Staffing Strategy Overview

Staffing Strategy

• Requires key decisions about the acquisition, deployment and retention of organization’s workforce
• Two main considerations:
  • Staffing Levels: How many people do you need? Headcount
  • Staffing Quality: What are the skills, knowledge, and abilities needed?

Staffing Levels

• 9 staffing levels that fall on staffing strategy:
  • Acquire or Develop Talent: Should you hire or train?
  • Hire Yourself or Outsource: Small and mid-sized companies may outsource this task
  • External or Internal Hiring: Should you prefer employees already in the organization, or go outside?
  • Core or Flexible Workers: Core workers are regular full-time employees, while flexible workers are temporary, contract, or part-time employees.
  • Hire or Retain: Hire more staff or focus on retaining current employees?
  • National or Global: Outsourcing is moving processes to another vendor, while offshoring is creating operations in another country
  • Attract or Relocate: Move employees to the company or move the company to employees?
  • Overstaff or Understaff: Overstaffing can lead to higher costs, understaffing can be detrimental to productivity and business goals
  • Exceptional or Acceptable Workforce Quality: Are you requiring exceptional quality, or accepting a more "ballpark" level of quality?

Staffing Ethics

• Three core ethical considerations:
  • Raise Ethical Expectations: Promote ethical behavior and expectations for employees.
  • Legitimize dialogue about ethical issues: Encourage open discussion and debate about ethical issues.
  • Ensure the selection process address legal, environmental, organizational, and individual interests.

Selection Process

• Steps in developing a selection program:
  • Job Analysis Information: Gathering information about the job to identify key skills and qualifications
  • Identifying Relevant Job Performance Measures: How will you assess and measure job performance?
  • Identification of Worker Characteristics: What are the key skills, knowledge, abilities (KSAOs) required for success?
  • Development of Assessment Devices: How will you test candidates, and what measures will you use to assess their competence?
  • Validation of Assessment Devices: Ensure the assessment tools are reliable and accurately predict job performance.
  • Use of Assessment Devices in the Processing of Applicants: Apply the assessment tools objectively and fairly to all candidates.
  • Placement: The movement of employees within the organization through promotions, transfers, and new projects

Placement

• Orientation: A process to acculturate new employees into the organization, and help them adjust to their jobs and the work environment

• Orientation Objectives:

  • Gain employee commitment.
  • Reduce anxiety.
  • Help employees understand organizational expectations.
  • Conveying expectations of the job and the organization

• Welcome to the Company: Formal greetings and introductions, possibly from HR and CEO

Limitations of HR Planning

• The future is Uncertain
• There are many factors such as technological, political, cultural, and economic events that can affect employment opportunities.
  • How do you forecast the future workforce?
• Offer-to-Hire Considerations:
  • Starting pay
  • Salary progression
  • Starting date
  • Tenure of the Employment.
  • Benefits
  • Other points of negotiation.

Appointment Action

• The beginning stage of the Placement and deployment process.