Staffing (business studies) presentation

Business studies

1. STAFFING

2. INTRODUCTION Staffing refers to the continuous process of finding, selecting evaluating and developing a working relationship with current or future employees. The main goal of staffing is to fill the various roles within the company with suitable candidates. Staffing can be done within the company or by contractors at various levels of the staffing process.

3. INTRODUCTION Staffing is the process of hiring eligible candidates in the organization or company for specific positions. In management, the meaning of staffing is an operation of recruiting the employees by evaluating their skills, knowledge and then offering them specific job roles accordingly. It involves the process of filling the vacant position of the right personnel at the right job, at right time. Hence, everything will occur in the right manner.

4. INTRODUCTION It is a truth that human resource is one of the greatest for every organization because in any organization all other resources like- money, material, machine etc. can be utilized effectively and efficiently by the positive efforts of human resource. Therefore it is very important that each and every person should get right position in the organization so as to get the right job, according to their ability, talent, aptitude, and specializations so that it will help the organization to achieve the pre-set goals in the proper way by the 100% contribution of manpower.

5. SITUATIONAL FACTORS AFFECTING STAFFING

6. INTERNAL FACTORS AFFECTING STAFFING

7. INTERNAL FACTORS AFFECTING STAFFING Promotion policy : Staffing is affected by the promotion policy of the organisation . If the organisation has a good promotion policy with prospects to career growth and development, only then efficient people will be attracted to the organisation . Internal promotions are better for lower and middle-level jobs. This is because it increases the morale and motivation of the staff. However, for top level jobs, the ‘RIGHT’ person must be selected. The right person may be from within the organisation , or he / she may be selected from outside.

8. INTERNAL FACTORS AFFECTING STAFFING Future Growth Plans : Staffing is also affected by the future growth plans of the organisation . If the organisation wants to grow and expand then it will need many talented people. In order to grow and expand, the organisation must select experts and give them continuous training and development.

9. INTERNAL FACTORS AFFECTING STAFFING Technology Used: Staffing is also affected by the technology used by the organisation . If the organisation uses modern technologies then it must have a continuous training programs to update the technical knowledge of their staff. Support from Top Management: Staffing is also affected by the support from Top Management. If the top management gives full support to it then the organisation can have scientific selection procedures, scientific promotion and transfer policies, continuous training programs, career development programs, etc.

10. INTERNAL FACTORS AFFECTING STAFFING Image of Organization: Staffing is also affected by the image of the organisation in the job market. If it has a good image then staffing will attract the best employees and managers. An organisation earns a good image only if it maintains good staffing policies and practices. This includes job security, training and development, promotion, good working environment, work culture, etc.

11. EXTERNAL FACTORS AFFECTING STAFFING

12. EXTERNAL FACTORS AFFECTING STAFFING Labor Laws: Labor Laws of the government also affect the staffing policy of the organisation . For e.g. The organisation has to support ‘ Social equality and upliftment ’ policies of the government by giving job reservations to candidates coming from depressed classes like scheduled castes (SC), scheduled tribes (ST), other backward classes (OBC), etc., and even to those who are physically handicapped (PH). It is mandatory for an organisation not to recruit children in their workforce and stop child labor. The provisions of ‘ Minimum Wages Act ’ guide an organisation to fix minimum salaries of employees and stop their economic exploitation.

13. EXTERNAL FACTORS AFFECTING STAFFING Pressure from Socio-Political Groups: Staffing is also affected by activities of socio-political groups and parties. These groups and parties put pressure on the organisation to grant jobs only to local people. The concept of ‘ Sons of Soil ’ is becoming popular in India. Competition : In India, there is a huge demand for highly qualified and experienced staff. This has resulted in competition between different organisations to attract and hire efficient staff. Organisations often change their staffing policies, offer attractive salaries and other job benefits in order to add the best minds in their workforce.

14. EXTERNAL FACTORS AFFECTING STAFFING Educational standards : Staffing is also affected by the educational standards of an area. If the educational standard of a place is very high then the organisation will only select qualified and experienced staff for all job positions. For e.g. Some I.T. companies in India, only prefer skilled candidates with computer or I.T. Engineering degree for the post of Software Developer. Other external factors : Staffing is also affected by other external factors such as trade unions, social attitude towards work, etc.

15. RECRUITMENT VS SELECTION

16. Basis for Comparison Recruitment Selection Meaning Recruitment is an activity of searching candidates and encouraging them apply for it. Selection refers to the process of selecting the best candidates and offering them job. Approach Positive Negative Objective Inviting more and more candidates to apply for the vacant post. Picking up the most suitable candidate and rejecting the rest. Key Factor Advertising the job Appointment of the candidate Sequence First Second Process Vacancies are notified by the firm through various sources and application form is made available to the candidate. The firm makes applicant pass through various levels like submitting form, written test, interview, medical test and so on. Contractual Relation As recruitment only implies the communication of vacancies, no contractual relation is established. Selection involves the creation of contractual relation between the employer and employee. Method Economical Expensive

17. RECRUITMENT

18. RECRUITMENT Recruitment refers to the process of identifying, attracting, interviewing, selecting, hiring and onboarding employees. In other words, it involves everything from the identification of a staffing need to filling it. Depending on the size of an organization, recruitment is the responsibility of a range of workers. Larger organizations may have entire teams of recruiters, while others only a single recruiter. In small outfits, the hiring manager may be responsible for recruiting. In addition, many organizations outsource recruiting to outside firms.

19. WHAT DOES RECUITMENT INVOLVE? Identify the hiring need Devise a recruitment plan Write a job description Advertise the position Recruit the position Review applications Phone Interview/Initial Screening Interviews Applicant Assessment Background Check Decision Reference Check Job offer Hiring Onboarding

20. TYPES OF RECRUITMENT Internal recruitment: Post open positions on your internal career site so current employees can apply. Retained recruitment: Hire a third party to fill open positions. You pay an upfront fee for the recruitment work and may pay an additional fee once a candidate is hired. Contingency recruiting: Similarly, this option involves using a third party to recruit on your behalf, but you only pay a fee if a qualified candidate is hired. Staffing recruiting: This type of recruiting also involves a third-party recruiter but is often used to fill short-term or temporary jobs.

21. TYPES OF RECRUITMENT Outplacement recruiting: This type of recruiting is sometimes offered to employees who have been involuntarily terminated. The service, in addition to other services offered by an outplacement company, are there to support former employees with their job search. Career fairs: Whether in person or virtual, these events give your organization an opportunity to meet qualified candidates and market your employer brand. Campus recruiting: Participating in campus recruiting events can help in recruiting new grads or co-op students.

22. TYPES OF RECRUITMENT Networking: Meeting other people in the community provides an opportunity to share information about your organization. Social media: Posting open positions on Twitter, Facebook and LinkedIn is a popular choice. Search engine ads that pop up in response to a query are another option.

23. JOB REQUIREMENT

24. JOB REQUIREMENT Job requirements are “must haves” that an employer is looking for in a candidate for a certain job position. Job requirements aren’t just a list of specific qualifications, education, knowledge and skills needed for a particular position. They are a great opportunity to showcase your Employer Brand and company culture and attract the best candidates ! Job requirements are usually written in form of a list that contains the most important qualifications that a candidate must possess in order to be able to perform certain job duties.

25. JOB REQUIREMENT These qualifications include: Work experience - types and amounts (years) of work experience Skills (soft skills and/or technical skills) Specific knowledge Education level and type Professional licenses , accreditations and certifications Personal qualities and attributes Languages Physical abilities

26. IMPORTANCE OF JOB REQUIREMENT For employers: Employer use job requirements as a way of preselecting potential candidates. communicate employer’s expectations from job seekers By laying out clearly defined job requirements, employers can attract the right type  of candidates. Over or under qualified candidates will be turned away from applying, thus saving employers a lot of time and money in the long run.

27. IMPORTANCE OF JOB REQUIREMENT For job seekers: Job requirements section of the job ads clearly states what an employer is looking for . That way, potential candidates can know what is required of them before applying. If they match all the job requirements criteria , it means they are a good fit for a job.

28. JOB DESIGN

29. JOB DESIGN Job design is a process of determining job roles and what a job involves , as well as how it relates to other relevant jobs and the organization's structure. It includes deciding on: the duties and responsibilities of the job holder, the way the job is done, as well as what support and resources the job holder needs It can be done stringently or flexibly, depending on the nature and scope of the work that needs to be done.

30. JOB DESIGN The main purpose of job design is to: optimise work processes, ensure the right value is created and improve productivity It does this by: clarifying roles, systems and procedures; reducing repetitive elements within and between jobs; and optimising the workers’ responsibility

31. JOB DESIGN Job design is an important element of people strategy as it influences: How well organised work is. How fulfilling and motivating employees find their work. What opportunities employees have to develop skills and progress. Whether workloads are sustainable and healthy Job design is thus a central component of job quality or ‘good work’ that benefits those doing the job as well as the organization's long-term growth and sustainability.

32. JOB DESIGN - METHODS

33. JOB DESIGN - METHODS 1. Job Rotation This method of job design, known as job rotation, is where employees of an organization as exposed to several different roles & profiles across the company. Employees are rotated across various job profiles and the best-suited roles are identified. 2. Job Simplification Job design method based on complexity of work can be understood by job simplification. This involves identifying mechanical processes, repetitive work, one-product development, tools & skills required.

34. JOB DESIGN - METHODS 3. Job Enlargement The job design method of job enlargement adds more tasks & value to an existing job profile. Apart from the basic skills & abilities required to do the basic work, job enlargement offers more tasks to be performed to the employee 4. Job Enrichment Job enrichment method of job design looks at enriching the work of the employee by adding more responsibility, value and decision-making powers. This enriches an individual not only professionally but also adds to personal development.

35. FACTORS AFEECTING JOB DESIGN Ergonomics Task Structure Task Assortment Level of Autonomy and Responsibility Practices Recognition and Support Technological Developments Strength of Union Corporate Culture Working Conditions etc.

36. SELECTION

37. SELECTION Selection is the process of choosing from the candidates, from within the organization or from outside, the most suitable person for the current or future positions. Dale Yoder said, “Selection is the process by which candidates for employment are divided into classes those who will be offered employment and those who will not.” The selection process involves making a judgment – not about the applicant but about the fit between the applicant and the job by considering knowledge, skills, abilities, and other characteristics required to perform the job selection procedures are not carried out through standard patterns and steps in this.

38. PROCESS OF SELECTION

39. SELECTION TECHNIQUES

40. SELECTION TECHNIQUES 1: Cognitive Ability Assessment Cognitive assessments test the candidate’s mental acuity and ability to learn. They can include anything from logic tests to pattern recognition and more. They are common after studies have shown that cognitive ability is one of the top influencing factors in job performance. Knowing a candidate’s cognitive ability is important for jobs at every level in all kinds of industries. It can predict how well a candidate will pick up on the training materials, how they will understand instructions, how efficiently they’ll be able to solve problems throughout the workday, and how easily communication will come to them

41. SELECTION TECHNIQUES 2: Job/Role Knowledge Assessment Like cognitive assessments, a job knowledge assessment is a test designed to evaluate the candidate’s knowledge of the role. These tests need to be tailored to the position. For example, when hiring a developer, you might ask questions about the programming language, system architecture, or software your company uses. These are excellent tests to evaluate the skills and knowledge of a given candidate. However, they must be tailored to the role, which means large companies may need dozens (if not hundreds) of different tests for different positions at different levels within the organization.

42. SELECTION TECHNIQUES 3: Personality Assessments Personality assessments are tests administered to evaluate a candidate’s character and traits. These tend to be most common for entry-level roles, where skills are trainable, and experience is not required, but personality and character are more critical. Personality assessments are often too generic and don’t correctly assess traits relevant to the role. Also, similar to cognitive assessments, they can introduce adverse impacts in your hiring process. However, when used properly, they can successfully filter for high-quality candidates.

43. SELECTION TECHNIQUES 4: Learning Agility Assessments Learning agility is the ability of an individual to learn, unlearn, and relearn tasks and skills in an ever-changing digital world. It is becoming more and more critical as the development of software, technology, and tools accelerates. These tests assess how capable a candidate is of adapting to changing situations and learning the skills necessary to succeed without hand-holding. While these assessments can be very potent, they are most relevant in fast-paced industries and roles and less so in low-level positions or slow-moving organizations. They can also be highly challenging to develop and administer in a way that gets tangible results.

44. SELECTION TECHNIQUES 5: Past Performance Analysis Some say that the best predictor of future performance is past performance. Thus, analyzing a candidate through the lens of their previous experience in related or identical roles helps you determine how well they will perform in your organization’s similar role. Experience alone is not enough. Performance must be considered. Additionally, this kind of analysis works best on mid and high-level roles. Entry-level roles typically don’t require previous experience, so filtering for it can eliminate good candidates.

45. SELECTION TECHNIQUES 6: Sample Assignments In many roles, the best way to determine how well a candidate can perform in your position is by asking them to perform. A developer might be given a task to create an app or fix a bug, or a writer might be asked to write a sample piece. Perhaps a sales agent is tasked with selling to an interviewer. These allow you to see first-hand how the employee performs in the tasks you’ll be asking them to perform. Many companies use uncompensated sample work as a way to get free labor. Sample work can, however, suppress certain applicants, particularly if they distrust your company. Also, when administered too early or take too long, candidates may choose to look elsewhere rather than jump the hurdle.

46. SELECTION TECHNIQUES 7: Structured Interviews In many organizations, the interview process is informal, a free-form assessment from a skilled interviewer, manager, or HR representative meant to get an impression of the candidate in person. Unfortunately, these are unscientific and rarely effective. Meanwhile, a structured interview uses the same set of questions, the same structure, the same format for each candidate who reaches the interview stage. This process is graded objectively using a scorecard for a more scientific and rigorous evaluation of each candidate.

47. SELECTION TECHNIQUES 8: Physical Fitness Assessments A physical fitness assessment tests how well a candidate can perform physical tasks, such as lifting weight or endurance running. They are virtually required for some roles but are largely irrelevant for most current positions within a company. As such, they are not recommended unless the fitness requirements are genuinely required to perform the job’s duties.

48. SELECTION TECHNIQUES 9: Peer Interviews Peer interviews are a style of an interview conducted, not by a department head or HR manager, but by the team the prospective employee would be working with. Peer interviews can give deeper insights into how well a candidate fits with company culture, how well they know their role rather than studying for an interview and assessment, and how well they mesh with the others in the office.

49. SELECTION TECHNIQUES 10: Reference Checks Some view the requirements for candidates to list personal and professional references as part of their application as outdated. In a vast majority of cases, the references are never contacted. However, it may be worthwhile to use references as part of your candidate screening process. The trick to talking to references is asking open-ended questions that encourage the contact to speak at length. You can use the answers to better judge the skills, character, and potential pitfalls of the candidate. The primary downside is that references are often less professional and less put-together than candidates attending interviews. They may also be biased, as with friends and family references, and may not accurately represent the candidate. And, of course, interviewing references is time-consuming, meaning it should be limited to only your most likely candidates.

50. SELECTION TECHNIQUES 11: Temp-To-Hire Contracts One way to assess whether or not a potential employee can do the job is to hire them to do the job. While this may sound counter-intuitive, temporary contracts allow you to put the candidate in the deep end immediately, with the understanding that their contract will be renewed or converted into a full hire if they perform adequately. Since the risk is somewhat lower than a full hire and subsequent termination of a poor choice employee, temporary contracts allow more flexibility to assess a candidate over a more extended period. The primary downside is that you will still need to process some level of assessment before hiring for a temporary contract. Additionally, the contract period necessitates a lengthy evaluation period before deciding. Some smaller and more agile companies will not want to invest in these things.

51. SELECTION TECHNIQUES 13: Automated Filtering Modern software offers companies the option to use machine learning to scan through resumes, applications, and other relevant documentation to evaluate and filter a candidate pool automatically. This option is in its relative infancy as a technology. As such, it has many drawbacks. It can be tricked if the applicant knows what keywords to use in their documentation. It can be biased – whether inherently by the training data or implicitly by past hiring practices. It also offers little rationale or nuance in its decisions, as explaining the inner workings of an algorithm is complex. For those reasons, automated filtering is best left for “ unskilled ” labor positions, entry-level positions, and bulk positions where nuance isn’t as important.