Staffing Tips and Best Practices Focus Best Practices What to Avoid Area Leaders provide guidance regarding organizational Pursuing reactive practices that solve goals and understand talent implications and constraints immediate problems at the expense of Staffing Staffing practices are designed proactively to support and/or execution on strategic goals and drive organizational goals Operating without a unified approach across Strategy Staffing strategies, goals, and practices are reviewed and HR practices (staffing, training, rewards) updated at least annually to ensure adherence to Focusing too much on efficiency and cost organizational goals control at the expense of quality HR develops and maintains a clear philosophy for making staffing decisions (e.g., retain vs. replace) Formal workforce planning is conducted at least annually to Operating without a formal workforce identify supply and demand for talent planning model, where surplus and shortage Workforce HR facilitates and plays a major role in determining future situations create a to be managed “crisis” Planning talent demand and supply Failing to account for changes in the external Historical data is used to develop estimates of supply and environment that may influence demand supply/demand estimates HR is equipped to offer staffing solutions that best address forecasted talent gaps and can explain pros and cons of various options Sourcing channels are pursued strategically based on Sourcing is based on we’ve always “how multiple considerations (cost, speed, quality) done it” Candidate Data is collected and analyzed to determine the best sources Sourcing channels primarily target active Sourcing for qualified candidates rather than passive job seekers HR understands how and where to source for particular skills Differences across sources in terms of cost, and/or desired candidate attributes (e.g., diversity) speed, and/or quality are largely unknown HR leverages technology and social media to identify passive job seekers
Staffing Tips and Best Practices Focus Area Best Practices What to Avoid Staffing and Strategy Leaders provide guidance regarding organizational goals and understand talent implications and constraints Staffing practices are designed proactively to support and/or drive organizational goals Staffing strategies, goals, and practices are reviewed and updated at least annually to ensure adherence to organizational goals HR develops and maintains a clear philosophy for making staffing decisions (e.g., retain vs. replace) Pursuing reactive practices that solve immediate problems at the expense of execution on strategic goals Operating without a unified approach across HR practices (staffing, training, rewards) Focusing too much on efficiency and cost control at the expense of quality Workforce Planning Formal workforce planning is conducted at least annually to identify supply and demand for talent HR facilitates and plays a major role in determining future talent demand and supply Historical data is used to develop estimates of supply and demand HR is equipped to offer staffing solutions that best address forecasted talent gaps and can explain pros and cons of various options Operating without a formal workforce planning model, where surplus and shortage situations create a “crisis” to be managed Failing to account for changes in the external environment that may influence supply/demand estimates Candidate Sourcing Sourcing channels are pursued strategically based on multiple considerations (cost, speed, quality) Data is collected and analyzed to determine the best sources for qualified candidates HR understands how and where to source for particular skills and/or desired candidate attributes (e.g., diversity) HR leverages technology and social media to identify passive job seekers Sourcing is based on “how we’ve always done it” Sourcing channels primarily target active rather than passive job seekers Differences across sources in terms of cost, speed, and/or quality are largely unknown