Module 5 - Staffing

Staffing

• the management function that determines human resource needs, recruits, selects, trains, and develops human resources for jobs created by an organizations.

• is undertaken to match people with jobs so that the realization of the organization’s objectives will be facilitated

The Staffing Procedure

1. Human resource planning

2. Recruitment

3. Selection

4. Induction and orientation

5. Training and development

6. Performance appraisal

7. Employment decisions (monetary rewards, transfer, promotions and demotions) and

8. Separations

Human Resource Planning

1. Forecasting

which is an assessment of future human resource needs in relation to the current capabilities of the organization

Human Resource Planning

2. Programming

which means translating the forecasted human resource needs to personnel objectives and goals.

Human Resource Planning

3. Evaluation and Control

which refers to monitoring human resource action plans and evaluating their success.

Methods of Forecasting

1. Time series method

which use historical data to develop forecast of the future.

Methods of Forecasting

2. Explanatory or causal models

which are attempts to identify the major variables that are related to or have caused particular past conditions and then use current measures of these variables to predict future conditions.

Methods of Forecasting

3. Monitoring methods

are those that provide early warning signals of significant changes in established patters and relationships so that the engineer manager can assess the likely impact and plan responses if required

Three Major Types of Explanatory Models

1. Regression models

Three Major Types of Explanatory Models

2. Econometric models

a system of regression equations estimated from past time series data and used to show the effect of various independent variables on various dependent variables.

Three Major Types of Explanatory Models

3. Leading indicators

refers to time series that anticipate business cycle turns.

Recruitment

refers to attracting qualified persons to apply for vacant positions in the company so that those who are best suited to serve the company may be selected.

Source of Applicants

1. The organization’s current employees

Some of the organization current employees may be qualified to occupy positions higher than the ones they occupying. They should be considered.

Source of Applicants

2. Newspaper advertising

There are at least three major daily newspapers distributed throughout the Philippines. Readership is higher during Sunday.

Source of Applicants

3. Schools

These are good sources of applicants. Representatives of companies may interview applicants inside campuse

Source of Applicants

4. Referrals from employee

Current employees sometimes recommend relatives and friends who may be qualified.

Source of Applicants

5. Recruitment firms

Some companies are specifically formed to assist client firms in recruiting qualified persons.

Source of Applicants

6. Competitors

These are useful sources of qualified but underutilized personnel

Selection

• refers to the act of choosing from those that are available the individuals most likely to succeed on the job. A requisite for effective selection is preparation of list indicating that the adequate pool of candidates is available.

• purpose of this is to evaluate each candidate and to pick the most suited for the position available. Selection procedures may be simple or complex depending on the cost of a wrong decision. If the management picks the wrong person and the subsequent effect to the organization is negligible, then the selection process is made simple. This is true in the case of construction laborers where a review of their applications is done.

Ways of Determining the Qualifications of a Job Candidate

1. Application blanks

provides information about a person’s characteristics such as age, marital status, address, educational background, experience, and special interests. After reading the application blank, the evaluator will have some basis on whether or not to proceed further in evaluating the applicant

Ways of Determining the Qualifications of a Job Candidate

2. References

are those written by previous employers, co-workers, teachers, club officers, etc. their statements may provide some vital information on the character of the applicant.

Ways of Determining the Qualifications of a Job Candidate

3. Interviews

Information may be gathered in an interview by asking a series of relevant questions to the job candidate.

Ways of Determining the Qualifications of a Job Candidate

4. Testing

This involves an evaluation of the future behavior or performance of an individual.

Types of Tests

1. Psychological Test

–This is “an objective, standard, measure of a sample behavior.”

Types of Tests

2. Physical Examination

a type of test given to assess the physical health of the applicant. It is given “to assure that the health of the applicant is adequate to meet the job requirements.”

Classification of Psychological Tests

1. Aptitude Test

used to measure a person’s capacity or potential ability to learn.

Classification of Psychological Tests

2. Performance test

used to measure a person’s current knowledge of a subject.

Classification of Psychological Tests

3. Personality test

used to measure personality traits as dominance, sociability, and conformity.

Classification of Psychological Tests

4. Interest test

used to measure a person’s interest in various fields of work.

Induction

the new employee is provided with the necessary information about the company. His duties, responsibilities, and benefits are relayed to him. Personnel and health forms are filled up, and passes are issued. The company history, its products and services, and the organization structure are explained to the new employee. 

Orientation

the new employee is introduced to the immediate working environment and co-workers. The following are discussed: location, rules, equipment, procedures, and training plans. Performance expectations are also discussed. The new employee also undergoes the “socialization process” by pairing him with an experienced employee and having a one on one discussion with manager. 

Training

refers to the “learning that is provided in order to improve performance on the present job.”

Training programs consist of two general types

A. Training programs for nonmanagers, and 

B. Training and educational programs executives. 

Training Program for Nonmanagers

1. On the job training

where the trainee is placed in an actual work situation under the direction of his immediate supervisor, who acts as trainer. This situation motivates strongly the trainee to learn. 

Training Program for Nonmanagers

2. Vestibule school

where the trainee is placed in a situation almost exactly the same as the workplace where machines, materials, and time constraints are present. As the trainer works full time, the trainee is assured of sufficient attention from him. 

Training Program for Nonmanagers

3. Apprenticeship program

where a combination of on the job training and experiences with classroom instruction in particular subjects are provided to trainees. 

Training Program for Nonmanagers

4. Special courses

are those taken which provide more emphasis on education rather than training. Examples are those which concerns specific uses of computer like computer-aided design and building procedures. 

Decision-making Skill for Manager Enhancement

1. In-basket

where the trainee is provided with a set of notes, messages, telephone calls, letters, and reports, all pertaining to a certain company situation. He is expected to handle the situation within a given period of 1 or 2 hours. 

Decision-making Skill for Manager Enhancement

2. Management games

is a training method where “trainees are faced with a simulated situation and are required to make an ongoing series of decisions about that situation.” 

Decision-making Skill for Manager Enhancement

3. Case studies

this method present actual situations in organizations and enable on to examine successful and unsuccessful operations. It emphasizes “the manager’s world, improves communication skills, offers rewards of solving a mystery, possesses the quality of illustration, and establishes concrete reference points for connecting theory with practice.” 

Interpersonal and Competence Skill for Manager Enhancement

1. Role-playing

is a method by which the trainees are assigned roles to play in a given case accident. They are provided with a script or a description of a given problem and of the key persons they are to play. The purpose of this method is to improve the skill of the trainees in human relations, supervision, and leadership. 

Interpersonal and Competence Skill for Manager Enhancement

2. Behavior Modeling

this method attempts to influence the trainee by “showing model persons behaving effectively in a problem situation.” The trainee is expected to adapt the behavior of the model and use it effectively in some instances later on. 

Interpersonal and Competence Skill for Manager Enhancement

3. Sensitivity training

under this method, awareness and sensitivity to behavioral patterns of oneself and others are developed

Interpersonal and Competence Skill for Manager Enhancement

4. Transaction analysis

is a training method intended “to help individuals not only understand themselves and other s but also improve their interpersonal communication skills.” 

Job Knowledge Skill for Manager Enhancement

1. On-the-job experience

this method provides valuable opportunities for the trainee to learn various skills while actually engaged in the performance of a job. 

Job Knowledge Skill for Manager Enhancement

2. Coaching

this method requires a senior manager to assist a lower-level manager by teaching him the needed skills and generally providing directions, advice, and helpful criticism. The senior manager must be skilled himself and have the ability to educate; otherwise the method will be ineffective. 

Job Knowledge Skill for Manager Enhancement

3. Understudy

under this method, a manager works as assistant to a higher-level manager and participates in planning and other managerial functions until he is ready to assume such position himself. Once in a while, the assistant is allowed to take over. 

to increase the Trainee’s Organizational Knowledge

1. Position rotation

under this method, the manager is given assignments in a variety of departments. The purpose is to expose him to different functions of the organization.

to increase the Trainee’s Organizational Knowledge

2. Multiple management

this method is premised on the idea that the junior executive must be provided with means to prepare them for higher management positions. To achieve this, a junior board of directors is created consisting of junior executive as members. The board is given the authority to discuss problems that the senior board could discuss. The members are encouraged to take a broad business outlook rather than concentrating on their specialized lines of work. 

Performance appraisal

is the measurement of employee performance.

Purpose of performance appraisal

1. To influence, in a positive manner, employee performance and development. 

2. To determine merit pay increase 

3. To plan for future performance goals. 

4. To determine training and development needs, and 

5. To assess the promotional potential of employee. 

Ways of Appraising Performance

1. Rating scale method

where each trait or characteristic is represented by a line of scale on the rater indicates the degree to which the individual possesses the trait or characteristic. 

Ways of Appraising Performance

2. Essay method

where the evaluator composes statements that best describes the person evaluated. 

 

Ways of Appraising Performance

3. Management by objectives method

where specific goals are set collaboratively for the organization as a whole, for various sub units, and for each individual member. Individuals are, then, evaluated on the basic of how well they have achieved the results specified by the goals. 

Ways of Appraising Performance

4. Assessment center method

where one is evaluated by persons other than the immediate superior. This method is used for evaluating managers. 

Ways of Appraising Performance

5. Checklist method

where the evaluator checks statement on a list that are deemed to characterize an employee’s behavior or performance. 

Ways of Appraising Performance

6. Work standards method

where standards are set for the realistic worker output and later on used in evaluating the performance of non-managerial employees. 

Ways of Appraising Performance

7. Ranking method

where each evaluator arranges employees in rank order from the best to the poorest. 

Ways of Appraising Performance

8. Critical-incident method

where the evaluator recalls and writes down specific (but critical) incidents that indicate the employee’s performance. A critical incident occurs when employee’s behavior results in an unusual success or failure on some parts of job. 

Employment Decisions

1. Monetary rewards

these are given to employees whose performance is at par or above standard requirements. 

Employment Decisions

2. Promotion

a movement by a person into a position of higher pay and greater responsibilities and which is given as a reward for competence and ambition. 

Employment Decisions

3. Transfer

movement of a person to a different job at the same or similar level of responsibility in the organization. Transfers are made to provide growth opportunities for the persons involved or to get rid of a poor performing employee. 

Employment Decisions

4. Demotion

a movement from one position to another which has less pay or responsibility attached to it. Demotion is used as a form of punishment o as a temporary measure to keep an employee until he is offered a higher position. 

Voluntarily Separation

the organization’s management must find out the real reason. If the presence of a defect in the organization is determined, corrective action is necessary. 

Involuntarily Separation

(or termination) is the last option that the management exercises when an employee’s performance is poor or when he/she committed an act violating the company rules and regulations. This is usually made after training efforts fail to produce positive results.