STAFFING LESSON 6

JANUARY 6, 2020
QUESTION

• WHAT IS THE MOST IMPORTANT RESOURCE OF

AN ORGANIZATION?
• WHY DO YOU SAY SO?
HUMAN RESOURCE

• Most important resource of an organization

• Efficient and effective operation
• Human capital, intellectual assets, company talents
• Drivers of the organization’s performance
STAFFING
• Refers to filling in all organizational job position and keeping
this filled
• Identifying job position vacancies, job requirements,
workforce requirements, checking the internal environment of
the organization for human resources available
• Recruiting, selecting, placing, promoting, evaluating, career
planning, development and training, and compensating
SYSTEMS APPROACH

• Step-by-step way of filling job positions in organizations,

considering variables like numbers and kinds of human
resources needed, open managerial and non-managerial
positions, potential successors to open job positions
HUMAN RESOURCE INVENTORY

• Management succession/replacement chart

• External recruitment if no qualified successors
• Non-managerial HR may be seen thru Organizational
Charts
PRESENT AND FUTURE NEEDS FOR
HUMAN RESOURCE

• PESTLE
• Goals and Objectives, technology, types of work that have
to be done, salary scales, kinds of people in the company
RECRUITMENT

• Set of activities designed to attract qualified applicants for

job position vacancies in an organization
EXTERNAL RECRUITMENT

• Outside sources are considered in the process of locating

potential individuals who might want to join the
organization
EXTERNAL RECRUITMENT
• Advertisements • Educational institutions
• Unsolicited applications • Professional associations
• Internet • Labor unions
• Employee referrals • Employment agencies
• Executive search firms/ head
hunters
INTERNAL RECRUITMENT

• Filling job vacancies through promotions or transfer of

employees who are already part of the organization
INTERNAL RECRUITMENT

• Promotions
• Bulletin boards
• Recommendations
ADVANTAGE AND
DISADVANTAGE

• External
• Internal
STEPS IN HIRING EMPLOYEES
• Determining a need
• Job analysis
• Application search and selection
• Recruitment, screening and selection, interviews
• Decision making process
• Make a decision,
• Adaptation to the workplace/ Orientation
SELECTION

• The process of choosing individuals who have the required

qualifications to fill present and expected job opening
SELECTION PROCESS
• Establishing selection criteria
• Application form
• Screening by listing applicants who seem to meet the criteria
• Screening interviews to identify more promising applicants
• Interview by the supervisor/panel
• Verifying the information provided
• Examination
• Informing the applicant that he was chosen.
TYPES OF INTERVIEWS

• Structured interviews
• Interviewer asks the applicant to answer a set of prepared
questions- situational, job knowledge, simulation and
requirement questions
TYPES OF INTERVIEWS

• Unstructured interviews
• Interviewer has no guide and may ask questions freely
TYPES OF INTERVIEWS

• One-on-one interviews
• One interviewer is assigned to interview an applicant
TYPES OF INTERVIEWS

• Panel interviews
• Several interviewers or a panel may conduct the interview
of applicants which take turns to ask the interviewee.
TYPES OF EMPLOYMENT TESTS

• Intelligence test
• Designed to measure the applicant’s mental capacity
• Test cognitive capacity, speed of thinking, see relationships
in problematic situations
TYPES OF EMPLOYMENT TESTS

• Proficiency and aptitude tests

• Test present skills and potential to learn other skills
TYPES OF EMPLOYMENT TESTS

• Personality test
• Reveal the applicant’s personal characteristics and ability to
relate with others
TYPES OF EMPLOYMENT TESTS

• Vocational test
• Occupation best suited for an applicant
LIMITATIONS OF THE PROCESS

• What do you think is the best selection process? Why?

TRAINING AND DEVELOPMENT

• After you select the most competent employee, it is

necessary for your organization to train your new
employee.
TRAINING AND DEVELOPMENT

• Why do you need to train your employees?

TRAINING AND DEVELOPMENT

• Edge over other organizations

• Knowledge and expertise
• Learning opportunities
TRAINING

• Learning given by organizations to its employees that

concentrates on short-term job performance and
acquisition or improvement of job-related skills.
TRAINING

• How do you know that you need a training for your

employees?
TRAINING

• Training Needs Assessment must be done systematically

for us to ascertain if there is really a need for training
TRAINING

• Observe changes in business conditions (PESTLE) before

proceeding with the training
TRAINING

• Task Analysis
• Checking of job requirements to find out if all of these are
being done to meet company goals
TRAINING

• Person Analysis
• Determines who among the employees need training or
retraining.
DESIGNING TRAINING PROGRAM

• State the objectives that describe the knowledge, skills and

attitudes that have to be acquired or enhanced
• Consider trainee readiness and motivation
IMPLEMENTING TRAINING
PROGRAM
• OJT (On-the-job Training)
• Apprenticeship
• Classroom Instruction
• Audio-visual method
• Simulation and E-learning
LEARNING PRINCIPLES

• Modeling
• Use of personal behavior to demonstrate desired behavior or
method to be learned
LEARNING PRINCIPLES

• Feedback and reinforcement

• Learning by getting feedbacks or comments
• Reinforcement is accomplished through verbal
encouragement or by giving rewards
LEARNING PRINCIPLES

• Massed vs Distributed Learning

• Learning by giving training through either few, long hours
of training (massed) or series of short hours of training
(distributed)
LEARNING PRINCIPLES

• Goal-setting
• Explanation of training goals and objectives by the trainers
LEARNING PRINCIPLES

• Individual Differences
• Takes into account the individual differences of trainees to
facilitate person’s style and rate of learning
LEARNING PRINCIPLES

• Active Participation and Repetition

• Giving of frequent opportunities to trainees to do their job
tasks properly
EVALUATING THE TRAINING

• Assessment
• Return on Investment (ROI)
• Benefits
EMPLOYEE DEVELOPMENT

• Development
• Learning given by organizations to its employees that is
geared toward the individual’s acquisition and
expansion of their skills in preparation for future job
appointments and other responsibilities
EMPLOYEE DEVELOPMENT

• Developing employees is part of the organization’s career

management program
• Identification of skills, knowledge, abilities, values, and
interests
REFLECT

• Identify your own knowledge, skills, abilities, values and

interests.
• What career goals or pathways would you like to pursue in
the future?
• Devise a career plan.
COMPENSATION/ WAGES AND
PERFORMANCE EVALUATION

• Employee’s excellent or poor performance determines the

compensation given to them
COMPENSATION/ WAGE

• All forms of pay given by the employers to their

employees for the performance of their jobs
• Comes in many forms
DIRECT COMPENSATION

• Workers’ salaries, incentives, bonuses and comissions

INDIRECT COMPENSATION

• Benefits given to the employees other than financial

remunerations
• For example: travel, educational, health benifits
NONFINANCIAL COMPENSATION

• Recognition programs, assignment to rewarding jobs, ideal

work environment, convenient work hours
NONFINANCIAL COMPENSATION

• Recognition programs, assignment to rewarding jobs, ideal

work environment, convenient work hours
QUESTION

• Is there any connection between compensation and

organizational objectives?
• Cite some examples if there are any.
• Compensation pay represents a reward that an employee
receives for good performance that contributes to the
organization’s success
• You must consider:
PAY EQUITY

• Fairness
• Equity Theory is a motivation theory focusing employee’s
response to the pay that they receive and the feeling
behind it.
EXPECTANCY THEORY

• Predicts that employees are motivated to work well

because of the attractiveness of the rewards or benefits that
they may possibly receive from a job assignment.
 PIECEWORK BASIS

• Pay is computed according to the number of units

produced

BASES FOR COMPENSATION

 TIME-BASED

• Hourly basis
• Daily basis
• Weekly basis
• Monthly basis

BASES FOR COMPENSATION

 QUESTION

• Do you think that these bases are constant?

• Why or why not?

BASES FOR COMPENSATION

INTERNAL FACTORS

• Job related
• Compensation policies
• Qualifications of the employee
• Financial stability of the employer

FACTORS AFFECTING
COMPENSATION
EXTERNAL FACTORS

• Local and global market conditions

• Labor supply
• Wage rates
• Agreements
• Laws

FACTORS AFFECTING
COMPENSATION
GETS?

• Get 1 whole
• Choss
PERFORMANCE EVALUATION

• A process undertaken by the organization, usually done

once a year, designed to measure employees’ work
performance
WHY EVALUATE?

• To improve individual job performance

• What else?
ADMINISTRATIVE PURPOSES

• Compensation decisions, promotions, transfers and

terminations
• Done through appraisal or evaluation

PURPOSE OF PERFORANCE
EVALUATION
DEVELOPMENTAL PURPOSES

• Identifies employee performance and their strengths and

weaknesses that maybe used for training and development
needs

PURPOSE OF PERFORANCE
EVALUATION
TRAIT METHODS

• Find out if employee possesses important work

characteristics such as creativity etc.

PERFORANCE APPRAISAL
METHODS
GRAPHIC RATING SCALE

• Characteristics evaluated are represented by scale

PERFORANCE APPRAISAL
METHODS
BEHAVIORALLY ANCHORED RATING
SCALE (BARS)

• Includes 5-10 vertical scales, one for each important

strategy for doing job numbered according to importance

PERFORANCE APPRAISAL
METHODS
BEHAVIOR OBSERVATION SCALE
(BOS)

• Measure the frequency of the observed behavior

PERFORANCE APPRAISAL
METHODS
WHY SOME EVALUATION
PROGRAMS FAIL?
EMPLOYEE RELATIONS

The connection created among employees/workers as they

go about their assigned tasks for the organization to which
they belong.
FIND A PARTNER

Ask your partner:

What do you think hinder you from performing your best in
an organization?

EMPLOYEE RELATIONS
ENGAGED

Work with passion and feel a deep connection with their

company
Drive innovation and move the organization forward

TYPES OF EMPLOYEES
NOT ENGAGED

They put time but not energy or passion into their work

TYPES OF EMPLOYEES
ACTIVELY DISENGAGED

Not only unhappy at work but also act out their unhappiness
Undermine what their engaged coworkers accomplish

TYPES OF EMPLOYEES
EMPLOYER RELATIONS AND SOCIAL
SUPPORT
barriers
• Anti-social personality, being loner
• Lack of trust in others
• Selfish attitude
• Lack of good self-esteem

EMPLOYEE RELATIONS
EMPLOYER RELATIONS AND SOCIAL
SUPPORT
barriers
• Not a team player
• Cultural differences
• Lack of cooperation
• Lack of Communication
• Lack of Concern for others

EMPLOYEE RELATIONS
EMPLOYER RELATIONS AND SOCIAL
SUPPORT
How to overcome barriers
• Develop healthy personality to overcome negative attitude
• Socialize
• Develop communications skills, be open to others’
opinions

EMPLOYEE RELATIONS
EMPLOYEE MOVEMENTS

Series of actions initiated by employee groups tending

toward an end or specific goal
LABOR UNION

Formal union of employees/workers that deals with

employers, representing workers in pursuit of justice and
fairness in their fight for collective and common interests

EMPLOYEE MOVEMENT
FINANCIAL NEEDS

Complaints regarding wages or salaries and benefits given to

them by the management are the usual reasons why
employees join labor unions

Why do they unionize?

UNFAIR MANAGEMENT PRACTICES

Perceptions of employees regarding unfair or biased

managerial actions are also reasons why they join mass
movements

Why do they unionize?

SOCIAL AND LEADERSHIP
CONCERNS

Need for affiliation with a group

Why do they unionize?

 EMPLOYEE/ UNION CONTACT

Explore unionization possibilities

Weigh advantages and disadvantages
Gather data about complaints

STEPS IN UNION ORGANIZING

 INITIAL ORGANIZATIONAL MEETING

Attract more supporters and select potential leaders

Information from step 1 will be used by the organizers

STEPS IN UNION ORGANIZING

 FORMATION OF IN-HOUSE
ORGANIZING COMMITTEE

Identification of employees ready to act as leaders

At least 30 employees must sign the authorization card
before the NLRC approves the holding of elections

STEPS IN UNION ORGANIZING

 REPRESENTATION ELECTION

If a sufficient number of employees support the union

movement, they will held an election

STEPS IN UNION ORGANIZING

 UNION IS ORGANIZED

The NLRC certifies the union as the legal bargaining

representative of the employees

STEPS IN UNION ORGANIZING

COLLECTIVE
BARGAINING
 Decision-making process between union
and management
 Aims to set the terms and conditions of the
employment and procedures in the
employer-employee relationship
 Aims to ensure that the agreement is
enforced through the grievance machinery
with voluntary arbitration as the last step
in the process
PREPARE FOR NEGOTIATION

Data to support bargaining proposals are collected and

arranged in an orderly manner

CBA PROCEDURES
DEVELOP STRATEGIES

Management proposals are developed and limits are

determined
Union tries to develop strategies to convince management to
accept its proposals

CBA PROCEDURES
CONDUCT NEGOTIATIONS

Bargaining, analyzing proposals, resolving issues

If no agreement is reached, deadlock may result.

CBA PROCEDURES
FORMALIZE AGREEMENT

Formalize the agreement

- Terms, conditions and rules agreed to operate
- In clear language
- Ratified and signed then disseminated to all parties

CBA PROCEDURES
COLLECTIVE BARGAINING PROCESS

MANAGEMENT
UNION CLAIM PROPOSAL

NEGOTIATION
3RD PARTY REFERRAL
COLLECTIVE
AGREEMENT
GRIEVANCE PROCEDURE

Formalize the agreement

- Terms, conditions and rules agreed to operate
- In clear language
- Ratified and signed then disseminated to all parties

CBA PROCEDURES
ASSIGNMENT

PREPARE FOR A SUMMATIVE TEST

- COVERAGE: STAFFING FUNCTION
- BRING A PEN AND YELLOW PAPER ON THURSDAY
QUIZ

1-2. 2 TYPES OF EMPLOYEES

3. 1 BARRIER TO EMPLOYEE RELATIONSHIP
4-5. 2 REASONS WHY EMPLOYEES UNIONIZE
6-10. COLLECTIVE BARGAINING PROCESS