CHAPTER 5 : Staffing The Engineering

Organization

What is Staffing?
may be defined as the management function that
determines human resources needs, recruits, selects,
trains, and develops human resources for jobs created by
an organizing .

is undertaken to match people with jobs so that the
realization of the organizations objectives will be
facilitated.

The Staffing Procedure
The staffing process consists of the following series
of steps:

1. human resource planning
2. recruitment
3. selection
4. induction and orientation
5. training and development
6. performance appraisal
7. employment decisions ( monetary rewards,
transfers, promotions and demotions) and
8. separations.

Human Resources Planning
The planned output of any organization will require a
systematic deployment of human resources at various
levels. to be able to do this, the engineer manager will
have to involve himself with human resource planning.
This will be done in conjunction with the efforts of the
human resources officer, i.e.., if the company has one.
Human resource planning may involve three
activities, as follows:
1. Forecasting which is an assessment of future
human resource needs in relation to the current
capabilities of the organization.

2. Programming translating the forecasted human
resource needs to personnel objectives and goals.

3. Evaluation and control which refers to monitoring
human resources action plans and evaluating their
success.

Methods of Forecasting. the forecasting of manpower
needs mat be undertaken using any of the following
quantitative methods.
1. Time series methods which use historical data to
develop forecast of the future.

2. Explanatory, or causal models which are 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.
The three major types of explanatory models are
as follows:
a. regression models

b. econometric models a system of regression
equations estimated from past time-series data
and used to how the effects of various
independent variables on various dependent
variables.

c. leading indicators refers to time series that
anticipate business cycle turns.

3. 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
responses if required.
Recruitment
When the different positions have been identified to be
necessary and the decision to fill them up has been
made, the next logical step is 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
Source of Applicants

When management wants to fill up certain vacancies,
the following sources may be tapped:

1. The organizations current employees. Some of
the organizations current employees may be
qualified to occupy positions higher than the ones
they are occupying. They should be considered.

2. Newspaper advertising. There are at least three
major daily newspapers distributed throughout the
Philippines. Readership is higher during Sundays.

3. Schools. These are good sources of applicants.
Representatives of companies may interview applicants
inside campuses.

4. Referrals from employees. Current employees
sometimes recommend relatives and friends who
may be qualified.

5. Recruitment firms. Some companies are
specifically formed to assist client firms in recruiting
qualified persons.

6. Competitor. These are useful sources of qualified
but underutilized personnel.

Selection
refers to the act of choosing the best qualified individual
from among a number of available qualified candidates
who are most likely to succeed on the job.

the purpose of selection is to evaluate each available
candidates qualifications.

selection procedures may be simple or complex
depending on the costs of a wrong decision.

Way of Determining the Qualifications
of a Job Candidate
Companies use any or all the following in determining
the qualifications of a candidate:

1. Application blanks. The application blank provides
information about a persons characteristics.

2. References. References are those written by
previous employers, co-workers, teachers, club
officers, etc.

3. Interviews. Information may be gathered in an
interview by asking a series of relevant question
to the job candidate.

4. Testing. This involves an evaluation of the future
behavior or performance of an individuals.
Types of Tests
1. Psychological Tests which is an objective,
standard measure of a sample behavior .

a) aptitude test one used to measure a person's 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 person's interest in
various field of work.

2. Physical examination a type of test given to
assess the physical health of an applicant.
Induction and Orientation
In induction, 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 up, and
passes are issued.

The company history, its products and services,
and the organization structure are explained to the
new employee
In 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
one-on-one discussion with the manager.
Training and Development
If the newly-hired (newly-promoted) employee is
assessed to be lacking the necessary skills required
by the job, training becomes a necessity.

Training refers to the learning that is provided in
order to improve performance on the present job.
Training programs consist of two general types,
namely:

1. training programs for non managers, and
2. training and educational programs for executive.
Training Program for Non Manager
This type of training is directed to non managers for
specific increase in skill and knowledge to perform a
particular job. the four methods under this type are:

1. On-the-job training where the trainer is placed in
an actual work situation under the direction of his
immediate supervisor, who acts as trainer.

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.



3. Apprenticeship program where a combination of
on-the-job training and experiences with classroom
instruction in particular subjects are provided to
trainees.

4. Special courses are those which provide more
emphasis on education rather than training.

Examples are those which concern specific use
of computer like computer-aided
design and building procedures.

Training Programs for Managers
The training needs of managers may be classified into
four areas: decision-making skills, interpersonal skills, job
knowledge, and organizational knowledge.
The decision-making skills of the manager may be
enhanced through any of the following methods of training:



1. In-basket where the trainee is provided with a set of
notes, messages, telephone calls, letters, and report,
all pertaining to a certain company situation. He is
expected to handle the situation within a given period
of 1 to 2 hours.

2. 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.

3. Case studies this method presents
actual situations in organizations and
enable one to examine successful and
unsuccessful operations.
The interpersonal competence of the manager may
be developed through any of the following methods:

1. Role-playing is method by which the trainees
are assigned roles to play in a given case incident.
2. Behavior modeling this method attempts to
influence the trainee by showing model persons
behaving effectively in a problem situation.
3. Sensitivity training under this method,
awareness and sensitivity to behavioral patterns of
oneself and others are developed.
4. Transactional analysis is a training method
intended to help individuals not only understand
themselves and others but also improve their
interpersonal communication skills.
In acquiring knowledge about the actual job the
manager is currently holding, the ff. methods are useful:
1. 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.

2. 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.
3. 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.


In the attempt to increase the trainees knowledge of
the total organization, exposure to information and
events outside of his immediate job is made. In this regard,
the following methods are useful.
1. Position rotation under this method, the
manager is given assignments in a variety of
departments.

2. Multiple management this method is premised
on the idea that junior executives must be provided
with means to prepare them for higher
management positions.



Performance Appraisal


Performance appraisal is the measurement of employee
performance. The purposes for which performance
appraisal is made are as follows :

1. To influence, in a positive manner, employee
performance and development ;
2. To determine merit pay increases ;
3. To plan for future performance goals ;
4. To determine training and development needs ;
5. To assess the promotional potential of employees;

Ways of Appraising Performance


An employees performance may be measured
using any of the following methods:

1. Rating scale method where each trait or
characteristic 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
characteristic.

2. Essay method where the evaluator composes
statements that best describe the person
evaluated.


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.


Employment Decisions
After evaluating the performance of employees
(managerial or otherwise), the management will now be
ready to make employment decisions. These may
consist of the following:

1. Monetary rewards - these are given to
employee whose performance is at par or above
standard requirements.

2. Promotion - this refers to a movement by a
person into a position of higher pay and greater
responsibilities and which is given as a reward
for competence and ambition.
3. Transfer this is the movement of a person to a
different job at the same or similar level of
responsibility in the organization. Transfers are
made to provide growth opportunities for the
persons involved or to get rid of a poor
performing employee.

4. Demotion this is a movement from one
position to another which has less pay or
responsibility attached to it. Demotion is used as
a form of punishment or as a temporary measure
to keep an employee until he is offered a higher
position.
Separation
Separation is either a voluntary or involuntary
termination of an employee.
When made voluntarily, the organizations
management must find out the real reason. If the
performance or a defect in the organization is determined,
corrective action is necessary.
Involuntary separation ( or termination) is the last
option that the management exercises when an
employees performance is poor or when he/she
committed an act violating the company rules and
regulations. This is usually made after training efforts
fail to produce positive results.
Summary
7 Reasons Why Employees Must Be Well Selected
1. Your business goals and objectives are better
achieved by the employees you properly selected
for a particular job.

2. An incompetent employee is a liability to your
business, an additional expense, or a burden.
Proper care should be made in getting the right
person with the right competence for the job.

3. Personnel requirements vary from job to job.
Meaning, the right employee for the right job. There
can be no general requirements.

4. People have varying degrees of intelligence,
aptitudes and abilities. Hence, fit the square peg on
the square hole not on the round one, so to speak.



Summary
7 Reasons Why Employees Must Be Well Selected
5. Labor Laws protect employee, making it difficult to fire
incompetent and problem employees. Hiring is
always easier than firing because of the laws
governing termination of employment. In some
states and countries, firing-at-will seems to be a
norm, in others, it is illegal.

6. Individuals have different interests, goals, and objectives
in life. Select somebody whose goals closely align to
you business goals.

7. Careless hiring is costly and can cause problems to the
company. The hiring process cost you the money for
the advertisement, cost for testing, and time for
those who made the interviews. More so, in the long
run as pointed out earlier, a wrong hire can cost you
more in your operations.