Questions and Answers
What is the main function of staffing?
Match the staffing procedure steps to their correct descriptions:
Human Resource Planning = Forecasting and programming human resource needs Recruitment = Attracting qualified persons for vacant positions Selection = Choosing individuals most likely to succeed on the job Induction and Orientation = Providing necessary information about the company to new employees
Performance appraisal is not part of the staffing procedure.
False
What are the three major types of explanatory models?
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The process of attracting qualified persons for vacant positions is called ______.
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What is the purpose of selection in the staffing process?
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Which of the following is NOT a source of applicants?
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What does induction involve for new employees?
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What is root cause analysis?
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When should root cause analysis be performed?
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What is a key benefit of performing root cause analysis?
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What does the 5 W's and 2 H's approach help with?
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Immediate actions in problem solving should be permanent fixes.
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What is the purpose of a 'Champion' in a problem-solving team?
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The root cause will be a process that initially caused the problem to occur, not _____ or machines.
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What types of corrective actions are mentioned?
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What should be done with the solution after verification?
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Only one root cause can exist for a problem.
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What method is recommended for defining the root cause?
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What is a common issue with traditional problem-solving approaches?
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Study Notes
Staffing Overview
- Staffing involves managing human resources to meet organizational needs through recruitment, selection, training, and development.
- Key components of staffing include human resource planning, recruitment, selection, induction/orientation, training, performance appraisal, employment decisions, and separations.
Human Resource Planning
- Forecasting: Assesses future human resource needs against current organizational capabilities.
- Programming: Converts forecasted needs into concrete personnel objectives and goals.
- Evaluation and Control: Involves monitoring action plans and assessing their effectiveness.
Forecasting Methods
- Time Series Methods: Use historical data for predicting future staffing needs.
- Explanatory/Causal Models: Identify significant variables affecting past conditions to predict future outcomes.
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Types of Explanatory Models:
- Regression Models
- Econometric Models: A series of regression equations analyzing relationships between independent and dependent variables.
- Leading Indicators: Time series forecasts predicting economic cycles.
- Monitoring Methods: Provide warnings of significant changes in staffing patterns for proactive management.
Recruitment
- Focuses on attracting qualified candidates for job openings.
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Sources of Applicants:
- Current employees
- Newspapers
- Schools
- Employee referrals
- Recruitment agencies
- Competitors
Selection Process
- Selection involves choosing candidates most likely to perform well in the job.
- Preparation of a candidate pool is critical for effective selection.
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Methods of Evaluating Candidates:
- Application forms
- References
- Interviews
- Tests including:
- Psychological tests (aptitude, performance, personality, interest)
- Physical examinations
Induction and Orientation
- Induction: Provides information about the company, duties, responsibilities, and benefits to new employees.
- Includes filling out personnel forms and issuing passes, along with explaining company history and structure.
- Orientation: Introduces new employees to their work environment and colleagues.
- Discusses workplace rules, equipment, procedures, and training plans, alongside performance expectations.
- Involves pairing new employees with experienced coworkers to aid in socialization and mentorship.
Training and Development
- Training programs are designed for continuous development of employees’ skills, aiming to enhance organizational effectiveness.
Root Cause Analysis Overview
- Root cause analysis (RCA) identifies the underlying factors contributing to a problem.
- Effective RCA prevents recurrence of issues, requiring a comprehensive approach beyond identifying the root cause.
Importance of RCA
- Understanding RCA is crucial for promoting long-term solutions and minimizing repetitive problems.
- Continuous analysis is essential; failure to dig deeper leads to persistent issues.
Problem Solving Process
- A structured process includes assessing the problem, conducting RCA, and implementing solutions.
- Immediate fixes should be temporary; focus on identifying permanent and preventive solutions.
Common vs. Preferred Approaches
- The typical response involves quick fixes that do not address root causes, leading to recurring issues.
- The preferred approach initiates a quick fix followed by thorough RCA to prevent future occurrences.
Basic Example of Problem Addressing
- An example of RCA includes addressing defective television screens to internal customers.
- Containment is vital to ensure the problem does not affect other processes during identification.
Types of Corrective Actions
- Immediate actions stop the current issue from worsening.
- Permanent actions address specific situations to halt recurrence, usually concluding RCA efforts.
- Preventive measures ensure problems do not reoccur in any area, promoting interdepartmental communication.
Key Steps in RCA
- Define the problem clearly, using the 5 W’s and 2 H’s (Who, What, Where, When, Why, How, How Many).
- Assemble a team of 4-10 affected individuals for effective discussion.
- Assign a “Champion” to lead and ensure progress within the team.
Success Factors for Group Work
- Clearly defined roles and responsibilities enhance team effectiveness.
- Understanding both external and internal customer needs is essential for successful outcomes.
Immediate Actions
- Immediate actions often involve temporary containment efforts like sorting, re-inspection, or recalls.
- Continuous monitoring is necessary to ensure the problem does not spread further.
Defining the Root Cause
- Apply brainstorming and a Cause and Effect diagram to determine potential causes.
- Utilize the Pareto principle to focus on the most significant causes.
- Employ the 5 Why’s technique to dig deeper into causes, emphasizing that people or departments are not root causes.
Verification and Validation
- Verification involves testing proposed solutions in a controlled environment before full-scale implementation.
- Validation confirms that corrective actions are effective in the long term.
Completion of Action Plans
- Ensure all action plans defined during RCA steps are fully completed before moving forward.
- Regular review of data and results determines the effectiveness of the corrective actions taken.
Additional Considerations
- Recognize that one problem may share multiple root causes; similarly, one root cause might lead to multiple issues.
- A lack of immediate reoccurrence does not confirm that the root cause has been resolved.
Learning Outcomes
- Participants will learn to identify root causes, understand their importance in organizational success, apply RCA processes, and utilize basic quality tools for effective problem-solving.
- Example scenarios discussed reinforce understanding of quality tools and processes applied to actual workplace issues.
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Description
This quiz focuses on the staffing aspect of managing engineering projects. It covers essential topics like human resource planning, recruitment, selection, and performance appraisal. Understanding these concepts is crucial for effective project management in engineering.
