STAFFING

is concerned with the bringing right and

efficient people in the organization.

is achieved by identifying number of

employees required followed by
recruitment, selection, placement,
promotion, appraisal and development
of personnel.
The Staffing Procedure
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) and
separations.
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 himself with human resource planning.

1. Forecasting- is an assessment of future human

resource needs in relation to the current capabilities of the
organization.

2. Programming- is the act of translating the forecasted

human resource needs to personnel objectives and goals.

3. Evaluation and control- refers to monitoring human

resource action plans and evaluating their success.
Methods of Forecasting. The forecasting of man-power
needs may be undertaken using any of the following
quantitative methods:

1. Time series methods- use historical data to develop

forecasts of the future.

2. Explanatory, or causal models- are attempts to

identify the major variables that have caused particular
past conditions and then use current measures of these
variables to predict future conditions.

a. regression models- is a forecasting method that

examines the association between two or more
variables. It may be simple or multiple depending on the
number of independent variables present.
 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.

2. 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.
 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.

SOURCE OF APPLICANTS
 The organization's current employees
 Newspaper advertising
 Schools
 Referrals from employees
 Recruitment firms
 Competitors
 SELECTION
 is the act of choosing from who is most likely to
succeed on the job.

 evaluating each candidate and to pick the most suited

for the position available.

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.
WAYS OF DETERMINING THE
QUALIFICATIONS OF A
JOB CANDIDATE
1. Application blanks
2. References
3. Interviews
4. Testing
 TYPES OF TESTS
1. Psychological tests – which is "an objective, standard
measure of a sample behavior". It is classified into:
a. aptitude test
b. performance test
c. personality test
d. interest test

2. Physical examination - a type of test given to assess

the physical health of an applicant.
Induction and Orientation
Induction:
 his duties, responsibilities, and benefits
 the necessary information about the company like its
history, products and services, and the organization
structure.
 personnel and health forms are filled up

Orientation:
 co-workers and the working environment (location,
rules, equipment, procedures, and training plans)
 performance expectations
 socialization process
Training and Development
Training refers to the "learning that is provided in
order to improve performance on the present job.“

1. Training for non-managers

2. Training and educational programs for
executives
 TRAINING PROGRAM FOR
NONMANAGERS
This type of training is directed to nonmanagers for
specific increases in skill and knowledge to perform a
particular job.

1. On-the-Job Training- the trainee is placed in an actual

work situation under the direction of his immediate
supervisor

2. Vestibule school- the trainee is placed in a situation

almost exactly the same as the workplace where
machines, materials, and time constraints are present.
TRAINING PROGRAM FOR
NONMANAGERS (cont)
3. Apprenticeship program- a combination of on-
the-job training and experiences with classroom
instruction in particular subjects are provided

4. Special courses- are those taken which provide

more emphasis on education rather than training.
ex: computer-aided design and building
procedures
 TRAINING PROGRAM
FOR MANAGERS
The training needs of managers may be classified
into four areas:

1. decision-making skills
2. interpersonal skills
3. job knowledge
4. organizational knowledge
Methods of Training for the decision-making skills:

 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.

 Management games – the trainees are faced with a

simulated situation and are required to make an
ongoing series of decisions about that situation.

 Case studies - this method presents actual situations in

organizations and enable one to examine successful
and unsuccessful operations.
Methods of Training for interpersonal competence:

 Role-playing - is a method by which the trainees are

assigned roles to play with a provided script in a given
case incident. The purpose of this method is to improve
the skill of the trainee’s inhuman relations, supervision,
and leadership.

 Behavior modeling - 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.
Methods of Training for interpersonal competence:

 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.
Methods of Training for acquiring knowledge:

 On-the-job experience - provides valuable opportunities

for the trainee to learn various skills while actually
engaged in the performance of a job.

 Coaching - requires a senior manager to assist a lower-

level manager by teaching him the needed skills and
generally providing directions, advice, and helpful
criticism.

 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.
Methods of Training for the total organization:

 Position rotation - the manager is given assignments in

a variety of departments in order to expose him to
different functions of the organization.

 Multiple management – in this method, a junior board of

directors is created consisting of junior executives as
members to prepare them for higher management
positions.
 PERFORMANCE APPRAISAL
is the measurement of employee performance.

WHY?
 To influence in a positive manner (development)
 To determine merit
 To plan for future performance goals
 To determine training and development needs
 To assess the promotional potential of employees
 WAYS OF APPRAISING
PERFORMANCE
1. Rating scale method - where each trait or characteristic
to be rated is represented by a line or scale.
2. Essay method - where the evaluator composes
statements that best describe the person evaluated.
3. Management by objectives method - individuals are,
then, evaluated on the basis of how well they have
achieved the specified goals.
4. Assessment center method - where one is evaluated by
persons other than the immediate 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.
 Employment Decisions
1. Monetary rewards – when the employees’ performance
is at par or above standard requirements.

2. Promotion - higher pay and greater responsibilities.

3. Transfer - movement of a person to a different job at the

same level of responsibility. The purpose is either to
provide growth opportunities or to get rid of a poor
performing employee.

4. Demotion - movement from one position to another with

lesser pay and responsibility. It is used as a form of
punishment or as a temporary measure to keep an
employee until he is offered a higher position.
SEPARATION
Voluntary Termination:
 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 Termination:
 when an employee's performance is poor
 when he/she committed an act violating the company
rules and regulations
 Induction and Orientation

•.
WHAT COMMUNICATION IS
-defined as "a process of sharing information
through symbols, including words and message."

 superior and subordinate

 peers
 manager and a client or customer
 employee and a government representative

Through:
 face-to-face
 printed materials
 electronics devices.
FUNCTIONS OF COMMUNICATION
1. Information function - used for decision-making at
various work levels in the organization.

2. Motivation function - used as a means to motivate

employees to commit themselves to the
organization's objectives.

3. Control function – it clarifies duties, authorities and

responsibilities towards the employees when
reports, policies, and plans are properly
communicated. Thus, effective control is facilitated.

4. Emotive function - provides a means to decrease the

internal pressure affecting the individual.
COMMUNICATION
PROCESS
 The factors that will affect the acceptance or
rejection of a message are as follows:

1. the accuracy of the message

2. whether or not the sender has the authority to
send the message and/or require action
3. the behavioral implications for the receiver
 FORMS OF
COMMUNICATION
1. Verbal- are those transmitted through hearing or
sight.
a. Oral Communication
b. Written Communication

2. Nonverbal- is a means of conveying message

through body language, as well as the use of time,
space, touch, clothing, appearance, and aesthetic
elements.
 THE BARRIERS
TO COMMUNICATION
1. Personal Barriers- arises from a communicator's
characteristics as a person, such as emotions, values,
poor listening habits, sex, age, race, socioeconomic
status, religion, education, etc.

2. Physical Barriers- refer to interferences to effective

communication occurring in the environment where
the communication is undertaken.

3. Semantic Barriers- defined as an interference with the

reception of a message that occurs when the message is
misunderstood even though it is received
exactly as transmitted.
OVERCOMING BARRIERS
TO COMMUNICATION
 Use feedback to facilitate understanding and
increase the potential for appropriate action.
 Repeat messages in order to provide assurance that
they are properly received.
 Use multiple channels so that the accuracy of the
information may be enhanced.
 Use simplified language that is easily
understandable and which eliminates the possibility
of people getting mixed-up with meanings.
 TECHNIQUES FOR
COMMUNICATING ORGANIZATIONS
1. Downward Communication
- refers to message flows from higher levels of authority
to lower levels.
• The techniques are letters, meetings, telephones,
manuals, handbooks, and newsletters.

2. Upward Communication
- refers to messages from persons in lower-level positions
to persons in higher positions.
• The techniques are formal grievance procedures,
employee attitude and opinion surveys, suggestion
systems, open-door policy, informal gripe sessions, task
forces, and exit interviews.
 TECHNIQUES FOR
COMMUNICATING ORGANIZATIONS
(continuation)

3. Horizontal Communication
- refers to messages sent to individuals or groups from
another of the same organizational level or position.

• Among the techniques appropriate for horizontal

communication are: memos, meetings, telephones,
picnics, dinners, and other social affairs.
 Management Information
System (MIS)
- Is an organized method of providing past, present,
and projected information on internal operations and
external intelligence for use in decision-making.“
- consists of "written and electronically based
systems for sending reports, memos, bulletins, and
the like."
 The Purposes of MIS
 To provide a basis for the analysis of early warning
signals that can originate both externally and
internally.
 To automate routine clerical operations like pay-roll
and inventory reports.
 To assist managers in making routine decisions like
scheduling orders, assigning orders to machines,
and reordering supplies.
 To provide the information necessary for
management to make strategic or nonprogrammed
decisions.