HRMN 212 RECRUITMENT AND SELECTION

CANDIDO, JOEVAN T. BSBA – HR 2ND YR. BLOCK C

RECRUITMENT PRACTICES: UNDERSTANDING OF JOB ANALYSIS, PERFORMANCE AND JOB

COMPETENCY MODELS
Being a HR practitioner you look at the aspects of the workers to analyze and recording of the
responsibilities, duties, skills, responsibilities, work environment and competency requirements of a job.
physical and emotional skills at work. All of this identifies what the job demands and what an employee
must have in order to perform a proper job. Job performance evaluates whether a person is performing
a job well. Job performance, academically studied as part of industrial and organizational psychology,
also forms a part of human resource management. Performance is an important criterion for
organizational outcomes and success. A competency model is a framework for defining the skills and
knowledge requirements of a job. It is a collection of skills that together determine successful job
performance. models are widely used in business for identifying and assessing competencies within
organizations in both rigid and soft skills.

Conclusion
This is to test your abilities, emotional feelings and how do you do, your job well.

RECRUITMENT PRACTICES: RECRUITMENT

Forecasting human requirements involves determining the number and types of employees needed. The
level of skills has to be determined and matched with plan operations. The analysis will reflect various
factors such as production plans, and changed in productivity together with the introduction of new
technology if there is any. The HRD, in order to forecast availability must look to both internal and
external sources. Internal sources refer to existing manpower that could re-assigned to new positions or
be promoted to higher vacant positions. External sources refer to positions that not available inside the
organization and need to be sourced out

Conclusion
to choose the right employee for the right job.

EMPLOYEE SELECTION METHODS:

screening and evaluation are usually done to measure measurement skills, intelligence, personality or
other characteristics, and yield a score, rating, description or category. if they have the right mindset.
some are tests of honesty and integrity to measure an applicant's efficiency in misconduct such as lying,
theft, drug abuse or alcohol abuse. and some are examined via written or oral questions. it does
everything to choose the right employee who fits the right job

Conclusion
so that you can find an employee who has the right mindset and strong body to fit the job

EMPLOYEE SELECTION METHODS: MAKING THE SELECTION DECISION

The HRD is a staff department and has a function authority to assist line managers in all related
personnel functions. The final decision to hire usually left up to operating department executives. The
final user of the human resources maker decision on who is to be hired among the applicants screened
by the HRD according to the PRF submitted by the department. IT is the functional authority of the HRD
to screen the applicants and to submit the names of those who passed the initial screening to the
operating department for its final decision on whom to select and finally hire for the job.
HRMN 212 RECRUITMENT AND SELECTION
CANDIDO, JOEVAN T. BSBA – HR 2ND YR. BLOCK C

Conclusion
Here you can evaluate the results, application form, references the applicant's strengths and
weaknesses, The applicant has positive and negative factors and the process determining these factors
requires a thorough analysis of the individual’s qualifications. Tests and interviews commonly focus on
the applicant’s social abilities as well as his task abilities.