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Since 3 1/2 FTE were required, they selected the four highest scores for this subset, settling ties by selecting those with the highest total column score. In the example above, applicants #2 and #5 score highest with 12 points; and applicant #2 has the highest total contribution with 18 points. Fortunately, one of the individuals (of the 25 analyzed) had experience in administration, so she was counted to fill the ? FTE administrative requirement.

They then proceeded to select four teachers and three intake worker/skill screeners in the same way. The program was now staffed. Since a large part of the budget for such a program is composed of personnel costs, the salary requirements for the selected applicants (plus the cost of a full-time secretary) amounted to approximately 85 percent of the total budget re quired to operate an EOSS program of the size they postulated.

The entire process, then, is quite straightforward.

1. From the goals (objectives) of a program, derive the set of tasks required to accomplish the goals.

2. Prepare an incidence matrix which indicates the direct relationship of goals and tasks. This may be a zero-one matrix, or the entries may reflect the importance of the relationships.

3. Find the set of work skills required to accomplish the tasks defined above and array these relationships in matrix form. The entries in the matrix may be zero-one or may reflect the importance of the relationships, as above.

4. Assess all potential workers for the skills determined in Step 3, and array these assessments in another matrix. Again, zero-one entries' may be used or a score may be entered to reflect the strength of the relationship.

5. Sequentially multiply the matrices to find the contribution of each potential worker to the goals of the program.

6. Adopting any acceptable decision rule, select workers to staff the program.

7. Calculate the sum of worker salary requirements to determine the personnel budget for the program.

In conclusion, this model provides a method of evaluating the potential contributions of a set of individuals, each of whom possesses various unique combinations of skills, to the tasks to be performed by an organization. If these tasks are, in turn, related to the goals (or objectives) of an organization, the method will measure the contribution of individuals to those goals. Input data may include measures of the strength or criticality of the relationship between goals and tasks, tasks and skills, and skills and applicants. Stochastic variables may also be included. The larger the number of goals, tasks, skills, and applicants, the more powerful and time-saving the method becomes.