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Staffing Chapters 12 - 14
Staffing
Chapters 12 - 14
Chapter 12 – Final Match
External and Internal Recruiting
Initial assessment to identify job candidates from among job applicants
Substantive assessment to identify job finalists from among job candidates
Making the final decision and extending job offers
Chapter 12 – Final Match
Employment contract
Requirements for an enforceable contract
Offer (terms and conditions) Acceptance (acceptance with no contingencies) Consideration (value exchanged, promises)
Chapter 12 – Final Match
Oral and written contracts
Exceptions for oral contracts One-year rule (enacted within one year) Parole evidence (overruled if written
agreement exists)
Chapter 12 – Final Match
Disclaimers
Contingencies
Reneging – typically accepted except for “Unfulfilled Promises”(see Exhibit 12.7 also to lessen reneging)
Chapter 12 – Final Match
Unfulfilled promises
Breach of contract (intention to be legally bound)
Promissory estoppel (relied on promises to one’s detriment)
Fraud (no intentions of keeping promises)
Chapter 12 – Final Match
Application #1 – Making a job offer
Chapter 12 – Final Match
Job Offer Content Starting dateDuration of contractCompensation and BenefitsHoursSpecial Hiring Inducements
Bonuses, relocation, pay premiums, severance
Chapter 12 – Final Match Job Offer Content, cont’d
Restrictions on employee Confidentiality Non-compete agreement Dispute agreements Golden handcuff (payback agreement on
some premiums or inducements)Other terms and conditionsAcceptance terms
Chapter 12 – Final Match
Application #2 – Evaluating a hiring and variable pay plan
Chapter 12 – Final Match New Employee Orientation and
Socialization
Content (newcomer perspective) People Performance and job requirements Organization goals and values Politics Language/jargon History
Chapter 12 – Final Match Legal Issues
Authorization to work (Immigration Reform and Control Act (IRCA)
Negligent HiringEmployment-at-will
Chapter 12 – Final Match Negligent Hiring
Person causing harm was employeeEmployee incompetentEmployer should have know of incompetenceEmployer had legal duty to select competent
employeeHarm was a foreseeable consequence of
hiring unfit employeeHiring of unfit employee was proximate cause
of injury
Chapter 13 – Staffing Systems
Application #1 – Learning about jobs in staffing
Chapter 13 – Staffing Systems Generalist
Specialist
Strong association with Finance (see HRM Magazine, Sept. 2004, 48:9)
BA/BS, HRM; MBA or MS HRM
Chapter 13 – Staffing Systems …seeking a strategic Human Resources Generalist …The HR
Generalist will focus on providing operation and general HR management support to business unit partners and will play a pivotal role in the delivery and management of human resources initiatives.
The HR Generalist will possess a sound level of skill in all HR functional areas - Staffing, Compensation, Employee Relations, Performance Management, and Talent Management. The HR Generalist will work closely with customers and HR Colleagues to provide integrated solutions based on customer needs and will apply expertise to improve business processes and support critical business strategies.
Education and Background: Bachelor’s Degree in HR or Business related field 4 - 6 years experience in Human Resources – High Tech company experience preferable Strategic thinker and change agent Strong analytical skills Excellent communication and team work skills Customer focus
Relocation assistance may be provided for candidates outside the San Diego area….
Chapter 13 – Staffing Systems…seeking an experienced HR Recruiter out of
its Irvine, CA office. The HR Recruiter will provide staffing support for open positions throughout the organization; assist with the recruitment of high potential …candidates through agencies, internet sourcing and internal referrals.
The ideal candidate will have 4-6 years of recruiting experience. Agency and corporate recruiting experience preferred. Experience recruiting sales candidates preferred. Ability to travel 40% required. BA/BS required ….
Chapter 13 – Staffing Systems …As HR Administrator, you will provide support in the recruitment of
highly-skilled men and women who will be a credit to …. Hiring managers will look to you as a resource to satisfy their staffing needs through a “best practices” approach. You’ll use your strategic skills and great organizational abilities to support …as a world-class employer. This will include managing content on our career web site, partnering with our recruitment ad agency, and playing a key role in superior candidate and new hire communication. You’ll administer our annual performance management process, lead HQ and company-wide safety programs and also oversee company-wide compliance with required legislative postings,.
To qualify for this high impact position, you must have at least three years’ successful staffing and recruiting experience for a top-notch organization, along with a background in HRIS. Excellent communication, listening, organizational, and customer service skills are a must, as is knowledge of Dreamweaver, MS Word, and Excel. A Bachelor’s degree is preferred. HR certification is a plus. ….
Chapter 13 – Staffing Systems …Student Programs Staffing Specialist opportunity.
Qualified candidates must have a solid professional business background and an MBA/MS/MA, as well as coursework in finance, quantitative analysis and statistics; professional experiences in staffing, human resources, consulting, and/or organizational development; ability to prioritize and simultaneously manage multiple projects/programs; proactive risk-taker in order to identify larger-scale, complex systems problems; formulate solutions; and partner with technical customers and other business organizations in implementing the results; ability to learn about …programmatic goals, key technologies, and mission areas; excellent written and verbal communication skills, and an understanding of staffing and employee sourcing; experience with PeopleSoft;
Chapter 13 – Staffing Systems …Student Programs Staffing Specialist opportunity,
cont’d.
strong interpersonal skills, both one-on-one and in group environments are key requirements, as is a strong customer orientation. Strength in consultation and listening is key; ability to demonstrate commitment, initiative, independent action, and versatility while embracing challenging and diverse assignments; experience in leadership, teamwork, negotiation, and coaching/mentoring and experience handling sensitive information and issues with judgment and discretion; ability to obtain a Department of Energy clearance is also required.
Chapter 13 – Staffing Systems
Application #2 Evaluating staffing process results
Chapter 13 – Staffing Systems Policies and procedures
Staffing levels Acquire v. develop talent (from ch. 1)
Staffing processes/approvals, etc
Link to Organizational goals
Customers (e.g., managers, job applicants satisfied with staffing process)
Chapter 13 – Staffing Systems Evaluation of staffing processes (Exhibit
13.8)Applicants/VacancyYield ratio
candidates/applicants New hires/applicants Offers accepted/received
Time lapse Avg. days to offer; Avg. days to start
Retention Rate On job six mos./new hires On job one yr./new hires
Chapter 13 – Staffing Systems Legal Issues
Record keeping/tracking performance Staffing results Adverse Impact Manager satisfaction New hire satisfaction/Fairness (ex. 13.9) Keep information that can be used in
staffing decisions separate from information that can not be used
Staffing Audit
Chapter 14 – Retention
Why do people leave an organization?
Application #2 – Retention: Deciding when to act
Chapter 14 – Retention Types of Turnover
Voluntary Desirability of leaving (satisfaction, etc.) Ease of leaving (transfer KSAO, etc.) Alternatives (internal and external)
Involuntary Discharge Downsizing (“rightsizing,” “dumbsizing,”
etc.)
Chapter 14 – Retention Analysis of Turnover
Turnover rate = (#employees leaving/avg. #employees)x100
Chapter 14 – Retention Analyzing Turnover
Exit InterviewsPost-exit surveysEmployee Satisfaction surveys
Chapter 14 – Retention Cost/Benefit of Turnover (ex. 14.5) Cost
EconomicOtherReplacementTraining
BenefitPromotion opportunities, new thinking,
savings from no replacement, hire improved performer, etc.
Chapter 14 – Retention When is turnover a problem?
Application #1 - Managerial Turnover: A Problem?
Chapter 14 – Retention Manage desirability of leaving
Compensation systems Extrinsic/Intrinsic rewards, pay, benefits, etc.
Organizational justice Fairness in process and distribution of rewards
Intrinsic motivation Hire “right” person for the “right” job
CommunicationRetain/Train effective managers/supervisors
