Week One Discussion Post
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HRM637PPTCh1.pptx
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WeekOneDiscussionPostInstructionsHM.docx
Discussion 1: Discuss Staffing Models and Strategies
Instructions
Initial Post
For your initial post, discuss one of the Staffing Models and Strategies and their application to the workplace. Your initial post should be a fully developed essay with formal definitions of each term used, as well as proper APA citations. Cite the textbook using proper APA 7 citations.
Notes and Suggestions:
· Support your posts with citations to the textbook. Personal experiences that are relevant and on-point can be made in follow-up posts after your initial post.
· Use classmates' names and note the discussion topic in your posts when responding.
· Respond early in the week to generate a collaborative experience.
· See the rubric below for grading threaded discussions:
HRM637PPTCh1.pptx
Staffing Organizations
Chapter 1:
Staffing Models and Strategy
Copyright 2022 © McGraw Hill LLC. All rights reserved. No reproduction or distribution without the prior written consent of McGraw Hill LLC.
Staffing Models and Strategy 1
The Nature of Staffing
© McGraw Hill LLC
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
An average organization’s employee cost (wages or salaries and benefits) is over 22% of its total revenue
Organizations that capitalize on human capital have a strategic advantage over their competitors
© McGraw Hill LLC
The Nature of Staffing
Definition
“Staffing is the 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
Organizational effectiveness
© McGraw Hill LLC
Staffing Models and Strategy 2
Staffing Models
© McGraw Hill LLC
Exhibit 1.2: Staffing Quantity
© McGraw Hill LLC
Exhibit 1.3: Person-Job Match
© McGraw Hill LLC
Concepts: Person-Job Match Model
Jobs are characterized by their requirements and rewards
Individuals are characterized via qualifications (KSAOS) and motivation
These concepts are not new or faddish, this is an enduring model of staffing
Matching process involves dual match
KSAOs to requirements
Motivation to rewards
Job requirements expressed in terms of
Tasks involved
KSAOs necessary for performance of tasks
Job requirements often extend beyond task and KSAO requirements
© McGraw Hill LLC
Exhibit 1.4: Person-Organization Match
© McGraw Hill LLC
Concepts: Person-Organization Match Model
Organizational culture and values
Norms of desirable attitudes and behaviors for employees
New job duties
Tasks that may be added to target job over time
“And other duties as assigned . . . “
Multiple jobs
Flexibility concerns - Hiring people who could perform multiple jobs
Future jobs
Long-term matches during employment relationship
© McGraw Hill LLC
Exhibit 1.5: Staffing System Components
© McGraw Hill LLC
Components of Staffing Organizations Model 1
Organizational strategy
Mission and vision
Goals and objectives
HR strategy
Involves key decisions about size and type of workforce to be acquired, trained, managed, rewarded, and retained
Flows from organizational strategy
Directly influences formulation of organization strategy
Staffing strategy
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
© McGraw Hill LLC
Components of Staffing Organizations Model 2
Support activities
Addressing the social and legal environment
Diversity and Inclusion
Planning
Job analysis
Serve as foundation for conduct of core staffing activities
Core staffing activities
Recruitment
Selection
Employment
Staffing and retention system management
© McGraw Hill LLC
Staffing Models and Strategy 3
Staffing Strategy
© McGraw Hill LLC
Strategic Staffing Decisions: Staffing Levels 1
Acquire or develop talent
Acquire: employees who are ready to “hit the ground running”
Develop: employees who need development to perform their jobs
Hire yourself or outsource:
Hire yourself: Use in-house staffing function
Outsource: Hire an external vendor for hiring
External or internal hiring
External hiring: Focus on using an external labor market for job openings
Internal hiring: Promotion and transfer from within
© McGraw Hill LLC
Strategic Staffing Decisions: Staffing Levels 2
Core or flexible workforce
Core workforce: regular workers attached to the company for long periods
Flexible workforce: temporary employees or independent contractors
Hire or retain
Hire: accept turnover rates and hire frequently
Retain: extra efforts to increase employee retention
National or global
National: keeping all organizational functions in the home country
Global: locating services and production in multiple areas
© McGraw Hill LLC
Strategic Staffing Decisions: Staffing Levels 3
Attract or relocate
Attract: transfer or relocate employees to existing locations
Relocate: locate facilities where potential applicants are
Overstaff or understaff
Overstaff: have slightly more staff than needed as a buffer
Understaff: have slightly fewer staff than needed to save costs
Short- or long-term focus
Short-term: address and focus on immediate needs
Long-term: focus on future needs
© McGraw Hill LLC
Strategic Staffing Decisions: Staffing Quality
Person/Job or Person/Organization match
Person-job: selection focused on one job’s task requirements
Person-organization: focus on broader competencies and values
Specific or general KSAOs
Specific: fine-tuned KSAOs that address task-oriented skills
General: broad KSAOs that relate to many broad skills
Exceptional or acceptable workforce quality
Exceptional: hire the best possible candidates at high cost
Acceptable: reduce costs with willingness to hire less qualified candidates
Active or passive diversity
Active: policies go beyond eliminating discrimination, and include specialized recruiting, training, and development to address diversity
Passive: eliminate discrimination, and then let diversity happen naturally
© McGraw Hill LLC
Staffing Models and Strategy 4
Ethical Issues
© McGraw Hill LLC
Exhibit 1.8: Suggestions for Ethical Staffing Practice
Represent the organization’s interests.
Beware of conflicts of interest.
Remember the job applicant.
Follow staffing policies and procedures.
Know and follow the law.
Consult professional codes of conduct.
Shape effective practice with research results.
Seek ethics advice.
Be aware of an organization’s ethical climate/culture
© McGraw Hill LLC
Ethical Issues in Staffing
Issue 1
As a staffing professional in the human resources department or as the hiring manager of a work unit, explain why it is so important to represent the organization’s interests, and what are some possible consequences of not doing so?
Issue 2
One of the strategic staffing choices is whether to pursue workforce diversity actively or passively. First suggest some ethical reasons for the active pursuit of diversity, and then suggest some ethical reasons for a more passive approach.
© McGraw Hill LLC
End of Main Content
Copyright 2022 © McGraw Hill LLC. All rights reserved. No reproduction or distribution without the prior written consent of McGraw Hill LLC.
Because learning changes everything.®
www.mheducation.com
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