Staffing

Staffing

• Defined as the management function that determines human resources needs, recruits, selects, trains, and develops human resources for jobs created by the organization.

• It is undertaken to match people with jobs so that the realization of the organization’s objectives will be facilitated.

Staffing procedure

1. Human resource planning2. Recruitment3. Selection4. Induction and orientation5. Training and development6. Performance appraisal7. Employment decisions(rewards, transfers,

promotion and demotion)8. separations

Human resource planning activities

1. Forecasting – an assessment of future human resource needs in relation to the current capabilities of the organization

2. Programming – translating forecasted human resource needs to personnel objectives and goals.

3. Evaluation and control – monitoring human resource action plans and evaluating their success.

Recruitment• Refers to attracting qualified persons to apply for

vacant positions in the company so that those who are best suited to serve the company may be selected.

• Source of Applicants– Organization’s current employees– Newspaper advertizing– Schools– Referral from employees– Recruitment firms– competitors

Selection

• Refers to the act of choosing from those that are available the individuals most likely to succeed on the job.

• The purpose of selection is to evaluate each candidate and to pick the most suited for the position available.

• Selection procedures may be simple or complex depending on the costs of a wrong decision.

• When the position under consideration involves special skills, a more elaborate selection process is undertaken.

Ways of determining the qualifications of a job candidate• Application blanks – provides information

about a person’s characteristics such as age, marital status, address, educational background, experience, and special interests.

• References – are those written by previous employers, co-workers, teachers, club officers, etc. Their statements may provide some vital information on the character of the applicant.

• Interviews – information gathered by asking series of relevant questions to the job candidate.

• Testing – this involves an evaluation of the future behavior or performance of an individual.

Types of Tests

• Psychological tests – is an objective, standard measure of a sample behavior. It is classified into:a.) Aptitude test – used to measure a person’s capacity

or potential ability to learnb.) Performance test – used to measure a person’s

current knowledge of a subjectc.) Personality test – used to measure personality traits

as dominance, sociability, and conformity.d.) Interest test – used to measure person’s interest in

various fields of work.

• Physical examination – test given to assess the physical health of an applicant. It is given to assure that the health of the applicant is adequate to meet the job requirements.

Induction and Orientation

• In induction, new employee is provided with the necessary information about the company. The company history, its products and services, and the organizational structure are explained to the new employee. His duties and responsibilities, and benefits are relayed to him. Personnel and health forms are filled up, and passes are issued.

• In orientation, the new employee is introduced to the immediate working environment and co-workers. Location, rules, equipment procedures, training plans and performance expectations are discussed. The new employee also undergoes socialization process by pairing him with an experienced employee.

Training and development

• Training is necessary if the newly-hired employee is assessed to be lacking the necessary skills required for the job.

• Training refers to the learning that is provided in order to improve performance on the present job.

Training program for nonmanagers• On-the-job training – the trainee is placed in an

actual work situation under the direction of his immediate supervisor, who acts as trainer.

• Vestibule school – the trainee is placed in a situation almost exactly the same as the workplace where machines, materials and time constraints are present.

• Apprenticeship program – a combination of on-the-job training and experiences with classroom instruction in particular subjects are provided to trainees.

• Special courses – provide more emphasis on education rather than training.

Training Programs for Managers

• Training methods that enhance decision-making skills:

1.In-basket – The trainee is provided with set of notes, messages, telephone calls, letters, and reports, all pertaining to a certain company situation. He is expected to handle the situation within a given period of 1 to 2 hours.

• Management games – The trainees are faced with a simulated situation and are required to make an ongoing series of decisions about that situation.

• Case studies – Actual situations in organizations are presented and will enable one to examine successful and unsuccessful operations.

Training methods that enhance interpersonal competence

• Role playing – the purpose is to improve skills in human relations, supervision and leadership. Trainees are provided with a script or a description of a given problem and of the key persons they are to play.

• Behavior modeling – the trainee is expected to adapt the behavior of the model and use it effectively in some instances later on.

• Sensitivity training – awareness and sensitivity to behavioral patterns of oneself and others are develop.

• Transactional analysis – training method intended to help individuals not only understand themselves and others but also improve their interpersonal communication skills.

Training methods that enhance job knowledge• On-the-job experience – provides valuable

opportunities for the trainee to learn various skills while actually engaged in the performance of a job.

• Coaching – this method requires a senior manager to assist a lower-level manager by teaching him the needed skills and generally providing directions, advice, and helpful criticism.

• Understudy – under this method, a manager works as assistant to a higher-level manager and participates in planning and other managerial functions until he is ready to assume such position himself. Sometimes, the assistant is allowed to take over.

Training methods that enhance knowledge of the organization• Position rotation – under this method, the

manager is given assignments in variety of departments. The purpose is to expose him to different functions of the organization.

• Multiple management – junior executives are provided with means to prepare them for higher management positions. They are encouraged to take a broad business outlook rather than concentrating on their specialized lines of work.

Performance appraisal

• Is the measurement of employee performance.• Purposes:1. To influence in a positive manner employee

performance and development.2. To determine merit pay increases3. To plan future performance goals4. To determine training and development needs5. To assess the promotional potential of

employees

Ways of appraising performance

1. Rating scale method – each trait or characteristic to be rated is represented by a scale on which the rater indicates the degree to which the individual possesses the trait or characteristic.

2. Essay method – the evaluator composes statements that best describe the person evaluated.

3. Management by objectives method – where specific goals are set collaboratively for the organization as a whole, for various subunits, and for each individual member. Individuals are then evaluated on the basis of how well they have achieved the results specified by the goals.

4. Assessment center method – where one is evaluated by persons other than the immediate superior. This method is used for evaluating managers.

5. Checklist method – the evaluator checks statements on a list that are deemed to characterize an employee’s behavior or performance.

6. Work standards method – standards are set for the realistic worker output and later on used in evaluating the performance of non-managerial employees

7. Ranking method – each evaluator arranges employees in rank order from the best to the poorest.

8. Critical –incident method – the evaluator recalls and writes down specific but critical incidents that indicate the employee’s performance. A critical incident occurs when employee’s behavior results in an unusual success or failure on some parts of the job.

Employment decisions

• Monetary rewards – given to employees whose performance is at par or above standard requirements

• Promotion – a movement by a person into a position of higher pay and greater responsibilities and which is given as a reward to competence and ambition

• Transfer – movement of a person to a different job 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 a poor performing employee.

• Demotion – a movement from one position to another which has less pay or responsibility attached to it. It is used as a form of punishment or as a temporary measure to keep an employee until he is offered a higher position.

Separation• A voluntary or involuntary termination of an

employee.• When made voluntary, the organization’s

management must find out the real reason. If the presence of a defect in the organization is determined, corrective action is necessary.

• Involuntary separation or termination is the last option when an employee’s performance is poor or when he/she committed an act violating company rules and regulations. This is usually made after training efforts fail to produce positive results