STAFFING FUNCTION
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• 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
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• 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
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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
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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.”
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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 .
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 Hiring
 Motivation
 Human relations
 Employee development
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Scope Of Staffing
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 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
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 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
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ELEMENTS OF STAFFING
Manpower planning
Job analysis
Recruitment and selection
Training and Development
Performance appraisal
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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
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Position
requirement and
job design
Recruitment
Selection
Placement
Promotion
Orientation
Individual
characteristics
Internal
environment
External
environment
Managerial
requirement
Plan
Systems Approach
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Staffing Process
• Manpower
• Recruitment
• Selection
• Placement and Orientation
• Training and Development
• Remuneration
• Performance Evaluation
• Promotion and transfer
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• 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
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Manpower Planning

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
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Steps In Manpower Planning

• Key to managerial functions
• Efficient
• Motivation
• Better human relations
• Higher productivity
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Importance of Manpower Planning

• 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
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Obstacles in Manpower Planning

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.
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Recruitment

• 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
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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
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Types of Recruitment

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..
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• Present Employees
• Unsolicited Applicants
• Educational and Professional Institutions
• Public Employment Offices
• Private employment Agencies
• Employee Referrals
• Help wanted Advertising
• Walk-Ins
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Source of Requirement

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
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 Talent Acquisition.
 Expensive.
 Time Constraint.
 Retention of employees.
 Managing low abrasion rate.
 Budget.
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Difficulties in Recruitment Process

• 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
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Selection

• 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
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Employee Selection Process
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Tests
Assessment Centers
Interviews
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Different Assessment Process
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1. Preliminary Interview
2. Selection Tests
3. Employment Interview
4. Reference and Background Analysis
5. Physical Examination
6. Job Offer
7. Employment Contract
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Selection Process
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• 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
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Interviews

• 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
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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
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• 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.
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Tips

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
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Assessment Centres
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1 PRELIMINARY SCREENING
2 SENDING APPLICATION FORMS
3 TRADE TEST
4 WRITTEN TEST
5 PSYCHOLOGICAL TEST
6 INTERVIEW
7 PHYSICAL TEST
8 ON THE JOB TEST
9 REFERENCE
10 ORIENTATION
11 FINAL SELECTION
12 NEGOTIATION TO SALARY DEPT.
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Selection Procedures/ Steps
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•Perception
•Fairness
•Validity
•Reliability
•Pressure
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Barriers To Effective Selection
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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
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• 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
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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
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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.
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Types of Training
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 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.

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Types of Development
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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.

• 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.
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Difference between Training and
Development

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
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Performance Appraisal
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 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.

Who Appraises Performance?
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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

• 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
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• 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
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• 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
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Thank you!!!!!! Any Questions?
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