Staffing

Contents
•Definition of staffing
•Nature of staffing
•Staffing as management function
•Importance of staffing
•Kinds of staffing
•Staffing process
Definition

- Is a process through which capable employees are

recruited, selected, properly trained, effectively developed,
rightfully rewarded and their joint efforts are harmoniously.
- Is a managerial function that takes people with necessary
skills into the organization and develops them into precious
organizational resource.
Nature of staffing

1. It is a significant function of management

2. It is an important part of management process

3. It is continuous activity function of management

4. It is concerned with human resources of an organization

5. It is separate from physical factors, because it is complicated and sensitive

function

6. It deals with the maximum utilization of human resources like direction,

coordination and control.

Staffing as Management function
Committed to acquiring, training, appraising, and compensating employees

3 PRINCIPLES TO BE UNDERSTOOD BY ALL MANAGERS

All managers are human resource managers.

 Employees are more important assets than buildings or equipment; good

employees give a company the competitive edge.

Human resource management is a matching process therefore; it must match

the needs of the organization with the needs of the employee.
Importance of Staffing
 Filling the organizational positions
 Making possible discovery of able staff for challenges
 Guaranteeing utmost productivity
 Developing personnel for shouldering greater responsibilities
 Meeting upcoming requirements of talented people
 Satisfying job owing to correct placement
 Utilizing of human resources most favorably
 Supplying information concerning transfer, promotion, recruitment, death,
demotions, ic.
 Retaining professionalism among personnel
Staffing kinds
1. SHORT- TERM STAFFING

2. LONG- TERM STAFFING

3. SUCCESSION STAFFING

4. STRATEGIC STAFFING
 SHORT- TERM STAFFING
- Centers on the urgent needs of the company

LONG- TERM STAFFING

- Engages taking a practical
approach to company’s staffing
needs
- Covers at least one year
 SUCCESSION PLANNING
- ALLOWS YOU TO COMPLETELY COMPREHEND THE DUTIES
AND RESPONSIBILITIES OF YOUR MANAGEMENT STAFF SO YOU CAN
TRAIN INSIDE CANDIDATE TO BE READY TO STEP INTO PROMOTION
RIGHT AWAY SHOULD MANAGEMENT TURNOVER TAKES PLACE.

STRATEGIC- STAFFING
- INVOLVES A COMBINATION OF
SHORT- TERM, LONG- TERM AND
SUCCESSION PLANNING
Importance of Strategic Staffing Plans
1. Competitive Advantage

2. Executive Development
WHY IS STRATEGIC STAFFING PLANS
ARE IMPORTANT?
3. Legal Consideration

4. Cost Efficiency
Strategic Process

1. MANPOWER
PLANNING
• 1. MANPOWER PLANNING

2. RECRUITMENT
• 2. RECRUITMENT

3. SELECTION
• 3. SELECTION

4. PLACEMENT
• 4. PLACEMENT
5. TRAINING &
DEVELOPMENT
• 5. TRAINING & DEVELOPMENT
6.
REMUNERATION
• 6. REMUNERATION
7. PERFORMANCE
APPRAISAL
• 7. PERFORMANCE APPRAISAL
8. PROMOTION
AND TRANSFER
• 8. PROMOTION & TRANSFER
Manpower Planning
- First step in staffing
- Manpower planning which is also called as human resource
planning consists of putting right number of people, right kind of
people at the right place, right time, doing the right things for which
they are suited for the achievement of goals of the organization.
Steps in Manpower Planning
1. Analyzing the current manpower inventory
A. Type Of Organization
B. Number Of Departments
C. Number And Quantity Of Such Departments
D. Employees In These Work Units
2. Making future manpower forecasts
A. Expert Forecasts
B. Trend Analysis
C. Work Loud Analysis
D. Work Force Analysis
E. Other Methods
3. DEVELOPING EMPLOYMENT PROGRAMS

4. DESIGN TRAINING PROGRAMS

Importance of Manpower Planning

1. Key To Managerial Function

2. Efficient Utilization

3. Motivation

4. Better Human Relations

5. Higher Productivity
Need for Manpower Planning-Advantages
• Shortages & surpluses can be identified so that speedy action
can be taken wherever required.
• All the recruitment & selection programs are based on
manpower planning.
• It also helps to reduce the labor cost as excess staff can be
identified & thereby overstaffing can be avoided.
• It is also helps to identify the available talents in a firm &
accordingly training, programs can be drawn out to develop
those talents.
• It facilitates in growth & diversification of business. Through
manpower planning, human resources can be readily available
& they can be utilized in the best manner.
RECRUITMENT

- Is the process of attracting the appropriate number

of qualified individuals to apply for vacant positions in
an organization.
TYPES OF RECRUITMENTS
1. Internal recruitment

- Is a recruitment which takes place within the concern or

organization. Internal sources of recruitment are readily available to an
organization.

A. Transfers
B. Promotions
C. Re-employment Of Ex-employees
TYPES OF RECRUITMENTS
2. External recruitment
- External sources of recruitment have to
be solicited from outside the organization. But it
involves lot of time and money.

A. Employment At Factory Level

B. Advertisement
C. Employment Exchanges
D. Employment Agencies
E. Educational Institutions
F. Recommendations
G. Labor Contractors
SELECTION
- Refers to the process of choosing from candidates
those who will become employees of the organization.
SELECTION PROCESS
- Includes Activities Such As:
• Development Of Selection Criteria
• Advertising
• Short- Listing
• Application Forms Submission
• Testing
• Interviewing
• Reference Check
• Making The Final Selection Decision
• Submission Of Medical Requirements
 SELECTION PROCESS-DEVELOPING SELECTION CRITERIA
Republic of the Philippines

CIVIL SERVICE COMMISSION XII

Field Office for South Cotabato
Koronadal City

BULLETIN OF VACANT POSITIONS IN THE GOVERNMENT

Issue No. 003

Date: MAY 18, 2015

GOV'T ITEM PLACE OF

AGENCY SECTOR POSITION SG NUMBER ASSIGMENT EDUCATION EXPERIENCE TRAINING ELIGIBILITY

OFFICE OF THE
MUNICIPAL
ENVIRONMENTAL ENVIRONMENT AND 4 HOURS OF
LGU-Tboli South BACHELOR'S DEGREE 1-YEAR OF RELEVANT CAREER SERVICE PROFESSIONAL
Local Gov't Unit MANAGEMENT SG-15 NATURAL RELEVANT OR SECOND LEVEL ELIGIBILITY
Cotabato SPECIALIST II RELEVANT TO THE JOB EXPERIENCE
RESOURCES AND TRAINING
NATURAL
RESOURCES

PREPARED BY: NOTED:

HRMO II Head of Agency

Municipal Mayor

CERTIFICATION

THIS IS TO CERTIFY THAT THIS POSTING OF VACANT POSITION IS POSTED IN THREE CONSPICUOS PLACES: NAMELY: MUNICIPAL HALL, PUBLIC PLAZA AND MARKET FROM MAY 18-JUNE 2, 2015.

HRMO II
SELECTION PROCESS-SHORTLISTING
VITAL QUALIFICATIONS

ADVANTEGEOUS QUALIFICATIONS

BE RELIABLE ON DOCUMENTS
DECISIONS MADE & THE REASON FOR THEM
LOOK FOR MORE INFORMATION
SELECTION PROCESS-APPLICATION FORMS

•Language & experience is significant

•Do not include any invasive or
immaterial questions
•Guarantee strict confidentiality
SELECTION PROCESS-TESTING

Test match the essential requirements of the job

Check the tests are up-to-date
Check for any bias or indirect discrimination
SELECTION PROCESS-INTERVIEWING
•Permit applicants to display what they can offer
to the organization
•Confirm if there is a need for any specific
arrangements
•Have questions prepared in advance
•Ensure consistency & fairness in questioning
•Focus on the real needs of the job
•The selection committee is entitled to ask
applicants whether they can fulfill the
requirements of the job
•It is proper to ask people with disabilities
whether they require any adjustments to perform
the job
•Allow the interviewee time to make their point
•Don’t make assumptions about a person’s ability
•Do not ask invasive and irrelevant questions
SELECTION PROCESS- REFERENCE CHECKS
•Help guarantee that suitable candidate
is hired
•Clarify, verify and add data to what has
been learned in the interview
•Never reveal information received from
the previous employer to the candidate
•Best source of information on any
candidate is the former employer
•On- the- job performance is the most
useful predictor of future success
SELECTION PROCESS-MAKING DECISIONS
•Time to appraise all information gathered

•Grade applicants

•Evaluate all information

•Record decisions prepared & reasons for them

•If requested, offer constructive comments to

unsuccessful applicants
SELECTION PROCESS-APPLICATION FORMS

Have employees medically examined

ORIENTATION AND PLACEMENT

ORIENTATION
- PROCESS OF RECEIVING AND WELCOMING AN
EMPLOYEE WHEN HE FIRST JOINS THE COMPANY
INFORMATION GIVEN DURING AN ORIENTATION
• BRIEF HISTORY & OPERATIONS OF THE COMPANY
• THE COMPANY’S ORGANIZATION STRUCTURE
• POLICIES & PROCEDURES OF THE COMPANY
• PRODUCTS & SERVICES OF THE COMPANY
• LOCATION OF DEPARTMENT & EMPLOYEE FACILITIES
• SAFETY MEASURES
• GRIEVANCES PROCEDURES
• BENEFITS & SERVICES OF EMPLOYEE
• STANDING ORDERS & DISCIPLINARY PROCEDURES
• OPPORTUNITIES FOR TRAINING, PROMOTIONS, TRANSFERS, ETC.
• SUGGESTION SCHEMES
• RULES & REGULATIONS
SIGNIFICANCE OF PLACEMENT

• IT ENHANCES EMPLOYEE MORALE

• IT HELPS IN EMPLOYEE TURNOVER REDUCTION
• IT AIDS IN LESSENING ABSENTEEISM
• IT FACILITATES IN ACCIDENT RATES REDUCTION
• IT AVOIDS MISFIT BETWEEN THE CANDIDATE AND THE JOB
• IT ASSISTS THE CANDIDATE TO WORK BASED ON THE PRESET OBJECTIVES OF THE
ORGANIZATION
TRAINING & DEVELOPMENT
THE PRINCIPAL OBJECTIVE:
Make sure the availability of a skilled and willing workforce to an organization

4 Other Objectives
1. Individual Objectives
2. Organizational Objectives
3. Functional Objectives
4. Societal Objectives
NEED FOR TRAINING
• CHANGE
• DEVELOPMENT
DIFFERENT TYPES OF TRAINING & DEVELOPMENT TECHNIQUES

1. ON- THE- JOB TRAINING AND LECTURES

2. PROGRAMMED INSTRUCTION (PI)
3. COMPUTER- ASSITED INSTRUCTION (CAD)
4. AUDIOVISUAL TECHNIQUES
5. SIMULATIONS
6. BUSINESS GAMES
REMUNERATION

- IS THE OVERALL COMPENSATION THAT AN EMPLOYEE RECEIVES

IN EXCHANGE FOR THE SERVICES HE PERFORMED FOR THE
EMPLOYER.

TWO TYPES OF EMPLOYEE REMUNERATION

1. TIME RATE METHOD

2. PIECE RATE METHOD
REMUNERATION PACKAGE

• Employee benefits or fringe benefits

• Deferred payment (for example pension system)
• Relate to time (paid holidays, sick pay)
• Relate to payment in kind (subsidized meals or transport) or items
such as company cars which may be provided as a reward and sign of
status in the organizational hierarchy rather than as tools for the
performance of the job
PERFORMANCE APPRAISAL

- Is a review and discussion of an employee’s

performance of assigned duties and responsibilities
WAYS IN PERFORMANCE APPRAISAL

• The supervisors measures the pay of employees and compare it

with targets and plans
• The supervisor analysis the factors behind work performance of
employees
• The employers are in position to guide the employees for a
better performance
OBJECTIVES OF PERFORMANCE APPRAISAL

• To offer a feedback to employees about their performance and related status

• To serve as a basis for persuading working habits of the employees.
• To appraise and preserve the promotional and other training programs
• To keep records to decide on compensation packages, wages structure,
salaries raises, etc.
• To identify the strengths and weaknesses of employees in order to place right
men on right job
• To assess the potentials present in a person for further growth and
development
ADVANTAGE OF PERFORMANCE APPRAISAL

• Promotion
• Compensation
• Employee Development
• Selection Validation
• Communication
• Motivation
PROMOTION
Promotion
- Is the appointment of a member to another position within
the same department or elsewhere in the organization, involving
duties and responsibilities of a more demanding and is recognized
by a higher pay grade and salary.
TRANSFER
- Is the appointment of a member to another position
within the same department or elsewhere in the organization,
involving duties and responsibilities of a similar nature and
having a comparable pay grade and salary. In some situations,
the transfer may be at a lesser pay grade or salary.
LATERAL TRANSFER
- Is a move to a position with the same or similar job title in
the same pay grade
SENIORITY VS. MERIT PROMOTIONS
SENIORITY
Is an employee’s length of service in a position, job grouping, or farm
operation
MERIT
Refers to “worth” or “excellence”
1. Promotion By Seniority
2. Promotion By Merit
SENIORITY VS. MERIT IN LAYOFFS
LAYOFFS
- Are usually considered terminations based on
lack of work or capital, rather than poor employee
performance
- Are often temporary
PROMOTION FROM WITHIN OR OUTSIDE HIRE
• Promotion from inside, supports employees to look at the
organization as one offering them career growth.
• Promoting within may also mean missing the privilege of filling
positions with well- qualified personnel