CHAPTER 8:

STAFFING
Copyright 2005 South-Western. All rights reserved.

Quiz
Quiz 33 SHRM
SHRM 21/04/2016
21/04/2016

1. What is the difference between Temporary & Permanent

Staffing? Under what conditions and strategies do you apply the
two methods.?
2. What are the advantages/ disadvantages of Internal and External
recruitment. Which of the strategies support Internal or External
recruitment.?

Copyright 2005 South-Western. All rights reserved.

12

Staffing
Staffing
Staffing
Staffing
Process
Processofofrecruiting
recruiting&&selecting
selectingprospective
prospective
employees
employees
Has
Hassignificant
significantimpact
impacton
onorganizations
organizationsbottom
bottomline
line
Requires
Requiresstaffing
staffingprocess
processto
tobecome
becomestrategically
strategically
focused
focused

Recruitment
Recruitment&&selection
selectionactivities
activitiesoffer
offerorganization
organization
numerous
numerouschoices
choicestotofind
find&&select
selectnew
newemployees
employees
Staffing
Staffingdecisions
decisionsneed
needtotoensure
ensureemployees
employeesfitfit
organizations
organizationsculture
culture
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13

Recruiting
Recruiting
Temporary
Temporary versus
versus permanent
permanent employees
employees
Increase
Increaseheadcount
headcounttemporarily
temporarilyor
orpermanently
permanently
should
shouldbe
bestrategically-driven
strategically-driven
Basis
Basisfor
fordecisions
decisionsisisHR
HRforecast
forecast
Temporary
Temporaryemployees
employeesless
lesscostly
costly
Temporary
Temporaryheadcount
headcountincreases
increasescan
canbe
beobtained
obtained
from
fromspecialized
specializedagencies
agencies
Headcount
Headcountincreases
increasescan
canbe
beavoided
avoidedby
by
subcontracting
subcontractingwork
work
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14

Exhibit
Exhibit8-1
8-1

Advantages
Advantages &
& Disadvantages
Disadvantages of
of Internal
Internal &
&
External
External Recruiting
Recruiting

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15

Recruiting
Recruiting
When
When &
& how
how extensively
extensively to
to recruit
recruit

When
Whendo
dorecruiting
recruitingefforts
effortsneed
needtotobegin?
begin?
How
Howlarge
largean
anapplicant
applicantpool
poolneeded?
needed?
Data
Datafrom
frompast
pastrecruiting
recruitingefforts
effortsutilized
utilized
To
Toanswer
answerquestions
questionswhere
wherefeasible
feasible
Adjust
Adjustfor
forchanged
changedconditions
conditions

Yield
Yield ratios
ratios

Offer
Offerinformation
informationon
onhow
howmany
manyapplicants
applicantseliminated/remain
eliminated/remain
atateach
eachstep
stepininrecruitment
recruitmentprocess
process
Can
Candetermine
determineproper
properorornecessary
necessarysize
sizeofofapplicant
applicantpool
pool

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16

Exhibit
Exhibit8-2
8-2

Recruiting
Recruiting Pyramid
Pyramid

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17

Exhibit
Exhibit8-3
8-3

Recruiting
Recruiting Timeline
Timeline

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18

Methods
Methods of
of Recruiting
Recruiting
Informally
Informally or
or formally
formally
Internally
Internally or
or externally
externally
Targeted
Targeted advertising
advertising in
in selected
selected media
media
Recruiting
Recruiting on
on Internet
Internet
Outsourcing
Outsourcing to
to staffing
staffing agencies
agencies
Private
Private Industry
Industry Councils
Councils (PICs)
(PICs)
Executive
Executive search
search firms
firms
On-campus
On-campus recruiting
recruiting
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19

Recruiting
Recruiting on
on Internet
Internet
One
One of
of fastest-growing
fastest-growing recruitment
recruitment methods
methods
More
More cost-effective
cost-effective than
than newspaper
newspaper advertising
advertising
Low
Low cost,
cost, speed,
speed, &
&ability
ability to
to target
target applicants
applicants
with
with technical
technical skills
skills
Allows
Allows applicants
applicants to
to assess
assess interests
interests &
&needs
needs with
with
employers
employersofferings
offerings
Global
Global exposure
exposure to
to potential
potential applicants
applicants
Can
Can cut
cut search
search process
process time
time by
by as
as much
much as
as 75%
75%

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110

Recruiting
Recruiting on
on Internet
Internet
Some
Some potential
potential challenges
challenges
Ensuring
Ensuring security
security
Viruses
Viruses
Access
Access toto unauthorized
unauthorized areas
areas
Disparate
Disparate impact
impact against
against certain
certain protected
protected
classes
classes
Can
Can complicate
complicate reporting
reporting ofof data
data related
related toto
compliance
compliance with
with federal
federal && state
state laws
laws
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111

Selection
Selection Process
Process Issues
Issues
Reliability
Reliability
Consistency
Consistency ofof measurement
measurement
Screening
Screening criteria
criteria should
should elicit
elicit same
same results
results
inin repeated
repeated trials
trials across
across time
time && evaluators
evaluators
Reliability
Reliability influenced
influenced by
by criterion
criterion deficiency
deficiency &&
contamination
contamination errors
errors
Reliability
Reliability isis prerequisite
prerequisite for
for validity
validity

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112

Selection
Selection Process
Process Issues
Issues
Validity
Validity

Degree
Degreetotowhich
whichwhat
whatisisassessed
assessedisisrelated
relatedtotoactual
actual
performance
performance
Ability
Abilitytotoestablish
establishjob-related
job-relatedvalidity
validityisiscrucial
crucialtotoemployers
employers
inindefending
defendingthemselves
themselvesinindiscrimination
discriminationallegations
allegations
Content
Contentvalidity
validityillustrates
illustratesthat
thatmeasure
measureororcriterion
criterionisis
representative
representativeofofactual
actualjob
jobcontent
contentororknowledge
knowledge
Criterion
Criterion(empirical)
(empirical)validity
validitydemonstrated
demonstratedby
byrelationship
relationship
between
betweenscreening
screeningcriteria
criteria&&job
jobperformance
performance

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113

Interviewing
Interviewing Process
Process Issues
Issues
Who
Who should
should be
be involved?
involved?

Prospective
Prospectivesupervisors,
supervisors,peers,
peers,subordinates
subordinates

Which
Which interview
interview format?
format?

Individual
Individualororgroup
groupinterviews
interviews

Common
Common interviewer
interviewer errors
errors
Similarity
Similarityerrors
errors
Contrast
Contrasterrors
errors
First
Firstimpression
impression
Halo
Haloerrors
errors
Personal
Personalbiases
biases

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114

Behavioral
Behavioral Interviewing
Interviewing
Used
Used with
with experienced
experienced &
& inexperienced
inexperienced
applicants
applicants
Asks
Asks about
about situations
situations candidate
candidate isis likely
likely to
to
face
face on
on job
job
Candidates
Candidates can
can present
present real-life
real-life situations
situations
they
they were
were involved
involved in
in &
& how
how they
they handled
handled
them
them

Copyright 2005 South-Western. All rights reserved.

115

Testing
Testing
Work
Work sample
sample tests
tests
Ask
Askapplicant
applicanttotocomplete
completerepresentative
representativesample
sampleofof
actual
actualwork
work

Trainability
Trainability tests
tests
Measure
Measure

Aptitude
Aptitudein
incertain
certainareas
areas
Ability
Abilityto
tounderstand
understandcritical
criticaljob
jobcomponents
componentsthat
that
firm
firmwill
willteach
teachnew
newhires
hires

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116

Testing
Testing
Realistic
Realistic job
job previews
previews
Make
Makeapplicants
applicantsaware
awareofofboth
bothpositive
positive&&negative
negative
aspects
aspectsofofjob
job
Decrease
Decreaselikelihood
likelihoodnew
newemployee
employeewill
willbecome
become
dissatisfied
dissatisfied
Increase
Increaselikelihood
likelihoodofofcandidates
candidatesself-selecting
self-selectingout
out
ofofposition
position

Personality
Personality testing
testing isis useful
useful in
in anticipating
anticipating
how
how applicants
applicants are
are likely
likely to
to behave
behave
Copyright 2005 South-Western. All rights reserved.

117

Exhibit
Exhibit8-4
8-4

The
The Big
Big Five
Five Personality
Personality Dimensions
Dimensions
Personality Dimension

Characteristics of Person Scoring

Positively on Dimension

1) Extraversion

Outgoing, talkative, social, assertive

2) Agreeableness

Trusting, good-natured, cooperative,

soft-hearted

3) Conscientiousness

Dependable, responsible,
achievement-oriented, persistent

4) Emotional stability

Relaxed, secure, unworried

5) Openness to experience

Intellectual, imaginative, curious,

broad-minded

Copyright 2005 South-Western. All rights reserved.

118

Other
Other Testing
Testing Methods
Methods
Personality
Personality testing
testing
Useful
Usefultotoanticipate
anticipatehow
howapplicants
applicantslikely
likelytotobehave
behave
Few,
Few,ififany,
any,jobs
jobsrequire
requirespecific
specificpersonality
personalitytype
type
Have
Havebeen
beensuccessfully
successfullychallenged
challengedinincourt
court

Physical
Physical testing
testing
Restricted
Restrictedunder
underADA
ADAtototesting
testingonly
onlyfor
forspecific
specific
critical
criticaljob-related
job-relatedphysical
physicalperformance
performance
requirements
requirements

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119

Other
Other Testing
Testing Methods
Methods
Honesty
Honesty testing
testing
Declined
Declinedsince
sincepassage
passageofof Polygraph
PolygraphProtection
ProtectionAct
Act
inin1988
1988

Drug
Drug testing
testing
Challenged
Challengedinincourts
courtsas
as invasion
invasionofofprivacy
privacy

References
References
Little
Littleinformation
informationavailable
availabledue
duetotoformer
formeremployer
employer
fears
fearsofofliability
liabilityfor
forlibel,
libel,slander
slander&&defamation
defamation

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120

Selection
Selection for
for International
International
Assignments
Assignments
Reasons
Reasons for
for failure
failure on
on international
international
assignments
assignments
Interpersonal
Interpersonal&&acculturation
acculturationabilities
abilities
Rarely
Rarelytechnical
technicalskills
skills

Test
Test employees
employeesadaptability,
adaptability, openopenmindedness,
mindedness, ability
ability to
to tolerate
tolerate uncertainty
uncertainty
&
& ambiguity
ambiguity &
& independence
independence
Interview
Interview &
& screen
screen family
family members
members who
who
would
would accompany
accompany employee
employee
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121

Exhibit
Exhibit8-4
8-4

Strategic
Strategic Issues
Issues in
in Staffing
Staffing

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122

Reading
Reading8.1
8.1

Hiring
Hiring for
for Organization,
Organization, Not
Not Job
Job
New
New model
model of
ofselection
selection geared
geared toward
toward hiring
hiring
whole
whole person
person who
who fits
fits into
into organizations
organizations
culture
culture
Strong
Strong situation
situation
Intensity
Intensityofofsituation
situationsuppresses
suppressesvariation
variationininbehavior
behavior
attributable
attributabletotoperson
person

Weak
Weak situation
situation

Allows
Allowsrange
rangeofofemployee
employeeresponses
responsestotowork
workrequirements
requirements

In
In organizations
organizations that
that are
are weak
weak situations
situations

More
Moreimportant
importanttotodo
dogood
goodjob
jobofofhiring
hiringright
rightpeople
people

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123

Reading
Reading8.1
8.1

Hiring
Hiring Process
Process for
for PersonPersonOrganization
Organization Fit
Fit
Assess
Assess overall
overall work
work environment
environment
Job
Jobanalysis
analysis
Organizational
Organizationalanalysis
analysis

Infer
Infer type
type of
of person
person required
required
Technical
Technicalknowledge,
knowledge,skills
skills&&abilities
abilities
Social
Socialskills
skills
Personal
Personalneeds,
needs,values
values&&interests
interests
Personality
Personalitytraits
traits
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Reading
Reading8.1
8.1

Hiring
Hiring Process
Process for
for PersonPersonOrganization
Organization Fit
Fit

Design
Design rites
rites of
of passage
passage for
for organization
organization entry
entry
that
that allow
allow both
both organization
organization and
and applicant
applicant to
to
assess
assess their
their fit
fit
Tests
Testsofofcognitive,
cognitive,motor
motor&&interpersonal
interpersonalabilities
abilities
Interviews
Interviewsby
bypotential
potentialcoworkers
coworkers&&others
others
Personality
Personalitytests
tests
Realistic
Realisticjob
jobpreviews,
previews,including
includingwork
worksamples
samples

Reinforce
Reinforce person-organization
person-organization fit
fit at
at work
work

Reinforce
Reinforceskills
skills&&knowledge
knowledgethrough
throughtask
taskdesign
design&&training
training
Reinforce
Reinforcepersonal
personalorientation
orientationthrough
throughorganization
organizationdesign
design

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125

Reading
Reading8.1
8.1

Potential
Potential Benefits
Benefits &
& Problems
Problems with
with
Hiring
Hiring for
for Person-Organization
Person-Organization Fit
Fit
Potential
Potential benefits
benefits

More
Morefavorable
favorableemployee
employeeattitudes
attitudes
More
Moredesirable
desirableindividual
individualbehaviors
behaviors
Reinforcement
Reinforcementofoforganizational
organizationaldesign
design

Potential
Potential problems
problems

Greater
Greaterinvestment
investmentofofresources
resourcesininhiring
hiringprocess
process
Relatively
Relativelyundeveloped
undeveloped&&unproven
unprovensupporting
supportingselection
selection
technology
technology
May
Maybe
bedifficult
difficulttotouse
usefull
fullmodel
modelwhere
wherepayoffs
payoffsare
aregreatest
greatest
Lack
Lackofoforganizational
organizationaladaptation
adaptation

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126

Reading
Reading8.2
8.2

Reasons
Reasons for
for Expatriate
Expatriate Early
Early
Departure
Departure
Not
Notperforming
performingjob
jobeffectively
effectively 48.4%
48.4%
Received
Receivedother,
other,more
morerewarding
rewardingoffer
offer(other
(otherco.)
co.) 43.7%
43.7%
Expatriate
Expatriateor
orfamily
familynot
notadjusting
adjusting 36.6%
36.6%
Expatriate
Expatriateor
orfamily
familymissing
missinghome
home31.0%
31.0%
Received
17.2%
Receivedmore
morerewarding
rewardingoffer
offer(current
(currentco.)
co.)
17.2%
Unable
10.3%
Unableto
toadjust
adjustto
todeprived
deprivedliving
livingstandards
standards
10.3%
Concerned
10.3%
Concernedwith
withproblems
problemsof
ofsafety
safety&
&health
health
10.3%
Believed
7.1%
Believedchildrens
childrenseducation
educationwas
wassuffering
suffering
7.1%
Feared
7.1%
Fearedassignment
assignmentwould
wouldslow
slowcareer
careeradvance
advance
7.1%
Spouse
6.1%
Spousewanted
wantedcareer
career
6.1%
Compensation
Compensationpackage
packageinadequate
inadequate 0.0%
0.0%

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127

Reading
Reading8.3
8.3

Frequently
Frequently Mentioned
Mentioned Obstacles
Obstacles to
to Global
Global
Staffing
Staffing System
System
Legal
Legalrequirements
requirementsacross
across
countries/regions
countries/regions
Education
Educationsystem
systemacross
across
countries/regions
countries/regions
Economic
Economicconditions
conditionsacross
across
countries/regions
countries/regions
Ability
Abilitytotoacquire
acquire&&use
use
technology
technology
Labor
Labormarket
marketvariations
variations
Value
Valuedifferences
differencesacross
across
cultures
cultures
Availability
Availabilityof
ofoff-the-shelf
off-the-shelf
translated
translatedtools
tools
Copyright 2005 South-Western. All rights reserved.

Level
Levelof
ofHR
HRexperience
experiencevaries
varies
across
acrossregions
regions
Role
Roleof
ofHR
HRininhiring
hiringvaries
varies
across
acrossregions
regions
Familiarity
Familiaritywith
withaatool
toolor
or
practice
practicevaries
varies
Misperceptions
Misperceptionsthat
thatsomething
something
isisaacultural
culturaldifference
difference
Limited
Limitedlocal
localresources
resourcesfor
for
implementation
implementation
Beliefs
Beliefsabout
aboutwhether
whetheraaglobal
global
system
systemisisUS-centric
US-centricor
or
imposed
imposed
128

Reading
Reading8.3
8.3

Frequently
Frequently Mentioned
Mentioned Benefits
Benefits to
to Global
Global
Staffing
Staffing System
System
Global
Globaldatabase
databaseof
ofqualified
qualified
talent
talent
Quick
Quickidentification
identificationof
of
candidates
candidatestotomeet
meetneeds
needsof
of
specific
specificlocation
location
Provision
Provisionof
ofconsistent
consistent
message
messageabout
aboutcompany
companytoto
candidates
candidatesworldwide
worldwide
Quality
Qualityof
ofall
allhires
hiresisisensured
ensured
Better
Betterunderstanding
understandingof
of
country/regional
country/regionalneeds
needsby
byall
all
HR
HR

Copyright 2005 South-Western. All rights reserved.

Global
Globalsuccession
successionplanning
planningisis
enabled
enabled
Global
GlobalHR
HRpersonnel
personnelhave
have
access
accesstotothe
thelatest
latestversions
versionsof
of
products/tools
products/tools
Shared
Sharedvision
visionof
ofHR
HRglobally
globally
Comparisons
Comparisonsof
ofstaffing
staffingresults
results
across
acrosslocations
locations
Global
Globaldatabase
databaseas
asinternal
internal
benchmark
benchmarkof
ofachievement
achievementinin
different
differentparts
partsof
ofworld
world

129