HUMAN RESOURCE MANAGEMENT
HRM IN THE PHILIPPINES
➢ Early in 1950’s
➢ For it to gained acceptance and recognition, three
conditions need to exist:
1. Top management must be convinced
that personnel management is needed in
business operation;
2. Qualified personnel administration must
be available;
3. Personnel administrators must
demonstrate their capacity to contribute
to the company’s objectives and goals.
➢ Lack oof understanding of what personnel work is.
PERSONNLE MANAGEMENT ASSOCIATION OF THE
PHILIPPINES (PMAP) – a nationwide organization of all
personnel managers and human resource practitioners in
the country.
ACTIVITIES OF PMAP
1. Training and developing personnel administration
through seminars, lectures, workshop, meetings,
national conferences and holding tripartite
conference.
2. Participation in public hearings to voice support
of, opposition to, proposed legislation affecting
business and industry;
3. Dissemination of information to upgrade
personnel management, offering technical advice
through its special committees and library
facilities; and
4. Establishment of public relations program aimed
at informing the public about the nature of
personnel work.
• DOLE, Employees compensation commission, SSS,
TESDA & etc., usually consult with the association before
taking a stand on matters affecting employer-employee
relations.
THE CHALLENGES OF HUMAN RESOURCE
MANAGEMENT
1. The challenge of the global community – must
compete with organizations not only in the place
of operation but the global community; global
markets.
2. The stockholders challenge – The companies are
challenged to reach financial objectives through
meeting customers and employee’s needs.
3. The challenge of productivity – The HR became
more “smart workers” with the aid of computer-
aided machines, internets and expert system.
THE LINKS OF HIGH PRODUCTIVITY ARE
a) Human resources and capabilities
b) New technology and opportunities
c) Efficient work structure and company policies
allow employees and technology to interact.
CONTRIBUTING GROWTH FACTORS
1. Increasing complexity of business operations –
the post-war period saw the birth of big
corporations where the volume and variety of
Operations and the size of the labor force
demanded specialization in management. The
personnel specialist was called upon to formulate
and carry out the organization's personnel policies
and programs.
2. Government regularizations and labor laws
promulgated in recent years – In order to
safeguard the workers, the government deemed it
Wise to enact a number of labor laws and
government regulations such laws are the Woman
and Child Labor Law, the Minimum Wage Law, the
Eight-hour Labor Law, the Industrial Peace Act of
1953, and several other labor and social laws
which are embodied in the labor code of the
Philippines (November 1, 1974)
3. Growth of Labor Unions – The passage of the
Industrial Peace Act of 1953, otherwise known as
the Magna Carta of Labor, triggered the
organization of labor unions and the strengthening
of the workers' bargaining power: Collective
bargaining negotiations and the administration of
union contracts may best be handled with the
technical resources of a personnel department.
4. Influx of new concepts in management – The
employee welfare concept is not new; but its
nature has changed from one of paternalism to
that of employee's rights through practices that
have become institutionalized, Employee benefits
have become varied and HR raging, making their
administration a complex function. The facilities of
the personnel department are here again utilized
to handle such programs.
THE DEFINITION OF HRM
• function. of management, concerned with
promoting and enhancing the development of
work effectiveness and advancement of the
human resources in the organization.
• These are accomplished through proper planning,
organizing, directing, coordination and controlling
of activities related to procurement, development,
motivation and compensation of employees to
achieve the goals of the enterprise.
HRM AS SCIENCE AND ART (IMAGINATION AND ➢ Organization now recognized the important role
INTELLIGENCE) played by human resources in the company’s
SCIENCE – personnel management is a science because profit index.
it involves the systematic gathering of data derived from ➢ Companies now look at HR practices as a mean
surveys, statistics, interviews, and observations. to profitability, quality, and other business goals.
ART - Art is proficiency in the practical application of THE ROLE OF HR IN THE NEW MILLENNIUM
knowledge acquired through study, experience or ORGANIZATION
observation and formulate a good solution; it involves • Out-placement, labor law compliance, record
making of sound decisions. keeping, testing, compensation and some aspects
PERSONNEL/HRM – is a member of top executive group of benefits administration.
and responsible of personnel policies and programs. • Collaborate with company executives on
PROBLEMS AND DIFFICULTIES OF THE employment interviewing, performance
PERSONNEL/HRM management, employee discipline and efforts to
1. Common misconception about his role improve quality and productivity.
and functions – “simple clerk” whose job is to keep THE ROLE INCLUDES THE FOLLOWING
employee records. "power behind the throne'" has 1. Recruitment and Employment
full control of the workers and who can do just about 2. Interviewing, testing, recruiting and temporary
anything he wishes to make them happy and to
solve all problems involving personnel. employment
2. Inadequate recognition by management of the 3. Labor coordination
proper role of the personnel manager in the 4. Training and Development
organization – Some top management executives • Orientation of new and temporary
are unwillingly to give the personnel manager the employees
corresponding authority and responsibility for the • performance management training
job. There is hesitance on the part of business • Productivity enhancement
executives to let the personnel -manager 5. Wage and salary management
participate in personnel policy-making decisions.
3. In the area of labor relations – Some employers • Job evaluation
expect the personnel manager to keep the labor • Wage and salary survey
unions out or if there is one, to break or bust it. • Executive compensation
The personnel manager who is a conformist 6. Benefits Administration
becomes unstable and insecure in his position • Vacation and Sick 'leaves administration
because of lack of the necessary strength of • Insurance
personality and knowledge of his job. • Stock plans
4. Jealousy of the other executives regarding the
• Pension plan
personnel manager’s duty and authority – These
• Retirement plan assistance programs
problems can be avoided if top management
7. Employee Service and Recreations
defines clearly the extent and limits of authority
and responsibility of the personnel manager and • Bus service
enjoins the line executives and supervisors to • Canteens
cooperate with him. • Athletics
THE PAST AND PRESENT ROLE OF HUMAN • Housing and Relocation
RESOURCES 8. Community Relations
THE TRADITIONAL PERSONNEL IMAGE • Publication
Historically, personnel managers and their departments • Community project and relation
suffered from very low perceived position due to the 9. Record management
following factors: • Employment record
1. Disrespect for the position and those who perform • Information system
it; • Performance record
2. The low position in the organization;
3. Lack of expertise in performing their functions
THE CHANGING IMAGE OF THE HR FUNCTIONS
 10. Health and safety
• Training, safety inspection, dental and
medical services and drug testing
11. Strategic management
• Collaborative planning
• Out-sourcing manpower research
• Organizational Planning
ROLES OF HR MANAGER
1. Supervisor – plans, organizes, directs, controls,
and coordinates the activities of his department.
Manage and trains employee.
2. Administrative official – He or his staff conducts or
directs certain personnel activities as provided or
in the policies and programs entrusted to the
department.
3. Adviser – serves as counselor, guide and
confidante to management supervision and
employees; informed about employees’ attitude
and behavior.
4. Coordinator – He brings into action, regulates and
combines diverse efforts into harmonious whole.
5. Negotiator – representative of the management in
negotiating labor contracts or to attend
negotiations with unions in an advisory capacity.
6. Educator – He conducts or administers company’s
training program; employees’ development.
7. Provider of services – facilitate with government
agencies like SSS, Medicare etc., which can make
their employment more satisfying.
8. Employee counselor – His knowledge and training
in human relations and the behavioral sciences
plus his familiarity with company operations.
9. Promoter of community relations – He is called by
the management in helping the company project
favorable and positive image to the community;
must aware in the environment where the
enterprise operates.
10. Public Relations man – His require him to deal with
the general public, which includes the employees,
the unions, and the community.
PERSONAL QUALITIES OF THE PERSONNEL
MANAGER
1. Can communicate effectively, both orally and
writing.
2. Possesses an above-average intelligence.
3. Enjoys working with people
4. Grasps the implication of a given situation,
understand individual attitudes and the
problem of employees/employer.
5. Aggressive, mature and capable in giving
advice on the employer/employees.
6. Possesses the integrity, industry and courage
to earn respect of the employees/employer.
7. Possesses pleasing personality and personal
warmth and approachable.
THE SKILLS NEEDED BY TODAY’S HR
PROFESSIONALS
1. Higher degree of knowledge on management and
processes.
2. He must possess a high human and public
relations.
3. A great knowledge of human psychology and
social relations.
4. A working knowledge of labor laws and
regulations.
5. A thorough knowledge of management and its
relations to effective organization is a must for all
HR managers to plan out strategic approaches to
problems and their solutions.
6. A community relations officer. The HR manager
develops greater linkage with government and
other stakeholders.
REWARDS AND BENEFITS FOR THE PERSONNEL
MANAGER
1. Car plan or free use company transportation
2. Unlimited/limited use of gasoline and free
maintenance check-up
3. Company cellular phone
4. Representation Allowance/Meal allowance
5. Education Scholarship/Attending conventions and
seminars
CAREER ADVANCEMENT/ OTHER PROFESSIONNAL
OPTIONS FOR PERSONNEL MANAGER “JACK OF ALL
TRADES”
1. College professor
2. Vice president of the company
3. Chief of executive officer (CEO)
4. Politician
5. Entrepreneur
6. Businessman
THE CARREER PATH TO HR MANAGER
1. Entrance level – a new college graduate may start
as personnel assistant in a medium size
organization. The ff skills are necessary:
a. Assisting in interviewing applicants
b. Giving tests and scoring test results
c. Assisting in employee orientation and
training program
d. Record keeping
2. Supervisory level – higher level depends on the
ability and capability of the personnel assistant.
The traits/skills are:
 a. Skills in writing job description, job
analysis, & job evaluations.
b. Knowledge of employee benefit
programs related to vacation, sick
leaves, pension etc.
c. Skills in interviewing applicants and
counselling employees.
d. Skills in testing and interpreting test
results and making recommendations.
e. Job evaluation and wage administration
skills and relating pay to the differences
in job requirements.
f. Skills in determining training needs;
develop training module
g. Skills in basic research related to man
power planning.
3. The managerial level – acquired the above skills.
The concentration of the HR is the effective
management of the different areas.
a. Leadership and conceptual ideas
visioning – HR manager are part of the
strategic management team that
participates in organization strategies
planning; improves products and
services, productivity, technology
enhancement.
b. Analytical of the facts as basis for
decision making – His main concern is
how HR assets could be turned into
productive investments through a proper
compensation and benefits program.
c. Compliance administration and control –
include labors laws, environmental
regulations, safety and security
employee services; recreation
d. Interpersonal team work – team building
and organizational interventions are
needed to develop greater team work.
THE CHANGING LANDSCAPE IN HR MANAGER
• The change in personnel values and orientation
should match the changes in technology without
which competitive advantage could hardly be
possible.
• Employees need to be trained and developed and
we need to dismantle the bureaucratic structures
that limit employee’s ability to innovate and be
creative.
• Employees should be empowered towards
productive endeavor and be guided according to
the need for competitive advantage if the
economic development of this country is to be
attained.
• We need to give credit for productivity but
productivity cannot be attained with hungry
stomach.
CHAPTER 2
HUMAN RESOURCE PLANNING (HRP) – process of
systematically reviewing human resource requirements to
ensure that the number employees matches the required
skills. Matching internal & external supplies.
STRATEGIC PLANNING – is the determination of the
overall organizational purpose and goals and how they are
to be achieved.
2 IMPORTANT COMPONENTS OF HRP
1. Requirement – determining the number and types
of employees needed.
a. Internal resources – refer to existing
manpower that could be re-assigned to
new positions or be promoted to higher
vacant position.
b. External resources – refer to positions
that are not available inside the
organization and need to be sourced out.
2. Availability – determines whether there is a
surplus or shortage in manpower.
ASPECTS OF HRP
1. Systematic forecasting of manpower needs – on
the basis of business conditions and forecasts,
manpower needs are planned and monitored
closely.
2. Performance management – analyzing, improving
and monitoring the performance of each employee
and the organization as a whole.
3. Career management – determining, planning and
monitoring of each employee and developed them
for improved productivity.
4. Management development – assessing and
determining the developmental needs of
managers for future succession requirements.
ADVANTAGES IN USING THE ELEMENTS OF HRP
1. Through a systematic planning of human
resources, a company can be better assisted in
attaining its goals and objectives.
2. It helps the company determine its manpower
needs and provides a method of meeting them.
3. It can be an effective means of planning the
development and growth of the employees.
4. It can assist in placing the employees properly in
jobs where they can maximize the use of their
skills and potentials.
 5. It can assist the company to attract and retain
better qualified employees.
5 STEPS IN HRP
1. Determining the workload inputs based on the
corporate goals and objectives
Several factors that should be considered in
determining work inputs:
a. Business development and assumptions
b. Corporate planning
c. Economic forecasts
d. Changes in plans and products
e. New product lines
f. Mergers and consolidations
2. Studying the jobs in the company and writing job
description and job specifications
3. Forecasting of manpower needs
a. Determination of the number and skills of
people required for the work.
b. Forecasting, knows as the planned and
logical method of determining both
quantitatively and qualitatively.
4. Inventory of manpower
The net result of this operations is that you either
find:
a. Enough man power
b. Excess in the number of available
manpower, but lacking the skills
required.
c. The number of available manpower is
insufficient, and the skills are also
inadequate to meet the needs of work
inputs.
5. Improvement plans
PLANNING TECHNIQUES IN HR MANAGEMENT
1. Skills inventory – listing of all the skills possessed
by the workforce and they are made to relate to
the requirements of the organization.
2. Ratio Analysis – this is a technique wherein the
personnel who are promotable to the higher
positions are identified together with heir backup
or understudy.
3. Cascade approach – under this approach the
setting of objectives flows from the top to bottom
in the organization.
4. Replacement approach – under this approach,
HRP is done to have a body of manpower in the
organization that is ready to take over existing jobs
on a one-to-one basis within organization.
5. Commitment planning approach – this technique
involves supervisors and personnel in every
component of the organization on the identification
of manpower needs.
6. Successor planning approach – takes into
consideration the different components of the old
plan and increase them.
COMMON WEAKNESS IN HRP
1. Over-planning – a plan is likely to fail through an
inherent weakness of having covered too many
aspects.
2. Technique overload – the use of so many
techniques sometimes leads to the gathering so
much information. This makes techniques serve
as a trap rather than a means for action.
3. Bias for the quantitative – emphasizing the
quantitative aspects of personnel management to
the neglect of the qualitative side.
4. Isolation of the planners – top management give a
little encouragement to HRP activities, ignore the
plan and withdrawn support for plan
implementation.
5. Isolation from organizational objectives – when
HRP is pursued for its own sake or for narrow
viewpoint of concentrating on HRD, the effort
leads to the formulation of a plan that does not
interphase with organizational development.
6. Lack of line supervisor’s inputs – any plan to
develop the personnel and to improve the
conditions of work must use the feedbacks from
the supervisors, since they are the ones who are
handling the personnel in the org.
4 BASICS TERMS OF MANPOWER FORECASTING
1. Long term trend – is usually done for a period of
5 years or more.
2. Cyclical variations – this refers to reasonable and
predictable movement that occur over a period of
one year or more.
3. Seasonal Variations – This covers firms who
manufacture seasonal products and hire
temporary workers for temporary increase in
demand.
4. Random variations – This is one occasion where
there is no special pattern and it is quite difficult
to predict or determine.
HUMANRESOURCE FORECASTING TECHNIQUES
1. The zero-base forecasting approach – It uses
the organizations current level of employment as
the starting point for determining future staffing
needs.
2. The bottom-up approach – This forecast uses
the progression upward methods from the lower
 organization units to ultimately provide the
aggregate forecast of employment needs.
3. Use of predictor variables – This method uses
the past employment levels to predict future
requirements.
4. Simulation – It is a technique for the testing of
alternatives on mathematical models
representing the real-world situation.
THE IMPORTANT ELEMENTS IN STRATEGIC HUMAN
RESOURCE PLANNING
1. Organizational goals – The hrp process should
be tied up with the organizational strategic goals.
2. Human Resource forecast – forecasting of hr
needs based on business strategies, production
plans and the various indicators of change in
technology and the organization’s operating
methods.
3. Employee information – the third element in the
planning process is maintaining accurate
information concerning the composition,
assignments, and capabilities of the current
workforce.
4. Human resource availability projections –
estimating the number of current employees and
those that could be available in the future.
5. Analyzing and evaluating human resource gaps –
comparing what is need with what is available in
terms of numbers, mix, skills, and technologies.
STRATEGY EVALUATION AND CONTROL – it is
extremely important for the company to constantly monitor
the effectiveness of both the strategy and implementation
process.
HUMAN RESOURCE ROLE IN PROVIDING
COMPETITIVE ADVANTAGE
1. Emergent strategies – consist of strategies that
evolves from the grassroots of the organization
and can be thought of as what the organizations
actually do.
2. Intended strategies – are the results of the
rational decision-making by the top management
as they develop strategic plans.
HUMAN RESOURCE INFORMATION SYSTEM (HRIS) –
is any organized approach to obtaining relevant and timely
information on which to base human resource decision. It
is designed to provide information that is – SMART.
1. Systematic – information must be systematically
arranged and contain the needed data.
2. Management oriented – the information are
essential tools for effective manpower planning,
retention, development, and separation of
employees.
3. Applicable – data and information must
applicable in making hr decisions. ‘accuracy’
4. Result oriented – the end result must contribute
to greater company productivity and employee’s
satisfaction.
5. Time bound – relevant information for effective
decision-making.
IMPORTANT REPORTS (HRIS)
1. Routine reports – these are hr data summarized
on scheduled bases, like current manpower
status, regular employees, etc.
2. Exception reports - this information may contain
confidential data that are available only for
managerial decision-making and needs
immediate attention.
3. On demand reports - management may demand
some reports for analysis. This may pertain to
productivity index, individual performance
records, and other personnel actions.
4. Manpower forecast - applies to predictive models
based on specific situations.
SOFTWARE APPLICATION FOR HRM
1. Staffing applications - common applications used
in the area of staffing include the ff.
a. Applicant recruiting and tracking
b. DOLE reporting requirements
c. Developing a master employee data
base
d. Staffing applications for decision-making
2. Human resource planning applications - this
involves company specific applications in
determining future employee turnover, growth
rate and promotion patterns and other personnel
movement.
a. Work force profile analysis - it refers to
work-force labor supply and demand
analysis or work force profile analysis
review.
b. Work-force dynamic analysis - number
new hires, transfer and promotions,
number still needed in the future and
those employees who are available to fill
up job openings in the future.
c. Human resource planning for decision-
making - this application pertains to
information about employees who are
about to retire, job classification of
employees for promotions and those
departments that lack basic skills for the
job.
 d. Performance Management applications
- employee performance ratings,
disciplinary actions, work-rule violations
and the daily productivity index could
now be stored in computer database as
bases for management decisions.
e. Training and development applications -
these are used primarily to track down
the need for employees training
programs, courses to attend, certified
skills, and educational qualifications.
f. Compensation and benefits applications
- these includes payroll, job evaluation,
salary planning and analysis of
executive compensation planning and
management benefits.
CHAPTER 3
MEETING NEEDS OF HR
• Recruitment is the process of attracting the best
individuals to join the company on a timely basis
in a sufficient number and meeting the
qualifications requirements.
• The process starts as soon as the need for
additional personnel is identified is ideally the
result of good human resource planning.
TWO MAJORS SOURCES OF CANDIFATES TO FILL
THE VANCANT POSITION
1. The internal source – these are qualified
candidates from the company and within the
ranks of its present employees.
2. The external source – hiring from the outside
source is a management option.
DIFFERENT METHODS OF HR 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.
PROMOTING OR TRANSFERRING EMPLOYEES FROM
WITHIN OFFERS THE FF 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.
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 positions.
b. Some management members may be upset with
employees who apply job outside their
department and tend to take such a move
personally.
c. Losing employees to job 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 FF 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.
2.THE WORD-OF-MOUTH SYSTEM – This method of
recruitment is found to be effective in local situations. It is
one of the least expensive recruitment systems.
3. ADVERTISING MEDIA – one popular and often
effective means soliciting applicants is advertising it
through media, like newspaper, magazines, radio, or
television.
THE ADVERTISEMENT SHOULD REACH THE TARGET
CLIENTELE AND IT SHOULD BE DESIGNED
ACCORDING TO FF SITUATIONS:
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
c) For applicants who want to know all about
specifics, the ad must contain the duties and
responsibilities of the positions.
d) Include the details where the applicant should send
the resume or bio-data
e) Be direct and straight forward in wording the ad.
f) Avoid cute and unprofessional phrases.
g) Hire an advertising agency if you are not sure what
to put in the ad.
h) For hiring executive positions, the services of a
consultancy agency may be employed.
BLIND ADS – these are ads that do not reveal the identity
of the company.
The following are disadvantages:
a) There might be a limited number of applicants for
the “hand to fill positions” where you want to
interested applicants to immediately get in touch
with you.
b) Blind ads discourage some applicants to apply.
c) Some applicants may have applied for the same
position not too long ago and it is waste of time.
4.WALK INS AND UNSOLICTED APPLICANTS – these
unsolicited applicants could be a possible source of
outstanding employees.
THE FF 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.
c) Unsolicited applications can also be reviewed
with the list of opening in mind.
5.CAMPUS OR UNIVERSITY RECRUITMENT – colleges
are undisputable sources of the 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.
6. JOB FAIR AND OPEN HOUSE – the organizational
representatives of the company gather and interview
several applicants over a period of one to two days in
some specified fields.
7. GOVERNMENT AGENCIES - some local government
units have their placement offices look for possible
employments for their constituents.
8. Radio and television – 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.
THINGS TO CONSIDER:
a) It is very costly
b) The message must be convincing and should be
done by a professional.
c) The message on the radio and television should
be sincere and pleasing.
d) The name of the company must be repeated
including the telephone number.
9.THE INTERNET – company profiles and job placement
could eventually come into the internet.
THE FF ADVANTAGES ARE:
a) Applications letters or resume 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.
CHAPTER 4
SELECTION – tries to match the personal qualities of the
applicants with the job requirements. Begin with
evaluation of the applicant; strength & weaknesses.
SELECTION PROCESS
a. Preliminary screening – Initial interview; voice,
physical appearance, personal grooming,
educational background, professional training and
experience that need to be assessed.
STYLES OF INTERVIEW
a. Structured interview – follows a set of procedures
and the interviewer sets the leads.
b. Unstructured interview – is where the applicant
takes lead.
c. Panel or round table interview – is usually done for
managerial and supervisory employees.
b. THE APPLICATION FORM – the company’s
application forms contain more information that the
company may need in MIS files or some information
may be required during the in-depth interview.
GRAPHOLOGY – the applicant requires to write not
less than 200 words with his work or life experiences.
c. TESTING AND EVALUATION OF RESULTS –
commonly associated with the prediction and
selection of subsequent performance on the job.
TESTS CAN BE CLASSIFIED ON THE BASE OF
PERSONAL CHARACTERISTICS SOUGHT FROM
THE APPLICNAT. THEY ARE THE FF:
a. Intelligence test – it is widely used to measure
mental ability or general learning ability.
b. Aptitude test – it measures the person’s
capacity to learn a given job, provided there is
adequate training.
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.
d. Personality test – it is considered as an
important instrument to test the personality of
the applicant especially for supervisory and
managerial.
 e. Achievement or proficiency test – it tries to TYPES OF EMPLOYEES
measure the applicant’s knowledge of a given 1. Probationary – an employee is hired for regular
job. position based on an organizational staffing
d. In-depth interview – after passing all tests required, pattern.
the applicant is now ready to formally enter into the 2. Regular or permanent employee – an employee
selection process. who passed the probationary period and is
3 IMPORTANT CHARACTERISTICS THAT THE performing a regular activity in the business of
INTERVIEWER MUST POSSESS the company.
1. KNOWLEDGE – better understanding of the 3. Contractual employee – the employees is hired
psychology of the person is an important factor in for a fixed period or specific project of the
the interview. company.
2. EMPHATY – the interviewer must be able to 4. Casual or seasonal employee – an employee is
discover the inner behavior of the individual by hired for a particular work or service that is
understanding his own personality and relate this seasonal in nature.
with the feelings of the applicant. 5. Apprenticeship – is the development of the
3. Communication skills – this refers to the use of required skills for a particular type of work.
language, gestures, and voice infection.
5.EVALUATING REFERENCES – 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.
3 KINDS OF REFERENCES
1. Academic references – this may be requested
from applicants who are new graduates;
academic performance, TOR
2. Character references – this reference may come
from some persons in the community that are
familiar with the individual in their place of
residence; Barangay clearance.
3. Work or Experience reference – to get most valid
information about the applicant, the work
reference check must be mailed to the previous
employer stating the confidentiality of the
information.
6. PHYSICAL EXAMINATION – this may be the last
hurdle in the selection process.
MEDICAL EXAMINATION ARE IMPORTANT FOR
THE FF REASONS:
a. To screen out those physically incapable of
doing 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. Approval;
manager or supervisor of the department.