REVIEWER HUMAN RESOURCE MANAGEMENT

CHAPTER 6 TRUE OR FALSE

THE HIRING STAGE: RECRUITMENT AND EMPLOYEE SELECTION

A. What is recruitment?
 It is an HRM practice of tracing and enticing probable hires from a pool of job
seekers.

B. Sources of Locating and Attracting Candidates

I. OUTSIDE SOURCES
1. Advertising – usual manner of locating potential hires through advertising.
Through television ads, radio, direct mail, and print ads.

2. Walk-ins- people who do not apply in response to any type of

advertisement, but rather come into a company, submit an application and a
curriculum vitae, then aspire to get the job.

3. Internet Recruiting – It is type of recruitment through internet, job posting,

links, social media.

4. Employee Referral Program – it is type of recruitment approach used by

organizations to find applicant through the help of their existing employees.

Several ways to increase effectiveness of Employee Referral Program

a. “Up the Ante” – Companies pay high commissions to employment
agencies and search firms.
b. Pay Performance – It is where to save part of the referral bonus until the
new hire has stayed for six months.
c. Tailor the Program – This includes communicating the skills required and a
reaffirmation of the values and ethics sought in applicants.
d. Increase Visibility – It is where some companies use new and unique
strategies such as “dinner with the CEO”, or “pick your own prize from the
list.”
e. Keep the Data – it is where some companies store the application letter
and curriculum vitae just in case of another opening arises.
f. Widen the Boundary of your strategy – it is where companies have
mailing lists of “corporate friends” that can be used to seek out potential
candidates.
g. Measure Outcomes- it is where managers need to take a careful look at
the volume of referral, qualifications of candidates, and success of new hires
on the job.
5. Head Hunters – these are search firms that help companies fill executive
positions
6. Campus Recruiting – This method forms a strong linkage with colleges and
universities to search and eventually hire students who possess the right fit
in terms of competencies.
7. Employment Agencies- it is where public and private companies provide
employment both have the same aim, to assist companies with their staffing
need requirements.

II. RECRUITMENT FROM WITHIN

Recruitment from within- Middle-level managers try to abide by the policy of

filling job openings via job promotions and job transfer.
 Some indicators of a Poor Internal Filling of Positions
a. Keys jobs are not filled immediately
b. Key roles can only be easily filled by an external candidate
c. Not every current employee turns out to be the right one for the
job
d. Preferential treatment is the basic of advancement

C. Methods for Identifying Qualified Internal Candidates

The proper use of internal recruitment demands an effective internal process
for tracing the most qualified job seekers and motivating those who see
themselves qualified to apply for the job opening.

Two types of Methods for Identifying Qualified Internal Candidates

1. Inventorying Management Talent – It is where companies are
electronically capturing qualifications of each their employees using
information to properly spot the skills and capabilities of their existing
employees.
2. Job Posting and Job Bidding – organizations communicate information
about job openings. The jobs are normally published on firm’s data base
or on company bulletin boards easily visible to employees
3.
D. Steps in Recruitment
1. Determine Job Vacancy – A job vacancy within a company may exist for a
variety of reasons. It could be due to retirement, resignation, job abandonment,
and termination.
2. Plan How to Fill an Open Position – Managers should decide whether to
advertise internally or externally, and whether to take in core personnel or
temporary workers.
3. Identify the Target Segment – At this point, firms should be able to pinpoint
who they want to hire.
4. Reaching Out to Target Segment – At this point companies must set a
preferred way to reach out their target talents.
5. Meet-up with Job Candidates- At this point recruiters conduct an initial
screening to ensure that job seekers meet the job specifications.

CHAPTER 7

EMPLOYEE SELECTION

A. The Selection Process

Selection – It is rather extensive and complicated because it comprises a set of

steps to making a final hiring decision.

STEP 1- Completion of Application

*Application form plays a primary role in the hiring decisions because it
introduces a jobseeker to the company while giving the employer preliminary facts
about the job applicant.

a. Application Date – This allows employers to mark when the form

was accomplished and gives them a clue when to put the form in
file.
b. Educational Background – It is the academic record but not the
inclusive dates of attendance since that can be connected with age.
c. Experience – It is virtually any question that focuses on work-related
experiences are allowed.
d. National Origin
 e. References – It is the character reference.
f. Disabilities- Employers can ask whether an applicant needs
reasonable accommodation.
STEP 2- Initial Interview in the HR Department
The first interview is preliminary and its purpose is to eliminate applicants
who are clearly unqualified on the basis of their apparent characteristics such as
age, height, physical condition, years of experience, educational attainment, etc.

STEP 3- Pre-employment Testing

Pre-employment Test – are necessary to predict the quality of the job
candidate under certain circumstances.

STEP 4- Reference/ Background Check

It is a process whereby employers check the authenticity and accuracy of the
information provided by the applicant in his or her resume.

STEP 5- Supervisor/ Team Interview

After preliminary screening has been conducted, the job candidate is
deemed to be most qualified is endorsed to the unit or department that sent notice
about the vacancy, and ultimately undergo a final interview with the unit or
department manager.

STEP 6- Medical Exam/ Drug Test The pre-employment medical tests are
administered to ensure the company that the potential hire is physically able, with
an overall excellent health condition, and fit to perform any designated task.
STEP 7- Hiring Decision
The hiring team should understand that decision should be based on the
selection criteria and not who has emerged as a frontrunner because of a certain
positive trait.

STEP 8- Job Offer

Now that the final decision has been made and the right match found, it is
time to make a job offer.

B. Types of Pre- Employment Test

Pre employment tests - are means of measuring and screening the most
qualified applicants for the job in terms of attitude, behavior, personality, etc.
 Polygraph test – It is a type of instrument specifically used to interrogate
and investigate an applicant about certain events and determine whether if
the individual is telling the truth or lying when responding to questions.
 Honesty and Integrity - Honesty and integrity tests are usually
administered to applicants whose job includes handling money, or those the
banking industry or sales and marketing.
 Graphology - refers to the analysis of the handwriting of a person and is
now also used to interpret a person's character, personality, and emotional
and intellectual capacity.
 Physical Aptness - Besides knowing a person's personality traits, managers
also demand the assessment of an individual's physical strength. Practices
from the past note that employers put more emphasis on stamina, vigor,
height, and weight as essential job requirements.
 Medical - The medical test should only be performed after the job offer has
been made.
 Drug tests - are randomly administered to applicants who belong to specific
occupations like transportation, military defense, and in the aviation industry.
  Personality and Interest Inventories – The aim of this pre- employment
test is to gauge the person’s overall personality and behavioral traits.

C. The Job Interview

Job Interview – is a formal conversation between a job applicant and the

employer’s representative.

1. The Unstructured Interview- This is a form of interview in which questions are

not ascertained ahead of time. It has a tendency to be a bit unrestrained and free
flowing, comparable to a regular chat.
2. The Structured Interview - This is when all questions are prepared beforehand.
Structured interviews have uniformity, which means each person being
interviewed is asked the same set of questions in precisely the same order and in
precisely the same way.
3. The Panel Interview- This type of interview involves a group of interviewers who
alternately pose questions to a certain job applicant.
4. The Computer and Virtual Interviews - Virtual interviews, also known as digital
or video interview allows people to conduct an interview in an automated manner
by conducting it online.

MULTIPLE CHOICE

A. Performance Appraisal Methods

1. Character Traits Method – This method could be an edge for employees who
are demonstrative, innovative, and are rewarded for work that requires such
traits.
a. The Graphic Rating Scale – It evaluates the extent to which an individual
possesses certain traits or behavior that are useful in achieving outstanding
performance.
b. Mixed Standard Rating Scale – This method is newer version of the
graphic rating scale. The evaluator furnished with performance dimensions
showing outstanding, average, and bad performance.
c. Forced Choice Method – The evaluator provided with questions in multiple
choice format, from which he is required to choose a single option in rating
the employees.
d. Written Report Method – This is also known as essay method. The
evaluator prepares a written report that details the employee’s strengths and
weaknesses in essay form and ultimately offers recommendations for
improvement.

2. Behavior-Based Method – it was designed to especially outline which conduct

or attitude is permissible and not permissible at work.
a. Critical Incident Appraisal Method – In this method, manager keeps a
record of exceptionally good and unacceptable employee behaviors.
b. Behavioral Checklist Method- This method has been used by evaluators
to rate behavioral aspects that are relevant to the employee’s job.
c. Behavioral Anchored Rating Scale – This type of appraisal technique
whose rating scales are behaviorally anchored on a sequence of statements
that are descriptive of the employee’s behavior.
3. Output – Based Method – usually provide employees the control for their
outputs, and the same time giving them freedom to chose the method they
want to use.
a. Product-Based – A performance review technique based on production is
often a well-liked option for those in outcomes-based functions.
 b. Management By Objectives – Or popularly known as MBO which describes
the particular purpose or objective of an organization that employers can
convey to employees, then decide on how to achieve each objective.

B. Performance Evaluation Errors

C. Halo effect- This error occurs when a supervisor gives an all-positive rating on the
basis of one or more traits and characteristics of an employee although the
performance is below standard, thus ignoring certain negative traits.
D. Horn Error- As opposed to halo effect, this error occurs when supervisor sees only
a particular negative trait of an employee and give the employee a low rating on
all areas of his performance.
E. Central Tendency – It is rating the performance of all or almost all employees as
average, notwithstanding the level of performance of the employees.
F. Strictness/ Leniency – This error occurs when a supervisor rates employee
performance as either too low or too high.
G. Bias- The likelihood that the supervisor negatively rates employee performance on
the basis of age, sex race, and other personal characteristics.