Assignment 2: Business Expansion and Sustainability

The two types of staffing model that could be applied to the above mentioned scenario are:

· 4-stage Staffing process

· Strategic staffing - a new approach, overcoming the traditional approach

a. 4-stage Staffing process

The four stage model of Staff planning is based on the sequential hiring, screening, selecting and offering a job to the potential candidates. This model can potentially be implementable for this scenario, as this model is suitable for hiring different candidature posts individuals, which is required in the scenario in the form of Certified Day Care or Registered Nursing Professionals, or office support or after school assistants. The description of the models is as follows:

Stage 1- Prospecting: a join interactive discussion with the organization and the potential job applicant.

Stage 2 – Recruitment: Finding the suitable match of the various Day-care, nurse and supporting professional related applicants with the requirements. The Staffing personnel of the company must provide the candidates the various benefits related to the job.

Stage 3 – Selection: This is an evaluative stage, where the assessment of potential candidates is calculated and an evaluative matrix is constructed.

Stage 4 – Offering the employment: This stage has involves the final decision making process and final employment is offered. The final match is eventually is selected.

Suitability of the model: The model, although offers a good framework, however, for the current scenario, it seems a generic framework. The model needs to be more specialized in staffing plan of the growing business, especially for the businesses which are not so popular, for example business like Day care and issues like hiring the suitable professionals.

b. Strategic staffing - a new approach, overcoming the traditional approach

The “Strategic staffing” is a new approach for the staff planning and challenges the traditional approach. The following framework describes this model (Bechet, not defined):

a) First the capabilities (Types) and staffing level (number) of the employees, who will have the different roles in future to make the business objective of Day Care a success. This is the demand side of the staffing plan.

b) Identify the current level of requirements in terms of resources, that is human personnel and the capabilities that is the roles and responsibilities for the Day care business.

c) Projection of “supply pool of the talents”, depending of the business requirements in the near future. This may need a quantitative analysis of the talent and the personnel need.

a. The parameters considered here are turnover effect factoring, retiring plans or planned movement of the staff to other related roles to increase their capabilities.

d) Analyze the difference between the forecasted supply and the anticipated demand of the staffing requirements.

e) Final step, build and implement the staff pan, where all the talent gaps are filled and the all the surpluses are eliminated. This is final component of the strategic staff action plan.

Suitability of the model: The above model is more suitable as compared to the previous one, as it holistically address the hiring problem of growing business like Day care business. It addresses the demand and supply of the staffing personnel, handle the hiring of the professionals keeping in mind the long term context, based on the short term decision making and holistically address the staffing problem and its related issues.

The potential legal issues in the context of “equal employment opportunities and diversity within the workplace” are (National Federation of Independent Business, 2014):

a. Equal opportunity options for all the employees

The company should provide the employment to the potential candidates without any unlawful discrimination based on the candidate’s race, culture, color, caste, and place of origin, disability, veteran or marital status or any other status which must be abide by law.

b. Non-discriminatory/ non harassment policy

The workplace offers the conducive environment for each individual based on the equal opportunities and with no scope of harassment and no discrimination based on the status, origin of nation, disability, color, sex, caste, creed, race and any other parameters considered as illegal and are against the law.

The company should make the special clauses to prevent from the sexual harassment, as it is increasingly becoming a threat for the employees while working as the professionals.

c. Drug free and non-alcoholic working environment

The policies must also incorporate the prohibition of the unlawful and illegal distribution, consumption, possession, selling and/ or using the controlled, non-allowed substances while on the professional duty. The employees must not be engaged into such activities even, outside the business.

In order to achieve the transparencies in the model, the last step of developing the final strategic staffing plan should incorporate and mention the candidates about the workforce commitments. The contract signed between the employer and the employees must include all the company, procedures and policies like employment classification, attendance and leave policies, disciplinary policy, benefits and performance appraisal, health & safety policies related to the employees and termination policies.

This is because the framework invests considerable time and money in forecasting the supply and the demand of the talent tool and is a holistic approach for the development of the strategic plan; these policies inclusion can bring the transparencies into the company staff planning process.

The three tasks that you need to perform to identify, analyze, and develop job requirements and task statements (University of Pittsburgh, 2014):

a. Detailed analysis of the position details

It should mention the important job duties like key accountabilities, statement of duty to be performed and time devoted for the project work or devoted in the employability.

b. Identification and analysis of job duties (“what you do”) and related performance standards (“how it can be done”)

This task communicates what the job expects from the candidate; along with the criteria for the job performance measurement. This step identifies the necessary abilities, skills and knowledge to become successful in the job.

c. Identification and analysis of the job factors

This is a critical task, as it conveys the necessary experience needed, skills and knowledge required to be a successful employee for a specific role. In addition to this, it mentioned the required analytical skills; number of hours, an employee received the supervision and impact of employability of the candidate.

The frequency with which these job descriptions are reviewed and adjusted, the company progresses must be high initially, that is at the monthly level. This is because the company has just started up and most of the things are not formalized. There could be deviations from the projected results, and consequently, the job descriptions have to be tweaked so as to cover the projected results and the business objective.

However, the frequency of review process can be reduced later with course of time, as the system become more and more formalized and standardized.

The three methods to deal with high employee turnover and the availability of employees with required knowledge, skills, or abilities are (Ruyle, 2012):

a. Build a strong Employee Value Creation (EVP)

In case of any business, the marketers create a unique value proposition for the customers, which explain why the customers buy your product, not of the competitor. Similarly for my employees, it is the Employee Value Creation process which defines why the potential candidates should work for you, and not your competitor organization.

b. Create and implement participative employee engagement policies

This is a participative and cohesive technique, which urges the employees to come together and have the engagement with their employer. The objective of employee engagement policy is to retain the employees, by developing the working relationship with the immediate manager, developing trust for the senior leaders and top level management.

c. Differentiated development of the employee

This provides the high IQ, experienced managers to serve the other domains and provide their expertise. This step requires the high agility; however has the maximum potential to retain the top, experienced level employees.

The described succession planning will be benefitted for the companies, as

a. This planning incorporate all grades of employees performance level issues;

b. It incorporates policies related to the employee turnover and the engagement of the employees of all the grades: be it experienced or at the entry level.

c. Since the company is at the start-up phase, it also resolves out the formalization and the standardization process of human resource management in the company.

References

Bechet, T.P. (not defined). Developing Staffing Strategies That Work: Implementing Pragmatic,

Nontraditional Approaches. Retrieved from http://unpan1.un.org/intradoc/groups/public/documents/UN/UNPAN021815.pdf

NFIB (2014). Model Employee Handbook for Small Business. National Federation of Independent Business. Retrieved from http://www.nfib.com/documents/pdf/faststart/model-employee-handbook.pdf

Ruyle, K. E. (2012, July). Measuring and Mitigating the Cost of Employee Turnover. Inventive Talent Consulting, LLC. Retrieved from http://www.shrm.org/multimedia/webcasts/Documents/12ruyle_2.pdf

University of Pittsburgh (2014). Job Description Writing Guide. University of Pittsburgh. Retrieved from http://www.hr.pitt.edu/sites/default/files/documents/comp/pdf/jdHowToWrite_printerFriendly.pdf