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Chapter 13 Staffing System Evaluation and Technology

Chapter 13 Staffing System Evaluation and Technology -...

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Chapter 13 Staffing System Evaluation and Technology A key goal of strategic staffing is to get the right people with the right competencies into the right jobs at the right time. But doing so requires that the effort be continually monitored, tracked, and evaluated. (pg 350) A staffing evaluation enables a firm’s human resource department to justify what it has done and to identify how its activities contribute to the organization’s bottom line. (pg 350) Measuring and evaluating the staffing function can also provide a firm with feedback about how well its various policies are being implemented. (pg 350) Staffing Outcomes An organization’s staffing activities affect a firm’s applicants, new hires, customers, and the organization as a whole. Before they ever become employees, the strategic staffing process influences people’s willingness to apply and stay in the candidate pool, their expectations about the job and organization as an employer, perceptions of fairness, and willingness to recommend the employer to others and accept its job offers. (pg 350-351) The negative spillover effects related to poor staffing practices can hurt the organization’s future recruiting success and image as an employer as well. As a result, it may take longer for the firm to fill jobs, create higher turnover and lower new hire quality, reduce the firm’s supply of internal leadership talent, and lower the return on the company’s staffing investment. (pg 351) Hiring the right people allows the organization to leverage the contributions of the employees right away rather than having to invest the time and resources necessary to change how they behave and think. Performing staffing activities strategically reduces the time to fill open positions by increasing the number of employees qualified for promotion. It also increases the return on the investment a company has made in its staffing system. (pg 351) Poorly designed systems can create a negative cycle that can derail an organization’s expansion efforts, impede its strategic implementation and limit its long-term profitability. Granted, other factors including training, the supervisor’s management skills and style, and compensation can also influence some of the new hire outcomes. (pg 351) A firm often incurs large direct costs if critical positions are unfilled for longer than necessary. Direct costs are those charges incurred as an immediate result of some staffing activity. Direct costs are relatively easy to measure and track over time. (pg 351) Indirect costs are those not directly attributable to staffing activities, such as lost business opportunities, missed deadlines, lost market share, cost overruns, reduced organizational flexibility, and declines in the morale of a firm’s workforce. The indirect costs of poor hiring can be even more significant than the direct costs but more difficult to measure. (pg 351) Figure 13-1 Strategic Staffing Outcomes
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Evaluating Staffing Systems Key Performance Indicators
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