The document discusses staffing, which refers to filling organizational positions by identifying vacancies, requirements, recruiting, selecting, placing, promoting, evaluating, and compensating employees. It defines staffing and describes the system approach to filling positions. External recruitment methods include advertisements, unsolicited applications, internet recruiting, employee referrals, executive search firms, professional associations, labor unions, and employment agencies. Internal recruitment involves promotions and transfers within an organization. Both external and internal recruitment have advantages and disadvantages.

1. DEFINITION AND NATURE OF
STAFFING
LESSON 1

2. STAFFING

3. STAFFING- refers to filling in all organizational job
positions and keeping these filled; it is done by identifying
job position vacancies, job requirements, workforce
requirements, checking the internal environment of the
organization for the human resources available, recruiting,
selecting, placing, promoting, evaluating, career planning,
development and training, and compensating, among
others
SYSTEM APPROACH TO STAFFING - is the step-by-step way
of filling job positions in organizations, considering variables
like numbers and kinds of human resources needed, open
managerial and non managerial positions, potential
successors to open job postions, etc.

4. Definitions
According to McFarland
“Staffing is the function by which managers build an organization
through the recruitment, selection, and development of individuals
as capable employees.”
According to Koontz, O’Donnell and Heinz Weihrich
“The management function of staffing is defined as filling position in
the organization structure through identifying workforce
requirements, inventorying the people available, recruitment,
selection, placement, promotion, appraisal, compensation, and
training of neede people”

5. Main Objective Of Staffing
to understand all function in an
organization
 to understand manpower
planning so that people are
available at right time and at a
right place
 to understand issues related to
job analysis and to overcome the

6. Scope Of Staffing
 Hiring
 Motivation
 Employee maintenance
 Human relations

7. The number of managerial personnel or
nonmanagerial human resources needed by an
organization depends on the size and
complexity of its operations, its plans for
branching out or increasing products, and
turnover rates of both types of human
resources, among others. Besides considering
their number, the qualifications for the
individual positions must be identified, so that
the best-suited individuals for the job positions
may be selected for hiring.

8. THE MANAGEMENT AND NONMANAGERIAL
HUMAN RESOURCES INVENTORY
Awareness of the management
potential within an
organization can be
accomplished with the use of
an inventory chart, also called
management
succession/replacement chart.
The need for nonmanagerial human
resources may be ascertained by
the use of a general organization
chart to identifying vacant job
positions that need to be filled or
by direct reports from
department/unit heads or
supervisors. Managers need not
make detailed succession planning,
as these job positions are less
sensitive.

9. EXTERNAL AND INTERNAL FORCES
AFFECTING PRESENT AND FUTURE
NEEDS FOR HUMAN RESOURCES
Present and future needs for
managers and other human
resources are affected by both
external and internal forces.

10. External Forces Include:
Economic
E.g. changes in the level of unemployment and the labour market will affect
the supply of available people and their pay rates
Technological
E.g. the rapid growth of social networking may require changes to the way
the business communicates with employees and customers
Social
E.g. the growing number of single-person households is increasing demand
from employees for flexible working options
Political & legal
E.g. legislation on areas such as maximum working time and other
employment rights impacts directly on workforce planning and remuneration

11. Internal Forces:
Corporate objectives
E.g. an objective of cost minimisation results in the need for
redundancies, delayering or other restructuring
Operational strategies
E.g. introduction of new IT or other systems and processes may
require new staff training, fewer staff
Marketing strategies
E.g. new product development and entry into a new market may
require changes to organisational structure and recruitment of a new
sales team
Financial strategies
E.g. a decision to reduce costs by outsourcing training would result
in changes to training programmes

12. RECRUITMENT
LESSON 2

13. Recruitment– a set of activities
designed to attract qualified
applicants for job position vacancies
in an organization

14.  According to Edwin Flippo,
"Recruitment is the process of searching
for prospective employees and
stimulating them to apply for jobs in the
organization"
Definitions

15. Recruitment may either be External or Internal. In
External Recruitment, outside sources are considered
in the process of locating potential individuals who
might want to join the organization and encouraging
them to apply for actual or anticipated job vacancies.
In Internal Recruitment, filling job vacancies can be
done through promotions or transfer of employees
who are already part of the organization. In other
words, recruitment is from within the organization.

16. METHODS OF EXTERNAL AND
INTERNAL RECRUITMENT

17. External recruitment methods include:
Advertisements- through websites, newspapers, trade journals,
radio, television, billboards, posters, e-mails, and others
Unsolicited applications- recieved by employers from individuals
who may or may not be qualified for the job openings.
Internet recruiting - there are thousands of independent job boards
on the Web commonly used by job seekers and recruiters to gather
and disseminate job opening information.

18. Employee referrals - are recommendation from the organization's
present employees who usually refer friends and relatives who they
think are qualified for the job.
Executive search firms- also known as "head hunters;" they help
employers find the right person for a job. Such firms seek out
candidates with qualifications that match the requirements of the
job openings that their client company hopes to fill.
Professional associations - may offer placement services to their
members who seek employment; employers may make use of the
listings that they publish in their journals regarding members who
are available for possible recruitment or hiring

19. Labor unions - possible sources of applicants for blue-
collar and professional jobs.
Public and private employment agencies - may also
be good sources of applicants for different types of
job vacancies; public employment agencies usually
offer free services while private ones charge fees from
both the job applicant and the employers soliciting
referrals from them.

20. Internal Recruitment is that which is
done from within the organization .
Most managers prefer to follow a
policy of filling job openings through
promotions and transfer.
Both External and Internal Recruitment
have their own advantages and
disadvantages

21. External Recruitment Advantages
1. Advertising and Recruiting through the internet reach a large number of possible
applicants and, therefore, increase the possibility of being able to recruit applicants
suited for the job.
2. Applicants who sumbit applications and resume through their own initiative are
believed to be better potential employees because they are serious about getting the job.
3. Employee referrals from outside are believed to be high quality applicants because
employees are generally hesitant to recommend person who are not qualified for job
openings.
4. Executive search firms usually refer highly qualified applicants from outside sources
because they make an effort to check applicant’s qualifications before recommending
them to client firms who pay for their services.
5. Educational institutions know the capabilities and qualifications of their graduates,
hence, increasing the chances of their ability to refer qualified applicants to potential
employers.

22. External Recruitment Disadvantages
1.The cost and time required
2. Possibility of practicing bias or
entertaining self-serving

23. Internal Recruitment Advantages
1.Less expenses are required for internal
recruitment advertising news-letters,
bulletin boards, and other
2.Training and orientation of newly promoted
3.The process of recruitment and selection is
faster

24. Internal Recruitment Disadvantages
1.The number of applicants to choose
from is limited
2.Favoritism may influence a
manager
3.It may result in jealousy among
other employees