Two Types of Staffing Models
Literature describes different staffing models that would benefit the daycare institution in meeting the staffing needs described by law. Staffing quantity is one of the approaches that would be the simplest method applicable for the scenario. According to Schmitt (2012), staffing quantity entails establishing the projected staffing needs for the school and comparing it with the projected staffing availabilities with the objective of ensuring that the institution has the required number of employees. When the number of people hired is less than the demand, the organization would be understaffed while it would overstaffed when the professionals hired exceed the projected demand. Fully staffing, as the cited literature indicates, occurs when the hired staff equal the projected demand.
Staffing quality, which is also called person-job match, is the second model that the school may use to meet the projected demand of employees. Unlike the former approach to staffing, which does not consider job descriptions, this model spells out the fact that jobs are always characterized by their requirements and demands. The job candidates are always characterized by their qualifications and motivations, which further indicates that the second approach to staffing emphasizes the need for job candidates to match the job descriptions (Barbee, 2010).
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Based on the staffing needs of the daycare business, the staffing quality model would be the most appropriate. Two reasons inform the choice of the second model. First, the case scenario describes the need for the hired personnel to fill the positions of certified daycare, registered nurse, after-school assistants, and office support professionals. Consequently, it would be necessary that the management of the institution develops comprehensive job descriptions that would filter job candidates and leave only the most suited.
The two models of staffing would have different effects on the internal organizational processes of the institution. The first model, staffing quantity, would assume that each of the employees has the same qualification, have the same tasks to complete, and are rewarded the same, which may be frustrating for employees with better job groups. The organization, therefore, would have to outsource special talent to meet the requirements of special job tasks. However, staffing quality would ensure that differentiated job tasks and reward systems for employees with different qualifications and job descriptions. Instead of outsourcing, the company will have to retain its stream of talent.
Predicted Major Legal Issues
Since the daycare institution is a startup, it is likely to experience some legal challenges, especially with equal employment opportunities and diversity. The relatively small size of the company and the limitations in its geographical operations means that the daycare may not manage to attract individuals from diverse backgrounds. Consequently, the school may end up hiring more people of the same gender, race, religious beliefs, nationality, and other criteria defined by the Equal Employment and Opportunity Commission, which direct the need for inclusive workplace (EEOC, 2019). If the institution fails to meet the set standard for inclusion, it may find itself in conflict with the labor laws.
Methods of Achieving Transparency with the Staffing Model
The manager of the daycare institution may want to adopt a three-step strategy to ensuring transparency while using the hiring model chosen. The first step requires them to be transparent concerning what they expect from the job candidates (Fralic & American Organization of Nurse Executives, 2000). The manager, therefore, will strive to refrain from setting the required standard too high for some of the candidates while lowering them for others, especially because of prejudiced mentalities. Consequently, the manager would want to review the job requirements and descriptions with each of the candidates to ensure that they are not using a different criteria on some of them. The second step of the process is the need for the employer to be transparent about the goals of the hiring process, which would be set according to the organization’s mission and vision. A similar process may be followed to promote goal transparency as it was with the expectations. Lastly, the organization and the manager out to be transparent about the people with whom they work. Precisely, the manager should reveal the type of relationship that they look to forward to having with their hired candidates, especially because this approach helps the candidates to rate if they are likely to stay at the institution for a long time or if they stint would be short-lived.
Three Tasks to Identify, Analyze, and Develop Job Requirements and Task Statements
Since the daycare institution is a private entity, the first task would be to consider the legal elements concern job descriptions in the education sector (Meister & Willyerd, 2010). For example, it would be critical to conduct extensive literature on the job descriptions of the different positions which the firm seeks to fill and aligning them with the legal framework that connects them to early childhood education in the US. Second, I would assemble the team responsible for determining the exact tasks and job descriptions that would adapt the findings in literature with the current needs of the organization. The rationale for team assembly is founded on the fact that educational initiatives are always team-based because of the need to meet the numerous educational needs of the students, which span different fields, including psychological, physical, and health among others. Lastly, it would be useful to study the educational needs of the learners at this stage in their educational development, especially with the considerations of the Individualized Education Program, IEP, committee and framework. The rationale for this task is its contribution to the development of educational programs, which do not generalize the educational and developmental needs of students in the learning settings.
Frequency of Reviewing the Job Descriptions and Task Statements
In line with the changing dynamics, such as the demographics of the student and parent network around the state, it would be necessary for the daycare to update its job descriptions and task statements regularly. Since the current descriptions would have been founded on extensive research, an annual review approach would be considered the best frequency at which changes are made (SHRM, 2019). The one year frequency presents ample time for tracking the levels of success that current working approaches shall have achieved for the organization and a shorter period would often result in confusions among the employees and risk significant advancement.
Methods of Dealing with Turnover
While there could be other strategies of reducing employee turnover recommended by human resource researchers, this paper considers three of the most described. First, the manager should always strive to hire the right people for the advertised positions. This idea underscores the value of honesty in the job descriptions and the entire staffing process. Getting the right personnel in the advertised positions would always reduce workplace stress, especially which is associated with doing tasks that they do not feel confident accomplishing (Laser, 2010). As everyone would expect, the chosen relies on meeting the demands of the job description and being motivated by the job rewards, which is why an appropriate reward system with probable effects of bolstering employee job satisfaction. The last approach to dealing with turnover at the institution would be the establishment of flexible working schedules that would allow the employee to manage the work and non-work commitments. The hired employees would feel little pressure in handling their responsibilities than if they were required to stick to tight work schedules.
The Primary Method of Describing Succession on Planning Methods
The five-step process of succession planning, which entails the identification of key areas and positions, capabilities for key areas and positions, noting interested workers and assessing them against the identified capabilities, developing and implementing succession and transfer of knowledge, and evaluating the effectiveness of the programs. The primary objective of implementing the succession plan at the company is to retain the most skilled employees who would be responsible for the survival and continuity of the business. Literature suggests that the difficulties with obtaining and retaining the most talented staff makes it a priority for the organization to retain the workers with the best attributes that contribute to the advancement of the daycare’s business model (Laser, 2010). The five-step process emphasizes the need for the management of the organization to undertake a thorough analysis of the staff capabilities as a means of determining which ones have the most desirable qualities that should be retained. However, if the firm does not have an effective succession strategy, it is likely that it would lose some of its talented and experienced staff to competitors.
