Human Resource Recruitment PDF

**Chapter 3** **HUMAN RESOURCE RECRUITMENT** Thousands of graduates are added to the nation\'s work graduates are seeking graduates come either from high school or college. The high school grac manual labor both in industry and in the agricultural sectors. College graduates are seeking employment...

**Chapter 3** **HUMAN RESOURCE RECRUITMENT** Thousands of graduates are added to the nation\'s work graduates are seeking graduates come either from high school or college. The high school grac manual labor both in industry and in the agricultural sectors. College graduates are seeking employment based on the course they have taken. Unfortunately, our country cannot provide them employment for lack of jobs available, both in government and in the private sectors. In view of this, the labor market is wide open to the industry and other business enterprises. The question, however, is-are these available human resources ready to assume the limited available vacancies in the competitive world of works? How prepared are the college graduates to assume new challenges and the complexities of increasing technological advances? To a limited few graduates who are available, they may find employment suited to their college preparations, yet a lot may be under-employed as they are not properly ready to assume higher jobs requiring greater preparations. The demand for employment cannot seem to cope with the growing supply of manpower. The challenge now facing most companies is how to attract and select the most desirable and qualified job applicants will likely jeopardize the delivery of basic services to their respective clienteles. The direction being pursued by organizations determine the nature of the job and the personnel they hire. Having established their organizational goals, they will be able to determine the strength of their personnel and from there determine whether they need additional ones to fulfil their goals. Meeting Needs of Human Resources Recruitment is the process of attracting the best individuals to join the company on a timely basis in sufficient numbers and meeting the qualification requirements, thereby encouraging them to apply for the jobs in the organization. The process starts as soon as the need for additional personnel is identified. It is ideally the result of good human resource planning. This process will thoroughly review and analyze the manpower requirements. In case the results of the analysis reveal that the vacancy should be filled up, then the human resource department will announce the need for the manpower. To serve the best interests of the company, the recruitment officer must identify the knowledge, skills and abilities that individual applicant must possess in order to tackle the duties and responsibilities in the vacant position. The reference for the qualification requirements is in the existing job description. What are the Two Major Sources of Candidates to Fill the Vacant Positions? 1\. The Internal Source - These are the qualified candidates from the company and within the ranks of its present employees. They have the advantage of boosting the morale of the other employees and encouraging them to performwell. The employees look forward to the brighter future, as management recognizes the performance of the employees within the organization. Career development or career mobility opportunities are provided. Promotions from within generate a chain effect since they lead to other vacant positions that may also be filled up from within the organization. This upward movement will trigger a positive effect on employees\' ployees perfor performance. The recruitment from within the company is also less expensive in terms of time and resources because incumbent employees are already familiar with the organizational rules, policies and regulations and the functions related to the new position. Promotions are best applicable for supervisory or mid-level positions. Supervisory employees who have proven their worth in terms of loyalty and dedication to their job and performance may be promoted to managerial level. This upward movement will create a vacancy for the entry of another prospective employee that could be sourced out from the external manpower. 2\. The External Source -The hiring from the outside source is a management option. If it thinks that no one from within among the next rank of employees can successfully perform the job or deliver the required output, then hiring an outsider would be inevitable. This could also be resorted to when the new vacant position requires added skills due to the introduction of new technology and the need is immediate and necessary. Another reason why management may resort to hiring from outside is the culture of conflict among employees who are vying for a new position. This practice of hiring from outside is resorted to by management to eliminate dissensions among internal employees competing for promotions. Different Methods of Human Resource Recruitment 1\. Job Posting This is the process by which internal recruitment is accomplished. Every time a position becomes available it is posted in the company bulletin board for the information of all interested parties. Qualified employees are given preference for promotion or transfer to another section. The information posted in the bulletin board should specify and contain the job description; the department where there is a vacancy, salary grade, work schedule and work conditions. The deadline for applications should also be stated so that at the end of the scheduled date, management may open the position to outsiders. The standard time for job posting is a period of one week to two weeks. Some companies may require the interested applicants to ask permission first from their immediate superiors before they are considered as applicants for the position. In some companies the confidentially of the process is observed until a decision is reached. Promoting or transferring employees from within offers the following advantages: a\. It creates an opening for a lower easy-to-fill position. b\. The morale of the employee is boosted. c\. Hidden talent maybe uncovered and utilized. d\. It saves considerable time and money. e\. Employees are already familiar with the company policy and the job itself and therefore less adjustment is necessary. Some companies would not like to resort to job posting for the following reasons: a\. Supervisors and managers want to promote someone from their department whom they have groomed for the position. b\. Some management members may be upset with employees who apply for jobs outside their department and tend to take such a move personally. c\. Losing an employee to job posting may mean having to wait for replacement that may not be as good. d\. Some companies believe that it is better to bring new blood rather than recycling existing ones. The success of job posting depends largely on how well it is designed and monitored. The following guidelines may help in its successful implementation: a\. The employee must have been with the company for at least one year and must be in the current position for at least 6 months. b\. The employee must have a rating of Very Satisfactory before he can apply for the posted vacant position. c\. The employee can only apply for not more than three times in one year. These guidelines will I help prevent the problem of \"revolving door\" employees who may opt to apply for virtually every job posted. It also treats the process in a serious manner and lends credibility, thus increasing its effectiveness. 2\. The Word-of-Mouth System This method of recruitment is found to be effective in local situations. It is one of the least expensive recruitment systems. As soon as people learn that there\'s a job opening, the word spread around. The department head tells other department heads, the employee talks with other employees and then it spreads out to the company\'s community of friends and families. This is very common in a locality where there are few jobs available and more applicants want to get employed. The Chinese company would prefer an applicant who is recommended by somebody who is loyal and tested and has worked with them for a number of years. They would prefer to hire an employee\'s relative or friends. Very few Chinese companies will advertise for new positions as they regard the word-of- mouth an effective means of recruitment specially those recommended by fe company employees. On the surface, word-of-mouth appears to be an ideal recruitment source. It is certainly an effective tool but the following precautionary measures should be observed: a\. Regionalism may dominate over the company employees. Tagalogs will recommend those from the same region, the Ilocanos will dominate if the one at the helm is an Ilocano and so on. b\. Pulling of strings and the \"padrino\" system may prevail in the hiring of employees that discriminate against other applicants, who may be more qualified. 3\. Advertising Media One popular and often effective means soliciting applicants is advertising it through the media, like newspapers, magazines, radio or television. Careful planning in terms of content, timing and location can generate a large response, usually resulting in hiring. The advertisement should reach the target clientele and it should be designed according to the following guidelines: a\. For special skills, the ad must clearly stipulate the skills required. b\. In scouting for talent, the wording of the ad should be specific. c\. For applicants who want to know all about specifics, the ad must contain the duties and responsibilities of the position. d\. Include the details where the applicant should send the resume\' or bio- data or where to apply personally if required. e\. Be direct and straight forward in wording the ad. f\. Avoid cute and unprofessional phrases as it may reflect on the image of the organization. g\. Hire an advertising agency if you are not sure of what to put in the ad. h\. For hiring of executive positions, the services of a consultancy agency may be employed. Agencies may also be able to provide advice as to the best day of the week to put an ad. Usually Sunday is a good day for all positions. The Bulletin is full of different ads during Sundays. Other newspapers and magazines have it on Saturdays. The time of the year could also affect the applicant\'s response. Not many applicants would be available in the months of November and December due to the 13th month pay and other company incentives. What are blind ads? These are ads that do not reveal the identity of the company, instead they give a bol number where the resume or pertinent papers will be forwarded. This is usually done to avoid responding to a flood of phone calls or unwanted resume The following are the disadvantages: a. There might be a limited number of applicants for the \"hard to fill positions where you want interested applicants to immediately get in touch with you. b. Blind ads discourage some applicants to apply, as it may be the same company they are working with. c\. Some applicants may have applied for the same position not too long ago and it is a waste of time. When scanning personal files for existing applicants compare carefully the background and skills with the requirements of the available position needed to fill up. Also review the notes of the previous interview and if possible talk to him in person. There are those applicants who may not be able to pass the initial interview due to various reasons or they may be qualified but there were not many positions available at the time of filing the application. 4\. Walk Ins and Unsolicited Applicants These unsolicited applicants could be a possible source of outstanding employees. They are not, however, treated very seriously by the human resource department or the company receptionist. Most often, the application letters or resumes are put in the waste basket or at times put in file without out even looking at the potential qualifications of the applicants. The following guidelines may be put into advantages for Walk In or Call In applicants: a\. Applications should be categorized into different skills or qualifications. b\. A day of the week must be scheduled for the interview of the applicants. Those who pass should be put in the active file for three months for future reference. The applicants should be notified that their applications are for possible consideration and that they may be called within the specified period. After such period, the applications could be discarded. c\. Unsolicited applications can also be reviewed with the list of openings in mind. Possible job matching can be pursued, either by telephone or by mail. This system could work effectively if the company has embarked on manpower planning. 5\. Campus or University Recruitment Colleges are undisputable sources of talent for an organization to tap. Recent graduates are considered highly desirable for companies to select, groom and develop recruits from top schools in the country. The most suitable candidates are from the University of the Philippines, Ateneo University and De la Salle Mapua University produces good engineers. There are little elite schools that produce good potentials for future executives an experienced person in the field of recruitment considers other schools like Polytechnic University of the Philippines for computer and business courses and the Technological University of the Philippines for the technical and Engineering courses. Both are government universities that produce scholars from poor and average families. There are still a lot of other schools scattered all over the country that produce quality graduates and are a good source of potential employees. The records of the graduating students are available at the registrar\'s office and they are just too willing to provide the information for companies who need their graduates. Some universities have placement offices and will be most willing to coordinate with Human Resource Practitioners in getting highly qualified applicants. Campus recruitment requires careful planning and preparation. As there are many universities that produce good students, proper scheduling must be made and matched with manpower projections based on present and future needs. Student potentials must be properly evaluated together with their academic standing along these line students who are leaders in campus activities are potential leaders in industry if given the proper break, orientation and training. They may start as cadets and given training to assume future supervisory positions. 6\. Job Fair and Open House The job fair and open house are popularly increasing as recruitment sources. The organizational representatives of the company gather and interview several applicants over a period of one to two days in some specified fields. An advertisement announcing the location of the job fair is posted at least one week ahead of schedule to attract more applicants. Some local government units coordinate with the job fair for their interested constituents. Some jobs fair are conducted during weekends at town centers or any convenient place in the town or city. Brief interviews are conducted during the job fair. Applicants submit resumes and bio-data for immediate reference. Those who are found to be qualified are called for further interview at the company\'s office where further tests and qualification checks are conducted. The participating company may choose to exchange information about the candidates depending on their needs. 7\. Government Agencies Some local government units have their placement offices look for possible employments for their constituents. The Dole has also an agency that compiles applicants usually for manual or unskilled positions. Some are new college graduates or protégées of politicians who may not be qualified for the referrals are accommodated at times for political patronage. e job. Some These types of referrals are sometimes difficult to handle due to political pressures. The human resource manager must screen the applicant properly to give consideration if found to possess added qualities other than political connections. Rejections sometimes may create friction with the powers that be In case the applicants fail to meet the standard requirements, the recommending official must be given a very strong justifiable reason why the applicant was nee accepted. 8\. Radio and Television Radio and television are now used as mediums for manpower recruitment Since the coverage of the advertisement is of great magnitude, more qualified applicants can be reached and could even tempt other applicants who are not actually looking for jobs. While they have the advantage for job recruitment the following are some points to consider: a\. It is very costly, as the message has to be repeated to get the target audience. b\. The message must be convincing and should be done by a professional. c. The message on radio and television should be sincere and pleasing. d\. The name of the company must be repeated including the telephone number so that the audience can remember where to contact the company. 9.. The Internet The internet could become another source of employment opportunities. Company profiles and job placement could eventually come into the internet. While this method is not frequently resorted to at the moment, it will come easy and handedly in the future. The following advantages are: a\. Application letters or resumes could immediately be sent to the company b. Immediate answers could be available through e-mail. c\. Other necessary information could be available from the applicants. d\. Immediate needs of the company on manpower requirements could be answered in a short time. e\. They are less costly and get immediate response. CHAPTER 4 SELECTION OF HUMAN RESOURCES 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. It is the deciding point, which determines who among the applicants has the personal qualities that match the requirements for the position. The different department of the organization make personal requisitions to the HRD on their manpower requirement through a Personnel Requiremoller (PRP) duly approved by the management concerned. This PRF specifies the following: 1\. 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. 3\. The personal qualities needed for a worker to do the job successfully. A frequent sentiment among employers yers 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 good 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 Applicants 1\. Stage 1- Establishing selection procedure. Successful employee selection is dependent on a clear understanding of a job\'s components. 2. Stage 2-Identify and choose selection criteria, predictors and instruments to be used. Weighing job duties can help the employer assess the qualifications of competing candidates Each skill, knowledge area and ability i y is rated according to its importance to the job. A skill may be given less importance, if it can easily be acquired or is seldom used. for instance, 3. Stage 3-Gather and evaluate information about applicants. Applicant skills can be evaluated through applications, interviews, tests, reference checks, letters of recommendation and physicals. Some selection tools are more effective than others, but a combination of tools is usually best. Factors reflecting worker motivation such as punctuality and attendance may be elicited within 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. 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 not. 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. Date: Dear Applicant: Thank you for your interest in the regret to inform you are not selected. There were over position with our company. We applicants, and we muld choose only one of the several well - qualified candidates. We enjoyed meeting you and were particularly impressed with your Please keep us in mind in the future. Thank you for your time and interest. We wish you well in your career. Who Makes the Selection Decisions? The HRD is a staff departmetit and has a funtal authority to at line in all related pwsnowi tonton The fully left upper Jepartitient esecutives The final user of the human resources maken decision who is to be fired among the applicants screened by the HRD according to the PRF submitted by the department. 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 operating department for its final decissors on whom to select and finally here for the job. Selection and Job Matching Selection tries to match the personal qualities of the applicants with the 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 them 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 determining these factors requires a thorough analyses 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 applic over the existing organizational structure. The assumption is that ability determine performance. While this assumption may be true, it cannot assure that the results a 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 applicas 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. General the most expensive and time-consuming selection tools are used later in the selector process If there are only few applicants, progressive hurdles are unnecessary. When selection tools are not used as hurdles, their sequence is less important. If all applican 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) the first step in eliminating applicants. Furthermore, employers should not be over 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. The HRM manager must be able to devise the most valid instrument in determining the jab selection process. He must be able to identify which are the best predictors of success for specific jobs. The manager must establish these as qualities sought among prospective employees and design a selection procedure that will find out to what extent a given applicant possesses them 1\. Preliminary Screening The first step in the assessment of an applicant for the job is the initial interview or preliminary screening. This step deals with obvious factors such as voice, physical appearance, personal grooming, educational background, professional training and experience that need to be assessed. The following personal traits and qualities are the important things to consider in the preliminary screening process: a\. Aptitude and interest indicate our 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. c.Analytical and mumipulative abilities indicate our tharding proces intelligence level and ability to use knowledge effectively in any assigned task d\. Skulls and technical abilities indicate ability to perform specific operations and technical aspects of the job. This results from education, training and experience and tends to preslict what one can do it properly placed orianded, developed and motivated. e\. Health, evergy 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. 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 usually directed toward discussions of points that the interviewer considers important These are some styles of interview: a\. Structured interview follows a set a 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 b\. Unstructured interview is where the applicant takes the lead. The unstructured interview provides no specific reference and the applicant a given a free hand in talking about himself and the interviewer makes at 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. 2\. The Application Form The applicant is required to fill out the company\'s official application fam after passing the preliminary interview. The company\'s application forms contr 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 inn company to company. Employment details are important during the intervie process. By careful screening the employee\'s information about education, the sch where courses were attended, employment data, years of experience in a partic job, salary received and membership in organizations may be found closely relan success on the job. 3\. Testing and Evaluation of Results Testing in the parlance of HRM, is commonly associated with the prediction and selection of subsequent performance on the job late still the commen ed instruments for determining the qualifications and talents of the applicati Be a particular job. It is the ost objective of all selection instruments in the selection procees Tests can be classified on the bases of personal characteristics sought from the applicant. They are the following: a\. Intelligence Test-it is widely used to measure mental ability or general learning ability. There is no good definition of intelligence but it is communiy associated with one\'s personal capacity for learning and doing things that he learns. The outstanding feature of this type of test is its ability to predn the general capacity for learning or problem-solving. Intelligence tests that are designed by the psychological Society of the Philippines are adaptabie to the local conditions. They are now available for use by practitioners of HRM. Examples: Culture Fair Intelligence Test Raven\'s Progressive Matrices Test Tabular Description B. Aptitude Test -It measures the person\'s capacity to learn a provided there is adequate training. This type of test is usually administerest for mechanical and clerical positions, Examples: Differential Aptitudes Test Occupational Aptitude Survey and Interest (OASIS)-Aptitude The HRM manager must be able to devise the most valid instrument in determining the jab selection process. He must be able to identify which are the best predictors of success for specific jobs. The manager must establish these as qualities sought among prospective employees and design a selection procedure that will find out to what extent a given applicant possesses them c\. Interest Test-It is derived from hereditary and environmental factors tries to predict the success in the job if thee person\'s interest and the are properly matched. For example, if the person is interested in operating mechanical instruments he should be placed in a situation where there ans mechanical operations. If his interest is in art, the nature of the job must be related to art works. Examples: Thrustone Interest Schedule Occupational Aptitude Survey and Interest (OASIS)-Interest  d\. Personality Test It is considered as an important instruerent to test the Personality of the applicant especially for supervisory and managerial postions, as they have to relate with thest co-worker\'s in the industry. Practitioners of HRM believe that selected personality characteristice may be even more important than job knowledge or skill, as emotional maturity influences the ability to withstand stress and strain to be objective and gain the respect and cooperation of others in the organization. Examples: 16 Personality Factor Questionnaires (16PT) Comrey Personality Scale (CPS) Edwards Personal Preference Schedule Minnesota Multiphasic Personality inventory California Test of Personality The Hand Test House Tree Person Sentence Completion 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. 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 is a part of this type of measuring the ability to perform a certain type of task. Example: Flanagan Industrial Test Tests that measure specific skills, knowledge 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 b 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, a need for achievement. Personality and honesty are important but tests provide little 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, can be a moreusetal 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 mar 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 discretion and used along with instruments. c\. Use a battery of tests to determine the perscer\'s red seth d\. set the critical cut-off score in advance e.Do not use raw scores, Interpret them The in-depth interview is the most important part of the selection proce Aner passing all tests required, the applicant is now ready bu formally enter into the selection process. All the relevant information about the applicant is brought into focus at this poirit as the final decision to hire the individual is made during this interview. The tactors of aptitude, proficiency and personality as measured by the energy, 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 perseverance 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. There are three important characteristics that the interviewer must possess, 1\. Knowledge-Better understanding 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. 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. 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 inflection. Words must be carefully chosen to put the individual at easeduring the interview and draw from him in the inner self that is necessaryto fully assess the individual\'s fitness to the job. The questions must be clearly stated and the interviewer must be a good listener in arder evaluate the desired personal characteristics of the individual. 5\. Evaluating References References are important in finally assessing the applicant\'s worth for the position. References to be credible must be checked with utmost confidentiality if one would like to get a true picture of the individual who would like to join the organization. Generally there are three kinds of references: 1\. Academic Reference - This may be requested from applicants who are w graduates. This may be addressed \"to whom it may concern\" which tells about the individual\'s academic performance together with his transcrips of records. Details may include co-curricular activities and the studere\'s performance in college. 2\. Character Reference - This reference may come from some persons in 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 concemed, the reference check could also work to the company\'s advantage. 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. 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. 2\. For very important confidential positions, reference should be conducted on a face-to-face basis since the applicant may be reluctant to divulgr significant information. 3\. If face-to-face information is impractical, telephone inquiries should be used rather than mailed requests for information. 4\. In any kind of follow-up, inquiries should be in structured form to rela information to job and career requirement. 5.inquires should discover the \"why behind whatever impressions are dochosed. Those who supply information may have their own biases and peculiar standards Physical Examination This may be the last hurdle in the selection process. The applicants undergo physical examination at the company clinic or an authorized hospital to determine the physical fitness of the applicant for the job. The applicant must pass the physical test as he is certified as being in good health. Medical Examinations are important for the following reasons: a\. 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. c\. To prevent hiring of people with communicable diseases or who are influenced by drugs. d\. Ward off unwanted claims with worker\'s compensation laws, 555, medical care and suits for damages. Placements The applicant who is cleared in all requirements is finally offered the job. 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. In practice the approval is usually arranged early in the selection process. Practice in placement has been generally more formal and usually covered by company policies and procedures in the hiring of the employees. The applicant is now formally introduced in the group and undergoes an intensive orientation and induction program. Some companies assign the buddy system to formalize the new employee with the workings of the department. He is given company manuals, rules and regulations and company brochures, and other company magazines to familiarize him with the work environment. Types of Employees 1\. Probationary An employee is hired for regular position based on an organizational staffing pattern. 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. The probationary period is for six months and after that period he is deemed a permanent or regular employee. 2\. Regular or Permanent Employee-An employee who passed the probation period and is performing a regular activity in the business of the comp covered in the regular company staffing system. 3\. Contractual Employee - The employee is hired for a fixed period or spe Cosect of the company, the completion of which is specifically explained the employee hiring concerned. Direct of contractual employees should be more than six months or else they may be converted to regular employ be ingref contractual is usually done through an employment agency to av regular employment. Te 4\. Casual or Seasonal Employee -An employee is hired for a particular work service that is seasonal in nature. Employment is temporary according to the volume of work. 5\. Apprenticeships - Apprenticeships is the development of the required sk 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 Chapter 5 TRAINING AND DEVELOPMENT OF HUMAN RESOURCES The Beginning of Training The beginning of training can be traced to the Stone Age when people started transferring knowledge through signs and deeds to others. Vocation direct instrated transiting knowledge through when apprentices were provided direct instructiona d the operationsorialachines Training and development are increasingly recognized in the the innst mportant organizational activity. Rapid technological changes requires newer skills and knowledge in many areas. Training has to be continuously offered to keep employees updated and effective. Some believe that training has unnecessarily been given undue importance and that the experience on-the-job is good enough to develop the necessary skills and efficiency to perform the job. Training cannot entirely substitute for experience but it has certain definite advantages over it. 1\. Training, unlike experience can shorten the time required to reach maximum efficiency. 2\. Cost of training is much less than the cost of gaining experience, particularly if one is dealing with expensive equipment. 3\. The results of experience can sometimes be accidental particularly when experience depends solely on trial and error. 4\. The element of predictability is far less when compared to the outcome of a wel-conceived and conducted training program. Training Training is the process where people acquire capabilities to aid in the achievement of organizational goals. It is a planned effort of the company to facilitate learning on the job-related competencies. These competencies include knowledge, skills or behavior that are critical for successful job performance. The goal of training is for employees to master the knowledge, skills and behaviors emphasized in training programs and to apply them in day-to-day activities. Orientation: Training of new employees Orientation is the planned introduction of new employees to their jobs, co-workers and the organization. The employees need to know the company policies, rules and regulations and the company direction in order to adapt to the new working environment. The systematic approach to orientation requires attention to attitudes, behaviors and information that new employees need. Orientation to be meaningful, requires cooperation among individuals in the HR unit and other managers and supervisors. The HRD has to design the orientation program and incorporate the following topics: 1\. Company policies, rultated to disiplinover reporting for work time in time out policies related to employee discipline and behavior while at vin and other important company regulations. 2\. Corporate Missioquandnd services and fees and corporate goals and objectives, its product and services and other important clienteles. 3\. Explain company pay system, benefits and other services available to employees and their families. 4\. Provide overview of job setting and work rules. 5\. Introduce the employee to co-workers and the company working environment. 6\. Safety rules and health programs. The purpose of orientation of new employees - The overall goal of orientation is to help new employees learn about the organization as soon as possible so that they can begin contributing to the company\'s goals and objectives. From the perspective of the employers and the employees, the orientation process has the following purposes; 1\. Productivity enhancement - Both the employer and employee want to start right and become productive as soon as possible. 2\. Turnover reduction Employees with effective orientation programs tend to stay longer with the company. Fast employee\'s turnover rate affects productivity and efficiency. 3\. Organization effectiveness Well-oriented employees can immediately contribute to the goals and objectives of the organization. 4\. Favorable employee impression A good orientation program creates a favorable impression of the organization and its work. 5\. Enhancement interpersonal acceptance - It tries to ease the employee\'s entry in the work group. Employees often of concerned about meeting new people in the work force. A Systematic Approach to Training Training is moving its focus to teaching employees specific skills to a broader focus of creating knowledge. Training is used to gain a competitive advantage and viewed broadly as to create an intellectual capital. The development of intellectual capital includes the following: 1\. Basic skills-Skills needed to perform one\'s job effectively. 2\. Advanced skills - The use of technology to share with other employees. 3\. Understanding of the Customer Needs competitive. The global market is quality pectuse employees learn from other employees. While this may be true livin learned may not be the best for the organization. 1\. Assessment Phase Training is designed to help the organization accomplish its objective. Planners determine the need for training and specify the training objectives and the training efforts. An important part of the company\'s strategic human resource planning is the identification of the knowledge, skills, abilities that will be needed by the employees in the future as both jobs and the organization change. Both internal and external forces that will influence training must be considered when doing organizational analysis. The problem posed by the technical obsolescence of current employees and an insufficiently educated labor pool from which to draw new workers should be confronted before those training needs become critical a\. Organizational Analysis the specific source of information and operational measures or an organization level needs analysis, which include the following: - Grievances - Accident record - Observations - Exit interview - Customer\'s complaints - Equipment utilization and breakdown - Material wastage, scraps, and quality control data - Training committee, observation and need assessment data b\. Task Analysis the job description and the job specifications provide information on the performance expected and the skills necessary for employees to accomplish the required work. Changes in the work environment due to the introduction of new technology or machinery require changes in the task requirements of the position. c\. Individual Analysis - The use of performance appraisal data in making this individual analysis is the most common approach. A performance review reveals the employee\'s inadequacy to perform certain types of task and this will reveal what necessary training is needed to correct the weaknesses. An employee\'s potential may mean further training to assume a higher position in the future 2\. Employees Readiness for Training The employees must set a positive tone for training. That attitude toward training must be cultivated and made an integral requirement before the employee sets foot in the training room. A positive attitude is the desire of the traineeone of the key characteristicing to the instructional design for the following By that they are designed the development of training programs. The are integral instructional processes 1\. Conducting needs assessment a\. Organizational analysis b\. Person Analysis c\. Task Analysis 2\. Ensuring employee\'s readiness for training a\. Attitude and motivation b\. Basic skills 3\. Creating the learning environment a\. Identification of training objectives and training outcome b\. Meaningful materials c\. Practice d\. Feedbacks e\. Observation of others f\. Administering and coordinating programs 4\. Ensuring transfer of training a\. Self-management strategies b\. Peer and manager support 5\. Selecting training methods a\. Presentational methods b\. Hands-on methods c.Group methods 6\. Evaluating training programs a.Identification of training outcome and evaluation designs b\. Cost-benefit analysis The success of any training program can be gauged by the amount of learning that occurred and is transferred to the job. Training and learning will take place through the informal work groups whether an organization has a coordinated effort or notlearn the content of the training program. Motivation this related to knowledge behavior change or skill acquisition in the and the supervisor to assure that the employee has before he is sent to the program. the highest degree of learn The following factors influence the motivation to learn: a\. **Self-efficacy**- the employee\'s belief that understand that the tam th fisting The employee muuld be an asset forth training is for his advantage and learning gain could be an asset for the futurs advancement. b\. **Understanding the Benefits or Consequences of Training** - The e must understand that the training is employ I to his job, personal and career related benefits as it may include process or procedures to make his work ear and is needed due to change in work technology. c. Awareness of Training Needs, Career Interest and Goals-The employee must be given the choice of what training program he would like to attend This should be related to his needs, career interest and personal goals the organization as discussed with his immediate superior. d\. **Basic Skills** - This refers to the degree of the employee\'s desire to learn the cognitive ability, reading and writing skills and other technology changes necessary in the work environment. 3\. **The Learning Environment** Learning involves a permanent change in behavior. For employees to acquire knowledge and skills in the training program and apply the information in their job, the training program needs to include specific learning principles. a**. Employees need to know why they should learn**-They must understand why they have to attend the training program. The objective and purpose must be made clear to the employees. b\. **Employees need to use their own experiences as bases for learning**- Training could be meaningful if it is linked to their current job experiences and tasks. The lessons should be presented on the level of employees understanding. c\. **Employees need to have the opportunity to practice** -The opportunity to practice the learning should be provided in the program. Practice makes perfect as the saying goes. d\. **Employees need feedback** - The employees need to know how they are meeting the training objectives. Feedback should focus on specific behavior and should be immediately communicated to the employee e**. Employees learn by observing and interacting with others**-Community of practice refers to a group of employees who work together to leam frutes each other and develop a done. common understanding on how to get the work 1\. Employees need training programs to be properly coordinated and arranged. Coordination is the most important aspect of training administration. It means coordinating activities before, during and after the program. Analyzing Training Needs The immediate and specific needs of a company are determining factors in the selection of the training courses and materials. Standard as to the amount of training that should be provided for each type of job may not be readily established, as many other factors must be considered such as the liability and experience of the leamer and the complexity of the things to be learned. The personnel manager, with the cooperation of the line supervisors is in the best position to establish what and how much training is needed. The need for training is usually indicated in the following instances: 1\. When required skill is not possessed by anyone in the work force, 2\. When an employee\'s performance is below standard, but he has the potential to improve the productivity; 3 When morale or production is low; 4\. When there is a fast turnover of the personnel; 5\. When the rate of absenteeism or accident is high; 6\. When restiveness or dissatisfaction mounts; 7\. When supervision is lax; 8\. When new technology is introduced. Training needs may be ascertained by considering the following questions: 1\. Is there a problem to be solved? 2\. Where does it exist (which department)? 3\. Who needs the training? 4\. What is the nature of the training? (remedial or improvement required by the situation) The subject matter is best determined by a survey of company needs with the help of a questionnaire and job analysis and by examining various records pertaining to cost, labor turnover, absenteeism and other relevant factors in the particular organization. The cooperation of line supervisors in determining needs and priorities will be necessary. 4\. **Transfer of Training** Transfer of training is the practical application of what was learned in the program. Immediate supervisors and peers support opportunity to practice what was learned the technology in the work area and self-management skills influence the climate of transfer. The environment is the laboratory for the transfer of learning. 5**. Selecting the Training Methods A number of different methods can be used to help employees acquire new** knowledge, skills and behavior. Technology has a major impact on the delivery of training programs. New technology allows trainees to see, feel and hear how equipment and other persons respond to their behavior. The multimedia has greatly changed the training landscape and training now could be less costly. a\. **Presentation Method** - is the passive receipt of information that includes the traditional instructions, distance learning and audiovisual techniques These are ideal for presenting new facts, information, different philosophies and alternative solutions or processes. b**. Hands-on Training**-This refers to the training method that require on-the- job training, simulation, business games, case studies, behavior modeling, interactive videos and web-based training. c\. **Group Building Method** - It helps trainees share ideas and experiences, build group or team identity, understand the dynamics of interpersonal relationship and get to know their own strengths and weaknesses and those of their co-workers. Various training techniques are available to improve work-group or team performance to establish new teams and to improve interactions among different teams. All involve examinations of feelings, perceptions and beliefs about the function of the team. This develops discussions and development of of plans p to apply what was learned that will improve team performance on the job. Evaluation of training compares the post-training results to the objectives expected by the management, trainers and the trainees. Training is often done without any thought of measuring, evaluating and seeing how well it works after. Training is both time-consuming and costly and therefore evaluation must **6. Evaluating the Training Program be done. Training assessment will measure the benefits derived from the activity. What the employees learn is directly related to what they earn; hence, evaluation of training is put into practice.** One way to evaluate training is to examine the cost associated with the training and the benefits received through cost-benefit analysis. The best way is to measure the value of the output before and after the training. Any increase represent the benefits resulting from training a\. **Leaming** it represent the level of how well the tralises have barred Facts, ideas, concepts, theories and attitudes. Tests on training materials are commonly used for evaluating leaming and can be green before and after training to compare results. b\. **Behavior**-There must be a change in the work attitude and behavior of the trainee after the training. Observable behavior must be measured in terme of work improvement, increased work output, and work effectiveness. The trainee must be able to display a better look at the work environment and increased productivity must be observed. Management should observe performance as a gauge to effectiveness of training. c\. **Results** -Employer evaluate results by measuring effects of training on the achievement of organizational objectives. Because results such as productivity, turnover, quality, time, sales volume, and cost are relatively concrete, comparing records before and after the training can do the evaluation. **Criteria for Evaluation of Training** Training effectiveness should be assessed on the basis of solid grounds. Sometimes trainers and managers rely on superficial employee reactions. If trainees applaud the resource person, the lecture or demonstration, it is a success. If they are happy to have taken the course that is enough. If notices that on the first day back on the job they seem to be using the skills learned, one may conclude that the training money was well spent. Those conclusions are entirely wrong. One should look at long-term performance, not immediate superficial results. Training programs are usually evaluated on the basis of their intended objectives. Five steps to a meaningful evaluation: 1\. Determine what to Measure. Decide before you begin training what you want to change. The number of customer complaints? The rate of scrap? The number of employee grievances? The number of quality defects 2\. Establish the Base line. Make sure you know the level of performance before training begins. This allows you to make a legitimate comparison to determine training effects. 3\. Isolate Variables. One variable is the Hawthorne Effect, named after a General Electric plant that was studied in landmark performance experiment several years ago. The effect: Employees improved their performance simply because of the attention of the research study not because of any changes in their working condition. 4\. Measure Attitudes. This goes back to the problem of measuring initial reactions, but it is valuable in the overall evaluation. Did the trainees like the training? Did they think it was valuable? Often, they can provide valuable feedback and suggestions in improving training techniques. 5\. Measure Performance. Go back to your base line and see what the results of the training are in terms of the criteria you have established. Track performance over a long period of time so you can be sure the improvement is established. Human Resource Development Development refers to formal education, job experiences, relationships, and assessments of personality and abilities that employees prepare for the future, Development can be thought of as the growing capabilities that go beyond those required by the current job. It represents the employee\'s ability to handle variety of assignments. Development helps the employee prepare for other positions and increase their ability to move into other jobs that may be available in the future. It prepares also the employee for changes in current jobs due to changes in technology, work design and customers or new products or new type of market. Planning and Choosing a Development Approach While training considers analysis as an important component of any training program development needs analysis because it is necessary to identify strengths and weaknesses of those that will be given these organizational interventions. Assessment involves collecting information and providing feedback on employee\'s behavior, communication style or skills or leadership potentials as preparation for formal induction to the development program. The following processes are used in the assessment: 1\. Assessment Centers Employees are sent to assessment centers to take examination covering personality tests, communication skills, personal inventory assessments, benchmarking and other examinations. The center is manned by a group of teams that assesses the individual potential for leadership and other capabilities or qualities that may be used by the organization in its future operations. 2\. Psychological Testing - Pencil and paper tests have been used for years to determine employees\' development potentials and needs. Intelligence tests, verbal and mechanical reasoning tests can furnish, useful information about factors of motivation, reasoning, abilities, leadership styles, interpersonal response traits and job preferences. 3\. Performance Appraisal-Performance appraisal that measures the employees potential when done properly could be a good source of development information. Observable and measurable output, attitude and behavior, data on productivity, employee relations, job knowledge and leadership behavior are important source of employee information. These are usually available in the personnel file. Human Resources Development Approaches In-Housempron Company Site - The activities that could be developed enhance employery or while the employplanned activities that activities that will employees potential to assulotiralous that the company needs in its operation that imperative that managerne other jobs that the combate development efforts so that the desired developmeets and supervisors plan coordinate dhe In-House Approaches: 1\. Management Coaching - The immediate supervisor coaches he subordinate employee in performing certain functions that are necessary for its advancementi It combines observations and suggestions. This is best when involves good relationships. 2\. Committee Assignments - Assigning promising employees to important committees can give the employees a broadening exercise and can help them to understand the personalities, issues and processes governing the organization. 3\. Job Rotation-this is the process of shifting employees from one job to another. A substantial managerial time is needed when trainees change positions. The trainees must be acquainted with different people and techniques in each new unit. 4\. Assistant-to-the Position -This is the assignment of an assistant to the position who works directly under the manager. He is given the opportunity to deal with challenging and interesting tasks. Studies and other tasks are assigned for analysis before they are given to the head for final implementation. 5\. Job Enlargement - refers to adding challenges or new responsibilities to the employee\'s current job. This could include such activities as special projects assignments, switching roles within a work team or research activities. 6\. Mentoring-Employees can also develop skills and increase their knowledge about the company and its operation by interacting with more experienced organization members. Mentoring helps new members bring together successful senior employees with less experienced members. Off-site or Outside Development Interventions This technique can be effective because the individuals are given the opportunity to get away from the job and concentrate solely on what is to be learned. These interventions are usually held outside at the company\'s expense and will serve as a break from the office monotony. The following are some of the development programs: 1\. Formal Education the company sends the employee to formal seminars, workshops and other training programs offered by training consultants and agencies. Some companies send their employee to take advanced studies in the graduate programs in exclusive schools or take courses in foreign countries. The condition is usually that an employee is tied to a contract to serve the company for a number of years for every year of outside training. 2\. Team Building - These organizational interventions are usually condun away from work about three to four days. The employees are organized in away find solve common problems related to relationships. The focus is o human relation issues and poor team-work. 3\. Case Studies - This is a classroom type of training techniques that providen a medium through the application of management behavior concepts and analysis. Cases are either through the use of multi-media or case problems tha are developed similar to those existing in the work environment. Group case analysis and presentations are made and discussions facilitate the leaming experience. 4\. Role Playing - Role-playing is a development technique requiring the to assumes a role in a trainee given situation and act the behavior associated with The facilitators provide the script and the group evaluate the performance. The other participants provide comments and suggestions after each performance 5\. Simulation-These are business games developed by human resource expens that require the participants to analyze a situation and decide the best course of action based to the given data.