Part 1

The Nature of Staffing

Chapter 1:
Staffing Models and Strategy

McGraw-Hill
Education Copyright © 2015 by McGraw-Hill Education, All Rights Reserved.
Chapter Outline
 Nature of Staffing  Staffing Models
 The Big Picture  Staffing System
 Definition of Staffing Components
 Implications of Definition  Staffing Organizations

 Staffing System  Staffing Strategy

Examples  Staffing Levels
 Staffing Models  Staffing Quality
 Staffing Quantity: Levels  Staffing Ethics
 Staffing Quality:  Plan for Book
Person/Job Match
 Staffing Quality:
Person/Organization
Match

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Learning Objectives for This
Chapter
 Define staffing and consider how, in the big picture,
staffing decisions matter
 Review the five staffing models presented, and
consider the advantages and disadvantages of each
 Consider the staffing system components and how
they fit into the plan for the book
 Understand the staffing organizations model and how
its various components fit into the plan for the book
 Appreciate the importance of staffing strategy, and
review the 13 decisions that staffing strategy requires
 Realize the importance of ethics in staffing, and learn
how ethical staffing practice is established

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Staffing Organizations Model
The Big Picture
 Organizations are combinations of physical,
financial, and human capital
 Human capital
 Knowledge, skills and abilities of people (KSAO)
 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

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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
 Organization effectiveness

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Staffing Models

 Staffing Quantity
 Levels
 Staffing Quality
 Person/Job Match
 Person/Organization Match

 Staffing System Components

 Staffing Organizations

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Exh. 1.2: Staffing Quantity

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Exh. 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 characterized  Motivation to rewards
via qualifications (KSAOS)  Job requirements expressed
and motivation in terms of both
 These concepts are not new  Tasks involved
or faddish, this is an enduring  KSAOs necessary for
model of staffing performance of tasks
 Job requirements often
extend beyond task and
KSAO requirements

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Exh. 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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Ex 1.5: Staffing System
Components

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Components of Staffing
Organizations Model
 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
 Retained
 May flow from organizational strategy
 May directly influence formulation of organization strategy

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Components of Staffing
Organizations Model (continued)
 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
 Support activities
 Serve as foundation for conduct of core staffing activities
 Core staffing activities
 Focus on recruitment, selection, and employment of workforce
 Staffing and retention system management

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What is Staffing Strategy?

 Definition
 Requires making key decisions about
acquisition, deployment, and retention of a
company’s workforce
 Involves making 13 key decisions
 Decisions focus on two areas
 Staffing levels
 Staffing quality

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Exh. 1.7
Strategic Staffing Decisions
 Staffing Levels  Staffing Quality
 Acquire or Develop Talent  Person/Job or
 Hire Yourself or Person/Organization
Outsource match
 External or Internal Hiring  Specific or general

 Core or Flexible
KSAOs
Workforce  Exceptional or acceptable

 Hire or Retain
workforce quality
 Active or passive diversity
 National or Global
 Attract or Relocate
 Overstaff or Understaff
 Short- or Long-term
Focus

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Ex 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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THANK YOU

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