Staffing Used in the Case Study. Each company often faces a particular set of difficulties that necessitate the choice of suitable personnel methods. Utilizing the proper model helps the business to employ highly skilled, competent, and experienced people who fit the organization's demands (Bhatnagar & Srivastava, 2008). Ideally, the organization's operations are made efficient and effective by placing well-trained employees in the appropriate positions. The ideal staffing strategy takes into account both company and personnel requirements, such as reducing costs and fostering growth and development for the present or the future, respectively. Both the person job/person and the strategic models of staffing can be used in this situation.
The management will be able to identify and handle the recruiting goals through the use of a strategic staffing model address hiring implications of operational and strategic projections (Bhatnagar & Srivastava, 2008). The model will play a pivotal role in evaluating staffing levels, assessing the required skills, determining expected duties and responsibilities; afterward, the organization shall be in a position to provide relevant training to fundamentally help in supplying quality cameras that fulfill clients' specifications. On the other hand, the person/job model will align individual’s peculiarities, talents, personality with the organization profit maximization objective. It is the most appropriate model for any growing business; therefore, the company should adopt this system. Besides increasing efficiency, productivity and providing high growth potentials, person/job model focuses on ensuring employees possess relevant skills that are pertinent in discharging their duties (Wang, 2010). Notably, the person/job model is more concerned with the capability of the employees in serving designated roles to maintain consistency with product and service quality and overall business strategies.
Potential Legal Issues that Might be Encountered While Establishing
Equal Employment Opportunities
Ostensibly, legal issues emerge in the process of developing equal employment opportunities and diversity in the organization because these matters are enforced by the law. Workplace diversity can importantly help the organization to capitalize on different talents and skills to create a competitive edge in the challenging business environment (Kim & Ployhart, 2014). In the US, the federal state covers equal employment opportunity and anti-discrimination in places of work. The ‘Title VII of the Civil Rights Act of 1964” illegalizes employee discrimination based on sex, color, national origin, and race. Furthermore, the Pregnancy Act bars businesses from discriminating pregnant women in the workplace. Other legal imperatives that the company ought to comply with include Age Discrimination in Employment Act of 1967 and Americas with Disabilities Act protects qualified individuals from being discriminated because of the age and physical disabilities respectively. Also, there are legal provisions established to guard employees against sexual harassments. Therefore, the business will be compelled to assess the implication of all legal matters before enacting organizational policies regarding equal employment opportunities and workplace diversity.
Methods of achieving transparency within the staffing model
Transparency in the workplace within the staffing model can be achieved through embracing non-discriminative practices while hiring people to work for the organization. The recruitment process, personnel management, and performance evaluation must be crafted by the human resource department according to the company mission, vision, objectives and legal imperatives on employment and discrimination in the workplace. Establishing an employment framework can act as a centre of reference upon which the organization can follow to ensure workers are hired based on international accepted employment standards (Bhatnagar & Srivastava, 2008). Moreover, the business should encourage straight communications and recruit and engage transparency employees since such a culture can be embedded in the organization system which would ultimately enhance transparency in the staffing model.
Tasks Involved in Identifying, Analyzing, and Developing Job
Requirements and Task Statement
When aiming to fill any vacant positions in the business with the best candidates requires the human resource management to develop excellent job descriptions to the enable job seekers and the entire organization to precisely understand needed skills and experience (Heneman et al., 2015). Providing formalized job description requires the management to put into consideration three most important aspects. They include understanding education and other formal credentials for qualified candidates, job specific and non-specific skills and knowledge, and employee training needs. Assessing educational qualification of the candidates is a primary requirement by most employers because it helps the management to ascertain their ability in discharging complicated duties or the learning level (Kim & Ployhart, 2014). Moreover, effective execution of some tasks directly depends on specific, non-specific skills and knowledge rather than education alone. Thus, such skills and knowledge should be explicitly enumerated to enhance the attraction of the right employees. These metrics go hand in hand with the academic requirement; therefore, they need to be evaluated before formalizing job descriptions. Lastly, it is important to consider workers training and developments needs to align them with organizational strategic goals.
Frequency needed in reviewing and adjusting descriptions as the company progresses
To be at the breast with the transformations in buyers' demands as well as the technological environment, the business will have to review and adjust job descriptions quarterly. The analysis should be performed after three months because this is the same period most businesses evaluates overall performance and sets new standards. The timeframe is sufficient to provide appropriate information about industry performance. Consequently, the proposed strategic and operational plans that will be developed to fix variances will provide the needed skills and knowledge among the employees thus offering an apt basis for reviewing job descriptions.
Methods to Deal with High Employee Turnover
Workers with relevant skills, knowledge, and abilities are crucial in enhancing organizational success because they are capable of foreseeing the future and putting forth superb measures to outdo various obstacles towards the effective execution of activities. In this case, the organization will deal with high workers turnover through hiring the right people at the start because it will allow them to suit the business culture quickly (Heneman et al., 2015). Secondly, setting the right compensation and benefits will assist the workers to provide for basic and other needs and thus stay focused on executing their roles. Finally, the business should bolster workers engagement and pay attention to their personal needs as a show of recognition and acknowledgment of organizational activities.
Primary manner succession-planning methods would benefit the company
High employee turnover indeed hurts the organization by preventing it from accomplishing overall objectives. Therefore, adopting the succession plans in the business will help in retaining talented skills, promoting creativity among the staff which consequently creates a competitive edge (Wang, 2010). The company will also reduce employee training and development costs. In short, appropriate employee management practices, staffing plan, and succession planning will importantly help the business to have the right people handling right duties and further allow it to focus on executing its strategic plans.
References
Bhatnagar, J., & Srivastava, P. (2008). Strategy for staffing: Employer branding & person
organization fit. Indian Journal of Industrial Relations, pp. 35-48.
Heneman III, H. G., Judge, T. A., & Kammeyer-Mueller, J. D. (2015). Staffing organizations
(8th ed.). Middleton, WI: Mendota House / McGraw-Hill.
Kim, Y., & Ployhart, R. E. (2014). The effects of staffing and training on firm productivity and
profit growth before, during, and after the Great Recession. Journal of Applied Psychology, 99(3), pp. 361.
Wang, M. L. (2010). Does organizational support promote citizenship? The moderating role of
market-focused HRM. The Service Industries Journal, 30(7), pp. 1077-1095.
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