staffing budgeting and recruitment

1. PRESENTATION ON STAFFING,
BUDGETING AND RECRUITMENT
PRESENTEDTO: MRS. MANJINDER KAUR
(ASSISTANT PROFESSOR)
PRESENTEDBY: YOSHITASOOD
(BS22MNS022)

3. INTRODUCTION
■ Staffing is the process of filling positions/posts in the organization with
adequate and qualified personnel.
■ Budget is defined as a statement of anticipated results during a stipulated
period expressed in financial and non-financial terms.
■ Recruitment is the overall process of identifying, sourcing, screening,
shortlisting, and interviewing candidates for jobs (either permanent or
temporary) within an organization.

5. DEFINITION
■ According to Theo Haimann: “ Staffing pertains to recruitment,
selection, development and compensation of subordinates.
■ According to Mc Farland: “Staffing is the function by which
managers build an organization through the recruitment, selection, and
development of individuals as capable employees.”
■ According to Koontz: “Staffing is defined as filling positions in the
organizational structure through identifying workforce requirements.”

6. NATURE OF STAFFING FUNCTION
■ It is an important managerial function.
■ It is a pervasive activity.
■ It is a continuous activity.
■ Helps in placing the right men at the right job.
■ It is performed by all managers depending.

8. NEED OF STAFFING
■ To fill organizational positions.
■ Developing competencies among the personnel.
■ Manpower development
■ Optimal utilization of manpower.
■ Retaining personnel in the organization.
■ Ensuring job satisfaction among the personnel.

9. FACTORS INFLENCING
STAFFING
INTERNAL
FACTORS
EXTERNAL
FACTORS

10. EXTERNAL FACTORS
■ Education level
■ Attitudes
■ Laws and regulations
■ Economic conditions
■ Managerial adequacy

11. INTERNAL FACTORS
■ Organizational goals/tasks
■ Technology
■ Types of personnel employed
■ Reward system
■ Personnel policies

12. STEPS IN STAFFING PROCESS
■ Manpower requirements
■ Recruitment
■ Selection
■ Orientation and placement
■ Training and development
■ Renumeration
■ Performance evaluation
■ Promotion and transfer

13. ROLE OF NURSE IN STAFFING
■ To assemble the required number and types of personnel to execute required
nursing work.
■ Nurse manager should measure the strengths and weaknesses of each
candidate with regard to skill and ability requirements.
■ Nurse managers should organize induction training and orientation programs
for newly placed staff.
■ Nurse managers should determine the staff-patient ratio in a unit and schedule
needed personnel.

15. INTRODUCTION
■ The term budget has been derived from the French word “Bougette”
which means leather bag or wallet. Now it means papers containing
financial proposals.
■ Budget covers a stipulated time period- usually a year.
■ The budgeting process starts when the top management sets the strategies
and goals for the organization.

16. GLOSSARY OF TERMS
■ Nursing Budget : it is a systematic plan that is informed best estimate by
a nurse administrator of nursing revenues and expenses.

17. DEFINITION
■ It is defined as a statement of anticipated results during a stipulated period
expressed in financial and nonfinancial terms.
■ It is a financial plan of the government for a definite period.
■ Budget can be defined as a numerical statement expressing the plans,
policies, and goals of an organization for a definite period in the future.
■ Budget is a concrete precise picture of the total operation of an enterprise in
monetary terms.

18. PURPOSES
■ To provide a quantitative expression of the plans of the hospital or the
institution.
■ To evaluate financial performance in accordance with the plans.
■ To control costs.
■ To supply a mechanism for translating fiscal objectives into a projected
monthly spending pattern.
■ To enhance fiscal planning and decision-making.

19. PURPOSES
■ To clearly recognize controllable and uncontrollable cost areas.
■ To provide a useful format for communicating fiscal objectives.
■ To allow feedback on the utilization of money spent.
■ To identify problem areas and facilitate effective solutions.
■ To provide a means for measuring and recording financial success in
accordance with the objectives of the organization.

20. PRINCIPLES
■ Be conservative
■ Consult other people in setting a budget
■ Allow plenty of time
■ Excellence in documentation

22. ■ SALES BUDGET: It is an estimate of future sales, often broken down into
units. It is used to create company goals. It is the basic core of the budget on
which other budgets depend.
■ PRODUCTION BUDGET: Product-oriented companies create a production
budget that estimates the number of units that might be manufactured to meet
the sales budget. It is prepared before the sales budget, to determine the
quality of goods that should be produced to meet the budget sales.

23. ■ CASH FLOW: It is a prediction of future cash receipts and expenditures for a
particular time period. It usually covers a period in the short-term future.
■ MARKETING BUDGET: It is an estimate of the funds needed for
promotion, advertising, and public relations in order to market the product or
service.
■ PROJECT BUDGET: It is a prediction of the costs associated with a
particular company project. It is often broken down into specific tasks with task
budgets assigned to each.

24. ■ REVENUE BUDGET: It consists of revenue receipts of government and
expenditure met from these revenues.
■ MASTER BUDGET: It is a summary budget, incorporating its component
functional budgets which are finally approved, adopted, and employed.
■ PERFORMANCE BUDGET: Among the methods that relate costs to
outputs, performance budgeting stands out most prominent.

25. HOW TO MANAGE BUDGET?

27. Establishment of operational goals, objectives, and
policies.
Goals must be translated into quantifiable management
objectives for organizational units.
1.Formal plan for budget preparation and review
including assignment of responsibilities and timetable is
prepared.

28. Departmental budgets are revised and a master budget is
prepared.
Financial feasibility of master budget is tested and final
document is approved and distributed to all parties involved.
Every head of the office is required to prepare budget
estimate with respect of salaries of establishment, contingent
expenditure, and others

29. ADVANTAGES

30. ■ Fixes accountability, assignment of responsibility, and authority.
■ Encourages managers to make a careful analysis of operations.
■ Weakness is revealed, and corrective measures are taken.
■ Financial matters can be handled in an orderly fashion. Activities are
balanced.

32.  Converts all aspects of organizational performance in monetary values.
Only easy aspects can be considered and equally important facts such as
organizational development may be ignored.
 May become an end in itself instead of a means to end. Budgetary goals
may supersede agency goals.
 Skills and experiences are required for successful budgetary control.
 Time consuming and expensive.

33. KEYWORDS IN DISADVANTAGES
Monetary
values
And end in
itself
Risk for
overbudgeting
Time
consuming
Need skills

35. ■ Assistance of her / his subordinates: The nursing administrator requires the
assistance of nursing superintendents and nursing supervisors to present the needs
of the coming year within the specified data and confer with those who presented
such needs.
■ Review of the budget: The nursing administrator should review the budget
appropriation and actual expenditure of the current year.
■ Ascertain change: He/she is required to ascertain whether any change is
contemplated such as opening New facilities for patients change in the department,
etc. which in turn affects of Nursing Department.

37. INTRODUCTION
■ Recruitment is a positive process of searching the prospective employees and
Selection is a negative process because it involves the rejection of unsuitable
candidates.
■ However, both Recruitment and selection are the two phases of the same process.
■ It is the first phase, making decisions on the choice.
■ Selection is the second phase which involves giving various types of tests to the
candidates and interviewing them in order to select the most suitable candidates.

38. DEFINITION
■ According to Flippo: “ Recruitment is the process of searching the
candidates for employment and stimulating them to apply for jobs in the
organization.”
■ According to Dr. White: “The word recruitment is limited to specific steps
taken to attract candidates to apply for examination.”

39. FEATURES OF RECRUITMENT
■ It is a process rather than a single act or event.
■ Linking activity as it brings together the employer and the prospective
employees.
■ Positive activity to seek out eligible persons from which suitable ones are
selected.
■ To locate the sources of people required to meet job requirements.

40. SOURCES OF RECRUITMENT
INTERNAL
TRANSFER
PROMOTION
EXTERNAL
DIRECT RECRUITMENT
ADVERTISEMENTS
EDUCATIONAL
INSTITUTIONS
RECOMMENDATIONS

41. ■ TRANSFER: It involves shifting an employee from one job to another.
At the time of transfer, It is ensured that the employee to be transferred to
the new job is capable of performing it.

42. ■ PROMOTION: It refers to shifting an employee to a higher position carrying
higher Responsibilities, Facilities, Status, and Pay.
■ Many organizations follow the practice of filling higher jobs by promoting
employees who are considered fit for such positions.

43. ■ DIRECT RECRUITMENT: An important source of recruitment is direct
recruitment by placing a notice on the notice board of the enterprise
specifying the details of the jobs available. The practice of Direct recruitment
is generally followed for filling casual vacancies requiring unskilled workers.
■ Such workers are known as casual workers and they are paid remuneration
on a daily wage basis.

44. ■ UNSOLICITIED APPLICATIONS: Many qualified persons apply for
employment in reputed companies on their own initiative, applications. They
serve as a good source of manpower. A proper record may be kept of such
applications and the candidates may be called for an interview whenever the
need arises.
■ EMPLOYMENT AGENCIES: Employment agencies run by the government
are a good source of recruitment for unskilled, semiskilled operative jobs.
Employment exchanges and selected private agencies provide a nationwide
service in attempting to match personnel. They bring job givers in contact with
the job seekers.

45. ■ ADVERTISEMENT: Advertising the job has become a fashion of the
day with large-scale enterprises. The necessary information about the
company, job descriptions, and job specifications may be given in the
advertisement.

46. ■ EDUCATIONAL INSTITUTIONS: Recruitment from educational
institutions is a well-established practice of thousands of businesses and other
organizations. Organizations that require a large number of employees,
usually recruit from institutions.
■ LABOUR CONTRACTORS: In this workers are recruited through labor
contractors who are themselves employees of the organization. The
disadvantage of this system is that if the contractor himself decides to leave
the organization, all the workers employed through him will follow suit.

47. RECRUITMENT METHODS

48. Recruitment
Methods
(1)Advertisin
g
(2)Career-Day
Programmes
(3)Open House
(4)Selection
(5)Interviewing
(6)Pre-
Employment
Interviewing
(7)Pre-
Employment
Tests
(8)Orientation
(9)Promotion

49. STEPS OF
RECRUITMENT

50. Step 1: Planning – Identify the vacancy
and its requirements

51. Step 2: Analysis – Who are you looking
for?

52. Step 3: Searching – Candidate attraction

53. Step 4: Screening – Select which applicants
to engage

54. Step 5: Engagement – Interviewing,
connecting, assessing

55. Step 6: Selection – Make a data-backed
hiring decision

56. Step 7: Onboarding – Welcome new talent
to the team

57. METHODS OF RECRUITMENT
THIRD
PARTY
METHODS
INDIRECT
METHOD
S
DIRECT
METHOD
S

58. ■ DIRECT METHOD: include sending traveling recruiters to educational and
professional institutions, and employees’ contacts with the public.
■ INDIRECT METHOD: This involves mostly advertising in newspapers, on the
radio, in trade and professional journals, and in technical magazines.
■ THIRD PARTY METHOD: These include the use of commercial or private
employment agencies, state agencies, placement of offices of schools, colleges, and
professional associations, indoctrination seminars for college professors and friends
and relatives

59. MERITS
■ Motivation of employees improves.
■ Promotes loyalty and commitment amongst employees due to a sense of job
security and advancements.
■ Chances of proper selection high
■ Present employees familiar with the organization’s surroundings.
■ Time and expenditure for recruitment reduced Motivation.

60. DEMERITS
■ Fails to bring in fresh blood into organization.
■ Promotion based on seniority.
■ Choice in selection is restricted.
■ All vacancies cannot be filled from within organization.
■ Not available to newly established enterprise

61. RESEARCH ARTICLE
■ A study to assess the knowledge of nurse managers regarding budgeting in
the selected hospitals of Western Maharashtra.
■ RESULTS: identified that only 15% of respondents had excellent knowledge,
31.5% had good knowledge, 20% had average knowledge, and 33.5% had poor
knowledge.
■ The study concluded that nurse managers at all levels must become proficient in
the budgeting process.