Sie sind auf Seite 1von 28

Part 6: Staffing System and Retention Management

Chapter 13: Staffing System Management Chapter 14: Retention Management

McGraw-Hill/Irwin

Copyright 2009 by The McGraw-Hill Companies, Inc., All Rights Reserved.

Part 6: Staffing System and Retention Management


Chapter 13: Staffing System Management

Staffing Organizations Model


Organization
Mission Goals and Objectives

Organization Strategy

HR and Staffing Strategy

Staffing Policies and Programs Support Activities Core Staffing Activities


Legal compliance Planning Recruitment: Selection: Employment:
Decision making, final match
External, internal

Measurement, external, internal

Job analysis

Staffing System and Retention Management


13-3

Chapter Outline

Administration of Staffing Systems

Organizational Arrangements Jobs in Staffing Policies and Procedures Technology Outsourcing

Evaluation of Staffing Systems Staffing Process Staffing Process Results Calculating Staffing Metrics Customer Satisfaction Legal Issues Record Keeping and Privacy Audits Training for Managers and Employees Dispute Resolution

13-4

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? 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?

13-5

Administration of Staffing Systems


Organizational arrangements Jobs in staffing

Policies and procedures


Technology Outsourcing
13-6

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


13-7

Jobs in Staffing

Entry occurs as specialist in recruiting and interviewing Mobility may involve both traditional and nontraditional career tracks Jobs are becoming more customer focused and facilitative Increasing numbers of jobs are found in staffing firms New type of job -- Chief Talent Officer or VP for Talent Acquisition Exhs. 13.2 and 13.3: Staffing Jobs
13-8

Policies and Procedures

Indicate desirable courses of action and steps to implement action

Policy

Guiding principle or objective sought through appropriate actions Prescribed steps of acting in similar situations

Procedure

Exh. 13.4: Staffing Topics in CompuServes HR Policy Manual


13-9

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 activities Ability to streamline processes

13-10

Ex. 13.5 Human Resources Information Systems for Staffing Tasks

13-11

Ex. 13.5 Human Resources Information Systems for Staffing Tasks

13-12

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
Expertise, flexibility, time savings, service quality, reduction of legal liability, and cost reduction
13-13

Strategic and operating reasons to outsource

Ex. 13.6 Comparing Outsourced vs. In-House Staffing

13-14

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?

13-15

Evaluation of Staffing Systems


Staffing process Staffing process results Staffing costs Customer satisfaction

13-16

Staffing Process

Concept

Establishes and governs the flow of employees into, within, and out of the organization
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

Reasons to use a well-planned staffing system


13-17

Staffing Process Results

Quantitative indicators indicate effectiveness and efficiency of staffing system

Exh. 13.7: Evaluation of Staffing Process and Results

13-18

Staffing Metrics

Staffing metrics are useful barometers to gauge pulse of staffing flow


Provide objective, bottom line results Useful for comparative purposes

Split sample techniques Longitudinal analysis Compare to benchmarks

13-19

Ex. 13.9 Common Staffing Metrics

13-20

Calculating Staffing Metrics: Examples

Number of positions filled

count of the number of individuals who accepted positions during the fiscal year.
the number of days it takes for a job requisition to result in a job acceptance by a candidate. sum of advertising, agency fees, employee referrals, travel costs for applicants and staff, relocation costs, and pay and benefits for recruiters total staffing costs/total compensation recruited
13-21

Time-to-fill openings

Hiring cost estimates

Staffing cost or efficiency ratio

Customer Satisfaction

Managers

Questions focus on elements like communication, timeliness, candidate quality, test quality, and service focus Ex. 13.2 Examples of Survey Items for Assessing Managers Satisfaction With Staffing Services
Questions focus on communication, perceived fairness of the system, and opinion of the organization as a whole Ex. 13.13 Sample Job Applicants Satisfaction Survey Questionnaire

Job Applicants

13-22

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?

13-23

Legal Issues

Record-keeping, privacy, and reports

Audits

Training

Dispute resolution
13-24

Legal Issues

Record keeping, privacy, and reports

Creation and maintenance of records


Four purposes of records Exh. 13.14: Federal Record-Keeping Requirements

Privacy concerns Preparation of reports

Exh. 13.15: Employer Information Report EEO-1 Form

Audits
13-25

Dispute Resolution

Negotiation

Discuss complaint with goal of resolving it


Neutral person investigates complaint

Fact finding

Peer review

Employees and managers work together in a panel


Neutral person helps to find a solution Neutral person makes a decision binding on the parties
13-26

Mediation

Arbitration

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?

13-27

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.
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.
13-28

Issue 2