CHAPTER 5 Staffing

Nature of Staffing Function

 Staffing is an important managerial function - Staffing function is
the most important managerial act along with planning, organizing,
directing and controlling. The operations of these four functions
depend upon the manpower which is available through staffing
function.
 Staffing is a pervasive activity- As staffing function is carried out by
all mangers and in all types of concerns where business activities are
carried out.
 Staffing is a continuous activity- This is because staffing function
continues throughout the life of an organization due to the transfers
and promotions that take place.
 The basis of staffing function is efficient management of
personnel- Human resources can be efficiently managed by a system
or proper procedure, that is, recruitment, selection, placement,
training and development, providing remuneration, etc.
 Staffing helps in placing right men at the right job. It can be
done effectively through proper recruitment procedures and then
finally selecting the most suitable candidate as per the job
requirements.
 Staffing is performed by all managers depending upon the nature
of business, size of the company, qualifications and skills of managers.
In small companies, the top management generally performs this
function. In medium and small-scale enterprise, it is performed
especially by the personnel department of that concern.

RECRUITMENT is a process of searching for prospective employees and

stimulating them to apply for jobs of an organization. -EDWIN B. FLIPPO
RECRUITMENT forms the first stage in the process which continues with
selection and ceases with the placement of the candidates. -Kempner

FACTORS INFLUENCING RECRUITMENT

There are a number of factors that affect recruitment. These are broadly
classified into two categories:
 INTERNAL FACTORS - also called as “endogenous factors” are the
factors within the organization that affect recruiting personnel in the
organization. The factors which can be controlled by organization are:
o RECRUITMENT POLICY
o SIZE OF ORGANIZATION
o HUMAN RESOURCE PLANNING
 o COST OF RECRUITMENT
o GROWTH AND EXPANSION
 EXTERNAL FACTORS - are the forces which cannot be controlled by
the organization. The major external forces are:
o SUPPLY AND DEMAND
o LABOUR MARKET
o IMAGE/GOODWILL
o POLITICAL-SOCIAL-LEGAL ENVIRONMENT
o UNEMPLOYMENT RATE
o COMPETITORS

Recruitment and Selection Process

“Recruitment process involves a systematic procedure from sourcing the
candidates to arranging and conducting the interviews and requires many
resources and time.”

1. Job analysis - is a process to identify and determine in detail the

particular job duties and requirements and the relative importance of
these duties for a given job. Job Analysis is a process where judgments
are made about data collected on a job. Job analysis consists of two
parts:
a. Job Description: A job description is a list that a person might
use for general tasks, or functions, and responsibilities of a
position.
b. Job Specification: Job Specification is a statement of the
essential components of a job class including a summary of the
work to be performed, primary duties and responsibilities, and
the minimum qualifications and requirements necessary to
perform the essential functions of the job.
2. Recruitment Planning - The first step involved in the recruitment
process is planning. Here, planning involves to draft a comprehensive
job specification for the vacant position, outlining its major and minor
responsibilities; the skills, experience and qualifications needed; grade
and level of pay; starting date; whether temporary or permanent; and
mention of special conditions, if any, attached to the job to be filled.
3. Strategy Development - Once it is known how many with what
qualifications of candidates are required, the next step involved in this
regard is to devise a suitable strategy for recruiting the candidates in
the organization.
4. Searching - This step involves attracting job seekers to the
organization.
 5. Screening - Though some view screening as the starting point of
selection, we have considered it as an integral part of recruitment. The
reason being the selection process starts only after the applications
have been screened and shortlisted.
6. Evaluation & control - Given the considerable cost involved in the
recruitment process, its evaluation and control are, therefore,
imperative

METHOD OF RECRUITMENT
Dunn and Stephen have broadly classified methods of recruitment into three
categories:
1. Direct Method: In this method, the representatives of the
organization are sent to the potential candidates in the educational
and training institutes. They establish contacts with the candidates’
seeking jobs.
2. Indirect Methods: include advertisements in newspapers, on the
radio and television, in professional journals, technical magazines etc.
This method is useful when:
a. Organization does not find suitable candidates to be promoted to
fill up the higher posts
b. When the organization wants to reach out to a vast territory
c. When organization wants to fill up scientific, professional and
technical posts.
3. Third Party Methods: These include the use of private employment
agencies, management consultants, professional bodies/associations,
employee referral/recommendations, voluntary organizations, trade
unions, data banks, labor contractors etc., to establish contact with the
job- seekers.

Selection is the process of differentiating between applicants in order to

identify and hire those with a greater likelihood of success in a job – STONE
Selection is the process in which candidates for employment are divided
into two classes – those who are to be offered employment and those who
are not – DALE YODEV

1. Environmental factors – Selection is influenced by several factors.

More prominent among them are supply and demand of specific skills
in the labor market, unemployment rate, legal & political consideration
etc.
2. Preliminary Interview – The applications received from job seekers
would be subject to security so as to estimate unqualified applicants,
this is usually followed by preliminary interview.
 3. Selection Test – Job seekers who pass the screening and the
preliminary interview are called for tests. Generally, tests are used to
determine the applicant’s ability, aptitude & personality.
4. Employment Interview – The next step in the selection process is
employment interview. An interview is conducted at the beginning and
at the end of the selection process
5. Reference & Background Analysis – Many employers request
names, addresses and telephone number or references for the purpose
of verifying information and perhaps, gaining additional background
information on an applicant.
6. Selection Decision – After obtaining information through the
preceding steps, selection decision – the most critical of all the steps,
must be made.
7. Physical Examination – After the selection decision and before the
job offer is made, the candidate is required to undergo a physical
fitness test.
8. Job Offer – The next step in the selection process is job offer to those
applicants who have crossed all the previous hurdles. Job offer is made
through a letter of appointment.
9. Contracts of Employment – After the job offer have been made and
the candidates accept the offer, certain documents need to be
executed by the employers and the candidates.
10. Evaluation of Selection Program – The broad test of the
effectiveness of the selection process is the quality of the personnel
hired. A firm must have competent and committed personnel.

Training and Development

TRAINING is a learning process that involves the acquisition of knowledge,
sharpening of skills, concepts, rules, or changing of attitudes and behaviors
to enhance the performance of employees.
Difference Between Training and Development
a. Training focuses on specific job knowledge and skill that is to be
applied in the short run.
b. Development focuses on broad knowledge and insights that
may be required for adaptation to environmental demands in the
future.
DEVELOPMENT - on the other hand, helps the individual handle future
responsibilities, with less emphasis on present job duties.

Need and basic purposes of training

 To Increase Productivity
 To Improve Quality
  To Help a Company Fulfil Its Future Personnel Needs
 To Improve Organizational Climate
 To Improve Health and Safety
 Obsolescence Prevention
 Personal Growth

Types of Training
 Induction or Orientation Training: It is concerned with introducing
or orienting a new employee to the organization & its procedure, rules
& regulation.
 Job Training: It relates to specific job which the worker has to handle,
it gives information about machines, process of productions,
instructions to be followed, methods to be used
 Internship Training: Under this method, the educational institute
enters into arrangement with an industrial enterprise for providing
practical knowledge to its students.
 Refresher Training: It meant for the old employees of the enterprise.
The basic purpose of refresher training is to acquaint the existing
workforce with the latest methods of performing their jobs & improve
their efficiency further. In the words of Dale Yoder, “Retraining
programs are designed to avoid personnel obsolescence.”
 Training for promotion: The talented employees may be given
adequate training to make them eligible for promotion to higher job in
the organization.

Training Process:
 Understanding Organizational Objectives and Strategies
 Training Need Assessment
 Establishment of Training Goals
 Devising Training Programs
 Implementation of Training Program
 Evaluation of Results

Process of Training and Development

1. Training needs analysis
2. Instructional design
3. Validation
4. Implementation
5. Evaluation and follow-up