Chapter 1: Staffing Models and Strategy – Flashcards
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What are organizations?
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Combinations of physical, financial, and human capital.
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Human Capital
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Knowledge, Skills, and Abilities of people (KSAOs)
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Scope of Human Capital
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An average organization's employee cost (wages and benefits) is over 25% of its total revenue (Higher in service industry than goods-producing industries) Organizations that capitalize on human captical have a strategic advantage over their competition
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Employment Systems
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High Performance Work Systems(HPWS) Empls are key asset to company (Ex: SAS, Google, Southwest Airlines) Low wage employers Empls are interchangable (Ex: McD's, Walmart)
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Staffing
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The process of acquiring, deploying, and retaining a workforce sufficient quantity and quality to create positive impacts on the organization's effectiveness.
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Implications of Staffing Definition
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1. Acquire, deploy, retain 2. Quantity and quality issues 3. Organization effectiveness
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Acquire
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Activities involve external staffing systems that govern the initial intake of applicants into the organization.
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Deploy
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Refers to the placement of new hires in the actual jobs they will hold. Also encompasses guiding the movement of current employees throughout the organization.
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Retain
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Seeks to manage the inevitable flow of employees out of the organization. Outflow can be involuntary on the part of the employee (layoff) or voluntary - initiated by the employee, such as leaving the organization to take another job.
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The Four Staffing Models
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1. Staffing Quantity (Levels) 2. Staffing Quality (Person/Job Match - Person/Organization Match) 3. Staffing System Components 4. Staffing Organizations
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Staffing Quantity: Levels Model
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The head-count portion of the staffing. It is projected staffing requirements compared to projected staffing availability. It can lead to over staffing, under staffing, and full staffing.
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Over staffing
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When availabilities exceed requirements; Signals the need to slow down or even halt recruitment, as well as to take steps that will actually reduce head count, such as reduced workweeks, early retirement plans, or layoffs.
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Under staffing
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When requirements exceed availabilities; The organization will have to gear up its staffing efforts, starting with accelerated recruitment and carrying on through the rest of the staffing system. It may also require development of retention programs that will slow the outflow of people, thus avoiding costly "turnstile" or "revolving door" staffing.
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Fully staffing
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When requirements match availabilities
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Staffing Quality: Person/Organization Match Model
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When organizations seek to determine how well the person fits or matches not only the job but also the organization and when applicants assess how well they might fit into the organization in addition to how well they match the specific job's requirements and rewards.
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Staffing Quality: Person/Job Match Model
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The job has certain requirements and rewards associated with it. The person has certain qualifications, referred to as KSAOs, and motivations. There is a need for a match between the person and the job. To the extent that the match is good, it will likely have a positive impact on HR outcomes, particularly attraction of job applicants, job performance, retention, attendance, and satisfaction.
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Four important points about person/job match:
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1. Jobs are characterized by their requirements 2. Individuals are characterized by their level of qualifications 3. The likely degree of fit or match between the characteristics of the job and the person is important 4. There are implied consequences for every match
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Staffing System Components Model
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1. Recruitment 2. Selection 3. Employment
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Staffing System Component: Recruitment
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A system which involves the identification and attraction activities by both the organization and the applicant. The organization seeks to identify and attract individuals so that they become job applicants and the applicant attempts to identify organizations with job opportunities through activities such as reading advertisements.
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Staffing System Component: Selection
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Assessment and evaluation of talent by the organizations though various selection techniques (interviews, application blanks, and so on) to assess applicant KSAOs and motivation to determine if a good person/job match is likely.
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Staffing System Component: Employment
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Involves decision making and final match activities by the organization and the applicant. At that point, the organization must decide to whom it will make the job offer, what the content of the offer will be, and how it will be drawn up and presented to the applicant. Upon the applicant's acceptance of the offer, the final match is complete.
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Staffing Organizations Model
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Components: 1. Organizational Strategy 2. HR Strategy 3. Staffing Strategy 4. Support Activities 5. Core Staffing Activities 6. Staffing and Retention System Management
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Staffing Organizations Component: Organizational Strategy
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-Mission and Vision -Goals and objectives
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Staffing Organizations Component: HR Strategy
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-Involves key decisions about size and type of workforce to be 1. Acquired 2. Trained 3. Managed 4. Rewarded 5. Retained -May flow from organizational strategy -May directly influence formulation of organization strategy
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Staffing Organizations Component: Staffing Strategy
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-An outgrowth of the interplay between organization and HR strategy -Involves key decisions regarding acquisition, deployment, and retention of organization's workforce -Guide development of recruitment, selection, and employment programs.
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Staffing Organizations Component: Support Activities
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Serve as foundation for conduct of core staffing activites
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Staffing Organizations Component: Core Staffing Activities
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Focus on recruitment, selection, and employment of workforce
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Staffing Organization Component: Staffing and Retention System Management
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Staffing Strategy
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An outgrowth of the interplay between organization and HR strategy Involves key decisions regarding acquisition, deployment, and retention of organization's workforce Guide development of recruitment, selection, and employment program
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Strategic Staffing Decisions: Staffing Levels
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1. Acquire or Develop Talent 2. Hire Yourself or Outsource 3. External or Internal Hiring 4. Core or Flexible Workforce 5. Hire or Retain 6. National or Global 7. Attract or Relocate 8. Overstaff or Understaff 9. Short- or Long-term Focus
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Strategic Staffing Decisions: Staffing Quality
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1. Person/Job or Person/Org Match 2. Specific or General KSAOs 3. Exceptional or Acceptable Workforce 4. Active or Passive Diversity
