HRM Staffing effectiveness question on the company Sprint

Can you write a 300 word paragraph on the Staffing Effectiveness metric, located in Ch. 13? The paragraph should focus on the company Sprint.

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Staffing Effectiveness Metrics
Strategic staffing is not simply hiring a large number of people or hiring them quickly or
cheaply. Strategic staffing is hiring people who become successful in the job, are a good fit
with the company, and stay with the organization. Although efficiency and cost are often
the initial focus of a firm’s staffing evaluation efforts, many companies subsequently shift
their focus toward measuring their staffing effectiveness.18 Staffing effectiveness relates
to how well the staffing process meets the needs of a firm’s stakeholder needs and
contributes to the organization’s strategy execution and performance. Staffing effectiveness
metrics help answer questions such as “Is the number and caliber of finalists being sent to
hiring managers meeting their needs?” and “Is the hiring experience and speed acceptable
to candidates?” Staffing efficiency is often easier to measure and evaluate than staffing
effectiveness. For example, it is relatively easy to measure how many jobs each recruiter is
filling (staffing efficiency), but what is often more important is whether the jobs are being
filled with the right people (staffing effectiveness).
Staffing Effectiveness
how well the staffing process meets the needs of a firm’s stakeholders and contributes
to the organization’s strategy execution and performance
There are many possible measures of staffing effectiveness. Perhaps the most obvious
measure of staffing effectiveness is new hire job success. Job success refers to job
performance as well as the new hire’s fit with his or her work group, unit, and organization,
and the degree to which his or her values are consistent with the company’s culture and
values. Tracking this metric by recruiting source, recruiter, and hiring manager can help
improve a company’s future staffing efforts. The quality of hire reflects whether the
company hired the people it set out to as defined by hiring managers’ predetermined job
performance requirements. New hire job success starts with the quality of the people hired.
The quality of hire can be assessed using new hires’ performance ratings after an
appropriate time on the job, hiring manager satisfaction surveys, objective employee
productivity measures, and even safety, absenteeism, and turnover rates. New hire quality
matters when it comes to an organization’s performance. The War for Talent study,
published in 2001 by McKinsey & Co., revealed that high performers in operations roles
increased the productivity of their firms by 40 percent; high performers in managerial
roles increased their firms’ profits by 49 percent; and high-performing salespeople created
67 percent more revenue for their firms than average or low-performing employees.
Overall retention or turnover rates might seem like good metrics, but remember that
retaining poor performers can actually impose a cost on the firm. Tracking the voluntary
turnover rate of top performers as well as measuring the turnover rate of bottom performers,
as we discussed in the last chapter, can provide more meaningful information. Tracking
monthly turnover by hiring manager, department, or business unit and by race, gender, or
age group need not take a lot of time and can reveal patterns that might suggest poor
staffing or poor management. Measuring the turnover of employees based on the sources
from which they were hired can help identify the return on investment (ROI) from each
source. Jeff Cottle, senior vice president of human resources and organizational strategy at
SCT, a global information-technology company, tracks turnover by employee type to assess
controllable voluntary turnover and understand what’s causing it. Says Cottle, “Our
perspective on the use of metrics…is based on our belief that human-capital metrics have a
direct correlation to financial metrics.”19
Evaluating the value of top performers can also be a useful metric. When a competitor was
pursuing one of its top technical employees, Texas Instruments (TI) wanted to find out
what the employee was worth. TI added up all the ideas that the employee had generated
for the company, and what those ideas were worth in terms of patents. TI decided that the
employee was probably fairly valued at about $25 million and decided it was worth its
trouble to get him to stay. TI gave him a nice amount of stock, structured in a way that
provided him an incentive to stay another decade. The company even arranged for a week
of private golf lessons for his wife and him at a famous golf resort.20
Measuring what a top employee is worth, and comparing that to what an average employee
is worth, can be a useful indicator. McDonald’s knows that a top manager is worth 35
percent more in profits than an average manager.21 Calculating the value of a company’s
top performers can help managers justify what it is worth to invest more in recruiting,
hiring, and retaining them. TI doesn’t track, and isn’t concerned about, what it spends to
hire key technology workers. The company understands that these employees will produce
far more for the company than what they’re paid, and believes that hiring costs are too
small a percentage of an employee’s value to worry about.22
Many other metrics are possible. To identify which divisions in the company are creating
new talent, Cisco Systems uses a metric that tracks why a person moved within the
company rather than simply how many people moved. High performers tend to want to
take on new challenges so tracking their movement inside the company is a way to make
sure managers serve as talent “launching pads,” rather than talent hoarders. Once
identified, those managers who “launch” talent are rewarded accordingly.23
Some of the key staffing metrics utilized by Valero Energy include:24
• Brand-related metrics. Valero measures the value of its employment brand by
calculating the cost savings related to the positions it fills via its corporate Web page,
community referrals, and nonemployment-related TV ads. The recruiting department
estimates that the Valero brand saved the company $4,309,005 in recruiting costs.
• Staffing efficiency metrics. Valero utilizes the staffing efficiency measure developed
by, an independent and nonproprietary nonprofit corporation that
develops standard human resource performance metrics. Valero calculates its staffing
efficiency by dividing the firm’s total recruiting costs by the total compensation for all
the positions it fills annually (the sum of the base starting salaries for each external hire
during their first year). Staffing efficiencies in the range of 5 to 9 percent are considered
excellent, and those above 16 percent indicate inefficiency.25 However, these ranges
can vary by industry, organizational size, and region.
• Sourcing channel metrics. Some of the measures Valero applies to each sourcing
channel are:
? The staffing cost of the source
? The percentage of the firm’s budget the source represents
? The percentage of applicants recruited via the source
? The percentage of positions filled via the source
? The source’s speed
The source’s efficiency
The turnover at 12 months of new hires recruited from the source
The dependability of the source
The average salary of the position filled via the source
Internal recruiters are also monitored on the preceding metrics.

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