Lesson 1: Recruiting and Employing

Lesson Summary
An organization needs to hire the most qualified people it can at the most
competitive price. Before an organization is able to hire an individual, it must
locate qualified applicants who are looking for work, this is developing an
applicant pool. An effective employee selection procedure is limited by the
effectiveness of the recruitment process. Outstanding job candidates cannot be
selected if they are not included in the applicant pool. Attracting qualified
people refers to recruitment and it represents one of the major responsibilities
of the HR manager. In an era when the focus of the most organizations has
been on efficiently and effectively running the organization, recruiting the
right person for the job is a top priority.

Learning Outcomes
1. Explain the role of recruitment and employment as it relates to human
resource management
2. Design recruitment and hiring plan for the organization

Discussion

The Recruitment Process/ Recruitment Plan

The request for additional personnel originates from two sources, one from
HR plan and the other from the unscheduled and unexpected needs of the
administrator or manager.

This plan is an effort to quickly fill the HR request with an individual who
first satisfies the job specifications and personal specifications of the job
description. The plan considers the number of potential recruits that must be
contacted from which to obtain a number of qualified, interested applicants.
The use of Internet and electronic mail allows companies to have continuous
recruitment that can be decreased or increased as situation requires (Philip
Inman. Recruting Drive, putting your job right online. Journal of Personnel
Management. Jan. 16, 1999).
1. Formulating a Recruiting Strategy – Internal versus External Recruiting
Vacancies in upper level management positions can be filled either by hiring
people from outside the organization or by promoting from within.

Promotion from Within

Advantages Disadvantages

-Provides greater motivation - Promotes inbreeding

for good performance (narrowing of thinking
and stable ideas

-Provides greater promotion - Creates political in-

opportunities for present fighting and pressures
employees to compete

-Improves morale and - Requires a strong

organizational loyalty management development
program

-Enables employees to perform -Creates a homogenous

The new job with little loss of time workforce

-Familiar with the organization and

How it operates

External Hiring

Advantages Disadvantages

-Provides new ideas and new - Loss of time due to adjust-

Insights ment

-Allows employee to make -Destroys incentive of present

Changes without having to employees to strive for
Please constituent groups promotions

-Does not change the present -No information is available if

Organizational hierarchy he/she can blend with the rest
of the group

2. searching for job applicants – The applicant search may involve traditional
recruiting methods such as newspaper advertisements, help-wanted posters,
campus recruiting, public and private employment agencies, and professional
associations.

3. Screening Applicants – Applicants should be screened to eliminate

individuals who are obviously unqualified.
4. Maintaining and Applicant pool – Applicant pool consists of individuals
who have expressed an interest in pursuing a job opening and who might be
feasible candidates for the position. If an immediate selection decision is not
anticipated, the organization should keep the applicants informed about the
status of their applicants.

Stages of Recruitment Process

1. Defining requirements, preparation of job description and job specifications

2. Attracting potential employees

3. Selecting appropriate people for the job.

Sources of Applicants

A. Internal Sources – the use of promotion from within taking into

consideration the advantages and disadvantages discussed above.

a. Referrals – another internal source of applicant is the referral

systems in present employees are asked to encourage friends or
relatives to apply. This is the most often used recruiting tool in many
small organizations.

B. External Sources – this is used when the organization is unable to fill its
hiring needs from internal sources. One inherent advantage is this is that the
pool of talents is much larger and more diverse than that available from
internal sources plus the new employee bringing in new ideas, different
cultural values, and fresh approaches.

a. Job Advertisement – placement of help-wanted advertisement in

daily newspapers, in trade and professional publications, or on radio
and televisions.

b. Employment Agencies – agencies that charge a fee for each

applicant they place.

c. Walk-ins – corporate image has significant impact on the number

and quality of people who apply to an organization in this manner.

d. Campus recruitment – this is a primary source for entry-level job

candidates. This is usually coordinated with the university or college
placement center.

e. Internships – for students, this can help them in honing their

business skills, checks out potential employers and learn more about
their likes and dislikes when it comes to choosing carrers. For
 employers, they can use their interns to make such contribution while
they are being evaluated as possible full-time employees.

f. Special Events Recruiting – joining or sponsoring employment fairs.

g. Online Recruitment – the choice of an external recruitment method

depends largely on the circumstances surrounding the hiring situation.
The following factors are the most relevant:

1. The type of job being filled

2. How quickly the job needs to be filled
3. The geographic region of recruitment
4. The cost of implementing the recruitment method
5. Methods use should attract the right mix of candidates.

Department of Education (DepEd) Hiring Guidelines

for Teacher I Positions

Based on DepEd Order No. 14, series of 2014, the Department of Education
(DepEd) recognizes that the success of any education system greatly relies on
the competence of its teachers. Hence, one of the primary issues the
Department aims to address through its comprehensive implementation of the
K to 12 Program is the need for highly competent teachers in public
elementary and secondary schools. DepEd’s hiring system is also set to
provide opportunities for the regularization and absorption of all qualified
kindergarten volunteers and LGU – hired teachers in to the national plantilla.

Scope
Definition of Terms
Recruitment Procedure

Employing Staff
In employing staff it is necessary that administrator should conduct an
induction process to the newly hired employees.

Induction of Personnel

Induction of staff is one of the major tasks that school heads should
concern themselves with. After staff have been recruited and assigned
to schools, it is still essential that those in leadership positions formally
introduce them to the system so that adjustment problems confronting
the new staff can be solved. The new staff for instance will be anxious
to know how the school system operates. If he is quite unfamiliar with
the whole atmosphere, he becomes insecure and apprehensive of
many things. Unless he is adequately informed of the ways things are
done in the new system he would mostly fumble and stumble.
Generally, a lot of time and money can be invested in the recruitment
and selection processes, and this investment can be dissipated and
possibly lost if the new personnel are not given the chance to
contribute maximally to the work of the school through lack of induction
and orientation.

Usually, the first days at school are the most difficult for new teachers.
There are so many things that the teacher does not know about the
community around the school, the school itself, the students, fellow
teachers, teaching materials and work procedures generally. The
school head and the established teachers in the school very often are
settled into their routine and tend to forget the difficulties of adjustment
experienced by new teachers in their work. Many of the mistakes and
embarrassing situations in which the new teacher finds himself / herself
can be avoided through a proper orientation programme.

Induction Programme

On his arrival at the school, the new teacher should be received by the
school head or his deputy, who has to provide him with information
about the school. This is usually contained in the school hand-book,
which should set out all the school’s policies and procedures. The
information required by the new teacher can be broken down into more
specific detail.

First, he needs to know the terms and conditions of employment; his

teaching load; the health services in the school; working hours; extra
duties; and in-service training requirements.

Secondly, he should be given information about the community in

which the school is situated. For instance, he should know the
geography of the areas; he should know about transport facilities; the
customs and taboos which affect teachers; religious organizations
(churches and mosques), the people and their organization, and the
attitude of the community toward the school.

Thirdly, the new teacher must be educated about the school he has
come to serve. He must, for example, know about its facilities (library,
play grounds, sports and equipments) teaching materials and aids and
its general aims, values, practices and operating procedures. The rules
and regulations should also be explained to the new staff. He should
be told about the general academic performance of the students.

Fourthly, the new staff member needs to know his fellow teachers –
their professional interests, the clubs to which they belong, their social
and recreational activities, and their school responsibilities.
The new teacher should be introduced to students and the non-
teaching staff such as the school accountant, the clerks and the kitchen
staff. He should be well informed about the students’ services, the
school time table, programmes of study and students’ government
activities. If possible, it is advisable as part of the orientation plan for
new teachers that such staff should be in school at least one week
prior to the opening of the school for a new school year or term. During
this time, books and teaching materials should be issued to teachers.

They should also use this time to get to know the geography of the
school. The school head plays a very vital role in acquainting the new
staff with their work and the school’s procedures. The school head
however, cannot possibly provide all the answers that are needed, so
the teaching staff as a whole should be involved in carrying out the
orientation programme. For the programme to be successful, the
school heads must fully appreciate its value.

We should remember that the orientation or induction programme does

not simply mean introducing the new teacher to the students in the
assembly hall. Nor does it mean the school head or his deputy taking
the new teacher around the classrooms. It must be a well organized
and planned programme which, if carried out will assist in the
immediate adjustment of the new teacher to his environment. It would
reduce the sense of uncertainty and frustration normally experienced
by new staff in their new places of work. You should note that human
maladjustment can be expensive and detrimental to organizational
effectiveness and expectations. The type of environment in which the
new staff finds himself/herself and the first impression he has in his
early days would go a long way to influence this behaviour and morale
within the system.

References

3G E-Learning LLC (2018). Effective School Management, 3G E-Learning

LLC, 90 Church Street FL # 3514, New York, United State of
America. www.3ge-learning.com

Corpuz, C.R (2016). Human Resource Management (Revised Edition). Rex

Bookstore, 856 Nicanor Reyes, Sr. St. Manila, Philippines.
Dr.S. Ganesan (2014). International Journal of Business and Administration
Research Review, Vol.l, Issue.6, July - Sep, 2014, ISSN -2348-0653,
P. 147.

Handbook of Good Human Resource Practices in the Teaching

Profession (2012). Copyright © International Labour Organization 2012
(First edition).

Huat, C.T & Torrington, D. (2000). Human Resource Management for South
East Asia. Prentice Hall Simon & Schuster (Asia), Pasin Panjang
Road, Singapore ) 0511.
DEPARTMENT OF TEACHER EDUCATION
College of Education

For inquiries, contact:

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