Role in Technical Function Staffing
By A K Sarkar

The technical function staffing at one time ended as soon as an engineer was recruited, and placed in the department, and perhaps given an initial induction training or provided limited on the job exposure for a short period of time. He/She was usually left to learn and grow through own efforts, and hopefully, was able to harness informal help and guidance from sympathetic colleagues. It was assumed that a good selection process had located suitable individuals with the requisite qualifications - after all an engineer had spent at least four to five years in a professional institute, and some of them had work experience as well - so they must be not only good engineers, but surely good managers. Despite claims made, it appears by the actions that this belief and attitude persists widely even now in a large number of organizations even with changing demands. 

Today, the technical function demands competency in many facets, and the engineer's job range with differing specialization, from Low Tech to High Tech, production to Maintenance, Factory to the Corporate or Head Office, Research and Development to Sales or Purchase, Vendor Development to Commercial activities etc. Thus, the task of HR function in meeting the staffing requirements of technical manpower for the growing organization in the highly competitive scenario post liberalisation has become much more complex. HR has also to give continuous attention towards the development, and ensuring retention of this scarce and valuable resource that it has been able to find and position.

 This article discusses some of the issues, and also provides thought on the strategies for meeting this challenge as a part of the long term results.

JOB AND PERSON PROFILE MATCH 
To start with, active interface between the HR and Technical function is required right from the beginning in the initial stages of staffing process for identifying the above. Any HR professional without engineering background will need a great deal of assistance from the technical function to draw up the required profile, and whilst deciding the fitment in the organisation in terms of level, position, grade/designation, culture matching, compensation and comparison for internal parity etc. The technical function will have to guide the HR about the technical expertise, specialisations or other parameters, required for the job, with their opinion of suitable level and grade in the organisation structure. 

A mismatch between the job and person profile will lead to the selection of an inappropriate person, and therefore, in the long run lead to dissatisfaction, frustration, and possibly eventual separation, and waste of organisations valuable effort, time and resources, which it can ill afford.

THE SELECTION PROCESS
This must undoubtedly demand very high degree of interaction between the HR and the technical function, who will be the eventual beneficiary the first step being on internal search for a suitable person, and thereafter perhaps briefing a recruitment consultant, or the drafting of an advertisement, media planning for placement of the matter, short listing of candidates from the large number of applications, or finally participating in the actual interview or conducting any tests. Good coordination will see to the correct appreciation of the constraints and limitations while still identifying suitable persons.

FITMENT
Technically qualified staff at entry level are generally taken as Trainees, with one to two years formal training period, after which they are designated as Junior Engineer, Engineer, Technical Executive, or Assistant Manager etc. as per the designations applicable, in the regular grades of Junior or Middle management. Their parity with trainees at other functions vary in different organizations, and need carefully balanced judgement by the management. Similarly, the institutions where qualification has been obtained (e.g. IIT, Regional Engineering Colleges, or specialized institutes) or any multi-discipline qualifications, or for that matter past work experience in even other fields, should be given due weightage while deciding the position and training periods. Fitment of experienced staff is more complex, and demand balancing the candidates expectations, as well as internal parity in terms of qualifications, age and experience, and financial parameters. Some of the problem areas are the shying away from recruiting engineers from IT's in preference to  REC's and lesser known institutions, in view of higher turnover by such individuals from the premier institutes soon after the training period at a high cost of both time and resource to the organization. The other aspect is the non glamorous nature of the job in manufacturing or maintenance with limited growth opportunities as compared to those in the Sales, Commercial and Vendor development areas, which many perceive as increase in their marketability as well. Yet another aspect is the real or imagined differential with other functional trainees who join after their MBA, PGDIR or PM, or CA etc. In many organizations they are taken at a different level with a different career path. The growth and opportunity curve in different functions vary, causing some demotivation. This is over and above the problems connected with the age spread of existing employees, differing functional strengths and growth paths and whether the organization itself is contracting, unstable, static, in slowly enlarging or rapidly expanding state.   

GROWTH AND DEVELOPMENT
This is the generally neglected area which requires considerable attention from the Human Resource Function with a great deal of support and inter action from the seniors in the technical function. The technical knowledge .is generally given priority for development but other areas need to be given equal if not more, emphasis for the transition and growth of the engineer to a manager. This is the key, and an essential requisite, and therefore inputs towards planning, administration, man management, finance and other identified developmental needs for each individual should be provided in gradual and planned stages, besides exposure to the operations of other functions, followed with higher level of development programmes, which will enlarge the competence of the technical staff for senior management level. It is important that well identified and needed people development will bring the results, and not haphazard, unplanned development activity.

As the engineer grows within the organization, his job, content will move from narrow technical areas to either, broader specialised areas, or in general management areas, or a mix of both which is generally the case. Each of these channels will require different development plans for competence building and reorienting the engineer to managerial requirements. High degree of interaction with other functions as a part of the job, and the participation in different teams with specific objectives in different areas is a very good way to supplement the learning process, besides creating motivation. This preparatory work for Human Resource Development is essential in all organizations for all people in a planned manner, for making the most out of this valuable resource.

MOTIVATION AND RETENTION
Difficult that it may be, a lot of planned effort is required to ensure that this highly skilled group do not get frustrated, and continue to contribute towards the objectives of the organization consistently. Employees aspirations should be identified, and recognised and met to the extent possible by merging with the organizational objectives, and providing encouraging work environment and positive communication to reduce negative attitudes. Perceived just and fair treatment, open and trusting delegation and balanced dealings, recognition and rewarding good performers and visible growth opportunities through regular career planning and appropriate organization structure also contributes towards such results. In the current high opportunity scene with constantly rising compensation packages, regular review to remain competitive, consistent with the profitability and growth strategies have to be devised for retention of key and competent people. The staffing plans must provide for some degree of turnover in the current competitive and mobility oriented situation, and this itself needs to be managed effectively, without spreading within.