1. GRADUATE
SCHOOL

2. SEMINAR/WORKSHOP
on
Human Resource Management
(Recruitment, Selection &Placement)
April 23, 2010
3. Resource Speakers:
Jean Rose Padayhag-Palacio
FloranteVictorianoArong
4. HUMAN RESOURCE MANAGEMENT
RECRUITMENT, SELECTION AND PLACEMENT
5. INTRODUCTION
As business organizations evolve, the need to recruit, select and hire employees will arise
Employee selection is part of the overall staffing process of the organization
Effective employee selection is a critical component of successful business organizations
Policies must be developed to ensure the proper selection, hiring and placement and must be designed to meet the needs of the business organization and the people who are affected by them
6. RECRUITMENT
refers to the process of attracting, screening and selecting qualified people for a job at an organization or firm
7. TYPES OF RECRUITMENT
EXTERNAL
INTERNAL
organizations look to fill the vacancy from any suitable applicant outside the organization.
Recruiting people internally within the organization
Internal sources are present permanent employees, present temporary/casual employees, retired employees, dependents of deceased disabled, retired and present employees
8. METHODS OF RECRUITMENT
EXTERNAL
INTERNAL
Advertisement
Job Centers
Headhunting
Data base search on job sites
Traditional employment agencies
Others
Intranets
Staff notice boards
In-house magazines/ newsletters
Internal notices
Meetings
Personal Recommendation often referred to as word of mouth
9. ADVANTAGES
EXTERNAL
INTERNAL
Outside people bring in new ideas
Larger pool of workers from which to find the best candidate
Outside people can bring in a wider range of experience
Cheaper and quicker to recruit
People are already familiar with business and how it operates
Provides opportunities for promotion within the business can be motivating
The business knows the strengths and weaknesses of candidates
10. DISADVANTAGES
EXTERNAL
INTERNAL
Longer process
Selective process may not be effective enough to reveal the best candidate
More expensive process due to:
Advertisements
Interviews
Limits the number of potential applicants
No new ideas can be introduced from outside the business
External candidates might be better suited/ qualified for the job
May cause resentment amongst candidates not appointed
Creates another vacancy which needs to be filled
Longer process
11. THE RECRUITMENT PROCESS
12. Steps in Job Analysis
Understand the job
Duties and responsibilities,
Scope and level
Amount of responsibility, etc
Identifyperformance behaviors
What are the performance expectations for superior performance?
How do you know someone is doing an excellent, mediocre or poor job?
Identify the essential competencies
Differentiate between high performers and low performers
Sort the competencies according to how important each one is
Identify the target performance level
The key is to select the target level that high performers demonstrate most of the time and set a minimum acceptable level required at job start
Experience, education and training needed
Special considerations
Criminal records review
Drivers, firearms or other licenses
Physical requirements, etc.
Review and finalize
Stand back and take a second lookto ensure validity
Use results
Results are used tocreate
Statement of qualificationsto be attached to job description
Advertising content and/or applicant information package
Criteria for short-listing applicants
Basis for determining the most effective assessment methods
JOB ANALYSIS

It is a an in-depth study of a job

13. It explains the key responsibilities of the actual position, reportingrelationships and work environment