2.

3 SELECTION OF EMPLOYEES
Duration: 6 hours

INTRODUCTION

The selection of human resources determines the applicants who can meet the job
requirements and can be offered the organization's vacant position. It is the deciding
point that determines who among the applicants has the personal qualities that
match the position's requirements.
The organization's different departments make a personal requisition to the Human
Resource Department to select the best workforce through personal requisition form.
The HRD determines the selection procedure on how to get the most qualified
applicants. Managers and top executives must approve these standard operating
procedures.
This section deals with the selection of human resources. It is often to select
candidates who already have these skills rather than a hope a candidate will learn
them after hiring.

OBJECTIVES/ LEARNING COMPETENCIES:

At the end of the lesson, the students are expected to:
1. Describe the selection process.
2. Identify the primary purpose of selection activities.
3. Discuss why organizations use application forms
4. Explain the purpose of background investigations.
PRETEST
True or false. Write True if the statement is true and False if the information is
incorrect.

__________ 1. In selection process, it is better to use screening inquiries.

__________ 2. HR practitioners are armed with the right tools to choose the right
applicant.
__________ 3. One of the main components of the background check is to process
and verify all character references.
__________ 4. Training interviewers to conduct interviews can help address
inaccuracies in the applicant's assessment and minimize the effects of biases.
__________ 5. An interview can be done face-to-face conversation or through phone
telecommunication.

Motivation
Look at the picture below. How can you explain the selection process for a specific
job?

Fig4.1.https://www.google.com/search?
q=image+of+job+selection+process&rlz=1C1CHBF_enPH914PH914&tbm=isch&source=iu&ictx=1&fir=N-WCpY68dUdPuM
%252COrfXXhY1rB5WwM%252C_&vet=1&u

Answer:
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
___________________________________________________________________
________________________________

LESSON PROPER/ COURSE METHODOLOGY

Selection activities allow a standard pattern, starting with an initial screening,

interview, and concluding with the final employment decision. The selection process
consists of eight steps: (1.) initial screening interview, (2.) completing the application
form, (3.) employment test, (4.) comprehensive consultation, (5.) background
investigation, (6.) conditional job offer, (7.) medical and physical examination and (8.)
permanent job offer. What is the selection process on how to get the most qualified
applicants?
Initial screening. It is a culminating effort, initiating a preliminary review of
potentially acceptable applicants. The initial screening is in effect, a two-way
procedure such as screening inquiries and screening interviews.
If our effort is to select the best applicant, it is better to use screening inquiries. We
will have a pool of potential applicants. We can eliminate some of these respondents
based on the job description and specification. The red flag includes gaps in the
applicant’s job history, numerous courses and seminars instead of appropriate
education.
The screening interview is an excellent opportunity for the HR people to describe the
job in detail to consider if they are severe in his job application. Sharing job
description information frequently encourages the unqualified or marginally qualified
to voluntarily withdraw from candidacy with a minimum cost of an applicant or the
organization.
Another important thing during the initial screening phase is to identify a salary
range. Most of the applicants are concerned about their salaries, even if a job offer
sounds exciting.

They were completing the Application Form. After the initial screening is
completed, the applicants are asked to complete the application form. This may
require only the applicant's name, address and telephone number. Some companies
may want more information or a more comprehensive employment profile. The
application form gives a job-performance related synopsis of applicant's adult life,
skills, and their accomplishments.
Applications obtain information the company wants. Completing also serves another
hurdle; if the job requires following directions, and individuals fail to do so. The
applicant has the right to be eliminated in the application.

Employment Tests. Organizations relied mainly on intelligence, aptitude test, and

interest test to provide significant input to the selection process. Handwriting and
honesty tests have been used to learn more about the applicant-information that
leads to more effective selection.
Since, the 1970s to the early 1980s, the reliance on written tests for selection
purposes decreased significantly. This was attributed to legal bases that required
employers to justify as job-related to any test they used. Based on Decenzo and
Robbins (2007), it is estimated that more than sixty percent (60%) of all
organizations use some type of employment test today. They realized that some
types of employment tests today.
Comprehensive Interview. Applicants who were able to pass with the initial
screening test typically receives an extensive interview. The applicant may be
interviewed by the HRD interviewers, senior managers, head and potential
supervisor.
This interview is designed to probe areas not easily addressed by the application
form or tests, such as assessing one’s motivation, values, ability to work under
pressure, and ability to fit in with the organization. Employees are typically hired
based on their competencies and how likely they are to be successful performers.
The majority that fail to do so because they cannot fit within the organization’s
culture. Accordingly, skills and attitudes may get applicants in the door, how well
they adapt to the organization determines how long they’ll stay.
Background Investigation. After the comprehensive interview, the next process is
to undertake background investigation of applicants who appear to offer potential as
employees. Background investigations or reference checks are intended to verify the
information on the application form is correct and accurate. This can include
contacting the former employers to confirm the applicant’s work record and
performance.
According to Decenzo and Robbins (2007), negligent hiring occurs when an
employer fails to investigate an employee's background properly, and Employee is
later involved in wrongful conduct. Common sense dictates the HRM finds out as
possible about its applicants before the final hiring decision is made. Failure to do so
can have a detrimental effect on the organization, both in cost and morale.

Conditional Job Offer. A conditional job offering is made if a job applicant has
passed each step of the selection process. Dependent job offers typically come from
an HRM representative. The conditional job offer implies that if everything checks
out- such as passing a specific medical, physical, or test. -the dependent nature of
the job offer will be removed and the request will be permanent.

Medical/Physical Examination. Second to the last step is physical/ medical

examination. It may consist of having the applicant take the physical/medical
assessment. Physical exams can only be used as a selection device to screen out
individuals who cannot physically comply with the requirements of a job. Physical
examination may be required only after a conditional job offer. It also shows the
minimum standards of health exist to enroll in company health and life insurance
programs. A company may use this exam to provide base data in case of an
employee's future injury claim on the job. This occurs after one has been hired. The
exam is paid for by the employer.

Job Offers. Individual who performs successfully in the preceding steps are now
considered eligible to receive the employment offer. Who makes the final
employment depends on several factors? The applicant will eventually work for this
manager, which necessitates a good fit between boss and Employee. If the decision
is faulty, the hiring manager has no one else to blame.

Metric in Recruitment and Selection

Careful consideration has to be made by the HRM department in choosing the
recruitment and selection methods to use, otherwise precious person-hours, effort,
and company resources may be wasted on a yield of applicants that is neither
qualified nor sufficient in number. While it has been pointed out that some methods
are more popular or considered to be more effective by practitioners than others, the
recruitment experience of each company is different; There is no "one size fits all"
method to determine the best applicant.
HR metrics relevant to talent acquisition include cost-per-hire, time-hire, applicant-to
successful hire ratio.

The cost per hires metric (CPH) aims to measure all the cost of all recruitment and
selection related activities needed to fill a vacancy in the organization. CPH is a ratio
of the total amount spent on the total number of hires in a specific period. It is
considered a measure of cost-efficiency. It is computed by taking the sum of all the
expenses used for talent acquisition and dividing this sum by the number of
successfully hired candidates.

Time to hire metric is the cumulative amount of time needed to fill an organization's
open position. It is another measure of the efficiency of talent acquisition efforts.
Timeliness is the key to filling a vacancy. A job that is left vacant for an extended
period can lead to a severe disruption of an organization's work and operations.

The time to hire metric is influenced by such factors as the complexity of recruitment
and selection methods used, the availability of information needed to reach a hiring
decision and the organization effectively manage the recruitment, selection and
hiring process.

Applicant Yield or Ratio of Applicant –hired to Employee

This ratio measures the proportion of applicants and applications received and
processed. This metric is relevant to measure since this ratio is a function of
applicants' quality and quantity that the recruitment efforts can yield. It can measure
the overall capacity of recruitment. A high ratio is not desirable and indicates
inefficient talent acquisition since it means that much effort is needed for the
selection process to produce or to be able to hire good Employees.

Activity 2.3.1: for Day 1

Answer the following questions. (10 pts each)
1. Review the different selection methods and identify what way you would use
in selecting a salesperson for a department store and an experienced
supervisor for the HR department.
2. Explain why it is essential for a selection tool to be valid.
3. We developed an interview guide for a structured interview in hiring IT expert.
4. Describe how a hiring manager should decide to hire the best applicant.
Activity 2.3.2 for Day 2
1. Case Analysis: The hiring manager chooses between two applicants who
have already undergone the pre-employment test and series of interviews
with the HR Supervisor, event manager, and the Museum Curator. Could you
help him decide on who will be the best candidate for the position?

Qualification for the Position:

● Bachelor’s degree in History, humanities and business course

● At least 1-year work experience in events management
● With good English communication skills
 ● Must have good attention to details, good time management skills and
ability to work with minimal supervision
● Willing to travel outside Metro Manila and work in long hours
● The salary package of P 15,000.00

Candidate No.1:
● 28-year-old female, married with 2 kids
● Bachelor’s degree in Commerce from FEU started taking her MBA
● year experience in medium size events
● satisfactory English communication
● pleasant personality
● average in the company's general intelligence test
● applied through job ad
● salary expectation P 20,000.00

Candidate No.2
● 22-year old female, single
● Bachelor’s degree in humanities from Ateneo de Manila University,
fresh graduate
● Did her on the job training or practicum in a foundation involved in
preserving Spanish artworks
● Good English communication
● Pleasant personality
● Scored very high in the test
● Salary expectation is P 15,000.00

Consideration in analyzing the case:

1. What are the competencies and qualifications sought?
2. What is the capability of the company to train and retain?
3. Who is a more strategic hire?
POST-TEST
I. Write Column A with Column B.
Column A Column B
____ 1. Headhunters a. job advertising
____ 2. Want ads b. executive search firms
____ 3. Feedback c. availability obtained in performing a job
____ 4. Task identity d. degree to which an employee has
freedom
____ 5. Autonomy f. performs a complete job
II. Explain the steps in the job selection process.

REFERENCES
Diamante, Melva M. and Tan Ledesma, Genevieve (2015). Managing Human
Resources, Local and Global Perspectives. C & E Publishing, Inc.
Decenzo, David and Robbins, Stephen P. (2007). Fundamentals of Human
Resource Management. John Wiley & Sons, Inc.

UNIT 3: DEVELOPMENT OF HUMAN RESOURCES

TITLE OF THE LESSON: 3.1 Training and Development of Employees

3.2 Performance Review and Appraisal

3.1 TRAINING AND DEVELOPMENT OF EMPLOYEES

Duration: 6 hours

INTRODUCTION

At the beginning of the Stone Age, people started transferring knowledge through
signs and deeds to others. Vocational training began during the Industrial Revolution
when apprentices were provided direct instructions in the operation of machines.
Training and development are recognized now as the most critical organizational
activity. Training, unlike experience, can shorten the time required to reach full
efficiency.
Training defines as the process where people acquire capabilities to help in the
achievement of organizational goals. It is a planned effort of the company to facilitate
learning on the job-related competencies. It includes knowledge, skills, and behavior
that are critical for successful job performance.

This unit focuses on the aspect of training and development of human resource
management. The training goal is for employees to master the knowledge, skills, and
behaviors emphasized in training programs and apply them in day-to-day activities.

OBJECTIVES/ LEARNING COMPETENCIES:

At the end of the lesson, the students are able to:
1. Enumerate and explain varied types of employee training.
2. Give the difference between training and development.
3. Discuss the training and development of employees for efficient continued
membership in the organization.
4. Internalize the responsibilities of the personnel department and
supervisors in the orientation program.

PRETEST
Write TRUE if the statement is correct and False if the information is incorrect.

_______ 1. The purpose of orientation is to help employees learn about the

organization.
_______ 2. Seminars focus is to teach employees with specific skills in creating
knowledge.
_______ 3. Training is designed to help the organization accomplish its objectives.
_______ 4. The most common approach is the use of performance appraisal data in
making this individual analysis.
_______ 5. A performance review reveals the employees 'inadequacy to perform
certain tasks and training needed to correct their weaknesses.

Motivation
Loop a word that matches with the topic.
 M A Y E T T E L O R E L E I M
D E V E L O P M E N T M S M E
Y H H E R R T D Y S A A I C S
D U K L B G R I U K O T X C D
A M E C E A A L S I Z T B O C
M A L F T N I P E L A I U R E
P N V X M I N H O L N T S S M
G I B B S Z I R M S O U X S N
R E N M R A N C I C F D P S D
E X G T E T G H M I R E F E A
R C R M E I M P A H I C M M C
H A A H R O S N H M I X S M X
T Z T W R N M S T L G H Y D X
S M N H E R X M T S R E D S U

LESSON PROPER/ COURSE METHODOLOGY

Orientation is the planned introduction of new employees to their jobs, co-workers,

and the organization. The employees need to know the company's policies, rules,
and regulations to adapt to the new working environment.

According to Pereda and Pereda (2008), it was mentioned that orientation requires
cooperation among individuals in the HR unit and other managers and supervisors.
The HRD has to design the orientation program and integrate the following topics:
1. Company policies, rules and regulations. These cover reporting for work, time
in, time out, policies related to employee discipline and behavior while at
work, and other important company regulations.
2. Corporate Mission and Vision, company officers and corporate goals and
objectives, its products and services and other important clienteles.
3. Explain company pay system, benefits, and other services available to
employees and their families.
4. Provide an overview of job setting and work rules.
5. Introduce the employee to co-workers and the company's working
environment.
6. Safety rules and health programs.
The purpose of orientation is to help new employees learn about the organization as
soon as possible so that they can begin contributing to the organization’s goals and
objectives. The orientation process has the following purposes:
1. Productivity enhancement. The employer and the employee want to start right
and become productive as soon as possible.
2. Turnover reduction. Employees with effective orientation programs tend to
stay longer with the company. Fast employee's turnover rate affects
productivity and efficiency.
3. Organizational effectiveness. Well, oriented employees can immediately
contribute to the goals and objectives of the organization.
4. Favorable employee impression. A good orientation program creates a
favorable impression of the organization and its work.
5. Enhance interpersonal acceptance. It tries to ease the employees' entry into
the workgroups. Employees are concerned about meeting new people in the
workforce.

A Systematic Approach to Training

Training is moving its focus to teach employees specific skills to the broader focus of
creating knowledge. Exercise is used to gain a competitive advantage and viewed
broadly as to create intellectual capital.

The development of intellectual capital includes the following:

1. Basic skills. These are the skills needed to perform one’s job effectively.
2. Advanced skills. The use of technology to share with other employees.
3. Understanding of Customer Needs. The global market is quality competitive.

Training Needs may consider the following questions:

1. Is there a problem to be solved?
2. Where does it exist? (which department)
3. Who needs the training?
4. What is the nature of the training? (remedial or improvement required by
the situation)

Selecting the Training Methods

Several different methods can be used to help employees acquire new knowledge,
skills, and behavior. Technology has a major impact on the delivery of training
programs. Modern technology allows trainees to see, feel, and hear how equipment
and other persons respond to their behavior. The multimedia has greatly changed
the training landscape, and training now could be less costly.
1. Presentation Method. It is the passive receipt of information that includes the
traditional instructions, distance learning, and audiovisual techniques. These
are ideal for presenting new facts, information, different philosophies, and
alternative solutions and processes.
2. Hands-on Training. This term refers to training methods requiring on-the-job
training, simulation, business games, case studies and behavior modeling,
interactive videos, and web-based training.
3. Group Building Method. It helps trainees share ideas and experiences, build
group team identity, understand the dynamics of interpersonal relationships,
and know their strengths and weaknesses and those of their co-workers.
Various training techniques are available to improve work-group or team
performance, establish new teams, and improve interactions among different
groups. All involve examinations of feelings, perceptions, and beliefs about
the function of the team.

Evaluating the Training Program

The evaluation of the training program compares the post-training results to the
higher up/ management, trainers, and trainees' objectives. Training is done without
any thought of measuring, evaluating, and seeing how well it works after. Training is
both times- consuming and costly, and therefore, an evaluation must be done.
Training assessment will measure the compensations derived from the activity.

The following are the benefits of training:

1. Learning. It represents the level of how well the trainees have learned facts,
ideas, concepts, theories, and attitudes. Tests on training materials are
commonly used for evaluating learning and can be given before and after
training to compare results.

2. Behavior. There must be a change in the work attitude and behavior of the
trainee after the training. Observable behavior must be measured in terms of
work improvement, increased work output, and work effectiveness. The
trainee must be able to display a better look at the work environment, and
increased productivity must be observed. Management should observe
performance as a gauge to the effectiveness of training.

3. Results. Employers evaluate products by measuring the effects of training on

the achievement of organizational objectives. Because results such as
productivity, turnover, quality time sales volume and cost are relatively
concrete, comparing records before and after the training can do the
evaluation.
Human Resource Development

Development refers to formal education, job experiences, relationships, and

assessments of personality and abilities to prepare for their future. The product can
be thought of as growing capabilities that go beyond those required by the current
job. It represents the employee's ability to handle a variety of assignments.
Development helps the employee prepare them for other positions and increase their
ability to move into other jobs available in the future.

The following processes are used in the assessment:

1. Assessment Centers. Employees are sent to assessment centers to take
examinations covering personality tests, communication skills, personal
inventory assessments, benchmarking, and other reviews. A group of teams
operates the centers that assess the individual potential for leadership and
other capabilities r qualities that may be used by the organization in its future
operations.

2. Psychological Testing. Pencil and paper tests have been used for years to
determine employees' development potentials and needs. Intelligence tests,
verbal and mathematical reasoning tests can furnish useful information about
factors of motivation, reasoning abilities, leadership styles, interpersonal
response traits, and job preferences.

3. Performance Appraisal. It measures the employees' potential when done

correctly, could be a good source of development information. Observable
and measurable output, attitude and behavior, data on productivity, employee
relations, job knowledge, and leadership behavior are essential sources of
employee information. These are usually available in the personnel file.

Human Resource Development Approaches

In-House or Company Site – the planned activities that could be developed within
the company are those activities that will enhance employees' potential to assume
other jobs that the company needs in its operation. The managers and supervisors
must plan and coordinate development efforts so that the desired developments
occur. The following are the In-house Approaches:

1. Management Coaching. The immediate supervisor coaches the subordinate

employee in performing certain functions that are necessary for his
advancement. It combines observations and suggestions. This is best when it
involves good relationships.

2. Committee Assignments. Assigning promising employees to important

committees can give the employees a broadening exercise and help them
understand the organization's personality issues and processes.
 3. Job Rotation. This is the process of shifting employees from one job to
another. Substantial managerial time is needed when trainees change
positions. The trainees must be acquainted with different people and
techniques.

4. Assistant –to-the Position. This is the assignment of an assistant to the

position who works directly under the manager. He is allowed to deal with
challenging tasks and activities.

5. Job Enlargement. It refers to adding challenges or new responsibilities to the

employer's current jobs. This could include such activities as special project
assignments, switching roles within a work team.

6. Mentoring. Employees can also develop skills and increase their knowledge
about the company and its operations by interacting with more experienced
organizations members. Mentoring helps new members bring together
successful senior employees with less experienced members.

Off-site or Outside Development Interventions

This technique refers to the individual who are given the opportunity to get away
from the job and concentrate solely on what is to be learned. The following are
some of the development programs.

1. Formal education. The company sends the employee to legal seminars,

workshops, and other training programs offered by training consultants and
agencies. Some of the companies send their employees to take courses in
foreign countries.

2. Team building. These organizational interventions are usually conducted

away from work for about 3-4 days. The employees are organized into teams
and solve common problems related to relationships.

3. Case Studies. This is a classroom type of training technique that provides a

medium through management behavior concepts and analyses. Cases are
either through multimedia or case problems that are developed similar to
those existing in the work environment.

4. Role-Playing. It is a developmental technique requiring the trainee to assume

a role in a given situation and act on it. The facilitators provide the script, and
the group evaluates the performance. OtherS participate/offer comments and
suggestions after each performance.

5. Simulations. These are business games developed by human resource

experts that require the participants to analyze a situation and decide the
course of action based on the given data.
Activity 3.1.1 for Day 1
A. Discuss the following terms and concepts.
1. Training
2. Learning
3. Simulation
4. Climate for transfer
5. Succession planning
6. Development
7. Coaching
8. Evaluation
B. What is training? How does it differ from the development?

Activity 3.1.2. for Day 2

Answer the following:
1. How will you evaluate the effectiveness of any training program?
2. How will you encourage management to support the company’s training and
development?

POST-TEST
I. Multiple Choice. Choose the best answer.

1. It makes management alert to inefficiency, provides better products and

services, and keeps costs down.
a. Orientation b. training c. programming
2. They are learning while working on the job.
a. Job rotation b. apprenticeship c. on the job training
3. A person who handles the orientation program.
a. Supervisor b. manager c. head manager
4. How the manager gives the new employees information about the details of
his work?
a. Through training
b. Through induction
c. By providing a handbook of the company
5. These skills are needed to perform one’s job effectively.
a. Basic skills
b. Advanced skills
c. Pre-entry training

II. Essay
 1. Why must management consider training as one of its primary functions?
Discuss.

REFERENCES
1. Pereda, Pedrito and Pereda Pusima (2007). Human Resource Management.
Mindshapers, Co.
2. Decenzo, David A. and Robbins, Stephen P. (2007). Fundamentals of Human
Resource Management. John Willey & Sons, Co.