unit iii part ii

Staffing

Unit III

Staffing

Sub Functions• Recruitment• Selection• Training and Development• Performance Appraisal• Administration of compensation plans• Orientation• Career Development & Stages

Advantages of Staffing

• Discovering talented & competent workers and developing them

• Right Man – Right Job• Avoid shortage of personnel• Prevents under utilization• Succession Planning

Manpower Planning• Short term– Train or Assign difficult job to others or replace

them.• Long term– Determine requirements for a particular period– Ascertain existing employees• Promotable • Not promotable but retainable• Not retainable• About to retire

– Train

Recruitment

• Process of identifying the sources for prospective candidates and to stimulate them to apply for jobs

Sources• Internal : Promotion, Previous employees,

Friends & relatives of employees• External : Applications (unsolicited), Colleges

& Technical Institutions, Employment Exchanges, Unions

Recruitment

• Evaluation– Time lag (Requisition & Placement)– Recruitment Ratio (Applications & Hiring)– Sources of recruitment & Factors of success on job– Gross cost per hire

Internal Sources• Advantages : Loyalty, Sense of Security, No

need for induction training• Disadvantages : Inbreeding

Recruitment

External Sources• Advantages– New blood– Wide choice

• Disadvantages– Internal : Morale affected

Sele

ction

• Job Analysis– Job Description– Job Specification

• Steps :– Application Blank– Initial interview (additional information &

clarification of information provided in application)– Employment tests (Aptitude tests, Intelligence

tests, Trade / Performance / Achievement tests, Personality tests

– Checking references– Physical or Medical Examination– Final Interview

Placement

• Induction

• Orientation

Training & Development

Training• Specific skills• One time activity• Initiative and Motivation (Outside source :

Management)• For present needs• Reactive process


Development• Overall personality• Continuous process• Initiative and Motivation (Internal : Individual

himself / herself)• For future needs• Proactive process


Advantages• Improves quality and quantity of output• Sense of satisfaction – increase• Less wastage and damage• Facilitates promotion• Replacements are easy


• Types• Induction / Orientation Training (induct new

employees to new social setting)• Job Training (increase knowledge of workers

about job with which they are concerned)• Promotional Training• Refresher Training (to avoid personnel

obsolescence)• Corrective Training


Training Methods for Operators• On the Job training– Apprenticeship Training– Internship Training

• Simulators & Training Aids• Behavioral Education Programmes• Programmed Instruction

Training & DevelopmentTraining methods for Managers• Observation Assignment• Job Rotation• Serving on Committees• Assignment of special projects• Conferences & Seminars• Case Study• Role Playing • Sensitivity Training

Training & DevelopmentSelection of Training Method• Nature of Problem• Level of Trainees• Availability of competent trainers• Finance• Time Evaluation of Training• Reaction Evaluation• Outcome Evaluation


Evaluation of Training• Reaction Evaluation• Outcome Evaluation

Mentoring

• Mentoring is most often defined as a professional relationship in which an experienced person(the mentor) assists another (the mentoree/ protege) in developing specific skills and knowledge that willenhance the less-experienced person’s professional and personal growth.

Performance Appraisal

Purposes• Basis for job change and promotion• Identify strength and weakness to formulate

training and development programme• Serves as feedback• For payment of wage, bonus, etc.• For selection and classification of workers


Criteria• Production• Work sample test (to measure proficiency)• Length of Service• Amount of training necessary• Ratings by supervisors

Performance AppraisalAppraisal• Summative (Evaluated at the end of specific

period)• Formative (Ongoing, almost daily process)Who can Appraise?– Immediate Manager– Personnel Department– Peers– Service Users– Employee himself– Employee’s subordinates


• Ranking Method• Rating Scale Method• Checklist Method• Forced Choice Method• Field Review• Critical Incident Technique• Confidential Report• Essay Appraisal


Limitations• Not data based• Emphasize employee’s performance in terms

of physical results• Lay stress on evaluating employee for salary

and reward administration

Performance AppraisalPost Appraisal Interview• Tell & Sell– Interviewer : Judge (comes with diagnosis & remedy)– Interviewee : Protests or gives defensive responses

• Tell & Listen– Communicate evaluation to employee & Explore

employee’s feeling• Problem solving Interview– Interviewer helps employee and discusses on needs

encountered by employee


Factors affecting Managerial Performance• Environmental constraints• Organizational Leadership• Interdependence of sub-systems• Organization Structure• Management by Objectives


Essentials of good Appraisal System• Easily Understandable• Has support from Management• Data based• True indicator of performance• Open and Participative• System should be periodically reviewed /

evaluated

Career Stages

• Birth – Growth – Exploration – Establishment – Maintenance – Decline – Death.

• Super’s Career Ladder (1996 Super, Savickas & Super)– Education and early life – Age 5 to 21– Initiation into working life – Age 16 to 24– Early Career – Age 25 to 34– Mid Career – Age 35 to 54– Late Career – Age 55+

unit iii part ii

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