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FOM - Staffing

The document discusses the key aspects of staffing as a management function, including recruitment, selection, training, development, compensation, and performance evaluation of employees. It states that staffing is an important management process that involves acquiring and utilizing human resources in the most effective way possible to fulfill organizational goals. The various components of staffing such as short-term and long-term planning, succession planning, and strategic staffing are also examined.

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169 views36 pages

FOM - Staffing

The document discusses the key aspects of staffing as a management function, including recruitment, selection, training, development, compensation, and performance evaluation of employees. It states that staffing is an important management process that involves acquiring and utilizing human resources in the most effective way possible to fulfill organizational goals. The various components of staffing such as short-term and long-term planning, succession planning, and strategic staffing are also examined.

Uploaded by

CrisDB
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPTX, PDF, TXT or read online on Scribd
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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 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 A MANAGEMENT FUNCTION

 Committed to acquiring, training, appraising,


and compensating employees.
3 PRINCIPLES TO BE UNDERSTOOD BY ALL MANAGERS

1. All managers are human resource management.


2. Employees are more important assets than
buildings or equipment; good employees gives a
company the competitive edge.
3. 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

1. Filling the organizational positions


2. Making possible discovery of able staff for
challenges
3. Guaranteeing utmost productivity
4. Developing personnel for shouldering greater
responsibilities
5. Meeting upcoming requirements of talented
people
6. Satisfying job owning to correct placement
7. Utilizing of human resources most favorably
8. Supplying information concerning transfer,
promotion, recruitment, death, demotions, ic.
9. Retaining professionalism among personnel
KINDS OF STAFFING

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.

STATEGIC STAFFING
Involves a combination of short-term,
long-term and succession planning.
STAFFING PRINCIPLES
AND PRACTICES
STAFFING PRINCIPLE

1. The principle of job definition


2. Principles of managerial appraisal
3. Principles of managerial farming
4. Principles of open competition
5. Principles of continuing development
6. Staffing is a permanent exercise
7. Staffing is a complex process
8. Staffing involves future managers
STAFFING PRACTICES

1. Specialized recruiting
2. Assessment and safety
3. Occupational health
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
SELECTION PROCESS
 SHORT-LISTING

 Vital
qualifications
advantageous
qualifications
 Be reliable on
documents
decisions made &
the reason for
 Look for more them.
information
SELECTION PROCESS
 APPLICATION FORMS

 Language and
experience is
significant

 Do not include any


invasive or
immaterial questions

 Guarantee strict
confidentially
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 an 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 persons 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 he 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 and reasons for them
 If requested, offer constructive comments to
unsuccessful applicants
SELECTION PROCESS
 MEDICAL EXAMINATIONS

 Have employees medically examined


TRAINING AND 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
THE NEED FOR TRAINING &
DEVELOPMENT

 CHANGE
 DEVELOPMENT
DIFFERENT TYPES OF TRAINING AND
DEVELOPMENT TECHNIQUES

1. On-The-Job Training and Lectures


2. Program Instruction (PI)
3. Computer Assisted Instruction (CAI)
4. Audiovisual Techniques (AT)
5. Simulation
6. Business Games (BG)
REMUNATION

 Is the overall compensation that an employee


receives in exchange for the services he performed
for the employer.
TWO TYPES OF EMPLOYEE
REMUNATION

1. TIME RATE METHOD


2. PIECE RATE METHOD
RENUMERATION PACKAGES

 Employee benefits or fringe benefits


 Deferred payment (pension system)
 Relate to time (paid holidays, sick pay)
 Relate to payment in kind (subsidized meals or
transport)
Personnel Appraisal or
performance appraisal

the systematic evaluation of the


performance of employees and to
understand the abilities of a person
for further growth and
development.
OBJECTIVES

The main objective of performance


appraisals is to measure and improve
the performance of employees and
increase their future potential and
value to the company.
 Promotion
 Compensation
 Employees Development
 Selection Validation
 Communication
 Motivation

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