1.4.1 Approaches to Staffing

• Staffing

  The thinking behind the approach to staff as an asset or cost and the specifics of how many people are need in a role
• Staff: As an Asset

  Staff provide expertise and skills to firms to increase productivity, innovation and improve customer service to build a positive reputation for shareholders and customers
• Staff: As a Cost

  Staff are one of the largest costs as they need to be recruited and trained, managers are needed, full-time workers and hourly wages must be paid, additional benefits eg. pensions and redundancy
• Flexible Workforce

  Employees are equipped to do different roles or have a range of employment patterns eg. full-time, part-time, zero-hours contract
• Ways to Develop a Flexible Workforce

  -Multi-skilling

  -Part-time and temporary working

  -Outsourcing
• Multi-skilling

  Training workers to fulfil multiple job roles
• Benefits of Multi-Skilling


  -Firms utilise their workforce more efficiently which reduces labour costs and increases productivity

  -Improves patient outcomes in healthcare industries as workers with a range of skills can provide comprehensive care
• Limitations of Multi-skilling

  -May require significant investment in training and development

  -May not be appropriate for all job roles especially ones requiring a high level of expertise
• Part-time and Temporary workers

  Part-time workers work only a few days of the week/ less than 40 hours and temporary workers are hired whenever the firm needs them
• Benefits of Part-time and Temporary Workers

  -Flexible working attracts talented workers

  -Staff can work at their most productive hours and avoid distractions
• Limitations of Part-time and Temporary Workers


  -Flexible working can create challenges in communication and collaboration

  -Monitoring and managing flexible workers can be difficult
• Outsourcing


  Companies produce products at a lower cost by hiring a different company to perform services or create goods
• Benefits of Outsourcing


  -Access specialised skills that may not be available in the company

  -May reduce labour costs
• Limitations of Outsourcing


  -Loss of quality control especially if the partner is overseas

  -May create ethical concerns if there are lower labour standards or human rights abuses in the country
• Dismissal


  The termination of employment by an employer usually for misconduct or poor performance this can be with or without notice
• Redundancy


  A role is no longer available because the firm reduces the size of the workforce the employee is not at fault and legal procedures eg. compensation are followed
• Employer-Employee Relationships: Individual Approach


  -Assumes each employee has unique goals, interests and motivation

  -Emphasises compensation tailored to the employee

  -The employment relationship is a voluntary agreement and both parties negotiate

  -The employer can hire, fire and set the terms and conditions
• Employer-Employee Relationships: Collective Bargaining


  -Employees are represented by a trade union to negotiate better wages, working conditions and benefits

  -Employees have more bargaining power collectively

  -The relationship is a power struggle; the employer wants to maximise profits and employees want to maximise wages