After reading Chapter Five, in Dreher, G. F. & Dougherty T. W., Human Resource Strategy: A Behavioral Perspective for the General Manager pp.100-119:
o Categorize a firm you have worked with recently as a defender, prospector, or analyzer.
o Discuss whether or not the staffing systems supported the strategy the firm utilized.
o Given the emphasis on teams, cross functional responsibilities and non-traditional forms of jobs, what types of selection systems would you recommend to ensure newcomers have the requisite skills for such firms?
From the perspective of the analyzer firm (p. 103), the firm that I worked with recently and is being discussed in this research is a food manufacturing firm that produces bagged coffee beans and they practice the analyze model (p.103). They pride themselves on monitoring the "latest and greatest" techniques and practices within the industry and trends and then rapidly copy the practices and develop systems to implement them into their product lines. One example was the company's ability to identify the ramp up in the demand of K-cups so to stay competitive, they were able to design, implement, and begin production on a new K-cup line within 8 months of initial decision approval.
This type of flexibility requires one very key component, great talent. In order to function in this hybrid type of company, the organization has relied heavily on external staffing companies to fill their resource needs and often they have outsourced work completely. This type of staffing system can be effective for some businesses as is pointed out in the text (p.100-103), however, it has started becoming inefficient for this coffee company. The main reason is that they are faced with an aging workforce that is retiring and they are not capable of quickly replacing the skills required to run ...
Short solution of 800 words of detail that explains staffing strategies to help in succession planning and retention of employees.
Human Resources: Viewing All Components of Staffing
1. Why is it important for the organization to view all components of staffing (recruitment, selection, and employment) from the perspective of the job applicant?
2. Are some of the 13 strategic staffing decisions more important than others? If so, which ones? Why?
3. What guidelines would you recommend for deciding whether statistical differences between men and women, or nonminorities and minorities, reflects discrimination occurring throughout an organization's staffing system?
4. What types of staffing activities (recruitment, selection, and employment) might cause the statistical differences? For example, the selection rate for men is 50% and for women is 11%. How would the organization collect the data necessary to compute the selection rates, how would you decide if the difference in selection rates (50% versus 11%) is big enough to indicate possible discrimination, and what sorts of practices might cause the difference in selection rates?
5. How should task statements be written, and what sorts of problems might you encounter in asking a job incumbent to write these statements?
6. What are the advantages and disadvantages of using multiple methods of job analysis for a particular job? Multiple sources?
7. Why do you think HR professionals were not able to very accurately predict the importance of many rewards to employees? What are the implications for creating the EVP?View Full Posting Details