Staffing Organizations Chapters 1 - 3

Organizational Values

Norms of desirable attitudes and behaviors for the organization's employees. These can include honesty, integrity, achievement, and hard work.

Physical, Financial, and Human Capital

Organizations are combinations of...

Effective Selection System

Results in an Increased bottom-line, employee commitment, stronger intentions and retention.

Employment-at-Will

Rights of the employer and the employee to terminate the employment relationship at will.

Retention Systems

Seek to manage the inevitable flow of employees out of the organization such as through layoffs, or the sale of a business. Can also be initiated by the employee such as leaving the organization.

Quantitative Targets

Should be expressed in head count or FTE form for reach job category/level and will be very close in magnitude to the identified gaps.

Staffing Strategy

Strategy required in making key decisions about the acquisition, deployment, and retention of the organization's workforce.

Human Resource Planning

A process and set of activities undertaken to forecast future HR requirements and availabilities, resulting in the identification of likely employment gaps (shortages and surpluses).

Staffing Strategy

Both an outgrowth of and a contributor to HR and organization strategy.

Individual Rights

Collective bargaining. Privacy protections. Constraints on unilateral termination.

Organizations

Combinations of physical, financial, and human capital.

Action-Oriented Programs

Correct any identified problem areas and attain placement goals.

Common Law

Court-Made law. Consists of the case-by-case decisions of the court, which determine over time permissible and impermissible practices, as well as their remedies. Each state develops and administers its own.

Demotions

Downward changes of job level within or between job categories.

Types of Workers

Employees, Independent Contractors, or Temporary Employees.

Employment Arrangements

Full-time vs. Part-time. Flexible scheduling and shift work. Alternative arrangements and contingent employees.

Job Group Analysis

Jobs with similar content, wage rates, and opportunities must be combined into job groups, and each group must include a list of job titles.

KSAO

Knowledge, skill, ability, and the other characteristics needed to perform a job effectively.

Labor Demand

Labor preferences and requirements.

Transfers

Lateral moves at the same job level across job categories.

Staffing Firms

Legal employers of the workers being supplied, through matters of co-employment may arise. Conducts recruitment, selection, training, compensation, performance appraisal, and retention activities for the flexible workers. Also responsible for on-site supervision and management as well as all payrolling and the payment of legally required insurance premiums.

Person/Job Match

Matching the person's KSAOs to job requirements and the person's motivation to the job's rewards.

Advantages of Flexible Employees

May be used for adjusting staffing levels quickly in response to changing technological or consumer demand conditions. Ability to quickly staff new areas or projects and the ability to fill in for core workers absent due to illness, vacations, and holidays. May also present labor cost advantage in the form of lower pay and benefits, labor costs, training costs, and tax and employment law obligations. May be an important source of new knowledge about organizational best practices and new skills not present in the core workforce. Relieves the organization of the need to design and manage its own staffing systems, and can be used on a tryout basis or probationary period.

Understaffing

May occur when the organization is confronted with chronic labor shortages. Also, prediction of an economic downturn may lead the organization to do so to avoid future layoffs. May also offset issues by increasing employee overtime or using flexible staffing arrangements such as temp orary employees.

Overstaffing

May occur when there are dips in demand for the organization's products or services that the organization chooses to ride out. May also do so to stockpile talent, recognizing that the staffing spigot cannot be easily turned on or off.

Two Major Components of the Flexible Workforce

Temporary Employees provided by a staffing firm and independent contractors.

Staffing Ethics

The moral principles and guidelines for acceptable practice.

Outsourcing

Use outside organizations to recruit and select employees.

Contingent Employees

Do not have an explicit or implicit contract for long-term employment; they expect their employment to be temporary rather than long term.

Temporary Employee

Do not have special legal stature. They are considered employees of the help agency (staffing firm) that obtained them through its own staffing process. They are given job assignments with other employers (clients) by the staffing firm. They remain on the payroll of the staffing firm, and the client employer simply reimburses the staffing form for its wage and other costs. The client employer has severely limited right to control them that it utilizes because they are not its employees but employees of the staffing firm.

Civil Rights Acts

(1964, 1991). Failure or refusal to hire or to discharge any individual or otherwise discriminate against any individual with respect to conditions of employment based on race, color, religion, sex, national origin or to limit, segregate, or classify any employee or applicant in a way that would deprive one of opportunities. Disallows - Disparate Impact, Disparate Treatment, Mixed Motives, discriminatory advertisement, and discrimination against pregnancy. Allows - Testing that is not discriminatory, the use of seniority and merit systems, and does not require mirroring the population.

Executive Order 11246

(1965): The federal contractor is prohibited from discriminating on a basis of race, color, religion, sex, and national origin. The order requires affirmative action. It says specifically that the contractor will take affirmative action to ensure that applicants are employed and that employees are treated without regard to their race, color, religion, sex, or national origin.

Age Discrimination in Employment Act

(1967). The law explicitly prohibits discrimination against those aged 40 and older. It is unlawful for an employer to fail or refuse to hire or to discharge any individual or otherwise discriminate because of age. Allows for Seniority Systems. Advertisement cannot but discriminatory but can term phrases that express preference for older workers.

Rehabilitation Act

(1973). Applies to federal employees, contractors, and subcontractors, and most of them are also covered by the ADA. Has many similarities to the ADA. Says that it is illegal to discriminate against a qualified individual with a disability and to provide reasonable accommodation for a qualified individual. Employers are required to develop and implement written AAPs for employing and promoting qualified individuals with disabilities.

Fair Credit Reporting Act

(1979): Regulates the organization's acquisition and use of consumer reports on job applicants. Noncompliance can result in a fine.

Knowledge, Skill, Ability, and the Other Characteristics Needed to Perform a Job Effectively

KSAO's

Planning

A tool for first becoming aware of key external influences on staffing, particularly economic conditions, labor markets, and labor unions.

Conciliation

A voluntary settlement process that seeks agreement by the employer to stop the practices in question and abide by proposed remedies. This is the EEOC's preferred method of settlement.

Staffing Forces

Acquisition of new leaders to change the organization's direction and effectiveness. Prevention of key leader losses, use of talent as a source of growth, and competitive advantage.

The Equal Employment Opportunity Commission (EEOC)

Agency that provides guidance on coverage and responsibility requirements for staffing firms and their client organizations. Job referrals and assignments cannot be on a discriminatory basis. Substantial penalties for noncompliance.

Disparate Impact

Also known as adverse impact, focuses on the effect of employment practices, rather than on the motive or intent underlying them.

Employer

An entity that employs others to do its work or work on its behalf.

A Workforce

An expensive proposition and cost of doing business.

Staffing Strategy

An outgrowth of the interplay between organization strategy and HR Strategy. It deals directly with key decisions regarding the acquisition, deployment, and retention of the organization's workforces.

Organization Strategy

An overall purpose or mission with established broad goals and objectives that will help the organization fulfill its mission.

Promotions

An upward change of job level within or between job categories.

Bottom-Up Approach

Lower-level managers make initial estimates for their unit on the basis of what they have been told or presume are the business and organizational plans.

The Core Staffing Components Model

Shows that there are three basic activities in staffing: recruitment, selection, and employment.

Overstaffed

Signal the need to slow down or even halt recruitment as well as take steps to reduce head count, perhaps through early retirement plans or layoffs.

Legal compliance, planning, and job analysis.

Staffing Support Activities

Long-Term Options for Shortages

Staffing additional employees, enhancing skills, and pushing work to other organizations.

Impairment

A physical or mental disorder, illness, or condition.

Consent Decree

A voluntary, court-approved agreement between the two parties.

Selection

Assessment and evaluation of applications.

Core Activities

Recruitment, Selection, and Employment.

Relevant

These types of individuals are Defined as qualified, interested, or geographic.

Payroll Taxes

Income and Social Security.

Strengths, Weaknesses, Opportunities, and Threats

SWOT.

X

X

Human Resource Planning

Can be performed on a plan-basis, project-basis, or population-basis.

Laws

Have been developed to create fairness and nondiscrimination in staffing.

Employment

Decision making and final match.

Recruitment

Identifying and Attracting Applicants.

Staffing Ethics

Involves determining moral principles and guidelines for practice.

Immigration Reform and Control Act

(1986). Prohibits the employment of unauthorized aliens and to provide civil and criminal penalties for violations of this law. The law covers all employers regardless of size. The employer must verify that the individual is not an unauthorized alien and is legally eligible for employment by obtaining proof of identity and eligibility. Eligibility documents should not be obtained until the person is actually hired, and must be acquired within three business days of the date of employment. The employer may apply for temporary visas for their workers. Noncompliance with this Act can lead to fines as well as imprisonment.

Employee Polygraph Protection Act

(1988). Purpose is to prevent most private employers from using the polygraph or lie detector on job applicants or employees. The law does not apply to other types of honesty tests such as paper and pencil ones. Prohibits requiring applicants or employees to take a polygraph test, using the results of a test for employment decisions, and discharging or disciplining individuals for refusing to take one. It may only be used in three explicit instances. 1. Employers that manufacture, distribute, or dispense controlled substances. 2. Private security firms that provide services to businesses affecting public safety or security. 3. An employer that experiences economic loss due to theft, embezzlement, or sabotage. Noncompliance can result in fines.

Flow Statistics

Look at differences in selection rates among different groups for particular jobs.

American's With Disabilities Act

(1990, 2008). Basic purpose is to prohibit discrimination against individuals with disabilities who are qualified for the job, and to require the employer to make reasonable accommodation for such individuals unless that would cause undue hardship for the employer. The law does not apply with all people with disabilities, only those with disabilities who are qualified for the job. Among all qualified individuals the employer can hire the most qualified individual who is able to complete the job with reasonable accommodations. Cannot use tests to screen out individuals with disabilities unless job related. Cannot do a medical screen of applicants. Asking if they can complete the job requirements is allowed. The employer can refuse to hire someone who may be a threat to themselves or others. Veterens are covered under this act.

Uniformed Services Employment and Reemployment Rights Act

(1994). Prohibits discrimination against members of the uniformed services and to extend reinstatement, benefit, and job security rights to returning service members. Must reinstate employees who have taken up to five total years of leave from their position in order to serve. Entitled to be returned to the position they would have held if they had been employed.

Genetic Information Nondiscrimination Act (GINA)

(2008). Prohibits the use of genetic information (genetic tests of employee or family) in employment, as well as its acquisition; confidentiality of genetic information is required. It is unlawful for an employer to discriminate based on genetic information. It is also unlawful to require, request, or purchase genetic information about the employee or their family. Any genetic information must be confidential.

Strategic Planning

1. A vision based on the overall organizational strategy should be developed. This often means deciding what values and core competencies all members of the organization should possess. 2. Potential strategies for achieving planning process goals should be discusses. Focus on whole system goals and not specific concrete goals. 3. Contingency plans should be developed and considered. 4. Methods for obtaining feedback relative to goals and objectives should be in place. It involves specifying the types of data that will be used to determine whether the planning process is successful or whether changes need to be made.

13 Strategic Staffing Decisions

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-Term or Long-Term Focus. 10. Person/Job or Person/Organization match. 11. Specific or General KSAOs. 12. Exceptional or Acceptable Workforce Quality. 13. Active or Passive Diversity.

Outsourcing Reasoning

1. Believe that the vendor can do a better job identifying candidates. 2. Labor shortages, an organization may not be able to recruit enough employees on its own. 3. Legal compliance, as many vendors maintain their own procedures for tracking compliance and equal-opportunity laws.

Four-Step Problem-Solving Approach for Reasonable Accommodation

1. Conduct a job analysis to determine the job's essential functions. 2. Identify performance barriers that would hinder the person from doing the job. 3. Work with the person to identify potential accommodations. 4. Assess each accommodation and choose the most reasonable one that would not be an undue hardship.

Outsourcing and Offshoring

1. Most nations have lowered trading and immigration barriers. 2. Particularly in the United States and western Europe, organizations find that they can manufacture goods or provide service more cheaply than they can in their own country. 3. Some organizations cannot find sufficient talent in their home countries.

Public Sector Staffing Practices

1. Open announcement of all vacancies, along with the content of the selection process that will be followed. 2. Very large numbers of applicants due to application being open to all persons. 3. Legal mandate to test applicants only for KSAOs that are directly job related. 4. Limits on discretion in the final hiring process, such as number of finalists, ordering of finalists, and affirmative action considerations. 5. Rights of applicants to appeal the hiring decision, testing process, or actual test content and method.

Suggestions for Ethical Staffing Practices

1. Represent the organization's interests. 2. Beware of conflict of interest. 3. Remember the job applicant. 4. Follow staffing policies and procedures. 5. Know and follow the law. 6. Consult professional codes of conduct. 7. Shape effective practice with research results. 8. Seek ethics advice. 9. Be aware of organization's ethical climate/culture.

Employer's Legal Responsibilities

1. Required to withhold employee payroll taxes (income, Social Security). 2. Required to pay taxes (unemployment compensation, employer's share of Social Security and Medicare). 3. Covered under the myriad laws and regulations governing the employment relationship. 4. Liable for the acts of its employees during employment.

Affirmative Action Plans

1. Should have as its purpose the remedying of specific and identifiable effects of past discrimination. 2. The plan should address the current underutilization of women and/or minorities in the organization. 3. Regarding nonminority and male employees, the plan should not unsettle their legitimate expectations, should not result in their discharge and replacement, and should not create an absolute bar to their promotion. 4. The plan should be temporary and should be eliminated once affirmative action goals have been achieved. 5. All candidates for positions should be qualified for those positions. 6. The plan should include organizational enforcement mechanisms as well as a grievance procedure.

Evidence for Discrimination

1. The person belongs to a protected class. 2. The person applied for, and was quailed for, a job the employer was trying to fill. 3. The person was rejected despite being qualified. 4. The position remained open and the employer continued to seek applicants as qualified as the person rejected.

Suggestions for Ethical Staffing Practice

1. The person is serving as an agent of the organization and is duty bound to represent the organization's interests. 2. The agent must avoid placing his or her own interest, or that of a third party, above that of the organization. 3. The HR professional should remember that the applicant is a participant in the staffing process. 4. Reminds the HR professional to know the organization's staffing policies and procedures and adhere to them. 5. Indicates a need to be knowledgeable of the laws governing staffing, to follow them. 6. Guides the HR professional toward professional codes of conduct pertaining to staffing in HR. 7. There is useful research-based knowledge of staffing systems and techniques that should guide staffing processes. 8. When confronted with ethical issues, it is appropriate to seek ethical advise from others. 9. One must be aware of an organization's climate and culture for ethical behavior. First an organization may have expectations for how staffing decisions are made as well as communications with all applicants. Second an organizations ethics climate may value things such as background checks more than others.

Unpaid Intern or Trainee

1. The training must be similar to that given in school. 2. The training experience is to benefit the intern. 3. The trainee does not displace another person and works under close supervision of the employer's staff. 4. The employer does not gain an immediate advantage from the trainee's activities, and on occasion operations may be hampered. 5. The trainee is not entitled to a job at the end of training. 6. The employer and the trainee must understand that the trainee is not entitled to any pay for time spent.

The Person/Job Match Model

1. The view that the positive interaction of individual and job characteristics create the most successful match. 2. The model emphasizes a match of KSAOs to requirements and motivation to rewards. 3. Job requirements should be expressed in terms of both the tasks involved and the KSAOs needed to perform those tasks. 4. Job requirements often extend beyond task and KSAO requirements. Example the job may require punctuality, good attendance, safety toward fellow employees and customers, and travel. 5. The matching process can yield only so much by the way of impacts on the HR outcomes. These outcomes are influenced by factors outside the realm of the person/job match.

Major Federal EEO/AA Laws

1. Title VII of the Civil Rights Act. 2. Age Discrimination and Employment. 3. Americans With Disabilities Act. 4. Genetic Information Nondiscrimination Act. 5. Rehabilitation Act. 6. Executive Order 11246.

Independent Contractor Common-Law Interpretations

1. Working in a distinct occupation or business. 2. Working without supervision or oversight from the employer. 3. Paying one's own business and travel expenses. 4. Setting one's own work hours. 5. Possessing a high degree of skill. 6. Using one's own tools, materials, and office. 7. Working on a project with a definite completion date. 8. Working on relatively short projects. 9. Being paid b the project or commission rather than by the time spent.

The Average Organization's Employee Cost

22% of Total Revenue.

Staffing

A Critical organizational function concerned with the acquisition, deployment, and retention of the organization's workforce.

The Matching Process

A Dual match that occurs. Job requirements to KSAO's and job rewards to individual motivation.

A Tort

A civil wrong that occurs when the employer violates a duty owed to its employees or customers that leads to harm or damages suffered by them.

SWOT

A common method for understanding strategy.

Labor Demand

A derived demand, meaning it is a result of consumer demands for the organization's products and services.

Ratio Analysis

A more sophisticated approach that uses data from prior sales figures or other operational data to predict expected head count. Estimates of sales growth are used to predict how many employees will be needed. Useful for incorporating data from other functional areas to predict the future, however cannot directly account for any changes in technology or skill sets.

Human Resource Planning (HRP)

A process and set of activities undertaken to forecast an organization's labor demand (requirements) and internal labor supply (availabilities) to compare these projects to determine employment gaps, and to develop action plans for addressing these gaps.

Staffing

A process that establishes and governs the flow of people into the organization, within the organization, and out of the organization.

Mixed Motive

A prohibited characteristic (sex) and a legitimate reason (job qualification) are mixed together to contribute to a negative decision about a person, such as a failure to hire or promote.

Scenario Planning

A technique that has been explored in a variety of fields to predict future outcomes. Provide a range of estimates based on various possible changes and allows HR planning to incoproate uncertainty and prepare for the unexpected.

Major Components of Affirmative Action Plans

Availability analysis of women and minorities. Placement (hiring and promotion). Goals derived from paring availability with incumbency (percentages of women and minority employees). Action-oriented programs for meeting the placement goals.

Reason for Outsourcing

Availability of less expensive labor in the global market. High cyclical demand so that they do not have to make major capital outlays and go through the cost of hiring and training permanent workers. Smaller organizations that require legal services, can hire an external law firm rather than establish their own.

Typical Staffing Strategy

Based on the premise that the organization can induce sufficient numbers of qualified people to come to it for employment. It is better and cheaper to bring labor to the organization than to bring the organization to the labor.

Initial Charge and Conciliation

Begins when the employee or job applicant files a charge with the EEOC. It is then investigated to determine whether there is a reasonable cause to assume discrimination has occurred. If not found, it is dropped. If it is found, Conciliation is begun.

The External Assessment Phase of the SWOT Analysis

Looks to learn about economic, demographic, and technological trends that will influence the organization in the future.

Succession Planning

Build on replacement plans and directly tie into leadership and development. The intent is to ensure that candidates for promotion will have the specific KSAOs and general competencies required. The key is assessing each promotable employee fore KSAO or competency gaps, and where there are gaps, creating employee training and development plans.

Mixed Motives

Component of the Civil Rights Acts. An employer cannot defend actions by claiming that while a prohibited factor (sex) entered into the staffing decision, other factors did also (performance).

Disparate Treatment

Component of the Civil Rights Acts. Intentional discrimination with staffing practices is prohibited.

Technology

Can serve as a substitute for labor by either eliminating or dramatically reducing the need for certain types of workers. Can also serve to create new jobs as new business opportunities emerge.

Federal Acts

Civil Rights Act Age Discrimination in Employment Act Americans with Disabilities Act Genetic Information Nondiscrimination Act Rehabilitation Act Executive Order: Laws or Federal EEO/AA Laws CAAGRE

Employment Contracts

Come in a variety of styles. They may be written or oral, and specificity can vary from extensive to bare bones. They can vary from being described with great detail on paper or agreed on with a handshake.

Bona Fide Occupational Qualifications

Component of the Age Discrimination in Employment Act. It is not unlawful for an employer to differentiate among applicants or employees based on age where age is a occupational qualification reasonably necessary to the normal operation a business.

Definition of a Disability

Component of the American's With Disabilities Act. 1. A Physical or mental impairment that substantially limits one or more major life activities. 2. A record of physical or mental impairment that substantially limited a major life activity. 3. When an employer takes an action prohibited by the ADA because of an actual or perceived impairment that is not both transitory and minor.

Record of Disability

Component of the American's With Disabilities Act. A person who does not currently have substantially limited impairment but had one in the past. Additionally one who has been misclassified as having an impairment.

Regarded as Disabled

Component of the American's With Disabilities Act. The employer takes a prohibited action under the ADA based on an impairment the employer has descriminiated against someone who is...

Reasonable Accommodation and Undue Hardship

Component of the American's With Disabilities Act. Unless it would pose undue hardship on the employer, the employer must make reasonable accommodation for the known physical or mental impairments of an otherwise qualified, disabled job applicant or employee. To qualify for reasonable accommodation the person must be covered under the first (actual disorder) or second (record of disability) prong of the disabled definition.

Actual Disability

Component of the American's With Disabilities Act. Relates to whether one has an Impairment, Physical Impairment, or Mental or Psychological Disorder that effects one or more Major Life Activities.

Disparate Impact

Component of the Civil Rights Acts. Staffing practices that seem unfair but do NOT cause adverse impact are not illegal. Staffing practices that are alleged to be adverse are unlawful unless proved to be necessary and job related.

Bona Fide Occupational Qualification

Component of the Civil Rights Acts. The law permits claims that some protected characteristic is a necessary qualification. The law permits such claims but only for sex, religion, and national origin - not race or color. The employer must demonstrate that it is required.

The Flexible Workforce

Composed of more peripheral workers who are used on an as-needed, just-in-time basis. They are not viewed as regular employees, and legally most of them are not even employees of the organization. Sometimes they are considered employees of a temp agency.

Voluntary Employee Departure

Costly and disruptive issue that can involve the loss of critical talent that is difficult to replace.

A Core Workforce

Defined as regular full-time and part-time employees of the organization that forms the bulk of most organizations.

Outsourcing

Defined as the transfer of a business process to an external organization. The organization expects to receive a complexly finished product from the external source and does not directly control the way work is performed.

Federal Level Agencies

Department of Labor (DOL) and The Equal Employment Opportunity Commission (EEOC).

Constitutional Law

Derived from the U.S. Constitution and its amendments. It supersedes any other source of law or regulation. Major application is in the area of the rights of public employees, particularly their due process rights.

Statutory Law

Derived from written statutes passed by legislative bodies. These bodies are federal (Congress), state (legislatures and assemblies), and local (municipal boards and councils).

Action Plans

Developed for addressing employment gaps.

Selection Stage

Emphasis shifts to assessment and evaluation. For the organization this means the use of various techniques (interviews, application blanks, and so on) to assess applicant KSAOs and motivation. These are evaluated to determine the degree of person/job match.

Staffing

Encompasses managing the flows of people into and within the organization, as well as retaining them.

Agencies

Exist at the federal, state, and local levels. Their basic charge is to interpret, administer, and enforce the law.

The Matching Process

Expanded to consider requirements and rewards beyond those of the target job as it currently exists to see if it is comparable.

The ADA, the Civil Rights Act, and the ADEA

Extends to US citizens employed overseas by American employers.

Civil Service Laws and Regulations

Federal, state, and local government employers are governed by special statutory laws and regulations collectively referred to as civil service. Guided by so-called merit principles that serve as the guide to staffing practices.

Replacement and Succession Planning

Focus on identifying individual employees who will be considered for promotion along with a thorough assessment of their capabilities, deficiencies, training, and development plans to erase deficiencies. Can occur at any level and all levels of the organization. Widely used at management levels. They can also be used throughout the entire management team, including the identification and preparation of individuals for promotion.

Core Staffing Activities

Focus on recruitment, selection, and employment of the workforce.

Replacement Planning

Focuses on identifying individual employees who will be considered for promotion and thoroughly assessing their current capabilities and deficiencies. Focus is both the quantity and the quality of availability.

The Internal Assessment Phase of the SWOT Analysis

Focuses on physical and financial resources, as well as structure and culture.

The Civil Rights Act

Forbids certain types of discrimination based on race, color, religion, sex, and national origin and also specifically mentions employment practices that are permitted. One such practice is the use of professionally developed ability tests, a practice that has major implications fore external and internal selection.

Manager Judgment, Markov Analysis, and Replacement and Succession Planning

Forecasting Availability Approaches.

Staffing Planning

Form of action planning. Generally requires setting staffing objectives, generating alternate staffing activities, and assessing and choosing from among those alternatives (core or flexible workforces).

Advantages of Independent Contractors

Frees the employer of the tax withholding, tax payment, and benefits obligations. May also reduce employer exposure under laws and regulations governing the employment relationship such as nondiscrimination and wage and hour laws.

External-Staffing Systems

Govern initial intake of external applicants into an organization.

Laws and Regulations

Guarantee consistency of treatment among employees.

Internal Staffing Systems

Handle promotions, transfers, and new project assignments. Deals with current employees, not new hires.

Pure Acquisition Staffing Strategy

Has an organization concentrate on acquiring new employees who can "hit the ground running" and be at peak performance the moment they arrive. Would need little to no training.

Major Workforce Trends

High cost of health care. Global competition. Complexity of legal compliance. Baby boomers leaving the workforce. Economic growth. Cross-culture understanding.

Flexibility

Hiring people who can perform multiple jobs. People who can wear multiple hats. Handling several job assignments.

State Government Employers

Immune from lawsuits by employees who allege violation of the ADA or ADEA.

Core Workforce Disadvantages

Implied permanence reduces staffing flexibility to rapidly increase, reduce, or redeploy its workforce when necessary. Can be costly in terms of severance, low morale, and manage to the organization's reputation. In addition to Labor costs, wages, benefits, taxation and law compliance. May deprive the organization of new technical and administrative knowledge that could be infused into it by use of other programmers and consultants.

Common-Law Principle of Employment-At-Will

In the absence of any contract language to the contrary, the employment relationship is strictly an at-will one, meaning that either the employer or the employee may terminate the employment relationship at any time, for any reason, without prior notification.

Disparate Impact Cases

In these cases, the employer must demonstrate that the practices in question are job related and consist with business necessity, otherwise they can be acused of doing this. The defendant must prove that its practices are not discriminatory.

Major Life Activities

Include Caring for oneself, performing manual tasks, seeing, hearing, eating, sleeping, walking, standing, sitting, reaching, lifting, bending, speaking, breathing, learning, reading, concentrating, thinking, communicating, interacting with others, and working. Also included are major bodily functions.

Action Plans

Include planning to arrive at desired staffing levels and staffing quality.

Core Workforce Advantages

Include stability, continuity, and predictability. Can be depended on to build strategic plans. Fosters a sense of commitment and shared purpose toward the organization's mission. Organization maintains the legal right to control employees, how it acquires the employees, and how it retains quality employees.

HR Planning

Includes making initial planning decisions, forecasting HR requirements and availabilities, determining employee shortages and surpluses, and developing action plans.

Labor Shortages Responses

Increased pay and benefit packages. Hiring bonuses and stock options. Alternative work arrangements to attract and retain older workers. Use of temporary employees. Recruitment of immigrants. Lower hiring standards. Partnership with high schools, technical schools, and colleges. Increased mandatory overtime work. Increased hours of operation.

Manager Judgement

Individual managers dictate availability forecasts in their work units.

Retaliation

Interpreted by the courts and the EEOC to include refusal to hire, denial of promotion, termination, other actions affecting employment, and actions that deter reasonable people from pursuing their rights.

Disparate Treatment

Involve allegations of intentional discrimination in which the employer knowingly and deliberately discriminated against people on the basis of specific characteristics such as race or sex.

Employment

Involves decision making and final match activities by the organization and the applicant. The organization must decide which applicants continue into the process and which to reject. At that point the organization must decide to whom it will make the job offer and what that offer will be. Upon acceptance the final match is complete, and the relationship is formally established.

Ethics

Involves determining moral principles and guidelines for acceptable practice. Emphasizes knowing organizational codes and guidelines and behaving within these boundaries when faced with dilemmas in business or professional work.

Human Resource Planning

Involves learning about the employment environment, determining how many employees an organization will need in the future, and assessing the availability of employees in both the internal and external markets.

Planning

Involves looking into the future. Divided into long term (3 years or more), intermediate (1-3 years), or short term (1 year or less).

Disadvantages of Flexible Employees

Legal loss of control over flexible workers. Very limited in the amount of supervision and performance management it can conduct for them. Frictions between core and flexible workers may also arise. May lack familiarity with equipment, policies, procedures, and important customers. Quality depends heavily on the quality of the staffing and training systems used by the provider.

Markov Analysis

Limitations include 1. Sample size. 2. It does not detect multiple moves by employees between T and T+1. It only classifies employees and counts their movement according to their beginning (T) and ending (T+1) job category/level. 3. Pertains to job category/level combinations created to serve as the unit of analysis. Categories without any level designations. 4. Transition probabilities reflect only gross, average employee movement and not underlying causes of the movement. Does not take into account specific cases of different employees.

Organization's Core Workforce

Made up of individuals who are viewed as regular full-time or part-time employees of the organization. They are central to the core goods and services delivered by the organization.

The Essence of Planning

Making forecasts to determine appropriate staffing levels.

Planning for Diversity

Management must state that diversity goals are important. Advertise through media sources that target a variety of demographics. Recruit at colleges, universities, and other institutions that have large numbers of underrepresented minorities.

Forecasting Availability Approaches

Manager Judgment, Markov Analysis, and Replacement and Succession Planning.

Forecasting Techniques

Manager judgment, Markov Analysis, and replacement and succession planning.

Organization Officials and Individual Managers

Memebers that cannot be held personally liable for discrimination under the Civil Rights Act, the ADA, or the ADEA.

The Staffing Level Model

Model that shows how projected labor requirements and availabilities are compared to derive staffing levels that represent being overstaffed, fully staffed, or understaffed.

The Staffing Organizations Model

Model that shows that organizations, Human Resources, and staffing strategies are formulated and shape staffing policies and programs. In turn, these meld into a set of staffing support activities as well as core activities.

Promotions, Transfers, and Demotions

Moving Up - _____, Moving Across - ____, Moving Down - ____.

Outsourcing

Moving a business process to another vendor.

Effective Staffing Planning

Must begin with a dialogue between HR representatives and organizational leaders.

Laws

Needed to define how the employer may use each type of worker, as well as the rights of each type.

Independent Contractor

Not legally considered an employee, therefore the rights and responsibilities the employer has toward them are different from those for its employees.

Affirmative Action Plans (AAPs)

Organization-specific plans that have a legal origin and basis. They precede diversity programs for strategic reasons rather than legal ones. Organization specific, they share a common architecture composed of three major components, availability analysis of women and minorities, placement goals derived from pampering availability with incumbency, and action-oriented programs for meeting the placement goals.

Project-Based Human Resource Planning

Organizational responses that occur in the form of special projects, rather than in changes to the total business plan.

Planning, recruitment, selection, decision making, job offer, and retention systems

Organizations use multiple interconnected systems to manage the people flows which include...

Internal Audit and Reporting

Periodically measures the effectiveness of the total Affirmative Action Plan.

Population-Based Human Resource Planning

Planning focused on a specific employee group.

Core Workforce Planning

Planning of recruitment, selection, and employment activities.

Offshoring

Products or services are provided by an external source outside of the country where the organization's core operations take place. Common for large companies to have many subcomponent electronic parts manufactured by third-party vendors overseas, with final assembly of products performed domestically. Another example is telephone services. No longer limited to blue and pink collar jobs.

Organizational Goals

Profitability, market share, customer satisfaction, and environmental sustainability.

Statutory Federal Laws

Prohibit discrimination on the basis of race, color, religion, sex, national origin, age, genetic information, and disability. This prohibition applies to staffing practices intentionally used to discriminate (disparate treatment) as well as staffing practices that have a discriminatory effect (disparate or adverse impact.)

The Society for Human Resource Management

Proposes that strategic planning involves a thorough knowledge of the organization's current situation as well as a sense of the strategic vision of the organization.

Laws and Regulations

Provide guidance to employers as to what are permissible practices and what are impermissible practices.

Independent Contractor

Provides specific task and project assistance to the organization, such as maintenance, bookkeeping, advertising, programming, and consulting. Can be a single individual or an employer with its own employees. Neither of which are intended to be employees of the organization utilizing its services.

The Final Model Staffing Organizations

Provides the entire framework for staffing. Shows that organizations, Human Resources, and staffing strategy interact to guide the conduct of staffing support activities, and core staffing activities. Employee retention and staffing systems management are shown to cut across both types of activities.

Organizational Ethics

Raise ethical expectations. Legitimize dialogue about ethical issues. Encourage ethical decision making. Prevent misconduct and provide a basis for enforcement.

The Core Components of Staffing

Recruitment, Selection, and Employment.

Core Staffing Activities

Recruitment, selection, and employment.

Qualitative Staffing Objectives

Refer to the qualities of people in KSAO-type terms. These may be stated in terms of averages such as average education level for new hires and average scores on ability tests. May also reflect desired KSAOs in terms of seniority, performance appraisal record, types of on and off the job training and so forth.

Workforce Quality

Refers to an organization's human capital. A stock of human capital that a organization acquires, deploys, and retains in pursuit of organizational outcomes such as profitability, market share, customer satisfaction, and environmental sustainability.

The Quality Element

Refers to having people with the requisite KSAO's so that jobs are performed effectively.

Human Capital

Refers to the people and knowledge, skill, and ability of people and their motivation to use them successfully on the job.

Deployment

Refers to the placement of new hires in the actual jobs they will hold, something that may not be entirely clear at the time of hire, such as the specific work unit or geographic location.

Judgmental Techniques

Represent human decision-making models that are used for forecasting HR requirements. Use a decision maker who collects and weighs the information subjectively and then turns it into forecasts of HR requirements. These forecasts may or may not agree very closely those derived from statistical techniques.

Employment Standards

Represent the minimum acceptable terms and conditions of employment such as minimum wage, nondiscrimination, overtime pay, and safety and health standards.

Job Analysis

Represents the key mechanism by which the organization identifies and establishes the KSAO requirements for jobs, as well as the rewards that the jobs will provide.

Claims of Discrimination in Staffing

Require evidence and proof, particularly as these charges pertain to the staffing system itself and its specific characteristics as it has operated in practice.

Staffing the Organization

Requires attention to both the numbers, and the types of people brought into, moved within, and retained by the organization.

Disparate Treatment

Staffing practices intentionally used to discriminate.

Disparate or Adverse Impact

Staffing practices that have a discriminatory effect.

Regression, Ratio, Trend, Time Series, and Stochastic Analysis

Statistical Techniques used in Human Resource forecasting.

Pure Development Strategy

Strategy that leads to the acquisition of just about anyone who is willing and able to learn the KSAOs required for the job.

HR Strategy

Strategy that seeks to align acquisition and management of the workforce with organizational strategy.

Markov Analysis

Substitutes historical data about internal mobility and exit rates for the manager's judgment as a basis for making availability forecasts, and it simultaneously considers all types of possible employee movement in the forecasts.

Organizational Goals

Survival, profitability, and growth.

External and Internal Staffing

Systems that send signals to applicants and employees alike about the organization as an employer.

22% of Total Revenue

The Average Organization's Employee Cost.

Recruitment, Selection, and Employment

The Core Components of Staffing.

Making Forecasts to Determine Appropriate Staffing Levels

The Essence of Planning.

Self-Selection

The applicant deciding whether to continue in the staffing process or drop out. This decision may occur anywhere along the selection process, up to and including the moment of the job offer.

The Formal Employee Agreement

The contract formed when the employer and the employee negotiate and agree on the terms and conditions that will define and govern their relationship. This contract includes job requirements, rewards, KSAOs, and motivations. Over time it can be modified due to changes in any of these things. Either party may terminate it at any point.

Absence of Consent Decree

The court fashions its own remedies from those permitted under law. The court may enjoin certain practices which means requiring the defendant to halt the practices. Second the court may order the hiring or reinstatement of individuals. Third the court may fashion various forms of monetary relief, such as back pay, front pay, attorney's fees and compensatory punitive damages. Finally the court may order affirmative action as appropriate.

Disparate Treatment Cases

The defendant must provide nondiscriminatory reasons during rebuttal for the practice in question. The reasons they did what they did and how they did it. The plaintiff must ultimately prove that the defendant's practices are discriminatory.

The Quantity Element

The element that refers to having enough people to conduct business.

Balance of Power

The employer has something desirable to offer the employee (a job with certain requirements and rewards), and the employee has something to offer the employer (KSAOs and motivation).

Disadvantages of Independent Contractors

The employer substantially loses the right to control the contractor. Cannot dictate where, when, or how work is to be done. Loses control of the means (work processes, tools, equipment, work schedules, etc.) by which the work is performed.

Organization's Overall Strategy

The first, and most important influence on the planning process.

The Person/job Match Model

The foundation of all staffing activities, this model shows how matching could extend to how well the person will also fit with the organization.

Overstaffed

The head-count availabilities exceed requirements.

Understaffed

The head-count requirements exceed availabilities.

Fully-Staffed

The head-count requirements match availabilities.

Recruitment

The initial stage in staffing which involves 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.

The Core Staffing Components Model

The model that identifies recruitment, selection, and employment as the three key staffing activities, and it shows that both the organization and the job applicant interact in these activities.

The First Model of Staffing

The model that shows how projected workforce head-count requirements and availabilities are compared to determine the appropriate staffing level for the organization.

Workforce Quantity Requirements

The needed headcount.

Sample Size

The number of current workforce employees in each job category/level. It is desirable to have 20 or more employees in each job category/level.

Quantity

The number of people brought into, moved within, and retained by the organization.

Stock Statistics

The number of women or minorities actually employed in a job category is compared with their availability in the relevant population.

Active Diversity Planning

The organization encourages underrepresented groups to apply for positions. Actively recruiting from a variety of sources that are likely to be seen by underrepresented groups. Providing additional training and mentoring to encourage the advancement of underrepresented groups.

Alternate Arrangements

The organization filling its staffing needs through the use of independent contractors, on-call workers day laborers, temporary help agency employees, and employees provided by a contract firm that provides a specific service.

Understaffed

The organization needs to gear up its staffing efforts, starting with accelerated recruitment and carrying on through the rest of the staffing system. Development of retention programs that slow the outflow of people.

Passive Diversity Planning

The organization reviews all policies and practices to ensure there is no discrimination on the basis of race, religion, national origin, gender, disability, age, or other protected lasses covered locally.

Person/Organization Match

The organization seeks to determine how well the person matches not only the job, but also the organization.

Offshoring

The organization setting up its own operations in another country.

Flexible Workforce Planning

The organization should establish early contact with providers for contracts.

Staffing

The organizational function used to build the workforce through systems such as strategy, HR planning, recruitment, selection, employment, and retention.

Concentration Statistics

The percentages of women or minorities in various job categories are compared to see if they are concentrated in certain workforce categories.

Person/Organization Match

The person's characteristics are matched to additional facts beyond the target job, namely, organizational values, new job duties for the target job, multiple jobs, and future jobs.

Labor Supply

The persons express their own job preferences and requirements.

Quantity or Head-Count

The portion of the staffing definition that means organizations must be concerned about staffing number levels and their adequacy.

Staffing

The process of acquiring, deploying, and retaining a work-force of sufficient quantity and quality to create positive impacts on the organization's effectiveness.

Staffing

The process of acquiring, deploying, and retaining a workforce of sufficient quantity and quality to create positive impacts on the organization's effectiveness.

Human Resource Planning

The process of forecasting the organization's future employment needs and then developing action plans and programs for fulfilling these needs in ways that align with the staffing strategy.

Employer-Employee

The result of the organization's usual staffing activities—a culmination of the person/job matching process. What the two sides become.

Organizational Culture

The set of intangibles that influences attitudes and behaviors in organizations.

Trend Analysis

The simplest approach that uses data only on previous staffing levels over time to predict future needs. Useful when organizations have data mostly on historical staffing levels with less detailed information on specific predictors. Implicitly assumes that the pattern of staffing needs in the past will be predictive of the future but does not take any external factors, like the overall state of the economy or product market demand, into account.

The Organization's Strategy and Culture

The two most important internal influences on the planning process.

Quality

The type of people brought into, moved within, and retained by the organization.

Product Market Conditions, Labor Markets, and Technology

Thee major sources of external influence on HR and staffing planning.

Loose Labor Market

There are labor surpluses relative to labor demand.

Laws

These Prohibit discrimination on the basis of many protected characteristics such as race, sex, and disability. Actions based on these characteristics must be removed from staffing practices and decisions.

Acquisition Activities

These activities Involve external staffing systems that govern the initial intake of applicants into an organization. These involve planning how many and what type of people are needed, establishing job requirements and rewards, conducting recruitment, using selection tools, and putting together job offers.

Laws and Regulations

These seek to provide specific protections to employees that they are unlikely to get for themselves in an employment contract. These protections pertain to employment standards, individual workplace rights, and consistency of treatment.

Legal Compliance

This is a result of knowledge of the myriad laws and regulations, especially equal employment opportunity and affirmative action (EEO/AA), and incorporation of their requirements into all phases of core staffing activities.

Legal Employment Relationship

This is formed when the organization selects people to do work for it.

Staffing

This process begins with a joint interaction between applicant and organization. The applicant seeks the organization and the organization seeks applicants.

Top-Down Approach

Top managers of the organization, rely on their knowledge of business and organizational plans to predict what future head counts should be.

Markov Analysis

Used to predict availabilities on the basis of historical patterns of job stability and movement among employees.

Regression Analysis

Used with historical predictors that can make more statistically precise estimates of future expectations by taking several factors into account simultaneously. Sales data and new customer data from organizational records are used to predict staffing needs in the past. Then the estimates from these predictions are combined with projections for the future to generate future FTE requirements. A more thorough analysis approach.

Markov Analysis

Uses historical mobility data and probabilities to forecast future availabilities.

Short-Term Options for Shortages

Utilizing current employees better, outsourcing work, and acquiring additional employees.

Consumer Report

Virtually any information on an applicant that is compiled from a database by a consumer reporting agency and provided to an organization. May include credit, employment history, income, driving record, arrests, convictions, lifestyle, and medical information.

Tight Labor Market

When labor demand exceeds labor supply for a given pay rate.