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 AnalysisSystematic process for collecting information

on the work-related aspects of a job.

1. Work activities – what the worker does, how and why these activities are conducted.

2. Tools and equipment used in performing work activities.

3. Context of the work environment, such as work schedule or working conditions.

4. Requirements for performing the job – KSA’s.

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 Job analysis

- Task statements- KSA’s

Competency analysis- Competencies- Matrix / Models

Compensation analysis- “Compensable” factors- Hay Process

Job Analysis Methods

1. 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

2. Analyze job information Create task statements Create KSA’s or job qualifications

3. Validate job information

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

“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 Competencies1. Task force (HR staff and facilitator)

identified key business imperatives.- HR Staff and consultants- Company strategy and business objectives- Mission and values

2. Focus groups of managers reviewed competencies

- Narrowed and prioritized list- Confirm or edit 4-5 specific employee behaviors

for each competency

Anheuser-Busch Competencies3. 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

4. Completed competencies integrated with selection and performance management system.

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

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” BehaviorsIndividual 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.

Why use competency models?

Why avoid competency models?

Recruiting

Selection:Selection:Job OffersJob Offers

Recruitment:Recruitment:Pool of qualified and Pool of qualified and interested applicantsinterested applicants

HR PlanningHR Planning::Number of jobsNumber of jobs

to be filledto be filled

Job AnalysisJob Analysis::Job Descriptions Job Descriptions

and Minimum KSA’sand Minimum KSA’s

Process Inputs and OutputsProcess Inputs and Outputs

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 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 When and How Extensively to Recruit

- When do recruiting efforts need to begin?- How large of an applicant pool is needed?- Whenever possible use data from past recruiting

efforts Yield Ratios

- Offer information on how many applicants are eliminated (or remain) at each step in the recruitment process so that the proper or necessary size of the applicant pool can be determined.

100100505010104433

Yield Ratios

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

Total ApplicantsTotal ApplicantsQualified ApplicantsQualified ApplicantsInvited to InterviewInvited to InterviewJob OffersJob OffersNew HiresNew Hires

Overall Yield:Overall Yield:

YIELDYIELD50% / 2.050% / 2.020% / 5.020% / 5.040% / 2.540% / 2.5

75% / 1.33 75% / 1.33

3% / 33.33% / 33.3

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 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 Diversity

Choosing A Message Amount of contingent pay Team vs. individual work and appraisals Promotion opportunities

- “Promotes from within” consideration for MBA’s- Retailing jobs – Wal Mart, Home Depot, Target

Details about the company- “Fun place to work”- Environmentally friendly

What is Most Important For You? Interesting work Wage / Salary Incentive Pay Benefits Growth / Development Opportunities Job Security Location

“An Army of One” The new slogan drew sharp criticism from some

veterans and analysts who said it emphasized individualism over collective action.- MTV and Comedy Central- Army dragster and NASCAR

"I keep telling the old guys like me who are a little concerned about the nontraditional message that we're not recruiting you. Go ask your grandson or granddaughter what turns them on, and that's where you're going to find the Army.” Army Recruiter

Teens surveyed said they didn't feel that the Army was "made up of people." They thought joining the Army meant disappearing as a small cog in a large machine.

Choosing A Message

Amount, specificity and accuracy of information- “Unlimited growth potential”- Amount of travel required- Nature of the work

Salary included? Benefits described? Selling the job vs. Realistic job preview

- Self-selection- Higher commitment and less turnover

Realistic Job Preview

Is the Army Stretched Too Thin? Time Aug. 24, 2003

“Peacekeeping is not what the U.S. troops were trained to do. Soldiers whose combat edge has been honed inside an M-1 tank are not well equipped to provide a war's victims with food and water.”

"The worst thing you can do, in terms of retention, is to have square pegs stuck in round holes," says David Chu, the Pentagon's personnel chief. "The guy or gal who doesn't get to do what he or she signed up to do is the most dissatisfied soldier."

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.

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.