STAFFING

THE
ORGANIZATIO
N
ENGINEERING MANAGEMENT EMGT311
MODULE 6
WHOA!
It could be the part of the
presentation where you can
introduce yourself, write your
email…
01 WHAT IS STAFFING?
02 THE STUFFING PROCEDUER
PRESENTA
Human Resource Planning
Recruitment, Selection,
TION
Induction, Training, OUTLINE
Performance Appraisal
Employment Decision &
Separations
STAFFING THE ENGINEERING
ORGANIZATION
After setting up the organizational structure that been
decided to best serve the interest of a certain firm, the
next move that has to be made is to fill up the identified
positions with the most qualified persons available.
 01
WHAT IS
STAFFING?
 Staffing may be defined as “the
management function that determines
WHAT IS human resource needs, recruits,
STAFFING? selects, trains, and develops human
resources for jobs created by an
organization.”

6
 The main
purpose of
staffing is to
It is the It has assumed put right man
function of greater
importance in
on right job
i.e. square
WHAT
manning the
organization the recent pegs in IS
structure and years due to square holes STAFFI
advancement and round
keeping it
of technology, pegs in NG?
manned.
increase in size round holes.
of business,
complexity of
human
behavior.
 02
THE STAFFING
PROCEDURE
 1. Human Resource Planning
2. Recruitment
3. Selection
THE 4. Induction and Orientation
STAFFING 5. Training and Development

PROCEDU 6. Performance Appraisal

7. Employment Decisions
RE (Monetary Rewards,
Transfer, Promotion and
Demotion)
8. Separations
Forecasting Evaluation
is an
and Control HUMAN
assessment of
future human Programming
refers to
monitoring
RESOUR
resource
needs in
translating the human CE
relation to the
forecasted
human
resource
action plans
PLANNI
current
capabilities of
resource need
to personnel
and NG
the evaluating
objectives and
organization. their success.
goals. Human resource
planning may
involve three (3)
activities:
 Source of Applicants:
RECRUITMEN 1. The organization’s current
T employees
It refers to attracting qualified persons to 2. Newspaper advertising
apply for vacant positions in the company 3. Schools
so that those who are best suited to serve 4. Referrals from employees
the company may be selected.
5. Recruitment firms
6. Competitors
 SELECTI
A requisite for The purpose of
ON
Selection refers to
effective selection selection is to the act of
is the preparation evaluate each choosing from
of a list indicating candidate and to those that are
that an adequate pick the most suited available the
individuals most
pool of candidates for the position likely to succeed
is available. available. on the job.
Ways of
Determining the
Qualifications of a
Job Candidate
Application blanks References Interviews Testing
provides information are those information this involves
about a person’s written by may be an evaluation
characteristics such as previous gathered in an of the future
age, marital status, employers, co- interview by behavior or
address, educational workers, asking a series performance
background, teachers, club of relevant of an
experience and officers, etc. questions to individual
special interest. the job
candidate
TYPE OF TEST TYPE OF PSYCHOLOGICAL
TEST
1. PSYCHOLOGICAL TEST APTITUDE PERFORM
ANCE
which is “an objective,
used to measure a used to measure a
standard measure of a
sample beavior’ person’s capacity or person’s current
potential ability to knowledge of a
2. PHYSICAL EXAM learn subject.
a type of test given to
assess the physical INTERES
PERSON
health of an applicant. T
ALITY
It is given “to assure used to measure
used to measure
that the health of the a person’s
applicant is adequate personality traits
interest in various
to meet the job as dominance,
fields of work.
requirements”. sociability, and
conformity.
 INDUCTIO
INDUCTIO N
The new employee is provided with the
N& necessary information about the company,
his duties, responsibilities and benefits are

ORIENTA relayed to him.

Personnel and health forms are filled up,
TION and passes are issued.
The company history, its products and
services and the organization structure are
explained to the new employee.
 ORIENTAT
ION
INDUCTIO The new employee is introduced to
immediate working environment and co-
workers.
N& The following are discussed: location,

ORIENTA rules, equipment, procedures and training

plans.

TION Performance expectations are also discussed.

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.
 If the newly-hired (or newly-promoted) employee is
TRAINING assessed to be lacking the necessary skills required
by the job, training becomes a necessity.
& Training refers to the “learning that is provided in
DEVELOP order to improve performance on the present job”.

MENT Training programs consists of two general types:

1. Training programs for non-managers
2. Training and educational programs for
executives.
TRAINING PROGRAM FOR NON-
MANAGERS
1. On-the-job-training – where the trainee 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 machines, materials and time
constraints are present.
3. Apprenticeship program – where a combination of on-the-job training
and experiences with classroom instruction in particular subjects are
provided to trainees.
4. Special courses – are those taken which provide more emphasis on
TRAINING PROGRAM FOR
MANAGERS
The training need of managers may be classified into four (4) areas:
1. Decision-making skills
2. Interpersonal skills
3. Job knowledge
4. Organizational knowledge
DECISION MAKING SKILLS
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 calls, letters and reports, all pertaining to a
certain company situation.
2. Management games – is a training method where “trainees face with
a simulated situation and are required to make an ongoing series of
decisions about that situation”.
3. Case studies – this method presents actual situations in
organizations and enable one to examine successful and
unsuccessful operations.
INTERPERSONAL SKILLS
The interpersonal competence of the manager may be developed through
any of the following methods:

1. Role-playing – is a method by which the training is assigned roles to

play in a given case incident.
2. Behavior modeling – this method attempts to influence the trainee by
“showing model persons behaving effectively in a problem situation”.
3. Sensitivity training – Under this method, awareness and sensitivity to
behavioral patterns of oneself and others are developed.
4. Transactional analysis – is a training method intended “to help
individuals not only understand themselves and others but also
improve their interpersonal communication skill”.
JOB KNOWLEDGE
1. On-the-job experience – this method provides valuable opportunities
for the trainee to learn various skills while actually engaged in the
performance of a job.
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.
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
ORGANIZATIONAL KNOWLEDGE
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.
2. Multiple management – this method premised on the idea that junior
executives must be provided with means to prepare them for higher
management positions.
PERSONAPerformance appraisal is the measurement of
L employee performance. The purposes for
which performance appraisal is made are as
APPRAISA1.follows:
To influence, in a positive manner, employee
L 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
WAYS OF APPRAISING
PERFORMANCE
1. Rating scale method – where each trait or characteristics 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. This method is used for evaluating
managers.
WAYS OF APPRAISING
PERFORMANCE
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 are set for the realistic
worker output and later on used in evaluating the performance of non-
managerial employees.
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.
EMPLOYM
ENT 1. Monetary rewards – these are given to

DECISION
employees whose performance is at par
or above standard requirements.

S 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
EMPLOYM person to a different job at the same or

ENT similar level of responsibility in the

organization. Transfer are made to provide

DECISION growth opportunities for the persons

involved or to get rid of a poor performing
S employee.
4. Demotion – this is a movement from one
position to another which has less pay or
responsibility attached to it. Demotion is
used as a form of punishment or as a
temporary measure to keep an employee
until he is offered a higher position.
SEPARATI
ON Separation is either a voluntary or
involuntary termination of an employee.
When made voluntarily, the organization’s
management must find out the real reason. If
the presence of a defect in the organization
is determined, corrective action is necessary.
 THANKS!
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anyone
have any
questions?