STAFFING OF

ENGINEERING
ORGANIZATION
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 planning
2. recruitment
3. selection
4. induction and orientation
5. training and development
6. performance appraisal
7. employment decisions (monetary
rewards, transfers, promotions and
demotions)
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.
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METHODS OF FORECASTING

1. 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
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.

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METHODS OF FORECASTING

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 required.

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RECRUITMENT
Recruitment refers to attracting
qualified persons to apply for vacant
positions in the company 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 advertising. There are at least three major daily

newspapers distributed throughout the Philippines. Readership
in higher during Sundays

3. Schools. The good sources of applicants. Representatives of

companies may interview applicants inside campuses.

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SOURCE OF APPLICANTS

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. Examples of these companies are the SGV
Consulting and John Clements Consultants, Inc., (See
Fig 5.1).

6. Competitors. These are useful sources of qualified

but underutilized personnel.

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SELECTION
Selection refers to the act of choosing
from those that are available 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 applications is done.
Within a few days or even a few hours, the
applicants are informed of the decision.
• When the position under consideration
involves special skills, a more elaborate
selection process was undertaken.

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WAYS OF DETERMINING THE
QUALIFICATIONS OF A JOB 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.
2. References. References are those written by previous employers, co-workers, teachers,
club office. Their smart 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 behavior or performance of an
individual.
 TYPES OF TESTS
1. Psychological tests - 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 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
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.
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, namely:
1. training programs for nonmanagers,
and
2. training and educational programs
for executives.
TRAINING PROGRAM FOR NONMANAGERS
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 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.
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TRAINING PROGRAMS FOR MANAGERS
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 the 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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The interpersonal competence of the manager may be developed through any of the
following methods:
1. Roleplaying - 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 the
behavior of the model and use it effectively in some instances.
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."

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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.

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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.

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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; and

5. To assess the promotional potential of

employees
WAYS OF APPRAISING
PERFORMANCE
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 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.

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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.
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.

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EMPLOYMENT
DECISIONS
After evaluating the performance
of employees (managerial or
otherwise), the management will
now be ready to make
employment decisions.
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.

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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.

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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.
SUMMARY
• The sources of applicants consist of the organization's current
employees, newspaper advertising, schools, 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.