what is staffing?

CHAPTER FIVE: STAFFING

Staffing, a managerial function, entails filling and sustaining positions in the organizational structure. It involves identifying workforce needs, assessing available personnel, and executing activities like recruitment, selection, placement, promotion, appraisal, compensation, training, and development to ensure effective task accomplishment.

Staffing Processes:

1.      Human Resource Planning /Manpower Planning/:

·         Identifying workforce needs.

·         Analyzing internal factors (skill needs, vacancies) and external factors (labor market, regulations).

·         Executing plans based on analysis results.

2.      Recruitment:

·         Attracting potential candidates aligned with the human resource plan.

·         Develop job descriptions and specifications.

·         Utilize internal (promotion) and external sources (advertising, agencies).

Sources of Recruitment:

Ø  Internal Recruitment /Recruitment from Within:

v  Advantages:

·         It is cost-effective.

·         It builds loyalty among existing employees.

·         It requires less initial training.

v  Disadvantages:

·         It limits the pool of available talent.

Ø  External /Outside/ Recruitment:

v  It utilizes sources like direct applications, employee referrals, advertising, educational institutions, employment agencies, and professional associations.

3.      Selection:

• Determines the best candidate based on job description and specifications.
• It involves evaluation through application forms, resumes, interviews, tests, and reference checks.
• A mutual decision-making process where the organization offers a job and the candidate decides its acceptability.

4.      Orientation and Socialization /Induction/: Orientation and socialization are designed to provide new employees with the information necessary for comfortable and effective functioning within the organization.

Typically, socialization conveys general information about daily work routines, an overview of the organization's history, purpose, operations, products, or services, and detailed presentations of policies, rules, and employee benefits.

5.      Training and Development: Organizing human resources is a dynamic activity that requires adapting and updating employee skills as job demands change. Training is designed to maintain or improve current job performance, while development focuses on acquiring skills necessary for future work activities.

Reasons for Training:

·         Orientation of New Employees: New employees need additional training to acquaint them with the specific situation of the organization and the job.

·         Performance Improvement: Training can enhance performance by increasing productivity, improving quality, reducing turnover, and lowering labor costs.

·         Maintenance of Current Performance: Training helps individuals holding a position or performing a job to stay current and relevant.

Training Methods:

A.    On-the-Job Training:

v It involves learning methods and techniques by performing the actual job under supervision.

v Techniques such as job rotation and job instruction are commonly used.

v Advantages: Economic, convenient, no special facilities required.

v Disadvantages of this approach include employee disinterest, dual responsibility, and it is less convenient for large groups.

B.     Off-the-Job Training:

v  It involves events removed from the actual work situation, creating interest for employees.

v  Advantages: Creates interest, convenient for large groups.

v  Disadvantages of this approach include Expensive, knowledge transfer challenge.

Popular Off-the-Job Training Techniques:

·         It includes Vestibule training, classroom instruction, lectures, films, and simulation exercises.

6.      Performance Appraisal: it is the process used to determine whether an employee is performing as intended. It helps evaluate recruitment and selection adequacy, guides decisions on replacement or training, and serves multiple purposes:

v  It increases productivity.

v  It assists in salary administration.

v  It influences promotions.

v  It drives employee development through coaching and counseling.

v  It supports human resource research.

7.      Transfer: it involves shifting an employee from one job, organization level, or location to another. It can be a promotion, demotion, or lateral transfer.

v  Promotion: Advancement to a higher job with increased responsibilities and benefits based on merit and free from favoritism.

v  Demotion: involves a shift to a lower position due to inefficiency or incompetence.

v  Lateral Transfer: Movement between jobs or positions without significant changes in employment and status.

8.      Separation: it refers to factors leading to the termination of the relationship between the organization and the employee. It may result from resignation, layoff, discharge, or retirement.