By Thomas P. Bechet
It is a useful guidebook to the problem of staffing (also referred to as group planning). It exhibits tips to establish staffing wishes and possibilities through the use of very particular qualitative and quantitative measures.
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Extra info for Strategic Staffing
When conducting the interview, verify current staffing, talk about business plans and changes, and discuss the impact that those changes might have on required skills and/or staffing levels. A suggested format for such an interview (and an interview guide) is included in Chapter 12 of this book. Another caution: Don’t limit your analysis and efforts to the staffing data that might be included in the business strategy (if there are any) or the human resources section of your business plan (if your business plan includes such a section).
Experienced branch managers from smaller offices would then be selected to fill openings in larger offices. This process typically took eight to ten years. Developing Staffing Strategies That Really Work 29 Because of a rapid business expansion, a large number of new branch offices were to be opened. The traditional career path simply could not provide a sufficient number of qualified candidates in a timely way. Because of the length of time required to move along the traditional path, the company was forced to find alternative sources of branch manager candidates.
How will the required skills change? In what areas might required staffing levels go up? In what areas might they go down? Suggested Solution. Again, let’s look at what is changing—and what isn’t. Clearly, production methods and roles will be changing, and this will probably affect the number and type of production workers that will be needed. In many cases, increases in production efficiency as a result of improvements in technology allow a company to use fewer production staff, but the staff that it does use will require a higher order of skills.
Strategic Staffing by Thomas P. Bechet