RECRUIT QUALIFIED PEOPLE FOR ONE’S BUSINESS ENTERPRISE

According to Machado and Davim (2020), “Human resource management”

plays an ever more important role in organizational management. “Innovative”
businesses have strong standards in human resources administration that are
introduced to in the list of the best workplaces to operate. It lets us attract, recruit,
and retain the brightest resulting in greater innovation and productivity. Research
demonstrate that recruiting and hiring strategies and procedures in the area of
human resources management can lead to creativity and, along with preparation,
employment and remuneration management, to foster creative success overall. As
what Gusdorf (2008) elaborated, Recruitment has something to do with “The
process of attracting individuals on a timely basis, insufficient numbers and
with appropriate qualifications, to apply for jobs with an organization.” This is
often a method to convince or inspire a potential candidate to fill a vacancy.

a. Steps in Recruitment

1. Study the different company jobs and write its descriptions and specifications.
Job Description – it defines the duties and
responsibilities of a partic ular position. It is a
company’s written work that an applicant
should be aware of upon application and may
vary with different companies. The recruiting
and handling of the staff is a significant
consideration. It ensures that your
candidates and employees understand their
roles and are accountable for what they must
do.
2. Requisition of New Employee – a formal requisition form is required indicating the
position to be filled, date needed, qualifications and other requirements needed for
an applicant.
3. Actual recruitment of applicant/s.
Sources of applicants:
a. Internal - employees recruited within the company.
 b. External – applicants recruited through advertisement, referrals, placement
agencies, etc.

b. Labor Market Conditions. The robust economic and labor market environments would
profoundly influence the potential of the business to recruit top-level workers and to
maintain them. It is also usually depending on the strength of the economy. If the
economy is good and has only limited unemployment, chances are your company may
face a small number of professional workers from other employers. This may entail
improved pay or benefits in recruiting professional applicants, thus will raise your
expenditures as a start-up.

c. Legal Issues. Labor Code of the Philippines protects workers from different sectors
against abusive employers. Numerous laws spread from hiring process like discriminating
an applicant is also punishable by law. SyCip Salazar Hernandez & Gatmaitan (2019)
explain that The Labor Code bans prejudice against women because of gender issues,
and against exploitation of children to do labor. Below are relevant policies which governs
Recruitment and Selection in the Philippines:

1. The Magna Carta of Women (Republic Act No. 9710, as amended) Prohibits
prejudice against women and specifically makes an individual explicitly liable for
such prejudice be kept accountable for damages.
2. The Anti-Age Discrimination in Employment Act (Republic Act No. 10911)
Prohibits age prejudice and maintains punishments for violations of the Act.
3. The Magna Carta for Persons with Disability (Republic Act No. 7277, as
amended) provides that a qualified employee with disability shall be subject to the
same terms and conditions of employment as a qualified able-bodied person.
4. The Solo Parents’ Welfare Act (Republic Act No. 8972) prohibits an employer
from discriminating against any solo parent employee with respect to the terms
and conditions of employment on account of the employee being a solo parent.
5. The Indigenous Peoples’ Rights Act (Republic Act No. 8371) prohibits
discrimination against Indigenous Cultural Communities or Indigenous Peoples
with respect to recruitment and conditions of employment on account of their
descent.
6. The Anti-Sexual Harassment Act (Republic Act No. 7877) prohibits sexual
harassment in the workplace.
7. The Mental Health Act (Republic Act No. 11036) requires employers to develop
appropriate policies and programs on mental health in the workplace designed to,
among others, raise awareness on mental health issues, correct the stigma and
discrimination associated with mental health conditions, identify and provide
support for individuals at risk and facilitate access of individuals with mental
health conditions to treatment and psychosocial support.
8. The Philippine HIV and AIDS Policy Act (Republic Act No. 11166) also prohibits
the rejection of job application, termination of employment, or other discriminatory
policies in hiring, provision of employment and other related benefits, promotion or
assignment of an individual solely or partially on the basis of actual, perceived or
suspected HIV status. This law also states that policies and practices that
discriminate based on perceived or actual HIV status, sex, gender, sexual
orientation, gender identity and expression, age, economic status, disability, and
ethnicity are deemed inimical to national interest.

According to Gusdorf (2008), Recruitment Process is also divided into two

classifications: Internal Recruitment and External Recruitment)

A. Internal Recruitment
1. Job Posting. At some existing companies, job posting, or bulletin posting is
a usual thing especially to those proactive employees who would wish to
climb the corporate ladder. Stepping up position within the organization
creates a good impression about the company culture.
2. Employee Referrals. Using your internal existing employees to refer and
recommend someone he/she known that can perform and do task of the
vacancy that is needed by the company. At some extent, employee referrals
usually are promotional campaign of the company to its existing employees to
compensate after successful hiring of their referral.

B. External Recruitment. The easiest way of informing the public about your
vacancy is bu the use of job posting. Entrepreneurs may opt using different
variety of media such as traditional classified ads in newspapers, radio
announcements and use of flyers. On the other hand, in the contemporary world
 of recruitment, the easiest way to source potential candidates is the use of
internet. Linkedin, jobstreet, or even facebook will help employers about recruiting
talents.

SELECTION

“Selection” is “the process of choosing from a group of applicants the individual best
suited for a particular position and for the organization” (Gusdorf, 2018).

1. THE APPLICATION. The application form is typically submitted by the applicant early
in the process of choosing. Despite the increasing usage of employee placement
requirement methods, evidence reveals that illegal or unacceptable products are still
very prevalent. Some application forms require resume or curriculum vitae attachments
together with a formal application letter.

2. SCREENING INTERVIEW. A screening interview with those candidates who seem

qualified, based on the data submitted on their summary and application, is preferred
by many organizations before going further in the selection process. It is often
conducted through telephone/mobile calls. The interviewer posed several clear
questions to assess the credentials and adequacy of the candidate's position. If the
applicant 's role is inappropriate, an interviewer can refer the nominee to another open
position inside the company if it fits the candidate's abilities has become accessible.
When nothing more is open and the applicant simply cannot accept the position, the
procedure stops there, eliminating the time and expense for both the nominee and the
company to proceed with the selection phase.

Selection Test- Any instrument used to decide about a potential employee.

There are several methods organizations use to determine if an applicant has the
potential to be successful on the job. Selection tests are used to identify applicant
skills that cannot be determined in an interview process. Using a variety of testing
methods, applicants are rated on aptitude, personality, abilities, honesty, and
motivation. Properly designed selection tests are standardized, reliable and valid in
predicting an applicant’s success on the job.
3. INTERVIEWING THE APPLICANTS/CANDIDATES

Selection testing checks and minimizes the number of qualified applicants hence
would lead you to a fair interview number that can be identified. The number of
applicants in the shortlist depends on the job vacancy and the time you can give/allot
to the conduct interview process. It is always important to keep in mind the applicant’s

qualifications. The interview is always the candidate's verbal exam but has no definite
right or wrong answers since it depends upon the context or nature of the question you
throw that sometimes lead to biases. Make use of the interview to know the person
better before getting him the job done. Keep in mind the job requirements and
specification so that you will have a clear guide in asking relevant questions to the
candidate. Remember that you are measuring the competency level of the applicant.
Interviews of scenarios or situations are defined by inquiries like, "What will you do in
this situation?" such that the interviewer speculates about whether he or she will cope
with a work issue. The behavior interview prompts the candidate to explain what he or
she has achieved in a case. The applicant needs to provide specific evidence of
previous behaviors and outcomes, and the idea is that prior experience is a strong
indicator. Behavioral issues are most often correlated with a clear perspective into
reality that is necessary for progress.

4. BACKGROUND VERIFICATION AND REFERENCE CHECK

You must verify the information provided by the candidate and review the
references of the candidate once you have made your decision of selection. You must
collect reliable records about the applicant, as challenging as it can be to verify
credentials. Regrettably, past bosses are hesitant to note, primarily because they fear
criminal litigation by disgraced former workers. Many employers therefore restrict their
data on former employees strictly. But for employers it is no-win situation because it
can either way be prosecuted. When derogatory details on former workers is not
given, the company might be shielded against slander, but it raises its exposure to
wrongdoing when the company withholds information on a former employee 's
instability.

DEFAMATION- The act of undermining another's credibility by giving a third party

a false allegation.
 NEGLIGENCE- The absence of the quality of treatment a fairly prudent individual
should have followed in the same case.

A former employer that may not alert of an employee's documented tendency to

abuse can even be guilty of negligence hiring, and a possibly dangerous employer
may be guilty of negligence recruiting because any prospective worker has been hurt
on the job. The team must make the candidate sign the appropriate consent
documents, criminal record records, reference tests, and Web analysis before
carrying out the background checks for any prospective employee, as they are both
data subjects confidential and sensitive material. This has been enacted in the
Philippines by the 2012 Data Privacy Act.

5. MAKING THE JOB OFFER

“Job offer” is a written document from the company informing that an applicant
has successfully passed the hiring and recruitment process. HR department are
the ones who process the job offer. Salaries and benefits are currently discussed
and any other conditions that need to be met is notified to the prospective
employee. If the physical exam or the drug screen is required for your organization,
arrangements should be made to conclude this process. If the applicant requires
time to focus on the offer of jobs, a contact period will be set. You will also provide
a practical career overview for your prospective new hires.