Chapter 1: Staffing Models and Strategy



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Chapter 1: Staffing Models and Strategy

  • Chapter 1: Staffing Models and Strategy
  • Part 1 The Nature of Staffing

CHAPTER ONE

  • Staffing Models and Strategy
  • Screen graphics created by:
  • Jana F. Kuzmicki, PhD
  • Troy State University-Florida and Western Region

Staffing Organizations Model

  • Organization Strategy
  • HR and Staffing Strategy
  • Staffing System and Retention Management
  • Support Activities
  • Legal compliance
  • Planning
  • Job analysis
  • Core Staffing Activities
  • Recruitment: External, internal
  • Selection: Measurement, external, internal
  • Employment: Decision making, final match
  • Organization
  • Vision and Mission
  • Goals and Objectives

Chapter Outline

  • Nature of Staffing
    • The Big Picture
    • Definition of Staffing
    • Implications of Definition
    • Staffing System Examples
  • Staffing Models
    • Staffing Quantity: Levels
    • Staffing Quality: Person/Job Match
    • Staffing Quality: Person/Organization Match
  • Staffing Models
    • Staffing System Components
    • Staffing Organizations
  • Staffing Strategy
    • Staffing Levels
    • Staffing Quality
  • Staffing Ethics
  • Plan for Book

The Big Picture

  • Organizations are combinations of physical, financial, and human capital
  • Human capital
    • Knowledge, skills and abilities of people
    • Their motivation to do the job
  • Scope of human capital
    • Employee costs are over 25% of revenues for most organizations
    • Organizations that capitalize on human capital have a strategic advantage over their competitors

Nature of Staffing

  • Definition
    • “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
    • Staffing as a process or system
    • Quantity and quality issues
    • Organization effectiveness

Nature of Staffing: Importance to Organizational Effectiveness

  • Quotes from organization leaders
    • Staffing is absolutely critical to the success of every company
      • Gail Hyland-Savage, COO, Michaelson, Connor, & Bowl
    • The new economy, very much the Internet and the entrepreneurial opportunities it created intensified the competition for outstanding people.
      • Rajat Gupta, Managing Director, McKinsey and Company
    • I think about this in hiring, because our business all comes down to people…In fact, when I’m interviewing a senior job candidate, my biggest worry is how good they are at hiring. I spend at least half the interview on that.
      • Jeff Bezos, CEO, Amazon

Discussion Questions

  • What would be the potential problems with a staffing process in which vacancies were filled:
    • On a lottery basis from among job applicants?
    • On a first come-first hired basis?
  • What would be the advantages of using one of the above processes?

Staffing Models

  • Staffing Quantity: Levels
  • Staffing Quality: Person/Job Match
  • Staffing Quality: Person/Organization Match
  • Staffing System Components
  • Staffing Organizations

Exh. 1.2: Staffing Quantity

  • Projected Staffing Availabilities
  • Overstaffed
  • Fully Staffed
  • Understaffed
  • Compare

Exh. 1.3: Person/Job Match

  • Job
  • Requirements
  • Rewards
  • Person
  • KSAOs
  • Motivation
  • Match
  • Attraction
  • Performance
  • Retention
  • Attendance
  • Satisfaction
  • Other
  • Impact

Jobs are characterized by their requirements and rewards

  • Jobs are characterized by their requirements and rewards
  • Individuals are characterized via qualifications (KSAOS) and motivation
  • Likely degree of fit between job characteristics and person
  • Implied consequences for every match
  • Concepts are not new
  • Matching process involves dual match
    • KSAOs to requirements
    • Motivation to rewards
  • Job requirements expressed in terms of both
      • Tasks involved
      • KSAOs necessary for performance of tasks
  • Job requirements often extend beyond task and KSAO requirements
  • Concepts: Person/Job Match Model

Exh. 1.4: Person/Organization Match

  • Organization Values
  • New Job Duties
  • Multiple Jobs
  • Future Jobs
  • Job
  • Requirements
  • Rewards
  • Person
  • KSAOs
  • Motivation
  • Match
  • Impact
  • Attraction
  • Performance
  • Retention
  • Attendance
  • Satisfaction
  • Other
  • HR Outcomes


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