A Staffing Plan for a Growing Business Scenario 2

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AStaffing Plan for a Growing Business: Scenario 2

AStaffing Plan for a Growing Business: Scenario 2

Agrowing business needs a staffing plan that can help it recruit theright number of members of staff and ensure that all employees havethe required skills. This paper will analyze a staffing plan for aday care. The day care intends to expand its operations using a bankloan, but the financier requires the manager to provide a staffingplan. This paper will discuss the suitable staffing model, legalissues associated with diversity, transparency in staffing, tasksinvolved in a formalized job description, management of staffturnover, and benefits of succession planning approaches.


Thereare two types of staffing models that could be used to sourceemployees for the day-care. The first model is quality staffing.Quality staffing is accomplished when the organization matchesindividual members of staff with the organization, rewards, and jobrequirements (Kim &amp Ployhart, 2013). Secondly, the day-care mayuse the quantity staffing model that involves the recruitment ofmembers of staff depending on projected requirements, instead of theavailability. The quantity staffing model is undesirable because itmight lead to under or overstaffing. Therefore, the day care shouldutilize the quality model. The process of matching employees withtheir job requirements will increase the efficiency as well asproductivity of the members of staff. However, the day-care willexperience some challenges in meeting the growth in employee demandin the future due to its emphasis on quality.

Effectof Staffing Models on Processes Occurring In the Day Care

Thequantity staffing model will make the process of outsourcing moreeffective since the day care will be able to increase and decreasethe number of outsourced employees depending in their demand. Thequality staffing model will limit the effectiveness of outsourcingsince it is difficult to match the job requirements with outsourcedemployees. Additionally, the day care will not have a direct controlover the quality of employees. In addition, the quantity staffingmodel will help the day care adjust the size of its workforce easilyby recruiting contingent workers because they are not employed on apermanent basis (Kadiresan &amp Javed, 2015). However, it will bedifficult to match the job requirement with the skill of contingentworkers because their turnover rate is quite high. The consultingfirm will be more relevant if the day care adopts the quality model.The organization will need the services of an expert in order toassess the quality of the workers before and after hiring them. Aquantitative model, on the other hand, will minimize the role ofconsulting firms because the day care will only be interested inmaintaining the desired number of employees.

Diversityand Equal Employment Laws

Theaim of the day care is to recruit members of staff who are competentenough to deliver the required services. However, it must notdiscriminate against potential employees on the basis of theirdemographic and social characteristics in order to avoid being sued.The equal employment laws hold that employers should not discriminateagainst employees on the basis of their age, gender, religion, race,or other demographic features (Kadiresan &amp Javed, 2015). Theorganization should recruit employees who have the necessarycredentials, irrespective of their cultural or religious backgrounds.

Transparencyin Staffing Model

Thereare three measures that should be taken to enhance transparency.First, the staffing model should be included in the employment policyin order to ensure that all human resource management practices arepredictable and transparent (Rasch &amp Szypko, 2013). Secondly, allemployment opportunities should be advertised in the types of mediathat are accessible to the members of the public. Third, theprocesses of selection should be done by a recruitment panel andemployees managed by a qualified human resource manager, who shouldbe guided by the day care’s HRM policy.

ThreeTasks Performed to Identify, Examine, and Develop Job Requirements

Thefirst task involves the determination and grouping of differentfunctions that will be required to ensure that the day care isoperating as expected. Secondly, the day care should determine alltasks and competencies that should be expected from each employee inorder to carry out the functions identified in the first task(El-Hajji, 2011). In the third task, the day care should determinewhere each job fits within its overall hierarchy. The three taskswill result in a comprehensive job description that indicates the keyfunctions, skills, and the position of each of the employees in theorganization’s hierarchy.

Changingthe Job Description

Althoughjob description is part of a contract between the employer and theemployee, it can be adjusted as the organization continues to grow.The day care will adjust its job description after every 12 months.The time taken before adjusting the job description is based on anassumption that employees will be recruited on a contract basis. Eachemployment contract will take one year, which will give the employeran opportunity to adjust duties without conflicting with employees(El-Hajji, 2011). Therefore, the day care will enter into newemployment contracts with adjusted set of roles.

Dealingwith Employment Turnover

Theday care will manage the issue of staff turnover using three majorstrategies. First, the organization will reward exceptionalperformance. Employees feel appreciated and valued when theiremployers reward them for any contribution that they make towards thesuccess of the organization (Rehman, 2012). The management of the daycare will use a combination of both intangible and tangible ways ofrecognizing and rewarding performance.

Secondly,the day care will provide all members of staff with an opportunityfor career development. The management will create job ranks in orderto help employees move from one job position to another as theycontinue increasing their experience. The availability ofopportunities for career development encourages employees to retaintheir current jobs (Rehman, 2012).

Third,the day care will engage employees in the processes of management anddecision making. The concept of staff engagement minimizes the rateof turnover by empowering the employees. Employees who are empoweredby being given a chance to make their contribution to the process ofdecision making feel that their presence in the organization ishighly valued (Rehman, 2012).


Thesuccession planning methods for the day care will include acontinuous measurement of potential leaders of the future on thebasis of their skills, loyalty, and competencies. These methods willalso include development tools, such as coaching, training, and jobexperience. The succession planning methods will benefit the daycare in several ways. For example, the day care will have anopportunity to increase the managerial power of its employees withtime (Adewale, Abolaji &amp Kolade, 2011). In addition, thesemethods will reduce the need for the recruitment of managers fromoutside since internal members of staff will have acquired thenecessary skills that will help them take the administrativepositions that emerge in the organization.


Aneffective staffing plan helps a growing organization meet the laborrequirements as it continues to grow with time. The staffing modelthat an organization decides to adopt should enhance productivity,efficiency, and prepare the firm for future growth. In addition, theprocess of the job description should be flexible in order to allowthe employer adjust the roles as the need arises. In addition, theorganization should develop succession plans that enhance themanagement skills of its members of staff.


Adewale,O. Abolaji, A. &amp Kolade, O. (2011). Succession planning andorganizational survival: Empirical study on Nigerian private tertiaryinstitutions. SerbianJournal of Management,6 (2), 231-246.

El-Hajji,M. (2011). Some recent trends in writing job description for thepurpose of Job evaluation: A reflective view. AmericanInternational Journal of Contemporary Research,1 (3), 6-14.

Kadiresan,V. &amp Javed, N. (2015). Discrimination in employment and taskdelegation at workplace in the Malaysian context. InternationalJournal of Academic Research in Business and Social Sciences,5 (7), 29-49.

Kim,Y. &amp Ployhart, E. (2013). The effects of staffing and training onfirm productivity and profit growth before, during, and after thegreat recession. Journalof Applied Psychology,99 (3), 361-389.

Rasch,R. &amp Szypko, M. (2013). Perception is reality: The importance ofpay fairness to employees and organization. Worldat Work Journal,1, 65-77.

Rehman,S. (2012). Employee turnover and retention strategies: An empiricalstudy of public sector organization of public sector organizations ofPakistan. GlobalJournal of Management and Business Research,12 (1), 1-8.

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