OVERVIEW

This chapter has three major sections.

1. Steps in staffing technical organizations
a. Human resource planning
b. Personnel selection
c. Orienting and training the new employee and appraising his or her performance
2. Nature of Authority and Power and their Effective Delegation
3. Discussion of Committees and Meetings

1.0 STEPS IN STAFFING TECHNICAL ORGANIZATIONS

1. Human resource planning
2. Personnel selection
3. Orienting and training the new employee and appraising his or her performance

1.1 DEFINITION AND IMPORTANCE OF STAFFING

Staffing is defined as, filling and keeping filled, positions in the organizational structure.
This is done by identifying work-force requirements, inventorying the people available,
recruiting, selecting, placing, promoting, appraising, planning the careers, compensating,
training, developing existing staff or new recruits, so that they can accomplish their tasks
effectively and efficiently.
Staffing is an important management function which is devoted to acquiring, training,
appraising, and compensating employees. Among with planning, organizing, directing and
controlling, it is the most important. This is because the operation of these four functions depend
upon manpower which is available through staffing function.
It consists of the process of acquiring, deploying, and retaining a workforce of sufficient
quantity and quality to create positive impacts on the effectiveness of the organization.
In staffing, the management is faced with the challenge of not only finding the right
person for each job but also to match the personnel with the jobs identified and to provide for
their long-range growth and welfare as members of the organization.
In the simplest terms, staffing in management is putting people to jobs.

1.2 STAFFING TECHNICAL ORGANIZATIONS

The basis of staffing function is the efficient management of personnel. The process
involved in the staffing function in the organization is efficiently managed by a system or with
well-tried procedures.

Effective staffing requires first the identification of the nature and number of people
needed, plan of how to get them, selection of applicants, orientation and training for applicants,
evaluation of their performance, and compensation-giving.
1.3 HUMAN RESOURCE PLANNING

It is the very first step of the staffing function. It involves forecasting and determining the
future manpower needs of the organization.

It includes the following:

a. Hiring Technical Professionals
"First, do your homework," says Dave Gordon, vice president of HR for
Winegardner & Hammons, a hotel-management company. The key to technical
recruiting, he says, is "understanding exactly how important the technical aspects are,
what they need, what they can do without, what they can train on."
This requires planning ahead of six months to more than a year unlike hiring
laborers that may involve just a call to the nearest union hall.
Following is the process to come up with the required quantity and quality of
technical personnel:

1. Documentation of the number of technical personnel on hand.

2. Estimation of the number of professionals needed in the near future to meet
firm and likely potential business.
3. Estimation of the expected attrition in the current staff, including the following:
a. Resignations as a function of the national demand for scientists and
engineers and the relationship between your salary scale and that of your
competition
b. Transfers out to other divisions and promotion to higher positions
c. Retirements, deaths, and leaves of absence
4. Establish the need for increased personnel as
Increase (4) = need (2) personnel on hand (2) + attrition (3)
Subdivide this increase (4) into (5) new college hires, (6) experienced
professionals, (7) technician support, and (8) other sources
5. Each 100 new college hires may require making 200 offers.
This is the result of 400 candidates visiting your plant or division, stemming
from 600 campus interviews. This campus interviews might require
scheduling trips to 20 campuses to interview 10 students in each of three
interview days. (The factors will vary with the economy, industry, and
employer.)
6. Develop a hiring plan to acquire experienced personnel by using national and
local hiring, employment agencies and headhunters, career centers, and
employee referrals.
7. Develop a plan to acquire needed technicians and technologists from the
following:
a. two- and four-year technical institutes
b. B.A. and B.S. graduates in physics and math
c. discharged military technicians
d. advertisements
e. state and commercial employment services
f. employee referrals

8. Needs that cannot be met by sources (5), (6), and (7), especially of the
following:
a. too short a duration to justify permanent hiring
b. can be met by scheduling overtime
 c. hiring contract (temporary) engineers
d. borrowing engineers from other company divisions
e. contracting work to other company divisions or to other companies

b. Hiring Managers
Hiring managers has a similar plan to develop like that of hiring technical
professionals.
First-line managers, middle managers upper-level
managers
Most middle- and upper- managers are being filled by promotion. New hires are
needed if there is no one in the organization has the right skills.
A healthy organization has large annual hiring of new first-line supervisors.

c. Job Requisition/Description
A manager wishing to fill a professional position normally must fill out job description
/ job requisition form, to be approved by the higher management and to be given to the
personnel department. It serves as guidance in its search for the position.
This form is the official records of duties assigned to a position and the competencies
(skills, knowledge, and abilities) required for satisfactory performance. It provides
information necessary for job classification, recruitment, and selection.
Sections needed to complete a job description:
a. Position overview
Summarize briefly the major purpose of the position and its role in the
department. Example: Under general supervision of an Administrative
Coordinator, provide secretarial services to six faculty members in the
Biology Department.
b. Specific job duties
List each job duty and related tasks, starting with the duties that take the
largest portion of time.
Avoid ambiguous words, such as assist without providing clarifying
examples.
Indicate the approximate amount of working time spent on each major duty
using percentages.
Example: Percentage of Time Duties and Tasks:
40 % A. Prepares technical manuscript- Corrects
spelling, punctuation and grammar errors in
drafts.
c. Required skills/knowledge
Indicate the skills, knowledge and abilities for the satisfactory performance of
each task listed above. Avoid general references to personality, interest,
intelligence, judgmental and specific years of education and experience.
List special physical characteristics necessary for satisfactory job
performance, i.e. ability to lift 50lb. objects frequently.

1.4 PERSONNEL SELECTION

Personnel selection is the methodical process used to hire (or, less commonly, promote)
individuals.
The basic idea of personnel selection is to choose the best applicant for a job.
 A. FINDING THE JOB: The Applicants Viewpoint

a. Resume and Cover Letter

When you're applying for jobs, it's helpful to review examples of resumes and
cover letters to get ideas for both the formatting and the content of your job search
materials.
Cover Letters introduce you and your resume to prospective employers. The
content of a cover letter can be broken down into three basic parts:

Introduction: Why are you contacting this person? How did you learn
about the job? Who are you? What do you know about their organization
(research)?
Body: How can you benefit them? Tell how you are an ideal match for the
job. Expand on relevant education, skills, and experience to offer
additional details not found on your resume.
Conclusion: Focus on the next step: the interview! Thank the reader for
their time and consideration. Request an interview to further discuss your
qualifications.

General Tips for Professional Correspondence:

Your correspondence should be professional (content and format)

Ensure there are no mistakes (typos, misspellings, factual errors)
Always limit correspondence to one page
Be sure to sign any correspondence
The cover letter should be addressed to the appropriate individual by name,
not Personnel Director or To Whom it May Concern.

Below is a sample cover letter.

Sample Cover Letter for a Resume

Your Name
Your Address
Your City, State, Zip Code
Your Phone Number
Your Email

Date

Name
Title
Organization
Address
City, State, Zip Code

Dear Mr./Ms. Last Name:

I am interested in the author's assistant position at ABC Company, as advertised in XXX. I am
currently employed as legislative director for Assemblywoman XXXX, Chairperson of the NYS
Assembly. I believe that the skills and experiences I have gained at this position make me an
ideal candidate for the job of authors assistant.

As legislative director, I have developed strong writing and editing skills. For example, one of my
main duties is to prepare Assemblywoman XXXXs personal legislation, which deals with issues
related to her position as Senior Member of the NYS Assembly Standing Committee.

This duty requires meticulous writing and editing skills, and an ability to convey complex legal
ideas clearly. I have prepared dozens of pieces of legislation and received praise for the clarity
of my writing.

I have also gained extensive experience in legal and policy research fields that you state the
authors assistant must be familiar with. My experience in the NYS Assembly has afforded me
the opportunity to become familiar with the consolidated and unconsolidated laws of the State of
New York. In particular, through my work with Assemblywoman XXXX, I have become heavily
involved in the current welfare and Medicaid reform movement. I am always eager to learn more
about state legislation, reading up on these topics on my own time to become more
knowledgeable. I would love to bring this passion for policy and law to your company.

I am confident that my experience in the Legislature and my research and writing skills qualify
me for consideration. If you would like, I can provide you with current samples of my work. I
have also enclosed my resume. I look forward to meeting with you and discussing my
qualifications in more detail.

Sincerely,

Signature (hard copy letter)

FirstName LastName

A resume is a document which includes education, experience, skills, and

accomplishments that is used to apply for jobs. Your resume provides a window into
your professional history and is one of the most important documents in your job search.

An effective resume normally should not exceed two pages except for academic
positions. An individual may need several versions of resume because it should depend
on what position you are applying for.

Quick Tips!

Send your resume with a cover letter, in response to a specific position.

Keep it current! List your most recent accomplishments so the interviewer
knows what you are capable of doing now.
Proofread, proofread, proofread; ensure there are no grammatical errors.
Dont be modest! This is your chance to shine, you are competing for this
position!
 Below is a sample resume.

FirstName LastName
1050 French Street
Atlanta, GA 30032
555-123-4567
lastname.firstname@email.com

Experience

Biomedical Engineer, AV Hospital, Atlanta, GA

July 20XX present

Train clinicians and other medical personnel on the proper use of equipment.
Oversee the fabrication and testing of systems after installation to ensure performance
and client requirements are met.

Create and apply design and development standards and procedures.

Prepare, write, format and present peerreviewed scientific articles.

Biomedical Engineer, ABC MedTech, Atlanta, GA

December 20XX June 20XX

Performed approved experiments, acquired and processed data, and compiled results.
Maintained professional working relationships with scientific advisors, scientist, and
clinicians.
Assisted in development of scientific manuscripts for submission to peer-reviewed
journals and conferences.
Maintained compliance with all company and industry policies and procedures.

Additional Experience

Adjunct Professor, South Line University, Atlanta, GA

June 20XX- present

Education

Master of Science, South Line University, Atlanta, GA

May 20XX
Major: Biomedical Engineering

Research Assistant to FirstName LastName, December 20XX - May 20XX

Published in LM Medical Magazine, June 20XX

Bachelor of Science, South Line University, Atlanta, GA

May 20XX
Major: Biomedical Engineering
Minor: Chemistry
 b. Employment Application
This is an application form that is to be fill out by an applicant if the resume
leads to further interest form a potential employer.

Below is a sample of employment application form.

Personal Information

First Name _____________________________

Middle Name ___________________________

Last Name _____________________________

Street Address __________________________

City, State, Zip Code _____________________

Phone Number (___)______________________

Email __________________________________

Have you ever applied to / worked for Company before? [ ] Y or [ ] N

If yes, please explain (include date): ________________________

Do you have any friends, relatives, or acquaintances working for Company? [ ] Y or [ ] N

If yes, state name & relationship: ________________________________

If hired, would you have transportation to/from work? [ ] Y or [ ] N

Are you over the age of 18? [ ] Y or [ ] N

If you are under age 18, do you have an employment/age certificate? [ ] Y or [ ] N

If hired, would you be able to present evidence of your U.S. citizenship or proof of your legal
right to work in the United States? [ ] Y or [ ] N

Have you been convicted of or pleaded no contest to a felony within the last five years? [ ] Y or
[]N

If yes, please describe the crime - state nature of the crime(s), when and where convicted and
disposition of the
case.________________________________________________________________

If hired, are you willing to submit to and pass a controlled substance test? [ ] Y or [ ] N
Position and Availability

Position Applied For: ___________________________

Salary desired: $______

Are you applying for:

Temporary work such as summer or holiday work? [ ] Y or [ ] N

Regular part-time work? [ ] Y or [ ] N
Regular full-time work? [ ] Y or [ ] N

Days/Hours Available

Monday ____
Tuesday ____
Wednesday ____
Thursday ____
Friday ____
Saturday ____
Sunday ____

Hours Available: from _______ to ______

If applying for temporary work, when will you be available

___________________________________________

If hired, on what date can you start working? ___ / ___ / ___

Can you work on the weekends? [ ] Y or [ ] N

Can you work evenings? [ ] Y or [ ] N

Are you available to work overtime? [ ] Y or [ ] N

Are you able to perform the essential functions of the job for which you are applying, either with
/ without reasonable accommodation?

[ ] Y or [ ] N

If no, describe the functions that cannot be performed

_____________________________________________________________

Education, Training and Experience

High School:
School name: ________________________
School address:________________________
School city, state, zip:________________________________

Number of years completed: _______________

Did you graduate? [ ] Y or [ ] N
Degree / diploma earned: _______________

College / University:
School name: __________________________
School address:________________________
School city, state, zip:________________________________

Number of years completed: ________

Did you graduate? [ ] Y or [ ] N
Degree / diploma earned: __________________

Vocational School:
Name: ________________________
Address:______________________
City, state, zip:________________________________

Number of years completed: ________

Did you graduate? [ ] Y or [ ] N
Degree / diploma? : __________________

Military:
Branch: ________________________
Rank in Military:________________________
Total Years of Service: ________
Skills/duties: ________
Related details:________________________________

Skills and Qualifications: Licenses, Skills, Training, Awards

_____________________________________________________________

_____________________________________________________________

Do you speak, write or understand any foreign languages? [ ] Y or [ ] N

If yes, describe which languages(s) and how fluent of a speaker you consider yourself to be.
____________________

Employment History

You should be prepared to detail each position for the past five years, and account for any gaps
in employment during that period.

Are you currently employed? [ ] Y or [ ] N

If you are currently employed, may we contact your current employer? [ ] Y or [ ] N

Name of Employer:______________________________________
Name of Supervisor:____________________________________
Telephone Number:______________________________________
Business Type:[ ________________________
Address:________________________
City, state, zip:________________________________

Length of Employment (Include Dates): _____________________

Position & Duties:_______________________________________________________
Reason for Leaving:
_____________________________________________________________

Previous Positions:
Include for each employer/position for the past five years:

Name of Employer:______________________________________
Name of Supervisor:____________________________________
Telephone Number:______________________________________
Business Type: ________________________
Address:________________________
City, state, zip:________________________________

Length of Employment (Include Dates): _____________________

Position & Duties:_______________________________________________________
Reason for Leaving:
_____________________________________________________________
May we contact this employer for references? [ ] Y or [ ] N

c. Campus Interview

Campus placement or campus interview is the program conducted within

educational institutes or in a common place to provide jobs to students pursuing
or in the stage of completing the program.
The applicant is advised of the following:
read the potential employers placement brochure in advance
learn more about the company with the help of the university
reference library and discussion with classmates and professors
who may know something about the organization.

d. Reference Checks
Before inviting an applicant for a site visit, a prospective employer commonly
checks the references given in an application, or requests them if they have not
already been provided.
 A reference check is when an employer contacts a job applicant's previous
employers, schools, colleges, and other sources to learn more about his or her
employment history, educational background, and qualifications for a job.
An increasing problem with references is the fear of liability if a bad reference
is given.

e. Site (Plant) Visits

While on-campus screening interviews are important, on-site visits are
where jobs are won or lost. After an on-campus interview, strong candidates
(usually 1 or 2) are invited to visit the employer's facility.
Site visits are a way for employers to show you around their organization,
giving you greater understanding of the working environment.
During this visit you will be evaluated as an applicant and you will have
the opportunity to see the organizations facilities and to meet other members of
that organization. You may even have the opportunity to talk with your potential
supervisor and colleagues.
Objectives for onsite visit
- Convince the employer to hire you because you have the skills,
abilities, personality and interests for the position. You will need to
demonstrate to the employer how you can help them. This is more
about what the employer needs you to do than what you would
like to gain from this job.
- Evaluate this job and employer. Take this opportunity to gather
enough information in order to decide whether you want this job.
Important Points in Site Visits:
Be sure to present in a professional and likeable manner.
Be ready to answer questions and remember, you may be asked the
same question from many people so send a consistent message.
Try to demonstrate genuine interest in the operation and each
persons part within it.
Be friendly to everyone you meet even people you may not
ultimately work closely with.

Make sure you wear appropriate clothing.

At the end of the interview or plant visit, it is perfectly proper for the
applicant to inquire, When do you expect to make a hiring decision?
or If I havent heard from you by [date], may I call you? A prompt
letter thanking the interviewer for courtesies extended and expressing
continuing interest in the company is generally appropriate.

Always keep in mind: Do your research and be ready to answer

questions. Done right, this could well be your ticket to a job offer.
 f. Starting Salary. It is important to study surveys, talk to colleagues, contact
professional associations in your field, and do an Internet search of wage
structures because if an employer became interested in an applicant, sooner or
later, he or she will ask, What salary do you expect?

g. Job Offer

Companies may also make job offers via email or in writing, depending on
company policy and how the company handles hiring.
A job offer letter is a formal written document sent by an employer to a job
candidate selected for employment. The letter confirms the details of the offer of
employment: this may include the job description, salary, benefits, and the date
employment begins.

The candidate may choose to accept the job offer and then will sign and
return the letter as a formal acceptance of the position. If the offer isn't for the
compensation package that the applicant expected, he or she may decide to make
a counter offer or decline the offer.

Below is a sample of Job Offer Letter.

Mr./Ms. Last Name

Address
City, State, Zip

Dear Mr./Ms. Last Name,

ABCD company is pleased to offer you the position of Assistant Director, Customer Relations.
Your skills and experience will be an ideal fit for our customer service department.

As we discussed, your starting date will be February 1, 20XX. The starting salary is $42,000 per
year and is paid on a weekly basis. Direct deposit is available.

Full family medical coverage will be provided through our company's employee benefit plan and
will be effective on March 1. Dental and optical insurance are also available.

ABCD offers a flexible paid-time off plan which includes vacation, personal, and sick leave.
Time off accrues at the rate of one day per month for your first year, then increases based on
your tenure with the company.

Eligibility for the company retirement plan begins 90 days after your start date.

If you choose to accept this job offer, please sign the second copy of this letter and return it to
me at your earliest convenience. When your acknowledgment is received, we will send you
employee benefit enrollment forms and an employee handbook which details our benefit plans
and retirement plan.

We look forward to welcoming you to the ABCD team.

Please let me know if you have any questions or I can provide any additional information.

Sincerely,

First Name Last Name

Director, Human Resources
ABCD Company Formal authority is the authority provided by an organization or the law to an
individual enabling him to carry out certain actions in accordance with his own will and without
the need to consult others____________

I hereby accept the Assistant Director, Customer Relations position.

_____________________________
Signature

_____________________________
Date

B. The Employers Viewpoint

a. Orientation and Training

This is done by introducing the new employee to the policies and values of
the organization and a specific requirements of the person new department
The human resources development has to tell the newcomer about the fringe
benefits such as medical insurance, vacations, pensions, and the like.
Orientation and Training cn be considered to include the total socialization of
the new employee to the environment and culture of his or her new organization.

b. Appraising Performance

An appraisal letter is written to notify the employee of his work performance

during the year. After an evaluation of the employee's job performance for the year.
For an employee, an appraisal letter is a ladder for his success which also
determines his increment.

Coventional rating scale oldest and most common type

Conventional rating system easy to develop but it presents a
number of problems such as :
halo effect in which they assign the same rating to every
category
 recovery effect in which they base their rating only on the
most recent part of the rating period

Some alternative methods:

a.pure rating places no limit on the fraction of employees who an be
rated superior
b.forced ranking or ladder approach - only one person can be
placed on each step of the ladder
c.modified ranking
d.percentile or forced distribution

2.0 NATURE OF AUTHORITY AND POWER AND THEIR EFFECTIVE DELEGATION

2.1 NATURE OF AUTHORITY
a. Formal authority is the authority provided by an organization or the law to an
individual enabling him to carry out certain actions in accordance with his own
will and without the need to consult others.

b. Acceptance Theory in Authority (Chester Barnard)

Authority originates when subordinates choose to accept the directives of
superiors.

2.2 SOURCES OF POWER BY FRENCH AND RAVEN

a. Legitimate or Position Power (authority) stemming from ones appointment or
election as leader.
b. Reward Power a power to reward others for cooperation
c. Coercive or Punishment Power stemming from fear of punishment
d. Expert Power stemming from a persons capability and reputation
e. Referent Power based on attraction to or identification with another individual that
makes the follower want to behave or believe as the other does; similar to charisma

2.3 SOURCES OF POWER BY THAMHAIN

System I style based on the first three of these five bases of influence (legitimate,
reward, coercive) , which derive primarily from ones formal position.
System II style combination of expert and referent power, which stems primarily
from ones personal capabilities and reputation; are necessary for effective leadership.

2.4 SOURCES OF POWER BY PRINGLE

1. to important individuals
2. ingratiation or praise
3. manipulation
 4. persistence or assertiveness
5. forming coalitions

2.5 POWER AND POLITICS (HUMPHREY)

While power is the ability to cause action, politics is the art of obtaining power. Power
and politics are important management concerns because they form the basis for all dealings
between managers.

2.6 STATUS AND CULTURE

Status is the position or standing of someone or something when compared to others in
a society, organization, group, etc.
Two types of Status:
A. Functional Status derives from ones type of work or
profession
B. Scalar Status due to ones level in the organizatio

Corporate Culture collectivity of practices in an organization

2.7 DELEGATION
A. Assignment of Duties
Managers use their authority to assign duties to subordinates, making them responsible
for carrying out the specified activities, making them responsible for carrying out the specified
activities.
This proceeds in stages from top management down.

B. Delegation of Authority
Once a subordinate has been assigned tasks to perform, it is important to provide him or
her with the resources needed to carry out the assignment. This is called delegation of authority.
This also proceeds in stages from top management down.
It is an essential management precept that authority should be commensurate with
responsibility, so that a subordinate has enough authority to carry out assignments effectively.

C. Exaction of Accountability
The manager must exact (insist or require) accountability from the subordinate by
making the subordinate responsible to the manager for carrying out the duties and reporting
progress periodically. This is to assure that the task is effectively carried out hence the saying
you cant delegate responsibility.

2.8 REASONS FOR DELEGATION

Relieves the manager of work the subordinate is capable of doing

The subordinate is given a chance to develop his or her skills.
 Tends to locate decision making closer to work being performed which results to more
practical and prompt decisions.

2.9 BARRIERS TO DELEGATION FOR ENGINEERS

The engineer-manager has the responsibility to train new subordinates carefully and to
assign jobs within the capability of subordinates. He or she needs to give subordinates
increasing room to grow in capability. This requires the manager to let subordinates do their
own work, even though he or she might do it more quickly or in some way better. The engineer-
manager must realize that subordinates will make errors, and learn to trust subordinates as they
gain skill, and learn to trust subordinates as they gin skill, yet institute a set of broad controls to
assure that those decisions that are truly critical are properly reviewed.

Oncken and Wass recognize five degrees of initiative:

1. Wait until told (lowest initiative)
2. Ask what to do
3. Recommend, then take resulting action
4. Act, but advise at once
5. Act on own, then routinely report (highest initiative)
*Managers need to eliminate levels 1 and 2 as early as possible, requiring the completed
staff work of level 3, and progressing to levels 4 and 5 in most problems as soon as the
experience of the subordinate justifies this.

2.10 DECENTRALIZATION

As organizations become larger, it no longer is effective to make all decisions at top.

Decentralized management introduced by Alfred Sloan, Jr to General Motors (GM) in
about 1920
involves widespread use of delegation throughout the organization.
Effective in times of growth, when opportunities abound if seized promptly
Hazard inherent: loss of control at the top
Sloans contribution was the effective balance of decentralized management with
centralized control of key decisions (often the allocation of major financial resources).

3.0 COMMITTEES

Committee is created when two or more people are officially designated to meet to
pursue some specific purpose. A committee is a type of small deliberative assembly that is
usually intended to remain subordinate to another, larger deliberative assembly.
Some (standing) committees may have indefinite life and may be required in an
organizations bylaws; others (ad hoc) may be appointed for a specific purpose and be
discharged when the purpose is met.
3.1 REASONS FOR USING COMMITTEES

a. Policy Making and Administration. It is the highest level in most organizations. It may
be called the board of directors, city council, or some other name. They typically meet monthly
or quarterly.
Executive committee A subset of this group
General Management Committee consists of the major executive officers
Operating decisions are often made by an executive committee or by a general
management committee.

b.Representation. Organizations have many committees composed of representatives

selected from each organizational unit affected by a particular class of problems.

c.Sharing Knowledge and Expertise.

Example: The engineering design review, which requires the participation of reliability,
quality, safety, and manufacturing engineers and other specialists in addition to the original
designer to assure that a complex new system design is ready for production.

d.Securing Cooperation in Execution.

Japanese companies are famous for the interminable meetings used to achieve
consensus; once consensus is achieved, however, implementation may be very rapid and
trouble-free.
On the other hand, the American model values decisive executive decision making, but
this speed is often at the expense of a lack of cooperation or even opposition when the
executive tries to impose this solution on managers who had no part in the decision.

3.2TEAMS
A team is defined as a small number of people who are committed to a common goal,
objectives, and approach to this goal that they are mutually accountable to reaching.
Teams normally have members with complementary skills and generate synergy through
a coordinated effort, which allows each member to maximize his or strengths and minimize his
or her weaknesses.
Team objectives, size and composition affect the team processes and outcomes.

References:
Babcock, Daniel L and Morse, Lucy C., Managing Engineering and Technology Sixth Edition
http://ispatguru.com/staffing-a-function-of-management/
https://www.managementstudyguide.com/staffing-process.htm
http://career.ucf.edu/
http://one2oneresumes.com.au/had-an-interview-and-been-invited-to-a-site-visit/
https://www.cmu.edu/career/documents/Success_guides/site-visits-interviewing.pdf
https://www.purdue.edu/hhs/htm/undergraduate/career_center/documents/career_guide/Intervie
w_site_visit.pdf
http://www.chronicle.com/article/A-Guide-to-Campus-Interviews/151279