STAFFING

Dickson Johan Jay B. Llema

 Staffing
Managers often consider Human Resources as their
organization’s most important resource. Very few
administrators would argue with the fact that human
resources are very important doe the efficient and
effective operation of a company. To emphasize their
importance, human resources are also called human
capital, intellectual assets, or management or company
talents. These terms imply that human resources are the
drivers of the organization’s performance; hence, staffing
is a crucial function of managers.
 Staffing

▪ Staffing is the Human Resource

function of identifying, attracting,
hiring, and retaining people with the
necessary qualifications to fill the
responsibilities of current and future
jobs in the organization.
▪ Refers to filling in all organizational job
positions
 Staffing
▪ The number of managerial personnel or
non-managerial human resources needed
by an organization depends upon the size
and complexity of its operations, its plans
for branching out or increasing products
and turnover rates of both types of human
resources, among others.
▪ Besides considering their number, the
qualifications of an individual positions
must be identified so that the best-suited
individuals for the job positions may be
selected for hiring.
The Management and Non-managerial
Human Resources Inventory
▪ Awareness of the management potential within an
organization can be accomplished with the use of an inventory
chart, also called management succession/replacement chart.
▪ The need for non-managerial human resources may be
ascertained by the use of a general organization chart to
identify vacant job positions that need to be filled or by direct
reports from department/unit heads or supervisors.
 Components of Staffing
▪ Staffing has to main components: recruitment and selection.
▪ Recruitment is the process of identifying and attracting the
people with the necessary requirements.
▪ Selection is choosing who to hire.
 Steps in Staffing
▪ 1. Identifying of job position vacancies, job requirements, as well
as work force requirements
▪ 2. Checking internal environment of the organization for the
human resources
▪ 3. External recruiting
▪ 4. Selecting those with essential qualifications for the job opening
▪ 5. Placing the selected applicant
 Steps in Staffing
▪ 6. Promoting
▪ 7. Evaluating performance
▪ 8. Planning of the employee’s career
▪ 9. Training of human resources
▪ 10. Compensating human resources
RECRUITMENT
 Recruitment
Recruitment is a set of activities designed to attract
qualified applicants for job position vacancies in an
organization.
In the event of a job opening, administrators must be
careful when recruiting and choosing who to bring into the
organization. They must see to it that their new recruit
possesses in helping their company achieve their set goals
and objectives and that he/she is suited for the job position
and job design.
 QUESTION
Which government agency is responsible for the
formulation of policies and implementation of programs in
the field of labor and employment?

Department of Labor and Employment

Classification of Recruitment

Recruitment may either be external or internal.

In external recruitment, outside sources are considered in
the process of locating potential individuals who might
want to join the organization and encouraging them to
apply for actual or anticipated job vacancies.
In internal recruitment, filling job vacancies can be done
through promotions or transfer of employees who are
already part of the organization. In other words,
recruitment is within the organization.
 Methods of External and Internal
Recruitment

▪ Advertisements – through websites, newspapers, trade journals, radio,

television, billboards, posters, and e-mails among others.
▪ Unsolicited applications – received by employers from individuals who may
or may not be qualified for job openings.
▪ Internal recruiting – independent job boards on the web commonly used by
job seekers and recruiters to gather and disseminate job opening
information.
▪ Employee referrals – are recommendations from organization’s present
employees who usually refer friends and relatives who think they are
qualified for the job.
 Methods of External and Internal
Recruitment

▪ Executive search firms – also known as “head hunters”; help employers find
the right person for a job. Such firms seek out candidates with qualifications
that match the requirements of the job openings that their client company
hopes to fill. Examples include manpower agencies.
▪ Educational institutions – good sources of young applicants or new
graduates who have formal training but with very little work experience. For
technical and managerial positions, schools may refer some of their alumni
who may have the necessary qualifications needed for the said job
positions.
 Methods of External and Internal
Recruitment

▪ Professional associations – may offer placement services to their members

who seek employment. Employees make use of the listings that they
publish in their journals regarding members who are available for possible
recruitment or hiring.
▪ Labor unions – possible sources of applicants for blue-collar and
professional jobs.
▪ Public and private employment agencies – may also be good sources of
applicants for different types of job vacancies for they usually offer free
services while private ones charge fees from both the job applicant and
employers soliciting referrals from them.
 External Recruitment Advantages

▪ Wide dissemination of information using the internet

▪ Applicants with initiative to pass their application forms are believed to be
better potential employees
▪ Employee referrals are believed to be high quality applicants
▪ Executive search firms usually refer highly qualified applicants because the
profiles of the applicants are check before they recommend them to the
client firms
▪ Educational institutions know the quality of their graduates, increasing the
chances of their ability to refer qualified applicants to potential employees.
 External Recruitment Disadvantages

▪ Costly because of the expenses for the advertisements like TV and radio ads,
flyers, pamphlets, etc. and also fees for orientation and training of newly-
hired employees
▪ Time-consuming because hiring bodies need to sort out large volumes of
application papers
▪ Possibility of being bias towards the applicant
 Internal Recruitment Advantages

▪ Less expenses for advertising

▪ Training and orientation of newly promoted and transferred current
employees are less expensive and do not take too much time
▪ The process of recruitment and selection is faster because the employee is
already a part of the organization
 Internal Recruitment Disadvantages

▪ The number of applicants to choose from is limited

▪ Favoritism may influence the promotion
▪ May result in jealousy among other employees not promoted
SELECTION
 Definition of Terms

▪ Selection is the process of choosing individuals who have the required

qualifications to fill present and expected job openings.
▪ Interview is the determining of an applicant’s qualifications in order to
gauge his or her ability to do the job.
 Steps in Selection

▪ 1. Establishing the selection criteria

▪ 2. Requesting applicants to complete the application form
▪ 3. Screening by listing applicants who seem to meet the set criteria
▪ 4. Screening interview to identify more promising applicants
▪ 5. Interview by the supervisor/manager or panel interviewers
▪ 6. Verifying information provided by the applicant
▪ 7. Physical and Psychological Examination
▪ 8. Informing that the applicant has been hired
 Types of Job Interviews

▪ Structured interview
▪ Unstructured interview
▪ One-on-one interview
▪ Panel interview
 Types of Employment Tests

▪ Intelligence test – measures the mental capacity – cognitive capacity, speed

of thinking, ability to see relationships in problematic situations
▪ Proficiency and aptitude test – tests present skills and potential for learning
other skills
▪ Personality test – designed to reveal applicant’s personal characteristics and
ability to relate with others
▪ Vocational test – tests that show the occupation best suited to an applicant
TRAINING AND
DEVELOPMENT
 Definition of Terms

▪ Training refers to learning given by organizations to its employees that

concentrates on short-term performance and acquisition or improvement
of job-related skills.
▪ Development refers to learning given by organizations to its employees that
is geared toward the individual’s acquisition and expansion of his or her
skills in preparation for future job appointments and responsibilities.
COMPENSATION/WAGES AND
PERFORMANCE EVALUATION
 Definition of Terms

▪ Compensation/wages – all forms of pay given by employers to their

employees for the performance of their jobs.
▪ Performance evaluation – a process undertaken by the organization, usually
done once a year, designed to measure employee’s work performance.
 Types of Compensation

▪ Direct compensation – includes workers’ salaries, incentive pays, bonuses,

and commissions
▪ Indirect Compensation – includes benefits given by employers other than
financial remuneration; for example: travel, educational and health benefits,
and others
▪ Nonfinancial compensation – includes recognition programs, being
assigned to do rewarding jobs, or enjoying management support, ideal work
environment, and convenient work hours
 Compensation: A Motivational Factor for
Employees

Compensation pay represents a reward that an employee receives for good

performance that contributes to the company’s success. In relation to this, the
following must be considered:
Pay Equity – related to fairness; pay equity is achieved when the pay given to
the employees is equal to the value of the job performed
Expectancy Theory – another theory of motivation which predicts that
employees are motivated to work well because of the attractiveness of the
rewards or benefits that they may possibly receive from a job assignment
 Bases for Compensation
Employees may be compensated based on the following:
Piecework basis – when pay is computed based on the number of units
produced
Hourly basis – when pay is computed according to the number of hours
rendered
Daily basis – when pay is computed according to the number of work days
rendered
Weekly basis – when pay is computed according to the number of work weeks
rendered
Monthly basis – when pay is computed according to the number of work months
rendered
 Bases for Compensation
Employees may be compensated based on the following:
Piecework basis – when pay is computed based on the number of units
produced
Hourly basis – when pay is computed according to the number of hours
rendered
Daily basis – when pay is computed according to the number of work days
rendered
Weekly basis – when pay is computed according to the number of work weeks
rendered
Monthly basis – when pay is computed according to the number of work months
rendered
 Purposes of Performance Evaluation:
Administrative and Developmental
Administrative Purposes – fulfilled through appraisal/evaluation programs that
provide information that may be used as basis for compensation decisions,
promotions, transfers, and terminations.
Developmental Purposes – fulfilled through appraisal/evaluation programs that
provide information about employees’ performance and their strengths and
weaknesses that may be uses as basis for their training and development needs.
 Performance Appraisal Methods
Trait Methods
Graphic Rating Scales
Forced-Choice Method
Behaviorally Anchored Rating Scales
Behavior Observation Scale
 Why Some Evaluation Programs Fail
▪ Inadequate orientation of the evaluatees regarding the objectives of the
program;
▪ Incomplete cooperation of the evaluates
▪ Bias exhibited by the evaluators
▪ Inadequate time for answering the evaluation forms
▪ Ambiguous language used in the evaluation forms
▪ Employee’s job description is not properly evaluated by the evaluation
questionnaire used;
▪ Inflated ratings resulting from the evaluator’s avoidance of giving low scores;
 Why Some Evaluation Programs Fail
▪ Evaluator’s appraisal is focused on the personality of the evaluate and not
his/her performance;
▪ Unhealthy personality of the evaluator; and
▪ Evaluator may be influenced by organizational politics
EMPLOYEE RELATIONS
 Definition of Terms

▪ Employee relations – the connection created among employees/workers as

they do their assigned tasks for the organization to which they belong
 Barriers to Good Employee Relations
▪ Anti-social personality; refusal to▪ Cultural/Subcultural differences
share about oneself to co-employees;
being a loner ▪ Lack of cooperation

▪ Lack of trust in others ▪ Communication problems; refusal to

listen to what others want to
▪ Selfish attitude; too many self-serving communicate
motives
▪ Lack of concern for other’s welfare
▪ Lack of good self-esteem
▪ Not a team player
▪ Being conceited
 Ways to Overcome Barriers to Good Employee
Relations
▪ Develop a healthy personality to overcome negative attitudes and behavior
▪ Find time to socialize with coworkers
▪ Overcome tendencies of being too dependent on electronic gadgets
▪ Develop good communication skills and be open to others’ opinions
▪ Minimize cultural/subcultural tension
 Three Types of Employees
▪ According to study on employee engagement published by www.gallup.com, there are
three types of employees as shown in this table. Employee engagement may be
influenced by the kind of relationships employees have in the workplace.
Three Types of Employees
Engaged • Employees who work with position and feel a deep connection with their
company
• They drive innovation and move the organization forward

Not Engaged • Employees who are essentially “checked out”

• They put time, but not energy or passion, into their work
Actively • Employees who are not only unhappy at work, but also act out their
Disengaged unhappiness
• They undermine what their engaged coworkers accomplish
 EMPLOYEE MOVEMENTS
Company owners have to make sure that they make their employees satisfied in
order to prevent a labor strike
 Definition of Terms

▪ Employee movements – series of actions initiated by employee groups

toward an end or specific goal
▪ Unionism – the principle of combination for unity of purpose and action
▪ Labor union – is a formal union of employee/workers that deals with
employers, representing workers in their pursuit of justice and fairness in
their fight for their collective or common interests.
 Reasons why employees unionize

▪ Financial needs – complaints regarding wages or salaries and benefits given

by the management
▪ Unfair management practices – unfair or biased managerial actions, lack of
fairness, favoritism
▪ Social and leadership concerns – need for affiliation with a group and the
prestige associated therein
 Grievance Procedure

The grievance procedure is a formal procedure that authorizes the union to

represent its members in processing a grievance or complaint. Such grievance
must be expressed orally or in writing to the employee’s immediate supervisor
and the union steward. If the immediate supervisor shows willingness to
discuss the complaint with the employee and the union steward , the
grievance may be resolved immediately.
REWARDS SYSTEM
 Definition of Terms

▪ Reward – gift, prize or recompense for merit, service or achievement,

which may have a motivating effect on the employee
▪ Monetary reward – refers to money, finance or currency reward
▪ Non-monetary reward – refers to intrinsic rewards which do not pertain to
money or finance
 Monetary Rewards

▪ Pay/salary – financial remuneration given in exchange for work

performance
▪ Benefits – indirect form of compensation given to employees
▪ Incentives – rewards that are based upon a pay-for-performance
philosophy
▪ Executive pay – a compensation package for executives of organizations
which consists of components: basic salary, bonuses, stock plans, benefits,
and prerequisites
▪ Stock options – are plans that grant employees the right to buy a specific
number of shares of the organization’s stock at a guaranteed prize during a
selected period of time
 Nonmonetary Rewards

▪ Award – nonmonetary reward that may be given to individual employees or

groups/teams for meritorious service or outstanding performance; trophies,
medals, or certificates of recognition may be given instead of cash or
extrinsic rewards
▪ Praise – a form of nonmonetary, intrinsic reward given by superiors to their
subordinates when they express oral or verbal appreciation for excellent
performance