STAFFING

StaffingStaffing is the process that is involved in identifying, assessing, placing, evaluating and developing individuals at work.

Staffing In other words, it starts with:

Identifying human resource needsRecruitingSelecting PlacingTraining & DevelopingAppraising, planning careers & compensating

Analyzing Manpower RequirementsAnalyzing kind of work and estimating the manpower

required to accomplish the same.

RecruitmentIdentifying and attracting capable applicants for

employment. Ends with the submission of applications by the aspirants.

SelectionChoosing the right fit candidates from the applications

received in the process of recruitment.

Staffing Process

PlacementPutting the right candidate on the job; i.e. when he joinsAlso includes offering the candidate permanent employment

after probation period

Training and DevelopmentImparting and developing specific skills for a particular purpose

Performance AppraisalSystematic evaluation of employees w.r.t. to their job

performance To ascertain their eligibility for promotions and compensate

fairly

Staffing Process

Systems Approach to Staffing

RecruitmentSelection

PlacementPromotionSeparation

No. & kinds of mgrs.

reqd,. AppraisalCareer strategy

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Training & Dev.

Internal enviromentPersonnel policies

Reward system

ENVIRONMENT

Analysis of present &

future needs of managers

Internal sources

External sources

Mgrsinventory

To fill organizational positions Optimum utilization of people Developing competencies & skills Retaining employees

Staffing – why is it needed?

Staffing – Demand & SupplyD

eman

d F

or M

anag

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Supply of ManagersHigh Low

Low

H

igh

SelectionPlacementPromotion

Internal - Training & developmentCompensation

External -Recruitment

Change in company plansOutplacementLayoffsDemotionsEarly retirement

Training & development if change in demand is expected in the future

STAFFING – PERFORMANCE APPRAISALS

Performance Appraisal Refers to evaluating an employee’s current

and /or past performance… … relative to his or her performance

standards In effect appraising performance assumes

that performance standards have been setthe employee would be given feedback andincentives to help him/her remove performance

deficiencies or continue to perform above par

Need for Assessing Performance

Organisational Need Individual Need

Organisational Need

Future Growth

Survival & Continuity

Financial Health

Customer Perception

PMS

Individual Need

Promotions

Reward & Recognition

Career Growth

OrganisationCulture/

Work Ethics

PMS

Components of a Performance Appraisal Job analysis

What, Why, How and When of all jobs in the Co.

Goal settingDefining KRAs, assessment criteria/measures of perf.,

levels of performance etc.

Development plan Coaching, mentoring, PDP etc.

Linkage to other processesCompensation, rewards, promotions, career planning,

training needs etc.

Appraisal Process

USING THE APPRAISAL DATA FOR OTHER PURPOSES

DESIGNING THE APPRAISAL

LAYING DOWN JOB EXPECTATIONS

APPRAISING PERFORMANCE

Laying down Job Expectations

Informing employee about what is expected from him/her

Discussion between superior and subordinate on duties, responsibilities, authority, organisational expectations etc.

Appraisal Process

MBO…

MBO A Key Result Area is an area in which if you don’t act, there’ll be trouble. Drucker gave a good list of 7 KRAs Market Standing, Innovation, Profitability Productivity, Employee Development Physical & Financial Resources and Social Responsibility

Top mgmt. decides to adopt MBO Meets to identify KRAs Chooses KRAs and sets Objectives in

each E.g. – KRA - Market Standing Objective – Increase Market Share by 2%

Working with MBO

…then… Departmental Heads come back Convene a meeting of their reports And convert Organisational Objectives Into Departmental Objectives E.g. – Increase Market Share [Org. Objective] Increase product visibility – Deptl. Objective

…next…. Departmental Objectives are converted to Individual Objectives E.g. – Increase Product Visibility [Dept. Obj.] Launch Ad campaign in North [Individual Obj.*] * for the Sales Promotion Manager Identify Ad Agencies [Individual Obj.**] ** for the Sales Promotion Executive

…BUT AT EACH STEP Objectives are set in consultation with Juniors and Objectives always specify Time, Cost and Quantity For example

Objectives Increase Market Share by 2% by 31.3.2011 With a budget of Rs. 2 crores Increase Product Visibility by 5% By 31.11.2010 @ Rs. 25 Lakhs Complete 3 Ad Campaigns in North India By 15.10. 2010 @ Rs. 14 Lakhs

…one more example… KRA – Innovation O.O. – Launch two new products by Mar. ‘11 D.O. – Complete proto-tests- Nov. ‘10 R&D D.O. – Customer Feedback – Jan. ‘11 MR I.O. - Approved Design–Sept ‘10–Dsn.Engr I.O. – Focus Group Interviews – Dec ‘10 - MR

Periodic Review And then, after each deadline Boss sits with Junior and checks How Many Objectives and How Much of Each, was achieved. This, is the idea of MBO. It is a whole system of managing.

In practice… Using MBO has come to mean Setting measurable goals to people And making them a part of the appraisals

So How Does an Org. go about Appraisals?

Designing the Appraisal

Answers to questions such as the following need to be arrived at:○ Formal approach or informal approach○ Whose performance is to be assessed?○ Who are the raters?○ What problems are encountered?○ What are the solutions to these problems?○ What should be evaluated?○ When to evaluate?○ What methods of appraisal are to be used?

Appraisal Process

Appraising performance

Skills ○ Being able to achieve goals that were set

Knowledge ○ Additional / exceptional

Attitude ○ Behaviours

Paying for performance

Appraisal Process

Paying for Performance Commonest is Annual Increment tied to Performance Appraisal This is usually a rise in the Salary Variable Pay

Anything that ‘varies’ and hence not ‘fixed’.Skill Pay / Bonuses / Incentives

Team Rewards Gain Sharing Profit Sharing Recognitions / Other Cash

ForEmployee rewards - bonuses, incentives,

increments etc.Recognition schemes for high performers and

outstanding employees Training programmesCharting out career progression of employeesIdentifying high-potential employees

Usage of Appraisal Data

Designing improvement plans for low performers

For job rotationDesigning and revising compensation

strategyDeciding on promotion, transfer and lay-offsValidating company’s selection process

Usage of Appraisal Data