STAFFING

Staffing
It is defined as filling, and keeping filled, positions in the organization structure. This includes identifying work force requirements, inventorying the people available, recruiting, selecting, placing, appraising, promoting, planning the careers of, compensation, training and developing both candidates and current jobholders to accomplish their tasks effectively and efficiently.

Staffing (Cont.)
Staffing - Process through which organization ensures it always has proper number of employees with appropriate skills in right jobs at right time to achieve organizational objectives Job analysis - Systematic process of determining skills, duties, and knowledge required for performing jobs in organization

Staffing (Cont.)
Human resource planning - Systematic process of matching the internal and external supply of people with job openings anticipated in the organization over a specified period of time . Recruitment - Process of attracting individuals on a timely basis, in sufficient numbers, and with appropriate qualifications, to apply for jobs with an organization

Staffing (Cont.)
Selection - Process of choosing from a group of applicants the individual best suited for a particular position and the organization

Situational Factors Affecting Staffing

External environment
Equal employment opportunity (EEO) Women in management Staffing in international environment

Internal environment
Promotion from within The policy of open competition Responsibility for staffing Need for top management support in overcoming resistance to effective staffing

Human Resource Planning (HRP)

HRP is the process of forecasting a firms future demand for and supply of right type of people in the right number.

Purpose of HR Planning

Need for HRP

To carry on its work, each organization needs personnel with the necessary qualifications, skills, knowledge, work experience, and aptitude for work. These are provided through effective manpower planning. Since a large number of persons have to be replaced who have grown old or who retire, die or become incapacitated because of physical or mental ailment, there is a constant need for replacing such personnel. It is needed in order to identify areas of surplus personnel or areas in which there is a shortage of personnel. If there is a surplus, it can be redeployed and if there is shortage it may be made good.

Need for HRP

HRP is necessary because of turnover which is unavoidable and even beneficial because it arises from factors which are socially and economically sound which cause a constant ebb and flow in the workforce in many organizations In order to meet the needs of expansion HRP is unavoidable The nature of the present workforce in relation to its changing needs also necessitates the recruitment of new labor. To meet the challenge of a new and changing technology and new techniques of production, existing employees need to be trained or new blood injected in an organizations.

HR Planning Process

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Job Analysis: A Basic Human Resource Management Tool

Tasks Responsibilities Duties
Human Resource Planning Recruitment Selection Training and Development Performance Appraisal Compensation and Benefits Safety and Health

Job Descriptions

Job Analysis

Job Specifications

Employee and Labor Relations

Knowledge

Skills

Abilities

Legal Considerations Job Analysis for Teams

Purpose of Job Analysis

Organizing and Manpower planning Recruitment, selection Wage and salary administration

Job re engineering
Employee training and management development Performance appraisal Health and safety

Recruitment
It refers to the process of receipt of applications from job seekers. It involves attracting and obtaining as many applications as possible from eligible job seekers.

Steps in Recruitment Process

HRP Recruiting needed personnel Selecting qualified personnel Placing new employees on job

Developing sources of potential; employee

Search for potential employees

Evaluating recruiting effectiveness

Upgrading in same position

Internal resources

Personal research

Transferring to new job Promoting to higher responsibilities

Job posting

External sources

Employee referral
Advertising Evaluating for selection

Scouting

Sources of Recruitment
Internal Sources:
Present employees Employee referrals Previous applications

Sources of Recruitment
External Sources
professional or trade associations Advertisements Employment exchanges Campus recruitment Walk ins and write ins, talk ins Consultants Displaced persons Radio and television Acquisitions and mergers Competitors E recruiting

Steps in Selection Process

Reception of Applications

Preliminary Interview

Application Blank

Psychological tests

Interview Waiting Background investigation (Reference check) List of desirable applicants Final selection by interviewers

Physical examination

Negative decision

Placement