STAFFING ORGANIZATIONS

MODEL
SUPPORT ACTIVITIES
1-LEGAL COMPLIANCE
2- PLANNING

UNIT-4
STAFFING

• Staffing Function of Management The managerial function

of staffing involves manning the organization structure
through proper and effective selection, appraisal and
development of the personnel’s to fill the roles assigned to
the employers/workforce.
• According to Theo Haimann, “Staffing pertains to
recruitment, selection, development and compensation of
subordinates.”
 NATURE OF STAFFING
1. Staffing is an important managerial function- Staffing
function is the most important managerial act along with
planning, organizing, directing and controlling. The operations of
these four functions depend upon the manpower which is
available through staffing function.
2. Staffing is a pervasive activity- As staffing function is
carried out by all mangers and in all types of concerns where
business activities are carried out.
3. Staffing is a continuous activity- This is because staffing
function continues throughout the life of an organization due to
the transfers and promotions that take place.
• 4. The basis of staffing function is efficient management of
personnel’sHuman resources can be efficiently managed by a system or
proper procedure, that is, recruitment, selection, placement, training and
development, providing remuneration, etc
• . 5. Staffing helps in placing right men at the right job. It can be done
effectively through proper recruitment procedures and then finally selecting
the most suitable candidate as per the job requirements.
• 6. Staffing is performed by all managers depending upon the nature of
business, size of the company, qualifications and skills of managers, etc. In
small companies, the top management generally performs this function. In
medium and small scale enterprise, it is performed especially by the
personnel department of that concern.
STAFFING ORGANIZATIONS
MODEL
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.
SUPPORT
ACTIVITIES
SUPPORT ACTIVITIES

• 1- Legal Compliance
• 2- Planning
• 3- Job Analysis and Rewards
1-LEGAL
COMPLIANCE
 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.
2- PLANNING
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.
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)
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
 THE BASIC ELEMENTS
OF HUMAN RESOURCE PLANNING

(1) Forecast Labor

Requirements

(4) Determine (5) Develop

Compare
Gaps Action Plans

(2) Forecast Labor

Availabilities
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
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.
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.
GENERATING ALTERNATIVE
STAFFING ACTIVITIES

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