13-1

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.

13-2

CHAPTER THIRTEENCHAPTER THIRTEEN

Staffing System ManagementStaffing System Management

Screen graphics created by:Jana F. Kuzmicki, PhD

Troy State University-Florida and Western Region

13-3

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

13-4

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

13-5

Administration of Staffing SystemsAdministration of Staffing Systems

Organizational arrangements

Jobs in staffing

Policies and procedures

Technology

Outsourcing

13-6

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

13-7

Exh. 13.1: Example of HR DepartmentExh. 13.1: Example of HR Departmentand Employment (Staffing) Functionand Employment (Staffing) Function

13-8

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

13-9

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

13-10

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

13-11

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

13-12

Staffing process

Staffing process results

Staffing costs

Customer satisfaction

Evaluation of Staffing SystemsEvaluation of Staffing Systems

13-13

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

13-14

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

13-15

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

13-16

Legal IssuesLegal Issues

Record-keeping, privacy, and reports

Audits

Training

Dispute resolution

13-17

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

13-18

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

13-19

Exh. 13.13: Example of ADR Procedure Exh. 13.13: Example of ADR Procedure

13-20

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

13-21

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.