STRATEGIC STAFFING, 4e
ISBN: 978-1-948426-86-2 | Copyright 2020Tabs
Strategic Staffing prepares all current and future
managers to take a strategic and modern approach to the identification,
attraction, selection, deployment, and retention of talent.
Organizations increasingly realize that their employees are the key to executing their business strategies, and the current competition for talent has made the identification and attraction of high-performing employees essential for companies to succeed in their marketplaces. The right employees give their organization a competitive advantage that sets it apart and drives its performance. In today’s business environment, a company’s ability to execute its strategy and maintain its competitive edge depends even more on the quality of its employees. And the quality of a company’s employees is directly affected by the quality of its recruiting and staffing systems. Because hiring managers are involved in the staffing process, hiring managers and human resources (HR) professionals need to be familiar with strategic staffing techniques. Over the past 10 years, advancing technology and the increased application of data analytics have changed the practices of sourcing, recruiting, and staffing.
Strategic Staffing is grounded in research, communicates practical and modern staffing concepts and the role of staffing in organizational performance, and is engaging to read. I have added information about the roles of technology, analytics, and ethics to every chapter to emphasize the importance of these concepts. The fourth edition of Strategic Staffing continues to present up-to-date staffing theories and practices in an interesting, engaging, and easy-to-read format. I tried to be responsive to the reviewers and users of the previous edition in revising this text.
Some of the more substantial changes in this edition are:
• New coverage of staffing ethics in each chapter and a new Staffing Ethics feature in each chapter
• New coverage of staffing metrics and analytics in each
• New coverage of staffing-related technologies in each
• Updated citations, statistics, and company examples
throughout the text
• A total of 16 new Chern’s videos were created in the
style of an online job interview that uses both situational and behavioral
• Provision of new activities in the Instructor’s Manual
• Develop a staffing strategy that reinforces business
• Forecast talent needs and labor supply and plan
• Conduct a job or competency analysis and a job rewards
• Source potential recruits strategically.
• Recruit and select the right people.
• Negotiate with and hire top candidates.
• Socialize, deploy, and retain talent.
• Manage turnover.
• Use staffing metrics and conduct staffing system
• Employ technology throughout the staffing system.
• Integrate the staffing system with the other HR
functions of training, compensation, and performance management.
• Ensure the legal compliance of the staffing system.
• Promote ethical staffing.
• Leverage technology, metrics, and data analytics to
optimize the performance and efficiency of a staffing system.
A new section, “Current Issues in Staffing,” includes a discussion of current staffing challenges, such as managing a generationally diverse workforce, retaining and rewarding key employees, creating a corporate culture that attracts quality employees, staffing ethics, staffing analytics, and how technology is transforming staffing
New discussions of how an organization’s strategic planning process (e.g., vision, mission, and goals) relate to strategic staffing and human resource management (HRM) in general
A new figure providing an overview of the HR functions and how staffing plays a role in them
Added information and context about what strategic staffing is as well as several contemporary examples
Added information about how HRM has evolved from just a personnel department, while gaining a seat at the table for managerial decision-making and strategy
New real-life examples involving companies like LinkedIn, Apple, Allstate Insurance, National Cash Register Company, Zevin Asset Management, Tesco, and Google
Streamlined the discussion of business strategy
A new section on staffing analytics, including a table of key staffing metrics
New real-life examples from companies including Bank of America, Sonoco, Southern Company, JC Penney, Uber, Amazon, Electronic Arts, Discount Tires, Praxair, and Rackspace
An expanded explanation of the link between the organization’s strategy and staffing decisions
Expanded organizational life-cycle implications for staffing
A new table on the types of contingent work arrangements
An expanded discussion of hiring versus training workers
New information on the importance of really understanding what the organization does and how each part of the organization adds value before staffing strategies are considered
A new section on applicant tracking and HR information systems (HRIS)
Updated legal information, including new sections on pay equity, no-recruit agreements, and risk management
Updated statistics and examples such as a current Right to Work States map
Material on trade secrets and nondisclosure agreements was moved to Chapter 11
A new section on algorithmic bias
A new section on workflow analysis
A new section and table on derailers that detract from effective performance
Expanded discussions of the job elements and methods of task inventory job analysis
Expanded discussion of job rewards analysis to better explain its use in recruiting
A new section on workflow analysis
A new section on job design and job redesign
A new discussion of job analysis activity using O*NET and Indeed.com
A new Develop Your Staffing Skills activity on writing person specifications that include an ethical component
New real-life examples involving such companies as the Visiting Nurses Association, Wal-Mart, Tiffany & Co., DDI, PwC, The Richards Group, and Uber
A new chapter opening Staffing Challenge featuring Vistaprint
New examples that include Coca-Cola, Verve, GE, Mechanical Turk, Freelancer, Upwork, Blueprint, Dreamline Modular Homes, Ritz-Craft Corp., Deloitte, PwC, JWF Industries, Johns Hopkins All Children’s Hospital, and Diamond B Construction
A new section on the productivity ratio and direct and indirect labor costs
A new transition analysis exercise
A new exercise involving researching three current labor market trends and describing their implications for staffing
A new section on using social media as an external recruiting source
A new section on veterans as a nontraditional applicant pool
A new section on sourcing non-U.S. workers
Updated examples of Internet sourcing websites, including TaskRabbit, Upwork, Shiftgig, Sourcing.io, Pinterest, Facebook, ROIKOI, Quora, Twitter, Glassdoor, and Ideal
Added a discussion of neurodiversity to the section on workers with disabilities as a nontraditional talent pool
A new Develop Your Staffing Skills feature on Boolean-search sourcing strategies
New real-life examples including Netflix, Ikea, the Central Intelligence Agency (CIA), Google, SpaceX, St. Jude Children’s Research Hospital, Jobvite.com, McDonald’s, Hilton Hotels, and Apple
The chapter is renamed “External Recruiting” (internal recruiting is now covered in Chapter 10 along with internal selection)
A new chapter opening Staffing Challenge about Airbnb
New real-life examples of companies including Hard Rock International, Netflix, Spark Hire, Glassdoor, JobPal, FirstJob, U.S, Army, Nexxt, Twitter, Facebook, LinkedIn, Formaposte, PwC, HBO Europe, Huawei, Pymetrics, IBM, HireVue, UPS, Zappos, SAP, Textio, Schlumberger, Match.com, and Google
A new discussion of the importance of the candidate experience during the hiring process
A new section on the “employer value proposition”
A new discussion of recruiting technologies, including chatbots, the gamification of recruitment, and mobile recruiting
A new discussion of the European Union’s General Date Protection Regulation (GDPR)
A new strategy exercise on recruiting using career sites
A new Staffing Ethics exercise on ethical and unethical recruiting strategies
Clarified various terms and concepts
Added discussions of the coefficient of determination and concurrent and predictive validities
Additional exercises are included in the Instructor’s Manual, which require computing means, standard deviations, reliability, standard error of measurement, and confidence intervals
A new chapter opening Staffing Challenge about Unilever’s hiring process
A new discussion of video interviewing and applicants’ fairness perception of selection procedures
A new section on unconscious bias
New discussions on the use of criminal history in applicant screening and “ban the box” initiatives and semistructured interviews
Revised discussion of assessment plans, with a new example
New real-life examples involving companies including T-Mobile, GE, IBM, EY, Spark Hire, Pymetrics, Unbiasify, LinkedIn, DDI, Google, McDonalds, Affectiva, the Massachusetts Institute of Technology, and Time Warner Cable
A new exercise on evaluating employment test vendors
A new Develop Your Staffing Skills exercise on evaluating employment test vendors
A new Develop Your Staffing Skills exercise providing students with feedback on their job interview performance
A new Staffing Ethics Exercise on managing hiring bias
Internal recruiting material added to this chapter, which is renamed “Recruiting and Assessing Internal Candidates”
A new chapter opening Staffing Challenge featuring GE
A new discussion of job posting and job slotting
A new discussion of making selections for expatriate assignments
An expanded discussion of career development
New real-life examples, including PNC Financial Services, Proctor & Gamble (P&G), Yum, Kaiser Permanente, Caterpillar, Time Warner Cable, Ultimate Software
A new case study on P&G
A new Staffing Ethics activity on reducing moral disengagement in staffing decision-making
An expanded discussion of banding, and of the Fair Labor Standards Act of 1938 and the Family and Medical Leave Act of 1993
A new discussion of retaliation
An expanded discussion of the use of past salary information in formulating a job offer
A new table on sources to use to determine market compensation level
A new discussion of mandatory arbitration clauses
A new example of a candidate rejection letter
New information about promissory estoppel and the reneging process
A new section on managing unethical staffing behavior
A new chapter opening Staffing Challenge featuring NCR
A new section on maintaining relationships with ex-employees
“Orientation” renamed “onboarding,” and an expanded discussion of onboarding
A discussion of onboarding and socialization technologies in greater detail
New real-life examples including Starbucks, Amazon, Google, Netflix, Rackspace, Mailgen, L’Oreal, Ctrip, Vodafone, Accenture, Twitter, Mastercard, Raytheon, Arrow Electronics, Ultimate Software, UPS, Bain & Co., Boston Consulting Group, Sodexo, Hilton Hotels, and Microsoft
New discussions of global mobility and phased retirement
A new chapter opening Staffing Challenge featuring KFC
New real-life examples involving Osram Sylvania, P&G, Kronos, ADP, Taleo, Adform, Taleo, Greenhouse, iCIMS, Jobvite, Brassring, and Workday
An expanded discussion of key performance indicators (KPIs)
New information about moral efficacy and its role in making ethical staffing decisions
A new Staffing Ethics exercise on building moral efficacy in staffing
Revised some of the quantitative information in the case, including descriptive information on the different types of employees
Chapter 3: Added a Native American racial category; added Assistant Department Manager to the disparate impact data; links to some online disparate impact calculators are provided.
Chapter 5: Four jobs are now included in the transition matrix rather than five; the transition probabilities were changed, and the data is now for Chern’s as a company rather than only for its flagship store.
Chapter 6: The Boolean search activity was changed to LinkedIn rather than a search engine.
Chapter 9: The 16 interview videos (available online) were completely redone to be in the format of an online video interview.
Chapter 11: Writing a rejection letter to a candidate was added as part of the assignment.
Created 16 new structured and unstructured interview videos for the eight job candidates using a computer-mediated interview.
CourseBank is a pre-built course for Blackboard, Canvas, or any other LMS. It provides students with a seamless, single sign-on to your course. Their work is automatically graded. Grades synchronize with your grade book. And detailed analytics give you diagnostics for the class and individual student.
Each chapter of CourseBank contains...
Mini Lectures: Audio narrated and animated PowerPoints cover the main concepts and topics from the chapter
Flash Cards: Allow students to drill the key terms and definitions from the chapter. An adaptive mode helps them focus only on the terms they have yet to master.
Test Bank so you can add or change quiz questions, create a new quiz, or create exams
Even if you don't make CourseBank an integral part of your course, students can still use it as a powerful tool for self-study.
|Preface (pg. i)|
|Chapter 1 Strategic Staffing (pg. 1)|
|Chapter 2 Business and Staffing Strategies (pg. 32)|
|Chapter 3 The Legal Context (pg. 71)|
|Chapter 4 Strategic Job Analysis and Competency Modeling (pg. 124)|
|Chapter 5 Forecasting and Planning (pg. 166)|
|Chapter 6 Sourcing: Identifying Recruits (pg. 204)|
|Chapter 7 External Recruiting (pg. 246)|
|Chapter 8 Measurement (pg. 295)|
|Chapter 9 Assessing External Candidates (pg. 339)|
|Chapter 10 Recruiting and Assessing Internal Candidates (pg. 396)|
|Chapter 11 Choosing and Hiring Candidates (pg. 428)|
|Chapter 12 Managing Workforce Flow (pg. 463)|
|Chapter 13 Staffing System Evaluation and Technology (pg. 504)|
|Appendix A: Strategic Staffing at Chern's: A Case Study (pg. 533)|
|Glossary (pg. 565)|
|Name Index (pg. 579)|
|Subject Index (pg. 588)|
|Organization Index (pg. 594)|
Student Files: Chapter 8 and Chern's Appendix
Last Updated: May 6 2019
You must have an instructor account and submit a request to access instructor materials for this book.
Course Access only
Do you have a Course ID from your instructor?
Are you enrolling in an instructor-led course? Enter the Course ID from your instructor.