STAFFING

GROUP 3
 OUR STARTING
POINT:
 KNOW THE NATURE OF STAFFING
 IDENTIFY THE STEPS IN
RECRUITMENT
 DISCUSS THE IMPORTANTCE OF
EMPLOYEE RELATIONS
 KNOW THE EFFECTIVE REWARD
 NATURE STAFFING
 Staffing is considered to be the most important managerial function
along with organizing, leading, controlling and planning. Because
the operation of these four function depends on the manpower
through staffing function.
 Staffing is a pervasive act as it carries out by managers is all types
of concerns.
 Staffing is a continuous activity for as long as the organization is
existing because the movement of employees due to promotion and
transfer takes place continuously.
 Staffing is putting the right job, it is the human resources
manager’s job to look for people, select, train, develop, provide
remuneration, etc.
• Business dictionary defines “staffing” as the
selection and training of individuals for specific job
functions and charging them with the associated
responsibilities.

• The managerial function of staffing is defined as

filling and keeping filled positions in an
organizational structure – Weirch , Cannice .
Zoontz
 Recruitment and Selection
Process
To increase efficiency in hiring and retention and to
ensure consistency and compliance in the
recruitment and selection process.

The following steps are the best practice attract

talented and diverse applicant pool:
1.Identify vacancy and evaluate the need
2.Develop job description
3.Develop recruitment plan
4. Select search committee
5.Post position and implement recruitment plan
6. Review application and develop short list
7.Conduct interviews
8. Select hire
9.Finalize recruitment
STEP 1: IDENTIFY VACANCY AND EVALUATE
THE NEED
Recruitments provide opportunities to departments to
align staff skills sets to initiatives and goals and for
department and individual growth. Proper planning and
evaluation of the need will lead to hiring the right person
for the role and team. If it is a newly created position,
check the core skills needed for the position. Conduct a
job analysis if there is a need to fill in the main tasks.
 STEP 2: DEVELOP JOB DESCRIPTION

A job description is the core of a successful

recruitment process. It is used to develop interview
questions, interview evaluations and reference
check question. A job description contains all the
information, competencies, skills, required and
expected of the position.
 The following are the content of the job
description:
1. General information – Position title, paygrade, position level,
department, department head, immediate superior.
2. Position purpose – Objectives of the position
3. Essential job function – Describes the duties and responsibilities
of the position.
4. Minimum requirements – Basic qualifications required for the
position
5. Preferred qualification – Are skills and experience preferred in
addition to basic requirements and can be used to narrow down
the pool of applicants.
STEP 3:DEVELOP RECRUITMENT PLAN
each position requires a documented recruitment plan, which is
approved by the organizational unit. A carefully structure recruitment
plan maps out the strategy for attracting and hiring the best-qualified
candidate and helps to insure an applicant pool which includes
women and under-represented groups including veterans and
individuals with disabilities.

In addition to the position’s placement goals, the plan contains

advertising channels to be used to achieve these aims. The
recruitments plan is typically develop by the hiring manager in
conjunction with department HR coordinator. Placement goals
identified are display on the position requisition.
STEP 4: SELECT SEARCH COMMITTEE
Select search committee to ensure applicants selected for interview and final
consideration are evaluated by more than one individual to minimize the
potential for personal bias, a selection committee is formed. The hiring manager
will identify members who will have direct and indirect interaction with the
applicant in the course of their job. Each hiring manager should make an effort
to appoint a search committee that represents a diverse cross section of the staff.
A member of the committee will be appointed as the Affirmative Action and
Compliance Liaison, who will monitor the affirmative action aspects of the
search committee. Under- represented groups and women are to have equal
opportunity to serve on search committees, and special efforts should be made to
encourage participation. Departments that lack diversity in their staff should
consider appointing staff outside the department to search committees or develop
other alternatives to broaden the perspective of the committee.
STEP 5: Post Position and Implement
Recruitment Plan
Once the position description has been
completed, the position can then be displayed.
Every effort should be made to ensure the
accuracy of the job description and posting tex.
It may not be possible to change elements of a
position once posted because it may impact the
applicant pool.
STEP 6: Review Candidate and Develop Short
List
 Once the job has been posted, candidates will apply via
email or personal appearance. Applicants are those who
apply during the initial application period as described in
Step 5. All applicants must be reviewed and
considered.Candidates who apply after the initial
application period will be considered “expressions of
interest” and not viewable by the search committee it is
recommended that all search committee members
review all applicants to ensure more than one person
assesses their qualifications and that individual opinion
or biases are avoided.
It is permissible to have at least two
committee members review all
applicants for certain recruitments in
which there are extensive applicant
pools to best narrow down the pool.
 STEP 7: Conduct Interview

The interview is the single most important step in the

selection process. It is the opportunity for the employer
and prospective employee to learn more about each other
and validate information provided by both. By following
these interviewing guidelines, you will ensure you have
conducted a thorough interview process and have all
necessary data to accurately evaluate skills and abilities.
STEP 8: Select Hire

Once the interviews have been completed, the

committee will meet to discuss the interviewees.
Committee members will need to assess the extent of
which each one met selection criteria. The search
committee evaluation tool will be helpful in justifying
their decisions and making them as objective as
possible.
Your documentation should demonstrate your selection
decision. As one of the most critical steps in the process,
it is important to keep the following in mind:

* The best candidate for the position was chosen based on

qualifications
*The candidate will help to carry out the University and
Department's missions
STEP 9: Finalize recruitment
Once a final check of the selection process has been
completed, and the final applicant has been
determined, the Committee Chair or designee will
notify the Departmental HR Coordinator of the
finalist's name, salary and start date. It is important that
each recruitment is properly closed, including the
notification of those interviewed and not selected, as
well as all documentation associated with the
recruitment.
Training and Development
- There are some different types of training we can use to engage
an employee. These types are usually used in all steps in a
training process (orientation, in-house, mentorship, and external
training). The training utilized depends on the amount of
resources available for training, the type of company, and the
priority the company places on training. There are a lot of types
of training that HR managers offer, no one type would be enough
for the jobs we do. Most HR managers use a variety of these
types of training to develop a holistic employee.
1. Technical or Technology Training
Depending on the type of job, technical training will be required.
Technical training is a type of training meant to teach the new
employee the technological aspects of the job. In a retail environment,
technical training might include teaching someone how to use the
computer system to ring up customers. In a sales position, it might
include showing someone how to use the customer relationship
management (CRM) system to find new prospects. In a consulting
business, technical training might be used so the consultant knows
how to use the system to input the number of hours that should be
charged to a client. In a restaurant, the server needs to be trained on
how to use the system to process orders. Technical training is often
performed in-house, but it can also be administered externally.
 2. Quality training

In a production-focused business, quality training is extremely

important. Quality training refers to familiarizing employees with
the means of preventing, detecting, and eliminating non-quality
items, usually in an organization that produces a product. In a
world where quality can set your business apart from competitors,
this type of training provides employees with the knowledge to
recognize products that are not up to quality standards and teaches
them what to do in this scenario. Numerous organizations, such as
the International Organization for Standardization (ISO), measure
quality based on some metrics.
This organization provides the stamp of quality approval for
companies producing tangible products. ISO has developed
quality standards for almost every field imaginable, not only
considering product quality but also certifying companies in
environmental management quality.
Training employees on quality standards, including ISO
standards, can give them a competitive advantage. It can result in
cost savings in production as well as provide a edge in the
marketing of the quality-controlled products. Some quality
training c can happen in-house, but organizations such as ISO
also perform external training
 3. Skills training

Skills training, the third type of training, includes proficiencies

needed to actually complete the job. For example, an administrative
assistant might be trained in how to answer the phone, while a
salesperson at SM store might be formed in the assessment of
customer needs and on how to offer the client information to make a
buying decision. Think of skills training as the things you need to
know to perform your job. A cashier needs to know not only the
technology to bring someone up but what to do if something is
priced wrong. Most of the time, skills training is given in house and
can include the use of a mentor.
 4. Soft Skills Training
Our fourth type of training is called soft skills training. Soft
skills refer to personality traits, social graces,
communication, and personal habits that are used to
characterize relationships with other people. Soft skills
might include how to answer the phone or how to be
friendly and welcoming to customers. It could include
sexual harassment training and ethics training. In some jobs,
necessary soft skills might include how to motivate others,
maintain small talk, and establish rapport.
In a retail or restaurant environment, soft skills are
used in every interaction with customers and are a
key component of the customer experience. Many
problems in organizations are due to a lack of soft
skills, or interpersonal skills, not by problems with
the business itself. As a result, HR and managers
should work together to strengthen these employee
skills. Soft skills training can be administered either
in house or externally.
 5. Team Training
The goal of team training is to develop cohesiveness among team
members, allowing them to get to know each other and facilitate
relationship building. We can define team training as process that
empowers teams to improve decision-making, problem-solving, and
team development, skills to achieve business results. Often this type
of training can occur after an organization has been restructured and
new people are working together or perhaps after a merger or
acquisition. Team training can be administered either in-house or
externally. Ironically, through the use of technology, team training no
longer requires people to be even in the same room.
 6. Managerial
Training
After someone has spent time with an organization, they might
be identified as a candidate for promotion. When this occurs,
managerial training, will occur. Topics might include those
from our soft skills section, such as how to motivate and
delegate, while others may be technical in nature. For example,
if management uses a particular computer system for
scheduling, the manager candidate might be technically trained.
Some managerial training might be performed in-house while
other training, such as leadership skills, might be performed
externally
 7. Safety
Training
Safety training is a type of training that occurs to ensure
employees are protected from injuries caused by work-related
accidents. Safety training is especially important for
organizations that use chemicals or other types of hazardous
materials in their production. Safety training can also include
evacuation plans, fire drills, and workplace violence
procedures.
Compensation and Benefits
> Salary and wages
A salary (or wage) is a fixed amount paid in exchange for an employees
services. Ontario employment standards legislation entitles most employees
to receive a “minimum wage” in exchange for the work they complete for a
company. For full-time employees, salary is described in annual, monthly, bi-
weekly or weekly amounts. For part-time employees, it is described as an
hourly amount.

To determine an appropriate salary and salary range that your company is

willing to pay for a position, you must:

- Establish the value of the position based on your organizational

requirements.
- Understand what the market is paying for a similar position.
> Incentives: Drivers in attracting the best
employees
Compensation can be divided into salary, benefits, and incentives. While
salary and benefits must be competitive, incentives are the most likely
drivers of attracting and retaining the best employees in start-ups. There are
three key types of incentives.

*BONUSES
Individuals are rewarded based on attainment of performance-based goals
(individual, team and company). Goals must be realistic and closely
matched to the business and people involved. Payout potential should be
large enough to be significant to the individual. Bonuses can be set up to
drive directly and support the company's needs (for example, profitability,
annual results, successful completion of projects and significant project
milestones).
 * Profit sharing
Payment is tied to company profits. A pre-determined percentage
of profit is shared among all employees. Profit-sharing bonuses
are paid out once a year in the form of cash or on a deferred
basis.
* Commissions -
Commissions are a common way to remunerate employees (sales people) for
securing the sale of a product or service. The intent is to create a strong
incentive for the individual to invest the maximum effort into their work.
Com missions are usually calculated as a percentage of the sale of the
product or service (for example, 5% of a computer component's retail selling
price).
 Performance
Appraisal
Performance Appraisal is the systematic evaluation of the performance of
employees and to understand the abilities of a person for further growth and
development. Performance evaluation is done in systematic ways which are as
follows:
1. The supervisors measure the pay of employees and compare it with targets
and plans.
2. The supervisor analyzes the factors behind work performances of
employees.
3. The employers are in a position to guide the employees for better
performance.
 Advantages of Performance Appraisal
It is said that performance appraisal is an investment for the
company which can be justified by following advantages:

> Promotion: Performance Appraisal helps the supervisors to chalk

out the promotion programs for efficient employees. In this regards,
inefficient workers can be dismissed or demoted in case.
> Compensation: Performance Appraisal helps in chalking out
compensation packages for employees. Merit rating is possible through
performance appraisal. Performance Appraisal tries to give worth to
performance. Compensation packages which include bonus, high salary
rates, extra benefits, allowances, and pre-requisites are dependent on
performance appraisal. The criteria should be merit rather than seniority.
> Employees Development: The systematic procedure of
performance appraisal helps the supervisors to frame
training policies and programs. It contributes to analyzes
strengths and weaknesses of employees so that new jobs
can be designed for efficient employees. It also helps in
framing future development programs.
Selection Validation:
Performance Appraisal helps the supervisors to understand the
validity and importance of the selection procedure. The supervisors
come to know the validity and thereby the strengths and
weaknesses of the selection procedure. Future changes in selection
methods can be made in this regard

Motivation:
Performance appraisal serves as a motivation tool. Through
evaluating the performance of employees, a person's efficiency can
be determined if the targets are achieved. This very well motivates
a person for the better jobs and help him to improve his
performance in the future.
Employee Relations:
Maintaining a strong employer and employee relationship can be the
key to the ultimate success of an organization, the results are
advantageous. It is known that if a strong relationship is to place
employees will be more productive, more efficient, create less conflict
and will be more loyal. Taking this into consideration, is your company
operating at its peak performance? Is this because you lack a healthy
relationship with your employees?

The Benefits of Strong Employment Relations:

Having strong employer and employee relations reaps a lot of benefits
for your business. The three most advantageous are listed below;
The Benefits of Strong Employment Relations:
Having strong employer and employee relations reaps a lot of benefits for
your business. The three most advantageous are listed below;

Productivity: Strong employment relations

create a pleasant atmosphere within the
work environment; it increases the employee
motivation and can also be increased
through improved employee morale.
Companies that have invested into employee
relations programs have experienced
increases in the productivity, and therefore,
the increased productivity leads to increases
in profits for the business.
 Employee Loyalty:

Creating the productive and pleasant work environment has a drastic

effect on an employee's commitment to the firm, it encourages a loyal
workforce. Having such a labor force improves employee retention, in
doing so the cost of recruitment, hiring and training are cut drastically.
For most businesses the high cost of employee turnover outweighs the
cost of the employee relations program that they have in place. Another
benefit is that when the employee turnover is low, it ensures that the
employer has a trained set of employees.
 Conflict Reduction
When a work environment is efficient and friendly, the extent
of conflict within the workplace is reduced. Fewer conflict
results in the employees being able to concentrate on the tasks
at hand and they are therefore more productive. All the research
and statistics lead to one conclusion, 'A happy workforce is
productive workforce. Creating a sound and efficient work
environment with excellent management and a strong
employer-employee relation can be the vital key to any
businesses success or failure.
Reward system
In the broadest sense of the word, performance evaluation and
systems are designed for employee development and raising
motivation with the purpose of achieving better and more
visible results. Goals are reached by giving systematic feedback
while the effects of subjectivity and the errors that come from it
(sympathy, halo effect) are minimized. The aim of the whole
process is to boost productivity and work quality in the entire
organization.
In all successful companies at home and abroad,
reward systems are established practices common
and specific characteristics because the system
cannot only be copied from one organization to
another. It is necessary to focus on the specifics of
an organization and organizational culture within it
when planning, understanding and interpreting the
system.
We excel in joining forces with the leaders to build a
transparent reward system that serves as an important
management tool at the same time. We build and
rebuild reward systems and wholesome performance
evaluation systems focusing on better employee
guidance and motivation based on clear and
straightforward criteria, better definition of efficient
and less efficient workers, the relation of company
goals to goal-oriented management and regular
feedback.