The nature of staffing Chapter 1, 2, 3, 4 and 5 PDF

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Chapter 1 Definition of staffing – the process of acquiring, deploying and retaining a workforce of sufficient quality and quality to create positive impacts on the organization’s effectiveness A. Implication of definition a. Acquire involve the external staffing system that govern the initial intake of applications into the organization (types of people needed, establishing job requirement in form of knowledge, skills and abilities, type of rewards to offer and the creation of job offer that will attract and interest applicants. b. deploy refers to the placement of new hires in the specific jobs they will hold, specific work unit or geographic location. Also, can include the guiding of employees through the organization via promotions, transfers and new product assignments. i. Internal and external staffing systems mimic each other c. Retain or Retention- seeks to manage the inevitable flow of employees out of the organization and can be both voluntary (retirement, better opportunity) or involuntary (lay off, sale of business to another organization). No company should or can seek to eliminate employee outflows but should try to minimize the types of turnovers but should seek to retain those employees it thinks it cannot afford to lose. B. Staffing as a Process or System a. Staffing is not an event but a process that establishes and governs the flow of people into and out of the organization. i. People flow can be managed by: planning, recruitment, selection, decision making, job offer and retention systems. C. Quantity (numbers) and quality (types) combination created a maximally effective staffing system. a. The quantity is to ensure that there are enough people to do the job b. The quality is to ensure that those that are doing the job have the SKAO so that they perform effectively. D. Organizational effectiveness a. Staffing systems and goals get lost or ignored because of the day to day operations that are transactional, procedural and routine in nature. b. Staffing forces respond in several ways: acquisition of new leaders, prevention of key leader losses, use of talent as a source of growth and competitive advantage. E. Staffing Systems Examples a. Staffing jobs without titles i. WL Gore – associates and sponsors ii. Pfizer – was not focused on managing the external environment but looks to hire employees that can jump from one position to another iii. Enterprise – recruiting college graduates. Promotions are from within and are performance based. Communication skills are very important

Staffing models a. Staffing Quantity: Levels a. If head count (workforce quantity) match availabilities (likely employee head count) the organization will be fully staffed. b. If the requirements exceed the availabilities the organization will be understaffed i. Results in accelerated recruitment and developing programs to slow outflow c. If availabilities exceed requirements, the organization will be overstaffed i. Signals the need to slow down or even halt recruitment and take steps to reduce head count through early retirement or layoffs. b. Staffing Quality: Person/Job Match a. 4 primary points i. Jobs are characterized by their requirements and embedded rewards ii. Individuals are characterized by their level of qualification iii. The issue was the likely degree of fit or match between the characteristics of the job and the person iv. Implied consequences for every match b. Each person must be assessed relative to the requirements and rewards of the job being offered c. Dual Match i. Concepts are not new (the positive interaction of individual and hob characteristics created the most successful match. ii. Emphasizes the dual match of KSAOs to requirement and motivation to rewards. Advertisement that emphasizes the fit between employee needs and employer fulfillment of those needs actually lead to more applications and a higher quality applicant pool. iii. Job requirements should be expressed in terms of both the tasks involved and the KSAOs needed to perform those tasks. iv. Job requirements are often extended beyond task and KSAO requirements v. The matching process can only yield so much by the way of impacts on the HR outcomes. Staffing Quality: Person/Organization Match ( the focal point of staffing) and the job is the bull’s eye a. Matching concerns involving the broader organization a. Organizational values are norms of desirable attitudes and behaviors for the employees (honesty, integrity, achievement and hard work). b. New job duties are tasks that may be added to the target job over time resulting in flexibility and ability to complete new tasks without hiring additional employees. c. Multiple jobs or flexibility (organizations that are experiencing rapid growth)

d. Future jobs are the long term, forward thinking of the organization and the person as to which job assignment the person might assume beyond the initial job. i. Opportunistic hiring is where na individual is hired into a newly created job or a job that is the amalgamation of previously distributed tasks. Staffing System Components a. Process begins with a. Joint interaction between the applicant and the organization i. Applicants seeks job and organization seeks qualified applicant of which both are “players” ii. Most time there is a balancing act between seeker and employer 1. The initial stage in staffing is Recruitment which is the identifying and attraction activities by both the organization and the applicant. 2. Next phase is the Selection stage where the emphasis is on assessment and evaluation 3. Last core component is Employment is decision and final match activities by the organization and applicant. a. Self selection is when the applicant decides whether to continue in the staffing process or drop out and can happen anywhere along the process up to the final decision. Staffing Organizations (p.23) a. Organization, HR and Staffing Strategy a. Staffing strategy is an outgrowth between organization strategy and HR Strategy b. Support Activities i. Planning serves as a tool for first becoming aware of key external influences on staffing and shapes the formulation of staffing levels c. Core staffing Activities i. Focus on recruitment, selection and employment of the workforce d. Staffing and Retention System Management i. Types of evaluation staffing systems 1. Cost per hire and time to hire data ii. Voluntary departure, discharges are costly and disruptive Staffing Strategy requires making key decisions about the acquisition, deployment, and retention of the organization’s workforce. a. 2 levels (Staffing Levels and Staffing Quality) a. 13 decisions b. Staffing Levels

a. Acquire or Develop talent i. A “pure acquisition” strategy would have an organization concentrate on acquiring new employees who can hit the ground running and be a peak performance the moment they arrive. Need little to no training, ii. Hire yourself or outsource 1. Vendor can do a better job of identifying candidates than the organization 2. In Labor shortage an organization may not be able to recruit enough applicants on its own 3. Outsourcing may have legal advantages iii. External or Internal Hiring 1. To cultivate an stable committed workforce, then internal hiring is necessary 2. External hiring might be necessary when there is rapid growth or number of new jobs exceeds internal pool of applicants. iv. Core or Flexible Workforce 1. Core workforce is regular fulltime or part time employees 2. Flexible workforce are those who are used as a as needed, just in time basis. Not interviewed and supplied by outside temp agency v. Hire or retain vi. National of Global 1. Outsourcing – moving a business process to another vendor 2. Offshoring is setting up operations in another country 3. US organizations and outsourcing and offshoring a. Most nations have lowered trading and immigration barriers b. US and Western Europe companies believe that goods can be manufactured cheaper c. Some companies cannot find sufficient talent in their home countries vii. Attract or Relocate 1. Some belief that it is cheaper to bring labor to the organization than to bring the organization to the labor viii. Overstaff or understaff 1. Overstaffing occurs when there are dips in demand for the organization’s product or services that the organization choses to ride out or to stockpile talent 2. Understaffing occurs when the organization is confronted with chronic labor shortages or prediction of economic downturn

3. Some companies chose to understaff by provide overtime or flexible staffing arrangements ix. Short or Long term focus 1. When forced to chose, most companies focus on their short term needs 2. Participation rate is the number from the labor force that is expected to become employed and wok x. Person/Job or Person/Organization Match 1. Person/Job match is best utilized when there is a finite set of tasks 2. Person/organization match is best utilized when the job is poorly defined and fluid xi. Specific or General KSAOs xii. Exceptional or Acceptable Workforce Quality 1. Exceptional – stockpiling the best of the best and brightest xiii. Active or Passive Diversity 1. Active diversity it is legally and morally appropriate and that a diverse workforce allows the organization to me more attuned to the diverse needs of its customers 2. Passive diversity takes time because it requires substantial planning and assimilation activity. b. Staffing Ethics i. Ethics emphasizes the awareness of organizational values, guidelines and codes and behaving within those boundaries when faced with dilemmas in the business or professional work. Seeks to 1. Raise ethical expectations 2. Legitimize dialogue about ethical issues 3. Encourage ethical decision making 4. Prevent misconduct and provide a basis for enforcement

Chapter 2 Legal Compliance Litigation is based on the key concepts of disparate treatment and disparate impact. The Employment Relationship a. Staffing refers to formation of the employment relationship a. Employer - Employee is the most prevalent form and is the culmination of the person/job match process b. The formal agreement is the contract which is the term, conditions and promises and expectation of the parties. c. Either party may terminate the contract to end the employment relationship d. Both written and oral contracts are legally enforceable e. Staffing flexibility makes it possible to quickly terminate employees without constraint f. Under the common law principle, employment is strictly an at will one where any party for any reason can terminate the contract without prior notification. g. The first criterion used by the IRS to guide employer’s classification judgment i. The degree of employer control and worker independence ii. 11 criterions with three categories 1. Behavioral 2. Financial 3. Type of relationship iii. Used by the DOL is based on the economic realities test which determines whether a person is economically dependent on the business or is in business for him or herself. b. Independent contractors (not considered an employee) a. How should the organization approach its use of independent contractors? i. Review all current or planed classifications against the criteria discussed. ii. Develop very specific contractor agreements that address these criteria. iii. Do not overly supervise or otherwise try to manage the independent contractor iv. Treat the contractor as a contractor not an employee c. Temporary Employees a. No special legal stature b. Employees of the staffing agency c. Long term temp employees are called permatemps and are employees of the client employer rather than the staffing firm d. Unpaid interns and trainees a. Must meet 6 requirements i. The training must be like that given in school ii. The training experience is to benefit the intern iii. The trainee does not displace another person and works under close supervision of the employer’s staff iv. The employer does not gain an immediate advantage from the trainee’s activities v. The trainee is not entitled to a job at the end of training

vi. The employer and the trainee must understand that the trainee is not entitled to any pay for time spent e. Laws and regulation a. Need for Laws and Regulations i. Balance of Power - both the employer and employee have something to offer, however, the employer usually has the upper hand in employment relationships ii. Employment laws and regulations exist, in part to reduce or limit such employer power in the employment relationship. b. Protection of Employees (minimum wage, nondiscrimination, overtime pay and safety and health standards). i. Guarantee consistency of treatment among employees c. Protection of Employers i. Civil Rights Act mentions employment practices that are permitted such as professionally developed ability tests, f. Sources of Laws and Regulations a. Common Law – a court made law and case by case decisions i. Each state develops and administers its own common law 1. Tort - a civil wrong that occurs when the employer violates a duty owed to its employees or customer that leads to harm or damages suffered by them. b. Constitutional laws i. Derived from the US constitution and its amendments. ii. Its major application is in public employee tights, especially their due process c. Statutory law i. Derived from written statues passed by the legislative bodies federal (Congress), state (legislatures) local (municipal boards and councils). ii. Legislative bodies can create, amend and eliminate laws and regulations. d. Agencies i. Exist at the Federal. state and local level. ii. Foreign workers are under the control of Homeland Security iii. Policy statements do not have the force of the law g. EEO/AA Laws: General Provisions and Enforcement a. General Provisions (see page 58) i. Major laws because: 1. Very broad in their coverage of employers 2. They specifically prohibit discrimination of the basis of several individual characteristics 3. Separate agencies have been created for administration and enforcement of these laws 4. These agencies have issued numerous rules, regulations and guidelines to assist in interpreting, implementing and enforcing the law. ii. 3 general features of the EEO laws 1. State government (not local) employers are immune from lawsuits by employees

2. Organization officials and individuals’ managers cannot be held personally liable for discrimination under the Civil Rights Act, ADA and ADEA 3. The ADA, Civil Rights Act and the ADEA is extended to US citizens employed overseas by an American employer and is doing business overseas generally must also comply with the Civil Rights Act, ADA and the ADEA. b. Enforcement: EEOC is responsible for enforcing the Civil Rights Act, the ADEA and ADA. i. Disparate Treatment and Disparate Impact (Title VII of the Civil Rights Act), ADA and ADEA claims. 1. Disparate Treatment involve allegations of intentional discrimination in which the employer knowingly and deliberately discriminates against people on the basis of specific characteristics such as race, or sex. a. Evidence might be direct b. Situation might not involve such blatant action but may consist of a mixed motive c. The evidence of a failure to hire or promote d. In the disparate treatment case, the defendant must provide nondiscriminatory reasons during rebuttal e. The burden of proof is on the plaintiff and the plaintiff must prove the defendant’s practices are discriminatory 2. Disparate Impact or adverse impact focus on the effect of employment practices rather than the motives or intent underlying them. a. 3 types of Statistical evidence must support the claim. i. Applicant flow statistic which looks at different rates among different groups for a particular job ii. The use of stock statistics (relevant) iii. Concentration statistics or percentage iv. In the disparate impact cases the employer must demonstrate that the practices in question are job related and consistent with business necessity. v. The burden of proof is on the defendant 3. Initial charge and conciliation a. If reasonable cause is found, then the EEOC attempts conciliation of the charges. Conciliation is a voluntary settlement process that seeks agreement by the employer to stop the practice in question and abide by proposed amendments (EEOC PREFERRED METHOD) b. Complementing conciliation is MEDIATION 4. Litigation and Remedies a. Consent decree - a voluntary court approved agreement between two parties. c. Enforcement: OFCCP i. EE)/AA Laws: Specific Staffing Provisions

1. Civil Rights Acts (1964, 1978 – added pregnancy, 1991 added amendments) a. Unlawful Employment practices (page 69) b. Establishment of Disparate Impact i. Staffing practices may seem unfair, outrageous or of dubious value to the employer ii. The plaintiff alleges to have caused adverse impact are unlawful unless the employer can rebut the charges iii. The plaintiff must show adverse impact for each specific staffing practice or component. c. Disparate Treatment i. No use of claim to justify intentional use of a discriminatory practice d. Mixed motives e. Bona fide Occupation Qualifications f. Testing g. Test score adjustment h. Seniority or Merit Systems i. Employment advertising j. Pregnancy k. Preferential treatment and quotas 2. Age Discrimination in Employment ACT 1967 a. Prohibit age discrimination b. Bona fide Occupational Qualification c. Reasonable Factors other than Age d. Seniority Systems e. Employment advertising 3. Americans with Disabilities Act 1990, 2008 a. Prohibited Discrimination b. Definition of a Disability c. Actual Disability d. Record of a disability e. Recorded as Disabled f. Qualified Individual g. Essential Job Functions h. Reasonable Accommodation and Undue Hardship i. Selection of Employees j. Medical Exams for Job applicants and employees k. Direct threat l. Affirmative action m. Veterans 4. Genetic Information Nondiscrimination Act 2008 a. Genetic information b. Prohibited Practices

c. Confidentiality of information 5. Rehabilitation Act 1973 i. Prohibited Discrimination ii. Affirmative Action 6. Executive Order 11246 of 1965, 1967, and 2014 a. Prohibited Discrimination b. Affirmative Action 7. Other Staffing Laws a. Federal Laws i. Prohibited Practices ii. Employment Eligibility Verification System iii. Temporary Visas iv. Enforcement v. Employee Polygraph Protection Act 1988 vi. Prohibited Practices vii. Enforcement by DOL viii. Fair Credit Reporting ACT 1970 1. Enforcement 2. Uniformed Services Employment and Reemployment Rights Act 1994 3. Coverage 4. Requirements 5. Enforcement 8. State and Local Laws a. EEO/AA Laws b. Other state laws 9. Civil Service Laws and Regulations a. Merit principles and staffing practices b. Comparisons with Private Sector

Chapter 3 Planning Human resource planning is the process of forecast in the organization's future employment needs and then developing action plans and programs for filling these needs. The HR planning includes several different components there are covered in this chapter including the initial planning decision, forecasting HR requirements, availabilities, determining employee shortages surplus is an action plans. Internal and external human resource influences are organizational strategy and culture, labor markets and technology, forecasting HR requirements and availability The major legal issue for human resource staffing planning is that of affirmative action. Internal and External Influences a. All aspects of the planning process must consider both internal and external influences b. The 2 most important internal influences on the planning process or organizational strategy in organizational culture c. The 2 most important external influences on HR stand staffing planning our labor markets in technology A. Organizational strategy a. The first and most important influence on the planning process is organizations overall strategy. b. Historical staffing levels are an important baseline for future staffing needs c. Breaking down in organizations strength, weakness, opportunities, and threats SWOT is a common way of understanding strategy i. Internal assessment of swot focuses on physical and financial resources as well as structure and culture ii. External assessment of swot looks to learn about economic, demographic, and technological tren...