Staffing
Adapted From STRATEGIC MANAGEMENT & BUSINESS POLICY
11TH EDITION
THOMAS L. WHEELEN
Prentice Hall, Inc. © 2008
J. DAVID HUNGER
10-1
Staffing
Staffing includes –
Hiring new people with new skills; firing
people w/ inappropriate skills; training
existing employees to learn new skills;
and placing people in positions where
they perform a needed function.
Prentice Hall, Inc. © 2008
10-2
Staffing
Staffing is necessary to implement a
strategy –
–Done Properly Staffing, Leads to:
•Higher productivity
•Reduction in waste
•Overall cost savings
Prentice Hall, Inc. © 2008
10-3
Staffing
Staffing must be alligned with strategy
and according to Drucker, we must staff
for a persons strengths and in such a
way as to make his weaknesses
irrelevant–
–Matching the manager to strategy
•Executive type
•Dynamic industry expert
•Analytical portfolio manager
•Cautions profit planner
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Staffing
Staffing is in line with strategy, for
example –
–Matching manager to strategy
•Turnaround specialist
•Professional liquidator
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Staffing
Selection & Management Development –
–Executive Succession Alternatives
•Insiders
•Outsiders
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Staffing
Selection & Management Development –
–Identifying Abilities and Potential
•Performance appraisal system
•Assessment centers
•Job rotation
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Staffing
Challenges in Staffing During a
Retrenchment–
–Downsizing
•Eliminate unnecessary work
•Contract out work for cost savings
•Plan for long-run efficiencies
•Communicate reasons for action
•Invest in remaining employees
•Develop value-added jobs
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Staffing
STAFFING,
STRATEGY, AND
CULTURE
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Staffing
Looking at Corporate Culture–
–Assessing Strategy – Culture Compatibility
•Compatible with current culture?
•Cultural flexibility
•Organizational change possible
•Commitment to strategy implementation
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Staffing
Managing Diverse Cultures–
–Integration
–Assimilation
–Separation
–Deculturation
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Staffing
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10-12
Staffing
After a Staff Change --- Drucker’s
Management By Objectives –
–Establish objectives
–Setting individual objectives
–Action plan
–Periodic performance review
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