“STAFFING”

MANAGERS OFTEN CONSIDER human

resources as their organization’s most
important for 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 drives of the organization’s
performance; hence, staffing is a
crucial function of managers.
DEFINITION AND
NATURE OF
STAFFING
• STAFFING , according to Dyck and Neubert
(2012),
is the Human Resources function of
identifying, attracting, hiring , and
retraining people with the necessary
qualifications to fill the responsibilities of
current and future jobs in the organization.
 The Management
And Non- Managerial
Human Resources
Inventory.
• Internal Replacements or successors for vacant
non-managerial positions are usually done as the need
Arises.

• External Replacement also follows if no one within

the organization is fitted for the job position that was
Declared vacant.
  Staffing has to main components:
Recruitment and Selection.

 The process of identifying and attracting

the people with the necessary
qualifications is called recruitment while
selection is choosing who to hire.
STAFFING INCLUDE:

1. The identifying the job position vacancies,

job requirements, as well as work force
requirements.
2. Checking internal environment of the
organization for human resources.
3. External recruiting.
4. Selecting those with essential qualifications
for the job opening.
5. Placing the selected applicant.
6. Promoting.
7. Evaluating performance.
8. Planning of employee’s career.
9. Training of human resources.
10. Compensating human resources.
External and Internal
Forces affecting
present and future
needs for human
resources.
• External Forces include economic,
technological, social, political, and legal
factors.

• The firm’s goals and objectives,

technology, the types of work that have to
done, salary scales, and the kinds of people
employed by the company are among the
Internal Factors or forces that affecting.
RECRUITMENT
RECRUITMENT

• In the event of job opening, administrator

must be careful when recruiting choosing
who to bring into the organization. They
must see to it that their new recruit
possesses the knowledge and skills needed
to be successful in helping their company
achieve their set goals and objectives and
that he/she is suited for the job
position and the job design.
Definition of Terms

• Staffing refers to filling in all

organizational job position.

• Systems approach to staffing is the step-

by- step way of filling a job positions in an
organizations, considering variables such as
numbers and kinds of human resources
needed, open managerial and non-
managerial position, potential successor to
open job position, etc.
SELECTION
Definition of Terms

• Selection the process of choosing individuals

who have the required qualifications to fill
present and expected job openings.

• Interview the determining of an applicant's

qualifications in order to gauge his/her ability
to
do the job.
 Types of job Interviews

• Structured Interview - the interviewer

ask the applicant to answer a set of a
prepared questions - situational, job
knowledge, job simulation, and worker
requirement questions.

• Unstructured Interview - the interviewer

has no interview guide and may ask
questions freely.
• One-on-One Interview - one interviewer is
assigned to interview the applicant.

• Panel Interview - several interviewers on a

panel interviewer may conduct the
interview of applicants; three to five
interviewers take turns in asking questions.
 TRAINING
AND
DEVELOPMENT
Definition of Terms
• Training – refers to learning given by
organizations to its employees that
concentrates on short-term job
performance and acquisition or
improvement of job skills.

• Development - refers to learning

given by organizations to its employees
that is geared toward that individual’s
acquisition and
expansion of his/her skills in

preparation for future job appointments

and other responsibilities.
Designing the training Program

• These phase involves stating the

instructional objectives that describe
the knowledge, skills, and attitudes
that have to be acquired or enhanced
to be able to perform well. In short,
these are performance-centered
objectives that must be aligned with
the firm's objectives.
Implementing the Training Program

• Various types of training program

implementation include: On-the-job
training, apprenticeship training,
classroom instruction, audio-visual
method, simulation method, and
e-learning.
Evaluating the Training

• The positive effect of the training

program may be seen by assessing the
participants' reaction, their acquired
learning, and their behavior after
completing the said training.
Employee
Development

• Developing employees is a part of an

organization's career management
program and its goal is to much the
individual's development needs with the
need of the organization.
COMPENSATION/WAGES
AND
PERFORMANCE
EVALUATION/APPRAISAL
• Compensation/wages and performance
Evaluation/appraisal are related to each
other
because the employees' excellent or poor
performance also internal and external
factors like actual worth of the job,
compensation strategy of the organization,
conditions of the labor market, cost of
living, and area wages rates, among others
Types of Compensation

Direct Compensation - includes worker's

salaries, incentive pays, bonuses, and
commissions.

Indirect Compensation - includes benefits

given by employers other than financial
remunerations; 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.
Performance Appraisal Methods

Trait Methods - performance evaluation

method
designed to find it out the employee possesses
important work characteristics such as
conscientiousness, creativity, emotional
stability, and
others.

Graphic Rating Scales - performance

appraisal
method where each characteristic to
be evaluated is presented by a scale on
which the evaluator or rater
indicates the degree to which an
Forced-choice Method - performance
evaluation
that requires the rater to choose from two-
statements purposely designed to
distinguish between positive or negative
performance; for example: work seriously-
works fast; shows leadership-has initiative.

Behaviorally Anchored Rating Scale(BARS)

- a behavioral approach to performance
appraisal that includes 5-10 vertical
scales, one for each important
strategy for doing the job and
numbered according to
its important.
IMPLOYEE
RELATIONS
Employee Relation - the
connection
created among
employees/workers as they do
their assigned tasks for the
organization to which they
belong.
 Here are some 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 to

independent on
electronic gadgets.

•Develop good communication skills and be

open to others' opinions.

•Minimize cultural/subcultural tension.

 Three Types of
Employees
• Employees who work with
Engaged passion and feel a deep connection
with their company.

Not • Employees who are essentially

Engaged “checked out”

Actively • Employees who are not only

Disengage unhappy at work, but also act out
d their unhappiness.
 EMPLOYEE
MOVEMENTS
 A labor union is a formal union of
employees/workers that deals with
employers, representing workers in their
pursuit of justice and fairness and in
their fight for their collective or common
interest.

A. Financial Needs - complaints

regarding wages or salaries or
benefits given to them by the
management are the usual reasons
why employees join labor
unions.
B. Unfair Management Practices -
perception of
employees regarding unfair or biased
managerial or biased managerial
actions are
also reasons why they join mass
movements.

C. Social and Leadership Concerns - some

join
unions for the satisfaction of their
need for
affiliation with a group and for the
prestige
Definition of Terms

Employee Movements - series of actions

initiated by employee groups and
toward an end or specific goal.

Unionism - the principle of combination

for
unity of purpose and action.
REWARDS
SYSTEMS
Organizations offer competitive reward
system to attract knowledgeable and
skilled people and to keep them
motivated and satisfied once they are
employed in their firm. Further, rewards
promote personal growth and
development and present fast employee
turnover.
 Monetary Rewards - rewards which
pertain to money, finance, or currency.

1. Pay/ Salary
2. Benefits
3. Incentives
4. Executive Pay
5. Stock Options

 Non- monetary Rewards –

rewards
which do not pertain to money,
finance, or currency.

1. Award
2. Praise
