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Many organizations understand that a longer term approach to staff planning can
give more strength and benefits. Many organizations begin to develop staffing
strategies. However, these organizations always find some approaches to workforce
planning they use are ineffective and do not get what they have expected. The
implementation of different kind of process for strategic staffing determines the
outcomes. The process of addressing and identifying the staffing implications of
business plans and strategies is known as Strategic Staffing. The impact on staffing
should be defined whenever changes in business plans for short-term or long-term
occur. This effort includes defining the number of staffs and capabilities of
employees at a particular point to implement plans effectively, identifying the
availability of staffing resources, identifying differences between anticipated demand
and forecasted supply and developing staffing actions needed to close talent gaps
and eliminate surpluses.

One of the advantages of using staffing strategy is more pragmatic approaches to

strategic staffing can yield the high-quality results. The objective is to build a context
for decision making by not to predict the future. We cannot predict future staffing
needs with something unreliable or define actions to be taken at that time in order to
eliminate problems that may or may not be occur in the future. It helps to define
appropriate short-term actions need to be taken.

The disadvantages of organizational staffing are staff planning is often incomplete

and most of the staffs are judged based on their level of education but not their
capabilities. The staffing plans that result from some processes mostly provide little
valuable information. It usually imprecise and inaccurate. In many cases, the output
from the process is too high-level, especially once they have been rolled up to create
that firm-wide view. It is difficult to create action-oriented development plans for
individuals that address anticipated capability shortages since required capabilities
are not usually defined specifically. Opting to focus on their workforce planning
efforts on reporting and compiling staffing information from the past rather than
planning to meet future needs, some organizations do not even create staffing plans.
Organizations always include staff planning as a component of their annual business
planning process. These organizations usually request the managers determine
future staffing needs for each year of the planning period in terms of headcount, but
not capabilities using a common template or form. The templates are at a common
level of details and are based on common planning parameters. Once completed,
these templates are often combined at various levels to create overall pictures of
needs. Then, organizations attempt to create meaningful staffing plans to address
these needs. Some organizations complete these staffing plans with a series of
reports. However, these efforts rarely shows specific staffing and development plans.
Managers trace the weaknessess in the process and make some changes. Most
managers usually will be rewarded for achieving short-term goals even though it
does not show positive impacts for long term goals. Some managers in more volatile
areas, where business is changing rapidly, question the validity and value of
processes are well beyond their ability to plan. In the end, there has been much
work to be completed, but few results seen. The strategic staffing process then
becomes worse yet, disappears completely.

The other disadvantages is address staffing from a proactive, planning perspective,

not just an implementation concern. It is not appropriate to consider staffing from an
implementation perspective. Even though it may have been acceptable practice in
the past, it is no longer realistic for business to assume that the staff needed to
implement its plans is readily available and quickly recruited, developed and
deployed. Furthermore, staffing constraints may give negative impact on the
companys ability to implement its plans. These constraints should be identified and
addressed as part of the planning process, From a more positive perspective, a
company may choose to move in a different direction.

The other disadvantages is many organizations like to spend a large amount of time,
money, and effort on developing the strategic plan. However, change comes through
the implementation and evaluation, not through the plan. A technically imperfect plan
which is implemented well will achieve more than the perfect plan written on the
paper. Strategic management must not become too formal, predictable and rigid.
Every words must be supported by numbers, rather than numbers supported by
words, it should represent the medium for explaining strategic issues and
organizational responses.

The other disadvantages of staffing strategy is most organizations today find that
strategic management concepts and techniques may enhance the effectiveness of
decisions. The subjective factors likes attitudes toward risks, concern for social
responsibilities, and organizational culture will always affect strategy-formulation
decisions, but organizations need to be as objective as possible in considering
qualitative factors. Strategic decisions need trade-offs such as long-term versus
short-term. In many cases, a lack of objectivity in formulating strategy results in a
loss of profitability.

There are both advantages and disadvantages to a strategic management process.

However, the disadvantages are mostly because of inappropriate application as
opposed to inherent weaknesse.