BACHELOR OF HUMAN RESOURCE MANAGEMENT WITH

HONOURS (BHRM)

JANUARY 2021

BBPR2103

PLANNING, RECRUITMENT AND SELECTION OF HUMAN

MATRICULATION NO : 760818115069001
IDENTITY CARD NO. : 760818115069
TELEPHONE NO. : 0148207347
E-MAIL : nikrosidi@[Link]
LEARNING CENTRE : TERENGGANU LEARNING
CENTER
 Selia Selenggara Selatan Sdn Bhd is a road maintenance company and currently holds a
Road Maintenance Concession of Peninsular Malaysia’s Federal Roads specifically in Johor,
Melaka and Negeri Sembilan. The concessions cover the maintenance of approximately
4178km road network. A major activity for road maintenance includes routine maintenance,
periodic maintenance and emergency works. Routine maintenance works including patching
of potholes, grass cutting and upkeep of road shoulder, road furniture, bridges, culverts,
drainage and routine inspection. The periodic maintenance includes the maintenance of
pavement and non-pavement works. While, emergency works are done in order to make the
road passable to traffic as a result of unforeseen circumstances such as landslide, bridge
collapse, flooding or spillage of hazardous materials. Selia Selenggara Selatan Sdn Bhd
corporate headquarters office is located at Ayer keroh, Melaka and maintains nine Area
Offices at the southern region of Malaysia. Another three regional offices has been
established in Seremban, Johor Bahru and Ayer Keroh for coordinating operations in Melaka,
Negeri Sembilan and Johor respectively. Currently the company has six hundred staff at
Melaka, Negeri Sembilan and Johor. The mission of this company is to satisfy the
stakeholders needs for effective road asset management that provides for safe, comfortable
and convenience use of the federal roads in Southern Region. They will achieve this by
approaching road asset management in a holistic manner; using an integrated management
system that promotes best practices in the use of resources and that all associated risks are
managed and controlled by competent and efficient staff, supported by advanced
technological solutions that gives us the competitive edge.

The purpose of selection process is to pick up the most suitable candidate who would meet
the requirements of the job in an organization best, to find out which job applicants will be
successful, if hired. To meet this goal, this company obtains and assesses information about
the applicants in term of ages, qualifications, skills; experience & the need of the job are
matched with the profile of candidates. The most suitable person is then picked up after
eliminating the unsuitable applicants through successive stages of selection process. How
well an employee is matched to a job is very important because it is directly affects the
amount and quality of employee’s work. Any mismatched in this regard can cost an
organization a great deal of money, time and trouble especially in terms of training and
operating costs. In course of time, the employee may find the job distasteful and leave in
frustration. They may even circulate hot news and juicy bits of negative information about
the company causing incalculable harm to the company in the long run. Effective election
therefore demands constant monitoring of the fit between people the job. Selection test can be
used to weed out a large number of candidates who may not be considered for the
employment. This test is a device that reveals the information about the candidates which is
not obtained through other steps of selection. Normally this company receives a large number
of applications, so these tests help to find out the suitable candidates having required
characteristics for the position. It screens the employee’s ability, knowledge and decides
whether he/she can perform well in this company. There are a few importances of selection
tests on staffing process. One of the importance is selection tests can avoid biases in the
selection procedure. This test also will help to minimize the cost and time to be taken by
selection procedure. Selection test can provide the information about the qualities and
potential of the prospective employees which cannot be known through other methods
including personal interviews. These tests also help for the promotion of the potential
candidates. Selection test also will helps to estimate the candidate’s ability, knowledge and
other proficiency. It also provides a basic for selecting the mostly likely candidate as per the
requirement of job specifications.
This organization used eight tests categories in selection process which is aptitude,
intelligence, abilities, skills, achievements, personality, interest and honesty tests. Aptitude
test is widely used to measure the latent ability of a candidate to learn new job or skill. They
enable to find out whether a candidate, if selected would be suitable for a job which may be
clerical or mechanical. These tests detect peculiarities or defects in a person’s sensory or
intellectual capacity. They focus attention on a particular type of talent, such as learning,
reasoning or a mechanical bent of mind. Some of them measure simply sensory activity,
speed and dexterity in motor movements of various types. Some of these tests are useful in
selection of employees. Such tests may take one of the following forms mental or intelligence
test, mechanical aptitude test or psychomotor or skills tests. Intelligence test is to measure the
overall intellectual activity or the intelligence quotient (IQ) of a person and enable to know
whether he has the mental capacity to deal with new problems. They are useful for selection
purposes, and determine the future of an employee’s word fluency, memory, inductive
reasoning, speed of perception and spatial visualization. The Wechsler Adult Intelligence
Scale (WAIS) is widely used for management appraisal and selection. It is given to only one
person at a time. The Wonderlic Personnel Test and the Otis Employment Test are, however,
general intelligence tests, which may be given to groups in a relatively short time. The
administration of these tests calls for much preparation on the part of an organization and
they are expensive and cumbersome as well. Abilities test is to measure the capacity of a
person to learn a particular type of mechanical work. They measure a person’s capacity for
spatial visualization, perceptual speed, manual dexterity, visual motor coordination or
integration, visual insights, etc. They also measure specialized knowledge and information of
techniques, arithmetical problem solving ability and technical vocabulary. Some of these
functions are measured by apparatus, others by performance type of materials and still others
by paper and pencil tests. They are useful when apprentices, machinists, mechanics,
maintenance workers and mechanical technicians are selected. In other words, these tests are
generally used for the selection of personnel in lower position, who are entrusted with the
jobs of operating machines. Examples of some specific abilities that might be measured
include mechanical reasoning, motor dexterity, physical abilities, and reading
comprehension. Due to the potential for adverse impact and greater legal exposure, generally
ability testing programmer requires strong supportive evidence. This evidence includes job
analysis results that support the ability as a job requirement, historical evidence of the
validity of ability testing in similar or identical jobs, and/or validity evidence from the local
setting where the test is going to be used. Fourth type of test is skills tests. Skills tests are
those tests which measures a person’s ability to do a specific job. They are administered to
determine mental dexterity or motor ability and similar attributes involving muscular
movement, control and coordination. They are of primary importance in the selection of
workers who have to perform semi skilled and repetitive jobs, such as bench assembly work,
packing, testing and inspection and watch assembly. Examples of this type of tests are the
McQuarril Test for mechanical ability, the Purdue Mechanical Adaptability Test, and the
O’Connor Finger and Tweezer Dexterity Tests. Fifth test is achievement tests. Known also as
proficiency tests, they measure the skill or knowledge which is acquired as a result of a
training programmed and on the job experience. They determine the admission feasibility of a
candidate and measure what he is capable of doing. Examples of such test are General
Aptitude Test Battery, the Abstract Reasoning Test, the Millar Analogies Test, the Standford
Binet Scales and the Adaptability Tests. Next test is personality tests. These tests aim at
measuring those basic make up or characteristics of an individual, which are non intellectual
in their nature. In other words, they probe deeply to discover clues to an individuals’ value
system, his emotional reactions and maturity and his characteristic mood. They assess his
motivation interests, his ability to adjust himself to the stresses of everyday life and his
capacity for interpersonal relations and self image. They are expressed in terms of the relative
significance of such traits of a person as his self confidence, his ambition, tact, emotional
adjustment, emotional stability, neuroticism, obsessions, delusions, compulsions, or various
other traits of human personality as perseverance, co-cooperativeness, aggressiveness,
impulsiveness, reflectiveness, thoughtfulness, masculinity or feminity, self-restraints,
submissiveness, ascendance, optimism, decisiveness, sociability, conformity, objectivity,
patience, fear, distrust, initiative, judgments, dominance, sympathy, integrity, etc. These tests
are administered to counsel individuals to select supervisors and higher executives. They are
pen and paper tests. Examples of such tests are Bell Adjustment Inventory, California Test of
Personality Scale, Minnesota Multiphasic Personality Inventory, Thematic Appreciation
Tests, etc. Personality tests have a wider use in industry because they provide a well-rounded
picture of an applicant’s personality and because managers have to realize the importance of
emotional characteristics. Some authorities, however, consider these tests to be superficial,
easily faked and misleading. Interest tests aim at finding out the types of work in which a
candidate is interested. They are inventories of the likes and dislikes of the people of some
occupations, hobbies and recreational activities. They are useful in vocational guidance and
are assessed in the form of answers to a well-prepared questionnaire. Examples of such tests
are Kuder Reference Record, The Strong Vocational Interest Blank, etc. Last test is honesty
tests. These tests are designed to help control inventory theft or time theft such as leave
abuses by screening out individuals that are likely to have these propensities. There are
significant concerns about using these types of tests. A major concern is the fact the tests
have high prediction errors, particularly “false positives” rates which would inappropriately
label an individual as having a propensity that they do not in fact possess.
Administrative officers work in a various industries and take a wide range of tasks. This is
usually provides general support to an entire group of or a selection of managers.
Administrative officers organize meetings, compile reports, arrange travel, communicate with
employees consistently and make sure company operations run smoothly. Successful
administrative officer are good at organization skills, communication skills, problem solving
skills, time management skills & software use skills. For organization, they need to juggle
many tasks, like organizing meetings and planning in house or off site activities. Strong
organizational skills are critical for completing all these tasks properly. For communication,
they must be excellent communicators as they must liaise with staff, suppliers, clients and
visitors. Both verbal and written eloquence are important and the ability to build rapport
helps office managers work more effectively. For problem solving skills, they will face
several unforeseen issues during the day. It is important that they can think quickly without
panicking and find the most mutually satisfying solution. For time management skills, they
need to hand in accurate and timely reports and run errands. For these reasons, they should be
able to plan their day and schedule their to-do list properly. Lastly is a software use skill.
Administrative officer must use a wide range of software to complete important duties, like
managing budgets, preparing letters and presentations and coordinating with the IT
department on office equipment. This means they must be tech-savvy and quick to learn
using new software.
There are four ways to test administrative officer in selection process. One of test is
organization skills assessment. The company will give the situation to overlook how the
candidates solve the problem given. For example, an overseas business partner is coming to
the office for a meeting with CEO. This partner has never met the CEO and has never been to
the city or this office. Candidates must write a sample meeting confirmation email to send to
the business partner. Candidates should show proactiveness by sending an email including
accurate and complete information (e.g. proper spellings and links), suggesting the easiest
transportation routes, best restaurants and noteworthy sightseeing and entertainment options.
Ideal candidates would ask this business partner if they have any dietary specifications (e.g.
vegetarian, no sugar diet) or if they need special accommodations. Strong candidates would
go the extra mile and suggest including a calendar invitation that includes a link to their
office address and contact details. For communication skills assessment, competent
administrative officers will show creativity and proactiveness. For example, the company will
test candidates how to manage special events like dinner. A competent administration officer
will show that they understand the concept of the event (whether corporate or more informal),
mention that they would chase the best offers from vendors, and correctly calculate the costs
(including unexpected over budgeting), draft the invitation and send transportation options
and routes. For problem solving skills, an experienced administrative officer would do some
research before making decisions. For example, some people in the office have complained
that they don’t have enough healthy options for snacks. The task is, how would candidates
handle this issues and how would they developed suggestions for the problem. They should
do some research before making decision, like they should poll colleagues by sending out a
survey, research snacks that have ingredients that could help during working hours (energy,
concentration and stress relief) and make an effort to accommodate most needs. Thorough
research of vendors will also result in the best financial decision as well. For time
management skills assessment, the company will give situation and the candidates must solve
the problem. For example, their CEO has to cancel a meeting with a visitor in the last minute.
The guest is a very busy person and it will take more than one working day to get a reply
from their secretary and due to time zone difference, they may get tentative reply. The
candidates need to reschedule quickly and only have tentative slots from CEO. The
candidates must handle know how to handle this situation. This tests will reveals an
administrative officer ability to be flexible, punctual, think quickly and follow up. They
should make sure they check all possible communication channels in order to get the message
delivered in timely manner. For software use skills assessment, the candidates must excel in
software regarding administration such as Microsoft office, email and etc
So as the conclusion, selecting and using effective assessment methods can greatly
enhance the quality and productivity of an organization’s workforce. Unfortunately, many
HR professionals have misconceptions about both the value of formal assessments and the
types of assessments that have proven to be most effective. This, coupled with the fact that
the area of selection testing is inherently technical and difficult to understand, has led to an
underutilization of formal assessments in organizations. By providing a basic understanding
of key criteria for evaluating assessment methods and resources for accessing assessment-
related information and expertise, it is our hope that this report has taken a positive step
toward better equipping organizational decision makers and HR professionals to introduce
effective assessment methods into their organizations.

(2504 words)
 APPENDIX

References
1. [Link]
2. [Link]
tests/17540
3. [Link]
[Link]?m=1
4. [Link]
11352
5. [Link]
m=1
6. [Link]
7. [Link]
8. [Link]
337604056_PROSES_PENILAIAN_PENGREKRUTAN_DAN_PEMILIHAN_PEK
ERJA_ATAS_TALIAN_RECRUITMENT_AND_EMPLOYMENT_SELECTION_P
ROCESS
9. [Link]
10. [Link]