1. Part 6 Staffing System and Retention Management
Chapter 13: Staffing System Management
Chapter 14: Retention Management

2. Staffing System Management
CHAPTER THIRTEEN
Staffing System Management
Screen graphics created by:
Jana F. Kuzmicki, PhD
Troy State University-Florida and Western Region

3. Staffing Organizations Model
Vision and Mission
Goals and Objectives
Organization Strategy
HR and Staffing Strategy
Staffing Policies and Programs
Support Activities
Core Staffing Activities
Legal compliance
Recruitment: External, internal
Planning
Selection: Measurement, external, internal
Job analysis
Employment: Decision making, final match
Staffing System and Retention Management

4. Chapter Outline Administration of Staffing Systems
Organizational Arrangements
Jobs in Staffing
Policies and Procedures
Information Systems
Outsourcing
Evaluation of Staffing Systems
Staffing Validity
Staffing Process Standardization
Staffing Process Results
Staffing Costs
Customer Satisfaction
Legal Issues

5. Administration of Staffing Systems
Organizational arrangements
Jobs in staffing
Policies and procedures
Information Systems
Outsourcing

6. Organizational Arrangements
Staffing activities are conducted in a separate functional area of a company’s HR department
Research results
Employment and recruitment are considered core HR department functions
Staffing receives a greater percentage of total HR budget than other functions -- 20% of total budget
Exh. 13.1: Example of HR Department and Employment (Staffing) Function

7. Exh. 13.1: Example of HR Department and Employment (Staffing) Function

8. Jobs in Staffing
Entry occurs as specialist in recruiting and interviewing
Mobility may involve both traditional and nontraditional career tracks
Jobs are becoming more customer focused and facilitative
Increasing numbers of jobs are found in staffing firms
New type of job -- Chief Talent Officer or VP for Talent Acquisition
Exhs and 13.3: Staffing Jobs

9. Policies and Procedures
Indicate desirable courses of action and steps to implement action
Policy
Guiding principle or objective sought through appropriate actions
Procedure
Prescribed steps of acting in similar situations
Exh. 13.4: Staffing Topics in CompuServe’s HR Policy Manual

10. Information Systems
Staffing activities generate considerable information
Issue -- Types of information to generate, and how to file, access, and use it
In small organizations, information system will likely be a paper-based, manual system
In large organizations, the information system will likely involve
Conversion to electronic information and
Automation of staffing tasks and processes
Exh. 13.5: Computerized Staffing Tasks

11. Outsourcing
Refers to contracting out work to a vendor or third-party administrator
Outsourcing of HR functions is increasing
Types of staffing activities outsourced
Outplacement, relocation, testing, recruitment and staffing, use of temporary employees, updating affirmative action plans, and applicant databases
Strategic and operating reasons to outsource
Expertise, flexibility, time savings, service quality, reduction of legal liability, and cost reduction

12. Evaluation of Staffing Systems
Staffing validity
Staffing process standardization
Staffing process results
Staffing costs
Customer satisfaction

13. Staffing Validity Concept
Degree to which selection techniques used accurately match people’s qualifications to job requirements
Ideally, a company only uses selection techniques with demonstrated validity
Research related to use of validation studies
Fewer than 25% of companies conduct validation studies
Most valid techniques are not the most widely used
Potential outcomes of not conducting validation studies
Lack of knowledge of success in matching people to jobs
Lack of information of how to improve matching process
Lack of evidence to support legal challenges

14. Staffing Process Standardization
Concept
Consistency of operation of a staffing system
Reasons to use a standardized staffing system
Ensures same KSAO information is gathered from all applicants
Ensures all applicants receive same information
Enhance applicants’ perceptions of procedural fairness of staffing system and decisions
Less likely to generate legal challenges by applicants

15. Staffing Process Standardization: Steps to Evaluate Standardization
1. Map a flowchart of staffing process used for a specific job / job category
2. Develop a list of steps followed and actions taken during process
3. Identify actual deviations based on flowchart of staffing process
4. Analyze deviations and determine reason(s) for occurrence
5. Make changes in staffing system to reduce deviations and enhance standardization

16. Staffing Process Results
Quantitative indicators indicate effectiveness and efficiency of staffing system
Exh. 13.6: Evaluation of Staffing Process and Results
Staffing metrics are useful barometers to gauge pulse of staffing flow
Provide objective, “bottom line” results
Useful for comparative purposes
Two different business units on basis of yield ratios
Trend in same staffing system over time
Exh. 13.7: Staffing Metrics: Average Time and Cost

17. Evaluation of Staffing Systems: Staffing Costs and Customer Satisfaction
Difficulties exist in determining cost estimates
Lack of common approach to assess costs
Costs vary by organization size, industry, and labor market conditions
Customer satisfaction
Managers
Exh. 13.8: Examples of Survey Items . . .
Job applicants
Exh. 13.9: Selection Fairness Survey . . .

18. Legal Issues
Records and reports
Audits
Managing legal compliance

19. Legal Issues Records and reports Audits
Creation and maintenance of records
Four purposes of records - p. 646
Exh : Federal Record-Keeping Requirements
Privacy concerns
Preparation of reports
Exh : Employer Information Report EEO-1 Form
Audits

20. Managing Legal Compliance: Current Practices
Virtually all companies sought legal consultation on HR issues
26% had an in-house attorney; 22% of those housed attorney(s) in HR department
37% specified circumstances in which an attorney must be consulted
Seeking legal guidance was prompted by new laws, complaints, and changes in HR policies and procedures
Legal guidance was not usually sought on pending hiring or promotion decisions but was sought at onset of discrimination and negligent hiring complaints
Staffing issues subject to legal review -- employee handbooks, personnel forms, EEO/AA plans, preemployment tests
Planned legal audits of HR department were rare

21. Managing Legal Compliance: Elements of Legal Compliance System
Key decisions in determining type of legal system
Will company use in-house attorney(s) or external counsel?
Will company establish formal compliance systems or handle matters on ad-hoc basis?
How much will legal compliance be a formal area of responsibility for managers; how will they be assisted?
How will company conduct investigations of employee complaints?
Should company establish a dispute resolution process? If yes, what approach(es) should company take?
Union employees -- Grievance procedure stipulated in contract
Nonunion employees -- ADR procedure
Exh : Alternative Dispute Resolution Approaches
Exh : Example of ADR Procedure

22. Exh. 13.13: Example of ADR Procedure

23. Managing Legal Compliance: Arbitration
Employer and employee (or job applicant) agree to submit dispute to neutral third-party who issues final/binding decision
Agreements often include statutory discrimination claims -- employee agrees not to pursue charges by any means except arbitration
Suggested standards for agreement to be enforceable
Agreement must be “knowing and voluntary”
Arbitrator must be a neutral
Process should provide for more than minimal discovery
Same remedies as permitted by law should be allowed
Employee should have right to hire an attorney and employer should reimburse employee a portion of attorney’s fees
Employee should not have to bear excessive responsibility for cost of arbitrator
Types of claims subject to arbitration should be indicated
There should be a written award issued by arbitrator