Staffing 2n6w5b
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STAFFING
Presented by: Anjori Grover Saba Fatima Alvi
INDEX: Definition Meaning Nature of staffing and HRM o Evolution of HRM o Staffing process o Objectives of staffing o Importance of staffing o Aspects of staffing o Man power planning o Job Analysis o o o
Staffing function of management
2
Definition: “The managerial function of staffing involves manning the organizational structure through proper and effective selection, appraisal, and development of personnel to fill the roles designed into the structure.” Staffing function in management pertains to recruitment, selection, training, development,appraisal and remuneration of personnel. Staffing function of management
3
MEANING: Identifying requirement of workforce
Recruitment, selection, placement, promotion, appraisal, development of personnel.
Filling and keeping filled the positions.
Staffing function of management
4
NATURE OF STAFFING AND HRM: Inherent part of management.
Pervasive function.
People centered.
Personnel Activities or functions.
Based on human relations. Staffing function of management
5
EVOLUTION OF HRM:
Replaced the traditional concept of labour welfare and personnel manager. Emergence of trade unions. Labour welfare officer came into being. In factory system, one man was assigned the responsibility of recruitment, selection and placement. Personnel officer over powered the personnel manager. People were recognized as valuable resource that can further be developed. HRM replaced personnel manager. Staffing; an inherent part of human resource management. Staffing function of management
6
STAFFING PROCESS:
Selection
Training and development Placement and orientation
Recruitment
Stimulating manpower requirements. Staffing function of management
7
SOURCES OF RECRUITMENT 1.
INTERNAL SOURCES: TRANSFERS- involves the shifting of employees from one job to another involving without involving any change in the responsibilities, rank and pay. PROMOTIONS- Elevating the position of an employee towards responsibilities enjoying increased authority and prestige. Staffing function of management
8
2. EXTERNAL SOURCES: REASONS: Death, retirement, dismissal of employees, resignation of employees, expansion of the company or creation of new departments can create more job opportunities.
RECOMMENDATIONS by existing employees. DIRECT RECRUITMENT: placement of notice and selection on the spot. E.g. Badli workers. CASUAL CALLERS: recruitment made by unsolicited applicants by business organisations. ADVERTISING: ments through media provide us with a wider choice. Most of the senior positions of the industry as well as commerce are filled through this method. EMPLOYMENT EXCHANGES: operated by the Government for skilled and un- skilled jobs. It matches personnel demand and supply by serving as a link between job seekers and employers. Staffing function of management
9
PLACEMENT AGENCIES: provide nation- wide service in matching personnel demand and supply. They charge a fee for their services. They specialise in middle level and top level executive placements. CAMPUS RECRUITMENT: many big organisations maintain a close liaison with the universities, vocational institutes and management schools to recruit qualified personnel for various jobs.
Staffing function of management
10
PROCESS OF SELECTION PRELIMINARY SCREENING: Elimination of unqualified job applicants
SELECTION TESTS 1. INTELLIGENCE TESTS 2. APPTITUDE TESTS 3. PERSONALITY TESTS 4. TRAIT TESTS 5. INTEREST TEST
EMPLOYMENT INTERVIEW In depth conversation to evaluate the applicant.
Staffing function of management
11
REFERENCE AND BACKGROUND CHECKS: ing existing information and gaining more information about an applicant
SELECTION DECISION: Final decision has to be made from among the candidates who the test, interview and reference checks.
MEDICAL EXAMINATION
Staffing function of management
12
JOB OFFER: Presented to those selected applicants who have ed various hurdles successfully.
CONTRACT OF EMPLOYMENT
Staffing function of management
13
OBJECTIVES OF STAFFING:
To procure right type of personnel for right jobs. To train and develop human resources. To develop personnel policies as regards transfer, promotion, etcetera. Motivate human resources for higher performance. To establish desirable work relationships. To satisfy the workers and ensure their loyalty. To build high morale among employees by maintaining good human relations. Staffing function of management
14
IMORTANCE OF STAFFING AND HRM: Optimum utilization Development of of human resources. human capital
Motivation of human resource.
Effective use of technology and resources.
Efficient performance of other functions.
STAFFING
Building of higher morale.
Staffing function of management
15
ASPECTS OF STAFFING:
Recruitment: Higher the no of applicants, higher the possibility of getting e suitable employee.
Selection: Negative process. It aims at selecting the most ratable person out of the applicants.
Training: Up gradation of the knowledge and skills of an employee. Staffing function of management
16
MAN POWER PLANNING:
“The process by which the management ensures the right number of people and the right kinds of people at the right place and at the right time doing the right things for which the are the best suited for achievement of organizational objectives.”
ELEMENTS OF HUMAN RESOURCE PLANNING.
SIGNIFICANCE OF HUMAN RESOURCE PLANNING.
PROCESS OF HUMAN RESOURCE PLANNING. Staffing function of management
17
JOB ANALYSIS, DESCRIPTION, AND SPECIFICATION:
“Job analysis is a systematic collection and compilation of data about each job in the organization to redesign each job in such a manner so as to distinguish it from the other jobs.”
“A job description is an organized factual statement of job contents in the form of duties and responsibilities of a specific job.”
“A job specification is a document which states the minimum acceptable human qualities necessary to perform a job properly.” Staffing function of management
18
NATURE OF STAFFING INHERENT PART OF MANAGEMENT: It is a function performed by all the managers throughout the organization and involves the responsibility of selecting the best people who can perform the task well. The manager should also take interest in training and motivation of the employees and of appraising their performance.
PERVASIVE FUNCTION: Performed by all managers at various levels of the organization on a continuous basis. BACK
PEOPLE CENTRED:
Concerned with all categories of personnel from top to the bottom of the organisation. The broad classification of workers in an industrial enterprise are as follows: Blue collar workers- work on machines White collar workers- clerical employees Managerial and Non- managerial personnel Professionals- Chartered ants, Company Secretary, Lawyer, etc.
BACK
PERSONNEL ACTIVITIES OR FUNCTIONS: Includes manpower planning, employment, placement, appraisal and compensation of employees. A separate department, the Personnel Department is created in most organisations.
BASED ON HUMAN RELATIONS: Concerned with the motivation of human resources in the organisation because human beings cannot be dealt with as physical factors of production. Every person has different needs, perceptions and expectations and the manager should recognize these. Human relation skills are required in training, performance appraisal, transfer and promotion of subordinates.
BACK
ELEMENTS OF HUMAN RESOURCE PLANNING
Listing of current manpower or preparation of Manpower Inventory.
Assessing the extent to which the current manpower is utilised to the advantage of the organisation.
Analysing the requirements of manpower in future. It involves making manpower forecasts for the next five years.
Projecting the supply of different types of employees after one year, two years and so on.
Planning and necessary programmes of recruitment and selection to fulfill the requirements of manpower.
Deg training programmes for different categories of manpower.
Evaluation of the effectiveness of the process of manpower planning. BACK
STAFFING PROCESS
ESTIMATING THE MANPOWER REQUIREMENTS: Includes understanding HOW MANY people are required and of what TYPE. Involves workload as well as workforce analysis. It is important to translate the manpower requirements into specific job descriptions and the desired profile of its occupant. This information becomes the base for looking for potential employees. BACK
2. RECRUITMENT: Is the process of searching for potential employees and stimulating them to apply for jobs in the organisation. An ment for the same may be put up on the factory/ office gate or published in print media or flashed through electronic media. Both internal and external sources of recruitment could be explored but for fresh talent and wider choice, external sources are used. BACK
3. SELECTION: The process of selecting/choosing from among the pool of prospective job candidates developed at the stage of recruitment. This serves two important purposes: Ensures that the organisation gets the best among the available. Enhances the self esteem and prestige of those selected and conveys to them the seriousness with which things are conducted in the organisation.
It involves a host of tests and interviews and those who are able to successfully negotiate these are offered an Employment Contract.
EMPLOYMENT CONTRACT written document containing the offer of employment, the and conditions and the date of ing the organisation. BACKST AFFING.
4. PLACEMENT AND ORIENTATION:
ing a job marks the beginning of the socialization of the employee at the workplace. Orientation is introducing the selected employee to other employees and familiarising him with the rules and policies of the organisation. This process of familiarisation is very crucial as it has a lasting impact on his decision to stay in the organisation and on his job performance. Placement refers to the employee occupying BACK the position or post for which he has been
5. TRAINING AND DEVELOPMENT:
People not only look for a job but also a career. Everyone should be given an opportunity to rise to the top. Organisations have either in- house training centers or forged alliances with training and educational institutes to ensure continuing learning of their employees. The organisations also benefit from this and are not only able to attract but also retain its talented employees.
6. PERFORMANCE APPRAISAL:
Includes defining the job, appraising performance and providing . Performance appraisal means evaluating an employees current and/or past performance against certain predetermined standards. The employee should know what the standards are and the superior is to provide the employee on his/her performance.
7. PROMOTION AND CAREER PLANNING:
Managers need to design activities to serve employees’ long term interest also and must encourage them to grow and realize their full potential.
Promotions are an integral part of a person’s career. They refer to being placed in positions of higher responsibility and job satisfaction. BACK
THANKYOU . Staffing function of management
31
Presented by: Anjori Grover Saba Fatima Alvi
INDEX: Definition Meaning Nature of staffing and HRM o Evolution of HRM o Staffing process o Objectives of staffing o Importance of staffing o Aspects of staffing o Man power planning o Job Analysis o o o
Staffing function of management
2
Definition: “The managerial function of staffing involves manning the organizational structure through proper and effective selection, appraisal, and development of personnel to fill the roles designed into the structure.” Staffing function in management pertains to recruitment, selection, training, development,appraisal and remuneration of personnel. Staffing function of management
3
MEANING: Identifying requirement of workforce
Recruitment, selection, placement, promotion, appraisal, development of personnel.
Filling and keeping filled the positions.
Staffing function of management
4
NATURE OF STAFFING AND HRM: Inherent part of management.
Pervasive function.
People centered.
Personnel Activities or functions.
Based on human relations. Staffing function of management
5
EVOLUTION OF HRM:
Replaced the traditional concept of labour welfare and personnel manager. Emergence of trade unions. Labour welfare officer came into being. In factory system, one man was assigned the responsibility of recruitment, selection and placement. Personnel officer over powered the personnel manager. People were recognized as valuable resource that can further be developed. HRM replaced personnel manager. Staffing; an inherent part of human resource management. Staffing function of management
6
STAFFING PROCESS:
Selection
Training and development Placement and orientation
Recruitment
Stimulating manpower requirements. Staffing function of management
7
SOURCES OF RECRUITMENT 1.
INTERNAL SOURCES: TRANSFERS- involves the shifting of employees from one job to another involving without involving any change in the responsibilities, rank and pay. PROMOTIONS- Elevating the position of an employee towards responsibilities enjoying increased authority and prestige. Staffing function of management
8
2. EXTERNAL SOURCES: REASONS: Death, retirement, dismissal of employees, resignation of employees, expansion of the company or creation of new departments can create more job opportunities.
RECOMMENDATIONS by existing employees. DIRECT RECRUITMENT: placement of notice and selection on the spot. E.g. Badli workers. CASUAL CALLERS: recruitment made by unsolicited applicants by business organisations. ADVERTISING: ments through media provide us with a wider choice. Most of the senior positions of the industry as well as commerce are filled through this method. EMPLOYMENT EXCHANGES: operated by the Government for skilled and un- skilled jobs. It matches personnel demand and supply by serving as a link between job seekers and employers. Staffing function of management
9
PLACEMENT AGENCIES: provide nation- wide service in matching personnel demand and supply. They charge a fee for their services. They specialise in middle level and top level executive placements. CAMPUS RECRUITMENT: many big organisations maintain a close liaison with the universities, vocational institutes and management schools to recruit qualified personnel for various jobs.
Staffing function of management
10
PROCESS OF SELECTION PRELIMINARY SCREENING: Elimination of unqualified job applicants
SELECTION TESTS 1. INTELLIGENCE TESTS 2. APPTITUDE TESTS 3. PERSONALITY TESTS 4. TRAIT TESTS 5. INTEREST TEST
EMPLOYMENT INTERVIEW In depth conversation to evaluate the applicant.
Staffing function of management
11
REFERENCE AND BACKGROUND CHECKS: ing existing information and gaining more information about an applicant
SELECTION DECISION: Final decision has to be made from among the candidates who the test, interview and reference checks.
MEDICAL EXAMINATION
Staffing function of management
12
JOB OFFER: Presented to those selected applicants who have ed various hurdles successfully.
CONTRACT OF EMPLOYMENT
Staffing function of management
13
OBJECTIVES OF STAFFING:
To procure right type of personnel for right jobs. To train and develop human resources. To develop personnel policies as regards transfer, promotion, etcetera. Motivate human resources for higher performance. To establish desirable work relationships. To satisfy the workers and ensure their loyalty. To build high morale among employees by maintaining good human relations. Staffing function of management
14
IMORTANCE OF STAFFING AND HRM: Optimum utilization Development of of human resources. human capital
Motivation of human resource.
Effective use of technology and resources.
Efficient performance of other functions.
STAFFING
Building of higher morale.
Staffing function of management
15
ASPECTS OF STAFFING:
Recruitment: Higher the no of applicants, higher the possibility of getting e suitable employee.
Selection: Negative process. It aims at selecting the most ratable person out of the applicants.
Training: Up gradation of the knowledge and skills of an employee. Staffing function of management
16
MAN POWER PLANNING:
“The process by which the management ensures the right number of people and the right kinds of people at the right place and at the right time doing the right things for which the are the best suited for achievement of organizational objectives.”
ELEMENTS OF HUMAN RESOURCE PLANNING.
SIGNIFICANCE OF HUMAN RESOURCE PLANNING.
PROCESS OF HUMAN RESOURCE PLANNING. Staffing function of management
17
JOB ANALYSIS, DESCRIPTION, AND SPECIFICATION:
“Job analysis is a systematic collection and compilation of data about each job in the organization to redesign each job in such a manner so as to distinguish it from the other jobs.”
“A job description is an organized factual statement of job contents in the form of duties and responsibilities of a specific job.”
“A job specification is a document which states the minimum acceptable human qualities necessary to perform a job properly.” Staffing function of management
18
NATURE OF STAFFING INHERENT PART OF MANAGEMENT: It is a function performed by all the managers throughout the organization and involves the responsibility of selecting the best people who can perform the task well. The manager should also take interest in training and motivation of the employees and of appraising their performance.
PERVASIVE FUNCTION: Performed by all managers at various levels of the organization on a continuous basis. BACK
PEOPLE CENTRED:
Concerned with all categories of personnel from top to the bottom of the organisation. The broad classification of workers in an industrial enterprise are as follows: Blue collar workers- work on machines White collar workers- clerical employees Managerial and Non- managerial personnel Professionals- Chartered ants, Company Secretary, Lawyer, etc.
BACK
PERSONNEL ACTIVITIES OR FUNCTIONS: Includes manpower planning, employment, placement, appraisal and compensation of employees. A separate department, the Personnel Department is created in most organisations.
BASED ON HUMAN RELATIONS: Concerned with the motivation of human resources in the organisation because human beings cannot be dealt with as physical factors of production. Every person has different needs, perceptions and expectations and the manager should recognize these. Human relation skills are required in training, performance appraisal, transfer and promotion of subordinates.
BACK
ELEMENTS OF HUMAN RESOURCE PLANNING
Listing of current manpower or preparation of Manpower Inventory.
Assessing the extent to which the current manpower is utilised to the advantage of the organisation.
Analysing the requirements of manpower in future. It involves making manpower forecasts for the next five years.
Projecting the supply of different types of employees after one year, two years and so on.
Planning and necessary programmes of recruitment and selection to fulfill the requirements of manpower.
Deg training programmes for different categories of manpower.
Evaluation of the effectiveness of the process of manpower planning. BACK
STAFFING PROCESS
ESTIMATING THE MANPOWER REQUIREMENTS: Includes understanding HOW MANY people are required and of what TYPE. Involves workload as well as workforce analysis. It is important to translate the manpower requirements into specific job descriptions and the desired profile of its occupant. This information becomes the base for looking for potential employees. BACK
2. RECRUITMENT: Is the process of searching for potential employees and stimulating them to apply for jobs in the organisation. An ment for the same may be put up on the factory/ office gate or published in print media or flashed through electronic media. Both internal and external sources of recruitment could be explored but for fresh talent and wider choice, external sources are used. BACK
3. SELECTION: The process of selecting/choosing from among the pool of prospective job candidates developed at the stage of recruitment. This serves two important purposes: Ensures that the organisation gets the best among the available. Enhances the self esteem and prestige of those selected and conveys to them the seriousness with which things are conducted in the organisation.
It involves a host of tests and interviews and those who are able to successfully negotiate these are offered an Employment Contract.
EMPLOYMENT CONTRACT written document containing the offer of employment, the and conditions and the date of ing the organisation. BACKST AFFING.
4. PLACEMENT AND ORIENTATION:
ing a job marks the beginning of the socialization of the employee at the workplace. Orientation is introducing the selected employee to other employees and familiarising him with the rules and policies of the organisation. This process of familiarisation is very crucial as it has a lasting impact on his decision to stay in the organisation and on his job performance. Placement refers to the employee occupying BACK the position or post for which he has been
5. TRAINING AND DEVELOPMENT:
People not only look for a job but also a career. Everyone should be given an opportunity to rise to the top. Organisations have either in- house training centers or forged alliances with training and educational institutes to ensure continuing learning of their employees. The organisations also benefit from this and are not only able to attract but also retain its talented employees.
6. PERFORMANCE APPRAISAL:
Includes defining the job, appraising performance and providing . Performance appraisal means evaluating an employees current and/or past performance against certain predetermined standards. The employee should know what the standards are and the superior is to provide the employee on his/her performance.
7. PROMOTION AND CAREER PLANNING:
Managers need to design activities to serve employees’ long term interest also and must encourage them to grow and realize their full potential.
Promotions are an integral part of a person’s career. They refer to being placed in positions of higher responsibility and job satisfaction. BACK
THANKYOU . Staffing function of management
31
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