Staffing is filling positions in an organization’s structure by selecting qualified and competent people for the job position. The staffing process comprises planning workforce need, selection, recruitment, hiring and training. Workforce planning can also be called Human Resource Preparation by putting the required number of people at the right time and place and doing excellent work to achieve the goals and objectives of the organization (Heneman et al., 2004). Planning the workforce is to evaluate and analyze the available social resources in an organization and how to get the person wanted for the positions vacillating chief executives to assembly line workers.
On the other hand, recruitment is the procedure of finding suitable candidates to fill job vacancies in an organization effectively. The recruitment process involves the following steps: identification of job vacancies, job descriptions and specifications, selection of sources, advertising the vacancy, and managing the response. The identification of vacancies starts with the department of human resources receiving a demand for recruitment in any department (Abbas et al., 2021). The department requisition contains the post to be filled, the number of persons, duties that will be performed, and required qualifications.
There are two types of recruitment which are internal and external recruitment. Internal recruitment is the process of hiring a workforce from within the organization. Internal sources of employment sources that are readily available are three, re-employment: re-employment departments and promotion. The processes of internal recruitment lead to employee motivation increase and thus increase productivity. The process of internal recruitment saves time, effort, and money. The down back of internal recruitment is that only some of the job and workforce requirements will be met through internal recruitment.
The other mode of recruitment is called external recruitment. The process which recruitment sources must be from outside the company or organization. The process of recruitment involves a lot of money and time. This recruitment process involves recommendations, labour contractors, educational institutes, employment agencies, advertisements, employment exchanges, and employment at the factory gate. Advertisement is one of the external sources of recruitment (Heneman et al., 2004). The process of the advertisement has one significant advantage of covering a wide area of the market and that candidates can acquire information from the standard of advertisement used, for example, television and newspaper.
Job analysis involves recording and describing the aspects of jobs and skills required to perform a particular task. There are two outputs of the job analysis: job specification and job description. The job description is the statement of what the job holder will be expected to do, how he/she will do it, the conditions under which the job is done, and why the job is done. Job specification reviews the characteristics need for job completion (Raghavan et al., 2020). The process describes the qualifications that someone needs to perform the job effectively. The process tells out the essential attributes of the person in terms of abilities, knowledge, skills, education, and experience.
The selection process is the other staffing process that can be challenging for the organization. Though the process has yet to complete impervious procedures to ensure high profits and low turnover, the following procedure makes up the selection process. The process involves the initial screening, preliminary interviews, filling of the application form, personal interview, references check, background check, final interview and physical examination (Abbas et al., 2021). The job offer is presented to qualified candidates who clear all the stages. Candidates can be dropped at any stage if considered unfit to fill the job.
Ethics and legal sometimes feels like a soft matter that can wait for other demanding issues. However, the process of hiring operational workers and meeting the organization’s goals depended solely on the ethical and legal standards of the employee. In creating a business, the company’s vision, mission, and principles depend on the legal and ethics of the organization. Ethics is more than an employee doing what is required of him at the right place and time (Heneman et al., 2004). Ethics is tangled between legal measures and policies that, if broken, can put the organization in the middle of trouble. Leaders and the department of human resources have developed ethical and legal standards that employees are supposed to follow and observe.
The standards help the use of the model to decide when the employee violates the ethics and law of the organization. These are the five sources of ethical standards; utilitarianism, rights, fairness, common good, and virtue. The empirical approach to the ethical decision-making model sets up the standards for downsizing or adding an employee to the organization. The principles that lead to ethical decision-making and moral process frameworks include self-interest, rationality, honesty, and justice.
Job specifications and descriptions are necessary for the recruitment process since they specify the required qualifications and the nature of the job. It can be very challenging for an organization to select a suitable candidate for an open position. The execution and the achievement of the organization’s goals depend mainly on the staff. The selection of a qualified candidate shapes the organization’s comprehension and decreases turnovers (Zeebaree et al., 2020). Training and development of employees are planned to facilitate learning job-related behaviours and advance employee performance. Training is the process of increasing employees’ skills in current jobs. Development is oriented toward improving relevant skills for future jobs.
Moreover, career development is the process by which performance is improved and also brings out the growth of personality. The primary objectives of the development are practical managerial through a deliberate and planned learning process. The development process provides the growth of managers to meet future job needs. The development process involves the following stages, setting development objectives, ascertaining development needs, determining development needs, conducting development programs, and program evaluation (Zeebaree et al., 2020). Setting development objectives involves developing a framework in which executive necessity can be determined. The process of forecasting and planning for future organizational growth and ascertaining development needs is carried out.
Furthermore, training is the learning sequence of programmed behaviour. This process improves the employee’s performance and prepares the employee for the intended job. The purpose of training is to increase productivity by increasing operational productivity. Training also plays a significant role in improving quality. Employees trained better can easily avoid operational mistakes (Raghavan et al., 2020). The training process involves the following stages and steps, identifying training needs, getting ready for the job, preparation of learner, presentation of operation and knowledge, performance try out and follow up and evaluation.
In conclusion, the overall processes of staffing, recruitment, and selection are aimed at improving the employee’s performance and the quality of the product or service offered by the organization. There are processes and stages of staffing that decide who, how, when and where an employee will work in an organization. Staffing decides how effectively and efficiently the organization will deliver the desired objectives and goals.
References
Abbas, S. I., Shah, M. H., & Othman, Y. H. (2021). Critical Review of Recruitment and Selection Methods: Understanding the Current Practices. Annals of Contemporary Developments in Management & HR (ACDMHR), 3(3), 46-52. http://acdmhr.theiaer.org/archive/v3/v3n3/p5.html
Heneman, H. G., Judge, T., & Kammeyer-Mueller, J. D. (2004). Staffing organizations. Middleton, WI: Mendota House. http://library.perbanas.ac.id/images/book/PHKI11/staffing%20organizations.pdf
Raghavan, M., Barocas, S., Kleinberg, J., & Levy, K. (2020, January). Mitigating bias in algorithmic hiring: Evaluating claims and practices. In Proceedings of the 2020 conference on fairness, accountability, and transparency (pp. 469–481). https://dl.acm.org/doi/abs/10.1145/3351095.3372828
Zeebaree, S. R., Shukur, H. M., & Hussan, B. K. (2019). Human resource management systems for enterprise organizations: A review. Periodicals of Engineering and Natural Sciences, 7(2), 660-669. http://pen.ius.edu.ba/index.php/pen/article/view/428
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