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HUMAN RESOURCE MANAGEMENT (HRM): JOB ANALYSIS & DESIGN,

HR PLANNING, RECRUITMENT & SELECTION

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 HUMAN RESOURCE MANAGEMENT
(HRM)
JOB ANALYSIS & DESIGN,
HR PLANNING, RECRUITMENT & SELECTION

29th October 2020

Institute Technology Sepuluh Nopember

Dr. Ummi Naiemah Saraih,

Faculty of Applied and Human Sciences
Universiti Malaysia Perlis (UniMAP)
LECTURE OUTLINES

Introduction Job Analysis Job Design

HR HR
HR Planning
Recruitment Selection
 Introduction
INTRODUCTION
Introduction
❑ Human Resource Management (HRM, or simply HR) is the term commonly used to describe all those
organizational activities concerned with HR planning, recruitment, selection, training & development,
performance appraisal, compensation & benefits, safety & health, employee & labor relation, and legal
consideration.
❑ It refers to the organizational function that manages all issues related to the people in an organization.
 Job Analysis
JOB ANALYSIS
A Basic Human Resource Tool
Job : Consists of a group of task that must be performed for an organization to achieve its goals.

Position: The collection of tasks and responsibilities performed by one person; there is a position for every
individual in an organization.

Job Description (JD) : Document that provides information regarding the essential tasks, duties and
responsibilities of a job.

Job Specification (JS) : Document that outlines the minimum acceptable qualifications a person should
possess to perform a particular job.

* JD and JS are job requirements

 Job Analysis
JOB ANALYSIS
A Basic Human Resource Tool
Job Analysis (JA)
❑ The systematic process of determining the task, duties and responsibilities needed for a particular job
and at the same time identifying the specific knowledge, skills, and abilities required for performing the
job in an organization.

❑ Job analysis provides information of organizations which helps to determine which employees are best fit
for specific jobs.

❑ HR managers use the information to develop JD and JS that are the basis for employee recruitment,
selection, training and development, performance appraisal, compensation, safety and health, employee
and labor relation, and legal consideration.

❑ The ultimate purpose of JA is to improve organizational performance and to increase the productivity.
Job Analysis
JOB ANALYSIS
Reasons for Conducting Job Analysis
 Job Analysis
JOB ANALYSIS
Relationship of Job Requirements and
Other HRM Functions
Staffing (Recruitment & Selection)
➢ Job analysis provides information about what the job is all about and what human characteristics are
required to perform these activities. This information, in the form of JD and JS, helps management decide
what kind of people to recruit.

Training and Development

➢ Determine training needs and develop instructional programs. The JD shows the activities and skills – and
therefore the training can be conducted to match with the job requirement.

Performance Appraisal
➢ Provides performance criteria for evaluating employees. A performance appraisal compares employee’s
actual performance with their performance standards. Managers use job analysis to determine the job’s
specific activities and performance standards.
 Job Analysis
JOB ANALYSIS
Relationship of Job Requirements and
Other HRM Functions
Compensation
➢ Provide basis for determining employees’ rate of pay. Job analysis information is useful for estimating the
value of each job and its appropriate compensation. Compensation (such as salary and bonus) usually
depends on the job’s required skill and education level, safety hazards, degree of responsibility.
Employers can also group jobs inti classes (say Officer I and II).

Safety and Health

➢ Specific information regarding those that are working in the hazardous position with proper safety policy to
be followed.

Employee and Labor Relations

➢ Information from job analysis can lead to more objective human resource decisions.
Job Analysis
JOB ANALYSIS
Business Administrators
Job Analysis
JOB ANALYSIS
Human Resource Officers
Job Analysis
JOB ANALYSIS
The Process of Job Analysis
 Job Analysis
JOB ANALYSIS
The Steps in Job Analysis
1. Select jobs to study

2. Determine information to collect: Task, duties, responsibilities, knowledge, skills, availabilities, etc..

3. Identify sources of data : HR Specialist, employee, supervisor / managers

4. Methods of data collection : Interviews, questionnaire, observation, records

5. Evaluate and verify data collection : Other HR Specialist, employees, supervisors / managers.

6. Write job analysis report

Job analysis provides information of organizations which helps to determine which employees are best fit for
specific jobs.
 Job Analysis
JOB ANALYSIS
Determination of Information To Collect
❑ Work activities (such as cleaning, selling, teaching or painting). The information also include how, why and
when the worker performs each activity.

❑ Human Behaviors (such as communicating, deciding and writing).

❑ Materials, tools and equipment (information about tools used, materials processed, knowledge needed).

❑ Performance standards (quantity or quality levels for each job duty)

❑ Job context (physical working conditions, work schedule, and the organizational and social context- for
instance, the number of people with whom the employee would normally interact).

❑ Human requirements (knowledge or skills such as education, training, and work experience and personal
attributes such as physical characteristics, personality and interests).
 Job Analysis
JOB ANALYSIS
Identifying Sources of Data
Who Collects the Job Information?
Involves the joint effort by an HR specialist, the employees and the employees’ supervisor.

HR Specialist (perhaps an HR Manager, Job Analyst or Consultant) may observe and analyze the job and then
develop a JD and JS.

The supervisor and employee may fill out questionnaires listing the employees' activities. They may then
review and verify the job analyst’s conclusion regarding the job’s activities and duties.
 Job Analysis
JOB ANALYSIS
Method of Data Collection
Qualitative Methods:
• Interviews
• Observation
• HRIS

Quantitative Methods:
• Position Analysis Questionnaire (PAQ)
• Functional Job Analysis (FJA)
Job Analysis
JOB ANALYSIS
Qualitative Methods
Method 1: Interview Typical Interview Questions

❑ Three types of interviews are used to collect
job analysis data:
1. Individual interviews with each employee
2. Group interviews with group of employees
who have the same job
3. Supervisor interviews with one or more
supervisors who know the job
• What is the job that you are doing?
• What are the major duties of your positions? What
exactly do you do?
• What physical locations do you work in?
• What are the education, experience, and skill
requirements?
• In what activities do you participate?
• What are the job’s responsibilities and duties?
• What are the basic performance standards of your
work?
• What are your responsibilities? What are the
working conditions involved?

Good interviewers follow a checklist format.

 Job Analysis
JOB ANALYSIS
Qualitative Methods
Pros and Cons of Interviews
Pros
• Simple and quick way to collect information.
• Can uncover important activities that occur only occasionally or informal contacts that would not be
obvious from the organization chart.
• Provides an opportunity to explain the need for and functions of job analysis.
• The employee can voice out frustrations that may otherwise go unnoticed by management.

Cons
• The distortion of information caused by misunderstanding or falsification.
• Job analysis is often a prelude to changing a job’s pay rate. Employees may see the interview as an
efficiency evaluation that may affect their pay.
• Employees may exaggerate certain responsibilities while minimizing others.
 Job Analysis
JOB ANALYSIS
Qualitative Methods
Method 2: Observation
❑ Useful when job consists mainly of observable physical activities such
as assembly-line workers and accounting clerk.
❑ Is not appropriate when the job involves a lot of mental activity such as
lawyer and engineer.
❑ HR managers often use direct observation and interviewing together.
One approach is to observe the worker on the job during a complete
work cycle.
For example, the cycle for accounts clerk may be one month as
the tasks include closing accounts at the end of each month.
❑ These are all example of observation activities to collect the data.
 Job Analysis
JOB ANALYSIS
Qualitative Methods
Method 3: Human Resource Information System (HRIS)
❑ Consists of information on employee’s personal details.
❑ Virtually all HR management functions can be enhanced through the
use of an HRIS – any organized approach for obtaining relevant and
time information on which to base HR decisions.
❑ HRIS is a software or online solution that is used for data entry, data
tracking and the data information requirements of an organization’s
HR management not only in implementing its job analysis, but can be a
basis for determining other HR functions such as performance
evaluation, compensation, training & development, and so forth.
❑ A HRIS is usually record the employees information in a database
electronically.
 Job Analysis
JOB ANALYSIS
Quantitative Methods
❑ Human Resource Officer have to decide how structured the
questionnaire should be and what questions to include.

Pros and Cons of Questionnaires

Pros
• Quick way to obtain information from a large number of
employees.
• It is cheaper than interviewing hundreds of workers, for instance.

Cons
• Developing the questionnaire and testing it can be expensive and
time consuming.
 Job Analysis
JOB ANALYSIS
Quantitative Methods
Method 1: Position Analysis Questionnaire (PAQ)
❑ Is a very structured job analysis questionnaire.
❑ Contains 194 item, each of which represents a basic element that may or may
not play an important role in the job.
❑ It measures job characteristics and relate them to human characteristics.
❑ It was developed at Purdue University by McCormick et al in 1972.
❑ It was classified into 6 divisions as under:
1. Information Input (JD, JS)
2. Mental Processes (processing information)
3. Work Output (expected performance)
4. Relationship with other persons (communication and social responsibilities)
5. Job context (marketing, accounting, etc.)
6. Job related variables (operating vehicle or equipment)

❑ Identifies the requirement of recruitment and selection processes.

https://youtu.be/hAHIpTLi60Q
 Job Analysis
JOB ANALYSIS
Quantitative Methods
Method 2: Functional Job Analysis (FJA)
❑ FJA helps in collecting and recording job-related data to a deeper extent. It is
used to develop task-related statements.
❑ Developed by Sidney Fine and his colleagues, the technique helps in determining
the complexity of duties and responsibilities involved in a specific job.
❑ It is used to assess occupational roles within an organization.
❑ Rates the job information four dimensions:
1.The extent to which specific instructions are necessary to perform the task
2.The extent to which reasoning and judgement are required to perform the task
3.The mathematical ability required to perform the task
4.The verbal and language facilities required to perform the task

❑ Identifies performance standards and training requirements.

https://youtu.be/SMRxZf0Mrmg
Job Description
JOB DESCRIPTION
Key Elements of a Job Descriptions
Typical information include:
❑ TASK is a prescribed action or set of actions leading to a conclusion. Examples would include taking out
the trash or watering the lawn.
❑ DUTY is a task that is usually need to be done by someone as part of job, and to ensure the expected
task can be completed. Father to son: “One of your duties is the task of taking out the trash every day.”
❑ RESPONSIBILITY is the moral accountability that goes with proper performance of one’s duties; or to
taking ownership of a task to fulfill a requirement at whole. In the case of the taking out trash, the
responsibility to ensure that the house is clean.
In the case of the student, this is an example: The teacher says, “Your homework task is to read a
chapter a night. You’d better take this duty seriously, because you’re responsible for knowing the
next ten chapters before my next test.

In the case of one sales officer, this could be the example: The manager says, “Your task is to
get at least few number of customers who agree and submit their loan to our bank. You are
advised to take this duty seriously, because you’re responsible to fulfill the KPI to gain at least 25%
of the total sales of our product this month.
Job Description
JOB DESCRIPTION
Key Elements of a Job Descriptions
Typical headings include:
❑ Job Title: Include the location, grading, division/department
❑ Job Identification: Relationships between the job-holder and others. Distinguishes job from all other job.
❑ Brief statement on the purpose of the job.
❑ Job Duties of Essential Functions: Indicate responsibilities entails and result to be accomplished.
❑ Education & Work Experience/Psychical Requirement:
❑ Terms and conditions of employment to be given to the job-holder.
Job Description
JOB DESCRIPTION
Job Title, Job Identification, Job Duties
Job Title
• Provides status to the employee
• Indicates the duties that the job entails
• Indicate the relative level occupied by its holder in
the organizational hierarchy
Job Identification
• Departmental location of the job
• Person to whom the jobholder reports
• Basic pay
• Number of employees perform the job
• Number of employees in the department where
the job is located
Job Duties of Essential Functions
Statements of job duties that:
• Highlight the responsibilities that duties entails
and results to be accomplished
• Indicate the tools and equipment used by the
employee in performing the job
• Should comply with law by listing only essential
functions of the job to be performed
Important Notes: Wring a Clear and Specific JD
• Are simply worded; eliminate unnecessary words
or phrases.
• State the specific performance requirements of
a job.
Job Description
JOB DESCRIPTION
Sample of Job Description
Job Specification
JOB SPECIFICATION
Key Elements of a Job Specification
Typical information include:
❑ Knowledge
Experiences or personal qualifications an individual must possess in order to perform the
duties and responsibilities.
❑ Skills
The skills required to perform the job: Education or experience, specialized training,
personal traits, interpersonal skills, or specific behavioral attributes.
❑ Abilities
The physical demands of the job: Walking, standing, talking, reaching, lifting, and the
condition and hazards of the physical work environment.
Job Specification
JOB SPECIFICATION
Problems with Job Specification
❑ If poorly written, they provide little guidance to the
jobholder.
❑ They are not always updated as job duties and
specifications change.
❑ They may violate the law by containing the
specifications not related to the job success.
❑ They can limit the scope of activities of the
jobholder, reducing organizational flexibility.
 Job Design
JOB DESIGN
Job Design, Job Enlargement & Job Enrichment
Job Design:
❑ The enhancement of job analysis to improve the job in order to strengthen organization
efficiency and employee job satisfaction.
❑ Once job analysis is completed, it is followed by job design which involves continuous efforts
in organizing activities related to job description and job specification into work unit, to
achieve the objectives.
❑ Two of these approaches which are most commonly applied are job enlargement and job
enrichment.
 Job Design
JOB DESIGN
Job Design, Job Enlargement & Job Enrichment
Job Enlargement:
❑ Job enlargement means to increase the
tasks of an employee performed by him in
a single job.
❑ It is an attempt of management to
decrease the monotony of the repetitive
task.
❑ Under this technique, few tasks are added
to the existing job which is similar in
nature.
 Job Design
JOB DESIGN
Job Design, Job Enlargement & Job Enrichment
Job Enlargement:
❑ In this way, variety in the job is added, and it will become more interesting for the job holders. There are
some advantages of job enlargement which are indicated below:
➢ It increases the degree of satisfaction in workers because when the job is enlarged, one employee is
assigned the whole or the maximum part of the project. In this way, their contribution to that
particular project is appreciated.
➢ In job enlargement, both the physical and mental abilities of a worker are utilized. However, the jobs
should be enlarged to a limited extent, i.e. up to the capacity of the employee. It should not create
pressure and frustration in an employee.
➢ It increases the task variety that reduces boredom in performing the job.
❑ With the introduction of a new task in the same job, workers may require additional training to perform
the task.
❑ It may also happen that the worker productivity will fall after the implementation of new system.
❑ Further, the employee may demand increment in their pay for the increase in their workload.
 Job Design
JOB DESIGN
Job Design, Job Enlargement & Job Enrichment
Job Enrichment:
❑ Job Enrichment is a job design strategy, applied to
motivate the employees by delegating them extra
responsibilities to make it more rewarding.
❑ In short, we can say that job enrichment means to
upgrade the quality of a job and to make it more
exciting, challenging and creative.
 Job Design
JOB DESIGN
Job Design, Job Enlargement, Job Enrichment
Job Enrichment:
❑ The job holder is given responsibilities and power to plan, control and make
important decisions.
❑ The requirement of supervision will now be less or it can also be said that the
worker himself will perform the tasks of a supervisor.
❑ The concept of job enrichment was first proposed by an American psychologist
Fredrick Herzberg in 1968.
❑ Job enrichment helps to improve the efficiency of the worker along with raising
their level of satisfaction.
❑ There are more responsibilities, diversity of tasks, autonomy and growth
possibilities in an enriched job as compared to a normal job.
❑ The salient features of job enrichment are discussed with the help of the next
figure:
 HR Planning
HUMAN RESOURCE PLANNING
Human Resource Planning (HRP) Definition
❑ Planning is the most important and primary function of management.
❑ It is a process of selecting the organizational objectives and taking actions to achieve those objective – HRP
must be realistic and workable.
❑ HRP is the process whereby organizations determine the staffing support they will need to meet business
needs and customer demands.
❑ HRP is the systematic process of matching the internal and external supply of people with job openings
anticipated in the organization over a specified period of time.
❑ HRP ensures the best fit between employees and jobs while avoiding manpower shortages or surpluses.
❑ HRP is an important investment for any business as it allows companies to remain both productive and
profitable.

https://www.investopedia.com/terms/h/human-resource-
planning.asp#:~:text=Key%20Takeaways%201%20Human%20resource%20planning%20%28HRP%29%20is,labor
%20supply%20and%20demand%2C%20and%20developing%20plans%20
HR Planning
HUMAN RESOURCE PLANNING
Human Resource Planning (HRP) Process
 HR Planning
HUMAN RESOURCE PLANNING
Forecasting HR Requirement & Availability
❑ HRP is the process of systematically reviewing the future HR requirements to ensure that the required
and right number of employees, with the required KSA is available when they are needed.

❑ HRP has two components: requirements and availability.

❑ Forecasting HR requirements involves determining the number and type of employee needed by KSA
level and location. A requirements forecast is an estimate of the numbers and kinds of employees the
organization will need at future dates in order to realize its goals.

❑ Forecast HR availability needs the HR manager to look on both internal sources (presently employed
employees) and external sources (the labor market). It involves with determining whether the organization
will be able to secure employees with the necessary KSA and from what
sources these individuals may be obtained.
 HR Planning
HUMAN RESOURCE PLANNING
Internal and External Forecasting
Internal Forecasting for HR Planning
▪ Can the work be reorganized?
▪ Can the work be carried out by existing employees?
▪ Can the work be automated?
▪ Can the work be carried out by existing employees working overtime?

External Forecasting for HR Planning

▪ Supply and demand of jobs or skills
▪ Educational attainment levels within a region
▪ Compensation patterns based on experience, education, or occupation
▪ Immigration and emigration patterns within an area
▪ Industry or occupational expected growth levels
 HR Planning
HUMAN RESOURCE PLANNING
Short Term vs. Long Term Workforce Concerns
Short Term (Immediate) Workforce Concern:
▪ Replacing personnel known to be retiring
▪ Promoting employees within departments when positions become available
▪ Filling vacancies due to turnover

Long Term Workforce Concern:

▪ Succession planning for key management positions
▪ Developing employee skill sets to launch new products or processes
▪ Working with colleges or universities to increase the number of graduates with a specific desirable
educational background
▪ Responding to future government or union policy changes
 HR Planning
HUMAN RESOURCE PLANNING
Surplus and Shortage of Employees
Surplus
❑ Restricted hiring - not replacing employee who leave
❑ Reduced hours
❑ Early retirement
❑ Layoffs - temporary or permanent discharge of worker

Shortage
❑ Creative recruiting – be creative to recruit employee
❑ Compensation incentives – premium pay is one method
❑ Training programs – prepare previously unemployable people for positions
❑ Different selection standards – alter (lowering) current criteria standard
HR Recruitment
HUMAN RESOURCE RECRUITMENT
Human Resource Recruitment Definition
❑ Recruitment is the process of identifying suitable or prospective employee to apply for job
vacancies.
❑ Recruitment refers to the overall process of identifying, attracting, screening, shortlisting, and
interviewing, suitable candidates for jobs within an organization.

https://youtu.be/SYwUfCCMHvk https://youtu.be/sed_nZnKUdw
HR Recruitment
HUMAN RESOURCE RECRUITMENT
Potential Cost of A Bad Recruitment Decision
❑ Cost of mistakes, accidents and loss of customers caused by employees who cannot
cope with the job.
❑ Cost of lowered morale amongst the employee’s supervisor and his or her co-workers
who have to rework his mistakes or take over his tasks.
❑ Cost of defending a claim of dismissal without just cause or excuse, once the employee
has been dismissed.
❑ Cost of recruiting a replacement.
❑ Cost of training a replacement.
HR Recruitment
HUMAN RESOURCE RECRUITMENT
Factors Affecting Recruitment Decision
❑ The location of the organization.
❑ The public image of the organization.
❑ The physical working conditions in the organization.
❑ The relationships between people in the organization or the psycho-social environment.
❑ The remuneration package being offered to new recruits.
❑ The internal policies of the organization, including fair disciplinary practices and whether
training opportunities are made available to employees.
HR Recruitment
HUMAN RESOURCE RECRUITMENT
Internal Recruitment
Sources of Internal Applicants:

Employee Audit (Inventory) Job Posting & Bidding

The HR office can check through
employees’ files from HRIS to identify any
potentially suitable people.
These people can be contacted and
recommended to join the pool of
candidates if they are interested.
But, if records are not well kept, it may be
difficult to determine which employee has
the required abilities to fill the vacancy.
Notice on the organizational notice board or on
the company intranet stating that a vacancy
exists, outlining the specification and mentioning
who should be contacted by those interested in
applying.
Interested workers will be required to apply
through and get the recommendation of their
superior.
HR Recruitment
HUMAN RESOURCE RECRUITMENT
External Recruitment
Sources of External Applicants:

❑ Employment agencies and consultants

❑ Campus recruitment
❑ Employee referrals
❑ Advertising in the mass media
HR Recruitment
HUMAN RESOURCE RECRUITMENT
Examples of Advertisement
HR Recruitment
HUMAN RESOURCE RECRUITMENT
Advantages and Disadvantages
Internal Recruitment External Recruitment
Advantages Advantages
• Employment record of applicant available. Thus • Avoids inbreeding.
accurate assessment possible. • Possible to widen choice of applicants by having a
• No induction needed. pool of candidates.
• Little or no cost involved.
• Employees’ morale and motivation may be
increased.
Disadvantages Disadvantages
• Filling a vacancy in one department may lead to a • High cost of recruitment process.
more serious gap in another. • Frustration among existing employees.
• No suitable candidates may be available.
• Supervisors may be reluctant to release key
employees.
 HR Selection
HUMAN RESOURCE SELECTION
HR Selection Definition & Purposes
• The process of choosing the most suitable candidate for the vacant position in the organisation.
• The process of getting the right person, at the right place, at the right time.
• Selection differs from recruitment on the basis of two things. Recruitment is associated with
identification of prospective employees for a job; while selection is a process of hiring an employee out of
the prospective employees for a job
• Usually, managers and supervisors will be ultimately responsible for the hiring of individuals, but the role
of HRM is to define and guide managers in this process.
HR DEFINITION
➢ The selection process can be defined to the steps involved in choosing people who have the right
qualifications to fill a current or future job opening.
HR PURPOSES
➢ To get the best candidates to fulfil the job vacancy.
➢ If individuals are overqualified, underqualified, or do not fit the job requirement of the organisation’s
culture, the effect is the employee will be ineffective in their work, and probably leave the firm, voluntarily
or otherwise.
HR Selection
HUMAN RESOURCE SELECTION
The HR Selection Process
 HR Selection
HUMAN RESOURCE SELECTION
The HR Selection Process
1. Preliminary interview: the selection process generally starts with this step where the totally unsuitable applicant
is eliminated. Thus the organization is saved from the expenses of processing the applicant through the remaining
steps of selection. The candidates who pass this step are only asked to fill the application form.
2. Receiving applications: after passing the preliminary interview the candidate is asked to fill the standard
application form. The application form generally consists the information about the age, qualification, experience
etc. of the candidate on the basis of which the interviewer gets the idea about the candidate and this information
also helps in formulating questions.
3. Screening of applications: after receiving the applications the screening committee screens the applications.
Only the candidates who qualify the criteria of the screening committee are called for the interview. Usually the
candidates selected for interview are four to six times than the number of posts. Interview letter is sent to them or
they are called telephonically.
4. Employment test: after getting the interview letter and before going to the interview there is one more step and
that is the employment tests. These tests are done to check the ability of the candidate. These tests vary from
organization to organization and change as per the need of the particular job. these tests are intelligence tests,
aptitude tests, trade tests, interest test, personality tests etc. these tests must be designed properly otherwise
they will not good indicator of one knowledge.
 HR Selection
HUMAN RESOURCE SELECTION
The HR Selection Process
5. Employment interview: the candidates who qualify the above tests are called for the employment
interview. This interview is done to get more information about the candidate, to give him the actual picture
of what is required from him, to check the communication skill of the candidate etc. for senior position post;
a panel is prepared who take the interview. At the end of interview of each candidate the members of panel
discuss about the candidate and give him the grades.
There may be direct interview or indirect interview. The interview should be conducted in a room free from
the noise and disturbance only than the candidates will be able to speak freely and frankly.
6. Checking references: before selecting the employ the prospective employee generally look out for the
referees given by the candidate. To check about the candidate’s past record, reputation, police record etc.
7. Physical examination: The organizations generally prefer medical examination to be incurred of the person
to avoid time and expenditure spend on the medically unfit person. Sometimes the organization may ask the
candidate to get them examined from the medical expert.
8. Final selection: after all these steps the candidate is selected finally. He is appointed by issuing
appointment letter. Initially he is appointed on probation basis after finding his work satisfactory he is
appointed as permanent employee of the organization or otherwise he may be terminated.
HR Selection
HUMAN RESOURCE SELECTION
Information Sources of Applicants
1. Application form
2. Curriculum Vitae / Resume
3. Reference checks
4. Investigating Candidate’s Background / Activities
5. Biographical Information Blank (BIB)
6. Polygraph Test
7. Honesty and Integrity Tests
8. Graphology
9. Medical check up
10. Drug Test
 HR Selection
HUMAN RESOURCE SELECTION
Information Sources of Applicants
Application form Curriculum Vitae / Resume
• Provided by the • Same like application form, but it provided by the candidates.
employer/organisation. • No standardised format but the common items includes:
• Provides information of ✓ Personal details of the applicant such as name, address, contact
applicant such as: number, e-mail, I/C, age, gender, marital status etc.
✓ Personal details ✓ Educational qualifications (school/college, level of qualification
✓ Experience obtained, year of qualification received, grades for every subject
✓ Educational background taken)
✓ Criminal records ✓ Working experience (list of past employers, jobs held, job
✓ Nationality duration, salary paid etc.)
✓ Disabilities and matters ✓ Specific skills (poor/good/excellence of language – both verbal
related to job. and written, computer literacy etc.)
✓ Interest or recreational activities
✓ Reference (commonly two) .
✓ Declaration that all information is accurate.
 HR Selection
HUMAN RESOURCE SELECTION
Information Sources of Applicants
Reference checks
• A CV / resume also contain name of referees that
know the applicants very well and can be able to
describe the important things about the
applicant.
• HR Department will contact the referees by
spoken face-to-face, by phone call or by sending
a standardised form which need to fill up.
• The common questions check by HR Department
related to applicant are:
✓If the referee is academician – about the
academic, personality, behaviour, etc.
✓If the referee is previous employer – about the
work performance, previous job/task, integrity,
behaviour, personality etc.
Investigating Candidate’s Background / Activities
• When an interviewer feels that a candidate has
potential, the HR Department will investigate further
information by using the following sources:
✓Checks on applicant’s activities on social media
such as YouTube, Twitter, Facebook, LinkedIN, blog,
Instagram etc.
✓Going through the credit report to look at the
applicant’s financial position
✓Calling the previous managers (might be not stated
as applicant’ referee in the resume)
✓Writing a letter to get information from previous
managers / academicians / higher education
institution
 HR Selection
HUMAN RESOURCE SELECTION
Information Sources of Applicants
Biographical Information Blank (BIB)
• Questions asked are more on family life, interests
or hobbies, club membership and experience in
sales and investments.
• BIB is able to give a general description of the
applicant’s behaviour.
Polygraph Test
• A polygraph test is an equipment to detect lies.
• It measures changes in breathing rate, blood
pressure and an individual’s pulse when the
person is being questioned.
• The common questions are drug abuse, theft or
criminal offences
Honesty and Integrity Tests
• Usually by an organisation where its employees
have access to money and sales items
• Common questions are relate to values and
attitudes towards issues such as theft and
punishment for thieves
• A total analysis will become an assumption of work
performance and disciplinary problems.
Graphology
• A system that analyses handwriting
• A graphologist will make an assumption of the
nature of applicant’ intelligence, energy level,
organisational abilities and emotions.
 HR Selection
HUMAN RESOURCE SELECTION
Information Sources of Applicants
Medical check up / health examination Drug Test
• To determine that the applicant’s: •To make sure employees are free
✓health level fulfil the job requirements, from hazardous drugs.
✓whether applicant are physically fit for the job being offered, and
whether they have any diseases that could be a problem once
they are employed
• The importance of medical check up:
✓To ensure that the applicant qualifies for the physical
requirements of the position
✓ to discover any medical limitations of the applicant
✓To establish a record and baseline of the applicant’s health
✓To reduce absenteeism and accidents by identifying health
problems
✓To detect communicable diseases that may be unknown to the
applicant.
HR Selection
HUMAN RESOURCE SELECTION
Selection (Employment) Tests
❑ Some organisations employ consultants to perform selection tests.
❑ It is an objective and standard way to measure knowledge, skills, abilities and other
characteristics of candidates.
❑ Common type of selection tests:
1. Performance tests
2. Aptitude tests
3. Job knowledge tests
4. Work sample tests
5. Personality tests
6. Physical ability tests
HR Selection
HUMAN RESOURCE SELECTION
Selection (Employment) Tests
Performance Tests:
❑ driving tests
❑ keyboarding tests
❑ language tests
❑ computer usage tests
❑ machine usage tests
HR Selection
HUMAN RESOURCE SELECTION
Selection (Employment) Tests
Aptitude Tests:
❑ It measures an individual’s capacity or ability in learning and mastering new skills
❑ Attempt to discover a person’s potential ability and talents
❑ Different jobs require different aptitudes such as account clerks need numerical aptitudes,
production line need manual dexterity
❑ It is useful to the employer who wish to recruit trainees and apprentices fresh out of school
who have no technical background or work experience to prove their abilities
❑ Some of the test can be conduct through online and result will appear immediately.
❑ The common types of aptitude tests such as cognitive aptitude test (a test that measures an
individual’s mental abilities such as aptitude, fluency, calculating ability, reasoning ability,
thinking, and drawing conclusions).
HR Selection
HUMAN RESOURCE SELECTION
Selection (Employment) Tests
Aptitude Tests Examples:
HR Selection
HUMAN RESOURCE SELECTION
Selection (Employment) Tests
Job Knowledge Tests:
❑ A test to measure an individual’s knowledge and understanding of a job.
Job Knowledge Examples:
HR Selection
HUMAN RESOURCE SELECTION
Selection (Employment) Tests
Work Sample Tests:
❑ Requires applicants to perform tasks that are a part of the duties for the position applied

Work Sample Examples:

❑A test on reading maps for traffic officer candidates
❑ Judgement and decision making tests for an administrative officer
candidate
HR Selection
HUMAN RESOURCE SELECTION
Selection (Employment) Tests
Personality Tests: There are five dimensions that reflect an individual’s
personality [Big 5] Personality Test Example:
❑ Extroversion: Refer to the external characteristics of an individual such as
talkative, sociable, active, aggressive, and cheerful
❑ Agreeableness: Refer to the level where an individual can be trusted such
as warm, generous, able to compromise, honest, cooperative, and able to
discuss.
❑ Conscientiousness: Refer to the level where an individual can be
depended on, is rule abiding and perseveres in carrying out duties
❑ Emotional stability: Refer to the level where an individual feels secure,
calm, independent, and autonomous
❑ Open to experience: Refer to the level where an individual being open to
new experiences such as level of intelligence, philosophy, in-depth
understanding, creativity, artistic abilities and curiosity.
HR Selection
HUMAN RESOURCE SELECTION
Selection (Employment) Tests
Physical Ability Tests:
The test aims to examine an individual’s physical abilities in performing a task in a particular job
For example: risky jobs such as fireman & lorry driver – need physical strength and endurance
It limits applications from women and those who are handicapped.
Physical Ability Test Example:
HR Selection
HUMAN RESOURCE SELECTION
Issues to HR Recruitment & Selection
❑ Nepotism
• The hiring of family members or close friends to fill
vacancies in an organisation
• Is a norm for small family business
• Is nepotism to be encouraged or discouraged?
❑ Employment of children
• Should children be permitted to work?
❑ Hiring older workers
• Should older workers be recruited?
• What problems may arise if older workers are hired?
❑ Employment of foreigners
• What problems are faced by employers when they hire
foreign workers?
https://www.youtube.com/watch?v=C-Dp372Jsj4&feature=youtu.be
 DR. UMMI NAIEMAH SARAIH
FACULTY OF APPLIED & HUMAN SCIENCES, UniMAP
MOBILE: +6017. 5080656; +6019.4760656
E-MAIL: ummi@unimap.edu.my 65
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