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Staffing
the process of acquiring, deploying, and retaining a workforce of sufficient quantity and quality to create positive impacts on the organization's effectiveness.
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Implications of the definition of Staffing:
- -Acquire, deploy, retain
- -Staffing as a process or system
- - Quantity and quality issues
- -organization effectiveness
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9 Staffing Levels
- 1. Acquire or Develop Talent
- 2. Hire Yourself or Outsource
- 3. External or Internal Hiring
- 4. Core or Flexible Workforce
- 5. Hire or Retain
- 6. National or Global
- 7. Attract or Relocate
- 8. Overstaff or Understaff
- 9. Short or Long-Term Focus
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Four Staffing Quality Level Decisions
- 1. Person/Job or Person/Organization Match
- 2. Specific or general KSAOs
- 3. Exceptional or acceptable workforce quality
- 4. Active or passive diversity
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Person/Job match
Job's requirements and rewards match with the Person's KSAOs and motivation.
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HR Outcomes of a Person/Job Match and/or Person/Organization Match
- -Attraction
- -Performance
- -Retention
- -Attendance
- -Satisfaction, etc
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Person/Organization Match
The Organization's values, new job duties, ability of the person to perform multiple jobs, and long-term employment options matching with the Person's KSAOs and Motivation
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5 Staffing System Components
- 1. Applicant (person)
- 2. Organization (job)
- 3. Recruitment (identification and attraction)
- 4. Selection (assessment and evaluation)
- 5. Employment (decision making and final match)
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2 Components of Staffing Organizational Model
- 1. Organizational Strategy
- 2. HR Strategy
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The Organizational Strategy as a part of the Staffing Organizations Model's two components:
- 1. Mission and vision
- 2. Goals and objectives
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HR strategy involves
key decisions about size and type of workforce to be
- -acquired
- -trained
- -managed
- -rewarded
- -retained
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HR strategy may flow from
organizational strategy
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HR strategy may directly influence
formulation of organization strategy
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KSAO
- Knowledge
- Skills
- Abilities
- Other
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Human capital
Their KSAOs and their motivation to do the job
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Staffing quantity focuses on
levels
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Staffing quality focuses on
person/job and person/org match
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Staffing strategy
requires making key decisions about acquisition, deployment, and retention of a company's workforce
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The most prevalent form of employment relationship is
Employer-Employee Relationship
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Employer-employee relationship involves
an agreement between employer and employee on terms and conditions of employment (employment contract)
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Independent Contractors
are not considered employees, in a legal sense, of employer
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temporary employees
do not have special legal stature
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at-will employment
an employer can fire an employee, or the employee may leave the employer, at any time for any reason.
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3 Reasons we need laws and regulations in HR
- 1. Balance of Power
- 2. Protection of Employees
- 3. Protection of Employers
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What are the 5 sources of our laws?
- 1. Common Law
- 2. Constitutional Law
- 3. Statutory Law
- 4. Executive Order
- 5. Agencies
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5 EEO/AA Laws
- 1. Civil Rights Act of 1964
- 2. Age Discrimination in Employment Act (1967)
- 3. Americans with Disabilities Act (ADA) (1990)
- 4. Rehabilitation Act (1973)
- 5. Executive Order 11246 (1965)
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11 Issues outlined in the Civil Rights Act of 1964
- 1. unlawful employment practices
- 2. establishment of disparate impact
- 3. disparate treatment
- 4. mixed motives
- 5. bona fide occupational qualification (BFOQ)
- 6. Testing
- 7. Test Score Adjustments
- 8. Seniority and merit systems
- 9. Employment Advertising
- 10. Pregnancy
- 11. Preferential treatment and quotas
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5 Issues of the Age Discrimination in Employment Act of 1967
- 1. Prohibited age discrimination
- 2. BFOQ
- 3. Factors other than age
- 4. Seniority Systems
- 5. Employment advertising
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6 Issues covered by the ADA (Americans with Disabilities Act of 1990)
- 1. Qualified individuals with disabilities
- 2. they have to be able to do the essential job functions
- 3. Reasonable accommodation and undue hardship
- 4. Selection of employees
- 5. Medical exams for job applicants and employees
- 6. Affirmative Action
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Two issues covered by the Rehabilitation Act of 1973 and Executive Order 11246 of 1965
- 1. Prohibited discrimination
- 2. Affirmative Action
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The Civil Rights Act of 1964 prohibited discrimination against
race, color, religion, national origin, and sex.
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Age Discrimination in Employment Act of 1967 prohibited discrimination against
those age 40 and over
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ADA of 1990 prohibited discrimination against
a qualified individual with a disability
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the Rehabilitation Act of 1973 prohibits discrimination against
an individual with a handicap
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Executive Order 11246 of 1965 prohibits discrimination against
race, color, religion, national origin, and sex
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The enforcement agency behind the Civil Rights Act of 1964, the Age Discrimination in Employment Act of 1967, and the ADA of 1990 is
the EEOC (Equal Employment Opportunity Commission)
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The enforcement agency behind the Rehabilitation Act of 1973 and Executive Order 11246 of 1965 is
the DOL (Department of Labor) or the OFCCP (Office of Federal Contract Compliance Programs)
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disparate treatment involves
allegations of intentional discrimination where employer knowingly discriminated on a basis of specific characteristics
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Evidence of disparate treatment
may be direct, consist of mixed motive, or may be inferred from situational factors
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4 Situational Factors of Disparate treatment
- 1. Person belongs to a protected class
- 2. Person applied for, and was qualified for, the job
- 3. Person was rejected despite being qualified
- 4. Position remained open and employer continued to seek applicants after rejecting the qualified person
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Conciliation
When a charge is filed with the EEOC, there is an investigation to determine "reasonable cause," and if it is found, conciliation is pursued.
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Conciliation involves
voluntary settlement process or preferred method of settlement
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Mediation
neutral, third part mediates dispute to obtain agreement to resolve dispute
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Impairment
a physiological disorder affecting one or more of a number of body systems or a mental or psychological disorder
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BFOQ
Bona fide Occupational Qualification
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Right to sue letter
issued to the complaining party by the EEOC when they decide not to pursue a claim
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Immigration Reform and Control Act (1986)
prohibits employment of unauthorized aliens
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5 Public sector staffing practices
- 1. Open announcement of all vacancies
- 2. Large numbers of applicants
- 3. Legal mandate to test applicants only for job-related KSAOs
- 4. Limits on discretion in final hiring process
- 5. Right of applicants to appeal hiring decisions, testing process, or actual test content and method
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4 Examples of External Influences on Staffing
- 1. Economic Conditions
- 2. Labor Markets
- 3. Technology
- 4. Labor Unions
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Economic conditions effect on Staffing
- -economic expansion and contraction
- -job growth and job opportunities
- -internal labor market mobility
- -turnover rates
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Labor markets effect on Staffing
- -Labor demand: employment patterns, KSAOs sought
- -Labor supply: labor force, demographic trends, KSAOs available
- -Labor shortages and surpluses
- -Employment arrangements
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Technology's effects on Staffing
- -elimination or creation of jobs
- -changes in skill requirements
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Labor Unions effect on Staffing
- -Negotiations
- -Labor Contracts: staffing levels, staffing quality, internal movement
- -Grievance systems
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6 Labor Union Contract Clauses that affect Staffing
- 1. Management Rights
- 2. Jobs and job structure
- 3. External Staffing
- 4. Internal Staffing (job posting, lines of movement, seniority)
- 5. Grievance procedure
- 6. Guarantees against discrimination
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4 Part Process of Human Resource Planning
- 1. Forecast labor requirements
- compare
- 2. Forecast Labor availabilites
- 3. Determine gaps
- 4. Develop Action Plans
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HR Initial 5 Decisions
- 1. Strategic Planning
- 2. Planning time frame
- 3. Job categories and levels
- 4. Head count (current workforce)
- 5. Roles and responsibilities
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Two parts of the initial strategic planning decision
- 1. comprehensiveness
- 2. linkages with larger organizational mission
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The initial decision, job categories and levels asks the question:
What jobs will be covered by a plan?
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2 types of techniques for Forecasting HR Requirements
- 1. Statistical
- 2. Judgemental
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"top-down" approach
Managers at the top of the company determine staffing requirements and communicate their decisions to lower level employees.
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"bottom-up" approach
Lower level employees communicate their staffing requirements to top-level employees in order to determine the final staffing requirement.
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Markov Analysis
provides a means of analysing the reliability and availability of systems whose components exhibit strong dependencies.
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Limitations of Markov Analysis
Markov diagrams for large systems are generally exceedingly large and complicated and difficult to construct.
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4 Advantages of internal staffing
- 1. Positive employee reactions to promotion from within
- 2. Quick method to identify job applicants
- 3. Less expensive
- 4. Less time required to reach full productivity
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4 Disadvantages of internal staffing
- 1. No new KSAOs into the organization
- 2. May perpetuate current underrepresentation of minorities and women.
- 3. Small labor market to recruit from
- 4. Employees may require more training time
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4 Advantages of External staffing
- 1. new KSAOs
- 2. more minorities and women to draw from
- 3. Large labor market to draw from
- 4. less training time
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4 Disadvantages of External staffing
- 1. Negative reaction by internal applicants
- 2. Time consuming to identify applicants
- 3. Expensive to search external labor market
- 4. More time required to reach full productivity
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options for dealing with employee shortages
- Short term:
- -increase overtime or part time
- -temporary hires
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options for dealing with employee surpluses
- Short term:
- -freeze hires
- -reduce overtime or part-time
- Long term:
- -Layoffs
- -Retirement incentives
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What is the purpose of Affirmative Action Plans (AAPs)?
to remedy past discrimination
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Job family
a grouping of jobs, usually according to function
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Job category
a grouping of jobs according to generic job title or occupation
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job
a grouping of positions that are similar in their tasks and task dimensions
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Position
a grouping of tasks/dimensions that constitute the total work assignment of a single employee
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Task dimension
a grouping of similar types of tasks
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task
a grouping of elements to form and identifiable work activity
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element
the smallest unit into which work can be divided
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job analysis
process of studying jobs to gather, analyze, synthesize, and report information about job requirements
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What is a job requirements matrix?
A chart that identifies specific tasks, task dimensions and the importance (or % of time spent) on that task, as well as the KSAOs that are required for each task.
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Job description
- Includes:
- -Job family, job title, job summary
- -task statements and dimensions
- -importance indicators
- -Job context indicators
- -Date conducted
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Job specifications
describes KSAOs
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5 Methods of Collecting Job Requirements information
- 1. Prior Information
- 2. Observation
- 3. Interviews
- 4. Task questionnaire
- 5. Committee or task force
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4 Sources to be used when collecting Job Requirements info
- 1. Job analyst
- 2. Job incumbents
- 3. Supervisors
- 4. Subject matter experts
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task statements
objectively written description of the behavior or work activities engaged in by employees in order to perform the job
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task dimensions
involves grouping sets of task statements into dimensions, attaching a name to each dimension. (also referred to as "duties," or "responsibilities.")
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Competency
an underlying characteristic of an individual that contributes to job or role performance and to organizational success
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the "Great 8" Competencies
- 1. Leading
- 2. Supporting
- 3. Presenting
- 4. Analyzing
- 5. Creating
- 6. Organizing
- 7. Adapting
- 8. Performing
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Extrinsic rewards
- -external to the job itself
- -designed and granted to employees by the org
- -pay, benefits, work schedule, advancement, job security
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Intrinsic rewards
- -intangibles
- -experienced by employees as an outgrowth of doing the job
- -variety in work duties, autonomy, feedback, coworker and supervisor relations
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employee value proposition
the "package" or "bundle" of rewards provided to employees and to which employees respond by joining, performing, and remaining with the organization.
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Legal issues regarding job analysis:
- -you must do a job analysis and it must be for the job which the selection instrument is to be utilized
- -job analysis should be in writing
- -it should describe in detail the procedure used
- -job data should be collected from a variety of current sources by knowledgeable job analysts
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Legal issues regarding Essential Job Functions
- -fundamental job duties of the job of an individual with a disability
- -the reason the position exists is to perform the function
- -the incumbent is hired for their expertise or ability to perform that particular function
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