The document describes the staffing process, which includes 8 steps: 1) human resource planning, 2) recruitment, 3) selection, 4) induction and orientation, 5) training and development, 6) performance appraisal, 7) employment decisions, and 8) separations. It provides details on each step, such as the different sources for recruitment, methods for selection like testing and interviews, and types of training programs. The overall staffing process involves analyzing workforce needs, acquiring qualified candidates, and developing employees to fill positions within an organization.

1. STAFFING PROCESS
By: CAMCabanlit
Cebu Institute of Technology – University
N. Bacalso Avenue, Cebu City

2. Learning Objectives
You should be able to:
 Describe STAFFING process

3. DEFINITION
 STAFFING - putting the right persons in various
positions within his area of concern.
- the management function that
determines human resource needs, recruits, selects,
trains and develops human resources for jobs
created by an organization.

4. STAFFING PROCEDURE
1. Human Resource Planning
2. Recruitment
3. Selection
4. Induction and Orientation
5. Training and Development
6. Performance Appraisal
7. Employment Decisions (monetary rewards,
transfers, promotions and demotions) and
8. Separations

5. HUMAN RESOURCE PLANNING
A systematic deployment of human resources at
various levels.
This involves three (3) activities:
1. Forecasting – which is an assessment of future
needs in relation to the current capabilities of the
organization.
2. Programming – which means translating the
forecasted human resource needs to personnel
objectives and goals.
3. Evaluation and control – which refers to monitoring
human resource action plans and evaluating their
success.

6. HUMAN RESOURCE PLANNING
Methods of Forecasting:
1. Time Series Methods – which use historical data to develop
forecasts of the future.
2. Explanatory or causal models – which are attempts to
identify major variables that are related to or have caused
particular past conditions and then use current measures of
these variables to predict future conditions.
Major types of explanatory models:
a. Regression models
b. Econometric models – a system of regression equations
estimated from past time – series data and used to show the
effect of various independent variables on various
dependent variables
c. Leading indicators – refers to time series that anticipate
business cycle turns

7. HUMAN RESOURCE PLANNING
3. Monitoring Methods – are those that provide early
warning signals of significant changes in
established patterns and relationships so that the
engineer manager can assess likely impact and
plan response if required.

8. RECRUITMENT
-the different positions have been identified to be
necessary and the decision to fill them up has been
made, the next logical step is recruitment.
Sources of Applicants:
1. The organization’s current employees
2. Newspaper Advertising
3. Schools
4. Referrals from employees
5. Recruitment Firms
6. Competitors

9. SELECTION
-act of choosing from those that are available the
individuals most likely to succeed on the job.
-the purpose of selection is to evaluate each candidate
and to pick the most suited for the position
available.
Ways of Determining the Qualifications of a Job
Candidate:
1. Application blanks
2. References
3. Interviews
4. Testing

10. SELECTION
1. Psychological tests – which is an objective standard
measure of a sample behavior”.
Classification:
a. Aptitude test – one used to measure a person’s capacity
or potential ability to learn.
b. Performance test – one used to measure a person’s
current knowledge of a subject.
c. Personality test – one used to measure personality traits
as dominance, sociability and conformity.
d. Interest test – one used to measure a person’s interest in
various fields of work.
2. Physical Examination – a type of test given to assess
the physical health of an applicant. It is given to assure that
the health of the applicant is adequate to meet the job
requirements.

11. INDUCTION AND ORIENTATION
 Induction - The new employee is provided with the
necessary information about the company. His duties,
responsibilities and benefits are relayed to him.
Personnel and health forms are filled-in and passes are
issued.
 Orientation - The new employee is introduced to
immediate working environment and co-workers. The
following are discussed:
a. Rules
b. Location
c. Equipment
d. Procedures
e. Training Plans
f. Performance expectations

12. TRAINING AND DEVELOPMENT
 If the newly-hired (or newly promoted) employee is
assessed to be lacking the necessary skills required
by the job, training becomes a necessity.
 Referred to “learning that is provided in order to
improve performance on the present job.”
Two general types of training:
a. Training programs for non-managers
b. Training and educational programs for executives.

13. TRAINING AND DEVELOPMENT
Training for Non-managers:
a. On-the-job Training – where the trainee is placed in an
actual work situation under the direction of his immediate
supervisor, who acts as trainer. The situation motivates
strongly the trainee to learn.
b. Vestibule school – where the trainee is placed in a situation
almost exactly the same as the workplace where machines,
materials, and time constraints are present. As the trainer
works full time, the trainee is assured of sufficient attention
from him.
c. Apprenticeship program – where a combination of on-the-
job training and experiences with classroom instruction in
particular subjects are provided to trainees.
d. Special courses – are those taken which provide more
emphasis on education rather than training. Examples are
those which concern specific uses of computer like
computer-aided design and building procedures.

14. TRAINING AND DEVELOPMENT
Training for Managers:
a. In-basket – where the trainee is provided with a set of
notes, messages, telephone calls, letters, and reports
pertaining to a certain company situation. He is
expected to handle the situation within a given period of
1 or 2 hours.
b. Management games – is a training method where the
“trainees are faced with a simulated situation and are
required to make an ongoing series of decisions about
that situation”.
c. Case Studies – this method represents actual
situations in organizations and enable one to examine
successful and unsuccessful operations.

15. TRAINING AND DEVELOPMENT
Methods of developing interpersonal competence
a. Role Playing - a method by which the trainees are
assigned roles to play in a given case incident.
b. Behavior Modeling – this method attempts to
influence the trainee by showing model persons
behaving effectively in a problem situation.
c. Sensitivity Training – under this method, awareness
and sensitivity to behavioral patterns of oneself and
others are developed.
d. Transactional Analysis – is a training method
intended to help individuals not only understand
themselves and others but also improve their
interpersonal communication skills.

16. TRAINING AND DEVELOPMENT
In acquiring knowledge about the actual job, these
methods can be used:
a. On-the-job experience – this method provides
valuable opportunities for the trainee to learn various
skills while actually engaged in the performance of a
job.
b. Coaching – requires a senior manager to assist a
lower-level manager by teaching him the needed skills
and generally providing directions, advice and helpful
criticism.
c. Understudy – a manager works as assistant to a
higher-level manager and participates in planning and
other managerial functions until he is ready to assume
such position himself. Once in a while, the assistant is
allowed to take over.

17. TRAINING AND DEVELOPMENT
In attempting to increase the trainee’s knowledge
of the total organization, exposure to information
and events outside of his immediate job, these
methods are used:
a. Position Rotation – under this method, the
manager is given assignment in a variety of
departments. The purpose is to expose him to
different functions of the organization.
b. Multiple management – premised on the idea that
junior executives must be provided with means to
prepare them for higher management positions.

18. PERFORMANCE APPRAISAL
-the measurement of employee performance
Purposes:
a. To influence, in a positive manner, employee
performance and development;
b. To determine merit pay increases;
c. To plan for future performance goals;
d. To determine training and development needs; and
e. To assess the promotional potential of employees.

19. PERFORMANCE APPRAISAL
Ways of Appraising Performance
a. Rating Scale Method
b. Essay Method
c. Management by Objectives Method
d. Assessment Center Method
e. Checklist Method
f. Ranking Method
g. Critical-incident Method

20. EMPLOYMENT DECISION
a. Monetary Rewards
b. Promotion
c. Transfer
d. Demotion

21. SEPARATION
-either a voluntary or involuntary termination of an
employee. When made voluntarily, the organization’s
management must find out the real reason. If the
presence of a defect in the organization is determined,
corrective action is necessary.
Involuntary separation (termination) is the last
option that the management exercises when an
employee’s performance is poor or when he or she
committed an act violating the company rules and
regulations. This is usually made after the training
efforts fail to produce positive results.