Staffing the Engineering
Organization
CHAPTER 5
What is Staffing?
• It is defined as “the management function that determines
human resource needs, recruits, selects, trains, and develop
human resources jobs created by an organization.
• Staffing is undertaken to match people with jobs so that
the realization of the organization’s objectives will be
facilitated.
The Staffing Procedure
1. Human resource planning 6. Performance appraisal
2. Recruitment 7. Employment decisions
3. Selection 8. Separations
4. Induction and orientation
5. Training and development
Human Resource Planning
1. Forecasting – 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. Evaluating and control – monitoring human resource action
plans and evaluating their success.
Methods of Forecasting
1. Time series methods – use historical data to develop forecasts of the
future
2. Explanatory, or causal models – attempts to identify the major variables
that are related to or have caused particular past conditions and then
use current measures of these variable to predict future conditions.
There are three types of explanatory models: regression models,
econometric models, and leading indicators.
3. Monitoring methods – 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
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: 4. Referrals from employees.
1. Organization’s current employees. 5. Recruitment firms.
2. Newspaper advertising. 6. Competitors.
3. Schools.
Selection
• Act of choosing from those that are available the individuals most
likely to succeed on the job.
• To evaluate each candidate and to pick the most suited for the
position available.
• When the position under consideration involve special kills, a
more elaborate selection process is undertaken.
Ways of Determining Types of Tests:
the Qualifications of a 1. Psychological tests.
Job Candidate:
• Aptitude test
1. Application blanks.
• Performance Test
2. References.
• Personality Test
3. Interviews.
• Interest Test
4. Testing.
2. Physical Examination.
Induction and Orientation
• 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.
• New employee is introduced to immediate working environment
and co-workers.
Training and Development
Training refers to the “learning that is provided in
order to improve performances on the present job.”
1. Training programs for non-managers, and
2. Training and educational programs for executives.
Training Program for Training Programs for
Non-Managers Managers
1. On-the-Job Training. 1. In-baskets.
2. Vestibule school. 2. Management games.
3. Apprenticeship 3. Case studies.
Program
4. Special Courses.
Interpersonal competence of the manager may be developed through any of the
following:
1. Role Playing.
2. Behavior Modeling.
3. Sensitivity Training.
4. Transactional Analysis.
Acquiring knowledge about the actual job the manager is currently holding the ff.
methods:
1. On-the-Job experience.
2. Coaching.
3. Understudy.
To increase the trainee’s knowledge of the total
organization, exposure to information and events outside
of his immediate job is made.
1. Position rotation.
2. Multiple management.
Performance Appraisal
1. To influence, in a positive manner, employee performance and
development;
2. Determine merit pay increases;
3. Plan for future performance goals;
4. Determine training and development needs; and
5. Assess the promotional potential of employees.
Ways of Appraising Performance:
1. Rating scale method.
2. Essay method.
3. Management by objectives method.
4. Assessment center method.
5. Checklist methods.
6. Work standards method.
7. Ranking method.
8. Cristal-incident method.
Employment Decision
After evaluating the performance of employees, the management
will now be ready to make employment decision.
1. Monetary rewards.
2. Promotion.
3. Transfer.
4. Demotion.
Separation
It is either a voluntary or involuntary termination of an employee.
When made voluntarily, the organization’s management must find out the
real reason. If the preference of a defect in the organization is
determined, corrective action is necessary.
Involuntary separation (termination) is the last option that the
management exercise when an employee’s performance is poor or when
he/she committed an act violating the company rules and regulations.
This is usually made after training efforts fails to produce positive results.
