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odels Staffing M Models HRM 410 Staffing/Employment Practices Sandra White, Instructor Sylvia DeSormeau December 14, 2010 Staffing models are related sets of reports, charts and graph, that are used to precisely understand how employee time is spent and at what cost. These charts, graphs and reports, all related, provide a broad and in-depth picture of work activity time and their cost. Most importantly, they provide the answer to why they occur. Businesses that implement good staffing models will translate these benefits into all aspects of the organization. The most important of all the departments is the financial department. Managers who implement sound staffing models will not waste valuable company resources employing unnecessary employees. This substantially reduces overall costs of the business and may encourage competitive pricing. Such companies can afford to offer special 1 M odels 2 prices, bonuses and discounts because they have minimized their overall operating costs. Consequently, they can still run at a profit. (Druker, 1995) Not only do staffing models reduce overall operating cost within any given company, but they also improve quality. When human resource managers or general managers decide to employ sound staffing strategies, then chances are only the most appropriate employees will be selected for the job. This implies that such employees will commit themselves towards achieving organizational goals and will go a long way in ensuring that such employees perform to their maximum. It is a known fact that overall productivity in any company is directly linked to individual efforts - an aspect that is adequately covered in good staffing models and staffing strategies. Most organizations tend to perform poorly within their respective markets because their employees capabilities are never fully utilized. However, staffing models give human resource managers the chance to tap almost all of their employee's potential. If everyone in an organization is working at his or her optimum, then such an organization is likely to supersede its competitor's performance. Staffing models are a representation of the relationship between staffing costs and time utilization by employees. Additionally, they also indicate the kind of activities that occur within the organization and why employees perform those duties and functions. Staffing models give managers a chance to critically analyze how employees spend their time in the organization. This also acts as a platform for assessing the most effective way of going about organizational duties. Normally, staffing models are depictions of how all the latter issues relate to one another through reports, graphs, charts and other analytical tools M odels 3 Additionally, some companies may choose to treat these staffing models as tools for forecasting staffing needs in the future. In fact, there is a primary function of staffing models. Most organizations may not necessarily know how to link staffing functions in the future together with overall product range. The charts and reports used in staffing models allow such a forecast because they are scientifically based and therefore have the backing of good analytical techniques. (Dainty, 2000) Staffing models usually work by relating skills with time. On their own, managers may not accurately predict the types of staff members needed at any time. Staffing models are the framework within which managers can achieve this goal. Managers can use staffing models to predict the kind of staffing needs that will arise in the future depending on the time allocated to different skills in the present time. Additionally, staffing models allow managers to link activity allocation to some of the root causes in the organization. For instance, they usually examine why certain activities yield the results that they do at any one time. Staffing models are created in such a way that they can be applied in the future. Consequently, managers using this model will become smarter in their respective environments and will also have the ability to bring about change in their organizations in the future. This goes a long way in ensuring that unnecessary problems are eliminated. (Mitchell, 1999) Staffing models may be applied in a wide range of organizations. For instance, in a company that offers insurance services, their staffing model may entail all the hours spent by the underwriting department, the claims department, accounting, and life insurance department and so on. The total time allocated to all the activities in the insurance firm needs to determined and the fraction spent by each activity determined. Such a model may also include the costs to the business for performing any of the activities in the latter mentioned departments. It is also M odels 4 important to remember that after the time allocation have been recorded, savings made by those department needs to be written in terms of financial implications While staffing models usually take account of primary it activities, is important to note that there are activities that may be repetitions from previous failures. Organizations that fail to pay attention to this aspect of their business may not be very successful at improving overall effectiveness. Consequently, staffing models should include all the work conducted by given job positions more than once. Those job positions that tend to do a lot of repetition represent unproductive or underproductive sections of the company. Managers need to ensure that such scenarios are kept at a minimum. There are a variety of staffing models to choose from out there, consequently, some firms may decide to hire outside help in the form of private consultants. The latter have experience with the kind of staffing models that work for particular groups and also ways of implementing them. However, not all organizations may choose to outsource. Generally, it may be necessary to meet with those specialty firms to discuss the most appropriate staffing model. On the other hand, if a firm decided to implement staffing models independently, then they also need to decide on the type of staffing. (Druker, 1995) Deciding on the most appropriate staffing model is the hardest task because it will dictate all other steps that follow thereafter. The next step is to collect information from all staff members within the organization. This is something that may entail a period of one month or more depending on the size of the organization. Larger institutions with nationwide branches may require more time than other average sized ones. Additionally, data collection heavily relies on the nature of activities. Some pieces of work may require too much time while others take up very little so this all depends on the organization in question. M odels 5 It is important to note that very many companies testify to the kind of benefits they receive from staffing models. For instance, most of them use staffing models to streamline organizational goals with generalist and specialist employees. The latter are also linked to the nature of customer segments, products and processes offered by that particular company. The overall result of making such linkages is to improve overall quality and production in the company. It is also possible to minimize on overall cost to the company by ensuring that they can predict the nature of problems arising in the future thus making issues less complicated for them. Managers normally use staffing models; to predict problems in the future by creating different scenarios and determine how those scenarios could affect different parameters in the organization. The predictions depend upon the results obtained in other previous experiences. By playing around with different scenarios, managers can find out the most appropriate staffing method by calculating optimum conditions. Managers should implement optimum conditions immediately and may witness positive results after a period of twelve weeks after completing their staffing model projects. This will ensure that the company is always above its competitors. Companies that want to implement staffing strategies need to go through a series of steps in order to ensure effectiveness. First of all, they need to select the kind of staffing models to be used and whether they will require help from an outside firm or they will implement it independently. Thereafter, companies need to collect data. This depends on product type and organizational size. Thereafter, the company needs to compile a report indicating the relationship between job positions, activities conducted in the company and overall cost to the company. Thereafter, there will be a review to analyze the report. This is then followed by forecasting procedures where various product types, product volumes and customer segments are changed. M odels The latter will be related to cost and managers must then settle on the idea that delivers the most cost effective method to be used. In conclusion, staffing models may require a lot of time, money and research to implement, however, for many businesses this will all pay off ten-fold. Small businesses may not see the need for a model right away, but if they plan on growth they may want to start a model or at least gather the research as they begin to grow. With all the tools and resources that are available, sometimes a simple graph or chart can have the biggest impactits always the little things. Reference: Denton, T. et al (1983): Potential savings from the adoption of nurse staffing models in the Canadian health care system, Socio-economic Planning Science, 1983;17(4):199209 Dainty, A. (2000): Improving employee resourcing within construction organizations, Proceedings of the ARCOM 2000 Conference; Glasgow; Vol. 1; pp. 49-59 Druker, J. (1995): Misunderstood and undervalued? Personnel Management in Construction, Human Resource Management Journal, Vol. 5, No. 3, pp. 77-91 Michell, J. (1999): Measurement in Psychology. Cambridge: Cambridge University Press 6 ... View Full Document

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