Human Resource Management Week Four Signature Assignment
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HRM637PPTCh13.pptxStaffing Organizations
Chapter 13:
Staffing System Management
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Staffing System Management 1
Design and Administration of Staffing Systems
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Defining the Mission for Staffing
Taking a systematic, integrative view of HR practices has been consistently shown to enhance organizational performance
Coordinate with the compensation and benefits group in developing policies on the economic components of job offers, such as starting pay, hiring bonuses, and special perks
Coordinate with the training and development function to identify training needs for external, entry-level new hires and to plan transfer and promotion-enhancing training experiences for current employees
Determine how policies and practices will be combined with corporate communications and other programs to improve employee morale and motivation
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Organizational Arrangements 1
How the organization structures itself to conduct HR and staffing activities
Derived from the goals in strategy and culture
Hierarchical system incorporates a greater degree of centralized authority to maintain control
Participative culture matched with devolving staffing choices to individual managers
Organization size and complexity determine degree of centralization
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Organizational Arrangements 2
Hierarchical Staffing System
Participative Staffing System
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Creating and Implementing Policies and Procedures
A policy is a selected course or guiding principle
A procedure is a prescribed routine or way of acting in similar situations
Enhance the perceived justice of staffing activities
Based on facts rather than social influence or personal biases
Decision-making criteria are clearly communicated
The process is consistently followed across all affected individuals.
Employee perceptions of organizational justice linked to
Intention to pursue a job in recruitment
Intention to accept a job in selection
Increased satisfaction and commitment in job assignments
Decreased intention to sue a former employer following layoffs
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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
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Human Resource Information Systems 1
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
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Human Resource Information Systems 2
Table divided into two columns summarizes human resource information systems for staffing tasks. The column headers are marked as: Staffing task and HRIS functionality.
| Staffing Task | HRIS Functionality |
| Legal compliance | EEO data analysis and reports Policy and procedure writing guides Statistical analysis for job relatedness |
| Planning | Tracking historical demand for employees Forecasting workforce supply Replacement and succession planning |
| Job analysis | Database of job titles and responsibilities Database of competencies Comparing job descriptions with O*Net |
| External recruitment and selection | Job posting reports Time-to-fill hiring requisitions Applicant logs and status Recruitment source effectiveness Electronic résumé routing New hire reports Validation of selection systems |
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Human Resource Information Systems 3
Table divided into two columns summarizes human resource information systems for staffing tasks. The column headers are marked as: Staffing task and HRIS functionality.
| Staffing Task | HRIS Functionality |
| Internal recruitment and selection | Employee succession planning Intranet for job postings Skills databases Tracking assessment center progress Job performance reports Individual development plans |
| Final match | Tracking job acceptance rates Contract development Tracking employee socialization |
| Staffing system management | System cost reports Return on investments Record-keeping functions |
| Retention | Collection and analysis of satisfaction data Rates of turnover across locations and time Performance management and/or progressive discipline |
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Outsourcing 1
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
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Outsourcing 2
Table divided into three columns summarizes comparison of outsourced and in-house staffing. Column 1 notes comparison points. The column headers from 2 to 3 are marked as: Outsourced and in-house.
| Outsourced | In-House | |
| Strategy | Functions not linked to core competencies | Functions linked to core competencies |
| Size | Small organizations, no centralized HR, continual hiring needs | Large organizations with economies of scale or when organizational knowledge is crucial |
| Skills required | General human capital | Firm-specific human capital or specific personality traits |
| Examples | Recruiting in a small warehouse Screening nurses in a long-term care facility Developing a website for screening entry-level candidates Providing temporary employees for a cyclical manufacturing organization | Recruiting creative talent for an advertising firm Selecting the organization’s executive team Providing employee orientation Recruiting and selection for a large retail organization Recruiting and selecting for an interdependent work team |
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Staffing System Management 2
Evaluation of Staffing Systems
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Staffing Process
Concept
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
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Example Staffing Flowchart for Medium-Sized Graphic Design Company
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Staffing Process Results
Quantitative indicators indicate effectiveness and efficiency of staffing system
Provide objective, “bottom line” results
Useful for comparative purposes
Split sample techniques
Longitudinal analysis
Compare to benchmarks
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Common Staffing Metrics
Table divided into five columns summarizes common staffing metrics. Column 1 notes staffing system, recruiting, selection, final match and retention. The column headers from 2 to 5 are marked as: Cost, timelines, outcomes, and reactions.
| Cost | Timeliness | Outcomes | Reactions | |
| Staffing system | Staffing budget Staff-to-employee ratios | Time to respond to requests | Employee readiness for strategic goals | Communication Satisfaction with services |
| Recruiting | Advertising expenses Cost per applicant | Recruits per week | Number of recruits | Applicant quality |
| Selection | Test costs per candidate Interview expenses | Time to hire Days to fill | Competence Workforce diversity | Candidate quality Satisfaction with tests |
| Final match | Training cost per hire Cost per hire | Days to start Time to perform | Number of positions filled Job performance | New employee satisfaction |
| Retention | Exit interview expenses Replacement costs | Timely response to external offers | Voluntary separation rate Involuntary separation rate | Employee job satisfaction |
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Calculating Staffing Metrics
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
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Staffing System Management 3
Legal Issues
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Record Keeping, Privacy, and Reports
Applications for employment (hire, promote, or transfer)
Reasons for refusal to hire, promote, or transfer
Tests and test scores, plus other KSAO information
Job orders submitted to labor unions and employment agencies
Medical exam results
Advertisements or other notices to the public or employees about job openings and promotion opportunities
Requests for reasonable accommodation
Impact of staffing decisions on protected groups (adverse impact statistics)
Records related to filing of a discrimination charge
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Dispute Resolution
Negotiation
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
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Ethical Issues in Staffing
Issue 1
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.
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