Staffing

Staffing

•• Staffing
Staffing
–– Process
Process of
of recruiting
recruiting &
& selecting
selecting
prospective
prospective employees
employees
–– Has
Has significant
significant impact
impact on
on organization’s
organization’s
bottom
bottom line
line
•• Requires
Requiresstaffing
staffingprocess
processto
tobecome
becomestrategically
strategicallyfocused
focused
–– Recruitment
Recruitment & & selection
selection activities
activities offer
offer
organization
organization numerous
numerous choices
choices toto find
find &
&
select
select new
new employees
employees
–– Staffing
Staffing decisions
decisions need
need to
to ensure
ensure
employees
employees fit
fit organization’s
organization’s culture
culture
1–1
 Recruiting
Recruiting
•• Temporary
Temporary versus
versus permanent
permanent employees
employees
–– Increase
Increase headcount
headcount temporarily
temporarily or
or
permanently
permanently should
should bebe strategically-
strategically-
driven
driven
–– Basis
Basis for
for decisions
decisions is
is HR
HR forecast
forecast
–– Temporary
Temporary employees
employees less
less costly
costly
–– Temporary
Temporary headcount
headcount increases
increases can
can
be
be obtained
obtained from
from specialized
specialized
agencies
agencies
–– Headcount
Headcount increases
increases can
can be
be avoided
avoided
by
by subcontracting
subcontracting work
work
1–2
Advantages
Advantages && Disadvantages
Disadvantages ofof Internal
Internal &
&
External
External Recruiting
Recruiting

1–3
 Recruiting
Recruiting

•• When
When &
& how
how extensively
extensively to
to recruit
recruit
–– When
When do do recruiting
recruiting efforts
efforts need
need to
to begin?
begin?
–– How
How large
large an
an applicant
applicant pool
pool needed?
needed?
–– Data
Data from
from past
past recruiting
recruiting efforts
efforts utilized
utilized
•• To
Toanswer
answerquestions
questionswhere
wherefeasible
feasible
•• Adjust
Adjustfor
forchanged
changedconditions
conditions
•• Yield
Yield ratios
ratios
–– Offer
Offer information
information on
on how
how many
many applicants
applicants
eliminated/remain
eliminated/remain atat each
each step
step in
in
recruitment
recruitment process
process
–– Can
Can determine
determine proper
proper or
or necessary
necessary size
size of
of
applicant
applicant pool
pool 1–4
Recruiting
Recruiting Pyramid
Pyramid

1–5
Recruiting
Recruiting Timeline
Timeline

1–6
 Methods
Methods of
of Recruiting
Recruiting
•• Informally
Informally oror formally
formally
•• Internally
Internally or
or externally
externally
•• Targeted
Targeted advertising
advertising inin selected
selected media
media
•• Recruiting
Recruiting onon Internet
Internet
•• Outsourcing
Outsourcing to to staffing
staffing agencies
agencies
•• Private
Private Industry
Industry Councils
Councils (PICs)
(PICs)
•• Executive
Executive search
search firms
firms
•• On-campus
On-campus recruiting
recruiting
1–7
 Recruiting
Recruiting on
on Internet
Internet

•• One
One of
of fastest-growing
fastest-growing recruitment
recruitment methods
methods
•• More
More cost-effective
cost-effective than
than newspaper
newspaper advertising
advertising
•• Low
Low cost,
cost, speed,
speed, &
& ability
ability to
to target
target applicants
applicants
with
with technical
technical skills
skills
•• Allows
Allows applicants
applicants toto assess
assess interests
interests && needs
needs with
with
employer’s
employer’s offerings
offerings
•• Global
Global exposure
exposure toto potential
potential applicants
applicants
•• Can
Can cut
cut search
search process
process time
time byby as
as much
much asas 75%
75%

1–8
 Recruiting
Recruiting on
on Internet
Internet
•• Some
Some potential
potential challenges
challenges
––Ensuring
Ensuring security
security
––Viruses
Viruses
––Access
Access to
to unauthorized
unauthorized areas
areas

1–9
 Recruiting
Recruiting on
on Internet
Internet

•• Some
Some potential
potential challenges
challenges
––Disparate
Disparate impact
impact against
against certain
certain
protected
protected classes
classes
––Can
Can complicate
complicate reporting
reporting of
of data
data
related
related to
to compliance
compliance with
with
federal
federal &
& state
state laws
laws

1–10
 Selection
Selection Process
Process Issues
Issues
•• Reliability
Reliability
––Consistency
Consistency ofof measurement
measurement
––Screening
Screening criteria
criteria should
should elicit
elicit
same
same results
results in
in repeated
repeated trials
trials
across
across time
time &
& evaluators
evaluators

1–11
 Selection
Selection Process
Process Issues
Issues
•• Reliability
Reliability
––Reliability
Reliability influenced
influenced by
by criterion
criterion
deficiency
deficiency & & contamination
contamination errors
errors
––Reliability
Reliability is
is prerequisite
prerequisite for
for
validity
validity

1–12
 Selection
Selection Process
Process Issues
Issues
•• Validity
Validity
–– Degree
Degree to to which
which what
what is
is assessed
assessed is
is related
related
to
to actual
actual performance
performance
–– Ability
Ability to
to establish
establish job-related
job-related validity
validity is
is
crucial
crucial to
to employers
employers inin defending
defending
themselves
themselves in in discrimination
discrimination allegations
allegations

1–13
 Selection
Selection Process
Process Issues
Issues
•• Validity
Validity
–– Content
Content validity
validity illustrates
illustrates that
that measure
measure or or
criterion
criterion is
is representative
representative ofof actual
actual job
job
content
content oror knowledge
knowledge
–– Criterion
Criterion (empirical)
(empirical) validity
validity demonstrated
demonstrated
by
by relationship
relationship between
between screening
screening criteria
criteria
&
& job
job performance
performance

1–14
 Interviewing
Interviewing Process
Process Issues
Issues

•• Who
Whoshould
should be
be involved?
involved?
–– Prospective
Prospective supervisors,
supervisors, peers,
peers, subordinates
subordinates
•• Which
Whichinterview
interviewformat?
format?
–– Individual
Individual or
or group
group interviews
interviews
•• Common
Commoninterviewer
interviewererrors
errors
–– Similarity
Similarity errors
errors
–– Contrast
Contrast errors
errors
–– First
First impression
impression
–– Halo
Halo errors
errors
–– Personal
Personal biases
biases

1–15
 Behavioral
Behavioral Interviewing
Interviewing

•• Used
Used with
with experienced
experienced & & inexperienced
inexperienced
applicants
applicants
•• Asks
Asks about
about situations
situations candidate
candidate isis likely
likely to
to
face
face on
on job
job
•• Candidates
Candidates can
can present
present real-life
real-life situations
situations
they
they were
were involved
involved inin &
& how
how they
they handled
handled
them
them

1–16
 Testing
Testing
•• Work
Work sample
sample tests
tests
–– Ask
Ask applicant
applicant to
to complete
complete
representative
representative sample
sample of
of actual
actual work
work
•• Trainability
Trainability tests
tests
–– Measure
Measure
•• Aptitude
Aptitudeinincertain
certainareas
areas
•• Ability
Abilityto
tounderstand
understandcritical
criticaljob
jobcomponents
componentsthat
that
firm
firmwill
willteach
teachnew
newhires
hires

1–17
 Testing
Testing
•• Realistic
Realistic job
job previews
previews
–– Make
Make applicants
applicants aware
aware of of both
both
positive
positive &
& negative
negative aspects
aspects of
of job
job
–– Decrease
Decrease likelihood
likelihood new
new employee
employee
will
will become
become dissatisfied
dissatisfied
–– Increase
Increase likelihood
likelihood of of candidate’s
candidate’s
self-selecting
self-selecting out
out of
of position
position
•• Personality
Personality testing
testing isis useful
useful in
in anticipating
anticipating
how
how applicants
applicants are
are likely
likely to
to behave
behave
1–18
The
The Big
Big Five
Five Personality
Personality Dimensions
Dimensions
Characteristics of Person Scoring
Personality Dimension Positively on Dimension

1) Extraversion Outgoing, talkative, social, assertive

2) Agreeableness Trusting, good-natured, cooperative,

soft-hearted
3) Conscientiousness Dependable, responsible,
achievement-oriented, persistent
4) Emotional stability Relaxed, secure, unworried

5) Openness to experience Intellectual, imaginative, curious,

broad-minded

1–19
 Other
Other Testing
Testing Methods
Methods
•• Personality
Personality testing
testing
–– Useful
Useful to to anticipate
anticipate how
how applicants
applicants
likely
likely to
to behave
behave
–– Few,
Few, ifif any,
any, jobs
jobs require
require specific
specific
personality
personality type
type
–– Have
Have been
been successfully
successfully challenged
challenged inin
court
court

1–20
 Other
Other Testing
Testing Methods
Methods

•• Physical
Physical testing
testing
–– Restricted
Restricted under
under ADA
ADA toto testing
testing only
only
for
for specific
specific critical
critical job-related
job-related
physical
physical performance
performance requirements
requirements

1–21
 Other
Other Testing
Testing Methods
Methods

•• Honesty
Honesty testing
testing
–– Declined
Declined since
since passage
passage of
of Polygraph
Polygraph
Protection
Protection Act
Act in
in 1988
1988
•• Drug
Drug testing
testing
–– Challenged
Challenged in
in courts
courts as
as invasion
invasion of
of
privacy
privacy
•• References
References
–– Little
Little information
information available
available due
due to
to
former
former employer
employer fears
fears of
of liability
liability for
for
libel,
libel, slander
slander &
& defamation
defamation
1–22
 Selection
Selection for
for International
International
Assignments
Assignments
•• Reasons
Reasons for
for failure
failure on
on international
international
assignments
assignments
–– Interpersonal
Interpersonal && acculturation
acculturation abilities
abilities
–– Rarely
Rarely technical
technical skills
skills
•• Test
Test employees’
employees’ adaptability,
adaptability, open-
open-
mindedness,
mindedness, ability
ability to
to tolerate
tolerate uncertainty
uncertainty
&& ambiguity
ambiguity &
& independence
independence
•• Interview
Interview &
& screen
screen family
family members
members who
who
would
would accompany
accompany employee
employee
1–23
Strategic
Strategic Issues
Issues in
in Staffing
Staffing

1–24
 Hiring
Hiring for
for Organization,
Organization, Not
Not Job
Job

•• New
New model
model ofof selection
selection geared
geared toward
toward hiring
hiring
“whole”
“whole” person
person who
who fits
fits into
into organization’s
organization’s
culture
culture
•• ““Strong
Strong situation”
situation”
–– Intensity
Intensity of
of situation
situation suppresses
suppresses variation
variation
in
in behavior
behavior attributable
attributable to
to person
person

1–25
 Hiring
Hiring for
for Organization,
Organization, Not
Not Job
Job

•• ““Weak
Weak situation”
situation”
–– Allows
Allows range
range of
of employee
employee responses
responses to
to
work
work requirements
requirements
•• In
In organizations
organizations that
that are
are “weak
“weak situations”
situations”
–– More
More important
important to
to do
do good
good job
job of
of hiring
hiring
right
right people
people

1–26
 Hiring
Hiring Process
Process for
for Person-
Person-
Organization
Organization Fit
Fit
•• Assess
Assess overall
overall work
work environment
environment
–– Job
Job analysis
analysis
–– Organizational
Organizational analysis
analysis
•• Infer
Infer type
type of
of person
person required
required
–– Technical
Technical knowledge,
knowledge, skills
skills &
& abilities
abilities
–– Social
Social skills
skills
–– Personal
Personal needs,
needs, values
values &
& interests
interests
–– Personality
Personality traits
traits

1–27
 Hiring
Hiring Process
Process for
for Person-
Person-
Organization
Organization Fit
Fit
•• Design
Design “rites
“rites of
of passage”
passage” for
for organization
organization entry
entry that
that allow
allow
both
both organization
organization and
and applicant
applicant to
to assess
assess their
their fit
fit
–– Tests
Tests of
of cognitive,
cognitive, motor
motor & & interpersonal
interpersonal abilities
abilities
–– Interviews
Interviews byby potential
potential coworkers
coworkers & & others
others
–– Personality
Personality tests
tests
–– Realistic
Realistic job
job previews,
previews, including
including work
work samples
samples

1–28
 Hiring
Hiring Process
Process for
for Person-
Person-
Organization
Organization Fit
Fit

•• Reinforce
Reinforce person-organization
person-organization fit
fit at
at work
work
–– Reinforce
Reinforce skills
skills &
& knowledge
knowledge through
through task
task design
design
&
& training
training
–– Reinforce
Reinforce personal
personal orientation
orientation through
through
organization
organization design
design

1–29
 Potential
Potential Benefits
Benefits &
& Problems
Problems with
with
Hiring
Hiring for
for Person-Organization
Person-Organization Fit
Fit
•• Potential
Potential benefits
benefits
–– More
More favorable
favorable employee
employee attitudes
attitudes
–– More
More desirable
desirable individual
individual behaviors
behaviors
–– Reinforcement
Reinforcement of of organizational
organizational design
design

1–30
 Potential
Potential Benefits
Benefits &
& Problems
Problems with
with
Hiring
Hiring for
for Person-Organization
Person-Organization Fit
Fit

•• Potential
Potential problems
problems
–– Greater
Greater investment
investment of of resources
resources in
in hiring
hiring
process
process
–– Relatively
Relatively undeveloped
undeveloped & & unproven
unproven
supporting
supporting selection
selection technology
technology
–– May
May be
be difficult
difficult to
to use
use full
full model
model where
where
payoffs
payoffs are
are greatest
greatest
–– Lack
Lack of
of organizational
organizational adaptation
adaptation

1–31
 Reasons
Reasons for
for Expatriate
Expatriate Early
Early
Departure
Departure
•• Not
Notperforming
performingjob jobeffectively
effectively 48.4%
48.4%
•• Received
Receivedother,
other,more
morerewarding
rewardingoffer
offer(other
(otherco.)
co.) 43.7%
43.7%
•• Expatriate
Expatriateororfamily
familynotnotadjusting
adjusting 36.6%
36.6%
•• Expatriate
Expatriateororfamily
familymissing
missinghome
home 31.0%
31.0%
•• Received
Receivedmore
morerewarding
rewardingoffer
offer(current
(currentco.)
co.) 17.2%
17.2%
•• Unable
Unabletotoadjust
adjustto todeprived
deprivedliving
livingstandards
standards 10.3%
10.3%
•• Concerned
Concernedwith
withproblems
problemsof ofsafety
safety&&health
health 10.3%
10.3%
•• Believed
Believedchildren’s
children’seducation
educationwaswassuffering
suffering 7.1%
7.1%
•• Feared
Fearedassignment
assignmentwould
wouldslow
slowcareer
careeradvance
advance 7.1%
7.1%
•• Spouse
Spousewanted
wantedcareer
career 6.1%
6.1%
•• Compensation
Compensationpackage
packageinadequate
inadequate 0.0%
0.0%
1–32
Frequently
Frequently Mentioned
Mentioned Obstacles
Obstacles to
to Global
Global
Staffing
Staffing System
System
•• Legal
Legalrequirements
requirementsacross
across •• Level
LevelofofHRHRexperience
experiencevaries
varies
countries/regions
countries/regions across
acrossregions
regions
•• Education
Educationsystem
systemacross
across •• Role
RoleofofHR
HRininhiring
hiringvaries
varies
countries/regions
countries/regions across
acrossregions
regions
•• Economic
Economicconditions
conditionsacross
across •• Familiarity
Familiaritywith
withaatool
toolor
or
countries/regions
countries/regions practice
practicevaries
varies
•• Ability
Abilitytotoacquire
acquire&&useuse •• Misperceptions
Misperceptionsthatthatsomething
something
technology
technology isisaacultural
culturaldifference
difference
•• Labor
Labormarket
marketvariations
variations •• Limited
Limitedlocal
localresources
resourcesfor
for
•• Value implementation
Valuedifferences
differencesacross
across implementation
cultures
cultures •• Beliefs
Beliefsabout
aboutwhether
whetheraaglobal
global
•• Availability system
systemisisUS-centric
US-centricor
Availabilityof ofoff-the-shelf
off-the-shelf or
translated imposed
translatedtools
tools imposed

1–33
 Frequently
Frequently Mentioned
Mentioned Benefits
Benefits to
to Global
Global
Staffing
Staffing System
System
•• Global
Globaldatabase
databaseof ofqualified
qualified •• Global
Globalsuccession
successionplanning
planningisis
talent
talent enabled
enabled
•• Quick
Quickidentification
identificationof of •• Global
GlobalHR HRpersonnel
personnelhave
have
candidates
candidatestotomeet
meetneeds
needsof of access
accesstotothe
thelatest
latestversions
versionsof
of
specific
specificlocation
location products/tools
products/tools
•• Provision
Provisionofofconsistent
consistent •• Shared
Sharedvision
visionof
ofHRHRglobally
globally
message
messageabout
aboutcompany
companytoto •• Comparisons
Comparisonsof ofstaffing
staffingresults
results
candidates
candidatesworldwide across
worldwide acrosslocations
locations
•• Quality
Qualityofofall
allhires
hiresisisensured •• Global
ensured Globaldatabase
databaseasasinternal
internal
•• Better
Betterunderstanding
understandingof of benchmark
benchmarkof ofachievement
achievementinin
country/regional
country/regionalneeds
needsby byall
all different
differentparts
partsof
ofworld
world
HR
HR

1–34