University of San Jose - Recoletos COLLEGE OF COMMERCE HRD 2 -- 03:40pm - 05:20pm Ms. Ava-lou Perez (c) 2013 SUMMER SEMESTER

1. A FIRM IS ONLY AS GOOD AS THE
PEOPLE IT RECRUITS.
RECRUITMENT AND SELECTION IS
CRITICAL TO EVERY
ORGANIZATION. FIRMS
THEREFORE MUST STRIKE TO
ATTRACT THE BEST PEOPLE TO
WORK FOR THEM.

2. RECRUITMENT
one of the most critical functions of the human
resource department
a strategic process of identifying that the
organization needs to employ someone up to the
point at which application forms have arrived at the
organization.

3. Selection –consists of the processes involved in
choosing from applicants a suitable candidate to fill a
post.
Placement –actual hiring which includes orientation
and the acculturation( explains the process of
cultural and psychological change that results
following meeting between cultures) process
Training –consists of range of processes involved in
making sure that job holders have the right skills,
knowledge and attitudes required to help the
organization to achieve its objectives.

4. ADOPTING A RECRUITMENT POLICY
It’s important to adapt a
RECRUITMENT policy that
encompasses your firm’s code of
conduct in attracting the best qualified
candidates, the rules to be followed and
the standard’s to be reached.

5. Policy should be directed to the following objectives:
Hire the right person
Conduct a wide and extensive search of the potential
position candidates.
Recruit staff who are compatible with the style of
management and the culture of your company.
Handle applicants with due diligence, speed, and
courtesy
Hire from within and develop existing employees to
qualify them for the consideration for promotion.
Make sure that no false or exaggerated claims are made
in recruitment announcements or help wanted
advertisements.
Place individuals in positions with responsibilities and
train them to enhance their career and personal
development.

6. ADVANTAGES OF INTERNAL RECRUITMENTS
Usually cheaper in terms of starting pay and faster to fill up
internal vacancies.
Savings can be made since individuals with knowledge of how a
business operates inside knowledge of how a business operates
will need shorter periods of training and time for “fitting”.
It improves employee’s morale; it acts as incentive to all staff to
work harder within the organization.
Company’s point of view : Strengths and weaknesses of an
insider will have been assessed (evaluated/estimated). It has
potential then for a better success rate since the track record of
the employee is known.
Internal employees are already attuned to the culture of the
organization.
The organization is unlikely to be disrupted by someone used to
working with others in the company.
Keeps the proprietary and industry knowledge inside the
organization.

7. DISADVANTAGES OF INTERNAL RECRUITMENT
Management will have to replace the person who has
been promoted, creating a ripple effect—more job
openings occur as employees are moved about.
Promoting from within may upset some inside the
company thereby lowering the morale of those not
selected for the position.
Deprives the company from getting fresh views and
new ways of doing things.
Creates negative internal competition for the position.
An insider may be less likely to make essential
criticisms to get the company working more effectively.

8. ADVANTAGES OF EXTERNAL RECRUITMENT
Draws upon a wider range of talent and provides the
opportunity to bring new experience and ideas into the
organization, enhancing the creativity and innovation.
Brings in an opportunity to acquire new skills and
competencies not found in the organization.
Enables the organization to hire people with
knowledge of competitor’s secrets—an easy though
arguably dubious(doubtful) way of conducting
competitive intelligence gathering.

9. DISADVANTAGES OF EXTERNAL RECRUITMENT
Usually more costly to hire somebody from outside.
The outsider does not fit into the organizations culture.
Some risks in failure, example: an employee could be less
effective in actual job than what appears on paper
applications and interview.
Takes a larger time to get acclimated to the job and the
organization’s culture.
May demoralize (cause someone to lose confidence)
employees who did not get the promotion and adversely
affect their commitment levels.

10. STAGES OF RECRUITMENT
Determine whether a vacancy exists
 When an employee resigns, retire, dies, discharged from
service
 New position is created as a result of expansion,
restructuring or reorganization.
Prepare Job Description and Personal Identification
 Principally used for recruitment as a guide on how a
particular employee will fit into the organization
 Personal Identification goes beyond a mere job
description. It highlights the physical and mental attributes
of the job holder.

11. STAGES OF RECRUITMENT
Media Announcements
 Bulletin Board
 Word of Mouth
 Professional Journals
 Employment Agencies
 Campus Recruitment
 Website Job Market
 Job Fairs
 Newspapers
 Summer Cadre Training

12. STAGES OF RECRUITMENT
Managing The Response
Short-listing—discarding those who aren’t qualified
Arrange Interviews
Conduct The Interviews
Reference/Background Checks
 should be made only for those candidates who have
advanced to the finalist stage and who are under serious
consideration to the job.
 can be a frustrating exercise that sometimes yields little
useful information about the candidate.

13. STAGES OF RECRUITMENT
Decision To Hire
Offer To Hire
Appointment Action