Pamantasan ng Lungsod ng Maynila

(University of the City of Manila)

College of Engineering and Technology
Department of Chemical Engineering

Staffing and Engineering

Organization
Script

Submitted by:

Group 4
Artoza, Jelo
Babol, Carl Bryan B.
Dela Cruz, Josh Edson Karl
Doroteo, Drew R.

BS ChE 4-2

Submitted to:
Engr. Milagros Cabangon

November 11, 2022

 Pamantasan ng Lungsod ng Maynila
University of the City of Manila)
College of Engineering and Technology
Department of Chemical Engineering

Slide 1: Good morning. We are group 4 and today we will be discussing the
topic Staffing and Engineering Organization. I am Mr. Dela Cruz and presenting with me
today will be Mr. Artoza, Mr. Babol, and Ms. Doroteo.

Slide 2: Our general objectives are to define what "Staffing" is in an

organization and identify its importance in the workplace and to enumerate and
differentiate staffing procedure steps within an organization

Slide 3: For our specific objectives: First is to identify the different activities
done in human resource planning and the various methods used in forecasting. Next is
to describe the recruitment and selection processes implemented by an organization
when gathering manpower. Third is to enumerate the training methods and appraisal
systems used by an organization to improve employee performance. Lastly is to
enumerate different types of employment separation and describe the four primary
employment decisions​.

Slide 4: Our presentation consists of the introduction where we will discuss the
Staffing in the engineering organization, definition of staffing, and the importance of
effective staffing in an organization. Second is the staffing process where we will talk
about the different steps such as human resource planning, recruitment, selection,
induction and orientation, training and development, performance appraisal,
employment decisions, and separation.

Slide 5: Let us know go to staffing and the engineering organization. After

deciding on the organizational structure that would best serve the interests of a certain
corporation, the following step is to fill the designated jobs with the most competent
people available.

Slide 6: So why is staffing important?

Slide 7: Engineering businesses are extremely sensitive to any employment

mistakes. Placing the incorrect individual in a highly skilled job, such as quality control,
may cause immeasurable harm to the company. Ineffective staffing may lead to
complications such as an overworked staff, loss in work quality & productivity, student
business growth, exceeding budget limitations, among others.

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 Pamantasan ng Lungsod ng Maynila
University of the City of Manila)
College of Engineering and Technology
Department of Chemical Engineering

Slide 8: The TV show "Brigada Siete" presented an illustration of the negative

consequences of staffing errors. The show focused on the tragedy that occurred at the
Film Center of the Cultural Center Complex in Manila. The whole sixth story of the
Cultural Center's Film Center collapsed while under construction in November 1981. As
a consequence, many employees and one engineer were killed. A former construction
worker told the TV show's staff that he was employed to perform masonry work despite
the fact that he had no masonry experience. Other examples of staffing mistakes were
given in the program.

Slide 9: So what is staffing?

Slide 10: The engineer manager must be careful with placing the correct people
in various roles within his area of operations. Although certain critical areas of staffing
may be transferred to the human resource office, the engineer manager has a great
deal of responsibility in ensuring that the appropriate people are appointed to tasks that
match their capabilities. Staffing is defined as "the managerial function that determines
human resource needs, recruits, evaluates, educates, and manages human resources
for positions established by a company.". Staffing is done to match individuals with
occupations so that the organization's goals may be met more easily.

Slide 11: Next, let us discuss the staffing procedure and its different steps.

Slide 12: The human resources department is one of the most valuable assets
of any organization. All other material resources such as money and machinery can only
be utilized effectively and efficiently by the positive efforts of the company staff.
Therefore, it is essential that each person gets the position that is right for them in the
organization, usually according to their ability, talent, aptitude, and specializations. In
order to achieve this, a staffing process is implemented so that the organization is able
to efficiently achieve its goals with full utilization of manpower. The staffing process
usually consists of the following series of steps according to Medina:

1. Human resource planning

2. Recruitment
3. Selection
4. Induction and orientation
5. Training and development

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 Pamantasan ng Lungsod ng Maynila
University of the City of Manila)
College of Engineering and Technology
Department of Chemical Engineering

6. Performance appraisal
7. Employment decisions
8. Separation

Slide 13: Now let us move on to the first step which is human resource
planning. Any organization's targeted output will need the strategic deployment of
human resources across multiple levels. To accomplish this, the engineer manager must
become involved in human resource planning. This will be done in cooperation with the
work of the company's human resource officer, if one exists.

Slide 14: Human resource planning may include the following three activities.

Slide 15: Forecasting is an evaluation of future human resource requirements in

respect to present organizational capabilities. Basic forecasting techniques include
projection of annual revenues or output, quantitative assessments that use
mathematical calculations to determine how many personnel are required and when,
and qualitative assessments based on judgment that establish cultural fit and skill
requirements, as well as desired personal and professional traits. Next is Programming
which includes translating forecasted human resource requirements to personnel aims
and goals. Last is Evaluation and Control relates to the monitoring of human resource
action plans as well as assessing their success.

Slide 16: The forecasting of power needs may be undertaken using any of the
following quantitative methods. First is Time series method uses previous analysis to
predict the future. The first consideration in time series forecasting is the amount of
data available. The more observations you have, the greater your understanding will be.
This is true for all sorts of analysis, including time series analysis forecasting.
Forecasting, on the other hand, relies considerably on the amount of data, potentially
even more so than other techniques. It is based on historical and current data. The
fewer evidence you have from which to extrapolate, the less accurate your predictions.

Slide 17: Next is .Explanatory or causal models. These are attempts to

determine the primary variables connected to or responsible for certain past conditions
and then utilize current assessments of these variables to forecast future conditions.
Causal forecasting is an approach that involves aiming to anticipate or forecast future
market outcomes based on a variety of variables that are likely to impact future market

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 Pamantasan ng Lungsod ng Maynila
University of the City of Manila)
College of Engineering and Technology
Department of Chemical Engineering

movement. The goal of this form of prediction is to assess what influence those
predicted variables will have on customer demand, the type of price that the market will
be able to sustain in the future, and what those changes will entail for the company's
future. One advantage of causal forecasting is the potential to plan for what is most
likely to happen in the future. Depending on how the forecasts turn out, the
organization may find it advantageous to begin boosting operations now in anticipation
of higher demand for its products at a later period. On the other hand, the results of
the causal forecasting may imply upcoming economic circumstances which would make
it advisable to start scaling back production now in order to avoid being left with large
inventories during a market or general economy recession or crisis.

Slide 18: Monitoring Methods are those that give early warning signs of major changes
in established patterns and connections, allowing the engineer manager to assess the
anticipated effect and prepare appropriate solutions.

Slide 19: Organizations use recruitment strategies when they want to find new
hires to fill open job positions. This process is important because it involves finding and
hiring the best candidates to fulfill a role's duties and contribute to the company's
collective success.

Slide 20: 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.
Strong recruitment process of an organization enables in acquiring right peoples for
right positions at a right time. It attracts competent workforce and motivates them to
apply for available job positions. Process of recruitment differs from organization to
organization as per their nature and size of operations.

Slide 21: Candidate sourcing is the proactive search for potential hires to fill
current and future job openings. To source candidates, recruiters: Collect valuable
candidate information, like resumes and work samples. Pre-screen candidates with skills
that match the roles they’re recruiting for. The searching of suitable candidates and
informing them about the openings in the enterprise is the most important aspect of
recruitment process. The candidates may be available inside or outside the

Staffing and the Engineering Organization Page 4

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 Pamantasan ng Lungsod ng Maynila
University of the City of Manila)
College of Engineering and Technology
Department of Chemical Engineering

organization. In these there are 6 sources of applicants ranging from internal sources
and external sources such as:

Slide 22: Whenever any vacancy arises, someone from within the organization
is upgraded, transferred, promoted or even demoted. Retrenched employees, retired
employees, dependents deceased employees may also constitute the internal sources.
Internal sources include promotion, transfer and in certain cases demotion. When a
higher post is given to a deserving employee, it motivates all other employees of the
organization to work hard. The employees can be informed of such a vacancy by
internal advertisement. Some of the organization's current employees may be qualified
to occupy positions higher than the ones they are occupying. They should be
considered.

Slide 22: It is a method of recruitment frequently used for skilled workers,

clerical and higher staff. Advertisement can be given in newspapers and professional
journals. These advertisements attract applicants in large number of highly variable
quality. Ads in newspapers may be published without much of a lead time. It has
flexibility in terms of information and can conveniently target a specific geographic
location. On the negative side, newspaper ads tend to attract only those who are
actively seeking employment at that point of time, while some of the best candidates
who are well paid and challenged by their current jobs may not be aware of such
openings. As a result, the company may be bombarded with applications from a large
number of candidates who are marginally qualified for the jobs, adding to its
administrative burden.

Slide 23: In recent years, educational institutions have become more and more
familiar with direct recruitment of candidates for certain jobs (e.g. placement) requiring
technical or professional qualifications. The company works closely with educational
institutions to find qualified candidates. Prospective employees are spotted during the
course of their studies. Vocational schools, colleges and universities, including Alumni
placement offices: the best source for newly educated and trained employees full of
energy and enthusiasm; while graduates lack accumulated experience, they are
informed on the latest trends and concepts. This usually leads to the recruitment of
junior executives or managerial trainees. It has become a common practice of external

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 Pamantasan ng Lungsod ng Maynila
University of the City of Manila)
College of Engineering and Technology
Department of Chemical Engineering

recruitment to establish a close relationship with educational institutes for the

recruitment of students with technical and professional qualifications.

Slide 23: Employee referral means using personal contacts to locate job
opportunities. It is a recommendation from a current employee regarding a job
applicant. The logic behind employee referral is that “it takes one to know one”.
Employees working in the organization, in this case, are encouraged to recommend the
names of their friends working in other organizations for a possible vacancy in the near
future. The persons recommended by the employees may be generally suitable for the
jobs because they know the requirements of various positions. The existing employees
take full responsibility of those recommended by them and also ensure of their proper
behavior and performance. In fact, this has become a popular way of recruiting people
in the highly competitive IT industry now-a-days. Companies offer rewards also to
employees whose recommendations are accepted – after the routine screening and
examining process is over and job offers extended to the suggested candidates. As a
goodwill gesture, companies also consider the names recommended by unions from
time to time.

Slide 24: Generally, these agencies select personnel for supervisory and higher
levels. The main function of these agencies is to invite applications and short list the
suitable candidates for the organization. Of course, the final decision on selection is
taken by the representatives of the organization. At best, the representatives of the
employment agencies may also sit on the panel for final selection of the candidates. As
the organizational identity remains unknown to the job seekers, it, thus, avoids
receiving letters and attempts to influence. Some companies are specifically formed to
assist client firms in recruiting qualified persons. Examples of these companies are SGV
Consulting and John Clements Consultants , Inc.

Slide 25: Some of the best operatives in your industry will be working for your
competitors. They might not be looking to relocate or for a better opportunity, 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 employee’s recruitment
firms and competitors.

Staffing and the Engineering Organization Page 6

ARTOZA | BABOL | DELA CRUZ | DOROTEO
 Pamantasan ng Lungsod ng Maynila
University of the City of Manila)
College of Engineering and Technology
Department of Chemical Engineering

Slide 26: Selection is the process of choosing the most qualified individual for a
vacant position. The goal of employee selection is to identify candidates who have the
necessary skills, abilities, and experience to be successful in the role.

Slide 27: 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 and to pick the most suited for the
position available. Selection procedures may be simple or complex depending on the
cost 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.

Slide 28: When employers look for a new employee, they usually want to make
sure that the person they hire is qualified for the specific requirements of the job. For
this reason, you may often find that job listings include a list of qualifications they want
the person they hire to have. You can also build your qualifications into your standard
cover letter and resume so it's easier for employers to determine your best qualities. In
this article, we discuss types of qualifications, provide examples of qualifications and
explain how to use experience instead of qualifications to apply for a job. Such as
Application blanks, references, Interviews and Testing.

Slide 29: Application blank is the commonest device for getting information
from a prospective candi¬date. Almost all organizations require job seekers to fill up an
application. This serves as a personal record of the candidate bearing personal history
profile, detailed personal activities, skills and accomplishments. The application 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 whether to proceed further in evaluating the
applicant.

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 Pamantasan ng Lungsod ng Maynila
University of the City of Manila)
College of Engineering and Technology
Department of Chemical Engineering

Slide 29: 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. It includes the names of (two or three) referees who know
the character, work and abilities of the candidate. However, empirical evidence report a
very slight relationship between references and performance measures. Besides
inaccurate facts, this can also be attributed to the referee’s inability to assess and
describe the candi¬date, and his limited knowledge about him.

Slide 30: Interview proves important because it connects both the employers as
well as job seekers. It assists employers in selecting a right person for a right job. It
also helps job seekers to present their job skills and acquire a desired position on merit.
Interviews are a candidate’s chance to fully showcase themselves and their abilities to
accomplish the responsibilities of the role. But it’s more than that. In addition to
showcasing their abilities and understanding of the role responsibilities, an interview is
a first impression. It is showing their professionalism and their etiquette in front of the
hiring manager. It is being personable and likeable and making a lasting impression
that will lead to a job offer. For as the interview rejects misfits for reasons, which did
not appear in the application forms. Due care needs to be taken to ensure that the
weeding out process does not lead to the elimination of desirable candidates.

Slide 30: The world of employment testing and assessment has historically been
dominated by aptitude, personality, job knowledge and cognitive ability tests. These
tests are designed to assess an individual’s fit within an organization, or to certify that
they have the required knowledge and skill to perform effectively in a job. Professionally
developed and well-validated tests can help predict employee productivity based on
how well they predict performance across a wide range of job types. Most frequently
delivered through multiple choice questionnaires, these tests have high validity and
reliability, and are relatively inexpensive to administer and maintain over time. Most
frequently delivered through multiple choice questionnaires, these tests have high
validity and reliability, and are relatively inexpensive to administer and maintain over
time. Testing can also reduce turnover by ensuring that employees have the basic skills,
behavioral qualities, and more to feel comfortable in their job. Since the hiring process
can be time consuming, testing can save a lot of time when used early on. By having
everyone take these tests, organizations can weed out the least desirable candidates

Staffing and the Engineering Organization Page 8

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 Pamantasan ng Lungsod ng Maynila
University of the City of Manila)
College of Engineering and Technology
Department of Chemical Engineering

early. Since employment tests are so objective, they increase an organization’s

defensibility during the hiring process, making it easier to ensure that they are equal
and non-discriminatory.

Slide 30: There are two types of tests which are psychological test and physical
examinations. Psychological tests is an “an objective '' standard measure of a sample
behavior”. It is classified into: Aptitude test, performance test, personality test, and
interest test.

Slide 31: Aptitude test is used to measure a person's capacity or potential ability
to learn. An aptitude test is a form of assessment that is used to identify a candidate's
cognitive abilities or personality. They are particularly common in job assessments since
they may be used to predict a candidate's chances of success in a job role while
eliminating any bias through standardized administration. They are likely to be
encountered in job selection across all industries; yet, they will be specialized to meet
the different job requirements of the position. Performance test is used to measure a
person's current knowledge of a subject. Performance tests assess a candidate's ability
to perform assigned work. They evaluate an employee's abilities and understanding of a
certain function or job. Performance tests help in determining if a candidate is suitable
for a certain job and evaluate the possibility that a candidate will be able to accomplish
job tasks.

Slide 32: Personality test is used to measure personality traits as dominance,

sociability, and conformity. Personality tests are assessments that determine whether or
not an employee will engage in particular types of behavior. These tests also assess an
employee's chances of success in a specific job based on the personality types needed
for that role. These evaluations also reveal whether or not an employee will engage in
negative habits, such as absenteeism. Examples of personality tests are The Caliper
Profile, The Myers-Briggs Type Indicator (MBTI), and The SHL Occupational Personality
Questions. Next, Interest test is used to measure a person's interest in various fields of
work. An example of this is the Holland Interest Assessment. This interest test is
modeled on Holland's Inventory of Basic Interests, often known as the RIASEC
(Realistic, Investigative, Artistic, Social, Enterprising, Conventional) assessment. It
suggests that persons with comparable personal interests typically want the same sorts
of professions.

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 Pamantasan ng Lungsod ng Maynila
University of the City of Manila)
College of Engineering and Technology
Department of Chemical Engineering

Slide 33: Physical examination is 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”. A physical examination is a medical exam that
companies may ask new hires to undergo to ensure they are physically or mentally fit of
doing the job. It also simplifies record-keeping because the company is able to track
changes in employee health over time.

Slide 34: Good day to all those who are listening, my name is Drew Doroteo
and this morning I will be discussing the next few steps of the staffing process,
induction and orientation, training and development as well as performance
appraisal.

Slide 35: So, after an applicant is finally chosen to be hired among their
competitors, the next step in the staffing process would be to induce and orient
the individual into the company protocols and culture.

Slide 36:It should be noted that induction comes first before orientation.
Induction in this case, refers to the process of admitting a new hire to their
designated position. This program usually takes less than a day to complete and
is usually done the first day the employee reports to work. Thus, it can be
described as a short informal meeting led by an HR representative wherein the
information given to the new hire includes: job description, company dress code,
information about the company, its history, the current clients that they are
working with and etc.

Orientation, on the other hand, is a longer process that can take weeks or even
months to complete. This procedure is more focused on orienting the employee
to the technical parts of the job usually by some coaching and observation
methods. They will also now be formally introduced to the team that they will be
working with. The orientation phase can be seen as the “training wheel” phase of
an employee as they get used to the tasks their job requires.

Slide 37: Briefly, here are examples of information given to the employee during
the induction stage.

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 Pamantasan ng Lungsod ng Maynila
University of the City of Manila)
College of Engineering and Technology
Department of Chemical Engineering

First is the duties, responsibilities and benefits of their job. Duties represent an
individual's moral obligation to an action without any authority to oversee it.
Duties are not required to be done but can result in merits and incentives.

Conversely, responsibilities are tasks given to us that we are held accountable for
and authorities watch over us to ensure its completion.

For example, After eating in a restaurant, it is a person’s moral duty to leave the
table in an orderly state while it is the server’s responsibility to clean the table
up. In terms of work, a person is responsible for presenting their thesis paper to
a panel but he/she can provide food and drinks for the panel due to their duty as
a junior.

Slide 38: An example job description sheet for an accounting manager can be
seen on screen. His job responsibilities include supervising and manager the
whole accountancy department staff which includes setting goals for the team
and production performance assessments, review and reconciliation of financial
statement completed on a monthly basis, monitor the team budget, working with
government agencies to ensure regulation compliances in business, provide
accounting advice to all other company departments and etc.

Slide 39: Additionally, some common job benefits include but are not limited to:
sick leaves, health insurance, dental insurance, vision care, fitness plans,
retirement plans, paid vacation leaves, etc.

Slide 40: Company information will also be given to the individual in terms of its
mission and vision, purpose, company values, company history, the company
dress code, current products and clientele among others. So an example that you
can see here in the slide is URC, the company where I had my OJT.

Slide 41: The HR representative will also brief the employee about paperwork
that they need to get done before starting the job such as employee information,
health declaration forms or payroll deposit slips as well as forms that he/she
might need to fill out in the future. Examples of these are performance
assessments or physical examination forms.

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 Pamantasan ng Lungsod ng Maynila
University of the City of Manila)
College of Engineering and Technology
Department of Chemical Engineering

Slide 42-43: Finally, the employee will also be shown the company’s
organizational structure. They will be introduced to the higher ups that their
team will be working under, the heads of the other departments and of course
their immediate supervisors. This current example is the organizational structure
of URC that can be shared to the public, but a better example would be PLM’s
organizational structure taken from the official website.

Slide 44: Let’s move on to the information given during the orientation stage
wherein work location, rules, equipment, procedures, training plans and
performance reviews are discussed.

This would include what we call, key performance indicators which refer to a set
of quantifiable measurements used to gauge a company’s or a worker’s overall
long-term performance depending on their field of work. For example, a safety
officer would mostly be evaluated in terms of Accident reduction, amount of lost
employee time due to accidents and inspection compliance while a project
manager’s KPI could be Schedule Performance Index or how on schedule a
project is, Average system downtime and Client return/satisfaction

Slide 45: The next step in the staffing process is training and development. If
the newly-hired or newly promoted employee is assessed to be lacking the
necessary skills required by a job, training and development becomes a
necessity.

Slide 46: So, training and development is described as an ongoing process

where companies help their employees acquire the knowledge and skills needed
to reach their full potential and optimum performance.

They are often implemented to:

1. Overcome employee performance gaps that are only due to easily-teachable

gaps in skills or knowledge
2. Of course, to increase company productivity as a result of improved workers
3. To create an agile and adaptable workforce that is able to fulfill more than
one role in an organization and respond well to upskilling needs such as
technological advancements in the manufacturing process

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 Pamantasan ng Lungsod ng Maynila
University of the City of Manila)
College of Engineering and Technology
Department of Chemical Engineering

4. Succession planning to be able to train and adequately prepare the next line
of employees, usually on a managerial scale
5. Lastly, improvement of employee retention.

Slide 47: As previously mentioned in the induction and orientation stage training
plans are separated into those for managers and those for non-managers.

The training programs for non managers include: On-the-job Training, Vestibule
School, Apprenticeship and special courses.

Slide 48: Let's start with on the job training or simply OJT. Here, The trainee is
placed in an actual work situation under the direction of his immediate
supervisor, who acts as a trainer. Experienced colleagues, managers, and
members of the specified department usually take responsibility for helping the
individual develop professional skills and capabilities.

The advantages of this method are that training plans can be tailored depending
on the specific job the employee is training for, it is a cheaper method of training
because no additional instructors are hired, it trains the employees with real time
problem-solving and improves interpersonal communication in the team. But this
leads to corresponding lower productivity levels are the seniors are given the
extra task of teaching the new hires. There is also a lack of foundation in the
training since teaching becomes fast paced and situational.

Slide 49: In vestibule school or near the job training, The trainee is placed in a
situation almost exactly the same as in the workplace where machines,
materials, and time constraints are taken into consideration but in a facility
separated from the main workplace..

The advantages of using this method are that the company is able to give
focused training to many employees that do the exact same job, the workers
don’t feel the pressure of working in a real production line right off the bat and
seniors will no longer be burdened with the task of teaching. But this comes with
increased costs, less work time for the new hires and an occurrence of spoon
feeding information with trainees needing to adjust to the real working
environment even after training.

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 Pamantasan ng Lungsod ng Maynila
University of the City of Manila)
College of Engineering and Technology
Department of Chemical Engineering

Slide 50: In the apprenticeship program, The trainees are provided with a
combination of OJT training and classroom instructions headed by a senior.
Apprenticeships are considered full-time employment and undergo consequent
performance reviews and with significantly less room for mistakes.

In the table we can read more self-explanatory advantages and disadvantages of

this type of training plan.

Slide 51: Lastly, a different category for training plans are special courses.
These programs provide emphasis on technical and skill-based training rather
than experience and training and they aim to catch employees up on the latest
technological advancements in the field. An example of a special course would be
machine learning engineering for production specialization. AI can now be used
to manage production lines and solve problems in real time based on human
programming.

Slide 52: Next up, we have training plans for managers which are grouped into
4 skills that managers need to constantly improve upon according to Medina.

Decision-making, interpersonal skills, job knowledge and organizational

knowledge.

Slide 53: Under decision making we have In-basket training. The in-basket
strategy involves placing a range of concerns or issues in an “in-basket” to
familiarize employees eligible for managerial roles with their duties and
responsibilities. After assessing the current situation, the trainees must find a
way to satisfy or at least address the needs of all who submitted their concerns.
As they are solved, the problems for the “in-basket” may be transferred to the
“out-basket”. For example, a manager is tasked to finish a project under strict
budgetary conditions. The higher ups do not care about the quality and they
strictly forbid the team from going over budget. The manager also hears concern
from his subordinates about how there is no way to build a high quality structure
without increasing the budget. It is up to the manager to make a scenario that
solves these problems.

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 Pamantasan ng Lungsod ng Maynila
University of the City of Manila)
College of Engineering and Technology
Department of Chemical Engineering

General managerial games are also implemented that aim to expose the
manager-in-training to high-pressure situations so that they will get used to
handling them. A specific example would be “Delegation” where a manager is
given a project and a number of members and their skills. They will then be
asked to delegate tasks to complete this project.

Slide 54: We also have case studies which present actual situations in
organizations which enables the trainee to examine successful and unsuccessful
operations based on real experience and evidence. The contents of the case
study would generally include:

- The history, development, and growth of the company over time

- Company’s internal strengths and weaknesses
- Nature of the external environment surrounding the company
- SWOT Analysis (strengths, weaknesses, opportunities and threats of the
situation)
- Company organizational structure and employee relationships
- Current company production strategy
- And the writer's options and recommendations for a solution to the problem

Slide 55: An example root cause analysis fishbone diagram can be seen on
screen. According to the sample scenario, the boss has a job that involves
traveling to different countries all the time, the two managers under her have
conflicting leadership strategies and have been observed to show competitive
behavior leading to a stressed workforce.

Some recommendations to solve this problem would be:

- To study different management and leadership styles and conduct

leadership training
- Create an effective incentive program for the employees
- Conduct a team-building within the organization
- Utilizing transparent software tools for team management

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Slide 56: According to Medina, a manager's interpersonal skills can be improved

by first: role playing, where trainees are allowed to practice soft skills such as
leadership, camaraderie, empathy, decision-making under pressure etc.

With role play, a learner can practice several social skills, can get real time
feedback, and can adjust their behavior accordingly.

Slide 57: Another method is behavioral modeling which attempts to influence

the trainee by showing them their superiors behaving effectively in a given
problem situation. The trainee is then expected to adapt the observed good
behavior and apply it accordingly.

Slide 58: Interpersonal skills can also be improved by sensitivity training. Here,
trainees are put in focused discussions with people of different races, ethnicities
and financial backgrounds. If a manager is exposed to these situations as early
as possible, it is said that they can be able to handle future interactions with
diverse backgrounds, avoiding any unnecessary conflict.

Slide 59: Lastly, the transactional analysis method posited by Dr. Eric Berne is
used as a template for understanding human behavior. According to the theory, a
person’s behavior can be categorized into 3 states of mind: the parent, adult and
child egos.

The parent ego is described to be nurturing like most parents are, but can
sometimes be too bossy and overbearing when dealing with people who are
younger or less experienced

The adult ego represents our logical reasoning and responsible state of mind
while on the other end of the spectrum, the child ego manifests itself in
rebellious or immature behavior. It is said that all our actions can be traces back
to these 3 egos that exist inside all of us and understanding them enables the
trainee to empathize more with the feelings of the people around them.

Slide 60: Furthermore, there are 3 commonly practiced methods to improve

manager’s workplace knowledge.

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First is on-the-job training which we have already discussed, and the other 2
methods: coaching and the understudy method share similar principles. Both
methods involve a senior employee that is tasked to teach a newer employee the
technical aspects of a job. Coaching aims to ready the new hire to be absorbed
into a team while the understudy method prepares the hire to replace the
teacher.

Slide 61: Moving on, a manager’s organizational knowledge can notably be

improved by 2 methods: positional rotation and middle management.

As the name suggests, position rotation involves assigning a manager to work

and observe the different departments of an organization. The advantages of
using this method include staff exposure to different skill sets and of course an
opportunity for the individual to identify where his strengths lie and where
he/she will be most suited to manage. Some disadvantages are that this method
promotes job generalization rather than specialization with time and productivity
lost due to regular team changes.

Middle Management on the other hand aims to train a selected junior board of
directors to handle and brainstorm solutions for problems that the real board of
directors face in day-to-day life. This method encourages fresh hires to hone
their decision-making and risk analysis skills at an early age, presumably in order
to replace the current board of directors someday.

Slide 62: So, after a certain amount of time dedicated to training and
development, performance appraisal of an employee is needed to determine
whether they are now able to efficiently function as part of the organization.

Slide 63: Performance appraisal is formally defined as a systematic and

quantitative evaluation of an individual in order to gauge their current skills and
assess whether further growth is needed in order to properly fill the job’s
requirements.

So, Performance appraisal is usually done for the ff reasons:

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Department of Chemical Engineering

1. To influence employee performance and development in a manner positive

matter with constructive criticism
2. To serve as a basis for modifying behavior toward more effective working
habits
3. To determine merit pay increases are reward for an employee's exceptional
behavior
4. To plan for future performance goals
5. Of course, to determine whether the individual needs further training or no
6. Lastly, to assess whether employee is up for promotion or termination

Slide 64: I will be presenting some methods commonly used to assess the
performance of employees in a business setting

First is the rating scale method, where a set of defined traits or characteristics is
represented by a scale which indicates the degree at which an individual
possesses these characteristics

An example can be seen onscreen with the scale consisting of 5 categories,

unacceptable, weak, fair, good and excellent. And the characteristics to be
assessed are written on the left side.

Slide 65: The essay method is also used to review employees. Here, The
evaluator composes statements that best describe the person evaluated in a
paragraph or set of paragraphs. There is no specific set of parameters to
evaluate but it focuses on general observations about the employee’s work ethic
and behavior.

An example essay evaluation is given below.

Slide 66: Next, the management by objective method involves setting specific
goals for the employee to be completed for a specified period of time. It is
important to remember that the goals given by the evaluator should be SMART
(specific, measurable, attainable, relevant and timebound). An example of these
goals would be the previously discussed Key Performance Indicators or KPIs.

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Department of Chemical Engineering

Slide 67: Another appraisal technique is the assessment center method. Here,
employees are evaluated using one or a combination of the first few methods
that were discussed. Employees are not only evaluated by their superiors, but
also their peers.

An example of an employee evaluation form is given below.

Slide 68: A simple checklist can also be used to assess new hires or employees
for promotion. The evaluator simply checks pre-determined statements on a list
that are deemed to characterize an employee’s desired behavior or performance.

Slide 69: Another technique is the work standards method. This time, Standards
are set for the realistic worker output to input ratio. Specifically, evaluators look
at minimum standards of productivity and rate the employee performance based
on minimum expectations. Again, it should be noted that different positions are
evaluated by different standards of productivity. But generally input would refer
to: manpower, machinery usage, material usage and money spent while outputs
are categorized as profit, products made and/or service provided.

Slide 70: In some cases, employees are arranged in ranked order from best to
poorest in terms of a designated set of parameters, or generally, they are sorted
in terms of their overall behavior and productivity. In this method there will
usually be incentives for those ranked high and appropriate pointers or demerits
for those who ranked low.

Advantages of using this method include increased employee motivation and

improved employee performance but at the cost of affecting workplace
relationships and creating an unhealthy working environment.

Slide 71: Lastly, we have the critical incident method wherein The evaluator is
tasked to recall and write down specific but critical incidents that indicate the
employee’s performance. These events may either have led to a success or
failure. A guideline statement used for this method could be asking the evaluator
to think of a project that a specific employee has worked on and to Describe
specific scenarios where this person achieved notable success or failure as a
result of their own actions.

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The evaluator or superior of the employee to be assessed is then expected to

give an objective and correct retelling of events in order to distinguish whether
they have underperformed or have performed to the boss’s satisfaction.

Slide 72: That is all for my part of the report! As a final note, appraisal forms or
methods used in real-world situations are often a combination of the techniques
that I just explained. Next up, Mr. Artoza will be discussing the finals steps of the
staffing process.

Slide 73: After evaluating the performance of employees, the management will
now be ready to make employment decisions.

Slide 74: Employment decisions include decisions about promotions, transfers,

demotions, and separations which is the topic of the following slides. These
changes are influenced by appraisals and by how an organization recruits, hires,
orients, and trains.

All employment decisions mean change—change that has a ripple effect

throughout an organization’s subsystems and its ability to interact with the
external environment.

Slide 75: Let’s now discuss the four primary employment decisions, starting
from monetary rewards.

Employees are given these types of reward when their performance falls within
standard requirements or does more than what is required.

One main goal of this is to motivate them to perform at their best and strive to
achieve both company and individual goals.

Common forms of monetary rewards are salary increase and bonuses. A salary
increase is a payment made to employees based on their performance. For
example, a company might give its top engineer a 10% raise. On the other hand
a bonus is a payment given to employees after they complete a specific task.

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Slide 76: Next to monetary rewards are promotions. As a reward for skill and
ambition, this describes a person being promoted to a position with more pay
and more responsibility.

Promotions may also serve as incentives, offering the promise of greater

personal growth and challenges to those who seek them.

Promotion provides a way for employees to climb up the ladder through raising
their ranks, putting them in a position of greater responsibility and better pay. So
we may think of promotion as moving employees in the vertical direction. Now
let’s look at how companies move their employees in the lateral direction, and
that is through transfers.

Slide 77: This is the transfer of a person to a different position within an

organization with the same or a similar level of responsibility.

Transfers are made to give the parties involved opportunity for advancement or
to fire a worker who isn't doing well.

They are also made as an alternative to promotion, since promotions are not as
available now as they were in the past, attributed to the leaner, flatter
management structures of today and the trend toward teams.

For years companies have used lateral moves in attempts to train and develop
employees. Job rotation is one way of exposing people to different aspects of an
operation and helping them see the big corporate picture. Transfers can help
people advance by moving them from an area where few opportunities exist to
an area that offers a less-congested career track.

Slide 78: The fourth primary employment decision is the opposite of promotion:
That is, demotion.

This is a transfer from one position to another with a lower salary or lower level
of responsibilities. Demotion may be used as a form of discipline or as a
short-term strategy to retain staff members until they are granted promotions.

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Department of Chemical Engineering

Others choose a demotion to reduce stress, give them more. freedom to pursue
hobbies, or to meet challenges such as caring for children or an elderly parent.

Slide 79: A part of employment decisions that is emphasized is separation which

is the departure of an employee from an organization

Slide 80: A separation may be voluntary or involuntary. Voluntary separations

include resignations and retirements. Involuntary separations include layoffs and
firings. Employers sometimes encourage voluntary separation by offering
incentives to encourage employees to retire early.

Slide 81: Now there are two main types of voluntary separation; it may be due
to either professional reasons or personal reasons.

Voluntary separation due to professional reasons is when employees seek

separation to seek better positions, responsibilities and status outside the
present organization. Efficient employees would seek to expand their realm of
knowledge and skills continuously by working in different capacities/positions in
various organizations. In their quest for greater responsibility, power and status,
they may seek separation from the organization.

Next is voluntary separation due to personal reasons. The important personal

reasons for voluntary separation are relocation for family reasons like marriage of
the employees and health crisis of family members, maternity and child-rearing.
For instance, when working women get married, they often prefer to settle in the
partner's place of occupation. Similarly, an employee may seek voluntary
separation to look after the child or parent.

Slide 82: Next we have involuntary separation. This is caused by factors which
remain beyond the purview of the employees.

However, these factors may be classified broadly into health problems, behavioral
problems and organizational problems.

Major health problems crippling the employees may make them invalid or unfit to
continue in the profession. For instance, accidents causing permanent disabilities

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Department of Chemical Engineering

and illness of the employees like brain stroke and other terminal illnesses can
lead to their involuntary separation.

Death of employees is another factor which results in their involuntary

separation.

An employee's objectionable and unruly behaviour within the organization may

also lead to his involuntary separation from the organization. When the
employees behaviour is unethical or violates the code of conduct in force, the
organization may initiate disciplinary actions, which may eventually result in his
termination.

Another thing is the consistent failure of an employee to reach performance

goals; this can also result in his involuntary separation.

Organizational problems are another important factor that contributes to the

involuntary separation of employees. The poor financial performance of an
organization may cause it to terminate the services of some of its employees as
part of cost control measures. Such terminations are also classified as involuntary
separation.

Similarly, automation, organizational restructuring and rationalization can also

result in employee termination.

Slide 83:

To sum up, engineering organizations are not exempt from the challenges of
filling the numerous positions identified during the organizational stage with
qualified individuals. Errors in the performance of tasks may not be readily
apparent since the outputs of engineering organizations are produced by
individuals working under the supervision of engineer managers. As a result,
personnel need to be taken very seriously. This is what makes staffing
important.

● We have learned recruitment, selection, training, and development of human

resources, which are all aspects of staffing.

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Department of Chemical Engineering

● We have learned the important procedures for effective staffing: human

resource planning, recruitment, selection, induction and orientation, training and
development, performance evaluation, and employment decisions.

● Under the recruitment step of staffing, we were able to enumerate different

ways that a company may source for applicants: these are the organization's
current employees, newspaper ads, schools, employee recommendations,
employment agencies, and competitors.

● And after recruitment, we then discussed some guidelines for selecting the
most qualified individual for a job position; application forms, references,
interviews, and testing are methods used to evaluate job seekers.

● We discussed two types of training programs: one is for non-managers and the
other for executives.

● An important component of staffing is evaluation of employees and

employment decisions. Here, we have learned the different performance
appraisal techniques: The checklist method, work standards method, ranking
method, rating scale method, and significant incident method.

● After evaluation, we laid out details on monetary rewards, promotions,

transfers, and demotions, which are the four primary employment decisions.

● Finally, we discussed separations and some of the reasons that result to it, and
that there are two types of separations: voluntary and involuntary

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