As far as staffing is concerned, about five different staffing models could apply to my chosen scenario. However, the best of these models could be person/job match and person/organization match models. The person/job match model aligns the qualities of a potential job recruit to the job. This model could fit my scenario because I already know the number of employees that I require in the day care. In addition, I already know the type of jobs these people are supposed to perform in the day care. Consequently, all that I need to do is to look for potential employees and match them to the jobs. On the other hand, the person/organization model focuses its attention on matching potential employees to the needs of organizations. This means that apart from looking at what an individual can do, the model is also concerned with what an individual can do to an organization (Heneman, Heneman, & Judge, 1997). In applying this model, I would be concerned with the value that potential employees could bring to the day care.
For efficiency, possible future growth and productivity, person/organization match model would be the best model for me to use. This model would not only be concerned with the qualities of potential employees, but also with what these people could bring to the organization. By so doing, the model would help me to understand whether the recruits would fit into the organization or not (Pankl, Theiss, & Bushing, 2010). Based on these facts, this model would promote productivity, possible future growth and efficiency.
As far as the effects of these models are concerned, they would both affect processes that would occur within the day care. On one hand, person/job match model would affect the manner in which outsourcing would be conducted based on the qualities of potential recruits (Heneman, Heneman, & Judge, 1997). On the other hand, person/organization match model would affect contingent workers and outsourcing exercises on the value that potential recruits would bring to the day care.
Potential legal issues
In the process of establishing diversity in my organization as well as equal employment opportunities to all people, I would expect the following legal issues. First, with regard to diversity, I would expect that some groups of people would feel discriminated against because of their gender, color or race thereby they might raise legal issues to do with compliance. For example, in the process of ensuring that the organization has six women, I would expect that men would raise legal issues to do with favoritism if I would specify that men should not apply for a particular post. I would also expect that the white recruits would feel the same if I was to specify that I wanted a black person for a particular position. Second, with regard to equal employment, I would expect that different groups of people might raise legal issues as well if I was to specify the physical qualities of potential recruits. For example, assume that I already have a disabled person working in the organization and I want to recruit another person who is not disabled (Pankl, Theiss, & Bushing, 2010). If I was to specify that disabled people should not apply for the post that I would advertise, I would expect civil groups fighting for the rights of people with disabilities would raise legal issues against my organization.
In order to achieve transparency within my staffing model, I would ensure that from the very beginning recruits understand that they have equal opportunity of employment in the day care. Once I clarify this issue to recruits, I would then proceed to fostering openness. On my part, I would ensure that recruits understand the type of employee I would be looking for. Therefore, as a matter of fairness, I would expect them to tell me the type of organization they would be looking for. Although this would be a challenging task, I would be able to tell from such an interaction whether those recruits would be the right candidates for the jobs or not.
With regard to identifying, analyzing and developing task statements and job requirements to include in a formalized job description, I would do the following. First, I would look at the type of job that potential recruits would be expected to perform at the day care. Once I establish these tasks, I would then include them on the job description. Second, I would look at the key qualities that potential recruits would be expected to possess in relation to the jobs they would be expected to perform. Once I establish these qualities, I would include them on the list of job description as well. Third, I would look at what would be expected of each employee and include those expectations on the job description as well.
In terms of frequency with which I would be supposed to review and adjust job descriptions, this would depend on two factors. First, it would depend on the nature of job openings in the organization. If the new job would be different from the old ones, then I would develop a new job description for that job. However, if the new job would not be different existing ones, then I would only review and adjust the old job description. Second, it would depend on the progress made by the organization (Arthur, 2012). Assuming that the progress would be good generally then I would review and adjust job descriptions often. On the contrary, if the progress of the organization would be bad, then I would review job specifications rarely. However, I would ensure they remain up to date.
Dealing with employee turn over
To deal with high employee turnover and employee availability, I would do the following. First, I would not be in a hurry during employee recruitment process. Instead, I would take time to know my recruits so that I can determine whether they would be the right candidates for the jobs or not. The right candidates would be those that would be willing to bring value to the organization and focus on remaining in the organization.
Second, I would try as much as possible to develop a competitive reward system for the recruits. Such a reward system would link salaries to job requirements and qualifications. It would also reflect pay rates offered by similar organizations within the state and region. Third, I would endeavor to improve the working conditions for the recruits (Heneman, Heneman, & Judge, 1997). In particular, I would refrain from overworking employees and delaying their salaries. At the same time, I would be friendly to them.
As for succession-planning methods, these methods would be beneficial to my day care in the following manner. First, they would help me to identify key positions in the day care. Second, they would help me to fill future positions (Arthur, 2012). Third, they would help me to get the right candidates for the jobs in the day care.
Arthur, D. (2012). Recruiting, interviewing, selecting & orienting new employees. New York: American Management Association.
Heneman, H., Heneman, R., & Judge, T. (1997). Staffing organizations. Burr Ridge, Il: Irwin.
Pankl, E., Theiss, D., & Bushing, M. (2010). Recruitment, development, and retention of information professionals: Trends in human resources and knowledge management. Hershey, PA: Business Science Refe