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Part 1
The Nature of
Staffing
Chapter 1: Staffing
Models and Strategy
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eman_1Ce_PPT_Ch_006.ppt

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CHAPTER ONE

Staffing Models and Strategy

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

Organization
Missions
Goals and Objectives

Organization
OrganizationStrategy
Strategy

HR
HRand
andStaffing
StaffingStrategy
Strategy

Staffing Policies and Programs

Support Activities
Core Staffing Activities
Legal compliance
Measurement
Job analysis and rewards

Recruitment: external, internal

Selection:
planning, external, internal
Employment:
decision making, final match

Staffing System and Retention Management

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Chapter Outline

Nature of Staffing

Staffing Models

The Big Picture

Staffing System Components

Definition of Staffing

Staffing Organizations

Implications of Definition

Staffing System Examples

Staffing Models

Staffing Quantity: Levels

Staffing Quality: Person/Job

Match

Staffing Quality:
Person/Organization Match

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Staffing Strategy
Staffing Levels
Staffing Quality

Staffing Ethics
Plan for Book

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The Big Picture

Organizations

are combinations of physical,

financial and human capital

Human

capital

Knowledge,
Their

Scope

skills and ability of people

motivation to use them successfully on the job

of human capital

Employee

costs are over 25% of revenues for most

organizations

Organizations

that capitalize on human capital have a

strategic advantage over their competitors

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Nature of Staffing
Definition
Process

of acquiring, deploying, and retaining a

workforce of sufficient quantity and quality to create
positive impacts on the organizations effectiveness.

Implications
Acquire,
Staffing

of definition

deploy, retain

as a process or system

Quantity

and quality issues

Organization
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Nature of Staffing: Importance to

Organizational Effectiveness
Quotes

from organization leaders

It

all starts and ends with people. They are the heart,
the soul and the spirit of the companyFrom a
human resources perspective, it starts with selecting
the best. The most important decision we make
within our company is who we hire.

Carolyn Clark, VP of HR, CP Hotels

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Nature of Staffing: Importance to

Organizational Effectiveness
Quotes

from organization leaders

Globally,

heads of companies consistently rand the

ability to find the right talent to deliver on business
objectives as one of their greatest challengesThe
investment in capability upfront will have a direct
impact on the quality of the talent who come in the
door later.

Maureen Neglia, Director, RBC Recruitment, RBC Financial Group

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Nature of Staffing: Importance to

Organizational Effectiveness
Quotes

from organization leaders

think about this in hiring, because our business all

comes down to peopleIn fact, when Im
interviewing a senior job candidate, my biggest worry
is how good they are at hiring. I spend at least half the
interview on that.

Jeff Bezos, CEO, Amazon

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Discussion Questions
What

would be the potential problems with a

staffing process in which vacancies were filled:
On

a lottery basis from among job applicants?

On a first come-first hired basis?
What

would be the advantages of using one of the

above processes?

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Staffing Models
Staffing

Quantity: Levels

Staffing

Quality: Person/Job Match

Staffing

Quality: Person/Organization Match

Staffing

System Components

Staffing

Organizations

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Exhibit 1.2: Staffing Quantity

Projected
Projected Staffing
Staffing Requirements
Requirements
Overstaffed
Overstaffed
Fully
Fully Staffed
Staffed

Compare

Understaffed
Understaffed
Projected
Projected Staffing
Staffing Availabilities
Availabilities

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Concepts: Person/Job Match Model

Jobs are characterized by their

requirements

Individuals are characterized

by their level of qualification
(KSAOs) and motivation

Likely degree of fit or match

between job characteristics and
person

Implied consequences for every

match

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Concepts are not new

Matching process involves dual
match (Exhibit 1.3)
KSAOs to requirements
Motivation to rewards
Job requirements expressed in
terms of both
Tasks involved
KSAOs necessary for
performance of tasks
Job requirements often extend
beyond task and KSAO
requirements

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Exhibit 1.3: Person/Job Match

Job
Requirements
Rewards

Match

Person

HR Outcomes

Impact

Attraction
Attraction
Performance
Performance
Retention
Retention
Attendance
Attendance
Satisfaction
Satisfaction
Other
Other

KSAOs
Motivation
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Concepts: Person/Organization
Match Model

Organizational culture and values

Norms

of desirable attitudes and behaviours for

employees

New job duties

Tasks

that may be added to target job over time

And other duties as assigned . . .

Multiple jobs
Flexibility

concerns - Hiring people

who could perform multiple jobs

Future jobs
Long-term

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matches during employment relationship

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Exhibit 1.4: Person/Organization Match

Organization
Values

New Job
Duties

Job
Requirements
Rewards
Multiple
Jobs

Match
Person
KSAOs
Motivation
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HR Outcomes

Future
Jobs

Impact

Attraction
Attraction
Performance
Performance
Retention
Retention
Attendance
Attendance
Satisfaction
Satisfaction
Other
Other
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Discussion Questions
Would

it be desirable to hire people only

according to the person/job match, ignoring the
person/organization match? Why?

Would

it be desirable to hire people only

according to the person/organization match,
ignoring the person/job match? Why?

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Exhibit 1.5: Staffing System Components

Applicant
Applicant
(Person)
(Person)

Organization
Organization
(Job)
(Job)
Recruitment
Recruitment

(identification
(identificationand
andattraction)
attraction)

Selection
Selection

(assessment
(assessmentand
andevaluation)
evaluation)

Employment
Employment

(decision
(decisionmaking
makingand
andfinal
finalmatch)
match)
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Exhibit 1.6: Staffing Organizations Model

Organization
Missions
Goals and Objectives

Organization
OrganizationStrategy
Strategy

HR
HRand
andStaffing
StaffingStrategy
Strategy

Staffing Policies and Programs

Support Activities
Core Staffing Activities
Legal compliance

Recruitment:

Measurement

Selection:

Job analysis and rewards

Employment:

external, internal

planning, external, internal

decision making, final match

Staffing System and Retention Management

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Components of Staffing
Organizations Model

Organizational strategy
Missions
Goals

and objectives

HR strategy
Involves

key decisions about size

and type of workforce to be
Acquired
Trained
Managed
Rewarded
Retained

May

flow from organizational strategy and/or

May directly influence formulation of organization strategy
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Components of Staffing
Organizations Model (continued)

Staffing strategy
An

outgrowth of the interplay between organization and HR

strategy
Involves key decisions regarding acquisition, deployment,
and retention of organizations workforce
Guide

development of recruitment, selection, and employment

programs

Support activities
Serve

as foundation for conduct of core staffing activities

Core staffing activities

Focus

on recruitment, selection, and employment of

workforce

Staffing and retention system management

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What is Staffing Strategy?

Definition
Requires

making key decisions about acquisition,

deployment and retention of a companys workforce

Involves

making 13 key decisions

Decisions

focus on two areas

Staffing

levels

Staffing

quality

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Exhibit 1.7: Strategic Staffing Decisions

Staffing Levels

Acquire or develop talent

Lag or lead system

Staffing Quality

Person/Job or
Person/Organization match

External or internal hiring

Specific or general KSAOs

Core or flexible workforce

Hire or retain

Exceptional or acceptable
workforce quality

National or global

Active or passive diversity

Attract or relocate

Overstaff or understaff

Hire or acquire
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Staffing Ethics
Determining the moral
principals and guidelines
for acceptable practice
Knowing
organizational codes and
guidelines and behaving
within these boundaries
when faced with
dilemmas in business or
professional work.

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Organizational ethics
seek to:
Raise

ethical expectations
Legitimize dialogue about
ethical issues
Encourage ethical
decision making and
Prevent misconduct and
provide a basis for
enforcement

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Plan of the Course & the Book

Part

1: Nature of Staffing

Part

2: Support Activities

Part

3: Staffing Activities: Recruitment

Part

4: Staffing Activities: Selection

Part

5: Staffing System and Retention Management

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1-26

Ethical Issues

Issue 1

As a staffing professional in the human resources department

or as the hiring manager of a work unit, explain why it is so
important to represent the organizations interests, and what are
some possible consequences of not doing so?

Issue 2

One of the strategic staffing choices is whether to pursue

workforce diversity actively or passively. First suggest some
ethical reasons for the active pursuit of diversity, and then
suggest some ethical reasons for a more passive approach.

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