STAFFING
SUBMITTED TO MAM FARHAT MUNIR
SUBMITTED BY
KIRAN YAQOOB
NIMRA ALEEM
NIMRA ARSHAD
ADEENA KHAN
TABLE OF CONTENT
1. INTRODUCTION ---
2. RATIONALE ---
3. SIGNIFICANCE ---
4. COMPANY COMPARTIVE ANALYSIS ---
5. NEWNESS ---
6. UNIQUNESS ---
7. REAL LIFE EXAMPLE ---
8. FACTUAL DATA ---
Staffing
Introduction
Staffing is the traditional management function of an organization. It is used to attract, select the
best qualified candidates and put them on the job where their talents and skills can be better
utilized, and retention of the potential resources through incentives, training and job enrichment
programmes, in respective to achieve individual and organizational goals. Staffing emphasizes
on managing human capital not on financial resources.Thus, staffing plays a main role in human
resource planning. It confirms best utilization of manpower in the organization and It helps to
maintain a satisfactory workforce in creativity. Every organisation is very much worried with the
quality of manpower for managing the organisation effectively and efficiently. As per views of
Peter Drucker “man, of all the resources available to man can grow and develop”. It is concerned
with recruitment, selection, placement, utilization and development of employees of the
organisation.
The staffing process includes a few number of steps, which are as follows:
Manpower Planning:
It is known as human resource planning, it is the process of forecasting the organization’s
demand for and fulfillment of a competent workforce, in the suitable number in future.
Recruitment:
It involves searching, stimulating and obtaining, as many applications as possible from
the qualified and competent candidates.
Selection:
It is the key step of the staffing process, which involves observing, evaluating applicants
based on interview and choosing the candidate who best fulfils the qualifications and
requirements of the available position.
Placement:
The distribution of rank and responsibility to selected candidates, is known as Placement.
Orientation and Induction:
After the placement, the next step is to offer the job to new employees with the
information they want for functioning comfortably and efficiently in an organisation.
Induction is the process of announcing the new employees to the job and the organisation
as well.
Training and Development:
In this step, the new employees undergo training to attain specific skills. Development
indicates learning opportunities, designed by the organisation, to confirm the growth of
employees.
Performance Appraisal:
A rational assessment and evaluation of employee’s performance against clear-cut
benchmarks.
Career Management:
Career Management is a process in which the individual knows and learns new skills and
interests and uses them for the improvement of the organisation and self.
Important objectives of staffing:
(i) To get the right type of employees for the right jobs.
(ii) To train and develop human resources for better results
(iii) To maintain employees policies as regards benefits, promotion,training etc.
(iv) To grow effectively the human resources and encourage them for higher
performance.
(v) To create a necessary working relationship between employers and employees and
between groups of teams
(vi) To confirm satisfaction of the needs of the workers so that they become loyal and
committed to the organisation.
(vii) To build high self-confidence among employees by maintaining good human
relations.
Rationale
Staffing is the process by which we look for the people who best match the job description of an
available position in the company.
The main reason of staffing is to train and develop human resources and effectively grow the
human resources and encourage them for higher performance.
Staffing policies create necessary working relationships between employers and employees and
between groups of employees and maintain employee policies as regards transfer, promotion,
etc.
Important objective of staffing functions is to confirm satisfaction of the needs of the workers so
that they become loyal and committed to the organisation.
Staffing has increasingly become famous because of its benefits for workers and employers.
Staffing methods allow employers flexibility and also includes independent contracts, part-time
work, seasonal work, etc. Staffing has several advantages for employers and employees who
want to enjoy more flexibility and free time. Staffing offers many benefits for employees and
employers. Employees get flexibility and better access to work, while businesses cut costs,
increase productivity, and use a large network, on-demand. It is not surprising that 65 percent of
employers believe that they will increase the use of employee rules in the future. Combine this
trend with the development of innovative cellular technology by making it easier than ever for
employees to connect with job seekers. It is also easy to make business more efficient, effective
and positive.
The Internet makes it easier than ever. Employees no longer have to stand near file cabinets and
paper forms to complete their work. Businesses increasingly work in the cloud, so work files can
be read from locations other than the office. This flexibility allows workers to take more
responsibility for their livelihoods (a means of securing the necessities of life). Many workers
use numerous part-time or casual opportunities to shape their ideal lifestyle.
The staffing plan is used to prepare for changes in the organization's workforce due to
recruitments and changes in required job responsibilities and skill sets. Recruitment efforts rely
on staffing plans that can range from unplanned plans to detailed plans built on analysis of
current and future human resource requirements. The differences in these plans are due not only
to available information but also to the methods used to create the plans.
The creation of a staffing plan is to support business policies requires
⮚ shaping the needed staffing levels;
⮚ defining the required capabilities of employees;
⮚ identifying available resources;
⮚ identifying any gap between projected supply and future demand; developing and
implementing a staffing plan to address the gap between demand and supply.
The main advantage of this staffing policy approach is that it allows the organization to confirm
that the people in the top positions are experienced in the business of the firm.
The staffing function is a very important function of the management because of the following
reasons. Staffing helps in discovering and obtaining skilled employees for various jobs. It helps
in the ideal utilization of the human resources. It helps in creating professionals in every field of
organizational activity.
Staffing is a management function which contains hiring, motivating, and retaining the best
people available to achieve a company’s objectives. It is basically the task of getting and keeping
the right people. Efficient staffing management starts by hiring the right people for open
positions. When you conduct in-person interviews and ask employees appropriate questions as
they relate to your industry, you get a better feel for who will best represent your company.
Hiring efficient, knowledgeable employees will help business to achieve a reputation for quality
products and service. Hiring undependable or unknowledgeable employees can reduce customers
and make you lose business.
Significance
The significance of staffing function is the achievement of managerial employees. In fact, it
covers the process of not only developing managers but also providing for reasonable
compensation for them. Moreover, staffing is an ongoing function and is performed by the
management of newly set up as well as going creativities.
Even in an established organization staffing function includes:
(i) the planning of executive (or marginal resources);
(ii) the appraisal of executive compensation.
The earlier analysis emphasizes that it is desperate to underemphasize the role of staffing
function just because the management is pre-occupied with its day-to-day activities. Most
innovativeness has died premature death because of the absence of the continuity of
management.
It is motivating to note that Staffing has been known as a distinct and important function of
management only in recent years. Earlier it was assumed as a part of the organizing function.
The staffing function which is now broadly recognized as one of the most important and
different functions of Management has been explained in detail under the head “Personnel
Management” in a successive section.
7 Major Significance of Staffing
The following are the characteristics of staffing:
1. Staffing is not a temporary exercise,
2. Staffing is a complex process,
3. Staffing is a logical exercise,
4. Staffing deals with present and future requirements,
5. Staffing involves people,
6. Responsibility for staffing,
7. Staffing is a managerial function,
8. Efficient performance of other tasks,
9. Development of human capital,
10. Motivation of Human Resources,
11. Building higher morale,
12. Reduces cost of production,
13. Fulfill the present and future needs of the employees,
14. To maintain coordination among employees,
Countries Comparative Context
PureLogics - Head Office
Purelogics is a full services Technology Company dealing in many software languages
from the past 13 years. Purelogics has matured from a narrowly-focused technology
company to well established with the team of programming and technology experts
delivering effective results to many happy clients worldwide. It’s head office is located in
lahore and other offices are in the USA. Purelogics is working with many bigger brands
like Samsung, Pearson, Intel and also works on freelancing projects.
HR Practice followed by the organization:
● Recruitment
● Training and development
● Appraisal
● Retention
● Career Path
Recruitment and selection Process of the Organization
PureLogics recruitment process is based on the concept of Finding the right person for
the right position. Firstly the candidates’ CVs are filtered on the basis of the basic JD
requirements like; education, does it fulfill the criteria, relevant field experience and
behavioral traits. Then selection interviews are conducted of these filtered candidates to
complete the selection process.
Forecasting:
Purelogics forecasts the workforce when the business lead is matured. Based on the need
of resources and financial term get finalized Purelogics starts pre-hiring for the project so
resources can be On-Board on time but in some special cases like opening of a new
department they do employment forecasting by looking at their competitors.
Effectiveness:
The effectiveness of PureLogics recruitment process is measured by evaluating the
performance of the newly hired employees and how well they perform.
Selection test:
PureLogics has very tough criteria for conducting the in house test. They have a lengthy
process for evaluating the candidate. Selected candidates based on screening call for in
house technical tests and then they appear for an interview in a same day, and if they get
cleared from the mentioned above phases then they call for the final interview with the
higher management.
Selection Interview:
Firstly, there is a primary screening phase of interview by the HR department of
PureLogics over the call. If a candidate matches with the required skill set HR invites for
the In-house test and interview with the Team Lead. Based on the test and interview
Team lead provides feedback whether the candidate is shortlisted or not. If the candidate
got shortlisted then he/she calls for the final interview session with higher management.
They use a combination of different questions like situational based questions, behavioral
questions, experience related questions and field related questions. The ratio of these
questions varies from interview to interview according to the nature of the job
Minimizing error:
PureLogics interviewers are all very experienced in conducting interviews but still to
make sure that there is no error made and to make the interview more effective. The HR
department gives a guideline to the interviewers before conducting the interview as well
as JD\JS of relevant posts to be interviewed.
Results & Analysis of questionnaire and interviews
Orientation and Training process and procedures
Orientation:
Orientation process is very necessary for each post in PureLogics The duration of
orientation varies from post to post, in most cases the orientation for the working class is
of one day and for manager level is of one week. PureLogics HR department provides
newly hired employees with basic background and information about the company and
makes them familiar with the company’s culture.
Analyzing training needs:
First of all they analyze the training needs of our existing employees through appraisal
form and the training needs of their new employees through evaluating their performance
in the selection interviews, then they design the training process and decide how it will be
implemented but training of existing employees is not the active part yet in the
organization.
Training Method:
PureLogics uses only coaching style on-the-job training. Which is conducted by the team
lead or manager.
Management Development:
PureLogics focuses especially on the development of its managers as they are the key
factors in the growth of the company. pureLogics provide them with a healthy
environment and appreciate the innovations they bring to the company. PureLogics does
not conduct any succession planning for our executive bodies.
Resistance to Change:
Resistance to change is a major issue in PureLogics as their company is evolving rapidly.
PureLogics HR Depart has taken certain measures to overcome resistance such as giving
complete awareness to our employees before the change is made and make emendations
if necessary.
Performance Appraisals
When asked about the appraisal process the PureLogics HR Head said that it is conducted
on quarterly basics to encourage their employees. The process is done by our appraisal
form which is filled by both the employee and its manager and is then evaluated by the
higher management and HR team. The potential appraisers in PureLogics appraisal
process are the Higher management, HR manager, manager of the respected team and
candidate himself.
Retention Rate/ Turnover
In PureLogics few departments have high turnover like in development dept, marketing
dept and including HR dept
Career Path
Purelogics is providing a Career path to their employees to enhance the satisfaction level
and engagement with the company for the long term but it is also observed that this
benefit is not being well used. There are many factors behind this, HR dept also not
transparent about this flaw.
PureLogics USA
As earlier mentioned that Purelogics is also operating in the USA. During the questionnaire with
the HR head of purelogics mentioned that mostly HR policies are also implemented in USA
office.It is also mentioned that few policies are better implemented in USA offices like training
and development as one of the directors Muhamamd Atif is operating their operations and other
functions in the USA. It has also been observed that Muhamamd Atif is well involved in the
training and development of the employees. Major depts are working like Marketing,
Development in the US office.
Recruitment
Training and Development:
Purelogics US has implemented a training and development program according to the US law
4103. Employees Training is based on two method there
● Interactive
● Hands on training
Interactive Method
Interactive training methods take in classroom shape, where the relevant employees interact with
each other and also with the management with lecture style training by empowering conversation
and group interaction.
Muhammad atif is extrovert personality he likes to interact with the empolyees and to provide
daily guideline in shape of training that helps to improve productivity level and increase
motivational level too.
Hands On- Training
Purelogics US also provides hands-on training to their US employees.
Analysis of satisfaction level through appraisal
Employee retention rate
Gap Analysis (Company Comparative Context)
Purelogics -LHR Results PureLogics USA Results Recommendation
Recruitment & 55% Recruitment & 60% Results show that PL-
Selection process Selection process LHR, PL USA offices
feedback Lengthy feedback Lengthy have tough interviewing
recruitment recruitment criteria which annoyed
process process the even potential
candidates. They have
lengthy and time
consuming rounds which
does not help in making
the recruitment process
efficient.
They should eliminate
the extra rounds like if
the candidate got
selected then his/her
final interview session
should be on the same
day
They should also revised
their test to improve
them and make them
according to every
position
Employee 20% 45% A training program
satisfaction level allows companies to
through training strengthen skills of their
and development employees. As per
results PL Lhr - does not
consider training as an
important factor. We
recommend them to
focus more on
developing their existing
employees skills rather
than external hiring.
Employee 35% 38% Both offices do not have
satisfaction level a structured process to
through appraisal appraisal, evaluate their
employees performance
which results in
dissatisfaction level in
employees. We
recommend them to use
MBO, Critical incident,
360 feedback method
Retention rate 72% 73% Both offices have almost
similar retention rates.
As we recommend 2
points, training and
structured appraisal
system we believe these
factors will help them to
increase their retention
rate
Newness
Newness:
At the start of this year PureLogics has developed In- House software which caters all the data of
employees. They are developing features to track the performance and their documentation
which employees also will be able to see the history of their employment.
Like for the past 6 months their performance history and also able to see the low performance
indicator which needed to be overcome.
Uniqueness:
● Based on the topic of staffing uniqueness could be considered effective and timely
communication. Delays in communication can have a bad impact on the organization
performance
Like rejected candidates should be informed about their interviews statuses.
● Low performer employees should be informed about their performance and shortcomings
Also starting new projects if there is a communication gap between the team members it
automatically could create problems in completion in assigned tasks.
Industrial growth and Significance
Deep analysis the HR policies of PureLogics here are a few ideas which we would like to
recommend for the organizational growth and excellent performance of employees.
● Structured appraisal system which should include effective employee performance
tracking, objective critique, and clear criteria of judging employee performance and
feedback timely communicated to the employee.
● Training side should be focused, PureLogics should provide a facility of E certification to
enhance the learning capability of employees. The training may be required not only by
the newbie but also by the existing employees
● Coaching mentoring is also considered an effective method. It provides guidance to
employees about work related tasks.
Real Life examples on Staffing:
At IBEX Pakistan:
If we studied the staffing policy of ibex it is quite transparent. It really helps your employees so
they can focus more effectively on their professional growth. Communication barrier is the
biggest flaw in an employee's growth. Clear communication and data subject rights help a lot to
think more clearly. Ibex is the best real life example of this because they give their staff
“employees data subject rights” so their vision becomes more clear so they can contribute more
to meet organizational goals. Employees have the right to get verification from the company that
whether or not personal data is being processed. Employees/staff also have the right to gain
following information like purpose for processing, categories of personal data, to whom your
personal data will be disclosed, rectification. Employees/staff get the training on their data
protection responsibilities as part of the introduction process.
Employees/staff have the right to ask questions or make complaints about their personal data.
These factors make your employees/staff trust you and become loyal to your organization. Ibex
is very sensitive about the privacy of their employees/staff.
At IBM:
A few years’ back the tech innovators IBM had a magnificent example of succession of one of
its staff member. At that time IBM present that the current SVP, Virginia Rometty, would be the
new first female CEO, when Samuel J. Palmisano retires. This positioning was not due to
mortifying mistake. But either it was a smooth transition when Palmisano and the organization
were executing at the top of their game.
Rometty join IBM in 1981 and stayed with IBM since. She was also like other employees in the
organization but by performing her day to day task she climbed the rank to SPV and group
executive for sales, marketing and strategy. She was determinant and hard working in her field
and utilizes the opportunities.
Through proper planning Rometty worked her own way from entry level staff at the organization
and proved herself to the executives.
Although Rometty herself was the key to this promotion but IBM did an excellent job by making
sure that their staff is growing professionally by growth structure pathway. They did this by;
Inaugurate great professional development pathways.
Enhancing flourish and favorable organizational culture.
Allowing staff to compete at the same level.
For a CEO position, a transition may take longer because of increased responsibilities. Rometty
has given enough time to adapt their new position, feel confident, learn new skills, and manage
workload.
At Apple:
Before he started as CEO of Apple, Steve Jobs prepared a success plan in the formation of Apple
University in 2008, Apple University has a leadership module with content and material based
on Steve’s experiences. Its goal is to “teach Apple employees/staff how to think like Steve Jobs
and make decisions that he would make.”
This digital module is a great example of how technology can be used to start a company’s
leadership progression for the staff.
A part from Apple University, Steve Jobs was also working hard to construct Tim Cook for the
position of CEO. Cook took on a diversity of different operational roles contains manufacturing,
distribution, sales, and supply chain management before working personally with Steve to
acquire experience in the CEO role.
In his letter, Steve Jobs wrote, “As far as my successor goes, I strongly endorse that we execute
our plan and name Tim Cook as CEO of Apple.”
It shows that if you give your deserving staff an opportunity and give personal attention to them
they become loyal and competent enough and help you in attaining your organizational goals.
Literature Review
Article No 1 ---- Nimra Aleem
SUMMARY OF THE ARTICLE
The purpose of this article is to study about different problems occurred in international staffing,
which is faced by MNCs (a multinational corporation or company) and to recommend the
replacements.
The whole literature review of this article is done on all the recent researches.
All the suggestions and implications are made to framing business strategies for operations.
This article tells us the trends and scope of international staffing. It guides us how expatriate
employees affect the status of the organization.
Expatriate plays a very important role in staffing their foreign operations whereas, both
international organizations and academics must take a more strategic and holistic view of
staffing arrangements in the international context.
Top managers in MNCs meets the organizational requirements on a case-by-case basis.
MNCs have to develop effective international HRM policies and practices to ensure the effective
implementation of alternative international assignments.
In this article, the researcher has described about the main factors which are affecting the
international staffing. These factors are such as: political factor, legal factor, economic factor,
socio-culture factor, firms specific factor and other factors.
Expatriates have to pay more attention to family issues relating to alternative forms of
international assignment. There should be family and the employees work/life balance.
More research is needed to guide researchers and practitioners in devising HR policies.
Article No 2 ----- Adeena Khan
Summary
In this article staffing and selection process must be similar to org strategy. The outcome of this
trend is from this field don’t really known by researchers.
This study uses fit and flexibility perspective from SHRM. And discus the implications of the
framework for researchers that considered under different approaches.
Then we studied that strategy is a central and integrated and externally oriented concept.
It involves that where to compete and how to compete and with what.
We can say staffing is about gathering, placing and maintain workforce.
They focused on predicting individual performance. This article is based on theoretical research
from HRM literature.
It tells the implications for research and practice. How we examine the types of criteria skills and
abilities also selection methods.
This fit and flexibility model tells us the elements of strategy like mission, goals, internal
strengths, weakness, opportunities and threats.
First function of this models is to translating the strategic directions into statements of required
skill and HR practices needed. These practices established the environment so that the strategic
goals remain relevant.
In the second function of this model, should focus on flexibility. Embedded and unpredictable
environment may benefit from being capable of recognizing HR activities.
Flexibility has three dimensions, developing adaptable HR system, wisely choose skilled pools
of human capital and enhance behavior flexibility of employees.
The useful point for staffing and fit is the level of individual. Former procedures it id compulsory
for candidates to have KSAOs for effectual job.
Substantial empirical evidence proves that person job match approach in effectual for
recognizing high performance.
The person job match approach and strategy formulation are limited to job that are narrowly
defined.
It is important to achieve fit between individual and the culture of org. there are different strategy
directions for different individuals.
Job description must reflect the practices of strategic needs of firm. Top level managers are not
just screened for KSAO but also for match with the organization strategy.
There is also a perspective on fit moves that individual level should consider as the match
between strategy of firm level policies and strategy and collective human capital.
Different researches have said that strategy and staffing match use measures of collective human
capital.
Coordination, communication, learning and trust will enable the unit to maximize KSAOs.
Human capital is to emerge as a valuable unit level resource.
In the context of flexibility, staffing takes place in very complex and unpredictable
environments. In this case resources may be directed to organize responsiveness by acquiring
human capital.
we consider flexibility as it relates to staffing at both individual and system level.
We should promote flexibility in individuals so they can adapt any culture more easily and
wisely.
Adaptability has been conceptualized at team level.
Individual differences contributing to perform in changing situations are not same as in routine.
Flexibility emphasizes the organization capacity to adapt systems, policies, and different policies
which needed. Highly centralized HR policies rigidly applied through to the organization with
the competitive demand of particular job.
HR practices should be flexible and positively associated with firm performance.
These practices flexibility has similar effects with measures of finance, operations and employee
performance.
To achieve flexibility in an organization we have different models that value uniqueness of
human capital, employee’s relationship and HR configuration.
Knowledge base employment and contract based employment work positively and associated
with firm performance.
There are three ways that “fit” beyond person job match can occur, first, strategic goals should
be incorporated in job analysis. Second, person-organization fit is associated with higher
performance and positive work attitude. Third, strategies might expand the criteria of job
performance to include performance and work withdrawal.
In the terms of flexibility, we have different approaches. Like according to an approach
individual who are willing to adapt changing demands have long term value.
Another approach said that we can address flexibility at team or group level.
Different studies show that team focused assessment predict both role and contextual
performance
Fit approach involves in matching staffing practices to strategic goals, and significant investment
in human capital.
Staffing experts are focus on human capital “stocks and flaws” which have greater potential and
a sources of competitive advantage.
Flexibility approach enhanced by creating system that are responsive to local needs.
Moreover, develop a reliable pool of employment mode like part time, contract based, sole
reliance on permanent
Person job match is known for selecting individual based on adaptability, and person
organization fit is about the ability to function in team.
Through discussion, prediction and criteria and level of analysis we need to address the change
between staffing fit and flexibility perceptive.
In the end staffing and selection practices plays important role in implementing organizational
strategy, strategic HRM, they have not such a link each other.
But in this study the key to endeavors will be a conceptual model which draws the link between
all of these practices.
Reference: https://www.google.com/url?
sa=t&source=web&rct=j&url=https://digitalcommons.ilr.cornell.edu/cgi/viewcontent.cgi
%3Farticle%3D2061%26context
%3Darticles&ved=2ahUKEwjotZHusp_qAhVS3qQKHfzzAG8QFjAAegQICRAB&usg=A
OvVaw269AZE7F8Vv_ZPmFXvXfNw
Article no 3 ----- Nimra Arshad
SUMMARY
This study on the Singapore staffing strategies. The recruitment, selection, and retention of
employees were discus in this article. Staffing activities are important components of HR
systems. Organization have to manage staffing as a system, which has many parts; and the
success or failure of one part can affect the success or failure of the staffing system as a whole
(placing them on the right position at the right time) and their retention is equally crucial. cost of
poor hiring fall under two category tangible cost and intangible cost. Some of the common costs
of a bad hire are, Lost productivity, lost time to recruit and train another worker, cost to recruit
and train another worker, negative effects on employee morale, negative impact on clients, fewer
sales, and legal issues. The organizations should provide the flexible environment and motivates
the employees this will affect the performance of the employees. Basically, the peoples are the
important resource of the organization they work hard to achieve the organization goals so the
hiring of the competent staff and employees is compulsory for the organization. Organizations
are more likely to spend considerable human resources and management time in developing the
job description and advertisement, screening resumes, applicant testing and performing
background checks, as well as interviewing.
Article No 4 ------ Kiran Yaqoob
Staffing of preeminent human capital was limited to successful acquiring and hiring of
individuals even though it has tendency to benefit the organizations (Ployhart, 2006)
Individuals working in teams bring significant increase in performance but little team staffing
practices of HRM have been viewed. Already existing employees can be joined in a team unit
through cluster hiring
Staffing hasn’t been given systematic consideration so current study discussed its pros and cons
Uniqueness and strategic value of labor are attractive to organizations
High value leads to external acquisition while with uniqueness it leads to internal development
but when both are not there contracting comes there and with high uniqueness and low values
comes alliances
Internally developing mode results in committing and productive employees but at individual
level but developing team from them is a difficult task
Organizations prefer already skills and values developed human capital instead of investing extra
time and money on them. Socialization play a vital role in assimilation of the highly skilled and
valuable team members. Cluster hiring occurred firstly in 1946 in America Ford Motor while
recently is considered as a key approach for banks and adopted by many others A firm must
utilize its resources efficiently and effectively to gain success. Human resource possession
cannot predict competitive advantage and performance but efficient utilization of their expertise
in cost, availing opportunities and threat reduction can bring good results.
Productivity and cost of cluster hiring differ on basis of socialization, team negotiation,
knowledge structure, flexibility and team’s progress through forming, storming and norming
Through cluster hiring organizations get access to transactive knowledge which is the memory of
individuals and their communication process in teams and tactic knowledge which is the
knowledge gained without qualification.
Cluster hiring helps in gaining teams having all required understanding of their work and
enhances productivity thus reducing employment costs. Self-managing and hierarchical are
broad structure of teams where one is comprised of peers while other has formalized leader
When cluster hiring isn’t properly managed it may lead to loss of money, opportunity, credibility
and law suits if the legal ramifications aren’t considered properly and bring you employees that
are of no use to organization. Managers need to pay keen attention to newly hired in order to
develop interaction among teams which will thus enhance the socialization and productivity in
end. Separation cost is cost of activities for removing an employee from organization while
replacement cost is cost incurred for changing any position Cluster hiring helps in developing
stronger links among the team members in comparison to those hired through individual hiring
process. Fitness models includes the compatibility of employee for job, organization and
environment. If the team and individual are misfit there will be low morals and low performance
Diverse individuals in a team bring about good results. Similar minded individuals are more
attracted in a group
Acquiring resources have a significant influence on viability and contribution of acquiring
organization. Type of industry has a significant influence on the viability of a team. Cluster
hiring is useful for highly competitive organizations. Cluster and individual hiring both have
direct effect on productivity of organizations.
Further research can focus on the costs borne on using any of the staffing and hiring technique.
Socialization process and its influence on productivity can be studied.
Synergetic influence of individual and cluster hiring can be evaluated. Employment modes
influence on productivity and hiring process can be evaluated. Human resource structure can be
studied on team and organizational level. Influence of staffing level on relationship of employees
can be further evaluated.
Characteristics of organizations and its industry choice plays vital role in selection of hiring
approach while balancing pros and cons to optimal level.
https://www.researchgate.net/publication/251639734_Team_staffing_modes_in_organizations_
Strategic_considerations_on_individual_and_cluster_hiring_approaches
Factual data
ASA Staffing Employment and Sales Survey:
This data collected from the article of how much runway remains while slowing the staffing and
recruitment industry countries to grow faster then jobs over all the economy.
Staffing and recruiting sales are highly correlated with gross domestic product (GDP). With
weak GDP growth slowing staffing and recruiting sales, and with the probability of a recession
increasing by the day (albeit only ever so slightly), professionals in this industry are wisely
asking about how much runway remains.
This analysis, prepared September 2016, provides an overview of the size, scope, and dynamics
of the U.S. staffing and recruiting industry.
Economic expansion:
At 86 Months and Counting, the Current U.S. Economic Expansion Could Become the Longest
Ever.
Since WWII, the average expansion has been just under five years. The longest expansion was
10 years. At more than seven years, the current expansion is the fourth longest in recorded
history, which began in the mid-1850s.
GDP Growth Has Been Weak—Below the Prerecession Average:
Interpretation:
The annual rate of GDP 2002-2007 was 2.8% and in the current expansion 2010-16was 2.1%.
In this article many other factors also discussed like:
● Labor market
● Unemployment
● Labor force participation
● Staffing employment
The ASA Staffing Index provides a near real-time gauge of staffing industry employment and
overall economic activity. It tracks weekly trends in temporary and contract employment, with
results reported nine days after the close of a workweek. Weekly percentage changes in
temporary and contact employment are reflected in the index, allowing observers to easily see
how staffing employment has changed over time.
Based on those data, ASA estimates the total number of temporary and contract employees who
have worked in the staffing industry for any period of time during the calendar year.
Staffing and Recruiting Sales Increased 5.4% in 2015 to $147 Billion:
U.S. staffing industry sales set a new annual record at $147.0 billion in 2015—5.4% higher than
in 2014. Staffing industry sales comprise temporary and contract services in addition to search
and placement services.
Total hiring of the employees.
2015, U.S. staffing firms hired a total of 15.6 million temporary and contract employees, up 8%
from 14.4 million in 2014, and the greatest number of staffing employees in any year.
Summary:
The American Staffing Association provides the only survey-based quarterly estimate of U. The
survey is used to estimate total industry employment, sales, and payroll, based on a model
developed for ASA by Standard & Poor’s DRI / McGraw–Hill in 1992. To preserve the
confidentiality of individual company responses, a market research firm collects and tabulates
the data and reports only aggregate results to ASA. 100 small, medium, and large staffing
companies that together provide services in virtually all sectors of the industry. The participants
provide employment, sales, and payroll data on the most recent quarter and, to ensure validity
and continuity, the relevant previous quarters.
These growth rates are applied quarter by quarter to aggregate benchmark estimates for
temporary and contract staffing employment, sales, and payroll.
The ASA Staffing Index tracks temporary and contract employment trends.
Staffing Employment and Sales Survey. ASA Staffing Index values, based on survey results, are
typically posted nine days after the close of a given workweek, providing a near real-time gauge
of staffing industry employment and overall economic activity. Similar to the quarterly ASA
Staffing Employment and Sales Survey, percentage changes in employment are derived by
weighting responses according to company size categories.
Note; Company comparative Analysis based on personal contacts. It was by previous company, I
requested to HR manager to provide the data collected from employees.
Company link is attached below for your reference
