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The Staffing Function_Yohannes.pptx

  2. • Introduction ,staffing Process and Manpower Planning • Types of recruitment and Employee Selection Process • Recruitment Vs Selection • Orientation and Placement • Training of Employees and Employee Remuneration • Close up with discussion Presenter Samrawit K/Michael Presenter Tezta Fekadu Presenter Tamrat Tatek In sight STAFFING FUNCTION/ST MARY UNIVERSITY/13-04-2014 2
  3. • Staffing is the process of filling positions/posts in the organization with adequate and qualified personnel . • Staffing is the process of acquiring, deploying, and retaining a workforce of sufficient quantity and quality to create positive impacts on the organization's effectiveness Meaning STAFFING FUNCTION/ST MARY UNIVERSITY/13-04-2014 3
  4. Staffing in Management • Staffing is that part of the process of management which is concerned with acquiring, developing, employing, appraising, remunerating and retaining people so that right type of people are available at right positions and at right time in the organization. In the simplest terms, staffing is ‘putting people to jobs Introduction STAFFING FUNCTION/ST MARY UNIVERSITY/13-04-2014 4
  5. Definition  According to McFarland, “Staffing is the function by which managers build an organization through the recruitment, selection, and development of individuals as capable employees.”  According to Koontz, O’Donnell and Heinz Weihrich, “The management function of staffing is defined as filling position in the organization structure through identifying workforce requirements, inventorying the people available, recruitment, selection, placement, promotion, appraisal, compensation, and training of needed people.” STAFFING FUNCTION/ST MARY UNIVERSITY/13-04-2014 5
  6. Nature of Staffing Staffing is an important managerial function. Staffing is a universal activity. Staffing is a continuous activity. The basis of staffing function is efficient management of personnel. Staffing helps in placing right men at the right job. Staffing is performed by all managers . 6 STAFFING FUNCTION/ST MARY UNIVERSITY/13-04-2014
  7.  Hiring  Motivation  Human relations  Employee development STAFFING FUNCTION/ST MARY UNIVERSITY/13-04-2014 Scope Of Staffing 7
  8.  To understand all functions in an organization.  To understand manpower planning so that people are available at right time and at a right place.  To understand issues related to job analysis and to overcome the problem. Objectives of Staffing STAFFING FUNCTION/ST MARY UNIVERSITY/13-04-2014 8
  9.  Training and Development.  Effective Co-ordination.  Effective Recruitment & Placement.  Building effective human resource.  Optimum Use of Resource.  Enhances Corporate Image.  Job Satisfaction. Importance of Staffing Function STAFFING FUNCTION/ST MARY UNIVERSITY/13-04-2014 9
  10. ELEMENTS OF STAFFING Manpower planning Job analysis Recruitment and selection Training and Development Performance appraisal STAFFING FUNCTION/ST MARY UNIVERSITY/13-04-2014 10
  11. Factors Affecting Staffing INTERNAL ENVIRONMENT Promotion policy Future Growth plans of Organization Technology Used Support fromTop Management Image of the Organization EXTERNAL ENVIRONMENT Labor Laws Pressure from Socio-political group Competition Educational Standards Other external factors STAFFING FUNCTION/ST MARY UNIVERSITY/13-04-2014 11
  12. Position requirement and job design Recruitment Selection Placement Promotion Orientation Individual characteristics Internal environment External environment Managerial requirement Plan Systems Approach STAFFING FUNCTION/ST MARY UNIVERSITY/13-04-2014 12 12
  13. Staffing Process • Manpower • Recruitment • Selection • Placement and Orientation • Training and Development • Remuneration • Performance Evaluation • Promotion and transfer STAFFING FUNCTION/ST MARY UNIVERSITY/13-04-2014 13
  14. • 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 STAFFING FUNCTION/ST MARY UNIVERSITY/13-04-2014 14 Manpower Planning
  15. Steps in Manpower Planning • Analysing the current manpower • Type of organization • Number of departments • Number and quantity of such departments • Employees in these work units • Making future manpower forecasts- • Expert Forecasts • Trend Analysis • Work Load Analysis • Work Force Analysis • Developing employment programmes • Design training programmes STAFFING FUNCTION/ST MARY UNIVERSITY/13-04-2014 15 Steps In Manpower Planning
  16. • Key to managerial functions • Efficient • Motivation • Better human relations • Higher productivity STAFFING FUNCTION/ST MARY UNIVERSITY/13-04-2014 16 Importance of Manpower Planning
  17. • Under Utilization of Manpower • Degree of Absenteeism • Lack of Education and Skilled Labour • Manpower Control and Review Productivity = Output / Input. Employee Productivity = Total Production / Total no. of employees STAFFING FUNCTION/ST MARY UNIVERSITY/13-04-2014 17 Obstacles in Manpower Planning
  18. Organizational activities that provide a pool of applicants for the purpose of filling job openings. It is a process of searching for prospective employees . Stimulating & Encouraging them to apply for jobs in the org. STAFFING FUNCTION/ST MARY UNIVERSITY/13-04-2014 18 Recruitment
  19. • Internal Factors •Recruitment Policy of the Org •Size of the org & the Number of Employees Employed •Cost Involved in Recruitment •Growth & Expansion Plans of the Org. • External Factors •Supply & Demand of Specific Skills in the Market •Political & Legal considerations such as Reservations of jobs for reserved Categories •Company’s Image Perception by the Job Seekers. Factors Governing Recruitment STAFFING FUNCTION/ST MARY UNIVERSITY/13-04-2014 19
  20. 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 STAFFING FUNCTION/ST MARY UNIVERSITY/13-04-2014 20 Types of Recruitment
  21. 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 Continued.. STAFFING FUNCTION/ST MARY UNIVERSITY/13-04-2014 21
  22. • Present Employees • Unsolicited Applicants • Educational and Professional Institutions • Public Employment Offices • Private employment Agencies • Employee Referrals • Help wanted Advertising • Walk-Ins STAFFING FUNCTION/ST MARY UNIVERSITY/13-04-2014 22 Source of Requirement
  23. Steps Of Recruitment Process Decision is made as to whether recruitment is necessary Job description is prepared Specification is prepared Plans are made on how and when to advertise Applicants are short-listed References are requested Candidates are invited for interviews and selection tests The successful candidate is offered the job and signs the contract of employment STAFFING FUNCTION/ST MARY UNIVERSITY/13-04-2014 23
  24.  Talent Acquisition.  Expensive.  Time Constraint.  Retention of employees.  Managing low abrasion rate.  Budget. STAFFING FUNCTION/ST MARY UNIVERSITY/13-04-2014 24 Difficulties in Recruitment Process
  25. • Is the process of discovering the qualifications & characteristics of the job applicant in order to establish their likely suitability for the job position. • A good selection requires a methodical approach to the problem of finding the best matched person for the job STAFFING FUNCTION/ST MARY UNIVERSITY/13-04-2014 25 Selection
  26. • Employee Selection is the process of putting right men on right job. It is a procedure of matching organizational requirements with the skills and qualifications of people 26 STAFFING FUNCTION/ST MARRY UNIVERSITY/13-04-2014 Employee Selection Process STAFFING FUNCTION/ST MARY UNIVERSITY/13-04-2014
  27. Tests Assessment Centers Interviews 27 STAFFING FUNCTION/ST MARRY UNIVERSITY/13-04-2014 Different Assessment Process STAFFING FUNCTION/ST MARY UNIVERSITY/13-04-2014
  28. 1. Preliminary Interview 2. Selection Tests 3. Employment Interview 4. Reference and Background Analysis 5. Physical Examination 6. Job Offer 7. Employment Contract 28 STAFFING FUNCTION/ST MARRY UNIVERSITY/13-04-2014 Selection Process STAFFING FUNCTION/ST MARY UNIVERSITY/13-04-2014
  29. • Every manager hired or promoted by a company is interviewed by one or more people. • Techniques used to improve the interviewing process- -Interviewer-What to look for? -Should be prepared to ask the right questions -Conducting multiple interviews -Just one aspect of selection STAFFING FUNCTION/ST MARY UNIVERSITY/13-04-2014 29 Interviews
  30. • Primary aim of testing is to obtain data about applicants that help predict their probable success as managers. • Some of the commonly used tests- Intelligence tests Proficiency and aptitude tests Vocational tests Personality tests Tests STAFFING FUNCTION/ST MARY UNIVERSITY/13-04-2014 30
  31. Why choose testing? • Objectivity – good psychological tests are standardized on a large sample and provide normative data across a wide range of demographics and age cohorts. Well selected tests will allow you to demonstrate talents that may otherwise not be evident. • Validity – psychometric tests are a more valid method of assessment than interviews, academic achievement & reference checks, and when utilized in combination (for example in an assessment centre) are highly predictive of future job performance. • Cost – the cost of selection errors is large for both the employer and the employee. Psychometric tests help to minimize costs while maximizing potential fit between the candidate and the job STAFFING FUNCTION/ST MARY UNIVERSITY/13-04-2014 31
  32. • Select traits carefully : An employer that selects applicants with high degree of 'assertiveness', 'independence', and 'self-confidence' may end up excluding females significantly more than males which would result in adverse impact. • Select tests carefully: Any tests should have been analyzed for (high) reliability and (low) adverse impact. • Not used exclusively: Personality tests should not be the sole instrument used for selecting applicants. Rather, they should be used in conjunction with other procedures as one element of the selection process. Applicants should not be selected on the basis of personality tests alone. STAFFING FUNCTION/ST MARY UNIVERSITY/13-04-2014 32 Tips
  33. Assessment Centers • A technique for selecting and promoting managers. • The usual center approach is to have candidates take part in a series of exercises. • During this period, they are observed and assessed by psychologists or experienced managers. • A typical assessment center- a) Various psychological tests b) Management games c) “In-basket” exercises 33 STAFFING FUNCTION/ST MARRY UNIVERSITY/13-04-2014 Assessment Centres STAFFING FUNCTION/ST MARY UNIVERSITY/13-04-2014
  35. •Perception •Fairness •Validity •Reliability •Pressure 35 STAFFING FUNCTION/ST MARRY UNIVERSITY/13-04-2014 Barriers To Effective Selection STAFFING FUNCTION/ST MARY UNIVERSITY/13-04-2014
  36. STAFFING FUNCTION/ST MARY UNIVERSITY/13-04-2014 Recruitment It is an activity of establishing contact between employers and applicants. It encourages large number of Candidates for a job. The candidates have not to cross over many hurdles. It is a positive approach. It proceeds selection. Selection It is a process of picking up more competent and suitable employees. It attempts at rejecting unsuitable candidates. Many hurdles have to be crossed. It is a negative approach. It follows recruitment. Difference between Recruitment and Se STAFFING FUNCTION/ST MARRY UNIVERSITY/13-04-2014 36
  37. • Once the candidates are selected for the required job, they have to be fitted as per the qualifications. • Placement is said to be the process of fitting the selected person at the right job or place, i.e. fitting square pegs in square holes and round pegs in round holes. • Once he is fitted into the job, he is given the activities he has to perform and also told about his duties. Placement STAFFING FUNCTION/ST MARY UNIVERSITY/13-04-2014 37
  38. Orientation • During Orientation employees are made aware about the mission and vision of the organization • Generally the information given during the orientation programme includes- Employee’s layout Type of organizational structure Departmental goals Organizational layout General rules and regulations Standing Orders Grievance system or procedure STAFFING FUNCTION/ST MARY UNIVERSITY/13-04-2014 38 38
  39. Training of Employees • Training of employees takes place after orientation takes place. Training is the process of enhancing the skills, capabilities and knowledge of employees for doing a particular job. • Training process moulds the thinking of employees and leads to quality performance of employees. It is continuous and never ending in nature. STAFFING FUNCTION/ST MARY UNIVERSITY/13-04-2014 39
  40. 40 Types of Training STAFFING FUNCTION/ST MARY UNIVERSITY/13-04-2014  Classroom Instruction: workers acquire skills in classroom. • Includes use of videos, role-playing, simulations.  On-the-Job Training: learning occurs in the work setting as worker does the job. • Training given by co-workers and can be done continuously.  Apprenticeships: worker contracts with a master worker to learn a skill.
  41. 41 Types of Development STAFFING FUNCTION/ST MARY UNIVERSITY/13-04-2014 Varied Work Experiences: Top managers must build expertise in many areas. •Workers identified as possible top managers given many different tasks. Formal Education: tuition reimbursement is common for managers taking classes for MBA or similar. •Long-distance learning can also be used to reduce travel. Whatever training and development efforts used, results must be transferred to the workplace.
  42. • Training is for Non-Managerial personnel, Development is for Managerial personnel • Technical and Mechanical fields are emphasized in the process of training whereas the idea behind the process of Development is to enhance the conceptual ideas. • Training is given to the personnel for specific job. Development process is for preparing the personnel for variety of jobs. • Training is always a short-term process on the other hand development is a long-term process. STAFFING FUNCTION/ST MARY UNIVERSITY/13-04-2014 42 Difference between Training and Development
  43. Importance of Training • Training is crucial for organizational development and success. • It is fruitful to both employers and employees of an organization. An employee will become more efficient and productive if he is trained well. • It also- Improves morale of employees Less supervision Chances of promotion Increased productivity STAFFING FUNCTION/ST MARY UNIVERSITY/13-04-2014 43
  44. Performance Appraisal STAFFING FUNCTION/ST MARY UNIVERSITY/13-04-2014 44  Trait Appraisals: evaluate on traits (skills, abilities) related to the job. • Problem: Even though a worker has the trait, they may not use it in the job and it is hard to give feedback.  Behavior Appraisals: how a worker does the job. • Focuses on what a worker does and provides good feedback options.  Results appraisals: what a worker accomplishes. • Sales reps are usually evaluated on what they sell.  Objective appraisals: based on facts (sales figures)  Subjective appraisals: based on a manager’s perceptions of traits, behavior, or results. • Many rating scales used to overcome subjective problems.
  45. Who Appraises Performance? STAFFING FUNCTION/ST MARY UNIVERSITY/13-04-2014 45 Self: self appraisals can supplement manager view. Peer appraisal: coworker provides appraisal; common in team settings. 360 Degree: provides appraisal from a variety of people able to evaluate a manager: •Peers, customers, superiors, self, need to be alert to bias from some evaluators. Effective feedback: appraisals must provide feedback: Formal appraisals: conducted at set times of the year •Provides valuable, but infrequent feedback. Informal appraisals
  46. • Employee Remuneration refers to the reward or compensation given to the employees for their work performances. • Remuneration provides basic attraction to a employee to perform job efficiently and effectively. • There are mainly two types of Employee Remuneration Time Rate Method Piece Rate Method Employee Remuneration STAFFING FUNCTION/ST MARY UNIVERSITY/13-04-2014 46
  47. • Pay level: how the firm’s pay incentives compare to other firms in the industry. •Managers can decide to offer low or high relative wages. • Pay Structure: clusters jobs into categories based on importance, skills, and other issues. • Benefits: Some are required (social security, workers comp). •Others (health insurance, day care, and others) are provided at the employers option. •Cafeteria-style plan: employee can choose the best mix of benefits for them. Can be hard to manage. Pay and Benefits 47 STAFFING FUNCTION/ST MARY UNIVERSITY/13-04-2014
  48. • Staffing is the most vital asset with an organization, without which it cannot move ahead in the competitive world. It can be equated with HR management as both have same sort of objectives. Staffing is an open system approach. It is carried out within the enterprise but is also linked to external environment Conclusion STAFFING FUNCTION/ST MARY UNIVERSITY/13-04-2014 48
  49. Thank you!!!!!! Any Questions? STAFFING FUNCTION/ST MARY UNIVERSITY/13-04-2014 49