MODULE 1 – DEFINITION AND SCOPE OF HRM
Human Resource Management (HRM) – the
organizational function of managing and handling
one of the most valuable assets of the organization
– its employees.
• It tackles various undertakings performed by a
business firm to make certain that workers are
handled and managed as human beings worthy
respect and compassion throughout their
employment life (i.e., from entry to separation).
• is composed of human resource (HR) practices
that aid the firm in leading its people
successfully and reasonably throughout their
journey during the three stages of the
employment cycle: the pre-hiring, hiring, and
post-hiring.
Pre-hiring Stage - Organizations determine the right
number and type of people needed to fill up
positions in the organization along with their
required qualifications. It includes activities
performed prior to hiring, such as human resource
planning and job analysis. Hiring Stage - Companies
establish policies that will help managers fulfill the
staffing needs of the company, eventually leading to
recruiting and selecting.
Post-hiring Stage - Companies carry out certain HRM
practices and other productivity programs that
enhance employees’ performance level, such as
training and development, performance appraisal,
compensation and benefits administration,
employee health and safety, and separation.
IMPORTANCE OF STUDYING HRM
• HRM embraces a wide range of basic business
ideas that include recruitment, selection, training
and development, performance appraisal,
compensation, safety and health, and other
productivity improvement programs. It is important
even to non-HR personnel such as employees,
supervisors, and leaders. Entrepreneurs -
Entrepreneurs have to meet a lot of challenges in
handling and managing their workers, especially in
training, designing a compensation structure or
building a friendly company culture. Thus, the study
of human resource management will give these
enterprising individuals useful insights and a
thorough understanding of the employment cycle,
and a broader idea about various human resource
practices in order to meet present and future
challenges head on.
Employees - It is important to know the people will
always be one of the company’s valuable assets.
Hence, it is essential for employees to understand
HR management so they may gain a better
understanding of their rights and privileges as
thinking, feeling, and doing individuals in an
organization.
Supervisors and Leaders - HRM involves designing
various productivity improvement programs that
could provide learning and enhancement in the
quality of life and level of performance of
employees. Hence, a good boss should always bear
in mind that every HR decision they make and
policies they formulate should be anchored to what
the job requires and not on certain biases. Thus,
studying HR management can provide supervisors
and leaders a competitive edge, especially in the
aspect of recruitment.
BEST FEATURES OF HRM
• HRM is a continuing process of managing people
and their activities at work while squeezing out
the best potential from them so they become
productive individuals.
1. It is prevalent in nature. It means that HRM is
present and performed in all operational and
functional areas of management within an
organization on a continuous basis. In other
words, it is not an “on-off” function that is
performed only when needed.
2. It is dynamic. HRM moves! HRM acts! It does not
depend on written rules and policies to solve
problems; rather, it focuses on what can be
done through logical and well-grounded
solutions and decisions. It constantly finds ways
to change situations and events for the
betterment of the organization and its
employees.
3. It is individually-oriented. In HRM, each
employee is considered a human being that is
worthy of respect and compassion. In this sense,
HRM works toward getting the best out of each
employee by seeing to it that they are
continually offered the opportunity to be
equipped with new skills through training,
development, and other productivity
improvement schemes. In effect, both intrinsic
and extrinsic motivation is increased.
4. It is employee-oriented. Employees are the
doing individuals of an organization. Rewarding
them for their contributions to organizational
success is a strong reinforcement to increase the
level of job performance. A firm’s HRM strategy
that empowers employees makes them feel
appreciated for the job they do.
5. It is forward-looking. For an organization’s HRM
function to be successful, it should effectively
envision and assess labor needs for a given
period of time. Doing so will assure the
managers that only the competent, motivated
people with the right match of qualifications are
joining the company.
6. It is growth oriented. For an organization’s HRM
process is to yield success, it should constantly
enhance the conceptual and analytical skills of
its employees. A carefully planned design for
employee development is almost compulsory if
the organization aims for excellence. Job
rotation is one way for employees to learn
various skills.
DIFFERENCES BETWEEN PERSONNEL
MANAGEMENT (PM) AND HRM
DIFFERENCES BETWEEN HRM AND HUMAN
RESOURCES DEVELOPMENT
MODULE 2 – EQUAL EMPLOYMENT OPPORTUNITY
(EEO) AND THE LAW
• Legal issues pervade almost all aspects of
employment from the recruitment and selection
of applicants to their separation from
employment.
Several HRM laws tackle a variety of legal
issues. Some may be related to specific
employment practices while others cover
extensive HR concerns such as employment
discrimination in the areas of age, sex, race,
and other factors.
Employment discrimination is the unjust or
prejudicial treatment of different categories of
people or thing specifically on the basis of their age,
race, gender, and religious beliefs.
• During recruitment, firms should be cautious not
to infringe anti-discrimination laws.
• The goal of these laws is to make certain that an
individual who seeks employment is equal
chances to vie for it.
• These situations are clear-cut, but many other
are not. Uncertainties over whether there is
discrimination may be avoided by applying the
concept of “bona fide occupational
requirement,” which means that the company
must be able to prove that the requirement is
indeed essential.
TWO CATEGORIES OF PEOPLE PROTECTED BY EEO
LAWS
1. Protected Classifications - categories of people
who are lawfully protected against employment
discrimination based on their age, gender, skin
color, ethnicity, and physical or mental ability.
2. Protected Groups - sub-categories of people
within each protected classification. Ex. white,
black, and brown are protected groups under
the protected classification skin color.
To determine non-compliance or violation to EEO
law, a person should know how the court defines
discrimination:
1. Intentional Discrimination or Disparate
Discrimination - This is a kind of an unlawful
discrimination wherein the employer makes a
gesture that intentionally treats an individual
differently on the basis of some form of criteria.
2. Unintentional Discrimination or Disparate
Impact - This is an indirect type of discrimination
whereby a policy or standard that is work-
related gives unequal chances to individuals
from various protected groups.
EEO VS AFFIRMATIVE ACTION
EEO - Seeks to guarantee that anyone, despite his
age, color, disability, sex, religion, national origin, or
race has an equal chance of employment based on
his or her qualifications inventory.
Affirmative Action - It goes beyond equal
employment opportunity by compelling employers
to take certain steps to provide those in the
protected group fair chances for employment. This
is done to eliminate the adverse effects of past
discriminatory practices on the current workplace
practices in terms of recruitment and selection.
EQUAL EMPLOYMENT OPPORTUNITY LEGISLATION –
IN THE PHILIPPINES
1. Republic Act No. 7277 - An Act Providing For The
Rehabilitation, Self-development And Self-
Reliance Of Disabled Persons And Their
Integration Into The Mainstream Of Society And
For Other Purposes.
TITLE II - RIGHTS AND PRIVILEGES OF DISABLED
PERSONS CHAPTER I EMPLOYMENT
2. REPUBLIC ACT NO. 7877 - An Act Declaring Sexual
Harassment Unlawful In The Employment,
Education
Or Training Environment, And For Other
Purposes
TWO TYPES OF SEXUAL HARASSMENT
QUID PRO QUO SEXUAL HARASSMENT – Happens
when a manager demands sexual intimacy from a
subordinate or a possible hire in exchange for
employment. A manager or supervisor who has the
power to employ or terminate can carry out quid
pro quo sexual harassment, and that behavior is
completely illegal.
HOSTILE ENVIRONMENT - Can take place when
unsolicited criticisms and actions interfere with the
employee’s performance and well-being or has
created a disrespectful or insulting work
environment for the harassed employee. Other than
the employee who is the target of the harassment,
the rest of the workers who have witnessed or
heard about the harassment, are also considered
victims, and may likewise view the workplace as very
unfriendly, which could negatively impact their
productivity. Thus, vulgar words, nude pictures,
swearing, and other offensive statements constitute
a hostile environment.
3. REPUBLIC ACT NO. 6727 - An Act To Rationalize
Wage Policy Determination By Establishing The
Mechanism And Proper Standards Therefor,
Amending For The Purpose Article 99 Of, And
Incorporating Articles 120, 121, 122, 123, 124,
126 And 127 Into, Presidential Decree No. 442,
As Amended, Otherwise Known As The Labor
Code Of The Philippines, Fixing New Wage Rates,
Providing Wage Incentives For Industrial
Dispersal To The Countryside, And For Other
Purposes (Wage Rationalization Act, 1989)
4. REPUBLIC ACT NO. 7192 - An Act Promoting The
Integration Of Women As Full And Equal
Partners Of Men In Development And Nation
Building And For
Other Purposes (Women In Development And
Nation Building Act, 1992)
5. REPUBLIC ACT NO. 679 - An Act To Regulate The
Employment Of Women And Children, To
Provide
Penalties For Violation Hereof, And For Other
Purposes
6. REPUBLIC ACT NO. 8042 - An Act To Institute
The Policies Of Overseas Employment And
Establish A Higher Standard Of Protection And
Promotion Of The Welfare Of Migrant Workers,
Their Families And Overseas Filipinos In Distress,
And For Other Purposes (Migrant Workers And
Overseas Filipinos Act Of 1995)
7. REPUBLIC ACT NO. 7305 – The Magna Carta For
Public Health Workers
8. REPUBLIC ACT NO. 7169 – The Local
Government Code Of The Philippines
9. EXECUTIVE ORDER NO. 117 – Equality Of Access
To Education
10. REPUBLIC ACT NO. 7845 – An Act Appropriating
Funds For The Operation Of The Government Of
The Republic Of The Philippines From January
One To December Thirty One, Nineteen
Hundred Ninety Five, And For Other Purposes
(General Appropriations Act Of 1995)
11. PRESIDENTIAL DECREE NO. 442 - A Decree
Instituting A Labor Code Thereby Revising And
Consolidating Labor And Social Laws To Afford
Protection To Labor, Promote Employment And
Human Resources Development And Insure
Industrial Peace Based On Social Justice (Labor
Code Of The Philippines) Title III - Working
Conditions For Special Groups Of Employees
Chapter I - Employment Of Women
12. REPUBLIC ACT NO. 7655 (Act Increasing the
Minimum Wage of House Helpers)
13. Book Four Title I of the Code
SUMMARY OF LAWS
 Republic Act No. 7169 Section 41 deals with
the manner of the election as it aims to strengthen
the local government's representation of
marginalized sectors by ensuring that they have a
representative to speak for them at the national
level. The importance of this law to EEO is it seeks to
eliminate all forms of discrimination in the
workplace, including protection from dismissal solely
based on prejudice, as well as being denied
employment opportunities despite being qualified
for such work.
The Republic Act No. 7305 generally known
as Magna Carta on Public Health Workers ensures
that the rights of health and other public workers,
especially the rights of couple health workers, are
not infringed upon by anyone. It is important to EEO
because it prohibits discrimination against in respect
of gender, civil status, creed, religion, political
beliefs, or ethnicity in the exercise of employees'
profession.
Presidential Decree No. 442 Title III -
Working Conditions for Special Group of Employees
Chapter I - Employment of Women includes statutes
that give women employees advantages in the
workplace and protection from employment
discrimination, such as marriage status
discrimination, maternity status, and decisions
based on the sex of the employees. This law is
important in the context of Equal Employment
Opportunity as it ensures that women employees
should have the same privileges, equal respect, and
opportunity as men.
The Republic Act No. 7277 or the Magna
Carta for Disabled Person ensures rehabilitation for
people with disabilities in empowering, improving
their skills and abilities, and allows disabled people
to have the opportunity and potential to work like
regular people. It is valuable to the EEO because it
offers disabled workers an opportunity and a voice
to lift their complaints to management, and the
right to equal access to employment opportunities.
Republic Act no. 7877 is an Act Declaring
Sexual Harassment Unlawful In The Employment,
Education Or Training Environment And For Other
Purposes Title II - Rights and Privileges of Disabled
Persons Chapter I – Employment, prohibits all types
of sexual assault in the workplace, education, or
training environment and it gives the head of the
office the responsibility of promulgating laws and
guidelines for consulting workers that encounter
sexual abuse. It is important for the EEO as this law
guarantees that every worker has the right to feel
comfortable, secure, and conscious at the same
time in the workplace that the employee belongs.
Republic Act No. 6727 also known as Wage
Rationalization Act focuses on setting the minimum
wage rate fairly and equitably in compliance with
the agreed contract of employment of both
employer and employee that is performed by the
regional living costs. It is essential to the EEO
because this legislation guarantees that workers
earn satisfactory compensation, protects them from
unacceptable low wages, and sets a minimum
standard that is essential for the well-being of every
employee.
Republic Act No. 7845, otherwise known as
the General Appropriations Act, 1995. Section 27 of
this Act focuses on the appropriate allocation of
government funds for its activities explicitly in
gender-responsive projects and its development.
This law is important in the EEO because it helps to
eradicate gender differences for both men and
women and give Filipino women workers the right to
equal opportunities in employment to accentuate
their expertise, experience, talents, and skills.
Regulation of the Republic No. 679 Section 7
Employment of Women states that no woman
employee shall be engaged in any place of work that
needs a great deal of power and shall not be
discriminated against based on sex. It is essential to
EEO because it provides women employees various
advantages in the workplace and adequate
consideration of their security in the organization.
Republic No. 8042 Section 2 Declaration of
Policies emphasizes that the State shall grant full
protection and timely assistance to workers, both
locally and abroad, and promote equal job
opportunities for all. The importance of this
legislation in the sense of Equal Employment
Opportunities is to promote gender equality and
expand the provision of adequate protection to
those female and male employees who work beyond
sovereignty.
Republic Act No. 7655 is an act of increasing
the Minimum Wage of House Helpers focuses on
giving these workers that receive income of at least
1,000 pesos, the entitlement of all benefits offered
by the Social Security System (SSS). In the sense of
Equal Employment Opportunity, this law is relevant,
because it seeks to protect, offer security, various
advantages and provide for the well-being not only
of the minimum wage workers but also to their
families and beneficiaries.
Title I of Book Four of the Code deals with
medical, dental, and occupational safety and that
every employee is protected by the State Insurance
Fund the same way regardless of their gender. It is
vital for EEO as it prioritizes the safety of every
employee and ensures their welfare and protection,
despite gender differences, at the time of their work
by providing the rights in receiving accurate safety
measures.
Executive Order No. 117 Equality of Access
to Education Section 3. Declaration of Policy states
that the education system shall do its best to sustain
fair access in education for all people to strengthen
and advance the nation's goals as well as enrich
their involvement in unifying the Filipino nation. It is
important to EEO because it allows the Filipinos who
are willing to have and accept the offered education,
the opportunity to contribute to the development of
the country's growth and enhancement.
Republic Act No. 7192 generally known as Women in
Development and Nation Building Act focuses on
facilitating the inclusion of women as complete and
equal partners of men in development and nation-
building and for other purposes. The importance of
this law in terms of EEO is it eradicates gender
discrimination and provides the fair treatment of
women in our nation as discrimination based on
gender is evident, as well as raising the morale of
women employees.
MODULE 3 – PRE-HIRING, HIRING, AND POST-
HIRING
THE PRE-HIRING STAGE
● Human Resource Planning helps managers
identify the right number and type of people
they need to successfully execute their
overall plan within a predetermined period
of time. This is done to make sure that there
is a match between the qualification’s
potential hires and requirements of the job
to avoid workforce shortage or surplus.
● Job Analysis is a methodical way of
collecting, interpreting, and storing
information about specific jobs. This
information will help identify the content of
the work as well as the worker requirements
needed to perform the job. through the job
analysis, managers will be able to
understand the qualifications needed to do
to the job, know the duties of the
incumbents, and describe the nature and
conditions of the work to be done.
THE HIRING STAGE
● Recruitment serves as a tool to locate and
entice job seekers who are eligible for the
job. Recruitment sources could be internal
or external.
● Selection is choosing the best and the most
qualified candidate from the pool of
applicants. Selection, to be effective, should
abide by legal laws and should rightfully
match employees’ skills with the job
requirements.
THE POST-HIRING STAGE
● Training and development are both 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
leader via intensive management
development programs that will squeeze
 their potentials and skill levels, this
improving the overall organizational
performance.
● Appraising and managing performance
involve assessing employee, past and
present performance levels relative to
certain performance measures. The purpose
of an appraisal system is to determine
whether employee performance conforms
or deviates from organizational standards.
Employees whose performance corresponds
to prevailing standards should be
encouraged to continue with the
appropriate behavior, while those whose
performance deviates from the standards
should be accorded with the proper
corrective measures in a respectful and
motivating manner.
● Compensation consists of the pay and
benefits received by employees from their
employers in return of their services. Pay
comes in the form of either a wage or a
salary. Benefits, on the other hand, could be
either monetary or non-monetary form of
compensation granted to employees over
and above their pay. Benefits are classified
as those mandated by the law (such as paid
vacation and sick leaves, among others) and
those coming from the generosity of the
company (like clothing allowance, meal
subsidy, employee discounts, and others).
The goal of a compensation scheme is to
motivate and retain the most qualified and
competent workers before they are “taken
away” by the competition.
● Enforcing safety and health measures is not
only the responsibility of employers or of the
human resource department, but that of the
entire workforce as well. It is a given fact
that a staggering number of workplace
accidents and injuries are common and
unavoidable within an organization. Thus, to
protect the organization and its employees
from danger and illness, a company through
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.
● Terminating an employee in the Philippines
is a sensitive and serous personnel issue. It
can be a complicated process, especially
after the employee gains a
regular/permanent employment status. The
Philippine Constitution says, no involuntary
servitude in any form shall exist except as
punishment for a crime whereof the party
shall have been duly convicted (Philippine
Labor Code).
CURRENT TRENDS IN HUMAN RESOURCE
MANAGEMENT
Here are some factors that may have greater
influence on HRM practices:
1. An increasing workplace cultural diversity.
2. An emphasis on work and family issues.
3. The tremendous growth of part-time and
temporary employees.
4. The dynamic upgrading of technology.
HR GENERALIST VS SPECIALIST
● HR Generalist
Its 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 including job
description and specification, recruitment
and selection among others.
● HR Specialist
Its 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, a payroll
head, or a job.
TRADITIONAL AND NEW SPECIALTY AREAS IN HRM
● Traditional Specialty Areas
Training and Development
Employee Compensation and Benefits
Employee's Well Being
Recruitment and Selection
● New Specialty Areas
Work and Family Life Programs
Cross-cultural Orientation
Managed Health Care Programs
Diversity Management
ORGANIZATIONAL ETHICS
Workplace ethics are statements or rules that
determine right or wrong conduct in the
workplace. It is at the core of every
professional; hence, HR practitioners need
to express strong belief of integrity in order
to build a work environment characterized
by confidence and credibility. Like many
other businesspeople, HR professionals
must serve with ethical integrity. HR
professionals and practitioners should be
the main players and models of ethical
behavior. In today’s highly electronic world,
the job of the HR professional/practitioner;
in matters of ethics has become even
tougher, especially because technology has
invaded the worldwide business
organizations, and the chances are high that
ethical “red flags” be raised.

MODULE 4 — Human Resource Planning (HRP)
• is an HRM practice that helps managers in
predicting the various HR needs relating to
acquiring, positioning, and utilizing employees.
List of activities that serve as the link between
human resource planning and the company’s
strategic plan:

• also defined as an HR undertaking that ascertains

the company’s present and subsequent HR needs.

• serves as a link between human resource

management and the entire strategic plan of the
organization.

Strategic Planning
• is an organization’s process of formulating and
implementing its strategies and assessing their
effects on the internal and external environment of
the firm.

• the main objective of this relationship is to make

sure that Human Resource Management activities
are taken into consideration prior to formulating the
corporate plan. THE PROCESS OF HUMAN RESOURCE PLANNING

Step-by-step process of human resource planning

1. Understanding the organizational mission, goals, FACTORS THAT AFFECT HUMAN RESOURCE
objectives, and strategic requirements. PLANNING
2. Conduct a head count of present employees.
3. Know the future demand for employees. Conduct 1. Company’s goals, objectives, and strategies
a skill inventory each year to approximate the need 2. Time spent for planning HR needs
for manpower for existing positions. Investigate the 3. Uncertainties of business activities
sources of supply of human resources. The sources 4. Exactness of forecasting manpower needs
can come from academic institutions, and people 5. Structural design of the company
from other organizations seeking employment. 6. Internal and external availability of manpower
4. Determine the number of employees you 7. Preparation period of positioning talents
currently have and how many you actually need. FORECASTING
Study the gap between demand and supply.
5. Estimate the possible increase or decrease in
human resources. The increase may come from new
hires, contingent workers, transfers, re-instated • a key component to successful Human Resource
employees. Decreases may come from resignation, Planning
retirement, study leaves, dismissal, lay-off, job • managers need to regularly predict their HR needs
abandonment, death and other factors. and the core competencies of the firm as part of
6. Decide whether to hire or to downsize. If the their strategic planning activity.
number of employees is more than what is needed,
then there is an oversupply of personnel. The action They should focus on these three major
will be to downsize. If the number of employees is considerations:
less than what is needed, then there is an a. predicting demand for labor;
undersupply of manpower. The action will be to b. predicting supply for labor; and
recruit additional manpower. c. reconciling the gap between demand and supply
of labor.
• being deliberately mindful to each will help
mangers attain their HR needs, thus improving
organizational effectiveness and increasing
profitability.

Predicting a Firm’s Demand for Employees

• Predicting the need for labor has been an essential
indicator of a company’s progress.
• No matter the size, the company will need to
conduct a forecast of its labor needs.
• A complete forecast should append recent data,
previous experiences, and other probabilities to be
able to come up with a sensible and responsive HR
plan.
TWO METHODS OF PRACTICING HR NEEDS
1. Quantitative Approaches
• The quantitative prediction method covers the use
of numerical information or mathematical
procedures in analyzing data.
• most commonly used approaches are trend
analysis, ratio analysis, and regression analysis.
- Trend analysis 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. Trend analysis
ties past employment flows to subsequent labor
needs.
- Ratio analysis is the process of anticipating future
HR demands by calculating the precise ratio
between certain variables. This method is
considered more accurate than trend analysis.
- Regression analysis is identical to both trend and
ratio analyses in such a way that forecasts are based
upon the relation between certain predictors like
sales volume and number of employees. In this
method, the organization draws lines and marks
called a scatter diagram. It
then calculates regression line which goes through
the middle of the marks on the scatter diagram.
Proper interpretation of the regression line will
enable the company to determine the number of
employees needed for each predictor or variable.
2. Qualitative Approaches
• predict future HR needs based on the opinions or
gut feel of some selected members of the
organization outside experts or others 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.
- Delphi Technique is a type of qualitative forecasting
method that aims to minimize biases of forecast by
seeking expert opinions and summing up their
decisions. This is done by presenting a certain
business scenario to experts. A set of questions will
be asked from these experts and the reasons behind
their opinions. The final forecast is obtained once
the panel of experts
have converged toward the right decision.
Predicting the Supply of Employees
• Supply forecasting – decisions will be finalized on
which positions will be filled on a certain future time.
1. 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.
2. 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 MODULE 5: JOB ANALYSIS AND JOB EVALUATION

pay attention to possible mergers, buy-outs, and

acquisitions. Writing a Good Job Description
- Job description is a document aimed at providing

Outcomes of the HR Planning Process job applicants with an outline of the main duties

• Once the HR planning activity is accomplished, the and responsibilities of the role for which they are

company should set and carry out HRM practices applying for.

that will aid the managers in handling the possibility - It is an overview of a certain job that should consist

of occurrence of either an undersupply or of about two to five pages in length.

oversupply of personnel. - it should be detailed and lengthy, because it would

not be interesting and valuable if the

Dealing with Workforce Oversupply information indicated it is limited. It must

• If there are more workers than jobs, the first action describe a job in enough detail that decisions

is to downsize, which typically refers to lay-off. about activities such as selection and training

However, due to some undesirable effects of lay- can be made. Also, duties and responsibilities

offs, managers may consider options such as: should be included.

suspend hiring, set limits to overtime, avoid

contingent workers, early retirement, reduce pay, In writing an efficient job description, the

job sharing, and offer career breaks like study leave. company should consider the eight sections for
them to find and recruit the best job applicants .

Dealing with Workforce Undersupply A job description should contain the following

• An undersupply of personnel indicates that there eight sections: job title, summary, work

are more jobs than workers. If this happens, the first activities, tools and equipment used, work

move of the company should be to hire additional context, performance standards, compensation

employees. However, the company may consider information, and personal requirements.

the following alternatives: encourage overtime,

create another work shift, job reassignment, and Job Title

strengthen retention program. A job title holds an important role in writing a job
description. An accurate title describes the
nature of the job and the perception of the
status or worth of a job. It is also a description of
the duties of the role and the level of the
 position. For managerial roles, titles typically
include executive, director, manager, supervisor,
or chief. Individual contributors are usually staff,
representatives, experts, specialists.
Brief Summary
In this part, the summary needs to be only a
paragraph in length but should briefly describe
the nature and what is the purpose of a certain
job. This summary can be used in help-wanted
advertisements, internal job postings, and
company brochures.
Work Activities
The work-activities section lists the tasks and
activities in which the work is involved. These
tasks and activities should have a category label
and be organized into meaningful categories to
make the job description easy to read and
understand.
Tools and Equipment Used
This section should include the lists of all the
tools and equipment used to perform the work
activities in the previous section. Even though
tools and equipment may have been mentioned
in the activities section, placing them in a
separate section makes their identification
simpler. Information in this section is used
primarily for employee selection and training.
Job Context
This category should clarify the environment in
which the employee works and should mention
stress level, work schedule, physical demands,
level of responsibility, temperature, number of
coworkers, degree of danger, and any other
relevant information. This information is
especially important in providing applicants a
knowledge that they can utilize if they can
perform a specific job.
Work Performance
The job description should outline standards of
performance. It contains a somewhat brief
description of how an employee’s performance
is evaluated and what work standards are
expected of the employee. For example, Work
performance is how well an individual performs
a job, role, task, or responsibility. And this
performance will be evaluated concerning
documented responsibilities, objectives, goals,
and reasonable expectations associated with a
role, profession, and industry. (Spacey, 2017)
Compensation Information
This part of the job description should contain
information on the salary grade, whether the
position is exempt, and the compensable factors
used to determine salary. But, the employee’s
 actual salary or salary range should not be listed
on the job description.
Figure 1. Commonly used strategy for conducting a
Job Competencies job analysis.
This section contains what are the commonly
called job specifications or competencies. These
are the knowledge, skills, abilities, and other
characteristics (KSAOs) (such as interest,
Identify task
personality, and training) that are essential to be Performed
successful on the job. Job specifications are
determined by deciding what types of KSAOs are
needed to perform the tasks identified in the job
analysis. Write task
Statements

14. Conducting a Job Analysis

- Job analysis is the series of activities undertaken to Rate task Statement

systematically obtain, categorize, and document

all relevant information about a specific job to
know the nature and characteristics of the
people to be employed for each job. Determine Essential
KSAOs
- The goal of job analysis is to have work
simplification, the establishment of work
standards, and improving safety in
organization/work.
Selecting test to
tap KSAOs
In conducting a job analysis, the first step is to define
the key job dimensions and the tasks performed for
each dimension, the resources and equipment used
to perform the tasks, and the conditions under
which the tasks are performed. Typically, this data is
obtained by collecting previous work information,
interviewing work incumbents, analyzing results, or
actually performing the job itself.
Job Participation. An individual can analyze the job
Gathering Existing Information. Before interviewing
incumbents, it is always necessary to gather the
information that has already been obtained.
Interviewing Subject Matter Experts. The most
common method of conducting a job analysis is
to interview subject matter experts (SMEs).
SMEs are people who are
knowledgeable about the job and include job
incumbents, supervisors, customers, and upper-
level management. Job analysis interviews come
in two main forms: individual and group. In the
individual interview, the job analyst interviews
only one employee at a time. In the group
interview or SME conference, a larger number of
employees are interviewed together.
Observing Incumbents. Observations are useful job
analysis methods, especially when used in
conjunction with other methods such as
interviews. During a job analysis observation, the
job analyst observes incumbents performing
their jobs in the work setting. This method lets
the job analyst actually see the worker do his/her
job and thus obtain information that the worker
may have forgotten to mention during the
interview. This is important because many
employees have difficulty describing exactly
what they do; to them, performing their job is
second nature and takes little thought.
by actually performing it. This technique, called
job participation, is especially effective because
it is easier to understand every aspect of a job
once you have done it yourself. The technique is
easily used when the analyst has previously
performed the job.
Once the tasks have been defined, the
next step is to write the task statements which
will be included in the task inventory and
included in the job description. There must be an
action (what is done) and an entity (to which the
action is done) in a properly written task
description. Task statements contain elements
such as where the work is performed, how it is
performed, why it is done, and when it is done.
Once the task statements have been
written (usually including some 200 tasks), the
next step is to conduct a task analysis—using a
group of SMEs to rate each task statement on
the frequency and the importance or criticality
of the task being performed. After a
representative sample of SMEs rates each task,
the ratings are organized into a format.
Once the task analysis is completed and
a job analyst has a list of tasks that are essential
for the proper performance of a job, the next
step is to identify the KSAOs needed to perform
the tasks. Knowledge is a body of necessary data
for a task to be performed. Skill is the proficiency
to perform a learned task. Ability is a basic
capacity to perform a wide range of tasks, gain
information, or develop skills.
characteristics include such personal factors as
personality, willingness, interest,
motivation, and such tangible factors as licenses,
degrees, and years of experience.
If the significant KSAOs have been
identified, the next task is to select the best
methods required at the time of hire to utilize
the KSAOs. These methods will be used for the
selection of new employees and will include
interviews, work descriptions, skill assessments,
personality tests, reference reviews, integrity
tests, biodata, and evaluation centers.
Overall, the utilization of job analysis will
identify the right people at the right time in the
right place with the right skills. It will create
efficient recruitment, selection, and placement.
The outcome of job analysis is
redesign/documentation based on work
specialization and improvement that will
determine the worth of the job: higher the
worth, higher the salary. Additionally, it will
ensure the safety of the job by communicating
about employees' conditions and give actions/
solve it accordingly. (Dr. Amit Lal, 2020)
The utilization of j
15. Job Evaluation
Job evaluation is a systematic process
Other way of evaluating and determining the value or
worth of the job for an organization.
and evaluating a certain job against other jobs in one
organization to have a fair compensation system
against various bands or levels can be
established.
PURPOSE OF JOB EVALUATION
• Designing new organization and job roles
• Changing the organizational design or roles
• Aligning roles and pay to organizational changes
• Designing an effective organization
• Defining interdependent among different jobs
• Clarifying accountabilities of the job
• Managing succession in the organization
• Renewing the existing pay structure
• Auditing legal compliance of pay policies
• Implementing benchmark pay structure of
• Setting value-based pay policies
job Non - Analytical
Ranking Method - This is the simplest and
inexpensive job evaluation method, wherein the
jobs are ranked from the highest to the lowest
on the basis of their importance in the
organization.
Job Grading Method - Also known as Job
Classification Method under this method the job
grades or classes are predetermined and then
each job is assigned to these and is evaluated
accordingly.
Analytical
Factor Comparison Method - Under this method, the
job is evaluated, and the ranks are given on the
basis of a series of factors: mental effort,
physical effort, skills required supervisory
responsibilities, working conditions, and other
relevant factors. These factors are assumed to
be constant for each set of jobs.
Point Ranking Method - Under this method, each
job’s key factor is identified and then the
subfactors are determined. These sub-factors
are then assigned the points by its importance
Job Analysis - It is a process through which required
information about various aspects of jobs can be
obtained.
Job description - A profile of job information is
prepared to indicate the duties, responsibilities,
and working conditions of work.
Job specification - Indicates preparation of a
specification statement that explains the
necessary skills, knowledge, and abilities
required to perform the job.
Job rating - Includes the process of using the same
methods to study job descriptions and
specifications in order to assign a relative worth
for each job. Some of the job rating methods are
ranking, point rating factor comparison, and so
on.
Money Allocation - After rating the worthiness of
each job, a pay structure is determined and the
money for each job is allocated. It means, it is the
arrangement of paying rewards/compensation
for each job according to its worth or value.
Job Classification - This is the last step of job
evaluation which is concerned with the
categorization of jobs according to their pay
scale. For example, high paying jobs are
represented at the top of the hierarchy.
16. 2 Process of Determining Pay Equity in Job
Evaluation
DETERMINING INTERNAL PAY EQUITY
Internal equity pay involves comparing jobs
within an organization to ensure that people in
jobs’ worth will be paid accordingly. To create
fair pay, you compare employees who do similar
jobs for your company. You should consider the
tasks your employees do. If two employees
 perform similar tasks, they should earn similar 3. The number of points assigned to a factor is
wages. divided into each level.
4. The total number of points for a job is
Steps in evaluating job factor that affects the worth compared with the salary currently being paid
of job: for the job.

STEP 1: DETERMINING COMPENSABLE JOB FACTORS DETERMINING EXTERNAL PAY EQUITY

° Level of responsibility External equity pay refers to the relationship
° Physical demands between one company's pay level in comparison
° Mental demands to what other employers pay. Some employers
° Education requirements set their pay levels higher than their
° Training and Expensive requirements competition, hoping to attract the best
applicants in their company.

STEP 2: DETERMINING THE LEVEL OF EACH

COMPENSABLE FACTOR Standardization is a process of determining the
° Education attainment salary differentials for different jobs to become

° Time Considerable standardized. Through job evaluation, this thing

helps in bringing uniformity into a salary
structure. The relevance of a new job through job

STEP 3: DETERMINING THE FACTORS WEIGHTS evaluation, one can understand the relative

Some factors are more important than others, value of new jobs to handle the different issues

but weight must be assigned to each factor and and concerns in an organization.

to each level of a factor. Here is the process for

doing this: Job analysis is the foundation for almost all human

1. An evaluation committee determines the activities. This provides information:

total number of points that will be distributed

among the factors. The greater the number of Writing Job Description: a brief, two- to a five-page

factors, the greater the number of points. summary of the tasks and job requirements

2. Each factor is weighted by assigning a number found in the job analysis or known as the written

of points. The more the factor, the greater the result of the job analysis.

number of points that will be assigned.

Employee Selection: identifying such requirements
and possible select tests or develop interview
questions
that will determine whether a particular applicant
possesses the necessary knowledge, skills,
and abilities to carry out the requirements of the job.
Training: Job activities that can be systematically
used to have efficient employees.
Person power Planning: One important but seldom
employed use of job analysis is to determine
worker mobility within an organization. Peter
Principle: promoting employees until they
eventually reach their highest level of
incompetence (Peter & Hull, 1969).
Performance Appraisal: As in employee selection,
the evaluation of employee performance must
be job-related. Employees are often evaluated
with forms that use such vague categories as
“dependability,” “knowledge,” and “initiative.”
The use of specific, job-related categories leads
to more accurate performance appraisals that
are better accepted not only by employees but
also by the courts (Werner & Bolino, 1997). In
addition, when properly administered and
utilized, job-related performance appraisals can
serve as an excellent source of employee
training and counseling.
Job Classification: Useful for determining pay levels,
transfers, and promotions.
Job Evaluation: a systematic process way in
evaluating and determining the value or worth of
the job for an organization.
Job Design: Updated information that can be used to
determine the optimal way in which a job should
be performed after conducting a job analysis.
Compliance with Legal Guidelines: Any employment
decision must be based on job-related
information. One legally acceptable way to
directly determine job relatedness is by job
analysis. No law specifically requires job analysis,
but several important guidelines and court cases
mandate job analysis
for all practical purposes.
Organizational Analysis: The discovery of such
lapses in organizational communication can
then be used to correct problems and help an
organization function better.
MODULE 6 — RECRUITMENT
is the process of developing a pool of qualified
applicants who are interested in working for the
organization might reasonably select the best
individual or individuals to hire for employment.
Two types of recruitment
 ❖ Apply-in-person – when they don’t want
A. Internal Recruitment - promoting someone their phones tied up by applicants calling
within the organization. ❖ Send-resume ads – organization expects a
1. Promotions - promoted from one large response and does not have the
department to another in the same resources to speak with thousands of
organization with greater responsibility and applicants.
compensation. ❖ Blind box – organizations use for three main
2. Upgrading and Demotion - Not applicable in reasons.
the Philippines because it can harm the ➔ doesn’t want its name in public.
organization. Demote employees based on
➔ fear that people wouldn’t apply if
their performances.
they knew the name of the company.
3. Transfers - employees are transferred to
➔ the company needs to terminate an
another department with the same level of
employee but wants first to find a
responsibility and compensation.
replacement.
4. Retired Employees - may also be recruited
B. Electronic Media - Radio and television
once again in case of a shortage of qualified
2. Walk-In - are people who do not apply in
applicants.
response to any type of advertisements, but
5. Retrenched Employees - Those employees
rather come into a company, submit an
who lost their jobs due to bankruptcy, etc.
application and a curriculum vitae, then
may also be recruited again.
aspire to get the job.
6. Deceased Employees - The relatives of
3. Point of purchase method - job vacancy
deceased employees are also a source of
notices are posted in places where
internal recruitment.
customers or current employees are likely to
B. External Recruitment - hiring someone from
see them.
outside the organization
4. Recruiters
1. Media Advertisement (Responding in
a. Campus Recruiters - Where well-qualified
Fourways)
executives, engineers, medical staff are
A. Newspaper ads
recruited by the companies. For ex. AMA and
❖ Calling - when an organization wants to
STI.
either quickly screen applicants or hear an
b. Outside Recruiters - Organizations use such
applicant’s phone voice.
outside recruiting sources such as;
 - Employment Agencies. They charge either
the company or the applicant when the
applicant takes the job.
- Executive Search Firms. Known as “head
hunters”, differs from employment agencies
in several ways. First, the jobs they represent
tend to be higher-paying non-entry-level
positions. Second, reputable executive
search firms always charge their fees to
organizations rather than to applicants.
Third, fees charged by ES firms tend to be
about 30% of the applicant’s first-year salary.
- Public Employment Agencies. These public
employment agencies are designed primarily
to help the unemployed find work. For ex.
PESO
5. Employees referral - type of recruitment
approach used by organizations to find
applicants through the help of their existing
employees. Need to refer a suitable candidate
for the vacancy and be rewarded with
incentives and bonuses.
6. Internet (fast-growing source of recruitment)
a. Employer-Based Websites - An organization
lists available job openings and provides
information about itself and the minimum
requirements needed to apply to a particular
job that is visible on websites.
b. Internet Recruiters - A private company
whose website lists job openings for
hundreds of organizations and resumes for
thousands of applicants. Ex. job street
7. Job Fairs - are designed to provide information in
a personal fashion to as many applicants as
possible. The organization will conduct a one-
day interview.
Types of Job Fairs
a. Many types of organizations have booths at
the same location.
b. Many organizations in the same field in one
location.
c. Organizations hold their own.
Advantages and Limitations of Recruiting from
Within
- Promoting from within could make perfect
sense since the potential candidate is
already a member of the work team, and
managers already know their performance
level as well as their good and bad qualities.
Above all, internal recruiting lessens
recruitment and hiring costs. The only
disadvantage is that there is no innovation or
new information/idea that comes within.
Steps in Recruitment
- Before hiring an applicant for a position, a
company goes through the following step-
by-step
1. Determine Job Vacancy - A job vacancy within a
company may exist for a variety of reasons. It
 could be due to retirement, resignation, and
termination. or there is just an entirely new
position to fill.
2. Plan How to Fill an Open Position - Once it has
been established that a job vacancy exists,
managers should decide whether to take in
core personnel or temporary workers.
Managers are expected to prepare a list of
worker requirements that job candidates must
possess. Core employees are those who were
recruited and hired, and ultimately became
permanent employees. Contingent workers
assume temporary work status whose jobs are
dependent on some job circumstances.
3. Identify the Target Segment - At this point, firms
should be able to pinpoint who they want to
hire. A comprehensive plan is essential to help
companies and managers from perceptions
about their target segment. Print, radio,
television, and online advertising are
recruitment methods that will help the
company identify their target segment.
4. 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 online, job fairs, campus
recruitment, etc.
5. Meet-up with Job Candidates - A cardinal role of
the recruitment and hiring team is to make sure
that job candidates have sufficient knowledge
of why they are meeting up with them. During
this step, recruiters conduct an initial screening
to ensure that job seekers meet job
specifications. This would help them in judging
the overall background of job seekers before
they render a hiring decision.
MODULE 7: SELECTION
Refers to the HRM process of selecting the right
person for the right job based on certain
selection ruling out unqualified job seekers and
choosing only those possessing the relevant
qualifications inventory.
It is done to maximize hiring effectiveness.
Effective selection requires a careful study of
the applicant to the job.
THE SELECTION PROCESS
It comprises a set of steps prior to making a
final hiring decision.
Having said, the series of steps may differ
among organizations as well as the kind and
extent of the vacancy to be filled.

Thus, every step should be assessed or
evaluated as to its worth to the organization.
It should(must) adhere to the rules of ethics,
with reference to what is mandated by law.
Not all the applicants go to all the process,
some may be turned down immediately.
NOTE!
Talent Acquisition is the general term for
recruitment.
STEP-BT-STEP PROCESS
NOTE! Likewise, to afore-mentioned, the
organization of process may differ depending
on the company.
Esp. Medical Exam, Job Offer, and Hiring
Decision.
Step 1. Completion of Application
It plays primary role in hiring decisions
It is the application form submitted by the
employee that will serve as preliminary facts
about the job. E.g., Bio-data, Curriculum Vitae,
Resume, etc.
WHAT TO DISCUSS IN APPLICATION FORM?
When writing the application form, include
information that are job-related such as work
history, academic background, and other
specifications.
These information are the bases for asking
questions during the job interview.
NOTE! It is where the employer sees if the
employee has experience to the field.
Thus, it is important to put greater emphasis to
what is just and must related to the company
and job the employee is seeking.
Falsifying information and data in the
application form could put the applicant in deep
controversy with the interviewer.
Step 2. Initial Interview in the HR Department.
The first interview is preliminary and its purpose
is to eliminate applicants who are clearly
unqualified on the basis of their apparent
characteristics such as age, height, physical
condition, years of experience, educational
attainment, etc.
NOTE! It is the first disqualifying portion that
will dictate if the employee will proceed to the
next step or early disqualification.
Step 3. Pre-employment Testing.
This will enable an objective evaluation of
applicants.
Pre-employment tests are necessary to predict
the quality of the job candidate under certain
circumstances.
careful study should be made to determine
what tests are suitable for measuring the
aptitudes and abilities required by the various
jobs in the firm.
NOTE! It will be further explained ↓
It is the polygraph, honest and integrity tests,
and such.
The number of test and the test itself depends
on the position and field of work.
checking and ensuring the applicants is really
Step 4. Reference/Background Check.
Organizations check the references of
employees in a numerous of ways.
The most common way is making a phone call.
Employers find this method very practical and
easy to do. It helps them identify unqualified
applicants in a quick manner.
But other alternatives such as faxes, mail, and
email are also used as long as they pertain to
the job for which one is being hired.
Background checking is going beyond reference
checks. It is a process whereby employers check
the authenticity and accuracy of the
information provided by the applicant in his or
her resume, or during the interview.
Step 5. Supervisor/Team Interview
After preliminary screening has been
conducted, the job candidate is deemed to be
most qualified is endorsed to the unit or
department that sent notice about the vacancy
and ultimately undergo a final interview with
the unit or department manager.
A final decision is made and communicated to
the HR Department.
NOTE! It is the final interview.
qualified to the position and department.
Step 6. Medical Exam/Drug Test
The pre-employment medical tests are
administered to ensure the company that the
potential hire is physically able, with an overall
excellent health condition, and fit to perform
any designated task.
employers want assurance that the applicant
does not have any serious medical condition
that will put him or her, and other employees at
 risk. This is normally one of the final steps in the
selection process and done prior to a job offer.
NOTE. Even though you qualified to previous
stages if in case you have been tested using
illegal drugs or have serious illness you still
won’t be able to get the job.
It is to ensure that the employee is physically
and mentally fit and able for the job.
Step 7. Hiring Decisions
It is the final hiring decision. a crucial part of hiring
employment.
The hiring team should understand that the decision
should be based on the selection criteria and not
who has emerged a frontrunner because of a
certain positive trait; otherwise, this could cause
problems later.
NOTE! To ensure the final decision the HRM must
double check the qualification, requirements, and
other factors administered to it.
Step 8. Job Offer
Now that a final decision has been made and the
right match found, it is time to make a job offer.
Although verbal job offers are acceptable, it is
smarter to have a written one on hand complete
with the provisions of the job such as working
conditions, compensation package, relationships,
and even culture. Having it signed by the candidate
means the deal is closed.
NOTE! This is where contract occurs, contracts
having signed by both parties means ethical and
legal agreement.
TYPES OF PRE-EMPLOYMENT TESTS
Pre-employment tests are means of measuring and
screening the most qualified applicants for the job in
terms of attitude, behavior, personality, etc.
companies may administer some or all of the
following pre-employment tests:
1. Polygraph Test.
To tell whether the applicant is telling the truth or
lying when responding to questions.
It is also called the truth verification exam.
ex. Like detector test
2. Honesty and Integrity Test: To measure
applicant’s honesty, dependability, and even work
ethic.
NOTE! It is usually given to applicant of critical
position in the company.
3. Graphology.
Analysis of the handwriting of a person is now also
used to interpret a person’s character, personality,
and emotional and intellectual capacity.
4. Physical Aptness.
Assessment of an individual’s physical strength.
Employers put more emphasis on stamina, vigor,
height, and weight as essential job requirements.
NOTE!
It focuses on physical facet
This is a disadvantage for women and disabled
persons, leading to lawsuits.
5. Medical.
The Philippine law explicitly states that all pre-
employment examinations should be rightfully
relevant to the needs of the job. the medical test
should only be performed after the job offer has
been made. In addition, the examinations must be
required for all candidates offered the job.
6. Drug Test.
Drug tests are randomly administered to applicants
who belong to specific occupations like
transportation, military defense, and in the aviation
industry.
NOTE! For Medical and Drug Test
focuses on physical and mental condition of a
person. if the applicant uses illegal drugs and
incapable of load of work.
7. Personality and Interest Inventories.
To gauge the person’s overall personality and
behavioral traits.
NOTE! Organization, military and such who can
be prejudicial, engage an applicant to
personality test like anger management and
resilience.
By means you will see the aggressiveness of
employee in facing different circumstances in
the field of work.
THE JOB INTERVIEW
Unstructured Interview.
This is a form of interview in which questions
are not ascertained ahead of time.
it has a tendency to be a bit unrestrained and
free flowing, comparable to a regular chat.
However, it can at times be viewed to be very
investigative in nature because it allows for
more questions to evolve during the interview,
which are normally dependent on the answers
of the interviewees.

NOTE! It has no pattern to follow. Employer
have the right for follow up questions.
It is commonly used by final interviewer, or in
Supervisor/Team Interview
Structured Interview.
All questions are prepared beforehand.
Structured interviews have uniformity, which
means each person being interviewed is asked
the same set of questions precisely the same
order and precisely the same way.
Within the general category of structured
interviews is the situation interview wherein the
job seeker is asked to respond to a specific
situation he or she may face on the job.
this type of question is designed to draw out
more of the analytical and problem-solving skills
of the applicant.
NOTE! It is planned series of question that are
predetermined and with formality.
Commonly being used by HRM in initial
interviews.
STYLES OF INTERVIEW
One-on-one interview.
One interviewer interviewing the applicant.
Note! Just between interviewer and
interviewee
Serial interview.
Series of singe interviews.
Note! Numerous interviewers in different time
in one day.
Return.
Interviews are similar to serial with the
difference being a passing of time between the
first and subsequent interview.
Note! Resemble to Serial but in several
interviews in various day.
Panel interview. Have multiple interviewers asking
questions and evaluating answers of the same
applicant at the same time.
Note! Many interviewers asking at the same
time.
Group interview. Multiple applicants answering
questions during the same interview.
Note! It is commonly done in initial interviews
where multiple applicants are answering
questions randomly.
Computer and Virtual Interviews. Virtual interviews,
also known as digital or video interview allows
people to conduct an interview in an automated
manner by conducting it online.
COMMON JOB INTERVIEW QUESTIONS
Job interview enables employer to gather additional
facts bour job candidates which may not be
disclosed.
Though it is not safe to rely on common questions,
these following questions are most commonly asked
during job interview:
employment interview, a job applicant can
anticipate and prepare his or her responses to some
of these most commonly asked questions during a
job interview:
1. How would you describe yourself?
-Who are you? Your characteristics as an
individual.
2. What made you want to work with us?
-Knowledge about the company and the
position you are seeking for.
3. If we hire you, how could you help in the
achievement of the company’s goals?
-It is the time to promote yourself in any ways
possible. The goods facet you have, and what
will you bring to the company if you get
qualified for the job.
4. What are your reasons for leaving your previous
job?
-Must be answered in ethical way, don’t blame
the system of your previous company for they
may perceived that as your character.
5. What are your goals for the future? /What is your
personal vision in life?
- To check if your goals for the company is reachable
in a short of long period of time. It will measure your
predetermined longevity to the company.
ADDITIONAL POINTERS
Find time to study about the company and the
position you are applying for – the more information
you have, the better armed and confident you will
be in answering the interview questions.
Make sure too that your attire has just as much
impact on your success. Keep mind that an
interviewer’s first impression is often a lasting
one. So, always dress in a way that is suitable
the position you are applying for.
The manner in which you carry and package
yourself during a job interview is always
important.
Above all, never allow your nerves to win over
you on interview day.
Doing well at a job interview mean coming
prepared.
JOB INTERVIEW DOs and DONTs
JOB INTERVIEW DOs
Dress to advantage.
Be on time.
As you are meeting with the interviewer, express
your greetings with a pleasant and a firm and
full handshake.
Bring a copy of all pertinent papers including an
extra copy of your resume.
During the interview, pay full attention to the
questions and always be ready to provide
sensible and polite answers.
Be certain that you completely understand the
question and be sure to clarify points that you
feel unsure about.
Maintain an eye contact.
Emphasize your accomplishments without being
too conceited.
When answering to questions, support your
description about yourself with a detailed
example, if the situation asks for it.
Be in-depth with your answers and precise with
your statements.
Ask questions about the job.
Convey a sincere thank you message to the
interviewer to express your gratefulness for
the time he/she took to meet you.
JOB INTERVIEW DONTs
Don’t munch something chewy while having
an interview.
Don’t arrive late.
Don’t drink alcohol and smoke a cigarette
prior to the interview.
Don’t respond to mobile calls and messages.
Don’t mention anything negative about your
former boss or colleagues.
Don’t manifest restless movements because
you are having negative energy which
could spoil your chance of getting the
job.
Don’t lie.
Don’t make long “pauses” while thinking
about the answer.
Don’t tell jokes or discuss family issues.
Don’t inquire about compensation and
other company perks until you get a job
offer.
Don’t bring your parents or anybody else to
the interview.
Don’t respond with a plain “yes” or “no”.
ARE YOUR QUESTION LEGAL
The entire subject of what is legal or illegal in an
employment is a serious manner.
Questions should only focus on the individual’s
qualifications.
HR personnel must be mindful of what is
permissible and not.
During an interview, the applicant has all the
 rights and privileges to refuse to respond to
interview questions that are unrelated or has
nothing to do with the job.
The following options to respond in
occurrences:
(a) answer the question briefly and switch to
another topic,
(b) frankly tell the interviewer that the question
makes you uncomfortable, or
(c) directly tell the interviewer that the question
is unlawful.
NOTE! HRM must be aware on what are those
possible criteria or classification that your
questions are not discriminative.
must decide whether the candidate will be
hired or not. Thus, hiring committee should
meticulously look into the qualifications
inventory of the potential hire prior to making a
job offer.
And as for the employee, it is the time to accept
or reject the job offer in accordance to their
preferences. Typically, the employee will pick
one that gives him an attractive. compensation,
a friendly atmosphere, accommodating co-
workers, and above all a job that he will love
doing.

If you are asking for behavioral question, focus on

behavioral aspect.

if there are questions that are discriminative or

illegal, if the questions are not good on your
sight, you can tell it to the employer.

And if you sense that the culture is not good, as

well as the interviewer, you may terminate the
process or interview.

MAKING A FINAL DECISION

After all the process are done, and

requirements had been submitted the HRM