Chapter 2

Recruitment, Selection, and

Placement

Recruitment, Selection and Placement

The key components of this function are the following: Acquisition, allocation, and adjustment.

Job Analysis is the process of gathering all the needed information which is important in a particular job.

Job Descriptions are written summaries of various jobs consisting of duties, responsibilities, and qualification. These two functions pave the way for recruitment, selection and placement. Recruitment is process of allocating qualified applicants who apply for various positions in a particular organization. The process of selection and placement is rather tedious.

Adjustment refers to the different ways by which the organization together the new employees adapt to the work environments.Acquisitions

The acquisition of information related to the jobs in the organization is done in Job Analysis. Usually, this is executed in the organizations that have already existed for quite some time.

Job Analysis is the procedure of determining and the duties and skills requirement of a job and the kind of person who should be hired for it. The following information can be collected through job analysis:1. Specific task and activities A job analyst can be obtain information on the different taskrequired by a job such as painting,writing, teaching, encoding, and cleaning skills.

2. Required behavior on the jobInformation about the

behavior required in the performance of various jobs such as communicating, writing, computing, driving etc. 3. Required job standards The job analyst can also gather information regarding the performance levels or standards require by the job.

4. Knowledge, tools and equipment to used

Information on the tools and equipment used by the employees can be gathered during the job analyst.

5. Work conditions These include the physical aspects of the job such as work schedules, physical environment and so on.

6. Personal characteristics and requirements These include the educational background, training or experience as well as type of personality, attitudes, values and physical characteristics needed for the position.

Job Analysis1. FORMULATION OF OBJECTIVES. In this step, the firm identifies and formulates the goal of the job analysis. It determines how the job analysis will be used.2. SELECTION OF JOB Large organizations usually have many jobs. Since job analysis is a time-consuming process, jobs to be analyzed are carefully selected.

3. APPLICATION OF JOB ANALYSIS TECHNIQUE There are many techniques that can be used in conducting a job analysis. Proper selection of the appropriate techniques will be less costly for the organization.4. ACTUAL CONDUCT OF JOB ANALYSIS The actual data gathering needs considerable time and effort since the data include the features of the job, the proper attitude towards the job, and the characteristics of the employee who will be perform the job.5. PREPARATION OF JOB DESCRIPTIONS AND JOB SPECIFICATION After data gathering comes the time to write the job description for each job analyzed.

Formulation of objectives

Selection of jobsApplicatio

n of job analysis

techniques

Preparation of job

description & job

specificationActual conduct

of job analysisSelection

of jobs

The Job description is a list the duties, responsibilities, reporting relationship, and the job specification for each job.

Job specification refers to the minimum qualifications required by a particular job such as educational background, experience, skills, and abilities.

The preparation of the job description and the job specification is the heart of the job analysis. They are used in the

following HR activities:

a. HR planning During HR audit, the job descriptions of all jobs are reviewed.b. Recruitment and selection Job specification is needed by the HR department to update the educational background of each employee and align it to the requirements of his/her works.

c. Compensation Indicates how much money an employee is paid foe doing a certain job based on the task responsibilities attached to it. d. Performance appraisal Standard are set during job analysis. This assessment can help supervisor set up better performance measures.e. Safety and health The information obtained from employee’s evaluation of working conditions can help he HR department eliminates health hazard to ensure work safety.f. Labor relations Job analysis help in determining whether certain aspect of a job can be covered by union agreement.

The following are a various job analysis techniques:1. Observations

There are jobs that can be observed like those performed by an assembly line, service crew, or warehouse workers.2. Interviews

The interview allows a face-to-face interaction between the job analyst and the interviewee.

3. QuestionnaireThe use of questionnaire

is one of the least expensive tools for data gathering.4. Logbook

The logbook is a good source of data gathering employees duties how frequently they have to be done and when they are scheduled to be finished.

The job description is a written summary of particular job. It provides a clear overview of what the job is all about and minimizes inconsistencies in the actual job and what is actually written.

The job specification is part of description. It is found in the lower part of the job description and contains the educational qualifications, skill , experience, and traits that a job holder should have on order to become effective in the job.

Job description has the following parts:

a. Job title or position This describes the exact job

title or designation like HR Manager or HR Assistant, and Production Manager, among others.

b. Reporting relationships This includes the job title for the position's immediate supervisor.

c. Job classification Classification provides

the rank or position of the job in the hierarchy of the various jobs in the company.

d. General description of the job This portion provides a summary of the job and gives an overview of its duties and responsibilities.e. Specific duties and responsibilities These include and clarify the functions of the job in detail. f. Job specification As discussed earlier, it lists the minimum requirements of the job.

Job design - is usually formulated after a job

analysis. There are some companies that make some modifications on certain duties of jobs to achieve the company's goals and objectives.

-is the process of work arrangement aimed at reducing or overcoming job dissatisfaction and employee alienation arising from repetitive and mechanistic tasks.

2 Basic Categories of Job Design

1. Job Enlargement-is the horizontal approach to job design. A

supervisor gives his/her subordinates more tasks to do. There are different duties to perform, and the employee is not empowered to decide on his/her own. He/she has no authority in decision-making.2. Job Enrichment

-is the vertical approach of job design. It satisfies the need for growth since the employee has a hand in decision-making. He/she is empowered and has some authority over certain tasks.

These are the following job design principles based on the job characteristics model by

Hackman and Oldham (Parker and Hall. 1998):

a. Task varietyThe company should attempt to

provide employees with a variety of tasks. However, one should note that too much variety can result in inefficiency whereas too little can lead to boredom.b. Skill variety

Using a number of their skills makes employees happy.

c. Feedback The employees should be informed if they have already reached their required targets. Eventually, employees should learn to set the standards of work quality and quantity they will follow.d. Task identity Each group of tasks should be clearly defined, visible, meaningful, and separated from one another.e. Task autonomy Employees should have some form of control over their work. They should be empowered to decide on some aspects of the job.

ALLOCATION - is used in requirement, selection, and placement. The word allocation signifies the meaningful hiring of employees for the company.

RECRUITMENTPlanning &

Approval based on HR Planning

Position Announcement

Selection & Recruitment Strategies

SELECTIONPsychological

TestingScreening/Interview & Background

Check

Job Offer & Negotiation

PLACEMENTPost-selection

Considerations:Pre-employment Requirements, &

Medical Examination

Hiring Signing of Employment

Contract

RECRUITMENT- is the process of attracting

applicants qualified to occupy vacant position in the company. It consists of various activities that entice and influence qualified applicants to fill these vacancies.

Main Steps in Recruitment:

1. Planning and approval based on HR planning

- is the recruitment function starts with the management's decision to recruit based on the findings taken from HR planning sessions.

2 Types of Planning1. Utilizes strategic thinking about the future needs, challenges, and opportunities of the organization's personnel. This requires research, critical thinking and willingness to change. 2. Operation of strategic plans when positions become available. Therefore, thorough planning is done before the actual recruitment process takes place.

2. Position announcement/job posting - once the job vacancies are identified, the next step is to choose between external &internal recruitment.3. Recruitment strategies

– there are various techniques on how to recruit applicants. There are two sources of recruitment: internal and external.

Source of Applicants:Internal Hiring External Hiring

Promotion transfer Newspaper advertisementInternetManpower agencyExecutive searchWalk-insReferralsJob fairsCampus recruitmentProject basis

Comparison of the two sources of applicants.

Internal Hiring(Promotion from

Within)

External Hiring

Advantages:Employees are

motivated to work harden.

New employees bring in new ideas to the company.

Employees are already familiar with the company’s system or culture.

The company has the opportunity to select the best candidates.

Internal Hiring External HiringCompanies incur less costs in terms of recruitment expenses.

The company can provides jobs to more people.

Salary distortion is avoided since employees who are promoted to get pay increases based on the company’s salary scale.

The company can maximize its recruitment efforts and improve its roster of employees by hiring competent and high-caliber people.

Disadvantages:

If paves the way for creative stagnation in the company.If no new employees enter the workforce, no fresh ideas come in.

The company incurs more costs executing massive recruitment efforts.

Employees become too familiar with each other and this may promote internal friction that can upset the harmonious relationship among them.

It may take time before the best Candidates for the position are chosen, especially those that are critical of the company’s achievement of objectives.

Employees who are not promoted may feel demotivated and lose interest or enthusiasm in their jobs.

Anything that does not fit into their own values may spark friction or trigger resignation.

The following are the external sources of applicants:

a. News paper advertisementNewspaper use to be the most

popular medium for recruiting applicants.b. Internet

Job websites and company web pages are now the most popular source of applicants.

Job websites offer companies a cheaper package and carry the advertisement for a month.

Job aspirants upload their resumes on job websites based on the positions and qualifications stated therein.

c. Manpower agencyCompanies which need

temporary workers use the service of a manpower agency temporary workers are hired to relieve employees.

Usually temporary workers of contractual workers have employment periods of less than six months.Contractual employees have no employee-employer relationship because they are not hired directly but are under manpower agencies.

d. Executive search Executive search films of

headhunters are employed by companies to look for applicants for managerial and executive position.

Headhunters usually have a resume bank of professionals.

These professionals who are usually executive officers submit their resumes to executive search films for various reasons.

First one are in search of greener pastures.

Second some simple like to find out their “market ability” or see if other companies still want to avail of their services.

Third some want a totally different environment or a new industry.

e. Walk-insApplicants who hop from one

company to another submit their resumes anytime. Usually, fresh graduates are walk-ins and companies with strict admission policies usually let them leave their resumes with company guards and make in to the HR office.

As walk-ins, applicant are already at the company’s doorstep. There is no need to contact them, and they are ready to be interviewed right away.

f. ReferralsSome applicant are referred by

people who know employees in the companies that have vacancies. Some are referred by company employees themselves. Being referred to is advantageous since the process assures the applicants that the HR will take a look at their resumes which are submitted directly to the requisitioning departments.

g. Job fairsApplicants flock to job fairs

in accessible venues such as malls. Companies participate in a job fairs to minimize costs. Although there is a fee for participation, they enjoy the influx of job seekers, both fresh graduates and experienced applicants.

h. Campus RecruitmentsCompanies which participate in

college fairs usually need fresh graduates willing to accept minimum or a little above-the-minimum wage as starting salaries. Participating companies pay the schools a certain fee, and they usually give promotional materials to applicants.

I. Project BasisCompanies that are highly

technical in nature usually hire project-based employees. Examples are software developers and programmers who may be working on a project, say for two years. As project-based employees, they may be provided with transportation or meal allowance, depending on the agreement made with the company.

Recruitment IssuesThere are certain issues that companies

should avoid during the recruitment stage. Companies must always appear as an equal-opportunity employer. They should avoid discrimination issues especially when it comes to job posting. Many companies specify age requirements for particular positions. Some companies even indicate their preference for graduates of certain colleges or universities. Today, companies looking for applicants are extra careful in placing minimum requirements for vacant position and, thus, have retained their reputations as equal-opportunity employers.

Internal or external hiring raises certain issues. In the case of internal hiring specifically promotion, there are at least two factors taken into account. The first one is performance. Performance evaluations help monitor an employee’s performance so far, whether or not he/she has consistently done an outstanding job.

Another basis for promotion is seniority. Traditional organizations still prioritize people who have been with the company for many years, without considering skills and the capacity to lead. Seniority refers to the tenure or number of years an employee has been serving a company regardless of performance quality.

AdjustmentThe adjustment function

involves the selection and placement of qualified candidates for a vacant position. It may sound simple, but the HR department should make the necessary adjustments regarding the selection process particularly the psychological tests used, background checks, and certain job requirements.

SelectionAfter screening and

sorting out the resumes of the applicants, these steps in the selection process follow:

Applicants who qualify for preliminary screening and sorting are called or notified to fill out the company’s application form. The schedule of preliminary interview or psychological testing is also attached.

1. Psychological TestingTypes:

a. Mental Ability Test/Intelligence Quotient Test

- consist of general questions on linguistic & numerical abilities & abstract reasoning.b. Aptitude Test

- includes clerical, mechanical, sales, & dexterity tests, among often times which determine specific abilities that are required in contain fields of specialization.

c. Personality Test- is a measure of patterns of

behaviour such as cooperation, initiative, dependability, responsibility, & sociability.2. Screen Interview & Background Check

Types:a. Panel Job Interviewb. Behavioural/Experienced-Based

Interviewc. Structured Interviewd. Unstructured Interview

3. Job Offer

PLACEMENT- putting the candidate in position.

1. Post- selection considerations- the HR department prepares

the pre-employment requirements.2. Hiring

- the candidate is now hired & given a particular date to report for week.

3. Signing of employment contractAn employment contract

contains the position title, date employed, conditions of employment, starting salary, & a summary of the job responsibilities.

A psychological contract is a non-written utterance of expectations of the newly-hired employee as well as the employer’s expectations of the employee.

HR Points to PonderRecruitment

You are the HR manager of a medium-sized company & you are task to prepare a recruitment plan for top management. You are to recruit the following:20 production operators, 2 quality control inspectors, & a plant engineer.Rank the following according to priority:1. Identify the current workforce competencies & promotability.2. Review, develop & revise job descriptions of the three positions.3. Develop the recruitment plan as to which positions will be prioritized or whether all positions will be recruited simultaneously.

Trending in HR

To make the HR department remember you, you mist have:• unique qualities• best skills• qualifications

Cultural Biases on the HR’s Role

Several cultural biases:• Traditional paradigm• Performance

consideration as countering human

• Social consideration

Lessons in HRM

The HR must possess the following characteristics:• Strong leadership• Creativity• Flexibility

The following trends have been impacted HR:

• Globalization• Change of skills• Outsourcing & down sourcing• Contingent workers• Decentralization work

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