UNIT

STAFFING THE ENGINEERING

5 ORGANIZATION
LESSONS COVERED

5.1 Definition of Staffing

5.2 Staffing Procedure
5.3 Ways of Determining the Qualifications of a Job Candidate
5.4 Training Programs for Managers & Non Managers
5.5 Ways of Appraising Performance

DURATION

3 hours

INTRODUCTION

After setting up the organizational structure that has been decided to best
serves 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.
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 that 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 or otherwise. Effective staffing, on the other hand places
the engineering organization on a competitive stance.

OBJECTIVES/COMPETENCIES

At the end of the lesson, the students should be able to:

1. Define staffing

2. Enumerate & understand the Staffing Procedure

3. Understand the ways of determining the qualifications of a job candidate

17
Unit 5: Staffing the Engineering Organization
 4. Distinguish the training programs for managers & non managers

5. Know the ways of appraising performance

.

PRETEST

This test is given to determine if you are sufficiently prepared to begin a new course
of study. It is intended to measure what you already know about staffing the
engineering organization from your previous studies. Answer honestly all the
questions below.

Identify the following statement. (2pts. each).

1.____________It is undertaken to match people with jobs so that the realization of

the organization's objectives will be facilitated.

2.___________ It refers to the act of choosing from those that are available the
individuals most likely to succeed on the job.

3. ___________It refers to the "learning that is provided in order to improve

performance on the present job.”

4. ___________It is a method by which the trainees are assigned roles to play in a

given case incident.

5.___________ It is either a voluntary or involuntary termination of an employee.

LESSON 5.1

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 engineer 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..4
Staffing is undertaken to match people with jobs so that the realization of the
organization's objectives will be facilitated.

17
Unit 5: Staffing the Engineering Organization
 Activity #1

Questions:
1. What is staffing?
___________________________________________________________________
___________________________________________________________________
_________________________________________________________

2. What are the responsibilities of an Engineer Manager

___________________________________________________________________
___________________________________________________________________
_________________________________________________________

LESSON 5.2
THE STAFFING PROCEDURE
The staffing process consists of the following series of steps:
1. human resource planning
2. recruitment
3. selection
4. induction and orientation
5. training and development
6. perform appraisal
7. employment decisions (monetary rewards, transfers, promotions and
demotions) and
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, a systematic deployment of human resources at various levels. They will 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?

17
Unit 5: Staffing the Engineering 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 manpower needs may be undertaken
using any of the following quantitative methods:
1. Time series methods — which use historical data to develop forecasts 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:
a) Regression models (presented in Chapter 2)
b) econometric models — a system of regression equations estimated from past
time- series data and used to show the effect of various independent
variables on various dependent variables.
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 established patterns and relationships so that the engineer
manager can assess the likely impact and plan 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 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/ Social media advertising. There are at least three major daily
newspapers distributed throughout the Philippines Readership are 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.

17
Unit 5: Staffing the Engineering Organization
5. Recruitment firms. Some companies are specifically formed to assist client
firms in recruiting qualified persons. Examples of these companies are the SGV
Consulting and John Clements Consultants, Inc, (See Figure 5.1).
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 rind 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 applications is done.
Within a few days or even a few hours, the applicants are informed of the decision.
PROFESSIONAL STAFFERS
A Division of John Clements Consultants, Inc.
A multinational firm which 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 post of:
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 advantages;
• 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;
• Degrees in Engineering or Architecture are preferred but post is open to any
business course;
• Male or female, 25 to 30 years old.
Attractive enumeration and benefit packages plus commissions will be offered to the
successful candidates.

17
Unit 5: Staffing the Engineering Organization
Resumés coded Sales force -96-243 should be forwarded not later than 15
November 2020 to the address below.
PROFESSIONAL STAFFERS
4/F Golden Rock Building
168 Salcedo Legaspi Village, Makati City
Tel. nos. 812-59-94/813-43-85
*From an advertisement, Manila Bulletin., November 10, 2020, p. C-3.
When the position under consideration involved special skills, a more elaborate
selection process is undertaken.

Activity #2

Questions:
Enumerate & discuss briefly the staffing procedure (In order)
1.__________________________________________________________________
___________________________________________________________________
2.__________________________________________________________________
___________________________________________________________________
3.__________________________________________________________________
___________________________________________________________________
4.__________________________________________________________________
___________________________________________________________________
5.__________________________________________________________________
___________________________________________________________________
6.__________________________________________________________________
___________________________________________________________________
7.__________________________________________________________________
___________________________________________________________________
8.__________________________________________________________________
___________________________________________________________________

LESSON 5.3

Ways of Determining the 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 blank provides information about a
person's characteristics such as age, marital status, address, educational
background, experience, and special interests. After reading the application blank,
the evaluator will have some basis on whether or not to proceed further in evaluating
the applicant.

17
Unit 5: Staffing the Engineering Organization
2. References. References are those written by previous employers, co-workers,
teachers, dub 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 an evaluation of the future behaviour or performance of
an individual.
Types of Tests
Tests may be classified as follows:
1. Psychological tests — which is "an objective, standard measure of sample
behaviour.” It is classified into:
a) Aptitude test — one used to measure a personal 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.
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
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, 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 a one-on-one discussion with the manager.

17
Unit 5: Staffing the Engineering Organization
Activity #3

Question
Define the following:
1. Aptitude test
___________________________________________________________________
___________________________________________________________________
2. Performance test
___________________________________________________________________
___________________________________________________________________
3. Personality test
___________________________________________________________________
___________________________________________________________________
4. Interest test
___________________________________________________________________
_________________________________________________________________

LESSON 5.4
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 improve performance on
the present job.'" Training programs consist of two general types, namely:
1. Training programs for nonmanagers,
2. Training and educational programs for executives.
Training Program for Nonmanagers
This type of training is directed to nonmanagers for specific increases in skill and
knowledge to perform a particular jolt. 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 — when 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 on-the-job training and
experiences with classroom instruction in particular subjects are provided to trainees.
4. Special courses are those taken which provide more emphasis on education
rather than training, Examples are those which concern specific uses of computer
like computer-aided design and building procedures.

17
Unit 5: Staffing the Engineering Organization
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 reports, all pertaining to a certain company situation. He
is expected to handle the situation within a given period 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 decisions about
that situation.'''
3. 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."

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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 trainees 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,

17
Unit 5: Staffing the Engineering Organization
3. Sensitivity training— under this method, awareness and sensitivity to
behavioral patterns of oneself and others are developed.
4. Transaction-al 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 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.
3. 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. Once in a while, the assistant is allowed to
take over.
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
following 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:
5. To assess the promotional potential of employees.

Activity #4

Enumerate the four methods under the training programs for nonmanagers

17
Unit 5: Staffing the Engineering Organization
1.
2.
3.
4.
Enumerate the three methods under the training programs for managers
1.
2.
3.

17
Unit 5: Staffing the Engineering Organization
LESSON 5.5

Ways of Appraising Performance

An employee's performance may he measured using any of the following methods:
1. Rating scale method — where each trait or characteristic to be rated is
represented by a line or scale on which the ratter indicates the degree to which the
individual possesses the trait or characteristic.
2. 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.
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 parts of the job.
Employment Decisions

17
Unit 5: Staffing the Engineering Organization
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 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 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.

Activity #5

Encircle the letter of the correct answer

1. It is either a voluntary or involuntary termination of an employee.
a) Sanction
b) Selection
c) Separation
2. 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.
a) Demotion
b) Promotion
c) Rotation

17
Unit 5: Staffing the Engineering Organization
 3. Method where each evaluator arranges employees in rank order from the best
to the poorest.
a. Work standards method
b. Ranking method
c. Critical-incident method
POST-TEST

Identify the following statement. (2pts. each).

1.____________It is undertaken to match people with jobs so that the realization of

the organization's objectives will be facilitated.

2.___________ It refers to the act of choosing from those that are available the
individuals most likely to succeed on the job.

3. ___________It refers to the "learning that is provided in order to improve

performance on the present job.”

4. ___________It is a method by which the trainees are assigned roles to play in a

given case incident.

5.___________ It is either a voluntary or involuntary termination of an employee.

UNIT ASSESSMENT

ONLINE UNIT TEST #5

SUGGESTED ITEM FOR RESEARCH

1. Prepare a forecast of the human resource needs of an engineering firm.

SUGGESTED READINGS AND WEBSITES

file:///C:/Users/User/Desktop/Engineering_Management_by_Roberto_Medina.pdf

https://www.coursehero.com/file/51116438/ENGINEERING-MANAGEMENTpptx/

GLOSSARY

17
Unit 5: Staffing the Engineering Organization
Human Resource Planning -The planned output of any organization will require a
systematic deployment of human resources at various levels.

Staff – All the people employed by a particular organization.

Training - It refers to the "learning that is provided in order to improve performance

on the present job.'"

ANSWER KEY
Separation 5.
Role Playing 4.
Training 3.
Recruitment 2.
Staffing 1.

REFERENCES

Management Principles v.1.0 by Carpenter, Bauer, and Erdogan

Principles of Management, University of Minnesota Libraries Publishing edition, 2015

17
Unit 5: Staffing the Engineering Organization