STAFFING New chapter “STAFFING” Staffing the process of recruiting applicants and selecting prospective employees remains a key strategic area for human resource management Given that an organizations performance is a direct result of the individuals it employes,the specific strategies used and decisions made in the staffing process will directly impact an org success or lack thereof Decisions made as part of the staffing process can have a significant impact on an organization bottom line one study found that 45 % of companies calculated the cost of their turnover at more than 10000$ per person, while 10% calculated it at more than 40000$ Turnover costs tend to rise as the level of the job and its complexity increases In technology companies the costs f turnover can be staggering Agilent technologies of palo alto, California estimates an average turnover costs of $200,000 per departing employee and 250000 per software engineer. The activities performed as part of recruiting and selection offer an organization numerous choices for finding and screening new employees These options can have a significant impact on organizations efficiency because some are much more extensive, costly and time consuming than others Organizations have great latitude to select from a variety of staffing techniques each of which offers various degrees of sophistications and selectivity; however such benefits comes at a price. In addition to the time and financial costs involved with staffing, many changes are taking place concerning how work is preformed 1 | Page
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STAFFING
New chapter “STAFFING”
Staffing the process of recruiting applicants and selecting prospective employees remains a key strategic
area for human resource management
Given that an organizations performance is a direct result of the individuals it employes,the specific
strategies used and decisions made in the staffing process will directly impact an org success or lack thereof
Decisions made as part of the staffing process can have a significant impact on an organization bottom line
one study found that 45 % of companies calculated the cost of their turnover at more than 10000$ per
person, while 10% calculated it at more than 40000$
Turnover costs tend to rise as the level of the job and its complexity increases
In technology companies the costs f turnover can be staggering Agilent technologies of palo alto, California
estimates an average turnover costs of $200,000 per departing employee and 250000 per software
engineer.
The activities performed as part of recruiting and selection offer an organization numerous choices for
finding and screening new employees
These options can have a significant impact on organizations efficiency because some are much more
extensive, costly and time consuming than others
Organizations have great latitude to select from a variety of staffing techniques each of which offers various
degrees of sophistications and selectivity; however such benefits comes at a price.
In addition to the time and financial costs involved with staffing, many changes are taking place concerning
how work is preformed
Trends such as broader job scope and responsabilities,the move toward learner staffing and operating with
fewer full time permanent employees, smaller autonomous units, pay for companywide performance, and
flatter organization structures affect the types of individuals and skills that organizations seek and influence
how organizations find and screen applicants
The staffing process must be more strategically focused, newer challenges and considerations must be
directly incorporated into an organizations staffing strategy
Staffing takes on even greater importance in the service sector which continues to create large numbers of
jobs
However service based economy requires different skills and has higher turnover costs than those
associated with manufacturing
In addition payroll typically assumes a higher percentage of overall costs in service organizations
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Companies in this traditionally high turnover sector need strategic staffing initiatives that allow them to
attract and retain productive employees thereby minimizing operating expense
Probably most important is ensuring the employees fit with the culture of the organization, technical skills
alone do not guarantee high performance particularly as organizations move towards process and project
oriented work teams.
Recruitment
TEMPORARY VS PERMANENT EMPLOYEES
When an organization needs t increase its headcounts, the 1st strategic choice is if to hire temporary or
permanent employees
To do this the organization must forecast accurately how long it expects the employee shortage to last
Temporary employees obtained from an agency usually cost more per hour to employ than permanent
worker: however unlike permanent employees. Temporary employees are not paid when there’s no work
for them to do particularly if they are hired on a project basis
Temporary employees are not provided benefits so unlike permanent employees, they can’t file claims for
unemployment compensation when their employment ends
Temporary employees also provide flexibility for employers because payroll can be quickly and easily
contracted during downturns without having to result to layoffs.
In additions to hiring temporary employees form an agency an organization can subcontract work to an
outsider vendor this is usually done on project basis
Larger organizations can also move permanent employees from department to department as needs dictate
This promotes efficiency through lower costs and flexible utilization of employees
These in house temporary employees have more permanent status including benefits; are generally more
committed to the organization; and know the inside workings of the organizations
They can be extremely useful when regular employees take extended vacation or sick leaves
In-house temporary employees provide the organization with more flexibility and efficiency than it would
garner from outside temps also employees have more variety in their work assignment.
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Internal vs External Recruitment
If an organization decides to hire permanent employees the first critical question it needs to address is if to
recruit internally or externally
Recruiting from the current employees pool can benefit the organization in a number of ways
First the organization already has performance data on employees
Ample opportunities has been afforded to observe the applicants work habits, skills and capabilities and
ability to get along with others and fit with the organization
2nd promotion from within motivates employees .Employees feel that the organization is trying to provide
them with promotional and developmental opportunities in reward for their performance and loyalty
Third training and socialization time are reduced. Current employee knows the organizations, its procedures
politics and customers and have already established relationships’ with coworkers.
Consequently they need far less formal or informal socialization time than those hired from the outside
Finally internal recruiting is often much faster and fat less expensive than going outside of the organization
for applicants.
Although internal recruitment has advantages this approach also have some disadvantages as well
First internal recruiting can become very political and competitive particularly when coworkers apply for the
same position
Dysfunctional conflict may result and collegiality and interpersonal relationships can be strained
2nd those employees not selected for the position can suffer from diminished morale and performance
particularly when they feel equally or better qualified than the candidate selected
3rd the organization can become inbred through excessive internal recruitment continuing to promote from
within can encourage maintaining the status quo
An organization that needs to improve organizational processes should usually recruit from the outside
Finally excessive internal recruitment can cause inefficiency by creating multiple vacancies for instance if a
senior level managers leave the organization and is replaced by a direct subordinate, the subordinates’ job
will then need to be filled
As this promotion chain continues down the hierarchy an initial vacancy should put promotions for a large
number of people
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Nearly all employees require certain period of time to learn a new job. even when an employee’s has
worked in the organization for several year a new position require adjusting to new responsibilities’ and
redefining interpersonal relationships with coworkers
Internal recruiting can exacerbate(worsen) this effect by creating a large number of employees’ having new
positions.untill these employees gain the level of competence that their predecessors had and sufficiently
redefine their working relations, inefficiency will result
Internal recruiting has its advantages and disadvantages it is probably best utilized when the organization
peruses a strategy related to stability, faces few major threats from its external environment, and is
concerned with maintaining the status quo relative to its operating systems. When time and money are
limited, internal recruiting can be beneficial as well
External recruitment has its advantages and disadvantages. Not surprisingly the advantages of external
recruiting are consistent with the disadvantages of internal recruiting. External recruiting facilitates change
and tends to be more useful for organizations with volatile external environment
External recruiting can allow an organization to expand its knowledge base beyond that of its existing
employees and bring in new ideas and viewpoints; external recruits are not bound by existing ways of
thinking or doing things they can bring a fresh approach to problems that have appeared in the
organization.
At the senior level, candidate are often recruited for their history of bringing about high level change in the
other organizations’
On the other hand external recruiting, however can be expensive and time consuming
Employees from outside the organization will often need a longer socialization period to know the
orgaziation,its products or services, coworkers and customers
External recruits are also unknown entities in that the organization has no experience working with them
Although an applicant may have outstanding skills, training or experience and may have had past success in
another oragnziaiton,those factors do not guarantee similar success with a new organization or an ability to
fit with a new organizations’ culture
Finally external recruiting can have detrimental effects on the morale of those employees’ who have
applied for the jobs internally but have not been selected
Advantages and disadvantages of internal and external recruiting
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ADVANTAGES DISADVANTAGES WHEN USEFUL
INTERNAL
RECRUITMENT
Have performance data
available
Motivational
Less training /socialization time
Faster
Less expensive
Possible politics
Loser effects
Inbreeding
Promotion chains
Stability strategy
Stable external
environment
Limited time and
money
EXTERNAL
RECRUITMENT
Fresh ideas and viewpoints
Expand knowledge base
Unknown entities’
Detrimental to
internal applicants
Training and
socialization time
Time consuming
Can be expensive
Need for change
Volatile external
environment
When recruiting employees from outside of the organization, employers have a variety of applicant sources
from which to choose
Proper sourcing can save not only time and money but also can reduce the time it takes to have a new
employees actually on the job
Recent survey recruiters found that the top five recruitments goals were
1. generating high quality employment applications
2. generating the best possible return on investment
3. stimulating a desire to work for the organization
4. Filling specific positions
5. generating diversity
WHEN AND HOW EXTENSIVELY TO RECRUIT
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Regardless of whether recruiting is done internally ot externally, effective planning and strategizing are
essential to the success of the process. an organization needs to know what it has the right employees with
the right skills in the right places at the right time
This involves determining
1. how large an applicant pool is needed and
2. when recruiting efforts should begin
Both of these questions can be answered by reviewing data from past recruiting efforts
A recruiting pyramid can be constructed using yield ratios that show traditionally how many employees pass
form one stage of the recruiting process to the next
This can help the organization determine how large an applicant pool to seek
An example of recruiting pyramid is presented in exhibit 8-2 in this case the organization could use historic
yield ratios to determine how extensively to recruit. For example if the organization is seeking 20 new
employees it should obtain 240 resumes.
(A yield ratio reflects the percentage of job candidates at the beginning of a step in the
recruitment/selection process who move on to the next step in that process ( Breaugh, 1992 ). Consider the
following example. A company receives 20 applications for a job opening. After initial screening, the
company invites eight individuals for interviews. The yield ratio for this stage of the recruitment process is
40 percent. However, not everyone who receives an interview invitation might accept it ( Hawk, 1967 ). If,
for example, only six of the eight people accepted their invitation to interview, the yield ratio for this stage
of the recruitment process is 75 percent. ( 1992)
An organization must determine when to begin its recruiting efforts to ensure that trained employees will be
ready when the organziaiton needs them
Timelines of past recruiting efforts can help the organziaiton determine when to time its recruiting efforts
Here an organziaiton works backward from the time employees will be needed to determine when to beging
recruiting
An example of recruiting timeline is presented in exhibit 8-3 in this case the organziaiton should beging
recruiting 14 weeks before the intended start date
Stages of recruiting process yield ratio
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Accept job offer 10110 3:2
Receive job offer applicants 2:1
Attend second interview screen out 4:3
Invited to second interview 3:2
Invited to first interview 2:1
Applicants 0
Stages of recruiting process
Candidate begins work
Acceptance of offer by candidate
Making of offer to candidate
Second interview cycle
Arranging second interviews
First interview cycle
Arranging first interviews
Screening resumes
Recruiting for position
Normal time taken to complete
2 weeks
1 week
1 week
1 week
2 weeks
1 week
2 weeks
2 weeks
3 weeks
One warning must be issued concerning the use of recruiting pyramids and time lines because they are
based on past recruiting data they may need to be adjusted if labor market conditions have changed
dramatically e.g Higher or lower unemployment,changes in the competitiveness of the industry , and or the
attractiveness’ of the employer as compared to competitors might make the staffing process easier or more
difficult than t had been in the past.
Managers should assess how any changed conditions might impact the size of the applicant pools the ratios
and the timelines.
METHODS OF RECRUITING
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Small organizations often do their recruiting very informally. Job openings or new positions may be
communicated by words of mouth or by allowing the direct supervisor to find someone of his or her own
choosing
Most larger organization’s do either internal recruiting through some means of formal job position
This process involves posting the available position where all employees have access such as a physical or
online bulletin board employees then decide whether they want to apply for any positions
When such a system is used and several people apply for the job the detrimental effects of nonelection on
employee morale can be minimized by providing non selected employees with specific, objective feedback
concerning the screening process
These employees should also be counseled(advice) regarding how they might enhance their skills and
experience if they plan to apply for future job openings
However no guarantee or promise of appointment or promotion should be made
If an organization maintains employee information in ac computerized data base the skills inventory
component of the human resource information system can be used to assist in internal recruiting.
The employee database can be searched for employee’s having skills experiences and personal qualities that
are required for a job .this save the organization a great deal of time in identifying storing internal candidate
for a job. These candidates can then be contacted to determine their interest in a position
External recruitment may also be done informally through contact with friends and acquaintances for
existing employees this process is usually limited to small organizations however informal tends to be the
norm at the executive level’s recent survey has found that 64% of executives found their jobs through peer
networking .in year 2000 the number of ceos who had been hired from outside of the organization had
doubled from 1990 levels
TARGETED ADVERTISMENETS IN SELECTED AREAS: a primary source of recruiting for large organization’s is
targeted advertising in selected media, in writing and designing a help wanted ad, it is important to be
accurate and specific and provide sufficient information about the position and organization to encourage
applicants to apply.interesingly studies have shown that fewer than 20% of those who read help wanted ads
are actively looking for employment. Competitor’s current employees, investors, stockbrokers and analysts
recruiters and regulators also read such ads to gain information about organizaitons.consequently
employers who uses recruitment advertising need to take these audiences into account without losing sight
of the need to attract strong applicant’s.
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E RECRUITMENT : recruiting on the internet is one of the fastest growing recruitment methods a 1998
survey found that 70% of the hr professionals were already using the internet for recruiting in usa .most
found using the internet more cost effective than newspaper advertising. Internet recruiting can be
extremely effective in generating applicants due to its low costs, speed and ability to target applicants with
technical skills. A recent survey of undergraduate and graduate students found that 75% of them used the
internet for job searches. Information on the organization is readily available which allows applicant’s to
assess their interests and needs with the employer’s offerings however poorly designed or user unfriendly
websites can damage an organizations reputations and its ability to attract applicants the same survey
found that 25 $ of job candidate’s rejected a potential employer on account of its website.
Because internet recruiting is worldwide it gives an employer global exposures to potential applicants which
can be critical if particular language skills or cultural backgrounds are needed. Technology based employers
have found that internet to be a fertile recruiting ground for applicants who are technologically
savvy(experienced) for example cisco system receives more than 80 percent of its resumes electronically.
E.g. www.rozee.pk in Pakistan
Interestingly the strategy used by recruiters often do not fit the job search strategies being used by
applicants, networking or the use of personal and professional contacts to obtain employment is the
strategy of choice for the majority of jobseekers 78% use this approach. 67% of recruiters however find that
the internet is their top source for attracting new employees. This is a not to say that job seeker do not use
the internet as they have been shown to utilize more search tactics than recruiters, but rather implies that
HR processionals need to think carefully about their recruiting sources and think strategically about how
best to achieve the recruitment goals they have set.
Internet reciting has become interestingly popular with employer and can cut the search process time by as
much as 75%.sophisticated technology allows employers to quickly process large numbers of applications
through the use of spiders programs that search resumes for specific characteristics or words. Many
employer attempt to attract applicant’s by developing websites that provide information about the
organization that can allow applicants to determine if there might be an optimal fit between their career
goals and the goals of the organization guide candidates through the application process and even allow
prospective applicants to take a virtual tour of the organization. While internet recruiting can be speed up
the emploloyement process it is also fraught with (filled with) some potential challenges that must be
weighted by an organization consider internet recruiting.
The first of these challenges is to ensure security. Online recruiting means that the employer will be
receiving electronic inquiries from unknown sources many of these communications will include attached
whether interviews will conducted in an individual or group format. Group interviews can save time for both
eh organization and applicant, but they often o involve in creating a less personal atmosphere for applicants.
Group interviews may make it more difficult for interviewers to get a sense of applicant’s interpersonal
style.
Interviewing applicants involve making subjective assessments of each applicant’s qualifications for a job.
However interviewers commonly make interpretation errors that should be avoided in an effective
interviewing process.aomg these are similarity error, in which the interviewer has a positive disposition
towards an applicant considered to be similar to the interviewr,insome way ;contrast error, in which the
candidate’s re compared to each other during the interview process instead of the absolute standards and
requirements of the job; first impression error, in which the interviewer immediately make a positive or a
negative assessment of the candidate and use the remaining interview time to seek information to support
that contention; halo error in which a single characteristics positive or negative ,outweighs all other
dimensions: and biases that are based on the interviewees race, gender, religion ,age, ethnicity, sexual
orientation or physical condition rather than factors that relate to job performance.
Group interviewing allows different interviewers to compare and contrast their interpretations of the same
interview information. Consequently this often helps overcome many of the errors that individual
interviewers might make.
One interviewing technique has been popular in recent years is behavioral interviewing, which involves
determining whether an applicant’s anticipated behavior in a variety of situations and scenarios posed in
interview questions would be appropriate for the employer.behavioural interviewing can be used with
experienced applicants as well as with those who have little or no professional work experience because it
asks about situation’s the candidate might likely find herself or himself facing on the job. Behavioral
interviewing with candidates who have professional experience can also involve candidates presenting real
life situations in which they were involved and how they handled them.
To use behavioral interviewing the first step is the most important characteristics required for a given job or
to work in a certain unit. These can be identified by examining the key traits displayed by the higher
performing incumbents. behavioral incumbents behavioral interviewing assumes that candidates have
already been screened for technical skills and focuses more on the human interaction traits and people skills
an applicant would bring to a job .questions might be what an applicant did in a certain past situation or
might do in a given situation, as well as things he or she had most enjoyed ,least enjoyed, and would opt to
change about a given situation. Behavioral interviewing is used extensively by dell computer AT&T and clean
harbor environmental services. Dell collects data from 300 of its executives to determine the equalities most
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needed for success within organization. AT&T has developed a series of behavioral that address the core
competencies of organization, interpersonal communication, style, decision making, and problem analysis.
Clean harbors, which specialize in cleanups of hazardous materials in the environment, looks for problem
solving ability, openness to new ideas, and enthusiasm.
Regardless of who conducts the interviews and whether they are administrated in a group or individual
format, a decision needs to be made as to whether the actual format or process of the interviews should be
structured or unstructured. Structured interviews follow a protocols: all interviews are asked the same
question and are given same opportunity to respond. There is standardization in that to become easier to
compare applicant responses to identical questions, and legal liability can be minimized because all
applicants are treated the same, however, structured interviewing provides limited opportunity to adapt the
interview process to any unique circumstances surrounding any applicant.
An unstructured interview is totally spontaneous and one in which questions are not planned in advance.
The topic of discussion can vary dramatically from one candidate to another. Such a process allows
interviewers to gain a greater sense of the applicant as an individual, but it often makes comparison among
different candidates difficucilt.a semi structure interview would fall somewhere between these two
extremes, with a semi structure interview, the interviewer asks each candidate a set of standard questions.
However an interviewer can determine exactly which question each candidate is asked and can be flexible
and probe for specifics when answers are provided. Although structured interviews provides the greater
consistency, unstructured provides the greater flexibility. The organization must determine which is more
important strategically. For example in interviewing for jobs that require a greater degree of creativity, the
interviewer may wish to use a less structured approach to determine how the applicant handles an
unstructured situation. If it is critical to compare candidates closely across several criteria, a more structured
approach might be more advantageous.
Regardless of interview structure the selection process is aided when the interviewer ask specific, pointed
questions. Asking candidates to describe behaviors they have engaged in or actions they have taken in
specific situations is far more meaningful for assessment purpose then closed ended “yes or
no”questions.this strategy of behavioral interviewing has become increasingly popular in
organizations .candidate can be and should be presented with scenarios they might expect to encounter in
the job for which they are interviewing and be asked how they would handle the situation. This can assist
the organization in determining the fit between the applicant and organizational culture and process.
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Interviewing by itself generally has generally has relatively low reliability and validity.consequently,it is
critical to employ other criteria in the screening process to increase the likelihood of selecting of the best
applicant.
TESTING Another critical decision in the selection process involves applicant testing and the kinds of tests to use. The
needs of the organization and job structure (specific responsibilities interpersonal relationships with others
and so forth) will determine whether any or all of the following should be assessed: technical skills
interpersonal skills personality traits problem solving abilities or any other job related performance
indicators. The key variable that should influence testing is job requirements any testing that is not
specifically job related could be legally challenged particularly if adverse impact can be shown.
The timing of testing can vary from organization to organization. Traditionally testing has been conducted
after the interviewing and screening process due to the expense of testing and time required to score and
evaluate test results. However some organizations are now testing earlier in the selection process because
costs involved with interviewing often exceed the costs of testing. Clearly it makes sense for an employer to
use more cost effective screening techniques earlier in the selection process.
Perhaps the most useful type of tests are work sample and trainability tests
Work sample test simply involve giving the applicant a representative sample of work that would be part of
the job and asking the individual to completely it .these tests are useful when the employer needs
employees who will be able to perform job responsibilities from the first day of the employment.trainiability
tests measure an applicant’s aptitude and ability to understand critical components of the job that the
company may be willing to teach once the employee is hired. They are useful when the employer needs
some familiarity with the nature of the work but seeks to train the new employee in the organizations way
of doing things.
But work sample and trainability tests can provide candidate with realistic job previews. Traditionally
organizations emphasized only the positive aspects of jobs during the recruiting process. This approach kept
the applicant pool large and allowed the organization or eject the applicant, instead of vice versa. However
by hiding negative aspects of jobs employers often hired individuals who become disillusioned once
employed and left the organization shortly after hired. This results in a waste of both time and money and
loss of efficiency. The idea behind realistic job previews is to make applicants aware of both positive and
negative aspects of the job. If the applicant is hired the new employee has realistic expectations and is less
likely to become dissatisfied with the job and quit. Realistic job previews also increase the likelihood of a
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candidates self-selecting out of position; however his is in both the applicants and employees best interest.
The predictive power of work sample and trainability tests for an appropriate fit between an applicant and
job /organization has been found to be quite high
Applicants might also be asked to provide samples of their previous work. A means of assessing the validity
of collected information ( such as samples of work and past work projects) needs to be determined as well
such work may be falsified its integrity can be verified by asking candidate’s detailed questions about its
content or the process by which it was completed.
Other type of testing need to be administered very carefully personality testing often centers around what
have been called the big five personality dimensions. Those traits considered most relevant to performance
in any kind of work environment as illustrated in fig 8 they are sociability, agreeableness,conscientiousness,
emotional stability and intellectual openness. Personality testing can be useful to anticipate how employees
might behave particularly on an interpersonal level, but personality tests can be problematic on two levels.
First personality testing has been successfully challenged in many courts due to the impact of certain
questions on members of protected classes. Second few if any job require one specific type of personality to
ensure success.no employer has ever been able to argue successfully in court that a specific personality type
or dimension was necessary for effective job performance.
Personality dimensions
Sociability
Agreeableness
Conscientiousness
Emotional stability
Intellectual openness
Characteristics of a person scoring positively on the
dimension
Gregarious, energetic, talkative, assertive
Trusting ,considerate, cooperative ,tactful
Dependable, responsible, achievement
oriented ,persistent
Stable ,secure, unworried, confident
Intellectual, imaginative, curious,original
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REFERENCES
A reference checking is usually a part of the selection process however most prospective employers do little
more than waste valuable time during this process. Generally employers contact individuals whose name
have been provided by the applicant despite the fact that common sense dictates that an applicant would
not submit a reference who would provide a negative reccomendation.however few employers bother to
investigate the applicants background any further “employers can and should call individuals other than
those named by the applicant. When contracting references the applicant has provided, requests can be
made for additional contacts within or outside of the orgaziation.once an individual has worked within a
given industry in a given geographical location for few years he or she becomes well networked within the
local industry. These contacts can and should be used for checking references.
Much like testing reference checking was often done after the interviewing process and usually as the final
step in the selection decision. More recently however many organizations have begun checking references
prior to interviewing to allow them to eliminate candidates and gather information to be used later in the
interviewing process
One potential limitation with reference checking is that many past employers will not be provide any
information at all: they may do nothing more than verify the dates of employment position held and or
salary level. Increasing liability for libel, slander and defamation of past employees has caused more
organizations to adopt a policy of not commenting on past employees employment history this can be
overcome at times through a well-established1 professional network, whereby individuals will confidentially
tell those in other organizations whom they know and trust about a problem former employee
Reference checking has become more critical for organization’s because courts have been holding
employers responsible for an employees act if the employer did not conduct a reasonable investigation into
the employees background the doctrine of negligent hiring requires employers to balance an applicant’s
right to privacy with the responsibility for providing a safe workplace for employees and customers at the
very least the employers should verify all dates of employment and education and investigate any time gaps
on an applicant’s resume.
INTERNATIONAL ASSIGNMENTS
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One final challenge that organization’s face in staffing is selecting among current employees for overseas
assignments.traditonally such assignments have been made based on past proved success with in the
organization and the employees work related technical skills. Although technical ability is certainly a valid
selection criterion the main reason employees fail on international assignments has less to do which
technical skills than with interpersonal acculturation (assimilate to a different culture.) abilities
Lack of adaption of not just the employee but the employees family has caused problems for numerous
organization in their international operation as well as with relations with foreign officials customers and
business partners
Organizations are now realizing that assessing the technical backgrounds of such employees is merely an
initial screening criterion to ensure the success of overseas assignments employers are increasingly testing
employees’ adaptability. Open mindedness ability to tolerate uncertainty and ambiguity and independence.
similarly many are also interviewing and screening family members who would be accompanying the
employee and the assignment.in certain cases the employees is able to adapt but problems with family
member adaptation either require the employee to return home before the need of the assignment or have
a negative impact on the employees performance .screening employees as a part of staffing international
operation’s has consequently become much more elaborate and strategic to ensure the success of the
assignment.
DIVERSITY
When developing an integrated strategic approach to staffing initiatives programs and policies must remain
in compliance with federal state and local labor law that prohibit discrmaination.to ensure compliance with
these laws and to assist with staffing, many organizations have developed formal diversity management
programs. Successful diversity initiatives have been developed not in piecemeal manner but in conjunction
with the organization’s strategic objectives.
( Interrater reliability is the extent to which two or more individuals (coders or raters) agree. Interrater reliability addresses the consistency of the implementation of a rating system. A test of interrater reliability
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would be the following scenario: Two or more researchers are observing a high school classroom. The class is discussing a movie that they have just viewed as a group. The researchers have a sliding rating scale (1 being most positive, 5 being most negative) with which they are rating the student's oral responses. Interrater reliability assesses the consistency of how the rating system is implemented. For example, if one researcher gives a "1" to a student response, while another researcher gives a "5," obviously the interrater reliability would be inconsistent. Interrater reliability is dependent upon the ability of two or more individuals to be consistent. Training, education and monitoring skills can enhance interrater reliability)
Definition: Reliability is the consistency of your measurement, or the degree to which an instrument measures the same way each time it is used under the same condition with the same subjects. In short, it is the repeatability of your measurement. A measure is considered reliable if a person's score on the same test given twice is similar. It is important to remember that reliability is not measured, it is estimated.
There are two ways that reliability is usually estimated: test/retest and internal consistency.
Test/RetestTest/retest is the more conservative method to estimate reliability. Simply put, the idea behind test/retest is that you should get the same score on test 1 as you do on test 2. The three main components to this method are as follows:
1.) implement your measurement instrument at two separate times for each subject; 2). compute the correlation between the two separate measurements; and 3) assume there is no change in the underlying condition (or trait you are trying to measure) between test 1 and test 2.
Internal ConsistencyInternal consistency estimates reliability by grouping questions in a questionnaire that measure the same concept. For example, you could write two sets of three questions that measure the same concept (say class participation) and after collecting the responses, run a correlation between those two groups of three questions to determine if your instrument is reliably measuring that concept.
One common way of computing correlation values among the questions on your instruments is by using Cronbach's Alpha. In short, Cronbach's alpha splits all the questions on your instrument every possible way and computes correlation values for them all (we use a computer program for this part). In the end, your computer output generates one number for Cronbach's alpha - and just like a correlation coefficient, the closer it is to one, the higher the reliability estimate of your instrument. Cronbach's alpha is a less conservative estimate of reliability than test/retest.
The primary difference between test/retest and internal consistency estimates of reliability is that test/retest involves two administrations of the measurement instrument, whereas the internal consistency method involves only one administration of that instrument.
Validity
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Definition:Validity is the strength of our conclusions, inferences or propositions. More formally, Cook and Campbell (1979) define it as the "best available approximation to the truth or falsity of a given inference, proposition or conclusion." In short, were we right? Let's look at a simple example. Say we are studying the effect of strict attendance policies on class participation. In our case, we saw that class participation did increase after the policy was established. Each type of validity would highlight a different aspect of the relationship between our treatment (strict attendance policy) and our observed outcome (increased class participation).
Types of Validity:There are four types of validity commonly examined in social research.
1. Conclusion validity asks is there a relationship between the program and the observed outcome? Or, in our example, is there a connection between the attendance policy and the increased participation we saw?
2. Internal Validity asks if there is a relationship between the program and the outcome we saw, is it a causal relationship? For example, did the attendance policy cause class participation to increase?
3. Construct validity is the hardest to understand in my opinion. It asks if there is there a relationship between how I operationalized my concepts in this study to the actual causal relationship I'm trying to study/? Or in our example, did our treatment (attendance policy) reflect the construct of attendance, and did our measured outcome - increased class participation - reflect the construct of participation? Overall, we are trying to generalize our conceptualized treatment and outcomes to broader constructs of the same concepts.
4. External validity refers to our ability to generalize the results of our study to other settings. In our example, could we generalize our results to other classrooms?
WHEN Ford’s River Rouge Plant was completed in 1928 it boasted everything it needed to turn raw materials into finished cars: 100,000 workers, 16m square feet of factory floor, 100 miles of railway track and its own docks and furnaces. Today it is still Ford’s largest plant, but only a shadow of its former glory. Most of the parts are made by sub-contractors and merely fitted together by the plant’s 6,000 workers. The local steel mill is run by a Russian company, Severstal.
Outsourcing has transformed global business. Over the past few decades companies have contracted out everything from mopping the floors to spotting the flaws in their internet security. TPI, a company that specialises in the sector, estimates that $100 billion-worth of new contracts are signed every year. Oxford Economics reckons that in Britain, one of the world’s most mature economies, 10% of workers toil away in “outsourced” jobs and companies spend $200 billion a year on outsourcing. Even war is being outsourced: America employs more contract workers in Afghanistan than regular troops.
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Can the outsourcing boom go on indefinitely? And is the practice as useful as its advocates claim, or is the popular suspicion that it leads to cut corners and dismal service correct? There are signs that outsourcing often goes wrong, and that companies are rethinking their approach to it.
The latest TPI quarterly index of outsourcing (which measures commercial contracts of $25m or more) suggests that the total value of such contracts for the second quarter of 2011 fell by 18% compared with the second quarter of 2010. Dismal figures in the Americas (ie, mostly the United States) dragged down the average: the value of contracts there was 50% lower in the second quarter of 2011 than in the first half of 2010. This is partly explained by America’s gloomy economy, but even more by the maturity of the market: TPI suspects that much of what can sensibly be outsourced already has been.
Miles Robinson of Mayer Brown, a law firm, notes that there has also been an uptick in legal disputes over outsourcing. In one case EDS, an IT company, had to pay BSkyB, a media company, £318m ($469m) in damages. The two firms spent an estimated £70m on legal fees and were tied up in court for five months. Such nightmares are worse in India, where the courts move with Dickensian speed, or in China, where the legal system is patchy. And since many disputes stay out of court, the well of discontent with outsourcing is surely deeper than the legal record shows.
Some of the worst business disasters of recent years have been caused or aggravated by outsourcing. Eight years ago Boeing, America’s biggest aeroplane-maker, decided to follow the example of car firms and hire contractors to do most of the grunt work on its new 787 Dreamliner. The result was a nightmare. Some of the parts did not fit together. Some of the dozens of sub-contractors failed to deliver their components on time, despite having sub-contracted their work to sub-sub-contractors. Boeing had to take over some of the sub-contractors to prevent them from collapsing. If the Dreamliner starts rolling off the production line towards the end of this year, as Boeing promises, it will be billions over budget and three years behind schedule.
Outsourcing can go wrong in a colourful variety of ways. Sometimes companies squeeze their contractors so hard that they are forced to cut corners. (This is a big problem in the car industry, where a handful of global firms can bully the 80,000 parts-makers.) Sometimes vendors overpromise in order to win a contract and then fail to deliver. Sometimes both parties write sloppy contracts. And some companies undermine their overall strategies with injudicious outsourcing. Service companies, for example, contract out customer complaints to foreign call centres and then wonder why their customers hate them.
When outsourcing goes wrong, it is the devil to put right. When companies outsource a job, they typically eliminate the department that used to do it. They become entwined with their contractors, handing over sensitive material and inviting contractors to work alongside their own staff. Extricating themselves from this tangle can be tough. It is much easier to close a department than to rebuild it. Sacking a contractor can mean that factories grind to a halt, bills languish unpaid and chaos mounts.
So far and no further
None of this means that companies are going to re-embrace the River Rouge model any time soon. Some companies, such as Boeing, are bringing more work back in-house, in the jargon. But the business logic behind outsourcing remains compelling, so long as it is done right. Many tasks are peripheral to a firm’s core business and can be done better and more cheaply by specialists. Cleaning is an obvious example;
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many back-office jobs also fit the bill. Outsourcing firms offer labour arbitrage, using cheap Indians to enter data rather than expensive Swedes. They can offer economies of scale, too. TPI points out that, for all the problems in America, outsourcing is continuing to grow in emerging markets and, more surprisingly, in Europe, where Germany and France are late converts to the idea.
Companies are rethinking outsourcing, rather than jettisoning it. They are dumping huge long-term deals in favour of smaller, less rigid ones. The annualised value of “mega-relationships” worth $100m or more a year fell by 62% this year compared with last. Companies are forming relationships with several outsourcers, rather than putting all their eggs in few baskets. They are signing shorter contracts, too. But still, they need to think harder about what is their core business, and what is peripheral. And above all, newspaper editors need to say no to the temptation to outsource business columns to cheaper, hungrier writers.