Staffing Chester Dela Cruz

8/8/2019 Staffing Chester Dela Cruz

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STAFFING THE

ENGINEERING ORGANIZATION

Chester P. dela Cruz


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Contents

W hat is staffing?The staffing procedure

Human Resource PlanningRecruitmentSelectionInduction and Orientation

Training and DevelopmentPerformance AppraisalEmployment DecisionsSeparations


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What is St aff ing?

The engineer manager must be concerned withputting the right persons in right various positions withinhis area of concern. Although some of the importantaspects of staffing maybe delegated to the humanresource office, the engineer manager assumes a greatresponsibility in assuring that the right persons areassigned to positions that fit their qualifications .

Staffing maybe defined as the managementfunction that determine human resource needs, recruits,selects, trains, and develop human resources for jobcreated by an organization .


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Staffing is undertaken to match people with jobs so thatthe realization of the organizations objectives will befacilitated.


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T he St aff ing Procedure

The staffing process consist of the following series of steps:

1. human resource planning

2. recruitment3. selection4. induction and orientation5. training and development

6. performance appraisal7. employment decisions (monetary rewards,

transfers, promotions, and demotions.)8. separations


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Human Resource Pl a nning

The planned output of any organization will requirea systematic deployment of human resources at variouslevels. To be able to do this the engineer manager willhave to involve himself with human resource planning.This will be done in conjunction with the efforts of thehuman 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 resources needs in relation to the currentcapabilities of the organization.


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2.Programming which means translating the

forecasted human resource needs to personnelobjectives and goals.3. Evaluation and control which refers to monitoringhuman resource action plans and evaluating theirsuccess.

Methods of Forecasting. The forecasting of man powerneeds maybe undertaken using of any of the followingquantitative methods:

1. Time series methods which use historical data to developforecast of the future

2. Explanatory, or casual models which are attempts toidentify the major variables that are related to or havecaused particular past conditions and then use currentmeasures of these variables to predict future conditions.


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T he T hree m aj or types o f expl ana torymodels a re a s f ollows:

a. Regression modelsb. Econometric models a system of regression equation

estimated from past time series data the effect of

various and used to show the effect of variousdependent variablesc. Leading indicators refers to time series that anticipate

business cycle turns.Monitoring methods are those that provide earlywarning signal of significant changes in establishedpatterns and relationship so that the engineer managercan assess the likely impact and plan responses if required.


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Recruitment

W hen the different positions have been identified tobe necessary and the decision to fill them up has beenmade, the next logical step is recruitment.

Recruitment refers to attracting qualified person toapply for vacant positions in the company so that thosewho are best suited to serve the company maybeselected.


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Source o f a pplic ants

W hen management want to fill up certain vacancies, thefollowing sources maybe tapped:

1. The organizations current employees. Some of theorganizations current employees maybe qualified to occupypositions higher than the ones they are occupying. Theyshould be considered.

2. Newspaper advertising. There are at least three major dailynewspaper distributed throughout the Philippines.Readership are higher during Sundays.

3. Schools. These are good sources of applicants.Representatives of companies may interview applicantsinside campuses.

4. Referrals from employees. Current employees sometimesrecommends relatives and friends who maybe qualified.


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5. Recruitment firms. Some companies specifically formed toassist client firms in recruiting qualified persons. Examples of these companies are the SGV consulting and the JohnClement s Consultants Inc.,

6. Competitors. These are useful sources of qualified but

underutilized personnel.


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Selection

Selection refers to the act of choosing from thosethat are available the individual most likely to succeed onthe job. A Requisite for effective selection is the

preparation of a list indicating that an adequate pool of candidate is available.

The purpose of selection is to evaluate eachcandidate and to pick the most suited for the position

available.


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Ways o f determining Qu a li f ic a tions o f a JobCandid a te:

Companies use any or all of the following indetermining the qualifications of a candidate:

1. Application blank s. the application blank provides

information about persons characteristics such as age,experience, marital status, address, educationalbackground ,and special interest. After reading theapplication blank the evaluator will have some basis onwhether or not to proceed further on evaluating the

applicant .2. References. References are those written by previous

employers, co-workers, teachers, club officers, etc. Theirstatements may provide some vital information on thecharacter of the applicant.


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3. Interviews. Information maybe gathered by an interview byasking a series of relevant questions to the job candidate.

4. Testing. This involves an evaluation of the future behavior orperformance of the individual.

Types of test:test maybe classified as follows:

1. Psychological test which is an objective, measure of asample behavior . It is classified into:a)aptitude test one used to measure a persons capacity orpotential ability to learn.

b)performance test one used to measure a persons currentknowledge of a subject.c)Personality test one used to measure personality traits asdominance, sociability, and conformity.


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d)interest test one used to measure a persons interestin various fields of work.

2. Physical examination a type of test given to access thephysical health of an applicant. It is to ensure that thehealth of applicant is adequate to meet the jobrequirements.


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I nduction a nd Orient a tion

After an applicant is finally selected from among thevarious ones and then subsequently is hired, the neststeps undertaken are induction and orientation.

in induction, the new employee is provided with thenecessary information about the company. His dutiesand responsibilities, and benefits are relayed to him.Personnel and health forms are filled up, and passes are

issued. The company history, its product and services,and the organization structure are explained to the newemployee.


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In orientation, the new employee is introduced tonthe immediate working environment and co-workers.The following are discussed, location, rules, equipments,

procedures and training plans. Performance expectationsare also discussed. The new employee also undergoesthe socialization process by pairing him with anexperienced employee and having a one on onediscussion with the manager.


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T r a ining a nd Development

If the newly-hired (or newly-promoted) employee isassessed to be lacking the necessary skills required bythe job, training becomes a necessity.

Training refers to the learning that is provided inorder to improve performance on the present jobTraining programs consist of two general types namely:

1. training programs for non-managers .

2. training and educational program for executives.


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T r a ining progr am f or non-m anagers

This type of training is directed to non-manager forspecific increases in skill and knowledge to perform aparticular job. The four methods under this type are:

1. On the job Training where the trainer is placed on anactual work situation under the supervision of hisimmediate supervisor, who acts as trainer. This situationmotivates strongly the trainee to learn.2. Vestibule school where the trainee is place in thesituation almost exactly the same as the workplacewhere the machines, materials and time constraints arepresent. As the Trainer works full time the trainee isassured of sufficient attention for him.


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3. Apprenticeship program where the combination of on

the job training and experiences with classroom instructionin particular subjects are provided to trainees.4. Special courses are those taken which provide moreemphasis on education rather than training. Examples arethose taken which concern specific uses of computer likecomputer aided design and building procedures.


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T r a ining progr ams f or m a nagers

The training needs of managers can be classified into fourareas: decision-making skills, interpersonal skills, jobknowledge, and organizational knowledge.

The decision-making skills of the manager maybeenhanced 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 toa certain company situation. He is expected to handle thesituation within a given period of 1 to 2 hours.2. Management games is a training method where

trainees are face with a simulated situation and are requiredto make an ongoing series of decisions about the situation


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3. Case studies this method presents actual situations in

organization and enable one to examine successful andunsuccessful operations. It emphasizes the managersworld improve communication skills, offers rewards of solving a mystery, possesses the quality of illustration andestablishes concrete reference points for connecting theorywith practice .

The interpersonal competence of the manager maybedeveloped through any of the following methods:a) Role playing is a method by which the trainees areassigned roles to play in a given case incident. They are

provided with a script or description of a given problem andof the key persons they are to play. The purpose of thesemethod is to improve the skill of the trainees in humanrelations, supervisions, and leadership.


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b) Behavior modeling this method attempts to influence

the trainee by showing model persons behaving effectivelyin a problem situation. the trainee is expected to adapt thebehavior of the model and use it effectively in someinstances later on.c) Sensitivity training under this method, awareness and

sensitivity to behavioral patterns of oneself and others aredeveloped.d) Transactional analysis is a training method intended tohelp individuals not only understand themselves and othersbut also improve their interpersonal communication skills.

In acquiring knowledge about the actual job themanager is currently holding, the following methods areuseful:


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1. On the Job experience this method provides valuableopportunities for the trainee to learn various skills whileactually engaged in the performance of a job.2. Coaching this method requires a senior manager to assista lower level manager by teaching him the needed skills andgenerally providing directions, advice, and helpful criticism.The senior manager must be skilled himself and have theability to educated, otherwise the method will be ineffective.3. Understudy under this method, a manager work as

assistant to a higher level manager and participates inplanning and other managerial functions until he is ready toassume such position himself. Once in a while, the assistantis allowed to take over.


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In the attempt to increase the trainees knowledge of thetotal organization, exposure to information and eventsoutside of his immediate job is made. In this regard, thefollowing methods are useful:1. Position rotation under this method, the manager isgiven assignments in a variety of departments. The purposeis to expose him to different functions o the organization.2. Multiple management this method is premised on theidea that junior executives must be provided with means toprepare them for higher management positions. To achievethis, a junior board of directors is created consisting of junior

executives as members. The board is given the authority todiscuss problems that the senior board could discuss. Themembers are encouraged to take a broad business outlookrather than concentrating on their specialized lines of work.


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Per f orm ance Appr a is a l

Performance appraisal is the measurement of theemployee performance. The purposes for which theperformance appraisal is made are as follows:

1. To influence, in a positive manner, employeeperformance, and development;2.To determine merit pay increases;3.To plan for future performance goal;4. To determine training and development needs;5.To assess the promotional potential of employees.


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Ways o f Appr a ising Per f orm ance

An employees performance must be measured using anyof the following methods:1. Rating scale method where each trait or characteristic tobe rated is represented by a line or scale on which the raterindicates the degree to which the individual possesses thetrait or characteristic.2. Essay method where the evaluator composes statementsthat best described the person evaluated.3. Management by objectives method where specific goalsare set collaboratively for the organization as a whole, forvarious subunits, and for each individual member. Individualsare then evaluated on the basis of how well they haveachieved the results specified the goals.


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4. Assessment center method when one is evaluated bypersons other than the immediate superior this methodis used for evaluating managers.

5. Checklist method where the evaluator checksstatements on a list that are deemed to characterize an

employees behavior or performance.6. W ork standard methods where standards are set for the

realistic worker output and later on used in evaluatingthe performance of non-managerial employees.

7. Ranking method which each evaluator arrangesemployees from rank in order from the best to thepoorest.


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8.Critical incident method where the evaluator recalls and

writes down specific but not critical incidents thatindicates the employees performance. A criticalincidence occurs when employees behavior results in anunusual success or failure on some parts of the job.


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E mployment Decisions

After evaluating the performance of the employees,the management will now be ready to makeemployment decisions. These may content of the

following:1. Monetary rewards these are given to employeeswhose performance is at far or above standardrequirements.

2.Promotion these refers to a movement by a personinto a position of higher pay and greater responsibilitiesand which is given as a reward for competence andambition.


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3. Transfer this is the movement of the person to a

different job at the same or similar level of responsibilityin the organization. Transfer are made to provide growthopportunities for the persons involved or to get rid of apoor performing employee.4. Demotion this is a movement from one position toanother which has less pay or responsibility attached toit. Demotion is used as a form of punishment or as atemporary measure to keep an employee until he isoffered a higher position.


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Sep a r a tion

Separation is either voluntary or involuntarytermination of an employee. W hen made voluntary, theorganizations management must find out the real

reason. If the presence of a defect in the organization isdetermined corrective action is necessary.

Involuntary separation is the last option that themanagement exercises when an employees performanceis poor or when he/she committed an act violating thecompany rules and regulations this is usually made aftertraining efforts fail to produce positive results

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Staffing Chester Dela Cruz