Pad215 Lecture Notes - Topic 4 - Er&s

PAD215 INTRODUCTION TO HUMAN RESOURCE MANAGEMENT IN PUBLIC SECTOR
LEARNING OBJECTIVES
1. Definition of employee recruitment
2. Objective/ importance of employee recruitment
3. Sources and methods of employee recruitment
4. Alternative to employee recruitment
5. Definition of employee selection
6. Objective/ importance of employee selection
7. Process and methods of employee selection
8. Employee recruitment and selection in Malaysian Public Service

KEYWORDS
Internal Internal External External
Employee
Recruitment recruitment Recruitment Recruitment
Recruitment
Sources Methods Sources Methods
Alternatives to Overtime Contingent Employee Work

Recruitment Work Workers Leasing Outsourcing
Employee Applicant Initial Application

Resume
Selection Pool Screening Form
Curriculum Employment Employment Reference Job

Vitae Test Interview Checks Offer
INTRODUCTION
• Recruitment and Selection are parts of the hiring process.
• How an organization hire individual will determine whether he/she is an asset or a burden for the organisation.
Therefore, an organisation must exercise extreme cautions while dealing with hiring process since an incorrect
move may leave it with a huge loss to deal with.
• Depicted below is the hiring process in an organization:
Stage 1 Stage 2 Stage 3

HUMAN RESOURCE PLANNING RECRUITMENT SELECTION
Based on Job Analysis, conduct Human If manpower shortage is expected, utilize Adopt the most relevant selection
Resource Planning to identify employee the best Recruitment sources and process to distinguish and choose the
requisition. methods to attract potential candidates. best potentials among the candidates.
DEFINITION OF RECRUITMENT
Recruitment is…
Finding an attracting applicants for Recruitment is the process of The process of

the employer’s open positions attracting suitable people to apply finding and attracting capable
(Dessler, 2020) for job vacancies (Maimunah, 2018) applications in sufficient numbers
and encouraging them to apply for
employment within the organization
(Tan, 2011)
DEFINITION OF RECRUITMENT
Recruitment is…
The process of The process of The process of

attracting individuals or potentials, finding the analysing the requirements of a job,
on a timely basis, best-qualified candidate attracting employees to that job,
in sufficient numbers, from within or screening and selecting applicants,
with appropriate qualifications, outside of hiring, and integrating the new
and encouraging them to apply for an organisation, employee to the organisation.
jobs with an organisation. for a job opening,
in a timely and
cost-effective manner.
OBJECTIVE/ IMPORTANCE OF RECRUITMENT

• Generally, a recruitment and selection policy is to ensure a transparent and fair hiring process that can assist the HR
officers to select the right candidate on the basis of merit and relevance with the job.
• Specifically, the objectives of recruitment are explained below:-
1.
To take relevant actions to meet
manpower requirement
5. Objectives/ 2.
To ensure efficient management of To determine suitable sources and
other HR functions Importance of methods to of recruitment
RECRUITMENT
4.
3.
To fulfill social and legal
To attract sufficient pool of
obligations in HRM practices
candidates and talents
IMPORTANCE OF RECRUITMENT
• The primary aim of a recruitment and selection policy is to ensure a transparent and fair hiring process that can
assist the HR personnel to select the right candidate on the basis of merit and relevance with the job.
• Explained below are the objectives of an effective recruitment:-
NO. OBJECTIVES DETAILS

1. To take relevant actions to meet Recruitment determines the right actions to properly address the organization’s present and future HR
manpower requirement requirements in conjunction with its job analysis (JA) and human resource planning (HRP) activities.
2. To determine suitable sources Recruitment helps to increase organization and individual effectiveness of various recruiting sources
and methods of recruitment and techniques for all types of job applicants.
3. To attract sufficient pool of Recruitment provides the organization with a high number of candidates with ample skills, thus assists
candidates and talents the organization to choose the most qualified candidates through proper selection procedure rather than
striving to find the right one at the last minute.
4. To fulfill social and legal A good recruitment ensures the organization meets the legal and social commitments with respect to the
obligations in HRM practices employing diversity of workforce, corporate responsibilities and other type of obligations posed by the
organization and/or the country.
5. To ensure efficient management Recruitment when conducted effectively, can reduce the time involved in searching, interviewing and
of other HR functions recruiting the candidates, also cut the costs for training new employees.
SOURCES AND METHODS OF RECRUITMENT

• The sources of recruitment refer to the whom and whereabouts of the
qualified individuals or potential candidates for the job can be found.
While, the methods of recruitment denote the ways or means by which
the qualified individual or potential candidates can be pooled or
attracted to apply for the vacancies in the organisation.

• Recruitment sources vary according to the positions being filled. An organization can recruit from TWO (2)
different sources – internal and external:-
INTERNAL SOURCES OF RECRUITMENT

Internal Sources of Recruitment is a process whereby the candidates are
recruited from within the organisation, in which the information about the
candidates is already available.
Candidates can be the existing (current) or former employees of the organisation
or the potentials recommended by the employees, or the previous job applicants.
SOURCES
OF
RECRUITME
NT
EXTERNAL SOURCES OF RECRUITMENT
External Sources of recruitment is a process in which the candidates are
recruited among the new potentials from outside the organisation.
Candidates can be obtained from the labor market, among those who are never
the employees or applicants for the previous vacancies in the organisation, but
they might be interested to work for the organisation.

Internal Source and Methods of Recruitment
INTERNAL METHODS OF RECRUITMENT
INTERNAL SOURCES OF RECRUITMENT
 Promotion from Within (PFW): To elevate the position of a current employee to higher position which is
 Existing/Present Employees: Candidates are currently on the vacant, or upgrading contractual or temporary workers to permanent position. PFW can be done through:
payroll system of the organisation. These include permanent, (a) Job Promotion – Management decides on vertical movement of an employee to higher position
contractual and temporary workers. (b) Job Posting and Bidding – Internal announcement inviting employees to apply for a position
 Former employees: Candidates who are interested to come  Employee Transfer or Relocation: To shift an employee from one job, department or branch to another
back or re-join. They can be the retirees or those leaving for without any change in the position, status and responsibilities. This include job rotation.
other reasons.
 Employee Recall/ Boomerang: To offer recent retirees for service extension or recall former employees on
Some organizations regard these candidates as internal sources permanent or part-time basis have the advantage since their performance is already known to the organization.
because they come from internal information:-
 Application Reassessment: To consider previous applicants for the new job opening can be more economic
 Previous Applicants: Candidates whose information is already because the information about them are already available with the organization, especially those who had gone
available because they applied for previous job openings. through a selection process before this.
 Peers and Acquaintances of Current Employees: Candidates  Employee Referrals: To leverage current employees to recommend their peers (peer referral) or outsiders
are peers or outsiders (family members, relatives or friends) of (employee enlistment) including their family members, relatives, friends and associates as potential candidates.
the existing employees. This is one of the most effective recruiting methods because employees tend to recommend the potentials who
meet the organisation’s requirements known to them from their own experience.

Internal Recruitment: Advantages & Disadvantages
ADVANTAGES DISADVANTAGES
Cost and Time Effective: Save cost and time on sourcing the talents and Limited Choices: Limited supply of viable candidates. Current employees may
by capitalizing on past investments (recruiting, selecting, training, and lack the knowledge, experience or skills needed..
developing) in current employees.
Hazards of Inbreeding of Status Quo: Cloning of ideas and attitudes
Increase Employee Morale and Motivation: Promotion opportunities increase when no outsiders are considered for hiring.
signals to employees that great efforts pay. Rewards for past performance
can encourage continued commitment to the organization. Restrain Human Resource Diversity and Mix: May not increase the
diversity and mix of employees
Easier Employee Adaptability: Less orientation and training needed
since current employees are already familiar with values, cultures, Failed Applicants Become Discontented: Failed candidates might feel
policies, rules and regulation in the organization. dissatisfied and demotivated. Unhealthy competition for the position may also
lead to animosity among employees.
Simpler and Better Selection: Good knowledge of candidate’s
potentials, strengths and weaknesses leads to more accurate choice of Favoritism and Nepotism: Tendency of referring peers or acquaintances that
talents. they prefer not for the candidates’ talents and credibility.
Greater Fairness: Foster advancement opportunities for employees Waste of Time: Time wasted on candidates who are not selected. The
especially members of protected classes within an organisation. employees might have to leave their tasks to attend the selection process.

External Source and Methods of Recruitment
EXTERNAL METHODS OF RECRUITMENT
EXTERNAL SOURCES OF RECRUITMENT
 Media Advertisement: To place job advertisements in various printed and social media (internet recruiting).
 Unemployed and Active Job Seekers: Candidates are The announcements of job openings or vacancies can be posted for free on the organization’s social media. Paid
currently unemployed and actively looking for job media can also be utilized for more extensive coverage.
opportunities. They can be recent graduates, school leavers or
retrenched workers,  Recruiting/Employment Agencies, Search Firms and Job Portals: Ton engage with third party recruiters
who are expert in sourcing and screening candidates. These agencies can provide data on candidates for free or
 Graduating Students: Students in their final phase of study in with certain fees.
universities, colleges, high-schools etc.
 Job Fair: To conduct or participate in career fairs and other events in order to meet job seekers and prospective
 Retired Workers and Veterans: Older people who retired employees face-to-face. Sometimes, screening can also be conducted straight away.
including ex-army personnel
 Special Event: To take part in professional seminars, conferences, trade organization meetings and other
 Self-Employed and Freelancers: People with specific skills industry-specific events or sessions which can help employers to connect with prospect talents and potentials.
who work on their own.
 Campus recruiting/School Placement: To visit and collaborate with secondary and tertiary levels learning
 Members of Professional Associations and Unions: institutions, targeting the graduating students as job candidates.
Associates of professional association and employee unions
with expertise in special fields.  Internship: To become a host organization for practical training, thus recruiter can cultivate a pool of viable
young talents as perspectives.
 Workers of Competitors and Other Organisations: Trained
workers with related knowledge, skills and expertise needed by  Job Poaching (Employee Raiding): To seek out employees from competing or other organisations to apply for
the recruiters. a job, usually by offering a more competitive compensation package.

External Recruitment: Advantages & Disadvantages
ADVANTAGES DISADVANTAGES
Larger Pool of Candidate: External hiring allows an organization to reach a broader Higher Management Cost: Increased cost for recruiting services and
range of potential candidates. With greater choices recruiter can be more selective in the providing initial training to new hires
consideration for the position.
Time Consuming: Longer process of preparation, finding candidates and
More Advanced Skills and Specialized Talents: Recruiting externally helps an
organization to find candidates with unique skills, talents and experience to fill the review of applications. Time also wasted eliminating unqualified
internal gap, which can help the organisation to grow and be more competitive. candidates.
Fresh Perspectives and Ideas: An outside hire may bring in fresh new ideas and Risk/Cost of Organizational Adaptability: New recruits may have limited
positive changes, creativities, innovations, corporate cultures and more efficient understanding of organization’s overall goals, activities, policies and
processes that hider cloning and inbreeding. procedures. Productivity may also be affected during transition period of
newly hires.
More Balanced Human Resource Mix and Cognitive Diversity: To team up people
from different backgrounds, values and cultures can stimulate unique ways of thinking
and different styles of problem-solving. Higher Probability of Selection Errors: With limited information external
candidates, there are greater possibility of wrong hiring or choosing the
Less Internal Politics: Hiring from outside may avoid internal politics and tension wrong prospects.
between/among employees who compete for a position, that may reduce long-term
productivity and motivation. Hiring an outsider can prevent internal conflict while Internal Resistance to Decision: Internal potentials who missed the
ensuring the position is filled with an equally capable candidate. opportunity to the external candidates might fell resentful. This might also
weaken their loyalty, commitment and work motivation.

Example: Job Advertisements

Example: Job Advertisements
ALTERNATIVES TO RECRUITMENT
• Alternatives to recruitment can be defined as the other choices taken by an organisation to solve its manpower
shortage.
• Alternative solutions to recruitment among others are necessary in these situations:-
1. • Temporary shortage due to fluctuation of work volume caused by special circumstances .

When the shortage is conditional or for • e.g., peak and festive seasons, temporary absent of permanent workers for special leaves, e.g. study
leave, maternity leave, sick leave, hajj leaves, etc.
short period of time
2. • Transitory periods while waiting the process of job promotion or transfer to take effect.
When temporary solution is crucial to • e.g., while waiting for the process job promotion or new hiring to be completed or finalised.
immediately cover the manpower shortage
3. • New technologies and inventions capable to replace human’s job more effectively.
When the alternatives are more effective • e.g., industrial revolution, digitalisation and new tools and machine to replace manual works.
and economic than new hiring
ALTERNATIVES TO RECRUITMENT
• A hiring alternative is a strategy organizations use to meet the staffing needs due to increased work volume, without
hiring long-term employees. However each alternative has its own strengths and weaknesses.
• These are some of the alternatives an organization should consider before engaging in recruitment to solve
manpower shortage:-
Overtime Work: Utilize and assign current employees to work extra hours with additional payments made to them.
Job Redesign: Rearrange and restructure the job through job enlargement and enrichment to optimize employees’ competencies.
Training and Development: Organize training for employees to acquire new competencies to ensure more effective task handlings.
Alternatives to
Recruitment Utilising New Technology: Exploit new technology to assist the human labors so that the tasks can be performed faster and more efficiently.
in
Solving Temporary Employment: Hire contingent workers on contractual or part-time basis with specific agreement to serve for specific period.
Manpower
Shortage Employee Leasing: Lease or rent employees with necessary knowledge and skills from the professional employer organizations (PEO).
Work Outsourcing: Hire and transfer responsibility for an area of services previously completed by employees to an external provider.
Work Subcontracting: Contract other agencies with the capabilities to perform certain tasks that an organization shorts of skills or equipment.
DEFINITION OF EMPLOYEE SELECTION
Selection is…
The process of The process of The process of
choosing individuals choosing from choosing
who have a group of applicants, the most suitable applicants
relevant qualifications the individual from a group
to fill best suited of applicants,
existing or projected for for an
job openings. a particular position. available vacancy.
(Bohlander & Snell, 2010) (Mondy & Noe, 2014) (Maimunah, 2018)
DEFINITION OF EMPLOYEE SELECTION

• Selection is a part of the hiring process, conducted after the recruitment had been completed.
• Employee selection is the process of putting right people on right job. It is a procedure of matching organizational
requirements with the skills and qualifications of people.
• Before the selection process, it is essential to ensure there are adequate number of candidates available for the
effective consideration for appointment.
OBJECTIVE/ IMPORTANCE OF EMPLOYEE SELECTION

• The success of the organisation depends on the quality of individual(s) selected for the job. The importance or
objectives of selection may be judged from the following facts:-
1.
To obtain qualified and
competent workers
5. 2.
To ensure HRM practices comply with Objective/ Importance To increase organizational
social and legal obligations of SELECTION efficiency and productivity
4.
3.
To reduce employee’s
To minimize cost on employee
disciplinary problems
training and development
PROCESS AND METHODS OF EMPLOYEE SELECTION

• A selection process refers to the steps involved in choosing people who have the right qualifications to fill a
current or future job openings.
• In this process, employers will evaluate the available candidates for the specific job or vacancy in order to choose
individual(s) for employment based on two essential considerations:
1. Person-job fit: the extent to which the individuals meet required competencies (the KSA) specified in the Job
Analysis for job success.
2. Person-organisation fit: the degree to which individuals are matched to the culture, values and practices of
the organization.
• Usually, managers and supervisors are ultimately responsible for the hiring of individuals, but the role of human
resource management (HRM) is to define and guide managers in this process.
• Selection process is expensive, and the cost of wrong hiring is more severe. The time for all involved in the hiring
process to review résumés, weight the applications, conduct employment tests and interview the best candidates
takes away time and costs money that the individuals and organization could spend on other activities.

• While conducting the selection process, related employment policies and laws (e.g. General Order, Employment Act, Labor Law, etc.)
must be obeyed.
• Employee selection can range from a very simple process to a very complicated procedure depending on the organizational hiring
policy and the hierarchical level of the position.
• Some of the factors influencing selection decision are listed below:-
LEGAL REQUIREMENTS TYPE OF ORGANIZATION

Selection policies and procedures must be Larger organisations tend to conduct a
based and complied with related rules more thorough selection process
and regulations. compared to smaller organisation.
AUTHORITY IN SELECTION
SIZE OF APPLICANT POOL SPEED OF SELECTION DECISION
DECISION
Smaller number of candidates/applicants The longer time taken by the authorities
Hiring decision can be centralized and
limit the possibilities of making the right in charge for the hiring decisions, the less
made by the higher authorities or
hiring choices or decisions. chances of getting the best employees.
delegated to lower hierarchies.

• A selection process consists of several methods deem suitable to the organization, job, and position under
consideration.
• Generally, the selection process is started with the simplest and cheapest method, then continued with the more
complicated and costly procedure.
• A common selection procedure might consist these steps (selection process):-
1. 2. 3. 4. 5.
Preliminary/ Review of Selection Tests Job/ Background and

Initial Application Form Employment Reference
Screening and/or Resume or Interviews Check
CV

• Selection methods can be defined as a series of procedures or steps adopted in the selection process.
• Different organisations might implement different selection process, determined by the strategies and policies of
the organization. In fact, an organisation might decide on varied process or methods considered suitable for
different positions.
APPLICANT POOL (JOB CANDIDATES)

Interested applicants who responded to the recruitment and offered themselves
to be considered for the job vacancies
ELIMINATION PROCESS
ELIMINATION
A number of candidates will

Assessment
PROCESS
be eliminated at each stage of

the process to ensure only
those who meet the Funnel
requirements will be further
considered for the next
process.

• This flowchart explains a comprehensive flow of selection process:-

SELECTION METHODS
Preliminary (Initial) Review of Job/ Employment Background & Reference

Selection Tests
Screening Application Interviews Checks
Cognitive Aptitude Style/ Nature of Personal

Application Form
Tests Interview Reference Checks
Personality Types of Professional

Resume
Tests Questions Reference Checks
Curriculum Vitae Achievement Methods of Background

(CV) Tests Administration Investigations
Medium of
Job-Knowledge Tests
Interactions
Situational Judgment Others

Tests
SPA Psychometric Test: Integrity/Honesty

https://www.youtube.com/watch?v=bANHgoVJbN8 Test
PDRM Physical Test: Physihomotor

Abilities Tests
https://youtu.be/NJTdUi1agB4
Others

STEP 1: PRELIMINARY SCREENING
• Selecting a prospective applicant to determine whether the individual is minimally qualified for employment.
• Screening of applicants to eliminate those who obviously do not meet the position’s requirement.
• To eliminate unqualified job applicants quickly and maximize selection effectiveness.


STEP 2: REVIEW OF APPLICATION FORM AND/OR RESUME OR CURRICULUM VITAE (CV)
• Employer evaluate to see whether there is an apparent match between the individual and the position.
• A well-designed and properly used application form can be helpful, since essential information is included and
presented in a standardized format.
• Professional and managerial applicants often begin the selection process by submitting a resume. A resume is a
goal-directed summary of a person’s experience, education and training developed for use in the selection process.
• CV is often used to describe documents that list an individual’s relevant work history, qualifications, publications,
etc. A CV is less formal than a resume and can include more personal information like hobbies, interests, and
contact information

STEP 3: SELECTION TEST/ EMPLOYMENT TEST/ PRE-EMPLOYMENT TEST/ ASSESSMENT TEST
• To introduce some objectivity in the process, selection test have been introduced.
• Cognitive Aptitude Tests - are test that determine general reasoning ability, memory, vocabulary, and numerical
ability.
• Personality Tests - to test trait of personality, attitude and behaviour.
• Achievement Tests - measure of what someone has learned. Example: measure knowledge in areas such as
economics, marketing.
• Job-Knowledge Tests – Measure a candidate’s knowledge of the duties of the job for which he/ she is applying.
• Situational Judgment Tests – designed to assess an applicant’s judgement regarding situational encountered in the
workplace
• Integrity/ Honesty Test - measures honesty and dependability in a candidate, which is important in certain job
roles.
• Psychomotor Abilities Tests - test to measure strength, coordination and dexterity.

STEP 4: EMPLOYMENT/ JOB (SELECTION) INTERVIEWS
• It is a process in which a potential employee is evaluated by an employer for prospective employment in their
company, organization, or firm.
• During this process, the employer hopes to determine whether or not the applicant is suitable for the job.
• An interview also allows the candidate to assess the corporate culture and demands of the job.

STEP 4: EMPLOYMENT/ JOB (SELECTION) INTERVIEWS
Employment/ Job Interviews
Structure of Type of Methods of Medium of

Questions Questions Interviewing Interactions
Knowledge and In-person

Structured/ One-on-One Face-to-Face
Background
Directive Questions Interview Interview
Questions
Non-Structured/ Telephone
Behavioral Panel
Non-Directive Questions Interview Interview
Questions
Situational Group Virtual

Questions Interview Interview

Structure of Questions
• Structured interview – use standard and job-related questions and very formal
• Unstructured interview – use open- ended questions and very informal.
Type of Questions
• Knowledge and Background Questions - typical knowledge & background questions.
• Behavioural Questions - questions that ask applicants to share examples of specific situations they’ve been
in. Usually interviewers want to know about an experience where applicant had to use certain skills.
• Situational Questions - how applicant would handle a specific task or real-life situation relevant to the job
applying for. For example, how to deal with a complicated customer service issue.

Methods of Interviewing
• One-on-One Interview - applicants meet one-on-one with an interviewer
• Panel/ Board Interview – several of the firm’s representatives interview a candidate at the same time
• Group Interview – several applicants interact in the presence of one or more firm representatives
• Realistic Job Previews (RJP)- conveys both positive and negative job information to the applicant in unbiased
manner, to enable them to get the accurate perception of the job and the firm.
• Stress Interview - to access three spiritual strength of applicant in facing certain pressure. Interviewer intentionally
creates anxiety to see how the applicants will react in certain types of situations
Medium of Interactions
• In-person Face-to-Face Interview - candidate meets with the interviewer in person, typically in an office.
• Telephone Interview – more efficient and minimize the expenses involved in interviewing out-of-town applicants.
• Virtual Interview - takes place remotely, often using technology like video conferencing and other online
communication platforms.

• After the FOUR (4) basic steps are completed, the HR Manager may perform the
FIFTH MEASURE/ STEP before making the hiring decision, known as conditional
requirements. This instrument is part of the selection process.
• Example perform reference checks and background investigation – a way to gain
additional insight into the information provided by applicant and to verify the accuracy of
the information provided.
• A conditional letter of employment is a formal job offer that is dependent on the employee passing certain tests or
conditions and the job offer is formalized only after all the conditions are successfully met. If the applicant does not
pass the requirements, the organization simply can revoke or rescind the job offer. These are some examples of
contractual conditions employers can ask for:-
Satisfactory Criminal Gaining Certain Pass Medical Proof Eligibility Acceptance of

References Records Checks Qualifications Examination of Work Work Conditions

• Candidate can also be set a probationary period to pass before he/ she is taken on
officially.
• The candidate will be given a set time to complete the conditions, and only until
all the set requirements are met, the candidate will be officially offered the job.
• The selected candidate who had successfully passed all the selection process is
called the employed Individual.
• Organizations may provide a newly hired employee a written letter of appointment

as a regular or probationary status employee, as a formality, after accepting a job
offer.
• The appointment letter provides important information e.g. the agreed upon
starting salary, reporting date, time and location, and other helpful information.

EMPLOYEE RECRUITMENT AND SELECTION IN MALAYSIAN

PUBLIC SERVICE
• The Civil Service Commissions/ Councils are government authorities which are constituted by legislature to
regulate the employment and working conditions of various civil servants, oversee hiring and promotions, and
uphold the values of the public service.
• As stipulated by the Federal Constitution, relevant Service Commissions had been established as appointing
authorities for different services as listed below:-
Provision in the
No. Appointment Authority Services
Constitution
1. Armed Forces Council (AFC)
Majlis Angkatan Tentera (MAT) Article 137 Armed Forces
2. Judicial and Legal Services Commission (JLSC)

Suruhanjaya Perkhidmatan Kehakiman dan Perundangan (SPKP) Article 138 Judicial and Legal Services
3. Public Service Commission (PSC) General Public Services of

Suruhanjaya Perkhidmatan Awam (SPA) Article 139
Federal Government
4. Police Force Commission (PFC)
Suruhanjaya Pasukan Polis (SPP) Article 140 Police Force
5. Education Service Commission (ESC)

Suruhanjaya Perkhidmatan Pelajaran (SPP) Article 141A Education Services

PUBLIC SERVICE
• Appointment of civil servants for state and local governments lies on the respective State Public Service
Commission (with the exception for certain states) and the corresponding Local Authorities.
• For the statutory bodies, the authority for appointment is vested in the Board of Directors of that particular bodies:-
No. Services Appointment Authority
Public Services in the states of Melaka, Pulau Pinang, Negeri

1. Public Services Commission
Sembilan and Perlis
Public Services in the states of Kedah, Perak, Selangor, Johor, State Public Services Commissions of the
2.
Pahang, Terengganu, Kelantan, Sabah and Sarawak respective states
Local Government Authorities of the respective

3. Local Government Services
local governments.
4. Federal and State Statutory Bodies Board of Directors of the respective bodies

PUBLIC SERVICE
• The biggest appointing authority for public services in Malaysia is the Public Services Commission (PSC) of
Malaysia or Suruhanjaya Perkhidmatan Awam (SPA) Malaysia.
• The PSC is a government agency that is constituted by legislature to regulate the employment and working
conditions of General Civil Servants of Federal Government . PSC is established by Article 139 of the Constitution
of Malaysia. Its role is roughly equivalent to that of the human resources department in corporations.

PUBLIC SERVICE
• These are the roles and functions of PSC:-
It is responsible for the general administration 1.

1. of the Public Service of Malaysia's Federal Appointment
Government. 6.
Exercise 2.
Disciplinary Confirmation of
It establishes the rules and regulations for the Control Service
2. conduct of all members of the Federal Civil
Service.
MAIN FUNCTIONS
OF PSC
It has the authority to appoint and dismiss

3. most members of the services. 3.
5. Conferment into
Transfer Pension Status
It gives advice to the YDPA regarding

4.
4. appointments to positions that he has Promotion
designated as Special Posts.

PUBLIC SERVICE
• Since January 1997, the PSC has adapted an electronic management approach to its services by introducing a fully
computerized recruitment system, known as the Continuous Recruitment System or eSMSM (Sistem Mengambil
Sepanjang Masa elektronik).
• Applicants may apply for vacant posts by using the PSC Job Registration System (SPA9) made available on PSC
portal.

PUBLIC SERVICE
• Information on the offered positions can be found in the PSC portal under “Conditions of Appointment/ Salary/
Task Description”.
• The registration of application can be made any time and shall remain valid for one (1) year. Applicants do not have
to wait for published advertisement made by PSC as the main purpose for media advertisement is to highlight any
current job vacancy. Through eSMSM, all completed applications will be registered under PSC’s Computerized
Data Bank.
• The recruitment and appointment of public service officers carried out by PSC are for the positions that requires
minimum entrance level of Degree, Diploma, High School Certificate (STPM), STAM, Malaysian Certificate of
Education (SPM) as well as Lower/Primary Certificate Education (PMR/PT3) recognized by the government.
• Generally, for positions that require only shortlisting, the recruitment process may take up to 12 weeks starting from
the date when PSC receives complete submission from the government agencies. However, positions that involve
examinations or physical/talent tests may take up to 24 weeks.

PUBLIC SERVICE
• PSC uses a holistic assessment method for the purpose of assessing aspects of attitude, knowledge, competence,
skills and personality of the candidates to determine the suitability of individuals for the purpose of appointing a
position.
• Among the test methods used are psychometric tests, knowledge and work skills tests, competency tests and
interviews.
• As for the concept of psychometric testing (personality/competency assessment), it is designed to measure

individual traits based on individual compatibility with jobs (job-fit), organisations (organization-fit) and teamwork
(team-fit).

PUBLIC SERVICE
• The psychometric testing method is similar to the competency-based interview process, with the only difference is
that the interviewer will verbally question the candidate using standardized questions that have been prepared, while
the psychometric test asks the candidate to answer in a self-report manner by giving a response to questions or
statements that have been prepared on a computer display.
• Through the response or answer given by the candidate, the computer system will process and analyze the answer
data to match the suitability of a candidate with the standard characteristics and competencies for a certain type of
position.

PUBLIC SERVICE
SPA Psychometric Test: Sample Questions

PUBLIC SERVICE
• Based on current regulations, the government agencies (ministries or departments) have to submit their available
vacancy to PSC for the position to be appointed, providing detail information concerning the vacant post and the
required criteria of candidates.
• PSC will then begin the recruitment process by scrutinizing all candidates that are currently registered with PSC.
For an example, if PSC receives a vacancy submission on 1 March 2024, only applicants registered prior to the date
will be considered.
• PSC would then conduct a shortlisting process on the candidates based on the requirements made by the agencies.
The shortlisting of applicants for an interview is a critical and complicated process.
• In general, when the total number of vacancy is relatively small compared to the number of applicants, the
shortlisting process shall be based on academic achievement, e.g. the CGPA or the field of study/specialization
depending on the requirements of the agencies. Usually for posts that are highly requested, there would not be
specific criteria set out for shortlisting of applicants. Applicants with specialization in relevant fields are likely to be
called for an interview.

PUBLIC SERVICE
Example: Invitation/ Call for an Interview by PSC

PUBLIC SERVICE
Example: Result of an Interview in PSC Portal

PUBLIC SERVICE
Example: Letter of Appointment from PSC

PUBLIC SERVICE
Regulations on the Appointment of Public Officers
CHECKING FOR UNDERSTANDING

1. Define the concept of employee recruitment.
2. Outline the objective/ importance of employee recruitment.
3. Understand the sources and methods of employee recruitment.
4. Understand an alternative to employee recruitment.
5. Define the concept of employee selection.
6. Outline the objective/ importance of employee selection.
7. Understand the process and methods of employee selection.
8. Discuss about employee recruitment and selection in Malaysian Public Service.

TUTORIAL QUESTIONS
1. Explain TWO (2) importance of effective recruiting. (10 marks)
2. Explain TWO (2) sources of employee recruitment. (10 marks)
3. Discuss FOUR (4) methods of internal recruitment of personnel. (25 marks)
4. Explain FIVE (5) external recruitment methods in organisations. (25 marks)
Explain FIVE (5) recruitment alternatives practices in human resource management.

5.
(25 marks)
6. Discuss FOUR(4) significance of employee selection. (10 marks)
7. Assess TWO (2) types of employment test in selection process. (10 marks)
8. Discuss FOUR (4) methods of interviewing in human resource management. (25 marks)
Discuss FIVE (5) steps of employee selection process and methods. (25 marks)
9.
Thank You

Pad215 Lecture Notes - Topic 4 - Er&s

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PAD215 INTRODUCTION TO HUMAN RESOURCE MANAGEMENT IN PUBLIC SECTOR

PAD215 INTRODUCTION TO HUMAN RESOURCE MANAGEMENT IN PUBLIC SECTOR

1. Definition of employee recruitment

2. Objective/ importance of employee recruitment

3. Sources and methods of employee recruitment

4. Alternative to employee recruitment

5. Definition of employee selection

6. Objective/ importance of employee selection

7. Process and methods of employee selection

8. Employee recruitment and selection in Malaysian Public Service

Alternatives to Overtime Contingent Employee Work

Employee Applicant Initial Application

Curriculum Employment Employment Reference Job

• Depicted below is the hiring process in an organization:

Stage 1 Stage 2 Stage 3

Finding an attracting applicants for Recruitment is the process of The process of

The process of The process of The process of

OBJECTIVE/ IMPORTANCE OF RECRUITMENT

• Specifically, the objectives of recruitment are explained below:-

• Explained below are the objectives of an effective recruitment:-

NO. OBJECTIVES DETAILS

SOURCES AND METHODS OF RECRUITMENT

SOURCES AND METHODS OF RECRUITMENT

INTERNAL SOURCES OF RECRUITMENT

SOURCES AND METHODS OF RECRUITMENT

SOURCES AND METHODS OF RECRUITMENT

SOURCES AND METHODS OF RECRUITMENT

SOURCES AND METHODS OF RECRUITMENT

SOURCES AND METHODS OF RECRUITMENT

SOURCES AND METHODS OF RECRUITMENT

• Alternative solutions to recruitment among others are necessary in these situations:-

1. • Temporary shortage due to fluctuation of work volume caused by special circumstances .

DEFINITION OF EMPLOYEE SELECTION

DEFINITION OF EMPLOYEE SELECTION

OBJECTIVE/ IMPORTANCE OF EMPLOYEE SELECTION

PROCESS AND METHODS OF EMPLOYEE SELECTION

PROCESS AND METHODS OF EMPLOYEE SELECTION

• Some of the factors influencing selection decision are listed below:-

LEGAL REQUIREMENTS TYPE OF ORGANIZATION

PROCESS AND METHODS OF EMPLOYEE SELECTION

• A common selection procedure might consist these steps (selection process):-

Preliminary/ Review of Selection Tests Job/ Background and

PROCESS AND METHODS OF EMPLOYEE SELECTION

APPLICANT POOL (JOB CANDIDATES)

A number of candidates will

be eliminated at each stage of

PROCESS AND METHODS OF EMPLOYEE SELECTION

PROCESS AND METHODS OF EMPLOYEE SELECTION

Preliminary (Initial) Review of Job/ Employment Background & Reference

Cognitive Aptitude Style/ Nature of Personal

Personality Types of Professional

Curriculum Vitae Achievement Methods of Background

Situational Judgment Others

SPA Psychometric Test: Integrity/Honesty

PDRM Physical Test: Physihomotor

PROCESS AND METHODS OF EMPLOYEE SELECTION

• To eliminate unqualified job applicants quickly and maximize selection effectiveness.

PROCESS AND METHODS OF EMPLOYEE SELECTION

PROCESS AND METHODS OF EMPLOYEE SELECTION

PROCESS AND METHODS OF EMPLOYEE SELECTION

PROCESS AND METHODS OF EMPLOYEE SELECTION

Employment/ Job Interviews

Structure of Type of Methods of Medium of