Organization and Management-ABM

What I Need to Know -Module 5

(Week 9 to Week 1O)
This module was written for you to accomplish at home. It was carefully
designed so that you can work at your own pace and allow self-discovery of
the concept through activities that you will perform. Activities were also selected to
allow independent learning which also aims to develop students’ reading
comprehension skills through understanding written texts.

The module 5- Staffing covers:

 Lesson 1 – Definition and Nature of Staffing
 Lesson 2 – Recruitment
 Lesson 3 – Selection
 Lesson 4 – Training and Development

After going through the module 5, you are expected to:

1. discuss the nature of staffing;
2. explain the steps in the recruitment and selection process; and

3. recognize the different training programs.

What I Know

Direction: Identify the following statement. Write TRUE if the statement is correct
and FALSE if it is wrong. Write your answers in your notebook.

__________1. Managers cannot consider human resources as their organization’s

most important resource
__________2. Awareness of the management potential within an organization can
be accomplished with the use of an inventory chart, also called management
succession/replacement chart.
__________3. Staffing is the Human Resource function of identifying, attracting,
hiring and retaining people with the necessary qualifications to fill the responsibilities
of current and future jobs in the organization.
__________4. Selection is the process of identifying and attracting the people with
the necessary qualifications

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__________5. Solicited applications received by employers from individuals who
may or may not be qualified for the job openings.
__________6. Internal Recruitment refers to recruitment done within the
organization

__________7. Employee referrals are recommendations from the organization’s

present employees who usually refer friends and relatives who they think are
qualified for the job.

__________8. The positive effects of the training program may be seen by

assessing the participants’ reactions, their acquired learning, and their behaviour
after completing the said training.

__________9. Recruitment is the process of choosing who to hire

__________10. External Recruitment refers to recruitment done within the

organization

What’s In
Managers often consider human resources as their organization’s most
important resource. Very few administrators would argue with the fact that human
resources are very important for the efficient and effective operation of a company.
To emphasize their importance, human resources are also called human capital,
intellectual assets, or management or company talents. These terms imply that
human resources are the drivers of the organization’s performance; hence, staffing is
a crucial function of managers.

What’s New

Activity 1: CASE STUDY http://www.hrstaffing.biz/case_study.php

Company Profile

ABC Supply Co., Inc. is the largest wholesale distributor of roofing supplies in the
United States, and one of the nation's largest distributors of siding, tools, windows,
other select exterior building products and related supplies. Since our start in 1982,
we've grown to become a national organization with more than 450 branches and
other facilities in 44 states, over $4 billion in sales, over 7,000 employees and a
company that has won the Gallup Great Workplace Award six years in a row.
Business Situation

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ABC Supply Co. in the St. Louis market, which included 6 different locations, needed
immediate temporary workers to meet their staffing demands due to heavy storms
that passed through the Midwest in the spring of 2012. They had never previously
used a temp staffing company locally, but due to the urgency, they made a decision
to partner with Human Resource Staffing. They made this decision due to the high
number of employees they needed to acquire and the lack of the resources they had
locally in their HR Department. The skill set, experience and education of the needed
employees was a wide range and would require different recruiters to handle each.
These positions included: warehouseman, general labors, clerical, purchasing,
warehouse managers and inside sales. There was a time frame of 2 weeks to set up
and deliver a total of 140 people in the first month.

Guide Questions:
1. What are the problems encountered by ABC Suppy.Co?

2. How ABC SuppLy.Co carry out to solve the problems?

3. Kindly enumerate the results of the solution they carry out.
Write your answers in your notebook.

Lesson
Definition and Nature of Staffing
1 (Week9)

“Management is the organization and coordination of the activities of a business in order to

achieve defined objectives.” -smartbusinesstrends.com

What is It

Staffing according to Dyck and Neubert (2012) is the Human Resource

function of identifying, attracting, hiring and retaining people with the necessary
qualifications to fill the responsibilities of current and future jobs in the organization.
The number of managerial personnel or non-managerial human resources needed
by an organization depends upon the size and complexity of its operations, its plans
for branching out or increasing products, and turnover rates of both types of human

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resources, among others. Besides considering their number, the qualifications for the
individual positions must be identified, so that the best-suited individuals for the job
positions may be selected for hiring.

The Management and Non-Managerial Human Resources Inventory

Awareness of the management potential within an organization can be

accomplished with the use of an inventory chart, also called management
succession/replacement chart. This chart is similar to the general organization chart
used by the company but limited to managerial positions and the names of potential
successors (promotable, satisfactory but not promotable, dismissed, etc.).
Recruitment by external means may follow if there are no qualified successors.
The need for non-managerial human resources may be ascertained by the
use of a general organization chart to identify vacant job positions that need to be
filled or by direct reports from department/unit heads or supervisors. Managers need
not make detailed succession planning, as these job positions are less sensitive.
Suggestions for internal replacements or successors for vacant non-managerial
positions are usually done as the need arises. External recruitment also follows if no
one within the organization is fitted for the job position that was declared vacant.

Two main components of Staffing

1. Recruitment – the process of identifying and attracting the people with the
necessary qualifications
2. Selection – the process of choosing who to hire

Steps in Staffing
1. Identifying of job position vacancies, job requirements, as well as work force
requirements;
2. Checking internal environment of the organization for human resources;
3. External recruiting;

4. Selecting those with essential qualifications for the job opening;

5. Placing the selected applicant;
6. Promoting;

7. Evaluating performance;
8. Planning of employee’s career;
9. Training of human resources; and

10. Compensating human resources

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External and Internal Forces Affecting Present and Future Needs for Human
Resources

Present and future needs for managers and other human resources are
affected by both external and internal forces.
External forces include:

1. Economic
2. Technological
3. Social

4. Political
5. And legal factors
For example, economic progress in a particular country may bring about
increased needs and wants among people, resulting, in turn, in increased demand
for certain products, followed by the expansion of the company and its workforce, as
well as increased demand for managers. Information explosion coming from the
Internet, from business publications, or from the labor department of countries may
give either encouraging or discouraging long-term trends in the world labor market,
thus causing an increase or a decrease in demand for managers and other human
resources.
Internal Forces include:

1. The firms goal and objective

2. Technology
3. The type of work that have to be done
4. Salary scales
5. And the kind of people employed by the company
For example, salary scales offered by a company may not be high enough to
attract personnel who are really qualified for the job. Also, this may encourage fast
managerial and labor turnover.

Lesson

2 Recruitment (Week 9)

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 The Department of Labor and Employment (DOLE) is the national government
agency mandated to formulate policies and implement programs in the field of labor and
employment.

Definition of Terms:
Recruitment – a set of activities designed to attract qualified applicants for job
position vacancies in an organization
Staffing– refers to filling in all organizational job positions
Systems approach to staffing– is the step-by-step way of filling job positions in
organizations, considering variables such as numbers and kinds of human resources
needed, open managerial and non-managerial positions, potential successors to
open job positions, etc.
External Recruitment– refers to recruitment done outside the organization

Internal Recruitment– refers to recruitment done within the organization

In the event of a job opening, administrators must be careful when recruiting

and choosing who to bring into the organization. They must see to it that their new
recruit possesses the knowledge and skills needed to be successful in helping their
company achieve their set goals and objectives and that he/she is suited for the job
position and the job design.

External Recruitment – outside sources are considered in the process of locating

potential individuals who might want to join the organization and encouraging them
to apply for actual or anticipated job vacancies. Unsolicited applications and referrals
from employment agencies and school are examples of sources outside the
company from which management could select an applicant who best fits the job
opening.
Internal Recruitment – filling job vacancies can be done through promotions or
transfer of employees who are already part of the organization. In other words,
recruitment is within the organization.

Methods of External and Internal Recruitment

External recruitment methods include:

1. Advertisements – through websites, newspaper, trade journals, radio,
television, billboards, posters, and e-mails among others.

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 2. Unsolicited applications – received by employers from individuals who may
or may not be qualified for the job openings.
3. Internet recruiting – independent job boards on the Web commonly used by
job seekers and recruiters to gather and disseminate job opening information.
4. Employee referrals – are recommendations from the organization’s present
employees who usually refer friends and relatives who they think are qualified
for the job.
5. Executive search firms – also known as “head hunters’; help employers find
the right person for a job. Such firms seek out candidates with qualifications
that match the requirements of the job openings that their client company
hopes to fill.
6. Educational institutions – good sources of young applicants or new
graduates who have formal training but with very little work experience. For
technical and managerial positions, schools may refer some of their alumni
who may have the necessary qualifications needed for the said job positions.
7. Professional associations – may offer placement services to their members
who seek employment. Employers may make use of the listings that they
publish in their journals regarding members who are available for possible
recruitment or hiring.
8. Labor unions – possible sources of applicants for blue-collar and
professional jobs.
9. Public and private employment agencies – may also be good sources of
applicants for different types of job vacancies for they usually offer free
services while private one’s charges fees from both the job applicant and the
employers soliciting referrals from them.

As mentioned earlier, internal recruitment is done within the organization.

Most managers prefer to follow a policy of filling job openings through promotions
and transfer. In this way, they lessen the chances of losing the organization’s top
performers. Recruitment may be done by using company bulletin boards, company
intranet, company newsletters, and recommendations from department or unit
heads, among others.

Both external and internal recruitment have their own advantages and
disadvantages.
External Recruitment
Advantages Disadvantages
= Advertising and recruiting through the =The cost and time required by external
Internet reach a large number of possible recruitment are the typical disadvantages of
applicants, thus, increasing the possibility of using this recruitment are the typical

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being able to recruit applicants suited for the
disadvantages of using this recruitment
job. method. Advertising job openings and the
orientation and training of newly hired
= Applicants who submit applications and
employees from outside sources, as well as
resumes through their own initiative are
sorting out large volumes of solicited or
believed to be better potential employees
unsolicited job applications present
because they are serious about getting the
challenges in budgeting time and money.
job
=The possibility of practicing bias or
=Employee referrals from outside sources
entertaining self-serving motives in the
are believed to be high quality applicants
recommendation of private employment
because employees are generally hesitant to
agencies of job applicants.
recommend persons who are not qualified
for job openings.

=Executive search firms usually refer highly

qualified applicants from outside sources
because they make an effort to check
applicants’ qualifications before
recommending them to client firms who pay
for their services.

=Educational institutions know the

capabilities and qualifications of their
graduates, hence, increasing the chances of
their ability to refer qualified applicants to
potential employers.

Internal Recruitment
Advantages Disadvantages
=Less expenses are required for internal =The number of applicants to choose from is
recruitment advertising; newsletters, bulletin limited.
boards, and other forms of internal
=Favouritism may influence a manager to
communication may disseminate information
recommend a current employee for
to current employees interested to apply for
promotion to a higher position.
job openings within the company.
=It may result in jealousy among other
=Training and orientation of newly promoted
employees who were not considered for the
or transferred current employees are less
position. Some may also accuse the
expensive and do not take too much time
management of bias for choosing an
since they are already familiar with company
employee who is perceived to be less
policies.
qualified for the job opening.
=The process of recruitment and selection is
faster because the candidate for transfer or
promotion is already part of the organization.

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 What’s More
Activity 2: Matching Type:
Direction: Read the following information in Column A and match it with the word
that is being referred in column B. Write the letter of your correct answer in your
notebook. “Parang pag-ibig yan, dapat piliin ang the right one”.
Column A Column B
1. a set of activities designed to attract qualified applicants a. Internal
for job position vacancies in an organization Recruitment

2. refers to recruitment done within the organization b. Advertisements

3. the function of identifying, attracting, hiring and retaining
c. Educational
people with the necessary qualifications to fill the
institutions
responsibilities of current and future jobs in the organization
4. received by employers from individuals who may or may d. Recruitment
not be qualified for the job openings
e. Internet recruiting
5. refers to recruitment done within the organization
f. Executive search
6. through websites, newspaper, trade journals, radio, firms
television, billboards, posters, and e-mails among others.
g. Unsolicited
7. good sources of young applicants or new graduates who
applications
have formal training but with very little work experience
8. are recommendations from the organization’s present h. Staffing
employees who usually refer friends and relatives who they i. Employee referrals
think are qualified for the job
j. External
9. also known as “head hunters’
Recruitment
10. independent job boards on the Web commonly used by
job seekers and recruiters to gather and disseminate job
opening information

What I Have Learned

Activity 3: I feel, I think, I can

Directions: Read and answer the following questions below. Write your answers in
your notebook.

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1. Write your own example of an external technology change that may affect staffing.
2. Which is the best internal recruitment method and External recruitment method?
Explain your answers.

3. I feel___________________________________________________________________

4. I think__________________________________________________________________

5. I can___________________________________________________________________

Lesson

3 Selection (Week 9)

In many companies, selection is continuous because of fast turnover, resulting in

vacancies that have to be filled. Another reason for this is the review of applicants on the
waiting list.

Definition of Terms:
Selection – the process of choosing individuals who have the required qualifications
to fill present and expected job openings.
Interview – the determining of an applicant’s qualifications in order to gauge his or
her ability to do the job

The Selection Process includes the following steps:

https://www.iedunote.com/selection-process

1. Initial Screening

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 The selection process often begins with an initial screening of applicants to
remove individuals who obviously do not meet the position requirements. At this
stage, a few straight forward questions are asked. An applicant may obviously be
unqualified to fill the advertised position, but be well qualified to work in other open
positions.
The Purpose of Screening is to decrease the number of applicants being considered
for selection.
2. Completion of the Application Form
This may be as brief as requiring only an applicant’s name, address, and
telephone number. In general terms, the application form gives a job-performance-
related synopsis of applicants’ life, skills and accomplishments.
The specific type of information may vary from firm to firm and even by job type
within an organization. Application forms are a good way to quickly collect verifiable
and fairly accurate historical data from the candidate.
3. Employment Tests
Personnel’s testing is a valuable way to measure individual characteristics.
Hundreds of tests have been developed to measure various dimensions of behavior.
The tests measure mental abilities, knowledge, physical abilities, personality,
interest, temperament, and other attitudes and behaviors.
Evidence suggests that the use of tests is becoming more prevalent for assessing an
applicant’s qualifications and potential for success. Tests are used more in the public
sector than in the private sector and in medium-sized and large companies than in
small companies. Large organizations are likely to have trained specialists to run
their testing programs.
4. Job Interview
An interview is a goal-oriented conversation in which the interviewer and
applicant exchange information. The employment interview is especially significant
because the applicants who reach this stage are considered to be the most
promising candidates.
Content of the Interview
The specific content of employment interviews varies greatly by an organization and
the level of the job concerned. Examples: Occupational experience, Academic
achievement, Interpersonal skills, Personal qualities, Organizational fit.
5. Conditional Job Offer
Conditional job offer means a tentative job offer that becomes permanent after
certain conditions are met. If a job applicant has passed each step of the selection
process so far, a conditional job offer is usually made.
6. Background Investigation

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 Background Investigation is intended to verify that information on the
application form is correct and accurate.
This step is used to check the accuracy of application form through former
employers and references. Verification of education and legal status to work, credit
history and criminal record are also made.
7. Medical/Physical Examination
After the decision has been made to extend a job offer, the next phase of the
selection process involves the completion of a medical/physical examination. This is
an examination to determine an applicant’s physical fitness for essential job
performance.
8. Permanent Job Offer
Individuals who perform successfully in the preceding steps are now
considered eligible to receive the employment offer. The actual hiring decision
should be made by the manager in the department where the vacancy exists.

Notification to Candidates
The selection process results should be made known to candidates—successful and
unsuccessful—as soon as possible. Any delay may result in the firm losing a prime
candidate, as top prospects often have other employment options. As a matter of
courtesy and good public relations, the unsuccessful candidates should also be
promptly notified.

Types of Job Interviews:

Structured interview- the interviewer asks the applicant to answer a set of prepared
questions-situational, job knowledge, job simulation, and worker requirement
questions
Unstructured interview- the interview has no interview guide and may ask
questions freely
One-on-one interview- one interviewer is assigned to interview the applicant
Panel interview- several interviewers or a panel interviewer may conduct the
interview of applicants; three to five interviewers take turns in asking questions.
Similarly, there are different kinds of employment tests administered to
measure or test an applicant’s specific skill or capacity.

Types of Employment Tests:

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Intelligence test- designed to measure the applicant’s mental capacity; tests his or
her cognitive capacity, speed of thinking, and ability to see relationships in
problematic situations
Proficiency and aptitude tests- tests his or her present skills and potential for
learning other skills
Personality tests- designed to reveal the applicant’s personal characteristics and
ability to relate with others
Vocational tests- tests that show the occupation best suited to an applicant.

Limitation of the Selection Process

In reality, there is no perfect way to select a firm’s human resources.

Predicting performance is difficult as there is a difference between what individuals
can do at present and what they will do in the future. This is because a persons’
needs and wants change, and so do an organization’s climate and environment. The
fact that many selection approaches and tests have been devised is enough proof
that management experts are still in search of what could be done to improve the
present selection process.

Lesson
Training and Development
4 (Week 9)

Both training and development are essential to achieve success in today’s

organizations. In order to have an edge over their rival organizations, managers must see to
it that their human resources have the necessary knowledge and expertise; training and
development work toward this end by providing continuous learning activities and
opportunities.

Definition of Terms:
Training – refers to learning given by organizations to its employees that
concentrates on short-term job performance and acquisition or improvement of job-
related skills.

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Development – refers to learning given by organizations to its employees that is
geared toward the individual’s acquisition and expansion of his or her skills in
preparation for future job appointments and other responsibilities

The typical scope of training covers the following procedures:

Conducting the Training Needs Assessment

Training needs assessment must be done systematically in order to ascertain

if there really is a need for training. Managers must first try to ascertain if there really
is a need for training. Managers must first try to observe the business condition and
the economic, strategic, and technological changes that are happening in the
organization’s environment before proceeding to the analyses of the organization,
tasks and persons/individuals, as all these are determinants of training types
required for the maintenance of the firm’s stability.
Examples of organization analyses include the analyses of effects of
downsizing, branching out, conflicts with rival companies, and others that may
require training or retraining of employees.
Tasks analysis involves, for example, a checking of job requirements to find
out if all these are being done to meet company goals. If not, this may be a go-signal
to train or retrain personnel.

Person analysis determines who among the employees need training or

retraining. This is to avoid spending for the training of employees who no longer
need it. For example, a department manager pirated from a rival company to occupy
a vacancy in one of the organization’s departments in the same capacity
(department manager) may not need managerial skills training anymore.
Designing the Training Program

This phase involves stating the instructional objectives that describe the
knowledge, skills and attitudes that have to be acquired or enhanced to be able to
perform well. In short, these are performance-centered objectives that must be
aligned with the firm’s objectives. Another thing to be considered is trainee readiness
and motivation. This refers to the trainees’ background knowledge and experience,
so that the training to be given to them will not go to waste. Different learning
principles, like using modelling, feedback and reinforcement, massed vs. distributed
learning, and others influence the training design’s effectiveness.
Implementing the Training Program

Various types of training program implementation include: on-the-job training,

apprenticeship training, classroom instruction, audio-visual method, simulation
method, and e-learning.
Evaluating the Training
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 The positive effects of the training program may be seen by assessing the
participants’ reactions, their acquired learning, and their behavior after completing
the said training. The effects of training may also be reflected by measuring the
return on investment (ROI) or through the benefits reaped by the organizations,
which were about by their training investment.
Employee Development

Developing employees is a part of an organization’s career management

program and its goal is to match the individual’s employee must know himself or
herself well, identify his or her own knowledge, skills, abilities, values, and interests,
so that he or she could also identify the career pathway that he or she would like to
take. Although he or she is encouraged to take responsibility for his or her own
career, the organization must, at regular intervals, provide him or her with the results
of his or her performance evaluations and the organization’s plans or direction that
may be related to his or her own career plans. This scheme establishes favorable
career development climate for him or her, which may lead, ultimately, to the
blending of his or her career development goals with organizational goals.

What I Can Do
Activity 4: Using the internet, search for psychological personality tests that may
be used in companies for selection purposes. Describe how such tests will be
conducted. Write it in your notebook.

Assessment
Activity 5: Identify your own knowledge, skills, abilities, values, and interests. What
individual career goals or pathways would you like to pursue or take in the future?
Devise your own individual career development plan. Write it in your notebook.

Additional Activities

Activity 6: Brows through the classified ads section of a leading newspaper. Choose
an advertisement for a job opening that suits for you (saying you already graduated
from the course you are planning to take). Cut and paste it in your notebook. Explain
why you think you are qualified for the job position.

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 Answer Key

What’s New: Activity 1: CASE STUDY

Solution
Human Resource Staffing went to work immediately by first analyzing the requirements and the amount of staff
needed to produce the results in a short time frame. We partnered with ABC Supply's corporate human resource
department, working closely with them to make sure we were not only providing quality applicants, but also ones
that would fit with their award winning culture. We set up a one-day job fair at a local hotel with 3 of our recruiters,
the VP of Sales, the Account Executive in charge of the account, along with 2 corporate HR representatives from
ABC Supply's corporate office. The team proceeded to do over 125 interviews for the day, with the goal of each
interview lasting no more10-15 minutes, and with a grading scale of 1-4 for each applicant. The day after the job
fair we then started re-contacting the top candidates to schedule a time to bring them in for job specific testing,
drug testing, reference and background checks so that offers could be made. This was handled by the three
Human Resource Staffing offices so that it was geographically favorable for the final candidates depending on
where they would be placed at one of the 6 ABC Supply locations. With any positions that there were not enough
quality candidates, Human Resource Staffing then supplemented this with contacting current employees in our
data base, ads on job boards, employee referrals, word of mouth and walk-ins to ABC Supply stores. The Human
Resource Staffing Account Executive went out and met with each one of the store managers individually at all 6
locations so that they could identify a good cultural fit that each manager was looking for in their own store.

The Results
Within one month of the start of the project, Human Resource Staffing was able to provide a total of 140
employees to ABC Supply Inc during this very challenging time. It was not just the quantity of the temporary
workers, but also the quality that we were able to deliver. Many workers worked an additional 8-32 hours of
overtime weekly. This scope of business continued for about 5 months until the production slowed down, and
approximately 6 were hired on permanently. ABC Supply Inc said that they had tried this same process around
the country previously, but we were the only company to exceed their expectations.

What I know: True or False What’s More:

Matching Type
1. False6. True
1. D 6. B
2. True 7. True
2. A 7. C
3. True 8. True
3. H 8. I
4. False 9. False
4. G 9. F
5. False 10. True
5. J 10. E

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 WEEKLY HOME LEARNING PLAN
Grade 11 ORGANIZATIONS AND MANAGEMENT
QUARTER 2
Learning
Quarter 2 Learning Task Mode of Delivery
Competency
Week 1 The process of QUARTER 2 MODULE 1- For online learning students:
recruiting, Lesson 1- Definition and Nature of Staffing and Lesson 2- Recruitment Send outputs to Google classroom
selecting, and DAY1- accounts provided by the teacher or
training  Pre – assessment-TRUE OR FALSE (page 2-3) any other platform recommended
employees  Activity1-CASE STUDY (page 3-4) by the school.
DAY2- For modular learning students:
ABM_AOM11-  Introduction of new lesson-Lesson1 : Have the parent hand-in the output
IIa-b-20 Definition and Nature of Staffing to the teacher in school.
ABM_AOM11- (page4-6)
IIa-b-21 DAY3-
ABM_AOM11-  Introduction of new lesson-Lesson2 :
IIa-b-22 Recruitment
(page 7-10)
DAY4-
 Activity2-MATCHING TYPE (page10-11)
 Activity3-I FEEL, I THINK, I CAN (page11)
The process of QUARTER 2 MODULE 1-
recruiting, Lesson 3- Selection
selecting, and DAY1-
training  Introduction of new lesson-Lesson3 :
employees Selection ( page 11-14)
DAY2-
ABM_AOM11-  Introduction of new lesson-Lesson4 :
Week 2
IIa-b-20 Training and Development
ABM_AOM11- (page14-16)
IIa-b-21 DAY3-
ABM_AOM11-  Activity4-What I Can Do (page-16)
IIa-b-22  Activity5-Assessment (page-16)
DAY4-
 Activity6-ADDITIONAL ACTIVITIES (page17)

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