...learned that the strategic staffing process guided by hiring goal that are clearly linked to an organization's strategies and objectives. The goal of strategic staffing is to enable the organization to better execute its business strategy. There are two types of staffing goals: process goals and outcome goals. Process goals relate to the hiring process itself, and outcome goals apply to the product of the hiring effort. Table 1-2 gives examples of both types of staffing goals, and Table 1-3 gives you some questions to consider in setting appropriate staffing goals. Your consulting assignment for Chapter 1 is to identify realistic long-term and short-term process and outcome goals for staffing of sales associate positions at Chern's. Be sure to relate your goals to the firm's business strategy and explain why each is important and should be adopted by the company. CHAPTER 2: BUSINESS AND STAFFING STRATEGIES In this chapter, you learned about how a firm's business strategy and talent philosophy shape its HR strategy, which then influences the firm's staffing strategy. After Ryan and Ann learned about this process, they felt that the company needed to develop a more formal talent philosophy of its own to shape its HR and staffing strategy. They have asked you for your recommendations. Chapter 2 and Tables 2-4 and 2-5 should help you identify key components of an appropriate talent philosophy, human resource strategy, and staffing philosophy for Chern's. Be sure to consider the...
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...Forecasting Estimate the competency levels and number of employees likely to be working for the company at the end of the forecasting period. To forecast internal talent resources for a position, subtract anticipated losses from the number of employees in the target position at the beginning of the forecasting period. These losses may be due to factors including promotions, demotions, transfers, retirements, and resignations. In tighter labor markets when workers are harder to find, more employees than usual may leave the organization to pursue other opportunities than leave during looser labor markets when jobs are less plentiful. Anticipated gains for the position from transfers, promotions, and demotions are then added to the internal labor supply forecast. Internal Labor Market Forecasting Methods Talent inventories: summarize each employee’s skills, competencies, and qualifications Replacement charts: visually shows each of the possible successors for a job and summarizes their present performance, promotion readiness, and development needs Employee surveys to identify the potential for increased turnover in the future Labor supply chain management: The basic foundation of any supply chain model is to have the right product, in the right volume, in the right place, at the right time, with the right quality Businesses use multiple suppliers so that they can quickly change and scale to meet changing business needs. Supply chain management principles of inventory...
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...CHAPTER ONE: STAFFING MODELS AND STRATEGY Learning Objectives * Define staffing and consider how, in the big picture, staffing decisions matter * Review the five staffing models presented, and consider the advantages and disadvantages of each * Consider the staffing system components and how they fit into the plan for the book * Understand the staffing organization model and how its various components fit into the plan for the book * Appreciate the importance of staffing strategy, and review the 13 decisions that staffing strategy requires * Realize the importance of ethics in staffing, and learn how ethical staffing practice is established Introduction * Staffing is a critical organizational function concerned with the acquisition, deployment, and retention of the organization’s workforce. * Staffing is arguably the most critical function underlying organizational effectiveness, because “the people make the place,” because labor costs are often the highest organizational cost, and because poor hiring decisions are not easily undone. * Five models * The first model shows how projected workforce head-count requirements and availabilities are compared to determine the appropriate staffing level for the organization. * The next two models illustrate staffing quality, which refers to matching a person’s qualifications with the requirements of the job or organization. * The person/job match model is the foundation of all staffing...
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...Case Study 2 Jasmine Howard Liberty University Case Study 2 Part I Kaiser Manufacturing Company has been in business for over 50 years using the standard method staffing. Hiring its own employees, training, managing and all human resources issues were all handled in house. The option is now arising to use an employment agency, FSS, to relieve the burden from Kaiser Manufacturing Company. It is important to weigh the advantages and disadvantages of this option before changing the entire business plan Kaiser Manufacturing Company has worked so long. The advantages include, flexible staff numbers, as of current Kaiser Manufacturing Company has a workforce of 725 production workers, 30 clerical workers, 32 engineer and professional workers, and 41 managers, who are all full time employees. This number was a perfect fit for the company when the sales were at an all-time high but as of 2008 the sales have stayed at 175 million annually. Cutting back on the cost of the workforce would be very beneficial to Kaiser Manufacturing Company’s bottom line. If and when sales are to peak or employees call out it is great to have the option to bring in more employees or decrease the number of employees staffed when necessary without adding more work to management. A second advantage would be the caliber of workers available to the company. Though the current workers are adequate to keep the business running, it may be advantageous to bring in someone temporary to help understand why...
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...Chern's Case Study April M. Berry Indiana Wesleyan University Chern's Case Study Introduction Chern’s is an upscale department store that specializes in men’s and women’s apparel. “The product mix and high quality products made it rapidly successful, and the company developed a loyal following” (Phillips & Gully, 2015, p. 383). The distinguishing factors that has made it a success is its customer service, commitment to hiring the right people, and high product quality. “Because customer service lies at the heart of the company’s business strategy, it is a core part of its culture. Core values are an essential part of the brand and are the foundation of its culture” (Phillips & Gully, 2015, p. 383). Short-Term and Long-Term Process and Outcome Goals Short-Term Process and Outcome Goals “Strategic staffing is the process of staffing an organization in future oriented, goal directed ways that support the business strategy of the organization and enhance its effectiveness” (Phillips & Gully, 2015, p. 4) Short-term goals that Chern’s can embrace is hiring additional support staff and increasing its visibility in the community through targeted events (Belcher, 2016). Short-term goals are a way of achieving targets for the short-term. Long-Term Process and Outcome Goals “There are two types of staffing goals: Process and outcome goals. Process goals relate to the hiring process itself and outcome goals relate to apply to the product of the hiring effort” (Phillips...
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...Final Project Strategic Staffing at Chern’s: A Case Study Case Study Requirements: The assignment is to be only handed in via Moodle.. All questions regarding the assignment must be asked in the forum on Moodle. You may work in teams of 4 maximum. You are required to complete the Team Member Evaluation. IMPORTANT: All submissions will be ran through a plagiarism checker. Your role is an external staffing consultant hired by Chern’s. Your job is to conduct a strategic analysis of how it staffs its sales associate positions. Your final product will require you to combine each of the assignments into a cohesive report, including a table of contents and any necessary appendices. Format your report as a professional product that you would give to the organization. You are expected to document all resources using APA styling. This assignment has been modified from the original: Phillips, J., & Gully, S. M. (2012). Strategic staffing. Upper Saddle River, N.J: Pearson Prentice Hall. Chern’s is decentralized, which means that your report will be distributed to many store managers, many of whom are unfamiliar with staffing terminology and jargon. Write your report so that they understand and adopt your recommendations ad are committed to implementing the changes you’ve suggested you might want to keep a copy of the final report to show potential employers the type of strategic staffing work you are capable of performing. Read the Case Study before going any further. You will...
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...PSJA North Lab J103 Student Brianabarbee1125@gmail.com PSJA North Lab J103 Student Brianabarbee1125@gmail.com Abstract Chern’s company history and organization Abstract Chern’s company history and organization Strategic staffing at chern’s: a case study Briana Barbee Strategic staffing at chern’s: a case study Briana Barbee Research Paper While reading these pages I learned strategic staffing is the process of staffing an organization in future- oriented, goal directed ways that support the business strategy of the organization and enhance its effectiveness. Strategic staffing entails both short- and long term planning that involves acquiring, deploying and retaining the right number of employees with the appropriate talents to effectively execute its strategy. This will enable Chern’s to sustain a competitive advantage that allows it to successfully fulfill its mission and reach its goals. Creating hiring goals that are clearly linked to Chern’s organizational strategies and objectives will guide and objectives will guide the strategic staffing process. Chern’s main business strategy is in providing superior customer service to its clientele, which has successfully differentiated it from its competitors. Although the company’s products are expensive, the high product quality and excellent customer service have made the company successful. Because customer service lies at the heart of the company’s business strategy, it is a core part of their corporate culture...
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...STRATEGIC STAFFING BUS 274 E Instructors: Jolie Wist and Suzie Johnson Student: Jennifer Restivo Due: Jan. 14, 2015 Assignment 1: Chern's Strategic Staffing Process Goal: Create seasonal/temporary positions and attract a sufficient amount of qualified student applicants. Outcome Goal: Staff future managerial positions with qualified and experienced candidates. SMART GOALS SPECIFIC: Implement a hiring strategy for temporary and contingent workers primarily targeting students who are aspiring to take on managerial roles. Offer them sufficient time to learn the basics and core values of the company while continuing their education. Create good relations and offer mentorship to high potential candidates that in turn will lead to future experienced and loyal employees. MEASURABLE: The Human Resource department will offer student employment opportunities in 10 selected areas in the first year. In year 2 they will expand to 10 more selected areas and double each year thereafter. By year 5 all Chern's store locations will offer student employment opportunities. ATTAINABLE: Prepare current employees with a more suitable training program for incoming students that will help them efficiently progress within the company. Human Resources will advertise and locate students with relevant skills and high managerial potential through sourcing and recruiting within educational institutions. RELEVANT: Hiring students with managerial prospects will prepare excellent future candidates...
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...Chern's Staffing Strategy Melanie Caple Indiana Wesleyan University Staffing, Performance Management and Training HRMT 537-01A Merle Heckman March 29, 2015 Chern's Staffing Strategy Introduction Cherns is an upscale department store that is owned and operated by two siblings Ryan and Ann Chern. Chern’s currently employs over 19,000 employees and has 140 department stores located in 28 states across on the East Coast and in the Midwest. Chern’s ultimate focus and foundation has been built on customer service because they are directly dealing with the customers at each department store. Their staffing strategy is geared towards hiring the right candidates for their full time and part time sales associates that are able to grow and develop their skills for potential higher positions in the organization. We are going to take an in depth look at their current staffing strategies and determine what alternate steps should be taken to allow them to remain competitive and grow their talent pool for future growth within the organization. Long term and short term process and outcome goals While developing the appropriate staffing strategy, Cherns should develop both long-term and short-term process goals that are related to the business strategy. This is important so the management team at Cherns has goals set in place to meet the objectives of the organization and understand how they are performing in accordance with these objectives. Since customer service is key to...
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...of field. The reviewing of the candidates will get a better perspective of assessments to be given to each to understand the knowledge/experience that is present as well as an overall understanding how much risk will be involved. The scoring table listed below is based on several assessments, see Appendix A: Resume Scoring Table (Phillips and Gully, 2009). Scoring Key: In addition to these interview questions, Chern’s should consider the possibility of incorporating another assessment method. I have set out a possible assessment and...
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...managers. These employees do not have a staffing or statistics background. Consequently, many of the concepts you discuss in the report will be unfamiliar to them. Be sure you thoroughly explain the concepts and their importance. This will be particularly important when completing the next part of the assignment, which spans Chapters 8 through 11. Chern’s is in the middle of hiring two sales associates for its flagship store and has reduced the initial applicant pool to eight candidates. Because it is the company’s flagship store, it is important that all sales associates who work at the store excel at customer service and embody the company’s values, and they need the new people to get up to speed quickly. Although Chern’s often invests in the training and development of new employees, in this case they would like the two new hires to arrive with the knowledge, skills, abilities, competencies, and other characteristics required to be immediately successful. They also would like the newly hired sales associates to be strong candidates for future management positions. Ryan and Ann ask you to become involved in the assessment and hiring process. Nearly eighty percent of Chern’s sales associates are considered successful. However, Chern’s would like the percentage to be at least 85 percent. Ryan and Ann feel that improving the company’s assessment and selection system will help it accomplish this goal. Use this opportunity to help Chern’s develop a new sales associate assessment...
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...Based on what we read in this case, with prioritize the staffing outcomes and rank order the recruiting sources based on their ability to maximize the company's staffing goals for the sales associate position. The most effective way for Chern’s hire up is through employee referral because across the board everything is good the hiring speed in terms of months is very quick, the hiring fitting in with the companies culture is the best, the average first year financial return is the highest, and lastly the first year turnover rate percentage is the lowest. The second effective way to hire would be using Chern’s.com for the reason that the everything across the board fits the find applicant that fit with the culture fit of Chern’s is good,...
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...Core Results Consulting | Strategic Analysis: Chern Report | Date: 2014 Strategic Staffing for all of your organizations short and long term needs Table of Contents Executive Summary …………………………………………………………………………………………………………………………………. Recommendations Strategic Staffing Planning Process ………………………………………………………………………………………………………… 4 Figure 1 – Economic Conditions 5 Disparate Impact Analysis ……………………………………………………………………………………………………………………….6 Job Requirements Matrix – Sales Associates …………………………………………………………………………………………..6 Figure 2 - Sales Talent Performance Matrix …………………………………………………………………………………………… 6 Sales Associate KSAOs …………………………………………………………………………………………………………………………... 7 Table - Education ………………………………………………………………………………………………………………………………….. 9 Table - Work Values ………………………………………………………………………………………………………………………………. 9 Job Requirements Matrix ………………………………………………………………………………………………………………………. 9 Job Rewards Matrix …………………………………………………………………………………………………………………………….. 11 Table - Work Activities ………………………………………………………………………………………………………………………... 12 Internal Labor Market …………………………………………………………………………………………………………………………. 16 Table - Transition Probability Matrix ………………………………………………………………………………………………...... 17 Table - Transition Probability Matrix Forecasting ………………………………………………………………………………... 17 Table - Employment Projections ………………………………………………………………………………………………………….. 17 Transition Analysis ………………………………………………………………………………………………………………………………. 18 Labor Market Findings …………………………………………………...
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...Outcome Goals for Staffing Knowing that the company has a 20% turn over in Full Time Employees and an average 15% turn over in Part Time Employees, I believe they should assess their mix of full and part time staff. It would be beneficial and potentially cost saving if the company can increase its part time staff, reduce full time staff, thus, if all things remain constant, realize a lower turnover ratio while paying less in overall benefits and compensation by changing the mix of employees. Determining the proper mix of staffing efficiently will be a key driver in the overall HR process and hiring outcome and should be a long term goal of the company to keep a focus on turn over ratio and cost savings. While still retaining the ability to move a part time employee into a full time position, a full time associate into a management position, etc. Being mindful that the company has an aggressive plan to open 15 stores per year over a projected 5 year period, the immediacy of hiring quality associates is a priority. The company needs to establish a proper advertising and recruitment plan (both internal and external), with specific time tables to act upon resumes, schedule interviews, process any necessary testing, and begin training qualified job applicants for their positions. Not only does this need done in the Short Term to ensure a smooth and continual placement process of proficient associates to keep with the level of ‘customer service’ that Chern’s desires to effect...
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...Talent Philosophy After reviewing Chern’s business strategies and competitive advantages our consultants have come up with four recommendations to create a more formal talent philosophy. 1. Create a long term career environment for employees 2. Value the ideas and contributions of people with diverse ideas and perspectives 3. See employees as assets to the company 4. Incorporate ethical principles for employees to follow Human Resources Strategy In order to develop a human resource strategy; there must be a linkage of the entire human resource function with the firm’s business strategy in order to improve business strategy execution. The first recommendation was to create a long-term career environment. By focusing on creating a long-term career environment enforces Chern’s family oriented atmosphere. This focus will allow employees to feel part of the business and a team. Having a long-term career vision will also reduce unwanted turnovers because employees will be able to see growth with the company. The second recommendation was to value the ideas and contributions of people with diverse ideas and perspectives. In an increasingly competitive marketplace, businesses having a diverse workforce can further a company's goals. Diverse ideas and perspectives allow the company to gain a competitive edge by differentiating themselves from competitor. The third recommendation is to see employees as assets to the company. Employees represent the company by dealing...
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