MULTICULTURAL DIVERSITY IN THE WORKPLACE FOR THE TOURISM

THC011 PROFESSIONAL
Chapter 9
HUMAN RESOURCE RECRUITMENT

OBJECTIVES:
After this lesson, you should be able to:
 Have an idea on how the different methods of human resource
recruitment are done;
 Know the advantages and disadvantages of the different methods of
recruitment;
 Name the two major sources of manpower;
 Choose from the different methods which one is more effective,
appropriate, applicable and less expensive to use in recruiting
manpower;
 Define recruitment, job posting, the word-of-month system, advertising
media, walk-ins and unsolicited applicants, campus or university
recruitment, job fair and open house, government agencies and internet;
and
 Get the proper human resources for the organization.

Thousands of graduates are added to the nation’s work force every year.
These graduates come either from high school or college. The high school
graduates are seeking manual labor both in industry and in the agricultural
sectors. College graduates are seeking employment based on the courses they
have taken. Unfortunately, our country cannot provide them employment for
lack of jobs available, both in government and in the private sectors. In view of
this, the labor market is wide open to the industry and other business
enterprises.
The question, however, is-are these available human resources ready to
assume the limited available vacancies in the competitive world of work? How
prepared are the college graduates to assume new challenges and the
complexities of increasing technological advances? To a limited few graduates
who are available, they may find employment suited to their college
preparations, yet a lot may be under-employed as they are not properly ready
to assume higher jobs requiring greater preparations.
The demand for employment cannot seem to cope with the growing supply
of manpower. The challenge now facing most companies is how to attract and
select the most desirable and qualified job applicants. Human resource

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practition
ers who will not be able to select the qualified applicants will likely jeopardize
the delivery of basic services to their respective clienteles.
The direction being pursued by organizations determines the nature of the
job and the personnel they hire. Having established their organizational goals,
they will be able to determine the strength of their personnel and from there
determine whether they need additional ones to fulfill their goals.
Meeting Needs of Human Resources
Recruitment is the process of attracting the best individuals to join the
company on a timely basis in sufficient numbers and meeting the qualification
requirements, thereby encouraging them to apply for the jobs in the
organization.
The process starts as soon as the need for additional personnel is
identified. It is ideally the result of good human resource planning. This
process will thoroughly review and analyze the manpower requirements. In
case the results of the analysis reveal that the vacancy should be filled up,
then the human resource department will announce the need for manpower. To
serve the best interests of the company, the recruitment officer must identify
the knowledge, skills, and abilities an individual applicant must possess in
order to tackle the duties and responsibilities in the vacant position. The
reference for the qualification requirements is in the existing job description.
What are the Two Major Sources of Candidates to Fill the Vacant
Positions?
a. The Internal Source - These are the qualified candidates from the
company and within the ranks of its present employees. They have the
advantage of boosting the morale of the other employees and encouraging
them to perform well. The employees look forward to a brighter future, as
management recognizes the performance of the employees from within
the organization. Career development or career mobility opportunities are
provided. Promotions from within generate a chain effect since they lead
to other vacant positions that may also be filled up from within the
organization. This upward movement will trigger a positive effect on
employees’ performance.
The recruitment from within the company is also less expensive in
terms of time and resources because incumbent employees are already
familiar with the organizational rules, policies and regulations and the
functions related to the new position.
Promotions are best applicable for supervisory or mid-level
positions. Supervisory employees who have proven their worth in terms
of loyalty, dedication to their job and performance may be promoted to

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ma
nagerial level. This upward movement will create a vacancy for the entry
of another prospective employee that could be sourced out from the
external manpower.

b. The External Source - The hiring from the outside source is a

management option. If it thinks that no one from within among the next
rank of employees can successfully perform the job or deliver the
required output, then hiring an outsider would be inevitable. This could
also be resorted to when the new vacant position requires added skills
due to the introduction of new technology and the need is immediate and
necessary.

Another reason why management may resort to hiring from outside

is the culture of conflict among employees who are vying for a new
position. This practice of hiring from outside is resorted to by
management to eliminate dissensions among internal employees

JOB
POSTING
THE
MOUTH
INTERNET
SYSTEM

RADIO
AND ADVERTISING
TELEVISION Methods of Human MEDIA
Resource Recruitment

GOVERNMENT WALK INS AND

AGENCIES UNSOLICITED
APPLICANTS

JOB FAIR CAMPUS OR

AND OPEN UNIVERSITY
HOUSE RECRUITMENT

competing for promotions.

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Different Methods of Human Resource Recruitment

What are the Different Methods of Human Resource 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. Qualified
employees are given preference for promotion or transfer to another
section. The information posted in the bulletin board should specify and
contain the job description; the department where there is a vacancy,
salary grade, work schedule, and working conditions. The deadline for
applications should also be stated so that at the end of the scheduled
date, management may open the position to outsiders. The standard time
for job posting is a period of one week to two weeks.

Some companies may require the interested applicants to ask

permission first from their immediate superiors before they are
considered as applicants for the position. In some companies the
confidentially of the process is observed until a decision is reached.
Promoting or transferring employees from within offers the
following advantages:
a. It creates an opening for a lower easy-to-fill position.

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b. T
he morale of the employee is boosted.
c. Hidden talent may be uncovered and utilized.
d. It saves considerable time and money.
e. Employees are already familiar with 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:
1. Supervisors and managers want to promote someone from their
department whom they have groomed for the position.
2. Some management members may be upset with employees who
apply for jobs outside their department and tend to take such a
move personally.
3. Losing an employee to job posting may mean having to wait for a
replacement that may not be as good.
4. Some companies believe that it is better to bring new blood rather
than recycle existing ones.
The success of job posting depends largely on how well it is
designed and monitored. The following guidelines may help in its
successful implementation:
1. 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.
2. The employee must have a rating of Very Satisfactory before he can
apply for the posted vacant position.
3. The employee can only apply for not more than three times in one
year.
These guidelines will help prevent the problem of “revolving door”
employees who may opt to apply for virtually every job posted. It also
treats the process in a serious manner and lends credibility, thus
increasing its effectiveness.
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. As soon
as people learn that there’s a job opening, the word spreads around. The
department head tells other department heads, the employee talks with
other employees, and then it spreads out to the company’s community of
friends and families. This is very common in a locality where there are
few jobs available, and more applicants want to get employed.

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T
he Chinese company would prefer an applicant who is recommended by
somebody who is loyal and tested and has worked with them for a
number of years. They would prefer to hire an employee's relative or
friends. Very few Chinese companies will advertise for new positions as
they regard the word-of-mouth an effective means of recruitment
specially those recommended by the company employees.
On the surface, word-of-mouth appears to be an ideal recruitment
source. It is certainly an effective tool, but the following precautionary
measures should be observed:
a. Regionalism may dominate over the company employees. Tagalogs
will recommend those from the same region, the Ilocanos will
dominate if the one at the helm is an Ilocano, and so on.
b. Pulling of strings and the “padrino” system may prevail in the
hiring of employees that discriminate against other applicants who
may be more qualified.

3. ADVERTISING MEDIA
One popular and often effective means of soliciting applicants is
advertising it through the media, like newspapers, magazines, radio or
television. Careful planning in terms of content, timing, and location can
generate a large response, usually resulting in hiring.
The advertisement should reach the target clientele and it
should be designed according to the following guidelines:
1. For special skills, the ad must clearly stipulate the skills required.
2. In scouting for talent, the wording of the ad should be specific.
3. For applicants who want to know all about specifics, the ad must
contain the duties and responsibilities of the position.
4. Include the details where the applicants should send the resume’
or bio-data or where to apply personally if required.
5. Be direct and straightforward in wording the ad.
6. Avoid cute and unprofessional phrases as it may reflect on the
image of the organization.
7. Hire an advertising agency if you are not sure of what to put in the
ad.
8. For hiring of executive positions, the services of a consultancy
agency may be employed.
Agencies may also be able to provide advice as to the best day of
the week to put an ad. Usually Sunday is a good day for all positions.
The Bulletin is full of different ads during Sundays. Other-newspapers

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and
magazines have it on Saturdays. The time of the year could also affect
the applicant's response. Not many applicants would be available in the
months of November and December due to the 13th month pay and other
company incentives.

What are blind ads?

These are ads that do not reveal the identity of the company,
instead they give a box number where the resume’ or pertinent papers
will be forwarded. This is usually done to avoid responding to a flood of
phone calls or unwanted resume’s.
The following are the disadvantages:
1. There might be a limited number of applicants for the “hard to fill
positions” where you want interested applicants to immediately get
in touch with you.
2. Blind ads discourage some applicants to apply, as it may be the
same company they are working with.
3. Some applicants may have applied for the same position not too
long ago and it is a waste of time.
When scanning personal files for existing applications, compare
carefully the background and skills with the requirements of the
available positions. Also review the notes of the previous interview and if
possible, talk to him in person. There are those applicants who may not
be able to pass the initial interview due to various reasons or they may
be qualified but there were not many positions available at the time of
filing the application.
4. WALK INS AND UNSOLICITED APPLICANTS
These unsolicited applicants could be a possible source of
outstanding employees. They are not, however, treated very seriously by
the human resource department or the company receptionist. Most often,
the application letters or resumes are put in the wastebasket or at times
put in file, without even looking at the potential qualifications of the
applicants.
The following guidelines may be put into advantage for. Walk
In or Call In applicants:
1. Applications should be categorized into different skills or
qualifications.

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2. A
day of the week must be scheduled for the interview of the
applicants. Those who pass should be put in the active file for
three months for future reference. The applicants should be
notified that their applications are for possible consideration and
that they may be called within the specified period. After such
period, the applications could be discarded.
3. Unsolicited applications can also be reviewed with the list of
openings in mind. Possible job matching can be pursued, either by
telephone or by mail. This system could work effectively if the
company has embarked on manpower planning.

5. CAMPUS OR UNIVERSITY RECRUITMENT

Colleges are undisputable sources of 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. The
most suitable candidates are from the University of the Philippines,
Ateneo University and De la Salle. Mapua University produces good
engineers. There are elite schools that produce good potentials for future
executives. An experienced person in the field of recruitment considers
other schools like Polytechnic University of the Philippines for computer
and business courses and the Technological University of the Philippines
for technician and Engineering courses. Both are government
universities that produce scholars from poor and average families. There
are still a lot of other schools scattered all over the country that produce
quality graduates and are a good source of potential employees.
The records of the graduating students are available at the
registrar's office, and they are just too willing to provide the information
for companies who need their graduates. Some universities have
placement offices and will be most willing to coordinate with Human
Resources practitioners in getting highly qualified applicants.
Campus recruitment requires careful planning and preparation. As
there are many universities that produce good students, proper
scheduling must be made and matched with manpower projections
based on present and future needs. Student potentials must be properly
evaluated together with their academic standing. Along this line students
who are leaders in campus activities are potential leaders in industry if
given the proper break, orientation and training. They may start as
cadets and given training to assume future supervisory positions.

6. JOB FAIR AND OPEN HOUSE

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T
he job fair and open house are popularly increasing as recruitment
sources. The organizational representatives of the company gather and
interview several applicants over a period of one or two days in some
specified fields. An advertisement announcing the location of the job fair
is posted at least one week ahead of schedule to attract more applicants.
Some local government units coordinate with the job fair for their
interested constituents. Some job fairs are conducted during weekends
at town centers or any convenient place in the town or city.
Brief interviews are conducted during the job fair. Applicants
submit resumé s and biodata for immediate reference. Those who are
found to be qualified are called for further interview at the company’s
office where further tests and qualification checks are conducted. The
participating company may choose to exchange information about the
candidates depending on their needs.
7. GOVERNMENT AGENCIES
Some local government units have their placement offices look for
possible employment for their constituents. The Dole has also an agency
that compiles applications for referral to the different companies. They
screen and refer many applicants usually for manual or unskilled
positions. Some are new college graduates or proté gé es of politicians who
may not be qualified for the job. Some referrals are accommodated at
times for political patronage.
These types of referrals are sometimes difficult to handle due to
political pressures. The human resource manager must screen the
applicant properly to give due consideration if found to possess added
qualities other than political connections. Rejections sometimes may
create friction with the powers that be. In case the applicants fail to meet
the standard requirement, the recommending official must be given a
very strong justifiable reason why the applicant was not accepted.
8. RADIO AND TELEVISION
Radio and television are now used as mediums for manpower
recruitment. 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. While they
have the advantage for job recruitment the following are some
points to consider:
1. It is very costly, as the message has to be repeated to get the target
audience.

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2.
T
he message must be convincing and should be done by a
professional.
3. The message on radio and television should be sincere and
pleasing.
4. The name of the company must be repeated including the
telephone number so that the audience can remember where to
contact the company.
9. THE INTERNET
The internet could become another source of employment
opportunities. Company profiles and job placements could eventually
come into the internet. While this method is not frequently resorted to at
the moment, it will come easy and handedly in the future.
The following advantages are:
1. Application letters or resume’s could immediately be sent to the
company.
2. Immediate answers could be available through e-mail.
3. Other necessary information could be available from the applicants.
4. Immediate needs of the company on manpower requirements could be
answered in a short time.
5. They are less costly and get immediate response.

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