Staffing Models and Strategy, and Social and Legal Environment
In Chapters 1 and 2, the authors discuss the social and legal environment that a staffing organization must consider when developing its model. They also talk about how to manage the staffing process itself. Staffing models can be divided into the Human Resource Management (HUM), Service Management, and Cost Management (Heneman et al., 2021).
The HUM is a centralized model that allows one person to be in charge of hiring, personnel administration, training, compensation, benefits, and all other aspects of human resources management. This model is most suited for larger organizations with more complex HR needs. The service management model is similar but focuses on providing services instead of hiring employees. It uses teams to provide these services rather than one person doing everything alone. The cost management model minimizes costs while maximizing quality and productivity (Ogbonnaya & Valizade, 2018). It uses teams that are made up of individuals with different skills so they can work together better than they would if they were all doing everything by themselves.
The second chapter discussed the legal environment for staffing organizations. It explains the laws governing staffing organizations and how they affect their business operations (Halbert & Ingulli, 2014). It also discusses what kind of policies they should follow to ensure compliance with these laws.
This chapter further discusses how companies can legally hire temporary workers without confirming that no labor laws are being violated. It will help businesses save money on hiring full-time employees because these temporary workers do not have benefits like health insurance or retirement plan contributions. In my opinion, I found this book very useful because I learned a lot about staffing organizations from this book, including how they operate and what kind of policies they should follow. Also, it gave me insight into how hiring managers think about their work daily and how they manage their workers’ performance to achieve better results for their organization’s goals.
Planning and Job Analysis
In Chapter 3, “Planning,” the authors discuss the importance of planning in staffing organizations. To effectively plan, the task force must determine what they want from their organization, how they want it to function, who is responsible for what, and how much time and money it will take to achieve those goals.
The first step in planning is determining what you want the organization’s goals to be (Heneman et al., 2021). For example, if one plans a new product line that requires people with different skills, one may want to hire people with all the necessary skills needed for the new product line. If, instead, they were looking at advertising an existing product line that requires only one particular skill set, one would focus on hiring someone who already has that skill set.
Once these goals are determined, they need to be translated into task and reward requirements. These requirements can then be separated into competencies and skillsets required for each type of task or reward that must be accomplished within the company, for example, marketing versus engineering. In addition, the authors discuss the importance of having a clear vision for the organization and how that vision must be communicated to employees.
In Chapter 4, they describe how employees can be motivated by more than just money. They must also be inspired by compensation packages that allow them to grow as individuals and develop skills that will help them advance in their careers. The authors’ discussion of job analysis is an excellent example of how influential leaders can use incentives to ensure that employees perform at their best. It helps organizations achieve their goals more quickly and with fewer resources.
External and Internal Recruitment
In Chapter 5, the authors discuss how companies can attract new employees. They comprehensively review various external recruitment methods, detailing their practical applications. The explanation covers how these approaches help fill vacancies in companies or organizations and highlights the distinctions between external and internal recruitment strategies. The authors also discuss what prospective employees should consider when interviewing with a company and what benefits it may offer as part of its compensation package.
Chapter 6 discusses how companies can hire new employees within their organization. It provides a thorough overview of the different types of internal recruitment and how they work in practice (Hitch, 2022). It shows how these approaches differ from other external recruiting strategies described in Chapter 5 and how they can be utilized to fill openings in an organization or business. The chapter also discusses what sorts prospective employees should consider when interviewing with an organization and what benefits it may offer as part of its compensation package.
I have learned that recruitment and staffing are the most important tasks an organization must complete to succeed. Recruiting is finding qualified candidates who may or may not be interested in working for an organization. It is one of those activities that most organizations struggle with, and it is often an area where they can make a big difference in their success rate. It can be done by looking at job boards, advertising for job openings, or interviewing candidates at career fairs. I also learned that Internal recruitment should not be used as a replacement for external recruiting. Internal recruitment means finding new employees within the company instead of looking outside. It can be done by networking with others in the same field and contacting them directly.
Measurement
In Chapter 7, it was discussed that there are many ways to measure talent. One of the ways to do this is through assessment centers. In this method, candidates are given tests and asked questions about their knowledge of specific topics. These tests’ results help hire managers to determine which candidates would be best suited to work at the company (Mohelska & Sokolova, 2018). It can also help them decide whether or not they want to continue with an interview process or move on to other methods of selecting employees.
From this chapter, I learned how vital assessment centers could be when hiring new employees. Using these types of tests, one can gain valuable insights into what their workforce needs most. It will help determine where they need more training or development for specific jobs within their company to provide better customer service.
In addition, this chapter discusses the importance of using reliable measures. It can be accomplished by comparing multiple criteria over time to see if they improve. In addition, staff needs to show how their efforts have changed to deliver the results of their actions and what they have learned from them. The chapter also acknowledges many measurements, including financial performance measures and staffing goals (Mohelska & Sokolova, 2018). Organizations need to know which type of measurement will work best for them and how it will be used.
This chapter gave me an understanding of the importance of measuring staff performance. I learned that measuring your workforce’s effectiveness is essential because it helps you understand where you need to improve. I also learned that different people have different strengths and weaknesses. This is true for everyone, even supervisors. Supervisors need to understand their strengths and weaknesses to help their employees grow in areas where they are weak. I also learned that it is crucial to let your employees know how they can improve themselves and what will help them do that better. If employees do not feel like their work is valuable or meaningful, they will probably stop trying as hard or become disgruntled about their position at work altogether.
Internal Selection
Chapter 10 concerns internal selection and how it can improve the hiring process. It begins with an overview of the various methods for internal selection. It describes four internal selection types: competence, aptitude, ability, and interest. The chapter then explains how each method can improve the hiring process. Specifically, it focuses on how each method can be used as a screening tool to weed out candidates unlikely to succeed in their new position.
This chapter explains that internal selection is the process of hiring employees who are already working at the organization. It makes it easier for them to fit into the existing culture and expectations (Scott, 2019). It also helps the organization avoid turnover issues by having a stable workforce. Also, internal selection allows for an easier transition for new employees because they already know how things work inside their organization.
There are two types of internal selection: open and closed. The available method lets anyone apply for position openings, while the closed method only sends targeted applications to qualified candidates. For example, in an open process, any employee within a company can apply for a position opening. Still, only qualified candidates can apply for those positions in a closed method.
An important point that needs to be mentioned here is that there should be clear guidelines on how employees will be evaluated during the process so that there’s no bias or favoritism among those involved in hiring decisions. Ultimately, I learned that the best way to get a job is to prove one’s skills and abilities. It can be done through interviews, resumes, or even portfolios. I must show off one’s abilities by showing that I have experience in certain areas. This way, one can convince the interviewer that they can do the job they are hiring for.
Decision-Making and Final Match
In Chapter 11, the authors discuss the need for organizations to decide who they hire and how they hire them. The authors believe that many decisions must be made to ensure an organization has a diverse workforce and can provide adequate employee training. Heneman et al. (2021) state that hiring practices have two main issues: How do we determine which applicants are qualified? What factors should be considered when we make hiring decisions?
The authors also discuss how these issues can be addressed using various methods such as interviews, background checks, and reference checks. The authors discuss how hiring managers use multiple decision-making tools to evaluate candidates’ skills and qualifications, including personality tests, psychometric tests, reference checks, and interviews. In addition to these tools being used during the evaluation process, other factors, such as past performance evaluations, are also considered during this stage of the hiring process.
In Chapter 12, I learned how important it is to ensure everyone has an equal opportunity for advancement in an organization. If someone lacks experience or professional skills, they should not be promoted until they have training or learning opportunities (Hitch, 2022). In addition, I also learned how important it is for employers to make sure they hire qualified candidates for jobs so that their employees can feel valued by the company through job security and maintain employment within their organization for years. Instead of just months on end like many people do nowadays because technology has made it easier for people who want work but do not necessarily want to do it.
Generally, I have learned a lot about how to make decisions through this book. I knew that one should always consider their employees’ strengths and weaknesses when making decisions. I also learned that one should try to understand their employee’s personalities to make them feel like they are part of an organization they can trust.
Staffing System and Retention Management
In this book, the authors discuss the challenges of a staffing system. The authors’ main points are that the staffing system is a complex business process involving many people and is difficult to manage. This chapter discusses the different roles within a staffing system and how they interact with each other (Heneman et al., 2021). In the first part of Chapter 13, the authors discuss the benefits of using a staffing system in an organization. It focuses on the various roles within a staffing system, including recruitment, selection, performance management, training, and employee development (Scott, 2019).
In addition to these five main areas, top managers must address other staffing management aspects. These include maintaining relationships with clients and stakeholders, developing effective policies, and setting goals for the organization’s performance in each area. The chapter further focuses on how to create a sound staffing system. People should ensure that all their employees know what they need to do to successfully perform their job tasks. One should also ensure that all employees are adequately trained to know precisely how their studies should be performed.
In Chapter 14, the authors discuss retention management as a way for companies to maintain their workforce size and keep regular customers returning for more. Retention management can be accomplished through employee training programs and other methods that provide valuable information about how workers can improve their performance to keep them from leaving before they are ready. Moreover, the chapter discusses ways of keeping employees from leaving or being fired from their jobs within a company’s staffing system (Heneman et al., 2021). For example, employees may be promoted beyond their initial job description or assigned additional responsibilities without receiving extra pay or benefits such as vacation time or company car access.
References
Halbert, T., & Ingulli, E. (2014). Law and Ethics in the Business Environment. Cengage Learning.
Heneman, H. G., Judge, T., & Kammeyer-Mueller, J. (2021). Staffing organizations. Mcgraw-Hill Education.
Hitch, C. J. (2022). Decision-making for Defense. Univ of California Press.
Mohelska, H., & Sokolova, M. (2018). Management approaches for Industry 4.0–the organizational culture perspective. Technological and Economic Development of Economy, 24(6), 2225-2240. Web.
Ogbonnaya, C., & Valizade, D. (2018). High-performance work practices, employee outcomes and organizational performance: a 2-1-2 multilevel mediation analysis. The International Journal of Human Resource Management, 29(2), 239-259. Web.
Scott, W. R. (2019). Managing professional work: Three models of control for health organizations. Management of Health Care, 271-300. Web.