2.

2. CHALLENGES
CHALLENGES IN
IN STAFFING
STAFFING HUMAN
HUMAN
RESOURCE
RESOURCE MANAGEMENT
MANAGEMENT

1–1
 Major
Major Factors
Factors Affecting
Affecting HRM
HRM

Technological Demographics
Advancement and Diversity

Strategic
HRM

Globalization

1–2
Issues
Issues for
for Integrating
Integrating New
New Technologies
Technologies

1–3
 Exhibit
Exhibit2-2
2-2
Impact
Impact of
of Technology
Technology on
on Organizations
Organizations

1–4
 Technology
Technology Challenges
Challenges for
for HRM
HRM

•• Telecommuting
Telecommuting
•• Employee
Employee surveillance
surveillance &
& monitoring
monitoring
•• e-HR
e-HR
•• Ethical
Ethical behavior
behavior

1–5
 E-HR
E-HR

•• Opportunity
Opportunity toto deliver
deliver transactional
transactional types
types
of
of services
services online
online
–– Payroll
Payroll
–– Employee
Employeebenefits
benefits
–– Scheduling
Scheduling
–– Recruiting
Recruiting
–– Training
Training
–– Career
Careerdevelopment
development

1–6
 Ethical
Ethical Behavior
Behavior
•• Majority
Majorityofofjobs
jobsare
are LAW
LAWSS
considered
consideredto tobebe“at-
“at- –– Eliminates
Eliminatesdeception
deceptioninin
will”
will” accounting
accounting&&
•• Movement management
managementpractices
practices
Movementtoward
toward by
byincreasing
increasing
greater
greaterprotection
protectionforfor government
governmentoversight
oversight
employees
employeesin inregard
regard –– Holds
Holdssenior
seniorexecutives
executives
to
tooff-duty
off-dutybehavior
behavior more
moredirectly
directlyresponsible
responsible
•• Ownership
Ownershipof ofwork
work for
forviolations
violations
•• Fairness –– Protects
Protects“whistle-
“whistle-
Fairnessof
of blowers”
noncompete blowers”
noncompeteclauses
clauses
1–7
 Workforce
Workforce Demographic
Demographic Changes
Changes

•• Baby
Baby Boomers
Boomers (1945–1962)
(1945–1962)
–– InInexcess
excesssupply
supplyininmiddle
middlemanagement
managementranks
ranks
–– HR
HRchallenge
challengeisistotomanage
manage“plateaued”
“plateaued”workers
workers
•• Baby
Baby Busters
Busters (1963–mid-1970s)
(1963–mid-1970s)
–– Are
Arecareer
careerbottlenecked
bottleneckedby byBoomers
Boomers
–– Who
Whohave
haveskills
skillsininhigh
highdemand
demandare
aredoing
doing&&will
willdo
do
well
well

1–8
 Workforce
Workforce Demographic
Demographic Changes
Changes
•• Generation
Generation “X”ers
“X”ers (late
(late 1970s–early
1970s–early 1980s)
1980s)
–– Have
Havelife-long
life-longexposure
exposuretototechnology
technology&&constant
constantchange
change
–– Seek
Seekself-control,
self-control,independence,
independence,personal
personalgrowth,
growth,creativity
creativity
–– Not
Notfocused
focusedon onjob
jobsecurity
securityororlong-term
long-termemployment
employment
•• Generation
Generation “Y”:
“Y”: “Baby
“Baby Boom
Boom Echo”
Echo” (after
(after 1979)
1979)
–– High
Highcomfort
comfortlevel
levelwith
withtechnology
technology
–– Global
Global&&tolerant
tolerantoutlook
outlookon
onlife
life
–– Highly
Highlyentrepreneurial
entrepreneurial
–– Shorter
Shorterattention
attentionspan
span
–– Opting
Optingfor
formore
moretransient
transient&&variable
variableproject
projectwork
work

1–9
 New
New Employee/Workplace
Employee/Workplace Dynamics
Dynamics

•• Emphasis
Emphasis on
on management
management of
of professionals
professionals
–– Establishment
Establishmentofofseparate
separatecareer
careertracks
tracks
•• Technical/Professional,
Technical/Professional,Managerial
Managerial/Administrative
/Administrative
–– Use
Useofofproject
projectteams
teams
•• Less
Less employee
employee loyalty,
loyalty, more
more loyal
loyal to
to self
self
–– Staying
Stayingwith
withemployers
employersfor
forshorter
shorterperiods;
periods;
demanding
demandingmore
moremeaningful
meaningfulwork
work&&involvement
involvementinin
organizational
organizationaldecisions
decisions

1–10
 New
New Employee/Workplace
Employee/Workplace Dynamics
Dynamics

•• Increased
Increased personal
personal &
& family
family dynamic
dynamic
effects
effects
–– More
Moresingle-parent
single-parentfamilies,
families,dual-career
dual-careercouples,
couples,&&
domestic
domesticpartners
partners
•• Increased
Increased nontraditional
nontraditional work
work relationships
relationships
–– Part-time,
Part-time,consulting,
consulting,&&temporary
temporaryemployment
employment
flexibility
flexibility
–– Outsourcing
Outsourcing&&entrepreneurial
entrepreneurialopportunities
opportunities

1–11
 Managing
Managing Workplace
Workplace Diversity
Diversity
•• Understanding
Understanding&& •• Diversity
Diversitymanagement
management
appreciating
appreciatingdiversity
diversity programs
programsororinitiatives
initiatives
–– Critical
Criticaltotoeffectively
effectively –– Must
Mustbebeintegrated
integratedwithwith
marketing
marketingtotoethnic
ethnic&&minority
minority organization’s
organization’smission
mission&&
groups
groups objectives
objectives
–– Promoted
Promotedby byhaving
having diverse
diverse –– Help
Helpkey
keydecision
decisionmakers
makers
workforce
workforceatatallall levels
levels identify
identifydiversity’s
diversity’sbenefits
benefitstoto
–– Helps
Helpsensure
ensurehiring
hiring&& organization
organization
promotion
promotiondecisions
decisionsare
are –– Make
Makecritical
criticaldecisions
decisionsabout
about
unbiased
unbiasedby byperson
person implementing
implementingoptimal
optimal
differences
differences program/initiative
program/initiativecontingent
contingent
on
onorganization
organization&&its itspeople,
people,
mission
mission&&culture.
culture.

1–12
 Exhibit
Exhibit2-6
2-6
Individual
Individual Dimensions
Dimensions of
of Diversity
Diversity

1–13
 Strategic
Strategic Management
Management of
of Diversity
Diversity
•• Determine
Determinewhywhydiversity
diversityisisimportant
important
•• Articulate
Articulatehow
howdiversity
diversityrelates
relatestotomission
mission& &strategic
strategic
objectives
objectives
•• Define
Definediversity
diversity&&determine
determinehow howinclusive
inclusiveits
itsefforts
effortswill
will
be
be
•• Make
Makeaadecision
decisionas
asto
towhether
whetherspecial
specialefforts
effortsshould
shouldbebe
extended
extendedtotoattract
attractdiverse
diverseworkforce
workforce
•• Assess
Assesshow
howexisting
existingemployees,
employees,customers,
customers,& &other
other
constituencies
constituenciesfeel
feelabout
aboutdiversity
diversity
•• Determine
Determinespecific
specifictypes
typesofofdiversity
diversityinitiatives
initiativesthat
thatwill
will
be
beundertaken
undertaken

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