STAFFING

Human Resource Planning

Assessing Future
Assessing Current
Human Resource
Human Resources
Needs

Developing a
Program to Meet
Needs
 Human Resource Planning

The process of systematically reviewing

HR requirements to ensure that the
required number of employees, with the
required skills, are available when they are
needed
HR Planning
We have found the gap, how do we fill this void?
Internal Labour Supply
Skill Inventory
Succession Planning
Replacement Planning
Inventory Chart
Present & Future staffing situations
Helps in retention & expulsion strategy

External Labour Supply

Job Analysis
(Functional Job Analysis, Position analysis questionnaire)
A Basic Human Resource Management Tool

Human Resource
Tasks Responsibilities Duties Planning
Recruitment

Selection

Training and
Job
Development
Descriptions
Job Performance Appraisal
Analysis Compensation and
Job
Specifications Benefits
Safety and Health

Employee and Labor

Relations
Knowledge Skills Abilities Legal Considerations

Job Analysis for Teams

Definitions
Job - Consists of a group of tasks that must be performed
for an organization to achieve its goals
Position - Collection of tasks and responsibilities
performed by one person; there is a position for every
individual in an organization
Job analysis - Systematic process of determining the
skills, duties, and knowledge required for performing jobs
in an organization (functional job analysis , position
analysis questionnaire)
Job description document providing information
regarding tasks, duties, and responsibilities of job
Job specification minimum qualifications to perform a
particular job
Recruitment is defined as a process to
discover the sources of manpower to meet the
requirements of the staffing schedule and to
employ effective measures for attracting that
manpower in adequate numbers to facilitate
effective selection of an efficient workforce.
 Objectives of Recruitment
To attract people with multi dimenional skills and
experiences that suit the present and future
organisational strategies.
To infuse fresh blood at all levels of the
organisation
To develop an organisational culture that attracts
competent people to the company.
To search or head hunt people whose skills fit
the companys values.
To search talent globall and not just within the
company
 Internal Source
Used as a technique of motivation.
Morale of the companies can be improved.
Loyalty, commitment, sense of belongingness and
security of the present employees can be enhanced.
Economic needs can be met.
Trade unions can be satisfied.
Cost of selection
Cost of training, induction etc. can be reduced.
Suitability of the internal candidates can be judged better
than external
Social responsibility towards employees
 External Sources
Suitable candidates with skill, knowledge,
talent etc are available.
Candidates can be selected without any
pre concieved notions.
Expertise, excellence etc can be easily got
Long run benefit to org in the sense that
qualitative HR can be brought.
 Internal Sources
Present Permanent employees
Present Temporary employees
Retired employees
Dependents of retired, deceased, disabled
employees.
 External Sources
Campus Recruitment
Advertisements
Employment Exchanges
Unsolicited Applicants
Gate Hiring / Contractors
 Modern External Sources
Walk in
Head hunting
Body Shopping
E Recruitment
Outsourcing
 Techniques of Recruitment
Traditional Techniques
Promotion
Transfer
Modern Techniques
Scouting
Salary and Perks
ESOP
 Factors affecting Recruitment
External Factors
Supply and Demand
Employment rate
Political and legal considerations
Sons of soil
Image
Internal factors
Recruitment policy
Human Resource Planning
Size of the firm
Cost
Growth and Expansion
 Centralised Recruitment
Merits:
Average cost of recruitment per candidate is less.
It would generally be above malpractices, favoritism,
bias etc
Facilitate interchangeability among staff.
Enables to have centralized selection procedure,
promotion, transfer etc.
Ensures more effective and suitable placement to staff
Centralized training programmes which brings uniformity
 Decentralised Recruitment
Merits:
Can recruit as and when required
Enjoys the freedom in finding out, developing the
sources etc.
Gets most suitable candidates as it is well aware of the
jobs regarding the local factors, cultural factors, etc
Units concentrate only on those sources or places where
it normally gets the candidates.
Units enjoy better familiarity and control over the
employees it recruits rather than employees selected on
a centralised basis.
SELECTION
The selection procedure is a system of functions and
devices adopted in a given company to ascertain whether
the candidates specifications are matched with the job
specification and requirements.
The selection procedure cannot be effective unless
Requirements of the job to be filled have been clearly
specified.
Employee specification clearly specified.

Candidates for screening have been attracted.

 Steps in Selection
Job analysis
Recruitment
Application Form
Written exam
Preliminary interview
Test
Interview
Medical Examination

Reference Checks

Final Decision

Job Offer

Employment
 TEST
A psychological test is essential objective and
standardized measure of sample of behavior
from which inferences about the behavior and
performance of the candidate can be drawn.
 Types of Test
1. Aptitude Test: Used to measure the latent
ability of a candidate to learn new job or skill.
a) Mental / intelligence test
b) Skill Test: measure the ability to do job
perfectly and intelligently.
c) Mechanical Aptitude Test:
d) Psychomotor Test: Eye hand coordination
Test
2. Achievement Test or Proficiency test
Job knowledge Test
Work sample Test

3. Interest Test
4. Personality Test:
Evaluates in the
similar real life
situation
Group Discussion
Situation Test
Projective Test:
(TAT)
 Types of interview
Preliminary interview
a) Informal Interview
b) Unstructured
Interview
Core interview
a) Background
Information Interview
b) Stress interview
c) Group or
discussion interview
e) Formal and Structured interview
f) Panel interview
g) Depth interview
 Interview Process
Preparation for the interview
-- Choose the appropriate type of interview
-- Identify the knowledge, skill areas to be
examined
-- Determine the type and number of
interviewers.
-- Review of the information collected in
advance through other selection methods
-- Determine the coverage of the interview
Conducting the interview
-- Open the interview
-- Get complete and accurate information
-- Recording of observations and
impressions
-- Guide the interview
Closing the interview
Evaluate interview results
 PLACEMENT
Placement is the determination of the job
to which an accepted candidate is to be
assigned and his assignment to that job.
 Problems in Placement
Employee expectations
Job expectation
Changes in Technology
Changs in organisational structure
 How to make placement
effective???
Job Rotation
Team work
Training and development
Job enrichment
Relocating the employee
 INDUCTION
Induction is the task of introducing the new
employees to the organisation and its
policies, procedures and rules.

It is the process of receiving and welcoming

an employee when he first joins a company
and giving him the basic information he
needs to settle down quickly and happily
and start work.
 Objectives of Induction
Removes fears
Creates good impression
Creates a feeling of security
Indicates the standard of performance