Staffing

1. Staffing Chapters 12 - 14

2. Chapter 12 – Final Match • External and Internal Recruiting • Initial assessment to identify job candidates from among job applicants • Substantive assessment to identify job finalists from among job candidates • Making the final decision and extending job offers

3. Chapter 12 – Final Match • Employment contract • Requirements for an enforceable contract • Offer (terms and conditions) • Acceptance (acceptance with no contingencies) • Consideration (value exchanged, promises)

4. Chapter 12 – Final Match • Oral and written contracts • Exceptions for oral contracts • One-year rule (enacted within one year) • Parole evidence (overruled if written agreement exists)

5. Chapter 12 – Final Match • Disclaimers • Contingencies • Reneging – typically accepted except for “Unfulfilled Promises” • (see Exhibit 12.7 also to lessen reneging)

6. Chapter 12 – Final Match • Unfulfilled promises • Breach of contract (intention to be legally bound) • Promissory estoppel (relied on promises to one’s detriment) • Fraud (no intentions of keeping promises)

7. Chapter 12 – Final Match • Application #1 – Making a job offer

8. Chapter 12 – Final Match • Job Offer Content • Starting date • Duration of contract • Compensation and Benefits • Hours • Special Hiring Inducements • Bonuses, relocation, pay premiums, severance

9. Chapter 12 – Final Match • Job Offer Content, cont’d • Restrictions on employee • Confidentiality • Non-compete agreement • Dispute agreements • Golden handcuff (payback agreement on some premiums or inducements) • Other terms and conditions • Acceptance terms

10. Chapter 12 – Final Match • Application #2 – Evaluating a hiring and variable pay plan

11. Chapter 12 – Final Match • New Employee Orientation and Socialization • Content (newcomer perspective) • People • Performance and job requirements • Organization goals and values • Politics • Language/jargon • History

12. Chapter 12 – Final Match • Legal Issues • Authorization to work (Immigration Reform and Control Act (IRCA) • Negligent Hiring • Employment-at-will

13. Chapter 12 – Final Match • Negligent Hiring • Person causing harm was employee • Employee incompetent • Employer should have know of incompetence • Employer had legal duty to select competent employee • Harm was a foreseeable consequence of hiring unfit employee • Hiring of unfit employee was proximate cause of injury

14. Chapter 13 – Staffing Systems • Application #1 – Learning about jobs in staffing

15. Chapter 13 – Staffing Systems • Generalist • Specialist • Strong association with Finance (see HRM Magazine, Sept. 2004, 48:9) • BA/BS, HRM; MBA or MS HRM

16. Chapter 13 – Staffing Systems • …seeking a strategic Human Resources Generalist …The HR Generalist will focus on providing operation and general HR management support to business unit partners and will play a pivotal role in the delivery and management of human resources initiatives. The HR Generalist will possess a sound level of skill in all HR functional areas - Staffing, Compensation, Employee Relations, Performance Management, and Talent Management. The HR Generalist will work closely with customers and HR Colleagues to provide integrated solutions based on customer needs and will apply expertise to improve business processes and support critical business strategies. Education and Background: Bachelor’s Degree in HR or Business related field 4 - 6 years experience in Human Resources – High Tech company experience preferable Strategic thinker and change agent Strong analytical skills Excellent communication and team work skills Customer focusRelocation assistance may be provided for candidates outside the San Diego area….

17. Chapter 13 – Staffing Systems • …seeking an experienced HR Recruiter out of its Irvine, CA office. The HR Recruiter will provide staffing support for open positions throughout the organization; assist with the recruitment of high potential …candidates through agencies, internet sourcing and internal referrals. The ideal candidate will have 4-6 years of recruiting experience. Agency and corporate recruiting experience preferred. Experience recruiting sales candidates preferred. Ability to travel 40% required. BA/BS required ….

18. Chapter 13 – Staffing Systems • …As HR Administrator, you will provide support in the recruitment of highly-skilled men and women who will be a credit to …. Hiring managers will look to you as a resource to satisfy their staffing needs through a “best practices” approach. You’ll use your strategic skills and great organizational abilities to support …as a world-class employer. This will include managing content on our career web site, partnering with our recruitment ad agency, and playing a key role in superior candidate and new hire communication. You’ll administer our annual performance management process, lead HQ and company-wide safety programs and also oversee company-wide compliance with required legislative postings,. To qualify for this high impact position, you must have at least three years’ successful staffing and recruiting experience for a top-notch organization, along with a background in HRIS. Excellent communication, listening, organizational, and customer service skills are a must, as is knowledge of Dreamweaver, MS Word, and Excel. A Bachelor’s degree is preferred. HR certification is a plus. ….

19. Chapter 13 – Staffing Systems • …Student Programs Staffing Specialist opportunity. • Qualified candidates must have a solid professional business background and an MBA/MS/MA, as well as coursework in finance, quantitative analysis and statistics; professional experiences in staffing, human resources, consulting, and/or organizational development; ability to prioritize and simultaneously manage multiple projects/programs; proactive risk-taker in order to identify larger-scale, complex systems problems; formulate solutions; and partner with technical customers and other business organizations in implementing the results; ability to learn about …programmatic goals, key technologies, and mission areas; excellent written and verbal communication skills, and an understanding of staffing and employee sourcing; experience with PeopleSoft;

20. Chapter 13 – Staffing Systems • …Student Programs Staffing Specialist opportunity, cont’d. • strong interpersonal skills, both one-on-one and in group environments are key requirements, as is a strong customer orientation. Strength in consultation and listening is key; ability to demonstrate commitment, initiative, independent action, and versatility while embracing challenging and diverse assignments; experience in leadership, teamwork, negotiation, and coaching/mentoring and experience handling sensitive information and issues with judgment and discretion; ability to obtain a Department of Energy clearance is also required.

21. Chapter 13 – Staffing Systems • Application #2 Evaluating staffing process results

22. Chapter 13 – Staffing Systems • Policies and procedures • Staffing levels • Acquire v. develop talent (from ch. 1) • Staffing processes/approvals, etc • Link to Organizational goals • Customers (e.g., managers, job applicants satisfied with staffing process)

23. Chapter 13 – Staffing Systems • Evaluation of staffing processes (Exhibit 13.8) • Applicants/Vacancy • Yield ratio • candidates/applicants • New hires/applicants • Offers accepted/received • Time lapse • Avg. days to offer; Avg. days to start • Retention Rate • On job six mos./new hires • On job one yr./new hires

24. Chapter 13 – Staffing Systems • Legal Issues • Record keeping/tracking performance • Staffing results • Adverse Impact • Manager satisfaction • New hire satisfaction/Fairness (ex. 13.9) • Keep information that can be used in staffing decisions separate from information that can not be used • Staffing Audit

25. Chapter 14 – Retention • Why do people leave an organization? • Application #2 – Retention: Deciding when to act

26. Chapter 14 – Retention • Types of Turnover • Voluntary • Desirability of leaving (satisfaction, etc.) • Ease of leaving (transfer KSAO, etc.) • Alternatives (internal and external) • Involuntary • Discharge • Downsizing (“rightsizing,” “dumbsizing,” etc.)

27. Chapter 14 – Retention • Analysis of Turnover • Turnover rate = • (#employees leaving/avg. #employees)x100

28. Chapter 14 – Retention • Analyzing Turnover • Exit Interviews • Post-exit surveys • Employee Satisfaction surveys

29. Chapter 14 – Retention • Cost/Benefit of Turnover (ex. 14.5) • Cost • Economic • Other • Replacement • Training • Benefit • Promotion opportunities, new thinking, savings from no replacement, hire improved performer, etc.

30. Chapter 14 – Retention • When is turnover a problem? • Application #1 - Managerial Turnover: A Problem?

31. Chapter 14 – Retention • Manage desirability of leaving • Compensation systems • Extrinsic/Intrinsic rewards, pay, benefits, etc. • Organizational justice • Fairness in process and distribution of rewards • Intrinsic motivation • Hire “right” person for the “right” job • Communication • Retain/Train effective managers/supervisors