Organization and

MANAGEME
NT
HANGMAN
 Process of recruiting,
hiring, training, and
managing employees for
an organization
 Evaluating applicants to
choose the best fit for the
job.
Identifying the type and
number of employees
required.
Attracting qualified
candidates for the
positions.
 Equipping employees
with the necessary skills
and knowledge.
Assigning individuals to
the appropriate roles.
Monitoring and assessing
the staff's performance to
ensure goals are met.
STAFFING
Staffing
Pertains to determining the
number of people with the
right skills for specific units
in the organization
Staffing
Staffing is a
responsibility of
managers to ensure that
right people are
selected for the job to
be done.
THE STRATEGIC NATURE
OF STAFFING
Business Objectives as the
Foundation

Human resource planning begins by

understanding the company's mission,
vision, and strategic goals.
Resource-Based Theory

This theory highlights that people

are the primary source of
competitive advantage for an
organization.
 Workforce Planning

This includes determining the right

number of employees, the skills they
need, and the organizational structure
that will best support the company's
objectives.
 Strategic Staffing

Strategic staffing is the process of

making sure the organization has
the right people in place to achieve
its long-term goals.
Recruiting people with the right
competencies

Training and developing employees

Ensuring that succession planning

is in place
The Responsibility for Staffing
The Responsibility for Staffing
The responsibility for staffing is
shared between the Human
Resource (HR) Department and
department managers. They
collaborate to forecast the
human resource needs for each
department.
The Foundation of Staffing:
Job Analysis
 Job Analysis
Job analysis is the foundation of
staffing, as it involves
systematically gathering and
analyzing all relevant information
about a job.
Job Description
A formal document detailing the
tasks, duties, and responsibilities
associated with a job, including where
the job is located, to whom the
employee reports, and the type of
compensation.
Job Specification
A list of the qualifications
required for the job, such as
skills, education, experience,
and personality traits.
 OVERVIEW
STAFFING
(recruitment and selection)

JOB ANALYSIS
(in-depth study of a job)

Job Description Job Specification

(key responsibilities, (skills, education, experience
reporting arrangements, required)
work environment)
1. What is staffing?

2. What are the nature of

staffing?

3.Define Job analysis.

RECRUITMENT
Recruitment
Recruitment is the process of
getting and attracting a pool
of qualified applicants to fill
vacet job position.
 GOALS

To attract the
qualified applicants

To encourage the unqualified

applicants to voluntarily
withdraw from the application to
make the review process easier.
 Policies on employment
options and the potential
strategic issues they
might entail.
Hiring regular employees
Management decides on gender and diversity
issues, including the inclusion of persons with
disabilities

Hiring fulltime or part-time employees

Management decides on potential issues
regarding contractualization, which is the
temporary hiring of personel for a given period.
Hiring through an independent contractor or an
employment agency
Management may decide to identify some job
position which the company will not fire directly
but instead, will use an independent contractor or
an employment agency to hire those specific
personel
RECRUITMENT
PROCESS
 ADVERTISE THE JOB
VACANCY
The company may conduct a wide and
extensive search for qualified
candidates by internal and/or external
recruitment, depending on the
recruitment policy of the organization
INTERNAL RECRUITMENT

Giving priority to applicants from

current personnel organization.
SOURCES
•
Job posting in company Web site and
bulletin board.

• Internal recruiting database.

• Employee referrals.

• Recruiting former employees and

applicants.
 ADVANTAGES OF INTERNAL
• RECRUITMENT
Improves employee morale

• Costs less

• Prioritizes internal job candidates that are already

familiar with the culture and sy of the organization, so
they need less training time

• Protects business intelligence within the company

• Causes a succession of employee promotions

ISADVANTAGES OF INTERNAL RECRUITMEN
• nepotism

• possible loss of morale of those not promoted

• political infighting for promotions

• need for a carefully planned career

management program so that employees la
their future potentials with the company
SOURCES
• OpeningMedia sources such as
newspapers, radio, and social media (e.g.,
Facebook, Twi Linkedin)

• Schools, colleges, and universities, which

may post job advertisements withind
schools, or may hold job fairs.
SOURCES
• Job search engines that use the Internet.

• Company Web sites.

• Labor unions.

• Employment agencies. the job position to

applicants from outside company.
ADVANTAGES
• Widens the pool of potential job
candidates.

• Brings new ideas and fresh perspectives

from candidates.

• Finds job candidates that may have

knowledge of competitors' business
intelligence
DISADVANTAGES
• Possibility of selecting someone who does
not fit the job this is because the actual
skill level, knowledge, and attitude of the
hired person only become fully obvious
after he or she has stayed for some time in
the new office.
DISADVANTAGES
• Possibility of causing morale problems
among existing employees .

• Longer adjustment or orientation period for

external hires
SCREEN APPLICANTS TO
CREATE A SHORT-LIST OF
CANDIDATES
After reviewing thoroughly the application forms
and resume of applicants, the
recruitment team separates those who meet the
basic job requirements. This creates a short- list
of job candidates which is a pool of applicants
who have higher chances of getting the
advertised job.
CONDUCT A BACKGROUND
CHECK
A reference and background check is conducted
for shortlisted candidates to verify the accuracy
of the information provided in their application.
This process helps confirm the candidate's
qualifications and gathers feedback from former
employers or professional contacts regarding
their character and capabilities.
 CONDUCT A BACKGROUND
CHECK
The recruitment officer may contact the previous
employer or listed references for a brief
interview. It is important to note that the
background check is not meant to invade the
applicant’s privacy, and the questions should
focus solely on the applicant's job performance
and relevant experience related to the position.
CONTACT POTENTIAL CANDIDATES
FOR PRELIMINARY INTERVIEWS
This step allows the recruiter to gauge the
candidate’s suitability for the role. Simultaneously,
the applicant can learn more about the job and the
company, helping them determine if their
expectations align with the position and
organizational culture. This mutual exchange of
information ensures that both parties can make
informed decisions moving forward in the
recruitment process.
CONTACT POTENTIAL CANDIDATES
FOR PRELIMINARY INTERVIEWS
This step allows the recruiter to gauge the
candidate’s suitability for the role. Simultaneously,
the applicant can learn more about the job and the
company, helping them determine if their
expectations align with the position and
organizational culture.
CONTACT POTENTIAL CANDIDATES
FOR PRELIMINARY INTERVIEWS

This mutual exchange of information ensures

that both parties can make informed
decisions moving forward in the recruitment
process.
PRACTICAL TIPS FOR JOB-SEEKERS
• Know more about the company, and if possible,
the hiring manager, and opportunity itself.

• Identify potential interview questions and practice

your answers to those.

• Dress in office attire.

• Arrive on time for the interview.

1. What is Recruitment?

2. What are the steps in

recruiting?
SELECTIO
N
SELECTION
Process of choosing the
indivilified candidates, selection
of short-list of job involves the
following steps or "no hire"
decision regarding each
applicant for a Job Selection
CONDUCT FURTHER
INTERVIEWS
The final list of applicants will
be interviewed again. Persons
who will conduct the interviews
usually include the prospective
immediate supervisor and a
representative from the Human
Resources Department.
BEHAVIORAL INTERVIEWS
Behavioral interviews are
those that ask the applicant
about his past behavior in a
work environment.
SITUATIONAL INTERVIEW
Situational interview's ask
the applicant how he or she
would react in a specific work
situation.
ADMINISTER EMPLOYMENT
TESTS
Employment tests will then be
administered to o applicants to
gauge intelligence, aptitude,
interests, personality,
tendency to comply with
rules, work ethics, and for
any purpose deemed as job-
relevant by the employer.
 OFFER TO HIRE THE
CHOSEN APPLICANT
When you have selected the
candidate to hire, it is time to
offer the job.
 OFFER TO HIRE THE
CHOSEN APPLICANT
Allow the candidate to sufficient
time to read the employment
contract. If the candidate rejects
the offer or accepts the offer,
thank that candidate, and contact
other job candidates in the refined
short-list.
RECRUIT ONLINE OR
THROUGH REFERRALS?
Mr. Vicente, vice president for Human Resources of a car
manufacturing company in the Philippines, needs to hire
three sales supervisors for the newly opened car display
center to Pasig City he is thinking of posting the job
openings by using a popular online job search engine that
the company had tapped before. However, the Vice
president for Marketing Mr. Roy, is discouraging him from
using an online job site for recruiting the sales supervisors.
Instead. Mr. Roy suggests that they use job referrals by
asking their close friends for job seminees. He thinks that a
referral system would work much better since they would
come up with job candidates whom they could trust more, as
compared to unknown applicants if they will use an online
QUESTION
• Do you think that
Mr. Vicente should
heed Mr. Roy's
suggestion to use
job referrals instead
of online search
engine to recruit
their sales
supervisors? Why?
1. What is Selection?

2. What are the steps in

the Selection Process?
TRAINING
TRAINING
Activity that focuses on improving
an individual's skills as a leader and
manager.
TRAINING
PROGRAMS
EMPLOYEE ORIENTATION
PROGRAMS
Orientation programs are designed to
introduce new employees to the job
environment and are the first part of the
overall training process, often referred to
as Induction training managed by both
the human resource manager and the
new employee's supervisor.
EMPLOYEE ORIENTATION
PROGRAMS
It typically includes a tour of the workplace,
introductions to team members and
managers, and explanations of company
rules and regulations, such as working
hours, performance standards, discipline,
and employee benefits.
EMPLOYEE ORIENTATION
PROGRAMS

This stage, also known as acculturation,

helps new employees integrate smoothly
into the company culture, while also
allowing coworkers to adjust to the new
hire.
EMPLOYEE ORIENTATION
PROGRAMS

Another feature of orientation programs is

the inclusion of refresher training for
certain jobs, allowing new employees to
practice their skills in the company’s
environment.
SKILLS TRAINING AND COMPETENCY
ENHANCEMENT PROGRAMS
Aim to equip employees with the necessary
skills to perform their jobs or enhance their
competencies for higher performance.
These programs are typically divided into
basic training and advanced training,
depending on the employee's current level
of proficiency.
TEAM BUILDING PROGRAMS
Agendas that help you organize your
team building days or team building
retreats.
Managers must promote unity and
cooperation within the company, as these
programs encourage group camaraderie, a
sense of belonging, and even wellness
among organizational members.
OTHER METHODS OF TRAINING AND
DEVELOPMENT

Coaching: A one-on-one training where an

experienced individual provides
professional advice to help improve
someone’s work performance.
OTHER METHODS OF TRAINING AND
DEVELOPMENT
Mentoring: A form of coaching where a senior or
experienced staff member (the mentor) regularly
provides guidance and advice to a less
experienced employee (the mentee or protégé).
Unlike coaching, mentoring involves continuous,
hands-on learning, with the mentor being directly
involved in the mentee's job.
 CAREER DEVELOPMENT

This is an ongoing process that focuses on long-

term career planning and organizing relevant
training to help employees advance within the
company. It includes both personal growth and
aligning career goals with organizational
opportunities
 SUCCESSION PLANNING

The process of identifying and developing the

potential of internal staff to occupy leadership
positions in the company.
SUCCESSION PLANNING

Succession planning helps companies

systematically review and develop the skills and
competencies of key personnel who can become
potential successors for higher positions in the
company.
1. What are the different
forms of training
programs? Describe
each.
That is all.
Thank you!