Talent development and internal hiring as organizational staffing strategy

Organization Business Strategy

The organization will choose to develop rather than acquire talent. By developing talent, the organization will be able to save on costs incurred to acquire talent while at the same time it will be able to train and develop their employees to suit their needs. The organization will choose the lead system whereby staffing decisions become fundamental to the organization's strategy. This will help the organization to find the right people with the skills that match the skills required for the organization to prosper. The organization will choose to hire internally. This will complement its decision to develop talent allowing the company to create a stable workforce that is committed to a long-term career in the organization. The organization will have a core workforce. This will help the organization to have a strong workforce that is fundamental to the core activities of the organization. The organization will choose to have a high employee retention rate. This will complement the organizations' strategy to develop talent and hire internally. The organization will have a low employee turnover rate and will be able to control its human resource needs. The company will hire nationally since most of the skills that it requires are available within the country. The company will choose to attract employees by offering competitive remuneration rates. This will reduce costs to be incurred by the company relocating. The company will choose to be understaffed since it will develop talent and will enable a flexible staffing arrangement with temporary employees when they need to increase the number of staff. The company will choose to hire talent then develop it.

In regards to staffing quality, the organization will choose to have a person/job match meaning that each person will be assessed for their skills to match the position they are to fill. The company will have specific KSAOs which allow it to focus on competencies that are specific to each position. The company will have an acceptable workforce quality and will have active diversity thus making it an equal opportunity employer.

Administrative issues in planning stage of external recruiting

One administrative issue in the planning phase of external recruiting is timing. As the staffing manager, it will be important to know when the right time to look for applicants is. The two primary considerations in regards to timing to be made are what the lead time concern is. This is where planning is important. The staffing manager will need to decide when is the right time to begin looking for applicants. The second consideration is the time sequence concern. Here, the staffing manager needs to create a staffing flowchart which will help to time the activities involved in the recruitment process.

The second administrative issue is on the number and type of contacts. The staffing manager needs to find the yield ratio which is the actual number of applicants to the position divided by the variable of interest. Therefore, the staffing manager needs to know the best yield ratio that gives the best possible staffing outcome. The staffing manager needs to know the exact type of contacts to find who complement the KSAO requirements for the position advertised. This is also influenced by the applicant search process.

The budget is also another important administrative issue. The staffing manager needs to establish their recruitment budget and choose whether they use a top-down or bottom-up approach in budgeting. They also need to incorporate recruiting costs in the overall budget. The staffing manager will thus be able to evaluate the source cost per hire which will enable them to know how much they need to spend in order to fill the available positions.

The staffing manager also needs to create the recruitment guide which will be essential to outline the processes followed in order to attract, select and hire employees. This document will be based on the staffing flowchart and will contain essential elements of recruitment planning. It clarifies the roles, person expectations and accountability of each position and ensures there is consistency across all recruitment processes and that there is compliance with the law.

The last administrative issue is process flow and record keeping. The staffing manager needs to ensure that the recruitment process is consistent no matter which position they are recruiting for and that proper records are kept. This ensures there is transparency and accountability in the recruitment process.

How to get individual managers aware of legal requirements of staffing systems

One method to raise the awareness levels of individual managers on the legal requirements of staffing systems is to send out a memo to pass information on the importance of managers being accountable and transparent in their staffing activities. Another method would be to schedule a training program which will be attended by all managers within the organization. The training program will be designed to educate the mangers on the laws and regulations surrounding the staffing system in the organization and the negative consequences that are associated with violating the staffing laws and regulations.

The training program can be divided into two parts based on the objectives of the training program. The first would be to help the managers to understand the laws and regulations in the staffing system and the second part would be to understand the impact and consequences of complying with laws and regulations. The training can be done using case studies, role plays and hand on training to enable the managers gain an in-depth understanding of the legal requirements.

Another way to get individual managers to understand the legal requirements of the staffing system and for them to take the appropriate steps to engage in legal staffing decisions and actions is making it part of their job description. This will make them responsible for the staffing decisions in their department.

Investigation of criterion-related validity

Criterion-related validity of the test can be found by looking at the performance of the hired applicants in the real world. By looking at their performance then comparing it with their performance on the general ability test, the staffing manager will be able to evaluate its validity. The staffing manager would need to create measures of the performance on tasks which will be used to gauge the performance of the new hires on the job. This will then be related to the key indicators in the general ability test which would have been used to assess the validity of the test.

The best way to conduct the criterion-related validity test is to seal the results then review them after a period of between 3 to 6 months after the new hires have been with the company. This way, the staffing manager will be able to assess the work performance of the new hires and correlate the results of the general ability test to their work performance. The general ability test becomes the predictor while the work performance becomes the criterion.

As in the study conducted by Ispas, Iliescu, Ilie, and Johnson (2010)

Job performance can be measured using supervisor ratings of the employees which can be collected as a part of the employees' annual or monthly performance evaluations. The performance appraisal can be based on a 5-point scale with four dimensions being evaluated. The four dimensions to be evaluated are quality of work, professional