Strat Staffing

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 1–1

Recruiting • Temporary versus permanent employees – Increase headcount temporarily or permanently should be strategicallydriven – 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 1–2

Advantages & Disadvantages of Internal & External Recruiting

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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

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Recruiting Pyramid

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Recruiting Timeline

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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 1–7

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%

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

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

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

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

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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

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Selection Process Issues • Validity – 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

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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 1–15

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

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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

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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 1–18

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

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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

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Other Testing Methods • Physical testing – Restricted under ADA to testing only for specific critical job-related physical performance requirements

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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 1–22

Selection for International Assignments • Reasons for failure on international assignments – Interpersonal & acculturation abilities – Rarely technical skills

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

Strategic Issues in Staffing

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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

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Hiring for Organization, Not Job

• “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

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Hiring Process for PersonOrganization 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 1–27

Hiring Process for PersonOrganization 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

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Hiring Process for PersonOrganization Fit • Reinforce person-organization fit at work – Reinforce skills & knowledge through task design & training – Reinforce personal orientation through organization design

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

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

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

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

Not performing job effectively Received other, more rewarding offer (other co.) Expatriate or family not adjusting Expatriate or family missing home Received more rewarding offer (current co.) Unable to adjust to deprived living standards Concerned with problems of safety & health Believed children’s education was suffering Feared assignment would slow career advance Spouse wanted career Compensation package inadequate

48.4% 43.7% 36.6% 31.0% 17.2% 10.3% 10.3% 7.1% 7.1% 6.1% 0.0% 1–32

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 1–33

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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