STAFFING

Staffing
 Staffing – the management function that determines human
resource needs, recruits, selects, trains, and develops human
resources for jobs created by an organization.
 Staffing is undertaken to match people with jobs so that the
realization of the organization’s objectives will be facilitated.
*Staffing Procedure
1. Human resource planning
2. Recruitment
3. Selection
4. Induction and orientation
5. Training and development
6. Performance appraisal
7. Employment decisions (monetary rewards, transfers,
promotions and demotions)
8. Separations
*Human Resource Planning
 Human resource planning may involve three activities:
1. Forecasting – which is an assessment of future human
resource needs in relation to the current capabilities of the
organization.
2. Programming – which means translating the forecasted
human resource needs to personnel objectives and goals.
3. Evaluation and control- which refers to monitoring human
resource action plans and evaluating their success.
*CONSIDERATIONS
• Product/Service
• Economics
• Technology
• Financial Resources
• Absenteeism/ Turnover
• Growth
*Methods of Forecasting
1. Time series methods – which use historical data to develop
forecasts of the future (trend analysis)
2. Explanatory or causal models – which attempts to
indentify the major variables that are related to or have
caused particular past conditions and then use current
measures of these variables to predict future conditions.
3. Monitoring methods – are those that provide early
warning signals of significant changes in established
patterns and relationships so that the engineer manager can
assess the likely impact and plan responses if required.
Recruitment
 It refers to attracting qualified persons to apply
for vacant positions in the company so that those
who are best suited serve the company may be
selected.
Recruitment
Advertisements Public
Employment
Temporary Help Agencies
Agencies Private
Employment
Agencies
External
Labor Unions Sources Executive Search
of Firms
Recruitment
Professional Educational
Organizations Institutions

Unsolicited Employee
Applications Referrals
Selection
The process of choosing individuals
who have relevant qualifications
to fill existing or projected job openings
Steps in the Selection Process

Hiring decision
Note: Steps may vary.
Medical exam/drug test An applicant may be
Supervisor/team interview rejected after any step
in the process.
Preliminary selection in HR Dept.
Background investigation
Employment testing (aptitude, achievement)
Initial interview in HR Department
Completion of application
Types of Employment Tests

Psychological Tests
Interest Inventories

Aptitude Tests

Personality Tests
Performance Tests
Types of Interviews

Nondirective
Interview Structured Interview

Situational Interview

Behavioral
Description
Interview

Computer Interview Panel Interview

Guidelines for Employment Interviews

Standardize
Establish Plan
Control Questions
Rapport
Interview

Recognize
Biases and Active Listener
Stereotypes

Separate Facts
Attend to
from
Nonverbal Cues
Inferences
Use Questions Provide
Effectively Information
‘Can-Do’ and ‘Will-Do’ Factors in Selection Decisions

“CAN-DO”

Knowledge

Skills

Personality
Job
Performance

Motivation

“WILL-DO”
Induction and orientation
 In induction- the new employee is provided with necessary
information about the company. His duties, responsibilities,
and benefits are relayed to him. The company history, its
products and services and the organization structure are
explained.
 In orientation, the new employee is introduced to thee
immediate working environment and co-workers. The
following are discussed,: location, rules, equipment,
procedures, an training plans. Performance expectations are
discussed.
 Productivity Enhancements

Motivation
• job enrichment
• promotions Ability
• coaching • recruitment
• feedback Performance = • selection
• rewards f(A,M,E) • training
• development

Environment
• empowerment
• teams
• leader support
• culture
Performance Appraisal

• Is the measurement of employee performance.

1. To influence employee performance and development.
2. To determine merit pay increases
3. To plan for future performance goals
4. To determine training and development needs
5. To assess the promotional potential of employees
Why Performance
Appraisals May Fail
Alternative Sources
of Appraisal
SUPERIOR
CUSTOMERS

TEAM
PEERS SELF

SUBORDINATES
 Appraisal Interviews

Ask for Self-

Follow Up Day Assessment Invite
by Day Participation

Express
Establish Goals
Appreciation

Minimize
Be Supportive
Criticism
Focus on Change the
Problem Behavior, not
Solving the Person
*Ways of appraising performance
1. Rating scale method- each trait and characteristic to be rated is
represented by a line or scale on which the rater indicates the degree
to which the individual possesses the trait or characteristics.
2. Essay method – where the evaluator composes statements that best
describe the person evaluated.
3. Management by objectives method – where specific goals are set
collaboratively for the organization as a whole, for various subunits and
for each individual member.
4. Assessment center method – where one is evaluated by persons other
than the immediate superior.
5. Checklist method – where the evaluator checks statements on a list that
are deemed to characterize an employee’s behavior or performance.
6. Work standards method – where standards set for the realistic worker
output and later on used in evaluating the performance of
nonmanagerial employee.
7. Ranking method – where each evaluator arranges employees in rank
order from the best to the poorest.
8. Critical incident method – where the evaluator recalls and writes down
specific incidents that indicate the employee’s performance.
Training:
 Definition:
“ A planned process to modify attitude, knowledge or skill behavior
through learning experience to achieve effective performance in an activity or
range of activity. In order to satisfy the current and future needs of a project”

 Engineering is a challenging and constantly changing discipline. Since it is

constantly changing, consider planning training time in the regular workweek.
If you don’t train your people on an ongoing basis, you will both lose.
Considerations to be taken:
 Is training a solution for the problem?

 Are the goals clear and realistic?

 Is it a good investment?

 Will it work?
 Training Process
Development and Training Conduct

• Location.
On Job (OJT)
Needs Assessment Phase Off Job
• Presentation
• Organization needs. Slides and video tapes.
• Task needs. Computer
• Person needs. Simulation
Virtual reality
• Types.
Skills
Retraining
Cross Functional Training
Team Training
Creativity Training

Evaluation
Training and Development
The training can be about the projects or about technology.You can do this
in a number of ways:
 Hold brown-bag lunches, where each person discusses a particular area
of his or her expertise.
 Hold periodic expository talks from each department. With any luck,
each department in your organization is intimately familiar with what it
does, but normally other departments don’t know what the others do.
 If you have cross-functional teams in your organization, you could have
each team present its project to the rest of the company.
 Invite outside experts to talk about specific technology or projects.
These experts could be professional consultants or speakers, or they
could be a knowledgeable friend or colleague.
 If you’ve bought a tool and already had training, consider organizing an
in-house “user group” meeting, where people can share how they use the
tool with others and discuss problems, tips, and tricks.
Employment Decision
 After evaluating the performance of employees, the
management will now be ready to make employment
decisions. These may consist of the following:
1. Monetary rewards
2. Promotion
3. Transfer
4. Demotion
Alternative Career Moves

Monetary Promotion
Reward

Exit

Transfer

Demotion
 HR’s Role in Career Development
THE GOAL: MATCHING
• Encourage employee ownership of career.
• Create a supportive context.
• Communicate direction of company.
• Mutual goal setting and planning.
CAREER DEVELOPMENT INITIATIVES
• Provide workbooks and workshops.
The Goal: Match
• Provide career counseling.
• Career self-management training
Individual and
• Give developmental feedback. Organization Needs
• Provide mentoring.
Identify Career
Opportunities &
Requirements

Gauge OPPORTUNITIES & REQUIREMENTS

Employee • Identify future competency needs.
• Establish job progressions/career paths.
Potential
• Balance promotions, transfers, exists, etc.
GAUGE EMPLOYEE POTENTIAL • Establish dual career paths.
• Measure competencies (appraisals).
• Establish talent inventories.
• Establish succession plans.
• Use assessment centers.
 Mentoring Functions
GOOD MENTORS…
• Listen and understand
• Challenge and stimulate learning
• Coach
• Build self-confidence
• Provide wise counsel
• Teach by example
• Act as role model
• Share experiences
GOOD MENTEES…
• Offer encouragement
• Listen
• Act on advice.
• Show commitment to learn.
• Check ego at the door.
• Ask for feedback.
SUCCESSFUL • Are open-minded
• Are willing to change
MENTORING • Are proactive.

Source: Matt Starcevich and Fred Friend, “ Effective mentoring relationships from the Mentee's perspective,”
Workforce, supplement, (Jul 1999): 2-3.
 Stages of Career Development

Stage 5: Late Career (ages 55-retirement):

Remain productive in work, maintain self esteem, prepare for effective
retirement.

Stage 4: Mid Career (ages 40-55): Reappraise early

career & early adulthood, reaffirm or modify goals, make choices appropriate to
middle adult years, remain productive.

Stage 3: Early Career (ages 25-40): Learn the job, learn

organizational rules and norms, fit into chosen occupation and organization, increase
competence, pursue goals.

Stage 2: Organizational Entry (ages 18-25): Obtain job offer(s)

from desired organization(s), select appropriate job based on complete and accurate information.

Stage 1: Preparation for Work (ages 0-25): Develop occupational self-

image, develop initial occupational choice, pursue necessary education.
Separation
Separation is either a voluntary or involuntary termination of
an employee.