STAFFING

 Process of acquiring , developing, employing,

appraising, remunerating & retaining people
so that right type of people are available at
right positions and at right time in the
organisation
 McFarland : “Staffing is the function by which
managers build an organisation through the
recruitment, selection & development of
individuals as capable employees”
 Koontz : “ It is the process of filling positions
in the organisation structure through
identifying workforce requirements,
inventorying the people available,
recruitment, selection, placement, promotion,
appraisal, compensation & training of people
needed.”
 Making staff a separate function facilitates
placing a greater emphasis on the human
element in selection, appraisal, career
planning & manager development.
Systems approach to Human
Resources Management
 Staffing here would mean the total Management System
 Steps
 The present & projected organisation structure
 Determination of the number and kind of managers required.
 After analysis of the requirement external & internal sources are
utilized for recruitment, selection, placement, promotion &
separation and also appraisal, career strategy, training &
development of managers.
 Staffing requires an open-system approach
 It is linked with External factors like change in
technology, competition, govt. policies etc. which
affect the demand of people.
 Internal factors affecting staffing are personnel
policies, organisation climate, reward system etc.
 Factors affecting the requirement of the number of
managers in the organisation depend upon its
 Size
 Type of organisation structure
 Plans for expansion
 Rate of turnover
Manager Inventory
 It is a chart showing all the managerial positions in a
unit/department/division.
 The unit head can see at a glance where he or she stands
with respect to the staffing function
 Advantages :
 Overview of the staffing situation.
 Managers ready for promotion can be identified.
 Shows future internal supply of managers.
 Non-performers are identified for training or
replacement.
 Insufficient supply leads to more recruitment & training
plans.
 Replacement for retiring managers
 Facilitates the transfer of managers to
strengthen weak departments & to give the
manager broader exposure.
 Identify & prevent the hoarding of promotable
people by their immediate superiors.
 Counseling of subordinates about their career
path.
Disadvantages
 Does not show the position the manager may be
promotable
 It is necessary to keep records of each individual
skills, performance, & other biographics.
 Not often advisable to share the information with
employees.
 Takes time & effort to update the chart regularly.
 Reluctance of the top-level managers to show
their charts to each other.
Factors affecting Staffing
 The supply & demand of the managers in market depends
upon internal & external factors.
 Internal: health of the organisation, organisation plans, goals,
policies, structure, compensation.
 External :
 Economic growth
 Competition
 Trends in labour market
 Composition of community with respect to knowledge
& skills of the labour
 Level of education, attitudes in society
 Laws & regulations
Demand and Supply situations

SELECTION INTERNAL-T&D,
PLACEMENT Compensation
PROMOTION EXTERNAL- Rcruitment

Change in plans, T&D if change in

outplacement, layoffs, demand is expected in
Demotions, early future
retirement
Selection
 Matching the person with the job
requirements
 Process of choosing from among candidates
from within the organisation or from outside,
the most suitable person for the current
position or for further positions.
Position requirement plans &
job Design
 This is also called the job analysis , which
can be defined as the process of studying &
collecting information related to the
operations & responsibilities of a specific
position.
 Job analysis leads to
 Job description
 Job specification
Job Description
 Thisis a written statement showing job title,
tasks, duties & responsibilities involved in a
job.
 Job title, code no., dept/division
 Job contents-tasks performed
 Job responsibilities
 Working environment
 Machines, tools & equipment
 Extent of supervision given & received
 Relationship with other jobs
Job Specification
 It is prepared on the basis of the job description
 It is a statement of minimum acceptable human
qualities necessary to perform a job properly.
 It includes:
 Standards or requirements related to age, sex,
education, experience, extra-curricular activities
 Physical characteristics
 Mental characteristics
 Social and psychological characteristics
 Integrity and honesty
 Recruitment
 Attracting candidates to fit the positions in the
organisation structure
 Matching qualification of people with job specification or
requirements
 Invite candidates
 Employment agencies

 Education institutes

 Referrals

 Invite applicants through media

 Information exchange
 Demonstration of various skills required, by the applicants
through interviews, tests etc
Selection, Placement & Promotion
 Selection approach-fill a position with
specific requirements
 Placement approach-the strengths &
weaknesses of the individual are evaluated
& a suitable position is found or even
designed.
 Promotion-change to a higher position with
higher responsibilities & required more
advanced skills. It involves higher status &
increase in pay.
Selection Process- Techniques
& Instruments
 Establishment of selection criteria
 Filling up of application form

 Screening interview

 Testing the candidates skills

 Formal interviews

 Verification of information

 Physical examination

 Either selected or rejected

Weaknesses of Interviews
 Different interpretation by different
interviewers
 Interviewers do not often ask the right
questions
 Interviewer may be influenced by
interviewee’s general appearance
 Interviewer’s make up their minds early in the
interview
 Howto improve Interviewing & overcome
weaknesses
 Train interviewers
 Ask the right questions
 Structured interview- pre-determined set of
questions which are specific
 Semi-structured- mix of structured & loose
questions asked
 Unstructured – open-ended vague question
 Conduct multiple interviews & compare evaluations.
 Supplement by data from application form, result of
tests, references & recommendations.
Tests
 Tests aim to obtain data about the applicants to have the
best person for the job
 Type of tests
 Intelligence tests: mental capacity, memory, agility,
reasoning
 Aptitude & Proficiency tests: skills & potential to
acquire new skills..
 Vocational tests: interests of the person- out-door
activities, mathematical, scientific, artistic, literary.
 Personality tests: interpersonal competence, nature-
dominant, introvert, self-confidence, patience,
leadership ability & ambitions.
Assessment Centers
 Technique for selecting & promoting lower-
level supervisors and managers.
 It is intended to measure how a potential
manager will act in typical managerial
situations which is undertaken in a series of
exercises.
 During this period they are observed &
assessed by psychologists or experienced
managers.
ORIENTATION
 Introduction of new employees to the
enterprise, its functions, tasks & people.
 Formal orientation programs are conducted :
 Company history
 Businesses

 Policies & Practices

 Organisation Structure

 Benefits
Performance Appraisal
 Importance
 Basis of determining who is promotable to a
higher position
 To determine determine whether development
efforts are going in the right direction
 Appraisal is an integral part of a system of
managing
 Purpose/Aim of Performance Appraisals
 Assess the employee’s current level of
performance
 Identify the strength & weakness of employees
 Provide feedback to the employee so that he can
improve his performance
 To have a basis for rewarding the employees
 To motivate
 To identify gaps & assess training & devt. Needs
 Employee’s potential
 To provide for database for succession strategies
 Take decisions related to rewards, punishments
Different approaches to
Appraising
 TRAIT Appraisal: the oldest method of appraisal
 It is based on personal traits and behavioural
patterns of an employee towards work.
 It appraises the ability to get along with people,
leadership quality, analytical competence, judgment,
initiative.
 Also includes work-related characteristics as job
knowledge, assignments finished, implementation of
plans & instructions carried out.
 Weaknesses
 Managers cannot & won’t evaluate
 Leaves some employees dissatisfied
 Many look at it as another work or paperwork
Appraisal by Objectives
 Appraisals are done on the basis of the verifiable
objectives set
 Managers determine how well their subordinates set
objectives and how well they have performed
against them
 Evaluator checks
 Whether goals were reasonably achievable
 Reasons that may have helped or hindered in
accomplishing goals
 Whether any change in the goals was made or not
Kinds of Appraisals in ABO
 Comprehensive review: once a year or as
required. To be supplemented by progress &
periodic review.
 Progress or Periodic review: short & informal.
Help pinpoint problems that hinder
performance. open communication. Review
and change in objectives
 Continuous monitoring : immediate corrective
actions to be taken to prevent a major
problem
 Strengths
 Improves managing
 Advantage of being operational
 Appraisals are done in cooperative and conducive
manner
 Weaknesses
 People may miss or meet the goals through no
fault of their own.
 Managerial abilities are not appraised
Appraisal of Manager as Manager
 It focuses attention on what should be expected
of a manager as a manager.
 It uses the fundamentals of management as the
standards to evaluate a manager.
 The programs involve designing a series of
questions related to each function of
management.
Advantages
Supplement & a check on appraisal of managers
effectiveness in setting & achieving goals.
Rewards of Managing
 Managers want to be & should be rewarded for
their contributions.
 Managers have different needs, desires &
motives.
 Their wants usually include opportunity, power
& income.
 Managers have to deal with a lot of stress
because of their desire to use opportunities to
gain power & income.
Stress in Managing
 Physical sources
 Workload
 Irregular work hours
 Loss of sleep
 Loud noises
 Bright & insufficient light
 Psychological sources
 Boring job
 Inability to socialize
 Lack of autonomy
 Responsibility without authority
 Unrealistic objectives
 Role ambiguity
 Dual-career marriages

Effects of Stress
-losing interest
-inordinate food consumption
-absenteeism
-drug or alcohol abuse
Formulating Career Strategy
 Preparation of a Personal Profile- Identify the strengths &
weaknesses. Attitude towards work & other things
 Development of long-term personal & professional goals
 Analysing the environment – threats & opportunities
 Analysis of personal strengths & weaknesses
 Develop strategic career alternatives
Formulating Career Strategy ..contd

 Consistency testing & strategic choices

 Development of short-term career objectives and
action plans
 Development of contingency plans

 Implementation of career plan

 Monitoring
Training & Development
 Manager development – progress a person
makes in learning how to manage
 Managerial Training – programs that
facilitates the learning practices
 Organisation Development – improve the
effectiveness of groups of people working
together
Manager Development
 Need for manager training
 Objectives of the enterprise
 Availability of managers
 Turnover rates
 Requirement of job descriptions, specification
Data about training needs
- performance appraisals, interviews, tests
etc
 Manager Development Process

 Present job:
 Next job:

 Future needs
Approaches to Manager
Development
 On-the job training
 Learn while working for the organisation
 Competent high-level managers to teach & coach
trainees
Different types of on-the-job
training
 Job rotation: broadens the knowledge base of
managers or potential managers.
 Create “ASSISTANT” position - allows the trainees
to work closely with experienced managers who act
as mentors or guides.
 Temporary promotions

 Committees & junior Boards

 Coaching

 Demonstration

 Vestibule training
Internal & External Training
 Sensitivity Training: -
 Small group interactions take place
 Focus is on team-building efforts
 Sensitivity towards each others feelings
 Insight into one’s own behaviour and the way one
appears to others
 Feedback from trainer & other group members.
 Opinions are expressed freely & openly.
Weaknesses
 May prove psychologically harmful
 Invasion of privacy

 Requires handling from highly trained people

because of highly emotional sessions
 Voluntary
 Screening
 Prior information to volunteers regarding goals &
process of the program should be given
 Other Training methods
 Conferences & Lectures
 University Management programs
 Management games, in-basket exercises etc
Managing Change
 Change: alteration of work environment in
organisation
 Change is brought about deliberately by
organisation but the forces of change usually
come from external environment or from the
individuals themselves
Planned change
 New objectives/policies
 Organisational restructuring

 Technology & task related change:

 change in processes/procedures
 Automation of processes
 People related change
 Organisation culture
 Leadership styles
Changes forced by external
factors
 Change in technology
 Change in market conditions/ competitions

 Social change- level of education,

urbanisation etc.
 Political & legal changes
Responses to Change
 Resistance: reject
 Indifference : no reaction

 Acceptance : accept
Resistance to Change
 Emotional factors
 Fear of the unknown
 Ego
 Group norms
 Social displacement
 Threat to power & influence
 Lack of communication

 Economic reasons

 Obsolescence of skills
Techniques for initiating
change
 Field-Force theory: Kurt Lewin
 There are some forces favoring & some
opposing change. This situation is called an
equilibrium.
 Equilibrium is maintained by driving forces
and restraining forces.
 Three stages in bringing a change
 Unfreezing
 Changing
 Refreezing
How to overcome resistance
 Participation
& involvement
 Education & communication

 Leadership
Organisation Conflict
 Within
the individuals
 Between individuals

 Between an individual & a group

 Between the groups

Sources of Conflict
 Complexity of organisations
 Incompatible goals

 People have different values & different

perceptions of issues
 Line & Staff Conflicts

 Leadership style

 Educational background

 Lack of communication
Why some conflict is
necessary
 Stimulant for change
 Creativity & innovation

 Group cohesion

 Release of tension/frustration
Managing conflict
 Avoidance of the situation
 Smoothing
 Forcing
 Compromising
 Rearrangement of tasks & work relations
 Change the behavior
 Use superior’s authority
 Problem-solving
 Changes in structure
Organisation Development
 Itis a long range program attempting to change
the behavioral attitudes & performance of the
total organisation.
 Planned, systematic & continuous process that
focuses on change.
 Aims at making the enterprise more effective.

 Designed to solve problems that decrease

operating efficiency at each levels.
Organisation Development
Process
 Organisation diagnosis is done by OD expert
 Information collected through questionnaires,
interviews & observations
 Data is analyzed & ready for feedback
 Presents the finding to the management in a meeting of
different dept heads
 Ranking of problems
 Identification of causes and possible solutions
 Short lectures & exercises are integrated in the process
 The meeting ends with an agreement on changed
strategy
Grid Organisation
 Developed by Robert Blake & Jane Mouton.
 Means of training managers & identifying
various combinations of leadership styles
 1.1 –impoverished or poor management

 9.9 –team managers

 1.9 -country club management

 9.1 –autocratic task masters

Phases of Grid Organisation
Development
 Introduction

 Continuation of phase 1
 Intergroup development

 Organisational goal setting

 Implementation

 Systematic critique
Other OD approaches
 Survey feedback-collection, organisation,
analysis & feedback of data to participants
 Process consultation-consultant facilitates
process within & between groups
 Team building-people working together meet
to identify barriers to effective functioning of
the group.