1. Final Match CHAPTER TWELVE Screen graphics created by:
Jana F. Kuzmicki, PhD
Troy State University-Florida and Western Region
McGraw-Hill/Irwin
© 2006 The McGraw-Hill Companies, Inc., All Rights Reserved.

2. 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

3. Chapter Outline Employment Contracts Job Offers
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
Job Offer Acceptance and Rejection
Reneging
New Employee Orientation & Socialization
Legal Issues

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

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

6. Employment Contracts (continued)
Form of contract
Written contract
Suggestions
Oral contract
One-year rule
Parole evidence
Disclaimers
Oral or written statement explicitly limiting an employee right and reserving that right for employer
Recommendations for enforcement

7. 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

8. 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

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

10. Exh. 12.1: Strategic Approach to Job Offers
Labor Market Conditions
Supply availability
Tightness
Organization Needs
Short and Long Term Outcomes
Cost Control
Job Offer
(Employee Value Proposition)
Applicant Needs
Rewards Sought
Willingness to Leave Job
Legal Issues
Contract Language
EEO/AA Goals

11. 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 - Exh. 12.3
Hours
Special hiring inducements
Hiring bonuses
Relocation assistance
Hot skill premiums
Severance packages
Restrictions on employees
Other terms and conditions
Acceptance terms
Sample job offer letter
Exh. 12.4

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

13. 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

14. 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

15. 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

16. Formulation of Job Offer (continued)
Strategies for presenting initial offer
Lowball
Competitive
Best shot

17. Presentation of Job Offer
Two approaches
Mechanical approach
Sales approach
Exh. 12.7: Example of a Sales Approach to Job Offers

18. Exh. 12.7: Example of a Sales Approach to Job Offers

19. Job Offer Process: Acceptance, Rejection, Reneging
By organization
By offer receiver
Reneging
Exh. 12.8: Organization Actions to Deal with Reneging

20. New Employee Orientation and Socialization
Exh. 12.9: New Employee Orientation Program Suggestions
Socialization
Content
People
Performance proficiency
Organization goals and values
Politics
Language
History
Delivery

21. Legal Issues Authorization to work Negligent hiring Employment-at-will
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

22. 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.

23. 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.