Presentation (7).pptx THESIS PRESENTATION FOR GRADE 12

THESIS

1. Organization and management Group 6 reporting

2. Lesson 8: Definition and nature of staffing STAFFING - according to Dyck and Neubert (202), is the Human Resource function of identifying, attracting, hiring and retaining people with necessary qualifications to fill the responsibilities of current and future jobs in the organization. The number of managerial personnel or non-managerial human resources needed by an organization depends upon the size and complexity of its operations, its plan for branching out or increasing products and turnover rates of both types of human resources, among others. Besides considering their number, the qualifications for the individual positions must be identified, so that the best-suited individuals for the job positions may be selected for hiring.

3. The management and Non-managerial human resources inventory HUMAN RESOURCE INVENTORY – Human resource inventory refers to the process of systematically collecting, organizing, and analyzing data about an organization’s workforce. This data can include information about employees’ skills, experience, education, training, performance, and other relevant factors. The inventory helps organizations understand their workforce’s strengths and weaknesses, identify potential talent gaps, and make informed decisions about staffing, training, and development. MANAGEMENT HUMAN RESOURCE INVENTORY – Focuses on leadership skills, potential, and succession planning. NON – MANAGERIAL HUMAN RESOURCE INVENTORY – Focuses on technical skills, experience, and workforce planning.

4. Staffing has two main components: recruitment and selection . The process of identifying and attracting the people with the necessary qualifications is called recruitment while selection is choosing who to hire. Staffing steps include: 1.) the identifying of job vacancies, job requirements, as well as work force requirements; 2.) checking internal environment of the organization for human resources; 3.) external recruiting: 4.) selecting those with essential qualifications for the job opening; 5.) placing the selected applicant; 6.) promoting: 7.) evaluating performance; 8.) planning of employee’s career, 9.) training of human resources; and 10.) compensating human resources.

5. External and internal Forces affecting present and future Needs for human resources Present and future needs for managers and other human resources are affected by both external and internal forces. External forces include economic, technological, social, political and legal factors. For example, economic progress in a particular country may bring about increased needs and wants among people, resulting, in turn, in increased demand for certain products, followed by the expansion of the company and its workforce, as well as increase or a decrease in demand for managers and other human resources.
The firm’s goal and objectives, technology, the types of work that have to be done, salary scales and the kinds of people employed by the company are among the internal factors or forces that affect staffing. For example: salary scales offered by a company may not be high enough to attract personnel who are really qualified for the job. Also, this may encourage fast managerial and labor turnover.

6. RECRUITMENT In the event of a job opening, administrators must be careful when recruiting and choosing who to bring into the organization. They must see to it that their new recruit processes the knowledge and skills needed to be successful in helping their company achieve their set goals and objectives and the he/she is suited for the job position and the job design.
Recruitment may either be external or internal. In external recruitment, outside sources are considered in the process of locating potential individuals who might want to join the organization and encouraging them to apply for actual or anticipated job vacancies. Unsolicited applications and referrals from employment agencies and schools are examples of sources outside the company from which management could select and applicant who best fits the job opening.
In internal recruitment, filling job vacancies can be done through promotions or transfer of employees who are already part of the organization. In other words, recruitment is within the organization.

7. Recruitment is the process of identifying and attracting potential candidates to apply for a job opening, while staffing is the process of selecting and hiring the best candidate for a specific job vacancy.

8. Methods of External and internal recruitment External recruitment methods include: Advertisements - through websites, newspapers, trade journals, radio, television, billboards, posters and e-mails among others. Unsolicited applications – received by employers from individuals who may or may not be qualified for the job openings. Internet recruiting – independent job boards on the Web commonly used by job seekers and recruiters to gather and disseminate job opening information.

9. Employee referrals - are recommendations from the organization’s present employees who usually refer friends and relatives who they think are qualified for the job. Executive search firms - also known as “head hunters” help employers find the right person for a job. Such firms seek out candidates with qualifications that match the requirements of the job openings that their client company hopes to fill. Educational institutions – good sources of young applicants or new graduates who have formal training but with very little work experience. For technical and managerial positions, schools may refer some of their alumni who may have the necessary qualifications needed for the said job positions.

10. Professional associations may offer placement services to their members who seek employment. Employers may make use of the listings that they publish in their journals regarding members who are available for possible recruitment or hiring. Labor unions- possible sources of applicants for blue-collar and professional job jobs. Public and private employment agencies may also be good sources of applicants for different types of job vacancies for they usually offer free service while private one’s charge fees from both the job applicant and the employers soliciting referrals from them.

11. Both external and internal recruitment have their own advantages and disadvantages EXTERNAL RECRUITMENT ADVANTAGES 1. Advertising and recruiting through the Internet reach a larger number of possible applicants, thus, increasing the possibility of being able to recruit applicants suited for the job.
2. Applicants who submit applications and resumes through their own initiative are believed to be better potential employees because they are serious about getting the job.
3. Employee referrals from outside sources are believed to be high quality applicants because employees are generally hesitant to recommend persons who are not qualified for job openings.
4. Executive search firms usually refer highly qualified applicants from outside sources because they make an effort to check applicants’ qualifications before recommending them to client firms who pay for their services.
5. Educational institutions know the capabilities and qualifications of their graduates, hence, increasing the chances of their ability to refer qualified applicants to potential employers.

12. EXTERNAL RECRUITMENT DISADVANTAGES 1. The cost and time required by external recruitment are the typical disadvantages of suing this recruitment method. Advertising job openings and the orientation and training of newly hired employees from outside sources, as well as sorting out large volumes of solicited or unsolicited job applications present challenges in budgeting time and money.
2. Another disadvantage of external recruitment is the possibility of practicing bias or entertaining self-serving motives in the referral of friends and relatives by current employees and in the recommendation of private employment agencies of job a applicants.

13. INTERNAL RECRUITMENT ADVANTAGES 1. Less expenses are required for internal recruitment advertising; newsletters, of bulletin boards, and other forms of internal communication may disseminate information to current employees interested to apply for job openings within the company. 2. Training and orientation of newly promoted or transferred current employees are less expensive and do not take too much time since they are already familiar with company policies.
3. The process of recruitment and selection is faster because the candidate for transfer or promotion is already part of the organization. INTERNAL RECRUITMENT DISADVANTAGES 1. The number of applicants to choose from is limited.
2. Favoritism may influence a manager to recommend a current employee for promotion to a higher position.
3. It may result in jealousy among other employees who were not considered for the position. Some may also accuse the management of bias for choosing an employee who is perceived to be less qualified for the job opening.

14. Selection The selection process typically includes the following: 1. Establishing the selection criteria – Selecting human resources in an organization
requires understanding of the nature and purpose of the job position which has to be filled. Job design must be based on the objective analysis of position requirements and must meet both organizational and individual needs. Skills must also be considered depending on the job position and its position in the organizational hierarchy.
2. Requesting applicants to complete the application form Application forms must be completed because these provide the needed information about the applicant. Management will find it easier to decide whether an applicant meets the minimum requirements for experience, education, etc., if the application forms are accurately filled out by the applicant.
3. Screening by listing applicants who seem to meet the set criteria – This involves the preparation of a shortlist of applicants who meet the minimum requirements of the job position to be filled. It is done to avoid wasting of time by conducting Interviews who do not meet the set criteria for the job opening.

15. 4. Screening interview to identify more promising applicants Here, a shortlist of applicants is prepared. Included in the list are applicants who will be asked to undergo formal interview by the supervisor/manager; applicants who are deemed to be most fitted for the job opening to this shorter list.
5. Interview by the supervisor/manager or panel interviewers –Through formal interview of the most promising applicants, other characteristics of the applicants may be revealed or observed by the supervisor/manager or panel interviews. Such characteristics include the applicant’s self-confidence, positive or negative self- esteem, honesty, ability to relate well with others, and positive or negative life experiences which may affect his or her job performance, among others, Interviewers must have trained so that they will know what to look for. 6. Verifying information provided by the applicant – To make sure that the applicant has not given false information about himself or herself, verification is necessary. Background checking must also be done to avoid the hiring of applicants with criminal record and to ascertain that he or she has good moral character.
7. Requesting the applicant to undergo psychological and physical examination – Having a healthy mind and a healthy body is important for good job performance. Hence, applicants must be requested to undergo psychological and physical examinations prior to hiring.
8. Informing the applicant that he or she has been chosen for the position applied for-Informing the applicant may be done verbally or in writing by the managers who give the final decision regarding the company’s rules and regulations for hiring an applicant must be given in this step.

16. Interviews are important in determining the qualifications of an applicant and gauging his or her ability to perform a job. Interviews may come in different forms: TYPES OF JOB INTERVIEWS Structured Interview the interviewer asks the applicant to answer a set of prepared questions situational, job knowledge, job simulation, and worker requirements questions Unstructured Interview The interviewer has no interview guide and may ask questions freely. One-on-one interview - one interviewer is assigned to interview the applicant. Panel interview several interviewers or a panel interviewer may conduct the interview of applicants; three to five interviewers take turns in asking questions.