can you please summarize this text?

Staffing involves attracting people to the organization and placing them in jobs where they will be of benefit to the organization. In large companies, staffing also concerns plans for the future. It is important to have a pool of people that we are developing for jobs that have increasing responsibility. In staffing, the job is considered essentially fixed or given, and people are chosen so as to match the job.

Staffing finding the right people to fill the company is the point of staffing. There are three main staffing functions:1. Recruitment2. Selection3. Placement

Recruitment usually involves getting people from outside the organization to apply for a job inside the organization. However, in large companies there is often a system in which jobs are first advertised inside the company and then advertised outside the company if no suitable internal candidates are found. Thus, recruiting can be both from inside and outside the company. Recruiting is done to attract job applicants. Selection involves choosing people to hire from among the pool of job applicants and choosing the right person for the job. Placement, on the other hand, is about choosing the right job or position for the person, as well as taking the necessary actions to smooth the transition of the hired individual from an outsider to a productive employee.

Staffing is about matching people to jobs. From a staffing standpoint, jobs are typically considered fixed or set. People are to be found that fit the jobs rather than the jobs being tailored to fit people. The trick in staffing is to know what is required by the job in the way of human knowledge, skills, abilities, and other characteristics (KSAOs). Finding people that fit a job is not the only way to enhance performance; training changes people, leaders motivate people, and job redesign alters jobs

Some important human attributes are not well understood or measured. In theory, all jobs can be described in terms of elements that require some human capacity. In practice, jobs are dynamic abstractions. The more abstract the KSAO and the less the KSAO resembles the task itself, the greater the inferential leap and thus the greater the possibility of landing off base. What we need is a classification system that simultaneously treats the essential attributes of both jobs and people. Despite some notable attempts, the required taxonomy is not yet available.

RecruitmentWhen employers have jobs to fill, they encourage people to apply for them that is, they recruit applicants. Recruiting methods are as varied as companies; some rely on word of mouth, and some are required by law to place written advertisements in specific publications. Accepted recruitment methods include classified ads in newspapers or trade journals, walk- ins, job fairs, college campus recruiting events, online job boards, and whatever clever activities recruiters can devise. Nowadays there are many web-based recruiting and job application sites, such as CareerBuilder.com, Google for Jobs, and LinkedIn.com. Recruitment serves at least the following functions:

1. To let people know that there is a job opening.

2. To entice people (especially those suited to the job)

3. To inform potential applicants about the requirements of the job and the nature of the company or agency. The first function is easy to fulfill with most any approach, as long as the message is clear.

Job Specification (Job Spec)

A job specification is a written description of job requirements. Job specifications offer a way of communicating what the organization is looking for. The job specification is typically written from the job description (Wernimont, 1988). It may include exactly the same types of KSAOs that are used for testing, such as verbal ability or resistance to stress. It may also include degrees and work experience required or other essentials.

Statements contained in such job specifications should tell applicants and those hiring about the requirements that the job imposes in terms of KSAOs. Thus, the obvious descriptors include licensing, job context, personal job demands, worker activities, and especially human attribute requirements. However, personnel selection is heavily regulated by law in the United States (and in some other countries as well), and the kind of job analysis required to support personnel requirements is influenced by legal considerations (e.g., Gatewood, Feild, & Barrick, 2016; Gutman, 2000; Thompson & Thompson, 1982).

Key Considerations for Recruitment

Job analysis for recruitment has to communicate the essential nature of the job and the most important job requirements (worker attributes). Both the recruiters and the potential job applicants will want more information to assess the fit between the person and the job.

A decent job description will provide a descriptive job title and a description of the purpose and major duties of the job. However, the job description is not likely to provide a good list of worker requirements unless the job analysis was designed to do so from the start. In practice, job specifications may be written solely by looking at task descriptions without taking a look at the job itself (Wernimont, 1988). Such a practice is risky. Expect trouble if the requirements in the specification cannot be linked directly to the job analysis. The results of a worker-oriented job analysis can be used to create job specifications by summarizing the most important worker requirements. Such a direct estimation method for determining the needed KSAOs has become increasingly popular (Morgeson & Campion, 2000) and is the basis of most of the KSAO measurement in O*NET. In any event, good job specifications allow applicants to self-screen. If the potential applicant sees a match, the applicant will throw his or her hat into the ring. If not, the applicant searches elsewhere.

Selection

Selection is about choosing the best applicants. Stated more formally, selection is the process of choosing from among the applicants those whom the company wishes to hire. The logic of selection is to examine the job to find the tasks and KSAOs, examine the applicants to find their standings on either the tasks or the KSAOs, and then to offer the job to those with the best (or at least some minimally qualified) predicted job performance. Although the process is very simple in theory, it gets rather complicated in practice. Part of the practical difficulty comes from laws about hiring practices, and part comes from what we know about psychological tests and their use.

summarize it with different words