Staffing the Engineering Organization

• After setting up the organizational structure that has been decided to best serve the interest of a certain firm, the next move that has to be made is to fill out the identified positions with the most qualified persons available.
• Engineering organizations are very sensitive to whatever staffing errors are made. Placing the wrong persons in a highly specialized position like quality control, for instance, may bring untold damages to the firm. Yet, this refers to a single error only.
• An example of the ill effects of staffing errors was provided by the TV program “Brigada Siete”. The disaster that happened in the Film Center at the Cultural Center Complex in Manila was highlighted in the program. In November 1981, the whole sixth floor of the Film Center collapsed while undergoing construction. Many workers and an engineer died as a result.
• When interviewed by the TV program’s staff, a former construction worker said he was hired to do masonry job when he does not have training in masonry. Some other examples of staffing errors were provided in the program.
• This type of tragedy undergoes the importance of staffing in any organization, engineering or otherwise. Effective staffing, on the other hand places the engineering organization on a competitive stance.
• The staffing process consists of the following series of steps:

  (1) Human resource planning

  (2) Recruitment

  (3) Selection

  (4) Induction and Orientation

  (5) Training and Development

  (6) Performance Appraisal

  (7) Employment Decisions

  (8) Separations
• Human Resources

  The planned output of any organization will requires 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, 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 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.
• Methods of Forecasting. The forecasting of manpower needs may be undertaken using any of the following quantitative methods.

  (1) Time series methods – which use historic data to develop forecast of the future.
• Methods of Forecasting. The forecasting of manpower needs may be undertaken using any of the following quantitative methods.

  (2) Explanatory, or casual models – which are attempts to identify 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.
• The three major types of explanatory models are as follows:

  a.) Regression models

  b.) Econometric models – a system of regression equations estimated from past time-series data and used to show the effect of various independent variables on various dependent variables.

  c.) Leading indicators – refers to time series that anticipate business cycle turns.
• Methods of Forecasting. The forecasting of manpower needs may be undertaken using any of the following quantitative methods.

  (3) Monitoring methods – are those that provide early warning signals of significant changes in established patterns and relationships do that the engineer manager can assess the likely impact and plan response if required.
• Recruitment

  When the different positions have been identified to be necessary and the decision to fill up has been made, the next 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.
• Source of Application

  When management wants to fill up certain vacancies, the following sources may be tapped:

  (1) The organization’s current employees. Some of the organization’s current employees may be qualified to occupy positions higher that the ones they are occupying, They should be considered.

  (2) Newspaper advertising. There are at least three major daily newspaper distributed throughout the Philippines.

  (3) Schools. There are good sources of applicants. Representative of companies may interview applicants inside the campus.
• Source of Application

  When management wants to fill up certain vacancies, the following sources may be tapped:

  (4) Referrals from employees. Current employees sometimes recommend relatives and friends who may be qualified.

  (5) Recruitment firms. Some companies are specifically formed to assist client firms in recruiting qualified persons.

  (6) Competitors. These are useful sources of qualified but underutilized personnel.
• Selection

  Selection refers to the act of choosing form that is 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 procedure may be simple or complex depending on the costs 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 application is done. Within a few days or even a few hours, the applicants are informed of the decision.
• Ways of determining the Qualifications of a Job Candidate

  (1) Applications blanks. Provides information about a person’s characteristics

  (2) References. Written by previous employers regarding the character of the applicant

  (3) Interviews. Information may be gathered by asking series of relevant questions

  (4) Testing. Evaluation of the future behavior or performance of an applicant.
• Types of Tests

  (1) Psychological test – 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 works

  (2) Physical Examination – a type of test given to assess the physical health of an applicant.
• Induction. The new employee is provided with the necessary information about the company. His duties, responsibilities and benefits are relayed to him. Personnel and health forms are filled up and passes are issued. The company history, its products and services, and the organizations structures are explained to the new employee.
• Orientation. The new employee is introduced to the immediate working environment and co-workers. The following are discussed: location, equipment, procedures, and training plans. Performance expectations are also discussed. The new employee also undergoes “socialization process” by pairing him with an experienced employee and having a one-on-one discussion with the manager.
• Training and Development

  If the newly-hired (or newly-promoted) employee is assessed to be lacking the necessary skills required by the job, training becomes a necessity. Training refers to the learning that is provided in order to improve performance on the present job. Training programs consist of two general types:

  (1) Training programs for non-managers

  (2) Training and educational programs for executives.
• Training Program for Non-managers

  This type of training is directed to non-managers for specific increases in skill and knowledge to perform a particular job. The four methods under this type are:

  a.) On the job training – where the trainee placed in an actual work situation under the direction of his immediate supervisor, who acts as trainer. This situation motivates strongly the trainee to learn.
• Training Program for Non-managers

  This type of training is directed to non-managers for specific increases in skill and knowledge to perform a particular job. The four methods under this type are:

  b.) Vestibule method – where the trainee is placed in a situation almost exactly the same as the workplace where machines, materials, and time constraint are present. As the trainer works full time, the trainee is assured of sufficient attention from him.
• Training Program for Non-managers

  This type of training is directed to non-managers for specific increases in skill and knowledge to perform a particular job. The four methods under this type are:

  c.) Apprenticeship program – where a combination of on-the-job training and experiences with classroom instruction in particular subjects are provided to trainees.

  d.) Special courses – are those taken which provide more emphasis on education rather than training. Examples are those which concern specific uses of computer like computer-aided design and building procedures.
• Training Programs for Managers

  The training needs of managers may be classified into four areas. Decision making skills, interpersonal skills, job knowledge, and organizational knowledge.

  a.) The decision-making skills of the manager may be enhanced through any of the following methods of training:

  1.) In-basket – where the trainee is provided with a set of notes, messages, telephone bills, letters, and reports, all pertaining to a certain company situation. He is expected to handle the situation within a given period of 1 or 2 hours.
• Training Programs for Managers

  The training needs of managers may be classified into four areas. Decision making skills, interpersonal skills, job knowledge, and organizational knowledge.

  a.) The decision-making skills of the manager may be enhanced through any of the following methods of training:

  2.) Management games – is a training method where “trainees are faced with a simulated situation and are required to make an ongoing series of decisions about that situation”
• Training Programs for Managers

  a.) The decision-making skills of the manager may be enhanced through any of the following methods of training:

  3.) Case studies – this method present actual situations in organizations and enable one to examine successful and unsuccessful operations. It emphasizes “the manager’s world, improved communication skills, offers rewards of solving a mystery, possess the quality of illustration, and establishes concrete reference points for connecting theory with practice.
• b.) The interpersonal competence of the manager may be developed through any of the following methods:

  1.) Role-playing – is a method by which the trainees are assigned roles to play in a given case incident. They are provided with a script or a description of a given problem and of the persons they are to paly. The purpose of this method is to improve the skills of the trainee in human relations, supervision and leadership.
• b.) The interpersonal competence of the manager may be developed through any of the following methods:

  2.) Behavior modeling – this method attempts to influence the trainee by showing model persons behaving affectively in a problem situation. The trainee is expected to adapt the behavior of the model and use effectively in some instances later on.
• b.) The interpersonal competence of the manager may be developed through any of the following methods:

  3.) Sensitivity training – under this method, awareness and sensitivity to behavioral patterns of oneself and other are developed

  4.) Transactional analysis – is a training method intended to help individuals not only understand themselves and others but as improve their interpersonal communication skills.
• c.) In acquiring knowledge about the actual job the manager is currently holding, the following methods are useful:

  1.) On-the-job experience – this method provides valuable opportunities for the trainees to learn various skills while actually engaged in the performance of a job.
• c.) In acquiring knowledge about the actual job the manager is currently holding, the following methods are useful:

  2.) Coaching – this method requires a senior manager to assist a lower-level manager by teaching him the needed skills and generally providing directions, advice, and helpful criticism. The senior manager must be skilled himself and have the ability to educate; otherwise the method will be ineffective.
• c.) In acquiring knowledge about the actual job the manager is currently holding, the following methods are useful:

  3.) Understudy – under this method, a manager works as assistant to a higher-level manager and participates in planning and other managerial functions until he is ready to assume such position himself. Once in a while, the assistant is allowed to take over.
• d.) In the attempt to increase the trainee’s knowledge of the total organization, exposure to information and events outside of his immediate job is made. In this regard, the following methods are useful:

  1.) Position rotation – under this method, the manager is given assignments in a variety of departments. The purpose is to expose him to different functions of the organization.
• d.)

  2.) Multiple management – This method is premised on the idea that junior executive must be provided with means to prepare them for higher management positions. To achieve this, a junior board of directors is created consisting of junior executives as members. The board is given the authority to discuss problems that the senior board could discuss. The members are encouraged to take a board business outlook rather than concentrating on their specialized lines of work.
• Performance Appraisal

  Performance appraisal is the measurement of employee performance. The purpose for which performance appraisal is made are as follows:

  (1) To influence, in a positive manner, employee performance and development

  (2) To determine merit pay increase

  (3) To plan for future performance goals

  (4) To determine training and development needs and

  (5) To assess the promotional potential of employees
• Ways of Appraising Performance

  An employee’s performance may be measured using any of the following methods:

  (1) Rating scale method – where each trait or 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 characteristic.

  (2) Essay Method – where the evaluator composes statements that best describe the person evaluated.
• Ways of Appraising Performance

  An employee’s performance may be measured using any of the following methods:

  (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. Individuals are then, evaluated on the basis of how well they have achieved the results specified by the goals.

  (4) Assessment center method – where one is evaluated by persons other than the immediate superior. This method is used for evaluating managers.
• Ways of Appraising Performance

  An employee’s performance may be measured using any of the following methods

  (5) Checklist method – where the evaluator checks statements on a list that are deemed to characterize an employee’s behavior or performances.

  (6) Work standards method – where standards are set for the realistic worker output and later on used in evaluating the performance of non managerial employees.