Strategic Staffing Model

Hello friends.

Until now, we have seen what is strategy, staffing, and strategic staffing?

Now, we will talk about the “Strategic staffing model”.

Well, in the upcoming segment we will see what is the complete process of strategic staffing and what are its key elements.

Any strategic staffing model is based on an assumption that there is already a well-defined process of strategic planning and operational planning in the organization. But if it isn't, what will you do?

Well, we have to identify a process so that we can identify critical strategic and operational issues, and only then we can follow a strategic staffing approach.

Now as you can see on this screen, a parallel process is started from 2 sides in this. One is organization wise and one is from the HR side.

So, what does the organization do? Well, it defines its strategic plans. How will the business operate with its operational plans? Will it have integrations? Where will the expansion take place? When will the closedown happen? Where will new products be introduced? Which new services will it enter? So on and so forth. Okay.

And the strategy depends on how the overall business looks, and what new things we have to do to move forward.

So now when the “Strategic Plans and Operational Plans” together define the future requirement, we have a set of data ready.

The second set of data will be ready for us when the complete information on the “current supply” is defined by HR. On that basis, he will be able to predict the future supply. Now this future supply of manpower depends on many factors, like the current pass-out ratio from a particular course, how many students are opting for a particular specialization? What is the future of that particular person? What new innovations are happening inside him? How enthusiastic are the students to get into that field? And if we talk about experienced people, how are they increasing their skill sets for a particular specialization, that becomes very important.

So, on that basis, we can predict the future supply of a project or a particular organization.

Now that we have both these sets of data ready, what do we do with them? On that basis, we will calculate the gaps in the organization?

The gap in terms of manpower, gaps in terms of their skills, what kind of up-gradation is needed in them? Where do we need new people? And where do we already have surpluses that we can reallocate to different departments based on their skillset, involve them in different projects or different operational ideas?

When we have all this data ready, on the basis of that we make a “staffing plan”, finally how many people do we need now. When we have a staffing plan ready, we implement it. The process of implementation remains the same, where the hiring manager opens up a particular position, then the position goes to HR, then it is approved, and so on and so forth, which we have seen in the previous segment.

When our entire staffing plan is implemented, then based on that we get a “Desired Workforce” in the Organization. And when we get the desired workforce in the organization, finally we measure the result of this whole process.

Now, this result is measured in 2 ways, one on the basis of “effectiveness” and the other on the basis of “efficiency”.

“Effectiveness” will come with your initial calculation when we identify the gaps and surpluses. Whereas, the efficiency that you have will come with how well you have developed and executed the staffing plan as well as how cost-effective you have been and how efficiently you have brought people into the organization as well as retained them. So that too will count in your efficiency. (Understood?)

Now if we look at what is a Strategic Staffing Model, it has linkages with other processes because “The strategic staffing process identifies the staffing requirements to meet the organizational goals”.

Now here there is a process of classification that assists in “determining the skills of the existing manpower”.

Well, the areas of this classification help in identifying your future requirements, help in identifying the current supply you have, as well as it also helps when you are forecasting and projection. Along with this, this classification also helps in developing the future staffing plans you have.(Pause for 3 sec)

So, this is the process of classification, it works as a stand-alone, but at the same time, it is interlinked with the entire staffing process.(Pause for 3 sec)

So, when you look at the selection process, which is used to provide qualified workers, that is also linked with the staffing plan, as well as it is also linked when you are going to implement this whole process.

Well, if you see, this is a stand-alone process that we are seeing but at the same time, it is interlinked with other organizational processes or other HR processes.

Even if we proceed with the stand-alone process, then also we do need classification and selection somewhere. Well, this is a complete process, it is also linked with all the other functions of the organization. (I hope you are following so far)

Let’s say, for instance, in the finance department, you can't bring new people into the organization until finance gives you budget approval. There is a budget defined for each position, you have to operate in the same budget.

If you overshoot with that budget, then the overall effectiveness of the whole process becomes hampered. Therefore, you have to see how you can work with all the other functions and implement this process properly. (Clear?)

(07:30)

Now, let’s talk about “Business and staffing strategies”.

Have you ever thought that some organizations succeed while some organizations fail? Well, why does this happen?

The first and foremost differentiating factor that affects any organization is due to its “strategic, financial and technological capabilities”.

I am sure we have heard the examples of “Nokia” and “kodak” multiple times. Nokia and Kodak both had the opportunities to upgrade themselves with advancing technology and time. But they continued with their current strategy as a result of which they were unable to upgrade with time. What was the end result? Well, they got out of the market.

Hence, we can say that their strategy didn’t work effectively enough in comparison with their other competitors who understood the needs of the changing times and upgraded their product strategy.

Now, if we talk about financial capabilities, then how much cash flow is there in any organization, how much liquidity they have as of today, and how they are investing their money and generating returns from it so that their organization has successful funding. Well, that is financial capability. Okay.

Now, if we talk about “technological capabilities”, then the foremost thing that matters is what kind of technology an organization is bringing to build a competitive advantage over others?

Now, as some organizations have very advanced robotic process automation systems, workflow systems, cloud storage systems, and virtual working solutions, all these technological capabilities are what make an organization to a great extent and support its success. Why? Because the people who work with them, if they feel that their talent is being utilized effectively and they are not spending most of their time in non-valuable activities, they will be able to work with more productivity on things that really matter.

Then comes the next differentiating factor, which is the abilities created by the organization to "attract, retain, motivate and develop talented employees".

Now as we already discussed earlier, every time a talented employee might not come to you, you have to bring that talented employee to your organization. And when does that happen? When you create a favorable employer brand. It is because of that brand that any employee would like to work with your organization.

On today's date, if anyone tells you that you have a chance to work at Apple or Google, will you leave that opportunity? Obviously, not. Right? Well, this is the power of any employer brand.

Now once you acquire, the major challenge after that is retaining the employee. Because you have brought a talented employee into your organization, giving him projects, keeping him busy, thinking about his development, thinking about his career growth, all these depend on you. And how to retain the employee, depends on all these factors. Because when an employee is motivated to work towards certain goals, to work towards new technologies or new projects, only then he will be able to contribute to the overall growth of the organization.

The most important thing is that when you have included a talented employee in your organization, then you will also have to pay attention to his overall development.

You have to see that with the changing times, which skills, and which technologies are needed in that candidate. And that his skill sets will have to be upgraded. Because when an employee is motivated, then he also has expectations to move forward. And to get onto the next level in the organization. And only then he will ultimately remain associated with the organization for a long time.

Well, if you look, overall "staffing" plays a major role "to create and enhance an organization's competitive advantage".

And the organizations have to blend in with the staffing of their competitors and flex themselves as and when required. It is not necessary that the same type of strategy will work all the time. Right? Therefore, you will have to change your strategies accordingly, your methods will also have to be changed, and you will have to change yourself with the changing times. (Understood?)

If you have any queries or comments, click the discussion button below the video and post there. This way, you will be able to connect to fellow learners and discuss the course. Also, Our Team will try to solve your queries.

(13:27-13:45 end music)