Staffing - Exam 1

Human Capital

Knowledge, skills and abilities of people

Workforce/Human Resources

Stock of human capital that an organization acquires, deploys, and retains in pursuit of business outcomes

Staffing

The process of acquiring, deploying, and retaining a workforce of sufficient quantity and quality to create positive impacts on the organization’s effectiveness 

Staffing Quantity: Levels

Organizations must be concerned about staffing levels and their adequacy

Staffing Quality: Person/Job Match

The characteristics of individuals and jobs must be aligned to produce desired outcomes

Matching process for person to job

KSAOs to requirements and motivation to rewards

Staffing system components

Staffing encompasses managing the flows of people into and within the organization, as well as retaining them

Strategic staffing

Process of staffing an organization in future oriented, goal directed ways that support the business strategy of the organization and enhance its effectiveness

External Hiring

Focus on using an external labor market for job openings

Internal Hiring

Promotion and transfer from within

Core Workforce

Regular workers attached to the company for long periods

Flexible Workforce

Temporary employees or independent contractors

Attract

Transfer or relocate employees to existing locations

Relocate

Locate facilities where potential applicants are

Specific KSAOs

Fine-tuned KSAOs that address task oriented skills

General KSAOs

Broad KSAOs that relate to many broad skills

Exceptional workforce quality

Hire the best possible candidates at high cost

Acceptable workforce quality

Reduce costs with willingness to hire less qualified candidates

Active diversity

Policies go beyond eliminating discrimination, and include specialized recruiting, training, and development to address diversity

Passive diversity

Eliminate discrimination, and then let diversity happen naturally

Employment Relationship

Staffing is designed to initiate and maintain relationships with employees

Economic Exchange

Transactional orientation, short term relationship, perform defined tasks, low commitment

Social Exchange

Relational orientation, long term relationship, citizenship behavior, mutual development

Employer-employee

Involves an agreement on terms and conditions of employment

Independent contractors

Degree of control and independence matters

Temporary employees

Staffed by staffing agencies

Employment at will doctrine

Without a definite term of employment, the employer or the employee can terminate the employment relationship at any time, with or without cause

At will doctrine does not include employees who work

Under a signed contract, according to a union’s collective bargaining agreement, in the public sector

Wrongful discharge

Reasons for termination cannot be illegal, including violated public policy, and implied contract, or implied covenant of fair dealing

Title VII

Prohibits discrimination on the basis of race, color, religion, sex, or national origin

Disparate treatment

Intentional discrimination based on a person’s protected characteristics

BFOQ

Exists when a protected classification can legally be used to make an employment decision

Disparate Impact

Occurs when an employment practice has a disproportionate effect on a protected group, regardless of its intent

Flow Statistics

Compare protected groups selection rates to determine if the rates are significantly different from each other

4/5ths rule

There is disparate impact if the selection rate for a protected group is less than 80% of the selection rate for the majority group

Utilizations Statisics

Compares the percentage of minorities employed in a job category with their availability in the relevant population of qualified people interested in the positon

Affirmative actions

Actively seek to identify, hire, and promote qualified members of underrepresented groups

Concentration statistics

Compare the percentages of people in various job categories to see if men, women, or minorities are concentrated to certain workforce categories

Fraudulent Recruitment

Misrepresents the job or organization to a recruit

Negligent hiring

An employer has a general obligation not to hire an applicant it knows or should have known could harm a third party

Age Discrimination in Employment Act

Prohibits discrimination in employment against individuals 40 years of age and older

Pregnancy Discrimination Act

Prohibits discrimination on the basis of pregnancy, childbirth, or related medical conditions

ADA

Prohibits discrimination against individuals with disabilities

The Rehabilitation Act

Requires affirmative action in the employment of individuals with disabilities

Immigration Reform and Control Act

Prohibits discrimination on the basis of national origin in the verification process

Workforce Planning

Process of forecasting strategic needs for employees and developing action plans to fulfill these needs

Phases of workforce planning

Strategic direction, supply analysis, demand analysis, gap analysis, solution implementation, monitoring progress

Ratio analysis

Calculates the number of employees a firm needs to produce certain levels of output

Trend Analysis

Uses past employment patterns to predict future labor needs

Scatter plots

Shows how two different variables are related

Regression analysis

Identifies predictors of workforce size and uses equations based on those predictors to forecast future labor demand

Revolving the gap

If either a labor surplus or shortage is forecasted, an action plan should be developed to proactively address the situation

Labor shortage

Demand > Supply

Labor Surplus

Demand < Supply

Identifying Staffing Objectives

Organizations should establish both quantitative and qualitative staffing targets

Replacement planning

Tracks the potential replacements for particular postions

Sucession Plans

Build on replacement plans and directly tie into leadership development

Job Analysis

Process of studying jobs in order to gather, analyze, synthesize, and report information about job requirements and rewards

Text Mining

Computer trained algorithms that analyze vast amounts of data to identify and extract meaningful themes

Job requirements analysis

Identifies the tasks, KSAOs, and context for a specific job

Task statements

Objective descriptions of the behaviors or work activities that employees engage in to perform their jobs

Task dimensions

Involves grouping sets of statements into 4-8 dimensions, attaching a name to each dimension

Competency Modeling

Underlying characteristics of an individual that contributes to effective job performance and support organizational success 

The Great Eight Competencies

Leading, supporting, presenting, analyzing, creating, organizing, adapting, performing

Leading

Initiates action, gives direction

Supporting

Shows respect, puts people first

Presenting

Communicates and networks effectively

Analyzing

Thinks clearly, applies expertise

Creating

Thinks broadly, handles situations creatively

Orgnaizing

Plans ahead, follows rules

Adapting

Responds to change, copes with setbacks

Performing

Focuses on results, shows understanding of organization

Employee value proposition (EVP)

The bundle of rewards provided to employees and to which employees respond by joining, performing, and remaining with the organization

Magnitude

The reward package should be appropriately sized

Mix

The composition of the reward package should align with the needs and preferences of applicants and employees

Distinciveness

The uniqueness of a reward package

Job Enlargement

Horizontal expansion of a job by adding more tasks at the same level of responsibility to an employee’s existing role

Job enrichment

Involves enhancing a job by adding more responsibility, autonomy, and opportunities for personal growth

Job simplification

Breaks down a job into smaller, more specialized tasks

Job rotation

Periodically shifts employees from one job or task to another

Working remotely

Employees perform job duties outside of a traditional office setting using digital tools and internet connectivity

Recruitment

Process that attracts potential future employees who have KSAOs that will help the organizations achieve its strategic goals

Employment brand message

Appealing message that places the image of the organization as being a great place to work

Individual recruiting sources

Target individual job seekers, direct from the organization and its representatives

Social recruting sources

Rely on relationships that employees have with current employees or those who would endorse the company

Organizational recruiting sources

Access to a large number of similar applicants 

Employment Website

Online platforms where employers post job openings and job seekers submit applications

Employment website pros

Wide reach, cost effective, fast paced

Employment website cons

High volume of applicants, less personal, and competition

Employee referrals

Involve encouraging current employees to recommend qualified friends, former colleagues, or professional contacts for open positions

Job Fairs

Events where employers meet potential candidates, often held on college campuses

Internships

Temporary work experiences for students, often leading to full time roles

Staffing agencies

Contact, screen, and present applicants to employers for a fee

Internal recruiting sources

Process of identifying and attracting current employees for open jobs

Nominations

Internal candidates can be nominated by supervisors or peers

Talent Inventories

Manual or computerized records of employees past performance, education and experience, promotability, languages spoken, and career interests

Job Characteristics

Wages, opportunity for growth and development, benefits, job security, location

Organization characteristics

Prestige, reputation for treating employees well

Reactions to recruiters

Demographics of recruiters, influential recrutier behaivors

Reactions to recruitment process

Fairness, relationship of screening devices to the job, and delay times in recruitment process