Staffing Procedure

STAFFING
Staffing is that part of the process of management which is concerned with obtaining, utilizing and maintaining a satisfactory and satisfied work force. It is the process of identifying, assessing, placing, evaluating and developing individuals at work. Staffing is a very important function of the management. No organization can be successful unless it can fill and keep filled the various positions with the right type of employees. 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. (Harold Koontz and Cyril ODonnell) PURPOSE OF STAFFING To establish and maintain sound personnel relation at all levels of the organization To make effective use of personnel to attain the objectives of the organization

NATURE OF STAFFING 1. Staffing is an important managerial functionStaffing function is the most important managerial act along with planning, organizing, directing and controlling. The operations of these four functions depend upon the manpower which is available through staffing function.

2. Staffing is a pervasive activityAs staffing function is carried out by all managers and in all types of concerns where business activities are carried out.

3. Staffing is a continuous activityThis is because staffing function continues throughout the life of an organization due to the transfers and promotions that take place.

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Staffing Procedure 4. The basis of staffing function is efficient management of personnelsHuman resources can be efficiently managed by a system or proper procedure, that is, recruitment, selection, placement, training and development, providing remuneration, etc.

5. Staffing helps in placing right men at the right job. It can be done effectively through proper recruitment procedures and then finally selecting the most suitable candidate as per the job requirements.

6. Staffing is performed by all managers Staffing is performed by all managers depending upon the nature of business, size of the company, qualifications and skills of managers, etc. In small companies, the top management generally performs this function. In medium and small scale enterprise, it is performed especially by the personnel department of that concern.

SIGNIFICANCE OF STAFFING

Staffing provides man power which is the key input of an organization. It helps in discovering and obtaining competent personnel for various jobs It makes for higher performance by placing right persons on the right job It improves job satisfaction and morale of employees through objective assessment and fair compensation of their contributions It facilitates optimum utilization of human resources and in minimizing costs of manpower It ensures the continuity and growth of organization through the development of organization It enables an organization to cope with the shortage of executive talent

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Staffing Procedure NEED FOR STAFFING

The need for staffing has increased due to the following reasons Increasing size of organizations In a large organization there are several positions. Systematic programs for the selection, training and appraisal of employees are required for efficient functioning of the enterprise.

Advancement of technology Significant improvements have taken place in technology. In order to make use of the latest technology, the appointment of right type of persons is necessary. Right personnel can to procured, developed and maintained for new jobs only if the management performs its staffing function effectively.

Long range need for manpower In order to execute the long term plans, management must determine the manpower requirements well in advance. It is also necessary to develop managers for succession in future. The need for staffing has increased due to shortage of good managerial talent and high rate of labour turnover.

High wage bill Personnel cost accounts for a major portion of operating costs today. Efficient performance of the staffing function is essential to make the best use of personnel.

Trade unionism Efficient system for staffing has become necessary to negotiate effectively with organization of executives. With the spread of education, executives have become increasingly aware of their prerogatives. Collective bargaining has brought change in their attitudes. Separation of ownership from management requires a more professional approach towards the staffing function.

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Staffing Procedure Human relations movement Enlightened employers have come to recognize the dignity of labour. Managers use the knowledge of behavioral sciences in molding the behavior of employees in the right direction. By performing the staffing function well, management can show the significant it attaches to the human resources in the organization.

CHARACTERISTICS OF STAFFING

Staffing is a universal function. It is the responsibility of every management. Staffing is a dynamic function Staffing cannot be entrusted fully to personnel department or any other service department. Staffing helps in the accomplishment of organizational goals through team spirit and optimum contribution from every employee. Staffing is concerned with the management of managers Staffing is a difficult function with extraordinary problems of social, philosophical and psychological in nature.

ESSENTIALS OF A GOOD STAFFING POLICY A good staffing policy should possess the following characteristics

It should take into account the interest of both employer and employees It should be complete in every respect It should be simple and precise It should be reasonably stable and permanent It should be flexible It should be responsive to prevailing trends in industry and society It should take into account variations in the capabilities, interest and attitudes of employees It should be properly communicated to those for whom it is intended

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Staffing Procedure It should be uniformly applicable to all members of the organization It should be acceptable to the employees

ELEMENTS OF STAFFING The elements of staffing are,

Procurement Employment of proper number and kind of personnel is the first function of staffing this involves:
1.

Manpower planning It is the process of determining current and future manpower needs in terms of the number and quality of the personnel.

2.

Recruitment It implies locating sources of acceptable candidates.

3.

Selection It involves choice of right type of people from the available candidates. This requires evaluating various candidates and selecting those that match the needs of the organization.

4.

Placement It means assigning specific jobs to the selected candidates.

Development After placing the individual on various jobs it is necessary to train them so that they can perform their jobs efficiently. Proper development of personnel is essential to increase their skill in the proper performance of their jobs. Development involves orientation, counseling and training of the personnel. Orientation is the socializing process of adjusting newly hired employees in the organization. Training is the process of improving the knowledge and skills of personnel.

Compensation levels Compensating personnel means determining adequate and equitable remuneration of personnel for their contributions to the organizational goals. Both monetary and
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Staffing Procedure nonmonetary rewards are decided keeping in view human needs, job requirements, prevailing wage levels, organizations capacity to pay etc. Compensation involves job evaluation, performance appraisal; promotion etc. Job evaluation is the process of determining the relative worth of different jobs in the organization. Performance appraisal involves evaluating the employees performance in relation to certain standards. Promotions, transfers etc. are other elements of the reward system.

Integration It involves developing a sense of belonging to the enterprise. Sound communication system is required to develop harmony and team spirit among employees. Effective machinery is required for the quick and satisfactory redressal of all problems and grievances of employees, it is essential to motivate employees towards the accomplishment of organizational goals. Discipline and labour relation are important elements of integration.

Maintenance It involves provision of such facilities and services that are required to maintain the physical and mental health of employees. These include measures for health, safety and comfort of employees. Various welfare services may consists of provision of cafeteria, restrooms, group insurance, recreation club, education of children of employees etc.

STEPS IN STAFFING PROCESS

Human resource planning The purpose of human resource planning is to ensure that the personnel needs of the organization will be met. Three elements of human resource planning are: Forecasting the personnel requirements Comparing the requirements to the inventory of potential candidates within the organization Developing specific plans for how many people to recruit or whom to train

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Staffing Procedure Recruitment In this step, management will attempt to identify and attract candidates to meet the requirements of anticipated or actual vacancies. The actual recruitment of potential employees is traditionally done through newspaper and professional journal advertisement.

Selection Following recruitment, those candidates who have applied for the position advertised must be evaluated and one chosen whose credentials match job requirements. The steps in selection process include completing an application form, interview and physical examination.

Induction and orientation Once selected, the employee must be integrated into the organization. The induction and orientation process includes introduction of the new employee to the work group and acquainting him with the organizations policy and rules.

Training and development Through training and development the organization tries to improve the employees ability to contribute to the organizations effectiveness. Training is concerned with improvement of the employees skills. Development is concerned with the preparation of the employ for additional responsibility. Performance appraisal A system designed to measure the actual job performance of an employee compared to designated performance standards.

Employment decisions Employment decisions in the areas of monetary rewards, transfers, promotions and demotions will be made based on the outcome of the performance appraisal. Separation Voluntary turnover, retirements, layoffs and terminations must also be a concern of management.

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Staffing Procedure

RECRUITMENT
Recruitment is distinct from Employment and Selection. Once the required number and kind of human resources are determined, the management has to find the places where the required human resources are/will be available and also find the means of attracting them towards the organization before selecting suitable candidates for jobs. All this process is generally known as recruitment. Some people use the term Recruitment for employment. These two are not one and the same. Recruitment is only one of the steps in the entire employment process. Some others use the term recruitment for selection. These are not the same either. Technically speaking, the function of recruitment precedes the selection function and it includes only finding, developing the sources of prospective employees and attracting them to apply for jobs in an organization, whereas the selection is the process of finding out the most suitable candidate to the job out of the candidates attracted (i.e., recruited).

PROCEDURES AND PROCESSES OF RECRUITMENT The following are the most commonly used methods of recruiting people. INTERNAL METHODS: 1. Promotions and Transfers This is a method of filling vacancies from within through transfers and promotions. A transfer is a lateral movement within the same grade, from one job to another. It may lead to changes in duties and responsibilities, working conditions, etc., but not necessarily salary. Promotion, on the other hand, involves movement of employee from a lower level position to a higher level position accompanied by (usually) changes in duties, responsibilities, status and value. Organisations generally prepare badly lists or a central pool of persons from which vacancies can be filled for manual jobs. Such persons are usually passed on to various

departments, depending on internal requirements. 2. Job Posting Job posting is another way of hiring people from within. In this method, the organisation publicises job opening on bulletin boards, electronic method and similar outlets. One of the
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Staffing Procedure important advantages of this method is that it offers a chance to highly qualified applicants working within the company to look for growth opportunities within the company to look for growth opportunities within the company without looking for greener pastures outside. 3. Employee Referrals Employee referral means using personal contacts to locate job opportunities. referral is that it takes one to know one. EXTERNAL (DIRECT) METHODS 1. Campus Recruitment It is a method of recruiting by visiting and participating in college campuses and their placement centres. Here the recruiters visit reputed educational institutions such as IITs, IIMs, colleges and universities with a view to pick up job aspirants having requisite technical or professional skills. Job seekers are provided information about the jobs and the recruiters, in turn, get a snapshot of job seekers through constant interchange of information with respective institutions. Guidelines for campus recruiting: companies using college campuses as recruitment source should consider the following guidelines: Identify the potential candidates early: The earlier that candidate with top potential can be identified, the more likely the organization will be in a position to attract them. Employ various means to attract candidates: These may include providing research grants; consulting opportunities to faculty members, funding university infrastructural requirements, internships to students, etc. in the long run these will enhance the prestige of the company in the eyes of potential job seekers. Use effective recruitment material: Attractive brochures, films, computer diskettes, followed by enthusiastic and effective presentations by company officials, correspondence with placement offices in respective campus in a friendly way will help in booting the company image in the eyes of the applicants. The company must provide detailed information about the characteristics of entry level positions, especially those that have had a major positive impact on prior applicants decisions to join the company.
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It is a

recommendation from a current employee regarding a job applicant. The logic behind employee

Staffing Procedure Offer training to campus interviews: Its better to devote more time and resources to train on campus interviewers to answer specific job related questions of applicants. Come out with a competitive offer: Keep the key job attributes that influence the decisions of applicants such as promotional avenues, challenging assignments, long term income potential, etc., while talking to candidates.

EXTERNAL (INDIRECT) METHODS:Advertisements:These include advertisements in newspapers; trade, professional and technical journals; radio and television; etc. in recent times, this medium has become just as colourful, lively and imaginative as consumer advertising Newspaper Ads: Here it is easy to place job ads without much of a lead time. It has flexibility in terms of information and can conveniently target a specific geographic location. On the negative side, newspaper ads tend to attract only those who are actively seeking employment at that point of time, while some of the best candidates who are well paid and challenged by their current jobs may not be aware of such openings. Television and radio ads: These ads are more likely to each individual who are not actively seeking employment; they are more likely to stand out distinctly, they help the organization to target the audience more selectively and they offer considerable scope for designing ads creatively. However, these ads are expensive. Also, because the television or radio is simply seen or heard, potential candidates may have a tough time remembering the details, making application difficult. THIRD PARTY METHODS Private Employment Search Firms:-

As search firm is a private employment agency that maintains computerized lists of qualified applicants and supplies these to employers willing to hire people from the list for a fee. AT the lower end, a number of search firms operate providing multifarious services to both recruiters and the recruiters.
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Staffing Procedure Employment Exchanges:-

As a statutory requirement, companies are also expected to notify their vacancies through the respective Employment Exchanges, Gate Hiring and Contractors:-

Gate hiring (where job seekers, generally blue collar employees, present themselves at the factory gate and offer their services on a daily basis), hiring through contractors, recruiting through word-of-mouth publicity are still in use despite the many possibilities for their misuse in the small scale sector in India. Unsolicited Applicants / Walk-ins:-

Companies generally receive unsolicited applications from job seekers at various points of time; the number of such applications depends on economic conditions, the image of the company and the job seekers perception of the types of jobs that might be available etc. Such

applications are generally kept in a data bank and whenever a suitable vacancy arises, the company would intimate the candidates to apply through a formal channel Alternatives to Recruitment:-

Since recruitment and selection costs are high (search process, interviewing agency fee, etc.) firms these days are trying to look at alternatives to recruitment especially when market demand for firms products and services is sluggish. Moreover, once employees are placed on the payroll, it may be extremely difficult to remove them if their performance is marginal.

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Staffing Procedure

SELECTION
Through the process of recruitment the company tries to locate prospective employees and encourages them to apply for vacancies at various levels. Recruiting, thus, provides a pool of applicants for selection.

Tests as Selection Tool: Tests are useful selection devices in that they uncover qualifications and talents that cant be detected otherwise. They can be used to predict how well one would perform if one is hired, why one behaves the way one does, what situational factors influence employee productivity, etc. Tests also provide unbiased information that can be put to scientific and statistical analysis. Standards for Selection Tests To be useful as predictive and diagnostic selection tools, test must satisfy certain basic requirements: Reliability: Test scores should not vary widely under repeated conditions. If a test is administered to the same individual repeatedly, he should get approximately identical score. Reliability is the confidence that an indicator will measure the same thing every time. Validity: Validity is the extent to which an instrument measures what it intends to measure. In a typing test validity measures a typists speed and accuracy. To determine whether it really measures the speed and accuracy of a typist is to demonstrate its validity. The question if determining the validity of a selection test, thus, has a lot to do with later performance on the job. Qualified People: Test require a high level of professional skills in their administration and interpretation. Professional technicians are needed for skilled judgmental interpretations of test scores. Preparation: A test should be well prepared. It should be easy to understand and simple to administer.

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Staffing Procedure Suitability: a test must fit the nature of the group on which it is applied. A written test comprising difficult words would be fruitless when it is administered on less educated workers. Usefulness: Exclusive reliance on any single test should be avoided, since the results in such a case are likely to be criticized. To be useful, it is always better to use a battery of test. Standardization: Norms for finalising test scores should be established. There must be prescribed methods and procedures for administering the test and for scoring or interpreting it.

PROCEDURES AND PROCESSES SELECTION The Process Selection is usually a series of hurdles or steps. Each one must be successfully cleared before the applicant proceeds to the next one. The time and emphasis place on each step will definitely vary from one organisation to another and indeed, from job to job within the same organisation. The sequence of steps may also vary from job to job and organisation to organisation.

Steps in Selecting Process

Step 1: RECEPTION A company is known by the people it employs. In order to attract people with talents, skills and experience a company has to create a favourable impression on the applicants right from the stage of reception. Whoever meets the applicant initially should be tactful and able to extend help in a friendly and courteous way. Employment possibilities must be presented honestly and clearly. If no jobs are available at that point of time, the applicant may be asked to call back the personnel department after some time. Step 2: SCREENING INTERVIEW A preliminary interview is generally planned by large organisations to cut the cost of selection by allowing only eligible candidates to go through the further stages in selection. A junior
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Staffing Procedure executive from the Personnel Department may elicit responses from the applicants on important items determining the suitability of an applicant for a job such as age, education, experience, pay expectations, aptitude, location, choice etc. this courtesy interview as it is often called helps the department screen out obvious misfits. If the department finds the candidate suitable, a prescribed application form is given to the applicants to fill and submit. Step 3: APPLICATION BLANK Application blank or form is one of the most common methods used to collect information on the various aspects of the applicants academic, social, demographic, work related background and references. It is a brief history sheet of employees background, usually containing the following things: Personal data (address, sex, telephone number) Marital data Educational data Employment Experience Extra-curricular activities References and Recommendations

Usefulness of Application Blank or Form Application blank is highly useful selection tool, in that way it serves three important purposes: 1. It introduces the candidate to the company in a formal way. 2. It helps the company to have a cross-comparison of the applicants; the company can screen and reject candidates if they fail to meet the eligibility criteria at this stage itself. 3. It can serve as a basis to initiate a dialogue in the interview.

Step 4: SELECTION TESTING In this section let examine the selection test or the employment test that attempts to asses intelligence, abilities, personality trait, performance simulation tests including work sampling

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Staffing Procedure and the tests administered at assessment centres- followed by a discussion about the polygraph test, graphology and integrity test. Some of the commonly used employment tests are: Intelligence tests Aptitude tests Personality tests Achievement tests Miscellaneous tests such as graphology, polygraph and honesty tests.

1. Intelligence Tests: These are mental ability tests. They measure the incumbents learning ability and the ability to understand instructions and make judgements. The basic objective of such test is to pick up employees who are alert and quick at learning things so that they can be offered adequate training to improve their skills for the benefit of the organization. These tests measure several abilities such as memory, vocabulary, verbal fluency, numerical ability, perception etc. Eg. Standford-Binet Test, Binet-Simon Test. 2. Aptitude Test: Aptitude test measure an individuals potential to learn certain skillsclerical, mechanical, mathematical, etc. These tests indicate whether or not an individual has the capabilities to learn a given job quickly and efficiently. In order to recruit efficient office staff, aptitude tests are necessary. An aptitude tests is always administered in combination with other tests like intelligence and personality tests as it does not measure on-the-jobmotivation 3. Personality Test: Of all test required for selection the personality tests have generated a lot of heat and controversy. The definition of personality, methods of measuring personality factors and the relationship between personality factors and actual job criteria has been the subject of much discussion. Researchers have also questioned whether applicants answer all the items truthfully or whether they try to respond in a socially desirable manner. Regardless of these objections, many people still consider personality as an important component of job success. 4. Achievement Tests: These are designed to measure what the applicant can do on the job currently, i.e., whether the testee actually knows what he or she claims to know. A typing test
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Staffing Procedure tests shows the typing proficiency, a short hand tests measures the testee ability to take dictation and transcribe, etc. Such proficiency tests are also known as work sampling test. Work sampling is a selection tests wherein the job applicants ability to do a small portion of the job is tested. 5. Simulation Tests: Simulation exercise is a tests which duplicate many of the activities and problems an employee faces while at work. Such exercises are commonly used while hiring managers at various levels in an organisation. To assess the potential of a candidate for managerial positions assessment centres are commonly used. 6. Assessment Centre: An assessment centre is an extended work sample. It uses procedures that incorporate group and individual exercises. These exercises are designed to stimulate the type of work which the candidate will be expected to do. Initially a small batch of applicants comes to the assessment centre (a separate room). 7. Graphology Test: Graphology involves using a trained evaluator to examine the lines, loops, hooks, stokes, curves and flourishes in a persons handwriting to assess the persons personality and emotional make-up. Polygraph (Lie-Detector) tests: the polygraph records physical changes in the body as the tests subject answers a series of questions. It records fluctuations in respiration, blood pressure and perspiration on a moving roll of graph paper. The polygraph operator forms a judgement as to whether the subjects response was truthful or deceptive by examining the biological movements recorded on the paper. 8. Integrity Test: These are designed to measure employees honestly to predict those who are more likely to steal from an employer or otherwise act in a manner unacceptable to the organization. The applicants who take these tests are expected to answer several yes or no type questions.

Step 5: SELECTION INTERVIEW: Interview is the oral examination of candidates for employment. This is the most essential step in the selection process. In this step the interviewer matches the information obtained about the

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Staffing Procedure candidates through various means to the job requirements and to the information obtained through his own observations during the interview. Interview gives the recruiter an opportunity To size up the candidate personally; To ask question that are not covered in the tests; To make judgments on candidates enthusiasm and intelligence; To assess subjective aspects of the candidate facial expressions, appearance, nervousness and so forth; To give facts to the candidates regarding the company, its policies, etc. and promote goodwill towards the company.

PHYSICAL EXAMINATION: After the selection decision and before the job offer is made, the candidate is required to undergo a physical fitness test. A job offer is often contingent upon the candidate being declared fit after the physical examination. Step 6: MEDICAL EXAMINATION: Certain jobs require physical qualities like clear vision, perfect hearing, unusual stamina, tolerance of hard working conditions, clear tone, etc. Medical examination reveals whether or not a candidate possesses these qualities. Step 7: REFERENCE CHECKS Once the interview and medical examination of the candidate is over, the personnel department will engage in checking references. Candidates are required to give the names of 2 or 3 references in their application forms. These references may be from the individuals who are familiar with the candidates academic achievements or from the applicants previous employer, who is well versed with the applicants job performance and sometimes from the co-workers. In case the reference check is from the previous employer, information in the following areas may be obtained.

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Staffing Procedure Step 8: HIRING DECISION: The line manager has to make the final decision now whether to select or reject a candidate after soliciting the required information through different techniques discussed earlier. The line manager has to take adequate care in taking the final decision because of economic, behavioral and social implications of the selection decisions. A careless decision of rejecting a candidate would impair the morale of the people and they suspect the selection procedure and the very basis of selection in a particular organization.

Analyze staffing resources to meet current and future objectives. In uncertain business settings, the significance of strategic human resources planning can become obvious very quickly. A company that reacts to circumstances by cutting staff as a measure to reduce short-term overhead can create unwanted repercussions. What initially looked like a smart and necessary move to economize in lean times can end up costing the company much more in the long-run. The resources that will be needed to subsequently recruit, hire, and train new employees may well exceed any short-term cost savings.

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Staffing Procedure

Orientation/Induction
It is a process through which a new employee is introduced to the job and the organization. Purpose of Orientation 1. Removes fear. 2. Creates a good impression. a. Adjust and adapt. b. Get along with people. c. Get off to a good start. 3. Acts as a valuable source of information Steps in Orientation Introduction Introduced to key personal and informed about company profiles, procedures and benefits. Training opportunities and career prospects are explained. Doubts are clarified, encouraged.

Socialization Process through which a new recruit begins to understand and accept the values, norms and beliefs held by others in the organization. Helps the employee to learn about the job and perform things in a desired way.

Follow-up To offer guidance to employees on various general as well as job related matters.

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Staffing Procedure

Training & Development

Every organization needs well-adjusted, trained and experienced people to perform its activities. As jobs in todays dynamic organizations have become more complex, the importance of employee education has increased. Employee training is a learning experience, it seeks a relatively permanent change in employees that improves their job performance. Training involves changing skills, knowledge, attitudes, or behavior. This may means changing what employee know, how they work, or their attitudes toward their jobs, coworkers, managers, and the organization. Managers, with HRM assistance, decide when employees need training and what form that training should take.

Definitions Employee training A learning experience designed to achieve a relatively permanent change in an individual that will improve the ability to perform on the job. Training is more present-day oriented; it focuses on individuals current jobs, enhancing those specific skills and abilities to immediately perform their jobs. Training helps the employee do their current job. The benefits of training may extend throughout a persons career and help develop that person for future responsibilities.

Employee development Future-oriented training, focusing on the personal growth of the employee. Development focuses on future jobs in the organization. As job and career progress, employee need new skills and abilities. Help that person for future responsibilities, with little concern of current job duties.

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Staffing Procedure Steps to Training & Development

1. 2. 3. 4. 5.

Determining training needs Training & development objectives Set program content and learning principles Implementation of actual program Evaluating the effectiveness of T & Program

1.

Determining training needs/ Need assessment:

What is need assessment? A training need exists when an employee lacks the knowledge or skill to perform an assigned task satisfactorily. It arises when there is a variation between what the employee is expected to do on the job and what the actual job performance is. Identifying the training needs: A training need exists when an employee or group of employees lacks the knowledge or skills to carry out their present or future job in a way that: Meets the standards required Incorporate new methods and procedures Need assessment diagnoses current problems and future challenges to be met through training and development. Need assessment must consider each employee. The employees needs may be determined by HR department, by supervisors, or by selfnominations. Specific training need should be based on: Organizations needs Type of work to be done Skills necessary to complete the work Indicators of declining job performance/ Indicators of need for more training: Drops in productivity Increased rejects
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Staffing Procedure Lower quality Inadequate job performance Rise in the number of accidents Customer Complaints Unsatisfactory customer survey ratings Missed objectives and targets New facilities or technology The value added by training must be considered versus the cost. Having identified the problems and performance deficiencies, we must lay out the difference between the costs of any proposed solutions against the cost of not implementing the solution. Here's an economic "gap analysis": What are the costs if no solution is applied? What are the costs of conducting programs to change the situation?

2.

Training & Development Objectives & Goals: Once it has been determined that training is necessary training goals must be establishes. Management should explicitly state its desired results for each employee. It must state what change in employee knowledge, skills, attitudes, and behaviors and also clarify what is to change and by hoe much. It should state the desired behavior and the conditions under which it is to occur. Goals should be specific, tangible, verifiable, timely, and measurable. Theses stated objectives then become standards against which individual performance and the program can be measured. They should be clear to both the supervisor and the employee because they can be used to evaluate their success. If the objectives are not met, failure gives the HR feedback on the program and the participants.

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Staffing Procedure
3.

(a) Program Content: The programs content is shaped by the needs assessment and the learning objectives. The program must meet the needs of the organization and participants. Participants must view the content as relevant to their needs or their motivation to learn may be low. (b) Learning Principles: Training & development are more effective when training methods match the learning styles of the participants and the types of jobs needed by the organization. Learning cannot be observed; only its results can be measured. Learning curves: Trainers have two goals related to shape of each employees learning curve. i. They want the learning curve to reach a satisfactorily level of performance. ii. They want the learning curve to get satisfactorily level as quickly as possible. The rate at which people learn depends on the individual, learning principles help speed up the learning process. Learning principles are guidelines to the ways in which people learn most effectively. The more these principles are reflected in training, the more effective training is likely to be. Learning principles are participation, repetition, relevance, transference, and feedback.

i. Participation: o Learning usually is quicker and longer lasting when the learner participates actively. o It improves motivation and apparently engages more senses that reinforce the learning process. ii. Repetition: o Repetition apparently etches a pattern into ones memory.

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Staffing Procedure iii. Relevance: o Learning is helped when material to be learned is meaningful. o Trainers explain the overall purpose of a job to trainees before explaining specific tasks. iv. Transference: o The more closely the demands of the training program match the demands of the job, the faster a person learns to master the job. o The close match between the simulator and the actual job allows the trainee to quickly transfer the learning in the simulator to actual conditions. v. Feedback: o Feedback gives learners information on their progress. o With feedback, motivated learners can adjust their behavior to achieve the quickest possible learning curve. o Without feedback trainee cannot gauge their progress and may become discourage.

Effectiveness of Training & Development approaches: In selecting T& D techniques, trade-offs exist. No single technique is always best; the best method depends on: Cost effectiveness Desired program content Learning principles Appropriateness of the facilities Trainee preferences and capabilities Trainer performance and capabilities

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Staffing Procedure Training & Development Methods: A. On-the-Job Training Methods

1.

Job instructions: It is received directly on the job, and so it is often called on-the-job training (OJT). It is used primarily to teach an employee how to do their current jobs. A trainer, supervisor, or coworker serves as the instructor. OJT includes several steps: i. The trainee receives an overview of the job, its purpose, and its desired outcomes, with an emphasis on the relevance of the training. ii. iii. iv. Trainer demonstrates the job to give the employee a model to copy. Employee is allowed to mimic the trainers example. Demonstrations by trainer and practice by the trainee are repeated until the job is mastered. v. Employee performs the job without supervision.

2.

Job rotation: Job rotation involves moving employees to various positions in the organization to expand their skills, knowledge and abilities. It can be either horizontal or vertical. i. ii. Benefits: It is excellent method for broadening an individuals exposure to company operations and for turning a specialist into a generalist. Increase the individuals experience Allows an employee to absorb new information Reduce boredom Stimulate the development of new ideas. Vertical job rotation is promoting a worker into a new position. Horizontal job rotation is short-term lateral transfer.

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Staffing Procedure Provide opportunities for a more comprehensive and reliable evaluation of the employee by supervisors.

3.

Assistant-To Position: Assistant-to positions allow employees with potential to work under and be coached by successful managers. Working as staff assistants, perform many duties under watchful eye of a supportive coach. Benefits: Employee experience a wide variety of management activities Groomed for the duties of next higher level position

4.

Committee assignments Committee assignments provide opportunities to an employee for:

Decision-making Learning by watching others Becoming more familiar with organizational members and problems

Temporary committee: Act as a taskforce to delve into a particular problem, ascertain alternative solutions, and recommend a solution. Temporary assignments can be interesting and rewarding to the employees growth.

Permanent committee: Increases the employees exposure to other members of the organization Broadens his/her understanding Provide an opportunity to grow and Make recommendations under the scrutiny of other committee members

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Staffing Procedure
5.

Apprenticeships and Coaching: Apprenticeships involve learning from a more experiences employee or employees. It may be supplemented with off-the-job classroom training. Assistantships and internships are similar to apprenticeships because they use high levels of participation by the trainee and have high transferability to the job. Coach attempts to provide a model for the trainee to copy. It is less formal than an apprenticeship program because there are few formal classroom sessions. Coaching is handled by the supervisor or manager not by HR department. Manager or another professional plays the role of mentor; give both skills and career advice.

B. Off-the-Job Training Methods

1.

Lecture Courses & Seminars: Traditional forms of instructions revolve around formal lecture courses and seminars. Helps the individuals acquire knowledge and develop their conceptual and analytical abilities. Many organizations offer these in-house, through outside vendors, or both. Lecture courses and seminars benefit from todays technology and are often offered in a distance-learning format. Feedback and participation can be improved when discussion is permitted along with lecture process. Benefits: Relative economic method

2.

Vestibules: Learning tasks on the same equipment that one actually will use on the job but in simulated work environment.
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Staffing Procedure Separate areas or vestibules are setup with equipment similar to that used on the job. This arrangement allows transference, repetition, and participation. Benefits: Not disrupting normal operations

3.

Role Playing and Behavior modeling: Role-playing is a device that forces trainees to assume different identities. For example, a male worker may assume the role of a female supervisor and a female supervisor may assume the role of a male worker. Then both may be given a typical work situation and told to respond, as they would expect the other to do. It is used to diversity training, to change attitudes and also helps to develop the interpersonal skills. Behavior can be learned, modified and altered through this method where individual is either matching or copying or imitating, through the observation of some other individual. It is an observational learning technique. Learning takes place not through experience but through observing the others behavior. The re-creation of the behavior may be videotaped so that trainer and the trainee can review and critique it. Trainer and trainee observe the positive and negative consequences; the employee receives vicarious reinforcement that encourages the correct behavior.

4.

Simulation: Simulation refers to any artificial environment that attempts to closely mirror an actual condition. Learning a job by actually performing the work

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Staffing Procedure May include case studies/case analysis, experimental exercises/decision games and role-plays and group interactions and are intended to improve decisionmaking. It is similar to vestibules, except that the simulator more often provides instantaneous feedback on performance. Benefits: Opportunities to attempt to create an environment similar to real situations manager face, without high costs for poor outcomes. Disadvantage: Difficult to duplicate the pressures and realities of actual decision-making on the job, Individuals often act differently in real-life situations than do in simulated exercise.

5.

Self-study & Programmed Learning: Carefully planned instructional materials can be used to train and develop employees. It is computer programs or printed booklets that contain a series of questions and answers.

After reading and answering a question, the reader gets immediate feedback. If right, the learner proceeds; if wrong, the reader is directed to review the accompanying materials. Programmed materials provide learner participation, repetition, relevance, and feedback. It ranges from manuals to prerecorded cassettes or videotapes.

Benefits: It is useful when employees are dispersed geographically or when requires little interaction.

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Staffing Procedure
6.

Outdoor Training: Outdoor training typically involves challenges, which teach trainees the importance of teamwork/working together.

It typically involves some major emotional and physical challenge. Purpose is to see how employees react to the difficulties that nature presents to them. Do they freak? Or are they controlled and successful in achieving their goal? Benefits: It reinforced the importance of working closely with one another, building trusting relationships, and succeeding as a member of a group.

5. Evaluation of Training and Development: Definition: Evaluation is the process of determining the value and effectiveness of a learning program. It uses assessment and validation tools to provide data for the evaluation. Assessment is the measurement of the practical results of the training in the work environment; while validation determines if the objectives of the training goal were met. Training and development activities must be evaluated systematically. The benefits gained must outweigh the costs of the learning experience. Only analyzing such programs determines effectiveness. It is not enough to merely assume that any training an organization offers is effective, we must develop substantive data to determine whether our training effort is achieving its goals that is correcting the deficiencies in skills, knowledge, or attitudes that assessed as needing attention. Several managers, representatives from HRM, and a group of worker who have recently completed a training program are asked for their opinions. Trainees comments are generally positive. The reactions of participants or managers, while easy to get, are the least valid, because their opinions are heavily influenced by factors that may have little to do with the trainings effectiveness: difficulty, entertainment value, or the personality characteristics of the instructor.

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Staffing Procedure Trainees reactions to the training many provide feedback on how worthwhile the participants viewed the training. Training must be evaluated in terms of how much the participants learned, how well they use their new skills on the job (did their behavior change?) and whether the training program achieved its desired results (reduced turnover, increased customer service, etc.)

Training Outcomes: Effective criteria used to evaluate training focus on outcomes. Trainers are particularly concerned about:
1. 2. 3. 4.

The reactions by trainees to the training content and process. The knowledge or learning acquired through the training experience. Changes in behavior that result from the training. Measurable results or improvements in the individuals or the organization, such as lower turnover, fewer accidents, or less absenteeism.

Steps in the evaluation of Training & Development: i. Establish the evaluation criteria before training & development Evaluation criteria closely match the training and development objectives. ii. Pretest: Participants should be given a pretest; that is, they should be tested to establish their level of knowledge before program begins.

iii.

Training and development program Implementing the training and development program.

iv.

Post- test: After training and development has been completed, a post-test or post training evaluation should reveal the improvement that resulted from the program. It is useful way to determine whether the information was communicated.

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Staffing Procedure v. Transfer to job: After post-test trainees are placed to their job for what they have trained and developed. vi. Follow-up: It may be conducted months later to see how ell learning was retained.

Performance-Based Evaluation Measures Performance-based measures (benefits gained) are better indicators of trainings costeffectiveness.

Post-training performance method.

Employees on-the-job performance is assessed after training. It may overstate training benefits.

Pre-post-training performance method.

Employees job performance is assessed both before and after training, to determine whether a change has taken place. It deals directly with job behavior.

Pre-post-training performance with control group method.

Compares the pre-post-training results of the trained group with the concurrent job performance of a control group, which does not undergo instruction. Used to control for factors other than training, which may affect job performance.

Development of Human Resource

i.

Benefits/ Advantages: Development of current employees reduces the companys dependence on hiring new workers. ii. If employees are developed, the job openings are more likely to be filled internally. Promotions and transfers also show employees that they have a career, not just a job. The employer benefits from increased continuity in operations and from employees who feel greater commitment to the firm.
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iii. iv.

Staffing Procedure v. vi. Increase the productivity of employees. It helps in the career development of organization and employees too.

Human resource development is also an effective way to meet several challenges, includes: i.

Employee obsolescence
Obsolescence results when an employee no longer possesses the knowledge or abilities needed to perform successfully. Or It may results from a persons failure to adapt to new technology, new procedures, and other changes. The more rapidly the environment changes, the more likely it is that employees will become obsolete. Employers are reluctant to take strong action and fire obsolete employee, particularly employees who have been with the company a long time. Proactively assessing the needs of employees and giving them programs to develop new skills can avoid employee obsolescence. If these programs are designed reactively, after obsolescence occurs, they are less effective and more costly. When an employee reaches a career plateau, obsolescence may be more likely. A career plateau occurs when an employee does well enough no to be demoted or fired but not so well that s/he is likely to be promoted. Motivation to stay current may be reduced when an employee realizes that s/he is at career plateau.

ii.

International & Domestic Workforce Diversity:

Workforce diversity causes many organizations to redesign their development programs. Role-playing and behavior modeling are more effective ways to train and develop employees for facing the challenges the workforce diversity.

iii.

Technological change:
Rapid changes in technology require the firms to engage in nearly continuous improvement.

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Staffing Procedure
Technological changes having profound impact on training and development, increases the need to assess the developmental requirements of current and future managers, professional and technical peoples.

iv.

Development, EEO and affirmative action:

Training and development activities must be conducted in such a way that they do not discriminate against protected classes.

v.

Employee Turnover:
Turnover the willingness on employees to leave one organization for another. Departures are largely unpredictable, development activities must prepare employees to succeed those who leave. Some employer with excellent development programs finds that training programs contribute to employee turnover. Therefore, they are reluctant to invest money in workers who may then take their new skills to a new job at a higher-paying competitor. After evaluate the importance of training and development programs, the organizations realize that it is better to have some trained employee who may leave than to have an untrained workforce that says.

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