THE CONCEPT

AND
NATURE OF
STAFFING
 STAFFING

According to Dyck and

Neubert(202), is the human
resource function of identifying,
attracting, hiring and retaining
Definition people with necessary qualifications

and nature to fill the responsibilities of current

and future jobs in the organization.
of Staffing
ORGANIZATION AND MANAGEMENT 2
 Nature of Staffing
The number of managerial personnel or non-managerial human resources
needed by an organization depends upon the size and complexity of its
operations, its plan for branching out or increasing products and turn over
rates of both types of human resources, among others. Besides
considering their number, the qualifications for the individual positions
must be identified, so that the best-suited individuals for the job positions
maybe selected for hiring.

ORGANIZATION AND MANAGEMENT 3

 THE MANAGEMENT AND NON-
MANAGERIAL HUMAN RESOURCES
INVENTORY
 Awareness of the management potential within an organization can be
accomplished with the use of an inventory chart, also called Management
succession/ replacement chart. This chat is similar to the general organization
chart used by the company but limited to the managerial positions and the
names of potential successors (promotable, satisfactory but not promotable,
dismissed etc.)Recruitment by external means may follow if there are no
qualified successors.
The need for non-managerial human resources maybe ascertained by the use
of a general organization chart to identify vacant job positions that need to be
filled or by direct reports from department/ unit heads or supervisors.
Mangers need not make detailed successions planning, as these job positions
are less sensitive. Suggestions for internal replacements or successors for vacant
non-managerial positions are usually done as the need arises. External
recruitment also follows if no one within the organization is fitted for the job
positions that was declared vacant.
 PROCESS FLOW CHART OF INVENTORY
MANAGEMENT

ORGANIZATION AND MANAGEMENT 6

THE TWO MAIN
COMPONENTS
OF STAFFIING
RECRUITMENT •The process of
identifying and
attracting the
people with the
necessary
qualifications.

ORGANIZATION AND MANAGEMENT 8

 Selection
•Choosing
who to hire.

ORGANIZATION AND MANAGEMENT 9

 10 STEPS OF STAFFING

ORGANIZATION AND MANAGEMENT 10

1 Identify Job vacancies, job
requirements, as well as work
force requirements.
 2 Checking internal
environment of the
organization for human
resources.

ORGANIZATION AND MANAGEMENT 12

 3 EXTERNAL RECRUITING

ORGANIZATION AND MANAGEMENT 13

4 Selecting those with
essential qualification for the
job opening.

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5 Placing the selected
applicant.

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6 Promoting .

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7 Evaluating performance.

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8 Planning of employees
career.

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9 Training of human resources.

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10 Compensating human
resources.

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 External and Internal forces affecting present
and future needs for human resources

• Present and future needs for managers and other human resources are
affected by both external and internal forces.

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 External forces
• Economic
• Technological
• Social
• Political
• Legal factors
• Ex. Economic progress in a particular country may bring about
increased needs and wants among people, resulting, intern, in
increased demand for certain products, followed by the expansion of
the company and its workforce, as well as increased or decreased in
demand for managers and other human resources.

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 Internal Forces
• The firms goal and objectives, technology, the types of
work that have to be done, salary scales and the kinds
of people employed by the company are among
internal forces that affects staffing.
• Some examples of areas which are typically
considered internal factors are:
• Financial resources
• Physical resources
• Human Resources
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 Recruitment
• In the event of job opening, administrators must be careful when
recruiting and choosing who to bring into the organization. They must see
to it that their new recruit processes the knowledge and skills needed to
be successful in helping their company achieve their set goals and
objectives and he/she is suited for the job position and the job design.
• Recruitment may be external or internal.

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 External Recruitment
• In external recruitment, outside resources are considered in the
process of locating potential individuals who might want to join the
organization and encouraging them to apply for actual or anticipated
job vacancies. Unsolicited applications and referrals from employment
agencies and schools are example of sources outside the company
from which management could select and applicant who best fit the
job.

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 Internal Recruitment

• In internal recruitment, filling jobs vacancies can be done through

promotions or transfer of employees who are already part of the
organization. In other words, recruitment is within the organization.

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Methods of External and Internal
Recruitment

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External Recruitment Method

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 Through websites, news
paper, trade journals, radio,
Advertisements
television, billboards, posters
and e-mails among others.

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 Received by employers
from individuals who
Unsolicited
may or may not be
applications
qualified for the job
openings.
 Independent job boards on the
Web commonly used by job

Internet seekers and recruiters to gather

Recruiting and desseminate job opening

information.
 Are recommendations from
the organizations present
Employee employees who usually refer
Referrals friends and relatives who they
think are qualified for the job.
 Also known as “head hunters” help
employers find the right person for

Executive a job openings that their client

search firms company hopes to fill.

 Good sources of young
applicant or new graduates
who have formal training but
with very little work experience.
For technical and managerial
Educational positions, school may refer
Institutions some of their alumni who may
have the necessary
qualifications needed for the
said job positions.
 May offer placement services
to their members who seek
employment. Employers may
make use of the listings that
Professional they publish in their journals
Associations regarding members who are
available for possible
recruitment or hiring.
 Possible sources of
applicants for blue-collar and
Labor professional job jobs.
Unions
 May also be good sources of
applicants for different types
Public and of job vacancies for they
Private usually offer free service
Employment while private one’s change
Agencies fees from both the job
applicant and employers
soliciting referrals from them.
 Internal Recruitment Method
• As mentioned earlier, internal recruitment is done within the
organizations, Most managers prefer to follow a policy of filling job
openings through promotions and transfer. In this way, they lessen then
chances of losing the organization’s top performers. Recruitments may be
done by using company bulletin boards, company newsletters and
recommendations from department or unit heads, among others.
External and Internal Recruitment
Advantages and Disadvantages.

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 External Recruitment Advantages
• Advertising and recruiting through the internet reach a larger number of
possible applicants, thus, increasing the possibility of being able to recruit
applicants suited for the job.
• Applicants who submit applications and resumes through their own initiative
are believed to be better potential employees because they are serious about
getting the job.
• Employee referrals from outside sources are believed to be high quality
applicants because employees are generally hesitant to recommend persons
who are not qualified for job openings.
• Executive search firms usually refer highly qualified applicants from outside
sources because they make an effort to check applicants qualifications before
recommending them to client firms who pay for their services.
• Educational institutions know the capabilities and qualifications for their
graduates, hence, increasing the chances of their ability to refer qualified
applicants to potential employers.

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 External Recruitment Disadvantages
• The and time required by external recruitment are the typical
disadvantages of suing the recruitment method. Advertising Job openings
and the orientation and training of newly hired employees from outside
sources, as well as sorting out large volumes of solicited or unsolicited job
applications present challenges in budgeting time and money.
• Another disadvantage of external recruitment is the possibility of
practicing bias or entertaining self-serving motives in referral of friends
and relatives by current employers and in the recommendation of private
agencies of job applicants.

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 Internal Recruitment Advantages
• Less expenses are required for internal recruitment advertising:
newsletter, bulletin boards. And other forms of internal communication
may disseminate information to current employers interested to apply for
job openings within the company.
• Training and orientation of newly promoted or transferred current
employees are less expensive and do not take too much time since they
are already familiar with company policies.
• The process of recruitment and selection is faster because the candidate
for transfer or promotion is already part of the oragnizatiion.

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 Internal Recruitment Disadvantages
• The number of applicants to choose from is limited.
• Favoritism may influence a manager to recommend a current employee
for promotion to a higher position.
• It may result in jealousy among other employees who were not
considered for the position. Some may also accuse the management of
bias for choosing an employee who is perceived to be less qualified for
the job opening.

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 END
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