UNIVERSITY OF MAKATI

J. P. Rizal Ext., West Rembo, Makati City

COLLEGE OF BUSINESS AND FINANCIAL SCIENCE
Department of Office Management
Course Title Title
Module No. 4
Selection of Human Resources

HUMAN RESOURCE Prof. Ligaya T. Pascobillo

Module Leaders
MANAGEMENT Prof. Jerome Samson

Prof. Ligaya T. Pascobillo

Module Contributors
Prof. Jerome Samson
Time frame: How long the students should take this module? The students
are expected to finish all the activities, assignments, and
assessments of this module in one week.
How to Complete this This module will be completed by the students with the following
module? instructions:
1. Watch/Read all the lectures given to them thru power point
presentations and/or soft copy of the module.
2. View the interactive learning links provided to them.
3. Participate actively in the discussion on the topic presented.
4. Take online quizzes, activities, and assignments.

Teaching Strategies The students will be provided with video lectures thru power point
presentations and/or soft copy of the module. Additional interactive
learning links will be shared to students.

Online discussions and sharing of insights via zoom, google meet or

even thru class group chat may be done every after the end of each
topic of the module.

The students will be given quizzes, activities and assignments at the

end of the module.
INTRODUCTION

This module will help the students familiarize with future Human Resource Managers/Personnel
with the basic and necessary procedures in selecting the most qualified employee for the
vacant position in a company. They will also be able to design interview questions that will yield
information about future employees and up-to-date testing procedure to further measure the
applicant’s qualifications.

After this module, students should be able to:

LEARNING OUTCOMES

 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 the applicant’s qualifications;
and
 Be aware of the importance of checking the references of applicants.
 I. SELECTION - Can be defined as the process of determining from among the applicants who
can meet the job requirements and be offered the vacant position in the organization.

The different department of the organization makes personal requisitions to the HRD on their
manpower requirement through a Personnel Requirement Form (PRF) duly approved by the
CONTENT

management concerned. This PRF specifics the following:

1. The positions and the number required.

2. The job specifications
3. The personal qualities needed for a worker to do the job successfully.

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.
Stage 1 - Establishing selection procedure.

II. 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.
3. Stage 3-Gather and evaluate information about applicants. Applicants’ skills can be evaluated
through applications, interviews, tests, reference checks, letters of recommendation and
physicals.
4. Stage 4 - Make communication decisions whether to select or reject.

III. 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.

IV. SELECTION AND JOB MATCHING

Selection tries to match the personal qualities of the applicants with the job requirements. This
matching procedure begins with and 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.

V. THE SELECTION PROCESS

The employer can think of the selection 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.

The HRM manager must be able to devise the most valid instruments 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.
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.

These are some styles of interview:

a. Structured Interview follows a set procedures and the interviewer set the leads
b. Unstructured Interview is where the applicant takes the lead. This provides no specific
reference and the applicant is given 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.
3. Testing and evaluation - Testing in the parlance of HRM is commonly associated with the
prediction and selection of subsequent performance on the job.

Test 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. The outstanding feature of this type of test is its ability to predict the general
capacity for learning or problem-solving.
 b. Aptitude Test - It measures the person’s capacity to learn a given job, provided
there is adequate training. This type of test is usually administered for mechanical and clerical
positions.
c. Interest Test - It is derived from heredity and environmental factors. It tries to
predict the success in the job if the person’s interest and the job are probably matched.
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 even more important than job knowledge or skill, as emotional
maturity influences the ability to withstand stress and strain to be objective and gain respect and
cooperation of others in the organization.
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 type of work. A Trade Test is a part of this type of measuring the ability
to perform a certain type of task.

What are the requirements for effective testing?

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 - 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.

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 behavior 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 behavior 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.
3. Communication 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.

5. Evaluating Reference - 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.
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.

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 every important confidential position, 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.

VI. 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 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 permanent employee - 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.

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 learner’s job to familiarize himself with the required skills.

A. Quizzes
B. Chapter test
C. Activities

Watching Interactive Links

HR Basics: Selection
https://www.youtube.com/watch?v=1RTeEPyktKY
ASSESSMENT

Selection Process: HRM

https://www.youtube.com/watch?v=d0eC1kI5E7c

Steps in the Selection Process

https://www.youtube.com/watch?v=HAUKXG6W-6Q

HR Basics: Typical Selection

https://www.youtube.com/watch?v=jB3tjXSqlqc

Tell me about yourself: A good answer

https://www.youtube.com/watch?v=kayOhGRcNt4

D. Online Recitation/Discussion/Collaboration

Rubrics for written activities:

RUBRICS

1) Comprehension of the topic and Organization of ideas

2) Grammar and spelling
3) Format
ASSIGNMENTS 1. Answer briefly but scholarly : Tell Me about Yourself

2. Design interview questions to be given to your prospective applicants

3. Case Study: The Case of Mr. Pedro Dela Cruz

Prescribed textbook:

Ferrer, Marissa R.; Arcega, Raymundo P.; Pereda, Pedrito R.: “Human Resource
Management” second edition 2020

Other references:

Corpuz, Cristina R. (2016), Human Resource Management, Rex Bookstore Manila

Payos, Ranulfo P. LLB, FPM: “Human Resource Management”, 2013

ESREFERENC

Interactive Links:

https://www.youtube.com/watch?v=1RTeEPyktKY

https://www.youtube.com/watch?v=d0eC1kI5E7c

https://www.youtube.com/watch?v=HAUKXG6W-6Q

https://www.youtube.com/watch?v=jB3tjXSqlqc

https://www.youtube.com/watch?v=kayOhGRcNt4

https://www.youtube.com/watch?v=5v-wyR5emRw