2MGT%20121%20Reviewer.pdf.pdf

TOPIC 2: EMPLOYMENT RECRUITMENT i. Creating accurate and detailed job descriptions is critical in Before launching fully into a recruitment process, recruitment....

TOPIC 2: EMPLOYMENT RECRUITMENT i. Creating accurate and detailed job descriptions is critical in Before launching fully into a recruitment process, recruitment. some factors should be considered: They should clearly outline the duties, 1. have all the strategies to address the responsibilities, and qualifications required for the shortage already explored? role. 2. Succession plan This ensures that applicants know what is - are there talents who are ready to expected and helps to attract the right take on the new role candidates. 3. immediately? or does the talent need further development? Parts of a Job description: 4. Internal promotion or lateral move 1. Identification - done instead of recruitment - basic information that identifies the job and creates a domino effect in the its place within the organization. It may organization include: example: instead of recruiting a Job title: The official title of the department supervisor, the position. assistant department supervisor is Department: The department or promoted to the vacant role, and division the job belongs to. the recruitment shifts to a staff Reports to: The supervisor or position manager to whom the position ! What if the talent needs further development? reports. - “developmental assignment” - the talent Job code: If applicable, a code to is assigned to the role on an acting classify the job within the capacity supported by a development plan. company's HR system. Job location: Where the job is PRE-RECRUITMENT ACTIVITIES based (physical location, remote, etc.). 1. Roles and Responsibilities a. HR Manager: Oversees the entire 2. General Summary recruitment and hiring process. - a brief overview or description of the job’s i. They ensure that recruitment primary purpose. strategies align with: This section usually consists of a company policies, long-term few sentences that outline the goals, and workforce needs. main objective of the role and ii. The HR manager is responsible for how it fits into the organization. It creating an efficient process, answers the question: managing budgets, and ensuring ! What is the job designed to accomplish? compliance with labor laws. Example: Sales Manager might be: "The b. HR Recruiter: Focuses on sourcing, Sales Manager is responsible for leading interviewing, and selecting candidates. the sales team, developing sales i. They actively seek qualified strategies, and ensuring the company candidates using a variety of meets its revenue goals. This role also methods, handle initial screenings, involves identifying new markets and and serve as the primary contact maintaining relationships with key clients." between the company and applicants. 3. Essential Job Functions and Duties/Tasks, Duties, and Responsibilities c. Job Descriptions - This section lists the core responsibilities that the job entails.  These are the primary tasks that the without having to rewrite the entire job employee is expected to perform, which description. could include both day-to-day duties - Example: "The above statements are and long-term responsibilities. They intended to describe the general nature must be specific and clearly defined to set and level of work being performed. They clear expectations for performance. are not intended to be an exhaustive list of all responsibilities, duties, and skills ★ Essential job functions: Critical duties that required of the employee." are fundamental to the role and cannot be removed without changing the job itself. Approvals: This part is where the job ○ Ex. Prepare and deliver sales description is formally approved by the presentations to potential clients. relevant parties, such as the department ★ Duties/Tasks: Regular tasks the employee head, HR manager, or legal team. will perform as part of their daily activities. - It includes signatures and dates to ○ Ex. Manage and oversee the ensure the document is reviewed activities of the sales team. and accepted by those in authority. ★ Responsibilities: Broader areas of It ensures accountability and accountability, such as overseeing compliance with internal and projects, managing teams, or meeting external policies. performance targets. —---------------------------------------------------------------- ○ Ex. Develop sales forecasts and -- ensure sales targets are met. 2. Employer Branding - Refers to the process of promoting a 4. Job Specifications company as a desirable place to work. - Outlines the qualifications, skills, It involves creating a positive experience, and other requirements reputation to attract top talent. needed for a candidate to be considered Companies with strong employer for the job. It includes: brands are perceived as great Education: Required degrees, places to work, which helps them certifications, or licenses (e.g., Bachelor’s attract and retain talent more degree in Marketing). effectively. Experience: Number of years and type of ! How to Enhance Employer Branding relevant work experience (e.g., 3-5 years of Highlight their company culture, values, sales experience). and mission. Skills: Specific skills necessary for the job Offer competitive benefits and (e.g., proficiency in CRM software, strong opportunities for growth. communication skills). Share employee success stories and Physical requirements: If the job demands testimonials. specific physical capabilities (e.g., ability to Utilize social media and online platforms to lift 50 lbs.). showcase the work environment. Other qualifications: Language fluency, technical expertise, or other relevant qualifications. 3. Additional Considerations 5. Disclaimers and Approvals a) Recruitment Budget Disclaimers: Job descriptions often - Budget planning is vital in pre-recruitment. include a disclaimer that duties and HR managers need to allocate resources responsibilities can change over time. efficiently to cover advertising costs, - This gives the employer flexibility to adjust the job role based on organizational needs  candidate sourcing, and other Example: If a company needs a project manager recruitment-related expenses. with 5 years of experience and a certification in PMP, then these are non-negotiable recruitment b) Quick Results Recruitment Sources goals that must be included in the plan. - These are recruitment methods designed to generate results quickly, such as: b) Review of Success Profiles or Job Descriptions Employee referrals: Asking current - Success profiles or job descriptions provide employees to refer candidates. a clear understanding of what makes Online job boards: Posting openings on someone successful in the role. platforms like LinkedIn, Indeed, or Reviewing these profiles ensures that the Glassdoor. recruitment process is aligned with the Job fairs and campus recruitment: company's expectations for performance. Targeting fresh graduates or candidates from specific industries. Success profile: Includes not only the job description but also traits, behaviors, and skills c) Broad-Based Recruiting that contribute to exceptional performance. - This strategy involves casting a wide net to Job description: refer to the definition prior to this attract a diverse pool of applicants from various backgrounds, industries, or c) Recruitment Timeline regions. - A recruitment timeline outlines the steps in It may include: the hiring process and the time allocated to - online recruiting, social media, and each step. It ensures the recruitment advertising in different regions or process is structured and completed within job platforms. a reasonable timeframe to avoid delays. d) Exemption Status Steps in the timeline: Posting job ads, - This refers to the classification of job screening resumes, conducting interviews, positions as exempt or non-exempt from and making offers. overtime pay under labor laws. Proper Why it’s important: A clear timeline helps classification ensures that employers avoid extended vacancies, ensures the comply with wage regulations. company can act quickly to secure top talent, and allows the HR team to manage 4. Effective Recruitment Plan their time effectively. a) Recruitment Goals d) Recruitment Budget - refer to the specific objectives a company - The recruitment budget involves allocating aims to achieve during the hiring process. financial resources to cover the costs These goals typically include identifying the associated with hiring. This includes skills, experience, and qualifications expenses such as advertising job postings, needed to perform the job successfully. using recruitment agencies, conducting They may also include diversity targets, background checks, and paying for cultural fit, or job-specific requirements. recruitment software or tools. Non-negotiable competencies or "must-haves": Components of the budget: Job board fees, - These are the qualifications that external recruiters, candidate travel candidates must possess to be considered expenses, or referral bonuses. for the role. For instance, if the job requires Why it matters: Without a well-planned a high school diploma, that becomes a budget, recruitment efforts can become "must-have" or a baseline qualification. costly and inefficient. Budgeting helps the company control costs while still being competitive in attracting top talent.  Long hiring process: Lengthy recruitment e) Identification of All Viable Sources processes can cause candidates to lose interest or - Identifying all viable sources for candidates accept offers from other companies. ensures that the company is reaching a diverse and qualified pool of talent. These - Mitigation strategies: sources include: Talent shortages: Offer additional training or development programs to less-experienced Internal sources: Promoting or transferring candidates. current employees. High competition: Enhance employer branding and External sources: Using job boards, offer competitive compensation packages. professional networks, recruitment Long hiring process: Streamline the interview agencies, or employee referrals. process and maintain regular communication with Social media and networking: Platforms candidates to keep them engaged. like LinkedIn can be valuable for reaching passive candidates. DEFINITION AND IMPORTANCE OF RECRUITMENT f) Respective Responsibilities - Collaboration Def: - Effective recruitment involves collaboration discovering of potential candidates for between different stakeholders. Respective actual or anticipated organizational responsibilities outline who will be involved vacancies in the recruitment process and what their a linking activity - bringing together those roles are. with jobs to fill and those seeking jobs process of identifying an organizational gap HR Team: Typically handles sourcing, screening, and attracting, evaluating, and hiring and initial interviews. employees to fill that role Hiring Managers: Provide input on job “process of generating a pool of qualified requirements, participate in interviews, and make applicants for organizational jobs.” - Mathis final hiring decisions. and Jackson (2010) Other departments: May be involved in specialized Imp: roles or for cross-functional positions. “It is important that recruiting be treated as a part of strategic HR planning because it g) Factors That Will Screen Out Applicants is a key mechanism for filling positions - Screening factors refer to the criteria that necessary to get the work done.” disqualify candidates who do not meet the Recruiting decisions can identify not only minimum qualifications. These factors can the kinds and numbers of applicants, but include: also how difficult or successful recruiting efforts may be by type of jobs. (1) Lack of required education (e.g., a degree or Effective recruiting focuses on discovering certification); (2) Insufficient experience; (3) talent before it is needed. Inability to meet specific job requirements (e.g., physical demands, technical skills); (4) Unavailability to work required hours or shifts. INTERNAL VS EXTERNAL RECRUITMENT h) Obstacles and How to Mitigate Them a) Internal Recruitment - Recruitment obstacles are challenges - Internal recruitment focuses on promoting that may arise during the hiring process. or transferring employees who are already These can include: part of the organization. This approach is Talent shortages: A lack of qualified candidates in typically preferred by companies operating a specific field or location. in stable environments, where the pace High competition: Competing with other employers of change is slower, and the required skills for top talent. can be developed internally.  Suitable for organizations that face rapidly Characteristics: changing competitive environments and Suitable for organizations that exist in conditions: environments that change slowly: - Companies in industries that - Internal recruitment works well for experience fast technological industries where external market advancements or shifts in conditions, technology, and consumer preferences often need customer demands evolve to bring in talent with cutting-edge gradually. Employees have time to skills or innovative thinking that may grow and develop within the not be available internally. organization, aligning their skills Greater emphasis on external sources in with its needs. addition to hiring from within: Emphasis on promotion from within: - While internal recruitment is still - Companies that use internal valuable, external recruitment recruitment often prioritize nurturing becomes more critical when talent by offering opportunities for organizations need to access advancement. This can include specialized expertise or new promotions, lateral moves, or competencies that are not present transfers to different departments, among current employees. helping to retain institutional Example Industries: knowledge and experience. Tech Companies: Technology companies operate in an industry where rapid Example Industries: innovation is key to success. External Shipping: The logistics and shipping recruitment helps these companies stay industries typically operate in stable ahead by hiring experts in emerging environments where employees build technologies such as artificial intelligence, expertise over time. Promotion from within cloud computing, or cybersecurity. ensures that critical operations remain Science: Research and development in efficient. scientific fields often require new skill sets Power Generation: Power plants and or cutting-edge knowledge. External energy companies often have highly recruitment allows for the hiring of specialized internal roles where knowledge specialists with specific expertise in fields of specific systems is critical, making like biotechnology or environmental internal recruitment a strong strategy. science. Trading Companies: These firms may rely Agriculture and Fisheries: These on long-term knowledge of markets, industries are increasingly impacted by making it advantageous to promote technological innovations, global trade internally and maintain a stable workforce conditions, and environmental challenges. familiar with company operations. Hiring externally can bring in individuals b) External Recruitment with the latest knowledge in sustainable - External recruitment is geared toward practices, technology-driven farming, or attracting candidates from outside the fisheries management. organization. This strategy is more suitable Academe: Universities and research for companies operating in fast-paced, institutions often seek external candidates competitive environments where new to bring in fresh academic perspectives, ideas, innovative skills, and fresh new teaching methodologies, or expertise perspectives are needed to stay ahead of in emerging fields of study. the competition. Summary Characteristics:  Feature Internal External ~ If being a student were a job, what are its Recruitment Recruitment technical competencies? behavioral competencies? Environment Stable, Fast-paced, Purpose of Job Analysis slow-changing competitive HR planning, recruiting, and selection all environments environments should be based on job requirements and the capabilities of individuals identified by Focus Promotion from Emphasis on job analysis. within external Compensation, training, and employee sources performance appraisals should be based on the specific identified needs of the jobs. Useful in identifying job factors and duties Example Shipping, power Tech Industries generation, companies, that may contribute to workplace trading science, health/safety and employee/labor relations agriculture, issues. fisheries, Helpful in making the distinction among academe jobs 4. Job Analysis and Job Descriptions Methods Job analysis observation - Systematic way of gathering and analyzing interviewing information about the content, context, and human questionnaires requirements of job - position analysis questionnaires (POQ) - managerial job analysis questionnaire a) Task-based job analysis computerized job analysis systems - use of IT - most common or traditional form and and web-based resources focuses combination methods on the tasks, duties, and responsibilities performed in a job Task - distinct, identifiable, work activity composed of motions. Duty - work segment composed of several tasks that are performed by an individual. Responsibilities - are obligations to perform certain tasks and duties ~ If being a student were a job, what are its task, duties, and responsibilities? b) Competency-based job analysis - considers how knowledge and skills are used in the job This diagram presents a structured perspective on Competencies are individual capabilities that Job Analysis and how it feeds into different areas can be linked to performance by individuals or of human resource management, such as job teams. descriptions, job specifications, and subsequent technical - referring to specific knowledge and HR functions. Here's a breakdown: skills behavioral - customer focus, team orientation. Job Analysis decisiveness, among others  Methods: These are the techniques used Applications of Job Descriptions and to collect job-related data. Specifications ○ Questionnaires: Employees are asked to fill out surveys about their Both job descriptions and specifications are critical roles. in various HR functions, including: ○ Interviews: HR professionals or job analysts speak to employees or EEO/ADA: Ensuring compliance with supervisors to gather insights. Equal Employment Opportunity (EEO) laws ○ Observation: Direct observation of and the Americans with Disabilities Act employees while they perform their (ADA). tasks. HR Planning: Aligning staffing needs with ○ Logs/Diaries: Employees maintain business goals. records of their daily activities. Recruiting: Identifying the right candidates Sources of Data: The information for job based on job descriptions and analysis can come from different people specifications. within the organization. Selection: Choosing the best candidate by ○ Employees: Those performing the comparing their qualifications to job job provide firsthand information. specifications. ○ Supervisors: They provide an Compensation: Determining pay based on overview and understanding of the the complexity and responsibilities of the role from a managerial perspective. job. ○ Managers: They contribute insights Training: Identifying training needs to fill on how the job fits into the broader gaps in skills. company objectives. ○ Job Analyst: A professional Also, these outputs are used in: responsible for the analysis. Conducted by: Performance Management: Evaluating ○ Job Analyst (HR): Typically, a employees based on job performance. human resource professional Health, Safety, and Security: Ensuring conducts the analysis. that jobs are designed with employee ○ Outside Consultant: In some safety in mind. cases, external experts are brought Employee/Labor Relations: Clarifying in. roles to avoid disputes and ensure smooth ○ Supervisor/Manager: Sometimes, employee relations. the person overseeing the In summary, job analysis is the foundation of employee conducts the job many HR activities, and its results inform job analysis. descriptions and specifications, which in turn influence everything from hiring to employee Outputs of Job Analysis management and compliance with laws. Job Descriptions: These are created based on the job analysis and detail the Job Descriptions tasks, duties, and responsibilities of a Job descriptions - identification of the tasks, particular role. duties, and responsibilities of a job. Job Specifications: These describe the Job specifications - the knowledge, skills, and qualifications and requirements needed for abilities (KSAs) an individual needs to an individual to perform the job, including perform skills, education, and experience. a job satisfactorily. Performance standards - indicators of what the  job accomplishes and how performance is This diagram illustrates the Sources of External measured in key areas of the job description. Recruitment and categorizes them based on how active or passive both the company and the Parts of a job description*: applicants are during the recruitment process. Identification Let’s break down the key elements: General Summary Essential job functions and duties/Tasks, Axes Duties, and Responsibilities Job specifications Horizontal Axis (Company): Ranges from Disclaimers and approvals passive to active recruitment efforts by the *the specific content of a job description will vary company. Passive methods involve according to the particulars of the job, specific minimal engagement from the company, work environment, and needs of an organization while active methods require more direct efforts to attract candidates. Sourcing candidates: Methods and Channels Vertical Axis (Applicant): Ranges from (External) passive to active applicants. Passive candidates may not be actively seeking a a) advertisements job but could be drawn into the process, b) Walk-ins and unsolicited applications and while active applicants are proactively resumes looking for employment. c) the Internet d) social media - LinkedIn, FB groups, Recruitment Sources e) mobile recruiting f) job fairs 1. Walk-Ins: g) employee referrals ○ Company: Passive consideration on nepotism ○ Applicant: Active h) re-recruiting ○ Individuals actively seeking i) executive search firms aka headhunters employment visit the company in j) educational institutions person without an appointment or work-study programmers prior advertisement, hoping to apply internships for available positions. k) professional associations and labor unions 2. Job Fairs: l) public employment agencies - PESO ○ Company: Active m) private employment agencies ○ Applicant: Active n) staffing agencies - temporary positions ○ Companies actively participate in o) independent contractors job fairs, and applicants are also p) employee leasing actively searching for jobs by attending these events. 3. Educational Institutions: ○ Company: Moderately Active ○ Applicant: Moderately Active ○ Companies collaborate with schools, colleges, or universities to recruit students and recent graduates. Both the company and applicants are somewhat proactive in the process. 4. Social Networking: ○ Company: Moderately Active ○ Applicant: Moderately Active  ○ Recruitment through platforms like by these firms to be considered for LinkedIn, where both the company positions. and applicants are engaged in networking and job search efforts. This diagram provides an overview of external 5. Unions: recruitment sources based on the level of activity ○ Company: Passive and engagement from both the company and the ○ Applicant: Moderately Active applicants. The more active the approach (such ○ Unions provide a pool of candidates as job fairs or headhunters), the greater the effort for companies, and applicants rely to target and attract specific talent, while passive on unions to advocate for job methods (such as advertisements or job boards) opportunities. may cast a broader net, relying more on applicants 6. Employment Agencies: to come forward. ○ Company: Moderately Active ○ Applicant: Moderately Passive Sourcing candidates: Methods and Channels - ○ Companies work with agencies that (Internal) source candidates on their behalf. a) Internal job postings Applicants may rely on these bulletin boards agencies to find suitable jobs for email dissemination them. workforce sites 7. Job Boards: b) Identifying Talent through Performance ○ Company: Moderately Active Appraisals ○ Applicant: Moderately Passive c) Skills Inventories and Replacement Charts ○ Companies post job openings on succession plans online job boards like Indeed, and d) Internal Recruiting Databases candidates can search for job talent banks opportunities, sometimes passively through alerts or notifications. 8. Advertisements: ○ Company: Passive ○ Applicant: Moderately Passive ○ The company posts advertisements (newspapers, websites, etc.), but typically waits for candidates to respond without direct engagement. 9. Employee Referrals: ○ Company: Moderately Active ○ Applicant: Moderately Passive ○ Current employees refer people from their network to open This diagram outlines the Elements of a positions. The company taps into Recruitment Strategy, showing the key existing employee connections, and considerations when developing a strategy for candidates may passively hear recruiting talent. The image breaks the strategy about opportunities through the into six overlapping areas, each addressing a referral process. critical question for the recruitment process. 10. Search Firms (Headhunters): ○ Company: Active 1. Brand ○ Applicant: Passive ○ Companies actively engage search Key Question: "Why does someone want firms to find specific talent. The to work for us?" applicants may not be actively This element focuses on the company’s looking for jobs but are approached employer brand—how the organization is  perceived as a workplace. The company's also impacts whether recruitment efforts reputation and value proposition to should be continuous or time-bound. potential employees are crucial for attracting top talent. A strong brand can differentiate the company from its competitors in the job market. 6. Decision 2. Focus Key Question: "Who is responsible for the decision?" Key Question: "What positions and This part clarifies who in the organization KSAOs (Knowledge, Skills, Abilities, and is responsible for making recruitment Other characteristics) are most important?" decisions. It could be HR professionals, This part defines the specific roles and hiring managers, or senior executives. This competencies that the company is looking ensures that the recruitment process is to fill. It ensures that recruitment efforts are streamlined and that those responsible for targeted at the right positions and that hiring are clearly identified. there is clarity on the skills and qualifications needed. A successful recruitment strategy incorporates all these elements: 3. Location Brand: Makes the company attractive to Key Question: "Where do we need job seekers. talent?" Focus: Ensures recruitment is aligned with This refers to the geographic focus of the the company’s needs for specific roles. recruitment efforts. It could involve Location: Targets areas where talent is determining whether to recruit locally, needed. nationally, or even globally, depending on Method: Uses the right channels to reach where the company needs to fill positions potential employees. and where the desired talent is available. Timing: Matches recruitment efforts with the company’s immediate or future needs. 4. Method Decision: Identifies the right people to make hiring decisions. Key Question: "What sources are best for finding talent?" Together, these components create a This element addresses the recruitment comprehensive approach to recruiting talent channels and techniques the company will effectively. use, such as online job boards, social Legal and Ethical considerations in recruitment media, employee referrals, headhunters, or a) Legal considerations campus recruitment. The choice of method Prohibits requiring the declaration of age or depends on where the target candidates birth date during the application process are most likely to be found. (Anti-Age Discrimination in Employment Act or RA 10911). 5. Timing The applicant or data subject has a right to be informed if personal data is being Key Question: "Is our need immediate or collected for purposes of profiling, or for in the future?" other forms of data processing (Data Timing is about determining when the Privacy Act or RA 10173). company needs to fill positions. Some roles Prohibits the rejection of a job application may need to be filled immediately due to solely or partially on the basis of actual, vacancies or high demand, while others perceived, or suspected HIV status (The may involve planning for future needs. It  Philippine HIV and AIDS Policy Act). A. Layoff Procedure Access to personal data relating to an In cases of furlough or layoff, who will be laid employee’s hepatitis B status is bound by the off first? rules of confidentiality and is strictly limited to on-call employees medical personnel or if legally required part-time employees (DOLE contractual employees (outsourced) Department Advisory No. 05-10). project-based employees Discrimination under the Magna Carta for probationary employees Persons with Disability includes using regular employees qualification standards, employment tests or - LIFO or FIFO? Last in, First Out other selection criteria that screen out or tend B. Recall Procedure to screen out a disabled person unless such In cases of return to work, who will be standards, tests or other selection criteria are recalled shown to be job-related for the position in first? question and are consistent with business regular employees necessity. LIFO or FIFO? part-time employees Guidelines for the Implementation of a probationary employees Drug-Free Workplace Policies and project-based employees Programs contractual employees (outsourced) for the Private Sector (DOLE Department part-time employees Order No. 053-03), which states that only on-call employees drug-testing centres accredited C. Process for new applicants/Filling in of by the Department of Health shall be utilised vacancies for drug testing. qualified members of the union first, then, non-union members before looking for an b) Ethical considerations: external hire communicating timely and professionally D. Probationary Period unbiased employee assessment the law says probationary period is 6 months ensuring transparency in job postings but this can be shortened in a CBA provision ensuring compliance with laws - age, gender E. Subcontracting preference the company discusses first with the union preventing exploitation before entering into a subcontracting agreement F. Non-discrimination race, gender, ethnicity, etc. G. Hours of Work H. Work schedules/Rest and Lunch Periods I. Workloads J. Vacancies K. Job Duties L. Health and Safety Workplace Negotiation Simulation What are recruitment (decruitment) activities that can be topics in a bargaining agreement? Bargaining Topics related to Recruitment (Decruitment)