management - unit 04 - staffing.pptx

8/18/2019 MANAGEMENT - unit 04 - STAFFING.pptx

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Stafng

The managerial unction o stafng involves manning the organizationalstructure through proper and eective selection, appraisal and developmento personnel to ll the roles designed into the structure (Koontz & O’Donnell)

FEATURES

Universal Function

Continuous Function

Dynamic Function

ide scope and application

!urposeulComple"


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$anpo%er !lanning

&ecruitment

Selection

Training and Development

!erormance 'ppraisal

Compensation

Scope o Stafng


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$anpo%er!lanning


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$eaning

()#S*)& denes $! as+ The process -y %hich a rm ensures that it has the right num-er o people and the

right .ind o people at the right places at the right time, doing %or. or %hich theyare economically most useul/

0uman resource planning is the process -y %hich the management determinesho% an organization should move rom its current manpo%er position to itsdesired manpo%er position/

)stimating or pro1ecting the num-er o personnel %ith dierent s.ills re2uiredover time or or a pro1ect, and detailing ho% and %hen they %ill -e re2uired/

#t involves anticipating the present and uture re2uirements o the num-er and2uality o %or. orce in the organization/ #t should consider the eect oa-senteeism and la-our turnover/

It has two main aspects:-

1. Quantitative Aspect + Determination o the num-er o personnel re2uired-y the company/

. Qua!itative Aspect + Determination o the type o manpo%er re2uired/


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3-1ectives


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3-1ectives 4Contd5


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&ecruitment,

Selection 6!lacement

7iveta Chaudhary

88889:;9


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>&ecruitment is the process o searching or prospectiveemployees and stimulating and encouraging the to apply orthe 1o-/? @ 4Flippo )A, B895

>&ecruitment is a process to discover the sources omanpo%er to meet the re2uirements o the stafng scheduleand to employ eective measures or attracting thatmanpo%er in ade2uate num-ers to acilitate eective

selection o an efcient %or.ing orce/? @ 4oder D, et al B8E:5 The process o attracting individuals in sufcient num-ers

%ith the right s.ills and at appropriate times to apply oropen positions %ithin the organization/

&ecruitment

$eaning


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&ecruitment needs are o three types+

Planned+ 'rises rom changes in organization

and retirement policy/ Unexpected+ 'rises during resignations,

deaths, accidents and illness/

Anticipated+ &eers to those movements in

personnel %hich an organization can predict -ystudying trends in the internal and e"ternalenvironments/

&ecruitment

$eaning


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(eneral principles a recruitment policy

involves %hich reect the employerGs

commitment are + To nd and employ the -est 2ualied persons

or each 1o-

To retain the most promising o those hired

To oer promising opportunities or the lie time%or.ing careers

To provide acilities and opportunities orpersonal gro%th on the 1o-

!rinciples


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Attract and encourage more and more candidates to apply in the

organisation/

Create a talent pool o candidates to ena-le the selection o -est

candidates or the organisation/ Determine present and future requirements o the organization in

con1unction %ith its personnel planning and 1o- analysis activities/

&ecruitment is the process %hich links the employers %ith theemployees/

#ncrease the pool o 1o- candidates at minimum cost/

0elp increase the success rate of selection process -y decreasingnum-er o visi-ly under 2ualied or over2ualied 1o- applicants/

0elp reduce the probability that 1o- applicants once recruited andselected %ill leave the organization only ater a short period o time/

Signicance


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B/ #dentiy vacancy

:/ !repare job description and person

specication;/ 'dvertising the vacancy


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Sources o

&ecruitment#nternal

Transers

!romotions

&etired and

retrenchedemployees

)"ternal

)ducational #nstitutions

&ecruitment 'gencies

)mployment )"changes

Casual Callers

*a-our Contractors

(ate &ecruitment !ress 'dvertising

Iepotism

)mployee &eerrals


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Aadli %or.ers

)mployment e"changes

Ie%spaper advertisements *a-our contractors

Technical, management and other institutions

Iepotism

al. in intervie%s

)mployee reerrals

Iet advertisements

!oaching

)"ternal Sources o &ecruitment #ndia


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Sources o

&ecruitment


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!oaching

3utsourcing

3nline &ecruitment or e&ecruitment

&ecent Trends


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>Auying talent? 4rather than developing it5 is the latest mantra

-eing ollo%ed -y the organisations today/ !oaching meansemploying a competent and e"perienced person already

%or.ing %ith another reputed company in the same or dierentindustryJ the organisation might -e a competitor in theindustry/ ' company can attract talent rom another rm -yoering attractive pay pac.ages and other terms andconditions, -etter than the current employer o the candidate/Aut it is seen as an unethical practice and not openly tal.ed

a-out/ #ndian sot%are and the retail sector are the sectorsacing the most severe -runt o poaching today/ #t has -ecomea challenge or human resource managers to ace and tac.lepoaching, as it %ea.ens the competitive strength o the rm/

!oaching


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The outsourcing rms help the organisation -y the initial screening o

the candidates according to the needs o the organisation and creatinga suita-le pool o talent or the nal selection -y the organisation/

3utsourcing rms develop their human resource pool -y employingpeople or them and ma.e availa-le personnel to various companies as

per their needs/ #n turn, the outsourcing rms or the intermediariescharge the organisations or their services/

'dvantages

Company need not plan or human resources much in advance/

Kalue creation, operational e"i-ility and competitive advantage

Turning the managementLs ocus to strategic level processes o 0&$

Company is ree rom salary negotiations, %eeding the unsuita-leresumesMcandidates/

Company can save a lot o its resources and time

&ecruitment

3utsourcing


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#ntegration and utilization o internet

technology to improve efciency and

eectiveness o recruitment process 3nline recruitment %here recruitment is done

through electronic resources

Utilizes %e- -ased tools, techni2ues and

technologies

e&ecruitment


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e&ecruitment

!rocess


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Decentralization

Time

Cost

Space Company image

Nuality ide range o candidates

Aetter response

!assive 1o- see.ers also attracted

e&ecruitment )fciency


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73A 'I'*S#S

7o- Description and 7o- Specication


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7o- analysis is a amily o procedures to identiy the

content o a 1o- in terms o activities involved andattri-utes or 1o- re2uirements needed to perorm theactivities

!rocess o getting detailed inormation a-out 1o-s+

Characteristics o 1o-

$inimum re2uired competencies and other characteristicsin an individual or himMher to successully complete the 1o-

Dening a 1o- in terms o its component tas.s or dutiesand the .no%ledge or s.ills re2uired to perorm them

7o- 'nalysis


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7o- Description

7o- Title

Summary Duties and responsi-ilities

or.ing conditions

$achines and e2uipment M Technology

Social environment Supervision and reporting relationship

&elation to other 1o-s

7' O 7D P 7S


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7o- Specication

Nualications

)"perience S.ills

Training

&esponsi-ility

!hysical characteristics !sychological characteristics

Social characteristics

7' O 7D P 7S


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'SS#(I$)IT!art '

)ach person in the class %ill choose one 1o- vacancy as you li.e,and dra% up a 1o- advertisement or it %ithin :9 minutes/ #t shouldcontain the 1o- title, employer, s.ills re2uired, e"perience re2uired,

-enets, %hat the applicant should do, etc/"int: Inc!u#e #etai!e# $% an# $S


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S)*)CT#3I


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!rocess o choosing rom among candidates rom %ithin

or outside the organization the most suita-le person ora position

Series o steps -y %hich the candidates are screened orchoosing the most suita-le persons or vacant posts

Signicance Sta-le %or.orce 4lo% a-senteeism and turnover5

0igher efciency and productivity 7o- satisaction

$orale

&educed accidents and %astages

Selection


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B/ &eceiving and screening o applications or 'pplication Alan.

:/ !reliminary intervie%

;/ )mployment tests 'ptitude test

#nterest test

#ntelligence test

7o- specic M perormance test

!ersonality test M psychological tests


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'SS#(I$)IT!art A

For the 7o- Kacancy nalized in !art ' o the 'ssignment,ormulate a detailed selection process %ithin :9 minutes


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Selection vs/

&ecruitment


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!lacement

#nduction 6 Socialization


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!lacement involves assigning 1o-s to the selected candidates

#t is matching o %hat the supervisor has reason to thin. thecandidate can do %hich the 1o- demands

$ost employees are put on a pro-ation period ater %hichhisMher employment is conrmed

3nly in rare cases an employee once placed, is as.ed to 2uitrom hisMher 1o-

#mportance

#t helps in reducing employee turnover/ #t helps in reducing a-senteeism/

#t helps in reducing accident rates/

#t avoids mist -et%een the candidate and the 1o-/

!lacement


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#t is %elcoming a ne% employee to the

organization

!lanned and systematic introduction oemployees to their 1o-s, their co%or.ers andthe organization/

Designed to provide ne% employees

inormation heMshe needs to unctioneectively and comorta-ly in the ne%organization

'ttempts to ma.e the ne% employee eel at

home

3rientation M

#nduction


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To reduce the initial an"iety all ne% entrants eel %hen they

1oin a ne% 1o- in a ne% organization

To amiliarize the ne% employees %ith the 1o-, people, %or.place, %or. environment in the organization

To acilitate outsiderinsider transition in an integratedmanner

To reduce e"ploitation -y the unscrupulous co%or.ers

To reduce the cultural shoc. aced in ne% organizations

#nduction !urpose


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)ducate the attendees a-out the history o the company, the nancial

perormance o the company and the mar.eting initiatives o the company/

Arie history and operations o the company/

!roducts and services o the company/

The companyGs organization structure/

*ocation o department and employee acilities/

&ules, regulations and daily %or. routines/

(rievance procedures/

Saety measures/

Standing orders and disciplinary procedures/

Terms and conditions o service including %ages, %or.ing hours, overtime,holidays etc/

Suggestion schemes/

Aenets and services or employees/

3pportunities or training, promotions, transers etc/

)ective 3rientation

!rogramme


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3rganizational socialization is a po%erul process -y

%hich people learn the content o an organizationLsculture/ #t aects individual -ehaviour and helps shape

and maintain the organizationLs culture/

!rocess -y %hich a ne% mem-er learns the valuesystem, the norms, and the re2uired -ehaviour patternso the organization or group the person is entering/

Socialization


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#t is a process o adaptation that ta.es place

as individuals attempt to learn the values and

norms o %or. roles

#n act, induction is only a part o socialization

#nduction is conned to the ne% recruits only J%hereas socialization covers transer andpromotion as %ell

Socialization


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Ie% )mployee

Characteristics

Ie% )mployee Tactics

3rganization eorts

'd1ustment

3utcomes

Satisaction

Commitment

Turnover

!erormance

Socialization


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T&'#I#I( 'IDD)K)*3!$)IT

T6D and Career Development


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Training is the act o increasing the .no%ledge and s.ills o

an employee or doing a particular 1o-, Training programsattempt to -ring out positive changes in the employeesG

Qno%ledge, S.ills and 'ttitudes/ Training aims to+

To increase %or.ersG .no%ledge

To impart ne% s.ills

To -ring a-out desired changes in attitudes

To chec. %astages To reduce accidents

To prepare %or.ers or higher 1o-s

To improve overall organizational perormance

Training


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$anagement Development is a process -y %hich managers ac2uire not only

s.ills and competencies in their present 1o-s -ut also capa-ilities or uturemanagerial tas.s o increasing difculty and scope/ #t encompasses all thoseactivities and programmes %hich have su-stantial inuence on changing the

capacity o the individual to perorm his present assignment -etter and in sodoing are li.ely to increase his potential or uture management assignment/

$anagement development aims to+ To increase the overall .no%ledge, conceptual and decision ma.ing s.ills

To improve the perormance o managers in their present positions

To ensure an ade2uate reserve o capa-le %ell trained managers or uture needs

To inuence the -ehavior o %or.ers through the e"ecutives

To introduce change in the organization -y developing e"ecutives into changeagents or acilitators

To provide opportunities to the managers or their career advancement

To prevent o-solescence o e"ecutives -y providing them opportunities orupdating their .no%ledge and s.ills

$anagement

Development


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Training vs

DevelopmentS. !. "#A$$% &'(')!P*'"

+ #t is a short term process #t is a long term process

,

#t utilizes systematic andorganized procedure -y %hich

non managerial personnel learntechnical .no%ledge and s.illsor a denitive purpose

#t utilizes a systematic andorganized procedure -y %hich

managerial personnel learnconceptual and theoretical.no%ledge or general purpose

-#t helps individuals learn ho% toperorm their current 1o-seectively

#t prepares individuals or uture 1o-s and gro%th in all aspects

#t is reactive #t is proactive

/#t is a result o initiatives ta.en-y management/ #t is a result ooutside motivation

#t is mostly result o internalmotivation

0#t aims at enhancingorganizational productivity

#t aims at modiying -ehaviour


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Training Signicance

)mployerNuic. learning

0igher productivity

Standardization o procedures

*ess supervision

)conomical operations

0igher morale!reparation o uture

managersAetter management

)mployeeCondence

Ie% s.ills

!romotion

0igher earnings

'dapta-ility

#ncreased saety


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Training $ethods

3nthe1o- Training

• Coaching•

Understudy• !osition &otation• $entoring

3the1o- Training

• Special *ecturecumDiscussion

• Conerence• Case study• Sensitivity training• Special pro1ects• Committee assignments

Training !rocess


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Training !rocess&'"'#*$$% "#A$$% !12'3"$('S

"#A$$% ''&S AA)4S$S

• !rganizational Analysis• "ask Analysis• $ndividual Analysis

&'(')!P$% "5' "#A$$% P#!%#A**'

• Setting responsibility for "raining• Preparing t6e "rainers• Preparing t6e "rainees• Arranging space for training delivery and setting timelines for t6e same• Selecting "raining *et6ods• *ecture, Discussion, Case study, &ole play, Sensitivity training, Syndicate, Arain storming, Computer

assisted learning, )"ercise, Ausiness games, #nAas.et, 3n the 1o- training, !ro1ect %or., !rogrammedlearning, Committee 'ssig-ments, 'ssessment centres, $A3, etc/

• Selecting training materials and equipment

$*P)'*'"$% "5' "#A$$% P#!%#A**'

'(A)UA"$! !7 "5' "#A$$% P#!%#A**'


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!erormance'ppraisal


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Aasis or 1o- change or promotion

Formulation o training and development

programme Feed-ac. to employee

#ncentives to employees

Supervisors -ecome more o-servant

)valuating eectiveness o selection process

!urpose


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&an.ing

&ating scale

Chec.list Forced choice

Field &evie%

Critical incident

Condential report

)ssay 'ppraisal

;H9 degree appraisal

$ethods


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Compensation


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Compensation is the remuneration received -y an

employee in return or hisMher contri-ution to theorganization/ #t is an organized practice that involves

-alancing the %or.employee relation -y providingmonetary and nonmonetary -enets to employees/

T&pes o' (ompensation Compensation provided to employees can direct in the orm o

monetary -enets andMor indirect in the orm o nonmonetary -enets .no%n as per.s, time o, etc/ Compensationdoes not include only salary -ut it is the sum total o allre%ards and allo%ances provided to the employees in returnor their services/ # the compensation oered is eectivelymanaged, it contri-utes to high organizational productivity/

Compensation

$eaning


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Compensation Types


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' good compensation pac.age is important to motivate the

employees to increase the organizational productivity/

Unless compensation is provided no one %ill come and %or.

or the organization/ Thus, compensation helps in runningan organization eectively and accomplishing its goals/

Salary is 1ust a part o the compensation system, theemployees have other psychological and selactualizationneeds to ull/ Thus, compensation serves the purpose/

The most competitive compensation %ill help theorganization to attract and sustain the -est talent/ Thecompensation pac.age should -e as per industry standards/

Ieed o Compensation$anagement

management - unit 04 - staffing.pptx

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