New Staffing Strategies for the 90s [microform]
A survey of a panel of human resource executives who comprised the Olsten Forum on Human Resource Issues and Trends focused on the types of staffing and scheduling strategies being implemented to meet today's business needs. The survey, covering 427 companies, reviewed 2 categories of staffing...
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| Format: | Microfilm Book |
| Language: | English |
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[Place of publication not identified] :
Distributed by ERIC Clearinghouse,
1992.
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MARC
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| 245 | 1 | 0 | |a New Staffing Strategies for the 90s |h [microform] |
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| 300 | |a 13 pages. | ||
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| 500 | |a ERIC Document Number: ED343031. | ||
| 520 | |a A survey of a panel of human resource executives who comprised the Olsten Forum on Human Resource Issues and Trends focused on the types of staffing and scheduling strategies being implemented to meet today's business needs. The survey, covering 427 companies, reviewed 2 categories of staffing strategies: contract or flexible staffing, and alternative scheduling. Four powerful forces were moving companies toward such staffing strategies: economic and competitive pressures, the need to contain costs, a shrinking labor pool, and a more diverse work force. Findings included the following: (1) two of five companies reported being understaffed, in most cases due to budget constraints; (2) flexible staffing would be a solution for nearly one-third of the companies over the coming year; (3) during business expansion or uncertain economic conditions, 9 of 10 companies considered contractual, flexible staffing options, including temporary employees, independent contractors, outsourcing, and employee leasing; (4) use of temporary employees remained the most widespread form of flexible staffing, although more than 6 of 10 companies also used independent contractors, and more than one-quarter used outsourcing; (5) alternative scheduling options, such as part-time work and flextime were well established in organizations; (6) more than 8 of 10 companies used part-time employees; (7) the greatest increase in usage was reported in work-at-home options; and (8) alternative scheduling programs were employee driven more often than budget driven. (YLB) | ||
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| 650 | 0 | 7 | |a Adults. |2 ericd. |
| 650 | 0 | 7 | |a Contracts. |2 ericd. |
| 650 | 0 | 7 | |a Employer Attitudes. |2 ericd. |
| 650 | 1 | 7 | |a Employment Practices. |2 ericd. |
| 650 | 0 | 7 | |a Employment Problems. |2 ericd. |
| 650 | 0 | 7 | |a Flexible Working Hours. |2 ericd. |
| 650 | 0 | 7 | |a Job Sharing. |2 ericd. |
| 650 | 1 | 7 | |a Labor Needs. |2 ericd. |
| 650 | 0 | 7 | |a Part Time Employment. |2 ericd. |
| 650 | 0 | 7 | |a Personnel Management. |2 ericd. |
| 650 | 1 | 7 | |a Personnel Needs. |2 ericd. |
| 650 | 1 | 7 | |a Personnel Policy. |2 ericd. |
| 650 | 1 | 7 | |a Temporary Employment. |2 ericd. |
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