What Is Personnel Staffing?

Staffing generally refers to the deployment of all personnel in the organization, including the deployment of both supervisors and non-supervisors. The concept of management is a very important link in the organization and management of enterprises, and it is also the basic link for the modern enterprise to carry out the construction of corporate talent gradient. Staffing in management refers to the proper and effective selection, training and evaluation of supervisory personnel. The purpose is to equip appropriate personnel to enrich various positions stipulated in the organization and ensure the normal conduct of organizational activities To achieve the organization's stated goals.

Staffing

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Staffing generally refers to the deployment of all personnel in the organization, including the deployment of both supervisors and non-supervisors. Management concepts in

Staffing must be carried out in a systematic way, ie: organizational goals and plans are

The organization has the following five types of staffing:

Person-post

This type of equipment is mainly to ensure the quality of personnel in various departments and positions in the organization through various links in the personnel management process. It is a form of allocation based on the correspondence between employees and positions. As far as the organization is concerned, the current staffing methods in this type are generally as follows: recruitment, rotation, trial, competitive position, elimination of the last position, two-way selection.

Mobile equipment type

This is a type of provisioning from employee relative position movement. It guarantees the quality of personnel in each position in the organization through the movement of personnel relative to up, down, left and right positions. There are roughly three specific forms of this equipment: promotion, demotion, and transfer.

Mobile equipment

This is a type of provisioning from the movement of employees relative to organizational positions. It ensures the quality of personnel in each department and position in the organization through the internal and external movement of personnel relative to the organization. There are three specific forms of such equipment: placement, adjustment, and dismissal.

Individual-to-post dynamic matching

Combining the above three forms of staffing to rationalize staffing within the organization, based on the individual-post relationship, the organizational staff should be dynamically optimized and configured to form a "person-post dynamic matching type":

The main steps are:

(1) Staff planning. Organizational goals need to be equipped with qualified personnel to achieve, and the deployment of personnel requires scientific human resource planning. Personnel planning is a macro-guided work of organizational staffing. It is a process of dynamically predicting the movement of organizational personnel and selecting a response strategy. The personnel planning will predict the organization's personnel needs and possible supply, ensure that the organization obtains the required personnel at the required time and position, and ensure the personal interests of employees while implementing the organization's development strategy.

(2) Work analysis. It is not enough for an organization to have only personnel planning. It is also necessary to analyze the positions set up by the organization to form a standardized job description. Job descriptions usually consist of job tasks, responsibilities and qualifications.

(3) Personnel evaluation. After the job analysis, the basic requirements for personnel in terms of knowledge, skills, and personality can be determined. In the selection of personnel, in conjunction with appropriate personnel evaluation indicators and the use of corresponding measurement tools, scientific personnel evaluation of the job applicant can easily understand whether he (she) is qualified for the position, thereby rationally staffing Provide the most direct basis. Because a large number of organizational staffing is done within the organization, conducting a general survey of the organization's personnel through personnel evaluation and performance evaluation, and building an organization's personnel base on this basis, will be very beneficial to the organization's staffing.

(4) Reasonable equipment. After performing job analysis and personnel evaluation, it is necessary to rationally allocate personnel recruited from inside or outside the organization, and place the appropriate personnel in the appropriate positions to achieve individual-to-position matching. In fact, matching individuals to positions has two meanings. One is to match job requirements with personal qualities; the other is to match work compensation with personal motivation.

(5) Dynamic optimization and configuration. At the same time that internal and external recruitment methods are used to introduce personnel for reasonable and effective deployment, it is also necessary to dynamically optimize and allocate personnel through deployment, promotion, demotion, rotation, and dismissal, because with changes in the internal and external environment of the organization, There are bound to be new requirements for qualifications, and over time, people working in this position may become unsuitable for this position or their capabilities far exceed the requirements of that position. Therefore, it is necessary to re-do the job analysis and personnel evaluation, and reposition the job responsibilities, job requirements, and the knowledge, skills, and abilities of existing staff. Therefore, the organization should track the changes of the internal and external environment of the enterprise and update the work analysis documents in a timely manner. Managers at all levels should have a comprehensive and correct understanding of positions and subordinates, so that it is possible to optimize the overall staffing of the enterprise.

Personal and organizational development

Personal and organizational development match, there are two meanings, one is that the values of the individual are consistent with the values pursued by the organization, not too large or even contradictory; the second is that individuals and colleagues should be easy to form a strong work team, and It's not a group of individuals who match their positions simply to work together. According to some surveys conducted by Bert Consulting in 2001, people with different personalities or people with the same personalities work together with different results, so reasonable staffing needs to be performed. ^[1]

1 ) Economic Benefit Principle

The organization staffing plan should be based on the needs of the organization and the premise of ensuring the improvement of economic benefits; it is not a blind expansion of the workforce, nor is it simply to solve the employment of employees, but to ensure the improvement of organizational efficiency.

2 ) The principle of meritocracy

In terms of personnel selection, the Duke is selfless, seeks truth from facts, loves talents, and values and uses those who have real talents in the spirit of seeking ethics. This is the key to an organization's continuous growth and success.

3 ) The principle of selecting people based on the matter

Choosing people according to the situation is the selection of employees. It should be based on the vacancies of the position and the actual needs of the job, and based on the actual requirements of the position on the personnel, select and recruit various types of personnel.

4 ) The principle of use of quantity

The use of quantity is to arrange the appropriate position according to the size of each person's ability. Human differences exist objectively. A person can only do his best if he is in a position where he can best display his talents.

5 ) Procedural and standardized principles

Selection of employees must follow certain standards and procedures. Scientifically and reasonably determining the selection criteria and hiring procedures of organizational employees is an important guarantee for the organization to recruit outstanding talents. Only by strictly following the prescribed procedures and standards can we select and recruit talents who are truly willing to contribute to the development of the organization.

6) The principle of using according to aptitude

The so-called aptitude means to arrange different tasks according to different abilities and qualities of people. From the perspective of the people in the organization, only by arranging work according to the characteristics of people, can people's potential be fully exerted and their enthusiasm for work can be maximally stimulated. If you do nt use it, use small materials or large materials, it will not only seriously affect

1) Establish an employment plan. The number, level, and structure of the employment plan meets the organization's goals, tasks, and organizational requirements.

2) Determine the source of personnel, that is, whether to recruit from the outside or redeploy personnel from the inside.

3) The corresponding hires shall be examined in accordance with the requirements of the post standards to determine candidate candidates.

4) Identify candidates and, if necessary, conduct pre-job training to ensure that they are suitable for the needs of the organization.

5) Assign the selected candidates to the appropriate positions.

6) Evaluate the performance of employees and decide on the renewal, transfer, promotion, demotion or dismissal of employees based on this.

1 ) Find the right candidate. Each department of the organization is set up on the basis of division of tasks. Therefore, different departments have different tasks and different natures of work. They must require people with different knowledge structures and levels, and different ability structures and levels to match them. The first task of staffing is to find or train the various types of personnel required for them according to the requirements of the job, through rigorous examination and scientific demonstration.

2 ) Promote the effective functioning of organizational structure. In order to achieve the goal of job arrangement and design, and make the organizational structure truly a powerful means of consolidating forces from all aspects and ensuring the normal operation of the organization's management system, personnel with different qualities, abilities and specialties must be arranged in appropriate positions. Only by making staffing as appropriate as possible to the requirements of the nature of various positions, so that the duties assumed by each position can be fully performed,

Why evaluate executives?

The assessment and evaluation of supervisors is an important part of staffing work. Only through the assessment can we understand how a supervisor is doing in planning, organization, staffing, guidance and leadership, and control. Know if it is effectively carrying out management work; only through evaluation can it provide a basis for selecting, training, rewarding and punishing supervisors; only through evaluation can it improve the organization and effectively coordinate supervisors.

What methods and methods are used to evaluate executives?

1. Evaluation methods: First, self-evaluation, that is, the supervisors regularly evaluate all aspects of their work according to the requirements of the organization; second, higher-level evaluation, which is the most common way of evaluating supervisors; third, colleagues Assessment, that is, colleagues who work with the assessees to evaluate them; the fourth is the lower-level assessment, which is commonly referred to as the "public opinion test." 2. Evaluation methods: one is the examination method, which is divided into a written test and an oral test, which is a widely used evaluation method at various levels and various organizations; the second is the performance record method, which is based on the work performance records of supervisors. The third is the two-by-two comparison method, which is generally not commonly used; the fourth is the self-evaluation method, which is to quantify the content of the evaluation, and the supervisors will score the evaluation themselves

The selection and appointment of supervisors is the most critical step in the staffing function. It not only directly affects other aspects, but also has an extremely important and far-reaching impact on the entire management process and even the activities of the entire organization.

Staffing principles

1. The principle of open competition: The more an organization wants to obtain high-quality executives and improve its management level, the more it should encourage open competition in the process of selecting and recruiting future executives.

2. Principle of Employing Directors: In the process of selecting and appointing supervisors, according to the requirements of the job, they must know others well, promote their strengths and avoid weaknesses, and select the most suitable personnel for the organization.

3. The principle of appropriate conditions: that is, the basis and conditions for determining the selection must be based on the objectives of the organization and the requirements for staffing functions, the nature of the position to be staffed, and the requirements of the candidate for the position. Come to design objectively.

4. Pay attention to the principle of potential: not only to examine the candidate s ability to perform in existing positions, but also more importantly to examine his or her potential for higher-level work, so as to avoid the danger of overtaking. Not to waste talent.

5. Bold use of the principle of young people: This is of great significance for maintaining the vitality and long-term development of the organization.

Staffing selection criteria

1. Requirements of the position itself: In order to effectively select supervisors, we must first have a clear understanding of the nature and purpose of the position to be assigned to the supervisor position, that is, it must be clear: what is the position (purpose and task) ? What should I do? What knowledge and skills do I need to be competent? Is there any other way to achieve the goal? If so, what are the new requirements?

2. The qualities and abilities that supervisors should possess: First, personal qualities, including physical (health, energy, agility), intelligence (understanding and learning ability, judgment, memory, agile thinking, flexible focus), moral ( Perseverance, tenacity, courage to be responsible, initiative, loyalty, self-knowledge, self-esteem, cultural knowledge (not limited to all aspects of knowledge within the functional scope, professional knowledge), experience and desire to engage in management work; It mainly includes 10 aspects, such as the spirit of cooperation, decision-making ability, organizational ability, capable empowerment, good adaptability, courage to be responsible, dare to innovate, dare to take risks, respect others, and be superhuman.