Homework answers / question archive / Accessibility View Chapter 1 Strategic Staffing Staffing for Competitive Advantage Strategic Staffing provides a competitive advantage is something that a company can do differently from its competitors that allows it to perform better, survive, and succeed in its industry

Accessibility View Chapter 1 Strategic Staffing Staffing for Competitive Advantage Strategic Staffing provides a competitive advantage is something that a company can do differently from its competitors that allows it to perform better, survive, and succeed in its industry

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Chapter 1 Strategic Staffing

Staffing for Competitive Advantage

Strategic Staffing provides a competitive advantage is something that a

company can do differently from its competitors that allows it to perform

better, survive, and succeed in its industry.

Every company’s employees create, enhance, or implement the company’s

competitive advantage.

Where do these employees come from?It all begins with the staffing

process.

Why Is Staffing Important?

· Staffing outcomes determine who will work for and represent the

· employer, and what its employees will be willing and able to do.

· Staffing influences the success of future training, performance

· management, and compensation programs, as well as the organization’s

· ability to execute its business strategy.

What Is Strategic Staffing?

· Definition: The process of staffing an organization in future-oriented and

· goal-directed ways that support the organization’s business strategy and

· enhance organizational effectiveness.

· This involves the movement of people into, through, and out of the

· organization.

How does Strategic Staffing Differ from Traditional Staffing?

· Traditional staffing:

· Less tied to strategy

· More reactive and likely to be done in response to an opening

· Lacks continuous improvement effort

· Strategic staffing systems incorporate:

· Longer-term planning

· Alignment with the firm’s business strategy

· Alignment with the other areas of HR

· Alignment with the labor market

· Targeted recruiting

· Assessing factors related to job success & longer-term potential

· The evaluation of staffing outcomes against pre-identified goals

The Components of Strategic Staffing

Workforce Planning

Workforce planning is the process of predicting an organization’s future

employment needs, and the availability of current employees and external

hires to meet those employment needs, and execute the organization’s

business strategy.

It Usually involves both the hiring manager and a staffing specialist and

can be short-term, focusing on an immediate hiring need, or long-term,

focusing on the organization’s needs in the future. Workforce planning is

better strategically the more it addresses both the firm’s short- and long-

term needs.

Sourcing and Recruiting Talent

· Sourcing: locating qualified individuals and labor markets from which to

· recruit.

· Recruiting: all organizational practices and decisions that affect either

· the number or types of individuals willing to apply for and accept job

· offers.

Sourcing identifies people who would be good recruits. Recruiting

activities entice them to apply to the organization and accept job offers, if

extended.

Selecting and Acquiring Talent

· Selecting: assessing job candidates and deciding whom to hire.

· Operates in a strong legal context.

· Acquiring: involves putting together job offers that appeal to chosen

· candidates, and persuading job offer recipients to accept those job offers

· and to join the organization.

· Negotiations usually result in employment contracts.

Deploying Talent

· Deploying: assigning talent to appropriate jobs and roles in the

· organization .

· Succession planning and career development enhance deployment

· options.

· Socializing: the process of familiarizing newly hired and promoted

· employees with their job, workgroup, and organization as a whole.

Retaining Talent

· Succession management and career development are effective tools.

· Turnover of high performers can be expensive.

· Turnover of low performers can be beneficial.

· Retention saves money in recruiting and hiring replacements for those

· leaving.

Matchmaking Process

· Recruiting and selection are interdependent, two-way processes in which

· both employers and recruits try to look appealing to the other while

· learning as much as they can about their potential fit.

· Applicants and organizations choose each other.

· Recruitment continues until the person is no longer a viable job

· candidate, or until a job offer is accepted and the person reports for

· work.

· Some firms continuously “recruit” current employees to maintain their

· attractiveness as an employer and enhance retention.

Videos: Importance of Staffing

· “ Steve Jobs, Thinking About Recruiting ” (2:57)

· “Importance of Hiring the Best Employees” (1:44)

The Goals of Strategic Staffing

Staffing Goals

· Process Goals—during the hiring process

· Attracting sufficient numbers of appropriately qualified applicants

· Complying with the law and organizational policies

· Fulfilling any affirmative action obligations

· Meeting hiring timeline goals

· Staffing efficiently

Outcome Goals—after hire

· Hiring successful employees

· Hiring individuals who will be eventually promoted

· Reducing turnover rates among high performers

· Hiring individuals for whom the other HR functions will have the

· desired impact

· Meeting stakeholder needs

· Maximizing the financial return on the firm’s staffing investment

· Enhancing employee diversity

· Enabling organization flexibility

· Enhancing business strategy execution

· Should be aligned with improving the strategic performance of the

· staffing system.

· The primary staffing goal is to match the competencies, styles, values,

· and traits of job candidates with the requirements of the organization

· and its jobs.

· Strategic staffing goes even further and enables the organization to

· better execute its business strategy and attain its business goals.

· Staffing goals should be consistent with the goals and needs of all

· stakeholders in the staffing process, including applicants and hiring

· managers.

Integration With Other of HRM

Videos: Human Capital Supply Chain

· “Talent Supply Chain Analytics Platform” (3:45)

· “Fighting Labor Abuse in Your Supply Chain” (2:54)

Current Issues in Staffing

· Workforce diversity

· Retention

· Attractive culture and employer reputation

· Ethics

· Staffing technology

· Staffing analytics

Ethics

Common Ethical Issues

· Pressure to hire a relative

· Unconscious bias

· Misleading job seekers

· Being asked to discriminate in a hiring or promotion decision

· Lowering standards to meet hiring goal

· Human rights abuses

Staffing Ethics

· An ethical decision is morally acceptable to the larger community.

· Rather than “avoiding doing wrong,” most ethical challenges are about

· “how to do the most good”

· Codes of conduct help employees understand behavioral expectations

Ethical Staffing Schema

· A schema is a pattern of thought that organizes information to aid in

· processing it.

· Exposure to numerous examples of ethical standards, issues, and

· considerations, as well as a variety of possible decisions and their

· consequences for all stakeholders, helps build a strong ethical staffing

· schema.

Staffing Analytics

· Involves the application of software and research methodology to

· statistically analyze staffing-related data with the goal of optimizing

· staffing systems

· Defining, standardizing, and tracking key performance indicators (KPIs)

· enables employers to analyze trends; understand drivers of diversity,

· performance, engagement, and turnover; and make better decisions.

 

Staffing Technology

· Recruitment tracking systems

· Human resource information systems

· Live and asynchronous video interviews

· Artificial intelligence

· Chatbots

· Social media

· Blockchain

Internet Staffing Resources

· The Equal Employment Opportunity Commission

· Electronic Recruiting Exchange

· O*Net Center

· Society for Human Resource Management

· World at Work

· There are many more…

Strategic Staffing 4th edition © 2020 Chicago Business Press. All Rights

Reserved. May not be scanned, copied or duplicated, or posted to a

publicly accessible website, in whole or in part

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