Part 1

The Nature of Staffing

Chapter 1:
Staffing Models and Strategy

McGraw-Hill
Education Copyright © 2015 by McGraw-Hill Education, All Rights Reserved.
Staffing Organizations Model
Chapter Outline
 StaffingofModels
Nature Staffing
 Staffing
The Big System
Picture Components
 Staffing
Definition Organizations
of Staffing
 Staffing
 Implications
Strategyof Definition
 Staffing Levels
System Examples
 Staffing
 Staffing
Models
Quality
 Staffing
 Staffing
Ethics
Quantity: Levels
 Plan
 Staffing
for BookQuality: 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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Discussion Questions for This
Chapter
 What would be the potential problems with a staffing
process in which vacancies were filled:
 On a lottery basis from among job applicants?
 On a first come-first hired basis?
 What would be the advantages of using one of the
above processes?
 Would it be desirable to hire people only according to
the person/job match, ignoring the person/organization
match? Why?
 How are staffing activities influenced by training or
compensation activities?
 Are some of the 13 strategic staffing decisions more
important than others? Which ones? Why?

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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

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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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Nature of Staffing: Importance to
Organizational Effectiveness
 Quotes from organization leaders
 Staffing is absolutely critical to the success of every company
 Gail Hyland-Savage, COO, Michaelson, Connor, & Bowl
 At most companies, people spend 2% of their time recruiting
and 75% managing their recruiting mistakes.
 Richard Fairbank, CE, Capital One
 I think about this in hiring, because our business all comes
down to people…In fact, when I’m interviewing a senior job
candidate, my biggest worry is how good they are at hiring. I
spend at least half the interview on that.
 Jeff Bezos, CEO, Amazon
 We missed a really nice nursing rebound…because we didn’t
do a good job hiring in front of it. Nothing has cost the
business as much as failing to intersect the right people at the
right time.
 David Alexander, President, Soliant Health

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Staffing System Examples
 W.L. Gore and Associates
 Staffing jobs without titles
 Focus on culture in recruiting and selecting
 Pfizer Pharmaceuticals
 Hiring for flexibility in a rapidly changing market
 Focus on hiring individuals who can change roles
quickly
 Enterprise Rent-A-Car
 Use a strong internal labor market
 Performance evaluation is used for placement

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Discussion Questions

 What would be the potential problems

with a staffing process in which
vacancies were filled:
 On a lottery basis from among job
applicants?
 On a first come-first hired basis?

 What would be the advantages of using

one of the above processes?

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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
 Matching
Jobs are characterized
process involves
by their
dual requirements
match and rewards
 Individuals
 KSAOs are to requirements
characterized via qualifications (KSAOS) and
motivation
 Motivation to rewards

 These concepts are
Job requirements not new or
expressed faddish,
in terms of this
bothis an enduring model
of staffing
 Tasks involved
 KSAOs necessary for 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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Discussion Questions

 Would it be desirable to hire people only

according to the person/job match,
ignoring the person/organization match?
Why?
 How are staffing activities influenced by
training or compensation activities?

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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 Quality
Levels
 Person/Job
Acquire or Develop
or Person/Organization
Talent match
 Specific
Hire Yourself
or general
or Outsource
KSAOs
 Exceptional
External or Internal
or acceptable
Hiring workforce quality
 Active
Core ororFlexible
passiveWorkforce
diversity
 Hire or Retain
 National or Global
 Attract or Relocate
 Overstaff or Understaff
 Short- or Long-term Focus

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Discussion Question

 Are some of the 13 strategic staffing

decisions more important than others?
Which ones? Why?

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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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Ethical Issues
 Issue 1
 As a staffing professional in the human resources
department or as the hiring manager of a work unit,
explain why it is so important to represent the
organization’s interests, and what are some
possible consequences of not doing so?
 Issue 2
 One of the strategic staffing choices is whether to
pursue workforce diversity actively or passively.
First suggest some ethical reasons for the active
pursuit of diversity, and then suggest some ethical
reasons for a more passive approach.

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Exercise – Staffing for Your Own
Job – Applicant Perspective
 Recruitment
 Why did you identify and seek out the job with the
organization?
 Why did you try to make yourself attractive to the
organization?
 Selection
 How did you gather information about the job’s
requirements and rewards?
 How did you judge your own KSAOs and needs
relative to these requirements and rewards?

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Exercise – Staffing for Your Own
Job – Applicant Perspective
 Employment
 Why did you decide to continue on in the staffing
process, rather than drop out of it?
 Why did you decide to accept the job offer? What
were the pluses and minuses of the job?

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Exercise – Staffing for Your Own
Job – Organization Perspective
 Recruitment
 How did the organization identify you as a job
applicant?
 How did the organization make the job attractive to
you?
 Selection
 What techniques (application blanks, interview) did
the organization use to gather KSAO information
about you?
 How did the organization evaluate this information?
What did it see as your strong and weak points?
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Exercise – Staffing for Your Own
Job – Organization Perspective
 Employment
 Why did the organization continue to pursue you as
an applicant, rather than reject you from further
consideration?
 What was the job offer process like? Did you
receive a verbal or written offer (or both)? Who
made the offer? What was the content of the offer?

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Exercise – Reaction to the
Staffing Process
 What were the strong points or positive
features of the process?
 What were the weak points or negative
features of the process?
 What changes would you like to see
made to the process, and why?

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Plan of the Course & the Book

 Part 1: Nature of Staffing (Ch. 1)

 Part 2: Support Activities (Ch. 2, 3, 4)
 Part 3: Recruitment (Ch. 5, 6)
 Part 4: Selection (Ch. 7, 8, 9, 10)
 Part 5: Employment (Ch. 11, 12)
 Part 6: Staffing System & Retention
Management (Ch. 13, 14)

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