2. INTRODUCTION
● Staffing refers to the continuous process of finding, selecting
evaluating and developing a working relationship with current or
future employees.
● The main goal of staffing is to fill the various roles within the
company with suitable candidates.
● Staffing can be done within the company or by contractors at
various levels of the staffing process.
3. INTRODUCTION
● Staffing is the process of hiring eligible candidates in the
organization or company for specific positions.
● In management, the meaning of staffing is an operation of
recruiting the employees by evaluating their skills, knowledge
and then offering them specific job roles accordingly.
● It involves the process of filling the vacant position of the right
personnel at the right job, at right time. Hence, everything will
occur in the right manner.
4. INTRODUCTION
● It is a truth that human resource is one of the greatest for every
organization because in any organization all other resources
like- money, material, machine etc. can be utilized effectively
and efficiently by the positive efforts of human resource.
● Therefore it is very important that each and every person should
get right position in the organization so as to get the right job,
according to their ability, talent, aptitude, and specializations so
that it will help the organization to achieve the pre-set goals in
the proper way by the 100% contribution of manpower.
6. INTERNAL FACTORS AFFECTING STAFFING
Promotion Policy
Future Growth Plans
Technology Used
Support from Top Management
Image of Organization
7. INTERNAL FACTORS AFFECTING STAFFING
Promotion policy :
● Staffing is affected by the promotion policy of the organisation.
● If the organisation has a good promotion policy with prospects to
career growth and development, only then efficient people will be
attracted to the organisation.
● Internal promotions are better for lower and middle-level jobs. This is
because it increases the morale and motivation of the staff.
● However, for top level jobs, the ‘RIGHT’ person must be selected.
The right person may be from within the organisation, or he / she may
be selected from outside.
8. INTERNAL FACTORS AFFECTING STAFFING
Future Growth Plans:
● Staffing is also affected by the future growth plans of the organisation.
● If the organisation wants to grow and expand then it will need many talented
people.
● In order to grow and expand, the organisation must select experts and give
them continuous training and development.
9. INTERNAL FACTORS AFFECTING STAFFING
Technology Used:
● Staffing is also affected by the technology used by the organisation.
● If the organisation uses modern technologies then it must have a continuous
training programs to update the technical knowledge of their staff.
Support from Top Management:
● Staffing is also affected by the support from Top Management. If the top
management gives full support to it then the organisation can have scientific
selection procedures, scientific promotion and transfer policies, continuous
training programs, career development programs, etc.
10. INTERNAL FACTORS AFFECTING STAFFING
Image of Organization:
● Staffing is also affected by the image of the organisation in the job market.
● If it has a good image then staffing will attract the best employees and
managers.
● An organisation earns a good image only if it maintains good staffing policies
and practices.
● This includes job security, training and development, promotion, good
working environment, work culture, etc.
11. EXTERNAL FACTORS AFFECTING STAFFING
Labor Laws
Pressure from socio-political groups
Competition
Educational Standards
Other factors
12. EXTERNAL FACTORS AFFECTING STAFFING
Labor Laws:
● Labor Laws of the government also affect the staffing policy of the
organisation. For e.g. The organisation has to support ‘Social equality and
upliftment’ policies of the government by giving job reservations to
candidates coming from depressed classes like scheduled castes (SC),
scheduled tribes (ST), other backward classes (OBC), etc., and even to
those who are physically handicapped (PH).
● It is mandatory for an organisation not to recruit children in their workforce
and stop child labor.
● The provisions of ‘Minimum Wages Act’ guide an organisation to fix minimum
salaries of employees and stop their economic exploitation.
13. EXTERNAL FACTORS AFFECTING STAFFING
Pressure from Socio-Political Groups:
● Staffing is also affected by activities of socio-political groups and parties.
These groups and parties put pressure on the organisation to grant jobs only
to local people. The concept of ‘Sons of Soil’ is becoming popular in India.
Competition:
● In India, there is a huge demand for highly qualified and experienced staff.
This has resulted in competition between different organisations to attract
and hire efficient staff.
● Organisations often change their staffing policies, offer attractive salaries and
other job benefits in order to add the best minds in their workforce.
14. EXTERNAL FACTORS AFFECTING STAFFING
Educational standards :
● Staffing is also affected by the educational standards of an area. If the
educational standard of a place is very high then the organisation will only
select qualified and experienced staff for all job positions.
● For e.g. Some I.T. companies in India, only prefer skilled candidates with
computer or I.T. Engineering degree for the post of Software Developer.
Other external factors :
● Staffing is also affected by other external factors such as trade unions, social
attitude towards work, etc.
16. Basis for
Comparison
Recruitment Selection
Meaning
Recruitment is an activity of searching
candidates and encouraging them apply
for it.
Selection refers to the process of selecting
the best candidates and offering them job.
Approach Positive Negative
Objective
Inviting more and more candidates to
apply for the vacant post.
Picking up the most suitable candidate and
rejecting the rest.
Key Factor Advertising the job Appointment of the candidate
Sequence First Second
Process
Vacancies are notified by the firm through
various sources and application form is
made available to the candidate.
The firm makes applicant pass through
various levels like submitting form, written
test, interview, medical test and so on.
Contractual
Relation
As recruitment only implies the
communication of vacancies, no
contractual relation is established.
Selection involves the creation of
contractual relation between the employer
and employee.
Method Economical Expensive
18. RECRUITMENT
● Recruitment refers to the process of identifying, attracting, interviewing,
selecting, hiring and onboarding employees.
● In other words, it involves everything from the identification of a staffing need
to filling it.
● Depending on the size of an organization, recruitment is the responsibility of
a range of workers. Larger organizations may have entire teams of recruiters,
while others only a single recruiter.
● In small outfits, the hiring manager may be responsible for recruiting.
● In addition, many organizations outsource recruiting to outside firms.
19. WHAT DOES RECUITMENT INVOLVE?
● Identify the hiring need
● Devise a recruitment plan
● Write a job description
● Advertise the position
● Recruit the position
● Review applications
● Phone Interview/Initial Screening
● Interviews
● Applicant Assessment
● Background Check
● Decision
● Reference Check
● Job offer
● Hiring
● Onboarding
20. TYPES OF RECRUITMENT
● Internal recruitment: Post open positions on your internal career site so
current employees can apply.
● Retained recruitment: Hire a third party to fill open positions. You pay an
upfront fee for the recruitment work and may pay an additional fee once a
candidate is hired.
● Contingency recruiting: Similarly, this option involves using a third party to
recruit on your behalf, but you only pay a fee if a qualified candidate is hired.
● Staffing recruiting: This type of recruiting also involves a third-party
recruiter but is often used to fill short-term or temporary jobs.
21. TYPES OF RECRUITMENT
● Outplacement recruiting: This type of recruiting is sometimes offered to
employees who have been involuntarily terminated. The service, in addition
to other services offered by an outplacement company, are there to support
former employees with their job search.
● Career fairs: Whether in person or virtual, these events give your
organization an opportunity to meet qualified candidates and market your
employer brand.
● Campus recruiting: Participating in campus recruiting events can help in
recruiting new grads or co-op students.
22. TYPES OF RECRUITMENT
● Networking: Meeting other people in the community provides an opportunity
to share information about your organization.
● Social media: Posting open positions on Twitter, Facebook and LinkedIn is
a popular choice. Search engine ads that pop up in response to a query are
another option.
24. JOB REQUIREMENT
● Job requirements are “must haves” that an employer is looking for in a
candidate for a certain job position.
● Job requirements aren’t just a list of specific qualifications, education,
knowledge and skills needed for a particular position.
● They are a great opportunity to showcase your Employer Brand and
company culture and attract the best candidates!
● Job requirements are usually written in form of a list that contains the most
important qualifications that a candidate must possess in order to be able
to perform certain job duties.
25. JOB REQUIREMENT
● These qualifications include:
○ Work experience - types and amounts (years) of work experience
○ Skills (soft skills and/or technical skills)
○ Specific knowledge
○ Education level and type
○ Professional licenses, accreditations and certifications
○ Personal qualities and attributes
○ Languages
○ Physical abilities
26. IMPORTANCE OF JOB REQUIREMENT
● For employers:
○ Employer use job requirements as a way of preselecting potential
candidates.
○ communicate employer’s expectations from job seekers
○ By laying out clearly defined job requirements, employers can attract
the right type of candidates.
○ Over or under qualified candidates will be turned away from applying,
thus saving employers a lot of time and money in the long run.
27. IMPORTANCE OF JOB REQUIREMENT
● For job seekers:
○ Job requirements section of the job ads clearly states what an
employer is looking for. That way, potential candidates can know
what is required of them before applying.
○ If they match all the job requirements criteria, it means they are a
good fit for a job.
29. JOB DESIGN
● Job design is a process of determining job roles and what a job involves,
as well as how it relates to other relevant jobs and the organization's
structure.
● It includes deciding on:
○ the duties and responsibilities of the job holder,
○ the way the job is done, as well as
○ what support and resources the job holder needs
● It can be done stringently or flexibly, depending on the nature and scope of
the work that needs to be done.
30. JOB DESIGN
● The main purpose of job design is to:
○ optimise work processes,
○ ensure the right value is created and
○ improve productivity
● It does this by:
○ clarifying roles, systems and procedures;
○ reducing repetitive elements within and between jobs; and
○ optimising the workers’ responsibility
31. JOB DESIGN
● Job design is an important element of people strategy as it influences:
○ How well organised work is.
○ How fulfilling and motivating employees find their work.
○ What opportunities employees have to develop skills and progress.
○ Whether workloads are sustainable and healthy
● Job design is thus a central component of job quality or ‘good work’ that
benefits those doing the job as well as the organization's long-term growth
and sustainability.
34. JOB DESIGN - METHODS
1. Job Rotation
● This method of job design, known as job rotation, is where employees of an
organization as exposed to several different roles & profiles across the
company.
● Employees are rotated across various job profiles and the best-suited roles
are identified.
2. Job Simplification
● Job design method based on complexity of work can be understood by job
simplification.
● This involves identifying mechanical processes, repetitive work, one-product
development, tools & skills required.
35. JOB DESIGN - METHODS
3. Job Enlargement
● The job design method of job enlargement adds more tasks & value to an
existing job profile.
● Apart from the basic skills & abilities required to do the basic work, job
enlargement offers more tasks to be performed to the employee
4. Job Enrichment
● Job enrichment method of job design looks at enriching the work of the
employee by adding more responsibility, value and decision-making powers.
This enriches an individual not only professionally but also adds to personal
development.
36. FACTORS AFEECTING JOB DESIGN
1. Ergonomics
2. Task Structure
3. Task Assortment
4. Level of Autonomy and Responsibility
5. Practices
6. Recognition and Support
7. Technological Developments
8. Strength of Union
9. Corporate Culture
10.Working Conditions etc.
38. SELECTION
● Selection is the process of choosing from the candidates, from within
the organization or from outside, the most suitable person for the
current or future positions.
● Dale Yoder said, “Selection is the process by which candidates for
employment are divided into classes those who will be offered employment
and those who will not.”
● The selection process involves making a judgment – not about the
applicant but about the fit between the applicant and the job by
considering knowledge, skills, abilities, and other characteristics
required to perform the job selection procedures are not carried out
through standard patterns and steps in this.
41. SELECTION TECHNIQUES
1: Cognitive Ability Assessment
● Cognitive assessments test the candidate’s mental acuity and ability to learn.
They can include anything from logic tests to pattern recognition and more.
They are common after studies have shown that cognitive ability is one of the
top influencing factors in job performance.
● Knowing a candidate’s cognitive ability is important for jobs at every level in
all kinds of industries. It can predict how well a candidate will pick up on the
training materials, how they will understand instructions, how efficiently they’ll
be able to solve problems throughout the workday, and how easily
communication will come to them
42. SELECTION TECHNIQUES
2: Job/Role Knowledge Assessment
● Like cognitive assessments, a job knowledge assessment is a test designed
to evaluate the candidate’s knowledge of the role. These tests need to be
tailored to the position. For example, when hiring a developer, you might ask
questions about the programming language, system architecture, or software
your company uses.
● These are excellent tests to evaluate the skills and knowledge of a given
candidate. However, they must be tailored to the role, which means large
companies may need dozens (if not hundreds) of different tests for different
positions at different levels within the organization.
43. SELECTION TECHNIQUES
3: Personality Assessments
● Personality assessments are tests administered to evaluate a candidate’s
character and traits. These tend to be most common for entry-level roles,
where skills are trainable, and experience is not required, but personality and
character are more critical.
● Personality assessments are often too generic and don’t correctly assess
traits relevant to the role. Also, similar to cognitive assessments, they can
introduce adverse impacts in your hiring process. However, when used
properly, they can successfully filter for high-quality candidates.
44. SELECTION TECHNIQUES
4: Learning Agility Assessments
● Learning agility is the ability of an individual to learn, unlearn, and relearn
tasks and skills in an ever-changing digital world. It is becoming more and
more critical as the development of software, technology, and tools
accelerates. These tests assess how capable a candidate is of adapting to
changing situations and learning the skills necessary to succeed without
hand-holding.
● While these assessments can be very potent, they are most relevant in fast-
paced industries and roles and less so in low-level positions or slow-moving
organizations. They can also be highly challenging to develop and administer
in a way that gets tangible results.
45. SELECTION TECHNIQUES
5: Past Performance Analysis
● Some say that the best predictor of future performance is past performance.
Thus, analyzing a candidate through the lens of their previous experience in
related or identical roles helps you determine how well they will perform in
your organization’s similar role.
● Experience alone is not enough. Performance must be considered.
Additionally, this kind of analysis works best on mid and high-level roles.
Entry-level roles typically don’t require previous experience, so filtering for it
can eliminate good candidates.
46. SELECTION TECHNIQUES
6: Sample Assignments
● In many roles, the best way to determine how well a candidate can perform
in your position is by asking them to perform. A developer might be given a
task to create an app or fix a bug, or a writer might be asked to write a
sample piece. Perhaps a sales agent is tasked with selling to an interviewer.
These allow you to see first-hand how the employee performs in the tasks
you’ll be asking them to perform.
● Many companies use uncompensated sample work as a way to get free
labor. Sample work can, however, suppress certain applicants, particularly if
they distrust your company. Also, when administered too early or take too
long, candidates may choose to look elsewhere rather than jump the hurdle.
47. SELECTION TECHNIQUES
7: Structured Interviews
● In many organizations, the interview process is informal, a free-form
assessment from a skilled interviewer, manager, or HR representative meant
to get an impression of the candidate in person. Unfortunately, these are
unscientific and rarely effective.
● Meanwhile, a structured interview uses the same set of questions, the same
structure, the same format for each candidate who reaches the interview
stage. This process is graded objectively using a scorecard for a more
scientific and rigorous evaluation of each candidate.
48. SELECTION TECHNIQUES
8: Physical Fitness Assessments
● A physical fitness assessment tests how well a candidate can perform
physical tasks, such as lifting weight or endurance running. They are virtually
required for some roles but are largely irrelevant for most current positions
within a company. As such, they are not recommended unless the fitness
requirements are genuinely required to perform the job’s duties.
49. SELECTION TECHNIQUES
9: Peer Interviews
● Peer interviews are a style of an interview conducted, not by a department
head or HR manager, but by the team the prospective employee would be
working with.
● Peer interviews can give deeper insights into how well a candidate fits with
company culture, how well they know their role rather than studying for an
interview and assessment, and how well they mesh with the others in the
office.
50. SELECTION TECHNIQUES
10: Reference Checks
● Some view the requirements for candidates to list personal and professional
references as part of their application as outdated. In a vast majority of cases, the
references are never contacted. However, it may be worthwhile to use references as
part of your candidate screening process.
● The trick to talking to references is asking open-ended questions that encourage the
contact to speak at length. You can use the answers to better judge the skills,
character, and potential pitfalls of the candidate.
● The primary downside is that references are often less professional and less put-
together than candidates attending interviews. They may also be biased, as with
friends and family references, and may not accurately represent the candidate. And,
of course, interviewing references is time-consuming, meaning it should be limited to
only your most likely candidates.
51. SELECTION TECHNIQUES
11: Temp-To-Hire Contracts
● One way to assess whether or not a potential employee can do the job is to hire them
to do the job. While this may sound counter-intuitive, temporary contracts allow you to
put the candidate in the deep end immediately, with the understanding that their
contract will be renewed or converted into a full hire if they perform adequately. Since
the risk is somewhat lower than a full hire and subsequent termination of a poor
choice employee, temporary contracts allow more flexibility to assess a candidate
over a more extended period.
● The primary downside is that you will still need to process some level of assessment
before hiring for a temporary contract. Additionally, the contract period necessitates a
lengthy evaluation period before deciding. Some smaller and more agile companies
will not want to invest in these things.
52. SELECTION TECHNIQUES
13: Automated Filtering
● Modern software offers companies the option to use machine learning to scan
through resumes, applications, and other relevant documentation to evaluate and
filter a candidate pool automatically.
● This option is in its relative infancy as a technology. As such, it has many drawbacks.
It can be tricked if the applicant knows what keywords to use in their documentation.
It can be biased – whether inherently by the training data or implicitly by past hiring
practices. It also offers little rationale or nuance in its decisions, as explaining the
inner workings of an algorithm is complex.
● For those reasons, automated filtering is best left for “unskilled” labor positions, entry-
level positions, and bulk positions where nuance isn’t as important.
Editor's Notes
Ergonomics (or human factors) is the scientific discipline concerned with the understanding of interactions among humans and other elements of a system, and the profession that applies theory, principles, data and methods to design in order to optimize human well-being and overall system performance.
