Staffing is the process of acquiring, developing, and retaining the right people in the right jobs at the right time. It includes identifying workforce needs, recruitment, selection, placement, training, evaluation, and compensation. Manpower/human resource planning is a key part of staffing as it involves forecasting future personnel needs, preparing an inventory of current employees, identifying gaps between current and future needs, and creating action plans to address surpluses or shortages. The goals are to ensure the right number and types of employees are available when and where needed to achieve organizational objectives. Internal factors like business plans and external factors like laws and competition influence staffing and planning decisions.

1. STAFFING

2. CONCEPT
• Staffing is the process of acquiring, developing,
employing, appraising, remunerating and retaining
people so that right type of people are available at
right positions and at right time in the organisation.
• Koontz et al – The managerial function of staffing is
defined as filling positions in the organization
structure through identifying workforce
requirements, inventorying the people available,
recruitment, selection, placement, promotion,
appraisal, compensation, and training of needed
people.

3. FEATURES
• Staffing function is related to employment of
personnel of all types – managerial as well as
operative in the organization
• Staffing includes a variety of activities through
which the organization tries to ensure that
various positions remain filled by the most
suitable personnel

4. Contd..
• Staffing function is performed by every
manager in the organization like other
managerial functions viz planning, organizing,
directing and controlling though they receive
considerable staff assistance in performing
staffing function.

5. Factors affecting Staffing
• External factors
– Nature and competition for Human Resoures
• Demand Vs Supply
– Legal forces
• Restrictions to free recruitment – Laws, reservations
– Socio-cultural factors
– External influences
• Political, Community, business contacts

6. • Internal factors
– Organizational business plan
• type of personnel required in future
• Based on business plan – growing, stagnating and declining
– Size of organization
– Organizational image
• Facilities for T & D, promotional avenues, incentives,
work culture
– Past practices

7. MAN POWER PLANNING
• Also known as Human Resource Planning
• Starting point in staffing function
• HR planning deals with forecasting of
additional human resources required in an
organization in future.

8. • Geisler – HRP definition should include
– Forecasting manpower needs
– Developing appropriate policies and programmes
for meeting those needs.
– Implementing policies and programmes,
– Controlling these programmes

9. Geisler defines…
• Manpower planning (HRP) is the process –
including forecasting, developing,
implementing and controlling – by which a
firm ensures that it has the right number of
people and right kind of people, at the right
place, at the right time, doing things for which
they are economically most suitable.

10. Features of Man Power Planning
• Process by which an organization tries to
ensure that right people at right place and at
right time are available.
• Determination of future needs of manpower
• Manpower availability at a future period to
make manpower suitable for future
managerial positions

11. Man Power Planning Process
Organizational objectives
and plans
Manpower
planning Preparing manpower
inventory
Forecasting manpower
requirement
Identification of
manpower gap
Surplus manpower Shortage of Manpower
Action plans for bridging gap

12. Organizational objectives & plans
• Starting point of any activity in an
organization – generates plans and policies
and provides direction for future course of
action.

13. Forecasting manpower requirement
• Forecasting over a period of time
• Depends on scale of operation
• Machine – man ratio
• Change in productivity

14. Preparing Manpower Inventory
• Inventory – counting the tangible objects
• Human resource inventory – not simply not
counting the heads but cataloguing their
present and future Skills potentials.

15. Process of Preparing Manpower
Inventory
• Determination of personnel to be included in
the inventory
– Persons with potential for development and
available in the organisation.
– Persons up to certain age group, holding
managerial positions
• Cataloguing factual information on each
individual
– Detailed information of those individuals

16. • Systematic detailed appraisal of each individual
– Present and potential talents
– Specific remarks – commendable work, specific
limitations, training etc
• Detailed analysis of those individuals who have
potential for development
– Career planning, promotion, training

17. Identification of Manpower gap
• Difference between manpower required at a
particular time and personnel being available
at that particular time.
• Based on the forecasts for human resource
needs and supply

18. Action plans
• Surplus – VRS, layoff, reduced work hours
• Shortage – recruitment, developing
personnel, motivating and integrating with
the organization

19. Importance of Man Power Planning
• Precedes all other staffing functions
• Translates the organizational objectives and
plans into the number and kind of personnel
needed to achieve those objectives
• Defining the future personnel needed
• Basis for recruiting and developing personnel
• Avoid over / under staffing (VRS)

20. • Coping with changes
– Change in technology attached more premium to
knowledge & skills
• Providing base for developing talents
– Knowledge oriented jobs
• Increasing investment in Human Resources
• Forcing top management to involve in staffing