Mgt Function- Staffing

III- STAFFING – what?

• Staffing is the placement of the right man on the right job at the right time.

STAFFING -WHY? (IMPROTANCE)

• Maintenance of satisfied workforce• Preparation of human force in advance• Better utilisation of human factor

STAFFING PROCESS• Primary function• Man power planning• Recruitment ( from internal and external sources)• Selection• Placement• Induction ( orientation )• Secondary function• Training and development• Compensation• Motivation• Promotion, demotion, transfer• Personal welfare• Human relation

Staffing

• Selection and training• Placement • Performance appraisal• Carrier strategy• Organizational development

Recruitment, selection and training

• Recruitment is the process of identifying that the organisation needs to employ someone up to the point at which application forms for the post have arrived at the organisation.

• Selection then consists of the processes involved in choosing from applicants a suitable candidate to fill a post.

• Training consists of a range of processes involved in making sure that job holders have the right skills, knowledge and attitudes required to help the organisation to achieve its objectives.

Difference between Recruitment and Selection

• Attracting maximum number of applicants so as to have more options is Recruitment and where as Selection is picking the best among them.

• Recruitment is known as a positive process as it contain only the process of creating the application pool. Selection process include rejection and fewer candidates are selected or sometimes even not a single candidate is selected.

Recruitment

• Recruiting individuals to fill particular posts within a business can be done either internally by recruitment within the firm, or externally by recruiting people from outside.

Advantages of internal recruitment

• :1. individual have inside knowledge of how a business operates will need shorter periods of training and time for 'fitting in'.

• 2. Internal promotion acts as an incentive to all staff to work harder within the organisation.

• 3. From the firm's point of view, the strengths and weaknesses of an insider will have been assessed.

Disadvantages of internal recruitment

• The disadvantages of recruiting from within are that:1. You will have to replace the person who has been promoted

2. Promotion of one person in a company may upset someone else.

Internal recruitment

• Transfers• Promotions (through Internal Job

Postings) and• Re-employment of ex-employees

External recruitment

• External recruitment• External recruitment makes it possible to draw

upon a wider range of talent, and provides the opportunity to bring new experience and ideas in to the business.

• Disadvantages are that it is more costly.

External recruitment

• Advertisement • Employment Exchanges• Employment Agencies• Educational Institutions • Recommendations• Labour Contractors

Job description

• The title of the job• To whom the employee is responsible • For whom the employee is responsible • A simple description of the role and duties of

the employee within the organisation.

DESCRIPTIONS MAY BE USED FOR:

• Advertising a position• Hiring into a position• Allocating tasks in a strategic plan• Deciding about compensation• Making performance reviews

DESCRIPTIONS INCLUDE

• Special job requirements• Possible salary and benefits• Submission information• Contact information

Job specification.

• A job specification goes beyond a mere description - in addition, it highlights the mental and physical attributes required of the job holder

Employee selection Process

• Selection involves choosing the best candidate with best abilities, skills and knowledge for the required job.

• Preliminary Interviews• Application blanks • Written Tests• Employment Interviews• Medical examination• Appointment Letter

Orientation and Placement

• Generally the information given during the orientation programme includes-

• Employee’s layout• Type of organizational structure• Departmental goals• Organizational layout• General rules and regulations• Standing Orders• Grievance system or procedure

PLACEMENT

• Placement is a process of assigning a specific job to each of the selected candidates.

• It involves assigning a specific rank and responsibility to an individual.

• It implies matching the requirements of a job with the qualifications of the candidate.

significance of placement

• It improves employee morale.

* It helps in reducing employee turnover.

* It helps in reducing absenteeism.

* It helps in reducing accident rates.

* It avoids misfit between the candidate and the job.

* It helps the candidate to work as per the predetermined objectives of the organization

Training

• Training takes place in the following ways:•

1. On the job - learning skills through experience at work.

2. Off the job - learning through attending courses.

On-the-job training techniques

• On-the-job training techniques include • orientations, • job instruction training, • apprenticeships,• internships, • assistantships, • job rotation and coaching

Off-the-job techniques

• Off-the-job techniques include• lectures, • special study, • audio visual conferences or discussions, • case studies,• role playing,• simulation, • programmed instructions, and • laboratory trainings.

PERFORMANCE APPRAISAL

• Performance appraisal is a systematic way of reviewing and assessing the performance of an employee during a given period of time and planning for his future

• To judge the gap between the actual and the desired performance.

• To diagnose the strengths and weaknesses of the individuals so as to identify the training and development needs of the future.

Appraisal Data Is Needed For...

• Assessment of current employee performance– are performance standards being met?

• Training needs– what does the employee need to learn in order to improve current work

performance?• Career planning and development

– assessing an employee’s strengths and weaknesses to determine advancement • Compensation programs

– provides a basis for rational decisions regarding pay adjustments (raises and bonuses)

• Internal employee relations – used for decisions in several areas of internal employee relations, including

promotion, demotion, termination, layoff, and transfer (transfers, layoffs, terminations)

• Recruitment and selection– generates data to validate selection criteria

• Human resource planning– assessment data is helpful in building replacement or succession charts

WHO SHOULD CONDUCT THE APPRAISAL?

• IMMEDIATE SUPERVISOR• SUBORDINATES• COWORKERS (Peers)• OUTSIDERS

– Customers– Constituents– Consultants

• SELF-APPRAISAL• GROUPS or TEAMS

360 degree appraisal – from above & below; insiders & outsiders720 degree appraisal – a second layer above and below

CAREER STRATEGY

• Career strategy is based on Higher Wages • Better Title and More Power

• A career strategy is a structured approach to developing capabilities, tools and resources in an organisation, which will enable people to navigate this career ‘journey’ successfully.

ORGANIZATIONAL DEVELOPMENT

• Organization development is an ongoing, systematic process of implementing effective organizational change

• O D is the future readiness to meet change• Organizational Development is planned change

in the organizational context• O. D. is the act, process or result of

furthering,advancing, or promoting the growth of an organization

The characteristics of O. D

• The characteristics of O. D. are:1. It is a system-wise process2. It is value-based3. It is collaborative 4. It is based on behavioural science knowledge5. It is concerned with strategies, structures,

processes, people• and culture• 6. It is about organizational effectiveness

OBJECTIVES OF ORGANIZATIONAL DEVELOPMENT PROGRAMME

1. Individual and group development.

2. Development of organization culture and processes by constant interaction between members irrespective of levels of hierarchy.

3. Inculcating team spirit.

4. Empowerment of social side of employees.

5. Focus of value development.

6. Employee participation, problem-solving and decision-making at various levels.

7. Evaluate present systems and introduction of new systems thereby achieving total system change if required.

8. Transformation and achievement of competitive edge of the organization.

9. Achieve organization growth by total human inputs by way of research and development, innovations, creativity and exploiting human talent.

10.Behaviour modification and self managed team as the basic unit of an organization.

ORGANIZATIONAL DEVELOPMENT

• Top values associated with O. D. today:1. Increasing effectiveness and efficiency2. Creating openness in communication3. Empowering employees to act4. Enhancing productivity5. Promoting organizational participation

• Values considered to be most important:1. Empowering employees to act2. Creating openness in communication3. Facilitating ownership of process and

outcome4. Promoting a culture of collaboration5. Promoting inquiry and continuous learning