staffing
DESCRIPTION
TRANSCRIPT
STAFFINGIs a critical function concerned
with the acquisition and deployment of the organization workforce. It looks at from the three perspectives namely, strategy and planning, the human resource, and the individual manager.
NATURE OF STAFFING
STAFFING is a mutual process by which the individual and the organization become match to form the employment relationship.
IMPLICATIONS OF DEFINITION
ORGANIZATION AND INDIVIDUAL PERSPECTIVE
STAFFING is a mutual process that involves organization seeking individual as well as individual seeking organization.
The ORGANIZATION PERSPECTIVE emphasizes staffing as activities undertaken to further the attainment of organizational goal such as survival, profitability and growth.
The INDIVIDUAL PERSPECTIVE stresses the fact that individual seek jobs that they will find rewarding. And these individual are affected by their experiences in the staffing process.
STAFFING AS A PROCESS OR SYSTEM
STAFFING IS A PROCESS OR SYSTEM composed of a series of interrelated activities such as recruitment, selection, decision making and job offers.
HIRING someone is the culmination of the staffing process.
STAFFING is a process that establishes and governs the flow of applicants into the organization and within the organization.
There are many steps through which applicants flow from the
time they first enter the system to the time they become new
hires. These are:
1st. The steps begin with the organization’s decision to fill a vacancy.
2nd. Recruitment activities.
3rd. Selection activities.
4th. Evaluating and Decision making.
5th. Acceptance of the job’s applicant.
FORMING THE EMPLOYMENT RELATIONSHIP
An emphasis on forming or entering into the employment relationship includes certain staffing decisions and excludes others. Both the organization and the individual must act positively to create a person/job match.
IMPORTANCE OF STAFFING
The role of staffing is to anticipate and then fulfill the organization’s workforce needs in ways that contribute to the organizations mission and objectives.
It will be responsible for the design and management of staffing systems, for the involvement of managers at critical points in these systems and for ensuring compliance with all applicable laws and regulations.
Exhibit 1.1 Survey Results Regarding Staffing and Other HR
Activities
% ofBudget
% ofTime
Staffing ……………………………………………………….Design\administration of employee benefit programs ..Employee labor relations …………………………………..Training ………………………………………………………Design\administration of employee compensation
programs ………………………………………….Health, Safety and Security ……………………………….Design\administration of programs in response to
government regulations ………………………...Performance Appraisal ……………………………………..Strategic Planning …………………………………………..Conducting other activities ………………………………...
19151311
98
65410
1510189
106
77711
STAFFING MODELS
PERSON/JOB MATCH.
This match seeks to align characteristic ofindividuals and jobs in ways that will result indesired HR outcomes.
Comments such as these raise four important points
about the person/job match.
1st. Jobs are characterized by their requirements and embedded rewards.
2nd. Individuals are characterized by their level of qualifications.
3rd. Degree of fit or match between the characteristics of the job and the person.
4th. There are implied consequence for every match.
EXHIBIT 1.2 PERSON/JOB MATCH
JOB
Requirements
Rewards
PERSON
KSAOsMotivations
HR Outcomes
AttractionPerformanceRetentionAttendanceSatisfactionOther
ImpactMatch
Several points pertaining to staffing need to be made about the person/job matching model
1st. The concept shown in the model are not new.
2nd. The model emphasizing that the matching process involves a dual match of KSAOs to requirements and motivations to rewards.
3rd. Job requirement should usually be expressed in terms of both the tasks involved and the KSAOs thought necessary for performance of those task.
4th. Job requirement often extend beyond task and KSAO requirements.
Finally,
The matching process can yield only so much by way of impacts on the HR outcomes.
PERSON/ORGANIZATION MATCH
Often the organization seeks to determine not only on how well the person fits or match the job but also the organization.
EXHIBIT 1.3 PERSON/JOB MATCH
Job
RequirementsRewards
Organ
izatio
n
Valu
es
New JobDuties
MultipleJobsFu
ture
Jobs
PersonKSAOs
Motivation
Match
HR Outcomes
AttractionPerformanceRetentionAttendanceSatisfactionOther
Impact
The ORGANIZATIONAL VALUES are norms of desirable attitudes and behaviors for the organization’s employee.
The NEW JOB DUTIES represents the task that may be added to the target job over time.
Flexibility concerns also enter into the staffing picture in terms of hiring persons who could perform MULTIPLE JOBS.
FUTURE JOBS represent forward thinking by the organization and person as to what job assignments the person might assume beyond the initial job.
STAFFING SYSTEM COMPONENTS
As noted, Staffing encompasses managing the flows of people into and within the organization.
EXHBIT 1.4 STAFFING SYSTEM COMPONENTS
Applicant(Person)
Organization
(Job)
Recruitment( identification and attraction)
Selection( assessment and evaluation)
Employment( decision making and final
match)
Staffing begins with a joint interaction between the applicant and the organization. The initial stage in staffing is recruitment gradually, recruitment activities phase into the selection stage and it’s accompanying activities and lastly, the final component of staffing is employment. For the applicant, The employment stage involve self-selection .
It should be noted that the staffing components apply to both external and internal staffing. In INTERNAL STAFFING, the applicant is a current employee and the organization is the current employer.
HUMAN RESOURCE MANAGEMENT
PERSON/JOB MATCHIt shows that all HR activities are directed
toward creating and maintaining effective person\job matches as a way of having a positive impact on the HR outcomes.
HR ACTIVITIESEach HR Activity is classified as a support or
functional activity. Support activities include strategy and planning, job analysis, and measurement. Functional activities includes external staffing, internal staffing, training and development compensation, labor elations and work environment.
EXHIBIT 1.5 HUMAN RESOURCE MANAGEMENT MODELEconomicConditions
LaborMarkets
LaborUnions
Laws and Regulations
External Influences
HR activities HR outcomes
SUPPORT ACTIVITIESStrategy and PlanningJob AnalysisMeasurement
FUNCTIONAL ACTIVITIESExternal staffingInternal staffingTraining and developmentCompensationLabor ElationsWork Environment
Job
RequirementsReward
Person
KSAOsMotivation
AttractionPerformance
RetentionAttendanceSatisfaction
Other
INTERRELATIONSHIP AMONG ACTIVITIES
While administered separately, the functional HR activities are highly interrelated and hence, must work in a concert with each other.
EXTERNAL INFLUENCES
These influences are economic conditions, labor markets, labor unions and laws and regulations.
Economic Condition influence the over all financial health of an organization.
Labor Markets represents the external area in which the organization seek new employees and individuals offer their availability.
Labor Unions negotiate with the organization about the terms and conditions of employment for their members, expressed in a written labor contract.
Laws and Regulation serve to define (a) The nature of the employment relationship and (b) The limits of permissible and impermissible HR practices.
STAFFING ORGANIZATIONS
Staffing is composed of support activities, staffing
activities, external influences and staffing system
management. The support activities are strategy and planning,
job analysis and measurement, Recruitment and selection and
employment from the staffing activities.
EXHIBIT 1.6 STAFFING ORGANIZATIONS MODEL
EconomicConditions
LaborMarkets
LaborUnions
Laws and Regulation
sExternal Influences
SUPPORTACTIVITIES
Strategy andPlanning
Job Analysis
Measurement
STAFFING ACTIVITIES
Selection Employmen
tRecruitment
External External
Internal Internal
Decision Making
Final Match
STAFFING SYSTEM MANAGEMENT
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