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Staffing

Staffing. Involves getting people in, or out, of a company We’ll concentrate on the “getting people in part” – getting them out is part of the “Transitions” later on. Staffing has 2 main purposes. “Get the best talent” for the firm at the price we can offer

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Staffing

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  1. Staffing • Involves getting people in, or out, of a company • We’ll concentrate on the “getting people in part” – getting them out is part of the “Transitions” later on.

  2. Staffing has 2 main purposes • “Get the best talent” for the firm at the price we can offer • Conform to national, state and local regulations concerning staffing practice, or in short “keep it legal”

  3. How to Staff? • Derive “demand for labor” • Update job requirement information • Identify knowledge, skills and abilities required for success on job • Develop measures of job-related KSA’s • Recruit from relevant labor markets • Screen using “valid” tests • Make offer, provide orientation to accepts

  4. Who are we recruiting? • Best talent we can • Mental abilities • Physical abilities • Personality • Motivation* • Team work* • Integrity • Reliability, discipline • Sobriety

  5. Where will we find these people? • The “Relevant Labor Market” • Different for each job • Qualified, and interested candidates • Not necessarily a place … • It is where ever an employer and candidate agree to employment terms • Many ways to reach that relevant labor market

  6. Overview of the Recruitment Process — Organization

  7. Strategic Issues in Recruiting • Recruitment Goals • Recruitment Philosophy • Internal of External Sources? • Countercyclical Hiring

  8. Advantages and Disadvantages of Internal Sources • Ability of candidate is known • Internal promotion motivated employees • Training and socialization time is less • Internal sources may be insufficient for growth • Ripple effect, cumbersome procedures • Inbreeding, loss of flexibility

  9. Advantages and Disadvantages of External Sources • Import new ideas and skills • Avoid ripple effect • May be necessary in turnaround situation • Expensive • Time consuming • More difficult to evaluate candidates

  10. Figure 6.5 Recruiting Sources Used by HR Professionals Source: Based on a survey of 303 HR Professionals, from HR Magazine, December 1996, p. 53. Data on Internet recruiting is from HR Focus,May 2000, p. 8

  11. Table 6.8 Example of Recruiting Source Evaluation Data

  12. Realistic Job Preview • Reduces early turnover and dissatisfaction via: • Self-Selection out if the job doesn’t fit • Increased Commitment to an Informed Decision • Lowered Expectations, less gap with reality • Improved Coping with job difficulties

  13. Figure 6.8 Factors Affecting Job Choice

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