Staffing Reviewer

— often considered as the organization's most important resource

— human capital, intellectual assets, management/ company talents

— drivers of the organization's performance

— function of management

— refers to filling in all organizational job positions and keeping these filled

— determining the number of people with the right skills

— getting the right applicants for the vacant job positions

— other term for human resources

— Responsible for employing and dismissing staff (staffing)

— serves a vital role in designing and implementing company policies for managing employees

— activities that managers engage in to forecast their current and future needs for human resources

— STRATEGIC because it is done to achieve the organization's mission, vision, overall direction, and strategies.

— not entirely the responsibility of the HR department. Line/ department managers also share in staffing responsibilities

— FOUNDATION of staffing

— in-depth study of a job

— collection and analysis of all relevant information and facts about a job that is done in a systematic and orderly manner

[ JOB ANALYSIS ]

— all info about the JOB

— tasks, duties, responsibilities that a job entails

— also includes information on where the job is located, to whom the jobholder reports and the type of compensation the employee will receive

[ JOB ANALYSIS ]

— all info about the APPLICANT

— skills, abilities, education, experience, and personality

— addresses the shortfall in the NUMBER OF PERSONNEL

— process of getting and ATTRACTING qualified applicants to fill a vacant job

— advertising

[ TYPES OF RECRUITMENT ]

— applicants WITHIN THE COMPANY (current personnel)

— department transfer, promotions

— SOURCE: • Company bulletin boards • Company newsletter • Recommendations from department or unit heads

[ ADVANTAGES ]

• Fewer expenses are required for advertising • Costs less and does not take too much time for training and orientation • faster process

[ DISADVANTAGES ]

• The number of applicants to choose from is limited. • Favoritism and nepotism • Possible loss of morale and jealousy

[ TYPES OF RECRUITMENT ]

— applicants from OUTSIDE THE COMPANY

— SOURCE: • Media sources such as newspapers, radio, and social media • Schools, colleges, and universities • Job search engines that use the internet • Employment agencies

— Located in the back of the newspaper.

— Jobs are listed in the employment section usually by fields such as education, health, etc.

[ ADVANTAGES ]

• Advertising and recruiting through the Internet reach a large number of possible applicants. • Better potential employees • Educational institutions know the capabilities and qualifications of their graduates

[ DISADVANTAGES ]

• Cost and time • Possibility of practicing bias or entertaining self-serving motives

— process of CHOOSING the individual to hire

— involves "hire" or "no hire" decision regarding each applicant for a job

— A form to use when applying for a job

— includes personal information, job experience, and reference

— resume, bioform, curriculum vitae/ CV

[ TYPES OF INTERVIEW ]

— interviewer asks the applicant to answer a set of PREPARED QUESTIONS

• situational • job knowledge • job simulation

[ TYPES OF INTERVIEW ]

— interviewer has no guide and can ask freely

— spontaneous, open-ended, and flexible.

[ TYPES OF INTERVIEW ]

— several interviewers may conduct the interview of the applicants

— 3-5 interviewers

— usually the final interview, with the managers and higher ups

[ TYPES OF INTERVIEW ]

— One interviewer is assigned to interview the applicant

— A written or computer-based test

— administered to 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

— TYPES: • Intelligence Test • Proficiency Test • Personality Test

— a person who can give information about you

— must NOT be a relative

— must be professional/ in a high position

— at least 2-3

— name, position, contact no.

— must be informed that you put them in your resume so they would be prepared

— final step in the Recruitment and Selection Process

— conducted after the final decision has been taken to select an applicant for the job

— the candidate is required to undergo this test to see if they are physically and mentally fit to work

— blood test, drug test, x-ray, etc

— summarizes terms and conditions of candidate's employment with the business

— duration of employment, general job responsibilities, salary, work schedule, benefits, resignation procedure

— the number of days notice requirement for an employee's resignation

— It gives the employer enough time to hire another employee if needed

— aims to introduce the new employee to the job setting

— FIRST PART of the overall training program

— a.k.a. "induction training"

— an organization's planned efforts to help employees acquire job-related knowledge, skills, abilities, and behaviors, with the goal of applying these on the job

— ON-GOING ACTIVITY that is conducted by selected individuals within each department

— PURPOSE: • orient new employees in the workplace • develop the skills • enhance teamwork

— An evaluation that measures employee performance against established standards

— helps to make decisions about promotions, compensation, training or termination

— other terms: • Performance evaluation • Performance management • Performance measurement • Performance feedback

— the one who evaluates an employee's performance

[ PURPOSE OF PERFORMANCE APPRAISAL ]

▪ To facilitate employee development

▪ To enhance employee motivation

[ PURPOSE OF PERFORMANCE APPRAISAL ]

▪ To establish a link between the tasks and activities of an employee to the goals of the organization

▪ To undertake research

[ PURPOSE OF PERFORMANCE APPRAISAL ]

▪ To determine appropriate rewards and compensation

▪ To undertake a decision on employee movement

[ CHARACTERISTICS OF A GOOD PERFORMANCE APPRAISAL ]

— Must be CLEAR WITH ITS OBJECTIVE and should be WELL-COMMUNICATED

[ CHARACTERISTICS OF A GOOD PERFORMANCE APPRAISAL ]

— should have a PRIOR ANALYSIS OF THE JOB, including the duties and responsibilities

[ CHARACTERISTICS OF A GOOD PERFORMANCE APPRAISAL ]

— conducted to help the organization achieve its objectives