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Transcript of Part 6: Staffing System and Retention Management Chapter 13: Staffing System Management Chapter 14:...
Part 6: Staffing System and Retention Management
Chapter 13: Staffing System Management
Chapter 14: Retention Management
McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc., All Rights Reserved.
Part 6: Staffing System and Retention Management
Chapter 13: Staffing System Management
Organization StrategyOrganization Strategy HR and Staffing StrategyHR and Staffing Strategy
Staffing Policies and Programs
Staffing System and Retention Management
Support Activities
Legal compliance
Planning
Job analysis
Core Staffing Activities
Recruitment: External, internal
Selection:Measurement, external, internal
Employment:Decision making, final match
OrganizationMission
Goals and Objectives
Staffing Organizations Model
13-3
13-4
Chapter Outline
Administration of Staffing Systems Organizational
Arrangements Policies and
Procedures Human Resource
Information Systems
Outsourcing
Evaluation of Staffing Systems Staffing Process Staffing Process Results Calculating Staffing
Metrics Customer Satisfaction
Legal Issues Record Keeping and
Privacy EEO Report Legal Audits Training for Managers
and Employees Dispute Resolution
13-5
Learning Objectives for This Chapter
Recognize the importance of effective policies and procedures for staffing
Understand the importance of concrete, fair policies and procedures in selection
Evaluate the advantages and disadvantages of outsourcing staffing processes
Understand how to evaluate the various results of staffing processes
Develop metrics for the measurement of staffing systems
Recognize the legal issues involving record keeping and applicant/employee privacy
Plan for effective dispute resolution
13-6
Discussion Questions for This Chapter
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?
13-7
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
13-8
Policies and Procedures
Indicate desirable courses of actionand steps to implement action Policy
Guiding principle or objectivesought through appropriate actions
ProcedurePrescribed steps of acting in similar situations
Exh. 13.2: Guidelines for effective staffing policies and procedures
Exhibit 13.2 Guidelines for Creating Effective Staffing Policies and Procedures
Stage 1: Determine the overarching HR strategy and priorities that guide all policies and procedures
Stage 2: Define specific objectives for staffing policies and procedures
Stage 3: Communicate policies and procedures to all employees and ensure their implementation
Stage 4: Evaluate and revise existing policies and procedures
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Technology
Staffing activities generate considerable information
Small organizations still use paper-based forms, but increasingly have access to HRIS programs and web-based applications
Increased use of HRIS means Increased accountability for HR activitiesAbility to streamline processes
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Ex. 13.3 Human Resources Information Systems for Staffing Tasks
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Ex. 13.3 Human Resources Information Systems for Staffing Tasks
13-13
Outsourcing
Refers to contracting out work to a vendor or third-party 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
13-14
Ex. 13.4 Comparing Outsourced vs. In-House Staffing
13-15
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?
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?
13-16
Evaluation of Staffing Systems
Staffing process Staffing process resultsStaffing costsCustomer satisfaction
13-17
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
Staffing Process Results
Quantitative indicators indicate effectiveness and efficiency of staffing system Exh. 13.6: Using
Metrics for Staffing Process Evaluation
13-18
13-19
Staffing Metrics
Staffing metrics are useful barometers to gauge pulse of staffing flowProvide objective, “bottom line” resultsUseful for comparative purposes
Split sample techniquesLongitudinal analysisCompare to benchmarks
13-20
Ex. 13.7 Common Staffing Metrics
13-21
Calculating Staffing Metrics: Examples
Number of positions filled count of the number of individuals who accepted
positions during the fiscal year. Time-to-fill openings
the number of days it takes for a job requisition to result in a job acceptance by a candidate.
Hiring cost estimates 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 total staffing costs/total compensation recruited
13-22
Customer Satisfaction
Managers Questions focus on elements like communication,
timeliness, candidate quality, test quality, and service focus
Ex. 13.10 Examples of Survey Items for Assessing Manager’s Satisfaction With Staffing Services
Job Applicants Questions focus on communication, perceived
fairness of the system, and opinion of the organization as a whole
Ex. 13.11 Sample Job Applicant’s Satisfaction Survey Questionnaire
13-23
Discussion Questions
In developing a report on the effectiveness of the staffing process being conducted for entry-level jobs, what factors would you address and why?
13-24
Legal Issues
Record-keeping, privacy, and reports
EEO Report
Legal Audits
Training
Dispute resolution
13-25
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 of reports
Exh. 13.14: Employer Information Report EEO-1 Form
Audits
13-26
Dispute Resolution
Negotiation Discuss complaint with goal of resolving it
Fact finding Neutral person investigates complaint
Peer review Employees and managers work together in a panel
Mediation Neutral person helps to find a solution
Arbitration Neutral person makes a decision binding on the
parties
13-27
Discussion Questions
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?
13-28
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.