The document discusses staffing management and the staffing process. It defines staffing and explains its importance for achieving organizational goals. The key steps in the staffing process are identified as manpower planning, recruitment, selection, training, and placement and induction. Various internal and external sources of recruitment are outlined. Selection methods like application forms, interviews, tests and background checks are also highlighted. Different types of training methods including on-the-job and off-the-job training are described. The roles of placement, orientation and induction in staffing are defined in less than 3 sentences.

1. StaffingManagement of Personnel

2. Management of
Human resources
Manning of
Organisational
structure
Placing right men
at the right job
Recruitment,
Selection,
Placement
Training & development
Provide remuneration
Filling with
human resources
Intro
Obtaining &
maintaining
Capable &
Competent
people

3. In Planning– Set goal/target/objective
Goal/Target/
Objective

4. In Organising – Create Organisational Structure

5. In Staffing – Putting people in the Structure

6. Topics
1 Definitions
2 Importance of Staffing
3 Staffing process
4 Sources of Recruitment
5 Selection
6 Training & development
7 Methods of training
8 Placement, Orientation & Induction

7. 1.
Definitions

8. Definition -1 DaltonMcFarland

9. Definition -2 Koonzand O’Donnell
Executive function
which involves
Recruitment, Selection,
Compensating, training,
promotion, retirement of
subordinate managers

10. Definition -3 Weirich
Filling and keeping
filled, positions in the
organization structure

22. Staffing process is
concerned with providing
the organisation
the right number of people
at the right place, and at
the right time
the organisation would be
able to achieve its goals
effectively
With
So that

23. A wrong placement in the
organisation would adversely affect
the productivity of the organisation
as a whole

24. Steps in Staffing Process
1 Manpower planning
2 Recruitment
3 Selection
4 Training
5 Placement & Induction

25. Anticipated human resources
Skill & expertise required
To achieve
Organisational objectives
Action plans
To meet
Note: Current assessment, future assessment of the
human resource needs and the development of future
programme as well as career development

26.  Seeking and attracting a pool of people from which qualified
candidates for job vacancies
 Development and maintenance of adequate manpower
resources is the main task of recruitment

27.  Critical step
 Choosing candidates who best meet the qualifications and
requirements of the job

28.  It is the process of increasing the knowledge and skills of an
employee for doing a particular job.
 The objective of training is to achieve a change in the
behaviour of those trained

29.  Placement refers to assigning rank and responsibility to an
individual,
 Identifying him with a particular job
 If the person adjusts to the job and continues to perform per
expectations, it means that the candidate is properly placed.
 However, if the candidate is seen to have problems in
adjusting himself to the job, the supervisor must find out
whether the person is properly placed as per the latter’s
aptitude and potential

31. Sources of recruitment

32. Internal Sources
 Present employees: Employees on the payroll.
 Basic internal sources: Transfers, promotions
of present employees
 Review: Personnel records and skills
 Employee’s friends and relatives

33. Internal sources - Merits
1 Encourage employees – Reachtoppositions
2 Track record – Rightpeople
3 Little training – Knowmajoroperations
4 Expenditure – Relativelyless
5 Improves the morale – Preferredoveroutsiders

34. Internal sources - Limitations
1 Healthy sign - Discouragenewblood& Deprivedof Youngtalent
2 Favouritism - Not suitability& Maintaingoodrelations
3 Skills - Becomeobsolete& Externalrecruitmentinevitable
4 One universally accepted disadvantage –
PeterPrinciple
“peoplearepromoteduntiltheyfinallyreachto thelevelof incompetence”

35. External sources
 Existing employees are inadequate
 Not properly qualified and skilled enough
 Unfit (Age or specialization)
1 Employment exchanges – Employmentexchangesrunby government
2 Advertisement – Advertisementin newspapersor tradeand professionaljournals.
3 Educational Institutions – Recruitmentthrougheducationalinstitutionsis alsoknownas
campusrecruitment
4 Employee walk-in – Somepeople sendunsolicitedapplicationsto theorganisationsenjoying
goodwilland reputation.
5 Employee referrals – Informalsystemof recruitment (word-of-mouth)
6 Miscellaneous – Gatehiring

36. External sources - Advantages
1
Wider spectrum - The number of applicantswould
be verylarge (Carefullyafter weighing the pros and cons)
2
Avoid bias to some personnel - Following
the external sourcesof recruitment objectively

37. External sources - Limitations
1 Dissatisfaction - Personnelchosenfromexternalsources
2 Demoralize - Come to knowthat organizationsare considering the
outsiders
3 Costly - spendheavilyonadvertisements
4 Poor response - Potential candidatesresponsesmaybe dismaland
disappointing
5 Wastage of resources - It is customaryto pay (toand fro)the
expenses of thecandidatesfor attending interviews

40. S.N
o
A B
1 Application blank
a) To assess the candidate’s strengths and
weaknesses
2
Preliminary
interview
b) Letter of appointment
3 Employment tests c) Dig up into the candidates past history
4 Final interviews
d) Written record of candidate's
qualification
5
Background
investigations
e) Careful assessment (Face to Face)
6
Medical
examinations
f) A Personal History Questionnaire
7
Final selection &
Placements
g) The pre-employment physical
examination
h) Elimination of unsuitable candidates in
the very beginning

49. Increase
 Productivity
 Knowledge and skill
 Versatility
Maintain
 Personal growth of
employees
 Without
obsolescence
Help
 Future personnel
needs
Promote
 Safety of workers
on the job
Improve
 Quality of Product
 Health of workers
 Organisational
climate

51. These methods of training are not competitive, rather they are
complementary

52. On-the-job training
O Training begins the first day
O Every employee learns a lot on the job.
O Normally given by the superior or
supervisor
O Notable feature is that there is no
artificial location
O Everything is a reality

53. On-the-job training - Methods
O Coaching
O Apprenticeship training
O Job rotation
O Vestibule training
O Self-improvement programme

54. On-the-job training
O Actual working
environment - Trainee learns
on actual working
environment rather than on
artificial environment
O Observe - Rules, regulations,
and systems being followed
in day-to-day organizational
life
O Economy - Additional
personnel are not required for
training
Merits
(Payoffs)

55. On-the-job training
O Haphazard manner - No
direction & disorganized
learning on the part of the trainee
O Costly - Inexperienced handling
of machines and tools by the
trainees may result in colossal
losses
O Productivity - Dismal and
disappointing & Affects the flow
of work
O Difficult to work as well as
learn
Demerits

56. Off-the-job training
O Off-the-job training refers to training conducted away
from the actual work setting
O Some of the popular methods of off-the-job training
are:
• Lectures and classroom instruction
• The conference method
• Group discussions
• Role playing
• Case studies
• T-group training (or sensitivity training)

57. Off-the-job training
O High Productivity - The trained
employees are placed in the actual
work station; hence, high productivity is
maintained
O No Production Error - In off-the-job
training, the employees are trained
outside the work environment.
Therefore, they are not involved in
production process as in OJT. As a
result, error in production can be
minimized
O Economy - Off-the-job training will be
economical in the sense that a large
groups of trainees are trained
simultaneously at a time

58. Off-the-job training
O Free On Production - When the trainees
are not involved in production process,
the production activities can be carried out
without any interruption. Hence, it runs
freely,. Moreover, costly errors and injuries
can be avoided
O Large People - In off-the-job training, a
large number of people can be trained at
a time
O Less Time Of Training - Under off-the-job
training, a large amount of information can
be recovered within a short span of time.
During training phase, no production will
take place; hence, training requires less
time

59. Off-the-job training
O Outside The Work Station - OTJ training
program takes place outside the work station,
so that it may not yield the desired result to
employees as they are unknown with actual
machines and equipments
O Not Effective - Off-the-job training will not be
effective as the employees are trained in an
artificial classroom. They are unfamiliar with
actual work environment. As a result of
which, it requires long time for them to learn
O No Production - During training period, no
production takes place because employees
are kept away fro the actual work place. The
organization bears only training cost without
any physical output

60. Off-the-job training
O Expensive - Off-the-job training is
expensive in the sense that the
organization has to prepare extra
place for training outside the actual
work environment
O Lack Of Feedback - The employees
are trained away from the
organizational work environment;
hence, it lacks feedback to
employees.

61. Placement, Orientation & Induction
O Placement – Right job to the right person
O Orientation – Act of introducing the person
with the job
O Induction - Admit (someone) formally to a
post or organization

62. Induction
O Act of introducing the person with the
job
O Details of the job – Roles,
Responsibilities & Job requirements
O Also called as “Socialisation”

63. Orientation
O Wider term than Induction
O Not only job but also Environment (Co-
workers & Organization
O Varies with the organizational size (Small
– Informal & Large – Formal)