CHAPTER 1: STAFFING MODELS AND STRATEGY

PSYELE 4

Staffing is not a one-time event but a continuous,

complex system of managing human capital flows
WHAT IS STAFFING? within an organization.

Staffing is a fundamental human resource ●​ Organizations use multiple interconnected

management function that involves systematically systems to manage the flow of people.
acquiring, deploying, and retaining an ●​ These include planning, recruitment,
organization's workforce to meet strategic selection, decision making, job offer, and
objectives. retention systems.

Example: A large company employs

interconnected HR systems that seamlessly link
THE BIG PICTURE OF STAFFING
recruitment software for hiring, performance
management tools for evaluations, and payroll
Organizations thrive on three essential forms of systems for compensation - creating an integrated
capital:
flow of employee data from hiring through career
Physical Capital: tangible assets progression.

Financial Capital: monetary resources

Human Capital: the people Quantity and Quality

“workforce quality” refers to an organization’s Staffing is not just about filling positions, but
human capital. The organization’s workforce is thus strategically balancing two critical dimensions:
a stock of human capital that it acquires, deploys,
quantity and quality of human capital.
and retains in pursuit of organizational outcomes.

Example: A tech company's workforce quality is Quantity Dimension

demonstrated through its team of skilled developers
with specialized certifications, who are strategically ●​ Ensuring sufficient workforce to conduct
deployed across projects to deliver innovative business operations
solutions and maintain market leadership. ●​ Addressing fundamental operational needs

Example: A call center maintains 50 agents across

DEFINITION OF STAFFING shifts to meet 24/7 phone support demands

Quality Dimension
Staffing is the process of acquiring, deploying, and
retaining a workforce of sufficient quantity and
●​ Recruiting individuals with right capabilities
quality to create positive impacts on the
organization’s effectiveness. ●​ KSAO Framework: Knowledge, Skills,
Abilities, Other Characteristics
This straightforward definition contains several
implications that are identified and explained below: Example: An IT company hires programmers
based on their:

IMPLICATIONS OF DEFINITION ●​ Knowledge: Computer science degree

●​ Skills: Proficiency in Python
●​ Abilities: Problem-solving aptitude
Acquire, Deploy, Retain
●​ Other: Team collaboration experience
●​ Acquire: Attracting and selecting the right
talent to meet organizational needs through
systematic, comprehensive approach.
●​ Deploy: Strategically positioning employees Organizational Effectiveness
to maximize organizational effectiveness
and individual potential. Staffing is not merely an administrative function, but
●​ Retain: Managing employee transitions a strategic lever for driving organizational success
while minimizing disruption and preserving and effectiveness.
organizational knowledge and capability.
Macro vs. Micro Perspectives

Macro View: Strategic Organizational Impact

Staffing as a Process or System
●​ A macro view examines how staffing
decisions create value and achieve strategic
goals at the organizational level, focusing
 CHAPTER 1: STAFFING MODELS AND STRATEGY
PSYELE 4

on workforce planning's impact on overall

business performance and competitive
advantage. Management trainee program

●​ Management trainee programs are strategic

talent development initiatives designed to
Micro View: Operational Realities groom future organizational leaders through
structured, comprehensive learning
●​ Micro View (Operational Realities) refers to
experiences.
a detailed, ground-level perspective that
focuses on day-to-day operations, specific
tasks, and practical implementation of Example:
processes within an organization or system.
●​ It examines how things actually work at the JG Summit Holdings Approach
operational level, including individual [Duration: 12 months]
workflows, resource usage, and immediate 1. Core Training (2 months)
challenges faced by workers. • Company values and systems orientation
2. Rotational Phase (8 months)
• Hands-on project assignments
STAFFING SYSTEM EXAMPLES • Mentoring by division heads
3. Specialization (2 months)
Staffing Jobs Without Titles • Final placement preparation
• Strategic project management
●​ Staffing without traditional job titles is an
innovative approach that focuses on skills,
capabilities, and potential rather than rigid
STAFFING MODELS
hierarchical designations.

Example: Virtual assistants and freelancers who

take on various responsibilities based on client
-​ Definition: Staffing models depict
various elements of staffing, illustrating
needs rather than fixed titles.
how organizations ensure they have the
right workforce.

Pharmaceutical Industry Managers

●​ Staffing Quantity: Levels
●​ Staffing Quality: Person/Job Match
●​ Staffing Quality: Person/Organization Match
●​ Pharmaceutical Industry Managers are
●​ Staffing System Components
specialized professionals who oversee ●​ Staffing Organization
operations in drug manufacturing, quality
control, regulatory compliance, and product
development. STAFFING QUANTITY

Example: -​ Staffing quantity focuses on ensuring

that an organization has the right
Position: Production Manager, Leading number of people to meet its needs
Pharmaceutical Company in Manila -​ Organizations must assess staffing
levels to ensure adequacy:
Key Focus: Manufacturing Operations
The Process of Forecasting:
Daily Responsibilities:
●​ Supervises production of oral medications ●​ Forecast workforce quantity requirements
(tablets, capsules) (needed headcount).
●​ Compare with forecasted workforce
●​ Manages team of 25 production staff and
availability (likely headcount).
pharmacists
●​ Determine staffing position:
●​ Ensures FDA compliance and GMP -​ Fully staffed: Requirements =
standards Availabilities
-​ Understaffed: Requirements >
Required Qualifications: Availabilities → speed up recruitment
●​ Licensed Pharmacist (PRC registered) and focus on retention to avoid losing
●​ 5 years pharmaceutical manufacturing more employees.
experience -​ Overstaffed: Requirements <
●​ GMP certification Availabilities → Slow recruitment and
 CHAPTER 1: STAFFING MODELS AND STRATEGY
PSYELE 4

may consider reducing headcount Dual Match Requirement:

through measures like early retirement
or layoffs. ●​ KSAOs ↔ Job Requirements
●​ Motivation ↔ Job Rewards
📌 Example: ●​ Both must align to attract and retain
employees effectively.
1.​ A BPO company in Manila expects a high
volume of customer service inquiries in
December. To prepare, they forecast their
workforce needs and determine they are PERSON/ORGANIZATION
understaffed. As a result, they launched a MATCH
hiring campaign in October, offering signing
bonuses and flexible work-from-home
options to attract more applicants. -​ The Person/Organization Match ensures
2.​ A person who does not like to deal with that a person fits not just the job but also the
people and lacks empathy, took a Master in organization as a whole, including its
Clinical Psychology and works as a values, culture, and future needs.
Psychologist in a Public Mental Health
Facility. KEY CONCERNS:
1.​ Organizational Values:
○​ Core values like honesty, integrity,
PERSON/JOB MATCH and concern for others must align
with the individual’s values.
○​ Mismatch leads to low performance
-​ Aligns individual traits, skills, and
and difficulty adapting.
motivations with job requirements and
2.​ New Job Duties:
rewards.
○​ Flexibility in job roles is essential, as
-​ Improves HR outcomes like:
duties may evolve.
1.​ Job performance.
○​ Applicants should be able to adapt
2.​ Employee retention.
to changes, with positions having
3.​ Job satisfaction.
"other duties as assigned."
📌 Example: :
3.​ Multiple Jobs:
○​ Small businesses or fast-growing
organizations may look for
A call center hires a fresh graduate with excellent
employees who can perform multiple
English communication skills (job requirement
roles as needed.
match). However, the candidate prefers flexible
4.​ Future Jobs:
work schedules, which the company offers
○​ Organizations should consider the
(motivation match), ensuring job satisfaction and
employee’s potential long-term
lower turnover.
growth and fit for future roles, even
as job descriptions evolve.
KEY CONCERNS:
Job Characteristics:
Importance:
●​ The person/organization match goes
●​ Requirements (e.g., interpersonal skills, beyond the job and addresses the cultural
budgeting experience). and long-term fit, especially important in
●​ Rewards (e.g., commission-based pay, "opportunistic hiring" for new or evolving
autonomy). roles.

Person Characteristics: 📌 Example: :

●​ KSAOs (Knowledge, Skills, Abilities, and
A tech startup in Cebu hires an IT specialist who
Other attributes).
values innovation and teamwork (company values).
●​ Motivation (e.g., preference for
The employee is also willing to take on additional
performance-based pay, need for
tasks like product testing, showing adaptability to
challenge).
company growth.
Degree of Fit:
How P/O and P/J Match Work Together
●​ A good match leads to better performance,
retention, attendance, satisfaction. Person/Job Match Example:
●​ Poor match results in performance issues
and turnover.
 CHAPTER 1: STAFFING MODELS AND STRATEGY
PSYELE 4

-​ A retail company hires someone with ○​ Organization: Decides on the final

excellent customer service skills to fill a candidates, makes job offers, and
cashier position. negotiates terms.
○​ Applicant: Decides whether to
Person/Organization Match Example: accept the offer and finalize their
choice.
-​ The same retail company considers if the ○​ Self-Selection: The applicant
applicant shares their values of honesty and decides whether to stay in the
teamwork, ensuring they’ll align with the process and accept the job offer.

📌 Example:
company’s culture and future needs.

A bank in Makati offers a competitive salary

STAFFING SYSTEM COMPONENTS package to a finance graduate, including
health benefits and career growth
opportunities.
-​ Staffing involves managing the flow of
people into, within, and out of the Comparison of Internal and External Staffing
organization.
-​ Staffing involves multiple phases: ●​ Source:​
Recruitment, Selection, and Employment.
Both the organization and the applicant are ○​ Internal Staffing: Existing
involved throughout the staffing process. employees.
○​ External Staffing: Candidates from
1. Recruitment outside the organization.
●​ Cost:​
●​ Goal: Identify and attract applicants.
○​ Organization: Advertisements, job ○​ Internal Staffing: Generally lower (no
fairs, informational materials, internal advertising, onboarding).
word-of-mouth. ○​ External Staffing: Higher
○​ Applicant: Responds to (recruitment, onboarding costs).
advertisements, sends résumés, ●​ Time:​
attends job fairs, and promotes their
skills. ○​ Internal Staffing: Faster process.
📌 Example: ○​ External Staffing: Takes longer to
recruit and onboard.
●​ Skill Set:​
A retail company in the Philippines
uses Facebook job ads and referral
○​ Internal Staffing: Builds on current
programs to attract applicants for
employee skills.
Christmas seasonal hiring.
○​ External Staffing: Brings in new skills
and perspectives.
2. Selection ●​ Examples:​
●​ Goal: Assess and evaluate KSAOs
(Knowledge, Skills, Abilities, and Other ○​ Internal Staffing: Promotions,
attributes) and motivation of applicants. transfers, internal postings.
○​ Organization: Use selection ○​ External Staffing: Campus
techniques (e.g., interviews, recruitment, job ads, job fairs.
application forms) to assess
applicant fit for the job.
○​ Applicant: Evaluates the job and
organization through job materials, Staffing Organizations Model
conversations with current
employees, and site tours.
-​ provides a structured framework for
📌 Example:​
A hotel in Boracay requires applicants to
understanding how staffing decisions align
with an organization's mission, goals, and
strategies. The model includes:
undergo customer service role-playing
assessments before being hired
●​ Organization Mission, Goals, and
Objectives → Drive overall strategy.
3. Employment ●​ Organization Strategy & HR/Staffing
Strategy → Interact to form staffing policies
●​ Goal: Decision-making and final match. and programs.
●​ Support Activities & Core Staffing Activities
→ Ensure effective staffing operations.
 CHAPTER 1: STAFFING MODELS AND STRATEGY
PSYELE 4

●​ Staffing System & Retention Management ●​ Which selection tools (technical tests,
→ Maintain staffing quality and stability. experience checks) to apply.

📌 Example: A software company with a mission to

help families manage personal finances
electronically needs to align its staffing strategy 5. Staffing and Retention System
with product development goals, ensuring the right Management
workforce is acquired and retained.
Managing staffing processes effectively involves:

●​ System Administration: HR manages

2. Organization, HR, and Staffing Strategy staffing programs.
●​ Evaluation: Metrics like cost-per-hire and
●​ Organization Strategy: Defines overall time-to-hire assess effectiveness.
purpose, broad goals, and objectives. ●​ Retention Strategies: Reducing turnover
●​ HR Strategy: Determines how the workforce through tailored programs.
will be acquired, managed, and retained.
●​ Staffing Strategy: Focuses on acquiring, 📌 Example: A software company must track why
employees leave and implement benefits like
deploying, and retaining employees.

📌 Example: A software company aiming to

develop new products must ensure it has highly
flexible work schedules or
development to improve retention.
professional

skilled developers. HR strategy might include:

●​ Hiring experienced professionals instead of

fresh graduates.
Key Takeaways
●​ Offering competitive salaries and relocation
assistance.
✅ Staffing aligns with organizational and HR

●​ Creating a fast-track promotion system. ✅ Support activities (planning, legal compliance)

strategies.​

✅
ensure smooth staffing processes.​
Core staffing activities (recruitment, selection,

3. Support Activities ✅ Retention management helps reduce turnover

employment) focus on hiring the right talent.​

and improve workforce stability.

Support activities provide the foundation for

✅
effective staffing, including:​
Legal Compliance: Adhering to employment
✅
laws (EEO, affirmative action).​
Planning: Identifying workforce needs based on STAFFING STRATEGY

✅
labor market trends.​
Job Analysis & Rewards: Defining key job
requirements (KSAOs) and benefits.
What is Staffing Strategy?

📌 Example: A software company must comply

with hiring regulations and analyze job roles for
●​ Staffing strategy involves making key
decisions about acquiring, deploying, and
retaining a company's workforce. It focuses
programmers, project managers, and IT specialists. on two key areas: staffing levels and staffing
quality.

4. Core Staffing Activities

These activities focus on recruitment, selection, STRATEGIC STAFFING DECISIONS:
and employment: STAFFING LEVELS

●​ Recruitment: Attracting candidates (internal

& external). ACQUIRE OR DEVELOP TALENT
●​ Selection: Using interviews, work samples,
and assessments to evaluate candidates. ●​ Acquire: Hiring employees ready to work
●​ Employment: Finalizing hiring decisions and immediately.
job offers.

📌 Example: A company hiring programmers must

Example: A BPO company hires experienced
decide: customer service representatives to handle an
increasing workload.
●​ Whether to recruit online or via job fairs.
●​ What recruitment message to use.
 CHAPTER 1: STAFFING MODELS AND STRATEGY
PSYELE 4

●​ Develop: Hiring employees who need Example: Fast-food chains in the Philippines
training and development. regularly hire new crew members due to high
turnover.
Example: A local restaurant hires fresh
graduates and trains them in culinary skills. ●​ Retain: Implement strategies to keep
employees.

HIRE YOURSELF OR OUTSOURCE Example: A pharmaceutical company offers

competitive benefits to retain medical
●​ Hire Yourself: Using in-house HR for representatives.
recruitment.

Example: A tech startup company manages its

own hiring process for software developers.
●​Outsource: Using external recruiters. NATIONAL OR GLOBAL
●​ National: Keeping operations within the
Example: A manufacturing firm in Laguna hires
country.
a recruitment agency to find skilled factory
workers. Example: Jollibee prioritizes hiring Filipino
employees for its Philippine branches.

EXTERNAL OR INTERNAL HIRING ●​ Global: Expanding operations

internationally.
●​ External Hiring: Hiring from outside the
company.
Example: An IT firm outsources services to
clients in the U.S. and Europe.
Example: A bank in the Philippines recruits IT
specialists from the external job market.
●​ Internal Hiring: Promoting or transferring ATTRACT OR RELOCATE
employees within the organization. ●​ Attract: Encouraging employees to
Example: A government agency promotes an move to existing locations.
officer to a managerial position instead of hiring Example: A mining company in Mindanao
externally. offers housing for engineers from Metro Manila.
●​ Relocate: Setting up facilities where
CORE OR FLEXIBLE WORKFORCE workers are available.

●​ Core Workforce: Regular employees Example: A call center opens a branch in Cebu
with long-term employment. to tap into the local workforce.

Example: Teachers in public schools under the

Department of Education (DepEd). OVERSTAFF OR UNDERSTAFF
●​ Flexible Workforce: Temporary or ●​ Overstaff: Hiring more employees than
contractual employees. needed for flexibility.
Example: A mall hires additional sales Example: Hospitals ensure they have more
associates during the Christmas season. nurses than required to manage peak hours.
●​ Understaff: Hiring fewer employees to
save costs.
HIRE OR RETAIN
●​ Hire: Accept turnover and frequently hire
Example: Small businesses keep lean teams to
minimize expenses.
new employees.
 CHAPTER 1: STAFFING MODELS AND STRATEGY
PSYELE 4

SHORT- OR LONG-TERM FOCUS Example: A multinational firm offers high

salaries to attract top engineers.
●​ Short-term: Addressing immediate
needs. ●​ Acceptable: Hiring good-enough
candidates at a lower cost.
Example: A construction company hires
workers only for the duration of a project. Example: A provincial business hires fresh
graduates to train them on the job.
●​Long-term: Planning for future needs.
Example: A corporate firm invests in leadership
training for future managers. ACTIVE OR PASSIVE DIVERSITY
●​ Active: Implementing diversity
programs.

Example: A corporation launches programs to

STRATEGIC STAFFING DECISIONS: hire more women in leadership roles.
STAFFING QUALITY ●​ Passive: Avoiding discrimination but not
actively promoting diversity.

PERSON/JOB OR PERSON/ORGANIZATION Example: A manufacturing company simply

ensures compliance with equal employment
MATCH laws.
●​ Person-Job Match: Focusing on
job-specific skills.

Example: A bank hires accountants who are STAFFING ETHICS

experts in financial analysis.
●​ Person-Organization Match: Prioritizing Suggestions for Ethical Staffing Practice:
cultural fit.
1. Represent the organization’s interests.
Example: A local NGO hires employees who
2. Beware of conflicts of interest.
align with its advocacy for environmental
sustainability. 3. Remember the job applicant.

4. Follow staffing policies and procedures.

SPECIFIC OR GENERAL KSAOS 5. Know and follow labor laws.

●​ Specific: Hiring for specialized skills. 6. Consult professional codes of conduct.

Example: A tech firm hires software developers 7. Shape effective practices using research.
proficient in Python programming.
8. Seek ethics advice when needed.
●​General: Hiring for broad skills. 9. Be aware of the organization’s ethical
Example: A management trainee program in a climate.
retail company develops employees for
multiple roles.

EXCEPTIONAL OR ACCEPTABLE
WORKFORCE QUALITY
●​ Exceptional: Hiring the best talent at a
high cost.