R&S - Chapter 1

3. Recruiting Talent

All org prac and decisions that affect either the number or types of individuals willing to apply for and accept job offers (generate field) - employer branding

5. Acquiring Talent

Putting together job offers that appeal to chosen candidates, and persuading job offer recipients to accept those job offers - negotiations for employment contracts

Staffing Goals (process)

During the hiring process - attracting sufficient numbers of qual'd - complying with the law and org policy - fulfilling any affirmative action obligations - meeting hiring timeline goals -staffing efficiently

Integrating with other areas of HR

- Training - Performance Management - Compensation - Succession planning - Career development - Recruitment impacts selection activities and the likelihood of successfully identifying good hires

Staffing goals (should be)

- aligned with strategic performance of staffing system - match competencies, styles, values and traits to requirements of org and its jobs - better execute biz strat and attain its biz goals - consistent with goals and needs of all stakeholders in the staffing process

Why is staffing important?

- determine quality of workforce - influences future success of training, performance management, compensations programs and execution of business strategy

Matchmaking Process

- recruiting and selection and interdependent - applicants and orgs choose each other - recruitment continues throughout selection - firms continuously recruit to maintain attractiveness

7. Retaining Talent

- succession management and career dev - turnover of high performers expensive - turnover of low performers good - retention saves money

Seven components of strategic staffing

1. Workforce planning 2. Sourcing talent 3. Recruiting talent 4. Selecting talent 5. Acquiring talent 6. Deploying talent 7. Retaining talent

4. Selecting Talent

Assessing job candidates and deciding whom to hire (strong legal context) - interviews, psychometric testing, pre-screens

6. Deploying Talent

Assigning talent to appropriate jobs and roles in the org - succession planning and career development - socialising

Talent Management

Attracting, developing, retaining, and utilizing people with the required skills and aptitudes to meet current and future business needs

What is strategic management?

Process of formulating and implementing strategies to accomplish long-term goals and sustain competitive advantage

2. Sourcing Talent

Locating qualified individuals and labour markets from which to recruit - identifies who would be good recruits

1. Workforce planning

Predicting an organizations future employment needs and the availability of current employees and external hires to meet needs and execute biz strat - invovles hiring manager and staffing spec - short-term focus on immediate hiring - long-term focus on org needs --> better when addresses both short and long

Strategic staffing vs. Traditional Staffing

Traditional - Less tied to strategy - Reactive - Lacks continuous improvement and effort Strategic Staffing - Longer-term planning - Alignment with bus strat, HR, Labour market - Targeted recruiting - Candidate assessment on job success - Evaluation against per-identified goals

Staffing Goals (Outcome)

after hire - individuals who will be promoted - reducing turnover among high achievers - meeting stakeholder needs - employee diversity - org flexibility - biz strat execution

Strategic Staffing

future-orientated, goal-directed ways that support the business strategy of the organization and enhance its effectiveness - involves the movement of people into, through, and out of the organisation