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Strategic Staffing.ppt
1.
CHAPTER 8: STAFFING Copyright ©
2005 South-Western. All rights reserved.
2.
Copyright © 2005
South- Western. All rights reserved. 1–2 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.
Copyright © 2005
South- Western. All rights reserved. 1–3 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.
Copyright © 2005
South- Western. All rights reserved. 1–4 Exhibit 8-1 Advantages & Disadvantages of Internal & External Recruiting
5.
Copyright © 2005
South- Western. All rights reserved. 1–5 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.
Copyright © 2005
South- Western. All rights reserved. 1–6 Exhibit 8-2 Recruiting Pyramid
7.
Copyright © 2005
South- Western. All rights reserved. 1–7 Exhibit 8-3 Recruiting Timeline
8.
Copyright © 2005
South- Western. All rights reserved. 1–8 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.
Copyright © 2005
South- Western. All rights reserved. 1–9 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.
Copyright © 2005
South- Western. All rights reserved. 1–10 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.
Copyright © 2005
South- Western. All rights reserved. 1–11 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.
Copyright © 2005
South- Western. All rights reserved. 1–12 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.
Copyright © 2005
South- Western. All rights reserved. 1–13 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.
Copyright © 2005
South- Western. All rights reserved. 1–14 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
15.
Copyright © 2005
South- Western. All rights reserved. 1–15 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
16.
Copyright © 2005
South- Western. All rights reserved. 1–16 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
17.
Copyright © 2005
South- Western. All rights reserved. 1–17 Exhibit 8-4 The Big Five Personality Dimensions Personality Dimension Characteristics of Person Scoring Positively on Dimension 1) Extraversion Outgoing, talkative, social, assertive 2) Agreeableness Trusting, good-natured, cooperative, soft-hearted 3) Conscientiousness Dependable, responsible, achievement-oriented, persistent 4) Emotional stability Relaxed, secure, unworried 5) Openness to experience Intellectual, imaginative, curious, broad-minded
18.
Copyright © 2005
South- Western. All rights reserved. 1–18 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
19.
Copyright © 2005
South- Western. All rights reserved. 1–19 Other Testing Methods • Honesty testing – Declined since passage of Polygraph Protection Act in 1988 • Drug testing – Challenged in courts as invasion of privacy • References – Little information available due to former employer fears of liability for libel, slander & defamation
20.
Copyright © 2005
South- Western. All rights reserved. 1–20 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
21.
Copyright © 2005
South- Western. All rights reserved. 1–21 Exhibit 8-4 Strategic Issues in Staffing
22.
Copyright © 2005
South- Western. All rights reserved. 1–22 Reading 8.1 Hiring for Organization, Not Job • New model of selection geared toward hiring “whole” person who fits into organization’s culture • “Strong situation” – Intensity of situation suppresses variation in behavior attributable to person • “Weak situation” – Allows range of employee responses to work requirements • In organizations that are “weak situations” – More important to do good job of hiring right people
23.
Copyright © 2005
South- Western. All rights reserved. 1–23 Reading 8.1 Hiring Process for Person-Organization Fit • Assess overall work environment – Job analysis – Organizational analysis • Infer type of person required – Technical knowledge, skills & abilities – Social skills – Personal needs, values & interests – Personality traits
24.
Copyright © 2005
South- Western. All rights reserved. 1–24 Reading 8.1 Hiring Process for Person-Organization Fit • Design “rites of passage” for organization entry that allow both organization and applicant to assess their fit – Tests of cognitive, motor & interpersonal abilities – Interviews by potential coworkers & others – Personality tests – Realistic job previews, including work samples • Reinforce person-organization fit at work – Reinforce skills & knowledge through task design & training – Reinforce personal orientation through organization design
25.
Copyright © 2005
South- Western. All rights reserved. 1–25 Reading 8.1 Potential Benefits & Problems with Hiring for Person-Organization Fit • Potential benefits – More favorable employee attitudes – More desirable individual behaviors – Reinforcement of organizational design • Potential problems – Greater investment of resources in hiring process – Relatively undeveloped & unproven supporting selection technology – May be difficult to use full model where payoffs are greatest – Lack of organizational adaptation
26.
Copyright © 2005
South- Western. All rights reserved. 1–26 Reading 8.2 Reasons for Expatriate Early Departure • Not performing job effectively 48.4% • Received other, more rewarding offer (other co.) 43.7% • Expatriate or family not adjusting 36.6% • Expatriate or family missing home 31.0% • Received more rewarding offer (current co.) 17.2% • Unable to adjust to deprived living standards 10.3% • Concerned with problems of safety & health 10.3% • Believed children’s education was suffering 7.1% • Feared assignment would slow career advance 7.1% • Spouse wanted career 6.1% • Compensation package inadequate 0.0%
27.
Copyright © 2005
South- Western. All rights reserved. 1–27 Reading 8.3 Frequently Mentioned Obstacles to Global Staffing System • Legal requirements across countries/regions • Education system across countries/regions • Economic conditions across countries/regions • Ability to acquire & use technology • Labor market variations • Value differences across cultures • Availability of off-the-shelf translated tools Level of HR experience varies across regions Role of HR in hiring varies across regions Familiarity with a tool or practice varies Misperceptions that something is a cultural difference Limited local resources for implementation Beliefs about whether a global system is US-centric or imposed
28.
Copyright © 2005
South- Western. All rights reserved. 1–28 Reading 8.3 Frequently Mentioned Benefits to Global Staffing System • Global database of qualified talent • Quick identification of candidates to meet needs of specific location • Provision of consistent message about company to candidates worldwide • Quality of all hires is ensured • Better understanding of country/regional needs by all HR Global succession planning is enabled Global HR personnel have access to the latest versions of products/tools Shared vision of HR globally Comparisons of staffing results across locations Global database as internal benchmark of achievement in different parts of world
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