Strategic staffing [3rd ed. ; global ed] 9780133571769, 1292073497, 9781292073491, 0133571769

Table of contents :
Cover......Page 1
Title......Page 3
Copyright......Page 4
Contents......Page 5
Preface......Page 13
About the Authors......Page 21
Chapter 1 Strategic Staffing......Page 23
The Staffing Context......Page 25
How Strategic Staffing Differs from Traditional Staffing......Page 26
Workforce Planning......Page 29
Sourcing and Recruiting Talent......Page 30
Acquiring Talent......Page 31
Matchmaking Process......Page 32
Identifying Staffing Goals......Page 33
Evaluating the Staffing System......Page 34
Integrating the Functional Areas of Human Resource Management......Page 35
Performance Management......Page 36
The Organization of This Book......Page 37
Summary......Page 38
Exercises......Page 39
Case Study Assignment: Chern’s......Page 40
Endnotes......Page 41
Chapter 2 Business and Staffing Strategies......Page 43
A Resource-Based View of the Firm......Page 44
Requirements of a Competitive Advantage......Page 45
The Firm’s Business Strategy......Page 46
Types of Business Strategies......Page 47
How the Organizational Life Cycle Affects Staffing......Page 51
Filling Vacancies or Hiring for Long-Term Careers......Page 52
Applicants and Employees as Either Assets or Investors......Page 53
Deriving the Firm’s Staffing Strategy......Page 55
Should We Establish a Core or Flexible Workforce?......Page 57
Should Our Talent Focus Be Internal or External?......Page 58
Which Skills and What Level of Them Should We Seek?......Page 60
Which Jobs Should We Focus On?......Page 61
Is Staffing an Investment or a Cost?......Page 62
Should Our Staffing Function Be Centralized or Decentralized?......Page 63
Achieving a Competitive Talent Advantage......Page 64
Takeaway Points......Page 65
Exercises......Page 66
Endnotes......Page 67
Chapter 3 The Legal Context......Page 70
Types of Employees......Page 72
Independent Contractors......Page 75
Laws and Regulations......Page 76
The Laws Relevant to Staffing......Page 77
Bona Fide Occupational Qualification (BFOQ)......Page 82
Equal Employment Opportunity......Page 83
Affirmative Action......Page 84
Quotas......Page 85
The Equal Employment Opportunity Commission (EEOC)......Page 86
The Office of Federal Contract Compliance Programs (OFCCP)......Page 87
Disparate Treatment......Page 89
Adverse (or Disparate) Impact......Page 90
Fraudulent Recruitment......Page 93
Negligent Hiring......Page 94
Trade Secret Litigation......Page 96
Barriers to Legally Defensible Staffing......Page 97
General Barriers......Page 98
Specific Barriers......Page 99
Summary......Page 100
Exercises......Page 101
Endnotes......Page 102
Chapter 4 Strategic Job Analysis and Competency Modeling......Page 106
Types of Job Analyses......Page 108
The Legal and Practical Reasons for Doing a Job Analysis......Page 110
Job Descriptions and Person Specifications......Page 111
Common Job Analysis Methods......Page 112
The Job Elements Method......Page 113
The Task Inventory Approach......Page 114
Planning a Job Analysis......Page 115
Conducting a Job Analysis......Page 117
Collect Background Information......Page 118
Generate the Task Statements......Page 119
Generate the KSAOs......Page 120
Collect Critical Incidents......Page 123
Weight the Job Duties......Page 124
Write the Job Description and Person Specification......Page 125
Competency Modeling......Page 127
Job Rewards Analysis......Page 129
Takeaway Points......Page 132
Exercises......Page 133
Endnotes......Page 134
Chapter 5 Forecasting and Planning......Page 137
The Workforce Planning Process......Page 139
Forecasting A Firm’s Labor Demand......Page 140
Currency Exchange Rate Forecasts......Page 141
Other Factors......Page 142
Internal Forecasting Tools......Page 143
Forecasting the Internal Labor Market......Page 147
Forecasting the External Labor Market......Page 152
Dealing with a Temporary Talent Shortage......Page 153
Dealing with a Persistent Talent Shortage......Page 154
Staffing Planning......Page 155
How Many People Should Be Recruited?......Page 156
What Resources Are Needed?......Page 158
How Much Time Will It Take to Hire the Employees?......Page 159
Takeaway Points......Page 160
Exercises......Page 161
Endnotes......Page 162
Chapter 6 Sourcing: Identifying Recruits......Page 164
What Is Sourcing?......Page 165
What Recruiting Sources Exist?......Page 166
Internal Recruiting Sources......Page 167
Employee Referrals......Page 169
Profiling Desirable Employees......Page 181
Performing Ongoing Recruiting Source Effectiveness Analyses......Page 182
Prioritizing Recruiting Sources......Page 183
Sourcing Nontraditional Applicant Pools......Page 184
Older Workers......Page 185
Global Sourcing and Geographic Targeting......Page 186
Geographic Targeting......Page 187
Discussion Questions......Page 189
Endnotes......Page 190
Chapter 7 Recruiting......Page 194
What Is Recruiting?......Page 195
Spillover Effects......Page 196
What Makes a Recruiter Effective?......Page 197
The Recruiter’s Characteristics......Page 198
The Different Types of Recruiters......Page 200
Other Factors Influencing a Recruiter’s Effectiveness......Page 202
Presentation Skills......Page 204
Applicant Attraction......Page 205
Setting Recruiters’ Goals......Page 206
Developing Applicant Attraction Strategies......Page 207
Developing the Organization’s Employer Brand......Page 208
Developing the Recruiting Message......Page 210
Developing Realistic Job Previews......Page 212
Developing Self-Assessment Tools......Page 214
Timing the Disclosure of Information......Page 215
Following the EEOC’s Best Recruiting Practices......Page 216
Summary......Page 217
Exercises......Page 218
Endnotes......Page 219
Chapter 8 Measurement......Page 224
Types of Measurement......Page 226
Scores......Page 227
Shifting the Normal Curve......Page 230
Correlations......Page 231
Interpreting Correlations......Page 234
Regressions......Page 235
Reliability......Page 237
Standard Error of Measurement......Page 241
Validity......Page 242
Using Existing Assessment Methods......Page 246
Standardization and Objectivity......Page 248
Evaluating Assessment Methods......Page 249
Exercises......Page 251
Chapter Supplement......Page 253
Endnotes......Page 257
Chapter 9 Assessing External Candidates......Page 259
Maximizing Fit......Page 261
Assessing Accurately......Page 264
Maximizing the Firm’s Return on Its Investment in Its Assessment System......Page 265
Generating Positive Stakeholder Reactions......Page 266
Complying with the Law......Page 267
External Assessment Methods......Page 268
Screening Assessment Methods......Page 269
Evaluative Assessment Methods......Page 276
Contingent Assessment Methods......Page 287
Reducing Adverse Impact......Page 290
Assessment Plans......Page 291
Exercises......Page 293
Endnotes......Page 295
Chapter 10 Assessing Internal Candidates......Page 303
The Firm’s Internal Assessment Goals......Page 304
Gathering Information with Which to Make Downsizing Decisions......Page 305
Maximizing Fit......Page 306
Generating Positive Stakeholder Reactions......Page 307
Complying with the Law......Page 308
Skills Inventories......Page 309
Performance Reviews......Page 310
Multisource Assessments......Page 311
Assessment Center Methods......Page 312
Career Crossroads Model......Page 313
Managing Succession......Page 314
Developing a Succession Management System......Page 315
Career Planning......Page 317
Integrating Succession Management and Career Planning......Page 320
Summary......Page 321
Exercises......Page 322
Endnotes......Page 323
Chapter 11 Choosing and Hiring Candidates......Page 326
Combining Candidates’ Scores......Page 327
Legal Issues Related to Hiring Candidates......Page 331
Job Offer Strategies......Page 332
Creating a Job Offer......Page 333
Compensation Decisions......Page 334
Common Contract Content......Page 336
Additional Agreements......Page 337
Presenting a Job Offer......Page 338
Negotiating with New Hires......Page 340
Renegotiating Contracts......Page 342
Closing the Deal......Page 343
Rejecting......Page 344
Reneging......Page 345
Exercises......Page 346
Endnotes......Page 348
Chapter 12 Managing Workforce Flow......Page 351
Orienting and Socializing New Employees......Page 352
The Phases of Socialization......Page 354
Socialization Choices......Page 355
What Makes a Socialization Program Effective?......Page 358
Managing the Flow of the Workforce......Page 359
Types of Turnover......Page 360
Analyzing the Causes of Turnover......Page 361
Developing Retention Strategies......Page 363
Mergers and Acquisitions......Page 366
Redeploying Talent......Page 367
Downsizing......Page 368
Layoffs......Page 371
Discharging Employees......Page 372
Dealing with the Risk of Violence......Page 373
Summary......Page 374
Exercises......Page 375
Endnotes......Page 377
Chapter 13 Staffing System Evaluation and Technology......Page 381
Staffing Outcomes......Page 383
Key Performance Indicators......Page 384
Staffing Metrics......Page 386
Six Sigma Initiatives......Page 389
The Balanced Scorecard Approach......Page 391
Staffing Evaluation Ethics......Page 393
Résumé Screening Software......Page 394
Applicant Tracking Systems......Page 395
Company Web Sites......Page 397
Digital Staffing Dashboards......Page 398
Summary......Page 400
Exercises......Page 401
Semester-Long Active Learning Project......Page 402
Endnotes......Page 403
Appendix: Strategic Staffing at Chern’s: A Case Study......Page 405
Glossary......Page 429
D......Page 435
J......Page 436
O......Page 437
T......Page 438
Z......Page 439

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