Lecturer: Moez Allidina

PART 5
STAFFING ACTIVITIES:
EMPLOYMENT

Chapter 12:
Final Match

Copyright 2015 by The McGraw-Hill Companies, Inc. All rights reserved.

STAFFING ORGANIZATIONS MODEL

Organization
Mission
Goals and Objectives

Organization Strategy

HR and Staffing Strategy

Staffing Policies and Programs

Support Activities
Core Staffing Activities
Legal Compliance
Planning

Recruitment:
Selection:

External, Internal

Measurement, External, Internal

Job Analysis

Employment:
Decision-making, Final Match

Staffing System and Retention Management

12-2

CHAPTER 12: LEARNING OBJECTIVES

Learn about the requirements for an enforceable contract
Recognize issues that might arise in the employment
contract process
Understand how to make strategic job offers
Plan for the steps of formulating and presenting a job
offer
Know how to establish a formal employment relationship
Develop effective plans for new employee orientation and
socialization
Recognize potential legal issues involving final matches
12-3

EMPLOYMENT CONTRACTS
Requirements for Enforceable Contract
Parties to Contract
Form of Contract
Disclaimers
Contingencies
Other Employment Contract Sources
Unfulfilled Promises
12-4

EMPLOYMENT CONTRACTS
(CONTINUED)
Requirements for Enforceable Contract
Offer
Acceptance
Consideration

Parties to Contract
Employee or Independent Contractor
Third Parties

12-5

EMPLOYMENT CONTRACTS
(CONTINUED)
Form of Contract
Written Contract
Does the company mean to be held to this?
Where appropriate, avoid using words that imply binding
commitment.
Make sure all related documents are consistent with one another.
Always have a second person review what another has written.
Look at the entire hiring procedure.

Oral Contract
One-year Rule
Parole Evidence
Suggestions
12-6

EMPLOYMENT CONTRACTS
(CONTINUED)
Disclaimers
Oral or Written Statement explicitly limiting an employee
right and reserving that right for employer
Recommendations for Enforcement:
Clearly stated and conspicuously placed in appropriate
documents.
Employee should acknowledge receipt and review of the
document and the disclaimer.
Should state that it may be modified only in writing and by
whom.
The terms and conditions of employment, including the
disclaimer, as well as limits on their enforceability, should be
reviewed with offer receivers and employees.
12-7

EMPLOYMENT CONTRACTS
(CONTINUED)
Contingencies
Extending a job offer contingent on certain conditions
being fulfilled by offer receiver

Other Employment Contract Sources

Employee handbooks
Oral statements made by employer representatives

12-8

EMPLOYMENT CONTRACTS
(CONTINUED)
Unfulfilled Promises
Organizational HR Issues
Do not make promises unwilling to keep
Be sure promises made are kept
Potential Legal Claims
Breach of Contract
Promissory Estoppel
Fraud
12-9

DISCUSSION QUESTIONS
If you were the HR staffing manager for an organization,
what guidelines might you recommend regarding oral and
written communication with job applicants by members of
the organization?

12-10

JOB OFFERS
Strategic Approach to Job Offers
Job Offer Content

12-11

EX. 12.1 STRATEGIC APPROACH TO JOB OFFERS

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JOB OFFER CONTENT

Starting Date
Duration of Contract
Compensation
Starting Pay

Special Hiring Inducements

Hiring Bonuses
Relocation Assistance
Hot Skill Premiums
Severance Packages

Flat vs. Differential Rates

Exh. 12.2 Example of Starting
Pay Policies

Restrictions on Employees

Short-term
Long-term

Acceptance Terms

Variable Pay

Benefits Ex. 12.3

Hours

Other Terms and Conditions

Sample Job Offer Letter

Ex. 12.4

12-13

JOB OFFER PROCESS

Formulation of Job Offer
Presentation of Job Offer
Job Offer Acceptance and Rejection

Reneging

12-14

FORMULATION OF JOB OFFER

Knowledge of Competitors
Labor Demand Issues
Who are the competitors?
What terms and conditions are they offering for
the job for which the hiring organization is staffing?

Labor Supply Issues

Offers need to attract number of staff required
Offers need to consider KSAOs of each offer receiver and the
worth of the KSAOs
12-15

FORMULATION OF JOB OFFER

(CONTINUED)
Applicant Truthfulness
Minimal evidence exists on degree of applicant truthfulness
To combat deceit, organizations are pursuing verification
of all applicant information

Likely Reactions of Offer Receivers

Approaches to assess reactions to offers
- Gather information about various preferences from offer receiver
during recruitment/selection process
- Conduct research on why offer receivers accept or decline job offers
12-16

FORMULATION OF JOB OFFER

(CONTINUED)
Policies on Negotiations and Initial Offers
Job offers occur for both external / internal staffing
Consider costs of job offer being rejected by candidate

Candidates may be receiving counteroffers from current

employer
Currently employed candidates incur costs for leaving and
expect a make whole offer
Candidates are sophisticated in presenting their demands
12-17

FORMULATION OF JOB OFFER

(CONTINUED)
Strategies for Presenting Initial Offer
Lowball offering the lower bounds of terms and
conditions to the receiver
Competitive an offer that is on the market, neither too
high nor too low
Best Shot gives a high offer, one right at the upper
bounds of feasible terms and conditions

12-18

PRESENTATION OF JOB OFFER

Two Approaches
Mechanical Approach
Sales Approach

12-19

JOB OFFER PROCESS:

ACCEPTANCE, REJECTION, RENEGING
Acceptance

Rejection
By Organization
By Offer Receiver

Reneging

12-20

DISCUSSION QUESTIONS
If the same job offer content is to be given to all offer
receivers for a job, is there any need to use the strategic
approach to job offers? Explain.
What are the advantages and disadvantages to the sales
approach in the presentation of the job offer?

12-21

NEW EMPLOYEE ORIENTATION

AND SOCIALIZATION
Orientation
Exh. 12.8 New Employee Orientation Program Suggestions

Socialization
Content
- People
- Performance Proficiency
- Organization Goals and Values
- Politics
- Language
- History

Delivery

12-22

DISCUSSION QUESTIONS
What are examples of orientation experiences you have
had as a new hire that have been particularly effective
(or ineffective) in helping to make the person/job match
happen?

12-23

LEGAL ISSUES
Employment Eligibility Verification
Under IRCA, company is prohibited from hiring or continuing
to employ an alien not authorized to work in U.S.

Negligent Hiring
Workplace torts issue involving claims by an injured plaintiff
that plaintiff was harmed by an unfit employee who was
negligently hired by company

Employment-at-Will
Involves right of either employer or employee to unilaterally
terminate employment relationship
12-24

DISCUSSION QUESTIONS
What are the steps an employer should take to develop
and implement its policy regarding employment-at-will?

12-25