Engineering Management

Eng’r Rianne Arne S. Reyes

EMGN42E
 Staffing the Engineering Organization

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Topics
• What is staffing?
• The Staffing Procedure
> Human Resource Planning
> Recruitment
> Selection
> Induction and Orientation
> Training and Development
> Performance Appraisal
> Employment Decisions
> Separations

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Staffing is Important to Engineering Organization

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Staffing is Important to Engineering Organization

35 Persons Died 5 Persons Died 1517 Persons Died

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What is Staffing?
• Putting the right persons in various positions within the area of
concern
• Engineering managers assumes grate responsibility in assuring
that the right persons are assigned to positions that fit their
qualifications
• “Management function that determines human resource needs,
recruits, selects, trains, and develops human resources for jobs
created by an organization”

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Staffing Procedure
1. Human Resource Planning
2. Recruitment
3. Selection
4. Induction and Orientation
5. Training and Development
6. Performance Appraisal
7. Employment Decisions
8. Separations

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1. Human Resource Planning
• Consist of three (3) activities
1. Forecasting – assessment of future human resource needs in
relation to the current capabilities of the organization
2. Programming – translating the forecasted human resource
needs to personnel objectives and goals
3. Evalution and Control – monitoring human resource action
plans and evaluating their success

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Methods of Forecasting
• May be undertaken by using these quantitative methods:
1. Time Series Method – uses historical data to develop forecasts of the
future
2. Explanatory or non-Causal models – 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
- Types: Regression Models, Econometric Models, Leading Indicators
3. Monitoring Methods – provides early warning signals of significant changes
in established patterns and relationship that the engineering manager can
assess the likely impact and plan responses if required

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2. Recruitment
• Attracting qualified persons to apply for vacant positions in the
company

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Source of Applicants
• Current Employees
• Newspaper Advertising
• Schools
• Employee Referrals
• Recruitment Firms
• Competitors
• **Company Website
• **Social Media (Facebook, LinkedIn)

***Not in reference materials but based on personal experience

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Source of Applicants
• Entry Level Positions – normally relies on
social media, internet, schools, advertising

• Experienced Positions – Current employees,

recruitment firms, and competitors

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3. Selection
• Act of choosing from those that are available individuals that most
likely to succeed on the job
• Purpose is to evaluate each candidate to pick the most suited for the
position available
• Simple or complex depending if the impact of wrong selection to the
organization is negligible
> Key Position (CEO, Managers, Technical Experts) would require complex
selection
> Rank and File (Operators, Construction Workers) would only be simple and
within hours, decision is reached

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Determining the Qualifications of a Candidate
1. Application Blank – provides information about a
person’s characteristics (ex. Age, Marital Status,
Address, Educational Background, etc). Used by
evaluator to determine to proceed or not
2. References – statements from previous
employers, co-workers, teachers to provide vital
information on the character of the applicant
3. Interviews – asking a series of relevant questions
to the candidate
4. Testing – evaluation of the future behavior or
performance of an individual
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Types of Tests
• Psychological Tests – objective standard measure of a
sample behavior. Classified into
> Aptitude Test – measure a person’s capacity or potential
ability to learn
> Performance Test – measure a person’s current knowledge
of the subject
> Personality Test – measure personality traits as
dominance, sociability, and conformity
> Interest Test – measure a person’s interest in various fields
of work
• Physical Examination – to assess the physical health
of an applicant to assure that the health of the
applicant is adequate to meet the job requirements

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4. Induction and Orientation
• Induction – employee is provided with necessary information
about the company
> Duties and Responsibilities
> Benefits (Health Card, Retirement Benefits, Housing Allowance, etc)
> Filling up on required forms (Health Forms, Tax Forms, Personnel
Forms)

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Orientation
• Orientation – employee is introduced to the immediate working
environment and co-workers. Discusses the following:
> Location
> Rules
> Equipment
> Procedures
> Training Plans
> Expectations
> Socialization Process (Buddy-Buddy System)

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5. Training and Development
• Training – learnings that is provided in order to improve
performance on the present job. Consist of 2 general types:
1. Training Programs for Non-Manager
2. Training and Educational Programs for Executives

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Training Program for Non-Managers
• Performed for specific increases in skill and knowledge to
perform a particular job. Has 4 methods namely:
1. On-the-job training (OJT) – trainee is placed in an actual work
situation under the direction of his immediate supervisor
2. Vestibule School – trainee is placed in a situation almost exactly the
same as the workplace where machines, materials, and time
constraints are present
3. Apprentice Program – combination on OJT and experiences with
classroom instruction in particular subjects are provided to trainees
4. Special Courses – provides more emphasis on education rather than
training

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Training Programs for Managers
• Classified into 4 areas:
1. Decision Making Skills
2. Interpersonal Skills
3. Job Knowledge
4. Organizational Knowledge

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Decision Making Skills Training Methods
1. In-basket – trainee is provided with a set of notes, messages, calls,
emails, and reports, all pertaining to a certain company situation.
Expectation is to handle the situation within a given period
2. Management Games – trainees are faced with a simulated situation
and are required to make an on-going series of decision about the
situation
3. Case Studies – examining successful and unsuccessful operations.
Emphasizes the “manager’s world, improves communication skills,
offers rewards of solving a mystery, and establish concrete
reference points for connecting theory with practice”

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Interpersonal Competence Training Methods
1. Role Playing – trainees are assigned roles to play in a given case
incident. Provided with scripts given the problem and key
persons to deal with. The purpose is to improve the skills in
human relations, supervision, and leadership
2. Behavior Modeling – attempts to influence the trainee by
showing model persons behaving effectively in a problem
situation. Trainee is expected to adapt the behavior of the
model and use it effectively later on

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Interpersonal Competence Training Methods
3. Sensitivity Training – awareness and sensitivity to behavioral
patterns of oneself and others are developed
4. Transactional Analysis – to help the trainee not only to
understand themselves and others but also improve their
interpersonal communication skills. Ex. Language of Love

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Job Knowledge Training Methods
1. On-the job experience – provides valuable
opportunities for the trainee to learn various skills
while actually engaged in the performance of a job
2. Coaching – requires senior manager to assist low level
manager by teaching him the needed skills and
generally providing directions, advice and helpful
criticism. Coach should be skilled
3. Understudy – manager works for a higher level
manager and participate in planning and other
managerial functions until he is ready to assume such
position. Allowing the assistant to take over once in a
while

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Organizational Knowledge Training Methods
• Position Rotation – manager is given assignments
in variety of departments. Purpose is to expose
him to different functions of the organizations
• Multiple Management – Junior manager are
provided with means to prepare them for higher
management position. Junior managers are
provided with a senior level problem and have
the liberty to discuss the issue and look at it in a
broader perspective of the business than
concentrating on their specialized line of work
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6. Performance Appraisal
• Measurement of employee performance. Purpose is to:
1. Influence in a positive manner, employee performance and
development
2. Determine merit pay increase
3. Plan for future performance goals
4. Determine training and development needs
5. Assess the promotional potential of employees

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Appraising Performance Methods
1. Rating Scale Method – each trait or characteristics to be
rated is represented by a line or scale on which the
rater indicates the degree which the individual
possesses

2. Essay Method – evaluator composes statements that

best describe the person evaluation

3. Management by objectives method – specific goals are

set collaboratively for the organization as a whole.
Individuals are then, evaluated on the basis of how well
they have achieved the results specified by the goals

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Appraising Performance Methods
4. Assessment center method – person is
evaluated other than the immediate manager

5. Checklist method – evaluator check statements

on a list that are deemed to characterize an
employee’s behavior or performance

6. Work standards – evaluating based on the

standards set (output). “Quota Based”

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Appraising Performance Methods
7. Ranking Method – evaluator arranges
employees in rank order from the best to
the poorest

8. Critical Incident Method – evaluator writes

down specific (but critical) incidents that
indicate the employee performance. Critical
incident occurs when employee behavior
results to a success or failure

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7. Employee Decisions
• After evaluation, management will be ready to
make an employment decisions which may
include:
1. Monetary Rewards – given to employees whose
performance is at par or above standard
requirements. BONUS!!!

2. Promotion – movement of person into position

of higher pay and greater responsibilities

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Employee Decisions
3. Transfer – movement of person to a different
job at the same level of responsibility in the
organization. Performed to provide growth
opportunities for the person involved or to
get rid of poor performing employee

4. Demotion – movement from one position to

another which has less pay or responsibility
attached to it. Form of punishment

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8. Separation
• Either voluntary or involuntary termination of an
employee
• If voluntary, management must find out the real
reason, and apply corrective action if neccessary

• Involuntary separation (termination) is the last option

that the management exercises when an employee’s
performance is poor or when he/she is committed an
act violating company rules and regulations

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Summary
• Staffing an Engineering Organization must be treated with
serious concern
• Staffing deals with the determination of human resource needs,
recruitment, selection, training and development
• Staffing consist of the following steps: human resource
planning, recruitment, selection, induction and orientation,
training and development, performance appraisal, employment
decisions and separations

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 End of File

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