Organizational Staffing Model Essay

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Are some of the 13 (see exhibit 1.7, pg. 26) strategic staffing decisions more important than others? If so, which ones? Why?

In general, it is difficult to make the argument that a number of staffing decisions are comprehensively more important as compared to the others. All the strategic staffing decisions are significant contemplations with regard to the devising and execution of an exhaustive staffing strategy. Nonetheless, particular circumstance might be linked to particular strategic staffing decisions being especially significant. For instance, in a company requires to make the most of its flexibility, it implies that the strategic staffing decision encompassing the core versus the flexible labor force would be particularly pivotal. In contrast, if a company endeavors to improve its level of employee retention and reduce employee turnover, it implies that the internal versus external hiring staffing decision will be deemed more important. In the same manner, when delving into business across other nations, the company places the national versus global decisions to be more important than others in determining whether to employ global personnel or the national employees.

1. How can an organization collect and report these statistics in the form shown in Exhibit 2.5?

i. Flow statistics

This necessitates the HR department to trace different pieces of information including the total number of candidates, the number of candidates that are employed, gender, age, ethnic background.

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Furthermore, this information can be delineated in terms of percentages for every category.

ii. Stock statistics

This encompasses gathering data concerning the demographics of the entity’s prevailing labor force and contrasting them with the demographics of the geographic expanse in which the entity conducts its business operations. This data can be attained from the latest census data and conduct a comparison of the two.

iii. Concentration statistics

This would take account investigating the proportion of individuals in dissimilar job categorizations in the entity such managerial classifications which are further broken down or grouped into other categories such as gender, age, and ethnic background (Heneman et al., 1997).

2. What standards or guidelines would you recommend for deciding whether statistical differences between men and women, or non-minorities and minorities, reflect discrimination occurring throughout an organization's staffing system?

There are key guiding principles for evading discrimination and measuring negative impact of staffing systems. For instance, the guiding principle employed in the flow statistics is the 4/5th rule. This asserts that a selection rate for any category, which has different classifications such as race, ethnicity or gender that is less than 4/5th of that for the category with the highest rate, comprises evidence of adverse impact.
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