2.  Definition of Staffing
 "Staffing is the function by which managers build an
organization through the recruitment, selection, and
development of individuals as capable employees"
- McFarland
 It is the process of determining human resource
needs, recruiting, selecting, training and developing
human resources for jobs created by an organization.
 The managerial function of hiring and developing the
required personnel to fill in various positions in an
organization.

3. Nature of Staffing Function
 Staffing is an important managerial function-
Staffing function is the most important managerial act
along with planning, organizing, directing and
controlling.
 Staffing is a pervasive activity- As staffing function
is carried out by all mangers and in all types of
concerns where business activities are carried out.
 Staffing is a continuous activity- This is because
staffing function continues throughout the life of an
organization due to the transfers and promotions that
take place.

4.  The basis of staffing function is efficient management
of personnel- Human resources can be efficiently
managed by 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. It
can be done effectively through proper recruitment
procedures and then finally selecting the most suitable
candidate as per the job requirements.
 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.

5. Importance of Staffing
1. Key to other managerial functions. Staffing function is very
closely related to other managerial areas of the business. It
greatly influences the direction and control in the organization.
The effectiveness of other managerial functions depends on the
effectiveness of the staffing function.
2. Building healthy human relationships. Staffing function
helps to build proper human relationships in the organization.
Smooth human relations are the key to better communication
and co-ordination of managerial efforts in an organization.
3. Human resources development. Skilled and experienced staff
is the best asset of a business concern. The staffing function
helps developing this asset for the business. It inculcates the
corporate culture into the staff which in turn ensures smooth
functioning of all the managerial aspects of the business.

6. 4. Long Term effect. Staffing decisions have long term
effect on the efficiency of an organization.
Qualified, efficient and well motivated staff is an asset
of the organization. Staffing function assumes special
significance in the context of globalization which
demands high degree of efficiency in maintaining
competitiveness.
5. Potential contribution. Staff selection should be
based on the ability of the prospective employees to
meet the future challenges that the organization need
to address. Therefore the potential contribution of the
staff in their anticipated future roles should also be
taken into account in staff selection.

7. Staffing may refer to:
 Employment agency
 Human resources
 Recruitment

8. •Employment Agency
 It is an organization which matches employers to
employees. In all developed countries there is a publicly
funded employment agency and multiple private
businesses which also act as employment agencies.

9. •Human Resources
 Human resources is the set of individuals who make up
the workforce of an organization, business sector or an
economy. "Human capital" is sometimes used
synonymously with human resources, although human
capital typically refers to a more narrow view; i.e., the
knowledge the individuals embody and can contribute
to an organization. Likewise, other terms sometimes
used include "manpower", "talent", "labor", and simply
"people".

10. •Recruitment
 Recruitment refers to the process of
attracting, screening, and selecting a qualified person
for a job. All companies in any industry can benefit
from contingency or retain professional recruiters or
outsourcing the process to recruitment agencies.

11. The Staffing
Procedure

12. 1. Human resources planning
 It is the process of identifying human resources needs and
planning for recruitment and retention programs.
 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 resources planning.

13. The very first step in staffing is to plan the
manpower inventory required by a concern in
order to match them with the job requirements
and demands. Therefore, it involves forecasting
and determining the future manpower needs of
the concern.

14. It involves three activities:
A. Forecasting
- assessment of future human resources needs in
relation to the current capabilities of the
organization

15. B. Programming
- translating the forecasted human resources
needs to personnel objectives and goals.
C. Evaluation and Control
- refers to monitoring human resource action
plans and evaluating their success.

16. HR planning may also involve job analysis
 Job analysis
- determines what kind of people should be
recruited and helps management in maintaining the
same recruitment standards throughout the company.
- the outputs of job analysis are job descriptions
and job specifications.

17. 2 Phases of Job Analysis
 Job descriptions
-refers to the content of the job, specifically job
title, code number, division/department, place and
hours of work, nature of the job, duties and
responsibilities inherent in the job, methods and tools
used, the person the worker is responsible to, funds
and properties responsible for, compensation and
benefits and hazards and risks.

18.  Job specification
-enumerates the qualifications required of the
incumbent of each job. It indicates the educational
qualifications, work experience, psychological traits
particularly the mental and personality
characteristics, health status, special qualifications
like age, gender, status, and special skills that are
necessary if the incumbent is to perform the job well.

19. 2. 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.
 It is identifying and attracting capable applicants for
employment it ends with the submission of
applications by the aspirants.

20.  Once the requirements are notified, the concern
invites and solicits applications according to the
invitations made to the desirable candidates.
 This is the process of attracting qualified job
applicants by using advertisements, employment
agencies or word of mouth. The common methods of
advertising include in employment sections of
newspapers and increasingly through online
recruitment websites. The talent pool for a new job can
come from external recruiting (outside the business)
or internal (considering existing employees for
promotion or a change of duties.)

21. Internal and External Recruiting
 Internal recruiting
-when the business looks to fill the vacancy from
within its existing workforce. Filling up the vacant
positions in this manner imply the following company
policies:
1. ) allowing transfers from one department to another or transfers from
one branch location to another and
2. ) promoting from within.

22.  External recruiting
-when the business looks to fill the vacancy from
any suitable applicant outside the business.

23. Advantages and Disadvantages
of Internal and External Recruiting

24. Internal recruiting
Advantages Disadvantages
 Cheaper and quicker to  Limits the number of
recruit . potential applicants
 People already familiar with  No new ideas can be
the business and how it introduced from outside the
operates
business
 Provides opportunities for
promotion with in the  May cause resentment
business – can be motivating amongst candidates not
 Business already knows the appointed
strengths and weaknesses of  Creates another vacancy
candidates which needs to be filled

25. External recruiting
Advantages Disadvantages
 Outside people bring in new  Longer process
ideas  More expensive process due
 Larger pool of workers from to advertisements and
which to find the best interviews required
candidate  Selection process may not be
 People have a wider range of effective enough to reveal the
experience best candidate

26. Sources of applicants
A. Organizations current employees
-some current employees may be qualified to occupy positions
higher than the one’s they are occupying.
B. Schools
-representatives of companies may interview applicants inside
campuses through conducting job affairs.
C. Recruitment firms
-a certain company may seek potential applicants from
recruitment agencies
D. Competitors
-although this will sound unethical to some, a company may
pirate an employee who is currently working on the company’s
competitor by offering more benefits or a higher salary.

27. Methods of recruitment
A. Newspaper advertising
-the company may place an advertisement to
newspapers and other local media to invite
applicants.
B. Referrals from employees
-current employees may recommend relatives and
friends who may be qualified to apply.
C. Walk-ins

28. D. Campus recruiting
-include job postings on school bulletin
boards, delivering career opportunities talks to
graduating students or campus interviews to selected
graduating students. Some firms allow their executives
to teach in certain universities on company time in
order to attract applicants.
E. Special events recruiting
F. Online recruitment
-offers access to a wider pool of applicants and can save
time and money

29. 3. Selection
 The process of choosing from a group of applicants the
individual who is best suited for a particular position.
 It is choosing the fit candidates from the applications
received in the process of recruitment.
 The purposes of selection are to evaluate each
candidate and to pick the applicant who is best suited
for the position available.

30. The selection process
3.1. Review of application blank
- provides basic employment information to gather certain
basic selection data and can be used to screen out unqualified.
3.2. Employment interview
- is done by asking series of relevant questions to the job
candidate. This will determine the ability of an applicant to
organize his ideas.
-this is critical step in the recruiting and hiring process since it
provides the hiring supervisor the opportunity to review
candidate’s qualifications and to determine their suitability for
the position.
-it also provides candidates with the chance to learn about the
position and its requirements and present information on their
skills and experience.

31. Interviewing methods are:
 Unstructured or non-directive type
-interviewer asks questions as they come to mind, no set format
to follow, and it can take various directions.
 Structured or directive type
-the questions and acceptable responses are specified in advance
and the responses are rated for appropriateness of content. All
applicants are generally asked the same set of questions.
 Computer-assisted interviewing
-computer helps the interviewer ask the right questions to gain
additional information or check concerns flagged by the
computer.

32. 3.3. Testing
-involves an evaluation of the future behavior or
performance of an individual. There are different types
of tests that may be administered depending on the
requirement of the position:
a. Psychological test is an objective, standard measure of a sample behavior;
b. Aptitude test is one method of determining the future behavior of an individual
which is used to measure a person’s capacity or potential ability to learn;
c. Performance test is also used to measure a person’s current knowledge of a
subject;
d. Personality test is administered to measure the personality traits such as
dominance, sociability and conformity;
e. To measure a person’s interest in various fields, the interest test may be applied;
f. Physical examination is given to assure that the health of the applicant is adequate
to meet the requirements of the job.

33. Other types of tests
 Tests of cognitive abilities
-tests in this group include tests of general reasoning
ability (intelligence) and tests of specific mental
abilities like memory and inductive reasoning.
 Test of motor and physical abilities
-motor abilities usually measured are finger dexterity,
manual dexterity, speed of arm movement and
reaction to time.

34.  Measuring personality and interests
-personality tests can measure basic aspects of an
applicant’s personality such as introversion, stability
and motivation.
 Achievement tests or proficiency test
-this is basically to measure what a person has
learned.

35. 3.4. Background investigation and reference checking
-this is to verify the accuracy of factual information
previously provided by the applicant and to uncover damaging
background information such as criminal records and suspended
driver’s licenses. (personal references, school records and
previous employment records)
3.5. Physical examination
-this is to determine if the applicant qualifies for the
physical requirements of the position and to discover any
medical limitations that should be taken into account in placing
the applicant.
3.6. Final employment decision
-this is the decision to accept or reject the applicant based
on the result of the physical examination and a value of
judgment based on all the information gathered in the previous
steps.

36. oDifference between Recruitment and
Selection
Recruitment Selection
 Attracting maximum number  Picking the best among
of applicants so as to have them.
more options.  Includes rejection and fewer
 Known as a positive process candidates are selected or
as it contains only the process sometimes even not a single
of creating the application candidate is selected.
pool.  High skills are must to select
 High skills are not essentials. only those who are really fit
for the job.

37. 4. Hiring
 It happens when the company finally selects the best
applicant that meets the stated job specifications.
 The newly hired employee may still be on a contractual
basis or may immediately become a permanent
employee. What is certain is that, once hired, the
person will already receive a salary.

38. 5. Induction and Orientation
 This refers to the assistance given to the newly hired
employees in adjusting to the new work environment
which encompasses the people around him, the facilities of
the organization, the programs and services, and the
technology used in the production of goods and delivery
services.
 It is done to familiarize the selected applicant about the
company’s rules, procedures, training plans and the
different equipment used in the organization.
 A related term, induction, is also provided to give the new
employee information about the company, his
duties, responsibilities and benefits..

39. Two types of orientation
 Formal orientation
- it is use when there is a group of new workers that are
regularly taken in periodically.
-this is usually calendared and is considered an important
event in organization.
-usually it consists of the following activities; tour of the
office/plant, film showing of the history, philosophy and
structure of the organization, a review of job
description, a general assembly where a short discussion
on benefits, programs and services takes place.

40.  Informal orientation
-the new employee is assisted by another employee of the
same department where the former is assigned to work.
-a quick tour of the work setting and an introduction to
key people with who he will be interfacing.

41. 6. Training and Development
 Represents a planned effort by an organization to
facilitate employees learning of job-related behaviors.
 Refers to the learning that is provided in order to
improve the performance of the present job.
 The company may send the employee in various
seminars and graduate studies.

42.  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 expansion in it. Along with
it, the workers are developed by providing them extra
benefits of in-depth knowledge of their functional
areas.
 Development also includes giving them key and
important jobs as a test or examination in order to
analyze their performances.

43. Forms of training
A. On-the-job training (OJT), an experienced employee is
asked to take a new employee “under his or her wing” and
show the newcomer how to perform job duties.
B. Orientation training includes lectures, films, audiovisual
techniques, and simulations.
C. Programmed and computer assisted instruction, in which
the employee works at his or her own pace to learn
material from a text that includes exercise and quizzes to
enhance learning.
D. Conference and case discussion groups in which
participants analyze cases or discuss topics assisted by a
training leader.

44. oDifference between Training and
Development
Training Development
 Non-Managerial personnel.  Managerial personnel.
 Technical and mechanical  The idea behind the process
fields are emphasized in the of development is to enhance
process of training . the conceptual ideas.
 It is given to the personnel for  Preparing the personnel for
specific job. variety of jobs.
 A short-term process .  Long-term process.

45. 7. Performance Appraisal
 It is the process of evaluating the job accomplishment
of the employees.
 It is the assessment of the extent to which job and
organization objectives have been achieved.
 Comprises the steps of observing and assessing
employees performance, recording the
assessment, and providing feedback to the employee.

46.  Generally, HRM professionals concentrate on two
things to make performance appraisal a positive force
in their organization:
1. the accurate assessment of performance through the training of
managers and the development of assessment systems such as rating
scales, and
2. the performance appraisal interview in which managers can
provide feedback that will reinforce good performance and motivate
employee development.
 Performance appraisal interview – most corporations
provide formal feedback in the form of an annual
performance interview with the employee.

47. Reasons why performance evaluation
should be made:
 To determine merit pay increases.
 To help employees plan for future performance goal.
 To asses the promotional potential of employees.

48. 8. Employment Decisions
 After evaluating the performance of employees, the
management will now be ready to make employment
decisions.

49. A. Monetary rewards
-these are given to employees whose performance is
at par or above standard requirements.
B. Promotion from within
-helps companies retain and develop productive
employees.
-it provides challenging assignments, prescribes
new responsibilities, and helps employees grow
by developing their abilities.

50. -one approach to promotion from within is job
posting which means that positions are announced to
bulletin boards or in company publications as opening
occur.
-another approach is employee resource charts which
are designed to identify likely successors for each
management position.

51. C. Transfer
-this is a 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 the
persons involved or to get rid of poor performing
employees.
D. Demotion
-this is a movement from one position to another which
has less pay or responsibility attached to it.
-is used as a form of punishment or as a temporary measure
to keep an employee until he is offered a higher position.

52. 9. Separations
 It is either a voluntary or involuntary termination of an
employee.
a. Voluntary
-the organization’s management must find the real
reason. If the presence of a defect in the organization is
determined, corrective action is necessary.
b. Involuntary or termination
-is the option that the management exercises when an
employee’s performance is poor. This is usually made after training
efforts fail to produce positive results.