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Anonymized Competency-Based Recruitment and Selection Process for Public

Sector: A New Approach for Workplace Diversity and Equality

Research · December 2019

DOI: 10.13140/RG.2.2.30531.22569

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 COPYRIGHT © 2019 Munoz, Philippines. All rights reserved

Anonymized Competency-Based Recruitment and

Selection Process for Public Sector: A New Approach for
Workplace Diversity and Equality
By:

Analiza V. Muñoz
Philippine Civil Service Commission
+63 917-8078121
anvilmun@yahoo.com, avmunoz@csc.gov.ph

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 COPYRIGHT © 2019 Munoz, Philippines. All rights reserved

Anonymized Competency-Based Recruitment and Selection Process for Public

Sector: A New Approach for Workplace Diversity and Equality
Analiza V. Muñoz
Philippine Civil Service Commission anvilmun@yahoo.com,
+63-9178078121

Abstract – This study aims to introduce “Blind Hiring” method in the Philippine
public sector recruitment process. The Civil Service Commission currently uses
competency-based recruitment in order to determine the suitability of an applicant for
a particular position in the fulfillment of its constitutional mandate to ensure merit and
fitness in the selection of candidates for public office. However, unconscious bias and
subjective assessment decreases the effectiveness of this process. To address this
issue, the author proposes a new public sector recruitment and selection process
known as the "Anonymized Competency-Based Recruitment and Selection Process"
(ACBRASP). This is an enhance feauture of blind hiring and competency-based
recruitment using an AI-Techology/software that operates as a mechanism of
temporarily removing demographic information while at the same time applying an
objective assessment to determine the "best fit" candidate for the job. With ACBRASP-
aligned software, the demographic profile, such as name, date of birth, sex, attended
school, socio-economic background and other identifiable information that may lead
to unconscious bias, will be temporarily hidden from the Human Resources staff and
officers. These information will not be viewable in the application form, examination
booklets, and behavioural interviews, as well as from the shortlists of applicants
submitted to the appointing authority; instead, an Applicant Reference Tracking
System Code (ARTSCo) generated by a computer shall be assigned to the individual
applicant to identify them during the process. Only skills, relevant experience, training,
college courses and other vital information needed for the vacant position are
viewable. The organization can, therefore, leverage the resources of its HR to perform
functions other than recruitment. Furthermore, ACBRASP also provides a procedural
flow of “no show follow-up and paperless recruitment and selection” as the
assessment is operated using the HR dashboard and the communication between the
applicant and the organization is made through this system. The author believes that
this strategy would eliminate unconscious bias, negative initial impressions and
promote public sector diversity, equity and talent acquisition by recruiting candidates
on the basis of their qualifications, abilities, knowledge, and skills, using modern
technology. A survey questionnaire was distributed to determine the acceptability and
willingness of the respondents to adopt the process: first, personal distribution to four
government agencies; and, second, an online survey questionnaire to selected
government employees. The study result showed the readiness and willingness of the
respondents to incorporate the ACBRASP in their recruitment process.

Keywords – Blind Hiring, Diversity, Sustainability, Equality, Competency, Recruitment

and Selection

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INTRODUCTION

A merit-based recruitment system vulnerable to political influence or intervention,

unconscious bias, prejudice, adverse first impressions and lack of objectivity is not, in its true
sense and purpose, a merit-based system. On the other hand, a recruitment process that
guarantees fair opportunity for all applicants to receive an invitation and submit their
applications, which are similarly screened and evaluated is a genuine merit-based recruitment
system. It will allow applicants to compete with each other on the basis of their credentials,
free from political affiliation or other intervention, influence and control.

The author of this study would like to ensure that the job application in the public sector
is based on the principle of merit and fitness—the equitable acceptance of application forms,
the fair assessment of qualifications, regardless of demographic profile and photographs, and
the equal opportunity to demonstrate a significant difference between the applicants.

In order to apply the merit system principle in the recruitment and selection process,
the author introduces the “Anonymized Competency-Based Recruitment and Selection
Process” (ACBRASP) in the public sector. This new system ensures diversity in the workplace
and promotes equality and fairness in the assessment of qualifications during recruitment. It
includes everything from finding the individuals with great potential, accepting and employing
them as part of the workforce, and motivating them by ensuring they are recruited on the basis
of their skills, expertise and competence. Most importantly, this ensures that they have the
opportunity to do so or the ability to contribute to the organization’s productivity and
achievement.

ACBRASP is an integrated artificial intelligence software system that covers the entire
recruitment and selection process for: (1) the applicant; and, (2) the organization (whether
public or private sector). Simply put, this strategy focuses on helping not only organizations,
the Human Resource Management and Development Office (HRMDO), but also individual
applicants/users to achieve long-term goals by streamlining the recruitment process while at
the same time emphasizing individual skills, expertise, competencies and reducing the cost
and time of the filing of application and the recruitment process.

OBJECTIVES OF THE STUDY

1. To integrate diversity and equality in the process of recruitment and selection.

2. To illustrate how the ACBRASP helps the organization identify an individual’s potential
through their skills, experience, and competencies.
3. To provide sustainable practice in the recruitment system that fosters equal
opportunities for all applicants/candidates, regardless of their demographic profile.
4. To encourage impartiality and enhance service quality in the government service.
5. To use technological innovation in the recruitment and selection process which offers
an efficient and effective method.

Anonymized Hiring

As recruitment is performed by humans, it is difficult to avoid subjectivity during

assessment and selection. While not all subjectivity is negative, it can still lead to personal
stereotypes that may stop the organization from making a sound judgment (Parr, 2016).
Anonymized recruitment facilitates job selection based on impartiality and 100% competency-

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based assessment of the candidate's abilities, knowledge, qualifications, and potential to

contribute to the organization's success regardless of their personal information. (Marsh,
2018). This is a recruitment process in which the demographic information and other identifying
details of the applicants will be temporarily removed from the application form, the answer
sheet, during the conduct of the behavioral interview, as well as the selection by the appointing
authority. It enables the public sector to create a more diverse, equitable, and inclusive
environment that best represents the society they serve as examples of best practices.

The aim of Anonymized Hiring is to evaluate prospective hires solely on the basis of
their skills. In that sense, the personal information provided in the resumes, the curriculum
vitae or the Personal Data Sheet is considered to be relics of the applicant's history. Name,
date of birth, place of birth, sex, alma mater should not be the criterion for determining the
effectiveness and performance of the applicant. This method is not a complete removal of the
demographic profile; it will only withhold demographic information during the assessment in
order to prevent HRMDO staff and officers from having personal preferences, unconscious
biases and adverse initial impressions on the applicant. Upon completion of the recruitment
process, all of the information provided by the applicant may be accessed by the HRMDO
staff and officers in the final stage of the applicant's appointment process.

Approaches to Diversity: Colour-blindness vs. Multiculturalism

It should be remembered that both color blindness and multiculturalism are techniques
of diversity that share the aim of maintaining favorable intergenerational relationships and
social equality (Luttrell, 2017). This should be the primary basis for the recruitment and
selection process to give the best eligible candidate the chance to join the organization.

Color-blindness strategy, as applied in the recruitment process, is about removing

demographic details that lead to unconscious bias and prejudice in recruiting and assessing
applicants' skills for a particular role. This approach, when adapted to ACBRASP, believes that
when evaluating choices and actions, information such as name, sex, ethnicity, alma mater,
socio-economic status should not be used as the basis for considering the applicant. Instead,
color blindness requires the focus of the assessment to be on the applicant's ability to
contribute to the success of the organization by identifying the applicant's abilities, expertise,
and experience to assist the organization in achieving its objectives.

Multiculturalism, on the other hand, is based on the concept that community

dichotomies should be celebrated, not avoided. Does culture affect the decision of individuals
to be considered for employment? Or the mixture of culture can assist the organization to
become more efficient, particularly if this combination of culture shares its best practices?

Multiculturalism is usually based on one of two theories: the "melting pot" theory or
the "salad bowl" theory. The Melting Pot Theory, as applied in the recruitment process,
suggests that different individuals tend to "melt together” and abandon their individual cultures
(such as the Filipino word "utang na loob”, "pakikisama”, "kumpare at kumare") and eventually
form one culture with the organization. The Salad Bowl Theory defines a very diverse
community in which individuals coexist but maintain at least some of the unique characteristics
of their traditional cultural identity. Like the ingredients of a salad, different cultures are brought
together, but they preserve their own distinct features rather than becoming a single unified
community. The theory of salad bowls argues that it is not necessary for individuals to change

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their cultural identity in order to apply for jobs, as it does not assess their ability to contribute
to the organization.

Multiculturalism is the best approach to attaining a high level of cultural diversity.

Diversity takes place when individuals of different races, cultures, beliefs, sexes, and
ideologies come together to share experiences and best practices in the organization. A
genuinely diverse organization acknowledges and values its people's cultural differences
(Longley, 2019).

Culture Fit vs Culture Add vs Best Fit

For a long time, the relevance of "Culture fit" as a work requirement was debated. For
some, culture fit or compatibility is used in the recruitment process as a criterion for
assessment when the HR staff or the officer belongs to the same background, for instance,
when the HR staff is a graduate of the university where the applicant has attended, there is a
presumption that the applicant may be considered moving towards the next stage of
assessment. Some think that culture fit is the predominant element to consider; after all, skills
can be taught and learned, but personality or demeanor is inherent to the applicant (Bika,
2018). Culture fits seem to be a qualities and features that fit to one’s preferences.

Culture fit is the sealant that binds the entire organization altogether (Bouton, 2015). It is
believed that somebody is likely to express and/or contribute to the key values and behaviors
of the organization because they belong to the same background. Could this be a clear source
of discrimination and inequality?

On the other hand, instead of connecting applicants to current staff, hiring managers
should take a closer look at the special features, values, and interests of collaboration that
could motivate applicants to join the organization. “Culture add” is a word used to describe
individuals who not only respect values and organizational culture, but also introduce an
aspect of diversity that makes a positive difference to the organization (Wepow).

The "Best fit" applicant is the best candidate in a position. The applicant has all the
abilities, experience and capacity to adapt and embrace new learning given the momentary
exclusion of the demographic profile. He/she does not need to be part of the same culture as
the current staff, rather he/she must show the strength of his/her qualifications and
commitment to contribute and to be a potential leader of the organization. The human instinct
for belonging will enable the applicant to adjust to the culture of the organization, and therefore
culture should not be the criterion for evaluating one's productivity.

The Human Talent Management and Value Creation

People are the key elements of a successful organization, they are the pillars of the
organization. Because people are the pillar of all progress, the organization must carefully
plan, establish and successfully accomplish all the objectives, initiatives and projects of the
organization and, thus, it must adopt a recruitment process that would identify excellent
employees from poor performers. In short, the sustainability of the organization starts with
recruitment and selection by using the right tool to identify the best fit applicant. Without a
proper tool that highlights the strengths, abilities, knowledge and skills of the applicants, the
recruitment process can fail, resulting in a bad recruitment process. In this scenario, the

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organization wastes more than resources, money, time and effort by attracting, recruiting and
training candidates who might not have been employed in the organization in the first place
(Half, 2018). The organization has to deal with all the problems that the “bad hire” employee
may cause: incompetent staff to perform their duties, costs that may arise when the
organization has to duplicate poorly outcome, and stress to bridge the gaps on some other
employees. There is no end to poor recruitment rising costs. Consider the organization's
expense and the inconvenience that HR has to reduce this cost or worst terminate the
employee because of the wrong selection. In fact, tolerating a poor employee would be more
difficult for the director and employees of HRMDO than investing in quality recruitment and
finding suitable applicants.

The ACBRASP offers an alternative process to eliminate "bad hire" and recruit qualified
candidates that will allow HR staff and officers to overcome and manage the unconscious habit
of bias, discrimination, negative bad impression and personal preferences due to familiarity,
friendship, culture and influence.

In conceptualizing ACBRASP system, the author of this study considered the factors in the
Talent Management System (TMS). It refers to the process of hiring and integrating new staff,
enhancing and sustaining existing employees and encouraging highly skilled people to work
for the organization. David Watkins coined the phrase "talent management" which includes
recruiting, maintaining and expanding an organization's pool of resources in combination with
other management functions so that the organization will never be depleted from expertise
(Saxena, 2012). The mechanism of sustaining talent in an organization and fostering new
potential leads to competitiveness between organizations and was, therefore, a competition
for knowledge and expertise. By identifying potential candidates, interviewing and hiring
capable people with successful experience, their ability to seek, accept and fulfill challenging
tasks, the ACBRASP used this approach as its basis for setting up the system.

Figure 1 shows the Talent Management objective by identifying key roles that are
highly essential and have a significant impact on organizational competitiveness by creating
and generating a team of highly qualified employees to perform tasks as a result of an effective
HR system that defines, prepares and develops significant roles. (Ganaie, et al, 2017). The
strategic recruitment of important roles contributes significantly to the sustainable economic
benefit of the company, having a combination of skilled candidates and highly efficient
incumbents to perform these tasks, and introducing a flexible human resource process that
not only encourages qualified applicants to perform these tasks, but also maintains a
comfortable and safe environment.

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The Competency Focus as illustrated in Figure 1 is in line with the corporate strategy
technique, streamlining observable competencies, knowledge, ability, behavioral and action
evaluation to identify the appropriate human capital for the current and future demands of the
organization. In Talent Pooling, it connects top-potential and highly efficient workers
subjected to standard qualifications for the current or potential key positions of the
organization. To revitalize the workforce's action and commitment to attain maximum
productivity, the organization should engage in long-term Talent Investment acquisition,
exposing employees to skill innovation and advance technologies that will lead to quality
excellence as well as opportunities to demonstrate their skills and abilities. Finally, Talent
Orientation is the employee and organization's practice of exchanging experiences,
enhancing personnel understanding, and harnessing expertise by establishing relationships,
employee engagement and accountability for the efficient setting of learning and development
towards merit or value creation.

The formation of all these four aspects of human talent will lead to Value Creation that
allows the organization to focus on the skills, expertise, and competencies of its present staff
and potential workforce. As the ACBRASP suggests to concentrate on candidates' ability to
perform for a particular position, whether these applicants/candidates belong to external or
internal sources, the organization can tailor a long-term commitment to job satisfaction, foster
a feeling of accountability and facilitate employee engagement.

Competency-Based Framework

Figure 2. Competency-Based Recruitment and Qualification Standards (CBRQS)

Figure 2 shows that apart from the current recruitment process of the Philippine Civil Service
Commission (CSC) that requires a candidate to meet the minimum qualification standards for
education, eligibility, training and experience, CBRQS was integrated in the evaluation of the
relevant skills necessary in a particular position in the recruitment process, intended to
enhance effectiveness in evaluating competencies of the applicants/candidates for a specific
role (Civil Service Commission, 2014). With this strategy, the CSC acknowledges that
recruiting and retaining the best staff will lay the foundation for topperforming, skilled and
reliable civil servants.

The present competency-based recruitment process is included in the qualifying examination

and behavioral interview. In the qualifying test, situational issues are asked to be established
as to whether the applicant has the skills and abilities needed for the position applied for. This
procedure eliminates recruitment mistakes as well as during a behavioral interview that helps
panelists to streamline the process and assess the interviewees' fitness for the job.

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Applicant's Reference Tracking System Code (ARTSCo)

ACBRASP operates by momentarily concealing the demographic data of the applicants

which leads to unconscious bias and discrimination. A permanent Applicant's Reference
Tracking System Code (ARTSCo) will be assigned to the applicant/user of the application upon
registration. In the process, the applicant will be identified through his/her ARTSCo. The
HRMDO staff and officer will be temporarily restricted access to personal information of the
applicants to prevent "bad recruitment."

The allocated ARTSCo will be the permanent reference number of the applicant if
he/she has applied to different organizations using ACBRASP, whether in the public or private
sector.

Why adopt ACBRASP in the hiring process?

ACBRASP acknowledges and addresses the unconscious biases that are likely to
happen during the process of evaluation and selection. The operational feature of ACBRASP
embraced the idea of 'blind recruitment' while a competency-based approach is the essential
element of this study. During the blind recruitment process, the applicant's name, age,
sex/gender, alma mater, school attended and other identifiable data were immediately
excluded. While the competency approach is an in-depth and fundamental assessment of
skills, knowledge and other merit-based qualifications as embedded into the examination and
interview to validate the candidate's representation and their potential to contribute to
innovation, organizational success, and efficiency.

In addition, the use of ACBRASP can discard the practice of referral, which continues
to have a strong influence and power in recruitment. Referral alone is not the best way to make
a decision, but it can provide useful data when deciding between applicants. However, for
instance, referral leads to corruption and inequality, as applicants who have been referred by
senior officials have a preference to be hired in the public sector, or the person who has been
referred to an elected official has a greater influence on holding office in the government.

In focusing solely on skills and abilities through job experiences and right assessment
tool, there is less chance of being "unfit" in the workforce and in the organization. The author
aims to highlight that when an applicant is hired on the basis of his/her credentials, expertise,
experience and competence, the propensity of the employee to trust the public sector hiring
process can lead to job satisfaction and a decrease in turnover.

The innovative feature of ACBRASP: AI Technology-Based System

The system may be used by both the private and public sectors, but the author would
first like to concentrate on the use of ACBRASP in the public sector. The Public Sector is an
agency that has been set up to manage regulatory and operational requirements that allow the
State to achieve its public governance objectives (Callender, 2001). The public sector is
usually set up as a government-owned and controlled entity that aims to provide services to
its citizens. It is not designed to make economic gains, but to represent its people by enacting
and enforcing rules and regulations for the good of all.

ACBRASP supports sustainability in the recruitment and selection process, gives

positive value to applicant skills and competencies, and provides security against prejudice

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and discrimination. This strategy would help the public sector to find excellent talent, recruit
qualified individuals and identify future leaders.

The ACBRASP works in three (3) ways:

(1) The Manual procedure, where the applicants are required to accomplish the application
form, placed the form in an envelope and sealed it. A separate anonymized form was
subsequently completed with the respective ARTSCo. The entire ACBRASP manual process
is anonymized (application form, examination, behavioral interview and list of nominees for an
appointment) and the sealed envelope where the applicant's application form has been placed
will only be opened after a nominee candidate has been selected;

(2) ACBRASP in the Agency Website. This is an IT-driven technology in which the job vacancy
is made on the Agency's website and the application form is submitted by encoding the
applicant's personal information. Once the applicant has finished encoding his/her data, the
system will generate an ARTSCo for the applicant by pressing the "Submit" button while the
Agency receives an anonymous application form with the same ARTSCo that the applicant
receives. The entire hiring and selection process will be anonymised, as the case may be, or
as defined by the organization; and,

(3) ACBRASP app. This is an AI-based technology using a mobile apps software for the
user/applicants and computer dashboard for the organization that can view the anonymized
application form (in excel) in a short period of time, with an accurate assessment. This system
requires a server to store the application forms and other information of the applicant/user. It
is an algorithm for identifying and matching applicants with vacant positions, a user-scheduling
evaluation tool for applicants, a transactional status setting, a scorecard or employee
monitoring reference protocol (EMREP), a promotional or selection behavioral analysis, an
automated ranking of applicants’ performance and ratings, a tracking and texting function, and
a communication channel/response on the status of the application. This software app has
four users:

a) The individual applicant/user

b) The Public sector
c) The Private sector
d) The International Corporation (for OFW applicants)

This software application has a notification feature and is capable of determining whether
the preferred position of the applicant is in connection with the vacancy indicated by the
organization. This is a recruitment practice that requires “no follow-up and promote a paperless
recruitment”. All updates will be sent through mobile apps to the applicant/user and the
prompter will be shown on their mobile phone.

THE TECHNOLOGY

In an article written by Bortz (2018), he addressed the rise of tech start-ups in the 2000s
to make it easier for HRMDO teams to implement anonymized recruitment strategies. Such
providers are updating their technology to integrate current applicant tracking systems (ATSs)
which are not normally designed to remove the applicant's recognizable data. One example,
GapJumpers, was introduced in 2014 by a company with the same name. The program allows
workers to evaluate candidates on the basis of relevant performance issues.

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Technology can help the organization simplify the time-consuming recruitment

process. Another internet system called interviewing.io allows the organization to evaluate
applicants anonymously using chat rooms and voice filtering technology. After all the exams
are performed and the assessments are organized, the company publishes the identity of the
applicants to the recruiting directors. Gauging from the enhanced numbers of selection that
have been attained since the assessments were carried out, the new method appears to have
decreased unconscious bias.

The author used two methods in this study: first, the applicant as the ACBRASP user.
The procedure that the applicant should comply are, as follows:

1. Installation- In order to have access to the ACBRASP system, the applicant shall install
the software programs on their mobile phone.
2. Registration- The applicant registers in the application software and then encodes all
the information required to be submitted by the applicant in the ordinary application
form, including the demographic profile, and uploads his/her current photograph.
3. Answer the Competency Questions- In order to determine his/her current knowledge,
skills or abilities, the applicant/user should answer some essay questions given in the
system
4. Data Privacy Provision- After everything has been answered, the applicant must read
and agree with the data privacy provisions of the system.
5. Applicant’s Data stored in the system- Once agreed, the applicant's information/data
is automatically saved by clicking the "Agreed" button.
6. Vacancy- If the organization has a vacancy, the system selects and matches the
preferred position of the applicant/user that they encoded during the registration
process.
7. Matching- If the applicant desired positions suit the vacancy, he/she will receive an
invitation notice. The applicant must click the "Send" button and this action will mean
that the system will deliver his/her anonymized application form to the organization
publishing the vacancy. He/she can log out of the system if he/she is not interested
8. Applicant’s Reference Tracking System Code (ARTSCo)- The applicant's permanent
ARTSCo will be reflected in both the confirmation receipt of the applicant and reflected
in the anonymized application form sent to the organization, this will identify him/her in
the recruitment process.
9. Data update- The applicant/user may at any time update his/her system data.
10. Retention or Deletion- In the ACBRASP database, the applicant/users may choose to
remove or store their data. So long as the applicant's data is in the system he/she will
be informed of the vacancy whenever an organization posts a vacancy that suits the
applicant's preferred position.
11. Security Access- The applicant/user may only access and modify his/her ACBRASP
account by encoding his username, password, the One-Time Password (OTP) sent to
his/her registered mobile number and by answering the security question.

The second method is the ACBRASP database/dashboard of the organization. The

procedures shall be as follows:

1) An organization seeking to be a part of the ACBRASP shall be required to enroll,

register and comply with the system requirements. The organization will be given an
access code to access the installed ACBRASP dashboard.

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2) Encode or transfer all organizational position data to the ACBRASP dashboard and
include the skills and competencies required in each specific position.
3) Designate the authorized HR staff of the organization who may have access to the
system.
4) During the posting of vacancy, the designated HR employee of the organization shall
search for the position to be placed and access to the system. If the position to be
posted has been identified, the HR representative must press the "Invite" button to
deliver an invitation to the applicant/users matching their preferred position to the
vacancy position of the organization.
5) The company receives an anonymous application form with the corresponding
ARTSCo, if the applicant/user of the system is interested.
6) The HR representative may choose either to re-evaluate the qualifications or approve
all applicants who confirmed their interest.
7) Encode the date, time and place of the examination, and click the button “Exam" of
the selected ARTSCo/applicants.
8) During the test, the applicant must encrypt his/her ARTSCo on the ACBRASP HR
dashboard and press the "Print Test" to print the blank answer sheet with the
corresponding ARTSCo.
9) After the examination, the applicants must fold their answer sheets when they submit
it to the HR staff.
10) Wait for notification via the ACBRASP account.
11) The test results or scores shall be encoded in the respective ARTSCo by the HR
representative
12) If the applicant has passed the examination, the HR staff shall send the interview
schedule to the applicant via ARTSCo. Generally, this step should also be
anonymized, but the organization can choose whether or not this phase is still
anonymous or which positions should be anonymized during the interview.
13) During the interview, the applicants are positioned in an area where they are not
identified or viewed by the interviewer and the questions are structured on the basis
of the skill of the applicants.
14) The results of the interview shall be recorded by the HR Staff in the respective
ARTSCo in the system
15) When all the necessary ratings have been encoded, the HR staff will press the
"Evaluate" button and the results of all ratings in the assessment will appear by rank
in the HR dashboard.
16) The system will print the complete assessment matrix for submission to the
appointing authority by pressing the "Print Final Report" button. The matrix includes
the following information:

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17) In the column “Comment,” the appointing authority shall indicate his/her decision and
select the ARTSCo which he/she believes fits into the vacant position. After the
selection of the candidate to be named, the appointing authority shall affix his/her
signature to the approved portion of the form.
18) The HR staff will upload the approval form in PDF file and click the "Appointment"
button on the selected ARTSCo to print the complete application form with the
applicant's photograph, the system will also print the appointment paper and the
complete evaluation result for applicant's signature and thumb mark.
19) The EMReP shall be opened by HR staff and the box shall be marked with a “√” to
indicate who is appointed to the position and “X” if not considered. Then press "Finish"
to deliver a notice, whether the applicants are considered or not for the position.

The qualification evaluation as used in the ACBRASP is based exclusively on the

applicant's demonstrated experience, qualifications, abilities, knowledge and skills. With this
process, the system assessment emphasizes the skills of the applicant to do and its ability to
contribute to the organization. Therefore, the preconceptions in the traditional hiring process
which lead to biases, discriminatory or erroneous decisions will be excluded from the system
because other variables such as human judgment cannot influence it.

The Recruitment Dashboard

The Recruitment dashboard/portal is the database of the applicant's records and the
mode of communication between the candidate and the organization. It is a medium used for
the recruitment cycle such as searching, attracting, recruiting and selecting an applicant for a
position and other HR activities. It also synchronizes and organizes all the results of the
assessment according to the ARTSCo of the applicants. The HR dashboard connected to the
ACBRASP system secures and transmits the details of the applicants to the organization in an
anonymous manner.

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CONCEPTUAL FRAMEWORK

Figure 4 illustrates the conceptual framework of this study, which aims to introduce in the
public sector a new approach to a sustainable recruitment and selection process which
promotes diversity in the workplace and offers equal opportunities for public employment.

The author identifies the phases in the conduct of the ACBRASP, namely: (1) the filing
of the application form; (2) the qualifying examination; (3) the conduct interview; and (4) the
choice of the appointing authority.

The researcher has designed survey questionnaires to assess if government agencies

are ready to adopt or incorporate ACBRASP into their recruitment system. There are two
sources of respondents: one, the actual distribution of the survey questionnaire to four (4)
government agencies located in Quezon City, and the other, via e-mail to selected government
officials and employees. There are 375 respondents who participated in the study. The data
collected in the survey questionnaires were quantified and evaluated using the four-point Likert
Scale.

STATEMENT OF THE PROBLEM

This research was undertaken to introduce the ACBRASP in the public sector, and
applied during the following:

1. Filing of application form

2. Qualifying Examination
3. Behavioral Interview
4. Selection by the appointing authority

The overall result of the study found that the respondents were interested when
ACBRASP was introduced to them and showed willingness and acceptance to undergo this

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process. Based on the above, a verbal interpretation of "Agree" result with a weighted mean
of 1.79 was obtained in the overall assessment of the respondent's acceptability and interest
to incorporate ACBRASP in their recruitment and selection process.

CONCLUSION AND RECOMMENDATION

Employment in the public sector should be based on an individual’s experience, education,

training, eligibility, and competency. Demographic information must not be taken as a condition
of the above requirements.

The author introduced ACBRASP in the public sector on the premise that this system
can completely eliminate stigma and prejudice in the recruitment process and, as a result, will
provide a speedy and effective approach to determining who among the candidates can be
deemed “best fit” and shown “culture add” despite the fact that his/her personal information
has been temporarily concealed, ensuring that no other possible influence may affect the
employment decision.

ACBRASP, when incorporated into the recruitment process, is part of a growing effort to
eliminate the faulty character of the subjective judgment that interferes with the recruitment of
the best candidates for a job. It strengthens recruitment impartiality and workforce integration
that can be registered and monitored through the HRMDO's hiring indicators or standards.

The author would like to highlight that ACBRASP aims to eliminate unconscious bias,
inequality, and subjectivity of the conventional hiring process. This process, in effect, will
encourage new hires to be effective employees and further ensure that minorities,
marginalized groups and people with entirely different backgrounds have the opportunity to
demonstrate to the organization their expertise and skills

The author recommends conducting ACBRASP pilot testing in the government sector for at
least four (4) positions, such as Chief of Division Technical Positions and Director, to assess
the effectiveness of the new proposed recruitment process.

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