Comment 1: Staffing helps an organization achieve strategic objectives when the right people are hired into the right positions at the right time. As an article states “The most important question for any organization is what type of workforce it will need in order to successfully implement its strategic mission” (skinnyohio.org). Working in HR you realize an effective staffing model involves planning for and predicting future employment needs which is a proactive approach to staffing instead of being reactive as situations occur. Employers have to be able to make predictions from current trending turnover as to what positions and skill will be needed to backfill positions. Working in Health Care, you get a front row seat on how Health Care reform has changed hospital reimbursements for services. Though this is not the only contributing factor, the change in reimbursement has affected overall financial strength which in turn has affected pay raises and bonuses of employees. This has made it harder to retain top talent and has contributed to an increase in turnover. In an effort to stay ahead and to better predict our employment needs, we had implemented a turnover reporting tool that will show us month to month or year to year why employees are leaving a dept/ our organization and what it cost the recruiting costs will be to replace the employee. This helps us to plan better and to all make it realistic to the managers of the depts. what cost they are incurring from losing employees and the importance of being creative to retain our talented employees. The top three staffing issues I would say organizations are facing today are attracting top talent, retaining talent and succession planning. These are the areas we are working on in my organization and each comes with their own challenges. In an effort to attract even more top talent in the Healthcare industry, we have begun to expand our nursing and Healthcare program relationships with Colleges to have a larger applicant pool. Once we obtain the right fit for a position, after about six months of employment we require the dept. managers to conduct stay interviews. The interviews gives us the perception of our organization, the dept and work experience from what we call a fresh set of eyes. We are better able to understand what makes an employee stay, the reason(s) they may have considered leaving as well as opportunities. With regards to succession planning, there should always be an effective plan in place with potential successors identified to move into leadership roles when the time arises. The organization I currently work for has begun talking more seriously about succession planning due to our aging workforce in key roles. Though employees are now working past retirement age, I feel it is important to have a plan in place for potential successors to be trained in key roles before an individual leaves to allow for a smoother transition when the time arises. Employees want to know there is opportunity for growth within the organization they work for. As an article in Career Builder states ” The most in demand employees are attracted to lucrative benefits, meaning employers have to recognize and incentivize their best talent to stay ahead” (Lorenz 2014).
Answer: Staffing helps the organization work more efficiently as objectives are made more strategically with right people being sent to the right chairs. Staffing provides you with an option to plan better; it provides you with an ability to retain your talented employees. The top three staffing issues that an organization may undergo would be how to attract top talent, how to retain talent and succession planning. Proper staffing helps you to cope up with all these difficulties and problems.
Comment 2: In my previous class I learned effective ways in which the staffing function can help organizations achieve their strategic objectives. Strategy can consist of determining the labor supply and demand based on the business you are in. Putting together a detailed compendium would assist in knowing what your staffing needs are and how to address them. The acquisition of talented individuals who align with a company’s core values, matching those individuals with jobs that fit skill sets, and having a retention plan are also ways staffing can add to the overall strategy of a company. Working for a tribal company has shown me how important each of these things are. We hire employees based on preference. What this means is when we have a job opening we first interview all Native American applicants. If we determine that no preference applicants meet the job requirements than we can ask for a pool consisting of the remaining applicants. As you can imagine this creates a lot of situations in which an employee is hired for a job that they are not a great match for. You may have someone who is capable of being a cocktail server, but is not very outgoing. Due to the limited applicant pool you may be inclined to go ahead and hire them in hopes they work out. Some will adapt and be fine, but others will struggle and be uncomfortable in that position. This may lead to them quitting, having attendance issues, or job performance issues. All of this may have been avoided if they were hired for a position that matched their skill set. I have also seen problems created on the opposite side of the spectrum. When looking for a specific skilled applicant such as a sous chef, we may be unable to find a qualified Cherokee to take the position. This leads to us hiring out of preference. Our mission “Is to grow the economy of the Cherokee Nation through diversification and create jobs for Cherokee citizens in Oklahoma and other states”. An employee that is not Cherokee may not buy into the core values of the company or feel like an equal part of the success. In this example hiring a talented individual may not work as well as finding and training a Cherokee citizen who will buy into the company’s mission. I have found it to be a double edged sword as I believe there is plenty of cases that justify hiring what would be considered an “Out of preference employee”, but the culture the mission has created may cause them to leave the company at first chance.
After doing more research on current staffing issues I realized that there was way more problem than I was aware of before starting this program. If I had to narrow down three I would say, an aging workforce, talent retention, and a more diverse workforce. As out weekly video illustrates, the Y generation is not interested in learning skill based manufacturing jobs. In chapter three of our book it states that the unemployment rate for iron and steel workers was 21.9% in 2013. Also those projections to 2018 indicate that the service sector is set for growth while manufacturing stays steady and mining and agriculture decline. An article that I linked below illustrates how the workforce is changing in terms of loyalty and job movement. The younger workforce is not as inclined to stay with the same company and is more open to change than the baby boomer generation. This will lead to heavy competition for top performing employees. There is also the continued shift towards a more diverse workforce. As talked about in the “Active or Passive Diversity” section of chapter one. Organizations will have to deal with more diversity, but will they be prepared for the strategy associated with a changing workforce? http://www.shrm.org/hrdisciplines/staffingmanagement/articles/pages/millennials-raises-promotions-generations.aspx
Answer: By the help of following proper staffing practices in an organization one can always know the needs and the most optimum way of addressing them. It helps you in doing the ‘lock and key’ sort of allocation of jobs and tasks to the employees bringing the best out of them. This will also help you in reaching the aims of the cultural aims and missions of an organization to the fullest. But there are still some challenges to staffing that can be seen, they are the aging workforce, talent retention and having such a diversified workforce. Addressing these would bring the ultimate best out of it.
Comment 3: The first role of staffing is to identify whether more manpower is needed and to estimate the requirement needs of the organization. If there is a need for manpower, staffing would identify the qualities desired of the company and the attributes of the potential employees to determine the best possible fit. After a potential candidate is found, whether internally or externally, the staffing role would be to train, develop, and motivate the candidate for success in the company. Because staffing is involved in training new/current employees, those that do not measure up to the expectations are let go for performance. In essence, it is essential that an organization has the best possible staffing because it could prove to be cost effective for the company if not done correctly.
Staffing helps an organization achieve their strategic objectives by making sure that the organization is fully staff with qualified workers whose background mirrors the company’s hiring objectives, goals and missions. Staffing ensures that the workers are given ongoing training so that the workers are better equipped for the job. With these workers better equipped, staffing helps the organization to become competitive. By providing qualified workers who have the ability to provide superior performance, staffing can influence the success of the organization. Another strategic strategy that staffing does is provide managers with training to recognized workers who demonstrates performance traits for other areas of employment. For instance, at my last job, I was crossed trained for multiple areas of the company. So, if someone was out, I fulfill the need. This is an example of how organizations use their workers that are crossed trained to their advantage.
The three staffing issues facing the organization today included: staffing, employment and recruitment. These are among the most critical HR function areas that contribute to their organization’s business strategies, according to a Society for Human Resource Management (SHRM) report released May 28, 2008. When an organization staff personnel, they must be sure that the job description is measurable and that the person they are recruiting have the KSAO’s to be able to perform the job. Then, after they are hired, staffing must determine what other skills the candidate possess to possible fill other vacancy to become productive for the company’s success. Final, staffing must be sure while recruiting highly qualified candidates that they possess KSAO’s, social skills, and are innovated and they can readily meet the company’s goals and missions.
Answer: estimating requirements like how much of the manpower is required for a job to be done optimally, the quality of the manpower an organization demands. Without the staffing coming into the action it would be difficult to train new/current employees. Making a product cost effective and acceptable is another challenge to staffing. Staffing also helps us in looking around the technological development and cross training which leads to the cross learning. It makes sure that the employees hired for a particular job has KSAO’s and is able enough to perform his tasks with optimality after being given required conditioning.