Staffing PDF

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AssignmentⅡ Name: Mohammad Tariq Sadat Program: BBA Evening Registration No: 302-0906004 Instructor: Mr. Waqar Alam Subject: Principles of Management Date:30/07/2009 1 Contents: Part One ....................................................................................................................

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AssignmentⅡ Name: Mohammad Tariq Sadat Program: BBA Evening Registration No: 302-0906004 Instructor: Mr. Waqar Alam Subject: Principles of Management Date:30/07/2009 1

Contents: Part One ......................................................................................................................... 3 An over view of staffing ........................................................................................... 3 What is Staffing? ...................................................................................................... 5 Difference between Organizing and Staffing: ....................................................... 5 Essentials of Human Resource Management (HRM) ............................................ 6 Part Three ....................................................................................................................... 7 Functions of Human Resource Management or Staffing Functions .................. 7 Human Resource Planning:.................................................................................... 7 Precautions for Human Resource Planning: .......................................................... 8 Job Analysis: .......................................................................................................... 9 Job descriptions...................................................................................................... 9 What is a job description?....................................................................................... 9 Job Specifications ................................................................................................ 10 Job Evaluation:..................................................................................................... 11 Techniques of Ranking: ....................................................................................... 11 Techniques of Classification: ............................................................................... 11 Techniques of Factor Comparison: ...................................................................... 12 Techniques of Point Method: ............................................................................... 12 Recruitment and Selection: .................................................................................. 12 Sources of Recruitment: ....................................................................................... 13 Selection Process: ................................................................................................ 13 Employee Training and Development ................................................................. 14 Training Approaches:........................................................................................... 14 Training Methods: ................................................................................................ 14 On-the-Job Training Methods: ............................................................................. 14 Off-the-Job Training Methods ............................................................................. 15 Performance Management ................................................................................... 15 The Appraisal Process.......................................................................................... 15

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Part One An over view of staffing

The management process includes the planning, organizing, leading, staffing and controlling activities that take place to accomplish objectives of an organization. A closer look to the most of the definitions of management we can find that these definitions include three common factors; goals, limited resources, and people.

Goals are necessary because activities must be directed toward some end. Managers are concerned with the attainment of the goals as well as getting the maximum benefit from the limited amount of resources or simply efficient allocation of scarce economic resources for achieving the goals is the second factor. Finally, the need for two or more people is the third and last requisite for management because. It is with and through people a manager performs his work.

In fact, too often people forget about, the third factor or we can say that the management forgets about the most important factor which is the people or the human resources variable. From another point of view we all know that organizations are composed of people, and these people represent one of the organization’s most valuable assets. Obviously, many managers have failed because they have taken their human resources for granted. Colin Powell1 beautifully puts it this way “organization doesn't really accomplish anything. Plans don't accomplish anything, either. Theories of management don't much matter. Endeavors succeed or fail because of the people involved. Only by attracting the best people and motivating them you can accomplish 1 - Colin Luther Powell was born on April 5, 1937in Harlem, a neighborhood in the New York City attended Morris High School, from which he graduated in 1954. During school, he worked at a local baby furniture store where he picked up Yiddish from the shopkeepers and some of the customers. He earned a bachelor's degree in geology from City College of New Yorkan MBA from The George Washington University.

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great deeds.” Therefore, modern staffing is one of the most important functions of management because it is responsible for how people are brought into organizations and how they are treated in the Organizations.

Some of the functions of the staffing was done through personnel departments these departments became popular in the 1930s. Personnel department were once called “Health and Happiness” departments, but those people were assigned to deal with personnel issues who were often too old and useless, because the management thought that humans are liabilities of the organization. As the field of management began to mature more emphasis was placed on the workers. Afterwards the management sensed that individuals who are hired needs to be trained to function effectively within the organization. So with the passage of time, the scope of personnel department increased as all mangers were supposed to be concerned with the acquisition, development, motivation and maintenance of people in their unit. All these developments led to emergence of Staffing or Human Resources Management HRM as important activity of an organization. Now, HRM is concerned with people dimension in management. As Agha Hasan Abedi1 differentiates between two types of management; conventional and real and he points out that real management involves developing people, so he says” “The conventional definition of management is getting work done through people, but real management is developing people through work.”

1 - Agha Hasan Abedi was born in Lucknow, India and migrated to Pakistan after the partition of India, in 1947. Beginning his career with Habib Bank before independence, he brought about significant changes in Pakistan's banking culture when he founded the United Bank Ltd (UBL) in 1959.

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Part Two

What is Staffing? Staffing is the process of assigning tasks or placing the right kind of people at the right time at the right place.

Staffing function makes sure that the organization has:

1. The right number of people: according to the needs and requirements of the organization. Not to overload the structure with excessive manpower which can cause high operational costs? 2. The right kind of people: considering qualifications, skills, experience, competencies and capabilities. 3. In the right places: It means compatibility between the qualifications and the position must be considered. It is not correct to put MBA finance in an engineering position. 4. At the right time: Whenever there is a need for such a person in the organization.

Difference between Organizing and Staffing:

The difference between organizing and staffing is that organizing is the process through which an organization creates its organizational structure in terms of what tasks are to be done. Who is to do them? How the tasks are to be grouped? Who reports to whom? Where decisions are to be made? So organizational structure divides groups and coordinates the jobs. On the other hand, staffing is the process of putting the right kind of people at the right positions and at the right time.

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Staffing is also called as human resource management (HRM).

Essentials of Human Resource Management (HRM)

Human Resource Management (HRM) is an essential aspect in all public organizations and private companies alike. HRM is based on the notion that employees are firstly humans. This in mind HRM aims at selecting the right persons for the right positions. It also aims of course at developing personnel skills of the employees to let them fit into their positions in the best possible way. HRM is seen as an understanding of the human aspect of an organization and its strategic importance. The HR function is to a very large degree administrative and there are certain practices used in all organizations, such as formalized selection procedures, evaluation of the staff, payroll processes, etc. The most important areas of HR functionalities like 1) The selection of new employees (including the announcement of vacancies, the analyses of applications, assessments and interviews) 2) Capability and skill development (e.g. through training of employees or inductions of new employees) 3) Tracking data points on each employee (including personal histories, data on skills and capabilities, experiences, payroll records, etc.). These aspects are normally collected in the personnel file (see the template of the IARCSC personnel file) 4) The administration of benefits (e.g. participation in benefits programs like healthcare, insurances and pension plans) 5) Sometimes the “payroll section” (including gathering data on employee time and attendance, calculating deductions and taxes, and generating periodic pay checks and employee tax reports) is also part of the HRM department although you often find it as a part of the financial department. 6) The time and labor management (including the evaluation of the employees concerning their time and their work performance) can also be part of the

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HRM department if it is not in the responsibility of the financial department as well.

HRM has to be seen as a circular process: After analyzing the goals and objectives for a certain job and the core competencies needed you have to define the HR requirements and plan the staffing procedure. New possible employees will be invited and an assessment according to the needed requirements for the job will be made. The appropriate person will be recruited and induced into the organization. During the employment there will be necessities for the further development of the employee. If persons drop off their jobs (e.g. by retirement) the HR department has to search for a new employee and the circle starts from the beginning.

Part Three Functions of Human Resource Management or Staffing Functions 1. Human Resource Planning 2. Job Analysis 3. Recruitment and Selection 4. Performance Management 5. Training and Development 6. Job Evaluation 7. Employee Compensation

Human Resource Planning: HRP is one of the most important elements in a successful HRM programme. HRP is a process by which an organization ensures that it has right number of people with right skills at right place at right time to implement organizational strategies in order

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to achieve organizational objectives HRP translates the organization's objectives and plans into number of workers needed to meet those objectives HR planning is done after knowing the current status of human resources of the organization, its objectives, corporate and business level strategies. HRP is the process of analyzing an organization’s human resource needs and developing plans, policies, and systems to satisfy those needs. In short, the purpose of human resource planning is to assess where organization is, where it is going, and what implications these assessments have on future supplies of and demands for human resources. The following diagram shows the effective HR planning.

Precautions for Human Resource Planning: In order to formulate a strong Human Resources Planning the followings must be taken into consideration:  Human resource planning must be integrated within the organizations strategic plans.  Human resource planning must be based on the most accurate information available.  A clear plan must be developed with associated timespans and scope of activity

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 Human resource planning must be assigned or located within a central unit Senior management must emphasize the importance of human resource planning

Job Analysis: Twenty five years ago, job analysis was almost non existent. The major thrust behind job analysis has been of Civil Rights Acts of 1964. As per the Act there was a need to have objective criteria for hiring, firing and promotions. The only means of establishing objective the job related criteria is to identify what the job entails? And what an incumbent worker must posses to perform successfully on the job. “We can not overemphasize the importance of job analysis, as it permeates the organization's activities. The job analysis is starting point of sound human resource management in any organization. If job analysis is not done well in an organization, it probably does not do any of its HR activities well. “ Job Analysis is the process of finding out:

1- What activities will be performed within a job? 2- What skills are required to perform those jobs?

It defines the duties, responsibilities, and accountabilities of a job. In other words, job analysis explains:

a.

Job Description

b.

Job Specification

c.

Job Evaluation

Job descriptions What is a job description? A job description is a written statement explaining why a position exists in an organization. It outlines: what are the requested abilities of the employee to carry out the planned tasks? And what performance standards must be met by employees to be

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considered to be doing a satisfactory job. It also describes how he/she has to fulfill his/her job, and under what conditions the job is performed.

Why should we draft a job description? • We have to inform the jobholders what his/her tasks and duties are. It is part of the clarification of the role of each worker and helps him/her understand their jobs. • We have to define what competences are needed now and in the future. • With a job description we clarify work functions and reporting relationships. • For new recruitments we have to know what the requirements for an effective job performance will be and how they can be expressed in the job advertisement. • We can evaluate job performances of employees due to the job description in relation to the actual effectiveness or ineffectiveness of the job performance. • With the help of job descriptions we are able to maintain a consistent salary structure. • We can base performance evaluations on job descriptions.

Job Specifications What minimum acceptable Qualifications the employee must have to perform a job successfully.

Job Specification Includes:  The Knowledge: It means familiarity with the job conditions and work environment. Skills: It means the ability to translate knowledge into action that results in desired performance.  Education: Formal or academic learning and degree.  Experience:  Certification: Specialized certificates required for certain fields such as Chartered Accounting certificate for accountants. 10

 Abilities to do the job effectively: The job may require extra abilities like physical ability or the ability to travel to the provinces, or the ability to bear long hours of work.

Job Evaluation:

Job evaluation contributes in specifying relative value of each job in the organization. Jobs that have similar demand in terms of skills, education, and other personal characteristics should be placed in the common compensation groups. Job evaluation is an important part of compensation administration. Job evaluation leads to a fair and equitable wage structure, it is an assessment of the relative value of jobs for determining compensation. Techniques of Job Evaluation  Ranking  Classification  Factor Comparison  Point Method

Techniques of Ranking:

 Comparing jobs to each other based on the overall worth of the job to the organization  The 'worth' of a job is usually based on judgments of skill, effort (physical and mental), responsibility, and working conditions.

Techniques of Classification:



Classifying jobs into an existing grade/category structure or hierarchy.



Assigning each job to the grade/category that is closest match to the job.

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Techniques of Factor Comparison:



A set of four or five compensable factors are identified as determining the worth of jobs.



E.g., of compensable factors: 

Skill



Responsibilities



Effort



Working Conditions

Techniques of Point Method:  To determine the worth of jobs, a set of compensable factors are identified, which include  Skill  Responsibilities  Effort  Working Conditions

Recruitment and Selection: This function can be called hiring and hiring contains two interrelated sub-functions which are: a. Recruiting: It is the process of inviting potential employees for job applications using different media like:  Internet  Newspapers  In-house notice boards Here the organization may choose to use one or more than one of the following sources of recruitment to collect job applications.

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Sources of Recruitment: 1. The Internal Search: Searching inside the organization to find an eligible candidate for a vacant post. 2. Employee referral (recommendations): It means that a suitable candidate is introduced for a particular position by a current employee of the organization. 3. The External Searches: Searching out side the organization for an eligible candidate for a vacant position. 4. Advertisements. 5. Employment Agencies: outsourcing the recruitment process to an independent organization to perform the task for fee. Such as Agef in Afghanistan and Head Hunter in international market. 6. Schools, Colleges, Universities. 7. Direct Applications (walk-ins). Some people interested to work in a specific organization may simply walk in to the organization and leave their application there. 8. Former Employees: Since the former employees of an organization are well aware of the rules, regulations, culture, strategies and policies of the organization may recommend suitable candidates for a particular position. The recruitment process ends with receiving the resumes of the candidates. b. Selection: The process of selections starts with the initial assessment or evaluation of the collected applications and resumes for a job.

Selection Process: 1- Initial Screening: The applications are processed, screened and shortlisted. Then those applicants who have the right qualifications and experience are called for an employment test. 2- Employment Tests: There are a variety of tests such as:  Written tests (for example: entry test at KARDAN)  Physical tests (for example: running test for army)  Intelligence tests 3- The comprehensive Interview (job interviews): There are many types of interviews such as individual interview, panel interview or a group interview. 4- Background Investigation: confirming degrees and work experiences with previous empl...