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Strategic Staffing Framework

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Introduction
Strategic staffing framework entails the procedures that identify and address the implications of
staffing in an organization on its plans and business strategies. The process of strategic staffing
has two major outputs. These are staffing plans and staffing strategy. Any staffing strategy is
made of directional plans which an organization makes on long term basis. These describe what
will be covered by the organizations in their planning horizons. Staffing plans entail tactical
plans that are made on short term basis. They define what the organizations will engage in over a
short period in order to address urgent staffing surpluses and gaps.

The Use of an Implementation Framework for Strategic


Staffing
A framework refers to a conceptual or factual structure whose intention is to serve as the support
or to provide guidance in the construction process of something that expands its real structure
into something or substance that can be used.1 A framework in the human resource perspective
includes all processes which effectively enable, ensure execution, offer guidance and control
different processes through which personnel supply is matched with jobs requirement.
Implementation framework may be used in strategic staffing process.

Any time organizations implement new processes two major separate parameters must be
balanced effectively. These include impact and scope. Scope may be defined as the size of the
group that should be included in a staffing process. This includes the available jobs number, job
levels, locations, organization units and key functions. Conversely, impact refers to the extent of
the positive effect that the new process will have on the organization. The range of impact may
vary from high to low.

In strategic staffing, implementation framework employs two approaches in order to ensure the
achievement and maintenance of efficacy. This is because funds, staff time as well as other
important resources are scarce. The initial approach, which is approach A, refers to a step-bystep approach or process whose aim is to ensure high impact or effects on the whole
organization. Every step is accomplished with this approach. This ensures that there is some
influence on the larger organizational scope when a new process is applied.3After completing the
first step, the other one follows. This is repeated until the implementation of the entire process is
completed. Accordingly, the approach has four major steps.
The first step entails comprehending the business context on long term basis. The second step
entails defining the requirements of the staff and its availability. The third entails specification of
the necessary staffing actions and plans. The final step entails the implementation of the
established staffing plans.

Approach B is the other approach. Effectively, this approach can ensure the achievement and
maintenance of efficacy while implementing the strategic staffing framework. The key objective
of approach B is also to ensure that high impact is achieved on the whole organization. It is also
a step-by-step approach that leads to high instantaneous impact. Consequently, all steps of
approach implementation are completed with approach B. Hence, one part of an organization
experiences high impact which results in a narrower scope via which the application of a new
process is done.4After completing these steps in any organization, the whole process is repeated
in the second part. The implementation of the process is done part-by-part. Just like with
approach A, taking approach B facilitates the application of the framework for strategic staffing
for the entire organizations scope.

Organizational Roles and Responsibilities Associated with


the Implementation of a Strategic Staffing Framework
Initiative
The persons who identify the nature and amount of the resources that are necessary for
implementing business strategies and apportioning them once they become available are
responsible for establishing and implementing plans of strategic staffing. Majority of the
contemporary organizations give line managers the responsibility of managing material and
financial resources within an organization. However, they are not responsible for managing
human resources. Consequently, implementing the initiatives of strategic staffing does not
provide security for a long term job to the human resource staff.

Instead, the human resource is responsible for ensuring that this task is performed by line
managers appropriately. The human resource staff has to play a vital supporting role in order to
enable managers to establish and develop better staffing strategies and plans.

Among the organizational responsibilities and roles that relate to the process of implementing the
initiatives of strategic staffing include giving the management an explanation of the importance
of strategic staffing. As such, the process value is defined to make it understandable to the
management. The human resource staffs should clearly outline different reasons for
implementing the strategic staffing framework in the organization.
The other responsibility and role that is associated with the implementation of the initiative of
strategic staffing entails supporting and creating the process of strategic staffing. The
management should ensure that the HR staff has the support that it needs to make the process
smooth. While implementing the initiatives of strategic staffing, the human resource should
ensure that managers have the right resources and tools so that they can define their staffing
requirements as well as develop plans for practical staffing.
The human resource should partner with the managers fully in order to identify critical issues as
well as to develop effective strategies to ensure the success of the initiative of strategic staffing.
Consequently, the human resource staff should play the organizational role of ensuring that
managers are trained properly on how to implement the process of strategic staffing.

Additionally, the human resource staff should work with managers closely in order to resolve
complex staffing issues and also to act as the conduits in processing and transferring important
staffing information.
While implementing the initiatives of strategic staffing, HR professionals should ensure that the
entire process of strategic staffing is done effectively in order to add value to their organization.
To achieve this, the HR staffs ought to take organizational responsibilities and roles by
understanding them. This includes understanding the vision, mission, business strategies, tactics
and objectives. The HR professionals should also understand the process of staffing to make it
proactive. They should also understand that this process will remain ineffective if people are
reactive.
Additionally, the responsibility and role of the HR staff is to ensure that the staffing strategies
and initiatives that are developed integrate different aspects of the HR functions.8 Thus; the
human resource staff is responsible for establishing a support process. This should be customized
to suit the organizational standards and managers needs.

Tools and Techniques Used to Integrate Strategic Staffing with the


Organizations Business Plan
Strategic staffing entails a process via which staffing implications are identified and addressed in
relation to the set business plans and strategies. The process of strategic staffing should be
consistent with the overall planning process of the organization. tahl and Bj rkman argue that
aligning or connecting the process of business planning with the processes of strategic planning

is not enough.9This is due to the fact that only separate components can be linked or aligned.
Consequently, for the process of strategic staffing to be efficient and effective fully, it has to be
integrated continuously and seamlessly into the fabric of business planning.
There are techniques and tools that ought to be used for the process of strategic staffing to be
integrated with the business plan or an organization. For instance, for strategic staffing to yield
maximum profit, the management has to ensure that staffing processes and business planning
comprises of the right elements. Storey notes that a properly developed business plan has both
short term business operation plans and long-term plans.10 As such; the organization should
have strategies for long term staffing and plans for short-term staffing. It is impossible to have an
effective planning process if these components are not included.
Additionally, for strategic staffing to be fully integrated in the business plan of a company, the
major elements of a planning process should be mesh fully. Going by this technique, all elements
of the process of planning have to fit together the way a machine does when oiled properly.
Although every element of the business plan of an organization is established masterfully,
strategic planning will fail if the links of the elements are not dynamic and solid. For instance, a
strong relationship must exist (information flows) between the process of strategic staffing and
the long-term business plan of the organization.11 As such, if there is a weak relationship
(nonexistent or worse), the process of business planning in the organization and its integration
with the process of strategic staffing will remain ineffective and incomplete.

Furthermore, complete integration of all elements of the process of business planning must be
ensured including business plan and processes. Every element of the planning process of an
organization including different pieces ought to fit together while building on each other. For
instance, the strategic objectives which define things should be established at the horizon of
business planning. Subsequently, strategies give specific definitions of what ought to be
accomplished in order to achieve the objectives. When the two major pieces are integrated fully,
realizing all planning objectives becomes easy provided that the strategies that have been stated
will be implemented as designed initially. Nevertheless, if there is no proper integration of these
major pieces, the process of implementing the strategy might not meet some major objectives.

The Effectiveness and Efficiency of a Strategic Staffing Process, and Options of


Strategic Staffing
The efficiency (which is doing a job right) and effectiveness (engaging in the right work) during
the process of strategic staffing is measured by taking track of staffing performance. Usually,
organizations measure staffing efficiency using elements like cost, volume, hiring speed and
time. In terms of staffing, efficiency of a staffing process is measured by considering the filled

openings (volume measure), the speed of filling the openings (speed measure), the cost of every
hire (cost measure).

The effectiveness of staffing measures usually addresses quality in cases where staffing process
leads to the realization of qualified and the right staff for the job. In measuring the effectiveness
of the staff, detailed gaps of staffing and surpluses are usually considered. Consequently, staffing
process is generally effective if the significant gaps in staffing as well as surpluses are removed
or minimized considerably during the planning phase horizon.
Costs have to be considered in the process of developing plans for strategic staffing in order to
prepare related budgets. The costs associated with staffing include the expenses of maintaining
the configuration of the required workforce as well as the cost incurred in the transition of the
current team of employees to the desired state. The overall cost of staffing during the planning
step is the overall transition and maintenance costs during a specific period. Choices that should
be considered ought to account for the most beneficial or valuable outputs which are
comprehensive staffing actions and plans.
Nevertheless, the concentration of managers should not just be on these options but on the
broader picture while evaluating several scenarios or a single case. Consequently, a broader
review should be done on comprehensive plans in order to enable the managers to reach
conclusions as well as to make choices that may have been impossible if only the management
considered detailed plans only.

The process of strategic staffing should also consider staffing reductions if the company intends
to downsize. Nevertheless, a properly designed strategy ought to be implemented in order to
enable the organization to make reduction decisions that will be of great important over time.
Organizations ought to define their future requirements according to their staffing levels and
capabilities and to come up with a criterion for reduction process. For instance, the reductions
can be implemented where there will be minimum impact on the plans of the firm in the future. It
is apparent that an organization can develop a staffing strategy effectively when it has an
effective and realistic business plan. Consequently, downsizing and consolidations should be
implemented only when organizations have defined future objectives as well as proposals for
accomplishing the strategies.

Bibliography

Bechet, Thomas P. Strategic Staffing: A Comprehensive System for Effective Workforce


Planning. New York: Amacom, 2002.
Phillips, Jean, and Stanley Morris Gully. Strategic Staffing. Harlow: Pearson Education, 2012.
Schmitt, Neal. The Oxford Handbook of Personnel Assessment and Selection. New York: Oxford
University Press, 2012.
. Handbook of Research in International Human
Resource Management. Cheltenham, UK: E. Elgar Publishers, 2006.Bottom of Form
Storey, John. Human Resource Management: A Critical Text. London: Thomson, 2007.

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