The managerial function of staffing involves manning the organization structure through proper and

effective selection, appraisal and development of the personnels to fill the roles assigned to the
employers/workforce.

According to Theo Haimann, “Staffing pertains to recruitment, selection, development and compensation
of subordinates.”

Nature of Staffing Function

1. Staffing is an important managerial function- Staffing function is the most important mangerial
act along with planning, organizing, directing and controlling. The operations of these four
functions depend upon the manpower which is available through staffing function.
2. Staffing is a pervasive activity- As staffing function is carried out by all mangers and in all types
of concerns where business activities are carried out.
3. Staffing is a continuous activity- This is because staffing function continues throughout the life
of an organization due to the transfers and promotions that take place.
4. The basis of staffing function is efficient management of personnels- Human resources can
be efficiently managed by a system or proper procedure, that is, recruitment, selection,
placement, training and development, providing remuneration, etc.
5. Staffing helps in placing right men at the right job. It can be done effectively through proper
recruitment procedures and then finally selecting the most suitable candidate as per the job
requirements.
6. Staffing is performed by all managers depending upon the nature of business, size of the
company, qualifications and skills of managers,etc. In small companies, the top management
generally performs this function. In medium and small scale enterprise, it is performed especially
by the personnel department of that concern.

Definition: Staffing can be defined as one of the most important functions of management. It involves
the process of filling the vacant position of the right personnel at the right job, at right time. Hence,
everything will occur in the right manner.

It is a truth that human resource is one of the greatest for every organization because in any
organization all other resources like- money, material, machine etc. can be utilized effectively and
efficiently by the positive efforts of human resource.

Therefore it is very important that each and every person should get right position in the organization so
as to get the right job, according to their ability, talent, aptitude, and specializations so that it will help
the organization to achieve the pre-set goals in the proper way by the 100% contribution of manpower.
Thus it can be said that it is staffing is an essential function of every business organization. From this, we
can understand what is Staffing?

Functions of Staffing

The first and foremost function of staffing is to obtain qualified personnel for different jobs position in
the organization.

In staffing, the right person is recruited for the right jobs, therefore it leads to maximum productivity
and higher performance.

It helps in promoting the optimum utilization of human resource through various aspects.
Job satisfaction and morale of the workers increases through the recruitment of the right person.

Staffing helps to ensure better utilization of human resources.

It ensures the continuity and growth of the organization, through development managers.

Learn more about the Process of Staffing here.

Importance of Staffing
Efficient Performance of Other Functions

For the efficient performance of other functions of management, staffing is its key. Since, if an
organization does not have the competent personnel, then it cannot perform the functions of
management like planning, organizing and control functions properly.

Effective Use of Technology and Other Resources

What is staffing and technology’s connection? Well, it is the human factor that is instrumental in the
effective utilization of the latest technology, capital, material, etc. the management can ensure the right
kinds of personnel by performing the staffing function.

Optimum Utilization of Human Resources

The wage bill of big concerns is quite high. Also, a huge amount is spent on recruitment, selection,
training, and development of employees. To get the optimum output, the staffing function should be
performed in an efficient manner.

Development of Human Capital

Another function of staffing is concerned with human capital requirements. Since the management is
required to determine in advance the manpower requirements. Therefore, it has also to train and
develop the existing personnel for career advancement. This will meet the requirements of the company
in the future.

The Motivation of Human Resources

In an organization, the behaviour of individuals is influenced by various factors which are involved such
as education level, needs, socio-cultural factors, etc. Therefore, the human aspects of the organization
have become very important and so that the workers can also be motivated by financial and non-
financial incentives in order to perform their functions properly in achieving the objectives.

Building Higher Morale

The right type of climate should be created for the workers to contribute to the achievement of the
organizational objectives. Therefore, by performing the staffing function effectively and efficiently, the
management is able to describe the significance and importance which it attaches to the personnel
working in the enterprise.

Characteristics of Staffing
People-Centered

Staffing can broadly view as people-centered function and therefore it is relevant for all types of
organization. It is concerned with categories of personnel from top to bottom of the organization.

Blue collar workers (i.e., those working on the machines and engaged in loading, unloading etc.) and
white collar workers (i.e., clerical employees).

Managerial and Non Managerial personal.

Professionals (eg.- Chartered Accountant, Company Secretary)

Responsibility of Manager

Staffing is the basic function of management which involves that the manager is continuously engaged
in performing the staffing function. They are actively associated with the recruitment, selection,
training, and appraisal of his subordinates. Therefore the activities are performed by the chief executive,
departmental managers and foremen in relation to their subordinates.

Human Skills

Staffing function is mainly concerned with different types of training and development of human
resource and therefore the managers should use human relation skill in providing guidance and training
to the subordinates. If the staffing function is performed properly, then the human relations in the
organization will be cordial and mutually performed in an organized manner.

Continuous Function

Staffing function is to be performed continuously which is equally important for a new and well-
established organization. Since in a newly established organization, there has to be recruitment,
selection, and training of personnel. As we compare that, the organization which is already a running
organization, then at that place every manager is engaged in various staffing activities.

Therefore, he is responsible for managing all the workers in order to get work done for the
accomplishment of the overall objectives of an organization.

Strategies for Designing an HRD Program

Jerry Gillet and Seteven Eggland (2002) identified for managers of HRD an eight-point strategy for
designing cost-effective, reputable learning programs that can survive economic crises and
internal/external changes affecting the organization.
1. Establish a written HRD philosophy.
There should be a written HRD philosophy that states unequivocally that effective human resource
development can improve performance (i.e., change behavior, produce results, increase productivity).
This provides a framework for the HRD program. It also provides a common objective for each of the
members of the HRD staff on which to focus their efforts. It will serve as a guide for the program’s
planning and implementation.
Components of an HRD philosophy should include: (1) an assessment of the employees and an
explanation of what each employee needs to contribute to their own growth, (2) a comprehensive
statement of the importance of HRD to the organization and its future growth and development, (3) a
position statement outlining the HRD staff view of the training-learning process and the instructional
strategies the department will use, and (4) a statement on the relationship of the HRD program to the
overall organization and essential decision makers and supporters.
2. Establish HRD policy.
A policy statement should answer questions regarding implementation of release time for training, tuition
reimbursement, eligibility requirements, and standards of employee participation. An HRD policy should
also include a statement regarding the purposes and long-range outcomes of participation. Attainable
learning objectives and corresponding time Frames, organizational structure, authority and funding
sources, provision periodic review and revision, utilization of needs assessment data, and record keeping
procedures need to be addressed as well.
3. Obtain support of top management.
HRD programs can only make a difference if management accepts and encourages the utilization of
learning means to increase productivity and improve performance. Top-level management must be
involved in planning and implementing HRD learning programs. This support is often difficult to obtain,
not so much because of management indifference or lack of concern but because of a lack of awareness of
the potential impact that HRD can have on performance and productivity improvements.
4. Integrate HRD into the long-range organizational plan.
HRD programs must become a meaningful part of the organization’s long-range planning. If it is not, then
the learning programs and training activities may not be related to the needs of the organization. This will
prevent the HRD program from having a positive impact on the organization. As a result, both the
organization and HRD will suffer.
5. Conduct extensive needs assessments.
HRD programs must address the needs of the employees as well as the organization. In order for learning
programs and training activities to be effective, they must be based on the employees’ needs or the
organization’s needs or both. HRD managers must make certain this is the procedure that is followed and
that the HRD staff understands this simple but fundamental orientation.
6. Encourage collaboration.
HRD managers should encourage collaborative efforts as a means of obtaining maximum efficiency. This
also allows different and divergent perspectives to be incorporated into the HRD program. This will
insure that other departments and divisions are properly represented by the HRD department. It will also
help build supporters for the programs who can be called upon during periods of economic uncertainty.
7. Establish criteria for participation in HRD programs.
It is important to set selection criteria by which employees are chosen to participate in HRD programs.
This accomplishes two objectives. First, it communicates a higher standard of involvement and
commitment on the part of the employee. Second, it forces supervisors and line managers to make a
greater commitment to conduct employee interviews and performance reviews, to identify performance
deficiencies, and to assist employees in developing individual developmental plans. Increased
management involvement will mean increased credibility for HRD and a greater return on the
organization’s investment.
8. Be introspective but focus on results.
HRD managers must seek feedback from supervisors, line managers, top-level managers, and employees
as well as their staff regarding the quality of their programs, the status of their relationship, barriers to
effectiveness, and the level of involvement expected of the HRD department. Both positive and negative
findings must be reported. This information must be incorporated into future programs. Regardless, the
focus of all HRD programs must be on results, and special attention should be given to obtaining such
information. It should also be communicated to essential decision makers as a way of advancing the
image of HRD.
Counseling : The employee also need to develop a trusting and supportive relationship with his
supervisor who can help the former set challenging goals , support him to achieve them and to help
analyze why he could not have had a high achievement and plan for higher achievement in future . This
process is called Counseling.

Mentoring : Having a senior person in the organization one is working in whom he can confide and get
advice and support is called mentoring relationships. The senior person is called Mentor.

Objectives of Mentoring

• Establishing a relationship of trust

• Modeling behavior norms for the young

• Listening to the personal and job concerns of the young

• Helping him to search alternative solutions for the problem

• Sharing own relevant experience

• Responding to him emotional needs, without making him dependent on the mentor

• Develop long –lasting personal and informal relationships.

Objectives of Counseling

• Helping him to realize his potential

• Helping him to understand himself – his strengths and his weaknesses

• Providing him an opportunity to acquire more insights into his behavior and analyze the dynamics of
such behavior

• Helping him to have better understanding of the environment

• Increasing personal and inter-personal effectiveness through effective feedback

• Encouraging him to set goals for further improvement

• Encouraging him to generate alternatives for dealing with various problems and definite action plan.

• Helping him to review in a non –threatening way his progress in achieving various objectives

• Providing him empathic atmosphere for sharing and discussing tensions, conflicts, concerns and
problems.

Devlopmental supervision

In devlopmental supervision, the goal is to assess where the teacher is and to supervise at the necessary
level to develop a more self-reliant, reflective employee.

Teachers that function at a low level of development and expertise need directive supervision because
of their inability to define and adequately respond to problems. They need structure and organizational
help.

If they need direction an informational directive is appropriate.

For teachers performing at extremely low levels of development, expertise, and commitment a
controlling directive is needed.

Teachers of moderate developmental levels are best served by a collaborative supervisory approach.
They are able to generate some solutions to problems but still need some support in examining all
available options and developing a comprehensive plan.
This allows teachers to have emerging independence while receiving the moderate guidance needed to
assure the plan will lead to instructional improvement.

High level teachers are ready for self-direction fostered by the nondirective supervisory approach.