Chapter 2: Human Resource Recruitment

OBJECTIVES:

After this lesson, you should be able to:

• Have an idea on how different methods of human resource recruitment are done;
• Know the advantages and disadvantages of the different methods of recruitment;
• Name the two major sources of manpower;
• Choose from the different methods which one is more effective, appropriate,
applicable and less expensive to use in recruiting manpower;
• Define recruitment, job posting, the word-of-mouth system, advertising media, walk-
ins and unsolicited applicants, campus or university recruitment, job fair and open
house, government agencies and internet; and
• Get the proper human resources of the organization.

Thousands of graduates are added to the nation’s work force every year. The graduates
come either from high school or college. The high school graduates are seeking manual labor
both in industry and in the agricultural sectors. College graduates are seeking employment
based on the course they have taken. Unfortunately, our Country cannot provide them
employment for lack of jobs available, both in government and in the private sectors. In view
of this, the labor market is wide open to the industry and other business enterprises.
The question, however, is-are these available human resources ready to assume the
limited available vacancies in the competitive world of works? How prepared are the college
graduates to assume new challenges and the complexities of increasing technological
advances? To a limited few graduate who are available, they may find, employment suited
to their college preparations, yet a lot may be under-employed as they are not properly
ready to assume higher jobs requiring greater preparations.
The demand for employment cannot seem to cope with the growing supply of
manpower. The challenge now facing most companies is how to attract and select the most
desirable and qualified job applicants will likely jeopardize the delivery of basic services to
their respective clienteles.
The direction being pursued by organizations determine the nature of the job and the
personnel they hire. Having established their organizational goals, they will be able to
determine the strength of their personnel and from there determine whether they need
additional ones to fulfil their goals.

Meeting Needs of Human Resources

Recruitment is the process of attracting the best individuals to join the company on a
timely basis in sufficient numbers and meeting the qualification requirements, thereby
encouraging them to apply for the jobs in the organization.
The process starts as soon as the need for additional personnel is identified. It is ideally
the result of good human resource planning. This process will thoroughly review and analyze
the manpower requirements. In case the results of the analysis reveal that the vacancy should
be filled up, then the human resource department will announce the need for the
manpower. To serve the best interests of the company, the recruitment officer must identify
the knowledge, skills and abilities that individual applicant must possess in order to tackle the
duties and responsibilities in the vacant position. The reference for the qualification
requirements is in the existing job description.

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 What are the Two Major Sources of Candidates to Fill the Vacant Positions?

1. The Internal Source - These are the qualified candidates from the company and
within the ranks of its present employees. They have the advantage of boosting the
morale of the other employees and encouraging them to performwell. The
employees look forward to the brighter future, as management recognizes the
performance of the employees within the organization. Career development or
career mobility opportunities are provided. Promotions from within generate a chain
effect since they lead to other vacant positions that may also be filled up from within
the organization. This upward movement will trigger a positive effect on employees’
performance.
The recruitment from within the company is also less expensive in terms of lime
and resources because incumbent employees are already familiar with the
organizational rules, policies and regulations and the functions related to the new
position.
Promotions are best applicable for supervisory or mid-level positions.
Supervisory employees who have proven their worth in terms of loyalty and
dedication to their job and performance may be promoted to managerial level. This
upward movement will create a vacancy for the entry of another prospective
employee that could be sourced out from the external manpower.
2. The External Source -The hiring from the outside source is a management option. If it
thinks that no one from within among the next rank of employees can successfully
perform the job or deliver the required output, then hiring an outsider would be
inevitable. This could also be resorted to when the new vacant position requires
added skills due to the introduction of new technology and the need is immediate
and necessary.
Another reason why management may resort to hiring from outside is the
culture of conflict among employees who are vying for a new position. This practice
of hiring from outside is resorted to by management to eliminate dissensions among
internal employees competing for promotions.

Different Methods of Human Resource Recruitment

1. Job Posting

This is the process by which internal recruitment is accomplished. Every time a

position becomes available it is posted in the company bulletin board for the
information of all interested parties. Qualified employees are given preference for
promotion or transfer to another section. The information posted in the bulletin board
should specify and contain the job description; the department where there is a
vacancy, salary grade, work schedule and work conditions. The deadline for
applications should also be stated so that at the end of the scheduled date,
management may open the position to outsiders. The standard time for job posting is
a period of one week to two weeks.
Some companies may require the interested applicants to ask permission first from
their immediate superiors before they are considered as applicants for the position. In
some companies the confidentially of the process is observed until a decision is
reached.
Promoting or transferring employees from within offers the following advantages:

a. It creates an opening for a lower easy-to-fill position.

b. The morale of the employee is boosted.
c. Hidden talent maybe uncovered and utilized.
d. It saves considerable time and money.
e. Employees are already familiar with the company policy and the job itself, and
therefore less adjustment is necessary.

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 Some companies would not like to resort to job posting for the following reasons:

a. Supervisors and managers want to promote someone from their department, whom
they have groomed for the position.
b. Some management members may be upset with employees who apply for jobs
outside their department and tend to take such a move personally.
c. Losing anemployee tojob posting may mean having to wait for replacement that
may not be as good.
d. Some companies believe that it is better to bring new blood rather than recycling
existing ones.

The success of job posting depends largely on how well it is designed and monitored. The
following guidelines may help in its successful implementation:

a. The employee must have been with the company for at least one year and must be
in the current position for at least 6 months.
b. The employee must have a rating of Very Satisfactory before he can apply for the
posted vacant position.
c. The employee can only apply for not more than three times in one year.

These guidelines will help prevent the problem of “revolving door” employees who may
opt to apply for virtually every job posted. It also treats the process ina serious manner and
lends credibility, thus increasing its effectiveness.
2. The Word-of-Mouth System

This method of recruitment is found to be effective in local situations. It is one ofthe least
expensive recruitment systems. As soon as people learn that there's a job opening, the word
spread around. The department head tells other department heads, the employee talks with
other employees and then it spreads out to the company’s community of friends and
families. This is very common in a locality where there are few jobs available and more
applicants want to get employed.
The Chinese company would prefer an applicant who is recommended by somebody
who is loyal and tested and has worked with them for a number of years. They would prefer
to hire an employee’s relative or friends. Very fewChinese companies will advertise for new
positions as they regard the word-of-mouth an effective means of recruitment specially
those recommended by the company employees.
On the surface, word-of-mouth appears to be an ideal recruitment source. It is certainly
an effective tool but the following precautionary measures should be observed:
a. Regionalism may dominate over the company employees. Tagalogs will recommend
those from the same region, the Ilocanos will dominate if the one at the helm is an
Ilocano and so on.
b. Pulling of strings and the “padrino” system may prevail in the hiring of employees that
discriminate against other applicants, who may be more qualified.

3. Advertising Media

One popular and often effective means soliciting applicants is advertising it through the
media, like newspapers, magazines, radio or television. Careful planning in terms of content,
timing and location can generate a large response, usually resulting in hiring.
The advertisement should reach the target clientele and it should be designed
according to the following guidelines:

a. For special skills, the ad must clearly stipulate the skills required.
b. In scouting for talent, the wording of the ad should be specific.

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 c. For applicants who want to know all about specifics, the ad must contain the duties
and responsibilities of the position.
d. Include the details where the applicant should send the resume’ or biodata or where
to apply personally if required.
e. Be direct and straight forward in wording the ad.
f. Avoid cute and unprofessional phrases as it may reflect on the image of the
organization.
g. Hire an advertising agency if you are not sure of what to put in the ad.
h. For hiring of executive positions, the services of a consultancy agency may be
employed.

Agencies may also be able to provide advice as to the best day of the week to put an
ad. Usually Sunday is a good day for all positions. The Bulletin is full of different ads during
Sundays. Other newspapers and magazines have it on Saturdays. The time of the year
could also affect the applicant’s response. Not many applicants would be available in the
months of November and December due to the 13" month pay and other company
incentives.

What are blind ads?

These are ads that do not reveal the identity of the company, instead they give a box
number where the resume’ or pertinent papers will be forwarded. This is usually done to avoid
responding to a flood of phone calls or unwanted resumes.

The following are the disadvantages:

a. There might be a limited number of applicants for the “hard to fill positions” where you
want interested applicants to immediately get in touch with you.
b. Blind ads discourage some applicants to apply, as it may be the same company they
are working with.
c. Some applicants may have applied for the same position not too long ago and it is a
waste of time.

When scanning personal files for existing applicants compare carefully the
background and skills with the requirements of the available position needed to fill up.
Also review the notes of the previous interview and if possible, talk to him in person. There
are those applicants who may not be able to pass the initial interview due to various
reasons or they may be qualified but there were not many positions available at the time
of filing the application.

4. Walk Ins and Unsolicited Applicants

These unsolicited applicants could be a possible source of outstanding employees.

They are not, however, treated very seriously by the human resource department or the
company receptionist. Most often, the application letters or resumes are put in the waste
basket or at times put in file without even looking at the potential qualifications of the
applicants.

The following guidelines may be put into advantages for Walk In or Call In applicants:

a. Applications should be categorized into different skills or qualifications.

b. A day of the week must be scheduled for the interview of the applicants. Those who
pass should be put in the active file for three months for future reference. The
applicants should be notified that their applications are for possible consideration and
that they may be called within the specified period. After such period, the
applications could be discarded.

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 c. Unsolicited applications can also be reviewed with the list of openings in mind.
Possible job matching can be pursued, either by telephone or by mail. This system
could work effectively if the company has embarked on manpower planning.

5. Campus or University Recruitment

Colleges are undisputable sources of talent for an organization to tap. Recent

graduates are considered highly desirable for companies to select, groom and develop
recruits from top schools in the country. The most suitable candidates are from the
University of the Philippines, Ateneo University and De la Salle. Mapua University produces
good engineers. There are little elite schools that produce good potentials for future
executives an experienced person in the field of recruitment considers other schools like
Polytechnic University of the Philippines for computer and business courses and the
Technological University of the Philippines for the technical and Engineering courses. Both
are government universities that produce scholars from poor and average families. There
are still a lot of other schools scattered all over the country that produce quality
graduates and are a good source of potential employees.
The records of the graduating students are available at the registrar's office and they
are just too willing to provide the information for companies who need their graduates.
Some universities have placement offices and will be most willing to coordinate with
Human Resource Practitioners in getting highly qualified applicants.
Campus recruitment requires careful planning and preparation. As there are many
universities that produce good students, proper scheduling must be made and matched
with manpower projections based on present and future needs. Student potentials must
be properly evaluated together with their academic standing along these line students
who are leaders in campus activities are potential leaders in industry if given the proper
break, orientation and training. They may start as cadets and given training to assume
future supervisory positions.

6. Job Fair and Open House

The job fair and open house are popularly increasing as recruitment sources. The
organizational representatives of the company gather and interview several applicants
over a period of one to two days in some specified fields. An advertisement announcing
the location of the job fair is posted at least one week ahead of schedule to attract more
applicants. Some local government units coordinate with the job fair for their interested
constituents. Some jobs fair are conducted during weekends at town centers or any
convenient place in the town or city.
Brief interviews are conducted during the job fair. Applicants submit resumes and
bio-data for immediate reference. Those who are found to be qualified are called for
further interview at the company’s office where further tests and qualification
checks are conducted. The participating company may choose to exchange
information about the candidates depending on their needs.

7. Government Agencies

Some local government units have their placement offices look for possible
employments for their constituents. The Dole has also an agency that compiles
applications for referral to the different companies. They screen and refer many applicants
usually for manual or unskilled positions. Some are new college graduates or protégées of
politicians who may not be qualified for the job. Some referrals are accommodated at
times for political patronage.
These types of referrals are sometimes difficult to handle due to political pressures. The
human resource manager must screen the applicant properly to give consideration if
found to possess added qualities other than political connections. Rejections sometimes

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 may create friction with the powers that be. In case the applicants fail to meet the
standard requirements, the recommending official must be given a very strong justifiable
reason why the applicant was not accepted.

8. Radio and Television

Radio and television are now used as mediums for manpower recruitment. Since the
coverage of the advertisement is of great magnitude, more qualified applicants can be
reached and could even tempt other applicants who are not actually looking for jobs.

While they have the advantage for job recruitment the following are some points to
consider:

a. Itis very costly, as the message has to be repeated to get the target audience.
b. The message must be convincing and should be done by a professional.
c. The message on radio and television should be sincere and pleasing.
d. The name of the company must be repeated including the telephone number so
that the audience can remember where to contact the company.

9. The Internet

The internet could become another source of employment opportunities. Company

profiles and job placement could eventually come into the internet. While this method is
not frequently resorted to at the moment, it will come easy and handedly in the future.

The following advantages are:

a. Application letters or resumes could immediately be sent to the company.

b. Immediate answers could be available through e-mail.
c. Other necessary information could be available from the applicants.
d. Immediate needs of the company on manpower requirements could be
answered in a short time.
e. They are less costly and get immediate response.

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Chapter 3: Selection of Human Resources

OBJECTIVES:

After this lesson, you should be able to:

• Familiarize future Human Resource Managers / Personnel with the basic and
necessary procedures in selecting the most qualified employee for the vacant
position in a company;
• Help manager/personnel with the appropriate planning Strategies in preparing up-to-
date procedures for hiring;
• Design interview questions that will yield information about future employees;
• Design an up-to-date testing procedure to further measure’s the applicant’s
qualifications; and
• Be aware of the importance of checking the references of applicants.

Selection - can be defined as the process of determining from among the applicants who
can meet the job requirements and can be offered the vacant position in the organization. It
is the deciding point, which determines who among the applicant has the personal qualities
that match the requirements for the position.
The different department of the organization make personal requisition HRD on their
manpower requirement through a Personnel Requirement Form (PRF) duly approved by the
management concerned. This PRF specifies the following:

1. The positions and the number required.

2. The job specifications — What is required to do the job. This tool consolidates the
necessary employee qualifications identified in the job analysis schedule and lists
them in terms of knowledge, abilities, skills, or licenses. The employee selection
requirements may emphasize skills and knowledge not easily learned on the job. It is
often wise to select candidates who already have these skills rather than a hope
candidate will be able to learn them after hiring.

3. The personal qualities needed for a worker to do the job successfully. A frequent
sentiment among employers is that a good attitude and a lack of bad habits are the
most important ingredients in the personal makeup of personnel. It is indisputable that
a good attitude is essential, but attitude alone does not make up for poor skills any
more than good skills make up for a poor attitude.

The HRD determines the selection procedure on how to get the most qualified applicants.
Managers and top executives must approve these standard operating procedures. The
following stages may be implemented:

Stage 4 - Making communication

decisions to select or reject

Stage 3 - Gathering and evaluating

information about applicants

Stage 2- Identifying and choosing

selection criteria, predictors, and
instruments to be used.
Step 1- Establishing selection
procedure

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Selection Procedure on How to Get the Most Qualified Applicants

1. Stage 1 -Establishing selection procedure. Successful employee selection is

dependent on a clear understanding of a job’s components.

2. Stage 2 - Identify and choose selection criteria, predictors and instruments to be used.
Weighing job duties can help the employer assess the qualifications of competing
candidates. Each skill, knowledge area and ability is rated according to its
importance to the job. A skill may be given less importance, for instance, if it can
easily be acquired or is seldom used.

3. Stage 3- Gather and evaluate information about applicants. Applicant skills can be
evaluated through applications, interviews, tests, reference checks, letters of
recommendation and physicals. Some selection tools are more effective than others,
but a combination of tools is usually best. Factors reflecting worker motivation such as
punctuality and attendance may be elicited within the interview, but contacting
previous employers may give more reliable information. If possible, try to verify
evidence of specific skills, knowledge and abilities at more than one point in the
selection process.

4. Stage 4- Make communication decisions whether to select or reject. Following a

thorough selection process enables you to base a decision on substantial data rather
than on intuition alone. It is worth starting over with the recruitment process if you are
not satisfied with any of the applicants. Offering the job to someone “because we’ve
come this far” could mean hiring the wrong person for the job. Unfortunately, too
often candidates who are not selected for a position ever hears from the employer.
Others may find out a position was filled when they see the new employee. In
addition to common courtesy, a reason for promptly notifying all applicants is hat firm
employers may want to stay in touch with top contenders to fill future openings. Do
not commit yourself to calling all candidates and letting them know if they got the job
or not. When you telephone the candidates, this will raise their hopes only to be let
down a moment later. Sending thoughtful rejection letters to those who were not
selected could be done.

Sample of a Rejection Letter:

Date:
___________________
Dear Applicant:

Thank you for your interest in the _____________ position with our company. We regret to inform
you are not selected. There were over ____________ applicants, and we could choose only
one of the several well - qualified candidates. We enjoyed meeting you and were particularly
impressed with your _____________. Please keep us in mind in the future. Thank you for your
time and interest. We wish you well in your career.

Who Makes the Selection Decisions?

The HRD is a staff department and has a functional 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 makes decision oy 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.

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Selection and Job Matching

Selection tries to match the personal qualities of the applicants with the job
requirements. This matching procedure begins with and is based upon an evaluation of the
applicant’s strengths and weaknesses. The results of this evaluation are then measured
against the job standards of the position.
In the selection process we cannot separate the person from his personal
characteristics. The applicant has positive and negative factors and the process of
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. Selection procedures seek to measure the ability of the applicant over the
existing organizational structure. The assumption is that ability determines performance. While
this assumption may be true, it cannot assure that the results is one hundred percent
accurate as motivation plays great factors in productivity.

The Selection Process

The employer can think of the election process as a series of hurdles that applicants
must clear in order to obtain the job. Each hurdle eliminates some applicants from
contention. The sequence of these hurdles needs to be designed with care. Generally, the
most expensive and time-consuming selection tools are used later in the selection process.
If there are only few applicants, progressive hurdles are unnecessary. When selection
tools are not used as hurdles, their sequence is less important. If all applicants will be
interviewed and all take a practical test (or job sample), it does not matter much which of
the steps comes first.
Often employers use bio-data (information from applications and resumes) as the first
step in eliminating applicants. Furthermore, employers should not be overly influenced by
nice-looking applications that may have been typed or completed by someone other than
the candidate. Professional resume services can make candidates appear quite attractive
on paper. The caution here, then is that there is little relationship between an applicant on
paper and on the job.
The HRM manager must be able to devise the most valid instrument in determining
the job selection process. He must be able to identify which are the best predictors of success
for specific jobs. The manager must establish these as qualities sought among prospective
employees and design a selection procedure that will find out to what extent a given
applicant possesses them.

Preliminary Screening

Application Form

Testing and Evaluation of Result

In- depth Interview

Evaluating References

Physical Examination

Placement

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 The Selection Process

1. Preliminary Screening

The first step in the assessment of an applicant for the job is the initial interview or
preliminary screening. This step deals with obvious factors such as voice, physical appearance,
personal grooming, educational background, professional training and experience that need
to be assessed.

The following personal traits and qualities are the important things to consider in the
preliminary screening process:

a. Aptitude and interest indicate our natural abilities, capacity for learning, and
desires to do certain jobs.
b. Attitudes and needs indicate an applicant’s frame of mind, emotional and
mental maturity, sense of responsibility and authority, and future motivation.
c. Analytical and manipulative abilities indicate our thinking process intelligence
level and ability to use knowledge effectively in any assigned task.
d. Skills and technical abilities indicate ability to perform specific operations and
technical aspects of the job. This results from education, training and experience
and tends to predict what one can do if properly placed oriented, developed
and motivated.
e. Health, energy and stamina indicate physical ability to perform the assigned task
satisfactorily especially those involving manual and managerial duties.
f. The person's value system provides a clue to motivation, goals, objectives and
work values and perseverance.

Applicants who pass the preliminary interview are asked to fill out an application form
provided by the company. The interviewer usually asks the applicant to answer specific
questions and looks for significant reactions and expressions. The interview is usually directed
toward discussions of points that the interviewer considers important.

These are some styles of interview:

a. Structured interview follows a set a procedure and the interviewer set the leads.
Directive interview is usually structured. Structured interviews are usually more
effective in promoting equal opportunities for all applicants.

b. Unstructured interview is where the applicant takes the lead. The unstructured
interview provides no specific reference and the applicant is given a free hand in
talking about himself and the interviewer makes an assessment.

c. Panel or round-table interview is usually done for managerial and supervisory

employees. The applicant meets a panel of interviewers and seeks to facilitate
the polling of judgments with prominent members of the working organization.

2. The Application Form

The applicant is required to fill out the company’s official application form after
passing the preliminary interview. The company’s application forms contain more information
that the company may need in MIS files or some information that may be required during the
in-depth interview. Application forms vary from company to company. Employment details
are important during the interview process.

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 By careful screening the employee’s information about education, the school where
courses were attended, employment data, years of experience in a particular job, salary
received and membership in organizations may be found closely related success on the job.
Graphology some companies would require the applicant to write in not less than 200
words his work or life experiences. This would reveal some personality analysis of the person’s
characteristics. Graphology is the art and science in the analysis of the individual's traits
through his handwriting. It can reveal the level of intelligence, emotional stability imagination
and ability to work with others as well as discover talents and capacities.

3. Testing and Evaluation of Results

Testing in the parlance of HRM, is commonly associated with the prediction and
selection of subsequent performance on the job. Tests are still the commonly used instruments
for determining the qualifications and talents of the application for a particular job. It is the
most objective of all selection instruments in the selection process.

Tests can be classified on the bases of personal characteristics sought from the
applicant. They are the following:

a. Intelligence Test - it is widely used to measure mental ability or general learning

ability. There is no good definition of intelligence but itis commonly associated
with one’s personal capacity for learning and doing things that ~ he learns. The
outstanding feature of this type of test is its ability to predict the general capacity
for learning or problem-solving. Intelligence tests that are designed by the
psychological Society of the Philippines are adaptable to the local conditions.
They are now available for use by practitioners of - HRM.

Examples: Culture Fair Intelligence Test

Raven's Progressive Matrices Test

Tabular Description:

Test Age Variable Item Time

Raven’s 6 and Intelligence Set A- 12 No time
Progressive above Set B- 12 limit but
Matrices Set C-12 can be
Test Set D- 12 finished
Set E-12 within 60
Proponent: Total- 60 minutes
John C.
Raven

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b. Aptitude Test - It measures the person’s capacity to learn a given job, provided
there is adequate training. This type of testis usually administered for mechanical
and clerical positions.

Examples: Differential Aptitudes Test

Occupational Aptitude Survey and Interest (OASIS) – Aptitude

Tabular Description:

Test Age Variable Item Time

Differential 13 Verbal Reasoning 60 30 mins.
Aptitude and Numerical Ability 40 30
Test above Abstract Reasoning 50 25
Clerical Speed and
Proponent: Accuracy 100 3
George Clerical Speed and
Benette Accuracy 2 100 3
Mechanical 68 30
Reasoning 60 25
Spatial Reasoning 100 10
Language Usage 60 25
(Spelling)
Language Usage Total- 638 Total-
(Grammar) 181 mins

c. Interest Test - It is derived from hereditary and environmental factors. It tries to

predict the success in the job if the person’s interest and the job are properly
matched. For example, if the person is interested in operating mechanical
instruments he should be placed in a situation where there are’ mechanical
operations. If his interest is in art, the nature of the job must be related to art works.

Examples:Thrustone Interest Schedule

Occupational Aptitude Survey and Interest (OASIS) - Interest

Tabular Description:

Test Age Variable Item Time

Thurstone Physical 100 pairs 10
Interest Adults Sciences of minutes
Schedule Behavioural Occupation
Proponent: Sciences
Thurstone Computation
Business
Executive
Persuasive
Linguistic
Humanistic
Artistic
Musical

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d. Personality Test - It is considered as an important instrument to test the personality
of the applicant especially for supervisory and managerial positions, as they have
to relate with their co-workers in the industry. Practitioners of HRM believe that
selected personality characteristics may be even more important than job
knowledge or skill, as emotional maturity influences the ability to withstand stress
and strain to be objective and gain the respect and cooperation of others in the
organization.

Examples: 16 Personality Factor Questionnaires (16PF)

Comrey Personality Scale (CPS)
Edwards Personal Preference Schedule
Minnesota Multiphasic Personality inventory
California Test of Personality
The Hand Test
House Tree Person
Sentence Completion

Tabular Description:

Test Age Variable Item Time

Comprey 16 Trust vs. 20 No time
Personality years Defensiveness 20 limit
Scales (CPS) Old Orderliness vs. 20
Proponent: and Lack of Compulsion 20
Andrew L. above Social Conformity vs. 20
Comrey Rebelliousness 20
Activity vs. 20
Lack of Energy 20
Emotional Stability vs. Total-
Neuroticism 180
Extraversion vs.
Introversion
Empathy vs.
Egocentrism
Masculinity vs.
Femininity

e. Achievement or Proficiency Test — It tries to measure the applicant's knowledge

of a given job. It tries to eliminate “trade bluffers” who profess to know a particular
type of work. Trade bluffers are people who claim knowledge of a particular type
of work or experience that they do not actually possess. Work sampling is
commonly used to determine the individual ability to perform certain to type of
work. A trade Test is a part of this type of measuring the ability to perform a
certain type of task.

Example: Flanagan Industrial Test

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 Tabular Description:
Test Age Variable Item Time
Flanagan Adults Arithmetic 5 mins.
Industrial Assembly 5
Test Components 5
Proponent: Coordination 5
Dr. John Electronics 15
Flanagan Expression 5
Ingenuity 5
Judgement and 15
Comprehension 15
Mathematics and 15
Reasoning 5
Mechanics 5
Memory 15
Patterns 5
Planning 5
Precision 5
Scales 15
Tables
Vocabulary

Tests that measure specific skills, knowledge and abilities are the most useful selection
tests. Intelligence and personality tests on the other hand, are normally of limited utility.
Intelligence tests may indicate a person’s potential practical to analyze and digest
information quickly but may do little to show a person’s skills. Neither will an intelligence test
predict an applicant’s motivation, confidence, or need for achievement.
Personality and honesty are important but tests provide little help in evaluating these
characteristics in a selection setting. Applicants can easily fake answer and these tests are
often offensive, prying into people’s personal lives in areas that are not job related.
Interaction with applicants especially during the interview, can be a more useful
means evaluating attitudes and personality. Honesty tests may be prohibited by law in some
instances and it is doubtful that they are very helpful. This trait may be measured in part by
checking references.

What are the requirements for effective testing?

A test can be made more productive and rewarding if it conforms to the following:

a. It should be properly tested and validated.

b. It should be used with proper discretion and used along with other instruments.

c. Use a battery of tests to determine the person’s real worth.

d. Set the critical cut - off score in advance.

e. Do not use raw scores: Interpret them.

4. In-Depth Interview

The in-depth interview is the most important part of the selection process. After
passing all tests required, the applicant is now ready to formally enter into the selection
process. All the relevant information about the applicant is brought into focus at this point as
the final decision to hire the individual is made during this interview.

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 The factors of aptitude, proficiency and personality as measured by the energy,
drives, social adaptability, emotional control and conscience are related to the employee’s
productivity. These subjects should be thoroughly discussed during the interview. Relatively
important is the interviewer must be able to attempt to evaluate the person’s ability to utilize
available resources in solving problems and to search for the right attitude, knowledge and
skills needed for successful performance on the job.
Experience is valuable in interviewing techniques. Increased training of interviewer is a
promising method for improvement as it is crucial factor in the interview process. Some types
of significant information may surface during the interview that may not be available from
other sources. An example of this is the hardship that the applicant experienced while
working and at the same time studying. Experiences along this line are contributory factors to
the perseverance and consistency of the applicant to go through college to get a better job
and better employment. This would not surface in the preliminary interview or in any test
conducted to assess the applicant’s qualifications.

There are three important characteristics that the interviewer must possess.

1. Knowledge - Better understanding of the psychology of the person is an important

factor in the interview. The interviewer must know the behaviour of the person and
must be able to determine and decipher the answers to questions as he may take
down important details during the interview process. He must be able to relate the
qualities and qualifications of the individual according to the needs and culture of
the organization.

2. Empathy - The interviewer must be able to discover the inner behaviour of the
individual by understanding his own personality and relate this with the feelings of the
applicant. The interviewer must be able to understand, anticipate and infer what the
interviewee is feeling and draw out a more accurate reflection of the person’s
characteristics. It is establishing rapport and opening the communication channel
that develops better understanding. This requires tact and experience.

3. Communications Skills -The interviewer must have facility of communication. This

refers to the use of language, gestures and voice inflection. Words must be carefully
chosen to put the individual at ease during the interview and draw from him in the
inner self that is necessary to fully assess the individual’s fitness to the job. The
questions must be clearly stated and the interviewer must be a good listener in order
to evaluate the desired personal characteristics of the individual.

5. Evaluating References

References are important in finally assessing the applicant’s worth for the position, References
to be credible must be checked with utmost confidentiality if one would like to get a true picture
of the individual who would like to join the organization.

Generally, there are three kinds of references:

1. Academic Reference - This may be requested from applicants who are new
graduates. This may be addressed “to whom it may concern” which tells about the
individual’s academic performance together with his transcript of records. Details
may include co-curricular activities and the student’s performance in college.

2. Character Reference - This reference may come from some persons in the community
that are familiar with the individual in their place of residence. This may reveal records
on the applicant about his relations with the people in the community. A barangay
clearance is usually required from the applicant so that the organization will know

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 that he had no adverse records in the community. While this may be of little
significance to his employment, as most would like to please the person concerned,
the reference check could also work to the company’s advantage.

3. Work or Experience Reference -To get the most valid information about the applicant,
the work reference check must be mailed to the previous employer stating the
confidentiality of the information. It must be in the form of a checklist for the
convenience of the person giving the information. Sometimes the form is delivered
personally for more confidential information especially for some critical positions
where confidentiality is very strictly necessary.

Here are some policy guidelines in reference checking:

1. The reference should be used to develop the integrity of the whole selection process.

2. For very important confidential positions, reference should be conducted on a face-

to-face basis since the applicant may be reluctant to divulge significant information.

3. If face-to-face information is impractical, telephone inquiries should be used rather

than mailed requests for information.

4. In any kind of follow-up, inquiries should be in structured form to relate information to

job and career requirement.

5. Inquiries should discover the “why” behind whatever impressions are disclosed. Those
who supply information may have their own biases and peculiar standards

6. Physical Examination

This may be the last hurdle in the selection process. The applicants undergo physical
examination at the company clinic or an authorized hospital to determine the physical fitness
of the applicant for the job. The applicant must pass the physical test as he is certified as being
in good health.

Medical Examinations are important for the following reasons:

a. To screen out those physically incapable of doing the job.

b. To prevent employment of those with high incidence of absenteeism due to illness or

accidents.

c. To prevent hiring of people with communicable diseases or who are influenced by

drugs.

d. Ward off unwanted claims with worker’s compensation laws, SSS, medical care and
suits for damages.

7. Placements

The applicant who is cleared in all requirements is finally offered the job. Final
acceptance for production workers is usually dependent on the approval of the immediate
manager or supervisor of the department where the applicant will be assigned. In practice the
approval is usually arranged early in the selection process. Practice in placement has been

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 generally more formal and usually covered by company policies and procedures in the hiring
of the employees.
The applicant is now formally introduced in the group and undergoes an intensive
orientation and induction program. Some companies assign the buddy system to formalize the
new employee with the workings of the department. He is given company manuals, rules and
regulations and company brochures, and other company magazines to familiarize him with
the work environment.

Types of Employees

1. Probationary - An employee is hired for regular position based on an organizational

staffing pattern. A probationary employee can be terminated if he does not pass
required reasonable standards in the performance of the job or there exists a just
cause for his termination. The probationary period is for six months and after that
period he is deemed a permanent or regular “employee.

2. Regular or PermanentEmployee- An employee who passed the probationary period

and is performing a regular activity in the business of the company, covered in the
regular company staffing system.

3. Contractual Employee - The employee is hired for a fixed period or specific project of
the company, the completion of which is specifically explained to the employee
concerned. Direct hiring of contractual employees should not be more than six months
or else they may be converted to regular employees. Hiring of contractual is usually
done through an employment agency to avoid regular employment.

4. Casual or Seasonal Employee -An employee is hired for a particular work or service
that is seasonal in nature. Employment is temporary according to the volume of work.

5. Apprenticeships - Apprenticeships is the development of the required skills for a

particular type of work. It is a learner’s job to familiarize himself with the required skills.
They may be regular or probationary employees after passing the trade skills test
during the apprenticeship period. Some may come from on-the-job training required
of students to graduate with certain degree.

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Chapter 4: Training and Development of Human Resources

OBJECTIVES:

After this lesson, you should be able to:

• Enumerate and explain varied types of employees training.

• State the differences between training and development:
• Discuss training and development of employees for efficient continued membership
in the organization:
• Reason out why management must consider training as one of its major functions;
and
• Internalize the responsibilities of the personnel department and the supervisors in the
orientation program.

The Beginning of Training

The beginning of training can be traced to the Stone Age when people started
transferring knowledge through signs and deeds to others. Vocational training started during
the Industrial Revolution when apprentices were provided direct instructions in the operation
of machines. Training and development are increasingly recognized now as the most
important organizational activity. Rapid technological changes require newer skills and
knowledge in many areas. Training has to be continuously offered to keep employees
updated and effective.
Some believe that training has unnecessarily been given undue importance and that
the experience on-the-job is good enough to develop the necessary skills and efficiency to
perform the job. Training cannot entirely substitute for experience but it has certain definite
advantages over it.

1. Training, unlike experience can shorten the time required to reach maximum
efficiency.

2. Cost of training is much less than the cost of gaining experience, particularly if one is
dealing with expensive equipment.

3. The results of experience can sometimes be accidental particularly when experience

depends solely on trial and error.

4. The element of predictability is far less when compared to the outcome of a well-
conceived and conducted training program.

Training

Training is the process where people acquire capabilities to aid in the achievement of
organizational goals. It is a planned effort of the company to facilitate learning on the job-
related competencies. These competencies include knowledge, skills or behaviour that are
critical for successful job performance. The goal of training is for employees to master the
knowledge, skills and behaviours emphasized in training programs and to apply them in day-
to-day activities.

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Orientation: Training of new employees

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

and the organization. The employees need to know the company policies, rules and
regulations and the company direction in order to adapt to the new working environment.
The systematic approach to orientation requires attention to attitudes, behaviours and
information that new employees need.

Orientation to be meaningful, requires cooperation among individuals in the HR unit

and other managers and supervisors. The HRD has to design the orientation program and
incorporate the following topics:

1. Company policies, rules and regulations - These cover reporting for work time in, time
out policies related to employee discipline and behaviour while at work and other
important company regulations.

2. Corporate Mission and Vision, company officers and corporate goals and objectives,
its product and services and other important clienteles.

3. Explain company pay system, benefits and other services available to employees and
their families.

4. Provide overview of job setting and work rules.

5. Introduce the employee to co-workers and the company working environment.

6. Safety rules and health programs.

The purpose of orientation of new employees - The overall goal of orientation is to help
new employees learn about the organization as soon as possible so that they can begin
contributing to the company’s goals and objectives. From the perspective of the employers
and the employees, the orientation process has the following purposes;

1. Productivity enhancement - Both the employer and 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. Organization 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. Enhancement interpersonal acceptance — It tries to ease the employee’s entry. in

the work group. Employees often of concerned about meeting new people in the
work force.

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A Systematic Approach to Training
Training is moving its focus to teaching employees specific skills to a broader focus of
creating knowledge. Training is used to gain a competitive advantage and viewed broadly
as to create an intellectual capital. The development of intellectual capital includes the
following:

1. Basic skills - Skills needed to perform one’s job effectively.

2. Advanced skills - The use of technology to share with other employees.

3. Understanding of the Customer Needs - The global market is quality competitive.

One of the key characteristics of training system that contribute to competitiveness is that
they are designed according to the instructional design process. It refers to the, systematic
approach for the development of training programs. The following steps are integral
instructional processes:

1. Conducting needs assessment

a. Organizational analysis
b. Person Analysis
c. Task Analysis
2. Ensuring employee’s readiness for training
a. Attitude and motivation
b. Basic skills

3. Creating the learning environment

a. Identification of training objectives and training outcome
b. Meaningful materials
c. Practice
d. Feedbacks
e. Observation of others
f. Administering and coordinating programs
4. Ensuring transfer of training
a. Self-management strategies
b. Peer and manager support

5. Selecting training methods

a. Presentational methods
b. Hands-on methods
c. Group methods

6. Evaluating training programs

a. Identification of training outcome and evaluation designs
b. Cost-benefit analysis

The success of any training program can be gauged by the amount of learning that
occurred and is transferred to the job. Training and learning will take place through the
informal work groups whether an organization has a coordinated effort or not, because
employees learn from other employees. While this may be true to a certain extent, a well-
designed training program can give better results because what may be learned may not be
the best for the organization.

1. Assessment Phase

Training is designed to help the organization accomplish its objective. Planners

determine the need for training and specify the training objectives and the training

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efforts. An important part of the company’s strategic human resource planning is the
identification of the knowledge, skills, abilities that will be needed by the employees in the
future as both jobs and the organization change. Both internal and external forces that
will influence training must be considered when doing organizational analysis. The
problem posed by the technical obsolescence of current employees and an insufficiently
educated labor pool from which to draw new workers should be confronted before those
training needs become critical.

a. Organizational Analysis - the specific source of information and operational

measures or an organization level needs analysis, which include the following:

• Grievances
• Accident record
• Observations
• Exit interview
• Customer’ s complaints
• Equipment utilization and breakdown
• Material wastage, scraps, and quality control data
• Training committee, observation and need assessment data

b. Task Analysis - the job description and the job specifications provide information
on the performance expected and the skills necessary for employees to
accomplish the required work. Changes in the work environment due to the
introduction of new technology or machinery require changes in the task
requirements of the position.

c. Individual Analysis - The use of performance appraisal data in making this

individual analysis is the most common approach. A performance review reveals
the employee’s inadequacy to perform certain types of task and this will reveal
what necessary training is needed to correct the weaknesses. An employee’s
potential may mean further training toa assume a higher position in the future

2. Employees Readiness for Training The employees must set a positive tone for training.
That attitude toward training must be cultivated and made an integral requirement
before the employee sets foot in the training room. A positive attitude is the desire of
the trainee to learn the content of the training program. Motivation is related to
knowledge gain behavior change or skill acquisition in the training. It is the role of the
manager; and the supervisor to assure that the employee has the highest degree of
learning before he is sent to the program.

The following factors influence the motivation to learn:

a. Self-efficacy - It is the employee's belief that he can successfully learn the

content of the training. The employee must understand that the training is for
his advantage and learning gain could be an asset for the future
advancement.

b. Understanding the Benefits or Consequences of Training - The employee must

understand that the training is related to his job, personal and career benefits
as it may include process or procedures to make his work easier and is
needed due to change in work technology.

c. Awareness of Training Needs, Career Interest and Goals - The employee must
be given the choice of what training program he would like to attend. This

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 should be related to his needs, career interest and personal goals in the
organization as discussed with his immediate superior.

d. Basic Skills - This refers to the degree of the employee’s desire to learn the
cognitive ability, reading and writing skills and other technology changes
necessary in the work environment.

3. The Learning Environment

Learning involves a permanent change in behavior. For employees to acquire

knowledge and skills in the training program and apply the information in their job, the
training program needs to include specific learning principles.

a. Employees need to know why they should learn - They must understand why
they have to attend the training program. The objective and purpose
must be made clear to the employees.

b. Employees need to use their own experiences as bases for learning - Training
could be meaningful if it is linked to their current job experiences and tasks.
The lessons should be presented on the level of employees’ understanding.

c. Employees need to have the opportunity to practice -The opportunity to

practice the learning should be provided in the program. Practice makes
perfect as the saying goes.

d. Employees need feedback - The employees need to know how they are
meeting the training objectives. Feedback should focus on specific behavior
and should be immediately communicated to the employee.

e. Employees learn by observing and interacting with others -Community of

practice refers to a group of employees who work together to learn from
each other and develop a common understanding on how to get the work
done.

f. Employees need training programs to be properly coordinated and

arranged-Coordination is the most important aspect of training
administration. It means coordinating activities before, during and after the
program.

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Analyzing Training Needs

The immediate and specific needs of a company are determining factors in the
selection of the training courses and materials. Standard as to the amount of training that
should be provided for each type of job may not be readily established, as many other
factors must be considered such as the liability and experience of the learner and the
complexity of the things to be learned. The personnel manager, with the cooperation of the
line supervisors is in the best position to establish what and how much training is needed.

The need for training is usually indicated in the following instances:

1. When required skill is not possessed by anyone in the work force;

2. When an employee’s performance is below standard, but he has the potential to

improve the productivity;

3. When morale or production is low;

4. When there is a fast turnover of the personnel;

5. When the rate of absenteeism or accident is high;

6. When restiveness or dissatisfaction mounts;

7. When supervision is lax;

8. When new technology is introduced.

Training needs may be ascertained by considering 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)

The subject matter is best determined by a survey of company needs with the help of a
questionnaire and job analysis and by examining various records pertaining to cost, labor
turnover, absenteeism and other relevant factors in the particular organization. The
cooperation of line supervisors in determining needs and priorities will be necessary.

4. Transfer of Training

Transfer of training is the practical application of what was learned in the program.
Immediate supervisors and peers support opportunity to practice what was learned the
technology in the work area and self-management skills influence the climate of transfer.
The environment is the laboratory for the transfer of learning.

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5. Selecting the Training Methods

A number of 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. New 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.

a. Presentation Method - is the passive receipt of information that includes the

traditional instructions, distance learning and audio-visual techniques. These are
ideal for presenting new facts, information, different philosophies and alternative
solutions or processes.

b. Hands-on Training - This refers to the training method that require on-the-job
training, simulation, business games, case studies, behaviormodeling, interactive
videos and web-based training.

c. Group Building Method - It helps trainees share ideas and. experiences, build
group or team identity, understand the dynamics of interpersonal relationship and
get to know their own strengths and weaknesses and those of their co-workers.
Various training techniques are available to improve work-group or team
performance to establish new teams and to improve interactions among different
teams. All involve examinations of feelings, perceptions and beliefs about the
function of the team. This develops discussions and development of plans to
apply what was learned that will improve team performance on the job.

6. Evaluating the Training Program

Evaluation of training compares the post-training results to the objectives expected

by the management, trainers and the trainees. Training is often done without any thought
of measuring, evaluating and seeing how well it works after. Training is both time-
consuming and costly and therefore evaluation must be done. Training assessment will
measure the benefits derived from the activity. What the employees learn is directly
related to what they earn; hence, evaluation of training is put into practice.
One way to evaluate training is to examine the cost associated with the training and
the benefits received through cost-benefit analysis. The best way is to measure the value
of the output before and after the training. Any increase represent the benefits resulting
from training.

a. Learning - It represent 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 result.

b. 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 effectiveness of training.

c. Results - Employer evaluate results by measuring 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.

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Criteria for Evaluation of Training

Training effectiveness should be assessed on the basis of solid grounds. Sometimes

trainers and managers rely on superficial employee reactions. If trainees applaud the
resource person, the lecture or demonstration, it is a success. If they are happy to have taken
the course that is enough. If notices that on the first day back on the job they seem to be
using the skills learned, one may conclude that the training money was well spent. Those
conclusions are entirely wrong. One should look at long-term performance, not immediate
superficial results.

Training programs are usually evaluated on the basis of their intended objectives. Five
steps to a meaningful evaluation:

1. Determine what to Measure. Decide before you begin training what you want to
change. The number of customer complaints? The rate of scrap? The number of
employee grievances? The number of quality defects?

2. Establish the Base line. Make sure you know the level of performance before training
begins. This allows you to make a legitimate comparison to determine training effects.

3. Isolate Variables. One variable is the Hawthorne Effect, named after a General
Electric plant that was studied in landmark performance experiment several years
ago. The effect: Employees improved their performance simply because of the
attention of the research study - not because of any changes in their working
condition.

4. Measure Attitudes. This goes back to the problem of measuring initial reactions, but it
is valuable in the overall evaluation. Did the trainees like the training? Did they think it
was valuable? Often, they can provide valuable feedback and Suggestions in
improving training techniques.

5. Measure Performance. Go back to your base line and see what the results of the
training are in terms of the criteria you have established. Track performance over a
long period of time so you can be sure the improvement is established.

Human Resource Development

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

assessments of personality and abilities that employees prepare for the future. Development
can be thought of as the growing capabilities that go beyond those required by the current
job. It represents the employee's ability to handle variety of assignments. Development helps
the employee prepare for other positions and increase their ability to move into other jobs
that may be available in the future. It prepares also the employee for changes in current jobs
due to changes in technology, work design and customers or new products or new type of
market.

Planning and Choosing a Development Approach

While training considers analysis as an important component of any training program

development needs analysis because it is necessary to identify strengths and weaknesses of
those that will be given these organizational interventions. Assessment involves collecting
information and providing feedback on employee’s behavior, communication style or skills or
leadership potentials as preparation for formal induction to the development program.

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The following processes are used in the assessment:

1. Assessment Centers - Employees are sent to assessment centers to take examination

covering personality tests, communication skills, personal inventory assessments,
benchmarking and other examinations. The center is manned by a group of teams
that assesses the individual potential for leadership and other capabilities or 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
mechanical reasoning tests can furnish useful information about factors of motivation,
reasoning, abilities, leadership styles, interpersonal response traits and job preferences.

3. Performance Appraisal - Performance appraisal that measures the employees’

potential when done properly 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 important source of
employee information. These are usually available in the personnel file.

Human Resources Development Approaches

In-House or on Company Site - The planned activities that could be developed within
the company or while the employee is at work are those activities that will enhance
employees’ potential to assume other jobs that the company needs in its operation. It is
imperative that managers and supervisors plan coordinate development efforts so that the
desired developments actually occur. The following are the In-House Approaches:

1. Management Coaching - The immediate supervisor coaches he subordinates

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

2. Committee Assignments - Assigning promising employees to important committees

can give the employees a broadening exercise and can help them to understand
the personalities, issues and processes governing the organization.

3. Job Rotation - this is the process of shifting employees from one job to another. A
substantial managerial time is needed when trainees change positions. The trainees
must be acquainted with different people and techniques in each new unit.

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

works directly under the manager. He is given the opportunity to deal with
challenging and interesting tasks. Studies and other tasks are assigned for analysis
before they are given to the head for final implementation.

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

employee’s current job. This could include such activities as special projects
assignments, switching roles within a work team or research activities.

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

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Off-site or Outside Development Interventions

This technique can be effective because the individuals are given the opportunity to
get away from the job and concentrate solely on what is to be learned. These interventions
are usually held outside at the company’s expense and will serve as a break from the office
monotony.

The following are some of the development programs:

1. Formal Education - the company sends the employee to formal seminars, workshops
and other training programs offered by training consultants and agencies. Some
companies send their employee to take advanced studies in the graduate programs
in exclusive schools or take courses in foreign countries. The condition is usually that an
employee is tied to a contract to serve the company for a number of years for every
year of outside training.

2. Team Building - These organizational interventions are usually conducted away from
work about three to four days. The employees are organized into team and solve
common problems related to relationships. The focus is on human relation issues and
poor team-work.

3. Case Studies - This is a classroom type of training techniques that provides a medium
through the application of management behavior concepts and analysis. Cases are
either through the use of multi-media or case problems that are developed similar to
those existing in the work environment. Group case analysis and presentations are
made and discussions facilitate the learning experience.

4. Role Playing - Role-playing is a development technique requiring the trainee to

assumes a role in a given situation and act the behavior associated with it. The
facilitators provide the script and the group evaluate the performance. The other
participants provide comments and suggestions after each performance.

5. Simulation - These are business games developed by human resource experts that
require the participants to analyze a situation and decide the best course of action
based to the given data.

References:

Corpuz, Crispina Rafol, Ph.D, Human Resource Management, 2006, Rex Book Store, Inc.

Ferrer, Marissa P., Ph.D, Arcega, Raymundo P., Ph.D, Pereda, Pedrito R., Ph.D, Human
Resource Management, Unlimited Books Library Services and Publishing, Inc.

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