CHAPTER 1: STAFFING MODELS AND STRATEGY

PSYELE 4

● Deploy: Strategically positioning employees

WHAT IS STAFFING? to maximize organizational effectiveness
and individual potential.
● Retain: Managing employee transitions
while minimizing disruption and preserving
organizational knowledge and capability.
Staffing is a fundamental human resource
management function that involves systematically
acquiring, deploying, and retaining an
organization's workforce to meet strategic Staffing as a Process or System
objectives.
Staffing is not a one-time event but a continuous,
complex system of managing human capital flows
THE BIG PICTURE OF STAFFING within an organization.

● Organizations use multiple interconnected

systems to manage the flow of people.
● These include planning, recruitment,
selection, decision making, job offer, and
Organizations thrive on three essential forms of retention systems.
capital:
Example: A large company employs
Physical Capital: tangible assets interconnected HR systems that seamlessly link
recruitment software for hiring, performance
Financial Capital: monetary resources
management tools for evaluations, and payroll
Human Capital: the people systems for compensation - creating an integrated
flow of employee data from hiring through career
“workforce quality” refers to an organization’s progression.
human capital. The organization’s workforce is thus
a stock of human capital that it acquires, deploys,
and retains in pursuit of organizational outcomes.
Quantity and Quality
Example: A tech company's workforce quality is
demonstrated through its team of skilled Staffing is not just about filling positions, but
developers with specialized certifications, who are
strategically deployed across projects to deliver strategically balancing two critical dimensions:
innovative solutions and maintain market quantity and quality of human capital.
leadership.
Quantity Dimension

DEFINITION OF STAFFING ● Ensuring sufficient workforce to conduct

business operations
● Addressing fundamental operational needs

Example: A call center maintains 50 agents across

Staffing is the process of acquiring, deploying, and shifts to meet 24/7 phone support demands
retaining a workforce of sufficient quantity and
quality to create positive impacts on the Quality Dimension
organization’s effectiveness.
● Recruiting individuals with right capabilities
This straightforward definition contains several ● KSAO Framework: Knowledge, Skills,
implications that are identified and explained Abilities, Other Characteristics
below:
Example: An IT company hires programmers
based on their:
IMPLICATIONS OF DEFINITION
● Knowledge: Computer science degree
● Skills: Proficiency in Python
● Abilities: Problem-solving aptitude
● Other: Team collaboration experience
Acquire, Deploy, Retain

● Acquire: Attracting and selecting the right

talent to meet organizational needs through
Organizational Effectiveness
systematic, comprehensive approach.
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Staffing is not merely an administrative function, but ● Supervises production of oral medications
a strategic lever for driving organizational success (tablets, capsules)
and effectiveness. ● Manages team of 25 production staff and
pharmacists
Macro vs. Micro Perspectives
● Ensures FDA compliance and GMP
Macro View: Strategic Organizational Impact standards

● A macro view examines how staffing Required Qualifications:

decisions create value and achieve strategic ● Licensed Pharmacist (PRC registered)
goals at the organizational level, focusing ● 5 years pharmaceutical manufacturing
on workforce planning's impact on overall experience
business performance and competitive ● GMP certification
advantage.

Micro View: Operational Realities

Management trainee program
● Micro View (Operational Realities) refers to
a detailed, ground-level perspective that ● Management trainee programs are strategic
focuses on day-to-day operations, specific talent development initiatives designed to
tasks, and practical implementation of groom future organizational leaders through
processes within an organization or system.
structured, comprehensive learning
● It examines how things actually work at the
operational level, including individual experiences.
workflows, resource usage, and immediate
challenges faced by workers. Example:

JG Summit Holdings Approach

STAFFING SYSTEM EXAMPLES [Duration: 12 months]
1. Core Training (2 months)
• Company values and systems orientation
2. Rotational Phase (8 months)
• Hands-on project assignments
Staffing Jobs Without Titles • Mentoring by division heads
3. Specialization (2 months)
● Staffing without traditional job titles is an • Final placement preparation
innovative approach that focuses on skills, • Strategic project management
capabilities, and potential rather than rigid
hierarchical designations.

Example: Virtual assistants and freelancers who STAFFING MODELS

take on various responsibilities based on client
needs rather than fixed titles.
- Definition: Staffing models depict
various elements of staffing,
illustrating how organizations
ensure they have the right
Pharmaceutical Industry Managers
workforce.
● Pharmaceutical Industry Managers are
specialized professionals who oversee ● Staffing Quantity: Levels
operations in drug manufacturing, quality ● Staffing Quality: Person/Job Match
control, regulatory compliance, and product
● Staffing Quality:
development.
Person/Organization Match
Example: ● Staffing System Components

● Staffing Organization
Position: Production Manager, Leading
Pharmaceutical Company in Manila
STAFFING QUANTITY
Key Focus: Manufacturing Operations
-
Staffing quantity focuses on ensuring that an
Daily Responsibilities: organization has the right number of
people to meet its needs
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- Organizations must assess staffing ● Requirements (e.g., interpersonal

levels to ensure adequacy: skills, budgeting experience).
● Rewards (e.g., commission-based pay,
The Process of Forecasting: autonomy).

Person Characteristics:
● Forecast workforce quantity
requirements (needed headcount). ● KSAOs (Knowledge, Skills, Abilities,
● Compare with forecasted workforce and Other attributes).
availability (likely headcount). ● Motivation (e.g., preference for
performance-based pay, need for
● Determine staffing position: challenge).
- Fully staffed: Requirements =
Availabilities Degree of Fit:
- Understaffed: Requirements >
Availabilities → speed up recruitment ● A good match leads to better
and focus on retention to avoid losing performance, retention, attendance,
more employees. satisfaction.
- Overstaffed: Requirements < ● Poor match results in performance
Availabilities → Slow recruitment and issues and turnover.
may consider reducing headcount
through measures like early retirement Dual Match Requirement:
or layoffs.
● KSAOs ↔ Job Requirements
📌 Example: ● Motivation ↔ Job Rewards
● Both must align to attract and retain
1. A BPO company in Manila expects a high employees effectively.
volume of customer service inquiries in
December. To prepare, they forecast their
workforce needs and determine they are
understaffed. As a result, they launched a PERSON/ORGANIZATION MATCH
hiring campaign in October, offering signing
bonuses and flexible work-from-home
options to attract more applicants. - The Person/Organization Match
2. A person who does not like to deal with ensures that a person fits not just the
people and lacks empathy, took a Master in job but also the organization as a
Clinical Psychology and works as a whole, including its values, culture,
Psychologist in a Public Mental Health and future needs.
Facility.
KEY CONCERNS:

1. Organizational Values:
PERSON/JOB MATCH ○ Core values like honesty,
integrity, and concern for others
must align with the individual’s
- Aligns individual traits, skills, and values.
motivations with job requirements and ○ Mismatch leads to low
rewards. performance and difficulty
- Improves HR outcomes like: adapting.
1. Job performance. 2. New Job Duties:
2. Employee retention. ○ Flexibility in job roles is
3. Job satisfaction. essential, as duties may evolve.
○ Applicants should be able to
📌 Example:: adapt to changes, with positions
having "other duties as
A call center hires a fresh graduate with assigned."
excellent English communication skills (job 3. Multiple Jobs:
requirement match). However, the candidate ○ Small businesses or fast-
prefers flexible work schedules, which the growing organizations may look
company offers (motivation match), ensuring for employees who can perform
job satisfaction and lower turnover. multiple roles as needed.
4. Future Jobs:
KEY CONCERNS: ○ Organizations should consider
the employee’s potential long-
Job Characteristics: term growth and fit for future
roles, even as job descriptions
evolve.
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Importance: 2. Selection

● The person/organization match goes ● Goal: Assess and evaluate KSAOs

beyond the job and addresses the (Knowledge, Skills, Abilities, and Other
cultural and long-term fit, especially attributes) and motivation of
important in "opportunistic hiring" for applicants.
new or evolving roles. ○ Organization: Use selection
techniques (e.g., interviews,
📌 Example:: application forms) to assess
applicant fit for the job.
A tech startup in Cebu hires an IT specialist ○ Applicant: Evaluates the job
who values innovation and teamwork and organization through job
(company values). The employee is also materials, conversations with
willing to take on additional tasks like current employees, and site
product testing, showing adaptability to tours.
company growth.
📌 Example:
How P/O and P/J Match Work A hotel in Boracay requires applicants
to undergo customer service role-
Together
playing assessments before being
hired
Person/Job Match Example:
3. Employment
- A retail company hires someone with
excellent customer service skills to fill ● Goal: Decision-making and final
a cashier position. match.
○ Organization: Decides on the
Person/Organization Match Example: final candidates, makes job
offers, and negotiates terms.
- The same retail company considers if ○ Applicant: Decides whether to
the applicant shares their values of accept the offer and finalize
honesty and teamwork, ensuring their choice.
they’ll align with the company’s ○ Self-Selection: The applicant
culture and future needs. decides whether to stay in the
process and accept the job
offer.

STAFFING SYSTEM COMPONENTS 📌 Example:

A bank in Makati offers a competitive

- Staffing involves managing the flow of salary package to a finance graduate,
people into, within, and out of the including health benefits and career
organization. growth opportunities.
- Staffing involves multiple phases:
Recruitment, Selection, and Comparison of Internal and External
Employment. Both the organization Staffing
and the applicant are involved
throughout the staffing process. ● Source:

1. Recruitment ○ Internal Staffing: Existing

employees.
● Goal: Identify and attract applicants. ○ External Staffing: Candidates
○ Organization: Advertisements, from outside the organization.
job fairs, informational ● Cost:
materials, internal word-of-
mouth. ○ Internal Staffing: Generally
○ Applicant: Responds to lower (no advertising,
advertisements, sends résumés, onboarding).
attends job fairs, and promotes ○ External Staffing: Higher
their skills. (recruitment, onboarding costs).
● Time:
📌 Example:
○ Internal Staffing: Faster process.
A retail company in the
○ External Staffing: Takes longer
Philippines uses Facebook job
to recruit and onboard.
ads and referral programs to
● Skill Set:
attract applicants for Christmas
seasonal hiring.
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○ Internal Staffing: Builds on

current employee skills.
○ External Staffing: Brings in new 3. Support Activities
skills and perspectives.
● Examples: Support activities provide the foundation for
effective staffing, including:
○ Internal Staffing: Promotions, ✅ Legal Compliance: Adhering to
transfers, internal postings. employment laws (EEO, affirmative action).
○ External Staffing: Campus ✅ Planning: Identifying workforce needs
recruitment, job ads, job fairs. based on labor market trends.
✅ Job Analysis & Rewards: Defining key
job requirements (KSAOs) and benefits.

📌 Example: A software company must

Staffing Organizations Model comply with hiring regulations and analyze
job roles for programmers, project managers,
- provides a structured framework for and IT specialists.
understanding how staffing decisions
align with an organization's mission,
goals, and strategies. The model
includes: 4. Core Staffing Activities
● Organization Mission, Goals, and
Objectives → Drive overall strategy. These activities focus on recruitment,
● Organization Strategy & selection, and employment:
HR/Staffing Strategy → Interact to
form staffing policies and programs. ● Recruitment: Attracting candidates
● Support Activities & Core Staffing (internal & external).
Activities → Ensure effective staffing ● Selection: Using interviews, work
operations. samples, and assessments to evaluate
● Staffing System & Retention candidates.
Management → Maintain staffing ● Employment: Finalizing hiring
quality and stability. decisions and job offers.

📌 Example: A software company with a 📌 Example: A company hiring programmers

mission to help families manage personal must decide:
finances electronically needs to align its
staffing strategy with product development ● Whether to recruit online or via job
goals, ensuring the right workforce is fairs.
acquired and retained. ● What recruitment message to use.
● Which selection tools (technical tests,
experience checks) to apply.

2. Organization, HR, and Staffing

Strategy
5. Staffing and Retention System
● Organization Strategy: Defines Management
overall purpose, broad goals, and
objectives. Managing staffing processes effectively
● HR Strategy: Determines how the involves:
workforce will be acquired, managed,
and retained. ● System Administration: HR
● Staffing Strategy: Focuses on manages staffing programs.
acquiring, deploying, and retaining ● Evaluation: Metrics like cost-per-hire
employees. and time-to-hire assess effectiveness.
● Retention Strategies: Reducing
📌 Example: A software company aiming to turnover through tailored programs.
develop new products must ensure it has
highly skilled developers. HR strategy might 📌 Example: A software company must track
include: why employees leave and implement
benefits like flexible work schedules or
● Hiring experienced professionals professional development to improve
instead of fresh graduates. retention.
● Offering competitive salaries and
relocation assistance.
● Creating a fast-track promotion
system. Key Takeaways
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✅ Staffing aligns with organizational and HR

strategies.
✅ Support activities (planning, legal EXTERNAL OR INTERNAL HIRING
compliance) ensure smooth staffing
processes. ● External Hiring: Hiring from
✅ Core staffing activities (recruitment, outside the company.
selection, employment) focus on hiring the
right talent. Example: A bank in the Philippines
✅ Retention management helps reduce recruits IT specialists from the external
turnover and improve workforce stability.
job market.

● Internal Hiring: Promoting or

transferring employees within the
STAFFING STRATEGY
organization.

What is Staffing Strategy? Example: A government agency

promotes an officer to a managerial
● Staffing strategy involves making key position instead of hiring externally.
decisions about acquiring, deploying,
and retaining a company's workforce.
It focuses on two key areas: staffing
levels and staffing quality. CORE OR FLEXIBLE WORKFORCE

● Core Workforce: Regular

employees with long-term
STRATEGIC STAFFING DECISIONS: employment.
STAFFING LEVELS
Example: Teachers in public schools
under the Department of Education
ACQUIRE OR DEVELOP TALENT (DepEd).
● Acquire: Hiring employees ready ● Flexible Workforce: Temporary
to work immediately. or contractual employees.
Example: A BPO company hires Example: A mall hires additional sales
experienced customer service associates during the Christmas season.
representatives to handle an increasing
workload.

● Develop: Hiring employees who HIRE OR RETAIN

need training and development. ● Hire: Accept turnover and
Example: A local restaurant hires fresh frequently hire new employees.
graduates and trains them in culinary Example: Fast-food chains in the
skills. Philippines regularly hire new crew
members due to high turnover.

HIRE YOURSELF OR OUTSOURCE ● Retain: Implement strategies to

keep employees.
● Hire Yourself: Using in-house HR
for recruitment. Example: A pharmaceutical company
offers competitive benefits to retain
Example: A tech startup company
medical representatives.
manages its own hiring process for
software developers.

● Outsource: Using external

recruiters.
NATIONAL OR GLOBAL
Example: A manufacturing firm in
● National: Keeping operations
Laguna hires a recruitment agency to
within the country.
find skilled factory workers.
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Example: Jollibee prioritizes hiring STRATEGIC STAFFING DECISIONS:

Filipino employees for its Philippine STAFFING QUALITY
branches.

● Global: Expanding operations

internationally. PERSON/JOB OR
Example: An IT firm outsources services PERSON/ORGANIZATION MATCH
to clients in the U.S. and Europe. ● Person-Job Match: Focusing on
job-specific skills.

Example: A bank hires accountants who

ATTRACT OR RELOCATE
are experts in financial analysis.
● Attract: Encouraging employees
● Person-Organization Match:
to move to existing locations.
Prioritizing cultural fit.
Example: A mining company in
Example: A local NGO hires employees
Mindanao offers housing for engineers
who align with its advocacy for
from Metro Manila.
environmental sustainability.
● Relocate: Setting up facilities
where workers are available.
SPECIFIC OR GENERAL KSAOS
Example: A call center opens a branch
in Cebu to tap into the local workforce. ● Specific: Hiring for specialized
skills.

Example: A tech firm hires software

OVERSTAFF OR UNDERSTAFF
developers proficient in Python
● Overstaff: Hiring more employees programming.
than needed for flexibility.
● General: Hiring for broad skills.
Example: Hospitals ensure they have
Example: A management trainee
more nurses than required to manage
program in a retail company develops
peak hours.
employees for multiple roles.
● Understaff: Hiring fewer
employees to save costs.
EXCEPTIONAL OR ACCEPTABLE
Example: Small businesses keep lean
WORKFORCE QUALITY
teams to minimize expenses.
● Exceptional: Hiring the best talent
at a high cost.
SHORT- OR LONG-TERM FOCUS Example: A multinational firm offers
● Short-term: Addressing high salaries to attract top engineers.
immediate needs. ● Acceptable: Hiring good-enough
Example: A construction company hires candidates at a lower cost.
workers only for the duration of a project. Example: A provincial business hires
● Long-term: Planning for future fresh graduates to train them on the job.
needs.

Example: A corporate firm invests in ACTIVE OR PASSIVE DIVERSITY

leadership training for future managers.
● Active: Implementing diversity
programs.
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Example: A corporation launches

programs to hire more women in
leadership roles.

● Passive: Avoiding discrimination

but not actively promoting
diversity.

Example: A manufacturing company

simply ensures compliance with equal
employment laws.

STAFFING ETHICS

Suggestions for Ethical Staffing

Practice:

1. Represent the organization’s interests.

2. Beware of conflicts of interest.

3. Remember the job applicant.

4. Follow staffing policies and

procedures.

5. Know and follow labor laws.

6. Consult professional codes of conduct.

7. Shape effective practices using

research.

8. Seek ethics advice when needed.

9. Be aware of the organization’s ethical

climate.