STAFFINGEngineering Management:

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.

OBJECTIVES:

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 madeavailable and properly put to productive use.

HUMAN RESOURCES FORECASTINGIt is exercise of projecting or anticipating what changes and needsin an organization will crop up in the future terms of humanresource. It is the first portion of planning and it concernsdetermining 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 ANALYSISIs the study of what is required to do a job satisfactory. It determineswhat major work-connected behaviors and traits, responsibilities,capabilities, experiences and the like are needed to perform a job. Ithelps you find out what the job entails and what kind of people coulddo the job. Job analysis yields specific data related to the job whichare 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 FORMULATIONHow can make acquired or to be acquired human resources functioneffectively, it is in need to formulate policies, and programs to guideus in this aspect. Policies and programs are a kind of plan, a planbeing 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. EXECUTIONProvides activities generated information that will be collectedand analyzed in maintenance. The plan can only be useful if itis carried out in the actual operation of the company. Theimplementation or administration of all policies and programsdirectly related to acquisition and development of personnel willbe the focus of execution. Included in this group arerecruitment, 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 PROCESSChoosing an individual or individuals to be hired among thoserecruited. The process involves a series of screening or eliminationprocedures.

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 person’s 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 forpersonnel 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 employee’s 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 co-professionals 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.

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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 Management”or 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 held…Food 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 fromuseful 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 employee’s 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 studyRecommendations- 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 O’Donnell, Cyril. (1974). Essentials Of management. New York: McGraw-Hill.

Resource accounting (October,2012)