The document discusses human resource planning, recruitment, selection and placement. It covers the key steps in human resource planning including determining workload, studying jobs in the company, forecasting resource needs, and developing improvement plans. The importance of selection is emphasized to acquire competent employees. The selection process involves screening applicants, testing, reference and background checks, and interviews. The goal is to match qualified applicants to open jobs.

2. HR PLANNING,
RECRUITMENT,
SELECTION AND
PLACEMENT
NEDIE SAYAT-DAYAO

3. HUMAN RESOURCE PLANNING
- Isa dynamic management process of
ensuring that all times a company or
its units has in its employ the right
number of people with the right
skills, assigned to the right jobs
where they can contribute
effectively to the productivity and
profitability of the company.

4. ELEMENTS OF HUMAN RESOURCE
PLANNING
Organizational Planning
 Selection and Placement
 Training
 Development
 Motivation of Employees

5. ASPECTS OF HUMAN RESOURCES
PLANNING
Systematic forecasting of
manpower needs
 Performance Management
Career Management
 Management Development

6. ADVANTAGES IN USING THE ELEMENTS OF
HUMAN RESOURCE PLANNING
 Through a systematic planning of human
resource, a company can be better assisted in
attaining its goals and objectives.
 It helps the company determine its manpower
needs and provides a method for meeting them.
 It can be an effective means of planning the
development and growth of employees.
 It can assist in placing the employees properly in
jobs where they can maximize the use of their
skills and potentials.
 It can assist the company in attracting and
retaining better-qualified employees.

7. FIVE STEPS IN HUMAN RESOURCE
PLANNING
1. DETERMINING WORKLOAD- determining the
business objectives of the company and analyzing
their impact on each department operational function.
FACTOR
a. business development and assumptions
b. corporate planning
c. economic forecasts
d. changes in plans and products
e. new product lines
f. mergers and consolidations
g. other trends

8. 2. STUDY OF JOBS IN THE COMPANY.- job
description and job specification
3. FORECASTING HUMAN RESOURCE NEEDS.
 How many specialists, professionals or executives
are needed?
 What is the level of each?
 What kind of specialization should each have?
 What level of expertise is required?
 What other production personnel are necessary
and how many for each category?

9. 4. INVENTORY OF MANPOWER-
inventory (audit) of available current
manpower.
5. IMPROVEMENT PLAN- to tailor
the implementation and improvement
plans to meet the objectives of
corporation or department.

10. IMPORTANCE OF A WELL
ORGANIZED SELECTION PROGRAM
 The main objectives of good employees
selection is to acquire people who possess
the ability and competence to accomplish
successfully the duties and responsibility
of the job to be filled and the potential
to grow with the company.
 Finding the right man for a job and
finding the right job for a man who is
available are essential to sound employee
selection and placement.

11. - SELECTION- Implies the choice of the one best-
qualified individual from among a number of
available qualified candidates.
- SELECTION RATIO- There should be relatively
large number of candidates from which the final
selectees are chosen. The ideal ratio is at least four
or five candidates for each person finally selected.

12. REASON FOR PROPER SELECTION OF
EMPLOYEES
 Company objectives are better achieved by workers
who have been properly selected.
 An incompetent worker is a liability to the company.
 Personnel requirement vary from job to job.
 People have varying degrees of intelligence, aptitudes
and abilities.
 Labor laws protect employees, making it difficult to fire
incompetent and problem employees.
 Individuals have different interest, goals and objectives
in life.
 Careless hiring is costly and can cause problems to the
company, especially to the supervisors and managers
who have to deal with the workers.

13. AN INCOMPETENT WORKER IS A
LIABILITY TO THE COMPANY
 Longer job training and need for closer supervision
 Wasted materials or damaged tools and machines
because of negligence, carelessness or
incompetence
 Longer time for completion of an assignment and
poorer quality of finished product
 Wages and fringe benefits paid by the company as
a result of accidents in line of duty due to the
employee’s carelessness, inattention to his work, or
failure to follow safety rules.

14.  Customer dissatisfaction due to low quality of work,
unsatisfactory or unpleasant associations with the
incompetent worker, resulting in loss of patronage.
 Low employee morale and inefficiency.
 Problems of employee turnover, discipline.
Grievances and even court litigation and above all
the tension and strained relations with the
supervisor and management who must deal with
him.

15. DIFFICULTY IN FIRING INCOMPETENT
AND PROBLEM EMPLOYEES
The Labor Code of the Philippines
as Amended and its Implementing
Rules and Regulation protects
employees against arbitrary
termination of employee and
employers may not just dismiss an
employee or abolish a job as they
please.

16. RESPONSIBILITY FOR RECRUITMENT,
SELECTION SND HIRING OF EMPLOYEES
 In small firms, this task is often done
exclusively by the owner of the
enterprise, the superintendent or the
manager.
 In large forms, is to assign the job of
selecting and hiring employees to an
employment office or personnel staff who
assist the line supervisor or department
head in this task, following well-
established procedure of selection.

17. INSTALLING A PROGRAM FOR
RECRUITMENT, SELECTION AND HIRING
 Recognition of the need by management.
 Selling the program
 Communicating the program.
 Responsibility for recruitment, selection and
hiring.
 Forms and records.
 Labor Codes of the Philippines.
 Selection of employees from within or outside the
company.
 Job analysis. Job description and specification
 Employment test and interviews

18.  Checking of references, police records, and clearances.
 Prior registration with SSS Number, Medicare and BIR
for assignment of TIN.
 Physical Examinations
 Introducing, inducting and orienting the new employee
to his job and the company.
 Probationary period of new employees.
 Compensation and fringe benefits of the new employee
 Performance follow-up
 Periodic check-up of the program
 Validation studies.

19. PROCEDURE IN RECRUITMENT, SELECTION
AND HIRING
1. Study the different jobs in the company, job description and
specification.
The first requirement of the selection process is knowing what kind of
man the job needs.
a. exact nature of the job to be filled
b. primary duties and responsibility
c. steps taken to perform those duties and
responsibility
d. tools and equipment used
e. working conditions under which the
specific job is performed
f. amount of authority delegated to job
incumbent
g. supervision involved in the job
h. requirement of the job such as education, skill and
physical demand
j. environment of the job

20. 2. Requisition of a new employee
- To inform the employment office about the
existence of a vacancy to be filled, the supervisor
or the department head concern should
accomplish a formal requisition form
3. Recruit qualified applicants.
Recruitment is the process by which prospective
applicants are attracted to apply to the company in
order that their qualifications for present and
anticipated vacancies can be evaluated through
sound screening and selection process.

21. 4. Sight-screen applicants
Basis of rapid appraisal: age; height; years of
experience, physical condition, educational
attainment.
5. Have application form filled out.
Screening is the process by which the applicants
are interviewed and classified into two categories:
those be given examination and further interviews
and those should not be considered at all.

22. IMPORTANCE OF APPLICATION FORM
 As a guide when interviewing the applicant
 As a basis for eliminating applicants with
unfavorable personal data.
 For matching the qualifications of the applicant with
the job requirements.
 For checking on the applicant’s school records,
references and former employers.
 As a part of the employee’s permanent record and
for communicating with the employee or his family.

23. 6. Select those who will undergo testing.
Tests are given to supplement the interviews
and to determine the applicant’s abilities, which
cannot be gauged through interviews.
Tests are needed to discover mental ability,
aptitude, proficiencies, potential ability, skills and
knowledge of an applicant.

24. EMPLOYMENT TEST OFTEN USED IN
CHOOSING APPLICANTS
 Mental alertness Test
 Clerical Aptitude Test
 Shop Arithmetic Test
 Mechanical Aptitude Tests
 Space Relations Tests
 Proficiency, Trade or Achievement Tests
 Vocational Interest Tests
 Dexterity and Manipulation Tests
 Personality Test

25. 7. Check the applicant’s work experiences, school
records and personal references.
The application forms of those who pass the
examination are separated and the information in them
checked for veracity.
8. Interview
Objectives of interview:
 to find out how well-qualified applicant is for the vacancy
 to give the applicant the information he needs to decide
whether or not he will take the job if offered to him
 to create goodwill for the company

26. TYPES OF INTERVIEW
Directive Interview
 Non-directive
interview
 Group Interview
 Team method

27. 9. Match the applicant with the job.
This steps involves matching the qualification of
the applicant against the requirements of the job s
indicated in the job description and job specification.
Danger Signals:
a. stability of the job
b. job-hopping or frequent changing of jobs
c. bad habits
d. his associates or gang
e. financial habits
f. environmental factors and external factors
g. absenteeism prone; accident-prone
h. tardiness
i. physical handicaps

28. 10. Do the final selection of the best qualified.
Employment involves three decisions:
a. Management’s decision as to which of the
applicants would best fit the job and
therefore may be hired.
b. The applicant’s decision as to whether or not
the job is the right one for him after the
supervisor has discussed the job duties.
c. The supervisor must decide if the applicant is
the right person who can work with in his
team.

29. 11. Have applicants undertake physical examinations and
secure security clearances.
The selected applicant is required to pass a physical
examination and also to get the Police and NBI Clearance.
12. Hire the chosen candidate.
a. Hiring papers are prepared.
b. The company official responsible for confirming
appointments makes the final approval.
c. The employment contract is signed by the applicant.
d. The permanent personnel records such as SSS, TIN,
Medicare form and other forms required by the office are
accomplished.
e. The payroll section and the department where the new
employee will work are notified of his having been hired.

30. FOLLOW UP ON PLACEMENT
 When a new employee is placed on the job, his
work should be followed up to ensure that this
progress is not being hampered by certain
problems affecting him or his job.
 The check also serves to measure the
effectiveness of the selection and placement
procedure.
 The final appraisal may be made before deciding
whether or not to change the employee’s status
probationary or temporary to regular.