3. Nature of Staffing
Definition
“Staffing is the process of acquiring, deploying, and
retaining a workforce of sufficient quantity and quality to
create positive impacts on the organization’s effectiveness.”
Implications of definition
Acquire, deploy, retain
Staffing as a process or system
Quantity and quality issues
Organization effectiveness
4. What is Staffing Strategy?
Definition
Requires making key decisions about
acquisition, deployment, and retention of a company’s
workforce
Decisions focus on two areas
Staffing levels
Staffing quality
6. Different Types of Recruitment Models
Contingency Hiring
Retained Search
Exclusive Requirements
Recruitment Process Outsourcing(RPO)
Outplacement
Executive Search
7. Different Types of Recruitment Models
Different companies have different hiring needs. So depending on level of
engagement, exclusivity, long term prospects and other factors many different
recruitment models are followed in the market.
Contingency Hiring: In contingency hiring whenever a company comes across any
requirement it gives it to many consultants at the same time and asks all of them to
send resumes. Only the consultant whose candidate is offered gets money from the
company. Here recruiters don't get any assured and fixed salary. Their revenue
depends entirely on whether they can make offers or not. As risk factor is high
here, consultants charge more percentage for such type of recruitment. Generally a
company pays in terms of a specific percentage of CTC of the candidate. This is the
most prevalent way of recruitment.
Retained Search: Here a recruitment consultant works exclusively for a specific
requirement and payment is divided into two parts. He is paid a fixed amount by the
company for search activity. It is called retainer fee. Other than that if he makes
offer he gets more money. For recruitment of senior executives like CEO, Sales head
very focused approach is required, so this method is preferred.
8. Different Types of Recruitment Models
Exclusive Requirements: Sometimes companies give some requirements exclusively to
recruiters. Here recruiter assures the client to close the position within specific date, if he cant
close the position by that time he needs to either close the position with lesser commission or
bear some other penalty. All the conditions are clearly decided before the contract. Here
percentage of commission is less than contingency hiring because there is no competition.
Recruitment Process Outsourcing(RPO): RPO model is gaining lot of popularity recently. Here a
company outsources whole recruitment process to another consultant. Some people from the
consultant side seat in the company itself and manage the whole process by themselves. The
sources can either sit in the client place or in their own office. Here RPO partner is responsible
for closing all the requirements. They take care of the whole recruitment process right from
sourcing, scheduling, interviews, offer to joining's. The benefit for the company is that- they
don't have to manage their own recruitment team which reduces costs. But on the other hand
risk is high, because if consultants don't understand the company culture and hiring plans
properly it can get disastrous also. So companies should be careful while choosing recruitment
partners. Because we are talking about high scale and longer duration engagement here.
9. Different Types of Recruitment Models
Outplacement: Outplacement came into picture during recession period. Here If
a company wants to lay off some people employees to cut costs, they can hire a
consultant to place those employees in other companies. The recruitment cost is
borne by the current employer. Outplacement is not very popular till now.
Executive Search: Executive search teams only focus on senior level i.e. :
CEO, CTO, Sales head and similar kind of requirements. Method of sourcing for
such positions are quite different from junior level requirements. Here number
of potential candidates are less and they don't prefer to show their resume on
the portals. So head-hunting, searching in networking sites and personal
networks help a lot. For such requirements commission is much higher. Executive
search teams do retained search activity also.
10. Other two types
Permanent
staffing
• Here after recruitment the candidate stays in the company payroll as
a permanent employee
Temporary
staffing
• In case of temporary staffing/ contract staffing the candidate
remains in the payroll of the consultant and works with the company
for a limited time period. Companies generally prefer this model if
the project is small or uncertain. Again it reduces their long term
costs also. So this model is gaining good popularity now a days
Both permanent and temporary staffing can be applied to all the above
recruitment models.
11. The Four Staffing Models
Staffing Quantity (Levels)
Staffing Quality (Person/Job Match
- Person/Organization Match)
Staffing System Components
Staffing Organizations
12. Staffing Quantity: Levels Model
The head-count portion of the staffing. It is projected staffing requirements
compared to projected staffing availability. It can lead to over staffing, under
staffing, and full staffing.
Over staffing
When availabilities exceed requirements; Signals the need to slow down or even halt
recruitment, as well as to take steps that will actually reduce head count, such as reduced
workweeks, early retirement plans, or layoffs.
Under staffing
When requirements exceed availabilities; The organization will have to gear up its staffing
efforts, starting with accelerated recruitment and carrying on through the rest of the
staffing system. It may also require development of retention programs that will slow the
outflow of people, thus avoiding costly "turnstile" or "revolving door" staffing.
Fully staffing
When requirements match availabilities
13. Staffing Quality (Person/Job Match -
Person/Organization Match)
Staffing Quality:
Person/Organization Match Model
When organizations seek to
determine how well the person fits
or matches not only the job but
also the organization and when
applicants assess how well they
might fit into the organization in
addition to how well they match
the specific job's requirements and
rewards.
Staffing Quality: Person/Job Match
Model
The job has certain requirements and
rewards associated with it. The
person has certain
qualifications, referred to as
KSAOs, and motivations. There is a
need for a match between the person
and the
job. To the extent that the match is
good, it will likely have a positive
impact on HR outcomes, particularly
attraction of job applicants, job
performance, retention, attendance,
and satisfaction.
14. Four important points about person/job
match:
1. Jobs are characterized by their requirements
2. Individuals are characterized by their level of
qualifications
3. The likely degree of fit or match between the
characteristics of the job and the person is important
4. There are implied consequences for every match
15. Staffing System Components Model
•A system which involves the identification and
attraction activities by both the organization and the applicant. The organization seeks to
identify and attract individuals so that they become job applicants and the applicant
attempts to identify organizations with job opportunities through activities such as
reading advertisements.
Recruitment
•Assessment and evaluation of talent by the organizations though various selection
techniques (interviews, application blanks, and so on) to assess applicant and motivation
to determine if a good person/job match is likely.
Selection
•Involves decision making and final match activities by the organization and the applicant.
At that point, the organization must decide to whom it will make the job offer, what the
content of the offer will be, and how it will be drawn up and presented to the applicant.
Upon the applicant's acceptance of the offer, the final match is complete.
Employment
16. Staffing Organizations Model
Components:
Organizatio
nal Strategy
•-Mission and
Vision
•-Goals and
objectives
HR Strategy
•-Involves key
decisions about
size and type of
workforce to be
• Acquired
• Trained
• Managed
• Rewarded
• Retained
•-May flow from
organizational
strategy
-May directly
influence
formulation of
organization
strategy
Staffing
Strategy
•-An outgrowth of
the interplay
between
organization and HR
strategy
• -Involves key
decisions regarding
acquisition, deploy
ment, and retention
of organization's
workforce
• -Guide
development of
recruitment, selecti
on, and employment
programs.
Support
Activities
• Serve as
foundation
for conduct of
core staffing
activities
Core
Staffing
Activities
• Focus on
recruitment,
selection, and
employment
of workforce
Staffing and
Retention
System
Management
17. Creating a Staffing Model Plan
Step 1- Identify the critical skills and job roles needed to staff the
company. Develop a baseline staffing level, made up of staff
members whose absence would have significant impact on the basic
functioning of the business.
Step 2 - Identify gaps within the organization. Determine if critical
needs exist that are not being met with current staffing levels or if
any skill sets are needed which are not possessed by any current
employees of the company. Assess if the gaps can be filled with
internal actions such as transfers and cross training or whether
external recruitment efforts will be needed.
Step 3 - Forecast the future needs of the organization. Review the goals, mission
statement and strategic plan for your small business, to identify the areas in which
the company is expected to grow in the future. Consider any planned expansion to
product lines, new customers and market segments or the acquisition of
competitors, for example. Identify the additional staffing or skill sets needed to
achieve this level of growth and identify if the additional positions will increase the
permanent base staffing level or should be temporary to address a defined short-
term need.
18. Creating a Staffing Model Plan – Contd.
Step 4 - Account for absences, including both those which
can be controlled -- terminations, for example -- and
those which cannot be controlled, such as medical leaves.
Identify retirement-eligible staff and determine if actions
can to be taken to train other staff to replace those duties
when retirements occur or if the business will need to hire
from the outside.
Step 5 - Develop recruitment plans to address any issues that
cannot be dealt with through internal training and succession
planning. Consider when you will need to recruit to have essential
staff on board. For example, if you are recruiting staff with hard-
to-find skills, you may want to have an open recruitment and hire
staff members whenever you can find someone suitable -- even if
no gap exists -- to be sure you have appropriately skilled individuals
when you need them. Document the plans in writing, but adjust
them as changes to the business plan arise.
