2. Objectives
1. explain the steps in the recruitment and selection process;
2. recognize the different training programs;
3. identify the policy guidelines on compensation and wages and
performance appraisal;
4. discuss the importance of employee relation;
5. differentiate various employee movements; and
6. realize the importance of adopting an effective reward system.
3. Recruitment- A set of activities designed to attract qualified
applicants for job position vacancies in an organization.
2 Types of recruitment
External Recruitment– refers to recruitment from outside sources.
Internal Recruitment– refers to recruitment done within the organization.
4. Methods of External and
Internal Recruitment
Public and private employment agencies
Advertisement
Unsolicited application
Internet recruiting
Employee referrals
Executive institution
Executive search firms
Educational institutions
Professional associations
Labor unions
5. Advertisements– through websites, newspapers, trade journals, radio,
television, billboards, poster and emails among others.
Unsolicited applications– received by employers from individuals who may or
may not be qualified for the job openings.
Internet recruiting– independent job boards on the web commonly used by
job seekers and recruiters to gather and disseminate job opening information.
Employee referrals– are commendations from the organization's present
employees who usually your first friends and relatives who made think are
qualified for the job.
6. Executive search firms– also known as "head hunters" help employers find
the right person for a job. Such firms seek out candidates with qualifications
that match the requirements of the job opening that their client company
hope to fill.
Professional institutions– may offer placement services to their members
who seek employment. Employers may make use of the listing that they
publish in their journals regarding members who are available possible
recruitment or hiring.
Labor union– possible sources of applicants for blue-collar and professional
jobs.
7. Public and private employment agencies– may also be good
sources of applicants for different types of job vacancies for
they usually offer free services while private one charge fees
from both of the job applicant and the employers soliciting
referrals from them.
Educational institutions– good sources of young applicants or
new graduates who have formal training but with very little
work experience. For technical and managerial positions,
schools may refer some of their alumni who may have the
necessary qualifications needed for the said job positions.
8. External Recruitment Advantages and Disadvantages
Advantage
1. Advertising and recruiting through the internet reach a large number of possible applicants, thus,
increasing the possibility of being able to recruit applicants suited for the job.
2. Applicants who submit applications and resumes through their own initiative ate believed to be
better potential employees because they are serious about getting the job.
Disadvantage
1. The cosr and time required be external recruitment ate the typical disadvantages of using this
recruitment method. Advertising job openings and the orientation and training of newly hired
employees from outside sources, as well as sorting out large volumes of solicited or unsolicited job
applications present challenges in budgeting time and money.
2. Another disadvantage of external recruitment is the possibility of practicing bias or relatives by
current self-serving motives in the recommendation of private employment agencies of job
applicants.
9. Internal Recruitment Advantages and Disadvantages
Advantages
1. Less expenses are required for internal recruitment advertising; newsletter,
bulletin board, and current employees interested to apply for job openings within
the company.
2. Training and orientation of newly promoted of transferred current employees are
less expensive and do not take too much time since they are already familiar with
company policies.
Disadvantages
1. The number of applicants to choose from is limited.
2. Favoritism may influence a manager to recommend a current
employee for promotion to a higher position.
10. Selection– the process of choosing individuals who have the required
qualifications to fill present and expected job openings.
1. Establishing the selection criteria– selecting human resources is an organization
requires understanding of the nature of purpose of the job position which has to be
filled.
2. Requesting applicants to complete the application form– application forms must
be completed because this provide the needed information about the applicant.
3. Screening by listing applicants who seem to meet the set criteria– this involves the
preparation of a shortlist of applicants who meet the
11. Step 1– Determining a need
job analysis
Step 2– Application search and selection
a. Recruitment
b. Screening and selection
c. Interviews
Step 3– Decision making process
a. Making a decision
b. Notification and employment offer
Step 4– Adaptation to the workplace
a. orientation
12. 4. Screening interview to identify more promising applicants - Here, a shortlist
of applicants is prepared. Include in the list are the applicants who will be
asked to undergo formal interview by the supervisor/ manager; applicants who
are deemed to be the most fifted for the job opening belong to this shorter list.
5. Interview by the supervisor/ manager or panel interviewers – through formal
interview of the most promising applicants, other characteristics of the
applicants may be revealed or observed by the supervisor/manager or panel
interviewers. Such characteristics include the applicant self-confidence
confidence, positive or negative self steam, honestly and ect.
13. 6. Verifying information provided by the applicant– to make sure that the
applicant has not given false information about himself or herself,
verification if necessary. Background checking must also be done to avoid
hiring of applicants with criminal record record and to ascertain that he or
shehas good moral character.
7. Requesting the applicant to undergo physiological and physical
examination- Having a healthy mind and a healthy body is important for
good job performance. Hence applicants must be requested to undergo
psychological and physical examinations prior to hiring.
14. 8. Informing the applicant that he or she has been chosen for
the position applied for- informing the applicant may be
done verbally or in writing by the managers who give the final
decision regarding the applicants hiring. Final instructions
regarding the companies rules and regulations for hiring an
applicant must be given in this step
15. Types of Job Interviews
1. Structured interview– the interviewer ask the applicant to answer a set of
prepared questions — situational, job knowledge, job simulation and worker
requirement questions.
2. Unstructured interview– the interviewer has no interview guide and may ask
questions freely.
3. One-on-one interview – one interviewer is assigned to interview the
applicant.
4. Panel interview– several interviewers or a bundle interviewer may conduct
the interview of applicants, three to five interviewers take turns in asking
questions.
17. Types of Employment Tests
1. Intelligence test- design to measure the applicants mental capacity; test his or
her cognitive capacity, speed of thinking and ability to see relationships in
problematic situations.
2. Proficiency and attitude test– test his or her present skills in potential of
learning other skills.
3. Personality test– designed to reveal the applicants personal characteristics and
ability to relate with others.
4. Vocational test– test that show the occupation best waited on applicant.
18. Training and Development
Training
refers to learning given by organizations to its employees that
concentrates on short-term job performance and acquisition or
improvement of job related skills
Development
refers to learning given by organizations to its employees that is geared
toward the individuals acquisition and expansion of his or her skills in
preparation for future job appointments and other responsibilities.
19. Conducting and Training Needs Assessment
training needs assessments must be done synthetically in
order to ascertain if there really is a need for training.
Managers must first try to observe the business condition
and the economic strategic and technological change that are
happening in the organization's environment before
proceeding to the analysis of the organization task and
person's individuals, as all these determinants of training
types required for the maintenance of the firm's stability.
20. Implementing and Training Program
Various types of training program implementation include on-the-job
training, apprenticeship training, classroom instructional, audio-visual
method, simulation method, and e- learning .
this phase involves stating and instructional objectives that
describe the knowledge, skills and attitudes that have to be
acquired or enhance to be able to perform well.
Designing and Training Program
21. Evaluating the Training
the positive effects of the training program may be
seen by assessing the participants reactions, their
acquired learnings and their behavior after completing
i said training. The effects of training may also be
reflected by measuring the returns to investment
(ROI) or through the benefits reaped by the the
organization, which were about by their training
investment.
