Nature of Staffing


Published on


Heneman III, Herbert.; Judge, Timothy A (2005). Staffing Organizations. USA: McGraw-Hill. ISBN 0072987227.

Published in: Education, Business, Technology
  • Be the first to comment

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Nature of Staffing

  1. 1. STAFFING
  2. 2. STAFFINGthe process of acquiring,deploying, and retaining aworkforce of sufficientquantity and quality to createpositive impacts on theorganization’s effectiveness
  3. 3. Acquire, Deploy and RetainAcquisition►Activities that involve the initial intake ofapplicants into the organization.►It involves planning for the numbers andtypes of people needed►Establishes job requirements in the form ofthe qualifications or KSAOs (knowledge, skill,ability, and other characteristics) needed toperform the job effectively
  4. 4. ►Establishes the types of rewards the jobwill provide►Conducts external recruitmentcampaigns, using selection tools toevaluate the KSAOs that applicantspossess►Decides which applicants are the mostqualified and will receive job offers, andputting together job offers that applicantswill hopefully accept
  5. 5. DeploymentRefers to the placement of new hires onthe actual job they will hold, somethingthat may not be entirely clear at the timeof hireAlso encompasses guiding themovement of current employeesthroughout the organization throughinternal staffing systems that handlepromotions, transfers, and new projectassignments for employees
  6. 6.  Establishes job requirements and jobrewards, recruiting employees forpromotion or transfer opportunities,evaluating employees’ qualifications, andmaking them job offers for new positions
  7. 7. Retention Systems seek to manage theinevitable flow of employees out ofthe organization Sometimes these outflows areinvoluntary on the part of theemployee, such as through layoffs orthe sale of a business unit to anotherorganization
  8. 8.  Other outflows are voluntary in thatthey are initiated by the employee,such as leaving the organization totake another jobMinimize the types of turnover inwhich valued employees leave whichis a voluntary-avoidable turnoverThrough various retention strategiesand tactics, the organization cancombat these types of turnover,seeking to retain those employees itthinks it cannot afford to lose
  9. 9. Staffing Organization Model Staffing Quantity: Levels Staffing Quality: Person/Job Match Staffing Quality:Person/Organization Match Staffing System Components Staffing Organizations
  10. 10. Staffing Quantity: Levels Workforce head-count requirementsand availabilities are compared todetermine the appropriate staffing levelfor the organizationStaffing Quality: Person/Job Match matching a person’s qualificationsrelative to the requirements of the jobor organizationfoundation of all staffing activities
  11. 11. Staffing Quality: Person/OrganizationMatch Shows how person/job matchingcould determine how well the personwill also fit with the organizationStaffing System Components Identifies recruitment, selection, andemployment as the three key staffingactivities, and it shows how both theorganization and job applicant interactin these activities
  12. 12. Staffing Organizations Provides the entire framework forstaffing Shows that organizations, humanresources, and staffing strategy interactto guide the conduct of staffingsupport activities and core staffingactivities; employee retention andstaffing system management
  13. 13. STRATEGIC STAFFING DECISIONSStaffing Levels Acquire or Develop Talent Lag or Lead System External or Internal Hiring Core or Flexible Workforce Hire or Retain National or Global Attract or Relocate Overstaff or Understaff Hire or Acquire
  14. 14. Staffing Quality Person/Job orPerson/Organization Match Specific or General KSAOs Exceptional or AcceptableWorkforce Quality Active or Passive Diversity
  15. 15. Staffing Levels Acquire or Develop Talentto recruit hires; or to train presentemployees Lag or Lead Systemto recruit when needed; or to predict andrecruit ahead External or Internal Hiringto hire outside of the company; or topromote/transfer employees withinCore or Flexible Workforceto have probi & regular employees; ortemp and project based
  16. 16. Hire or Retainto add employees; or to wait for growth National or Globalto hire nationwide; or worldwide Attract or Relocatehave a new pool of candidates in anothergeographic area ; or transfer location Overstaff or Understaffoverhire or; lack of staff Hire or Acquireadd people; or merge with othercompany
  17. 17. Staffing QualityPerson/Job or Person/OrganizationMatchhire based on attitude & skills needed forthe job or the attitude & skills matchedwith org goalsSpecific or General KSAOsparticular or generic KSAOs
  18. 18. Exceptional or AcceptableWorkforce Qualityexcellent or okay KSAOsActive or Passive Diversityproactive or flexible employees
  19. 19. Suggestions for Ethical Staffing Practice1. Represent the organization’s interests2. Beware of conflicts of interest3. Remember the job applicant4. Follow staffing policies andprocedures5. Know and follow the law6. Consult professional codes of conduct7. Shape effective practice with researchresults8. Seek ethics advice
  20. 20. Thank You