STAFFING Definition of Staffing

"Staffing is the function by which managers build an organization through the recruitment, selection, and development of individuals as capable employees" - McFarland It is the process of determining human resource needs, recruiting, selecting, training and developing human resources for jobs created by an organization

!he managerial function of hiring and developing the re"uired personnel to fill in various positions in an organization What is Staffing? According to Knootz and O'Donnell," The anagerial f!nction of staffing in"ol"es anning the organizational str!ct!re, thro!gh #ro#er and effecti"e selection, a##raisal and de"elo# ent of #ersonnel to fill the roles designed into the str!ct!re$ %The staffing f!nction of anage ent #ertains to recr!it ent, selection, training, de"elo# ent, a##raisal and re !neration of #ersonnel$ Feat!res of Staffing Staffing is an i #ortant f!nction of anage ent$ The &asic concern of staffing is anage ent of an#o'er and h! an reso!rce$ Staffing hel#s in getting right t(#es of #ersons on right #laces )in organization*$ Staffing is a #er"asi"e f!nction$ Staffing is #erfor ed &( the anagers at all le"els of anage ent$ Wh( staffing?

To ens!re efficient #erfor

controlling f!nctions of

ance of #lanning, organizing, directing and anage ent$

To ens!re effecti"e !se of technolog( and other #h(sical reso!rces$ To ens!re o#ti ! !tilization of h! an reso!rces$ To de"elo# h! an ca#ital$ To oti"ate h! an reso!rce for &etter #erfor ance$ To de"elo# higher e #lo(ee orale.
+re,staffing stage

-efore staffing, .! an /eso!rce +lanning is re0!ired as a #re,

selection stage$

It in"ol"es t'o s!&,stages1

2* 3o& anal(sis 4* 5an#o'er #lanning

Nature of Staffing Function

Staffing is an i #ortant anagerial f!nction, Staffing function is the most important managerial act along with planning, organizing, directing and controlling. Staffing is a #er"asi"e acti"it(, As staffing function is carried out by all mangers and in all types of concerns where business activities are carried out. Staffing is a contin!o!s acti"it(, This is because staffing function continues throughout the life of an organization due to the transfers and promotions that take place. The &asis of staffing f!nction is efficient anage ent of #ersonnel, uman resources can be efficiently managed by a system or proper procedure, that is, recruitment, selection, placement, training and development, providing remuneration, etc. Staffing hel#s in #lacing right en at the right 6o&$ !t can be done effectively through proper recruitment procedures and then finally selecting the most suitable candidate as per the "ob re#uirements. Staffing is #erfor ed &( all anagers depending upon the nature of business, size of the company, #ualifications and skills of managers,etc. !n small companies, the top management generally performs this function. !n medium and small scale enterprise, it is performed especially by the personnel department of that concern.

!mportance of Staffing $. Ke( to other anagerial f!nctions$ Staffing function is very closely related to other managerial areas of the business. !t greatly influences the direction and control in the organization. The effectiveness of other managerial functions depends on the effectiveness of the staffing function. %$ -!ilding health( h! an relationshi#s$ Staffing function helps to build proper human relationships in the organization. Smooth human relations are the key to better communication and co&ordination of managerial efforts in an organization. '. .! an reso!rces de"elo# ent$ Skilled and e(perienced staff is the best asset of a business concern. The staffing function helps developing this asset for the business. !t inculcates the corporate culture into the staff which in turn ensures smooth functioning of all the managerial aspects of the business.

). 7ong Ter effect$ Staffing decisions have long term effect on the efficiency of an organization. *ualified, efficient and well motivated staff is an asset of the organization. Staffing function assumes special significance in the conte(t of globalization which demands high degree of efficiency in maintaining competitiveness. +. +otential contri&!tion$ Staff selection should be based on the ability of the prospective employees to meet the future challenges that the organization need to address. Therefore the potential contribution of the staff in their anticipated future roles should also be taken into account in staff selection. Staffing a( refer to1

Employment agency Human resources Recruitment Staffing #rocess 8sti ating an#o'er re0!ire ent /ecr!it ent Selection Orientation and #lace ent Training 9 de"elo# ent /e !neration +erfor ance a##raisal +ro otion co #ensation 8sti ating an#o'er re0!ire ent The "er( first ste# in staffing is to #lan the an#o'er in"entor( re0!ired &( a concern in order to atch the 'ith the 6o& re0!ire ents and de ands$ Therefore, it in"ol"es forecasting and deter ining the f!t!re an#o'er needs of the concern. /ecr!it ent Once the re0!ire ents are notified, the concern in"ites and solicits a##lications according to the in"itations ade to the desira&le candidates Selection This is the screening ste# of staffing in 'hich the solicited a##lications are screened o!t and s!ita&le candidates are a##ointed as #er the re0!ire ents$

Orientation 9 #lace ent

Once screening ta:es #lace, the a##ointed candidates are ade fa iliar to the 'or: !nits and 'or: en"iron ent thro!gh the orientation #rogra es$ #lace ent ta:es #lace &( #!tting right an on the right 6o&$

Training 9 de"elo# ent Training is a #art of incenti"es gi"en to the 'or:ers in order to de"elo# and gro' the 'ithin the concern$ Training is generall( gi"en according to the nat!re of acti"ities and sco#e of e;#ansion in it$ The 'or:ers are de"elo#ed &( #ro"iding the e;tra &enefits of in,de#th :no'ledge of their f!nctional areas$ /e !neration It is a :ind of co #ensation #ro"ided onetaril( to the e #lo(ees for their 'or: #erfor ances$ This is gi"en according to the nat!re of 6o&, s:illed or !ns:illed, #h(sical or ental, etc$ /e !neration for s an i #ortant onetar( incenti"e for the e #lo(ees$ +ro otion +ro otion is said to &e a non, onetar( incenti"e in 'hich the 'or:er is shifted fro a higher 6o& de anding &igger res#onsi&ilities$ It in"ol"es reassign ent of an e #lo(ee to a #osition ha"ing increased res#onsi&ilities, ore #ri"ileges 9 greater #otential$ /etire ent 8 #lo(ees !st &e re'arded 'ith onitor( f!nds along 'ith retire ent #lans, ins!rance sche es 9 other in"est ent sche es after there retire ent fro the organization the( ser"ed$ This a( &e the gift fro the organization the( ser"ed for a long #eriod$ 8 #lo( ent Agenc( It is an organization which matches employers to employees. In all developed countries there is a publicly funded employment agency and multiple private businesses which also act as employment agencies. .! an /eso!rces Human resources is the set of individuals who make up the workforce of an organization, business sector or an economy. "Human capital" is sometimes used synonymously with human resources, although human capital typically refers to a more narrow view i.e., the knowledge the individuals embody and can contribute to an organization. !ikewise, other terms sometimes used include "manpower", "talent", "labor", and simply "people".

/ecr!it ent Recruitment refers to the process of attracting, screening, and selecting a "ualified person for a #ob. $ll companies in any industry can benefit from contingency or retain professional recruiters or outsourcing the process to recruitment agencies.

%. .! an reso!rces #lanning

The Staffing ,rocedure

!t is the process of identifying human resources needs and planning for

recruitment and retention programs.

The planned output of any organization will re#uire a systematic deployment of

human resources at various levels. To be able to do this, the manager will have to involve himself with human resources planning.

The very first step in staffing is to plan the manpower inventory re#uired by a
concern in order to match them with the "ob re#uirements and demands. Therefore, it involves forecasting and determining the future manpower needs of the concern. !t involves three activities-

A$ Forecasting & assessment of future human resources needs in relation to the current capabilities of the organization -$ +rogra ing & translating the forecasted human resources needs to personnel ob"ectives and goals. <$ 8"al!ation and <ontrol & refers to monitoring human resource action plans and evaluating their success. . planning may also involve "ob analysis /ob analysis

& determines what kind of people should be recruited and helps management in maintaining the same recruitment standards throughout the company. & the outputs of "ob analysis are 6o& descri#tions and 6o& s#ecifications$ % ,hases of /ob Analysis /ob descriptions &refers to the content of the "ob, specifically "ob title, code number, division0department, place and hours of work, nature of the "ob, duties and responsibilities inherent in the "ob, methods and tools used, the person the worker is responsible to, funds and properties responsible for, compensation and benefits and hazards and risks. /ob specification &enumerates the #ualifications re#uired of the incumbent of each "ob. !t indicates the educational #ualifications, work e(perience, psychological traits particularly the mental and personality characteristics, health status, special #ualifications like age, gender, status, and special skills that are necessary if the incumbent is to perform the "ob well. 4$ /ecr!it ent .efers to attracting #ualified persons to apply for vacant positions in the company so that those who are best suited to serve the company may be selected. !t is identifying and attracting capable applicants for employment it ends with the submission of applications by the aspirants. 1nce the re#uirements are notified, the concern invites and solicits applications according to the invitations made to the desirable candidates. This is the process of attracting #ualified "ob applicants by using advertisements, employment agencies or word of mouth. The common methods of advertising include in employment sections of newspapers and increasingly through online recruitment websites. The talent pool for a new "ob can come from e(ternal recruiting 2outside the business3 or internal 2considering e(isting employees for promotion or a change of duties.3

!nternal and 4(ternal .ecruiting !nternal recruiting &when the business looks to fill the vacancy from within its e(isting

workforce. Filling up the vacant positions in this manner imply the following company policies$. 3 allowing transfers from one department to another or transfers from one branch location to another and %. 3 promoting from within.

4(ternal recruiting &when the business looks to fill the vacancy from any suitable applicant outside the business. Advantages and 5isadvantages of !nternal and 4(ternal .ecruiting !nternal recruiting Ad"antages 6heaper and #uicker to recruit . ,eople already familiar with the business and how it operates ,rovides opportunities for promotion with in the business 7 can be motivating 8usiness already knows the strengths and weaknesses of candidates Disad"antages 9imits the number of potential applicants No new ideas can be introduced from outside the business :ay cause resentment amongst candidates not appointed 6reates another vacancy which needs to be filled 4(ternal recruiting Ad"antages 1utside people bring in new ideas 9arger pool of workers from which to find the best candidate ,eople have a wider range of e(perience Disad"antages 9onger process :ore e(pensive process due to advertisements and interviews re#uired Selection process may not be effective enough to reveal the best candidate Sources of applicants A. 1rganizations current employees &some current employees may be #ualified to occupy positions higher than the one;s they are occupying. 8. Schools &representatives of companies may interview applicants inside campuses through conducting "ob affairs.

6. .ecruitment firms &a certain company may seek potential applicants from recruitment agencies 5. 6ompetitors &although this will sound unethical to some, a company may pirate an employee who is currently working on the company;s competitor by offering more benefits or a higher salary. :ethods of recruitment A. Newspaper advertising &the company may place an advertisement to newspapers and other local media to invite applicants. 8. .eferrals from employees &current employees may recommend relatives and friends who may be #ualified to apply. 6. <alk&ins 5. 6ampus recruiting &include "ob postings on school bulletin boards, delivering career opportunities talks to graduating students or campus interviews to selected graduating students. Some firms allow their e(ecutives to teach in certain universities on company time in order to attract applicants. 4. Special events recruiting F. 1nline recruitment &offers access to a wider pool of applicants and can save time and money '. Selection The process of choosing from a group of applicants the individual who is best suited for a particular position. !t is choosing the fit candidates from the applications received in the process of recruitment.

The #!r#oses of selection are to evaluate each candidate and to pick the applicant who is best suited for the position available. The selection process '.$. .eview of application blank & provides basic employment information to gather certain basic selection data and can be used to screen out un#ualified. '.%. 4mployment interview & is done by asking series of relevant #uestions to the "ob candidate. This will determine the ability of an applicant to organize his ideas. &this is critical step in the recruiting and hiring process since it provides the hiring supervisor the opportunity to review candidate;s #ualifications and to determine their suitability for the position. &it also provides candidates with the chance to learn about the position and its re#uirements and present information on their skills and e(perience. !nterviewing methods are =nstructured or non&directive type &interviewer asks #uestions as they come to mind, no set format to follow, and it

can take various directions. Structured or directive type &the #uestions and acceptable responses are specified in advance and the responses are rated for appropriateness of content. All applicants are generally asked the same set of #uestions. 6omputer&assisted interviewing &computer helps the interviewer ask the right #uestions to gain additional information or check concerns flagged by the computer. '.'. Testing &involves an evaluation of the future behavior or performance of an individual. There are different types of tests that may be administered depending on the re#uirement of the positiona. ,sychological test is an ob"ective, standard measure of a sample behavior> b. Aptitude test is one method of determining the future behavior of an individual which is used to measure a person;s capacity or potential ability to learn> c. ,erformance test is also used to measure a person;s current knowledge of a sub"ect> d. ,ersonality test is administered to measure the personality traits such as dominance, sociability and conformity> e. To measure a person;s interest in various fields, the interest test may be applied> f. ,hysical e(amination is given to assure that the health of the applicant is ade#uate to meet the re#uirements of the "ob. 1ther types of tests Tests of cognitive abilities &tests in this group include tests of general reasoning ability 2intelligence3 and tests of specific mental abilities like memory and inductive reasoning. Test of motor and physical abilities &motor abilities usually measured are finger de(terity, manual de(terity, speed of arm movement and reaction to time. :easuring personality and interests &personality tests can measure basic aspects of an applicant;s personality such as introversion, stability and motivation. Achievement tests or proficiency test &this is basically to measure what a person has learned.

'.). 8ackground investigation and reference checking &this is to verify the accuracy of factual information previously provided by the applicant and to uncover damaging background information such as criminal records and suspended driver;s licenses. 2personal references, school records and previous employment records3

'.+. ,hysical e(amination &this is to determine if the applicant #ualifies for the physical re#uirements of the position and to discover any medical limitations that should be taken into account in placing the applicant. '.?. Final employment decision &this is the decision to accept or re"ect the applicant based on the result of the physical e(amination and a value of "udgment based on all the information gathered in the previous steps. 5ifference between .ecruitment and Selection /ecr!it ent Attracting ma(imum number of applicants so as to have more options. @nown as a positive process as it contains only the process of creating the application pool. igh skills are not essentials. o Selection ,icking the best among them. !ncludes re"ection and fewer candidates are selected or sometimes even not a single candidate is selected. igh skills are must to select only those who are really fit for the "ob. ). iring !t happens when the company finally selects the best applicant that meets the stated "ob specifications.

The newly hired employee may still be on a contractual basis or may immediately become a permanent employee. <hat is certain is that, once hired, the person will already receive a salary. +. !nduction and 1rientation This refers to the assistance given to the newly hired employees in ad"usting to the new work environment which encompasses the people around him, the facilities of the organization, the programs and services, and the technology used in the production of goods and delivery services. !t is done to familiarize the selected applicant about the company;s rules, procedures, training plans and the different e#uipment used in the organization. A related term, ind!ction, is also provided to give the new employee information about the company, his duties, responsibilities and benefits.. Two types of orientation Formal orientation & it is use when there is a group of new workers that are regularly taken in periodically. &this is usually calendared and is considered an important event in organization. &usually it consists of the following activities> tour of the office0plant, film showing of the history, philosophy and structure of the organization, a

review of "ob description, a general assembly where a short discussion on benefits, programs and services takes place.

!nformal orientation &the new employee is assisted by another employee of the same department where the former is assigned to work. &a #uick tour of the work setting and an introduction to key people with who he will be interfacing. ?. Training and 5evelopment .epresents a planned effort by an organization to facilitate employees learning of "ob&related behaviors. .efers to the learning that is provided in order to improve the performance of the present "ob. The company may send the employee in various seminars and graduate studies. Training is a part of incentives given to the workers in order to develop and grow them within the concern. Training is generally given according to the nature of activities and scope of e(pansion in it. Along with it, the workers are developed by providing them e(tra benefits of in&depth knowledge of their functional areas. 5evelopment also includes giving them key and important "obs as a test or e(amination in order to analyze their performances.

Forms of training A. 1n&the&"ob training 21/T3, an e(perienced employee is asked to take a new employee Aunder his or her wingB and show the newcomer how to perform "ob duties. 8. 1rientation training includes lectures, films, audiovisual techni#ues, and simulations. 6. ,rogrammed and computer assisted instruction, in which the employee works at his or her own pace to learn material from a te(t that includes e(ercise and #uizzes to enhance learning. 5. 6onference and case discussion groups in which participants analyze cases or discuss topics assisted by a training leader. o 5ifference between Training and 5evelopment Training Non&:anagerial personnel. Technical and mechanical fields are emphasized in the process of training . !t is given to the personnel for specific "ob. A short&term process . De"elo# ent

:anagerial personnel. The idea behind the process of development is to enhance the conceptual ideas.

 ,reparing the personnel for variety of "obs. 9ong&term process. C. ,erformance Appraisal !t is the process of evaluating the "ob accomplishment of the employees. !t is the assessment of the e(tent to which "ob and organization ob"ectives have been achieved. 6omprises the steps of observing and assessing employees performance, recording the assessment, and providing feedback to the employee. Denerally, .: professionals concentrate on two things to make performance appraisal a positive force in their organization$. the accurate assessment of performance through the training of managers and the development of assessment systems such as rating scales, and %. the performance appraisal interview in which managers can provide feedback that will reinforce good performance and motivate employee development. ,erformance appraisal interview 7 most corporations provide formal feedback in the form of an annual performance interview with the employee. .easons why performance evaluation should be made-

To determine merit pay increases. To help employees plan for future performance goal. To asses the promotional potential of employees. E. 4mployment 5ecisions After evaluating the performance of employees, the management will now be ready to make employment decisions.

A. :onetary rewards &these are given to employees whose performance is at par or above standard re#uirements. 8. ,romotion from within &helps companies retain and develop productive employees. &it provides challenging assignments, prescribes new responsibilities, and helps employees grow by developing their abilities.

&one approach to promotion from within is 6o&

#osting which means that positions are announced to bulletin boards or in company publications as opening occur. &another approach is employee resource charts which are designed to identify likely successors for each management position. 6. Transfer &this is a movement of a person to a different "ob at the same or similar level of responsibility in the organization. &transfers are made to provide growth opportunities for the persons involved or to get rid of poor performing employees. 5. 5emotion &this is a movement from one position to another which has less pay or responsibility attached to it. &is used as a form of punishment or as a temporary measure to keep an employee until he is offered a higher position. F. Separations !t is either a voluntary or involuntary termination of an employee. a. Goluntary &the organization;s management must find the real reason. !f the presence of a defect in the organization is determined, corrective action is necessary. b. !nvoluntary or termination &is the option that the management e(ercises when an employee;s performance is poor. This is usually made after training efforts fail to produce positive results.