Staffing

• Narayana Murthy, former CEO of INFOSYS: '"Our assets walk out of the door each evening. We have to make sure that they come back the next morning"'
• Infosys includes its human resources on its balance sheet to affirm their asset value
• Human resources


  The collective expertise, innovation, leadership, entrepreneurial and managerial skills endowed in the employees of an organisation
• Infosys recognises the value of its human assets in maintaining its competitive position
• Infosys faces the challenge of attracting, retaining and developing its human assets in a highly competitive and dynamic environment
• Narayana Murthy's leadership style

  • Humble and straight-forward, quite uncommon in the world of Indian business
  • Believes in sharing wealth with employees
  • Leads by example
  • Based on western management
• Narayana Murthy is credited with creating a culture of closeness and empowerment at Infosys
• Staffing


  Putting people to jobs. It begins with workforce planning and includes different other functions like recruitment, selection, training, development, promotion, compensation and performance appraisal of workforce
• Staffing is a separate and specialised function and there are many aspects of human relations to be considered
• Human Resource Management


  Managing the human component of an organisation, which is the most important task as the performance of an organisation depends on the competence, motivation and performance of its human resource
• Duties of Human Resource Management

  • 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
• Human Resource Management has replaced the traditional concept of labour welfare and personnel management
• Staffing Process


  1. Understanding the manpower requirements within the organisation

  2. Identifying the potential sources from where it can be met, either from within the organisation or from outside

  3. Marketing the job and the organisation to the people

  4. Selecting the most appropriate candidate

  5. Providing orientation or training to the freshly appointed persons
• Staffing


  1. Understanding manpower requirements

  2. Recruitment

  3. Selection

  4. Placement and Orientation

  5. Training and Development

  6. Performance Appraisal

  7. Promotion and career planning

  8. Compensation
• Manpower requirements


  Understanding the number and types of human resources necessary for the performance of various jobs and accomplishment of organisational objectives
• Manpower requirements


  • Need to encourage diversity in the workforce (women, persons from backward communities, persons with special abilities)
  • Workload analysis
  • Workforce analysis
• Neither over-staffing nor under-staffing is a desirable situation
• Recruitment


  The process of searching for prospective employees and stimulating them to apply for jobs in the organisation
• Recruitment


  1. Locating potential candidates

  2. Determining sources of potential candidates

  3. Developing 'situations vacant' advertisement

  4. Displaying/publishing the advertisement
• Selection


  The process of choosing from among the pool of the prospective job candidates developed at the recruitment stage
• Selection process


  • Ensures the organisation gets the best among the available
  • Enhances the self-esteem and prestige of those selected
• Placement and Orientation


  1. Introducing the selected employee to other employees

  2. Familiarising the employee with the rules and policies of the organisation
• Training and Development


  Facilitating employee learning to provide opportunities for career advancement
• Performance Appraisal


  1. Defining the job

  2. Appraising performance

  3. Providing feedback
• Promotion


  Being placed in positions of increased responsibility, usually with more pay, responsibility and job satisfaction
• Compensation


  All forms of pay or rewards going to employees, including direct financial payments (wages, salaries, incentives, commissions, bonuses) and indirect payments (employer paid insurance, vacations)
• Time-based pay


  Salary and wages paid daily, weekly, monthly or annually
• Performance-based pay


  Salary/wages paid according to piecework or other incentive plans
• Factors influencing the design of pay plans include legal (labour laws), union, company policy and equity
• Aspects of Staffing


  • Recruitment
  • Selection
  • Training
• Internal recruitment sources


  • Transfers
  • Promotions
• Transfers


  Shifting of an employee from one job to another, one department to another or from one shift to another, without a substantive change in the responsibilities and status
• Promotions


  Shifting an employee to a higher position, carrying higher responsibilities, facilities, status and pay
• Merits of internal recruitment sources include improved motivation, loyalty and satisfaction of employees
• Transfers


  • Helpful in avoiding termination and in removing individual problems and grievances
  • At the time of transfer, it should be ensured that the employee to be transferred to another job is capable of performing it
  • Transfers can also be used for training of employees for learning different jobs
• Promotions


  • Shifting an employee to a higher position, carrying higher responsibilities, facilities, status and pay
  • Promotion is a vertical shifting of employees
  • Helps to improve the motivation, loyalty and satisfaction level of employees
  • A promotion at the higher level may lead to a chain of promotions at lower levels in the organisation
• Direct Recruitment


  • A notice is placed on the notice-board of the enterprise specifying the details of the jobs available
  • Job-seekers assemble outside the premises of the organisation on the specified date and selection is done on the spot
  • Suitable for filling casual vacancies when there is a rush of work or when some permanent workers are absent
  • Very inexpensive as it does not involve any cost of advertising the vacancies
• Casual Callers


  • Many reputed business organisations keep a database of unsolicited applicants in their offices
  • A list of such job-seekers can be prepared and can be screened to fill the vacancies as they arise
  • Reduces the cost of recruiting workforce in comparison to other sources
• Advertisement


  • Advertisements in newspapers or trade and professional journals are generally used when a wider choice is required
  • Advantage is that more information about the organisation and job can be given in the advertisement
  • Gives the management a wider range of candidates from which to choose
  • Disadvantage is that it may bring in a flood of response, and many times, from quite unsuitable candidates
• Employment Exchange


  • Employment exchanges run by the Government are regarded as a good source of recruitment for unskilled and skilled operative jobs
  • In some cases, compulsory notification of vacancies to employment exchange is required by law
  • Help to match personnel demand and supply by serving as link between job-seekers and employers
  • Records of employment exchange are often not up to date and many of the candidates referred by them may not be found suitable