STAFFING

Staffing may be defined as “ the management function that determines human resources need,
recruits, selects, trains, and develops human resources for jobs created by an organization”.
Staffing Procedure
1. Human Resource Planning
2. Recruitment
3. Selection
4. Induction and Orientation
5. Training and Development
6. Performance Appraisal
7. Employment.
8. Separations

HUMAN RESOURCE PLANNING

A strategy used by a company to maintain a steady stream of skilled employees while avoiding
employee shortages or surpluses. A continuous process of predicting future workforce needs and
developing plans to make optimal use of employees’ skills and aptitudes
Human Resource Planning Activities
a) Forecasting-an assessment of future human resource needs in relation to the current
capabilities of the organization.
b) Programming- translating the forecasted human resource needs to personnel objectives and
goals
c) Evaluation and Control- refers to monitoring human resource action plans and evaluating
their success.
Recruitment- When 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 vacant positions in the company so that those who are best suited to
serve the company may be selected.
Source of Applicants
1. Organization’s Employees
2. Newspaper Advertising
3. Recruitment firms
4. Referral Employees
5. Schools
6. Competitors
Selection-Selection refers to the act of choosing from those that are available 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.
Ways of Determining the qualifications of job candidate
1. Application Blanks- This provides information about person’s characteristics such as age,
marital status, address, educational backgrounds, etc. After reading this, the evaluator will have
some basis on whether or not to proceed further evaluating the applicant.
2. Reference-References are those written by previous employers, co-workers, teacher etc. Their
statement 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.
a) Psychological Test- -which is “an objective standard measure of a sample behavior”. It is
classified into aptitude test, performance test, personality test, and interest test.
b) 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-Induction provides new employees with company information, duties,
responsibilities, benefits, personnel and health forms, and passes, while explaining company
history, products, services, and organization structure.

INDUCTION AND ORIENTATION

 Induction provides new employees with company information, duties, responsibilities,

benefits, personnel and health forms, and passes, while explaining company history,
products, services, and organization structure.
 Orientation introduces new employee to working environment, discussing location, rules,
equipment, procedures, training plans, performance expectations, and socialization
process. Pairing with experienced employee and one-on-one discussion with manager.
TRAINING AND DEVELOPMENT

 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
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 acknowledge
to perform a particular job. the four methods under this type are:

1. On-the-job training
2. Vestibule school
3. Apprenticeship program
4. Special Course

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

Vestibule School - Where the trainer 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.

Apprenticeship Program - Where a combination of on-the-job training and experiences with

classroom instruction in particular subjects are provided to trainees.

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

TRAINING PROGRAMS FOR MANAGERS

The training needs of managers may be classified into four areas:

1. decision-making skills
2. Interpersonal skills
 3. job knowledge
4. organizational knowledge

DECISION MAKING SKILLS

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 or 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 that situation"
3. CASE STUDIES
- this method presents actual situations in organization and enable one to examine
successful and unsuccessful operations. It emphasizes "the manager's world, improves
communication skills, offers rewards of solving a mystery, possesses the quality of
illustration, and establishes concrete reference points for connecting theory with
practice.

INTERPERSONAL SKILLS

The interpersonal competence of the manager may be developed through any of the following
methods:

1. ROLE-PLAYING
- This 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 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."

JOB KNOWLEDGE

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.

ORGANIZATIONAL KNOWLEDGE

In the attempt to increase the trainee's 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 given assignments in a
variety of departments. The purpose is to expose him to different functions of the
organization.
2. MULTIPLE MANAGEMENT - The method aims to prepare junior executives for higher
management positions by creating a junior board of directors, allowing them to discuss
problems similar to senior boards, and encouraging a broad business outlook.

PERFORMANCE APPRAISAL

Performance appraisal is the measurement of employee performance. The purposes for which
performance appraisal is made are as follows:

1. To influence, in a positive manner, employee performance and development;

2. To determine merit, pay increases;
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 employee's 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 evaluate composes statements that best describe the person
evaluated.
3. Management by Objectives method - involves setting collaborative goals for the
organization, subunits, and individual members, and evaluating their performance based
on achieving these goals
4. Assessment center method - where one is evaluated by persons other than the 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 employee's 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 non- managerial 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 employee's performance. A critical incident occurs
when employee's behavior results in an unusual success or failure on some parts of the
job.

EMPLOYMENT DECISIONS

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 the persons involved or to 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, the organization's management must find out the real reason. If the presence of a
defect in the organization is determined, corrective action is necessary. Involuntary separation
(or termination) is the last option that the management exercises when an employee's
performance is poor or when he/she committed an act violating the company rules and
regulations. This is usually made after training efforts fail to produce positive results