Staffing Organisations Lecture Notes PDF

Preview

Summary

Lecture notes on Staffing Organisations lectures 1-11...

Description

BUHRM 2603 Staffing Organisations Lecture Notes Topic 1: An Introduction to Strategic HRM and Staffing Organisations 

Why is recruitment and selection important?  Organisations are, literally, made up of the people who are recruited and selected to work there  Recruiting and selecting the right person for the job can lead to organisation success  Recruiting and selecting the wrong person can lead to: - Poor performance by organisation - Legal issues - Increased costs (e.g. turnover)



The Big Picture of BUHRM2603



  

Staffing Organisations - “Staffing is the process of acquiring, deploying, and retaining a workforce of sufficient quantity and quality to create positive impacts on the organisation’s effectiveness.” (Heneman, Judge and Kammeyer-Mueller, 2018, p. 10) Acquiring – recruitment Deploying – mentoring, inductions Retaining – training, development, promotions

  

R-recruitment S-selection P-placement



Recruitment - “The process of seeking and attracting a pool of qualified applicants from which candidates for job vacancies can be selected” (Stone, 2014, p. 208) Recruitment activities are designed to affect:  The number of applicants for the job vacancy  The type of applicants  The likelihood that applicants will accept the position offered



 

 

Selection - “The process of gathering information about job applicants to enable a decision to be made about who to offer the job to.” Selection activities are designed to:  Identify the best person for the job (and the organisation)  Be valid and reliable measures of job success Placement – “Activities that need to occur after a selection decision has been made (i.e. the best person from the recruitment pool has been identified) to ‘place’ that person within the organisation.” Placement activities are designed to:  Ensure the process meets all legal requirements  Introduce and familiarise the new employee with the organisation and the job  Evaluate the process and the new employee

     

The organisation – the employer who is undertaking staffing activities to fill a vacant position The recruiter – the person who is responsible for undertaking staffing activities. Could be the HR manager, the line manager, the CEO, the owner, or a recruitment consultancy/agency (or a combination of people) Applicant/s – people who apply for a vacant position Candidate/s – people under consideration for the vacant position HRM refers to “the policies, practices and systems that influence employees’ behaviour, attitudes and performance” (De Cieri & Kramar, 2005, p. 4) HRM “involves the productive use of people in achieving the organisation’s strategic objectives and the satisfaction of individual employees’ needs” (Stone, 2014, p. 4)



HRM Functions/Activities:  How employees are acquired: - HR planning - Job analysis and design - Recruitment and selection  How they are developed: - HR development and training - Reward and remuneration - Performance and career planning  How they are terminated: - Dismissal, retirement, redundancy



The humanistic (soft) approach to HRM suggests two key concepts are integral to HRM:  Employees are Human Resources, Human Capital or Organisational Assets  Long-term, integrative and accountable strategic process



Strategic HRM – “Focuses on the linking of all HR activities with the organisation’s strategic objectives” (Stone, 2014, p. 33) “[the] development and implementation of implementation of people strategies that are integrated with corporate strategies and ensure that the culture, values and structure of the organisation, and the quality, motivation and commitment of its members contribute fully to the achievement of its goals” (Armstrong, 1991).





‘Locating’ Staffing within theory – simplified version  Organisational objectives  SHRM  HRM  RSP



Staffing Organisations Model



Three important concepts which the functions of recruitment and selection relate to in SHRM are:  Horizontal alignment – job design, recruitment, selection, performance management, HR development, remuneration, retrenchment  Vertical alignment – culture, budgets, strategies  Linear alignment – SHRM staffing strategies both short and long term



The Recruitment Industry  Roles undertaken within the recruitment industry include:

Nankervis et al’s Detailed Version



 







 

On-hired or ‘tempting’ employees Contracting services Recruitment services Employment consulting services

Outsourcing “entails contracting with an outside vendor [such as a recruitment agency] to provide a product or service [such as recruitment activities] to the firm, as opposed to producing the product using employees within the firm [such as the firm’s HR manager]” (De Cieri & Kramar, 2008, p. 680) Organisations outsurce with aim to “improve the effectiveness of the systems, processes and services the function delivers” (De Cieri & Kramar, 2008, p. 680) Top 6 motivations to outsource Recruitment and Selection:  Provide timely R&S  Decrease time pressure  Minimise the HR workload  Concentrate on strategic role  Improve quality and efficiency  Acquire specialised HR capabilities Why do organisation’s outsource?  Achieve costs savings  Overcome a lack of in-house specialist expertise  Restructuring  Increase quality and standards  Standardise processes  Achieve greater productivity/efficiencies  Enable management to focus on core business/strategy Positive Implications  Can save money  Can save time  Can improve process and outcomes Negative Implications  Lose “in-house” knowledge about RSP  Agencies do not understand culture and expectations as well as an inhouse recruiter  Requires trust and strong relationship with agency  Introduction of third party Consulting is a service based on relationships with clients, with other consultants, and with past clients In a competitive industry, unethical practices can occur such as:  ‘Job Fillers’ – placing someone in a position even if they are not suitable  Being aggressively competitive (commissions based)  Dishonesty

Topic 2: Staffing Models and Legal Compliance 

Gatewood et als’ (2011) Process



Philips & Gully (2012) Strategic Staffing



Heneman et al’s Staffing Organisations Model



Heneman et al’s Staffing System Components



Recruitment Process  Plan Recruitment activities  Brief the Recruitment Agency – if RSP is not completely in-house  Describe the job  Prepare Recruitment documents, message and media  Find and attract the right person/people



Selection Process  Plan Selection activities  Receive applications  Short-list applications  Undertake selection activities

 

- Interviews - Assessment Centres - Tests - Bio Data - Reference Checks/ Referees Make a selection decision

Placement (Employment) Process  Make the offer  Advising unsuccessful applicants  Negotiate  Prepare contract  Induct  Evaluate process

 Strategic Staffing Decisions Staffing Levels  Acquire or Develop Talent  

Hire Yourself or Outsource External or Internal Hiring

     

Core or Flexible Workforce Hire or Retain National or Global Attract or Relocate Overstaff or Understaff Short or Long-term Focus

Staffing Quality  Person/job or Person/Organisation match  Specific or general KSAOs  Exceptional or acceptable workforce quality  Active or passive diversity



Employment Relationships  Employer-Employee: employer and employee negotiate and agree on terms and conditions of employment to define the employment relationship  Independent contractors: Not legally considered and employee, but can impact Workcover requirements  Temporary employees: considered employees of the recruitment agency, not the organisation they are doing work for  Unpaid interns and trainees



Australian Legislative Framework  Common Law (aka Case Law) - Employer and employee rights and duties  Federal and State statutes - Anti-discrimination/Equal Employment Opportunity (EEO) - Employment Conditions (Industrial Relations) - Other (e.g. Privacy Act, Working in Australia/Visas)



Common Law  Employer’s Duties - Pay wages and reasonable expenses incurred in the course of employment - Take reasonable care for the health and safety of employees - Provide work for employees paid on a commission or on piece rate  Employer’s Rights - To apply consequences when employee duties not met  Employee’s Duties - Obey the employer’s reasonable and lawful demands

-



Display due care in the performance of work and to perform it competently - Co-operate with their employers - Make available to the employer any process or product invented in the course of employment Employee’s Rights - See employer’s duties - Excusable absences (e.g. illness or injury)



Federal Statutes  Anti-discrimination/ Equal Opportunity - Racial Discrimination Act (1975) - Sex Discrimination Act (1984) - Human Rights and Equal Employment Act (1986) - Disability Discrimination Act (1992) - Age Discrimination Act (2004) - Workplace Gender Equality Act (2012) - Equal Opportunity Act (VIC)(2010)  Employment Conditions/Industrial Relations - Fair Work Act (2009)  Other - Privacy Act (1988) - Migration Act (1958)



Anti-discrimination/ Equal Opportunity  Discrimination is any practice that makes distinctions between individual groups so as to disadvantage some and advantage others  Three types of discrimination: 1. Direct 2. Indirect 3. Systemic  Discrimination can occur on the basis of characteristics such as: Race Mental Disability Colour Religious or Political beliefs Gender Criminal record Sexual preference Breastfeeding Marital status Trade union/ employer association activity Family responsibilities Medical record Pregnancy Physical features Physical disability Age Social Origin



Implications for Staffing  Recruitment documents  Recruitment activities  Selection activities - Application forms - Interviews - Selection decision  Placement activities Industrial Relations  Key features of Fair Work Australia (2009) 1. A set of 10 minimum National Employment Standards (NES) 2. National minimum wage order 3. Modern awards that apply nationally for specific industries and occupations 4. Enterprise bargaining, and 5. Protection from unfair dismissal





NES 10 areas: - Maximum weekly hours of work - Request for flexible working arrangements - Parental leave and related entitlements - Annual leave - Persona;/carer’s leave and compassionate leave - Community service leave - Long service leave - Public holidays - Notice of termination and redundancy pay - Fair Work Information Statement

Topic 3: HR Planning 

HR planning “is the process of forecasting the organisation’s future employment needs and then developing action plans and programs for fulfilling these needs in ways that align with the staffing strategy”



The Mega Environment  Legal/Political - Privatisation - Legislation - Taxation System  Economic - Interest Rates - Downsizing  International - Globalisation - Immigration - Competitive Pressures  Technological - Elimination of jobs - Creation of jobs - Changes in skill requirements - E-recruitment - Selection - Advancements in telecommunications  Socio-cultural - Changes in demographics - Changes in employment patterns - Changes in employing industries



The Task Environment  Customers and clients – expectations of target market  Competitors – limited labour market  Government agencies – DEEWR  Labour supply – availability of skilled labour



The Labour Market  “The labour market, or the sources from which applicants are the be recruited, varies with the type of job to be filled and the remuneration for the job” 1. Labour demand 2. Labour supply 3. Labour shortages and surpluses 4. Employment arrangements

1. Labour Demand  Is a result of “consumer demands for the organisation’s products and services”  Direct link between organisation’s strategic direction and their labour demand  Australian Labour Demand forecasts – over 5 years to 2020 - Total employment up by 989,700 (or 8.3%) - Employment up in Health Care and Social Assistance (16.4%), Professional, Scientific and Technical Services (14.8%) and Education and Training (13%) - Employment down in Construction (8.3%), Manufacturing (5.3%) and Mining (14.1%)

2. Labour Supply

 



The quantity and quality of the people available to work in the population Key aspects in Australia - Increased participation by women - Ageing workforce - Generational Differences Australian population is ageing: - Increased life expectancy - Declining fertility rates

3. Labour Shortages and Surpluses  “When labour demand exceeds labour supply for a given pay rate, the labour market is said to be “tight” and the organisation experiences labour shortages”  Organisation responses can include: - Increased pay and rewards - Alternative/flexible work arrangements - Using temporary employees - International recruitment - Increased overtime  Skill shortages still exist: - By industry – automotive trades, engineering professionals, accountants and resource sector occupations - By location – Darwin, regional WA, regional NT 4. Employment Arrangements  Decrease in full-time work arrangements and increase in part-time and casual work arrangements - Increase in part-time from 26.1% in 1999 to 29.7% in 2012  One in 5 Australian employees are casual employees - Can be made redundant with little/no notice - Do not accrue holiday or personal leave  Increase in flexible work arrangements  Use of temporary and/or contract employees and /or outsourcing 

Trends in the Australian Labour Market  “The Australian labour market has experienced considerable change over the past several decades, and will continue to do so as a result of some significant national and demographic shifts”  National trends: - Changing work arrangements - Increased workforce participation by women - Skills shortages - Ageing workforce - Generational differences - General trends (white collar)  Global trends: - Global economy is weak - Increasing unemployment - Uncertainty, labour market mis-matches and low job creation



The Australian Labour Market – overview for recruiters  Practices which were effective five or ten years ago may no longer be effective  Employers may need to develop more individual approaches  Non-traditional workplace policies and practices may need to be embraced HR Planning  HR planning is ‘a continuous process which aims to ensure that organisational objectives are achieved by obtaining the right quantity and





  

quality of employees at the right time and right costs, with an appropriate skills mix’. Involves: - Analysing industry and organisational growth, decline or diversification - Analysing numbers and skills of existing employees - Predicting future staffing requirements HR planning is linked to the business’ strategic plan Needs to meet short-term and long-term objectives Needs to take account of external and internal factors - External – mega and task environment - Internal - structure, culture, history, mission, etc.



The Basic Elements of Human Resource Planning



Example of HR Planning



HR Planning – Initial Decisions  Strategic Planning - Seasonal factors - Interest rates - Currency exchange rates - Competitive changes  Planning time frame  Job categories and levels  Head count of current workforce  Roles and responsibilities



Staffing Planning  Types of workforces - Core workforce - Flexible workforce o Temporary agency staff o Independent contractors - Outsourcing



Staffing Planning Models



Implications for Staffing  When a surplus is found: - The need to recruit - Job analysis/design  When a shortage is found: - Job analysis/design - Recruitment tactics - Selection decision

Topic 4: Job Analysis and Rewards 



Job analysis is “a systematic process of identifying the component tasks, responsibilities and desired outcomes of jobs, and the knowledge, competencies, skills and abilities required to adequately perform these duties” (Compton et al, 2014: 61) Job analysis is usually conducted when:  The job is first created, or  If there is job redesign, or  If the job is substantially altered



Analysing the job  Key areas to explore when conducting job analysis: - Job purpose - Skill range - Relationships - Job outcomes - Rewards - Job conditions - Job holder attitudes and behaviours - What? When? Where? How? Why? Who?



A job is more than a collection of tasks; it should be a role with meaning and purpose in the context of the organisation and the part of the organisation in which is located (Dale, 2003)



Job design is “the process of defining the way work will be performed and the tasks that will be required in a given job” (De Cieri, 2008, 737) Job re-design are activities that “attempt to rearrange tasks and duties to make jobs more meaningful for employees and more efficient” (Compton et al, 2014, 67).





Core job dimensions are:  Skill variety  Task identity  Task significance  Autonomy  Feedback



Job redesign options include:  Job Simplification  Job Enlargement  Job Enrichment  Job Rotation



What’s attractive (to job seekers):  89% - Training and Development Opportunities  86% Remuneration  77% - Promise of an enjoyable place to work  75$ - Up-front salary advertising  72% - flexible hours/straightforward application process



Types of Job Analysis



Job Requirements

      

Observation – analyst observes an employee working in the job and makes notes on the duties they perform Structured interviews – the job analyst holds a structured interview with the job holder and/or job supervisor. Interview questions are pre-planned and standardised Unstructured interviews – the job analyst holds an unstructured interview with the job holder and/or job supervisor. Interview questions are not planned – more like an informal chat Critical incident interview – an interview with job holder/supervisor focusing on a specific incident to illustrate an example of effective or ineffective behaviour in the job Focus groups – a group of job holders holding the same position are drawn together and asked to freely discuss aspects of the job. Topics suggested by job analyst, as opposed to a list of questions being asked. Checklists – specifically designed checklist to collect information on job content, how the job is done and the personal requirements needed to do it Databases – databases such as ASCO and O-NET are populated with common KSAOs by job type



Competency Job Analysis  Competency based job analysis “focus on how jobs relate to organisational strategy…and attempt to identify and describe job requirements in the form of general KSAOs required across a range of jobs” (Heneman et al, 2018, p156).  C...