Engineering Management Staffing

CHAPTER 5
STAFFING OF ENGINEERING ORGANIZATION

WHAT IS STAFFING
The continuous process of finding, selecting evaluating and developing a

working relationship with current or future employees.
The main goal of staffing is to fill the various roles within the company with
suitable candidates.
STAFFING PROCEDURE
1. Human resource planning

2. Recruitment
3. Selection
4. Induction and orientation
5. Training and development
6. Performance appraisal
7. Employment decision
8. Separations
HUMAN RESOURCE PLANNING
• The planned output of any organizational will require a systematic deployment

of human resources at various levels. To be able to do this, the engineer
manager will have to involve himself with human resource planning. This will
be done in conjunction with the efforts of the human resource officer if the
company has one.
• Human resource planning may involve three activities:
• 1. Forecasting
• 2. Programming
• 3. Evaluation and Control
• Methods of Forecasting
• 1. Time Series Methods
• 2. Explanatory
• A. Regression models
• B. Econometric models
• C. Leading indicators
• 3. Monitoring Methods
RECRUITMENT
Refers to attracting qualified person to apply for vacant position in the company so that those who are best suited to serve
the company may be selected.
Source of Applicants
• 1. Schools - these are good source of applicants.
• 2. Referrals from employees - current employees sometimes recommend relatives and friend who may be qualified.
• 3. Newspaper advertising - there are atleast major daily newspaper distributed throughout the Philippines. Readership is
higher during sundays.
• 4. The organization current employee - Some of the organization's current employee may be qualified to occupy position
higher than the ones they are occupying. They should be considered.
• 5. Recruitment firms - some companys are specifically formed to assist Client firms in recruiting qualified person.
• 6. Competitors - 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 manager, the reliable
source are current employees, recruitment firms, and competitors.)
SELECTION
• 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 in
available.
• The purpose of selection is to evaluate each candidate and to pick the most
suited for the position available.
WAYS OF DETERMINING THE QUALIFICATIONS
OF A GOOD JOB CANDIDATE
Companies use any or all of the following in determining the qualifications of a candidate:
1. Application blanks – It provides information about a person’s characteristics such as age, marital
status, address, educational background, experience, and special interests. After reading the
application blank, the evaluator will have some basis on whether or not to proceed further in
evaluating the applicant.
2. References – 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.
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 – one used to measure a person’s capacity or potential ability to learn.
b. Performance Test – one used to measure a person’s current knowledge of a subject.
c. Personality Test – one used to measure personality traits as dominance, sociability, and
conformity.
d. Interest test – one used to measure a person’s interest in various fields of work.
2. Physical Examination – a type of test given to assess the physical health of an applicant. It is given
“to assure that the health of the applicant is adequate to meet the requirements.”
INDUCTION AND ORIENTATION
• In INDUCTION, the new

employee is provided with the
necessary information about
the company.
• DUTIES
• RESPONSIBILITIES
• BENEFITS
• HISTORY
• PRODUCTS
• SERVICES
• ORGANIZATION STRUCTURE
• In orientation, the new

employee is introduced to the
immediate working
environment and co-workers.
• Location
• Rules
• Equipment
• Procedures and
• Training plans
• 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
• “Learning that is provided in order to improved performance on the present job”
• Two general types of Training Program

1. Training Program For non-managers
2. Training and educational programs for executives
Training Program For non-managers

This types of training is directed to nonmanagers for specific increases in skill and
knowledge to perform a particular job.
Four Methods Under Training Program For non-managers
1. On-the-job-training – where the trainer is placed in an actual work situation under the direction of his
immediate supervisor, who acts as trainer.
2. Vestibule School – where the trainee is placed in a situation almost exactly the same as the workplace
where machine, materials, and time constraints are present.
3. Apprenticeship Program – where a combination of on-the-job-training and experiences with the

classroom instruction in particular subjects are provided to trainees.
4. Special Courses – are those taken w/c provided more emphasis on educational rather than training.
Training Program For non-managers
The training needs of managers may be classified into four areas;
• Decision-making skills
1. In-basket – where the trainee is provided w/ a set of notes, messages,
telephones calls, letters, and reports, all pertaining to a certain company
situation.
2. Management games – “trainee are faced w/ simulated situation and are
required to make an on going series of decisions about that situation”
3. Case Studies – this method presents actual situations in organizations
• Interpersonal skills
1. Role playing – is a method by w/c the trainees are assigned roles to play in a
given case incident.
2. Behavior modeling – this method influence the trainee by “showing model
person having effectively in a problem situation”
3. Sensitivity training – awareness and sensitivity to behavioral patterns of
oneself and others are developed.
4. Transaction analysis – is a training method intended “to help individuals not
only understand themselves and others bot also to improve their
interpersonal communication skills.
• Job Knowledge
1. On-the-job experience – provides valuable opportunity for trainee to learn various
skills while actual engaged in the performance of the job.
2. Coaching – required a senior manager to assist a lower-level by teaching him the
needed skills and generally providing direction, advice, and helpful criticism.
3. Understudy – a manager work as assistant to the higher-level manager and participate
in planning and other managerial function until he is ready to assume such position
himself.
• Organizational knowledge
1. Position rotation – the manager given the assignments in variety of department.
2. Multiple management – premises on the idea that junior executives must be provided
w/ means to prepare them for higher management position.
PERFORMANCE APPRAISAL
Performance Appraisal is the systematic evaluation of the performance of

employees and to understand the abilities of a person for further growth and
development.
Objectives of Performance Appraisal
Performance Appraisal can be done with following objectives in mind:
•To maintain records in order to determine compensation packages, wage structure,
salaries raises, etc.
•To identify the strengths and weaknesses of employees to place right men on right job.
•To maintain and assess the potential present in a person for further growth and
development.
•To provide a feedback to employees regarding their performance and related status.
•To provide a feedback to employees regarding their performance and related status.
•It serves as a basis for influencing working habits of the employees.
•To review and retain the promotional and other training programmes.
It is said that performance appraisal is an investment for the company which can be
justified by following advantages:
Advantages of Performance Appraisal
• Promotion: Performance Appraisal helps the supervisors to chalk out the promotion
programmes for efficient employees. In this regards, inefficient workers can be
dismissed or demoted in case.
• Compensation: Performance Appraisal helps in chalking out compensation packages
for employees. Merit rating is possible through performance appraisal. Performance
Appraisal tries to give worth to a performance. Compensation packages which
includes bonus, high salary rates, extra benefits, allowances and pre-requisites are
dependent on performance appraisal. The criteria should be merit rather than
seniority.
• Employees Development: The systematic procedure of performance appraisal
helps the supervisors to frame training policies and programmes. It helps to analyse
strengths and weaknesses of employees so that new jobs can be designed for
efficient employees. It also helps in framing future development programmes.
• Selection Validation: Performance Appraisal helps the supervisors to understand
the validity and importance of the selection procedure. The supervisors come to know
the validity and thereby the strengths and weaknesses of selection procedure. Future
changes in selection methods can be made in this regard.
• Communication: For an organization, effective communication
between employees and employers is very important. Through
performance appraisal, communication can be sought for in the
following ways:
• Through performance appraisal, the employers can understand and
accept skills of subordinates.
• The subordinates can also understand and create a trust and confidence
in superiors.
• It also helps in maintaining cordial and congenial labour management
relationship.
• It develops the spirit of work and boosts the morale of employees.
• All the above factors ensure effective communication.
• Motivation: Performance appraisal serves as a motivation tool.
Through evaluating performance of employees, a person’s efficiency
can be determined if the targets are achieved. This very well motivates
a person for better job and helps him to improve his performance in the
future.
EMPLOYMENT DECISION
After evaluating the performance of employees (managerial or otherwise), the

management will now be ready to make employment decisions. This may consist
of the following.
1. Monetary rewards – these are given to employees whose performance is at

par or above the standard requirements.
2. Promotion – this refers to a movement by a person into a position of higher
pay and greater responsibilities and which is given as a reward for
competence and ambition.
3. Transfer – this is the movement of a person to a different job at the same of
similar level of responsibility or organization. Transfers are made to provide
growth opportunities for the persons involved or to get rid of a poor
performing employee.
4. Demotion – this is a movement form one position to another which has less
pay or responsibility attached to it. Demotion is often used as a form of
punishment or as a temporary measure to keep an employee until he is offered
a higher position.
S E PA R AT I O N S
• Separation is either a voluntary or involuntary termination of an employee.

• Voluntary – The organization’s management must find out the real reason. If the presence
of a detect in the organization is determined, Corrective action is necessary.
• Involuntary – Separation ( or Termination ) is the last option that the management
exercises when an employee’s performance is poor or when he/she committed an act
violating the company rules and regulations. This is usually made after training efforts fail
to produce positive results.

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CHAPTER 5

STAFFING OF ENGINEERING ORGANIZATION

The continuous process of finding, selecting evaluating and developing a

1. Human resource planning

• The planned output of any organizational will require a systematic deployment

Tests may be classified as follows:

1. Psychological Tests – which is an “objective, standard measure of a sample behavior”. It is

• In INDUCTION, the new

• In orientation, the new

• The new employee also

• “Learning that is provided in order to improved performance on the present job”

• Two general types of Training Program

Training Program For non-managers

3. Apprenticeship Program – where a combination of on-the-job-training and experiences with the

Performance Appraisal is the systematic evaluation of the performance of

After evaluating the performance of employees (managerial or otherwise), the

1. Monetary rewards – these are given to employees whose performance is at

• Separation is either a voluntary or involuntary termination of an employee.

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