Part 6: Staffing System and
Retention Management
Chapter 13: Staffing System Management
Chapter 14: Retention Management
McGraw-Hill/Irwin
Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.
Part 6: Staffing System and
Retention Management
Chapter 13: Staffing System Management
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Staffing Organizations Model
Organization
Mission
Goals and Objectives
Organization Strategy
HR and Staffing Strategy
Staffing Policies and Programs
Support Activities
Core Staffing Activities
Legal compliance
Planning
Recruitment:
Selection:
External, internal
Measurement, external, internal
Job analysis
Employment:
Decision making, final match
Staffing System and Retention Management
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Chapter Outline

Administration of
Staffing Systems





Organizational
Arrangements
Jobs in Staffing
Policies and
Procedures
Human Resource
Information Systems
Outsourcing


Evaluation of Staffing
Systems
 Staffing Process
 Staffing Process Results
 Calculating Staffing
Metrics
 Customer Satisfaction
Legal Issues
 Record Keeping and
Privacy
 EEO Report
 Legal Audits
 Training for Managers
and Employees
 Dispute Resolution
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Learning Objectives for This
Chapter

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Recognize the importance of effective policies and
procedures for staffing
Understand the importance of concrete, fair policies
and procedures in selection
Evaluate the advantages and disadvantages of
outsourcing staffing processes
Understand how to evaluate the various results of
staffing processes
Develop metrics for the measurement of staffing
systems
Recognize the legal issues involving record keeping
and applicant/employee privacy
Plan for effective dispute resolution
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Discussion Questions for This
Chapter





What are the advantages of having a centralized staffing function,
as opposed to letting each manager be totally responsible for all
staffing activities in his or her unit?
What are examples of staffing tasks and activities that cannot or
should not be simply delegated to a staffing information system
for their conduct?
What would be the advantages and disadvantages of outsourcing
the entire staffing system to a vendor?
In developing a report on the effectiveness of the staffing process
being conducted for entry-level jobs, what factors would you
address and why?
How would you try to get individual managers to be more aware
of the legal requirements of staffing systems and to take steps to
ensure that they themselves engage in legal staffing actions?
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Administration of Staffing Systems

Organizational arrangements

Jobs in staffing

Policies and procedures

Human Resource Information Systems

Outsourcing
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Organizational Arrangements

Refers to how the organization structures itself
to conduct human resources and staffing
activities
 Research results



Employment and recruitment are increasingly
important components of HR systems
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
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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. 13.2 and 13.3: Staffing Jobs
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Policies and Procedures

Indicate desirable courses of action
and steps to implement action

Policy


Procedure


Guiding principle or objective
sought through appropriate actions
Prescribed steps of acting in similar situations
Exh. 13.4: Staffing Topics in
CompuServe’s HR Policy Manual
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Technology
Staffing activities generate considerable
information
 Small organizations still use paper-based
forms, but increasingly have access to
HRIS programs and web-based
applications
 Increased use of HRIS means

Increased accountability for HR activities
 Ability to streamline processes

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Ex. 13.5 Human Resources Information
Systems for Staffing Tasks
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Ex. 13.5 Human Resources Information
Systems for Staffing Tasks
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Outsourcing

Refers to contracting out work to a vendor or
third-party administrator
 Outsourcing of HR functions is increasing
 Types of staffing activities outsourced


Use of temporary employees, executive search,
drug testing, skill testing, background checks, job
fairs, employee relocation, assessment centers,
and affirmative action planning
Strategic and operating reasons to outsource

Expertise, flexibility, time savings, service quality,
reduction of legal liability, and cost reduction
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Ex. 13.6 Comparing Outsourced vs.
In-House Staffing
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Discussion Questions

What are the advantages of having a
centralized staffing function, as opposed to
letting each manager be totally responsible for
all staffing activities in his or her unit?
 What are examples of staffing tasks and
activities that cannot or should not be simply
delegated to a staffing information system for
their conduct?
 What would be the advantages and
disadvantages of outsourcing the entire
staffing system to a vendor?
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Evaluation of Staffing Systems
Staffing process
 Staffing process results
 Staffing costs
 Customer satisfaction

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Staffing Process

Concept


Establishes and governs the flow of employees into, within,
and out of the organization
Reasons to use a well-planned 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
Provides a clear picture of where deviations have occurred
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Staffing Process Results

Quantitative indicators indicate effectiveness
and efficiency of staffing system

Exh. 13.7: Staffing Process Results Evaluation
Flowchart
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Staffing Metrics

Staffing metrics are useful barometers to
gauge pulse of staffing flow
Provide objective, “bottom line” results
 Useful for comparative purposes

Split sample techniques
 Longitudinal analysis
 Compare to benchmarks

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Ex. 13.8 Common Staffing Metrics
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Calculating Staffing Metrics: Examples

Number of positions filled


Time-to-fill openings


the number of days it takes for a job requisition to
result in a job acceptance by a candidate.
Hiring cost estimates


count of the number of individuals who accepted
positions during the fiscal year.
sum of advertising, agency fees, employee
referrals, travel costs for applicants and staff,
relocation costs, and pay and benefits for recruiters
Staffing cost or efficiency ratio

total staffing costs/total compensation recruited
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Customer Satisfaction

Managers



Questions focus on elements like communication,
timeliness, candidate quality, test quality, and
service focus
Ex. 13.1 Examples of Survey Items for Assessing
Manager’s Satisfaction With Staffing Services
Job Applicants


Questions focus on communication, perceived
fairness of the system, and opinion of the
organization as a whole
Ex. 13.12 Sample Job Applicant’s Satisfaction
Survey Questionnaire
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Discussion Questions

In developing a report on the
effectiveness of the staffing process
being conducted for entry-level jobs,
what factors would you address and
why?
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Legal Issues

Record-keeping, privacy, and reports

EEO Report

Legal Audits

Training

Dispute resolution
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Legal Issues

Record keeping, privacy, and reports

Creation and maintenance of records

Four purposes of records

Exh. 13.13: Federal Record-Keeping Requirements

Privacy concerns

Preparation of reports


Exh. 13.14: Employer Information Report EEO-1 Form
Audits
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Dispute Resolution

Negotiation


Fact finding

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Employees and managers work together in a panel
Mediation

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Neutral person investigates complaint
Peer review


Discuss complaint with goal of resolving it
Neutral person helps to find a solution
Arbitration

Neutral person makes a decision binding on the
parties
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Discussion Questions

How would you try to get individual
managers to be more aware of the legal
requirements of staffing systems and to
take steps to ensure that they
themselves engage in legal staffing
actions?
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Ethical Issues

Issue 1


It has been suggested that the use of staffing
technology and software is wrong because it
dehumanizes the staffing experience, making it
nothing but a mechanical process that treats
applicants like digital widgets. Evaluate this
assertion.
Issue 2

Since there are no standard ways of creating
staffing process results and cost metrics, is there a
need for some sort of oversight of how these data
are calculated, reported, and used within an
organization? Explain.
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