Recruit, Placement & Staffing: Midterm Spring 2020

QUICK REFERENCE TO 1- 4 CHAPTERS

CHAPTER 1:
 Strategic Staffing - The process of staffing an organization in future-oriented and goal-
directed ways that support the organization’s business strategy and enhance
organizational effectiveness.
 Staffing – is the process of acquiring, deploying, and retaining a workforce of sufficient
quantity and quality to create positive impacts on the organization’s effectiveness
 Workforce Planning - 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.
 Sourcing - locating qualified individuals and labor markets from which to recruit. It
identifies people who would be good recruits.
 Recruiting - all organizational practices and decisions that affect either the number or
types of individuals willing to apply for and accept job offers. Making decisions and
engaging in practices that affect either the number or types of individuals willing to apply
for and accept job offers. Recruiting activities entice them to apply to the organization
and accept job offers, if extended.
 Selecting - assessing job candidates and deciding whom to hire.
 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.
 Deploying - Assigning people to appropriate jobs and roles in the organization to best
utilize their talents
 Retaining - keeping successful employees engaged and committed to the firm
 Person/Job Match – p. 15 – align characteristics of individuals with jobs in ways that
will result in desired HR outcomes. A dual match to occur: job requirements to KSAOs
AND job rewards to the individual’s motivation.
 Person/Organization Match – p.18 – how well the person matches to the job and the
organization. A dual match to occur: job requirements to KSAOs and Job Rewards to the
individual’s motivation AS WELL as a match to occur with the Organizational Values,
New Job Duties, Future Jobs, & Multiple Jobs between the organization and the
individual.
 KSAOs – Knowledge, Skills, Abilities, Other Characteristics
 Nepotism – Hiring relatives
 Staffing Goals 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.
 Staffing goals should be consistent with the goals and needs of all stakeholders in the
staffing process, including applicants and hiring managers.
 Workforce planning is better strategically the more it addresses both the firm’s short- and
long-term needs.
 Succession planning and career development are effective tools for retaining talent.
 Turnover of high performers can be expensive.
 Turnover of low performers can be beneficial.
 What are the 7 Components of Strategic Staffing? (Slide 8)
 Workforce Planning – Strategically evaluating the company’s current lines of
business, new businesses it will be getting into, businesses it will be leaving, and
the gaps between the current skills in the organization and the skills it will need to
execute its business strategy.
 Sourcing Talent – locating qualified individuals and labor markets from which to
recruit. It identifies people who would be good recruits.
 Recruiting Talent – all organizational practices and decisions that affect either the
number or types of individuals willing to apply for and accept job offers. Making
decisions and engaging in practices that affect either the number or types of
individuals willing to apply for and accept job offers. Recruiting activities entice
them to apply to the organization and accept job offers, if extended.
 Selecting Talent – assessing job candidates and deciding who to hire
 Acquiring Talent – 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.
 Deploying Talent – Assigning people to appropriate jobs and roles in the
organization to best utilize their talents
 Retaining Talent – keeping successful employees engaged and committed to the
firm
 When the economy is Strong with little unemployment, you may have to compete with
other employers for a limited number of skilled employees.
 Outsourcing, Part-time Employees, and Overtime are all alternatives to recruitment.
 Suggestions for Ethical Staffing Practices. P.33
 Represent the organization’s interests
 Beware of conflicts of interest
 Remember the job applicant
 Follow staffing policies and procedures
 Know and follow the law
 Consult professional codes of conduct
 Shape effective practice with research results
 Seek ethics advice
 Be aware of an organization’s ethical climate/culture
 Concerning 13 Staffing Strategy Decisions, what are the 9 Staffing Levels and what are
the 4 Staffing Qualities?
 9 Staffing Levels
 Acquire or Develop Talent
  Hire Yourself or Outsource
 External Internal Hiring
 Core or Flexible Workforce
 Hire or Retain
 National or Global
 Attract or Relocate
 Overstaff or Understaff
 Short-or Long-Term Focus
 Staffing Quality
 Person/Job or Person/Organization Match
 Specific or General KSAOs
 Exceptional or Acceptable Workforce Quality
 Active or Passive Diversity
 What are the 3 thing a staffing system must guide? P.8
1) Acquire
2) Deploy
3) Retain

 What are the 2 matches for a job? Explain each match. P.16 & p.18…17&19
a. Person/Job

i.
b. Person/Organization

i.

 3 Staffing System Components are?p.20…21

1) Recruitment – identification and attraction
2) Selection – assessment and evaluation
3) Employment – decision making and final match

 What are the support activities of Staffing?p.23

 a. Legal Compliance
b. Planning
c. Job analysis and rewards

 List the Strategic Staffing Decisions. p.26…27

a. Staffing Levels
i. Acquire or Develop Talent
ii. Hire Yourself or Outsource
iii. External or internal hiring
iv. Core or Flexible Workforce
v. Hire or Retain
vi. National or Global
vii. Attract or Relocate
viii. Overstaff of Understaff
ix. Short-or Long-Term Focus
b. Staffing Quality
i. Person/Job or Person/Organization Match
ii. Specific or General KSAOs
iii. Exceptional or Acceptable Workforce Quality
iv. Active or Passive Diversity

 Suggestions for Ethical Staffing Practice to guide HR representatives are what? P.33…34
a. Represent the organization’s interests
b. Beware of conflicts of interest
c. Remember the job applicant
d. Follow staffing policies and procedures
e. Know and follow the law
f. Consult professional codes of conduct
g. Shape effective practice with research results
h. Seek ethics advice
i. Be aware of an organization’s ethical climate/culture

CHAPTER 2:
 What type of staffing would be useful for staffing just during a peak time in sales such as
during Ramadan?
 Temporary Staffing
 Major Workforce Trends p.100
 Continuing high cost of health care in the united states
 Increased global competition for jobs, markets, and talent
 Growing complexity of legal compliance for employers
 Large numbers of baby boomers leaving the workforce at around the same time
 Economic growth of emerging markets
 Greater need for cross-cultural understanding in business setting
 Bona fide occupational qualification (BFOQ) - Permits claim for sex, religion and
national origin but not race or color. The employer must be able to demonstrate that such
discrimination is “a occupational qualification reasonable necessary to the normal
operation of that particular business or enterprise.”
 What are the Core Staffing Activities of HR Staffing?
 Recruitment
 Selection
 Employment
 What are the Support Activities of HR Staffing?
 Legal Compliance
 Planning
 Job Analysis and Rewards
 Why are laws & regulations needed for employment?
 Balance of power
 Protection of employees
 Protection of employees
 Legislation:
 Civil Rights Act protects:
 Race, color, religion, national origin, sex
 EEOC - The Equal Employment Opportunity Commission (EEOC) is the agency
responsible for enforcing federal laws regarding discrimination or harassment
against a job applicant or an employee in the United States.
 Affirmative Action Plan (AAP)
 Affirmative Action Plan - An affirmative action program, or AAP,
is a program implemented to establish guidelines for recruiting and
selection processes in a good faith effort to promote and maintain a
fair and equal workforce. As part of the program a covered
employer must create and implement an affirmative action plan
that must be reviewed and updated annually.
 is a tool used by management to create equal employment
opportunities for all applicants and existing employees.
 Using quantitative analysis, affirmative action plans compare the
composition of a contractor's workforce to that of other relevant
labor pools. An Affirmative Action program includes those
policies, practices, and procedures that the contractor implements
to ensure that all qualified applicants and employees are receiving
an equal opportunity for recruitment, selection, advancement, and
every other term and privilege associated with employment.
 What is the ADA? P.70..73
- Americans with Disabilities Act – may not “discriminate against an individual on the
basis of disability in regard to job application procedures, the hiring, advancement, or
discharge of employees, employee compensation, job training, and other terms,
conditions, and privileges of employment”
 - Covers those with disabilities who also qualify for the job.
 Americans with Disabilities Act
 prohibits discrimination against people with disabilities in several areas,
including employment, transportation, public accommodations,
communications and access to state and local government’ programs and
services
 Impairment - “A physiological disorder affecting one or more of a number
of body systems or a mental or psychological disorder.”
 What is the Age Discrimination Employment Act?
 Under the ADEA, it is unlawful to discriminate against a person because
of his or her age with respect to any term, condition, or privilege of
employment, including hiring, firing, promotion, layoff, compensation,
benefits, job assignments, and training. Harassing an older worker because
of age is also prohibited.
 It is also unlawful to retaliate against an individual for opposing
employment practices that discriminate based on age or for filing an age
discrimination charge, testifying, or participating in any way in an
investigation, proceeding, or litigation under the ADEA.
 The ADEA permits employers to favor older workers based on age even
when doing so adversely affects a younger worker who is 40 or older.
 The ADEA generally makes it unlawful to include age preferences,
limitations, or specifications in job notices or advertisements.
 What is Disparate Treatment?
 Involves allegations of intentional discrimination where employer knowingly
discriminated on basis of specific characteristics such as race or sex
 What is Disparate/Adverse Impact?
 Focuses on the effect of employment practices, rather than on the motive or intent
underlying them.
 What would lead an organization to enter in to a consent agreement (settle outside of
court) rather than continue pursuing a suit in court?
 To protect the reputation of the company
 Helen Thomas is meticulous about enforcing her department’s attendance policy, and has
fired more than one employee for repeated violations of the rules. She recently fired Jeff
Lewis, an African-American employee, for excessive absences, and Lewis sued the
company for racial discrimination.
 The test here is whether Helen fired Jeff because he was a minority or because of
excessive absences. Helen will have to prove that the rule violations for the
department’s attendance policy was the underlying reason, not race (burden of
proof is on Helen, not on Jeff, as a result of the 1991 revision of the Civil Rights
Act).
 What is Bona fide occupational qualification (BFOQ)? P.67 Permits claim for sex,
religion and national origin but not race or color. The employer must be able to
 demonstrate that such discrimination is “a bona fide occupational qualification reasonable
necessary to the normal operation of that particular business or enterprise.”
 is a legal exception to an otherwise discriminatory hiring practice that is
"reasonably necessary to the normal operation of a particular business." The
burden is on the employer to prove that a BFOQ is necessary. Race can never be a
BFOQ.
BFOQ – reasonably necessary to the normal operation of that particular business or enterprise
i. A maximum security prison with mostly male inmates might hire only male
prison guards on the grounds that by doing so it ensures the safety, security, and
privacy of inmates. However, it must be able to show that doing so is a business
necessity.

 6 Requirements to be classified as an unpaid intern or trainee are? P.53-54…55

1) The training must be similar to that given in school
2) The training experience is to benefit the intern
3) The trainee does not displace another person and works under close supervision of the
employer’s staff
4) The employer does not gain an immediate advantage from the trainee’s activities and on
occasion operations may be hampered
5) The trainee is not entitled to a job at the end of training
6) The employer and the trainee must understand that the trainee is not entitled to any pay
for time spent

CHAPTER 3:
 HRP (Human Resource Planning) – is the process of forecasting the organization’s
future employment needs and then developing action plans and programs for fulfilling
these needs in ways that align the staffing strategy.
 A process and set of activities undertaken to forecast future HR requirements and
availabilities, resulting in the identification of likely employment gaps (shortages
and surpluses). Action plans are then developed for addressing the gaps.
 Involves learning about the employment environment, determining how many
employees an organization will need in the future, and assessing the availability
of employees in both the internal and external markets.
 In Human Resource Planning what is a Gap Analysis?
An HR gap analysis serves as the foundation for an organization's people strategy. It allows
organizations of all sizes to make informed staffing decisions and budget accordingly. Gap
analyses guide hiring, training and in-sourcing and outsourcing choices by pinpointing what
skills and how many employees with those skills the organization needs to meet its service and
productivity objectives. Their usefulness is not limited to times of growth; in times of
downsizing, the skills inventory resulting from an HR gap analysis can help an organization trim
its payroll without jeopardizing its competitiveness.
 HRP Process p.101
1. Determine future HR requirements
2. Determine future HR availabilities
3. Reconcile requirements and availabilities – that is, determine gaps (shortages and
surpluses) between the two
4. Develop action plans to close the projected gaps
 Effective staffing planning must begin with a dialogue between HR representatives and
organizational leaders.
 What are the advantages and disadvantages of internal and external staffing? P. 95
 Internal
 Advantages
 Positive employee reactions to promotion from within
 Quick method to identify job applicants
 Less expensive
 Less time required to reach full productivity
 Disadvantages
 No new KSAOs into the organization
 May perpetuate current underrepresentation of minorities or
women
 Small labor market to recruit from
 Inexperienced employees may require more training time
 External
 Advantages
 Brings in employees with new KSAOs
 Larger number of minorities and women to draw from
 Large labor market to draw from
 Experienced employees may require less training time
 Disadvantages
 Negative reaction by internal applicants
 Time-consuming to identify applicants
 Expensive to search external labor market
 More time required to reach full productivity
 Increase demand for education most likely reflects advances in technology that have
made many jobs more complex and technically demanding.
 Recruitment approach to labor shortages:
 Increased pay and benefit packages
 Hiring bonuses and stock options
 Alternative work arrangements to attract and retain older workers
 Use of temporary employees
 Recruitment of immigrants
 Lower hiring standards
  Partnerships with high schools, technical schools, and colleges
 Increased mandatory overtime work
 Increased hours of operation
 When labor demand exceeds labor supply for a given pay rate, the labor market is said to
be “tight” and the organization experiences labor shortages.
 Three examples of Statistical techniques to forecast HR Requirements p.107
 Trend Analysis
 Ratio Analysis
 Regression Analysis
 Markov Analysis – Statistical technique used to predict availabilities on the basis of
historical patterns of job stability and movement among employees. Designed to estimate
future internal HR availabilities for large numbers of employees.
 Can be used to model the internal flow of human resources. These matrices
simply show as probabilities the average rate of historical movement from one job
to another.
 Replacement and succession planning focus on identifying individual employees who
will be considered for promotion, along with a thorough assessment of their current
capabilities and deficiencies, coupled with training and development plans to erase any
deficiencies.
 Replacement planning focuses on identifying individual employees who will be
considered for promotion and thoroughly assessing their current capabilities and
deficiencies. Training and development plans to improve the fit between capabilities and
requirements are also developed. The focus is on both the quantity and quality of
availability.
 The process of replacement planning has been greatly accelerated by human
resources information systems (HRIS). HRISs make it possible to keep data on
KSAOs for each employee based on job history, training, and outside education.
It allows organizations to create lists of employees who are ready to move into
specific positions, and to assess potential risks that managers or leaders will leave
the organization.
 What is a Succession Plan? Why is this important?
 Succession planning and management is an essential component of the broader
human resources planning process. It involves an integrated, systematic approach
for identifying, developing, and retaining capable and skilled employees in line
with current and projected business objectives
 By developing an internal employee to take over a higher level position. It is good
to avoid gaps in productivity in departments
 Succession plans build on replacement plans and directly tie into leadership
development. The intent is to ensure that candidates for promotions will have the
specific KSAOs and general competencies required for success in the new job.
 Alternatives to deal with Employee shortages
 Long-term: recalls, hires, permanent in-transfers, retrain, transfer workout
 Short-term: increase overtime or part time, increase subcontracts, increase
productivity, buy back vacation or holidays, temporary assignments, temporary
hires, transfer workout
 Alternatives to deal with Employee surpluses
 Long-term: freeze hires and use attrition, permanent out-transfers, layoffs,
retirement incentives, retrain, transfer work in
 Short-term: Freeze hires and use attrition, reduce overtime or part time, transfer
work in , reduce work week, temporary shutdown or layoffs, excused absences,
temporary assignments, retrain or train, accumulate surplus
 Core workforce – regular full-time and part-time employees of the organization, forms
the bulk of most organizations’ workforces.
 Fosters a sense of commitment and shared purpose toward the organization’s
mission.
 Flexible workforce – temporary employees provided by a staffing firm and independent
contractors.
 Key advantage is staffing flexibility
 Used for adjusting staffing levels quickly in response to changing technological or
consumer demand conditions and to the flows of orders for products and services.
 Ability to quickly staff new areas or projects and the ability to fill in for core
workers absent due to illness, vacations, and holidays
 Reduced training costs
 Lower pay and benefits
 Outsourcing – involves handing over direct control over a business function or process
to a third party/ another vendor.
 Outsourcing of work functions can be defined as the transfer of a business process
to an external organization.
 Diversity planning – requires developing a strategy to recruit and select a diverse group
of employees
 Additional HR activities to pair with diversity planning:
 Diversity training for managers and employees to heighten awareness and
acceptance of diversity
 Mentoring relationships, work/life balance actions such as flexible work
schedules
 Team building
 Special career and credential building job assignments.
 Reasons for a Business to have diversity:
 Legal and policy compliance
 Staffing levels – increase KSAOs, improves retention, more candidates
 Employee attitudes and behavior – creates perception of justice, collaboration
among employees, engagement enhanced
  Product/service market – increase insight into diverse customer groups
preferences
 For each job group, the percentages of women and minority incumbents must be
compared with their availability. When the percentage employed is less than would
reasonable be expected by the availability percentage, a placement goal must be
established.
 Examples of Action oriented programs for Affirmative Action Programs: (How to keep if
fair at the workplace) p.138
 Conduct annual analysis of job descriptions to ensure accuracy reflects the actual
job
 Review job descriptions by department and job title using performance criteria
 Evaluating the total selection process to ensure freedom from bias
 Review job applications and other pre-employment forms to ensure
information requested is job related
 Evaluating selection methods that may have a disparate impact to ensure
that they are job related and consistent with business necessity
 Training in EEO for management and supervisory staff.
 Using techniques to improve recruitment and increase the flow of minority and
female applicants:
 Include the phrase “Equal Opportunity/Affirmative Action Employer” in
all printed employment advertisements
 Place help-wanted advertisements, when appropriate, in local minority
news media and women’s interest media
 Disseminated information on job opportunities to organizations
representing minorities, women, and employment development agencies
and job opportunities occur
 Encourage all employees to refer qualifies applicants
 Actively recruit at secondary schools, junior colleges, and colleges and
universities with predominantly minority or female enrollment
 Request employment agencies to refer qualified minorities and women
 Hiring a statistical consultant to perform self-audit of compensation practices
 Ensuring that all employees are given equal opportunity for promotion:
 Post promotional opportunities
 Offer counseling to assist employees in identifying promotional
opportunities, and offer training and educational programs to increase
promotions and opportunities for job rotation or transfer
 Evaluate job requirements for promotion.

CHAPTER 4:
 Job Analysis –- a systematic process of identifying and describing the important aspects
of a job and the characteristics workers need to perform the job well by gathering
 information about the job. Information from the job analysis will be used in every single
phase of the staffing process.
 Job requirements – activities performed on the job & KSAOs
 Competencies – KSAOs & behavioral capabilities needed
 Job rewards – preferences and outcomes of jobs and combine with that of the
labor market
 Job Analysis Methods: p.173
 Prior information – job descriptions, training manuals, performance appraisals,
ONET
 Observation – Trained job analysts or HR professional watch incumbents perform
the job
 Interviews – HR professionals discuss job requirements with job incumbents and
managers
 Task questionnaire – job incumbents, managers, and HR professionals fill in a
standardized form with questions regarding job
 Committee or task force – managers, representatives from HR, and incumbents
meet to discuss job descriptions.
 Who are SMEs?
 Subject Matter Experts – often job analysists, job incumbents, and supervisors
who bring particular expertise to the job analysis process, an expertise not thought
to be available through standard sources.
 A common requirement is that they have recent, firsthand knowledge of
the job being analyzed
 Job Incumbents - employees.
 Job Spanning KSAOs involve flexibility, adaptability, and the ability to quickly learn
skills that will facilitate performing, and switching between, multiple jobs. Especially
important when working in teams.
 Tasks – are identifiable work activities that are logical and necessary steps in the
performance on the job. Task dimensions are groups of similar types of tasks. A job is a
grouping of positions that have similar tasks. Jobs that are similar to one another can be
grouped into job categories. A job family is a grouping of jobs according to function.
 Task Statements - objectively written descriptions of the behaviors or work activities
engaged in by employees in order to perform the job. Contains the following:
 What the employee does
 To whom or what the employee does what
 What is produced
 What equipment, materials, tools, or procedures are used
 Task inventory approach - job experts generate a list of 50-200 tasks that are grouped
in categories reflecting major work functions that are then evaluated on dimensions
relevant for selection
 Job Duties – Task Statements are grouped into a Job Duty.
 Job Requirements Matrix – A matrix of Specific tasks Task dimension Importance ( %
time spent) Nature KSAOs Importance
 Job Description – A written description of the duties and responsibilities associated with
the job itself.
 Some things that could be listed on a job description:
 The size and type of organization
 The department and job title
 The salary range
 Position grade or level
 To whom the employee reports and for whom the employee is responsible
 Brief summary of the main duties and responsibilities of the job
 Brief summary of the occasional duties and responsibilities of the job
 Any special equipment used on the job
 Any special working conditions (e.g. shift or weekend work, foreign
travel, etc.)
 Purpose and frequency of contact with others
 The statement, “Other duties as assigned” to accommodate job changes
and special projects
 Person Specification - summarizes the characteristics of someone able to perform the
job well
 Essential Criteria– job candidate characteristics that are critical to adequate performance
of a new hire
 Desirable Criteria - candidate criteria that may enhance the new hire’s job success, but
that are not essential to adequate job performance
 Critical incidents technique – identifies behaviors extremely effective or extremely
ineffective behaviors by documenting critical incidents that have occurred on the job
 Competencies - more broadly defined components of a successful worker’s repertoire of
behavior needed to do a job well. Because competencies are linked to the organization’s
business goals, strategy, and values, a person specification resulting from a job
description can enhance hiring quality and strategy execution
 Competency – is an underlying characteristic of an individual that contributes to
job or role performance and to organizational success. Competencies specific to a
particular job are the familiar KSAO requirements established through job
requirements job analysis. P.180
 Job Rewards Analysis - identifies the intrinsic and extrinsic rewards of a job
 Analyzes the intrinsic rewards that are non-monetary and derived from the work
itself and the firm’s culture
 Including the satisfaction of meeting personal goals, great coworkers,
continuous learning, and doing meaningful work.
 Analyzes the extrinsic rewards that have monetary value
 Including base pay, bonuses, and benefits.

 The combination of intrinsic and extrinsic rewards are a job’s total rewards
 Employee Values Proposition (EVP) – the ”Package” of intrinsic and extrinsic rewards
an employee receives by working for a particular employer in return for their job
performance
 Extrinsic Rewards - are not part of the essential nature of someone or something;
coming or operating from outside. They are tangible rewards given employees by
managers, such as
 pay raises
 bonuses
 benefits
 work schedule
 advancement
 job security
 Intrinsic Rewards – Intangibles that are more internal to the job itself and experience d
by the employee as an outgrowth of actually doing the job and being a member of the
organization.
 Variety in work duties
 Autonomy
 Feedback
 Coworker and supervisor relations
 What is O*NET ?
 Occupational Information Network – a website to reference base task, salary,
competencies, KSAOs, etc for a job
 Reasons to do a job analysis.
 It links the staffing process to the firm’s business strategy and to what the firm
needs in terms of the position in the future
 It helps HR personnel write an accurate description of the job’s requirements and
duties for the purposes of advertising and recruiting for an open position
 It enables HR personnel to write an accurate description of the type of person the
organization wants to recruit
 It aids in the identification of the best selection methods that should be used to fill
a position.
 It clarifies how to present the job’s rewards to candidates in the most appealing
way to match their needs and interests
 It helps to identify what to change in the current staffing system for a job
 It provides a foundation to determine the best way to combine a job candidate’s
scores on multiple assessment methods to compute a total score for comparison
with the scores of the other candidates
 It assists potential recruits when they are making up their minds about whether to
apply based on their perceived fit with an interest in the requirements and
responsibilities of the position
 Job Analysis Process Example:
 Meet with manager on the job, discuss project
  Gather existing job information form O*NET, current job description, observation
of incumbents
 Prepare tentative set of task statements
 Review task statements with incumbents and managers; add, delete, rewrite
statements
 Finalize task statements, get approval form incumbents and managers
 Formulate task dimensions, assign tasks to dimension, determine % time spent
(importance) for each dimension
 Infer necessary KSAOs, develop tentative list
 Review KSAOs with incumbents and managers; add, delete, and rewrite KSAOs
 Finalize KSAOs, get approval from incumbents and manager
 Develop job requirements matrix and/or job description in usable format
 Provide matrix or job description to parties (e.g., incumbents, manager, HR
department)
 Use matrix or job description in staffing activities, such as communicating with
recruits and recruiters, developing the selection plan
 What are some examples of external influences on Staffing? (List at least 3)
 Technology
 Labor Market
 Economic Conditions
 What are the “Great Eight” Competencies?
 Leading – initiates action, gives direction
 deciding and initiating action, which includes making decisions, taking
responsibility, acting with confidence, acting on own initiative, taking
action, and taking calculated risks. Also competencies dealing with
leading and supervising, which includes providing direction and
coordinating action & supervising and monitoring behavior & coaching &
delegating & empowering staff& motivating others & developing staff &
as well as identifying and recruiting talent.
 Supporting – shows respect, puts people first
 working with people, includes working with people, understanding others,
adapting to the team, building team spirit, recognizing and rewarding
contributions, listening, consulting others, communicating proactively,
showing tolerance and consideration, showing empathy, supporting others,
caring for others, as well as developing and communicating self-
knowledge and insight. Also adhering to principles and values, refers to
upholding ethics and values, acting with integrity, utilizing diversity, as
well as showing social and environmental responsibility.
 Presenting – communicates and networks effectively
 relating and networking entails relating and networking, building rapport,
networking, relating across levels, managing conflict, and using humor.
Also, persuading and influencing entails making an impact, shaping
conversations, appealing to emotions, promoting ideas, negotiating,
 gaining agreement, and dealing with political issues. And presenting and
communicating information includes speaking fluently, explaining
concepts and opinions, articulating key points of an argument, presenting
and public speaking, projecting credibility, and responding to an audience.
 Analyzing - thinks clearly, applies expertise
 Analyzing and interpreting also entails three sets of competencies. The
first set is writing and reporting, which includes writing correctly, writing
clearly and fluently, writing in an expressive and engaging style, and
targeting communication. The first set is applying expertise and
technology, which includes applying technical expertise, building
technical expertise, sharing expertise, using technology resources,
demonstrating physical and manual skills, demonstrating cross functional
awareness, and demonstrating spatial awareness. The third set is
analyzing, which comprises analyzing and evaluating information, testing
assumptions and investigating, producing solutions, making judgments,
and demonstrating systems thinking.
 Creating - thinks broadly, handles situations creatively
 Creating and conceptualizing comprises three sets of competencies as
well. The first set, learning and researching, entails learning quickly,
gathering information, thinking quickly, encouraging and supporting
organizational learning, and also managing knowledge. The second set,
creating and innovating, includes only innovating as well as seeking and
introducing change. Finally, the third set, formulating strategies and
concepts, includes thinking broadly, approaching work strategically,
setting and developing strategy, and visioning.
 Organizing - plans ahead, follows rules
 Organizing and executing can be divided into three sets of competences.
The first set is planning and organizing, which comprises setting
objectives, planning, managing time, managing resources, and monitoring
progress. The second set is delivering results and meeting customer
expectations, which includes focusing on customer needs and satisfaction,
setting high standards for quality, monitoring and maintaining quality,
working systematically, maintaining quality processes, maintaining
productivity levels, and driving projects to results. The third set is
following instructions and procedures, including competencies like
following directions, following procedures, time keeping and attending,
demonstrating commitment, showing awareness of safety issues, and
complying with legal obligations.
 Adapting - responds to change, copes with setbacks
 The next set of competencies, adaptive and coping, can be divided into
two categories. The first category, adapting and coping, includes adapting
and responding to change, accepting new ideas, adapting interpersonal
style, showing cross-cultural awareness, dealing with ambiguity. The
 second category, coping with pressure and setbacks, comprises coping
with pressure, showing emotional self-control, balancing work and
personal life, maintaining a positive outlook, and handling criticism.
 Performing - focuses on results, shows understanding of organization
 Finally, enterprising and performing also comprises two sets of
competencies. the first set, achieving personal work goals and objectives,
entails achieving objectives, working energetically and enthusiastically,
pursuing self-development, and demonstrating ambition. The second set,
entrepreneurial and commercial thinking, entails monitoring markets and
competitors, identifying business opportunities, demonstrating financial
awareness, controlling costs, and keeping aware of organizational issues.
Chapter 3 & 4 Questions:

 What is the difference between Trend Analysis, Ratio Analysis, and Regression Analysis? P.106-
108
a. Trend Analysis – simplest approach
i. Uses data only on previous staffing levels over time to predict future needs
ii. Useful when organizations have data mostly on historical staffing levels with less
detailed information on specific predictors
iii. The decomposition of data into specific time periods of demand is often used in
health care and retail settings, where staffing levels vary greatly over the course
of a year or even at different times of the day.
iv. Staffing needs in the past will be predictive of the future but does not take any
external factors like the overall state of the economy or product market demand
into account.
b. Ratio Analysis – more sophisticated approach that uses data from prior sales figures and
other operational data to predict expected head count.
i. Useful for incorporating data from other functional areas to predict the future.
ii. This model cannot directly account for any changes in technology or skill sets
that might change these ratios.
c. Regression Analysis – used with historical predictors and can make more statistically
precise estimates of future expectations by taking several factors into account
simultaneously.
i. Collecting enough data to make good estimates can be time-consuming and
requires judgment calls

 What is the Markov Analysis? P.110-111

a. Used to predict availabilities on the basis of historical patterns of job stability and
movement among employees.
i. Possibilities (job stability, promotion, transfer, demotion, exit) may be thought of
in terms of flows and rates of flow or movement rates. Past flows and rates may
be measured and then used to forecast the future availability of current
employees, based on assumptions about the extent to which past rates will
continue unchanged in the future.
 1. Extremely useful way to capture the underlying workings of an internal
labor market and then use the results to forecast future HR availabilities.

 What is the limitations of the Markov Analysis? P.112

a. Sample size, or the number of current workforce employees in each job category/level –
with small sample sizes there can be substantial differences in the values of transition
probabilities even though the numerators used in their calculation are not that different.
Thus transition probabilities based on small samples yield unstable estimates of future
availabilities.
b. It does not detect multiple moves by employees, it only classifies employees and counts
their movement according to their beginning and ending job category/level, ignoring any
intermittent moves. To minimize the number of undetected multiple moves, it is
necessary to keep the time interval relatively short, preferably no more than 2 years.
c. The job category/level combinations created to serve as the unit of analysis. Must be
meaningful to the organization for the HRP purposes of both forecasting and action
planning. Extremely broad categories (ex: managers or researchers) and categories
without any level designations should be avoided. May conflict with organizations with a
non-bureaucratic or team-based structure.
d. Transition probabilities reflect only gross, average employee movement and not the
underlying causes of the movement. All employees in a job category/level are assumed to
have an equal probability of movement. Unrealistic because many factors are taken into
account (ex: seniority, performance appraisal results, and KSAOs) when making
movement decisions about employees – probabilities of movement may vary among
specific employees.

 Compare Replacement Planning and Succession Planning. P. 114 - 116

a. Replacement Planning – focuses on identifying individual employees who will be
considered for promotion and thoroughly assessing their current capabilities and
deficiencies
i. Training and development plans to improve the fit between capabilities and
requirements are also developed. The focus is thus on both the quantity and the
quality of availability.
1. Greatly accelerated with HRIS. – make it possible to keep data on
KSAOs for each employee based on job history, training, and outside
education.
b. Succession Planning – builds on replacement plans and directly tie into leadership
development. To ensure that candidates for promotion will have the specific KSAOs and
general competencies required for success in the new job.
i. Key to succession planning is assessing each promotable employee for KSAO or
competency gaps, and where there are gaps, creating employee training and
development plans that will close the gap

 What are short-term options for an employee shortage? P.121

a. Increase overtime or part time
b. Increase subcontracts
c. Increase productivity
d. By back vacation or holidays
 e. Temporary assignments
f. Temporary hires
g. Transfer work out

 What is the difference between a core workforce and flexible workforce? P.122-123
a. Core Workforce – regular full-time and part-time employees of the organization, forms
the bulk of most organizations’ workforces
i. Employment relationship fosters a sense of commitment and shared purpose
toward the organization’s mission
ii. The organization maintains the legal right to control employees working in its
behalf, in terms of both work process and expected results.
b. Flexible Workforce – temporary employees provided by a staffing firm and independent
contractors.
i. Key advantage is staffing flexibility – may be used for adjusting staffing levels
quickly in response to changing technological or consumer demand conditions
and to ebbs and flows of orders for products and services
ii. Ability to quickly staff new areas or projects and ability to fill in for core workers
absent due to illness, vacations, and holidays.
iii. Labor cost advantages in the form of lower pay and benefits, more variable labor
costs, and reduced training costs.
iv. The company is relieved of many tax and employment law obligations, since
flexible workers are often not considered employees of the organization.

 Define Job Spanning.

a. the process of bridging a gap that exist between the KSAOs of the team members
working in a team to achieve a particular aim.
 What are task statements?
a. objectively written descriptions of the behaviors or work activities engaged in by
employees in order to perform the job
i. Task Statements:
1. Should provide a clear, complete picture of what is being done, how it is being
done and why it is being done. A complete task statement will answer four
questions.
a. Performs what action? (verb)
b. To whom or what? (object of the verb)
c. To produce what? Or Why is it necessary? (expected output)
d. Using what tools, equipment, work aids, processes?
b. Task Statements Include:
i. What the employee does, using a specific action verb
ii. To whom or what the employee does what he or she does, stating the object of
the verb
iii. What is produced, indicating the expected output of the verb
iv. What equipment, materials, tools, or procedures, are used
v. A task statement is composed of an action and a result (product). For example, a
couple of task statements for a fire person might be:
1. Determines manual ladder type and size needed at incident scene.
(“Determine” is the action while “identifying the correct ladder” is the
result or product.)
 2. Carries manual ladder from apparatus to incident scene. (“Carries” is the
action and the “ladder being placed at the scene” is the result of that
action.)
vi. Action can be mental, such as determining, or physical, such as carrying. Some
other mental examples would be analyze, calculate, predict, and design. Physical
examples might include, paint, dig, move, and operate. Actions can also deal with
people such as counsel, mentor, teach, and explain. An example of a fire person
doing a people task would be “Calms distressed individuals at emergency scene.”
Calms is the action being performed, while “producing a less stressed person” is
the result or product of that action. It often helps to sort the task actions into
People, Data, and Things for clarity. This helps to identify the main
characteristics of the job.
 What are SMEs?
a. Subject Matter Experts - SME, is a person who has special skills or knowledge on a
particular job or topic. SMEs are highly accessed by instructional designers to extract
intelligence when developing courseware and learning programs.
 What are Competencies and how are they related to KSAOs?
a. A competency is a knowledge, skill, ability or other characteristic (e.g., trait, mindset,
attitude), commonly referred to as a KSAO, or a group of characteristics, which, when
applied in the appropriate roles, help achieve desired results. Competencies contribute to
individual exemplary performance that increases the likelihood of a positive impact on
organizational outcomes.
b. The competencies apply to all jobs (i.e., core competencies) in an organization or
profession, or whether they are specific to particular jobs or roles (i.e., technical
competencies). 
c. KSAOs:
d. K - Exh. 4.6: Knowledge - Conceptual, Factual, Procedural
i. Divided into:
1. Declarative knowledge – factual
2. Procedural – processes
3. EXAMPLE: Surgeon: Declarative knowledge of symptoms of heart
disease & can state them; Procedural knowledge of the steps one would
take to perform open-heart surgery
4. Both declarative & procedural knowledge should be reflected in job
analysis documents
e. S - Exh. 4.7: Skills - Observable competence for working with or applying knowledge to
perform
i. EXAMPLE: Surgeon: Actual demonstrated capacity of the surgeon to perform an
operation in an efficient and competent manner.
ii. Job analysts should begin the skills inference process by referring to the results
of research.
f. A - Exh. 4.8: Abilities – Underlying, enduring trait of the person that is useful for
learning about and performing a range of tasks. Differs from a skill in that it is less likely
to change over time and that is applicable across a wide set of tasks encountered in many
different jobs.
 i. Ability – the underlying personal characteristics that determine how quickly one
can acquire and to what degree one can master the knowledge and skills required
for a job.
ii. 4 categories: (p.165)
1. Cognitive
2. Psychomotor
3. Physical
4. Sensory
g. O - Exh. 4.9: Examples of Other Job Requirements
i. Catchall – (p.166)
ii. right personality to perform job tasks well
iii. Values and interests that are consistent with social and organizational priorities,
iv. Specific training and experience requirements to take a job
h. Competencies Examples:
i. Staff Development
ii. Managing Risk
iii. Communication
iv. Customer Service
v. Problem Solving
vi. Decision Making
i. Skills Examples:
i. Using a computer
ii. Typing a letter
iii. Installing an electrical outlet
iv. Creating a PowerPoint Presentation
v. Changing a car’s oil
vi. Writing technical reference material

 Define Job Analysis.

a. Process of studying jobs to gather, analyze, synthesize, and report information about job
requirements
b. Two major forms
i. Job requirements
ii. Competency based
c. Determining which tasks employees perform is not easy. The observer's perception
influences direct observation. The most effective technique, if feasible, is to collect
information directly from the most qualified incumbent(s). It is preferable to use two
methods, if possible—for example, direct observation and a structured questionnaire from
job incumbents, or interviews and open-ended questionnaires from the job incumbents.
The following describes the most common job analysis methods.
d. Open-ended questionnaire
i. Job incumbents and sometimes their managers fill out questionnaires about the
KSAs necessary for the job. HR compiles the answers and publishes a composite
statement of job requirements. This method produces reasonable job
requirements with input from employees and managers and helps analyze many
jobs with limited resources.
e. Highly structured questionnaire
 i. These questionnaires allow only specific responses aimed at determining the
frequency with which specific tasks are performed, their relative importance and
the skills required. The structured questionnaire is helpful to define a job
objectively, which also enables analysis with computer models.
f. Interview
i. In a face-to-face interview, the interviewer obtains the necessary information
from the employee about the KSAs needed to perform the job. The interviewer
uses predetermined questions, with additional follow-up questions based on the
employee's response. This method works well for professional jobs.
g. Observation
i. Employees are directly observed performing job tasks, translating observations
into the necessary KSAs for the job. Observation provides a realistic view of the
job's daily tasks and activities and works best for short-cycle production jobs.
h. Work diary or log
i. A work diary or log is an anecdotal record the employee maintains and includes
frequency and timing of tasks. The employee keeps logs over an extended period.
HR analyzes the logs, identifies patterns and translates them into duties and
responsibilities. This method provides an enormous amount of data, but much of
it is difficult to interpret, not job-related and difficult to keep up-to-date.
i. Other methodologies
i. Analyzing jobs in different categories (e.g., a job requiring lower skill versus a
complex technical job) requires a different approach. The concept of a "job" is
changing shape as it becomes more common for employees to work in cross-
functional project team environments and in matrix reporting relationships. Thus,
job analysis methodologies that focus on the KSAs required to accomplish the
primary duties and responsibilities of a particular job have come to the forefront.
ii. Behavioral event interviewing, a competency-based job analysis, differs from the
traditional job analysis, which focuses solely on the evaluation of tasks, duties
and responsibilities. In behavioral event interviewing:
1. A team of senior managers identifies future performance areas critical to
the organization's business and strategic plans.
2. HR assembles panels composed of individuals who are knowledgeable
about the organization's jobs (i.e., subject matter experts). These groups
may include high- and low-performing employees, managers,
supervisors, trainers and others.
3. A facilitator from HR or an outside consultant interviews panel members
to obtain examples of job behaviors and actual occurrences on the jobs.
4. The facilitator develops detailed descriptions of each competency,
including descriptive phrases for clarity.
5. HR rates the competencies, and panel members identify levels required
to meet them.
6. HR identifies performance standards for each job. The organization must
develop and implement selection, screening, training and compensation
instruments, or processes that focus on competencies.
 What does SHRM stand for?
a. Society of Human Resource Management
b. Strategic Human Resource Management
  What is ONet?
a. Website that is called The Occupational Information Network (O*NET) is a free online
database that contains hundreds of occupational definitions to help students, job seekers,
businesses and workforce development professionals to understand today's world of work
in the United States.
Employment Saudi Laws:
Working hours
 A maximum of 8 working hours
 During the month of Ramadan, working hours for Muslims shall be maximum of 6 hours.
 There are certain jobs woman can’t take such as hazardous or harmful jobs and a decision will be
taken by the Minister.
 9 hours a day for certain categories of workers where the worker does not work continuously.
Disability
 every industry must employ disabled person 25 workers shall employ a number of disabled that
represents at least 4%.
 If the worker is injured by a work injury or occupational disease the employer responsible for
paying compensation.
Holidays
 A female worker shall be entitled to a maternity leave for ten weeks.
Disciplinary Penalties
 Warning
 Fines
 Must be <= 5 days salary \ per month
 Withholding or postponing allowance \ Postponing the promotion
 Must be less than one year only if it’s given to the workers by the employer not by the
law
 Suspension from work withholding of salary
 Must be <= 5 days salary \ per month
 Dismissal from work
 must be only if the worker have done one of the act that are set in article (80)

Ministry of Labour (MOL)- are applicable to any relationship pursuant to which a party agrees to work in Saudi
Arabia for another party. The Labour Law applies to and governs the employment relationship between the two
parties.
It is recommended that all employment contracts in Saudi Arabia include the following terms:

1. a probation period (as discussed below);

2. a stipulation of salary to be paid in Saudi riyals;
3. a provision noting Article 98 of the Labour Law, which states that employees shall not

work more than eight hours a day during non-holidays, and no more than six hours a

day during the month of Ramadan;

4. a provision providing at least 21 days of annual vacation, to be increased to at least 30

days if the employee spends five consecutive years working for the employer, as required

by Article 109.1 of the Labour Law;6

5. a provision providing the employee an entitlement to days off with full pay during

national holidays as set forth by the MOL, and pursuant to Article 112 of the Labour Law and Article 25 of
the 2016 IRs, including:

 four days for Eid al-Fitr (marking the end of Ramadan);

 four days for Eid al-Adha (Festival of Sacrifice); and
 Saudi Arabian National Day;
6. a provision providing for sick leave during a single year pursuant to Article 117 of the

Labour Law, including:

 sick leave for the first 30 days at full pay;

 60 days following the first 30-day period at 75 per cent pay; and
 30 days following the 60-day period without pay, provided that the employee can

substantiate his or her sickness; and

7. a provision providing for an ‘end of service’ reward pursuant to Articles 84 and 85 of

the Labour Law. The employer must pay the employee a reward for his or her period of service, the
calculation of which is dependent on whether the employment relationship has expired, was terminated by
the employer or was terminated as a result of the employee’s resignation from the employer.

Probationary periods

The Labour Law allows for one 90-day probationary period, which may be extended if the probationary period falls
during either Eid al-Fitr or Eid al-Adha or both.

FOREIGN WORKERS

Employers must also maintain a record of Saudi employees who have replaced non-Saudi employees.

the Labour Law imposes the following conditions precedent to the issuance of work permits to foreigners:
 1. the employee has entered the country legally;
2. the employee possesses educational qualifications and professional qualifications that the country needs
and that the nationals do not possess; and
3. the employee has entered into a valid employment contract with his or her employer, whereby the employer
agrees to hold itself responsible for the employee.

TRANSLATION

The Labour Law mandates that all data, records, files, employment contracts and all other documents provided for in
the Labour Law, including any other decision issued by the MOL, shall be written in Arabic.

Background checks

Background checks and credit checks are permitted. In practice, there are no areas that are prohibited from
investigation and review.

Dismissal

An employer may dismiss an employee bound to a fixed-term contract in one of the following three ways:

(1) non-renewal of the employment contract at the end of the contract’s duration;14

(2) an event that triggers any of the contract’s terms with respect to dismissal or termination, unless such terms are
contrary to the Labour Law or to Saudi public policy; or

(3) a conversion of the fixed-term contract to an indefinite term employment contract, which permits termination
with 60 days’ notice and a valid reason.

As a general rule, an employer must provide a dismissed employee with a statutory end-of-service reward or
indemnity. The Labour Law, however, does not require the employer to pay the reward or any other indemnity in the
following cases of for-cause termination:

1.   the employee assaults the employer or any of his or her superiors.

2. the employee fails to obey the orders of his or her superiors or does not meet the essential obligations under
his or her employment contract.
3.   if there is proof to suggest that the employee has adopted bad conduct or behaviour, or has committed an
act affecting honour or integrity.
4.   the employee commits an act with the intention to cause material loss to the employer.
5. the employee resorts to forgery in order to obtain the job.
6. the employee is dismissed during his or her contractual probationary period.
7. the employee is absent without a valid reason for a period of time specified in the Labour Law, so long as a
warning is first served.
8. the employee unlawfully takes advantage of his or her position with the employer in order to receive
personal gains.
9. the employee discloses work-related confidential information or trade secrets (Article 80 LL).