Process of Evaluating Staffing System – Hire Academic Expert

The Process of Evaluating Staffing System in Ministry of National Guard – Health Affairs


Ministry of National Guard Health Affairs (NGHA) is a governmental healthcare institution serving the population of National Guard employees and their dependents. At present NGHA is comprised of two major medical cities – King Abdulaziz Medical City, Riyadh and King Abdulaziz Medical City, Jeddah and three hospitals – King Abdulaziz Hospital, Al Ahsa, Imam Abdulrahman Bin Faisal Hospital, Dammam and Prince Mohammad bin Abdulaziz Hospital, Madinah. These hospitals are undergoing continuous expansion and NGHA has also 74 healthcare facilities kingdom-wide.


The Mission | Ministry of National Guard Health Affairs provides optimum healthcare to SANG personnel, their dependents and other eligible patients. MNGHA also provides excellent academic opportunities, conducts research and participates in industry and community service programs in the health field.

The Vision | Ministry of National Guard Health Affairs will be recognized as internationally acclaimed centers of excellence to enhance individual and public health status.

Core Values | Ministry of National Guard Health Affairs adheres to core values taken from religious, social and professional principles, abiding by:

  • Respect religious and social values
  • Patient safety and satisfaction
  • Quality performance
  • Respect and dignity
  • Transparency
  • Teamwork
  • Productive work environment
  • Accountability
  • Behavior and work ethic
  • Excellence and innovation

In any organization, a cultural concept forms its staff motivation and also governs relationships among them to distinguish its identity. Such concepts are positively or negatively reflected by the way the staff acts both in and outside the organization. In preparing this plan, it is important to highlight the positive cultural concepts built over NGHA history as well as to recognize cultural concepts that require development in order to be a part of NGHA dynamics.
































Evaluation is a methodological area that is closely related to, but distinguishable from more traditional social research. Evaluation utilizes many of the same methodologies used in traditional social research, but because evaluation takes place within a political and organizational context, it requires group skills, management ability, political dexterity, sensitivity to multiple stakeholders and other skills that social research in general does not rely on as much.


Types of Evaluation


There are many different types of evaluations depending on the object being evaluated and the purpose of the evaluation. Perhaps the most important basic distinction in evaluation types is that between formative and summative evaluation. Formative evaluations strengthen or improve the object being evaluated – they help form it by examining the delivery of the program or technology, the quality of its implementation, and the assessment of the organizational context, personnel, procedures, inputs, and so on. Summative evaluations, in contrast, examine the effects or outcomes of some object – they summarize it by describing what happens subsequent to delivery of the program or technology; assessing whether the object can be said to have caused the outcome; determining the overall impact of the causal factor beyond only the immediate target outcomes; and, estimating the relative costs associated with the object.



Formative evaluation includes several evaluation types:

  • needs assessment determines who needs the program, how great the need is, and what might work to meet the need
  • evaluability assessment determines whether an evaluation is feasible and how stakeholders can help shape its usefulness
  • structured conceptualization helps stakeholders define the program or technology, the target population, and the possible outcomes
  • implementation evaluation monitors the fidelity of the program or technology delivery
  • process evaluation investigates the process of delivering the program or technology, including alternative delivery procedures


Summative evaluation can also be subdivided:

  • outcome evaluations investigate whether the program or technology caused demonstrable effects on specifically defined target outcomes
  • impact evaluation is broader and assesses the overall or net effects – intended or unintended – of the program or technology as a whole
  • cost-effectiveness and cost-benefit analysis address questions of efficiency by standardizing outcomes in terms of their dollar costs and values
  • secondary analysis reexamines existing data to address new questions or use methods not previously employed
  • meta-analysis integrates the outcome estimates from multiple studies to arrive at an overall or summary judgement on an evaluation question


Staffing System


A staffing system is integral to the way companies manage their employees and ensure that their personal and collective interests align with corporate objectives. The system is a hodgepodge of processes, people and state-of-the-art technology a company relies on to evaluate whether the favorable trends it sees in employee performance reviews are real, or whether these trends ultimately would peter out. The tools of the trade include enterprise resource planning software, human resources management applications, personnel scheduling software, content work-flow programs, project management software, and calendar and scheduling applications.


Staffing System Evaluation and Technology

help to evaluate the success of a staffing system in terms of recruiting and new hire outcomes and include:

  • Percentages of hires for each job or job family coming from each recruiting source (e.g., college hiring, employee referrals, job fairs, newspaper advertisements, Internet advertisements, etc.)
  • Number of high-quality new hires coming from each recruiting source and recruiter
  • Number of diverse hires coming from each recruiting source and recruiter
  • Average time-to-start (by position, source, and recruiter)
  • Average time-to-contribution (by position, source, and recruiter)

Direct and Indirect costs

Direct costs: charges incurred as an immediate result of some staffing activity for example, higher training costs, and lower productivity.

Indirect costs: not directly attributable to staffing activities like, lost business opportunities and lower morale.


Key Performance Indicators

KPI measurable factors critical to the firm’s success and long- and short-term goals that can help understand, track, and improve organizational performance and the bottom line. KPIs are the outcomes against which the effectiveness of the staffing system is evaluated.





Leading and Lagging Indicators

A leading indicator precedes or predicts a staffing outcome. Leading indicators are useful for monitoring the progress of a staffing effort. In other words, they can provide the firm with timely information it can use to adjust and improve the company’s staffing outcomes midstream. Some indicators can be both leading and lagging indicators.

A lagging indicator is a factor that becomes known only after a staffing decision has been made. It might be a measure of a recruiting source’s effectiveness, the time to fill a position, or the fit, performance, or promotability of a firm’s new hires. Lagging indicators measure various aspects of the success or failure of a staffing system but do not help a company improve its staffing efforts midstream. The indicators do not identify exactly what went wrong or right, or indicate how to improve. Lagging indicators are not useful for managing staffing on a day-to-day basis but can identify areas of a staffing system that should be further analyzed and perhaps improved after the fact.


Long-Term and Short-Term Metrics

Metrics can be tracked over many different time periods. Short-term metrics help a firm evaluate the success of its staffing system in terms of the recruiting and new hire outcomes achieved. These metrics include:

  • The percentage of hires for each job or job family coming from each recruiting source and recruiter
  • The number of high-quality new hires coming from each recruiting source and recruiter
  • The number of diverse hires coming from each recruiting source and recruiter
  • The average time to start (by position, source, and recruiter)
  • The average time to contribution (by position, source, and recruiter)

Long-term metrics help a firm evaluate the success of its staffing system in terms of the outcomes that occur some time after employees are hired. These metrics include:

  • Employee job success by recruiting source and by recruiter
  • Employee tenure by recruiting source and by recruiter
  • Promotion rates by recruiting source and by recruiter

Short-term metrics are useful as leading indicators of a company’s ability to have the right people in the right jobs at the right time to execute its business strategy and to meet its immediate staffing goals. While Long-term metrics are useful as lagging indicators. They are best used for evaluating the effectiveness of the firm’s long-term staffing system.


Staffing Efficiency Metrics

Staffing efficiency refers to the amount of resources used in the staffing process. Efficiency metrics are analyzed to make process improvements designed to minimize the amount of resources needed to staff a firm specifically, the firm’s hiring costs and replacement costs. A firm’s hiring costs include sourcing, recruiting, screening, referral bonuses, travel expenses, advertisements, the cost of assessing and doing background checks on candidates, and the meals and transportation associated with their recruiting processes. Replacement costs include hiring costs as well as the productivity losses that occur while positions remain unfilled. Staffing efficiency metrics include the cost per hire, the time to fill positions, and the number of requisitions handled per full time equivalent (FTE) staffing member. Many firms also calculate onboarding costs, such as training and time-to-contribution costs, which can also be used as indicators to measure a firm’s staffing efficiency.


Staffing Effectiveness Metrics

Strategic staffing is not simply hiring a large number of people or hiring them quickly or cheaply. Strategic staffing is hiring people who become successful in the job, are a good fit with the company, and stay with the organization. Although efficiency and cost are often the initial focus of a firm’s staffing evaluation efforts, many companies subsequently shift their focus toward measuring their staffing effectiveness. Staffing effectiveness relates to how well the staffing process meets the needs of a firm’s stakeholder needs and contributes to the organization’s strategy execution and performance. Staffing effectiveness metrics help answer questions such as “Is the number and caliber of finalists being sent to hiring managers meeting their needs?” and “Is the hiring experience and speed acceptable to candidates?” Staffing efficiency is often easier to measure and evaluate than staffing effectiveness. For example, it is relatively easy to measure how many jobs each recruiter is filling (staffing efficiency), but what is often more important is whether the jobs are being filled with the right people (staffing effectiveness).


Return on Investment

ROI can be calculated for a firm’s investment in individual staffing activities, such as the ROI of different recruiting sources or assessment methods, or for the staffing system as a whole.


Six Sigma

Six sigma a data-driven quality initiative and methodology that uses statistical analysis to measure and improve business processes and their outcomes to near perfection

Six Sigma can be used to improve a variety of staffing outcomes, such as:

  • Lowering turnover among high performers
  • Improving applicant quality
  • Improving new hire fit with corporate culture
  • Reducing time-to-fill
  • Increasing the return on the company’s staffing investment


Balanced Staffing Scorecard

A tool for managing employees’ performance and for aligning all employees with key business objectives by assigning financial and non-financial goals and monitoring and assessing performance. It help to evaluate the success of a staffing system in terms of outcomes that take place some time after hire and include:

  • Job success by recruiting source and by recruiter
  • Employee tenure by recruiting source and by recruiter
  • Promotion rates by recruiting source and by recruiter
  • Competitive advantage can be created through staffing by identifying the staffing activities that drive business success and strategy execution, evaluating them, and improving them.
  • Measurement occurs at a single point in time, and isn’t as useful as is tracking and making comparisons over time.


Résumé Screening Software

include sourcing, recruiting, screening, and hiring costs including referral bonuses, travel expenses, advertisements, candidate assessments, meals, transportation, and testing including drug tests and background checks.


Digital Staffing Dashboards

interactive computer displays of indicators of how the staffing function is meeting its goals. Awell-crafted staffing dashboards help companies monitor and manage their workforce and chart progress toward meeting strategic and tactical staffing objectives.


Staffing Evaluation Process

For existing internal processes, the use of DMAIC (Define, Measure, Analyze, Improve, and Control) can be helpful. Defining the problem: reducing unwanted turnover among high performers. Measuring: identifying key measurements underlying turnover. Analyzing: understanding key factors and trends that create turnover. Improving: identifying and executing a plan to address those factors. Controlling: implementing controls to lower turnover on an ongoing basis.