It has been suggested that the use of staffing technology and software is wrong because it dehumanizes the staffing experience, making it nothing but a mechanical process that treats applicants like digital widgets. Evaluate this assertion.
Since there are no standard ways of creating staffing process results and cost metrics, is there a need for some sort of oversight of how these data are calculated, reported, and used within an organization? Explain.
1. What are the advantages of having a centralized staffing function, as opposed to letting each manager be totally responsible for all staffing activities in his or her unit?
2. What are examples of staffing tasks and activities that cannot or should not be simply delegated to a staffing information system for their conduct?
3. What would be the advantages and disadvantages of outsourcing the entire staffing system to a vendor?
4. In developing a report on the effectiveness of the staffing process being conducted for entry-level jobs, what factors would you address in such a report and why?
5. How would you try to get individual managers to be more aware of the legal requirements of staffing systems and to take steps to ensure that they themselves engage in legal staffing actions?
1. Determine the yield ratios (offer receivers/applicants, new hires/applicants), time lapse or cycle times (days-to-offer, days-to-start), and retention rates associated with each recruitment source.
2. What is the relative effectiveness of the three sources in terms of yield ratios, cycle times, and retention rates?
3. What are possible reasons for the fact that the three sources differ in their relative effectiveness?