2.02 The staffing process

Though each individual business is unique, there are certain staffing tasks that every organization undertakes. It’s important to note here that there are differences between organizing and staffing. These two management functions are closely related, but they are not the same. Remember that, when organizing, managers identify necessary job tasks, group them together (e.g., accounting, shipping, marketing, etc.), and delegate responsibility and authority within the business. Organizing lays the foundation for staffing, but staffing is what gets employees in the door and in the right job positions. Unlike organizing, staffing is a continuous activity—it’s happening all across the business, all the time.

The staffing process involves:

Determining need. While the organizing function identifies what job tasks need to be completed to run the business, the staffing function keeps tabs on what positions need to be filled at any given time. Has an employee recently resigned or been terminated? What about a retirement or transfer/promotion to another position? Perhaps an entirely new position has been created. Managers must also determine if staffing needs are permanent or temporary, full time or part time.

The staffing function also includes the task of analyzing each position in the organization to determine job descriptions and specifications. A job description is an explanation of the responsibilities and tasks associated with a specific job. It describes what an employee in that position does. For example, a job description for a retail sales associate may list responsibilities such as answering customers’ questions and operating the cash register. A job specification, on the other hand, is an explanation of the skills, knowledge, and characteristics required for the job. It describes what an employee in that position should be. The retail sales associate position, then, may specify that the employee have at least a high school diploma and display good interpersonal skills. Job descriptions and specifications are constantly evolving, so managers must double-check them each time the need for a new employee arises.

Recruiting. Recruiting is the part of staffing that involves seeking out and attracting qualified potential employees. There are many different methods for recruitment, and managers will choose the ones that are most appropriate to their industry and the position(s) available. Some examples include participating in job fairs, seeking recommendations from current employees or customers, placing a classified ad in the newspaper or on an Internet job board, and partnering with outside employment agencies. The key to recruiting is finding just the right number of applicants—too few, and it may be difficult to find a qualified, well-suited candidate; too many, and the process becomes lengthy and time-consuming.

Screening. When a pool of potential candidates has been identified, managers begin the process of screening the applicants and selecting which ones to interview. They begin by “weeding out” (usually with the help of applicant-tracking software) those applicants who do not meet the minimum job requirements or have not satisfactorily completed the application process. Then, based on their knowledge of company needs and particular job specifications, they can choose the best-suited candidates to interview.

Interviewing. The interview process varies from business to business. Generally, a manager in human resources conducts the initial interview with a candidate and then either recommends or does not recommend her/him for further interviews with the managers and supervisors in the department with the open position. The interview process may also include administering skill or aptitude tests and conducting background and reference checks. These are all staffing responsibilities.

Selecting. When the final candidate for an open job position has been chosen, managers extend the job offer with its specific terms and conditions. Sometimes, a candidate will try to negotiate part of the offer. When this happens, there may be some negotiation. If the company’s first-choice candidate does not accept the position, managers will choose another candidate or conduct further interviews.

Onboarding. Staffing responsibilities don’t end when candidates are hired. There are still several onboarding activities to complete, such as employee orientation and various types of paperwork (insurance, tax-withholding, direct deposit, citizenship information, etc.). Like the interview process, orientation also varies from business to business. It may involve giving the employee a tour of the facilities and making introductions, giving the employee information about company procedures and policies, and familiarizing the employee with his/her new workspace and equipment. On-the-job training will begin at this time as well, usually overseen by the employee’s new manager in cooperation with the human resources department.

Training and developing. Another main component of the staffing function is ensuring that employees are knowledgeable and productive by overseeing training and professional development programs. Every business has different training needs, and managers must determine what they are by asking questions such as:

• What training is required for new employees?
• How many employees must be trained for the same position at the same time?
• Is training required because of new equipment or work procedures?
• What type of professional development or continuing education do current employees need?
• Where and when is the training best conducted?

Next, managers must determine what resources are available for training and development. Who will conduct the training? In many cases, on-the-job training for new employees is supervised by another employee or “mentor” in the same department. In other circumstances, a trainer from human resources management may take responsibility for this task. Managers must also decide what training materials are needed. In some cases, it may be possible to select and purchase appropriate training materials; in other cases, however, managers must work with others in the company to develop training materials specific to the business.

Developing compensation plans. The staffing function of management also includes overseeing compensation and benefits for all employees. Compensation is pay for work completed. It comes in different forms for different employees. Some make an hourly wage; others, a yearly salary. Compensation may also include certain financial incentives, such as commissions or bonuses. Benefits comprise a significant portion of the total package a company offers its employees. These are the advantages employees receive in addition to their monetary compensation, such as health insurance, retirement accounts, paid vacation and sick time, etc. Certain benefits may be required by law (depending on the size of the company), while others are based on what the company can afford to offer.

Managers (usually ones working in human resources management) help their companies develop benefits plans by analyzing how much each benefit costs and what the company can reasonably afford. For example, not all companies that offer health insurance can include vision and dental coverage in those plans. The availability of benefits may also vary based on an employee’s part-time or full-time status. The staffing function includes determining eligibility and costs for benefits. Managers may spend a great deal of time working with benefits carriers, such as insurance providers, to find the best deal for the company and its employees. They are also in charge of keeping track of what benefits each employee qualifies for or has chosen (if employees are given choices between plans). In larger companies, there may be entire staff teams focused solely on benefits administration.