The Staffing Function

Although recruiting is frequently perceived as the initial step in the staffing function, there are a number or prerequisites. Specifically, before the first job candidate is sought, the HR specialist must embark on strategic human resource planning (SHRP). This area alone has probably fostered the most change in human resources development during the past fifteen years.

One can no longer hire individuals haphazardly. One must have a well - defined reason for needing individuals who possess specific skills, knowledge and abilities that are directly likened to specific jobs required in the organization. The critical question then becomes, how does one know what jobs are critical? The answer to that question lies in the SHRP process. No longer does the HR Manager exist in total darkness, or for that matter, in a reactive mode. Not until the mission and the strategy of the organization have been fully developed can human resource managers begin to determine the human resource needs.

Specifically, when a company plans strategically, it determines its goals and objectives for a specific period of time. These goals and objectives often result in structural changes being made in the organizations; that is, these changes foster changes in job requirements, reporting relationships, how individuals are grouped, and the like. As such, these new or revised structures bring with them a host of pivotal job. It is these jobs that HRM must be prepared to fill.

As these jobs are analyzed, specific skills, knowledge, and abilities are identified that the job applicant must possess to be successful on the job. This aspect cannot be understated, for herein lies much of the responsibility and success of HRM. Through the job analysis process HRM identifies the essential qualifications for a particular job. Not only is this sound business acumen, for these jobs are critically linked to the strategic direction of the company, but it is also well within the stated guidelines of the major employment legislation. Additionally, almost all activities involved in HRM revolve around an accurate description of the job. One cannot recruit without the knowledge of the critical skills required, nor can one appropriately set performance standards, pay rates, or invoke disciplinary procedures fairly without this understanding.

Once these critical competencies have been identified, the recruiting process begins. Armed with information from SHRP, we can begin to focus on our prospective candidates. When involved in recruiting, HR specialists should be attempting to achieve two goals. These goals are to obtain a large number of applicants, thereby giving human resources and line managers more choices, while simultaneously providing enough information about the job such that those who are unqualified will not apply. Recruiting, then, becomes an activity designed to locate potentially good applicants, conditioned by the recruiting effort's constraints, the job market and the need to reach members of under - represented groups like minorities and women.

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