ORGANIZATION AND

MANAGEMENT
MODULE 10

Recruitment, Selection
and Training

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INTRODUCTION

In the event of a job opening, administrators must be careful when recruiting and choosing who
to bring into the organization. They must see to it that their new recruit possesses the knowledge and
skills needed to be successful in helping their company achieve their set goals and objectives and that
he/she is suited for the job position and the job design.

At the end of this module the learners can:

1. Identify the different recruitment methods.

2. Explain the steps in the recruitment and selection process.
3. Recognize different training programs.

PRE-TEST. FACT OR FALLACY. Determine whether the following statements state afact or
fallacy. Write FACT if it states a factual argument, otherwise, FALLACY.

1. Selection process involves interview to determine qualified applicants.

2. Selection process is proven to be “one size fits all”.

3. Filling up of application form can hasten selection process.

4. Informing the applicant’s status of application can be done orally.

5. An applicant maybe asked anything in a structured interview.

6. A panel interview is composed of an applicant and one interviewer.

7. Structured interview follows a set of prepared questions.

8. Personality test should not be included in an employment test.

9. There is no perfect way to select firm’s human resources.

10. Intelligence test is used to measure applicant’s technical skills.

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LESSON 10. RECRUITMENT, SELECTION AND TRAINING.RECRUITMENT

Recruitment may either be external or internal. In external recruitment, outside sources are
considered in the process of locating potential them to apply for actual or anticipated job vacancies.
Unsolicited applications and referrals from employment agencies and schools are examples of sources
outside the company from which management could select an applicant who best fits the job opening.

In internal recruitment, filling job vacancies can be done through promotions or transfer of employees
who are already part of the organization. In other words, recruitment is within the organization.

Methods of External and Internal Recruitment

External recruitment methods include:

1. Advertisements - through websites, newspapers, trade journals, radio, television, billboards,

posters, and e-mails among others.
2. Unsolicited applications - received by employers from individuals who may or may not be
qualified for the job openings.
3. Internet recruiting - independent job boards on the Web commonly used by job seekers and
recruiters to gather and disseminate job opening information.
4. Employee referrals-are recommendations from the organization's pr esent employees who
usually refer friends and relatives who they think

5. Executive search firm-also known as "head hunters" help employers find the right person for a
job. Such firm seek cut candidates with qualifications that match the requirements of the job
openings that their client company hopes to fill.

6. Educational institutions - good sources of young applicants or new graduates who have formal
training but with very little work experience For technical and managerial positions, schools
may refer some of their alumni who may have the necessary qualifications needed for the said
job positions

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 7. Professional associations - may offer placement services to their members who seek
employment Employers may make use of the listings that they publish in their journalsregarding
members who are available for possible recruitment or hiring.

8. Labor unions - possible sources of applicants for blue-collar and professional jobs.

9. Public and private employment agencies - may also be good sources of applicants for different
types of job vacancies for they usually offer free services while private ones charge fees from
both the job applicant and the employers soliciting referrals from them.

External Recruitment Advantages

1. Advertising and recruiting through the Internet reach a large number of possible applicants, thus,
increasing the possibility of being able to recruit applicants suited for the job.

2. Applicants who submit applications and resumes through their own initiative are believed to be better
potential employees because they are serious about getting the job.

3. Employee referrals from outside sources are believed to be high quality applicants because
employees are generally hesitant to recommend persons who are not qualified for job openings.

4. Executive search firms usually refer highly qualified applicants from outside sources becausethey make
an effort to check applicants' qualifications before recommending them to client firms who pay for their
services.

5. Educational institutions know the capabilities and qualifications of their graduates, hence, increasing
the chances of their ability to refer qualified applicants to potential employers.

External Recruitment Disadvantages

1. The cost and time required by external recruitment are the typical disadvantages of using this
recruitment method. Advertising job openings and the orientation and training of newly hired employees
from outside sources, as well as sorting out large volumes of solicited or unsolicited job applications
present challenges in budgeting time and money.

2. Another disadvantage of external recruitment is the possibility of practicing bias or entertaining self-
serving motives in the referral of friends and relatives by current employees and in the recommendation
of private employment agencies of job applicants.

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Internal Recruitment Advantages

1. Less expenses are required for internal recruitment advertising; newsletters, bulletin boards,and other
forms of internal communication may disseminate information to current employees interested to apply
for job openings within the company.

2. Training and orientation of newly promoted or transferred current employees are less expensive and
do not take too much time since they are already familiar with company policies.

3. The process of recruitment and selection is faster because the candidate for transfer or promotion is
already part of the organization.

Internal Recruitment Disadvantages

1. The number of applicants to choose from is limited.

2. Favoritism may influence a manager to recommend a current employeefor

promotion to a higher position.

SELECTION

In many companies, selection is continuous because of fast turnover, resulting in vacancies

that have to be filled. Another reason for this is the review of applicants on the waiting list. The selection
process typically includes the following steps:

1. Establishing the selection criteria - Selecting human resources in an organization requires

understanding of the nature and purpose of the job position which has to be filled. Job design must be
based on the objective analysis of position requirements and must meet both organizational and
individual need Skills must also be considered depending on the job position and its position in the
organizational hierarchy.

2. Requesting applicants to complete the application form – Application forms must be completed
because these provide the needed information about the applicant. Management will find it easier to
decide whether an applicant meets the minimum requirements for experience, education, etc., if the
application forms are accurately filled out by the applicant

3. Screening by listing applicants who seem to meet the set criteria .This involves the preparation of a
shortlist of applicants who meet the minimum requirements of the job position to be filled. It is done to
avoid wasting of time by conducting interviews with applicants who do not meet the set criteria for the
job opening.

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 Step 1 - Determining a need

Job analysis

Step 2 - Application search and selection

a. Recruitment

b. Screening and selection

c. Interviews

Step 3 - Decision-making process

a. Making a decision

b. Notification and employment offer

Step 4 - Adaptation to the workplace

Orientation

4. Screening interview to identify more promising applicants – Here a shortlist of applicants is prepared.
Included in the list are the applicants who will be asked to undergo formal interview by the
supervisor/manager; applicants who are deemed to be the most fitted for the job opening belong to this
shorter list.

5. Interview by the supervisor/manager or panel interviewers – Through formal interview of the most
promising applicants, other characteristics of the applicants may be revealed or observed by the
supervisor/manager or panel interviewers. Such characteristics include the applicants self-confidence,
positive or negative self-esteem, honesty, ability to relate well with others, and positive or negative life
experiences which may affect his or her job performance, among others. Interviewers must be trained
so that they will know what to look for.

6. Verifying information provided by the applicant - To make sure that the applicant has not given false
information about himself or herself, verification is necessary. Background checking must also be done
to avoid the hiring of applicants with criminal record and to ascertain that he or she has good moral
character.

7. Requesting the applicant to undergo psychological and physical examination - Having a healthy
mind and a healthy body is important for good job performance. Hence, applicants must be requested
to undergo psychological and physical examinations prior to hiring.

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8. Informing the applicant that he or she has been chosen for the position applied for - Informing the
applicant may be done verbally or in writing by the managers who give the final decision regarding the
applicant's hiring. Final instructions regarding the company's rules and regulations for hiring an
applicant must be given in this step.

Types of Job Interviews

1. Structured interview - the interviewer asks the applicant to answer a set of prepared
questions-situational, job knowledge, job simulation, and worker requirement questions

2. Unstructured interview - the interviewer has no interview guide and may ask questionsfreely

3. One-on-one interview - one interviewer is assigned to interview the applicant.

4. Panel interview - several interviewers or a panel interviewer may conduct the interviewof
applicants; three to five interviewers take turns in asking questions.

Types of Employment Test

1. Intelligence test - designed to measure the applicant's mental capacity; tests his or her
cognitive capacity, speed of thinking, and ability to see relationships in problematic situations.

2. Proficiency and aptitude tests - tests his or her present skills and potential for learning other
skills

3. Personality tests - designed to reveal the applicant's personal characteristics and abilityto relate
with others

4. Vocational tests - tests that show the occupation best suited to an applicant.

TRAINING

Conducting the Training Needs Assessment

Training needs assessment must be done systematically in order to ascertain if there really is a
need for training. Managers must first try to observe the business condition and the economic, strategic,
and technological changes that are happening in the organization's environment before proceeding to
the analyses of the organization, tasks, and

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persons/individuals, as all these are determinants of training types required for the maintenance of the
firm's stability.

Task analysis involves, for example, a checking of job requirements to find out if all these are
being done to meet company goals. If not, this may be a go-signal to train or retrain personnel.

Person analysis determines who among the employees need training or retraining. This is to
avoid spending for the training of employees who no longer need it. For example, a department
manager pirated from a rival company to occupy a vacancy in one of the organization's department in
the same capacity (department manager) may not need managerialskills training anymore.

Designing the Training Program

This phase involves stating the instructional objectives that describe the knowledge, skills, and
attitudes that have to be acquired or enhanced objectives that must be aligned with the firm's
objectives. Another thing trainees' background knowledge and experience, so that the training to be
considered is trainee readiness and motivation. This refers to the be given to them will not go to waste.
Different learning principles, like using modeling, feedback and reinforcement, massed vs. distributed
learning, and others influence the training design's effectiveness.

Implementing the Training Program

Various types of training program implementation include: on-the-job training, apprenticeship

training, classroom instruction, audio-visual method, simulation method, and e-learning.

Evaluating the Training

The positive effects of the training program may be seen by assessing the participants'
reactions, their acquired learnings, and their behavior after completing the said training. The effects of
training may also be reflected by measuring the return on investment (ROI) or through the benefits
reaped by the organization, which were about by their training investment.

Employee Development

Developing employees is a part of an organization's career management program and its goal
is to match the individual's development needs with or herself well, identify his or her own knowledge,
skills, abilities, values, the needs of the organization. The individual employee must know himself and
interests, so that he or she could also identify the career pathway that he or she would like to take.

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POST-TEST

HOW TRUE? Below are statements with true or false arguments. From the choices given, pick
the best answer that determines the following conditions. Write CAPITAL LETTERS of your
answer on the separate sheet.

A - Statement I is TRUE C - Statement I is FALSE

- Statement II is TRUE - Statement II is TRUE

B - Statement I is TRUE D - Statement I is FALSE

- Statement II is FALSE - Statement II is FALSE

1. I. Recruitment is a set of activities designed to attract qualified applicants.

II. Selection is the process of choosing qualified applicant for a job vacancy.

2. I. Orientation precedes recruitment process.

II. Job analysis is the final step in staffing.

3. I. Applicant may be requested to undergo physical or psychological test to

determine

job fitness.

II. Panel interview creates bias judgement for job seekers.

4. I. Off-the-job training is usually done inside the work premises.
II. Transfer is an internal recruitment method.
5. I. Interviewee answers open-ended questions in a non-structured interview.
II. Staffing is a continuous function of management.

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 WORKSHEET

I. PICK ME UP. Pick your best choice to answer the following items. Write the
CAPITAL LETTER of your choice on the space provided.

1. What term refers to a set of activities designed to attract qualified applicants for job vacancies
in an organization?
A. Development B. Recruitment C. Selection D. Training
2. Attracting applicants from outside the organization for a job vacancy is called
recruitment.
A. External B. Internal C. Structured D. Unstructured
3. What staffing process involves choosing qualified applicants to fill job vacancies?
A. Development B. Recruitment C. Selection D. Training
4. Which of the following employment tests is designed to measure the applicant’scognitive
ability and decision-making skills?
A. Intelligence Test B. Personality Test C. Psychological Test D. Trade
Test
5. What selection process involves question and answer to obtain applicant’sinformation?
A. Interview B. Job Analysis C. Notification D. Orientation
6. What do you call an organized activity or learning conducted to improve employee
performance?
A. Feedback B. Motivation C. Skill D. Training
7. Which of the following is a series of short hours training?
A. Distributed Learning B. Massed Learning C. OJT D. OTJ
8. The following are learning principles to be considered in designing training programsEXCEPT
A. Individual Differences B. Modeling C. Position D. Reinforcement
9. Who among the following employees basically needs apprenticeship trainingprogram?
A. Expert B. Newly hired C. Newly promoted D. Poor performance
10. Which of the following is best to employ when a supervisor is given a developmentprogram
and training which should be done away from his workplace?
A. Coaching B. Job Rotation C. Mentoring D. Scholarship Program

References:
A. Books
Cabrera, Altarejos and Riaz 2016. Organization and Management.Quezon City
Philppines: Vibal Group Inc. (pp.54 -75)
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