I. MODULE NO.

8
II. MODULE TITLE: GOOD TECHNIQUES IN THE SELECTION AND ORIENTATION OF AN
OFFICE
III. COURSE STRUCTURE:
HRM 1 Administrative Office Management
Unit 1 Principles of Office Management Prof. Helen B. Libao
Module
1 Challenges that Affect Administrative
Managers
2 Emerging Elements Impacting
Managers
3 The Effects of Teamwork, and Conflict
Issues Through Examples of Good
Corporations and Local Setting

Unit 2 Principles of Office Organization Prof. Marites P. Bulawan

Module
4 Different Kinds of Principles of
Organization
5 Guidelines for Organizing the Office

Unit 3 Management of the Office Prof. Helen. B. Libao

Environment
Module
6 Managing the Workplace
7 Computer System as a means of
Networks Within the System
8 Good Techniques in the Selection and
Orientation of an Office
9. Major Causes of Office Personnel
Problems

Unit 4 HR Issues in the Workplace Prof. Esmeralda P Cadion

10. Principles Learned in the Workplace
11. Good Work Ethics and Business
Etiquette
12. Ways to Handle Problems in the
Workplace

Unit 5 Trends in the Workplace Prof. Marites P. Bulawan

13 Good Supervision Skills
14 Good Motivation Techniques
IV. MODULE OBJECTIVES:
General Objective: To know and understand the good techniques in the selection
and orientation of an office.

Specific Objectives: At the end of the course, the students are expected to:
a. identify the good techniques in selection and orientation of an office;
b. elaborate the methods of HR selection techniques;
c. write a resume or curriculum vitae using the recent format;
d. discuss the tips on how to prepare for a job orientation;
e. show enthusiasm in discovering good techniques in selection and orientation
of an office.

V. CONTENT:
Selection Methods
◦ Application forms and CVs
◦ The traditional approach to applying for jobs is to complete a fairly lengthy
application form (online or hard copy).

◦ Online screening and shortlisting

◦ Online applications to jobs can generally be split in to two types; an application
form that is sent to an email address within the prospective company, or an ATS
(Applicant Tracking System).
 ◦

◦ Interviews
◦ Structured interviews are the most effective type of interview. The interview
process is formed through identification of the key requirements of the job and a
list of questions is drawn up.

◦ Psychometric testing
◦ A range of attributes are best tested through psychometric testing. This term is
often confusing, but in essence, means that a 'mental measure' is used.

◦ Ability and aptitude tests

◦ The term 'ability tests' is used broadly and in this context will encompass aptitude
tests too. Ability tests may cover a range of areas including:
• General intelligence;
• Verbal ability;
• Numerical ability;
• Spatial ability;
• Clerical ability;
• Diagrammatical ability;
• Mechanical ability;
• Sensory and motor abilities

◦ Personality profiling
◦ An individual's personality may affect their suitability for some posts. However,
personality profiling does not have a 'right' or 'wrong' answer and individuals may
be sifted through identifying particular behaviors that are better suited to the job
than others. It is therefore important for those undertaking the selection process to
be clear on the characteristics required to perform well in the job.

◦ Presentations
◦ Presentations are frequently used as a selection tool, particularly in senior jobs.
The applicant is provided with a topic and given a time-frame to deliver a
presentation on that topic.
◦ Group exercises
◦ Candidates are given a topic or a role-play exercise and are invited to discuss the
topic or role-play in a group. During the discussion/role play, observers who are
looking for specific attributes award marks to each candidate.
◦ Assessment centers
◦ Assessment Center techniques date back to the Second World War where they
were used to select officers. Assessment methods are based on the principle of
multiple testing processes. This may include ability and aptitude testing, group
exercises, in-tray exercises, presentations as well as personality profiling.
◦ References
◦ References are also used as a selection method. Occasionally, unsatisfactory
references may affect decisions to appoint individuals.
Methods of HR Selection Techniques
◦ Preliminary Screening
◦ Once an employer has received what it considers sufficient interest in the position,
the recruiter starts screening the applications or resumes to determine which
applicants to contact for the preliminary screening interview. Employers determine
sufficient interest based on the number of applications or the amount of time the
job is posted.

◦ Telephone Interviewing
◦ Used as a first-round interview, telephone interviews give recruiters an opportunity
to find out whether an applicant is still interested in the job. It also saves small
businesses the money and time of conducting face-to-face interviews immediately
after the preliminary screening step.
◦ In-Person Interviews
◦ Face-to-face interviews take time, which is one of the reasons the applicant pool
should be narrowed by conducting preliminary screening and telephone
interviewing.

◦ Cultural Fit Selection

◦ In the third-round interview, often the decision round, the hiring manager asks
questions that will help him determine which candidate fits the organizational
culture.

◦ Vetting Candidates
◦ Once the hiring manager tells the recruiter who has been selected as the most
suitable candidate, the recruiter dispatches a conditional job offer. As part of the
 selection techniques, a conditional offer goes out to the No. 1 candidate, while
keeping the runner-up in mind should the first candidate not pass the final stage.

◦ A job orientation is a process for giving new employees important information

about their workspace, equipment, pay, benefits, and dress code.
How to Prepare for a Job Orientation:
◦ 1. Know who they need to meet.
◦ Make sure they know who will be handling their orientation on the first day. Ideally,
this person will be waiting to greet the new hire when they arrive, but if not, at least
they’ll know who to ask for. If you want to take this a little further, help them connect
on social media beforehand.
◦ 2. Tell them what to wear.
◦ Save them the embarrassment of showing up in the wrong clothes on the first day.
Let them know what clothes they'll need to wear or bring to the job orientation. You
can help them to prepare by sharing your company's dress code policy.
◦ 3. Tell them what to bring.
◦ Find some way of letting them know what they'll need for the first day. If you provide
everything, let them know that too.
◦ 4. Know how the job supports the company mission.
◦ Even the most basic jobs contribute to the overall purpose of the organization in
some way. Let your new hires know what the mission of your company is, and
connect their job to that mission.
◦ Employees who have a strong overall sense of purpose connected to their jobs
are easier to retain, happier, more forward-thinking, and optimistic. You can get
new hires started with a sense of purpose on the first day by explaining exactly
how their job fits into the big picture.
◦ 5. Do paperwork outside of the orientation.
◦ Don’t make someone spend their first day filling out stacks of forms. It’s a terrible,
boring way for someone to get a first impression of what it’s like at their new job.
You can save time, money and trees by scanning the paperwork and emailing it to
them. If that doesn’t work for you, just give them a packet to take home and fill out.
10 Tips for an Effective New Employee Job Orientation
◦ Tip 1 Have an orientation program in place.
◦ This is probably one of the biggest blunders that a business can make: not having
an orientation program for new employees, even if it is informal or unofficial.
◦ Tip 2 Gather all information to be included in the orientation.
◦ This is why pre-orientations are important. You should come up with an orientation
plan that is customized to the new employee coming in.
◦ Tip 3 Delegate orientation duties.
◦ Usually, new employees are met by someone in the Human Resources
department, who will talk to him about the company, his benefits, and other general
information. Then the orientation duties will shift to someone who can provide
orientation that is more work-specific.
◦ Tip 4 Welcome the new employee.
◦ The welcome should not be limited to the management, or the human resource
people alone. It should involve other co-workers, resulting to a larger welcoming
committee.
◦ Tip 5 Ensure comfort for everyone during the orientation.
◦ This goes both ways: the new employee and the person doing the orientation
should feel comfortable in the environment where the orientation will take place.
◦ Tip 6 Orient new employees right away.
◦ The first five minutes of the new employee orientation are considered to be the
most critical, since this is where the company will get to make its first impression
to the employee. Waste those first five minutes, and the employee may start
regretting accepting the job offer.
◦ Tip 7 Introduce the new employee to his supervisor right away.
◦ This is for the simple reason that they will be working closely together in the future,
and the new employee will report to the supervisor, so they have to establish a
relationship early on.
◦ Tip 8 Teach the new employee to speak your language.
◦ It is a given that new employees should be provided with a copy of the company
handbook, or an employee handbook, if available, detailing all the information that
every employee ought to know about the company.
◦ Tip 9 Remember: new employees are human, too.
◦ There are other employers that put their new employees to work immediately, or
after giving them a brief hour-long orientation. However, you should give your new
employee some time to absorb all the new information that you just gave them.
Everyone needs a period of adjustment, even a new employee, no matter how
brilliant or highly qualified he is.
◦ Tip 10 Orientation is not a single step; it is a process.
◦ Along the way, the employee may have some queries that you will still need to
answer. You should also check in on them from time to time, ask them how they
are doing and what they are feeling about their job and the company as a whole,
and try to address any concerns or issues they may have.
◦ VI. ACTIVITY:
◦ Make a resume/curriculum vitae
◦ Rubrics:
Content: 30 points
Format : 20 points
VII. QUIZ:
SAQ Identify the correct answer for every sentence.
1. It does not have the right or wrong answer and individuals
may be sifted through identifying particular behaviors that are better suited to the
job than others.
2. The applicant is provided with a topic and given a time-
frame to deliver a presentation on that topic.
3. Candidates are given a topic or portray and are invited to
discuss the topic or role in a group.
4. These are based on the principle of multiple testing
processes which include ability and aptitude testing, group exercises, in-tray
exercises, presentations as well as personality profiling.
5. These are also used as a selection method and
unsatisfactory referrals may affect decisions to appoint individuals.
 6. The hiring manager informs the recruiter who has been
selected as the most suitable candidate, the recruiter dispatches a conditional
joboffer.
7. The hiring manager asks questions that will help him
determine which candidate suits the organizational culture.
8. This kind of interviews take time, which is one of the
reasons the applicant pool should be narrowed by conducting preliminary
screening and telephone interviewing.
9. This is used as a first-round interview, to find out
whetheran applicant is still interested in the job.
10. Once an employer has received what it considers
sufficient interest in the position, the recruiter starts screening the applications
or resumes to determine which applicants to contact for the screening interview.
ASAQ
1. personality profiling
2. presentations
3. group exercises
4. assessment methods
5. references
6. vetting candidates
7. cultural fit
8. face-to-face interviews
9. telephone interviewing
10. primary screening interviewing

VIII. REFERENCES:
◦ https://www.grb.uk.com/recruiter-research/selection-methods
◦ https://www.challengeconsulting.com.au/announcements/methods-of-
hr- selection-techniques/
◦ https://www.betterteam.com/job-orientation
◦ https://www.cleverism.com/10-tips-effective-new-employee-orientation/