Management Concepts

Module 4
Staffing

MISSION VISION CORE VALUES

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make effective contribution to the society in a dynamic environment Love of Fellow Beings
Social Responsibility | Pursuit of Excellence
Contents

● Importance and need for proper staffing

● Manpower planning
● Recruitment and selection
● Training and development
● Performance appraisal
Staffing

● “Staffing is the function by which managers build an organization through the recruitment,
selection and development of individuals as capable employees”.
● Performed continuously
● Purpose is to make optimum utilization of resources
● Staffing requires an open-system approach : linked to external environment
Need and Importance of staffing

● Employing suitable persons

● Keep pace with new developments
● Manpower development
● Optimum utilization of manpower
● Ensuring job satisfaction
BASIS OF PERSONNEL MANAGEMENT HUMAN RESOURCE MANAGEMENT
DIFFERENCE

Meaning It is traditional approach of It is modern approach of

managing people at workplace managing people at workplace
and is concern of personnel and is concern of managers of
department. all level (from top to bottom).

Nature It is a routine function. It is a strategic function.

Focus Efficient management is given Human values and individual

priority. needs are given priority.

Function Personnel administration, labor Acquisition, development,

relation and employee welfare utilization and maintenance of
are major functions of human resource are major
personnel management. functions of human resource
management.

Objective It manages people in It determines human resource

accordance with organization’s needs and formulate policies
goal. by matching individual’s needs
with organization’s needs.
BASIS OF PERSONNEL HUMAN RESOURCE
DIFFERENCE MANAGEMENT MANAGEMENT

Perspective It regards people as It regards people as

basic input to make strategic and valuable
desired output. resource to make desired
output.
Job design Jobs are designed on Jobs are designed on the
the basis of division of basis of teamwork.
labor.
Interest Organization’s interest Interest of organization and
is valued the most. interest of employee is
harmonized.
Orientation It is discipline, It is development oriented.
direction and control It provides space for
oriented. employee involvement,
performance and growth.

Communicatio Communication is Communication is open.

n limited, or even
restricted.
 BASIS OF PERSONNEL HUMAN RESOURCE
DIFFERENCE MANAGEMENT MANAGEMENT

Emphasis It emphasizes on It emphasizes on combination

adherence of rules and of human energies and
regulations and their competencies.
implementation.

Benefits • Disciplined employees • Committed human resource

• Increased production • Readiness to change
• Increased production
• Increased profit
• Quality of worklife

Result Organizational goal is Organizational goal is

achieved and employers achieved and both employers
are satisfied. and employees are satisfied.
 HUMAN RESOURCE PLANNING

“HRP is process of forecasting firm's future demand

and supply of the right type of people in the right
numbers”

HRM department should initiate the recruitment and selection

process after HRP
HR planning definition

● Human Resource planning is the process by which an organisation ensures that:

○ It has the right number and kinds of people,

○ At the right places,

○ At the right time,

○ Capable of effectively and efficiently completing those tasks that will help
the organisation achieve its overall strategic objectives.
Need for HRP

● Expansion plans
● Replacement of persons
● Labor turnover
● Technological changes
● Assessing needs

MANPOWER PLANNING
• Right Kind of People
– Job Analysis
– Job Description
– Job Specification
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• Right Number of People In
– Short-term Manpower
Planning
– Long-term Manpower
Planning
Steps in HRP

● Analysis of current manpower

● Future requirements of workers
● Changes in workforce
● Future labor availability
● Future manpower utilization
● Cost-benefit analysis

● Manpower inventory
Meaning of Recruitment

● According to Edwin Flippo: “Recruitment is the process of searching the candidates for
employment and stimulating them to apply for jobs in the organisation “
● Recruitment is the activity that links the employers and the job seekers
Other definitions

● A process of finding and attracting capable applicants for employment

○ process begins when new recruits are sought and end when their applications are submitted.
○ The result is a pool of applicant from which new employees are selected
Other definitions cont…

● Recruitment is the function preceding the selection which helps create a pool of prospective
employees for the organization so that the management can select the right candidates from this
pool ( to expedite the selection process

● Centralized vs decentralized recruitment

 Selection

● Selection on the other hand is a process whereby out of the many job applicants the best are
taken to fill the vacancy.
● Selection means whittling down the application pool by using the screening tools such as test,
assessment centers, background and reference checks.
Difference between recruitment and selection
RECRUITMENT SELECTION

The recruitment is the process of Selection involves the series of steps

searching the candidates for employment by which the candidates are
and stimulating them to apply for jobs in screened for choosing the most
the organisation suitable persons for vacant posts.

The basic purpose of selection is to

The basic purpose is to create a talent choose the right candidate
pool of candidates to enable the selection
of best candidates for the organisation, by
attracting more and more employees to
apply in the organisation
Recruitment selection
A positive process i.e. A negative process as it
encouraging more and more involves rejection of the
employees to apply unsuitable candidates.

Is concerned with tapping the Is concerned with selecting the

sources of human resources most suitable candidate through
various interviews and tests

There is no contract of Results in a contract of service

recruitment established in between the employer and the
recruitment selected employee
Recruitment Policy

● Organizational objectives
● Identifying recruitment needs
● Sources of recruitment
● Criterion for selection
● Cost factor
Sources of Recruitment

● Direct methods, Indirect methods, Third party methods

● Internal sources – Transfers, Promotions, employee referral

● External sources – advertisement, employment exchanges, colleges, unsolicited applications,
casual callers, labour contractors, competitors
Selection Procedure

● Receipt and scrutiny of applications

● Preliminary interview
● Blank application form
● Tests
● Interviews
● Background reference
● Final selection
● Physical examination
● Placement, Induction and orientation
PLACEMENT & INDUCTION
(ORIENTATION)
• The process of placing the – Giving additional information

right man on the right job is
called placement.
• In the first phase,
induction is done by the
personnel department which
provides the employee all
sorts of information relating
to the company.
– Explaining the importance of his job
– Introducing the newcomer
– Telling the newcomer his duties
– Selecting a person who can assist the
newcomer
– Following up frequently

• A ten-step programme is
followed in the second
phase (buddy system):
– Greeting the newcomer

– Displaying a personal interest

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– Reviewing terms of appointment
Latest Trends

● Virtual reality recruiting is about to explode – British Army , General Electric

● Building employer brand with authentic videos and messages – Marriott, McDonald,

Quickstop

● Recruiting on alternative sites where your targets hang out – Amazon: Tinder,

Mcdonald,Tacobell,Cisco:Snapchat,Goldman Sachs:Spotify

● Recruiting talent competitors

● National hiring day to create a buzz - Chipotle and McDonald’s -hire thousands of people
nationwide on a single day.
● Uber directly targeted its competitor’s drivers by riding with them and offering a bounty
referral bonus when a competitor’s driver or trainer was hired.
● Facebook directly targeted Google employees with their “hit them where it hurts” outrageous
salary offers.
● Kiwi.com used an aerial drone with its “smart people wanted” recruiting banner to fly outside
office building windows in an attempt to recruit away developers from other firms.
● McDonald's uses video ads and “snaplications” to appeal to young prospective employees
● As of this June, the company will be running 10-second video ads featuring McDonald’s
employees talking about their experience there. Anyone interested in a job can simply swipe up
and be redirected to McDonald’s career webpage in the app. Once there, a built-in Snapchat
lens lets the applicant try on a virtual McDonald's uniform and send a 10 second video on why
they’d be a great employee.
GrubHub bakes a fun job skills test into their Snapchat recruiting pitch
Differences between Training, Education & Development

● Training is short term, task oriented and targeted on achieving a

change of attitude, skills and knowledge in a specific area. It is
usually job related.
● Education is a lifetime investment. It tends to be initiated by a
person in the area of his/her interest
● Development is a long term investment in human resources.

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Training & Development

● Three steps in training

1. Assessment phase
2. Design and implementation
3. Evaluation

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Training
Methods

On the job Off the job

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Training Methods

● Apprenticeship Training ● Computer-Based Training (CBT)

● Informal Learning ● Simulated Learning
● Job Instruction Training ● Internet-Based Training
● Lectures ● Learning Portals
● Programmed Learning
● Audiovisual-Based Training
● Vestibule Training
● Teletraining and Videoconferencing
● Electronic Performance Support Systems
(EPSS)

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Education 8–36
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 Xiaomi

● To begin with, the organisation has put in a learning and development

initiative called Mi learning systems or Miles.
● Here, they have open programmes that are available for everyone and
focus on functional or technical skill building in areas, such as
communications, analytics, user interface/experience among others.
● After that, there is a learning programme for first-time managers called
boot camp, which is an eight-week rigorous programme. Here, all first-
time managers are taken through a structured learning session in the art
and science of management.
● As a part of the programme, employees are taught to conduct critical
feedback sessions, delegate and handle tough employees.

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●AMAZON
● Number of employees: 245,200 employees worldwide
● Programs offered: An intensive, month-long training and leadership
program prior to hire. Amazon prepays 95% of tuition for employees at
fulfillment centers to take courses in in-demand fields. A “Virtual Contact
Center” trains employees to work from home.
● Why the company offers this perk: “We want our employees to be owners
from day one,” says Teal Pennebaker, corporate communications manager,
“so we train them to take ownership over products and services that impact
millions of customers. This helps them pioneer a career at Amazon.”
● What kind of employee the company is looking for: “We're a company of
pioneers. We seek out people who want to make bold bets, take ownership
and get their energy from inventing on behalf of customers,” says
Pennebaker.

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Performance appraisal

● “The process of defining expectations for employee performance, measuring, evaluating and
recording employee performance relative to those expectations and providing feedback to the
employee”

● Why P A ?
• To influence in a positive way
• To determine merit pay increases
• To plan future performance goals
• To determine R & D needs

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© 2008 Prentice Hall, Inc. All rights reserved.
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Google

● Google’s performance management philosophy has always been fairly nontraditional.

Formal rankings have never been a part of the company’s process. Instead, employee
goal-setting has been a part of Google’s DNA since the beginning.
● KPCB’s John Doerr originally brought a new style of goal setting, using objectives and
key results (OKRs), to Google (from Intel).

© 2008 Prentice Hall, Inc. All rights reserved. 9–42

● HUL PMS – 360degree, MBO

● SAP – Rating method

● Titan – 360 degree

● TCS –

■ Abandoned forced distribution method, moved to continuous feedback

■ 2 appraisals, end of year; end of project;

■ Balanced Score card (financial, customer, internal, learning and growth perspective)
© 2008 Prentice Hall, Inc. All rights reserved. 9–43
● Infosys – forced distribution to iCount – pay for performance

● Cisco - ranking

● IBM – Checkpoint – 4 yearly reviews – rating scale

● Deloitte India – RPM – no 360 , no once a year review, instant feedback

● Godrej Industries – Rigorous goal-setting, timely feedback

© 2008 Prentice Hall, Inc. All rights reserved. 9–44