CHAPTER 3
PRE-HIRING, HIRING AND POST-HIRING
PRE-HIRING STAGE
● Human Resource Planning (HRP) helps
managers identify the right number and type of
people they need to successfully execute their
overall plan within a predetermined period of
time.
● Job Analysis is a methodical way of collecting,
interpreting, and storing information about
specific jobs.
HIRING STAGE
● Recruitment and selection practices deal with
policies and procedures used by organizations to
fill an open position due to resignation,
retirement, job abandonment, promotion, or
transfer.
Recruitment serves as a tool to locate and entice
job seekers who are eligible for the job.
● Selection is choosing the best and the most
qualified candidate from the pool of applicants.
POST-HIRING STAGE
● The aim of this stage is to implement HRM
practices that will improve and sustain employee
work performance level. This includes training
and development, appraising and managing
performance, compensation and benefits,
employee safety and health and separation.
1. Training and Development
➔ Training and development are both
learning experiences designed to
enhance workers’ capabilities.
➔ Training provides employees the
opportunity to learn and acquire
additional skills and abilities intended
for the betterment of what they are
currently doing.
➔ Development is more extensive because
it prepares employees for a possible
upward step to the corporate ladder via
intensive management development
programs that will squeeze their
potentials and skill levels, thus
improving the overall organizational
performance.
2. Appraising and Managing Performance
➔ Appraising and managing performance
involve assessing employees, past and
present performance levels relative to
certain performance measures.
3. Compensation and Benefits
➔ Compensation consists of the pay and
benefits received by employees from
their employers in return for their
services. Pay comes in the form of either
a wage or a salary. Benefits could be
either monetary or non-monetary forms
of compensation granted to employees
over and above their pay.
4. Safety and Health
➔ The organization through the HRM
should create and strictly impose health
and safety policies to guarantee that
every employee is aware of his
responsibilities in preventing and
fostering a safe and healthy work
environment.
5. Separation
➔ Terminating an employee is a sensitive
and serious personnel issue. The
Philippine Labor Code states that an
employer shall not terminate the
services of an employee except for a just
cause.
Current Trends in Human Resource Management
➢ An increasing workplace cultural diversity
➢ An emphasis on work and family issues
➢ The tremendous growth of part-time and
temporary employees
➢ The dynamic upgrading of technology
HR: GENERALIST VS SPECIALIST
● HRM Generalist commonly found in small or
medium-sized organizations. perform all HRM
activities
● HRM Specialist employ by large companies
focused on a specific HRM task
 Managed Health Care
Programs
Traditional Specialty Areas
Training and Prepares training needs
Development assessment; creates
instructional programs;
validates, implements, and
evaluates the training
programs; and assess results.
Diversity Management
Employee Compensation Writes job descriptions and
and Benefits job specifications; design job
evaluation instruments;
conducts market surveys for
compensation packages;
constructs pay structure; and
develops benefits programs.
Employee Well-being Creates committee for
employee health and safety;
designs health and safety
programs; establishes a safe
and healthy work
environment; and implements
policies on health and safety
Recruitment and Determines job vacancies;
Selection locates and attracts qualified
job candidates; decides
recruitment method to be
used; notifies job candidates;
meets with job candidates;
studies curriculum vitae;
prepares for interview
sessions; administers
employment tests; and makes
hiring decisions
New Specialty Areas
Work and family life Develops and implements
programs family and work life balance
such as flexible time,
compressed workweek, child
care assistance, and other
programs that promote
work and family life.
Cross-cultural Orientation Communicates
organizational
rituals, norms, and practices
and distinguishes them from
other nations.
Health care expenses
continue to affect a
company’s financial status.
In this regard, most
companies seek the
assistance of experts on
managed health care to
plan for a better option for
its employees.
Develops guidelines for
ensuring that discriminatory
practices are prevented and
that individuals are given
equal chances to
employment regardless of
age, sex, race, and other
factors.
Organizational Ethics
❖ Workplace ethics are statements or rules that
determine right or wrong conduct in the
workplace.
❖ HR professionals must serve with ethical
integrity
❖ HR professionals are encouraged to stick to
ethical codes of conduct to direct their manner
of handling people
❖ HR professionals and practitioners should be the
main players and models of ethical behavior.
Chapter Summary
● The pre-hiring stage includes two important
HRM practices: human resource planning and
job analysis. These practices set the foundation
for other HRM practices. Human resource
planning helps managers identify their present
and future HR Needs in order for the
organization to achieve its goals.
● Job analysis is a methodical way of collecting,
interpreting, and storing information about
specific jobs. It contains job information and
worker requirements needed to perform the job
successfully.
● The hire stage deals with policies and
procedures used by the organization to fill a
vacant position, Recruitment and selection are
the HR practices that compose the hire phase.
● The post-hiring stage aims to implement HRM
practices that will improve employees' work
performance level. This includes training and
 development, appraising and managing
performance, compensation, employee safety
and health, and separation.
● HRM is not just about recruitment, selection,
and compensation. It is also concerned with the
social, economic, and technological
consequences that are beyond the control of
organizations.
● Anybody who aspires to join M may choose to
be either an HR generalist or an HR specialist.
HR generalists perform all HRM practices;
while the HR specialist’s job is more focused on
a certain specialized area of HRM, like for
instance, as a training and development
specialist or a compensation officer.
● Nearly all high-level HR persons start their
profession specializing in one area of HR
management under a department or unit, and
ultimately becoming an HR Director of the
organization.
● Traditional specialty areas of HRM include
training and development, employee
compensation and benefits, employee-employer
relationship, recruitment and selection,
employee well-being, new specialty areas are
work and family life programs, cross-cultural
orientation, managed-health care, and diversity
management.