Staffing

STAFFING

Meaning of Staffing

Staffing is the process of matching the jobs with capable people. It is concerned with the selection, placement, growth and development of people in an organisation. The main features of staffing may be stated as: Staffing involves people Staffing is development-oriented Staffing is continuous Staffing is a three-step process

Hiring the right kind of people to fill vacancies. Developing their skills through training, and Maintaining them by creating favourable conditions of work.

Importance of Staffing

Nothing is more important to a firm than the qualities and abilities of the people it employs. People are indispensable in the generation of goods and services.

Staffing helps an organisation in the following ways:

1. Key to other managerial functions

2. Design a sound organisation

3. Motivation to do outstanding work

Relationship of Staffing to other FunctionsStaffing is related to other functions of management in the following manner: Planning Organising Directing

Human Resource Management

Human Resource Management may be defined as the art of procuring, developing and maintaining competent workforce to achieve the goals of an organisation in an effective and efficient manner. It has the following features: Pervasive force Action oriented Individual oriented People oriented Development oriented Integrating mechanism Comprehensive function Auxiliary service Inter-disciplinary function Continuous function

Objectives of HRM

To help the organisation reach its goals

To employ the skills and abilities of the workforce efficiently

To provide the organisation with well-trained and well-motivated employees

To increase to the fullest level of employee's job satisfaction and self-actualisation

To develop and maintain a Quality of Work Life

To communicate HR policies to all employees

To help maintain ethical policies and behaviour

Personnel Management

Personnel Management is concerned with people at work and their relationships with each other. It may be defined as a set of programmes, functions and activities designed to maximise both personal and organisational goals.

Features Personnel management is concerned with employees, both as individuals and as a group in attaining goals. It is also concerned with behaviour, emotional and social aspects of personnel. It is concerned with the development of human resources Personnel management covers all levels and all categories of employees. It covers both organised and unorganised employees. It applies to the employees in all types of organisation in the world. Personnel management is a continuous and never-ending process. It aims at attaining the goals of an organisation, (organisational, individual and societal goals) in an integrated way.

Cont…

Personnel management is a responsibility of all line managers and a function of staff managers in any organisation.

It is concerned mostly with managing human resources at work.

Personnel management is the central sub-system of an organisation and it permeates all types of functional management.

Personnel management aims at securing unreserved cooperation from all employees in order to attain predetermined goals.

Personnel Management: Functions

Personnel Management is concerned with two sets of functions, namely

Managerial functions

Planning

Organising

Directing

Controlling

Operative functions

Employment

Human Resource Development

Compensation

Human Relations

Effectiveness of Human Resource Management

Human Resource Development

Important features of HRD may be summarised as:

HRD is a system

HRD is a planned process

HRD involves development of competencies

HRD is an inter-disciplinary concept

Points of Difference between HRD and Personnel

Personnel Function Points of distinction HRD

Maintenance oriented. Orientation Development oriented.

An independent function with independent Structure Consists of inter-dependent parts.sub-functions.

Reactive function, responding to events as Philosophy Proactive function, trying to anticipate andand when they take place. get ready with appropriate responses.

Exclusive responsibility of Responsibility Responsibility of all managers in thepersonnel department. organisation.

Emphasis is put on monetary rewards. Motivators Emphasis is on higher-order needs such as –how to design jobs with stretch, pull andchallenge; how to improve creativity andproblem solving skills, how to empowerpeople in all respects, etc.

Improved performance is the result of Outcomes Better use of human resources leads toimproved satisfaction and morale. improved satisfaction and morale.

Tries to improve the efficiency of people Aims It tries to develop the organisation as a wholeand administration. and its culture.

Elements of the Staffing Process

The following elements are involved in the staffing process: Human Resource Planning Job Analysis Recruitment Selection Placement and Orientation Training and Development Performance Appraisal

Human Resource Planning

HRP is required to meet the following objectives: Forecast personnel requirements Cope with changes Use existing manpower productively Promotes employees in a systematic manner:

Importance Reservoir of talent

Prepare people for future

Expand or contract

Cut costs

Succession planning

The process of HRP

Forecasting the Demand for Human Resources External challenges Organisational decisions Workforce factors Forecasting techniques Other methods

Workforce analysis Work-load analysis Job analysis

Preparing Manpower Inventory (Supply Forecasting) Internal Sources External Sources

Determining-Manpower Gaps Formulating Manpower Plan(s)

Job Analysis

Uses of Job AnalysisThe important uses of job analysis may be summarised thus:

(a) Human resource planning

(b) Recruitment

(c) Selection

(d) Placement and orientation

(e) Training

(f) Counselling

(g) Employee safety

(h) Performance appraisal

(i) Job design and redesign

(j) Job evaluation

The Process of Job Analysis

The major steps involved in job analysis are as follows:

(a) Organisational analysis

(b) Selection of representative positions to be analysed

(c) Collection of job analysis data

(d) Preparation of job description

(e) Preparation of job specification

Specimen of Job Description

Title Compensation manager

Code HR/2310

Department Human Resource Department

Summary Responsible for the design and administration of employee compensation programmes.

Duties v Conduct job analysis.

v Prepare job descriptions for current and projected positions.

v Evaluate job descriptions and act as Chairman of Job Evaluation Committee.

v Insure that company's compensation rates are in tune with the company's philosophy.

v Relate salary to the performance of each employee. Conduct periodic salary surveys.

v Develop and administer performance appraisal programme.

v Develop and oversee bonus and other employee benefit plans.

v Develop an integrated HR information system.

Working Conditions Normal, Eight hours per day. Five days a week.

Report to Director, Human Resource Department.

Job Specification

The job specification is a logical outgrowth of a job description. For each job description, it is desirable to have a job specification. This helps the organisation to find what kind of persons are needed to take up specific jobs. Job specification is useful in the selection process because it offers a clear set of qualifications for an individual to be hired for a specific job.

Staffing DefinedStaffing may be defined as a management function which ensures “jobs to be filled with the right people, with the right knowledge, skill and attitudes.” The staffing function includes the following subfunctions:

i. Developing job descriptions.

ii. Determining manpower requirement in terms of numbers, skills, levels and locations.

iii. Recruiting the means or getting application for the jobs to be filled up.

iv. Selecting the most suitable candidate among those who apply or are eligible for promotion.

v. Placing the personnel at various positions by making transfers, if necessary.

vi. Training to improve skills and performance.

vii. Appraising and counselling.

Cont….

Job AnalysisThe important contents of job analysis are shown below:

Job Analysis

Job Description Job SpecificationA statement containing A statement of human

items such as: qualifications necessary to do the job. It usually contains items such as:

Job title EducationLocation ExperienceSummary of duties TrainingDetailed statement of work Skillto be performedTools, equipments, machines Special attitudeMaterials used InitiativeResponsibilities ResponsibilitiesQualifications required Analysis and judgementWorking conditions AbilityHazards AdaptabilityRelation to other jobs Mental and visual demand

Emotional characteristics

Cont….

Significance of Job Analysis

Job analysis is an essential ingredient in designing a sound personnel programme. Job

information gathered from job analysis may be used for following purposes:

i. Organisational planning,

ii. Manpower planning,

iii. Recruitment and selection,

iv. Training and development,

v. Wages and salary administration,

vi. Performance appraisal,

vii. Job re-engineering, and

viii. Health and safety.

Cont….

Process of Job Analysis

The following steps are undertaken for developing job analysis:

i. Collection of factual material,

ii. Developing job description,

iii. Developing job specification,

iv. Preparation of report, and

v. Approval from top management.

Methods Employed in Job Analysis

Following methods are employed to collect information for a job analysis:

i. Questionnaire method

ii. Check list

iii. Observation

iv. Interview

v. Record

vi. Participation

vii. Technical conference

Cont….

Manpower Planning

Manpower planning ensures that the required personnel of required skills are available at

the right time.

Basic Elements of Manpower Planning

i. Forecasting the future needs of manpower.

ii. Developing the sound recruitment and selection procedure.

iii. Proper utilization of available manpower.

iv. Controlling and reviewing the manpower costs.

Data/Factors to be Considered in Manpower Planning

i. Workload: Expectations of workload at different periods starting from now till

sometime in the future depending on the time it will take to complete the process of

finding men and preparing them to take up the jobs.

• Norms of work which indicate how much of each kind of work can be done

by one person.

• Expectation of exists, temporary and permanent.

• The expectations of workload have to take note of:

ii. Business plans for expansion, diversification, etc.

iii. Strategies that affect structure, system, technology, etc.

Cont….

Recruitment

Recruitment is the process of discovering the potential applicants for actual or anticipated

organisational vacancies.

Sources of Recruitment

There are usually two sources of recruitment:

i. Internal sources

ii. External sources

Cont….

Internal sources

Internal sources include personnel already on the pay role of the organisation.

Whenever any vacancy arises somebody from within the organisation may be looked into.

Generally, it is desirable to have people from within the organisation rather than

recruiting from outside. The main advantages are:

i. It provides motivation to employees,

ii. Builds greater loyalty among employees,

iii. It is costly to train a new man,

iv. Existing employees know the organisation, its culture and its goals.

Cont….

External sources

The advantages with outside recruitment is that it brings in new blood and a fresh outlook into the organisation. It is based on merit.

Especially at senior levels; a new candidate often helps to change the old habits, system and procedures.

Recruitment from external sources is usually made through:

i. Advertisements in the press.

ii. Employment exchanges.

iii. Placement and head hunting agencies.

iv. Educational and training institutions.

v. Professional and other associations.

vi. Friends, relatives, employees and other contacts.

Selection

Selection is the process of choosing a person suitable for the job out of several persons. Not all those who satisfy the specifications are good for appointment.

The steps in the selection process are:

i. Scruting of applications including verification of certificates to eliminate those who do not satisfy the specifications.

ii. Preliminary tests, if the number of applicants is for in excess of the requirements.

iii. Skill checks/tests for checking operational competence in typing, stenography, machine operations, handling numbers, language felicity, etc.

iv. Psychological tests to test personality dimensions.

v. Personal interview by a single or panel of interviewers.

vi. Reference checking with previous employer or eminent acquaintances.

vii. Medical examination.

Cont….

Transfers and Promotions

A transfer is a change in position without a change in status or pay.

Promotion on the other hand carries the implications that either or both (usually

both) will be improved by the job change.

Both transfers and promotions may involve a shift in office or even place of

work.

Transfer takes place for several reasons:

a) A person may have been too long in the same place and probably beginning to

get rusty.

b) To correct a mistake in placement. An employee might not have developed a

liking or aptitude for a particular work and consequently is probably not doing well. A

transfer is intended to try him elsewhere.

c) Being moved as part of a development programme, providing exposure to

different kinds of jobs in the organisation.

d) As part of movement along a career path.

Cont….

Appraisals

Performance appraisals seek to evaluate employees performance at work primarily for

the following reasons:

i. Identify his strong and weak points with a view to identifying specific

development needs.

ii. Find out his potential for different kinds of functions and for growth.

iii. Determine his training requirements to strengthen potential or correct deficiency.

iv. To guide decisions on increments, transfers, promotions or other rewards.

Thus, appraisals are tools for development of individuals’ control and reward performance,

and strengthening organisational systems.

A method usually followed is to do a rating of “traits ” that are considered desirable and relevant for performance. Some of the traits which are usually appraised: Ability to delegate Adaptability Analytical ability Ability to supervise Capacity to learn Communication skills—oral and written Concern for customer Cooperativeness Creative ability Decisiveness Dependability or reliability Health Human relation skills Tactfulness Training of subordinates.

Manpower Development

In today’s context, even survival is difficult, unless one catches up with modern

knowledge for running enterprise.

In the context of manpower development the first step is to identify training

needs. This means that one knows what the company needs are and what is the level of

knowledge available within the company. The difference between the two is the training

need.

To start with, a management inventory has to be prepared. This is a record of

the qualification, and experience of each person in the company, and the appraised

standard of performance. This manpower inventory has to be constantly updated.

Job Rotation

Job rotation is one of the techniques to develop individuals.

Job rotation is the process of moving a person through different jobs at the

same level of responsibility.

The exposure and the opportunity to do different jobs help to improve competence

and perspectives.

Cont….

Training

The training activities within an organisation covers the following major areas:

i. Knowledge

ii. Skills

iii. Behaviour

iv. Developing perspectives about the business or the environment, the linkages

between the different elements etc.

Cont….

Different techniques of training may involve use of any one of the three situations noted below:

a) Where the trainer and trainee are both active.

b) Where the trainer is active and the trainee is passive (this is the least effective).

c) Where the trainer is passive and the trainee is active.

Some of the training methods are as follows:

i. Training in the field/on the job

ii. Simulating real life situations

iii. Laboratory training

iv. Sampling real life

v. Individualised training or counselling

vi. Discussion method

vii. Lecture method

Choice of a Training Method

The choice of a method will depend on the particular situation and the objectives of the

training programmes.

An analysis of some of the more important methods of training is given below:

1. Case method

2. Incident process

3. Lecture method

4. Business games

5. Role playing

Rewards and recognition Rewards satisfy and provide pleasure. People put in efforts in order to obtain rewards and avoid punishments. In organisations, a recognition is a confirmation of propriety on endorsement of having done the right thing. Rewards are usually thought of as financial like giving increments, bonus incentive payments, etc. Non-financial reward can be equally satisfying. Example of non-financial rewards are:

i. Praise or appreciation.

ii. Mention in records or reports to seniors.

iii. Nomination/support in acquiring further learning or skill.

iv. Being sent on a holiday or study tour.

v. Opportunity to present paper in professional circle.