Organizational behaviour &

Human resource
management Course
PROJECT

NAME: Harsh Jain

ROLL NO.: 067
CLASS: SYBMS (F)
TOPIC: Best Staffing Practices Followed in the Organization

 Best Staffing Practices Followed

in the Organization
Finding the right talent for your company is a challenge even in the best of times. But with the
job market growing ever more competitive, and the skills gap looming large, it’s getting trickier
to fill positions with highly-qualified candidates. For savvy and strategic recruiters, it doesn’t
have to be an impossible task, though. Here are a few best practices to help you sharpen your
recruiting and staffing processes so that you can find and attract the strongest candidates:

1) Always have your eyes and ears open for potential employees,
even if you’re not actively hiring.
It’s always better to be too prepared than to be caught off-guard right when you need a strong
candidate the most. That’s why building relationships and sourcing passive candidates should be
an ongoing focus for any wise HR manager. Consider regularly attending industry-focused
networking events to meet people who understand your company’s niche. When you find
yourself needing to fill a role, these loose connections can form a great network to help you find
the right person.
Consider getting into the habit of reviewing every application or resume that comes across your
desk (or as many as possible). Even if you’re not actively hiring, this practice will help you stay
aware of what kind of talent is out there. For example, you may find an applicant you want to
keep tabs on in case a position opens up. This practice can also help you to see which roles might
be the most challenging to fill in the future. This will allow you to start preparing for how you’ll
react in the event of turnover or growth.
A pipeline of potential candidates available for various roles in your company can be
indispensable in case of a sudden vacancy. This is especially true of positions that would hurt the
most to leave unfilled. Building ongoing candidate sourcing into your work habits can help
provide a soft landing for these instances.

2) Filter to get the best fit.

What about recruiters with the opposite problem: too many people applying for too few
positions? If you’re getting hundreds of applicants for every job listing, it might be time to
reconsider how you’re positioning the company and the role, and where you’re sharing it.
Think about your company’s brand and culture when you’re writing a job description.
Remember that you’re not trying to attract every person to apply to your company- only the
people whose skills and attitude would benefit your team. That means you may not need to post
it on every recruiting site; the more niche-specific, the stronger the compatibility of candidates
you’ll find.
One time-tested way to filter through the mountain of applicants is to get referrals from existing
staff. This eliminates one level of research right out of the gate. If a great employee at your
company will vouch for a candidate, they’re likely a better fit for your company than someone
with no connection to the organization.
Employee referral programs can lead to reduced turnover, not only because they help you get the
right candidates in the job in the first place, but also because they strengthen relationships with
existing staff. Seriously considering employees’ opinions about who they’d like to work with
shows them your commitment to their job satisfaction and the continuing development of a
positive internal culture.

3) Take your time.

When at all possible, give yourself ample time to really find the perfect fit for your company. If
you invest plenty of time in the process, you’re more likely to spot any potential problems before
you bring an employee on board. The more thoroughly you’ve vetted candidates, the less likely
you are to have high turnover due to lackluster job performance or poor cultural fit. This is
especially important if you’re a small company; one less-than-ideal person out of 20 employees
stings a lot more than one out of 200.
Consider bringing candidates into the office to meet with their potential teams during the hiring
process, and get input from your existing staff. They may identify red flags or strengths that you
hadn’t noticed. Giving your current employees the opportunity to share their opinions before you
make your final choice can also help them to adapt to their new teammate more readily and take
part in their onboarding.
Some companies have even steered their entire interview process in this team-focused direction.
Instead of having a series of formal interviews, you can invite a handful of candidates to a
company happy hour or a mixer to see how they interact with your existing team. While this
approach is not for every company or industry, it can be a unique way to see candidates in a
different light and to get a good feel for how well they’d get along with their prospective
colleagues.
As with all aspects of your job, it’s a wise idea to examine and refine your ingrained staffing
habits from time to time. The recruiting process has changed so much in the past few years, and
the state of the current workforce presents new challenges to HR teams trying to find qualified
employees. It is critical to the success of your workforce that you approach staffing with an open
mind and with your best foot forward to build a positive, productive corporate culture.

4) Use of User-friendly staffing software

Staffing software solutions, too, have helped many top caterers across the industry manage their
event staff in efficient, more streamlined ways, such as allowing caterers to manage both their
event staff and in-house staff on a single platform. This can help identify shift conflicts and
project overtime, for example.
Other software programs for example, Nowsta with its NowstaPay feature—offer wage-paying
programs that let employee’s access wages as soon as the hours have been approved.

5) Creating a reliable training system

From the beginning, staffing experts agree, your employees should have clear expectations of
their roles, and they should be given a consistent, cohesive training path with wage increases that
reflect their effort as they rise in rank.
For example, at Google they have group orientation and training sessions for the basic skills
needed to reach rookie level so you can work your first event. From there we use a variety of
methods to continue to grow each team member’s skill sets. They have designated trainers that
will be sent on site to work hand-in-hand with employees, use Google forms for testing and
providing videos for employees to watch. They also crosstrain in other departments as part of
higher level positions such as event managers. They recently purchased a learning management
system called Schoox to help them improve the training process.

6) Fair evaluation system

Develop an evaluation system that clearly links individual performance to corporate business
goals and priorities. Each employee should have well-defined reporting relationships. Self-rating
should be a part of the evaluation process as it empowers employees. Evaluation becomes fairer
if it is based on achievements of the employee, tracked over the year. For higher objectivity,
besides the immediate boss, each employee should be evaluated by the next higher level (often
called a reviewer). Cross-functional feedback, if obtained by the immediate boss from another
manager (for whom this employee’s work is also important), will add to the fairness of the
system.

7) Performance linked bonuses

Awarding bonuses or including a variable component in compensation can be both an incentive
and a disillusionment based on how it is administered and communicated. Bonuses must be
designed in such a way that employees understand that there is no payout unless the company
hits a certain level of profitability. Additional criteria could be the team’s success and the
individual’s performance. It is good for employee retention also.

8) Safe, healthy and happy workplace

Creating a safe, healthy and happy workplace ensures that employees feel at home and stay with
the organization for a very long time. Capture their thoughts through frequent surveys.

9) Open book management style

Sharing information about contracts, sales, new clients, management objectives, company
policies, employee personal data, etc. ensures that the workforce is as enthusiastic about the
business as the management. It helps in making people interested in your strategic decisions, thus
aligning them to your business objectives. Be as open as you can. Employee self-service portal,
manager on-line etc. are some tools available today to practice this style.

10) Knowledge sharing

Adopt a systematic approach to ensure that knowledge management supports strategy. Store
knowledge in databases to provide greater access to information posted either by the company or
the employees on the knowledge portals of the company. When an employee returns after
attending any competencies or skills development program, sharing essential knowledge with
others could be made mandatory. Innovative ideas (implemented at the work place) should also
be posted on these knowledge sharing platforms. However, what to store and how to maintain a
knowledge base requires further and detailed plans.

11) Providing security to employees

The first Human Resource best practice is employment security. Life is unpredictable and work
is a stable factor that is very important to most people. Having an employer who enables the
employee to provide for themselves and their family is, in essence, the number one reason why
people come to work. There is both a formal contract (labor for money) and an informal contract
(you put in some extra effort, we take good care of you) between the employee and the
employer. Employment security enables employees to go home after work and provide for
themselves and their families. This concept of security is essential and underpins almost
everything HR does. When this employment security is threatened, for example when there is a
restructuring or a layoff, you see this immediately ripple through the organization. Employment
security also benefits organizations because it helps them retain their people. When employees
are laid off, for example, it’s usually the organization that pays the price. They are the ones who
have invested in the selection, training, and development of these employees. This is a costly
process. If the organization doesn’t work on retaining its people, they are more likely to leave
and work for the competition. In 2020, a survey found that job security is the third most
important factor for employees. 28% of 1,100 professionals surveyed in the UK listed job
security as an important factor. Job security is important across global HRM practices.

12) Create Flexible Work Opportunities

Work has changed, and in the minds of many, it has changed permanently. The way we work,
the hours we work, and where we work are all up for debate. We believe that 2022 will bring a
new world of employee expectations that employers need to be prepared for. Going forward,
offering flexible work opportunities will be a core HR best practice for businesses everywhere.
The COVID-19 pandemic has taken the lid off of the remote work discussion. Hundreds of
thousands of companies were forced to quickly shift from in-office work to remote work in
March of 2020. Some of these companies have returned to the office while many continue to
work from home. Now that employees have experienced what it’s like to work from home, many
of them will be anxious to continue that arrangement. Others may have found that they dislike
working remotely and they want to return to the office. It’s important that your company is
flexible enough to have policies in place that allow for both kinds of work. Taking a hard stance
one way or another will alienate some employees who will likely leave you for a more flexible
situation.