MANAGEMENT TRAINING FOR INTEGRATED SERVICES

COURSE 5: RECRUITMENT AND ADMINISTRATION

1

©Intercamp Consulting 2010

Staffing
Staffing is a managerial function of recruiting, selecting, placing, appraising, training and developing people to carry out the jobs or roles in the organizational structure. Staffing is important both to the organization and to the people t employs.
Employees are human assets of an organization and as such have a value to the organization Employees often have career ambitions and might be motivated by:
Concern for their career development (through appraisal, training and development programs) The prospect of promotion
©Intercamp Consulting 2010

2

Recruitment and selection
Recruitment is the process of enlisting people from outside the organization to fill gaps in the organization and is usually done in large numbers and for particular grades of staff. Selection is the process of choosing people for the job:
A number of recruits might be selected from amongst a large number of applicants Existing staff in one grade might be selected for promotion to a higher grade Selection might also mean choosing one person to fill one particular job Placement is the process of putting people who have been recruited or selected for a promotion into a particular job.
3 ©Intercamp Consulting 2010

Method of recruitment and selection
Once the total number for recruitment or selection have been decided, there are two methods of going about the task of deciding what sort of people are needed to fill the jobs.
The preparation of job description
Roles and responsibility suited to individual positions

The preparation of a personnel specification
Generalized recruitment into position with several job description

4

©Intercamp Consulting 2010

Job description
A job description is used to determine
The content of the job It relative importance in comparison with other jobs

The job description is prepared from an analysis of the job and will list
The duties of the job The responsibilities of the job holder The limit of the job holder’s authority The relationship of the job to other positions Major tasks to be accomplished by the job holder Objectives and expected results Terms and condition of employment
5 ©Intercamp Consulting 2010

The use of job description
A job description is used to:
Decide what skills and qualification are required of the job holder Ensure that the job
Will be full-time job for the job holder and will not under utilize him by not giving him enough to do Provides a sufficient challenge for the job holder

To determine a rate of pay which is fair for the job To provide information on which particular job vacancy can be advertised

6

©Intercamp Consulting 2010

Personnel specification
Personnel specification is applicable to the general recruitment of young people into low grade jobs It identifies the type of person the organization should be recruiting Personnel specification is an all purpose selection assessment plan for recruiting younger people in fairly large numbers into a fairly junior grade
Job description refers to one sort of job while personnel specification refers to several job description Job description requires that the job holder is already specialized while personnel description build specialization with time
7 ©Intercamp Consulting 2010

Personnel specification plan
The 7 point plan
Physical attributes Attainment General intelligence Special aptitude Interests Disposition Background circumstances
8 ©Intercamp Consulting 2010

5 point plan of personality
Impact on others Acquired knowledge or qualification Innate ability Motivation adjustment

Office Administration
In business, administration consists of the performance or management of business operations and thus the making or implementing of major decisions. Administration can be defined as the universal process of organizing people and resources efficiently so as to direct activities toward common goals and objectives. Office administration is a set of day-to-day activities related to financial planning, billing and recordkeeping, personnel, and physical distribution and logistics, within an organization. Office administration includes planning work assignments for staff, supervising staff, and requesting new office equipment and repairs on existing equipment.
9 ©Intercamp Consulting 2010

Administrative functions
Planning is deciding in advance what to do, how to do it, when to do it, and who should do it. It maps the path from where the organization is to where it wants to be. The planning function involves establishing goals and arranging them in logical order. Administrators engage in both short-range and long-range planning. Organizing involves identifying responsibilities to be performed, grouping responsibilities into departments or divisions, and specifying organizational relationships. The purpose is to achieve coordinated effort among all the elements in the organization (Coordinating). Organizing must take into account delegation of authority and responsibility and span of control within supervisory units. Staffing means filling job positions with the right people at the right time. It involves determining staffing needs, writing job descriptions, recruiting and screening people to fill the positions.
10 ©Intercamp Consulting 2010

Administrative functions
Directing (Commanding) is leading people in a manner that achieves the goals of the organization. This involves proper allocation of resources and providing an effective support system. Directing requires exceptional interpersonal skills and the ability to motivate people. One of the crucial issues in directing is to find the correct balance between emphasis on staff needs and emphasis on economic production. Controlling is the function that evaluates quality in all areas and detects potential or actual deviations from the organization's plan. This ensures high-quality performance and satisfactory results while maintaining an orderly and problem-free environment. Controlling includes information management, measurement of performance, and institution of corrective actions. Budgeting, exempted from the list above, incorporates most of the administrative functions, beginning with the implementation of a budget plan through the application of budget controls.
11 ©Intercamp Consulting 2010

RELEVANCE OF AN ORGANISATIONAL STRUCTURE CHART
It clarifies the lines of authority and how work is shared within the organisation. Employees feel part of the company when they see themselves on the chart. It shows outsiders how the company is structured and its main areas of work. It shows the different departments and the number of staff. It makes the delegation of responsibilities easier. A good structure should help the company reach its objectives.
12 ©Intercamp Consulting 2010

ORGANISATIONAL STRUCTURE CHARTS
Once the chart has been drawn up, check for the following: consistency: include all names and/or job titles. clarity: distinguish job titles from departments or sub-teams clearly. completeness: do not forget the organisation’s members, volunteers, and part-time staff. update: as and when necessary, and decide who should be responsible for doing this. place: think about where to place the chart (eg as a poster in reception).
13 ©Intercamp Consulting 2010

MAKING VISITORS FEEL WELCOME
Install a signboard outside the office with the organisation’s name, office hours and contact details, so that visitors will know what the organisation is and how to make contact with it. Some offices with fewer staff distinguish between ‘office hours’ and ‘visiting hours’, to reduce the demands that too many visitors can place on staff. Make a sign giving directions to the main entrance and reception area. Label the offices of individuals with the person’s name and job title so that visitors can find the office that reception staff direct them to. Set up a reception area with at least two chairs and a small table. Put the organisation’s brochure and annual report on the table for visitors to read while they are waiting.
14 ©Intercamp Consulting 2010

MAKING VISITORS FEEL WELCOME
Keep an appointments book that shows when visitors are expected. Wherever possible make appointments for visitors to discourage unexpected visits. Design any noticeboards (vehicle control board, meeting board, etc.) nicely so that they make the office look more attractive. You may want to hang a display board showing the organisation’s current activities. This could include photos (with captions) of staff or partners at work, workshops they have attended, and visitors to the office. Display the organisational structure chart, mission statement and strategic plan if you have them. Make sure that the reception area, however small it may be, is always clean and tidy. Take any steps necessary to make the office accessible to disabled people.
15 ©Intercamp Consulting 2010

BOOKS AND FORMS
Telephone messages Whenever a person calls for someone who is not in the office, the Administrator (or Secretary, if the office has one) should write down the name of the person who called, his or her telephone number, the time and date of the call, and any message. The person who took the message should also sign her name. Appointments book The appointments book can be a diary or any other calendar that is used only to record appointments. The Administrator or the Secretary should record all the appointments and remind people about them closer to the time. Visitors book The visitors book can be a blank book. In it, visitors should sign their name, their organisation’s name, address, telephone number, fax number, email address, and the date of their visit. Some visitors will just give a business card: the Administrator can attach that to the book instead. The Administrator can also write down later with whom that person met, and what was discussed. If the organisation uses a computer, the Administrator can put the visitor’s information in a database or spreadsheet so that the organisation can keep a contact address list.
16 ©Intercamp Consulting 2010

TELEPHONE MESSAGE FORM
For: ________________________________________________________ Mr/Mrs/Miss _________________________________________called you at ________________ am/pm on ____________________________ [date] Please call back. Telephone number:___________________ Will call you later. Will visit you. Left a message for you: Prepared by: Name: __________________________________________________ Signature:_______________________________________________ Job title: ________________________________________________

17

©Intercamp Consulting 2010

18

©Intercamp Consulting 2010

19

©Intercamp Consulting 2010

GOOD OFFICE ADMINISTRATION
Organisational structure chart The staff team and visitors to the office can visualise how the organisation is structured and what its reporting lines are. Office visitors Visitors will feel welcome and informed, and leave with a good impression of the office. Appointments system Visitors will have more guaranteed access to the staff member visited, staff will be less disrupted by visits and a record of visitors will be kept. Reception system Incoming telephone messages will be recorded and callers will experience good customer service.
20 ©Intercamp Consulting 2010

GOOD OFFICE ADMINISTRATION
Correspondence Different letter formats will be used as appropriate and the quality of written correspondence will improve. Office communications Internal memos and meetings will be used to facilitate communications within the team. Filing and record keeping Different types of information will be stored appropriately and all documents will be securely filed and easy to access. Administrative audit Office systems will be regularly monitored so that they can be continually improved. Resource centre Books and other important documents will be well organised, classified, indexed and appropriately shelved so that staff and others can find what they need quickly.
21 ©Intercamp Consulting 2010

Sign up to vote on this title
UsefulNot useful