UNIT I: HUMAN RESOURCE MANAGEMENT: Overview

Introduction

This module is intended for Recruitment and Selection subject. Recruitment

and selection is indispensable in every organization. It is a process in Human Resource
Management that is significant in attaining the goals and objectives of every company.
All companies must make every effort to attract the best fit workforce, an organization
is best if it has the best human resources working on it.

Recruitment and selection has to be planned and organized, a sloppy one will
result to unwanted costs. Hiring incompetent employees due to poor recruitment and
selection process would result to low performance, thus affects the organization as a
whole. The results of the recruitment and selection procedure will have a direct impact
to different areas in the company, including the morale of the employees, motivation,
retention, quality of work.

The first chapter discusses the overview of Human Resource Management, its
definition, origin and development, functions, and the difference between human
resource management and personnel development.

Learning Objectives:

Having completed the activities, you are expected to:

• Describe the origin and the evolution of Human Resource Management.

• Describe what is meant by HRM
• Discuss the difference between personnel management and human
resource management
• Explain the importance of HRM to the success of an organization.
Lesson 1: Human Resource Management : It’s Definition

A. Activity:

1. Read the article in https://www.digitalhrtech.com/human-resource-basics/ and

learn the FAQ (frequently asked questions).

B. Analysis:

1. How would you describe human resource management?

2. Does the 7 basics of human resource management interrelated or isolated to

each other? Prove your answer.

C. Abstraction:

Human Resource Management is the effective and efficient use of its human
resources to achieve its organizational goals and objectives. It is also defined as:

“The process of analysing and managing an organization’s human

resource needs to ensure satisfaction of its strategic objectives.”
(Hellriegel, Jackson, Slocum and Staude, 2009).

“The policies and practices involved in carrying out the “people” or

human resources aspects of a management position, including
recruitment, screening, training and appraising.” (Dessler, 2007).

“The strategic and coherent approach to the management of an

organization’s most valued assets-the people” (enwikipedia)

It is important to note that in the above definitions, there is a connection

between HRM and in attaining the organization’s strategic goals through its most
valued resources-people.

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 Human resources refers to human capital, which pertains to people in the
organization with different personalities, values, principles, cultural and family
background. It takes a lot of patience, skills, knowledge to manage people with diverse
personalities. Managing human resources is one of the greatest challenges in every
businesses, since people is the heart of every organization. A company may have the
best strategies, facilities, values and work methods and processes but these are of no
use if an organization does not possess the right people to implement them, and if
these human resources are ill-managed. The workforce can “make or break” a
company depending on how they are managed or treated.

D. Application

1. Write a conclusion on the article you read.

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 Lesson 2: Origin and Evolution of Human Resource
Management

A. Activity

1. Download and read the article of Prof. Josephat Itika (Fundamentals of

Human Resource Management)
https://scholarlypublications.universiteitleiden.nl/access/item%3A2888137/downl
oad

B. Analysis

Instruction: Answers copied verbatim from the internet or from your classmates
is automatically wrong. Send your answers to anipilif37@yahoo.com.

C. Abstraction

To manage human resources effectively, you must understand how HRM

happened. Human resource management as a practice occurs wherever there are two
or more people in it. We might not know it, HRM starts at the family level, wherein the
head of the family would delegate tasks and duties or errands to the family members
to accomplish the objectives of the family. He would use all available resources
including its people and maximize their potentials in order to achieve what is desired
or needed. The division of labour depends on the family’s philosophies, expectations,
values which are influenced by its clan, society, religion or ethnicity, etc.

Let’s take a look on how HRM evolved overtime, let us read excerpts for Prof.
Josephat Itika of Mzumbe University:

“Managing people in an organizational setting is well documented

throughout the history of mankind (Munsterberg 1913; Taylor 1960; Cuming
1985). Organizational structures evolved, leadership emerged or was formed,
roles and responsibilities were assigned to people, accountability systems
were laid down, and rewards and punishments were also provided. In this
regard, division of labour, specialization and accountability were
systematically organized to achieve a specific purpose. However, the
documentation of the evolution and development of human resource
management practices can be traced back to the booming European
economy of the 1900s (Roethlisberg 1939). This economy created the
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 necessary environment for more serious thought on the role of effective
people management in the emerging labour market of the time. The
economies were preparing for the First World War and its aftermath where
industrial production required a mass of skilled, well organized and disciplined
labour force. The challenges revolved around mobilization of resources
including people, which led to the evolution and development of four stages
in managing labour. The stages were mainly identified by looking at the
changing titles of officers responsible for managing the workforce and
different roles that were emerging over time. Therefore, although personnel
management literature often states particular dates or decades of
transformation from one phase to another (Chruden & Sherman 1984;
Cuming 1985), as a matter of principle, such dates or decades are more for
convenience and reference purposes than being actual historical events. The
same recognition is used to provide a picture of the chronology of the
evolution and development of human resource management as we see it
today.’

Fig. 1. The Stages in the Evolution and Development of Human Resource Management
Source: Josephat Stephen Itika, 2011

Welfare Stage in Industrial Age

It was in 1900s when the economic and technological breakthrough arise because
of continued development in general and scientific knowledge.

Below were the events that transpired during the Welfare Stage:

• More goods and services were demanded in Europe and Germany, in

preparation for the Word War I.

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 • There was a huge production of goods in one industrial roof which was done
more efficiently, and this was common occurrence across Western Europe
specifically Britain, France, Spain and Italy.
• Production of war materials created a chain of industrial networks for
Germans.
• Because of the increasing workforce, managing them was a tough challenge,
therefore they search for solutions, which involves organizing its personnel
and ensuring that their welfare was well-taken for, that led to the need for
better people management techniques.
• The beginning of employees’ welfare services such as canteen and other
needs, which created a need to have an officer whose main purpose was to
take care of its employees, who are called welfare officers even today.

Welfare Stage - Personnel Administration (1920-1930)

Because of the increasing size of organizations and its attempt to increase

productivity, necessitated recruitment, selection, training, keeping records, appraisal,
motivation, controlling and improving the production of new entrants as well as of the
existing employees. All of these administrative tasks were handled by welfare officers
since they have the first-hand experience in handling welfare matters. However,
because of the demanding nature of the job, in terms of knowledge and behavioural
attributes and skills, and changing roles and scopes, the name welfare officer was
inadequate to describe the true nature of their job. To address these changes, the
welfare officer title had to change to personnel administrator (Cuming 1985).

Evolution and Development of Personnel Management (1940-1950)

During the postwar period, the role of personnel administration was expanding
to meet the demands and challenges of the job, which included supervisory, skills
supervisory training, and labor disputes that threatened the organization's and
personnel's efficiency.

Below were the significant events that took place during this stage:

• Elton Mayo and Kurt Lewin pioneered human relation’s school which
emphasized on improving the work environment and work groups as a
approach to increase productivity (Rush 1959; Robbins 1990; Torrington et al.
2005).
• Employees were treated as human beings rather than working tools.

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 • There was a shift of emphasis on managing group/teams rather managing
individual employee (Davis 1980).
• Abraham Maslow introduced human hierarchy of needs and the power of
worker’s motivation on productivity (Maslow 1970).
• The concept of employee’s satisfaction that was written by Chris Argyris and
Frederick Herzberg had a substantial impact on the organizational practices in
enhancing the quality of jobs in organizations (Deci & Ryan 1985).
• Bennis & Schien’s organization development school provided useful inputs to
employees’ practices particularly in the extents of effective communication and
conflict resolution in the workplace (Davis 1980; Walton & McKerzie 1991).
• Organizational development, systematic training, manpower planning, and
management development were all covered by personnel management
functions, especially in the 1960s.
• New methods and methods for employee selection, wage and salary
administration, training, and performance evaluation were implemented.
• Personnel managers became knowledgeable in labor law and stand in for their
organizations in labor disputes (Chruden & Sherman 1984).

A Change to Human Resource Management (Source: Josephat Stephen Itika, 2011)

Below are the challenges that had a huge influence on people management in
organizations:

• Change in global macro policy framework

The late 1970s and early 1980s were a period of neoliberalism, when market
forces drove the institutional frameworks of nation states and organizations. This was
a time when there were strong arguments against direct government involvement in
the economy. It is unclear what was the ‘chicken' or ‘egg' between politicians and
academics, or who these people, often referred to as ‘experts' of the World Bank and
the International Monetary Fund are, and what their role was in the architecture and
birth of neoliberalism, as well as the marginalization of the role of government in
economic development. Whatever the case, both politicians and consultants played
important roles in the neoliberal doctrine. Margaret Thatcher, the former conservative
British Prime Minister, and Ronald Reagan, the former conservative President of the
United States of America, were both prominent supporters of neoliberalism, and their
philosophies were known by their names, Thatcherism and Reaganism, respectively.
They viciously blamed previous liberal governments for causing the 1970s economic

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crisis through excessive government control of economies and overprotection of
workers. Privatization of state-owned enterprises, relaxation of legislation in favor of
the private sector, and the desire to maximize profits became the new agenda, as well
as the desired and required framework for managing organizations and its personnel.
As a result, cost-cutting and the pressure to justify employees' roles in developing and
sustaining market organizations became a concern. Failure to respond to these
challenges through proper personnel management strategies was viewed as a
slippery slope towards the collapse of companies with long histories of success.

• Business competition

The year 1980s and early 90s was the year of chaotic, turbulent and
unpredictable business environment. The increasing competition from Japan and
other international companies producing lower-cost but higher-quality goods put
American and European companies under intense pressure, leading to takeovers,
mergers, and business closures to deal with the crisis. These go with heavy losses of
work, part-time work, and outsourcing. Personnel specialist’s role changed from being
reactive to proactive and management of personnel functions shifted from repetitive
to strategic approach to be able to match the challenging and unstable business
environment.

• Changing customer’s needs and expectations

Changing customer’s needs, expectations and demands influenced every

organization to get the best out of their process, employees and production systems.
To meet these changing customer needs, they should hire the best workers available,
develop and reward them, and make sure that they are committed to providing the
highest service to the company. To accomplish all of this, creativity and innovation
must occur in the business environment. These also have an influence on recruitment
and selection, the reward system, personnel development, and the roles or personnel
specialists who work opposite line managers in personnel management functions.
Employees' roles had to shift from performer of personnel functions to partner in
delivering support services to other personnel departments.

• Technological change

Business competition was increased by companies that could easily adopt and
adapt specialized technologies to meet the customer’s changing needs and
expectations. The result of these, to cope with rapid technological changes,
organizations had fewer but well-trained employees. Adaption based on teams and
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continuous learning became the main focus of people management. There was an
emphasis in sharing and using knowledge rather than monopolizing it.

• Change of philosophy of employee relations

Employees was under legislated trade unions, therefore the power of

employees was vested in a joint solidarity. However, mass lay-offs, less protective
role of the government and the decreasing role of unions birthed to individualism
rather than collective. Employment relations become more individualistic as opposed
to the use of labour unions.

• Developments in the academia

Based on information gathered from previous decades and research

conducted in the 1980s and early 90s, gave the impression that organizational
strategy and the strategic approach to managing people was the best choice for
responding to organizational challenges (Hendry 1995). The “strategic approach”
concept, which was headed by the Human Resource Management School, developed
by the academics from America and Europe, became the central core of discussions
and development of human resource management as a method different from
personnel management. Another significant influence on the development of human
resource management was the Excellence School, proposed by Peters & Waterman,
wherein it put emphasis on the role of strong cultures and commitment to excellence
in organizations (Storey 1989). Areas in corporate management like the size, culture,
product, structure and the life cycle were incorporated in human resource
management (Schuler 2000).

The main concern was how personnel management functions could be part of
the business strategy, how it could influence the functional level, and personnel
managers could become partners in the business. A thorough method of evaluating
employee performance in relation to rewards was created, leading to the introduction
of reward systems and performance management systems, indicating a shift in
personnel management practices. Because of these changes, personnel
management was redefined which led to adoption of the human resource concept
(Storey 1989). A debate continues concerning the difference between ‘human
resources’ from ‘personnel’ up to this date.

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D. Application:

1. What do you think is the importance of knowing and understanding the origin
and evolution of human resource management?

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2. Discuss the factors or challenges that impacted human resource management.

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 Lesson 3: Human Resource Management versus Personnel
Management

A. Activity

1. Search and read the article in https://www.getsmarter.com/blog/career-

advice/the-difference-between-personnel-management-and-human-resource-
management/

B. Analysis

1. What is the similarities between personnel management and human

resource management?

C. Abstraction

Personnel management has metamorphosed to human resource

management, but some people do not know the difference between the two. It was in
the 1980’s that the thought of Human Resource Management began to pervade
through bigger companies. Some critics say that it was simply a change of name, but
actually the same. However, as new models and theories came to be adopted, it was
clear that there was difference between the HRM and PM. Figure 2 shows the
distinction between Human Resource and Personnel Management.

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Figure 2. The delineation between Human Resource Management and Personnel Management
(Source: Storey, 1995)

D. Application: Distinguish between Human Resource Management and

Personnel Management. How significant are the differences?

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 Lesson 4: Human Resource Management: Functions

A. Activity:

1. Read excerpts from “https://pdf4pro.com/cdn/unit-1-human-resource-

management-hrm-38f74.pdf

2. Write notes on your readings regarding the functions of Human Resource

Management.

B. Analysis

1. What is the difference between the two main functions of human resource
management?

C. Abstraction

The main functions of human resource management are classified into two
groups:

1. Managerial functions
2. Operative functions

Managerial Functions

Below are the managerial functions of human resource management:

• Planning – refers to the process in determining in advance the number of

personnel and what type or personnel required, programmes, rules and
policies, etc.
• Organization –organizing the relationship and structure among jobs,
employees and physical factors so it can have an utmost contribution to the
objectives of the organization. The human resource manager executes the
preparation of task force, allocation of work, incorporation of the efforts of the
task force, and coordinates work of individual employees with that of the
department.
• Directing – It is concerned with introduction of organized action and
motivating the employees to work. The human resource manager guides,
motivates, influence and supervise employees to get its function performed
properly in order to achieve the objectives of the organization.

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 • Controlling – it is the process of regulating the activities of the organization in
in line with its plans to achieve the organizational objectives.

Operative Functions

Below are the operative functions of Human Resource Management:

• Procurement of Personnel – it refers to the recruitment and selection of the

right people and number at the right job to accomplish organizational goals
and objectives.
• Development of Personnel – refers to the development and improvement of
the skills and capabilities of the employees through trainings and
development, necessary for performing the job well.
• Compensation – refers to the determination of adequate and equitable
remuneration of personnel for their contributions to the organization’s
objectives.
• Maintaining Good Industrial Relations- one of the functions of HRM is to
promote and maintain industrial peace. The HR manager must create
harmonious relations between management and labor/employees to do away
with labor conflicts. Labor conflicts or industrial unrest may hamper the
operation of the business.
• Record keeping – HR managers collects and keep information concerning
the data of its employees. This information are used in making decisions such
as promotions or demotions.
• Personnel Planning and Evaluation – under this HR manager evaluates the
performance of the employees, evaluates policies and practices of the
company, as well as do personnel audit, and performance appraisal.

Human resource management is concerned with managing people, it see its

people as a resource, an asset rather than as a factor of production. It involves a
system or a process to be followed in every business in recruitment, selecting, hiring,
and in training and development of the human resources. The attainment of the
company’s goals and objectives greatly depends on how people are recruited,
developed and utilized by the management.

D. Application:

1. Explain the importance of HRM to the success of an organization.

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 UNIT II: RECRUITMENT

Introduction

In order to adapt into today’s fast-paced business world, every company

should adjust and be flexible in this changing times. To maintain or advance its
competitive advantage, every businesses should maintain and develop their most
valuable assets-their people. A company is only as good as the people it recruits. If
recruitment is done well, the business benefits from its competent and productive
workforce, avoid high turnover, maintain good working relationships, and ultimately a
more profitable business.

This second module describes the definition of recruitment, its goals, purpose
and importance. It discusses the theories behind recruitment and the factors that
influence recruitment, process, methods and recruitment policies.

Learning Objectives:

Having completed the activities, at the end of this module, you are expected
to:

• Understand recruitment: meaning and definition.

• Explain the importance and purpose of recruitment.
• Discuss and compare the different types or methods of recruitment
• Design or come up with your own recruitment policies.

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Lesson 1: Definition of Recruitment

A. Activity

1. Search the internet on Jollibee’s Recruitment and Selection Process

(https://www.powtoon.com/online-presentation/ceenjqGO0D5/jollibees-
recruitment-and-selection-process/?mode=movie)

2. Write your thoughts regarding their recruitment process

B. Analysis

1. What do you think is the significance of recruitment and selection process in

an organization?

C. Abstraction

Recruitment refers to the process of determining whether or not a company

needs to hire someone up until application forms are received.

Other definitions of Recruitment:

The task of choosing the right person for the right job at the right time is known
as recruitment. The process of attracting, selecting, and appointing potential
candidates to meet the organization's resource requirements is also referred to as
recruitment.

Recruitment is the process of selecting the right person for the right job at the
right time. Recruitment is also the process of attracting, selecting, and appointing
potential candidates to meet the organization's resource needs.

Purpose and Importance of Recruitment

One of the most important activities in human resource management is

recruitment. If the recruitment process is efficient, the organization will have happier
and more productive employees, the attrition rate will be lower, and it will also create
a good workplace environment with good employee relationships. If done correctly, it
leads to overall organizational growth.

The following is a list that demonstrates the purpose and significance of recruitment
in an organization:

• It ascertain current and future job requirements; and

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 • It expands the pool of available jobs at a low cost.

• It contributes to a higher rate of success in selecting the best candidates.

• It helps to reduce the likelihood of short-term employment.

• It satisfies the organization's social and legal obligations to its workforce.

• It aids in the identification of job candidates and the selection of appropriate

human resources.

• It contributes to increased organizational effectiveness in the short and long

term.
• It aids in determining the efficacy of several recruitment methods.

• It entices and motivates applicants to apply for open positions in a company.

• It determines the organization's current and future needs.

• It connects potential employees with employers.

• It aids in increasing the success rate of the candidate selection process.

• It aids in developing a pool of talent from potential candidates, allowing

• It helps in creating a pool of talent of prospective applicants, allowing for the

selection of the best applicant for the right job based on organizational needs.

D. Application:

1. Compare and contrast the recruitment process of Coca Cola Company from
Pepsi. (Use the internet to know their recruitment process)

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Lesson 2: Factors Affecting Recruitment

A. Activity

1. Before reading the topic, write down your thoughts on the factors that will
influence a company's recruitment.

2. Read the article in https://www.hrhelpboard.com/recruitment/factors-affecting-

recruitment.htm

B. Analysis

1. Why there is a need to know the factors the will affect recruitment of a
company?

C. Abstraction

Recruitment is an important function of Human Resource Management in

every organization, and it is influenced by a variety of factors. HR managers should
be cognizant of the factors influencing recruitment and take the right actions to benefit
the organization. When the market conditions change, the organization must also
observe these changes to know how they affect resources and analyze these
functions in order to make recruitment an effective process. Internal and external
factors both influence the recruitment process. We will go over these factors in depth
in this module:

Internal Factors

Organizations can influence the internal factors that influence their recruitment
functions. Internal factors include:

• Size of the Organization

• Recruitment policy

• Image of the organization

• Job image

Size of the organization

The size of the organization is one of the most important factors influencing
the recruitment process. Recruitment planning is required for hiring more resources
to handle future operations in order to expand the business.
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Recruitment policy

An organization's recruitment policy, i.e., whether it hires from internal or

external sources, is another factor that influences the recruitment process. It defines
the recruitment objectives and provides a framework for carrying out of recruitment
programs.

Image of organization

Organizations with a positive market image can easily attract qualified

employees. Keeping good public relations, providing public services, and others,
certainly help an organization improve its market reputation and, as a result, attract
the best possible resources.

Image of Job

The image of a job, like the image of an organization, is important in

recruitment. Jobs with a positive image in terms of better compensation, promotions,
recognition, and a good working conditions with career development opportunities are
thought to be attractive to qualified candidates.

External Factors

External factors are those that an organization cannot control. The following
are some of the external factors that influence the recruitment process:

• Demographic factors
Demographic factors are related to potential employees' characteristics such
as age, religion, literacy level, gender, occupation, economic status, and so on.
• Labor market

The labour market determines both the supply and demand for labor. For
instance, if the supply of people with a specific skill is less than the demand, the
hiring process will be more difficult. On the other hand, if the demand is greater
than the supply, hiring will be easier.

• Unemployment rate
If the unemployment rate in a particular area is high, hiring resources will be
simple and straightforward due to the large number of applicants. In contrary, if
the unemployment rate is low, recruiting becomes extremely difficult due to a lack
of resources.
• Labor laws
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 The social and political environment of a market is reflected in labor laws,
which are created by the national and provincial governments. These laws govern
the pay, working conditions, safety and health regulations, and so on for various
types of jobs. The laws change in tandem with the changes in government.
• Legal considerations
Legal considerations enacted by the government will have an impact on the
organizations' recruitment policies, either positively or negatively.
• Competitors

When companies in the same industry start competing for the most qualified
resources, it's critical to analyze the competition and provides the best resource
packages in terms of industry standards.

D. Application

1. Describe at least two factors that affects recruitment, and explain how it influence
recruitment.

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Lesson 3: Recruitment Process

A. Activity:

1. Read article https://www.faceprep.in/google/google-recruitment-process/

2. Write your thoughts about the article you read.

B. Analysis

1. How will you describe the recruitment process of Google?

C. Abstraction

Recruitment is the process of identifying and attracting qualified candidates to

fill open positions in an organization. It identifies candidates with the skills and
attitudes needed to help an organization achieve its goals. The recruitment process
consists of identifying job openings, analyzing job requirements, reviewing
applications, screening, shortlisting, and selecting the best candidate. To improve
hiring efficiency, it is recommended that an organization's HR team adhere to the five

Figure 3. Recruitment Process (Source: Tutorials Pont Pvt. Ltd, 2016).

best practices (as shown in Figure 3).

These five practices ensure that recruitment is successfully carried out and
without setbacks. Furthermore, these practices certify consistency and compliance
during the hiring process.

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 The recruitment process is the first step in building a strong resource base.
The process follows an organised procedure, beginning with sourcing resources,
moving on to organizing and conducting interviews, and lastly selecting the best
candidates.

Recruitment Planning

The first step in the recruitment process is recruitment planning, in which

vacant positions are described and analyzed. It includes job specifications and the
nature of the job, as well as the experience, qualifications, and skills essential for the
job. To attract potential candidates from a pool of applicants, a structured recruitment
plan is required. Potential candidates should be qualified, experienced, and capable
of taking on the responsibilities necessary to achieve the organization's goals.

The following are the steps in recruitment planning:

1. Identifying Vacancy
2. Job Analysis:
• Job Description
• Job specification
3. Job Evaluation
• Identifying Vacancy
The first and most important step in developing a recruitment plan is identifying
a vacancy. This process begins with the Human Resources Department receiving a
requisition for recruitments from various departments within the organization, which
includes:
- The number of positions to be filled
- The number of available positions
- Duties and responsibilities to be carried out
- Required qualifications and experience

When a vacancy is identified, it is the sourcing manager's responsibility to

determine whether the position is required or not, permanent or temporary, full-time
or part-time, and so on. Before beginning the recruitment process, these parameters
should be evaluated. Proper identifying, planning, and evaluating results in the hiring
of the best resource for the team and organization.

• Job Analysis
Job analysis is the process of identifying, analyzing, and determining the
duties, responsibilities, skills, abilities, and work environment of a specific job. These
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factors help determine what a job requires and what an employee must have in order
to perform a job productively. Job analysis assists in determining which tasks are
critical and how to carry them out. Its goal is to establish and document the job-
relatedness of employment procedures such as hiring, training, compensation, and
performance evaluation. In order to properly analyze a job, the following steps must
be taken:

1. Keeping track of and gathering job-related data

2. Checking job information with precision.

3. Creating a job description based on the data

4. Determining the job-specific skills, knowledge, and abilities

Job descriptions and job specifications are the immediate outcomes of job
analysis.

Job Descriptions

A job description is an important document that is descriptive in nature and

contains the final statement of the job analysis. This description is critical for a
successful recruitment process. The job description describes the scope of the job
roles, responsibilities, and the job's placement in the organization. And this data
provides the employer and the organization with a clear picture of what an employee
must do to meet the requirements of his job responsibilities. A job description is
created to complete the following processes:

• Job classification and ranking

• Job placement and orientation

• Promotions and transfers

• Outlining the career path

• Future work standard development.

A job description includes the following information:

• Job Title / Job Identification / Organization Position

• Job Location

• Job Summary

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 • Machines, Materials, and Equipment

• Supervision Process

• Working Conditions

• Health Hazards

Job Specification

The job specification focuses on the requirements of the candidate who will be
hired by the HR team. The first step in creating a job specification is compiling a list
of all jobs in the organization and their locations. The second step is to generate the
job information. This is the information about each job in an organization:

• Physical characteristics

• Mental characteristics

• Physical characteristics

• Emotional characteristics

• Behavioural characteristics

A job specification document includes the following information:

• Qualification

• Experiences

• Training and development

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(Source: SpriggHR, 2020)

• Job Evaluation

Job evaluation is a comparative process that analyzes, assesses, and

determines the relative value/worth of a job in comparison to other jobs in an
organization. The primary goal of job evaluation is to analyze and determine which
jobs require how much pay. Job evaluation involves a variety of methods such as job
grading, job classifications, job ranking, and so on. Salary and wage negotiations are
based on job evaluation.

Recruitment Strategy

The second step in the recruitment process is to create a hiring strategy.

Following the completion of job descriptions and job specifications, the organization
must decide on a strategy for recruiting potential candidates. When developing a
recruitment strategy, the HR team takes the following factors into account:

• Make or buy employees

• Types of recruitment

• Geographical area

• Recruitment sources

The creation of a recruitment strategy is a time-consuming process, but having

the right strategy is essential for attracting the right candidates. The following steps
are involved in developing a recruitment strategy:
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 • Creating a board team

• Analyzing HR strategy

• Gathering available data

• Analyzing the collected data

• Developing a recruitment strategy

Searching the Best Candidates

Searching is a recruitment process in which resources are sourced based on

job requirements. After the recruitment strategy has been completed, the search for
candidates will begin. This procedure is divided into two steps:

• Source activation: Once the line manager confirms and approves the existence
of the vacancy, the candidate search begins.

• Selling: The organization chooses the media through which vacancies are
communicated to prospective candidates.

Searching entails attracting job seekers to open positions. Internal Sources and
External Sources are the two broad categories of sources.

Internal Sources

Internal sources of recruitment include: promotions, transfers, former

employees, internal advertisements (Job Posting), employee referrals, and previous
applicants.

External Sources

Direct recruitment, employment exchanges, employment agencies,

advertisements, professional associations, campus recruitment, and word of mouth
are all examples of external sources of recruitment.

Screening and Shortlisting

After the process of sourcing candidates is completed, the screening process

begins. Screening is the process of filtering candidate applications for further
selection. Screening is an important part of the recruitment process because it helps
to eliminate unqualified or irrelevant candidates who were obtained through sourcing.
The recruitment screening process consists of three steps:

• Reviewing of Resumes and Cover Letters

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 The first step in screening candidates is to review their resumes.
During this process, candidates' resumes are reviewed and checked to see if
their education, work experience, and overall background match the job
requirements.
To ensure better screening of potential candidates, an HR executive
should keep the following points in mind when reviewing resumes: Reason for
job change; tenure with each organization; long gaps in employment; job-
hopping; lack of career advancement.

• Conducting Telephonic or Video Interview

The second step in screening candidates is to conduct phone or video
interviews. The hiring manager contacts the candidates via phone or video
after the resumes are screened in this process. This screening process yields
two results: It assists in determining whether candidates are active and
available; as well as providing a quick insight into the candidate's attitude,
ability to answer interview questions, and communication skills.
• Identifying the top candidates
The final step in screening the candidates' resumes is to identify the top
candidates. This process shortlists the cream/top layer of resumes, making it
easier for the hiring manager to make a decision. The three outcomes of this
process are as follows:
• Shortlisting 5 to 10 resumes for hiring managers to review
• Providing hiring managers with insights and recommendations
• Assists hiring managers in making the best decision when it comes to
hiring the right candidate.

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Evaluation and Control

The final stage of the recruitment process is evaluation and control. The
effectiveness and validity of the process and methods are evaluated during this
process. Because recruitment is an expensive process, it is critical that the
performance of the recruitment process be thoroughly evaluated. The costs incurred
during the recruitment process must be effectively evaluated and controlled. These
include the following: recruiter salaries; advertising costs and other costs incurred in
recruitment methods, such as agency fees; administrative expenses and recruitment
overheads; overtime and outstanding costs while vacancies remain unfilled; costs
incurred in recruiting suitable candidates for the final selection process; and time spent
by management and professionals in preparing for the final selection process. Finally,
the question is whether the methods of recruitment used are valid or not. And how
effective is the recruitment process itself? Statistical data on the costs of the
recruitment process should be useful.

D. Application

1. Make a list of three companies for which you would like to work, followed by a
list of organizations for which you would not like to work. Why do you think you'd
prefer to work for one company over another? Where did you get your
expectations?

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Lesson 4: Types of Recruitment

A. Activity:

1. Search for two companies you like or love, then take notes the types of
recruitment they implement or use.

B. Analysis:

1. Compare and contrast their type of recruitment. What do you think is the best
type of recruitment (based on the article you read)? Defend your answer.

C. Abstraction

Recruitment is an important part of developing and maintaining an effective

and efficient team in any organization. A good recruitment strategy will reduce the
amount of time and money spent on extensive training and development of unqualified
resources. Have you ever considered how a recruiter finds the best candidates?
Recruiters use a variety of methods to source, screen, shortlist, and select resources
based on the needs of the organization. Recruitment types describe how an
organization reaches out to potential job seekers.

 Internal Source of Recruitment

The term "internal sources of recruitment" refers to hiring employees from

within the organization. In other words, applicants for the various positions are those
who are already employed by the same organization. When it comes to hiring new
employees, the first priority should be given to those who are already working for the
company. This is an important source of recruitment because it provides opportunities
for the development and utilization of the organization's existing resources. Internal
sources of recruitment are the best and simplest way to select resources because their
performance is already known to the organization.
The following are a variety of internal sources of recruitment:

• Promotions - refers to the process of improving the cadre of employees by

evaluating their performance in the organization. It is the process of moving an
employee from a lower-level position to a higher-level position with more

29
 responsibilities, pay, benefits, and status. Many organizations fill higher-level
vacant positions through internal promotions.

• Transfers - The process of moving from one job to another with no change in
rank or responsibilities is referred to as transfer. Employees may be transferred
from one department to another or from one location to another, depending on
the position's requirements.

• Recruiting former employees- Recruiting former employees is a process of

internal sources of recruitment in which ex-employees are contacted based on
the requirements of the position. This method is both low-cost and time-saving.
Another significant benefit of hiring former employees is that they are well-
versed in the job's roles and responsibilities, requiring the organization to spend
less money on their training and development.

• Internal Advertisement (Job Posting) - Internal advertising is the process of

posting and advertising jobs within an organization. This job posting is an open
invitation to all employees within the organization to apply for the open
positions. It gives equal opportunities to all employees in the organization. As
a result, the recruitment will be done from within the organization, which saves
a significant amount of money.

• Employee Referrals - Employee referrals are an efficient way to find qualified

candidates at a low cost. It is the process of hiring new resources based on the
recommendations of current employees. During this process, current
employees can refer their friends and relatives to fill open positions.

• Previous Applicants - In this stage, the hiring team reviews the profiles of
previous applicants from the organization's recruitment database. These are
applicants who have previously applied for jobs. These resources are easily
accessible, and in most cases, the response will be positive. It is also a low-
cost method of filling open positions.
Pros and Cons of Internal Sources of Recruitment

Internal sources of recruitment, or hiring employees from within the

organization, have their own set of benefits and drawbacks. The benefits are as
follows:

• It is simple, easy, quick, and inexpensive.

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 • There is no need for induction or training because the candidates are already
familiar with their job and responsibilities

• It encourages employees to work hard and strengthens the working

relationship within the organization.

• It aids in the development of employee loyalty to the organization.

The following are the disadvantages of hiring candidates from within the
organization:

• It prevents potential resources from being hired in the future. New resources
can sometimes bring innovative ideas and new ways of thinking to the organization.

• Its scope is limited because all vacant positions cannot be filled.

• There may be disagreements among employees regarding who is promoted

and who is not.

• If an internal resource is promoted or transferred, the position will be left

unfilled.

• Employees who are not promoted may become dissatisfied and demotivated.

 External Sources of Recruitment

The term "external sources of recruitment" refers to hiring employees from
outside the organization. In other words, the applicants looking for work in this case
are those who are not affiliated with the organization. External employees bring new
ideas and perspectives to the organization. Although hiring from outside sources is
more expensive and difficult, it has the potential to propel the organization forward in
its pursuit of its objectives.
External sources of recruitment include the following:
• Direct Recruitment - Direct recruitment is an external source of recruitment in
which qualified candidates are recruited by posting a notice of vacancy on the
organization's notice board. This method of sourcing is also known as factory
gate recruitment because it is used to hire blue-collar and technical workers.
• Employment Agencies - Employment agencies are a good source of external
recruitment. Employment agencies are run by a variety of sectors, including the
private, public, and government. It provides unskilled, semi-skilled, and skilled
resources based on the organization's needs. These organizations maintain a
database of qualified candidates and charge a fee for their services.
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 • Advertisement - Advertisements are the most widely used and preferred
external source of recruitment. The job opening is publicized in various print
and electronic media outlets, along with a detailed job description and
requirements. Using advertisements is the most effective way to find
candidates in a short period of time, and it provides an efficient method of
screening the candidates' specific requirements.

• Professional Associations - Professional associations can assist

organizations in hiring professional, technical, and managerial personnel, but
they specialize in locating mid-level and top-level resources. There are
numerous professional associations that serve as a link between organizations
and job seekers.

• Campus Recruitment- Campus recruitment is an external source of

recruitment in which educational institutions such as colleges and universities
provide opportunities for student hiring. During this process, organizations will
visit technical, management, and professional institutions to recruit students for
new positions.

• Word of Mouth Advertising - Word of mouth is an intangible method of

sourcing candidates for open positions. There are numerous reputable
organizations with a positive market image. To attract a large number of
candidates, such organizations only need word-of-mouth advertising about a
job opening.

Pros and Cons of External Sources of Recruitment

External sources of recruitment, or hiring employees from outside an

organization, has both advantages and disadvantages. The benefits are as follows:

• It promotes new job opportunities for job seekers.

• External sources help to boost organizational branding.

• There will be no discrimination or partiality among the employees.

• Because of the large number of candidates, there is more opportunity to

select the best candidate.

The following are the drawbacks of recruiting from outside sources:

• Because the selection process is lengthy, this process takes more time.

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 • When compared to internal sources, the cost incurred is extremely high.

• External candidates demand higher pay and benefits.

To summarize, the HR department should be adaptable enough to choose

between internal and external recruitment methods based on the needs of the
organization.

D. Application

1. Discuss and compare the different types or methods of recruitment. In your own
opinion, what is your best type or recruitment? Elaborate your answer.

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Lesson 5: Recruitment Policy

A. Activity

1. Go back again to Google Company, read and learn about their recruitment
policies.

2. Discuss your thoughts on their (Google Company) recruitment policies.

B. Analysis

1. What is the importance of having a recruitment policy for a company?

C. Abstraction

It is critical to implement a Recruitment Policy that includes your company's

code of conduct for attracting the best qualified candidates, as well as the rules to be
followed and the standards to be met. The policy should be aimed at the following
goals:

1. Employ the right person;

2. Conduct a broad and in-depth search for potential job candidates.
3. Hire employees who are compatible with your company's management style
and culture.
4. Handle applications with care, speed, and courtesy.
5. Hire from within and develop current employees to make them eligible for
advancement.
6. Make certain that no false or exaggerated claims are made in job postings or
help wanted ads; and
7. Individuals should be placed in positions with responsibilities and trained to
advance their careers and personal development.

D. Application

1. Design or come up with your own recruitment policies.

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 UNIT III: EMPLOYEE TESTING AND SELECTION

Introduction

Employee testing and selection entails utilizing a variety of tools and techniques
to select the best candidate for the job. The selection of the right candidate for a vacant
position will be an asset to the organization, assisting it in meeting its goals.

Learning Objectives:

Upon the completion of this module, you are expected to:

• Understand and define selection.

• Distinguish between recruitment and selection.
• Enumerate the different categories of employment testing.
• Discuss the objectives in conducting interviews.
• Discuss the WASP Approach.

Lesson 1: Definition of Selection

A. Activity

1. Read article in https://open.lib.umn.edu/humanresourcemanagement/chapter/5-

1-the-selection-process/

2. Name and discuss the steps in the selection process.

B. Analysis

1. What components are included in the selection process? Which one do you
think is the most important?

C. Abstraction

The process of selecting the best candidate for a vacant job position in an
organization is known as selection. In other words, selection can be defined as the
process of administering an employment test, interviewing candidates, assessing their
qualifications for a specific job, and then selecting the best candidate for the job. A
good selection process will assist the organization in selecting the best candidate for
the job.
35
 Selection is defined differently by different authors. Here's a rundown of some
of the definitions:

• Employee selection is a process of putting a right applicant on a right job.

• Selection is the process of selecting applicants who have the qualifications to
fill a vacant position in an organization.
• Selection is the process of identifying and hiring candidates to fill vacancies in
an organization.
• Employee selection is the process of matching an organization's requirements
with individuals' skills and qualifications.

Difference between Recruitment and Selection

The following are the key distinctions between recruitment and selection:

Recruitment is defined as the process of identifying and encouraging potential

candidates to apply for jobs, whereas selection is defined as the process of selecting
the best candidates for open positions.

Recruitment is referred to as a positive process because it seeks to attract as

many candidates as possible for open positions, whereas selection is referred to as a
negative process because it seeks to eliminate or reject as many candidates as
possible in order to identify the best candidate for the job.

Both recruitment and selection work in tandem and are critical to an

organization's overall growth.

Importance of Selection

Selection is an important process because hiring good resources can help

improve the organization's overall performance. In contrast, if a bad hire is made due
to a poor selection process, the work will suffer and the cost of replacing that bad
resource will be high.

The goal of selection is to find the best candidate who can meet the
requirements of the jobs available in an organization and will be a successful applicant.
It is critical to evaluate various attributes of each candidate in order to meet the
organization's goals, such as their qualifications, skills, experiences, overall attitude,
and so on. After eliminating candidates who are unsuitable for the vacant position, the
most suitable candidate is chosen in this process.

36
 Because hiring the right candidate for a position costs a lot of money, the
organization must follow a proper selection process or procedure. If the selection is
incorrect, the cost of inducting and training the wrong candidate will be a huge loss to
the employer in terms of money, effort, and time. As a result, selection is critical, and
the process should be flawless for the organization's benefit.

Advantages of Selection

A good selection process provides the following benefits:

• It is cost-effective and saves a significant amount of time and effort.

• It aids in the avoidance of biases in the selection of the best candidate.
• It aids in the elimination of candidates who lack knowledge, ability, and
proficiency.
• It serves as a guideline for further evaluating candidates through
stringent verification and reference-checking.
• It aids in the comparison of various candidates in terms of their capabilities,
knowledge, skills, experience, work attitude, and so on.

A good selection process aids in the selection of the best candidate for a vacant
position in an organization.

Selection Process and Steps

As previously stated, selection is critical for any organization in order to

minimize losses and maximize profits. As a result, the selection procedure must be
flawless. The following steps should be included in a good selection process:

• Employment Interview: An employment interview is a process in which a

one-on-one session is held with the applicant in order to get to know them
better. It assists the interviewer in discovering the applicant's inner qualities
and in making the right decision.
• Checking References: The process of verifying the applicant's qualifications
and experiences with the references he provides is known as reference
checking. These reference checks assist the interviewer in understanding
the candidate's conduct, attitude, and behavior as an individual and as a
professional.
• Medical Examination: A medical examination is a process that assesses
applicants' physical and mental fitness to determine whether or not they are

37
 capable of performing a job. This exam assists the organization in selecting
physically and mentally fit candidates.
• Final Selection: The final selection is the process by which an applicant proves
that he or she has qualified in all rounds of the selection process and will be
issued an appointment letter.

A selection process based on the steps outlined above will assist any
organization in identifying and selecting the best candidates for the job.

D. Application

1. Assume that you are an HR Manager, design your own selection process.

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Lesson 2: Applications and Resumes

A. Activity

1. Read the article https://www.thebalancecareers.com/resume-and-cover-letter-

writing-guide-2063178

B. Analysis

1. What is the importance of application letters and resumes?

2. What is the difference between cover letters and resumes?

3. What is a good cover letter/resume?

C. Abstraction

The application letter is a common starting point in the selection process. The
resume or bio-data is attached to the application letter. The applicant's education, work
experiences, and so on are all listed on the resume. Applications and resumes are
used to screen applications in order to select the most qualified candidates for
interviews. Screening is an important part of the recruitment process because it aids
in the elimination of unqualified or irrelevant candidates.

Applicants' resumes should be reviewed and checked to see if their education,

work experience, and overall background match the job requirements. It is also used
to make comparisons with the job description and employee specifications.

While reviewing resumes and application letters, HR must keep the following
points in mind to ensure better screening or filtering of potential candidates.

• The reason for the job change

• Staying with each organization for a long time
• Long periods of unemployment
• Changing jobs
• No opportunity for advancement in one's career

You can usually find out what an applicant can do and even some of their
working behaviour by looking at or evaluating their resumes and application letters, or
by looking at the previous jobs they have held, the reason for the change of job, and
their longevity with each organization for which they work. When compared towards
the job description and specifications, you can get a good sense of whether they are
the best person for the job.
39
 The goal of screening is to narrow the list so that the interviewer can spend
more time with each candidate during the formal interview; therefore, the golden rule
should be to interview fewer people for a longer period of time.

D. Application

1. Write/make an application letter and resume. (Look for a job postings in the
internet, write your application letter based on the job postings/vacant jobs). Send
your resume and application letter to anipilif37@yahoo.com (Your resume and
application letter will be the basis for your job interview).

40
Lesson 3: Conducting Tests of Applicants

A. Activity:

1. Read the article in https://www.shrm.org/resourcesandtools/tools-and-

samples/toolkits/pages/screeningbymeansofpreemploymenttesting.aspx

B. Analysis

1. What do you think is the most effective job-selection test? Defend your response.

2. Discuss how you will determine the most appropriate selection tool/test

C. Abstraction

Employee testing is just one of the instruments of choice to assess whether the
candidate is truly best suited for the position or for the organisation. The findings of
this test should be validated by interview, and certain tests require psychometric
interpretations.

Employee testing is divided into different categories, such as ability tests,

aptitude tests, performance tests, personality tests and honesty or integrity testing.

Ability Tests

These tests are used to measure the level of mental or physical ability of the
candidate such as:

a) verbal reasoning
b) numerical ability
c) problem-solving skills
d) motor or spatial agility
e) mechanical ability
f) finger dexterity (typing, assembling, etc.)

Aptitude Tests

These refers to standardized test to measure an individual's ability to acquire

skills or knowledge. It is a test to determine whether the applicant can develop the
skills necessary for a particular type of job.

41
 In an IT firm, for example, applicants were submitted to conduct a number of
computer tests, the idea being to determine who was inherent in the applicants' ability
to learn and understand computer programming quickly.

Performance Tests

Performance tests is an evaluation of the candidate's performance. An instance

of performance testing is the testing a secretarial applicant for typing and shorthand
skills. An example of performance tests is an actual test in Excel, Microsoft and
PowerPoint to determine the candidate's computer literacy.

Personality Tests

Personality tests are designed to describe a candidate's characteristics, how

his personality developed, his relationship styles, and what type of person best suits
him. Its purpose is to describe the candidates' patterns of behavior, thoughts, and
feelings.

Personality tests are important because they ensure that a company does not
hire someone who has a personality disorder that manifests itself in one's way of
thinking, perceiving situations, and relating to others, traits that can be dysfunctional
to the organization. These tests, however, should not be used solely as a selection
tool; they must be validated by an interview.

The following are some examples of personality tests used by businesses:

1. Rorschach test – is a sequence of ten symmetrical ink spots that you must
interpret. The ink-blot test was devised by Rorschach, a Swiss psychiatrist, to
study personality and diagnose the psychopathologic conditions of the
candidate taking the test. Psychologists use the test to investigate a person's
personality traits and emotional functioning.

2. Thematic Apperception Test (TAT) – This is referred to as the picture

interpretation technique. It employs a standard series of 30 provocative yet
ambiguous images, about which the subject must tell a story. The subject is
asked to tell as dramatic a story as he can for each image, including what led
up to the event depicted in the image, what is happening, what the characters
are feeling and thinking, and the story's outcome.

TAT reveals repressed aspects of a person's personality, motivations

and needs for achievement, power and intimacy, and problem-solving abilities.

42
Honesty or Integrity Tests

In some companies, a polygraph or lie detector test was used, with the
applicant's consent, and in others, paper and pencil honesty tests were used. These
tests are not widely used or popular; it all depends on the weight of the responsibility
of the vacant position. For example, positions with fiduciary responsibilities, such as
bank tellers or cashiers.

All of these tests should not be used as the sole basis for selecting the best
candidate; they should be validated by an interview.

D. Application

1. Go online and look for a job that requires you to take a test before applying. What
was the nature of the test? How do you believe the test will assist the employer in
shortlisting candidates who are likely to be able to perform the job? What exactly
was the test testing?

43
Lesson 4: The Interview

A. Activity

1. Read the article in https://www.shrm.org/resourcesandtools/tools-and-

samples/toolkits/pages/interviewingcandidatesforemployment.aspx

B. Analysis

1. What do you think is the best interview technique? Defend you answer.

2. Discuss in your thoughts on this sayings “"failing to prepare is preparing to fail.".

C. Abstraction

To find the best candidate, both the interviewer and the candidate must be
adequately prepared for the interview. As the old adage goes, "failing to prepare is
preparing to fail." It is essential to be well-prepared for the interview.

Interviews must be conducted correctly because they are the foundation of the
selection process. There are three primary goals that the interviewer must keep in
mind:

a. Obtaining information

b. Observing and documenting behaviour;

c. To assess the information received and observed behavior.

Preparing the Candidate

We should assist the candidate in being fully prepared for the interview in order
for the interview to go smoothly and to avoid wasting time and resources.

1. Ascertain that adequate notice of the date and time of the interview was
provided.

2. Ascertain that the candidate is aware of the venue's address.

3. When the candidate arrives at the premises, make sure they know where to
go and who to contact.

4. Ascertain that the candidate is aware of the documents that must be brought
to the actual interview.

44
Preparation by the Interviewer

It is essential that the interviewer prepare for the interview; thus, it is the
foundation of the selection process. The key to a successful interview is preparation.
The interviewer should receive proper training on how to conduct an effective interview
and be aware of the dos and don'ts during the interview.

To ensure that the interviewer is fully prepared, he must do the following:

1. Go over all of the pertinent information ahead of time – job descriptions, employee
profiles, application forms, and so on. Examine each CV or application form to identify
areas to inquire about during the interview.
2. Create a plan for how you intend to conduct each interview – consistency is
essential. This should include a list of similar questions to ask all candidates
based on the job description, employee profile, and CVs or resumes, so you
can compare like with like.
3. Set up a suitable location for the interviews. The location and layout of the room
will have an effect on the outcome.
4. Make sure you don't have any interruptions while interviewing, and don't
schedule too many interviews on the same day.
5. Allow sufficient time between each interview, allowing yourself time after each
one to finalize your notes.
6. Give your receptionist a list of candidates and their interview times. This will
assist in projecting a professional image to candidates upon their arrival.
7. Obviously, if two or more of you are conducting the interviews, the amount of
preparation required increases because each of you needs to know what role each of
you will play during the interview.

Conducting an Interview

A well-known and simple structure known as the WASP approach (lifted from
Failte Ireland, Online Business Tools) is commonly used to ensure consistency in the
interview. The acronym WASP stands for:

W – Welcome;

A- Acquire Information;

S- Supply Information;

P- Plan and Part

Welcome
45
 The interviewer should establish rapport with the applicant during the first
phase of the interview in order to make him or her open, relaxed, and straightforward.
A relaxed candidate will perform better. The interviewer should be friendly, offer him a
seat, and start by making small talk about the weather or something the candidate is
interested in. Show your appreciation for their interest in working for your company,
and the candidate will repay you by feeling more at ease and being more likely to speak
up.

The interviewer should also explain the purpose of the interview at this point. It
may be a good idea to give the candidate a realistic view of the open position, including
a preview of the position and its responsibilities.

The interview should be structured, with the interviewer outlining the format and
approximate timings and informing the candidate that he will be taking notes during
the interview.

Acquire Information

The second phase involves eliciting as much information or important details

from the candidate as possible to help the interviewer make an informed decision about
the candidate's suitability.

The interviewer should start with general questions and then move on to
specific questions. The interviewer should have a questioning strategy in place to elicit
information about the candidate's background, characteristics, personality, suitability,
and so on that is relevant to the job specification and description. The interviewer
should investigate any gaps in the applicant's resume or bio-data, but should not grill
the applicants. Keep in mind that they are applicants, not criminals. The applicants
should speak for at least 80 percent of the time and should not be interrupted while
speaking.

Supply Information

The interviewer should give the applicant the opportunity to ask questions
about the company and the job. To provide an overview of their potential role in the
company, the interviewer should discuss the roles or job description of the vacant
position. Because applicants are hesitant to inquire about the salary of a vacant
position, the interviewer should provide information about the salary and conditions of
the position.

Plan and Part

46
 The final stage of the interview is to ensure that both parties are aware of the
next steps following the interview. Before calling the references provided by the
applicant, the interviewer should obtain permission from the applicant. If the salary was
not mentioned during the interview, the interviewer should bring it up. Furthermore, the
interviewer should provide a timetable or schedule for the decision, as well as how the
applicant will be notified. The interviewer should make a point of thanking the applicant.

D. Application

1. Be ready for a telephone/video call job interview.

2. Assume that you are an HR Manager. Conduct telephone interview with your
classmates (at least 5 interviews). Apply the WASP Approach.

Lesson 5: Question Technique

A. Activity:

47 in job interviews.
1. Write possible interview questions used

B. Analysis

1. What do you think is the best question technique? Defend your answer.
C. Abstraction

The interviewer should use a questioning technique to obtain information from

the candidate or applicants. Not all HR employees can conduct interviews; they should
be trained and know how and what questions to ask. Questions are used to relax the
applicant, encourage them to speak up, delve into their background, identify the
candidate's strengths and weaknesses, and assess their overall suitability. To
accomplish all of this, the following questions should be addressed:

• Open
• Clear
• Relevant
• Well Worded
• Not leading
• Questioned throughout the interview

Types of Questions

1. Open Questions

The basic rule is to avoid using categorical questions that can only be answered with
yes or no, as this will end the discussion. Use open-ended questions to allow the
candidate to express themselves. Open questions begin with "Tell Me" or "Who",
"What", "Why", "When", "Where", and "How:"

Examples: Tell me about yourself, your family?

Where did you enrol in college?

Why are you applying for the position?

What is your ideal company?

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2. Probing Questions

Probing questions are intended to delve into something the applicant has said
or done. The interviewer should never take an applicant’s statement for granted. He
should probe to find out more information from the applicant, particularly if it is relevant
to the job.

Example: “I see from your CV that you graduated in year 2015, and had your
first work experience sometime in year 2019. Tell me what happened during those 3-
year gap, what did you do during 2015 – 2018?

3. Comparison Questions

Comparison questions are designed to get applicants to compare their previous

experiences. They are intended to determine whether or not the applicant gives some
thought to the work that they do and how this job fits into their thinking.

Example: “How is it like working in Company A? How does it compare to

Company B?

4. Behavioural Questions

This question is designed to elicit an applicant's reaction to a specific situation

or to elicit and express their character in great detail. The purpose of the questions is
to elicit as much relevant information about the applicant's character as possible.

Example: What would you do if you’re faced with an angry boss?

Questions should not have the feel of an interrogation, nor should they be
critical or disparaging. The interviewer must ensure that the questions are not too long,
as this will confuse the applicant. Questions should not be overly personal or out of
line. Furthermore, interview questions should not be closed, as this limits the
applicant's ability to provide information. An interviewer must be completely aware of
what questions he can and cannot ask during the interview. Listening is a skill in an
interview, and the interviewer must have this skill or the candidate may be turned off.

Active listening skills technique:

1. Eye Contact – The interviewer must maintain eye contact with the applicant,
proving that he is listening and encouraging the applicant to talk.

49
 2. Nodding – Nodding in agreement with what the applicant has said indicates
that the interviewer is interested in what the applicant is saying, which
encourages the applicant to express himself/herself.

3. Mirroring – Matching the applicant's body posture subconsciously relaxes

them.

4. Encouraging – Another way to encourage them to continue is to say "Yes",

"Go on", or "Mm" "Yes"

5. Paraphrasing – Recalling or repeating what the interviewer said, such as

“So, what you are saying is.” demonstrates that the interviewer understands
what the applicant said.

6. Summarizing – This could be useful if the interviewer wants to be certain

about what the applicant said.

7. Minimal Note-taking – The interviewer should not take too many notes
because it may break eye contact and be offensive to the applicant.

D. Application

1. Write your interview questions used in your job-interview and its best answers.

Discuss why you used that type of questions.

50
Lesson 6: Common Reasons Why Interview Fails

A. Activity

1. Read the article in http://hrmpractice.com/common-reasons-for-interviews-

failing/

2. Write your thoughts on the article you read.

B. Analysis

1. What is a successful interview? Elaborate your answer.

2. Discuss why there is a need to plan and prepare for the interview.

3. Discuss the reasons behind unsuccessful interviews. Make suggestions on

how to remedy these failures.

C. Abstraction

Interviews are widely used in human resource management; the majority of

organizations use and rely on them for hiring, transfers, promotions, and selecting
leaders. However, if interviews are not conducted properly, they can have a negative
impact on the selection and the business in the long run. The following are some of
the most common reasons why interviews fail:

1. Inadequate planning - If neither party is prepared, the interview is doomed to fail.

The interviewer cannot create an environment in which the applicant can present
themselves in the best possible light.

2. A hasty decision was made. - The interviewer makes a hasty decision, which is
subjective and deprives the applicant of a fair chance. Prejudices will be able to
influence their decisions as a result of this.

3. Interviews with no structure - If there is no set format for the interview, each
interview will be conducted differently, making it impossible to conduct a common
assessment of candidates.

4. Environment of the Interview - If one or both parties are uncomfortable with the
location/venue, the interview will suffer as a result. For example, if the venue is too hot

51
or too cold, the interviewer or applicant may be unable to focus on the questions
because of their discomfort.

5. An excessive number of interviews – If there are too many candidates interviewed

on the same day, those arriving later in the afternoon will have to work harder to make
a good impression. As interviewers get tired, it becomes more difficult to impress them.

6. Inadequate interview skills – If the interviewer does not work to improve their skills,
they are likely to make some or all of the errors listed above.

D. Application

1. Write a narrative on your job interview experience, what are the mistakes you
experience while conducting an interview, and discuss how you successfully
manage the interview.

52
Lesson 7: Evaluating the Results of the Interview

(Payos, R. 2020)

A. Activity

1. Evaluate the results of the interview you conducted.

2. Relay the interview results (based on format) to your instructor.

B. Analysis

1. What is the basis of your evaluation?

2. Discuss the reason why you chose the applicant (shortlisted) over the others.

C. Abstraction

Because memory cannot be trusted, the evaluation must be completed

immediately following the interview. And the interview results must be evaluated
against specific criteria, as well as against the job description and specifications (see
sample of Evaluation of Interview at Appendix A.).

The following are some suggested criteria for evaluating applicants:

1. Intelligence

2. Decisiveness

3. Energy

4. Results-oriented

5. Maturity

6. Assertiveness

7. Sensitivity

8. Openness

9. Tough-mindedness

53
 Make a hiring decision only after careful consideration of the information
gathered following the evaluation. Decisions must be made on the basis of hard facts
and objective observations that have been gathered and synthesized.

D. Application

1. Submit the shortlisted applicants and its interview results. What is the basis of
your evaluation?

Lesson 8: Selecting and Appointing Candidates/Applicants

54
 A. Activity:

1. Based on the results of your interview, select the best applicant.

B. Analysis

1. What is the basis of selecting the best applicant?

2. Discuss the methods of your selection.

C. Abstraction

After gathering all relevant information from the evaluation process, the best fit
candidate or applicant is chosen and appointed. The best-fit applicant will be chosen
only after all interviews have taken place. As an interviewer, you should not make a
hasty decision to hire someone based solely on your gut instinct. Despite the fact that
we are only humans, we have a tendency to be subjective. To eliminate subjectivity,
the following steps must be taken:

1. At the start of the recruitment process, create a job description and

specifications. These will be the selection criteria for the best fit candidate.

2. Prepare an assessment that incorporates all of the criteria; this can be done
using a numerical or descriptive scale (see Appendix A for sample).

3. Take notes on relevant information from the candidate's responses during

each interview.

4. Allow time after each interview to complete the assessment form for the
applicant in question while the details are still fresh in your mind.

5. After all of the interviews have been completed, compare all of the
assessment forms to determine the best candidate or candidates. If the
assessment identifies more than one qualified candidate, create a short list of
qualified applicants for a subsequent round of interviews or selection methods.

6. A second interview, preferably a panel interview, is essential for a senior

position.

Appointing Candidates

55
 Every company has its own approach to hiring candidates, but the following are
the general steps in hiring successful candidates:

1. Applicant was chosen

2. A verbal appointment offer has been made.

3. If necessary, a medical examination will be conducted.

4. Appointment letter was sent

5. Contract has been signed.

Appointment should be made after selecting the best of the best from among
the qualified applicants. A verbal offer is made to the applicant, usually via phone call,
informing him or her that he or she has passed the interview and has been chosen.
Some companies notify the successful applicant via email, text message, or phone
call, and invite the applicant to visit the company for contract signing. Some businesses
send a letter of appointment to the applicant and schedule the contract signing.

D. Application

1. Write a sample assessment form in selecting the best fit candidate

___________________________________________________________________

56
 UNIT IV: INDUCTION AND TRAINING

Introduction

Orientation is frequently one of the most neglected functions in any

organization, which has long-term consequences for both employees and the
company. A good orientation reduces anxiety or fear of entering an unknown place
and situation, as well as provides guidelines for conduct and behaviour. Orientation is
an acculturation process that assists new entrants in adjusting to their respective jobs
and work environments, as well as instilling a positive work and motivation.

Because “first impressions last,” every employee recalls their first few days on
the job. If the new entrant's experience falls short of their expectations, or if they have
a negative impression, expect them to have some doubts about their employment, or
worse, to consider quitting. As a result, induction is a critical activity in any business or
company.

Induction is the process of welcoming new employees and providing them with
the basic information they need to become acquainted with the company and their job
quickly. Induction is planned, and it is a systematic process that introduces new
employees to the company, coworkers, and their primary job. Orientation is another
term for induction. The goals of an induction are as follows: a.) to make the new
employee's first few days in the company as smooth and easy as possible; b.) to
quickly establish a favorable attitude and opinion of the company in the mind of the
new employee so that he or she is more likely to stay in the company; c.) Obtaining
the desired output from the new employee in the shortest amount of time.

Learning Objectives:

You are expected to do the following at the end of this topic:

• Understand the components and effects of a good orientation program

• Define Training and Development
• Understand and discuss the importance of training and development.
• Undergo an interview or telephone interview for final examination.

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Lesson 1: Orientation: The Acculturation Process

A. Activity

1. Read the article in https://www.forbes.com/sites/insights-

silkroad/2019/01/03/the-bottom-line-of-orientation-and-acculturation-in-
successful-organizations--how-do-you-get-there/?sh=6650845618fe

B. Analysis

1. What are the objectives in conducting an orientation or induction?

2. What are the components of a formal orientation? Discuss each
component.
3. What are the effects of a good orientation?

C. Abstraction

Induction is also known as orientation. Orientation is a process, not an activity

or an event. Orientation is designed to teach new employees about the company's
culture, values, policies and principles, management, products or services, and
respective duties and responsibilities. Orientation aims to alleviate the fear and anxiety
that new employees experience during their first few days at the company. It also
intends to generate positive vibes and a favorable impression of the company in order

58
to avoid employee turnover in the long run. Orientations should not be boring or
excessively long. Avoid overloading new employees with information about the
company, and give them the opportunity to ask questions and clarify some issues.

Elements of a Good Orientation Program

Orientation should be planned and formal; it should not be a one-time event.

Orientation is more than just giving a tour, handing out an employee handbook,
showing a video of the organization, and so on; it should be a planned process. It
should include the following elements:

1. Welcoming the applicants to the company

2. Visit to the facilities
3. Orientation to top management and coworkers
4. Paperwork completion
5. Review of the employee handbook
6. Examine job responsibilities

Welcoming the Applicants to the Company

This begins with a greeting from the Human Resource Officer/Head and, if
possible, the CEO. The CEO's welcome speech gives the impression that the new
entrants are an important part of the business. The welcome section includes an
overview of the company, its history, vision, mission, culture, products, and services,
which is usually done in the form of a power point presentation or a video presentation.

Visit to the Facilities

This is an important aspect of orientation; a tour of the facilities will help them
feel at ease and familiarize themselves with their surroundings. The tour should include
the plant or office facilities, the Human Resource Department, the Accounting
Department, and other top management offices. There will also be a tour of the medical
clinic, canteen, locker rooms, and rest rooms.

Orientation to Top Management and Co-workers

A meeting with the top management gives new entrants a sense of importance.
An introduction to their co-workers and immediate superior is also important because
it will put them at ease knowing who they will be interacting with on a regular basis.
Some companies assign a buddy or a mentor to new entrants to assist them in
adjusting to their new environment.

59
Paperwork completion

To avoid unnecessary unpleasant events in the future, the HR Officer or its

representative should provide a checklist of documents to accomplish (eg delayed
salary). All important documents, such as 201 Files, SSS, BIR, medical plan, and
payroll compliance, should be completed or accomplished at the time of orientation.

Review of the Employee Handbook

Employees must receive and read the employee handbook before signing a
receipt attached to a perforated portion of the handbook indicating that they have read
and understood the contents of the employee handbook.

Employee handbooks contain information on company policies, rules, and

regulations, as well as corresponding penalties and disciplinary procedures. They also
contain rules and information on benefits such as vacation leaves, overtime pay, and
so on. A company handbook also includes the company's history as well as the CEO's
or President's welcome message. A signed handbook by new entrants indicates that
they are aware of the company's policies and regulations, and thus cannot claim
ignorance of such rules if accused of violating them.

Examine Job Responsibilities

The job responsibilities of new entrants must be reviewed during or at the time
of the induction session to ensure that his expectations are aligned with those of the
company. During the review of the job description, standards should be established
against which his future performance will be measured. To avoid future legal issues,
the performance evaluation system must be explained to new entrants.

The Benefits of a Good Orientation Program

1. Reduce start-up costs.

A proper orientation can help the employee start right and finish his job quickly,
lowering the costs associated with learning the job.

2. Cut down on employee turnover.

A good orientation demonstrates that new employees are an important part of

the company; they will immediately feel welcomed, reducing their fear and anxiety
about working in an unfamiliar environment. A good orientation gives them the tools
they need to succeed in their respective jobs.

60
3. It saves the supervisor and co-workers time.

The less time supervisors and co-workers will have to spend teaching the
employees, if the orientation is better.

4. Creates positive job expectations, attitudes, and job satisfaction.

If the orientation is good, new entrants will learn as soon as possible what is
expected of them and what others can expect of them. Learn about the organization's
values and culture as well.

D. Application

1. Assume again that you are an HR Manager of a particular company, and write
your own orientation program.

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Lesson 2: Training and Development

A. Activity

1. Read article in https://www.managementstudyguide.com/training-

development-hr-function.htm

2. Write your thoughts on the article you read.

B. Analysis

1. Discuss your how you define training and development.

2. Is it possible for businesses to do away with training and development? What

is its significance to employees and businesses?

3. What are the advantages of conducting training and development? On the part
of the employer? Employees?

C. Abstraction

To maintain the company's competitive advantage over other companies, as

well as to adjust and keep up with a rapidly changing environment and a competitive
and changing global economy, all employees, regardless of rank, must learn new skills
and develop new abilities and competencies to respond to these changes. To compete
in today's highly competitive economy, the company must have a well-trained and
talented workforce. An organization's competitive advantage can only be achieved and
maintained through continuous upgrading, training, and development of its employees'
skills.

Definition of Training and Development

Employees' willingness to learn new skills and knowledge at work is an

example of discretionary behavior. The willingness of employees to learn and the
effectiveness of training and development can have an impact on an organization's
effectiveness and profitability. It would be a good place to start distinguishing between
education, training, and learning. Mayo and Lank (1994, as cited in Gold et al. 2010)
defined the following terms:

62
 • Education is the systematic exposure to new knowledge, concepts, and ideas.
It is usually intended to increase knowledge or change attitudes and beliefs.
• Training refers to solutions to a learning need that entail being taught or shown
how to do things. It is primarily a skill issue.
• Learning is centered on the needs of the employee and begins with the
individual as the beneficiary.

According to Kolb (1984), learning is a knowledge-creating process that

involves the transformation of experience and knowledge. According to Honey and
Mumford (1992), you can tell when people have learned when they can demonstrate
that they know something they did not know before and/or when they can do something
they could not do before. As a result of the foregoing, it is clear that learning is related
to knowledge, skill, and attitudes. These three are referred to as competencies at
times.

Training and development can take many different forms. The following are
some examples of different training and development activities:

• Induction training

Induction is provided when a new employee joins a company. It is partly an

information-gathering exercise, but it is also part of the socialization process, as new
employees begin to learn the rules and understand "how we do things around here."
In other words, people begin to learn about an organization's culture. Employees may
leave their new job after only a few weeks due to a lack of induction training.

• Training in Remedial Skills

Remedial skills training is used to close "skill gaps" or shortage of skills, when
an employee or group of employees lacks the skills required to perform their current
job task effectively. It is especially critical as the rate of technological change
accelerates. Investing in new machinery and software would be pointless if the existing
workforce could not use it.

• Training for advancement: This relates to the acquisition of competencies that

will be required by the company in the future. This type of training is intended to
address long-term corporate needs rather than provide training in specific skills that
are currently required. This training can also refer to employee preparation for
promotion or managerial succession, in which case it is referred to as management
development and is frequently linked to Talent Management schemes.

63
 It is also important to remember that skill development can take two forms:

1. Company-specific- pertaining to training in skills that will be useful only within

the employee's specific organization (e.g. learning how to drive a bus if you work for a
bus company).

2. Could be transferred- referring to training in skills that will be useful in a variety

of employment situations (e.g. bookkeeping or accountancy).

Importance of Training

Organizational training has always been a priority. Regardless of how well a

company conducts its recruitment activities, it will usually be necessary to provide
individual employees with the skills required to function fully within the organization.
Individuals must be trained and developed as companies change in order to continue
to function efficiently. However, for a variety of reasons, training has recently emerged
as a critical concern. Many of the reasons are related to globalization and increased
global competition, as well as the need to control costs.

The following are some of the reasons why training is critical for every
organization:

• Growing emphasis on product and service quality

To differentiate their product from that of their competitors, many businesses

are increasingly focusing on product and service quality. Striving for quality
necessitates extensive training. It is critical to provide employees with the
necessary skills to operate in a quality-oriented environment, but so is ‘attitudinal'
training. Employee commitment to quality and the ethos of continuous
improvement necessitates extensive corporate values and corporate culture
training. Developing a quality philosophy, or a "quality culture," is thus a significant
training and development issue (Mabey and Salaman, 1995).

• Flexibility
The environment in which businesses operate is becoming increasingly
volatile. Employees within organizations must be adaptable in order for
organizations to be able to adapt to changing environments. An organization can
only benefit from an emerging market or move into a new market niche if its
employees have the necessary skills to operate effectively in the new market or
niche (Crofts, 1995).

• New technology
64
 With the advancement of technologies, there is an increased demand for
labor that possesses the necessary knowledge and skill to effectively use the
technology. Companies will be unable to capitalize on new technological
developments or adapt to new technology unless their workforce possesses the
necessary skills. It is also critical for managers to receive training in new technology
if they are to be able to disseminate knowledge to their subordinates (Hyman,
1996).

• De-layering and downsizing in lean organizations

Companies have recently sought cost-cutting measures. Initiatives may include
the elimination of middle-management layers. The remaining managers and
supervisors' "span of control" has grown. They are now in charge of a broader
range of functions and a larger number of employees. Managers and supervisors
can no longer exercise direct control over their subordinates as spans of control
increase. Instead, managers are expected to delegate more and trust their
employees. As a result, equipping managers with the interpersonal and coaching
skills required to adopt this management style is becoming increasingly important
(Hyman, 1996).
• Employee commitment
There is a growing understanding that providing training, employee
development, and long-term education is critical to generating employee
commitment (Holden, 2001). Training and development, according to research
(Wiley 2010), play a role in influencing employee engagement in organizations.
This is particularly true for graduate recruits. It is becoming increasingly clear that
new graduates will be unwilling to work for companies that do not provide them
with opportunities to learn new skills for systematic management development
(Tulgan 2009).
• Overflow effect
Individual employee training may have a positive impact on all other employees
in that team or section. Through collaboration and daily interaction, the person who
was trained may transfer better performance or more skilled working practices to
their coworkers. The organization gains more than just the money spent on a single
training course. Managers may make the deliberate decision to send only one
worker to the course to learn new skills, with the expectation that that worker will
train the others. This is known as cascade training. The advantage is that it is less
expensive because only one worker attends a course. The disadvantage is that if

65
 the trained worker does not fully understand the training, all of the workers in that
section will be under-trained as a result.

• Labor and skill shortages

Companies cannot expect to find skilled workers among the shrinking pool of
unemployed in times of low unemployment. In such a case, if a company requires
specific skills, it becomes increasingly important to develop them in-house. However,
when there are a large number of unemployed people, organizations do not need to
train. Most labor markets experience skill shortages, so even if there are a large
number of people looking for work, they may lack the necessary skills and knowledge.

Reasons for Employee Training and Development

1. When a performance evaluation indicates that performance should be

improved.
2. To assess the progress of a performance improvement initiative.
3. As part of a broader professional development plan.
4. To help an employee eligible for promotion.
5. To put a new performance management system to the test.
6. To provide training on specific topics such as computer skills, quality
assurance, communications, supervisory, customer service, human relations,
how to handle a grievance and discipline, labor relations, safety, and
negotiations, among many others.

Benefits of Employee and Training Development

1. Job satisfaction and morale have improved.

2. Employee motivation has increased.

3. Increased process effectiveness, resulting in financial gain

4. Enhanced ability to adopt new technologies and methods

5. Increased strategy and product innovation.

6. Employee turnover should be reduced.

7. Improved company image

8. Improved risk management and ethical business behavior

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D. Application

1. Make a list of all the reasons why training and development are critical to the
success of organizations.

2. Search for a real company (internet or in real business setting) , give comments
on their Training and Development. What do you think is/are the appropriate
training(s) for that particular business?

67
 References

Failte Ireland (2013) Recruitment and Selection: A Guide to Help You Review Your
Existing Approach to Recruitment and Selection.

Dessler, Gary (2010) Human Resource Management. Prentice Hall.

3G Learning (2016). Human Resource Management in Small Business.

Istika, Josephat S. (2011). Fundamentals of Human Resource Management.

Maera, B. and Petzall, S. (2013). Handbook of Strategic Recruitment and Selection:

A Systems Approach.

Picardi, C. (2019). Recruitment and Selection, Strategies for Workforce Planning and
Assessment. University of Bridgeport, USA.

Parker, Y. (2012). The Damn Food Resume Guide: A Crash Course in Resume
Writing.

Wood, R and Payne, T. (2012). Competency Based Recruitment and Selection.

Fein, R. (2012). 101 Hiring Mistakes Employers Make, & How to Avoid Them.

Arthur, R. (2012). Recruiting, Interviewing, Selecting and orienting new Employees.

Straub, J. (2014). The Job Hunt: How To Compete & Win.

68
 APPENDICES

Appendix A. Sample of Evaluation Form (Source: Failte Ireland, Recruitment and

Selection)

69
Appendix B

COURSE GUIDE
Course: Recruitment and Selection Semester: 1st School Year: 2021-2022

Class Schedule: Instructor: DR. FILIPINA C. CARATAY

Course Description:

This covers the fundamental methodologies of attracting new talents needed by

the organization with emphasis on effective sourcing of manpower, selection of
prospective employees, matching job requirements with qualifications of applicants in the
work place, induction of newly hired employees to facilitate their integration in the new
business environment. The students will be oriented with the strategies and techniques
to fill up vacant positions at the right time with adequate qualifications of new hires will
help organizations achieve its business plans and operational objectives for a given
period.

Course Outline

SCHEDULE TOPIC

Day 1-9 I. Introduction:

• Overview of Human Resource Management
• Definition of Human Resource Management
• Origin and Development of Human Resource Management
• HRM vs. Personnel Management
• Functions of Human Resource Management
Chapter Exercises
Day 10-18 II. Recruitment
A. Definition of Recruitment Goal, Purpose and Importance
B. Factors Affecting Recruitment
C. Recruitment Process
D. Types of Recruitment
E. Recruitment Policy
Chapter Exercises
Midterm Exam

Day 19-27 III. Employee Testing and Selection

• Definition of Selection
• Applications and Resumes
• Conducting Tests of Applicants
• The Interview
• Question Technique
• Common Reasons Why Interview Fails
• Evaluating the Results of the Interview
• Selecting and Appointing Candidates
Chapter Exercises

Day 28-36 IV. Induction and Training

A. Orientation: The Acculturation Process
- Elements of a Good Orientation Program
- Effects of Good Orientation Program
B. Training and Development
-Definition of Training and Development
- Typical Reasons for Employee Training and Development
- Specific Benefits of Training and Development
70
 Chapter Exercises/Telephone Interview

Course Requirements:

Course Learning Outcomes: Required Outputs:

Upon the completion of the course, 1. Chapter Exercises
the students are expected to:
2. Video Call or Telephone
1. Describe the importance and relevance Interview/Exam
of recruitment and selection to
business organizations.
2. Evaluate the role that human resources
planning, organizational and job
analysis have in recruitment and
selection.
3. Develop and participate in interview
process.
4. Undertake full and fair recruitment and
selection systematically.
5. Understand and discuss the influence
of recruitment and selection process in
organizational growth.
Course Policies Grading System
This learning material is designed to
provide contextual and foundational
The grades for each rating period shall be
knowledge on the subject/course being
computed as:
pursued and is intended to be used by the
students for independent study as an 60% Chapter Exercises
alternative method of learning in this trying
times of COVID-19 pandemic. /Telephone Interview

The material contains discussions, 40% Major Exam

examples/illustrations and exercises intended 100% Total
to recapitulate what the students have
learned in every chapter, thus, requiring their
determination in realizing the expected
learning outcomes.
Ideally, the chapter exercises should
be answered and complied with on or before
the telephone interview, These shall
contribute to 60% of their grades while the
remaining 40% shall be taken from their
major exam.
While it is true that the subject covers
a wide range of topics, the students should do
supplemental readings from other sources or
references.
Should the students need advising on
the topics, the faculty shall be ready to consult
with the student online or thru phone
conversation.

71
References:
1. Failte Ireland (2013) Recruitment and Selection: A Guide to Help You Review Your
Existing Approach to Recruitment and Selection.
2. Dessler, Gary (2010) Human Resource Management. Prentice Hall.
3. 3G Learning (2016). Human Resource Management in Small Business.

4. O. Maera, B. and Petzall, S. (2013). Handbook of Strategic Recruitment and

Selection: A Systems Approach.
5. Picardi, C. (2019). Recruitment and Selection, Strategies for Workforce Planning and
Assessment. University of Bridgeport, USA.
6. Parker, Y. (2012). The Damn Food Resume Guide: A Crash Course in Resume
Writing.
7. Wood, R and Payne, T. (2012). Competency Based Recruitment and Selection.
8. Fein, R. (2012). 101 Hiring Mistakes Employers Make, & How to Avoid Them.
9. Arthur, R. (2012). Recruiting, Interviewing, Selecting and Orienting new Employees.
10. Straub, J. (2014). The Job Hunt: How To Compete & Win.

Consultation Schedule:

Monday and Wednesday 1:30-4:30 through messenger/anipilif37@yahoo.com

72