Recruitment and Selection Process Lecture Notes

INTRODUCTION Manpower is the lifeblood of any organization—without their contributions, achieving goals is impossible. From setting objectives to implementation, manpower is indispensable. Effective manpower...

INTRODUCTION Manpower is the lifeblood of any organization—without their contributions, achieving goals is impossible. From setting objectives to implementation, manpower is indispensable. Effective manpower planning ensures the right person is in the right place, doing the right job at the right time. This makes recruiting and selecting the right people crucial. WHAT IS RECRUITMENT? ly. Recruitment on - Is the process of attracting potential candidates for a particular job vacancy. It forms the first stage in the process which continues with selection and ceases with placement of the candidates. DEFINITIONS: ce According to Edwin B. Flippo, “Recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organization”. en According to BusinessDictionary.com, “Process of identifying and hiring best-qualified candidate (from within or outside of an organization) for a job vacancy, in a most timely and cost effective manner”. er According to Yoder and others, “Recruitment is a process to discover the source of manpower to meet the requirement of the staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of an efficient ef working force.” Recruitment is the process of attracting and selecting qualified candidates for job openings rr within an organization. It involves drawing potential employees to apply for jobs and building a pool of candidates for future needs, even if there are no immediate vacancies. It typically begins when a manager requests new hires for specific or anticipated positions. It is a key Fo function of the personnel department, focusing on finding and evaluating potential employees to fill vacant positions and integrate them into the organization. Recruitment is a two-way street: it takes a recruiter and recruitee. Just as the recruiter has a choice of whom to recruit or whom not, so also the prospective employee has to make the decision if he should apply for that organizations’ job. The individual makes this decision usually on three different bases : 1 NO PART OF THIS LEARNING MATERIAL MAY BE REPRODUCED. FOR REFERENCE ONLY. (i) the objective factor (pay, benefits, location, opportunity etc.) (ii) critical contact ( behavior of the recruiter, the nature of physical faculties, etc. ) (iii) subjective factors (personality patterns, the image of organization i.e. choices are made on a highly personal and emotional basis.) Recruitment is the process of attracting qualified applicants for a job. It starts when applications are received and ends when the selection process is complete. AIM : to create a pool of candidates from which the best individual(s) can be selected for ly. employment. It is about Finding the Right People for the right job, do you agree? on THE NEED FOR RECRUITMENT 1. Projected: Projected needs are those movements in personnel, which an organization can predict by studying trends in internal and external environments. ce 2. Intended: That needs arising from changes in organization and retirement policy. en 3. Unexpected: Resignation, deaths, accidents, illness give rise to unexpected needs. OBJECTIVES OF RECRUITMENT er ➔ Recruitment aims at developing and maintaining adequate supply of labor according to the need of the organization. ➔ To provide a sufficiently large group of qualified candidates, so that suitable candidates ef can be selected out of them. ➔ Hiring the right kind of candidate for the right job. rr ➔ It facilitates the maximum pool of candidates with minimum cost. ➔ Meet the organization’s legal and social obligation regarding the composition of its workforce. ➔ Recruitment is the process which associates the employers with the employees. Fo ➔ Help to reduce the probability that job applicants once recruited and selected will leave the organization only after a short period of time. ➔ Attract and encourage more and more candidates to apply in the organization. Recruitment is a core function of the Human Resources department, encompassing sourcing, screening, and shortlisting candidates. It involves identifying staffing needs and filling those positions. The 2 NO PART OF THIS LEARNING MATERIAL MAY BE REPRODUCED. FOR REFERENCE ONLY. process includes identifying, attracting, interviewing, selecting, and onboarding the right candidates for the organization. PROCESS OF RECRUITMENT The recruitment process involves several key steps: A.Identify Vacancy: It starts when the HR department receives a requisition detailing the number of personnel needed and their qualifications. B.Job Analysis: This involves a thorough examination of the job's operations and ly. responsibilities, creating a detailed job description (including title, location, duties, and hazards) and job specification (including qualifications, experience, and age requirements). on C.Communicating Vacancy: The vacancy is then communicated to potential applicants through advertisements in various media like newspapers, radio, television, and online platforms. Recruiters may also proactively reach out to qualified candidates and use job portals to find resumes. Jobs are advertised both internally and externally to attract the best candidates. ce Internal recruitment is to recruit employees that are already familiar with the company values, culture, and work ethics. The recruiters either promote employees to senior roles or transfer them to different departments. en external recruitment, the HR department recruits people from outside the company. D.Managing the Response: It is a crucial task and should be done by well qualified staff because if any flaws exist in this stage it may lead to call for interview an undesirable candidate er or organization miss an opportunity to recruit a desirable candidate. - The goal of screening resumes is to decide whether to move the applicant forward or ef not. E.Select Candidates: It is as important as the previous stage which should be done with rr sincerity. Here the HR department selects the candidates who are suitable for the particular job or profile. Fo F.Arranging Interview: This is the last stage in the recruitment process which leads to the initiation of the selection process. The suitable candidates which are selected in previous stage should call for interview and arrange interview for those candidates Online Resources: https://www.youtube.com/watch?v=qc9DHl-9Ulg 3 NO PART OF THIS LEARNING MATERIAL MAY BE REPRODUCED. FOR REFERENCE ONLY. SOURCE OF RECRUITMENT Organizations can choose candidates for recruitment from two sources: internal and external. Internal sources include employees already within the organization, such as through transfers or promotions. External sources involve recruiting candidates from outside the organization. INTERNAL SOURCES 1. Promotions: The employees are promoted from one department to another in the same organization with more benefits and greater responsibility based on efficiency and experience of a particular employee. ly. 2. Upgrading and Demotion Employees are upgraded or even demoted according to their performance which was assigned to him/her on 3. Transfers: The employees are transferred from one department to another according to their performance and experience. With little benefits or no benefits. 4. Retired Employees: It may also be recruited once again in case of shortage of qualified ce human resources or increase in load of work. Recruitment of such people saves time and costs of the organizations as the people are already aware of the organizational culture and the policies and procedures. en 5. Retrenched Employees : Retrenched employees are also a source of useful recruitment for the organization. They better know the organization policy and practices and when they again recruited most of the cost was er reduced. 6. Deceased Employees :The dependents and relatives of deceased employees and disabled ef employees are also a source of internal recruitment. EXTERNAL SOURCES rr 1. Educational Institutions or Campus Placement: : Various management institutes, engineering colleges, medical colleges etc. are a good source of recruitment. Where well Fo qualified executives, engineers, medical staff etc. are recruited by the companies. They provide facilities for interviews and placements in their campus. 2. Placement Agencies/Consultancy : They charge a small fee from a candidate. They play the role of a third party where they provide the required number of candidates to the organization with significant qualifications. And they also charge some little amount as a fee from the respective candidate. 4 NO PART OF THIS LEARNING MATERIAL MAY BE REPRODUCED. FOR REFERENCE ONLY. 3. Employment Exchange: Government establishes public employment exchanges throughout the country. They provide a clearinghouse for jobs and job information. These exchanges provide job information to job seekers and help employers in identifying suitable applicants. 4. Press Advertisement of the vacancy in the newspaper and other related magazine or journal is also a good source of recruitment. Where candidates respond on job vacancy according to their matched profile. 5. Recruitment at Factory Gate If a permanent worker is not present than unskilled workers may be recruited at the factory gate. More competent among these may be recruited to fill permanent vacancies in the organization. ly. 6. Employees Referrals and Recommendation: Many organizations have prepared a system where the existing employees of the organization can refer their friends and relatives for some on position in their organization. Also, the office bearers of trade unions are often aware of the suitability of applicants. Management can inquire these leaders for suitable jobs. In some organizations these are formal agreements to give priority in recruitment to the applicant recommended by the trade union. ce 7. Unsolicited Applicants /Casual Callers :Most of the applicants visit an organization to seek jobs when recruitment is not in process. In that case, the organization keeps their resume and asks them to contact them after some time or if there is any vacancy in the organization in the en near future organization should call them. These types of applicants are called unsolicited applicants. This is also a good source of recruitment. er 8. Labour Contractor Manual workers can be recruited through contractors who sustain close contacts with the sources of such workers. This source is used to recruit labor for construction jobs or daily wages jobs. ef 9. E-recruiting, also known as electronic recruiting or online recruiting, leverages digital technology to streamline and enhance the recruitment process. rr 10. Walk-Ins: This is a direct recruitment method where candidates are invited to apply for job vacancies through an advertisement. The announcement provides details about the date, Fo location, and time for the walk-in event. Prospective candidates are encouraged to attend the event in person to participate in interviews, without needing to submit their applications beforehand. THE SELECTION Selection is a process of selecting the most desirable candidates among others for a particular job. Basically , picking candidates who have relevant qualifications to fill jobs in an organization. 5 NO PART OF THIS LEARNING MATERIAL MAY BE REPRODUCED. FOR REFERENCE ONLY. OBJECTIVE OF SELECTION - is to determine whether an applicant meets the qualifications for a specific job and to choose the applicant who is most likely to perform well in that job. - In other words, to find out which job applicant will be successful, if hired. PROCESS OF SELECTION Selection is generally a series of hurdles or steps. Each one must be successfully cleared before the applicant proceeds to the next. There is no hard and fast rule that every organization has the same pattern or process of selection. Organizations have their own policy of selection ly. even for different job profiles may have different selection processes. 1. Invite Application: It is the first step of the selection process. To successfully complete the on process of selection it is required that the number of applicants should be in large. At the time of receiving an application , the office manager or even the receptionist entertains the candidate thus it makes a good image of organization in the mind of applicants. They meet tactfully with applicant’s i.e. friendly and courteous. If jobs are not available at that time the applicant may be ce asked to contact the HR department after a suitable period of time. 2. Screening of Application: Whatever the application received by the organization is now screened with certain criteria like education, experience, age and other related information for a en particular job. This helps to remove undesirable applications. From here the rejection will start, applicants who are desirable come to the next stage and those who are not will be rejected at this initial stage. er 3. Preliminary Interview: When the large numbers of applicants are available, the preliminary interview is desirable both for the applicant seeking employment and for the company also. In ef preliminary interviews, perspectives are given the necessary information about the nature of the job and information taken by applicants like their education, skills, salary demanded, reason for leaving previous jobs etc. rr 4. Application Blank: Application blank is one of the easiest and common methods by which a company gets the maximum information on various aspects of the candidate’s academic, social, Fo demographic, working experience and references. It is a widely acceptable device for getting information from a prospective applicant which will enable a management to make a proper selection and the particular information should be in their own hand-writing. Application blank may be very long or comprehensive and sometimes brief are used. It includes: Personal data—Address, contact number, email ID, sex, and identification marks etc. Physical data—Height, weight, and health condition. 6 NO PART OF THIS LEARNING MATERIAL MAY BE REPRODUCED. FOR REFERENCE ONLY.  Educational data—Levels of formal education like class X, XII, graduation, PG etc., marks obtained from any other professional education acquired. Employment data—Past experience, job profile, promotions, reason for leaving previous job, last salary drawn and expected etc. Extra curricular activities—NSS, NCC, sports, games, debate, quiz etc. at school, college, university, state or national level and of course prizes won on these events. Reference—Name of two or more individuals who certify the suitability of an applicant to a particular job. ly. 5. Psychological Test: The next step in the process of selection is very important because from here the main and critical test of candidature begins. What kind of psychological test is used for on judging the candidate is another important decision. A test is standardized, having an objective to measure a candidates’ behavior, performance or attitude. Some of the commonly used test are as follows: Attitude test (measure a candidates' potential to learn certain skills like clerical, mechanical, mathematical, etc.) ce Intelligence test (mental ability, ability to understand instruction, take decisions etc) Personality test (the way he/she presents themselves, co-operative, calm, relaxed, good communicator etc.) en Achievement test (typing test, shorthand test, tally, knowing latest technology) Simulation test 6. Interview: When the candidate passed their psychological test then the next step is to face er the interview. Interview is a face to face interaction between interviewer and interviewee. The interviewer checks that the particular candidate is suitable for the specified job or not and the interviewee gets maximum information about their job profile, salary, etc. There are many types ef of interviews like structured and unstructured interview, selection interview, panel interview, stress interview etc. rr 7. Reference Checking: The use of references is common in most selection procedures. It helps in checking out the candidate character, their qualification, what they have, their experience is appropriate or not, and whether other related data should be authenticated or not. Fo These references may be from candidate’s who are familiar with the candidate’s information. The personnel department checks references carefully. 8. Final Selection by Interviewers: After completing the entire above step now final selection should be done by the interviewers. 9. Medical Test/Physical Examination: Physical or medical examination reveals whether or not a candidate possesses physical qualities like acute hearing, clear vision, high stamina, clear tone of voice. ‘Physical examination should disclose the physical characteristics of the individual 7 NO PART OF THIS LEARNING MATERIAL MAY BE REPRODUCED. FOR REFERENCE ONLY. that are significant from the standpoint of his efficient performance of the job he may enter or of those jobs to which he may reasonably expect to be transferred or promoted’, says Dale Yoder. 10. Placement: The final step in the selection process is placement of candidates to their job and workplace. Onboarding After the candidate accepts the offer, the pre-boarding period begins. This period, between the acceptance of the offer and the joining date, is critical for keeping the candidate engaged to ly. prevent them from joining another company. During this time, the recruiter shares the new hire’s email and other details with the team. Once the candidate starts their first day, the onboarding process begins. on MEDIA ADVERTISEMENTS Newspaper Ads Running ads in periodicals such as local newspapers or ce professional journals is a declining method of recruiting employees. In fact, in a study of 108,000 external hires in large organizations, Crispin and Mehler (2013) found that, in 2012, only 2.3% of external en hires were recruited through print media, compared to 28.7% from a similar survey in 1997. Such a decline is consistent with a 2007 survey in which recruiters rated print advertising as one of the least effective recruitment methods (SHRM, 2007). These findings er demonstrate the huge change in recruiting that has occurred in the past decade: In 2002, recruiters rated newspaper advertising as one of the most ef effective avenues of applicant recruitment (Gere, Scarborough, & Collison, 2002). rr Examples of creative Job Ads FH Company, a Norwegian importer and distributor, ran a help-wanted advertisement reading, "Tiresome and boring wholesale company seeks indolent people with a total Fo lack of service mindedness for a job that is completely without challenge." Thus, the same techniques and imagination used in product advertisements may increase the recruitment yield from help-wanted ads. Electronic Media Although not common, some organizations find that using electronic media such as TV and radio ads is an effective recruitment tool. 8 NO PART OF THIS LEARNING MATERIAL MAY BE REPRODUCED. FOR REFERENCE ONLY. Examples: CarMax ran a national television campaign to publicize its career opportunities. In addition to generating applicants, the commercials are an excellent public relations vehicle. In the public sector, the military has been very active in television recruitment: Point-of-Purchase Methods The point-of-purchase method of recruitment is based on the same "POP" (point-of- purchase) advertising principles used to market products to consumers. ly. Example: Consider shopping at a local grocery store. As you push your cart through one aisle, you come across a special display for potato chips, in the next aisle a display for cookies. When you get to on the checkout stand, items such as the National Enquirer, candy, and batteries are conveniently placed so you can examine them while you wait in line. The idea is to get you to buy more items once you are already in the store. ce In employee recruitment, job vacancy notices are posted in places where customers or current employees are likely to encounter them: store windows, bulletin boards. restaurant placemats, and the sides of trucks. en Example : Cabela's, a retail chain specializing in hunting and fishing goods, an organization that recruits current customers for job openings. er A perk that also helps recruit avid hunters and fishermen is product discounts and a policy that allows sales staff to take a product home for 60 days so that they can provide customers with ef accurate opinions about the product (Taylor, 2007). Additional Online Information: https://www.youtube.com/watch?v=IfTr8CsTnuo&t=278s rr OTHER TYPES OF JOB ADVERTISEMENTS If you're new to the job market, it can be helpful to know where to look for job advertisements. Fo Here's a list of eight types of job advertisements and where you can find them: COMPANY WEBSITE ADS Organizations can post job advertisements on their websites by adding a dedicated webpage or job search function. This allows candidates to explore the website and gain a comprehensive understanding of the company culture and role requirements before applying. To find these job ads, navigate to the company website menu and look for tabs like "Careers," "Join Our Team," or "Open Positions." SOCIAL MEDIA POSTS 9 NO PART OF THIS LEARNING MATERIAL MAY BE REPRODUCED. FOR REFERENCE ONLY. Social media is an effective platform for sharing job openings with a broad audience. Companies can post job announcements across all their social media channels, directing readers to detailed job descriptions. Hiring teams may also use paid social media ads to increase visibility and reach a larger audience. JOB BOARD LISTINGS Posting job openings on job boards is an excellent way to target individuals actively seeking employment. Job boards exist in both print and online formats. Print job boards can be particularly useful in educational institutions, while online job boards, like Indeed.com, allow organizations to easily edit listings and candidates to use filters for location, salary, or field. ly. NEWSLETTERS Job advertisements in newsletters can effectively inform individuals with an existing connection to the organization about new opportunities. on - For example, an employee newsletter might encourage staff to recommend friends for openings, while a customer email newsletter can alert long-time customers to job opportunities, leveraging their existing relationship with the company. BILLBOARDSce Billboard advertisements can enhance brand awareness and reach new audiences, which is valuable for companies seeking to hire a large number of employees or increase candidate en diversity. Visually appealing billboards placed in high-traffic areas can generate many new impressions, particularly when combined with market research to target areas with potential qualified candidates. er POSTERS Posters are an effective way to advertise open positions to specific groups of qualified ef candidates. For instance, a tech company might hang posters near tech stores or universities, while a restaurant might place posters in their window to inform regular customers. Some posters may rr include tear-off contact information for interested candidates. FLIERS Fo Similar to newsletters, fliers can inform individuals with existing company connections about new job opportunities. Companies can distribute fliers by mail, at store locations, or at job fairs. This approach helps candidates remember the job and application process when they return home. NEWSPAPER AND MAGAZINE ADVERTISEMENTS Newspapers often feature sections for job advertisements, making them a useful tool for targeting specific geographic areas or demographic groups. 10 NO PART OF THIS LEARNING MATERIAL MAY BE REPRODUCED. FOR REFERENCE ONLY.  - For example, a corporate company might advertise in a business magazine, while a local bookstore could place an ad in a neighborhood newspaper. https://www.indeed.com/career-advice/finding-a-job/types-of-job-advertisements WHAT TO INCLUDE IN A JOB POSTING A well-crafted job posting is crucial for attracting a high volume of qualified applicants. It should clearly outline the available position and specify the requirements for consideration. Key elements of an effective job posting include: ly. Job Summary: Provide a concise overview of the job, including the key responsibilities and expectations of the role, along with any other relevant information. Company Information: Include details about the company, its mission, and work culture on to help candidates understand the organizational environment. Experience Requirements: Specify the required years of work experience needed for the position. Educational Requirements: Outline the minimum education qualifications or any specialized education required for the role. ce Required Documents: List the documents applicants need to submit, such as a resume, cover letter, or portfolio. Physical and/or Mental Requirements: Mention any physical or mental requirements en necessary to perform the job. Application Method: Indicate the preferred method for applying to the position, including any specific instructions for submitting applications. er Including these elements will ensure that your job posting is comprehensive, clear, and appealing to potential candidates. ef RECRUITERS CAMPUS RECRUITERS rr Many organizations send recruiters to college campuses to answer questions and interview students for available positions. The behavior and attitude of recruiters can significantly Fo influence applicants' decisions to accept job offers. However, due to cost considerations, many employers have reduced on-campus recruiting. Consequently, more colleges are organizing virtual job fairs, allowing students and alumni to interact with recruiters online, learn about companies, and submit resumes. OUTSIDE RECRUITERS Over 75% of organizations use external recruiting sources such as private employment agencies, public employment agencies, and executive search firms. Private employment agencies and executive search firms operate for profit, while public employment agencies are run by state and local governments and are nonprofit. 11 NO PART OF THIS LEARNING MATERIAL MAY BE REPRODUCED. FOR REFERENCE ONLY. EMPLOYMENT AGENCIES AND SEARCH FIRMS A.EMPLOYMENT AGENCIES Employment agencies connect job seekers with employers and may charge fees ranging from 10-30% of the applicant's first-year salary. Agencies that charge the applicant are considered low-risk for companies, which only pay if a suitable candidate is found. These agencies are useful when HR departments are overwhelmed or lack recruitment skills, though they may offer less control over the hiring process and sometimes less suitable candidates. ly. Employment agencies can be privately owned or publicly managed, serving various needs on local, national, or international levels. They specialize in placing qualified individuals in long-term positions and handle recruitment for various job types, including temporary, on permanent, and temp-to-hire roles. Agencies aim to bridge the gap between unemployment and steady employment by matching job seekers with employers and facilitating the hiring process. Additional Online Resource: https://www.youtube.com/watch?v=LMcsylLcCrA ce WHAT IS A RECRUITMENT AGENCY? en Recruitment agencies manage the entire hiring process for businesses, from finding qualified candidates to conducting interviews and communicating job duties and expectations. They leverage their industry resources and staffing expertise to identify applicants with the highest er potential for success. By handling most of the time-consuming aspects of recruitment, these agencies allow businesses to concentrate their efforts and resources elsewhere. ef Recruitment agencies may vary in their screening processes and resources based on their industry focus or area of expertise. They can fill a range of job roles, including seasonal, part-time, and full-time positions, and often collaborate with companies to adjust expectations as rr the hiring process evolves. HOW DO RECRUITMENT AGENCIES WORK? Fo Recruitment agencies partner with companies to identify and attract qualified candidates for job vacancies. They use databases and online job postings to find suitable candidates and handle most of the hiring process, including creating job descriptions, sorting applications, and posting job listings. This streamlines the hiring process, benefiting companies, especially smaller ones, by managing tasks such as conducting interviews and negotiating salaries. The company is more involved in the final decision-making stages. Overall, recruitment agencies act as intermediaries between employers and job seekers, enhancing the efficiency of hiring and ensuring the right candidates are matched with the right roles. 12 NO PART OF THIS LEARNING MATERIAL MAY BE REPRODUCED. FOR REFERENCE ONLY. Recruitment Agencies are generally more focused on finding candidates for permanent roles and may specialize in certain industries or job functions. Employment Agencies have a broader scope, including temporary staffing and job placement services, and can cater to both employers and job seekers. EXECUTIVE SEARCH FIRMS An executive search firm, also known as a headhunter, is a professional service firm that specializes in recruiting and placing senior-level executives in corporate, non-profit, and governmental organizations. - They handle highly qualified candidates in executive-level positions across the public, ly. private, and non-profit sectors. Executive search consultants seek to understand a specific executive position, define the core competencies necessary for a successful hire, and target several candidates that fit a distinct profile. on - Such positions include President, Vice President, CEO, CFO, COO, department heads, and more. A word of caution regarding both employment agencies and executive search firms: ce Since they earn money based on the number of placements they make, they often pressure applicants to accept job offers. However, applicants are not obligated to take a job and should not feel intimidated about declining a position that seems unsuitable. en Executive Search Firms: Purpose: Specialize in recruiting for high-level executive and senior management positions. er Services: Conduct detailed searches to find top-level talent, including headhunting and background checks. Examples: Firms focusing on C-suite and senior executive roles. ef PUBLIC EMPLOYMENT AGENCIES rr State and local employment agencies, also known as public employment agencies, assist the unemployed in finding work and offer services like career advisement and résumé preparation. These government-run organizations match job seekers with employers, particularly for Fo blue-collar and clerical positions, at no cost to the employer. Many organizations rely on these agencies for recruiting and screening, with government programs often covering training costs. To facilitate job searches, public employment agencies have installed kiosks in locations like shopping malls, allowing applicants to search for job openings and apply electronically. Blue-collar jobs, which often involve manual labor and may require specific skills or vocational training, are commonly filled through these agencies. 13 NO PART OF THIS LEARNING MATERIAL MAY BE REPRODUCED. FOR REFERENCE ONLY. Here are some examples of blue-collar jobs: 1. Construction Workers: Includes roles such as carpenters, bricklayers, electricians, plumbers, and general laborers. 2. Manufacturing and Production Workers: Includes assemblers, machine operators, welders, and fabricators. 3. Maintenance and Repair Workers: Includes mechanics, HVAC technicians, and appliance repair workers. 4. Transportation and Delivery Workers: Includes truck drivers, delivery drivers, and forklift operators. 5. Agricultural Workers: Includes farm laborers, animal caretakers, and equipment ly. operators. 6. Warehouse Workers: Includes pickers, packers, and stock clerks. 7. Cleaning and Janitorial Staff: Includes custodians, janitors, and housekeepers. on 8. Food Service Workers: Includes cooks, kitchen staff, and dishwashers. 9. Mining and Extraction Workers: Includes miners, drill operators, and quarry workers. 10. Utilities and Infrastructure Workers: Includes utility line installers, waste management workers, and water treatment plant operators. ce These jobs are essential for the functioning of various sectors and often involve working with hands-on tasks, machinery, or in environments that require physical stamina and practical skills. en In the Philippines, several public employment agencies assist job seekers and employers. Here are some examples: 1. Philippine Overseas Employment Administration (POEA): Oversees and regulates er the recruitment of Filipino workers for overseas employment. It also provides services such as job matching and processing of overseas employment contracts. 2. Department of Labor and Employment (DOLE): Provides various employment ef services, including job matching, career counseling, and skills training programs. It operates through its regional offices and attached agencies. 3. Public Employment Service Office (PESO): Local government units run PESO to rr assist job seekers in finding employment, provide career guidance, and conduct job fairs. PESO offices are located in cities and municipalities across the country. 4. Technical Education and Skills Development Authority (TESDA): While primarily Fo focused on providing technical education and skills training, TESDA also helps connect skilled workers with job opportunities. 5. JobStreet and PhilJobNet: Though not traditional public employment agencies, these government-supported online job portals provide job matching services and job search resources to Filipino job seekers. These agencies aim to improve employment opportunities and support both job seekers and employers in the Philippines. 14 NO PART OF THIS LEARNING MATERIAL MAY BE REPRODUCED. FOR REFERENCE ONLY. EMPLOYEE REFERRALS Surveys investigating this referral method indicate that about 78% of private organizations use employee referrals in some way and that employee referrals were the top source of newly hired employees (SilkRoad, 2017, 2018). This success may in part, be due to the increased ease of making referrals through social media networks such as LinkedIn, Twitter, Facebook. Current employees often recommend family members and friends for specific job openings. Some organizations find this method so effective that they offer financial incentives to ly. employees whose referrals lead to successful hires. Example : on Integrated Systems Consulting Group gave $3,000 and a chance to win a vacation in Hawaii to employees referring successful applicants. WOULD YOU RECOMMEND SOMEONE FOR A JOB? ce Research shows that employee referrals are a highly effective recruitment source, leading to hires who tend to have longer tenures with the organization. However, the effectiveness of referrals depends on the referrer’s success. en Referrals from successful employees are more likely to result in long-term, effective hires, while those from less successful employees are less reliable. This can be explained by social psychology, as friends often share similar traits and values. Despite their benefits, referrals from er successful employees can impact workplace diversity since friends tend to share similar demographics. ef For example, Wegmans Food Markets saw a significant number of employees related to one another due to their strong referral program. rr DIRECT MAIL Direct mail recruitment remains effective despite its traditional nature. Organizations use it to Fo reach potential job candidates who are not actively job hunting by sending help-wanted letters or brochures to a mailing list. This method is valuable for targeting passive job seekers, a group that electronic methods like job boards might not reach as effectively. Example: 2021, the U.S. Postal Service used a direct mail campaign to recruit letter carriers. INTERNET 15 NO PART OF THIS LEARNING MATERIAL MAY BE REPRODUCED. FOR REFERENCE ONLY. The Internet continues to be a major source of recruitment. According to Morelli and Illingworth (2019), internet recruiting efforts usually take one of four forms: employer- based websites, job boards, social networking sites, and job marketplaces. In the Philippines, there are several platforms for job searching and recruitment, including employer-based websites, job boards, social networking sites, and job marketplaces. HERE ARE SOME EXAMPLES: EMPLOYER-BASED WEBSITES: ly. Research indicates that effective employer-based websites are detailed, credible, easy to navigate, aesthetically pleasing, interactive, and include employee testimonial videos, which can enhance diversity efforts. The design and content of a web recruitment page significantly impact on applicant reactions. Web-based job postings are most effective when they are both visually appealing and provide customized information about the job and company. To further enhance recruitment, organizations are incorporating blogs and YouTube videos. Blogs allow recruiters to discuss career opportunities and corporate culture informally, while YouTube videos offer Examples: ce insights into the organization and its culture. ○ Jollibee Careers: Jollibee Foods Corporation’s official career site where job en seekers can apply directly for positions within the company. ○ SM Careers: The career portal for SM Investments Corporation, offering job opportunities across various SM businesses. er JOB BOARDS: A job board is a private company that operates a website listing job openings from numerous organizations and résumés from millions of job seekers. ef Job boards offer significant advantages over traditional newspaper help-wanted ads, including lower costs, as advertising online can be up to ten times cheaper. They also reach a broader rr audience across a larger geographic area and are accessible 24/7, unlike newspapers, which have a limited recruitment window. This makes job boards a more efficient and cost-effective option for employers. Fo Examples: ○ JobStreet Philippines: A popular job board where employers post job openings and job seekers can apply for positions across different industries. ○ Indeed Philippines: A widely used job search engine that aggregates job listings from various sources and allows users to search for jobs based on location, industry, and role. 16 NO PART OF THIS LEARNING MATERIAL MAY BE REPRODUCED. FOR REFERENCE ONLY. SOCIAL NETWORKING SITES: According to Vaughn, Petersen, and Gibson (2019), social media benefits both job seekers and hiring organizations. Job seekers can highlight their background, experience, and skills while accessing a wider range of job opportunities. For hiring organizations, social media allows targeted recruitment, access to a large pool of candidates, reduced recruiting costs, and valuable screening information. Examples: LinkedIn: A global professional networking site used by Filipinos to connect with professionals, follow companies, and apply for jobs. (Professional Connections) ly. Facebook: Many companies and recruitment agencies use Facebook to post job vacancies and reach potential candidates through their pages and groups. ( family and friends ) on Twitter reaches people related by similar interests such as a favorite celebrity, hobby, or occupation. JOB MARKETPLACES: ce Glassdoor: are websites where current or former employees can post reviews about their experiences working for specific employers. Potential applicants can search for job openings, read employee reviews, gather information about salaries for various positions, and apply for en jobs directly. These marketplaces are a powerful recruitment tool, with research suggesting they could contribute to the development of a global labor market (Beerepoot & Lambregts, 2015). Kalibrr: A job marketplace that offers job matching services and recruitment tools for both job er seekers and employers. PhilJobNet: An online job matching system developed by the Department of Labor and ef Employment (DOLE) that connects job seekers with employers. These platforms cater to various job-seeking needs and help connect employers with potential rr employees in the Philippines. JOB FAIRS Fo - Provide valuable opportunities for job seekers to connect with potential employers and explore career options across different sectors. - are events where employers and job seekers come together to meet and discuss employment opportunities. - provide a platform for job seekers to explore various job openings, network with potential employers, and often submit résumés or applications on the spot. Good to know: Employers use job fairs to find qualified candidates for current or upcoming job openings. 17 NO PART OF THIS LEARNING MATERIAL MAY BE REPRODUCED. FOR REFERENCE ONLY. Key features of job fairs include: Multiple Employers: Typically, several companies participate, offering a range of job opportunities in different industries. Networking Opportunities: Job seekers can meet and interact with recruiters, HR professionals, and hiring managers. On-the-Spot Applications: Attendees can submit applications or résumés directly to employers, and sometimes even conduct preliminary interviews. Career Resources: Many job fairs offer additional resources, such as workshops on resume writing, interview techniques, and career planning. Examples of Job Fairs: ly. 1. National Career Fairs: Large-scale events that often take place in major cities and attract a wide range of employers and job seekers. 2. University Career Fairs: Organized by universities to help students and alumni connect on with potential employers. 3. Industry-Specific Job Fairs: Focused on specific industries, such as technology, healthcare, or finance, offering specialized opportunities. 4. Virtual Job Fairs: Online events where employers and job seekers connect through ce digital platforms, allowing for broader participation. *Job fairs are valuable for both job seekers and employers, facilitating direct interactions and helping en to streamline the recruitment process. In the Philippines, job fairs are organized by various entities to connect job seekers with er employers. Here are some examples: 1. Trabaho, Negosyo, at Kabuhayan (TNK) Job Fair: An initiative by the Department of ef Labor and Employment (DOLE) that provides job seekers with opportunities to meet potential employers and explore various career options. 2. PhilJobNet Job Fair: Hosted by the Philippine government’s PhilJobNet, these job fairs rr offer job seekers a chance to connect with employers across different industries. 3. JobStreet Job Fair: Organized by JobStreet Philippines, these fairs are held in various locations and provide a platform for job seekers to meet with multiple employers and Fo explore job opportunities. 4. Career Expo by the University of the Philippines (UP): A career fair hosted by UP that attracts numerous companies looking to hire graduates and young professionals. 5. SM City Job Fair: Regularly held in SM Malls across the country, these job fairs are organized in partnership with various companies and recruitment agencies to offer job opportunities to mall-goers. 6. GLOBE JOB FAIR: Hosted by Globe Telecom, this job fair focuses on recruiting talent for the company and often includes various other industry players. 18 NO PART OF THIS LEARNING MATERIAL MAY BE REPRODUCED. FOR REFERENCE ONLY.  7. WorkAbroad.ph Job Fair: Organized by WorkAbroad.ph, this fair focuses on opportunities for overseas employment, connecting job seekers with international employers. TIPS ON JOB FAIR : Before the Job Fair: Update your résumé and print multiple copies tailored to different job categories. Bring these in a professional folder, and consider printing business cards. Research the attending organizations to understand their roles and the types of jobs they offer. Prioritize which employers to focus on and prepare a 30-second self-introduction. Dress professionally yet comfortably. ly. During the Job Fair: Approach employers with a smile, make eye contact, and offer a handshake. Introduce yourself using your 30-second pitch and discuss the types of jobs you're seeking. Ask informed questions based on your prior research and provide your on résumé. Thank the employer, ask for a business card, and take notes after each meeting. After the Job Fair: Email the employers you met, expressing interest in their organization and referencing your conversation. Apply for the jobs that interest you. ce Remember : Think carefully before you decide… before you act… TO WRITE OR NOT TO WRITE, THAT IS THE QUESTION. en Writing Cover Letters Cover letters tell an employer that you are attaching or enclosing your résumé and would like to apply for a job. There is considerable debate regarding the importance of cover er letters. Some experts believe a cover letter is no longer necessary and other experts think a cover letter gives an applicant an edge. Regardless, a well-written cover letter will not be a negative and might actually be a positive. ef Cover letters should never be longer than one page. Salutation rr When addressing a cover letter, try to find the name of the specific person to whom it should be directed. If you cannot obtain the name, use "Dear Human Resource Director" as a salutation Fo instead of generic phrases like "Dear Sir or Madam" or "To Whom It May Concern." Avoid using only a first name. Paragraphs In a cover letter, the opening paragraph should briefly mention that your résumé is enclosed, the job you're applying for, and how you learned about the position. Second paragraph should highlight your qualifications for the job with about three reasons, without repeating your résumé details. 19 NO PART OF THIS LEARNING MATERIAL MAY BE REPRODUCED. FOR REFERENCE ONLY. Third paragraph should explain your interest in the specific company. The final paragraph should close the letter and provide the best times and methods to contact you, even though your phone number is listed on your résumé. Do not forget : your Signature See given illustration below : ly. on ce In closing a cover letter, use formal phrases like "cordially" or "sincerely" rather than informal or overly familiar terms. en GeGe Beall offers these tips for writing effective cover letters: er Avoid sounding desperate or begging for the job. Check for and correct any grammar and spelling errors, as they reflect your work quality. Use clear, simple language rather than complex or incorrect vocabulary. ef Focus on your qualifications, not personal circumstances. Tailor each cover letter to the specific company and job. Do not use your current employer's letterhead and ensure the company’s name is rr correct throughout. Writing a Résumé Fo Résumés are summaries of an applicant's professional and educational background. Although résumés are commonly requested by employers, little is known about their value in predicting employee performance. Some studies have found that when an interviewer reads a résumé before interviewing an applicant, the validity of the employment interview may actually be reduced (Dipboye, Stramler, & Fontenelle, 1984; Phillips & Dipboye, 1989). Beyond these studies, however, it is unclear how much predictive value, if any, résumés have. Characteristics of Effective Résumés 20 NO PART OF THIS LEARNING MATERIAL MAY BE REPRODUCED. FOR REFERENCE ONLY. Writing an effective résumé can be challenging due to differing opinions, but three essential rules should be followed: 1. Attractiveness and Readability: The résumé should be visually appealing and easy to read, with at least 1-inch margins and sufficient white space. A well-presented résumé is more likely to be read by employers. 2. Error-Free: The résumé must be free of typing, spelling, grammatical, and factual errors. Mistakes can significantly impact the impression you make, potentially costing you an interview. 3. Highlight Qualifications: The résumé should present the applicant as highly qualified ly. for the job, including relevant experiences and skills, but without falsifying information. Following these rules ensures that a résumé is effective, regardless of specific formatting preferences. on Successfully navigating the interview process involves several key steps: 1. Interview Training: Receiving training and practicing interviewing skills can boost structured interview scores and reduce interview anxiety, which negatively impacts ce performance. 2. Scheduling the Interview: The timing of the interview doesn’t affect scores, but arriving late can significantly harm your chances. Arriving on time or slightly early is essential. en 3. Preparation: Researching the organization beforehand is crucial for impressing interviewers and increasing the chances of being invited for a second interview. 4. During the Interview: Effective nonverbal behaviors include a firm handshake, eye contact, smiling, and nodding. Verbally, ask questions, avoid salary discussions, and er answer confidently. First impressions are critical. ○ For video interviews, speak clearly, minimize hand movements, look at the camera, dress conservatively, and ensure good lighting and a strong Internet ef connection. 5. After the Interview: Send a thank-you email expressing appreciation, anticipation of their response, and including any additional information or clarifications. rr 6. Résumé Writing: ○ Summary Section: Start with a brief summary of your strengths to make a strong initial impression. Fo ○ Highlighting: Focus on either education or experience, whichever is more relevant. ○ Relevance, Unusualness, Positivity: Include relevant, unique, and positive information. ○ Quality Over Quantity: Emphasize a few strong accomplishments rather than numerous minor achievements. Avoid irrelevant or negative details to create the most effective résumé. 21 NO PART OF THIS LEARNING MATERIAL MAY BE REPRODUCED. FOR REFERENCE ONLY. Remember: The only person you are destined to become is the person you decide to be." — Ralph Waldo Emerson References : ★ Bisen, V., & Priya. (2015). Industrial psychology. New Delhi : New Age International ★ Riggio , R.E ( 2018). Introduction /Organizational Psychology (7th ed.) New York and London : Routledge, Taylor & Francis Group , ★ Aamodt, M ( 2023 ). Industrial/Organizational Psychology : An Applied Approach (9th ed.) USA : Cengage ly. ★ Muchinsky, P ( 2006). Psychology Ap[plied to Work ( 8th ed. ) USA : Thomson Wadsworth ★ Spector , P.E (2012). Industrial –Organizational Psychology : Research & Practice (6th ed.) USA: John Wiley & Sons, Inc. on ce en er ef rr Fo 22 NO PART OF THIS LEARNING MATERIAL MAY BE REPRODUCED. FOR REFERENCE ONLY.