STAFFING

Introduction
 Once the organisational goals are set up,
plans are prepared and organisation is
approppriately structured to pave the path
for achieving of the set goals.
 All resources like materials, machines,
equipment are useless without competent
personnel(staff).
 So each organisation must have competent
and skillful personnel to fill various job
positions created through organisation
structure.
 Concept of staffing
 The process of ‘putting people to jobs’ is termed
as staffing.
 Staffing is defined as a managerial function of
filling and keeping filled the positions in the
organisation structure with qualified and
competent staff.
 Staffing is a management function that involves
hiring of candidates suitable for the organisation
by evaluating their skills, knowledge and offering
specific roles as per their skillset. It is involved in
fulfilment of human resource requirements for an
organisation.
 Importance of Staffing
 Obtaining Competent Personnel: Proper staffing
helps in discovering and obtaining competent
personnel for various jobs.
 High Performance: Proper staffing ensures higher
performance by putting right person on the right
job.
 Continuous growth: Proper staffing ensures
continuous survival and growth of the enterprise.
 Optimum utilization of human resources: It
prevents under-utilization of personnel and high
labour cost.
 Improves job satisfaction: It improves job
satisfaction and morale of employee.
 Staffing As a Part of Human
Resource Management (HRM)
• Staffing
 Staffing
• Function which all managers have to perform
as all managers directly deal with people
• Staffing refers to this kind of role played by
all managers in small organizations.
• As organizations grow and number of people
employed increases, a separate department
called the human resource department is
formed which consists of specialists who are
experts in dealing with people.
• In fact early definitions of staffing focused
narrowly on only hiring people for vacant
positions.
 HUMAN RESOURCE
MANAGEMENT
 But today staffing is a part of HRM which
encompasses not only staffing but also a
number of other specialized services such as
job evaluation, management of labour
relations.
 Human Resource Management
• Involves procuring, developing,
maintaining and appraising a competent and
satisfied workforce to achieve the goals of
the organization efficiently and effectively.
• Its purpose is to enable every human being
working in the organization to make his best
possible contribution..
 ACTIVITIES/FUNCTIONS OF
HRM
 Human resource planning
 Recruiting the candidates (the process of finding
candidates for jobs)
 Determine the job and its specific requirements
and performing research and analysis for
preparing the correct job description.
 Conducting training and development programs
for the newly joined employees as well as
refresher programs for existing employees.
 Conducting performance appraisal for the
employees on a quarterly/half-yearly/yearly basis.
 ACTIVITIES/FUNCTIONS OF
HRM
 Maintaining good relations with labours and
paying attention to the labour union
demands.
 Act as the point of contact for handling
employee complaints and grievances.
 Assist in providing schemes for welfare of
employees.
 Representing company in various lawsuits
and finding ways to prevent legal
complications.
STAFFING PROCESS
 Estimating Manpower
Requirement
 It involves the following:
(a) Making inventory of current human resources in terms
of qualification, training & skills.
(b) Assessing future human resource needs of all
departments.
(c) Developing a programme to provide the human
resources. Job Analysis is an intensive way of finding details
related to all jobs.
 WORKLOAD ANALYSIS is done to know about number and
types of human resources required for the performance of
various jobs.
 Workforce Analysis is done to know about number and
types of human resources available in the organization. This
will help to know if organisation is overstaffed or
understaffed.
 Recruitment and
Selection
 Recruitment: It refers to identification
of the sources of manpower availability
and making efforts to secure applicants
for the various job positions in an
organization.
 Selection: It is the process of
choosing and appointing the right
candidates for various jobs in an
organization through various exams,
tests &interviews.
 Placement and
Orientation:
 When a new employee reports for duty, he is to be
placed on the job for which he is best suited.
 Placement is very important process as it can
ensure “Right person for right job”.
Orientation/Induction is concerned with the process
of introducing a new employee to the organization.
 The new employees are familiarized with their
units, supervisors and fellow employees.
 They are also to be informed about working hours,
procedure for availing leave, medical
facilities, history and geography of organization
and rules/regulations relating to their wages etc.
 Training and
Development/
Performance Appraisal :
 Training and Development: Systematic training
helps in increasing the skills and knowledge of
employees in doing their jobs through various
methods.
Development involves growth of an employee in all
respects. It is the process by which the employees
acquire skills and competence to do their present
jobs and increase their capabilities for higher jobs in
future.
 Performance Appraisal: It is concerned with
rating or evaluating the performance of employees.
Transfers and promotions of the staff are based on
performance appraisal.
 Recruitment:
 Recruitment may be defined as the
process of searching for prospective
employees and stimulating them to
apply for jobs in the organization.
 It is a positive process, because pool of
candidates is created.
 Higher the number of applicants,
greater is the possibility of finding a
suitable employee.
 Sources of Recruitment

(A) Internal Sources

(B) External Sources
 Internal Sources of
Recruitment
 Internal sources refer to inviting candidates from
within the organization. Following are important
sources of internal recruitment:
 1. Transfers: It involves the shifting of an employee
from one job to another, from one department to
another or from one shift to another shift.
 2. Promotions: It refers to shifting an employee to
a higher position carrying higher responsibilities,
prestige, facilities and pay.
 3. Lay-Off: To recall the temporary worker for work
is called Lay-Off, who were temporarily separated
from organization due to lack of work.(NOT IN
SYLLABUS)
 Advantages of Internal
Sources Recruitment:
(1) Employees are motivated to improve
their performance.
(2) Internal recruitment also simplifies
the process of selection & placement.
(3) No wastage of time on the employee
training and development.
(4) Filling of jobs internally is cheaper.
 Limitation of Internal
Sources
(1) The scope for induction of fresh talent
is reduced.
(2) The employee may become lethargic.
(3) The spirit of competition among the
employees may be hampered.
(4) Frequent transfers of employees may
often reduce the productivity of the
organization.
 External Sources of
Recruitment
 When the candidates from outside the organization are invited to fill
the vacant job position then it is known as external recruitment. The
common methods of external sources of recruitments are:
 1. Direct Recruitment: Under the direct recruitment, a notice is
placed on the notice board of the enterprise specifying the details of
the jobs available.
 2. Casual callers: Many reputed business organizations keep a
data base of unsolicited applicants in their office. This list can be
used for Recruitment.
 3. Advertisement: Advertisement in media is generally used when
a wider choice is required. Example– Newspapers, Internet, Radio,
Television etc.
 4. Employment Exchange: Employment exchange is regarded as
a good source of recruitment for unskilled and skilled operative jobs.
 5. Campus recruitment and labour contractors can be used for the
purpose.
 Merits of External
Sources
 Qualified Personnel: By using external
source of recruitment the management can
attract qualified and trained people to apply
for the vacant jobs in the organization.
 Wider Choice: The management has a wider
choice in selecting the people for employment.
 Fresh Talent: It provides wider choice and
brings new blood in the organization.
 Competitive Spirit: If a company taps
external sources, the staff will have to
compete with the outsiders.
 Limitations of External Sources of
Recruitment

 Dissatisfaction among existing

employees: Recruitment from outside
may cause dissatisfaction among the
employees. They may feel that their
chances of promotion are reduced.
 Costly process: A lot of money has to
be spent on advertisement therefore
this is costly process.
 Lengthy Process: It takes more time
than internal sources of recruitment.
 SELECTION
 Selection is the process of choosing the
best candidates from the pool of
candidates that appear for a
recruitment program.
 It is a process that comprises of
various types of tests and interviews.
 It is a negative process because
various applicants got rejected during
selection process.
Selection
Selection process
 Selection process
 Preliminary Screening: After applications have been received,
they are properly checked as regarding qualification etc. by
screening committee. A list of candidates to be called for
employment tests made and unsuitable candidates are rejected
altogether.
 2. Selection Tests: These tests include:
 (a) Psychological tests which are based on assumption that human
behaviour at work can be predicted by giving various tests like
aptitude, personality test etc.
 (b) Employment test for judging the applicant’s suitability for the
job.
 3. Employment Interviews: The main purpose of interview is:
 (a) to find out suitability of the candidates.
 (b) to seek more information about the candidate.
 (c) to give the candidate an accurate picture of job with details of
terms and conditions.
 Selection process
 4. Reference Checks: Prior to final selection, the
prospective employer makes an investigation of the
references supplied by the applicant. He undertakes a
thorough search into candidates family background, past
employment, education, police records etc.
 5. Selection Decisions: A list of candidate who clear the
employment tests, interviews and reference checks is
prepared and then the selected candidates are listed in
order of merit.
 6. Medical/Physical Examination: A qualified medical
expert appointed by organization should certify whether
the candidate is physically fit to the requirements of a
specific job. A proper physical exam will ensure higher
standard of health & physical fitness of employees thereby
reducing absenteeism.
 Selection process
 Job Offer: After a candidate has cleared all hurdles in
the selection procedure, he is formally appointed by
issuing him an Appointment Letter. The broad terms and
conditions, pay scale are integral part of Appointment
Letter.
 Contract of Employment: After getting the job offer,
the candidate has to give his acceptance. After
acceptance, both employer and employee will sign a
contract of employment which contains terms &
conditions, pay scale, leave rules, hours of work, mode of
termination of employment etc.
Nishant wants to set a unit in rural area where people
have very few job opportunities and labour is available at
a low cost.
 Training
 Training is the act of increasing the
knowledge and technical skills of an
employee for doing a particular job
efficiently.
 Both existing employees and new
employees get acquainted with their jobs
and this increases job related skills.
 It is essential part of job which is helpful in
improving the knowledge of an individual.
The nature of jobs has changed with the
changes in business environment.
 Benefits of training
 Benefits to employee
1. Training provides the employee with the skills to grow in the
career. It is helpful in improving knowledge of the processes
which is essential for future growth.
2. An individual with training will be able to earn more than those
without any kind of training. It improves the working efficiency
and results in good performance.
3. Training makes an employee more confident of handling a work.
The equipment’s and machines at workplace will be easier to
manage with proper training. There will be less accidents.
4. Training improves the self-confidence of the employees and
helps them to face new challenges in work. The increased
confidence also contributes to the sense of feeling of a higher
job satisfaction.
 Benefits for organisation

1. Training is a systematic way of teaching processes.

It will be therefore more efficient and saves the
organisation time and money.
2. Training helps individuals and makes them more
efficient; the direct result is the improvement in
productivity. The rise in employee productivity will
result in growth of the company.
3. Training helps in preparing employees in facing new
challenges and situations. It helps in building an
effective way to counter issues that arise in future.
4. A good training helps in boosting employee morale.
It gives proper confidence and motivation which
reduces the employee turnover and absenteeism
from work.
 Training Methods

 (A) On the Job Method: It refers to the

methods that are applied at the work place,
where the employee is actually working. It
means learning while doing.
The following are the methods of On-the job
training
 (b) Off-the-job training methods are
conducted in separate from the job
environment, study material is supplied, there
is full concentration on learning rather than
performing, and there is freedom of expression.
 Apprenticeship Training:
 Under this, the trainee is placed under supervision
of an experienced person (master worker) who
imparts him necessary skills and regulates his
performance.
 The trainee is given stipend while learning so that
he/she can enjoy “earn while you learn” scheme.
 Generally, the apprenticeship training is given to
the technical staff such as mechanics, electricians,
craftsmen, welders, etc. who work under the
experts of each field for a longer period. The
apprenticeship training programme lasts for 4-5
years until the worker becomes an expert in his
field.
 Internship Training:
 Under this method an educational institute
enters into agreement with industrial enterprises
for providing practical knowledge to its students
by sending them to business organizations for
gaining practical experience.
 Simply, the training conducted to offer a practical
knowledge to the students, lasting for few
months, is called as the internship training. These
trainings are conducted for such courses viz.
Engineering, Medical, Management, etc., wherein
the advanced theoretical knowledge is to be
backed up by the practical experience of the job.
 Induction training
 Induction training is a type of training given to
help a new employee in settling down quickly into
the job by becoming familiar with the people, the
surroundings, the job and the business.
 The duration of such type of training may be from
a few hours to a few days.
 The induction provides a good opportunity to
socialize and brief the newcomer with the
company’s overall strategy, performance
standards etc. If carefully done, it saves time and
cost (in terms of effectiveness or efficiency etc.)
 Vestibule Training:

 Vestibule Training is a term for near-the-job

training, as it offers access to something new
(learning).
 In vestibule training, the workers are trained in
a prototype environment on specific jobs in a
special part of the plant.
 An attempt is made to create working condition
similar to the actual workshop conditions.
 After training workers in such condition, the
trained workers may be put on similar jobs in
the actual workshop.
 Training and
Development
 Training is concerned with imparting
technical knowledge in doing a particular
job.
 But development is a wider process
concerned with growth of an individual in
all respects.
 However, both are related processes;
training helps the employees in learning
job skills whereas development shapes
attitude of the employees.
 Training and
Development

Basis Training Development

It means imparting It means growth of an

1. Definition skills and knowledge employee in all
doing a particular job respects.
It is concerned with It seeks to develop
maintaining and competence and skills
2. Purpose
improving current job for future
performance. performance.

It is imparted through It is imparted through

3. Methods
on the job method. off the job method.

The boss takes the The individual takes

initiative for imparting the initiative for self
4. Initiative
training to his growth and
subordinates. development.