This document discusses human resource management practices for international companies, focusing on recruitment, selection, and placement of employees from different countries. It covers the following key points: - Recruitment involves attracting qualified candidates to fill open positions according to a company's human resource plan. Selection is the process of evaluating applicants and choosing the best candidates. - Sources of candidates can be internal through promotions or external through various outlets like schools, job ads, conferences. Both have advantages like developing current staff versus new perspectives. - The selection process typically involves screening applications, preliminary interviews, skills/aptitude tests, in-depth interviews, medical exams, and final evaluation. Companies aim to identify the most qualified and suitable candidates

1. HUMAN RESOURCE
MANAGEMENT
IHR Recruitment,
Selection &
Placement
DR. MGENI, T

2. WHAT IS IHRM ALL ABOUT?
• IHRM is concerned about managing human
• resources at Multinational Companies and it
• involves managing 03 types of employees
• namely,
• Parent Country Nationals (PCNs)
• Host Country Nationals (HCNs)
• Third Country Nationals (TCNs)
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3. Recruitment, Selection and
Placement
Points to be taken:
1. What is recruitment?
2. Internal and external sources of qualified personnel
3. Steps in selection and hiring
3

4. Recruitment
An intended process of attracting suitable
people to fill up vacant positions in an
organization in accordance with human
resource planning.
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5. Sources of Qualified Personnel
A. Internal sources
“The best candidate for the position might be someone
within the company” ~Mac Innis and Kleiner (2002)
Job posting and bidding
A method of internal recruitment in which notices of
available jobs (both promotions and transfers),
approved by HR head, are posted in bulleting boards in
central locations throughout the organization or
advertised in the intranet (LAN system)
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6. A. Internal sources
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Advantages Disadvantages
• boosting the morale of
promotee, better assessment
of abilities, lower cost for some
jobs, motivator for good
performance, a succession of
promotions and having to hire
only at entry level ~Mac Innis
and Kleiner (2002)
• organization knows them
• promotion opportunities
• full use of competencies
• squabbing (talangka
mentality)
•Ripple effect
• inbreeding of ideas

7. Sources of Qualified Personnel
B. External Sources
1. Educational institutions
2. Job advertising through classified ads
3. Professional associations, meetings and conferences
4. Walk-ins and unsolicited applications
5. Employment agencies
6. Employee referrals and recommendations
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8. B. External sources
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Advantages Disadvantages
•“new blood”, “new
perspective”, cheaper than
training a professional, no
group of political supporters in
the organization already, and it
may bring industry insights.
•New insights and
perspectives
•Cheaper to hire technical or
managerial people
• difficult to attract, screen
and evaluate potential
excellent employees.
• employees from the
outside need a longer
adjustment or orientation
period.
• external recruitment may
cause morale problems or
job dissatisfaction

9. Advantages of Internal and external
sourcing of personnel
ADVANTAGES
I. INTERNAL SOURCES 1. Organization knows them and the
employees know the organization
2. Internal recruitment creates promotion
opportunities.
3. It improves the organization’s financial
return on the cash invested on its
workforce.
II. EXTERNAL
SOURCES
1. The pool of talents is much larger than
the internal sources
2. It can bring in new insights and fresh
perspectives.
3. It is cheaper to hire technical or
managerial people from the outside. 9

10. Hiring and recruitment in most
Filipino-owned enterprise
Formal guarantees
• police clearance
• Certifications
• diplomas
Informal guarantees
• personal acquaintances or padrinos
• palakasan or kakilala system
10

11. Final Selection and Formal
Hiring
Final Selection is the process of choosing from
the pool of qualified applicants the individuals
who are most likely to successfully perform a
job.
- “screening out and selecting in”
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12. Simplified steps in the selection
process
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Step one: Review of Applicants
Step two: Preliminary interview
Step three: Job tests
Step four: In-depth interviews
Step five: Medical examination
Step six: Final evaluation/hiring

13. The Selection Process
Step one: Review and screening of applicants
Paper screening
R
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14. The Selection Process
Step two: Preliminary interview
• At this stage, the interviewer is interested with the
general impression based on your external appearance,
how you talk (your speech and mannerisms) and your
public behavior
• Interviewer assess your mental alertness, attitude,
values and motivation
TAKE NOTE:
Learn to have a good command of English (oral and
written)
Be confident in expressing yourself too in conversational
English.
14

15. The Selection Process
Step three: Battery of job tests
• To measure the applicant’s natural and acquired
abilities.
1. Intelligence, mental ability and alertness tests
2. Personality test
3. Aptitude test – appraise natural abilities, capacity to
learn and perform a job.
• Clerical aptitude test – will compute your speed and
accuracy in dealing with numbers and names of persons
or places, alphabetical filing, spelling and other clerical
tasks.
• Mechanical aptitude tests – will measure specific
abilities and skills, speed, accuracy, coordination of
senses, and a combination of these. 15

16. The Selection Process
Step three: Battery of job tests
4. Psychomotor test – will assess your physical
strength, manual dexterity and coordination.
5. Arithmetic test – measures how well can you work
out mathematical problems that come up frequently in
a given job.
More than aptitude (just IQ) they will be interested to
know about your attitude (EQ), not just what is in
your head but, what is in your heart.
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17. The Selection Process
Step four: In-depth interviews
Types of interview:
• Structured interview – conducted according to pre-
determined outline.
• Unstructured interview – is carried out without
predetermined checklist of questions.
• Stress interview – a method that can put you under
pressure in order to determine whether or not they are
highly emotional.
• Panel Interview – two or more conduct an interview with
one applicant
• Group interview – you with other applicants are
questioned together.
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18. The Selection Process
Step five: Pre-employment medical examination
Reasons:
• Management can determine the physical and mental fitness
of qualified candidates
• Management can be guided in the proper placement of the
qualified candidates according to physical and mental
abilities and attributes.
• Management can avoid hiring a person who is ill and unfit
for work, thus avoiding accidents, contamination, and
incurring additional medical expenses.
• Management can avoid hiring a person who indulges in
bad habits such as drug addiction, heavy drinking and
smoking.
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19. The Selection Process
Step six: Final evaluation and hiring
Shortlist of “hot candidates”
• Transcript of records
• Birth certificate
• Marriage certificate (if applicable)
• SSS E-1 form
• TIN
• Community Tax certificate (cedula)
• NBI or barangay clearance
• Other pertinent documents
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20. Placement
The assignment of newly hired employee to the
right branch, department, section, or unit where
the skills and competencies are mostly needed.
Note: Poor job performance may be the direct result of
wrong placement
• The Assignment Method
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21. The Assignment Method
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22. 22

23. Use of Emerging Technology for
Screening Employees
• Teleconferencing
• Video conference
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