Part 6: Staffing System and Retention Management

Part 6: Staffing System and Retention Management

Chapter 13: Staffing System Management

Chapter 14: Retention Management

McGraw-Hill/Irwin

Copyright © 2012 by The McGraw-Hill Companies, Inc., All Rights Reserved.

Part 6: Staffing System and Retention Management

Chapter 13: Staffing System Management

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, internal

Employment:
Decision making, final match

Staffing Organizations Model

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Chapter Outline

  • Administration of Staffing Systems
  • Organizational Arrangements
  • Policies and Procedures
  • Human Resource Information Systems
  • Outsourcing
  • Evaluation of Staffing Systems
  • Staffing Process
  • Staffing Process Results
  • Calculating Staffing Metrics
  • Customer Satisfaction
  • Legal Issues
  • Record Keeping and Privacy
  • EEO Report
  • Legal Audits
  • Training for Managers and Employees
  • Dispute Resolution

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Learning Objectives for This Chapter

  • Recognize the importance of effective policies and procedures for staffing
  • Understand the importance of concrete, fair policies and procedures in selection
  • Evaluate the advantages and disadvantages of outsourcing staffing processes
  • Understand how to evaluate the various results of staffing processes
  • Develop metrics for the measurement of staffing systems
  • Recognize the legal issues involving record keeping and applicant/employee privacy
  • Plan for effective dispute resolution

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Discussion Questions for This Chapter

  • What are the advantages of having a centralized staffing function, as opposed to letting each manager be totally responsible for all staffing activities in his or her unit?
  • What are examples of staffing tasks and activities that cannot or should not be simply delegated to a staffing information system for their conduct?
  • What would be the advantages and disadvantages of outsourcing the entire staffing system to a vendor?
  • In developing a report on the effectiveness of the staffing process being conducted for entry-level jobs, what factors would you address and why?
  • How would you try to get individual managers to be more aware of the legal requirements of staffing systems and to take steps to ensure that they themselves engage in legal staffing actions?

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Organizational 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 Department
    and Employment (Staffing) Function

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Policies and Procedures

  • Indicate desirable courses of action
    and steps to implement action
  • Policy
  • Guiding principle or objective
    sought through appropriate actions
  • Procedure
  • Prescribed steps of acting in similar situations
  • Exh. 13.2: Guidelines for effective staffing policies and procedures

Exhibit 13.2 Guidelines for Creating Effective Staffing Policies and Procedures

  • Stage 1: Determine the overarching HR strategy and priorities that guide all policies and procedures
  • Stage 2: Define specific objectives for staffing policies and procedures
  • Stage 3: Communicate policies and procedures to all employees and ensure their implementation
  • Stage 4: Evaluate and revise existing policies and procedures

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Technology

  • Staffing activities generate considerable information
  • Small organizations still use paper-based forms, but increasingly have access to HRIS programs and web-based applications
  • Increased use of HRIS means
  • Increased accountability for HR activities
  • Ability to streamline processes

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Ex. 13.3 Human Resources Information Systems for Staffing Tasks

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Ex. 13.3 Human Resources Information Systems for Staffing Tasks

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Outsourcing

  • 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 outsource
  • Expertise, flexibility, time savings, service quality, reduction of legal liability, and cost reduction

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Ex. 13.4 Comparing Outsourced vs. In-House Staffing

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Discussion Questions

  • What are the advantages of having a centralized staffing function, as opposed to letting each manager be totally responsible for all staffing activities in his or her unit?
  • What are examples of staffing tasks and activities that cannot or should not be simply delegated to a staffing information system for their conduct?
  • What would be the advantages and disadvantages of outsourcing the entire staffing system to a vendor?

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Evaluation of Staffing Systems

  • Staffing process
  • Staffing process results
  • Staffing costs
  • Customer satisfaction

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Staffing 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

Staffing Process Results

  • Quantitative indicators indicate effectiveness and efficiency of staffing system
  • Exh. 13.6: Using Metrics for Staffing Process Evaluation

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Staffing Metrics

  • Staffing metrics are useful barometers to gauge pulse of staffing flow
  • Provide objective, “bottom line” results
  • Useful for comparative purposes
  • Split sample techniques
  • Longitudinal analysis
  • Compare to benchmarks

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Ex. 13.7 Common Staffing Metrics

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Calculating Staffing Metrics: Examples

  • Number of positions filled
  • count of the number of individuals who accepted positions during the fiscal year.
  • Time-to-fill openings
  • the number of days it takes for a job requisition to result in a job acceptance by a candidate.
  • Hiring cost estimates
  • sum of advertising, agency fees, employee referrals, travel costs for applicants and staff, relocation costs, and pay and benefits for recruiters
  • Staffing cost or efficiency ratio
  • total staffing costs/total compensation recruited

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Customer Satisfaction

  • Managers
  • Questions focus on elements like communication, timeliness, candidate quality, test quality, and service focus
  • Ex. 13.10 Examples of Survey Items for Assessing Manager’s Satisfaction With Staffing Services
  • Job Applicants
  • Questions focus on communication, perceived fairness of the system, and opinion of the organization as a whole
  • Ex. 13.11 Sample Job Applicant’s Satisfaction Survey Questionnaire

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Discussion Questions

  • In developing a report on the effectiveness of the staffing process being conducted for entry-level jobs, what factors would you address and why?

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Legal Issues

  • Record-keeping, privacy, and reports
  • EEO Report
  • Legal Audits
  • Training
  • Dispute resolution

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Legal 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 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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Discussion Questions

  • How would you try to get individual managers to be more aware of the legal requirements of staffing systems and to take steps to ensure that they themselves engage in legal staffing actions?

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Ethical 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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