1. Part 5 Staffing Activities: Employment
Chapter 12:
Final Match
McGraw-Hill/Irwin

2. Staffing Organizations Model
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
12-2

3. Chapter Outline Employment Contracts Job Offers Job Offer Process
Requirements for Enforceable Contract
Parties to Contract
Form of Contract
Disclaimers
Contingencies
Other Employment Contract Sources
Unfulfilled Promises
Job Offers
Strategic Approach to Job Offers
Job Offer Content
Job Offer Process
Formulation of Job Offer
Presentation of Job Offer
Timing of the Offer
Job Offer Acceptance and Rejection
Reneging
New Employee Orientation & Socialization
Orientation
Socialization
Examples of Programs
Legal Issues
Employment Eligibility Verification
Negligent Hiring
Employment-at-Will

4. Learning Objectives for This Chapter
Learn about the requirements for an enforceable contract
Recognize issues that might arise in the employment contract process
Understand how to make strategic job offers
Plan for the steps of formulating and presenting a job offer
Know how to establish a formal employment relationship
Develop effective plans for new employee orientation and socialization
Recognize potential legal issues involving final matches

5. Discussion Questions for This Chapter
If you were the HR staffing manager for an organization, what guidelines might you recommend regarding oral and written communication with job applicants by members of the organization?
If the same job offer content is to be given to all offer receivers for a job, is there any need to use the strategic approach to job offers? Explain.
What are the advantages and disadvantages to the sales approach in the presentation of the job offer?
What are examples of orientation experiences you have had as a new hire that have been particularly effective (or ineffective) in helping to make the person/job match happen?
What are the steps an employer should take to develop and implement its policy regarding employment-at-will?

6. Employment Contracts Requirements for enforceable contract
Parties to contract
Form of contract
Disclaimers
Contingencies
Other employment contract sources
Unfulfilled promises

7. Employment Contracts Requirements for enforceable contract
Offer
Acceptance
Consideration
Parties to contract
Employee or independent contractor
Third parties

8. Employment Contracts (continued)
Form of contract
Written contract
Does the company mean to be held to this?
Where appropriate, avoid using words that imply binding commitment.
Make sure all related documents are consistent with one another.
Always have a second person review what another has written.
Look at the entire hiring procedure.
Oral contract
One-year rule
Parole evidence
Suggestions

9. Employment Contracts (continued)
Disclaimers
Oral or written statement explicitly limiting an employee right and reserving that right for employer
Recommendations for enforcement
Clearly stated and conspicuously placed in appropriate documents.
Employee should acknowledge receipt and review of the document and the disclaimer.
Should state that it may be modified only in writing and by whom.
The terms and conditions of employment, including the disclaimer, as well as limits on their enforceability, should be reviewed with offer receivers and employees.

10. Employment Contracts (continued)
Contingencies
Extending a job offer contingent on certain conditions being fulfilled by offer receiver
Other employment contract sources
Employee handbooks
Oral statements made by employer representatives

11. Employment Contracts (continued)
Unfulfilled promises
Organizational HR issues
Do not make promises unwilling to keep
Be sure promises made are kept
Potential legal claims
Breach of contract
Promissory estoppel
Fraud

12. Discussion questions
If you were the HR staffing manager for an organization, what guidelines might you recommend regarding oral and written communication with job applicants by members of the organization?

13. Job Offers
Strategic Approach to Job Offers
Job offer content

14. Ex. 12.1: Strategic Approach to Job Offers

15. Job Offer Content Starting date Duration of contract Compensation
Starting pay
Flat vs. differential rates
Exh. 12.2: Example of Starting Pay Policies
Variable pay
Short term
Long term
Benefits
Hours
Idiosyncratic deals Ex. 12.3
Special hiring inducements
Hiring bonuses
Relocation assistance
Hot skill premiums
Severance packages
Restrictions on employees
Acceptance terms
Sample job offer letter-Ex. 12.4

16. Exhibit 12.3 Idiosyncratic Deals
Category
Examples
Tasks and work responsibilities that are specially tailored to the employee's unique KSAOs
An engineer in a technology firm with an interest and background in marketing will participate in marketing meetings
A salesperson who is especially familiar with a certain product line will be given paid time to share expertise with other workers
A customer service provider interested in management will be paid to attend skill development workshops

17. Exhibit 12.3 Idiosyncratic Deals
Category
Examples
Flexible schedules to accommodate individual employee needs
An employee will be allowed to come in later in the day and leave later to accommodate childcare needs
An employee whose spouse works a non-standard workweek will be given a Tuesday to Saturday schedule
A non-exempt employee will have variable hours per week

18. Exhibit 12.3 Idiosyncratic Deals
Category
Examples
The ability to work outside of the main office
A virtual private network or cloud-based servers will be used to allow employees to access work data remotely
Provide mobile devices like tablet computers or smartphones and pay for connectivity fees for an employee who travels frequently with her family

19. Exhibit 12.3 Idiosyncratic Deals
Category
Examples
Financial incentives that are particular to the employee and match his or her unique contribution to the organization
Compensate an especially productive research developer based on patent applications
Designate an employee with well-developed social networks a “rainmaker” and pay for each new client he brings in to other salespeople
Pay a bonus to a manager with strong developmental skills for each person she successfully mentors

20. Job Offer Process Formulation of job offer Presentation of job offer
Job offer acceptance and rejection
Reneging

21. Formulation of Job Offer
Knowledge of competitors
Labor demand issues
Who are the competitors?
What terms and conditions are they offering for the job for which the hiring organization is staffing?
Labor supply issues
Offers need to attract number of staff required
Offers need to consider KSAOs of each offer receiver and the worth of the KSAOs

22. Formulation of Job Offer (continued)
Applicant truthfulness
Minimal evidence exists on degree of applicant truthfulness
To combat deceit, organizations are pursuing verification of all applicant information
Likely reactions of offer receivers
Approaches to assess reactions to offers
Gather information about various preferences from offer receiver during recruitment/selection process
Conduct research on why offer receivers accept or decline job offers

23. Formulation of Job Offer (continued)
Policies on negotiations and initial offers
Job offers occur for both external / internal staffing
Consider costs of job offer being rejected by candidate
Candidates may be receiving counteroffers from current employer
Currently employed candidates incur costs for leaving and expect a “make whole” offer
Candidates are sophisticated in presenting their demands

24. Formulation of Job Offer (continued)
Strategies for presenting initial offer
Lowball
offering the lower bounds of terms and conditions to the receiver
Market matching
an offer that is “on the market,” neither too high nor too low
Best shot
gives a high offer, one right at the upper bounds of feasible terms and conditions

25. Presentation of Job Offer
Mechanical approach
Relies on one-way-communication
Highly efficient and inexpensive
All applicants treated the same for legal purposes
Sales approach
Active interaction with applicant
Allows organization to respond to concerns
Much higher chance of offer acceptance

26. Job Offer Process: Acceptance, Rejection, Reneging
By organization
By offer receiver
Reneging

27. Discussion questions
If the same job offer content is to be given to all offer receivers for a job, is there any need to use the strategic approach to job offers? Explain.
What are the advantages and disadvantages to the sales approach in the presentation of the job offer?

28. New Employee Orientation and Socialization
Exh. 12.7: New Employee Orientation Program Suggestions
Socialization
Content
People
Performance proficiency
Organization goals and values
Politics
Language
History
Delivery

29. Discussion questions
What are examples of orientation experiences you have had as a new hire that have been particularly effective (or ineffective) in helping to make the person/job match happen?

30. Legal Issues Employment Eligibility Verification Negligent hiring
Under IRCA, company is prohibited from hiring or continuing to employ an alien not authorized to work in U.S.
Negligent hiring
Workplace torts issue involving claims by an injured plaintiff that plaintiff was harmed by an unfit employee who was negligently hired by company
Employment-at-will
Involves right of either employer or employee to unilaterally terminate employment relationship

31. Discussion questions
What are the steps an employer should take to develop and implement its policy regarding employment-at-will?

32. Ethical Issues
Issue 1
A large financial services organization is thinking of adopting a new staffing strategy for entry into its management training program. The program will provide the trainees all the knowledge and skills they need for their initial job assignment after training. So the organization has decided to do college recruiting at the end of the recruiting season, hiring those who have not been fortunate enough to receive any job offers, paying them a salary of 10% below market, and providing no other inducements such as a hiring bonus or relocation assistance. The organization figures this strategy and employee value proposition will yield a higher percentage of offers accepted, low cost per hire, and considerable labor cost savings due to below market salaries. Evaluate this strategy from an ethical perspective.

33. Ethical Issues
Issue 2
An organization has a staffing strategy in which it over-hires by 10% the number of employees it will actually need in any job category in order to ensure it meets its hiring needs. It reasons that some of the new hires will renege on the accepted offer, and that the organization can renege on some of its offers if need be to end up with the right number of new hires. Evaluate this strategy from an ethical perspective.