Post on 23-Mar-2016
description
transcript
CHAPTER 6:STAFFING
INTRODUCTION
Managers are responsible for acquiring, developing, protecting and utilizing the resources that an organization needs to be efficient and effective
Most important resources – HUMAN RESOUCES
Human resources – involves in the production and distribution of goods and services
DEFINITION
Staffing is defined as a series of steps that is performed continuously in order for an organization to obtain suitable candidates to hold suitable position at suitable time
Staffing process also known as Human Resource Management (HRM)
Major components in HRM including recruitment and selection, training and development, performance appraisal and feedback, pay and benefits and labor relations
DEFINITION
Human Resource Management (HRM) includes all the activities managers engage in
To attract and retain employees
To ensure that they perform at high level
Contribute to the accomplishment of organization goals
STAFF-HIRING PROCESS
Human Resource Planning
Recruitment
Selection
Induction and Orientation
Training and Development
Performance Evaluation
Employee Termination
HUMAN RESOURCE PLANNING
Human Resource Planning
Determine Recruitment and Selection Needs
Job Analysis
HUMAN RESOURCE PLANNING
The first step in staffing is to plan the manpower inventory required by a concern in order to match them with the job requirements and demands.
It involves forecasting and determining the future manpower needs of the concern.
Activities that manager engage in to forecast their current and future needs for human resource
HUMAN RESOURCE PLANNING
Factors that affected the process of human resource planning:
Internal factors – requirement for skills and vacancy
External factors – economics, labour market
HUMAN RESOURCE PLANNING
When Human Resource Planning is involved?
Planning for future needs
Planning to balance the future
Planning for hiring, selection or termination
Planning for growth
JOB ANALYSIS
The process of identifying the task, duties, and responsibility that make up a job and the (JOB DESCRIPTION)
Process of identifying the knowledge, skill, and ability needed to perform the job (JOB SPECIFICATION)
After managers complete human resource planning and job analysis, they will know their HR needs and jobs needs to be filled
RECRUITMENT
Recruitment is the activities that managers engage in to develop a pool of qualified candidates for open positions
It is a process of identifying and attracting the interest of qualified individuals to apply for the vacancy in the organization.
Once the requirements are notified, the concern invites and solicits applications according to the invitations made to the desirable candidates
METHODS IN RECRUITMENT
Internal recruitment hiring existing employees to fill the open position Can be done by notices, emails, records reviews Advantages:
a) Internal applicants familiar with the org.b) Managers already know candidatesc) Help to boost levels of employee motivation and
moraled) Less time consuming and expensive
METHODS IN RECRUITMENT
External Recruitment
Managers hire people from the outside of the org.
Newspapers, magazines, open houses for students and career counselors at schools or colleges, career fairs, job referral, job agencies, internship, recruitment meeting with groups in local community, professional bodies, reference from customer/ supplier/ current employee
JOBSTREET
EXTERNAL RECRUITMENT
Advantages of external recruitment:
a) New employees normally have high spirit / new image / creativity / strong motivation and they can bring in new ideas
b) Managers can choose the most suitable candidates
Disadvantages:
a) More time consuming, incur high cost
b) New employees need time to get familiar with the organization (require induction and orientation)
SELECTION
It is a process that managers use to determine the relative qualifications of the job applicants and their potential for performing well in particular job.
This is the screening step of staffing in which the solicited applications are screened out and suitable candidates are appointed as per the requirements.
STEPS IN SELECTION
Reviewing
Application Form
InterviewEvaluatio
n and Test
2nd. Interview
Job Offering
EVALUATION AND TESTING
Types of evaluation and testing:
IQ Test / Knowledge Test
Personality and Psychology Test
Skills and achievement Test
Physical Ability Test / Medical Test
Performance Test
ORIENTATION & INDUCTION
Activities that are conducted to familiarize the new employees with organization policies, environment and existing staff
The objectives are:
1. reduce the stress, uneasy, anxiety and worry of new employees
2. Enable new employees to perform their duties
3. New employees feel comfortable and confidence
4. Create relationship among new and existing employee
INDUCTION & ORIENTATION
•Information on jobs to be performed such as job description, duties and responsibilities
Induction
•Information on organization background, environment such as policies, product and services, organization structure, benefits and facilities
Orientation
TRAINING & CAREER DEV.
Training and Development- Training is a part of incentives given to the workers in order to develop and grow them within the concern. Training is generally given according to the nature of activities and scope of expansion in it. Along with it, the workers are developed by providing them extra benefits of in depth knowledge of their functional areas.
TRAINING
Training is activities conducted TO IMPROVE THE SKILLS OF EMPLOYEES
Frequently use at lower levels of management
Focus on teaching employees how to perform their current jobs and helping them acquire knowledge and skills needed to be more effective and efficient
It is required due to demand in job changes such as requirement due to technological changes
CATEGORIES OF TRAINING
• To improve and increase employee’s technical skills
• Reading, writing, computer
Technical Skills
• Ability to interact with other people• Active listening, effective communication,
conflict management
Interpersonal Skills
• Improve skills to solve problem • Logical and reasoning skill, identify cause and
source of problem, forming and analyzing alternatives, choose the best solution
Problem Solving Skills
TYPES OF TRAINING
Training
On-the-job training
Off-the-job training
DEVELOPMENT
Development focuses on building the knowledge and skills of organization members so that they are prepared take on new responsibilities and challenges
Frequently use at higher level of management, professionals and managers
Effective career development program can ensure the skills and talents of employees are always available when needed
DEVELOPMENT
•Employee can obtain knowledge and experience•Prepare for promotion•Increase knowledge and technical management skills
Objective of
conducting career
development
program
PERFORMANCE EVALUATION
Continuous process of communicating with employees regarding their expected duties and current work performance
The evaluation of employees’ job performances and contributions to their organization
Objectives are:
1. Identify employees work performances
2. To give rewards / punishments
PERFORMANCE EVALUATION
Types of performance evaluation•Informal performance evaluation
•Formal or systematic performance evaluation
PERFORMANCE EVALUATION
In conduction performance evaluation, there are few
weaknesses:•Recency effect•Halo effect•Evaluation pattern among evaluators•Central tendency•Evaluator biasness
PERFORMANCE EVALUATION
Potential sources
of performa
nce appraisal
Supervisor
Subordinates
Self
Peers
Customers
EMPLOYEE TERMINATION
Transfer
Vertical exchange of job
The movement of an employee from one hierarchy to another hierarchy of management
Usually to fill up the vacancy of position
Two types of transfer; SIDES TRANSFER and MANAGEMENT LEVEL TRANSFER
EMPLOYEE TERMINATION
Separation
Action to exit from organization such as resignation, retirement, termination, or medical problem (illness)
Before separation takes place, usually management will perform analysis of the type and quantity of separation
Sometimes it happen due to organization downsizing
STAFF DEVELOPMENT & RETENTION
Human Resource Department is responsible to retain the staff (ensure the staff continue working with the organization)
High employee’s turnover is bad for an organization
Drucker (1977), the ability of employee to develop his career is highly dependent on how a manager manages his employees.
STAFF DEVELOPMENT & RETENTION
• Provide financial and non financial rewards
• Provide share ownership• Honor, recognition and cares• Provide employee’s welfare /
benefits• Improve working condition• Practice good management
pattern• Job rotation
Methods to retain and maintain
staff: