Staffing: Building an Effective Team

Staffing: Building the Dream Team

• Staffing involves building and managing a highly effective team.
• Staffing is a critical managerial function, ensuring the right people are in the right roles to drive organizational success.
• Effective staffing matches skills and qualifications to job requirements.
• Effective staffing fosters a diverse and inclusive workforce.
• Effective staffing promotes employee engagement and job satisfaction.

The Staffing Process: Key Components

• Recruitment: Attract candidates
• Selection: Evaluate and choose the best fit
• Onboarding: Integrate new hires into the team
• Training and Development: Invest in skills and knowledge
• Performance Management: Monitor and evaluate performance
• Retention: Keep valuable employees engaged and motivated

Recruitment: Attracting the Right Talent

• Job Posting: Create clear, concise job descriptions that accurately reflect the role.
• Networking: Leverage personal and professional connections to find qualified candidates.
• Online Platforms: Utilize job boards and social media platforms to reach a wider pool of potential candidates.

Selection: Choosing the Best Fit

• Screening involves reviewing applications and conducting initial phone interviews to identify qualified candidates.
• Assessment utilizes skills tests, aptitude assessments, and simulations to evaluate candidate abilities.
• Interviews involve conducting in-depth interviews to assess candidates' skills, experience, and cultural fit.

Onboarding: Integrating New Hires

• Introduce the organization's culture, values, and mission.
• Provide orientation and training on job duties, policies, and procedures.
• Facilitate introductions to team members and key stakeholders.

Training and Development: Nurturing Talent

• Identify skills gaps and training needs.
• Develop and deliver training programs that address specific needs.
• Provide opportunities for ongoing professional development and career advancement.

Retention: Keeping Your Dream Team

• Offer competitive compensation and benefits.
• Provide career development opportunities.
• Maintain a positive work environment.
• Recognize and reward employees.

Evaluating and Improving the Staffing Process

• Track key metrics like recruitment time, hiring costs, employee turnover, and performance outcomes.
• Gather feedback from hiring managers, employees, and candidates.
• Implement changes to adjust recruitment strategies, selection processes, and onboarding practices based on feedback and data.

Leading

• Leading is a management function that involves inspiring and influencing people in the organization to achieve a common goal.
• Successful leading must begin with focusing on psychological capital of both the employer (leader) and the employee (subordinate).

Two Main Components of Staffing

• Recruitment: Identify and attract people with the necessary qualifications.
• Selection: Choosing who to hire.

Steps in Staffing

• Identify job position vacancies and job requirements.
• Check the internal environment for human resources.
• Engage in external recruiting.
• Select those with essential qualifications for the job opening.
• Place the selected applicants.
• Promote employees.
• Evaluate performance.
• Plan employee careers.
• Train human resources.
• Compensate human resources.

Recruitment Types

• Recruitment is a set of activities designed to attract qualified applicants for job position vacancies.
• Recruitment may be external or internal.
• External recruitment locates potential individuals from outside resources.
• Internal recruitment fills job vacancies through promotions or transfers of employees already in the organization.

External Recruitment Methods

• Advertisement is an external recruitment method.
• Unsolicited Applications are an external recruitment method.
• Internet Recruiting is an external recruitment method.
• Employee Referrals are an external recruitment method.
• Executive Search Firms are an external recruitment method.
• Educational Institutions are an external recruitment method.
• Professional Associations are an external recruitment method.
• Labor Unions are an external recruitment method.
• Public and Private Employment Agencies are an external recruitment method.

Internal Recruitment Methods

• Filling job openings through promotions and transfers.
• Recruitment may be done by using company bulletin boards, intranet, newsletters, and recommendations from departments or unit heads.

Advantages and Disadvantages of External Recruitment Methods

• Advantages include a large number of possible applicants.
• Submitted applications from initiatives are believed to be better potential employees.
• Employee referrals from outside sources are believed to be high quality applicants.
• Executive Search Firms refer highly qualified applicants, checking qualifications before recommending them.
• Educational institutions know the capabilities of their graduates.
• Disadvantages include the cost and time required for advertising, sorting, and training.
• There is a possibility of bias or self-serving motives in referrals.

Advantages and Disadvantages of Internal Recruitment

• Advantages include less expense for advertising, faster recruitment and selection, and cheaper training due to familiarity with company policies.
• Disadvantages include a limited number of applicants, favoritism influencing promotions, and jealousy among unconsidered employees.

Selection Process

• The selection process chooses individuals who have the required qualifications to fill present and expected job openings.
• Establish selection criteria.
• Request applicants to complete the application form.
• Screen applicants who seem to meet the set criteria.
• Conduct screening interviews to identify more promising applicants.
• Conduct interviews by the supervisor/manager or panel interviewers.
• Verify information provided by the applicant.
• Request the applicant to undergo psychological and physical examination.
• Inform the applicant that they have been chosen for the position.

Interview Types

• Structured Interview: A set of prepared questions are answered, including situational, job knowledge, job simulation, and work requirement questions.
• Unstructured Interview: There is no interview guide, and questions are asked freely.
• One-on-one Interview: One interviewer is assigned to interview the applicant.
• Panel Interview: Several panel interviewers conduct the interview, taking turns asking questions.

Types of Employment Test

• Intelligence Test: Measures mental capacity, cognitive capacity, speed of thinking, and ability to see relationships in problematic situations.
• Proficiency and Aptitude Tests: Present skills and potential for learning other skills.
• Personality Tests: Reveal personal characteristics and ability to relate to others.
• Vocational Tests: Show the occupation best suited to an applicant.

Training

• Managers must ensure their human resources possess necessary knowledge and expertise through training and development.
• Training Needs Assessment: Must be done first to ascertain if training is needed.
• Designing Training Programs: State instructional objectives describing knowledge, skills, and attitudes to be acquired or enhanced.
• Implementing Training Programs: Utilize on-the-job training, apprenticeship training, classroom instruction, audio-visual methods, simulation methods, and e-learning.

Evaluating the Program

• Assess participants’ reaction, acquired learnings, and behavior after completing the training.
• Evaluate Return on Investment (ROI)
• Employee Development, part of career management, matches employee development needs with organizational needs, blending career goals with organizational goals.

Compensation/Wages and Performance Evaluation

• Compensation encompasses all forms of pay given by employers to employees for their job performance.
• Performance Evaluation measures employee work performance, usually done once a year.

Types of Compensation

• Direct Compensation: Workers’ salaries, incentive pays, bonuses, and commissions.
• Indirect Compensation: Benefits given by employers other than financial remunerations, such as travel, education, and health benefits.
• Non-financial Compensation: Recognition programs, rewarding jobs, management support, ideal work environment, and convenient work hours.
• Compensation motivates.

Bases for Compensation

• Piecework basis: Pay is computed according to the number of units produced.
• Hourly basis: Pay is computed according to the number of work hours rendered.
• Daily basis: Pay is computed according to the number of workdays rendered.
• Weekly basis: Pay is computed according to the number of workweeks rendered.
• Semi-Monthly basis: Pay is computed according to the number of work every mid-month and month-end.
• Monthly basis: Pay is computed according to the number of work months rendered.

Purpose of Performance Evaluation

• Improve individual job performance through evaluation.
• Provide an administrative basis for compensation decisions, promotions, transfers, and terminations.
• Develop employees by identifying strengths and weaknesses for training and developmental needs.

Employee Relations

• Employee relations is the connection between employees/workers as they do their assigned tasks for the organization.
• Effective managers encourage good employee relations among all human resources under their care.

Barriers to Effective Employer Relations and Social Support

• Anti-social personality
• Lack of trust in others
• Selfish attitude, being conceited
• Lack of good self-esteem
• Not a team player
• Cultural/subcultural differences
• Lack of cooperation
• Communication problems
• Lack of concern for others

Ways to Overcome Barriers to Employer Relations

• Develop healthy personality
• Find time to socialize with others
• Overcome tendencies of being too dependent on e-gadgets
• Develop good communication skills
• Be open to others’ opinions
• Minimize cultural/subcultural tension

Three Types of Employees

• Engaged: Work with passion and feel a deep connection with their company, driving innovation and moving the organization forward.
• Not Engaged: Essentially “checked out,” putting in time but not energy or passion.
• Actively Disengaged: Not only unhappy at work but also acting out their unhappiness.

Why Employees Form Unions

• Financial Needs: Complaints regarding wages, salaries, and benefits. Salaries, and benefits
• Unfair management practices: Perceptions of unfair or biased managerial actions.
• Social and leadership concern: Satisfaction of the need for affiliation, prestige, and recognition of one's leadership qualities.

Grievance Procedure

• A formal procedure authorizes the union to represent its members in processing grievances or complaints.
• Complaints must be expressed orally or in writing to the employee’s immediate supervisor and the union steward.
• Grievances may be resolved if willing.
• Unresolved grievances within 10 working days are forwarded to the department manager and chief steward.
• Still unresolved, grievances are forwarded to the vice president for labor relations and the local union president.

Reward System

• Rewards are gifts, prizes, or recompense for merit, service, or achievement, which motivate employees (monetary or non-monetary).
• Organizations offer competitive reward systems to attract knowledgeable and skilled people and keep them motivated.
• Management offers different kinds of rewards.

Monetary Rewards

• Rewards in the form of money, finance, or currency.
• Pay/salary is given in exchange for work performance.
• Benefits are indirect forms of compensation to improve the quality of work & personal life.
• Incentives are rewards based upon a par-for-performance philosophy.
• Executive pay is a compensation package for executives with base salary, bonuses, stock plans, benefits, and perquisites.
• Stock options grant employees the right to buy shares of the organization's stock at a guaranteed price during a set time.

Non-Monetary Rewards

• Intrinsic rewards are self-granted and have psychological effects on the employee
• Award: Given for meritorious service or outstanding performance such as trophies, medals or certificates
• Praise: given by superiors expressing oral or verbal appreciation for excellent job performance