by: A. M.

Pomida
Recruitment, Selection and
Placement

Points to be taken:
1. Recruitment, Selection and placement?
2. Internal and external sources of qualified
personnel
3. Steps in selection

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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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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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A. Internal sources
Advantages Disadvantages
• boosting the morale of • squabbing (talangka
promotee, better assessment mentality)
of abilities, lower cost for some •Ripple effect
jobs, motivator for good • inbreeding of ideas
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

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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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B. External sources
Advantages
•“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
Disadvantages
• 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
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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.
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Hiring and recruitment in most
Filipino-owned enterprise
Formal guarantees
• police clearance
• Certifications
• diplomas

Informal guarantees
• personal acquaintances or padrinos
• palakasan or kakilala system

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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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Simplified steps in the selection
process

Step six: Final evaluation/hiring

Step five: Medical examination

Step four: In-depth interviews

Step three: Job tests

Step two: Preliminary interview

Step one: Review of Applicants

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The Selection Process
The Selection Process
Step one: Review and
screening of
applicants

Paper screening

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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.
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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
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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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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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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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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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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• Placement is a process of assigning a
specific job to each of the selected
candidates. It involves assigning a specific
rank and responsibility to an individual. It
implies matching the requirements of a job
with the qualifications of the candidate.
• Placement is a process of assigning a
specific job to each of the selected
candidates. It involves assigning a specific
rank and responsibility to an individual. It
implies matching the requirements of a job
with the qualifications of the candidate.
The Assignment Method

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

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