CHAPTER 4

HR Planning Recruitment
Selection and Placement
Human Resource Planning

Is a dynamic management process of

ensuring that all times a company or
its units has in its employ the right
number of people with the right skills
assigned with the rights jobs where
they can contribute most effectively
to the productivity and profitability of
the company?
Systematic Forecasting of
manpower needs.
Performance Management
Career Management
Management Development
5 steps in Human Resource Planning

 Determining the workload

 Studyof the jobs in the company (Job
Description and Job Specification)
 Forecasting Human resource needs
 Inventory of manpower
 Improvement plan
 Importance of a well organized selection program
The main objective of good employee selection is to
acquire people who possess the ability and competence
of the accomplish successfully the duties and
responsibilities of the job be filled and the potential to
grow with the company.

Elements of a good recruitment and selection program

The very own word “ selection “ implies the choice of
the one best qualified individual from among the
number of available qualified candidates.
REASONS FOR PROPER SELECTION OF
EMPLOYEES
There are several reasons why employees must be well selected. Some of these are:

 Company objectives are better achieved of by workers who have been properly selected.
 An incompetent worker is a liability to the company.
 Personnel requirements vary from job to job.
 People have varying degrees of intelligence, aptitudes, and abilities.
 Labor laws protect employees, making it difficult to fire incompetent and problem
employees.
 Individuals have different interests, goals, and objectives in life.
 Careless hiring is costly and can cause problems to the company, especially to the
supervisors and managers who have to deal with the workers.
An incompetent worker is a liability the company.

Difficulty of firing incompetent and problems employee.

Responsibility for recruitment selection and hiring of

employees.

Selection by individual supervisors.

Centralization of Personnel Selection and Hiring

Installing a program for recruitment, selection and
hiring.
1:Recognition of the need by management.
2: Selling the program.
3: Communication the program
4: Responsibility for recruitment, selection
and managers.
5: Forms and Records
6: Labor Code of the Philippines
7: Selection of the employees from within or
outside of the company.
8: Job Analysis, Job Description and Specification.
9: Employment test and interview
10: Checking the references, police records and clearances
11: SSS, Medicare, BIR for TIN
12: Physical Examiniation
13: Introducing and Inducting
14: Probationary period of employees
15: Compensation and fringe benefits
of the new employee
16: Performance follow-up
17: Periodic Check-up of the program
18: Validation of studies
Procedures in recruitment, selection and hiring

1: Study the different jobs in the company write

the descriptions and specification.
2: Requisition for the new employee.
3: Recruit qualified applicants.
4: Sight-screen applicants.
5: Have application form and filled out.
6: Select those who will undergo testing
Employment Test Often Used in Choosing
Applicants
 MENTAL ALERTNESS TESTS
 CLERICAL APTITUDE TESTS
 SHOP ARITHMETIC TESTS
 MECHANICAL APTITUDE TESTS
 SPACE RELATIONS TESTS
 PROFIENCY, TRADE, OR ACHIEVEMENT TESTS
 VOCATIONAL INTEREST TESTS
 DEXTERITY AND MANUPULATION TESTS
 PERSONALITY TESTS
 VALIDITY TESTS
MENTAL ALERTNESS TESTS
THE MEASURE THE A PERSON ABILITY TO QUICKLY LEARNJ JOBS WHICH INVOVLED
MEMORY, REASONING, ABSTRACTING, ANALYZING, SOLVING PROBLEMS AS
WELL AS READING COMPREHENSION.

CLERICAL APTITUDE TESTS

THE TEST MEASURES THE INDIVIDUAL’S SPEED AND OCCURACY IN DEALING WITH
SIMILARITIES AND CLERICAL RELATIONSHIP, NUMBERS AND THE NAMES OF
PERSON AND PLACES.

SHOP ARITHMETIC TESTS

MEASURES HOW YOU DEAL WITH MATHEMATICAL PROBLEMS THAT
COME UP FREQUENTLY IN THE SHOP.
MECHANICAL APPTITUDE TESTS
MEASURES MECHANICAL ABILITIES OR SKILLS, EITHER NATURAL OR ACQUIRED.

SPACE RELATIONS TESTS

MEASURE THE ABILITY TO VISUALIZED A CONSTRUCTED OBJECT FROM A PICTUREV OR PATTERN,
IF ROTATED IN VARIOUS WAY.

PROFICIENCY, TRADE OR ACHIEVEMENT TESTS

MEASURE THE INDIVIDUAL PROFICIENCY ON THE JOB OR THE TRADE IN WHICH HE HAS HAD A
PRIOR EXPERIENCE.

VOCATIONAL INTEREST TESTS

INTEREST TESTS ARE DESIGNED TO DISCOVER THE PATTERNS OF EMPLOYEE INTEREST AND THUS
SUGGEST WHAT TYPES OF WORK MAYBE SATISFYING TO THE INDIVIDUAL
DEXTERITY AND MANIPULATION TESTS
THESE TESTS ARE GIVEN TO APPLICANTS FOR JOBS REQUIRING MANUAL SKILLS, SPECIALLY THE USE OF
FINGERS.

PERSONALITY TESTS
THESE TESTS DETERMINE THE EMOTIONAL MATURITY OF THE INDIVIDUAL, HIS OR HER ABILITY TO
WHITSTAND STRESS AND TO GAIN RESPECT COOPERATION.

VALIDITY TESTS
MEASURE THE INDIVUAL ABILITY TO PERFROM THE JOB THE HE IS HIRING.
INTERVIEW
THE FOREMOST IMPORTANT PROCESS OF A EMPLOYEE SELECTION.
 DIRECTIVE INTERVIEW
 NON-DIRECTIVE INTERVIEW
 GROUP INTERVIEW
 TEAM METHOD

THE INTERVIEWER TAKES NOTE THE FOLLOWING

EMOTIONAL MATURITY DEPENDABILITY
SELF-CONFIDENCE ATTITUDE TOWARDS JOBS
CREATIVENESS ATTITUDE TOWARD OTHER PERSON
VALUE SYSTEM CRITICAL ATTITUDE
DIRECTIVE INTERVIEW
ASK FOR SPECIFIC INFORMATION.

NON-DIRECTIVE INTERVIEW
BROAD, OPEN-ENDED AND REQUIRE A NARRATIVE ANSWER.

GROUP INTERVIEW
THE GROUP INTERVIEW IS CONDUCTED BY A PANELS OR COMMITTEE OF THREE OR FIVE
INTERVIEWERS.

TEAM METHOD
A TEAM OF THREE INTERVIEWERS MAY INTERVIEW APPLICANT SEPERATELY AND THEN COMPARE
NOTES AFTERWARDS.
INFORMING THE APPLICANT ABOUT THE JOB AND
WORKING CONDITIONS
REACTIONS, APPLICANTS TRAITS OR DISAGREEABLE ASPECTS OF THE JOBS.

CREATING GOODWILL FOR THE COMPANY

GIVING CHANCE TO A EMPLOYEE TO LEARN ABOUT BASIC FACTS OF THE JOB
AND TO THE COMPANY.

MATCH THE APPLICANT WITH THE JOB

JOBS SATISFACTORILY
FINAL EVALUATION OF THE APPLICANT
“CAN DO TRAITS”
(WORK EXPERIENCE, TRAININGS, SKILLS, PHYSICAL CONDITIONS)
“WILL DO TRAITS”
(MOTIVATION TO DO A GOOD JOB, STABILITY IN EMPLOYMENT, OUTSIDE AND EXTERNAL
FACTORS AFFECTING HIM, ATTITUDE TOWARDS WORK)

POTENTIAL ABILITIES
HIDDEN TALENT, DEVELOPMENT
 DANGER SIGNALS
STABILITY ON THE JOB JOB HOPPING
BAD HABITS HIS ASSOCIATES OR GANG
FINANCIAL HABITS ENVIRONMENTAL FACTORS
ABSENTEEISM PRONE TARDINESS
PHYSICAL HANDCUPS

EMPLOYMENT INVOLVES THREE DECISIONS:

MANAGERS DECISIONS
APPLICANTS DECISIONS
SUPERVISORS DECISIONS
THE “RULE OF THREE”
THE RULE OF THREE REMOVES THE OBJECTION TO THE CENTRALIZATION OF THE
HIRING PROCESS THROUGH PERSONAL DEPARTMENT BECAUSE IT DOES NOT DEPRIVE
THE LINE SUPERVISOR OF HIS AUTHORITY TO MAKE A FINAL CHOICE OF THE PEOPLE
UNDER HIM.

“HAVE APPLICANTS UNDERTAKE PHYSICAL

EXAMINATIONS AND SECURE SECURITY CLEARANCES”
HEALTH CONDITONS

HIRE THE CHOSEN CANDIDATE

HIRING PAPERS ARE PREPARED INDACATING:
*THE CONDITIONS
*APPOINTMENTS
*CONDITIONS AND SIGNED
*REQUIREMENTS
*PAYROLL

FOLLOW-REPLACEMENT