Hr- Test 1

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competitive advantage

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is something that a company can do differently from its competitors that allows it to perform better, survive, and succeed in its industry

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Every company’s employees create, enhance, or implement the company’s

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competitive advantage

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Where do these employees come from?

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It all begins with the staffing process

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Staffing outcomes

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determine who will work for and represent the firm, and what its employees will be willing and able to do.

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Staffing

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therefore influences the success of future training, performance management, and compensation programs as well as the organization’s ability to execute its business strategy.

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Strategic Staffing?

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The process of staffing an organization in future-oriented and goal-directed ways that support the organization’s business strategy and enhance organizational effectiveness.

-This involves the movement of people into, through, and out of the organization.

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Traditional staffing:

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-Less tied to strategy

-More reactive and more likely to be done in response to an opening

-Lacks continuous improvement effort

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Strategic staffing systems incorporate

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-Longer-term planning

-Alignment with the firm’s business strategy

-Alignment with the other areas of HR

-Alignment with the labor market

-Targeted recruiting

-Sound candidate assessment on factors related to job success and longer-term potential

-The evaluation of staffing outcomes against pre-identified goals

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Workforce planning

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strategically evaluating the companies current lines of business, new businesses it will be getting into, businesses it will be leaving, and the gaps between the current skills in the organization and the skills it will need to execute its business strategy

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Sourcing talent

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locating qualified individuals and labor markets from which to recruit

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Recruiting talent

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making decisions and engaging in practices that affect either the number or types of individuals willing to apply for and accept job offers.

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Selecting talent

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assessing job candidates and deciding who to hire.

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Acquiring talent

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putting together job offers that appeal to chosen candidates and persuading job offer recipients to accept those job offers

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Deploying talent

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assigning people to appropriate jobs and roles in the organization to best utilize their talents

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Retaining talent

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keeping successful employees engaged and committed to the firm

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Workforce Planning

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The process of predicting an organization’s future employment needs and the availability of current employees and external hires to meet those employment needs and execute the organization’s business strategy.

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WF planning

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Usually involves both the hiring manager and a staffing specialist

Can be short-term and focus on an immediate hiring need

Can be long-term and focus on the organization’s needs in the future.

Workforce planning is better strategically the more it addresses both the firm’s short- and long-term needs.

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Sourcing

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locating qualified individuals and labor markets from which to recruit

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Recruiting

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: all organizational practices and decisions that affect either the number or types of individuals willing to apply for jobs and accept job offers

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Sourcing identifies

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people who would be good recruits. Recruiting activities entice them to apply to the organization and accept job offers, if extended

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Why Does One Company Succeed and Another Fail?

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Differences in their strategic, financial, and technological capabilities

Differences in organizational capabilities generated by attracting, retaining, motivating, and developing talented employees

Staffing therefore plays a central role in creating and enhancing any organization’s competitive advantage

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Staffing

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therefore plays a central role in creating and enhancing any organization’s competitive advantage

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Why Does One Company Succeed and Another Fail?

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Differences in their strategic, financial, and technological capabilities

Differences in organizational capabilities generated by attracting, retaining, motivating, and developing talented employees

Staffing therefore plays a central role in creating and enhancing any organization’s competitive advantage

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Staffing

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therefore plays a central role in creating and enhancing any organization’s competitive advantage

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Resource-Based View of the Firm

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Proposes that a company’s resources and competencies (including its talent) can produce a sustained competitive advantage by creating value for customers by:

-Lowering costs
-Providing something of unique value
-Or some combination of the two

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Resource-Based View of the Firm

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Focuses attention on the quality of the skills of a company’s workforce at various levels, and on the quality of the motivational climate created by management.

Human resource management is valued not only for its role in implementing a given competitive scenario but also for its role in generating strategic capability.

Staffing has the potential to create organizations that are more intelligent and flexible than their competitors, and that exhibit superior levels of cooperation and operation.

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Human resource management

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is valued not only for its role in implementing a given competitive scenario but also for its role in generating strategic capability.

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Staffing

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has the potential to create organizations that are more intelligent and flexible than their competitors, and that exhibit superior levels of cooperation and operation.

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Business Strategy

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how a company will compete in its marketplace

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Competitive advantage:

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anything that gives a firm an edge over rivals in attracting customers and defending itself against competition

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To have a competitive advantage

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a company must be able to give customers superior value for their money (a combination of quality, service, and acceptable price)

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Some Sources of Competitive Advantage

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Innovation: developing new products, services, and markets and improving current ones

Cost: be the lowest-cost provider

Service: provide the best customer support before, during, or after the sale

Quality: provide the highest quality product or service

Branding: develop the most positive image

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Innovation:

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: developing new products, services, and markets and improving current ones

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Cost:

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: be the lowest-cost provider

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Service:

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provide the best customer support before, during, or after the sale

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Quality:

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provide the highest quality product or service

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Branding:

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develop the most positive image

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Sources of Competitive Advantage

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Distribution: dominate distribution channels to block competition

Speed: excel at getting your product or service to consumers quickly

Convenience: be the easiest for customers to do business with

First to market: introduce products and services before competitors

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Distribution:

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dominate distribution channels to block competition

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Speed:

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excel at getting your product or service to consumers quickly

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Convenience:

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be the easiest for customers to do business with

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First to market:

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introduce products and services before competitors

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Business strategy involves the issue of how to compete, but also encompasses:

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The strategies of different functional areas in the firm

How changing industry conditions such as deregulation, product market maturity, and changing customer demographics will be addressed

How the firm as a whole will address the range of strategic issues and choices it faces

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Three Types of Business Strategy

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1. Cost leadership strategy:
2. Differentiation strategy:
3. Specialization strategy:

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Cost leadership strategy:

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be the lowest cost producer for a particular level of product quality (Wal-Mart, Dell, FedEx)

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Cost leadership strategy:

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Competitive advantage based on operational excellence: maximizing the efficiency of the manufacturing or product development process to minimize costs

This can only be achieved with trainable and flexible employees who avoid waste and lower production costs

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Differentiation strategy

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developing a product or service that has unique characteristics valued by customers and for which the firm may be able to charge a premium price: (Rolex, Lexus, Johnson & Johnson, Nike, 3M, Apple)

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Differentiation strategy:

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Competitive advantage based on product innovation

Southwest Airlines is both a cost leader and a differentiator.

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Specialization strategy:

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focus on a narrow market segment or niche and pursue either a differentiation or cost leadership strategy within that market segment (Starbucks, Red Lobster, Seiko)

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Specialization strategy:

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Competitive advantage based on customer intimacy: deliver unique and customizable products or services to meet their customers’ needs and increase customer loyalty

Consulting, retail and banking strive for customer intimacy

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Growth Strategy Definition:

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company expansion organically (happening as the organization expands from within by opening new locations) or through mergers and acquisitions

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Growth Strategy

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Success depends on the firm’s ability to find and retain the right number and types of employees to sustain its intended growth.

Organic growth requires an investment in recruiting, selecting, and training the right people to expand the company’s operations.

Mergers and acquisitions expand an organization’s business and can also be a way to acquire the quality and amount of talent a firm needs to execute its business strategy.

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Deriving Staffing Strategy

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An organization’s staffing strategy should be derived from and be clearly supportive of its overall human resource strategy.

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Staffing Strategy

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The strategies developed for each HR functional area should support the overall human resource strategy.

The strategy of each functional area of human resources should complement the strategies of the other areas as well as the organization’s higher-level human resource strategy.

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Organizational Life Cycle and Strategy Choice

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Growth-Maturity-Decline life cycle

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Strategy during growth phase

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Because they are less established and thus higher-risk employers, they often need to invest more money and resources in staffing to attract the talent they need to grow.

Because they lack a strong internal talent pool and need to add new employees as they grow, they frequently need to hire from outside the organization and tend to have an external talent focus.

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growth phase

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New and growing firms often pursue innovation or differentiation strategies to distinguish themselves from their competition

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maturity phase

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when products and services have fully evolved, and the product’s market share has become established

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Strategy during maturity phase

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The focus shifts to maintaining or obtaining further market share through cost leadership, often by streamlining operations and focusing on efficiency.

Because mature companies have a larger pool of internal talent from which to draw, the talent focus becomes more internal.

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decline phase

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markets are shrinking and business performance is weakening

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Strategy choice during decline phase

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Can pursue a cost-leadership strategy and allow the decline to continue until the business is no longer profitable
-Focus on reducing labor and other costs

Can try to make changes to revive the product or service
- If it chooses to try to change its product or service, the firm typically adopts a specialization or differentiation strategy
-This can change the talent mix needed

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The Firm’s Talent Philosophy

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A system of beliefs about how employees should be treated

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Human resource strategy:

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: the linkage of the entire human resource function with the firm’s business strategy in order to improve business strategy execution

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Staffing strategy:

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the constellation of priorities, policies, and behaviors used to manage the flow of talent into, through, and out of an organization over time

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Filling Vacancies or Hiring for Long Term

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If a company’s talent philosophy is to hire employees for long-term careers, it should focus on hiring people with both the potential and the desire to eventually be promoted.

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Talent Philosophy

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1.Do we people to contribute to the company over long term careers or do we want to focus on filling vancancies in the short term?

2.Do we value the ideas and contributions of people with diverse ideas and perspectives?

3.Do we see our employees as assests to be managed or employess as investors who choose where to allocate their time and efforts?

4.What are our ethical principles when it comes to our employees?

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The Firm’s Commitment to Diversity

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A firm can proactively recruit a diverse mix of workers and strive to incorporate diversity into its workplace--- or it can more passively allow diversity to “happen on its own”.

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If applicants and employees are thought of as assets

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, the staffing focus is on managing costs and controlling the asset.

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By contrast, if applicants and employees are thought of as investors

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rather than expenses, the focus is on establishing a mutually beneficial relationship in which the company invests in their resources.

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The Firm’s Commitment to Ethical Behavior

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A firm with a talent philosophy focused on maintaining high ethical standards will be more forthcoming and communicate more clearly with applicants and build trust among employees.

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Nine Elements of Staffing Strategy

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1.Do we want a core or flexible workforce?
-Core employees consist of workers considered to be central to what the organization does or produces.
-Flexible workers or contingency workers have less job security.
2.Do we prefer to hire internally or externally?
3.Do we want to hire for or train needed skills?
4. Do we want to replace or retain our talent?
5.What levels of which skills do we need where?
6.Will we staff proactively or reactively?
7.Which jobs should we focus on?
8.Is staffing treated as an investment or a cost?
9.Will staffing be centralized or decentralized?

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Human capital advantage:

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: acquiring a stock of quality talent creates a competitive advantage

Hiring and retaining outstanding people produces a stock of exceptional talent

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Human process advantage:

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: superior work processes create a competitive advantage. The firm’s work gets done in a superior way.

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How Can Legal Compliance Be Strategic?

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1.Avoid the expense of lawsuits
2.Avoid the negative public relations that comes with litigation
3.Allows companies to capitalize on the strengths of diversity and perform better because they focus more on performance and merit
4.Be better able to hire quality people from all segments of the labor force

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Why Do Employment Laws Exist?

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1.Because the employer typically has disproportionate power in the employment relationship

2.Help to promote fairness and consistent treatment among different employees by prohibiting unfair discrimination in employment and providing equal employment opportunity for everyone

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Complying With Employment Laws

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1.Enhances hiring quality
2.Enhances the firm’s reputation and image as an employer
3.Promotes fairness perceptions among job candidates
4.Reduces spillover effects (for example, rejected applicants not becoming customers or discouraging others from applying for jobs)
5.Reinforces an ethical culture
6.Enhances organizational performance by ensuring that people are hired or not hired based on their qualifications, not biases
7.Promotes diversity, which can enhance an organization’s ability to appeal to a broader customer base

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Types of Employment Relationships

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1.Employee:
2.Independent contractor:
3.Contingent workers

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Employee:

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someone hired by another person or business for a wage or fixed payment in exchange for personal services, and who does not provide the services as part of an independent business

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Independent contractor:

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: performs services wherein the employer controls or directs only the result of the work

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Contingent workers:

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any job in which an individual does not have a contract for long-term employment

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Ex. of Contingent workers:

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1.Temporary workers
2.Part-time workers
3.Seasonal workers
4.Leased workers
5.Outsourced work

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Employment at Will Definition:

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either party can terminate the employment relationship at any time, for any legal reason, with no liability as long as there is no contract for a definite term of employment.

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Employment at Will

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Following formal discipline and termination procedures whenever possible is still advised to help avoid discrimination and wrongful termination claims.

Best used as a legal defense to keep the organization from being forced to follow its own policies inflexibly.

Signing an employment application or to acknowledge receipt of an employee handbook produces a written record that the policy has been read and understood.

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Exceptions to Employment at Will

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Retaliatory discharge (NLRA protection)

Implied employment contract (when an employer’s personnel policies or handbooks indicate that an employee will not be fired except for good cause or specify a procedural process for firing)

Implied covenant of good faith and fair dealing (e.g., firing an employee to prevent their vesting in the pension plan next month)

Federal or state discrimination protection supersedes employment at will

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Criteria for At-Will Relationships

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1.Statement is clear

2.States that no company representative may change the relationship

3.Policies and practices are not intended to imply a contract

4.Statement is openly displayed

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Labor Unions

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1.Legally representing workers, organizing employees and negotiating the terms and conditions of union members’ employment

2.The conditions of employment are contained in a contract called a collective bargaining agreement or a collective employment agreement.

3.Employers may not discriminate against pro-union applicants.

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Four Union Models

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1.closed shop
2.union shop
3.agency shop
4.open shop

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closed shop

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exclusively employs people who are already union members. An extreme example is a compulsory hiring hall, where the employer must recruit directly from the union.

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union shop

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employs both union and non-union workers, but new employees must join the union within a specified time limit

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agency shop

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shop requires non-union workers to pay a fee to the union for its services in negotiating their contract.

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An open shop

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does not discriminate based on union membership in employing or keeping workers. Some workers benefit from a union or the collective bargaining process despite not contributing to the union.

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Labor Unions

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Legally representing workers, organizing employees and negotiating the terms and conditions of union members’ employment

-The conditions of employment are contained in a contract called a collective bargaining agreement or a collective employment agreement.

-Employers may not discriminate against pro-union applicants.

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Criteria for At-Will Relationships

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-Statement is clear

-States that no company representative may change the relationship

-Policies and practices are not intended to imply a contract

-Statement is openly displayed

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Equal employment opportunity:

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employment practices are designed and used in a “facially neutral” manner

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Affirmative action:

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the proactive effort to eliminate discrimination and its effects, and to ensure nondiscriminatory results in employment practices in the future

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An affirmative action plan

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describes in detail the actions to be taken, procedures to be followed, and standards to be adhered to, to establish an affirmative action program.

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Quotas:

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establish specific requirements that certain percentages of disadvantaged groups be hired to equalize their proportional representation in the company’s workforce with their proportions in the job and organization’s relevant labor market

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Equal Employment Opportunity Commission (EEOC)

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Enforces the following federal statutes:
Title VII of the Civil Rights Act
The Age Discrimination in Employment Act (ADEA)
The Americans with Disabilities Act (ADA)
The Rehabilitation Act
The Civil Rights Act
The Equal Pay Act

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Equal Employment Opportunity Commission (EEOC)

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The EEOC receives between 75,000 and 80,000 charges each year.
The agency pursues more than 400 (.005%) full-fledged lawsuits annually.
Even companies with large, sophisticated staffing functions are vulnerable.
The EEOC encourages and facilitates voluntary compliance through tailored programs to meet the needs of employers and through programs to educate the public on EEO laws.

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The Office of Federal Contract Compliance Programs (OFCCP)

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Part of the U.S. Department of Labor’s Employment Standards Administration.

Responsible for administering and enforcing three equal employment opportunity programs that apply to federal contractors and subcontractors:
Executive Order 11246 (later expanded by Executive Order 11375)
Section 503 of the Rehabilitation Act of 1973
The affirmative action provisions of the Vietnam Era Veteran’s Readjustment Assistance Act of 1974.

Ensures that federal contractors with at least 50 employees and who receive $50,000 or more in grants, goods, and services take affirmative action to promote equal employment opportunity and annually file appropriate affirmative action plans.

The OFCCP’s mission is to ensure non-discrimination, to expand opportunities, and to make sure that all employment decisions are inclusive and supportive of diversity.

Primarily relies on compliance reviews and complaint investigations.

Although the OFCCP does enforce affirmative action compliance, it focuses to a greater extent on class action discrimination.

Conducts systemic reviews of employers’ employment practices to search out discrimination.

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What Is an “Applicant?”

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The legal definition of an applicant is particularly important with regard to two employment law issues:

1.Only “applicants” may establish a prima facie case of unlawful discrimination regarding hiring decisions under state and federal discrimination statutes.

2.Employers must determine who qualifies as an “applicant” in order to identify the gender and race of all applicants to evaluate whether its hiring practices have an adverse impact on men, women, or minorities. 

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The question of who is an applicant

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is critical to establishing the proportions of the applicant pool belonging to different legally protected groups (e.g., sex, race, national origin, etc.).

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Understanding the definition of an applicant

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can help employers minimize risk and protect themselves from costly audit defense.

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How the OFCCP Defines “Applicant”

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The OFCCP considers a person applying via the Internet and related technologies to be an applicant if all four of the following criteria are satisfied:

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applicant if all four of the following criteria are satisfied:

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1.The individual submits an expression of interest in employment through the Internet or related electronic data technologies;

2.The contractor considers the individual for employment in a particular position;

3.The individual’s expression of interest indicates the individual possesses the basic qualifications for the position; and

4.The individual at no point in the contractor’s selection process prior to receiving an offer of employment from the contractor, removes himself or herself from further consideration or otherwise indicates that he or she is no longer interested in the position.

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Disparate Treatment definition

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The intentional application or administration of employment practices, including recruitment, in a discriminatory manner

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Disparate Treatment

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-Can be direct, for example resulting from a company’s policy to not hire older workers

-Can be inferred from situational factors or result from a combination of permissible and prohibited factors

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Inferring Disparate Treatment:
To establish this type of prima facie case of discrimination under the theory of disparate treatment, the plaintiff must show:

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1.That he or she belongs to a group protected from discrimination (race, gender, etc.).
2.That he or she applied for the job and was qualified for the job for which the employer was seeking applicants.

3.That despite being qualified he or she was rejected. (The plaintiff does not need to prove that he or she was rejected because of his protected status, only that despite his or her qualifications, he or she was rejected.)

4.That after being rejected, the position remained open and the employer continued to seek applicants whose qualifications were similar to those of the plaintiff.

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Inferring Disparate Treatment

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The burden then shifts to the employer to show that the discrimination is the result of a bona fide occupational qualification that is reasonably necessary for the normal operation of the business or the plaintiff wins the case.
If the employer shows that the discrimination is based on a business necessity, the plaintiff then has the opportunity to present evidence showing that the employer’s stated reason for the rejection was false and merely a pretext.
To establish a prima facie case, the plaintiff need not prove that discrimination was the motivating factor in the hiring or promotion decision, only raise an inference that such misconduct occurred.

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Mixed Motive Case of Disparate Treatment

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-Employer is accused of having both a legitimate and an illegitimate reason for making the employment decision.

-It is sufficient to show that a protected characteristic (race, sex, etc.) was a motivating factor in an employment decision, even if other legitimate factors (such as absences) also motivated the decision.

-A plaintiff only needs to prove that the protected characteristic was a motivating factor – one of the reasons for the decision – no matter how small a role it played.

-If a plaintiff satisfies the burden of proof that discrimination was a motivating factor in the employer’s adverse employment action, the employer is found liable.

-The burden of proof then shifts to the employer to eliminate or reduce a plaintiff’s monetary damages by proving to the jury that it would have made the same employment decision in the absence of the discriminatory motive.

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Disparate Treatment and Mixed Motive Cases

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-Under the mixed motive analysis, the burden of proof is on the defendant to show that the decision would have been the same despite plaintiff’s race or sex.

-Under the disparate treatment method, the burden of proof is on the plaintiff to disprove the same thing.

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Disparate Impact Definition:

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When an action has a disproportionate effect on a protected group, regardless of intent or actual disparate treatment

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1. Explain the socialization process.

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a. Socialization is the process of familiarizing newly hired and promoted employees with their jobs, work groups and the organization as a whole. It is important step in terms of getting these people up to speed quickly. It is critical to take the time to help them form appropriate expectations about the company’s corporate cultures, suggest ways for them to adjust and perform well in their new jobs, provide them with the emotional support they need to improve their satisfaction and job success, and increase their commitment to the firm.

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4. What are staffing outcome goals?

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Outcome goals apply to the product of the hiring effort and include the number and quality of people hired the financial return on the staffing investment and whether the staffing effort improved organizational effectiveness.

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b. Examples of staffing outcome goals

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i. Hiring individuals who succeed in their jobs.
ii. Hiring individuals who will eventually be promoted.
iii. Reducing turnover rates among high performers.
iv. Hiring individuals for whom the other human resources functions will have the desired impact (e.g., who will benefit from training, and who will be motivated by the firm’s compensation package).
v. Meeting stakeholders needs.
vi. Maximizing the financial return on the organization’s staffing investment.
vii. Enhancing the diversity of the organization
viii. Enabling organizational flexibility
ix. Enhancing the business’s strategy execution

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5. What constitutes employer branding?

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a. A component of recruiting
b. Creating a favorable image in desired applicants’ minds about the organization being a good place for them to work.
c. When potential applicants are considering whether to apply to a particular organization, they evaluate factors including whether the organizations is a place they would like to work. Because most applicants do not know very much about what different organizations are like as employers, many companies proactively craft employer’s brands for themselves through marketing and advertising.
d. For example, Royal Phillips electronics tells potential employees that the company gives them an opportunity to work in an environment where “you can touch lives every day.”
e. For example, Starbucks has employed a “Program Manager for Employer Branding”, whose job it is to promote the coffee chain as a great place to work.

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6. What are organizational practices and decisions that affect either the number or types of individuals willing to apply for and accept job offers?

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a. Recruiting refers to all organizational practices and decisions that affect either the number or types of individual willing to apply for and accept either the number or types of individual willing to apply for and accept job offers.
b. Recruiting practices include evaluating which recruiting sources generate greater proportions of high-performance employees who do well in their jobs and improve the firm’s performance. A firm’s recruiters, their behavior, the messages they send, and the sources from which they recruit affect whether people choose to become or remain applicants of the firm and accept its job offers.
c. The primary goal of recruiting is to get the right people interested in working for an organization or in a specific job, persuade them to apply for it, and then ultimately accept the job offer if it’s extended.

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What is proactive staffing?

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Staffing done before situations or issues arise. Page 42

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When is the staffing function considered to be centralized?

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A situation in which all of an organization’s staffing activities is channeled through one unit. Page 45

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Is it feasible to imitate another company’s staffing function?

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No, an organization’s staffing strategy should be derived from and be clearly supportive of its human resource strategy. The human resource strategy links the human resource function to the execution of the organization’s overall effectiveness by asking “how will the organization’s talent acquisition and retention, training, compensation, and performance management functions contribute to the organization’s competitive advantage and help it successfully compete?” Page 38

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. When companies use similar staffing policies can they expect similar results?

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No, a firm’s staffing strategy reflects its business strategy, human resource strategy, and talent philosophy. Therefore, no company can expect anything similar because each company has different business strategies, human resource strategies, and talent philosophies. Page 31-33

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What are the seven components of strategic staffing, and what makes each one strategic?

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1. Planning: strategically evaluating the company's current lines of business, new businesses it will be getting into, businesses it will be leaving, and the gaps between the current skills in the organization and the skills it will need to execute its business strategy. Determining what the organization really needs to be successful is the first step to hiring the right people.
2. Sourcing: locating qualified individuals and labor markets from which to recruit. Identifying high quality potential applicants helps to target recruitment efforts and increase the number of high quality applicants and hires.
3. Recruiting: all organizational practices and decisions that affect either the number or types of individuals willing to apply for and accept job offers. Identifying the features of the job and organization that are most likely to appeal to different recruits, tailoring the recruitment message to best entice different candidates to apply and accept job offers, and proactively persuading high potential people to apply and accept job offers increases the number of high quality applicants and hires. Meeting applicants' needs for information and respect, and attending to their reactions enhances the organization's image as an employer and helps increase the number of future high quality applicants.
4. Selecting: assessing job candidates and deciding who to hire. Evaluating job candidates on factors important to job and organizational performance helps companies identify the job candidates who will best enhance organizational effectiveness.
5. Acquiring: putting together job offers that appeal to chosen candidates, and persuading job offer recipients to accept those job offers. Recruiting and selecting the right people is futile if they ultimately choose not to join the company. Negotiating effectively and socializing new hires into the organization smoothes their transition, and builds and maintains their enthusiasm and commitment.
6. Deploying: assigning people to appropriate jobs and roles in the organization to best utilize their talents. Having good people on board but in the wrong jobs compromises organizational performance and can increase turnover. Strategic staffing puts the right people in the right jobs at the right time, and builds employees' commitment and capability to contribute to the firm over time.
7. Retaining: hiring the right people isn't enough if they soon leave. Retention increases current performance and increases the pool of talent available for leadership positions. Retaining good performers also means that the organization spends less time and fewer resources staffing vacancies.

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Step 1 strategic staffing-

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Planning:
strategically evaluating the company's current lines of business, new businesses it will be getting into, businesses it will be leaving, and the gaps between the current skills in the organization and the skills it will need to execute its business strategy. Determining what the organization really needs to be successful is the first step to hiring the right people.

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Step 2 strategic staffing-

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Sourcing:
ocating qualified individuals and labor markets from which to recruit. Identifying high quality potential applicants helps to target recruitment efforts and increase the number of high quality applicants and hires.

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Step 3 strategic staffing-

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Recruiting:
all organizational practices and decisions that affect either the number or types of individuals willing to apply for and accept job offers. Identifying the features of the job and organization that are most likely to appeal to different recruits, tailoring the recruitment message to best entice different candidates to apply and accept job offers, and proactively persuading high potential people to apply and accept job offers increases the number of high quality applicants and hires. Meeting applicants' needs for information and respect, and attending to their reactions enhances the organization's image as an employer and helps increase the number of future high quality applicants.

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Step 4 strategic staffing-

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Selecting:
assessing job candidates and deciding who to hire. Evaluating job candidates on factors important to job and organizational performance helps companies identify the job candidates who will best enhance organizational effectiveness.

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Step 5 Strategic Staffing

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Acquiring:
putting together job offers that appeal to chosen candidates, and persuading job offer recipients to accept those job offers. Recruiting and selecting the right people is futile if they ultimately choose not to join the company. Negotiating effectively and socializing new hires into the organization smoothes their transition, and builds and maintains their enthusiasm and commitment.

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Step 6 Strategic Staffing

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Deploying:
assigning people to appropriate jobs and roles in the organization to best utilize their talents. Having good people on board but in the wrong jobs compromises organizational performance and can increase turnover. Strategic staffing puts the right people in the right jobs at the right time, and builds employees' commitment and capability to contribute to the firm over time.

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Step 7 strategic staffing

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Retaining:
hiring the right people isn't enough if they soon leave. Retention increases current performance and increases the pool of talent available for leadership positions. Retaining good performers also means that the organization spends less time and fewer resources staffing vacancies.

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Give two examples of how different staffing strategies support different business strategies.

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Staffing strategy supports business strategy by acquiring and retaining the types and numbers of people needed to execute the business strategy and maintain a competitive advantage. Different strategies require different types of employees. A cost leadership strategy requires require trainable and flexible employees able to focus on shorter-term production objectives, avoid waste, and who are concerned about production costs to develop a competitive advantage based on operational excellence. A differentiation strategy based on a competitive advantage of innovation requires employees who fit the firm's innovative culture. A company pursuing a specialization strategy using a competitive advantage of customer intimacy would need to hire adaptable, active learners with good networking and customer relations skills and emotional resilience under pressure would complement a customer intimacy competitive advantage

Targeting staffing efforts to hire people who will be willing and able to implement a new strategy may help it to take hold and ultimately influence a new strategy's effectiveness.

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An employee who files a discrimination charge against her manager can be terminated if their employment is at-will.

Back 131

False

Front 132

What are stock statistics and how are they used?

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Stock statistics compare the percentage of men, women, or minorities employed in a job category with their availability in the relevant population of qualified people interested in the position. This is also called a utilization analysis. If the employment rate of men, women, or minorities is less than what would be expected based on their availability, they are said to be underutilized. Performing these analyses separately for women and minorities for each job group in the organization is the starting point for the development of affirmative action plans.

Employers must conduct stock statistics by job group (a group of related jobs) and do them separately for women and minorities. Although it is relatively easy to identify the number of people in each subgroup employed by the firm, it can be difficult to accurately identify each subgroup's availability in the relevant population. The percentage of women or minorities in the recruitment area who have the required skills must be taken into account as well as the percentage of women or minorities among those promotable, transferable, and trainable within the organization - both of which can be difficult to estimate or measure. Economists are often used in conducting utilization analyses, and technical as well as legal assistance is often advised.

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Asking a job incumbent, "Tell me about a time when you did something on the job that was extremely effective and that led to great results," is an example of the:

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critical incidents job analytic technique.

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A job's desirable criteria are critical to a new hire's job performance.

Back 134

False

Front 135

Describe three types of information that can be useful for providing background information for a job analysis.

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# indicates further job analysis needs for examination construction.
# Desk audits—ask incumbents to walk you through their most important and most frequent tasks. (This can be particularly useful for analyzing clerical and technical positions.)
# Entry examinations currently used for the job.
# Worker logs—can provide a feel for the tasks done and identify particularly important job functions; may suggest critical incidents.
# Any existing job analyses or job profiles—can be a useful starting point for developing task statements and identifying competencies during the job analysis.
# Performance reviews of current and previous occupants of the position - provide information about what job behaviors and outcomes are currently considered important.
# Recruitment information such as Internet postings and brochures given to past applicants.

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Staffing goals

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Process goals
Outcome goals

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Process goals

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relate to the hiring process it's self

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Example of process goals

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getting how many of what quality applicants to apply, met time line goals, diverse applicants.

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Outcome goals

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apply to the product of the hiring effort

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Examples of Outcome goals

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final number and quaility of the people hired, financial return of the staffing investment

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Employer branding

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Component of recruiting
-creating an image in desired applicant's minds about the organization being a good place for them to work.

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6. What are organizational practices and decisions that affect either the number or types of individuals willing to apply for and accept job offers?

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Recruiting

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c. The primary goal of recruiting

Back 143

is to get the right people interested in working for an organization or in a specific job, persuade them to apply for it, and then ultimately accept the job offer if it’s extended.

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What is proactive staffing?

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Staffing done before situations or issues arise

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. When is the staffing function considered to be centralized?

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A situation in which all of an organization’s staffing activities is channeled through one unit

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Decentralized staffing

Back 146

occurs when the different business units of a company each house their own staffing functions. Gives more localized control over recruiting and staffing activities.
-gives recruiter greater flexibility
-Con- metrics are less likely to be tracked or consolidated. Can led to duplicating the company;s staffing efforts and result in higher cost

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When companies use similar staffing policies can they expect similar results?

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No, a firm’s staffing strategy reflects its business strategy, human resource strategy, and talent philosophy. Therefore, no company can expect anything similar because each company has different business strategies, human resource strategies, and talent philosophies.

Front 148

. Under what set of circumstances would it be considered reasonable to view employees as investors?

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Companies view employees as investors when they desire a mutually beneficial relationship. In this relationship, employees invest their resources (time, talents, energy, etc) in exchange for a return on investment (a supportive culture, good pay and benefits, professional development opportunities, etc).

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What constitutes a human process advantage?

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-Superior work processes that create a competitive advantage.
-Phemonmenon can be thought of as a function of complex processes that evolve over time as a result of learning, cooperation, and innovation on the part of employees

*** Very difficult to imitate

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Human capital advantage

Back 150

by hiring and retaining outstanding people, and producing a stock of exceptional talent

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Does external hiring enhance external diversity?

Back 151

Yes
A Firm can proactively recruit a diverse mix of people and strive to incorporate diversity into its workplace. Alternately a firm can passively let diversity happen.

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At what stage of a company’s life cycle might they place a priority on hiring top technical and professional talent?

Back 152

Strategy during growth phase;

New and growing firms often pursue innovation or differentiation strategies to distinguish themselves from their competition.

Front 153

At what stage of a company’s life cycle do promotions become most prevalent?

Back 153

Strategy during maturity phase;
because mature companies have a larger pool of internal talent from which to draw, the talent focus becomes more internal

Front 154

What staffing strategy is recommended when a company has high turnover?

Back 154

Fill vacancies quickly and hiring people who can hit the ground running. Because training costs are unlikely to be recovered if a new hire leaves quickly.

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Provide an example of a company’s commitment to ethical behavior

Back 155

An organization’s philosophy toward ethical issue including fairness, honesty and integrity is reflected in its talent philosophy and staffing strategy. Johnson and Johnson is a company that applies its core ethical values to its staffing and HR practices. The company respectfully and honestly explains its hiring process on its website, and describes how it invests in the development and evaluation of its employees.


A firm with a talent philosophy focused on maintaining high ethical standards will be more forthcoming and communicate more clearly with applicants and build trust among employees.

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• Cost leadership strategy

Back 156

requires trainable employees to focus on shorter-term production objectives, avoid waste and who are concerned about production costs. The goal in this case is to develop a competitive advantage based on operational excellence

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• A differentiation strategy based on innovation

Back 157

requires employees who fit the firm’s innovative culture.

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• A company perusing a specialization strategy based on customer intimacy

Back 158

would need to hire adaptable ,active learners with good people and customer relations skills, and emotional resilience under pressure.

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External talent focus

Back 159

: a preference for filling jobs with new employees hired from outside the firm. A company decides on whether internal vs. external is a better choicer depending on the organization’s business strategy; talent philosophy; the quality of its employee assessment, training and development programs; and the quality and cost of talent in its labor market

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Why organizations prefer to hire externally

Back 160

• Firm lacks qualified internal candidates
• External hiring can enhance an organization’s diversity
• Focusing on external hires can increase the size and quality of candidate pool
• External hires can inject new ideas
• The firms cost of developing and maintaining internal training and development programs is greater than the cost of hiring externally.
• Internal promotions can be disruptive because they lead to other open positions that must be filled
• Too much internal movement can create instability and cause delays in the completion of projects

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a. Temporary employees

Back 161

– nonpermanent workers who can be supplied by staffing agencies or directly hired by the company

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Temporary workers

Back 162

often do not receive the health and other benefits given to full-time employees, and, unlike employees, they do not raise a firm’s unemployment insurance if they are dismissed”

Front 163

1. Do temporary employees receive benefits?

Back 163

c. “…firms cannot always legally exclude temporary workers from benefits, such as health insurance…..employers need to have a clearly written benefits policy that specifically excludes temporary workers if that is their intention”

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2. Is everyone who submits a résumé on the internet considered an applicant?

Back 164

No; four criteria:
i. “The individual expresses an interest in a job via the Internet or related electronic data technologies;
ii. The contractor considers the individual for employment in a particular position;
iii. The individual’s expression of interest indicates that he or she possesses the basic qualifications for the position; and
iv. The individual at no point in the contractor’s selection process prior to receiving an offer of employment from the contractor, removes himself or herself from further consideration or otherwise indicates that he or she is no longer interested in the position” (p. 70).

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3. In a mixed motive case of disparate treatment can an employer be accused of having both a legitimate and an illegitimate reason for making an employment decision?

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a black employee with three unexcused absences being fired whereas a white employee with three unexcused absences is not.

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a. Mixed motive

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when an employer is accused of having both a legitimate and an illegitimate reason for making an employment decision

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4. Is it legal to compare an applicant's scores only to members of his or her own racial subgroup and set separate passing or cutoff scores for each subgroup

Back 167

No.

race norming, or comparing an applicant’s scores only to members of his or her own racial subgroup and setting separate passing or cutoff scores for each subgroup, is unlawful”

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b. “Assessment scores

Back 168

cannot be altered or changed to reduce the adverse impact on protected groups”

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a. Negligent referral

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– misrepresenting or failing to disclose complete and accurate information about a former employee

Front 170

An employee’s former employer can be sued for negligent referral if

Back 170

the employee is involved in some incident at his or her new workplace that might have been predicted based on prior behavior”

Front 171

c. If you give a misleadingly positive referral for a harmful employee,

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and they do something to injure someone in their new workplace, you could be sued for negligent referral and the new company could be sued for negligent hire.

Front 172

6. Is it legal to provide formal phased retirement programs that give more favorable benefits to employees over age 50 under the Age Discrimination in Employment Act?

Back 172

Yes.

Front 173

ADEA

Back 173

– prohibits employers with more than 20 employees from discriminating against any worker with respect to compensation or the terms, conditions, or privileges of employment because he or she is age 40 or older.

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b. “The Supreme Court has held that the ADEA does not apply to claims of “reverse discrimination”

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where “young” older workers receive less favorable treatment than “older” older workers. As a result, employers may provide more favorable benefits (formal phased retirement programs, for example) to older workers within the over-40 age

Front 175

Is the following an example of a stock statistic?

Back 175

“The percentage of men, women, or minorities employed in a job category with their availability in the relevant population of qualified people interested in the position”

Front 176

flow statistics

Back 176

“The percentage of applicants hired from different subgroups to determine if they are significantly different from each other.”

Front 177

BFQQ

Back 177

is a characteristic that is essential to the successful performance of a relevant employment function. Ex. Women servers at Hooters.

Front 178

concentration statistics

Back 178

The percentages of men, women, or minorities in various job categories to see if men, women, or minorities are concentrated in certain workforce categories.”

Front 179

What constitutes hiring manager bias?

Back 179

The like me bias (people tend to associate with other people they perceive to be like themselves. Stereotypes (a belief that an individual or a group based on that idea that everyone in a particular group will behave the same way. Ignorance, Prejudice, the perception of Loss by persons threatened by EEO practices and hiring managers often lacking the employment laws.

Front 180

What are the main components of a job analysis?

Back 180

A job analysis the systematic process of identifying and describing the important aspects of a job and the characteristics a worker needs to do it well. The main components of a job analysis are the KSAO’s.

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Knowledge-

Back 181

an organized body of factual or procedural information that can be applied to a task.

Front 182

Skills

Back 182

the capability to perform tasks accurately and with ease; skills often refer to psychomotor activities.

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Abilities

Back 183

a more stable and enduring capability to perform a variety of tasks than a skill allows.

Front 184

Other Characteristics-

Back 184

characteristics that include values, interests, integrity, work style and other personality traits.

Front 185

Is competency modeling a job analysis method that identifies the necessary worker competencies for high performance?

Back 185

Yes

Front 186

What is the job analysis technique that identifies behaviors that lead to extremely effective or extremely ineffective job performance?-

Back 186

Critical Incident technique. The critical incident technique is a job analysis method that identifies extremely effective and ineffective behaviors by documenting critical incidents that have occurred on the job. Each analysis tells the circumstances leading up to the incident, the action taken by the worker and the consequences of that action.

Front 187

WARN ACT relates to

Back 187

Layoffs

Front 188

WARN

Back 188

Worker Adjustment and Retraining Notification Act - 100 or more workers you have to give 60 notice that your laying them off

Front 189

BFOQ

Back 189

characteristic that is essential to successful performance of a relevant employment function

Front 190

Affirmative action plans

Back 190

written plans for recruiting and hiring

Front 191

Affirmitive Action

Back 191

proactive efforts are being taken to ensure nondiscriminatory results in employment practices

Front 192

NOT protected by Title 7

Back 192

Sexual orientation

Front 193

Staffing quato'

Back 193

generally illegal

Front 194

OFCCP

Back 194

Office of federal Contract Compliance Programs

Front 195

Disparate treatment

Back 195

INTENTIONAL Discrimination on a protected class

Front 196

Adverse/ Disparate Impact

Back 196

UNINTENTIONAL

Front 197

Employees as assets

Back 197

"human Capital"
staffing focus on managing costs and controlling the asset. Goal tends to focus on the acquisition and deployment of labor as cheaply and quickly as possible

Front 198

employees as investors

Back 198

focus on mutually beneficial relationship in which wmployees are recognized as investing their resources( time, talent) in the organization in exchange for a return on that investment ( SUPPORTIVE CULTURE, development)

Front 199

Questions can't ask

Back 199

How many children do you have?
What is your native language?
What clubs or organizations do you belong to?
What is your height? What is your weight?
Are you able to work on Christmas Day?

Front 200

An independent contractor performs services and the employer controls or directs the work

Back 200

T

Front 201

Jobs reward analysis

Back 201

helps a company tailor it's recruiting message to appeal to the needs, values and motivations of targeted potential applicants

Front 202

Task inventory method

Back 202

experts generate a list of 50-200 tasks that are grouped in categories reflecting major work functions that are then evaluated on dimensions relevant for selection.

Front 203

Employee value proposition

Back 203

Balance between intrinsic and extrinsic rewards in return for thier job proformance

Front 204

Who would NOT be a possible job expert for job analysis

Back 204

Job candidate

Front 205

Who would be a possiable job expert for job analysis

Back 205

Supervisor
Customers that interact with job holders
Current jobholders

Front 206

Components of a properly written task statement

Back 206

What, how, why

Front 207

Good hearning is

Back 207

an ability

Front 208

A company planning to expand its sales internationally in a few months should conduct which type of job analysis for its sales associate positions

Back 208

Future-orientated

Front 209

which of the following are advantages of using structured questionnaires for job analysis

Back 209

speed and low cost

Front 210

Distinctiveness

Back 210

refers to the uniqueness of the reward

Front 211

Jobs performed in a consistent, predictable manner are easiest to analyze

Back 211

T

Front 212

Inductive job analysis, the main job duties and work tasks have not yet been determined.

Back 212

True

Front 213

Job task

Back 213

is an observable unit of work with a beginning and an end

Front 214

locating quailified individuals and laor job markets from which to recruit is

Back 214

sourcing

Front 215

Hiring top technical and professional talent is often a priority for firms in what stage

Back 215

introductory

Front 216

High turnover

Back 216

fill vancancies quickly with people able to perform the job with little traning.