Staffing

The managerial function of staffing involves manning the organizational

structure through proper and effective selection, appraisal and development
of personnel to fill the roles designed into the structure (Koontz & ODonnell)
FEATURES
Universal Function
Continuous Function
Dynamic Function
Wide scope and application
Purposeful
Complex

Scope of Staffing

Manpower Planning
Recruitment
Selection
Training and Development
Performance Appraisal
Compensation

Manpower
Planning

Meaning

GEISLER defines MP as:

The process by which a firm ensures that it has the right number of people and the
right kind of people at the right places at the right time, doing work for which they
are economically most useful.

Human resource planning is the process by which the management determines

how an organization should move from its current manpower position to its
desired manpower position.
Estimating or projecting the number of personnel with different skills required
over time or for a project, and detailing how and when they will be required.
It involves anticipating the present and future requirements of the number and
quality of work force in the organization. It should consider the effect of
absenteeism and labour turnover.
It has two main aspects:1. Quantitative Aspect: Determination of the number of personnel required
by the company.
2. Qualitative Aspect: Determination of the type of manpower required.

Objectives

Objectives (Contd)

Recruitment,
Selection &
Placement

Jiveta Chaudhary
9999-023-045

Recruitment Meaning

Recruitment is the process of searching for prospective

employees and stimulating and encouraging the to apply for
the job. (Flippo EB, 1980)
Recruitment is a process to discover the sources of
manpower to meet the requirements of the staffing schedule
and to employ effective measures for attracting that
manpower in adequate numbers to facilitate effective
selection of an efficient working force. (Yoder D, et al 1972)
The process of attracting individuals in sufficient numbers
with the right skills and at appropriate times to apply for
open positions within the organization.

Recruitment Meaning

Recruitment needs are of three types:

Planned: Arises from changes in organization
and retirement policy.
Unexpected:
Arises
during
resignations,
deaths, accidents and illness.
Anticipated: Refers to those movements in
personnel which an organization can predict by
studying trends in the internal and external
environments.

Principles

General principles a recruitment policy

involves
which
reflect
the
employers
commitment are :
To find and employ the best qualified persons
for each job
To retain the most promising of those hired
To offer promising opportunities for the life time
working careers
To provide facilities and opportunities for
personal growth on the job

Significance

Attract and encourage more and more candidates to apply in the

organisation.
Create a talent pool of candidates to enable the selection of best
candidates for the organisation.
Determine present and future requirements of the organization in
conjunction with its personnel planning and job analysis activities.
Recruitment is the process which links the employers with the
employees.
Increase the pool of job candidates at minimum cost.
Help increase the success rate of selection process by decreasing
number of visibly under qualified or overqualified job applicants.
Help reduce the probability that job applicants once recruited and
selected will leave the organization only after a short period of time.

Process

1. Identify vacancy
2. Prepare job description and person
specification
3. Advertising the vacancy
4. Managing the response
5. Short-listing
6. Arrange interviews
7. Conducting interview and decision making

Sources of
Recruitment

Internal
Transfers
Promotions
Retired and
retrenched
employees

External

Educational Institutions
Recruitment Agencies
Employment Exchanges
Casual Callers
Labour Contractors
Gate Recruitment
Press Advertising
Nepotism
Employee Referrals

External Sources of Recruitment India

Badli workers
Employment exchanges
Newspaper advertisements
Labour contractors
Technical, management and other institutions
Nepotism
Walk in interviews
Employee referrals
Net advertisements
Poaching

Sources of
Recruitment

Recent Trends

Poaching
Outsourcing
Online Recruitment or e-Recruitment

Poaching

Buying talent (rather than developing it) is the latest mantra

being followed by the organisations today. Poaching means
employing a competent and experienced person already
working with another reputed company in the same or different
industry; the organisation might be a competitor in the
industry. A company can attract talent from another firm by
offering attractive pay packages and other terms and
conditions, better than the current employer of the candidate.
But it is seen as an unethical practice and not openly talked
about. Indian software and the retail sector are the sectors
facing the most severe brunt of poaching today. It has become
a challenge for human resource managers to face and tackle
poaching, as it weakens the competitive strength of the firm.

Recruitment
Outsourcing

The outsourcing firms help the organisation by the initial screening of

the candidates according to the needs of the organisation and creating
a suitable pool of talent for the final selection by the organisation.
Outsourcing firms develop their human resource pool by employing
people for them and make available personnel to various companies as
per their needs. In turn, the outsourcing firms or the intermediaries
charge the organisations for their services.
Advantages
Company need not plan for human resources much in advance.
Value creation, operational flexibility and competitive advantage
Turning the management's focus to strategic level processes of HRM
Company is free from salary negotiations, weeding the unsuitable
resumes/candidates.
Company can save a lot of its resources and time

e-Recruitment

Integration
and
utilization
of
internet
technology
to
improve
efficiency
and
effectiveness of recruitment process
Online recruitment where recruitment is done
through electronic resources
Utilizes web based tools, techniques and
technologies

e-Recruitment
Process

e-Recruitment Efficiency

Decentralization
Time
Cost
Space
Company image
Quality

Wide range of candidates

Better response
Passive job seekers also attracted

JOB ANALYSIS

Job Description and Job Specification

Job Analysis

Job analysis is a family of procedures to identify the

content of a job in terms of activities involved and
attributes or job requirements needed to perform the
activities
Process of getting detailed information about jobs:

Characteristics of job
Minimum required competencies and other characteristics
in an individual for him/her to successfully complete the
job

Defining a job in terms of its component tasks or duties

and the knowledge or skills required to perform them

JA = JD + JS

Job Description

Job Title
Summary
Duties and responsibilities
Working conditions
Machines and equipment / Technology
Social environment
Supervision and reporting relationship
Relation to other jobs

JA = JD + JS

Job Specification

Qualifications
Experience
Skills
Training
Responsibility
Physical characteristics
Psychological characteristics
Social characteristics

ASSIGNMENT
Part A

Each person in the class will choose one job vacancy as you like,
and draw up a job advertisement for it within 20 minutes. It should
contain the job title, employer, skills required, experience required,
benefits, what the applicant should do, etc.
Hint: Include detailed JD and JS

SELECTION

Selection

Process of choosing from among candidates from within

or outside the organization the most suitable person for
a position
Series of steps by which the candidates are screened for
choosing the most suitable persons for vacant posts
Significance

Stable workforce (low absenteeism and turnover)

Higher efficiency and productivity
Job satisfaction
Morale
Reduced accidents and wastages

Selection Process

1. Receiving and screening of applications or Application Blank

2. Preliminary interview
3. Employment tests

4.
5.
6.
7.

Aptitude test
Interest test
Intelligence test
Job specific / performance test
Personality test / psychological tests

Employment interviews
Physical/Medical Checks
Checking references
Final selection

ASSIGNMENT
Part B

For the Job Vacancy finalized in Part A of the Assignment,

formulate a detailed selection process within 20 minutes

Selection vs.
Recruitment

Placement

Induction & Socialization

Placement

Placement involves assigning jobs to the selected candidates

It is matching of what the supervisor has reason to think the
candidate can do which the job demands
Most employees are put on a probation period after which
his/her employment is confirmed
Only in rare cases an employee once placed, is asked to quit
from his/her job
Importance

It
It
It
It

helps in reducing employee turnover.

helps in reducing absenteeism.
helps in reducing accident rates.
avoids misfit between the candidate and the job.

Orientation /
Induction

It is welcoming a new employee to the

organization
Planned and systematic introduction of
employees to their jobs, their co-workers and
the organization.
Designed
to
provide
new
employees
information
he/she
needs
to
function
effectively and comfortably in the new
organization
Attempts to make the new employee feel at
home

Induction - Purpose

To reduce the initial anxiety all new entrants feel when they
join a new job in a new organization
To familiarize the new employees with the job, people, work
place, work environment in the organization
To facilitate outsider-insider transition in an integrated
manner
To reduce exploitation by the unscrupulous co-workers
To reduce the cultural shock faced in new organizations

Effective Orientation
Programme

Educate the attendees about the history of the company, the financial
performance of the company and the marketing initiatives of the company.
Brief history and operations of the company.
Products and services of the company.
The companys organization structure.
Location of department and employee facilities.
Rules, regulations and daily work routines.
Grievance procedures.
Safety measures.
Standing orders and disciplinary procedures.
Terms and conditions of service including wages, working hours, overtime,
holidays etc.
Suggestion schemes.
Benefits and services for employees.
Opportunities for training, promotions, transfers etc.

Socialization

Organizational socialization is a powerful process by

which people learn the content of an organization's
culture. It affects individual behaviour and helps shape
and maintain the organization's culture.
Process by which a new member learns the value
system, the norms, and the required behaviour patterns
of the organization or group the person is entering.

Socialization

It is a process of adaptation that takes place

as individuals attempt to learn the values and
norms of work roles
In fact, induction is only a part of socialization
Induction is confined to the new recruits only ;
whereas socialization covers transfer and
promotion as well

Socialization

New Employee
Characteristics

New Employee Tactics

Organization efforts

Adjustment

Outcomes
- Satisfaction
- Commitment
- Turnover
- Performance

TRAINING AND
DEVELOPMENT

T&D and Career Development

Training

Training is the act of increasing the knowledge and skills of

an employee for doing a particular job, Training programs
attempt to bring out positive changes in the employees
Knowledge, Skills and Attitudes.
Training aims to:

To
To
To
To
To
To
To

increase workers knowledge

impart new skills
bring about desired changes in attitudes
check wastages
reduce accidents
prepare workers for higher jobs
improve overall organizational performance

Management
Development

Management Development is a process by which managers acquire not only

skills and competencies in their present jobs but also capabilities for future
managerial tasks of increasing difficulty and scope. It encompasses all those
activities and programmes which have substantial influence on changing the
capacity of the individual to perform his present assignment better and in so
doing are likely to increase his potential for future management assignment.
Management development aims to:

To increase the overall knowledge, conceptual and decision making skills

To improve the performance of managers in their present positions
To ensure an adequate reserve of capable well trained managers for future needs
To influence the behavior of workers through the executives
To introduce change in the organization by developing executives into change
agents or facilitators
To provide opportunities to the managers for their career advancement
To prevent obsolescence of executives by providing them opportunities for
updating their knowledge and skills

Training vs
Development

S. NO.
TRAINING
1
It is a short term process
It
utilizes
systematic
and
organized procedure by which
2
non managerial personnel learn
technical knowledge and skills
for a definitive purpose
It helps individuals learn how to
3
perform
their
current
jobs
effectively
4
It is reactive
It is a result of initiatives taken
5
by management. It is a result of
outside motivation
It
aims
at
enhancing
6
organizational productivity

DEVELOPMENT
It is a long term process
It
utilizes
a
systematic
and
organized procedure by which
managerial
personnel
learn
conceptual
and
theoretical
knowledge for general purpose
It prepares individuals for future
jobs and growth in all aspects
It is proactive
It is mostly
motivation

result

of

internal

It aims at modifying behaviour

Training - Significance

Employer

Employee

Quick learning

Confidence

Higher productivity
Standardization of procedures

New skills

Less supervision

Promotion

Economical operations

Higher earnings

Higher morale
Preparation of future
managers
Better management

Adaptability
Increased safety

Training Methods

On-the-job Training

Coaching
Understudy
Position Rotation
Mentoring

Off-the-job Training

Special Lecture-cum-Discussion
Conference
Case study
Sensitivity training
Special projects
Committee assignments

Training Process
DETERMINING TRAINING OBJECTIVES

TRAINING NEEDS ANALYSIS

Organizational Analysis
Task Analysis
Individual Analysis

DEVELOPING THE TRAINING PROGRAMME

Setting responsibility for Training
Preparing the Trainers
Preparing the Trainees
Arranging space for training delivery and setting timelines for the same
Selecting Training Methods
Lecture, Discussion, Case study, Role play, Sensitivity training, Syndicate, Brain storming, Computer
assisted learning, Exercise, Business games, In-Basket, On the job training, Project work, Programmed
learning, Committee Assigbments, Assessment centres, MBO, etc.
Selecting training materials and equipment

IMPLEMENTING THE TRAINING PROGRAMME

EVALUATION OF THE TRAINING PROGRAMME

Performance
Appraisal

Meaning

It is a systematic evaluation of an individual with

respect to performance on the job and individuals
potential for development.
Performance Appraisals is the assessment of individuals
performance in a systematic way. It is a developmental tool
used for all round development of the employee and the
organization. The performance is measured against such
factors as job knowledge, quality and quantity of output,
initiative, leadership abilities, supervision, dependability, cooperation, judgment, versatility and health. Assessment
should be confined to past as well as potential performance
also. The second definition is more focused on behaviors as a
part of assessment because behaviors do affect job results.

Purpose

Basis for job change or promotion

Formulation of training and development
programme
Feedback to employee
Incentives to employees
Supervisors become more observant
Evaluating effectiveness of selection process

Methods

Ranking
Rating scale
Checklist
Forced choice
Field Review
Critical incident
Confidential report
Essay Appraisal
360 degree appraisal

Compensation

Compensation Meaning

Compensation is the remuneration received by an

employee in return for his/her contribution to the
organization. It is an organized practice that involves
balancing the work-employee relation by providing
monetary and non-monetary benefits to employees.
Types of Compensation

Compensation provided to employees can direct in the form of

monetary benefits and/or indirect in the form of nonmonetary benefits known as perks, time off, etc. Compensation
does not include only salary but it is the sum total of all
rewards and allowances provided to the employees in return
for their services. If the compensation offered is effectively
managed, it contributes to high organizational productivity.

Compensation - Types

Need of Compensation
Management

A good compensation package is important to motivate the

employees to increase the organizational productivity.
Unless compensation is provided no one will come and work
for the organization. Thus, compensation helps in running
an organization effectively and accomplishing its goals.
Salary is just a part of the compensation system, the
employees have other psychological and self-actualization
needs to fulfil. Thus, compensation serves the purpose.
The most competitive compensation will help the
organization to attract and sustain the best talent. The
compensation package should be as per industry standards.