human resources in busimess environment .ppt

Human Resource Staffing and
Performance Management
Introduction
MANA 4328
Dennis C. Veit
dveit@uta.edu

Human Resource Management
Planning - Strategic
Management
Compensation
Total Compensation
Employee
Relations/Equal
Employment
Recruiting and
Selection/Staffing
Training and
Development –Talent
Management
Performance
Management
Risk Management

Part 1
The Nature of Staffing
Staffing Models and Strategy
McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.

Staffing Organizations Model
1-4

1-5
The Big Picture
 Organizations are combinations of physical,
financial, and human capital
 Human capital
 Knowledge, skills and abilities of people
 Their motivation to do the job
 Scope of human capital
 An average organization’s employee cost (wages or
salaries and benefits) is over 25% of its total revenue
 Organizations that capitalize on human capital have a
strategic advantage over their competitors

1-6
Nature of Staffing
 Definition
 “Staffing is the process of acquiring, deploying, and
retaining a workforce of sufficient quantity and quality to
create positive impacts on the organization’s
effectiveness.”
 Implications of definition
 Acquire, deploy, retain
 Staffing as a process or system
 Quantity and quality issues
 Organization effectiveness

1-7
Organizational structure
 An organization is a combination of:
 Physical, Financial & Human Capital
 Human Capital refers to:
 Knowledge, skills, and ability of its people!
 Workforce Quality = Stock of human capital that it
 Acquires, deploys, and retains in pursuit of Organizational
 Profitability, market share, customer satisfaction and
environmental stability

1-8
Staffing
 Organizations function used to build your
workforce!
 How? Thru a System called Staffing Strategy that
includes:
 HR Planning
 Recruiting
 Selection
 Employment
 Retention

Staffing: (Continued)
 Labor is the single most significant cost of doing
business: payroll and replacement costs.
 (With this, we must begin with hiring the right people
and then developing them effectively)
 Business strategies require specific skills and
behaviors to be successful.
 Employees provide customer service, create value, and execute
strategy.
 HR practices can be crafted to support certain types of skills and
encourage behaviors.
 “How do we hire the right people?”

 Business strategies require specific skills and
behaviors to be successful.
 Employees provide customer service, create value, and execute
strategy.
 HR practices can be crafted to support certain types of skills and
encourage behaviors.
 “How do we ensure we are hiring the right people?”
 Using Updated Job Descriptions – Competency based
 Then ---What is our Staffing Objective?

 What is our Staffing Objective:
 To find more productive ways to do work through!

 To find more productive ways to do work!
 Increased productivity

 Flexible workforce

Staffing and “Talent Management”
Objective
 Multi-skilled workforce

 Multi-skilled workforce
 Multi-skilled job descriptions

1-16
Staffing Models
 Staffing Quantity
 Levels
 Staffing Quality
 Person/Job Match
 Person/Organization Match
 Staffing System Components
 Staffing Organizations

1-17
Exh. 1.2: Staffing Quantity

“How do we hire the right people?”
Traditionally staffing has
focused on the match between
an applicants skills and
experience and the job
requirements.
Match
Person
KSA’s
Motivation
(Competencies)
Job
Requirements
Rewards

Person/Job Match
Person/Job Match
Match
Impact
Person
KSA’s
Motivation
Job
Requirements
Rewards
HR Outcomes
Performance
Extra Effort
Retention
Satisfaction
Commitment

Person/
Person/
Organization
Organization
Match
Match
Match
Impact
Person
KSA’s
Motivation
ATTITUDE
Job
Requirements
Rewards
Organization
Task
Flexibility
Values/
Culture
Career Progression
HR Outcomes
Performance
Extra Effort
Retention
Satisfaction
Commitment

1-21
Concepts: Person/Job Match Model
 Jobs are characterized by their
requirements and rewards
 Individuals are characterized via
qualifications (KSAOS) and
motivation
 These concepts are not new or
faddish, this is an enduring
model of staffing
 Matching process involves dual
match
 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

1-22
Person/Organization Match

1-23
Concepts: Person/Organization
Match Model
 Organizational culture and values
 Norms of desirable attitudes and behaviors 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 matches during employment relationship

1-24
Discussion Questions
 Would it be desirable to hire people only
according to the person/job match, ignoring
the person/organization match? Why?
 How are staffing activities influenced by
training or compensation activities?

1-25
Staffing System Components

1-26
Components of Staffing
Organizations Model
 Organizational strategy
 Mission and vision
 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
 May directly influence formulation of organization strategy

1-27
What is Staffing Strategy?
 Definition
 Requires making key decisions about acquisition,
deployment, and retention of a company’s
workforce
 Involves making 13 key decisions
 Decisions focus on two areas
 Staffing levels
 Staffing quality

1-28
Strategic Staffing Decisions
 Staffing Levels
 Acquire or Develop Talent
 Hire Yourself or Outsource
 External or Internal Hiring
 Core or Flexible Workforce
 Hire or Retain
 National or Global
 Attract or Relocate
 Overstaff or Understaff
 Short- or Long-term Focus
 Staffing Quality
 Person/Job or
Person/Organization match
 Specific or general KSAOs
 Exceptional or acceptable
workforce quality
 Active or passive diversity

1-29
Suggestions for Ethical Staffing Practice
 Represent the organization’s interests.
 Beware of conflicts of interest.
 Remember the job applicant.
 Follow staffing policies and procedures.
 Know and follow the law.
 Consult professional codes of conduct.
 Shape effective practice with research results.
 Seek ethics advice.
 Be aware of an organization’s ethical climate/culture

human resources in busimess environment .ppt

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