Hrm445 Chapter_013

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Part 6 Staffing System and Retention Management Chapter 13: Staffing System Management Chapter 14: Retention Management McGraw-Hill/Irwin

© 2006 The McGraw-Hill Companies, Inc., All Rights Reserved.

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CHAPTER THIRTEEN

Staffing System Management Screen graphics created by: Jana F. Kuzmicki, PhD Troy State University-Florida and Western Region

Staffing Organizations Model

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Organization Vision and Mission Goals and Objectives

Organization Strategy

HR and Staffing Strategy

Staffing Policies and Programs Support Activities Core Staffing Activities Legal compliance Planning Job analysis

Recruitment: Selection:

External, internal

Measurement, external, internal

Employment:

Decision making, final match

Staffing System and Retention Management

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Chapter Outline  Administration

of Staffing Systems Organizational

Arrangements Jobs in Staffing Policies and Procedures Technology Outsourcing

 Evaluation

of Staffing

Systems Staffing

Process

Staffing

Process Results

Staffing

Costs

Customer

 Legal

Satisfaction

Issues

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Administration of Staffing Systems  Organizational  Jobs

arrangements

in staffing

 Policies

and procedures

 Technology  Outsourcing

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Organizational Arrangements 

Refers to how the organization structures itself to conduct human resources and staffing activities



Research results  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

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Exh. 13.1: Example of HR Department and Employment (Staffing) Function

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Jobs in Staffing 

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

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Policies and Procedures  Indicate

desirable courses of action and steps to implement action  Policy

 Guiding

principle or objective sought through appropriate actions

 Procedure

 Prescribed

 Exh.

steps of acting in similar situations

13.4: Staffing Topics in CompuServe’s HR Policy Manual

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Technology Staffing activities generate considerable information  Issue -- Types of information to generate, and how to file, access, and use it  In small organizations, information system will likely be a paper-based, manual system  In large organizations, the information system will likely involve 

 Conversion

to electronic information and  Automation of staffing tasks and processes 

Exh. 13.5: Computerized Staffing Tasks

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Outsourcing Refers to contracting out work to a vendor or thirdparty administrator  Outsourcing of HR functions is increasing  Types of staffing activities outsourced 

 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  Expertise,

flexibility, time savings, service quality, reduction of legal liability, and cost reduction

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Evaluation of Staffing Systems  Staffing

process

 Staffing

process results

 Staffing

costs

 Customer

satisfaction

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Staffing Process 

Concept 



Establishes and governs the flow of employees into, within, and out of the organization

Reasons to use a well-planned staffing system 

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

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Staffing Process Results 

Quantitative indicators indicate effectiveness and efficiency of staffing system  Exh.



13.8: Evaluation of Staffing Process and Results

Staffing metrics are useful barometers to gauge pulse of staffing flow  Provide  Useful  Two

for comparative purposes different business units on basis of yield ratios

 Trend

 Exh.

objective, “bottom line” results

in same staffing system over time

13.9: Staffing Metrics: Average Time and Cost

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Evaluation of Staffing Systems: Staffing Costs and Customer Satisfaction 

Staffing costs  Difficulties  Lack

exist in determining cost estimates

of common approach to assess costs

 Costs

vary by organization size, industry, and labor market conditions



Customer satisfaction  Managers

 Exh.  Job

13.11: Manager Satisfaction Survey

applicants

 Exh.

13.12: Applicant Satisfaction Survey

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Legal Issues  Record-keeping,

privacy, and reports

 Audits

 Training

 Dispute

resolution

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Legal Issues  Record

keeping, privacy, and reports

 Creation

and maintenance of records

 Four

purposes of records

 Exh.

13.13: Federal Record-Keeping Requirements

 Privacy

concerns

 Preparation  Exh.

 Audits

of reports

13.14: Employer Information Report EEO-1 Form

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Dispute Resolution 

Negotiation 



Fact finding 



Employees and managers work together in a panel

Mediation 



Neutral person investigates complaint

Peer review 



Discuss complaint with goal of resolving it

Neutral person helps to find a solution

Arbitration 

Neutral person makes a decision binding on the parties

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Exh. 13.13: Example of ADR Procedure

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Managing Legal Compliance: Arbitration  



Employer and employee (or job applicant) agree to submit dispute to neutral third-party who issues final/binding decision Agreements often include statutory discrimination claims -employee agrees not to pursue charges by any means except arbitration Suggested standards for agreement to be enforceable  Agreement

must be “knowing and voluntary”  Arbitrator must be a neutral  Process should provide for more than minimal discovery  Same remedies as permitted by law should be allowed  Employee should have right to hire an attorney and employer should reimburse employee a portion of attorney’s fees  Employee should not have to bear excessive responsibility for cost of arbitrator  Types of claims subject to arbitration should be indicated  There should be a written award issued by arbitrator

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Ethical Issues 

Issue 1 



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 

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.