Senior High School

Organization and Management

Module 11:
The Process of Recruiting, Selecting
and Training of Employees

AIRs - LM
LU_Organization and Management_Module 11
ABM - ORGANIZATION AND MANAGEMENT
Module 11: The Process of Recruiting, Selecting and Training of Employees
Second Edition, 2021

Copyright © 2021
La Union Schools Division
Region I

All rights reserved. No part of this module may be reproduced in any form without
written permission from the copyright owners.
Development Team of the Module

Author: Irene S. Cinense

Editor: SDO La Union, Learning Resource Quality Assurance Team
Content Reviewer: Rose Ann N. Mapalo
Language Reviewer: Rose Ann N. Mapalo
Illustrator: Ernesto F. Ramos Jr.
Design and Layout: Rhea Flor T. Olivar

Management Team:

Atty. Donato D. Balderas Jr.

Schools Division Superintendent
Vivian Luz S. Pagatpatan, PhD
Assistant Schools Division Superintendent
German E. Flora, PhD, CID Chief
Virgilio C. Boado, PhD, EPS in Charge of LRMS
Lorna O. Gaspar, EPS in Charge of ABM
Michael Jason D. Morales, PDO II
Claire P. Toluyen, Librarian II

Printed in the Philippines by: _________________________

Department of Education – SDO La Union

Office Address: Flores St. Catbangen, San Fernando City, La Union
Telefax: 072 – 205 – 0046
Email Address: launion@deped.gov.ph
 Senior High School

Organization and Management

Module 11:
The Process of Recruiting, Selecting
and Training of Employees
Introductory Message
This Self-Learning Module (SLM) is prepared so that you, our dear
learners, can continue your studies and learn while at home. Activities,
questions, directions, exercises, and discussions are carefully stated for you
to understand each lesson.

Each SLM is composed of different parts. Each part shall guide you
step-by-step as you discover and understand the lesson prepared for you.

Pre-tests are provided to measure your prior knowledge on lessons in

each SLM. This will tell you if you need to proceed on completing this
module or if you need to ask your facilitator or your teacher’s assistance for
better understanding of the lesson. At the end of each module, you need to
answer the post-test to self-check your learning. Answer keys are provided
for each activity and test. We trust that you will be honest in using these.

In addition to the material in the main text, Notes to the Teacher are
also provided to our facilitators and parents for strategies and reminders on
how they can best help you on your home-based learning.

Please use this module with care. Do not put unnecessary marks on
any part of this SLM. Use a separate sheet of paper in answering the
exercises and tests. And read the instructions carefully before performing
each task.

If you have any questions in using this SLM or any difficulty in

answering the tasks in this module, do not hesitate to consult your teacher
or facilitator.

Thank you.
 Target

If you were a hiring manager, what qualifications will you look for in hiring
employees who will work in your company? What qualifications will you consider in
your recruitment? Would you consider competencies over skills or vice versa? We
will find out the answer to these questions in this lesson.

In your previous lesson, you have learned the concept and nature of staffing.

This learning material will provide you information about the process of
recruitment and selection of applicants to work in a company as well as the
training and the development process the employees will go through.

After going through this lesson, you are expected to:

1. Analyze the process of recruiting, selecting and training employees.

To be able to realize the above mentioned MELC, it is important to perform the

following sub-tasks:

1. identify the process of recruiting, selecting and training of employees

through situational analysis, making a flow chart and job simulation
activity and;
2. write a reflection paper on the different considerations of hiring an
employee.

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 Jumpstart

In your previous lesson, you’ve learned that it is the employees who move
the company. Without its employees, an organization is nothing. A company must
have the best forward-looking vision of what it wants to be in the future; well-
crafted mission statement, well developed strategy, and action plans to achieve its
business goals. But without the employees, the vision, mission and strategic goals
and objectives are worthless.

Try to examine your computer. It might be the best brand in the market. You
will look into its technical specifications. But without the software application, your
computer will not work. This is the same with an organization; without the right
employees, the organization will be meaningless.

ACTIVITY 1: YOUR IDEAL

Directions: List down at least 5 qualities of your ideal person and answer the
questions below in a separate sheet of paper.

1.

2.

3.

4.

5.

In choosing your ideal man or woman, do you have a set of criteria or standard?
What are these standards and why?

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ACTIVITY 2: WHAT ARE YOU LOOKING FOR?

Directions: Read and analyze the given situation and answer the guided questions
below.

Mr. Tony Lee’s grocery store is gradually improving its sales because of the
different business management strategies he applied in his business. As the sales
are improving, he expanded his store, and now selling a complete line of products.
Because his business is expanding and the demand is getting high, Mr. Lee
needs additional employees. He needs an accountant who can prepare good and
transparent financial statements, who can settle for tax payments and who can
secure and provide other reports like inventories, sales and profits.

In looking for a good accountant, Mr. Lee considers different requirements

and skills of a possible employee. He needs the contender to be a holder of a
bachelor’s degree in Commerce Major in Accounting, preferably a Certified Public
Accountant. He also considers an employee to be good in his or her expertise. Other
than that, he also needs an employee who is knowledgeable about labor laws and
has technical skills in computers.

1. List down the qualifications Mr. Lee is looking for to his potential applicants?

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2.If you were the manager, what other qualifications would you consider in hiring
an employee?

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 Scoring Rubrics

4 3 2 1
Development Ideas were Ideas may be Ideas were Ideas were
of Ideas clearly evident, but present but poorly
organized, on the vague developed
point and organization of and lack
supported with thoughts need organization
valid reasons to be
strengthened
Elaboration Well written Well written Awkward Poor writing
and fully and most writing style with little to
elaborated points and points are no specific
points with elaborated general. Errors details
clear and with clear and are also
accurate detailed present.
information information

From your previous activity, do you think those qualifications are enough to
hire an employee? An employer has different preferences depending on the need of
the company. In that case of Mr. Lee, what he specifically needs are hard skills. But
a good company, when choosing a possible employee, must also consider his or her
soft skills. All jobholders need to have hard skills and soft skills in order to succeed
in their chosen career or profession, and of course, to contribute to the success and
productivity of the company he or she is working with.

DIFFERENCE BETWEEN HARD SKILLS VS. SOFT SKILLS

Hard Skills Soft Skills
It utilizes the Intelligence Quotient (IQ) It takes Emotional Quotient EQ)
e.g. Skills in Math, Physic, accounting, e.g. Self-management skills-
statistics etc. confidence, stress management and
people sills
These are rules where rules stay the These rules change depending on the
same regardless of circumstances, circumstances, organization, culture
organization, culture, and co- employee and co- employee
e.g. Programming – good at creating the e.g. Communication to coworker
best code to a function are the same about technical details but struggle to
regardless who you work with. communicate to managers about the
progress of the project.
Hard Skills Soft Skills
It can be learned in school or training Not directly taught in school and have
e.g. Accounting skills to be learned during interaction with
other people. e.g., People Skills
These are technical knowledge or These are personal habits and traits
training that you have gained through that shape how you work on your own
any life experience, including in your and others.

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 career or education
ACTIVITY 3: HARD SKILLS OR SOFT SKILLS

Direction: Determine whether the skills in first column are either Hard Skill or
Soft Skills. Write your answer in a separate sheet of paper.

Example of Skills Hard Skills Soft Skills

1. Interpersonal Skills
2. Drafting
3. Communication Skills
4. Teamwork
5. Leadership Skills
6. Typing Speed
7. Time Management
8. Machine Operation
9. Creativity
10. Language Knowledge
11. Computer Skills
12. Research Skills
13. Planning Skills
14. Decision making
15. Bookkeeping

ACTIVITY 4: ABC APPRAISALS

Direction: Think of a traits, qualities or skills when evaluating applicants for a job.
The first letter is given for you as an example.

A- Adaptable H O V

B I P W

C J Q X

D K R Y

E L S Z

F M T

G N U

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 Discover

During a job
opening, a company must be careful when recruiting and choosing who to bring
into organization. They must see to it that the new recruit possesses the knowledge
and skills needed to be successful in helping the company achieve their set goals
and objectives. So how a company can find the right person suited for the job
position? This is where recruitment and selection process comes in.

RECRUITMENT defined as:

 The process of looking for potential applicants and encouraging them to

apply for existing or anticipated job openings or “vacancies” within the
organization.
 It is a two way process that provides opportunities to both those who do not
have people on the job and those people who are looking for jobs to meet.
 It is also a set of activities designed by the company to attracts qualified
persons to apply for vacant positions

STEPS IN RECRUITMENT PROCESS

ORGANIZATION CANDIDATE
1. Vacant or new position occurs 1. Receive education and choose
occupation
2. Generate candidate pool via internal And 2. Acquire employment experience
external recruitment method
3. Evaluation Candidates via Selection 3. Search for Job Openings
Process
4. Impress Candidates 4. Apply for jobs
5. Make an offer 5. Impress company during selection
process
6. Evaluate jobs and companies
7. Accept and reject offer

SOURCES OF RECRUITMENT AND ITS

ADVANTAGES AND DISADVANTAGES

INTERNAL EXTERNAL
An organization looks to fill An organization intends to fill a
vacancies from applicants outside of vacancy within its existing workforce.
the company.
Advantages Disadvantages Advantages Disadvantages
 Morale of  Possible morale  Outside people  Longer
the problems of those bring new ideas process-
promote not promoted  Larger pool of  More

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 Better  “Political” workers from expensive
assessment infighting for which to find best process due
of abilities promotions candidates to
 Lower cost-  Need for  People have a wider advertiseme
may management range of experience nt and
disseminat development  Applicants used interviews
e program their own initiative required
information  Limited number of are believed to be  May not be
within the applicants better potential effective
company  Favoritism may employees because enough to
 Trainings influence a they are serious reveal the
and manager to about getting the best
orientation recommend a job. candidate
are less current employee  Recommend high
expensive for promotion to a quality applicants
since they higher position. because employees
are already are generally
familiar hesitant to
with the recommend
company persons who are
policies not qualified for job
 Motivator openings and they
for good make an effort to
performanc check applicant’s
e qualifications
 Uses of before
succession recommending
of them to client firms
promotion who pay for their
 Have to services.
hire only
at entry
level
 The
process is
faster – the
candidate
is already
part of the
company.

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METHODS OF INTERNAL AND EXTERNAL RECRUITMENT

When companies aim to fill vacancies within the organization, they may
likely look for prospective applicants from the following sources:

1. Current Employees. These candidates already possess the qualifications needed

to occupy higher positions in the company and given prior consideration.
2. Newspaper Ads. In the classified ads section of a newspaper, there are
numerous advertisements about job openings or offerings for prospective
applicants.
3. Schools or Educational Institutions. Companies send representatives to
various colleges and universities to interview applicants inside campuses to
conduct company talks, organize job fairs, and establish linkages with the job
placement offices of schools.
4. Employee Referrals. Some organization’s current employees recommend
relatives or friends who may be qualified for the job.
5. Recruitment agencies. A company usually taps companies that are established
specifically to assist client firms in recruiting qualified prospective applicants
6. Competitors. Companies would like to take advantage of hiring employees who
may have been already previously trained by competing firms or who may possess a
record of skill and expertise already. “Pirate” employees from competing firm by
offering them higher salaries or more attractive compensation and incentive
package just to entice these employees to work or them.
7. Unsolicited Applications. These application received by employers from
individuals who may not be qualified for the job openings.
8. Internet Recruiting. These are independent job boards on the web commonly
used by job seekers and recruiters to gather and disseminate job opening
information.
9. Executive Search Firms. It is also known as “head hunters” help employers find
the right person for a job.

Take note that with all the above sources of recruitment, the search usually
depend on the type of employees or positions needed; when a firm looks for entry-
level positions, they usually rely on newspaper ads, schools, and referrals. For
higher positions they rely more on their current employees, recruitment firms, or
employees from their competitors.

SELECTION

Whereas recruitment deals with attracting qualified applicants, selection is

the process of selecting individuals who are most qualified for the job. For a
selection process to be effective, a company should be able to determine that an
adequate pool or number of candidates is available. The main purpose of the
selection process is to evaluate each candidate based on their qualifications and to
choose the person most suited for the job.

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The selection process usually includes the following steps.
1. Establishing the selection criteria. This requires the understanding the
nature and purpose of the job position to be filled.
2. Requesting applicants to complete the application form .Application
form must be complete because these provide the need information about
the applicant.
3. Screening by listing applicants who seem to meet the set criteria.
Preparation of shortlists of applicants to avoid wasting of time in conducting
interviews to applicants who do not meet the criteria.
4. Screening interview to identify more promising applicants. A shortlist
of applicants is prepared,
5. Interview by the supervisor/manager or panel interviewers. Through
formal interview other characteristics of the applicant may be revealed or
observed during the interview such as self-confidence, self-esteem, ability to
relate with others.
6. Verifying information provided by the applicant. To make sure that the
applicant has not given false information about himself or herself. Back
ground checking must also be done to avoid hiring applicants with a no
criminal record/ good moral character
7. Requesting the applicant to undergo psychological and physical
examination. Having a healthy mind and healthy body is important for good
job performance.
8. Informing the applicant that he or she has been chosen for the position
applied for. May be done verbally or in writing by the managers who give
the final decision regarding the applicants hiring.

JOB INTERVIEWS

This refers to the oral examination of a candidate for employment. Gives

opportunity for recruiters to talk face-to-face with the applicants, obtain and
synthesize information about the abilities of the applicant, and analyse “applicant-
job-fit”

Interviews are of different types, some of which are as follows:

a. Nondirective interview. It does not follow any specific interview format and
asks questions as they come to mind. Broad, open-ended questions such as
“tell me something about yourself” or “tell me about what you accomplished
in your previous job”. Allows the applicant to talk freely with minimum
interruption
b. Directive or structured interview. It uses a structured, predetermined set
of interview questions that are job-related and are asked of every
interviewee.
c. Situational interview. It presents to interviewees a hypothetical situation
or incident and asks how they would respond to it. Responses are then

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 evaluated based on standards set by the company or any industry
benchmark.
d. Stress interview. The interviewer tries to determine how an applicant would
respond to aggressive, embarrassing, awkward, rude, or insulting questions
to assess whether he or she can cope up with situations that are highly
stressful and demanding while maintaining a calm composure.
e. Timer interview. The applicants are all given the same amount of time to
convince the interviewer of their qualifications for the job. Done to test how
well applicants handle grace under pressure.
f. Panel Interview. The applicants face a group of interviewers-usually three
or five-who take turns asking questions. The interviewers then consolidate
their observations to make consensus on the overall suitability of the
applicant.

EMPLOYMENT TESTS

These are examinations that assess the probable match between the applicant and
the requirements of the job.

Different types of employment test are as follows:

a. Intelligence/aptitude tests. These are mental ability tests that measure the
applicant’s learning ability to understand instructions and make judgments,
and potential ability to learn certain skills.
b. Performance/simulation tests. These measure the applicant’s ability to
demonstrate, perform, or duplicate essential activities in doing the actual
work
c. Psychological/personality tests. These measure the basic aspects of an
applicant’s personality such as dominance, sociability, conformity,
motivation, emotional balance, self-confidence, interpersonal behaviour
d. Physical tests. This is performed to assess whether the applicant’s physical
health is adequate to meet the requirements of the job.

Explore

ACTIVITY 5: INTERNAL OR EXTERNAL?

Directions: Identify whether the source of recruitment is INTERNAL or

EXTERNAL. Use a separate sheet of paper for your answer.

SOURCES OF RECRUITMENT

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1. Previous Applicants

2. Professional Associations

3. Former Employees

4. Competitors

5. Newspaper Ads

6. E- Recruitment

7. Employee Referrals

8. Private and Public Employment

Agencies
9. Campus Recruitment

10. Current Employees

11. Recruitment Agencies

12. Unsolicited Applications

ACTIVITY 6: MY FLOW CHARTS

Direction: Below is the list of recruitment process. Determine and complete the
flow chart by listing the process of recruitment in an organization and to the
applicants. Use a separate sheet of paper for your answer.

Make a proposal Impress company during selection

Assess jobs and companies
Please candidates Look for job
openings
Finished a course through formal
education
Gather applicants through internal
and external recruitment method
process
Apply for job vacancy
Accept or reject offer
Evaluation candidate via selection
process
Earn employment experience
Vacant or new positions occurs

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TRAINING and DEVELOPMENT

Employees, whether newly hired or newly promoted to a higher position, will

require the necessary skills to perform the job well. This is where training and
development comes in. Training is a program that helps employees learn specific
knowledge or skills to improve performance in their current roles. Development is
more expansive and focuses on employee growth and future performance, rather
than an immediate job role.

TRAINING PROGRAMS

1. On-the-job training (OJT). These are the training programs usually for non-
managers (or even students) wherein trainee is placed in an actual work
setting under the direction of an immediate supervisor acting as trainer. The
trainee establishes a motivation to learn while doing the job.

2. Vestibule training. Trainees are placed in a situation that stimulates

exactly the prospective work environment and are expected to perform or
duplicate the job or operate required machinery, equipment, or materials. to
make sure that they gain knowledge and skills on proper methods and
procedures before being allowed to work.

3. Coaching. Daily training and feedback process given to employees by

immediate supervisors wherein the supervisor explains things and answers

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 questions, explains why things are done the way they are, and offers a model
for trainees to copy.

4. Mentoring or apprenticeship. This is a program wherein a senior manager

(mentor) assumes responsibility for grooming a junior employee (apprentice).
The mentor act as teacher, counsellor and facilitator to help the junior
employees attain professional and psychological maturity. Apprentice
obtains the necessary skills and competencies required to succeed the
mentor in the future.

5. Job rotation. This involves the movement of trainee from one job to another
to provide them with a general understanding of how the organization
functions and to prevent familiarity threat among employees

6. Committee assignments. This involves making an employee a part of a

special committee or task force to solve an actual organizational problem.
Provides talented employees with growth potential and broadening
experience to help understand and resolve issues governing the organization
and work with other managers or employee.

ACTIVITY 7: TRAINING VS. DEVELOPMENT

Direction: Write TP if the concept or program is for Training Program and write DP
if it is for Development Program. Use a separate sheet of paper for your answer.

__________1. Effective customer service

__________2. Effective team leadership

__________3. Strategic leadership

_________ 4. Salary Administration

__________5. Sexual harassment prevention and control

__________6. Developing cultural sensitivity

__________7. Telemarketing Skills

__________8. Principle centered leadership

__________9. Retaining valued employees

__________10. Understanding financial statements

__________11. Becoming a charismatic leader

__________12. E-commerce

__________13. E-Learning

__________14. Dealing with difficult employees

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 Deepen

ACTIVITY 8: JOB INTERVIEW SIMULATION

Directions: Listed below are examples of some common job interview questions
employers ask to their prospective job applicants. In this activity, assume that you
are an applicant who will be interviewed and make a 3-minute video answering
three or more questions from the listing below. See on the next page your rubric to
assess your output. Submit your output to your teacher.

1. Tell something about yourself.

2. Why did you leave your most recent jobs?
3. Tell me what you know about the company.
4. How much salary do you want?
5. What is s the most difficult situation you have ever faced on the job?
6. What are you looking for in this job?
7. Why should I hire you?
8. If you could take only three things with you in an island, what would they be
and why?
9. Tell me what your greatest weakness is?
10. Are you a risk taker?
11. How do you handle rejection?
12. What kinds of people do you find difficult to work with?

Rubric
Excellent Satisfactory Fair
10 8 6
Content and The output shows The output has The output has
Ideas understanding of the minor issues in errors, does not
job simulation activity following the comprehend the
and applies knowledge instructions for a job job simulation
in the concept learned simulation activity. It activity.
from the lesson. has understanding of
the lessons learned
from the topic.
Video The video presentation The video The video
Presentation shows comprehensive, presentation has presentation
understanding and minor issues in doesn’t depict
appropriate video job understanding and any job
simulation activity. showing an simulation
appropriate video job activity.
simulation activity.

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 Creativity The output has The output has good The output has
excellent video editing, video editing, effects video editing,
effects and and transitions. It effects and
transitions. It has has clear video transitions but
clear and clean video presentation. doesn’t convey
presentation. the job
simulation
activity.

Gauge

ACTIVITY 9: MODIFIED TRUE OR FALSE

Direction: Write TRUE if the statement is correct, otherwise write FALSE, and
then encircle the part of the statement that makes it incorrect, above it, write the
correct answer to make the statement right.

1. Selection refers to the process of looking for potential applicants for a

specific job.
2. Employee referrals happen when some of the organization’s current
employees recommend relatives or friends who may be qualifies for the job.
3. Development refers to the provision of learning so that employees can
improve performance needed for their current job.
4. Planning is the management function that devotes itself to acquiring,
training, appraising and compensating employees.
5. A resume is an application document submitted for purposes of showing
specific qualifications suited to a particular job being applied for.
6. Coaching involves the movement of trainee from one job to another.
7. In a situational interview, the applicant faces a group of interviewers who
take turns in asking questions.
8. The mental ability tests that measure the applicant’s learning ability to
understand instructions and make judgments, and potential ability to learn
certain skills is called the simulation test.
9. Selection is the process of choosing individuals who are most qualified in
the job.
10. Current employees are considered external recruitment since the applicant
is already part of the organization.

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ACTIVITY 10: MULTIPLE CHOICE:

Direction: Read and analyze each statement and answer each questions carefully.
Write the letter of your answer in a separate sheet of paper.

1. MS Corporation needs people to fill up the team of SM Prime Younique. What is

the component of staffing that is designed to attract qualified applicants for job
position vacancies in MS Prime Younique?
A. Orientation B. Placement
C. Recruitment D. Selection

2. Which of the following is an internal source of recruitment?

A. Newspaper Ads B. Current Employees
C. Competitors D. Recruitment Agencies

3. The need of recruitment may arise due to the following situations EXCEPT:
A. Vacancies due to bankruptcy B. Vacancies due to expansion
C. Vacancies due to retirement D. Vacancies due to transfer

4. F. Acordon Company gives these learning to their employees that concentrate on

a short-term job performance. What is this responsibility of F. Acordon
Company that focuses on the employees’ improvement of job-related skills?
A. Development B. Seminar
C. Training D. Work ethic

5. Manila firms seek out candidates with qualifications that match the
requirements of the job openings that their client company hopes to fill. These
firms are sometimes called “head hunters” in the industry. What do you call
this type of external method of recruitment?
A. Employee referrals
B. Executive search firms
C. Professional associations
D. Public and private employment agencies

6. Advertising through newspapers and recruiting through the internet reach large
numbers of possible applicants. What will be the advantages of this external
recruitment method?
A. With no effect in recruiting applicants
B. Increases the probability of being able to recruit applicants suited for
the job
C. Increases the quality of shortlist applicants
D. Generally affects the unqualified job applicants

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7. This involves the preparation of shortlist applicants who meet the minimum
requirements of the job position to be filled. It is done to avoid wasting of time
by conducting interviews with applicants who do not meet the set of criteria for
the job opening. What is the step-in selection process that the above statements
require?
A. Establishing the selection criteria
B. Informing the applicant that he has been chosen for the position
applied for
C. Screening by listing applicants who seem to meet the set criteria
D. Screening interview to identify more promising applicants

8. External Recruitment refers to recruitment from the outside sources while _____
refers to recruitment done within the organization.
A. Organizational Recruitment
B. Internal Recruitment
C. Internal Recruitment
D. Special Recruitment

9. The step in the selection process where application forms must be accompanied
because these provide the needed information about the applicant.
A. Establishing the selection of criteria
B. Requesting applicants to complete the application form
C. Screening by listing applicants who seems to meet the set criteria
D. Screening interview to identify more promising applicants

10. A type of a job interview where interviewer asks the applicant to answer a set of
prepared questions.
A. One-on-one B. Structured
C. Panel D. Unstructured

ACTIVITY 11: IDENTIFICATION

Direction: Read the following statements and identify the different types of
interviews and employment test. Choose your answer from the box. Use a separate
sheet of paper.

Structured Interview Unstructured Interview

One-On-One Interview Panel Interview
Stress Interview Situational Interview

1. It is where only one interviewer is assigned to interview the applicant.

2. It is where several interviewers conduct the interview of the applicants
3. It is where the interviewer has no interview guide and may ask questions
freely.
4. It is where the interviewer asks the applicant to answer a set of prepared
questions.

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 5. It is where the interviewer asks several questions about an aggressive,
embarrassing, awkward, rude, or insulting questions to assess whether he
or she can cope up with situations that are highly stressful and demanding
while maintaining a calm composure.

Intelligence Tests Proficiency / Aptitude Tests

Psychological Test Vocational Tests
Simulation Test Psychological Test

6. A test that shows the occupation best suited to an applicant.

7. It is designed to reveal the applicant’s personal characteristics and ability to
relate with others.
8. It is done to test the present skills and potential for learning other skills.
9. It is performed to assess whether the applicant’s physical health is
adequate to meet the requirements of the job.
10. It is designed to measure the cognitive capacity, speed of thinking and
ability to see relationships in problematic situations.

ACTIVITY 12: REFLECTION

Directions: Answer the questions below by making a reflection paper on a

separate sheet of paper. Make sure to ponder on your thoughts by reflecting
carefully and meaningfully.

Suppose you are the human resource manager of a firm. Which of the following
traits of an applicant would you likely to consider: aptitude
(intellectual ability) or attitude (behavior character)? Why do you say so?

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 Scoring Rubrics

4 3 2 1
Development Ideas were Ideas may be Ideas were Ideas were
of Ideas clearly evident but the present but poorly
organized, on organization of vague developed
point and thoughts need and lack
supported with to be organization
valid reasons strengthened
Elaboration Well written Well written Awkward Poor writing
and fully and most writing style with little to
elaborated points and points are no specific
points with elaborated general. Errors details
clear and with clear and are also
accurate detailed present.
information information

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ACTIVITY 1: Answer Varies
ACTIVITY 2: Answer Varies
ACTIVITY 3:
Hard Skills Soft Skills
Drafting Interpersonal Skills
Typing Speed Communication Skills
Language Knowledge Teamwork
Machine Operation Leadership Skills
Computer Skills Time Management
Research Skills Decision making
Bookkeeping Creativity
Planning Skills
ACTIVITY 4: Answer Varies
ACTIVITY 5:
INTERNAL EXTERNAL
Current Employees Newspaper Ads
Previous Applicants Campus Recruitment
Employee Referrals Recruitment Agencies
Former Employees Competitors
E- Recruitment
Professional Associations
Private and Public Employment Agencies
Unsolicited Applications
Answer Key
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ACTIVITY 6
Organization
1. Vacant or New positions occurs
2. gather applicant through internal and external
3. evaluation candidates via selection process
4. imoress candidate
5. make a proposal
Applicant
1. Finished a course through formal education
2. Earn employment experience
3. Look for a job opening
4. Apply for job vacancy
5. Impress a company during selection process
6. Assess jobs and companies
7. Accepts or rejects offer
ACTIVITY 7:
1. T 2. D 3. D 4. T 5. T 6. D 7. T 8. D 9. D 10. T 11. D
12. T 13. T 14. D 15. T
ACTIVITY 8: Answer Varies
ACTIVITY 9:
1. Selection - Recruitment
2. True
3. Development - Training
4. Planning - Staffing
5. True
6. Coaching - Job Rotation
7. Situational – Panel
8. Simulation - Intelligence/Aptitude
9. True
10. External - Internal
ACTIVITY 10:
1. C 6. B
2. B 7. C
3. A 8. B
4. C 9. B
5. B 10. B
ACTIVITY 11:
1. One-On-One Interview
2. Panel Interview
3. Unstructured Interview
4. Structured Interview
5. Stress Interview
6. Vocational Tests
7. Psychological Test
8. Proficiency / Aptitude Tests
9. Physical test
10. Intelligence Tests
References

Printed Materials:
 Cabrera, Helena Ma. F. et al. (2016) Organization and Management, Quezon
City Philippines, Vibal Group, Inc.
 Enriquez, Edilynda G. (2016) Organization and Management, Pasay City
Philippines, JFS Publishing Services
 Ng, Mark Francis G. (2019) Organization and Management, Mandaluyong
City Philippines, Anvil Publishing, Inc.
 Payos, Ranulfo P. et.al (2016) Organization and Management, Sampaloc ,
Manila Philippines, REX Book Store , Inc.

Websites:

 https://www.indeed.com/career-advice/resumes-cover-letters/hard-skills-
vs-soft-skills
 https://www.slideshare.net/umerkhalidhabib/recruitment-and-selection-
24053999

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LU_Organization and Management_Module11
 For inquiries or feedback, please write or call:

Department of Education – SDO La Union

Curriculum Implementation Division
Learning Resource Management Section
Flores St. Catbangen, San Fernando City La Union 2500
Telephone: (072) 607 - 8127
Telefax: (072) 205 - 0046
Email Address:
launion@deped.gov.ph
lrm.launion@deped.gov.ph

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