The document discusses the key steps in the employee selection process. It begins by defining selection as determining which applicants meet job requirements and can be offered vacant positions. Departments submit personnel requisition forms specifying positions, job specifications, and required qualities. The selection process then involves establishing procedures, identifying criteria, gathering applicant information, and making communication decisions. The HR department screens applicants and submits qualified candidates to operating departments for final hiring decisions. Selection aims to match applicant qualities to job requirements through tests and interviews assessing both social and task abilities. The process eliminates applicants through a series of hurdles like application reviews. The HR manager must devise valid selection instruments.

2. Selection-can be defined as the process of
determining from among the applicants who can meet the job
requirements and can be offered the vacant position in the
organization.
The different departments of the organization make
personal requisitions to the HRD on their manpower
requirement through a PERSONNEL REQUIREMENT
FORM (PRF) duly approved by the management concerned.
This PRF specifies the following:
1.The positions and the number required.
2.The job specifications-What is required to do the job.
3.The personal qualities needed for a worker to do the job
successfully.

3. Selection Procedure on How to Get the
Most Qualified Applicants
1. Stage 1 – Establishing selection procedure.
Successful employee selection is dependent on a clear
understanding of a job’s components.
2. Stage 2 – Identify and choose selection criteria,
predictors and instruments to be used.
3. Stage 3- Gather and evaluate information about
applicants.
4. Stage 4- Make communication decisions whether to
select or reject.

4. Who makes the selection decisions?
the HRD is a staff department and as a functional
authority to assist line managers in all related personnel
functions. It is the functional authority of the HRD to screen
the applicants and to submit the names of those who passed
the initial screening to the operating department for its final
decision on whom to select and finally hire for the job.
Selection and job Matching
Selection tries to match the personal qualities of
the applicants with the job requirements.
In the selection process we cannot seperate the
person from his personal characteristics.
Test and interviews commonly focus on the
applicant’s social abilities as well as his task abilities.

5. The Selection Process
The employer can think of the selection process as a
series of hurdles the applicants must clear in order to obtain
the job. Each hurdle eliminates some applicants from
contention.
Often employers use bio-data (information
from applications and resume’s) is the first step in
eliminating applicants.
The HRM manager must be able to devise the most
valid instrument in determining the job selection process.

6. 1. PRELIMINARY SCREENING
The first step in the assessment of an applicant for
the job is the initial interview or preliminary screening.
The following personal traits and qualities are the
important things to consider in the preliminary screening
process:
a. Aptitude and interest indicator natural abilities ,
capacity for learning, and desires to do certain jobs
b. Attitudes and needs indicate an applicant’s frame
of mind, emotional and mental maturity, sense of
responsibility and authority, and future motivation

7. c. Analytical and manipulative abilities indicate our
thinking process, intelligence level, and ability to use
knowledge effectively in any assigned task.
d. Skills and technical abilities indicate ability to
perform specific operations and technical aspects of the job.
e. Health, energy and stamina indicate physical
ability to perform the assigned task satisfactorily,
especially those involving manual and managerial duties.
f. The person’s value system provides a clue to
motivation, goals, objectives and work values and
perseverance.

8. Preliminary Screening
Application Form
Testing and Evaluation of Result
In-depth Interview
Evaluating
Reference
Physical Examination
Placement

9. THE SELECTION PROCESS
These are some styles of interview:
a. Structured interview .
Directive interview is usually structured.
Structured interviews are usually more effective in
promoting equal opportunities for all applicants.
b. Unstructured interviews is where the applicant takes the
lead. The unstructured interview provides no specific
reference and the applicant is given a free hand in
talking about himself and the interviewer makes an
assessment.
c. Panel or round-table interview is usually done for
managerial and supervisory employees.

10. 2. THE APPLICATION FORM
the applicant is required to fill out the company’s
official application form after passing the preliminary
interview.
Application forms vary from company to company.
Employment details are important during the interview
process.
Graphology
Graphology is the art and science of the analysis of the
individual’s traits through his handwriting.

11. 3. TESTING AND EVALUATION OF RESULT
Testing
Tests are still the commonly used instruments for
determining the qualifications and talents of the applicant for
a particular job.
Tests can be classified on the bases of personal
characteristics sought from the applicant. They are the
following:
a. Intelligence Test – It is wisely used to measure
mental or general learning ability.
b. Aptitude Test – It measures the person’s capacity
to learn a given job, provided there is adequate
training.

12. c. Interest Test – It is derived from hereditary and environmental
factors. It tries to predict the success in the job if the person’s
interest and the job are properly matched.
d. Personality Test – It is considered as an important instrument
to test the personality of the applicant especially for supervisory
and managerial positions, are they have to relative with their coworkers in the industry.
e. Achievement or Proficiency Test – It tries to measure the
applicant’s knowledge of a given job. It tries to eliminate “trade
bluffers” who profess to know a particular type of work.

13. What are the requirements for effective testing?
A test can be made more productive and rewarding if it
conforms to the following:
1. It should be properly tested and validated.
2. It should be used with proper discretion and used
along with other instruments.
3. Use a battery of tests to determine the person’s
real worth.
4. Set the critical cut-off score in advance.
5. Don’t use raw scores: Interpret them.

14. 4. IN-DEPTH INTERVIEW
The in-depth interviews is the most important part of the
selection process. After passing all tests required, the applicant is
now ready to formally enter into the selection process. All the
relevant information about the applicant is bought into focus at
this point as the final decision to hire the individual is made
during this interview.

15. There are three important characteristic that the
interviewer must possess.
1. Knowledge
The interviewer must know the behavior of the person and
must be able to determine and decipher the answers to
questions as he may take down important details during the
interview process.
2. Empathy- The interviewer must be able to discover the inner
behavior of the individual by understanding his own
personality and relate this with the feelings of the applicant.
3. Communications Skills

16. 5. EVALUATING REFERENCES
References are important in finally assessing the
applicant’s worth for the position.
there are three kinds of references:
1. Academic Reference – This may be requested who
are the new graduates.

17. 2. Character Reference – This reference may come from some
person in the community that are familiar with the individual in
their place of residence.
3. Work or Experience Reference – To get the most valid
information about the applicant, the work reference check must
be mailed to the previous employer stating the confidentiality of
the information.

18. Here are some policy guidelines in reference checking:
1. The reference should be used to develop the integrity of the
whole selection process.
2. For very important confidential positions, reference should be
conducted on a face-to face basis, since the applicant may be
reluctant to divulge significant information.
3. If face-to-face information is impractical, telephone inquires
should be used rather than mailed requests for information.
4. In any kind of follow-up, inquires should be in structured
form to relate information to job and career requirement.
5. Inquiries should discover the “why” behind whatever
impressions are disclosed. Those who supply information may
have their own biases and peculiar standards.

19. 6. Physical Examination
The applicants undergo physical examination at
the company clinic or an authorized hospital to
determine the physical fitness of the applicant for the
job.

20. Medical Examinations are important for
the following reasons:
a. To screen out those physically incapable of doing the job.
b. To prevent employment of those with high incidence of
absenteeism due to illness, or accidents.
c. To prevent hiring of people with communicable diseases or
who are influenced by drugs.
d. Ward off unwarranted claims with worker’s compensation
laws. SSS, medical care and suits for damages.

21. 7. Placements
Final acceptance for production workers is usually
dependent on the approval of the immediate manager or
supervisor of the department where the applicant will be
assigned. Practice in placement has been generally more
formal and usually covered by company policies and
procedures in the hiring of employees.

22. Types of Employees
1. Probationary- A probationary employee can be terminated
if he does not pass required reasonable standards in the
performance of the job or there exists a just cause for his
termination.
2. Regular or Permanent Employee- An employee who
passed the probationary period and is performing a
regular activity in the bussines of the company, covered in
the regular company staffing system.
3. Contract Employees – The employees is hired for a fixed
period.

23. 4. Casual or Seasonal Employees – An employee is hired for
a particular work or service that is seasonal in nature.
Employment is temporary according to the volume of wok.
5. Apprenticeships – Apprenticeships is the development of
the required skills for a particular type of work.