Module No.

STAFFING THE
ENGINEERING
ORGANIZATION
ENGINEERING MANAGEMENT

ENG’R. ISAGANI C. FLORES

Department of Engineering and Architecture
 BATAAN HEROES COLLEGE

Module 5 STAFFING THE ENGINEERING

ORGANIZATION

Module Description
The module deals primarily with matching people with the right kind of jobs so the
realization of the organization’s objectives will be facilitated. This includes the determination of
human resource needs, recruitment, selection, training and development.

Objectives of the module :

After completing the module, the student must be able to ;
1. Explain why staffing is an important activity in the organization.
2. Define the activities undertaken in staffing the organization.
3. Identify the possible sources of applicants to fill up vacancies in a company.

Introduction
After setting up the organizational structure that has 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.
Engineering organizations are very sensitive to whatever staffing errors are made. Placing
the wrong person in a highly specialized position like quality control, for instance, may bring
untold damages to the firm. Yet, this refers to a single error only.
An example of the ill-effects of staffing errors was provided by the TV program
"BrigadaSiete." The disaster that happened in the Film Center at the Cultural Center Complex in
Manila was highlighted in the program. In November 1981, the whole sixth floor of the Film
Center collapsed while undergoing construction. Many workers and an engineer died as a result.

When interviewed by the TV program's staff, a former construction worker said he was
hired to do masonry job when he does not have training in masonry. Some other examples of

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staffing errors were provided in the program. This type of tragedy underscores the importance of
staffing in any organization, engineering or otherwise. Effective staffing, on the other hand
places the engineering organization on a competitive stance.

1. WHAT IS STAFFING?
The engineer manager must be concerned with putting the right persons in various
positions within his area of concern. Although some of the important aspects of staffing may be
delegated to the human resource office, the engineer manager assumes a great responsibility in
assuring that the right persons are assigned to positions that fit their qualifications.
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.

2. THE STAFFING PROCEDURE

The staffing process consists of the following series of steps:
1. Human Resource Planning
2. Recruitment
3. Selection
4. Induction and Orientation
5. Training and Development
6. Performance Appraisal
7. Employment Decisions (monetary rewards, transfers, promotions and demotions)
8. Separations

2.1 Human Resource Planning

The planned output of any organization will require a systematic deployment of human
resources at various levels. To be able to do this, the engineer manager will have to involve

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himself with human resource planning. This will be done in conjunction with the efforts of the
human resource officer, i.e., if the company has one.
Human resource planning may involve three activities, as follows:

1. Forecasting- which is an assessment of future human resource needs in relation to the

current capabilities of the organization.
2. Programming- which means translating the forecasted human resource needs to
personnel objectives and goals.
3. Evaluation and control – which refers to monitoring human resource action plans and
evaluating their success.

2.1.1 Methods of Forecasting

The forecasting of man-power needs may be undertaken using any of the following
quantitative methods:

1. Time series methods- which use historical data to develop forecasts of the future.
2. Explanatory, or causal models- 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.

The three major types of explanatory models are as follows:

a) Regression Models
b) Econometric Models- a system of regression equations estimated from past time-
series data and used to show the effect of various independent variables on
various dependent variables.
c) Leading Indicators- refers to time series that anticipate business cycle turns.
3. Monitoring methods- are those that provide early warning signals of significant
changes in established patterns and relationships so that the engineer manager can
assess the likely impact and plan responses if required.

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2.2 Recruitment

When the different positions have been identified to be necessary and the decision to fill
them up has been made, the next logical step is recruitment.
Recruitment refers to 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.
2.2.1 Source of Applicants
When management wants to fill up certain vacancies, the following sources may be
tapped:
1. The organization's current employees. Some of the organization’s current employees
may be qualified to occupy positions higher than the ones they are occupying. They
should be considered.
2. Newspaper advertising. There are at least three major daily newspapers distributed
throughout the Philippines. Readership is higher during Sundays.
3. Schools. These are good sources of applicants, Representatives of companies may
interview applicants inside campuses.
4. Referrals from employees. Current employees sometimes recommend relatives and
friends who may be qualified.
5. Recruitment firms. Some companies are specifically formed to assist client firms in
recruiting qualified persons.
6. Competitors. These are useful sources of qualified but underutilized personnel.
For entry-level personnel, the engineer manager will likely rely on newspaper
advertising, schools, and referrals. When recruiting managers, the reliable sources are current
employees, recruitment firms, and competitors.

2.3 Selection
Selection refers to the act of choosing from those that are available the individuals most
likely to succeed on the job. A requisite for effective selection is the preparation of a list
indicating that an adequate pool of candidates is available.
The purpose of selection is to evaluate each candidate and to pick the most suited for the
position available.
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Selection procedures may be simple or complex depending on the costs of a wrong

decision. If the management picks the wrong person and the subsequent effect to the
organization is negligible, then the selection process is made simple. This is true in the case of
construction laborers where a review of their applications is done. Within a few days or even a
few hours, the applicants are informed of the decision.
When the position under consideration involves special skills, a more elaborate selection
process is undertaken.

2.3.1 Ways of Determining the Qualifications of a Job Candidate

Companies use any or all of the following in determining the qualifications of a
candidate:
1. Application blanks. The application blank provides information about a person's
characteristics such as age, marital status, address, educational background,
experience, and special interests. After reading the application blank, the evaluator
will have some basis on whether or not to proceed further in evaluating the applicant.
2. References. References are those written by previous employers, co-workers,
teachers, club officers, etc. Their statements may provide some vital information on
the character of the applicant.
3. Interviews. Information may be gathered in an interview by asking a series of relevant
questions to the job candidate.
4. Testing. This involves an evaluation of the future behavior or performance of an
individual.

2.3.2 Types of Tests

Tests may be classified as follows:

1. Psychological Tests- which is "an objective, standard measure of a sample behavior".

It is classified into:
a) Aptitude Test- one used to measure a person's capacity or potential ability to
learn,

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b) Performance Test- one used to measure a person's current knowledge of a

subject.
c) Personality Test- one used to measure personality traits as dominance,
sociability, and conformity
d) Interest Test- one used to measure a person's interest in various fields of work.
2. 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."

2.4 Induction and Orientation

After an applicant is finally selected from among the various ones and then subsequently
is hired, the next steps undertaken are induction and orientation.

In induction, the new employee is provided with the necessary information about the
company. His duties, responsibilities, and benefits are relayed to him. Personnel and health
forms are filled up, and passes are issued. The company history, its products and services, and
the organization structure are explained to the new employee.

In orientation, the new employee is introduced to the immediate working environment

and co-workers. The following are discussed: location, rules, equipment, procedures, and
training plans. 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.

2.5 Training and Development

If the newly-hired (or newly-promoted) employee is assessed to be lacking the necessary
skills required by the job, training becomes a necessity.
Training refers to the "learning that is provided in order to improve performance on the
present job." Training programs consist of two general types, namely:

1. Training programs for non-managers, and

2. Training and educational programs for executives.
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2.5.1 Training Program for Non-managers

This type of training is directed to non-managers for specific increases in skill and
knowledge to perform a particular job. The four methods under this type are:

1. On-the-Job Training- where the trainer is placed in an actual work situation under the
direction of his immediate supervisor, who acts as trainer. This situation motivates
strongly the trainee to learn.
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. As the
trainer works full time, the trainee is assured of sufficient attention from him.
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 education rather
than training. Examples are those which concern specific uses of computer like
computer-aided design and building procedures.

2.5.2 Training Programs for Managers

The training needs of managers may be classified into four areas: decision-making skills,
interpersonal skills, job knowledge, and organizational knowledge.

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. He is expected to
handle the situation within a given period of 1 or 2 hours.
2. Management Games- is a training method where "trainees are faced 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. It emphasizes "the manager's world,

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improves communication skills, offers rewards of solving a mystery, possesses the

quality of illustration, and establishes concrete reference points for connecting theory
with practice.”

The interpersonal competence of the manager may be developed through any of the
following methods:

1. 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. The purpose of this method is to improve the skill
of the trainees in human relations, supervision, and leadership.
2. Behavior Modelling- this method attempts to influence the trainee by "showing model
persons behaving effectively in a problem situation.” The trainee is expected to adapt
the behavior of the model and use it effectively in some instances later on.
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
skills."
In acquiring knowledge about the actual job the manager is currently holding, the
following methods are useful:

1. On-the-Job Experience- this methods 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. The senior manager must be skilled himself and have the ability to educate,
otherwise the method will be ineffective.
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. Once in a while, the assistant is allowed to take over.

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In the attempt to increase the trainee's knowledge of the total organization, exposure to
information and events outside of his immediate job is made. In this regard, the following
methods are useful:

1. Position Rotation- under this smethod, 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 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.

2.6 Performance Appraisal

Performance appraisal is the measurement of employee performance. The purposes for
which performance appraisal is made are as follows:

1. To influence, in a positive manner, employee performance and development;

2. To determine merit pay increase;
3. To plan for future performance goals;
4. To determine training and development needs; and
5. To assess the promotional potential of employees.

2.6.1 Ways of Appraising Performance

An employee's performance may be measured using any of the following methods:

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1. Rating Scale Method- where each trait or characteristic 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 characteristic.
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.
Individuals are, then, evaluated on the basis of how well they have achieved the
results specified by the goals.
4. Assessment Center Method- where one is evaluated by persons other than the
immediate where one is superior. This method is used for evaluating managers.
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 (but
critical) incidents that indicate the employee's performance. A critical incident occurs
when employee's behavior results in an unusual success or failure on some parts of
the job.

2.7 Employment Decisions

After evaluating the performance of employees (managerial or otherwise), the

management will now be ready to make employment decisions. These may consist of the
following:

1. Monetary rewards- these are given to employees whose performance is at par or

above standard requirements.

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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 person to a different job at the same or similar
level of responsibility in the organization. Transfers are made to provide growth
opportunities for the persons involved or to get rid of a poor performing 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.

2.8 Separation
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.

Involuntary separation (or termination) is the last option that the management exercises
when an employee's performance is poor or when he/she committed an act violating the company
rules and regulations. This is usually made after training efforts fail to produce positive results.

Review Questions

1. What activities are undertaken in staffing?

2. What are the possible sources of applicants for vacant positions in the firm?
3. How may one determine the qualifications of a job candidate?

Assessment
1. How may human resource needs be determined ?

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2. Say, you are able to put up an engineering company, prepare a forecast of the human
resource needs of your engineering firm.

Assessment Tool

This will help your instructor to check your output. In this module, holistic rubric is used
to determine and measure your learning through the activities set by your instructor. A
holistic rubric is the most general kind. It lists three to five levels of performance along
with a broad description of the characteristics that define each level. (Gonzales, 2014)

Rubric No. 3 : Freestyle Activity

Criteria Indicators %
Knowledge of How well does the student understand the 50
the concept concept? How well does the presentation
reflect this understanding?
In what way, does the student organize the 20
Organization covered information chronologically and
meaningfully?
Creativity How well does the student inject creativity in 30
his/her presentation ?

Rubric No. 4 : Answering and Justification

Value Indicators
3 The student’s answer with organized supporting details/ examples
that shows higher intellectual competencies (critical, analitycal,
and creative thinking, and multiple forms of expression.)
2 The student justified well his/her answer with little evidences that
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result to moderate intectual competencies.

1 There is no clear or detailed explanation in answer to the question.
The answer is considered as fragment.

Reference :

1. Engineering Management by Roberto G. Medina

Answers to Review Questions

1. Activities/steps undertaken in staffing :

a. human Resource Planning
b.recruitment
c. selection
d. induction and Orientation
e. training and Development
f. performance Appraisal
g. employment Decisions (monetary rewards, transfers, promotions and demotions)
h. separations

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2. Possible Sources of Applicants :

a. organization’s current employees
b. newspaper advertising
c. referrals from employees
d. recruitment firms
e. competitors
3. Ways of determining qualifications of a job candidate :
a. Application blanks
b. References
c. Interviews
d. testing

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