Im Recruitment and Selection

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IM Recruitment AND Selection
Electronic, PR and Advertising Strategies and Communication Campaigns (Polytechnic

University of the Philippines)
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Republic of the Philippines

POLYTECHNIC UNIVERSITY OF THE PHILIPPINES
Office of the Vice President for Academic Affairs
College of Business Administration
INSTRUCTIONAL MATERIALS FOR

MANA 30023:
RECRUITMENT AND SELECTION
COMPILED BY:
Prof. Paul Timothy S. Garcia
PUP A. Mabini Campus, Anonas Street, Sta. Mesa, Manila 1016

Direct Line: 335-1730 | Trunk Line: 335-1787 or 335-1777 local 000
Website: www.pup.edu.ph | Email: inquire@pup.edu.ph
THE COUNTRY’S 1st POLYTECHNICU

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INTRODUCTION
This instructional materials aims to enable students grasps the entire Recruitment and
Selection. Lessons 1 will be discussing the human resource planning, Lesson 2 to Lesson 5 will
be discussing the recruitment process, types, policy and methods. Lesson 6 and 7 will be
discussing the nature of employee selection and the different assessments methods for
successful selection of employees.
Students are expected to answer all activities/assessments required at the end of each
lesson and accomplish the final exam attached in this instructional materials.
COURSE OUTCOMES
• Explain the Human Resource Planning.

• Discuss and differentiate recruitment and selection.
• Explain recruitment and selection as part of the Talent Acquisition Program.
• Explain the various and effective recruitment, selection and placement processes.
• Discuss the recruitment, selection and placement process.
• Analyze labor demand and supply as basis for recruitment strategies.
• Evaluate an effective and efficient recruitment and selection strategies.
• Create an effective and efficient recruitment and selection program.

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TABLE OF CONTENTS
LESSON 1- INTRODUCTION TO HUMAN RESOURCE PLANNING

TOPIC 1- HUMAN RESOURCE PLANNING DEFINED
TOPIC 2- HUMAN RESOURECE PLANNING PROCESS
LESSON 2- EMPLOYEE RECRUITMENT

TOPIC 1- RECRUITMENT DEFINED
TOPIC 2- IMPORTANCE OF RECRUITMENT
TOPIC 3- FACTORS AFFECTING RECRUITMENT
TOPIC 4- RECRUITMENT PROCESS
LESSON 3- RECRUITMENT POLICY

TOPIC 1- RECRUITMENT POLICY DEFINED
TOPIC 2- OBJECTIVES OF RECRUITMENT POLICY
TOPIC 3- FOUR CORNERSTONES OF A GOOD RECRUITMENT POLICY
TOPIC 4- EMPLOYEE RECRUITMENT POLICY OF A COMPANY – SAMPLE 1
TOPIC 5- VISIBLE SIGNS OF CULTURE
LESSON 4- TYPES OF RECRUITMENT

TOPIC 1- INTERNAL RECRUITMENT METHODS
TOPIC 2- EXTERNAM RECRUITMENT METHODS
LESSON 5- ONLINE RECRUITMENT METHOD

TOPIC 1- ONLINE RECRUITING TECHNIQUES AND TOOLS
LESSON 6- EMPLOYEE SELECTION

TOPIC 1- SELECTION DEFINED
TOPIC 2- IMPORTANCE AND ADVANTAGES OF SELECTION
TOPIC 3- SELECTION PROCESS
LESSON 7- SELECTION ASSESSMENTS METHODS

TOPIC 1- TYPES OF INTERVIEW
TOPIC 2- JOB APPLICATION AND RESUME
TOPIC 3- EMPLOYMENT TESTS

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TOPIC 4- REFERENCE IN BACKGROUND CHECKS

TOPIC 5- MEDICAL PHYSICAL EXAM
TOPIC 6- MAKING A JOB OFFER
GRADING SYSTEM
REFERENCES

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LESSON 1- INTRODUCTION TO HUMAN RESOURCE PLANNING
OVERVIEW
Human Resource Planning is the critical initial step in getting the right people in the right
place at the right time. It is an important component in strategic human resource management.
It links HR management to the strategic plan of the organization. Organizations routinely
complete financial plans to ensure they achieve organizational goals. While workforce plans are
not as common, they are just as important.
Without accurate human resource planning, the organization may not be in a position to
compete in the marketplace. It is important to anticipate future staffing needs by forecasting the
supply and demand of the organization’s human resources. A good human resource plan will
allow you to make management decisions to support the future direction of the organization. It is
also important from the budgetary point of view so that you can factor the costs of recruitment,
training, management restructuring, rightsizing, among others, into your departmental budget.
LEARNING OUTCOMES
By the end of this lesson, you should be able to:
✓ Define HR planning
✓ Explain the HR planning process
COURSE MATERIALS
TOPIC 1- HUMAN RESOURCE PLANNING DEFINED

Human Resource Planning is the process by which management ensures that it has the
right personnel who are capable of completing those tasks that help the organization reach its
objectives. It is the development of strategies for matching the size and skills of the workforce to
organizational needs.
HR planning also assists organization to recruit, retain and optimize the deployment of
the personnel needed to meet business objectives and to respond to changes in external
environment. The process involves carrying out a skills analysis of the existing workforce,
carrying out manpower forecasting, and taking action to ensure that supply meets demand. This
may include the development of training and retraining strategies.
The definition implies that HR planning banks on a process which results in developing a
strategy framework in providing people assistance to company’s overall business objectives.

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The plan will provide answers to the following questions:

✓ How many people will be needed for the organization to meet its objectives?
✓ What jobs will these people need to fill?
✓ What knowledge, skills, and abilities will new hires be required to have?
✓ What new skills will be required of the current work force?
✓ Can the new workers be transferred or promoted from within the firm or do they need to
be hired from outside?
✓ What type of training is required for workers to acquire the knowledge, skills and abilities
that are needed?
✓ What type of compensation plan is required to support this talent?
✓ How will the process alter the career plans of existing employees or potential
candidates?
TOPIC 2- HUMAN RESOURCE PLANNING PROCESS
Analyzing
The first step in the planning process is to analyze the environmental factors that impact
on your firm’s labor demand. Planners must understand the external business environment and
the trends that occur within it. In this time of economic recession, for example when the market
is soft, there might be a need to recast your sales revenue plans. There might be a need to
downsize your workforce as a result of a soft market. The labor market policy of the government
should be factored in. In times of inflation when prices of food and other consumer products are
high, there is the tendency of the government to apply the “safety net” principle. That means a
new wage increase order may be issued by the Regional Tripartite Wage and Productivity
Boards. How the increased labor cost would affect the firm’s pricing strategy vis-à-vis

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competition should be analyzed in relation to maintaining, increasing or decreasing its

workforce.
The overall organization direction and strategy impacts the demand for human
resources. When a company is growing, it needs more people. A company that maintains its
relative position in the market may not be in need of more people. Conversely, a company
employing a retrenchment strategy will make a plan to reduce its manpower.
On the supply side, analyzing the internal workforce will answer these questions:
✓ How may staff do we have?
✓ How are they distributed?
✓ What is the age profile?
✓ How many will leave by resignation or retirement in each of the next five years?
✓ What are the present sills of the present workforce? What new skills will be required?
If there is a need to recruit, how good is the supply? What skills are required? We know
that there is abundance of supply in the labor market in our country. We produce more than we
can absorb. How many are qualified? We are talking here of the “best fit”. In the Business
Process Outsourcing (BPO), for instance, where labor demand is high, many fresh college
graduates apply but only few are taken. There is simply a mismatch between what the industry
needs and what the schools produce. In the context of these demand and supply constraints on
human resources, analysis is the key initial step in the planning process.
Forecasting
After analyzing comes forecasting. Forecasting is a science and less than an art. But it is
not an exact science. Like weather forecasting, it can be subject to certain uncertainties and in
accuracies. One can minimize errors by using some scientific methods. Human resource
planners have a choice of techniques open to them.
Demand forecasting
Demand forecasting is the process of estimating the future numbers of people required
and the likely skills and competences they will need. The ideal basis of the forecast is an annual
budget and longer term business plan, translated into activity levels for each function and
department, or decisions on ‘downsizing’. In a manufacturing company the sales budget would
be translated into a manufacturing plan giving the numbers and types of products to be made in
each period. From this information the number of hours to be worked by each skill category to
make the quota for each period would be computed. Details are required of any plans or
projects that would result in demands for additional employees or different skills: for example
setting up a new regional organization, creating a new sales department, carrying out a major
project or developing new products or services. So far as possible, plans should also be
reviewed that could result in rationalization, and possibly downsizing, as a result of a cost
reduction drive, a business process re-engineering exercise, new technology leading to
increased productivity, or a merger or acquisition.

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The demand forecasting techniques that can be used to produce quantitative estimates
of future requirements are described below.
Managerial or expert judgement
This is the most typical method of forecasting and may be linked to some form of scenario
planning. It simply requires managers or specialists to sit down, think about future workloads,
and decide how many people are needed. This can be no more than guesswork unless there is
reliable evidence available of forecast increases in activity levels or new demands for skills.
Ratio trend analysis
This is carried out by studying past ratios between, say, the number of direct (production)
workers and indirect (support) workers in a manufacturing plant, and forecasting future ratios,
having made some allowance for changes in organization or methods. Activity level forecasts
are then used to determine (in this example) direct labor requirements, and the forecast ratio of
indirects to directs would be used to calculate the number of indirect workers needed.
Work study techniques
Work study techniques can be used when it is possible to apply work measurement to calculate
how long operations should take and the number of people required. Work study techniques for
direct workers can be combined with ratio trend analysis to calculate the number of indirect
workers needed.
Forecasting skill and competence requirements
Forecasting skill requirements is largely a matter of managerial judgement. This judgement
should, however, be exercised on the basis of a careful analysis of the impact of projected
product market developments and the introduction of new technology, either information
technology or computerized manufacturing.
Supply forecasting
Supply forecasting measures the number of people likely to be available from within and outside
the organization, having allowed for attrition (labor wastage and retirements), absenteeism,
internal movements and promotions, and changes in hours and other conditions of work. The
forecast will be based on:
✓ an analysis of existing human resources in terms of numbers in each occupation, skills
and potential;
✓ forecast losses to existing resources through attrition (the analysis of labor wastage as
described in the next main section of this chapter is an important aspect of human
resource planning because it provides the basis for plans to improve retention rates);
✓ forecast changes to existing resources through internal promotions;
✓ effect of changing conditions of work and absenteeism;
✓ sources of supply from within the organization;
✓ sources of supply from outside the organization in the national and local labor markets.

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Internal Supply Considerations

Turnover rate is very important factor to be considered in your internal manpower
supply. While it is true that our average turnover in the Philippines is low compared with fully
developed countries, people who are expected to leave the company must be considered if you
want your human resource planning to be complete.
There are two kinds of turnover: resignation and dismissal
Resignation can be due to:
✓ Accepting a job elsewhere
✓ Poor health
✓ Putting one’s own business, taking up further studies or raising a family
✓ Migrating abroad
✓ Accepting a voluntary retrenchment
✓ Relocating to another place
Dismissal can be due to:
✓ Misconduct
✓ Forcible resignation due to poor performance or other reasons by paying separation pay
or “ex gratia”
✓ Authorized causes under the law such as retrenchment due to losses or to avoid losses,
automation, retirement, or sickness that will incapacitate employee for more than six (6)
months as certified to by a competent public physician.
Planning
There are several elements to human resource planning and all are equally important.
The first is the actual planning of the workforce. Even in a small business, specialized skill sets
are not always easy to source and planning for a growing workforce is critical. Planning for a
reduction in the workforce is also intensive and requires strategic thinking to work through
temporary or permanent layoffs. Legal planning and process building are used to shield the
company from legal ramifications for discrimination of workplace misconduct. The human
resources department is responsible for educating and training employees on company policy,
they handle legal aspects of the employee relationship like workers compensation and they
communicate with every department in the business. Human resources also works as a bridge
between employees and payroll by ensuring contracts are executed and honored. Effective
planning in the human resources department leaves the managers in position to focus on
meeting goals that are responsible for driving revenue rather than spending time dealing with
administrative issues and employee paperwork.
With all of the planning required, you might wonder who is actually responsible and what goes
into human resource planning. The number of people in the human resource department
ultimately depends on the company size. A small company of 5-10 people might have a single
HR administrator while a large company of one-thousand employees will have twenty or more. It
all depends on the company and their needs. A business with large seasonal hiring needs may
have more HR folks on staff to handle the intensive training and paperwork required for on-
boarding with regularity. A company with a very stable staff and little turnover will require a
smaller HR department. Human Resources management is offered as a degree path at many

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institutions and it sets the stage for a career dedicated to HR. Numerous certification programs
are also available to qualify individuals coming from other fields. It's not uncommon for
employees with administrative and management experience to make the transition into human
resources. They can do this through certification training programs. The certification courses
open the door to employees with undergraduate degrees in related fields but not a dedicate
human resources degree. The experience from a business management degree for example
will combine well with an HR certificate. To reach the human resources manager level,
employees will often work within and HR role for three to five years.
Planning for Growth

The company stands to gain returns by scaling a workforce quickly. If a plan is in place,
the company can bid on bigger contracts and effectively grow without being understaffed. The
planning aspect applies to the additions of permanent employees, temporary employees and
contract workers. A temporary growth opportunity often calls for seasonal or contract labor to
avoid a cycle of hiring and firing. Planning to meet these expectations falls on human resources.
When a company needs to grow quickly or add a large seasonal workforce, human resources
must plan for the hiring and manage recruiting. Recruiting fairs, advertising and other recruiting
events are largely responsible for locating the workforce and placing them in jobs while still
following company policies and procedures. A large retailer may hire thousands of employees
for the holiday season on temporary work arrangements. Despite being temporary, human
resources is still responsible for educating each employee on company policies, workplace
safety guidelines and their role within the company. This is often done in the form of a contract
where the employee signs off after receiving the training and agrees to follow the company
policies. This holds the employee responsible for their actions at work and protects the company
from legal actions if they fail to comply. It's especially important when large numbers of new
people are entering the workplace simultaneously. Not only does the human resource planning
and training help the new employees understand their roles and the rules, it reduces chaos and
guides everyone into position so they can begin working and executing their daily tasks.
Growth planning is also a requirement to receive contracts in many cases. Government
contracts are one common example where the company must prove they can access the
workforce necessary to complete a contract. Any large scale, contract based business deal is a
candidate for human resources planning of this nature. Failing to demonstrate an ability to
access and hire a qualified workforce may remove the company from the running for a contract.
Scaling Down
When you think about what is involved in human resource planning, scaling down and
laying off employees does not always come to mind. It is however a critical aspect of planning.
A business can lose a key client or account that results in a larger workforce than necessary.
This can capsize a business financially and scaling down becomes an unfortunate necessity.
Laying off employees can happen in a temporary or permanent fashion. Layoffs come with
some legal consequences if handled improperly and the human resources department must
ensure each layoff is justified and handled properly. They must work through the employee pool
and determine who must leave based on input from management. Determining layoffs is based
on seniority, immediate need and financial resource planning. Some employees will require
severance packages and unemployment benefit eligibility notification and guidance. Contracts

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for a severance are built by the legal team and the human resource department. A HR manager
is often present during the individual or group layoff announcement to ensure everything is
handled properly.
Planning throughout a layoff process is not only prudent for the company, it ensures the
employees have the maximum notice possible, access to unemployment benefits and a genuine
ability to move forward with their lives while seeking new work. They should also understand
why the layoffs happened so their is no lame on their shoulders. Sometimes, business just goes
in the wrong direction. Communicating this difficult message effectively requires an excellent
human resources team that really understands the process.
Productivity and Employee Wellness

Productivity in the workplace is measured by managers and department heads but
human resource planning can influence productivity through employee wellness programs and
initiatives that create a healthy and happy workplace where individuals have the energy and
positive attitudes required to succeed.
Every workplace is different but human resources departments plan to ensure employees have
the minimum number of breaks required by law. Additionally, they can introduce incentive
programs, health programs, gym membership discounts and general wellness programs to
create a healthy and productive workplace. Even the layout of furniture, introduction of plants to
an office and change in the lighting can have a major impact on employee wellness. Measuring
productivity before and after the implementation of each program can demonstrate increases in
output. Building a healthy workplace also cuts down on sick days and improves the long term
capabilities of each employee. The human resource planning behind wellness and productivity
programs can increase the bottom line in the long run while improving morale in the workplace.
HR acts as a communication tool with employees as well. They can survey employees while
ensuring that no repercussions will be executed for undesirable answers. The ability to collect
honest employee feedback functions as a key identifier for weak points in the business. The
human resources department can essentially uncover hidden issues that employees are not
comfortable resolving otherwise. The survey process can have a major positive impact on
driving a more successful business.
In addition to basic wellness and creating a positive work-space, human resources is
responsible for addressing mental health. They are a neutral resource and field reports of
harassment and workplace misconduct. This outlet is important for developing a safe place of
work for everyone. If a trend of harassment or misconduct develops, the department is
responsible for planning a course of action to resolve the issue. If they have done the planning
necessary to build an employee handbook with policies that each employee has learned and
signed in a contract, taking action is easy to justify from a legal and logical point of view. In
order to manage conflict and practice conflict resolution however, advanced planning must take
place to define clear boundaries and draw an actionable road map to effectively handle those
situations.

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Management Succession Planning

Sometimes called executive succession is a key component of human resource
planning. Because of its highly confidential nature, the document is normally separated from the
main human resource planning. Its access is limited only to the key executives, or executive
committee and the top HR executive. Replacement candidates must be identified for middle and
top management levels. Unlike the general human resource planning where the focus is on
entry-level positions and number of bodies in general, management succession planning
focuses on specific individual managers.
A good example of highly successful succession planning is Proctor and Gamble. “If I
get on a plane and it goes down, there will be somebody in this seat the next morning”, writer
Mina Kimes quoted Lafley, top performing CEO of P&G, A.G, while sitting in his Cincinnati
office. What makes Lafley confident is a rigorous leadership program called Build From Within.
It “microscopically tracks the performance of every manager, making sure that he is ready for
the next slot. At P&G says Lafley, each of the top 50 jobs already has three replacement
candidates lined up. Lafley is extremely happy with their policy of promotion from within versus
his experience of 50% fail rate when they used headhunters in the past.
Implementation and Evaluation of the HR Plan

The final step in the HR planning process is the implementation and evaluation of
results. Success is gauged on whether the plan was able to avoid a labor shortage or surplus.
As stated earlier, forecasting is not an exact science. It should therefore give allowance for
errors. The important thing is to determine which of the planning part contributed to the success
or failure. Evaluation feedback serves as diagnosis of where the process failed and how to
prevent it in the future.
A good example of the type of diagnostic work to be done was one big multinational
company in the Philippines, In the economic debacle that followed after the Benigno Aquino
assassination 1983, the company forecasted a low demand of their products and services for
the next three years which by calculation needed downsizing of its labor force by 35%. To make
the voluntary retrenchment attractive to fifteen years and up service employees who were in the
highest salary bracket, it offered a severance incentive of two and a half months pay per year of
service plus whatever retirement credits they had at the time. It turned out that the forecast of
product and service demands was underestimated. The result was disastrous. The smaller work
force could not keep up with the subsequent demand. Stretching the working hours of the
smaller work force increased significantly the overtime cost and exacted a toll on their health.
Worse was, they had to hire form outside to replace those who availed of the voluntary
retrenchment at higher salaries. Those who walked away with lucrative buyouts who were
relatively young sought employment with competitor companies.
ACTIVITIES/ASSESSMENTS
1. What is HR planning?
2. Illustrate and explain in your own words the HR planning process

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LESSON 2- EMPLOYEE RECRUITMENT
OVERVIEW
A firm is only as good as the people it recruits. Recruitment and ultimately, selection, is
critical to every organization. Firms, therefore, must strive to attract the best people to work for
them. While there is an abundant supply of labor in the Philippines, interested candidates must
pass through the rigid process of recruitment and selection to get the “best fit” people. An
organization that fails to attract the best qualified people will surely fail to meet its corporate
objectives. The firm’s performance, then depends on its ability to attract a qualified workforce
through effective recruitment strategies. Recruitment is a strategic process that connects
candidates who need what you have to offer and who possess the skills and aptitude to
accomplish your goals and objectives. The results of your recruitment will directly impact several
areas, including morale, motivation, retention, quality of your products or services and
relationships with your customers.
LEARNING OUTCOMES
✓ Define Recruitment
✓ Explain the importance of Recruitment
✓ Identify the factors affecting Recruitment
✓ Explain the Recruitment process
COURSE MATERIALS
TOPIC 1- RECRUITMENT DEFINED

Recruitment is a process of identifying, screening, shortlisting and hiring potential
resource for filling up the vacant positions in an organization. It is a core function of Human
Resource Management. Recruitment is the process of attracting the right person for the right
position and at the right time. Recruitment also refers to the process of searching for potential
candidates to meet the organization’s resource requirements. The hiring of the candidates can
be done internally i.e., within the organization, or from external sources. And the process should
be performed within a time constraint and it should be cost effective.
Recruitment is the process of identifying that the organization needs to employ someone
up to the point at which application forms have arrived at the organization.

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Recruitment remains one of the most critical functions of the human resource
department. A sloppy recruitment can result in untold costs to the corporation. There is no
available data of the average cost of recruitment in our country. But it is easy to imagine how
enormous the cost of recruitment is if the employee fails to meet your standards of performance
or commits an infraction of your rules and regulations. No matter what mode you adopt in
attracting qualified applicants, whether through advertising or other means, the cost starts from
there. Then, consider the time your staff spends in administering tests and conducting interview,
orientation and training of a selected candidate. If he fails, that’s money down the drain. The
cost is compounded when a failed employee is discharged and files an illegal dismissal case.
The litigation cost becomes more intolerable if you lose the case and your company is being
ordered to reinstate him without loss of seniority, with back wages and sometimes, with
damages. Under our laws, even if you appeal, you cannot hold in abeyance the reinstatement
pending appeal. You are made to choose between actual reinstatement or payroll
reinstatement, example is pay him without reporting to work.
TOPIC 2- IMPORTANCE OF RECRUITMENT

Recruitment is one of the most fundamental activities of the Human Resource
Department. If the recruitment process is efficient, then the organization gets happier and more
productive employees, attrition rate reduces. It builds a good workplace environment with good
employee relationships, It results in overall growth of the organization.
Here is a list that shows the purpose and importance of Recruitment in an organization:
✓ It determines the current and future job requirement.
✓ It increases the pool of job at the minimal cost.
✓ It helps in increasing the success rate of selecting the right candidates.
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✓ It helps in reducing the probability of short term employments.

✓ It meets the organization’s social and legal obligations with regards to the work force.
✓ It helps in identifying the job applicants and selecting the appropriate resources.
✓ It helps in increasing organizational effectives for a short and long term.
✓ It helps in evaluating the effectiveness of the various recruitment techniques.
✓ It attracts and encourages the applicants to apply for the vacancies in an organization.
✓ It determines the present futures requirements of the organization and plan according.
✓ It links the potential employees with the employers.
✓ It helps in increasing the success ratio of the selection process of prospective
candidates.
✓ It helps in creating a talent pool of prospective candidates, which enables in selecting
the right candidates for the right job as per the organizational needs.
TOPIC 3- FACTORS AFFECTING RECRUITMENT

Recruitment is an important function of the Human Resource Management in an
organization, and it is governed by a mixture of various factors. Proactive HR Professionals
should understand these factors influencing the recruitment and take necessary actions for the
betterment of the organization.
When the market condition changes, the organization also needs to monitor these
changes and discover how it affects the resources and analyze these functions for making
recruitment an effective process.
Internal Factors
Organizations have control over the internal factors that affect their recruitment
functions. The internal factors are:
✓ Size of organization
✓ Recruiting policy
✓ Image of organization
✓ Image of job
Size of Organization
The size of the organization is one of the most important factors affecting the recruitment
process. To expand the business, recruitment planning is mandatory for hiring more resources,
which will be handling the future operations.
Recruiting Policy
Recruitment policy of an organization, i.e., hiring from internal or external sources of
organization is also a factor, which affects the recruitment process. It specifies the objectives of
the recruitment and provides a framework for the implementation of recruitment programs.
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Image of Organization
Organizations having a good positive image in the market can easily attract competent
resources. Maintaining good public relations, providing public services, etc., definitely helps an
organization in enhancing its reputation in the market, and thereby attract the best possible
resources.
Image of Job
Just like the image of organization, the image of a job plays a critical role in recruitment.
Jobs having a positive image in terms of better remuneration, promotions, recognition, good
work environment with career development opportunities are considered to be the
characteristics to attract qualified candidates.
External Factors
External factors are those that cannot be controlled by an organization. The external
factors that affect the recruitment process include the following:
✓ Demographic factors – Demographic factors are related to the attributes of potential
employees such as their age, religion, literacy level, gender, occupation, economic
status,etc.
✓ Labor market – Labor market controls the demand and supply of labor. For example, if
the supply of people having a specific skill is less than the demand, then the hiring will
need more efforts. On the other hand, if the demand is less than the supply, the hiring
will be relative easier.
✓ Unemployment rate – If the unemployment rate is high in a specific area, hiring of

resources will be simple and easier, as the number of applicants is very high. In contrast,
if the unemployment rate is low, then recruiting tends to be very difficult due to less
number of resources.
✓ Labor laws – Labor laws reflect the social and political environment of a market, which
are created by the central and state governments. These laws dictate the compensation,
working environment, safety and health regulations, etc., for different types of
employments. As the government changes, the laws too change.
✓ Legal considerations – Job reservations for different castes such as STs, SCs, OBCs
are best examples of legal considerations. These considerations, passed by
government, will have a positive or negative impact on the recruitment policies of the
organizations.
✓ Competitors – When organizations in the same industry are competing for the best
qualified resources, there is a need to analyze the competition and offer the resources
packages that are best in terms of industry standards
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TOPIC 4- RECRUITMENT PROCESS

Recruitment is a process of finding and attracting the potential resources for filling up the
vacant positions in an organization. It sources the candidates with the abilities and attitude,
which are required for achieving the objectives of an organization. Recruitment process is a
process of identifying the jobs vacancy, analyzing the job requirements, reviewing applications,
screening, shortlisting and selecting the right candidate. To increase the efficiency of hiring, it is
recommended that the HR team of an organization follows the five best practices (as shown in
the following image). These five practices ensure successful recruitment without any
interruptions. In addition, these practices also ensure consistency and compliance in the
recruitment process.
Recruitment process is the first step in creating a powerful resource base. The process
undergoes a systematic procedure starting from sourcing the resources to arranging and
conducting interviews and finally selecting the right candidates.
Recruitment Planning
Recruitment planning is the first step of the recruitment process, where the vacant
positions are analyzed and described. It includes job specifications and its nature, experience,
qualifications and skills required for the job, etc. A structured recruitment plan is mandatory to
attract potential candidates from a pool of candidates. The potential candidates should be
qualified, experienced with a capability to take the responsibilities required to achieve the
objectives of the organization.
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Identifying Vacancy
The first and foremost process of recruitment plan is identifying the vacancy. This
process begins with receiving the requisition for recruitments from different department of the
organization to the HR Department, which contains:
✓ Number of posts to be filled
✓ Number of positions
✓ Duties and responsibilities to be performed
✓ Qualification and experience required
When a vacancy is identified, it the responsibility of the sourcing manager to ascertain whether
the position is required or not, permanent or temporary, full-time or part-time, etc. These
parameters should be evaluated before commencing recruitment. Proper identifying, planning
and evaluating leads to hiring of the right resource for the team and the organization.
Job Analysis
Job analysis is a process of identifying, analyzing, and determining the duties, responsibilities,
skills, abilities, and work environment of a specific job. These factors help in identifying what a
job demands and what an employee must possess in performing a job productively. Job
analysis helps in understanding what tasks are important and how to perform them. Its purpose
is to establish and document the job relatedness of employment procedures such as selection,
training, compensation, and performance appraisal.
The following steps are important in analyzing a job:
✓ Recording and collecting job information
✓ Accuracy in checking the job information
✓ Generating job description based on the information
✓ Determining the skills, knowledge and skills, which are required for the job
The immediate products of job analysis are job descriptions and job specifications.
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Job Description
Job description is an important document, which is descriptive in nature and contains the final
statement of the job analysis. This description is very important for a successful recruitment
process. Job description provides information about the scope of job roles, responsibilities and
the positioning of the job in the organization. And this data gives the employer and the
organization a clear idea of what an employee must do to meet the requirement of his job
responsibilities.
Job description is generated for fulfilling the following processes:
✓ Classification and ranking of jobs
✓ Placing and orientation of new resources
✓ Promotions and transfers
✓ Describing the career path
✓ Future development of work standards
A job description provides information on the following elements:
✓ Job Title / Job Identification / Organization Position
✓ Job Location
✓ Summary of Job
✓ Job Duties
✓ Machines, Materials and Equipment
✓ Process of Supervision
✓ Working Conditions
✓ Health Hazards
Job Specification
Job specification focuses on the specifications of the candidate, whom the HR team is going to
hire. The first step in job specification is preparing the list of all jobs in the organization and its
locations. The second step is to generate the information of each job.
This information about each job in an organization is as follows:
✓ Physical specifications
✓ Mental specifications
✓ Physical features
✓ Emotional specifications
✓ Behavioral specifications
A job specification document provides information on the following elements:
✓ Qualification
✓ Experiences
✓ Training and development
✓ Skills requirements
✓ Work responsibilities
✓ Emotional characteristics
✓ Planning of career
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Job Evaluation
Job evaluation is a comparative process of analyzing, assessing, and determining the relative
value/worth of a job in relation to the other jobs in an organization. The main objective of job
evaluation is to analyze and determine which job commands how much pay. There are several
methods such as job grading, job classifications, job ranking, etc., which are involved in job
evaluation. Job evaluation forms the basis for salary and wage negotiations.
Recruitment Strategy
Recruitment strategy is the second step of the recruitment process, where a strategy is
prepared for hiring the resources. After completing the preparation of job descriptions and job
specifications, the next step is to decide which strategy to adopt for recruiting the potential
candidates for the organization.
While preparing a recruitment strategy, the HR team considers the following points:
✓ Make or buy employees
✓ Types of recruitment
✓ Geographical area
✓ Recruitment sources
The development of a recruitment strategy is a long process, but having a right strategy is
mandatory to attract the right candidates. The steps involved in developing a recruitment
strategy include:
Setting up a board team
✓ Analyzing HR strategy
✓ Collection of available data
✓ Analyzing the collected data
✓ Setting the recruitment strategy
Searching the Right Candidates

Searching is the process of recruitment where the resources are sourced depending upon the
requirement of the job. After the recruitment strategy is done, the searching of candidates will be
initialized. This process consists of two steps:
✓ Source activation: Once the line manager verifies and permits the existence of the
vacancy, the search for candidates starts.
✓ Selling: Here, the organization selects the media through which the communication of
vacancies reaches the prospective candidates.
Searching involves attracting the job seekers to the vacancies. The sources are broadly
divided into two categories: Internal Sources and External Sources.
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Internal Sources
Internal sources of recruitment refer to hiring employees within the organization through:
✓ Promotions
✓ Transfers
✓ Former Employees
✓ Internal Advertisements (Job Posting)
✓ Employee Referrals
✓ Previous Applicants
External Sources
External sources of recruitment refer to hiring employees outside the organization through:
✓ Direct Recruitment
✓ Employment Exchanges
✓ Employment Agencies
✓ Advertisements
✓ Professional Associations
✓ Campus Recruitment
✓ Word of Mouth
Screening / Shortlisting
Screening starts after completion of the process of sourcing the candidates. Screening is the
process of filtering the applications of the candidates for further selection process. Screening is
an integral part of recruitment process that helps in removing unqualified or irrelevant
candidates, which were received through sourcing. The screening process of recruitment
consists of three steps:
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Reviewing of Resumes and Cover Letters

Reviewing is the first step of screening candidates. In this process, the resumes of the
candidates are reviewed and checked for the candidates’ education, work experience, and
overall background matching the requirement of the job.
While reviewing the resumes, an HR executive must keep the following points in mind, to
ensure better screening of the potential candidates:
✓ Reason for change of job
✓ Longevity with each organization
✓ Long gaps in employment
✓ Job-hopping
✓ Lack of career progression
Conducting Telephonic or Video Interview

Conducting telephonic or video interviews is the second step of screening candidates. In this
process, after the resumes are screened, the candidates are contacted through phone or video
by the hiring manager. This screening process has two outcomes:
✓ It helps in verifying the candidates, whether they are active and available.
✓ It also helps in giving a quick insight about the candidate’s attitude, ability to answer
interview questions, and communication skills.
Identifying the top candidates
Identifying the top candidates is the final step of screening the resumes/candidates. In this
process, the cream/top layer of resumes are shortlisted, which makes it easy for the hiring
manager to take a decision. This process has the following three outcomes:
✓ Shortlisting 5 to 10 resumes for review by the hiring managers
✓ Providing insights and recommendations to the hiring manager
✓ Helps the hiring managers to take a decision in hiring the right candidate
Evaluation and Control

Evaluation and control is the last stage in the process of recruitment. In this process, the
effectiveness and the validity of the process and methods are assessed. Recruitment is a costly
process, hence it is important that the performance of the recruitment process is thoroughly
evaluated.
The costs incurred in the recruitment process are to be evaluated and controlled effectively.
These include the following:
✓ Salaries to the Recruiters
✓ Advertisements cost and other costs incurred in recruitment methods, i.e., agency fees.
✓ Administrative expenses and Recruitment overheads
✓ Overtime and Outstanding costs, while the vacancies remain unfilled
✓ Cost incurred in recruiting suitable candidates for the final selection process
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✓ Time spent by the Management and the Professionals in preparing job description, job
specifications, and conducting interviews.
Finally, the question that is to be asked is, whether the recruitment methods used are valid
or not? And whether the recruitment process itself is effective or not? Statistical information on
the costs incurred for the process of recruitment should be effective.
Activities/Assessments
1. Discuss (1) internal factor and (1) external factor affecting recruitment
2. Explain the recruitment process?
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LESSON 3- RECRUITMENT POLICY
OVERVIEW
A recruitment policy is a framework that clearly outlines all your business’s recruitment
practices. The purpose of a recruitment policy is to promote consistency, transparency,
compliance and adherence to labor laws and legislation. No business can afford to be without
one. The only difference between small and large companies is the scope and complexity of the
recruitment policies they need to implement. A small business can get away with a document
comprising of only a few pages, where large companies needs a comprehensive policy with
sub-policies and addendums.
Many regard the recruitment and selection processes as peripheral to core business functions,
but that’s a misconception. It’s one of the most important functions in any organization, no
matter the size or type of business. Hiring the right candidates to maintain the success of any
business is crucial. And the work that goes into selecting your future employees is at the heart
of success.
This means that you should always have a pipeline of potential candidates to accommodate
restructuring, expansion, resignations, and retirements. This is where a solid recruitment and
selection process policy with some strategy will come in handy.
LEARNING OUTCOMES
• Explain the Recruitment Policy Objectives

• Explain the four cornerstones of a good Recruitment Policy
• Discuss the Employee Recruitment Policy of a company
COURSE MATERIALS
TOPIC 1- RECRUITMENT POLICY OBJECTIVES

It is important to adopt a recruitment policy that encompasses your firm’s code of
conduct in attracting the best qualified candidates, the rules to be followed and the standards to
be reached. The policy should be directed to the following objectives:
1. Hire the right person
2. Conduct a wide and extensive search of the potential position candidates
3. Recruit staff who are compatible with the style of management and the culture of your
company
4. Handle application with due diligence, speed, and courtesy
5. Hire from within and develop existing employees to qualify them for consideration for
promotion
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6. Make sure that no false or exaggerated claims are made in recruitment announcements
or help wanted advertisements
7. Place individuals in positions with responsibilities and train them to enhance their career
and personal development
TOPIC 2- FOUR CORNERSTONES OF A GOOD RECRUITMENT POLICY

I. Hiring philosophy
Your hiring philosophy is the starting point of your hiring policy. The opening statements
must define your company’s distinctive standpoint and attitude. This will include your brand
purpose as well as your company values and ethics. You need to expand on what your brand
has already achieved and still wants to achieve to improve the experience and lives of your
customers. Your brand purpose must be clear, compelling and written with the intent to draw the
attention of the type of people you want to attract.
Your company values and ethics must reflect transparency and honesty. There’s little value in
taking a stand on specific issues on paper while acting differently in practice. Whether it’s a
commitment to uplifting communities, up-skilling unskilled or semi-skilled workers or ensuring
diversity in the workplace, be sure to practice what you preach.
II. Hiring practices

Your hiring practices make up the bulk of your recruitment or hiring policy. Recruitment
selection and process policies can be vast and differ from one company to another, but all begin
with a vacancy.
Introduce procedures for new roles and replacement roles that include:
✓ The salary budget must be agreed and approved before a candidate search begins.
✓ Indicate who’s ultimately responsible for the approval of new hires because a new hire
must be approved before a candidate search begins.
✓ Indicate who’s responsible for writing a comprehensive job description.
✓ Indicate whether the candidate search will be managed internally, or outsourced to
external recruiters.
✓ Indicate who must be on each hiring team and where each role-player steps into the
hiring process.
✓ Establish an interview process and how interviews will be conducted, e.g. remote
interviews, one on one interviews, or panel interviews.
✓ Establish at what stage reference checks, skills assessments, psychometric tests and
other verifications must be done.
✓ Indicate who’s responsible for job offers, negotiations with candidates and on boarding
new hires.
✓ Indicate how candidate searches are projected on the company website, social media
and other hiring platforms.
In between these necessary recruitment steps, your company might need a whole lot more. You
can also implement separate steps for different vacancies like entry-level, skilled, mid-
management, senior management, and executive. Make sure that your ATS can accommodate
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for customizing your talent pipeline based on these requirements and that you can customize
user’s roles and access to facilitate differing responsibilities.
Always keep in mind that as much as your company conducts candidate searches, applicants
will judge your company by what you project and how they’re treated. Make sure your hiring
practices reflect this.
III. Hiring standards

Your hiring standards embrace transparency, compliance, and adherence to labor laws and
legislation. It’s vital that your hiring policy adheres to all local labor laws and legislation. Labor
laws can be tricky, especially if you run your business in more than one country or across
states. If you’re unsure of what laws apply it’s best to let a labor lawyer run through your policy
document before you release it. In this section, you also want to cover issues like hiring biases,
illegal interview questions, data protection and the confidentiality of candidate information, and
the employment of non-citizens. And then there are your own internal standards like whether
your company allows the hiring of relatives of existing staff or whether you’ll give first preference
to existing staff when a new vacancy comes up.
The hiring of relatives can lead to compromising situations or conflicts of interest, but some
companies are successful family businesses, so it depends on your company’s circumstances.
It’s usually accepted practice to give existing staff the opportunity to apply for vacancies before
a candidate search begins, but it isn’t always practical. Employees in small and even medium
companies might not have the depth of experience required for every vacancy. Considering
these rules and practices will help you determine your own hiring standards.
IV. Hiring vision

Your hiring vision is the conclusion of your hiring policy. Regard your hiring vision as your
company’s overall goals. Where is your business headed and what type of people do you want
to attract to help you achieve your vision? Your hiring vision should complement your hiring
philosophy. By closing your hiring policy with your hiring vision, you’re closing the circle that
encompasses and illuminates your unique brand.
Apart from product and business development and growth, your hiring vision should also include
how you see your employees growing and developing. As much as you hire staff to do the job
that they get paid for, you also want to gain employee buy-in if you want your business to
succeed. By having a hiring vision that sees employees benefiting from being employed by your
company, you earn their loyalty and buy-in to your company brand. Happy employees will
promote their employer brand, often even long after they’ve left the company to move on to
bigger things. No price can be put on customer loyalty, and at the end of the day, your
employees are your customers as well. Don’t forget to include both employee and candidate
experience in your hiring policy.
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TOPIC 3- RECRUITMENT POLICY OF A COMPANY
Objective of Recruitment Policy of a Company:

The major objective of a Recruitment Policy (Internal Hiring Policy) is to: The recruitment
procedure is just one of the most basic value included Human Resources Procedures. The
employment is particularly crucial for managers in the organization. The managers make use of
the employment process intensively, as well as contentment with Human Resources is mostly
concerning the fulfillment with the recruitment process.
Purpose of Recruitment Policy:

The purpose of recruitment policy is to ensure that rightly skilled and qualified candidate
are attracted and hired as it is mandatory for the success of an organization. To do these right
and efficient recruitment Policy methods must be chosen. Its purpose is also to have a
recruitment policy wherein recruitment and selection (as per recruitment and selection policy) of
candidates is based on fundamental principles which are explained later in the employee policy
template.
✓ Ensure clarity on the details needed to fill in a particular job vacancy.
✓ Clarity on the type of recruitment procedure to be chosen as per recruitment policy and
procedure.
✓ To have resumes of good applicants in pipeline that help in ambition recruitment.
✓ Vacant positions must be filled in timely with best utilization of available resource.
✓ All information must be provided in a concise and clear manner as per the employee
policy template.
✓ To ensure to choose the best candidate.
✓ Recruiters must be well advised to take correct recruitment decisions.
✓ Promotion of positive image of employer.
Eligibility: This recruitment and selection policy applies or includes all positions except the
CEO and senior management positions.
Policy:
✓ Our organization has a commitment towards our section of society towards providing
higher standard programs and services.
✓ The company also makes sure to attract right kind of talent by advertising for the
vacancies to follow the path of ambition recruitment.
✓ The company is also committed towards filling of vacancies through internal job posting
as and when appropriate following employment policy.
✓ The company is committed towards providing an environment that is free from all kinds
of aggressive pressure and intimidation. That gives an exemplary employment policy
examples and recruitment policy examples.
✓ The company believes in unbiased recruitment and selection and no discrimination is
made basis the age, gender, status etc. It believes in providing equal employment
opportunity to all applicants and the selection is done based on merit regarding skills,
qualification and capability.
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In order to make recognition towards following the policy rightly and implementing it correctly
within the company the responsibilities lies on senior management, the HR department and the
managers and supervisors.
Responsibility of senior management:

✓ To ensure implementation of this employment policy template within the company.
✓ To ensure that performance of the company is measured by seeking reports on the real
data on a month to month basis.
Responsibility of HR:
✓ To train all managers and supervisors on the various aspects of recruitment policy.
✓ To guide managers and supervisors regarding their role in recruitment process following
the employment policy.
Responsibility of Managers and supervisors:

✓ To follow recruitment policy sample completely.
✓ Must adhere to correct decision making.
✓ 3. To make sure correct job description is prepared for the vacant positions to solve
the purpose of recruitment policy.
✓ Must have clarity on the staffing level for their department are determined and
authorized as per recruitment policy of a company.
Underlying principles to be followed under the Recruitment Policy:

Principles of Recruitment Policy
✓ Selection will purely be on merit.
✓ The information regarding vacancies will be informed to the candidate via internal or
external advertisement as per recruitment policy PDF.
✓ Candidates are requested to provide only relevant information as per the job vacancy.
✓ All information received from the applicant will be kept confidential.
✓ All information provided by candidate in such a manner that correct decision regarding
suitability of profile can be taken.
✓ Company ensures that recruitment and selection is conducted in a professional, timely
and responsive manner following recruitment and selection policy sample.
✓ In order to meet with the principles, it is ensured that appropriate training and support is
given to all employees involved in training and development f ollowing principles of
recruitment policy.
✓ Recruitment and selection must be conducted in completely professional manner so that
the image of company is enhanced.
✓ The company believes in adopting best practice in its recruitment and selection policy
sample.
✓ The recruitment and selection must happen in a cost-effective manner.
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Steps of recruitment and selection process:

Preparation stage:
1. This is the first stage of recruitment and selection process under recruitment policy of a
company.
2. The recruitment and selection process cannot begin until/unless complete analysis for
the need of role is done.
3. All new role must have defined level, grade and position before the recruitment and
selection process begins. Details mentioned in employee policy template.
4. All approvals should be in place before the commencement of recruitment and selection
procedure as per recruitment policy and procedures.
5. For any assistance in recruitment and selection HR must be contacted to have clarity on
recruitment policy.
Job description:
✓ A clear and concise job description must be created.
✓ The job description must clearly reflect all aspects of a job.
✓ The skills, experience, qualification, aptitude required for the particular position should
be mentioned in the job description.
Pre-Recruitment phase guidelines:

1. Job description with all relevant details must be prepared for all the current
vacancies or any vacancy foreseen in nearby future. Data can be obtained as per
Hiring Policy.
2. All details for a particular vacancy must be posted. Details includes the duties and
responsibilities for a particular position, the level for which hiring is being done. Is it a
permanent position or a contractual one, duration of the job, details on shift timings if
any, and the job location.
3. Posting the advertisement internally or externally must be done after drafting the job
description.
4. Whenever there is vacancy, it is responsibility of the manager to give details on various

parameters which includes skill set required, total years of experience and qualification.
5. If no description is available for a given position it is the responsibility of the manager to

draft one and get it approved by the human resource department.
6. In case a new position is created it is the responsibility of the human resource

department and the manager to draft details for the position in coordination.
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7. Before the recruitment process starts it is responsibility of HR to check in if the relevant

position details are available or not. Is HR clearly checking recruitment and selection
policy sample.
8. All necessary approvals must be taken in advance before the commencement of

recruitment phase.
9. In case a vacancy can be filled in internally, it is responsibility of the manager to match

the position details with the details of the candidate who can fill in the position.
Appropriate approvals should be taken before any such internal movement.
Advertising:
Internal advertising
Internal advertising is used when a particular vacancy can be filled with a candidate already
working in the company also the manager/supervisor are willing to absorb the talent internally
rather looking for external talent. Mostly internal advertisement is done on the intranet or notice
board. However, vacancy can be discussed in meetings as well.
Process of internal advertising:

1. To fill in the position through internal advertisement it is necessary to take all the
approval first. Managers need to take approval from HR. Once approved the process of
recruitment begins.
2. Once HR is notified on internal filling of vacancy by the relevant department.
HR is suppose to do the following:

✓ Post the details of vacancy which includes position, skills required, level for which hiring
is done, experience required.
✓ Outline of the position.
How to apply for internal vacancy:

✓ The interested candidate can send their CV with cover letter (n regarding why they want
to apply for this position) to the supervisor with all relevant details.
✓ The CV is sent for acceptance and processing it further.

✓ The candidate whose work experience, skills, qualification matched with the profile is
called for an interview.
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✓ Normal recruitment and selection process are carried out in case of internal
advertisement.
External advertisement:
Advertisement which is done with a source external to organization is known as external
advertisement. It is generally done through internet or by external employment services.
Process of external advertisement

1. External advertisement is used when a particular position can’t be filled in internally.
2. The position is advertised widely.
3. The HR department designs the outline of the external advertisement which carries
various details like skills required, experience, qualification etc.
4. Once advertisement is designed, it is sent to concerned manager for approval.
5. Once approved, HR post the advertisement externally.
6. HR Monitors/Manages the response received through external advertisement and
monitors the placement of advertisement.
7. Normal recruitment and selection process happens after short listing of desired profile.
How to apply for external advertisement:

✓ The interested candidates can send their CV at the email address mentioned in the
advertisement.
✓ CV once received are checked whether it matches with the required skill set, experience,
qualification or not. If it matches candidates are called in for interview.
✓ Normal recruitment and selection process follows.
Use of recruitment consultant

✓ Recruitment consultants are used by the organization as one of the source of external
advertising.
✓ HR is the first contact point to hire a candidate from recruitment consultant.
✓ The vacancy details and positions are discussed with HR by hiring manager.
✓ These details along with job description are shared with the recruitment consultant by
HR.
✓ It is responsibility of HR to ensure that the recruitment consultant adhere to company’s
recruitment and selection policy.
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Process to be followed for recruitment consultant:

1. HR receives the vacant position details from the managers /supervisors.
2. HR designs the relevant job description and shares it with the recruitment consultant
with vacancy details.
3. Recruitment consultant receives the application by posting their advertisement and after
initial screening sends it to HR.
4. HR sends the shortlisted profile to manager for interview.
Screening of application
1. It is the task of external recruitment consultant to screen the applicant against the given
vacant position
2. when recruitment consultant contacted for any vacancy. Resumes are screened against
the given vacant position so that decision can be made regarding the relevant profiles.
3. CV's of candidate which matches with the given profile are shortlisted for an interview.
Guidelines for an Interview

1. Basic purpose of an interview is to give and get information which helps in making a
decision whether a candidate is suitable or not.
2. Every individual have their own interviewing style however there are certain parameters
which need to be followed while conducting an interview.
Steps for conducting an interview:

✓ Screen the resume well before the interview starts and it will help and make a manager
feel more confident and comfortable.
✓ Review the resume to check is it meeting the following requirements:
a) Basic qualification needed to carry out the job.
b) Total work experience along with specialization in given area.
c) Skills which are needed to perform a given job and also to check if the candidate
posses some extra skills which can also be required for the given position.
✓ Make the environment friendly and comfortable. The candidate must feel the ease in
conversation.
✓ The interview must not get distracted; the interviewer must keep a control over the
interview so that meaningful discussion happens.
✓ Try getting the relevant information by putting in questions which compel candidate to
answer all that manager need to know.
✓ Interview must not be generic discussion session where candidate is sharing only what
he/she wants to share instead they must share what interviewer wants to know.
✓ Communication during the interview session must be smooth. All the barriers while
answering the question must be removed.
✓ The interviewer must try getting all relevant questions answered and all related topics
must be covered.
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✓ If any aspect is still not clear the interviewer should ask the question again by rephrasing
it or it can also be done by returning to it in the later part of interview session so that
clarity is obtained on that particular aspect.
✓ Well prepare the stage.
✓ Interview must be conducted in a meeting room.
✓ There should not be any disruptions due to mobile, laptop etc.
✓ It is generally preferred to have a round table discussion with the candidate so that
candidate can have comfortable conversation with everyone present in the room.
✓ There must be proper introduction of all members in the interview panel and the
candidate.
✓ The interviewer must try to keep the conversation straight and structured.
✓ Body language must be relaxed.
✓ Form an agenda.
✓ Discuss the duties and responsibilities involved in the job
✓ Determine the total time that can take place.
✓ Provide candidate with description of duties and responsibilities of the job.
✓ Collect information. The structured questions must be put to the candidate so that all
relevant information can be obtained.
✓ However, some flexibility is required in case some questions arise due to some flexibility
in the conversation.
✓ Try to get both the positive and negative aspects of the candidate and try to match with
the requirements.
Reserve some time for discussion on general topics.
Try to have discussion on additional skills which candidate possess which have yet not been
discussed.
Reference checks:
1. After interview is conducted the next important step includes reference check. It must be
ensured that proper reference check has been done for the candidate before offering an
offer of employment to him/her.
2. Reference checks must be done by HR and it should be done at least by 2 people the
candidate has mentioned under reference column of his/her interview form.
3. Details of reference must be clearly mentioned in employee application form for future
references.
Written offer and documentation

Short listing of Internal Candidate:
1. After the selection phase it can be an internal or external candidate who gets shortlisted
for final offer.
2. In case an internal candidate is shortlisted finally, the recruitment manager must inform
the HR and head of department.
3. An internal transfer letter need to be prepared for the finally selected internal candidate
but before documentation it is must to take HOD and directors approval on the same and
it need to be forwarded to Human resource department.
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4. Once approval is received by HR, they will prepare a transfer offer letter. A copy of the
transfer offer letter need to be signed by the employee and returned to HR.
5. The documentation need to be kept in employee personnel records.
Short listing and documentation of external candidate:

1. In case an external candidate is finally shortlisted, the reporting manager must make a
verbal offer to him/her.
2. After the verbal offer a written letter of offer will be made to the external candidate.
3. This letter of offer would contain a start date, compensation details, level, designation
position and terms and conditions of employment related to the employee.
4. The employee must keep one copy of offer and one duly signed copy with terms and
conditions must be returned to HR.
5. The manager is responsible to coordinate with HR to ensure that the necessary
documentation, equipments and access privilege are prepared for the new employee.
6. It is the responsibility of HR department to send an induction kit to the new employee.
Information regarding unsuccessful candidate:

It is responsibility of HR to notify the unsuccessful candidates that they have not been
shortlisted. In case an external recruitment consultant services has been used. HR to notify the
recruitment consultant of unsuccessful candidates.
Selection Phase:
1. Short listing must be done by at least 2 people to avoid any kind of biased approach.
2. The candidate must meet the requirement needed for the particular profile.
3. A member of HR will normally be there in the selection process.
4. All the details regarding the selection must be shared with candidate who includes any
kind of tests etc. Minimum 7 days should be given for that.
5. The candidate whether it’s internal or external must be assessed without any kind of
baseness. Only the candidate whose skills, experience, aptitude completely matches
with the required criteria should be shortlisted. No suppositions to be made.
6. Managers should consult with the HR department if they require any assistance with
selection process.
7. References are being checked on the details as shared by the candidate.
8. Any checks which may form part of selection process should be conducted prior to
issuing of offer of employment.
Induction:
It is the final stage of recruitment process. Once successful candidate has accepted the
offer of employment and a start date is agreed, HR is responsible f or preparing a
comprehensive induction program for new employee
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Revision of the policy

The company reserves the right to revise, modify any or all clauses of this policy depending
upon demand of business.
Explanation of the policy

Corporate HR department will be sole authority to interpret the content of this policy.
1. Write an essay about the significance of Recruitment Policy in the overall success of
Recruitment and Selection in a corporate company.
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LESSON 4- TYPES OF RECRUITMENT
OVERVIEW
For any organization, recruitment is a crucial part of developing and maintaining an
effective and efficient team. A good recruitment strategy will cut down the wastage of time and
money, which would have incurred for extensive training and development of unqualified
resources. Have you ever thought of, how a recruiter finds the right candidates? Recruiters use
different methods to source, screen, shortlist, and select the resources as per the requirements
of the organization. Recruitment types explain the means by which an organization reaches
potential job seekers.
LEARNING OUTCOMES
✓ Explain the Internal Recruitment Methods.
✓ Identify External Recruitment Methods
COURSE MATERIALS
TOPIC 1- INTERNAL RECRUITMENT METHODS

Internal sources of recruitment refer to hiring employees within the organization
internally. In other words, applicants seeking for the different positions are those who are
currently employed with the same organization. At the time recruitment of employees, the initial
consideration should be given to those employees who are currently working within the
organization. This is an important source of recruitment, which provides the opportunities for the
development and utilization of the existing resources within the organization. Internal sources of
recruitment are the best and the easiest way of selecting resources as performance of their
work is already known to the organization.
Promotions
Promotion refers to upgrading the cadre of the employees by evaluating their performance in
the organization. It is the process of shifting an employee from a lower position to a higher
position with more responsibilities, remuneration, facilities, and status. Many organizations fill
the higher vacant positions with the process of promotions, internally.
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Transfers
Transfer refers to the process of interchanging from one job to another without any change in
the rank and responsibilities. It can also be the shifting of employees from one department to
another department or one location to another location, depending upon the requirement of the
position.
Let’s take an example to understand how it works. Assume there is a finance company called
ABC Ltd. Having two branches, Branch-A and Branch-B, and an employee from Branch-A
resigned from his job responsibilities. Hence, this position has to be filled for the continuation of
the project in Branch-A. In this scenario, instead of searching or sourcing new candidates, which
is time consuming and expensive, there is a possibility of shifting an employee from Branch-B to
Branch-A, depending upon the project requirements and the capabilities of that respective
employee. This internal shifting of an employee from one branch to another branch is called as
Transfer.
Recruiting Former Employees

Recruiting former employees is a process of internal sources of recruitment, wherein the ex-
employees are called back depending upon the requirement of the position. This process is
cost-effective and saves plenty of time. The other major benefit of recruiting former employees
is that they are very well versed with the roles and responsibilities of the job and the
organization needs to spend less on their training and development.
Internal Advertisements (Job Posting)

Internal Advertisements is a process of posting/advertising jobs within the organization. This job
posting is an open invitation to all the employees inside the organization, where they can apply
for the vacant positions. It provides equal opportunities to all the employees working in the
organization. Hence, the recruitment will be done from within the organization and it saves a lot
of cost.
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Employee Referrals
Employee referrals is an effective way of sourcing the right candidates at a low cost. It is the
process of hiring new resources through the references of employees, who are currently
working with the organization. In this process, the present employees can refer their friends and
relatives for filling up the vacant positions. Organizations encourage employee referrals,
because it is cost effective and saves time as compared to hiring candidates from external
sources. Most organizations, in order to motivate their employees, go ahead and reward them
with a referral bonus for a successful hire.
Previous Applicants
Here, the hiring team checks the profiles of previous applicants from the organizational
recruitment database. These applicants are those who have applied for jobs in the past. These
resources can be easily approached and the response will be positive in most of the cases. It is
also an inexpensive way of filling up the vacant positions.
Pros and Cons of Internal Sources of Recruitment

✓ It is simple, easy, quick, and cost effective.
✓ No need of induction and training, as the candidates already know their job and
responsibilities.
✓ It motivates the employees to work hard and increases the work relationship within the
organization.
✓ It helps in developing employee loyalty towards the organization.
The drawbacks of hiring candidates through internal sources are as follows:
✓ It prevents new hiring of potential resources. Sometimes, new resources bring innovative
ideas and new thinking onto the table.
✓ It has limited scope because all the vacant positions cannot be filled.
✓ There could be issues in between the employees, who are promoted and who are not.
✓ If an internal resource is promoted or transferred, then that position will remain vacant.
✓ Employees, who are not promoted, may end up being unhappy and demotivated.
TOPIC 2- EXTERNAL RECRUITMENT METHODS

External sources of recruitment refer to hiring employees outside the organization
externally. In other words, the applicants seeking job opportunities in this case are those who
are external to the organization. External employees bring innovativeness and fresh thoughts to
the organization. Although hiring through external sources is a bit expensive and tough, it has
tremendous potential of driving the organization forward in achieving its goals. Let us now
discuss in detail the various external sources of recruitment.
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Direct Recruitment
Direct recruitment refers to the external source of recruitment where the recruitment of qualified
candidates are done by placing a notice of vacancy on the notice board in the organization.
This method of sourcing is also called as factory gate recruitment, as the blue-collar and
technical workers are hired through this process.
Employment Exchanges
As per the law, for certain job vacancies, it is mandatory that the organization provides details
to the employment exchange. Employment exchange is a government entity, where the details
of the job seekers are stored and given to the employers for filling the vacant positions. This
external recruitment is helpful in hiring for unskilled, semi-skilled, and skilled workers.
Employment Agencies
Employment agencies are a good external source of recruitment. Employment agencies are
run by various sectors like private, public, or government. It provides unskilled, semi-skilled and
skilled resources as per the requirements of the organization. These agencies hold a database
of qualified candidates and organizations can use their services at a cost.
Advertisements
Advertisements are the most popular and very much preferred source of external source of
recruitment. The job vacancy is announced through various print and electronic media with a
specific job description and specifications of the requirements. Using advertisements is the
best way to source candidates in a short span and it offers an efficient way of screening the
candidates’ specific requirements. Let’s take an example. Assume that there is a Sales
Company called XYZ Ltd which has got a new project of selling a product in a short span of
time, as the competition is very high. In this scenario, choosing the specific recruitment plays a
vital role. Here the ideal type of recruitment which should be chosen is Advertisement.
Advertisement is the best suitable practice for this kind of hiring, because a large volume of
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hiring in a short span can be done through Advertisement only. Advertisement is one of the
costliest way to recruit candidates, but when time and number are important, then
advertisement is the best source of recruitment.
Professional Associations
Professional associations can help an organization in hiring professional, technical, and
managerial personnel, however they specialize in sourcing mid-level and top-level resources.
There are many professional associations that act as a bridge between the organizations and
the job-seekers.
Campus Recruitment
Campus recruitment is an external source of recruitment, where the educational institutions
such as colleges and universities offers opportunities for hiring students. In this process, the
organizations visit technical, management, and professional institutions for recruiting students
directly for the new positions.
Word of Mouth Advertising

Word of mouth is an intangible way of sourcing the candidates for filling up the vacant
positions. There are many reputed organizations with good image in the market. Such
organizations only need a word-of-mouth advertising regarding a job vacancy to attract a large
number of candidates.
Pros and Cons of External Sources of Recruitment

✓ It encourages new opportunities for job seekers.
✓ Organization branding increases through external sources.
✓ There will be no biasing or partiality between the employees.
✓ The scope for selecting the right candidate is more, because of the large number
candidates appearing.
The disadvantages of recruiting through external sources are as follows:
✓ This process consumes more time, as the selection process is very lengthy.
✓ The cost incurred is very high when compared to recruiting through internal sources.
✓ External candidates demand more remuneration and benefits.
To conclude, the HR department should be flexible enough to choose between internal or

external methods of recruitment, depending upon the requirement of the organization.
1. Discuss the different methods of internal and external recruitment and identify its
advantages and disadvantages in the process of employee recruitment.
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LESSON 5- ONLINE RECRUITMENT
OVERVIEW
Online recruitment is often a practical and efficient way to find qualified candidates to fill
positions in your business. This can be done by posting available positions on job boards and
by reviewing candidate profiles. Websites designed to unite candidates with employers often
prescreen applicants and check references before you even begin looking at those desiring to
be hired. The trickiest part of online recruiting may be deciding the best way to introduce a job
offer to a candidate. Many individuals may be currently employed or otherwise disinterested in
new job listings. Bothersome emails from a recruiter may lead to complaints and a negative
association with the represented organization. The most effective way to contact any potential
employee is for the recruiter to stand in as an informational resource for the individual to give
him or her reason to respond to your email. Offering material such as career advice, salary
information and other data gives the recruiter added value as a contact point.
By creating an online listing for your company you are ensuring that the position is seen by a
larger variety of candidates than traditional newspapers, and is also a likely indicator that the
applicant has at least basic computer skills. With an increased number of applicants you are
creating a wider selection of employees to choose from, ensuring you are locating the best-
qualified individual for the job. When browsing the profiles of potential employees you should be
looking at references, employment history, and the overall quality of a resume. Because most
applications and resumes are listed right on the web it also cuts down on the paper documents
you need to keep track of in the office.
LEARNING OUTCOMES
• Discuss the importance of organizing function

• Illustrate and explain the different organizational structures
• Explain the common elements of an organization
COURSE MATERIALS
TOPIC 1- ONLINE RECRUITMENT DEFINED

Online recruitment is the process of using the Internet to actively seek out and recruit
talented candidates for an organization. The Internet has quickly become one of the primary
recruitment tools for both internal recruitment and talent acquisition committees and third-party
talent search companies. With readily available public and niche electronic job boards, social
media, specialized business networking sites, and other forums, the size of the potential
candidate pool has increased exponentially for organizations everywhere. The primary goal of
Internet recruiting is the same as traditional recruiting: to find suitable talent to employ.
However, this emerging recruitment tool is most frequently called upon for a quick employment
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solution if, after searching the corporate database for candidates, a recruiter is unable to find
suitable talent.
In addition to the now conventional social networking recruitment tools, recruiters may
find the use of more targeted association sites to help narrow the candidate pool and make sure
efforts are not being wasted on uninterested parties. Local business forums, supported by a city
or regional website, frequently have job boards hosting local businesses and may also keep
member directories and contact information useful to recruiters. Industry sites typically have
databases of resumes and direct discussion forums that can facilitate direct electronic contact
with a candidate.
Online recruitment can also be done through a company website. Many businesses now
offer an "employment opportunity" or career page section and have created an online
application, which is sent directly to human resources personnel. These applications can be
filed until an available position is opened and can be a great way to create a database of
available workers before they are even needed.
TOPIC 2- ONLINE RECRUITING TOOLS AND TECHNIQUES

It's no secret that the longer the recruitment process takes, the more it costs. But it's not
always easy to know how to recruit employees online without using complex and expensive
tools. Fortunately, though, the extensive costs associated with extended vacancies can be
avoided by strengthening the speed and cost-effectiveness of your recruiting.
1. Online Recruiting Techniques and Strategies

Write a Job Description that Shows Your Company's Personality
✓ If you can make your company's personality shine in your job description, then you will
generate more interest for your job and the candidates who apply are more likely to fit
with your company's culture, letting you reach your final decision faster.
Strengthen Your Employer Brand

✓ Your employer brand is very important for generating interest in your open jobs and,
ultimately very important for making faster hires.
✓ If candidates can see enough evidence that you're a great company to work for, they will
be more engaged in the interview process, which is crucial for hiring the best candidates
with many employment options.
Use a Range of Candidate Sources

✓ A diverse range of candidate sources can help to improve the speed of your recruitment.
You will get more candidates and you will also be more insulated from one of your main
sources failing to produce any finalist candidates.
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Use Collaboration Tools on the Recruiting/Hiring Team

✓ A lot of time can be lost from miscommunication or slow collaboration on the
recruiting/hiring team. Tools like Slack, G Suite and Evernote can be great platforms for
the hiring team to communicate and collaborate with each other.
Identify Passive Candidates

✓ Passive candidates are people who want to work for your company, but just don't know it
yet (read: they already have a job they're pretty happy with). Many professionals make
their entire resumes available online on professional networks, and searching these
networks, and the portfolio sites of the candidates you identify, can lead to securing the
interest of passive candidates and, ultimately, skilled contacts for job openings.
2. Online Recruiting Strategies and Methods

Build Your Employer Brand on Social Media
✓ A key part of learning how to recruit employees online is by leveraging social media
platforms. Social media is a fantastic tool for building your employer brand. From fun
videos made by your employees on Facebook to insightful articles posted to LinkedIn by
members of management, social media platforms let you put out a variety of engaging,
employer brand-building content for the best candidates to fall in love with.
Nurture Passive Candidates

✓ Passive candidates must be nurtured in order to be a legitimate candidate source. Build
relationships with passive candidates on the basis of providing valuable information, like
interesting content your company has published/sponsored and upcoming job openings
at your company.
Use Tools for Contacting Candidates

✓ Thanks to new tools, just about any potential candidate's email address can be found
online. Here are a few good options for contact info sourcing tools:
✓ RocketReach takes people's contact information from public sources with packages
starting at $59/month for 300 lookups per month.
✓ Hikido reveals email addresses for anyone with a GitHub profile. This tool is great for
technical sourcing.
✓ Clearbit Connect finds email addresses and sends contextual information about people
to your inbox, such as social profiles and the current company they work for.
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Encourage Employees to Use Social Media to Promote Open Roles

✓ Social media can be a great tool for promoting your job to the personal and professional
networks of your employees. Asking them to share your job description with former
colleagues or even creating a status saying you're hiring is a free way to tap the
connections of your employees.
Encourage Employees to Share Their Experiences on Glassdoor
✓ Professionals look for reviews of current and former employees to make up their minds
about job opportunities, so encourage employees to share their experience at your
company on Glassdoor.
Incorporate Design in Your Job Ads
✓ Your company Glassdoor, LinkedIn, Facebook and Twitter accounts are great platforms
for visually engaging ads and graphics to accompany news of your job opening. Having
the best minds on your design, marketing and recruiting teams collaborate will yield
more engaging ads and more candidate interest, setting you up to make a hire faster,
which is always cheaper.
3. Online Tools for Sourcing

Glassdoor
✓ If you're wondering how to recruit employees online, Glassdoor is just about as easy-to-
use and effective as it gets! Glassdoor helps you reach and influence top quality
candidates with a suite of employer branding tools. Professionals trust peer reviews over
other information sources when evaluating companies, so encourage your employees to
express themselves online.
✓ Glassdoor has also recently launched a partnership with Indeed, which means
employers can now tell their brand story across two industry-leading platforms to help
you more effectively find, hire and retain the right talent. Sponsoring a job on Indeed will
now get your job posted on Glassdoor too. We're thrilled to be officially rolling out this
partnership between Glassdoor and Indeed, which will bring you the best of both worlds
- world-class employer branding and insights along with unrivaled candidate reach. For
more details, please visit our FAQs on our Employer Help Center.
LinkedIn
✓ LinkedIn is one of the best known professional networks and is an excellent source for
passive candidates.
Social Media
✓ Social media platforms can be a great tool for generating candidate interest in your
company. Post fun, interesting content that you publish and photos and videos of the
work that your employees are doing. Posting interviews with employees as you promote
your job is a great way to get the best candidates familiar with life at your company.
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Online Communities
✓ Online communities and forums can be great sources for quickly identifying talented
professionals online, like Stackoverflow for programmers. Searching for "[Job title]
professional group" or "[Job title] professional forum" will yield many results.
Social Media Groups

✓ Searching social media groups give you free access to a huge number of job and
career-specific talent pools that can lead to identifying many viable passive candidates.
4. HR and Hiring Selection Tools

Video Interview Tools
✓ Free video interview tools like Skype help to streamline the interview process for both
interviewers and candidates.
Applicant Tracking Systems
✓ Applicant Tracking Systems that allow you to evaluate candidates more efficiently, like
Greenhouse, can help to accelerate the candidate selection process.
Learning Tools
✓ Offering learning tools like Lessonly to employees is a boost to your employer brand,
and offering new hires access to these online tools will help them hit the ground running
at your company.
Candidate Satisfaction Surveys

✓ Creating candidate satisfaction surveys is a great way to improve your recruitment
process and your employer brand. Online survey tools like Survey Monkey and Google
Forms make it easy to get this valuable information from candidates. This way , you can
further improve the speed of your recruitment process.
Background Check Tools

✓ Background checks are an important tool for evaluating candidates and online
background check tools like HireRight and Checkr can be faster than traditional
background check services.
Reference Check Tools

✓ Reference check tools like Checkster will help to speed up the candidate certification
process and free up your recruiting team to source and do other vital work.
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5. Online Tools for Skills Testing

Skill Testing Tools
✓ Skill testing tools like eSkill and Interview Mocha help to vet the hard skills of candidates
before they come in for interviews, giving candidates the freedom to complete technical
skill tests at their leisure and ensuring that you don't waste hiring managers' time with
unqualified candidates.
Programming Challenges
✓ Programming challenge sites have very engaged, talented communities and some sites
that have built-in sourcing tools for employers and the option to sponsor challenges and
contests of your own.
Psychometric Tools
✓ Psychometric testing tools like Mindtools and Peoplogica can reveal traits in candidates
that are essential for high performance in the job you are hiring for.
1. Discuss the impact of online recruitment in today’s business
2. Explain the different online recruitment tools and techniques
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LESSON 6- EMPLOYEE SELECTION
OVERVIEW
Recruitment is a function of attracting the best possible candidates to fill up a vacant
position. The hardest part is to select from among the best. Selection is a critical component to
the growth of your organization. The responsibility of effective selection rests on the partnership
between the human resource professionals and line managers. The human resource
department takes initial responsibility in selecting the candidates which includes the
administration of selection devices such as testing up to short-listing. The operating or line
manager makes the hiring decision. The dilemma facing most companies is how to select and
hire the most appropriate candidate. Organizations at some point hired somebody not working
out, costing time and money. Hiring the first candidate that meets most of the requirements may
not be the best option. Sometimes, it may work out well but more often than not, it results in a
bad hire and an anticipated termination.
LEARNING OUTCOMES
• Define Employee Selection

• Identify the importance and advantages of Selection
• Explain the Selection Process
COURSE MATERIALS
TOPIC 1- SELECTION DEFINED

Selection is the process of picking or choosing the right candidate, who is most suitable
for a vacant job position in an organization. In other words, selection can also be explained as
the process of interviewing the candidates and evaluating their qualities, which are required for
a specific job and then choosing the suitable candidate for the position. The selection of a right
applicant for a vacant position will be an asset to the organization, which will be helping the
organization in reaching its objectives.
Different authors define Selection in different ways. Here is a list of some of the definitions:
✓ Employee selection is a process of putting a right applicant on a right job.
✓ Selection of an employee is a process of choosing the applicants, who have the
qualifications to fill the vacant job in an organization.
✓ Selection is a process of identifying and hiring the applicants for filling the vacancies in
an organization.
✓ Employee selection is a process of matching organization’s requirements with the skills
and the qualifications of individuals.
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A good selection process will ensure that the organization gets the right set of employees
with the right attitude.
TOPIC 2- IMPORTANCE OF SELECTION

Selection is an important process because hiring good resources can help increase the
overall performance of the organization. In contrast, if there is bad hire with a bad selection
process, then the work will be affected and the cost incurred for replacing that bad resource will
be high. The purpose of selection is to choose the most suitable candidate, who can meet the
requirements of the jobs in an organization, who will be a successful applicant. For meeting the
goals of the organization, it is important to evaluate various attributes of each candidate such as
their qualifications, skills, experiences, overall attitude, etc. In this process, the most suitable
candidate is picked after the elimination of the candidates, who are not suitable for the vacant
job. The organization has to follow a proper selection process or procedure, as a huge amount
of money is spent for hiring a right candidate for a position. If a selection is wrong, then the cost
incurred in induction and training the wrong candidate will be a huge loss to the employer in
terms of money, effort, and also time. Hence, selection is very important and the process should
be perfect for the betterment of the organization.
Advantages of Selection
A good selection process offers the following advantages:
✓ It is cost-effective and reduces a lot of time and effort.
✓ It helps avoid any biasing while recruiting the right candidate.
✓ It helps eliminate the candidates who are lacking in knowledge, ability, and proficiency.
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✓ It provides a guideline to evaluate the candidates further through strict verification and
reference-checking.
✓ It helps in comparing the different candidates in terms of their capabilities, knowledge,
skills, experience, work attitude, etc.
A good selection process helps in selecting the best candidate for the requirement of a
vacant position in an organization.
TOPIC 3- SELECTION PROCESS

Selection is very important for any organization for minimizing the losses and maximizing
the profits. Hence the selection procedure should be perfect. A good selection process should
comprise the following steps:
1. Employment Interview: Employment interview is a process in which one-on-one session

in conducted with the applicant to know a candidate better. It helps the interviewer to
discover the inner qualities of the applicant and helps in taking a right decision.
2. Checking References: Reference checking is a process of verifying the applicant’s

qualifications and experiences with the references provided by him. These reference
checks help the interviewer understand the conduct, the attitude, and the behavior of the
candidate as an individual and also as a professional.
3. Medical Examination: Medical examination is a process, in which the physical and the
mental fitness of the applicants are checked to ensure that the candidates are capable of
performing a job or not. This examination helps the organization in choosing the right
candidates who are physically and mentally fit.
4. Final Selection: The final selection is the final process which proves that the applicant
has qualified in all the rounds of the selection process and will be issued an appointment
letter.
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A selection process with the above steps will help any organization in choosing and
selecting the right candidates for the right job.
1. Discuss the significance of employee selection in the overall success of the company
2. Explain each step in the selection process
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LESSON 7- SELECTION ASSESMENTS METHODS
OVERVIEW
Organizations compete fiercely in the war for talent. Many invest an enormous amount of
money, time and other resources in advertising and recruiting strategies to attract the best
candidates. This is because today’s executives understand that one of the most important
resources in organizations if not the most important is human resources. Yet, when it comes to
actually assessing which job candidates are likely to perform most effectively and make the
most significant contributions, a large number of organizations employ rudimentary and
haphazard approaches to selecting their workforces. This represents a serious disconnect for
organizations that purport to have a strategic focus on increasing their competitive advantage
through effective talent management. The disconnect stems from the fact that many
organizations fail to use scientifically proven assessments to make selection decisions, even
though such assessments have been shown to result in significant productivity increases, cost
savings, decreases in attrition and other critical organizational outcomes that translate into
literally millions of dollars. Thus, there are real and very substantial bottom-line financial results
associated with using effective assessments to guide selection decisions. One reason why more
organizations do not use rigorous assessments to select employees is because many
executives and HR professionals have misconceptions about the value of using them.
LEARNING OUTCOMES
• Explain the different Selection Assessments Methods
COURSE MATERIALS
TOPIC 1- TYPES OF INTERVIEW

An interview is a purposeful exchange of ideas, the answering of questions and
communication between two or more persons. Generally, an interview is a process of private
meeting conversation between people, where questions are asked and answered, for obtaining
information about qualities, attitudes, prospectus etc. An interview refers to a conversation with
one or more persons acting as the role of an interviewer who ask questions and the person who
answers the questions acts as the role of an interviewee. The primary purpose of an interview is
to transfer information from interviewee to interviewer. Interviews can be either formal or
informal, structured or unstructured. Interviews can be carried out one-to-one or in groups; they
can be conducted over telephone or via video conferencing.
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Depending up the requirements, situations, locations and time, the interviews are
broadly classified into ten different categories. Recruiters should be knowledgeable enough to
understand which type of interview should be used when.
The ten different types of interviews are as follows:
1. Structured Interview:
✓ In this type, the interview is designed and detailed in advance. A structured interview is
pre-planned, accurate, and consistent in hiring the candidates.
2. Unstructured Interview:
✓ This type of interview is an unplanned one, where the interview questionnaire is not
prepared. Here, the effectiveness of the interview is very less and there is a tremendous
waste of time and effort of both the interviewer and the interviewee.
3. Group Interview:
✓ In this type of interview, all the candidates or a group of candidates are interviewed
together. Group interviews are conducted to save time when there is a large number of
applications for a few job vacancies. A topic will be given to discuss among the
candidates and the interviewer judges the innovativeness and behavior of each
candidate in the group.
4. Depth Interview:
✓ Depth interview is a semi-structured interview, where the candidates have to give a
detailed information about their education background, work experience, special
interests, etc. And the interviewer takes a depth interview and tries in finding the
expertise of the candidate.
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5. Stress Interview:
✓ Stress interviews are conducted to discover how a candidate behaves in stressful
conditions. In this type of interview, the interviewer will come to know whether the
candidate can handle the demands of a complex job. The candidate who maintains his
composure during a stress interview is normally the right person to handle a stressful
job.
6. Individual Interview:
✓ In an individual interview, the interview takes place one-on-one i.e., there will be a verbal
and a visual interaction between two people, an interviewer and a candidate. This is a
two-way communication interview, which helps in finding the right candidate for a vacant
job position.
7. Informal Interview:
✓ Such interviews are conducted in an informal way, i.e., the interview will be fixed without
any written communication and can be arranged at any place. There is no procedure of
asking questions in this type of interview, hence it will be a friendly kind of interview.
8. Formal Interview:
✓ A formal interview held in a formal way, i.e., the candidate will be intimated about the
interview well in advance and the interviewer plans and prepares questions for the
interview. This is also called as a planned interview
TOPIC 2- JOB APPLICATION AND RESUME

Knowing the difference between a job application and a resume is of paramount
importance. The process of applying for a job include submitting two different types of
documents: a resume and a job application. At first glance, it can seem that these are two
similar documents with the same information, but you are mistaken. Let’s discover what is the
essential distinction between them in order not to screw up your employment process.
What Is a Job Application?
A standard job application is a legal document required by the Human Resources
department. It is a brief paper listing your essential qualification without explanation. For an
employer job application serves to compare you fast to other candidates. A job application is a
chronological laconic document of 1 or 2 pages. It also includes information that is never
included in a resume: birth date, Social Security Number, driver’s license number, verification of
military experience and training and even an inquiry about your criminal past. Usually, in a job
application, you will be required to include full start/end dates of employment (month, day, year),
names of previous manager, company name and location. The employer needs this info to
verify your employment. You will also be asked to fill the salary history and current salary
requirements. In some cases, employers can ask to add information concerning your GPA,
semester hours and grades for certain subjects. You don’t have to include any additional
information or special skills for job applications.
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General Job Application Dos and Don'ts

Before filling out a job application, check out these dos and don’ts that will help you to
create a correct one.
Job Application Dos:

✓ First of all, read the application form carefully before filling it. You have to follow strictly
all the directions.
✓ Putting Social Security Number on job applications is obligatory.
✓ Make sure you include correct employment dates.
✓ Of course, you have to check your application for grammar or spelling errors.
✓ One of the biggest mistakes of all job seekers is not to contact their references before
the application process begins. Call and make sure they know you want them to be your
references.
Job Application Don’ts:
✓ Most importantly, never lie. All the information should be proven because it is a legal
document.
✓ Do not exaggerate your experience, skills, abilities, because an employer will reveal the
truth.
✓ Don’t leave any unfilled gaps.
✓ Don’t write ‘see resume’ for questions that require some wide explanation.
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Your job application is very important. If an employer decides to hire you, a background check
based on your application is inevitable, so prepare it thoroughly.
What Is a Resume?
A resume is the most common document required from job applicants. Typically, a
resume is a brief summary of all skills, abilities, qualification, work history and educational
background of a candidate. There are three resume types: chronological (the most common),
functional and combination. Include a job history summary where you will explain why you are
the best fit for a position and what are your main career goals. You can mention additional
information on resume like training, licenses, language proficiency, but all the data provided
should be relevant to a desired position. Writing a perfect resume is daunting but check out the
instruction that will facilitate this process.
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Typical Resume Dos and Don'ts

Common Resume Dos:
✓ Focus on your strengths. Include only your best characteristics and experience that will
prove your professionalism and will convince an HR to hire you.
✓ It is imperative to tailor your resume to each specific position. Instead of mass mailing
the same resume, make some adjustment to show your interest exactly in a certain job
opening.
✓ Before sending a resume, proofread it multiple times. Errors and typos will kill your
success on the spot.
✓ Choose an appropriate resume format that will fit the company’s culture.
Common Resume Don’ts:
✓ Don’t forget to list everything in reverse chronological order.
✓ Don’t put any irrelevant information. Even if you are proud of it, but it won’t make any
difference to a recruiter - erase it immediately.
✓ Don’t forget that a resume is a concise document. Its length should be 1 page, in some
exceptional cases, it can contain 2 pages.
✓ Don’t go into detail - 5 bullet points covering your essential duties will be more than
enough.
Knowing the difference between a resume and a job application along with basic guidance on
how to write perfect documents will lead you to success in your job search!
TOPIC 3- EMPLOYMENT TESTS

Selection tests are used to provide more valid and reliable evidence of levels of
intelligence, personality characteristics, abilities, aptitudes, and attainments than can be
obtained from an interview.
Cognitive Ability Tests.

These assessments measure a variety of mental abilities, such as verbal and
mathematical ability, reasoning ability and reading comprehension. Cognitive ability tests have
been shown to be extremely useful predictors of job performance and thus are used frequently
in making selection decisions for many different types of jobs. Cognitive ability tests typically
consist of multiple-choice items that are administered via a paper-and-pencil instrument or
computer. Some cognitive ability tests contain test items that tap the various abilities (e.g.,
verbal ability, numerical ability, etc.) but then sum up the correct answers to all the items to
obtain a single total score. That total score then represents a measure of general mental ability.
If a separate score is computed for each of the specific types of abilities, then the resulting
scores represent measures of the specific mental abilities.
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Job Knowledge Tests

These assessments measure critical knowledge areas that are needed to perform a job
effectively. Typically, the knowledge areas measured represent technical knowledge. Job
knowledge tests are used in situations where candidates must already possess a body of
knowledge prior to job entry. Job knowledge tests are not appropriate to use in situations where
candidates will be trained after selection on the knowledge areas they need to have. Like
cognitive ability tests, job knowledge tests typically consist of multiple-choice items administered
via a paper-and-pencil instrument or a computer, although essay items are sometimes included
in job knowledge tests.
Personality Tests
Personality tests that assess traits relevant to job performance have been shown to be
effective predictors of subsequent job performance.9 10 The personality factors that are
assessed most frequently in work situations include conscientiousness, extraversion,
agreeableness, openness to experience and emotional stability. Research has shown that
conscientiousness is the most useful predictor of performance across many different jobs,
although some of the other personality factors have been shown to be useful predictors of
performance in specific types of jobs. Personality inventories consist of several multiple-choice
or true/false items measuring each personality factor. Like cognitive ability and knowledge tests,
they are also administered in a paper-and-pencil or computer format.
Biographical Data
Biographical data (biodata) inventories, which ask job candidates questions covering
their background, personal characteristics, or interests, have been shown to be effective
predictors of job performance. The idea is that the best predictor of future performance is past
performance. Thus, biodata questions focus on assessing how effectively job candidates
performed in the past in areas that are identical or highly related to what they will be required to
do on the job for which they are being considered. Another form of a biodata inventory is an
instrument called an “accomplishment record.” With this type of assessment, candidates
prepare a written account of their most meritorious accomplishments in key skill and ability
areas that are required for a job (e.g., planning and organizing, customer service, conflict
resolution). The candidate also provides the name of an individual, such as a past supervisor,
who can verify the accomplishment. Evaluators are trained to score the accomplishments in a
consistent manner using standard rating criteria. These types of assessments have been shown
to be effective predictors of subsequent job performance.
Integrity Tests
Integrity tests measure attitudes and experiences that are related to an individual’s
honesty, trustworthiness, and dependability. Like many of the tests discussed here, integrity
tests are typically multiple-choice in format and administered via a paper-and-pencil instrument
or a computer.
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Physical Fitness Tests

Physical fitness tests are used in some selection situations. These tests require
candidates to perform general physical activities to assess one’s overall fitness, strength,
endurance, or other physical capabilities necessary to perform the job.
Situational Judgment Tests.

Situational judgment tests provide job candidates with situations that they would
encounter on the job and viable options for handling the presented situations. Depending on
how the test is designed, candidates are asked to select the most effective or most and least
effective ways of handling the situation from the response options provided. Situational
judgment tests are more complicated to develop than many of the other types of assessments
discussed previously. This is because there is more inherent difficulty in developing scenarios
with several likely response options that are all viable, but, in fact, some are reliably rated as
being more effective than others. Situational judgment tests are typically administered in written
or videotaped form, with responses collected either in a paper-and-pencil test booklet or on a
computer.
Work Sample Tests

Work sample tests consist of tasks or work activities that mirror the tasks that employees
are required to perform on the job. Work sample tests can be designed to measure almost any
job task but are typically designed to measure technically-oriented tasks, such as operating
equipment, repairing and troubleshooting equipment, organizing and planning work, and so
forth. Work sample tests typically involve having job applicants perform the tasks of interest
while their performance is observed and scored by trained evaluators. Similar to job knowledge
tests, work sample tests should only be used in situations where candidates are expected to
know how to perform the tested job tasks prior to job entry. If training on how to perform the job
will be provided after selection, work sample assessments would not be appropriate to use.
Physical Ability Tests

Physical ability tests are used regularly to select workers for physically demanding jobs,
such as police officers and firefighters. These tests are similar to work sample tests in that they
typically require candidates to perform a series of actual job tasks to determine whether or not
they can perform the physical requirements of a job. Physical ability tests are often scored on a
pass/fail basis. To pass, the complete set of tasks that comprise the test must be properly
completed within a specified timeframe. While perhaps a subtle distinction, physical ability tests
usually replicate actual job tasks and evaluate whether individuals can complete these within
specified timeframes that mirror how quickly they would need to perform them on the job.
Alternatively, physical fitness tests (discussed previously) do not replicate job tasks, per se, but
rather require candidates to perform more general physical activities (e.g., running a mile) to
assess their overall fitness.
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TOPIC 4- REFERENCE IN BACKGROUND CHECKS

Reference and background checks should be made only for those candidates who have
advanced to the finalist stage and who are under serious consideration for the job. Courtesy
demands that the candidates should be informed on the intention of the company to conduct
reference/background check of them. Their express assent protects you from later charge of
invasion of their privacy. One of the most crucial but often neglected steps in the recruitment
process is reference/background checking. Reference checking can be frustrating exercise that
sometimes yields little useful information about a candidate. In the first place, persons cited as
reference by a candidate are either his friends, relatives or somebody he knows of some
prominence or rank in business, academe or society who normally give good remarks about the
candidate. Prudent but meticulous open-ended and follow up questions may reveal important
strengths and shortcomings of the candidate that would help you in deciding whether or not he
is the candidate you are looking for.
Doing background checks is your responsibility as a recruiter toward the company you
represent. You owe it to the organization to ensure that your new hires are competent, honest,
responsible, and dignified employees. Otherwise, you’ll end up hiring the wrong people – the
ones who could cause productivity or trust issues in the workplace.
Since it’s quite easy to sugarcoat one’s credentials on paper, you need solid proof that your
shortlisted candidates are as good as what they say they are. With background checks, you can
be thorough in assessing the candidates’ fit for your company, not to mention the integrity of
their personality.
What Background Checks Should Include

The following are basic details you should be looking for when checking your candidates’
application:
✓ Educational background – official transcript of records, diploma, certificates
✓ Employment history – date of employment, reason for leaving, salary received, job title
✓ Professional eligibility – license number, date and place of issue
✓ Character references – relationship to applicant, recommendation for the applicant
✓ Criminal liabilities – local clearances, court orders or summons if any
✓ Personal data – complete name, address, contact number, taxpayer information
✓ Drug screening – drug test results, drug clearance, history of drug use/abuse if any
Dos and Don’ts in Background Checks

Background checks can help you make the right hiring decisions as well as protect your
business from potential losses or risks. Here are some things to keep in mind:
1. Do exhaust your resources. Use all the information you have on hand when checking
each aspect of your candidates’ application.
2. Do practice consistency. Conducting a background check should apply to all candidates.

Determine the process for each job type and stick to it without any bias or subjectivity
toward anyone.
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3. Do hire a recruitment agency in the Philippines. A professional agency can greatly help
you deal with the complicated process of background checking given its experience and
track record in this department.
4. Do look for patterns. Are there any patterns you see in your candidate’s employment
history? Take them into consideration and carefully think through whichever casts doubt
on your candidate’s character or abilities.
5. Do stay within parameters. Background check has limitations and the goal of which is to
ensure that the process remains fair for both the employer and employee. Know your
legal, ethical, or moral responsibilities as you perform pre-employment background
checks. Make your prospect aware of the whole process.
6. Don’t hesitate to communicate. In case you come across an important issue or concern,
let your candidate know. Reserve your judgment only after clarifying things with the
applicant.
7. Don’t use social media as a yardstick. Your candidate’s social media profile, including
political views, religious beliefs, or individual preferences should never be your sole
basis in measuring the person’s qualifications for the job.
8. Don’t ever discriminate. Just because your candidates look or sound different doesn’t
mean that they should be under rigid background screening. Treat everyone with equal
respect and with due process.
Checking References: Top Questions to Ask

Character references are valuable sources of information and insights for your background
checks. It might help to ask the following questions to your candidates’ references:
✓ What is your relationship to the applicant?
✓ What was the applicant’s job title and responsibilities in the organization?
✓ How would you describe the person’s performance at work?
✓ What was the salary that the applicant was receiving then?
✓ What would you say are the strengths and weaknesses of the applicant?
✓ How do you think the applicant would fit into this new job?
✓ How did the employee relate with co-employees and superiors?
✓ Why did the applicant leave the company?
✓ Would you recommend the applicant to this position?
✓ Is there anything else I should know about the candidate?
Bad hires are one of the costliest mistakes that a recruitment manager or a recruitment agency
could commit. Hiring someone without performing any background check should be avoided
regardless of what the job title is or the fit of your candidate.
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Why It’s Important to Conduct Background Checks and How to Do it Legally

The hiring of new employees can be sort of like walking a tightrope. It is important to find the
right candidate with the qualifications and integrity to do the job, but in today’s hiring climate it’s
impossible to accept clients at face value. To be effective in hiring practices involves delving into
the background of applicants to get a better idea of their abilities and employment performance.
However, this has to be measured with respect for the privacy of each individual candidate as
well as staying compliant with relevant laws. The purpose of the background check is to help
evaluate aptitude and skills and needs to be carried out with this the primary goal.
Verify Employment Qualifications

Any employer can be overwhelmed with the number of resumes received for an open position.
There could be several applicants with outstanding qualifications to do a job. It can be difficult to
determine one that sticks out. At the basic level, the background check is to determine if
information provided by an applicant is true and accurate. It also helps paint a picture about the
applicant beyond what is on paper or discovered in a short interview. Previous employers give
an idea of what kind of work habits an applicant has. References can provide information on
personal characteristics.
Protecting the Organization

The background check can be considered as a preemptive measure to ensure the integrity of
the organization and the safety of employees. Individuals may not be appropriate for certain
positions due to some aspect of their history. Someone with a criminal background may not be
appropriate for a security officer position. If someone has had issues with substance abuse,
they may not be able to work in a hospital with accessibility to drugs and medication. Certain
kinds of information can only be found with a background check.
Legal Issues with Background Checks

One of the most important aspects of the background check is that information is gathered for
job related purposes. Some activities of a background check may not be necessary. It is easy
for an organization to go overkill in a background check to err on the side of caution. Before a
background check is initiated, evaluate what the purpose is for it. Certain information such
medical and credit history require written consent from the applicant.
Background checks may be somewhat different for applicants and should be planned on a case
by case basis, however they must be consistent for all candidates. If an applicant feels they
were discriminated against for not being selected for a job, they can file a lawsuit against the
hiring authority. If subject to review, any background investigation needs to reflect being strictly
part of the hiring process based on ability and not personal private information.
The background investigation can be an essential part of the hiring process. It is a tool that
helps identify qualifications of applicants. The hiring authority needs to take care in collecting
information to get what they require without violating the privacy of applicants.
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TOPIC 5- MEDICAL PHYSICAL EXAM

An employee physical exam is often part of a company’s employment screening
process. The purpose of the physical is to make sure the applicant’s health is compliant with
job-related requirements. A physical examination can be very simple and quick, or complex and
long, depending on the job requirements.
Pre-Employment Physical Screening
Many companies that require physical or medical clearances for employees generally require a
pre-employment screening physical for all new hires. This physical may be required by a loc al
Department of Health (DOH) or Occupational Safety and Health Administration (OSHA).
Although the pre-employment physical exam is very similar to an annual physical, the pre-
employment physical determines a baseline at time of employment. If a certain metric is
recorded at hiring, the employer and employee can track changes in the improvement or
worsening of the worker’s health.
Annual Physical Exam
The annual physical exam is an important part of maintaining occupational health and safety.
For health care workers, the physical exam is crucial because it helps to determine if the
employee is free of contagious diseases that may harm patients. Their annual physical is
generally bundled with a TB test, drug test and, if appropriate, a seasonal flu shot. However, if
there are specific OSHA standards for the position, then more comprehensive annual testing
may be required.
Employee Health Physical
Even if not required by regulation, offering employees a no-cost health check physical is a way
to ensure workplace safety and wellness. Employee health physicals help workers be aware of
their health and take proactive steps to improve their well-being. When compared to having
employees out sick, providing employee health physicals can be a great positive ROI for most
organizations.
Physical Exam Components
Since each physical may have customized components, there is no ‘standard physical’ (unless
defined by regulations). However, most physical evaluations will consist of measuring and
documenting the following:
✓ Blood pressure
✓ Height and weight
✓ Body mass index (BMI)
✓ Pulse rate
✓ Respiration rate
✓ Existing medical illnesses
✓ Previous medical history
✓ Allergies and general social history
Companies interested is sending employees to Mobile Health for physical exams can make it a
part of a package that includes drug tests, tuberculosis tests, and vaccinations or titers for
immunity. As needed, add-ons to the exam may include additional procedures such as a
hearing and vision test and other medical clearance procedures.
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TOPIC 6- MAKING A JOB OFFER

Making a job offer is the final stage of recruitment and selection. Once a candidate is
selected, he/she will be issued an offer letter, which describes the designation, job location, role,
responsibilities, remuneration, benefits, and a few terms related to the company policies. Most
HR professionals tend to believe that making an offer is a simple process, but in many cases, it
is not so. Making an offer is a crucial part of recruitment and selection, because it’s a stressful
and demanding process until the candidate joins the company, after issuing an offer. At this
stage, a lot of responsibility lies on the shoulders of the HR with regards to the process after
making an offer.
How to Make a Job Offer?
Making a job offer is a delicate process and it should be handled carefully. The outcome of this
process can be one of the following:
✓ the candidate may accept and start working with the organization, or
✓ the candidate may accept a better job offer from another organization, if he gets one.
Hence, the HR team should take quick action at his stage. The following points should be kept
in mind while making a job offer:
✓ Do Not Delay: Issue an offer letter as soon as a candidate is selected, especially if the
resources are limited.
✓ Put the job offer on the table: While issuing an offer letter, do not wait for the right time.
Contact the selected candidate over phone and give him a verbal confirmation that
he/she is selected to fill the position vacant.
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✓ Set a deadline to accept the offer: Once the offer is issued to the candidate, set a
reasonable deadline to accept the offer. Take a confirmation from the candidate that
he/she should join as per the date of joining mentioned in the offer letter.
✓ Stay connected: Even after the offer is accepted by the candidate, it is the responsibility
of the hiring manager to be in touch with the selected candidate, till he/she joins the
organization.
After finding the right resource for the vacant job in the organization, the offer is prepared and
released to the candidate. It is crucial at this stage to follow a correct process in order to close
the deal and ensure that the selected candidate joins the organization as per the terms issued in
the offer letter.
Preparing a Job Offer Letter
Once the salary negotiations are completed, the next step is preparing and issuing a job offer
letter. During the confirmation of the job offer through phone call or mail, it is best to make the
initial offer and discuss about the terms of the employment.
A formal job offer should include the following:
✓ Name of the employee
✓ Title or designation of the job
✓ The remuneration or salary offered
✓ Employment commencement date
✓ Roles and responsibilities of the job
✓ Terms and conditions (contract/temporary/permanent) of the job
✓ Compensations and benefits
✓ Conditions during the probationary period
✓ Additional condition, which includes legal, background verification etc.
Once the offer letter is prepared and issued to the selected candidate, ask the candidate to
send a signed copy of the offer letter, as a token of acceptance of the job offer. The process of
recruitment and selection starts right from understanding the requirements, sourcing,
scheduling, shortlisting, interviewing, selecting and finally issuing the offer letter. The process is
not over till the candidate joins.
What Next after Issuing a Job Offer?
Employees usually have to serve a notice period before switching jobs. So, there is a time-gap
of one month or so after a candidate accepts the Offer Letter till the time he joins the
organization. During this time-gap, the role of a recruiter is important because the candidate
may or may not join, even after accepting the offer letter! Hence, the recruiter should be in touch
with the candidate through mails/messages/calls till he/she joins the company. This
communication and the relationship between the recruiter and the candidate will help the
process to complete and reduce the risks of the candidate not joining the company. Hence,
communication plays a vital role in the process of recruitment and selection.
The following steps are important after a candidate accepts the Job Offer:
✓ Documentation process: This process includes collecting documents such as
educational certificates, id proof, address proof, previous company offer letter, relieving
letters, etc. If a candidate responds positively, then it is an indicator that he/she is
actually interested in joining the organization.
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✓ Employment verification process: Collecting an employment verification document,

which consists of the details of the previous employers and their references. It provides
information regarding the behavior and attitude of the candidate.
✓ Contacting the candidates: Be in contact with the candidate through calls or mails or
messages, which helps in building a relationship between the recruiter and a potential
employee. It also helps in knowing the status of the candidate joining the organization.
✓ Resignation from current employment: As soon as an offer letter is issued to the

candidate, make sure that the candidate resigns his current job and shares a copy of the
resignation document/mail. Later on, do follow up with regards to the resignation
acceptance document/mail from the current employer.
✓ Following up for the joining date: Finally, keep following up with the candidate about the
joining date, because it will help in knowing the status of the candidate joining the
organization as per the joining date mentioned in the offer letter.
All the above points help the employer in identifying the interest and the seriousness of a
candidate in joining the organization.
1. What is the purpose of an interview?
2. Discuss the impact of job offer to a candidate
3. Explain the different employment tests
4. How can a company benefit from physical examination and reference and background
checks?
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GRADING SYSTEM
Class Standing 70%

(Portfolio, projects, case analysis, summative tests)
Midterm / Final Examinations 30%

100%
Midterm Grade + Final Term Grade = FINAL GRADE

2
REFERENCES
Human Resource Management by Ranulfo Payos

https://www.tutorialspoint.com/recruitment_and_selection/recruitment_and_selection_tutorial.pdf
https://blog.recruitee.com/recruitment-policy/
https://www.hrhelpboard.com/hr-policies/recruitment-policy.htm
https://www.glassdoor.com/employers/blog/how-to-recruit-on-the-cheap/#sourcing
https://www.recruiter.com/online-recruitment.html
https://www.shrm.org/hr-today/trends-and-forecasting/special-reports-and-expert-
views/Documents/Selection-Assessment-Methods.pdf
https://www.theadvancegroupjobs.com/2011/09/23/why-its-important-to-conduct-background-
checks-and-how-to-do-it-legally/
https://manilarecruitment.com/manila-recruitment-articles-advice/recruiters-guide-conducting-
effective-background-checks/
https://www.mobilehealth.net/employee-screening-drug-respiratory-fit/medical/physical-exam/
https://skillroads.com/blog/difference-job-application-resume
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IM Recruitment AND Selection

Electronic, PR and Advertising Strategies and Communication Campaigns (Polytechnic

Studocu is not sponsored or endorsed by any college or university

Republic of the Philippines

INSTRUCTIONAL MATERIALS FOR

Prof. Paul Timothy S. Garcia

PUP A. Mabini Campus, Anonas Street, Sta. Mesa, Manila 1016

THE COUNTRY’S 1st POLYTECHNICU

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• Explain the Human Resource Planning.

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LESSON 1- INTRODUCTION TO HUMAN RESOURCE PLANNING

LESSON 2- EMPLOYEE RECRUITMENT

LESSON 3- RECRUITMENT POLICY

LESSON 4- TYPES OF RECRUITMENT

LESSON 5- ONLINE RECRUITMENT METHOD

LESSON 6- EMPLOYEE SELECTION

LESSON 7- SELECTION ASSESSMENTS METHODS

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TOPIC 4- REFERENCE IN BACKGROUND CHECKS

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LESSON 1- INTRODUCTION TO HUMAN RESOURCE PLANNING

TOPIC 1- HUMAN RESOURCE PLANNING DEFINED

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The plan will provide answers to the following questions:

TOPIC 2- HUMAN RESOURCE PLANNING PROCESS

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competition should be analyzed in relation to maintaining, increasing or decreasing its

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Internal Supply Considerations

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Planning for Growth

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Productivity and Employee Wellness

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Management Succession Planning

Implementation and Evaluation of the HR Plan

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LESSON 2- EMPLOYEE RECRUITMENT

TOPIC 1- RECRUITMENT DEFINED

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TOPIC 2- IMPORTANCE OF RECRUITMENT

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✓ It helps in reducing the probability of short term employments.

TOPIC 3- FACTORS AFFECTING RECRUITMENT

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✓ Unemployment rate – If the unemployment rate is high in a specific area, hiring of

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TOPIC 4- RECRUITMENT PROCESS

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Searching the Right Candidates

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Reviewing of Resumes and Cover Letters

Conducting Telephonic or Video Interview

Evaluation and Control

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LESSON 3- RECRUITMENT POLICY