STAFFING

INTRODUCTION
 After setting up the organizational structure that
has been decided to best serve the interest of a
certain firm, the next move that has to be made
is to fill up the identified positions with the most
qualified persons available.
 Organizations are very sensitive to whatever
staffing errors are made. Placing the wrong
person in a highly specialized position like
quality control, for instance, may bring untold
damages to the firm.
WHAT IS STAFFING?
 Staffing may be defined as “the
management function that determines
human resource needs, recruits, selects,
trains, and develops human resources for
jobs created by an organization.”
 Staffing is undertaken to match people
with jobs so that realization of the
organization’s objectives will be facilitated
STAFFING PROCEDURE
1. Human resource planning
2. Recruitment
3. Selection
4. Induction and Orientation
5. Training and Development
6. Performance appraisal
7. Employment decisions (monetary rewards,
transfers, promotions and demotions) and
8. Separations
Human Resource Planning
 The planned output of any organization
will require a systematic deployment of
human resources at various levels. To be
able to do this, the manager will have to
involve himself with human resource
planning. This will be done in conjunction
with the efforts of the human resource
officer.
Activities of Human Resource
Planning
 Forecasting which is an assessment of future
human resource needs in relation to the current
capabilities of the organization.
 Programming which means translating the
forecasted human resource needs to personnel
objectives and goals.
 Evaluation and Control which refers to
monitoring human resource action plans and
evaluating their success.
METHODS OF FORECASTING
 Time series Methods – which use historical data to
develop forecasts of the future.
 Explanatory, or casual models – which are attempts to
identify the major variables that are related to or have
caused particular past conditions and then use current
measures of these variables to predict future conditions.
 Monitoring methods – are those that provide early
warning signals of significant changes in established
patterns and relationships so that the manager can
assess the likely impact and plan responses if required.
Recruitment
 Recruitment refers to attracting qualified
persons to apply for vacant positions in the
company so that those who are best
suited to serve the company may be
selected.
Sources of Applicants
1. The organization’s current employees. Some of the organization’s current
employees may be qualified to occupy positions higher than the ones they
are occupying. They should be considered.
2. Newspaper and Advertising. There are at least three major daily
newspapers distributed throughout the Philippines. Readership is higher
during Sundays.
3. Schools. These are good sources of applicants. Representatives of
companies may interview applicants inside campuses.
4. Referrals from employees. Current employees sometimes recommend
relatives and friends who may be qualified.
5. Recruitment firms. Some companies are specifically formed to assist client
firms in recruiting qualified persons. Examples of these companies are the
SGV Consulting and John Clements Consultants, Inc.
6. Competitors. These are useful sources of qualified but underutilized
personnel
Selection
 Selection refers to the act of choosing from
those that are available the individuals most
likely to succeed on the job. A requisite for
effective selection is the preparation of a list
indicating that an adequate pool of candidates is
available.
 The purpose of selection is to evaluate each
candidate and to pick the most suited for the
position available.
Ways of Determining the
Qualifications of a Job Candidate
 Application blanks. The application blank provides information about a
person’s characteristics such as age, marital status, address, educational
background, experience, and special; interests. After reading the application
blank, the evaluator will have some basis on whether or not to proceed
further in evaluating the applicant.

 References. References are those written by previous employers, co-

workers, teachers, club officers, etc... Their statements may provide some
vital information on the character of the applicant.

 Interviews. Information may be gathered in an interview by asking a series

of relevant questions to the job candidate.

 Testing. This involves an evaluation of the future behavior or performance of

an individual.
TYPES OF TEST
1. Psychological Tests – which is “an objective,
standard measure of a sample behavior.”
Classified as:
 Aptitude test – one used to measure a person’s
capacity or potential ability to learn.
 Performance Test – one used to measure a
person’s current knowledge of a subject
 Personality Test – one used to measure personality
traits as dominance, sociability, and conformity.
 Interest Test – one used to measure a person’s
interest in various field of work.
TYPES OF TEST
2. Physical Examination a type of test given
to assess the physical health of an
applicant. It is given “to assure that the
health of the applicant is adequate to
meet the job requirements.”
Induction and Orientation
 In induction, the new employee is provided with the necessary
information about the company. His duties, responsibilities and
benefits are relayed to him. Personnel and health forms are filled up,
and passes are issued. The company history, its products and
services, and the organization structures are explained to the new
employee.

 In orientation, the new employee is introduced to the immediate

working environment and coworkers. The following are discussed:
location, rules, equipment, procedures, and training plans.
Performance expectations are also discussed. The new employee
also undergoes the “socialization process” by pairing him with an
experienced employee and having one-on-one discussion with the
manager.
Training and Development
 Training refers to the “learning that is
provided in order to improve performance
on the present job.” Training programs
consist of two general types, namely:
 Training programs for Nonmanagers
 Training and educational programs for
executives
Training Programs for Nonmanagers
 On-the-job Training – where the trainee is placed in an actual work
situation under the direction of his immediate supervisor, who acts
as trainer. This situation motivates strongly the trainee to learn.
 Vestibule school – where the trainee is placed in a situation almost
exactly the same as the workplace where machines, materials, and
time constraints are present. As the trainer works full time, the
trainee is assured of sufficient attention from him.
 Apprenticeship Program – where a combination of on-the-job
training and experiences with classroom instruction in particular
subjects are provided to trainees.
 Special Courses –m are those taken which provide more emphasis
on education rather than training. Examples are those which
concern specific uses of computer like computer-aided design and
building procedures.
Training Program for Managers
 The decision-making skills of the manager may be enhanced
through any of the following methods of training:
 In-basket – where the trainee is provided with a set of notes,
messages, telephone calls, letters, and reports, all pertaining to a
certain company situation. He is expected to handle the situation within
a given period of 1 to 2 hours.
 Management games – is a training method where “trainees are faced
with a simulated situation and are required to make an ongoing series of
decisions about the situation.”
 Case studies – this method present actual situations in organizations
and enable one to examine successful and unsuccessful operations. It
emphasizes “the manager’s world, improves communication skills,
offers rewards of solving a mystery, possess the quality of illustration,
and establishes concrete reference points for connecting theory with
practice.”
Training Program for Managers
 The interpersonal competence of the manager may be developed
through any of the following methods:
 Role-playing – is a method by which the trainees are assigned roles to
play in a given case incident. They are provided with a script or a
description of a given problem and of the key persons they are to play.
The purpose of this method is to improve the skill of the trainees in
human relations, supervision, and leadership.
 Behavior modeling – this method attempts to influence the trainee by
“showing model persons behaving effectively in a problem situation.”
The trainee is expected to adapt to the behavior of the model and use it
effectively in some instances later on.
 Sensitivity Training – under this method, awareness and sensitivity to
behavioral patterns of oneself and others are developed.
 Transactional analysis – is a training method intended “to help
individuals not only understand themselves and others but also improve
their interpersonal communication skills.”
Training Program for Managers
 In acquiring knowledge about the actual job the manager
is currently holding, the following methods are useful:
 On-the-job Experience – this method provides valuable
opportunities for the trainee to learn various skills while actually
engaged in the performance of a job.
 Coaching – this method requires a senior manager to assist a
lower-level manager by teaching him the needed skills and
generally providing directions, advice, and helpful criticism. The
senior manager must be skilled himself and have the ability to
educate; otherwise the method will be ineffective.
 Understudy – under this method, a manager works as assistant
to a higher-level manager and participates in planning and other
managerial functions until he is ready to assume such position
himself. Once in a while, the assistant is allowed to take over.
Training Program for Managers
 In an attempt to increase the trainee’s knowledge of the total organization,
exposure toc information and events outside of his immediate job is made.
In this regard, the following methods are useful:

 Position rotation – under this method, the manager is give3n assignments in a

variety of departments. The purpose is to expose him to different functions of the
organization.

 Multiple management – this method is premised on the idea that junior

executives must be provided means to prepare them for higher management
positions. To achieve this, a junior board of directors is created consisting of
junior executives as members. The board is given the authority to discuss
problems that the senior board could discuss. The members are encouraged to
take a broad business out look rather than concentrating on their specialized
lines of work.
Performance Appraisal
 Performance appraisal is the measurement of
employee’s performance. The purpose for which
performance appraisal is made is as follows:
 To influence, in a positive manner, employee
performance and development;
 To determine merit pay increase;
 To plan for future performance goals;
 To determine training and development needs;
 To assess the promotional potential of employees.
Ways of Appraising Performance
 Rating scale method – where each trait or characteristic to
be rated is represented by a line or scale on which the
rater indicates the degree to which the individual
possesses the trait or characteristic.
 Essay method – where the evaluator composes
statements that best describe the person evaluated.
 Management by objectives method – where specific goals
are set collaboratively for the organization as a whole, for
various subunits, and for each individual member.
 Assessment center method – where one is evaluated by
persons other than immediate superior. This method is
used for evaluating managers.
Ways of Appraising Performance
 Checklist method – where the evaluator checks
statements on a list that are deemed to characterize an
employee’s behavior or performance.
 Work standards method – where standards are set for
the realistic worker output and later on used in
evaluating the performance of nonmanagerial
employees.
 Ranking method – where each evaluator arranges
employees in rank order from the best to the poorest.
 Critical-incident method – where the evaluator recalls
and writes down specific (but critical) incidents that
indicate the employee’s performance. A critical incident
occurs when employee’s behavior results in unusual
success or failure on some parts of the job.
EMPLOYMENT DECISION
 After evaluating the performance of employees (managerial or otherwise),
the management will now be ready to make employment decisions. These
may consist of the following:
 Monetary rewards – these are given to employees whose performance is at par
or above standard requirements.
 Promotion – this refers to a movement by a person into a position of higher pay
and greater responsibilities and which is given as a reward for competence and
ambition.
 Transfer – this is the movement of a person to a different job at the same or
similar level of responsibility in the organization. Transfers are made to provide
growth opportunities for persons involved or get rid of a poor performing
employee.
 Demotion – this is a movement from one position to another which has less pay
or responsibility attached to it. Demotion is used as a form of punishment or as a
temporary measure to keep an employee until he is offered a higher position.
Separation
 Separation is either a voluntary or involuntary termination of an
employee. When made voluntarily or involuntarily termination of
employee. When made voluntarily, the organization’s management
must find out the real reason. If the presence of defect in the
organization is determined, corrective action is necessary.

 Involuntary separation (or termination) is the last option that the

management exercises when an employee’s performance is poor or
when he/she committed an act violating the company rules and
regulations. This is usually made after efforts fail to produce positive
results.