WEEK 6

MANAGEMENT FUNCTION:

STAFFING
DEFENSE
BY BRIAN ANTOQUE
WHAT IS STAFFING ?
WHAT IS STAFFING ?

Staffing is a management function that involves a series of steps where

human resource needs are defined, workers are being recruited, selected,
trained and developed for jobs identified by an organization
FUNCTION OF
STAFFING
 1 2 3 4 5

Acquiring qualified Recruiting the right Optimizing human Elevate job Continuously
persons for various person for the right resource utilization satisfaction and improveand
identified jobs in the position to ensure morale of every develop personnel
organization higher productivity employee and the
and performance organization
 1
2 3 4 5
Acquiring qualified
persons for various Recruiting the right
person for the right
Optimizing human
resource utilization
Elevate job
satisfaction and
Continuously
improveand

identified jobs in the position to ensure

higher productivity
morale of every
employee
develop personnel
and the
and performance organization
organization
 1 2
Acquiring qualified
Recruiting the right
persons for various 3 4 5
identified jobs in the person for the right Optimizing human Elevate job Continuously
organization
position to ensure resource utilization satisfaction and
morale of every
improveand
develop personnel
employee and the

higher productivity and organization

performance
 1 2 3
Acquiring qualified Recruiting the right Optimizing human
persons for various person for the right
identified jobs in the position to ensure resource utilization 4 5
organization higher productivity
and performance Elevate job Continuously
satisfaction and improveand
morale of every develop personnel
employee and the
organization
 4
5 1 2 3 Elevate job
satisfaction and
Continuously Acquiring qualified Recruiting the right Optimizing human
improveand persons for various person for the right resource utilization morale of every
develop personnel identified jobs in the position to ensure
and the
organization
organization higher productivity
and performance
employee
 5
1 2 3 4
Continuously
Acquiring qualified Recruiting the right Optimizing human Elevate job
improveand develop
persons for various person for the right resource utilization satisfaction and
identified jobs in the position to ensure morale of every personnel and the
organization higher productivity employee
and performance organization
 STAFFING
PROCESS/PROCEDURE
 MANPOWER Selection refers to the act of evaluating
RECRUITME
IDENTIFIC ATI and determining the most suited
NTinvites
Recruitment SELECTION applicant for the vacant position
Plan staff ON
needs based
qualified applicants;
on organization
starts with job analysis.
structure, demands, and
ORIENTATION
future goals.
AND
TRAINING AND
A.INDUCTION
Induction: New hires learn
PERFOR MANCE DEVELOPMENT company info and complete forms.
Training enhances enterprise, benefits
APPRAISAL employees, and boosts productivity. B. Orientation: Introduction to
This is where the employee’s colleagues, rules, training, and
performance is being measured expectations.

EMPLOYMENT
DECISIONS SEPERATION
.Once the performance
evaluation is done, the Separation happens when an employee decided to end his service
management decides what in the organization. This can voluntarily or involuntarily.
will happen to the employee
 MANPOWER
IDENTIFICATION
A. Analysis of the existing inventory of manpower
• Assess existing employees by organizational type and departments.
• Identifies factors affecting future forecasts.

B. Forecasting Future Manpower Demand

• Engineer manager forecasts manpower requirements.
• Utilizes industry techniques: Expert Forecasts, Trend Analysis, Work Load Analysis, Work Force
Analysis.
C.DevelopmentofPrograms for employees
• Create programs post-forecast, including placement and selection procedures.

D. Designing needed training programs for individual employees

• Create programs post-forecast, including placement and selection procedures.
 RECRUITMENT
A JOB ANALYSIS
• Job analysis includes job description and specification.

B. APPLICANTS CAN COME FROM VARIOUS SOURCES:

• a. Internal Source: Current employees considered for promotions.
• b. External Source: Seeking applicants from outside the organization.
 SELECTION
A. Application/Resume
• Initial screening for basic information.
B. References
• Character and work ethics insights.
C. Testing
• Knowledge, behavior, and performance assessment.
• Psychological Tests: Aptitude, Performance, Personality, Interest, Intelligence.
• Physical Examination: Health and fitness evaluation.
D. Interviews
• Conversation for learning more about the applicant.
• Purpose: Suitability, thorough assessment, motivational trends, discovering additional skills, and
assessing personality impact.
Types of Interviews:
• Guided Interview - Question list based on job specifications, testing personality traits.
• Unguided Interview - The interviewer does not direct it; rather, the applicant speaks about what he
wants.
 WHAT TO DO DURING AN
INTERVIEW
• Dress well; first impressions matter.
• Confirm interview details, arrive 15 minutes early.
• Be courteous, honest; avoid dishonesty.
• Maintain posture, eye contact to show interest.
• Answer questions clearly, give examples when needed.
• Silence your cellphone to avoid disruptions.
• Thank the interviewer and offer a handshake.
 INDUCTION AND ORIENTATION
A. Induction: New hires learn company info and complete forms.

B. Orientation: Introduction to colleagues, rules, training, and

expectations.
TRAINING AND DEVELOPMENT
Employee Training Reasons:
• New hires
• Refresher courses
• Technology/process upgrades
• Promotions
Training Benefits:
• Boosts morale and job satisfaction.
• Reduces supervision needs.
• Lowers accident risks.
• Enhances promotion opportunities.
TRAINING PROCESS
 GENERAL TYPES OF TRAINING
• Training for Non-Managers:
⚬ On-the-job Training: Trainees work under the mentorship of their immediate
supervisor in real job scenarios.
⚬ Vestibule School: Training in a simulated workplace setup.
⚬ Apprenticeship Program: Combines on-the-job training with classroom
instruction.
⚬ Special Courses: Tailored training for specific job functions.
 GENERAL TYPES OF TRAINING
2. Training for Executives/Managers:
⚬ Decision-Making Skills Improvement:
￭ In-Basket: Trainees handle a set of work-related documents and decisions within a time limit.
￭ Management Games: Simulated decision-making scenarios for tactical choices.
￭ Case Studies: Analysis of real organizational situations for assessment.
⚬ Interpersonal Skills Improvement:
￭ Role Playing: Trainees act out roles in various scenarios to develop communication and leadership skills.
￭ Behavior Modeling: Observing and emulating successful individuals in challenging situations.
￭ Sensitivity Training: Focuses on self-awareness and understanding behavioral trends.
￭ Transactional Analysis: Aims to improve interpersonal communication skills.
⚬ Job Knowledge Improvement:
￭ On-the-job Experience: Learning by participating in production or operational processes.
￭ Coaching: A senior manager guides a junior manager, offering direction and feedback.
￭ Understudy: A manager acts as an assistant, gaining experience in planning and management.
⚬ Organizational Skills Improvement:
￭ Position Rotation: Managers undertake tasks in various divisions to learn different aspects of the organization.
￭ Multiple Management: Preparing junior executives for higher management roles through training."
 PERFORMANCE APPRAISAL
Purpose of Performance Appraisal:
• Enhance employee efficiency and development
• Determine merit pay increases for individuals
• Plan future performance targets
• Identify training and development needs
• Assess promotion potential

Ways of Appraising Performance:

• Rating Scale: Use scales for trait assessment.
• Essay: Describe individuals with composed statements.
• Management by Objectives: Evaluate based on achieved targets.
• Assessment Center: Evaluate by parties other than the immediate supervisor, typically for managers.
• Checklist: Assess based on performance criteria in a checklist.
• Work Standards: Evaluate non-managerial employees using predefined standards.
• Ranking: Evaluate by ranking employees from best to poorest.
• Critical-Incident: Recall and document critical events demonstrating employee performance.
 EMPLOYMENT DECISIONS
A. Merit Increase: Awarded to employees whose performance exceeds standard criteria.

B. Promotion: Advancement to a higher-paying role with more responsibilities.

C. Transfer: Employee's move to a new position at the same or a similar level, often for growth opportunities or

addressing performance concerns.

D. Demotion: Employee moves to a role with lower compensation or responsibility, often used as a disciplinary

measure.
 SEPARATION
• Voluntary Separation: Employee leaves the company willingly, often for new opportunities or business ventures.

Management should investigate reasons for separation and take action as needed.

• Involuntary Separation (Termination): Management's last resort for poor-performing employees or those who

violate company rules. Used when all efforts to improve or obtain positive results have failed.