HRM 5365 Midterm Study Guide- Nova Southeastern University
Exam (elaborations)
, HRM 5365 Midterm Study Guide
Chapter 1
1. What is strategic staffing? How does it influence organizational performance?
• Strategic staffing
i. the process of staffing an organization in future-oriented, goal-
directed ways that support the business strategy of the
organization and enhance its effectiveness
1. involves the movement of people into, through, and out
of the organization
• Competitive advantage
i. Something that a company can do differently from its
competitors allowing it to perform better, survive, and succeed
in its industry
1. Every company’s employees create, enhance, or
implement the company’s competitive advantage
a. Starts with staffing process
• Staffing is important
i. Outcomes determine who will work for and represent the firm
and what its employees will be willing and able to do
ii. Influences
1. The success of future training, performance
management, and compensation programs, as well as
the organizations ability to execute its business strategy
• Differs from traditional staffing
i. Traditional staffing
1. Less tied to strategy
2. More reactive
a. Likely to be done in response to an opening
3. Lacks continuous improvement effort
ii. Strategic
1. Long-term planning
2. Aligns with firm’s business strategy
3. Aligns with other areas of HR
4. Aligns with labor market
5. Targeted recruiting
6. Sound candidate assessment
a. Factors related to job success and longer-term
potential
7. Evaluation of staffing outcomes against pre-identified
goals
2. Explain the components of strategic staffing. (7 components)
• Planning
i. Workforce planning
1. Strategically evaluating the company’s current line of
business, new business it will get into, business it will be
leaving, and all gaps in between the current skills in the
organization and the skills it will need to execute its
business strategy
, 2. Process of predicting an organization’s:
a. Future employment needs
b. Availability of current employees and external hires
to meet those needs
c. Execute the organization’s business strategy
3. Usually involves both, the hiring manager and staffing
specialist
4. Can be short term and focus on immediate hiring need
5. Can be long term and focus on organizations need in the
future
a. Better strategically the more it addresses both the
firm’s short and long term needs
• The differences between sourcing, recruitment, and selection.
i. Sourcing Talent
1. Locating qualified individuals and labor markets from
which to recruit
a. Identifies people who would be good recruits
ii. Recruiting Talent
1. Making decisions and engaging in practices that that
affect either the number or types of individuals willing to
apply for and accept job offers
a. Activities entice them to apply to the organization
and accept job offers, if extended
iii. Selecting Talent
1. Assessing job candidates and deciding who to hire
a. Operates in a strong legal text
2. Acquiring
a. Involves putting together job offers that appeal to
chosen candidates
b. Persuading job offer recipients to accept those job
offers and to join the organization
i. Negotiations usually result in employment
contracts
• Deployment
i. Assigning people to appropriate jobs and roles in the
organization to best utilize their talents
1. Succession planning & career development enhance
employment options
ii. Socializing
1. Process of familiarizing newly hired & promoted
employees with their job, workgroup, and organization as
a whole
• Retaining talent
i. Keeping successful employees engaged and committed to the
firm
1. Succession management & career development are
effective tools
2. Turnover of high performers is expensive
3. Turnover of low performers is beneficial
Exam (elaborations)
, HRM 5365 Midterm Study Guide
Chapter 1
1. What is strategic staffing? How does it influence organizational performance?
• Strategic staffing
i. the process of staffing an organization in future-oriented, goal-
directed ways that support the business strategy of the
organization and enhance its effectiveness
1. involves the movement of people into, through, and out
of the organization
• Competitive advantage
i. Something that a company can do differently from its
competitors allowing it to perform better, survive, and succeed
in its industry
1. Every company’s employees create, enhance, or
implement the company’s competitive advantage
a. Starts with staffing process
• Staffing is important
i. Outcomes determine who will work for and represent the firm
and what its employees will be willing and able to do
ii. Influences
1. The success of future training, performance
management, and compensation programs, as well as
the organizations ability to execute its business strategy
• Differs from traditional staffing
i. Traditional staffing
1. Less tied to strategy
2. More reactive
a. Likely to be done in response to an opening
3. Lacks continuous improvement effort
ii. Strategic
1. Long-term planning
2. Aligns with firm’s business strategy
3. Aligns with other areas of HR
4. Aligns with labor market
5. Targeted recruiting
6. Sound candidate assessment
a. Factors related to job success and longer-term
potential
7. Evaluation of staffing outcomes against pre-identified
goals
2. Explain the components of strategic staffing. (7 components)
• Planning
i. Workforce planning
1. Strategically evaluating the company’s current line of
business, new business it will get into, business it will be
leaving, and all gaps in between the current skills in the
organization and the skills it will need to execute its
business strategy
, 2. Process of predicting an organization’s:
a. Future employment needs
b. Availability of current employees and external hires
to meet those needs
c. Execute the organization’s business strategy
3. Usually involves both, the hiring manager and staffing
specialist
4. Can be short term and focus on immediate hiring need
5. Can be long term and focus on organizations need in the
future
a. Better strategically the more it addresses both the
firm’s short and long term needs
• The differences between sourcing, recruitment, and selection.
i. Sourcing Talent
1. Locating qualified individuals and labor markets from
which to recruit
a. Identifies people who would be good recruits
ii. Recruiting Talent
1. Making decisions and engaging in practices that that
affect either the number or types of individuals willing to
apply for and accept job offers
a. Activities entice them to apply to the organization
and accept job offers, if extended
iii. Selecting Talent
1. Assessing job candidates and deciding who to hire
a. Operates in a strong legal text
2. Acquiring
a. Involves putting together job offers that appeal to
chosen candidates
b. Persuading job offer recipients to accept those job
offers and to join the organization
i. Negotiations usually result in employment
contracts
• Deployment
i. Assigning people to appropriate jobs and roles in the
organization to best utilize their talents
1. Succession planning & career development enhance
employment options
ii. Socializing
1. Process of familiarizing newly hired & promoted
employees with their job, workgroup, and organization as
a whole
• Retaining talent
i. Keeping successful employees engaged and committed to the
firm
1. Succession management & career development are
effective tools
2. Turnover of high performers is expensive
3. Turnover of low performers is beneficial
