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Aldrin Patricia Lycille Alexander

Abestano Balucan Patrocinio Sarvida
STAFFING THE ENGINEERING
ORGANIZATION
 LESSON CONTENT
01 STAFFING 06 TRAINING AND
DEVELOPMENT

02 HUMAN RESOURCE
PLANNING
07 INTERPERSONAL SKILLS

03 RECRUITMENT 08 PERFORMANCE
APPRAISAL

04 SELECTION 09 EMPLOYMENT
DECISIONS

05 INDUCTION AND 10 SEPARATION

ORIENTATION
STAFFING
Staffing may be defined as “the
management function that determines
human resource needs, recruits,
selects, trains, and develops human
resources for jobs created by an
organization.”

Staffing is undertaken to match people

with jobs so that the realization of the
organization’s objectives will be
facilitated.
LET'S SHARE!
on your own understanding,
what do you know about
the word STAFFING?
 STAFFING
PROCEDURES
 HUMAN RESOURCE

01 PLANNING
Systematic deployment of human
resource at various levels
 FORECASTING PROGRAMMING
is an assessment of future human resource means translating the forecasted human
needs in relation to the current capabilities of resoruce needs to personnel objectives and
the organization goals

ACTIVITIES INVOLVE IN HUMAN RESOURCE PLANNING

EVALUATION AND
CONTROL
which refers to monitoring human resource
action plans and evaluating their success
 TIME SERIES
METHODS
which use historical data to
develop forecasts of the future
EXPLANATORY OR
CAUSAL METHODS
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.
MONITORING
METHODS
those that provide early
warning signals of significant
changes in established patterns
and relationships so that the
engineer manager an assess the
likely impact and plan
responses if required
REGRESSION MODELS
a forecasting method that examines the
association between two or more variables
ECONOMIC MODELS
a system of regression equation estimated
from past time series data and used to
show the effect of various independent
variables on various dependent variables
(Hein Kohler)

MAJOR TYPES OF EXPLANATORY MODELS

LEADING INDICATORS
refers to the time series that anticipate
business cycle turns
 RECRUITMENT

02 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
APPLICANTS
1. The organization’s current employees
2. Newspaper or Social Media Advertising
3. Schools
4. Referrals from employees
5. Recruitment firms
6. Competitors
 SELECTION
03 act of choosing from those that are
available the individuals most likely to
succeed on the job
PURPOSE OF SELECTIONS
To evaluate each candidate
and to pick the most suited
for the position available
An example of a job advertisement provided by excelHR
Consult:

WAYS OF DETERMINING THE QUALIFICATIONS OF A JOB

CANDIDATE

1. Application Blanks (Biodata)

2. References
3. Interviews
4. Testing
TYPES OF TEST
Psychological Test

-is an objective standard measure of a

sample behavior (Margaret Matlin)
Aptitude test- measure a person's capacity or
potential ability to learn
Performance test- measure a person's current
knowledge of a subject
Personality test- measure personality traits as
dominance, sociability, and conformity
Interest test- measure a person's interest in
various fields of works
TYPES OF TEST
Physical Examination

-a type of test given to assess the

physical health of an applicant. It is
given to “assure that the health of
the applicant is adequate to meet
the job requirements.”
 INDUCTION AND
04 ORIENTATION
 ORIENTATION
the new employee is introdced
to the immediate working
environment and co-workers
INDUCTION
the new employee is
provided with the nexessary
information about the
company
 TRAINING AND

05 DEVELOPMENT
learning that is provided in order to
improve performance on the present
job
 2 GENERAL TYPES OF TRAINING

TRAINING PROGRAMS TRAINING PROGRAMS

FOR NON-MANAGERS FOR MANAGERS
On the job training Decision-making Skills
Vestibule school Interpersonal Skills
Apprenticeship program Job Knowledge
Special courses Organizational Knowledge
Training programs for Non-Managers

On the job training

- an actual work situation under the direction of
immediate supervisor

Vestibule school
- placed in a situation almost exactly the same as the
workplace where machines, materials and time
constraints are present

Apprenticeship program
- a combination of OJT and experiences with classroom
instruction in particular subjects are provided

Special courses
- provide more emphasis on education rather than
trainings
Training programs for Managers

Classification of Training:

1.Decision-Making Skills

Methods:

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. He is
expected to handle the situations within a given
period of 1 or 2 hours.

Management Games- is a training method where

"trainees are faced with a simulated situation and are
required to make an ongoing series if decisions about
that situation"
Training programs for Managers

Case Studies- this method presents actual

situations in organizations and enablee one to
examine successful and unsuccessful operations. It
emphasizes "the manager's world, improves
communication skills, offers rewards of solving a
mystery, possesses the quality of illustration, and
establishes concrete reference points for
connecting theory with practice."
 INTERPERSONAL

06 SKILLS
one of the classification fo the training
that will impove our interpersonal
relationship
Training programs for Managers
2.Interpersonal Skills

Methods:

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 key persons they are to
play.

Behavior modeling- this method attempts to

influence the trainee by "showing model persons
behaving effectively in a problem situation.
Training programs for Managers

Sensitivity training - under this method, awareness

and sensitivity to behavioral patterns of oneself
and others are developed.

Transactional analysis - is a training method

intended "to help individuals not only understand
themselves and others but also improve their
interpersonal communication skills.
Training programs for Managers

3. Job Knowledge

Methods:

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.

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.
Training programs for Managers

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.
 Training programs for Managers

4. Organizational Knowledge

Methods:

Position rotation - under this method, the manager is given

assignments in a variety of depart-ments. The purpose is to
expose him to different functions of the organization.

Multiple management - this method is premised on the idea

that junior executives 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 broad business outlook
rather than concentrating on their specialized lines of work.
 PERFORMANCE

07 APPRAISAL
is the measurement of employee
performance
 PURPOSE OF
PERFORMANCE APPRAISAL
To influence, in a positive manner, employee
performance and development
To determine merit pay increases
To plan for the future performance goals
To determine training and development
needs
To assess the promotional potential of
employees
WAYS OF APPRAISING PERFORMANCE
1. Rating scale method
2. Essay method
3. Management by objectives method
4. Assessment Center method
5. Checklist method
6. Work standards method
7. Ranking method
8. Critical-incident method
 EMPLOYMENT
08 DECISIONS
MONETARY REWARDS
these are given to employees whose
performance is at par or above standard
requirements
TRANSFER
movement of a person at a different job at
the same or similar level of responsibility in
the organization
PROMOTION
refers to movement by a person into a
position of higher pay and greater
responsibility and which is given as a
reward for competence and ambition
DEMOTION
movement from one position to another
which has less pay or responsibility
attached to it
09 SEPARATION
Is either a voluntary or involuntary
termination of an employee
 VOLUNTARY
SEPARATION
If the real reason is due to a
defect in the organization,
corrective action is necessary
INVOLUNTARY
SEPARATION
(TERMINATION)
last option that the management
exercise when an employee’s
performance is poor or when
he/she committed an act
violating the company rules and
regulations.

THAT ENDS OUR REPORT

THANK YOU
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