STAFFING

ORGANIZATIONS
UNIT - 1
LEARNING OBJECTIVE

• Contribute to the development, implementation, and evaluation

of employee recruitment, selection, and retention plans and
processes.
• Learning about staffing models
• Develop, implement, and evaluate employee orientation,
training, and development programs.
STAFFING

The process of acquiring, deploying, and retaining a workforce of

sufficient quantity and quality to create positive impacts on the
organization’s effectiveness

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 ACQUISITION
• Activities that involve the initial intake of applicants into the organization.
• It involves planning for the numbers and types of people needed
• Establishes job requirements in the form of the qualifications or KSAOs
(knowledge, skill, ability, and other characteristics) needed to perform the
job effectively
• Establishes the types of rewards the job will provide
• Conducts external recruitment campaigns, using selection tools to evaluate
the KSAOs that applicants possess
• Decides which applicants are the most qualified and will receive job offers,
and putting together job offers that applicants will hopefully accept
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DEPLOYMENT
• Refers to the placement of new hires on the actual job they will hold,
something that may not be entirely clear at the time of hire
• Also encompasses guiding the movement of current employees
throughout the organization through internal staffing systems that
handle promotions, transfers, and new project assignments for
employees
• Establishes job requirements and job rewards, recruiting employees
for promotion or transfer opportunities, evaluating employees’
qualifications, and making them job offers for new positions

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RETENTION
• Systems seek to manage the inevitable flow of employees out of the
organization
• Sometimes these outflows are involuntary on the part of the employee, such
as through layoffs or the sale of a business unit to another organization
• Other outflows are voluntary in that they are initiated by the employee, such
as leaving the organization to take another job
• Minimize the types of turnover in which valued employees leave which is a
voluntary-avoidable turnover
• Through various retention strategies and tactics, the organization can combat
these types of turnover, seeking to retain those employees it thinks it cannot
afford to lose.
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STAFFING ORGANIZATION MODELS

• Staffing Quantity: Levels

• Staffing Quality: Person/Job Match
• Staffing Quality: Person/Organization Match
• Staffing System Components
• Staffing Organizations

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Staffing Quantity: Levels
Workforce head-count requirements and availabilities are compared to
determine the appropriate staffing level for the organization

Staffing Quality: Person/Job Match

Matching a person’s qualifications relative to the requirements of the job or
organization
foundation of all staffing activities

Staffing Quality: Person/Organization Match

Shows how person/job matching could determine how well the person will
also fit with the organization
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Staffing System Components
Identifies recruitment, selection, and employment as the three key
staffing activities, and it shows how both the organization and job
applicant interact in these activities

Staffing Organizations
Provides the entire framework for staffing
Shows that organizations, human resources, and staffing strategy
interact to guide the conduct of staffing support activities and core
staffing activities; employee retention and staffing system management

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STAFFING LEVELS
• Acquire or Develop - Talent to recruit hires; or to train present
employees
• Lag or Lead System - to recruit when needed; or to predict and
recruit ahead
• External or Internal Hiring - to hire outside of the company; or to
promote/transfer employees within
• Core or Flexible Workforce - to have proper & regular employees; or
temp and project based

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STAFFING LEVELS
• Hire or Retain - to add employees; or to wait for growth

• National or Global - to hire nationwide; or worldwide

• Attract or Relocate - have a new pool of candidates in another geographic

area ; or transfer location

• Overstaff or Understaff - over hire or; lack of staff

• Hire or Acquire - add people; or merge with other company

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 STAFFING QUALITY
• Person/Job or Person/Organization Match - hire based on attitude & skills
needed for the job or the attitude & skills matched with org goals

• Specific or General KSAOs - particular or generic KSAOs

• Exceptional or Acceptable Workforce Quality - excellent or okay KSAOs

• Active or Passive Diversity - proactive or flexible employees

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Ethical Staffing Practice
• Represent the organization’s interests
• Beware of conflicts of interest
• Remember the job applicant
• Follow staffing policies and procedures
• Know and follow the law
• Consult professional codes of conduct
• Shape effective practice with research results
• Seek ethics advice

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ENVIRONMENT

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HUMAN RESOURCE PLANNING
• In simple words, HRP is understood as the process of forecasting an
organization’s future demand for, and supply of, the right type of people in
the right number.
• After this only the HRM department can initiate the recruitment and
selection process
• Its called by manpower planning, personal planning or employment
planning
• It includes the estimation of how many qualified people are necessary to
carry out the assigned activities, how many people will be available, and
what, if anything, must be done to ensure that personal supply equals
personnel demand at the appropriate point in the future.
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IMPORTANCE OF HRP
FUTURE PERSONNEL NEEDS
• Surplus or deficiency in staff strength results in the anomaly of surplus labor with the lack of
top executives
COPING WITH CHANGE
• Enables an enterprise to cope with changes in competitive forces, markets, technology,
products & government
regulations
CREATING HIGHLY TALENTED PERSONNEL
• HR manager must use his/her ingenuity to attract & retain qualified & skilled personnel
Succession planning
PROTECTION OF WEAKER SECTIONS
• SC/ST candidates, physically handicapped, children of the socially disabled & physically
oppressed and backward class citizens.

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IMPORTANCE OF HRP
INTERNATIONAL STRATEGIES
• Fill key jobs with foreign nationals and reassignment of employees from within or
across national borders
FOUNDATION FOR PERSONNEL FUNCTIONS
• Provides information for designing & implementing recruiting, selection, personnel
movement(transfers, promotions, layoffs) & training & development
INCREASING INVESTMENTS IN HUMAN RESOURCES
• Human assets increase in value
RESISTANCE TO CHANGE AND MOVE
• Proper planning is required to do this

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Staffing Organizations Model

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Staffing Organizations Model
• The organization mission and its goals and objectives drive both
organization strategy and HR and staffing strategy.

• organization strategy and HR and staffing strategy interact with each

other when they are being formulated, staffing policies and programs
result from that interaction, and they serve as an overlay to both
support activities and core staffing activities.

• Employee retention and staffing system management concern cut

across support and core staffing activities.
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Support activities
• Legal Compliance
• Planning
• Job Analysis and Rewards

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Legal compliance
• When the organization acquires people to do work for it, legal employment
relation is established.

• The acquired people may be employees, independent contractors, or temporary

employees.

• Laws are needed to define how the employer may use each type, as well as the
rights of each type.

• Laws have been developed to create fairness and nondiscrimination in staffing

such as race discrimination, and disability.
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Planning
• HR Planning is the process and set of activities undertaken to forecast
an organization’s labor demand (requirement) and internal labor
supply (availabilities), to these projections to determine employment
gaps. and to develop action plans for addressing these gaps. Action
plans include staffing planning to arrive at desired staffing levels and
staffing quality.

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External influences on HR staffing & planning
Economic Conditions
 Economic expansion and contraction
 Job growth and job opportunities
 Internal labor market mobility
 Turnover rates

Labor Markets
 Labor demand: organization requirements, KSAs
 Labor supply: KSAOs available
 Labor shortages (demand > supply) and surpluses (demand < supply)

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What is Human Resource Planning (HRP)?
 Involves activities to
 Forecast an organization’s
 Labor demand -- Requirements
 Internal labor supply -- Availabilities
 Compare projections to determine employment gaps
 Develop action plans to addressing the gaps
 Staffing planning

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 The Basic Elements
of Human Resource Planning

(1)
(1)Forecast
ForecastLabor
Labor
Requirements
Requirements

(4)
(4)Determine
Determine (5)
(5)Develop
Develop
Compare
Gaps
Gaps Action
ActionPlans
Plans

(2)
(2)Forecast
ForecastLabor
Labor
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Availabilities
Availabilities
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Staffing Planning
• This is a vital phase of the planning process.
• Staffing planning process:
1- Staffing objectives
2- Generating Alternative Staffing Activities
3-Assessing and Choosing Alternatives

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Staffing objectives
• The objectives are the targets the organization establish to determine
how many people will need and in which job category.
• They may require the establish of quantity and quality.

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Generating Alternative Staffing Activities
• With quantitative and qualitative objectives established, it is necessary
to begin identifying possible way of achieving them.
• There are many options available to deal with employee shortage and
surpluses.

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Generating Alternative Staffing Activities
Surplus Shortage
• Hiring freeze • New Hires
• Layoffs • Transfer
• Transfer • Training/Retrain
• Retirement incentives • Overtime
• Reduce work week • Part-time
• Reduce part-time

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Assessing and Choosing Alternatives

• Each of this alternative need to be assessed to help the decision

makers choose among them.
• The goal of such assessment is to identify one more preferred
activities.
• A preferred activities offers the highest likelihood of attaining the
staffing objective within the time limit established, at the least cost and
with the fewest negative side effects.

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How the organization creates and structures its workforce?

This involves the key strategic issue of core versus flexible workforce
usage.
Core workforce: regular full-time and part- time employee.
Flexible workforce: temporary employees provided by independent
contractors.

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