STAFFING THE ORGANIZATION

After setting up the organizational structure that has been decided to best serve the interest of a
certain firm, the next move that has to be made is to fill up the identified positions with the most
qualified persons available.

Organizations are very sensitive to whatever staffing errors are made. Placing the wrong person
in a highly specialized position like quality control, for instance, may bring untold damages to
the firm. Yet, this refers to single error only.

An example of the ill-effects of staffing errors was provided by the TV program Brigada
Siete. The disaster that happened in the Film Center at the Cultural Center Complex in Manila
was highlighted in the program. In November 1981, the whole sixth floor of the Film Center
collapsed while undergoing a construction. Many workers and an engineer died as a result.

When interviewed by the TV program staff, a former construction worker said he was hired to do
masonry job when he does not have training in masonry. Some other examples of staffing errors
were provided in the program.

This type of tragedy underscores the importance of staffing in any organization, engineering or
otherwise. Effective staffing, on the other hand places the organization on a competitive stance.

WHAT IS STAFFING?
The manager must be concerned with putting the right persons in various positions wi9ythin his
area of concern. Although some of the important aspects of staffing may be delegated to the
human resource office, the manager assumes a great responsibility in assuring that right persons
are assigned to positions that fir their qualifications.

Staffing may be defined as the management function that determines human resource needs,
recruits, selects, trains, and develops human resources for jobs created by an organization.

Staffing is undertaken to match people with jobs so that realization of the organizations
objectives will be facilitated

THE STAFFING PROCEDURE
The staffing process consists of the following series of steps:
1. Human resource planning
2. Recruitment
3. Selection
4. Induction and Orientation
5. Training and Development
6. Performance appraisal
7. Employment decisions (monetary rewards, transfers, promotions and demotions) and
8. Separations

Human Resource Planning
The planned output of any organization will require a systematic deployment of human resources
at various levels. To be able to do this, the manager will have to involve himself with human
resource planning. This will be done in conjunction with the efforts of the human resource
officer, i.e., if the company has one.
Human resource planning may involve three activities, as follows:
1. Forecasting which is an assessment of future human resource needs in relation to the
current capabilities of the organization.
2. Programming which means translating the forecasted human resource needs to
personnel objectives and goals.
3. Evaluation and Control which refers to monitoring human resource action plans and
evaluating their success.
Methods of Forecasting. The forecasting of manpower needs maybe undertaken using any of the
following quantitative methods:
1. Time series Methods which use historical data to develop forecasts of the future.
2. Explanatory, or casual models which are attempts to identify the major variables that are
related to or have caused particular past conditions and then use current measures of these
variables to predict future conditions.
The three major types of explanatory models are as follows:
a. Regression models (presented in Chapter 2)
b. Econometric models a system of regression equations estimated from past time-series
data and used to show the effect of various independent variables on various dependent
variables.
c. Leading indicators refers to time series that anticipate business cycle turns.
3. Monitoring methods are those that provide early warning signals of significant changes
in established patterns and relationships so that the manager can assess the likely impact and
plan responses if required.

Recruitment
When the different positions have been identified to be necessary and the decision to fill them up
has been made, the next logical step is recruitment.

Recruitment refers to attracting qualified persons to apply for vacant positions in the company so
that those who are best suited to serve the company may be selected.


Source of Applicants
When management wants to fill up certain vacancies, the following sources may be tapped:

1. The organizations current employees. Some of the organizations current employees may
be qualified to occupy positions higher than the ones they are occupying. They should be
considered.

2. Newspaper and Advertising. There are at least three major daily newspapers distributed
throughout the Philippines. Readership is higher during Sundays.
3. Schools. These are good sources of applicants. Representatives of companies may
interview applicants inside campuses.

4. Referrals from employees. Current employees sometimes recommend relatives and friends
who may be qualified.

5. Recruitment firms. Some companies are specifically formed to assist client firms in
recruiting qualified persons. Examples of these companies are the SGV Consulting and John
Clements Consultants, Inc.

6. Competitors. These are useful sources of qualified but underutilized personnel.

For entry-level personnel, the manager will likely rely on newspaper advertising, schools, and
referrals. When recruiting managers, the reliable sources are current employees, recruitment
firms, and competitor.
Selection
Selection refers to the act of choosing from those that are available the individuals most likely to
succeed on the job. A requisite for effective selection is the preparation of a list indicating that an
adequate pool of candidates is available.

The purpose of selection is to evaluate each candidate and to pick the most suited for the position
available.

Selection procedures may be simple or complex depending on the costs of a wrong decision. If
the management picks the wrong person and the subsequent effect to the organization is
negligible, then the selection process is simple. This is true in the case of construction laborers
where a review of their application is done. Within a few days or even few hours, the applicants
are informed of the decision.

When the position under consideration involves special skills, a more elaborate selection process
is undertaken.

Ways of Determining the Qualifications of a Job Candidate
Companies use any or all of the following in determining the qualifications of a candidate:
1. Application blanks. The application blank provides information about a persons
characteristics such as age, marital status, address, educational background, experience, and
special; interests. After reading the application blank, the evaluator will have some basis on
whether or not to proceed further in evaluating the applicant.
2. References. References are those written by previous employers, co-workers, teachers,
club officers, etc... Their statements may provide some vital information on the character of
the applicant.
3. Interviews. Information may be gathered in an interview by asking a series of relevant
questions to the job candidate.
4. Testing. This involves an evaluation of the future behavior or performance of an
individual.

Types of Tests
1. Psychological Tests which is an objective, standard measure of a sample behavior. It is
classified into:
a. Aptitude test one used to measure a persons capacity or potential ability to learn.
b. Performance Test one used to measure a persons current knowledge of a subject.
c. Personality Test one used to measure personality traits as dominance, sociability, and
conformity.
d. Interest Test one used to measure a persons interest in various field of work.

2. Physical Examination a type of test given to assess the physical health of an applicant. It is
given to assure that the health of the applicant is adequate to meet the job requirements.

Induction and Orientation
After an applicant is finally selected from among the various ones and then subsequently is
hired, the next steps undertaken are induction and orientation.

In induction, the new employee is provided with the necessary information about the company.
His duties, responsibilities and benefits are relayed to him. Personnel and health forms are filled
up, and passes are issued. The company history, its products and services, and the organization
structures are explained to the new employee.

In orientation, the new employee is introduced to the immediate working environment and co-
workers. The following are discussed: location, rules, equipment, procedures, and training plans.
Performance expectations are also discussed. The new employee also undergoes
the socialization process by pairing him with an experienced employee and having one-on-one
discussion with the manager.
Training and Development
If the newly-hired (or newly-promoted employee is assessed to be lacking the necessary skills
required by the job, training becomes a necessity.

Training refers to the learning that is provided in order to improve performance on the
present job. Training programs consist of two general types, namely:
1. Training programs for Nonmanagers, and
2. Training and educational programs for executives

Training Programs for Nonmanagers
This type of training is directed to Nonmanagers for specific increases in skill and knowledge to
perform a particular job. The four methods under this type are:

1. On-the-job Training where the trainee is placed in an actual work situation under the
direction of his immediate supervisor, who acts as trainer. This situation motivates strongly
the trainee to learn.

2. Vestibule school where the trainee is placed in a situation almost exactly the same as the
workplace where machines, materials, and time constraints are present. As the trainer works
full time, the trainee is assured of sufficient attention from him.

3. Apprenticeship Program where a combination of on-the-job training and experiences
with classroom instruction in particular subjects are provided to trainees.

4. Special Courses m are those taken which provide more emphasis on education rather than
training. Examples are those which concern specific uses of computer like computer-aided
design and building procedures.

Training Programs for Managers
The training needs of managers maybe classified into four areas: decision-making skills,
interpersonal skills, job knowledge, and organizational knowledge.
The decision-making skills of the manager may be enhanced through any of the following
methods of training:
1. In-basket where the trainee is provided with a set of notes, messages, telephone calls,
letters, and reports, all pertaining to a certain company situation. He is expected to handle the
situation within a given period of 1 to 2 hours.

2. Management games is a training method where trainees are faced with a simulated
situation and are required to make an ongoing series of decisions about the situation.

3. Case studies this method present actual situations in organizations and enable one to
examine successful and unsuccessful operations. It emphasizes the managers world,
improves communication skills, offers rewards of solving a mystery, possess the quality of
illustration, and establishes concrete reference points for connecting theory with practice.

The interpersonal competence of the manager may be developed through any of the following
methods:
1. Role-playing is a method by which the trainees are assigned roles to play in a given case
incident. They are provided with a script or a description of a given problem and of the key
persons they are to play. The purpose of this method is to improve the skill of the trainees in
human relations, supervision, and leadership.

2. Behavior modeling this method attempts to influence the trainee by showing model
persons behaving effectively in a problem situation. The trainee is expected to adapt to the
behavior of the model and use it effectively in some instances later on.
3. Sensitivity Training under this method, awareness and sensitivity to behavioral patterns
of oneself and others are developed.

4. Transactional analysis is a training method intended to help individuals not only
understand themselves and others but also improve their interpersonal communication
skills.

In acquiring knowledge about the actual job the manager is currently holding, the following
methods are useful:

1. On-the-job Experience this method provides valuable opportunities for the trainee to
learn various skills while actually engaged in the performance of a job.

2. Coaching this method requires a senior manager to assist a lower-level manager by
teaching him the needed skills and generally providing directions, advice, and helpful
criticism. The senior manager must be skilled himself and have the ability to educate;
otherwise the method will be ineffective.

3. Understudy under this method, a manager works as assistant to a higher-level manager
and participates in planning and other managerial functions until he is ready to assume such
position himself. Once in a while, the assistant is allowed to take over.

In an attempt to increase the trainees knowledge of the total organization, exposure to
information and events outside of his immediate job is made. In this regard, the following
methods are useful:

1. Position rotation under this method, the manager is give3n assignments in a variety of
departments. The purpose is to expose him to different functions of the organization.

2. Multiple management this method is premised on the idea that junior executives must be
provided means to prepare them for higher management positions. To achieve this, a junior
board of directors is created consisting of junior executives as members. The board is given
the authority to discuss problems that the senior board could discuss. The members are
encouraged to take a broad business out look ratherthan concentrating on their specialized
lines of work.

Performance Appraisal
Performance appraisal is the measurement of employees performance. The purpose for which
performance appraisal is made is as follows:

1. To influence, in a positive manner, employee performance and development;
2. To determine merit pay increase;
3. To plan for future performance goals;
4. To determine training and development needs;
5. To assess the promotional potential of employees.


Ways of Appraising Performance
An employees performance may be measured using any of the following methods:

1. Rating scale method where each trait or characteristic to be rated is represented by a line
or scale on which the rater indicates the degree to which the individual possesses the trait or
characteristic.

2. Essay method where the evaluator composes statements that best describe the person
evaluated.
3. Management by objectives method where specific goals are set collaboratively for the
organization as a whole, for various subunits, and for each individual member.

4. Assessment center method where one is evaluated by persons other than immediate
superior. This method is used for evaluating managers.

5. Checklist method where the evaluator checks statements on a list that are deemed to
characterize an employees behavior or performance.

6. Work standards method where standards are set for the realistic worker output and later
on used in evaluating the performance of nonmanagerial employees.

7. Ranking method where each evaluator arranges employees in rank order from the best to
the poorest.

8. Critical-incident method where the evaluator recalls and writes down specific (but
critical) incidents that indicate the employees performance. A critical incident occurs when
employees behavior results in unusual success or failure on some parts of the job.


Employment Decisions
After evaluating the performance of employees (managerial or otherwise), the management will
now be ready to make employment decisions. These may consist of the following:

1. Monetary rewards these are given to employees whose performance is at par or above
standard requirements.

2. Promotion this refers to a movement by a person into a position of higher pay and
greater responsibilities and which is given as a reward for competence and ambition.

3. Transfer this is the movement of a person to a different job at the same or similar level of
responsibility in the organization. Transfers are made to provide growth opportunities for
persons involved or get rid of a poor performing employee.

4. Demotion this is a movement from one position to another which has less pay or
responsibility attached to it. Demotion is used as a form of punishment or as a temporary
measure to keep an employee until he is offered a higher position.


Separation
Separation is either a voluntary or involuntary termination of an employee. When made
voluntarily or involuntarily termination of employee. When made voluntarily, the organizations
management must find out the real reason. If the presence of defect in the organization is
determined, corrective action is necessary.

Involuntary separation (or termination) is the last option that the management exercises when an
employees performance is poor or when he/she committed an act violating the company rules
and regulations. This is usually made after efforts fail to produce positive results.