Strategic Staffing

450 Pages·2014·9.243 MB·English

by  Jean M. Phillips, Stan M. Gully

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Jean M. Phillips • Stanley M. Gully
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Third Edition
Global Edition
Strategic Staffing
Jean M. Phillips
Rutgers University
Stanley M. Gully
Rutgers University
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ISBN 13: 978-1-292-07349-1
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ContentS
Preface 11
About The Authors 19
Chapter 1 Strategic Staffing 21
The Staffing Context 23
Defining Strategic Staffing 24
How Strategic Staffing Differs from Traditional Staffing 24
The Components of Strategic Staffing 27
Workforce Planning 27
Sourcing and Recruiting Talent 28
Selecting Talent 29
Acquiring Talent 29
Deploying Talent 30
Retaining Talent 30
Matchmaking Process 30
The Goals of Strategic Staffing 31
Identifying Staffing Goals 31
Evaluating the Staffing System 32
Integrating the Functional Areas of Human Resource Management 33
Training 34
Compensation 34
Performance Management 34
Career Development and Succession Management 35
The Organization of This Book 35
Summary  36  •  Takeaway Points  37  •  Discussion Questions  37
•  Exercises  37  •  Semester-Long Active Learning Project  38
•  Case Study Assignment: Chern’s  38  •  Endnotes  39
Chapter 2 Business and Staffing Strategies 41
A Resource-Based View of the Firm 42
What Is the Resource-Based View of the Firm? 43
Requirements of a Competitive Advantage 43
The Firm’s Business Strategy 44
Types of Business Strategies 45
Making Changes to the Firm’s Business Strategy—and Staffing 49
How the Organizational Life Cycle Affects Staffing 49
The Firm’s Talent Philosophy 50
Filling Vacancies or Hiring for Long-Term Careers 50
The Firm’s Commitment to Diversity 51
Applicants and Employees as Either Assets or Investors 51
The Firm’s Commitment to Ethical Behavior 53
Deriving the Firm’s Staffing Strategy 53
The Firm’s Strategic Staffing Decisions 55
Should We Establish a Core or Flexible Workforce? 55
Should Our Talent Focus Be Internal or External? 56
Should We Hire People with the Skills We Need or Train Them to Develop Those Skills? 58
Should Talent Be Replaced or Retained? 58
3
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4 Contents
Which Skills and What Level of Them Should We Seek? 58
Should We Pursue Proactive or Reactive Staffing? 59
Which Jobs Should We Focus On? 59
Is Staffing an Investment or a Cost? 60
Should Our Staffing Function Be Centralized or Decentralized? 61
Achieving a Competitive Talent Advantage 62
Summary  63  •  Takeaway Points  63  •  Discussion Questions  64 
•  Exercises  64  •  Semester-Long Active Learning Project  65
•  Case Study Assignment: Strategic Staffing at Chern’s  65  •  Endnotes  65
Chapter 3 The Legal Context 68
The Types of Employment Relationships 70
Types of Employees 70
Independent Contractors 73
Outsourcing 74
Laws and Regulations 74
The Laws Relevant to Staffing 75
Bona Fide Occupational Qualification (BFOQ) 80
Global Issues 81
Equal Employment Opportunity, Affirmative Action, and Quotas 81
Equal Employment Opportunity 81
Affirmative Action 82
Quotas 83
Enforcement Agencies 84
The Equal Employment Opportunity Commission (EEOC) 84
The Office of Federal Contract Compliance Programs (OFCCP) 85
The Bases for Employment Lawsuits 87
Disparate Treatment 87
Adverse (or Disparate) Impact 88
Defending Failure-to-Hire Lawsuits 91
Fraudulent Recruitment 91
Negligent Hiring 92
Negligent Referral 93
Trade Secret Litigation 94
Sexual Harassment 95
EEOC Best Practices 95
Barriers to Legally Defensible Staffing 95
General Barriers 96
Specific Barriers 97
Summary  98  •  Takeaway Points  99  •  Discussion Questions  99
•  Exercises  99  •  Semester-Long Active Learning Project  100
•  Case Study Assignment: Strategic Staffing at Chern  100  •  Endnotes  100
Chapter 4 Strategic Job Analysis and Competency Modeling 104
Job Analysis and the Strategy Behind It 106
Types of Job Analyses 106
The Legal and Practical Reasons for Doing a Job Analysis 108
Job Descriptions and Person Specifications 109
Common Job Analysis Methods 110
The Critical Incidents Technique 111
The Job Elements Method 111
Interview Methods 112
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Contents 5
The Task Inventory Approach 112
The Structured Questionnaire Method 113
Planning a Job Analysis 113
Time and Resources 115
Identifying Job Experts 115
Identifying Appropriate Job Analysis Techniques 115
Conducting a Job Analysis 115
Get the Support of Top Management 116
Communicate the Purpose of the Job Analysis to All Participants 116
Collect Background Information 116
Generate the Task Statements 117
Generate the KSAOs 118
Form the Job Duty Groupings 121
Link the KSAOs Back to the Job Duties 121
Collect Critical Incidents 121
Weight the Job Duties 122
Construct a Job Requirements Matrix 123
Write the Job Description and Person Specification 123
Other Methods: Competency Modeling and Job Rewards Analysis 125
Competency Modeling 125
Job Rewards Analysis 127
Summary  130  •  Takeaway Points  130  •  Discussion Questions  131
•  Exercises  131  •  Semester-Long Active Learning Project  132
•  Case Study Assignment: Strategic Staffing at Chern’s  132  •  Endnotes  132
Chapter 5 Forecasting and Planning 135
The Workforce Planning Process 137
Forecasting A Firm’s Labor Demand 138
Seasonal Forecasts 139
Interest Rate Forecasts 139
Currency Exchange Rate Forecasts 139
Competition-Based Forecasts 140
Industry and Economic Forecasts 140
Legal Factors 140
Other Factors 140
Internal Forecasting Tools 141
Forecasting a Firm’s Labor Supply 145
Forecasting the Internal Labor Market 145
Forecasting the External Labor Market 150
Resolving the Gaps Between the Firm’s Labor Supply and Labor Demand 151
Dealing with a Temporary Talent Shortage 151
Dealing with a Persistent Talent Shortage 152
Dealing with a Temporary Employee Surplus 153
Dealing with a Persistent Employee Surplus 153
Staffing Planning 153
How Many People Should Be Recruited? 154
What Resources Are Needed? 156
How Much Time Will It Take to Hire the Employees? 157
Summary  158  •  Takeaway Points  158  •  Discussion Questions  159
•  Exercises  159  •  Semester-Long Active Learning Project  160
•  Case Study Assignment: Strategic Staffing at Chern’s  160  •  Endnotes  160
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6 Contents
Chapter 6 Sourcing: Identifying Recruits 162
What Is Sourcing? 163
What Makes a Recruiting Source Effective? 164
What Recruiting Sources Exist? 164
Internal Recruiting Sources 165
External Recruiting Sources 167
Employee Referrals 167
Creating a Sourcing Plan 179
Profiling Desirable Employees 179
Performing Ongoing Recruiting Source Effectiveness Analyses 180
Prioritizing Recruiting Sources 181
Sourcing Nontraditional Applicant Pools 182
Workers with Disabilities 183
Older Workers 183
Welfare Recipients 184
Global Sourcing and Geographic Targeting 184
Global Sourcing 185
Geographic Targeting 185
Summary  187  •  Takeaway Points  187  •  Discussion Questions  187
•  Exercises  188  •  Semester-Long Active Learning Project  188
•  Case Study Assignment: Strategic Staffing at Chern’s  188  •  Endnotes  188
Chapter 7 Recruiting 192
What Is Recruiting? 193
How Applicants React to Recruiting? 194
Fairness Perceptions 194
Spillover Effects 194
What Makes a Recruiter Effective? 195
The Recruiter’s Characteristics 196
The Different Types of Recruiters 198
Other Factors Influencing a Recruiter’s Effectiveness 200
Training and Developing Recruiters 202
Recruiting Knowledge 202
Interpersonal Skills 202
Presentation Skills 202
The Organization’s Goals and Recruiting Objectives 203
Legal Issues 203
Multiple Assessments 203
Applicant Attraction 203
Recruiting Metrics 204
Setting Recruiters’ Goals 204
Giving Recruiters the Incentive to Meet Their Goals 205
Global Recruiting 205
Developing Applicant Attraction Strategies 205
Developing the Organization’s Image and Brand 206
Developing the Organization’s Employer Brand 206
Developing the Recruiting Message 208
Developing Realistic Job Previews 210
Developing Self-Assessment Tools 212
Timing the Disclosure of Information 213
Achieving Recruitment Consistency 214
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Contents 7
Developing a Recruiting Guide 214
Following the EEOC’s Best Recruiting Practices 214
Summary  215  •  Takeaway Points  216  •  Discussion Questions  216
•  Exercises  216  •  Semester-Long Active Learning Project  217
•  Case Study Assignment: Strategic Staffing at Chern’s  217  •  Endnotes  217
Chapter 8 Measurement 222
What Is Measurement? 224
Describing and Interpreting Data 224
Types of Measurement 224
Scores 225
Shifting the Normal Curve 228
Using Data Strategically 229
Correlations 229
Interpreting Correlations 232
Regressions 233
What are the Characteristics of Useful Measures? 235
Reliability 235
Standard Error of Measurement 239
Validity 240
Using Existing Assessment Methods 244
Selection Errors 246
Standardization and Objectivity 246
Creating and Validating an Assessment System 247
Benchmarking 247
Evaluating Assessment Methods 247
Summary  249  •  Takeaway Points  249  •  Discussion Questions  249
•  Exercises  249  •  Semester-Long Active Learning Project  251
•  Case Study Assignment: Strategic Staffing at Chern’s  251
•  Chapter Supplement  251  •  Endnotes  255
Chapter 9 Assessing External Candidates 257
The Firm’s External Assessment Goals 259
Maximizing Fit 259
Assessing Accurately 262
Maximizing the Firm’s Return on Its Investment in Its Assessment System 263
Generating Positive Stakeholder Reactions 264
Supporting the Firm’s Talent Philosophy and Human Resource Strategy 265
Establishing and Reinforcing the Firm’s Employer Image 265
Identifying New Hires’ Developmental Needs 265
Assessing Ethically 265
Complying with the Law 265
External Assessment Methods 266
Screening Assessment Methods 267
Evaluative Assessment Methods 274
Contingent Assessment Methods 285
Using Multiple Methods 288
Reducing Adverse Impact 288
Assessment Plans 289
Summary  291  •  Takeaway Points  291  •  Discussion Questions  291
•  Exercises  291  •  Semester-Long Active Learning Project  293
•  Case Study Assignment: Strategic Staffing at Chern’s  293  •  Endnotes  293
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8 Contents
Chapter 10 Assessing Internal Candidates 301
The Firm’s Internal Assessment Goals 302
Evaluating Employees’ Fit with Other Jobs 303
Enhancing the Firm’s Strategic Capabilities 303
Gathering Information with Which to Make Downsizing Decisions 303
Gathering Information with Which to Make Restructuring Decisions 304
Maximizing Fit 304
Assessing Accurately 305
Maximizing the Firm’s Return on Its Investment in Its Assessment System 305
Generating Positive Stakeholder Reactions 305
Supporting the Firm’s Talent Philosophy and Human Resource Strategy 306
Reinforcing the Organization’s Employer Image 306
Identifying Employees’ Developmental Needs 306
Assessing Ethically 306
Complying with the Law 306
Internal Assessment Methods 307
Skills Inventories 307
Mentoring Programs 308
Performance Reviews 308
Multisource Assessments 309
Job Knowledge Tests 310
Assessment Center Methods 310
Clinical Assessments 311
The Nine Box Matrix 311
Career Crossroads Model 311
Managing Succession 312
Developing a Succession Management System 313
What Makes a Succession Management System Effective? 315
Career Planning 315
Integrating Succession Management and Career Planning 318
Summary  319  •  Takeaway Points  320  •  Discussion Questions  320
•  Exercises  320  •  Semester-Long Active Learning Project  321
•  Case Study Assignment: Strategic Staffing at Chern’s  321  •  Endnotes  321
Chapter 11 Choosing and Hiring Candidates 324
Choosing Candidates 325
Combining Candidates’ Scores 325
Who Makes the Final Hiring Decision? 329
Legal Issues Related to Hiring Candidates 329
Job Offer Strategies 330
Creating a Job Offer 331
Compensation Decisions 332
The Employment Contract 334
Legally Binding Contracts 334
Common Contract Content 334
Additional Agreements 335
Presenting a Job Offer 336
Negotiating 338
Negotiating with New Hires 338
Renegotiating Contracts 340
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