Staffing
Unit III
Staffing
Sub Functions• Recruitment• Selection• Training and Development• Performance Appraisal• Administration of compensation plans• Orientation• Career Development & Stages
Advantages of Staffing
• Discovering talented & competent workers and developing them
• Right Man – Right Job• Avoid shortage of personnel• Prevents under utilization• Succession Planning
Manpower Planning• Short term– Train or Assign difficult job to others or replace
them.• Long term– Determine requirements for a particular period– Ascertain existing employees• Promotable • Not promotable but retainable• Not retainable• About to retire
– Train
Recruitment
• Process of identifying the sources for prospective candidates and to stimulate them to apply for jobs
Sources• Internal : Promotion, Previous employees,
Friends & relatives of employees• External : Applications (unsolicited), Colleges
& Technical Institutions, Employment Exchanges, Unions
Recruitment
• Evaluation– Time lag (Requisition & Placement)– Recruitment Ratio (Applications & Hiring)– Sources of recruitment & Factors of success on job– Gross cost per hire
Internal Sources• Advantages : Loyalty, Sense of Security, No
need for induction training• Disadvantages : Inbreeding
Recruitment
External Sources• Advantages– New blood– Wide choice
• Disadvantages– Internal : Morale affected
Sele
ction
• Job Analysis– Job Description– Job Specification
• Steps :– Application Blank– Initial interview (additional information &
clarification of information provided in application)– Employment tests (Aptitude tests, Intelligence
tests, Trade / Performance / Achievement tests, Personality tests
– Checking references– Physical or Medical Examination– Final Interview
Placement
• Induction
• Orientation
Training & Development
Training• Specific skills• One time activity• Initiative and Motivation (Outside source :
Management)• For present needs• Reactive process
Training & Development
Development• Overall personality• Continuous process• Initiative and Motivation (Internal : Individual
himself / herself)• For future needs• Proactive process
Training & Development
Advantages• Improves quality and quantity of output• Sense of satisfaction – increase• Less wastage and damage• Facilitates promotion• Replacements are easy
Training & Development
• Types• Induction / Orientation Training (induct new
employees to new social setting)• Job Training (increase knowledge of workers
about job with which they are concerned)• Promotional Training• Refresher Training (to avoid personnel
obsolescence)• Corrective Training
Training & Development
Training Methods for Operators• On the Job training– Apprenticeship Training– Internship Training
• Simulators & Training Aids• Behavioral Education Programmes• Programmed Instruction
Training & DevelopmentTraining methods for Managers• Observation Assignment• Job Rotation• Serving on Committees• Assignment of special projects• Conferences & Seminars• Case Study• Role Playing • Sensitivity Training
Training & DevelopmentSelection of Training Method• Nature of Problem• Level of Trainees• Availability of competent trainers• Finance• Time Evaluation of Training• Reaction Evaluation• Outcome Evaluation
Training & Development
Evaluation of Training• Reaction Evaluation• Outcome Evaluation
Mentoring
• Mentoring is most often defined as a professional relationship in which an experienced person(the mentor) assists another (the mentoree/ protege) in developing specific skills and knowledge that willenhance the less-experienced person’s professional and personal growth.
Performance Appraisal
Purposes• Basis for job change and promotion• Identify strength and weakness to formulate
training and development programme• Serves as feedback• For payment of wage, bonus, etc.• For selection and classification of workers
Performance Appraisal
Criteria• Production• Work sample test (to measure proficiency)• Length of Service• Amount of training necessary• Ratings by supervisors
Performance AppraisalAppraisal• Summative (Evaluated at the end of specific
period)• Formative (Ongoing, almost daily process)Who can Appraise?– Immediate Manager– Personnel Department– Peers– Service Users– Employee himself– Employee’s subordinates
Performance Appraisal
• Ranking Method• Rating Scale Method• Checklist Method• Forced Choice Method• Field Review• Critical Incident Technique• Confidential Report• Essay Appraisal
Performance Appraisal
Limitations• Not data based• Emphasize employee’s performance in terms
of physical results• Lay stress on evaluating employee for salary
and reward administration
Performance AppraisalPost Appraisal Interview• Tell & Sell– Interviewer : Judge (comes with diagnosis & remedy)– Interviewee : Protests or gives defensive responses
• Tell & Listen– Communicate evaluation to employee & Explore
employee’s feeling• Problem solving Interview– Interviewer helps employee and discusses on needs
encountered by employee
Performance Appraisal
Factors affecting Managerial Performance• Environmental constraints• Organizational Leadership• Interdependence of sub-systems• Organization Structure• Management by Objectives
Performance Appraisal
Essentials of good Appraisal System• Easily Understandable• Has support from Management• Data based• True indicator of performance• Open and Participative• System should be periodically reviewed /
evaluated
Career Stages
• Birth – Growth – Exploration – Establishment – Maintenance – Decline – Death.
• Super’s Career Ladder (1996 Super, Savickas & Super)– Education and early life – Age 5 to 21– Initiation into working life – Age 16 to 24– Early Career – Age 25 to 34– Mid Career – Age 35 to 54– Late Career – Age 55+