The document discusses the key elements of the staffing process, including human resource planning, recruiting, selection, orientation, training, performance appraisal, compensation, and employment decisions. It also covers best practices for avoiding discrimination in hiring, guidelines for classifying minorities, accommodating disabilities, remedies for proven discrimination, limits on punitive damages, the definition of sexual harassment, issues with drug testing, and the human resource planning process.

1. Staffing
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2. Primary Purposes of Staffing
Attract
Train Develop Hire
Retain Reward
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3. Eight Elements of the Staffing Process
 Human resource planning — assessing current
employees, forecasting future needs, and making plans
to add or remove workers.
 Recruiting — looking for qualified people inside or
outside the company.
 Selection — testing and interviewing candidates and
hiring the best available.
 Orientation — new employees learn about their
surroundings.
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4. Eight Elements of the Staffing Process
(cont.)
 Training and development.
 Performance appraisal— establish the criteria for
evaluating work.
 Compensation — establishing pay and, in some
cases, benefits.
 Employment decisions — transfers, promotions,
demotions, layoffs, and firings.
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5. Best Defense Against Accusations of
Discrimination or Bias in Hiring Practices
• It is job related—that is, it is predictive of success or
failure on a specific job.
• It is a business necessity—the company must do what it
does to provide for its continued existence.
• It acknowledges a bona fide occupational qualification
(BFOQ).
• It honors a bona fide seniority system (BFSS).
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6. Federal Guidelines List
Minorities As
• Hispanic-surnamed Americans
• Hispanic-surnamed Americans
• Asians and Pacific Islanders
• Asians and Pacific Islanders
• African Americans not of Hispanic origin
• African Americans not of Hispanic origin
• Native Americans
• Native Americans
• Native Alaskans
• Native Alaskans
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7. Federal Law and the Differently Able
• Have a physical or mental impairment that
substantially limits one or more major life activities.
• Have a record of such impairment.
• Are regarded as having such an impairment.
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8. Two Basic Remedies
When Discrimination is Proved
1. Reinstatement
2. Recovery of lost pay
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9. Limits Placed on Punitive Damages
Between 15 and
100 employees:
$50,000
Between 101 and Over 500
200 employees: employees:
$100,000 $300,000
Between 201 and
500 employees:
$200,000
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10. Sexual Harassment Includes
 Unwelcome sexual advances
 Requests for sexual favors
 Other verbal or physical
conduct of a sexual nature
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11. Issues for Drug Testing
 Tests can reveal conditions that an employer has no
business knowing about.
 Drug tests can produce false positive results.
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12. Human Resource Planning Process
Plans for
Employee Strategic
Growth in
History Plans
Jobs
Prepare Prepare Compare
Prepare
Human Human Inventory Status
Job
Resource Resource and Quo
Analysis
Inventory Forecast Forecast
Plans for
Reduction
in Jobs
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13. To Do Their Work
Job Analysts
 Observe the job holder.
 Review questionnaires.
 Conduct interviews.
 Form a committee to analyze, review, and
summarize the results.
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14. Job Analysts Produce
 A job description
 A job specification
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15. Human Resource Inventory
• Provides information about an organization’s
present personnel.
• Is a catalog of:
– Skills
– Abilities
– Interests
– Training
– Experience
– Qualifications
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16. Test
• Any criterion or performance measure used
as a basis for any employment decision.
• Measures include:
– Interviews
– Application forms
– Psychological and performance exams
– Physical requirements for a job
• Tests used for screening should attempt to
measure only performance capabilities.
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17. Reference Checks
(Kleiman, “From,” 1992)
• 84 percent verify education
and past-employment claims.
• 60 percent contact persons
listed as references.
• 63 percent review school
transcripts.
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18. Training
 Those who design training or development programs
must create needs assessments to determine what the
content and objectives of the programs should be.
 The people who execute the programs must know how
to teach, how people learn, and what individuals need
to be taught.
 All participants—trainers, developers, and those
receiving the training or development—must be
willing participants.
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19. Training
Five Major Aims
1. Increase
1. Increase 2. Increase
2. Increase
knowledge
knowledge motivation
motivation
and skills
and skills 3. Improve to succeed
to succeed
3. Improve
chances for
chances for
advancement
advancement
5. Increase
5. Increase
4. Improve
4. Improve quality and
quality and
morale
morale productivit
productivit
y
y
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20. Forms of In-House Training
 On-the-job training
 Machine-based training
 Vestibule training
 Job rotation
 Internet-based training
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21. Purposes of Performance Appraisals
 Provide feedback.
 Develop individuals’ plans for improving.
 Determine whether rewards are due or whether
warning or termination is required.
 Identify areas for additional growth.
 Develop and enhance the relationships.
 Give the employee a clear understanding in
relation to expectations.
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22. Appraisal Systems
Three Major Components
1. The criteria (factors and standards) against which the
employee’s performance is measured.
2. The rating that summarizes how well the employee is
doing.
3. The methods used to determine the ratings.
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23. Portion of an Objective Performance
Appraisal System
Performance Aspect Rating
1 2 3 4 5
1. Self-Improvement Has no Has limited Has Has shown Is very
Consider the desire interest in interest in demonstrated extra effort to inquisitive
to expand present learning expanding job interest in learn concerning all
capabilities in both additional assignments. additional additional phases of job-
depth and breadth. duties. Has little assignments. duties. Has related
No opportunity interest in Has shown undertaken assignments.
to observe. preparing for some interest advancement Has
advancement. in and preparation. undertaken
preparation advancement
for preparation.
advancement.
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24. Portion of an Objective Performance
Appraisal System (cont.)
Performance Aspect Rating
1 2 3 4 5
2. Attendance Excessively Frequently Occasionally Rarely Almost never
Consider the absent. absent. absent. absent. absent.
regularity with
which the
employee reports
to work.
3. Punctuality Excessively Frequently Occasionally Rarely tardy. Almost never
Consider number tardy. tardy. tardy. tardy.
of occasions late.
Punctuality is
not essential to this
job.
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25. Portion of an Objective Performance
Appraisal System (cont.)
Performance Aspect Rating
1 2 3 4 5
4. Work Planning Unsystematic, Fair on Efficient Skillful in Exceptional
Consider how the unable to routine but under normal organizing efficiency.
work load is organize work unable to conditions. and planning Keeps priority
planned and load. organize Gives priority work. Meets items in
organized for variations to important emergencies proper
maximum effectively. jobs. promptly. perspective.
efficiency.
 No opportunity
to observe.
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26. Appraisals are Likely to be Illegal if:
• The instruments used are invalid.
• Standards are not job related and objective.
• The results of the process have a disparate impact on women,
the disabled, or minorities.
• The scoring method is not standardized.
• People who are performing similar jobs are evaluated
differently, using different forms, factors, or processes.
• Evaluative criteria are not developed according to EEOC
guidelines.
• Employees are not warned of declining or substandard
performance.
• The evaluation is not based on the employee’s current duties.
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