STAFFING

04
Edmundo B. Casaul, Jr.

College of Economics and Management

Central Bicol State University of Agriculture
Human Resource Management

 The integration of all processes, programs, and systems in

an organization that ensure staff are acquired and used in
an effective way

2 Staffing
Strategic Human Resource Management

HR planning
Recruitment
Selection
Organizational and
work design
Training and
development
Performance review
Compensation
Labor relations

3 Staffing
Steps in the Staffing Function

 Human Resource Planning

 Recruitment
 Selection
 Orientation
 Training and Development
 Performance Appraisal
 Transfer, promotion and demotion
 Separation

4 Staffing
Human Resource Planning

Assessing Future
Assessing Current
Human Resource
Human Resources
Needs

Developing a
Program to Meet
Needs
5 Staffing
Human Resource Planning

 We have found the gap, how do we fill this void?

 How much time should we spend on identifying the right
person?
 Lets follow the trail of what it takes to hire a new team
member in an organization
 primarily concerned with matching the future demand for
and supply of personnel requirements
 personnel needs depends on:
 the strategic plan
 potential change in the external environment of the
organization

6 Staffing
Recruitment
 Process of locating,
identifying, and attracting
capable candidates
 Can be for current or
future needs
 Critical activity for some
corporations.
 What sources do we use
for recruitment

FOM 9.7
Recruitment

 aim is to get many job applicants for the organization to

choose the most qualified ones
 job analysis – being done before the recruitment
 job description – duties and responsibilities
 job specification – qualifications
 ISSUES:
 equal opportunity employer – no discrimination
- gender, race, religion, age, college/universities,
organization

8 Staffing
School
Internal Placement Employee
Searches Referrals

Recruitment
Employee Temporary
Leasing Sources Services

Employment
Agencies Advertisements

9 Staffing
Types of Recruitment

1) Internal
Advantages:
 less expensive
 employees are already familiar with the organization
 promotion – provides incentives and creates loyalty
Disadvantages:
 limitations of available abilities and skills
 reducing the possibilities of new ideas or new blood
 may encourage complacency among employees
 seniority for promotion
 ripple effect

10 Staffing
Types of Recruitment

2) External
Advantages:
 less familiarity among employees
 easy to train
 low starting salary
 new blood or ideas, culture and inputs
Disadvantages:
 demotivation effect to existing employees
 costly

11 Staffing
JOB ANNOUNCEMENT

Korea Tourism Organization (KTO) Manila office is a government unit of Republic of Korea, to promote
Korea as a premier leisure, incentive, and medical travel destination to the Philippine travelers.

We are looking for administrative officer who is highly qualified below:

Position: Administrative Officer

Main Task:
 reception
related all administrative work
market research
on-line marketing
data base management

Qualifications:
20-25 years old
Female
experienced in tourism industry more than 2 years or graduate of bachelor degree in related tourism
course
excellent communication skills (oral and written) in English, especially report writing
required research ability and ability to manage database

Interested candidates should send their curriculum vitae and cover letter in English before January 28,
2018 to [email protected]

12 Staffing
Selection

 Prediction exercise
 Thus, Not Perfect
 Decision-making exercise
 Purpose is to hire the
person(s) best able to meet
the needs of the
organization

FOM 9.13
Selection Process

 completion of job application form

 preliminary interview
 testing/ examination
 background investigation
 in-depth interview
 physical examination
 job offer

14 Staffing
Selection
 are there ways that managers can ensure that the
decision achieves the desired outcome? (time and
time again)
 Yes, use HR Tools which are Reliable & Valid

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Reliability

 Degree to which selection tool measures the same thing

consistently
 Can be a test or an interview
 Same questions need to be asked.

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The Effectiveness of Interviews

 Prior knowledge about an applicant

 Attitude of the interviewer
 The order of the interview
 Negative information
 The first five minutes
 The content of the interview
 The validity of the interview
 Structured versus unstructured interviews

17 Staffing
Common Types of Interviews

 Non-directive
 most Latitude
 questions are open ended
 this can get you into trouble

 Behavioral Description
 ask about a situation you have experienced

 Structured
 panel
 situational
 Why is a Situational Analysis Good?

18 Staffing
Written Tests

 Intelligence
 General aptitude
 Ability
 Interest

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Reference Checks

 potential employer seeks to verify information

 important to have well-constructed questions
 can you outsource this?
 how far can you dig?
 final stage in the selection process
 writing or calling character references or previous
employers and fellow workers who are familiar with the
candidate’s background
 get outside opinion of the applicant’s qualifications

20 Staffing
Physical/ Medical Examination
- physician evaluation on the health condition of the
applicant if he is fit on the tasks required for the job

Your hired
 Now What?
 Most Important Stage

21 Staffing
Orientation/ Socialization

 Process to introduce new employees to organization,

superiors and co-employees
 Familiarize new employee to job and work unit
 Help employee to
Familiarization to understand
Organizationvalues,
and beliefs, and
its Values
acceptable behaviors
 An employees manual is issued to the employees as well
as assets needed in
Improved his job On the Job
Success
 Various facilities were also shown

Minimizes Turnover

22 Staffing
Orientation/ Socialization

Purpose:
1) To develop a sense of pride and loyalty on the part of
new employees about the company
2) To create an awareness
Familiarization in them on
to Organization andwhoitsare the
Values
company competitors
3) To avoid any future misunderstanding about company
policies,
Improvedrules and procedures
Success On the Job

Minimizes Turnover

23 Staffing
Employee Training

What deficiencies, if any,

What are
does job holder have in
Is there a the strategic
terms of skills, knowledge,
need for goals of the
abilities, and behaviors?
training? organization?

What tasks must

be completed
What behaviors are
to achieve
necessary?
goals?

Staffing FOM 9.24

Training and Development

 learning experience that seeks relatively permanent

change
 involves changing skills, knowledge, attitudes or
behaviors
 training tends to be done for current job
 develop usually means acquiring skills for future work

25 Staffing
Training and Development

 Training – attempts to improve the ability required by

the job of operative employees
- immediately focused on skills

 Development – attempts to improve the abilities of

personnel to prepare them for more responsible
positions in the future

26 Staffing
Training and Development

Purpose:
1) Increase productivity
2) Improve job performance
3) To orient employees about company operations and
culture
4) To have a homogeneous profile of employees who
could have diverse educational and socio-cultural
backgrounds

27 Staffing
Training and Development

Common Methods:
1) on-the-job training – showing how to do the job
2) Job rotation – assigned to do several jobs over a
period of time – broader perspectives
3) Company sponsored workshops

28 Staffing
Performance Appraisal

Purpose:
1) To determine whether employees should be retained,
promoted or transferred
2) To determine the amount of adjustment in salaries or
wages
3) Provide feedback to employees in the areas where
they need some improvements through their own
efforts or by additional training

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Performance Appraisal
 Integration of management practices that includes a
formal review of employee performance
 How often should this take place?
 Includes establishing performance standards and
reviewing the performance
 Means to ensure organizational goals are being met

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If Performance Falls Short
 Train
 Discipline
 Coach
 Out the Door

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Compensation Management

 Process of determining
cost-effective pay
structure
 Designed to attract and
retain
 Provide an incentive to
work hard
 Structured to ensure that
pay levels are perceived
as fair

FOM 9.32
Factors That Influence Compensation
Employee’s
tenure and Company
performance profitability

Kind of job
Size of performed
company Level of
Compensation
and
Kind of
Geographical Benefits
business
location

Management Unionization
philosophy Labor- or
capital-intensive
Source: Management, Seventh Canadian Edition, by Stephen P. Robbins, Mary Coulter,
and Robin Stuart-Kotze, page 274. Copyright © 2003. Reprinted by permission of
Pearson Education Canada Inc.
Staffing Robbins et al., Fundamentals of Management, 4th Canadian Edition
33
©2005 Pearson Education Canada, Inc.
Employee Benefits

 Indirect financial rewards

 Designed to enrich employees’ lives
 Vary widely in scope
 Includes: SSS, Pag-ibig, Philhealth, medical benefits

34 Staffing
Health and Safety

 Employers are responsible for ensuring a healthy and

safe work environment
 Employees are required for follow instructions and any
legal requirements
 Workplace violence is a growing concern

35 Staffing
Labor Relations

 Relationship between union and employer

 Union functions as the voice of employees
 Collective bargaining is a process to negotiate terms and
conditions of employment
 Bargaining produces a written document called a
collective agreement

36 Staffing
Issues in Staffing
1) The Role of the Personnel Department
 also called as Human Resources Department
 staff departments which assist other departments in the
firm on the following areas:
 assistance on the recruitment
 assistance in screening
 assistance in wages and salary administration
 assistance in performance appraisal
 assistance in training and development
 maintains personnel files
 the ultimate decisions on staffing functions are made by
the line managers
37 Staffing
Issues in Staffing
2) Issues on Formality
 formalization and standardization of personnel policies
and practices becomes a necessity in order to minimize
employee complaints and demoralization
 performance appraisal
 promotion
 issue due to its unavoidable element of subjectivity

38 Staffing
Issues in Staffing
3) The importance of “proper choice” in selecting
employees
 “efficient” staffing practices should not be pursued at the
expense of the quality of employees that eventually
become recruited and retained in the company
 dilemma: even the most “scientific” methods of selection
can not insure that all employees recruited will prove to
be well-suited to the company environment
 keeping the new recruit on a “probationary” status

39 Staffing
Reward System

- refers to the totality of the inducements that a firm provides

in order to:
1) attract people to work for the company
2) motivate them to perform well while working with the
company
3) induce them to remain with the company over time

40 Rewards and Compensation System

Reward System

 includes the compensation system

 also includes recognition and symbolic rewards
 other non-economic inducements such as
 good working environment
 pleasant climate of work

41 Rewards and Compensation System

Compensation System

 refers to all forms of economic remuneration

 may in the form of financial or non-financial form
 not only refers to salaries or wages but also to the other
monetary and non-monetary benefits received by employees
from their employer

42 Rewards and Compensation System

Direct Monetary Compensation

Most Common Ways:

 straight monthly salary
 daily rate
 incentive pay

43 Rewards and Compensation System

Straight Monthly Salary

 common for regular or permanent employees

 supervisory, managerial, and technical staff
 benefit:
 reduces employee anxiety and insecurity

44 Rewards and Compensation System

Daily Rate Method

 commonly used when work is irregular

 casual employees – plantation, workers, blue collar job
 paid on the basis of the actual number of hours of service
rendered multiplied by the hourly rate
 “no work, no pay”

45 Rewards and Compensation System

Incentive Payments

 paid directly to the performance of the job

 types:
 piece rates – manufacturing operations
 commissions – sales personnel
 profit sharing earnings of production or sales personnel
– mostly top management who has control on
company’s profit

46 Rewards and Compensation System

Job Evaluation or Job Analysis

 an analysis of job contents or job requirements plus the

assessment of monetary equivalents = monetary value of
each job
 point system – most commonly used method

47 Rewards and Compensation System

Benefits
 in a monetary or non-monetary form rewards to employees
in addition to the direct salaries or wages paid to them
 also called “fringe benefits”
 increases the effective income and standard of living of
employees – economic remuneration
 monetary – allowance for medical/dental care,
transportation, education of dependents, representation,
paid holidays
 non-monetary – uniform or clothing, subsidized meals, free
car, free cellphone

48 Rewards and Compensation System

Benefits Provided for by Law
 SSS
 sickness benefit
 maternity benefit
 disability benefit
 retirement benefit
 death benefit
 salary loans, emergency loans
 SSS contribution of employee must be equal to employers
share for employee not over 60 years old

49 Rewards and Compensation System

Benefits Provided for by Law
 Pag-ibig
 Multi-purpose loan
 Housing loan
 Calamity loan
 Philhealth
 assistance on medicines and accomodation

50 Rewards and Compensation System

Benefits Prescribed in the Labor Code
 13th month pay
 Holiday pay
 Overtime pay
 hazard pay
 vacation leave
 emergency leave
 sickness leave

51 Rewards and Compensation System

Managerial Incentive
 profit sharing
 stock options
 large housing loans
 life-style improvement benefits

52 Rewards and Compensation System

Application:
Quiz
Case Analysis

53 Rewards and Compensation System