Lecturer: Moez Allidina

PART 6
STAFFING SYSTEM
AND RETENTION MANAGEMENT

Chapter 13:
Staffing System
Management

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

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CHAPTER 13: LEARNING OBJECTIVES

Recognize the importance of effective policies and procedures
for staffing

Understand the importance of concrete, fair policies and

procedures in selection
Evaluate the advantages and disadvantages of outsourcing
staffing processes
Understand how to evaluate the various results of staffing
processes
Develop metrics for the measurement of staffing systems
Recognize the legal issues involving record keeping and
applicant/employee privacy
Plan for effective dispute resolution
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ADMINISTRATION OF STAFFING SYSTEMS

Organizational Arrangements
Jobs in Staffing

Policies and Procedures

Human Resource Information Systems (HRIS)
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
Staffing receives 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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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

Exh. 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 CompuServes HR Policy Manual

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TECHNOLOGY
Staffing activities generate considerable information

Small organizations still use paper-based forms, but

increasingly have access to HRIS programs and webbased applications
Increased use of HRIS means:
Increased accountability for HR activities
Ability to streamline processes

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EX. 13.5 HUMAN RESOURCES INFORMATION

SYSTEMS FOR STAFFING TASKS

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EX. 13.5 HUMAN RESOURCES INFORMATION

SYSTEMS FOR 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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EX. 13.6 COMPARING OUTSOURCED

VS. IN-HOUSE STAFFING

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DISCUSSION QUESTIONS
What are the advantages of having a centralized
staffing function, as opposed to letting each
manager be totally responsible for all staffing
activities in his or her unit?
What are examples of staffing tasks and activities
that cannot or should not be simply delegated to a
staffing information system for their conduct?
What would be the advantages and disadvantages
of outsourcing the entire staffing system to a vendor?

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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. 13.7 Staffing Process Results Evaluation Flowchart

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STAFFING METRICS
Staffing Metrics are useful barometers to gauge
pulse of staffing flow
Provide objective, bottom line results
Useful for Comparative Purposes
Split Sample Techniques
Longitudinal Analysis
Compare to Benchmarks

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EX. 13.8 COMMON STAFFING METRICS

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CALCULATING STAFFING METRICS: EXAMPLES

Number of Positions Filled
count of the number of individuals who accepted positions
during the fiscal year.

Time-to-Fill Openings
the number of days it takes for a job requisition to result in a
job acceptance by a candidate.

Hiring Cost Estimates

sum of advertising, agency fees, employee referrals, travel costs
for applicants and staff, relocation costs, and pay and benefits
for recruiters

Staffing Cost or Efficiency Ratio

total staffing costs/total compensation recruited

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CUSTOMER SATISFACTION
Managers
Questions focus on elements like communication, timeliness,
candidate quality, test quality, and service focus

Ex. 13.1 Examples of Survey Items for Assessing

Managers Satisfaction With Staffing Services

Job Applicants
Questions focus on communication, perceived fairness of
the system, and opinion of the organization as a whole

Ex. 13.12 Sample Job Applicants Satisfaction

Survey Questionnaire
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DISCUSSION QUESTIONS
In developing a report on the effectiveness of the staffing process
being conducted for entry-level jobs, what factors would you
address and why?

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LEGAL ISSUES
Record-Keeping, Privacy, and Reports
EEO Report (equal employment opportunity)

Legal 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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DISCUSSION QUESTIONS
How would you try to get individual managers to be more aware

of the legal requirements of staffing systems and to take steps to

ensure that they themselves engage in legal staffing actions?

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