The document discusses human resource planning, recruitment, selection and placement. It covers the 5 steps in human resource planning which are determining workload, studying jobs, forecasting needs, inventorying staff, and improving plans. It also discusses recruitment procedures such as job analysis, testing, interviews and checking references. The goals of selection are to find qualified candidates and create goodwill. Personality, mental ability and skills tests are used to evaluate applicants. The interview process aims to assess qualifications, inform candidates and develop relationships. Validity testing ensures tests accurately predict job performance.

1. HUMAN RESOURCE
PLANNING,
RECRUITMENT,
SELECTION AND
PLACEMENT

2. Human Resource Planning
 The process that links the human
resource needs of an organization to
its strategic plan to ensure that staffing is
sufficient, qualified, and competent enough
to achieve the organization's objectives
 a vital organizational element for maintaining
a competitive advantage and
reducing employee turnover

3. 5 STEPS IN HUMAN RESOURCE
PLANNING
 1. DETERMINING THE WORKLOAD
 2. STUDY OF JOBS IN THE COMPANY
 3. FORECASTING HUMAN RESOURCE
NEEDS
 4. INVENTORY OF MANPOWER
 5. IMPROVEMENT PLAN

4. 5 STEPS IN HUMAN RESOURCE
PLANNING
 1. DETERMINING THE WORKLOAD
 The kind and magnitude of the workload
determines:
 The organizational structure
Number of employees needed
Quality of employees needed

5. Factors in determining:
Business development & assumptions
Corporate planning
Economic forecasts
Changes in plans and products
New product lines
Mergers and consolidation
Other trends

6.  2. STUDY OF JOBS IN THE
COMPANY
Job description
Job specification

7.  3. FORECASTING HUMAN RESOUCE
NEEDS
 How many specialist, professionals or executives
are needed?
 What is the level of each?
 What kind of specialization should each have?
 What other production personnel are necessary
and how many for each category?

8.  DELPHI TECHNIQUE
 Collecting opinions of experts in the field of
interest
Questionnaires are sent to group of
experts who are anonymous to each
other to obtain information
Present graphic diagram of factors
presumed to affect the net demand for
personnel.

9.  4. INVENTORY (AUDIT) OF MANPOWER
 Assess the following:
Skills
Career aspirations
Strengths
Weaknesses
Potentials
Promotability

10.  Filling of positions
 Promotion
 Transfer
 Assignment of qualified personnel
 Results:
 Just have enough manpower
 Excess in the number of available manpower but
lack skills required
 Insufficient number of available manpower and
their skills are also inadequate to meet the needs
of the work inputs.

11.  5. IMPROVEMENT PLAN
 Implementing and improving of the plan to meet
the objectives of the corporation/department
SHORTFALL REMEDY
Number of personnel
Recruit inside/outside of
the organization
Skills of present
employees
Increase skill through
trainings and development
programs

12. Reason for Proper Selection of
Employees
 Proper Selection of workers will help the company to achieve
the company objectives
 incompetent worker is a liability to the company
 personnel requirement vary from job to job
 people have varying degrees of intelligence, aptitude and
abilities.
 not all individuals have the same interest, goals and objective
in life.
 careless hiring is costly and can cause problems to the
company, especially to the supervisor and managers who
have to deal with workers.
 Labor laws protect employees making it difficult to fire
incompetent and problem employees

13. Reason why an incompetent
worker is a liability to the
company?
 long job training
 closer supervision
 low quality of output
 reason for the decline of customer

14. Difficulty in firing incompetent
and problem employees
 The labor code of Philippine protect employees from arbitrary
termination. Hiring an employee establishes long term relation with
the worker.
 Things to consider when firing
1. Think thing through
2. Is the firing for a valid reason?
3. Don’t get personal
4. Create a papertrail if the employees performance reviews
5. Keep information confidential
6. Consider all legal requirement you must comply and not to
fail to fulfill them
7. Arrange for any necessary parties to be present at the
meeting
8. Be frank with your reasons for firing the employee

15. Responsibility for recruitment,
selection and hiring of
employees
 For small enterprise
-the owner or the superintendent or the manager is
responsible for recruiting, selecting and hiring
employees.
-relies on the appearance, impression during the
interview and the way the applicant talks.
-there are times that the supervisor or the department
head does the hiring himself.
 For large enterprise
- in large enterprises, they assign the job of selecting
and hiring employees to an employment office or
personnel staff who assist the line supervisor in this
task.
- they rely on well established procedures.

16. Selection by Individual
Supervisor
-Supervisor has the tendency to hire the first satisfactory
applicant.
-Supervisor who does his own recruiting and hiring limits his
field of selection. Usually to applicants recommended to him or
who directly applies.
-Centralization of Personnel Selection and Hiring
-Screening and hiring process should be centralized for the
hiring policies to be consistent and efficient.
-Screening is done by personnel department and the final
decision is to be made by the supervisor or the manager.
-Hiring consultants is the practice of the forward looking firms in
Philippine (for supervisory and managerial positions).
-Companies specifies the job description to be filled and the
desired qualifications of the worker as indicated in the job
description and specification.

17. Installing a program for
recruitment, selection and hiring
1. Recognition of the need by management
2. Selling the program
3. Communicating the program
4. Responsibility for recruitment, selection, and
hiring
5. Forms and records
6. Labor code of the Philippines
7. Selection of the employees from within or
outside the company
8. Job analysis, job description, and specification
9. Employment test and interview

18. Installing a program for
recruitment, selection and hiring
10. Checking of reference, police records and clearance
11. Prior registration with the SSS for SSS number,
Medicare and BIR for assignment of TIN or taxpayer
identification number
12. Physical examination
13. introducing, inducting, and orienting the new
employee to his job and the company
14. Probationary period of new employees
15. Compensation and fringe benefits of the new
employee
16. Performance follow up
17. Periodic check up of the program
18. Validation studies

19. Procedures in recruitment,
selection and hiring
1. Study the different jobs in the company; write
job description and specification
2. Requisition for a new employee
3. Recruit qualified applicants
4. Sight screen applicants
5. Have application form filled out
6. Select those who will undergo training

20. Employment Tests Often Used in
Choosing Applicants
Mental Alertness Test
Also known as intelligence tests or cognitive
tests, verbal & personal tests
Measures the person’s ability to quickly learn
jobs which involve memory, reasoning,
abstracting, analyzing, solving problems, as well
as reading comprehension

21. Sample Questions
 1. Johnny’s mother had three children. The
first child was named April. The second child
was named May. What was the third child’s
name?

22.  2. A clerk at a butcher shop stands five feet ten
inches tall and wears size 13 sneakers. What
does he weigh?

23.  3. If you were running a race and you passed
the person in 2nd place, what place would you
be in now?

24. Clerical Aptitude Tests
Measures the individual’s speed and accuracy
in dealing with similarities & clerical relationships
e. g. numbers and the names of persons and
places
Typical clerical tasks – checking the accuracy
of a copy, alphabetical filling, spelling, simple
computations

25. • NUMBER CHECKING
Directions: Count the number of identical pairs of numbers in
each group and write the number of such pairs on the separate
answer sheet.
9927382 - 9927382
15672839 - 15672839
3678892 - 3678902
87263543 - 87263543
5572867 - 5572867

26. • FILING
• 1. Richard L. Allen would be filed between:
• A. Robert Allen and Stephen Allen
• B. Paul Allan and Thomas Allan
• C. Rex Allen and Richard M. Allen
• D. Peter Allen and Rich Allen
• E. Rick Allen and Ronald Allen

27. Shop Arithmetic Tests
• Measures how well an individual can work out
mathematical problems that come up
frequently in the shop
• Questions would require understanding of
drawings, reasoning out problems correctly,
and doing accurate arithmetical computations

28. Example Shop Arithmetic Question
The sketch shows a component which is stamped out of sheet
steel. The square in the center is discarded. These components
are stamped out of a continuous steel coil with a width of 70
cms. The stamping process requires a gap of 25mm between
each component. The steel coil is supplied in lengths of 25
meters costing $200.
1)What is the approximate area of the remaining shape in square
centimetres?
A. 1938
B.1855
C.1926
D.1880
E.1760

29. Mechanical Aptitude tests
• These measure mechanical abilities or skills,
either natural or acquired
• Occupations such as those of carpenters,
mechanics, & assemblers require the kind of
understanding these tests measure.

30. • Example 1:
• How much force must we exert in order to lift the weight?
The formula used to calculate levers is as follows: Wx D1 = F x D2
• W = Weight
• D1 = Distance from fulcrum to weight
• F= Force required
• D2= Distance from fulcrum to force point
• a) 127.47
• b) 147.27
• c) 152.39
• d) 176.56

31. Space Relation Tests
Measures the ability to visualize a constructed
object from a picture or a pattern, if rotated in
various ways.
Evaluates the ability to manipulate things
mentally to create a structure in one’s mind from
a plan
Occupations such as architecture, drafting,
mechanical designing, dress designing, interior
designers require these test

33. Proficiency, Trade, or Achievement Tests
Measure the individual’s proficiency on the job
or trade in which he has had prior experience
These tests measure job skills through work
sample tests; e.g. typing, shorthand,
bookkeeping.

34. Vocational Interest Tests
• Designed to discover the patterns of employee
interest and thus suggest what type of work
may be satisfying to the individual.
• More useful in predicting job stability than
levels of success

35. REALISTIC
Rate the level of interest you think you have for
each area listed below from 0 (very little interest)
to 9 (a high level of interest). Don't worry about
your skill level. Just consider how much you enjoy
each activity.
___Participate in athletic activities
___Spend time working outdoors
___Use your hands and tools to build
something
___Operate machinery to manufacture a
product

36. ARTISTIC
Rate the level of interest you think you have for each
area listed below from 0 (very little interest) to 9 (a
high level of interest). Don't worry about your skill
level. Just consider how much you enjoy each
activity.
___Design a new picture, flyer, or poster
___Generate innovative ideas and solutions to
a problem
___Perform in a drama production
___Write a creative story or essay
___Play a musical instrument
___Express your emotions freely and openly

37. Dexterity and Manipulation Tests
• These tests are given to applicants for jobs
requiring manual skills, especially the use of
fingers
• commonly used in the evaluation of
occupational fitness, disability evaluation and
in rehabilitation.

38. Personality Tests
• Used in measuring personality characteristics
which are considered to be the basis of
success in the job, particularly for supervisory
and managerial positions.
• Determines the emotional maturity of the
individual, his or her ability to withstand stress,
and to gain respect and cooperation

39. Two Types of personality test
• 1. Personality Inventories
• -similar w/ interest tests, designed for use in
personal and vocational counseling
• 2. Projective tests
• Candidate is asked to project is own
interpretation of a certain standard stimulus
situations depending upon his own personality
impression, values and motives

40. Assessment

41. Validity Tests
• Degree of validity may be determined by the
relationship between test scores and actual
placement in the job of the persons who took
the tests for those jobs.
• A test is valid if it can predict the success or
failure of a person in the job.

42.  7. Check the applicant’s work experiences,
school records, and personal references
 -through telephone calls, letters of inquiry or
sending information forms to the applicant’s
former employers, teachers or individual
references

43. • 8. Interview
Objectives of the interview are:
1. To find out how well-qualified the applicant is
for vacancy
2. To give the applicant the information he needs
to decide whether or not he will take the job if
offered to him
3. To create goodwill for the company

44. Before interview, the interviewer
must know the ff:
 Before interview, the interviewer must know
the job and essential qualifications:
 1. What kind of employee he wants
 2. He must know the nature of the job to be
filled.

45. TYPES OF INTERVIEW
 Directive
 Indirective or Non-directive
 Group
 Team method

46. Directive Interview
• Planned interview
• Questions are asked in order
• Questions to be asked about the candidate is
decided in advance to obtain the needed
information
– Background
– Habits
– Character traits
• Predicts a persons performance on the job
• Most common interview

47. ADVANTAGES
• Uniform procedure
• Time saving
• Reduces bias by the use of printed questions
DISADVANTAGES
• Constant note-taking which can disturb the
applicant and make him cautious
• Questions are stereotyped- losses flexibility
and spontaneity
• Interviewer pays more attention to the question
rather than the interviewee

48. Non-Directive Interview
• Not planned, more flexible, more relaxed
• Broad, open-ended and required a narrative
answer
• Candidates are expected to express their
interest and experience
• Questions:
– Tell me about...
– How do you like...
– Why did you...

49. Group Interview
 Conducted by a panel or committee of 3-5
interviewers
 Conducted for applicants for supervisory or
higher position
 Ask questions about candidates on different
aspects and gives marks to each candidates
 Each member rates the candidate and collects
it for the final decision

50. Team Method
 A team of three interviewers may interview
applicants separately and then compare notes
afterward
 The team may use different types of questions
to get the information that they want to
emphasize.

51. Criteria of the interviewer
• EMOTIONAL MATURITY
• DEPENDABILITY
– PUNCTUALITY
– FAITHFULNESS
• SELF-CONFIDENCE
• ATTITUDE TOWARD JOBS
• CREATIVENESS
• ATTITUDE TOWARD OTHER PEOPLE
• VALUE SYSTEM
• CRITICAL ATTITUDE

52. Informing the Applicant about the
Job & Working Conditions
 The applicant is given information about the
requirements of the job:
 Duties
 Responsibilities
The interviewer observes the applicants traits &
reactions

53. Creating Goodwill for the Company
• The interview gives the applicant a chance to
learn about the basic facts of the job and the
company.
• The applicant can:
– Assess the work assign to him
– Decided if its the job for him
• Interview: first personal contact between him
and the company
• Develop mutual understanding, confidence &
good-will

54. Dangers Signals
 Stability on the job
 Job-hopping or frequent changing of jobs
 Bad habits
 His associates or gangs
 Financial habits
 Environmental factors, external pressures, family
or personal problems, relationships.
 Absenteeism, accidents
 Tardiness
 Physical handicaps

55. Final Selection for
Employment
 Three decisions are:
-Management’s decision
-Applicant’s decision
-Supervisor’s decision
Rule of Three:
-selecting the three best qualified,
determined by the employment officer.
-Supervisor interviews the three and
selects the final choice.

56. Some findings in common hiring
decisions, provided by Empirical
Studies.
 Physical attractiveness, use of perfumes.
 Age of applicants, older applicants preferred.
 Positive non-verbal cues
 First one interviewed sets the standard, later
interviewees are favoured more.
 Letters of reference evokes positive rating.

57. Cherrington’s suggestions on
principles of selection
 Past behavior predict future behavior
 Organization should collect more reliable and
valid data to select the best applicants.

58. Have applicants undertake
physical examinations and
secure security clearances
 Selected applicant is required to pass a
physical examination.
 May be referred to a company physician, in the
case of small companies, or submit a
certification from a private physician. In large
companies, they usually have local health
departments.
 In addition, Police and NBI clearances are
necessary to protect companies against
potential or confirmed applicants with criminal
records.

59. Hire the chosen candidate
 After passing all selection requirements, he/she is finally sent to the
personnel department.
 Hiring papers indicate conditions in employing, whether
probationary, temporary, contractual, etc. Terms and conditions
such as salary, promotion, vacation and sick leave, etc. are also
included. If not regular, period of employment, specific project, and
termination date are required.
 Company official responsible for confirming appointments makes
final approval.
 Employment contract is signed, to signify acceptance.
 Permanent personnel records are accomplished.
 The payroll section and the department where the new employee
will work are notified of his having been hired.
 After the paper requirements, the new employee is ready to
undergo orientation in the company.

60. Follow-Up on Placement
 When the new employee is placed on the job, his work should
be followed up to ensure that his progress is not being
hampered by certain problems affecting him/her.
 Check also measures effectiveness of the selection and
placement procedure.
 Problems of the new employee should be known so he may
be helped.
 An employee who is unhappy is a potential source of
inefficiency, and other serious problems.
 Further evaluation and check-up is needed.
 Final appraisal may be made before deciding whether or not
to change the employee’s status from probationary or
temporary to regular.