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STAFFING

The document discusses the staffing process in an engineering organization. It covers human resource planning, recruitment, selection, induction and orientation, training and development, performance appraisal, and separations. The key steps are: 1. Determining human resource needs through forecasting, programming, and evaluation. 2. Recruiting applicants through various sources like employees, advertising, and recruiters. 3. Selecting candidates using methods like interviews, tests, and background checks to evaluate qualifications. 4. Onboarding new employees through orientation, induction training, and developing current employees. 5. Evaluating performance through periodic reviews to provide feedback and determine compensation, promotion, training needs. 6

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seia deirah
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28 views

STAFFING

The document discusses the staffing process in an engineering organization. It covers human resource planning, recruitment, selection, induction and orientation, training and development, performance appraisal, and separations. The key steps are: 1. Determining human resource needs through forecasting, programming, and evaluation. 2. Recruiting applicants through various sources like employees, advertising, and recruiters. 3. Selecting candidates using methods like interviews, tests, and background checks to evaluate qualifications. 4. Onboarding new employees through orientation, induction training, and developing current employees. 5. Evaluating performance through periodic reviews to provide feedback and determine compensation, promotion, training needs. 6

Uploaded by

seia deirah
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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STAFFING

THE ENGINEERING
ORGANIZATION
STAFFING
Defined as the management function that
determines human resource needs. It also involves
recruiting, selecting, training, and developing human
resources for jobs created by an organization.
1. Human Resource Planning
2. Recruitment
3. Selection
STAFFING 4. Induction and Orientation
PROCEDURES 5. Training and Development
6. Performance Appraisal
7. Employment Decisions
8. Separations
HUMAN RESOURCE PLANNING

The planned output of any organization will require a


systematic deployment of human resources at
various levels.
Human resource planning may involve three activities:

Forecasting- which is an assessment of future human resource needs in


relation to the current capabilities of the organization.

Programming- which means translating the forecasted human resource


needs to personnel objective and goals.

Evaluation and control- which refers to monitoring human resource action


plans and evaluating their success..
RECRUITMENT

Refers to attracting qualified persons to apply for


vacant positions in the company.
1. Studying the different jobs in

the company and writing job

descriptions and
STEPS IN
specifications.
RECRUITMENT
2. Requisition of new employees

3. Actual recruitment of

applicants
1. The organization’s current
employees
2. Newspaper advertising
SOURCES OF 3. Schools
APPLICANTS 4. Referrals from employees
5. Recruitment/ placement
firms
6. Competitors
SELECTION

Refers to the act of choosing from individuals who


are most likely to succeed on the job. It is the
process of getting the most qualified applicant
among different job seekers.
1. Reception of applicants
2. Preliminary Interview
3. Application form
4. Employment Test
STEPS IN
5. Final Selection by immediate
SELECTION
supervisor or department head
6. Physical and medical examination
7. Orientation/ Induction/
Indoctrination
APPLICATION BANKS
Provides information about a person’s
characteristics.

REFERENCES Ways of
Those written by previous employers, co-workers,
teachers, club officers, etc. Determining the
INTERVIEWS
Qualifications of a
Information may be gathered in an interview by Job Candidate
asking a series of relevant questions to the job.

TESTING
Involves an evaluation of future behavior or
performance of an individual.
Types of Test

Psychological test- an objective standard measure of a sample behavior


that is classified into: aptitude test, performance test, personality test, and
interest 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 ORIENTATION

New employee is provided with the necessary


information about the company. S/he is introduced
to the immediate working environment and co-
workers.
TRAINING AND DEVELOPMENT

Refers to the learning that is provided in order to


improve performance on the present job.
TRAINING PROGRESS FOR NON-MANAGERS

On-the-job training

Vestibule training

Apprenticeship training

Special courses
TRAINING PROGRAMS FOR MANAGERS

Decision-making skills

Interpersonal skills

Job Knowledge

Organizational knowledge
PERFORMANCE APPRAISAL

Measurement of employee performance. The


purpose for which performance appraisal is made
are as follows:
PERFORMANCE APPRAISAL

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


development.

2. To determine merit pay increases.

3. To plan for future performance goals.


4. To determine training and development needs.
5. To assess the promotional potential of employees.
1. Rating Scale Method
2. Essay Method
3. Management by Objectives
WAYS OF Method
APPRAISING 4. Assessment Center Method
PERFORMANCE 5. Checklist Method
6. Work Standard Method
7. Ranking Method
8. Critical Method
EMPLOYMENT DECISIONS

After evaluating the performance of employee, the


management will now be ready to make
employment decisions.
1. Monetary rewards

EMPLOYMENT 2. Promotion

DECISIONS 3. Transfer

4. Demotion
SEPARATION

Employees end their contract or relationship with


the company.
EMPLOYMENT Voluntary

DECISIONS Involuntary
“The expert in anything was once a
beginner.”
— Helen Hayes

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