Cebu Institute of Technology – University

N. Bacalso Avenue, Cebu City

STAFFING PROCESS

By: CAMCabanlit
Learning Objectives

You should be able to:

 Describe STAFFING process
DEFINITION

 STAFFING - putting the right persons in various positions

within his area of concern.
- the management function that determines
human resource needs, recruits, selects, trains and
develops human resources for jobs created by an
organization.
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
A systematic deployment of human resources at various
levels.
This involves three (3) activities:
1. Forecasting – which is an assessment of future needs in
relation to the current capabilities of the organization.
2. Programming – which means translating the forecasted
human resource needs to personnel objectives and
goals.
3. Evaluation and control – which refers to monitoring
human resource action plans and evaluating their
success.
HUMAN RESOURCE PLANNING
Methods of Forecasting:
1. Time Series Methods – which use historical data to develop
forecasts of the future.
2. Explanatory or causal models – which are attempts to identify
major variables that are related to or have caused particular past
conditions and then use current measures of these variables to
predict future conditions.
Major types of explanatory models:
a. Regression models
b. Econometric models – a system of regression equations estimated
from past time – series data and used to show the effect of
various independent variables on various dependent variables
c. Leading indicators – refers to time series that anticipate business
cycle turns
HUMAN RESOURCE PLANNING

3. Monitoring Methods – are those that provide early

warning signals of significant changes in established
patterns and relationships so that the engineer manager
can assess likely impact and plan response if required.
RECRUITMENT
-the different positions have been identified to be necessary
and the decision to fill them up has been made, the next
logical step is recruitment.
Sources of Applicants:
1. The organization’s current employees
2. Newspaper Advertising
3. Schools
4. Referrals from employees
5. Recruitment Firms
6. Competitors
SELECTION
-act of choosing from those that are available the individuals
most likely to succeed on the job.
-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:
1. Application blanks
2. References
3. Interviews
4. Testing
SELECTION
1. Psychological tests – which is an objective standard measure
of a sample behavior”.
Classification:
a. Aptitude test – one used to measure a person’s capacity or
potential ability to learn.
b. Performance test – one used to measure a person’s current
knowledge of a subject.
c. Personality test – one used to measure personality traits as
dominance, sociability and conformity.
d. Interest test – one used to measure a person’s interest in
various fields of work.
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
 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-in and passes are issued.
 Orientation - The new employee is introduced to immediate
working environment and co-workers. The following are
discussed:
a. Rules
b. Location
c. Equipment
d. Procedures
e. Training Plans
f. Performance expectations
TRAINING AND DEVELOPMENT

 If the newly-hired (or newly promoted) employee is

assessed to be lacking the necessary skills required by the
job, training becomes a necessity.
 Referred to “learning that is provided in order to improve
performance on the present job.”
Two general types of training:
a. Training programs for non-managers
b. Training and educational programs for executives.
TRAINING AND DEVELOPMENT
Training for Non-managers:
a. 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. The situation motivates strongly the trainee to
learn.
b. 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.
c. Apprenticeship program – where a combination of on-the-job
training and experiences with classroom instruction in particular
subjects are provided to trainees.
d. Special courses – 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 AND DEVELOPMENT
Training for Managers:
a. In-basket – where the trainee is provided with a set of
notes, messages, telephone calls, letters, and reports
pertaining to a certain company situation. He is expected to
handle the situation within a given period of 1 or 2 hours.
b. Management games – is a training method where the
“trainees are faced with a simulated situation and are
required to make an ongoing series of decisions about that
situation”.
c. Case Studies – this method represents actual situations in
organizations and enable one to examine successful and
unsuccessful operations.
TRAINING AND DEVELOPMENT
Methods of developing interpersonal competence
a. Role Playing - a method by which the trainees are assigned
roles to play in a given case incident.
b. Behavior Modeling – this method attempts to influence
the trainee by showing model persons behaving effectively in
a problem situation.
c. Sensitivity Training – under this method, awareness and
sensitivity to behavioral patterns of oneself and others are
developed.
d. Transactional Analysis – is a training method intended to
help individuals not only understand themselves and others
but also improve their interpersonal communication skills.
TRAINING AND DEVELOPMENT
In acquiring knowledge about the actual job, these methods
can be used:
a. 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.
b. Coaching – requires a senior manager to assist a lower-
level manager by teaching him the needed skills and generally
providing directions, advice and helpful criticism.
c. Understudy – 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 AND DEVELOPMENT
In attempting to increase the trainee’s knowledge of
the total organization, exposure to information and
events outside of his immediate job, these methods are
used:
a. Position Rotation – under this method, the manager
is given assignment in a variety of departments. The
purpose is to expose him to different functions of the
organization.
b. Multiple management – premised on the idea that
junior executives must be provided with means to
prepare them for higher management positions.
PERFORMANCE APPRAISAL
-the measurement of employee performance
Purposes:
a. To influence, in a positive manner, employee
performance and development;
b. To determine merit pay increases;
c. To plan for future performance goals;
d. To determine training and development needs; and
e. To assess the promotional potential of employees.
PERFORMANCE APPRAISAL
Ways of Appraising Performance
a. Rating Scale Method
b. Essay Method
c. Management by Objectives Method
d. Assessment Center Method
e. Checklist Method
f. Ranking Method
g. Critical-incident Method
EMPLOYMENT DECISION
a. Monetary Rewards
b. Promotion
c. Transfer
d. Demotion
SEPARATION
-either a voluntary or involuntary termination of an
employee. When made voluntarily, the organization’s
management must find out the real reason. If the presence
of a defect in the organization is determined, corrective
action is necessary.
Involuntary separation (termination) is the last option
that the management exercises when an employee’s
performance is poor or when he or she committed an act
violating the company rules and regulations. This is usually
made after the training efforts fail to produce positive
results.