Staffing Plan
Keyona Dennis-Wooden
BUS 335
Strayer University
5/13/18
Q1: Staffing model
Staffing is the process of acquiring, placing and retaining a workforce with enough capabilities in terms of skills and in the right number to ensure that an organizations production is effective and efficient. Staffing requires having a staffing plan that helps in ensuring the staffing needs meet both the current and future organizational needs. It helps in determining if the skill available are sufficient enough, it also helps in role allocation thus it reduces the chances of having an underperforming workforce due to overworking, lastly, it also helps in organization management since the management functions namely organizing, controlling, planning and directing are dependent on the organization manpower which is regulated by the staffing function (Schotter & Beamish, 2011).
Based on the organization's needs for expansion the staff required will be; five certified daycare professionals, a registered nurse, 5 after school assistants and one office support paraprofessional. The first staffing model to increase productivity and improve service delivery will be staffing based on the quantity. Using this model, as the day-care owner, I will focus on ensuring all positions are filled by hiring the right number of staffs who are qualified for the positions available. To ensure the quantity meets the organization needs, I will place adverts in local newspaper issue to ensure that I get certified staffs who meet the state requirements. Secondly, for every position, I will recruit part-time workers who will be stepping in for the full-time workers when they take time off work. These part-time workers will also have to be certified by universities and nurse’s bodies recognized by the state and nurse’s union. Secondly, to ensure I get enough staffs for each post I will work with employment agencies to help me get the right candidates who match the job qualification since I will be requiring them to work as soon as the loan is approved hence I will not require them to expect training at the daycare in order to be certified while working at the premise. However, for the qualified candidates they will get training on the organization's ethics, norms and practices, however, they will need to have the basic skills and knowledge of running a daycare. Therefore, in meeting the staffing quantity the focus will be on fully qualified candidates and not under-qualified or over-qualified candidates.
Staffing quality
For this model, the primary focus is on the person match with the organization and the person-job match. In hiring, I will be searching for candidates who have the KSAOs motivation and can be great team players whom we can work towards the same goals as an organization wholly. Since I want my staffs to make the daycare homely, I will need them to feel as part of the whole family rather than an employee only. My assumption is based on Heneman III, Judge, and Mueller (2015), who advocate for recruiting staffs that not only match the job but also match the organization.
In my opinion, staffing quality will be my to go staffing model, since if I am able to acquire and retain a motivated workforce then I will be able to have a team within the organization whom I can work with to ensure the organizational goals are attained. From the model the impacts expected are; high performance since employee involvement will be our primary focus as a team; matching with the organizations will ensure there are staff satisfactions since they can freely channel out their opinion; thirdly, having a motivated workforces will increase the retention rate hence I will be able to cut on recruiting and training expenditures and lastly, I expect the organization's performance to be high when I have a motivated team who match and appreciate the job rewards.
For external staff outsourcing, I will use external recruitment agencies that will connect me to the selected candidates from their pre-interview schedules. The benefit of using an agency is; I will be able to get the best staffs from a bunch of applications, in addition, I will be able to run the daycare before hiring a HR practitioner since the external recruitment agency will come in handy.
Q2: Legal issue in creating an equal employment opportunity and diverse workplace
Creating an equal employment opportunity refers to avoiding any discriminatory practices when recruiting, promoting, compensation; bonuses, stocks and salaries, remuneration and power sharing. In the U.S the following are the acts that regulate creation of equal employment opportunity and diverse workplace; the Civil Rights Acts of 1964 advocates for equal employment opportunities regardless of age, race, origin, color or gender; the Equal Pay Act advocates for fair pay based on the job placement; while the Pregnancy Discrimination Acts prohibits discrimination of pregnant women or women who want to have children when recruiting, during job placement and when issuing bonuses (D'Aiuto & Paludi, 2010).
Some of the legal issues I might encounter are being accused of discrimination by people who I might not hire due to under or over-qualification. To ensure I achieve transparency during staffing, I will provide clarification for all the required credentials and certifications before being selected for recruitment at the facility. Secondly, I will ensure I get the right operating license for the facility to ensure the daycare is cleared for operation and the staff certifications are verified by the state department. Thirdly, to create a diverse environment of equal working opportunity, I will ensure all staffs are treated fairly and all children brought to the premise are not discriminate either, this will be enhanced through adopting a high-performance standard where the staffs will be trained on how to handle children within the daycare. In addition, I will make it clear to the staffs on the consequences of engaging in discriminatory practices.
Q3: Job description
Having a job description helps in articulating a staff's expectations as required through the performance of certain tasks. It can be used as a communication tool for role separation where workers are able to identify where their role begins and ends. To develop this, I will perform the job analysis for each position this will help in outlining the roles of each staff, I will narrow down on the specific job requirements based on certification and the skills, and lastly, I will compare the organization's capabilities in relation to the job requirements. The review of the job description for each role will be dependent on the position's relative static, if a position is relatively static then the review will only be done when there is a need.
Q4: Staff-turnover and succession planning
To deal with high turnover rate a firm can engage in employee involvement to resolve issues that are resulting to job dissatisfaction, the firm can engage in cross-training programs to enhance career development and lastly, employing the right candidates with the right skills, capabilities and competencies helps in retaining a motivated workforce. The succession plan described would be helpful since through planning the staffs are able to involve in the overall organizational strategy hence promotion becomes easy without outsourcing.
References
D’Aiuto, J & Paludi, M. A. (2010). Equal Employment Opportunity Commission. Handbook on Preventing Workplace Discrimination (Vol 2)
Heneman III, Judge, T. A., & Kammeyer-Mueller, J. D. (2015). Staffing organizations (8th ed.). Middleton, WI: Mendota House / McGraw-Hill.
Schotter, A. and Beamish, P. (2011). General Staffing and Performance in organizations. International Studies of Management and Organization, 41(2)