335 Week 2 Discussion: The 13 Strategic Staffing Decisions

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Describe two (2) of the 13 staffing strategies in Fig. 1-7, which you believe your organization should consider that would be both applicable to the employment market as well as help the organization accomplish its strategic goals. 

Explain why each of the two strategies you selected is best suited for your business.  Read the Staffing Strategy section of Ch. 1 and review Fig. 1-7  

.USE THE TWO  (2) of the 13 staffing strategies LISTED BELOW ONLY thank you!!EXHIBIT 1.7 Strategic Staffing Decisions     Staffing Levels:  Hire or retain Hire: accept turnover rates and hire frequentlyRetain: extra efforts to increase employee retention         Staffing Quality:  Person/Job or Person/Organization match           Hire or Retain   There are trade-offs between hiring strategies and retention strategies for staffing. At one extreme, the organization can accept whatever level of turnover occurs and simply hire replacements to fill the vacancies. Alternatively, the organization can seek to minimize turnover so that the need for replacement staffing is held to a minimum. For example, SAS Institute, a company that frequently finds itself on Fortune magazine’s “100 Best Companies to Work for” list, has an annual turnover rate of less than 3%, meaning that fewer than 3 out of 100 of its employees leave voluntarily within a 12-month period. The company’s ability to retain its employees at such a high level is likely due in part to the generous perks it offers, including subsidized Montessori child care, unlimited sick time, a free health care center, and four cafeterias serviced by a local organic farm.20 An organization could conduct an analysis to determine the costs and benefits of these types of strategies and then strive for an optimal mix to control its inflow needs (replacement staffing) by controlling its outflow (retention staffing).          Person/Job or Person/Organization Match   When acquiring and deploying people, should the organization opt for a person/job or person/organization match? This is a complex decision. In part, a person/job match will have to be assessed anytime a person is hired to perform a finite set of tasks. In our software company example, programmers might be hired to do programming in a specific language such as Java, and most certainly the organization would want to assess whether applicants meet this specific job requirement. On the other hand, jobs may be poorly defined and fluid, making a person/job match infeasible and requiring a person/organization match instead. Such jobs are often found in technology and software development organizations.


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