STAFFING

CONTENTS

• HUMAN RESOURCE PLANNING

• JOB DESIGN
• RECRUITMENT & SELECTION
• TRAINING AND DEVELOPMENT
• PERFORMANCE APPRAISAL
 Manpower Planning

• Manpower Planning is the process-including forecasting,

developing, implementing and controlling –by which a firm
ensures that it has the right number and kind of people, at the
right place, at the right time, capable of effectively and
efficiently completing those tasks that will help the
organisation achieve its overall objectives.
 Human Resource Planning

• HRP is a process by which an organization determines how it

should acquire its desired manpower to achieve the
organizational goals.
According to Michael D. Crino ,”HRP includes estimation of how
many qualified people are necessary to carry out the assigned
activities, how many people will be available and what, if
anything , must be done to ensure that personnel supply equals
personnel demand at the appropriate time in future.”
 Objectives

Ensure adequate supply of manpower as an when required.

Proper use of existing human resources.
Forecast human requirements with different skills .
Assess surplus or shortage.
Anticipate the impact of technology on job and requirements
for human resources.
Control the resources deployed.
Select and train the required additional human resource.
 Techniques for Forecasting Human Needs

1. Managerial Judgement method-

2. Delphi Technique
3. Work-study Technique
4. Ratio-Trend Analysis
5. Statistical and Mathematical models
 Techniques

1. Managerial Judgement Method- Managers prepare the

forecast of human resource needs of various categories in
their own departments based on their past

2. Delphi Technique-It is a technique used in group decision

making .In this technique, a small group designs a
questionnaire about the problem under study which is sent to
various experts related to the field.Experts fill up the
questionnaire without having an interaction among
themselves.For e.g. What will be the trend of fashion next
year?
 Techniques

• 3.Work-study Technique- Based on volume operation and work

efficiency of personnel.Volume of operation is derived from
organisation plans and work efficiency is measured by time and
motion study.
 Importance

• HRP is required for :

Smooth supply of workers without interruption.
Shortage of human resources with required skills,
qualification, and capabilities.
 Filling the gap created by shortage of human
resource due to voluntary quits, promotions,
marriages, seasonal fluctuations in business leading to
workforce turnover.
Technological changes and globalization.
Need of expansion and diversification in an
organization.
 Job Design

• Michael Armstrong has defined job design as ,”The

process of deciding on the contents of a job in terms
of its duties and responsibilities, on the methods to
be used in carrying out the job , in terms of
techniques , systems , procedures and the
relationship that should exist between the job
holder and his superiors, subordinates and
colleagues.”
Job Design
 Job Design

• Factors affecting Job Design;

Organizational
Environmental
Behavioural

Techniques of Job Design:

Work Simplification
Job Rotation
Job Enrichment
Job Enlargement
 Recruitment

• RECRUITMENT
• The process of attracting individuals in sufficient
numbers with the right skills and at appropriate times
to apply for open positions within the organization.
 Recruitment

• Recruitment is the process of finding and attracting capable

applicants for employment. The process begins when new
recruits are sought and ends when their applications are
submitted .The result is a pool of applicants from which new
employees are selected.
• According to Edwin B. Flippo ,“ Recruitment is the process of
searching the candidates for employment and stimulating them
to apply for jobs in the organization ”.
 Importance

It determines the present and future human resource

requirements of the organisation with respect to human
resource planning.
Helps to increase the pool of potential personnel and the
organisation has a number of options to choose.
Helps in increasing the success rate of the selection process by
filtering the number of under qualified or overqualified
applicants.
To meet the organisation’s legal and social obligations
regarding composition of its workforce.
Helps in evaluating the effectiveness of various recruitment
techniques.
 Sources Of Recruitment

a. Internal Sources-
i. Present Personnel
ii. Personnel Referrals
b. External Sources-
iii. Internet Recruiting
iv. Walk-ins
v. Campus Recruitment
vi. Job Fairs
vii. Consultancy Firms
viii. Personal Contacts
ix. Poaching and Raiding
 Sources Of Recruitment

Recruitment Method of Operatives

i. Public Employment Exchanges
ii. Labour Unions
iii. Employee Referrals
iv. Gate Hiring
v. Labour Contractors
 Recruitment

• ACCORDING TO Bergmann and Taylor, "Recruitment is the

process of locating, identifying, and attracting capable
applicants.”It is the process of finding and hiring suitable
candidates (from within or external sources) to fill the
positions. The process involves, searching, sourcing, and
selecting right candidate for the organization.
• Factors affecting Recruitment
a) Internal-Size of the organization, Recruiting Policy, Image of
job, Image of the organization.
b) External-Demographic, Labour market, Unemployment
Situation, Labour Laws, Legal Consideration.
 Types Of Recruitment

• Internal Recruitment - is a recruitment which takes place

within the concern or organization. Internal sources of
recruitment are readily available to an organization. Internal
sources are primarily three - Transfers, promotions and Re-
employment of ex-employees. Re-employment of ex-employees
is one of the internal sources of recruitment in which
employees can be invited and appointed to fill vacancies in the
concern. There are situations when ex-employees provide
unsolicited applications also.
 Advantages of Internal Recruitment

a. Less costly affair.

b. Saves Time.
c. Helps to build strong relationship with employees.
d. Motivates others to work hard.
e. Easy to pick the best talent from the organization.
f. Employee stays for a longer duration.
 Disadvantages

There may be partiality in promoting employees.

No new opportunities for external candidates.
Low employee morale for remaining employees.
Refrains the organization from new blood.
Not all manpower requirements can be met internally.
 External Sources

• External sources of recruitment have to be solicited from

outside the organization. External sources are external to a
concern. But it involves lot of time and money. The external
sources of recruitment include - Employment at factory gate,
advertisements, employment exchanges, employment
agencies, educational institutes, labour contractors,
recommendations etc.
 Merits of External Sources

I. Open Process
II. Availability of talented candidates.
III. Opportunity to select the best candidate.
IV. Provides healthy competition.
Demerits-
V. Expensive and time consuming
VI. Discourages the existing employees.
VII. Unfamiliarity with the organization.
 Recruitment & Selection
Recruitment
1. Recruitment precedes
Selection.
2. It refers to the process of
identifying and
encouraging potential
candidates to apply for
jobs in the organization.
3. It is a positive process as
it aims to increase the
number of job seeker s
for wider choice
increasing the selection
ratio.
4. Recruitment involves
searching.
Selection
1. Selection follows
Recruitment.
2. Selection involves choosing
the best out of those
required.
3. It is said to be negative as it
involves rejection of large
number of unqualified
applicants in order to identify
those who are suitable for
the job.
4. Selection involves comparing
those already searched.
 Definition

• According to Yoder, "Selection is the process by which

candidates for employment are divided into two class-those
who will be offered employment and those who will not.”
• Selection is the process of hiring the best candidate from pool
of applications.
 Selection Methods/Process

• The selection process varies from organization to organization.

Following steps are involved:

1. Application Pool
2. Screening of Applications
3. Selection Tests
4. Interview
5. Checking of Reference
6. Physical Examination
7. Approval by Appropriate Authority
8. Final Selection
9. Employment Contract
10. Evaluation
 Process

1. Preliminary Interview-The purpose of preliminary interview

is to eliminate unsuitable or unqualified candidates from the
selection process.
2. Application Blank- Commonest device for getting
information from a prospective candidate. It includes:
 Biographical Information
 Educational Qualification
 Work Experience
 Salary
 Extra Curricular Activities
 References
 Selection Tests

• Individuals differ in many respects including job related

abilities and skills. In order to select a right person for the job,
individual differences needs to be measured for comparison.
Selection tests is a device that uncovers the information about
a candidate which are not known otherwise. Purpose:
Selection and Placement
Appraising Employees
Guidance and counselling
Types Of Tests
 Selection Interview

• The next step is the selection interview. It is a face to face

interaction between the interviewer and interviewee.
According to Scott,” An interview is a purposeful exchange of
ideas, answering of questions and communication between two
or more persons.”
Objective-
Verification of the information
Generate additional information about the candidate
Helps to establish mutual understanding between the
candidate and company
 Types Of Interviews

1. Preliminary Interview
2. Patterned / Structured Interview
3. Depth Interview
4. Stress Interview
 Reference Check

• This is another step in selection process, the purpose is to

verify the information obtained from a candidate. The
candidate has to supply two-three names of repute he knows
personally.e.g. Previous employer, Professors, Neighbours,
Friends etc.
 Medical Examination

• The last step in the selection process. The major purpose is to

test the physical/ mental suitability of the candidate for the
job. To detect some infectious diseases, health issues, so as to
protect the company from compensation/ accident claims etc.
• Final Selection- Appointment Letter, salary structure, benefits,
date of joining , terms and conditions
 Significance

a. To reduce the initial anxiety all new entrants feel when they
join a new organization.
b. To reduce the cultural shock faced in the new organization.
c. Helps to bind the newcomer and present employees in a
team.
d. Helps to integrate the new employee into the organization
and foster the feeling of belongingness.
e. Familiarize the new employees with the job, people, work
place and environment of the organization.
f. A well designed induction programme helps to reduce
anxiety, nervousness, absenteeism and employee turnover.
 TRAINING

• Dale S. Beach defines training as ‘the organized procedure by

which people learn knowledge and/or skill for a definite
purpose’. Training refers to the teaching and learning activities
carried on for the primary purpose of helping members of an
organization acquire and apply the knowledge, skills, abilities,
and attitudes needed by a particular job and organization.
 Methods Of Training

1. In the job
 On the Job Training Method

• Under these methods new or inexperienced employees learn through

observing peers or managers performing the job and trying to imitate their
behaviour. These methods do not cost much and are less disruptive as
employees are always on the job, training is given on the same machines
and experience would be on already approved standards, and above all the
trainee is learning while earning. Some of the commonly used methods are:
• Coaching:
• Coaching is a one-to-one training. It helps in quickly identifying the weak
areas and tries to focus on them. It also offers the benefit of transferring
theory learning to practice. The biggest problem is that it perpetrates the
existing practices and styles. In India most of the scooter mechanics are
trained only through this method.
• Mentoring:
• The focus in this training is on the development of attitude. It is used for
managerial employees. Mentoring is always done by a senior inside person.
It is also one-to- one interaction, like coaching.
• Job Rotation:
• It is the process of training employees by rotating them through a series of
related jobs. Rotation not only makes a person well acquainted with
different jobs, but it also alleviates boredom and allows to develop rapport
with a number of people. Rotation must be logical.
• Job Instructional Technique (JIT):
• It is a Step by step (structured) on the job training method in which a
suitable trainer (a) prepares a trainee with an overview of the job, its
purpose, and the results desired, (b) demonstrates the task or the skill to
the trainee, (c) allows the trainee to show the demonstration on his or her
own, and (d) follows up to provide feedback and help. The trainees are
presented the learning material in written.
• Apprenticeship:
• Apprenticeship is a system of training a new generation of practitioners of a
skill. This method of training is in vogue in those trades, crafts and
technical fields in which a long period is required for gaining proficiency.
The trainees serve as apprentices to experts for long periods. They have to
work in direct association with and also under the direct supervision of
their masters.
• Understudy:
• In this method, a superior gives training to a subordinate as his understudy
like an assistant to a manager or director (in a film). The subordinate learns
through experience and observation by participating in handling day to day
problems. Basic purpose is to prepare subordinate for assuming the full
responsibilities and duties.
• Committee Assignment-Committee Assignment can allow the
employee to share in decision making, to learn by watching others, to
investigate specific organizational problems. Appointment to committees
increases employee’s exposure to other members of the organization.
• Off-the-job training is conducted in a location specifically designated for training. It
may be near the workplace or away from work, at a special training center or a resort
Conducting the training away from the workplace minimize distractions and allows
trainees to devote their full attention to the material being taught- However, off-the-
job training programs may not provide as much transfer of training to the actual job as
do on-the-job programs.

• Methods-
a. 1. Classroom Lectures: under the off the job methods of training, classroom method
or lecture method is well-known to train white collar or managerial level employees
in the organisation. under this method employees are called to the room like that of
classroom to give training by trainer in the form of lectures. This method is
effectively used for the purpose of teaching administrative aspects or on management
subject to make aware of procedures and to give instructions on particular topic. 
b. Audio-Visual: Providing training by way of using Films, Televisions, Video, and
Presentations etc. This method of training has been using successfully in education
institutions to train their students in subjects to understand and assimilate easily and
help them to remember forever
• C.Simulation: simulation Method of training is most famous and core
among all of the job training methods. in the simulation training method,
trainee will be trained on the especially designed equipment or machine
seems to be really used in the field or job. But, those equipment or
machines are specifically designed for training a trainees were making
them ready to handle them in the real field or job. Example:- The
simulation method has been using widely  for the purpose of training
aeroplane pilots on aeroplane simulator to make them ready to handle an
fly aeroplane.
• D. Case Studies: It is a written description of an actual situation in the past
in same organisation or somewhere else and trainees are supposed to
analyze and give their conclusions in writing.
• E. Role Playing: During a role play, the trainees assume roles and act out
situations connected to the learning concepts. It is good for customer
service and training. This method is also called ‘role-reversal’, ‘socio-
drama’ or ‘psycho-drama’. Here trainees act out a given role as they would
in a stage play.
• F. Programmed Instructions: This involves two essential elements: (a) a
step-by-step series of bits of knowledge, each building upon what has gone
before, and (b) a mechanism for presenting the series and checking on the
trainee’s knowledge. Questions are asked in proper sequence and indication
given promptly whether the answers are correct. 
• G. Management Games With computerized
management games,
trainees divide into five- or six-person groups, each of which
competes with the others in a simulated marketplace. Each group
typically must decide, for example. 
how much to spend on advertising.
• how much to produce,
• how much inventory to maintain, and
• how many of which product to produce.

• Sensitivity Training-Sensitivity training is also known as

laboratory or T-group training. This training is about making
people understand about themselves and others reasonably,
which is done by developing in them social sensitivity and
behavioral flexibility. It is ability of an individual to sense what
others feel and think from their own point of view.
Difference

• TRAINING • DEVELOPMENT
a. Short term process a. Long term process
b. For specific jobs b. For a variety of jobs
c. Purpose of training can c. Development involves
be for technical / broader education for
mechanical area developing conceptual
ideas
d. Narrow approach
d. Wide approach
An Introduction to Appraising
Performance

• Why appraise performance?

 Appraisals play an integral role in the employer’s
performance management process.
 Appraisals help in planning for correcting deficiencies and
reinforce things done correctly.
 Appraisals, in identifying employee strengths and
weaknesses, are useful for career planning
• Appraisals affect the employer’s salary raise decisions.
 Classroom
Teaching
Appraisal By
Students

Source: Richard I. Miller, Evaluating Faculty

for Promotional and Tenure (San Francisco:
Jossey-Bass Publishers, 1987), pp. 164–165.
Copyright © 1987, Jossey-Bass Inc.,
Publishers. All rights reserved. Reprinted with
permission.
Performance Appraisal : past-oriented methods

 Rating scale
 Confidential report
 Essay evaluation
 Critical incident method
 Checklists
 Forced choice method

 Paired comparison method

 Forced distribution method

 Field review technique

Modern Methods of Appraisal

a. Human Resource Accounting

Method
b. MBO
c. 360 Degree
d. Assessment Centre Method
e. Behaviorally Anchored Rating
Scales
Objectives of Performance
Appraisal

a. Salary Increase
b. Promotion
c. Training and Development
d. Performance Management
e. Feedback
f. Pressure on Employees
Thus performance appraisal is unavoidable…