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Staffing. HR Staffing. Determining HR needs Projecting staffing levels Job analyses Managing competencies Identifying and recruiting employees Evaluating candidates Selection tests Interviewing Managing retention. Job Analysis.

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hr staffing
HR Staffing
  • Determining HR needs
    • Projecting staffing levels
    • Job analyses
    • Managing competencies
  • Identifying and recruiting employees
  • Evaluating candidates
    • Selection tests
    • Interviewing
  • Managing retention
job analysis
Job Analysis

Systematic process for collecting information on the work-related aspects of a job.

  • Work activities – what the worker does, how and why these activities are conducted.
  • Tools and equipment used in performing work activities.
  • Context of the work environment, such as work schedule or working conditions.
  • Requirements for performing the job – KSA’s.
job analysis applications
Job Analysis Applications
  • HR Planning
  • Recruitment: job descriptions and want ads
  • Selection: job requirements and qualifications
  • Pricing jobs
  • Training and Development
  • Performance Management
types of job analysis
Types of “Job” Analysis
  • Task analysis
    • Task statements
    • KSA’s
  • Competency analysis
    • Competencies
    • Matrix / Models
  • Compensation analysis
    • “Compensable” factors
    • Hay Process
job analysis methods
Job Analysis Methods
  • Gather job information
    • Job documents
    • Interviews: Critical Incident Technique
    • Questionnaires:
      • Task Inventory Analysis (customized)
      • Position Analysis Questionnaire (off-the-shelf)
    • Observation: Motion studies
    • Diaries: Time studies
  • Analyze job information
    • Create task statements
    • Create KSA’s or job qualifications
  • Validate job information
ksa s defined
KSA’s Defined
  • Knowledge: A body of information (typically of a factual or procedural nature) that required for successful completion of a task.
  • Skill: An individual’s level of competency or proficiency in performing a specific task. Usually be expressed in numerical terms.
  • Ability: A more general, enduring trait or capability an individual possesses when he or she first performs a task.
competency models
Competency Models
  • “Core Competencies” for sustainable competitive advantage.
  • More general descriptions that cut across many categories of jobs.
  • Integrated with selection, training, and performance management.

Competencies Behavioral indicators Validation

anheuser busch competencies
Anheuser-Busch Competencies
  • Task force (HR staff and facilitator) identified key business imperatives.
    • HR Staff and consultants
    • Company strategy and business objectives
    • Mission and values
  • Focus groups of managers reviewed competencies
    • Narrowed and prioritized list
    • Confirm or edit 4-5 specific employee behaviors for each competency
anheuser busch competencies1
Anheuser-Busch Competencies
  • Questionnaires sent to supervisors who were asked to rate the frequency that each behavior was exhibited by:
    • Top performers – “role models”
    • Satisfactory or competent employees
    • Employees who need improvement
  • Completed competencies integrated with selection and performance management system.
i achieving competitiveness
I. Achieving Competitiveness

Customer Focus: Aggressively monitors and anticipates customer requirements and responds to them in an appropriate manner.

Business Focus: Strategically monitors business performance and environment to enhance competitive position.

Innovation and Change: Actively seeks out new ideas and displays creativity in adapting to changing conditions.

Results Orientation: Demonstrates the drive and persistence to meet and exceed job goals for self or other.

Analysis and Planning: Uses critical thinking to solve problems and develop effective work plans.

Systems Thinking: Improves and integrates business process to meet organizational strategic goals.

Technical / Functional Expertise: Demonstrates, enhances, and shares job-related knowledge and skills.

ii succeeding through people
II. Succeeding Through People

Valuing people: Demonstrates respect for others regardless of personal background.

Commitment to Development: Develop own and others’ capabilities to better meet organizational needs.

Professionalism: Demonstrates candor, composure, and commitment to obligations in work relationships.

Empowerment: Delegates or accepts responsibility to expand own capabilities to take appropriate risks and make decisions.

Influence: Uses appropriate methods to motivate others.

Team orientation: Accepts the team approach and takes necessary action to support its processes and goals.

team orientation behaviors
Individual Contributor

Recognizes that own success is linked to team success.

Supports team roles, norms and decisions.

Speaks up when the team is headed in wrong direction.

Keeps others informed of decisions and information that may affect them.

Manager

Creates and monitors teams to meet business objectives.

Sets clear expectations for teams.

Works to build commitment towards common goals.

Provides resources

Recognizes team for accomplishments.

Measures own success by team’s success.

“Team Orientation” Behaviors
slide14
Why use competency models?
  • Why avoid competency models?
strategy and staffing systems
Strategy and Staffing Systems
  • Which types of corporate and business strategies would be likely to use:
    • Job-based staffing systems?
    • Competency-based staffing systems?
slide17

Process Inputs and Outputs

HR Planning:

Number of jobs

to be filled

Recruitment:

Pool of qualified and interested applicants

Selection:

Job Offers

Job Analysis:

Job Descriptions and Minimum KSA’s

internal recruiting
Internal Recruiting
  • Identifying and attracting applicants from among individuals already holding jobs.
  • Why recruit internally?
  • Why NOT recruit internally
  • Open vs. Closed recruiting
    • When should you post a job?
    • When should you NOT post a job?
open vs closed systems
Open vs. Closed Systems
  • Closed system
    • Cheaper and less time consuming
    • Better for targeted searches
    • Should be used if open postings aren’t really open
  • Open system
    • Identify more potential candidates
    • Less likely to overlook “hidden talent”
    • Enhances perceptions of fairness
external recruiting sources
External Recruiting Sources
  • Walk-ins Broad
  • Internet
  • Print advertisements
  • Colleges & Universities
  • Job Fairs
  • Employment agencies
  • Temporary agencies
  • Referrals from current employees
  • Former employees
  • Headhunters Narrow
deciding on a source
Deciding on a Source
  • Quantity of applicants
    • Large headcount vs. single jobs
  • Quality of applicants
    • Specialized skills vs. general skills
  • Types of people that the media reaches
  • Location and Relocation
  • Budget
  • Past experience
choosing a message
Choosing A Message
  • Amount of contingent pay
  • Team vs. individual work and appraisals
  • Promotion opportunities
    • “Promotes from within” consideration for MBA’s
  • Details about the company
    • “Fun place to work”
    • Environmentally friendly
what is most important for you
What is Most Important For You?
  • Interesting work
  • Wage / Salary
  • Incentive Pay
  • Benefits
  • Growth / Development Opportunities
  • Job Security
  • Location
war for talent study
“War for Talent” Study

Source: E. G. Chambers, H. Hanafield-Jones, S. M. Hankin, and E. G. Michaels, III, “Win the War for Top Talent,” Workforce 77, no. 12 (December 1998): 50–56. Used with permission of McKinsey & Co.

assessing recruiting effectiveness
Assessing Recruiting Effectiveness
  • Cost per hire
  • Time to hire
  • Tenure of employees recruited
  • Job performance of employees recruited
  • Yield ratios
    • Applicants per source
    • Candidates per applicant
    • Offers per candidate
    • Acceptance per offer
    • New hire per acceptance
  • Measuring effectiveness of advertisements by coding responses.
yield ratios
Yield Ratios

The ratio of applicant inputs to outputs at various points in the recruitment process.

Total Applicants

Qualified Applicants

Invited to Interview

Job Offers

New Hires

Overall Yield:

YIELD

50% / 2.0

20% / 5.0

40% / 2.5

75% / 1.33

3% / 33.3

100

50

10

4

3

opportunistic hiring
Opportunistic Hiring
  • Companies need to hunt for talent continuously to capture people when they are ready to make a move.
    • Identify ideal candidates and court that person.
    • Hire them for a specific position even if the slot is not currently open.
    • While they are waiting for that position they can be doing special projects and getting to know the organization.
  • GE brings in 100 people a year
  • Within 18 months they are hired from the “bullpen” into line jobs within the different divisions.