Transcript Document
Part 5
Staffing Activities: Employment
Chapter 12:
Final Match
McGraw-Hill/Irwin
Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.
Staffing Organizations Model
Organization
Mission
Goals and Objectives
Organization Strategy
HR and Staffing Strategy
Staffing Policies and Programs
Support Activities
Core Staffing Activities
Legal compliance
Planning
Recruitment:
Selection:
External, internal
Measurement, external, internal
Job analysis
Employment:
Decision making, final match
Staffing System and Retention Management
12-2
Chapter Outline
Employment Contracts
Requirements for Enforceable
Contract
Parties to Contract
Form of Contract
Disclaimers
Contingencies
Other Employment Contract
Sources
Unfulfilled Promises
Strategic Approach to Job
Offers
Job Offer Content
Formulation of Job Offer
Presentation of Job Offer
Timing of the Offer
Job Offer Acceptance and
Rejection
Reneging
New Employee Orientation &
Socialization
Job Offers
Job Offer Process
Orientation
Socialization
Examples of Programs
Legal Issues
Employment Eligibility
Verification
Negligent Hiring
Employment-at-Will
12-3
Learning Objectives for This Chapter
Learn about the requirements for an enforceable
contract
Recognize issues that might arise in the employment
contract process
Understand how to make strategic job offers
Plan for the steps of formulating and presenting a job
offer
Know how to establish a formal employment
relationship
Develop effective plans for new employee orientation
and socialization
Recognize potential legal issues involving final
matches
12-4
Discussion Questions for This Chapter
If you were the HR staffing manager for an organization, what
guidelines might you recommend regarding oral and written
communication with job applicants by members of the
organization?
If the same job offer content is to be given to all offer receivers for
a job, is there any need to use the strategic approach to job
offers? Explain.
What are the advantages and disadvantages to the sales
approach in the presentation of the job offer?
What are examples of orientation experiences you have had as a
new hire that have been particularly effective (or ineffective) in
helping to make the person/job match happen?
What are the steps an employer should take to develop and
implement its policy regarding employment-at-will?
12-5
Employment Contracts
Requirements for enforceable contract
Parties to contract
Form of contract
Disclaimers
Contingencies
Other employment contract sources
Unfulfilled promises
12-6
Employment Contracts
Requirements for enforceable contract
Offer
Acceptance
Consideration
Parties to contract
Employee or independent contractor
Third parties
12-7
Employment Contracts (continued)
Form of contract
Written contract
Does the company mean to be held to this?
Where appropriate, avoid using words that imply binding
commitment.
Make sure all related documents are consistent with one
another.
Always have a second person review what another has
written.
Look at the entire hiring procedure.
Oral contract
One-year rule
Parole evidence
Suggestions
12-8
Employment Contracts (continued)
Disclaimers
Oral or written statement explicitly limiting an
employee right and reserving that right for employer
Recommendations for enforcement
Clearly stated and conspicuously placed in appropriate
documents.
Employee should acknowledge receipt and review of the
document and the disclaimer.
Should state that it may be modified only in writing and by
whom.
The terms and conditions of employment, including the
disclaimer, as well as limits on their enforceability, should
be reviewed with offer receivers and employees.
12-9
Employment Contracts (continued)
Contingencies
Extending a job offer contingent on certain
conditions being fulfilled by offer receiver
Other employment contract sources
Employee handbooks
Oral statements made by employer
representatives
12-10
Employment Contracts (continued)
Unfulfilled promises
Organizational HR issues
Do not make promises unwilling to keep
Be sure promises made are kept
Potential legal claims
Breach of contract
Promissory estoppel
Fraud
12-11
Discussion questions
If you were the HR staffing manager for
an organization, what guidelines might
you recommend regarding oral and
written communication with job
applicants by members of the
organization?
12-12
Job Offers
Strategic
Job
Approach to Job Offers
offer content
12-13
Ex. 12.1: Strategic Approach to Job Offers
12-14
Job Offer Content
Starting date
Duration of contract
Compensation
Variable pay
Flat vs. differential
rates
Exh. 12.2: Example of
Starting Pay Policies
Short term
Long term
Benefits - Ex. 12.3
Hours
Special hiring
inducements
Starting pay
Hiring bonuses
Relocation assistance
Hot skill premiums
Severance packages
Restrictions on
employees
Other terms and
conditions
Acceptance terms
Sample job offer letterEx. 12.4
12-15
Job Offer Process
Formulation
of job offer
Presentation
Job
of job offer
offer acceptance and rejection
Reneging
12-16
Formulation of Job Offer
Knowledge of competitors
Labor demand issues
Who are the competitors?
What terms and conditions are they offering for
the job for which the hiring organization is
staffing?
Labor supply issues
Offers need to attract number of staff required
Offers need to consider KSAOs of each offer
receiver and the worth of the KSAOs
12-17
Formulation of Job Offer (continued)
Applicant truthfulness
Minimal evidence exists on degree of applicant
truthfulness
To combat deceit, organizations are pursuing
verification of all applicant information
Likely reactions of offer receivers
Approaches to assess reactions to offers
Gather information about various preferences from offer
receiver during recruitment/selection process
Conduct research on why offer receivers accept or decline
job offers
12-18
Formulation of Job Offer (continued)
Policies on negotiations and initial offers
Job offers occur for both external / internal staffing
Consider costs of job offer being rejected by
candidate
Candidates may be receiving counteroffers from
current employer
Currently employed candidates incur costs for
leaving and expect a “make whole” offer
Candidates are sophisticated in presenting their
demands
12-19
Formulation of Job Offer (continued)
Strategies for presenting initial offer
Lowball
Competitive
offering the lower bounds of terms and
conditions to the receiver
an offer that is “on the market,” neither too high
nor too low
Best shot
gives a high offer, one right at the upper bounds
of feasible terms and conditions
12-20
Presentation of Job Offer
Two approaches
Mechanical approach
Sales approach
12-21
Job Offer Process:
Acceptance, Rejection, Reneging
Acceptance
Rejection
By organization
By offer receiver
Reneging
12-22
Discussion questions
If the same job offer content is to be
given to all offer receivers for a job, is
there any need to use the strategic
approach to job offers? Explain.
What are the advantages and
disadvantages to the sales approach in
the presentation of the job offer?
12-23
New Employee
Orientation and Socialization
Orientation
Exh. 12.8: New Employee Orientation Program
Suggestions
Socialization
Content
People
Performance proficiency
Organization goals and values
Politics
Language
History
Delivery
12-24
Discussion questions
What are examples of orientation
experiences you have had as a new hire
that have been particularly effective (or
ineffective) in helping to make the
person/job match happen?
12-25
Legal Issues
Employment Eligibility Verification
Negligent hiring
Under IRCA, company is prohibited from
hiring or continuing to employ
an alien not authorized to work in U.S.
Workplace torts issue involving claims by an injured
plaintiff that plaintiff was harmed by an unfit
employee who was negligently hired by company
Employment-at-will
Involves right of either employer or employee to
unilaterally terminate employment relationship
12-26
Discussion questions
What are the steps an employer should
take to develop and implement its policy
regarding employment-at-will?
12-27
Ethical Issues
Issue 1
A large financial services organization is thinking of adopting
a new staffing strategy for entry into its management training
program. The program will provide the trainees all the
knowledge and skills they need for their initial job assignment
after training. So the organization has decided to do college
recruiting at the end of the recruiting season, hiring those who
have not been fortunate enough to receive any job offers,
paying them a salary of 10% below market, and providing no
other inducements such as a hiring bonus or relocation
assistance. The organization figures this strategy and
employee value proposition will yield a higher percentage of
offers accepted, low cost per hire, and considerable labor cost
savings due to below market salaries. Evaluate this strategy
from an ethical perspective.
12-28
Ethical Issues
Issue 2
An organization has a staffing strategy in which it
over-hires by 10% the number of employees it will
actually need in any job category in order to ensure
it meets its hiring needs. It reasons that some of the
new hires will renege on the accepted offer, and
that the organization can renege on some of its
offers if need be to end up with the right number of
new hires. Evaluate this strategy from an ethical
perspective.
12-29