how staffing influences and is affected by the other functional areas of human resource management.ppt

How staffing influences and is affected by the other functional areas of human resource management

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2. Learning Objectives
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After studying this chapter, you should be able to:
Understand why staffing is critical to an organization’s
performance
Define strategic staffing and contrast it with less strategic
views of staffing
Describe the seven components of strategic staffing
Understand staffing goals
Describe how staffing influences and is affected by the
other functional areas of human resource management

3. Staffing for Competitive Advantage

A competitive advantage is something that a company can do
differently from its competitors allowing it to perform better,
survive, and succeed in its industry.

Every company’s employees create, enhance, or implement
the company’s competitive advantage.

Where do these employees come from?
It all begins with the staffing process.
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4. 1- What is Staffing1- What is Staffing ? ?

Definition: Staffing can be defined as one of
the most important functions of management.
It involves the process of filling the vacant
position of the right personnel at the right job,
at right time. Hence, everything will occur in
the right manner.
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5. What is StaffingWhat is Staffing ? ? Videos Videos

https://www.youtube.com/watch?v=JOJjsKQRwc8

https://www.youtube.com/watch?v=jT8N6nXG6Co
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6. 2- 2- Why Is Staffing Important?Why Is Staffing Important?
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7. Discussion Questions
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If your CEO asked you why If your CEO asked you why
she/he should invest more she/he should invest more
money in the organization’s money in the organization’s
staffing systems, what would you staffing systems, what would you
tell her?tell her?

8. Efficient Performance of Other Functions
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
Staffing outcomes determine who will work for and
represent the firm, and what its employees will be
willing and able to do.

Staffing therefore influences the success of future
training, performance management, and
compensation programs as well as the
organization’s ability to execute its business
strategy.

9. Effective Use of Technology and Other
Resources

What is staffing and technology’s connection? Well,
it is the human factor that is instrumental in the
effective utilization of the latest technology, capital,
material, etc. the management can ensure the right
kinds of personnel by performing the staffing
function.
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10. Optimum Utilization of Human Resources

The wage bill of big concerns is quite high. Also, a
huge amount is spent on recruitment, selection,
training, and development of employees.  To get
the optimum output, the staffing function should be
performed in an efficient manner.
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11. Development of Human Capital

Another function of staffing is concerned with human
capital requirements. Since the management is
required to determine in advance the manpower
requirements. Therefore, it has also to train and
develop the existing personnel for career
advancement. This will meet the requirements of the
company in the future.
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12. The Motivation of Human Resources

In an organization, the behaviour of individuals is
influenced by various factors which are involved
such as education level, needs, socio-cultural factors,
etc. Therefore, the human aspects of the
organization have become very important and so
that the workers can also be motivated by financial
and non-financial incentives in order to perform
their functions properly in achieving the objectives.
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13. Building Higher Morale

The right type of climate should be created for the
workers to contribute to the achievement of the
organizational objectives. Therefore, by performing
the staffing function effectively and efficiently, the
management is able to describe the significance
and importance which it attaches to the personnel
working in the enterprise.
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14. 3- Characteristics of Staffing3- Characteristics of Staffing

People-Centered

Staffing can broadly view as people-centered function and therefore it is relevant for all types
of organization. It is concerned with categories of personnel from top to bottom of the
organization.

Blue collar workers (i.e., those working on the machines and engaged in loading, unloading
etc.) and white collar workers (i.e., clerical employees).

Managerial and Non Managerial personal.

Professionals (eg.- Chartered Accountant, Company Secretary)


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
Responsibility of Management

Staffing is the basic function of management which
involves that the manager is continuously engaged
in performing the staffing function. They are
actively associated with the recruitment, selection,
training, and appraisal of his subordinates.
Therefore the activities are performed by the chief
executive, departmental managers and foremen in
relation to their subordinates.

16. 1-16

Human Skills

Staffing function is mainly concerned with different
types of training and development of human
resource and therefore the managers should use
human relation skill in providing guidance and
training to the subordinates. If the staffing function
is performed properly, then the human relations in
the organization will be mutually performed in an
organized manner.

17. HR Staffing in organization . When it must
be started and when it must be ended ?

18. 
Continuous Function

Staffing function is to be performed continuously which
is equally important for a new and well-established
organization.

In a newly established organization, there has to be
recruitment, selection, and training of personnel.

As we compare that, the organization which is already
a running organization, every manager is engaged in
various staffing activities.In order to get work done for
the accomplishment of the overall objectives of an
organization. 

19. 4- 4- What Is Strategic Staffing?What Is Strategic Staffing?
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
Definition: The process of staffing an organization in
future-oriented and goal-directed ways that
support the organization’s business strategy and
enhance organizational effectiveness.

This involves the movement of people into, through,
and out of the organization.

20. How Strategic Staffing Differs from Traditional How Strategic Staffing Differs from Traditional
Staffing? Staffing?
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
Traditional staffing:
–Less tied to strategy
–More reactive and more likely to be done in response to an
opening
–Lacks continuous improvement effort

Strategic staffing systems incorporate:
–Longer-term planning
–Alignment with the firm’s business strategy
–Alignment with the other areas of HR
–Alignment with the labor market
–Targeted recruiting
–Sound candidate assessment on factors related to job success
and longer-term potential
–The evaluation of staffing outcomes against pre-identified goals

21. 4- Staffing Process4- Staffing Process

23. Participation
Relate a hiring experience you Relate a hiring experience you
have had as a job seeker to the have had as a job seeker to the
process illustrated in Figure 1-1. process illustrated in Figure 1-1.
What could your organization What could your organization
have done to improve your have done to improve your
experience? experience?
Traditional or Strategic staffing?Traditional or Strategic staffing?
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24. Seven Components of Strategic StaffingSeven Components of Strategic Staffing
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1.Workforce Planning: strategically evaluating the
company’s current lines of business, new businesses it
will be getting into, businesses it will be leaving, and
the gaps between the current skills in the organization
and the skills it will need to execute its business
strategy
2.Sourcing Talent: locating qualified individuals and
labor markets from which to recruit
3.Recruiting Talent: making decisions and engaging in
practices that affect either the number or types of
individuals willing to apply for and accept job offers

25. 4- Selecting Talent: assessing job candidates and deciding
who to hire
5- Acquiring Talent: putting together job offers that
appeal to chosen candidates, and persuading job offer
receptors to accept those job offers
6-Deploying Talent: assigning people to appropriate jobs
and roles in the organization to best utilize their talents
7- Retaining Talent: keeping successful employees
engaged and committed to the firm
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26. Workforce PlanningWorkforce Planning
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
Definition: The process of predicting an organization’s
future employment needs and the availability of
current employees and external hires to meet those
employment needs and execute the organization’s
business strategy.

Usually involves both the hiring manager and a
staffing specialist

Can be short-term and focus on an immediate hiring
need

Can be long-term and focus on the organization’s
needs in the future. Workforce planning is better
strategically the more it addresses both the firm’s
short- and long-term needs.

27. Sourcing V. Recruiting
Think Tank

28. Sourcing and Recruiting TalentSourcing and Recruiting Talent
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Sourcing: locating qualified individuals and labor
markets from which to recruit
Recruiting: all organizational practices and
decisions that affect either the number or types of
individuals willing to apply for jobs and accept job
offers
Sourcing identifies people who would be good
recruits. Recruiting activities entice them to apply to
the organization and accept job offers, if
extended.

29. 
It is a component of Recruiting
that focuses on locating
qualified individual and labour
market from which to recruit .

Its goal is to find the right
people where can be found
and who best to reach them.

The sourcing specialist

All organization practices
and decisions that affect
either the number or types
of individual willing to apply
for and accept job offer.

Its goal is to converting these
people into actual
applicants.

The Recruiting specialist

Sourcing Sourcing Recruiting
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30. labour Market Data in Saudi
Arabia

31. labour Market Data in Saudi Arabia
General authority of statistics
The World bank Data
Ministry of Labour
Ministry of Human Resources and Social Development
Human Resources Development Fund (goal)
The Public Authority for Small and Medium Enterprises
"Monsha'at"
The Public Pension Agency
The General Organization for Social Insurance
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33. Group Participation
Rrecruiting and Selection are interdependent, two-way
processes in which both employers and recruits try to look
appealing to the other while learning as much as they can about
their potential fit.
Impression management is the process through which people and
employers each try to control the impressions others form of
them.
How do applicants and employers try to look appealing to each
other during the staffing process?

34. Impression management

https://www.youtube.com/watch?v=GnlFcpGeeZo
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35. Why is employer branding
important?

In the U.S., 69% of candidates will reject jobs from
businesses with a poor reputation. Therefore, it's
important to appeal to candidates with a strong
and attractive brand. Candidates want to work for
a business they are proud of, as they will represent
your business outside of the office.
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36. What will happen if you fail to find
the right recruit?

37. The channels of a successful hire are not certain thus if you
fail to find the right recruit you have three options;
1- Automated the Job
2- Reduce the qualifications required for the
new hires
3- Ramp up the training process provided to
the current employees of the organization
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38. Selecting and Acquiring Talent
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
Selecting: assessing job candidates and
deciding whom to hire
Operates in a strong legal context

Acquiring: involves putting together job offers
that appeal to chosen candidates, and
persuading job offer recipients to accept those
job offers and to join the organization
Negotiations usually result in employment
contracts

39. Candidates Expectation ?
Challenges- Flexibility – Compensation

40. Deploying Talent
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
Deploying: assigning talent to appropriate jobs and
roles in the organization
Succession planning and career development enhance
deployment options

Socializing: the process of familiarizing newly hired
and promoted employees with their job,
workgroup, and organization

41. Retaining Talent
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
Succession management and career development
are effective tools

Turnover of high performers can be expensive

Turnover of low performers can be beneficial

Retention saves money in recruiting and hiring
replacements for those leaving

42. Matchmaking Process
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Recruiting and selection are interdependent, two-way
processes in which both employers and recruits try to
look appealing to the other while learning as much as
they can about their potential fit.
Recruitment continues throughout the selection and
acquisition process until the person is no longer a
viable job candidate, or until a job offer is accepted
and the person reports for work.
Some firms continuously “recruit” current employees to
maintain their attractiveness as an employer and
enhance retention.

43. 5- Staffing Goals
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Table 1-2

44. 5- Staffing Goals 5- Staffing Goals (1 of 3)(1 of 3)
Process Goals—during the hiring processProcess Goals—during the hiring process
•Attracting sufficient numbers of appropriately
qualified applicants
•Complying with the law and organizational policies
•Fulfilling any affirmative action obligations
•Meeting hiring timeline goals
•Staffing efficiently

45. Staffing Goals Staffing Goals (2 of 3)(2 of 3)
Outcome Goals—after hireOutcome Goals—after hire
•Hiring successful employees
•Hiring individuals who will be eventually promoted
•Reducing turnover rates among high performers
•Hiring individuals for whom the other HR functions will have the
desired impact
•Meeting stakeholder needs
•Maximizing the financial return on the firm’s staffing investment
•Enhancing employee diversity
•Enabling organization flexibility
•Enhancing business strategy execution

46. Staffing Goals Staffing Goals (3 of 3)(3 of 3)

Should be aligned with improving the strategic
performance of the staffing system.

The primary staffing goal is to match the competencies,
styles, values, and traits of job candidates with the
requirements of the organization and its jobs.

Strategic staffing goes even further and enables the
organization to better execute its business strategy and
attain its business goals.

Staffing goals should be consistent with the goals and
needs of all stakeholders in the staffing process, including
applicants and hiring managers.

47. Questions to Ask in Setting Staffing
Goals
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Table 1-3

48. 6- Integration With Other Areas 6- Integration With Other Areas
of HRof HR
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
Training

Performance management

Compensation

Succession planning

Career development

Recruitment impacts selection activities and the
likelihood of successfully identifying good hires

50. Think Tank?
Staffing Challenges
https://youtu.be/r211u89eUaY

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51. Group Assignment (1)
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Form a group of 3-4 students, choose one job,
and design a staffing plan for it. Be prepared to
share your ideas with the class.

52. Copyright