CHAPTER 6

STAFFING

Que. Define staffing.
Ans. The staffing may be defined as the managerial function of hiring and developing the required personnel to fill in various positions in the organization. This function involves identifying requirement of work force, recruitment, selection, placement, promotion, appraisal and development of personnel. Staffing is a continuous process because new jobs may be created and some of the existing employees may leave the organisation.

Que. Explain the need and importance of staffing function of management.
OR
“Staffing is the least important function of management in an established organization”. Comment.
OR
Why the staffing function considered being the key to other managerial functions?

Ans. Need of Staffing function: In any organisation, there is a need for people to perform work. The staffing function of management fulfills this requirement and finds the right people for the right job. The staffing function has assumed greater importance these days because of rapid advancement of technology, increasing size of organisation and complicated behaviour of human beings. The ability of an organisation to achieve its goal depends upon the quality of its human resources.
Importance
1. Ensures availability of the competent staff: Staffing helps in estimating the man power requirement of the organization and ensures that right person is available at right time.
2. Training and develop employees’: Staffing makes provision for training and developing the employees’. It helps in reducing the wastage and increases the efficiency of employees’.
3. Effective manpower utilization: Staffing ensures the effective utilization of man power resources by placing right persons at right place.
4. Key to other functions: Staffing injects life into the organization by providing right person for every job. Without people an organization will be just be an empty shell of job position.
5. Long term effect: The investments in human resources have long term effect. Therefore the decision employs and remove a person from employment is the most important consideration.
6. Sound human organization: It helps to build up a healthy organization in which the job performance and satisfaction of every employee can be high.

Que. Staffing is a part of Human Resource Management. Explain
Ans. Staffing is a function which all managers need to perform. It is a separate and specialised function and there are many aspects of human relations to be considered. It is the responsibility of all managers to directly deal and select people to work for the organisation. When the manager performs the staffing function his role is slightly limited. In small organisations, managers may perform all duties related to employees salaries, welfare and working conditions. But as organisations grow and number of persons employed increases, a separate department called the human resource department is formed which has specialists in the field to manage people. Human Resource Management includes many specialised activities and duties which the human resource personnel must perform.

Que. What are the functions of HRM.
Ans. Human Resource Management includes many specialised activities and duties which the human resource personnel must perform. These duties are:
Recruitment
Analysing jobs, collecting information about jobs to prepare job descriptions.
Developing compensation and incentive plans.
Training and development of employees for efficient performance and career growth.
Maintaining labour relations and union management relations.
Handling grievances and complaints.
Providing for social security and welfare of employees.
Defending the company in law suits and avoiding legal complications.

Que. Explain the process of Staffing.
Ans. Staffing is concerned with providing the right number of people and the right kind of people at the right places, at he right time. This will need the following measures:

(i) Estimating the Manpower requirement or Manpower planning:- Manpower planning may be defined as the process of analyzing and estimating the need for and availability of employees. It is necessary to secure the services of qualified people for various positions in the organization at the right time. Manpower requirement are estimated through job analysis.
(ii) Recruitment: -Recruitment is the process of searching for prospective employees and encouraging them to apply for jobs in an organization. The main objective of the recruitment is to provide a large group of qualified candidate so that the most eligible employees can be selected.
(iii) Selection:- Selection is the process of choosing individuals who are best qualified for the job. Selection is a negative process because it involves elimination of unsuitable candidates. The process of selection tries to find out how far a job applicant fulfils those characteristics or traits needed to successfully perform the job.
(iv) Placement and orientation:- Placement refers to placing the right person on the right job. Once the job offer has been accepted by the selected candidate he is placed on his new job. Proper placement of a employee reduces absenteeism employee turnover and accident rates. Orientation means introducing every selected employee to his fellow employees, supervisor and rules and policies of the organization.
(v) Training:- Training is as act of improving or updating the knowledge and skill an employee for performing a particular job in an effective manner. After final approval every candidate has to go through a period of training. This period varies depending upon the nature of the job, size of the enterprise etc.

Que. Explain the term Recruitment. What are different sources of recruitment?
Ans. Recruitment is the process of searching for prospective employees and encouraging them to apply for jobs in an organization. The main objective of the recruitment is to provide a large group of qualified candidate so that the most eligible employees can be selected. (a) identification of the different sources of labour supply, (b) assessesment of their
validity, (c) choosing the most suitable source or sources, and (d) inviting applications from the prospective candidates, for the vacancies.
Sources of Recruitment
The various sources of recruitment are classified into two groups: Internal Sources and External sources.

Internal Sources of Recruitment
Recruitment from within the organization is made through promotion and transfer.

(i) Transfer:- Transfer means change in job assignment. Transfer may be associated with promotion or demotion or change in responsibility. It may also be permanent or temporary.
(ii) Promotion:- Vacancy can be filled by promotion of the existing staff on the basis of merits or seniorities or combination of both. Promotion results in improvement in status salary & responsibility of employees
(iii) Lay-off: - It refers to the temporary separation of the employee from the employer on the initiative of the employer. Ex-employees may also be considered for reemployment on the basis of their previous experience and performance.

Merits of Internal Sources
Filling vacancies in higher jobs from within the organisation or through internal transfers has the following merits:
(i) Motivation for Employee :- Employees are motivated to improve their performance. A promotion at a higher level may lead to a chain of promotion at lower levels in the organisation. This motivates the employees to improve their performance through learning and practice.
(ii) Known Employees:- Internal recruitment also simplifies the process of selection and placement. The candidates that are already working in the enterprise can be evaluated more accurately and economically. This is a more reliable way of recruitment since the candidates are already known to the organisation;
(iii) Prepare employees for higher jobs:- Transfer is a tool of training the employees to prepare them for higher jobs. Also people recruited from within the organisation do not need induction training;
(iv) No need for new staff :-Transfer has the benefit of shifting workforce from the surplus departments to those where there is shortage of staff;
(v) Economy:- Filling of jobs internally is cheaper as compared to getting candidates from external sources.

Limitations of Internal Sources
The limitations of using internal sources of recruitment are as follows:
(i) No infusion of new blood :- When vacancies are filled through internal promotions, the scope for induction of fresh talent is reduced.
(ii) Increase in Carelessness:- The employees may become careless if they are sure of time bound promotions;
(iii) Not suitable for new organization:- A new enterprise cannot use internal sources of recruitment. No organisation can fill all its vacancies from internal sources;
(iv) Lack of competition:-The spirit of competition among the employees may be hampered;
(v) Reduction in the productivity:- Frequent transfers of employees may often reduce the productivity of the organisation.

External sources of recruitment
All the firms cannot meet all their manpower requirements from internal sources alone. Therefore recruitment from outside sources is necessary. These sources are briefly discussed here.

(i) Waiting list: - Sometime people may come without any announcement of vacancy to find out if jobs are available. Firms maintain their application files in which applications received from such casual applicants are kept pending. Such records if kept upto date prove very useful sources of recruitment.
(ii) Recommendations of the present employees:- Friends and relatives of present employees can be recruited on their recommendation. Existing employees stands surety for the new recruits.
(iii) Notices exhibited in the workshop office or at the factory gate:- Notices showing that vacancies exist may put on notice boards placed at a central location in the workshop, office or at the factory gate. Sometimes even posters are used for the same purpose. These help in inducing potential candidates to apply for the jobs.
(iv) Factory gate:- This procedure is generally followed by factories to fill up vacancies at lower level. Recruitments is done though person who presents themselves at factory gate.
(v) Jobbers and contractors:- Many industries in India secure their manpower requirements through jobbers and contractors. These jobbers and contractors keep in touch with the potential laborers in the villages and bring them to the places where workers are needed. On payment of commission they are ready to supply required number of workers.
(vi) Personnel consultants:- There are firms of personnel or management consultants, which specialized in the recruitment of managerial personnel. Recruitment can also be done through them.
(vii) Colleges, universities, technological institutions and schools:- School colleges & professional institutes offer opportunities for recruiting their students. Interviews are conducted directly. This method is normally applied when the employees are required at entry level.
(viii) Employment exchanges:- Employment exchanges register the names of persons who require jobs and maintain record for their qualifications, experience etc. The employees contact these employment exchanges to meet their employees requirements.
(ix) Media advertising:- Advertisement of vacancies can be given in newspapers, magazines & trade journals. The details of vacancies and the types of person required are given in the advertisement. Candidates who think themselves suitable for the post apply for it.
(x) Web Publishing: Internet is becoming a common source of recruitment these days. There are certain websites specifically designed and dedicated for the purpose of providing information about both job seekers and job opening. In fact, websites such as www.naukri.com, www.jobstreet.com etc., are very commonly visited both by the prospective employees and the organizations searching for suitable people.
Merits of External Sources
The advantages of using external sources of recruitment are as follows:
(i) Qualified Personnel: By using external sources of recruitment, the management can attract
qualified and trained people to apply for vacant jobs in the organisation.
(ii) Wider Choice: When vacancies are advertised widely, a large number of applicants from
outside the organisation apply. The management has a wider choice while selecting the people
for employment.
(iii) Fresh Talent: The present employees may be insufficient or they may not fulfill the specifications of the jobs to be filled. External recruitment provide wider choice and brings
new blood in the organistion.
(iv) Competitive Spirit: If a company taps external sources, the extisting staff will have to
compete with the outsiders. They will work harder to show better performance.

Limitations of External Sources
1. Dissatisfaction among existing staff: External recruitment may lead to dissatisfaction
and frustration among existing employees. They may feel that their chances of promotion are
reduced.
2. Lengthy process: Recruitment from external sources takes a long time. The business has to
notify the vacancies and wait for applications to initiate the selection process.
3. Costly process: It is very costly to recruit staff from external sources. A lot of money has to
be spent on advertisement and processing of applications.

Que. Define the term ‘Selection’ Explain selection process.
Ans. Selection is the process of choosing individuals who are best qualified for the job. Selection is a negative process because it involves elimination of unsuitable candidates. The process of selection tries to find out how far a job applicant fulfils those characteristics or traits needed to successfully perform the job.
Steps in Selection Process
After receipts of application from the candidates the selection process starts. It includes following steps:-

(i) Scrutiny of applications received: - Through the recruitment process the firms create a large pool of applications. Applications so received are properly and closely screened so that those applicants who do not possess the requisite qualifications are kept out of the list of candidates for further processing.
(ii) Preliminary interview:- Preliminary interview is very brief. The main object of this interview is to eliminate the unsuitable candidates in the beginning.
(iii) Selection Tests: - Each candidate then appears for employment test. This forms the basis for selecting candidates for the final interview.
There are many types of such tests. More important of them are:
(a) Trade tests: - These are used to measure and discover the knowledge and skill of the applicant pertaining to the job. These are closely related to performance tests. For example, to select a book-keeper for a firm candidate’s knowledge and skill of writing books of accounts be tested before selecting him finally.
(b) Performance tests:- These tests indicate the capability of the applicants to show actual performance on specific jobs. They test the achievements and proficiency of the applicants.
(c) Intelligent test: This test is conducted to find out the interest of candidates for the particular job.
(d) Interest Test: This test is conducted to find out the interest of candidates for the particular job.
(e) Personality test: This test is conducted to examine whether the candidate will be able to adjust with other employees’ in the spirit of mutual understanding co-operation.

(iv) Interview:-Selection interview is conducted to have an overview of the candidates strengths and weakness for the position: The selection interview or final interview helps in judging the appearance intelligence and personal qualities of the candidates. Interview should be well planned.
(v) Checking references:-Usually applicants are requested to give some references. References, if unbiased may prove useful as source of informant regarding the character and reputation of the candidate. To check reference one may use the telephone postal service or a personal visit to the referee.
(vi) Selection Decision: The final decision has to be made from among the candidates who pass the tests, interviews and reference checks. The views of the concerned manager will be generally considered in the final selection because it is he/she who is responsible for the performance of the new employee. be given reasonable time for reporting.
(vii) Medical examination:- Physical examination of the candidates may be conducted by a doctor. The objective of physical examination is to assess the state of health of the candidate in accordance with requirements of the jobs.
(viii) Job Offer: The next step in the selection process is job offer to those applicants who have passed all the previous hurdles. Job offer is made through a letter of appointment/confirm his acceptance. Such a letter generally contains a date by which the appointee must report on duty.
(ix) Contract of Employment: After the job offer has been made and candidate accepts the offer, certain documents need to be executed by the employer and the candidate. One such document is the attestation form. This form contains certain vital details about the candidate, which are authenticated and attested by him or her. Attestation form will be a valid record for future reference. There is also a need for preparing a contract of employment. Basic information that should be included in a written contract of employment will vary according to the level of the job.

Que. Define the term ‘Training’
Ans. Training means providing new recruits with required knowledge and skills relating to their jobs. Training increases workers’ knowledge, ability, competence & makes them more useful. Every new recruit has to undergo a period of training in different departments till he is found to have sufficient knowledge of the important types of work. Subsequently he is given the job that he is best suited for.
Que. Define the term ‘Development’
Ans. Employee development, by design, is more future oriented and more concerned with education than employee training. Development focuses more on the employees’ personal growth. Successful employees prepared for positions of greater responsibility, have analytical, human, conceptual, and specialized skills. They are able to think and understand.
Que. Define the term ‘education’.
Ans. Education is the process of increasing the knowledge and understanding of employees. It is the understanding and interpretation of knowledge. It does not provide definite answers, but rather develops a logical and rational mind that can determine relationships among pertinent variables and thereby understand a phenomenon. Education imparts qualities of mind and character and understanding of the basic principles and develop the capacities of analysis, synthesis and objectivity.

Que. Distinguish between Training and Development.
ANS.
Basis
TRAINING
DEVELOPMENT
Purpose/Objective
It imparts technical skills
It imparts technical, human and conceptual skills
Level of persons involved
It is useful for non managerial personnel
It is useful for managerial personnel
Depth of knowledge Imparted
It develops skills already possessed by personnel
It develops hidden skills and talents
Initiative in learning
It uses on the job training
It uses off the job training
Scope of learning
It has limited scope of imparting skills to workers
It has wider scope associated with overall development of executives
Duration
Short duration as it is job oriented
Long duration as it is career oriented

Que. Explain briefly reasons as to why the training of employees is necessary?
Ans. Need of Training.
Training helps to improve the performance of both new and experienced employees.
It qualifies employees for promotion to hold more responsible jobs.
It reduces the learning time and ensures higher productivity from new employees.
It reduces absenteeism, turnover, accidents and grievances.
It helps in economic and better utilisation of raw materials, tools and equipment.
It helps employees to acquire new knowledge and job skills. This increases their market value and earning power. It also increases their job security with existing employer.
It is difficult for a company to get sufficient skilled workers, training therefore solves this manpower problem by establishing its own apprentice training programme.
It helps to mould the attitude of employees and obtains better cooperation and greater loyalty from employees.
Que. What are benefits of training and development to the organization and to the employee?
Ans. Traning and development help both the organisation and the individual.
Benefits to the organisation
The benefits of training and development to an organisation are as follows:
(i) Traning is a systematic learning, always better than hit and trial methods which lead to wastage of efforts and money.
(ii) It enhances employee productivity both in terms of quantity and quality, leading to higher
profits.
(iii) Training equips the future manager who can take over in case of emergency.
(iv) Training increases employee moral and reduces absenteeism and employee turnover.
(v) It helps in obtaining effective response to fast changing environment – technological and
economic.
Benefits to the Employee
The benefits of training and development activity to the employees are as follows:
(i) Improved skills and knowledge due to training lead to better career of the individual.
(ii) Increased performance by the individual help him to earn more.
(iii) Training makes the employee more efficient to handle machines. Thus, less prone to accidents.
(iv) Training increases the satisfaction and morale of employees. Their performance on the current job or prepare them for any intended job.

Que. What is on-the-job training? Discuss the various methods of providing on-the- job training?
Ans) On-the-job training places the employee on actual work situation to learn the complexity of the job. The worker under this method is put under the guidance of the supervisor or experienced employees where he learns by doing. The various methods of on the job training are:-
1. Apprenticeship programmes: There are some trades which require long period to acquire the skills such as electrician, mechanics, plumbers, etc. For such type of trade workers are often required to undergo apprenticeship training before they are accepted as expert. The apprenticeship training puts the trainee under the guidance of supervisor or experienced worker where he develops the necessary skills related to the job.
2. Coaching: In this method, the superior guides and instructs the trainee as a coach. The coach or counselor sets mutually agreed upon goals, suggests how to achieve these goals, periodically
reviews the trainees progress and suggests changes required in behavior and performance.
The trainee works directly with a senior manager and the manager takes full responsibility for the
trainee’s coaching.
3. Internship: It is joint program of training in which technical institute and business enterprises cooperate to enable the students get theoretical as well as practical knowledge some time it is the part of course of study of the students.
4. Job rotation: In this method the employees are rotated from one job to other and from one department to another so that they may have the knowledge of working of various jobs and departments.

Que. Discuss the various methods of providing off-the-job training?
Ans) This is the method of training where the workers are trained away from the actual working conditions. It is suitable for job which requires more understanding. The various methods of off the job training are:-
1. Vestibule training: Under this method the workers are provided training in a situation which is very close (similar) to actual working conditions. In this method vestibule laboratories are created to give fair idea about actual working conditions. It makes use of models, old machineries, equipment etc to provide training to workers.
2. Class Room Lectures/Conferences: Under this method trainee are required to attend the lecture given by some specialist or person from top management related to the job.
3.Films: There are some skills which cannot be demonstrate easily by the other techniques. Films if used in conjunction with conference discussions, is a very effective method in certain cases.
4.Case Study: In this method employees are given from actual experiences of organisations, cases represent attempts to describe, as accurately as possible real problems that managers have faced. Trainees study the cases to determine problems, analyse causes, develop alternative solutions, select what they believe to be the best solution, and implement it.
5. Computer Modelling: It simulates the work environment by programming a computer to imitate some of the realities of the job and allows learning to take place without the risk or high
costs.
6.Programmed Instruction: This method incorporates a prearranged and proposed acquisition of some specific skills or general knowledge. Information is broken into meaningful units and these units are arranged in a proper way to form a logical and sequential learning package i.e. from simple to complex. E.g. training in yoga sequential learning package is required.