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Staffing services
The document discusses different staffing models and strategies for creating an effective staffing plan. It defines staffing and describes key aspects like acquiring, deploying and retaining a workforce. It also outlines different recruitment models companies use like contingency hiring, retained search, exclusive requirements and recruitment process outsourcing. Additionally, it discusses the four main staffing models: levels which focuses on quantity, person/job match which examines quality through matching individuals' qualifications to jobs, components which looks at the staffing system process, and organizations which analyzes how staffing relates to organizational strategy. Finally, it provides a five step process to create a staffing model plan that identifies skills needs, gaps, future forecasts, absences and develops recruitment plans.
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Staffing services
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- 3. 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
- 4. What is StaffingStrategy? Definition Requires making key decisions about acquisition, deployment, and retention of a company’s workforce Decisions focus on two areas Staffing levels Staffing quality
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- 6. Different Types ofRecruitment Models Contingency Hiring Retained Search Exclusive Requirements Recruitment Process Outsourcing(RPO) Outplacement Executive Search
- 7. Different Types ofRecruitment Models Different companies have different hiring needs. So depending on level of engagement, exclusivity, long term prospects and other factors many different recruitment models are followed in the market. Contingency Hiring: In contingency hiring whenever a company comes across any requirement it gives it to many consultants at the same time and asks all of them to send resumes. Only the consultant whose candidate is offered gets money from the company. Here recruiters don't get any assured and fixed salary. Their revenue depends entirely on whether they can make offers or not. As risk factor is high here, consultants charge more percentage for such type of recruitment. Generally a company pays in terms of a specific percentage of CTC of the candidate. This is the most prevalent way of recruitment. Retained Search: Here a recruitment consultant works exclusively for a specific requirement and payment is divided into two parts. He is paid a fixed amount by the company for search activity. It is called retainer fee. Other than that if he makes offer he gets more money. For recruitment of senior executives like CEO, Sales head very focused approach is required, so this method is preferred.
- 8. Different Types ofRecruitment Models Exclusive Requirements: Sometimes companies give some requirements exclusively to recruiters. Here recruiter assures the client to close the position within specific date, if he cant close the position by that time he needs to either close the position with lesser commission or bear some other penalty. All the conditions are clearly decided before the contract. Here percentage of commission is less than contingency hiring because there is no competition. Recruitment Process Outsourcing(RPO): RPO model is gaining lot of popularity recently. Here a company outsources whole recruitment process to another consultant. Some people from the consultant side seat in the company itself and manage the whole process by themselves. The sources can either sit in the client place or in their own office. Here RPO partner is responsible for closing all the requirements. They take care of the whole recruitment process right from sourcing, scheduling, interviews, offer to joining's. The benefit for the company is that- they don't have to manage their own recruitment team which reduces costs. But on the other hand risk is high, because if consultants don't understand the company culture and hiring plans properly it can get disastrous also. So companies should be careful while choosing recruitment partners. Because we are talking about high scale and longer duration engagement here.
- 9. Different Types ofRecruitment Models Outplacement: Outplacement came into picture during recession period. Here If a company wants to lay off some people employees to cut costs, they can hire a consultant to place those employees in other companies. The recruitment cost is borne by the current employer. Outplacement is not very popular till now. Executive Search: Executive search teams only focus on senior level i.e. : CEO, CTO, Sales head and similar kind of requirements. Method of sourcing for such positions are quite different from junior level requirements. Here number of potential candidates are less and they don't prefer to show their resume on the portals. So head-hunting, searching in networking sites and personal networks help a lot. For such requirements commission is much higher. Executive search teams do retained search activity also.
- 10. Other two types Permanent staffing •Here after recruitment the candidate stays in the company payroll as a permanent employee Temporary staffing • In case of temporary staffing/ contract staffing the candidate remains in the payroll of the consultant and works with the company for a limited time period. Companies generally prefer this model if the project is small or uncertain. Again it reduces their long term costs also. So this model is gaining good popularity now a days Both permanent and temporary staffing can be applied to all the above recruitment models.
- 11. The Four StaffingModels Staffing Quantity (Levels) Staffing Quality (Person/Job Match - Person/Organization Match) Staffing System Components Staffing Organizations
- 12. Staffing Quantity: LevelsModel The head-count portion of the staffing. It is projected staffing requirements compared to projected staffing availability. It can lead to over staffing, under staffing, and full staffing. Over staffing When availabilities exceed requirements; Signals the need to slow down or even halt recruitment, as well as to take steps that will actually reduce head count, such as reduced workweeks, early retirement plans, or layoffs. Under staffing When requirements exceed availabilities; The organization will have to gear up its staffing efforts, starting with accelerated recruitment and carrying on through the rest of the staffing system. It may also require development of retention programs that will slow the outflow of people, thus avoiding costly "turnstile" or "revolving door" staffing. Fully staffing When requirements match availabilities
- 13. Staffing Quality (Person/JobMatch - Person/Organization Match) Staffing Quality: Person/Organization Match Model When organizations seek to determine how well the person fits or matches not only the job but also the organization and when applicants assess how well they might fit into the organization in addition to how well they match the specific job's requirements and rewards. Staffing Quality: Person/Job Match Model The job has certain requirements and rewards associated with it. The person has certain qualifications, referred to as KSAOs, and motivations. There is a need for a match between the person and the job. To the extent that the match is good, it will likely have a positive impact on HR outcomes, particularly attraction of job applicants, job performance, retention, attendance, and satisfaction.
- 14. Four important pointsabout person/job match: 1. Jobs are characterized by their requirements 2. Individuals are characterized by their level of qualifications 3. The likely degree of fit or match between the characteristics of the job and the person is important 4. There are implied consequences for every match
- 15. Staffing System ComponentsModel •A system which involves the identification and attraction activities by both the organization and the applicant. The organization seeks to identify and attract individuals so that they become job applicants and the applicant attempts to identify organizations with job opportunities through activities such as reading advertisements. Recruitment •Assessment and evaluation of talent by the organizations though various selection techniques (interviews, application blanks, and so on) to assess applicant and motivation to determine if a good person/job match is likely. Selection •Involves decision making and final match activities by the organization and the applicant. At that point, the organization must decide to whom it will make the job offer, what the content of the offer will be, and how it will be drawn up and presented to the applicant. Upon the applicant's acceptance of the offer, the final match is complete. Employment
- 16. Staffing Organizations Model Components: Organizatio nalStrategy •-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 Staffing Strategy •-An outgrowth of the interplay between organization and HR strategy • -Involves key decisions regarding acquisition, deploy ment, and retention of organization's workforce • -Guide development of recruitment, selecti on, 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
- 17. Creating a StaffingModel Plan Step 1- Identify the critical skills and job roles needed to staff the company. Develop a baseline staffing level, made up of staff members whose absence would have significant impact on the basic functioning of the business. Step 2 - Identify gaps within the organization. Determine if critical needs exist that are not being met with current staffing levels or if any skill sets are needed which are not possessed by any current employees of the company. Assess if the gaps can be filled with internal actions such as transfers and cross training or whether external recruitment efforts will be needed. Step 3 - Forecast the future needs of the organization. Review the goals, mission statement and strategic plan for your small business, to identify the areas in which the company is expected to grow in the future. Consider any planned expansion to product lines, new customers and market segments or the acquisition of competitors, for example. Identify the additional staffing or skill sets needed to achieve this level of growth and identify if the additional positions will increase the permanent base staffing level or should be temporary to address a defined short- term need.
- 18. Creating a StaffingModel Plan – Contd. Step 4 - Account for absences, including both those which can be controlled -- terminations, for example -- and those which cannot be controlled, such as medical leaves. Identify retirement-eligible staff and determine if actions can to be taken to train other staff to replace those duties when retirements occur or if the business will need to hire from the outside. Step 5 - Develop recruitment plans to address any issues that cannot be dealt with through internal training and succession planning. Consider when you will need to recruit to have essential staff on board. For example, if you are recruiting staff with hard- to-find skills, you may want to have an open recruitment and hire staff members whenever you can find someone suitable -- even if no gap exists -- to be sure you have appropriately skilled individuals when you need them. Document the plans in writing, but adjust them as changes to the business plan arise.
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