Human Resource and Staffing Decisions

• HRM objectives include ensuring proper staffing, optimizing effectiveness, aligning strategy with objectives, and complying with laws.
• Strategic HRM involves designing and implementing policies to align human capital with strategic objectives.

Human Resource Management Processes

• HR planning
• Recruitment
• Employee selection
• Onboarding
• Learning and development
• Performance appraisals
• Compensation and benefits
• Safety and health
• Labor relations
• Retention/dismissal
• Developing competent, high-performing workers

Staffing Cycle Framework Decisions

• Initialization: D1, D2
• Matching: D3, D4, D5
• Employment: D6, D7
• Staffing decisions are divided in the cycle framework and are either controlled by individuals or by organizational decision makers

Staffing Decisions Breakdown

• D1: Whether to join the workforce - Controlled by individuals
• D2: What positions to fill - Controlled by organizational decision makers.
• D3: Whether to apply for a position - Controlled by individuals.
• D4: Identifying who will receive offers - Controlled by organizational decision makers.
• D5: Whether to accept an offer - Controlled by individuals.
• D6: Whether to retain an employee - Controlled by organizational decision makers.
• D7: Whether to leave a position - Controlled by individuals.

SCF Insights into Staffing

• Decisions versus processes: Staffing involves both decisions and ongoing processes
• Sequential dependence: Decisions in the staffing process are dependent on each other.
• Temporal separation: There is a separation of time between decisions and their effects.
• Alternating decision control: Control alternates between the organization and the applicant.
• Boundaries of the staffing system: The limits and scope must be defined.

D1 - Joining the Workforce

• The organization is a decision influencer
• Potential workforce participants control the decision to join the workforce
• Considerations include: Should I work at all? How much do I want to work? What benefits? What compensation?

D2 - Job Design

• The organization controls the job design, which affects the appeal to applicants
• Influenced by; responsibilities, authority levels, difficulty, and factors for selection
• Potential workforce participants are decision influencers; job must align with their needs

D3 - Attracting Applicants

• The organization is a decision influencer that aims to attract sufficient, high-quality applicants and establish the value of staffing
• Applicants control the decision and consider what they want

D4 - Selection

• The organization controls the decision of who to offer positions to
• Methods are used to maximize validity and optimize costs.
• Applicants are decision influencers and consider what they want

D5 - Job Acceptance

• Will the employee accept an offer, with considerations such as signing bonuses
• The applicant controls the decision of what they want

D6 - Retaining the Employee

• Employee retention is where the organization controls the decision regarding the position and employee performance
• Job holders are decision influencers and consider what they want

D7 - Employee's Decision to Stay

• The organization is a decision influencer
• Retaining employees where job holders control the decision based on their needs being met Organizations use retention incentives

D1 - Workforce Considerations

• U.S. population is 340.1M, with a workforce of 170.7M and 100M not in it
• The unemployment rate is 4.1%, with 6.89M unemployed U.S. citizens
• The median wage is $1,192 weekly, about $60k annually.
• Considerations when joining or leaving the workforce include reservation wage, daycare costs, personal wealth, health, economic factors, and technological innovation

Statistical Techniques for Staffing

• Trend analysis: Projects future staffing needs based on past changes in positions
• Ratio analysis: Estimates the impact of output changes on required employee numbers using productivity ratios
• Correlational analysis: Estimates the relationship between predictor variables and outcomes to assess the validity of predictors
• Regression analysis: Predicts employee requirements using factors beyond just employee numbers

Designs for Studying Staffing

• Includes experimental, quasi-experimental, and non-experimental methods
• Experimental: Randomly assign subjects to treatment and control groups to evaluate results.
• Quasi-experimental: capitalizes on naturally occurring events
• Non-experimental: Examines relationships between studied variables, but cannot identify causation

Sampling Considerations

• Sample representativeness and size are determinants in studying staffing
• Non-representative samples limit the generalizability of study results
• Larger samples reduce the effects of sampling error, which is the difference between the population value and the sample value

Financial Analysis Concepts

• Fixed and variable costs
• Opportunity cost
• Time value of money
• Value of employee time saved
• Benefit-cost analysis
• Breakeven analysis
• Sensitivity analysis

Planning for Retirement

• Key considerations: How much money is needed? At what age? And how long do you expect to live? What is your current age? What would you estimate the inflation rate to be in the future?

Influencing Organizational Outcomes

• Four avenues: Add new value-added activities, redesign current processes for efficiency, improve existing processes, and reduce negative impacts of non-compliance.

D2 - Decision to Create a Job

• Creating a job or jobs to add to current jobs
• In theory creating more value to the organization than the cost of salary, benefits, and other costs
• A large number of people should be capable of performing the job well
• People would be attracted to doing the job well
• Identification of characteristics is important and that would lead to better performance
• Judge how well people perform that job

HR Planning

• HR planning forecasts the organization's talent needs creating action plans
• Serves as the foundation for staffing actions
• Considers staffing needs within the external environment to recruit, select, and evaluate effectively

HR Planning Goals

• The focus is to determine the right number of people to hire, for what jobs, with what skills, at what places and times

Job Definition

• A job is a set of responsibilities, tasks, and prescribed behaviors

Patterns of Task Assignment

• Generalists: perform every job
• Specialists: assigned subset of the tasks

Questions to Consider

• All jobs contribute equally, and are all jobs equally attractive?

Job Design Approaches

• Scientific management
• Humanistic/motivational
• Ergonomic/human factors
• Perceptual/motor approach

Other Job Design Issues

• Task interdependence
• Teams
• Gig or contract work
• Ability to work remotely
• Full time versus part time
• Definition of the work week
• Compensation and benefits
• Eligibility for overtime

Individual Job Performance

• Improve individuals job performance using direct determinant of individual outcome, environment, tactics, effort, skillfulness, behavior

Job Analysis

• Involves job description and job specification
• Serves a primary source document for recruitment (D3) and has implications for D1, D5, and D7
• The Job specification is the primary source document for selection (D4), and also has implications for D2 and D6
• Job analysis is for internal processes; not designed for sharing outside the organization, but the components of the analysis are ok to share.
• They include the characteristics of positions and potential applicants/employees

Utility Analysis

• Involves understanding contexts and interventions on staffing organizations

    U = N *T *rxy * ΔZx * SDY
  

• Where U = Utility, N = Number of individuals impacted, T = time period, r_xy = validity of the system, AZ_x = performance score change, SDy = standard deviation of performance in dollars

The Z-Score

• Variables are reported in meaningful metrics or the metric not meaningful on its own

Formulas for Z-Score and Interpretation

• Zx represents individuals position expected in future job performance
• Tells us where it will land above or below (deviation units)
• Compare performance by finding the difference between their scores

Validity Coefficient R_xy

• r_xy is the string between applicant job performance
• R_xy provides an better estimate understanding Y, and future job performance
• From -1 to 1, +1 being perfect, .00 reflects association

Standard Deviation of Performance in Dollars SD_y

• SDy is used estimate is performance is worth
• The value differs across jobs as well as contribution to the organization
• How variable to performance in a job, this could be the individuals flexibility and autonomy

Estimates for SDy

• Includes measure act performance to develop approach conversion, have subject matter expertise
• Develop a rough estimate by taking 40% times salary (the way we do it in class)

Recruitment and Utility

• The result of utility analysis calculations is a comparison of two conditions; NOT a estimate
• SDy do not value of direct job, this allows to hire using different tools, or under conditions to the same job
• That, without value the difference, represents the difference using the values offered by randomly selecting individuals

Recruitment

• Deciding what positions to look at and how encourage the right people Recruitment Concerns; applicant type, big numbers, time, and cost

General Approaches for Recruitment

• Open recruitment: Casting to net to identified potential applicants
• Targeted markets: the labor identify segments are likely

Recruitment Administration

• Centralized vs. decentralized
• In house vs externals
• Timing
• ROI and budget

Recruitment Guide

• A document attract applicant, contains the steps needed with staff requirements to fill

Applying/Applicant Reactions

• Job characteristics
• Organization characteristics
• Recruiter
• Application

Diversity

• Use tailing with KSAO profiles with specific groups

Types of Communication Messages

• Employment brand: focus the great place in there
• Target the message: focus on the audience
• Realism: portray what they applicant the most, and see it, how see it

Communication Media

• Advertisement
• Banners
• Radio
• Brochure
• Video conference
• Media, word of mouth

Organizational Recruitment Sources

• University
• Staffing agencies
• Executive firms
• Social worker
• Job fairs

Recruit Plans

• Identify who the recruitese
• Skills
• Abilities need
• Where you you the skill sets

Identifying Communication Channels

• How to get aware
• Determine message
• What needs to said to them

Explore the objectives of Human Resource Management, including strategic alignment and compliance. Learn about HRM processes like recruitment, onboarding, and performance appraisals. Understand the staffing cycle framework and individual vs organizational decision-making.