Here are the key steps in priority order for the recruitment plan: 1. Review, develop & revise job descriptions of the three positions. This will ensure clarity on the roles and requirements which is essential for recruitment. 2. Identify the current workforce competencies & promotability. Checking for internal candidates first is preferable to consider promotion and retention. 3. Develop the recruitment plan as to which positions will be prioritized or whether all positions will be recruited simultaneously. With job descriptions and internal candidates assessed, a plan can be made on external recruitment of the production operators, quality inspectors and plant engineer as needed. The priority is to first have clear job descriptions. Then consider internal candidates for promotion which supports retention. Only

1. Chapter 2
Recruitment,
Selection,
and Placement

2. Recruitment, Selection and
Placement
The key components of this function are
the following: Acquisition, allocation, and
adjustment.
Job Analysis is the process of gathering
all the needed information which is
important in a particular job.

3. Job Descriptions are
written summaries of various
jobs consisting of duties,
responsibilities, and qualification.
These two functions pave the way for
recruitment, selection and placement.
Recruitment is process of allocating
qualified applicants who apply for various
positions in a particular organization. The
process of selection and placement is
rather tedious.

4. Adjustment refers to the different
ways by which the organization together
the new employees adapt to the work
environments.
Acquisitions
The acquisition of information
related to the jobs in the organization is
done in Job Analysis. Usually, this is
executed in the organizations that have
already existed for quite some time.

5. Job Analysis is the procedure of
determining and the duties and skills
requirement of a job and the kind of person
who should be hired for it.
The following information can be collected
through job analysis:
1. Specific task and activities
A job analyst can be obtain
information on the different task
required by a job such as painting,
writing, teaching, encoding, and
cleaning skills.

6. 2. Required behavior on the job
Information about the
behavior required in the
performance of various
jobs such as communicating,
writing, computing, driving etc.
3. Required job standards
The job analyst can also gather
information regarding the performance
levels or standards require by the job.

7. 4. Knowledge, tools and equipment to used
Information on the tools and
equipment used by the employees
can be gathered during the job
analyst.
5. Work conditions
These include the
physical aspects of the job
such as work schedules,
physical environment and
so on.

8. 6. Personal characteristics and
requirements
These include the educational
background, training or experience as well
as type of personality, attitudes,
values and physical
characteristics needed
for the position.

9. Job Analysis
1. FORMULATION OF OBJECTIVES.
In this step, the firm
identifies and formulates the
goal of the job analysis. It determines
how the job analysis will be used.
2. SELECTION OF JOB
Large organizations usually
have many jobs. Since job
analysis is a time-consuming
process, jobs to be analyzed
are carefully selected.

10. 3. APPLICATION OF JOB ANALYSIS TECHNIQUE
There are many techniques that can be used in
conducting a job analysis. Proper selection of the
appropriate techniques will be less costly for the
organization.
4. ACTUAL CONDUCT OF JOB ANALYSIS
The actual data gathering needs considerable time and
effort since the data include the features of the job, the
proper attitude towards the job, and the characteristics
of the employee who will be perform the job.
5. PREPARATION OF JOB DESCRIPTIONS AND JOB
SPECIFICATION
After data gathering comes the time to write the job
description for each job analyzed.

11. Formulation
of objectives
Selection of
jobs
Application of
job analysis
techniques
Preparation of
job description
& job
specification
Actual
conduct of
job analysis
Selection of
jobs

12. The Job description is a
list the duties, responsibilities,
reporting relationship, and the
job specification for each job.
Job specification refers to the
minimum qualifications required
by a particular job such as
educational background,
experience, skills, and abilities.

13. The preparation of the job description and the
job specification is the heart of the job
analysis. They are used in the following HR
activities:
a. HR planning
During HR audit, the job
descriptions of all jobs are
reviewed.
b. Recruitment and selection
Job specification is needed by the HR
department to update the educational background
of each employee and align it to the requirements of
his/her works.

14. c. Compensation
Indicates how much money an employee is paid foe
doing a certain job based on the task responsibilities
attached to it.
d. Performance appraisal
Standard are set during job analysis. This assessment
can help supervisor set up better performance measures.
e. Safety and health
The information obtained from employee’s
evaluation of working conditions can help he HR
department eliminates health hazard to ensure work
safety.
f. Labor relations
Job analysis help in determining whether certain
aspect of a job can be covered by union agreement.

15. The following are a various job
analysis techniques:
1. Observations
There are jobs that can be
observed like those performed by an assembly
line, service crew, or warehouse workers.
2. Interviews
The interview allows
a face-to-face interaction
between the job analyst and the
interviewee.

16. 3. Questionnaire
The use of questionnaire
is one of the least expensive
tools for data gathering.
4. Logbook
The logbook is a good
source of data gathering
employees duties how
frequently they have to be
done and when they are
scheduled to be finished.

17. The job description is a
written summary of particular job.
It provides a clear overview of
what the job is all about and
minimizes inconsistencies in
the actual job and
what is actually
written.

18. The job specification is part
of description. It is found in the
lower part of the job description
and contains the educational
qualifications, skill , experience,
and traits that a job holder should
have on order to become
effective in the job.

19. Job description has the following parts:
a. Job title or position
This describes the exact job title or
designation like HR Manager or HR
Assistant, and Production
Manager, among others.

20. b. Reporting relationships
This includes the job title
for the position's immediate
supervisor.
c. Job classification
Classification provides
the rank or position of the
job in the hierarchy of the
various jobs in the company.

21. d. General description of the job
This portion provides a summary of the
job and gives an overview of its duties and
responsibilities.
e. Specific duties and responsibilities
These include and clarify the functions
of the job in detail.
f. Job specification
As discussed earlier, it lists
the minimum requirements of
the job.

22. Job design
- is usually formulated after a job
analysis. There are some companies that
make some modifications on certain duties
of jobs to achieve the company's goals and
objectives.
-is the process of work arrangement
aimed at reducing or overcoming job
dissatisfaction and employee alienation
arising from repetitive and mechanistic
tasks.

23. 2 Basic Categories of Job Design
1. Job Enlargement
-is the horizontal approach to job design. A
supervisor gives his/her subordinates more tasks
to do. There are different duties to perform, and
the employee is not empowered to decide on
his/her own. He/she has no authority in decision-
making.
2. Job Enrichment
-is the vertical approach of job design. It
satisfies the need for growth since the employee
has a hand in decision-making. He/she is
empowered and has some authority over certain
tasks.

24. These are the following job design principles based
on the job characteristics model by Hackman and
Oldham (Parker and Hall. 1998):
a. Task variety
The company should attempt to provide
employees with a variety of tasks. However, one
should note that too much variety can result in
inefficiency whereas too little can lead to
boredom.
b. Skill variety
Using a number of their skills makes
employees happy.

25. c. Feedback
The employees should be informed if they have
already reached their required targets. Eventually,
employees should learn to set the standards of
work quality and quantity they will follow.
d. Task identity
Each group of tasks should be clearly defined,
visible, meaningful, and separated from one
another.
e. Task autonomy
Employees should have some form of control over
their work. They should be empowered to decide
on some aspects of the job.

26. ALLOCATION
- is used in requirement,
selection, and placement. The
word allocation signifies the
meaningful hiring of employees
for the company.

27. RECRUITMENT
Planning &
Approval based on
HR Planning
Position
Announcement
Selection &
Recruitment
Strategies
SELECTION
Psychological
Testing
Screening/Intervie
w & Background
Check
Job Offer &
Negotiation
PLACEMENT
Post-selection
Considerations:
Pre-employment
Requirements, & Medical
Examination
Hiring Signing of
Employment Contract

28. RECRUITMENT
- is the process of attracting
applicants qualified to occupy vacant
position in the company.
It consists of various
activities that entice
and influence qualified
applicants to fill these
vacancies.

29. Main Steps in Recruitment:
1. Planning and approval based on HR
planning
- is the recruitment function
starts with the management's decision
to recruit based on the findings taken
from HR planning sessions.

30. 2 Types of Planning
1. Utilizes strategic thinking about the
future needs, challenges, and
opportunities of the organization's
personnel. This requires research,
critical thinking and willingness to change.
2. Operation of strategic plans when
positions become available. Therefore,
thorough planning is done before the
actual recruitment process takes place.

31. 2. Position announcement/job posting
- once the job vacancies
are identified, the next step is
to choose between external &
internal recruitment.
3. Recruitment strategies
– there are various techniques on
how to recruit applicants. There are
two sources of recruitment: internal
and external.

32. Source of Applicants:
Internal Hiring External Hiring
Promotion transfer Newspaper
advertisement
Internet
Manpower agency
Executive search
Walk-ins
Referrals
Job fairs
Campus recruitment
Project basis

33. Comparison of the two sources of
applicants.
Internal Hiring
(Promotion from Within)
External Hiring
Advantages:
Employees are
motivated to
work harden.
New employees bring in
new ideas to the company.
Employees are already
familiar with the company’s
system or culture.
The company has the
opportunity to select the
best candidates.

34. Internal Hiring External Hiring
Companies incur less
costs in terms of
recruitment expenses.
The company can
provides jobs to more
people.
Salary distortion is
avoided since employees
who are promoted to get
pay increases based on
the company’s salary
scale.
The company can
maximize its recruitment
efforts and improve its
roster of employees by
hiring competent and
high-caliber people.

35. Disadvantages:
If paves the way for creative
stagnation in the company.
If no new employees enter the
workforce, no fresh ideas come
in.
The company incurs more costs
executing massive recruitment
efforts.
Employees become too familiar
with each other and this may
promote internal friction that
can upset the harmonious
relationship among them.
It may take time before the best
Candidates for the position are
chosen, especially those that are
critical of the company’s
achievement of objectives.
Employees who are not
promoted may feel demotivated
and lose interest or enthusiasm
in their jobs.
Anything that does not fit into
their own values may spark
friction or trigger resignation.

36. The following are the external sources of
applicants:
a. News paper advertisement
Newspaper use to be the most
popular medium for recruiting applicants.
b. Internet
Job websites and company web pages are
now the most popular source of applicants.
Job websites offer companies a
cheaper package and carry the
advertisement for a month.
Job aspirants upload their
resumes on job websites based on the
positions and qualifications stated therein.

37. c. Manpower agency
Companies which need temporary
workers use the service of a manpower
agency temporary workers are hired to
relieve employees.
Usually temporary workers of
contractual workers have employment
periods of less than six months.
Contractual employees have no employee-
employer relationship because they are not
hired directly but are under manpower
agencies.

38. d. Executive search
Executive search films of headhunters are
employed by companies to look for applicants for
managerial and executive position.
Headhunters usually have a resume bank of
professionals.
These professionals who are usually
executive officers submit their resumes to executive
search films for various reasons.
First one are in search of greener pastures.
Second some simple like to find out their
“market ability” or see if other companies still want
to avail of their services.
Third some want a totally different
environment or a new industry.

39. e. Walk-ins
Applicants who hop from one
company to another submit their resumes
anytime. Usually, fresh graduates are walk-
ins and companies with strict admission
policies usually let them leave their resumes
with company guards and make in to the
HR office.
As walk-ins, applicant are already at
the company’s doorstep. There is no need to
contact them, and they are ready to be
interviewed right away.

40. f. Referrals
Some applicant are referred by people
who know employees in the companies that
have vacancies. Some are referred by company
employees themselves. Being referred to is
advantageous since the process
assures the applicants that the
HR will take a look at their
resumes which are submitted
directly to the requisitioning
departments.

41. g. Job fairs
Applicants flock to job fairs in
accessible venues such as malls.
Companies participate in a job fairs to
minimize costs. Although there is a fee
for participation, they enjoy the influx
of job seekers, both fresh graduates
and experienced applicants.

42. h. Campus Recruitments
Companies which participate in college
fairs usually need fresh graduates willing to
accept minimum or a little above-the-
minimum wage as starting salaries.
Participating companies
pay the schools a certain fee,
and they usually give promotional
materials to applicants.

43. I. Project Basis
Companies that are highly technical
in nature usually hire project-based
employees. Examples are software
developers and programmers who may be
working on a project, say for two years. As
project-based employees, they may be
provided with transportation or meal
allowance, depending on the agreement
made with the company.

44. Recruitment Issues
There are certain issues that companies should
avoid during the recruitment stage. Companies must
always appear as an equal-opportunity employer. They
should avoid discrimination issues especially when it
comes to job posting. Many companies specify age
requirements for particular positions. Some
companies even indicate their preference for
graduates of certain colleges or universities. Today,
companies looking for applicants are extra careful in
placing minimum requirements for vacant position
and, thus, have retained their reputations as equal-
opportunity employers.

45. Internal or external hiring raises certain issues.
In the case of internal hiring specifically promotion,
there are at least two factors taken into account. The
first one is performance. Performance evaluations
help monitor an employee’s performance so far,
whether or not he/she has consistently done an
outstanding job.
Another basis for promotion is seniority.
Traditional organizations still prioritize people who
have been with the company for many years, without
considering skills and the capacity to lead. Seniority
refers to the tenure or number of years an employee
has been serving a company regardless of performance
quality.

46. Adjustment
The adjustment function
involves the selection and
placement of qualified
candidates for a vacant position. It may sound
simple, but the HR department should make
the necessary adjustments regarding the
selection process particularly the
psychological tests used, background checks,
and certain job requirements.

47. Selection
After screening and
sorting out the resumes of the
applicants, these steps in the
selection process follow:
Applicants who qualify for
preliminary screening and sorting are
called or notified to fill out the
company’s application form. The
schedule of preliminary interview or
psychological testing is also attached.

48. 1. Psychological Testing
Types:
a. Mental Ability Test/Intelligence Quotient Test
- consist of general questions
on linguistic & numerical abilities &
abstract reasoning.
b. Aptitude Test
- includes clerical, mechanical, sales, &
dexterity tests, among often
times which determine specific
abilities that are required in
contain fields of specialization.

49. c. Personality Test
- is a measure of patterns of
behaviour such as cooperation,
initiative, dependability,
responsibility, & sociability.
2. Screen Interview & Background Check
Types:
a. Panel Job Interview
b. Behavioural/Experienced-Based Interview
c. Structured Interview
d. Unstructured Interview
3. Job Offer

50. PLACEMENT
- putting the candidate in position.
1. Post- selection considerations
- the HR department prepares
the pre-employment requirements.
2. Hiring
- the candidate is now
hired & given a particular date
to report for week.

51. 3. Signing of employment contract
An employment contract
contains the position title, date
employed, conditions of
employment, starting salary,
& a summary of the job responsibilities.
A psychological contract is a non-
written utterance of expectations of the
newly-hired employee as well as the
employer’s expectations of the employee.

52. HR Points to Ponder
Recruitment
You are the HR manager of a medium-sized
company & you are task to prepare a recruitment plan for
top management. You are to recruit the following:
20 production operators, 2 quality control inspectors, & a
plant engineer.
Rank the following according to priority:
1. Identify the current workforce competencies &
promotability.
2. Review, develop & revise job descriptions of the three
positions.
3. Develop the recruitment plan as to which positions will
be prioritized or whether all positions will be recruited
simultaneously.

53. Trending in HR
To make the HR department
remember you, you mist have:
• unique qualities
• best skills
• qualifications

54. Cultural Biases on the HR’s Role
Several cultural biases:
• Traditional paradigm
• Performance
consideration as
countering human
• Social consideration

55. Lessons in HRM
The HR must possess the following
characteristics:
• Strong leadership
• Creativity
• Flexibility

56. The following trends have been impacted
HR:
• Globalization
• Change of skills
• Outsourcing & down sourcing
• Contingent workers
• Decentralization work
sites

57. Thank you 