C HAPTER 6: STAFFING

I NTRODUCTION  Managers are responsible for acquiring, developing, protecting and utilizing the resources that an organization needs to be efficient and effective  Most important resources – HUMAN RESOUCES  Human resources – involves in the production and distribution of goods and services

D EFINITION  Staffing is defined as a series of steps that is performed continuously in order for an organization to obtain suitable candidates to hold suitable position at suitable time  Staffing process also known as Human Resource Management (HRM)  Major components in HRM including recruitment and selection, training and development, performance appraisal and feedback, pay and benefits and labor relations

D EFINITION Human Resource Management (HRM) includes all the activities managers engage in  To attract and retain employees  To ensure that they perform at high level  Contribute to the accomplishment of organization goals

S TAFF -H IRING P ROCESS Human Resource Planning Recruitment Selection Induction and Orientation Training and Development Performance Evaluation Employee Termination

H UMAN R ESOURCE P LANNING Human Resource Planning Determine Recruitment and Selection Needs Job Analysis

H UMAN R ESOURCE P LANNING  The first step in staffing is to plan the manpower inventory required by a concern in order to match them with the job requirements and demands.  It involves forecasting and determining the future manpower needs of the concern.  Activities that manager engage in to forecast their current and future needs for human resource

H UMAN R ESOURCE P LANNING Factors that affected the process of human resource planning:  Internal factors – requirement for skills and vacancy  External factors – economics, labour market

H UMAN R ESOURCE P LANNING When Human Resource Planning is involved?  Planning for future needs  Planning to balance the future  Planning for hiring, selection or termination  Planning for growth

J OB A NALYSIS  The process of identifying the task, duties, and responsibility that make up a job and the (JOB DESCRIPTION)  Process of identifying the knowledge, skill, and ability needed to perform the job (JOB SPECIFICATION)  After managers complete human resource planning and job analysis, they will know their HR needs and jobs needs to be filled

R ECRUITMENT  Recruitment is the activities that managers engage in to develop a pool of qualified candidates for open positions  It is a process of identifying and attracting the interest of qualified individuals to apply for the vacancy in the organization.  Once the requirements are notified, the concern invites and solicits applications according to the invitations made to the desirable candidates

M ETHODS IN R ECRUITMENT Internal recruitment  hiring existing employees to fill the open position  Can be done by notices, s, records reviews  Advantages: a) Internal applicants familiar with the org. b) Managers already know candidates c) Help to boost levels of employee motivation and morale d) Less time consuming and expensive

M ETHODS IN R ECRUITMENT External Recruitment  Managers hire people from the outside of the org.  Newspapers, magazines, open houses for students and career counselors at schools or colleges, career fairs, job referral, job agencies, internship, recruitment meeting with groups in local community, professional bodies, reference from customer/ supplier/ current employee JOBSTREET

E XTERNAL R ECRUITMENT  Advantages of external recruitment: a) New employees normally have high spirit / new image / creativity / strong motivation and they can bring in new ideas b) Managers can choose the most suitable candidates  Disadvantages: a) More time consuming, incur high cost b) New employees need time to get familiar with the organization (require induction and orientation)

S ELECTION  It is a process that managers use to determine the relative qualifications of the job applicants and their potential for performing well in particular job.  This is the screening step of staffing in which the solicited applications are screened out and suitable candidates are appointed as per the requirements.

S TEPS IN S ELECTION Reviewing Application Form Interview Evaluation and Test 2 nd. Interview Job Offering

E VALUATION AND T ESTING Types of evaluation and testing:  IQ Test / Knowledge Test  Personality and Psychology Test  Skills and achievement Test  Physical Ability Test / Medical Test  Performance Test

O RIENTATION & I NDUCTION  Activities that are conducted to familiarize the new employees with organization policies, environment and existing staff  The objectives are: 1. reduce the stress, uneasy, anxiety and worry of new employees 2. Enable new employees to perform their duties 3. New employees feel comfortable and confidence 4. Create relationship among new and existing employee

I NDUCTION & O RIENTATION Information on jobs to be performed such as job description, duties and responsibilities Induction Information on organization background, environment such as policies, product and services, organization structure, benefits and facilities Orientation

T RAINING & C AREER D EV.  Training and Development- Training is a part of incentives given to the workers in order to develop and grow them within the concern. Training is generally given according to the nature of activities and scope of expansion in it. Along with it, the workers are developed by providing them extra benefits of in depth knowledge of their functional areas.

T RAINING  Training is activities conducted TO IMPROVE THE SKILLS OF EMPLOYEES  Frequently use at lower levels of management  Focus on teaching employees how to perform their current jobs and helping them acquire knowledge and skills needed to be more effective and efficient  It is required due to demand in job changes such as requirement due to technological changes

C ATEGORIES O F T RAINING To improve and increase employee’s technical skills Reading, writing, computer Technical Skills Ability to interact with other people Active listening, effective communication, conflict management Interpersonal Skills Improve skills to solve problem Logical and reasoning skill, identify cause and source of problem, forming and analyzing alternatives, choose the best solution Problem Solving Skills

T YPES O F T RAINING Training On-the-job trainingOff-the-job training

D EVELOPMENT  Development focuses on building the knowledge and skills of organization members so that they are prepared take on new responsibilities and challenges  Frequently use at higher level of management, professionals and managers  Effective career development program can ensure the skills and talents of employees are always available when needed

D EVELOPMENT Employee can obtain knowledge and experience Prepare for promotion Increase knowledge and technical management skills Objective of conducting career development program

P ERFORMANCE E VALUATION  Continuous process of communicating with employees regarding their expected duties and current work performance  The evaluation of employees’ job performances and contributions to their organization  Objectives are: 1. Identify employees work performances 2. To give rewards / punishments

P ERFORMANCE E VALUATION Types of performance evaluation Informal performance evaluation Formal or systematic performance evaluation

P ERFORMANCE E VALUATION In conduction performance evaluation, there are few weaknesses: Recency effect Halo effect Evaluation pattern among evaluators Central tendency Evaluator biasness

P ERFORMANCE E VALUATION Potential sources of performance appraisal SupervisorSubordinatesSelfPeersCustomers

E MPLOYEE T ERMINATION  Transfer  Vertical exchange of job  The movement of an employee from one hierarchy to another hierarchy of management  Usually to fill up the vacancy of position  Two types of transfer; SIDES TRANSFER and MANAGEMENT LEVEL TRANSFER

E MPLOYEE T ERMINATION  Separation  Action to exit from organization such as resignation, retirement, termination, or medical problem (illness)  Before separation takes place, usually management will perform analysis of the type and quantity of separation  Sometimes it happen due to organization downsizing

S TAFF D EVELOPMENT & R ETENTION  Human Resource Department is responsible to retain the staff (ensure the staff continue working with the organization)  High employee’s turnover is bad for an organization  Drucker (1977), the ability of employee to develop his career is highly dependent on how a manager manages his employees.

S TAFF D EVELOPMENT & R ETENTION Provide financial and non financial rewards Provide share ownership Honor, recognition and cares Provide employee’s welfare / benefits Improve working condition Practice good management pattern Job rotation Methods to retain and maintain staff: