Sem V : Module- III

Oraganising And Staffing

Syllabus
A. Organizing: B. Staffing :
A. 1. Meaning B.1. Nature and Importance
A. 2. Nature of Organisation B.2. Human Resource Management
A. 3. Characteristics of Organization B.3. HR Planning
A. 4. Process of Organization B.4. Process of Selection and Recruitment
A. 5. Principles of Organization B.5. Training and Development
A. 6. Departmentalization B.6. Performance Management
A. 7. Committees B.7. Career Planning and Management
A. 7.1. Meaning
A. 7.2. Types
A. 8. Centralization Vs Decentralization of
Authority and Responsibilities
A. 9. Job Design
A. 10. Span of Control
 Sem V : Module- III
Oraganising And Staffing
A. Organizing:
A. 1. Meaning
A1. Meaning

 Process Of Defining And Grouping Activities Of Enterprise And Establishing Authority

Relationships Among m In Performing Organising Function

 Manager : Defines, Departmentalizes, And Assigns Activities So That y Can Be Most

Effectively Executed
 Sem V : Module- III
Oraganising And Staffing
A. Organizing:
A. 2. Nature of Organisation

 Structured Group Of People Working Toger To Achieve Common Goals

 Characterized By Shared Purpose, Defined Roles, Division Of Labor, Established Authority

And Responsibility

 Organizations Function As Social Systems

 Integrating Human And Non-human Resources

 Adapting To Changing Environments To Achieve ir Objectives

 y Can Vary In Size And Form, From Small Informal Groups To Large Multinational
Corporations
 Sem V : Module- III
Oraganising And Staffing
A. Organizing:
A. 3. Characteristics of Organization

A3. 1. Goal-oriented:

 Every Organization: Created To Achieve Specific Objectives

 Wher Profit Making , Service Providing

A3. 2. Social System:

 Organization :Collection Of People Working Toger In Coordinated And Structured Way

 Actions Are Influenced By Formal Rules And Informal Relationships

A3. 3. Division Of Labor:

 Work Is Divided Into Specific Tasks And Assigned To Individuals Based On ir Skills And
Expertise
 Sem V : Module- III
Oraganising And Staffing
A. Organizing:
A. 3. Characteristics of Organization
A3. 4. Formal And Informal Elements:

 Formal Structure: Well-defined Roles And Chain Of Command

 Informal Structure: Network Of Personal And Social Relationships That Emerge Naturally

Among Employees

A3.5. Adaptability:

 Respond To Changes In ir Internal And External Environments( New Technologies Or Market Shifts)
 Sem V : Module- III
Oraganising And Staffing
A. Organizing:
A. 4. Process of Organization

[Link] And Division Of Work:

 Identification Of Work To Be Done To Achieve Organisational Goal

 Work : Divided Systematically : Each Person Gets Separate Task To Perform

 Avoiding : Unnecessary Duplication And Wastage Of Efforts

 Facilitates Specialization Of Efforts And Skills

A.4. 2. Departmentalisation:

 Combine Group-related Activities Into Units And Departments : Departmentalisation

 Grouping : Done On Basis Of Function, Product, Customer, Etc.

 Sem V : Module- III
Oraganising And Staffing
A. Organizing:
A. 4. Process of Organization

A.4.3. Assignment Of Duty:

 Allocation: Work Of Different Employees

 Assigned Based On Knowledge, Qualification, Experience, And Capability Of Individual

 Proper Match Between Job Requirements And Capabilities Of Employees

A.4. 4. Establishing Reporting Relationship:

 To Define Relationship Between m In Clear Terms

 To Create Hierarchical Structure And Help In Coordination Among Various Departments



•
 Sem V : Module- III
Oraganising And Staffing
A. Organizing:
A. 5. Principles of Organization ([Link]
 General Rules Encountered In Daily Lives

 Dictate Lives And Driving Of Any Organisation

 Specify Who Does What, Where, And When, How Responsibilities Are Subdivided And
Communicated

 Allow Organisations To Accomplish Specific Goals, Policies And Objectives Without

Creating Disharmony

 Fundamental Guidelines And Values That Shape Organisation’s Culture And Decision-
making Processes

 Define Mission And Vision Of Organisation, Strategic Planning Process, And Organizational
Structure

 For : Running Business, Managing Team, Or Pursuing Personal Goals

 Sem V : Module- III
Oraganising And Staffing
A. Organizing:
A. 5. Principles of Organization ([Link]
 Sem V : Module- III
Oraganising And Staffing
A. Organizing:
A. 5. Principles of Organization ([Link]
 Sem V : Module- III
Oraganising And Staffing
A. Organizing:
A. 5. Principles of Organization
([Link]
organisation/)
Principle Of :
A5.1. Objective A5.9. Uniformity
A5.2. Specialisation
A5.10. Unity Of Command
A5.3. Coordination
A5.11. Exception
A5.4. Authority And Responsibility
A5.12Simplicity
A5.5. Definition
A5.13. Efficiency
A5.6. Control
A5.14. Scalar Principle
A5.7. Balance
A5.15. Flexibility
A5.8. Continuity
A5.16. Equity
 Sem V : Module- III
Oraganising And Staffing
A. Organizing:
A. 5. Principles of Organization ([Link]

A5.1. Principle Of Objective

 Setting Clear And Specific Goals : Overall Mission And Vision

 Specific, Measurable, Achievable, Relevant, And Time-bound (Smart)

 Providing Roadmap For Organisation To Achieve Its Desired Outcomes

 Sense Of Direction And Purpose For Employees And HR Managers For Motivation And Focus

 To All Levels

 Reviewed And Updated Regularly

 Sem V : Module- III
Oraganising And Staffing
A. Organizing:

A.5. Principles Of Organization

A5.2. Principle Of Specialisation

 Dividing Work Into Smaller And More Specialised Tasks

 Specialisation: Based On Skills, Knowledge And Experience

 Task Specialisation: Each Individual Assigned Specific Task Within Larger Process

 Using Technology And Automation To Perform Routine Or Repetitive Tasks Within A Larger

Process
 Sem V : Module- III
Oraganising And Staffing
A. Organizing: A.5. Principles Of Organization

A5.3. Principle Of Coordination

 Aligning And Synchronising Efforts Of Different Individuals, Teams, And Departments

 Involves Planning, Communication, Collaboration And Execution

 Vertical Coordination: Between Different Levels Of Organisation’s Hierarchy And Horizontal

Coordination
 Sem V : Module- III
Oraganising And Staffing
A. Organizing: A.5. Principles Of Organization

A5.4. Principle Of Authority And Responsibility

 Assumption : Responsibility For Actions And Decisions Made Under That Authority Comes

With Assumption Of Authority

 Establishes Clear Chain Of Command

 Each Member Knows Role, Responsibilities And Level Of Authority

 No Room For Conflict Between Hierarchical Or Horizontal Levels

 Authority :Power Of Making Decisions And Giving Orders

 Responsibility: Obligation To Perform Duties And Accountable For Outcomes

 Sem V : Module- III
Oraganising And Staffing
A. Organizing: A.5. Principles Of Organization

A5.5. Principle Of Definition

 Defining Tasks, Roles, And Responsibilities

 Reducing Friction Between Different Hierarchical Levels

 Clearly Defined Job Description, Performance Expectations, And Reporting Lines

 To Delegation Of Authority And Assigning Responsibility

 Sem V : Module- III
Oraganising And Staffing
A. Organizing: A.5. Principles Of Organization

A5.6. Span Of Control

 Number Of Employees Or Subordinates Supervisor Or Manager Can Effectively Manage

 Optimal Number Of Employees : Managed Without Compromising Quality

 Optimal Span Of Control Depends :

 Complexity

 Interdependence

 Level Of Skill

 Experience Of Employees
 Sem V : Module- III
Oraganising And Staffing
A. Organizing: A.5. Principles Of Organization

A5.7. Principle Of Balance

 Equilibrium And Harmony Among Different Elements

 Various Stakeholders With Different Interests, Needs, And Perspectives

 Essential To Balance

 Balance :Between Employees’ Needs, Organisation’s Interests, Expectations Of External

Stakeholders (Customers, Suppliers, And Investors)

 Balance : Short-term And Long-term Goals

 Sem V : Module- III
Oraganising And Staffing
A. Organizing: A.5. Principles Of Organization

A5.8. Principle Of Continuity

 Maintaining Stability, Long-term Sustainability And Continuity

 Organizations : Work Dynamic And Unpredictable Business Environment

 Effective Strategies For Managing Risks And Uncertainties

 Culture Of Continuous Improvement And Learning(To Innovate, Ideate, And Experiment)

 Sem V : Module- III
Oraganising And Staffing
A. Organizing: A.5. Principles Of Organization

A5.9. Principle Of Uniformity

 Maintaining Consistency And Standardisation

 Applied Across Different Parts Of Organisation

A5.10. Principle Of Unity Of Command

 Employee Receives Instructions And Direction And Reports To Only One Authority

 Instructions And Feedback Are Delivered Promptly, Less Chaotic And Consistently
 Sem V : Module- III
Oraganising And Staffing
A. Organizing: A.5. Principles Of Organization

A5.11. Principle Of Exception

 Management : Focus On Exceptional Or Unusual Occurrences Rar Than Routine Or Regular

Ones

 Excessive Focus On Routine Or Minor Issues :Distract Managers From Addressing More
Critical Matters

 Establishing Clear Criteria For Identifying Exceptional Situations That Require Management
Attention(Major Deviations From Established Standards, Unexpected Changes In Market
Conditions)

 Routine Tasks :To Lower-level , Top Level:Focus On More Strategic And Eminent Issues
 Sem V : Module- III
Oraganising And Staffing
A. Organizing: A.5. Principles Of Organization

A5.12. Principle Of Simplicity

 Systems, Processes, And Procedures : Simplified And Broken Down Into Smaller, More

Precise Task Units

 Complex Systems: Confusion, Errors And Inefficiencies

 Designing Systems And Procedures :Easy To Understand And Follow To Minimize Potential For

Errors, Mistakes
 Sem V : Module- III
Oraganising And Staffing
A. Organizing: A.5. Principles Of Organization

A5.13. Principle Of Efficiency

 Maximising Productivity And Minimising Waste

 Identifying And Eliminating Activities : Do Not Add Value

 Finding Ways To Reduce Time, Effort, And Resources Required To Complete Tasks

 Employees To Have Necessary Tools, Equipment, And Training To Perform ir Duties Efficiently
And Effectively
 Sem V : Module- III
Oraganising And Staffing
A. Organizing: A.5. Principles Of Organization

A5.14. Scalar Principle

 Principle Of Hierarchy: Clear Chain Of Command, With Authority And Responsibility

Cascading From Top To Bottom

 Each Individual :To Have Defined Role, Responsibility And Level Of Authority

 Everyone Is Accountable For Decisions Made By m And Tasks Accomplished

 Sem V : Module- III
Oraganising And Staffing
A. Organizing: A.5. Principles Of Organization

A5.15. Principle Of Flexibility

 Adapt To Changing Environments, Market Dynamics, And Internal Challenges

 Leaders: Empower Employees To Suggest Improvements

A5.16. Principle Of Equity

 Fairness And Justice

 Employees Are Treated With Respect And Impartiality : Hiring, Promotion, Free From
Discrimination Or Bias

 Sense Of Belonging And Motivation Among Employees, As y Feel Valued And Fairly Treated
 Sem V : Module- III
Oraganising And Staffing
A. Organizing:

A. 6. Departmentalization

(Https://[Link]/Career-advice/Career-development/Departmentalization)

 Organizational Structure: Separates People Into Groups/Departments Based On Set Of

Criteria

 Departments : Own Leadership And Work Toger To Complete Tasks

 Large Or Complicated Projects, Multiple Departments May Work Toger

 Sem V : Module- III
Oraganising And Staffing
A. Organizing: 6. Departmentalization

A6. 1. Objectives:

 Maintaining Control

 Simplifying Operational Processes

 Grouping Specialized Activities Toger

 Increasing Overall Efficiency

 Ensuring Responsibility And Accountability

 Sem V : Module- III
Oraganising And Staffing
A. Organizing: 6. Departmentalization

[Link]

 Simplify Training,

 Ease Of Evaluating Performance

 Allow For Quick Growth Or Expansion

 Integrates Work, Learn From ir Departments Easily

 Sem V : Module- II
Oraganising And Staffing
A. Organizing: 6. Departmentalization

A6.3. Types

A6.3. 1. Function

 By Function : Type Or Subject Of Work

 Allows Professionals With Similar Areas Of Expertise ,Communicate And Collaborate With

 Ex: Production, Marketing And Finance

A6.3. [Link]

 Process Work Occurs: Ex: Paper Mill : Pulp – Mixing – Paper Draw- Roll
 Sem V : Module- II
Oraganising And Staffing
A. Organizing: 6. Departmentalization :A6.3. Types

A6.3. [Link]

 More Than One Product : Sorting By Item

 Ex: Paper Mill : Paper Quality : Bond- Crepe – Plain Paper

A6.3. 4. Market

 Market Targeting : Life Insurance Company :Large Companies, Nonprofit Organizations And
Individuals

A6.3.5. Customer

 Nandini Milk : Sales : Milk, Sweets

A6.3. 6. Location

 Geographical Area: Nandini : Depending on Demand

 Sem V : Module- II
Oraganising And Staffing
A. Organizing:

A. 7. Committees : 7.1. Meaning

(Https://[Link]/Business-studies/Committee-meaning-functions-problems-and-

measures/)

A.7.1. Meaning

 Team Of People : Come Toger, Hold Discussions, And Reach Decisions

Issues Unmanageable By Individuals

 Address Complex Issues To Benefit From Knowledge Of Individuals With Diverse Functional

Expertise
 Sem V : Module- II
Oraganising And Staffing
A. Organizing: A. 7. Committees :A.7.1. Meaning

 Serve Distinct Functions Within Organizations: Standing Committees, Ad Hoc Committees ,

Executive Committees, Advisory Committees

 Offer Opportunities And Responsibilities To Leader-manager

 Managers: Committee Members And As Leaders Or Chairpersons Of Committees

 Make Major Decisions

 Sem V : Module- II
Oraganising And Staffing
A. Organizing: A. 7. Committees : A.7.2. Types

(Https://[Link]/Committee/)

A.7.2.1 Based On Time:

Two Types :

i) Permanent Committee: Standing Committee, To Fulfill Particular Purpose

ii) Temporary Committee: Specific, Temporary Purpose

A.7.2. 2. Based On Functions: Two Types :

i. Managerial Committee: Managerial Functions ( Finance /Purchase)

ii. Non-managerial Committee: Not Take Managerial Functions No Decisions

 Sem V : Module- III
Oraganising And Staffing
A. Organizing: A. 7. Committees : A.7.2. Types

A.7.2. 3. Based On Structure: Two Types :

i. Formal Committee:

ii. In-formal Committee:

A.7.2. 4. Based On Character: Two Types :

i. Line Committee: Decision Making And Execution

ii. Staff Committee: Guide In Different Areas Through Advisory Roles

 Sem V : Module- III
Oraganising And Staffing
A. Organizing:
A. 8. Centralization Vs Decentralization of Authority and Responsibilities

 Centralization – Decentralization: Structures Found In Any Organization

 Centralization : Power : Unification and Decision Making Are Exclusively:

Top Management

 Decentralization: Dissemination/ Dispersal Of Powers By Top Management To Middle/Low

level Delegation Of Authority

 Sem V : Module- III
Oraganising And Staffing
A. Organizing:
A. 8. Centralization Vs Decentralization of Authority and Responsibilities

A8.1. Differences

Decentralization

 Systematic Delegation Of Authority In An Organization

 Suitable : Large Sized Organization

 Communication Stretches In All Directions

 Decision : Better : Taken Much Closer To Actions

 Shares Burden Of Top Level

 Sem V : Module- III
Oraganising And Staffing
A. Organizing:
A. 8. Centralization Vs Decentralization of Authority and Responsibilities

A8.1. Differences

Centralization

 Systematic And Consistent Concentration Of Authority At Central Points

 Suitable :Small Sized Organization

 Formal Communication: Exists

 Decision Takes Time

 Full Leadership And Coordination

 Sem V : Module- III
Oraganising And Staffing
A. Organizing: 8. Centralization Vs Decentralization of Authority and Responsibilities

A8.1. Differences
BASIS FOR COMPARISON CENTRALIZATION DECENTRALIZATION
Meaning Retention Of Powers And Authority Dissemination Of Authority,
With Respect To Planning And Responsibility And Accountability To
Decisions: With Top Management Various Management Levels

Involves Systematic And Consistent Systematic Dispersal Of Authority

Reservation Of Authority

Communication Flow Vertical Open And Free

Decision Making Slow Comparatively Faster
Advantage Proper Coordination And Leadership Sharing Of Burden And
Responsibility

Power Of Decision Making Top Management Multiple Persons

Implemented When Inadequate Control Over Considerable Control Over
Organization Organization

Best Suited For Small Sized Organization Large Sized Organization

 Sem V : Module- III
Oraganising And Staffing
A. Organizing: 8. Centralization Vs Decentralization of Authority and Responsibilities
 Sem V : Module- III
Oraganising And Staffing
A. Organizing:
A. 9. Job Design

(Https://[Link]/Business-concepts/Human-resources-hr-terms/1811-job-
[Link])

A9.1. Definition

 Process :Structuring Job Role Into Tasks - Activities : Employee : Motivated And Rewarded

 Takes Into Account Organizational Objectives

 Minimize On–-job Fatigue, Stress And Human Error

 Analyses Roles And Responsibilities: Job

 Updates Job : Remains Relevant

 Factors : Task Characteristics, Workflow, Work Practices, Employee Abilities And Availability
 Sem V : Module- III
Oraganising And Staffing
A. Organizing:
A. 9. Job Design :[Link]

 Remains Updated And Is Relevant To Employee

 Reduce Dissatisfaction Which Comes While Doing Job On Daily Basis

 Dissatisfaction : Employee Leaving Organization And Causing Issues For Company

 Sem V : Module- III
Oraganising And Staffing
A. Organizing:
A. 9. Job Design :A9.3. Methods

i. Job Rotation

 Employees: Exposed To Several Different Roles & Profiles Across Company

 Rotated Across Various Job Profiles

 Best-suited Roles Are Identified

ii. Job Simplification

 Identifying Mechanical - Routine Processes, Repetitive Work, One-product Development,

Tools & Skills Required

iii. Job Enlargement

 Adds More Tasks & Value To An Existing Job Profile , More Tasks To Be Performed To
Employee
 Sem V : Module- III
Oraganising And Staffing
A. Organizing:
A. 9. Job Design :A9.3. Methods

iv. Job Enrichment

 Enriching Work Of Employee By Adding More Responsibility, Value And Decision-making

Power
 Sem V : Module- III
Oraganising And Staffing
A. Organizing:
A. 9. Job Design :[Link] For Better Job Design

i. Regular Discussions And Feedback

 For Issues Facing And What Can Be Done To Rectify Act

ii. 360 Degree Assessment

 What Everyone In Hierarchy Is Saying

 Check From different perspectives

iii. Training

 Regular Training Programs To Keep Employees Updated With Latest Trends And Concepts
 Sem V : Module- III
Oraganising And Staffing
A. Organizing:
A. 9. Job Design :[Link] Of Job Design

i. Create Job Profile : Motivate Employees At Work Place And Reduce Dissatisfaction

ii. Those Who Have Limited Skills / Lesser Learned : Simplified/ Broken Down

iii. Exposure : Wider Set Of Roles And Help Understand Best Role Suited To

iv. Value Addition & Decision-making Power : Personal As Well As Professional Growth

v. Identify : Training And Development Required For Employees To Increase Employee

Productivity

vi. Study Employee Output, Efficiency, Work-load And Number Of Hours Required For Work Vs
Rest
 Sem V : Module- III
Oraganising And Staffing
A. Organizing:
A. 9. Job Design :[Link] Of Job Design

i. Job Simplification :Lead To Monotonous Work And Boredom

ii. Too Much Control To Senior Employees : Lead To Poor Results Or Conflicts With Lower Staff

iii. Rotation Can Affect Flow Of Work & Hamper Quality Of Output

iv. Enlargement Can Cause Employees To Lose Focus On Core Competencies

 Sem V : Module- III
Oraganising And Staffing

A. Organizing:

A. 9. Job Design :[Link]:

 Sales Department: B2B Company Where A New Sales Representative Joins

 Simple Understanding Of Work : Sales Representative Should Be Calling And Meeting

Potential Customers

 To Close Deals And Meet Targets

 Work And Targets Are Being Met But Also Quality Of Work Is Good For Sales Rep So That

He/She Is Overall Happy In Job Profile


 Sem V : Module- III
Oraganising And Staffing
A. Organizing:
A. 9. Job Design :[Link]:

 Job Design Procedure :

i. On boarding Of Sales Rep

ii. Overview Of Company And Role

iii. Training And Development Of To Understand Role And Products

iv. Mentor/Manager To Guide To Do Job Properly And Address Concerns

v. As Per Performance, Job Enrichment

vi. Sales Representative To Choose Path After 2 Years Of Good Performance

vii. Review Of Sales Approach Taken

 Sem V : Module- III
Oraganising And Staffing
A. Organizing:
A. 10. Span of Control (Https://[Link]/Span-of-control/)

A.10. [Link] And Explanation

 “Total Number Of Subordinates That A Manager Or Supervisor Can Manage”

 May be 2-5 , 5-10 , 20 etc

 Several Middle Managers’ Tasks Reduced Managing More Subordinates At One Time

 Factors : Nature Of Work, Capabilities Of Manager, Capabilities Of Employees To Be Managed,

And Responsibilities Of A Manager
 Sem V : Module- III
Oraganising And Staffing
A. Organizing:
A. 10. Span of Control : A.10. [Link] Of A Narrow Span Of Control

 Manager : Communicate Supervisor/ Each Of His Subordinates Intimately

 Nature Of Work Is Usually Complicated

 More Layers In Hierarchy Of Management

A.10. [Link] Of A Narrow Span Of Control

 Too Much Control Over :Might Hamper ir Original Talent And Creativity

 Long Time In Decision-making

 Prevents Cross-functional Problem-solving

 Sem V : Module- III
Oraganising And Staffing
A. Organizing:
A. 10. Span of Control : A10.4. Advantages Of A Wide Span Of Control

 Subordinates Are More Independent

 Fewer Layers In Hierarchy Of Management

 Nature Of Work Is Repetitive

 Less Direct Communication Between Subordinates And Managers

10.5. Disadvantages Of A Wide Span Of Control

 Ineffective Management

 Increased Workload On Managers

 Roles Of Team Members Are Not Clearly Defined

 Less Control Of Manager On Employees

 Sem V : Module- III
Oraganising And Staffing
A. Organizing:
A. 10. Span of Control : 10.6. Factors For Consideration

i. Type Of Work To Be Managed

 If All Subordinates Are Doing Same Job At Same Time, n It Is Easy For A Manager Or

Superior To Manage All Employees At Same Time

 Ex:

 Easy For Supervisor To Manage 50 Call Executives At Same Time Because y Are Doing

Similar Work At Same Time

 Professor Can Take 2/3/4 Students Pursuing Doctorate

 Sem V : Module- III
Oraganising And Staffing
A. Organizing:
A. 10. Span of Control : 10.6. Factors For Consideration

ii. Geographical Distribution

 For Wide Geographic Locations : Becomes Difficult To Manage Working At All Branches.

 Areas To Be Be Divided Into Clusters : Managers : To Each Cluster

iii. Capability Of Manager

iv. Capabilities Of Employees

v. Responsibility For Or Tasks

vi. Span Of Control Manager’s Value Addition

vii. Type Of Business

 Different Types Of Business Processes Can Reduce Span Of Control Of Manager

 Sem V : Module- III
Oraganising And Staffing
A. Organizing:
A. 10. Span of Control : 10.6. Factors For Consideration

 Example :

 Retail Company :Manager: If Employees Are Not Designated In Organization

 Difficult : To Do His Job Correctly

 Employees Who Were Responsible For Performing Inventory Control Work Were Also
Responsible For Doing Work Of Or Departments

 No Work Correctly And On Time

 Job Role Of Each Employee Defined Clearly And Asked For Dedicated Team

 Team Of 3 Employees Who Exclusively Took Orders For Him And Do Work Related

 Recent Data: Companies With An Optimal Span Of Control:Experience 20% Increase In

 Sem V : Module- III
Oraganising And Staffing
B. Staffing :

 Basic Function Of Management - Responsibility Of Management

 Recruiting – Selecting - Training - Appraisal Of Subordinates

 Performed By Chief Executive, Departmental Managers And Foremen In Relation To ir

Subordinates
B.1. Nature and Importance

[Link]

B1.1.1. Relates To People:

 People Centric: Relates To People

 Manpower Is Required In All Types Of Organisations - All Categories Of Personnel

 Sem V : Module- III
Oraganising And Staffing
B. Staffing :
B.1. Nature and Importance : [Link]

B1.1.2 . Pervasive:

 Personnel(Or HR) Dept. - Created To Perform se Activities

 But Still Managers At Different Levels Are Not Relieved Of Responsibility Concerned With

Staffing

 Personnel Department Provides Assistance To Managers In Performing ir Staffing Function

 Every Manager Has To Share Responsibility Of Staffing

 Sem V : Module- III
Oraganising And Staffing
B. Staffing :
B.1. Nature and Importance : [Link]

B1.1.3. Human Skills:

 Manager : To Provide Guidance And Training To Subordinates

 Skills: Required In Performance Appraisal, Transfer And Promotion Of Subordinates

 If Staffing : Performed Properly, Human Relations Will Always Be Cordial

B1.1.4. Continuous Function:

 Manager Guides And Trains Workers, Evaluating ir Performance, Filling Vacancies,

Promotions Etc. On A Continuous Basis
 Sem V : Module- III
Oraganising And Staffing
B. Staffing :
B.1. Nature and Importance :

B1.2. Importance Of Staffing

 Human Resources: Important Resources Of Any Organisation

 Right Kind Of People Are Employed At Right Positions

 To Be Given Adequate Training And Motivated Continuously So That Productivity Gets

Increased And Wastage Is Minimum

 Sem V : Module- III
Oraganising And Staffing
B. Staffing :
B.1. Nature and Importance : B1.2. Importance Of Staffing

B1.2.1. Efficient Performance Of Managerial Functions:

 Key To Efficient Performance Of Functions Of Management

 If People Are Not Competent, Functions Such As Planning, Organisation, Directing And
Controlling Can’t Be Performed Effectively

B1.2.2. Effective Use Of Technology And Resources:

 Men And Material Remain Useless In Absence Of Human Resources

 Human Factor That Make Use Of Resources

 Instrumental In Effective Utilisation Of Latest Technology, Capital, Material, Etc.

 Sem V : Module- III
Oraganising And Staffing

B. Staffing :

B.1. Nature and Importance : B1.2. Importance Of Staffing

B1.2.3 Development Of Human Capital:

 Required : Determine Manpower Requirements Well In Advance

 After Employed : Need To Be Imparted Training For Development And Career Advancement

 To Meet Requirements Of Company In Future

B1.2.4. Motivation Of Human Resources:

 Workers : Motivated Through Financial And Non-financial Incentives

 Sem V : Module- III
Oraganising And Staffing
B. Staffing :
B.1. Nature and Importance : B1.2. Importance Of Staffing

B1.2.5. Building Higher Morale:

 Environment Should Be Created For Workers To Contribute

 Personnel Working In Enterprise.: Regarded

 Increases Morale Of Employees

 Sem V : Module- III
Oraganising And Staffing
B. Staffing :
B.2. Human Resource Management(HRM)

B2.1. Definition

‘ Process Of Managing People In Organizations In Structured And Thorough Manner’

 Covers : Staffing (Hiring People), Retention Of People, Pay And Perks Setting

Performance Management, Change Management And Taking Care Of Exits From

Company To Round Off Activities

 Personnel Management Is Essentially “Workforce” Centered Whereas Human Resource

Management Is “Resource” Centered

 It Is All About People In Organizations

 Sem V : Module- III
Oraganising And Staffing
B. Staffing :
B.2. Human Resource Management(HRM)

B2.1. Definition

 Some MNCs : HR Managers As People Managers, People Enablers And Practice As People
Management

[Link] Of HRM

 Aligning Individual And Organizational Goals

 Procuring Best Possible Employees

 Taking Good Care To Be Motivated

 To Stay And Give Best To ir Jobs

 Sem V : Module- III
Oraganising And Staffing
B. Staffing :
B.2. Human Resource Management(HRM)

[Link] Of HRM

 Significant Impact On Organizational Success

 Employee Centric : Recruiting, Training, Development, Performance, Feedback, Health,

Compensation , Safety And Welfare

 Emphasizes On Creating Human Capital

 Human Capital :Intangible Asset : Includes Economic Value Of Employee’s Skills, Knowledge,

Values, Beliefs, Work Ethic And Experience

 Universal

 Not Just Restricted To Business Organizations

 Diversified , Relevant In Non Business Organizations Too
 Sem V : Module- III
Oraganising And Staffing
B. Staffing :
B.2. Human Resource Management(HRM)

[Link] Of HRM

 Ongoing Process, Manager Continuously Deals With People

 Action Oriented

 Taking Actions For Quick Resolution Of Employees Problems

 Future Oriented Effective

 Sem V : Module- III
Oraganising And Staffing
B. Staffing :

B.3. HR Planning(HRP)

 Process : Forecasting Future HR Requirements

 Determining :How Existing HR Capacity Can Be Utilized To Fulfill Requirements

 Basic Economic Concept Of Demand – Supply

 Helps Management In Meeting Future Demand Of HR With Supply Of Appropriate People In

Appropriate Numbers At Appropriate Time And Place

 After Proper Analysis Of HR Requirements Management : Recruitment And Selection

Initiated

 HRP : Now Became Strategic HR Planning

 Sem V : Module- III
Oraganising And Staffing
B. Staffing :

B.3. HR Planning(HRP)

 HRP: May Sound Quite Simple Process

 Actual: Many Roadblocks : Current Workforce , Availability, Pressure Of Market Condition

 Sem V : Module- III
Oraganising And Staffing
B. Staffing : B.3. HR Planning(HRP)

Functions :

 Anticipating Workforce Requirements

 Work Proactively As Expansion In Workforce Market

 Workforce Requirement Of Organization In Terms Of Professional Experience, Talent Needs,

Skills, Etc.

 Organizations: Face Challenge Of Critical Set Of Skills, Competencies And Talent To Meet

 Identification, Selection And Development Of Required Talent Or Competency Within

Organization

 Prevent Any Unnecessary Hurdles In Its Workforce Needs

 Sem V : Module- III
Oraganising And Staffing
B. Staffing : B.3. HR Planning(HRP)

B3.1. HR Planning Process:

[Link] HR Supply: Assessment Of Current Human Resource Availability:

Foremost Step In HR Planning

 Comprehensive Study: HR Strength Of Organization:

 Numbers
 Skills
 Talents
 Competencies
 Qualifications
 Experience
 Age, Tenures, Performance Ratings, Designations, Grades, Compensations, Benefits, Etc.
 Sem V : Module- III
Oraganising And Staffing
B. Staffing : B.3. HR Planning(HRP)

B3.1. HR Planning Process:

[Link] HR Supply (Contd.):

 To Conduct Extensive Interviews With Managers To Understand Critical Hr Issues y Face

And Workforce Capabilities y Consider Basic Or Crucial For Various Business Processes.

 [Link] HR Demand: Analysis Of Future Workforce Requirements

Consideration :

 Attrition

 Lay-offs

 Foreseeable Vacancies

 Retirements, Promotions, Pre-set Transfers

 Sem V : Module- III
Oraganising And Staffing
B. Staffing : B.3. HR Planning(HRP)

B3.1. HR Planning Process:

[Link] Forecast:

 To Match Current Supply - Future Demand Of HR

 Create Demand Forecast

 Sem V : Module- III
Oraganising And Staffing
B. Staffing : B.3. HR Planning(HRP)

B3.2. HRP Strategy And Implementation:

 S-D Gaps : To Meet Demand Forecast Created

 Done By:

 Conducting Communication Programs With Employees

 Relocation

 Talent Acquisition

 Recruitment And Outsourcing

 Talent Management

 Training And Coaching

 Sem V : Module- III
Oraganising And Staffing
B. Staffing : B.3. HR Planning(HRP)

B3.2. HRP Strategy And Implementation:

 Implemented To Make Process Of Execution Smooth And Efficient

 All Regulatory And Legal Compliances Are Being Followed To Prevent Any Untoward

Situation Coming From Employees

 Sem V : Module- III
Oraganising And Staffing
B. Staffing : B.4. Process Of Selection And Recruitment

(Https://[Link]/Post/Recruitment-and-selection-process)

To Ensure Find And Hire Right Talent

Recruitment :

 Finding People Who Might Be Interested In Job

 Sharing Job Opening And Getting People To Apply

 Selection
 Happens After Recruitment
 Focuses On Choosing Right Person For Job
 Reviewing Resumes
 Interviewing Candidates
 Sem V : Module- III
Oraganising And Staffing
B. Staffing : B.4. Process Of Selection And Recruitment

[Link]

i. Job Analysis And Creating Job Descriptions

 Understanding: Exactly What Job Is All About

 Role’s Responsibilities

 What Skills Are Needed

 How This Job Fits Into Company

 Essential Part Of Building High-performing Team

 Sem V : Module- III
Oraganising And Staffing
B. Staffing : B.4. Process Of Selection And Recruitment

[Link] : i. Job Analysis And Creating Job Descriptions

Job Analysis:

 Creating Checklist For Perfect Candidate

 Helps To Know What Type Of Person Looking For Based On Their Skills And Qualifications

 Job Description:

 To Write Clear Job Description

 To Share With Potential Candidates

 Details:Job Title And Location,What Person Will Do On Job,What Skills Or Experience Are
Needed, Salary And Benefits
 Sem V : Module- III
Oraganising And Staffing
B. Staffing : B.4. Process Of Selection And Recruitment

[Link] : i. Job Analysis And Creating Job Descriptions

 Good Job Description :Helps Attract Right People And Saves Time By Filtering Out Those
Who Aren’t Good Fit

 ii. Sourcing Candidates

 To Be Shared With Potential Candidates(Sourcing)

iii. Job Portals:

 Websites , Linkedin Youtubes, Facebook To Post Job Openings

 Quick Way To Reach Many People

 Sem V : Module- III
Oraganising And Staffing
B. Staffing : B.4. Process Of Selection And Recruitment

[Link] :

vii. Recruitment Agencies:

 Companies Hire Recruitment To Help Find Qualified Candidates(Specialized)

[Link] Referrals:

 Current Employees To Recommend People They Know For Job

 Way To Find Trusted Candidates

ix. Screening And Shortlisting Candidates

 To Screen Applications To See Who’s Qualified For Job

x. Resume And Cover Letter Review: To See Right Experience And Skills For Job
 Sem V : Module- III
Oraganising And Staffing
B. Staffing : B.4. Process Of Selection And Recruitment

[Link] :

[Link] Tracking Systems (ATS):

 To Screen Applications Automatically

 Scan Resumes And Highlight Candidates That Match Job Description

xii. Shortlisting:

 List Of Top Candidates

 Invite To Interview

 Screening: Narrow Down List Of Candidates

 Making Process Faster And More Organized

 Sem V : Module- III
Oraganising And Staffing
B. Staffing : B.4. Process Of Selection And Recruitment

[Link] :

xiii. Interviews And Assessments

 Getting To Know Candidates Better And Seeing - Good Fit For Company

 Structured Interviews: Ask Every Candidate Same Questions

To Compare ir Answers And Judge Fairly

Unstructured Interviews: Different Questions Based On How Conversation Goes

This Style Is More Flexible

Can Lead To Bias If Not Careful

 Skills Assessments: To Test Candidate’s Skills
To See Can Handle Tasks Of Job
 Sem V : Module- III
Oraganising And Staffing
B. Staffing : B.4. Process Of Selection And Recruitment

B4.2.. Making Final Selection

Choosing Candidate Who Can Contribute Most To Company, Both In Terms Of Skills And
Personality

[Link] Candidates:

 Skills, Experience, And To Fit In Team

[Link] Offer:

To Send Offer Letter With Details About Position, Salary, And Benefits

[Link]:

 To Negotiate ir Salary Or Terms

 Conversation And Come To An Agreement That Works For Both Sides

 Sem V : Module- III
Oraganising And Staffing
B. Staffing : B.4. Process Of Selection And Recruitment

B4.2. Making Final Selection

Importance

 Saves Time And Money: Avoids Wasting Time On Unqualified Candidates And Reduces Hiring

Mistakes, Which Can Be Costly

 Improves Employee Retention:

Stay Longer, Which Reduces Turnover And Helps Build Stronger Team
 Sem V : Module- III
Oraganising And Staffing
B. Staffing : B.4. Process Of Selection And Recruitment

B4.2. Making Final Selection

Challenges

 Attracting Top Talent:

 Sometimes It’s Hard To Find Best Candidates, Especially In A Competitive Market.

 Offering Competitive Salaries And A Positive Work Environment Can Help

[Link] In Hiring:

 More Than One Person In Hiring Process

[Link] Gaps:

 If Difficult To Find Candidates With Exact Skills Needed : Offering Training To Help New Hires
Build Their Skills
 Sem V : Module- III
Oraganising And Staffing
B. Staffing :

B.5. Training And Development

[Link] - Meaning

 Continuous Process Of Improving Skills, Gaining Knowledge, Clarifying Concepts And

Changing Attitude

 Through Structured And Planned Education

 Productivity And Performance Of Employees Can Be Enhanced

 Emphasize On Improvement Of Performance Of Individuals And Groups

 Focus: On Skills, Methodology And Content Required To Achieve Objective

 Good & Efficient Training :Helps Invrease Skills & Knowledge Development

 Eventually Helps A Company Improve Its Productivity Leading To Overall Growth

 Sem V : Module- III
Oraganising And Staffing
B. Staffing :

B.5. Training And Development : [Link] – Meaning

 Training: Knowing Present And Where Will Reach With Abilities

 People Can Learn :

 New Information

 New Methodology

 Refresh Existing Knowledge And Skills

 Due To This Will be Improvement And Effectiveness At Work

 Employee Gets Updated With New Phenomenon

 Training Can Be Offered As Skill Development For Individuals And Groups

 Sem V : Module- III
Oraganising And Staffing
B. Staffing :

B.5. Training And Development : [Link] – Meaning

 Organizational Development Is A Process That “Strives To Build Capacity To Achieve And

Sustain A New Desired State That Benefits Organization Or Community And World Around

m.” (From Organizational Development Network Website)

 Sem V : Module- III
Oraganising And Staffing
B. Staffing :

B.5. Training And Development : B5.2. Process

 Continuous Process As Skills, Knowledge And Quality Of Work Needs Constant Improvement.

 Businesses: Changing Rapidly

 Companies To Focus On Training Employees After Constantly Monitoring m & Developing

Overall Personality
 Sem V : Module- III
Oraganising And Staffing
B. Staffing :

B.5. Training And Development : B5.2. Process

[Link]

i. Determine Need Of Training And Development For Individuals Or Teams

 Need To Be Seen For Training And Development

 Ex: If Co. : Trying To Start New Department/Strengthen Existing Sales Team In New

Products, Appropriate Training Is Needed

ii. Establish Specific Objectives & Goals Which Need To Be Achieved

 Sem V : Module- III
Oraganising And Staffing
B. Staffing :

B.5. Training And Development : B5.2. Process: [Link]

iii. Select Methods Of Training

 Classroom Training

 Online Self Paced Courses

 Course With Certification

 Instructor Led Online Training

iv. Conduct And Implement Programs For Employees

 To Be Executed Where Courses, Instructions Are Taught To Employees, Partners Or Vendors

 Sem V : Module- III
Oraganising And Staffing
B. Staffing :

B.5. Training And Development : B5.2. Process: [Link]

v. Evaluate Output And Performance Post Training And Development Sessions

 Proper Monitoring: Done Through Evaluation Of Instructor As Well As Attendees

 Through Feedback Or Ratings

 Attendees : Evaluated Through Internal Or External Certifications Or Scores

vi. Evaluating Performances

 To Ascertain :If Training And Development Program Was Sufficient For Now Or More Training
And Enablement Would Be Required

 If Future Trainings Are To Be Planned

 Sem V : Module- III
Oraganising And Staffing
B. Staffing :

B.5. Training And Development : [Link]

 To Keep Improving: To Have Continuous T&D Programs For Employees

 Competitive And Changing: And Hence It Is Critical To Keep Learning And Pick Up New
Skills. Importance Of Training And Development Is As Follows:

i. Optimum Utilization Of Resources

ii. Development Of Skills Like Time Management, Leadership, Team Management Etc.

iii. To Increase Performance, Productivity And Motivation

iv. To Imbibe Team Spirit

v. For Improvement Of Organization Culture

vi. To Improve Quality

 Sem V : Module- III
Oraganising And Staffing
B. Staffing :

B.5. Training And Development :

[Link]

vii. To Increase Profitability And Bottom Line By Acquiring New Skills

viii. Improving Brand Image By Having Well Trained Employees

 Sem V : Module- III
Oraganising And Staffing
B. Staffing :

B.5. Training And Development :

B5.4. Need

 Essential That Company Revises Its Goals And Efficiencies With Changing Environment

i. Improvement

 To Improve Performances Of Employees

ii. Benchmarking

 To Set Up Benchmark Of Improvement In Performance Improvement Effort

iii. Specific Role Requirement

 To Train Specific Job Responsibility And Skills Like Communication Management, Team
Management Etc.
 Sem V : Module- III
Oraganising And Staffing
B. Staffing :

B.5. Training And Development : B5.4. Need

iv. Testing

 To Test New Methodology For Increasing Productivity

 Sem V : Module- III
Oraganising And Staffing
B. Staffing :

B.5. Training And Development : [Link]

 Beneficial For Companies In Long Run

 Ensure Employees Are Trained Regularly

i. Helps Employees Develop New Skills And Increases ir Knowledge.

ii. Improves Efficiency And Productivity Of Individuals As Well As Teams.

iii. Proper Training And Development Can Remove Bottle-necks In Operations.

iv. New & Improved Job Positions Can Be Created To Make Organization Leaner.

v. Keeps Employees Motivated And Refreshes ir Goals, Ambitions And Contribution Level
 Sem V : Module- III
Oraganising And Staffing
B. Staffing :

B.5. Training And Development : [Link]

i. Expensive Process

ii. Includes Arranging Correct Trainers And Engaging Employees For Non-revenue Activities

ii. Risk : Session, Employee Can Quit Job

 Sem V : Module- III
Oraganising And Staffing
B. Staffing :

B.6. Performance Management

 Ongoing Process : Managers And Employees Regularly Communicate To Assess And Review

 Job Responsibilities

 Expectations

 Performance

 Development Strategies

 Goal: To Empower Employees To Perform Their Best, Align Their Efforts With Organization’s
Strategic Objectives,

 Create Positive And Fulfilling Work Environment For Everyone

 Sem V : Module- III
Oraganising And Staffing
B. Staffing : B.6. Performance Management(PM)

 Effective PM: Strategic And Systematic, Establishing A Continuous Conversation Between

Employees, Managers, And HR To Drive Individual And Organizational Success

 Combines Verbal And Written Components: Take Place Throughout Year

 Culminating In Annual Performance Appraisal

[Link]

 Establishing Clear Expectations

 Setting Individual Objectives And Goals That Align With Team And Organizational Goals

 Providing Ongoing Feedback

 Evaluating Result
 Sem V : Module- III
Oraganising And Staffing
B. Staffing : B.6. Performance Management(PM)

B6.2. Goals

 To Develop Skills And Competencies Employees Need To Improve Performance And Success
In Their Job

 Setting Performance Expectations

 Employees To Clarity On What Is Expected Of Them

 What They Can Gain By Meeting se Expectations: Compensation, Rewards, Or Even A

Promotion

 Drive Organizational Success With Strategic Performance Management

 Sem V : Module- III
Oraganising And Staffing
B. Staffing : B.6. Performance Management(PM)

[Link]

i. Future-proofing Workforce’s Skills

 Continuous Line Of Communication With Employees And Monitoring Helps Uncover Potential
Skills And Performance Gaps

ii. Increased Employee Engagement

 Sets Expectations For Your Employees In A Transparent Way

 Provides Learning And Development Opportunities

 Clear Career Path

 Employees Feel Valued And Cared For

 Sem V : Module- III
Oraganising And Staffing
B. Staffing : B.6. Performance Management(PM)

[Link]

[Link] Employee Retention

[Link] Of Feedback And Trust

v. Improved Organizational Performance

 Sem V : Module- III
Oraganising And Staffing
B. Staffing : B.6. Performance Management(PM)

B6.3. Stages

i. Planning

ii. Monitoring

 Performance Management Software Can Assist In Tracking Employee Performance In Real

Time

 Still, Data And Reports Should Not Be A Substitute For Face-to-face Discussions

iii. Developing

 During Developing Stage, Data Collected During Monitoring Stage Is Analyzed And Used To
Boost Employee Performance

 iv. Rating & Rewarding

 Sem V : Module- III
Oraganising And Staffing
B. Staffing : B.6. Performance Management(PM)

[Link]

i . Goal Setting

 Performance Goals:

 Development Goals:

 Stretch Goals:

[Link] Performance Management

 Throughout Year

iii.360-degree Feedback

[Link] Appraisals
 Sem V : Module- III
Oraganising And Staffing
B. Staffing : B.6. Performance Management(PM)

[Link]

[Link]

 Organizations To Use Combination Of Several Of Performance Management Methods To

Manage Employee Performance

 Sem V : Module- III
Oraganising And Staffing
B. Staffing :

B.7. Career Planning And Management

 Professional Growth, Helping Individuals Define And Manage Paths To Reach Full Potential

 Thoughtful Actions And Continual Adjustments To Stay Aligned With Long-term Goals

[Link]

 Motivated And Evolving;

 Employee Growth

 Meaningful Career Development And Higher Job Satisfaction

 Sem V : Module- III
Oraganising And Staffing
B. Staffing :

B.7. Career Planning And Management

Features

 Career Planning Sets Course For Future,

 Career Development Focused On Steps Taken To Achieve Your Objectives

B7.1. Career Planning
 Setting Goals And Defining A Clear Career Path
 Gaining Skills, Experience, And Knowledge
 Timeframe
 Long-term And Strategic
 Short-term And Tactical
 Implementing Actions To Fulfill Your Career Plan
 Sem V : Module- III
Oraganising And Staffing
B. Staffing :

B.7. Career Planning And Management

[Link] Management

 Crucial For Keeping Professional Journey Effective

 Can Regularly Shape Career By Setting Smart Goals (Specific, Measurable, Achievable,

Relevant And Time-bound)

 Seeking Growth Opportunities, And Adapting To Changes In Job Market

 This Will Give Ability To Overcome Challenges And Make Well-informed Decisions That Will

Increase Your Success And Job Satisfaction

 Sem V : Module- III
Oraganising And Staffing
B. Staffing :

B.7. Career Planning And Management

[Link] Management

[Link]

 Aspirations

 Aligning Career Goals With Professional Activities

 Self-analysis And Visualising Your Desired Future State

 Skill Development

 Enhancing Skill:
 Sem V : Module- III
Oraganising And Staffing
B. Staffing :

B.7. Career Planning And Management

[Link] Management

[Link]

 Growth

 Mindset Of Continuous Improvement

 Involves Seeking Challenges, Taking On New Responsibilities, And Embracing Feedback For
Growth

 Ambition
 Sem V : Module- III
Oraganising And Staffing
B. Staffing :

B.7. Career Planning And Management

[Link] Management

[Link]

i. Enhances Organisational Support

ii. Identifies Employee Skills And Interests

[Link] Employee Commitment - Increases Morale

v. Retention- Minimises Recruitment Costs