DESIGN ORGANIZATIONS and HUMAN RESOURCES
Personnel are the most important asset for any organization. First, persons with only required qualities are sought. Second, better compensation is offered for hiring specific qualities. Third, incentives are offered for the readiness to reformat the talents and traits. Fourth, employees unable to convert are punished or shifted out of the organization. Organizations hire people with required education, skill, experience, inclination and personality trait. Organizations fully exploit the individual talents and traits. Organizations recognize, support and even reformat these qualities through formal training and opportunistic exposures. Members of the organization are motivated in different ways to modify or upgrade their expertise. Organizations consider personnel as Human resources are not only immensely manipulable, but up-gradable to seemingly infinite levels of efficiency.
Organizations have varied capacity to train and reformat the personality trait, natural talent and skills. Very small organizations have no opportunistic exposures to retrain an individual staff member, and as a result, find it easier to hire and fire the required people. Large organizations handle large volume of work, and so can effectively reposition the personnel for reformatting the talent. They shuffle their staff to adjust to consistently fluctuating needs. For large organizations, it is more prudent to retrain a person, than hire a stranger, and disturb the normal work culture of the unit or fire an otherwise known person.
Once a person is employed, the management of the organization continuously monitor the performance. Organizations relate the performance of an employee to the profitability. This is more so in Design organizations where human resources are an important asset, unlike in manufacturing units where productivity of machines and raw material costs have greater significance. An Employer sees performance as a tool for future efficiency to be gained at a specific cost, whereas an Employee perceives performance as immediate compensation, personal fulfillment, future promotion and skill gain.
Personnel of the organizations are structured in three basic layers.
- Chores that require little innovation, and which can as well be assigned to machines, are handled by workers (messengers, model makers).
- Assignments that require some degree of thought but are methodical in nature carried out by technicians (site supervisors, draftsmen, CAD operators, etc.)
- Tasks that require creativity are handled by experts or professionals (designers, subject experts).
This layered-arrangement varies slightly with the nature of the work in the organizations. Designers involved in Design+Build practice have the first category as the dominant layer. Organizations involved in design creation work have the third category as the dominant layer. Whereas Service organizations such as concerned with testing, evaluation, data management, administration, presentations, etc., have the second category as the dominant layer. In Small Design organizations, the focus is on Design creation, and services are outsourced. Large organizations have enough assignments to operate own and a viable in-house services unit. Large Design + Build practice operates production units attached to the design set-up, or as a distinctly separate workshop facility. Where the organization creates prototypes, the former is the setup, and where deliverable products are created, second option is used.