The document outlines the staffing process, which includes acquiring, deploying, and retaining a workforce to enhance organizational effectiveness. It details the activities involved in staffing, such as recruitment and selection, as well as the importance of matching candidates' qualifications with job requirements and organizational culture. Additionally, it emphasizes strategies for managing employee turnover and ethical staffing practices.

1. STAFFING

2. STAFFING
the process of acquiring,
deploying, and retaining a
workforce of sufficient
quantity and quality to create
positive impacts on the
organization’s effectiveness

3. Acquire, Deploy and Retain
Acquisition
►Activities that involve the initial intake of
applicants into the organization.
►It involves planning for the numbers and
types of people needed
►Establishes job requirements in the form of
the qualifications or KSAOs (knowledge, skill,
ability, and other characteristics) needed to
perform the job effectively

4. ►Establishes the types of rewards the job
will provide
►Conducts external recruitment
campaigns, using selection tools to
evaluate the KSAOs that applicants
possess
►Decides which applicants are the most
qualified and will receive job offers, and
putting together job offers that applicants
will hopefully accept

5. Deployment
Refers to the placement of new hires on
the actual job they will hold, something
that may not be entirely clear at the time
of hire
Also encompasses guiding the
movement of current employees
throughout the organization through
internal staffing systems that handle
promotions, transfers, and new project
assignments for employees

6.  Establishes job requirements and job
rewards, recruiting employees for
promotion or transfer opportunities,
evaluating employees’ qualifications, and
making them job offers for new positions

7. Retention
 Systems seek to manage the
inevitable flow of employees out of
the organization
 Sometimes these outflows are
involuntary on the part of the
employee, such as through layoffs or
the sale of a business unit to another
organization

8.  Other outflows are voluntary in that
they are initiated by the employee,
such as leaving the organization to
take another job
Minimize the types of turnover in
which valued employees leave which
is a voluntary-avoidable turnover
Through various retention strategies
and tactics, the organization can
combat these types of turnover,
seeking to retain those employees it
thinks it cannot afford to lose

9. Staffing Organization Model
 Staffing Quantity: Levels
 Staffing Quality: Person/Job Match
 Staffing Quality:
Person/Organization Match
 Staffing System Components
 Staffing Organizations

10. Staffing Quantity: Levels
 Workforce head-count requirements
and availabilities are compared to
determine the appropriate staffing level
for the organization
Staffing Quality: Person/Job Match
 matching a person’s qualifications
relative to the requirements of the job
or organization
foundation of all staffing activities

11. Staffing Quality: Person/Organization
Match
 Shows how person/job matching
could determine how well the person
will also fit with the organization
Staffing System Components
 Identifies recruitment, selection, and
employment as the three key staffing
activities, and it shows how both the
organization and job applicant interact
in these activities

12. Staffing Organizations
 Provides the entire framework for
staffing
 Shows that organizations, human
resources, and staffing strategy interact
to guide the conduct of staffing
support activities and core staffing
activities; employee retention and
staffing system management

13. STRATEGIC STAFFING DECISIONS
Staffing 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. Staffing Quality
 Person/Job or
Person/Organization Match
 Specific or General KSAOs
 Exceptional or Acceptable
Workforce Quality
 Active or Passive Diversity

15. Staffing Levels
 Acquire or Develop Talent
to recruit hires; or to train present
employees
 Lag or Lead System
to recruit when needed; or to predict and
recruit ahead
 External or Internal Hiring
to hire outside of the company; or to
promote/transfer employees within
Core or Flexible Workforce
to have probi & regular employees; or
temp and project based

16. Hire or Retain
to add employees; or to wait for growth
 National or Global
to hire nationwide; or worldwide
 Attract or Relocate
have a new pool of candidates in another
geographic area ; or transfer location
 Overstaff or Understaff
overhire or; lack of staff
 Hire or Acquire
add people; or merge with other
company

17. Staffing Quality
Person/Job or Person/Organization
Match
hire based on attitude & skills needed for
the job or the attitude & skills matched
with org goals
Specific or General KSAOs
particular or generic KSAOs

18. Exceptional or Acceptable
Workforce Quality
excellent or okay KSAOs
Active or Passive Diversity
proactive or flexible employees

19. Suggestions for Ethical Staffing Practice
1. Represent the organization’s interests
2. Beware of conflicts of interest
3. Remember the job applicant
4. Follow staffing policies and
procedures
5. Know and follow the law
6. Consult professional codes of conduct
7. Shape effective practice with research
results
8. Seek ethics advice

20. Thank You