STAFFING ORGANIZATIONS Or Management

Staffing Models and Strategy CHAPTER ONE Staffing Models and Strategy THE NATURE OF STAFFING The Big Picture Organizations are combinations of physical, financial, and human capital. Human capital refers to knowledge, skills, experience and ability of people with their motivation.

The organizations’ force quality is the human capital and the stock of human capital it acquires, deploys, and retains in pursuit of organizational outcome as profitability market share customer satisfactions environmental sustainability

Staffing is the organizational function used to build the org workface through such systems as staffing strategy HR planning recruitment selection employment and retention

Definition of staffing Staffing is the process of acquiring, deploying and retaining a workforce of sufficient quantity and quality to create positive impacts on the organization’s effectiveness. Implications of Definition Acquire, Deploy, Retain

Acquire OR acquisition Acquisition activities involve external staffing systems that govern the initial intake of applications into the org. Involves in planning for the numbers and types of people needed, establishing job requirements in the forms of qualifications or KSAOs

Deployment Refers to the replacement of new hires on the actual job they will hold-place or geographic locations. Encompasses guiding the movement of current employees, both internal and external staffing. It related to planning promotion and transfers vacancies, rewards, recruitment, opportunities, qualifications and evaluations.

Retention Seek to manage the inevitable flow of employees out of the org. It manages the out and inflows of employees to be balanced the cost. Of course, the organizations should minimize the type of profits in which valued employees needed. Or we can use the type of voluntary staff without having charges and downsizing.

Staffing as a Process or System Is a process that establishes and governs the flow into and out of the organizations. Thus, we must use the planning, recruitment, selection, decision making, job offer, and retention systems. Right, the staffing process should be well considered on how to reduce or increase depending on the needs by evaluating on KASOs.

Quantity and quality Both quantity or quality of people brought into, moved within and retained by the org. Quantity element refers to having enough head count to conduct business. Quality element involves in having people with the necessary KSAOs. It is important to recognize that it is the combination of sufficient quantity and quality of labor.

Organization Effectiveness It related to essential micro and macro activities in staffing. Talent leadership is involved in staffing to analyze the important sources in both current and future. Orgs also recognize that talent hunts and loading up on talent are ways to expand org value and provide protection from competitors. Thus, org must analyze on competitive advantages, source of growth, shortages of labors, both quantity and quality.

STAFFING MODELS Staffing Quantity: Levels Org must be concerned about staffing levels and their adequacy. Org must forecast workforce quantity requirements, it head-count requirements. It is, fully staffed, understaffed or overstaffed.

Overstaffed Fully Staffed Understaffed Projected Staffing Requirements Overstaffed Fully Staffed Understaffed Compare

Staffing Quality: Person/Job Match Person/job match seeks to align characteristics of individuals and jobs in ways that will result in desired HR outcomes. There are 4 important points about the person/job match: First : Jobs characterized by their requirements Second : Individuals are characterized by their level of qualifications Third : Was the likely degree of fit or match between the characteristics of the job and person. Fourth : There are implied consequences for every match.

Person/Job Match Job Requirements Rewards HR Outcomes Attraction Performance Retention Attendance Satisfaction Other Match Impact Person KSAOs Motivation

Staffing Quality: Person/Org Match Often the org seeks to determine how well the person fits or matches not only the job also the org. Therefore, the applicants too. Both the org and applicant, may be a concern with a person/org match.

Job HR Outcomes Attraction Performance Retention Attendance Person/Org Match Job Requirements Rewards HR Outcomes Attraction Performance Retention Attendance Satisfaction Other Match Person KSAOs Motivation impact

Org values are norms of desirable attitudes and behaviors for the org’s employees. New job duties represent tasks that may be added to the target job over time Multi jobs, the flexibility concerns also enter the staffing picture in terms of hiring persons. Future jobs represent forward thinking by the org and the person as to what job assignments the person might suppose beyond the initial job. These 4 cases, the matching process is expanded to include consideration of requirements and rewards beyond those of the target job as it currently exists.

Staffing System Components As noted, staffing encompasses managing the flows of people into and within the org, as well as retaining them. Staffing begins with a joint interaction between the applicant and the org. Most of the time, staffing involves in a more balanced and natural interplay between the applicant and the org, which occurs over the course of the staffing process.

The Initial stage of staffing is recruitment. Gradually, recruitment activities phase into the selection stage and it accompanying activities. Next core component of staffing is employment involving in the decision making and final match activities by the org and applicant.

Applicant Organization (Person) Organization (Job) Recruitment (Identifica- & attraction) Selection (Assessment & evaluation) Employment (Decision making & final match)

Staffing organizations Org’s mission, goals, objectives Org’s strategy and HR and staffing strategy Staffing policies and programs results from such interaction activities. Staffing levels and quality are the important keys of staffing policies, strategy and programs.

Org, HR and Staffing Strategy Org formulates strategy to express an overall purpose or mission and to establish broad goals and objectives. Based on mission statement, the org develops goals and objectives pertaining to product development, sales growth and competition. HR strategy represents the key decisions about how these workforce assumptions will be handled.

HR strategy may suggest obtaining new experienced employees building a new facility for development employees Developing relocation assistance packages and family-friendly benefits Offering wages and salaries to employees Creating special training budgets for employees Setting a promotion system to rise upward in either their professional specialty or the managerial ranks.

Staffing Policies and Programs Staffing Orgs Model Organization Mission Goals and Objectives HR &Staffing Strategy Org Strategy Staffing Policies and Programs Support Activities Core Staffing Activities Legal compliance - Recruitment :ext and internal Planning - Selection :measure, ext and inter Job analysis and rewards - Employment :decis making, final match Staffing System and Retention Management

Support activities Foundation and necessary ingredients for the conduct of core staffing activities. Equal Employment Opportunity and Affirmative Action, (EEO/AA) and incorporation of their requirements. Planning is becoming aware of key external influences on staffing, economic conditions, labor markets, labor unions and important sources Job analysis represents the key mechanism by which the org identifies and establishes the job’s KSAO. All, support activities are in place, the core staffing activities can begin.

Core Staffing Activities Focusing on requirements, selection and employment of the workforce. Staffing quality ensures the successful person/job and person/org matches will be made. To accomplish this multiple plans, decisions and activities, ranging from recruitment methods. Recruitment and selection tools as media system, website, brochure, announcement written, interviews, assessments of experience, work samples and background check and other techniques to evaluate the applicants.

Staffing and Retention System Mgt CHECKING THIS WHY NOT ADDED HERE?

STAFFING STRATEGY 1. Staffing Levels Acquire or Develop Talents Hire Yourself or Outsource External or Internal Hiring Core or Flexible Workforce Hire or Retain National or Global Attract or Relocate Overstaff or Understaff Short or Long-Term Focus

2. Staffing Quality Person/Job Match or Person/Org Match Thus we have to be considered when selecting the person job match or the person org match? What are the advantages or disadvantages? Specific or General KSAOs We analyze the specific or more general ones? How these people will help make profits? Exceptional or Acceptable Workforce Quality Consider the words Exceptional and Acceptable Quality? How these meanings differently? Active or Passive Diversity ( REVIEWED HERE)

Staffing Ethics Staffing the organization involves in a multitude of individuals-hiring managers, staffing professionals, potential coworkers, legal advisors and job applicants. During the staffing process all of these individuals may be involved in recruitment, selection, and employment activities as well as staffing decision making. Ethics involves in determining moral principles and guidelines for acceptable practice. Ethics emphasizes knowing organizational codes and guidelines. More specifically, organizational ethics seeks to do the following

Raise ethical expectations Legitimize dialogue about ethical issues Encourage ethical decision making Prevent misconduct and provide a basis for enforcement.

PART TWO Support Activities

THE EMPLOYMENT AND RELATIONSHIP -Employer-Employee: the negotiation and agreement between employer and employee on the terms and conditions that will define and govern their relationship. The formal agreement represents an employment contract, the terms and conditions of which represents the promises and expectations of both parties and KSAOs. Employment contracts come in a variety of styles. –written or oral, both types are legally enforceable.

-Independent Contractor: The employer may also hire independent contractors. An independent contractor is not legally considered an employ, however, because of this rights and responsibilities. -Temporary employees: Do not have special stature. Payment not as higher as others Tasks are shared from old staff Contract might not offer regularly, depending on the real situation and behavior of the employer.

LAWS AND REGULATIONS Laws affect the relation of employment Laws and regulations are important in management and the manager or any organization Need for Laws and Regulation Balance of Power Protection of Employees Protection of Employers

Sources of Laws and Regulations Common law: has its origins in England is court-made law, as opposed in law from other sources. It consists of the case by case decisions of the court. Constitutional law Statuary law Agencies

EEO/AA LAWS: GENERAL PROVISION AND ENFORCEMENT General provisions Enforcement: EEOC HERE IS CANCELLED A WHILE

PART THREE PLANNING EXTERNAL INFLUENCES Process of forecasting the organization future Then developing action staffing plans to fulfilling what designed for the whole org EXTERNAL INFLUENCES Economic conditions Labor Markets Technology Labor Unions

ECONOMIC CONDITIONS Economic expansion and contraction - Macro forces operation overall the org fuctions - Markets Products competition (national, global) - Inflation, interest rates, currency exchange rates and government fiscal monetary policy. Job growth and job opportunities ( related to what we mentioned up depending on the expansion and contraction) G- explanation. Internal labor market mobility Turnover rates

(asking them to read more about this from the pages) LABOR MARKETS Labor demand: Employment Patterns - Org’s products and service - Consumer demand in a competitive manner - (Asking them to check in the book on growth?) Labor Demand: KSAOs Sought Labor supply: Labor Force and Its Trends Labor supply: KSAOs Available Lobor shortages and surpluses Employment arrangements (asking them to read more about this from the pages)

Labor Shortages and Surpluses Pay rates, Labor markets, Low unemployment rates But org must consider on labor quantity and quality. The shortages cause numerous responses: - Increased pay and benefits packages - Hiring bonuses and stock options - Alternative work arrangements to attract and retain older workers - Recruitment of immigrants - Lower hiring standards - Partnerships with high schools, technical or colleges - Increased mandatory overtime work - Increased hours of operation

(Asking them to read this more by themselves) Employment Arrangement It is the relationship between org and job seekers. In employment as - Part time or full time employment - Data show: part time : 83% full time : 17% - More people seeking full time employment (Asking them to read this more by themselves)

TECHNOLOGY Labor Unions With advantages and disadvantages Elimination of jobs Creation of jobs Changes in skill requirements Labor Unions Important role of employer and employees or government and investments Negotiations Labor contracts: staffing levels, staffing quality, internal movement Grievance system

HUMAN RESOURCE PLANNING – HRP HRP is the process and set of activities undertaken to forecast an org’s labor demand or requirements and internal supply. Process and example: HRP is involved in 1. Determine future HR requirements 2. Determine future HR availabilities 3. Reconcile requirements and availabilities (shortages and surpluses) 4. Development action plans to close the projected gaps

1. Forecast Labor Requirements Compare 3-Determine 4. Develop Gaps action plan 2. Forecast Labor Availabilities

Initial Decisions Strategic Planning - Referred to as plan-based HRP. - Plans always have HR implications - Environmental contingencies and strategic goals - Those analyzing on IT and KSAOs, for the future - Thus, HR and HRP are very important for doers. Planning Time Frame - How longer from now our plans to be extended? - Short, Medium and Long terms (HRP) - From 3 to 5 years, called strategic planning - Less than 3 years, called operational planning

Job Categories and Levels - Hierarchical levels among jobs - These created and used in job analysis in orgs. - Jobs responsibilities - Org promotion Head Count or Total (Current Workforce) - Number of staff in an org or current workforce - It is the forecasting and planning purposes on payroll at the beginning period to next - As the differences between part and full time staff?

Roles and Responsibilities - Both line managers and staff specialists usually from HR becomes to HRP - Initially, the HR staff take the lead in proposing with types of HRP will be undertaken. - Planning designers are selected from important sources considered. - Reminding that all planners must be collected from all tasks fields performed and related skilled with long terms experienced operated.

Forecasting HR Requirements Statistical techniques - Read this carefully from the book shown. Judgmental Techniques Forecasting HR Availabilities Manager judgment Markov Analysis Limitation of Markov Analysis Replacement and Succession Planning Replacement planning Succession planning