1. CHAPTER 8:
STAFFING

2. Staffing
Staffing
Process of recruiting and selecting prospective employees
Has significant impact on organization’s bottom line
Requires staffing process to become strategically focused
Recruitment and selection activities offer organization numerous choices to find and select new employees
Staffing decisions need to ensure that employees fit the organization’s culture
Copyright © 2005 South-Western. All rights reserved.

3. Temporary versus permanent employees
Recruiting
Temporary versus permanent employees
Increase headcount temporarily or permanently should be strategically-driven
Basis for decisions is HR forecast
Temporary employees less costly
Temporary headcount increases can be obtained from specialized agencies
Headcount increases can be avoided by subcontracting work
Copyright © 2005 South-Western. All rights reserved.

4. Exhibit 8-1 Advantages and Disadvantages of Internal and External Recruiting
Copyright © 2005 South-Western. All rights reserved.

5. Recruiting When and how to recruit extensively: Yield ratios
When do recruiting efforts need to begin?
How large an applicant pool needed?
Data from past recruiting efforts utilized
To answer questions where feasible
Adjust for changed conditions
Yield ratios
Offer information on how many applicants eliminated/remain at each step in recruitment process
Can determine proper or necessary size of applicant pool
Copyright © 2005 South-Western. All rights reserved.

6. Exhibit 8-2 Recruiting Pyramid
Copyright © 2005 South-Western. All rights reserved.

7. Exhibit 8-3 Recruiting Timeline
Copyright © 2005 South-Western. All rights reserved.

8. Methods of Recruiting Informally or formally Internally or externally
Targeted advertising in selected media
Recruiting on Internet
Outsourcing to staffing agencies
Private Industry Councils (PICs)
Executive search firms
On-campus recruiting
Copyright © 2005 South-Western. All rights reserved.

9. Recruiting on Internet
One of the fastest-growing recruitment methods
More cost-effective than newspaper advertising
Low cost, speed, and ability to target applicants with technical skills
Allows applicants to assess interests and needs with employer’s offerings
Global exposure to potential applicants
Can cut search process time by as much as 75%
Question: Disadvantages?
Copyright © 2005 South-Western. All rights reserved.

10. Recruiting on the Internet
Some potential challenges
Ensuring security
Viruses
Access to unauthorized areas
Concerns about disparate impact against certain protected classes
Can complicate reporting of data related to compliance with federal and state laws
Copyright © 2005 South-Western. All rights reserved.

11. Selection Process Issues
Reliability
Consistency of measurement
Screening criteria should elicit same results in repeated trials across time and evaluators
Reliability influenced by criterion deficiency and contamination errors
Reliability is prerequisite for validity
Copyright © 2005 South-Western. All rights reserved.

12. Selection Process Issues
Validity
Degree to which what is assessed is related to actual performance
Ability to establish job-related validity is crucial to employers in defending themselves in discrimination allegations
Content validity illustrates that measure or criterion is representative of actual job content or knowledge
Criterion-related (empirical) validity demonstrated by relationship between screening criteria and job performance
Copyright © 2005 South-Western. All rights reserved.

13. Interviewing Process Issues
Who should be involved?
Prospective supervisors, peers, subordinates
Which interview format?
Individual or group interviews
Situational versus behavioral/experienced-based
Common interviewer errors
Similarity errors
Contrast errors
First impression
Halo errors
Personal biases
Copyright © 2005 South-Western. All rights reserved.

14. Behavioral Interviewing
Used with experienced and inexperienced applicants
Asks about situations candidate is likely to face on job
Candidates can present real-life situations they were involved in, and how they handled them
Copyright © 2005 South-Western. All rights reserved.

15. Testing Work sample tests Trainability tests
Ask applicant to complete representative sample of actual work
Trainability tests
Measure
Aptitude in certain areas
Ability to understand critical job components that firm will teach new hires
Copyright © 2005 South-Western. All rights reserved.

16. Testing Realistic job previews Personality testing
Make applicants aware of both positive and negative aspects of job
Decrease likelihood new employees will become dissatisfied
Increase likelihood of candidate’s self-selecting out of position
Personality testing
Used in an effort to anticipate how applicants might behave, if hired
Copyright © 2005 South-Western. All rights reserved.

17. Exhibit 8-4 The Big Five Personality Dimensions
Characteristics of Person Scoring Positively on Dimension
1) Extraversion
Outgoing, talkative, social, assertive
2) Agreeableness
Trusting, good-natured, cooperative, soft-hearted
3) Conscientiousness
Dependable, responsible, achievement-oriented, persistent
4) Emotional stability
Relaxed, secure, unworried
5) Openness to experience
Intellectual, imaginative, curious, broad-minded
Copyright © 2005 South-Western. All rights reserved.

18. Other Testing Methods Personality testing Physical testing
Useful to anticipate how applicants likely to behave
Few, if any, jobs require specific personality type
Have been successfully challenged in court
Physical testing
Restricted under ADA to testing only for specific critical job-related physical performance requirements
Copyright © 2005 South-Western. All rights reserved.

19. Other Testing Methods Honesty testing Drug testing References
Polygraph testing has declined since passage of Employee Polygraph Protection Act in 1988
Paper-and pencil tests have increased greatly
Drug testing
Challenged in courts as an invasion of privacy
References
Little information available due to former employer fears of liability for libel, slander and defamation
Copyright © 2005 South-Western. All rights reserved.

20. WI Statutes, Chapter 895.487 Civil liability exemption; employment references
1(c)  "Reference" means a statement about an employee's job performance or qualifications for employment and includes a statement about an employee's job performance or qualifications for employment provided pursuant to the settlement of a dispute between the employer and employee or provided pursuant to an agreement between the employer and employee relating to the termination of the employee's employment.
An employer who, on the request of an employee or a prospective employer of the employee, provides a reference to that prospective employer is presumed to be acting in good faith and, unless lack of good faith is shown by clear and convincing evidence, is immune from all civil liability that may result from providing that reference.  The presumption of good faith under this subsection may be rebutted only upon a showing by clear and convincing evidence that the employer knowingly provided false information in the reference, that the employer made the reference maliciously or that the employer made the reference in violation of s
Source:
Copyright © 2005 South-Western. All rights reserved.

21. Selection for International Assignments
Reasons for failure on international assignments
Interpersonal and acculturation abilities
Often not based on technical skills
Test employees’ adaptability, open-mindedness, ability to tolerate uncertainty, ambiguity, and independence
Interview and screen family members who would accompany employee (carefully!)
Copyright © 2005 South-Western. All rights reserved.

22. Exhibit 8-4 Strategic Issues in Staffing
Copyright © 2005 South-Western. All rights reserved.

23. Reading 8.1 (Bowen et al.) Hiring for Organization, Not Job
New model of selection geared toward hiring “whole” person who fits into organization’s culture
“Strong situation”
Intensity of situation suppresses variation in behavior attributable to person
“Weak situation”
Allows range of employee responses to work requirements
In organizations that are “weak situations”
More important to do good job of hiring right people
Copyright © 2005 South-Western. All rights reserved.

24. Reading 8.1 Hiring Process for Person-Organization Fit
Assess overall work environment
Job analysis
Organizational analysis
Infer type of person required
Technical knowledge, skills and abilities
Social skills
Personal needs, values and interests
Personality traits
Copyright © 2005 South-Western. All rights reserved.

25. Reading 8.1 Hiring Process for Person-Organization Fit
Design “rites of passage” for organization entry that allow both organization and applicant to assess their fit
Tests of cognitive, motor and interpersonal abilities
Interviews by potential coworkers and others
Personality tests
Realistic job previews, including work samples
Reinforce person-organization fit at work
Reinforce skills and knowledge through task design and training
Reinforce personal orientation through organization design
Copyright © 2005 South-Western. All rights reserved.

26. Potential benefits Potential problems
Reading 8.1 Potential Benefits & Problems with Hiring for Person-Organization Fit
Potential benefits
More favorable employee attitudes
More desirable individual behaviors
Reinforcement of organizational design
Potential problems
Greater investment of resources in hiring process
Relatively undeveloped & unproven supporting selection technology
May be difficult to use full model where payoffs are greatest
Lack of organizational adaptation
Copyright © 2005 South-Western. All rights reserved.

27. Reading 8.2 (Insch & Daniels) Reasons for Expatriate Early Departure
Not performing job effectively %
Received other, more rewarding offer (other co.) 43.7%
Expatriate or family not adjusting %
Expatriate or family missing home %
Received more rewarding offer (current co.) 17.2%
Unable to adjust to deprived living standards 10.3%
Concerned with problems of safety & health 10.3%
Believed children’s education was suffering 7.1%
Feared assignment would slow career advance 7.1%
Spouse wanted career %
Compensation package inadequate %
Copyright © 2005 South-Western. All rights reserved.

28. Legal requirements across countries/regions
Reading 8.3 (Wiechmann et al.) Frequently Mentioned Obstacles to Global Staffing System
Legal requirements across countries/regions
Education system across countries/regions
Economic conditions across countries/regions
Ability to acquire & use technology
Labor market variations
Value differences across cultures
Availability of off-the-shelf translated tools
Level of HR experience varies across regions
Role of HR in hiring varies across regions
Familiarity with a tool or practice varies
Misperceptions that something is a cultural difference
Limited local resources for implementation
Beliefs about whether a global system is US-centric or imposed
Copyright © 2005 South-Western. All rights reserved.

29. Reading 8.3 Frequently Mentioned Benefits to Global Staffing System
Global database of qualified talent
Quick identification of candidates to meet needs of specific location
Provision of consistent message about company to candidates worldwide
Quality of all hires is ensured
Better understanding of country/regional needs by all HR
Global succession planning is enabled
Global HR personnel have access to the latest versions of products/tools
Shared vision of HR globally
Comparisons of staffing results across locations
Global database as internal benchmark of achievement in different parts of world
Copyright © 2005 South-Western. All rights reserved.