Business and Human Resources Staffing Plan for a Growing Business

Business and Human Resources: Staffing Plan for a Growing Business

Staffing presents the businesses to achieve a certain organizational mission and the set target for the years and future. Effective staffing helps companies gain profitability with less incurring turnover costs. It certainly requires shrewd decision-making on the human resource’s part, as intelligent recruitment strongly associates with organizational success (Sultana and Razi 81). This paper aims to provide a staffing plan for a given scenario. It highlights important factors like staffing models, EEO, legal issues, the importance of job reviews, and strategies for reducing employee turnover.

Two Types of Staffing Models Applied To Scenario 1

The two staffing models suitable for staffing in scenario 1 are person-job match and collaborative staffing. The person-job fit would enable the company to match the skilled employees with the job requirements of manufacturing surveillance cameras. Their technical knowledge would be required, even for assembly technicalities or quality control, to ensure a high quality product is delivered to the government agencies in the home state. Since a possibility lies in the success of the quality products to be extended to a project where cameras could be needed outside the home state, the staffing group needs to be vigilant of the perfect match of employees’ skills with the job. Research has suggested that the job/person staffing model would induce creativity and exploitation of new opportunities, which are critical for organizational success, higher job satisfaction, and improved employee retention (Huang et al.).

Also, a collaborative staffing model would be suitable since two members knowing the complexities of one job would be able to understand each other responsibilities well and, thus, produce outcomes accordingly (Larkin et al. 31). Managing workers and the daily workload becomes easier as timely completion of tasks and staying on schedule is effectively done. The relationship between two job duties encourages the collaboration between departments for flexibility, cross-training of two departments, fewer costs, less time consumption, and greater efficiency for high-quality products.

Major Potential Legal Issues in Establishing Equal Employment Opportunities and Diversity in the Workplace

Certifications and credentials would be required to guarantee that qualified employees are hired that would match the right job duties. In the current era of globalization, complex business models have evolved, requiring competent staff, which is a competitive advantage in itself (Karimi et al. 412). Competency-based staffing is required in scenario 1, too, since interrelated activities and knowledge are necessary for superior performance.

However, it would be done without race, gender, or ethnicity discrimination. Equal employment opportunities (EEO) would be offered so that no matter what cultural background the employee belongs to, they are hired based on their competency and talent matching the job (Rubenfeld and Strouble 489). To avoid litigation risks, scenario one should comply with EEO regulations regarding low-line workers or middle managers.

The method of achieving transparency in the staffing model would reflect EEO steps taken by the firm. Hiring without discrimination and equal pay for all genders and culturally diverse employees would be guaranteed. It would be done by complying with the 1964 Civil Rights Act and the 1963 Equal Pay Act (EPA) (Fugiero; “Title VII”). Prohibition of employment discrimination would be communicated through reports and workforce formation through charts in the financial statements for the stakeholders to know how the company proceeds with its vision of diversity inclusion.

Three Tasks Needed To Identify, Analyze and Develop Job Requirements

The three tasks that need to be performed for identifying, analyzing, and developing job requirements and their relevant responsibilities are:

i. Knowing the job title accurately

ii. Observing the customer expectations from a certain job and its duties would lead the actions to results

iii. Matching the necessary skills and requirements with the expectations associated with the outcomes (Booker 3)

Certain knowledge, skills, abilities, or characteristics (KSAC) is not mentioned in the job description but are part of the candidate’s personality or behavior (Booker 7). A task re-allocation is made if they are found missing but deemed necessary for the job tasks. For this purpose, the missing KSACs are rewritten to fill them in another new position in the company. A new job description is made to complete the previously missed job responsibilities (Booker 7). The frequency with which such monitoring for missing job responsibilities could be reviewed in monthly or yearly performance appraisals. The next year, new job openings would be designed to fit in those responsibilities for addressing a gap in person-job fit.

Three Methods to Deal with High Employee Turnover

The first method that modern-day companies are deploying is assessing big data during job applications with the help of artificial intelligence (AI) tools. Using algorithms to match the required skills of a certain job and the skills mentioned on the CV application is done through AI tools; however, the process is not that simple (Chichester Jr and Giffen). It still requires knowledge and understanding of the HR and recruitment managers to handle these tools in an educated manner. Guarding against litigations and handling the possible risks of EEO policies for having implemented discriminatory hiring unknowingly could cause problems for the companies, even if they are using advanced tools like AI.

The second method to deal with employee turnover is to present the newly hired employees with a person-environment fit. Research has suggested that the work environment boosts their creativity and job satisfaction and increases their commitment, resulting in low employee turnover (Merala 72). Apart from salary and compensation, work culture has a high value when it comes to employee retention.

Leadership is the third and most highlighted factor in dealing with employee turnover. Caring leadership, human attitude towards workers, and concern about their wellbeing are the major strengths of any company’s leadership (Merala 74). Also, collaboration and a sense of inclusion from the leadership are conducive to the firm’s organic growth where employee motivation is high, and there is less intention to leave (Volk).

The method of succession planning that would benefit the employees would be selling the business to a co-owner. The employees would be already familiar with the second owner and know his leadership style. He would be no stranger to them, so making adjustments with him would not be a problem. Hence, job security would be high and positive opportunities for career advancement would exist for employees, contributing to lower employee turnover (Ali and Mehreen 227).

Works Cited

Ali, Zulqarnain and Aqsa Mehreen. “Understanding Succession Planning as Combating Strategy for Turnover.” Journal of Advances in Management Research, vol. 16, no. 2, Oct. 2018, pp. 216-233. https://doi.org/10.1108/JAMR-09-2018-0076

Booker, Bryan. Development of a Task Assignment Tool to Customize Job Descriptions and Close Person-Job Fit Gap. 2010. Western Michigan University, Dissertation for Doctor of Philosophy. Scholar Works at WMU, https://scholarworks.wmich.edu/cgi/viewcontent.cgi?article=1095&context=dissertations