CHAPTER 4RECRUITMENT,

SELECTION, AND PLACEMENT

Reported By:

Mark Luis BasasPureza Bacaoan

Chrislyn Mae BarrosoDonabelle Ordinario

Christian Palisoc

Human Resources Management is most concerned with recruitment in the provision of manpower for the organization.

Recruitment is the human resources management function that involves finding and attracting prospective employees to apply for vacancies for which they can be hired.

Selection is the process of choosing the best qualified for the vacancies considering their education, experience, potential and personality through their written application, interview, skill and mental ability tests and health examination.

Placement is the assignment of the worker to the job for which he or she applied after the worker characteristics have been found to be what are needed for the job.

JOB DESCRIPTION AND SPECIFICATION AS

RECRUITMENT DEVICE A pre-recruitment step that must be made by the HR staff is the preparation of the job description pointing out the tasks, duties and responsibilities of the worker and the job specification that clarify the qualifications that the applicant should possess. Without these likelihood would be for the human resource staff to find jobs for people rather than fit people to the jobs.

The requirements of the job and the conditions connected with the work are key factors in preparation of materials and methods in the recruitment, selection and placement of the worker.

The possession of the skill at the time of recruitment may be effectively discovered by the HR staff and others involved in the process if the tasks, duties and responsibilities of the job have been used to state the characteristics of the worker deemed employable for the job.

VACANCY AND RECRUITMENT LIST

The monitoring of information on the recruitment to be done and the compilation of the list for vacancies to be filled is another vital pre-recruitment step. The recruitment process must take-off on the basis of clear information and should be done with ample time for deliberate rather than hasty action. Where recruitment has to be done hurriedly the personnel staff shall be constrained to top sources of recruits that may not yield the best categories of applicants available.

SCOUTING AND INVITING THE RECRUITS TO APPLY

Actual recruitment begins when HR staff have identified the source of applicants. The personnel office should send out information about the vacancies as a way to invite the applicants. The invitation should be attractive enough to those who have better qualifications. It should not, however, give false expectations to the applicants.

SCREENING THE APPLICATIONS

AND THE APPLICANTS

The flow of applications to the HR staff gives rise to screening the applications to find out who should given a chance to be met for initial interview. At this point, the applicant is evaluated as to the fitness of his or her qualification to the job, subject to further screening. When the qualifications fall short of the expectations of management, the applicant does not get invited for interview, obviously because it is not necessary.

COMMON CAUSES OF APPLICANTS BEING DISQUALIFIED FROM THE INITIAL INTERVIEW :

Lack of minimum educational qualification or necessary professional license.

Being overqualified educationally. Lack of relevant experience. Being too young or too old for the job. Being too short or too obese for the job. Lack of competence in a critically needed

skill in language or technology. Non-acceptance of the negative aspect of

the job.

Screening is never done to discriminate against people for reason of religious, sex or ethnic origin. In the public sector, having no civil service eligibility is a hindrance to getting to the initial interview.

THE SCREENING INTERVIEW

The initial interview is used to check on the entries in the application form in order to find out whether the applicant should move on to take the different tests that are integral to the selection process. This interview is to limit the number of examinees to those who have the chance to pass the weed out those who will not be good choice even if they pass the tests. In the screening interview, the applicant is appraised for personality traits. Application forms are generally given to the applicants for them to fill. The process of filling the application can project the applicant’s personality aside from providing the essential information. The rule of three may be employed in the interview process meaning that the HR Recruitment officer, the immediate supervisor, and the head of HR or the head of the company, in case of small organizations, must be involved in the interview process to ensure quality of recruits.

MENTAL ABILITY AND SKILLS TEST

This tests are administered to separate the poor thinkers from those who are better thinkers and the better skilled from the less skilled. They are use to increase the likelihood of choosing the better applicant who might not be mistaken to have less merit if no tests is given. Usually, the HR staff also verify the work performance and behavior of the applicant from previous employees either through phone, written or personal verification.

THE SELECTION INTERVIEW

Selection interview is done after the applicant has passed the mental ability and skill examinations. This interview is sometimes done to deepen the background check on the applicant and to find out how the applicant views working in the organization. It may even touch on the career plan of the applicant. The interviewers who come from the HR staff and line supervisors are not only conversant with the job and the skills requirement for the job. They also have clear ideas about qualities that make good workers. For this reason the interviewer must be a skilled communicator who can make the applicant react and come forth with the information.

PHYSICAL AND MEDICAL EXAMINATION

This requirement is to preclude the hiring of an individual who will not have the stamina for work, who has inherit physical disability, who is prone to have bad reactions to conditions in the workplace or who is already sick but may not appear as such. The medical and physical examination is to avoid accidents in the workplace, absenteeism due to poor health, loss of productivity due to illness or fatigue, and spread of disease to others in the organization.

APPOINTMENT TO A POSITION

After going through the selection process, the applicant who has been found suited to fill a job or position is hired by the organization by way of an appointment which may be probationary, temporary or contractual in the public sector. The contract contains the salary and other terms of employment. In some cases, the contract is silent on the period of employment so that the tenure of the worker is governed by the provision of the Labor Code of the Philippines. After six months, an employee of a private company usually acquire permanent status. A very important aspect of the appointment to a position in the government service is the completion of the employees personal record for transmittal to the Civil Service Commission for approval. In the private sector, the personnel records may be compiled after the worker has began working considering the papers submitted during the recruitment and selection process could be temporarily accepted as adequate.

JOB PLACEMENT OF THE NEW WORKER

The final stage in the entry process for the new worker is placement in the specific job or position for which he or she has been hired. This stage attests to the fitness of the worker to the job. It is here that characteristics are revealed during the selection will be tested. Whether the worker will be effective on the job will depend on how he or she adapts to the duties and essential interactions at the workplace. Placement is commenced by a familiarization of his job, the organization, the policies and the physical environment. Placement is not only assigning the worker to a spot in the workplace. It is also giving the worker a sense of belonging. Usually, the company, through the HR Office, conducts regular orientation programs for new employees.

SCOPE OF THE RECRUITMENT POLICY

The important matters that recruitment policy should cover are as follow:

1. Intra-organization recruitment.This policy has the effect of supporting the career plans of the workers in the organization.

2. Recruitment of worker’s relatives.This is preferred when management would like to have an environment of particular and personal interaction in the organization.

3. Recruitment with age limit.The applicants are not supposed to be beyond a certain age level.

4. Recruitment of applicants with experience.The policy to recruit experienced workers may not removed the need to orient the new worker being able to do the work well with only a short period of adjustment.

5. Recruitment from competition.This policy is supported by an offer of higher salary rates to the workers competitors, the recruitment policy is actually a policy of piracy.

6. Campus recruitment.A policy for campus requirement carries with a selection of the schools and group of graduates to be recruited.

7. Recruitment through placement offices.A policy to recruit through placement offices is effective when the organization enjoys prestige as employer otherwise the response would be very insignificant because placement offices send their candidates for work to the reputable organizations.

8. Open recruitment.The policy to recruit from all sources of applicants indicates the absence of a management contemplated recruitment program. This policy merely opens the door for entry of all applicants.

RATIONALE FOR EMPLOYEE SELECTION

Employee selection is given much attention and effort by the employer for many reasons other than the exercise of the prerogative to choose the workers to be hired to do the job. As an act of judgement on the fitness of the individual to the peculiarities of the job, selection has far reaching implications to the interest of the enterprise or the bureaucracy which are as follows:

1. The employer has to avoid employing the mediocre.Mediocrity which is the possession of inferior skills and characteristics can be found in the worker only after he has been hired, unless the employer applies very careful measures of selection. Mediocrity of the worker translates itself to low productivity and others problems in the workplace.

2. The employer must seek workers with potential.This implies that every worker must be considered trainable.

3. The employer has to preclude the hiring of problem workers.Applicants for jobs may have the skills for the job but they may also have personal characteristics that may bring problems to the organizations. Aggression, adverse political agenda, malingering , absenteeism and irresponsibility can be discerned early enough through the selection process even if only in a limited way.

4. The employer must get the best out of the pay scale for the job.Salary consideration is the applicant’s main basis of choice of recruiting organizations even if in the long run job satisfaction may depend on wage factors. seek workers with potential.

5. The employer has preference in employee personality.Selection is not purely a matter of measurement of intelligence, skills and physical attributes. It is a search of personality that will fit into the job and the management style of the organization.

CONSEQUENCES OF POOR SELECTION OF NEW WORKERSThe new worker from whom much may be expected may turn out to be bundled of problems, which may include: Lack of aptitude for the job. Poor work habits. Poor human behavior. Lack of potential leading to a high cost of

orientation and training that produce little results. Loss of opportunity to high new workers until a

legal ground for separation of the inferior worker occurs.

Criminal tendencies fir theft, pilferage, willful damage to property and assault on other persons in the workplace.

PRINCIPLES IN EMPLOYEE SELECTION

1. Have more than one tentative choice for each job.

The selection process should produce a number of prospects for a final choice up to the time of decision to appoint who is best for the job.

2. Choose the worker for present and future technology.

The entry of new workers should be in response to the needs of existing vacancies and level of operation. However, the selection process should be conducted to get those who can be trained for the perceived change of technology in the organization.

3. Choose the worker with a career plan.

One may not have a clear vision of the career he wants but having a career idea and desire is essential.

4. Choose the worker who likes working with others.

Teamwork is the essence of management effort and those who cannot work well with others will make team building difficult.

5. Choose the worker with a pleasant job history.

Unpleasant job history have in many cases been traced to poor job performance and negative behavior of the worker.

TEST ADMINISTERED IN WORKER SELECTION

Test should not be relied upon as the singular basis of selection of the workers to be hired. Passing a test does not show that the applicant will definitely become a good worker. Tests cannot accurately predict the future performance or behavior of the worker. Even the much used Intelligence Quotient (IQ) has been shown to be a poor prediction of success in life and on the job.

The following are the commonly used types of tests in the selection of employees:

1. Intelligence Test.

This test is to find out how well the mind of the applicant functions in regard to such mental processes as proportions, relatives, comparisons, contracts, inversion, association, deduction, distinction and classification.

2. Language Proficiency Test.

How well the applicant writes, speaks and comprehends language is therefor a subject of testing in some jobs.

3. Arithmetic Ability Test.

The test of ability to solve computational and problem type questions is administered to applicants to find out if they are number literate.

4. Aptitude Tests.

How the worker will perform on the job can be influenced by his psychological frame and inclination to do a particular line of work.

5. Personality Tests.

The test are for prediction of behavior or merely as inventory of characteristics of the job applicant.

6. Skills and Manipulative Tests.

These test are job specific.

THE INTERVIEW AS A SELECTION PROCESS

Structured Interview.

This is with the use of a questionnaire.

Open-Ended Interview.

When the question are asked spontaneously depending on the need to ask the applicant what will reveal the important aspects of his or her personality, experience or qualification.

Thanks for Listening

GodBless !!!