chpt 5

• Staffing


  Bringing people into an organisation, who will fit not only into a particular job but also into the work of the organisation
• Staffing decisions


  • Some of the most important decisions managers must make as staffing influences how effectively work is done
• Staffing process


  • Recruitment
  • Selection
  • On boarding
• Recruitment


  Attracting a pool of potential candidates from which an ideal person can be selected
• Recruitment should be conducted as cost effectively as possible
• Recruitment is a 2-way process - organisations are searching for candidates, and potential employees are searching for suitable organisations to work for
• Recruitment must be integrated with selection
• Legal requirements must be adhered to during recruitment
• Recruitment process


  1. Identify the need to recruit

  2. Update the Job Description, Job Specification & job profile

  3. Refer to the Recruitment policy

  4. Take into account factors affecting the recruitment process

  5. Consider the source of recruitment

  6. Choose the appropriate recruitment method

  7. Develop the recruitment advertisement

  8. Place the advertisement

  9. Ensure application blanks are available
• Need to recruit


  May arise from the creation of a new job or from a vacancy being created by someone resigning or being promoted
• Job Description, Job Specification & job profile


  Helps clarify the nature of the job and identify what one will be looking for in a candidate, directs the recruitment and selection process
• Recruitment policy


  Provides guidelines for carrying out the recruitment process, should address approval to recruit, who will be part of the recruitment process, advertising guidelines, shortlisting guidelines etc.
• Factors affecting the recruitment process


  • Legislation
  • Timing
  • Labour Market conditions
• Legislation


  As soon as someone applies for a job that person must be treated as an employee with respect to the EEA, it is illegal for advertisements of a specific gender or race unless one is trying to attract an individual from a disadvantaged group, it is illegal to mention any requirement that is not directly related to the applicants ability to perform the job
• Timing


  There are certain times when recruitment adverts are likely to elicit wider interest among potential applicants such as on Mondays and weekends, for graduates at the end of their studies, at the beginning of the year as people are likely to change jobs, need to also look at when the org requires the new employee and how critical it is to fill the position
• Labour Market conditions


  Need to consider the labour supply for the job being advertised, if there is an expected shortage of staff for a specific position then the org will need to advertise more widely, if there is a surplus of qualified individuals then there will be a larger job processing the applications
• Sources of recruitment


  • Internal applicants
  • External recruitment - employment agencies, headhunting, walk-ins, advertisements, campus recruitment
• Internal recruitment


  Sometimes given preference in order to promote opportunities for current employees, reduces recruitment costs
• External recruitment


  Brings in new perspectives
• Recruitment methods


  • Advertisements in newspapers
  • Pamphlet distribution
  • Online advertising
  • Employment agencies
• Recruitment advertisement


  Must be appropriate for the method of advertising, need to know the criteria which applicants will be assessed to place on the advertisement, should follow AIDA (Attention, Interest and Desire, Action)
• Recruitment advertisements


  • Sales Representative
  • Chef
  • Paint Shop/Final Finish Operators
• Application blanks


  Forms designed by the organisation that applicants will complete with their personal particulars, work and education background, an alternative is to request for the applicants CV
• CV analysis


  Look for time gaps in employment, lack of an employment history, inconsistencies, vagueness
• Selection


  The process of selecting the most suitable candidate from the group of people that have been recruited
• The selection process is driven by pre-determined selection criteria (job description, specification and profile)
• Selection process


  1. Screen and short list applicants

  2. Contact the candidates on the shortlist

  3. Conduct interviews

  4. Check background information

  5. Medical examinations

  6. Make a final decision

  7. Make a job offer

  8. Keep records
• Shortlisting


  Evaluating all applicants CVs or application blanks against the predetermined criteria to draw up a list of candidates who meet the certain minimum requirements for the job
• Contacting shortlisted candidates


  Informing them about the interview process, and those not shortlisted that their application was unsuccessful
• Interviews


  The most commonly used selection technique, a specialized form of communication conducted for a specific task, allows for staff to assess applicants directly and provides applicants an opportunity to learn about the organisation
• Background checks


  Verifying details of candidate with the specified referees, carrying out telephonic checks
• Medical examinations


  Only if required and permitted as indicated in the EEA
• Final decision


  The primary concern is whether the person will be able to fit into the organisation, must also consider the way forward if the person declines the job offer, will then determine if the runner up is suitable
• Job offer


  Contact the appointee congratulating them, send a letter including the job description, title, remuneration, the successful applicant must either accept or decline the letter, on acceptance the new person will start their first day of work as agreed and a letter of appointment will be sent
• Record keeping


  All records of the recruitment and selection of staff, to ensure the employer has the necessary evidence of the process should there be any enquiries or allegations of unfair dismissal
• Onboarding


  A planned and structured process of assisting a new employee to function effectively within the organisation, dealing with the stress of a new job, making them feel comfortable and helping them to settle in more quickly
• Components of successful onboarding


  • Compliance - employees are taught basic legal and policy related rules of the organisation
  • Clarification - employees understanding their new job
  • Culture - employees understanding the informal and formal norms of the organisation
  • Connection - employees building relationships and networks