Staffing then 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 made is to fill up the identified positions with the most qualified persons
available.

Engineering organizations are very sensitive to whatever staffing errors are made. Placing the wrong
person in a highly specialized position like quality control, for instance, may bring untold damages to the
firm. Yet, this refers to a single error only.

An example of the ill-effects of staffing errors was provided by the TV program “Brigada Siete.” The
disaster happened in the Film Center at the Cultural Center Complex in Manila was highlighted in the
program. In November 1981, the whole sixth floor of the Film Center collapsed while undergoing
construction. Many workers and an engineer died as a result.

When interviewed by the TV program’s staff, a former construction worker said he was hired to do
masonry job when he does not have training in masonry. Some other examples of staffing errors were
provided in the program.

This type of tragedy underscores the importance of staffing in any organization, engineering
organization, engineering or otherwise. Effective stacking on the other hand places the organization, on
the competitive stance.

What is Staffing?
The Engineer Manager must be concerned with putting the right persons in various positions within his
area of concern. Although some of the important aspects of staffing may be delegated to the human
resource office, the engineering manager assumes a great responsibility in assuring that the right
persons are assigned to positions that fit their qualifications.

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
The staffing process consists of the following series of steps
1. Human resource planning
2. Recruitment
3. Selection
4. Induction and development plan
5. Training and development
6. Performance appraisal
7. Employment decisions (monetary reward s, transfers, promotions, and demolition
8. Separations.

Human Resource 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 resource 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 – which means translating the 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. The forecasting of man power needs may be undertaken using any of the
following quantitative methods.
1. Time Series Method – which use historical data to develop forecasts of the future
2. Explanatory, or casual 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) Economic models – a system of regression equations estimated from past time-series data
and used to show the effect of various independent variables on a various independent
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
establishment pattern and relationships so that the engineer manager can assess the likely
impact and plan responses if requires.
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 in the company may be selected.

Source of Applicants
When management wants to fill up certain vacancies the following sources may be tapped:
1. The organization’s current employees. Some of the organization’s 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 newspaper distributed throughout
the Philippines. Readership is higher during Sundays.
3. Schools. These are good sources of applicants. Representative of companies. May interview
applicants inside campuses.
4. Referrals from employees. Current employees sometimes recommend relatives and friends may
be qualified.
5. Recruitment firms. Some companies are specifically formed to assist client firms in recruiting
qualified persons. Example of these companies are the SGV Consulting and John Clements
consultants, Inc.,
6. Competitors These are useful sources of qualified but underutilized personnel

For entry-level personnel, the engineer manager will likely rely on newspaper advertising, schools, and
referrals. When recruiting managers, the reliable sources are current employees, recruitment firms, and
competitors.

Selection
Selection refers to the act of choosing from those that are available the individuals 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.

Selection procedures may be simple or complex depending on the costs of a wrong decision. If the
management picks the wrong person and the subsequent effect to the organization is negligible, then
the selection process is made simple. This is true in the case of construction laborers where a review of
their application is done. Within a few days or even a few hours, the applicants are informed of the
decision.
Figure 5.1 An example of the Service Provided by a Professional Recruitment Firm
PROFESSIONAL STAFFERS
A DIVISION OF JOHN CLEMENTS CONSULTANT, INC
A multimedia firm which is poised to revolutionized the building materials industry locally and
internationally, our client is offering rewarding career opportunities to highly driven professionals who
can assume the posts of:
SALES ENGINEERS
SALES REPRESENTATIVE
In maintaining and developing dealer accounts, the appointees will be expected to provide pre-sales and
post-sales support to dealers and implement marketing activities. The background we seek consists of:
 2-3 years of experience in selling construction/building materials gained from a manufacturing
or marketing firm;
 Exposure in wood business will be an advantage
 Aggressiveness and good command of the English language;
 Computer literacy and driving skills;
 Knowledge of Chinese dialect is a plus factor but not a requirement
 Degree in Engineering or Architecture is preferred but post is open to any business course;
 Male or female, 25 to 30 years old
Attractive remuneration and benefit packages plus commissions will be offered to the successful
candidates.

Resumés coded Salesforce -96-243 should be forwarded not later than 15 November 1996 to the
address below.
PROFESSIONAL STAFFERS
4/F Golden Rock Building
168 Salcedo St., Legaspi Village, Makati City
Tel. nos. 812-59-94/813-43-85

*From an advertisement, Manila Bulletin, November 10, 1996, p C-3

When the position under consideration involves special skill, a more elaborate selection process is
undertaken.
Ways of determining qualifications of a job candidate.

Companies use any or all of the following in determining the qualifications of a candidate:

1. Application Blanks. The application blanks provides information about a person’s characteristics
such as age marital status, address, educational background, experience, and special interest.
After reading the application blank, the evaluator will have some basis on whether or not to
proceed further in evaluating the applicant.
 2. References. References are those written 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 job candidate.

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

Types of Test

Tests may be classified as follows:

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

classified into:

a) Aptitude test – one used to measure a person’s capacity or potential ability to learn.

b) Performance test –one used t 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 person’s interest in various field of work.

2. Physical examination – a type of test to assess the physical health of a applicant. It is given “to
assure that the health of the applicant is adequate to meet the job requirements”.

Induction and Orientation

After an applicant is finally selected from among the various ones and then subsequently is
hired, the next steps undertaken are 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, the organization structure are
explained to a new employee.

In orientation, the new employee is introducedto 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

 If the newly-hired (or 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 improved 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 executives.

Training Program for Non-managers

This type of training is directed to non-managers for specific increases 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. This situation motivates strongly the trainee to
learn.

2. Vestibule school – where the trainee is placed in a situation almost exactly the same as the work
placed 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 on-the-job training and experiences with

classroom instruction in particular subjects are provided to trainees.

4. Special courses – are those taken which provided more emphasis on education rather than
training. Examples are those which concern specific uses of computer like computer-aided
design and building procedures.

Training Programs for Managers

The training needs for 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 reports, all pertaining to a certain company situation. He is expected to handle the situation
within a given periods of 1 or 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 decision about that situation.”
 3. Case studies – this method presents actual situation 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.”

The interpersonal competence of the manager may be developed through any of the following methods:

1. Role-playing – is a method by which the trainees are assigned roles to play in a given case
incident. They are provided with a script or a description of a given problem and of the key
persons they are to play. The purpose of this method is to improve the skill of the trainee in
human relations, supervision, and leadership.

2. Behavior modeling – this method attempts to influence the trainee by “showing model persons
behaving effectively in a problem situation.” The trainee is expected to adapt the behavior of
the model and use it effectively in some instances later on.

3. Sensitivity training – under the 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 following
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 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.

3. Understudy – under this method, a manager works as assistant to a higher-level manager and
participate in planning and other managerial functions until he is ready to assume such position
himself. Once in a while, the assistant is allowed to take over.

Figure 5.2 An Example of an invitation for enrollment in Specialized Courses

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From an advertisement, Manila Bulletin, November 10, 1996

In the attempt to increase the trainee’s knowledge of the total organization, exposure to information
and events outside of his immediate job is made. In this regard, the ff. methods are useful:

1. 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.
 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. To achieve this, a
junior board of directors is created consisting of junior executives as members. The board is
given the authority to discuss problems that the senior board could discuss. The members are
encouraged to take a broad business outlook rather than concentrating on their specialized lines
of work.

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 employee’s performance may be measured using any of the ff. 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 the 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.
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.
7. Ranking method – where each evaluator arranges employees in rank order from the best to the
poorest.
8. Critical- incident method – where the evaluator recalls and writes down specific (but critical)
incidents that indicate the employee’s performance. A critical incident occurs when employee’s
behavior results in an unusual success or failure on some parts of the job.

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 ff.
1. Monetary rewards – these are given to employees 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 organization’s management must find out the real reason. If the presence of 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 employee’s performance is poor 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
Engineering organizations are not immune to the difficulties of filling with qualified persons the
various positions identified in the organizing stage. As the outputs of engineering firms are produced
by people under the supervision of engineer managers, errors in the performance of jobs may not
be easily discernible. As such, staffing must be treated with serious concern.

Staffing deals with the determination of human resource needs, recruitment, selection, training,
and development.

The staffing process consists of the following series of steps; human resource planning, recruitment,
selection, induction and orientation, training and development, performance appraisal, employment
decisions, and separations.

The sources of applicants consist of the organization’s current employees, newspaper

advertising, schools, and referrals from employees, recruitment firms, and competitors.

The ways of determining the qualifications of job candidates consist of application blanks,
references, interviews, and testing.
 Training programs consist of one type for non-managers and another type for executives.

The various methods of performance appraisal are classified into the rating scale method, the
essay method, management by objectives method, assessment center method, checklist method,
work standards method, ranking method, and critical-incident method.

Employment decisions are classified as; monetary rewards, promotion, transfer, and demotion.

Separations may be classified as voluntary or involuntary.