Strategic staffing and traditional staffing

  • Category:
    Management
  • Document type:
    Assignment
  • Level:
    Masters
  • Page:
    2
  • Words:
    814

5STRATEGIC STAFFING AND TRADITIONAL STAFFING

Strategic staffing and traditional staffing

Differences between strategic staffing and traditional staffing

Employees are the most important unit of an organization. Proper management and development of the human capacity for the organization, is the most effective way to gain competitive advantage through unique production. Staffing is a management function that majorly deals with the management, development and utilization of the human capacities in the organization. The traditional method of staffing differs with the strategic staffing process in many ways (Bechet, 2008).

An organization that considers traditional staffing is based on the assumption that the required employees will be readily available at all times. Therefore, the organization assumes that when needed, the qualified employees will be easily and quickly recruited, developed and deployed to fit in the job vacancy. Therefore, the organization does not consider it a planning process for the future but just implementation process for the current demand. However, the strategic staffing process takes a planning perspective where the organization is prepared for any future forecasted occurrences. The organization, therefore, works on the reality that the employees will not always be available and hence the price planning process is carried out in advance before the actual occurrence of a deficit (Bechet, 2008).

Unlike the traditional staffing, strategic staffing is farsighted plans, which are implemented to develop and maintain sustainable high performing and committed working teams. Traditional staffing is generally a short-minded method of placing a person in a job position when needed. Essentially, it focuses on filling the vacant positions with employees without considering their capabilities. Strategic staffing, on the other hand, focuses on the future value of the employees to the organization and hence continuous improvement and development of the employees (Bechet, 2008).

Traditional staffing is a reactive process, which is carried out in response to a vacancy or rather an organizational need. The process generally fits in the required number and kind of employees in case of an opening. In this process, the organization tends to follow same policies and procedures year after year without any deviations and hence limited improvements. Strategic staffing, on the other hand, involves a proactive process, which is done before the occurrence of a niche in the market. It is a long-term process targeted to recruit, manage and develop potential employees to fit in a forecasted future demand. The organization, therefore, is in the continuous production process where the productivity is not interrupted by the staffing process (Bechet, 2008).

In the strategic staffing, the management understands the value of the employees to the organization. Perceived as a most valuable organizational asset, the organization tends to invest in them through proper management processes, growth, and development for future use. The organization motivates and inspires them to produce better results. The organization tends to invest in the workforce through employee development programs, training, and development, diversity management, fair and equitable remuneration, as well as talent management. The result of this process is overall organizational high productivity. Traditional staffing, on the other hand, does not perceive the employees as valuable and hence does not invest in them whatsoever. The organization perceives the employees as machines (Bechet, 2008).

Self-reflection report

Strategic human resource management is an approach that defines the long-term organization achievements through the proper development and management of people. It comprises of the human resource activities that support and ensure competitive advantage. Strategic staffing is a very effective process, which achieves competitive advantage by the placement of the right personnel at the right kind of job at the right time. The strategy must be congruent with other activities in the human resource department and further integrating the strategy with the overall business strategies. The study of staffing strategy enlightens me on the ways to gain a competitive scope in the industry by utilization of the manpower. All the strategies in the organization can be easily imitated, and hence their benefits copied, but proper management and utilization of human capacity and capability is a unique approach for unique production. Strategic manpower planning facilitates forecasting for imminent demands and supply of labour in the organization. Understanding these demands enables the staffing process to be strategic in that it caters for prospect surpluses and shortages of labour in the organization. The fact that strategic staffing is a proactive method, I feel that the organization can have a continuous and uninterrupted production process. The process, therefore, yields quality products hence satisfying and meeting the customers’ requirements. The organization benefits greatly from this process due to the reliability, hence gaining a competitive advantage. I feel that further emphasis should be placed on the effects of proper staffing process in the overall organizational success. Strategic staffing has more advantages to the organization than just maintaining high performing organization.

Reference

Bechet, P. T. (2008). Strategic Staffing: A comprehensive System for Effective Workforce Planning. New York: AMACOM Div American Mgmt Assn