I. INTRODUCTION People form an integral part of the organization.

The efficiency and quality of its people determines the fate of the organization. Hence choice of right people and placing them at right place becomes essential. Hiring comes at this point of time in the picture. it is a strategic function for HR department and the first step towards creating the competitive strength and the strategic advantage for the organizations. Recruitment and selection form the process of hiring the employees. Undertaking this process is one of the main objectives of management. Recruiting employees with the correct skills can add value to a business and recruiting workers at a wage or salary that the business can afford, will reduce costs. Employees should therefore be carefully selected, managed and retained, just like any other resource. During the process there are certain difficulties and barriers that are to be overcome. Different organization adopts different approaches and techniques for their staffing process. To identify solutions to reducing waste , "constraints" and wait time, the analysis of the Recruitment Process in First Asia Institute of Technology and Humanities using Value Stream Mapping (VSM) was undertaken.

Current Flow Chart

Detailed Procedure STEPS in Hiring Process: 1) Preparing MRF by the Department Head 2) Forwarding MRF to Staffing Specialist 3) Staffing Specialist will develop hiring plan. It depends on: a) Internal (referrals) b) External (job ads) 4) Calling applicants for examination and interview schedules and confirmation 5) Informing the Department Head and HR manager for the schedule. 6) Initiating Screening Process a) Arrival of applicants and Filling of application form b) Taking Exam (1) Psychological (2) IQ test (3) Essay (4) teaching demo (for teachers) c) Initial interview by staffing specialist d) If the applicant passed, Staffing Specialist will Endorse them to the Dept. Head for interview e) Final Interview by the Department Head f) Endorsement to the HR manager for salary negotiation g) Receiving the List of Requirements h) Completing Requirements (3 days-1 week)

7) Signing of contracts with HR manager and Department Head 8) Orientation by the Department Head

III. ANALYSIS: This chapter organizes details and ideas according to the study obtained by the researchers. The researchers found out that Hiring is critical process. It takes patience, proper screening and careful analysis. However, the cost of hiring a wrong or unsuitable candidate can be very high. A smooth recruitment and selection process helps to evaluate and recruit candidates very carefully. Analyzing the Current State VSM of FAIth using the value stream mapping methodology we found: Total Process time (TP) = 93 hrs Lead time (LT) = 328 hrs Total Delay time (TD) =(Lead time + Process time) = 235 hrs It is visible that Total time wasted is greater than the whole Process time. In evaluating all staffing processes, the Non-Value Added Activities are: Unnecessary motion due to not knowing/where to get certain information Analyzing flow chart and detailed procedures, the researcher found out that the Staffing Specialist calls the applicants first before informing the Dept. Head and HR Manager. It can increase the delay time even more due to the possibility of rework of hiring plan.

Lack of continuity between processes By conducting interviews to some faculty members, we found out that signing of contract and orientation are processed in different days.

y y

Coordination of information Failure to utilize technology to the fullest Filling of application form

IV. RECOMMENDATION The management should create and maintain a good relationship with their employee to develop a loyal employee for them to decrease their hiring. y y Revision of Hiring Process to minimize Delay Times. The management should also absorb their graduate students who have the capability in their profession to lessen their recruitment/hiring. y y The management should also develop an online hiring process. The management should also improve their job advertisement.

V. IMPLEMENTATION Developing a future state value stream, as part of the implementation planning process, helps to insure that the planned changes will produce the desired improvements. It helps to enforce a discipline of thinking through the impacts of any change. Projected Results using Future State VSM.
Metric Lead Time Process Time Current State 328 93 Future State 206 89 Improvement 48% 6%

The aim of the improved process is to minimize waste in time and improve standardization.

First Asia Institute of Technology and Humanities School of Technology Industrial Engineering

Improving the Current Hiring Process of FAIth Production System

Submitted by: Carpio, Justine H. Castillo, Maria Mizpah G. Tabale, Ednalyn L.

Submitted to: Engr. Darwin R. Gevaa

March 9, 2012