Staffing

ES 311
S 10:00-1:00; 3:00-6:00

Staffing the Engineering

Organization
After setting up the organizational
structure that has been decided to best
serve the interest of a certain firm, the
next move that has to be made is to fill
up the identified positions with the most
qualified persons available.
Placing the wrong person in a highly
specialized position may bring untold
damages to the firm.

What is Staffing?
Staffing may be defined as the
management function that determines
human resource needs, recruits, selects,
trains, and develops human resources for
jobs created by an organization.
Staffing is undertaken to match people
with jobs so that the realization of the
organizations
objectives
will
be
facilitated.

The Staffing Procedure

1.
2.
3.
4.
5.
6.
7.
8.

Human Resource Planning

Recruitment
Selection
Induction and Orientation
Training and Development
Performance Appraisal
Employment Decision (monetary
awards, transfers, promotion, demotion)
Separations

HUMAN RESOURCE
PLANNING
Human Resource Planning may involve three
activities:
1. Forecasting which is an assessment of future
human resource needs in relation to the
current capabilities of the organization.
2. Programming the translation of forecasted
human resource needs to personnel objectives
and goals.
3. Evaluation and Control which refers to
monitoring human resource action plans and
evaluating their success.

Methods of Forecasting
1.
2.

3.

Time Series methods which use historical

data to develop forecasts of the future.
Explanatory or causal models which
attempts to identify the major variables that
are related to or have caused particular past
conditions and then use current measures of
these variables to predict future conditions.
Monitoring methods are those that provide
early warning signals of significant changes
in established patterns and relationships so
that the engineer manager can assess the
likely impact and plan responses if required.

RECRUITMENT
Recruitment refers to attracting qualified
persons to apply for vacant positions in
the company so that those who are best
suited to serve the company may be
selected.

Sources of Applicants

The organizations current employees.

Newspaper advertising
Schools
Referrals from employees
Recruitment firms
Competitors

SELECTION
This refers to the act of choosing from
the individuals that are available and are
most likely to succeed on the job.
A requisite for effective selection is the
preparation of a list indicating that an
adequate pool of candidates is available.
The purpose of selection is to evaluate
each candidate and to pick the most
suited for the position available.

Ways of determining the

qualifications of a job candidate
1.

2.

3.

4.

Application Blanks this provides information

about a persons characteristics such as age,
marital status, address, educational bg,
experience, and special interests.
References these are written by previous
employers, co-workers, teachers, club officers,
etc. Their statements may provide some vital
information on the character of the applicant.
Interviews Information may be gathered in
an interview by asking a series of relevant
questions to the candidate
Testing involves an evaluation of the future
behavior or performance of an individual.

Types of Tests
Psychological tests which is an objective
standard measure of a sample behavior.
Classifications
a. Aptitude tests one used to measure a persons
capacity or potential ability to learn.
b. Performance test one used to measure a persons
current knowledge of a subject.
c. Personality Test one used to measure personality
traits as dominance, sociability, and conformity
d. Interest test one used to measure a persons
interest in various fields of work
1.

Types of Tests
2. Physical Examination a type of test
given to assess the physical health of an
applicant. It is given to assure that the
health of the applicant is adequate to
meet the job requirements.

INDUCTION and
ORIENTATION
Induction with this step, the new
employee is provided with the necessary
information about the company. His
duties, responsibilities, and benefits are
relayed to him. Personnel and health
forms are filled out and passes are
issued. The company history, its products
and services, and the organization
structure are explained to the new
employee.

INDUCTION and
ORIENTATION
Orientation The new employee is
introduced to the immediate working
environment and co workers. The following
are discussed: location, rules, equipment,
procedures, and training plans. Performance
expectations are also discussed. The new
employee also undergoes the socialization
process by pairing him with an experienced
employee
and
having
a
one-on-one
discussion with the manager.

TRAINING and
DEVELOPMENT
Training refers to the learning that is
provided
in
order
to
improve
performance on the present job. Training
programs consist of two general types:
1. Training programs for non managers
2. Training and educational programs for
executives.

Training Programs for Non

Managers
This type of training is directed to non
managers for specific increases in skill
and knowledge to perform a particular
job.
1. OJT where the trainer is placed in an
actual work situation under the direction
of his immediate supervisor, who acts as
trainer. This situation motivates strongly
the trainee to learn

Training Programs for Non

Managers
2. Vestibule school where the trainee is
placed in a situation almost exactly the
same as the workplace where machines,
materials, and time constraints are present.
As the trainer, works full time, the trainee is
assured of sufficient attention from him.
3. Apprenticeship program where a
combination of the OJT and experiences
with the classroom instruction in particular
subjects are provided to trainees.

Training Programs for Non

Managers
4. Special Courses are those taken
which provide more emphasis on
education rather than training. Example
are those which concern specific uses of
computer like computer-aided design,
and building procedures.

Training Programs for

Managers
Training needs of managers may be
classified into four areas:
1. Decision Making Skills
2. Interpersonal Skills
3. Job Knowledge
4. Organizational Knowledge

A. Training (Enhancement of
Decision Making Skills)

In basket where the trainee is provided

with a set of notes, messages, telephone
calls, letters and reports all pertaining to
a certain company situation.
Management games is a training
method where trainees are faced with a
simulated situation and are required to
make an ongoing series of decisions
about that situation.

A. Training (Enhancement of
Decision Making Skills)

Case Studies this method presents

actual situations in organizations and
enable one to examine successful and
unsuccessful operations. It emphasizes
the
managers
world,
improves
communication skills, offers rewards of
solving a mystery, possesses the quality
of illustration, and establishes concrete
reference points for connecting theory
with practice.

B. Training (Enhancement of
Interpersonal Skills)

Role Playing a method by which the

trainees are assigned roles to play in a
given case incident. Purpose of this
method is to improve the skill of the
trainees in human relations, supervision,
and leadership.
Behavior Modeling this method
attempts to influence the trainee by
showing
model
persons
behaving
effectively in a problem situation.

B. Training (Enhancement of
Interpersonal Skills)

Sensitivity Training under this

method, awareness and sensitivity to
behavioral patterns of oneself and
others are developed.
Transactional analysis is a training
method intended to help individuals
not only understand themselves and
others
but
also
improve
their
interpersonal communication skills.

C. Training (Acquiring knowledge

about the actual job)

On the job experience this method provides

valuable opportunities for the trainee to learn
various skills while actually engaged in the
performance of a job.
Coaching this method requires a senior
manager to assist a lower level manager by
teaching him the needed skills and generally
providing directions, advice, and helpful
criticism. The senior manager must be skilled
himself and have the ability to educate,
otherwise the method will be ineffective.

C. Training (Acquiring knowledge

about the actual job)

Understudy under this method, a

manager works as assistant to a higher
level manager and participates in
planning
and
other
managerial
functions until he is ready to assume
such position himself.

D. Training (Acquiring knowledge

about the total organization)

Position Rotation under this method,

the manager is given assignments in a
variety of departments. The purpose is
to expose him to different functions of
the organization.
Multiple Organization this method is
premised on the idea that junior
executives must be provided with means
to prepare them for higher management
positions.

PERFORMANCE APPRAISALS
It is the measurement of employee
performance.
Purposes:
1. To influence, in a positive manner, the
employee performance and development.
2. To determine merit pay increases
3. To plan for future performance goals
4. To determine training and devt needs
5. To assess the promotional potential of
employee

Ways of Appraising
Performance
1. Rating Scale Method where each trait
or characteristics to be rated is
represented by a line or scale on which
the rater indicates the degree to which
the individual possesses the trait or
characteristics.
2. Essay method where the evaluator
composes statements that best describes
the person evaluated.

Ways of Appraising
Performance
3. Management by objectives method where
specific goals are set collaboratively for the
organization as a whole, for various subunits,
and for each individual member. Individuals
are, then evaluated on the basis of how well
they have achieved the results specified by
the goals.
4. Assessment Center Method where one is
evaluated by persons other than the immediate
superior. This method is used for evaluating
managers.

Ways of Appraising
Performance
5. Checklist Method where the
evaluator checks statements on a list
that are deemed to characterize an
employees behavior or performance.
6. Work Standards Method where
standards are set for the realistic worker
output and later on used in evaluating
the performance of non-managerial
employees.

Ways of Appraising
Performance
7. Ranking Method where each evaluator
arranges employees in rank order from the
best to the poorest.
8. Critical incidents method where the
evaluator recalls and writes down specific
(but critical) incidents that indicate the
employees performance. A critical incident
occurs when employees behavior results in
an unusual success or failure on some
parts of the job.

EMPLOYMENT DECISIONS
After evaluating the performance of employees,
these decisions coming from the management
may occur:
1. Monetary Rewards given to employees
whose performance is at par or above
standard requirements.
2. Promotion movement by a person into a
position
of
higher
pay
and
greater
responsibilities
3. Transfer movement of a person to a
different job at the same or similar level of
responsibility in the organization
4. Demotion movement from one position to
another which has less pay or responsibility.

SEPARATION
It is either a voluntary or involuntary
termination of an employee. When made
voluntarily, the organizations management
must find out the real reason.
If the
presence of a defect in the org is
determined, corrective action is necessary.
Involuntary separation is the last option
that the management exercises when an
employees performance is poor or when
he/she committed an act of violation.