Staffing

Staffing is the managerial function of filling and keeping filled the positions in the organization structure. It involves identifying the workforce requirements, recruitment, selection, placement, training, and development of personnel.

1. Internal Sources: (Transfers, Promotions).
2. External Sources: (Advertisement, Campus Recruitment, Employment Exchanges, etc.).

The remedy is Training. Providing technical training to the workers will enable them to operate the new machines independently, reducing their dependence on the supervisor and decreasing his burden.

The way to improve quality is through Training (Apprenticeship or On-the-job training). This will impart the specific skills and knowledge required to operate the machinery correctly and meet standard quality.

The problem can be removed by providing Vestibule Training. In this method, a dummy model of machinery is created away from the work floor, and employees are trained on it. This teaches them to handle hi-tech equipment without risking damage or needing frequent engineer visits.

Recruitment is the process of searching for prospective employees and stimulating them to apply for jobs in the organization.

Difference:

Recruitment	Selection
It is a positive process (aims to create a pool of applicants).	It is a negative process (aims to eliminate unsuitable candidates).
It precedes selection.	It follows recruitment.

To ensure reliability and secrecy, the selection process should emphasize:

1. Personality Tests/Integrity Tests: To assess the candidate’s character and honesty.
2. Reference and Background Checks: Thoroughly verifying past employment and character references.
3. Interview: To judge psychological suitability.

The company should adopt Direct Recruitment (Factory Gate Recruitment) or use Labour Contractors.
Reason: For urgent, short-term, unskilled or semi-skilled manual work (manufacturing plates), these sources provide workers quickly without the delay and cost of advertising.

Training	Development
It is a process of increasing knowledge and skills for a specific job.	It is a process of learning for overall growth and career progression.
It focuses on the present job.	It focuses on the future career.
It is short-term oriented.	It is long-term oriented.

Internal sources are economical because:

• No Advertisement Cost: There is no need to spend money on ads in newspapers or portals.
• Simplified Selection: The candidates are already known to the organization, so rigorous testing and interviewing costs are saved.
• No Induction Training: The employee is already familiar with the organization’s culture and policies.

This statement highlights the importance of Staffing.

• Competent Personnel: Organizational success depends on the quality of its human resources. Physical resources (machines, money) cannot produce results without efficient people.
• Higher Performance: Placing the right person in the right job ensures maximum efficiency and productivity.
• Survival and Growth: Only an organization with talented and dedicated staff can survive in a competitive environment.

Human Resource Management (HRM) is wider than just staffing. Its specialized activities include:

1. Recruitment and Selection: Searching for qualified people.
2. Analyzing Jobs: Collecting information about jobs to prepare job descriptions.
3. Developing Compensation and Incentive Plans: Deciding wages, salaries, and bonuses.
4. Training and Development: Orientation and skill enhancement of employees.
5. Maintaining Labour Relations: Handling grievances, complaints, and interacting with trade unions.
6. Social Security: Ensuring welfare and safety of employees.

The selection process involves:

1. Preliminary Screening: Eliminating unqualified applicants based on application forms.
2. Selection Tests: Conducting tests (Intelligence, Aptitude, Personality, Trade tests) to measure characteristics.
3. Employment Interview: In-depth conversation to evaluate suitability.
4. Reference and Background Checks: Verifying information with previous employers or teachers.
5. Selection Decision: Choosing the candidate from those who passed tests and interviews.
6. Medical Examination: Checking physical fitness.
7. Job Offer: Issuing the letter of appointment.
8. Contract of Employment: Signing the formal service agreement.

To the Organisation:

• Higher Profits: Systematic learning avoids wastage and increases quantity/quality of output.
• Future Managers: Prepares employees to take over in emergencies.
• Reduced Absenteeism/Turnover: Increases employee morale and job satisfaction.
• Effective Response to Change: Helps adapt to technological updates.

To the Individual:

• Better Career: Improved skills lead to better career prospects.
• Higher Earnings: Higher performance leads to higher pay.
• Safety: Trained workers handle machines better, reducing accidents.
• Job Satisfaction: Increases confidence and morale.

a. Source of Recruitment: Web Publishing (Internet/E-Recruitment).

b. Four Benefits:

1. Wider Reach: Can attract candidates globally.
2. Convenience: Accessible 24/7 for job seekers and recruiters.
3. Speed: Instant communication and faster processing.
4. Specific Screening: As mentioned in the case, portals can filter for “senior level” specifically, saving time.

a. Staffing Process:

1. Estimating Manpower Requirements (finding number and type of people).
2. Recruitment (searching for candidates).
3. Selection (choosing the best).
4. Placement and Orientation.
5. Training and Development (crucial for “highly trained” requirement).

b. Sources of Recruitment:

• External Sources: Since it is a new plant, internal sources are not available.
• Placement Agencies/Management Consultants: For technical and middle-level staff.
• Campus Recruitment: For fresh engineers/technicians (cost-effective).
• Advertisement: To attract skilled labour from the open market.

c. Process of Selection: The company should use Trade Tests/Professional Tests rigorously to ensure the candidates possess the specific technical skills required for auto component manufacturing, followed by Interviews to assess motivation.

a. Problems as HR Manager:

• Skill Gap: Employees lack technical (“hard”) skills needed for data entry/service.
• Talent War: Losing best candidates to competitors.
• Inefficiency: Untrained staff will lower service quality.

b. Resolution and Impact:

• Resolution: Implement a robust Training Program (e.g., Vestibule or Computer-based training) to teach “hard skills” to the employees who have good “soft skills”. Also, improve the Compensation/Perks to compete with the rival for top talent.
• Impact: Better training will bridge the skill gap, improving efficiency. Better employer branding will attract quality talent, reducing long-term recruitment costs.

a. Functions to Perform: Recruitment of 200 new staff, Training (induction for new, upskilling for old), Performance Appraisal, Compensation management, and handling grievances.

b. Foreseen Problems:

• Integrating 200 new employees with the existing 800 (cultural clash).
• Managing resistance to change from old employees.
• Workload of recruitment and massive training requirements.

c. Steps to take:

• Proper Manpower Planning to define exact needs.
• Use Placement Agencies for bulk hiring.
• Design a comprehensive Induction/Orientation Programme.

d. Significance of Role: Her role is critical. In a manufacturing setup, labour efficiency determines cost and quality. Successfully managing 1000 employees ensures the company meets its expansion targets.