Strategic Staffing 5th Edition
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Nhân sự chiến lượcTrước đây được xuất bản bởi Chicago Business Press, hiện được xuất bản bởi Sage Strategic Staffing trang bị cho cả các nhà quản lý hiện tại và tương lai kiến thức và kỹ năng để áp dụng cách tiếp cận chiến lược và hiện đại để xác định, thu hút, lựa chọn, triển khai và giữ chân nhân tài. Dựa trên cơ sở nghiên cứu, văn bản này đề cập đến các khái niệm và thực tiễn về nhân sự hiện đại theo định dạng hấp dẫn và thân thiện với người đọc. Tác giả Jean Phillips hướng dẫn sinh viên một cách chuyên nghiệp trong việc phát triển chiến lược nhân sự phù hợp với mục tiêu kinh doanh, dự báo chính xác nhu cầu nhân tài, tiến hành phân tích công việc hoặc năng lực kỹ lưỡng và tìm kiếm nguồn tuyển dụng tiềm năng một cách chiến lược. Phiên bản thứ năm bao gồm những ảnh hưởng của đại dịch COVID-19 đối với nhu cầu nhân sự trên toàn thế giới, thông tin mới về các công nghệ liên quan đến nhân sự và các ví dụ cập nhật xuyên suốt, cung cấp cho sinh viên kiến thức mới nhất và phù hợp nhất trong lĩnh vực này. Đi kèm với tiêu đề này: Hộp mực LMS: Nhập tài nguyên dành cho người hướng dẫn của tiêu đề này vào hệ thống quản lý học tập (LMS) của trường bạn và tiết kiệm thời gian. Bạn không sử dụng LMS? Bạn vẫn có thể truy cập tất cả các tài nguyên trực tuyến tương tự cho tựa sách này thông qua Trang web Tài nguyên dành cho Giảng viên được bảo vệ bằng mật khẩu. Tìm hiểu thêm.
- PrefaceAbout the AuthorPART 1 The Staffing Context and Job Analysis
- CHAPTER 1 Strategic StaffingThe Staffing ContextHow Strategic Staffing Differs from Traditional StaffingThe Components of Strategic StaffingWorkforce PlanningSourcing and Recruiting TalentSelecting TalentAcquiring TalentDeploying TalentRetaining TalentMatchmaking ProcessThe Goals of Strategic StaffingIdentifying Staffing GoalsEvaluating the Staffing SystemIntegrating the Functional Areas of Human Resource ManagementTrainingCompensation and BenefitsPerformance ManagementCareer Development and Succession ManagementCurrent Issues in StaffingEthicsAnalyticsTechnologyThe Organization of this Book
- CHAPTER 2 Business and Staffing StrategiesA Resource-Based View of the FirmWhat Is the Resource-Based View of the Firm?Requirements of a Competitive AdvantageThe Firm’s Business StrategyTypes of Business StrategiesMaking Changes to the Firm’s Business Strategy—and StaffingThe Firm’s Talent PhilosophyFilling Vacancies or Hiring for Long-Term CareersThe Firm’s Commitment to DiversityApplicants and Employees as Either Assets or InvestorsThe Firm’s Commitment to Ethical BehaviorDeriving the Firm’s Staffing StrategyHow the Organizational Life Cycle Affects StaffingThe Firm’s Strategic Staffing DecisionsShould We Establish a Core or Flexible Workforce?Should Our Talent Focus Be Internal or External?Should We Hire People with the Skills We Need or Train Them to Develop Those Skills?Should Talent Be Replaced or Retained?Which Skills and What Level of Them Should We Seek?Should We Pursue Proactive or Reactive Staffing?On Which Jobs Should We Focus?Is Staffing an Investment or a Cost?Should Our Staffing Function Be Centralized or Decentralized?Achieving a Competitive Talent AdvantageEthicsAnalyticsTechnology
- CHAPTER 3 The Legal ContextThe Types of Employment RelationshipsEmployeesAt-Will EmployeesContingent WorkersUnionized WorkersRisk ManagementLaws and RegulationsThe Laws Relevant to StaffingBona Fide Occupational Qualification (BFOQ)No-Recruit AgreementsGlobal IssuesEqual Employment Opportunity, Affirmative Action, and QuotasEqual Employment OpportunityAffirmative ActionQuotasEnforcement AgenciesThe Equal Employment Opportunity Commission (EEOC)The Office of Federal Contract Compliance Programs (OFCCP)The Bases for Employment LawsuitsDisparate TreatmentAdverse (or Disparate) ImpactDefending Failure-to-Hire LawsuitsFraudulent RecruitmentNegligent HiringNegligent ReferralHarassmentBarriers to Legally Defensible StaffingGeneral BarriersSpecific BarriersDiversity Hiring StrategiesWhat Ethical Theories Apply to Staffing?Ethical TheoriesWhat to Do When Ethical Theories ConflictAlgorithmic BiasTechnology
- CHAPTER 4 Strategic Job Analysis and Competency ModelingJob Design and RedesignWorkflow AnalysisWhat is Job Analysis?Types of Job AnalysesThe Legal and Practical Reasons for Doing a Job AnalysisJob Descriptions and Person SpecificationsPlanning a Job AnalysisTime and ResourcesIdentifying Job ExpertsIdentifying Appropriate Job Analysis TechniquesCommon Job Analysis MethodsThe Critical Incidents TechniqueThe Job Elements MethodInterview MethodsThe Task Inventory ApproachThe Structured Questionnaire MethodConducting a Job AnalysisGet the Support of Top ManagementCommunicate the Purpose of the Job Analysis to All ParticipantsCollect Background InformationGenerate the Task StatementsGenerate the KSAOsDerailersForm the Job Duty GroupingsLink the KSAOs Back to the Job DutiesCollect Critical IncidentsWeight the Job DutiesConstruct a Job Requirements MatrixWrite the Job Description and Person SpecificationOther Methods: Competency Modeling and Job Rewards AnalysisCompetency ModelingJob Rewards AnalysisEnhancing Ethical Behavior Through Job Descriptions and Person SpecificationsUsing Analytics to Improve Job AnalysisO*NetPART 2 Planning, Sourcing, and Recruiting
- CHAPTER 5 Forecasting and PlanningThe Workforce Planning ProcessForecasting A Firm’s Labor DemandSeasonal ForecastsInterest Rate ForecastsCurrency Exchange Rate ForecastsCompetition-Based ForecastsIndustry and Economic ForecastsLegal FactorsOther FactorsInternal Forecasting ToolsForecasting a Firm’s Labor SupplyForecasting the Internal Labor MarketForecasting the External Labor MarketResolving the Gaps Between the Firm’s Labor Supply and Labor DemandDealing with a Temporary Talent ShortageDealing with a Persistent Talent ShortageDealing with a Temporary Employee SurplusDealing with a Persistent Employee SurplusStaffing PlanningHow Many People Should Be Recruited?What Resources Are Needed?How Much Time Will It Take to Hire the Employees?Diversity PlanningEthicsAnalyticsHow Technology Helps Staffing Planning
- CHAPTER 6 Sourcing: Identifying RecruitsWhat is Sourcing?What Makes a Recruiting Source Effective?What Recruiting Sources Exist?Internal Recruiting SourcesExternal Recruiting SourcesRemarketingCreating a Sourcing PlanProfiling Desirable EmployeesRecruiting Source Effectiveness AnalyticsPrioritizing Recruiting SourcesSourcing Nontraditional Applicant PoolsWorkers with DisabilitiesVeteransOlder WorkersWelfare RecipientsGlobal Sourcing and Geographic TargetingGlobal SourcingGeographic TargetingEthicsTechnology
- CHAPTER 7 External RecruitingWhat Is Recruiting?How Do Applicants React to Recruiting?Fairness PerceptionsSpillover EffectsThe Candidate ExperienceDeveloping Applicant Attraction StrategiesDeveloping the Organization’s Image and BrandDeveloping the Organization’s Employee Value PropositionDeveloping the Recruiting MessageDeveloping Realistic Job PreviewsDeveloping Self-Assessment ToolsWhat Makes a Recruiter Effective?The Recruiter’s CharacteristicsThe Different Types of RecruitersFactors Influencing a Recruiter’s EffectivenessTraining and Developing RecruitersRecruiting KnowledgeInterpersonal SkillsNetworking SkillsPresentation SkillsThe Organization’s Goals and Recruiting ObjectivesLegal IssuesMultiple AssessmentsApplicant AttractionEmployee Value PropositionRecruiting Metrics and AnalyticsSetting Recruiters’ GoalsGiving Recruiters an Incentive to Meet Their GoalsRecruiting AnalyticsTiming the Disclosure of InformationAchieving Recruitment ConsistencyDeveloping a Recruiting GuideFollowing the EEOC’s Best Recruiting PracticesRecruiting TechnologyMobile RecruitingTextingCareers SitesSocial MediaGamificationArtificial IntelligenceApplicant Tracking SystemsGlobal RecruitingEthicsPART 3 Selecting
- CHAPTER 8 MeasurementWhat Is Measurement?Describing and Interpreting DataTypes of MeasurementStatistical Concepts in SelectionShifting the Normal CurveUsing Data to Make Strategic DecisionsCorrelationsInterpreting CorrelationsRegressionsWhat Are the Characteristics of Useful Measures?ReliabilityStandard Error of MeasurementValidityUsing Existing Assessment MethodsSelection ErrorsStandardization and ObjectivityCreating and Validating an Assessment SystemBenchmarkingEvaluating Assessment MethodsEthicsAnalyticsTechnology
- CHAPTER 9 Assessing External CandidatesThe Firm’s External Assessment GoalsMaximizing FitAssessing AccuratelyIdentifying DerailersAvoiding Unconscious BiasMaximizing the Firm’s Return on Its Investment in Its Assessment SystemGenerating Positive Stakeholder ReactionsSupporting the Firm’s Talent Philosophy and Human Resource StrategyEstablishing and Reinforcing the Firm’s Employee Value PropositionIdentifying New Hires’ Developmental NeedsAssessing EthicallyComplying with the LawExternal Assessment MethodsScreening Assessment MethodsEvaluative Assessment MethodsContingent Assessment MethodsUsing Multiple MethodsReducing Adverse ImpactAssessment PlansEthical AssessmentAssessing EthicsMoral DistressAnalyticsTechnology
- CHAPTER 10 Recruiting and Assessing Internal CandidatesInternal RecruitingThe Firm’s Internal Assessment GoalsEvaluating Employees’ Fit with Other JobsEnhancing the Firm’s Strategic CapabilitiesGathering Information with Which to Make Downsizing DecisionsGathering Information with Which to Make Restructuring DecisionsMaximizing FitAssessing AccuratelyMaximizing the Firm’s Return on Its Investment in Its Assessment SystemGenerating Positive Stakeholder ReactionsSupporting the Firm’s Talent Philosophy and Human Resource StrategyReinforcing the Organization’s Employee Value PropositionIdentifying Employees’ Developmental NeedsAssessing EthicallyComplying with the LawInternal Assessment MethodsSkills InventoriesMentoring ProgramsPerformance ReviewsMultisource AssessmentsJob Knowledge TestsAssessment Center MethodsClinical AssessmentsExpatriate SelectionInternal Assessment ModelsThe Nine-Box MatrixCareer Crossroads ModelManaging SuccessionDeveloping a Succession Management SystemWhat Makes a Succession Management System Effective?Career PlanningIntegrating Succession Management and Career PlanningEthicsAnalyticsTechnologyPART 4 Managing the Staffing System
- CHAPTER 11 Choosing and Hiring CandidatesChoosing CandidatesCombining Candidates’ ScoresWho Makes the Final Hiring Decision?Legal Issues Related to Hiring CandidatesJob Offer StrategiesCreating a Job OfferCompensation DecisionsThe Employment ContractLegally Binding ContractsCommon Contract ContentAdditional AgreementsPresenting a Job OfferNegotiatingNegotiating Job OffersRenegotiating ContractsClosing the DealFairness Perceptions and RejectionsRejectingRenegingEthicsEthical Issues in Candidate Choice and HiringManaging Unethical BehaviorAnalyticsTechnology
- CHAPTER 12 Managing Workforce FlowOnboarding and Socializing New EmployeesOnboardingOnboarding TechnologySocializationThe Phases of SocializationSocialization ChoicesSocialization TechnologyWhat Makes a Socialization Program Effective?Global MobilityManaging the Flow of the WorkforceTypes of TurnoverThe Causes of Voluntary TurnoverAnalyzing the Causes of TurnoverMaintaining Relationships with Ex-EmployeesDeveloping Retention StrategiesMergers and AcquisitionsManaging SuccessionRedeploying TalentInvoluntary Employee SeparationsDownsizingLayoffsFurloughsReduction in ForceAlternatives to LayoffsDischarging EmployeesDischarging ErrorsDealing with the Risk of ViolenceEthicsAnalyticsTechnology
- CHAPTER 13 Staffing System Evaluation and TechnologyStaffing OutcomesEvaluating Staffing SystemsKey Performance IndicatorsStaffing MetricsSix Sigma InitiativesDMAIC (Define, Measure, Analyze, Improve, and Control)DMADV (Define, Measure, Analyze, Design, and Verify)The Balanced Scorecard ApproachTechnology and Staffing EvaluationRésumé Screening SoftwareApplicant Tracking SystemsHuman Resources Information SystemsCompany WebsitesDigital Staffing DashboardsStaffing Evaluation EthicsEthical Issues in Staffing EvaluationMoral EfficacyAppendix: Strategic Staffing at Chern’s: A Case StudyGlossaryOrganization IndexSubject IndexRead Less
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