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Part 1 The Nature of Staffing

Chapter 1: Staffing Models and Strategy

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CHAPTER ONE

Staffing Models and Strategy

Screen graphics created by: Jana F. Kuzmicki, PhD Troy State University-Florida and Western Region
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Staffing Organizations Model

Organization
Vision and Mission Goals and Objectives

Organization Strategy

HR and Staffing Strategy

Staffing Policies and Programs Support Activities Core Staffing Activities

Legal compliance Planning Recruitment: Selection:
External, internal

Measurement, external, internal

Job analysis
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Employment:
Decision making, final match

Staffing System and Retention Management

2006 The McGraw-Hill Companies, Inc., All Rights Reserved.

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Chapter Outline

Nature of Staffing

Staffing Models

The Big Picture Definition of Staffing Implications of Definition Staffing System Examples Staffing Quantity: Levels Staffing Quality: Person/Job Match Staffing Quality: Person/Organization Match

Staffing System Components Staffing Organizations Staffing Levels Staffing Quality

Staffing Strategy

Staffing Models

Staffing Ethics Plan for Book

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The Big Picture

Organizations

are combinations of physical, financial, and human capital Human capital

Knowledge,

skills and abilities of people

Their

motivation to do the job

Scope

of human capital

Employee

costs are over 25% of revenues for most organizations that capitalize on human capital have a strategic advantage over their competitors
2006 The McGraw-Hill Companies, Inc., All Rights Reserved.

Organizations

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Nature of Staffing
Definition
Process

of acquiring, deploying, and retaining a workforce of sufficient quantity and quality to create positive impacts on the organizations effectiveness

Implications
Acquire, Staffing

of definition

deploy, retain as a process or system and quality issues effectiveness

2006 The McGraw-Hill Companies, Inc., All Rights Reserved.

Quantity

Organization
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Nature of Staffing: Importance to Organizational Effectiveness

Quotes from organization leaders

Staffing is absolutely critical to the success of every company

Gail Hyland-Savage, COO, Michaelson, Connor, & Bowl

The new economy, very much the Internet and the entrepreneurial opportunities it created intensified the competition for outstanding people.

Rajat Gupta, Managing Director, McKinsey and Company

I think about this in hiring, because our business all comes down to peopleIn fact, when Im 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

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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?

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Staffing Models
Staffing Staffing Staffing Staffing Staffing
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Quantity: Levels Quality: Person/Job Match Quality: Person/Organization Match

System Components
Organizations
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Exh. 1.2: Staffing Quantity

Projected Staffing Requirements Overstaffed
Compare

Fully Staffed
Understaffed

Projected Staffing Availabilities

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Exh. 1.3: Person/Job Match

Job
Requirements Rewards

HR Outcomes
Attraction Performance Retention Attendance Satisfaction Other

Match

Impact

Person
KSAOs Motivation

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Concepts: Person/Job Match Model

Jobs are characterized by their requirements and rewards Individuals are characterized via qualifications (KSAOS) and motivation

Likely degree of fit between job characteristics and person

Implied consequences for every match

Concepts are not new Matching process involves dual match 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

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Exh. 1.4: Person/Organization Match

Organization Values New Job Duties

Job
Requirements Rewards
Multiple Jobs Future Jobs

HR Outcomes
Attraction Performance Retention Attendance Satisfaction Other
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Match
Person
KSAOs Motivation
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Impact

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Concepts: Person/Organization Match Model

Organizational culture and values

Norms

of desirable attitudes and behaviors 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 matches during employment relationship
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Future jobs
Long-term
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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?

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Exh. 1.5: Staffing System Components

Applicant (Person) Organization (Job)

Recruitment
(identification and attraction)

Selection
(assessment and evaluation)

Employment
(decision making and final match)
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Exh. 1.6: Staffing Organizations Model

Organization
Vision and Mission Goals and Objectives

Organization Strategy

HR and Staffing Strategy

Staffing Policies and Programs Support Activities Core Staffing Activities

Legal compliance Planning Recruitment: Selection:
External, internal

Measurement, external, internal

Job analysis
McGraw-Hill/Irwin

Employment:
Decision making, final match

Staffing System and Retention Management

2006 The McGraw-Hill Companies, Inc., All Rights Reserved.

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Components of Staffing Organizations Model

Organizational strategy
Mission and vision 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

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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 organizations workforce

Guide

development of recruitment, selection, and employment programs

Support activities

Serve as foundation for conduct of core staffing activities Focus on recruitment, selection, and employment of workforce
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Core staffing activities

Staffing and retention system management

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What is Staffing Strategy?

Definition
Requires

making key decisions about acquisition, deployment, and retention of a companys workforce

Involves

making 13 key decisions

focus on two areas
levels
quality
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Decisions
Staffing
Staffing
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Exh. 1.7: Strategic Staffing Decisions

Staffing Levels

Staffing Quality

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
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Person/Job or Person/Organization match Specific or general KSAOs Exceptional or acceptable workforce quality Active or passive diversity

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Plan of the Course & the Book

Part 1: Nature of Staffing

Part 2: Support Activities

(Ch. 1)
(Ch. 2, 3, 4) (Ch. 5, 6)

Part 3: Staffing Activities: Recruitment Part 4: Staffing Activities: Selection

(Ch. 7, 8, 9, 10) (Ch. 11, 12)

Part 5: Staffing Activities: Employment

Part 6: Staffing System & Retention Management

(Ch. 13, 14)

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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 organizations 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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