STAFFING

MODELS AND
STRATEGY
CHAPTER ONE
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 25% of its total
revenue
• Organizations that capitalize on human capital
have a strategic advantage over their
competitors
DEFINITION OF
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.
 IMPORTANCE OF
STAFFING

Why staffing matters to

the organisations?
 Acquire, deploy,
1 retain

Staffing as a process
2 or system
IMPLICATIONS OF
STAFFING Quantity and
3 quality issues

Organization
4 effectiveness
STAFFING QUANTITY: LEVELS

STAFFING
MODELS
• This model begins with HR Planning process where the availability and the
requirements are compared.
• If the demand equals to supply, the organization is fully staffed.
• If the requirements (demand) exceed availabilities (supply), this means the
organization will be experience understaffed and vice versa
• Being short of workers means organization will have to increase its staffing
efforts such as accelerating recruitment and retention programs.
• Overstaffing projections signals to slow down as such to apply early retirements,
layoff
STAFFING QUALITY: PERSON/JOB MATCH

STAFFING
MODELS
STAFFING QUALITY: PERSON/JOB MATCH

• Jobs are characterised by their requirements and rewards

• Individuals are characterized via qualifications (KSAOS) and motivation
• These concepts are not new or faddish, this is an enduring model of staffing
• Jobs are characterized by their requirements and rewards
• Individuals are characterized via qualifications (KSAOS) and motivation
• These concepts are not new or faddish, this is an enduring model of staffing
STAFFING
• Several points to staffing need to be made about the person/job match
model: MODELS
a) the concepts in the model are not new
b) the model emphasizes a dual match of KSAOs to requirements and
motivation to rewards
c) job requirements should not be expressed in terms of tasks involved and
the KSAOs needed to perform those tasks
d) job requirements often extend beyond task and KSAO requirements
e) the matching process can yield only by way of impacts on the HR outcomes
STAFFING QUALITY: PERSON/ORGANISATION MATCH

STAFFING
MODELS
STAFFING QUALITY: PERSON/ORGANISATION MATCH

• Organizational culture and values (norms of desirable

attitudes and behaviours for organisations’ employees, e.g.,
honesty, integrity, achievement and hard work)
• New job duties (tasks that may be added to target job over
time) STAFFING
• Multiple jobs (flexibility concerns - hiring people who could
perform multiple jobs) MODELS
• Future jobs (forward thinking by an organisation and the
person as to which job assignments the person might assume
beyond the initial job; long-term matches over the course of
transfers, promotions)
STAFFING SYSTEM COMPONENTS

STAFFING
MODELS
STAFFING SYSTEM COMPONENTS
Recruitment
• the initial stage of staffing
• identification and attraction activities by both the organization and the applicant
• organization will seek to identify and attract individuals
• applicants attempt to identify openings by reading job advertisements
• applicants build in CVs with the KSAOs that can be attractive to the organization

Selection
• assessment and evaluation STAFFING
•
•
use a various selection techniques
data will be evaluated against job requirements to seek for job fit MODELS
• applicants at the same time will also assess the organization
• together (KSAOs, motivation) is evaluated against the applicants’ understanding
of job requirements and rewards to determine if a good person/job match is
found

Employment
• involves decision-making and the final match
• consider the decision of recruitment and rejection of applicants
• applicants decide to accept/reject the offer
STAFFING ORGANISATION MODELS

STAFFING
MODELS
STAFFING ORGANISATION MODELS
Organisation, HR and Staffing Strategy
• Organisation formulates strategy to express an overall purpose or mission to establish broad goals and
objectives
• HR strategy represents the key decisions about how the size and types of workforces’ assumptions will be
handled,
• For example software development company: 1) obtaining new, experienced employees from other software
companies rather than going after newly minted college and graduate schools; 2) building a new facility for
software development employees in a geographic area; 3) developing relocation assistance packages and
family-friendly benefits; 4) offering wages and salaries above the market average, plus using hiring bonuses;
5) creating a special training budget for each employee to use; 6) putting in place a fast-track promotion
system
• Staffing strategy links to key decisions-acquisition, deployment and retention of the organisation’s workforces STAFFING
MODELS
Support Activities
• serves as the foundation and necessary ingredients for the conduct of core staffing activities
• legal compliance represents knowledge of laws and regulations, especially equal employment opportunity
(EEO) and affirmative action (AA)
• planning serves as a tool for first becoming aware of key external influences
• job analysis represents the key mechanism by which the organisation identifies and establishes the KSAOs
requirements for the jobs

Core Staffing Activities

• focus on recruitment, selection and employment of the workforce, where staffing experts and the hiring
manager will be involved in these core staffing activities
• it is necessary to develop specific plans for solving these issues: a) recruitment methods (newspaper
advertisements, job fair); b) recruitment message; c) recruitment media (website, brochure);
d) selection techniques (interviews, assessments of experience, work samples and background checks); e)
decision making; f) employment
 STAFFING
STRATEGY
Importance
• Give input to the HR strategy in
providing assumptions about the Staffing strategy involves
making key decisions
size and type of workforce that
about acquisition,
will need to be acquired, trained, deployment, and retention
managed, rewarded and of a company’s workforce.
retrained. Such decisions guide the
• HR strategy seeks to align development of
recruitment, selection and
acquisition and management of
employment programs
the workforce with the
organization strategy, the
fulfilment of the organization’s
goals.
STAFFING
STAFFING
LEVELS QUALITY
• Acquire or develop
talent
• Person/job or
• Hire yourself or
person/organizati
outsource
on match
• External or internal hiring
• Specific or general
• Core or flexible
KSAOs
workforce
• Exceptional or
• Hire or retain
acceptable
• National or Global
workforce quality
• Attract or relocate
• Active or passive
• Overstaff or understaff
diversity
• Short- or long-term
focus
 STAFFING

ETHICS
Organisational ethics seeks:

• raise ethical expectations

• legitimise dialogue about ethical
issues
• encourage ethical decision-
making
• prevent misconduct and provide a
basis for enforcement
 STAFFING

ETHICS
Suggestions for ethical staffing practice:

• represent the organisation’s interest

• beware of conflict 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 organisation’s ethical
climate/culture
THANK YOU
CHAPTER ONE
STAFFING MODELS
AND STRATEGY