tests • Personality Tests • Tests that use projective techniques and trait inventories to measure basic aspects of an applicant’s personality, such as introversion, stability, and motivation. • Disadvantage • Personality tests—particularly the projective type—are the most difficult tests to evaluate and use. • Advantage • Tests have been used successfully to predict dysfunctional job behaviors and identify successful candidates for overseas assignments.
The “Big Five” • Extroversion • The tendency to be sociable, assertive, active, and to experience positive effects, such as energy and zeal. • Emotional stability/neuroticism • The tendency to exhibit poor emotional adjustment and experience negative effects, such as anxiety, insecurity, and hostility. • Openness to experience • The disposition to be imaginative, nonconforming, unconventional, and autonomous. • Agreeableness • The tendency to be trusting, compliant, caring, and gentle. • Conscientiousness • Is comprised of two related facets: achievement and dependability. • Punctual, organized and systematic
Tests of Cognitive Abilities • Intelligence Tests • Tests of general intellectual abilities that measure a range of abilities, including memory, vocabulary, verbal fluency, and numerical ability. • Example: IQ tests • Mike and Todd have $21 between them. Mike has $20 more than Todd. How much money each of them has? • Aptitude tests • Tests that measure specific mental abilities, such as inductive and deductive reasoning, verbal comprehension, memory, and numerical ability.
Situational Tests • The candidates will be presented with situations representative of the job for which they are applying in order to evaluate their responses • A testing method based on measuring an applicant’s performance on actual basic job tasks.
A Situational Test Walk a mile in British Airways’ shoes. Description- Imagine, you have applied at British Airways for a Customer Service Officer position. The manager of the department is happy with your qualifications. However, he wants you to take a situational test prior to getting into the job.
Scenario • British Airways has been under fire quite a bit for its bad customer service, and social media only promotes its problem • A customer named Hassan Syed recently paid to promote a Tweet complaining about British Airways’ customer service after the company lost his father’s suitcase
What Happens Next? • The tweet was seen by 76,000 users • It negatively impacted on the reputation of the organization • To make things worse, British Airways failed to respond to the promoted tweet for eight hours
What Happens Next? • Finally, BA replied to the message!
What Happens Next? • The Customer Service Manager of British Airways is really worried about the issue • He wants you to resolve the issue. • How would you respond this situation?
Video Based Situational Testing • Video-Based situational testing • A situational test comprised of several video scenarios, each followed by a multiple choice question that requires the candidate to choose from among several courses of action. • While the evidence is mixed, the results suggest that video-based situational tests can be useful for selecting employees.
An Example (A manager is upset about the condition of the department and takes it out on one of the department’s employees) Manger- Well, I am glad you’re here.Associate- Oh? Why is that?Manager- Look, at this place, that’s why! I take a day off and come back to find the department in mess. You should know better.Associate- But, I didn’t work late last night.Manager- May be not. But, there have been plenty of times before when you’ve left the department in a mess. (the scenario stops here. If you were this associate, what would you do?)
You Have the Following Choices a. Let the other associates responsible for the mess know that you had to take the heat b. Straighten up the department and try to reason with the manager later c. Suggest to the manager that he talks to the other associates who made the messd. Take it up with the manager’s boss
The Miniature Job Training • Candidates are trained to perform a sample of the job’s tasks, and then are evaluated on their performance. • The approach assumes that a person who demonstrates that he or she can learn and perform the sample of tasks will be able to learn and perform the job itself.
Test of Motor and Physical Abilities • Tests of motor abilities • Tests that measure motor abilities, such as finger dexterity, manual dexterity, and reaction time. • Example- Crawford Small Parts Dexterity Tests • Tests of physical abilities • Tests that measure static strength, dynamic strength, body coordination, and stamina • Example- Lifeguard Tests
Problem from the Test ofMechanical Comprehension Which gear will turn the same way as the driver?
Achievement Tests • Achievement tests • Test that measure what a person has already learned • Example- The tests you take at NSU • These tests measure your “job knowledge” in areas like accounting, marketing, or personnel
Background Investigations & Reference Check • Did the candidates lie? Did they furnish false documents? • Commonly verified data may include past employment, education, identification and legal eligibility for the employment • 31% of the applicants had lied about their qualifications and 19% had posted information about their drinking and drug • On Facebook, one employer found that a candidate had described his interests as smoking pots and shooting people
Background Investigations & Reference Check (cont.) • Most employers are concerned with background investigation and reference check • Extent of investigations and checks • Reference checks (87%) • Background employment checks (69%) • Criminal records (61%) • Driving records (56%) • Credit checks (35%)
Background Investigations and Reference Checks • Sources of information for background checks: • Former employers • Educational institution • Local police station • Commercial credit rating companies • Written references
Reference Checking Form (Verify that the applicant has provided permission before conducting reference checks) Candidate Name: Reference Name: Company Name: Dates of Employment: (From: and To:) Position(s) Held: Salary History: Reason for Leaving: Explain the reason for your call and verify the above information with the supervisor (including the reason for leaving) 1. Please describe the type of work for which the candidate was responsible. 2. How would you describe the applicant’s relationships with coworkers, subordinates (if applicable), and with superiors? 3. Did the candidate have a positive or negative work attitude? Please elaborate 4. How would you describe the quantity and quality of output generated by the former employee? 5. What were his/her strengths on the job? 6. What were his/her weaknesses on the job? 7. What is your overall assessment of the candidate? 8. Would you recommend him/her for this position? Why or why not? 9. Would this individual be eligible for rehire? Why or why not? Other comments?
The Polygraph and Honesty Testing • The polygraph (or lie detector) • A device that measures physiological changes, • The assumption is that such changes reflect changes in emotional state that accompany lying.
Permitted Users of the Polygraph • Employers with contracts involving: • National defense or security • Nuclear-power (Department of Energy) • Access to highly classified information • Counterintelligence (the FBI or Department of Justice) • Other exceptions • Hiring of private security personnel • Hiring persons with access to drugs • Conducting ongoing investigations involving economic loss or injury to an employer’s business.
Paper-and-Pencil Honesty Tests • Paper-and-pencil honesty tests • Psychological tests designed to predict job applicants’ proneness to dishonesty and other forms of counterproductivity. • Measure attitudes regarding things like tolerance of others who steal, acceptance of rationalizations for theft, and admission of theft-related activities.
