Republic of the Philippines
SORSOGON STATE COLLEGE
BULAN CAMPUS
Bulan, Sorsogon
Course & Year: BS Computer Science IV
Topic: Staffing
Members: Vanessa B. Imperial
Myla G. Gache
Ene Angel B. Ballesteros
Jomar R. Juab
Instructor: Diana Valeriano – Sales, DBA
STAFFING
People are the most important productive resources in any organization. The
process of staffing must be done properly; an organization must be able to
recruit the best and the brightest. It must be the right person for the
right job at the right time.
STEPS IN STAFFING
STAFFING is a management function which is composed of a series of steps
that intend to provide the organization with the right people in the right
jobs. Some authors of management consider staffing as human resource
management.
1. Human resource planning – the objective of human resource planning is
to ensure that the personnel needs of the organization are met and
sustained. Both internal and external environment are analyzed, like
expected needed skills, vacancies, expansion or reduction, and the
labor market, labor laws, and other external conditions which affects
the personnel needs.
2. Recruitment – pooling of job candidates to match the human resource
plan of the organization. Job candidates are recruited through
newspapers, employment agencies, colleges and internal resources.
3. Selection – job applicants are evaluated. The best ones are chosen
through analyses of their qualifications by interviews, tests,
references checks, and physical examinations.
4. Orientation – the chosen applicants are subjected to the socialization
process. They are introduced to their superiors and officemates. They
are briefed on their job description and on the policies of the
organization.
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5. Training and development – training aims to improve the skills of
employees for them to be more efficient. Development intends to
educate the employees for additional responsibility and for promotion.
6. Performance appraisal – evaluating an individual’s job performance
against job standards.
7. Transfer, promotion and demotion – transfer is a movement to a
different job with similar responsibility. Promotion is advancement in
position with higher pay and responsibility. Demotion is a movement to
a lower – status position. In some cases, the employee is given an
impressive title, but with less responsibility.
8. Separation – this can be resignation which is voluntary separation, or
termination which is involuntary separation. Retirement is also a form
of voluntary separation.
HIUMAN RESOURCE PLANNING
Primarily concerned with matching the future demand for and supply of
personnel requirements of the organization.
Personnel needs depend on the strategic plans of the organization and
on the potential changes in the external environment of the
organization.
To minimize problems in the human resource planning, managers need:
o Complete and current information on manpower needs
o To have a human resource audit or inventory
RECRUITMENT
The aim of recruitment is to get many job applicants, for the
organizations to choose the most qualified ones. Before recruitment is
done, a job analysis should be developed to determine job description
and job applicants.
SOURCES OF JOB APPLICANTS
Job applicant are many, they come from inside the organization and
from the outside. Some organization gives first priority to recruiting
their own employees for higher positions. However, if their abilities
and skills are not enough, the only option is to recruit from external
sources, such as from universities and other organizations.
Internal and external recruitments have their advantages and
disadvantages.
o Advantage of Internal Recruitment:
Recruitment within the organization is less expensive.
Employees are already familiar with the organization
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Promotion within the organization provides incentives and
create loyalty
o Disadvantage of Internal Recruitment:
Limitations of available abilities and skills
The possibilities of new ideas or “new blood” getting into
the organization is reduced
It may encourage complacency among the employees, because
they depend on seniority for promotion.
The ability of an organization to meet its recruitment needs depends
on its reputation, stability, location, salary scales, and other
incentives.
SELECTION
The most suitable job applicants are hired. They pass through a
selection process. However, a highly qualified professional or
executive does not undergo any of the screening devices or selection
process anymore. He is courted by several organizations. The steps in
the selection process are:
1. Completion of job applicant form
2. Preliminary interview
3. Testing/examination
4. Background investigation
5. In-depth interview
6. Physical examination
7. Job office
ORIENTATION
The purpose of orientation or socialization is to provide the new
employee with information about his job, history of the organization,
policies, work rules, the vision, mission of the organization, and
employee benefits
Usually, an employee’s manual is issued to the employee.
The new employee is introduced to his superiors and co – workers. He
is also shown the various facilities – library, clinic, seminar room,
playground, etc.
TRAINING AND DEVELOPMENT
The objective of training program is to improve present job
performance, while development programs are preparations for future
job performance. The various training techniques are:
1. One – the – job training
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2. Vestibule training (simulated work environment)
3. Classroom setting (seminars and other non – formal education)
In the case of development programs, the various approaches are:
1. Seminars and workshops conducted by a university, government
agency, or private organization
2. Free MBA/MA programs
3. Job rotation
PERFORMANCE APPRAISAL
One of the major key of effective management. It is the basis for
determining who should be promoted to higher position. It is also
important to management development, because, if an employee’s
strength and weaknesses are not established, it is quite difficult to
determine whether development efforts of the organization are aimed in
the right direction.
Effective performance appraisal should be focused on the legitimate
desire of employees for progress in their profession.
TYPES OF PERFORMANCE APPRAISAL
1. Informal performance appraisal – the manager or the supervisor
monitors the achievement of his subordinates on day – to – day basis.
The manager tells his subordinates if the work has been done well or
poorly in a friendly and informal manner.
2. Formal performance appraisal – it is structured and systematic process
of rating performance of subordinates which is conducted semi – annual
or annual. The purpose of this appraisal are:
a. To inform subordinates on how they are being rated in their
current performance
b. To identify subordinates for promotion and other rewards
c. To determine subordinates who need further training
Formal performance appraisal methods are:
1. Supervisor rates subordinates
2. Group of supervisors rate subordinates
3. Group of peers rate a colleague
4. Subordinates rate supervisor
TRANSFER, PROMOTION AND DEMOTION
PROMOTION
Serves as recognition of superior performance. These are incentives
and dedicated employees. Nevertheless, it is extremely important that
promotions should be fair and reasonable.
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Promotion should be based on merit or performance.
Seniority is also a basis for promotion, but it is the last factor,
all other things being equal.
In the Filipino culture, promotions are tainted with favoritism. The
compadre system and the palakasan and lagayan styles are widespread,
especially in the government.
In some countries, women, the aged, and the cultural minorities are
discriminated against in the promotion process.
DEMOTIONS
Ways of punishing inefficient employees. However, many organizations
prefer to give suspensions or financial penalty.
SEPARATION
It is not easy to fire employees. They are protected by labor law,
human rights, and the Constitution. Top management can only terminate
their employees in accordance with the due process of law.
Revolutionary Separation – resignation & retirement
Usually, the major cause of resignation is job dissatisfaction. Such
unfavorable situations are created by the following:
1. Work policies
2. Interpersonal work relationship
3. Working condition
4. Status
5. Job security
It is a standard operating procedure to conduct an exit interview. The
purpose of the interview is to find out the reasons for their
resignation.
Results of the interview is to provide the personnel or human resource
manager better perspectives in formulating job designs, and other
aspects of human resource management process.
