Post on 12-Jul-2015
Organizational Staffing for
Contra Costa County
-A Portfolio Project for Senior
Contra Costa County Manager-
Tunisia I.E. Al-Salahuddin
CSU Global MS Business Leadership
ORG 522-1
Instructor: Dr. Mary Welsh, SPHR, Adjunct Faculty
Organizational Staffing for Contra
Costa County
-Portfolio Project-
• Contra Costa County is an organization that I have
worked for in the past. Within this PowerPoint
presentation I will educate the senior leadership
about the benefits of the Staffing Organizations
Model. Upon completion of the presentation I highly
recommend that the organization utilize the Staffing
Organizations Model for the betterment of the
infrastructure.
Organizational Staffing for Contra Costa
County
Within the Contra Costa County Human Resource Department a new systematic model can be used to ensure that a structured way of hiring is utilized.
The purpose of the business needs is to ensure that a uniformed hiring process is intact for the human resource analysis to follow.
The development of this new hiring process encompasses many aspects of the old ways of hiring will help alleviate some of the tension that came along with the human resource model. It will help management with the delegation of staffing needs (whom works in what department and who sits where).
Many of the stake holders are the CEO’s, CFO’s, County Supervisors, and tax payer.
EEO, testing, and Government Acts like ADA and Affirmative Action which still need to be used regardless.
Staffing Organizational Model for Contra
Costa County
Organization
Mission
Goals
HR and Staffing Strategy
Staffing Polices and Procedures
Support Activities & Core Staffing
Activities
Staffing System and Retention
Management
Organization Strategy
The overall staffing organizations
model, which forms the
framework for this book, is shown
in Exhibit 1.6. It depicts that the
organization’s mission and goals
and objectives drive both
organization strategy, and HR
staffing strategy, which interact
with each other when they are
being formulated. (Heneman,
2012)
Resources
People
The number of employees need to
be hired
It is important to know the new hire amount,
so the accounting team can forecast the
cost
Measurement
Will Qualitative and Quantitative
Measurements Be Used
Depending on the department
measurements will play a vital part of hiring.
Higher management will use qualitative
measurements and lower subordinates many use
quantities measurements bases on the job and
education
Departments Needs
Which Departments Need New Hires
It is always good practice to fill positions where
there is a urgent need to hire based off layoffs, quits, or unexplainable
events.
Outside Services
Staffing System and Retention Management
Legal compliance
Reward System
The outside services would be: Computer
programs that would be installed, technology,
and legal teams if needed.
Core Staffing Activities
Recruitment: external, internal
Selection: planning, external, internal
Employment: decision making, final match
This is the process that should be followed. The company and HR team need to have their own governances, policies,
and procedures for fairness.
Mission, Vision, and Values
-Contra Costa County Statement- Mission
Contra Costa County is dedicated to providing public services which improve the quality of life of our residents and the economic viability of our businesses.
Vision
Contra Costa County is recognized as a world-class service organization. Contra Costa County serves people, businesses and communities. Our organization and each one of our employees value: Clients and communities • Accountability Partnerships • Fiscal Prudence Quality Services • Organizational Excellence where innovation and partnerships merge to enable our residents to enjoy a safe, healthy and prosperous life.
Values
Contra Costa County is dedicated to providing public services which improve the quality of Life of our residents and the economic viability of our businesses.
“Staffing Models Should be Employed to Find the Best Matched People for Open Positions and For the Organization Itself” (Morse, 2014).
Mission and Goal Implementation
Upon review of the mission, goals, visions, and values of the Human Resource Department I noticed that their was no specific statements that was created and designed just for the Contra Costa County Human Resource Department, applicants, employees, and management to abide by. Upon implementation of these mission statements along with vision, goals, and values they would be applied within the human resource department and on the county website for all to see. This would include the EEO statement that should be placed in a visible location. By implementing a mission statement within the HR department it would show the integrity of the department and organization as upright!
Organizational Strategy Build: It should be the desire and the plan of the HR department to build a
thriving environment with exceptional employees whom are willing to work and become achievers while working. Employees should still seek knowledge in an educational form.
Create: CCC human resource should have the mindset to create a community of longevity and sustainability for the future to ensure that the economic structure does not collapse (hire the correct people).
Develop: Try to develop and infrastructure that embraces excellent change but, still is some what governed by the phrase, ‘I earned it’ (Smith Barney way).
Lead: CCC human resource department should be willing to lead by example for all other human resource departments to follow by. i.e. change agents, new systems, new technology, dynamic environment, fair hiring practices, and excellent collaborations.
Encourage: It is an excellent idea for the human resource department to put emphasis on a safe work place and encourage employees by any means necessary. Weather you do monthly drawings, bonuses for having a injury free month at work, or being able to meet quotas for the year can be initiated by the human resource department.
HR and Staffing Activities
Human Resources Department
Overview
The Human Resources Department has a staff of 38 employees and a FY 2014-
2015 budget of approximately $1.8 million. The Department is organized into
three (3) Service Units that provide a full range of personnel services to
County Departments, employees, and the public.
These Service Units are responsible for the following activities:
Administrative Services Unit
Employee Benefits Services Unit
Personnel Services Unit
Labor Relations Services Unit*
(CCC Human Resource, 2014)
Staffing Policies and Procedures
The staffing policies and procedures should always be
number one within training as they are, but any changes
or modification need to be circulated to employees and
management immediately as legal measurement.
“Measurement ensures the rules applied to staffing
decisions are standardized, valid, and reliable thus
providing the organization with a systematic staffing
process” (H. G. Judge,2012).
Staffing Systems Staffing systems can be
many things. They can be
computer systems,
staffing agencies, metrics,
or systematic way of
hiring using qualitative or
quantitative
measurements. CCC
Human Resource
Department currently
hires through a second
party (Staffing Agencies)
as well as hires directly
through their own human
resources
Retention Management
It is not feasible or a good look for any organization to have a high turnover rate. This can lead to possible future employees not wanting to even apply for positions. A bad reputation within the HR department can cause horrible networking based off word of mouth, and costly training fees to replace employees. Possible ways to decrease retention rates within the human resource department, so that it will not affect everyone within the County infrastructure are:
Integration into social networks, Loyalty to the organization, Job security, favorable commute, good working hours / work-life balance, challenging work, positive management relationships, Good compensation, recognition and employee appreciation.
‘Increased workforce mobility imposes a significant cost on many organizations because of the negative impact departing employees have on informal networks. The turnover of well-connected employees disrupts networks important to innovation, best practice transfer, and project execution. Yet while network losses can be quite costly, they are typically invisible to most organizations' financial and performance management systems’ (Ballinger, Craig, Cross, and Gray, 2011).
Cost of TurnoverThe example below comes from CSU Global and illustrates the pros and cons of
turnovers within a company.
Costs of Turnover
Direct Costs Indirect Costs
•Accrued PTO
•Exit interviews
•Unemployment costs
•Temporary/Contract Replacement
Workers
•OT for current staff
•Employee replacement costs
• Interview time
• Advertising costs
• Training costs (orientation, on-
the-job)
• Administrative
• Pre-employment testing
•Lost knowledge and skills
•Poor morale
•Low productivity
•Team disruptions
•Lost clients
•Reductions in service or quality
(CSU Global, 2014)
Ways to Alleviate Possible Resistance to the
New Model
Encourage employees to try something new with always the
possibly of implementations
Suggestions or shall I say a suggestion
box. Getting feedback is
always a great way of taking a second look.
Have a six sigma mind to perfect. What is wrong? This
is a way to alleviate
defects and lower the deficit like
costly turnovers.
Never micromanage,
but have meetings, with
excellent collaborations to discus ways to eliminate tension and
stress associated with
possible company change.
Conclusion
It is important that the human resource department
management team and county managers for each division
and department. By using the staffing models will always
leave room for growth and development to ensure;
success, low turnover rates, and a sustainable
infrastructure for the future. “The Staffing Organizations
Model implies that the firm’s mission, goals, and
objectives inform organizational strategy of HR and
staffing strategies (Heneman & Judge, 2009). In short,
staffing levels and staffing quality are the essential focal
points of the following functions: staffing strategy, policy,
and programs” (Morse, 2014).
References
Ballinger, G., Craig, E., Cross, R., & Gray, P. (2011). A Stitch in Time Saves Nine:
Leveraging Networks to Reduce the Costs of Turnover - Harvard Business Review.
Retrieved November 19, 2014, from https://hbr.org/product/a-stitch-in-time-
saves-nine-leveraging-networks-to-reduce-the-costs-of-turnover/CMR490-PDF-
ENG
H. G. Judge, H. (2012). STAFFING MODELS AND STRATEGY. The Nature of Staffing,
Chapter 1(7th ed), EXHIBIT 1.6-EXHIBIT 1.6. Retrieved November 19, 2014, from
Henema_samplech01.
Morse, D. (2014, January 1). Staffing Models--Why They Matter. Retrieved November
19, 2014, from
http://www.bestthinking.com/articles/business_and_finance/human_
resources/employee_relations/staffing-models-why-they-matter
Module 8: Retention Management. (2014, January 1). Retrieved November 19, 2014,
from https://csuglobal.blackboard.com/bbcswebdav/pid-1606318-dt-content-
7858778_2/courses/KEY_ORG522/courseModules_fall2014a/ORG522_8/org522_8.html