Part 5Staffing Activities: Employment
Chapter 12:
Final Match
McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.
Organization StrategyOrganization Strategy HR and Staffing StrategyHR 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
OrganizationMission
Goals and Objectives
Staffing Organizations Model
12-2
12-3
Chapter Outline
Employment Contracts Requirements for Enforceable
Contract Parties to Contract Form of Contract Disclaimers Contingencies Other Employment Contract
Sources Unfulfilled Promises
Job Offers Strategic Approach to Job
Offers Job Offer Content
Job Offer Process Formulation of Job Offer Presentation of Job Offer Timing of the Offer Job Offer Acceptance and
Rejection Reneging
New Employee Orientation & Socialization
Orientation Socialization Examples of Programs
Legal Issues Employment Eligibility
Verification Negligent Hiring Employment-at-Will
12-4
Learning Objectives for This Chapter
Learn about the requirements for an enforceable contract
Recognize issues that might arise in the employment contract process
Understand how to make strategic job offers Plan for the steps of formulating and presenting a job
offer Know how to establish a formal employment
relationship Develop effective plans for new employee orientation
and socialization Recognize potential legal issues involving final
matches
12-5
Employment Contracts
Requirements for enforceable contractParties to contractForm of contractDisclaimersContingenciesOther employment contract sourcesUnfulfilled promises
12-6
Employment Contracts
Requirements for enforceable contractOfferAcceptanceConsideration
Parties to contractEmployee or independent contractorThird parties
12-7
Employment Contracts (continued)
Form of contract Written contract
Does the company mean to be held to this? Where appropriate, avoid using words that imply binding
commitment. Make sure all related documents are consistent with one
another. Always have a second person review what another has
written. Look at the entire hiring procedure.
Oral contract One-year rule Parole evidence Suggestions
12-8
Employment Contracts (continued)
Disclaimers Oral or written statement explicitly limiting an
employee right and reserving that right for employer Recommendations for enforcement
Clearly stated and conspicuously placed in appropriate documents.
Employee should acknowledge receipt and review of the document and the disclaimer.
Should state that it may be modified only in writing and by whom.
The terms and conditions of employment, including the disclaimer, as well as limits on their enforceability, should be reviewed with offer receivers and employees.
12-9
Employment Contracts (continued)
ContingenciesExtending a job offer contingent on certain
conditions being fulfilled by offer receiverOther employment contract sources
Employee handbooksOral statements made by employer
representatives
12-10
Employment Contracts (continued)
Unfulfilled promisesOrganizational HR issues
Do not make promises unwilling to keepBe sure promises made are kept
Potential legal claimsBreach of contractPromissory estoppelFraud
12-11
Job Offers
Strategic Approach to Job Offers
Job offer content
12-12
Ex. 12.1: Strategic Approach to Job Offers
12-13
Job Offer Content
Starting date Duration of contract Compensation
Starting pay Flat vs. differential
rates Exh. 12.2: Example of
Starting Pay Policies Variable pay
Short term Long term
Benefits - Ex. 12.3 Hours
Special hiring inducements Hiring bonuses Relocation assistance Hot skill premiums Severance packages
Restrictions on employees
Other terms and conditions
Acceptance terms Sample job offer letter-
Ex. 12.4
12-14
Job Offer Process
Formulation of job offer
Presentation of job offer
Job offer acceptance and rejection
Reneging
12-15
Formulation of Job Offer
Knowledge of competitorsLabor demand issues
Who are the competitors?What terms and conditions are they offering for
the job for which the hiring organization is staffing?
Labor supply issuesOffers need to attract number of staff requiredOffers need to consider KSAOs of each offer
receiver and the worth of the KSAOs
12-16
Formulation of Job Offer (continued)
Applicant truthfulness Minimal evidence exists on degree of applicant
truthfulness To combat deceit, organizations are pursuing
verification of all applicant information
Likely reactions of offer receivers Approaches to assess reactions to offers
Gather information about various preferences from offer receiver during recruitment/selection process
Conduct research on why offer receivers accept or decline job offers
12-17
Formulation of Job Offer (continued)
Policies on negotiations and initial offers Job offers occur for both external / internal staffing Consider costs of job offer being rejected by
candidate Candidates may be receiving counteroffers from
current employer Currently employed candidates incur costs for
leaving and expect a “make whole” offer Candidates are sophisticated in presenting their
demands
12-18
Formulation of Job Offer (continued)
Strategies for presenting initial offerLowball
offering the lower bounds of terms and conditions to the receiver
Competitivean offer that is “on the market,” neither too high
nor too lowBest shot
gives a high offer, one right at the upper bounds of feasible terms and conditions
12-19
Presentation of Job Offer
Two approaches
Mechanical approach
Sales approach
12-20
Job Offer Process:Acceptance, Rejection, Reneging
Acceptance
Rejection
By organization
By offer receiver
Reneging
12-21
New EmployeeOrientation and Socialization
Orientation Exh. 12.8: New Employee Orientation Program
Suggestions Socialization
Content People Performance proficiency Organization goals and values Politics Language History
Delivery