ORGANIZATION AND MANAGEMENT Module 10

LESSON 10: The Process of Recruiting, Selecting, Unlocking Difficulties:

and Training Employees • Recruitment – process of looking for
potential applicants and encouraging them to
Most Essential Learning Competency: apply for existing or anticipated job openings
Analyze the process of recruiting, selecting and or “vacancies” within the organization.
• Selection – process of selecting individuals
training employees.
who are most qualified for the job.
• Training – refers to the provision of learning
Objectives:
so that employees can improve performance
At the end of the lesson, students are expected to:
on a current job.
• Explain the steps in the recruitment and selection
• Development – involves providing
process,
employees with additional or new learning
• Recognize the different training programs,
opportunities for promotion to future or higher
• Experience how interview is done by answering jobs.
the lesson exercise.
Discussion:
Pretest: As stated earlier, recruitment is the process of looking
Direction: Read the following sentences. Write the for potential applicants and encouraging them to apply
letter of your best answer. for existing or anticipated job openings or “vacancies”
1. This involves the movement of trainee frm one job within the organization. Recruitment also refers to the
to another for general understanding of the how the
way a company attracts qualified persons to apply for
organization functions.
A. Coaching vacant position. By doing so, only those who have the
B. Committee assignments qualifications and who are best suited for the job are
C. Job rotation selected and allowed to work in the company.
D. Vestibule training
2. When a hired applicant is placed in the actual job When companies aim to fill vacancies within their
for which he/she was selected. organizations, human resource managers may likely
A. Induction B. Placement look for prospective applicants from the following
C. Orientation D. Training sources:
3. The following are different types of employment 1. Current employees. In most cases, some of
tests, except: the organization’s current employees already
A. Aptitude tests possess the qualifications needed to occupy
B. Licensure tests higher positions in the company. Thus, they
C. Psychological tests are usually given prior consideration. This
D. Simulation tests
process is sometimes known as internal
4. Which of the following is a source for prospective
recruitment.
applicants:
A. Magazines 2. Newspaper ads. Classified ads section there
B. Newspaper ads are numerous advertisements about job
C. Flyers openings or offerings for prospective
D. Manuals applicants. This is one of the ways in which
5. Which of the following type of interview does not “job hunters” survey employment prospects. It
follow any specific interview format? usually turns out that newspapers to be an
A. Structured interview effective means of sourcing out potential
B. Panel interview applicants.
C. Nondirective interview 3. Schools or educational institutions.
D. Timer interview Schools are usually a rich recruitment source
because most companies want to take
Introduction advantage of the huge number of fresh
Several times in the past lessons, it was mentioned graduates from colleges and universities who
that people are the most important productive would eventually be part of a younger and
resources in any organization. It is the people who talented workforce. A lot of companies
plan, organize, decide, implement, and so forth. It is nowadays make it a point to send their
the people who use money, materials, machines, and representatives to various colleges and
methods. With their knowledge, skills, attitudes, universities to interview applicants inside
values, and intelligence, they can move their campuses, conduct company talks, organize
organizations to greater heights. In short, the success job fairs, and establish linkages with the job
of an organization depends on people. placement offices of schools.

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4. Employee referrals. This happens when Companies have different ways of setting the
some of the organization’s current employees qualifications required of candidates for a specific job.
recommend relatives or friends who may be These are usually based on hiring policies specifically
qualified for the job. developed by companies. However, there are also a
5. Recruitment agencies. Organizations with number of common ways through which organizations
job vacancies usually tap companies that are determine whether a particular applicant is qualified
established specifically to assist client firms in for the job. Some of these are as follows:
recruiting qualified prospective applicants.
6. Competitors. This is one recruitment source 1. Application forms. These are application
where companies look for qualified but documents submitted by an applicant that
underutilized employees. Companies would provides relevant information such as age,
like to take advantage of hiring employees marital status, contact details, educational
who may have been already previously background, job experience, special skills and
trained by competing firms or who may interest, and the like. There are four usual
possess a record of skill and expertise types of application forms: (1) bio-data, (2)
already. Companies sometimes make it a curriculum vitae or CV, (3) resume, and (4)
point to “pirate” employees from competing professional profile. The characteristics and
firms by offering them higher salaries or a functions of each are described and
more attractive compensation and incentive differentiated in the following table:
package just to entice these employees to
APPLICATION NATURE STANDARD EMPHASIS
work with them. FORM NUMBER OF
PAGES
Bio-Data A short and 1 -Personal
With all the above various sources of recruiting straightforward -Biographical
document information
prospective employees, it should be noted that the typically used
recruitment source usually depends on the type of for general job
applications
employees or positions needed. For example, when a Curriculum A document 1 -Personal
firm looks for entry-level or low-level positions, they Vita (CV) highlighting a
backgound
person’s or -Educational
would usually rely on newspaper ads, schools, applicant’s attainment
referrals. For executive, managerial, or higher-level significant
personal and
positions, however, they would tend to rely more on educational
background
their current employees, recruitment firms, or
Resume An application 2 pages -Job objective
employees from their competitors. documents for maximum -Personal
purposes of background
showing -Educational
SELECTION specific qualifications
qualifications -Job
Whereas recruitment deals with sttracting qualified suited to a experience
applicants, selection, on the other hand, is the process particular job -Character
being applied references
of selecting individuals whoa re most qualified for the for
job. For the selection process to be effective, a Professional A Unlimited -Personal
Profile comprehensive background
company should be able to determine that an and detailed -Educational
adequate pool or number of candidates is available. profiling of a credentials
person’s body -Professional
The main purpose of the selection process is to of work and experience
evaluate each candidate based on his/her professional -Professional
achievements achievements
qualifications and to choose the person most suited -Awards and
for the job. recognitions
-Professional
affiliations
The selection process for each company varies 2. Character references. This is either a listing
depending upon their policies. If the position being or a personal documentary referral from
considered only involves simple or routinary duties, previous employers, com-employees,
then only a simple selection process may be teachers, affiliate members, or any other
considered. If, however, specalized skills are needed, relevant person who may be able to provide
then a more elaborate selection procedure is utilized. vital information about the character of the
It should always be noted that whereas selecting the applicant. Hiring managers usually contact
right employee will bring to the company certain them to verify whether they personally know
benefits, selecting the wrong employee will also entail the applicant, to verify certain information and
certain costs (e.g., increased training costs for qualifications included by the applicants in
selecting employees with the wrong set of skills). their application forms, and to inquire about in
a panel
QUALIFICATIONS OF JOB CANDIDATES

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3. Employment tests. These are examinations on standards set by the company or an
that assess the probable match between the industry benhmark.
applicant and the requirements of the job. d. Stress interview. In this type of interview, the
Different types of employment tests are as interviewer tries to determine how an
follows: applicant would respond to aggressive,
a. Intelligence/aptitude tests. These are embarrasing, awkward, rude, or insulting
mental ability tests that measure the questions to assess whether he or she can
applicant’s learning ability, ability to coope with situations that are highly stressful
understand instructions and make and demanding while maintaining a calm
judgments, and potential ability to learn composure.
certain skills. e. Timer interview. In this type of interview, the
b. Performance/simulation tests. These applicants are all given the same amount of
measure an applicant’s ability to time to convince the interviewer of their
demonstrate, perform, or duplicate qualifications for the job. This is usually done
essential activities in doing the actual to test how well applicants handle grace under
work. pressure.
c. Psychological/personality tests. These f. Panel interview. In a panel interview, the
measure the basic aspects of an applicant faces a group of interviewers –
applicant’s personality such as usually three to five – who take turns asking
dominance, socialbility, conformity, questions. The interviewers then consolidate
motivation, emotional balance, self- their observations to make a consensus on
confidence, interpersonal behavior, and the overall suitability of the applicant. This
the like, which play an important factor in type of interview also reduces the impact of
the working environment of the applicant. personal biases of individual interviewers.
d. Physical erxamination. This is
perfromed to asses whether the PLACEMENT, INDUCTION, AND
applicant’s physical health is adequate to ORIENTATION
meet the requiremtns of the job. Once an applicant has been successfully hired
4. Job interviews. This refers to the oral into the company, he or she is now placed in the
examination of a candidate for employment. actual job for which he or she was selected. This
Many hiring managers consider this as the is called placement. Following this are the steps
most essentil step in the selection or hiring undertaken for induction and orientation.
process because it attempts or gives
opportunity for recruiters to talk face-to-face Induction is the process in which the newly hired
with the applicants, obtain and synthesize employee is provided with all the relevant
information about the abilities of the applicant, information about the company – its history,
and analyze “applicant-job fit”. Interviews are vision, mission, core values, organizational
of different types, some of which are as structure, products and services offered, and the
follows: like. The duties and responsibilities of the new
a. Nondirective interview. This is an interview employee are also explained. Relevant personnel
wherein the hiring manager does not follow documents related to employment are filled out,
any specific interview format and asks identification cards, and company passes are
questions as they come to mind. These are issued, and business cards are distributed.
usually broad, open-ended questions such as Sometimes, newly hired employees meet with the
“tell me something about yourself”, or “tell me owner/s of the company where a simple induction
about what you accomplished in your is held that includes the new employees executing
previous job”. This type of interview allows the their oath of office before the owner.
applicant to talk freely with minimum
interruption. Orientation, on the other hand, is the process of
b. Directive or structured interview. This type introducing to the new employee his/her
of interview uses a structured, predetermined immediate working environment and co-
set of interview questions that are job-related employees. Relevant company policies and
and are asked of every interviewee. procedures are also introduced. New employees
c. Situational interview. This is a variation of are sometimes toured around the company to be
the structured interciew ehich presents to acquainted with the various facilities,
interviewees a hypothetical situation or departments, locations, equipment, and the like.
incident and asks how they would respond ot Work procedures and performance expectations
it. Their responses are then evaluated based or targets are also discussed.

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TRAINING AND DEVELOPMENT organizational problem. This method provides
Employees, whether newly hired or newly talented employees ith growth potential and
promoted to a higher position, will require the broadening experience to help understand
necessary skills to perform the job well. This is and resolve issues governing the organization
where the training and development process and work with other managers or employees.
comes in. Training refers to the provision of
learning so that employees can improve Generalization:
peerformance on a current job. Development, on Undertaking recruitment, selection, and training
the other hand, involves providing employees with process is one of the main objectives of management.
additional or new learning opportunities for Indeed, the success of any business depends to a
promotion to future or higher jobs. large extent on the quality of its staff. Recruiting
employees with the correct skills can add value to the
TRAINING PROGRAMS business and recruiting workers at a wage or salary
Training programs provided by companies differ that the business can afford, will reduce costs.
but can usually be classified as follows: Employees should therefore be carefully selected,
1. On-the-job training. More popularly known managed, and retained, just like any other resource.
as OJT, these are training programs usually
for nonmanagers (or even students) wherein Exercise:
the trainee is placed in an actual work setting Instructions: Listed below are examples of some
under the direction of an immediate common job interview questions employers ask their
supervisor acting as trainer. In this way, the prospective job applicants. Try to give your personal
trainee establishes a motivation to learn while answers to these questions as prospective applicant.
doing the job. Write down the job you are applying for, the company
2. Vestibule training. Under this program, name, and your answer to each question.
trainees are placed in a situation that 1. Tell me something about yourself.
simulates exactly the prospective work 2. What are you looking for in this job?
environment and are expected to perform or 3. Why should I hire you?
duplicate the jpbnor operate required 4. How do you handle rejection?
machinery, equipment, or materials. This 5. Tell me what your greatest weakness is.
makes sure that employees gain knowledge
and skills on proper methods and procedures Posttest:
before being allowed to work. Direction: Below are some recruitment, selection and
3. Coaching. This is a daily training and training concepts previously discussed. Identify what
feedback process given to employees by is being described.
immediate supervisors wherein the 1. An applicant faces a group of interviewers who
supervisor explains things and answers take turns asking questions.
questions, explains why things are done the 2. An oral examination of a candidate for
way they are done, and offers a model for employment
trainees to copy. 3. This is the process of looking for potential
4. Mentoring or apprenticeship. This is a applicants and encourage them to apply for a
program wherein a senior manager (mentor) vacant position.
assumes responsibilty for grooming a juinior 4. This process is sometimes known as internal
employee (apprentice). The mentor acts as recruitment.
teacher, counselor, developer of skills and 5. These are documents submitted by an applicant
intellect, guide, exemplar, and facilitator to providing relevant information about him/her.
help the junior employee attain professional
and psychological maturity. It also makes sure
that the apprentice obtains the necessary Reference:
skills and competencies required to succeed
the mentor in the future. Ng, Mark Francis G., “Organization and
5. Job rotation. This involves the movement of Management: K-12”, (2019) Anvil Publishing, Inc.
trainee from one job to another to provide
them with a general understanding of how the
organization functions and to prevent
familiarity threat among employees.
6. Committee assignments. This involves
making an employee a part of a special
committee or taskforce to solve an actual