Jeffrey a mello 4e chapter 8 staffing

– Has significant impact on organization’s bottom line • Requires staffing process to become strategically focused – Recruitment & selection activities offer organization numerous choic

STAFFING

– Has significant impact on organization’s bottom line

• Requires staffing process to become strategically focused

– Recruitment & selection activities offer organization

numerous choices to find & select new employees

– Staffing decisions need to ensure employees fit

organization’s culture

• Staffing

– Process of recruiting & selecting prospective

employees

– Has significant impact on organization’s bottom line

• Requires staffing process to become strategically

focused

– Recruitment & selection activities offer organization

numerous choices to find & select new employees

– Staffing decisions need to ensure employees fit

organization’s culture

Recruiting

• Temporary versus permanent employees

– Increase headcount temporarily or permanently

should be strategically-driven

– Basis for decisions is HR forecast

– Temporary employees less costly

– Temporary headcount increases can be obtained

from specialized agencies

– Headcount increases can be avoided by

subcontracting work

• Temporary versus permanent employees

– Increase headcount temporarily or permanently

should be strategically-driven

– Basis for decisions is HR forecast

– Temporary employees less costly

– Temporary headcount increases can be obtained

from specialized agencies

– Headcount increases can be avoided by

subcontracting work

Recruiting

• When & how extensively to recruit

– When do recruiting efforts need to begin?

– How large an applicant pool needed?

– Data from past recruiting efforts utilized

• To answer questions where feasible

• Adjust for changed conditions

• Yield ratios

– Offer information on how many applicants eliminated/remain

at each step in recruitment process

– Can determine proper or necessary size of applicant pool

• When & how extensively to recruit

– When do recruiting efforts need to begin?

– How large an applicant pool needed?

– Data from past recruiting efforts utilized

• To answer questions where feasible

• Adjust for changed conditions

• Yield ratios

– Offer information on how many applicants eliminated/remain

at each step in recruitment process

– Can determine proper or necessary size of applicant pool

• Outsourcing to staffing agencies

• Private Industry Councils (PICs)

• Executive search firms

• Outsourcing to staffing agencies

• Private Industry Councils (PICs)

• Executive search firms

• On-campus recruiting

Recruiting on Internet

Recruiting on Internet

• One of fastest-growing recruitment methods

• More cost-effective than newspaper advertising

• Low cost, speed, & ability to target applicants

with technical skills

• Allows applicants to assess interests & needs with

employer’s offerings

• Global exposure to potential applicants

• Can cut search process time by as much as 75%

• One of fastest-growing recruitment methods

• More cost-effective than newspaper advertising

• Low cost, speed, & ability to target applicants

with technical skills

• Allows applicants to assess interests & needs with

employer’s offerings

• Global exposure to potential applicants

• Can cut search process time by as much as 75%

– Access to unauthorized areas

– Disparate impact against certain protected

classes

– Can complicate reporting of data related to

compliance with federal & state laws

Some potential challenges

– Ensuring security

– Viruses

– Access to unauthorized areas

– Disparate impact against certain protected

classes

– Can complicate reporting of data related to

compliance with federal & state laws

Selection Process Issues

Selection Process Issues

Reliability

– Consistency of measurement

– Screening criteria should elicit same results

in repeated trials across time & evaluators

– Reliability influenced by criterion deficiency &

contamination errors

– Reliability is prerequisite for validity

Reliability

– Consistency of measurement

– Screening criteria should elicit same results

in repeated trials across time & evaluators

– Reliability influenced by criterion deficiency &

contamination errors

– Reliability is prerequisite for validity

Selection Process Issues

Selection Process Issues

Validity

– Degree to which what is assessed is related to actual

performance

– Ability to establish job-related validity is crucial to employers

in defending themselves in discrimination allegations

– Content validity illustrates that measure or criterion is

representative of actual job content or knowledge

– Criterion (empirical) validity demonstrated by relationship between screening criteria & job performance

Validity

– Degree to which what is assessed is related to actual

performance

– Ability to establish job-related validity is crucial to employers

in defending themselves in discrimination allegations

– Content validity illustrates that measure or criterion is

representative of actual job content or knowledge

– Criterion (empirical) validity demonstrated by relationship

between screening criteria & job performance

Interviewing Process Issues

Interviewing Process Issues

• Who should be involved?

– Prospective supervisors, peers, subordinates

• Which interview format?

– Individual or group interviews

• Common interviewer errors

• Who should be involved?

– Prospective supervisors, peers, subordinates

• Which interview format?

– Individual or group interviews

• Common interviewer errors

• Candidates can present real-life situations

they were involved in & how they handled them

• Used with experienced & inexperienced

applicants

• Asks about situations candidate is likely to

face on job

• Candidates can present real-life situations

they were involved in & how they handled them

Behavioral Interviewing

Behavioral Interviewing

Testing

• Work sample tests

– Ask applicant to complete representative sample of

actual work

• Trainability tests

– Measure

• Aptitude in certain areas

• Ability to understand critical job components that firm will teach new hires

• Work sample tests

– Ask applicant to complete representative sample of

actual work

• Trainability tests

– Measure

• Aptitude in certain areas

• Ability to understand critical job components that

firm will teach new hires

Testing

• Realistic job previews

– Make applicants aware of both positive & negative

• Personality testing is useful in anticipating

how applicants are likely to behave

• Realistic job previews

– Make applicants aware of both positive & negative

• Personality testing is useful in anticipating

how applicants are likely to behave

Other Testing Methods Other Testing Methods

• Personality testing

– Useful to anticipate how applicants likely to behave – Few, if any, jobs require specific personality type – Have been successfully challenged in court

• Physical testing

– Restricted under ADA to testing only for specific

critical job-related physical performance

requirements

• Personality testing

– Useful to anticipate how applicants likely to behave – Few, if any, jobs require specific personality type – Have been successfully challenged in court

• Physical testing

– Restricted under ADA to testing only for specific

critical job-related physical performance

requirements

Other Testing Methods

Other Testing Methods

• Honesty testing

– Declined since passage of Polygraph Protection Act

in 1988

• Drug testing

– Challenged in courts as invasion of privacy

• References and Background Checks

– Little information available due to former employer

fears of liability for libel, slander & defamation

– Increased use of social media sites – risky strategy

• Honesty testing

– Declined since passage of Polygraph Protection Act

in 1988

• Drug testing

– Challenged in courts as invasion of privacy

• References and Background Checks

– Little information available due to former employer

fears of liability for libel, slander & defamation

– Increased use of social media sites – risky strategy

Selection for International

– Interpersonal & acculturation abilities

– Rarely technical skills

• Test employees’ adaptability,

open-mindedness, ability to tolerate uncertainty

& ambiguity & independence

• Interview & screen family members who

would accompany employee

• Reasons for failure on international

assignments

– Interpersonal & acculturation abilities

– Rarely technical skills

• Test employees’ adaptability,

open-mindedness, ability to tolerate uncertainty

& ambiguity & independence

• Interview & screen family members who

would accompany employee

• Extra caution has to be made when hiring foreign-born employees to ensure

the legitimacy of any documentation they might provide

• This is particularly true for low-skilled workers who may have limited English

language abilities

• There is no widespread reliable system for verification.

• If documentation is suspect but later found to be valid, employers can face

unlawful discrimination charges Supply of and demand for low-skilled

workers almost necessitates the hiring of foreign-born workers

• For those foreign-born workers who have not obtained citizenship, employers

must first prove that there are no domestic workers with the requisite skills available

• Extra caution has to be made when hiring foreign-born employees to ensure

the legitimacy of any documentation they might provide

• This is particularly true for low-skilled workers who may have limited English

language abilities

• There is no widespread reliable system for verification.

• If documentation is suspect but later found to be valid, employers can face

unlawful discrimination charges Supply of and demand for low-skilled

workers almost necessitates the hiring of foreign-born workers

• For those foreign-born workers who have not obtained citizenship, employers

must first prove that there are no domestic workers with the requisite skills

available

Documentation of Employment

Eligibility Documentation of Employment

Eligibility

New Trends in Staffing

New Trends in Staffing

prospective employees to view the organization in a certain way and aid in recruitment

prospective employees which transcends a specific hiring cycle and process to keep interest high among high-potential employees

• Applicant/organization fit –employers going beyond skills and

experiences to determine whether applicant interpersonal styles and preferences appropriately matched with organization culture

prospective employees to view the organization in a certain way and aid in recruitment

prospective employees which transcends a specific hiring cycle and process to keep interest high among high-potential employees

• Applicant/organization fit –employers going beyond skills and

experiences to determine whether applicant interpersonal styles and preferences appropriately matched with organization culture

Reading 8.1 Temporary Help Agencies and the Making of a New

Employment Practice

Reading 8.1 Temporary Help Agencies and the Making of a New

Employment Practice

Evolution of the use of temporary employees and temporary

help agencies

• Traditionally this labor market consisted almost

exclusively or married women, often with some family

care responsibilities, who lacked viable alternatives for employment

• Temporary employment has evolved to become more

widespread and normalized with almost 3 million

temporary employees hired each day

• The use of temporary employees has evolved from a gap means of filling a job to a strategic staffing choice

stop-available to organizations

Evolution of the use of temporary employees and temporary

help agencies

• Traditionally this labor market consisted almost

exclusively or married women, often with some family

care responsibilities, who lacked viable alternatives for

employment

• Temporary employment has evolved to become more

widespread and normalized with almost 3 million

temporary employees hired each day

• The use of temporary employees has evolved from a

stop-gap means of filling a job to a strategic staffing choice

available to organizations

Reading 8.1 Temporary Help Agencies and the Making of a New

Employment Practice

Reading 8.1 Temporary Help Agencies and the Making of a New

addition to “sampling” a job and/or employer prior to

make a full commitment of “permanent” employment

• Temps today are split approximately 50% by gender and also found at all levels of organizations, including senior/ executive management

• Uncertainty around demand for a company’s products or

services can result in employer reluctance to hire

permanent employees

• Employees can also use such temporary assignments to

build their skills and resumes and for networking, in

addition to “sampling” a job and/or employer prior to

make a full commitment of “permanent” employment

• Temps today are split approximately 50% by gender and

also found at all levels of organizations, including senior/ executive management

Reading 8.1 Temporary Help Agencies and the Making of a New

Employment Practice

Reading 8.1 Temporary Help Agencies and the Making of a New

Employment Practice

strategized efforts of the temporary employment industry

workers, the promotion of the advantages of such flexible workforce expansion and contraction and public relations aimed at media

perceptions and portrayals of the industry and temps workers in

general all contributed to how temporary employment was considered

selective recruitment, extensive screening and stronger efforts to

ensure “fit” between assignments and employees

strategized efforts of the temporary employment industry

workers, the promotion of the advantages of such flexible workforce expansion and contraction and public relations aimed at media

perceptions and portrayals of the industry and temps workers in

general all contributed to how temporary employment was considered

selective recruitment, extensive screening and stronger efforts to

ensure “fit” between assignments and employees

• One of the greatest challenges faced by global employers

is selection of employees for overseas assignments

• Assessment of competencies and readiness of potential employees for foreign assignments is essential to ensure that appointments are successful for both the employee and the employers

• The costs of failed international assignments, both

monetary and non-monetary, are astronomical hence,

careful selection procedures are paramount

• One of the greatest challenges faced by global employers

is selection of employees for overseas assignments

• Assessment of competencies and readiness of potential

employees for foreign assignments is essential to ensure that appointments are successful for both the employee and the employers

• The costs of failed international assignments, both

monetary and non-monetary, are astronomical hence,

careful selection procedures are paramount

Factors, beyond technical competence, which are related to success in global business include

1 Action orientation (conscientiousness)

2 Flexibility

3 Emotional stability

4 Openness (open-mindedness)

5 Sociability (extraversion, agreeableness)

6 Cultural empathy (cultural sensitivity, cultural

5 Sociability (extraversion, agreeableness)

6 Cultural empathy (cultural sensitivity, cultural