Staffing of Virtual Workforce: A New Hrm Problem to Solve

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Analysis Virtual Work Environment

As described earlier, in devising a successful staffing process for virtual workforce it is critical to analyze its environment to identify the unique dimensions. In the context of global virtual teams Harvey et al. (2004) proposed six step systematic approach (fig. 3) in accessing and managing of global virtual teams. [pic 2]

STEP

DESCRIPTION

Assessing the need for Global Virtual Teams

In this step, the HR function tries to understand why global virtual teams are required and assess the underlying organization strategy behind the virtual workforce. This will help HR to understand the intent of virtual teams and ultimately assist them to develop a successful competency model based on the organizational needs and strategy.

Detailed Analysis of Virtual Team’s task work

In this step, the tasks which virtual teams will perform are assessed in greater details to establish the skills required for virtual team members. Tasks could be categorized into three categories coordinative, computational and creative respectively and each category may require distinct competencies. Complexity and ambiguity of tasks is also analyzed to develop a right competency model.

Assessing physical environment in which virtual teams will operate

In this step, the physical factors like geographical region and socio-political and economic factors of the virtual environment are analyzed. The more variance between the home country environment and countries in which virtual teams will operate increases the complications and obstruct with successfully accomplishment of team goals. Therefore, the environment must be examined in making an assessment of the potential goals and determine the success of virtual teams

Assessment of size requirements

The size of the virtual teams will depend on the organizational objectives that the team will achieve over a stated period. The goals may require a larger team to gather the essential skill base or to have a sufficient group of team members to address the complex nature of global organizations.

Develop Performance Appraisal metrics for virtual teams

One of the most critical steps in assembling virtual teams is to develop a metrics to determine if the team is accomplishing the organizational objectives and is performing in an effective and efficient manner.

Establish performance assessment of virtual teams

Beyond developing the performance metrics for virtual teams, there must also be a dedicated evaluation process specifically designed for the virtual workforce and goes beyond the typical performance appraisal efforts of the organization.

Although methodology is proposed in the context of global virtual teams specifically, but can be used in a broader sense to analyze the Virtual Work Environment for all virtual workforce types. Table 1 describes six steps in more detail.

[pic 3]

Develop Competency Model and Assessment

Once the analysis virtual work environment is done, the next step will be to develop a competency model with required capabilities. Due to the complex environments in which virtual workforce operates, it is a staffing imperative that talent, skill, and experience base of virtual employees need to be diverse. An individual has to possess some additional competencies and specific cognitive behaviors to work effectively in virtual environments. The additional skills required for virtual teams have to be identified and included in final competency model developed to select the candidates. Harvey et al. (2004) presented six cognitive characteristics that have a particular importance for the effective functioning of virtual teams (fig. 4). These diverse cognitive characteristics of individual in combination with the regular job spanning capabilities, ability to relate to organizational climate or values and other attitude traits associated with effective performance can provide the building blocks of a multi-perspective HRM framework to assess the appropriate candidates in the virtual workforce selection process. [pic 4]

Multiple IQ’s: The selection of virtual employees can start by using a set of multiple IQs as indicators of the varied abilities of each potential candidate. As proposed by the triarchic theory of human intelligence (Sternberg, 1985, 1996), the set of multiple IQs can be grouped into three categories of intelligence. Analytical intelligence, which describes an individual’s approach to problem solving and knowledge acquisition that draws on his or her ability use cognitive and emotional intelligence to analyze and evaluate ideas. Practical intelligence, an individual’s tacit knowledge that draws on common sense and street smartness to adapt to an environment. Creative intelligence, an individual’s ability to develop innovative solutions to complex problems encountered in novel environments.

The use of the multiple intelligences will provide larger cognitive diversity base in virtual workforce members and will increase the probability of their success.

Learning Style: Over the past three decades’ researchers have identified four learning styles using the Learning Styles Inventory (Kolb, 1974, 1985; Vincent & Ross, 2001), which are:

- Divergent Learning Style – In this learning style an individual view concrete situations various perspectives to collect it into a meaningful gestalt.

- Convergent Learning Style - Style that reflects the ability to learn through decomposing and abstracting both the problem and its context/setting.

- Assimilating Learning Style – Similar to convergent style but, in contrast, uses inductive reasoning to find possible solutions to problems at hand.

- Accommodating Learning Style - It’s a goal-oriented learning style where getting things done is the primary purpose. This learning style stimulates the individual’s tendency of risk taking, exploring new things and ability to adapt to unique environments cognitively.

The learning style inventory of potential candidates can assist in determining the types of tasks assignments they are best suited for to effectively achieved results in virtual environments.

Thinking Style: Thinking styles involves the integrative utilization of cognitive and