2. Staffing
• Staffing
– Process of recruiting & selecting prospective
employees
– Has significant impact on organization’s bottom line
• Requires staffing process to become strategically
focused
– Recruitment & selection activities offer organization
numerous choices to find & select new employees
– Staffing decisions need to ensure employees fit
organization’s culture
3. Recruiting
• Temporary versus permanent employees
– Increase headcount temporarily or permanently
should be strategically-driven
– Basis for decisions is HR forecast
– Temporary employees less costly
– Temporary headcount increases can be obtained
from specialized agencies
– Headcount increases can be avoided by
subcontracting work
4.
5. Recruiting
• When & how extensively to recruit
– When do recruiting efforts need to begin?
– How large an applicant pool needed?
– Data from past recruiting efforts utilized
• To answer questions where feasible
• Adjust for changed conditions
• Yield ratios
– Offer information on how many applicants eliminated/remain
at each step in recruitment process
– Can determine proper or necessary size of applicant pool
6.
7.
8. Methods of Recruiting
• Informally or formally
• Internally or externally
• Targeted advertising in selected media
• Recruiting on Internet
• Outsourcing to staffing agencies
• Private Industry Councils (PICs)
• Executive search firms
• On-campus recruiting
9. Recruiting on Internet
• One of fastest-growing recruitment methods
• More cost-effective than newspaper advertising
• Low cost, speed, & ability to target applicants
with technical skills
• Allows applicants to assess interests & needs with
employer’s offerings
• Global exposure to potential applicants
• Can cut search process time by as much as 75%
10. Recruiting on Internet
Some potential challenges
– Ensuring security
– Viruses
– Access to unauthorized areas
– Disparate impact against certain protected
classes
– Can complicate reporting of data related to
compliance with federal & state laws
11. Selection Process Issues
Reliability
– Consistency of measurement
– Screening criteria should elicit same results in
repeated trials across time & evaluators
– Reliability influenced by criterion deficiency &
contamination errors
– Reliability is prerequisite for validity
12. Selection Process Issues
Validity
– Degree to which what is assessed is related to actual
performance
– Ability to establish job-related validity is crucial to employers
in defending themselves in discrimination allegations
– Content validity illustrates that measure or criterion is
representative of actual job content or knowledge
– Criterion (empirical) validity demonstrated by relationship
between screening criteria & job performance
13. Interviewing Process Issues
• Who should be involved?
– Prospective supervisors, peers, subordinates
• Which interview format?
– Individual or group interviews
• Common interviewer errors
– Similarity errors
– Contrast errors
– First impression
– Halo errors
– Personal biases
14. Behavioral Interviewing
• Used with experienced & inexperienced
applicants
• Asks about situations candidate is likely to
face on job
• Candidates can present real-life situations
they were involved in & how they handled
them
16. Testing
• Work sample tests
– Ask applicant to complete representative sample of
actual work
• Trainability tests
– Measure
• Aptitude in certain areas
• Ability to understand critical job components that
firm will teach new hires
17. Testing
• Realistic job previews
– Make applicants aware of both positive & negative
aspects of job
– Decrease likelihood new employee will become
dissatisfied
– Increase likelihood of candidate’s self-selecting out
of position
• Personality testing is useful in anticipating
how applicants are likely to behave
18.
19. Other Testing Methods
• Personality testing
– Useful to anticipate how applicants likely to behave
– Few, if any, jobs require specific personality type
– Have been successfully challenged in court
• Physical testing
– Restricted under ADA to testing only for specific
critical job-related physical performance
requirements
20. Other Testing Methods
• Honesty testing
– Declined since passage of Polygraph Protection
Act in 1988
• Drug testing
– Challenged in courts as invasion of privacy
• References and Background Checks
– Little information available due to former employer
fears of liability for libel, slander & defamation
– Increased use of social media sites – risky strategy
21. Selection for International Assignments
• Reasons for failure on international
assignments
– Interpersonal & acculturation abilities
– Rarely technical skills
• Test employees’ adaptability,
open-mindedness, ability to tolerate
uncertainty & ambiguity & independence
• Interview & screen family members who
would accompany employee
22. • Extra caution has to be made when hiring foreign-born employees to ensure
the legitimacy of any documentation they might provide
• This is particularly true for low-skilled workers who may have limited English
language abilities
• There is no widespread reliable system for verification.
• If documentation is suspect but later found to be valid, employers can face
unlawful discrimination charges. Supply of and demand for low-skilled
workers almost necessitates the hiring of foreign-born workers.
• For those foreign-born workers who have not obtained citizenship, employers
must first prove that there are no domestic workers with the requisite skills
available
Documentation of Employment Eligibility
23. New Trends in Staffing
• Employment branding – creation of an image which allows
prospective employees to view the organization in a certain way and
aid in recruitment
• Candidate relationship management – building a relationship with
prospective employees which transcends a specific hiring cycle and
process to keep interest high among high-potential employees
• Applicant/organization fit –employers going beyond skills and
experiences to determine whether applicant interpersonal styles and
preferences appropriately matched with organization culture
