Staffing

[Link] Roy
Definition
• Is a managerial function that takes people with necessary
skills into the organization and develops them into
precious organizational resource.
• According to Koontz and O’ Donnel “The managerial
functions of staffing involves planning the organizational
structure through proper and effective selection,
appraisal and development of personnel to fill the roles
designed into the structure.
Nature of Staffing
• It is a significant function of management
• It is an important part of management process
• It is continuous activity function of management It is
concerned with human resources of an organization
• It is separate from physical factors, because it is
complicated and sensitive function
• It deals with the maximum utilization of human
resources like direction, coordination and control.
3 Principles to be Understood by all
Managers
• All managers are human resource managers.
• I’m Toshi. I’ve been here only a month myself. It gets better. You’ll learn how to do it
faster. But not ever as fast as the manager wants!”
• “Where is the manager?” Ken asked. She had given him his assignment when he’d
clocked in at 6 AM, but he hadn’t seen her since.
• “Lady Stopwatch oversees another crew in the morning; she’s with us in the afternoon.”
• “Lady Stopwatch?”
• “Yes. She holds one up and shouts out times to help us keep pace. Sometimes that
helps, but it can also get annoying. They want us to do the turns in 12 minutes. That’s
fine for a half-full 787. But last week we were on 747s the whole day—with only six
people in the crew—and it was just impossible. After the first two turns went overtime,
we had to start skipping stuff. The next day Lady Stopwatch was angry and on our
backs all day because of the customer complaints.”
• “So the crews need to be bigger?”
• “Yes. Maybe seven people for a 787, 10 for a 747.

• Human resource management is a matching process therefore; it must match the

needs of the organization with the needs of the employee.
Importance
• Filling the organizational positions
• Making possible discovery of able staff for challenges
• Guaranteeing utmost productivity
• Developing personnel for shouldering greater
responsibilities
• Meeting upcoming requirements of talented people
• Satisfying job owing to correct placement
• Utilizing of human resources most favorably
• Supplying information concerning transfer, promotion,
recruitment, death, demotions
• Retaining professionalism among personnel
Case Insight
• RMF Tyres is a very well known and one of the oldest tyre
manufacturing companies. In the past few years they were
witnessing decline in productivity levels and overall losses. After
digging more into the problem it was found by the management
that the employees who were working in the organisation were
lethargic with limited skills.
• The management compared its organisation with that of others
and found a huge difference. When a proper analysis of job
positions and their occupants was done it was found that many
of them were not working at places suitable to them.
• This increased the worry of the management. The organisation
had already spent more than thirty five years in the industry
and was worried about the successful continuation of business
which required capable future managers but the current
employees were not much capable.
Continued….
• The company had recently suffered huge losses. It was
running out of budget. To add to its problems the number
of employees was more than required so the company had
to bear additional cost. It is said that one bad thing leads to
another. This came true for the company when there was
some negative reporting about its HR practices in a daily
newspaper where it was mentioned that the employees
were not satisfied and suffered with low morale. The scene
thirty years back was different when the company used to
be the number one brand in its segment.
• Identify the problems faced by the company in the above
case?
• Suggest ways to resolve the issues.
Manpower
Planning

Recruitment

Selection

Placement

Training and
Development

Remuneration

Performance
Appraisal

Promotion
and Transfer
Manpower Planning
Recruitment
• According to Flippo “Recruitment is the process
of attracting potential employees and stimulating
them to apply for the jobs in the organization.”
Selection
• Refers to the process of choosing from
candidates those who will become employees of
the organization.
• Selection is much more than just choosing the
best candidate. It is an attempt to strike a happy
balance between what the applicant can and
wants to do and what the organization requires.
Process:
Includes Activities Such As:
• Development Of Selection Criteria
• Advertising
• Short- Listing Application Forms Submission
• Testing
• Interviewing
• Reference Check Making
• The Final Selection Decision
• Submission Of Medical Requirements
Orientation and Placement
Orientation
• Process of receiving and welcoming an employee
when he first joins the company
Information Shared during an
Orientation
• Brief history & operations of the company
• The company’s organization structure
• Policies & procedures of the company
• Products & services of the company
• Location of department & employee facilities 6. Safety
measures
• Grievances procedures
• Benefits & services of employee
• Standing orders & disciplinary procedures opportunities for
training, promotions, transfers, etc.
• Suggestion schemes
• Rules & regulations
Significance of Placement
• It enhances employee morale
• It helps in employee turnover reduction
• It aids in lessening absenteeism
• It facilitates in accident rates reduction
• It avoids misfit between the candidate and the job
• It assists the candidate to work based on the preset objectives
of the organization
Training and Development
Training
• Acc. to Michael Armstrong “the systematic
development of knowledge, skills and attitudes
required by an individual to perform adequately
a given task of job”.
Development
• Development relates to the development and
growth of the employees in an organization
through a systematic process. It helps in the
developments of the intellectual, managerial,
and people management skills of managers.

• It trains managers to understand and analyze

different situations, and to arrive at and
implement the correct solutions.
Methods of Training
Benefits of Training
• Improving Employee Performance
• Updating Employee Skills
• Avoiding Managerial Obsolescence
• Preparing for Promotion and Managerial Succession
• Retaining and Motivating Employee
• Creating an Efficient and Effective Organization
• Improves morale of employees
• Less supervision
• Fewer accidents
• Chances of promotion.
• Increased productivity
Difference between Training and Development
Remuneration
• Is the overall compensation that an employee
receives in exchange for the services he
performed for the employer
Remuneration Package
• Employee benefits or fringe benefits
• Deferred payment (for example pension system)
• Relate to time (paid holidays, sick pay)
• Relate to payment in kind (subsidized meals or transport) or
items such as company cars which may be provided as a
reward and sign of status in the organizational hierarchy rather
than as tools for the performance of the job
Performance Appraisal
• Is a review and discussion of an employee’s performance
of assigned duties and responsibilities.
• The supervisors measures the pay of employees and
compare it with targets and plans
• The supervisor analysis the factors behind work
performance of employees
• The employers are in position to guide the employees for
a better performance
Objectives of Performance Appraisal
• To keep records to decide on compensation packages, wages
structure, salaries raises, etc.
• To identify the strengths and weaknesses of employees in
order to place right men on right job
• To assess the potentials present in a person for further growth
and development
• To offer a feedback to employees about their performance and
related status
• To serve as a basis for persuading working habits of the
employees.
• To appraise and preserve the promotional and other training
programs
Promotion and Transfer
• Promotion: Is the appointment of a member to
another position within the same department or
elsewhere in the organization, involving duties
and responsibilities of a more demanding and is
recognized by a higher pay grade and salary.

• Promotion By Seniority
• Promotion By Merit
• Transfer: Is the appointment of a member to
another position within the same department or
elsewhere in the organization, involving duties
and responsibilities of a similar nature and
having a comparable pay grade and salary. In
some situations, the transfer may be at a lesser
pay grade or salary

• Lateral Transfer - Is a move to a position with the

same or similar job title in the same pay grade
• Mr. Vivek recently completed his M.B.A. from XLRI
Jamshedpur in Human Resource Management. He has been
appointed as Human Resource Manager in a reputed Truck
Manufacturing Company. The company has 2,000 employees
and has an expansion plan in hand that may require additional
500 persons for various types of jobs. Mr. Vivek has been given
the complete charge of the company’s Human Resource
Department.
• List out the specialised activities that Mr. Vivek is supposed to
perform as the Human Resource Manager of the company.
Case Insight:
Blue Chip Ltd. is a highly reputed company and well known for
its fine work culture. This makes it a dream company for many
people.

The employees of this organization are very happy and they

discussed how they came in contact with this organization.
Rohan said that he was introduced by the present Sales
manager, Mr. Alex.

Swati said that she had applied through the newspaper and was
appointed by the HR Head.

Kaustubh said that he was neither related to any of the

employee of the organization nor there was any advertisement
in the newspaper, even then he was directly called for the
interview, through IIBM Ahmedabad from where he was about
to complete his MBA.
1. The above discussion is indicating an important function of
management. Name the function of management.
2. The management function identified in part (a) follows a
particular process. Explain the step of this process which is being
discussed in the above para.
• Common staffing related problems:
• [Link] [Link]/blog/6-common-staffing-pro
blems-and-their-solutions
Case Study: Can an Airline Cut “Turn
Times” Without Adding Staff?

• [Link]
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HDaGIWey3pMFWfPWt45TO1bLfrPLUAwDAflPhTs
Thank You