Professional Documents
Culture Documents
McGraw-Hill/Irwin
1-2
CHAPTER ONE
1-3
Organization Strategy
Job analysis
McGraw-Hill/Irwin
Employment:
Decision making, final match
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Chapter Outline
Nature of Staffing
Staffing Models
The Big Picture Definition of Staffing Implications of Definition Staffing System Examples Staffing Quantity: Levels Staffing Quality: Person/Job Match Staffing Quality: Person/Organization Match
Staffing Strategy
Staffing Models
McGraw-Hill/Irwin
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Their
Scope
of human capital
Employee
costs are over 25% of revenues for most organizations that capitalize on human capital have a strategic advantage over their competitors
2006 The McGraw-Hill Companies, Inc., All Rights Reserved.
Organizations
McGraw-Hill/Irwin
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Nature of Staffing
Definition
Process
of acquiring, deploying, and retaining a workforce of sufficient quantity and quality to create positive impacts on the organizations effectiveness
Implications
Acquire, Staffing
of definition
Quantity
Organization
McGraw-Hill/Irwin
1-7
The new economy, very much the Internet and the entrepreneurial opportunities it created intensified the competition for outstanding people.
I think about this in hiring, because our business all comes down to peopleIn fact, when Im interviewing a senior job candidate, my biggest worry is how good they are at hiring. I spend at least half the interview on that.
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Discussion Questions
What
would be the potential problems with a staffing process in which vacancies were filled:
On
a lottery basis from among job applicants? On a first come-first hired basis?
What
McGraw-Hill/Irwin
1-9
Staffing Models
Staffing Staffing Staffing Staffing Staffing
McGraw-Hill/Irwin
System Components
Organizations
2006 The McGraw-Hill Companies, Inc., All Rights Reserved.
1-10
Fully Staffed
Understaffed
McGraw-Hill/Irwin
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HR Outcomes
Attraction Performance Retention Attendance Satisfaction Other
Match
Impact
Person
KSAOs Motivation
McGraw-Hill/Irwin
1-12
Jobs are characterized by their requirements and rewards Individuals are characterized via qualifications (KSAOS) and motivation
Concepts are not new Matching process involves dual match KSAOs to requirements Motivation to rewards Job requirements expressed in terms of both Tasks involved KSAOs necessary for performance of tasks Job requirements often extend beyond task and KSAO requirements
McGraw-Hill/Irwin
1-13
Job
Requirements Rewards
Multiple Jobs Future Jobs
HR Outcomes
Attraction Performance Retention Attendance Satisfaction Other
2006 The McGraw-Hill Companies, Inc., All Rights Reserved.
Match
Person
KSAOs Motivation
McGraw-Hill/Irwin
Impact
1-14
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 matches during employment relationship
2006 The McGraw-Hill Companies, Inc., All Rights Reserved.
Future jobs
Long-term
McGraw-Hill/Irwin
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Discussion Questions
Would
it be desirable to hire people only according to the person/job match, ignoring the person/organization match? Why? Would it be desirable to hire people only according to the person/organization match, ignoring the person/job match? Why?
McGraw-Hill/Irwin
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Recruitment
(identification and attraction)
Selection
(assessment and evaluation)
Employment
(decision making and final match)
McGraw-Hill/Irwin 2006 The McGraw-Hill Companies, Inc., All Rights Reserved.
1-17
Organization Strategy
Job analysis
McGraw-Hill/Irwin
Employment:
Decision making, final match
1-18
Organizational strategy
Mission and vision Goals and objectives
HR strategy
Rewarded
Retained
May flow from organizational strategy and/or May directly influence formulation of organization strategy
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Staffing strategy
An outgrowth of the interplay between organization and HR strategy Involves key decisions regarding acquisition, deployment, and retention of organizations workforce
Guide
Support activities
Serve as foundation for conduct of core staffing activities Focus on recruitment, selection, and employment of workforce
2006 The McGraw-Hill Companies, Inc., All Rights Reserved.
1-20
making key decisions about acquisition, deployment, and retention of a companys workforce
Involves
Decisions
Staffing
Staffing
McGraw-Hill/Irwin
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Staffing Quality
Person/Job or Person/Organization match Specific or general KSAOs Exceptional or acceptable workforce quality Active or passive diversity
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(Ch. 1)
(Ch. 2, 3, 4) (Ch. 5, 6)
McGraw-Hill/Irwin
1-23
Ethical Issues
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 organizations 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/Irwin