Lesson 5 Staffing

StaffingES 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 organization’s objectives will be facilitated.

The Staffing Procedure

1. Human Resource Planning2. Recruitment3. Selection4. Induction and Orientation5. Training and Development6. Performance Appraisal7. Employment Decision (monetary

awards, transfers, promotion, demotion)8. 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 Forecasting1. Time Series methods – which use historical

data to develop forecasts of the future.2. 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.

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 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 organization’s 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. Application Blanks – this provides information about a person’s characteristics such as age, marital status, address, educational bg, experience, and special interests.

2. 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.

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

4. Testing – involves an evaluation of the future behavior or performance of an individual.

Types of Tests

1. Psychological tests – which is “an objective standard measure of a sample behavior.”

Classificationsa. Aptitude tests – one used to measure a person’s

capacity or potential ability to learn.b. Performance test – one used to measure a

person’s 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 fields of work

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 managers2. 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 Skills2. Interpersonal Skills3. Job Knowledge4. 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 manager’s 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 increases3. To plan for future performance goals4. To determine training and devt needs5. 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 employee’s 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 DECISIONSAfter 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 organization’s 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 employee’s performance is poor or when he/she committed an act of violation.