Sales evaluation for Staffing

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greetings this is management 431 and we are now getting into the last chapter of the semester and the chapter is number 13 staffing system evaluation and technology and the goal here in this chapter is first to do an overview of appropriate metrics and how we evaluate our system once we have implemented and hired the people that we wanted to hire remember in the very beginning we talked about process goals and outcome goals and that's what we're going to be evaluating now making sure that we've met our process and outcome goals we're also going to talk about how we can use technology to help us with the staffing process human resource information systems and the role that human resource information systems play in helping us to manage our staffing needs we're now going to be looking at the learning objectives for this chapter as always the first thing that we want to be able to do is identify be able to describe the effects that staffing activities have on applicants candidates new hires and the organization so we want to know you know we develop the system what impact did it have on the applicant to what kind of outcomes can we expect to see in the person who's now going to be it was in our staffing process what outcome did they'd have and what impact did it have on our new hires and what impact did all of our activities have on the bottom line of the company we're also going to be looking at the different kinds of staffing metrics and how and when we use each one we're gonna look at describing what we mean by the balanced staffing scorecard and sort of what are the different factors that we need to balance and and juggle to be able to identify good staffing outcomes we're gonna look at how digital staffing dashboards help managers to monitor and improve staffing and we're going to describe describe how staffing technology improves the efficiency and effectiveness of the staffing function we've spent time across the lectures in this class addressing the different kinds of staffing outcomes we've got applicant outcomes first of all we're looking at whether or not they self select into the process or self select out of the process what were the things that encouraged them to stay in or were the things that encouraged them to leave what kind of job expectations did they have did they believe that the system and their interactions were fair what was their image of the employer did it align with the image that we were trying to project and were they willing and able to make a job offer acceptance if we offer them the job obviously not all of our applicants got job offers but those I did get the offers were they willing to accept the job offer and under what conditions in terms of new hires we want to look at new hire success we want to also look at new hire promote ability as we brought people in were they able to be promoted appropriately we wanted to look at retention where we able to retain people after a month or two months or three months or six months or a year how long do applicants typically stay in our company what's the average turnover rate for different positions we want to look at their commitment to the organization and to their job we also want to look at their motivation and engagement and what are their perceptions of the employer image now particularly as compared to when they were in applicants and so we can compare and contrast that lastly we want to look at organizational outcomes are we able to execute our strategy but with the people that we have in our organization so do we have the right people in the right place doing the right work enabling us to meet our strategic goals how is the organization's performance how are our sales how is our profitability how is our market share we want to look at what impact these things have had on them on the state stakeholder gains and losses you know I have our stockholders has their stock value gone up has it gone down as it flatlined you know what do we know about our relationship with other stakeholders like our our customers and suppliers what is our reputation with them what is our image as an employer in the big picture in the industry do people look to us as a good employer and that we want to go work for and again we can look to companies like Southwest Airlines or Google they have reputations for being great employers even if they you may not like their products or maybe don't fly their Airlines they are still very competitive in terms of their ability to attract high-quality talent because they have a great employer image what kind of spillover effects have we noticed from our hiring process did we do a good job were we able to build good relationships with people did we find that because we treated a couple of candidates poorly because we had to do a layover that we lay off rather that we have a had negative spillover effects on our company how long does it take us to fill vacancies is it taking us longer than normal shorter than normal sort of where are our trends in terms of time to fill are they tracking to economic conditions or are there some other factors that we need to be aware of what's our return on investment you know for our staffing system and you guys will be calculating your ROI in your staffing system but we want to know do we did we have a positive impact on the bottom line of the company did we get a return a good positive return on our investment and then lastly our leadership pipeline do we have good people ready to be promoted do we have a good succession plan in place and are we filling the needs in our succession plan appropriately with the people that we've attracted and recruited these are common outcomes that we should consider every single time we we do hiring for our company some of these will be more or less important to each company different depending on their strategy depending on the directions but broadly speaking these are the range of staffing outcomes that you want to be assessing as we're thinking about the financial impact of our staffing system we have to be able to differentiate between direct and indirect costs and these are things that we would include in our ROI but we need to be able to differentiate between the two direct costs are things that are incurred is in an immediate direct result of staffing for example higher training costs lower productivity etc those are direct costs and an indirect costs are things like lost business opportunities or lower morale or things of that nature so differentiating between direct and indirect is important when you are making a case for training people need to see what the indirect cost is for not doing a good training program or the indirect cost for not hiring the people or only hiring the bare minimum that you need so people need to see not just the direct impact but also the direct indirect impact so staffing system evaluation involves doing an analysis of your process and the system that you've put in place to hire people to determine whether or not it's performed as you expected it to form to perform and that it was effective again a system can do what it's designed to do which is to hire candidates right but it may not be effective in that you may not be hiring the best candidates you might be satisficing and hiring the minimally acceptable candidate which can cost you more money than it gives you a benefit so evaluating the system enables us to really objectively assess whether or not we can have an impact on the business strategy of the company if we are not hiring people that can help us achieve that outcome then there's no point for us to be doing hiring it's actually gonna cost us more than it should to be able to do this so once we understand whether or not it was effective and it helped us meet our goals then we have to go back and see where are their opportunities for improvement where are there things that week what are things that we can do to make changes so that our staffing system can achieve what we wanted to achieve and and help the organization meet its its strategic goals we've talked about this from the beginning how we can gain a competitive advantage by having a good staffing system in place and we were able to then bring in the right kind of human capital the right kind of intellectual property that we need for organizational success and so if we don't pay attention to our staffing system evaluation we're never going to be certain that the plan the things that we put in place here have had a positive or negative impact on our organization's competitive advantage even though we might measure things at a specific point in time our goal should be to track things to look at trends and and not just look at things in a cross-sectional perspective we should be looking at trends over time we should be looking at our return on investment over time and we should be making comparisons am of our key metrics over time kpi's are the new buzzword their key performance indicators they are the measurable factors critical to the organization's long-term and short-term success and helping them to achieve the goals so what we should be looking at are the outcomes that tell us that the staffing system was successful all right so that's the variables against which were we're assessing our staffing system to design effective KPIs you have to understand what's important the business and what key business measures exist so these things are related to each other the KPIs that promote and lead to organizational success are those best able to enhance strategy execution and organizational performance things like revenue growth customer satisfaction innovation globalization so how does HR and staffing play a role in this well are we bringing in innovators who are helping and contributing to revenue growth so we hire a new employee and suddenly our revenue growth goes through the roof this individual has brought in twice as much work as we expected right so we can directly see that revenue growth is going to come from bringing in a new successful highly talented employee customer satisfaction so we hire new employees we train them in good customer satisfaction and what that impact is new innovations that are brought into the company did the new employee is bring in new innovations for us to assess and and and market so all of these factors staffing supports the key performance indicators for the company so will HR determine those key performance indicators they may work hand in hand with the top management team but oftentimes the top management team determines those KPIs and it's hrs job to make sure they're in alignment with those KPIs when they are assessing their metrics leaving and lagging indicators are a terminology that you very likely learned in economics macroeconomic classes etc so lagging indicators inform is information that is available only after staffing decisions have been made which means they tell us sort of after the fact and leading indicators are things that precede or predict staffing outcomes some indicators of course are both but basically availability of talent is definitely thought of as a leading indicator of quality but it also can be a lagging indicator of a company's employer image so if there is we don't have really good talent available to us and maybe that's because our image is bad so depending on where we're we think about it a leading him leading factor or a lagging factor these are things that we would need to consider leaving lagging indicators leading indicators rather I'm sorry leading indicators are things that we might want to consider as may impact the staffing system down the line and then sort of the outcomes of the staffing system are related more to our are lagging indicators so table 13.1 gives you a great example of some leading and lagging indicators for example leading indicators are things like employee image employee limit image will bring someone to the firm so if we have a really good employer image this should result in better application rates better applicant quality better new higher quality and better staffing return on in our nerve investment applicant quality is also considered a leading indicator so if we have really good high quality applicants that means that we will probably be able to fill our or position much more quickly but we are less likely to see turnover we're more likely to see good new higher quality greater satisfaction better leadership skills good staffing ROI applicant quantity and also is getting at the number of applicants we have now remember this is not always a great thing we don't always want to have a huge number of applicants clearly we want enough to be able to make a differentiated decision based on high versus low quality but if we're doing a really good job with with realistic job previews we may have fewer applicants than one would normally have with depending on the position that you're hiring for so that we we don't always want to worry about having a massive amount of applicants but we certainly want enough to be able to find a really good conceal good candidate in that pool remember again too that you want to go after your passive jobseekers so you want to make sure you use multiple sources to get at active as well as passive job seekers and keep that in mind lagging indicators our employer image well we will probably see is some poor hiring decisions for staffing process poor recruiting if we have a negative employer image turnover rate is a lagging indicator we have high levels of turnover that means we've probably made some lousy decisions and hiring or we've had poor sources or we just didn't do a good job recruiting and attracting the right people job success again if we have lousy job success that means there's poor planning poor sourcing poor recruiting poor selection across the board so getting to understand leading and lagging indicators will help us with determining the key performance indicators and in making the case for how we are or not addressing our metrics and our KPIs along with KPIs and leading and lagging indicators we want to look at short term and long term metrics short term metrics help us to evaluate success in a very short timeframe particularly with new recruits new hires etc you so we look at the quality of new hires the number of diverse hires coming from each source the percentage of hires for each job family coming from certain sources so we want it across our organization no different job families different sources for each job family so it's a large matrix that you'll be creating you want to know the average time to start how quickly you can get people starting and how quickly they can be up and productive so the time to contribution etc long term metrics help us evaluate the long term effect of our staffing system and we should always be assessing our system on a regular basis to make some changes to it so just because it works this year and even next month doesn't mean six months from now it's still going to work for us so we want to look at job success overall by recruiting source and recruiter we're looking at the tenure of the employee how long do they stay with the company obviously break this down by source and by recruiter and the promotion rates whether or not these people are really good at their job and that they're willing and they are growing with the company as we had anticipated so all of these are important for helping us to determine the effectiveness of our system