PHA 617 - STAFFING

Staffing

Process of assuring that the right person is completing the right tasks within predetermined work units and that these persons have the necessary skills to do the job.

Ensures that the organization will have sufficient quantity and quality of personnel to achieve its mission and goals.

Staffing involves these

1. Preparing the job description
2. Identifying the source of applicants
3. Search for applicants
4. Interviewing applicants 5. Selecting applicants
6. Orienting new employees
7. Training of new employees
8. Evaluating employee performance

Recruitment

consists of all activities associated with attracting qualified candidates

Placement

refers to candidate application, screening, interviewing, selection, and hiring process

Human Resource Planning

Collaborating with management and supervisors at all levels of the organization to forecast the organization's short-term and long-term personal needs

Recruitment

Seeking out and attracting adequate numbers of qualified personnel to meet the organizational needs on an ongoing basis, including contingencies such as resignations and leave of absence.

Hiring

Selecting the appropriate personnel for vacant positions and associated activities such as benefits counseling, background, and reference checks

Orientation

Introducing the new employee to organizational policies, procedures, values, personnel, and environments

Training and Development

Meeting the short- and long-term education and professional development needs of employees at all levels of the organization.

Separation

terminating the employment of personnel because of resignation, inadequate job performance, or a decrease in organizational resources; disciplinary activities may preclude separation, as necessary.

Human Resource Planning

In developing a staffing plan, identify the number, type, and qualifications of staff needed to meet the needs of a department and its customers

Application

Screens basic qualification and provides background for personalized interview questions.

Screening

Criteria and/or tests to reduce to only qualified applicants

Interviewing

Scheduling and asking candidates questions in an organized, purposeful way

Selection

Reviewing interview notes and asking key questions to find the best candidate for the position

Hiring

Extending the offer to the best candidate.

Recruitment and Hiring

● One of the most important functions that managers must perform. It must be approached with the utmost care and attention.

● It includes identification of the type of employee needed based an established staffing plan, advertising for candidates, and screening and interviewing candidates to identify a candidate who is a good match for the vacant position.

● A newer development and approach to staff recruitment is the use of social media, such as Facebook, and develop networks through sites such as LinkedIn.

● Screening employees involves reviewing applicants basic qualifications and experience to determine if they meet the pre-established criteria for hiring.

● In addition, you may screen candidates out of the interview process because of poorly written cover letters or resumes, which indicate a lack of professionalism.

Advertising

includes writing and placing an ad or announcement in a newspaper, professional magazine, or journal

Traditional

general information about the candidate

Situational

response to an imaginary situation.

Behavioral

previous situation assuming past behavior will predict future behavior

Stress

intended to unnerve candidates to assess their stress response

Candidate question

interviewee to the interviewer to assess interviewee's preparation.

Technical knowledge and "feel"

Managers must have these about the candidate

Recruitment and Hiring

Hiring a new employee includes checking references and negotiating salary, benefits (including relocation expenses), and the date the employee will begin work

Orientation

● Send a letter of welcome before the employee begins, providing them with a contact number if they have a question

● Meet with the employee on the first day, even if it's just a few moments, before they report to the human resources department, if required to do so.

● Give the employee a tour of the facilities, including basics such as the location of lockers and bathrooms, kitchen and telephone use, and the location of the cafeteria, if one is present.

● Provide a schedule for the first few days.

● Provide an orientation checklist to assure that nothing is missed.

● Assign a few employees as a buddy to answer questions and to have lunch with the new employee on the first day. Join them for lunch if possible.

● Meet with the employee at the end of the first day.

● Meet on at least a weekly basis for the first few weeks.

Job-specific orientations

● The function of the organization, and how the employee fits in.
● Job responsibilities, expectations, and duties of the employee
● Policies, procedures, rules, and regulations.
● Layout of the workplace

Training, Education, and Development

● When performance improvement is needed.
● To "benchmark" the status of improvement
● As part of succession planning to help an employee be eligible for a planned change in role in the organization.
● To train about a specific topic to meet customer service

Training activities

related to improving an employee's capacity to perform his or her current job.

Education activities

related to improving an employee's capacity for specific but future job

Development activities

related to overall capacities that may be used in any job, such as time management or communication skills

Discipline and Separation

● Overseeing performance and providing feedback and guidance to employees to correct inappropriate behavior (such as tardiness to the workplace), as well as to improve the quality and quantity of performance if it does not meet minimal standards.
● When providing feedback to unacceptable or substandard performance, managers should utilize a formal disciplinary process.
● Disciplinary procedures are beneficial and necessary for the safety and well-being of those the organization serves, as well as its health and survival.
● Progressive disciplinary systems provide multiple opportunities for the employee to correct deficiencies.
● Such systems should also provide multiple opportunities for the manager to offer assistance, and to ask the employee what the manager or organization could do to help the employee overcome the difficulty they are experiencing.

True

T or F: In terminating an employee, no manager should act
alone.

True

T or F: Someone from personnel or human resources should always be involved to provide guidance and support
to the manager and to be a witness to the actions

Sample Disciplinary Process

1. Remind or re-instruct
2. Verbal warning
3. Written warning
4. Suspension
5. Termination