Staffing

Creating the Right –Right

Content Layout
• Staffing –define
• Importance
• Process
• Bank – staffing process
DEFINITION
- Is a process through which capable employees
are recruited, selected, properly trained, effectively
developed, rightfully rewarded and their joint efforts are
harmoniously.

- Is a managerial function that takes people with

necessary skills into the organization and develops them
into precious organizational resource.
 NATURE OF STAFFING
1. It is a significant function of management

2. It is an important part of management process

3. It is continuous activity function of management

4. It is concerned with human resources of an organization

5.It is separate from physical factors, because it is complicated

and sensitive function

6.It deals with the maximum utilization of human resources like

direction, coordination and control.

 IMPORTANCE OF STAFFING

1. Filling the organizational positions

2. Making possible discovery of able
staff for challenges
3. Guaranteeing utmost productivity
4. Developing personnel for shouldering
greater responsibilities
5. Meeting upcoming requirements of talented
people

6. Satisfying job owing to correct placement

7. Utilizing of human resources most

favorably

8. Supplying information concerning transfer,

promotion, recruitment, death, demotions, ic.

9. Retaining professionalism among personnel

KINDS OF STAFFING
1. SHORT- TERM STAFFING

2. LONG- TERM STAFFING

3. SUCCESSION STAFFING

4. STRATEGIC STAFFING
 SHORT- TERM STAFFING

- Centers on the urgent needs of the

company

LONG- TERM STAFFING

-Engages taking a practical approach to
company’s staffing needs
- Covers at least one year
 SUCCESSION PLANNING
- YOUTO COMPLETELY
ALLOWS
COMPREHEND THE DUTIES
RESPONSIBILITIES OF YOURAND
STAFF SO YOU CAN TRAIN MANAGEMENT
INSIDE CANDIDATE TO
BE READY TO INTO PROMOTION
STEP
AWAY. RIGHT

STRATEGIC- STAFFING
- INVOLVES A COMBINATION OF SHORT-
TERM, LONG- TERM AND SUCCESSION
PLANNING
WHY IS STRATEGIC STAFFING
PLANS ARE IMPORTANT?

1. Competitive Advantage

2. Executive Development

3. Legal Consideration

4. Cost Efficiency
 STAFFING PROCESS
1. MANPOWER
PLANNING
• 1. MANPOWER PLANNING

2.
• 2. RECRUITMENT
RECRUITMENT

3. SELECTION
• 3. SELECTION

4. PLACEMENT
• 4. PLACEMENT

5. TRAINING &
• 5. TRAINING & DEVELOPMENT
DEVELOPMENT

6.
REMUNERATIO
• 6. REMUNERATION
N

7.
PERFORMANCE
• 7. PERFORMANCE APPRAISAL
APPRAISAL

8. PROMOTION
AND
• 8. PROMOTION & TRANSFER
TRANSFER
MANPOWER PLANNING

- First step in staffing

- Manpower planning which is also called as
human resource planning consists of putting
number
right of people, right kind of people at the right place,
right time, doing the right things for which they are
suited for the achievement of goals of the organization.
STEPS IN MANPOWER PLANNING

1. Analyzing the current manpower inventory

A. Type Of Organization

B. Number Of Departments

C. Number And Quantity Of Such Departments

D. Employees In These Work Units

 STEPS IN MANPOWER PLANNING

2. MAKING FUTURE MANPOWER

FORECASTS

A. Expert Forecasts

B. Trend Analysis

C. Work Load Analysis

D. Work Force Analysis

E. Other Methods
STEPS IN MANPOWER PLANNING

3. DEVELOPING EMPLOYMENT PROGRAMS

4. DESIGN TRAINING PROGRAMS

IMPORTANCE OF MANPOWER PLANNING

1. Key To Managerial Function

2. Efficient Utilization

3. Motivation

4. Better Human Relations

5. Higher Productivity
NEEDS OF MANPOWER PLANNING:
ADVANTAGES:

1. Shortages & surpluses can be identified

so
that speedy action can be taken wherever
required
2.All the recruitment & selection programs
are based on manpower planning
3. It also helps to reduce the labor cost
excessas staff can be identified &
thereby overstaffing can be avoided
NEEDS OF MANPOWER PLANNING:
ADVANTAGES:

4.It is also helps to identify the available

talents in a firm & accordingly training,
programs can be drawn out to develop those
talents

5.It facilitates in growth & diversification of

business. Through manpower planning,
human resources can be readily available &
they can be utilized in the best manner.
 2. RECRUITMENT

- Is the process of attracting the appropriate

number of qualified individuals to apply for vacant
positions in an organization.
 TYPES OF RECRUITMENTS
1. Internal recruitment
- Is a recruitment which takes place within
the concern or organization. Internal sources of
recruitment are readily available to an organization.

A. Transfers
B. Promotions
C. Re-employment Of Ex-employees
 TYPES OF RECRUITMENTS
2. External recruitment
- External sources of recruitment have to be solicited
from outside the organization. But it involves lot of
time and money.

A. Employment At Factory Level

B. Advertisement
C. Employment Exchanges
D. Employment Agencies
E. Educational Institutions
F. Recommendations
G. Labor Contractors
SELECTION
- Refers to the process of choosing
from candidates who
those become will of
employees organization. the
 SELECTION PROCESS
- Includes Activities Such As:
Development Of Selection Criteria
Advertising
Short- Listing
Application Forms Submission
Testing
Interviewing
Reference Check
Making The Final Selection Decision
Submission Of Medical Requirements
 SELECTION PROCESS
 DEVELOPING SELECTION CRITERIA
Republic of the Philippines

CIVIL SERVICE COMMISSION XII

Field Office for South Cotabato
Koronadal City

BULLETIN OF VACANT POSITIONS IN THE GOVERNMENT

Issue No. 003

Date: MAY 18, 2015

GOV'T ITEM PLACE OF

AGENCY SECTOR POSITION SG NUMBER ASSIGMENT
EDUCATION EXPERIENCE TRAINING ELIGIBILITY

OFFICE OF THE
MUNICIPAL
ENVIRONMENTAL ENVIRONMENT AND 4 HOURS OF
LGU-Tboli South NATURAL BACHELOR'S DEGREE 1-YEAR OF RELEVANT CAREER SERVICE PROFESSIONAL
Local Gov't Unit MANAGEMENT SG-15 RELEVANT OR SECOND LEVEL ELIGIBILITY
Cotabato SPECIALIST II RESOURCES AND RELEVANT TO THE JOB EXPERIENCE
TRAINING
NATURAL
RESOURCES

PREPARED BY: NOTED:

HRMO II Head of Agency

Municipal
Mayor
CERTIFICATION

THIS IS TO CERTIFY THAT THIS POSTING OF VACANT POSITION IS POSTED IN THREE CONSPICUOS PLACES: NAMELY: MUNICIPAL HALL, PUBLIC PLAZA AND MARKET FROM MAY 18-JUNE 2, 2015.

HRMO II
 SELECTION PROCESS

SHORT- LISTING
VITAL QUALIFICATIONS
ADVANTEGEOUS

QUALIFICATION
S
BE RELIABLE ON
DOCUMENTS
DECISIONS MADE &
THE REASON FOR THEM
LOOK FOR MORE
INFORMATION
SELECTION PROCESS
 APPLICATION FORMS

Language & experience is

significant

Do not include any invasive

or immaterial questions

Guarantee
strict confidentiality
 SELECTION PROCESS

 TESTING

Test match the essential

requirements of the job

Check the tests are up-to- date

Check for any bias or indirect discrimination

SELECTION PROCESS
 INTERVIEWING
Permit applicants to display what they can offer to
the organization
 Confirm if there is a need for any specific arrangements
 Have questions prepared in advance
 Ensure consistency & fairness in questioning
 Focus on the real needs of the job
 The selection committee is entitled to ask applicants
whether
they can fulfill the requirements of the job
It is proper to ask people with disabilities whether they require
any adjustments to perform the job
 Allow the interviewee time to make their point
 Don’t make assumptions about a person’s ability
 Do not ask invasive and irrelevant questions
 SELECTION PROCESS
 REFERENCE CHECKS
Help guarantee that suitable
candidate is hired
Clarify, verify and add data to what
has been learned in the interview
Never reveal information received
from the previous employer to the
candidate

Best source of information on any

candidate is the former employer

On- the- performanceis the

job most predictor of
useful
success future
SELECTION PROCESS
 MAKING DECISIONS

Time to appraise all

information gathered
Grade applicants
Evaluate all information
Record decisions
prepared
& reasons for them
If requested, offer
constructive comments to
unsuccessful applicants
 SELECTION PROCESS

 MEDICAL EXAMINATIONS

Have employees medically examined

ORIENTATION & PLACEMENT
 ORIENTATION & PLACEMENT

ORIENTATION
- PROCESS OF RECEIVING AND
WELCOMING AN EMPLOYEE WHEN HE
FIRST JOINS THE COMPANY
 INFORMATION GIVEN DURING AN
ORIENTATION

1. BRIEF HISTORY & OPERATIONS OF THE COMPANY

2.THE COMPANY’S ORGANIZATION STRUCTURE
3.POLICIES & PROCEDURES OF THE COMPANY
4.PRODUCTS & SERVICES OF THE COMPANY
5.LOCATION OF DEPARTMENT & EMPLOYEE FACILITIES
6.SAFETY MEASURES
7.GRIEVANCES PROCEDURES
8.BENEFITS & SERVICES OF EMPLOYEE
9.STANDING ORDERS & DISCIPLINARY PROCEDURES
10.OPPORTUNITIES FOR TRANSFERS, ETC.
11.SUGGESTION SCHEMES
12.RULES & REGULATIONS
SIGNIFICANCE OF
PLACEMENT

1. IT ENHANCES EMPLOYEE MORALE

2. IT HELPS IN EMPLOYEE TURNOVER REDUCTION
3. IT AIDS IN LESSENING ABSENTEEISM
4. IT FACILITATES IN ACCIDENT RATES REDUCTION
5.IT AVOIDS MISFIT BETWEEN THE CANDIDATE AND
THE JOB
6. IT ASSISTS THE CANDIDATE TO WORK BASED ON
THE PRESET OBJECTIVES OF THE ORGANIZATION
TRAINING &
DEVELOPMENT
 TRAINING &
DEVELOPMENT
THE PRINCIPAL OBJECTIVE:
Make sure the availability of a and willing
skilled workforce to an organization

4 Other Objectives
1. Individual Objectives
2. Organizational Objectives
3. Functional Objectives
4. Societal Objectives
 THE NEED FOR TRAINING & DEVELOPMENT

 CHANGE

 DEVELOPMENT
DIFFERENT TYPES OF TRAINING & DEVELOPMENT
TECHNIQUES

1. ON- THE- JOB TRAINING

AND LECTURES
2. PROGRAMMED INSTRUCTION (PI)
3. COMPUTER- ASSITED
INSTRUCTION
(CAD)
4. AUDIOVISUAL TECHNIQUES
5. SIMULATIONS
6. BUSINESS GAMES
REMUNERATION
REMUNERATION

- IS THE OVERALL COMPENSATION

THAT AN EMPLOYEE RECEIVES IN
EXCHANGE FOR THE SERVICES HE
PERFORMED FOR THE EMPLOYER.
TWO TYPES OF EMPLOYEE REMUNERATION

1. TIME RATE METHOD

2. PIECE RATE METHOD

 REMUNERATION PACKAGES

 Employee benefits or fringe benefits

 Deferred payment (for example pension system)
 Relate to time (paid holidays, sick pay)
 Relate to payment in kind (subsidized meals or transport)
or items such as company cars which may be provided as a
reward and sign of status in the organizational hierarchy
rather than as tools for the performance of the job
PERFORMANCE APPRAISAL

- Is a review and discussion of an

employee’s performance of assigned
duties and responsibilities
 WAYS IN PERFORMANCE APPRAISAL

 The supervisors measures the pay of

employees and compare it with targets and plans
 The supervisor analysis the factors behind
work performance of employees
 The employers are in position to guide
the employees for a better performance
 OBJECTIVES OF PERFORMANCE APPRAISAL

 To keep records to decide on compensation

packages, wages structure, salaries raises, etc.
 To identify the strengths and weaknesses of
employees in order to place right men on right
job
 To assess the potentials present in a person for
further growth and development
 OBJECTIVES OF PERFORMANCE APPRAISAL

 To offer a feedback to employees about

their performance and related status
 To serve as a basis for persuading
working habits of the employees.
 To appraise and preserve the promotional and
other training programs
 ADVANTAGE OF PERFORMANCE APPRAISAL

 Promotion
 Compensation
 Employee Development
 Selection Validation
 Communication
 Motivation
PROMOTION & TRANSFER

Promotion
- Is the appointment of a member to another
position within the same department or
elsewhere in the organization, involving duties
and responsibilities of a more demanding and is
recognized by a higher pay grade and salary.
 TRANSFER
- Is the appointment of a member to another position
within the same department or elsewhere in the
organization, involving duties and responsibilities of a
similar nature and having a comparable pay grade and
salary. In some situations, the transfer may be at a lesser pay
grade or salary
SENIORITY VS. MERIT PROMOTIONS
SENIORITY
Is an employee’slength of service in
a position, job grouping, or farm operation

MERIT
Refers to “worth” or “excellence”

1. Promotion By Seniority
2. Promotion By Merit
SENIORITY VS. MERIT IN LAYOFFS

LAYOFFS
-Are usually considered terminations
based on lack of work or capital, rather than
poor employee performance
- Are often temporary
PROMOTION FROM WITHIN OR OUTSIDE HIRE

Promotion from inside, supports employees

to look at the organization as one offering them
career growth

Promoting within may also mean missing the

privilege of filling positions with well- qualified
personnel