Chapter 1 Strategic Staffing

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STRATEGIC STAFFING
CHAPTER 1
MGT – 504 (Organizational Staffing)
Staffing for Competitive Advantage
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 A competitive advantage is something that a

company can do differently from its competitors
that allows it to perform better, survive, and
succeed in its industry
 Every company’s employees create, enhance, or
implement the company’s competitive advantage
 Where do these employees come from? It all
begins with the staffing process
What Is Strategic Staffing?
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 Definition: The process of staffing an organization

in future-oriented and goal-directed ways that
support the organization’s business strategy and
enhance organizational effectiveness.
 This involves the movement of people into,
through, and out of the organization.
How Strategic Staffing Differs from
Traditional Staffing
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 Traditional staffing:
 Less tied to strategy
 More reactive and more likely to be done in response to an opening
 Lacks continuous improvement effort
 Strategic staffing systems incorporate:

 Longer-term planning
 Alignment with the firm’s business strategy
 Alignment with the other areas of HR
 Alignment with the labor market
 Targeted recruiting
 Sound candidate assessment on factors related to job success and
longer-term potential
 The evaluation of staffing outcomes against pre-identified goals
Staffing Process
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 Figure 1-1: A Flowchart of the Staffing Process
Seven Components of Strategic Staffing
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Table 1-1
Workforce Planning
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 Definition: The process of predicting an organization’s future

employment needs and the availability of current employees
and external hires to meet those employment needs and
execute the organization’s business strategy.
 Usually involves both the hiring manager and a staffing
specialist
 Can be short-term and focus on an immediate hiring need
 Can be long-term and focus on the organization’s needs in the
future. Workforce planning is better strategically the more it
addresses both the firm’s short- and long-term needs.
Sourcing and Recruiting Talent
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 Sourcing: locating qualified individuals and labor

markets from which to recruit
 Recruiting: all organizational practices and
decisions that affect either the number or types of
individuals willing to apply for jobs and accept job
offers
 Sourcing identifies people who would be good
recruits. Recruiting activities entice them to apply
to the organization and accept job offers, if
extended.
Selecting and Acquiring Talent
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 Selecting: assessing job candidates and deciding

whom to hire
 Operates in a strong legal context
 Acquiring: involves putting together job offers that
appeal to chosen candidates, and persuading job
offer recipients to accept those job offers and to
join the organization
 Negotiations usually result in employment contracts
Deploying Talent
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 Deploying: assigning talent to appropriate jobs and

roles in the organization
 Succession planning and career development enhance
deployment options
 Socializing: the process of familiarizing newly
hired and promoted employees with their job,
workgroup, and organization
Retaining Talent
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 Keeping talented employees engaged and

committed to the firm
 Succession management and career development
are effective tools
 Turnover of high performers can be expensive
 Turnover of low performers can be beneficial
 Retention saves money in recruiting and hiring
replacements for those leaving
Staffing Goals
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Table 1-2
Staffing Goals
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 Should be aligned with improving the strategic performance of

the staffing system.
 The primary staffing goal is to match the competencies, styles,
values, and traits of job candidates with the requirements of the
organization and its jobs.
 Strategic staffing goes even further and enables the organization
to better execute its business strategy and attain its business goals.
 Staffing goals should be consistent with the goals and needs of all
stakeholders in the staffing process, including applicants and
hiring managers.
Questions to Ask in Setting Staffing
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Goals
Table 1-3
Integration With Other Areas
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of HR
 Training
 Performance management
 Compensation
 Succession planning
 Career development
 Recruitment impacts selection activities and the
likelihood of successfully identifying good hires
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1-1

 A competitive advantage is something that a

 Definition: The process of staffing an organization

 Strategic staffing systems incorporate:

 Definition: The process of predicting an organization’s future

 Sourcing: locating qualified individuals and labor

 Selecting: assessing job candidates and deciding

 Deploying: assigning talent to appropriate jobs and

 Keeping talented employees engaged and

 Should be aligned with improving the strategic performance of

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