HR RECRUITMENT

&
SELECTION OF HR
 HUMAN
RESOURCES
RECRUITMENT
RECRUITMENT
Is the process of attracting the best individuals to join the company on a
timely basis in sufficient numbers and meeting the qualification
requirements.

What are the two major sources of candidates to

fill the vacant positions?
1. The Internal Source - These are the qualified
candidates from the compny and within the ranks of
its presents employees.
2. The External Source - The hiring from the outside
source is a management option.
Different Methods of HR Recruitment
1. Job Posting - This is the process by which internal recruitment is
accomplished.

Promoting or transferring employees from within

offers the following advantages:
a. It creates an opening for a lower easy-to-fill position.
b. The morale of the employee is boosted.
c. Hidden talent maybe uncovered and utilized.
d. It saves considerable time and money.
e. Employees are already familiar with the company policy and
the job itself and therefore less adjustment is necessary.
Some companies would not like to resort to job posting for
the following:
a. Supervisors and managers want to promote someone from their
department whom they have groomed for the position.
b. Some management members may be upset with employees who
apply for jobs outside their department and tend to take such a move
personally.
c. Losing an employee to job posting may mean having to wait for
replacement that may not be as good.
d. Some companies believe that it is better to bring new blood rather
than rcycling existing ones.
Different Methods of HR Recruitment
2. The Word - of - Mouth System - This method of recruitment is
found to be effective in local situations. It is one of the least
expensive recruitment systems.

On the surface, word-of-mouth appears to be an ideal

recruitment source. It is certainly an effective tool but the
following precautionary measures should be observed:
a. Regionalism may dominate over the company employees.
b. Pulling of strings and the "padrino" system may prevail in the hiring
of employees that discriminate against other applicants, who may be
more qualified.
3. Advertising Media - One popular and often effective means soliciting
applicants is advertising is through social media, like newspaper, magazines, radio
or television.

The advertisement should reach the target clientele and it should be

designed according to the following resulting in hiring.
a. For special skills, the ad must clearly stipulate the skills required.
b. In scouting for talent, the wording of the ad should be specific.
c. For applicants who want to know all about specifis, the ad must contain the
duties and responsibilities of the position.
d. Include the details where the applicant should send the resume or bio-data or
where to apply personally if required.
e. Be direct and straight forward in wording the ad.
f. Avoid cute and unprofessional phrases as it may reflect on the image of the
organization.
g. Hire and adverstising agency if you are not sure of what to pit in the ad.
h. For hiring of executive positions, the services of a consultancy agency may be
employed.

What are blind ads?

These are the ads that do not reveal the identity of the company.
The following are the advantages:
a. There might be a limited number of applicants for the "hard to fill positions"
where you want interested immediately get in touch with you.
b. Blind ads discourage some applicants to apply, as it may be the
same company they are working with.
c. Some applicants may have applied for the same position not too
long ago and it is a waste of time.

4. Walk Ins and Unsolicited Applicants - These unsolicited applicants could be a

possible source of outstanding employees.

The following guidelines may be put into advantages for Walk In or Call in
Applicants:
a. Applications should be categorized into different skills or qualifications.
b. A day of the week must be scheduled for the interview of the applicants,
c. Unsolicited applications can also be reviewed with the list of openings in mind.
Possible job matching can be pursued, either by telephone or by email.
5. Campus or University Recruitment - Campus recruitment requires careful
planning and preparation. As there are many universities that produce good
students, proper scheduling must be made and matched with manpower
projections based on the present and future needs.

6. Job Fair and Open House - The job fair and open house are popularly
increasing as recruitment sources. The organizational representatives of the
company gather and interview several applicants over a period of one to two days
in some special fields.

7. Government Agencies - Some local government units have their placement

offices look for possible employment for their constituents. The DOLE has also an
agency that compiles applications for referral to the different companies.
8. Radio and Television - Radio and television are now used as a medium
for manpower recruitment.

While they have the advantage for job recruitment the following are
some points to consider:
a. It is very costly, as the message has to be repeated to get the target
audience.
b. The message must be convincing and should be done by a professional.
c. The message on radio and television should be sincere and pleasing.
d. The name of the company must be repeated including the telephone
number so that the audience can remember where to contact the company.
9. The Internet - The internet could become another source of
employment opportunities. Company profiles and job placement could
eventually come into the internet.

The following advantages are:

a. Application letters or resumes could immediately be sent to the
company.
b. Immediate answers could be available through email.
c. Other necessary information could be available from the applicants.
d. Immediate needs of the company on manpower requirements could be
answered in a short time.
e. They are less costly and get immediate response.
SELECTION
OF HUMAN
RESOURCES
Selection - Can be defined as the process of determining from among the
applicants who can meet the job requirements and can be offered the vacant
position in the organization.

The different departments of the organization make personal

requisitions to the HRD on their manpower requirement through Personal
Requirement Form (PRF) duly approved by the management concerned.
This PRF specifies the following:

1. The positions and the number required.

2. The job specifications - What is required to do the job
3. The personal qualities needed for a worker to do the job successfully.
The HRD determines the selection procedure on how to get the most qualified
applicants. Managers and top executives must approve these standard
operating procedures. The following stages will be implemented:

Stage 1: Establishing selection procedure

Stage 2: Identify and choose selection criteria, predictors and instruments to
be used.
Stage 3: Gather and evaluate information about applicants.
Stage 4: Make communication decisions whether to select or reject.

Who makes the Selection Decisions?

The HRD is a staff department and has a functional authority to assist
line managers in all related personnel functions. The final decision to hire
usually left up to opeating department executives.
Selection and Job Matching
Selection tries to match the personal qualities of the applicants
with the job requirements. This matching procedures begins with
and is based upon an evaluation of the applicant's strengths and
weaknesses.

Selection Process
The employer can think of the election process as a series of
hurdles that applicants must clear in order to obtain the job.
 THE SELECTION PROCESS
1. Preliminary Screening - initial interview

The following personal traits and qualities are the important things
to consider in the preliminary screening process:
a. Aptitude and interest
b. Attitude and needs
c. Analytical and manipulative abilities
d. Skills and technical abilities
e. Health, energy and stamina
f. The person's value system
Applicants who pass the preliminary interview are asked to fill out an application form
provided by the company.

These are some styles of interviews:

a. Structured Interview - follows a set of procedures and the interviewer sets the
leads.
b. Unstructured Interview - is where the applicant takes the lead.
c. Panel or round - table interview - is usually done for managerial and supervisory
employees

2. The Application Form - The applicant required to fill out the company's official
application form after passing the preliminary interview.

3. Testing and Evaluation Results - Testing in the parlance of HRM , is commonly

associated with the prediction and selection of subsequen performance on the job.
Tests can be classified on the bases of personal characteristics sought from
the applicant. They are the following:

a. Intelligence Test - it is widely used to measure mental ability or general learning

ability.
b. Aptitude Test - It measure the person's capacity to learn a given job, provided
there is adequate training.
c. Interest Test - It tries to predict the succss in the job if thee person's interest and
the job are properly matched.
d. Personality Test - It is considered as an important instrument to test the
personality of the applicant especially for supervisory and managerial positions, as
they have to relate with their co-worker's in the industry.
e. Achievement or Proficiency Test - It tries to measure the applicant's knowledge
of a given job.
4. In - Depth Interview - the most important part of the selection process.

There are three important characteristics that the interview must possess.
1. Knowledge
2. Empathy
3. Communication Skills

5. Evaluating References - Are important in finally assessing the applicant's worth for the
position.

Generally there are three kinds of references:

1. Academic References
2. Character References
3. Work or Experience References
6. Physical Examination - The applicants undergo physical examination at
the company clinic or an authorized hospital to determine the physical fitness
of the applicant for the job.

7. Placements - The applicant who is cleared in all requirements is finally

offered the job.
 1. Probationary - Hired for regular
position
2. Regular or Permanent Employee -
Who passed the probationary period
3. Contractual Employee - Hired for a
fixed period or specific project of the TYPES OF
company EMPLOYEES
4. Casual or Seasonal Employee - Hired
for a particular work or servive that is
seasonal in nature.
5. Apprenticeships - Development of the
required skills for a particular type of
work.
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