STAFFING

Staffing is the process, through

which competent employees are
selected, properly trained,
effectively developed, suitably
rewarded and their efforts
harmoniously integrated towards
achieving the objectives of the
business.
 NATURE/FEATURES OF STAFFING

• Staffing is the function of management

• It is an integral part of management process
• It is never ending function of management
• It is concerned with human resources of an organization
• Staffing is the pervasive function of management
• Staffing is difficult and tactful function, distinct from physical factors
• Staffing is concerned with the optimum utilization of human resources
 NEED AND IMPORTANCE OF STAFFING

• Facilitating discovery of competent staff

• Ensuring maximum productivity
• Developing personnel for shouldering growth
responsibilities
• Meeting future requirements of talented personnel
• Job satisfaction due to proper placement
• Maximum utilization of work force
• Supplying information regarding transfer, promotion,
retirement, death, demotion etc
 MANPOWER PLANNING
In the words of Thomas H. Patten manpower
planning is," the process by which an
organization ensures that is has the right
number of people and the right kind of
people, at right places, and at right time doing
things for which they are economically most
useful.”
 IMPORTANCE OF MANPOWER PLANNING

• Defining future personnel need

• Coping with changes
• Providing base for developing talents
• Increasing investment in human resources
• Forcing top management to involve in staffing
 MANPOWER PALNNING PROCESS

ORGANISATIONAL OBJECTIVES AND PLANS

MANPOWER
PLANNING

FORECASTING PREPARING
MANPOWER MANPOWER
REQUIREMENT INVENTORY

IDENTIFICATION OF
MANPOWER GAP

SURPLUS SHORTAGE OF
MANPOWER MANPOWER

ACTION PLANS FOR

BRIDGING GAP
 RECRUITMENT
In the words of filippo,” recruitment is the
process of searching for prospective
employees and stimulating them to apply for
jobs in the organization.”
 TECHIQUES OF RECRUITMENT
• Direct method-scouting
• In-direct method
• Third party method
• Internet recruitment
 TRAINING AND DEVELOPMENT
• Training: training is the organized procedure by which the
knowledge, ability, competence, skill personality and
productivity are increased.
• Development: management development is all those and
programmes when recognized and controlled, have
sustained influence in changing the capacity of the
individual to perform his assignment better and in doing so
are likely to increase his potential for future assignments.
 ROLE OF TRAINING AND DEVELOPMENT

• Increase in efficiency
• Increase in morale of employee
• Better human relation
• Reduce supervision
• Increased organization ability and flexibility
 DIRECTING

According to Earnest dale," directing

is telling what to do and seeing that
they do it to the best of their ability.”
 FEATURES/NATURE OF DIRECTION

• Direction is related to performance

• Direction is pervasive function of management at all levels
• Direction is a continuous activity
• Direction is an effective supervision and leadership
• Direction is activating and motivating force
• Communication is the basis for successful direction
 IMPORTANCE OF DIRECTION
• Direction deals with human factor
• Direction initiates action
• Direction integrates employees efforts
• Direction facilitates changes
• Direction is important at all levels of the management
• Direction is helpful in making effective plans
• Direction is the means of motivation
• Direction provides stability to the enterprise
 ELEMENTS OF DIRECTION
• SUPERVISION
• MOTIVATION
• LEADERSHIP
• COMMUNICATION
 PRINCIPLES
• RELATING TO PURPOSE OF
DIRECTION
• Maximum individual contribution
• Harmony of objective
• Efficiency of direction
• RELATING TO DIRECTION
PROCESS
• Unity of command
• Managerial form of communication
• Appropriateness of direction
technique
• Use of informal organization
• Leadership
• Follow through
 TECHNIQUES
• ORDERS AND INSTRUCTION
• FOLLOW UP ORDERS AND INSTRUCTION
• STANDARD PRACTICE AND PROCEDURES
• BEHAVIOURAL PATTERN
17
 Controlling
• Meaning

• Importance

• Steps in the process of control

• Relationship between Planning and controlling

18
 Controlling

– A process of monitoring performance and

taking action to ensure desired results.

– It sees to it that the right things happen, in the

right ways, and at the right time.

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 Action
Continuous Oriented
process

Dynamic
process
End
Function Characteristics
of
controlling

Forward
Management looking
Function

Exercised at all
levels
Control Process
Setting Standards

Measurement of actual Performance

Goals and
Objectives Comparison of Actual Performance with
Standards
Organizational
Divisional
Departmental Taking Corrective Action
Individual

Follow Up
100 100

- 20
80

Step – 1

Step – 2 Step – 422

Establish Objectives and Standards

• Standards are the plans or the targets which

have to be achieved in the course of business
function

• They can also be called as the criterions for

judging the performance

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Cont.…
• Standards generally are classified into two-:

• Measurable or tangible - Those standards which can be measured

and expressed are called as measurable standards. They can be in
form of cost, output, expenditure, time, profit, etc.

• Non-measurable or intangible- There are standards which cannot

be measured monetarily. For example- performance of a manager,
deviation of workers, their attitudes towards a concern. These are
called as in tangible standards.

24
 Measuring Actual Performance

• Measurements must be accurate enough to

spot deviations or variances between what really
occurs and what is most desired.

• Without measurement, effective control is not

possible.

25
 Comparing Results with Objectives
and Standards
• Comparison of actual performance with
the planned targets is very important.

• Deviation can be defined as the gap

between actual performance and the
planned targets.

• The manager has to find out two things

here- extent of deviation and cause of
deviation

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• For example, if stationery charges increase by
a minor 5 to 10%, it can be called as a minor
deviation.

• On the other hand, if monthly production

decreases continuously, it is called as major
deviation.

27
 Cont…
• Once the deviation is identified, a manager has
to think about various cause which has led
to deviation. The causes can be-

• Erroneous planning,
• Co-ordination loosens,
• Implementation of plans is defective, and
• Supervision and communication is ineffective,
etc.
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 Taking Corrective Action
• Once the causes and extent of deviations are known, the manager has to
detect those errors and take remedial measures for it. There are two
alternatives here-

1. Taking corrective measures for deviations which have occurred;

2. After taking the corrective measures, if the actual performance is not in
conformity with plans, the manager can revise the targets. It is here the
controlling process comes to an end.

•Follow up is an important step because it is only

• through taking corrective measures, a manager
• can exercise controlling.
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 Relationship between planning and
controlling

• Planning and controlling are two separate

fuctions of management, yet they are closely
related.
• Without the basis of planning, controlling
activities becomes baseless and without
controlling, planning becomes a meaningless
exercise.
• In absence of controlling, no purpose can be
served by. Therefore, planning and controlling
reinforce each other

30
 Cont.
•According to Billy Goetz, " Relationship between the two can be summarized
in the following points:
• Planning precedes controlling and controlling succeeds planning.
• Planning and controlling are inseparable functions of management.
• Activities are put on rails by planning and they are kept at right place
through controlling.
• The process of planning and controlling works on Systems Approach which
is as follows
• :Planning → Results → Corrective Action
• Planning and controlling are integral parts of an organization as both are
important for smooth running of an enterprise.
• Planning and controlling reinforce each other. Each drives the other
function of management.
 Some Interesting Facts

• Starbucks' round tables were created specifically so customers

would feel less alone.

• Google was originally called BackRub.

• Everything you say to Siri is sent to Apple, analyzed, and stored.

• UPS was founded by two teenagers with one bicycle and $100
borrowed from friend