mgto 324 recruitment and selections staffing model, strategy, & planning kin fai ellick wong...
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![Page 1: MGTO 324 Recruitment and Selections Staffing model, strategy, & planning Kin Fai Ellick Wong Ph.D. Department of Management of Organizations Hong Kong](https://reader031.vdocuments.mx/reader031/viewer/2022032522/56649d6a5503460f94a47ede/html5/thumbnails/1.jpg)
MGTO 324 Recruitment and Selections
Staffing model, strategy, & planning
Kin Fai Ellick Wong Ph.D.
Department of Management of Organizations
Hong Kong University of Science & Technology
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Prologue
• The idea of staffing has been very salient in Chinese history and culture– “Recruitment” was a highly valued activity in our History
• East Han Dynasty ( 東漢 ), – Recruitment = assessing moral standard but not others
– Filial piety x integrity ( 察舉孝廉 )
• Wei Dynasty in the three-kingdom period ( 魏 )– Recruitment = assessing relevant knowledge and skills, regardless of moral
– Relevant knowledge
» 唯才是舉,吾得而用之 << 三國志,魏書,武帝操 >>
» Those with relevant skills and knowledge will be selected
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Outline
Class 2: Staffing model, strategy, & planning
Part I: Staffing Model
Part II: Staffing Strategy
Part III: Human Resource Planning
![Page 4: MGTO 324 Recruitment and Selections Staffing model, strategy, & planning Kin Fai Ellick Wong Ph.D. Department of Management of Organizations Hong Kong](https://reader031.vdocuments.mx/reader031/viewer/2022032522/56649d6a5503460f94a47ede/html5/thumbnails/4.jpg)
Outline
Class 2: Staffing model, strategy, & planning
Part I: Staffing Model
Part II: Staffing Strategy
Part III: Human Resource Planning
![Page 5: MGTO 324 Recruitment and Selections Staffing model, strategy, & planning Kin Fai Ellick Wong Ph.D. Department of Management of Organizations Hong Kong](https://reader031.vdocuments.mx/reader031/viewer/2022032522/56649d6a5503460f94a47ede/html5/thumbnails/5.jpg)
Part I: Staffing Model
• Defining “staffing”– “the process of acquiring, deploying, and retaining,
a workforce of sufficient quantity and quality to create positive impacts on the organization’s effectiveness”
• Acquiring: external staffing, new blood• Deploying: internal staffing (promotion, transfer)• Retention: turnover, compensation, etc.
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Part I: Staffing Model
• Can “good” staffing lead to better organizational effectiveness? – Yes, strongly supported by research findings
• Youndt et al., (1996, Academy of Management Journal)– Selectivity +ve organizational performance
• Greer et al. (2001, Journal of Business Research)– Countercyclical hiring +ve organizational performance 2 years lat
er
• Russell (2001, Journal of Applied Psychology)– Using the effective selection system used by a Fortune 500 organiza
tion resulted in more profits.
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Part I: Staffing Model
• The Basic Model – Staffing = counting
• Considering quantity but not quality• The simplest model• Exhibit 1.1
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Exhibit 1.1 Staffing Quantity
Projected Staffing Requirements
Projected Staffing Availabilities
Compare
Overstaffed
Fully Staffed
Understaffed
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Part I: Staffing Model
• The person/job match model– Staffing = counting + the person-job match
• Job characteristics x individual characteristics– Designers: create new items
» Creative, imaginative– Social workers: help people with problems
» Empathetic, not selfish – Researchers: discover new knowledge
» Hardworking, curious to knowledge
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Exhibit 1.2 Person/Job Match
Job
RequirementsRewards
Person
KSAOsMotivation
Match
HR Outcomes
AttractionPerformanceRetentionAttendanceSatisfactionOther
Impact
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Part I: Staffing Model
• The person/organization match model– Staffing = counting + the person-job match
• Job characteristics x individual characteristics x organizational contexts
– Organization values, culture, career development
• East Han Dynasty
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Exhibit 1.3 Person/Organization Match
Job
RequirementsRewards
Person
KSAOsMotivation
Match
HR Outcomes
AttractionPerformanceRetentionAttendanceSatisfactionOther
Impact
OrganizationValues
New Job Duties
MultipleJobs
FutureJobs
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Part I: Staffing Model
• Relationship between applicants and job– Depending on the economy
• At times, organization may be the dominant player• At other times, the applicant may be the aggressor
– Depending on demand / supply• For jobs that the supply is more than the demand
– Organization becomes dominant» E.g., The demand of IT jobs dropped significantly in and after
2001
• For jobs that the demand is less than the supply– Applicants become dominant
» E.g., hiring good professors in business school
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Exhibit 1.4 Staffing System Components
Applicant(person)
Organization(job)
Recruitment(identification and attraction)
Selection(assessment and evaluation)
Employment(decision making and final match)
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Part I: Staffing Model
• Staffing Organizations Model– Strategic Human Resource Management
• Organizational Strategy HR (Staffing) strategy • Staffing becomes part of the overall organization strategy• Core staffing activities are carefully “calibrated” to match the
organization strategy
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Exhibit 1.5 Staffing Organizations Model
OrganizationMissions
Goals and Objectives
Organization Strategy HR and Staffing Strategy
Staffing Policies and Programs
Support Activities
Legal compliancePlanningJob analysis
Recruitment: external, internalSelection: measurement, external, internalEmployment: decision making, final match
Staffing System and Retention Management
Core Staffing Activities
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Outline
Class 2: Staffing model, strategy, & planning
Part I: Staffing Model
Part II: Staffing Strategy
Part III: Human Resource Planning
![Page 18: MGTO 324 Recruitment and Selections Staffing model, strategy, & planning Kin Fai Ellick Wong Ph.D. Department of Management of Organizations Hong Kong](https://reader031.vdocuments.mx/reader031/viewer/2022032522/56649d6a5503460f94a47ede/html5/thumbnails/18.jpg)
Part II: Staffing Strategy
Staffing StrategyStaffing Strategy
Staffing Levels:Getting sufficient no. of staff
Staffing Levels:Getting sufficient no. of staff
Staffing Quality:Getting qualified staffStaffing Quality:Getting qualified staff
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Part II: Staffing Strategy
Staffing StrategyStaffing Strategy
Staffing Levels:Getting sufficient no. of staff
Staffing Levels:Getting sufficient no. of staff
Staffing Quality:Getting qualified staffStaffing Quality:Getting qualified staff
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Part II: Staffing Strategy
• Staffing Levels (think about HKUST)– Acquire or develop talent – Lag or lead system– External or internal hiring– Core or flexible workforce– Hire or retain– National or Global– Attract or relocate– Overstaff or understaff– Hire or acquire
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Part II: Staffing Strategy
Staffing StrategyStaffing Strategy
Staffing Levels:Getting sufficient no. of staff
Staffing Levels:Getting sufficient no. of staff
Staffing Quality:Getting qualified staffStaffing Quality:Getting qualified staff
![Page 22: MGTO 324 Recruitment and Selections Staffing model, strategy, & planning Kin Fai Ellick Wong Ph.D. Department of Management of Organizations Hong Kong](https://reader031.vdocuments.mx/reader031/viewer/2022032522/56649d6a5503460f94a47ede/html5/thumbnails/22.jpg)
Part II: Staffing Strategy
• Staffing Quality (again, think about HKUST)– Person/job or person/organization match– Specific or General KSAOs
• Knowledge, Skills, Abilities, and Other characteristics
– Exceptional or Acceptable Workforce Quality– Active or passive diversity
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Outline
Class 2: Staffing model, strategy, & planning
Part I: Staffing Model
Part II: Staffing Strategy
Part III: Human Resource Planning
![Page 24: MGTO 324 Recruitment and Selections Staffing model, strategy, & planning Kin Fai Ellick Wong Ph.D. Department of Management of Organizations Hong Kong](https://reader031.vdocuments.mx/reader031/viewer/2022032522/56649d6a5503460f94a47ede/html5/thumbnails/24.jpg)
Part III: Human Resource Planning
• Defining “Human Resource Planning”– A process and set of activities undertaken to forecast
an organization’s labor demand and internal labor supply (availabilities)
– Key steps1. determine future human resource demands
2. determine future human resource availabilities
3. conduct external & internal environment scanning
4. determine gaps between demands and availabilities
5. develop action plans to close the projected gaps
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Exhibit 3.13 Operational Format and Example for Human Resource Planning (HRP)
Organizational Unit: Sales and Customer Service
Forecast for Workforce—
One Year
Job Category and
Level
Current
Workforce Requirements Availabilities
Reconciliation
and Gaps Action Planning
A1 (Sales) 100 110 71 -39 (shortage) Staffing activities
Recruitment
Selection
Employment
Other HR activities
Compensation
Training and
development
A2 (Sales manager) 20 15 22 +7 (surplus)
B1 (Customer service
representative)200 250 140 -110 (shortage)
B2 (Customer service
manager) 15 25 22 -3 (shortage)
335 400 255 -145 (shortage)
![Page 26: MGTO 324 Recruitment and Selections Staffing model, strategy, & planning Kin Fai Ellick Wong Ph.D. Department of Management of Organizations Hong Kong](https://reader031.vdocuments.mx/reader031/viewer/2022032522/56649d6a5503460f94a47ede/html5/thumbnails/26.jpg)
Part III: Human Resource Planning
Step 1: Forecasting HR demands
Step 2: Forecasting HR availabilities
Step 3: Environment scanning
Step 4: Determining gaps
Step 5: Action plans
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Part III: Human Resource Planning
Step 1: Forecasting HR demands
Step 2: Forecasting HR availabilities
Step 3: Environment scanning
Step 4: Determining gaps
Step 5: Action plans
![Page 28: MGTO 324 Recruitment and Selections Staffing model, strategy, & planning Kin Fai Ellick Wong Ph.D. Department of Management of Organizations Hong Kong](https://reader031.vdocuments.mx/reader031/viewer/2022032522/56649d6a5503460f94a47ede/html5/thumbnails/28.jpg)
Part III: Human Resource Planning
• Step 1: forecasting the demands– Use of statistical techniques
• Project the past to the future– Ratio analysis
» $1000 sales per each salesmen; I need 20 salesmen for $20,000 sales
– Multiple regression analysis » The concepts are relatively complex» Some techniques will be introduced in Workshop 6
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Part III: Human Resource Planning
• Step 2: forecasting HR (within organization) availabilities– Use of statistical techniques
• It is a simple probability calculation• Four job positions
– Sale team: A1 (Sale manager); A2 (Account manager)
– Support team: B1 (Executive officer); B2 (Clerk)
• List all possible movements– Job stability (remain in A1, A2, B1, and B2)
– Promotion (A2 A1; B2 B1)
– Demotion (A1 A2; B1 B2)
– Exit (leaving the organization)
• This information enables us to know the availability of each position– Markov Analysis (Workshop 2)
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Part III: Human Resource Planning
Step 1: Forecasting HR demands
Step 2: Forecasting HR availabilities
Step 3: Environment scanning
Step 4: Determining gaps
Step 5: Action plans
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Part III: Human Resource Planning
• Step 2: forecasting HR (within organization) availabilities– Use of statistical techniques
• It is a simple probability calculation• Four jobs
– Sale team: A1 (Sale manager); A2 (Account manager)– Support team: B1 (Executive officer); B2 (Clerk)
• List all possible movements– Job stability (remain in A1, A2, B1, and B2)– Promotion (A2 A1; B2 B1)– Demotion (A1 A2; B1 B2)– Exit (leaving the organization)
![Page 32: MGTO 324 Recruitment and Selections Staffing model, strategy, & planning Kin Fai Ellick Wong Ph.D. Department of Management of Organizations Hong Kong](https://reader031.vdocuments.mx/reader031/viewer/2022032522/56649d6a5503460f94a47ede/html5/thumbnails/32.jpg)
Part III: Human Resource Planning
Step 1: Forecasting HR demands
Step 2: Forecasting HR availabilities
Step 3: Environment scanning
Step 4: Determining gaps
Step 5: Action plans
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Part III: Human Resource Planning
• Step 3: Environment Scanning– External scanning
• Process of tracking trends and developments in the outside world– More and more females decide not to have children, which implies that the
projected supply of female workforce in the future years may have been underestimated
– HK government significantly increases no. of undergraduate students– The government plans to recognize the diploma and degree offered by some
mainland universities
– Internal scanning• Understanding the organization’s internal environment
– Nagging personnel problems » High turnover rates, difficult in getting new qualified employees» Any conflict between the values and attitudes of manages and the
current business plan?
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Part III: Human Resource Planning
Step 1: Forecasting HR demands
Step 2: Forecasting HR availabilities
Step 3: Environment scanning
Step 4: Determining gaps
Step 5: Action plans
![Page 35: MGTO 324 Recruitment and Selections Staffing model, strategy, & planning Kin Fai Ellick Wong Ph.D. Department of Management of Organizations Hong Kong](https://reader031.vdocuments.mx/reader031/viewer/2022032522/56649d6a5503460f94a47ede/html5/thumbnails/35.jpg)
Part III: Human Resource Planning
• Step 4: Determining the gaps– Surplus
• The availabilities will be more than the demands– Slowing down promotion– Early retirement
– Shortages• The demands will be more than the availabilities
– Increasing transfer– External staffing
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Exhibit 3.13 Operational Format and Example for Human Resource Planning (HRP)
Organizational Unit: Sales and Customer Service
Forecast for Workforce—
One Year
Job Category and
Level
Current
Workforce Requirements Availabilities
Reconciliation
and Gaps Action Planning
A1 (Sales) 100 110 71 -39 (shortage) Staffing activities
Recruitment
Selection
Employment
Other HR activities
Compensation
Training and
development
A2 (Sales manager) 20 15 22 +7 (surplus)
B1 (Customer service
representative)200 250 140 -110 (shortage)
B2 (Customer service
manager) 15 25 22 -3 (shortage)
335 400 255 -145 (shortage)
![Page 37: MGTO 324 Recruitment and Selections Staffing model, strategy, & planning Kin Fai Ellick Wong Ph.D. Department of Management of Organizations Hong Kong](https://reader031.vdocuments.mx/reader031/viewer/2022032522/56649d6a5503460f94a47ede/html5/thumbnails/37.jpg)
Part III: Human Resource Planning
Step 1: Forecasting HR demands
Step 2: Forecasting HR availabilities
Step 3: Environment scanning
Step 4: Determining gaps
Step 5: Action plans
![Page 38: MGTO 324 Recruitment and Selections Staffing model, strategy, & planning Kin Fai Ellick Wong Ph.D. Department of Management of Organizations Hong Kong](https://reader031.vdocuments.mx/reader031/viewer/2022032522/56649d6a5503460f94a47ede/html5/thumbnails/38.jpg)
Part III: Human Resource Planning
• Step 5: Action plans– Set objectives
• Set clear additions or subtractions of head count on each of the possible movements (e.g., new hires, promotions, transfers, demotions, and exits)
– Generating alternatives• How to solve the shortage of 39 account managers?
– Long-term vs. short-term solutions
– Alternative 1: +20 new hires, +20 promotions, +20 transfers, 0 demotions, and -21 exits
– Alternative 2: +40 new hires, + 0 promotions, +0 transfers, 0 demotions, and -1 exits
– Alternative 3: hiring more part-time account managers, encouraging overtime working, outsourcing, etc.