1-1 McGraw-Hill/Irwin 2004 The McGraw-Hill Companies, Inc., All Rights Reserved. Chapter 1: Staffing Models and Strategy Part 1 The Nature of Staffing 1-2 McGraw-Hill/Irwin 2004 The McGraw-Hill Companies, Inc., All Rights Reserved. CHAPTER ONE Staffing Models and Strategy Screen graphics created by: Jana F. Kuzmicki, PhD Troy State University-Florida and Western Region 1-3 McGraw-Hill/Irwin 2004 The McGraw-Hill Companies, Inc., All Rights Reserved. Chapter Outline Nature of Staffing Definition of Staffing Implications of Definition Importance to Organizational Effectiveness Staffing Models Staffing Quantity: Levels Staffing Quality: Person/Job Match Staffing Quality: Person/Organization Match Staffing Models Staffing System Components Staffing Organizations Staffing Strategy Staffing Levels Staffing Quality Staffing System Examples Plan for Book 1-4 McGraw-Hill/Irwin 2004 The McGraw-Hill Companies, Inc., All Rights Reserved. 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 of definition Acquire, deploy, retain Staffing as a process or system Quantity and quality issues Organization effectiveness 1-5 McGraw-Hill/Irwin 2004 The McGraw-Hill Companies, Inc., All Rights Reserved. Nature of Staffing: Importance to Organizational Effectiveness Quotes from organization leaders Survey results Survey of executives regarding important issues indicated attracting, developing, and keeping good people was among the top five problems (mean = 6.18 on a 1-7 scale) Organizations experiences Acquisition of new leaders to lead a reversal of fortunes Prevention of key leader losses Use of talent as a source of competitive advantage Impact of shortages of labor Ability of managers to manage Research findings 1-6 McGraw-Hill/Irwin 2004 The McGraw-Hill Companies, Inc., All Rights Reserved. Staffing Models Staffing Quantity: Levels Staffing Quality: Person/Job Match Staffing Quality: Person/Organization Match Staffing System Components Staffing Organizations 1-7 McGraw-Hill/Irwin 2004 The McGraw-Hill Companies, Inc., All Rights Reserved. Exh. 1.1: Staffing Quantity Projected Staffing Requirements Projected Staffing Availabilities Overstaffed Fully Staffed Understaffed Overstaffed Fully Staffed Understaffed Compare 1-8 McGraw-Hill/Irwin 2004 The McGraw-Hill Companies, Inc., All Rights Reserved. Exh. 1.2: Person/Job Match Job Requirements Rewards Person KSAOs Motivation Match Attraction Performance Retention Attendance Satisfaction Other Attraction Performance Retention Attendance Satisfaction Other HR Outcomes Impact 1-9 McGraw-Hill/Irwin 2004 The McGraw-Hill Companies, Inc., All Rights Reserved. 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 Examples - Clark and Jack 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 Concepts: Person/Job Match Model 1-10 McGraw-Hill/Irwin 2004 The McGraw-Hill Companies, Inc., All Rights Reserved. Exh. 1.3: Person/Organization Match Organization Values New Job Duties Multiple Jobs Future Jobs Job Requirements Rewards Person KSAOs Motivation Match Impact Attraction Performance Retention Attendance Satisfaction Other Attraction Performance Retention Attendance Satisfaction Other HR Outcomes 1-11 McGraw-Hill/Irwin 2004 The McGraw-Hill Companies, Inc., All Rights Reserved. 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 Future jobs Long-term matches during employment relationship 1-12 McGraw-Hill/Irwin 2004 The McGraw-Hill Companies, Inc., All Rights Reserved. Exh. 1.4: Staffing System Components Recruitment (identification and attraction) Selection (assessment and evaluation) Employment (decision making and final match) Applicant (Person) Organization (Job) 1-13 McGraw-Hill/Irwin 2004 The McGraw-Hill Companies, Inc., All Rights Reserved. Organization Strategy HR and Staffing Strategy Staffing Policies and Programs Staffing System and Retention Management Support Activities Legal compliance Planning Job analysis Core Staffing Activities Recruitment: External, internal Selection: Measurement, external, internal Employment: Decision making, final match Organization Vision and Mission Goals and Objectives Exh. 1.5: Staffing Organizations Model 1-14 McGraw-Hill/Irwin 2004 The McGraw-Hill Companies, Inc., All Rights Reserved. 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 1-15 McGraw-Hill/Irwin 2004 The McGraw-Hill Companies, Inc., All Rights Reserved. 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 Core staffing activities Focus on recruitment, selection, and employment of workforce Staffing and retention system management 1-16 McGraw-Hill/Irwin 2004 The McGraw-Hill Companies, Inc., All Rights Reserved. What is Staffing Strategy? Definition Requires making key decisions about acquisition, deployment, and retention of a companys workforce Involves making 13 key decisions Decisions focus on two areas Staffing levels Staffing quality 1-17 McGraw-Hill/Irwin 2004 The McGraw-Hill Companies, Inc., All Rights Reserved. Staffing Levels 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 Staffing Quality Person/Job or Person/Organization match Specific or general KSAOs Exceptional or acceptable workforce quality Active or passive diversity Exh. 1.6: Strategic Staffing Decisions 1-18 McGraw-Hill/Irwin 2004 The McGraw-Hill Companies, Inc., All Rights Reserved. Examples: Staffing Systems Police department Automobile plant Theme park Telephone company 1-19 McGraw-Hill/Irwin 2004 The McGraw-Hill Companies, Inc., All Rights Reserved. Plan of Book Part 1: Nature of Staffing Part 2: Support Activities Part 3: Staffing Activities: Recruitment Part 4: Staffing Activities: Selection Part 5: Staffing Activities: Employment Part 6: Staffing System and Retention Management