HRM323 Information Sheet 5 The Selection Process

HUMAN RESOURCE
MANAGEMENT
BACHELOR OF SCIENE IN INFORMATION

Program :
SYSTEM
Course Code : HRM323
Course Title : HUMAN RESOURCE MANAGEMENT
Course Credit : 3 units/54 hours
BULACAN POLYTECHNIC COLLEGE

Bulihan, City of Malolos
Human Resource Management
MODULE MATERIALS
List of Modules
MODULE
No. MODULE TITLE
CODE
1 Human Resource Management: An Overview HRM323-1
The Environment of Human Resource Management
2 HRM323-2
in the Philippines
3 Human Resource Planning HRM323-3
4 The Recruitment Process HRM323-4
5 THE SELECTION PROCESS HRM323-5
6 Performance Management HRM323-6
7 The Training Process HRM323-7
8 The Compensation Program and How to Manage It HRM323-8
9 Employee Benefits HRM323-9
10 Promoting Health and Safety HRM323-10
11 Employee Relations and Discipline HRM323-11
Bachelor of Science in Bulacan Date Developed:

Information System January 2024
Polytechnic Date Revised: Page 2 of 15
Human Resource College
Management Document No. Developed by:
Melannie Bautista Revision # 00
HRM323 c/o Admin
THE SELECTION
PROCESS

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MODULE CONTENT
COURSE TITLE : HUMAN RESOURCE MANAGEMENT
MODULE TITLE : THE SELECTION PROCESS
NOMINAL DURATION : 4 Hours
SPECIFIC LEARNING OBJECTIVES:

At the end of this module, you MUST be able to:
1. Define what selection is.
2. Identify the factors that affect the selection process.
3. Determine the appropriate selection method considering key factors
that affect the selection process.
4. Outline the typical selection process.
TOPICS:
1. Definition of Selection
2. The Factors that Affect the Selection Process
3. The Key Factors of the Selection Method that Affect the Selection
Process
4. The Typical Selection Process
ASSESSMENT METHODS:
• Written examination
• Recitation
REFERENCE:
Supangco, V., Los Banos, J., & Ocampo, K. T. (2021). Human Resource
Management in the Philippine Context (1st ed.). University of the
Philippines Press. (Original work published 2021)

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INFORMATION SHEET 323-5
The Selection Process
Learning Objective/s:
At the end of this module, you SHOULD be able to:
1. Define what selection is.
2. Identify the factors that affect the selection process.
3. Determine the appropriate selection method considering key factors
that affect the selection process.
4. Outline the typical selection process.
Introduction
Selection is the process of identifying the best talent who fits the target
role and the organization. Selection is all about predicting how a candidate will
perform on the job and will fit in the organization given its culture and other
factors. As discussed in the previous chapter, the selection process is at the tail
end of the recruitment process. Now that the organization has a poll of talents,
it needs to get to know them better to be able to identify who among them best
fits the role and the organization.
It is usually thought that only the organization does the selection,

However, selection is a two-way process. Applicants select as well. Given this,
employers need to provide candidates a pleasant recruitment and selection
experience. The recruitment and selection stages provide applicants a glimpse
of how an organization operates. If candidates go through a painful recruitment
process, they get the idea that, more likely than not, their life in the
organization will be painful as well. Candidates are intelligent and discerning.
They may choose to continue with the selection process or not. Moreover, if
applicants speak about their unpleasant experience with an organization—
especially on social media—it will definitely put a dent on one’s employer
brand. Bad-mouthing, however, does not speak well of a person either. If a
person bad-mouths an organization or his former boss, one may rest assured
that he or she will do the same to his next organization.

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Factors That Affect Selection
In choosing the selection method to assess a candidate’s fit with the job
and organization, several factors are considered.
One factor is the role in the organization. Some roles require

demonstration of specific skills. There are several ways to assess specific skills
that an individual must possess. For example, when an organization hires a
driver, the applicant goes through a driving test. In addition, when a specific
driving skill is required, such as defensive driving skill, the applicant must go
through a simulation test. The skills needed for some jobs can easily be
demonstrated—for instance, programming, debugging a program, computer
design, website development, photography, writing, etc. In some cases, the
applicant can show a portfolio of designs or writings or a link to the web page
of his or her work. However, requirements for some roles are more difficult to
assess, thus a more appropriate methodology is to be employed.
Another factor to consider is the level of the position in the organization.

Lower-level positions often require less work experience. In these cases, testing
or simulation exercises may be enough. For levels that assume that candidates
have accumulated years of experience, a more in-depth discussion on what
they did and how they performed in their previous roles may be more
important. In addition, growth and development in the skills area being
assessed are also taken into consideration.
Other than role-specific skills and level in the organization, some roles
require special requirements and conditions. For example, group dynamics is
important in a role. A method of predicting how candidates will gel well in the
current team may be employed.
Key decision makers are also an important factor to consider. Their

schedule, location, and even data preferences may play a role in determining
the selection method and strategy to be used.
The challenge for the recruiter is to input all these factors in designing
the best possible plan for selecting the best person for the role and the
organization.

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Common Selection Methods
There are several methods of selection as there are roles. The typical
ones employed by most organizations include résumé screening, assessment
test, behavioral interviewing, assessment center, and other pre-employment
requirements. Table 6.1 presents the frequency of use of screening methods.
Résumé Screening
As briefly mentioned in the recruitment section, before anyone is invited
for further assessment by the organizations include résumé screening first.
Résumé screening is the process of ascertaining that the résumé has a mention
or discussion of the minimum requirements of the job. A member of the
recruitment team does the screening in alignment with the hiring manager. The
staff reviews the résumé to determine whether or not the applicant has the
basic knowledge, skills, abilities, and other requirements of the job. In
addition, the recruitment staff looks for another details and clues that the
person is fit for the organization or role. These are useful questions to ask:
• What role is the applicant in right now? In the past?
• What company is the applicant in right now? In the past?
• What were the applicant’s responsibilities?
• What are the applicant’s achievements?
• How long did the applicant stay in previous organizations?
• Are there employment gaps?
• How has the applicant’s career progressed?
For technical roles, recruiters need to know relevant qualifications and

certifications. The process is done in order for the recruiter to understand an
applicant's career history and whether or not the applicant has the experience
and qualifications needed for the role being filled in.
Assessment Tests
A lot of assessment tests in the market are used for pre-employment
evaluation. These include intelligence tests, psychological tests, and even job-
related aptitude tests. Whatever the test may be, the objective is to identify a
candidate who is suitable for the role. It is important, however, that an
organization takes a strategic stance in the choice of assessment tests. The
following are key considerations.

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One consideration is the end result that is being predicted and the
assessment tool that delivers this best. An organization must make sure that it
knows what it is looking for. Is intelligence key or is academic performance
more important (if it is the latter, a transcript of records may suffice)? Is the
objective to find a standardized way of knowing how a person performs a skill
vis-à-vis the norm?
Another consideration is the organization's capability to do the

assessment. The number of candidates to be assessed and the budget allocated
for this step are also considered. Psychometric testing
is expensive. For an organization to make a good sense of the data, it also
needs qualified assessors. The organization needs to have a clear picture of the
volume of recruitment and how large the budget is. Organizations with a lean
recruitment team usually outsource psychometric testing. In some
organizations, psychometric tests are developed and customized for them due
to their specific requirements. In this case, the organization needs the volume
of applicants for such to be cost-effective.
The issue of budget dictates at which stage a psychometric test is

introduced. Due to the cost of psychometric tests, some organizations opt to do
this at the tail end of the process as a last check. For those who are able to get
a good deal due to the volume of applicants to be tested, they use it as an
initial screening and opt to do it as a first screening.
Another consideration is the timeliness of results. In this day and age,

there are numerous tests done online. The results are evaluated by a system,
and the reporting is instantaneous. Paper-and-pen or other skill-based tests
take a lot more time in terms of test administration, analysis, and reporting.
Assessment tests are usually a battery of different kinds of tests. It is

important to figure out the right mix, depending on one's objective, capability,
budget, and time constraints.
Interviews and Behavioral Interviewing

The job interview is the cornerstone of selection because it provides the
most robust information about the candidate when done properly. The
interview is done to know more about the applicant beyond what the résumé
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and assessment tests reveal. For one, the oral communication skill of the
applicant is readily assessed through the interview. The interview also reveals
how an applicant gathers his/her thoughts and presents them in a logical
fashion.
There are many kinds on behavior-based interviewing here, but we will

focus on behavior-based interviewing here. Behavior-based interviewing is a
structured interview aimed to identify past behaviors of candidates by looking
at the context of these behaviors and the results and outcomes. It follows the
old adage "past behavior predicts future behavior." It frames questions in such
a way that the applicants describe or give examples of how they have
demonstrated the specific dimension that the organization is looking for. The
following are examples of behavior.
• Tell me about a time when you had to deal with conflict in the work
team.
• Tell me about your experience in delivering an output given short notice
from your boss and amidst other pending deadlines.
• Describe to me a decision that you regretted.
• Describe a time when you delegated successfully.
In assessing an applicant using behavior-based interview questions, the

interviewer uses the STAR framework. The applicant must be able to describe
the situation, under which a particular dimension was utilized, or the task that
needs to be accomplished, the actions taken, and the result of the action. The
interviewer can then ask follow-up questions to clarify issues.
Assessment Center
The assessment center is used in recruiting senior-level roles and
management trainee roles. Candidates are subjected to multiple simulation
activities designed to evaluate how they display the required competencies. The
selection period varies depending on the competencies being assessed and the
methodologies used.
Assessment centers are complex, and organizations using them must be

mindful of problems that arise from their complexity (Thornton, Caldwell, and
Gruys 2003). Before using an assessment center, one must ensure that the
jobs being filled up have undergone a thorough job analysis, a very important
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step because job specifications are the bases of the competencies required of
applicants. It must also be clear that the assessment center is the best way to
select the best person for the job, because the assessment center is only one of
the tools to evaluate applicants for certain positions. When the assessment
center is ascertained to be the best means to select applicants for a job, careful
planning of the whole process is very important. Once job descriptions and
specifications are in place, dimensions to be measured in the assessment
center must be identified and properly defined. Given the dimensions, the
organization must determine the best instrument to measure applicant
competencies in each dimension. In addition, candidates must be briefed about
the assessment center process, its objectives, how the process goes, how
results are used, and how pre-test and post-test evaluations must be
conducted to document the validity of the methodology. Organizations must
also ensure that assessors are qualified and properly trained.
The following are typical assessment center activities (Byham 2005):

• Group discussion
• In-basket exercises (exercises where candidates are given a set of
correspondences to which they will need to respond)
• Interview simulations
• Analysis or decision-making problems
• Oral presentation exercises
• Written communication exercises
One method of assessing applicants is by live observation of the activities

by trained assessors who will then discuss their performance and come up
with a consensus on their final evaluation. However, using live observers is
costly and the number of applicants that can observed is limited. To address
this issue, some organizations take a video of the sessions and rate the
applicants later. This allows for more applicants to be assessed on a particular
day inasmuch as evaluation takes place at another time.
Other Pre-employment Requirements

Other pre-employment requirements may also serve as a means of
predicting how a candidate performs on the job. These may include the
following:

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• Official transcript of records, which shows candidates' academic
performance
• Professional ID, which shows that candidate has passed rigorous
assessment by a professional or industrial body (e.g., engineering
board examination)
• Reference check, wherein previous employers, previous coworkers,
church leaders, community leaders, teachers, other individuals
who may have knowledge of the skills and attitudes of the
candidates are contacted to get more information about each
candidate and improve chances making the right hiring decision
How Are Selection Data Analyzed?

There are several ways of analyzing the data gained from the selection
process. Two methods will be discussed briefly: the cutoff method and the
hurdle method.
One of the most widely used approaches is the hurdle model where each
step of the assessment process is a hurdle to be crossed. The candidates who
reach the end of the process are the best ones, and the top candidate will be
the one offered the position. This approach is appropriate when there are
several applicants for a position. At each
step of the process, applicants are eliminated so that there will be fewer
applicants to proceed to the latter stage of the application process.
Another way is for all candidates to go through the full assessment. A

cutoff is identified for the consolidation of the assessment or for each stage of
the assessment. Those who make the cutoff are shortlisted, and the top
candidate is offered the position. This approach is appropriate when there are
few applicants for a particular role.
The organization may also use a combination of the two methods. The
hurdle method may be used at the beginning when there are several
applicants. At a certain stage of the process, the organization may decide to
use the cutoff method when the number of applicants is deemed manageable to
undergo all the remaining steps.

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The Selection Process
Once an organization has considered key factors and chosen selection
methods that address their needs, the selection process must be designed.
The typical selection process flows through from the Recruitment Process with
the following steps:
1. Shortlisting of candidates from the initial résumé review
2. Assessment
3. Assessment meeting
4. Initial selection
5. Reference check
6. Final selection
7. Job offer
Shortlisting of Candidates
The recruitment process ends with the shortlisting of candidates. This Is
the stage when candidates who have met the minimum requirements of the job
are selected for further screening. Thus, this is the jump-off point for the start
of the selection process. As discussed in chapter 5 (recruitment), candidates
who apply or are invited to apply are screened vis-à-vis the Job Description and
other important considerations, such as cultural fit, etc. Initial shortlisted
candidates will then be invited for further assessment.
Assessment Tests and Interview

The Assessment section may actually be comprised of many stages.
Depending on the role and the important dimensions to be measured, the
organization decides on the number and type of assessment tools to be used.
Assessment includes a battery of methods to assess the fit of a candidate to the
role and organization. A sample set of assessments fora managerial role could
be the following:
1. Personality test
2. HR interview
3. Hiring manager interview
4. Department head interview
5. Regional department head interview

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Assessment Meeting
Throughout the assessment or, if desired, at the end of all assessments,
an assessment meeting is done to understand how a candidate fits or does not
fit the role and the organization. This is helpful for the recruiter to better
screen candidates and geta better alignment on who fits best. It also helps the
recruiter, and the hiring managers decide on who progresses through the
selection process and, in the end, who is selected for the role.
Initial Selection
Organizations typically select one to three candidates—more if there is an
abundance of candidates. During this stage, the hiring managers select the
best fit for the role. These candidates will then progress to the next step of the
selection process.
Reference Check
One important and often forgotten step in the selection process is the
reference check. During this stage, the organization contacts reference the
candidate identified and conducts short interviews whom to discuss how it was
working with the candidate, the strengths and weaknesses of the candidate,
and other matters that are important to the organization. Caution must be
taken in interviewing references because candidates do not normally submit
references who they think will say something negative about them. References,
on the other hand, may be careful not to say anything negative that may
compromise the candidate's chances of getting the job. However, interviewers
should prepare questions that are able to get the information required even
with these constraints. Organizations normally check with two to three
references.
Final Selection
Based on the results of the reference check, a final selection will be made
by the hiring managers. This will be the person to whom they will offer the job.
In cases where there is an abundance of great candidates, organizations may
select a first and a second choice. The second choice will be on standby in case
the first choice does not accept the job offer.

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Job Offer
The last step in the selection process is the job offer. A job offer sheet
with the package information, such as job description, salary, and benefits, is
discussed with the selected candidates by the recruiter. Candidates are usually
given up to a week to think through the job offer. Some applicants may accept
the job offer as is, while others negotiate. As soon as a final offer is made, the
candidate is given some time to decide to accept the offer or not. If all goes well,
the chosen candidate accepts the offer, and a start date is determined.
Summary
Selection is the process of identifying the best talent who fits the target
role and the organization. Selection is all about predicting how a candidate will
perform on the job and will fit in the organization given its culture and other
factors. In order to select the best person for the job, it is important that the
organization chooses the appropriate selection method and put in place a
standard selection procedure.
Selection may be seen as the initial gateway into the organization. it is

process-driven, but exceptional organizations and managers understand the
strategic value a world-class recruitment and selection program offers. Jim
Collins, in his book Good to Great (2001), discovered that great organizations
even put people first before strategy: "They first got the right people on the bus,
the wrong people off the bus, and the right people in the right seats. And then
they figured out where to drive it”.
Thus, care and importance must be given to the recruitment and

selection processes. From the design to the tools to be used, even the people
who will be managing the process, all must be well throughout and excellently
executed. Getting the right people in the organization is not an easy feat, yet
this is one of the key things organizations must focus on. Any error at this
stage of the human resource management process will impact on the other
processes and the performance of the organization as a whole.
Experiencing HRM
Form groups of three. Assign a person to be the interviewer, the
interviewee, and the observer, respectively. Let each person play the role for ten
minutes. The interviewer should ask the interviewee any of the following
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behavioral interview questions. Make sure that your answer defines the task or
the situation, what you did (action), what the results were, and what your key
takeaways from the experience are.
1. Tell me about an important goal and how you achieved it.
2. Tell me about a time when you had to submit a report within a limited
time.
3. Tell me about a time you made a serious mistake and how did you rectify
it.
4. Tell me about a time you led a team of workers who were older than you.
5. Tell me about a time you had a conflict with your colleague.
Issues for Resolution

The San Isidro Hospital is a privately owned hospital with a 1,000-bed
capacity. It is a typical general hospital with an emergency department to treat
patients with urgent health concerns, and a range of regular surgery, specialist
units, including cardiology and urology, and support units consisting of
pharmacy, pathology, and radiology. The HR manager, Teresita Gutierrez, finds
herself with a large number of vacancies to fill up. The unfilled positions are
listed below:
Position No. Of Vacancies
Janitor 10
Gardeners 2
Nursing Aides 20
Head Nurses 1
Nurses 5
Head Cardiologist 1
Senior Urologist 1
Assistant Radiologists 2
Pharmacists 2
a. What avenues can Teresa use to attract applicants?
b. What selection device can Teresa use to screen qualified individuals for
the hospital vacancies?

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HUMAN RESOURCE

BACHELOR OF SCIENE IN INFORMATION

Course Code : HRM323

Course Title : HUMAN RESOURCE MANAGEMENT

Course Credit : 3 units/54 hours

BULACAN POLYTECHNIC COLLEGE

Bachelor of Science in Bulacan Date Developed:

Bachelor of Science in Bulacan Date Developed:

COURSE TITLE : HUMAN RESOURCE MANAGEMENT

MODULE TITLE : THE SELECTION PROCESS

NOMINAL DURATION : 4 Hours

SPECIFIC LEARNING OBJECTIVES:

Bachelor of Science in Bulacan Date Developed:

It is usually thought that only the organization does the selection,

Bachelor of Science in Bulacan Date Developed:

One factor is the role in the organization. Some roles require

Another factor to consider is the level of the position in the organization.

Key decision makers are also an important factor to consider. Their

Bachelor of Science in Bulacan Date Developed:

For technical roles, recruiters need to know relevant qualifications and

Bachelor of Science in Bulacan Date Developed:

Another consideration is the organization's capability to do the

The issue of budget dictates at which stage a psychometric test is

Another consideration is the timeliness of results. In this day and age,

Assessment tests are usually a battery of different kinds of tests. It is

Interviews and Behavioral Interviewing

There are many kinds on behavior-based interviewing here, but we will

In assessing an applicant using behavior-based interview questions, the

Assessment centers are complex, and organizations using them must be

The following are typical assessment center activities (Byham 2005):

One method of assessing applicants is by live observation of the activities

Other Pre-employment Requirements

Bachelor of Science in Bulacan Date Developed:

How Are Selection Data Analyzed?

Another way is for all candidates to go through the full assessment. A

Bachelor of Science in Bulacan Date Developed:

Assessment Tests and Interview

Bachelor of Science in Bulacan Date Developed:

Bachelor of Science in Bulacan Date Developed:

Selection may be seen as the initial gateway into the organization. it is

Thus, care and importance must be given to the recruitment and

Issues for Resolution

Bachelor of Science in Bulacan Date Developed:

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