Staffing

Staffing

•• Staffing
Staffing
–– Process
Processofofrecruiting
recruiting&&selecting
selectingprospective
prospectiveemployees
employees
–– Has
Hassignificant
significantimpact
impactononorganization’s
organization’sbottom
bottomline
line
•• Requires
Requiresstaffing
staffingprocess
processto
tobecome
becomestrategically
strategicallyfocused
focused
–– Recruitment
Recruitment&&selection
selectionactivities
activitiesoffer
offerorganization
organization
numerous
numerouschoices
choicestotofind
find&&select
selectnew
newemployees
employees
–– Staffing
Staffingdecisions
decisionsneed
needtotoensure
ensureemployees
employeesfitfit
organization’s
organization’sculture
culture

1–1
 Recruiting
Recruiting
•• Temporary
Temporary versus
versus permanent
permanent employees
employees
–– Increase
Increaseheadcount
headcounttemporarily
temporarilyor orpermanently
permanently
should
shouldbe
bestrategically-driven
strategically-driven
–– Basis
Basisfor
fordecisions
decisionsisisHR
HRforecast
forecast
–– Temporary
Temporaryemployees
employeesless lesscostly
costly
–– Temporary
Temporaryheadcount
headcountincreases
increasescancanbe
beobtained
obtained
from
fromspecialized
specializedagencies
agencies
–– Headcount
Headcountincreases
increasescancanbe beavoided
avoidedby
by
subcontracting
subcontractingwork
work

1–2
Advantages
Advantages && Disadvantages
Disadvantages ofof Internal
Internal &&
External
External Recruiting
Recruiting

1–3
 Recruiting
Recruiting

•• When
When &
& how
how extensively
extensively to
to recruit
recruit
–– When
Whendo dorecruiting
recruitingefforts
effortsneed
needtotobegin?
begin?
–– How
Howlarge
largeananapplicant
applicantpool
poolneeded?
needed?
–– Data
Datafrom
frompast
pastrecruiting
recruitingefforts
effortsutilized
utilized
•• To
Toanswer
answerquestions
questionswhere
wherefeasible
feasible
•• Adjust
Adjustforforchanged
changedconditions
conditions
•• Yield
Yield ratios
ratios
–– Offer
Offerinformation
informationon onhow
howmany
manyapplicants
applicantseliminated/remain
eliminated/remain
atateach
eachstep
stepininrecruitment
recruitmentprocess
process
–– Can
Candetermine
determineproper
properorornecessary
necessarysize
sizeofofapplicant
applicantpool
pool

1–4
Recruiting
Recruiting Pyramid
Pyramid

1–5
Recruiting
Recruiting Timeline
Timeline

1–6
 Methods
Methods of
of Recruiting
Recruiting
•• Informally
Informally oror formally
formally
•• Internally
Internally or
or externally
externally
•• Targeted
Targeted advertising
advertising inin selected
selected media
media
•• Recruiting
Recruiting onon Internet
Internet
•• Outsourcing
Outsourcing to to staffing
staffing agencies
agencies
•• Private
Private Industry
Industry Councils
Councils (PICs)
(PICs)
•• Executive
Executive search
search firms
firms
•• On-campus
On-campus recruiting
recruiting
1–7
 Recruiting
Recruiting on
on Internet
Internet

•• One
One of
of fastest-growing
fastest-growing recruitment
recruitment methods
methods
•• More
More cost-effective
cost-effective than
than newspaper
newspaper advertising
advertising
•• Low
Low cost,
cost, speed,
speed, &
& ability
ability to
to target
target applicants
applicants
with
with technical
technical skills
skills
•• Allows
Allows applicants
applicants toto assess
assess interests
interests && needs
needs with
with
employer’s
employer’s offerings
offerings
•• Global
Global exposure
exposure toto potential
potential applicants
applicants
•• Can
Can cut
cut search
search process
process time
time byby as
as much
much asas 75%
75%

1–8
 Recruiting
Recruiting on
on Internet
Internet
•• Some
Some potential
potential challenges
challenges
–– Ensuring
Ensuring security
security
–– Viruses
Viruses
–– Access
Access toto unauthorized
unauthorized areas
areas

1–9
 Recruiting
Recruiting on
on Internet
Internet

•• Some
Some potential
potential challenges
challenges
–– Disparate
Disparate impact
impact against
against certain
certain protected
protected
classes
classes
–– Can
Can complicate
complicate reporting
reporting ofof data
data related
related toto
compliance
compliance with
with federal
federal && state
state laws
laws

1–10
 Selection
Selection Process
Process Issues
Issues
•• Reliability
Reliability
–– Consistency
Consistency ofof measurement
measurement
–– Screening
Screening criteria
criteria should
should elicit
elicit same
same results
results
inin repeated
repeated trials
trials across
across time
time && evaluators
evaluators

1–11
 Selection
Selection Process
Process Issues
Issues
•• Reliability
Reliability
–– Reliability
Reliability influenced
influenced byby criterion
criterion deficiency
deficiency &&
contamination
contamination errorserrors
–– Reliability
Reliability isis prerequisite
prerequisite for
for validity
validity

1–12
 Selection
Selection Process
Process Issues
Issues
•• Validity
Validity
–– Degree
Degreetotowhich
whichwhat
whatisisassessed
assessedisisrelated
relatedtotoactual
actual
performance
performance
–– Ability
Abilitytotoestablish
establishjob-related
job-relatedvalidity
validityisiscrucial
crucialtotoemployers
employers
inindefending
defendingthemselves
themselvesinindiscrimination
discriminationallegations
allegations

1–13
 Selection
Selection Process
Process Issues
Issues
•• Validity
Validity
–– Content
Contentvalidity
validityillustrates
illustratesthat
thatmeasure
measureororcriterion
criterionisis
representative
representativeofofactual
actualjob
jobcontent
contentororknowledge
knowledge
–– Criterion
Criterion(empirical)
(empirical)validity
validitydemonstrated
demonstratedby byrelationship
relationship
between
betweenscreening
screeningcriteria
criteria&&job
jobperformance
performance

1–14
 Interviewing
Interviewing Process
Process Issues
Issues

•• Who
Who should
should be
be involved?
involved?
–– Prospective
Prospectivesupervisors,
supervisors,peers,
peers,subordinates
subordinates
•• Which
Which interview
interview format?
format?
–– Individual
Individualororgroup
groupinterviews
interviews
•• Common
Common interviewer
interviewer errors
errors
–– Similarity
Similarityerrors
errors
–– Contrast
Contrasterrors
errors
–– First
Firstimpression
impression
–– Halo
Haloerrors
errors
–– Personal
Personalbiases
biases

1–15
 Behavioral
Behavioral Interviewing
Interviewing

•• Used
Used with
with experienced
experienced & & inexperienced
inexperienced
applicants
applicants
•• Asks
Asks about
about situations
situations candidate
candidate isis likely
likely to
to
face
face on
on job
job
•• Candidates
Candidates can
can present
present real-life
real-life situations
situations
they
they were
were involved
involved inin &
& how
how they
they handled
handled
them
them

1–16
 Testing
Testing
•• Work
Work sample
sample tests
tests
–– Ask
Askapplicant
applicanttotocomplete
completerepresentative
representativesample
sampleofof
actual
actualwork
work
•• Trainability
Trainability tests
tests
–– Measure
Measure
•• Aptitude
Aptitudeinincertain
certainareas
areas
•• Ability
Abilityto
tounderstand
understandcritical
criticaljob
jobcomponents
componentsthat
that
firm
firmwill
willteach
teachnew
newhires
hires

1–17
 Testing
Testing
•• Realistic
Realistic job
job previews
previews
–– Make
Makeapplicants
applicantsaware
awareofofboth
bothpositive
positive&&negative
negative
aspects
aspectsofofjobjob
–– Decrease
Decreaselikelihood
likelihoodnew
newemployee
employeewill
willbecome
become
dissatisfied
dissatisfied
–– Increase
Increaselikelihood
likelihoodofofcandidate’s
candidate’sself-selecting
self-selectingout
out
ofofposition
position
•• Personality
Personality testing
testing isis useful
useful in
in anticipating
anticipating
how
how applicants
applicants are
are likely
likely to
to behave
behave
1–18
 The
The Big
Big Five
Five Personality
Personality Dimensions
Dimensions
Characteristics of Person Scoring
Personality Dimension Positively on Dimension

1) Extraversion Outgoing, talkative, social, assertive

2) Agreeableness Trusting, good-natured, cooperative,

5) Openness to experience Intellectual, imaginative, curious,

1–19
 Other
Other Testing
Testing Methods
Methods
•• Personality
Personality testing
testing
–– Useful
Usefultotoanticipate
anticipatehow
howapplicants
applicantslikely
likelytotobehave
behave
–– Few,
Few,ififany,
any,jobs
jobsrequire
requirespecific
specificpersonality
personalitytype
type
–– Have
Havebeen
beensuccessfully
successfullychallenged
challengedinincourt
court

1–20
 Other
Other Testing
Testing Methods
Methods

•• Physical
Physical testing
testing
–– Restricted
Restrictedunder
underADA
ADAtototesting
testingonly
onlyfor
forspecific
specific
critical
criticaljob-related
job-relatedphysical
physicalperformance
performance
requirements
requirements

1–21
 Other
Other Testing
Testing Methods
Methods

•• Honesty
Honesty testing
testing
–– Declined
Declinedsince
sincepassage
passageofof Polygraph
PolygraphProtection
ProtectionAct
Act
inin1988
1988
•• Drug
Drug testing
testing
–– Challenged
Challengedinincourts
courtsas
as invasion
invasionofofprivacy
privacy
•• References
References
–– Little
Littleinformation
informationavailable
availabledueduetotoformer
formeremployer
employer
fears
fearsofofliability
liabilityfor
forlibel,
libel,slander
slander&&defamation
defamation

1–22
 Selection
Selection for
for International
International Assignments
Assignments

•• Reasons
Reasons for
for failure
failure on
on international
international
assignments
assignments
–– Interpersonal
Interpersonal&&acculturation
acculturationabilities
abilities
–– Rarely
Rarelytechnical
technicalskills
skills
•• Test
Test employees’
employees’ adaptability,
adaptability, open-
open-
mindedness,
mindedness, ability
ability to
to tolerate
tolerate uncertainty
uncertainty
&& ambiguity
ambiguity &
& independence
independence
•• Interview
Interview &
& screen
screen family
family members
members who
who
would
would accompany
accompany employee
employee
1–23
Strategic
Strategic Issues
Issues in
in Staffing
Staffing

1–24
 Hiring
Hiring for
for Organization,
Organization, Not
Not Job
Job

•• New
New model
model ofof selection
selection geared
geared toward
toward hiring
hiring
“whole”
“whole” person
person who
who fits
fits into
into organization’s
organization’s
culture
culture
•• ““Strong
Strong situation”
situation”
–– Intensity
Intensityofofsituation
situationsuppresses
suppressesvariation
variationininbehavior
behavior
attributable
attributabletotoperson
person

1–25
 Hiring
Hiring for
for Organization,
Organization, Not
Not Job
Job

•• ““Weak
Weak situation”
situation”
–– Allows
Allowsrange
rangeofofemployee
employeeresponses
responsestotowork
workrequirements
requirements
•• In
In organizations
organizations that
that are
are “weak
“weak situations”
situations”
–– More
Moreimportant
importanttotodo
dogood
goodjob
jobofofhiring
hiringright
rightpeople
people

1–26
Hiring
Hiring Process
Process for
for Person-Organization
Person-Organization Fit
Fit

•• Assess
Assess overall
overall work
work environment
environment
–– Job
Jobanalysis
analysis
–– Organizational
Organizationalanalysis
analysis
•• Infer
Infer type
type of
of person
person required
required
–– Technical
Technicalknowledge,
knowledge,skills
skills&&abilities
abilities
–– Social
Socialskills
skills
–– Personal
Personalneeds,
needs,values
values&&interests
interests
–– Personality
Personalitytraits
traits

1–27
 Hiring
Hiring Process
Process for
for Person-Organization
Person-Organization Fit
Fit

•• Design
Design “rites
“rites of
of passage”
passage” for
for organization
organization entry
entry that
that allow
allow
both
both organization
organization and
and applicant
applicant to
to assess
assess their
their fit
fit
–– Tests
Testsofofcognitive,
cognitive,motor
motor&&interpersonal
interpersonalabilities
abilities
–– Interviews
Interviewsbybypotential
potentialcoworkers
coworkers&&others
others
–– Personality
Personalitytests
tests
–– Realistic
Realisticjob
jobpreviews,
previews,including
includingwork
worksamples
samples

1–28
 Hiring
Hiring Process
Process for
for Person-Organization
Person-Organization Fit
Fit

•• Reinforce
Reinforce person-organization
person-organization fit
fit at
at work
work
–– Reinforce
Reinforceskills
skills&&knowledge
knowledgethrough
throughtask
taskdesign
design&&training
training
–– Reinforce
Reinforcepersonal
personalorientation
orientationthrough
throughorganization
organizationdesign
design

1–29
Potential
Potential Benefits
Benefits && Problems
Problems with
with Hiring
Hiring for
for
Person-Organization
Person-Organization Fit
Fit
•• Potential
Potential benefits
benefits
–– More
Morefavorable
favorableemployee
employeeattitudes
attitudes
–– More
Moredesirable
desirableindividual
individualbehaviors
behaviors
–– Reinforcement
Reinforcementofoforganizational
organizationaldesign
design

1–30
Potential
Potential Benefits
Benefits && Problems
Problems with
with Hiring
Hiring for
for
Person-Organization
Person-Organization Fit
Fit

•• Potential
Potential problems
problems
–– Greater
Greaterinvestment
investmentofofresources
resourcesininhiring
hiringprocess
process
–– Relatively
Relativelyundeveloped
undeveloped&&unproven
unprovensupporting
supportingselection
selection
technology
technology
–– May
Maybebedifficult
difficulttotouse
usefull
fullmodel
modelwhere
wherepayoffs
payoffsare
aregreatest
greatest
–– Lack
Lackofoforganizational
organizationaladaptation
adaptation

1–31
 Reasons
Reasons for
for Expatriate
Expatriate Early
Early Departure
Departure
•• Not
Notperforming
performingjob jobeffectively
effectively 48.4%
48.4%
•• Received
Receivedother,
other,more
morerewarding
rewardingoffer
offer(other
(otherco.)
co.) 43.7%
43.7%
•• Expatriate
Expatriateororfamily
familynotnotadjusting
adjusting 36.6%
36.6%
•• Expatriate
Expatriateororfamily
familymissing
missinghome
home 31.0%
31.0%
•• Received
Receivedmore
morerewarding
rewardingoffer
offer(current
(currentco.)
co.) 17.2%
17.2%
•• Unable
Unabletotoadjust
adjustto todeprived
deprivedliving
livingstandards
standards 10.3%
10.3%
•• Concerned
Concernedwith
withproblems
problemsof ofsafety
safety&&health
health 10.3%
10.3%
•• Believed
Believedchildren’s
children’seducation
educationwaswassuffering
suffering 7.1%
7.1%
•• Feared
Fearedassignment
assignmentwould
wouldslow
slowcareer
careeradvance
advance 7.1%
7.1%
•• Spouse
Spousewanted
wantedcareer
career 6.1%
6.1%
•• Compensation
Compensationpackage
packageinadequate
inadequate 0.0%
0.0%
1–32
 Frequently
Frequently Mentioned
Mentioned Obstacles
Obstacles to
to Global
Global
Staffing
Staffing System
System
•• Legal
Legalrequirements
requirementsacross
across •• Level
LevelofofHRHRexperience
experiencevaries
varies
countries/regions
countries/regions across
acrossregions
regions
•• Education
Educationsystem
systemacross
across •• Role
RoleofofHR
HRininhiring
hiringvaries
varies
countries/regions
countries/regions across
acrossregions
regions
•• Economic
Economicconditions
conditionsacross
across •• Familiarity
Familiaritywith
withaatool
toolor
or
countries/regions
countries/regions practice
practicevaries
varies
•• Ability
Abilitytotoacquire
acquire&&useuse •• Misperceptions
Misperceptionsthatthatsomething
something
technology
technology isisaacultural
culturaldifference
difference
•• Labor
Labormarket
marketvariations
variations •• Limited
Limitedlocal
localresources
resourcesfor
for
•• Value implementation
Valuedifferences
differencesacross
across implementation
cultures
cultures •• Beliefs
Beliefsabout
aboutwhether
whetheraaglobal
global
•• Availability system
systemisisUS-centric
US-centricor
Availabilityof ofoff-the-shelf
off-the-shelf or
translated imposed
translatedtools
tools imposed

1–33
Frequently
Frequently Mentioned
Mentioned Benefits
Benefits to
to Global
Global Staffing
Staffing
System
System
•• Global
Globaldatabase
databaseof ofqualified
qualified •• Global
Globalsuccession
successionplanning
planningisis
talent
talent enabled
enabled
•• Quick
Quickidentification
identificationof of •• Global
GlobalHR HRpersonnel
personnelhave
have
candidates
candidatestotomeet
meetneeds
needsof of access
accesstotothe
thelatest
latestversions
versionsof
of
specific
specificlocation
location products/tools
products/tools
•• Provision
Provisionofofconsistent
consistent •• Shared
Sharedvision
visionof
ofHRHRglobally
globally
message
messageabout
aboutcompany
companytoto •• Comparisons
Comparisonsof ofstaffing
staffingresults
results
candidates
candidatesworldwide across
worldwide acrosslocations
locations
•• Quality
Qualityofofall
allhires
hiresisisensured •• Global
ensured Globaldatabase
databaseasasinternal
internal
•• Better
Betterunderstanding
understandingof of benchmark
benchmarkof ofachievement
achievementinin
country/regional
country/regionalneeds
needsby byall
all different
differentparts
partsof
ofworld
world
HR
HR

1–34