UNIT V: STAFFING

RECRUITMENT AND SELECTION

"Believe you can,
then you will."
- Mulan (Princess Stories)

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managerial function which
involves training after the
individuals have been selected
for a specific job function, after
which, requiring them of their
responsibilities. Human
resource policies and practices
involve an employee’s selection,
training, and performance
appraisal system. Staffing as the
decision and activities
STAFFING
connected with providing staff
for an organization is
synonymous to employing and
appointing. TREY
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 STAFF
refer to the group of people
who work in a particular
organization. They are hired
by the company to work
under supervision of a
supervisor. A staff may also
refer to the act of holding a
specific position in an
organization.
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The key components of the function of recruiting personnel are the
following: acquisition, allocation, and adjustment.

Job Analysis, that managers will Job Description summarizes the

know the exact methods to be
used in motivating employees.
This analysis is the process of
collecting information and details
on a specific work, and the duties
and responsibilities of the specific
work or position. Job description
gives the “what” in a job while job
specification identifies who should
qualify for the job.
duties and responsibilities, and the
qualifications of the applicant
needed for a specific job. Once the
job analysis was done, the
gathered information will be the
basis in designing jobs.
Job specification plays an important
tool in specifying the qualifications
that an aspiring applicant must
have.
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 RECRUITMENT
process of designating qualified
applicants who apply for a position
in a firm. It is the process for
searchingpotential applicants for
the current and anticipated vacant
positions in the organization. Proper
allocation involves placing the
employees in the right departments
and making sure they are equipped
with the right skills and experiences
for the job.
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RECRUITING
involves the process of
finding suitable employee
and hiring them to join a
company or a firm with
various or specific job
vacancies.

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The following are the Major Steps In Recruitment:
1. Planning and approval - Specific questions are needed to be
answered in filling vacancies in the organization. One is,
“Should the existing vacancy needed to be filled?” because
there are cases when it is better to leave a vacant position
unfilled.
2. Position announcement / Job posting - Choosing between an
external and internal recruitment is the next step once the
vacancies were identified.
3. Recruitment and the strategies - Different techniques are used
in recruiting applicants and there are two sources of recruiting
them: internal and external.
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INTERNAL HIRINGusually involves promotion.
Recruitment from within increases the general level of
morale of employees who feel that they would have
avenues for promotion or transfer.

EXTERNAL HIRINGon the other hand promotes hiring

of employees from the outside source.This source is used
when the available positions whose job specifications
cannot be met by existing personnel within the
organization. TREY 9
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EXTERNAL SOURCES OF RECRUITING APPLICANTS
1. Newspaper Advertisement – used
to be the most popular medium in
recruiting applicants. Companies
usually prefer to advertise in
broadsheets on Sunday issues
because more people read
newspapers on that day. The
downside of using newspapers for
job posting is that it is limited in
terms of exposure because of the
growing popularity of the internet
as the medium for job hunting.
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EXTERNAL SOURCES OF RECRUITING APPLICANTS
2. Internet – company
web pages and job
websites are the most
popular nowadays.
Using the internet for
job posting gives
maximum exposure for
the applicants and the
organization as well.
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EXTERNAL SOURCES OF RECRUITING APPLICANTS
3. Manpower Agency 4. Walk-Ins – applicants who
are ‘walking-‐in’ are ready to
– it is advantageous for a be interviewed right away
hiring organization to since they are already at the
contact a manpower company’s doorsteps. The
downside is that the HR
agency since the human wastes time entertaining
resource of the many applicants who are not
organization can leave called for appointment and
all the responsibilities who do not know if the
position they are applying for
to the agency. is still vacant.
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EXTERNAL SOURCES OF RECRUITING APPLICANTS
5. Referrals – there are applicants
who are referred by people who
knows employees in the company
that has vacancies. Some are
referred by company employee
themselves. f. Job Fairs – there
are companies which participate
in job fairs to minimize costs.
Through job fairs, they can
conduct preliminary interviews
and there are many job applicants
to choose from.
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6. Campus Recruitment –
companies which participate in
college fairs most of the time
need fresh graduates who are
willing to be paid minimum wage
as starting salaries. The HR
department can choose the
schools where it can source out
graduating students of particular
course.
7. Project Basis – companies highly
technical in nature like software
and developer usually hire project-
‐based employees.
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C0mparison of the Source of Applicant
INTERNAL HIRING EXTERNAL HIRING
(Promotion from inside the company)
ADVANTAGES
Employees were motivated to work harder New employees may bring new ideas
Employees were already familiar with the company’s Company can choose the best candidates
system and culture
Less costs in recruitment Company can provide jobs to more people
DISADVANTAGES
No fresh ideas if there would be no new hires More costs for the company especially in training new
employees & facilitating massive recruitment efforts.
Over familiarization with each other may lead to internal It will take time before the best candidate for the
friction position is chosen
Not promoted employees may feel demotivated Employees take time in absorbing the culture of the
organization. Anything that do not agree with what they
believe in might trigger friction.

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SELECTION
After screening and sorting out
the résumés of the applicants,
selection process follows next.

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STEPS IN THE SELECTION PROCESS
1. PSYCHOLOGICAL TESTING - There are companies that do preliminary screening by
facilitating a psychological test. Applicants who pass the test are qualified for the
preliminary interview.

3 Types of Psychological Tests Administered to the Applicants

a) IQ (Intelligence Quotient) or the Mental Ability Test - is a test of general knowledge
which consists of general questions, abstract reasoning, and numerical abilities.
b) Aptitude Test - is the measuring of specific abilities and a test of the applicant’s
partiality to succeed in a particular field. It determines the specific abilities that are
required in certain fields of specialization like engineering, encoding, sales
representation, among others.
c) Personality Test - is the measuring of patterns of behavior such as cooperation,
initiative, dependability, and sociability.

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STEPS IN THE SELECTION PROCESS
2. SCREEN/INTERVIEW AND BACKGROUND CHECK There are companies that decide to
conduct preliminary interview of the applicants before administering the
psychological test. In this stage, applicants who fail to execute good impression do
not undergo the psychological testing.

The Types Of Interview are the following:

a) Panel Job - is when the applicant faces several interviewers who take turns in asking
questions. This method allows the decision makers (interviewers) to gather the same
information before arriving to a decision to hire. However, the applicant may not
answer the questions right, considering the pressure of facing the members of the
panel.
b) Behavioral or Experienced-‐Based Interview - is done to clarify incidents in the past
of the applicant, in his/her former job or life experiences relevant to the job being
applied for. The rationale behind is that, the interviewer is able to compare and
assess the applicant based on his/her past experiences. The answers through
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STEPS IN THE SELECTION PROCESS
c) Structured Interview - is when the interviewer relies on pre‐ established set of
questions and is usually based on job description and specification.
d) Unstructured Interview - is the type wherein the interviewer prepares guide
questions and allows the applicant to answer spontaneously.

3. JOB OFFER This is the stage where the HR department offers the job to the most
favoured candidate. If the applicant accepts the offer, the new hire will be assigned
the position title and would be offered the starting pay.

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 TRAINING &
DEVELOPMENT

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HUMAN RESOURCE DEPARTMENT is part of the human resource management that
deals with the development and training of employees. It includes training the
individual after the he or she is hired. It is done to provide the newly hired to learn
new skills, that would be beneficial to employee’s task.

TRAINING is defined as the process or method of providing programs that may modify,
change, increase, and improve and employee’s level of performance.

DEVELOPMENT is a method that allows employees to grow by providing them

opportunities to take on bigger responsibilities in preparation for the future’s more
challenging tasks.

TRAINING AND DEVELOPMENT is a human resource management’s function that deals

with concerned with organizational activity that is intended for improving the job
performance of all employees in a situation inside an organization.

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THE TRAINING CYCLE
Identifying
training needs

Evaluation Preparation

Applying Training
learning delivery

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THE TRAINING CYCLE
1. IDENTIFYING TRAINING NEEDS Buckley and Caple (1995) identified two ways of
determining if there is a training need.
a) Reactive (Present) Approach There are six stages to identify whether training is the
best way to overcome a current shortfall in employees’ performance
• Define the problem and focus on the past performance by studying quality
standards, productivity levels, customer complaints, and accident rates
• Identify who is responsible to solve the problem
• Define the method to be used in problem solving
• Analyze the problem
• Identify the possible solution to the problem
• Prepare a report as a form of a feedback

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THE TRAINING CYCLE
b) Proactive (Future) Approach To determine if there is a link between the future
performance and the organization’s objectives, the focus should be placed on the
following:
• Corporate Strategy. Training is an important aspect of the company’s long-‐term
strategy.
• Manpower and Succession Planning. The implementation of training might affect the
corporate strategy.
• New Technology, Products, or Services. These can lead to the need for training and
development.
• Ongoing Personnel Procedures. Surveys and reviews can create new training and
development needs.

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THE TRAINING CYCLE
2. Preparation Once the training needs were identified, the training
delivery, schedule, materials, manners of presentation, venue, budget,
food, accommodations, and the means of informing the potential
audience should be prepared.
3. Training Delivery Venue, equipment to be used for the training
presentation should be given special attention. The training itself should
be led by competent and experienced trainers and facilitators.
4. Applying Learning The trainees should be encouraged to practice what
they have learned to appreciate the new insights they have gained from
training.
5. Evaluation To measure the training success, proofs are evident in
increased sales, increased production volume, levels of satisfaction were
achieved.
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 The planned activities that could be developed
within the company or while the employee is at
work is called anIN‐HOUSE DEVELOPMENT
APPROACH, whileOUTSIDE DEVELOPMENT
APPROACHis a technique wherein the individual
will be given the chance to get away from his work
routine and focus on what is to be learned and
understood specifically.
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 IN-HOUSE DEVELOPMENT APPROACHES
1. Management Coaching. This is an approach where the immediate supervisor coaches the
subordinate employee in performing certain functions which are necessary for its
advancement.
2. Assigning of Committees involves delegating of employees with potentials to important
committees which can help them understand the characters and attitudes, concerns and
issues, and processes governing the organization.
3. Job Rotation. This is the process of transferring employees from one job to another for
the reason that they should be familiarized with different types of people and different
strategies and techniques in each new unit.
4. Assistant-‐to-‐the Position. This is the assigning of an assistant to the position of working
directly under the manager.
5. Enlargement of Job. These are additional challenges or new responsibilities to the
employee’s current job.
6. Mentoring. More experienced organization members would be interacting with
employees who can develop skills and increase their knowledge about the company and
its operation.
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OUTSIDE DEVELOPMENT PROGRAMS & APPROACHES
1. Formal Education. The company sends the employee to formal
seminars, workshops, and other training programs offered by training
consultants and agencies.
2. Team Building. This is normally conducted about three to four days away
from work.
3. Case Studies. This is a classroom type of training technique that provide a
medium through the application of management behavior concepts and
analysis.
4. Role-Playing. A technique requiring trainees to assume a role in a given
situation and act the behavior that can be linked with it.
5. Simulation. These are simulated games developed by human resource
experts that require the trainees to analyze a situation and decide from
choosing the best course of action based on the given situation.
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ORGANIZATION AND MANAGEMENT
By: Arsenia U. Gallardo
Rolando L. Palad
Eva Rose Marty
Carlota P. Neri

THANK YOU!
Prepared by: MS. GRETCHEN E. OBLIGAR

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