EE 11 (Staffing)

staffing

the management function that determines human resource needs, recruits, selects, trains, and develop human resources for jobs created by an organization

engineering firms

are extremely sensitive to staffing errors

• HR planning

• recruitment

• selection

• induction & orient.

• training & Dev.

• performance appr.

• employment dec.

• separations

the 8-step staffing procedure

• forecasting

• programming

• evaluation & control

3 core activities in HR Planning Process

forecasting

assessing future human resource needs vs. current capabilities

programming

translating forecasted needs into actionable goals & personnel plans

evaluation & control

monitoring and controlling HR action plans for success

• time series methods

• explanatory/causal models

• monitoring methods

forecasting quantitative methods

time series methods

uses historical patterns to forecast future trends

explanatory/causal models

identifies key variable causing past conditions (regression, econometric models, leading indicators)

monitoring methids

provides early warning signal for dynamic adjustment

recruitment

attracting qualified person to apply for vacnt positions to build an adequate candidate pool

current employees

promotions or lateral transfers from inside the existing firm

employee referrals

recommendations submitted by trusted current employees

newspaper & media

print, online, and trade publication advertisements

executive search agencies

specialized “headhunters” targeting niche technical talent

school & campuses

direct campus recruitment for fresh engineering graduates

unsolicited applicants

walk-in or direct application submissions received by HR

• application blanks

• references

• interview

• physical examination

determining qualifications (4)

application blanks

gathers vital personal data, work history, and experience

references

background checks from former employers & professors

interviews

direct structured or unstructured candidate evaluation

physical examination

assesses physical readiness for job demands

• aptitude test

• performance test

• personality test

• interest test

types of psychological test (4)

aptitude test

measures capacity and potential to learn a job

performance test

measures present skills and job knowledge

personality test

evaluates emotional balance, dominance, & traits

interest test

assesses candidate preferences for specific task

induction process

providing the newly hired employee with foundational administratuve information about the organization

orientation process

socializing the new employee to seamlessly integrate them into their immediate work environment

• on-the-job training

• vestibule school

• apprenticeship

• special courses

training programs for NONMANAGERS

ojt

learning directly in actual work settings under supervisor direction

vestibule school

simulated environment with real equipment without prodution line pressure

apprenticeship

structured mix of hands-on experience and classroom study

special courses

specialized skill instruction (e.g., computer-aided design/CAD)

• decision-making skill

• interpersonal skills

• job knowledge

• organization exposure

training programs for MANAGERS

decision-making skill

in-basket exercise, management games, case studies

interpersonal skills

role-playing, behavior modeling, sensitivity training

job knowledge

coaching, understudy assignments, position roration

organization exposure

multiple management boards and commitee

• rating scale

• essay method

• mbo method

• assessment center

• checklist method

• work standards

• ranking method

• critical-incident

8 appraising methods

rating scale

evaluates traits on a scale

essay method

narrative performance description

MBO method

measured against agreed goals

assessment center

multi-rater managerial evaluation

checklist method

checking behavior statements

work standard

measured against target output

ranking method

ordered best to worst

critical-incident

logs key behavior events

monetary rewards

granted to employee who meet or exceed standards

promotion

advancement to higher position with increased pay and authority

transfer

reassignment to similar level position to broaden experience or fit

demotion

reassignment to lower position due to performance deficits or discipline

voluntary resignation

management must investigate the real reason to identify systemic defects in the firm

involuntary termination

managemnt’s last resort after employee performace remains poor despite retraining attempts