CHAPTER 5

STAFFING
 Managers often consider HUMAN

STAFFING
RESOURCES as their organizations most
important resource.

HUMAN RESOURCES also called HUMAN

CAPITAL, INTELLECTUAL ASSETS, OR
MANAGEMENT/COMPANY TALENT.
 What is

STAFFING?
According to McFarlan
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 organization structure through identifying
worfrorce requirements, inventorying the people available,
recruitment, selection, placement, promotion, appraisal,
compensation, and training of needed people.
 What is

STAFFING?
According to the book
 refers to filling in all organization

 is done by identifying job position vacancies, job requirements,

workforce requirements

 checking the internal environment of the organization for HUMAN

RESOURCES AVAILABLE, RECRUITING, SELECTING, PLACING,
PROMOTING, EVALUATING, CAREER PLANNING, DEVELOPMENT,
TRAINING AND COMPENSATING.
 SYSTEM APPROACH TO
STAFFING

is the step-by-step considering

way of filling job variables like
positions in numbers and
organizations kinds of human
resources
needed.
Lesson 1
Definition
and Nature
of Staffing
 Definition and nature of
staffing

 the numbers of managerial personnel or nonmanagerial

human resources needed by an organization depends on the
size and complexity of its operation.

 it's plan for branching out or increasing products, and

turnover rates of both types of human resources, among
others.

 the qualification for the individual position must be

identified, so that the best-suited individuals for the job
positions may be selected for hiring.
 The nature of staffing function is discussed below:

1 People Centered
Staffing is people centered and is relevant in all types of
organizations. It is concerned with all categories of
personnel from top to bottom of the organization.

Responsibility of Every Manager 2

Staffing is a basic function of management. Every manager is
continuously engaged in performing the staffing function. He
is actively associated with recruitment, selection, training and
appraisal of his subordinates. These activities are performed
by the chief executive, departmental managers and
foremen in relation to their subordinates. Thus, staffing is a
pervasive function of management and is performed by the
managers at all levels.
 3 Human Skills
Staffing function is concerned with training and
development of human resources. Every manager should
use human relations skill in providing guidance and training
to the subordinates. Human relations skills are also required
in performance appraisal, transfer and promotion of
subordinates. If the staffing function is performed properly,
the human relations in the organization will be cordial.

Continuous Function 4
Staffing function is to be performed continuously. It is
equally important in the established organizations and the
new organizations. In a new organization, there has to be
recruitment, selection and training of personnel. In a
running organization, every manager is engaged in various
staffing activities. He is to guide and train the workers and
also evaluate their performance on a continuous basis.
 THE MANAGEMENT AND NONMANAGERIAL HUMAN
RESOURCES INVENTORY

 management potential within an organization can be

accomplished with the use of an inventory chart.
 this chart is similar to the general organization chart
used by the company but limited to managerial positions
and the names of potential successors.

 recruitment by external means may follow if there are

no qualified successors.

 the nonmanagerial human resources may be

ascertained by the use of a general organization chart to
identify vacant job positions that need to be filled or by
direct reports from department/unit heads or supervisor.
 THE MANAGEMENT AND NONMANAGERIAL HUMAN
RESOURCES INVENTORY

 managers need to make detailed succession planning,

as these job positions are less sensitive.

 external recruitment also follows if no one within the

organization is fitted for the job position that was
declared vacant.
EXTERNAL AND INTERNAL FORCES AFFECTING PRESENT AND FUTURE
NEEDS FOR HUMAN RESOURCES

objectives economic
technology
technological
the types of work
INTERNAL
that have to be
done
EXTERNAL
social

salary scales political

kinds of people legal factors
employed by the
company
Lesson 2
Recruitment
Definition of terms

RECRUITEMENT
recruitment – a set of activities
designed to attract qualified
applicants for job position may either be:
vacancies in organization

EXTERNAL INTERNAL
Outside sources are
considered in the Filling job vacancies
process of locating can be done
potential individuals through promotions
who might want to or transfer of
join the organization employees who are
and encouraging already part of the
them to apply for organization.
actual or
anticipated jobs.
METHODS OF EXTERNAL AND INTERNAL RECRUITMENT

EXTERNAL INTERNAL
Using company
Advertisements
bulletin boards
Unsolicited applications
company intranet
Internet recruiting
company newsletters
Employee referrals
recommendations
Executive search firms
Educational institutions
Professional associations
Labor unions
Public and private employment
agencies
 EXTERNAL RECRUITEMENT
ADVANTAGES: DISADVANTAGES:
1. Advertising and recruiting through the
internet reach
4. Executive searcha firmslargeusually
number of
refer
possible qualified
highly applicantsapplicants from 1. The cost and time required by
and, therefore,
increasesources
outside the possibility
because of they
beingmakeable external recruitment are the typical
to recruit
an effortapplicants
to check suited applicants’
for the job. disadvantages of using this
qualifications before recommending recruitment method.
2. them
Applicants who
to client firmssubmit
who payapplications
for their
and
services. resumes through their own
2. Another disadvantage of external
initiative are believed to be better
recruitment is the possibility of
potential employees because they
5. are
Educational institutions know practicing bias or entertaining self-
serious about getting the job. the
capabilities and qualifications of their serving motives in the referral of
graduates,referrals
hence, friends and relatives by current
3. Employee fromincreasing
outside sourcesthe
chances of their ability employees and in the
are believed to be highto quality
refer
qualified recommendation of private
applicantsapplicants to potential
because employees are
employers. employment agencies of job
generally hesitant to recommend
applicants.
persons who are not qualified for job
openings.
 INTERNAL RECRUITEMENT
ADVANTAGES: DISADVANTAGES:
1. Less expenses are required for internal
recruitment advertising and other
forms of internal communication may 1. The number of applicants to choose
disseminate information to current from is limited.
employees interested to apply for job
openings within the company.
2. Training and orientation of newly 2. Favoritism may influence a manager to
promoted or transferred current recommend a current employee for
employees are less expensive and do promotion to a higher position.
not take too much time since they are
already familiar with company
policies. 3. It may result in jealousy among other
employees who were not considered
3. The process of recruitment and for the position.
selection is faster because the
candidate for transfer or promotion is
already part of the organization.
Lesson 3
Selection
 SELECTION
- the process of choosing individuals who have
required qualification to fill present and job openings.

- it is continuous because of fast turnover, resulting in

vacancies that have to be filled.
- the selection process typically includes the following
steps:

1. Establishing the selection criteria

- selecting human resources is an organization requires understanding of the nature
and purpose of the job position which has to be filled.

- job design must be based on the objective analysis of position requirements and
must meet both organizational and individual needs.

- skills must also be considered depending on the job position and it's position in the
organizational hierarchy.
 2. Requesting applicants to complete the application
form
- application form provided the needed information about the applicant
- it will be easier to defined whether an applicant meets the minimum
requirements for experience, education, etc.

3. Screening by listing applicants who seem to meet

the criteria
- this involves the preparation of a shortlist of applicants who meet the
minimum requirements of the job position.
- it is done to avoid wasting time by conducting interviews with the
applicants who do not meet the set criteria for the job.

4. Screening interview to identify more promising

applicants
- a shortlist of applicants is prepared, include in the list are the
applicants who will be asked to undergo formal interview by the
supervisor/manager.
 5. Interview by the supervisor/manager or panel
interviewers
- other characteristics of the applicants may be revealed or observed by
the supervisor/manager or panel interviewers.
- such characteristics include the applicants' self-confidence, positive or
negative life experiences which may affect his/her job performance.

6. Verifying information provided by the applicant

- verification is necessary to make sure that the applicant has not given
false information about himself/herself.

- background checking must also be done to avoid the hiring of

applicants with criminal record.

7. Requesting the applicant to undergo psychological

and physical examination
- having a healthy mind and healthy body are important for good job
performance.
8. Informing the applicant that he/she has been chosen
for the position applied for

- informing the applicant may be done verbally or in writing by the

managers who give the final decision.

- final instructions regarding the company's rules and regulations for hiring
applicant must be given.

areINTERVIEWS
important in determining the qualification
and gauging his/her ability to perform a job.
 STEPS IN HIRING PEOPLE EFFECTIVELY

1 Determining a need ( JOB ANALYSIS)

2 Application search and selection

a. Recruitment
b. Screening and Selection
c. Interviews

3 Decision-making process

a. Making a decision
b . Notification and
employment offer

4 Adaption to workplace (ORIENTATION)

 TYPES OF JOB INTERVIEWS

Structured Interview
The interviewer asks the applicant to answer a set of prepared
questions like situational, job simulation, and worker
requirement questions.

Unstructured Interview
The interviewer has no interviewer guide and may ask
questions freely.
One-on-One Interview
One interviewer is assigned to interview the applicant.

Panel Interview
May conduct of applicants; three to five interviewers
take turns in asking question.
 TYPES OF EMPLOYMENT TESTS

Intelligence test
 to measure the applicant's mental capacity
 test his/her cognitive capacity, speed thinking, and ability to
see relationships in problematic situations.

Proficiency and aptitude test

 test his/her present skills and potential for learning other skills.

Personality tests
 to reveal the applicant's personal characteristics and ability
to relate to others.
Vocational test
 to show the occupation best suited to applicant.
 Lesson 4
Training and
Development
Definition of terms

training – learning given by organizations to its employees that

concentrates on short-term job performance and acquisition or
improvement of job-related skills.

development – learning given by organizations to its employees that is

geared toward the individual’s acquisition and expansion of his or her skills
in preparation for future job appointments and other responsibilities.

Both TRAINING and DEVELOPMENT are essential to the success of

today’s organizations.

Training and development work toward having necessary knowledge

and expertise by providing continuous learning activities and
opportunities.
 The typical scope of training covers the following
procedures:
1 2
Conducting the Training Needs Assessment
Training needs assessment and must be done
systematically in order to ascertain if there
really is a need for training. Managers must first
try to observe the business condition and the
economic, strategic, and technological
changes that are happening in the
organization’s environment.
Task analysis – involves checking of job requirements
to find out if all these are being done to meet
company goals.
Person analysis – determines who among the
employees need training or retraining.
Implementing the Training Program
3 Various types of training program
implementation include: on-the-
job training, apprenticeship
training, classroom instruction,
audio-visual method, simulation
method, and e-learning.
Designing the Training Program
This phase involves the stating of
the instructional objectives that
describe the knowledge, skills,
and attitudes that have to be
acquired or enhanced to be
able to perform well.
Trainee readiness and motivation – refers to the
trainees’ background knowledge and
experience so that the training to be given to
them will not go to waste.
4
Evaluating the Training
The positive effects of the training
program may be seen by
assessing the participants’
reactions, their acquired
learnings, and their behavior
after completing the said
training.
The effects of training may also be reflected
by measuring the return on investment (ROI)
or through the benefits reaped by the
organization, which were brought about by
their training investment.
 EMPLOYEE DEVELOPMENT
Developing employees is part of an organization’s
career management program and its goal is to match
the individual’s development needs with the needs of
the organization.

The individual employee must know himself or herself

well, identify his or her own knowledge, skills, abilities,
values, and interests, so that he or she could also identify
the career pathway that he or she would like to take.
 What are the different learning principles?
• modeling – the use of personal behavior to demonstrate
the desired behavior or method to be learned.
• feedback and reinforcement – learning by getting
comments or feedback from the trainees themselves or from
trainers which can help the individual realize what they are
doing right or what they are doing wrong; reinforcement is
accomplished through verbal encouragement or by giving
rewards such as prizes and awards.
• massed vs. distributed learning – learning by giving training
through either few, long hours of training (massed) or series
of short hours of trainings (distributed)

• goal-setting – learning through the explanation of training

goals and objectives by the trainers to the trainees.

• individual differences – training programs that take into

account and accommodate the individual differences of
the trainees in order to facilitate each person’s style and
rate of learning

• active practice and repetition – learning through the

giving of frequent opportunities to trainees to do their job
tasks properly