STAFFING

STAFFING

• is the process of recruiting, selecting, and training of men. It

means putting the right men on the right jobs. The managerial
function of staffing involves manning the organizational
structure through proper and effective evaluation, selection, and
development of people to perform the roles.
Nature of Staffing
• The function of staffing has to do with manning an organization structure so
that it can completely operate in the present and the future. This function
must be considered as part and parcel of the whole system of management.
The staffing function includes the determination of manpower needs, the
discovery of persons to fill these needs, their recruitment and employment,
their placement and orientation and the rearrangement of team members
through promotion and transfers.
Functions of HRM Process
ØEnsuring that competent employees are identified and selected.
ØProviding employees with up-to-date knowledge and skills to do their
jobs.
ØEnsuring that the organization retains competent and high-
performing employees
The Human Resource Management Process
Human Resource (HR) Planning
recruitre who are capable of effectively and efficiently performing
their tasks.
• Helps avoid sudden talent shortages and surpluses.
• Steps in HR planning:
1. Assessing current human resources
2. Assessing future needs for human resources
• Job Analysis
• an assessment that defines job and the behaviors necessary to
perform them.
• Job Description
• A written statement that describes a job.
• Job Specification
• A written statement of the minimum qualifications that a person must
possess to perform a given job successfully.
Example
Job Analysis
Name : Aida Regalado
Position : Accounting Supervisor
Organization Relationship :
Reports to : Chief Accountant
Supervises : Bookkeeper II
Bookkeeper I
Accounting Representatives
Department : Office of the Controller
Section : Accounting
Company : Good Morning Corporation
Job Description
Supervises and conducts activities relative
to the maintenance of complete, accurate, and
up-to-date accounting records of transactions,
control and handling of funds, preparation of
required reports and costing of products.
Participates in the formulation of manpower and
material resources within his jurisdiction.
Job Specification
- CPA, preferably MBA and with experience
in computer operation
- At least five years experience on a
Department Manager’s level
- Male, at least 35 years old
- Reliable and trustworthy
- Of good moral character
2. assessing future human resource needs and
developing a program to meet those future
needs
Recruitment and Decruitment
• Recruitment
• The process of locating, identifying, and attracting capable applicants to an
organization
• Decruitment
• The process of reducing a surplus of employees in the workforce of an
organization
 Major Sources of Potential Job Candidates
Sources Advantages Disadvantages
Internet Most common source for job • Reaches large number of candidates • Generates many unqualifies candidates
candidates • Can get immediate feedback • Increases the responsibility of
managers to select the best deserving
and qualifying candidates.
Employee Referrals Many job openings in • Employees have more knowledge • It may not increase the diversity and
organizations are best about the organization so they refer mix of employees
publicized by employees and generate strong candidates • May hamper organization’s renown
• Reduce behavioral problem among
employees.
Company web site Companies offer job • Has a wide distribution • Generates many unqualified candidates
circulars on their own web • Targeted groups can be reached • Sometimes occur hazard for previous
site and candidates are of it. easily circulars.
College recruiting Organizations may recruit • Large number of candidates can be • It is limited to entry level positions
candidates from different reached
institutions • Can find quality full candidates.
Professional Organizations can get • They have good knowledge and • Little commitment to specific
recruiting candidates from professional understanding of industry challenges organizations
Organizations recruiting organizations and requirements
Job Fairs Job fairs can be useful for • Access to qualifies candidates • Not readily available
companies that need to • Connecting to new candidates • expensive
recruit several employees in • Organizations have the opportunity
a given specialty. to promote themselves
Selection
Selection Decision Outcomes
• A decision is correct when the applicant was predicted to be
successful and proved to be successful on the job, or when the
applicant was predicted to be unsuccessful and was not hired. In the
first instance, the organization has successfully accepted, in the
second, it has successfully rejected.
• Problems arise when errors are made in rejecting candidates who
would have performed successfully on the job (reject errors) or
accepting those who ultimately perform poorly (accept errors). These
problems can be significant. Reject errors can cost more than the
additional screening needed to find acceptable candidates. They can
expose the organization to discrimination charges, especially if
applicants from protected groups are disproportionately rejected. On
the other hand, the costs of accept errors include the cost of training
the employee, the profits lost because the employee’s incompetence,
the cost of severance, and the subsequent costs of further recruiting
and screening. The major emphasis of any selection activity should be
reducing the probability of reject errors while increasing the
probability of making correct decisions.
• Application
• Initial screening
• Interview
• Pre-employment assessment
• References and Background Check
• Final selections
• Offer and onboarding
Two Types of Orientation
• Work unit orientation-familiarizes an employee with the
goals of the work unit, clarifies how his or her job
contributes to the unit’s goals, and includes and introduction
to his or her coworkers.
• Organization orientation- informs a new employee about the
company’s goals, history, philosophy, procedures, and rules.
It should also include relevant HR policies and maybe even a
tour of the facilities.
Training
• is the systematic development of the attitude/knowledge/behavior
patterns for the adequate performance of a given job or task.
 Types of Training Methods
1. Case Studies
• great for developing critical thinking,
problem-solving, and analytical skills
2. Coaching
• another term for coaching
• experienced staff dedicates time and
effort to coaching new employees,
those new employees will feel valued
and supported
3. eLearning
• Computer-based delivered from a
distance
• Learners can go through the content and
activities at their own face
• There’s no need to hire an instructor
• Number of simultaneous learners can
increase tremendously

4. Instructor –Led Training

• In-person or online
• Led by an instructor
• With presentation-just like a lecture
5. Interactive Training
• Success of interactive training comes
from being practical rather than
theoretical
• Examples: gamed-based training, role
playing, and simulations
6. On-the-Job-Training
• Known as hands-on training
• Employee learns by going through the
experience of executing real activities
at work
• This can be through internships,
rotations, and shadowing
7. Video-Based Training
• Speed and efficiency-keywords that
propelled video as an employee
training vehicle
• More interesting than traditional
training methods-engaging and
entertaining
• Live-action videos
• Accessible and repeatable
Performance Management System

• A system that establishes performance standards that are used to

evaluate employee performance.
Performance Appraisal Methods
Written Essay
Evaluator writes a description of employee’s strengths and weaknesses,
past performance, and potential; provides suggestions for improvement
+ Simple to use
- May be better measure of evaluator’s writing ability than of
employee’s actual performance
Critical Incident
Evaluator focuses on critical behaviors that separate effective and
ineffective performance
+ Rich example, behavior based
- Time-consuming, lacks quantification
Graphic Rating Scale
Popular method that lists a set of performance factors and an incremental
scale; evaluator goes down the list and rates employee on each factor
+ Provides quantitative data; not time-consuming
- Doesn’t provide in-depth information on job behavior
BARS (Behaviorally Anchored Rating Scale
Popular approach that combines elements from critical incident and graphic
rating scale; evaluator uses a rating scale, but items are examples of actual job
behaviors
+ Focuses on specific and measurable job behaviors
- Time-consuming; difficult to develop
Multiperson Comparison
Employees are rated in comparison to others in work group
+ Compares employees with one another
- Difficult with large number of employees; legal concerns
MBO Management by Objective
Employees are evaluated on how well they accomplish specific goals
+ Focuses in goals; results oriented
- Time-consuming
360-Degree Appraisal
Utilizes feedback from supervisors, employees, and coworkers
+ Thorough
- Time-consuming
Student Evaluation of Faculty Performance
Individual Performance Commitment and Review (IPCR)
SUC Faculty Position Reclassification
Customer Feedback Form/Non-Frontliner
Compensation and Benefits

Employees are suppose to be compensated fairly for services that

they render to the firm. Total compensation earned by employees
may consist of wages, salaries, fringe benefits and a form of profit-
sharing. Compensation levels of companies may differ even if they are
in the same type of business.
 How long has employee been
with company and how has or
she performed?

How large is the Do job require

company? high levels of skills?
Employee’s Tenure
and Performance
Kind of
How profitable Size of
Job Performed
is the company? Company
What industry is
Company Level of
Kind of
Compensation job in?
Profitability Business
and Benefits
Geographical
Location Unionization
Where is
organization
Management Labor or Is business
located?
Philosophy Capital Intensive unionized?

What is management’s Is business labor or

philosophy toward pay? capital intensive

Factors That Influence Compensation and Benefits

Career Development
• Career is the sequence of positions held by a person during his or her
lifetime.
• Career development programs were typically designed by organizations to
help employees advance their work lives within a specific organizations.
The focus of such programs was to provide the information, assessment,
and training needed to help employees realize their career goals.
• Career development was also a way for organizations to attract and retain
highly talented people.
Contemporary Issues in Managing Human Resources
• Managing downsizing- the planned elimination of jobs in an organization.
• Managing workforce diversity
• Managing sexual harassment- any unwanted action or activity of a sexual
nature that explicitly or implicitly affects an individual’s employment,
performance, or work environment.
• Managing work-life balance
• Controlling HR costs