Part 5Staffing Activities: Employment

Chapter 12:

Final Match

McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.

Organization StrategyOrganization Strategy HR and Staffing StrategyHR and Staffing Strategy

Staffing Policies and Programs

Staffing System and Retention Management

Support Activities

Legal compliance

Planning

Job analysis

Core Staffing Activities

Recruitment: External, internal

Selection:Measurement, external, internal

Employment:Decision making, final match

OrganizationMission

Goals and Objectives

Staffing Organizations Model

12-2

12-3

Chapter Outline

Employment Contracts Requirements for Enforceable

Contract Parties to Contract Form of Contract Disclaimers Contingencies Other Employment Contract

Sources Unfulfilled Promises

Job Offers Strategic Approach to Job

Offers Job Offer Content

Job Offer Process Formulation of Job Offer Presentation of Job Offer Timing of the Offer Job Offer Acceptance and

Rejection Reneging

New Employee Orientation & Socialization

Orientation Socialization Examples of Programs

Legal Issues Employment Eligibility

Verification Negligent Hiring Employment-at-Will

12-4

Learning Objectives for This Chapter

Learn about the requirements for an enforceable contract

Recognize issues that might arise in the employment contract process

Understand how to make strategic job offers Plan for the steps of formulating and presenting a job

offer Know how to establish a formal employment

relationship Develop effective plans for new employee orientation

and socialization Recognize potential legal issues involving final

matches

12-5

Employment Contracts

Requirements for enforceable contractParties to contractForm of contractDisclaimersContingenciesOther employment contract sourcesUnfulfilled promises

12-6

Employment Contracts

Requirements for enforceable contractOfferAcceptanceConsideration

Parties to contractEmployee or independent contractorThird parties

12-7

Employment Contracts (continued)

Form of contract Written contract

Does the company mean to be held to this? Where appropriate, avoid using words that imply binding

commitment. Make sure all related documents are consistent with one

another. Always have a second person review what another has

written. Look at the entire hiring procedure.

Oral contract One-year rule Parole evidence Suggestions

12-8

Employment Contracts (continued)

Disclaimers Oral or written statement explicitly limiting an

employee right and reserving that right for employer Recommendations for enforcement

Clearly stated and conspicuously placed in appropriate documents.

Employee should acknowledge receipt and review of the document and the disclaimer.

Should state that it may be modified only in writing and by whom.

The terms and conditions of employment, including the disclaimer, as well as limits on their enforceability, should be reviewed with offer receivers and employees.

12-9

Employment Contracts (continued)

ContingenciesExtending a job offer contingent on certain

conditions being fulfilled by offer receiverOther employment contract sources

Employee handbooksOral statements made by employer

representatives

12-10

Employment Contracts (continued)

Unfulfilled promisesOrganizational HR issues

Do not make promises unwilling to keepBe sure promises made are kept

Potential legal claimsBreach of contractPromissory estoppelFraud

12-11

Job Offers

Strategic Approach to Job Offers

Job offer content

12-12

Ex. 12.1: Strategic Approach to Job Offers

12-13

Job Offer Content

Starting date Duration of contract Compensation

Starting pay Flat vs. differential

rates Exh. 12.2: Example of

Starting Pay Policies Variable pay

Short term Long term

Benefits - Ex. 12.3 Hours

Special hiring inducements Hiring bonuses Relocation assistance Hot skill premiums Severance packages

Restrictions on employees

Other terms and conditions

Acceptance terms Sample job offer letter-

Ex. 12.4

12-14

Job Offer Process

Formulation of job offer

Presentation of job offer

Job offer acceptance and rejection

Reneging

12-15

Formulation of Job Offer

Knowledge of competitorsLabor demand issues

Who are the competitors?What terms and conditions are they offering for

the job for which the hiring organization is staffing?

Labor supply issuesOffers need to attract number of staff requiredOffers need to consider KSAOs of each offer

receiver and the worth of the KSAOs

12-16

Formulation of Job Offer (continued)

Applicant truthfulness Minimal evidence exists on degree of applicant

truthfulness To combat deceit, organizations are pursuing

verification of all applicant information

Likely reactions of offer receivers Approaches to assess reactions to offers

Gather information about various preferences from offer receiver during recruitment/selection process

Conduct research on why offer receivers accept or decline job offers

12-17

Formulation of Job Offer (continued)

Policies on negotiations and initial offers Job offers occur for both external / internal staffing Consider costs of job offer being rejected by

candidate Candidates may be receiving counteroffers from

current employer Currently employed candidates incur costs for

leaving and expect a “make whole” offer Candidates are sophisticated in presenting their

demands

12-18

Formulation of Job Offer (continued)

Strategies for presenting initial offerLowball

offering the lower bounds of terms and conditions to the receiver

Competitivean offer that is “on the market,” neither too high

nor too lowBest shot

gives a high offer, one right at the upper bounds of feasible terms and conditions

12-19

Presentation of Job Offer

Two approaches

Mechanical approach

Sales approach

12-20

Job Offer Process:Acceptance, Rejection, Reneging

Acceptance

Rejection

By organization

By offer receiver

Reneging

12-21

New EmployeeOrientation and Socialization

Orientation Exh. 12.8: New Employee Orientation Program

Suggestions Socialization

Content People Performance proficiency Organization goals and values Politics Language History

Delivery