This document discusses the personnel selection process used by organizations to hire new employees. It covers the objectives of selection, sources of information used, types of employment tests administered, and different interview approaches. The selection process involves screening applicants, preliminary interviews, tests and assessments, in-depth interviews, background and reference checks, and making a final hiring decision. Emerging technologies have also introduced new screening methods like phone and video interviews. Selecting managers may involve assessment centers where candidates participate in exercises evaluated by trained assessors. Overall personnel selection aims to identify the most qualified candidates who are likely to successfully perform job duties.

1. Employee
Selection
PANGASINAN STATE UNIVERSITY
Graduate School, Urdaneta City Campus
DM 212
Human Resource Development
and Management
September 07, 2013
Presenter: Michael John D. Sison
MDM (Public Management)
Presented to:
Dr. Reynaldo T. Gelido and HRMD class

2. Personnel Selection
Main Topics at glance:
a. Objectives of the personnel selection process;
b. Various sources of information used for
personnel selection;
c. Value of different employment tests; and
d. Different approaches to conducting an
employment interview

3. Personnel Selection
Other Topics include:
a. Use of Emerging Technologies for Screening
Employees;
b. Selecting Managers; and
c. Challenges to HR especially in Personnel
Selection.

4. “How much competition is there when you're
job searching? For most jobs, it's a lot.
Google, the company where just about
everyone would love to work, gets over a
million job applications each year and
reportedly only hires .4 - .5% of applicants.”
- Alison Doyle
(The Number of Job Applications Per Opening, August 2013)

5. The BIG Picture.
Who
is
the
BEST
among
the
rest?

6. a. Objectives of personnel selection
process
Definition of Personnel Selection
● Process of choosing from the pool of
qualified applicants the individuals who are
most likely to successfully perform a job. It is
a meticulous procedure of “screening out and
selecting in” (Maximiano, 2006).

7. a. Objectives of personnel selection
process
Definition of Personnel Selection
● Process of choosing individuals from a pool
of applicants who are most likely to achieve
the goals of the jobs that may be assigned to
them (Medina, 2006).

8. Simply put,
personnel selection
is the process of
getting the right
person for the
right job at the
right time.

9. Objectives of personnel selection process
● For the organization to be more efficient
and maintain its competitive position;
● To avoid choosing the wrong candidates;
● To avoid wasting time, resources, training
costs, etc. of the organization to an ‘unlikely’
new recruit.
_____________
Medina, 2006.

10. Steps in Personnel Selection
YOUR
DREAM
JOB,
BABY!

11. The following steps in Personnel Selection are
based on the works of Jose Mario B. Maximiano’s
Managing Human Resources in the 21st Century
and Roberto G. Medina’s Personnel and Human
Resources Management both published in 2006.

12. Step one: Review and screening of applicants
The screening out of unqualified applicants
begins in what they call paper screening.
If the job opening requires e-commerce, e-marketing
and e-procurement skill, the HR
Recruitment Assistant screens out those
resumes that indicate such lack of knowledge
(Maximiano, 2006).

13. When the information
gathered does not match
the job requirements as
stated in the job
specification, no further
processing of the
application is done
(Medina, 2006).

14. Eliminate some of the applicants:
● Inadequate or inappropriate education and
experience;
● Low salary offered for the job; and
● Working conditions
_____________
Medina, 2006.

15. Step two: Preliminary interview
HR Department run a series of job interviews,
the first of which and the most challenging is
the preliminary one (i.e. Preliminary Interview).
This is employed to verify the impressions
made by the job applicant in the initial
screening.

16. Step three: Battery of job tests
On the basis of the information
on the application form
contains and from the
impression the officer gathered
at the preliminary interview,
s/he decides who should be
called in to take job tests.
Employment tests/exams are
used to determine the ability of
the applicant to perform an
assigned job (Medina, 2006).

17. Step four: In-depth interviews
The HR people will definitely
use one or two of the various
types of interview.
The usual points of inquiry
delve on areas not presented
fully in completed application
forms and tests. This exposes
the applicant to queries on a
wide area which may cover
experiences, attitudes and
future plans (Medina, 2006).

18. Step five: Pre-employment
An applicant should be able to pass the
following:
1. Background/character investigation
2. Medical examination.

19. Step five: Pre-employment
1. Background investigation
- Whenever applicable, former employers are
contacted for confirmation of the applicant’s
work record. The school where the applicant
has graduated may also be contacted to verify
the accuracy of the academic credentials
submitted.

20. Step five: Pre-employment
1. Medical examination
- A healthy and strong workforce is a
productive workforce.

21. Reasons for pre-employment medico-physical
examinations:
● To determine the physical and mental
fitness of qualified applicants;
● To guide proper placement of qualified
applicants according to physical and mental
abilities and attributes; and
● To avoid hiring a person who is still ill and
unfit for work and avoid hiring a person who
indulges in bad habits.

22. Step six: Final evaluation and hiring
The Human Resources Office will determine from
among the applicants who will be short-listed.
Normally, an HR officer will inform who are in the
shortlist of “hot candidates” (Maximiano, 2006).

23. The line manager, who will have the direct
responsibility over the job, is usually given
the authority to make the final choice among
the (three) best qualified candidates. Only one
is chosen, and that person will be required to
submit the necessary requirements.

24. b. Various sources of information used for
personnel selection
● Preliminary Interview – this can be done over
the phone or via the internet.
● Resume – a summary of credentials of the
applicant
● Application form – shows the eagerness of the
applicant to join the company
● Selection test – assessment of the ability of
the applicant
● Employment interview – when the applicant
is being actually considered, s/he will be
interviewed by the HR.
Source: Somera, A. Human Resources Development Management. 2013.

25. Cont. b. Various sources of information
used for personnel selection
● Transcript of records (TOR)
● Birth certificate issued by the National
Statistics Office (NSO)
● Marriage certificate (if applicable)
● Social Security Systems number/E-1 form
● Tax Identification Number/TIN (from the
Bureau of Internal Revenue)
● Biodata or resumé
● High School/College Diploma

26. Cont.
● National Bureau of Investigation
(NBI)/police/barangay clearance
● Medical Certificate
● Marriage Certificate (if married)
● Training/National Certificates
● Professional License
● Civil Service Eligibility (for government)
● Community Tax Certificate (cedula)
● Other pertinent documents
Source: Employment Guide for Students and Jobseekers, Department
of Labor and Employment, Manila, Philippines

27. c. Value of different employment tests
The purpose of testing is to measure the
applicant’s natural and acquired abilities.

28. Different employment tests that will be
discussed on the following slides are taken from
the works of Jose Mario B. Maximiano’s
Managing Human Resources in the 21st Century
and Roberto G. Medina’s Personnel and Human
Resources Management both published in 2006
and Abigail Somera’s Human Resources
Development and Management. .

29. Any trained HR staff may employ the
following job tests:
1. Intelligence, mental ability, or alertness
test – will assess your IQ (intelligence
quotient), your manipulative abilities and
your capacity to think ahead and judge
accurately. This includes verbal reasoning,
abstract reasoning, analyzing and solving
problems and reading comprehension.

30. 2. Personality test – will assess your EQ
(emotional quotient) or emotional maturity,
your sense of responsibility and peculiar
characteristics, ability to manage stress and
coordinate with others.

31. 3. Aptitude test – will appraise natural
abilities, capacity to learn and perform a job
of the applicant. It is generally divided into
clerical (e.g. numbers, names of
persons/places, etc.) and mechanical (e.g.
specific abilities, skills, coordination of
senses, etc.).

32. Types of Aptitude tests
Aptitude
Tests
Numerical
ability
Perceptual
speed
Spatial
test
Reasoning
test
Verbal
ability

33. 4. Psychomotor test – will assess your
physical strength, manual dexterity and
coordination.

34. 5. Arithmetic test – measures how well you
can work out mathematical problems that
come up frequently in a given job.

35. 6. Job knowledge test – used to measure the
knowledge of applicant regarding the job.

36. 7. Proficiency test – used to measure how
well an applicant performs a portion (or
sample) of the job.

37. 8. Interest test – will show how interested an
applicant is to the job.

38. 8. Integrity test – Integrity tests assess attitudes
and experiences related to a person’s honesty,
dependability, trustworthiness, reliability and
pro-social behavior (Somera, 2013).
This test is used to identify individuals who are
likely to engage in any inappropriate, dishonest,
anomalous and antisocial behavior at work.

39. 8. Work samples and Simulations – These tests
typically focus on measuring specific job skills
or knowledge, but can also assess more general
skills such as organizational skill, analytic skills
and interpersonal skills (Somera, 2013).
Examples of these include installing a telephone
line, creating a document in Word, or tuning an
engine. Portfolio of work samples among
photographers and vestibule training among
BPOs are also included.

40. Wholesome job tests
IQ = Left part of brain =
Intelligence Quotient
EQ = Right part of brain =
Emotional Quotient
Aptitude (clerical) Aptitude
Psychomotor Arithmetic

41. d. Different approaches to conducting an
employment interview
● Structured interview – is conducted
according to predetermined outline. Rather
than being open-ended, it is pre-arranged,
almost scripted and orderly.
● Unstructured interview – is carried out
without a predetermined checklist of
questions.

42. ● Screening interview – a requisite before a
face-to-face interview between the applicant
and third party recruiter or someone from the
HRD. Some examples of screening interview
include:
- Telephone interview;
- Computer interview; and
- Video interview (Somera, 2013).

43. ● Stress interview – is a method to determine
whether or not you an applicant is highly
emotional, an attitude can surely affect work.
● Panel interview – is a style in which two or more
HR people conduct the interview with one
applicant.
● Group interview – is a method in which you, with
other applicants are questioned together.

44. ● One-on-one interview – This is the traditional
interview in which candidates meet with the
employers in person, one on one (Somera, 2013).
● Situation/Performance interview – candidates
may be asked role play one of the job functions.
This is done to assess specific skills (Somera,
2013).

45. ● Serial interview – occur when candidates are
passed from one interviewer to another interviewer
throughout the course of the day (Somera, 2013).
● Sequential interview – the candidate meets with
one or more interviewers on a one-on-one basis.
This is done over the course of several days,
weeks, or even months (Somera, 2013).

46. ● Audition interview – this works well on for
positions in which companies want to see a
candidate in action before they make a hiring
decision. Interviewers may take the candidate
through a simulation or brief exercise in order to
evaluate the candidate’s skills (Somera, 2013).
This may include VTR test/screening.

47. Use of Emerging Technologies
for Screening Employees
Advances in technology have changed the
traditional approach to screening prospective
employees (Maximiano, 2006).
Today, more companies use phone interviews
and teleconference or video conference interviews
as a method of screening out unqualified
candidates.

48. Phone interview
Phone interview is used when geographical
location of the job applicant and interviewer
are different from each other. It is often
employed in BPOs and other call center
companies.

49. Teleconference/Video conference
interviews
Summation of principal benefits:
1. Saves valuable time and other resources.
2. Employs a (virtual) face-to-face encounter.
3. Harnesses productivity among HR employees.
4. Realizes the need to expand recruiting areas
to meet new changes in a workforce.

50. Teleconference/Video conference
interviews
Downsides of Teleconference/Video
conference interviews:
1. “install and forget”
2. Poses an inaccurate judgment on HR
3. Job applicant may feel uncomfortable

51. Teleconference/Video conference
interviews
What to do?
“The gateway to self-improvement is open to those who are willing to learn”
(Maximiano, 2006).
New products, services and emerging technologies
require a new set of development skills.
It is imperative that new training programs
tailored to video conference interviewing skills are
developed and delivered to hiring managers.

52. Students and those who
soon-to-be joining the
corporate world should be
able to cope with the
changing times, adapt to
the fast-paced technology
and globally-changing
world.
“We do not need to
stay where we
are, and get stuck
with it. Climb to
new heights if we
must by learning
other possibilities”
(Maximiano, 2006).

53. Selecting Managers
There are occasions when the position of the
manager becomes vacant or a new
managerial position has been created . There
are some ways to select the best candidate for
this post: assessment centers and panel
interview.

54. Selecting Managers
Assessment Centers
An assessment center is a process in which
multiple raters evaluate applicants or job
incumbents on their managerial potential. It
will use activities such as role-playing, pencil-and-
paper tests, cases, leaderless group
discussions, etc. (Medina, 2006).

55. Selecting Managers
Trained raters have to observe the
participants while doing the exercises that
consist of samples of managerial situations
requiring the application for managerial skills
and behaviors (Medina, 2006).

56. Selecting Managers
Assessment Centers
The panel’s objective is to produce a description
of the past behavior of the candidates in
situations that are similar to the proposed
management positions. Checking of references
may also be done (Medina, 2006).

57. Selecting Managers
Biographical Data
The content of biographical data instruments
varies widely, and may include such areas
such as leadership, teamwork skills, specific
job knowledge and specific skills (e.g.
knowledge of certain software, specific tool
use), interpersonal skills, extraversion,
creativity, etc. (Somera, 2013).

58. Selecting Managers in the Government
Lifted from The Philippine Labor & Employment Plan
2011- 2016 published by the Department of Labor and
Employment (DOLE) on April 2011, the capacity-building
strategies of DOLE specified in their material
were modified and used in this presentation as general
guidelines that could be utilized in selecting managers
in the government:
● Implementation of the CSC-Strategic Performance
Management System in government offices.
● Implementation of a competency development
program that identifies, develops, and reinforces the
competencies needed for the attainment of labor and
employment goals.

59. Selecting Managers in the Government Cont.
● Monitoring of CES Eligibility Compliance of
government officials.
● Implementation of a management succession
program toward the identification and development of a
corps of future leaders thereby ensuring continuity at
all levels of service delivery.
● Implementation of an enhanced selection and
promotion system that observes merit, fitness and
fairness in the selection.
Source: Department of Labor and Employment, The Philippine Labor & Employment
Plan 2011-2016 (Inclusive Growth and Productive Work) Gen. Luna cor. Muralla
Sts. Intramuros, Manila.

60. Topics for springboard discussion:
Challenges to Human Resource
Human
Resource
(Personnel
Selection)
Challenge 1:
Globalization
Challenge 2: New
and Emerging
Technology
Challenge 3:
Economical
changes and
other challenges
that may arise

61. Topics for springboard discussion:
Rising to the Challenges of Human Resource
Challenge 1:
Globalization
Problem: Skills and
Specialization of
employees and job
applicants
Solution: Strict checking
of the authenticity of
records and job
requirements
Challenge 2:
Technology
Problem: From
traditional and old ways
of HR, shifting to a new
and technology-driven
HR
Solution: HR must
develop key concepts to
easily adapt to changing
times and fast-paced
technology
Challenge 3:
Changes
Problem: Economic
setbacks and challenges
that may arise and
hinder the success of the
organization
Solution: Employ
management concepts,
utilize resources to their
advantage, forecast
future trends, adapt to
changing times, etc.

62. References:
● Books
Corpuz, Crispina R. Human Resource Management (Revised Edition).
Rex Book Store, Inc. March 2006.
Maximiano, Jose Mario B. Managing Human Resources in the 21st
Century.
Rex Book Store, Inc. 2006.
Medina, Roberto G. Personnel and Human Resources Management.
Rex Book Store, Inc. March 2006.
● PDF
Department of Labor and Employment, The Philippine Labor &
Employment Plan 2011-2016 (Inclusive Growth and Productive Work)
Gen. Luna cor. Muralla Sts. Intramuros, Manila.

63. ● Unpublished material
Somera, Abigail P. Human Resources Development Management (Job
Analysis, Employee Involvement and Flexible Work Schedules,
Expanding the Talent Pool and Employee Selection). May 11, 2013.
● Web
Doyle, Alison The Number of Job Applications Per Opening.
http://jobsearch.about.com/b/2013/08/18/the-number-of-job-applications-
per-opening.htm Posted August 18, 2013 Accessed
February 2014
Slides 60-61 are author’s own analysis.
Disclaimer:
The author claims no copyright ownership of all the pictures or graphics
used in this presentation.

64. Maraming salamat.
Mabuhay ang mga masisipag na manggagawa sa
buong mundo!