CHAPTER 5:

THE STAFFING
 SOME RULES WHILE
WE ARE REPORTING
• PLEASE LISTEN ATTENTIVELY
• BE QUITE
• TAKE DOWN THE IMPORTANT DETAILS
• LISTEN AND COMPREHEND
 OBJECTIVES

IN THE END OF THIS CHAPTER YOU WHERE ABLE TO:

•DISCUSS THE NATURE OF STAFFING
•EXPLAIN THE STEPS IN THE RECRUITMENT AND SELECTION PROCESS
•RECOGNIZE THE DIFFERENT TRAINING PROGRAMS
•IDENTIFY THE POLICY GUIDELINES ON COMPENSATION AND WAGES AND PERFORM EVALUATION
OR APPRAISAL
•DISCUSS THE IMPORTANCE OF EMPLOYEE RELATIONS
•DIFFERENTIATE VARIOUS EMPLOYEE MOVEMENTS
•REALIZE THE IMPORTANCE OF ADOPTING AN EFFECTIVE REWARDS SYSTEN
 LESSON 1:

DEFINITION AND NATURE

OF STAFFING
 STAFFING
• ACCORDING TO DYCK AND NEUBERT(2012), IS THE
HUMAN RESOURCE FUNCTION OF IDENTIFYING,
ATTRACTING, HIRING, AND RETAINING PEOPLE
WITH THE NECESSARY QUALIFICATIONS TO FILL
THE RESPONSIBILITIES OF CURRENT AND FUTURE
JOBS IN THE ORGANIZATION.
THE MANAGEMENT AND
NON-MANAGERIAL
HUMAN RESOURCES
INVENTORY
 THE MANAGEMENT
• AWARENESS OF THE MANAGEMENT POTENTIAL WITHIN AN
ORGANIZATION CAN BE ACCOMPLISHED WITH THE USE OF AN
INVENTORY CHART ALSO CALLED MANAGEMENT
SUCCESSION/REPLACEMENT CHART.
• THIS CHART IS SIMILAR TO THE GENERAL ORGANIZATION
CHART USED BY THE COMPANY BUT LIMITED TO MANAGERIAL
POSITIONS AND THE NAMES OF POTENTIAL SUCCESSORS
(PROMOTABLE, SATISFACTORY BUT NOT PROMOTABLE,
DISMISSED, ETC.).
• RECRUITMENT BY EXTERNAL MEANS MAY FOLLOW IF THERE
NO QUALIFIED SUCCESSORS.
 NON-MANAGERIAL HUMAN
RESOURCES
• THE NEED FOR NON-MANAGERIAL HUMAN RESOURCES MAY BE ASCERTAINED BY THE USE
OF A GENERAL ORGANIZATION CHART TO IDENTIFY VACANT JOB POSITIONS THAT NEED TO
BE FILLED OR BY DIRECT REPORTS FROM DEPARTMENT/UNIT HEADS OR SUPERVISORS.
• MANAGERS NEED NOT MAKE DETAILED SUCCESSION PLANNING, AS THESE JIB POSITIONS
ARE LESS SENSITIVE.
• SUGGESTIONS FOR INTERNAL REPLACEMENT OR SUCCESSORS FOR VACANT NON-
MANAGERIAL POSITIONS ARE USUALLY DONE AS THE NEED ARISES.
• EXTERNAL RECRUITMENT ALSO FOLLOWS IF NO ONE WITHIN THE ORGANIZATION IS
FITTED FOR THE JOB POSITION THE WAS DECLARED VACANT.
 STEPS IN STAFFING
1. THE IDENTIFYING OF JOB POSITION VACANCIES, JOB REQUIREMENTS, AS WELL
AS WORK FORCE REQUIREMENTS.
2. CHECKING INTERNAL ENVIRONMENT OF THE ORGANIZATION FOR HUMAN
RESOURCES.
3. EXTERNAL RECRUITING
4. SELECTING THOSE WITH ESSENTIAL QUALIFICATIONS FOR JOB OPENING.
5. PLACING THE SELECTED APPLICANT
6. PROMOTING
7. EVALUATING PERFORMANCE
8. PLANNING OF EMPLOYEE’S CAREER
9. TRAINING OF HUMAN RESOURCES
 EXTERNAL AND INTERNAL FORCES
AFFECTING PRESENT AND FUTURE NEEDS FOR

HUMAN RESOURCES
• PRESENT AND FUTURE NEEDS FOR MANAGERS AND
OTHER HUMAN RESOURCES ARE AFFECTED BY BOTH
EXTERNAL AND INTERNAL FORCES.
• EXTERNAL FORCES INCLUDE ECONOMIC,
TECHNOLOGICAL, SOCIAL, POLITICAL AND LEGAL
FACTORS.
 LESSON 2:

THE RECRUITMENT
 RECRUITMENT
• IN THE EVENT OF A JOB OPENING, ADMINISTRATORS MUST
BE CAREFUL WHEN RECRUITING AND CHOOSING WHO TO
BRING INTO ORGANIZATION. THEY MUST SEE TO IT THAT
THEIR NEW RECRUITMENT POSSESSES THE KNOWLEDGE
AND SKILLS NEEDED TO BE SUCCESSFUL IN HELPING
THEIR COMPANY ACHIEVE THEIR SET GOALS AND
OBJECTIVE AND THAT HE/SHE’S SUITED FOR THE JOB
POSITION AND THE JOB DESIGN.
 RECRUITMENT
• RECRUITMENT MAY EITHER EXTERNAL OR INTERNAL.
• IN THE EXTERNAL RECRUITMENT, OUTSIDE SOURCES ARE
CONSIDERED IN THE PROCESS OF LOCATING POTENTIAL
INDIVIDUALS WHO MIGHT WANT TO JOIN THE
ORGANIZATION AND ENCOURAGING THEM APPLY FOR
ACTUAL OR ANTICIPATED JOB VACANCIES
 RECRUITMENT
• IN INTERNAL RECRUITMENT, FILLING JOB VACANCIES
CAN BE DONE THROUGH PROMOTIONS OR TRANSFER
OF EMPLOYEES WHO ARE ALREADY PART OF THE
ORGANIZATION.
• IN OTHER WORDS RECRUITMENT IS WITHIN THE
ORGANIZATION.
 METHODS OF EXTERNAL AND
INTERNAL RECRUITMENT
EXTERNAL EXTERNAL EXTERNAL
RECRUITMENT RECRUITMENT RECRUITMENT
ADVERTISEMENT UNSOLICITED INTERNET RECRUITING
> THROUGH WEBSITES, APPLICATIONS > INDEPENDENT JOB
NEWSPAPER, TRADE >RECEIVED BY BOARDS ON THE WEB
JOURNALS, RADIO, EMPLOYERS FROM COMMONLY USED BY JOB
TELEVISION, BILLBOARDS, INDIVIDUALS WHO MAY SEEKERS AND RECRUITERS
POSTERS, AND E-MAIL OR MAY NIT BE QUALIFIED TO GATHER AND
AMONG OTHERS. FOR THE JOB OPENINGS. DISSEMINATE JOB OPENING
INFORMATION
 METHODS OF EXTERNAL AND
INTERNAL RECRUITMENT

EMPLOYEE REFERRALS EXECUTIVE SEARCH FIRM EDUCATIONAL

>ALSO KNOWN AS “HEAD INSTITUTIONS
>ARE RECOMMENDATIONS
HUNTERS” HELP EMPLOYERS
FROM THE ORGANIZATION’S FIND THE RIGHT PERSON FOR JOB. > GOOD SOURCES OF
PRESENT EMPLOYEES WHO SUCH FIRMS SEEK OUR YOUNG APPLICANTS OR
USUALLY REFER FRIENDS CANDIDATES WITH NEW GRADUATES WHO
AND RELATIVES WHO THEY QUALIFICATIONS THAT MATCH
HAVE FORMAL TRAINING
THE REQUIREMENTS OF THE
THINK ARE QUALIFIED FOR BUT WITH VERY LITTLE
OPENINGS THAT THEIR CLIENT
THE JOB COMPANY HOPES TO FILL. WORK EXPERIENCE.
 METHODS OF EXTERNAL AND
INTERNAL RECRUITMENT
PROFESSIONAL ASSOCIATIONS PUBLIC AND PRIVATE EMPLOYMENT
>MAY OFFER PLACEMENT SERVICES
LABOR UNIONS AGENCIES
TO THEIR MEMBERS WHO SEEK >MAT ALSO BE GOOD SOURCES OF
EMPLOYMENT. EMPLOYERS MAY >POSSIBLE SOURCES APPLICANTS FOR DIFFERENT TYPES
MAKE USE OF THE LISTINGS THAT
THEY IN THEIR JOURNALS REGARDING
OF APPLICANTS FOR OF JOB VACANCIES FOR THAT
USUALLY OFFER FREE SERVICES
MEMBERS WHO ARE AVAILABLE FOR
POSSIBLE RECRUITMENT OR HIRING.
BLUE-COLLAR AND WHILE PRIVATE ONES CHARGE FEES
FROM BOTH THE JOB APPLICANT
PROFESSIONAL JOBS AND THE EMPLOYERS SOLICITING
REFERRALS FROM THEM.
 EXTERNAL RECRUITMENT
ADVANTAGES
• ADVERTISING AND RECRUITING THROUGH THE INTERNET REACH A
LARGE NUMBER OF POSSIBLE APPLICANTS, THUS INCREASING THE
POSSIBILITY OF BEING ABLE TO RECRUIT APPLICANTS SUITED FOR
THE JOB.
• APPLICANTS WHO SUBMIT APPLICATIONS AND RESUMES THROUGH
THEIR OWN INITIATIVE ARE BELIEVED TO BE BETTER POTENTIAL
EMPLOYEES BECAUSE THEY ARE SERIOUS ABOUT GETTING THE JOB
 EXTERNAL RECRUITMENT
ADVANTAGES
• EMPLOYEE REFERRALS FROM OUTSIDE SOURCES ARE BELIEVED TO BE HIGH
QUALITY APPLICANTS BECAUSE EMPLOYEES ARE GENERALLY HESITANT TO
RECOMMEND PERSONS WHO ARE NOT QUALIFIED FOR THE JOB OPENINGS
• EXECUTIVE SEARCH FIRMS USUALLY REFER HIGHLY QUALIFIED APPLICANTS FROM
OUTSIDE SOURCES BECAUSE THEY MAKE AN EFFORT TO CHECK APPLICANTS
QUALIFICATIONS BEFORE RECOMMENDING THEM TO CLIENT FIRMS WHO PAY FOR
THEIR SERVICES
• EDUCATIONAL INSTITUTIONS KNOW THE CAPABILITIES AND QUALIFICATIONS OF
THEIR GRADUATES, HENCE INCREASING THE CHANCES OF THEIR ABILITY TO REFER
QUALIFIED APPLICANTS TO POTENTIAL EMPLOYERS
 EXTERNAL RECRUITMENT
DISADVANTAGES
• THE COST AND TIME REQUIRED BY RECRUITMENT ARE THE TYPICAL
DISADVANTAGES OF USING THIS RECRUITMENT METHOD
• ANOTHER DISADVANTAGE OF ETERNAL RECRUITMENT IS THE POSSIBILITY
OF PRACTICING BIAS OR ENTERTAINING SELF-SERVING MOTIVES IN THE
REFERRAL OF FRIENDS AND RELATIVES BY CURRENT EMPLOYEES AND BY
THE RECOMMENDATION OF PRIVATE EMPLOYMENT AGENCIES OF A JOB
APPLICANTS
 INTERNAL RECRUITMENT
ADVANTAGES
• LESS EXPENSES ARE REQUIRES FOR INTERNAL RECRUITMENT ADVERTISING; NEWS-
LETTERS, BULLETING BOARDS, AND OTHER FORMS OF INTERNAL COMMUNICATION
MAY DISSEMINATE INFORMATION TO CURRENT EMPLOYEES INTERESTED TO APPLY
FOR JOB WITHIN THE COMPANY
• TRAINING AND ORIENTATION OF NEWLY PROMOTED OR TRANSFERRED CURRENT
EMPLOYEES ARE LESS EXPENSIVE AND DO NOT TAKE TOO MUCH TIME SINCE THEY
ARE ALREADY FAMILIAR WITH COMPANY
• THE PROCESS OF RECRUITMENT AND SELECTION IS FASTER BECAUSE THE
CANDIDATE FOR TRANSFER OR PROMOTION IS ALREADY PART OF THE
ORGANIZATION
 INTERNAL RECRUITMENT
DISADVANTAGES
• THE NUMBER OF APPLICANTS TO CHOOSE FROM IS LIMITED
• FAVORITISM MAY INFLUENCE A MANAGER TO RECOMMEND
A CURRENT EMPLOYEE FOR PROMOTION TO A HIGHER
POSITION
• IT MAY RESULT JEALOUSY AMONG OTHER EMPLOYEES WHO
WERE NOT CONSIDERED FOR THE POSITION
LESSON 3:

SELECTION
 SELECTION

• IN MANY COMPANIES, SELECTION IS CONTINUOUS

BECAUSE FAST TURNOVER, RESULTING IN
VACANCIES THAT HAVE TO BE FILLED. ANOTHER
REASON FOR THIS IS THE REVIEW OF APPLICATIONS
ON THE WAITING LIST. THE SELECTION PROCESS
TYPICALLY INCLUDES THE FOLLOWING:
• ESTABLISHING THE SELECTION CRITERIA
>SELECTING HUMAN RESOURCES IN AN ORGANIZATION
REQUIRES UNDERSTANDING OF THE NATURE AND PURPOSE
OF THE JOB POSITION WHICH HAS TO BE FILLED.
• REQUESTING APPLICANTS TO COMPLETE THE APPLICATION
FORM
> APPLICATION FORMS MUST BE COMPLETED BECAUSE THESE
PROVIDE THE NEEDED INFORMATION ABOUT THE APPLICANT.
• SCREENING BY LISTING APPLICANTS WHO SEEM TO
MEET THE SET CRITERIA
>THIS INVOLVES THE PREPARATION OF A SHORTLIST
OF APPLICANTS WHO MEET THE MINIMUM
REQUIREMENTS OF THE JOB POSITION TO BE FILLED.
 STEPS

• STEP1- DETERMINING A NEED (JOB ANALYSIS)

• STEP2- APPLICATION SEARCH AND SELECTION (RECRUITMENT,
SCREENING AND SELECTION, INTERVIEWS)
• STEP3- DECISION MAKING PROCESS (MAKING A DECISION,
NOTIFICATION AND EMPLOYMENT OFFER)
• STEP4- ADAPTATION TO THE WORKPLACE (ORIENTATION)
• SCREENING INTERVIEW TO IDENTIFY MORE PROMISING APPLICANTS
>HERE, A SHORTLIST OF APPLICANTS IS PREPARED. INCLUDED IN THE
LIST ARE APPLICANTS WHO WILL BE ASKED TO UNDERGO FORMAL
INTERVIEW BY THE SUPERVISOR/MANAGER.

• INTERVIEW BY THE SUPERVISORS/MANAGER OR PANEL INTERVIEWS

>THROUGH FORMAL INTERVIEW OF THE MOST PROMISING
APPLICANTS, OTHER CHARACTERISTICS OF THE APPLICANTS MAY BE
REVEALED OR OBSERVED BY THE SUPERVISORS/ MANAGERS OR
PANEL INTERVIEWERS
• VERIFYING INFORMATION PROVIDED BY THE
APPLICANT
TO MAKE SURE THAT THE APPLICANT HAS NOT GIVEN
FALSE INFORMATION ABOUT HIMSELF OR HERSELF.
•REQUESTING THE APPLICANT TO UNDERGO
PSYCHOLOGICAL AND PHYSICAL EXAMINATION
>HAVING A HEALTHY MIND AND HEALTHY BODY IS
IMPORTANT FOR GOOD JOB PERFORMANCE.
• INFORMING THE APPLICANT THAT HE OR
SHE HAS BEEN CHOSEN FOR THE POSITION
APPLIED FOR
>INFORMING THE APPLICANT MAY BE DONE
VERBALLY OR IN WRITING BY THE
MANAGERS WHO GIVE THE FINAL DECISION
REGARDING THE APPLICANT’S HIRING.
 TYPES OR JOB INTERVIEWS
• STRUCTURED INTERVIEW- ASKS THE APPLICANT TO ANSWER A SET OF
PREPARED QUESTIONS, SITUATIONAL, JOB KNOWLEDGE, JOB SIMULATION
AND WORKER REQUIREMENT QUESTIONS
• UNSTRUCTURED INTERVIEW-HAS NO INTERVIEW GUIDE AND MAY ASK
QUESTIONS FREELY
• ONE-ON-ONE INTERVIEW-ASSIGNED TO INTERVIEW THE APPLICANT
• PANEL INTERVIEW- MAY CONDUCT THE INTERVIEW IF APPLICANTS; THREE
TO FIVE INTERVIEWS TAKE TURNS IN ASKING QUESTIONS
 TYPES OF EMPLOYMENT TESTS
• INTELLIGENCE TEST-DESIGNED TO MEASURE TO
APPLICANT’S MENTAL CAPACITY, TEST HIS OR HER
COGNITIVE CAPACITY, SPEED THINKING AND IN
PROBLEMATIC SITUATIONS.
• PROFICIENCY AND APTITUDE TESTS- HIS OR HER PRESENT
SKILLS AND POTENTIAL FOR LEARNING OTHER SKILLS.
• PERSONALITY TESTS-DESIGNED TO REVEAL
THE APPLICANT'S PERSONAL
CHARACTERISTICS AND ABILITY TO RELATE
WITH OTHERS
• VOCATIONAL TESTS- TESTS THAT SHOW THE
OCCUPATION BEST SUITED TO AN APPLICANT.
 • MEMBERS

• BORBE, ROXANNE J.
• MACAYAON, MEDELYN R.
• VALMORIA, LICA
• FORMARAN, JOHN ERICK