1. Staffing Organizations

2. Staffing Defined The process of
acquiring
deploying and
retaining
a workforce of sufficient quantity and quality to create positive impacts on the organization’s effectiveness.
Text, page 4

3. What are we seeking to match?
Requirements
of the Job
Individual’s
Knowledge, Skills,
Abilities & Other
Characteristics
Organization’s
Rewards
Motivations
& Needs of the
Individual

4. Individual KSAs & Motivation Job Requirements & Rewards
External Environment
Economic Conditions Government Regulations Unions
Labor Markets Social Conditions Competitors
Organizational Environment
Culture Mission Strategy Type of
Values History Structure Service
Organizational Subsystems
Marketing Production Human
Finance R&D Resources
Human Resources Environment
Planning Recruitment Development Benefits
Job Analysis Selection Appraisal Labor
Measurement Training Compensation Relations
The Match
Individual KSAs & Motivation
Job Requirements & Rewards

5. External Environment Economic Conditions Government Regulations Unions
Labor Markets Social Conditions Competitors
Economic conditions --
interest rates
exchange rates
--> # & types of jobs
--> rewards available
Labor Markets
demand vs. supply
industry
occupation
Unions
terms & conditions of employment
focus = internal
job postings
lines of movement
seniority

6. Organizational Environment
Culture Mission Strategy Type of
Values History Structure Service

7. Organizational Subsystems
Marketing Production Human
Finance R&D Resources

8. Human Resources Environment
Planning Recruitment Development Benefits
Job Analysis Selection Appraisal Labor
Measurement Training Compensation Relations

9. The Match Individual KSAOs & Motivation Job Requirements & Rewards
Outcomes =
attraction
retention
performance
productivity
attendance
satisfaction

10. Individual KSAs & Motivation Job Requirements & Rewards
External Environment
Economic Conditions Government Regulations Unions
Labor Markets Social Conditions Competitors
Organizational Environment
Culture Mission Strategy Type of
Values History Structure Service
Organizational Subsystems
Marketing Production Human
Finance R&D Resources
Human Resources Environment
Planning Recruitment Development Benefits
Job Analysis Selection Appraisal Labor
Measurement Training Compensation Relations
The Match
Individual KSAs & Motivation
Job Requirements & Rewards

11. Models of Staffing Systems
Staffing Quantity -- page 12
Person/job match model --page 13
Person/organization match model -- page 16
Staffing components model -- page 17
Text model -- page 20
Person/job match model
indicates there is a dual need to match a) the person’s KSAOs to the job requirements and
b) the person’s motivation to the job’s rewards
managing the matching process effectively results in positive impacts on HR outcomes such as attraction, performance, and retention of employees
Person/organization model
person’s characteristics are matched to additional factors beyond the target job.
These factors are org values, new job duties for the target job, multiple jobs and future jobs
Staffing components model
shows that there are 3 basic activities in staffing
those activities and their fundamental purposes are
recruitment -- identification & attraction of applicants
selection -- assessment & evaluation of applicants
employment -- decision making & final match
Human resource management model
staffing within the broader framework of HRM
various support activities -- job analysis
functional activities -- staffing, compensation
all influence outcomes through impact on person/job match
identifies several external influences on the conduct of HRM: economic conditions, labor markets, labor unions, and laws & regs

12. Exh. 1.2: Staffing Quantity
Projected Staffing Requirements
Overstaffed
Fully Staffed
Understaffed
Compare
Projected Staffing Availabilities

13. Exh. 1.3: Person/Job Match Job HR Outcomes Person Attraction
Requirements
Rewards
Attraction
Performance
Retention
Attendance
Satisfaction
Other
HR Outcomes
Match
Impact
Person
KSAOs
Motivation

14. Exh. 1.4: Person/Organization Match
Organization Values
New Job Duties
Multiple Jobs
Future Jobs
Job
Requirements
Rewards
Attraction
Performance
Retention
Attendance
Satisfaction
Other
HR Outcomes
Match
Impact
Person
KSAOs
Motivation

15. Would it be desirable to hire people only according to the person/organization match, ignoring the person/job match?
No. The job/person match is the key goal in an effective staffing process. The main objective of staffing must be to match an individual’s KSAOs and motivations with a job’s requirements and rewards. This is not to say that the person/organization match is not important. It is also important that an individual is compatible with an-organization’s culture. However, hiring people based only on their compatibility with the organization would likely result in hiring people who are comfortable with the organization’s way of thinking and doing things, but whose KSAOs and motivations do not match the job’s requirements and rewards. This would clearly have a negative impact on job performance, employee satisfaction and employee retention.

16. Exh. 1.5: Staffing System Components
Applicant (Person)
Organization (Job)
Employment (decision making and final match)
Selection (assessment and evaluation)
Recruitment (identification and attraction)

17. Exh. 1.6: Staffing Organizations Model
Vision and 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

18. Why would you say the staffing process is important to organizations?
Question for Discussion
brings individuals and organizations together
process must effectively coordinate multiple aspects of applicant flow into the organization
process must also effectively coordinate multiple aspects of employee flow within the organization
“anticipates and fulfills organization’s workforce needs in ways that contribute to the organization’s mission and objectives”
provides information to strategic planners about availability of necessary talent (labor market supply and demand)
key to keeping organization in compliance with legal requirements
makes sure “sufficient numbers and types of employees” are available; avoid shortages, unqualified
effective staffing procedures “impacts on HR outcomes, particularly attraction of job applicants, job performance, retention, attendance, and satisfaction”
ensures good match of job requirements to KSAOs and job rewards to individual motivation
brings people into the organization with compatible values
considers long-term relationship between individual and organization by factoring in potential future job needs of both parties
provides the recruitment (identification & attraction), selection (assessment & evaluation), and employment (decision making & final match) functions for the HR system
Why would you say the staffing process is important to organizations?

19. Question for Discussion
Why is it important for the organization to view all components of staffing (recruitment, selection, employment) from the perspective of the job applicant?”
orgs would like to be successful in their staffing activities
must recognize staffing involves 2 parties -- the org and the applicant
this makes some aspects of staffing unpredictable to the org
thus it is critical for orgs to understand a) how job applicants perceive their staffing processes and b) the impact of those perceptions on applicant behaviors and ultimate decision-making
must keep in mind that perceptions of org staffers may differ from those of applicants
why might an org be unsuccessful in hiring its best job applicants?
low pay/benefits offered
inflexible work schedules
geographic location
negative corporate image