Staffing the Engineering Organizaiton

Staffing

What is Staffing?

• Staffing is a management function focused on:
  • Determining human resource needs.
  • Recruiting.
  • Selecting.
  • Training and developing human resources.
  • Matching people with jobs to facilitate the realization of organizational objectives.

Staffing Procedures

• Human resource planning
• Recruitment
• Selection
• Training and Development
• Performance Appraisal
• Employment Decisions
• Induction and Orientation
• Separations

Human Resource Planning

• Forecasting:
  • Assessment of future human resource needs in relation to the organization's current capabilities.
• Programming:
  • Translating forecasted human resource needs into personnel objectives and goals.
• Evaluating and Control:
  • Monitoring human resource action plans and evaluating their success.

Forecasting Methods

1. Time series methods:
   • Using historical data to forecast the future.
2. Explanatory or causal models:
   • Identifying major variables related to past conditions and using current measures to predict future conditions.
     • Regression models.
     • Econometric models.
     • Leading indicators.
3. Monitoring methods:
   • Provide early warning signals of changes in established patterns, enabling assessment and planning of responses.

Recruitment

• Attracting qualified individuals to apply for vacant positions.
• Aims to select the most suitable candidates for the company.

Selection

• Choosing the individuals most likely to succeed on the job from the available candidates.
• Involves evaluating each candidate to pick the most suited for the position available.
• More elaborate selection processes are used for positions requiring special skills.

Ways of Determining Job Candidate Qualifications:

1. Application blanks.
2. References.
3. Interviews.
4. Testing.
   • Types of Tests:
     1. Psychological tests.
        • Aptitude test
        • Performance Test
        • Personality Test
        • Interest Test
     2. Physical Examination.

Induction and Orientation

• Providing new employees with necessary company information.
• Relaying duties, responsibilities, and benefits.
• Completing personnel and health forms and issuing passes.
• Introducing new employees to their working environment and co-workers.

Training and Development

• Training:
  • Learning provided to improve performance in the present job.
  1. Training programs for non-managers, and
  2. Training and educational programs for executives.

Training Program for Non-Managers

1. On-the-Job Training.
2. Vestibule school.
3. Apprenticeship Program.
4. Special Courses.

Training Programs for Managers

1. In-baskets.
2. Management games.
3. Case studies.

Developing Interpersonal Competence

• Methods for developing a manager's interpersonal competence:
  1. Role Playing.
  2. Behavior Modeling.
  3. Sensitivity Training.
  4. Transactional Analysis.

Acquiring Job Knowledge

• Methods for managers to acquire knowledge about their current job:
  1. On-the-Job experience.
  2. Coaching.
  3. Understudy.

Increasing Knowledge of the Organization

• Methods for increasing a trainee's knowledge of the total organization:
  1. Position rotation.
  2. Multiple management.

Performance Appraisal

• Purposes:
  1. To positively influence employee performance and development.
  2. Determine merit pay increases.
  3. Plan for future performance goals.
  4. Determine training and development needs.
  5. Assess promotional potential.

Ways of Appraising Performance

1. Rating scale method.
2. Essay method.
3. Management by objectives method.
4. Assessment center method.
5. Checklist methods.
6. Work standards method.
7. Ranking method.
8. Critical incident method.

Employment Decisions

• Made after evaluating employee performance.
• Types:
  1. Monetary rewards.
  2. Promotion.
  3. Transfer.
  4. Demotion.

Separation

• Voluntary or involuntary termination of employment.
  • For voluntary separations, management must determine the real reason to identify and correct organizational defects.
  • Involuntary separation (termination) is a last resort for poor performance or violation of company rules, typically after training efforts have failed.