Staffing

Staffing Staffing •• Staffing Staffing

–– Process Process of of recruiting recruiting & & selecting selecting prospective prospective employees employees –– Has Has significant significant impact impact on on organization’s organization’s bottom bottom line line

•• Requires Requiresstaffing staffingprocess processto tobecome becomestrategically strategicallyfocused focused

–– Recruitment Recruitment & & selection selection activities activities offer offer organization organization numerous numerous choices choices to to find find & & select select new new employees employees –– Staffing Staffing decisions decisions need need to to ensure ensure employees employees fit fit organization’s organization’s culture culture 1–1

Recruiting Recruiting •• Temporary Temporary versus versus permanent permanent employees employees

–– Increase Increase headcount headcount temporarily temporarily or or permanently permanently should should be be strategicallystrategicallydriven driven –– Basis Basis for for decisions decisions is is HR HR forecast forecast –– Temporary Temporary employees employees less less costly costly –– Temporary Temporary headcount headcount increases increases can can be be obtained obtained from from specialized specialized agencies agencies –– Headcount Headcount increases increases can can be be avoided avoided by by subcontracting subcontracting work work 1–2

Advantages Advantages & & Disadvantages Disadvantages of of Internal Internal & & External External Recruiting Recruiting

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Recruiting Recruiting •• When When & & how how extensively extensively to to recruit recruit

–– When When do do recruiting recruiting efforts efforts need need to to begin? begin? –– How How large large an an applicant applicant pool pool needed? needed? –– Data Data from from past past recruiting recruiting efforts efforts utilized utilized •• To Toanswer answerquestions questionswhere wherefeasible feasible •• Adjust Adjustfor forchanged changedconditions conditions

•• Yield Yield ratios ratios

–– Offer Offer information information on on how how many many applicants applicants eliminated/remain eliminated/remain at at each each step step in in recruitment recruitment process process –– Can Can determine determine proper proper or or necessary necessary size size of of applicant applicant pool pool

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Recruiting Recruiting Pyramid Pyramid

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Recruiting Recruiting Timeline Timeline

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Methods Methods of of Recruiting Recruiting •• Informally Informally or or formally formally •• Internally Internally or or externally externally •• Targeted Targeted advertising advertising in in selected selected media media •• Recruiting Recruiting on on Internet Internet •• Outsourcing Outsourcing to to staffing staffing agencies agencies •• Private Private Industry Industry Councils Councils (PICs) (PICs) •• Executive Executive search search firms firms •• On-campus On-campus recruiting recruiting 1–7

Recruiting Recruiting on on Internet Internet •• One One of of fastest-growing fastest-growing recruitment recruitment methods methods •• More More cost-effective cost-effective than than newspaper newspaper advertising advertising •• Low Low cost, cost, speed, speed, & & ability ability to to target target applicants applicants with with technical technical skills skills •• Allows Allows applicants applicants to to assess assess interests interests & & needs needs with with employer’s employer’s offerings offerings •• Global Global exposure exposure to to potential potential applicants applicants •• Can Can cut cut search search process process time time by by as as much much as as 75% 75%

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Recruiting Recruiting on on Internet Internet •• Some Some potential potential challenges challenges ––Ensuring Ensuring security security ––Viruses Viruses ––Access Access to to unauthorized unauthorized areas areas

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Recruiting Recruiting on on Internet Internet •• Some Some potential potential challenges challenges ––Disparate Disparate impact impact against against certain certain protected protected classes classes ––Can Can complicate complicate reporting reporting of of data data related related to to compliance compliance with with federal federal & & state state laws laws

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Selection Selection Process Process Issues Issues •• Reliability Reliability ––Consistency Consistency of of measurement measurement ––Screening Screening criteria criteria should should elicit elicit same same results results in in repeated repeated trials trials across across time time & & evaluators evaluators

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Selection Selection Process Process Issues Issues •• Reliability Reliability ––Reliability Reliability influenced influenced by by criterion criterion deficiency deficiency & & contamination contamination errors errors ––Reliability Reliability is is prerequisite prerequisite for for validity validity

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Selection Selection Process Process Issues Issues •• Validity Validity

–– Degree Degree to to which which what what is is assessed assessed is is related related to to actual actual performance performance –– Ability Ability to to establish establish job-related job-related validity validity is is crucial crucial to to employers employers in in defending defending themselves themselves in in discrimination discrimination allegations allegations

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Selection Selection Process Process Issues Issues •• Validity Validity

–– Content Content validity validity illustrates illustrates that that measure measure or or criterion criterion is is representative representative of of actual actual job job content content or or knowledge knowledge –– Criterion Criterion (empirical) (empirical) validity validity demonstrated demonstrated by by relationship relationship between between screening screening criteria criteria & & job job performance performance

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Interviewing Interviewing Process Process Issues Issues •• Who Whoshould should be be involved? involved?

–– Prospective Prospective supervisors, supervisors, peers, peers, subordinates subordinates

•• Which Whichinterview interviewformat? format?

–– Individual Individual or or group group interviews interviews

•• Common Commoninterviewer interviewererrors errors –– Similarity Similarity errors errors –– Contrast Contrast errors errors –– First First impression impression –– Halo Halo errors errors –– Personal Personal biases biases

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Behavioral Behavioral Interviewing Interviewing •• Used Used with with experienced experienced & & inexperienced inexperienced applicants applicants •• Asks Asks about about situations situations candidate candidate isis likely likely to to face face on on job job •• Candidates Candidates can can present present real-life real-life situations situations they they were were involved involved in in & & how how they they handled handled them them

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Testing Testing •• Work Work sample sample tests tests

–– Ask Ask applicant applicant to to complete complete representative representative sample sample of of actual actual work work

•• Trainability Trainability tests tests –– Measure Measure

•• Aptitude Aptitudein incertain certainareas areas •• Ability Abilityto tounderstand understandcritical criticaljob jobcomponents componentsthat that firm firmwill willteach teachnew newhires hires

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Testing Testing •• Realistic Realistic job job previews previews

–– Make Make applicants applicants aware aware of of both both positive positive & & negative negative aspects aspects of of job job –– Decrease Decrease likelihood likelihood new new employee employee will will become become dissatisfied dissatisfied –– Increase Increase likelihood likelihood of of candidate’s candidate’s self-selecting self-selecting out out of of position position

•• Personality Personality testing testing isis useful useful in in anticipating anticipating how how applicants applicants are are likely likely to to behave behave 1–18

The The Big Big Five Five Personality Personality Dimensions 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

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Other Other Testing Testing Methods Methods •• Personality Personality testing testing

–– Useful Useful to to anticipate anticipate how how applicants applicants likely likely to to behave behave –– Few, Few, ifif any, any, jobs jobs require require specific specific personality personality type type –– Have Have been been successfully successfully challenged challenged in in court court

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Other Other Testing Testing Methods Methods •• Physical Physical testing testing

–– Restricted Restricted under under ADA ADA to to testing testing only only for for specific specific critical critical job-related job-related physical physical performance performance requirements requirements

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Other Other Testing Testing Methods Methods •• Honesty Honesty testing testing

–– Declined Declined since since passage passage of of Polygraph Polygraph Protection Protection Act Act in in 1988 1988

•• Drug Drug testing testing

–– Challenged Challenged in in courts courts as as invasion invasion of of privacy privacy

•• References References

–– Little Little information information available available due due to to former former employer employer fears fears of of liability liability for for libel, libel, slander slander & & defamation defamation 1–22

Selection Selection for for International International Assignments Assignments •• Reasons Reasons for for failure failure on on international international assignments assignments

–– Interpersonal Interpersonal & & acculturation acculturation abilities abilities –– Rarely Rarely technical technical skills skills

•• Test Test employees’ employees’ adaptability, adaptability, openopenmindedness, mindedness, ability ability to to tolerate tolerate uncertainty uncertainty & & ambiguity ambiguity & & independence independence •• Interview Interview & & screen screen family family members members who who would would accompany accompany employee employee 1–23

Strategic Strategic Issues Issues in in Staffing Staffing

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Hiring Hiring for for Organization, Organization, Not Not Job Job •• New New model model of of selection selection geared geared toward toward hiring hiring “whole” “whole” person person who who fits fits into into organization’s organization’s culture culture •• ““Strong Strong situation” situation”

–– Intensity Intensity of of situation situation suppresses suppresses variation variation in in behavior behavior attributable attributable to to person person

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Hiring Hiring for for Organization, Organization, Not Not Job Job

•• ““Weak Weak situation” situation”

–– Allows Allows range range of of employee employee responses responses to to work work requirements requirements

•• In In organizations organizations that that are are “weak “weak situations” situations”

–– More More important important to to do do good good job job of of hiring hiring right right people people

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Hiring Hiring Process Process for for PersonPersonOrganization Organization Fit Fit •• Assess Assess overall overall work work environment environment –– Job Job analysis analysis –– Organizational Organizational analysis analysis

•• Infer Infer type type of of person person required required

–– Technical Technical knowledge, knowledge, skills skills & & abilities abilities –– Social Social skills skills –– Personal Personal needs, needs, values values & & interests interests –– Personality Personality traits traits 1–27

Hiring Hiring Process Process for for PersonPersonOrganization Organization Fit Fit •• Design Design “rites “rites of of passage” passage” for for organization organization entry entry that that allow allow both both organization organization and and applicant applicant to to assess assess their their fit fit –– Tests Tests of of cognitive, cognitive, motor motor & & interpersonal interpersonal abilities abilities –– Interviews Interviews by by potential potential coworkers coworkers & & others others –– Personality Personality tests tests –– Realistic Realistic job job previews, previews, including including work work samples samples

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Hiring Hiring Process Process for for PersonPersonOrganization Organization Fit Fit •• Reinforce Reinforce person-organization person-organization fit fit at at work work

–– Reinforce Reinforce skills skills & & knowledge knowledge through through task task design design & & training training –– Reinforce Reinforce personal personal orientation orientation through through organization organization design design

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Potential Potential Benefits Benefits & & Problems Problems with with Hiring Hiring for for Person-Organization Person-Organization Fit Fit •• Potential Potential benefits benefits

–– More More favorable favorable employee employee attitudes attitudes –– More More desirable desirable individual individual behaviors behaviors –– Reinforcement Reinforcement of of organizational organizational design design

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Potential Potential Benefits Benefits & & Problems Problems with with Hiring Hiring for for Person-Organization Person-Organization Fit Fit •• Potential Potential problems problems

–– Greater Greater investment investment of of resources resources in in hiring hiring process process –– Relatively Relatively undeveloped undeveloped & & unproven unproven supporting supporting selection selection technology technology –– May May be be difficult difficult to to use use full full model model where where payoffs payoffs are are greatest greatest –– Lack Lack of of organizational organizational adaptation adaptation

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Reasons Reasons for for Expatriate Expatriate Early Early Departure Departure •• •• •• •• •• •• •• •• •• •• ••

Not 48.4% Notperforming performingjob jobeffectively effectively 48.4% Received Receivedother, other,more morerewarding rewardingoffer offer(other (otherco.) co.) 43.7% 43.7% Expatriate 36.6% Expatriateor orfamily familynot notadjusting adjusting 36.6% Expatriate 31.0% Expatriateor orfamily familymissing missinghome home 31.0% Received 17.2% Receivedmore morerewarding rewardingoffer offer(current (currentco.) co.) 17.2% Unable 10.3% Unableto toadjust adjustto todeprived deprivedliving livingstandards standards 10.3% Concerned 10.3% Concernedwith withproblems problemsof ofsafety safety& &health health 10.3% Believed 7.1% Believedchildren’s children’seducation educationwas wassuffering suffering 7.1% Feared 7.1% Fearedassignment assignmentwould wouldslow slowcareer careeradvance advance 7.1% Spouse 6.1% Spousewanted wantedcareer career 6.1% Compensation 0.0% Compensationpackage packageinadequate inadequate 0.0% 1–32

Frequently Frequently Mentioned Mentioned Obstacles Obstacles to to Global Global Staffing Staffing System System •• Legal Legalrequirements requirementsacross across countries/regions countries/regions •• Education Educationsystem systemacross across countries/regions countries/regions •• Economic Economicconditions conditionsacross across countries/regions countries/regions •• Ability Abilitytotoacquire acquire&&use use technology technology •• Labor Labormarket marketvariations variations •• Value Valuedifferences differencesacross across cultures cultures •• Availability Availabilityof ofoff-the-shelf off-the-shelf translated translatedtools tools

•• Level Levelof ofHR HRexperience experiencevaries varies across acrossregions regions •• Role Roleof ofHR HRininhiring hiringvaries varies across acrossregions regions •• Familiarity Familiaritywith withaatool toolor or practice practicevaries varies •• Misperceptions Misperceptionsthat thatsomething something isisaacultural culturaldifference difference •• Limited Limitedlocal localresources resourcesfor for implementation implementation •• Beliefs Beliefsabout aboutwhether whetheraaglobal global system systemisisUS-centric US-centricor or imposed imposed 1–33

Frequently Frequently Mentioned Mentioned Benefits Benefits to to Global Global Staffing Staffing System System •• Global Globaldatabase databaseof ofqualified qualified talent talent •• Quick Quickidentification identificationof of candidates candidatestotomeet meetneeds needsof of specific specificlocation location •• Provision Provisionof ofconsistent consistent message messageabout aboutcompany companytoto candidates candidatesworldwide worldwide •• Quality Qualityof ofall allhires hiresisisensured ensured •• Better Betterunderstanding understandingof of country/regional country/regionalneeds needsby byall all HR HR

•• Global Globalsuccession successionplanning planningisis enabled enabled •• Global GlobalHR HRpersonnel personnelhave have access accesstotothe thelatest latestversions versionsof of products/tools products/tools •• Shared Sharedvision visionof ofHR HRglobally globally •• Comparisons Comparisonsof ofstaffing staffingresults results across acrosslocations locations •• Global Globaldatabase databaseas asinternal internal benchmark benchmarkof ofachievement achievementinin different differentparts partsof ofworld world

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