Staffing Function of Management

The managerial function of staffing involves manning the organization structure through proper and effective selection, appraisal and development of the personnels to fill the roles assigned to the employers/workforce. According to Theo Haimann, Staffing pertains to recruitment, selection, development and compensation of su ordinates.!

Nature of Staffing Function

". Staffing is an important managerial function- Staffing function is the most important mangerial act along with planning, organizing, directing and controlling. The operations of these four functions depend upon the manpower which is availa le through staffing function. #. Staffing is a pervasive activity- As staffing function is carried out y all mangers and in all types of concerns where usiness activities are carried out. $. Staffing is a continuous activity- This is ecause staffing function continues throughout the life of an organization due to the transfers and promotions that take place. %. The basis of staffing function is efficient management of personnels- Human resources can e efficiently managed y a system or proper procedure, that is, recruitment, selection, placement, training and development, providing remuneration, etc. &. Staffing helps in placing right men at the right job. 't can e done effectively through proper recruitment procedures and then finally selecting the most suita le candidate as per the (o re)uirements. *. Staffing is performed by all managers depending upon the nature of usiness, size of the company, )ualifications and skills of managers,etc. 'n small companies, the top management generally performs this function. 'n medium and small scale enterprise, it is performed especially y the personnel department of that concern.

Staffing Process - Steps involved in Staffing

". Manpower requirements- The very first step in staffing is to plan the manpower inventory re)uired y a concern in order to match them with the (o re)uirements and demands. Therefore, it involves forecasting and determining the future manpower needs of the concern. #. Recruitment- +nce the re)uirements are notified, the concern invites and solicits applications according to the invitations made to the desira le candidates. $. Selection- This is the screening step of staffing in which the solicited applications are screened out and suita le candidates are appointed as per the re)uirements. %. Orientation and lacement- +nce screening takes place, the appointed candidates are made familiar to the work units and work environment through the orientation programmes. placement takes place y putting right man on the right (o . &. Training and !evelopment- Training is a part of incentives given to the workers in order to develop and grow them within the concern. Training is generally given according to the nature of activities and scope of e,pansion in it. Along with it, the workers are developed y providing them e,tra enefits of indepth knowledge of their functional areas. -evelopment also includes giving them key and important (o s as a test or e,amination in order to analyze their performances. *. Remuneration- 't is a kind of compensation provided monetarily to the employees for their work performances. This is given according to the nature of (o . skilled or unskilled, physical or mental, etc. /emuneration forms an important monetary incentive for the employees.

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erformance "valuation- 'n order to keep a track or record of the ehavior, attitudes as well as opinions of the workers towards their (o s. 1or this regular assessment is done to evaluate and supervise different work units in a concern. 't is asically concerning to know the development cycle and growth patterns of the employees in a concern. 2. romotion and transfer- 3romotion is said to e a non. monetary incentive in which the worker is shifted from a higher (o demanding igger responsi ilities as well as shifting the workers and transferring them to different work units and ranches of the same organization

4thnocentric is a staffing policy that is used in companies that has primarily international strategic orientation. This policy is generally adopted y head)uarters y sending employees from the home or parent countries to the host country. This approach is used est in some situations such as, a team is sent from the home country to help setting up a new plant as well as train su sidiary personnel to use new system. The enefit of having staffs from home country a road is that employees may gain e,periences worldwide in order to ecome higher level in management of their head)uarters ecause international managers re)uire road perspective and international e,posure. 3olycentric is the policy involved hiring and promoting employees who are citizens of the host countries that the su sidiary is operated. This policy is est used when companies want to keep hiring cost low. 5oreover, employees who are hired at su sidiary level would not have any pro lem adapting to the culture. 6ommunication is smooth within the operation. /egiocentric staffing policy involves hiring and promoting employees ased on specific regional conte,t where su sidiary is located. This approach is used when regional employees are needed for important positions. However, oth employees from host countries and a third country are employed. The disadvantage of using this type of policy is that sometimes employees from home or host countries are not unselected. 'nstead, employees from a third are selected to su sidiary in which they may face cultural differences. 7eocentric staffing approach is used when companies adopt a transnational orientation. 't is est used when companies need the est personnel to work at su sidiary. 4mployees are selected regardless where they come from. This staffing strategy is relia le for all su sidiaries ecause est employees are selected and sent from the company8s worldwide network.

Repatriation
/epatriation may e defined as the activity of ringing an e,patriate ack to the home country /epatriation is the final step in the e,patriation process 9/ecruitment : selection pre departure training foreign assignment repatriation or reassignment; /epatriation is important ecause with it are associated a num er of severe challenges for the e,patriate which may significantly determine his or her performance prior to the return to the home country, and which hinder the e,patriate reintegration due to read(ustment pro lems or reverse culture shock after return

Phases of the Repatriation Process

(1) 3reparation < 3rovision of information to the e,patriate to facilitate the return to the

home country. 4,ample= 6hecklist of the things to do in the host country prior to departure 9closing accounts, payment of ills etc.;
(2) 3hysical /elocation < 'ncludes activities such as removing personal effects,

reaking ties with colleagues and friends and traveling to the home country. Help to the e,patriate and his or her family is usually provided y relocation consultants or firms. 6omprehensive and personalized relocation assistance serves to reduce an,iety, stress, uncertainty and disruption e,perienced y the e,patriate and his or her family.
(3) Transition < 3hase in which the e,patriate and his or her family read(ust to their

return to the home country. Some companies hire relocation consults to assist in this phase also. Typical activities include ac)uiring temporary accommodation, making arrangements for housing and schooling, performing necessary administrative tasks 9e.g. renewing driver8s license, applying for medical insurance, opening ank accounts;
(4) /ead(ustment < This phase involves coping with reverse culture shock and the

e,patriate8s career demands on the organization