Part 6 Staffing System and Retention Management Chapter

Part 6: Staffing System and Retention Management Chapter 10: Staffing System Management Mc. Graw-Hill/Irwin Copyright © 2009 by The Mc. Graw-Hill Companies, Inc. , All Rights

Part 6: Staffing System and Retention Management Chapter 10: Staffing System Management

Staffing Organizations Model Organization Mission Goals and Objectives Organization Strategy HR and Staffing Strategy Staffing Policies and Programs Support Activities Core Staffing Activities Legal compliance Planning Recruitment: Selection: Job analysis Employment: External, internal Measurement, external, internal Decision making, final match Staffing System and Retention Management 13 -3

Chapter Outline l Administration of Staffing Systems l l l Organizational Arrangements Jobs in Staffing Policies and Procedures Technology Outsourcing Evaluation of Staffing Systems l Staffing Process Results l Calculating Staffing Metrics l Customer Satisfaction l Legal Issues l Record Keeping and Privacy l Audits l Training for Managers and Employees l Dispute Resolution l 13 -4

Discussion Questions l l l 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? 13 -5

Administration of Staffing Systems l Organizational l Jobs arrangements in staffing l Policies and procedures l Technology l Outsourcing 13 -6

Organizational Arrangements Refers to how the organization structures itself to conduct human resources and staffing activities l Research results l l 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 13 -7

Jobs in Staffing l l l Entry occurs as specialist in recruiting and interviewing Mobility may involve both traditional and nontraditional career tracks Jobs are becoming more customer focused and facilitative Increasing numbers of jobs are found in staffing firms New type of job -- Chief Talent Officer or VP for Talent Acquisition Exhs. 13. 2 and 13. 3: Staffing Jobs 13 -8

Policies and Procedures l Indicate desirable courses of action and steps to implement action l Policy l l Guiding principle or objective sought through appropriate actions Procedure l Prescribed steps of acting in similar situations l Exh. 13. 4: Staffing Topics in Compu. Serve’s HR Policy Manual 13 -9

Technology l Staffing activities generate considerable information l Small organizations still use paper-based forms, but increasingly have access to HRIS programs and web-based applications l Increased use of HRIS means Increased accountability for HR activities l Ability to streamline processes l 13 -10

Ex. 13. 5 Human Resources Information Systems for Staffing Tasks 13 -11

Ex. 13. 5 Human Resources Information Systems for Staffing Tasks 13 -12

Outsourcing Refers to contracting out work to a vendor or third-party administrator l Outsourcing of HR functions is increasing l Types of staffing activities outsourced l l l 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 l Expertise, flexibility, time savings, service quality, reduction of legal liability, and cost reduction 13 -13

Ex. 13. 6 Comparing Outsourced vs. In -House Staffing 13 -14

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? l What are examples of staffing tasks and activities that cannot or should not be simply delegated to a staffing information system for their conduct? l What would be the advantages and disadvantages of outsourcing the entire staffing system to a vendor? l 13 -15

Evaluation of Staffing Systems l Staffing process results l Staffing costs l Customer satisfaction 13 -16

Staffing Process l Concept l l Establishes and governs the flow of employees into, within, and out of the organization Reasons to use a well-planned staffing system l l l 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 13 -17

Staffing Process Results l Quantitative indicators indicate effectiveness and efficiency of staffing system l Exh. 13. 7: Evaluation of Staffing Process and Results 13 -18

Staffing Metrics l Staffing metrics are useful barometers to gauge pulse of staffing flow Provide objective, “bottom line” results l Useful for comparative purposes l Split sample techniques l Longitudinal analysis l Compare to benchmarks l 13 -19

Ex. 13. 9 Common Staffing Metrics 13 -20

Calculating Staffing Metrics: Examples l Number of positions filled l l Time-to-fill openings l l the number of days it takes for a job requisition to result in a job acceptance by a candidate. Hiring cost estimates l l count of the number of individuals who accepted positions during the fiscal year. 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 l total staffing costs/total compensation recruited 13 -21

Customer Satisfaction l Managers l l l Questions focus on elements like communication, timeliness, candidate quality, test quality, and service focus Ex. 13. 2 Examples of Survey Items for Assessing Manager’s Satisfaction With Staffing Services Job Applicants l l Questions focus on communication, perceived fairness of the system, and opinion of the organization as a whole Ex. 13 Sample Job Applicant’s Satisfaction Survey Questionnaire 13 -22

Discussion Questions l In developing a report on the effectiveness of the staffing process being conducted for entry-level jobs, what factors would you address and why? 13 -23

Legal Issues l Record-keeping, privacy, and reports l Audits l Training l Dispute resolution 13 -24

Legal Issues l Record keeping, privacy, and reports l Creation and maintenance of records l Four purposes of records l Exh. 13. 14: Federal Record-Keeping Requirements l Privacy concerns l Preparation of reports l l Exh. 13. 15: Employer Information Report EEO-1 Form Audits 13 -25

Dispute Resolution l Negotiation l l Fact finding l l Employees and managers work together in a panel Mediation l l Neutral person investigates complaint Peer review l l Discuss complaint with goal of resolving it Neutral person helps to find a solution Arbitration l Neutral person makes a decision binding on the parties 13 -26

Discussion Questions l 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? 13 -27

Ethical Issues l Issue 1 l l 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 l 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. 13 -28