STAFFING

MEANING OF STAFFING- Staffing is that part of the process of

management which is concerned with acquiring, developing, employing,
appraising, remunerating and retaining people so that right type of people are
available at right positions and at right time in the organisation. The term
staffing in management consists of:
1. Selecting the right person for the right post.
2. Training and development.
3. Giving proper remuneration and motivation.
4. Performance appraisal of employees.
5. Proper promotions, transfers, etc
1. According to McFarland "Staffing is the function by which managers build
an organisation through the recruitment, selection, and development of
individuals as capable employees"
2. According to O donnell “Staffing involves managing the organistation
structure through proper and effective selection appraisal & development of
personnel to fill the roles designed to the structure.
NATURE OF STAFFING
1. Staffing is an important managerial function- Staffing function is the
most important managerial act along with planning, organizing, directing
and controlling. The operations of these four functions depend upon the
manpower which is available through staffing function.
2. Staffing is a continuous activity-This is because staffing function continues
throughout the life of an organization due to the transfers and promotions
that take place.

3. The basis of staffing function is efficient management of

personnel’s- Human resources can be efficiently managed by a system or
 proper procedure, that is, recruitment, selection, placement, training and
development, providing remuneration, etc.
4. Staffing helps in placing right men at the right job. It can be done
effectively through proper recruitment procedures and then finally selecting
the most suitable candidate as per the job requirements.
5. Staffing is performed by all managers-Staffing is performed by all
managers depending upon the nature of business, size of the company,
qualifications and skills of managers, etc. In small companies, the top
management generally performs this function. In medium and small scale
enterprise, it is performed by the personnel department of that concern.
ESSENTIALS OF A GOOD STAFFING POLICY 
 It should take into account the interest of both employer and employees
 It should be complete in every respect
 It should be simple and precise
 It should be reasonably stable and permanent
 It should be flexible
 It should be variations in the capabilities, interest and attitudes of employees
ELEMENTS OF STAFFING
1) PROCUREMENT - Employment of proper number and kind of
personnel is the first function of staffing this involves: Manpower planning,
Recruitment, Selection, and Placement.
2) DEVELOPMENT- After placing the individual on various jobs it
is necessary to train them so that they can perform their jobs efficiently.
Proper development of personnel is essential to increase their skill in the
proper performance of their jobs. Training is the process of improving the
knowledge and skills of personnel
3) COMPENSATION- Compensating personnel means determining
adequate and equitable remuneration of personnel for their contributions to
 the organizational goals. Both monetary and non monetary rewards are
decided keeping in view human needs, job requirements, prevailing wage
levels, organization’s capacity to pay etc.
4) INTEGRATION- It involves developing a sense of belonging to
the enterprise. Sound communication system is required to develop harmony
and team spirit among employees. Effective machinery is required for the
quick and satisfactory redressal of all problems and grievances of
employees, it is essential to motivate employees towards the accomplishment
of organizational goals. Discipline and labour relation are important
elements of integration.
5) MAINTENANCE- It involves provision of such facilities and
services that are required to maintain the physical and mental health of
employees. These include measures for health, safety and comfort of
employees. Various welfare services may consists of provision of cafeteria,
restrooms, group insurance, recreation club, education of children of
employees.
PROCESS OF STAFFING
1) MANPOWER PLANNING

2) RECRUITMENT

3) SELECTION

4) PLACEMENT

5) TRAINING & DEVELOPMENT

6) PERFORMANCE APPRAISAL

MANPOWER PLANNING
Manpower Planning which is also called as Human Resource Planning consists of putting
right number of people, right kind of people at the right place, right time, doing the right
things for which they are suited for the achievement of goals of the organization. Human
Resource Planning has got an important place in the arena of industrialization. The
procedure is as follows:

1. Analysing the current manpower inventory

2. Making future manpower forecasts
3. Developing employment programmes
4. Design training programmes

Steps in Manpower Planning

1) Analysing the current manpower inventory- Before a manager makes
forecast of future manpower, the current manpower status has to be analysed. For this
the following things have to be noted-
 Type of organization
 Number of departments
 Number and quantity of such departments
 Employees in these work units
2) Making future manpower forecasts- Once the factors affecting the future
manpower forecasts are known, planning can be done for the future manpower
requirements in several work units.
a) Expert Forecasts: This includes informal decisions, formal
expert surveys and Delphi technique.
b) Trend Analysis: Manpower needs can be projected through
extrapolation (projecting past trends), indexation (using base year as basis), and
statistical analysis (central tendency measure).
c) Work Load Analysis: It is dependent upon the nature of work
load in a department, in a branch or in a division.
d) Work Force Analysis: Whenever production and time period
has to be analysed, due allowances have to be made for getting net manpower
requirements.
 e) Other methods: Several Mathematical models, with the aid of
computers are used to forecast manpower needs, like budget and planning analysis,
regression, new venture analysis.
3) Developing employment programmes- Once the current inventory is
compared with future forecasts, the employment programmes can be framed and
developed accordingly, which will include recruitment, selection procedures and
placement plans.
4) Design training programmes- These will be based upon extent of
diversification, expansion plans, development programmes, etc. Training programmes
depend upon the extent of improvement in technology and advancement to take place.
It is also done to improve upon the skills, capabilities, knowledge of the workers.

Importance of Manpower Planning

1. Key to managerial functions- The four managerial functions, i.e., planning,
organizing, directing and controlling are based upon the manpower. Human resources
help in the implementation of all these managerial activities. Therefore, staffing
becomes a key to all managerial functions.
2. Efficient utilization- Efficient management of personnels becomes an important
function in the industrialization world of today. Setting of large scale enterprises
requires management of large scale manpower. It can be effectively done through
staffing function.
3. Motivation- Staffing function not only includes putting right men on right job, but it
also comprises of motivational programmes, i.e., incentive plans to be framed for
further participation and employment of employees in a concern.
4. Better human relations- A concern can stabilize itself if human relations develop
and are strong. Human relations become strong trough effective control, clear
communication, effective supervision and leadership in a concern. Staffing function
also looks after training and development of the work force which leads to co-
operation and better human relations.
5. Higher productivity- Productivity level increases when resources are utilized in best
possible manner. Higher productivity is a result of minimum wastage of time, money,
 efforts and energies. This is possible through the staffing and it's related activities
( Performance appraisal, training and development, remuneration)

Need of Manpower Planning

1. Shortages and surpluses can be identified so that quick action can be taken
wherever required.
2. All the recruitment and selection programmes are based on manpower planning.
3. It also helps to reduce the labour cost as excess staff can be identified and thereby
overstaffing can be avoided.
4. It also helps to identify the available talents in a concern and accordingly training
programmes can be chalked out to develop those talents.
5. It helps in growth and diversification of business. Through manpower planning,
human resources can be readily available and they can be utilized in best manner.
6. It helps the organization to realize the importance of manpower management
which ultimately helps in the stability of a concern.

RECRUITMENT
“Recruitment is the process of searching the candidates for employment and stimulating
them to apply for jobs in the organisation”. Recruitment is the activity that links the
employers and the job seekers. A process of finding and attracting capable applicants for
employment. The process begins when new recruits are sought and ends when their
applications are submitted. The result is a pool of applications from which new
employees are selected.
SOURCES OF RECRUITMENT
1. Internal Recruitment - is a recruitment which takes place within the concern or
organization. Internal sources of recruitment are readily available to an organization.
Internal sources are primarily three - Transfers, promotions and Re-employment of ex-
employees. Re-employment of ex-employees is one of the internal sources of
recruitment in which employees can be invited and appointed to fill vacancies in the
concern. It also saves time, money and efforts.

Internal sources are primarily three types

a. Transfers
b. Promotions (through Internal Job Postings) and
c. Re-employment of ex-employees - Re-employment of ex-employees is one of the
internal sources of recruitment in which employees can be invited and appointed to fill
vacancies in the concern.

2. External Recruitment - External sources of recruitment have to be solicited from

outside the organization. External sources are external to a concern. But it involves lot
of time and money. The external sources of recruitment include - Employment at
factory gate, advertisements, employment exchanges, employment agencies,
educational institutes, labour contractors, recommendations etc.
a. Employment at Factory Level - This a source of external recruitment in
which the applications for vacancies are presented on bulletin boards outside the
Factory or at the Gate. This kind of recruitment is applicable generally where factory
workers are to be appointed. There are people who keep on soliciting jobs from one
place to another.
b. Advertisement - It is an external source which has got an important place in
recruitment procedure. The biggest advantage of advertisement is that it covers a wide
 area of market and scattered applicants can get information from advertisements.
Medium used is Newspapers and Television.
c. Employment Exchanges - There are certain Employment exchanges which
are run by government. Most of the government undertakings and concerns employ
people through such exchanges. Now-a-days recruitment in government agencies has
become compulsory through employment exchange.
d. Employment Agencies - There are certain professional organizations which
look towards recruitment and employment of people, i.e. these private agencies run by
private individuals supply required manpower to needy concerns.
e. Educational Institutions - There are certain professional Institutions which
serves as an external source for recruiting fresh graduates from these institutes. This
kind of recruitment done through such educational institutions, is called as Campus
Recruitment. They have special recruitment cells which helps in providing jobs to
fresh candidates.
f. Recommendations - There are certain people who have experience in a
particular area. They enjoy goodwill and a stand in the company. There are certain
vacancies which are filled by recommendations of such people. The biggest drawback
of this source is that the company has to rely totally on such people which can later on
prove to be inefficient.
g. Labour Contractors - These are the specialist people who supply
manpower to the Factory or Manufacturing plants. Through these contractors, workers
are appointed on contract basis, i.e. for a particular time period. Under conditions
when these contractors leave the organization, such people who are appointed have to
also leave the concern.

SELECTION
 Employee Selection is the process of putting right men on right job. It is a procedure of
matching organizational requirements with the skills and qualifications of people.
Effective selection can be done only when there is effective matching. By selecting best
candidate for the required job, the organization will get quality performance of
employees. By selecting right candidate for the required job, organization will also save
time and money.

All the potential candidates who apply for the given job are tested. But
selection must be differentiated from recruitment, though these are two phases of
employment process. Recruitment is considered to be a positive process as it motivates
more of candidates to apply for the job. It creates a pool of applicants. It is just sourcing
of data. While selection is a negative process as the inappropriate candidates are rejected
here. Recruitment precedes selection in staffing process. Selection involves choosing the
best candidate with best abilities, skills and knowledge for the required job.

The Employee selection Process takes place in following order-

1. Preliminary Interviews- It is used to eliminate those candidates who do not meet the
minimum eligibility criteria laid down by the organization. The skills, academic and
family background, competencies and interests of the candidate are examined during
preliminary interview. Preliminary interviews are less formalized and planned than the
final interviews. The candidates are given a brief up about the company and the job
profile; and it is also examined how much the candidate knows about the company.
Preliminary interviews are also called screening interviews.
2. Application blanks- The candidates who clear the preliminary interview are required to
fill application blank. It contains data record of the candidates such as details about age,
qualifications, reason for leaving previous job, experience, etc.
3. Written Tests- Various written tests conducted during selection procedure are aptitude
test, intelligence test, reasoning test, personality test, etc. These tests are used to
objectively assess the potential candidate. They should not be biased.
4. Employment Interviews- It is a one to one interaction between the interviewer and the
potential candidate. It is used to find whether the candidate is best suited for the
 required job or not. But such interviews consume time and money both. Moreover the
competencies of the candidate cannot be judged. Such interviews may be biased at
times. Such interviews should be conducted properly. No distractions should be there in
room. There should be an honest communication between candidate and interviewer.
5. Medical examination- Medical tests are conducted to ensure physical fitness of the
potential employee. It will decrease chances of employee absenteeism.
6. Appointment Letter- A reference check is made about the candidate selected and then
finally he is appointed by giving a formal appointment letter.

Basis Recruitment Selection

Meaning It is an activity of establishing It is a process of picking up

contact between employers and more competent and suitable
applicants. employees.

Objective It encourages large number of It attempts at rejecting

Candidates for a job. unsuitable candidates.

Process It is a simple process. It is a complicated process.

Hurdles The candidates have not to cross Many hurdles have to be

over many hurdles. crossed.

Approach It is a positive approach. It is a negative approach.

Sequence It proceeds selection. It follows recruitment.

Economy It is an economical method. It is an expensive method.

Time Consuming Less time is required. More time is required.

 INTERVIEW

1) Structured Interview- Here, every single detail of the interview is decided in

advance. The questions to be asked, the order in which the questions will be asked, the
time given to each candidate, the information to be collected from each candidate, etc.
is all decided in advance. Structured interview is also called Standardized, Patterned,
Directed or Guided interview. Structured interviews are preplanned.

2) Unstructured Interview- This interview is not planned in detail. Hence it is also

called as Non-Directed interview. The question to be asked, the information to be
collected from the candidates, etc. are not decided in advance. These interviews are
non-planned and therefore, more flexible. Candidates are more relaxed in such
interviews. They are encouraged to express themselves about different subjects, based
on their expectations, motivations, background, interests, etc.

3) Group Interview- All the candidates or small groups of candidates are interviewed
together. The time of the interviewer is saved. It is similar to a group discussion. A
topic is given to the group, and they are asked to discuss it. The interviewer carefully
watches the candidates. He tries to find out which candidate influences others, who
clarifies issues, who summarizes the discussion, who speaks effectively, etc.

4) Exit Interview- When an employee leaves the company, he is interviewed either by

his immediate superior or by the HRD manager. This interview is called an exit
interview. Exit interview is taken to find out why the employee is leaving the
company. Sometimes, the employee may be asked to withdraw his resignation by
providing some incentives. Exit interviews are taken to create a good image of the
company in the minds of the employees who are leaving the company.

5) Depth Interview- This is a semi-structured interview. The candidate has to give

detailed information about his background, special interest, etc. He also has to give
detailed information about his subject. Depth interview tries to find out if the
candidate is an expert in his subject or not. Here, the interviewer must have a good
understanding of human behaviour.
 6) Stress Interview- The purpose of this interview is to find out how the candidate
behaves in a stressful situation. That is, whether the candidate gets angry or gets
confused or gets frightened or gets nervous or remains cool in a stressful situation.
Here, the interviewer tries to create a stressful situation during the interview. This is
done purposely by asking the candidate rapid questions, criticising his answers,
interrupting him repeatedly, etc.

7) Individual Interview- This is a 'One-To-One' Interview. It is a verbal and visual

interaction between two people, the interviewer and the candidate, for a particular
purpose. The purpose of this interview is to match the candidate with the job. It is a
two way communication.

8) Informal Interview- Informal interview is an oral interview which can be arranged at

any place. Different questions are asked to collect the required information from the
candidate. Specific rigid procedure is not followed. It is a friendly interview.

9) Formal Interview- Formal interview is held in a more formal atmosphere. The

interviewer asks pre-planned questions. Formal interview is also called planned
interview.

10) Panel Interview- Panel means a selection committee or interview committee that is
appointed for interviewing the candidates. The panel may include three or five
members. They ask questions to the candidates about different aspects. They give
marks to each candidate. The final decision will be taken by all members collectively
by rating the candidates.
TRAINING AND DEVELOPMENT
In simple terms, training and development refers to the imparting of specific skills,
abilities and knowledge to an employee. A formal definition of training & development
is… it is any attempt to improve current or future employee performance by increasing an
employee’s ability to perform through learning, usually by changing the employee’s
attitude or increasing his or her skills and knowledge.
According to Flippo, “Training is the act of increasing knowledge and skills of an
employee for doing a particular job"
The major outcome of training is learning. A trainee learns new habits, refined skills and
useful knowledge during their training programmes, which helps them to improve their
performance. Training can also be defined as activities designed to change the behaviour
Training & Development = Standard performance – Actual performance.
Importance of Training
1) It leads to improved profitability and/or more positive attitudes towards profit
orientation. Improves the job knowledge and skills at all levels of the organization
2) Improves the morale of the workforce
3) Helps people identify with organizational goals
4) Helps create a better corporate image
5) Fosters authenticity, openness and trust
6) Improves relationship between boss and subordinate
7) Aids in organizational development learns from the trainee
8) Helps prepare guidelines for work 
9) Aids in understanding and carrying out organizational policies.
10) Provides information for future needs in all areas of the organization
Organization gets more effective decision-making and problem-solving skills
Aids in development for promotion from within
Aids in developing leadership skills, motivation, loyalty, better attitudes, and
other aspects that successful workers and managers usually display
Aids in increasing productivity and/or quality of work 
Helps keep costs down in many areas, e.g. production, personnel, administration, etc.
Develops a sense of responsibility to the organization for being competent and
knowledgeable
Improves Labour-management relations
Reduces outside consulting costs by utilizing competent internal consultation
Stimulates preventive management as opposed to putting out fires
Eliminates suboptimal behavior (such as hiding tools)
Creates an appropriate climate for growth, communication
Aids in improving organizational communication