Staffing.ppt, good material about staffing

Staffing

1. STAFFING
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2. Definition of staffing
•Staffing is the managerial functions of staffing
involves manning the organizational structure
through proper and effective selection,
appraisal and development of personnel to fill
the roles designed in to the structure.
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3. Steps in staffing
Manpower planning
Recruitment, selection, placement
Training and development
Appraisal ,promotion and transfer
Employee remuneration
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4. Features of staffing
It is a function of management
It is an integral part of the process of management.
It is concerned with the human resources
It is a pervasive function
Aims at optimum utilization of human resources.
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5. Importance of staffing
It helps in discovering and obtaining competent
employees for various job.
It improve the quantity and quality of output by
putting right man for right job.
It improves job satisfaction of employees
It reduces cost of personnel by avoiding wastage
of human resource.
It facilitates the growth and diversification.
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6. Management consists of getting work done through
other people, hiring (acquiring) & retaining (keeping)
the right people is one of the managers' most critical
responsibilities.
The staffing function includes all activities involved in
supplying an adequate number of the types of
workers (quantities & qualities) to each unit on every
shift of each day of the year.
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7. Selection of personnel
•Selection of personnel : Managers share
responsibility for recruitment and retention of
well- qualified people.
1. They help establish criteria for selection of
personnel.
2. Structure interviews to increase validity and
reliability of recruitment.
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8. II-Attraction of qualified application:
The acquisition of qualified people in any agency is
critical for the establishment, maintenance, and
growth of the organization.
Therefore active recruitment is very important, and
the attraction of qualified applicants are the first
step in selection of personnel.
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9. Modes for active recruitment
1.word of mouth,
Word of mouth can be very effective, but it can also lead to
the hiring of friends and relatives of the current
workforce, this practice may foster nepotism and violate
equal opportunity employment requirements.
2. Advertisement in local news papers, organizations
bulletins, and nursing journals, recruitment literature,
posters, Advertisement provides more opportunities to
hire from minority groups.
3. Contact with schools graduation classes.
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10. The major sources of personnel are
1. Persons seeking their first job
2.Dissatisfied employees, and
3. The unemployed.
Note : Hiring an unemployed worker who has
been released from a previous job because of an
infraction or a quarrel with the previous employer
demands careful assessment.
The recruiters would not want to hire a nurse
who was terminated because of high absenteeism
and irresponsibility
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11. Retention strategies
It is very important to apply because the cost of
recruitment process. So
Continuous surveillance and focus group can be
used to identify and solve problem.
Stressors are identified, strategies to reduce them
can be planned.
It is important to meet personnel's psychosocial
needs for advancement, responsibility,
achievement, and recognition.
Nurses want input into decision making and
control over their own lives.
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12. III-Screening of Potential staff
There are three underlying philosophies
in the screening process:
1. Screen out applicants who do not fit the
agency's image.
2. Try to fit the job to promising applicants.
3. Try to fit the applicant to the job.
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13. Application forms and resumes

A. Biographical data ;

B. Educational background,

C. work experience and
D. Other pertinent information.
letters of reference; letters of recommendation may be
requested from references listed on the application form,
previous employers or both.
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14. V- Interview
It is conducted with the most qualified applicants.
The purpose of interview is to obtain information, to
give Information, and to determine if the applicant
meets the requirements for the position.
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15. •The interviewer judges
The applicants dependability,
Willingness and ability to work with others,
Interest in the job,
Adaptality ,
Consistency of goals with available
opportunities…
The interviewer answer questions, explains
policies and procedures, and help acquaint the
applicant.
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16. The interview has definite purpose and should
avoid social chitchat.
The main aim of the interview is to learn about the
prospective employee.
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17. The manager should not give clauses about what
pleases or not pleases them
Should not be argumentative and should try to avoid
premature judgment .
Should avoid hallo effect (e.g. judging upon
appearance)
Use the job description in determining the important
functional aspects that considered as leading
questions to detect the employee capabilities.
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18. Standardizing the flow of interview is helpful to avoid
discriminatory hiring practice or in case of when
more than one person who conduct the interview
The heading of the form contains the date, name of
the applicants, position desired, and the interviewers
names.
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19. The interviewer greets the applicant, introduces to
the applicant, and make brief comments about the
agency and the position for which the person is
applying. The information in the applicants are
discussed..
Discussion through the interview preferably
structure interview format. the question should non
directive questions. actually the funnel techniques
that incorporates both open ended and closed ended
question is preferable.
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20. VI- Testing
Personality and interest testing is some times done
but does require a trained psychologist.
Ability test rarely used.
Estimates the rate at which the applicant can acquire
the Knowledge and skills required for the position.
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21. VII- Equal opportunity and affirmative:
–Prohibit discrimination because of race,
color, religion, sex, or national origin – prohibit
discrimination because of handicapped.
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22. VIII-Job analysis, job description and job
Specification (job design)
Before it is possible to recruit, select, and introduce
new employees into the organization, there should
be a guide to indicate what types of skills and
training is required for each job.
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23. All information regarding the job to be filled and the
persons filling it is obtained through
“job analysis”. involves analyzing each job to come
out with the information required to determine the
“job description” and
“job specification” which consists of Observing and
studying a job to determine its content (duties and
Responsibilities), the conditions under which the
work is performed, its relationship to other jobs, and
the skills, training, attitudes and abilities necessary to
perform the job.
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24. •There are 5 basic ways by which job information can
be gathered for analysis:
A. Observation.
B. Questionnaires
C. Interviews
D. Literatures
•A combination of two or more of the above IS MORE
RELIBLE
•The information obtained through the job analysis
becomes the source for the development of the
documents on the “job description” (which describes
the person filling the job).
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25. • Job Description : Describes the job itself, it usually
includes:
job title
objective of each positions
Authorities and responsibilities
Tasks and duties to be performed.
Relationship between this position and other
positions (superiors , Subordinates and peers).
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26. Advantages of the job descriptions:
It is useful for recruitment, placement, and transfer
decision.
To guide and evaluate personnel.
Help prevent conflict, frustration, and overlapping of
duties.
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27. • Job description should arrange the duties in
logical order.
Separately and concisely
Use verb to describe the action
More specific in statements and if it is
quantitative is more favorable.
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28. Orientation

Is the process of informing new employees about the
existing work environment & their place in it, so that
they can relate quickly to their new surroundings.
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29. A. General part, which includes information given
to all new employees to acquaint them with the
overall purpose, function & structure of the
organization as well as introduction to the rules
Policies & procedures that apply to all employees
(induction training).
The induction is the first 2-3 days of orientation, it
can be done by personnel department employee
for all new employees.
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30. •B. Special part ,which relates to the specific job the
employee is to fill (job orientation). There is
considerable variation regarding the length, from
and content of job orientation .In some institutions
it may be a four-week period in others it may be a
four- month period or even 6-12 months (inter
ships) which are provided to newly graduated
doctors and nurses during job orientation
employees should be adequately informed about
their job description.
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31. It is appropriate to use an orientation time
schedule .and documentation of the orientation and
it can retained in the personnel file.
Frequent visits to see that the nurse is comfortable
and that the Orientation is progressing satisfactorily
are helpful.
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32. internship programs as in-service education program
for role adjustment as educational and training
session is useful.
This will help the new employee to built their
confidence, lower frustration level, increase nursing
care planning and then improve job satisfaction then
it reduces the job burnout and turnover.
Near the end of the probationary period, it is
advisable to adopt a Systematic evaluation this is
considered a big indicative for the Success of the
selection process.
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33. Performance appraisal
It is a periodic formal evaluation of how well personnel have
performed their duties during a specific period.
•Purposes:
To determine job competence.
To enhance staff development and motivate personnel
toward higher achievement.
To discover the employees aspirations and to recognize
accomplishment.

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34. Performance appraisal
To improve communications between managers and staff
associates and to reach an understanding about the
objectives of the job and agency.
To determine training and development needs.
To select qualified employees for advancement and salary
increases.
To identify unsatisfactory employees.
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35. Common errors in evaluation:
Criteria involving judgments are used for
performance evaluation.
Hallo error: Is result of allowing one trait to influence
the evaluation of other traits or of rating all traits on
than basis of a general impression.
A logical error: Is a rating an employee possesses
another characteristics that is logically related.
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36. Common errors in evaluation…
Horns error: the evaluator is hyper perfectionist
may rate personnel lower than they should.
Contrast error: Tendency of managers to rate the
employee opposite from the way they receive
themselves.
Central tendency error: A small range of scores
was applied in evaluation.
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37. Methods of performance management
Anecdotal notes: Are objective description of behavior
recorded on plain paper or a form.
The notation include who was observed, by whom, When, and
where.
It comprises a description setting or background and the
incident, and interpretation and recommendations may be
included.
Value laden words such as good and bad should be avoided.
It is advisable to make several brief observations over a time
span to allow for temporary Variables and to identify
patterns of behaviors.
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38. Check list: The manager categorically assess the
presence or absence of desired characteristics or
behaviors.
Checklists are mostly for tangible variables, Such as
inventory of supplies, and may be used to evaluate
working skills also.
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39. Rating scale: It does more than just note the presence
or absence of desirable behavior.
It locates the behavior at a point on a continuum and
notes quantities and qualitative abilities.
The numerical rating scale usually includes numbers
against which a list which a list of Behaviors are
evaluated.
Ranking: It forces managers to rank the staff in
descending order from highest to lowest even if they
do not think there is deference.
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