Chapter 4: RECRUITMENT &

SELECTION
Introduction
Recruitment and selection
are complementary tasks that
must be carefully undertaken if
they are to contribute to the
achievement of the HRM
objectives. Many of the
difficulties encountered in the
management of human resource
may be traced to faulty
recruitment and selection. This
should not be so if only the one assigned to perform those tasks is well-versed
with effective recruitment and selection.

Learning Outcomes
After reading this CHAPTER, YOU MUST be able to:
1. Define recruitment and selection
2. Identify prerequisites to effective recruitment;
3. Identify different factors affecting recruitment;
4. Describe and discuss the different recruitment sources and the
effectiveness of each;
5. discuss methods for identifying qualified internal and external job
candidates;
6. Describe the steps in recruitment;
7. Describe the steps in the selection process;
8. Cite various employment test and their relevance and usefulness to
employee selection
9. Cite the different types of job interview and discuss the common job
interview questions including Dos and DONTs during an interview;
10. Cite the top 5 biggest mistakes candidates make during job
interviews; and

Chapter 4 Recruitment & Selection MPC • Page 1

Learning Contents
4.1 WHAT IS RECRUITMENT?
Now that human resource planning and job analysis have been performed, the
company’s next move is to find applicants for possible employment. This is referred to
as recruitment. It is an HRM practice of tracing and enticing probable hires from a
pool of recruitment. It is an HRM practice to tracing and enticing probable hires from
a pool of job seekers. The company starts by notifying job seekers about the
qualifications needed to match the particular job and the personal and professional
advancements they can offer. Decisions whether to recruit from within or externally
depends on the company’s culture and recruitment objectives. In the event that
managers wish to cut the workforce size, any job opening is an indication that a
replacement from outside must be found to replace a departing employee.

Recruitment is the activity concerned with searching and attracting qualified

applicants that are vacant or will be vacant.

Recruitment is concerned with filling-up position from the topmost level to the
lowest.

The objective of recruitment is to provide a group of qualified candidates so that

satisfaction candidates can be selected. If there is only one applicant per vacant
position, no recruitment has been achieved, no matter how qualified the applicants
are. Recruitment does not mean gathering a mass of unqualified applicants for it
would only be a waste of time and effort.

1.2 PREREQUISITES TO EFFECTIVE RECRUITMENT

For recruitment to be effective, some basic requirements must be in

place. First, the organization must have undertaken job analysis. Second, the
various job description and job specifications must have been completed.

The organization must also have identified “key result areas” (or KRAs)
for the various jobs. KRA are useful in setting objectives for the new recruit.
KRAs are outputs expressed in terms of quality, quantity, time, or cost. An
example of a KRA is the number of units a new recruit must produce per day.
Knowledge of the KRAs will provide the recruiter with the right perspective in
recruitment activities.

Chapter 4 Recruitment & Selection MPC • Page 2

 1.3 FACTORS AFFECTING RECRUITMENT

The extent and intensity of recruitment efforts vary from organization to

organization. These efforts will depend on various factors which are as follows:
1. Size of the
organization.
Organization with a large
number of employees will
have to spend more time,
effort, and money that
one with only a few
employees. Recruitment
in a firm with more than
a hundred, for instance, will be a daily activity. Smaller firms will only
encourage in recruitment when there is a vacancy, and this will not
be often.

2. Employment conditions in the

community where the
organization is located. If the
organization is located in an area
with a large number of
unemployment people, a mass
intake of qualified applicants may
be one any time of the year.
Recruitment efforts, however, will be
intense of the demand for labor in a
particular are is higher than the available supply.

3. The effectiveness of past recruitment efforts. If the organization

has recruited the right people, turnover will be greatly reduced, which
in turn, will also reduce recruitment activities. On the other hand, if
recruitment efforts are not effective, there will be a need to recruit
people more often.

Chapter 4 Recruitment & Selection MPC • Page 3

 4. Working conditions, salary, and
benefits packages offered. Whether or
not the qualified jobseekers will seek
employment with a certain organization
will depend on how the organization is
perceived in terms of working
conditions, salary, and benefits
packages offered. Progressive
companies like San Miguel Corporation
(SMC) are expected to spend less efforts
in attracting qualified applicants. This is so because SMC is believed
to have better working conditions, and provides bigger salaries and
benefits to its employees.

5. The growth of the organization. An organization that is growing will

naturally be involved in more recruitment activities than those which
are not expanding.

1.4 SOURCES OF RECRUITMENT

EXTERNAL SOURCES:
1. Advertising. Usual manner of locating
potential hires is through advertising.
Although television ads, radio, direct
mail, and print ads are effective forms
or reaching job seekers, the World Wide
Web should not be ignored as an
advertising option. In fact, it is
becoming a trend among the current.
Preparing for recruitment activities
requires a lot of effort and time. The
firm should be careful to join the
company. There is no singular type of
advertisement that can be said to be
effective, because it completely depends on a company’s
circumstances.

Chapter 4 Recruitment & Selection MPC • Page 4

 2. Walk – Ins. Walk-ins are people who do not apply in response to any
type of advertisement, but rather come into a company, submit an
application and a curriculum vitae, then aspire to get the job. Some
employers admit that applicants who take the initiative to apply as
walk-ins tends to be more effective and dedicated employees. Most
companies’ welcome walk-ins and take the impression that such act
is a sign of strong interest. You can get lucky and be offered an
interview right away.

3. Internet Recruiting. The internet is one of the most popular ways of

locating and attracting job applicants. Companies find this
recruitment format less costly because it will reduce expenses
incurred for files records. On the other hand, applicants will also
benefit from this strategy in the sense that there will be less
expenditures on printing, mailing, and re-copying resumes because
everything is done online.

4. Employee Referral Program. This is a type of recruitment approach

used by organization to find applicants through the help of their
existing employees. This method assures the company that their
current employees will only refer suitable candidates for the vacancy.
The referrals may come from their respective social connections. As a
form of motivation, most employers reward the referring employee
with incentives and bonuses.

5. Head Hunters. These are search firms that help companies fill
executive positions.

6. Campus Recruiting. This form of external recruitment is becoming

widespread especially in highly developed firms. This method forms a
strong linkage with colleges and universities to search and eventually
hire students who possess the right to fit in terms of competencies.
For some forms and establishment, this method is advantageous
because they will get the chance to bring on board the sought-after
qualities such as determination, enthusiasm, and focus from young
people with bundles of dreams and willingness to face challenges
head on.

Chapter 4 Recruitment & Selection MPC • Page 5

 7. Employment agencies. Employment agencies are either public or
private business. However, when it comes to providing employment,
both have the same aim – to assist companies with their staffing need
requirements. In most developed countries, there is a publicly-funded
employment agency and multiple of private employment agencies.

Advantages on External Sources:

1. New ideas and viewpoints are brought in by the new recruits.
2. The creation of a new vacancy when existing vacancy is filled becomes
unnecessary.
3. The pressure to deploy prematurely inexperienced personnel is
minimized.
4. Fully trained outsiders may be taken to reduce training and
deployment costs.
5. The talent pool from outside sources is much bigger than that of the
internal source.
6. Fully trained outsiders may be taken in within short notice.

Disadvantages of External Sources:

1. Attracting, contracting and evaluating potential employees are more
difficult than when internal recruitment is considered.
2. Adjustment and orientation will be longer for outside recruits
3. Recruitment from outside may cause demoralization among existing
employees.

INTERNAL SOURCES:
While employers normally think
that recruiting focuses on attracting
potential employees from outside the
organization, several middle-level
managers try to abide by the policy of
filling job openings via job promotions and
transfers.

Chapter 4 Recruitment & Selection MPC • Page 6

 Internal sources of recruitment include (a) present employee; (b)
friends of employee; and (c) former employees.

Advantages of internal sources:

Promotion from within could make perfect sense due to the fact that the
potential candidate is already a member of the work team, and managers
already know their performance level as well as their good and bad qualities.
Above all, internal recruitment, it is vital for them to contemplate on some
constraints such as limiting the number of skilled workers to choose from, and
those not chosen becoming frustrated and undetermined that one that was
picked. Internal recruitment provides added motivation to employees to do a
good job. Internal applicants already know the organization and most probably
also the job vacancy. False expectations about the organization and the job are
eliminated. It is also generally cheaper and a faster means to fill vacancies.

Disadvantages of internal sources:

1. It may generate in-fighting among the rival candidates for promotion.
2. The opportunity for broadening the organization’s current ideas,
knowledge, and enthusiasm is not exercised. As a result, inbreeding
may begin to set in.
3. Internal recruitment may result to promoting persons who are not yet
ready.
4. An internal recruit will have to leave his position vacant. This creates
another recruitment concern for the organization.

1.5 PROCESS OF RECRUITMENT

Recruitment is a process consisting of the

following steps.
1. Preparation of the HR Plan. The HR
Plan is the basic requirements before actual recruitment begins. It
provides general guides on recruitment activities.

Chapter 4 Recruitment & Selection MPC • Page 7

 2. Keeping contact with recruitment sources inside and outside the
organization. Maintaining visibility in the labor management
provides some edge to the organization. This is true even if the
organization is not currently recruiting. In this manner, the various
sources can provide qualified applicants in a short notice when the
need arises.

3. Managers notifies HR department about the job opening that

needs to be filled. For recruitment to commence, the manager will
forward a request for new personnel to the HR department. This is
often made through the use of a form much like the one used in
requisitioning supplies.

4. The recruitment officer and the manager review the job

description and job specification of the job to be filled. It is,
therefore, important to make a review of those two types of
documents.

5. Internal sources checked. Checking the internal sources for recruits

who may be available through transfers, promotions, or job posting
for company.

6. External sources checked. When internal sources are not sufficient,

the external sources are contacted. All applicants are then screened.

7. Candidate are selected.

8. Evaluation of the effectiveness of the recruitment efforts. This is

made to determine if the recruitment activity meets the requirements
of the HR plan.

1.6 DEFINITION OF SELECTION

Employee selection refers to the particular HRM process of selecting the

right person for the right job based in certain specified criteria, such as
competencies, experience, and abilities.

Chapter 4 Recruitment & Selection MPC • Page 8

 That is to say, employee selection is ruling out unqualified job seekers
and choosing only those possessing the relevant qualification inventory. A
major explanation why a company should develop a well-organized selection
policy is to maximize hiring effectiveness.

A wrong hire may be unavoidable, but nevertheless, it could create

critical problems for organizations. It could cost companies a fortune because
of the need to seek for a replacement, not to mention the compensation you are
paying to somebody who may study of the suitability of the applicant to the job.
Selection refers to the process of choosing individual from a pool of
applicants who are most likely to achieve the goals of the jobs that may be
assigned to them.

1.7 SELECTION PROCESS

For most organizations, choosing someone for the
job is an ongoing task. Selection is rather extensive and
complicated because if comprises a set of steps prior to
making a final hiring decision

STEP 1: COMPLETION OF APPLICATION

The application form plays a primary role in in the

hiring decisions because it introduces a jobseeker to the
company awhile giving the employer preliminary facts about the job applicant.
When writing the application form, include the information that are job-related
such as work history, academic background, and other specifications. These
information are the bases for asking questions during the job interview. Take
note that falsifying information and data in the application form could put the
applicant in hot water.

Chapter 4 Recruitment & Selection MPC • Page 9

Example:
Indicating in your curriculum vitae that you earned a master’s degree in
business administration from a university, but you never enrolled in that
university and have not taken any academic units in business administration.
People, even those in high positions, frequently exaggerated their qualifications
on resumes and omit unflattering information.

The following are some suggestions for putting together an application

form:
1. Application date – putting a date in an application form is a must. This
allows employers to mark when the form was accomplished and gives
them a clue when to put the form on file.
2. Educational background – the form should show blank spaces for
academic records but not the inclusive dates of attendance since that
can be connected with age.
3. Experience – virtually any questions that focuses on work-related
experiences are allowed.
4. Arrests and criminal history – queries regarding arrests alone are
unacceptable. But questions about conviction and guilty pleadings are
allowed. However, the applications must state that answering “yes” will
not necessarily disqualified the candidate. Whether it will or not depends
upon whether the conviction is job-related.

Example: someone convicted for illegal drug use could potentially be

disqualified for a job working in pharmaceutical manufacturing plant.

5. National origin – questions about national origins are not permitted.

However, it is permissible to inquire whether the individual is
legitimately prohibited from being employed in a particular country. They
must also provide supporting documents proving such.

6. References – when stating names of references, it is advisable to inform

them in advance as a matter of ethics and respect.

Chapter 4 Recruitment & Selection MPC • Page 10

 7. Disabilities – this is likely to be a tricky area. Employers are not allowed
to ask applicants questions designed to elicit information about the type,
or seriousness of the disability. Questions about the ability of an
individual to perform works roles, however, are acceptable. Employers
can ask whether an applicant needs reasonable accommodation, that is,
if the incapacity is observable and if the aspirant voluntarily revealed the
handicap.

STEP 2: INTITIAL INTERVIEW IN THE HR

The first interview is preliminary and its purpose

is to eliminate applicants who are clearly
unqualified on the basis of their apparent characteristics such as age, height,
physical condition, year of experience, educational attainment, etc.

STEP 3: PRE-EMPLOYMENT TESTING

This will enable an objective evaluation of applicants. Pre-employment

tests are necessary to predict the quality of the job candidate under certain
circumstances. The number and the kinds of employment tests are suitable for
measuring the aptitude and abilities required by the various jobs in the firm.

STEP 4: REFERENCE/BACKGROUND CHECK

Organizations check the references of
employees in a number of ways. The most
common way is making a phone call. Employers find
this method very practical and easy to do. It
helps them identify unqualified applicants in a quick manner. But other
alternatives such as taxes, mail, and email are also used as long as they
pertain to the job for which one is being hired. Background checking is going
beyond reference checks. It is a process whereby employers check the
authenticity and accuracy of the information provided by the applicant in his
or her resume, or during an interview. Some commonly used background
checks include: visiting the academic institution from which the applicant
claimed he or she graduated, verifying past employment that includes length of

Chapter 4 Recruitment & Selection MPC • Page 11

service and work performance, or doing an online search to establish the truth
about his or her credentials and job experiences. If it is later proven that an
employee lied about his or her credentials and job experiences. If it is later
proven that an employee lied about his or her credentials or falsified other
personal information, the employer may eventually fire the employee.

STEP 5: SUPERVISOR/TEAM INTERVIEW

After preliminary screening has been

conducted, the job candidate is deemed to be
most qualified is endorsed to the unit or department that sent notice about the
vacancy, and ultimately undergo a final interview with the unit or department
manager. A final decision is made and communicated to the Human Resource
Department.
STEP 6: MEDICAL EXAM/DRUG TEST

The pre-employment medical tests are

administered to ensure the company that the
potential hire is physically able, with an overall excellent health condition, and
fit to perform any designated task. In other words, employers want assurance
that the applicant does not have any serious medical condition that will put
him or her, and other employees at risk, this normally one of the final steps in
the selection process and done prior to a job offer.

STEP 7: HIRING DECISION

Once all the above steps have been executed,
it’s time to make the final hiring decision. Even
though the candidate seems to meet the hiring
requirements, the hiring team should understand
that the decision should be based on the selection
criteria and not who has emerged as a frontrunner
because of the certain positive trait; otherwise, this could cause problems later
on. Thus, to ensure your final decision is truly objective, double check your
selection and hiring standards to make sure that the job fits the person.

Chapter 4 Recruitment & Selection MPC • Page 12

 STEP 8: JOB OFFER

Now that a final decision has been made and

the right match found, it is time to make a job offer.
Although verbal job offers are acceptable, it is
smarter to have a written one on hand complete with the provisions of the job
such as working conditions, compensation package, relationships, and even
culture. Have it signed by the candidate and a deal is closed.

1.8 TYPES OF EMPLOYMENT TEST

Pre-employment tests are means of measuring and screening the most
qualified applicants for the job in terms of attitude, behavior, personality, etc.
companies may administer some or all of the following pre-employment tests:

 APTITUDE TEST – are used to measure an applicant capacity or potential

to learn and perform a job.

Aptitude test may be classified as:

a. Verbal Ability Test – this is used to use words in thinking, planning,

and communicating.

Sample Question:

If the first two statements are true, is the third statement true?
Mr. Brown's rabbits are grey.
All grey creatures are kind.

Mr. Brown's rabbits are unkind.                                                           

Answer & Explanation:

The final statement is not true.
Because Mr. Brown's rabbits are grey and all grey creatures are kind, we can
deduce that Mr. Brown's rabbits are definitely kind.
Therefore, the final statement is not true.

Chapter 4 Recruitment & Selection MPC • Page 13

 b. Numerical Ability Test – this is used in measuring ability to perform
the fundamental mathematical operations, i.e., addition, subtraction,
multiplication, and division.

Sample Question:

Read the graph. Then answer the question:

Between which two months was there the smallest proportional increase or
decrease in the mileage of Surveyor 1 in comparison to the previous month?
A) Months 1 and 2
B) Months 2 and 3
C) Months 3 and 4
D) Months 4 and 5
E) Cannot say

Answer & Explanation

The correct answer is (D).

In order to determine the rate of increase or decrease between two months, use this
formula:
|Mileage in current month – Mileage in previous month| / Mileage in previous
month

Between months 1 and 2: |3,256 ― 2,675| / 2,675 = 0.217 = 21.7%

Between months 2 and 3: |1,890 ― 3,256| / 3,256 = 0.419 = 41.9%
Between months 3 and 4: |3,892 ― 1,890| / 1,890 = 1.059 = 105.9%
Between months 4 and 5: |3,401 ― 3,892| / 3,892 = 0.126 = 12.6%
The answer is Months 4 and 5.

Chapter 4 Recruitment & Selection MPC • Page 14

 c. Perpetual speed test – this test is used to measure ability to
visualize objects and determine their relationship.

Sample
Question:

d. Spatial Test – this one is used to measure ability to visualize objects

and determine their relationship. Spatial reasoning is a category of
reasoning skills that refers to the capacity to think about objects in
three dimensions and to draw conclusions about those objects from
limited information.

Sample Question:
Which cube cannot be made based on the unfolded cube?

     

e. Reasoning Test – this is a test used to measure ability to analyze and

make correct judgement based on logic.

Sample Question:

Look at the two

sets of shapes.
Then determine
whether a test
shape belongs in
Set A, Set B or
neither.

The following test

shape belongs to:

A) Set A
B) Set B
C) Neither

Chapter 4 Recruitment & Selection MPC • Page 15

 Answer & Explanation:
The correct answer is (A).
Set A: If the arrow points upwards, it crosses only the square. If it points to
any other direction it crosses both the square and the triangle.
Set B: One type of shape (triangle, arrow, etc.) appears 3 times.
The test shape belongs to set A, since the arrow points upwards and crosses
the square.

 PSYCHOMOTOR TESTS – these tests are very useful when hiring people to
fill job in workplaces like factories, construction sites, etc. These tests are
used to measure an applicant’s strength, finger dexterity, wrist-finger speed,
and speed of arm movement.
Sample Question:

 JOB KNOWLEDGE TEST – These are used to measure the knowledge of the
applicant regarding the job. Job knowledge tests measure a candidate’s
technical or theoretical expertise in a particular field.

Example: An accountant may be asked about basic accounting principles.

These kinds of tests are most useful for jobs that require specialized
knowledge or high levels of expertise.

 PROFICIENCY TEST – These are used to measure the knowledge pf the

applicant regarding the job. The purpose of proficiency test is to find out
whether you have already got the knowledge and skills hat are taught in a
particular course.

Chapter 4 Recruitment & Selection MPC • Page 16

 Sample Question:

Chapter 4 Recruitment & Selection MPC • Page 17

 POLYGRAPH TESTS – is a type of instrument specifically used to
interrogate and investigate an applicant about certain events and determine
whether if the individual is telling the truth or tying when responding to
questions. Polygraph test is sometimes called a truth verification exam and
questions normally focus on use of drugs, theft or other crimes. The
moment the polygraph machine detects like unusual heart and pulse rates,
severe perspiration or remarkable hand and
body movements, the machine will indicate that
the person is lying. There is so much bias with it
because most people react indifferently to
situations, hence a polygraph test may not be
ideal in detecting lies.

 HONEST AND INTEGRITY TESTS – this type of

pre-employment test is meant to identify and
measure an applicant’s honesty, dependability,
and even work ethic. Typical questions cover
views regarding the frequency of bad behavior and attitude toward work.
Honesty and integrity tests are usually administered to applicants whose
job includes handling money, or those the banking industry or sales and
marketing.

 GRAPHOLOGY – refers to the analysis of the

handwriting of a person and is now also used to
interpret a person’s character, personality, and
emotional and intellectual capacity. A
graphology expert obtains a handwriting sample
and assesses certain features such as slopes,
size and how the letters are positioned. From the
result of the assessment, the graphologist can perform a conclusion about a
person’s overall personality.

 PHYSICAL APTNESS – besides knowing a person’s personality traits,

managers also demand the assessment of an individual’s physical strength.
Practices from the past note that employers put

Chapter 4 Recruitment & Selection MPC • Page 18

 more emphasis on stamina, vigor, height, and weight as essential job
requirements. This is disadvantage for women and disabled persons, leading
to lawsuits. After a Dial Corp. plant in Ford Madison, lowa, began using a
strength test in 2000, the company found itself subject to lawsuit.

 MEDICAL – the Philippines law explicitly states that all pre-employment

examination should be rightfully relevant to the needs of the job. The
medical test should only be performed after the job offer has been made. In
addition, the examinations must be required for all candidates offered the
job.

 DRUG TEST – Drug test are randomly

administered who belong to specific occupations
like transportation, military defense, and in the
aviation industry. Urine, saliva, and sweat testing
are commonly used to detect signs of drug use.
Hair drug test for instance, can detect drug use. A saliva drug test is
effective when administered to employees reporting back to work after
testing positive.

 COVID – 19 TESTING – also known as

swab test or a RT - PCR (polymerase chain
reaction) test, a nasal swab, is a test that
checks for viruses and bacteria that cause
respiratory infections. This test will get
results whether a person is positive or not
to SARS Co-2. After having to adjust to the pandemic situation started year
2020, there are specific industries that are mandated to test employees for
COVID-19, those are employees is hospital and tourism sectors, frontlines
and economic priority workers with high interaction with exposure to the
public and live or work in special concern areas, once every quarter.
However, employers are only required to get a body temperature check and
accomplish health declaration forms once they enter in the workplace.

Chapter 4 Recruitment & Selection MPC • Page 19

 PERSONALITY AND INTEREST
INVENTORIES – the aim of this pre-
employment test is to gauge the person’s
overall personality and behavioral traits.

4.9 THE JOB INTERVIEW

Job interview is a formal conversation between a job applicant and the
employer’s representative. It could be done either on a one-on-one style or with
a panel of interviewers. The primary aim is to assess whether the applicant
should be hired or not.
Interviewing is one of the most widely used tools for selecting would-be
employees. It is, in fact, a very necessary undertaking of the hiring team. It
gives the employer a first-hand opportunity to find out about a job candidate’s
work history, academic qualification, growth and advancement experiences,
and other personal attributes that are seldom revealed in the resume or
curriculum vitae.
The interview also gives would-be employee the chance to ask about the
company’s processes and expectation. While there may be some doubts about
its credibility, the interview will remain a part of the selection process.
The following are the characteristics, advantages, and disadvantages of
various types of employment interviews:
1. The Unstructured Interview. This is a form of interview in which
questions are not ascertained ahead of time. It has a tendency to be a
bit unrestrained and free investigative in nature because it allows for
more questions to evolve during the interview, which normally
dependent on the answers of the interviewees. The interviewer asks
open-ended questions, like “why should we hire you” and “why do you
want to work with us”, permitting the applicant to answer the
questions without restraint.
2. The Structures Interview. This is when all questions are prepared
beforehand. Structured interviews have uniformity, which means each
person being interviewed is asked the same set of questions in
precisely the same order and in precisely the same way.

Chapter 4 Recruitment & Selection MPC • Page 20

 Within the general category of structured interviews is the situation
interview, wherein the job seeker is asked to respond to a specific
situation he or she may face on the job. This type of question is
designed to draw out more of the analytical and problems solving
skills of the applicant.

3. The Panel Interview. This type of interview involves a group of

interviewers who alternately pose questions to a certain job applicant.
Typically, there are three to five interviewers during the panel
interview.
4. The Computer and Virtual Interviews. Virtual interviews, also
known as digital or video interview allows people to conduct an
interview in an automated manner assessing the potential of the
candidate.

COMMON JOB INTERVIEW QUESTIONS:

How would you describe yourself?
This is the most likely the lead off questions in any interview session.
This questions gives the job interviewer first-hand knowledge about you
and your personal attributes. Start by showcasing yourself, your
educational background, and other job-related personal information;
most of all say why you think you are the perfect “match” the company
needs.
In other words, create an enticing first impression without appearing to
be boastful. Do not make the mistake of undervaluing yourself because it
could be a fatal error.

What made you want to work with us?

When you answer, remember to just stick to what is true. Make it a
point to always put a genuine feeling on your responses. It is better to
give the interviewer the perception that you are very determined to
embrace opportunities rather than giving him the idea that you are
trying to get out of a bad workplace condition. Remember, never
badmouth your previous or current organization, supervisor, or
colleague.

If we hire you, how could you help in the achievement of the

company’s goals?

Chapter 4 Recruitment & Selection MPC • Page 21

 The interviewer will ask you about your qualities and traits that will
quality you for the job. Be ready to explain why you are the applicant
the company wanted to hire without sounding pretentious.

What are your reasons for leaving your previous job?

This is a very candid interview question. Clearly, the interviewer wants
to know why you left your previous job or your current position. The
only way to respond whether you are a loyal, reliable, and sensible
person.

What are your goals for the future? / What is your personal vision
in life?
This question is intended to find out if you will stay with the company
or resign as soon as you find a better opportunity. Your job is to assure
the interviewer of your commitment and that your goals is to grow with
the company.

ADDITIONAL POINTERS:
Prior to the interview session, find time to study about the company and
the position you are applying for. The more information you have, the better
than to come you will be in answering the interview questions. There is nothing
better than to come prepared with a ready answer. above all, never allow your
nerves to win over you on interview day.
Make sure too that your attire has just as much impact on your success.
Keep in mind that an interviewer’s first impression is often a lasting one. So,
the manner in which you carry and package yourself during a job interview is
always important. Take note that whether you are a male or female, never ever
wear blue jeans, as well as very loud and bright clothing. They are great turn-
offs. Instead, always wear dress in way that is suitable to the position you are
applying for.
Doing well at a job interview means coming prepared. Here are some
interview Dos and DONTs to guide you in your job hunt and to maximize your
chances of getting hired:

JOB INTERVIEW Do’s

Chapter 4 Recruitment & Selection MPC • Page 22

 1. Dress to advantage. Wear an outfit that is most proper to the job or
position you are interviewing for, otherwise, it could be a disqualifying
mark.

2. Be on time. Being early is a sign that you are determined to the job or
position you are come on time, it will suggest to the prospective
employer that your intention is not genuine.

3. As you are meeting with the interviewer, express your greetings with a
pleasant smile and a firm and full handshake. A strong handshake is
an indication of confidence and gratitude.

4. Bring a copy of all pertinent papers including an extra copy of your

resume. You’ll never know, the interviewer might ask for it.

5. During the interview, pay full attention to the questions and always
be ready to provide sensible and polite answers.

6. Be certain that you completely understand the question and be sure

to clarify points that you feel unsure about.

7. Maintain eye contact. Throughout the interview, look at the

interviewer straight in the eye. Bowing your head indicates that you
lack self-confidence you lack self-confidence.

8. Emphasize your accomplishments (without being too conceited).

Doing this will prove that you will be a valuable resource to the
company.

9. When answering to questions, support your description about

yourself with a detailed example, if the situation asks for it.

10. Be in-dept with our answer and precise with your statements.

11. Ask questions about the job. Doing this will give the company a
chance to figure out whether you are truly eager to join them. You will
also able to prove your speaking skills.

Chapter 4 Recruitment & Selection MPC • Page 23

 12. Convey a sincere thank you message to the interviewer to express
your gratefulness for the time he/ she took to meet you.

JOB INTERVIEW DON’Ts

1. Don’t arrive late. You need some time to fix yourself or go to the
powder room.
2. Don’t much something chewy while having an interview.
3. Don’t drink alcohol and smoke a cigarette prior to the interview.
4. Don’t respond to mobile calls and messages. It is common sense to
turn off cell phones once you are facing the interviewer.
5. Don’t mention anything negative about your former boss or
colleagues.
6. Don’t manifest restless movements because you are inviting negative
energy which accomplishments just to get hired.
7. Don’t lie. Lying is a big NO. avoid your temptation to falsify your skills
and accomplishment just to get hired.
8. Don’t make long “pause” while thinking abut the answer. avoid using
slang terms such as “ahh” or “uhm”. This can mean you do not know
and what to say.
9. Don’t inquire about compensation and other company perks until you
get a job immaturity.
10. Don’t respond with the plain “yes” or “no”. sell your talents and
your skills. Nobody will do it for you. Give detailed descriptions.

Chapter 4 Recruitment & Selection MPC • Page 24