1. Staffing

2. HR Staffing Determining HR needs Identifying and recruiting employees
Projecting staffing levels
Job analyses
Managing competencies
Identifying and recruiting employees
Evaluating candidates
Selection tests
Interviewing
Managing retention

3. Job Analysis
Systematic process for collecting information on the work-related aspects of a job.
Work activities – what the worker does, how and why these activities are conducted.
Tools and equipment used in performing work activities.
Context of the work environment, such as work schedule or working conditions.
Requirements for performing the job – KSA’s.

4. Job Analysis Applications
HR Planning
Recruitment: job descriptions and want ads
Selection: job requirements and qualifications
Pricing jobs
Training and Development
Performance Management

5. Types of “Job” Analysis
Task analysis
Task statements
KSA’s
Competency analysis
Competencies
Matrix / Models
Compensation analysis
“Compensable” factors
Hay Process

6. Job Analysis Methods Gather job information Analyze job information
Job documents
Interviews: Critical Incident Technique
Questionnaires:
Task Inventory Analysis (customized)
Position Analysis Questionnaire (off-the-shelf)
Observation: Motion studies
Diaries: Time studies
Analyze job information
Create task statements
Create KSA’s or job qualifications
Validate job information

7. KSA’s Defined
Knowledge: A body of information (typically of a factual or procedural nature) that required for successful completion of a task.
Skill: An individual’s level of competency or proficiency in performing a specific task. Usually be expressed in numerical terms.
Ability: A more general, enduring trait or capability an individual possesses when he or she first performs a task.

8. Competency Models
“Core Competencies” for sustainable competitive advantage.
More general descriptions that cut across many categories of jobs.
Integrated with selection, training, and performance management.
Competencies Behavioral indicators Validation

9. Anheuser-Busch Competencies
Task force (HR staff and facilitator) identified key business imperatives.
HR Staff and consultants
Company strategy and business objectives
Mission and values
Focus groups of managers reviewed competencies
Narrowed and prioritized list
Confirm or edit 4-5 specific employee behaviors for each competency

10. Anheuser-Busch Competencies
Questionnaires sent to supervisors who were asked to rate the frequency that each behavior was exhibited by:
Top performers – “role models”
Satisfactory or competent employees
Employees who need improvement
Completed competencies integrated with selection and performance management system.

11. I. Achieving Competitiveness
Customer Focus: Aggressively monitors and anticipates customer requirements and responds to them in an appropriate manner.
Business Focus: Strategically monitors business performance and environment to enhance competitive position.
Innovation and Change: Actively seeks out new ideas and displays creativity in adapting to changing conditions.
Results Orientation: Demonstrates the drive and persistence to meet and exceed job goals for self or other.
Analysis and Planning: Uses critical thinking to solve problems and develop effective work plans.
Systems Thinking: Improves and integrates business process to meet organizational strategic goals.
Technical / Functional Expertise: Demonstrates, enhances, and shares job-related knowledge and skills.

12. II. Succeeding Through People
Valuing people: Demonstrates respect for others regardless of personal background.
Commitment to Development: Develop own and others’ capabilities to better meet organizational needs.
Professionalism: Demonstrates candor, composure, and commitment to obligations in work relationships.
Empowerment: Delegates or accepts responsibility to expand own capabilities to take appropriate risks and make decisions.
Influence: Uses appropriate methods to motivate others.
Team orientation: Accepts the team approach and takes necessary action to support its processes and goals.

13. “Team Orientation” Behaviors
Individual Contributor
Recognizes that own success is linked to team success.
Supports team roles, norms and decisions.
Speaks up when the team is headed in wrong direction.
Keeps others informed of decisions and information that may affect them.
Manager
Creates and monitors teams to meet business objectives.
Sets clear expectations for teams.
Works to build commitment towards common goals.
Provides resources
Recognizes team for accomplishments.
Measures own success by team’s success.

14. Why use competency models?
Why avoid competency models?

15. Strategy and Staffing Systems
Which types of corporate and business strategies would be likely to use:
Job-based staffing systems?
Competency-based staffing systems?

16. Recruiting

17. Process Inputs and Outputs
HR Planning:
Number of jobs
to be filled
Recruitment:
Pool of qualified and interested applicants
Selection:
Job Offers
Job Analysis:
Job Descriptions and Minimum KSA’s

18. Internal Recruiting
Identifying and attracting applicants from among individuals already holding jobs.
Why recruit internally?
Why NOT recruit internally
Open vs. Closed recruiting
When should you post a job?
When should you NOT post a job?

19. Open vs. Closed Systems Closed system Open system
Cheaper and less time consuming
Better for targeted searches
Should be used if open postings aren’t really open
Open system
Identify more potential candidates
Less likely to overlook “hidden talent”
Enhances perceptions of fairness

20. External Recruiting Sources
Walk-ins Broad
Internet
Print advertisements
Colleges & Universities
Job Fairs
Employment agencies
Temporary agencies
Referrals from current employees
Former employees
Headhunters Narrow

21. Deciding on a Source Quantity of applicants Quality of applicants
Large headcount vs. single jobs
Quality of applicants
Specialized skills vs. general skills
Types of people that the media reaches
Location and Relocation
Budget
Past experience

22. Choosing A Message Amount of contingent pay
Team vs. individual work and appraisals
Promotion opportunities
“Promotes from within” consideration for MBA’s
Details about the company
“Fun place to work”
Environmentally friendly

23. What is Most Important For You?
Interesting work
Wage / Salary
Incentive Pay
Benefits
Growth / Development Opportunities
Job Security
Location

24. “War for Talent” Study
Source: E. G. Chambers, H. Hanafield-Jones, S. M. Hankin, and E. G. Michaels, III, “Win the War for Top Talent,” Workforce 77, no. 12 (December 1998): 50–56. Used with permission of McKinsey & Co.

25. Assessing Recruiting Effectiveness
Cost per hire
Time to hire
Tenure of employees recruited
Job performance of employees recruited
Yield ratios
Applicants per source
Candidates per applicant
Offers per candidate
Acceptance per offer
New hire per acceptance
Measuring effectiveness of advertisements by coding responses.

26. Yield Ratios
The ratio of applicant inputs to outputs at various points in the recruitment process.
Total Applicants
Qualified Applicants
Invited to Interview
Job Offers
New Hires
Overall Yield:
YIELD
50% / 2.0
20% / 5.0
40% / 2.5
75% / 1.33
3% / 33.3
100 50 10 4 3

27. Opportunistic Hiring
Companies need to hunt for talent continuously to capture people when they are ready to make a move.
Identify ideal candidates and court that person.
Hire them for a specific position even if the slot is not currently open.
While they are waiting for that position they can be doing special projects and getting to know the organization.
GE brings in 100 people a year
Within 18 months they are hired from the “bullpen” into line jobs within the different divisions.