The document provides an overview of the employee recruitment and selection process, including the typical steps an applicant goes through. It discusses recruitment methods like internal postings, referrals, and advertisements. It also examines selection tools such as application forms, interviews, tests, and assessment centers. The purpose is to understand how organizations attract and evaluate candidates for jobs.

1. Chapter 3:
The Acquisition Process:
Employee Selection
Techniques
An Overview of Recruitment
and Hiring Practices in
Organizations
Mr. Gian Carlo M. Ledesma, A.B., M.A.
University of Santo Tomas
Faculty of Arts and Letters
Department of Social Sciences

2. Setting the Pace...
• Understand the recruitment process from a
general perspective
• Know how to recruit applicants
• Determine the different employee selection tools
and techniques employed by different
organizations
• Write a sample cover letter and resume that can
be used for job application

3. Traversing the Roadmap...
• Unit 1: The Acquisition Process
• Unit 2: Tools and Techniques in Employee
Recruitment and Selection
• Unit 3: The Resume and the Cover Letter

4. Screening versus Selection

5. The Employee Screening
and Selection Process: A Typical Day in the
Life of an Applicant
1) Review of application forms and resumes
2) Initial interview in the HR Department
3) Employment Tests
4) Preliminary Selection in the HR Department
5) Supervisory/Panel Interviews

6. The Employee Screening
and Selection Process: A Typical Day in the
Life of an Applicant
6) Simulations/Assessment Centers
7) Medical Tests
8) Background Investigation
9) Hiring Decision
10)Submission of Pre-Employment Requirements

7. Application Form
• Usually the first step in most organizations
• Asks for various demographic information about
the candidate
• Based on resumes, but different from resumes

8. Application Forms
• Determines whether candidate meets the
minimum qualifications of the job
• Serves as basis for employers to identify various
job-related attributes of the candidate
• Provides information on certain potential
problematic areas

9. Application Form
• Judging the appropriateness of items in the
application form:
▫ Is the question job-related?
▫ Is the question really needed to judge the
candidate’s suitability for the job?
▫ Is the question invading the privacy of the person?
▫ Is the response verifiable?

10. Application Form
• Content Areas Critical to Evaluation Forms:
▫ Overall Appearance
▫ Blanks and spaces
▫ Gaps in Time
▫ Inconsistencies
▫ Frequency of Job Change
▫ Salary history
▫ Reasons for leaving previous companies

11. Reference Check
• Entails the collection of information from the
candidate’s previous employers/colleagues
• Can be done in various ways
• Purpose: for verification purposes

12. The Acquisition Process
1. Planning 2. Recruiting
5. Placement 3. Screening
4. Selection

13. Overview of the Recruitment Process
• Identify job opening
• Decide how to fill job opening
▫ No new staff (overtime, job elimination, job
redesign)
▫ New staff (contingency, core)
 Identify target population
 Notify target population
 Meet with candidates

14. When Identifying Job Openings
• Wait for an employee to resign, retire or be
terminated?
• HR should answer the following questions:
▫ Budgeted positions?
▫ What is the projected turnover in the next few
months?
▫ New projects? New work that is incoming?

15. Identify Target Population
• What profile are we looking for to meet the
qualifications of the job?
• Specify the job description
• Decide the target population

16. Notify the target population
• What methods are you going to employ to notify
the public?
▫ Consider the variety of recruitment methods
available
▫ Size of applicant pool
▫ Ensure clarity of job qualifications in the
notification

17. Meet with Candidates
• Recruitment Invitation
▫ Provides the candidates and the employer the
opportunity to learn more about each other

18. Recruitment
• Attracting people with the right qualifications
(as determined by job analysis) to apply for the
job
▫ Internal Recruitment
▫ External Recruitment

19. Internal Recruitment
• The first decision in recruitment
• Looks into getting internal sources to fill
positions and encourages promotions from
within
▫ Internal Job Posting
▫ Supervisor/Manager Recommendations
▫ Human Resources Information Systems (HRIS)
▫ Career Development Systems

20. Internal Recruitment
• Advantages
▫ Employees are well-versed with the organization
▫ Lower recruiting and training costs
▫ Higher employee morale and motivation toward
the job
▫ Higher chances of success

21. Internal Recruitment
• Disadvantages
▫ Politicking in the organizations
▫ Inbreeding
▫ Rumors and gossips
▫ Morale problem
▫ Ripple effect
 Contamination of feelings and sentiments

22. Internal Job Postings
• Job vacancy notification is issued and all
qualified employees may apply
• Posted in various communication avenues
within the organization
▫ T.V. Screens
▫ Bulletin boards
▫ Email blast
▫ Banners/Leaflets

23. Manager/Supervisor Recommendations
• Nominations come from supervisors and
managers
▫ Have high awareness of an employee’s potentials
and capabilities
▫ High degree of subjectivity, bias and possible
discrimination

24. Human Resources Information System
• Computerized information systems
• Contains all information about employees
▫ Search is made for job-related skills
• Limited to disclosed and factual data

25. Career Development Systems
• Development forum
▫ Tracks employees who are tagged as “high
potentials” for people manager roles
• Functional forum
▫ Tracks employees who are tagged as “high
potentials” for technical roles

26. External Recruitment
• The second decision
• Hiring someone from outside the organization
▫ Employee Referrals
▫ Applicant Initiated Recruitment
▫ Advertisements
▫ Employment Agencies
▫ Executive Search Firms
▫ Job Fairs
▫ On-line recruitment portals

27. External Recruitment
• Advantages
▫ Fresh ideas and approaches
▫ Clean slate and fresh experience
▫ KSAOs not currently within the organization
become available

28. External Recruitment
• Disadvantages
▫ Usually longer and costly
▫ Need to ensure fit between employee and
organization
▫ Adjustment period
▫ Need to establish commitment

29. Employee Referrals
• Solicitation of applicants from employees within
the organization
• Incentivizing employees whose referrals become
accepted
▫ TIP (Talent Incentive Program)
• Employees are in good position to estimate
“good” fit between possible candidates and job
requirements

30. Applicant-Initiated Recruitment
• Walk-in applicants
▫ Unsolicited applications
• A common scenario in organizations that have
good reputations
• Less effort
• High motivation among candidates

31. Advertisement
• Done in various media
▫ Print
▫ Online
• Reaches a broader range of audience
• Intends to attract qualified candidates and deter
unqualified candidates

32. Employment Agencies
• Are tapped for blue-collar, technical and lower-
level managerial employees
• Do the job of recruiting for certain organizations
• Useful when many individuals are expected to
apply and applicants are difficult to find

33. Executive Search Firms
• Are tapped in recruiting senior mid- and senior
level managers
• Find people who are employed and are not
actively looking for a job
• Pirating
▫ Tapping good performing employees from an
organization to join another organization usually a
competitor

34. Campus Recruitment
• Job Fairs
• Useful for filling entry-level positions
• Intended mostly for fresh graduates

35. Evaluating Recruitment Methods
• Choosing the right method
• Yield ratios
• Recruitment Activities Monitoring (RAM)
• Realistic Job Previews (RJP)
• Training organizational recruiters

36. Choosing the Right Method
• Labor Market
▫ A geographical area within which the forces of
supply and demand interact
• Consider your recruitment experience
• Scan the business marketplace

37. Yield Ratios
• Provide information on the effectiveness of
various recruitment methods in getting
candidates onboard the organization
• Give insight as to which recruitment method
“work best” for an organization

38. Recruitment Activities Monitoring
• Keeps track of the applicants as they move from
one step to another in the recruitment process

39. Realistic Job Previews
• Informing applicants about all aspects of the job
• Provides an applicant an honest assessment of
the job

40. Selection Techniques
• Employment Interviews
• Psychological Testing
• Assessment Centers

41. Employment Interviews
• Most commonly used method to select
employees
• Can be:
▫ Structured
▫ Unstructured

42. Structured Interviews
• Questions emanate from job analysis (job-
related questions)
• Standard questions are asked to all candidates
• A standard scoring key is followed to assess
interview responses

43. Unstructured Interviews
• Anything goes type of interview
• Interviewers ask any question as necessary
• May score responses subjectively or upon
discretion of the interviewer

44. Types of interview
• One-on-one interview
• Serial interview
• Return interview
• Panel interview
• Group interview

45. Variations of interview
• Face-to-face interview
• Telephone interview
• Video conferencing interview
• Written interview

46. Types of interview questions
• Non-behavioral
▫ Can either be theoretical, leading or a statement of
feeling
▫ Yes or no questions (closed-ended)
• Behavioral
▫ Focuses on the present and past aspects of a task
and elicits behavioral evidences

47. Behavioral vs Non-Behavioral
• Do you always meet deadlines at work?
• Tell me a situation in the past when you were not
able to comply with a particular deadline. What
happened? What did you do? What was the
result?

48. Behavioral vs Non-Behavioral
• Do you participate in company-related
activities?
• Participation in company-related activities is
expected among employees, tell me an instance
in the past about your most unforgettable
moment in a company-related event. What
happened? What significant contributions can
you recall? What was the result?

49. Behavioral vs Non-Behavioral
• Do you disagree with people in the workplace?
• Conflicts are inevitable in the workplace, tell me
a situation in the past when you disagreed with a
colleague. What events happened that led to the
disagreement? What actions did you do? What
were the results?

50. Other typologies of questions…
• Clarifier
▫ I noticed a three-year gap between your second
and third jobs, could you tell me about that?
• Disqualifier
▫ Are you available to work on weekend?
• Skill-level determiner
▫ A participant keeps on disrupting a training that
you are conducting, what approach will you
employ to address this behavior?

51. An effective interviewer
• Self-awareness
• Good listening skills
• Good oral communication skills
• Knowledge of job dimensions
• Sensitive to non-verbal cues
• Ability to ask behavioral questions
• Ability to take down notes

52. Psychological Testing
• A measuring device, a yardstick applied in
consistent and systematic fashion to measure a
sample behavior

53. Characteristics of Psychological Tests
• Standardization
▫ Refers to the consistency or uniformity of the
conditions and procedures for administering a test
• Objectivity
▫ Pertains to the scoring of psychological tests
▫ Guided by a scoring key or template

54. Norms
• The standards against which test raw scores are
compared
• Assist in the interpretation of test scores (i.e.,
Low, Average, High)

55. Types of Tests
• Mental Ability Tests: Intelligence Tests and
Aptitude Tests
• Skills/Proficiency Tests
• Personality Tests
• Projective Techniques
• Computer-Based Tools

56. Assessment Centers
• Job simulation
• A popular method of selection that places
applicants in a simulated job situation to allow
observation and assessment of behaviors
• Also called situational testing
▫ Job samples or work portfolio

57. Applying for a Job
• Cover Letters
• Resume

58. Cover Letter
• Tells an employer about one’s interest to apply
for a job
• Should never be longer than a page
• Contains the following parts:
▫ Date
▫ Addressee
▫ Salutation
▫ Four basic paragraphs
▫ Closing signature

59. Cover Letter
July 12, 2012 (Date)
Ms. Belen B. Layno (Addressee)
Director
Human Resources Department
3rd floor Asian Star Building, Filinvest Corporate
City, Alabang, Muntinlupa City 1781
Dear Ms. Layno: (Salutation)

60. Cover Letter
Enclosed is a copy of my resume. Please consider me for
the position of Human Resources Associate that was
advertised in the Manila Bulletin dated July 8, 2012. (1)
For several reasons, I believe that I am qualified for your
position. First, I have two years experience as HR
Assistant in an engineering industry. Second, I am a
dependable worker as shown by the fact that I only
missed two days of work in the past two years. Finally, I
am available to work on weekends as necessary. (2)

61. Cover Letter
I am personally interested to work for your company
because of the positive feedback that I have been reading
about your organization and good reputation that your
company has established over the past 100 years. (3)
I look forward to hearing from you soon. You may contact
after 3:00 pm on weekdays or anytime on weekends. (4)
Sincerely yours,
Gian Carlo M. Ledesma

62. Resume
• Summary of an applicant’s professional and
educational background
▫ Must be attractive and easy to read
▫ Cannot contain typing, spelling, grammatical and
factual mistakes
▫ Should make the applicant look as qualified as
possible –without falsifying and lying any details
in the resume
• Also called curriculum vitae (CV)

63. Basic Information in a Resume
• Name
• Career Objectives (should be specific to the
position being applied for)
• Summary of Experience (for individuals w/ a
significant amount of experience)
• Work experiences (arranged from most recent)
• Professional Strengths/Competencies

64. Basic Information in a Resume
• Educational Background
• Certifications Acquired
• Research Publications
• Trainings and Seminars Attended (arranged
from most recent)
• Organizations Joined
• Personal Information
• Certification of authenticity (must be signed)

65. Classroom Experience
• Choose a partner in class.
• Exchange job advertisements with your partner.
• Put yourself in the shoes of an applicant who will
apply for that job.
• Prepare the following for that position:
▫ A cover letter
▫ A sample resume