Staffing and Staff Development

1. Unit 1 Staffing and Organizational Goals Staffing and Staff Development

2. Human Resources Planning • Vocabulary: • Staffing is the process of moving employees into, through, and out of an organization. • Human Resources Management is planning and controlling employee movement. • Forecasting is a mechanism used to predict outcomes. • Qualitative Forecasting – uses experts skilled in making predictions of work force needs.

3. More Vocabulary • Quantitative Forecasting – mathematical and statistical analysis of data. • Demand Analysis – tells the numbers of people needed to support business activities. • Supply Analysis – tells the quantity, productivity, and deployment of the current and projected work force.

4. Staffing • An organization can not function effectively unless the right number and types of employees: • Join • Get assigned to the right positions • Stay with the organization

5. Organizational Goals

6. Organizing for Effectiveness • List all tasks to be performed to accomplish organizational objectives • Divide tasks into activities that one person can perform • Group related jobs required to complete a process to created departments/sections • Establish relations between various groups so employees have a clear idea of their responsibilities and relationship to each other

7. Developing the Road Map • 4 Steps in developing an HR Plan • Understand the environmental and organizational conditions – management philosophies, policies • Analyze current supply of employees and project the future supply • Analyze current HR requirements and project future requirements • Make a forecast

8. Forecasting • Starts with a hypothetical question: “Given the change or continuation of certain conditions, what will happen, and in what quantity. • Gives a perspective on the future that creates assumptions and premises managers can use for employment planning • Results are not absolute

9. Techniques • Qualitative Forecasting – uses experts skilled in making predictions • Quantitative Forecasting – uses mathematical and statistical analyses of data • Demand Analysis • How many employees are needed in each job • What each employee needs to do to perform that job Business Activity = quantity of employees x productivity/employee

10. Techniques Continued • Supply Analysis • Current internal inventory of employees • Supply of employees projected from the outside • The total projected supply is the sum of the internal and external inventories

11. Reconciling the Gap • Compare the demand and supply and identifying the “gap” • Comparison is call the “gap analysis” – numbers, abilities, gender, costs, race • The Plan • Organizational recruiting strategies • Training and development needs • Retention and succession plans • Needed job or policy changes

12. Supply Shortfalls • Delay production for lack of workers • Miss new market opportunities due to an unprepared work force • Scramble to change to once-dependable training and recruiting methods primarily because of a shift in available workers’ skill levels • Settle for an employee mix that doesn’t match business needs (technical incompetence, inadequate supply of managers)

13. Job Matching – Staffing Function • Managers match jobs to people • Need to have the right worker in the right job at the right time • Make accurate forecasts • Be active in recruiting and hiring • Maintain working conditions that attract and retain quality workers

14. Continued • Balance the workforce means making sure the number of employees on-hand matches the workload. • Use the ‘what if’ scenario • Adding a new position • What purpose • What alternatives • Costs • Impact on productivity