Staffing involves matching jobs with capable employees through a process of selection, placement, growth and development. It includes developing job descriptions, determining manpower needs, recruiting applicants, selecting candidates, training and developing employees, and evaluating performance. Staffing aims to ensure the right people with the right skills are in the right jobs to help the organization achieve its goals. It is a critical management function that is related to other functions like planning, organizing and directing.

1. STAFFING

2. Meaning of Staffing
Staffing is the process of matching the jobs with capable people. It is
concerned with the selection, placement, growth and development of people
in an organisation. The main features of staffing may be stated as:
 Staffing involves people
 Staffing is development-oriented
 Staffing is continuous
 Staffing is a three-step process
 Hiring the right kind of people to fill vacancies.
 Developing their skills through training, and
 Maintaining them by creating favourable conditions of work.

3. Importance of Staffing
Nothing is more important to a firm than the qualities and abilities of the
people it employs. People are indispensable in the generation of goods and
services.
Staffing helps an organisation in the following ways:
1. Key to other managerial functions
2. Design a sound organisation
3. Motivation to do outstanding work

4. Relationship of Staffing to other Functions
Staffing is related to other functions of management in the following
manner:
 Planning
 Organising
 Directing

5. Human Resource Management
Human Resource Management may be defined as the art of procuring,
developing and maintaining competent workforce to achieve the goals of an
organisation in an effective and efficient manner. It has the following features:
 Pervasive force
 Action oriented
 Individual oriented
 People oriented
 Development oriented
 Integrating mechanism
 Comprehensive function
 Auxiliary service
 Inter-disciplinary function
 Continuous function

6. Objectives of HRM
 To help the organisation reach its goals
 To employ the skills and abilities of the workforce efficiently
 To provide the organisation with well-trained and well-motivated
employees
 To increase to the fullest level of employee's job satisfaction and self-
actualisation
 To develop and maintain a Quality of Work Life
 To communicate HR policies to all employees
 To help maintain ethical policies and behaviour

7. Personnel Management
Personnel Management is concerned with people at work and their
relationships with each other. It may be defined as a set of programmes,
functions and activities designed to maximise both personal and organisational
goals.
Features
 Personnel management is concerned with employees, both as
individuals and as a group in attaining goals. It is also concerned
with behaviour, emotional and social aspects of personnel.
 It is concerned with the development of human resources
 Personnel management covers all levels and all categories of
employees. It covers both organised and unorganised employees.
 It applies to the employees in all types of organisation in the world.
 Personnel management is a continuous and never-ending process.
 It aims at attaining the goals of an organisation, (organisational,
individual and societal goals) in an integrated way.
Cont…

8.  Personnel management is a responsibility of all line managers and a function of
staff managers in any organisation.
 It is concerned mostly with managing human resources at work.
 Personnel management is the central sub-system of an organisation and it
permeates all types of functional management.
 Personnel management aims at securing unreserved cooperation from all
employees in order to attain predetermined goals.

9. Personnel Management: Functions
Personnel Management is concerned with two sets of functions, namely
 Managerial functions
 Planning
 Organising
 Directing
 Controlling
 Operative functions
 Employment
 Human Resource Development
 Compensation
 Human Relations
 Effectiveness of Human Resource Management

10. Human Resource Development
Important features of HRD may be summarised as:
 HRD is a system
 HRD is a planned process
 HRD involves development of competencies
 HRD is an inter-disciplinary concept

11. Points of Difference between HRD and Personnel
Personnel Function Points of distinction HRD
Maintenance oriented. Orientation Development oriented.
An independent function with independent Structure Consists of inter-dependent parts.
sub-functions.
Reactive function, responding to events as Philosophy Proactive function, trying to anticipate and
and when they take place. get ready with appropriate responses.
Exclusive responsibility of Responsibility Responsibility of all managers in the
personnel department. organisation.
Emphasis is put on monetary rewards. Motivators Emphasis is on higher-order needs such as –
how to design jobs with stretch, pull and
challenge; how to improve creativity and
problem solving skills, how to empower
people in all respects, etc.
Improved performance is the result of Outcomes Better use of human resources leads to
improved satisfaction and morale. improved satisfaction and morale.
Tries to improve the efficiency of people Aims It tries to develop the organisation as a whole
and administration. and its culture.

12. Elements of the Staffing Process
The following elements are involved in the staffing process:
 Human Resource Planning
 Job Analysis
 Recruitment
 Selection
 Placement and Orientation
 Training and Development
 Performance Appraisal

13. Human Resource Planning
HRP is required to meet the following objectives:
 Forecast personnel requirements
 Cope with changes
 Use existing manpower productively
 Promotes employees in a systematic manner:
Importance
 Reservoir of talent
 Prepare people for future
 Expand or contract
 Cut costs
 Succession planning

14. The process of HRP
 Forecasting the Demand for Human Resources
 External challenges
 Organisational decisions
 Workforce factors
 Forecasting techniques
 Other methods
 Workforce analysis
 Work-load analysis
 Job analysis
 Preparing Manpower Inventory (Supply Forecasting)
 Internal Sources
 External Sources
 Determining-Manpower Gaps
 Formulating Manpower Plan(s)

15. Job Analysis
Uses of Job Analysis
The important uses of job analysis may be summarised thus:
(a) Human resource planning
(b) Recruitment
(c) Selection
(d) Placement and orientation
(e) Training
(f) Counselling
(g) Employee safety
(h) Performance appraisal
(i) Job design and redesign
(j) Job evaluation

16. The Process of Job Analysis
The major steps involved in job analysis are as follows:
(a) Organisational analysis
(b) Selection of representative positions to be analysed
(c) Collection of job analysis data
(d) Preparation of job description
(e) Preparation of job specification

17. Specimen of Job Description
Title Compensation manager
Code HR/2310
Department Human Resource Department
Summary Responsible for the design and administration of employee compensation
programmes.
Duties  Conduct job analysis.
 Prepare job descriptions for current and projected positions.
 Evaluate job descriptions and act as Chairman of Job Evaluation
Committee.
 Insure that company's compensation rates are in tune with the
company's philosophy.
 Relate salary to the performance of each employee. Conduct
periodic salary surveys.
 Develop and administer performance appraisal programme.
 Develop and oversee bonus and other employee benefit plans.
 Develop an integrated HR information system.
Working Conditions Normal, Eight hours per day. Five days a week.
Report to Director, Human Resource Department.

18. Job Specification
The job specification is a logical outgrowth of a job description. For each job
description, it is desirable to have a job specification. This helps the
organisation to find what kind of persons are needed to take up specific jobs.
Job specification is useful in the selection process because it offers a clear set
of qualifications for an individual to be hired for a specific job.

19. Staffing Defined
Staffing may be defined as a management function which ensures “jobs to be filled with
the right people, with the right knowledge, skill and attitudes.” The staffing function
includes the following subfunctions:
i. Developing job descriptions.
ii. Determining manpower requirement in terms of numbers, skills, levels and
locations.
iii. Recruiting the means or getting application for the jobs to be filled up.
iv. Selecting the most suitable candidate among those who apply or are eligible for
promotion.
v. Placing the personnel at various positions by making transfers, if necessary.
vi. Training to improve skills and performance.
vii. Appraising and counselling.

20. Cont….
Job Analysis
The important contents of job analysis are shown below:
Job Analysis
Job Description Job Specification
A statement containing A statement of human
items such as: qualifications necessary to do the job.
It usually contains items such as:
Job title Education
Location Experience
Summary of duties Training
Detailed statement of work Skill
to be performed
Tools, equipments, machines Special attitude
Materials used Initiative
Responsibilities Responsibilities
Qualifications required Analysis and judgement
Working conditions Ability
Hazards Adaptability
Relation to other jobs Mental and visual demand
Emotional characteristics

21. Cont….
Significance of Job Analysis
Job analysis is an essential ingredient in designing a sound personnel programme. Job
information gathered from job analysis may be used for following purposes:
i. Organisational planning,
ii. Manpower planning,
iii. Recruitment and selection,
iv. Training and development,
v. Wages and salary administration,
vi. Performance appraisal,
vii. Job re-engineering, and
viii. Health and safety.

22. Cont….
Process of Job Analysis
The following steps are undertaken for developing job analysis:
i. Collection of factual material,
ii. Developing job description,
iii. Developing job specification,
iv. Preparation of report, and
v. Approval from top management.

23. Methods Employed in Job Analysis
Following methods are employed to collect information for a job analysis:
i. Questionnaire method
ii. Check list
iii. Observation
iv. Interview
v. Record
vi. Participation
vii. Technical conference

24. Cont….
Manpower Planning
Manpower planning ensures that the required personnel of required skills are available at
the right time.
Basic Elements of Manpower Planning
i. Forecasting the future needs of manpower.
ii. Developing the sound recruitment and selection procedure.
iii. Proper utilization of available manpower.
iv. Controlling and reviewing the manpower costs.

25. Data/Factors to be Considered in Manpower Planning
i. Workload: Expectations of workload at different periods starting from now till
sometime in the future depending on the time it will take to complete the
process of finding men and preparing them to take up the jobs.
• Norms of work which indicate how much of each kind of work can be done by
one person.
• Expectation of exists, temporary and permanent.
• The expectations of workload have to take note of:
ii. Business plans for expansion, diversification, etc.
iii. Strategies that affect structure, system, technology, etc.

26. Cont….
Recruitment
Recruitment is the process of discovering the potential applicants for actual or anticipated
organisational vacancies.
Sources of Recruitment
There are usually two sources of recruitment:
i. Internal sources
ii. External sources

27. Cont….
Internal sources
 Internal sources include personnel already on the pay role of the organisation.
Whenever any vacancy arises somebody from within the organisation may be
looked into.
 Generally, it is desirable to have people from within the organisation rather than
recruiting from outside. The main advantages are:
i. It provides motivation to employees,
ii. Builds greater loyalty among employees,
iii. It is costly to train a new man,
iv. Existing employees know the organisation, its culture and its goals.

28. Cont….
External sources
 The advantages with outside recruitment is that it brings in new blood and a
fresh outlook into the organisation. It is based on merit.
 Especially at senior levels; a new candidate often helps to change the old habits,
system and procedures.
Recruitment from external sources is usually made through:
i. Advertisements in the press.
ii. Employment exchanges.
iii. Placement and head hunting agencies.
iv. Educational and training institutions.
v. Professional and other associations.
vi. Friends, relatives, employees and other contacts.

29. Selection
Selection is the process of choosing a person suitable for the job out of several persons.
Not all those who satisfy the specifications are good for appointment.
The steps in the selection process are:
i. Scruting of applications including verification of certificates to eliminate those
who do not satisfy the specifications.
ii. Preliminary tests, if the number of applicants is for in excess of the
requirements.
iii. Skill checks/tests for checking operational competence in typing, stenography,
machine operations, handling numbers, language felicity, etc.
iv. Psychological tests to test personality dimensions.
v. Personal interview by a single or panel of interviewers.
vi. Reference checking with previous employer or eminent acquaintances.
vii. Medical examination.

30. Cont….
Transfers and Promotions
 A transfer is a change in position without a change in status or pay.
 Promotion on the other hand carries the implications that either or both (usually
both) will be improved by the job change.
 Both transfers and promotions may involve a shift in office or even place of
work.

31. Transfer takes place for several reasons:
a) A person may have been too long in the same place and probably beginning to
get rusty.
b) To correct a mistake in placement. An employee might not have developed a
liking or aptitude for a particular work and consequently is probably not doing
well. A transfer is intended to try him elsewhere.
c) Being moved as part of a development programme, providing exposure to
different kinds of jobs in the organisation.
d) As part of movement along a career path.

32. Cont….
Appraisals
Performance appraisals seek to evaluate employees performance at work primarily for
the following reasons:
i. Identify his strong and weak points with a view to identifying specific
development needs.
ii. Find out his potential for different kinds of functions and for growth.
iii. Determine his training requirements to strengthen potential or correct deficiency.
iv. To guide decisions on increments, transfers, promotions or other rewards.
Thus, appraisals are tools for development of individuals’ control and reward performance,
and strengthening organisational systems.

33. A method usually followed is to do a rating of “traits ” that are considered desirable and
relevant for performance. Some of the traits which are usually appraised:
 Ability to delegate
 Adaptability
 Analytical ability
 Ability to supervise
 Capacity to learn
 Communication skills—oral and written
 Concern for customer
 Cooperativeness
 Creative ability
 Decisiveness
 Dependability or reliability
 Health
 Human relation skills
 Tactfulness
 Training of subordinates.

34. Manpower Development
 In today’s context, even survival is difficult, unless one catches up with modern
knowledge for running enterprise.
 In the context of manpower development the first step is to identify training
needs. This means that one knows what the company needs are and what is
the level of knowledge available within the company. The difference between
the two is the training need.
 To start with, a management inventory has to be prepared. This is a record of
the qualification, and experience of each person in the company, and the appraised
standard of performance. This manpower inventory has to be constantly updated.

35. Job Rotation
 Job rotation is one of the techniques to develop individuals.
 Job rotation is the process of moving a person through different jobs at the
same level of responsibility.
 The exposure and the opportunity to do different jobs help to improve competence
and perspectives.

36. Cont….
Training
The training activities within an organisation covers the following major areas:
i. Knowledge
ii. Skills
iii. Behaviour
iv. Developing perspectives about the business or the environment, the linkages
between the different elements etc.

37. Cont….
Different techniques of training may involve use of any one of the three situations noted
below:
a) Where the trainer and trainee are both active.
b) Where the trainer is active and the trainee is passive (this is the least effective).
c) Where the trainer is passive and the trainee is active.
Some of the training methods are as follows:
i. Training in the field/on the job
ii. Simulating real life situations
iii. Laboratory training
iv. Sampling real life
v. Individualised training or counselling
vi. Discussion method
vii. Lecture method

38. Choice of a Training Method
The choice of a method will depend on the particular situation and the objectives of the
training programmes.
An analysis of some of the more important methods of training is given below:
1. Case method
2. Incident process
3. Lecture method
4. Business games
5. Role playing

39. Rewards and recognition
 Rewards satisfy and provide pleasure. People put in efforts in order to obtain
rewards and avoid punishments.
 In organisations, a recognition is a confirmation of propriety on endorsement of
having done the right thing.
 Rewards are usually thought of as financial like giving increments, bonus incentive
payments, etc.
 Non-financial reward can be equally satisfying. Example of non-financial rewards are:
i. Praise or appreciation.
ii. Mention in records or reports to seniors.
iii. Nomination/support in acquiring further learning or skill.
iv. Being sent on a holiday or study tour.
v. Opportunity to present paper in professional circle.