Human Resource Staffing and
Performance Management
MANA 5341
Dr. George Benson
benson@uta.edu
Human Resource Management
Employee
Relations
Compensation
Performance
Management
Planning and
Job Design
Recruiting and
Selection
Training and
Development
HR Staffing
 Legal Compliance
 Determining HR needs
 Projecting staffing levels
 Job analyses
 Managing competencies
 Identifying and recruiting employees
 Evaluating candidates
 Selection tests
 Interviewing
 Managing retention
Performance Management
 Performance management systems
 Timing, forms, and outcomes
 Managing for employee motivation
 Goal setting
 Pay for performance
 Providing performance feedback
Corporate Strategy Simplified
1. Core Competencies

“An area of specialized expertise”
C.K. Prahalad and Gary Hamel (1990) Harvard Business Review


Competitive advantage
Something you do better than competitors
2. Efficiency vs. Innovation
Differentiation
Cost Leadership
Better Products
Cheaper Prices
Staffing and Strategy
 Performance requires HR practices that:
 Match the business strategy
 Are internally consistent
 Fit with organizational values and beliefs
 Some Examples:


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Self-managed teams (e.g. Whole Foods)
Talent acquisition (e.g. Cisco, Texas Instruments)
Rapid expansion (e.g. Starbucks)
Low cost (e.g. Wal-Mart)
Staffing and Performance
 Labor is the single most significant cost of doing
business: payroll and replacement costs.
 Business strategies require specific skills and
behaviors to be successful.


Employees provide customer service, create value, and execute
strategy.
HR practices can be crafted to support certain types of skills and
encourage behaviors.
 “How do we hire the right people?”
“How do we hire the right people?”
Job
Requirements
Rewards
Match
Person
KSA’s
Motivation
Traditionally staffing has
focused on the match between
an applicants skills and
experience and the job
requirements.
Person/Job Match
Job
HR Outcomes
Requirements
Rewards
Match
Person
KSA’s
Motivation
Impact
Performance
Extra Effort
Retention
Satisfaction
Commitment
Task Flexibility
Job
Requirements
Rewards
Career Progression
Values/Culture
Organization
Person/
Organization
Match
Match
Person
KSA’s
Motivation
ATTITUDE
Impact
HR Outcomes
Performance
Extra Effort
Retention
Satisfaction
Commitment
Southwest Airlines
Southwest Airlines
Recruiters speak in the same near-spiritual terms. What's he
looking for in a candidate? "An attitude -- a genuineness -- a
sense of what it takes to be one of us."
“It takes a special individual to become a Customer Service
Agent, and we look for folks who are eager, who are “quick on
their feet” with “outside the box” thinking and who have
caring, friendly natures. Because we operate almost around
the clock (including holidays), Customer Service Agents work
unusual hours and are on their feet eight hours a day. Yet,
almost all of these Employees will tell you how much they LUV
their jobs.”
Colleen Barrett
President and Chief Operating Officer
Wanted: Customer Service Agent
1. Submit a resume.
2. Attend a Group Information/Screening
Session.
3. Attend a one-on-one interview & complete
an application.
4. Background check.
5. Drug screening.
6. Job offer - Start date determined Training scheduled.
"Coat of Arms"
Applicants fill out and read aloud a
questionnaire in which applicants complete
statements such as:
• One time my sense of humor helped me was…..
• A time I reached my peak performance was…….
• My personal motto is……
“Fallout Shelter”
Applicants are told to imagine they are a
committee charged with rebuilding
civilization after a just-declared nuclear
war.
They're given a list of 15 people from
different occupations: nurse, teacher, allsport athlete, biochemist, pop singer. They
have 10 minutes to make a unanimous
decision about which 7 can remain in the
only available fallout shelter.
“Fallout Shelter”
The answers don’t matter....
The test is about the interaction...
As the candidates debate, evaluators watch
from across the room and grade each
person on a scale from "passive" to
"active" to "leader."
Support Business Strategy
Southwest’s reputation for service and “Fun
Place to Work”
• More than 34,000 total Employees
• Southwest received 202,357 resumes and
hired 908 new Employees in 2003
• Hires about .5% of applicants – that is
they hire 4.4 per 1000 applicants.
Become a SWA Customer Service Agent?
• All SWA Employees and their family members have FREE
UNLIMITED travel anywhere Southwest Airlines flies!
• As a SWA Employee you will receive Profit Sharing . . . and
Southwest Airlines has had 31 consecutive years of profit!
• FABULOUS Medical, Dental and Vision plans for all Employees!
Dollar for dollar match in 401K - up to 7.3%!
• Casual uniform environment, which means you can wear
tennis shoes!
• The Southwest Airlines University offers Career Development
classes!
• Chili Cookoffs, Holiday Celebrations, Deck Parties, Golf
Tournaments and more for all SWA Employees and their
family members.
Entry Level Jobs at SWA
Customer Service Agents
First Year
$9.00/hr
Second Year
$10.00/hr
Flight Attendants
1st 6 Months $14.67/Trip*
2nd 6 Months $14.90/Trip*
2nd Year
$17.34/Trip*
*one trip = 243 miles
Results
• 31 consecutive profitable years.
• Southwest has ranked number one in fewest
Customer complaints for the last 13 consecutive
years as published in the DoT’s Air Travel Consumer
Report.
• Among all industries in 2003, FORTUNE has listed
Southwest Airlines as number two among America’s
Top Ten most admired corporations.
• According to the April 2003 issue of FORTUNE,
Southwest is an employer of choice among college
students.
Southwest’s HRM Practices
•
•
•
•
•
•
Employment Security
Selectivity in Recruiting
Incentive pay
Employee Ownership
Information Sharing
Participation &
Ownership
• Self-Managed Teams
• Training & Development
• Cross-Utilization &
Cross-Training
• Symbolic Egalitarianism
• Wage Compression
• Promotion From Within
• Taking the Long View
• Measurement of
Practice
• Overall Philosophy
Staffing, Strategy and Performance
Value at Southwest Airlines is:
1. Created through satisfaction of employee
needs.
2. Converted to customer and share holder
value via organizational capabilities (the
design of specific operating processes).
3. Captured by SWA as competitive advantage
through lower costs and superior service
(productivity) in relation to its competitors.
Staffing and Strategy
 Performance requires HR practices that:
 Match the business strategy
 Are internally consistent
 Fit with organizational values and beliefs
HR Alignment
Employee
Relations
Planning and
Job Design
INTERNAL
FIT
Compensation
Performance
Management
Recruiting and
Selection
Training and
Development
Next week…..
 Legal Compliance
 HRS Chapter 2
 DOL Chapter 2