STAFFING BY: Mrs. Belen Apostol

Staffing Is a management function that determines human resource needs, recruits, selects, trains, and develops human resource for jobs created by an organization. Staffing is undertaken to match people with jobs so that the realization of the organization’s objectives will be facilitated.

The Staffing Procedure The staffing process consists of the following series of steps: Human Resource Planning; Recruitment; Selection; Induction and orientation; Training and development; Performance appraisal; Employment decisions (monetary rewards, transfers, promotions and demotions)

Human Resource Planning The planned output of any organization will require a systematic deployment of human resources at various levels. To be able to do it, the manager will have to involve himself with human resource planning.

Human Resource Planning The Human resource planning may involve the following activities: Forecasting. This is an assessment of future human resource needs of the organization in relation to its current capabilities. Programming. This means translating the forecasted human resource needs to personnel objectives and goals. Evaluation and control. This refers to monitoring human resource action plans and evaluating their success.

Human Resource Planning Methods of Forecasting. The forecasting of manpower needs may be undertaken using any of the following quantitative methods: 1.Time series methods – historical data to develop forecasts of the future. 2.Explanatory, or casual models - attempts to identify the major variables that are related to or have caused particular past conditions and then use current measures of these variables to predict future conditions.

Human Resource Planning 2. Explanatory, or casual models The three major types of explanatory models are as follows: 1. Regression model-series data and used 2. Econometric models – this is a system of regression equations estimated from past times-series data and used to show the effect of various independent variables on various dependent variables. 3. Leading indicators – this refers to time series that anticipate business cycle turns.

Human Resource Planning 3. Monitoring methods – are those that provide early warning signals of significant changes in established patterns and relationships so that the manager assess the likely impact and plan responses if required.

Recruitment refers to attracting qualified persons to apply for vacant positions in the company so that those who are best suited to serve the company may be selected.

Recruitment Sources of applicants: The organization’s current employees. Some of the organization’s current employees may be qualified to occupy positions higher than the ones they are occupying. They should be considered. Newspaper advertising. Newspapers are good sources of applicants. There are at least three major daily newspapers distributed throughout the Philippines. Readership appears to be highest during Sundays.

Recruitment Sources of applicants: Schools. These are places where potential employees may be asked to apply. Representatives of companies may interview applicants inside campuses. Job fairs organized by the placement offices of universities in cooperation with some companies have become common. Referrals from employees. Current employees sometimes recommend relatives and friends who may be qualified.

Recruitment Sources of applicants: Recruitment firms. These are companies organized specifically to assist client firms in recruiting qualified persons. Advertisements of recruitment firms are regular features of the advertising sections of major newspapers. Most of them specialize on recruiting applicants for executive positions. Competitors. These are useful sources of qualified but underutilized personnel. The recruiting firm have the advantage of hiring personnel who may have been previously trained by the competitors.

Selection Refers to the act of choosing from those that are available the individuals most likely to succeed on the job. A requisite for effective selection is the preparation of a list indicating that an adequate pool of candidates is available. The purpose of selection is to evaluate each candidate and to pick the most suited for the position available.

Selection Ways of Determining the Qualifications of a Job Candidate Application blanks. The application blank provides information about a person’s characteristics such as age, marital status, address, educational background, experience, and special interests. After reading the application blank, the evaluator will have some basis on whether or not to proceed further in evaluating the applicant.

Selection Ways of Determining the Qualifications of a Job Candidate References. Those written by previous employers, co-workers, teachers, club officers, and the like about a person are called references. Such statements may provide some vital information on the character of the applicant.

Selection Ways of Determining the Qualifications of a Job Candidate Interviews. Information may be gathered in an interview by asking a series of questions to the job candidate.

Selection Ways of Determining the Qualifications of a Job Candidate Testing. This involves an evaluation of the future behavior or performance of an individual.

Selection Ways of Determining the Qualifications of a Job Candidate Testing. This involves an evaluation of the future behavior or performance of an individual. Types of test. There are various types of tests. They may be classified as follows: Psychological test. This is an objective, standard measure of a sample behavior of the individual.

Selection Psychological test Aptitude test. This is used to measure a person’s capacity or potential ability to learn. Performance test. This test is used to measure a person’s current knowledge of a subject. Personality test. This is used to measure personality traits as dominance, sociability, and conformity. Interest test. This is a test used to measure a person’s interest in various fields of work.

Selection Physical examination. This is a type of test given to assess the physical heath of an applicant is adequate to meet the job requirements.

Induction and Orientation In induction, the new employee is provided with the necessary information about the company. His duties, responsibilities, and benefits are relayed to him. Personnel and health forms are filled up, and passes are issued. The company history, its products and services, and the organization structure are explained to the new employee.

Induction and Orientation In orientation, the new employee is introduced to the immediate working environment and co- workers. The following are discussed: location, rules, equipment, procedures, and training plans. Performance expectations are also discussed. The new employee also undergoes the “socialization process” by pairing him with an experienced employee and having a one-on-one discussion with the manager.

Training and Development If the newly-hired (or newly-promoted) employee is assessed to be lacking the necessary skills required by the job, training becomes a necessity. Training refers to the learning that is provided in order to improve performance on the present job. Training programs may be classified into the following: Training programs for non-managers; and Training and educational programs for executives.

Training and Development Training Program for Non-managers. This type of training is directed to non-managers for specific increases in skill and knowledge to perform a particular job. The four methods under this type are: 1. On-the-job training – where the trainee is placed in an actual work situation under the direction of his immediate supervisor. Who acts as trainer. This situation motivates strongly the trainee to learn.

Training and Development Training Program for Non-managers. 2. Vestibule school – where the trainee is placed in a situation almost exactly the same as the workplace where machines, materials, and time constraints are present. As the trainer works full time, the trainee is assured of sufficient attention from him.

Training and Development Training Program for Non-managers. 3. Apprenticeship program – where a combination of on-the-job training and experiences with classroom instruction in particular subjects are provided to trainees.

Training and Development Training Program for Non-managers. 4. Special courses – are those which provide more emphasis on education rather than training. Examples are those which concern specific uses of computers like computer-aided design, bidding procedures, and producing a commercial advertisement.

Training and Development Training programs for Managers. The training needs of managers may be classified into four areas: decision-making skills, interpersonal skills, job knowledge, and organizational knowledge.

Training and Development Training programs for Managers. The decision-making skills of the manager may be enhanced through any of the following methods of training: 1. In-basket- where the trainee is provided with a set of notes, messages. Telephone calls, letters, and reports, all pertaining to a given company situation. The trainee is expected to handle the situation within a given period of one to two hours.

Training and Development Training programs for Managers. 2. Management games – is a training method where trainees are placed in a simulated situation and are required to make an on-going series of decisions about the situation.

Training and Development Training programs for Managers. 3. Case studies – method that presents actual situations in organizations and enables one to examine successful and unsuccessful operations. Case studies emphasize the manager’s environment, improve communication skills, offer rewards in solving problems, possess the quality of illustration, and establish concrete reference points for connecting theory with practice.

Training and Development Training programs for Managers. The interpersonal competence of the manager may be developed through any of the following methods: 1. Role Playing – this is a method by which the trainees are assigned roles to play in a given case incident. They are provided with a script or a description of a given problem and of the key persons they are to play. The purpose of this method is to improve the skill of the trainees in human relations, supervision, and leadership.

Training and Development Training programs for Managers. 2. Behavior modeling. This method attempts to influence the trainee by showing model persons behaving effectively in a problem situation. The trainee is expected to adapt the behavior of the model and use it effectively in some instances later on.

Training and Development Training programs for Managers. 3. Sensitivity training. Under this method, awareness and sensitivity to behavioral patterns of oneself and others are developed.

Training and Development Training programs for Managers. 4. Transactional analysis. This is a training method intended to help individuals not only understand themselves and others but also improve their interpersonal communication skills. This is actually the study of social transactions between people so as to develop improved communication and human relationships.

Training and Development Training programs for Managers. In acquiring knowledge about the actual job the manager is currently holding, the following methods is useful: 1.On-the-job experience. This method provides valuable opportunities for the trainee to learn various skills while actually engaged in the performance of a job.

Training and Development Training programs for Managers. 2. Coaching. this method requires a senior manager to assist a lower-level manager by teaching him the needed skills and generally providing direction, advice, and helpful criticism. The senior manager must be skilled himself and have the ability to educate, otherwise, the method will be ineffective.

Training and Development Training programs for Managers. 3. Understudy. Under this method, a manager works as assistant to a higher-level manager and participates in planning and other managerial functions until he is ready to assume such position himself. Once in a while, the assistant is allowed to take over.

Training and Development In the attempt to increase the trainee’s knowledge of the total organization, exposure to information and events outside of his immediate job is made. In this regard, the following methods are useful: 1. Position rotation. Under this method, the manager is given assignments in a variety of departments. The purpose is to expose him to different functions of the organization.

Training and Development 2. Multiple management. This method is premised on the idea that junior executives must be provided with means to prepare them for higher management positions. To achieve this, a junior board of directors is created consisting of junior executives as members. The board is given the authority to discuss problems that the senior board could discuss. The members are encouraged to take a broad business outlook rather than concentration on their specialized lines of work.

Performance Appraisal Performance appraisal is the measurement of employee performance. The purpose for which performance appraisal is made are as follows: 1.to influence, in a positive manner, employee performance and development 2.to determine merit pay increases; 3.to plan for future performance goals; 4.to determine training and development needs; 5.to assess the promotion potential of employees.

Performance Appraisal Ways of Appraising Performance 1.Rating scale method. This is the method where each trait or characteristics to be rated is represented by a line on which the rater indicates the degree to which the individual possesses the trait or characteristics. 2.Essay method. The evaluator in this method composes statements that best describes the person evaluated.

Performance Appraisal Ways of Appraising Performance 3. Management by objectives method. This method is one where specific goals are set by collaboratively for the organization as a whole, for various subunits, and for each individual member. Individuals are, then, evaluated on the basis on how well they have achieved the results specified by the goals. 4. Assessment center method. This is the method where one is evaluated by persons other than the immediate superior. This method is used for evaluating managers.

Performance Appraisal Ways of Appraising Performance 5. Checklist method. This method is one where the evaluator checks statement on a list that are deemed to characterize an employee’s behavior or performance. 6. Work standards methods. Under this method, standards are set for a realistic worker output and later on used in evaluating the performance of non managerial employees.

Performance Appraisal Ways of Appraising Performance 7. Ranking method. This is the method where each evaluator arranges employee’s names in rank order from best to the poorest. 8. Critical-incident method. This method is one where the evaluator recalls and writes down specific (but critical) incidents that indicate the employee’s performance. A critical incident occurs when employee behavior results in an unusual success or failure on some parts of the job.

Employment Decisions 1. Monetary rewards. These are given to employees whose performance is at par or above standard requirements. 2. Promotion. This refers to the movement by a person into a position of higher pay and greater responsibilities and which is given as a reward for competence and ambition.

Employment Decisions 3. Transfer. This is the movement of a person to a different job at the same or similar level of responsibility in the organization. Transfers are made to provide growth opportunities for the persons involved or to get rid of poor performing employees. 4. Demotion. This is a movement from one position to another which has less pay or responsibility attached to it. Demotion is used as a form of punishment or as a temporary measure to keep an employee until he is offered a higher position.

Separation Separation is either a voluntary or involuntary termination of an employee’s services. For voluntary separation, the organization’s management must find out the real reason. If the presence of a defect in the organization is determined, corrective action is necessary. Involuntary separation (or termination) is the last option that the management exercise when an employee’s performance is poor. This is usually made after training efforts fail to produce positive results.

Compensating Employees One of the important aspects of staffing is employee compensation. Certain factors determine the salary or wages paid to employees. These are the following: 1.Performance; 2.The relative worth of each job within the firm; 3.Labor market conditions and prevailing wage rates; and 4.Type of pay system used.

Compensating Employees Performance The achievement of the objectives of the organization will depend of the individual and collective performance of its employees. Hence, it is only right to compensate them according to their ability to contribute to the attainment of goals. When an individual’s output is better than the others, this should be recognized and he should be provided a higher pay rate. There are instances, however, when it is difficult to measure an individual’s performance.

Compensating Employees The Relative Worth of Each Job The compensation of the individual employee may also be determined according to the relative worth of each job. To determine a job’s relative worth, job evaluation is undertaken. This activity allows the organization to rank jobs and determine their hierarchy of importance across all jobs in the organization. Up-to-date job descriptions and job specifications are useful tools of job evaluation.

Compensating Employees The Relative Worth of Each Job Job description represents the written summary of a job as an identifiable organizational unit. Job specification is a written explanation of the knowledge, skills, abilities, traits, and other characteristics necessary for effective performance on a given job

Compensating Employees The Relative Worth of Each Job Methods of Job Evaluation. There are several methods used in evaluating jobs. These are the following 1.The point method; 2.The comparison method; 3.The classification method; and 4.The ranking method.

Compensating Employees The Point Method The point method is one that requires the evaluators to quantify the value of the elements of a job. Points are assigned to the degree of various compensable factors required to do the job. This is done using job descriptions and interviews as basis. Examples of compensable factors are: skill required, physical and mental effort needed, degree of dangerous or unpleasant working conditions involved, and amount of responsibility involved in the job. The objective is to determine the total points for the job evaluated.

Compensating Employees The Comparison Method; The comparison method is one that uses a factor- by-factor comparison and as a result, a factor comparison scale is used. To evaluate the jobs, five job factors are used as basis for comparison: responsibility, skills, physical effort, mental effort, and working conditions.

Compensating Employees The Classification or Grading method The classification or grading method is one where jobs are grouped together in sets or classification, such as clerical or managerial. Jobs within each individual sets are ranked in a job-to-standard comparison.

Compensating Employees The Ranking Method The ranking method is one where the evaluator assigns ranks to jobs from the simplest to the most challenging. This method is most convenient for small organizations since they have fewer jobs than the larger organizations.

Compensating Employees Labor Market Conditions and Prevailing Wage Rates Some jobs may be similar with other jobs in terms of difficulty, responsibility, and other factors. Some of them, however, will be paid higher rates because of bigger demand for them. Companies in dire need of certain skills will pay premium rates if these skills are not readily available. Nursing jobs are good examples of the effect of demand on wages paid to certain types of jobs.

Compensating Employees Type of Pay System Used Differences in pay among similar jobs in and out of the company depend on the type of pay system adapted. Wages may vary because of seniority, company productivity and profit- sharing considerations. Seniority reflects loyalty to the company as well as experience.

Compensating Employees Type of Pay System Used Improvements in company productivity makes production more efficient and, therefore, less expensive. When the company makes profits, employees are sometimes provided opportunities for sharing,

Compensating Employees Employees Health and Safety A requisite to organizational productivity is the maintenance of employee health and safety. Employees who are healthy and who feel safe in their places of work can contribute immensely in the achievement of the organization’s objectives.

Employees Health and Safety This is made possible when management is concerned with the following 1.Organizational work environment, including air, water, and noise pollution; 2.Other health hazards like poor diet, alcohol, and drugs; 3.The safety of the work area; and 4.The safety of the equipment used.

Employees Health and Safety This is made possible when management is concerned with the following 1.Organizational work environment, including air, water, and noise pollution; 2.Other health hazards like poor diet, alcohol, and drugs; 3.The safety of the work area; and 4.The safety of the equipment used.

Employees Health and Safety To address such concerns, the following are usually undertaken: 1.Installation of accident prevention programs; 2.Elimination of health hazards in the work areas.

Employee Relation The organization must be able to manage employee relations which is sometimes made in cooperation with unions. This is not to downgrade the importance of managing employee relations in a non-unionized situation. Employee relations are characterized by concerns on managing and administering the union contract ( in unionized organizations), grievances, compensation, work rules, and other issues.