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Part 6
Staffing System and
Retention Management

Chapter 13: Staffing System

Management
Chapter 14: Retention
Management
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc., All Rights Reserved.
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CHAPTER THIRTEEN

Staffing System Management

Screen graphics created by:
Jana F. Kuzmicki, PhD
Troy State University-Florida and Western Region
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Staffing Organizations Model

Organization
Vision and Mission
Goals and Objectives

Organization Strategy HR and Staffing Strategy

Staffing Policies and Programs

Support Activities Core Staffing Activities
Legal compliance Recruitment: External, internal
Selection:
Planning Measurement, external, internal
Employment:
Job analysis Decision making, final match
Staffing System and Retention Management
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Chapter Outline
 Administrationof  Evaluation of Staffing
Staffing Systems Systems
Organizational
Staffing Process
Arrangements
Jobs in Staffing Staffing Process Results
Policies and Procedures
Staffing Costs
Technology

Outsourcing Customer Satisfaction

 Legal Issues
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Administration of Staffing Systems

 Organizational arrangements

 Jobs in staffing

 Policies and procedures

 Technology

 Outsourcing
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Organizational Arrangements
 Refers to how the organization structures itself to
conduct human resources and staffing activities
 Research results
 Employment and recruitment are increasingly
important components of HR systems
 Staffingreceives a greater percentage of total HR
budget than other functions -- 20% of total budget
 Exh. 13.1: Example of HR Department
and Employment (Staffing) Function
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Exh. 13.1: Example of HR Department

and Employment (Staffing) Function
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Jobs in Staffing
 Entry occurs as specialist in recruiting and interviewing
 Mobility may involve both traditional and nontraditional
career tracks
 Jobs are becoming more customer focused and
facilitative
 Increasing numbers of jobs are found in staffing firms
 New type of job -- Chief Talent Officer or VP for Talent
Acquisition
 Exhs. 13.2 and 13.3: Staffing Jobs
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Policies and Procedures

 Indicate
desirable courses of action
and steps to implement action
 Policy

 Guiding principle or objective

sought through appropriate actions
 Procedure

 Prescribed steps of acting in similar situations

 Exh.13.4: Staffing Topics in CompuServe’s HR
Policy Manual
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Technology
 Staffing activities generate considerable information
 Issue -- Types of information to generate, and how to
file, access, and use it
 In small organizations, information system will
likely be a paper-based, manual system
 In large organizations, the information system will
likely involve
 Conversionto electronic information and
 Automation of staffing tasks and processes
 Exh. 13.5: Computerized Staffing Tasks
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Outsourcing
 Refers to contracting out work to a vendor or third-
party administrator
 Outsourcing of HR functions is increasing

 Types of staffing activities outsourced

 Use of temporary employees, executive search, drug
testing, skill testing, background checks, job fairs,
employee relocation, assessment centers, and
affirmative action planning
 Strategic and operating reasons to outsource
 Expertise,
flexibility, time savings, service quality,
reduction of legal liability, and cost reduction
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Evaluation of Staffing Systems

 Staffing process

 Staffing process results

 Staffing costs

 Customer satisfaction
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Staffing Process
 Concept
 Establishes and governs the flow of employees into, within,
and out of the organization
 Reasons to use a well-planned staffing system
 Ensures same KSAO information is gathered from all
applicants
 Ensures all applicants receive same information
 Enhance applicants’ perceptions of procedural fairness of
staffing system and decisions
 Less likely to generate legal challenges by applicants
 Provides a clear picture of where deviations have occurred
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Staffing Process Results

 Quantitative indicators indicate effectiveness and
efficiency of staffing system
 Exh. 13.8: Evaluation of Staffing Process and Results
 Staffing metrics are useful barometers to gauge
pulse of staffing flow
 Provide objective, “bottom line” results
 Useful for comparative purposes
 Two different business units on basis of yield ratios
 Trend in same staffing system over time
 Exh. 13.9: Staffing Metrics: Average Time and Cost
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Evaluation of Staffing Systems:

Staffing Costs and Customer Satisfaction
 Staffing costs
 Difficulties exist in determining cost estimates
 Lack of common approach to assess costs
 Costsvary by organization size, industry, and labor
market conditions
 Customer satisfaction
 Managers

 Exh. 13.11: Manager Satisfaction Survey

 Job applicants
 Exh. 13.12: Applicant Satisfaction Survey
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Legal Issues
 Record-keeping, privacy, and reports

 Audits

 Training

 Dispute resolution
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Legal Issues
 Record keeping, privacy, and reports
 Creation and maintenance of records
 Four purposes of records
 Exh. 13.13: Federal Record-Keeping Requirements
 Privacy concerns
 Preparation of reports
 Exh. 13.14: Employer Information Report EEO-1 Form

 Audits
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Dispute Resolution
 Negotiation
 Discuss complaint with goal of resolving it
 Fact finding
 Neutral person investigates complaint
 Peer review
 Employees and managers work together in a panel
 Mediation
 Neutral person helps to find a solution
 Arbitration
 Neutral person makes a decision binding on the parties
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Exh. 13.13: Example of ADR Procedure

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Managing Legal Compliance:

Arbitration
 Employer and employee (or job applicant) agree to submit
dispute to neutral third-party who issues final/binding decision
 Agreements often include statutory discrimination claims --
employee agrees not to pursue charges by any means except
arbitration
 Suggested standards for agreement to be enforceable
 Agreement must be “knowing and voluntary”
 Arbitrator must be a neutral
 Process should provide for more than minimal discovery
 Same remedies as permitted by law should be allowed
 Employee should have right to hire an attorney and employer should
reimburse employee a portion of attorney’s fees
 Employee should not have to bear excessive responsibility for cost of
arbitrator
 Types of claims subject to arbitration should be indicated
 There should be a written award issued by arbitrator
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Ethical Issues
 Issue 1
 It has been suggested that the use of staffing technology and
software is wrong because it dehumanizes the staffing
experience, making it nothing but a mechanical process that
treats applicants like digital widgets. Evaluate this assertion.
 Issue 2
 Since there are no standard ways of creating staffing process
results and cost metrics, is there a need for some sort of
oversight of how these data are calculated, reported, and used
within an organization? Explain.