...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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...HRM410 Course Draft and Final Version REQUIRED Template Student Name: /////// Instructions: • Use this required template for the Week 3 Draft of your project (your Handbook below must be 25% completed for full-points consideration) and 100% complete for the Week 7 final version. • Remember, this is a Staffing Handbook, not an Employee Handbook • Remember that no more than 10% of the completed Handbook can be from borrowed material (so plan accordingly on any borrowed material used in the draft). The majority of the Handbook must be original—meaning written by the student. ALL sources used (textbook, Internet, etc.) must be cited via proper APA citations (both in-text with quotation marks and a References section). This includes any forms or samples in the Handbook. Everything in the Handbook will count towards the “no more than 10% borrowed” requirement, including forms. It is advisable if you create these yourself. • See the Course Project tab for lengthier descriptions of each section. The specifics of the requirements of each section are NOT included here. • Text font can be no larger than 12. • You do not need to include a table of contents. • Be sure to insert your fictitious company name, where needed, in the Handbook below. • Your Handbook must be full 10-12 pages (not including this page, the cover page, or any reference page), double-spaced. You may single-space any forms or samples you create. • Note that the spacing placed between sections is for illustration...
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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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...HR Planning and Staffing: How are they connected? We hear the statement: “HR Planning is the foundation of staffing under the new PSEA”. But what does this mean and how do we make it happen? Background HR planning is a generic term that can have many different meanings. For the purposes of this discussion, we mean the following: HR planning is a process that identifies current and future human resources needs for an organization to achieve its goals. It means forecasting an organization’s future demand and supply for employees, based on its business needs; and subsequently developing and employing the strategies required to meet these needs. It involves a gap analysis between current HR supply and future demand. Strategies are then developed to address the gap and may involve recruitment, internal staffing, development, training, contracting and partnering, and activities relating to downsizing. “Forecasting future needs” implies understanding the future business directions of the organization so that the HR needs can be appropriately identified. HR planning can be conducted at the organization level or at any component level but a key to success is always understanding and linking to business direction. HR Planning always starts with understanding the business needs of the organization. There may also be a need to further develop and refine plans for the strategies that are going to be employed and this may result in separate, or integrated, staffing plans, training plans etc...
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...HUMAN RESOURCES HR STRATEGY THAT SUPPORTS YOUR BUSINESS GOALS MMC provides strategic staffing services through dedicated staffing partnerships and workforce management solutions. Our enterprise approach focuses on uncovering what drives your resource needs so that we can provide the staff, training, support resources and expertise to help you accomplish your business goals. As a tier one staffing partner for large integrators for over 15 years, MMC knows what it takes to build a world-class HR organization. We work closely with your HR team to help make your workforce more flexible and responsive to your company’s needs. AREAS OF EXPERTISE 401(k) Administration Compensation Benefits Employee & Labor Relations HR Administration HRIS HR Management Organizational Development Talent Acquisition & Recruiting Training & Development INDUSTRIES SERVED Financial Services Healthcare Information Technology Insurance Public Sector Retail Telecommunications Transportation Realize the Benefits of a World-Class HR Organization • Leverage 15+ years of experience and best practices with tier one staffing partners • Greater quality resources, trained and ready to work • More flexibility to manage your workforce HUMAN RESOURCES SERVICES Work-Ready HR Professionals Whether your HR team needs help with unanticipated increases or decreases in staffing needs, MMC can quickly provide experienced HR professionals to build project teams or assist with transition planning and separation...
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...Running Head: HR STATISTICAL TECHNIQUES HR Statistical Techniques HRM/558 January 23, 2012 HR Statistical Techniques Ayles Networks is an IT networking company employing over 3,000 people across the Southwestern United States. Although, centrally located, the Human Resources (HR) office is up to 500 miles from several corporate offices. The HR department has been tasked with using HR statistical techniques to assess the effectiveness of current staffing, training, and HR assessments (University of Phoenix, 2011). The HR department will identify the type of data needed, the application of t-test, ANOVA, and regression analysis statistical techniques will be discussed and additional techniques will be reviewed. Required Data Testing of hypotheses is the basis for research and that results in statistical findings. A null hypothesis is presumed true until proven otherwise by statistical testing. If the null hypothesis is rejected then the alternative hypothesis is accepted. To begin statistical testing to determine the effectiveness of training and staffing programs requires several types of data including current and required staffing levels, labor availability, and skill sets data is required for each position and location. Results of hiring and promotion assessments such as pre-employment, selection, required training, and performance evaluation scores are also required. T-test A t-test is used to evaluate the differences in means between two groups...
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...Recommendations Summary Appendices History of MPS Group MPS Group is a Jacksonville, Florida company that provides consulting and staffing services in the areas of information technology, finance and accounting, law, e-business, human capital automation, engineering, executive search, and workforce management. After becoming a regional power in the early 1990s, the company has engaged in an aggressive acquisition campaign, rolling up scores of temp agencies across the country and transforming itself into a national staffing firm large enough to rival much better known Manpower and Kelly Services. MPS Group has sold off its clerical staffing business, the traditional base of the temp industry, in favor of higher margin professional and technical placement. Aside from its extensive North America operation, MPS also operates in the United Kingdom and continental Europe. Originally a provider of temporary employees of all categories and job skills, the firm has grown to become one of the world’s largest providers of white-collar staffing services. While temporary staffing accounts for less than 2 percent of the total employment market, MPS Group’s 2008 revenue exceeded the $2 billion mark. MPS Group has several brands offering a wide range of staffing and solutions to businesses in North America and Europe: Accounting Principals provides professionals for the financial sector; Soliant Health provides temporary doctors, nurses...
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...activities - seen as a new term for ‘personnel management’ * Distinctive approach to the management of people: distinct from personnel management - a distinct philosophy * Organizational Assets: Physical, Financial, Intangible, Human * Old Myths about HRM Old Myths | New Realities | People go into HR because they like people. | HR departments are not designed to provide corporate therapy or as social health-and -happiness retreats. HR professionals must create the practices that make employees more competitive, not more comfortable. | Anyone can do HR. | HR activities are based on theory and research. HR professionals must master both theory and practice. | HR deals with the soft side of a business and is therefore not accountable. | The impact of HR practices on business results can and must be measured. HR professionals must learn how to translate their work into financial performance. | HR focuses on costs, which must be controlled. | HR practices must create value by increasing the intellectual capital within the firm. HR professionals must add value, not reduce costs. | HR’s job is to be the policy police and the health-and-happiness patrol. | The HR function does not own compliance...
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...Human Resource Management Roles When the term "human resources" comes to mind, one may consider functions, such as only payroll or staffing. However, the human resources department, or commonly known as HR, serves as the centralized organization for any company regardless of its size. Whereas two important functions of HR include payroll and staffing, HR encompasses additional functions, such as in recruitment, planning, training, performance appraisals, and compensation. Amit Bhagria (2010) states one of human resources most important tasks is recruitment or staffing. A company uses HR to maintain an application database of qualified applicants from which they can fill a position at any time. This task may also include applicant assessments, scheduling interviews, and sending job offers or denials. Once hired, these employees eventually will need training and development. HR handles and coordinates training in a variety of methods. Employees may need training on an individual basis for a job-related performance need. A department may receive training specific to the function it performs, or a corporate procedure could require employees to participate in a computer-based training event. HR could schedule and release the training materials for each of these examples. As an employee progresses in training and skill, HR will be involved in his or her performance reviews and pay increases. On the other hand, if an employee is not performing satisfactorily, he or she may...
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...Group: 2 Research Project Factors of HR Planning Affecting Company’s Competitive Advantage Prepared By: Trishita Chowdhury 081 358 030 Tahmina Jahan 082 302 030 Sharmin Akhter Khan 082 635 030 Tahasin Ali 093 0523 530 Tania Sultana 093 0541 030 Md. Abu Sayed 093 0216 030 Naved Mohammad Khan 101 0549 530 Prepared By: Trishita Chowdhury 081 358 030 Tahmina Jahan 082 302 030 Sharmin Akhter Khan 082 635 030 Tahasin Ali 093 0523 530 Tania Sultana 093 0541 030 Md. Abu Sayed 093 0216 030 Naved Mohammad Khan 101 0549 530 Prepared For AKM Mominul Haque Talukder (MHT) Senior Lecturer Course: Human Resource Planning Course Code: HRM 360 North South University Date of Submission: 11th April 2012 April 09, 2012 A.K.M. Mominul Haque Talukder Senior Lecturer, School of Business & Assistant Proctor North South University Bashundhara, Dhaka 1229 Dear Sir, Subject: Research Report on Level of Satisfaction of the employees of Avery Dennison. We have the honor to present to you the research report entitled ‘Factors of Human Resource Planning Affecting a Company’s Competitive Advantage’. The main purpose of this report was to assess the relationship between the seven different variables of human...
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...PART 1 The Nature of Staffing Chapter One Staffing Models and Strategy The Staffing Organizations Model Organization Missions Goals and Objectives Organization Strategy HR and Staffing Strategy Staffing Policies and Programs Support Activities Legal compliance Measurement Job analysis and rewards Core Staffing Activities Recruitment: external, internal Selection: planning, external, internal Employment: decision making, final match Staffing System and Retention Management CHAPTER 1 STAFFING MODELS AND STRATEGY LEARNING OBJECTIVES After reading this chapter, you will be able to: • Define staffing and outline the implications of the definition • Explain how organizational effectiveness is determined by both staffing levels and the quality of labour • Describe the five models of staffing • List the 13 strategic staffing decisions that any organization is confronted with • Understand the complexity of ethics in staffing decisions and use suggestions to assist in making ethical staffing decisions Staffing is a critical organizational function concerned with the acquisition, deployment, and retention of the organization’s workforce. This chapter begins with a look at the nature of staffing. This includes a view of the “big picture” of staffing, followed by a formal definition of staffing and the implications of that definition. Examples of staffing systems for a Canadian Astronaut recruitment campaign, store level human resource managers, and direct sales...
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...administration of a staffing system involves: • The creation of a staffing structure – The type of staffing organization can vary greatly from one company to another. How the staffing function is structured depends on the company's size, type, strategy, budget, and staffing needs. In small organizations, all staffing may be handled by the owner or general manager. In mid-sized organizations, one or more HR generalists may be responsible for handling staffing along with a variety of HR duties. In large organizations, complex staffing departments with dedicated professionals may be created to handle extensive staffing needs. Other key decisions include the option of having a centralized or decentralized staffing function (discussed previously in this course) or whether to outsource some or all staffing functions. • The establishment of written policies and procedures to manage the staffing system – Established guidelines help to keep the staffing system operating according to the staffing strategy. When there are clear, consistent policies and procedures to follow, the intent of the staffing function is clear. This keeps everyone playing by the same rules with the same focus in mind. • The selection, implementation, and administration of staffing system technology – There are many types of technology available to help make the staffing function more efficient and effective. The careful consideration of staffing related technology can help ease the administrative burden of this HR function...
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...Agency HR Plan HRM/552 Travel Agency HR Plan In a hectic place like a travel agency, its HR department also has a lot of things to do. HR department’s dilemma arises from the failure to establish a clear picture of its goal and objectives. In line with this, a strategic plan is required to link the HR Department to the organization’s objectives. This paper tackles about the HR department’s functions and challenges in a travel agency. Furthermore, the HR metrics, and planning procedures and also the staffing and selection procedure are pointed out. HR Functions and Challenges The challenging atmosphere of a travel agency gives various challenges for the HR Department. Its HR tasks consist of staffing, payroll, training, developing, and promoting. The challenges are ascertaining rules align with the company’s needs and goals, adjusting newly hires to the organization and facilitate any inconsistency that occurs. With a developing organization, the HR department also has a task on seeking sufficient aspiring employees that will fill the 50 vacancies to meet the company’s needs. Even if the HR department is undermanned which aggravates its problems, it is still expected on the department to find sufficient employees who meet the company’s criteria and qualifications. HR Metrics and Senior Management The objective of HR metrics is to calculate the performance of the HR department, which is directly connected to the HR functions. Each function the HR conducts...
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...Case Study 2 1. Yes, I do believe that a program of HR metrics and workforce analytics would be useful in Regional Hospital because it will help them improve organizational effectiveness. By having a HR metric and workforce analytics program put into place Regional Hospital will be able to solve their staffing problem. 2. The opportunities I see regarding “where” and “how” metrics and analytics might be applied is by gathering data on the number of employees and patients during each shift (morning, evening, and night). With this data I would then use workforce analytics to help identify ways to match optimal skills and number of employees to the appropriate shifts at Regional Hospital. 3. Three analysis and associated metrics I think maybe useful are data mining, predictive analysis and operational experiments. Data mining will help Regional Hospital’s staffing issue by enhancing decision making through the use of correlations and multiple regression methods to identify patterns in the hospital’s data set. This in turn will help identify unrecognized causal mechanisms. Productive analysis will help Regional Hospital develop models of organizational systems to better help predict the future outcomes and gain an understanding of the consequences of hypothetical changes within the organization. Lastly, operational experiments will allow the hospital to implement their new HR metrics and workforce analytics program in the organization to see if it is successful or not....
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...Portsmouth, NH 2012 – Present Advanced Energy, LLC Global HR Director/Strategic Business Partner • Direct report to VP/GM global $300M surgical technologies business unit – HR/OD strategy. • Focus on 200 person commercial team – transition from distributorship model to B2 B direct sales. • Part of new leadership team – long-term strategic goal: $1B annual revenues by 2020. • Aggressive expansion plans in underserved surgical markets: India, China, and South America. • Executive staffing, succession planning, leadership development and talent management focus. • Driving unique high-performance culture setting the bar for MDT in double digit growth model. NYPRO, INC. Clinton, MA 2009 – 2012 Healthcare Global Business Unit $1.4B Global Medical Device Manufacturer Global Director, Human Resources • Sr. HR Executive for Healthcare Global Business Unit – reported to GBU Group President • Lead Global HR Teams in Hong Kong, Europe, Mexico, Puerto Rico and United States (Chicago IL, North Carolina, and Massachusetts) • Managed HR/OD/Compensation/Training and Strategic Staffing support/services for all locations • Strategic Business Partner to Healthcare Global Business Unit – Executive Leadership Team member – HR partner for strategic planning • Developed short and long-term...
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