Staffing

STAFFINGIs a critical function concerned

with the acquisition and deployment of the organization workforce. It looks at from the three perspectives namely, strategy and planning, the human resource, and the individual manager.

NATURE OF STAFFING

STAFFING is a mutual process by which the individual and the organization become match to form the employment relationship.

IMPLICATIONS OF DEFINITION

ORGANIZATION AND INDIVIDUAL PERSPECTIVE

STAFFING is a mutual process that involves organization seeking individual as well as individual seeking organization.

The ORGANIZATION PERSPECTIVE emphasizes staffing as activities undertaken to further the attainment of organizational goal such as survival, profitability and growth.

The INDIVIDUAL PERSPECTIVE stresses the fact that individual seek jobs that they will find rewarding. And these individual are affected by their experiences in the staffing process.

STAFFING AS A PROCESS OR SYSTEM

STAFFING IS A PROCESS OR SYSTEM composed of a series of interrelated activities such as recruitment, selection, decision making and job offers.

HIRING someone is the culmination of the staffing process.

STAFFING is a process that establishes and governs the flow of applicants into the organization and within the organization.

There are many steps through which applicants flow from the

time they first enter the system to the time they become new

hires. These are:

1st. The steps begin with the organization’s decision to fill a vacancy.

2nd. Recruitment activities.

3rd. Selection activities.

4th. Evaluating and Decision making.

5th. Acceptance of the job’s applicant.

FORMING THE EMPLOYMENT RELATIONSHIP

An emphasis on forming or entering into the employment relationship includes certain staffing decisions and excludes others. Both the organization and the individual must act positively to create a person/job match.

IMPORTANCE OF STAFFING

The role of staffing is to anticipate and then fulfill the organization’s workforce needs in ways that contribute to the organizations mission and objectives.

It will be responsible for the design and management of staffing systems, for the involvement of managers at critical points in these systems and for ensuring compliance with all applicable laws and regulations.

Exhibit 1.1 Survey Results Regarding Staffing and Other HR

Activities

% ofBudget

% ofTime

Staffing ……………………………………………………….Design\administration of employee benefit programs ..Employee labor relations …………………………………..Training ………………………………………………………Design\administration of employee compensation

programs ………………………………………….Health, Safety and Security ……………………………….Design\administration of programs in response to

government regulations ………………………...Performance Appraisal ……………………………………..Strategic Planning …………………………………………..Conducting other activities ………………………………...

19151311

98

65410

1510189

106

77711

STAFFING MODELS

PERSON/JOB MATCH.

This match seeks to align characteristic ofindividuals and jobs in ways that will result indesired HR outcomes.

Comments such as these raise four important points

about the person/job match.

1st. Jobs are characterized by their requirements and embedded rewards.

2nd. Individuals are characterized by their level of qualifications.

3rd. Degree of fit or match between the characteristics of the job and the person.

4th. There are implied consequence for every match.

EXHIBIT 1.2 PERSON/JOB MATCH

JOB

Requirements

Rewards

PERSON

KSAOsMotivations

HR Outcomes

AttractionPerformanceRetentionAttendanceSatisfactionOther

ImpactMatch

Several points pertaining to staffing need to be made about the person/job matching model

1st. The concept shown in the model are not new.

2nd. The model emphasizing that the matching process involves a dual match of KSAOs to requirements and motivations to rewards.

3rd. Job requirement should usually be expressed in terms of both the tasks involved and the KSAOs thought necessary for performance of those task.

4th. Job requirement often extend beyond task and KSAO requirements.

Finally,

The matching process can yield only so much by way of impacts on the HR outcomes.

PERSON/ORGANIZATION MATCH

Often the organization seeks to determine not only on how well the person fits or match the job but also the organization.

EXHIBIT 1.3 PERSON/JOB MATCH

Job

RequirementsRewards

Organ

izatio

n

Valu

es

New JobDuties

MultipleJobsFu

ture

Jobs

PersonKSAOs

Motivation

Match

HR Outcomes

AttractionPerformanceRetentionAttendanceSatisfactionOther

Impact

The ORGANIZATIONAL VALUES are norms of desirable attitudes and behaviors for the organization’s employee.

The NEW JOB DUTIES represents the task that may be added to the target job over time.

Flexibility concerns also enter into the staffing picture in terms of hiring persons who could perform MULTIPLE JOBS.

FUTURE JOBS represent forward thinking by the organization and person as to what job assignments the person might assume beyond the initial job.

STAFFING SYSTEM COMPONENTS

As noted, Staffing encompasses managing the flows of people into and within the organization.

EXHBIT 1.4 STAFFING SYSTEM COMPONENTS

Applicant(Person)

Organization

(Job)

Recruitment( identification and attraction)

Selection( assessment and evaluation)

Employment( decision making and final

match)

Staffing begins with a joint interaction between the applicant and the organization. The initial stage in staffing is recruitment gradually, recruitment activities phase into the selection stage and it’s accompanying activities and lastly, the final component of staffing is employment. For the applicant, The employment stage involve self-selection .

It should be noted that the staffing components apply to both external and internal staffing. In INTERNAL STAFFING, the applicant is a current employee and the organization is the current employer.

HUMAN RESOURCE MANAGEMENT

PERSON/JOB MATCHIt shows that all HR activities are directed

toward creating and maintaining effective person\job matches as a way of having a positive impact on the HR outcomes.

HR ACTIVITIESEach HR Activity is classified as a support or

functional activity. Support activities include strategy and planning, job analysis, and measurement. Functional activities includes external staffing, internal staffing, training and development compensation, labor elations and work environment.

EXHIBIT 1.5 HUMAN RESOURCE MANAGEMENT MODELEconomicConditions

LaborMarkets

LaborUnions

Laws and Regulations

External Influences

HR activities HR outcomes

SUPPORT ACTIVITIESStrategy and PlanningJob AnalysisMeasurement

FUNCTIONAL ACTIVITIESExternal staffingInternal staffingTraining and developmentCompensationLabor ElationsWork Environment

Job

RequirementsReward

Person

KSAOsMotivation

AttractionPerformance

RetentionAttendanceSatisfaction

Other

INTERRELATIONSHIP AMONG ACTIVITIES

While administered separately, the functional HR activities are highly interrelated and hence, must work in a concert with each other.

EXTERNAL INFLUENCES

These influences are economic conditions, labor markets, labor unions and laws and regulations.

Economic Condition influence the over all financial health of an organization.

Labor Markets represents the external area in which the organization seek new employees and individuals offer their availability.

Labor Unions negotiate with the organization about the terms and conditions of employment for their members, expressed in a written labor contract.

Laws and Regulation serve to define (a) The nature of the employment relationship and (b) The limits of permissible and impermissible HR practices.

STAFFING ORGANIZATIONS

Staffing is composed of support activities, staffing

activities, external influences and staffing system

management. The support activities are strategy and planning,

job analysis and measurement, Recruitment and selection and

employment from the staffing activities.

EXHIBIT 1.6 STAFFING ORGANIZATIONS MODEL

EconomicConditions

LaborMarkets

LaborUnions

Laws and Regulation

sExternal Influences

SUPPORTACTIVITIES

Strategy andPlanning

Job Analysis

Measurement

STAFFING ACTIVITIES

Selection Employmen

tRecruitment

External External

Internal Internal

Decision Making

Final Match

STAFFING SYSTEM MANAGEMENT

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