Engineering Management:

STAFFING

OBJECTIVES:
1. To define and describe the management
function of staffing.
2. To describe ways and means of forecasting
human resources requirements.
3. To explain ways of implementing human
resources development programs.
4. To describe appropriate training programs
and their applications.

5. To define approaches in organization

development.
6. To describe methods of performance
appraisal and management information
systems for human resources development.

STAFFING:
- The process of supplying the organization with the needed
people to achieve the purposes for which it has been established.
- This is done by identifying workforce requirements, inventorying
the people available, and recruiting, selecting, planning,
promoting, appraising, planning the careers of, and developing
manpower.
- According to Theo Haimann, Staffing pertains to recruitment,
selection, development and compensation of subordinates.
- It satisfy and answer questions about hiring and maintaining
people such as, how many are needed, when, where and with
what activities?

Nature of Staffing Function

Staffing is an important managerial function- Staffing function is the most important
managerial act along with planning, organizing, directing and controlling. The operations
of these four functions depend upon the manpower which is available through staffing
function.
Staffing is a pervasive activity- As staffing function is carried out by all mangers and in
all types of concerns where business activities are carried out.
Staffing is a continuous activity. This is because staffing function continues throughout
the life of an organization due to the transfers and promotions that take place.
The basis of staffing function is efficient management of personnel. Human
resources can be efficiently manage by a system or proper procedure, that is, recruitment,
selection, placement, training and development, providing remuneration, etc.
Staffing helps in placing right men at the right job. It can be done effectively through
proper recruitment procedures and then finally selecting the most suitable candidate as
per job requirements.
Staffing is performed by all managers. Depending upon the nature of business, size of

the company, qualifications and skill of managers, etc. In small companies the top
management generally performs this function. In medium and small scale enterprise, it is
performed especially by the personnel department of that concern.

THREE PARTS OF STAFFING

. PLANNING
. EXECUTION
. MAINTENANCE

PLANNING
Provides guidelines in the execution or administration of staffing
policies and programs. For the performance of staffing function to
be effective, it has to be aided by certain analytical studies and
guided by a set of policies, procedures, regulation, and standards.
As the initial activity of staffing, planning involves human resources
forecasting, job analysis, and policies and programs formulation.

1. PLANNING FOR HUMAN RESOURCE MANAGEMENT

It is planning for seeing the right resources among five Ms: Men,
Money, Machines, Methodologies, and Materials, that are made
available and properly put to productive use.
HUMAN RESOURCES FORECASTING
It is exercise of projecting or anticipating what changes and needs
in an organization will crop up in the future terms of human
resource. It is the first portion of planning and it concerns
determining future job requirements.

TYPES OF FORECAST
1. Supply From Inside-it is the filling up vacancy position with
qualified candidate within the organization.

2. Supply From The Outside- filling up vacancies from outside

sources for it supply of manpower, when the company cannot find the
right persons within the company.

2. PLANNING FOR JOB ANALYSIS

Is the study of what is required to do a job satisfactory. It determines
what major work-connected behaviors and traits, responsibilities,
capabilities, experiences and the like are needed to perform a job. It
helps you find out what the job entails and what kind of people could
do the job. Job analysis yields specific data related to the job which
are useful in making job description and job specification.
Job Description - tells what the job entails like how the position
relates to other positions, the responsibilities and specific duties to be
fulfilled.
Job Specification - is a listing of the qualifications of the person
holding the job.

3. POLICIES AND PROGRAMS FORMULATION

How can make acquired or to be acquired human resources function
effectively, it is in need to formulate policies, and programs to guide
us in this aspect. Policies and programs are a kind of plan, a plan
being a guide to thinking and action.
Projects- A project in business and science is typically defined as a
collaborative enterprise, frequently involving research or design, that is carefully
planned to achieve a particular aim Projects can be further defined as temporary
rather than permanent social system that are constituted by teams within or
across organizations to accomplish particular tasks under time constraints.

Policies-are broad guidelines applied to recurring situation. They are meant to

be followed or observed for as long they remain relevant to the goals of the
company.

Programs-are designed to meet particular objectives of the organization and

carried out through a host or related activities with more objectives and targets.

PROGRAMS CONTENT
Program embodies specific responsibilities, rules, regulations,
procedures and standards.
1. Title of the Program
2. Units involved
3. Policy Statement Defining Purpose
4. Program Objectives
5. Responsibility of those affected and that of the Company
6. Organization
7. Procedures
8. Time Frame
9. Budget
10. Approval

II. EXECUTION
Provides activities generated information that will be collected
and analyzed in maintenance. The plan can only be useful if it
is carried out in the actual operation of the company. The
implementation or administration of all policies and programs
directly related to acquisition and development of personnel will
be the focus of execution. Included in this group are
recruitment, selection placement, training, and development.

Recruitment and selection- how vacant position are filled up either

from within or outside of the firm. Recruitment is the process of
identifying that the organization needs to employ someone up to the
point at which application forms for the post have arrived at the
organization. Selection then consist of the processes involved in
choosing from applicants a suitable candidate to fill a post.

STAGES IN SELECTION PROCESS

Choosing an individual or individuals to be hired among those
recruited. The process involves a series of screening or elimination
procedures.
i. Preliminary Screening and Interview- application forms or biodata and
other documents submitted by the applicants are reviewed. It is done to
eliminate those whose educational and work experience are inadequate
check.
ii. Battery of Tests and Background Check- series of paper and pencil
tests on intelligence, aptitude personality and inclination or tendencies. It is
administered an analyzed by a professional psychometrician.

iii. Diagnostic Interview - aims to examine the persons qualities such as

motivation, drive, stress, tolerance, creativity, problem-solving ability,
energy level and the like through an in depth interview.
Diagnosis-the process of analyzing to explain about health condition. This
process could be supplement by a methodology called, assessment;
where in group techniques guided discussions such as role playing,
games, simulation are used to observe and assess individual
performances.
iv. Physical and Medical Examination - consisting of EENT(eye, ear.
Nose, throat), dental examination, laboratory test, x-ray, blood-pressure,
weight and height checking.

v. Final Interview-this is conducted by the superior in the company or

by a representative. Criteria will highly depend on the prospective boss
own preferences, needs and standards.
vi. Hiring- employs hired applicants through a contract and conditions
for employment, including salary level benefits, position, schedule, and
place or location of work.
2. Placement\ Deployment-programming or scheduling where
individual personnel will be placed in what unit or projects or location of
work, and for how long.
3. Skills and Manpower Development-training of workers, office staff,
technical and supervisors.

TRAINING AND DEVELOPMENT PROGRAM

It is a process of affecting a particular set of behavior in an
individual to improve his present and future performance of a job. This
is done through various teaching approaches, methodologies and
techniques intended to influence the trainee towards adopting a
desired level and kind of knowledge, and to help a trainee transform
all of what is learned into a habit of productive work and harmonious
relationships.

KINDS OF TRAINING AND DEVELOPMENT

Orientation-is usually for new employees who have just joined the company.
Skill In Training - or called manpower development. It is intended for
personnel occupy non-management position.
TYPES OF SKILL TRAINING
1. Career Planning and development- helps individuals to identify
qualities; realize and fulfill its goal/
2. Counseling- helps employees to analyze his aptitude and can be advised
on how to establish his career.
3. Job Coaching- employee is done by one who is more experienced about
the job.
4. Job Enrichment- meant to motivate the individual by allowing to joint the
workgroup.
5. Job Rotation- a technique that shifts the employee from one job to
another for exposure to various interrelated jobs.

III. Management Development

This is done for a long period of time and it needs not to be in training
rooms.
Succession Planning- plan is periodically reviewed to determine who are
occupying what position and to assess employees job movement.
Mentoring- individual to be developed is assigned a mentor, a person of
high position in the organization who will serve a mixture of roles.
Assistant to Position- it helps to develop an individual with managerial
potentials.
Concurrent Position - an individuals may take on two or more extra
position simultaneously in preparation for higher responsibility.

Committee Membership- employee will be assigned to join one or more

temporary or permanent committees existing in to organization to attend
specific issues.
Conferences- individual is asked to attend relevant conferences to
derive, major learning from the experiences.
Associations-allow employees to interact with and learn from coprofessionals on the latest trends and alternative ways of handling
problems areas.
Counseling, Job Caching, Job Enrichment person is helped in
getting a job done well through suggestions, demonstration, and advice.
Classroom-type methodologies lectures, audiovisual presentations,
seminars and workshops, and case studies.

Programmed Learning- set of devices like manual or textbook which

guides the learner to acquire necessary knowledge and skills
School-offered Management Programs-offered by the academe as
short courses such as Marketing Managementor full masteral courses.

TRAINING DEVELOPMENT PROCESS

1. Training Needs Analysis- Management may signify its desire to conduct
for a particular training program for specific groups of participants.
2. Formulating Training Design- Plans are drafted on how to conduct the
training program. The design should specify what will be the objective of the
training program that participants should manifest after completing the course.
3. Materials Development- It covers the materials needed what and when
are needed.
4. Venue, Food, Participants, and Reserve Speaker- These four
concerns should be taken care simultaneously. Venue it refers to the place
where the training program will be taken heldFood must suit the budget and
must jive with the activities to be undertaken.
5. Training Proper- This is the stage where the participants undergo actual
training and development activities.

6. Monitoring and Evaluation

Monitoring -periodically checks out whether the activities being
executed are according to the training plan or design.
Evaluation -checks out whether the objectives as stated in the training
plan have been fulfilled.
7. Documentation- The process which the whole program had been
documented through fulfilled.
8. Follow Trough- This contains follow through activities for it to be
training be more effective it includes, job coaching, job rotation, career
planning and development.

4. Rewards and benefits- describing how employees are rewarded

with cash, benefits and company services.
5. Labor or Industrial Relation- dealing with unions in team of work
policies or procedures agreed between management and
employees.

III. MAINTENANCE
Process or put all information and recommendations in the from
useful in planning.

This is the phase that involves activities that serve as mechanism

that will help sustain the overall staffing efforts by providing the
manager with a continuous supply of information gathered from the
execution activity. Also include are human resource accounting,
performance appraisal, and program evaluation.

MAINTENANCE STAFFING:
1. Human Resources Accounting- the process of identifying and
reporting the investments made in the Human Resources of an
Organization that are presently not accounted for in the conventional
accounting practices.

Two general variation of human resource accounting;

Personnel as an Investment- one method of determining the
value of human assets is to compute how much money is spent to hire
and train people.
Periodic Evaluation- asses the current condition of the companies
human resource.
2. Performance Appraisal- periodic evaluation of an employees job
performance measured against the jobs stated or presume
requirements.(Terry and Franklin).

Techniques in appraising performance:

1. Rating Scale- individual is measured against given criteria.
2. Ranking- employees are compared with each other and ranked
accordingly.
3. Written Reviews- the supervisor write down impression of employees
in essay form.
4. Performance Standard- performance is compared from the beginning
and the actual performance.
5. Management by Objective- particular with quantitative objectives that
must be attained.

3. Human Resource Information System- A process of gathering, storing,

analyzing, and providing information to management to satisfy its information
requirements for human resource management decisions at the right time and
in the form most useful for management.

4. Program Evaluation Each program is reviewed according to certain

standards or criteria and following set of procedures results of program
implementation to determine if it is worthwhile.

Evaluation Scheme for Programs:

Rationale- reasons for conducting the evaluation.
Objective- specific attainable aims for the scheme to accomplish stated in
quantitative (number) and qualitative (characteristic) terms.
Period evaluation- time coverage when evaluation is made.
Criteria- the areas to be considered, maximum\minimum acceptable standards,
indicators or sign to be observe.
Measured Method- how will the data on actual program results be gathered and
compared with expected and desired results; research methodologies to be used.
Analysis and Data Interpretation- explanations on the relationships of the
various sets of data using analytical and statistical techniques.
Findings- outcomes of the evaluative study supported by charts, tables, and
diagrams.
Conclusions- generalizations on the study
Recommendations- suggestions on how to improve the program based on the
findings and conclusions made.

References:
Franco, Ernesto,(1988). Management Setting. Manila: National
Bookstore, Inc.
Koontz, Harold and ODonnell, Cyril. (1974). Essentials Of
management. New York: McGraw-Hill.

Resource accounting (October,2012)