Staffing Selection

Chapter 2

By aligning with the firms’ business strategy, it would be essential to focus on long-term, meaningful contributing employees. With a widely known brand and reputation such as the firm’s, you want qualified candidates in strategic positions. In regards to training you have to ensure that employees are not using the firm for advancement in other organizations, to do this the firm needs to continue to hold its values and promote from within when there are competent, qualified employees. This will also help in longevity of employees. By responding to employees concerns the firm has been able to invest in information-technology to assist with inventory management, allowing for more devoted customer service. When employees see themselves as investors rather than assets, it often brings a sense of unity and cohesion within the firm. The firm’s ethical value of trusting employees puts it at the forefront of the industry. Many organizations attempt to micro-manage employees and the end result is lack of customer service. Allowing employees to make decisions again, will assist with longevity and cohesion.

When evaluating against the nine strategic staffing decisions the firm should consider a core workforce. By training current employees to advance within the firm you create longevity and reduced cost of training new candidate with minimal to no experience, when a current employee is trained at the basic level according to the firm’s values and philosophy. As previously stated, by hiring internally for above entry-level positions reduce training and recruitment cost. When externally hiring; the firm may want to use prejudice with candidates that may want to exploit for advancement with other organizations. By retraining employees to key positons, if the need should arise that positions are unfiled for too long, you again reduce recruiting and training cost. By staffing proactively the firm is less likely to see the previous scenario occur. With a string focus on entry-level positions and proper training, the need to find qualified candidates for higher echelons would be at a minimum. The firm’s family values ensure that staffing is treated as an investment rather than a cost. When approaching staffing the firm should utilize the combined approach, because of the many locations of employees at different levels it may be necessary to attempt to pull from on candidate pool. To fill positions company-wide, each store should have a candidate pool for entry-level, but higher echelons should focus on organization-wide, internal candidates, If one location has a qualified talent pool, the firm should look into relocation of candidates for managerial positions.