Employee Selection

Presenter: Michael John D. SisonMDM (Public Management)

Presented to:Dr. Reynaldo T. Gelido and HRMD class

PANGASINAN STATE UNIVERSITYGraduate School, Urdaneta City

Campus

DM 212 Human Resource Development and ManagementSeptember 07, 2013

Personnel Selection

Main Topics at glance:

a. Objectives of the personnel selection process;b. Various sources of information used for personnel selection;c. Value of different employment tests; andd. Different approaches to conducting an employment interview

Personnel Selection

Other Topics include:

a. Use of Emerging Technologies for Screening Employees;b. Selecting Managers; andc. Challenges to HR especially in Personnel Selection.

“How much competition is there when you're job searching? For most jobs, it's a lot. Google, the company where just about everyone would love to work, gets over a million job applications each year and reportedly only hires .4 - .5% of applicants.”

- Alison Doyle (The Number of Job Applications Per Opening, August 2013)

The BIG Picture.

Whois the BEST among the rest?

a. Objectives of personnel selection process

Definition of Personnel Selection

● Process of choosing from the pool of qualified applicants the individuals who are most likely to successfully perform a job. It is a meticulous procedure of “screening out and selecting in” (Maximiano, 2006).

a. Objectives of personnel selection process

Definition of Personnel Selection

● Process of choosing individuals from a pool of applicants who are most likely to achieve the goals of the jobs that may be assigned to them (Medina, 2006).

Simply put, personnel selection is the process of getting the right person for the right job at the right time.

Objectives of personnel selection process

● For the organization to be more efficient and maintain its competitive position;● To avoid choosing the wrong candidates;● To avoid wasting time, resources, training costs, etc. of the organization to an ‘unlikely’ new recruit.

_____________Medina, 2006.

Steps in Personnel SelectionYOUR DREAM JOB, BABY!

Step 1Screening

Step 2 Preliminary

Interview

Step 3Job tests

Step 4In-depth

interviews

Step 5Pre-employment

Step 6Final evaluation

The following steps in Personnel Selection are based on the works of Jose Mario B. Maximiano’s Managing Human Resources in the 21st Century and Roberto G. Medina’s Personnel and Human Resources Management both published in 2006.

Step one: Review and screening of applicantsThe screening out of unqualified applicants begins in what they call paper screening.

If the job opening requires e-commerce, e-marketing and e-procurement skill, the HR Recruitment Assistant screens out those resumes that indicate such lack of knowledge (Maximiano, 2006).

When the information gathered does not match the job requirements as stated in the job specification, no further processing of the application is done (Medina, 2006).

Eliminate some of the applicants:

● Inadequate or inappropriate education and experience;● Low salary offered for the job; and ● Working conditions

_____________Medina, 2006.

Step two: Preliminary interview

HR Department run a series of job interviews, the first of which and the most challenging is the preliminary one (i.e. Preliminary Interview).

This is employed to verify the impressions made by the job applicant in the initial screening.

Step three: Battery of job tests

On the basis of the information on the application form contains and from the impression the officer gathered at the preliminary interview, s/he decides who should be called in to take job tests.

Employment tests/exams are used to determine the ability of the applicant to perform an assigned job (Medina, 2006).

Step four: In-depth interviews

The HR people will definitely use one or two of the various types of interview.

The usual points of inquiry delve on areas not presented fully in completed application forms and tests. This exposes the applicant to queries on a wide area which may cover experiences, attitudes and future plans (Medina, 2006).

Step five: Pre-employment

An applicant should be able to pass the following: 1. Background/character investigation 2. Medical examination.

Step five: Pre-employment

1. Background investigation- Whenever applicable, former employers are contacted for confirmation of the applicant’s work record. The school where the applicant has graduated may also be contacted to verify the accuracy of the academic credentials submitted.

Step five: Pre-employment

1. Medical examination- A healthy and strong workforce is a productive workforce.

Reasons for pre-employment medico-physical examinations:

● To determine the physical and mental fitness of qualified applicants;

● To guide proper placement of qualified applicants according to physical and mental abilities and attributes; and

● To avoid hiring a person who is still ill and unfit for work and avoid hiring a person who indulges in bad habits.

Step six: Final evaluation and hiring

The Human Resources Office will determine from among the applicants who will be short-listed. Normally, an HR officer will inform who are in the shortlist of “hot candidates” (Maximiano, 2006).

The line manager, who will have the direct responsibility over the job, is usually given the authority to make the final choice among the (three) best qualified candidates. Only one is chosen, and that person will be required to submit the necessary requirements.

b. Various sources of information used for personnel selection

● Preliminary Interview – this can be done over the phone or via the internet.● Resume – a summary of credentials of the applicant● Application form – shows the eagerness of the applicant to join the company● Selection test – assessment of the ability of the applicant● Employment interview – when the applicant is being actually considered, s/he will be interviewed by the HR.Source: Somera, A. Human Resources Development Management. 2013.

Cont. b. Various sources of information used for personnel selection

● Transcript of records (TOR)● Birth certificate issued by the National Statistics Office (NSO)● Marriage certificate (if applicable)● Social Security Systems number/E-1 form● Tax Identification Number/TIN (from the Bureau of Internal Revenue)● Biodata or resumé ● High School/College Diploma

Cont.

● National Bureau of Investigation (NBI)/police/barangay clearance ● Medical Certificate ● Marriage Certificate (if married) ● Training/National Certificates ● Professional License ● Civil Service Eligibility (for government)● Community Tax Certificate (cedula)● Other pertinent documents

Source: Employment Guide for Students and Jobseekers, Department of Labor and Employment, Manila, Philippines

c. Value of different employment tests

The purpose of testing is to measure the applicant’s natural and acquired abilities.

Different employment tests that will be discussed on the following slides are taken from the works of Jose Mario B. Maximiano’s Managing Human Resources in the 21st Century and Roberto G. Medina’s Personnel and Human Resources Management both published in 2006 and Abigail Somera’s Human Resources Development and Management. .

Any trained HR staff may employ the following job tests:

1. Intelligence, mental ability, or alertness test – will assess your IQ (intelligence quotient), your manipulative abilities and your capacity to think ahead and judge accurately. This includes verbal reasoning, abstract reasoning, analyzing and solving problems and reading comprehension.

2. Personality test – will assess your EQ (emotional quotient) or emotional maturity, your sense of responsibility and peculiar characteristics, ability to manage stress and coordinate with others.

3. Aptitude test – will appraise natural abilities, capacity to learn and perform a job of the applicant. It is generally divided into clerical (e.g. numbers, names of persons/places, etc.) and mechanical (e.g. specific abilities, skills, coordination of senses, etc.).

Types of Aptitude tests

Aptitude Tests

Numerical ability

Perceptual speed

Spatial test

Reasoning test

Verbal ability

4. Psychomotor test – will assess your physical strength, manual dexterity and coordination.

5. Arithmetic test – measures how well you can work out mathematical problems that come up frequently in a given job.

6. Job knowledge test – used to measure the knowledge of applicant regarding the job.

7. Proficiency test – used to measure how well an applicant performs a portion (or sample) of the job.

8. Interest test – will show how interested an applicant is to the job.

8. Integrity test – Integrity tests assess attitudes and experiences related to a person’s honesty, dependability, trustworthiness, reliability and pro-social behavior (Somera, 2013).

This test is used to identify individuals who are likely to engage in any inappropriate, dishonest, anomalous and antisocial behavior at work.

8. Work samples and Simulations – These tests typically focus on measuring specific job skills or knowledge, but can also assess more general skills such as organizational skill, analytic skills and interpersonal skills (Somera, 2013).

Examples of these include installing a telephone line, creating a document in Word, or tuning an engine. Portfolio of work samples among photographers and vestibule training among BPOs are also included.

Wholesome job tests

IQ = Left part of brain = Intelligence Quotient

EQ = Right part of brain = Emotional Quotient

Aptitude (clerical) Aptitude

Psychomotor Arithmetic

d. Different approaches to conducting an employment interview

● Structured interview – is conducted according to predetermined outline. Rather than being open-ended, it is pre-arranged, almost scripted and orderly.

● Unstructured interview – is carried out without a predetermined checklist of questions.

● Screening interview – a requisite before a face-to-face interview between the applicant and third party recruiter or someone from the HRD. Some examples of screening interview include:- Telephone interview;- Computer interview; and- Video interview (Somera, 2013).

● Stress interview – is a method to determine whether or not you an applicant is highly emotional, an attitude can surely affect work.

● Panel interview – is a style in which two or more HR people conduct the interview with one applicant.

● Group interview – is a method in which you, with other applicants are questioned together.

● One-on-one interview – This is the traditional interview in which candidates meet with the employers in person, one on one (Somera, 2013).

● Situation/Performance interview – candidates may be asked role play one of the job functions. This is done to assess specific skills (Somera, 2013).

● Serial interview – occur when candidates are passed from one interviewer to another interviewer throughout the course of the day (Somera, 2013).

● Sequential interview – the candidate meets with one or more interviewers on a one-on-one basis. This is done over the course of several days, weeks, or even months (Somera, 2013).

● Audition interview – this works well on for positions in which companies want to see a candidate in action before they make a hiring decision. Interviewers may take the candidate through a simulation or brief exercise in order to evaluate the candidate’s skills (Somera, 2013).

This may include VTR test/screening.

Use of Emerging Technologies for Screening Employees

Advances in technology have changed the traditional approach to screening prospective employees (Maximiano, 2006).

Today, more companies use phone interviews and teleconference or video conference interviews as a method of screening out unqualified candidates.

Phone interview

Phone interview is used when geographical location of the job applicant and interviewer are different from each other. It is often employed in BPOs and other call center companies.

Teleconference/Video conference interviews

Summation of principal benefits:

1. Saves valuable time and other resources.2. Employs a (virtual) face-to-face encounter.3. Harnesses productivity among HR employees.4. Realizes the need to expand recruiting areas to meet new changes in a workforce.

Teleconference/Video conference interviews

Downsides of Teleconference/Video conference interviews:

1. “install and forget”2. Poses an inaccurate judgment on HR3. Job applicant may feel uncomfortable

Teleconference/Video conference interviews

What to do?

New products, services and emerging technologies require a new set of development skills.

It is imperative that new training programs tailored to video conference interviewing skills are developed and delivered to hiring managers.

“The gateway to self-improvement is open to those who are willing to learn” (Maximiano, 2006).

Students and those who soon-to-be joining the corporate world should be able to cope with the changing times, adapt to the fast-paced technology and globally-changing world.

“We do not need to stay where we are, and get stuck with it. Climb to new heights if we must by learning other possibilities” (Maximiano, 2006).

Selecting Managers

There are occasions when the position of the manager becomes vacant or a new managerial position has been created . There are some ways to select the best candidate for this post: assessment centers and panel interview.

Selecting Managers

Assessment Centers

An assessment center is a process in which multiple raters evaluate applicants or job incumbents on their managerial potential. It will use activities such as role-playing, pencil-and-paper tests, cases, leaderless group discussions, etc. (Medina, 2006).

Selecting Managers

Trained raters have to observe the participants while doing the exercises that consist of samples of managerial situations requiring the application for managerial skills and behaviors (Medina, 2006).

Selecting Managers

Assessment Centers

The panel’s objective is to produce a description of the past behavior of the candidates in situations that are similar to the proposed management positions. Checking of references may also be done (Medina, 2006).

Selecting Managers

Biographical Data

The content of biographical data instruments varies widely, and may include such areas such as leadership, teamwork skills, specific job knowledge and specific skills (e.g. knowledge of certain software, specific tool use), interpersonal skills, extraversion, creativity, etc. (Somera, 2013).

Selecting Managers in the Government

Lifted from The Philippine Labor & Employment Plan 2011- 2016 published by the Department of Labor and Employment (DOLE) on April 2011, the capacity-building strategies of DOLE specified in their material were modified and used in this presentation as general guidelines that could be utilized in selecting managers in the government:

● Implementation of the CSC-Strategic Performance Management System in government offices.● Implementation of a competency development program that identifies, develops, and reinforces the competencies needed for the attainment of labor and employment goals.

Selecting Managers in the Government Cont.

● Monitoring of CES Eligibility Compliance of government officials.● Implementation of a management succession program toward the identification and development of a corps of future leaders thereby ensuring continuity at all levels of service delivery.● Implementation of an enhanced selection and promotion system that observes merit, fitness and fairness in the selection.

Source: Department of Labor and Employment, The Philippine Labor & Employment Plan 2011-2016 (Inclusive Growth and Productive Work) Gen. Luna cor. Muralla Sts. Intramuros, Manila.

Topics for springboard discussion:

Human Resource

(Personnel Selection)

Challenge 1: Globalization

Challenge 2: New and Emerging

TechnologyChallenge 3: Economical

changes and other challenges

that may arise

Challenges to Human Resource

Topics for springboard discussion:

Challenge 1: Globalization

Problem: Skills and Specialization of

employees and job applicants

Solution: Strict checking of the authenticity of

records and job requirements

Challenge 2: Technology

Problem: From traditional and old ways of HR, shifting to a new and technology-driven

HR

Solution: HR must develop key concepts to easily adapt to changing

times and fast-paced technology

Challenge 3: Changes

Problem: Economic setbacks and challenges

that may arise and hinder the success of the

organization

Solution: Employ management concepts, utilize resources to their

advantage, forecast future trends, adapt to

changing times, etc.

Rising to the Challenges of Human Resource

References:● BooksCorpuz, Crispina R. Human Resource Management (Revised Edition). Rex Book Store, Inc. March 2006.

Maximiano, Jose Mario B. Managing Human Resources in the 21st Century.Rex Book Store, Inc. 2006.

Medina, Roberto G. Personnel and Human Resources Management. Rex Book Store, Inc. March 2006.

● PDFDepartment of Labor and Employment, The Philippine Labor & Employment Plan 2011-2016 (Inclusive Growth and Productive Work) Gen. Luna cor. Muralla Sts. Intramuros, Manila.

● Unpublished materialSomera, Abigail P. Human Resources Development Management (Job Analysis, Employee Involvement and Flexible Work Schedules, Expanding the Talent Pool and Employee Selection). May 11, 2013.

● WebDoyle, Alison The Number of Job Applications Per Opening. http://jobsearch.about.com/b/2013/08/18/the-number-of-job-applications-per-opening.htm Posted August 18, 2013 Accessed February 2014

Slides 60-61 are author’s own analysis.

Disclaimer:The author claims no copyright ownership of all the pictures or graphics used in this presentation.

Maraming salamat.

Mabuhay ang mga masisipag na manggagawa sa buong mundo!