1. Chapter 1 Staffing Models & Strategy

2. Staffing Definition
the process of acquiring, deploying, and retaining a workforce of sufficient quantity and quality to create positive impacts on the organization's effectiveness.

3. Staffing as a Process
It’s composed of a series of interrelated parts including recruitment, selection, decision making and final match (job offers).
See Exhibit 1.4, pg. 17

4. Person-Job Match Exhibit 1.2, pg. 13
Jobs are characterized by their requirements & embedded rewards
Individuals are characterized by their level of qualification. (KSAOs)
There are implied consequences for every person-job match

5. If the Match is Good…
There should be positive impacts on the following HR outcomes:
Attraction of job applicants
Job performance
Retention
Attendance
Satisfaction

6. Person/Organization Match Exhibit 1.3, pg.15
Additional matching concerns:
1. Organizational Values
2. New Job Duties
3. Multiple Jobs
4. Future Jobs

7. Staffing Organizations Model Exhibit 1.5, pg.19
Organization, HR, & Staffing Strategy
Support Activities
Core Staffing Activities
Staffing System/Retention Management

8. HRM Model Exhibit 1.5, pg.19 HR ACTIVITIES:
Support-Not intended to directly influence the person/job match
Functional- Are intended to directly impact the person/job match

9. Strategic Staffing Decisions Ex. 1.6
STAFFING LEVELS
Acquire or develop talent
Lag or lead system
External or internal hiring
Core or flexible workforce
Hire or retain
National or global
Attract or relocate
Overstaff or understaff
Hire or acquire

10. Staffing Quality (Exhibit 1.6)
Person/job or person/organization match
Specific or general KSAOs
Exceptional or acceptable workforce quality
Active or Passive diversity

11. External Influences Economic Conditions Labor Markets Labor Unions
Laws and Regulations