Pamantasan Ng Lungsod Ng Muntinlupa factories.

Hired thousands of workers, who

University Road, Población, Muntinlupa City, Philippines worked up to 16 hours a day.
Soon, business realized that satisfied
COLLEGE OF BUSINESS ADMINISTRATION
employees are more effective and can
Course Code: HRDM3 produce more that depressed employees.
Course Title: Recruitment and Selection
Course Units: 3 Government started to intervene to introduce
some basic human rights and the work safety
Part I legislation.
 Evolution of Human Resource During the 1930s and the 1940s – began to
Management be called personnel departments (the word
 Human Resource Management personnel is from an old French word that
 Human Resource Development word that means “person”). Responsible of
 Importance of Human Resource in hiring new workers and administering basic
the Organization HR activities (appropriate pay and benefits).
 Management in the Organization Also gave rise to a new type of management
 Main Trends in the HR Profession function – Personnel management.
 Human Resource Planning Responsible for the implementation of
The Major Purposes of Manpower different social and workplace safety
Management programs. Focused on the productivity of
employees.
Major Purposes of Manpower Management
Human resource management emerged in
ACQUISITION DEVELOPMENT MAINTENANCE UTILIZATION the late 70s of the 20th century. Technology
Job Analysis
and the globalization have changed the rules
Training and Human
Recruitment
Selection
Development,
Performance
Wage and Salary
Administration, Resources
Planning and
of the game. The structure of the workplace
Placement Benefits and
Appraisal,
Coping with
Services,
Labor
Career
Development changed, and the leadership development
Changing
Technology
Management
Relations, begin to be popular. Workforce is becoming
Collective
Bargaining,
Discipline
diverse, corporate culture cannot be country
Complaints and
Grievances specific. This is a big challenge for Human
Resources which is global today.
OBJECTIVE OBJECTIVE OBJECTIVE OBJECTIVE

Today, most employee handbooks and

To get the right
person for the
To get the most
from the
To retain the best
To instill loyalty
among the
declarations of philosophy of companies
workplace
right job employee employees
especially state that “human resources are
OVERALL OBJECTIVE
the greatest asset of the company”.

INCREASING PRODUCTIVITY
Human capital in reference to workers now
takes the place of human resources. Human
EVOLUTION OF HUMAN RESOURCE capital refers to the attributes gained by a
MANAGEMENT worker through education and experience.
18TH Century – Human resources starts to be These can help the worker develop
interesting with the evolution of the large competencies, knowledge, and personality

1
PREPARED BY: RDE
attributes that in turn could help him/her Aim of HRM - build, maintain and improve
perform and produce economic value for the relationship between an organization and
his/her employer. its employees to retain and foster their
talent. Another objective of HRM is to help
WHAT ARE HUMAN RESOURCES,
build career paths for people and solve
HUMAN RESOURCE MANAGEMENT,
problems that arise within an organization,
AND HUMAN RESOURCE
from compliance to leadership.
DEVELOPMENT?
Human Resources Development –
Human Resources (HR) – term used to
combination of training and education, in a
describe the individual who make up the
broad context of adequate health and
workforce of an organization. Name of the
employment policies, that ensures the
function within an organization charged with
continual improvement and growth of both
the overall responsibility of implementing
the individual, the organization, and the
strategies and policies relating to the
national resourcefulness. Structure that
management of the individuals.
allows for individual development,
Function: to implement and organization’s potentially satisfying the organizations or
human resource requirements effectively, the nation’s goals.
considering labor laws and regulations,
A successful human resources development
ethical business practices, and net cost, in a
program prepares the individual to undertake
manner that maximizes, as far as possible,
a higher level of work, “organized learning
employee motivation, commitment and
over a given period, to provide the
productivity.
possibility of performance change. Human
Human Resource Management – ensures resources development is the framework that
that companies have the necessary talent focuses on the organization’s competencies
required to operate effectively. Manages the at the first stage, training, and then
recruitment and selection of new employees developing the employee, through
as well as the training and development of education, to satisfy the organization’s long-
new and current employees. It establishes term needs and the individual’s career goals
and administers compensation plans and and employee value to their present and
employee benefit programs. future employers.

Central Functions of Human Resource IMPORTANCE OF HUMAN

Management: RESOURCE MANAGEMENT IN THE
ORGANIZATION
 Staffing, Training & Development,
Motivation, and Maintenance. 1. Recruitment and Training – HR
managers come up with plans and strategies
Staffing – refers to that function which for hiring the right kind of people. They
locates competent employees and getting design the criteria which is best suited for a
them to work for the organization. The specific job description. Other tasks related
major activities of staffing consist of (1) to recruitment include formulating the
strategic human resource planning, (2) obligations of an employee and the scope of
recruitment, and (3) selection. the tasks assigned to him or her.

2
PREPARED BY: RDE
2. Performance Appraisals – The team HR needs to provide a high return on the
communicates with the staff individually business’s investment in its people. This
from time to time and provides all necessary makes it a highly complex function –
information regarding their performances because it deals with not just management
and defines their respective roles. It helps issues but human ones as well.
them execute the goals with best possible
HUMAN RESOURCE PLANNING
efforts. Performance appraisals, when taken
on regular basis, motivate the employees.  Both a process and a set of plans. It
is how organizations assess the
3. Maintaining Work Atmosphere – A
future supply and demand for human
good working condition is one of the
resources.
benefits that the employees can expect from
 Process by which a company ensures
an efficient human resource team. A safe,
that it has the right number and kind
clean and healthy environment can bring out
of people, in the right places at the
the best in an employee. A friendly
right time, doing the things for which
atmosphere gives the staff members job
they are economically most useful. It
satisfaction as well.
is a method for determining future
4. Managing Disputes – Conflicts are HR requirements and developing
almost inevitable. In such a scenario, it is the action plans to meet them.
human resource department which acts as a
Why conduct HR planning?
consultant and mediator to sort out those
issues in an effective manner.  HR planning helps in scheduling
recruitment and selecting effectively
5. Developing Public Relations –
by providing information that
responsible in establishing good public
determine how many people are
relations lies with the HRM to a great extent.
needed and the kinds of people
They organize business meetings, seminars,
needed for job openings.
and various official gatherings on behalf of
 A systematic planning of HR, a
the company in order to build up
company can be better assisted in
relationships with other business sectors.
attaining its goals and objectives. It
MAIN TRENDS IN THE HR can also be an effective means of
PROFESSION planning the development and
growth of its employees.
The role of HR in an organization is to serve
as the systemizing, policing arm of Human Resource Planning Process
executive management.
Six Distinct Phrases and Stages
HR promote the overall success of the
1. Situation Analysis and Environmental
organization, the organizational mission,
Scanning/Analysis of the Current
vision, values, goals and action plans.
Situation/Forecasting Supply of
HR ensures that the business gets the most Manpower.
out of its employees.
 The strategic plan must adapt to
environmental circumstances, and

3
PREPARED BY: RDE
 HRM is one of the primary Useful tools in analyzing current HR
mechanisms that an organization can situation in the company include:
use during HRM is one of the
 HR inventory – stock taking of
primary mechanisms that and
firm’s employees; head count of
organization can use during
employees.
adaptation process.
 Skills inventory – analyzing the
 Internally, businesses are impacted
individual skills and abilities of all
by turnover and retirements.
kinds of employees at all levels. A
Externally, they are impacted by
skills inventory in its simplest form
changes in technology, changes in
is a list of names, characteristics, and
the economy, and changes in the
skills of the people working for the
industry and consumer demand that
organizations.
may require skills that do not
 Human Resource Audit – seeks to
currently exist within the company.
answer the question “what has been
2. Forecasting Demand for Employees and is happening to our HR?”
 This is estimating not only how 4. Forecasting HR Supply
many but also what kind of
 The total stock of HR at any given
employees will be needed. This
time is the population count. Past
involves making a projection in
trends, patterns, and expected
terms of the number of employees
development give us a picture of
the form should have to make
future manpower supply. An
productive and competitive as well
important element in the forecasting
as determining their specific
of labor supply concerns how many
qualifications. It is necessary to have
will leave. The length of service is an
an indication of future development
important indicator of leaving.
to plan out necessary steps.
Availability of training resources will
 Each industry is different, and each
also affect the future supply of labor
is impacted by different factors.
as well as union attitudes and
Staying on top of industry,
payment policies.
regulatory, governmental, and
economic changes can help 5. Reconciling HR Requirements and
businesses improve their success at Supply Forecasts.
forecasting demand for employees
and building human resource plan.  Both HR requirements and supply
forecasts may reveal gaps which
3. Analyzing the Current Supply of exist between employment and labor
Employees/Inventory of Manpower force; between occupations
employed and occupations not
 This is to determine how many and
employed; between employees
what kind of employees the company
educated and/or trained and those not
currently have in terms of skills and
educated and/or trained.
training necessary for the future.

4
PREPARED BY: RDE
  The main processes include: (a) results in a smaller workforce.
assessment of performance of Therefore, when an
present workforce; (b) Identification organization’s strategic plan calls
of possible discrepancies and for restructuring, the HRM
imbalances compared with response is usually one of
production targets; and (c) downsizing. Downsizing usually
Identification of possible causes for means layoffs. Because of the
such imbalances and deviations. negative outcomes that are often
associated with layoffs,
6. Action Plan Development
employers are encouraged to
 After analyzing both the supply and seek alternatives such as the
demand for future workers, these two following: Attrition, Early
forecasts are compared to determine retirement, Demotion, Freeze
what, if any, action should be taken. hiring, Termination, Restricted
Whenever there is a discrepancy overtime.
between these two estimates, the
Note: This is the case when the company is
organization needs to choose a
experiencing cutbacks.
course of action to eliminate the gap.
Alignment of Business Planning and HR
a. Action decisions with a shortage Planning
of employees/planning for growth or
 HR Planning should not occur in
expansion
isolation. The size of an
 Recruitment – when HR plans
organization’s workforce,
indicate an undersupply of
including its occupational mix,
employees, firms can recruit
should be based upon business
personnel to staff jobs with
plans.
anticipated vacancies.
 Training and promotion – instead of
hiring new workers to meet
increasing demands, an organization
may decide to improve the
productivity of the existing
workforce through additional
training.
 Other options would be the use of
overtime, additional shifts, job re-
assignments, outsourcing, or hiring  HR planning involves every
temporary workers. phase of the company. It must
b. Action decisions in surplus translate company plans to HR
condition/planning for reductions requirements and evaluate the
current performance levels of
 The current trend toward individuals and predict their
organization restructuring usually potential. It provides career

5
PREPARED BY: RDE
 management or charting: and  Replacement chart – an HRM
provides systems, forms, guides, organizational chart indicating
and charts for matching job positions that may become
requirements with skills vacant soon and the individuals
available. It encompasses who may fill the vacancies.
everything that concerns people –
References:
its cost, morale, leadership,
productivity, forms of Saidali, M. & Saidali, J.F (2015).
compensation, and conservation Recruitment & Selection. Mindshapers Co.,
of the resource. It provides for Inc. ISBN 978-621-406-029-0
the total human input required by
the company and assures a Corpuz, C. (2017). Human Resources
planned returned for its cost. Management. Rex Bookstore Publishing
 Long-range Planning – this House-3rd Edition. ISBN 978-971-23-6262-
entails the mission and vision 0
statement as well as formulating Medina, R. (2013). Personnel & Human
strategies to achieve them. Resources Management. Rex Bookstore
 Mid-range Planning – The plans Publishing House. ISBN 978-971-23-4396-4
may be stated in terms of sales,
number of units produced, or Stredwick, J. (2014). Routledge Publishing
some other index of business House. An Introduction to Human Resources
activity. Achieving these goals Management-3rd Edition. ISBN 978-0-203-
and objectives requires the 75945-5
proper mix of people. This
includes projecting the number of
employees needed for each job
created to achieve identified
business goals.
 Short-range Planning – Budgets
and economic forecasts are
frequently developed without a
careful analysis of whether the
HR will be available to achieve
them. Supervisors and managers
should anticipate the number of
employees and the specific
training that would help
employees acquire the skills
needed to make them productive.
 Succession Planning – ensuring
that another individual is ready to
move into a position of higher
responsibility.

6
PREPARED BY: RDE
 Pamantasan Ng Lungsod Ng Muntinlupa Maintenance), within or across job
University Road, Población, Muntinlupa City, Philippines families.
 Job – group of positions that are
similar in their duties. In some
instances, only one position may be
involved, simply because no other
Course Code: HRDM3
similar position exists. For example,
Course Title: Recruitment and Selection
Course Units: 3 the position of the chief accountant
also constitutes a job since there is
Part II only one chief accountant in the
organization.
 Introduction to Recruitment  Occupation – group of jobs that are
 Job Requirements similar as to kind of work and are
 Task Statement & Worksheet for found throughout an industry. An
Task Statement occupation is a category of work
 Competency-based Job Analysis found in many firms.
 Methods used in Job Analysis  Position – a groupings of
 Procedures in Preparing Job Analysis tasks/dimensions that constitute the
 Writing Job Descriptions total work assignment of a single
 Pre-requisites to Effective employee; there are so many
Recruitment positions as there are employees.
 Factors affecting Recruitment  Task dimension – a groupings of
 Recruitment Planning similar types of tasks, sometimes a
 Recruitment Sources called “duty,” “area of
responsibility,” or “key results area”.
Introduction to Recruitment  Tasks – coordinated and aggregated
 Jobs are the building blocks of an series of work elements used to
organizations. produce an output.
 They are explicitly designed and  Element – the smallest unit into
aligned in ways the production of the which work can be divided without
organization’s goods and services. analyzing separate motions,
movements, and mental processes.
Definition of Different Job Terms  Job analysis – the procedure used
Terms & Definitions for determining/collecting
information relating to the operations
 Job family – a groupings of jobs, and responsibility of a specific job.
usually according to function (e.g. The end results are job description
production, finance, human and job specifications.
resources, marketing, etc.)  Job description – organized, factual
 Job category – a groupings of job to statements of the duties and
generic job title or occupation (e.g. responsibilities of specific job. It
managerial, sales, clerical. tells what is to be done, how it is
done, and why. It is a list of job

7
PREPARED BY: RDE
 duties, responsibilities, reporting Job Requirements Approach to Job
relationships, working conditions, Analysis
and supervisory responsibilities.
 Job specifications – a written
explanation of minimum acceptable
human qualities necessary for
effective performance, which are
requisite education, skills,
personality, and so on.
 Job classification – groupings of jobs
on some specified basis such as kind
of work or pay. It can refer to a
grouping by any selected  Job analysis begins by identifying
characteristic but preferably used the specific tasks and the job context
most often in connection with pay or for a particular job. After these have
job evaluation. been identified, the KSAOs
 Job evaluation – systematic and necessary for performing these tasks
orderly process of determining the within the work context are inferred.
worth of a job in relation to other  For example, after identifying for a
jobs. The objective is to determine sales manager’s job analysis would
the correct rate of pay, proceed by inferring what specific
Job Requirements KSAOs are necessary for
performance of this task. The task
 All jobs may be analyzed and might require knowledge of intended
described in terms of specific job customers, arithmetic skills, creative
requirements (tasks, KSAOs ability, and willingness and
(knowledges, skills, ability and other availability to travel frequently to
characteristics), job context) and various organizational units. No
competency requirements (general particular job context factors, such as
and job spanning KSAOs). physical demands, maybe relevant to
 Job analysis – is the general process performance of this task or to its
of studying and describing these required KSAOs requirements are
requirements. Separate approaches placed into a job specification. In
are needed for job requirements and practice these are often contained
competency requirements. within a single document.
Task Statement
 Task statements should focus on
primary, current, normal, daily
duties and responsibilities of the
position (not incidental duties, an
employee’s qualifications or
performance, or temporary

8
PREPARED BY: RDE
 assignments). Related or similar Worksheet for Task Statements
duties should be combined and
written as one statement.
 Should be a discreet, identifiable
aspect of the work assignment,
described in one to three
Job Analysis answers the following
sentences, and should be
important questions:
outcome-based, allowing for
alternate means of performing 1. What tools, materials, and equipment are
duty, changes in technology, used to perform the tasks in the job?
preferences of employees and
2. What methods or processes are used to
supervisors, and accommodations
perform the tasks in the job?
of workers with disabilities,
without altering the nature of, 3. What are the specific duties for the
and/or the duty itself. position? This puts the position in context
 Task statements typically contain and spells out broad responsibilities.
three parts: the verb; the object;
and a purpose. 4. What are the critical tasks and key result
areas of the position? The question helps to
Examples of these parts of duty isolate the most critical activities that
statements are shown below: position holder is expected to perform.
VERB OBJECT PURPOSE 5. What are the discrete outcomes of the job
Collects Financial To evaluate for which the person appointed will be held
Data budget accountable and evaluated on?
requests
Conduct Analytical To support 6. What behaviors, skills, knowledge, and
Studies financial experience are the most important to the
planning program in achieving the key results and
Compiles Enrollment For outcomes? This question focuses on the
data distribution to specific personal qualities that are necessary
administrators to best meet the job requirements.
Cleans Computer In
equipment conformance Competency based Job-Analysis
with
 Describing a job in terms of the
established
measurable and observable
schedules
Drives Pickup truck Carrying behavioral competencies an
motor fuels to employee must exhibit to do a job
job sites well. Writing a job based on
Overhauls Equipment Daily or as competencies not on duties.
and needed Emphasizes that an employee can do
repairs rather his/her duties.
Methods used in Job Analysis

9
PREPARED BY: RDE
1. Interview – job analysis information can
be obtained by interviewing the job
incumbent or by group interviews with
group of employees doing the same job or
by interviewing the supervisor who is
knowledgeable about the job. Interview
information is particularly valuable for
professional and technical jobs that mainly Step 1- Provide a broad view of how each
involve thinking and problem solving. job fits into the total fabric of the
organization. This is to determine how the
2. Observation – Direct observation is
data will be used in HRM planning. HR
especially useful when jobs consist mainly
managers should decide what data needs to
of observable physical activity. Jobs like
be collected, the best method of collection,
those of a janitor, production workers, and
and the uses of the information in a
drivers are examples of these. On the other
comprehensive HRM strategy.
hand, observation is usually not appropriate
when the job entails significant amount of Step 2 – identify the use to which the
mental activity, such as the work of the information will be put, since this will
lawyer, financial analyst, and the like. determine the type of data to be collected
and how to collect data. This requires
3. Questionnaires – the use of questionnaires
studying the organization charts, job
is usually the least costly method for
descriptions, and work process charts.
collecting large amount of information in a
short period of time. Advantages of using Step 3 – Since it is usually too costly and
the questionnaire method include the time consuming to analyze every job, a
information gathered is quantitative in representative sample of jobs needs to be
nature and can be easily updated as the job selected. Review relevant background
changes. It usually includes questions asking information such as organization charts,
the worker to describe the kinds of process charts, and existing job descriptions.
experiences, qualifications, and attitudes Organization chart shows how the job in
needed to perform the job. It also includes a question related to other jobs and where it
detailed list of activities performed and the fits in the overall organization. It should
importance of each activity or the identify the title of each position and, by
percentage of time spent in performing it. means of interconnecting lines, show who
reports to whom in the hierarchy.
4. Employee recording/use of logbook – this
is recording by job incumbents of duties,  Process charts show the flow of
frequency of the duties, and when the duties inputs to and outputs from the job
are accomplished. This can produce a under study. Existing job description
complete picture of the job, especially when can provide a starting point for
supplemented with subsequent interviews building the revised job description.
with the worker and the supervisor.
Step 4 – this involves the actual analysis of
Procedures in Preparing Job Analysis job by collecting data on job activities,
required employee behavior, education,

10
PREPARED BY: RDE
training, experience requirements, working whom the job incumbent reports) and
hours, equipment used, required job duties, supervision exercised (who reports to the
process workflow, working conditions, and employee).
human traits and abilities needed to perform
Below is an example of a job description:
the job. This is done using acceptable job
analysis techniques. The information Job title: HR Manager
collected Step 4 is then used in Step 5 and Reports to: Vice President of HR
Step 6 to develop the job description and job Supervises: HR Assistant,
specifications. A job description and a job Compensation,
specification are usually two concrete Analyst, and
products of the job analysis. Benefits Clerk
Coordinates with: All department
Writing Job Descriptions managers and
executive
 The purpose of job description is to
management
establish the level of difficulty of a
Outside the Recruitment
specific position for the purpose of Company: Agencies, DOLE,
establishing pay levels. union representative
 The first and immediate product of  Responsibilities and duties should be
job analysis is the job description. presented in clear and precise
This is basically descriptive and statements and should include
constitutes a record of existing and essential functions and major tasks,
pertinent job facts. duties and responsibilities
 Suggested contents are given as performed. The function of each job
follows: should be identified and explained
1. Date written for the benefit of the jobholder.

2. Job Status – full-time/part-time including 6. Authority of incumbent – defines the limit

salary of the jobholder’s authority, including
his/her decision-making authority, direct
3. Job identification – The identification supervision of other personnel, and
section includes such information as job budgetary limitation.
title, department, division, plant, and code
number of the job. 7. Competency requirements – education
and experience including special skills
4. Job summary – A brief one or two- required to perform a given job.
sentence statement describing the purpose of
the job and what outputs are expected from 8. Working conditions – a list of the general
job incumbents. working conditions involved with the job,
location, and other relevant characteristics of
5. Working relationship, responsibilities, the immediate work environment such as
duties performed – Relationship statement hazards and noise levels.
shows the jobholder’s relationship with
others inside and outside the organization.
These include supervision received (to

11
PREPARED BY: RDE
Below is an example of a job specification: 8. Explain billing invoices and accounting
policies to staff, vendors, and clients
Position title: Chief Accountant
Division/Department: Accounting 9. Resolve accounting discrepancies
Department
Reports to: General Manager 10. Recommend, develop, and maintain
Coordinates with: All Department financial databases, computer software
Heads systems, and manual filing systems.
Supervisees: All Accounting 11. Supervise the input and handling of
Personnel
financial data and reports for the company’s
Example of Job Description and Job
automated financial systems
Specifications
12. Interact with internal and external
Summary of Duties
auditors in completing audits
Apply principles of accounting to analyze
13. Perform other duties as maybe assigned
financial information and prepare financial
by the general manager from time to time.
reports by compiling information, preparing
profit and loss statements, and utilizing Knowledge and Skill Requirements
appropriate accounting control procedures.
1. Knowledge of finance, accounting,
Primary Responsibilities budgeting, and cost control principles
including generally accepted accounting
1. Prepare profit and loss statements and
principles; knowledge of financial and
monthly closing and cost accounting reports.
accounting software applications; ability to
2. Compile and analyze financial analyze financial data and prepare financial
information to prepare entries to accounts, reports, statements, and projection. This is
such as general ledger accounts, and normally acquired through a combination of
document business transactions the completion of bachelor’s degree in
accounting, three to five years of accounting
3. Establish, maintain, and coordinate the experience, and successful completion of
implementation of accounting and CPA exams.
accounting control procedures
2. Work requires willingness to work a
4. Analyze and review budgets and flexible schedule.
expenditures
Working Conditions
5. Monitor and review accounting and
related system reports for accuracy and Working conditions are normal for an office
completeness environment. Work may require occasional
weekend and/or evening work.
6. Prepare and review budget, revenue,
expense, payroll entries, invoices, and other
accounting documents
7. Analyze revenue and expenditure trends,
recommend appropriate budget levels. And
ensure expenditure control.

12
PREPARED BY: RDE
Pre-requisites to Effective Recruitment 5. Internal sources are checked;
 The organization must have 6. External sources are contacted;
undertaken job analysis. Various job
7. Candidates are selected; and
descriptions and job specifications
must have been completed. 8. Evaluation of the effectiveness of the
 Organization must also have recruitment efforts.
identified “key result areas” (or
KRAs) for the various jobs. KRAs Recruitment Planning
are useful in setting objectives for  This plan is an effort to quickly fill
the recruit. the HR request with an individual
Factors affecting Recruitment who first satisfies the job
specifications.
 The extent and intensity of
recruitment efforts vary from 1. Formulating a recruiting strategy
organization to organization. These This is a choice between internal and
efforts will depend on various factors external recruiting strategy.
which are as follows:
Comparison of Promotion Within (internal
1. Size of the organization. hiring) versus External Hiring
2. Employment conditions in the community Promotion from Within
where the organization is located.
Advantages Disadvantages
3. The effectiveness of past recruitment Provides greater Promotes inbreeding
efforts. motivation for good (narrowing of
performance thinking and state
4. Working conditions, salary, and benefits ideas)
packages offered by the organization; and Provides greater Creates political in-
5. The growth of the organization. promotion fighting and
opportunities for pressures to compete
The Process of Recruitment present employees
Improves morale and Requires a strong
Recruitment is a process consisting of the
organizational management
following steps: loyalty development
1. Preparation of the HR plan. program
Enables employee to Creates a
2. Keeping contact with recruitment sources perform the new job homogenous
inside and outside of the organization. with little loss of workforce
time
3. Manager notifies HR department about a Familiar with the
job opening that needs to be filled. organization on how
4. The recruitment officer and the manager it operates
review the job description and job
specification of the job to be filled.

13
PREPARED BY: RDE
External Hiring This is the most often used recruiting tool in
small organization.
Advantages Disadvantages
Provides new ideas Loss of times due to C. External Sources
and new insights adjustment
Allows employee to Destroys incentive of  Job advertisement – placement of
make changes present employees to help-wanted advertisements in
without having to strive for promotions newspapers, trade, and professional
please constituent publications, or on radio and
groups television.
Does not change the No information is  Employment centers or agencies –
present available if the agencies that charge a fee for each
organizational applicant can blend applicant they place.
hierarchy with the rest of the  Campus recruitment – a primary
group source of entry – level job
candidates. This is usually
2. Searching for job applicants – The coordinated with the university or
applicant search may traditional recruiting college placement center.
methods or using e-recruitment.  Internships – for students with
practicum or on-the-job training, this
3. Screening Applicants – Applicants should can help them in honing their
be screened to eliminate individuals who are business skills, check out potential
obviously unqualified. employers, and learn more about
4. Maintaining an applicant pool – Applicant their likes and dislikes when it comes
pool consists of individuals who have to choosing careers.
expressed an interest in pursuing and who  Job fairs/special events recruiting –
might be feasible candidates for the position. joining or sponsoring employment
fairs.
Recruitment Sources  Online recruitment/e-recruitment
A. Internal Sources – the use of promotion Alternatives to Recruiting
from within taking into consideration the
advantages and disadvantages. Companies 1. Subcontracting/outsourcing –
used job posting and job bidding to inform subcontract work to another organization
employees of job vacancies. loses of its control over work that is
outsourced. The company takes full
 For companies using IT, they have a operational responsibility for performing
portal which are accessible to all that function rather than just supplying the
employees. The use portals may not personnel. This is now the trend for most
be applicable for small organizations, companies to avoid recruitment of additional
one must always take note that to fill employees.
an opening, it is better to look at the
current employees first. 2. Overtime – used to avoid the incremental
costs of recruiting and hiring additional
B. Referrals – present employees are asked employees for a short period of time.
to encourage friends and relatives to apply.

14
PREPARED BY: RDE
3. Temporary help – use of temporary help
services to fill the needs of companies on
temporary bases. When the company is
downsizing temporary employees create a
flexible staff that can be laid off easily
recalled when necessary.
4. Employee Leasing – like temporary help
agency but employees are not temporary.
Leasing companies issue the workers’
paychecks, take care of personnel matters,
ensure compliance with workplace
regulations, and provide the required
employee benefits.
References:
Saidali, M. & Saidali, J.F (2015).
Recruitment & Selection. Mindshapers Co.,
Inc. ISBN 978-621-406-029-0
Corpuz, C. (2017). Human Resources
Management. Rex Bookstore Publishing
House-3rd Edition. ISBN 978-971-23-6262-
0
Medina, R. (2013). Personnel & Human
Resources Management. Rex Bookstore
Publishing House. ISBN 978-971-23-4396-4

15
PREPARED BY: RDE
 Pamantasan Ng Lungsod Ng Muntinlupa  Once the new position description
University Road, Población, Muntinlupa City, Philippines and level are approved, a new
Position Requition will be filled out,
COLLEGE OF BUSINESS ADMINISTRATION and the necessary approvals
obtained.
Course Code: HRDM3
Course Title: Recruitment and Selection
Course Units: 3

Part III
The Recruitment Process
 Position Requisition Assessed by
Human Resources
 Closed and Open Internal
Recruitment System
 Advertising
Closed, Open, and Targeted Recruitment
Requisition
Closed Internal Recruitment System –
 The purpose of this form is to
employees are not made aware of job
establish a valid need for the new
vacancies. The only people made aware of
position, indicate that funding and
promotion of transfer opportunities are those
space are available, and provide a
who oversee placement in the HR
source document for posting the
department, line managers with vacancies,
position.
and contacted employees.
 A job description, detailing all
essential position functions, required
education and experience, should be Manager notifies human resources of vacancy.

attached. Human Resources should

Human resources searchers files for candidates
be available for assistance.
Position Requisition Assessed by Human List of candidates given by human resources to manager

Resources
Manager interviews candidates
 Upon approval by the Administrative
Manager, the Position Requisition Position filled by manager.
will be forwarded to Human
Resources to assess that special Open Internal Recruitment System –
duties described are consistent with employees are made aware of job vacancies.
the position description and grade; Usually this is accomplished by a job
the education and experience posting and bidding system.
specified are consistent with the
Targeted System of Internal Recruitment –
position description and level.
both open and closed steps are followed at

16
PREPARED BY: RDE
the same time. Jobs are posted, and the HR 1. A closes system is the least expensive in
department conducts a search outside the job terms of search costs. However, it may lead
posting system. Both systems are used to to high legal costs if minorities and women
cast as wide a net as possible. The large do not have equal access to jobs. An open
applicant pool is then narrowed down by system is more costly; a targeted system
KSAOs – seniority eligibility, costs the most.
demographics, and availability of
2. Many managers want a person to work
applicants.
immediately when they have a vacancy; a
 A targeted system has three closed system offers the quickest response.
advantages: a thorough search is
3. An open system is more likely than a
conducted, people have equal
closed system to identify more candidates,
opportunity to apply for postings,
and hidden talent is less likely to be
and hidden talent is motivated. The
overlooked.
major advantage with a targeted
system is that it entails a very time- 4. Some openings may require very narrow
consuming and costly process. and specialized KSAO set. A closed system
may be able to identify these people quickly.
Criteria for Choice of System
5. An open system may motivate migration
 In an ideal world, with unlimited
of labor from jobs that are critical and
resources, one would choose a
difficult to fill. If so, then employees may
targeted system of internal
create vacancies in critical areas, which in
recruitment. Resource constraints
turn may create new recruitment problems.
often make this choice impossible, so
organizations must choose between 6. A labor agreement or contract is legally
open and closed systems. binding agreement. Whatever system is
specified within must be followed.
Manager notifies human resources of vacancy.

7. An open system, where rules and

Human resources posts job opening regulations are known, enhances perception
of fairness.
Human resources receive bids from interested applicants.

8. Although the choice between open and

Human resources screens candidates
closed systems is important, with the advent
of staffing software, bridges between these
List of candidates given by human resources to managers
systems may be built so as to take advantage
Manager interviews candidates
of the best features of each.
References:
Manager fills position.
Saidali, M. & Saidali, J.F (2015). Recruitment & Selection.
Mindshapers Co., Inc. ISBN 978-621-406-029-0
There are several criteria that need to be
considered thoroughly before selecting an Medina, R. (2013). Personnel & Human Resources Management.
Rex Bookstore Publishing House. ISBN 978-971-23-4396-4
internal recruitment system.

17
PREPARED BY: RDE
 Pamantasan Ng Lungsod Ng Muntinlupa d. Using the measure to gauge the attribute.
University Road, Población, Muntinlupa City, Philippines
 Result of the measurement process
are expressed as number of Scores.
COLLEGE OF BUSINESS ADMINISTRATION
Importance and Use of Measures
Course Code: HRDM3
Course Title: Recruitment and Selection The major specific uses of measurement:
Course Units: 3 measurement jobs, measuring individuals,
measuring HR outcomes, monitoring and
Part IV
record keeping, and research and
Measurement evaluation.
 Measurement & Staffing Measuring Jobs - through job analysis, job
 Types of Staffing Measurement requirements become specified in terms of
 Measurement Procedure tasks and the KSAOs thought to be
necessary for the performance of those tasks.
Measurement and Staffing Throughout the job analysis process,
Measurement – the process of assigning measurement processes are used.
number to object to represent quantities of  Peron-job matching model – jobs are
an attribute of the object. said to have both requirements and
 In staffing, measurement is process reward associated with them.
used to gather and express  The person/job match seeks to align
information about persons and jobs characteristics of individuals and
in numerical form. A common jobs in ways that will result in
example in which management desired HR outcomes.
employs measurement to determine a Measuring Individuals – Often organization
test score of each of them. seeks to determine how well the person fits
Measurement Procedure and matches not only the join but also the
organization. Likewise, applicants often
 Measures are methods or techniques assess how well they think they might fit
for describing and assessing into the organization, in addition to how
attributes of objects that are of well they match the specific job’s
concern to us. requirements and rewards. For both the
 These assessments of attributes are organization and the applicant, therefore,
gathered through the measurement there may be a concern with a person-
process. That process consists of: organization match.
a. Choosing an attribute of concern; Measuring Outcomes – outcomes of the
b. Developing an operational definition of persons-job matching process include factor
the attribute; such as job performance and retention. To
determine and track, the levels being
c. Constructing a measure of the attribute (if attained on these outcomes, measures of
no suitable measure is available); and them must be developed and used. In

18
PREPARED BY: RDE
staffing, these outcome measures are Types of Staffing Measurement
referred to as criterion measures.
A brief description of some measurement
Monitoring and Record Keeping – integral classification are given below:
of any staffing system. Through these
A. Personality Tests
activates, the organization gathers and
records numerical information that may be 1. Minnesote Multiphasic Personality
used for numerous staffing related purposes. Inventory (MMPI) – test developers
These purposes include determining how Hathaway and McKinley used an empirical
well staffing activates conformed to staffing test construction technique to develop the
policies and procedures, numerical tracking MMPI.
how applicant pools are reduced as
applicants proceed through the staffing 2. Personal Characteristics Inventory (PCI) –
process and determining compliance with This assessment employers know how a
legal requirements. candidate’s personality will affect their job
satisfaction and performance.
Research and Evaluation – the maintenance
and availability of staffing data lead natural 3. NEO Personality Inventory – a
into more formal staffing research and psychological personality inventory, first
evaluation activities. Such activities are published in 1990 as a revised version of
primarily concerned with rigorously inventories dating to 1978. The NEO PI-R
determining the effectiveness of specific consists of 240 questions intended to
staffing activities as well as the overall measure the Big Five personality traits:
effectiveness of the staffing system. Extraversion, Agreeableness,
Conscientiousness, Neuroticism, and
Characteristics of Measurement Openness to Experience.
1. Standardization – is a mean of 4. Hogan Personality Inventory (HPI) –
controlling the influence of outside or describes normal, or bright-side personality
extraneous factors on scores generated by – qualities that describe how we related to
the measure and ensuring that, as much as others when we are at our best.
possible, the scores obtained reflect the
attribute measured. 5. Miner Sentence Completion Scale – a
widely used predictor of managerial
 3 basic properties: (1) The content is effectiveness – is investigated. The results
identical for all objects measured indicate that the MSCS has the predicted
(e.g., all job applicants take the same pattern of correlations with other measures
test). (2) The administration of the of personality, that the MSCS is positively
measure is identical for all objects related to various measures of managerial
(e.g., all job applicants have the same effectiveness, and that the MSVC is
time limit on the test). (3) The rules predictive of those who will opt for a career
for assigning numbers are clearly in management.
specified and agreed on in advance
(e.g., a scoring key for the test is 6. Thomas Profile Analysis - is a validated,
developed before it is administered). positive, non-critical behavior analysis tool
that emphasizes strengths and capabilities in

19
PREPARED BY: RDE
the work environment. In essence, the PPA management potential, leadership potential
helps you learn about the behaviors that etc.)
make you who you are. The PPA provides
C. Work Sample
data designed to assist employers in the
selection, appraisal, development or  A method of testing ability by giving
coaching and counselling of their the candidate a sample of typical
employees. work to do and evaluating their
performance.
B. Ability Tests
1. Job-Knowledge tests – focus on specific
 To assess potential candidates in
dimension or content to determine current
terms of their overall intellectual
knowledge, such as a test of knowledge
potential and build a profile of their
about the highway code.
individual strengths and weaknesses.
 There is a body if research to suggest 2. Hands-on Performance Tests – are used to
that cognitive ability testing is a test people for physical capabilities.
strong predictor of job performance
and that the validity of this predictor 3. Situational Judgments Tests – people are
of job performance and the validity asked how they would act in each situation.
of this predictor rises as the This may be done with a multiple choice to
complexity of the job rises. enable automated marking. It can be used in
many different jobs, for example leadership
Main types of ability test used in selection and teaching.
are:
References:
1. Tests of General or Global Ability (also
called “g,” intelligence, IQ) - measure a Saidali, M. & Saidali, J.F (2015).
person’s ability to problem solve, analyze, Recruitment & Selection. Mindshapers Co.,
understand, and adapt to new situations or Inc. ISBN 978-621-406-029-0
challenges.
2. Tests of Specific Cognitive abilities
(Abstract Reasoning, Verbal Reasoning,
Numerical Reasoning) – This attempt to
measure the depth and nature of strengths
and weaknesses in subject or job-related
areas. These involve high level cognitive
processing, complex problem solving,
analytical reasoning, verbal reasoning,
abstract reasoning, and information
checking.
3. Tests of Psychomotor abilities and
specific aptitudes (vision, hearing, motor
dexterity, artistic ability, mechanical ability,

20
PREPARED BY: RDE
 Selection Process
Pamantasan Ng Lungsod Ng Muntinlupa 1. Define the job before hiring an employee.
University Road, Población, Muntinlupa City, Philippines This is where job analysis will come in
handy. This will help you prepare the job
COLLEGE OF BUSINESS ADMINISTRATION description and job specifications which in
turn define the recruitment strategy.
Course Code: HRDM3
Course Title: Recruitment and Selection 2. Review application form and credentials
Course Units: 3
carefully. This provides basic employment
Part V information that can be used to screen out
unqualified applications. Screen all
The Selection Process applicants against a list of qualifications,
skills, experience, and characteristics
Why Selection Process is Important
required by the job. Take note of the
1. Performance always depends in part on following information during your review of
employees. Those who do not have the right applicant form:
skills will not perform effectively and the
 Employment gaps. These gaps
overall performance in turn will suffer. The
include dates of employment listed
time to screen out undesirable performance
only in years so that the actual day
is before they become part of the
and month of employment ending are
organization, not after.
masked.
2. It is costly to recruit and hire employees.  Spelling, grammar, and punctuations.
Attention to details such as
3. Company objectives are better achieved
appropriate grammar, spelling and
by workers who have been properly selected
punctuation do set a candidate above
based in their qualifications.
the pack. Failure to shine in these
4. An incompetent worker is a liability to the details on their resume and
company causing direct losses in terms of application should be noted by the
substandard performance and low employer.
productivity, and sometimes a potential  Evidence that a career has gone
source of problems to management, his/her backwards or plateaued. In a career
coworkers, and customers. that is progressing successfully, an
applicant’s resume should show
5. Applicants have varying degree of
evidence that job titles and job
intelligence, aptitudes, and abilities.
description have improved as the
6. Labor laws protect employees making it year progresses.
difficult to terminate or dismiss and  Failure to follow directions. Failure
incompetent employee. to follow directions is not just a
waste of time but it can be harmful
especially to job applicants because
the employer might think the
applicant does not have the ability to

21
PREPARED BY: RDE
 work in an organized and effective the departments who are involved in
manner. the interview should prepare in
 Failing to include a cover letter. advance for the interview by:
Submitting a high-quality cover o developing a list of core
letter with your resume can spell the questions which will be asked
difference. Failing to include one of all candidates interviewed.
would entail failing to demonstrate o reviewing the requirements
how would you stand out from the for the position and
rest of the applicants. comparing them with the
applications and resumes of
Resume - Reviewing a resume starts with a
candidates; and
job description or role so you know broadly
o taking note of areas in the
what the job entails. It should show details
person’s job history where
about the qualifications and experience of
clarification is needed.
the candidate you seek to fill the job.
 Interview Format The interview
Cover Letters - Job searching specialists should be the same for all candidates.
and career counsellors recommend that job o The same basic questions
applicants write a customized cover letter to relating to the job should be
accompany each resume sent to an asked.
employer. A cover letter saves you time, o Candidates should be allowed
connects the candidate’s relevant experience to see the workplace if that is
to the advertised job, and provides insights relevant.
into the candidate’s skills, characteristics, o The essential functions and
and experience. other requirements for the
position should be described
Employment Application - Employers use to each candidate; candidates
the employment application to gather should be asked if they can
consistent data about prospective employees. perform those functions.
While the format for resumes and cover o If possible, all candidates
letter changes from person to person, the should be interviewed by the
employment application collects consistent same people.
information in a uniform format from every
applicant. 4. Employment Testing. Employers often
use tests and other selection procedures to
3. Employment Interview. This provides the screen applicants for hiring and employees
hiring supervisor the opportunity to review for promotion. There are many different
candidates’ qualification and determine their types of tests and selection procedures,
suitability for the position. It also provides including cognitive tests, personality tests,
candidates with the chance to learn about the medical examinations, credit checks, and
position and its requirements and present criminal background checks.
information on their skills and experience.
 The use of tests and other selection
 Preparation for the Interview procedures are very effective means
Supervisors and other personnel in of determining which applicants or

22
PREPARED BY: RDE
 employees are most qualified for a of information previously provided by the
particular job. applicant to uncover damaging background
o Cognitive tests assess information such as criminal records and
reasoning, memory, violent behavior.
perceptual speed and
a. personal reference b. School records c.
accuracy, and skills in
Previous employment records
arithmetic and reading
comprehension, as well as 6. Final interview
knowledge of a particular
function or job. 7. Selection decision
o Physical ability tests/test of 8. Physical examination. It determines if the
motor and physical abilities applicant qualifies for the physical
measure the physical ability requirements of the position and to discover
to perform a particular task or any medical limitations that should be
the strength of specific considered in placing the applicant.
muscle groups, as well as
strength and stamina in References:
general. Corpuz, C. (2017). Human Resources
o Sample job tasks (e.g., Management. Rex Bookstore Publishing
performance tests, House-3rd Edition. ISBN 978-971-23-6262-
simulations, work samples, 0
and realistic job previews)
assess performance and
aptitude on tasks. ***END***
o Medical inquiries and
/RDE
physical examinations,
including psychological tests,
assess physical or mental
health.
o Personality test and integrity
tests assess the degree to
which a person has certain
traits or disposition (e.g.,
dependability,
cooperativeness, safety) or
aim to predict the likelihood
that a person will engage in
certain conduct (e.g., theft,
absenteeism).
o English proficiency tests
determine English fluency.
5. Background investigation/reference
checking. This is done to verify the accuracy

23
PREPARED BY: RDE