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HR Staffing | Comparison between Strategic and Traditional Staffing
The major differences between these two methods are shown in the form of table.
| Strategic |
Traditional
|
| 1. Projecting the supply of talent to be available at that point in future for which requirements are defined (e.g., factoring effects of turnover, retirement, staff movement, etc). | 1. Projects are not aligned with business plans and strategies, staff are measured for short term achievements, limiting overall value. |
| 2. Identifying differences between anticipated demand and forecasted supply. | 2. Strategies with minimal or nil anticipation on future requirements for future business goals. |
| 3. Developing and implementing plans and actions that are needed to address competency gaps and eliminate surpluses. | Staff competencies are not measured; this leads to poor workforce planning and talent management with moderate performance results. In many instances, functions overlap. |
| 4. Defines levels, capabilities of employees who are needed at some point in future to implement plans effectively. | 3. Staff planning is an exercise to fill vacancies without plans for future business needs. |
| 5. Identifying resources that are currently available. | 4. Requirements and resources are not carefully assessed, a department wise list is provided on staffing needs. |
It is a critical function that determines the strategy for hiring the best people to support the business strategy and improve organizational performance. Strategic staffing is an important HR function that comprises of seven major activities namely,
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