Organization and Management 11 – ABM

THE CONCEPT AND NATURE OF STAFFING

The term ‘Staffing’ relates to the recruitment, selection, development, training and compensation of the managerial personnel.
Staffing, like all other managerial functions, is the duty which the apex management performs at all times. In a newly created
enterprise, the staffing would come as a third step— next to planning and organizing—but in a going enterprise the staffing process is
[Link] is defined as a managerial function of filling and keeping filled the positions in the organizational structure. The
personnel appointed are a combination of permanent employees, daily workers, consultants, contract employees etc.

7 Important Functions of Staffing

1. Manpower Planning
Manpower may be planned for short-term and long-term. The short-term manpower planning may achieve the objectives of the
company at present conditions. The long-term manpower planning should be concerned with the estimation of staff members required
in future.
2. Development
Development is concerned with the development of staff members through adequate and appropriate training programs. The training is
given only to the needy persons.
3. Fixing the Employment Standards
It involves the job specification and job description. These enable the management to select the personnel and train them scientifically.
Job description is a systematic and organized written statement of the duties and responsibilities in a specific job. Job specification is
a statement of personal qualities that an individual must possess if he is to successfully perform the job.
4. Sources
It is concerned with the method by which the staff members are selected. The sources may be internal and external sources. Internal
source means that a vacancy is filled up by the company out of the staff members available within the company. The external source
means that a vacancy is filled up by the company from outside the company. The person selected may be unemployed or working in
any other company.
5. Selection and Placement
It includes the process of selection of the staff members. The placement includes giving a job to a person on the basis of his ability,
education, experience and the like.
6. Training
The training may be arranged by the company itself. In certain cases, the staff members may be sent out by the company to get the
training. The expense is borne by the company. The training may be required not only by the new staff members but also by the
existing staff members.

7 Step Process of Staffing

Step # 1. Estimating Manpower Requirements/Manpower Planning:
The process of manpower planning can be divided into two parts. One is an analysis for determining the quantitative needs of
the organization, i.e., how many people will be needed in the future. The other part is the qualitative analysis to determine what
qualities and characteristics are required for performing a job.
The former is called the quantitative aspect of manpower planning in which we try to ensure a fair number or personnel in
each department and at each level. It should neither be too high nor too low leading to overstaffing or under-staffing respectively. The
second aspect is known as qualitative aspect of manpower planning wherein we try to get a proper fit between the job requirement and
the requirement on the part of personnel in terms of qualification, experience and personality orientation.
Step # 2. Recruitment and Selection:
The second step after manpower planning is recruitment and selection. These are two separate functions, which usually go
together. Recruitment aims at stimulating and attracting job applicants for positions in the organization. Selection consists of making
choice among applicants. To choose those which are most suited to the job requirement keeping in view the job analysis information.
Selection processes must begin by precisely identifying the task to be performed and also drawing a line between successful
and unsuccessful performance. Thereafter, the process of selection tries to find out how far a job applicant fulfills those characteristics
or traits needed to successfully perform the job.
Step # 3. Placement and Orientation:
Placement refers to place the right person on the right job. Once the job offer has been accepted by the selected candidate,
he is placed on his new job. Proper placement of an employee reduces absenteeism, employee’s turnover and accident rates.
Orientation/Induction is concerned with the process of introduction or orienting a new employee to the organization.
 The new employee is introduced to fellow employees, given a tour of the department and informed about such details as
hours of work, overtime, lunch period, rest rooms, etc. They are mostly informed about the company, the job and work environment.
They are encouraged to approach their supervisors with questions and problems.
Step # 4. Training and Development:
It is more accurately considered as a process of skill formation and behavioral change. It is a continuous process of the
staffing function. Training is more effectively conducted when the actual content of jobs for which people are being trained and
developed is known. Training programs should be devised to impart knowledge, develop skills and stimulate motives needed to
perform the job. Development involves growth of an employee in all respects. It is a wider concept. It seeks to develop competence and
skills for future performance. Thus, it has a long-term perspective.
Step # 5. Performance Appraisal:
It means evaluating a performance employee’s current and past performance as against certain predetermined standards.
This process includes defining the job, appraising performance and providing feedback.
Step # 6. Promotion and Career Planning:
Managers must encourage employees to grow and realize their full potential. Promotions are an integral p art of people’s
career. They usually mean more pay, responsibility and job satisfaction.
Step # 7. Compensation:
It refers to all forms of pay or rewards paid to employees by the employer/firm. It may be in the form of direct financial
payments (Time based or Performance based) like salaries and indirect payments like paid leaves.

RECRUITMENT
Recruitment is a set of activities designed to attract qualified applicants for job position vacancies in an organization.
The two methods of recruitment are external and internal recruitment.
External recruitment method considers outside sources in locating potential individuals who might want to join the organization and
encouraging them to apply for actual or anticipated job vacancies.
The following are methods of external recruitment:
1. Advertisements 4. Employee referrals 6. Public and private employment
2. Unsolicited applications 5. Educational institutions agencies
3. Internet recruiting

Internal recruitment is a process of filling job vacancies through promotions or transfers of employees who are already part of the
organization. In other words, recruitment is within the organization. For example, you are working in an organization as an assistant
supervisor for three years already. Since your senior supervisor is about to retire, the organization is hiring for his replacement but what
they do is internal recruitment. In this case, you as a qualified applicant for the position can apply.

SELECTION
Selection is the process of choosing individuals who have the required qualifications to fill the present and expected job opening. This
is the second component of staffing which includes the following steps:
1. Establishing the selection criteria – this includes the citation of the nature and purpose of the job position which has to be filled. This
may include the skills that the company is looking for in an employee.
2. Requesting applicants to complete the application form – application forms must be filled by the applicants with the necessary
information that the company is asking so that it will be easy for managers to decide whether the applicants meet the minimum
requirements or not.
3. Screening by listing applicants who seem to meet the set of criteria – this is the time when the company’s human resource team will
assess who among the applicants meet the minimum criteria and who will proceed to the next step. This is to minimize the cost of time
spent in interviews with applicants who do not meet the criteria for the job opening.
4. Screening interview to identify more promising applicants – this is the time where shortlisted applicants will undergo a formal
interview and will be assessed more closely if he/she fits the job.
5. Interview by the supervisor/manager or panel interviewers – this is when the supervisors/managers will assess if the applicants are
well oriented with his/her characteristics and abilities towards the job that he/she is applying for.
6. Verifying information provided by the applicant – this is done to check if the applicants are not telling false information to the
company.
7. Requesting the applicant to undergo psychological and physical examination – this is very important because having a healthy mind
and a healthy body is important for good job performance.
8. Informing the applicant that he or she has been chosen for the position applied for – this can be done verbally or in writing by the
managers who give the final decision regarding the applicant’s hiring. Final instructions regarding the company’s rules and regulations
for hiring an applicant must be given in this step.

Types of Job Interviews

1. Structured interviews - the interviewer asks the applicant to answer a set of prepared questions - situational, job
knowledge, job simulation, and worker requirement questions.
2. Unstructured interview - the interviewer has no interview guide and may ask questions freely.
3. One - on- one interview - one interviewer is assigned to interview the applicant.
4. Panel interview - several interviewers or a panel interviewer may conduct the interview of applicants, three to five
interviewers take turns in asking questions.

Types of Employment Tests

1. Intelligence test - designed to measure the applicant’s mental capacity; test his or her cognitive capacity, speed of thinking,
and ability to see relationships in problematic situations.
2. Proficiency and aptitude test - test his or her present skills and potential for learning other skills.
3. Personality test - designed to reveal the applicant’s personal characteristics and ability to relate with others.
4. Vocational tests - tests to show the occupation best suited to applicant.

TRAINING AND DEVELOPMENT

Training refers to learning given by organizations to its employees that concentrates on short-term job performance and acquisition or
improvement of job-related skills. Development refers to learning given by organizations to its employees that is geared toward the
individual’s acquisition of his or her skills in preparation for future job appointments and other responsibilities.

Common Training Methods

These are the ways content is delivered to employees:
Instructor-Led Training (ILT):
Traditional classroom-style sessions led by a trainer, which can include lectures or group discussions.
On-the-Job Training (OJT):
Hands-on learning and direct experience in a real work environment.
Online Learning (eLearning):
Digital courses, modules, and resources accessible at the employee's own pace.
Coaching and Mentoring:
One-on-one guidance from a more experienced colleague to develop skills and career goals.
Simulations:
Using technology like virtual or augmented reality to practice in a safe, simulated environment for high-stakes situations.
Role-Playing:
Employees act out real-life scenarios to practice handling difficult situations and receive feedback.
Case Studies and Group Activities:
Analyzing real-world problems or participating in group exercises to build problem-solving skills.