Chapter 2: Recruitment, Selection, and Placement Flashcards
HR department consider fully all the factors (resources) that may affect the recruitment process.
Allocation
The process of attracting applicants qualified to occupy vacant positions in the company.
Recruitment
What are the 3 Main Steps of Recruitment?
- Planning and Approval based on HR Planning
- Position Announcement/Job Vacancy/ies Posting
- Recruitment Strategies
Recruitment Strategies - (1)__________ (promotion and transfer) and (2)__________ (newspaper advertisement, internet, manpower agency, executive search, walk-ins, referrals, job fairs, campus recruitment and project basis)
- internal
- external
Under Recruitment:
Involves the selection and placement of qualified (internal - promotion, external - recruitment) candidates for a vacant position.
Adjustment
“HR Department should make the necessary adjustment regarding the selection process particularly the (1)__________, (2)__________, and (3)__________.”
- psychological test used
- background checks
- certain job requirements
Selection involves
(1)__________
(2)__________
(3)__________
- Psychological Testing
- Screen/interview and background check
- Job Offer - job offering to the chosen candidate
What are the 3 Psychological Tests?
a. Mental Ability Test or Intelligence Quotient (IQ) Test
b. Aptitude Test
c. Personality Test
Determine what Psychological Test:
Test of general knowledge
Mental Ability Test or Intelligence Quotient (IQ) Test
Determine what Psychological Test:
Test of the applicant’s inclination to succeed in a particular field
Specialization
Aptitude Test
Determine what Psychological Test:
Measure of patterns of behavior such as cooperation, initiative, dependability, responsibility, and sociability
Values
Personality Test
Under Selection:
Measures what it intends to measure
Validity
Under Selection:
Consistency in the test
Reliability
Under Selection: (Screen/interview and background check)
What are the 4 Types of Interviews?
a. Panel Job Interview
b. Behavioral or experience-based Interview
c. Structural Interview
d. Unstructured Interview
Putting the candidate in the position he/she is applying for.
Placement
Placement involves
(1)__________
(2)__________
(3)__________
- Post-selection Considerations
- Hiring
- Signing of Employment Contract
What are the 3 A’s?
- Acquisition
- Allocation
- Adjustment
3 A’s:
Done during job analysis; gathering all needed information (approved strategies, budget, and time) which is important in a particular job
Acquisition
3 A’s:
Used in recruitment, selection and placement (meaningful hiring)
Allocation
3 A’s:
The different ways by which the organization together with the new employees adapt to the work environment
This includes the organizational structure with the inclusion of new employees
Adjustment
The procedure of determining the duties and skill requirements of a job and the kind of person who should be hired for it
Job Analysis
Information that can be collected through job analysis:
- Specific tasks and activities
- Required behavior of the job - flexibility and integrity
- Required job standards - measure of evaluation
- Knowledge, tools, and equipment used
- Work Conditions - Organization, Safety, and Health (OSH)
- Personal Characteristics and Requirements
• Requirements > Qualification > Credentials
JOB ANALYSIS PROCESS
- Formulation of Objectives - how it will be used
SMART
• Specific — Simple
— Complicated
• Realistic/Result-Driven - Selection of Jobs - Proper utilization
- Application of Job Analysis Techniques
- Actual Conduct of Job Analysis - the actual data gathering needs consideration time and effort since the data include the features of the job, the proper attitude towards the jobs, and the characteristics of the employee who will perform the job
- Preparation of Job Description and Job Specification
What are the Job Analysis Techniques?
- Observation
- Interviews
- Questionnaire
- Logbook
Uses for a Job Analysis
- Workforce Planning
— hiring, promotion > utilization - Performance Management - evaluation
- Development
— promotion, low knowledge > increase
Lists of duties, responsibilities, reporting relationships and the job specifications.
Written summary of the particular job
Job Description
Provides clear overview of what the job is all about and minimizes inconsistencies in the actual job and what is actually written
Job Description
Job Description Components
- Job Title or Position
- Reporting Relationships
- Job Classification
- General Description of the Job
- Specific duties and responsibilities
- Job specification
Examples of Job Title/Position
Account Officer
Service Crew
Sales Clerk
Cashier
Loan Officer
Reporting Relationships
Entry-Level Position > Middle Management > Top Management
“Top to Bottom”
“Bottom to Top”
Uses of Job Description and Job Specification
- HR Planning - Job Combination
- Recruitment and Selection
- Compensation
- Training and Development - Training Needs Analysis (TNA)
- Performance Appraisal
- Safety and Health
- Labor Relations
Formulated after Job Analysis
Modifications on certain duties of jobs to achieve the company’s goals and objectives
Job Design
2 Categories of Job Design
- Job Enlargement
- Job Enrichment
The Horizontal Approach to Job Design
Supervisor gives his/her subordinate more tasks to do, duties to perform, not empowered to decide on his/her own (no authority in decision-making)
Job Enlargement
The Vertical Approach of Job Design
Satisfies the need for growth since the employee has a hand in decision-making; he/she is empowered and has some authority over certain tasks leading to motivation to become more responsible and the employee eventually enhances his/her self-worth
Given specific tasks with power
Job Enrichment
Job Enlargement is the (1)__________ while Job Enrichment is the (2)__________.
- preparation of promotion
- actual promotion
Job Design Principles (by Hackman and Oldham Job Characteristics Model)
- Task Variety
- Skill Variety
- Feedback
- Task Identity
- Task Autonomy - empowered to decide on some aspects of the job
Job Design Principles:
Like Job Enlargement
Task Variety
Skill Variety
Job Design Principles:
Checking, Monitoring > Evaluation > TP-MM-ELP
Feedback
Job Design Principles:
Tasks clearly defined
Task Identity
Job Design Principles:
Empowered to decide on some aspects of the job
Task Autonomy
Recruitment Strategies:
Internal: (1)__________ - __________
External: (2)__________ - __________
- within - for promotion
- outside - for newly hired
Structured: (1)__________
Unstructured: (2)__________
- ready/printed
- depends on the answer of the applicant
Information that can be collected through job analysis:
How these tasks are done, the specific time they are performed, and the reason why they should be performed
Specific tasks and activities
Information that can be collected through job analysis:
About the behavior required in the performance of various jobs such as communicating, writing, computing, driving among others
Required behavior of the job
Information that can be collected through job analysis:
Regarding the performance levels or standards required by the job. This is needed to evaluate the performance of the employee
Required job standards
Information that can be collected through job analysis:
On the tools and equipment used by the employee can be gathered. Knowledge of software applications, accounting procedures and law, among others is also taken into account
Knowledge, tools, and equipment used
Information that can be collected through job analysis:
The physical aspects of the job such as work schedules, physical environment like field work; social contract information is also obtained like the kind of people the employee interacts with like suppliers
Work Conditions
Information that can be collected through job analysis:
Educational backgrounds, experiences and the likes needed for the position
Personal Characteristics and Requirements
Uses for a Job Analysis:
These methods can help a company plan for the skills and expertise they need to perform the duties of the role/responsibilities. With detailed results, it can create more accurate job descriptions and recruit talent that better matches its needs.
Workforce planning
Uses for a Job Analysis:
As management teams frequently hold regular performance evaluations, these analyses can help with the process. You can identify if employees have the skills and abilities to meet the demands of the role and measure if they meet your expectations.
Performance management
Uses for a Job Analysis:
By understanding what the skills, limitations and responsibilities are for a role, you can understand what development or training needs you might implement. This can help employees develop in their roles and prepare for more responsibilities as they grow with a company.
Development
Process of work arrangement aimed at reducing or overcoming job dissatisfaction and employee alienation arising from repetitive tasks
Job Design
Uses of job description and job specification:
Which jobs should be combined and jobs may be needed in the future
HR Planning
Uses of job description and job specification:
Validate and ensure good decision-making at this HR activity
Recruitment and Selection
Uses of job description and job specification:
Doing a certain job based on the tasks and responsibilities attached to it
Compensation
Uses of job description and job specification:
Can identify skills the employee should have to improve on the job
Training and Development
Uses of job description and job specification:
Standards are set during job analysis; with the assessment it can help supervisors set up better performance measures
Performance Appraisal
Uses of job description and job specification:
Information obtained from employee’s evaluation of working conditions can help the HR department eliminate health hazards to ensure work safety
Safety and Health
Uses of job description and job specification:
Helps in determining whether certain aspects of a job can be covered by union agreements; helps in avoiding future conflicts between the management and the union regarding the coverage of jobs negotiated for the employees
Labor Relations
