1. Part 6: Staffing System and Retention Management
Chapter 13: Staffing System Management
Chapter 14: Retention Management
McGraw-Hill/Irwin
Copyright © 2012 by The McGraw-Hill Companies, Inc., All Rights Reserved.

2. Part 6: Staffing System and Retention Management
Chapter 13: Staffing System Management

3. Staffing Organizations Model
Mission
Goals and Objectives
Organization Strategy
HR and Staffing Strategy
Staffing Policies and Programs
Support Activities
Core Staffing Activities
Legal compliance
Recruitment: External, internal
Planning
Selection: Measurement, external, internal
Job analysis
Employment: Decision making, final match
Staffing System and Retention Management
13-3

4. Chapter Outline Administration of Staffing Systems
Organizational Arrangements
Policies and Procedures
Human Resource Information Systems
Outsourcing
Evaluation of Staffing Systems
Staffing Process
Staffing Process Results
Calculating Staffing Metrics
Customer Satisfaction
Legal Issues
Record Keeping and Privacy
EEO Report
Legal Audits
Training for Managers and Employees
Dispute Resolution

5. Learning Objectives for This Chapter
Recognize the importance of effective policies and procedures for staffing
Understand the importance of concrete, fair policies and procedures in selection
Evaluate the advantages and disadvantages of outsourcing staffing processes
Understand how to evaluate the various results of staffing processes
Develop metrics for the measurement of staffing systems
Recognize the legal issues involving record keeping and applicant/employee privacy
Plan for effective dispute resolution

6. Discussion Questions for This Chapter
What are the advantages of having a centralized staffing function, as opposed to letting each manager be totally responsible for all staffing activities in his or her unit?
What are examples of staffing tasks and activities that cannot or should not be simply delegated to a staffing information system for their conduct?
What would be the advantages and disadvantages of outsourcing the entire staffing system to a vendor?
In developing a report on the effectiveness of the staffing process being conducted for entry-level jobs, what factors would you address and why?
How would you try to get individual managers to be more aware of the legal requirements of staffing systems and to take steps to ensure that they themselves engage in legal staffing actions?

7. Organizational Arrangements
Refers to how the organization structures itself to conduct human resources and staffing activities
Research results
Employment and recruitment are increasingly important components of HR systems
Staffing receives a greater percentage of total HR budget than other functions -- 20% of total budget
Exh. 13.1: Example of HR Department and Employment (Staffing) Function

8. Policies and Procedures
Indicate desirable courses of action and steps to implement action
Policy
Guiding principle or objective sought through appropriate actions
Procedure
Prescribed steps of acting in similar situations
Exh. 13.2: Guidelines for effective staffing policies and procedures

9. Exhibit 13.2 Guidelines for Creating Effective Staffing Policies and Procedures
Stage 1: Determine the overarching HR strategy and priorities that guide all policies and procedures
Stage 2: Define specific objectives for staffing policies and procedures
Stage 3: Communicate policies and procedures to all employees and ensure their implementation
Stage 4: Evaluate and revise existing policies and procedures

10. Technology Staffing activities generate considerable information
Small organizations still use paper-based forms, but increasingly have access to HRIS programs and web-based applications
Increased use of HRIS means
Increased accountability for HR activities
Ability to streamline processes

11. Ex. 13.3 Human Resources Information Systems for Staffing Tasks

12. Ex. 13.3 Human Resources Information Systems for Staffing Tasks

13. Outsourcing
Refers to contracting out work to a vendor or third-party administrator
Outsourcing of HR functions is increasing
Types of staffing activities outsourced
Use of temporary employees, executive search, drug testing, skill testing, background checks, job fairs, employee relocation, assessment centers, and affirmative action planning
Strategic and operating reasons to outsource
Expertise, flexibility, time savings, service quality, reduction of legal liability, and cost reduction

14. Ex. 13.4 Comparing Outsourced vs. In-House Staffing

15. Discussion Questions
What are the advantages of having a centralized staffing function, as opposed to letting each manager be totally responsible for all staffing activities in his or her unit?
What are examples of staffing tasks and activities that cannot or should not be simply delegated to a staffing information system for their conduct?
What would be the advantages and disadvantages of outsourcing the entire staffing system to a vendor?

16. Evaluation of Staffing Systems
Staffing process
Staffing process results
Staffing costs
Customer satisfaction

17. Staffing Process Concept Reasons to use a well-planned staffing system
Establishes and governs the flow of employees into, within, and out of the organization
Reasons to use a well-planned staffing system
Ensures same KSAO information is gathered from all applicants
Ensures all applicants receive same information
Enhance applicants’ perceptions of procedural fairness of staffing system and decisions
Less likely to generate legal challenges by applicants
Provides a clear picture of where deviations have occurred

18. Staffing Process Results
Quantitative indicators indicate effectiveness and efficiency of staffing system
Exh. 13.6: Using Metrics for Staffing Process Evaluation
Collect and synthesize objectives
Develop metrics that assess these objectives
Compile, analyze, and evaluate metrics
Communicate to top management

19. Staffing Metrics
Staffing metrics are useful barometers to gauge pulse of staffing flow
Provide objective, “bottom line” results
Useful for comparative purposes
Split sample techniques
Longitudinal analysis
Compare to benchmarks

20. Ex. 13.7 Common Staffing Metrics

21. Calculating Staffing Metrics: Examples
Number of positions filled
count of the number of individuals who accepted positions during the fiscal year.
Time-to-fill openings
the number of days it takes for a job requisition to result in a job acceptance by a candidate.
Hiring cost estimates
sum of advertising, agency fees, employee referrals, travel costs for applicants and staff, relocation costs, and pay and benefits for recruiters
Staffing cost or efficiency ratio
total staffing costs/total compensation recruited

22. Customer Satisfaction
Managers
Questions focus on elements like communication, timeliness, candidate quality, test quality, and service focus
Ex Examples of Survey Items for Assessing Manager’s Satisfaction With Staffing Services
Job Applicants
Questions focus on communication, perceived fairness of the system, and opinion of the organization as a whole
Ex Sample Job Applicant’s Satisfaction Survey Questionnaire

23. Discussion Questions
In developing a report on the effectiveness of the staffing process being conducted for entry-level jobs, what factors would you address and why?

24. Legal Issues Record-keeping, privacy, and reports EEO Report
Legal Audits
Training
Dispute resolution

25. Legal Issues Record keeping, privacy, and reports Audits
Creation and maintenance of records
Four purposes of records
Exh : Federal Record-Keeping Requirements
Privacy concerns
Preparation of reports
Exh : Employer Information Report EEO-1 Form
Audits

26. Dispute Resolution Negotiation Fact finding Peer review Mediation
Discuss complaint with goal of resolving it
Fact finding
Neutral person investigates complaint
Peer review
Employees and managers work together in a panel
Mediation
Neutral person helps to find a solution
Arbitration
Neutral person makes a decision binding on the parties

27. Discussion Questions
How would you try to get individual managers to be more aware of the legal requirements of staffing systems and to take steps to ensure that they themselves engage in legal staffing actions?

28. Ethical Issues Issue 1 Issue 2
It has been suggested that the use of staffing technology and software is wrong because it dehumanizes the staffing experience, making it nothing but a mechanical process that treats applicants like digital widgets. Evaluate this assertion.
Issue 2
Since there are no standard ways of creating staffing process results and cost metrics, is there a need for some sort of oversight of how these data are calculated, reported, and used within an organization? Explain.