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Comprehensive Staffing Procedures Guide

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0% found this document useful (0 votes)
14 views5 pages

Comprehensive Staffing Procedures Guide

Uploaded by

xyloevergarden
Copyright
© All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd

Staffing may be defined as “the management function that determines

human resource needs, recruits, selects, trains, develops human resources


for jobs created by an organization.
Staffing Procedure
 Human resource planning
 Recruitment
 Selection
 Induction and orientation
 Training and development
 Performance appraisal
 Employment decisions (monetary rewards, transfers, promotion and
demotions) and
 Separations.
Human Resource Planning The planned output of any organization will
require a systematic deployment of human resources at various levels.
1. Forecasting which is [Link] of future human resources
needs in relation to the current capabilities of the organization.
2. Programming which means translating the forecasted human
resource needs to personnel objectives and goals.
3. Evaluation and control which refers to monitoring human resource
action plans and evaluating their success.
Methods of Forecasting
Time series Method which use historical data to develop forecast of
the future
Explanatory or casual models which are attempts to identify the
major variables that are related to or have caused particular past
conditions.
 Regression methods
 Econometric models a system of regression equations
eliminated from past time-series data and used to show the
effect of various independent and various dependent variables.
 Leading Indicators refers to time series that anticipate
business cycle turns
Monitoring methods are those that provide early warning signals of
significant changes in established patterns and relationships.
Recruitment refers to attracting qualified persons to apply for vacant
positions in the company so that those who are best suited to served
the company may be selected.
Source of Applicants
 The organization’s current employees.
 Newspaper advertising.
 Schools. These are good sources of applicants.
 Referrals from employees.
 Recruitment firms.
 Competitors.
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 the preparation of a list indicating that an
adequate pool of candidates is available.
Ways of Determining the Qualifications of a job candidate
 Application blanks
 References
 Interviews
 Testing.

Types of Test
Psychological test- which is ”an objective, standard measure of a
sample behavior”
 Aptitude test
 Performance test
 Personality test
 Interest test
Physical Examination- a type of test given to assess the physical
health of an applicant.
Induction- the new employee is provided with the necessary
information about the company. His duties, responsibilities, and
benefits are relayed him.

Orientations- the new employee is introduced to the immediate


working environment and co-workers. The following are discussed:
locations, 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 the
manager.
Training and Development- If the newly-hired ( or newly promoted)
employee is assessed to be lacking the necessary skills required by
the job, training becomes a necessity.
Training Program for Nonmanagers- This type of training is
directed to nonmanager for specific increases in skill and knowledge
to perform a particular job.
 On-the-Training- where the trainer is placed in an actual work
situation under the direction of his immediate supervisor, who
acts as trainer.
 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.
 Apprenticeship Program- where a combination of on-the-job
training and experience with classroom instruction in particular
subjects are provided to trainee.
 Special Courses- are those taken which provide more
emphasis on education rather than training.
Training Programs for Managers- The training needs of managers
may be classified into four areas: decision-making skills interpersonal
skills, job knowledge, and organizational knowledge.
 In-basket
 Management games
 Case studies
The international competence of the manager may be developed through
any of the following methods:
1. role-playing
2. Behavior modeling
3. Sensitivity training
4. Transactional analysis
In acquiring knowledge about the actual job the manager is currently
holding, the following methods are useful:
1. on-the-job experience
2. Coaching
3. Understudy
In the attempt to increase the trainee’s knowledge of the total organization,
exposure to information and evens outside of his immediate job made. In
this regard, the following methods are useful:
1. Position rotation
2. Multiple management
Performance Appraisal- is the measurement of employee performance.
The purposes for which performance appraisal is made are as follows:
 To influence, in a positive manner, employee performance and
development;
 To determine merit pay increases;
 To plan for future performance goals;
 To determine training and development needs;
 To assess the promotional potential of employees.

Ways of Appraising Performance


 Rating scale method
 Essay method
 Management by objectives method
 Assessment center method
 Checklist method
 Work standards method
 Ranking method
 Critical-incident method

Employment Decisions- after evaluating the performance of employees


(managerial or otherwise), the management will now be ready to make
employment decisions.
 Monetary rewards
 Promotion
 Transfer
 Demotion
Separation
Voluntary Separation- the organization’s management must find out
the real reason. If the presence of the defect in the organization is
determine, Corrective action is necessary.
Involuntary 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.

Common questions

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Recruitment is a critical phase in the staffing process, designed to attract qualified candidates for vacant positions, ensuring that the organization selects the most suited individuals. This is achieved by sourcing applicants from various channels such as current employees, advertising, schools, referrals, recruitment firms, and competitors . By widening the pool of candidates, it increases the likelihood of finding individuals who not only meet the technical requirements but also align with the organizational culture and values, leading to better overall selection outcomes.

Effective methodologies for forecasting future human resource needs include time series methods, explanatory or casual models, regression methods, econometric models, and leading indicators . These methodologies help predict future demands by analyzing historical data and identifying causal relationships between different variables. By providing insights into future resourcing needs, these forecasting methods allow organizations to prepare proactively for staffing requirements, ensuring continuity and optimizing the management of human resources .

Voluntary separations, where employees leave the organization of their own accord, require management to understand the underlying reasons, particularly if they reveal organizational issues needing correction . Involuntary separations, or terminations, occur due to performance issues or policy violations and are typically a last resort after attempts at improvement through training fail . Both types of separation impact workforce morale and operational continuity but must be managed carefully to maintain strategic objectives, workforce quality, and organizational reputation. Maintaining clear policies and fair, consistent processes helps manage these transitions effectively.

Training and development programs for non-managers and managers differ primarily in focus and methods. Non-managerial training emphasizes specific skills and job knowledge through methods such as on-the-job training, vestibule school, apprenticeships, and special courses . Conversely, managerial training focuses on developing decision-making skills, interpersonal skills, and organizational knowledge through methodologies like in-basket, management games, and case studies . Furthermore, managerial programs often include components to enhance international competence and increase knowledge of the organization as a whole, with methods like role-playing and position rotation .

Human resource planning plays a crucial role in aligning an organization's human resource capabilities with its strategic goals by systematically deploying human resources at various levels. It involves forecasting future human resources needs relative to current capabilities, programming these needs into personnel objectives, and evaluating and controlling human resources action plans to ensure their success . This process ensures that the organization has the right number and kind of people at the right places and times, effectively supporting the strategic aims of the organization.

Induction and orientation are critical as they provide new employees with the necessary information about the company, their roles, responsibilities, and benefits, fostering smoother assimilation into the workplace . Key elements of these processes include introducing employees to the immediate work environment, colleagues, rules, equipment, procedures, and training plans, as well as performance expectations. Additionally, pairing new employees with experienced staff and a one-on-one discussion with a manager aids in the socialization process . These steps help integrate new employees quickly, enhancing engagement and reducing turnover.

Training methodologies for managerial skills, such as in-basket exercises, management games, and case studies, effectively enhance decision-making, interpersonal skills, and organizational understanding . These methods provide hands-on, practical experience that reflects real-world challenges. Additionally, techniques like role-playing, behavior modeling, and sensitivity training develop international competence and empathy, critical for modern managers . However, their effectiveness depends on the alignment with specific managerial needs and organizational goals, as well as the ongoing support and resources provided for continued skill application and development.

Performance appraisal significantly influences employee development and helps align individual performances with organizational goals by assessing and providing feedback on employee performance . It aids in identifying employee strengths and areas for development, which can direct training programs and future development plans. Additionally, the appraisal process can inform merit pay increases and promotional decisions, ensuring that rewards are aligned with performance . By setting performance targets, appraisals help align individual outputs with broader organizational objectives, promoting overall strategic alignment and efficiency.

The selection process is pivotal in shaping an organization's capability to build an effective team. By rigorously screening applicants through applications, references, interviews, and various tests—such as psychological, aptitude, and physical exams—the organization selects individuals most likely to succeed and thrive in their roles . An effective selection process ensures a good fit between employees and the organizational culture, promoting collaboration, efficiency, and overall team performance. This synergy is essential for achieving organizational goals and maintaining a competitive edge.

Specialized tests, such as psychological, aptitude, performance, personality, and interest tests, contribute to unbiased and effective hiring decisions by providing standardized measures of candidates' skills, abilities, and potential fit within the organization . These objective evaluations help identify the most suitable candidates based on job requirements rather than subjective impressions, reducing biases that may arise from interviews or informal processes. By focusing on measurable attributes, specialized tests enhance the fairness and accuracy of the selection process, contributing to sound hiring decisions that support organizational success.

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