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Chapter 13: Staffing System Chapter 13: Staffing System ManagementManagement
Chapter 14: Retention Chapter 14: Retention ManagementManagement
Part 6Part 6Staffing System and Staffing System and
Retention ManagementRetention Management
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc., All Rights Reserved.
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CHAPTER THIRTEENCHAPTER THIRTEEN
Staffing System ManagementStaffing System Management
Screen graphics created by:Jana F. Kuzmicki, PhD
Troy State University-Florida and Western Region
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Organization StrategyOrganization Strategy HR and Staffing StrategyHR and Staffing Strategy
Staffing Policies and Programs
Staffing System and Retention Management
Support Activities
Legal compliance
Planning
Job analysis
Core Staffing Activities
Recruitment: External, internal
Selection:Measurement, external, internalEmployment:Decision making, final match
OrganizationVision and Mission
Goals and Objectives
Staffing Organizations ModelStaffing Organizations Model
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Chapter OutlineChapter Outline
Administration of Staffing Systems
Organizational Arrangements
Jobs in StaffingPolicies and ProceduresTechnologyOutsourcing
Evaluation of Staffing Systems
Staffing Process
Staffing Process Results
Staffing Costs
Customer Satisfaction
Legal Issues
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Administration of Staffing SystemsAdministration of Staffing Systems
Organizational arrangements
Jobs in staffing
Policies and procedures
Technology
Outsourcing
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Organizational ArrangementsOrganizational Arrangements
Refers to how the organization structures itself to conduct human resources and staffing activities
Research results
Employment and recruitment are increasingly important components of HR systems
Staffing receives a greater percentage of total HR budget than other functions -- 20% of total budget
Exh. 13.1: Example of HR Departmentand Employment (Staffing) Function
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Exh. 13.1: Example of HR DepartmentExh. 13.1: Example of HR Departmentand Employment (Staffing) Functionand Employment (Staffing) Function
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Jobs in StaffingJobs in Staffing
Entry occurs as specialist in recruiting and interviewing
Mobility may involve both traditional and nontraditional career tracks
Jobs are becoming more customer focused and facilitative
Increasing numbers of jobs are found in staffing firms
New type of job -- Chief Talent Officer or VP for Talent Acquisition
Exhs. 13.2 and 13.3: Staffing Jobs
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Policies and ProceduresPolicies and Procedures
Indicate desirable courses of actionand steps to implement action Policy
Guiding principle or objectivesought through appropriate actions
Procedure
Prescribed steps of acting in similar situations
Exh. 13.4: Staffing Topics in CompuServe’s HR Policy Manual
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TechnologyTechnology
Staffing activities generate considerable information Issue -- Types of information to generate, and how to
file, access, and use it In small organizations, information system will
likely be a paper-based, manual system In large organizations, the information system will
likely involve Conversion to electronic information and Automation of staffing tasks and processes
Exh. 13.5: Computerized Staffing Tasks
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OutsourcingOutsourcing
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 outsourceExpertise, flexibility, time savings, service quality,
reduction of legal liability, and cost reduction
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Staffing process
Staffing process results
Staffing costs
Customer satisfaction
Evaluation of Staffing SystemsEvaluation of Staffing Systems
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Staffing ProcessStaffing 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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Quantitative indicators indicate effectiveness and efficiency of staffing system Exh. 13.8: Evaluation of Staffing Process and Results
Staffing metrics are useful barometers to gauge pulse of staffing flow Provide objective, “bottom line” results Useful for comparative purposes
Two different business units on basis of yield ratios Trend in same staffing system over time
Exh. 13.9: Staffing Metrics: Average Time and Cost
Staffing Process ResultsStaffing Process Results
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Staffing costs Difficulties exist in determining cost estimates
Lack of common approach to assess costsCosts vary by organization size, industry, and labor
market conditions
Customer satisfaction Managers
Exh. 13.11: Manager Satisfaction Survey Job applicants
Exh. 13.12: Applicant Satisfaction Survey
Evaluation of Staffing Systems:Evaluation of Staffing Systems:Staffing Costs and Customer SatisfactionStaffing Costs and Customer Satisfaction
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Legal IssuesLegal Issues
Record-keeping, privacy, and reports
Audits
Training
Dispute resolution
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Legal IssuesLegal Issues
Record keeping, privacy, and reports
Creation and maintenance of records
Four purposes of records
Exh. 13.13: Federal Record-Keeping Requirements
Privacy concerns
Preparation of reports
Exh. 13.14: Employer Information Report EEO-1 Form
Audits
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Dispute ResolutionDispute 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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Exh. 13.13: Example of ADR Procedure Exh. 13.13: Example of ADR Procedure
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Managing Legal Compliance:Managing Legal Compliance: Arbitration Arbitration Employer and employee (or job applicant) agree to submit
dispute to neutral third-party who issues final/binding decision Agreements often include statutory discrimination claims --
employee agrees not to pursue charges by any means except arbitration
Suggested standards for agreement to be enforceable Agreement must be “knowing and voluntary” Arbitrator must be a neutral Process should provide for more than minimal discovery Same remedies as permitted by law should be allowed Employee should have right to hire an attorney and employer should
reimburse employee a portion of attorney’s fees Employee should not have to bear excessive responsibility for cost of
arbitrator Types of claims subject to arbitration should be indicated There should be a written award issued by arbitrator
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Ethical IssuesEthical Issues
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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