Lesson 10: STAFFING IN THE ORGANIZATION

Staffing the organization is another major responsibility of managers. Staffing involves appointing qualified people
into positions in the organization, ensuring that they are efficient and effective employees, and promoting their
growth as they continue to work in the company. Managers should be able to fill all job positions in the company
since a complete body of employees is necessary in the accomplishment of the organizations goals and objective.

THE NATURE OF STAFFING

Staffing or human resources management is the managerial function of acquiring and developing human resources
for carrying out and performing the various activities of the organization. This steps in staffing involve human
resources planning, job analysis, recruitment, selection of the right people, andfinally, orientation of the selected
employee.

Staffing is a continuous process. This is due to never ending need to find , hire and develop talents for the company.

THE HUMAN RESOURCE DEPARTMENT

The human resources department implements human resource management and its related activities for the
company.it is staffed by human resources professionals and supervised by a human resource director. The HRD is
also responsible for ensuring that the company complies with workplace safety standards and labor and employment
laws.

THE STAFFING PROCESS

The staffing processis crucial for the achievement of organizational goals. The first step in the process is human
resource panning wherein the managers identifies the right number of people and the required skills for the
differentjobs. Job analysis is employed to determine the tasks, activities and skills required in the identified positions.
After identifying the job specifications, qualified people are scouted to fill in the positions in the organization. The
process of finding people to hire for a job is called recruitment. The selection of job candidates is done through
interviews, psychological tests and background check. Upon hiring new employees are oriented on company rules
and policies, compensation and benefit packages and training program.

Human Recruitment/Selection/Placement Performance Appraisal

Resource- New Employee Orientation Rewards System
Job Analysis Training and development Employee Movement
Employee Relations

HUMAN RESOUCE PLANNING

Human resource planning (HRP) ensures that the company achieves its mission, vision, and goals by employing the
right people with the right skills required for the different task in the organization.HRP is the critical component

PROCESS INVOLVE IN HRP:

1. ENVIRONMENTAL SCANNING- it is crucial for a manager to find out the factors currently affecting the
labor market because this can affect the company’s recruitment.
2. FORECASTING AND ESTIMATING THE FIRM’S MANPOWER COMPLEMENT – the status of
employment in the organization, specifically the number of regular and contractual or temporary employees
should be determined. Forecasting is done to identify the demand for and supply of employees while
considering the manpower requirements, the internal supply of employees and possible external sources of
employees.
3. GAP ANALYSIS - gap analysis is done to determine if there is a gap or difference between demand and
supply in human resources. If there is a surplus of employees, there may be a need to trim down their
 number to achieve the desired manpower complement. One options is to offer early retirement programs for
those who are already near the retirement age of 60 years old. One cause of employee surplus is
redundancy or when certain positions are no longer needed by the company. Another options to address
surplus is by implementing a hiring freeze where recruitment and hiring of new personnel are halted.
 When demand is equal to supply, the current workforce is provided with further skills training.in some
instances, the company conducts job rotation where employees are allowed to work in different jobs to gain
additional work experience.

Job Analysis - is the procedure for determining the duties and skill requirements for a job or position.

The ff. information can be collected through job analysis:

1.Specific tasks and activities - these refer to the essential tasks required for a position.

2. Required behavior on the job - this refers to workplace behavior or ethics required in the performance of the
job concerned.

3. Required job standards - refers to the performance levels or standards required on the job.

4. Knowledge, tools and equipment used - this takes in to account knowledge on software applications,
accounting procedures, laws and other relevant information.

5. Work conditions - this include the physical aspects of the job such as work schedules and physical environment.

6. Personal characteristics and requirements - this include the educational background, training, experience,
personality, type, attitude, values, and physical characteristics needed for the position.

THE JOB ANALYSIS PROCESS

Formulation of Selection of
Application of
objectives jobs Actual
job analysis
conduct of
techniques
job analysis

Preparation of job
description and job
specification

Following are the techniques that can be used in conducting job analysis:

1. Observation - this technique requires the analyst to actually observe the job as they are being perflrmed.

2. Interview - this technique requires face to face interaction between the job analyst and the employer.

3. Questionnaire - This is the least expensive for data gathering. The analyst prepares a questionnaire about
relevant information regarding a job.

4. Logbook - Recording tasks and activities in logbook is a good way to keep track of the conduct of a certain job
and its progress over a certain period.
Data gathered from the job analysis is used to formulate the job description.

Job Description - is a written summary of the duties, responsibilities, reporting relationships and the job
specifications for each job or position in the company.

The following are essential parts of Job description:

1. Job title or position - this describes the exact name of the job.

2. Reporting Relationships - this includes the job title for the position's immediate supervisor.

3. Job classification - Job titles have different job classes or levels.

4. General description of the job - Provides a description of the job and overview of its duties and
responsibilities.

5. Specific duties and responsibilities - this describes the function of the job in detail.

6. Job specification - it provides the minimum qualifications for a particular job such as Educational background,
experience, skills and personal qualities.

Recruitment - is the process of attracting qualified applicants to occupy vacant positions in the company.

Sources of Applicants

There are two types of applicants to job position in the company:

1. Internal Applicants - are company employees where consideredforpromotionto higher position.

2. External Applicants - are individuals who are recruited by the company or directly apply to join the company.

*referrals - where there own employees recommend suitable applicants.

Equal Employment - there are certain issues that companies should consider during recruitment stage.

*equal employment opportunity - which ensures that an applicants is not discriminated.

PLACEMENT

 The last part of hiring process

 The next step is submission of pre-employment requirements (NBI clearance, certificates and other
documents)
 Candidate has to undergo medical examinations (x-ray, blood test, fecalysis and urinalysis) to determine her
fitness to work
 After medical exam, the candidate is officially hired and signs the employment contract
 Status of employment may be Probationary, Contractual or Project-based
● Contractual and Project-based employees – are given a contract to work for the company for a
limited period
● Probationary – are given a period of six months after which he or she is evaluated before becoming a
regular employee

TRAINING AND DEVELOPMENT

 Refers to two distinct processes in employee development

● Training - organized activity that increases and enhances employee’s knowledge and skills on their job to
improve their performance
● Development – enhancement of the competencies of employees by giving them opportunities for greater
responsibilities
NEW EMPLOYEE ORIENTATION PROGRAM

 Aims to provide new employees with relevant information about the company (company history, mission-
vision, culture, products and services provided, work.hours, dress code and company policies)
 Also introduces new employees to their immediate superior and co-employees within the department

TRAINING PROCESS

 Important investment a company can make with their employees

 Ensures that the implementation of the program results in benefits for employees
 Includes pre-training program, implementation and evaluation
● Pre-training assessment – allows the trainer to identify which aspects of the trainees need
improvement; SMART (Specific, Measurable, Achievable, Realistic and Time-bond)
● Designing the Training Program – identifies the training methods to be used, the time frame for
implementation, dates and venues, evaluation methods, resource persons or speakers and training cost

TRAINING TECHNIQUES

1. Lectures 4. Programmed 7. Role playing

2. Demonstration instructions 8. Team building
3. Computer-based 5. Virtual reality
training 6. Case study

TRAINING IMPLEMENTATION

 the trainer delivers the training program utilizing selected techniques

TRAINING EVALUATION

1. Reactions 3. Recall
2. Results 4. Retrieval

COMPENSATION AND WAGES

 Any tangible equivalent or reward for services rendered or for the performance of a task performed in the
organizations

COMPENSATION GUIDELINES

 Compensation decisions are influenced by the nature and environment of a particular industry
 Compensation is usually time-based.

COMMON MODES OF PAYMENT

1. Payment for time worked

a. Across-the-board increase c. Cost-of-living allowances (COLA)

b. Merit increase d. Seniority pay

2. Flat rates
3. Compensation through incentives

a. Merit pay c. Commission

b. Price rate pay d. Group incentives

4. Payment based on skills

5. Payment based on knowledge or credentials
6. Executive Payment
 7. Special Payment

a. Overtime pay e. Service charge

b. Holiday pay f. Severance or separation pay
c. Premium pay g. Retirement pay
d. Night differential payment h. Thirteenth month pay

EMPLOYEE BENEFITS

Employee benefits are divided into two main groups: government-mandated and voluntary benefits. Government-
mandated benefits are those required by law, while voluntary benefits are those that are voluntarily given by the
company.

THE GOVERNMENT-MANDATED BENEFITS:

1. Social Security System(SSS)/Government 4. Philhealth (Philippine Health Insurance

Service Insurance System(GSIS) benefits Corporation) Benefits
2. Employees compensation(EC) program 5. Service incentive leave
3. Pag-Ibig( Home Development Mutual Fund) 6. Maternity Leave
Benefits 7. Paternity Leave
8. Special Leave for women

VOLUNTARY BENEFITSrefer to the benefits that are freely given by the company to its employee.

1. Vacation Leaves 8. Shuttle Service 14. Christmas Parties and

2. Sick Leaves 9. Hospitalization packages
3. Emergency Leaves 10. Group Life Insurance 15. Cash Bonuses
4. Summer Outings Program 16. Emergency Loan
5. Sportsfest 11. Bonuses 17. Free Uniform and Laundry
6. Rice Subsidy 12. Profit Sharing Allowance
7. Meal Subsidy 13. Stock Options 18. Executive Perquisites

Rewards system

-additional payments and benefits on top of the employees basic salary

Contingency Pay

-based on the employees performance, competency, contribution and skills. It can be applies on individuals or
groups.

Individual Contingency Pay

1. Pay for performance scheme - an employee is given a bonus based on performance

2. Pay for Competency - based on the knowledge, skills and abilities that employees have that they apply on
the job
3. Pay for Contribution - focuses on the combination of employee competencies and the output levels
4. Pay for Skills-the payment depends ongth skills acquired by the employee
5. Pay for Service - Usually paid yearly on the basis of an employees continued service
Group Contingency Pay

1. Team-based pay: based on the achievement of an certain quota or service delivery standard

2. Organization-wide pay: given to employees on the basis of the achievement of an organizational goals
 a) Gainsharing: based on a bonus plan whete employees are encouraged to fully contribute to the company's
performance
b) Profit sharing: refers to the scheme where employees share in the profits of the company either through
cash payments or Share of stocks

Performance Appraisal - process where employee performance is documented and evaluated. Performance
review or performance evaluation.

Purposes:

1. Needs Assessment- provides relevant information about the specific training needs to employees
2. Employee movements - helps management decide who will be promoted by providing proof of meritorious
performance
3. Basis for merit increase - gives strong proof for merit increase.
4. Legal concerns - basis for justifying such action. Also, used to address issues on rewards, layoff, and
employee transfer.
5. Development - evidence foe identifying career paths and determining personnel development.
6. Channel of communication - provides good venue for discussion regarding performance and other issues
between an employee and his or her immediate supervisor
7. Source of motivation-one way to boost employee morale and encourage them to make a good impression
and give an outstanding performance in their job.

PERFORMANCE APPRAISAL METHODS

-done through objective or judgmental methods

 Objective methods - measure the actual output and performance test

 Measures the actual output-volume of sales or no. of orders
 Performance test- evaluates an employee using a set of standardized conditions
 Judgmental methods-ranking and rating techniques
 Ranking techniques- employees are compared to others
 Rating techniques - compares employees to fixed standard

EMPLOYEE MOVEMENT - inevitable and are often the result of evaluation or structural changes in organization

 Vertical movement - from lower position to higher one.

 Horizontal movement - transfer of an employee to another department or position with similar
responsibilities

PROMOTION - movement to a higher level or position

Criterion:

Tenure- number of years in service

Meritorious Performance - excellent or outstanding performance
DEMOTION- a movement to a lower level or position
TRANSFER - a movement to another position with same responsibilities
SEPARATION - employee's departure from the organization
1. Resignation - voluntary decision to leave the organization
2. Separation with authorized cause-and-effect "layoff", company's decision to terminate employee due to
business reasons, redundancy and severance package.
3. Separation with just cause-and-effect employee is terminated due to theft, fraud, and either serious
offenses.
4. Retirement - end of the worker's employment due to old age, illness or infirmity

EMPLOYEE RELATIONS - essential component that contribute to the success of a company.

 1. Drive for commitment - wins employees over and gain their loyalty to the organization
2. Harmonization of termsand conditions of employment - ensures that employees are provided good
work conditions and benefits as stated in the contract
3. Emphasis of mutuality- management must be inclusive and employees must feel the managers are also
part of the team
4. Policies and practices for communication- clear and honest communication between employees and
management

LABOR UNIONS AND COLLECTIVE BARGAINING

- Philippines: Public sector unions or government employees unions

Private sector unions- members are employed in commercial, industrial and agricultural enterprises

Workers association - employee organizations established for mutual aid, protection nd other legitimate purposes
but not for the purposes of collective bargaining

Collective bargaining-process by which the labor unions negotiates a labor contract with management

EMPLOYEE CODE OF CONDUCT

- defines the acceptable behavior of employees within the workplace

1. Prohibition of illegal activities such as 5. Dress code and appearance

gambling, smoking, or drinking 6. Punctuality
2. Prohibition of discrimination against gender, 7. Procedures for sick leaves and emergency
race, religion and civil status leaves
3. Sexual harassment 8. Sanctionsfor violations of the code of conduct
4. Confidentiality and disclosure of confidential
information

GENERAL STEPS IN THE DISCIPLINARY PROCESS THROUGH HRD

- taken to address misconduct in the workplace or any type of violations against company rules

1. Identify the employee who committed the violation

2. Identify the violation committed
3. consult the department head or the immediate supervisor and make an initial assessment of the violation
4. Set a meeting with a department head or immediate supervisor and the employee
5. Ensure that the employee is provide with due process
6. Plan and discuss the corrective action with the department head or immediate supervisor

DUE PROCESS

- this ensures that the disciplinary process is conducted in a fair and impartial manner with due regard for the rights
of the employee.