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Staffing. Fall 2008MGMT 420 | StaffingPage 2 Planning for Staffing Determine future requirements...
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Transcript of Staffing. Fall 2008MGMT 420 | StaffingPage 2 Planning for Staffing Determine future requirements...
Fall 2008MGMT 420 | StaffingPage 2
Planning for Staffing
• Determine future requirements (demand)• Job analysis (what skills needed)• Organization analysis (how many, what, when,
where)
• Determine future availabilities (supply)• Organization analysis (what do we have?)• Environmental scanning (what’s out there?)
• Develop plans to close any gaps• Implement plans• Evaluate both plans and plan
implementation
Performance appraisal + HR information systems
Fall 2008MGMT 420 | StaffingPage 3
Unemployment – Memphis MSA
0.00%
1.00%
2.00%
3.00%
4.00%
5.00%
6.00%
7.00%
8.00%
Fall 2008MGMT 420 | StaffingPage 4
Levels of Education:Memphis /Shelby County
5%11%
30%
22%
5%
17%
10%
< 9th 9th - 12th, no diploma HS diplomaSome college AA Bachelor's degreeGraduate degree
Source: U.S. Bureau of the Census, American Community Survey (2006)
For individuals aged 25+
Fall 2008MGMT 420 | StaffingPage 5
Strategic Questions
• These issues may apply to the entire organization or may vary by job, area, time
• The issues:• Organizational life cycle• Permanent vs. contingent workforce• Selection vs. training• Exceptional vs. acceptable workforce• Internal vs. external staffing• Specific vs. general competencies
Fall 2008MGMT 420 | StaffingPage 6
Staffing and the Organizational Life Cycle
Source: Cascio, 2006, p. 234
Embryonic High-Growth Mature Aging
Entrepreneurs Entrepreneurs for growth, but growth directors who can
build stable management
systems
Bureaucrats who are comfortable with
repetition and who can develop
economies of scale
Entrepreneurs who will cut and
reorganize for survival
Organization’s Development Stage
Selection Strategy
Fall 2008MGMT 420 | StaffingPage 7
The Flexible Workforce
• Available from:• Part-time, temporary and seasonal employees• Temporary agencies• Independent contractors and consultants
• Issues to consider:• Cost• Legal considerations• Flexibility to meet an uncertain workload or rapidly
changing conditions• Loyalty and commitment issues• Lack of control• Legal issues
Fall 2008MGMT 420 | StaffingPage 8
Contingent Employment (2005)
7%
25%
3%
7%
19%
15%
8%
12%
4%Management
Professional
Technical
Sales
Admin Support
Service
Craft
Operative
Farming
More
Fall 2008MGMT 420 | StaffingPage 9
Selection vs. Training
• How critical is the job?• Does the organization have the
necessary resources (time and money) to train employees?
• Are skills available outside the organization?
• Are skills organization specific?• How important is retention?
Fall 2008MGMT 420 | StaffingPage 10
Exceptional vs. Acceptable Workforce
• How much are we willing to pay for quality?
• Is “OK” ever good enough?
Fall 2008MGMT 420 | StaffingPage 11
External Staffing New KSAOs Promote increased diversity Large labor pool Employee have needed
skills
Employee morale Time consuming Expensive Orientation needed
Internal vs. External Staffing
Internal Staffing Employee morale Quick Less expensive Little orientation needed
No new KSAOs Perpetuate current lack
of diversity Smaller labor market Skills may not be present
Fall 2008MGMT 420 | StaffingPage 12
Specific vs. General Competencies
Specific Competencies• Select the KSAOs needed
for the specific job
• The person-job match
General Competencies• Select KSAOs needed
for a variety of jobs• flexibility,adaptability• ability to learn• communications skills• mathematical skills
• The person-organization match
Fall 2008MGMT 420 | StaffingPage 13
The Person - Job Match
HR Outcomes
AttractionPerformance
RetentionAttendanceSatisfaction
OtherPerson
KSAOsMotivation
Job
RequirementsRewards
Fall 2008MGMT 420 | StaffingPage 14
The Person-Organization Match
HR Outcomes
AttractionPerformance
RetentionAttendanceSatisfaction
OtherPerson
KSAOsMotivation
JobRequirements
Rewards
OtherDuties
FutureJobs
Org.Culture
MultipleJobs
Fall 2008MGMT 420 | StaffingPage 15
Defining Culture
• What is it? • “...the shared patterns of thought, belief, feelings,
and values that result from shared experience and common learning”
• “system of shared meaning”• “The social glue that holds the organization
together”
• “The pattern of basic assumptions a given group has invented, discovered, or developed in learning to adapt to both its external and internal environments” (Cascio, p. 235)
Fall 2008MGMT 420 | StaffingPage 16
Layers of CultureSymbols
Rituals
Heroes
Values Practices
• Formal expressions of philosophy & culture
• Promotion criteria (esp. for key jobs)
• What management pays attention to (measures and controls)
Stories, legends and
myths
Fall 2008MGMT 420 | StaffingPage 17
The Staffing Process
• Recruitment • Selection
• Initial screening• Interview, testing, other
tools• Orientation• Placement *• Employment
• Training• Performance
management• Separation
• Voluntary separation• Termination• Downsizing• Retirement
Orientation
Employment
Recruitment
Selection
Separation
Place
men
t
* For some hires