Staffing

Concept of staffing
It is the process of attracting, devloping and

eveluating individuals at work. Features : 1. It involves people 2. Staffing is devlopment oriented 3. Staffing is continous 4. Staffing is a three step process Hiring the right people Devloping their skills through training Maintaining them by creating favourable conditions of work.
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Importance of staffing
Key to other managerial functions

Long term effect

Design a sound organisation Motivation to do outstanding work

Factors affecting staffing

Internal factors: Promotion policy Future growth plans of organisation Technology used Support from top management Image of the organisation External factors: Labour laws Pressure from socio-political group Competition Educational standards
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Selection process
Recruitment & selection are the pillars of success

of an organization. Recruitment is all about searching for the right candidates. It is a positive process of building up a pool of prospective candidates. Choosing from the search to fill up the vacancy is selection.

Recruitment policy
Recruitment is a process of searching for

prospective employees and simulating and encouraging them to apply for jobs in an organization. The department heads of the organizations forward their requirements of the candidates for various posts along with the job specifications to the personal department. personal department looks at the feasibility of appointing the candidates in terms of manpower requirements & financial obligations. Personal manager then release the advertisement for all departments under one banner. 6

The recruitment process

1. 2. Identification of vacancies Determination of source of recruitment Internal / external 3. Intimation to candidates 4. Selection of candidates

School Placement Employee Referrals

Internal Searches

Recruitment Sources

Voluntary Applicants

Employment Agencies

Advertisements

Selection & selection procedure

Proper selection reduces the long term costs of

labour turnover. Bringing right combination of an individual in the organization is a must for every operating firm. It is the overcoming of hurdles in order to be employed in the organization. The selection procedure is often labeled as successive hurdles techniques.

The selection procedure

1. Recruitment ( receiving application) 2. The preliminary screening interview ( for removal of unqualified candidates) 3. Application blank ( filling of a blank format given by the organization) 4. Employment interview ( to test if man quality is as per job requirements) The interview, being one of the most helpful tools in the selection process, provides the opportunity for meeting the applicant and observing his verbal ability, appearance, general personality and attitude as well as the chance to get together and talk it over.
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5. Reference check (reliability of the candidate is found out) 6. Medical examination (ensure fitness of the candidates) 7. Induction & placement (making the candidate familiar with the organization)

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Comparison between recruitment & selection

No. 1 Basic Meaning Recruitment Process of searching the right candidate for a vacant job & attracting them to apply for the same. Positive Aim to attract more & more candidates. It takes place before selection Firm notifies the vacancies through various stages & distribute application forms to candidates Selection Process of selection of right type of candidate and offering them a job. Negative process Aim to reject unsuitable candidates. Done after recruitment Firm asks the candidates to pass through a no of obstacles put forth in the form of interviews & various tests. Leads to contractual agreement as this stage aims at finalizing the prospective employee.

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Nature Purpose Sequence Procedure

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Contract

No contract can be created as its just information about a vacancy

Human resource devlopment

HRM is a process consisting of four functions: Acquisition- getting people Development preparing them the devlopement function involves four aspects: 1. Performance appraisal 2. Employee training 3. Management devlopment 4. Career devlopement Motivation- activating them Maintenance- keeping them
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HRM & HRD

HR function is seen as an independent function,

HRD is viewed as a small sub system of the larger group. HRM reacts to a situation, HRD aims at taking a proactive step. HRM is looked as a service provider, HRD is seen to be involved in enhancing the capabilities for facing problems.

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Elements of HRD
The employee

The immediate boss of the employee

The human resource management department The organization

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Development dimensions of HRD:

Analyzing the role by clarifying the job

description and job specification. Matching the role and the person Developing the person in the role Developing the role for the person Developing a balance between effort and reward Developing the ability to identify and solve problems

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Functional aspects of HRD Function 1: performance appraisal

The identification, measurement, and management of human performance in organizations.

Why Conduct Performance Appraisals?

Make decisions about that person's future with the organization Identify training requirements Employee improvement Pay, promotion, and other personnel decisions Research Validation of selection techniques and criteria

The performance appraisal process

1.

2.
3. 4. 5. 6.

Establish performance standards Communication of performance expectation to employee Measuring the actual performance Compare actual performance with standards Discussion of the appraisal with employees Initiate corrective action

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Methods of performance appraisal

Single trait- single subject in which subjects are not compared with any other person & each trait is measured alone. This includes. Checklist method Numerical method Graphic scale of performance appraisal 2. Single trait- multiple subject This includes, Group order ranking Individual ranking Paired comparison
1.
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3. Multiple trait- single subject In which forced choice rating is done by either the subject himself or the evaluation, into traits offered for evaluation.
Methods of PA
Traditional methods Modern methods

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Traditional focus is on Personality traits, such as initiative, dependability, drive, responsibility, creativity, integrity, leadership potential etc. 1 2 3 4 5 6 7 8 9 10
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Modern- focus is on Evaluation of work which results in job achievements.

Straight ranking method Man to man comparison method Grading method Graphic rating scale Force choice description method Check list method Forced distribution method Free form- essay method Paired comparison method Critical incident method Field review method Group appraisal method

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Assessment center Appraisal results or management by objective 360 degree PA Behaviorally anchored rating scale

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A Model of Performance Appraisal

Skills/Activities/Output

Performance Appraisal System

Reward/Training/Punishment

Techniques for Evaluating Managers

Evaluation by superiors Evaluation by colleagues Peer ratings tend to be more favorable for career development than for promotion decisions Self-evaluation Self-ratings suffer from leniency Subordinate evaluation Effective in developing leadership Leads to improved performance 360 degree feedback (multi-source)

360 Feedback

The combination of peer, subordinate, and self-review

Key Steps in Implementing 360 Appraisal

Top management communicates the goals Employees and managers are involved in the development of the appraisal criteria and process.

Employees are trained in giving & receiving feedback.

Employees are informed of the nature of the 360 appraisal instrument and process.

The 360 system undergoes pilot testing

Management continuously reinforces the goals of the 360 appraisal and is ready to change the process when necessary.

Measurement Tools

Relative and Absolute Judgment

Relative Judgment An appraisal format that asks supervisors to compare an employee's performance to the performance of other employees doing the same job.

Absolute Judgment

An appraisal format that asks supervisors to make judgments about an employees performance based solely on performance standards.

Rating Methods
Performance rating scales
Supervisors indicate how or to what degree a worker possesses a relevant job characteristic

Ranking technique
Supervisors list the workers in order from highest to lowest

Paired-comparison technique
Compares the performance of each worker with that of every other person in the group

Forced choice technique

Raters are presented with groups of descriptive statements and are asked to select the phrase in each group that is most descriptive of the worker being evaluated

Rating Methods
Behaviorally anchored rating scales (BARS)
Appraisers rate critical employee behavior Critical-incident behaviors are established These behaviors are used as standards for appraising effectiveness The BARS items can be scored objectively by indicating whether the employee displays that behavior

Behavioral observation scales (BOS)

Appraisers rate the frequency of critical employee behaviors The ratings are assigned on a five point scale The evaluation yields a total score

Management by objectives (MBO)

Function 2: training & development

Organizations select the employee first and then

provide them some kind of training to increase the versatility, knowledge, adaptability & skills of employees . So that they can meet the job requirements & perform accordingly. Thus training cannot be avoided in the organizations. Training is the continuous, systematic development among all levels of the organization.

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Purpose of training
To educate and impart knowledge & skills to the

newly appointed employee. To expose the employees to the latest techniques, concepts & information about the work. To provide the opportunities for middle level managers & other employees to exchange the experience & knowledge during training.

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Objectives of training
Meeting customer, service & product needs.

Preparing employees to work in foreign locations.

Integrating new technologies & work design. Managing diverse workforce Providing performance feedback Creating an atmosphere where all employees get

an equal chance to be creative & innovative

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Importance of training
1. Increase productivity

2. Economical use of resource

3. Reduced supervision & direction 4. Increased morale 5. Organizational stability & flexibility is increased 6. Advantage of standardization 7. Better industrial relation

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Function 3: Management development

A systematic process of training & growth by

1.

2.

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3.

which individual gain & apply knowledge, skills, insights & attitude to manage work organizations effectively. Need for executive development: Management development programs are essential to cope with the increasing need for more managers It is essential to enable managers to adopt a balanced approach towards public, employees & management. Training for better understanding &

Objectives
1. To increase the effectiveness of the

performance of executives 2. To build a reserve of qualified personal to backup key positions 3. To attract & retain efficient executives in the org. 4. To sustain good performance throughout their careers.

Management development process

1. Specify development objectives

2. Analyze the organizational structure & needs

3. Appraise the current management talent &

estimate 4. Design the development programs 5. Evaluate the programs

Management development= Improve present performance+ preparing for its future

TWO principles for executive development

First principle is based on all development is self

development. The establishment of an organizational climate is the second most important factor. Methods of development: On the job training programmes & off the job training programmes.

Managerial effectiveness
Effective management is about doing the right

things at the right time. The responsibilities of managers and the competitive pressures on them have increased their need to be effective. Effective managers prepare plans after taking into account the knowledge & information they have acquired from various reports. They make use of their own strengths & the strengths of their superiors, subordinates & colleagues for productive purpose of organization.

 This help them to focus their resources on one

task at a time and so to produce quality results. They make decisions in systematic manner They give importance to ethics and value commitment to an organization