Staffing Organizations

Chapter 1:
Staffing Models and Strategy

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 Staffing Models and Strategy 1
The Nature of Staffing

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 The Big Picture
• Organizations are combinations of physical, financial, and
human capital
• Human capital
• Knowledge, skills and abilities of people
• Their motivation to do the job

• Scope of human capital

• An average organization’s employee cost (wages or salaries and
benefits) is over 22% of its total revenue
• Organizations that capitalize on human capital have a strategic
advantage over their competitors

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 The Nature of Staffing
• Definition
• “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.”
• Implications of definition
• Acquire, deploy, retain
• Staffing as a process or system
• Quantity and quality issues
• Organizational effectiveness

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 Staffing Models and Strategy 2
Staffing Models

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 Exhibit 1.2: Staffing Quantity

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 Exhibit 1.3: Person-Job Match

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 Concepts: Person-Job Match Model
• Jobs are characterized by • Matching process involves
their requirements and dual match
rewards • KSAOs to requirements
• Individuals are • Motivation to rewards
characterized via
• Job requirements expressed
qualifications (KSAOS) and
in terms of
motivation
• Tasks involved
• These concepts are not new
• KSAOs necessary for
or faddish, this is an
performance of tasks
enduring model of staffing
• Job requirements often
extend beyond task and
KSAO requirements

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 Exhibit 1.4: Person-Organization Match

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 Concepts: Person-Organization Match Model
• Organizational culture and values
• Norms of desirable attitudes and behaviors for employees
• New job duties
• Tasks that may be added to target job over time
• “And other duties as assigned . . . “

• Multiple jobs
• Flexibility concerns - Hiring people who could perform multiple jobs
• Future jobs
• Long-term matches during employment relationship

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 Exhibit 1.5: Staffing System Components

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 Components of Staffing Organizations Model 1
• 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, and retained
• Flows from organizational strategy
• Directly influences formulation of organization strategy

• 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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 Components of Staffing Organizations Model 2
• Support activities
• Addressing the social and legal environment
• Diversity and Inclusion
• Planning
• Job analysis
• Serve as foundation for conduct of core staffing activities

• Core staffing activities

• Recruitment
• Selection
• Employment

• Staffing and retention system management

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 Staffing Models and Strategy 3
Staffing Strategy

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 Strategic Staffing Decisions: Staffing Levels 1
• Acquire or develop talent
• Acquire: employees who are ready to “hit the ground running”
• Develop: employees who need development to perform their jobs

• Hire yourself or outsource:

• Hire yourself: Use in-house staffing function
• Outsource: Hire an external vendor for hiring

• External or internal hiring

• External hiring: Focus on using an external labor market for job
openings
• Internal hiring: Promotion and transfer from within

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 Strategic Staffing Decisions: Staffing Levels 2
• Core or flexible workforce
• Core workforce: regular workers attached to the company for long
periods
• Flexible workforce: temporary employees or independent contractors

• Hire or retain
• Hire: accept turnover rates and hire frequently
• Retain: extra efforts to increase employee retention

• National or global
• National: keeping all organizational functions in the home country
• Global: locating services and production in multiple areas

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 Strategic Staffing Decisions: Staffing Levels 3
• Attract or relocate
• Attract: transfer or relocate employees to existing locations
• Relocate: locate facilities where potential applicants are

• Overstaff or understaff
• Overstaff: have slightly more staff than needed as a buffer
• Understaff: have slightly fewer staff than needed to save costs

• Short- or long-term focus

• Short-term: address and focus on immediate needs
• Long-term: focus on future needs

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 Strategic Staffing Decisions: Staffing Quality
• Person/Job or Person/Organization match
• Person-job: selection focused on one job’s task requirements
• Person-organization: focus on broader competencies and values

• Specific or general KSAOs

• Specific: fine-tuned KSAOs that address task-oriented skills
• General: broad KSAOs that relate to many broad skills

• Exceptional or acceptable workforce quality

• Exceptional: hire the best possible candidates at high cost
• Acceptable: reduce costs with willingness to hire less qualified candidates

• Active or passive diversity

• Active: policies go beyond eliminating discrimination, and include specialized
recruiting, training, and development to address diversity
• Passive: eliminate discrimination, and then let diversity happen naturally
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 Staffing Models and Strategy 4
Ethical Issues

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 Exhibit 1.8: Suggestions for Ethical Staffing Practice
• 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

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 Ethical Issues in Staffing
• Issue 1
• As a staffing professional in the human resources department or as
the hiring manager of a work unit, explain why it is so important to
represent the organization’s interests, and what are some possible
consequences of not doing so?
• Issue 2
• One of the strategic staffing choices is whether to pursue workforce
diversity actively or passively. First suggest some ethical reasons for
the active pursuit of diversity, and then suggest some ethical reasons
for a more passive approach.

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