Staffing, recruitment and selection

1. Staffing

Staffing is the managerial function of filling and keeping filled the positions in the organisation structure. Koontz and O’Donnell: staffing involves “manning the organisational structure through proper and effective selection, appraisal and development of personnel to fill the roles designed into the structure”.

The staffing process

1. Manpower (human resource) planning — estimating the number and kind of people needed, through job analysis (job description and job specification).
2. Recruitment — attracting candidates.
3. Selection — choosing the best of them.
4. Placement and orientation (induction) — putting the person in the right job and introducing him to the organisation.
5. Training and development.
6. Performance appraisal.
7. Promotion, transfer and separation.
8. Compensation.

Factors affecting staffing

Internal: the organisation’s objectives and growth plans, its size and structure, its policies (promotion from within, reservation, contract staff), its image as an employer, and its budget. External: supply and demand in the labour market, education levels, technology, competition for talent, trade unions, and law. On law: section 3 of the Code on Wages, 2019 forbids discrimination on the ground of sex in recruitment for the same work or work of a similar nature; the duty to notify vacancies to employment exchanges, formerly under the Employment Exchanges (Compulsory Notification of Vacancies) Act, 1959, is now part of the Code on Social Security, 2020, which repealed that Act; and in public employment Article 16 of the Constitution requires equality of opportunity.

2. Recruitment

Recruitment is the process of searching for prospective employees and stimulating them to apply for jobs in the organisation (Edwin Flippo). It is a positive process: the aim is to build a large pool of suitable applicants.

Sources of recruitment

Merits of internal sources: motivate existing staff by opening promotion; candidates are known, so the risk of a wrong choice is lower; cheaper and quicker; less training needed. Demerits: limited choice; no new ideas (“inbreeding”); those passed over may resent the promoted colleague; a transfer only moves the vacancy elsewhere.

Merits of external sources: wide choice; fresh talent and new ideas; meets requirements that existing staff cannot. Demerits: costly and slow; existing staff may be demotivated; the newcomer needs longer to settle; higher risk because the candidate is unknown.

3. Selection

Selection is the process of choosing from among the applicants those best suited to the job. It is a negative process, because it rejects most of the applicants (Dale Yoder).

Steps in selection

1. Preliminary screening of applications, rejecting those who do not meet the minimum requirements.
2. Application blank — a standard form recording education, experience and other details.
3. Selection tests (below).
4. Interview — the most widely used step.
5. Reference and background checks — previous employers, verification of certificates.
6. Selection decision by the line manager concerned.
7. Medical examination.
8. Job offer and appointment letter.
9. Placement and induction.

Types of selection tests

• Intelligence tests — mental ability, reasoning, memory.
• Aptitude tests — the potential to learn a skill.
• Achievement (proficiency or trade) tests — skill already acquired, such as a typing or drafting test.
• Personality tests — temperament, emotional balance, values.
• Interest tests — the kind of work the candidate likes.
• Situational tests — group discussion, in-basket exercise, role play.
• Medical and physical tests, and in some industries drug tests.

Types of interviews

• Preliminary — short screening interview.
• Structured (patterned) — fixed questions asked of every candidate.
• Unstructured (non-directive) — free conversation led by the candidate’s answers.
• Stress — deliberately creates pressure to see how the candidate copes.
• Panel (board) — several interviewers together.
• Group — several candidates together, often as a discussion.
• Depth — detailed exploration of background and motivation.
• Behavioural — how the candidate handled real situations in the past.
• Exit — held when an employee leaves, to learn the reasons (relevant to attrition, next note).

4. Recruitment and selection distinguished

How this is examined

Recruitment and sources: “Define recruitment. Explain the various sources of recruitment” (June 2025; August 2024) and “various sources of recruitment” (January 2026, Q.9). The difference: “What is recruitment? Explain the difference between recruitment and selection” (January 2025) and January 2026 Q.9(b). Selection: “What is selection? Explain the various steps in selection” (June 2025; April 2023), and “various tests used in a selection process” (January 2026, 16 marks). Staffing: “Define staffing. Explain the factors affecting staffing” (January 2025) and “the process of staffing” (August 2024). Short notes: types of interviews (June 2025), types of tests (April 2023).