By Thomas P. Bechet
ISBN-10: 0814407285
ISBN-13: 9780814407288
ISBN-10: 0814426611
ISBN-13: 9780814426616
It is a functional guidebook to the difficulty of staffing (also known as crew planning). It indicates tips on how to determine staffing wishes and possibilities by utilizing very designated qualitative and quantitative measures.
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Additional resources for Strategic Staffing
Sample text
This third, ‘‘best’’ version begins the same way as the second version (see Figure 4-3). You start by defining ‘‘demand then’’ and ‘‘supply now,’’ just as you would have done in the previous process. This time, however, you make assumptions only about the staffing actions that you really can’t control—that is to say, those staffing actions that are likely to happen no matter what you do. , openings that will be filled during the period in which candidates have accepted offers but have not yet started work) Create your first version of ‘‘supply then’’ by considering only uncontrollable actions like these.
If your reports provide managers with data that are simply nice to know or interesting, but that don’t directly influence decision making, you shouldn’t be providing those reports. Generally, information on past practices and results is useful only when it can serve as a basis for formulating assumptions that can be incorporated into future plans. For example, studies of past turnover should be conducted only when turnover assumptions are to be factored into future plans and models. Detailed information on employee movement might identify alternative career paths that can be exploited to fill staffing shortages that the model has identified, but it should not be used to estimate the number of moves of various kinds that are expected in the future.
This parameter has two components. , three years). , annually or quarterly). Each of these two components should be determined (and may differ) for each staffing issue that you are addressing. It is important that you match the planning horizon to the staffing issue you are addressing. ’’ If you are looking at jobs in which requirements and technology change quickly, you might use a one-year time frame, creating plans for each of the four quarters in that year. If you are analyzing management depth, you might need to use a three- to five-year planning horizon (it will take that long to get any measurable results), updating the plans annually within that framework.