– The use of so many techniques sometimes leads to

PLANNING TECHNIQUES IN HR DEPARMENT the gathering of so much information. Then the

1. Skills Inventory techniques do not get to be applied effectively. This
– This approach involves the listing of all the skills makes the techniques serve as a trap rather than a
possessed by the workforce and they are made to means for action
related to the requirements of the organization. 3. Bias for the quantitative
– This technique requires detailed information of the – There are planners in HRM who sometimes make the
experience and training of every individual in the mistake of being drawn towards emphasizing the
organization. quantitative aspects of personnel management to the
neglect of the qualitative side.
4. Isolation of the Planners
2. Ratio Analysis – When top management has a low regard for human
– This is a technique wherein the personnel who are resource activities and for the HR staff, they give little
promotable to the higher positions are identified encouragement to HRP activities, ignore the plan and
together with their backup or understudy withdraw support for plan implementation.
– There should be a ratio that will ensure that 5. Isolation from Organization Objectives
promotions will not create any void. To accomplish this, – When HRP is pursued for its own sake or for a narrow
recruitment must support the backup requirements. At viewpoint of concentrating on HRD, the effort leads to
the same time, training must be done to develop the the formulation of a plan that does not interphase with
backup ratio organizational development
6. Lack of Line Supervisor’s Inputs
3. Cascade Approach – Any plan to develop the personnel and to improve the
– Under this approach the setting of objectives flows conditions of work must use the feedback from the
from the top to bottom in the organization so that line supervisors since they are the ones who are
everyone gets a chance to make his contribution handling the personnel in the organization
– This approach results in the formulation of a plan
wherein the objectives of the rank and file get OUR BASIC TERMS OF MANPOWER FORECASTING
included in the blueprint for action. The plan is then a ❖ Long Term Trend
participatory planning output – Long term forecasting is usually done for a period of
4. Replacement Approach five years or more depending on the company
– Under this approach, HRP is done to have a body of operations and customer demands
manpower in the organization that is ready to take
over existing jobs on a one-to-one basis within the
organization. This approach calls for year-round
acceptance of applications for possible replacements.
5. Commitment Planning Approach
– This technique involves the supervisors and personnel
in every component of the organization on the
identification of needs in terms, skills, replacements,
policy, working conditions and promotion so that
human resource in the organization may be up to the
challenge of current and future operations. The units
thus become conscious of their needs and aware of
the ways the human resource requirements can be
❖ Cyclical Variations
met.
– This refers to reasonable and predictable movements
6. Success Planning Approach
that occur over a period of one year or more.
– The approach known as successor planning takes into
– This cyclical movement may be due to economic
consideration the different components of the old plan
conditions, political instability, peace and order, loss in
and increase them proportionately by the desired
customer demands, and societal pressures.
expansion rate stated by management. The cost of
– This variation typically last for one to five years.
doing the activities is likewise increased. Any new
concern is set up at a starting scale and viewed in
proportion with other comparable aspects of the
existing plan. This approach also enables the
personnel staff to get by without having to ask much
from management which, in turn, does not expect
much from the HR staff in terms of radical change

COMMON WEAKNESSES IN HUMAN RESOURCE PLANNING

1. Over-planning
– A plan is likely to fail through an inherent weakness of
having covered too many aspects of personnel
management at the very early stage of HRP in the
firm or government office
2. Technique Overload
❖ Seasonal Variations
– This is a reasonable prediction change over a period
of one year. This covers firms who manufacture
seasonal products and hire temporary workers for
 temporary increase in demand, like Christmas and
other special occasions.
❖ Random Variations
– This is one occasion where there is no special pattern
and it is quite difficult to predict or determine. The HR
practitioner must be careful in his manpower forecast
especially in the hiring of employees. Along this line,
temporary workers are hired instead of regular
workforce
HUMAN RESOURCE FORECASTING TECHNIQUES
1. The Zero-Base Forecasting Approach
– It uses the organizations' current level of employment
as the starting point for determining future staffing
needs. The usual reference point is the organizational
structure pattern based on company production
forecast on market and customer demands
2. The Bottom-Up Approach
– This forecast uses the progression upward method
from the lower organization units to ultimately provide
the aggregate forecast of employment needs. The
starting point is the number of current employees and
the progress in operation requirements as the
company improves its operation to meet increasing
customer demand
3. Use of Predictor Variables
– This method uses the past employment levels to
predict future requirements. Predictor variables are
known factors that have an impact on employment.
Sales volume determines employment levels.
– As production increases, demand for manpower
increases
– It uses regression analyses to predict one item, which
is known as the independent variable (current
employment level) through the other item (sales
volume) that is dependent variable.
LINEAR REGRESSION
– A dependent variable is related to one or more
independent variables by a linear equation
– The independent variables are assumed to "cause" the
results observed in the past
– Simple linear regression model is a straight line
SIMULATION
– It is a technique for the testing of alternatives on
mathematical models representing the real-world situation.
– The purpose of this model is to permit the human resource
manager to gain considerable insights into a particular
problem before making actual decisions
THE IMPORTANT ELEMENTS IN STRATEGIC HUMAN
RESOURCE PLANNING
1. Organization Goals
– HRP process should be tied up with the organizational
strategic goals. It must rest on solid foundation of
information about sales forecasts, market trends,
technological advances, and major changes in
processes and productivity
– Considerable effort should be devolved to securing
reliable data on business trends and needs in terms of
quantity and quality of labor as the basic input for
human resource planning
2. Human Resource Forecast
– forecasting of human resource needs based on
business strategies, production plans, and the various
indicators of change in technology and the
organization's operating methods
– utilizing data and reliable ratios in forecasting
– includes indirect and direct labor and adjusting the
same with productivity trends.
– result is the spread sheet of employees in terms of
numbers, mix, cost, new skills, and job categories and
numbers and levels of managers needed to
accomplish the organizations' strategic goals.
– is the most challenging part in the planning process
because it requires creative and highly participative
approaches in dealing with business and technical
uncertainties several years in the future.
3. Employee Information
– maintaining accurate information concerning the
composition, assignments, and the capabilities of the
current workforce
– includes job classification, age, gender, status,
organizational level, rate of pay and functions
Include the employee's resume - skills, education, training,
career interest and other important personal data that
could be used in the movement or transfer of employees
4. Human Resource Availability Projections
– estimating the number of current employees and
those that could be available in the future.
– By projecting, the past data about the size,
organization, and composition of the workforce and
about turnover, aging, and hiring, availability at a
specific future date can be estimated
– the result could paint the picture of the organization's
current human resources and how they can be
expected to evolve over time in terms of turnover,
retirement, obsolescence, promotability, and other
relevant characteristics
5. Analyzing and Evaluating Human Resource Gaps
– comparing what is needed with what is available in
terms of numbers, mix, skills and technologies
– This comparison permits the HR manager to
determine gaps and evaluate where the most serious
mismatches likely appear
This type of analysis should help management address issues
such as:
A. Are there imbalances developing between projected human
resources needs and availability?
B. What is the effect of current productivity trends and pay
rates on the workforce levels and costs
C. Do turnover problems exist in certain jobs or age levels? d.
D. Are there problems of career blockage and obsolescence?
STRATEGY EVALUATION AND CONTROL
– The final component to the strategic management process
– The monitoring makes it possible for the company to
identify problem areas and either revise existing structures e.
or strategies or device new ones. Emergent strategies
appear as well as the critical nature of human resources in
competitive advantage
HR ROLE IN PROVIDING COMPETITIVE ADVANTAGE
A. Emergent Strategies The absence of these characteristics reduces the effectiveness
– consist of strategies that evolve from the grassroots of of HRIS and complicates the decision-making process.
the organization and can be thought of as what the Conversely, a system processing all these characteristics
organization actually do enhances the ease and accuracy of the decision- making
– mostly identified with people in the lower level of the process.
management hierarchy
– it is usually the lower level rank and file employees
who provide ideas for new markets, new products and
new strategies being at the front line of operations
– HRM should make sure that the information is a.
systematically arranged and should contain the data
needed
B. Intended Strategies
– results of the rational decision-making by top
management as they develop strategic plans
– a pattern of plans that integrates an organization's b.
major goals, policies and action sequences into a
cohesive whole
– the new focus on strategic HRM role is directed
primarily on intended strategies.
– the task is to formulate business related issues
relevant to strategy formulation and then development c.
of HR systems that can aid in the implementation of
the strategic plan
HUMAN RESOURCE INFORMATION SYSTEM (HRIS)
– any organized approach to obtaining relevant and timely d.
information on which to base human resource decisions.
– an effective HRIS is crucial to sound human resource
decision-making
HRIS is designed to provide information that is – SMART
● Specific
● Measurable
● Attainable
● Relevant
● Time Based
a. Systematic – the advent of the different HRM software applications has
– information must be systematically arranged and
contain the needed data
b. Management-Oriented
– the data and information are essential tools for
effective manpower planning, retention, development 1.
and separation of employees
c. Applicable
– the data and information stored in file must be
applicable in making human resource decisions
– irrelevant data must be discarded.
– Information must be updated from time to time to be
relevant to current manpower needs and
requirements.
– a manager must be able to rely on the accuracy of the
information provided.
Result-Oriented
– the results from the information and the decisions
derived thereat must be both acceptable to
management and the employees' concern
– the end results must contribute to greater company
productivity and employee's satisfaction
Time Bound
– relevant human resource information is necessary for
effective decision-making.
– the needs for timely decisions are crucial to the
effective management of human resources.
AN EFFECTIVE HRIS ALSO PRODUCES AND FORECASTS
SEVERAL IMPORTANT REPORTS RELATED TO BUSINESS
OPERATIONS
Routine Reports
– these are human resource data summarized on
scheduled bases, like current manpower status,
regular employees, contractual employees,
supervisors and managerial employees on a regular
payroll.
Exception Reports
– this information may contain confidential data that are
available only for managerial decision-making and
needs immediate attention
– this may pertain to violations of existing rules and
procedures, policies and management programs
On Demand Reports
– management may demand some reports for analysis.
– this may pertain to productivity index, individual
performance records, and other information that may
lead to downsizing, and other personnel actions
Manpower Forecasts
– applies to predictive models based on specific
situations.
– this may cover increase or decrease in manpower
requirements due to seasonal demand or increase in
customer orders.
– HR managers must be able to provide timely
information and ready manpower to answer the need
of company operations.
Software Application for HRM
made the human resource managers' function for
decision-making just a click on the computer programs
THE MAJOT HR FUNCTIONS ARE:
Staffing Applications
– common applications used in the area of staffing
include the following:
A. Applicant recruiting and tracking
B. DOLE reporting requirements
 C. Developing a master employee data base
D. Staffing applications for decision-making
2. Human Resource Planning Applications
– this involves company specific application in
determining future employee turnover, growth rate and
promotion patterns, and other personnel movements
– This includes the following applications:
a. Work-Force Profile Analysis
– work-force labor supply and demand
analysis, or work-force profile analysis
review.
b. Work-Force Dynamic Analysis
– number of new hires, transfers and
promotions, number still needed in the
future and those about to retire, job
classification of employees for promotions
and those departments that lack basic skills
for the job.
c. Human Resource Planning for Decision-Making
– this application pertains to information
about employees who are about to retire,
job classification of employees for
promotions and those departments that
lack basic skills for the job.
d. Performance Management Applications
– employee performance ratings, disciplinary
actions, work-rule violations and the daily
productivity index could now be stored in
the computer data base as bases for
management decisions
e. Training and Development Applications
– These are used primarily to track down the
need for employees' training programs,
courses to attend, certified skills, and
educational qualifications.
– Career applications assess the employees'
career interests, work values, and career
goals
f. Compensation and Benefits Applications
– These include payroll, job evaluation, salary
survey, salary planning and analysis,
executive compensation planning and
management benefits.
LESSON 3: JOB ORGANIZATION
JOB ORGANIZATION AND INFORMATION
1. Micromotion
– Simplest unit of work
– involves very elementary movement such as reaching
grasping, positioning or releasing an object
2. Element
– Aggregation of two or more micromotions
– Usually thought of as a complete entity such as
picking up, transporting and positioning and item
3. Task
– Consists of one or more elements, one of the distinct
activities that constitute logical and necessary steps
in the performance of an employee
– Performed whenever human effort, physical or mental
is exerted for a specific purpose
4. Duties
– One or more tasks performed in carrying out a job
responsibility
5. Position
– Collection of tasks and responsibilities constituting the
total work assignment of a single employee
6. Job
– Group of positions that are identical with respect to
their major or significant tasks and responsibilities
– Maybe held by more than one person
7. Occupation
– A grouping of similar jobs or job classes
JOB DESIGN
– The process of structuring work and designating the
specific work activities of an individual or group of
individuals to achieve certain organizational objectives
– It involves making decisions as to who, what, where, when,
why and how the job will be performed:
THE PHASES OF JOB DESIGN
1. Specification of individual tasks
– Combination of individual tasks into specific jobs to be
assigned to individuals
– The person specification is a description of the
qualifications, skills, experience, knowledge and other
attributes (selection criteria) which a candidate must
possess to perform the job duties. The specification
should be derived from the job description and forms
the foundation for the recruitment process
– You will use the person specification as a basis for
your selection decisions at shortlisting,
presentation/test and interview stages. Interview
questions and selection tests should also derive from
the person specification and be designed to elicit
more evidence on candidates against the criteria. The
person specification should also be used to write your
advertisement for the position
2. Specification of the method of performing each task
– Task analysis is the analysis of how a task is
accomplished, including a detailed description of both
manual and mental activities, task and element
durations, task frequency, task allocation, task
complexity, environmental conditions, necessary
clothing and equipment, and any other unique factors
involved in or required for one or more people to
perform a given task
3. Combination of individual tasks into specific jobs to be
assigned to individuals
– It involves allocating jobs and task. Allocating jobs and
tasks means specifying the contents, method, and
relationships of jobs to satisfy technological and
organizational requirements, as well as the personal
needs of jobholders.
NOTE:
✔ Phase 1 and 3 determine the content of the job, while
phase 2 indicates precisely how the job is performed.
The overall goal of job design is to develop work
assignments to meet the requirements of the
organization and the technology and that satisfy the
personal and individual requirements of the jobholder

TWO DIMENSIONS OF JOB DESIGN
1. Job Scope
– Refers to the number and variety of different tasks
performed by the jobholder
– The range of responsibilities you may have in a job. If
your job involves one task, it can be said that your job
is narrow in scope. If you have many responsibilities
that require you to perform different responsibilities in
different areas of your organization, it can be said that
you have a wide scope for your job
2. Job Depth
– Refers to the freedom of jobholders to plan and
organize their own work, to work at their own pace,
and to move around and communicate as desired
– Lack of this, leads to job dissatisfaction which in turn
result to tardiness, absenteeism and even sabotage
– Generally, it refers to the level of expertise you have in
a general job or field.
METHODS IN JOB DESIGN
1. Job Rotation
– Periodically rotating work assignments
– Also called cross training
– Allows an individual to learn several different jobs in a
work unit or department and perform each for a
specified time period
– Job rotation involves an employee changing positions
within the same organization and eventually returning
to the original position. It can refer to different types of
rotations.
Task Rotation
– usually takes place in jobs that involve a high degree
of physical demands on the body or a high degree of
repetitive tasks that can become extremely tedious.
Employees are periodically removed from these
mentally stressful or physically demanding tasks to a
less demanding task for a while to give them a break
Position Rotation
– the process of laterally moving an employee to
different positions, departments or geographic
locations for the purposes of professionally
developing the employee by exposing them to new
knowledge, skills and perspectives. Position rotation
can be further broken down into within-function
rotation and cross- functional rotation. Within-function
rotation is where an employee rotates between jobs
with similar levels of responsibility and in the same
functional or operational areas. Cross-functional
rotation, on the other hand, usually involves a
sequence of positions, often with increasing levels of
job responsibilities.
Advantage of Job Rotation
– Task rotation has some distinct advantages. It can
increase job satisfaction because workers will be
exposed to various work tasks that will reduce
constant physical or mental stress, which may create
more motivation to continue in the position and
reduce turnover. Another advantage is the ancillary
effect of cross-training employees for different tasks,
which will increase the flexibility and adaptability of the
organization.
2. Job Enlargement
– Involves adding more tasks of a nature similar to the
job
– It means increasing job scope
– Job enlargement is an increase in job tasks and
responsibilities to make a position more challenging. It
is a horizontal expansion, which means that the tasks
added are at the same level as those in the current
position.
3. Job Enrichment
– Involves upgrading the job by increasing both scope
and job depth
– Job enrichment is a management concept that
involves redesigning jobs so that they're more
challenging to the employee and have less repetitive
work.
To make this concept more usable, let's imagine you're a
company manager and want to increase the satisfaction of
your staff. As you walk through the process of job
enrichment, you'll need to keep in mind these goals:
● Reduce repetitive work.
● Increase the employee's feelings of recognition and
achievement.
● Provide opportunities for employee advancement (as
in promotions into jobs requiring more skills).
● Provide opportunities for employee growth (as in, an
increase in skills and knowledge without a job
promotion).
Reason for Enriching Jobs
– The purpose of job enrichment is to make the position
more satisfying to the employee. Overall goals for the
company often include increasing employee job
satisfaction, reducing turnover, and improving
productivity of employees
4. Sociotechnical approach to Job Design
– Merges the technical needs of an organization with
the social needs of the employees in decision making
– This is another important approach to job design in
which social and technical aspects of the organization
are considered. Under it, jobs are designed according
to individual needs and organizational requirements.
This approach thus considers the social aspects and
technical system of the job. Peer supervisor
relationship, need for group work and creation of
supportive environment are some key elements of the
socio-cultural approach of job design. Jobs are
created to deal with the situational demand for
technical and social needs
Employer’s motivation
– the most important factor in organizational
productivity. Various researchers have found that
employee motivation is the function of socio-factor.
Furthermore, this approach considers both job-
related technical systems as well as accompanying
social forces of the job. It means it includes an entire
job situation along with organizational and social
factors while designing jobs. This approach leads to
the development of self-managed work teams in the
organization.
5. Physical Work Environment
– Involves factors such as temperature, humidity,
ventilation, noise, light and color which can have an
impact on the job design
– Work environment should allow for normal lighting,
temperature and humidity We all know that happy
workers translate into better workers
How do you keep your employers happy?
 – According to the latest Employer of Choice survey
conducted by CareerBuilder Singapore, one of the top
reasons behind a candidate's career choice was a
comfortable work environment. This is next to
evergreen influences such as higher remunerations
and better benefits. A great working environment is
more than just a spacious cubicle or cushy chair, so,
what are the factors contributing to it then?
A. The Office Is like a Second Home
B. Health Matters
C. Open or Closed?
D. Fostering an All-Inclusive Spirit
E. Beyond the Physical
6. Alternative Work Schedules
– As the modern workplace becomes increasingly digital
in nature, employees have begun calling for work
schedules that better fit their scheduling needs. The
days of working Monday through Friday from 9 to 5
may not be gone, but flexible work arrangements
mean that employees have greater freedom when it
comes to setting a schedule.
– Offering an alternative work schedule is a prime
example of employee recognition and is a great way to
demonstrate trust in loyal and hardworking employees.
Let's take a look at some of the more popular
situations and why they appeal to employees.
a) Condensed workweek
– Condensed workweeks allow employees to
work fewer hours on some days and longer
hours on other days
b) Flextime
– Flextime also spelled flexitime, is an
arrangement that an employee to alter the
starting and/or end time of her/his workday.
Employees still work the same number of
scheduled hours as they would under a
traditional schedule
c) Job Sharing
– Job sharing or work sharing is an
employment arrangement where typically
two people are retained on a part-time or
reduced-time basis to perform a job
normally fulfilled by one person working
full-time. Since all positions are shared, this
leads to a net reduction in per-employee
income.
A job analysis helps a company to gather detailed information
about the responsibilities and skills required for a job, as well as
about the outcomes and work environment
Carmen met with the senior administrators of her company to
understand what the expectations were. She learned that the
purpose of a job analysis includes:
● Deciding on an appropriate method to conduct the analysis
- observation, interview, or questionnaire
● Documenting the employment procedures at the company
so that the information can be utilized for training, appraisal,
and compensation
● Identifying the correct parameters required for fully
understanding the responsibilities of the job and selecting
the right person for the job based on qualifications and
experience
● Analyzing the job and not the person to determine the
activities, responsibilities, and importance in relation to
other jobs
● Analyzing and predicting the changes that may occur to the
responsibilities of a job over a period of time for redesign
METHODS OF JOB ANALYSIS
● Interviews: She would interview the person who is currently
on the job to understand the everyday tasks, roles, and
responsibilities.
● Questionnaires: She would use the Position Analysis
Questionnaire, or PAQ, to assess activities, mental
processes, output, interpersonal relationships, and job
context.
JOB ANALYSIS
– the process of determining and reporting pertinent
information relating to the nature of a specific job
– The determination of the tasks which comprise the job and
of the skills, knowledge, abilities and responsibilities
required of the jobholder for successful job performance
USES OF JOB ANALYSIS
● Job definition
● Job redesign
● Recruitment
● Selection and placement
● Orientatio
● Training
● Career counseling
● Employee safety
● Performance appraisal
● Compensation
JOB DESIGN
– one of the key responsibilities of human resource
management professionals. Now, you'll learn about job
specifications and job descriptions and why they are
important to human resource management.
JOB DESCRIPTION
– is a written statement that describes a job that may involve
a group of separate organizational roles. The description
includes such things as purpose, duties, responsibilities,
scope of work and working conditions
JOB SPECIFICATION
– a written statement of the minimum qualifications and traits
that a person needs in order to perform the duties and
undertake the responsibilities of a particular position.
Specifications are developed as part of the job analysis
process.
PRODUCTS OF JOB ANALYSIS
1. Job Description
– Written synopsis of the nature and requirements of a
job
– Explains what the job and what the duties,
responsibilities and general working conditions
2. Job Specification
– Concentrates on the characteristics needed to
perform the job
– Describes the qualifications that a person holding a
job must posses to perform the job successfully
 JOB EVALUATION
– Costing of each job attaching to it, its monetary value
– Job rating or job evaluation
– Used for designing a pay structure
LESSON 4: RECRUITMENT, SELECTION AND PLACEMENT
RECRUITMENT PROCESS
1. Know the position and the needs
– Know the position and the needs- Before the HR
department can start looking for a potential employee,
they need to know what the company is looking for in a
new candidate. This means understanding what the
goals and future aspirations are for the company and
how the new employee will fulfill these.
2. Design a description of the job
– One way to attract potential candidates is by creating
a job description that is accurate but also captures
their attention. This means explaining what the roles
and responsibilities will be for the new employee. It is
also important to create a description that contains
words that will make the posting come right up when a
candidate does an online job search.
3. Develop a team Announce the position
– A team is often put together to help with selecting
candidates for interviews. This allows more than one
perspective so that the best prospect employees are
chosen.
4. Announce the position
– This is the step when the actual position is posted.
online job searches, in print, and/or through social
media. position might be posted on
5. Narrow down applicants
– After potential employees apply for the job, the next
step is to sift through all of the applications in order to
narrow down the number of candidates to consider.
This creates a small, more manageable list of possible
employees.
6. Interview candidates
– When a small list is created, it's time to interview those
candidates. This is when a company gets to learn
about the candidate and the candidate gets to learn
more about the position.
7. Choose a finalist
– After interviews are completed, the final candidate is
chosen. This is also the step when the references of
that candidate are checked to ensure that the
individual is the right fit for the company.
8. Hire and complete the process
– When the references are checked, an offer is
presented to the potential new employee. If they
accept the offer, the recruitment process is
completed.
A human resources manager has the ultimate say in who gets
the job. Learn how to understand the recruiting and selection
process, where the best candidates are chosen
A. Screening
– It is the process of lifting the good applicants from the
host of recruits.
– It is limited to the number of individuals
Types:
a. Typical
– These are commonly used by many groups and
consist of various task techniques at different
stages
Initial Phase
● Consist of the use of sheet provided by the
organization and the resume of the applicants
which is also called bio data or curriculum vitae
● The application form provides the employer the
socio demographic information about the
applicant and is most needed to determine
whether he should undergo more screening
● The latter indicates the gender, age, nationality
and religion of the applicant
● During the reception of the applicant, the
receptionist or the secretary takes note of the
former's physical appearance, fitness, voice and
speech.
Middle Phase:
● Employment and psychological tests are
administered and the results are the main
subject of the in- depth interview with staff
member of the HRD
● Investigation of the applicant's previous history is
conducted
● For managerial positions, some organizations
send representatives to interview the family
members particularly by the spouse.
Final Phase:
● Consist interview with the HR manager, with the
head of the department that has requisitioned
for an employee.
● This selection process is widely used in spite of
its flaws
● Thorough Physical examination is conducted only
towards the end of the entire process since this
is an expensive step.
● A final interview with top management of its
representative although not required, is
suggested.
b. Atypical Methods
– The uncommon method used the following
techniques and tools.
Organizational brochures/catalogue
– Guides the applicant with their decision making
on whether to go through with their application or
not
Job description and specifications
– Screens out those not interested and decrease
the time, effort, and money spent in screening
many recruits.
Group Dynamics
– The applicant is requested to perform some
activity/task with the facilitator taking a very
unsuspicious stance and nothing their
pronouncement attitude and behavior.
The Assessment Center
– Consist of a very extensive procedure for
identifying and evaluating abilities for applicant
in various organizations
 – This method is used by highly trained
management specialist with heavy orientation on
behavioral sciences.
– The main objective is to obtain specific
evaluation for development purpose.
b. Selection
– Gets the best among the screened applicants
– The process of determining who from among the
job applicants should get the job
The Importance of selection is that it can spell the
differences between its success or failure to get
productive and satisfied personnel. It also involves
deciding kind of employees needed with the use of job
analysis.
PROCEDURES:
Step One: Study the different Job in the Company and
writing the Job Description and Specification
– This requires the knowledge of:
● Exact nature of the job to be filled
● Duties and responsibilities
● Steps taken to perform those duties and
responsibilities
● Tools and equipment used
● Working conditions under which the specific job
is performed
● Amount of authority delegated to the job
incumbent.
● Supervision involved in the job
● Requirement of the job
● Environment of the job
Job Analysis is a primary tool to collect job-related
data. The process results in collecting and recording
two data sets including job description and job
specification. Any job vacancy cannot be filled until
and unless HR manager has these two sets of data. It
is necessary to define them accurately in order to fit
the right person at the right place and at the right
time. This helps both employer and employee
understand what exactly needs to be delivered and
how.
Both job description and job specification are
essential parts of job analysis information. Writing
them clearly and accurately helps organization and
workers cope with many challenges while onboard.
● Job description- tells what is done on the job,
how it is done, why it is done the skills involved
the tools and the equipment used in doing it
● Job specification-Specific qualifications required
of man who is to do it, such as the following:
amount and type of experience needed to
perform the job, special training, skill and
physical demands, special abilities and aptitude,
age, physical qualifications and other
requirements.
Step Two: Requisition of new employee
– Line supervisor or the department head
concerned should accomplish a formal
requisition form, indicating the facts and
information about the vacancy to be filled.
● Personnel Requisition Form -describes the
reason for the need to hire a new person and the
requirements of the job. It is also a good idea to
attach a job description to the personnel
requisition form.
● Time for selection- The employer officer must be
given sufficient time to recruit and evaluate the
records of applicants and to arrive at a sound
decision as to the right man for the vacancy
o "Hire in haste, and repent at leisure"
Step Three: Recruiting Qualified Applicants
– The process by which prospective applicants are
induced to apply to the company in order that the
qualification for the present and anticipated
vacancies can be evaluated through sound
screening selection procedure.
– The employment officer must continually look for
prospective applicants until he reaches the
sufficient number from whom he can pick the
right man for the right job
– He should determine the most productive
sources of qualified applicants
– Other source of applicant employment is the
company file of unsolicited applications, direct
contacts with applicants, newspaper
advertisements, placement offices in colleges
and universities, etc.
Recruitment is the process of finding and hiring the
best-qualified candidate from within or outside of an
organization for a job opening in a timely and
cost-effective manner. The recruitment process
includes analyzing the requirements of a job,
attracting employees to that job, screening and
selecting applicants, hiring, and integrating the new
employee into the organization.
STAGES FOR RECRUITMENT IN HUMNAN RESOURCES
– There are several important stages that most organizations
use when recruiting employees. The recruitment stages
include:
● Job Analysis
– The human resources representative needs to review
and analyze what they need the new employee to do
in the open position. From that analysis, the
representative needs to build a job description, which
describes the essential duties of the job. The
representative also needs to set minimum
qualifications, and define a salary range.
● Advertise the open position
– The search begins for applicants through networking,
advertising, or other search methods in order to find
applicants who match the job requirements.
● Screening applicants
– Screening involves testing skills and/or personalities.
It also includes the assessment of the applicant's
motivation and their fit with organizational
requirements through the interview process.
● Finalizing the job offer
– The applicant is offered a job, which includes a
compensation package. Once the candidate has
accepted the offer, the organization helps with the
introduction of the new employee.
SOURCES OF QUALIFIED PERSONNEL
A. Internal Source
– If an organization has been effective in recruiting and
selecting employees in the past, one of the best
sources of talent is its own employees
Job posting and Bidding
 – A method of informing employees of job vacancies by
posting a notice in central locations and giving a
specified period to apply for the job
Advantages:
✔ Provides greater motivation for good performance
✔ Provides greater opportunities for present employees
✔ Improves morale and organizational loyalty
✔ Enables employees to perform the new job with little
loss of time
Disadvantages:
✔ Promotes inbreeding
✔ Creates political infighting and pressures to compete
✔ Requires a strong management development
program
✔ Create a homogeneous workforce
B. External Source
– Organizations have their disposal a wide range
external sources for recruiting personnel
– Needed in organizational that are growing rapidly or
have a large demand for technical, skilled or
managerial employees
Advantages:
✔ The pool of talent is much larger
✔ New insights and perspectives can be brought to the
organization
✔ Frequently, it is cheaper and easier to hire technical,
skilled, or managerial employees from outside
Disadvantage:
✔ Attracting, contracting and evaluating potential
employees are more difficult
✔ Adjustments or orientation time is longer
✔ Morale problems can develop among those
employees within the organization who feel qualified to
the job
TYPES OF EXTERNAL SOURCES
1. Advertising
– The placement of help wanted advertisements in daily
newspapers in trade and professional publications, or
on radio and television
2. Employment Agencies
– They provide an up to date list of unemployed
persons. State employment agencies also provide
free service for individuals seeking employment and
for business organizations seeking employee.
3. Temporary Help Agencies
– people working for employment agencies who are
subcontracted out to business at an hourly rate, for a
period of time specified by the business.
– Employee-leasing companies provides permanent
staffs at customer companies.
4. Employee Referrals
– organization involves their employees in the recruiting
process.
5. Campus Recruiting
– the recruitment activities of employees on college and
universities campuses.
6. Executive Search Film
– Firm that specializes in the recruitment of executives
– Invites applicants, makes preliminary interview and
submit short list to the requesting organization for final
decision.
7. Professional Organizations
8. Electronic Recruitment
– the use of internet to recruit
EFFECTIVENESS OF RECRUITMENT METHOD
– Organizational Recruitment programs are designed to bring
a pool of talent to the organization. From this pool, the
organization hopes to select the person most qualified for
the job. The very important questioned faced by the HRD, is
what method of requirement supplies is the best talent pool.
REALISTIC JOB REVIEWS
– way of providing complete information, both positive and
negative to the job applicant
WHO DOES THE RECRUITING
– In the most large and middle size organizations, the Human
Resource Department is responsible for recruiting.
– in small organizations, one person, frequently the office
manager normally handles the recruitment function in the
addition to many other responsibilities.
ORGANIZATIONAL INDUCEMENTS IN RECRUITMENT
– these are all the positive features and benefits offered by
an organization to attract applicants.
3 MOST IMPORTANT ORGANIZATIONAL INDUCEMENTS
– Organizational Compensation System
– Career Opportunities
– Organizational Reputation
ALTERNATIVES TO RECRUITING
1. Subcontracting - is the practice of assigning, or
outsourcing. Part of the obligations and tasks under a
contract to another party known as a subcontractor.
2. Overtime - is the amount of time someone works beyond
normal working hours. The term is also used for the pay
received for this time.
3. Temporary help
4. Employee leasing - is a contractual arrangement in which
the leasing company, also known as a professional
employer organization (PEO), is the official employer.
Employment responsibilities are typically shared between
the leasing company and the business owner
Step Four: Reception of Applicants
– Job applicants has the opportunity to know more about the
organization
– Some applicants are eliminated by means of “preliminary
screening” or “sight screening”
Step Five: Application Form
– Application from may vary from an inexpensive
mimeographed one-page sheet to an elaborate
multi-colored from printed on expensive paper
– It covers the personal background of the applicant, his
health data, education etc.
Screening
– Screening is the process by which the applicant is
interviewed and classified under two categories- those to
be given examinations and further interviews and those who
should not be considered at all.
● The first interview is preliminary and its purpose is to
eliminate those applicants who are clearly unqualified
 ● The applicant form is an important tool in the selection
and hiring procedures as it gives vital information
about the applicant which are relevant to the job for
which he has applied.
● It serves:
⮚ As a guide when interviewing the applicant
⮚ As a basis of eliminating applicants with
unfavorable personal data
⮚ For matching the qualification of the applicant
⮚ For checking on the applicant's school records,
references and former employers
⮚ As part of the employee's permanent record for
communicating with the employee or his family
⮚ As the applicants proceed from one step to
another, some more may be eliminated in the
process
Step Six: Testing
– The purpose of testing is to measure the applicant's ability.
– These are given to supplement the interviews and also help
make an objective comparison among applicants.
– Psychological tests should not be used as the only basis for
employee selection because they have their own limitations.
– They can only help in determining the ability of the
applicant and the time of the test.
– Tests however, have the advantage of objectivity over other
selection tools.
PSYCHOLOGICAL TESTS that are used in business and
industries may be classified into:
a. Intelligence, mental ability or alertness tests
b. Aptitude tests
c. Achievement tests
d. Interest tests
e. Tests on personality or temperament
f. Dexterity tests
AMONG THE EMPLOYMENT TESTS OFTEN USED IN
CHOOSING APPLICANT ARE:
a. Mental alertness tests
– also known as intelligence test, verbal reasoning tests
and personal tests
– they are widely use in personnel selection
– they measure the person's ability
– they also indicate ability to visualize relationships of
objects or space, to think ahead or to judge accurately
b. Clerical aptitude tests
– this measure the individual speed and accuracy in
dealing with similarities and clerical relationships
c. Shop arithmetic tests
– measure how well an individual can work out
mathematical problems that come up frequently in the
shop
d. Mechanical aptitude tests
– Measure mechanical abilities or skills, either natural or
acquired.
e. Space relation tests
– measure the ability to visualized a constructed object
from a picture or a pattern
f. Proficiency, trade or achievement tests
– measures the individual's proficiency on the job or
trade in which he has had prior experience or in which
he is actually engaged at the moment
– measure job skill through work-sample tests
g. Vocational interest tests
– tests designed to discover the patterns of the
employee interest a thus suggest what type of work
may be satisfying to the individual
h. Dexterity and manipulation tests
– these are given to applicants for jobs requiring manual
skills, specially the use of fingers
i. Personal tests
– used in measuring personality characteristics which
are considered to be the basis of success in the job
– their purpose is to measure the emotional maturity of
the individual
Step seven: Checking the applicant’s work experience school
records and personal reference
– determine the types of job formerly done by the applicant
and how efficient his performance was
– many indicate the applicant’s “can do” and “will do”
Step Eight: Interviews
Purpose
– To find out how well qualified the applicant is for the
vacancy
– To give the applicant the information he needs in order to
decide whether or not he take the job if offered to him
– To create goodwill for the company
– Types of interview
1. Directive interview-
– this ask for specific information. The questions
give more emphasis on the habit and character
traits of the person
– this type has the advantage of providing uniform
procedure for all interviewers, is time saving for
the interviewer, and reduces the interviewer's
bias by the use of printed questions
– its disadvantages, however, are the constant
note-taking which may disturb the applicant and
made him cautious in responding to the
questions, the questioning is stereotyped so it
loses flexibility spontaneity; the interviewer pays
more attention to the question rather than to the
interviewee
2. Non directive interview- are unstructured and flexible,
and include more conversation than a standard
interview.
3. Group interview- this is conducted by panel or
committee of three or five interviewers sitting as a
panel
4. team method- a team of three interviewers may
interview an applicant separately and then compare
notes afterwards
The interviewers take note of the following:
a. Emotional maturity
b. Dependability
c. Self-confidence
d. Attitudes toward jobs
e. Creativeness
f. Attitude towards other person
g. Value system
h. Critical attitude
The first interview is called preliminary screening, the second
evaluates the applicant, considering his "can do" and "will do"
traits, his potential abilities, the result of tests, and the danger
signals", and the last interview is called hiring and placement.

Step Nine: Matching the applicant with the job

– This involves the matching of the qualifications of the
applicant against the requirements of the job as indicated
in the JS and JD
– This will enable the employment officer to determine if the
applicant can perform the job satisfactorily
In the selection of the right employee for the job, the following
are to be consi
a. Age
b. Education
c. Experience
d. Appearance
e. Health
Final evaluation of the applicant:
a. "Can do" traits
b. "Will do" traits
c. Potential abilities
d. Danger signal

Step Ten: Final Selection of Immediate Supervisor or

Department Head
– To consistently and efficiently implement the hiring policies
of a firm, the function of employee personnel must be
centralized in the personnel department
– Some firms use the "rule of three" in the final choice of the
applicants This removes the objection to the centralization
of the hiring process through the personnel department

Step Eleven: Physical and Medical Examination

– Such Physical and medical check-ups add to the probability:
– That the new man is fit to work
– That the firm will be protected from claims for disability or
sickness which may be aggravated during his employment
– That the health of the present employee is safe-guarded
– That the accidents will be avoided or minimized
Step Twelve: Hiring
– When the candidate has passed all the selection
requirements and is chosen, he is finally sent to the
personnel department for the hiring process

c. Placement
– The determination of the specific branch, department,
division, section, or unit where the individual is to be
assigned for work
Factors in determining work assignment
1. Requisitioning office
2. Branch
3. Department, division, unit, section
The job performance rating from should include the extent
to which the worker has been currently placed.