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

human resource planning

recruitment
selection
induction and orientation
training and development
performance appraisal
employment decisions ( monetary rewards,
transfers, promotions and demotions) and
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:

3.

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.

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.

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.
c)

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.
2.

training programs for non managers, and

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 computeraided
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.

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.
2.

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 higherlevel 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.

2.

Position rotation under this method, the

manager is given assignments in a variety of
departments.
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.
2.
3.
4.
5.

To influence, in a positive manner, employee

performance and development ;
To determine merit pay increases ;
To plan for future performance goals ;
To determine training and development needs ;
To assess the promotional potential of employees;

Ways of Appraising Performance

An employees performance may be measured
using any of the following methods:
1.

2.

Rating scale method where each trait or

characteristic to be rated is represented by a line
scale on which the rater indicates the degree
which the individual possesses the trait or
characteristic.

or
to

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