Chapter 4 selection of human resource
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The document discusses the employee selection process. It defines selection as determining applicants who meet job requirements and can fill vacant positions. The selection process involves establishing criteria, gathering applicant information, and making hiring decisions. Human resource departments screen applicants and submit qualified candidates to operating departments for final hiring decisions. The selection process aims to match applicant qualities to job requirements through tools like tests and interviews.
Chapter 4 selection of human resource
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- 2. Selection -can be defined as the process of determining from among the applicants who can meet the job requirements and can be offered the vacant position in the organization. The different departments of the organization make personal requisitions to the HRD on their manpower requirement through a PERSONNEL REQUIREMENT FORM (PRF) duly approved by the management concerned. This PRF specifies the following: The positions and the number required. The job specifications-What is required to do the job. The personal qualities needed for a worker to do the job successfully.
- 3. Selection Procedure on How to Get the Most Qualified Applicants Stage 1 – Establishing selection procedure. Successful employee selection is dependent on a clear understanding of a job’s components. Stage 2 – Identify and choose selection criteria, predictors and instruments to be used. Stage 3- Gather and evaluate information about applicants. Stage 4- Make communication decisions whether to select or reject.
- 4. Who makes the selection decisions? the HRD is a staff department and as a functional authority to assist line managers in all related personnel functions. It is the functional authority of the HRD to screen the applicants and to submit the names of those who passed the initial screening to the operating department for its final decision on whom to select and finally hire for the job. Selection and job Matching Selection tries to match the personal qualities of the applicants with the job requirements. In the selection process we cannot seperate the person from his personal characteristics. Test and interviews commonly focus on the applicant’s social abilities as well as his task abilities.
- 5. The Selection Process The employer can think of the selection process as a series of hurdles the applicants must clear in order to obtain the job. Each hurdle eliminates some applicants from contention. Often employers use bio-data (information from applications and resume’s) is the first step in eliminating applicants. The HRM manager must be able to devise the most valid instrument in determining the job selection process.
- 6. 1. PRELIMINARY SCREENING The first step in the assessment of an applicant for the job is the initial interview or preliminary screening. The following personal traits and qualities are the important things to consider in the preliminary screening process: a. Aptitude and interest indicator natural abilities , capacity for learning, and desires to do certain jobs b. Attitudes and needs indicate an applicant’s frame of mind, emotional and mental maturity, sense of responsibility and authority, and future motivation
- 7. c. Analytical and manipulative abilities indicate our thinking process, intelligence level, and ability to use knowledge effectively in any assigned task. d. Skills and technical abilities indicate ability to perform specific operations and technical aspects of the job. e. Health, energy and stamina indicate physical ability to perform the assigned task satisfactorily, especially those involving manual and managerial duties. f. The person’s value system provides a clue to motivation, goals, objectives and work values and perseverance.
- 8. Preliminary Screening Application Form Testing and Evaluation of Result In-depth Interview Evaluating Reference Physical Examination Placement
- 9. THE SELECTION PROCESS These are some styles of interview: a. Structured interview . Directive interview is usually structured. Structured interviews are usually more effective in promoting equal opportunities for all applicants. b. Unstructured interviews is where the applicant takes the lead. The unstructured interview provides no specific reference and the applicant is given a free hand in talking about himself and the interviewer makes an assessment. c. Panel or round-table interview is usually done for managerial and supervisory employees.
- 10. 2. THE APPLICATION FORM the applicant is required to fill out the company’s official application form after passing the preliminary interview. Application forms vary from company to company. Employment details are important during the interview process. Graphology Graphology is the art and science of the analysis of the individual’s traits through his handwriting.
- 11. 3. TESTING AND EVALUATION OF RESULT Testing Tests are still the commonly used instruments for determining the qualifications and talents of the applicant for a particular job. Tests can be classified on the bases of personal characteristics sought from the applicant. They are the following: Intelligence Test – It is wisely used to measure mental or general learning ability. Aptitude Test – It measures the person’s capacity to learn a given job, provided there is adequate training.
- 12. c. Interest Test – It is derived from hereditary and environmental factors. It tries to predict the success in the job if the person’s interest and the job are properly matched. d. Personality Test – It is considered as an important instrument to test the personality of the applicant especially for supervisory and managerial positions, are they have to relative with their co-workers in the industry. e. 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.
- 13. What are the requirements for effective testing? A test can be made more productive and rewarding if it conforms to the following: It should be properly tested and validated. It should be used with proper discretion and used along with other instruments. Use a battery of tests to determine the person’s real worth. Set the critical cut-off score in advance. Don’t use raw scores: Interpret them.
- 14. 4. IN-DEPTH INTERVIEW The in-depth interviews is the most important part of the selection process. After passing all tests required, the applicant is now ready to formally enter into the selection process. All the relevant information about the applicant is bought into focus at this point as the final decision to hire the individual is made during this interview.
- 15. There are three important characteristic that the interviewer must possess. Knowledge 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. 2. 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. 3. Communications Skills
- 16. 5. EVALUATING REFERENCES References are important in finally assessing the applicant’s worth for the position. there are three kinds of references: 1. Academic Reference – This may be requested who are the new graduates.
- 17. 2. Character Reference – This reference may come from some person in the community that are familiar with the individual in their place of residence. 3. 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.
- 18. Here are some policy guidelines in reference checking: 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 significant information. If face-to-face information is impractical, telephone inquires should be used rather than mailed requests for information. In any kind of follow-up, inquires should be in structured form to relate information to job and career requirement. Inquiries should discover the “why” behind whatever impressions are disclosed. Those who supply information may have their own biases and peculiar standards.
- 19. 6. Physical Examination The applicants undergo physical examination at the company clinic or an authorized hospital to determine the physical fitness of the applicant for the job.
- 20. Medical Examinations are important for the following reasons: To screen out those physically incapable of doing the job. To prevent employment of those with high incidence of absenteeism due to illness, or accidents. To prevent hiring of people with communicable diseases or who are influenced by drugs. Ward off unwarranted claims with worker’s compensation laws. SSS, medical care and suits for damages.
- 21. 7. Placements Final acceptance for production workers is usually dependent on the approval of the immediate manager or supervisor of the department where the applicant will be assigned. Practice in placement has been generally more formal and usually covered by company policies and procedures in the hiring of employees.
- 22. Types of Employees Probationary- A probationary employee can be terminated if he does not pass required reasonable standards in the performance of the job or there exists a just cause for his termination. Regular or Permanent Employee- An employee who passed the probationary period and is performing a regular activity in the bussines of the company, covered in the regular company staffing system. Contract Employees – The employees is hired for a fixed period.
- 23. 4. Casual or Seasonal Employees – An employee is hired for a particular work or service that is seasonal in nature. Employment is temporary according to the volume of wok. 5. Apprenticeships – Apprenticeships is the development of the required skills for a particular type of work.