Loading presentation...

Present Remotely

Send the link below via email or IM


Present to your audience

Start remote presentation

  • Invited audience members will follow you as you navigate and present
  • People invited to a presentation do not need a Prezi account
  • This link expires 10 minutes after you close the presentation
  • A maximum of 30 users can follow your presentation
  • Learn more about this feature in our knowledge base article

Do you really want to delete this prezi?

Neither you, nor the coeditors you shared it with will be able to recover it again.


HR Planning, Recruitment, Selection & Placement

No description

Brandon Prideaux

on 29 July 2014

Comments (0)

Please log in to add your comment.

Report abuse

Transcript of HR Planning, Recruitment, Selection & Placement

Human Resource Planning
Dynamic management process of ensuring that at all time a company or its units has in its employ the right number of people with the right skills, assigned to the right jobs where they can contribute most effectively to the productivity and profitability of the company.
Workers, Jobs, and Job Analysis
Chapter 4
Five Steps in Human
Resource Planning

1. Determining the workload.

Systematic forecasting of manpower needs
Performance & Career Management
Management Development
Importance of a Well Organized Selection Program
Can be an effective means of planning the development and growth of employees
helps the company determine its manpower needs and provides a method for meeting them
A company can be better assisted in attaining its goals & objectives
Can assist in placing the employees properly in jobs
Can assist the company in attracting & retaining better-qualified employees
A. Business development & assumptions
B. Corporate planning
C. Economic forecasts
D. Changes in plans and products
E. New product lines
F. Mergers & consolidations
2. Study of jobs in the company
3. Forecasting human resource needs
4. Inventory of manpower
5. Improvement plan
Main Objective:
Acquire people who possess the ability and competence to accomplish successfully the duties and responsibilities of the job to be filled and the potential to grow with the company
The success of any enterprise, large or small, chiefly depends on the ability and efficiency of the persons in its rolls
Jobs differ and require a wide variety of skills, knowledge and ability
Practices currently used in some companies are so haphazard that they may be the root cause of many problems involving personnel
Finding the right man for a job and finding the right job for a man who is available are essential to sound employee selection and placement
A company, which must meet competition and maintain its leadership in the field, need people who can contribute to the company's business - people with progressive ideas for new products, services or methods.
Employees with the right qualifications for a job are more economical for the company in the long run because they learn faster and are less costly to train.
Elements of a Good Recruitment and Selection Program
implies the choice of the one best-qualified individual from among a number of available qualified candidates/
Selection Ratio
Company's policy of promoting employee's from within
Individuals have different interests, goals and objectives in life
People have varying degrees of intelligence, aptitudes and abilities
Labor laws protect employees, making it difficult to fire incompetent and problem employees
Company objectives are better achieved by workers who have been properly selected.
An incompetent worker is a liability to the company
Reasons for Proper Selection of Employees
Careless hiring is costly and can cause problems to the company, especially to the supervisors and managers who have to deal with the workers
Longer job training and need for closer supervision
Wasted materials or damaged tools and machines because of negligence, carelessness or incompetence
Longer time for completion of an assignment and poorer quality of finished product
Wages and fringe benefits paid by the company as a result of accidents in line of duty due to the employee's carelessness, inattention to his work, or failure to follow safety rules
Customer dissatisfaction due to low quality of work, unsatisfactory or unpleasant associations with the incompetent worker, resulting in loss of patronage
Low employee morale and inefficiency
Problems of employee turnover, discipline, grievances and even court litigation and above all, the tension and strained relations with the supervisor and management who must deal with him
An incompetent worker is a liability to the company
An incompetent worker is a liability to the company
Procedures in Recruitment, Selection & Hiring
1. Study the different jobs in the company: Write Job descriptions and specifications
1. The exact nature of the job to be filled
3. Steps taken to perform those duties and responsibilities
2. Primary duties and responsibilities
4. Tools and equipment used
6. Amount of authority delegated to job incumbent
5. Working conditions under which the specific job is performed
7. Supervision involved in the job
9. Environment of the job
8. Requirement of the job such as education, skill and physical demands
1. Study the different jobs in the company: write job descriptions and specifications.
2. Requisition for a new employee
2. Requisition for a new employee
To inform the employment office about the existence of a vacancy to be filled, the supervisor or the department head concerned should accomplish a formal requisition form
3. Recruit qualified applicants
3. Recruit qualified applicants
process by which prospective applicants are attracted to apply to the company in order that their qualifications for present and anticipated vacancies can be evaluated through sound screening and selection procedures
* The chance of finding the individual most qualified for the job can better be achieved if there are several applicants to choose from.
Sources of applicants for employment:
1. Recruitment program
2. Company file of unsolicited applications
3. Direct contact with applicants
4. Newspaper and advertisements
5. Placement offices in colleges and universities
6. Recommendations from present and former employees
7. Government employment offices
8. Professional and trade associations
4. Sight-screen applicants
4. Sight-screen applicants
Preliminary Screening / Sight Screening
the undesirable applicants are quickly eliminated on the basis of raid appraisal of their apparent characteristics such as age, height, years of experience, physical condition, educational attainment, etc.
5. Have application form filled out
5. Have application form filled out
process by which the applicants are interviewed and classified under two categories - those to be given examination and further interviews and those who should not be considered at all
Application Form
an important tool in the selection and hiring procedure as it gives vital information about the applicant, which is relevant to the job for which he has applied
Application Form includes:
Personal Circumstances
Educational Attainment
Work experience
Family Background
Screening the application:
As a guide when interviewing the applicant
As a basis for eliminating applicants with unfavorable personal data
For matching the qualifications of the applicants with the job requirements
For checking on the applicant's school records, references and former employers
As part of the employee's permanent record and for communicating with the employee or his family
6. Select those who will undergo testing
6. Select those who will undergo testing
Tests are given to supplement the interviews and to determine the applicant's abilities, which cannot be gauged through interviews.
Tests help support an objective comparison among the applicants
Tests are needed to discover mental ability, aptitude, proficiencies, potential abilities, skills and knowledge of an applicant
Tests can predict failure better than success because the job depends not only on the applicant's specific aptitudes, skills and abilities but also on such other actors as motivations and incentives, personal problems, working conditions and the like, which may not be measured through tests and interviews.
Employment Tests Often Used in Choosing Applicants
1. Mental Alertness Tests
Mental Alertness Test
Also known as intelligence tests, verbal reasoning tests and personnel tests
Measures a person's ability to quickly learn jobs, which involve memory, reasoning, abstracting, analyzing, solving problems, as well as reading comprehension
Indicates ability to visualize relationships of objects or space, to think ahead and to judge accurately
2. Clerical Aptitude Tests
Clerical Aptitude Test
Measures the individual's speed and accuracy in dealing with similarities and clerical relationships
Indicates the individual's ability to perform typical clerical tasks such as checking the accuracy of a copy, alphabetical filing, spelling, simple computations and detecting arithmetical errors
3. Shop Arithmetic Tests
Shop Arithmetic Tests
These tests measure how well an individual can work out mathematical problems that come up frequently in the shop
4. Mechanical Aptitude Tests
Mechanical Aptitude Tests
Measures mechanical abilities or skills, either natural or acquired
Indicates the applicant's potential for certain trades especially in factory or maintenance work
5. Space Relations Tests
Space Relations Tests
Measures the ability to visualize a constructed object from a picture or a pattern, if rotated in various ways
6. Proficiency, Trade or Achievement Tests
Proficiency, Trade or Achievement Tests
Measures the individual's proficiency on the job or trade in which he has had prior experience
7. Vocational Interest Tests
Vocational Interest Tests
Designed to discover the patterns of employee interest and thus suggest what types of work may be satisfying to the individual
8. Dexterity and Manipulation Tests
Dexterity and Manipulation Tests
Given to applicants for jobs requiring manual skills, especially the use of fingers
9. Personality Tests
Personality Tests
Used in measuring personality characteristics which are considered to be the basis of success in the job, particularly for supervisory and managerial positions
Determines the emotional maturity of the individual, his or her ability to withstand stress and to gain respect and cooperation
There are two types of personality tests: (1) Personality Inventories, and (2) Projective Tests
Validity of Tests
Tests must measure the ability of the individual to perform the job for which he is being hired
The degree of validity of a test may be determined by the relationship between test scores and actual placement in the job of the persons who took the tests for those jobs
A test is valid if it can predict the success or failure of a person in the job
7. Check the applicant's work experiences, school records and personal references
7. Check the applicant's work experiences, school records and personal references
The application forms of those who pass the examination are separated and the information in them checked for veracity
If the applicants happen to be still employed in another firm, it is usually not advisable to contact his present employers, as this may prejudice the applicant's current employment status
Procedures in Recruitment, Selection & Hiring
8. Interview
8. Interview
1. To find out how well-qualified the applicant is for the vacancy
2. To give the applicant the information he needs to decide whether or not he will take the job if offered to him
3. To create goodwill for the company
Before interviewing an applicant, the interviewer must:
Know what kind of employee he wants
Know the nature of the job to be filled
Should be familiar with the organization and its business
Must decide in advance what points to cover in the interview and reserve enough time to do a thorough job interviewing
Skilled in asking questions and sizing up people, alert, probing, keen, free from prejudice or bias, even tempered
A trained interviewer is likely to arrive at very positive and significant predictive result
Directive Interview
The directive interview asks for specific information
Non-Directive Interview
Non-directive questions are broad, open-ended and require a narrative answer
Group Interview
The group interview is conducted by a panel or committee of three or five interviewers
Team Method
In this method, a team of three interviewers may interview applicants separately and then compare notes afterwards
Types of Interview
The interviewer takes note of the following:
Emotional maturity which could be determined from the applicant's claim regarding his accomplishments and abilities, his concern and interest in activities and his reaction to criticisms from his superior as well as from the other persons
Dependability as shown by his achievements in school or his employment, punctuality in his commitments and faithfulness to his family responsibilities
Self-confidence, which may be manifested by how he expresses himself, his ability to adapt or adjust himself to the situation
Attitude toward jobs, which may be determined from his attitude towards his superiors, co-workers, teachers and his duties and responsibilities
Value system as shown by his desire for security and progress and by his ambition, whether he wants a job to accomplish something worthwhile or merely a job without responsibilities
Critical attitude, which may determine whether or not they are positive to be around, i.e. critical about thing around him/her, blaming others for their misfortune or failure, suspicious of others
Creativeness which is the ability to anticipate needs, work out improvements by trying new methods, and being a self-starter, without any prompting from superiors
Attitude toward other persons as manifested by his friendly and realistic appraisal of other people, his ability to get along with others and the way he talks about other people
Informing the Applicant about the Job and Working Conditions
The applicant is given information about the requirements of the job: e.g., the duties, responsibilities and traits, which the job requires.
Creating Goodwill for the Company
The interview gives the applicant a chance to learn about the basic facts of the jobs and the company
9. Match the applicant with the job
9. Match the applicant with the job
This step involves matching the qualifications of the applicant against the requirements of the job as indicated in the job description and job specifications
"Can do" Traits
The applicant's ability to do work as shown by his:
"Will do" Traits
The applicant's willingness and interest to the duties and responsibilities of the job as shown by his:
Final Evaluation of the Applicant
Work experience and past performance
Education and training which may indicate his intelligence and aptitude for the particular job
Skills, knowledge and experience along the lines of related to the particular job.
Physical and personal conditions that may be required by the job
Motivation to do a good job
Stability in employment with the company
Outside factors and external pressures affecting him
Attitude towards work
Potential Abilities
Potential ability is the factor that gets people, who have just finished schooling and without any experience yet, considered for the job.
Danger Signals
The recruiter should watch out for the following in applicants:
Stability on the job
Job-hopping or frequent changing of jobs
Bad habits
Absenteeism prone
The "Rule of Three"
After considering all applicants for a job, the three best qualified, as determined by the HR department, are referred to the supervisor who needs the employee. The supervisor then interviews the three and makes his final choice from among them himself
Things to consider to make better hiring decisions:
Positive non-verbal cues produced consistently favorable ratings, particularly when verbal content of the interview is good
Letters of reference and application are likely to be made the basis for evaluating applicants
Principles of Selection
Past Behavior is the best predictor of future behavior
The organization should collect as much reliable and valid data as is economically feasible and then use it to select the best applicants
10. Do the final selection of the best qualified
10. Do the final selection of the best qualified
Employment involves three decisions:
1. Management's Decision
2. Applicant's Decision
3. Supervisor's Decision
11. Have applicants undertake physical examinations and secure security clearances
11. Have applicants undertake physical examinations and secure security clearances
The selected applicant is required to pass a physical examination
12. Hire the chosen candidate
12. Hire the chosen candidate
The following process then takes place:
Hiring papers are prepared
The company official responsible for confirming appointments makes the final approval
The employment contract is signed by the applicant, to signify his acceptance of the stipulated conditions of his employment
The payroll section and the department where the new employee will work are notified of his having been hired
Full transcript