RECRUITMENT AND SELECTION
value for his/her employer.
THE MAJOR PURPOSES OF MANPOWER MANAGEMENT
1. Acquisition - Job Analysis, Recruitment, Selection,
Placement
obj. To get the right person for the right job
2. DEVELOPMENT- Training and Development,
Performance Appraisal, Coping with Changing
Technology
obj. To get the most from the employee
3. MAINTENANCE - Wage and Salary Administration,
Benefits and Services, Labor Management Relations,
Collective Bargaining, Discipline Complaints and
Grievances
obj. To retain the best workplace
4. UTILIZATION – Human Resources Planning and
Career Development.
obj. To instill loyalty among the employees
OVERALL OBJ. Increasing Productivity
EVOLUTION OF HUMAN RESOURCE MANAGEMENT
 18TH Century – Human resources starts to be
interesting with the evolution of the large factories.
Hired thousands of workers, who worked up to 16
hours a day.
 Soon, business realized that satisfied employees are
more effective and can produce more that
depressed employees. Government started to
intervene to introduce some basic human rights and
the work safety legislation.
 During the 1930s and the 1940s – began to be called
personnel departments (the word personnel is from
an old French word that word that means “person”).
Responsible of hiring new workers and
administering basic HR activities (appropriate pay
and benefits).
 Also gave rise to a new type of management
function – Personnel management. Responsible for
the implementation of different social and
workplace safety programs. Focused on the
productivity of employees.
 Human resource management emerged in the late
70s of the 20th centuries. Technology and the
globalization have changed the rules of the game.
The structure of the workplace changed, and the
leadership development begin to be popular.
Workforce is becoming diverse, corporate culture
cannot be country specific. This is a big challenge for
Human Resources which is global today.
 Today, most employee handbooks and declarations
of philosophy of companies especially state that
“human resources/human capital are the greatest
asset of the company”.
 Human capital refers to the attributes gained by a
worker through education and experience. These
can help the worker develop competencies,
knowledge, and personality attributes that in turn
could help him/her perform and produce economic
ADDITIONAL INFORMATION:
HR – Arranging interviews coordinating hiring efforts, and
onboarding new employees.
HRM – Manage the people within a workplace to achieve the
organizations mission and reinforce the corporate culture.
HRD - plan to help employees develop their abilities, skills
and knowledge.
Human Resources (HR)
- term used to describe the individual who make up the
workforce of an organization. Name of the function within an
organization charged with the overall responsibility of
implementing strategies and policies relating to the
management of the individuals.
- to implement and organization’s human resource
requirements effectively, considering labor laws and
regulations, ethical business practices, and net cost, in a
manner that maximizes, as far as possible, employee
motivation, commitment and productivity.
Human Resource Management
- ensures that companies have the necessary talent required
to operate effectively. Manages the recruitment and selection
of new employees as well as the training and development of
new and current employees. It establishes and administers
compensation plans and employee benefit programs.
Central Functions of Human Resource Management:
Staffing, Training & Development, Motivation, and
Maintenance.
Staffing – refers to that function which locates competent
employees and getting them to work for the organization. The
major activities of staffing consist of (1) strategic human
resource planning, (2) recruitment, and (3) selection.
Aim of HRM - build, maintain and improve the relationship
between an organization and its employees to retain and
foster their talent. Another objective of HRM is to help build
career paths for people and solve problems that arise within
an organization, from compliance to leadership.
IMPORTANCE OF HUMAN RESOURCE MANAGEMENT IN THE
ORGANIZATION
• Recruitment and Training – HR managers come up with
plans and strategies for hiring the right kind of people. They
design the criteria which is best suited for a specific job
description. Other tasks related to recruitment include
formulating the obligations of an employee and the scope of
the tasks assigned to him or her.
• Performance Appraisals – The team communicates with
the staff individually from time to time and provides all
necessary information regarding their performances and
defines their respective roles. It helps them execute the goals
with best possible efforts. Performance appraisals, when
taken on regular basis, motivate the employees.
• Maintaining Work Atmosphere – A good working condition
is one of the benefits that the employees can expect from an
efficient human resource team. A safe, clean and healthy
environment can bring out the best in an employee. A friendly
atmosphere gives the staff members job satisfaction as well.
• Managing Disputes – Conflicts are almost inevitable. In such
a scenario, it is the human resource department which acts as
a consultant and mediator to sort out those issues in an
effective manner.
• Developing Public Relations – responsible in establishing
good public relations lies with the HRM to a great extent.
They organize business meetings, seminars, and various
official gatherings on behalf of the company in order to build
up relationships with other business sectors.
MAIN TRENDS IN THE HR PROFESSION
• The role of HR in an organization is to serve as the
systemizing, policing arm of executive management.
• HR promotes the overall success of the organization, the
organizational mission, vision, values, goals and action plans.
• HR ensures that the business gets the most out of its
employees.
• HR needs to provide a high return on the business’s
investment in its people. This makes it a highly complex
function – because it deals with not just management issues
but human ones as well.
HUMAN RESOURCE PLANNING
• Both a process and a set of plans. It is how organizations
assess the future supply and demand for human resources.
• Process by which a company ensures that it has the right
number and kind of people, in the right places at the right
time, doing the things for which they are economically most
useful. It is a method for determining future HR requirements
and developing action plans to meet them.
WHY CONDUCT HR PLANNING?
• HR planning helps in scheduling recruitment and selecting
effectively by providing information that determine how many
people are needed and the kinds of people needed for job
openings.
• A systematic planning of HR, a company can be better
assisted in attaining its goals and objectives. It can also be an
effective means of planning the development and growth of
its employees.
HUMAN RESOURCE PLANNING PROCESS
Six Distinct Phrases and Stages
1. Situation Analysis and Environmental Scanning/Analysis
of the Current Situation/Forecasting Supply of Manpower.
• The strategic plan must adapt to environmental
circumstances, and HRM is one of the primary mechanisms
that an organization can use during HRM is one of the primary
mechanisms that and organization can use during adaptation
process.
• Internally, businesses are impacted by turnover and
retirements. Externally, they are impacted by changes in
technology, changes in the economy, and changes in the
industry and consumer demand that may require skills that do
not currently exist within the company.
2. Forecasting Demand for Employees
• This is estimating not only how many but also what kind of
employees will be needed. This involves making a projection
in terms of the number of employees the form should have to
make productive and competitive as well as determining their
specific qualifications. It is necessary to have an indication of
future development to plan out necessary steps.
• Each industry is different, and each is impacted by different
factors. Staying on top of industry, regulatory, governmental,
and economic changes can help businesses improve their
success at forecasting demand for employees and building
human resource plan
3. Analyzing the Current Supply of Employees/Inventory of
Manpower
• This is to determine how many and what kind of employees
the company currently have in terms of skills and training
necessary for the future.
• Useful tools in analyzing current HR situation in the
company include:
• HR inventory – stock taking of firm’s employees; head count
of employees.
• Skills inventory – analyzing the individual skills and abilities
of all kinds of employees at all levels. A skills inventory in its
simplest form is a list of names, characteristics, and skills of
the people working for the organizations.
• Human Resource Audit – seeks to answer the question
“what has been and is happening to our HR?”.
4. Forecasting HR Supply
• The total stock of HR at any given time is the population
count. Past trends, patterns, and expected development give
us a picture of future manpower supply. An important
element in the forecasting of labor supply concerns how many
will leave. The length of service is an important indicator of
leaving. Availability of training resources will also affect the
future supply of labor as well as union attitudes and payment
policies.
5. Reconciling HR Requirements and Supply Forecasts.
• Both HR requirements and supply forecasts may reveal gaps
which exist between employment and labor force; between
occupations employed and occupations not employed;
between employees educated and/or trained and those not
educated and/or trained.
• The main processes include: (a) assessment of performance
of present workforce; (b) Identification of possible
discrepancies and imbalances compared with production
targets; and (c) Identification of possible causes for such
imbalances and deviations.
6. Action Plan Development
• After analyzing both the supply and demand for future
workers, these two forecasts are compared to determine
what, if any, action should be taken. Whenever there is a
discrepancy between these two estimates, the organization
needs to choose a course of action to eliminate the gap.
a. Action decisions with a shortage of
employees/planning for growth or expansion
b. Action decisions in surplus condition/planning for
reductions.
• Recruitment – when HR plans indicate an under supply of
employees, firms can recruit personnel to staff jobs with
anticipated vacancies.
• Training and promotion – instead of hiring new workers to
meet increasing demands, an organization may decide to
improve the productivity of the existing workforce through
additional training.
• Other options would be the use of overtime, additional
shifts, job re-assignments, outsourcing, or hiring temporary
workers.
ALIGNMENT OF BUSINESS PLANNING and HR
PLANNING
LONG RANGE PLANNING Strategic Planning, Corporate
Philosophy, Organizational Mission, Strength & weaknesses
Environmental Scanning,
• HR Planning should not occur in isolation. The size of an
organization’s workforce, including its occupational mix,
should be based upon business plans.
• HR planning involves every phase of the company. It must
translate company plans to HR requirements and evaluate the
current performance levels of individuals and predict their
potential. It provides career management or charting: and
provides systems, forms, guides, and charts for matching job
requirements with skills available. It encompasses everything
that concerns people – its cost, morale, leadership,
productivity, forms of compensation, and conservation of the
resource. It provides for the total human input required by
the company and assures a planned returned for its cost.
• Long-range Planning – this entails the mission and vision
statement as well as formulating strategies to achieve them.
•Mid-range Planning – The plans may be stated in terms of
sales, number of units produced, or some other index of
business activity. Achieving these goals and objectives
requires the proper mix of people. This includes projecting
the number of employees needed for each job created to
achieve identified business goals.
• Short-range Planning – Budgets and economic forecasts are
frequently developed without a careful analysis of whether
the HR will be available to achieve them. Supervisors and
managers should anticipate the number of employees and the
specific training that would help employees acquire the skills
needed to make them productive.
• Succession Planning – ensuring that another individual is
ready to move into a position of higher responsibility.
• Replacement chart – an HRM organizational chart indicating
positions that may become vacant soon and the individuals
who may fill the vacancies.
Three stages of the employee cycle
PRE HIRING – right number and type of people needed to fill
up the positions. (Target amount of people need to hire and
people that can fit to the position)
HIRING – recruiting and selecting stage (looking for perfect
candidate)
POST HIRING – Carry out certain HRM practices and
productivity programs. (Like seminars, webinars, training duty
and responsibilities of HR to train the new and hired
employees.
DEFINITION OF DIFFERENT JOB TERMS
• Job are the building blocks of an organization.
• JOB FAMILY – a groupings of jobs, usually according to
function (e.g. production, finance, human resources,
marketing, etc.)
• JOB CATEGORY – a groupings of job to generic job title or
occupation (e.g. managerial, sales, clerical. Maintenace),
within or across job families.
• JOB – group of positions that are similar position may be
involved, simply because no other similar position exists
• OCCUPATION – group of jobs that are similar as to kind of
work are found throughout an industry. An occupation is a
category of work found in many firms.
• POSITION – a groupings of similar types of tasks, constitute
the total work assignment of a single employee; there are so
many positions as there are employees.
• TASK DIMENXION – a groupings of similar types of tasks,
sometimes called “duty”, “area of responsibility”, or “key
results area”
• TASKS – coordinated and aggregated series of work
elements used to produce an output.
• ELEMENT – the smallest unit into which work can be divided
without analyzing separate motions, movements, and mental
processes.
• JOB ANALYSIS – the procedure used for
determining/collecting information relating to the operations
and responsibility of a specific job. The end results are job
description and job specifications.
• JOB DESCRIPTION – organized, factual statements of the
duties and responsibilities of specific job. It tells what is to be
done, how it is done, and why. It is a list of job duties,
responsibilities, reporting relationships, working conditions,
and supervisory responsibilities
• JOB SPECIFICATIONS – a written explanation of minimum
acceptable human qualities necessary for effective
performance, which are requisite education, skills,
personality, and so on.
• JOB CLASSIFICATION – groupings of jobs on some specified
basis such as kind of work or pay. It can refer to a grouping by
any selected characteristics but preferably used most often in
connection with pay or job evaluation.
• JOB EVALUATION – systematic and orderly process of
determining the worth of a job in relation to other jobs. The
objective is to determine the correct rate of pay,
- All jobs may be analyzed and described in terms of specific
job requirements (tasks, KSAOs (knowledge, skills, ability and
other characteristics), job context) and competency
requirements (general and job spanning KSAOs)
• JOB ANALYSIS – is the general process of studying and
describing these requirements. Separate approaches are
needed for job requirements and competency requirements.
• TASK STATEMENT – should focus on primary, current,
normal, daily duties, and responsibilities of the position (not
incidental duties, an employee’s qualification or performance,
or temporary assignments). Relate or similar duties should be
combined and written as one statement.
- should be a discreet, identifiable aspect of the work
assignment, described in one to three sentences.
- typically contain three parts: the verb, object, and purpose
Job Analysis answers the following important questions:
1. What tools, materials, and equipment are used to perform
the tasks in the job?
2. What methods or processes are used to perform the tasks
in the job?
3. What are the specific duties for the position? This puts the
position in context and spells out broad responsibilities.
4. What are the critical tasks and key result areas of the
position? The question helps to isolate the most critical
activities that position holder is expected to perform.
5. What are the discrete outcomes of the job for which the
person appointed will be held accountable and evaluated on?
6. What behaviors, skills, knowledge, and experience are the
most important to the program in achieving the key results
and outcomes? This question focuses on the specific personal
qualities that are necessary to best meet the job
requirements.
Competency based Job-Analysis
Describing a job in terms of the measurable and observable
behavioral competencies an employee must exhibit to do a
job well. Writing a job based on competencies not on duties.
Emphasizes that an employee can do rather his/her duties.
Methods used in Job Analysis
1. Interview – job analysis information can be obtained by
interviewing the job incumbent or by group interviews with
group of employees doing the same job or by interviewing the
supervisor who is knowledgeable about the job. Interview
information is particularly valuable for professional and
technical jobs that mainly involve thinking and problem
solving.
2. Observation – Direct observation is especially useful when
jobs consist mainly of observable physical activity. Jobs like
those of a janitor, production workers, and drivers are
examples of these. On the other hand, observation is usually
not appropriate when the job entails significant amount of
mental activity, such as the work of the lawyer, financial
analyst, and the like.
3. Questionnaires – the use of questionnaires is usually the
least costly method for collecting large amount of information
in a short period of time. Advantages of using the
questionnaire method include the information gathered is
quantitative in nature and can be easily updated as the job
changes. It usually includes questions asking the worker to
describe the kinds of experiences, qualifications, and attitudes
needed to perform the job. It also includes a detailed list of
activities performed and the importance of each activity or
the percentage of time spent in performing it.
4. Employee recording/use of logbook – this is recording by
job incumbents of duties, frequency of the duties, and when
the duties are accomplished. This can produce a complete
picture of the job, especially when supplemented with
subsequent interviews with the worker and the supervisor.
Procedures in Preparing Job Analysis
1. Examine the total organization and the fit of each job
2. Determine the purpose of job analysis
3. Select the job to be analyzed
4. Collect data by using acceptable Job Analysis techniques
5. Prepare Job Description
6. Prepare Job Specification
7. Use the information from Step 1-6 for Job Design, Planning,
Selection and Training, Recruitment, Performance Appraisal,
compensation, etc.
STEP 1 : Examine the total organization and the fit of each job
STEP 2: Determine the purpose of Job analysis STEP 3: Select
the job to be analyzed STEP 4: Collect data by using
acceptable Job Analysis techniques STEP 5: Prepare Job
Description STEP 6: Prepare Job Specifications STEP 7: Use
information from Step 1-6 for Job Design, Planning, Selection
and Training, Recruitment, Performance Appraisal,
Compensation.
Step 1- Provide a broad view of how each job fits into the
total fabric of the organization. This is to determine how the
data will be used in HRM planning. HR managers should
decide what data needs to be collected, the best method of
collection, and the uses of the information in a
comprehensive HRM strategy.
Step 2 – identify the use to which the information will be put,
since this will determine the type of data to be collected and
how to collect data. This requires studying the organization
charts, job descriptions, and work process charts.
Step 3 – Since it is usually too costly and time consuming to
analyze every job, a representative sample of jobs needs to be
selected. Review relevant background information such as
organization charts, process charts, and existing job
descriptions.
Organization chart shows how the job in question related to
other jobs and where it fits in the overall organization. It
should identify the title of each position and, by means of
interconnecting lines, show who reports to whom in the
hierarchy.
Process charts show the flow of inputs to and outputs from
the job under study. Existing job description can provide a
starting point for building the revised job description.
Step 4 – this involves the actual analysis of job by collecting
data on job activities, required employee behavior, education,
training, experience requirements, working hours, equipment
used, required job duties, process workflow, working
conditions, and human traits and abilities needed to perform
the job. This is done using acceptable job analysis techniques.
The information collected Step 4 is then used in Step 5 and
Step 6 to develop the job description and job specifications. A
job description and a job specification are usually two
concrete products of the job analysis.
Writing Job Descriptions
• The purpose of job description is to establish the level of
difficulty of a specific position for the purpose of establishing
pay levels.
• The first and immediate product of job analysis is the job
description. This is basically descriptive and constitutes a
record of existing and pertinent job facts.
• Suggested contents are given as follows:
1. Date written
2. Job Status – full-time/part-time including salary
3. Job identification – The identification section includes such
information as job title, department, division, plant, and code
number of the job.
4. Job summary – A brief one or two-sentence statement
describing the purpose of the job and what outputs are
expected from job incumbents.
5. Working relationship, responsibilities, duties performed –
Relationship statement shows the jobholder’s relationship
with others inside and outside the organization. These include
supervision received (to whom the job incumbent reports)
and supervision exercised (who reports to the employee).
6. Authority of incumbent – defines the limit of the
jobholder’s authority, including his/her decision-making
authority, direct supervision of other personnel, and
budgetary limitation.
7. Competency requirements – education and experience
including special skills required to perform a given job.
8. Working conditions – a list of the general working
conditions involved with the job, location, and other relevant
characteristics of the immediate work environment such as
hazards and noise levels.
Summary of Duties
Apply principles of accounting to analyze financial information
and prepare financial reports by compiling information,
preparing profit and loss statements, and utilizing appropriate
accounting control procedures.
PRIMARY RESPONSIBILITIES
1. Prepare profit and loss statements and monthly closing and
cost accounting reports.
2. Compile and analyze financial information to prepare
entries to accounts, such as general ledger accounts, and
document business transactions
3. Establish, maintain, and coordinate the implementation of
accounting and accounting control procedures
4. Analyze and review budgets and expenditures
5. Monitor and review accounting and related system reports
for accuracy and completeness
6. Prepare and review budget, revenue, expense, payroll
entries, invoices, and other accounting documents
7. Analyze revenue and expenditure trends, recommend
appropriate budget levels. And ensure expenditure control.
8. Explain billing invoices and accounting policies to staff,
vendors, and clients
9. Resolve accounting discrepancies
10. Recommend, develop, and maintain financial databases,
computer software systems, and manual filing systems.
11. Supervise the input and handling of financial data and
reports for the company’s automated financial systems
12. Interact with internal and external auditors in completing
audits
13. Perform other duties as maybe assigned by the general
manager from time to time.
Knowledge and Skill Requirements
1. Knowledge of finance, accounting, budgeting, and cost
control principles including generally accepted accounting
principles; knowledge of financial and accounting software
applications; ability to analyze financial data and prepare
financial reports, statements, and projection. This is normally
acquired through a combination of the completion of
bachelor’s degree in accounting, three to five years of
accounting experience, and successful completion of CPA
exams.
2. Work requires willingness to work a flexible schedule.
Working Conditions
Working conditions are normal for an office environment.
Work may require occasional weekend and/or evening work.
Pre-requisites to Effective Recruitment
• The organization must have undertaken job analysis. Various
job descriptions and job specifications must have been
completed.
• Organization must also have identified “key result areas” (or
KRAs) for the various jobs. KRAs are useful in setting
objectives for the recruit.
Factors affecting Recruitment
The extent and intensity of recruitment efforts vary from
organization to organization. These efforts will depend on
various factors which are as follows:
1. Size of the organization.
2. Employment conditions in the community where the
organization is located.
3. The effectiveness of past recruitment efforts.
4. Working conditions, salary, and benefits packages offered
by the organization; and
5. The growth of the organization.
The Process of Recruitment
Recruitment is a process consisting of the following steps:
1. Preparation of the HR plan.
2. Keeping contact with recruitment sources inside and
outside of the organization.
3. Manager notifies HR department about a job opening that
needs to be filled.
4. The recruitment officer and the manager review the job
description and job specification of the job to be filled.
5. Internal sources are checked;
6. External sources are contacted;
7. Candidates are selected; and
8. Evaluation of the effectiveness of the recruitment efforts.
Recruitment Planning
This plan is an effort to quickly fill the HR request with an
individual who first satisfies the job specifications.
1. Formulating a recruiting strategy
- This is a choice between internal and external recruiting
strategy.
- Comparison of Promotion Within (internal hiring) versus
External Hiring
2. Searching for job applicants – The applicant search may
traditional recruiting methods or using e-recruitment.
3. Screening Applicants – Applicants should be screened to
eliminate individuals who are obviously unqualified.
4. Maintaining an applicant pool – Applicant pool consists of
individuals who have expressed an interest in pursuing and
who might be feasible candidates for the position.
ADVANTAGES HIRING FROM WITHIN (INTERNAL)
• Provides greater motivation for good performance
• Provides greater promotion opportunities for present
employees
• Improves morale and organizational loyalty
• Enables employee to perform the new job with little loss of
time
• Familiar with the organization on how it operates
DISADVANTAGES HIRING FROM WITHIN (INTERNAL)
• Promotes inbreeding (narrowing of thinking and state ideas)
• Creates political in-fighting and pressures to compete
• Requires a strong management development program
• Creates a homogenous workforce
ADVANTAGES EXTERNAL HIRING
• Provides new ideas and new insights
• Allows employee to make changes without having to please
constituent groups
• Does not change the present organizational hierarchy
DISADVANTAGES EXTERNAL HIRING
• Loss of times due to adjustment
• Destroys incentive of present employees to strive for
promotions
• No information is available if the applicant can blend with
the rest of the group
Recruitment Sources
1. Internal Sources – the use of promotion from within taking
into consideration the advantages and disadvantages.
Companies used job posting and job bidding to inform
employees of job vacancies.
• For companies using IT, they have a portal which are
accessible to all employees. The use portals may not be
applicable for small organizations, one must always take note
that to fill an opening, it is better to look at the current
employees first.
a. Transfer - means shifting an employee from one job to
another, typically of similar nature, without any change in his
rank and responsibility. The purpose of an employee transfer
is to enable him to get well-versed with the broad-based view
of the organization which is essential for the promotions in
future.
b. Promotion - the most common form of internal
recruitment wherein the employees are moved to the upper
levels of the organization with more responsibility and
prestige. When the higher-level positions fall vacant
companies recruit from within the organization to capitalize
one of the following benefits:
• The employee is familiar with the working of the
organization.
• Less cost is incurred as compared to hiring the person from
the external sources.
• The chances of selection are bright since the performance
card of the individual is readily available with the firm.
• It boosts the morale of the employee.
• The others in the organization also get motivated to work
harder to get.
• promoted to the higher levels of the organization.
c. Employee Referrals – present employees are asked to
encourage friends and relatives to apply. This is the most
often used recruiting tool in small organization.
2. External Sources
• Job advertisement – placement of help-wanted
advertisements in newspapers, trade, and professional
publications, or on radio and television.
• Employment centers or agencies – agencies that charge a
fee for each applicant they place.
• Campus recruitment – a primary source of entry – level job
candidates. This is usually coordinated with the university or
college placement center.
• Internships – for students with practicum or on-the-job
training, this can help them in honing their business skills,
check out potential employers, and learn more about their
likes and dislikes when it comes to choosing careers.
• Job fairs/special events recruiting – joining or sponsoring
employment fairs.
•Online recruitment/e-recruitment
Alternatives to Recruiting
1. Subcontracting/outsourcing – subcontract work to another
organization loses of its control over work that is outsourced.
The company takes full operational responsibility for
performing that function rather than just supplying the
personnel. This is now the trend for most companies to avoid
recruitment of additional employees.
2. Overtime – used to avoid the incremental costs of
recruiting and hiring additional employees for a short period
of time.
3. Temporary help – use of temporary help services to fill the
needs of companies on temporary bases. When the company
is downsizing temporary employees create a flexible staff that
can be laid off easily recalled when necessary.
4. Employee Leasing – like temporary help agency but
employees are not temporary. Leasing companies issue the
workers’ paychecks, take care of personnel matters, ensure
compliance with workplace regulations, and provide the
required employee benefits.
Requisition
• The purpose of this form is to establish a valid need for the
new position, indicate that funding and space are available,
and provide a source document for posting the position.
• A job description, detailing all essential position functions,
required education and experience, should be attached.
Human Resources should be available for assistance.
Administrative Manager - the Position Requisition will be
forwarded to Human Resources to assess that special duties
described are consistent with the position description and
grade; the education and experience specified are consistent
with the position description and level.
- Once the new position description and level are approved, a
new Position Requisition will be filled out, and the necessary
approvals obtained.
Closed Internal Recruitment System – employees are not
made aware of job vacancies. The only people made aware of
promotion of transfer opportunities are those who oversee
placement in the HR department, line managers with
vacancies, and contacted employees.
Open Internal Recruitment System – employees are made
aware of job vacancies. Usually this is accomplished by a job
posting and bidding system.
Targeted System of Internal Recruitment – both open and
closed steps are followed at the same time. Jobs are posted,
and the HR department conducts a search outside the job
posting system. Both systems are used to cast as wide a net as
possible. The large applicant pool is then narrowed down by
KSAOs – seniority eligibility, demographics, and availability
of applicants.
A targeted system has three advantages: a thorough search is
conducted, people have equal opportunity to apply for
postings, and hidden talent is motivated
Measurement – the process of assigning number to object to
represent quantities of an attribute of the object.
Staffing - measurement is process used to gather and express
information about persons and jobs in numerical form. A
common example in which management employs
measurement to determine a test score of each of them.
MEASUREMNT PROCEDURE – measure are methods or
techniques for describing and assessing attributes of objects
that are of concern to us.
- These assessments of attributes are gathered through the
measurement process
MEASURING JOBS - - through job analysis, job requirements
become specified in terms of tasks and the KSAO’s thought to
be necessary for the performance of those tasks. Throughout
the job analysis process, measurement processes are used.
Peron-job matching model – jobs are said to have both
requirements and reward associated with them.
- The person/job match seeks to align characteristics of
individuals and jobs in ways that will result in desired HR
outcomes.
MEASURING INDIVIDUALS – Often organization seeks to
determine how well the person fits and matches not only the
join but also the organization.
MEASURING OUTCOMES - Outcomes of the persons-job
matching process include factor such as job performance and
retention.
- To determine and track, the levels being attained on these
outcomes, measures of them must be developed and used.
MONITORING AND RECORD KEEPING - Integral of any staffing
system.
® Through these activates, the organization gathers and
records numerical information that may be used for
numerous staffing related purposes.
® These purposes include determining how well staffing
activates conformed to staffing policies and procedures,
numerical tracking how applicant pools are reduced as
applicants proceed through the staffing process and
determining compliance with legal requirements.
RESEARCH AND EVALUATION - The maintenance and
availability of staffing data lead natural into more formal
staffing research and evaluation activities.
- The activities are primarily concerned with rigorously
determining the effectiveness of specific staffing activities as
well as the overall effectiveness of the staffing system.
STANDARDIZATION - Is a mean of controlling the influence of
outside or extraneous factors on scores generated by the
measure and ensuring that, as much as possible, the scores
obtained reflect the attribute measured.
3 BASIC PROPERTIES
(1) The content is identical for all objects measured (e.g., all
job applicants take the same test).
(2) The administration of the measure is identical for all
objects (e.g., all job applicants have the same time limit on
the test).
(3) The rules for assigning numbers are clearly specified and
agreed on in advance (e.g., a scoring key for the test is
developed before it is administered).
Types of Staffing Measurement
A. PERSONALITY TESTS
1. MINNESOTE MULTIPHASIC PERSONALITY
INVENTORY (MMPI) – test developers Hathaway and
McKinley used an empirical test construction
technique to develop the MMPI
2. PERSONAL CHARACTERISTICS INVENTORY (PCI) –
This assessment employers know how a candidate’s
personality will affect their job satisfaction and
 performance
3. NEO Personality Inventory – a psychological
personality inventory, first published in 1990 as a
revised version of inventories dating to 1978. The
NEO PI-R consists of 240 questions intended to
measure the Big Five personality traits: Extraversion,
Agreeableness, Conscientiousness, Neuroticism, and
Openness to Experience.
4. Hogan Personality Inventory (HPI) – describes
normal, or bright-side personality – qualities that
describe how we related to others when we are at
our best.
5. Miner Sentence Completion Scale – a widely used
predictor of managerial effectiveness – is
investigated. The results indicate that the MSCS has
the predicted pattern of correlations with other
measures of personality, that the MSCS is positively
related to various measures of managerial
effectiveness, and that the MSVC is predictive of
those who will opt for a career in management.
6. Thomas Profile Analysis - is a validated, positive,
non-critical behavior analysis tool that emphasizes
strengths and capabilities in the work environment.
B. ABILITY TESTS - To assess potential candidates in
terms of their overall intellectual potential and build
a profile of their individual strengths and
weaknesses.
MAIN TYPES OF ABILITY TEST USED IN SELECTION
Test of General or Global Ability (“g” intelligence,
IQ) - measure a person’s ability to problem solve,
analyze, understand, and adapt to new situations or
challenges
Test of Specific cognitive abilities (Abstract
Reasoning, Verbal Reasoning, Numerical
Reasoning) - This attempt to measure the depth and
nature of strengths and weaknesses in subject or job-
related areas.
• These involve high level cognitive processing,
complex problem solving, analytical reasoning,
verbal reasoning, abstract reasoning, and
information checking.
Test of Psychomotor Abilities and Specific Aptitudes
(vision, hearing, motor dexterity, artistic ability,
mechanical ability, management potential,
leadership potential etc.)
C. WORK SAMPLE – A method of testing ability by
giving the candidate a sample of typical work to do
and evaluating their performance.
• Job knowledge tests – focus on specific dimension
or content to determine current knowledge, such as
a test of knowledge about the highway code.
• Hands-on Performance Tests- are used to test
people for capabilities
• Situational Judgements Tests – people are asked
know they would act in each situation. This may be
done with a multiple choice to enable automated
marking.
The Selection Process
Why Selection Process is Important
1. Performance always depends in part on employees. Those
who do not have the right skills will not perform effectively
and the overall performance in turn will suffer. The time to
screen out undesirable performance is before they become
part of the organization, not after.
2. It is costly to recruit and hire employees.
3. Company objectives are better achieved by workers who
have been properly selected based in their qualifications.
4. An incompetent worker is a liability to the company causing
direct losses in terms of substandard performance and low
productivity, and sometimes a potential source of problems to
management, his/her coworkers, and customers.
5. Applicants have varying degree of intelligence, aptitudes,
and abilities.
6. Labor laws protect employees making it difficult to
terminate or dismiss and incompetent employee.
Selection Process
1. Define the job before hiring an employee.
This is where job analysis will come in handy. This will help
you prepare the job description and job specifications which
in turn define the recruitment strategy.
2. Review application form and credentials carefully.
This provides basic employment information that can be used
to screen out unqualified applications. Screen all applicants
against a list of qualifications, skills, experience, and
characteristics required by the job. Take note of the following
information during your review of applicant form:
 Employment gaps. These gaps include dates of
employment listed only in years so that the actual
day and month of employment ending are masked.
 Spelling, grammar, and punctuations. Attention to
details such as appropriate grammar, spelling and
punctuation do set a candidate above the pack.
Failure to shine in these details on their resume and
application should be noted by the employer.
 Evidence that a career has gone backwards or
plateaued. In a career that is progressing
successfully, an applicant’s resume should show
evidence that job titles and job description have
improved as the year progresses.
  Failure to follow directions. Failure to follow
directions is not just a waste of time but it can be
harmful especially to job applicants because the
employer might think the applicant does not have
the ability to work in an organized and effective
manner.
 Failing to include a cover letter. Submitting a high-
quality cover letter with your resume can spell the
difference. Failing to include one would entail failing
to demonstrate how would you stand out from the
rest of the applicants.
Resume - Reviewing a resume starts with a job description or
role so you know broadly what the job entails. It should show
details about the qualifications and experience of the
candidate you seek to fill the job.
Cover Letters - Job searching specialists and career
counsellors recommend that job applicants write a
customized cover letter to accompany each resume sent to an
employer. A cover letter saves you time, connects the
candidate’s relevant experience to the advertised job, and
provides insights into the candidate’s skills, characteristics,
and experience.
Employment Application - Employers use the employment
application to gather consistent data about prospective
employees. While the format for resumes and cover letter
changes from person to person, the employment application
collects consistent information in a uniform format from every
applicant.
3. Employment Interview. This provides the hiring supervisor
the opportunity to review candidates’ qualification and
determine their suitability for the position. It also provides
candidates with the chance to learn about the position and its
requirements and present information on their skills and
experience.
 Preparation for the Interview Supervisors and other
personnel in the departments who are involved in
the interview should prepare in advance for the
interview by:
o developing a list of core questions which
will be asked of all candidates interviewed.
o reviewing the requirements for the position
and comparing them with the applications
and resumes of candidates; and
o taking note of areas in the person’s job
history where clarification is needed.
 Interview Format The interview should be the same
for all candidates.
o The same basic questions relating to the job
should be asked.
o Candidates should be allowed to see the
workplace if that is relevant.
o The essential functions and other
requirements for the position should be
described to each candidate; candidates
should be asked if they can perform those
functions.
o If possible, all candidates should be
interviewed by the same people.
4. Employment Testing. Employers often use tests and other
selection procedures to screen applicants for hiring and
employees for promotion. There are many different types of
tests and selection procedures, including cognitive tests,
personality tests, medical examinations, credit checks, and
criminal background checks.
 The use of tests and other selection procedures are
very effective means of determining which applicants
or employees are most qualified for a particular job.
o Cognitive tests assess reasoning, memory,
perceptual speed and accuracy, and skills in
arithmetic and reading comprehension, as
well as knowledge of a particular function
or job.
o Physical ability tests/test of motor and
physical abilities measure the physical
ability to perform a particular task or the
strength of specific muscle groups, as well
as strength and stamina in general.
o Sample job tasks (e.g., performance tests,
simulations, work samples, and realistic job
previews) assess performance and aptitude
on tasks.
o Medical inquiries and physical examinations,
including psychological tests, assess physical
or mental health.
o Personality test and integrity tests assess
the degree to which a person has certain
traits or disposition (e.g., dependability,
cooperativeness, safety) or aim to predict
the likelihood that a person will engage in
certain conduct (e.g., theft, absenteeism).
o English proficiency tests determine English
fluency.
5. Background investigation/reference checking. This is done
to verify the accuracy