• Staffing Process - Steps involved in Staffing

• Manpower requirements- It involves forecasting and

determining the future manpower needs of the concern.
• Recruitment- Once the requirements are notified, the concern
invites and solicits applications according to the invitations made
to the desirable candidates.
• Selection- This is the screening step of staffing in which the
solicited applications are screened out and suitable candidates are
appointed as per the requirements.
• Orientation and Placement- Once screening takes place, the
appointed candidates are made familiar to the work units and
work environment through the orientation programmes.
• Training and Development- Training is a part of incentives
given to the workers in order to develop and grow them within
the concern. Development also includes giving them key and
important jobs as a test or examination in order to analyse their
performances.
• Remuneration- It is a kind of compensation provided
monetarily to the employees for their work
performances.
• Performance Evaluation- In order to keep a track or
record of the behaviour, attitudes as well as opinions
of the workers towards their jobs. For this regular
assessment is done to evaluate and supervise different
work units in a concern.
• Promotion and transfer- Promotion is said to be a
non- monetary incentive in which the worker is
shifted to a higher job demanding bigger
responsibilities as well as shifting the workers and
transferring them to different work units and branches
of the same organization.
• HUMAN RESOURCE PLANNING: may be
defined as a process of predetermining future
human resources needs and course of action
needed to satisfy those needs to achieve
organizational goals. It ensures that organization
has right number and kind of people, at right place,
and at right time capable of performing well in the
organization. Human resource planning is a
continuous process rather than a one shot affair. It
tries to keep the organization supplied with required
and capable people when they are demanded.
Significance/Importance of Human resource
planning/ manpower planning:
1. Human resource planning/ manpower planning is
helpful in finding out surplus/ shortage of
manpower.
2. It is helpful in employee development.
3. It is useful in finding out the deficiencies in
existing manpower and providing corrective
training.
4. It is helpful in overall planning process of the
organization.
Human Resource Planning Process Or Steps Of HR
Planning
1. Assessing Human Resources
• The assessment of HR begins with environmental analysis,
under which the external (PEST) and internal (objectives,
resources and structure) resources are analyzed to assess the
currently available HR inventory level. After the analysis it
will be easier for HR manager to find out the internal
strengths as well as weakness of the organization in one hand
and opportunities and threats on the other.
2. Demand Forecasting
• Demand forecasting is a process of determining future needs
for HR in terms of quantity and quality. It is done to meet the
future personnel requirements of the organization to achieve
the desired level of output.
3. Supply Forecasting
• Supply is another side of human resource assessment.
It is concerned with the estimation of supply of
manpower given the analysis of current resource and
future availability of human resource in the
organization.
4. Matching Demand And Supply
• The matching process refers to bring demand and
supply in an equilibrium position so that shortages and
over staffing position will be solved. In case of
shortages an organization has to hire more required
number of employees. Conversely, in the case of over
staffing it has to reduce the level of existing
employment.
5. Action Plan
• It is the last phase of human resource planning which
is concerned with surplus and shortages of human
resource. Under it, the HR plan is executed through
the designation of different HR activities. The major
activities which are required to execute the HR plan
are recruitment, selection, placement, training and
development, socialization etc. Finally, this step is
followed by control and evaluation of performance
of HR to check whether the HR planning matches
the HR objectives and policies. This action plan
should be updated according to change in time and
conditions.
 Performance management
• Performance management is a much broader
and a complicated function of HR, as it
encompasses activities such as joint goal
setting, continuous progress review and
frequent communication, feedback and
coaching for improved performance,
implementation of employee development
programmes and rewarding achievements.
• The process of performance management starts
with the joining of a new incumbent in a system
and ends when an employee quits the
organization.
• “Performance management can be regarded as a
proactive system of managing employee performance
for driving the individuals and the organizations
towards desired performance and results”.
• A performance management process sets the platform
for rewarding excellence by aligning individual
employee accomplishments with the organization’s
mission and objectives. By establishing clear
performance expectations which includes results, actions
and behaviors, it helps the employees in understanding
what exactly is expected out of their jobs. Through
regular feedback and coaching, it provides an advantage
of diagnosing the problems at an early stage and taking
corrective actions.
 • Performance Appraisals
• Performance Appraisals is the assessment of
individual’s performance in a systematic way. It is
a developmental tool used for all round
development of the employee and the
organization. The performance is measured
against such factors as job knowledge, quality and
quantity of output, initiative, leadership abilities,
supervision, dependability, co-operation,
judgment, versatility and health.
Categories Traditional Appraisals Modern, Systems Appraisals

Guiding Values Individualistic, Systematic,

Control oriented, Developmental,
Documentary Problem solving

Leadership Styles Directional, Facilitative, Coaching

Evaluative
Frequency Occasional Frequent

Formalities High Low

Rewards Individualistic Grouped,

Organizational
• Critical Incidents Method: The approach is focused on
certain critical behaviors of employee that makes all the
difference in the performance. As and when those
behaviours occur Supervisors record such incidents.
There are three steps involved in appraising employees
using this method.
• First, a list of noteworthy (good or bad) on-the-job
behaviour of specific incidents is prepared. Second, a
group of experts then assigns weightage or score to
these incidents, depending upon their degree of
desirability to perform a job. Third, finally a check-list
indicating incidents that describe workers as “good” or
“bad” is constructed. Then, the check-list is given to the
rater for evaluating the workers.
• Advantages – Evaluations are based on actual job
behaviors, ratings are supported by descriptions,
feedback is easy, reduces biases, chances of
subordinate improvement are high.
Disadvantages – Negative incidents can be
prioritized, forgetting incidents, overly close
supervision; feedback may be too much and may
appear to be punishment.
• Comparative Evaluation Method (Ranking & Paired
Comparisons): These are collection of different methods
that compare performance with that of other co-workers.
The usual techniques used may be ranking methods and
paired comparison method.
a) Ranking Methods: Superior ranks his worker based on
merit, from best to worst. However how best and why best
are not elaborated in this method. It is easy to administer
and explanation.
b) Paired Comparison Methods: In this method each
employee is rated with another employee in the form of
pairs. The number of comparisons may be calculated with
the help of a formula as under.
• N x (N-1) / 2
• Where N = the total number of employees to be evaluated.
• Management By Objectives: Management by objectives
(MBO) is a management model that aims to improve the
performance of an organization by clearly defining
objectives that are agreed to by both management and
employees.
• Peter F. Drucker propounded a new concept, namely,
management by objectives (MBO) way back in 1954 in
his book, “The Practice of management”. The concept of
MBO as was conceived by Drucker, can be described as a
“process whereby the superior and subordinate
managers of an organization jointly identify its
common goals, define each individual’s major areas of
responsibility in terms of results expected of him and
use these measures as guides for operating the unit and
assessing the contribution of each its members”.
An MBO programme consists of following main steps
• The first step is to either determine or revise
organizational objectives for the entire company.
• Establish goals and desired outcomes for each
subordinate
• Setting performance standards
• Comparison of actual goals with goals attained by the
employee
• Establish new goals and new strategies for goals not
achieved in previous year.
• Advantage – It is more useful for managerial positions.
• Disadvantages – Not applicable to all jobs, allocation
of merit pay may result in setting short-term goals
rather than important and long-term goals etc.
• Assessment Centers: This technique was first developed
in USA and UK in 1943. An assessment center is a central
location where managers may come together to have their
participation in job related exercises evaluated by trained
observers. It is more focused on observation of behaviors
across a series of select exercises or work samples.
Assessees are requested to participate in work groups,
computer simulations, role playing and other similar
activities which require same attributes for successful
performance in actual job. The characteristics assessed in
assessment center can be assertiveness, persuasive ability,
communicating ability, planning and organizational
ability, self confidence, resistance to stress, energy level,
decision making, sensitivity to feelings, administrative
ability, creativity and mental alertness etc.
• Advantages – well-conducted assessment center
can achieve better forecasts of future performance
and progress than other methods of appraisals.
Also reliability, content validity and predictive
ability are said to be high in assessment centers.
The tests also make sure that the wrong people are
not hired or promoted. Finally it clearly defines
the criteria for selection and promotion.
• 360-Degree Feedback: In this method the feedback of
the employee is collected by the people who interact with
him in the organization including his superiors, peers,
subordinates, and also from customers. The feedback is
usually taken by a questionnaire designed for this
purpose. In fact anyone who has useful information on
how an employee does a job may be one of the appraisers.
This technique is highly useful in terms of broader
perspective, greater self-development and multi-source
feedback is useful. 360-degree appraisals are useful to
measure inter-personal skills, customer satisfaction and
team building skills. However on the negative side,
receiving feedback from multiple sources can be
intimidating, threatening etc. Multiple raters may be less
adept at providing balanced and objective feedback.