Staffing

Staffing

Koontz et al,
The management function of staffing is defined as
filling positions in the organisation structure
through identifying workforce requirements,
inventorying the people available,
recruitment, selection, placement, promotion,
appraisal, compensation, and training of
needed people.
Features:
1. Related to employment of personnel of all types

2. Includes a variety of activities, through which the

organisation tries to ensure that various positions
remain filled by the most suitable personnel.

3. Is performed by every manager in the organisation

Importance:
1. Filling organisational positions
2. Developing competencies
3. Retaining people
 Elements of staffing

1. Procurement: manpower planning, Recruitment,

Selection, Placement.
2. Development: Orientation, Training, Development,
counseling.
3. Compensation: Job evaluation, performance appraisal,
promotion, basic pay and rewards.
4. Integration: Communication, grievance handling,
discipline.
5. Maintenance: Welfare measures
 Procurement

• Determining manpower needs (Manpower

planning)
• Identifying the sources of required personnel
(Recruitment)
• Choosing the right candidates (Selection)
• Putting up the selected candidates on appropriate
jobs (Placement)
 Manpower planning

Decenzo and Robbins:

Specifically, human resource planning is the process
by which an organisation ensures that it has the
right number and kind of people, at the right
place, at the right time, capable of effectively and
efficiently completing those tasks that will help the
organisation achieve its overall objectives
Features:
1. HRP is a process through which an organisation tries to
ensure that right people, at right place, and at right
time are available.
2. It involves determination of future needs of manpower
in the light of organisational planning and structure.
3. It indicates what actions can be taken to make existing
manpower suitable for future organisational positions
and the gap between needed and available manpower
can be fulfilled.
 Manpower planning process

1. Forecasting future manpower requirements

2. Inventorying present manpower resources
3. Anticipating manpower problems
4. Planning the necessary programmes of
recruitment, selection, training, deployment,
utilisation, transfer, promotion, development,
motivation and compensation so that future
manpower requirements will be met.
Recruitment and Selection
 Recruitment and Selection
Recruitment:
Werther and Davis:
Recruitment is the process of finding and attracting capable
applicants for employment. The process begins when new
recruits are sought and ends when their applications are
submitted. The result is a pool of applicants from which
new employees are selected.

Selection:
Stone:
Selection is the process of differentiating between applicants in
order to identify (and hire) those with a greater likelihood
of success in a job.
 Difference between Recruitment and Selection
Criteria Recruitment Selection
Objective To attract maximum To choose the best out of
number of candidates the available candidates

Process Positive. Creates a large Negative. More & more

pool of applicants candidates are rejected and
fewer candidates are
selected.

Techniques Less intensive Highly specialised

techniques are used techniques are used

Outcome Application pool Finalising candidates who

will be offered job.
 Sources of recruitment

Internal sources:
1. Reviewing the personnel records (Methods: Promotions
and Transfers)
2. Job posting and job bidding (Method: Job posting)
3. Employee's friends (Method: Employee referrals)

Advantages: A sense of security, employee loyalty, low labour

turnover, motivation to become efficient.

Disadvantages: limits selection from a limited pool,

encourages favouritism and nepotism, leads to
inbreeding.
 Sources of recruitment

External sources:
1. Employees working in other organisations
2. Job aspirants registered with employment exchanges
(employment exchange)
3. Students from reputed educational institutions (Campus
recruitment)
4. Candidates referred by unions, friends, relatives and
existing employees
5. Candidates forwarded by search firms and contractors
(Private employment search firms)
6. Candidates responding to the advertisements, issued by the
organisation (Advertisements)
7. Unsolicited applications / walk-ins. (Gate hiring)
8. Internet (e-hiring)
 External sources:

Advantages:
Originality and new ideas
Selection of people from a vast pool of applicants

Disadvantages:
Affects employee morale
No sense of security
Employees become less loyal
Greater turnover of employees
Deterioration in employer-employee relationship
 Selection process

1. Screening of Applications
2. Selection tests:
Aptitude test
Interest test
Intelligence test
Performance or Achievement test
Personality test
3. Interview
4. Checking of references
5. Physical examination
6. Approval by appropriate authority
7. Placement
 Induction

A process through which a new employee is introduced to the job

and the organisation.
Purposes:
1. Removes fear
2. Creates a good impression
3. Acts as a valuable source of information

First phase: HR department: contents:

Company history, products and major operations
Geography of the plant
Organisation structure and functions of the departments
General company policies and regulations
Recreational services available
Opportunities for promotions, transfers, suggestion systems.
Second phase: A senior person: 10 step programme
1. Greeting the newcomer cordially
2. Displaying a personal interest in the newcomer
3. Reviewing his terms of appointment
4. Showing the newcomer around
5. Giving additional information
6. Explaining the importance of his job in relation to other jobs
7. Introducing the newcomer to the rest of the work-team
8. Telling the newcomer his duties
9. Selecting a person who can assist the newcomer on the job
10.Following up frequently
Training and Development
 Concepts

• Education:
Increasing the general knowledge and understanding
of the employee's total environment.

• Training:
An act of increasing the knowledge and skill of an
employee for doing a particular job.

• Development:
Activities that prepare an employee for future
responsibilities
 Training vs Development

Dimension Training Development

Who Non-managers Managers

What Improve specific skill Improve total

relating to a job personality

Duration Short-term Long term

Initiative Management Self

Nature Reactive Proactive

 Training vs Education

Dimension Training Education

Scope Narrow Wide

Content Skill learning Conceptual

learning

Imparted through Company-specific Schools and

colleges
 Objectives of Training

• To impart the basic knowledge and skill to new

entrants
• To equip the employee to meet the changing
requirements of the job
• To teach the employees new techniques and ways
of performing the job
• To prepare employees for higher level tasks
 Need for training

• Newly recruited employees – to perform their

tasks effectively
• Existing employees – prepare them for higher
level jobs
• Refresher training for existing employees
• When a person moves from one job to another
• To make employees mobile and versatile
 Benefits of training programme

• Increase in efficiency
• Increase in morale of employees
• Better human relations
• Reduced supervision
• Increased organisational visibility and flexibility
 Types of training

• Job training
• Promotional training
• Refresher training
• Corrective training
 Training process

• Identify training needs

• Conduct training programme (Methods)
• Evaluate training programme
 Training methods

On-the-job Off-the-job
• Vestibule training
• Job instruction training
• Role playing
• Coaching and mentoring
• Lecture method
• Apprenticeship training
• Conference
• Job rotation
• Programmed instruction
• Refresher training
• Orientation training • Case study
• Business game
 Management development

Management development refers to the process by

which executives acquire not only skills in their
present jobs but also capacities for future
managerial task of increasing difficulty
 Objectives and importance

• Steady supply of competent executives at all levels

• Optimum ultilisation of human capital
• Prepare executives for higher assignments
• Prevent managerial obsolescence
• Replace old executives with younger talent
• Promote high morale and job satisfaction
• Stimulate productivity and growth
Development methods

For managers
Understudy
Position rotation
Serving on committees
Special projects
Case study
Business game
Role play
Sensitivity training
Training in EI
Transactional Analysis
Autonomy training
 Evaluation of Training and Development

• Reaction evaluation: Reaction to the training

programme
• Outcome evaluation:
Immediate: Improvement in learning
Intermediate: measures changes in behaviour
Ultimate: indices of productivity, labour turnover,
absenteeism, accidents, grievances, quality, etc.
Performance Appraisal
 Performance Appraisal

Beach:
Performance appraisal is the systematic evaluation
of the individual with regard to his or her
performance on the job and his potential for
development
 Objectives

1. Salary increase
2. Promotion
3. Training and Development
4. Feedback
5. Pressure on employees
 The appraisal system
Organisational feedback

Organisational
objectives

Performance Formal
Use
standards appraisal

Developed from HRP,

Evaluation of Compensation,
job descriptions skills and
Personal and organisational merit salary
motivation ratings, T&D
objectives objectives
programmes, and
motivation
Personal feedback
 Performance appraisal methods
• Ranking method
• Rating-scale method
• Checklist method
• Forced-choice method
• Field review
• Critical incident technique
• Confidential report
• Essay appraisal

Appraisal of managers:
• Management by objectives
 Post-Appraisal Interview

• Tell and Sell

• Tell and Listen
• Problem-solving interview
 Barriers to effective appraisal

• Faulty assumptions:
1. Managers naturally wish to make fair and
accurate appraisal of subordinates
2. Managers take a particular appraisal system as
perfect and feel that once they have launched a
programme, that would continue forever.
3. Personal opinion is better than formal appraisal.
4. Employees want to know frankly where they do
stand and what their superiors think about them
Barriers to effective appraisal….

• Psychological blocks:

Managers’ feeling of insecurity

appraisal as an extra burden
Being excessively modest or sceptical
treat their subordinates’ failure as their deficiency
Disliking of resentment of subordinates
Disliking of communicating poor performance to
subordinates
Barriers to effective appraisal….

• Technical pitfalls:

1. Criterion problem
2. Distortions:
(a) Halo effect
(b) Central tendency
(c) Constant errors
(d) Rater’s liking and disliking
 Essentials of a Good Appraisal System

• Should be easily understandable

• Have the support of all the line people who administer it
• Should be data based
• Should be truly indicative of the performance of the
employees
• Should provide for trained appraisers
• Should be open and participative
• Should focus more on the development and growth of
employees
• Should provide for guidance and counseling of the employee
• Should be periodically evaluated