1. STAFFING ORGANIZATIONS Or Management

2. 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.

3. 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

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

5. 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

6. 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

7. 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.

8. 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.

9. 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.

10. 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.

11. 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.

12. 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.

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

14. 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.

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

16. 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.

17. 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

18. 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.

19. 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.

20. 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.

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

22. 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.

23. 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.

24. 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.

25. 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

26. 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.

27. 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.

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

29. 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

30. 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)

31. 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

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

33. PART TWO
Support
Activities

34. 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.

35. -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.

36. 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

37. 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

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

39. 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

40. 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

41. (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)

42. 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

43. (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)

44. 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

45. 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

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

47. 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

48. 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?

49. 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.

50. 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