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Techniques Of Employee Selection Recruitmentchapter 1 Staffing Mod

Techniques of Employee Selection & Recruitment Chapter 1: Staffing Models and Strategy Muhammet Sait Dinc [email protected] Textbook: Heneman, Herbert Judge, Timothy A. and Kammeyer- Muller, John (8th Edition – 2014). Staffing Organizations, McGraw-Hill Irwin. ISBN 13: . mailto: [email protected] Staffing Organizations Model Chapter Outline 1-5 Learning Objectives for This Chapter • Define staffing and consider how, in the big picture, staffing decisions matter • Review the five staffing models presented, and consider the advantages and disadvantages of each • Consider the staffing system components and how they fit into the plan for the book • Understand the staffing organizations model and how its various components fit into the plan for the book • Appreciate the importance of staffing strategy, and review the 13 decisions that staffing strategy requires • Realize the importance of ethics in staffing, and learn how ethical staffing practice is established 1-6 The Big Picture • Organizations are combinations of physical, financial, and human capital • Human capital • Knowledge, skills and abilities of people • Their motivation to do the job • Scope of human capital • An average organization’s employee cost (wages or salaries and benefits) is over 25% of its total revenue • Organizations that capitalize on human capital have a strategic advantage over their competitors 1-7 Nature of Staffing • Definition • “Staffing is the process of acquiring, deploying, and retaining a workforce of sufficient quantity and quality to create positive impacts on the organization’s effectiveness.†• Implications of definition • Acquire, deploy, retain • Staffing as a process or system • Quantity and quality issues • Organization effectiveness 1-8 Nature of Staffing: Importance to Organizational Effectiveness • Quotes from organization leaders • Staffing is absolutely critical to the success of every company • Gail Hyland-Savage, COO, Michaelson, Connor, & Bowl • The new economy, very much the Internet and the entrepreneurial opportunities it created intensified the competition for outstanding people. • Rajat Gupta, Managing Director, McKinsey and Company • I think about this in hiring, because our business all comes down to people…In fact, when I’m interviewing a senior job candidate, my biggest worry is how good they are at hiring.

I spend at least half the interview on that. • Jeff Bezos, CEO, Amazon • When you get the best people, you don’t have to worry as much about execution, because they make it happen • Larry Johnston, Albertson’s 1-9 Staffing Models • Staffing Quantity • Levels • Staffing Quality • Person/Job Match • Person/Organization Match • Staffing System Components • Staffing Organizations Exh. 1.2: Staffing Quantity Exh. 1.3: Person/Job Match Concepts: Person/Job Match Model Exh. 1.4: Person/Organization Match 1-14 Concepts: Person/Organization Match Model • Organizational culture and values • Norms of desirable attitudes and behaviors for employees • New job duties • Tasks that may be added to target job over time • “And other duties as assigned . . .

“ • Multiple jobs • Flexibility concerns - Hiring people who could perform multiple jobs • Future jobs • Long-term matches during employment relationship Ex 1.5: Staffing System Components 1-16 Components of Staffing Organizations Model • Organizational strategy • Mission and vision • Goals and objectives • HR strategy • Involves key decisions about size and type of workforce to be • Acquired • Trained • Managed • Rewarded • Retained • May flow from organizational strategy • May directly influence formulation of organization strategy 1-17 Components of Staffing Organizations Model (continued) • Staffing strategy • An outgrowth of the interplay between organization and HR strategy • Involves key decisions regarding acquisition, deployment, and retention of organization’s workforce • Guide development of recruitment, selection, and employment programs • Support activities • Serve as foundation for conduct of core staffing activities • Core staffing activities • Focus on recruitment, selection, and employment of workforce • Staffing and retention system management 1-18 What is Staffing Strategy? • Definition • Requires making key decisions about acquisition, deployment, and retention of a company’s workforce • Involves making 13 key decisions • Decisions focus on two areas • Staffing levels • Staffing quality 1-19 Exh.

1.7 Strategic Staffing Decisions 1-20 Ex 1.8: Suggestions for Ethical Staffing Practice • Represent the organization’s interests. • Beware of conflicts of interest. • Remember the job applicant. • Follow staffing policies and procedures. • Know and follow the law. • Consult professional codes of conduct. • Shape effective practice with research results. • Seek ethics advice. • Be aware of an organization’s ethical climate/culture 1-21 Plan of the Course & the Book • Part 1: Nature of Staffing (Ch. 1) • Part 2: Support Activities (Ch. 2, 3, 4) • Part 3: Recruitment (Ch. 5, 6) • Part 4: Selection (Ch. 7, 8, 9, 10) • Part 5: Employment (Ch.

11, 12) • Part 6: Staffing System & Retention Management (Ch. 13, 14) Techniques of Employee Selection & Recruitment Chapter 3: Planning Muhammet Sait Dinc [email protected] Textbook: Heneman, Herbert Judge, Timothy A. and Kammeyer- Muller, John (8th Edition – 2014). Staffing Organizations, McGraw-Hill Irwin. ISBN 13: . mailto: [email protected] Organization Strategy HR 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 Organization Mission Goals and Objectives Staffing Organizations Model 3-4 Chapter Outline 3-6 Learning Objectives for This Chapter • Recognize external influences that will shape the planning process • Understand how strategic plans integrate with staffing plans • Become familiar with statistical and judgmental techniques for forecasting HR requirements and availabilities • Know the similarities and differences between replacement and succession planning • Understand the advantages and disadvantages of core workforce, flexible workforce, and outsourcing strategies for different groups of employees • Learn how to incorporate diversity into the planning process • Recognize the fundamental components of an affirmative action plan Video & Discussion • Ex.

3.1: Examples of External Influences on Staffing 3-9 Labor Markets: Demand for Labor • Employment patterns • Demand for labor is a derived demand • Job growth projections • Employment growth projections • KSAOs sought • KSAO requirements • Education levels • Survey of skill deficiencies • Critically required skills 3-10 Labor Markets: Supply of Labor • Trends in supply of labor • Quantity of labor - Exh. 3.2: Labor Force Statistics • Labor force trends relevant to staffing • Growth • KSAOs • Demographics • Other trends ??? • KSAOs available • Educational attainment • Literacy • Motivation 3-11 Labor Markets: Other Issues • Labor shortages and surpluses • “Tight†labor markets • “Loose†labor markets • Employment arrangements • Full-time vs. part-time • Regular or shift work • Alternative employment arrangements • Exh.

3.4: Usage of Alternative Employment Arrangements and Contingent Workers 3-12 Technology • Reduces demands for some jobs • Replacement for labor • Makes products or services obsolete • Increases demands for others • Change in market composition • New product development • Changes in required skills 3-13 Labor Unions • Trends in union membership • Percentage of labor force unionized • Private sector unionization rate • Public sector unionization rate • Contract clauses affecting staffing • Impacts on staffing • “Spillover effects†3-14 Labor Unions: Contract Clauses Affecting Staffing • Management rights • Jobs and job structure • External staffing • Internal staffing • Job posting • Lines of movement • Seniority • Grievance procedure • Guarantees against discrimination 3-15 Overview: Human Resource Planning •Process and Example •Initial Decisions •Forecasting HR Requirements •Forecasting HR Availabilities •Reconciliation and Gaps Ex.

3.5: The Basic Elements of Human Resource Planning Ex. 3.6: The Basic Elements of Human Resource Planning 3-18 Staffing Planning Process • Staffing objectives • Quantitative objectives • Qualitative objectives • Generate alternative staffing activities • Staffing alternatives to deal with employee shortages and surpluses Ex. 3.14 Staffing Alternatives to Deal With Employee Shortages Ex. 3.14 Staffing Alternatives to Deal With Employee Surpluses Exhibit 3.15 Internal Versus External Staffing 3-21 Thank you Summer 2020 HRM410: Techniques of Employee Selection & Recruitment Weekly Assignment – (Turnitin) - 1 - (Monday - 31/08/2020 –23:59 PM) Coverage: Chapter 1-3 Name University ID No. Case Study – The Shanghai Ritz-Carlton Portman Hotel When the Ritz-Carlton Company took over managing the Portman Hotel in Shanghai, China, the new management reviewed the Portman’s strengths and weaknesses, and its fast-improving local competitors. They decided that to compete, they had to improve the hotel’s level of service. Achieving that in turn meant formulating new human resource management plans for hiring, training, and rewarding hotel employees. It meant putting in place a new human resource strategy for the Portman Hotel, one aimed at improving customer service. Their HR strategy involved taking these steps: â—â— Strategically, they set the goal of making the Shanghai Portman outstanding by offering superior customer service. â—â— To achieve this, Shanghai Portman employees would have to exhibit new skills and behaviours, for instance, in terms of how they treated and responded to guests. â—â— To produce these employee skills and behaviours, management formulated new human resource management plans, policies, and procedures. For example, they introduced the Ritz-Carlton Company’s human resource system to the Portman: “Our selection [now] focuses on talent and personal values because these are things that can’t be taught … it’s about caring for and respecting others.” Source: Dessler, Gary, Human Resource Management, 15th ed. (New Jersey: Prentice Hall, . Refer to Chapter 1, read the Case Study and answer the following questions: a) According to new human resource strategy for the Portman Hotel, should HR department more focus on training current employees or hiring new employees from the outside? Justify your answer with examples please. (30%) b) In recruiting new employees, should staffing be based on just the person/job match or also on the person/organization match? Justify your answer with examples please. (30%) 2. According to the Figure 1 below taken from Chapter 3, what staffing plans should the organization make to deal with employee shortages and surpluses. Please make at least three plans for A1, A2, B1, and B2 units and justify your answer. (40%)

Paper For Above instruction

In the competitive landscape of the hospitality industry, particularly for luxury establishments like the Ritz-Carlton Portman Hotel in Shanghai, human resource strategies play a pivotal role in achieving service excellence. The case study highlights the strategic shift in human resource management aimed at elevating customer service through targeted hiring, training, and reward systems. This paper examines whether the HR department should prioritize training current employees or recruiting externally, explores the importance of person/job and person/organization fit in staffing, and proposes staffing plans to effectively handle workforce fluctuations in various units.

Focus on Training Current Employees vs. Hiring Externally

The decision on whether to emphasize training current employees or hiring from outside hinges on several factors, including organizational culture, existing workforce skills, and business priorities. In the context of the Portman Hotel, the emphasis on personal values and innate talent signifies that HR should prioritize recruiting individuals who naturally align with the company's culture of caring and respect. However, training remains crucial for developing specific skills and behaviors aligned with service standards.

Training existing employees offers the advantage of leveraging institutional knowledge and fostering loyalty. For example, employees already familiar with the hotel's operations can be groomed to embody new service behaviors through targeted training programs. This approach also reduces recruitment costs and onboarding time. Nevertheless, training alone may not suffice if the current workforce lacks certain essential qualities. Therefore, combining training with strategic external hiring to fill critical gaps is advisable. For example, recruiting experienced customer service professionals from renowned hospitality brands can bring immediate expertise and elevate service standards.

Given these considerations, the HR strategy should lean towards a balanced approach where current employees receive comprehensive training to align their behaviors with new service expectations, while strategic external hires are made to infuse fresh perspectives and specialized skills. This hybrid approach ensures cultural consistency and operational excellence.

Person/Job Match vs. Person/Organization Match in Recruitment

The recruitment process must consider both person/job and person/organization fit to optimize employee performance and retention. Person/job match focuses on the skills, knowledge, and abilities necessary to perform specific duties effectively. In the hospitality context, this includes communication skills, service orientation, and adaptability. For example, recruiting staff with prior experience in luxury hotels ensures technical competence.

However, aligning staff with the organization’s core values and culture—person/organization match—is equally vital. At the Portman Hotel, the emphasis on caring for others and respect requires employees whose personal values resonate with these principles. Failure to consider this fit can lead to service inconsistencies and cultural mismatches, undermining the hotel's strategic goals.

Therefore, in recruiting new employees, a dual focus on both fits is essential. For example, a candidate with high technical expertise but incompatible with the hotel's service philosophy may not be suitable long-term. Incorporating behavioral interviewing and values assessments can help identify individuals whose personal attitudes align with the organizational culture. This comprehensive approach ensures a workforce equipped not only with requisite skills but also committed to delivering the hotel's service standards.

Staffing Plans to Manage Employee Shortages and Surpluses

According to the staffing planning framework outlined in Chapter 3 and depicted in Figure 1, organizations should develop targeted strategies to align workforce supply with operational demands. For the various units such as A1, A2, B1, and B2, planning should be tailored to their specific functions and workforce needs.

1. Unit A1 (e.g., Front Desk Services):

- Plan 1: Cross-train existing staff to handle multiple roles, increasing flexibility during peak times. For example, front desk personnel could be trained to assist with concierge services.

- Plan 2: Implement temporary hiring during peak seasons to bridge surpluses or shortages, ensuring service quality without long-term staffing costs.

- Plan 3: Use part-time staffing models to adjust to fluctuating guest volumes, maintaining high service standards with minimal overhead.

2. Unit A2 (e.g., Housekeeping):

- Plan 1: Adopt flexible scheduling to match staffing levels with occupancy rates, minimizing idle time when occupancy is low.

- Plan 2: Outsource specific cleaning tasks during busy periods to external vendors, reducing internal staffing surpluses.

- Plan 3: Recruit seasonal part-time workers for high-demand periods, such as holiday seasons, reducing costs and addressing surpluses efficiently.

3. Unit B1 (e.g., Food and Beverage Service):

- Plan 1: Schedule staff according to forecasted guest dining patterns, using historical data to anticipate surpluses and shortages.

- Plan 2: Develop a talent pool for quick onboarding of temporary staff, ensuring consistency and service quality.

- Plan 3: Offer training programs to current staff to improve multi-tasking and efficiency, reducing the need for additional hires during busy periods.

4. Unit B2 (e.g., Administrative Support):

- Plan 1: Conduct regular workforce analysis to identify surplus or deficits and adjust recruitment plans accordingly.

- Plan 2: Implement attrition management strategies to control staffing levels, such as voluntary retirement programs.

- Plan 3: Utilize automation tools for administrative tasks, reducing labor costs and accounting for surpluses or shortages.

These plans are justified by their flexibility and alignment with demand fluctuations, ensuring that the hotel maintains high-quality service while optimizing labor costs. Cross-training and outsourcing provide operational agility, whereas seasonal staffing and scheduling adjustments address temporary surpluses or shortages without disrupting service standards.

Conclusion

In conclusion, the strategic management of human resources is fundamental to delivering exceptional guest experiences at the Portman Hotel. Prioritizing a balanced approach between training current employees and external recruitment ensures the development of a committed and competent workforce aligned with the hotel’s core values. Incorporating both person/job and person/organization fit in hiring processes enhances service quality and cultural cohesion. Finally, implementing adaptive staffing plans tailored to each operational unit allows the hotel to effectively navigate workforce fluctuations, maintaining service excellence and operational efficiency. Such a comprehensive HR approach not only supports immediate service goals but also fosters long-term competitive advantage in the luxury hospitality sector.

References

• Heneman, Herbert Judge, Timothy A., & Kammeyer-Muller, John. (2014). Staffing Organizations (8th ed.). McGraw-Hill Irwin.
• Dessler, G. (2019). Human Resource Management (15th ed.). Pearson.
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