BRS2014

RECRUITMENT & SELECTION

Ms. Cheah Yeh Ying
 Chapter 1
Staffing Models & Strategy
 STAFFING
ORGANIZATIONS MODEL

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 CHAPTER OUTLINE
• Staffing Models
• Nature of Staffing
• Staffing System
• The Big Picture Components
• Definition of • Staffing
Staffing Organizations
• Implications of • Staffing Strategy
Definition • Staffing Levels
• Staffing System • Staffing Quality
Examples
• Plan for Book
• Staffing Models
• Staffing Quantity:
Levels
• Staffing Quality:
Person/Job Match 18
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HUMAN CAPITAL

• Knowledge,
• Skills &
•Abilities of
people
(KSAO)

• Their
motivation to
do the job
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 THE BIG PICTURE

ORGANIZATIONS
FINANCE PHYSICAL

HUMAN

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 ORGANIZATION
WORKFORCE
Human Capital Organizational
outcomes

•stock of •profitability,
human market share,
capital it customer
acquires, satisfaction, &
deploys, & environmental
retains sustainability

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 STAFFING
• the organizational function used to build
the organization’s workforce through such
systems
 Staffing strategy,
 HR planning,
 Recruitment,
 Selection,
 Employment, &
 Retention. 25
 LABOR COST STATISTICS
2023

• Source : https://www.zippia.com/advice/average-labor-cost-
statistics/#Average_Labor_Cost_By_Industry
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 SCOPE OF
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HUMAN CAPITAL
A shift from viewing
employees as just a cost of
doing business to valuing
employees as human
Shift in mindset capital that creates
competitive advantage for
the organization is
gradually occurring.

Scope

Organizations that
capitalize on human
Competitive capital have a strategic
Advantage advantage over their
competitors
 STAFFING

“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.”
 NATURE OF STAFFING: IMPORTANCE
TO ORGANIZATIONAL EFFECTIVENESS
• Quotes from organization leaders

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1-34
1-36
1-37
 IMPLICATIONS OF
DEFINITION
1 •Acquire, deploy, retain

2 •Staffing as a process or system

3 •Quantity and quality issues

4 •Organization effectiveness
 ACQUISITION

activities involve
external staffing
systems that govern the
initial intake of
applicants into the
organization.
 ACQUISITION
HR It involves planning for the numbers and types of
Planning people needed

establishing job requirements in the form of the

Job
qualifications or KSAOs needed to perform the job
Analysis effectively,

Designing establishing the types of rewards the job will

Rewards provide

Recruitment conducting external recruitment campaigns

using selection tools to evaluate the KSAOs that

Selection applicants possess

deciding which applicants are the most qualified

Job Offers and will receive job offers, and putting together job
offers that applicants will hopefully accept.
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 DEPLOYMENT

the placement of
new hires on the
actual job,
promotion &
transfer of current
employees
 RETENTION
• involves managing
employee outflows
(voluntary & involuntary)
• No organization can or
should seek to completely
eliminate employee
outflows, but the
organization should try to
minimize voluntary turnover.
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 STAFFING AS A PROCESS
OR SYSTEM
• Staffing is not an event,
such as “we hired two
people today.”
• Rather, staffing is a process
that establishes and
governs the flow of people
into the organization, within
the organization, and out
of the organization.
 QUANTITY AND QUALITY
ISSUES
• The quantity element refers to having enough
head count to conduct business, and
• the quality element entails having people with
the requisite KSAOs so that jobs are performed
effectively.
• It is important to recognize that it is the
combination of sufficient quantity and quality
of labor that creates a maximally effective
staffing system.
ORGANIZATION EFFECTIVENESS
• organizations experience and respond to
staffing forces and recognize how critical these
forces can be to organizational effectiveness.
• acquisition of new leaders to change the
organization’s direction and effectiveness;
• use of talent as a source of growth and competitive
advantage;
• shortages of labor—both quantity and quality—that
threaten growth and even survival; and
• the ability of individual managers to effectively run
their work units.
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 STAFFING MODELS
• Staffing Quantity
1 • Levels

• Staffing Quality
• Person/Job Match
2 • Person/Organization Match

• Staffing System Components

3

• Staffing Organizations
4
 STAFFING QUANTITY

The quantity or headcount portion of the staffing definition

means organizations must be concerned about staffing
levels and their adequacy.
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• The organization as a whole, as well as
each of its units, forecasts workforce
quantity requirements (the needed head
count) and then
• compares these to forecasted workforce
availabilities (the likely employee head
count)
• to determine its likely staffing level
position.

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Fully staffed :
Head count requirement = workforce available

Under Staffed:
Head count requirement > workforce available

Over Staffed:
Head count requirement < workforce available

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• Making such forecasts to determine
appropriate staffing levels and then developing
specific plans on how to cope with them are
the essence of planning.
• Understaffed – increase its staffing efforts,
starting with recruitment, development of
retention programs that will slow the outflow
of people
• Overstaffing
• need to slow down or even halt
recruitment, as well as to take steps that
will actually reduce head count, such as
reduced workweeks, early retirement
plans, or layoffs.
 PERSON/JOB MATCH

Align characteristics of individuals and jobs in

ways that will result in desired HR outcomes.
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1. Jobs are characterized by their
requirements and embedded rewards
2. Individuals are characterized by their
level of qualification and motivation
3. Degree of fit or match between the
characteristics of the job and the person.
4. The implied consequences for every
match.
 PERSON/JOB MATCH
MODEL
• Jobs are characterized by • Matching process involves
their requirements and dual match
rewards • KSAOs to requirements
• Motivation to rewards
• Individuals are • Job requirements expressed
characterized via in terms of both
qualifications (KSAOS) • Tasks involved
and motivation • KSAOs necessary for
performance of tasks
• Job requirements often
extend beyond task and
KSAO requirements

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 PERSON/ORGANIZATION
MATCH

the organization seeks to determine how well the person

fits or matches not only the job but also the organization 66
 ORGANIZATIONAL CULTURE
AND VALUES
 Organizational values are norms of desirable
attitudes and behaviors for the organization’s
employees.
 Examples include honesty and integrity,
achievement and hard work, and concern for fellow
employees and customers

 The effects of a mismatch between an employee

and the organization on values can be quite
strong, given that the mismatch tends to deplete
an individual’s regulatory resources, leading to low
performance and a decreased ability to adapt 67
 NEW JOB DUTIES
 Tasks that may be added to target
job over time
 “And other duties as assigned . . . “
 the organization would like to hire
persons it thinks could perform
these new duties.
 Having such people will provide
the organization the flexibility to
complete new tasks without having
to hire additional employees.
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Multiple jobs
 Flexibility concerns - Hiring people who
could perform multiple jobs
 Small businesses, often desire new hires who
can wear multiple hats or,
 organizations experiencing rapid growth may
require new employees who can handle
several different job assignments, splitting their
time between them on an as needed basis.
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Future jobs
 forward thinking by the organization and
the person as to what job assignments the
person might assume beyond the initial job

 AI recruitment

 Long-term matches during employment

relationship

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STAFFING SYSTEM
COMPONENTS

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1. Staffing begins with a joint interaction between
the applicant and the organization.
• The applicant seeks the organization and job
opportunities within it, and the organization seeks
applicants for job vacancies it has or anticipates
having.
• Both the applicant and the organization are thus
involved as “players” in the staffing process
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2. The initial stage in staffing is recruitment, which
involves identification and attraction activities
by both the organization and the applicant.
• The organization seeks to identify and attract
individuals so that they become job applicants.
• The applicant attempts to identify
organizations with job opportunities through
activities such as reading advertisements,
contacting an employment agency, mass
mailing résumés to employers, and so forth. 77
3. Selection stage - emphasis is on
assessment and evaluation.
• For the organization, this means the use of
various selection techniques to assess applicant
KSAOs and motivation.
• Data from these assessments are then evaluated
against job requirements to determine the likely
degree of person/job match.
• At the same time, the applicant is assessing and
evaluating the job and organization.

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4. Employment, which involves decision making
and final match activities by the organization and
the applicant.
• The organization must decide which
applicants to reject from further consideration
and which to allow to continue in the process.
• For the applicant, the employment stage
involves self- selection, a term that refers to
decisions about whether to continue in or drop
out of the staffing process. 79
 STAFFING
ORGANIZATION MODEL

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• The organization’s mission and goals and
objectives drive both organization strategy and
HR and staffing strategy, which interact with each
other when they are being formulated.
• Staffing policies and programs result from such
interaction and serve as an overlay to both
support activities and core staffing activities.
• Employee retention and staffing system
management concerns cut across these support
and core staffing activities. 81
 COMPONENTS OF STAFFING
ORGANIZATIONS MODEL
• Organizational strategy
• Mission and vision
• Goals and objectives
• HR strategy
• Involves key decisions about size
and type of workforce to be
• Acquired
• Trained
• Managed
• Rewarded
• Retained
• May flow from organizational strategy
• May directly influence formulation of organization
strategy 82
Staffing strategy
 An outgrowth of the interplay between
organization and HR strategy
 Involves key decisions regarding acquisition,
deployment, and retention of organization’s
workforce
• Guide development of recruitment, selection,
and employment programs

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Support activities
• Serve as foundation for conduct of core
staffing activities
 Legal compliance represents knowledge of
the myriad laws and regulations,
 HR Planning shapes the formulation of
staffing levels—both requirements and
 Job analysis represents the key mechanism
by which the organization identifies and
establishes the KSAO requirements for jobs

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Core staffing activities
• Focus on recruitment, selection, and
employment of workforce
• Require decisions, and activities, ranging from
 recruitment methods to use,
 communication with potential applicants,
recruitment media,
 types of selection tools,
 deciding which applicants will receive job offers, &
 job offer packages

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Staffing and retention system
management
• The various support and core staffing activities
are quite complex, and they must be guided,
coordinated, controlled, and evaluated.

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 STAFFING STRATEGY
• Definition
• Requires making key decisions about
acquisition, deployment, and retention of a
company’s workforce
• Involves making 13 key decisions
• Decisions focus on two areas
• Staffing levels
• Staffing quality
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STRATEGIC 90STAFFING
DECISIONS
 1. ACQUIRE OR DEVELOP
TALENT
Acquisition staffing strategy, acquiring
new employees who can “hit the ground
running” and be at peak performance the
moment they arrive.
• employees would bring their talents with
them to the job, with little or no need for
training or development.

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Development strategy - acquisition of
just about anyone, as long as he or she was
willing and able to learn the KSAOs required by
the job.

 Urgency ?
 Develop internal staff

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 2. HIRE YOURSELF OR
OUTSOURCE
• Increasingly, organizations using outside
organizations to recruit and select employees.
• Why might an organization do this?
• The believe that the vendor can do a better job
of identifying candidates than the organization
itself can do.
• An organization may not be able to recruit
enough employees on its own, so it may
supplement its own recruiting or selection efforts
with those of a vendor that specializes in staffing.
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103
 3. EXTERNAL OR
INTERNAL HIRING
While some mixture of external
and internal hiring will be
necessary in most situations,
the relative blend could vary
substantially.
• Internal hiring - wants to cultivate a
stable, committed workforce
• External hiring- necessary when
there is rapid organization growth,
such that the number of new jobs
created outstrips internal supply.
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 4. CORE OR FLEXIBLE
WORKFORCE
• Core workforce - regular employees of the
organization, either full time or part time.

• Flexible workforce - workers who are used

on an as- needed, just- in-time basis.
• not viewed as “regular,” and legally, most
of them are not even employees of the
organization.
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• the organization must decide whether it
wishes to use both core and flexible
workforces,
 what the mixture of core versus flexible
workers will be, and
 in what jobs and units of the organization
these mixtures will be deployed.
 Ideally, these decisions should be drive by
the overall business strategy.

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 5. HIRE OR RETAIN

• There are trade- offs between hiring and

retention strategies for staffing.
• At one extreme the organization can accept
whatever level of turnover occurs and simply
hire replacements to fill the vacancies.
• Alternatively, the organization can seek to
minimize turnover so that the need for
replacement staffing is held to a minimum.
• Hire – Continuous recruitment process –
accept any any turnover

• Retain – retain the employee via various

strategies

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 6. NATIONAL OR
GLOBAL
• Increasingly, MNCs are engaged in both
overseas outsourcing and offshoring
• Some organizations find they cannot
locate sufficient talent in their host
countries, so they have to look elsewhere
• Apart from staffing activities – technical
support, customer service, manufacturing

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• Outsourcing is moving a business process
(service or manufacturing) to another vendor
(whether that vendor is inside or outside the
organization’s home country),
• Offshoring is the organization setting up its
own operations in another country (the
organization is not contracting with an
outside vendor; rather, it is establishing its own
operations in another country)
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https://www.theedgemarkets.com/article/ibm-shut-down-cyberjaya-global-
delivery-centre-may-31
 7. ATTRACT OR
RELOCATE
• Attract - based on the premise that the
organization can induce sufficient numbers of
qualified people to come to it for
employment.
• it is better (and cheaper) to bring the labor to
the organization than to bring the
organization to the labor
• Relocate – Organization decide to go to
locations where there are ample labor
supplies.
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 8. OVERSTAFF OR
UNDERSTAFF
While most organizations seek to be reasonably
fully staffed, some may be over- or understaffed.
• Overstaffing may occur when there are dips in
demand for the organization’s products or
services that the organization chooses to “ride
out.”
• Organizations may also overstaff in order to
stockpile talent, recognizing that the staffing
spigot cannot be easily turned on or off
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• Understaffing - labor shortages, prediction of
an economic downturn may lead the
organization to understaff in order to avoid
future layoffs.
• decide to understaff and adjust staffing level
demand spikes by increasing employee
overtime or using flexible staffing
arrangements such as temporary employees.

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 9. SHORT- OR LONG-
TERM FOCUS
• Although any organization would want to
have its staffing needs fully anticipated for
both the short term and the long term,
optimizing both goals is difficult, so trade- offs
are often required.
• In this case, it often means addressing short--
term labor shortages by identifying and
developing talent for the long term.
• When forced to choose, organizations focus
on their short-term needs.
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 10. PERSON/JOB OR
PERSON/ORGANIZATION MATCH
• When acquiring and deploying people, should
the organization opt for a person/ job or
person/organization match?
• This is a complex decision.
• In part a person/job match will have to be
assessed any time a person is being hired to
perform a finite set of tasks.
• On the other hand, jobs may be poorly defined
and fluid, making a person/job match infeasible
and requiring a person/organization match
instead. 124
 11. SPECIFIC OR GENERAL
KSAOS
• Should the organization acquire people with
specific KSAOs or more general ones?
• Specific KSAOs - focusing on job- specific
competencies, often of the job knowledge and
technical skill variety.
• General KSAOs - focus on KSAOs that will be
applicable across a variety of jobs, both current
and future.

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• An organization expecting rapid changes in
job content and new job creation, such as in
the software company example, might
position itself closer to the general
competencies end of the continuum.

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 12. EXCEPTIONAL OR
ACCEPTABLE WORKFORCE QUALITY
• Exceptional strategy - allow the organization to
stock up on the “best and the brightest” with the
hope that this exceptional talent pool would
deliver truly superior performance.
• Acceptable strategy - a less high- powered
workforce and probably a less expensive one as
well.
• If the software development company is trying
to create clearly innovative and superior
products, it will likely opt for the exceptional
workforce quality end of the continuum. 127
 13. ACTIVE OR PASSIVE
DIVERSITY
• Active diversity - legally and morally appropriate
and that a diverse workforce allows the
organization to be more attuned to the diverse
needs of the customers it serves.

• Passive strategy - diversification of the workforce

takes time because it requires substantial planning
and assimilation activity

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 STAFFING ETHICS
• Ethics involves determining moral principles
and guidelines for acceptable practice.
• At the workplace, ethics emphasizes
“knowing organizational codes and
guidelines and behaving within these
boundaries when faced with dilemmas in
business or professional work

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 PLAN OF THE COURSE &
THE BOOK
• Part 1: Nature of Staffing (Ch. 1)
• Part 2: Support Activities (Ch. 2, 3, 4)
• Part 3: Recruitment (Ch. 5, 6)
• Part 4: Selection (Ch. 7, 8, 9, 10)
• Part 5: Employment (Ch. 11, 12)
• Part 6: Staffing System & Retention Mgt (Ch.
13, 14)
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