MODULE 2

HUMAN RESOURCE RECRUITMENT

Meeting Needs of Human Resources
• Recruitment is the process of attracting the best individuals to join the company on a
timely basis in sufficient numbers and meeting the qualification requirements, thereby
encouraging them to apply for the job in organization.

• The process starts as soon as the need for additional personnel is identified. It is ideally
the result of good human resource planning. This process will thoroughly review and
analyze the manpower requirements.

What are the Two Major Sources of Candidates to Fill the Vacant Positions?

• The internal Source – these are the qualified candidates from the company and within the
ranks of its present employees.
• The External Source – the hiring from the outside source is a management option.
Different Methods of Human Resource
Recruitment?
• JOB POSTING
• THE WORD-OF-MOUTH SYSTEM
• ADVERTISING MEDIA
• WALKINS AND UNSOLICITED APPLICANTS
• CAMPUS OR UNIVERSITY RECRUITMENT
• JOB FAIR AND OPEN HOUSE
• GOVERNMENT AGENCIES
• RADIO AND TELEVISION
• THE INTERNET
JOB POSTING
• This is the process by which internal recruitment is accomplished. The standard time for
job posting is period of one week to two weeks.

Promoting or transferring employees from within offers.

The following advantages:

• It creates an opening for a lower easy to-fill position.
• The morale of the employee is boosted.
• Hidden talent may be uncovered and utilized.
• It saves considerable time and money.
• Employees are already familiar with company policy and the job itself and therefore less
adjustment is necessary.
JOB POSTING
Some companies would not like to resort to job posting for the following reasons:
• Super visors and managers want to promote someone from their department whom
they have groomed for the position.
• Some management members may be upset with employees who apply for jobs
outside their department and tend to take such a move personally.
• Losing an employee to job posting may mean having to wait for a replacement that
may not be as good.
• Some companies believe that it is better
The success of job posting depends largely on how well it is designed and
monitored. The following guidelines may help in its successful implementation:
• The employee must have been with the company for at least one year and must be in
the current position at least 6 months.
• The employee must have a rating of Very Satisfactory before he can apply for the
posted vacant Position.
• The employee can only apply for not more than three times for one year.
THE WORD-OF-MOUTH SYSTEM
• This method of recruitment is found to be effective in local situations. It is one of the least
expensive recruitment systems. As soon as people learn that there's a job opening, the
word spread around.
• On the surface, word-of-mouth appears to be an ideal recruitment source. It is certainly
an effective tool, but the following precautionary measures should be observed.

A. Regionalism may dominate over the company employees.

B. Pulling of strings and the “Padrino” system
ADVERTISING MEDIA
• One popular and often effective means of soliciting applicants is advertising it through the
media, like newspapers, magazines, radio or television.

Guidelines:
• For special skills, the ad must clearly stipulate the skills required.
• In scouting for talent, the wording of the ad should be specific.
• For applicants who want to know all about specifics, the ad must contain the duties and
responsibilities of the position.
• Include the details where the applicants should send the resume’ or bio-data or where to
apply personally if required.
• Be direct and straightforward in wording the ad.
• Avoid cute and unprofessional phrases as it may reflect on the image of the Organization.
• Hire an advertising agency if you are not sure of what to put in the ad.
• For hiring of executive positions, the services of a consultancy agency may be employed.
What are blind ads?
• These are ads that do not reveal the identity of the company, instead they give a box
number where the resume or pertinent papers will be forwarded.

The following are the disadvantages:

1. There might be a limited number of applicants for the “hard to fill positions” where you
want interested applicants to immediately get in touch with you.
2. Blind ads discourage some applicants to apply, as it may be the same company they are
working with. Some applicants may have applied for the same position not too long ago and
it is waste of time.
WALKINS AND UNSOLICITED APPLICANTS
• These unsolicited applicants could be a possible source of outstanding employees.

The following guidelines may be put into advantage for walk in or Call in applicants:
1. Applications should be categorized into different skills or, qualifications.
2. A day of the week must be schedule for the interview of the applicants. Those who pass
should be put in the active file for three months for future reference.
3. Unsolicited applications can also be reviewed with the list of openings in mind.
CAMPUS OR UNIVERSITY RECRUITMENT
• Recent graduates are considered highly desirable for companies to select, groom and
develop recruits from top schools in the country.

JOB FAIR AND OPEN HOUSE

• The job fair and open house are popularly increasing as recruitment sources. An
advertisement announcing the location of the job fair is posted at least one week ahead of
schedule to attract more applicants.

GOVERNMENT AGENCIES
• Some local government units have their placement offices look for possible employment
for their constituents.
RADIO AND TELEVISION
• Radio and television are now used as mediums for manpower recruitment. While they
have the advantage for job recruitment the following are some points to consider:

A. It is very costly, as the message has to be repeated to get the target audience.
B. The message must be convincing and should be done by a professional.
C. The message on radio and television should be sincere and pleasing.
D. The name of the company must be repeated including the telephone number so that the
audience can remember where to contact the company.
THE INTERNET
• The internet could become another source of employment opportunities. Company profiles
and job placements could eventually come into the internet.

The following advantage are:

1. Application letters or resume could immediately be sent to the company.
2. Immediate answer could be available through e-mail.
3. Other necessary information could be available from the applicants.
4. Immediate needs of the company on manpower requirements could be answer in short
time.
5. They less costly and get immediate response.
MODULE 4 –
SELECTION OF HUMAN RESOURCES
• Selection - can be defined as the process of determining from among the applicants who
can meet the job requirements and can be offered the vacant position in the organization.

• The different departments of the organization make personal requisitions to the HRD on
their manpower requirement through a PERSONNEL REQUIREMENT FORM (PRF) duly
approved by the management concerned. This PRF specifies the following:
1. The positions and the number required.
2. The job specifications - What is required to do the job.
3. The personal qualities needed for a worker to do the job successfully.
Selection Procedure on How to Get the Most qualified
Applicants
• Stage 1 - Establishing selection procedure. Successful employee selection is dependent
on a clear understanding of a job’s components.
• Stage 2 - Identify and choose selection criteria, predictors and instruments to be used.
• Stage 3 - Gather and evaluate information about applicants.
• Stage 4 - Make communication decisions whether to select or reject.

Who makes the selection decisions?

• The HRD is a staff department and as a functional authority to assist fine managers in all
related personnel functions. It is the functional authority of the HRD to screen the
applicants and to submit the names of those who passed the initial screening to the
operating department for its final decision on whom to select and finally hire for the job.
Selection and Job Matching
• Selection tries to match the personal qualities of the applicants with the job requirements.
In the selection process we cannot separate the person from his personal characteristics.
Test and interviews commonly focus on the applicant’s social abilities as well as his task
abilities.

The Selection Process

• The employer can think of the selection process as a series of hurdles the applicants
must clear in order to obtain the job. Each hurdle eliminates some applicants from
contention.

• Often employers use bio-data (information from applications and resume’s is the first step
in eliminating applicants. The HRM manager must be able to devise the most valid
instrument in determining the job selection process.
1. PRELIMINARY SCREENING
• The first step in the assessment of an applicant for the job is the initial interview or
preliminary screening. The following personal traits and qualities are the important things to
consider in the preliminary screening process:

A. Aptitude and interest indicator natural abilities capacity for learning, and desires to do
certain jobs.
B. Attitudes and needs indicate an applicant’s frame of mind, emotional and mental maturity,
sense of responsibility and authority, and future motivation.
C. Analytical and manipulative abilities indicate our thinking process, intelligence level, and
ability to use knowledge effectively in any assigned task.
D. Skills and technical abilities indicate ability to perform specific operations and technical
aspects of the job.
E. Health, energy and stamina indicate physical ability to perform the assigned task
satisfactorily, especially those involving manual and managerial duties.
F. The person’s value system provides a clue to motivation, goals, objectives and work values
and perseverance.
•
THE SELECTION PROCESS
These are some styles of interview:
a. Structured interview. Directive interview is usually structured. Structured interviews are
usually more effective in promoting equal opportunities for all applicants.
b. Unstructured interviews is where the applicant takes the lead. The unstructured interview
provides no specific reference and the applicant is given a free hand in talking about himself
and the interviewer makes an assessment.
c. Panel or round-table interview is usually done for managerial and supervisory employees.

2. THE APPLICATION FORM

• The applicant is required to fill out the company’s official application form after passing the
preliminary interview. Application forms vary from company to company. Employment details
are important during the interview process.
Graphology
• Graphology is the art and science of the analysis of the individual’s traits through his
handwriting.
3. TESTING AND EVALUATION OF RESULT
Testing - Tests are still the commonly used instruments for determining the qualifications and talents of
the applicant for a particular job. Tests can be classified on the bases of personal characteristics sought
from the applicant. They are the following:
A. Intelligence Test - It is wisely used to measure mental or general learning ability.
B. Aptitude Test - It measures the person’s capacity to learn a given job, provided there is adequate
training.
C. Interest Test - It is derived from hereditary and environmental factors. It tries to predict the success in
the job if the person’s interest and the job are properly matched.
D. Personality Test - It is considered as an important instrument to test the personality of the applicant
especially for supervisory and managerial positions, are they have to relative with their co workers in the
industry.
E. Achievement or Proficiency Test - It tries to measure the applicant’s knowledge of a given job. It tries to
eliminate “trade bluffers” who profess to know a particular type of work.
What are the requirements for effective testing?
A test can be made more productive and rewarding if it conforms to the following:
1. It should be properly tested and validated.
2. It should be used with proper discretion and used along with other instruments.
3. Use a battery of tests to determine the person’s real worth.
4. Set the critical cut-off score in advance.
5. Don’t use raw scores: Interpret them.
4. IN-DEPTH INTERVIEW
• The in-depth interviews is the most important part of the selection process. After passing
all tests required, the applicant is now ready to formally enter into the selection process.
All the relevant information about the applicant is bought into focus at this point as the
final decision to hire the individual is made during this interview.

There are three important characteristic that the interviewer must possess.
• 1. Knowledge - The interviewer must know the behavior of the person and must be able
to determine and decipher the answers to questions as he may take down important
details during the interview process
• 2. Empathy- The interviewer must be able to discover the inner behavior of the individual
by understanding his own personality and relate this with the feelings of the applicant.
• 3. Communications Skills
5. EVALUATING REFERENCES
• References are important in finally assessing the applicant’s worth for the position. There are
three kinds of references:
1. Academic Reference – This may be requested who are the new graduates.
2. Character Reference – This reference may come from some person in the community that are
familiar with the individual in their place of residence.
3. Work or Experience Reference – To get the most valid Information about the applicant, the
work, reference check must Be mailed to the previous employer stating the confidentiality of the
information.

Here are some policy guidelines in reference checking

1. The reference should be used to develop the integrity of the whole selection process.
2. For very important confidential positions, reference should be conducted on a face-to face
basis, since the applicant may be reluctant to divulge significant information.
3. If face-to-face information is impractical, telephone inquires should be used rather than mailed
requests for information.
4. In any kind of follow-up, inquires should be in structured form to relate information to job and
career requirement.
5. Inquiries should discover the “why” behind whatever impressions are disclosed. Those who
supply information may have their own biases and peculiar standards.
6. Physical Examination
The applicants undergo physical examination at the company clinic or an authorized hospital to determine the
physical fitness of the applicant for the job.
Medical Examinations are important for the following reasons:
a. To screen out those physically incapable of doing the job,
b. To prevent employment of those with high incidence of Absenteeism due to illness, or accidents.
c. To prevent hiring of people with communicable diseases or who are influenced by drugs.
d. Ward off unwarranted claims with worker’s compensation Laws. SSS, medical care and suits for damages.

7. Placements
Final acceptance for production workers is usually dependent on the approval of the immediate manager or
supervisor of the department where the applicant will be assigned. Practice in placement has been generally
more formal and usually covered by company policies and procedures in the hiring of employees.
Types of Employees
1. Probationary- A probationary employee can be terminated if he does not pass required reasonable standards
in the performance of the job or there exists a just cause for his termination.
2. Regular or Permanent Employee- An employee who passed the probationary period and is performing a
regular activity in the business of the company, covered in the regular company staffing system.
3. Contract Employees – The employees is hired for a fixed period.
4. Casual or Seasonal Employees-An employee is hired for a particular work or service that is seasonal in
nature. Employment is temporary according to the volume of wok
5. Apprenticeships-Apprenticeships is the development of the required skills for a particular type of work.
Chapter 5 - TRAINING AND DEVELOPMENT of
HUMAN RESOURCES
Training
• The process where people acquire capabilities to aid in the achievement of organizational
goals.

Orientation: Training of New Employees

• Orientation is the planned introduction of new employees to their jobs, co workers, and the
organization.
• The HRD has to design the orientation program and incorporate the following topics:
• Company policies, rules and regulations - These cover reporting for work time in, time out
policies related to employee discipline and behavior while at work and other important
company regulations.
• Corporate Mission and Vision, company officers and corporate goals and objectives, its
product and services and other important clienteles.
• Explain company pay system, benefits and other services available to employees and their
families.
• Provide overview of job setting and work rules.
• Introduce the employee to co-workers and the company working environment.
The purpose of orientation of new employees
The overall goal of orientation is to help new employees learn about the organization as
soon as possible so that they can begin contributing to the company’s goal and
objectives. From the perspective of the employers and the employees, the orientation
process has the following purposes.
1. Productivity enhancement - Both the employer and employee want to start right and
become productive as soon as possible.
2. Turnover reduction - Employees with effective orientation programs tend to stay
longer with company. Fast employee turnover rate affects productivity and efficiency.
3. Organization effectiveness - Well-oriented employees can immediately contribute to
the goals and objectives of the organization.
4. Favorable employee impression A good orientation program creates a favorable
impression of the organization and its work.
5. Enhancement interpersonal acceptance - It tries to ease the employee entry in the
work group. Employees often of concerned about meeting new people in the work force.
A Systematic Approach to Training
Training is moving its focus to teaching employees specific skills to a broader focus of creating
knowledge. The development of intellectual capital includes the following:
A. Basic Skills - skills needed to perform one’s job effectively.
B. Advanced skills - the use of technology to share with other employees.
C. Understanding of the Customer Needs - the global market is quality competitive.

One of the key characteristics of training system that contribute to competitiveness is that, they are
designed according to the instructional design process. It refers to the systematic approach for the
development of training programs. The following steps are integral instructional process.

1. Conducting needs assessment 2. Ensuring employee’s readiness for training

• Organizational analysis • Attitude and motivation
• Person analysis • Basic skills
• Task analysis
3. Creating the learning environment 5. Selecting training methods
• Identification of training objectives and • Presentational methods
training outcome • Hands-on methods
• Meaningful materials • Group methods
• Practice
• Feedbacks
• Observation of others
• Administering and coordinating programs

4. Ensuring transfer of training 6. Evaluating training programs

• Self-management strategies • Identification of training outcome and
• Peer and manager support evaluation designs
• Cost-benefit analysis
1. Assessment Phase
Training is designed to help the organization accomplish its objective. Planners determine the
need for training and specify the training objectives and the training efforts.
A. Organizational Analysis-The specific source of information and operational measures or an
organization level needs analysis, which include the following:
• Grievances
• Accident record
• Observations
• Exit interview
• Customers complaints
• Equipment utilization and breakdown
• Material wastage, scraps and quality control data
• Training committee, observation and need assessment data
B.Task Analysis – The job description and the job specifications provide information on the
performance expected and the skills necessary for employees to accomplish the required work.
C. Individual Analysis – The use of performance appraisal data in making this individual analysis
is the most common approach.
2. Employees Readiness for Training
The employees must set a positive tone for training. That attitude toward training must be
cultivated and made an integral requirement before the employee sets foot in the training
room.

The following factors influence the motivation to learn:

• Self-efficacy – It is the employee’s belief that he can successfully learn the content of the
training.
• Understanding the Benefits or Consequences of Training – The employee must
understand that the training is related to his job, personal and career benefits as it may
include process or procedures to make his work easier and is needed due to change in
work technology.
• Awareness of Training Needs, Career Interest and Goals – the employee must be given
the choice of what training program he would like to attend.
• Basic Skills – This refers to the degree of the employee’s desire to learn the cognitive
ability, reading and writing skills and other technology changes necessary in the work
environment.
3. The Learning Environment
Learning involves a permanent change in behavior. For employees to acquire knowledge and
skills in the training program an apply the information in their job, the training program needs
to include specific learning principles.
• Employees need to know why they should learn – they must understand why they have to
attend the training program.
• Employees need to see their own experiences as bases for learning – Training could be
meaningful if it is linked to their current job experiences and tasks.
• Employees need to have the opportunity to practice-The opportunity to practice the
learning should be provided in the program.
• Employees need feedback-The employees need to know how they are meeting the training
objectives.
• Employees learn by observing and interacting with others – Community of practice refers to
a group of employees who work together to learn from each other and develop a common
understanding on how to get the work done.
• Employees need training programs to be properly coordinated and arranged – Coordination
is the most important aspect of training administration.
Analyzing Training Needs
The immediate and specific needs of a company are determining factors in the selection of
the training courses and materials. The need for training Is usually indicated in the following
instances:
• When required skill I not possessed by anyone in the work force;
• When an employee’s performance is below standard, but he has the
• Potential to improve the productivity;
• When morale or production is low;
• When there is a fast turnover of the personnel;
• When the rate of absenteeism or accident is high;
• When restiveness or dissatisfaction mounts;
• When supervision is lax;
• When new technology is introduced.
• Training needs may be ascertained by considering the following questions:
• Is there a problem to be solved?
• Where does it exist? (which department)
• Who needs the training?
• What is the nature of the training?
4. Transfer of Training
Transfer of training is the practical application of what was learned in the program.

Selecting The Training Methods

- Training now could be less costly due to advances in digital technology.
• Presentation Method – is the passive receipt of information that includes the traditional instructions,
distance learning and audiovisual techniques.
• Hands-on Training – This refers to the training methods that require on-the job training, business games,
case studies behavior modeling, interactive videos and web-based training.
• Group building method- It helps trainees share ideas and experiences build group or team identity,
understand the dynamics of interpersonal relationship and get to know their own strengths and weaknesses
and those of their co-workers.
• Evaluating the Training Program

Evaluation of training compares the post-training results to the objectives expected by the
management, trainers and the trainers.
• a. Learning-It represent the level of how well the trainees have learned facts, ideas, concepts, theories and
attitudes.
• b. Behavior – There must be change in the work attitude and behavior of the trainee after the training.
• c. Results – Employer evaluate results by measuring effects of training on the achievement of
organizational objectives.
Criteria for Evaluation of Training
Training effectiveness should be assessed on the basis of solid grounds. Sometimes trainers
and managers rely on superficial employee reactions.

Training programs are usually evaluated on the basis of their intended objectives. Five
steps to a meaningful evaluation:
1. Determine what to Measure. Decide before you begin training what you want to change.
2. Establish the Baseline line. Make sure you know the level of performance before training
begins.
3. Isolate Variables. One variable is the Hawthorne Effect, named after a General Electric
plant that was studied in landmark performance experiment several years ago.
4. Measure Attitude. This goes back to the problem of measuring initial reactions, but it is
valuable in the overall evaluation.
5. Measure Performance. Go back to your base line and see what the results of the training
are in terms of the criteria you have established.
Human Resource Development
Development refers to formal education, job experience, relationships, and of
personality and abilities that employees prepare for the future.
• Planning and Choosing a Development Approach
• While training considers analysis as an important component of any training
program development needs analysis because it is necessary to identify strengths
and weaknesses of those that will be given these organizational interventions.

The following process are used in the assessment:

• Assessment Centers – Employees are sent to assessment centers to take
examination covering personality tests, communication skills, personal inventory
assessments, benchmarking and other examinations.
• Psychological Testing – Pencil and Paper tests have been used for years to
determine employee’s development potentials and needs.
• Performance Appraisal – Performance appraisal measures the employee’s
potential when done properly could be a good source of development information.
Human Resources Development Approaches
In-house or on Company Site- the planned activities that could be developed within the
company or while the employee is at work are those activities that will enhance employee’s
potential to assume other jobs that the company needs in its operation.

The following are the In-house Approaches:

• Management Coaching-The immediate supervisor coaches he subordinates employee in
performing certain functions that are necessary for its advancement.
• Committee Assignments – Assigning promising employees to important committees can give
the employees a broadening exercise and can help them to understand the personalities,
issues and processes governing the organization.
• Job Rotation – this is the process of shifting employees from one job to another.
• Assistant-to-the Position – This is the assignment of an assistant to the position who works
directly under the manager.
• Job Enlargement – refers to adding challenges or new responsibilities to the employee’s
current job.
• Mentoring-Employees can also develop skills and increase their knowledge about the
company and its operation by interacting with more experienced organization members.
Off-Site or Outside Development Interventions
These sessions are usually held outside at the company expense and will serve as a
break from the monotony of working in the office.

Following are some of the developmental programs:

• Formal Education - The company sends the employee to formal seminars,
workshops and other training programs offered by training consultants and agencies.
• Team Building - These organizational interventions are usually conducted away from
work about three to four days.
• Case Studies - This is a classroom type of training techniques that provides a
medium through the application of management behavior concepts and analysis.
• Role Playing - Role playing is a development technique requiring the trainee to
assumes a role in a given situation and act the behavior associated with it.
• Simulation - These are business games developed by human resource experts that
require the participants to analyze a situation and decide the best course of action
based to the given data.
THANK YOU