1
Meaning & Definition of 2
Staffing
Staffing is the managerial function of recruitment, selection,
training, developing, promotion and compensation of
personnel.
Staffing may be defined as the process of hiring and
developing the required personnel to fill in the various
positions in the organization. It involves estimating the number
and type of personnel required. It involves estimating the
number and type of personnel required, recruiting and
developing them, maintaining and improving their competence
and performance.
Staffing is the process of identifying, assessing, placing,
Meaning & Definition of 3
Staffing
According to Koontz and O’Donnell: “The managerial
function of staffing involves manuring the organizational
structure through proper and effective selection, appraisal and
development of personnel to fill the roles designed into the
structure.”
Staffing is defined as, “Filling and keeping filled, positions in
the organizational structure. This is done by identifying work-
force requirements, inventorying the people available,
recruiting, selecting, placing, promotion, appraising, planning
the careers, compensating, training, developing existing staff
or new recruits, so that they can accomplish their tasks
effectively and efficiently.”
Importance of Staffing 4
Staffing helps in discovering and obtaining competent and
personnel for various jobs.
It helps to improve the quantity and quality of the output by
putting the right person on the right job.
It helps to improve job satisfaction of employees.
It facilitates higher productive performance by appointing
right man for right job.
It reduces the cost of personnel by avoiding wastage of
human resources.
It facilitates growth and diversification of business.
It provides continuous survival and growth of the business
through development of employees.
Staffing as part of Human Resource 5
Management
Recruitment, i.e., search for qualified people
Analyzing jobs, collecting information about jobs to prepare
job descriptions.
Developing compensation and incentive plans.
Training and development of employees for efficient
performance and career growth.
Maintaining labor relations and union management
relations.
Handling grievances and complaints.
Providing for social security and welfare of employees.
Defending the company in law suits and avoiding legal
complications.
Staffing 6
Process
Aspects of Staffing 7
Recruitment 8
Recruitment refers to the process of finding
possible candidates for a job or a function. It has
been defined as ‘the process of searching for
prospective employees and stimulating them to
apply for jobs in an organization.’
Sources of 9
Internal Sources
Recruitment
Transfers
Promotions
External Sources
Direct Recruitment
Casual Callers
Advertisement
Employment Exchange
Placement Agencies and Management
Campus Recruitment
Recommendations of Employees
Labor Contractors
Advertising on Television
Web Publishing
Merits of Internal Sources of 1
0
Recruitment
Employees are motivated to improve their performance. A
promotion at a higher level may lead to a chain of
promotion at lower levels in the organization.
Internal recruitment also simplifies the process of selection
and placement. The candidates that are already working in
the enterprise can be evaluated more accurately and
economically.
Transfer is a tool of training the employees to prepare them
for higher jobs. Also people recruited from within the
organization do not need induction training.
Transfer has the benefit of shifting workforce from the
surplus departments to those where there is shortage of
staff.
Limitations of Internal Sources of 1
1
Recruitment
When vacancies are filled through internal promotions, the
scope for induction of fresh talent is reduced.
The employees may become lethargic if they are sure of
timebound promotions.
A new enterprise cannot use internal sources of
recruitment. No organization can fill all its vacancies from
internal sources.
The spirit of competition among the employees may be
hampered.
Frequent transfers of employees may often reduce the
productivity of the organization.
Merits of External Sources of 1
2
Recruitment
Qualified Personnel: By using external sources of
recruitment, the management can attract qualified and trained
people to apply for vacant jobs in the organization.
Wider Choice: When vacancies are advertised widely, a large
number of applicants from outside the organization apply. The
management has a wider choice while selecting the people for
employment.
Fresh Talent: The present employees may be insufficient or
they may not fulfill the specifications of the jobs to be filled.
External recruitment provide wider choice and brings new
blood in the organization. However, it is expensive and time
consuming.
Competitive Spirit: If a company taps external sources, the
Limitations of External Sources of 1
3
Recruitment
Dissatisfaction among existing staff: External recruitment
may lead to dissatisfaction and frustration among existing
employees. They may feel that their chances of promotion are
reduced.
Lengthy process: Recruitment from external sources takes a
long time. The business has to notify the vacancies and wait
for applications to initiate the selection process.
Costly process: It is very costly to recruit staff from external
sources. A lot of money has to be spent on advertisement and
processing of applications.
Selecti
1
4
on
Selection is the process of choosing the most
suitable person for the current position or for future
position from within the organization or from outside
the organization.
The selection of managers is one of the most critical
steps in the entire process of managing.
Selection
1
5
Process
Important Tests Used for Selection of
1
6
Employees
Intelligence Tests: This is one of the important psychological
tests used to measure the level of intelligence quotient of an
individual. It is an indicator of a person’s learning ability or the
ability to make decisions and judgments.
Aptitude Test: It is a measure of individuals potential for
learning new skills. It indicates the person’s capacity to
develop. Such tests are good indices of a person’s future
success score.
Personality Tests: Personality tests provide clues to a
person’s emotions, her reactions, maturity and value system
etc. These tests probe the overall personality. Hence, these are
difficult to design and implement.
Important Tests Used for Selection of
1
7
Employees
Trade Test: These tests measure the existing skills of the
individual. They measure the level of knowledge and
proficiency in the area of professions or technical training. The
difference between aptitude test and trade test is that the
former measures the potential to acquire skills and the later the
actual skills possessed.
Interest Tests: Every individual has fascination for some job
than the other. Interest tests are used to know the pattern of
interests or involvement of a person.
Training and
1
8
Development
Someone has rightly said: “If you wish to plan for a
year, sow seeds, If you wish to plan for 10 years, plant
trees, If you wish to plan for a lifetime, develop people.”
Training and Development is an attempt to improve the current
or future employee performance by increasing an employee’s
ability to perform through learning, usually by changing the
employee’s attitude or increasing his or her skills and
knowledge.
According to Flippo: “Training is an act of increasing the
knowledge and skill of an employee for doing a
Training and 1
9
Development
Training Development
It is a process of increasing It is a process of learning and
knowledge and skills. growth.
It is to enable the employee to It is to enable the overall
do the job better. growth of the employee.
It is a job oriented process. It is a career oriented process.
Training Methods
2
0
ON THE JOB METHODS
Apprenticeship Programs
Coaching
Internship Training
Job Rotation
Computer Modelling
Vestibule Training
OFF THE JOB METHODS
Class Room Lectures/Conferences
Films
Case Study
Programmed Instruction
Benefits of Training to the
2
1
Organization
Training is a systematic learning, always better than hit and
trial methods which lead to wastage of efforts and money.
It enhances employee productivity both in terms of quantity
and quality, leading to higher profits.
Training equips the future manager who can take over in
case of emergency.
Training increases employee morale and reduces
absenteeism and employee turnover.
It helps in obtaining effective response to fast changing
environment – technological and economic.
Benefits of Training to the Employee
2
2
Improved skills and knowledge due to training lead to better
career of the individual.
Increased performance by the individual help him to earn
more.
Training makes the employee more efficient to handle
machines. Thus, less prone to accidents.
Training increases the satisfaction and morale of employees.
Assignment 2
3
(Even ID)
A major insurance company handled all recruiting, screening
and training processes for data entry/customer service
representatives. Their competitor was attracting most of the
qualified, potential employees in their market. Recruiting was
made even more difficult by the strong economy and the
‘jobseeker’s market.’ This resulted in the client having to
choose from candidates who had the ‘soft’ skills needed for the
job, but lacked the proper ‘hard’ skills and training.
Questions:
a. As an HR manager what problems do you see in the
company?
b. How do you think it can be resolved and what would be its
Assignment (Odd 2
4
ID)
Kaul Consultants have launched [Link]
exclusively for senior management professionals. The portal
lists out senior level jobs and ensures that the job is genuine
through rigorous screening process.
Questions:
[Link] the source of recruitment highlighted in the case above.
[Link] four benefits of the above identified source of
recruitment.
