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Staffing

15September

Staffing

Staffing

Staffing is today’s Talent Agenda! Workforce Planning, Recruiting, Deployment, Placements are processes while staffing brings a person to life in an organizational – customer context. Clients see the real person staffed on the job. Not the plan that brings a staff in. A culture that helps identify, attract, develop, define, deploy competent top talent is the one that works, and let us call it ‘Customer Centric Corporate Cultures’.

Staffing is a Business Need – The current organizational environment is changing as companies increasingly focus on human capital as a source of competitive advantage while emphasizing the need for staffing enterprises with high quality talent. To achieve business successes, companies are setting objectives and wanting their employees to perform at higher levels, be it customer responsiveness, demonstrate competencies, build efficiencies, raise productivity, be process-oriented, drive effective supply chains or build world class technologies.

Staffing is About Realizing Vision – Organizations focus on growth and market shares, with shared leadership, accountability and be responsible for creating a knowledge and capability based organization for increasing shareholders value. These organizations, meanwhile, are also becoming leaner, sharper, competency focused, performance and outcome driven using human resources to be a differentiator. They align themselves as one integrated set of businesses set to achieve their business strategy, establish customer centric structures, maintain core values while constantly looking for competent talent. These are iconic businesses of staffing with a talent agenda.

Staffing is about enhanced Engagement – “People don’t leave companies, they leave managers.” Is an oft-repeated phrase in retention strategy conversation?   “And the problem is not about getting talent – Employees who resign from one company join another”. If that is true, then why don’t organizations invest in learning processes and development programs that enable their leaders to keep their talent?  Doesn’t it make sense that better managers will yield better employee retention?

Staffing needs to Build Retention – In a KPMG focus group research, over 80% of respondents indicated difficulty in retaining talent rather than constraints in attracting talent; about 25% of the participants indicated they have strategies in place to deal with skill shortages, as and when they arise; but over 90% of the organizations were at a loss to identify concrete issues within their organizations that hindered employee retention. Common place issues were all available, like difficulties with the immediate manager, lack of enriched job, not so competitive compensation, absence of developmental opportunities and poor systems for learning. Policies and programs, vision and values, strategies and goals, risks and rewards, demand and supply, pain and gain, love and hate, all have to singularly focus on nurturing talent. In today’s generational context enterprises, no longer have the ability / privilege to command and control, dominate or push talent, although old-fashioned firms still believe that fear, reprimand, forced ranking, negative feedback and reviews control staff while rewards, short term incentives, and bonuses energizes top performance.

Staffing Needs to Focus on Quality – Today, some organizations may boast of low attrition, but can they be proud of their talent quality? Ask their customers and you will hear horror stories of performance of their staff on the job. Firms survive by playing the cost card, deploy ten in place of two and hope that (somehow) amongst them they will help solve a problem. Incompetent ten cannot do the job of a competent two. At best in the short term can there be a perceived commercial gain. Not in the long haul.

Staffing needs to be Business Ready – Businesses would like employees to be staffing ready and be able, willing and understanding of organizational need for deployment. This readiness is irrespective of whether their family situation permits them to relocate or not. There is a need to study what innovations business organizations; specialist consultants, experts and HR managers are now practicing to help make staffing happen effectively enhancing employee engagement. And the critical purpose for which staffing talent mapping has emerged today continues to be only performance and potential. And they continue to focus on only a few questions.

Staffing is Not Just About Headcount- Customers quickly catch up when they start hearing noise from within their enterprises in the audits of talent offering them service. But there are organizations who still believe that sheer headcount will ensure higher performance. For in the longer term enterprises need to staff themselves with high quality talent hired and retained after a rigorous recruiting – assessment – talent staffing and management process. It simply wastes time, resources and profitability of clients when high quality talent staffing is not treated as a customer satisfaction strategy, a SLA or an outcome KPI. But not to forget!

RiverForest Connections would explore various aspects that pertain to Staffing. For example, what aspects of competency mapping, assessment processes predict appropriate performance to help staffing effectively? What do organizations do to identify, nurture, build and plan for employees who demonstrate certain types of performance that fits well with changing customer needs? This has been the subject of scientific inquiry over time. Scientists have proposed a range of factors that determine intelligence, behavior and performance. Today this includes social adaptability. These factors include aspects of physical shape of the head, brain weight, social class, birth order, capabilities, handwriting, gender, religion, IQ, cultural heritage, and so on. Additional factors that have been used in attempt to predict performance in the workplace are technical skills, years of experience, education, industry skills and personality traits. But one thing remains constant, need for innovation and new ways to interpret human behavior that helps fulfill customer needs and wants.

RiverForest Connections Staffing Services:

Contingent Workforce

Temporary Staff

Permanent Staff

Seasonal Staff

Expat – International Staff

Diversity Hiring

Specialist Versus Office Hires

 

RiverForest Connections focuses on delivering Staffing Solutions using these principles. When companies use metrics to hire quantity as against quality they are perhaps making short-term gains. At least in the short-medium term. But long-term staffing strategies need to go beyond sheer headcount based resourcing.

RiverForest Connections attempts to answer the following questions:

  • How do organizations attempt Workforce Staffing Assessment towards (a) identification of stakeholders who will benefit from effective staffing programs, (b) understanding of an organization’s current business goals/strategies and its influence on staffing plans, and (c) the foundational premise or hypothesis to link workforce actions (plan, deploy, move, exit etc) to the achievement of the business goals/strategies (d) Introduction of a Competency Mapping Framework and (e) Identification of an Assessment Process
  • How can organizations reorient effective “Use of Assessment Centers” and its outcomes in a staffing plan context and how can that be best understood when talent needs precede other HR considerations.
  • The development of a workforce ROI model for Staffing that includes the preparation of a competency framework by which the value of human capital can be measured (i.e. mapping workforce segments to the organization’s value chain.

Business of Staffing A Talent Agenda.epub

Posted by ZuzukiSX4  Posted on 15 Sep 
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