DEFINITION AND SCOPE

OF HRM

By: Cecilia Alexandria Godoy

HUMAN RESOURCE MANAGEMENT

• Organizational function of managing and handling one of the most

valuable assets of the organization – EMPLOYEES
• They make sure that the workers are handles and managed as
human beings worthy of respect snd compassion
• It is composed of Human Resource practices that aid the firm in
leading its people successfully and reasonably during the 3
stages of employment
• Pre-hiring
• Hiring
• Post-hiring
 Frederick Taylor

• Introduced people management through his book – The Shop

Management
• Pioneered the study of scientific management
• Father of the Scientific Management
• Addressed critical issues on incentives that encouraged the
compensation of workers for meeting or surpassing the
requirement
IMPORTANCE OF STUDYING
HRM
It is a wide range of basic business ideas
• Recruitment
• Selection
• Training and development
• Performance appraisal
• Compensation
• Safety and health
• Other productivity improvement programs
IMPORTANCE OF STUDYING
HRM
• ENTREPRENEURS
• EMPLOYEES
• SUPERVISORS AND LEADERS
 BEST FEATURES OF
HUMAN RESOURCE
• It is prevalent in nature
• It is dynamic
• It is individually-oriented
• It is employee-oriented
• It is forward-looking
• It is growth-oriented
LO 1: Define employment discrimination and describe its
various forms.

LO2: Cite various discriminatory HRM issues that impact an

organization’s HR practices.

LO3: Identify Equal Employment Opportunity (EEO) laws in

the Philippines.
 Employment discrimination is the unjust or prejudicial
treatment of different categories of people or thing specifically on
the basis of their classification in terms of age, race, gender, and
religious involvement.

Two categories of people protected by Equal Employment

Opportunity (EEO) Laws:

 Protected Classifications – categories of people who are

lawfully protected against employment discrimination based
on their age, gender, skin color, ethnicity, and physical or
mental disability.

 Protected Groups – sub-categories of people within each

protected classifications. Ex: white, black and brown are
protected groups under the protected classification skin color.
To resolve whether an EEO law was not complied or has been
violated, a person should know how the court defines
discrimination:

 Intentional discrimination or Disparate

Treatment – this is a kind of an unlawful discrimination
wherein the employer makes a gesture that intentionally and
differently treated an individual on the basis of some form of
criteria.

 Unintentional discrimination or Disparate

Impact – this is an indirect type of discrimination whereby
a policy or standard that is work-related gives unequal
chances for individuals from various protected group.
Every employment opportunity aspires to guarantee that
anyone, despite his age, color, disability, sex, religion, national
origin or race gets equal chances to employment based on his or
her qualifications inventory. Affirmative action goes beyond
equal employment opportunity by compelling employers to
take certain steps to consider those in the protected group fair
chances for employment. This is done to eliminate the adverse
effects of past discriminatory practices to the current
workplace practices in terms of recruitment and selection.
DISABLED PERSONS are those suffering from restriction or
different abilities, as a result of a mental, physical or sensory
impairment, to perform an activity in the manner or within
the range considered normal for a human being.

Sec. 5. Equal Opportunity for Employment. No disabled

person shall be denied access to opportunities for suitable
employment. A qualified disabled employee shall be subject
to the same terms and conditions of employment and the
same compensation, privileges, benefits, fringe benefits,
incentives or allowances as a qualified able bodied
person (Chan Robles virtual law library).Five percent (5%) of
all casual, emergency and contractual positions in the
Departments of Social Welfare and Development; Health;
Education, Culture and Sports; and other government
agencies, offices or corporations engaged in social
development shall be reserved for disabled persons.
SEC. 6 - Sheltered Employment — If suitable employment
for disabled persons cannot be found through open employment
as provided in the immediately preceding Section, the State shall
endeavor to provide it by means of sheltered employment.

Sec. 7. Apprenticeship. — Subject to the provisions of the

Labor Code as amended, disabled persons shall be eligible as
apprentices or learners: Provided, that their handicap is not as
much as to effectively impede the performance of job operations
in the particular occupation for which they are hired; Provided,
further, that after the lapse of the period of apprenticeship, if
found satisfactory in the job performance, they shall be eligible
for employment.
Sec. 8. Incentives for Employers. — (a) To encourage the
active participation of the private sector in promoting the welfare of
disabled persons and to ensure gainful employment for qualified
disabled persons, adequate incentives shall be provided to private
entities which employ disabled persons.

(b) Private entities that employ disabled persons who meet the
required skills or qualifications, either as regular employee, apprentice
or learner, shall be entitled to an additional deduction, from their gross
income, equivalent to twenty-five percent (25%)of the total amount
paid as salaries and wages to disabled persons:

Private entities that improve or modify their physical facilities in order

to provide reasonable accommodation for disabled persons shall also
be entitled to an additional deduction from their net taxable income,
equivalent to fifty percent (50%) of the direct costs of the
improvements or modifications.
Sec. 9. Vocational Rehabilitation. — Consistent with
the principle of equal opportunity for disabled workers and
workers in general, the State shall take appropriate
vocational rehabilitation measures that shall serve to
develop the skills and potentials of disabled persons and
enable them to compete favorably for available productive
and remunerative employment opportunities in the labor
market.
Sec. 10. Vocational Guidance and Counseling. — The
Department of Social Welfare and Development, shall implement
measures providing and evaluating vocational guidance and
counseling to enable disabled persons to secure, retain and
advance in employment. It shall ensure the availability and
training of counselors and other suitably qualified staff
responsible for the vocational guidance and counseling of
disabled persons (Chan Robles Virtual Law Library).

Sec. 11. Implementing Rules and Regulations. — The

Department of Labor and Employment shall, in coordination
with the Department of Social Welfare and Development (DSWD)
and National Council for the Welfare of the Disabled Persons
(NCWDP) shall promulgate the rules and regulations necessary to
implement the provisions under this Chapter(Chan Robles,
2006).
 All forms of sexual harassment in employment, education or
training environment are declared unlawful (Section 2).
Section 3 defines sexual harassment as a request for a sexual
favor, accepted or not, from an employer, employee, manager,
teacher, instructor, professor, coach, trainer or other persons
who have authority, influence or moral ascendancy over
another. Sexual harassment is committed when such a favor is
demanded in return for employment or promotion, or refusal
to grant such a favor results in the impairment of an
employee’s rights, privileges or employment opportunities.
 The question of wages in the Philippines is regulated by this Act. It
aims to promote the objective appraisal of jobs on the basis of the work
to be performed and the cooperation of the employers’ and workers’
organizations concerned. It spells out the manner for determining the
rates of remuneration. This is limited to the determination of minimum
wage rates for workers in general regardless of sex.
 The intent of the Act is to promote the integration of
women as full and equal partners with men in development and
nation building. The State must ensure fundamental equality
before the law and provide women with rights and
opportunities equal to that of men. Gender biases must be
removed and a substantial part of foreign assistance funds
utilized to support programs and activities for women. The
National Economic and Development Authority is given the
primary responsibility for carrying out the purposes of the Act
(Sections 3 and 4).
 The Act prohibits the employment of women in work which
involves prolonged standing or lifting of heavy objects and
(with some exceptions) night work, and provides for rest
periods (Section 7). It prohibits discrimination against women
in terms of work and remuneration. It also provides for
maternity leave benefits (at least two weeks before and four
weeks after delivery but only for the first four deliveries) and
requires the establishment of facilities for women and children
at the workplace.
 Overall, the Act is meant to protect Filipino workers working
overseas, primarily female domestic workers. Section 2(b)
stipulates that the State must protect local and overseas labour,
and promote full employment and equality of employment
opportunities for all. Equality of men and women before the law
is affirmed in 2(d). Similarly, the contribution of overseas women
workers is recognized as is their vulnerability, and the State must
apply gender sensitive criteria in the formulation and
implementation of policies and programs affecting migrant
workers.
 Section 9 stipulates that there must be no discrimination
against a public health worker, inter alia with regard to
gender. Section 7 requires everything possible to be done to
permit married couples who are both public health workers
to be employed in the same municipality. Moreover, the Act
grants additional benefits to public health workers, the
majority of whom are women, such as security of tenure,
regulations concerning the normal hours of work, overtime
work, work during rest days and night-shift, and leave
benefits.
Quid pro quo sexual harassment, happens when
a manager demands sexual intimacy from a subordinate
or a possible hire as an exchange for employment.
The second type, Hostile Environment can take place when
unsolicited criticisms and actions interfered with the employee’s
work performance and well-being or has created a disrespectful
or insulting work climate to the harassed employee.
PARTII
LO 1: Comprehensively describe the pre-hire, hire, and
post hire stages of the employment cycle.
LO 2: Discuss contemporary issues in human resource
management
LO 3: Enumerate and explain the traditional and new
areas of human resource management
LO 4: Describe organizational ethics
This stage includes two important HRM practices namely:

HUMAN RESOURCE PLANNING (HRP) is a human resource

management practice that helps managers in identifying the right
number and type of people they need to successfully execute their
overall plan in a predetermined period of time. This is done to
make sure that there is a match between the qualifications of
potential hires and the requirements of the job in order to avoid
workforce shortages or surpluses.

JOB ANALYSIS is a methodical way of collecting, interpreting and

storing information about specific jobs. These information will
help identify the content of the work as well as the worker
requirements needed to perform the job.
This stage comprises the following HRM practices:

RECRUITMENT is a human resource management tool used to

locate and entice job seekers who are eligible for the job. Sources
could either be internal or external.

SELECTION is choosing the best and the most qualified candidate

from the pool of applicants. To be effective, it should abide with
legal laws and should rightfully match employees’ skills with the
job requirements.
 The aim of this stage is to implement HRM practices that
will improve and sustain employee work performance level.
This includes:

 TRAINING AND DEVELOPMENT are learning experiences

designed to enhance workers’ capabilities . Training provides
employees the opportunity to learn and acquire additional
skills and abilities intended for the betterment of what they
are currently doing. Development, on the other hand, is
more extensive because it prepares employees for a possible
upward step to the corporate ladder, via intensive
management development programs.
 APPRAISING AND MANAGING PERFORMANCE is assessing
employees present and past performance level relative to
certain performance measures. The purpose of an appraisal
system is to determine whether employee performance
conforms or deviates from organizational standards.

 COMPENSATION consists of the pay and benefits received

by employees from their employers in return for their
services.

 BENEFITS, on the other hand, are either monetary or non-

monetary forms of compensation granted to employees
over and above their pay.
 SAFETY AND HEALTH. It is a given fact that a staggering
number of workplace accidents and injuries are common and
unavoidable incidents within an organization. Thus, to
protect the organization and its employees from danger and
illnesses, a company thru the initiatives of its human resource
management office should create and strictly impose health
and safety policies to guarantee that every employee is aware
of his or her responsibilities in preventing (if not totally
eliminating) and fostering a safe and healthy work
environment.

 SEPARATION. Terminating an employee in the Philippines is a

sensitive and serious personnel issue. It can be a complicated
process, especially after the employee gains a regular and
permanent employment status.
LET’S TALK ABOUT CURRENT TRENDS IN HUMAN RESOURCE MANMANAGEMENT

 An increasing workplace cultural diversity. This happens once a company employs

workers with different backgrounds.

 An emphasis on work and family issues. Several firms are responding to the needs of
families by providing managed-care programs, flexible time and telecommuting.

 The tremendous growth of part-time and temporary employees. The use of contingent
workers is now expanding rapidly. It has extended between industries – from
manufacturing to services and other occupations.

 The dynamic upgrading of technology. Technological advancement can have an

enormous influence on HR practices. It allows the company to improve its internal
operations and core competencies.
 Anybody who aspires to join the field of HRM may opt to either
be a generalist or specialist. An HR generalist’s job is commonly
found in small or medium sized organizations. They perform all
HRM activities such as human resource planning, preparation of
a job analysis instrument, recruitment, selection, among others.

On the other hand, an HR specialist’s job is more focused on a

specific HRM task. This is especially true in larger companies.
For example, an individual may assume the task of a training and
development specialist, or a recruitment officer or a job analyst.
 TRADITIONAL SPECIALTY AREAS
 Training and Development - prepares training
needs assessment, creates instructional programs,
implements, validates , and evaluates the training
program and assess results
 Employee Compensation and Benefits - writes job
description and job specifications; designs job
evaluation instruments; conducts market survey for
compensation package; constructs pay structure;
develops benefits programs.
 Employee Well-Being - creates committee for
employees health and safety ; designs health and
safety programs; establish a safe and healthy work
environment; implements policies on health and
safety
 Recruitment and Selection - determines job
vacancy; locates and attracts qualified job
candidates; decides recruitment methods to be
used; notifies job candidates; meets with job
candidates; studies curriculum vitae; prepares for
interview sessions; administers employment tests;
makes hiring decisions
NEW SPECIALTY AREAS
 Work and Family Life Programs –
develops and implements family and
work life balance such as flexible time,
compressed workweek, child care
assistance, and other programs that
promote work and family life.
 Cross – Cultural Orientation -
communicates organizational rituals,
norms and practices and distinguishes
them with other nations
 Managed Health Care Programs -
health care expenses continue to
affect a company’s financial status. In
this regard, most companies seek the
assistance of experts on managed
health care to plan for a better option
for its employees
 Diversity Management - develops
guidelines for ensuring that
discriminatory practices are prevented
from occurring and that individuals are
given equal chances to employment
regardless of age, sex, race, and other
classifications.
PART III
LO 1: Define human resource planning and its relationship to
strategic planning

LO 2: Discuss the step by step process of HR planning

LO 3: Explain the factors affecting HR planning

LO 4: Show how to forecast HR demand and supply

LO 5: Differentiate quantitative and qualitative approaches to

forecasting. Cite examples

LO 6: Describe how to deal with over and undersupply of

human resources and cite alternative courses of action to help
organizations deal with it.
 Human Resource Planning is also defined as an HR
undertaking that ascertains the company’s present and
subsequent HR needs. It serves as a link between human
resources management and the entire strategic plan of the
organization.

Strategic Planning is an organization’s process of

formulating and implementing its strategies and assessing its
effects to the internal and external environment of the firm.
 Corporate Strategic Plan
know your purpose of existence
specify long term goals
define your values and principles
opportunities and threats
Environmental scanning
Industry/competitor analysis
Strengths and weaknesses
forecast demand for employees
Resources, people, process, systems
competitive strategy
action plan
strategy alignment
Design, structure, systems, etc.
Allocate resources
Leadership, communication/change
assessment of goals
alignment of strategies to goals
Human Resources Planning
formulate management philosophy
create a healthy company culture
outline code of conduct
demographic trends
outside l supply of labor
competitor benchmarking
personality and competencies
predict HR demand
predict HR availability and suitability
effectiveness and efficiency
productivity improvement programs
external fit/alignment/internal fit
analyze demand and supply gap
termination and separation
enhancement programs
measure effectiveness of initiatives
keeping track of activities
1st Understand the organizational mission, goals, objectives
and strategic requirements.
2nd Make a count of present employees.
3rd Know the future demand for employees. Make a skills inventory
each year to approximate the need for manpower for the existing job
positions.

4th Determine the number of employees you currently have, and how
many do you actually need. Study the gap between demand and supply,

5th Figure out the probable increase or decrease of human resources.

The increase may come from new hires, contingent workers, transfers,
employees who were re-instated. Decreases may come from
resignation, retirement, study leaves, dismissal, lay-off, job
abandonment, death, and other factors.

6th Decide whether to hire or downsize. If the number of employees is

more than what is needed, then there is an oversupply of personnel.
The action will be to downsize. If the number of employees is less than
what is needed, then there is an undersupply of manpower. The action
will be to recruit additional manpower.
1. Company’s goals, objectives, and strategies
2. Time spent for planning HR needs
3. Uncertainties of business activities
4. Exactness of forecasting manpower needs
5. Structural design of the company
6. Internal and external availability of manpower
7. Preparation period of positioning talents
Forecasting involves predicting the company’s future human
needs. This process could be challenging and complex, but
definitely, very vital to the long- term performance of an
organization. It should focus on these three major
considerations:

(1) predicting demand for labor

(2) predicting supply of labor
(3) reconciling the gap between demand and supply of labor.
There are two methods of predicting HR needs: the
QUANTITATIVE and the QUALITATIVE. Organizational
needs will eventually determine which method to use, however, no
matter which method is selected, predicting HR needs should
never be ignored, even by small companies.

Quantitative Approaches

The quantitative method to predicting covers the use of

numerical information or mathematical procedures in analyzing
data. The most commonly used approaches are Trend Analysis,
Ratio Analysis, and Regression Analysis.
This is based on the concept that what has happened in the past
will give the HR officer an idea what will take place in the future. The
table shows the connection between sales volume and number of
employees as basis in determining the future HR needs.
SAMPLE TREND ANALYSIS
Year 2009 2010 2011 2012 2013
Business Factor
Sales Volume ( ₱ ) 10.5M 8M 7.9M 9.6M 10.2M

Number of Employees 240 200 165 215 ?

It is the process of anticipating future HR demands by
calculating the precise ratio between certain variables. This
method is seen to be more exact than the trend analysis.

Example: In determining a student-teacher ratio, let’s

assume that a university has 12,000 students and 400
professors; the student-teacher ratio is thus computed as
12,000/400 or 30:1. This ratio indicates that for every 30
students, the institution needs 1 professor. If the university
anticipates an increase in student enrollment for next year
of 1,500 students, it would need to hire 50 (1500/30)
additional professors (assuming that none of the 500
current professors leave prior to next year.
It is identical to both trend and ratio analyses in such a way that
forecasts are based upon the relation among certain predictors
like sales volume and number of employees.
Qualitative method predicts the future HR needs based on the
opinions or gut feel of some selected organizational members,
outside experts or others that are concerned with the future
labor needs of the company. This method is often seen as
subjective and judgmental, hence, biases are most likely to
occur.

The Delphi Technique is one type of a qualitative forecasting

method that aims to minimize biases of forecast by seeking
experts’ opinion and summing up their decisions. This is done
by presenting a certain business scenario to experts. Set of
questions will be asked from these experts and the reasons for
their opinions. The final forecast is ended once the panel of
experts have converged towards the right decision.
If the demand projection has been done, the company gets a
better picture of the number and type of positions it will need to
execute the work at a specific time. Decisions will then be
finalized which of the positions will be filled on a certain future
time. This process is known as supply forecasting.

First, the organization forms a cluster showing the line of

positions from which employees can anticipate growth. The
cluster may include job title, function, and degree of autonomy.

Second , within each work group, state which of the

incumbents will stay in their current positions, how many are
listed for possible transfer, promotion, and retirement. Above all,
the organization should also pay attention to possible mergers,
buy-outs and acquisitions.
Once the HR planning activity is accomplished, the company should set
and carry out HRM practices that will aid the managers in handling the
possibility of occurrence of either an undersupply or oversupply of
personnel.

If there are more workers than jobs, the first action is to

downsize, which typically refers to lay-off. However, due to some
undesirable effects of a lay-off, managers may decide to take other
options such as:

1. Suspend hiring
2. Reduce pay
3. Set limits to overtime
4. Job sharing
5. Avoid contingent workers
6. Offer career break like study leave
7. Early retirement
 An undersupply of personnel indicates that there are more
jobs than workers. If this happens, the first move of the company
should be that of hiring additional employees. However, the
company may consider the following alternatives:

1. Encourage overtime
2. Job re-assignment
3. Create another work shift
4. Strengthen retention program
LO 1: Define and describe job analysis

LO 2: Identify and discuss methods of gathering job

analysis information

LO 3: Describe the components of a job analysis. Cite examples

LO 4: Identify and describe the outcomes of a job analysis

LO 5: List and explain the various types of changes in work

schedules

LO 6: Prepare a job analysis, job description, and job

specification report
It is an HRM procedure that analyzes the requirements of the job
and not the person. It is an HRM practice that involves collecting
of data about the details of the job relating to duties, the job
requisites necessary to carry out those duties, and the traits and
attributes of the person needed to accomplish the work favorably.

Two important job analysis outcomes:

 Job description – shows the duties and responsibilities

attached to the job position. It further indicates how the
worker will do the job, and the job’s working condition.

 Job Specification – shows the specific qualifications and

individual characteristics expected to match the job
requirements.
1. Interviewing current employees. The job analyst elicits
information about the job from current employees. However, he
may also refer to the supervisors and managers if he needs more
information.

2. Observing activities of current employees. Under this method,

the job analyst meticulously watches the incumbents while
performing the job, how they do the job, and determining the
length of time it takes them to complete the job.
3. Distributing survey questionnaires. This is the most popular
way of gathering job analysis information. The job analyst
distributes the prepared questionnaire to incumbents, instructing
them to answer questions related to their jobs. Questionnaires
are gathered in a relatively short period of time.

4. Use of diaries. The diary method requires the incumbents to

keep a detailed record of their daily task. If this is done honestly,
this method assures the job analyst of the accuracy of data.
 SAMPLE JOB DESCRIPTION
Job Title: Accounting Clerk Reports to: Chief Accountant

Department: Accounting Department Job Code: 11-17

Job Analyst: Virginia Sasaki Date Verified: Dec. 3, 2018

Date Analyzed: Dec. 3, 2018

Summary: Assists in the over-all administrative and clerical functions in the Accounting Department. .
Specific duties and responsibilities:
1.Records accurately daily transactions in the general ledger.
2. Balances ledger and journal accounts.
3. Reconciles bank and book records.
4. Prepares financial report for audit purposes.
5. Maintains files of accounting documents.
6. Such other jobs that may be assigned from time to time.

Standards of Performance: To be able to execute the job effectively, he or she must be able to do the job Very
Satisfactorily.
Job Specifications:
1. Graduate of a 4-year degree course in accounting or its equivalent.
2. Good in verbal and written communication.
3. Possess the ability to do the job duties and responsibilities with less supervision
4. Must be computer literate.
5. Possess critical thinking skills.
6. Excellent scholastic records
1. Job Content – shows the actual job duties of the worker,
how he or she will perform the job, and the facilities,
materials and devices to be used in performing the job.

2. Job Context – this is about the conditions or the

environment where the job is to be performed. It also
specifies the demands such work requires the employee to
do.

3. Worker Requirements - these are qualifications that are

considered by the employer as vital to the successful
execution of the job. This refers to the knowledge, skill,
ability, personal characteristics, and credentials needed for
effective job performance.
1. Compressed Workweek

This is an alternative work schedule where the standard five-

day work is reduced to a lesser number of days, but on longer
work hours

2. Flexible time

A flexible time, also called Flextime, allows workers the lee-

way of selecting their daily time-in and time-out work
schedule on the condition that they work on a definite number
of work hours in a day or in a week. In flexible time, the over-
all work time obliged of employees is similar as that under the
regular work time
3. Job Sharing

This is a job arrangement where two employees in a temporary

or part-time status perform a job that otherwise can be done by
a full time employee. Since a job position is shared,
compensation is allocated between the two employees, thus
reducing their income.

4. Telecommuting

In Telecommuting, employees connect with employers, co-

workers and customers via electronic gadgets and other
telecommunication channels.
PART IV

CHAPTER 6:
LO 1: Define recruitment

LO 2: Describe and discuss the different recruitment sources

and the effectiveness of each

LO 3: Cite advantages and limitations of filling job openings

from internal and external sources

LO 4: Discuss methods for identifying qualified internal and

external job candidates

LO 5: Describe the steps in recruitment

It is an HRM practice of tracing and enticing probable hires from a
pool of job seekers. The company starts by notifying job seekers
about the qualifications needed to match the particular job and
the personal and professional advancements they can offer.
Decisions whether to recruit from within or externally depends
on the company’s culture and recruitment objectives. In the
event that managers wish to cut the workforce size, any job
opening is a cue that a replacement from outside must be found
to replace a departing employee.
Outside sources

1. Advertising. A usual manner of locating potential hires is

through advertising. The firm should be careful about the
contents and design of the advertisement, if it aims to attract
people to join the company.

2. Walk Ins. Walk ins are people who do not apply in response to any
type of advertisement, but rather come into a company, submit an
application and a curriculum vitae, then aspire to get the job.

3. Internet Recruiting. The internet is one of the most popular

ways of locating and attracting job applicants. Companies find
this recruitment format less costly because it will reduce
expenses incurred for filed records.

4. Employee Referral Program. This is a type of recruitment

approach used by organizations to find applicants through the
help of their existing workforce.
 “Up the Ante”. Some recruitment incentives used by
organizations may include complimentary dinners, discounts on
merchandise, all-expense-paid trips, and free insurance.

 Pay for Performance. Some firms save part of the referral bonus
until the new hire has stayed for six months. This encourages
referring employees to help the new hire succeed.

 Tailor the Program. Part of a good referral program is guiding

their workforce regarding types of people organizations need to
take in. This includes communicating the skills required and
also a reaffirmation of the values and ethics sought in applicants.
 Increase Visibility. One of the best ways to promote a referral
program is to publicly recognize employees who referred the right
fit.

 Keep the Data. Even if a referral does not get the job, it might be a
good idea to store the application letter and curriculum vitae just in
case another opening arises.

 Widen the boundary of your strategy. Just as it may make sense to

consider hiring former employees, it may make sense to ask them
for referrals even if they are not candidates for the job
themselves.

 Measure Outcomes. No surprises here. After the program is

implemented, managers need to a take careful look at the volume of
referrals, qualifications of candidates, and success of new hires on
the job.
 Symptoms of a Poor Job Candidate

1. Key jobs are not filled immediately.

2. Key roles can only be easily filled by an external
candidate.
3. Not every current employee turns out to be the right one
for the job.
4. Preferential treatment is the basis of advancement.
 Inventorying Management Talent

This method allows the organization to quickly review the

workforce pool to find the most qualified internal candidate to
fill the vacant position.

Job Posting and Job Bidding

The jobs are normally published on a firm’s data base or on

company bulletin boards easily visible to the employees. It can
also be made known through the company’s newsletter, internal
vacancy notification memo, electronic mail, or via a public
address system. Job bidding is seen to be more effective if it is for
career growth and advancement.
Before hiring an applicant for a job position, a company goes through the
following step-by-step recruitment process:

1st - Determine Job Vacancy

A job vacancy within a company may exist for a variety of reasons. It
could be due to retirement, resignation, job abandonment and
termination. Furthermore, it could also be attributed to transfer and
promotion, or there is just an entirely new position to fill.

2nd -Plan How to Fill an Open Position .

Once it has been established that a job vacancy exists, managers should
decide whether to advertise internally or externally, and whether to take
in core personnel or temporary workers.

3rd - Identify the Target Segment.

At this point, firms should be able to pinpoint who they want to take
in the organization. Print, radio, television, and on-line advertising are
helpful recruitment methods that will help the company identify their
target segment.
 4th - Reaching Out To Target Segment.

After identifying the segment, companies must set a preferred

way to reach out to their target talents. Some common
recruitment techniques include posting jobs on line, job fairs,
campus recruitment, etc. .

5th - Meet –Up With Job Candidates.

During this step, recruiters conduct initial screening to be certain

that job seekers meet the job specifications that would assist
them in judging the over-all background of the job seekers before
they render a hiring decision.