1.
STAFFING

2.
staffing
Staffing has been described as the managerial
function of filling and keeping filled the positions
in an organization structure. This is achieved by
identifying requirement of work force, followed
by recruitment, selection, placement,promotion,
appraisal and development of
Managerial functions of attracting,
personnel.
acquiring,
retaining and developing the human resources
required by an organization.

3.
Definitions
 According to McFarland,“ Staffing is
the function by which managers build
an organization through the
recruitment, selection, and
development of individuals as capable
employees.”

4.
 According to Koontz, O’Donnell and
Heinz Weihrich,“ The management
function of staffing is defined as filling
position in the organization structure
through identifying workforce
requirements, inventorying the people
available, recruitment, selection,
placement, promotion, appraisal,
compensation, and training of needed
people

5.
 Staffing pertains to recruitment,
selection, development, compensation
of subordinates
Theo Haimann
 Staffing is the whole personnel
function of bringing in and training the
staff and maintaining favorable
conditions of work
Luther Gullick

6.
 Staffing is the personnel activity that brings
people to an organization to fulfill its mission,
as delineated through strategic and human
resource planning
Schmidt M J et al
 The most important resources of an
organization are its human resources. Thus,
among the most critical tasks of a manager
are the selection, training, and development of
people who will best help the organization
meet its goals.
Stoner and Wankel, 1987

7.
Nature of staffing
 Staffing is staff centered.
 It is universal and applicable in all
organization.
 It is concerned with all categories of personnel
from top to operational level.
 It is a continuous activity as the manager is to
guide and train the subordinates and also
evaluate their performance.
 It helps in placing right men at right job.
 Staffing is concerned with training and
development of human resources.

8.
Need for staffing
 Advancement in knowledge and technology
 Specialization
 Increasing size of health organizations
 Health awareness and awareness of
Consumer’s Rights
 Shortage of staff
 Emphasis on human relation
 Occurrence of major crises

9.
Importance of staffing
 Lower patient mortality and morbidity
 Reduce incidents of adverse events
 Shorten the length of hospital stay
 Increase patient satisfaction
 Increases nurse’s job satisfaction
 Absenteeism and turn over rates are reduced
 It has positive impact on continuity and quality
of care by the nurses
 Ensures the continuous survival and growth of
the enterprise through the succession planning
for managers

10.
 Makes for higher performances, by putting
right person on the right job.
 competent personnel for various jobs.
 Improves job satisfaction and morale of
employees through objective assessment and
fair reward for their contribution.
 Helps to ensure optimum utilization of the
human resources. By avoiding over manning.
It prevents under- utilization of personnel and
high labor costs. At the same time it avoids
interruption of work by indicating in advance,
the shortages of personnel.

11.
Philosophy of staffing
 There are three general philosophies of
personnel management. The first is based on
organizational theory, the second on industrial
engineering, and the third on behavioural
science.
The organizational theorist believes that
 Human needs are either so irrational or so
varied and adjustable to specific situations
that the major function of personnel
management is to be pragmatic as the

12.
 If the jobs are organized in a proper manner,
he reasons, the result will be most efficient job
structure, and the most favourable job
attitudes will follow as a matter of course.
The industrial engineer believes that
 The man is mechanistically oriented and
economically motivated and his needs are
best met by attuning the individual to the most
efficient work process.

13.
 The goal of personnel management therefore
should be to concoct the most appropriate
incentive system and to design the specific
working conditions in a way that facilitates the
most efficient use of the human machine.
 By structuring jobs in a manner that leads to
the most efficient operation, the engineer
believes that he can obtain the optimal
organization of work and the proper work
attitudes.

14.
The behavioural scientist believes that
 The behavioural scientist focuses on group sentiments,
attitudes of individual employees, and the organizations’
social and psychological climate.
 Personnel management generally emphasizes some form
of human relations education, in the hope of instilling
healthy employee attitudes and an organizational
attitudes and an organizational climate which he
considers to be felicitous to human values. He believes
that proper attitudes will lead to efficient job and
organizational structure

15.
Philosophy of staffing in
nursing
 Nurse administrators believe that it is possible to match
employees’ knowledge and skills to patient care needs in
a manner that optimises job satisfaction and care quality.
 Nurse administrators believe that the technical and
humanistic care needs of critically ill patients are so
complex that all aspects of that care should be provided
by professional nurses.
 Nurse administrators believe that the health teaching and
rehabilitation needs of chronically ill patients are so
complex that direct care for chronically ill patients should
be provided by professional and technical nurse.

16.
 Nurse administrators believe that patient assessment,
work quantification and job analysis should be used to
determine the number of personnel in each category to
be assigned to care for patients of each type( such as
coronary care, renal failure, chronic arthritis, paraplegia,
cancer etc)
 Nurse administrators believe that a master staffing plan
and policies to implement the plan in all units should be
developed centrally by the nursing heads and staff of the
hospital.

17.
 Nurse administrators believe the
staffing plan details such as shift- start
time, number of staffs assigned on
holidays, and number of employees
assigned to each shift can be modified
to accommodate the units’ workload
and workflow.

18.
Functions in staffing
 Identifying the type and amount of service needed by
agency client.
 Determining the personnel categories that have the
knowledge and skill to perform needed service measures.
 Predicting the number of personnel in each job category
that will be needed to meet anticipated service demands.
 Obtaining, budgeted positions for the number in each job
category needed to service for the expected types and
number of clients.

19.
 Recruiting personnel to fill available positions.
 Selecting and appointing personnel from
suitable applicants.
 Combining personnel into desired
configurations by unit and shift.
 Orienting personnel to fulfil assigned
responsibilities.
 Assigning responsibilities for client services to
available personnel.

20.
Objectives of staffing in
nursing
 To understand all function of in an organization.
 To understand manpower planning so that people are
available at right time and at right place
 To understand issues related to job analysis and to
overcome the problem.
 Provide professional nurse staff in critical care units,
operating rooms, labour and emergency room
 Provide sufficient staff to permit a 1:1 nurse- patient ratio
for each shift in every critical care unit
 Staff the general medical, surgical, obstetrics and
gynaecology, paediatric and psychiatric units to achieve a
2:1 professional- practical nurse ratio.

21.
 Provide sufficient nursing staff in general,
medical, surgical, obstetrics and gynaecology,
paediatric and psychiatric units to permit a 1:5
nurse patient ratio on a day and afternoon
shifts and 1:10 nurse- patient ratio on night
shift.
 Involve the heads of the nursing staffs and all
nursing personnel in designing the
department’s overall staffing program.

22.
 Design a staffing plan that specifies how
many nursing personnel in each
classification will be assigned to each
nursing unit for each shift and how
vacation and holiday time will be
requested and scheduled.
 Hold each head nurse responsible for
translating the department’s master
staffing plan to sequential eight weeks
time schedules for personnel assigned to
her/ his unit.

23.
 Post time schedules for all personnel at least eight weeks
in advance.
 Empower the head nurse to adjust work schedules for
unit nursing personnel to remedy any staff excess or
deficiency caused by census fluctuation or employee
absence.
 Inform each nursing employee that requests for specific
vacation or holiday time will be honoured within the limits
imposed by patient care and labour contract
requirements.
 Reward employees for long term service by granting
individuals special time requests on the basis of seniority.

24.
ANA Principles of Nursing Staffing
 Patient Care Unit Related
◦ Appropriate staffing levels for a patient care unit
reflect analysis of individual and aggregate patient
needs.
◦ There is a critical need to either retire or seriously
question the usefulness of the concept of nursing
hours per patient day (HPPD).
◦ Unit functions necessary to support delivery of
quality patient care must also be considered in
determining staffing levels.

25.
 Staff Related
◦ The specific needs of various patient populations
should determine the appropriate clinical
competencies required of the nurse practicing in
that area.
◦ Registered nurses must have nursing
management support and representation at both
the operational level and the executive level.
◦ Clinical support from experienced RNs should be
readily available to those RNs with less
proficiency.

26.
Institution/ organization related
- Organizational policy should reflect on organizational
climate that values registered nurses and other
employees as strategic assets and exhibit a true
commitment to filling budgeted positions in a timely
manner.
- All institutions should have documented competencies for
nursing staff, including agency or supplemental and
travelling RNs, for those activities that they have been
authorized to perform.
- Organizational policies should recognize the myriad
needs of both patients and nursing staff

27.
Steps of staffing
 Determine the number and types of personnel
needed to fulfil the philosophy, meet fiscal
planning responsibilities, and carry out the
chosen patient care management
organization
 Recruit, interview, select, and assign
personnel based on established job
description performance standards.
 Use organizational resources for induction
and orientation

28.
 Ascertain that each employee is adequately
socialized to organizational values and unit
norms.
 Use creative and flexible scheduling based on
patient care needs to increase productivity
and retention
 Develop a program of staff education that will
assist employees meeting the goals of the
organization.

29.
Eight elements of staffing
 Human resource planning: Assessing current
employees, forecasting future needs, and
making plans to add or remove workers.
 Recruiting: looking for qualified people inside
or outside the company
 Selection: testing and interviewing candidates
and hiring the best available
 orientation-: new employees learn about their
surroundings

30.
 Training and development
 Performance appraisal: establish the criteria
for evaluating work
 Compensation: establishing pay and, in some
cases, benefits.
 Employment decisions: transfers, promotions,
demotions, lay offs and firings.

31.
Part I: Staffing Model
 Defining “staffing”
◦ “the process of acquiring, deploying,
and retaining, a workforce of sufficient
quantity and quality to create positive
impacts on the organization’s
effectiveness”
 Acquiring: external staffing, new blood
 Deploying: internal staffing (promotion, transfer)
 Retention: turnover, compensation, etc.

32.
Part I: Staffing Model
 Can “good” staffing lead to better
organizational effectiveness?
◦ Yes, strongly supported by research
findings
 Youndt et al., (1996, Academy of Management
Journal)
 Selectivity +ve  organizational performance
 Greer et al. (2001, Journal of Business
Research)
 Countercyclical hiring +ve  organizational
performance 2 years later
 Russell (2001, Journal of Applied Psychology)
 Using the effective selection system used by a Fortune

33.
Part I: Staffing Model
 The Basic Model
◦ Staffing = counting
 Considering quantity but not quality
 The simplest model
 Exhibit 1.1

34.
Exhibit 1.1 Staffing Quantity
Projected Staffing Requirements
Projected Staffing Availabilities
Compare
Overstaffed
Fully Staffed
Understaffed

35.
Part I: Staffing Model
 The person/job match model
◦ Staffing = counting + the person-job
match
 Job characteristics x individual characteristics
 Designers: create new items
 Creative, imaginative
 Social workers: help people with problems
 Empathetic, not selfish
 Researchers: discover new knowledge
 Hardworking, curious to knowledge

36.
Exhibit 1.2 Person/Job Match
Job
Requirements
Rewards
Person
KSAOs
Motivation
Match
HR Outcomes
Attraction
Performance
Retention
Attendance
Satisfaction
Other
Impact

37.
Part I: Staffing Model
 The person/organization match model
◦ Staffing = counting + the person-job
match
 Job characteristics x individual characteristics
x organizational contexts
 Organization values, culture, career development
 East Han Dynasty

38.
Exhibit 1.3 Person/Organization Match
Job
Requirements
Rewards
Person
KSAOs
Motivation
Match
HR Outcomes
Attraction
Performance
Retention
Attendance
Satisfaction
Other
Impact
Organization
Values
New Job
Duties
Multiple
Jobs
Future
Jobs

39.
Part I: Staffing Model
 Relationship between applicants and
job
◦ Depending on the economy
 At times, organization may be the dominant
player
 At other times, the applicant may be the
aggressor
◦ Depending on demand / supply
 For jobs that the supply is more than the
demand
 Organization becomes dominant
 E.g., The demand of IT jobs dropped significantly in
and after 2001
 For jobs that the demand is less than the

40.
Part I: Staffing Model
 Staffing Organizations Model
◦ Strategic Human Resource Management
 Organizational Strategy  HR (Staffing)
strategy
 Staffing becomes part of the overall
organization strategy
 Core staffing activities are carefully “calibrated”
to match the organization strategy

41.
Exhibit 1.5 Staffing Organizations Model
Organization
Missions
Goals and Objectives
Organization Strategy HR and Staffing Strategy
Staffing Policies and Programs
Support Activities Core Staffing Activities
Legal compliance
Planning
Job analysis
Recruitment: external, internal
Selection: measurement, external, internal
Employment: decision making, final match
Staffing System and Retention Management

42.
Components of Staffing
1 Staffing pattern:
it is the number and mix of personnel that
should be on duty per each unit per shift, per
day.
2 Staffing plan:
It determines the number of nursing personnel
that must be hired to deliver nursing care on
the nursing units.

43.
scheduling
 Cyclic scheduling: it is the best ways to
meet the requirements of equitable
distribution of hours of work and time.
 Advantages:
 Once developed, it is relatively permanent
schedule requiring only temporary
adjustments
 Nurses no longer have to leave in
anticipation of their time off duty, because
it may be scheduled for as longer as 6
months in advance.

44.
 Personal plans may be made in with a
reasonable degree of reliability
 Request plans may be made in
advance
 It can be used with rotating, permanent
or mixed shifts and can be modified to
allow fixed days off and uneven work
periods, based on personal needs and
work period references

45.
 Self scheduling: it is a process in
which staff on a unit collectively decide
and implement the monthly work
schedule. It provides opportunities for
staff to increase communication
among themselves and promotes
empowerment and professional
growth.

46.
Patient classification system
 Patient classification system(PCS),
which quantifies the quality of the
nursing care, is essential to staffing
nursing units of hospitals and nursing
homes. In selecting or implementing a
PCS, a representative committee of
nurse manager can include a
representative of hospital
administration, which would decrease
skepticism about the PCS

47.
 The primary aim of PCS is to be able
to respond to constant variation in the
care needs of the patient
 Characteristics
 Differentiate intensity of care among
definite classes
 Measure and quantify care to develop
a management engineering standard
 Match nursing resources to patient
care requirement

48.
 Relate to time and effort spent on the
associated activity
 Be economical and convenient to
report and use
 Be mutually exclusive, continuing new
item under more than one unit
 Be open to audit
 Be understood by those who plan,
schedule and control thre work

49.
 Be individually standardized as to the
procedure needed for accomplishment
 Separate requirement for registered
nurse from those of other staff
 Purposes
 The system will establish a unit of
measure for nursing, ie. Time, which
will be used to determine numbers and
kinds of staff needed

50.
 Programme costing and formulation of
the nursing budget
 Tracking changes in patients care
needs. It helps the nurse managers
the ability to moderate and control
delivery of nursing service
 Determine the values of the
productivity issues

51.
 Determine the quality: once a standard
time element has been established,
staffing is adjusted to meet the
aggregate times. A nurse manager can
elect to staff below the standard timet
o reduce costs

52.
Components
 The first component of a PCS is a
method for grouping patient
categories. Johnson indicates 2
methods of categorizing patients.
Using categorizing method each
patient is rated on independent
elements of care, each element is
scored, scores are summarized and
the patient is placed in a category
based on the total numerical value
obtained.

53.
 Johnson describe prototype evaluation
with 4 basic category for a typical
patient requiring one-on- one care.
Each category addresses activities of
daily living, general health, teaching
and emotional support, treatment and
medications. Data are collected on
average time spent on direct and
indirect care

54.
 The second component of a PCS is a set
of guidelines describing the way in which
patients will be classified, the frequency of
the classification and the method of
reporting data
 The third component of a PCS is the
average amount of the time required for
the care of a patient in each category.A
method for calculating required nursing
care hours is the fourth and final
component of a PCS

55.
Area of care Category I Category II Category III Category IV
Eating Feeds self Needs some Cannot feeds Cannot feed self
help in self but is able any may have
preparing to chew and difficulty in
swallowing swallowing
Grooming Almost entirely Needs some Unable to do Completely
self sufficient help in bathing, much for self dependent
oral hygiene
Excretion Up and to Needs some In bed, needs Completely
bathroom alone help in getting bed pan/ urinal dependent
up to placed
bathroom/urinal
Comfort Self sufficient Needs some Cannot turn Completely
help with without help, get dependent
adjusting drink, adjust
position/ bed position of
extremities

56.
Treatment Simple-
supervised,
simple-
dressing
any treatment
more than
once per shift,
foleys
catheter care,
I&O
Any treatment
more than
twice/ shift
Any elaborate
/ delicate
procedure
requiring 2
nurses, vital
signs more
often than
every 2 hours
Health Routine follow Initial teaching More intensive Teaching of
education and
teaching
up teaching of care of
ostomies, new
diabetic
patients with
mild adverse
reactions to
their illness
items, teaching
of
apprehensive/
mildly resistive
patients
resistive
patients

57.
Methods of determining the staffing pattern
1- The traditional system
1 - The number of beds per unit ( one
nurse per 4-6 beds), or
2 - The average census of patients per
unit ( one nurse per 4 patients).

58.
 The distribution of nurses is based on the
nurse manager' opinion of the proportion of
care that is needed on each shift and the
adequate staff number to provide that care.
 Example: Days:
Evenings
Nights
45% of the staff
35% of the staff
20% of the staff
The traditional system ignored that the group of
patients might need more care than another
group of the same number

59.
 2- The advanced system
A- PATIENT CLASSIFICATION.
B- TASK QUANTIFICATION.

60.
Factors affecting staffing pattern
determination
* Nursing organization factors:
1 Patient care objectives.
2Determined level of patient care.
3-Assignment system.
* Patient factors
1- Acuity and general health status
2-Length of stay
3 Patient number.
4Age group (pediatrics or adult)
5-Care expectations of patients

61.
The staffing plan
 Methods of determining the staffing plan
Using calendar days
Divide the number of days in a year by the number of days actually
worker per nurse per year. Nurses are not working the 364 days of
the year , but actually working 272 days only in a year, because the
rest 92 days are considered as follows:
- Number of days off (1 day off per week)
- Number of vacation days
- Number of ill days ( hosp.policy)
- Number of holidays
52 days.
20 days.
10 days.
10 days.
92 days

62.
Total actual work days = 364-92=272 days
Number of nurses needed to fill one position of staff
nurse=
Number of days in year
Number of actually worked days
364/ 272= 1.33 nurses that means you will need 1.33
nurse to fill one position. Then calculate the total
number needed for staffing pattern for all units.

63.
 A system of shift differential is
established to compensate for hours
worked in evening and night (30%
more salary). The same compensation
applies to work during holidays

64.
Using the care hours for developing staffing
pattern
Hospitals used the patient care hours for developing staffing pattern,
can calculate the staffing plan using the care hours methods.
For example: X
Estimating a core staff per shift
Bed number in surgical unit= 25 bed
The average daily census for 6 month = 19 patients
The average daily care hour to be provided= 5 hour per pt/24 hour.
Total hours of care will be needed= 19x5= 95 hours.
If the work day is 8 hours , then 95 divided on 8
= 11.9 or 12 FTE staff needed to unit for 24 hour.

65.
Total of 12 EFT x 7 days / week = 84 shift / work-------------
x
If the employee work 5 hours shift / week, then 84
5 = 16.8 the number of EFT needed.
The needed on each shift and the adequate staff number to
provide that care.
Example: days: 45% of staff
45x16.8/100=7.56=8
Evenings 35% of the staff
35x16.8/100=5.88=6
Nights 20% of the staff
20x16.8/100=3.34=3

66.
Category Day Evening Night Total
RNs 4 3 1 8
LPNs 2 2 1 5
Other 2 1 - 3
Total 8 6 2 16

67.
Various Research Studies

68.
 Staffing Studies can be used to identify:
 How to work more efficiently without adding
staff
 Technology that can be used to improve
processes and ultimately service to the firm
 Gaps in knowledge that need to be filled for
the firm to get the services it expects.
 Training needed to move support staff from
responsibilities that are going away to those
being added as the needs of the firm change
 Where new staff is needed to better support

69.
The Challenge
 To demonstrate, let’s walk through the
results of a staffing study we did for a
large AmLaw 200 firm. That firm had
seen rapid growth of attorneys with the
library staff taking on new roles while
maintaining those they already had.
After defining the study with the library
director, going through background
information, and interviewing staff and
key stakeholders, our findings
included:

70.
 The department was well thought of by firm
members
 The workload was unbalanced with some
teams having workloads (knowledge
management (KM)) that they could not keep
up with and other teams (competitive
intelligence) feeling comfortable with their
workload
 Some responsibilities were holdovers from
the past
 Some of the entry-level research projects
could be handled by others in the firm with
training

71.
 Some research conducted was at an
associate level
 The research staff also did court
documents retrieval
 The library system had never been
fully installed and was problematic
 There were too many cross functional
assignments
 The knowledge management team
was supporting all library software

72.
 The lawyers and staff in the branch
offices did not get the same support as
those in headquarters
 The director had too many direct
reports keeping her from
accomplishing more strategic goals
and more…

73.
The Solution
 From these findings we created a
three-year plan for library staff growth
based on the services expected by the
department and the firm’s goals for
attorney growth. That plan for Year
One included:
 Hire a regional librarian to support the
branch offices with that position
located in one of the larger branch
offices
 Move the research manager and KM

74.
 Add the CI librarians to the research team
(they were direct reports to the director)
 Move responsibility for cataloging and
collection development out of a research
librarian position that did those tasks half time
and research the other half, making her a full-
time researcher
 Move responsiblity of collection development
to the research manager
 Train legal administrative assistants to do the

75.
 Hire a technical services assistant to
support the work that was not being
done because of workload
 Outsource cataloging and serials
management to outsource with the
Technical Services manager handling
the relationship and results
 Replace the library system and move
the management of that system to
Technical Services

76.
 Years two and three included adding
additional specialized staff to support
the increased workflow while
maintaining the attorney/staff ratio.

77.
The Result
 The library director made several of
the Year One changes right away and
reported back that they were
successful in balancing workload while
providing more focused support. Year’s
two and three have been placed on
hold because of the change in firm
growth because of the economic
issues the entire legal industry faces.
Still, the library director reports that
she is more confident in making

78.
Research Studies
 A study to calculate the nursing staff requirement for the
Maternity Ward of Medical College Hospital, Kolkata
Applying WISN method.
 Objectives:
 • To calculate the number of nursing staffs in the Maternity
Ward of Medical College Hospital, Kolkata, required to
serve the present workload, applying WISN method.
 • To measure the difference between this ideal number
and current staffing levels.

79.
Methodology
 It was an observational, cross-sectional study conducted
in the Maternity ward of Medical College & Hospital,
Kolkata (except O.T.). The duration of the study was from
January to March 2013. The study population was the
staff nurses (total 34) working in six maternity wards of
Medical College
 Results It was observed that in the maternity ward of
Medical College Kolkata, total working days available in a
year were 234. Total 131 days were unavailable for work
due various reasons; weekly days off per year was 72,
annual leave was 30, public holidays were 16, official
leave per year (out of station on official duty) was 4, sick
leave per year was 3 and maternity leave was 6. Total
1872 hours were available for work in a year..

80.
 Maximum time was needed for assisting delivery of primigravidas
(60 minutes per delivery) and assisting delivery of multiparas (50
minutes per delivery). Regarding category allowance standard it
was observed that per week 180 minutes was spent for general
cleaning and for supervising students 100 minutes per year was
needed. About individual allowance standards for staff nurse,
medicine distribution rounds were the most time consuming
process. Total basic staff requirement for the maternity ward was
13.76. Intermediate staff requirement for the maternity ward was
22.15. Total staff required for all activities in the maternity ward was
24.03(table 5). When night duty is considered the total requirement
for nursing officers, GNMs in the maternity ward became 24.68.
Actual number of staffs posted was 34 with a difference of 9.32. So
the WISN ratio became 1.38.