OBJECTIVES: After this lesson, you should be able to: Familiarize future Human Resource Managers / Personne! with the basic and necessary procedures in selecting the most qualified ‘employee for the vacant position in a company: Help manager/personnel with the appropriate planning strategies in preparing up-to-date procedures for hiring; Design interview questions that will yield information about future employees; Design an up-to-date testing procedure to further measure the applicant's qualifications; and Be aware of the importance of checking the references of applicants,Selection - can be dofined as the process of determining I mn aman tia tren » vacant positio : who can meet the job requirements and can be offered the va uf bins cra te organization. 148 the deciding, point, which determines who among ants has the personal qualities that match the requirements for the position. a sitions to the he different department of the organization make personal requisitions on HRD on their manpower requirement through a Personnel ee wings duly approved by the management concerned. This PRF specifies the following: |. The positions and the number required 2. The job specifications ~ What is required to do the job. This tool consolidates the necessary employee qualifications identified in the job analysis schedule and lists them in terms of knowledge, abilities, skills, or licenses. The employee selection requirements may emphasize skills and knowledge not easily learned on the job. It is often wise to select candidates who already have these skills rather than a hope candidate will be able to learn them after hiring. The personal qualities needed for a worker to do the job successfully. A frequent sentiment among employers is that a good attitude and a lack of bad habits are the most important ingredients in the personal makeup of personnel. It is indisputable that a gdod attitude is essential, but attitude alone does not make up for poor skills any more than good skills make up for a poor attitude. The HRD determines the selection procedure on how to get the most qualified applicants. Managers and top executives must approve these standard operating procedures. The following stages may be implemented: Stage 4 ~ Making communication decisions to select or reject Stage 3 ~ Gathering and evaluating information about applicants Stage 2 ~ Identifying and choosing selection criteria, predictors, and instruments to be used. Stage 1 Establishing selection procedureselection Procedure on How to Get the Most Qualified Applicant ‘ . 8 |. Stage 1 ~ Establishing, selection procedure. Successful einplove dependent on a clear understanding of ajob’s component, “teetion is Stage 2 ~ Identify and choose selection criteria, predictors be used. Weighing job duties can help the employer assess t competing candidates, Each skill, knowledge area and to its importance to the job. A skill may be giv if it can easily be acquired or is seldom used, and instruments to he qualifications of ability is rated according en less importance, for instance 3, Stage 3-Gather and evaluate information about applicants. Applicant sk be evaluated through applications, interviews, tests, ifs che i aes of recommendation and physicals. Some selection tools are mune vite than others, but a combination of tools is usually best. Factors reflect worker motivation such as punctuality and attendance may be elicited withie the interview, but contacting previous employers may give more reliable information. If possible, try to verify evidence of specific skills, knowledge and abilities at more than one point in the selection process, i 4, Stage 4- Make communication decisions whether to select or reject, Following a thorough selection process enables you to base a decision on substantial data rather than on intuition alone. It is worth starting over with the recruitment process if you are not satisfied with any of the applicants. Offering the job to someone “because we've come this far” could mean hiring the wrong person for the job. Unfortunately, too often candidates who are not selected for a position ever hears from the employer. Others may find out a position was filled when they see the new employee. In addition to common courtesy, a reason for promptly notifying, all applicants is hat,firm employers may want to stay in touch with top contenders to fill future openings. Do not commit yourself to calling all candidates and letting them know if they got the job or hot. When you telephone the candidates, this will raise their hopes only to be let down a moment later. Sending thoughtful rejection letters to those who were not selected could be done. Sample of a Rejection Letter: Date: ______ Dear Applicant: _ position with our company. We applicants, and we didates. We enjoyed meeting Please keep us in mind in “We wish you well in your career. Thank you for your interest in the regret to inform you are not selected. There were over - could choose only one of the several well - qualified can You and were particularly impressed with your the future. Thank you for your time and interest.ro Who Makes the Selection Decisions? oritytoas st line Managey ‘The HRD isa staff department and has a functional authority Heft up to operating in all related personnel functions, The final decision to hire usually hee Wecalon on department executives. The final user of the human resuyes MMT | at who is to be hired among the applicants screened by the TIRD ir) submitted by the department. It is the functional authority of the Iiperedndns tot applicants and to submit the names of those who passed the init MTN TOs operating department for its final decision on whom to select and fina he job. Selection and Job Matching Selection tries to match the personal qualities of the applicants watt ibe job requirements. This matching procedure begins with and is based upon an evaluation of the applicant's strengths and weaknesses. The results of this evaluation are then measured against the job standards of the position. In the selection process we cannot separate the person from his personal characteristics. The applicant has positive and negative factors and the process of determining these factors requiresa thorough analysis of the individual's qualifications Tests and interviews commonly focus on the applicant's social abilities as well as his task abilities. Selection procedures seek to measure the ability of the applicant over the existing organizational structure. The assumption is that ability determines performance. While this assumption may be true, it cannot assure that the results is one hundred percent accurate as motivation plays great factors in productivity, The Selection Process The employer can think of the election process as a series of hurdles that applicants must clear in order to obtain the job. Each hurdle eliminates some applicants from contention. The sequence of these hurdles needs to be designed with care. Generally, the most expensive and time-consuming selection tools are used later in the selection process, If there are only few applicants, progressive hurdles are unnecessary. When selection tools are not used as hurdles, their sequence is less important. Ifall applicants will be interviewed and all take a practical test (or job sample), it does not matter much which of the steps comes first. Often employers use bio-data (information from applications and resumes) a the first step in eliminating applicants. Furthermore, employers should not be overly. influenced by nice-looking applications that may have been typed or completed by someone other than the candidate. Professional resume services can make candidates appear quite attractive on paper. The caution here, then is that there is little relationship . between an applicant on paper and on the job. 52the HRM manager must be able to devise the moat valid instrument tom process. He mutst be able te Which are the by must establish th iO determining Mt predictors of alitios senygh Sought among wil find out te what sevitic jobs. The manage Neo as Gu awe employees and design a selection procedure that ie , postesses them sta given applicant Vreliminary Screening Application Form Physical Examination Placement The Selection Process | Preliminary Screening ‘The first step in the assessment of an applicant for the job is the initial ilewiew or preliminary screening. This step deals with obvious factor wen crete Physical appearance, personal grooming, educational background, Professional training and experience that need to be assessed The following personal traits an 'd qualities are the important things to sider in the preliminary screening process: Aplitude and interest indicate our natural abilities, capacity for learning, and desires to do certain jobs Attitudes and needs indicate an applicant's frame of mind, emotional and mental maturity, sense of responsibility and authority, and future Bie Motivation,jcate our thinking process Analytical andl manipulative abitities indicate our Process, ve oftectively in ANY assigne, inteltigenee level and ability: to use knowledge effective’) Bred task cifie operal @. Skills anid technical abilities indicate ability SE Tien iene anal technical aspects of the job. This results ftom eevee ining and experienge and tends to predict what one can do if properly placed rented developed ane motivated. © Health. energy and stamina indicate physical ability to perform the assigned task satisfactorily especially those involving manual and managerig} duties, 1 The person's value system provides a clue to motivation, goals, objectives and work values and perseverance. Applicants who pass the preliminary interview are asked to fill out an application form provided by the company, The interviewer usually asks the applicant to answer Specific questions and looks for significant reactions and expressions. The interview is sssually directed toward discussions of points that the interviewer considers important ‘These are some styles of interview: 4. Structured interview follows aseta procedures and the interviewer sets the leads. Directive interview is usually structured. Structured interviews are usually more effective in promoting equal opportunities for all applicants Unstructured interview is where the applicant takes the lead. The unstructured interview provides no specific reference and the applicant is given a free hand in taiking about himself and the interviewer makes an assessment © Panel or round-table interview is usually done for managerial and supervisory employees. The applicant meets a panel of interviewers and seeks to facilitate the polling of judgments with prominent members of the working organization. ‘The Application Form The applicant is required to fill out the company’s official application form after passing the preliminary interview. The company’s application forms contain more information that the company may need in MIS files or some information that may be required during the in-depth interview. Application forms vary from company to company. Employment details are important during the interview process By careful screening the employee's information about education, the schoo! where courses were attended, employment data, years of experience in a particular job salary received and membership in organizations may be found closely related success on the jobGraphology ~some companies would require the applicant to write in not less 300 words his work oF tiie experiences. This would reveal some personality ve of the person's characteristics Graphology is the art and science in the nalvsis of the individual's traits through his handwriting. It can reveal the level ay ence, emotional stability imagination ‘and ability to work with others as of intellige vail as discover talents and capacities. tha resting and Evaluation of Results jesting in the parlance of HRM, is commonly associated with the prediction and selection of subsequent performance on the job. Tests are still the commonly ing the qualifications and talents of the application cnstraments for determin .ctive of all selection instruments in the used lular job. It is the most objet for a partic selection Process. rests can be classified on the bases of personal characteristics sought from the applicant. They are the following: Intelligence Test — it is widely used to measure mental ability or general learning ability. There isno good definition of intelligence butitiscommonly seaoviated with one’s personal capacity for leaming and doing things that fe learns, The outstanding feature of this type of testis its ability to predict the general capacity for learning or problem solving. Intelligence tests that ane designed by the psychological Society of the Philippines are adaptable he local conditions. They are now available for use by practitioners of HRM. Examples: Culture Fair Intelligence Test Raven’s Progressive Matrices Test Tabular Description: Variable Gand _| Intelligence [Raven's _ | [Progressive ___ | above 5 [mit but [Matrices : ae can be [Test ee finished _ ane ita E12 | within 60 [Proponent | [iota 60 frminutes._| {John C. [Raven pacity to learn a given job, b. Aptitude Test - It measures the person’s caj test is usually administered provided there is adequate training, This type o! for mechanical and clerical positions. Examples: Differential Aptitudes Test Occupational Aptitude Survey (OASIS) - Aptitude and Interesteee Tabular Description: Test Ditterential Aptitude stract Reasoning, Tost Clerical Speed and Accuracy roponent: : Clerical Speed and Accuracy 2 Mechanical Reasoning “Spatial Reasoning Language Usage (Spelling) Language Usage (Grammar) ©. Interest Test -It is derived from hereditary and environmental factors. It tries to predict the success in the job if thee person’s interest and the job are properly matched. For example, if the person is interested in operating mechanical instruments he should be placed ina situation where there are mechanical operations. If his interest is in art, the nature of the job must be related to art works. Thrustone Interest Schedule Occupational Aptitude Survey and Interest (OASIS) - Interest Examples Tabular Description: Test _ Variable Item Time ‘Thurstone Physical 100 pairs 10 Interes Sciences of minutes. Schedule Behavioral Occupation Proponent: Sciences ‘Thurstone Computation Business Executive Persuasive Linguistic Humanistic Artistic Musicaldl. Personality Test ~ It is considered as personality of the applicant especially for supervisory positions, as they have to relate with their co-worker’s Practitioners of HRM believe that selected personality chy be even more important than job knowledge or skil, as emotion maturity influences the ability to withstand stress and strain tobe y v : objective and gain the respect and cooperation of others in the organization. en important instrument to test the and managerial in the industry, aracteristics may Examples: 16 Personality Factor Questionnaires (16PR) Comrey Personality Scale (CPS) Edwards Personal Preference Schedule Minnesota Multiphasie Personality inver California Test of Personality The Hand Test House Tree Person Sentence Completion ntory Tabular Description Test Age Variable Comrey 16 Trust vs. Personality | years Defensiveness Scales (CPS) | “old Orderliness vs, Proponent: and | Lack of Compulsion Andrew L above | Social Conformity vs. Comrey Rebelliousness Activity vs. Lack of Energy Emotional Stability vs. Neuroticism Extraversion vs. Introversion Empathy vs. Egocentrism. Masculinity vs. Femini ©. Achievement or Proficiency Test — It tries to measure the applicant's knowledge of a given job. It tries to eliminate “trade bluffers” who profess to know a particular type of work. Trade bluffers are people who claim Knowledge of a particular type of work or experience that they do not actually possess. Work sampling is commonly used to determine the individual ability to perform certain to type of work. A trade Test isa part of this type of measuring the ability to perform a certain type of task. Example: Flanagan Industrial Test58 Tabular Description Arithmetic industrial Assembly Test Components Proponent |} Coordination [Link] | Electronics Flanagan | Expression Ingenuity Judgment and Comprehension Mathematics and Reasoning Mechanics Memory Patterns Planning Precision Scales Tables Vocabulary RAnAVaguw s that measure specific skills, know ledge and abilities are the most useful selection tests. Intelligence and personality tests on the other hand, are normally of limited utility. Intelligence tests may indicate a person's potential practical to analyze and digest information quickly but may do little to show a person’s skills Neither will an intelligence test predict an applicant's motivation, confidence, or need for achievement. Personality and honesty are important but tests provide litte help in evaluating these characteristics in a selection setting. Applicants can easily fake answer and these tests are often offensive, prying into people's personal lives in areas that are not job related. Interaction with applicants especially during the interview, canbe amore useful means evaluating attitudes and personality. Honesty tests may be prohibited by law in some instances and it is doubtful that they are very helpful. This trait may be measured in part by checking references What are the requirements for effective testing? A test can be made more productive and rewarding if it conforms to the following: a. It should be properly tested and validated b. It should be used with proper di instruments. etion and used along with otherc, Use a battery of tests to determine the person’s real worth. d. Set the critical cut - off score in advance. e. Do not use raw scor 's: Interpret them. In-Depth Interview The in-depth interview is the most important part of the selection process. After passing all tests re: quired, the applicant is now ready to formally enter into the selection process. All the relevant information about the applicant is brought into focus at this point as the final decision to hire the individual is made during this interview. The factors of aptitude, proficiency and personality drives, social adaptability, emotional control and conscience are related to the employee's productivity. These subjects should be thoroughly discussed during the interview. Relatively important is the interviewer must be able to attempt to evaluate the person's ability to utilize available resources in solving problems and to search for the right attitude, knowledge and skills needed for successful performance on the job. Experience is valuable in interviewing techniques. Increased training of interviewer is a promising method for improvement as it is crucial factor in the interview process. Some types of significant information may surface during the interview that may not be available from other sources. An example of this is the hardship that the applicant experienced while working and at the same time studying. Experiences along this line are contributory factors to the and consistency of the applicant to go through college to get a better job and better employment. This would not surface in the preliminary interview or in any test conducted to assess the applicant's qualifications. as measured by the energy, Perseverance There are three important characteristics that the interviewer must possess. 1. Knowledge ~ Better understandin; g of the psychology of the person is an important factor in the interview. The interviewer must know the behavior of the person and must be able to determine and decipher the answers to questions as he may take down important details during the interview process. He must be able to relate the qualities and qualifications of the individual according to the needs and culture of the organization. Empathy - The interviewer must be able to discover the inner behavior of the individual by understanding his own personality and relate this with the feelings of the applicant. The interviewer must be able to understand, anticipate and infer what the interviewee is feeling and draw out a more accurate reflection of the Person's characteristics. It is establishing, rapport and opening the communication channel that develops better understanding. This requires tact and experience. 3. Communications Skills - The interviewer must have facility of communication. This refers to the use of language, gestures and voice fully chosen to put the individual at easeAi that is necessary sstions must be suring the Gaterview: and draw fron him in the inne 40 lly assess the individnal’s fitness to the job. The que clearly statect andl the interviewer must be a good listener in order to fividual. evaluate the desined personal characteriatios of the t S Bvaluating References Reter KOs AN’ important in finally assessing the applicant's worth for the Position. Reforencey te be credible must be checked with wimost confidentiality orgs who would like to join the idual Would like ta get a tet opganieation picture of the ind Generally there are three kinds of references: 1 Academie Reference ~ This may be requested from applicants who are new graduates, This may be addressed “to whom it may concern” which tells about the individual's academic performance together with his transcript of records, Details may inchide co-curricular activities and the student's performance in college. 2, Character Reference = This reference may come from some persons 1 the community that are familiar with the individual in their place of residence. This may reveal records on the applicant about his relations with the people in the community, A barangay clearance is usually required from the applicant so that the organization will know that he had no adverse records in the community. While this may be of little significance to his employment, as most would like to please the person concerned, the reference check could also work to the company’s advantage. Work or Experience Reference ~To get the most valid information about the applicant, the work reference check must be mailed to the previous employer stating the confidentiality of the information. It must be in the form of a checklist for the convenience of the person giving the information. Sometimes the form is delivered personally for more confidential information especially for some critical positions where confidentiality is very strictly necessary Here are some policy guidelines in reference checking: 1. The reference should be used to develop the integrity of the whole selection process. For very important confidential positions, reference should be conducted ‘on a face-to-face basis since the applicant may be reluctant to divulge nificant information. information is impractical, telephone inquiries should be 3, If face-to-face 's for information. used rather than mailed reques| kind of follow-up, inquiries should be in structured form to relate and career requirement. 4. Inany information to jobMedical kx ns are important Sor the following, resse age Types of Employees Probationary - tion basedN robationary Regular or Permanent Employee ~ An employee who passed usps eae period and is performing a regular activity in the business o} v, covered in the regular company staffing system. Contractual Employee ~ The employee is hired for a fixed period oF specific Project of the company, the completion of which is specifically explained to the employee concerned, Direct hiring of contractual employees should not be more than six months or else they may be converted to regular employees Hiring of contractual is usually done through an employment agency to avoid regular employment. Casual or Seasonal Employee ~An employee is hired for a particular work or service that is seasonal in nature. Employment is temporary according to the volume of work, Apprenticeships ~ Apprenticeships is the development of the required skills for a particular type of work. It is a learner's job to familiarize himself with the required skills. They may be regular or probationary employees after passing the trade skills test during the apprenticeship period. Some may come from on-the-job training required of students to graduate with certain degree.CASE STUDY 4 The Case of Mr. Pedro Dela Cruz ir Pedro dela Cruz was strongly recommended by Mayor Punongb at the ABC Company located in the municipality. Mr. Dela Cruz was of management of the local municip President. His ts of records ayan to work anew graduate al university where the mayor himself as the eveal that he is an average stude ity in school. His fat Mr. Dela Cruz make it due to his p transcrip} extracurricular actiy and had no er happens to be the supporter of e mayor took the examination given by the company and oor communication skills in his political career he failed t< To give in to the may in the production or's request, the human resource manager gave him a position ent as machine operator and not a clerical position that the to have. But Mr. Dela Cruz did not w and insisted th hat he shou mayor would like hin: to accept the position he job because of the mayor's recommendation Use the Case Format