STAFFING THE

ENGINEERING
ORGANIZATION
 Fill up the identified positions with the most
qualified persons available
Engineering organizations are very
sensitive to whatever staffing errors are
made.
Effective staffing places the engineering
organization on a competitive stance
 STAFFING
the management function that
determines the human needs, recruits,
selects, trains, and develop human
resources for jobs created by an
organization
 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
8. SEPARATIONS
HUMAN RESOURCE PLANNING
an ongoing, continuous process of
systematic planning to achieve optimum
use of an organizations most valuable
asset- its human resources
 ACTIVITIES INVOLVES IN HRP
FORECASTING
an assessment of future human
resource needs in relation to the current
capabilities of the organization
 ACTIVITIES INVOLVES IN HRP
PROGRAMMING
translating the forecasted human
resource needs to personnel objectives
and goals
 ACTIVITIES INVOLVES IN HRP
EVALUATION AND CONTROL
monitoring human resource action
plans and evaluating their success
 METHODS OF FORECASTING

1.TIME SERIES METHODS

use historical data to develop forecasts
of the future
 METHODS OF FORECASTING

2. EXPLANATORY/CASUAL MODELS
attempts to identify major variables
that are related to or have caused
particular past conditions
TIME SERIES METHOD
EXPLANATORY/CAUSAL MODEL
 MAJOR TYPES OF EXPLANATORY
MODELS
REGRESSION MODELS
a forecasting method that examines
the association between two or more
variables
uses data from previous periods to
predict future events
 MAJOR TYPES OF EXPLANATORY
MODELS
REGRESSION MODELS
Simple Regression- one independent
variable
Multiple Regression- two or more
independent variables
 MAJOR TYPES OF EXPLANATORY
MODELS
ECONOMETRIC MODELS
a system of regression equations
estimated from past time-series data and
used to show the effects of various
independent variables
 MAJOR TYPES OF EXPLANATORY
MODELS
LEADING INDICATORS
refers to time series that anticipate
business cycle turns
 METHODS OF FORECASTING

3. MONITORING METHODS
provide early warning signals of
significant changes in established patterns
 RECRUITMENT
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 APPLICANT

1. THE ORGANIZATIONS CURRENT EMPLOYEES

-some of the organizations current
employees may be qualified to occupy positions
higher than the ones they are occupying
2. NEWSPAPER ADVERTISING
-there are at least three major daily
newspaper distributed through the Philippines.
 SOURCE OF APPLICANT

3. SCHOOLS
-good sources of applicants

4. REFERRALS FROM EMPLOYEES

-current employees recommend relatives or
friends who may be qualified
 SOURCE OF APPLICANT

5. RECRUITMENT FIRMS
-companies are specifically formed to assist
client firms in recruiting qualified persons

6. COMPETITORS
-useful sources of qualified but underutilized
personnel
ORGANIZATIONS CURRENT
EMPLOYEE
NEWSPAPER ADVERTISING
SCHOOL

REFERRALS FROM EMPLOYEES

 COMPETITORS

RECRUITMENT FIRMS
 For entry-level personnel, the engineer
manager rely on NEWSPAPER
ADVERTSING, SCHOOLS, AND REFERRALS.

When recruiting managers, reliable

sources are CURRENT EMPLOYEES,
RECRUITMENT FIRMS, AND COMPETITORS
 SELECTION
an act of choosing from those that are
available most likely to succeed on the job

Purpose
To evaluate each candidate and to
pick the most suited for the position
 Selection procedure may be simple or complex
depending on the costs of wrong decisions.
If the management picks the wrong person and the
subsequent effect to the organization is negligible,
then the selection process is 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 is
under taken.
 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
-provides information about a persons characteristics
such as age, marital status, address, educational
background, experience, and special interest.
-after reading the application blank, the evaluator will
have some basis whether or not to proceed further in
evaluating the applicant.
2. References
-are those written by 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 an evaluation of the future behavior or
performance of an individual.
REFERENCE

TESTING

INTERVIEW
 TYPES OF TESTS
Tests may be classified as follows:
1. Psychological Tests
-which is an objective, standard measure of a
sample behavior. It is classified into:

a. Aptitude Test-used to measure a persons

capacity or potential ability to learn.

b. Performance Test-used to measure a persons

current knowledge of a subject.
 c. Personality Test-used to measure personality test
as dominance, sociability, and conformity.

d. Interest Test-used to measure a persons interest in

various fields of work.

2. Physical Examination-a type of test given to assess the

physical health of the 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 organizational 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
If a 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 job. The methods under this type are:
1. On-the-job training-where the trainee is placed to 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 a particular subjects are provided to
trainees.

4. Special Courses- are those taken which provide

more emphasis on education rather than training.
Example are those which concern specific uses of
computer like computer-aided design and building
procedures.
 VESTIBULE SCHOOL
ON-THE-JOB TRAINING

APPRENTICESHIP
SPECIAL COURSES
 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 to 2 hours.
2. Management Games- 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- presents actual situations in an

organizations and enable one to examine successful
and unsuccessful operations.
-it emphasizes the managers world, improves
communication skills, offers reward of solving a
mystery, possesses the quality of illustration, and
establishes concrete references points for connecting
theory with practice.
 The interpersonal competence of the manager may be
developed through any of the following methods:

1. Role Playing- 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 uses it effectively in some instances later on.
3. Sensitivity Training- awareness and sensitivity of
behavioral patterns of oneself and others are
developed.

4. Transactional analysis- 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- provides valuable
opportunities for the trainee to learn various skills while
actually engaged in the performance of a job.

2. Coaching- requires a senior manager to assist a lower-

level manager by teaching him the needed skills and
generally providing directions, advices, and helpful criticism.

3. Understudy- a manager works as an assistant to a

higher-level manager and participates in planning and other
managerial skills functions until he is ready to assume such
position himself.
 In the attempt to increase a trainees knowledge of
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- 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- is premised on the idea that

junior executives must be provided with means to prepare
them for higher management position. 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.
PERFORMANCE APPRAISAL

is the measurement of
employment performance
 PURPOSES FOR WHICH APPRAISAL
IS MADE:
To influence, in a positive manner, employee
performance and development
To determine merit by pay increases
To plan for the future performance goals
To determine training and development
needs
To assess the promotional potential of
employees
 WAYS OF APPRAISING PERFORMANCE

1. RATING SCALE METHOD

-where each trait or characteristics to be
rated is presented by a line

2. ESSAY METHOD
-the evaluator composes statements that
best describe the person evaluated
RATING SCALE METHOD

ESSAY METHOD
 WAYS OF APPRAISING PERFORMANCE
3. MANAGEMENT BY OBJECTIVES METHOD
-specific goals are set collaboratively for the
organization as a whole, for subunits, and for
each members

4. ASSESSMENT CENTER METHOD

-one is evaluated by persons other than the
immediate superior
 MANAGEMENT BY ASSESSMENT CENTER
OBJECTIVES METHOD METHOD
 WAYS OF APPRAISING PERFORMANCE
5. CHECKLIST METHOD
-evaluator checks statements on a list that
are deemed to characterize an employees
behavior

6. WORK STANDARD METHOD

-standards are set for the realistic worker
output and used in evaluating the performance
of non-managerial employees
 WAYS OF APPRAISING PERFORMANCE
7. RANKING METHOD
-evaluator arranges employees in rank order
from the best to the poorest

8. CRITICAL-INCIDENT METHOD
-evaluator recalls and writes down specific
incidents that indicate the employees
performance
 EMPLOYMENT DECISIONS
1. MONETARY REWARDS
-given to employees whose performance is
above standard requirements
2. PROMOTION
-movement by a person into a position of
higher pay and greater responsibilities
 EMPLOYMENT DECISIONS
3. TRANSFER
-movement of a person to a different job at
the same or similar level of responsibility in the
organization
4. DEMOTION
-movement from one position to another
which has less pay or responsibility
-a form of punishment
 SEPARATION
either a voluntary or involuntary
termination of an employee

VOLUNTARY SEPARATION
-the management must find out the
real reason and when defect is
determined, corrective action is necessary
 SEPARATION
INVOLUNTARY SEPARATION
-takes place when employees
performance is poor and when he/she
violates the companys rules and
regulations