International Academy of Management & Entrepreneurship

Staffing & Controlling

MODULE 6

MODULE 6

• STAFFING – definition – the systems approach to human resources management – overview of staffing function. Concepts of Job Description & Job specification.

• Controlling: Process: Standards and Bench Marking-Core Competence, Introduction to Balanced Score Card, ISO, Malcolm Baldrige and 6 Sigma.

• Competitive Advantage of Industries and Nation, Co-ordination- Principles of Co-ordination-Inter-dependence.

Staffing

• Staffing is defined as filling, and keeping filled, positions in the organization structure.

• Identifying work force requirement• Inventorying the people available• Recruiting, placing, appraising, promoting, career

planning, training and compensating etc.

Systems approach to HRM

• Open systems approach• Internal factors linked to external environment• Personnel policies, organizational climate and reward system.• Enterprise plans• Organization plans• Number and kind of managers required• Manager inventory• Analysis of present and future managers• External Vs Internal sources• Recruitment, selection, placement, promotion, separation• Appraisal career strategy – Training and development• Leading and controlling

Overview of staffing

• Manpower requirement• Job analysis and description.• Job specification• Recruitment• Selection• Placement• Induction and Training• Job or role assignment• Compensation• Performance appraisal• Promotion• Separation

Controlling

• The measurement and correction of performance in order to make sure that enterprise objectives and the plans devised to attain them are being accomplished.

• Planning and controlling – closely related.• Objectives and plans Vs Established criteria.

Basic Control process

• Establishing standards• Measuring performance against these standards.• Correcting variations from standards and plans.

Establishing standards

• Establish plans• Standards are established• Standards – criteria of performance.• Selected points & Signals of performance.• Many kinds of standards• Point out deviations at critical points.

Measurement of performance

• Forward basis approach• Detection in advance to avoid occurrence.• Predict probable departures from standards• Deviations disclosed as early as possible.

Critical control points

• Standards or yardsticks• Critical point not all the time performance.

Types of Critical point standards1. Physical standards

2. Cost standards

3. Capital standards

4. Revenue standards

5. Program standards

6. Intangible standards

7. Goals as standards

8. Strategic plans as control points for strategic control.

Benchmarking

• Approach of setting goals and productivity• Measures based on best industry practices.

Types of Benchmarking1. Strategic benchmarking

2. Operational benchmarking

3. Management benchmarking

• Feedback as control• Real time information and control• Feed forward control

Core Competence

• A core competency is a specific factor that a business sees as being central to the way it, or its employees, works. It fulfils three key criteria:

• It provides consumer benefits• It is not easy for competitors to imitate• It can be leveraged widely to many products and markets.

A core competency can take various forms, including technical/subject matter know-how, a reliable process and/or close relationships with customers and suppliers. It may also include product development or culture, such as employee dedication.

Introduction to Balance score card

• Strategic plans• Execution• Reporting – relatively spent long time• “the strategy focused organisation” – “translating

Vision into reality” • brings together 4 core aspects which are necessary to

deliver & sustain success

Balanced Scorecards ‘manage the tensions’ between different stakeholder groups

Financial “How do we look to our

Shareholders”

Financial “How do we look to our

Shareholders”

Customers“How are we doing with

our customers?”

Customers“How are we doing with

our customers?”

Process Quality“To deliver customer &

shareholder value, what must we excel at?”

Process Quality“To deliver customer &

shareholder value, what must we excel at?”

Organisational “What competencies, culture & style do we need to sustain and

improve performance?”

Organisational “What competencies, culture & style do we need to sustain and

improve performance?”

“Identify, target & measure the correct internal drivers of performance”

“End results reflect the quality of management of the

internal performance drivers”

Financial or ‘End Goals’

Financial or ‘End Goals’

Customer & Market Goals

Customer & Market GoalsExternal

Impacts

ExternalImpacts

Internal Process Quality

Internal Process Quality

Organisational

Effectiveness & Learning

Organisational

Effectiveness & Learning

Internal Management

Internal Management

PerformanceDrivers

PerformanceDrivers

Who/What is Malcolm Baldrige?• Question:

– Is he a person?– Is it a national quality award?– Is it a set of quality criteria?

• Answer:– All of the above !

Malcolm Baldrige:The National Quality Award

• The Malcolm Baldrige National Quality Award (MBNQA) was established by P.L. 100-107 (8/20/87)

• Purpose:

– To help stimulate American organizations to improve quality and productivity;

– To recognize achievements

– To establish guidelines & criteria that can be used by any organization in evaluating their own quality improvement efforts

– To provide specific guidance for other American organizations that wish to learn how to manage for high quality, etc.

Six Sigma is. . .

• A performance goal, representing 3.4 defects for every million opportunities to make one.

• A series of tools and methods used to improve or design products, processes, and/or services.

• A statistical measure indicating the number of standard deviations within customer expectations.

• A disciplined, fact-based approach to managing a business and its processes.

• A means to promote greater awareness of customer needs, performance measurement, and business improvement.

μ

σ

What’s in a name?

• Sigma is the Greek letter representing the standard deviation of a population of data.

• Sigma is a measureof variation

(the data spread)

Inter-dependence

• Interdependence is a dynamic of being mutually and physically responsible to, and sharing a common set of principles with, others.

• This concept differs distinctly from "dependence" in that an interdependent relationship implies that all participants are emotionally, economically, ecologically and or morally "interdependent."

• Some people advocate freedom or independence as a sort of ultimate good; others do the same with devotion to one's family, community, or society

• Interdependence recognizes the truth in each position and weaves them together.

• Two states that cooperate with each other are said to be interdependent.

• It can also be defined as the interconnectedness and the reliance on one another socially, economically, environmentally and politically