TITLE: An Evaluation of Anonymized Hiring in the HR Processes of HR Management in Judicial Branch

Background Problem Statement Objectives Key literatures Research methodology

#1 Research Design
#1 This study aims #1 To #1 Civil Service Commissions. A qualitative study will be conducted using a
According to HR researchers, Pawan Budhwar and to evaluate investigate the (n.d.) Competency-Based case study design through survey questions in
Naresh Khatri, Human Resource Management (HRM) is Anonymized Hiring results of the Recruitment and Systems at order to achieve the study objectives and qualify
considered as a "transition". As years passed by, it has in HR Processes of evaluation of www.csc.gov.ph the introduced issues. According to Ridder
shifted from its “traditional, micro-focused role” to a HR Management Anonymized (2017), the case study research approach is used
“macro-strategic paradigm" wherein individual HR under Judicial Hiring in HR to determine if scientific theoretical perspectives
functions like selection, compensation, training and Branch sectors Processes of HR work in reality.
performance appraisal are associated with the Management
organizational strategy and with one another.  under Judicial
Branch sectors
The Philippine government has persistently adopted #2 Participants of the study
several measures to be able to advocate excellence when it Specific questions: #2 To discover #2 Materials and references This study will employ purposive sampling in
comes to HRM in the civil service. HR standard the implications about the Career Executive which it is a type of non-probability sampling
procedures and policies have been created to direct the 1. What is the of the Service (CES) Board at that includes acquiring respondents based on
government agencies and institutions as they execute and role of anonymized www.cesboard.gov.ph their own understanding of the topic of interest.
implement their HR processes and systems. To guarantee digitization hiring on the The sample respondents who will be selected are
the effectiveness of the identified policies and procedures, system in patronage at least five (5) Human Resource practitioners
the need to have a comprehensive evaluation of the anonymized system that under Civil Service sector who have served at
Human Resource Processes in the civil service had been hiring during some of the least five (5) years in the field. Considering that
prioritized. the pandemic Judicial Branch they have relative background and sufficient
situation? are practicing understanding in Human Resource Processes
The recruitment system being used in the Philippine which will contribute to further investigate the
civil service is based on Qualification standards (QS) 2. What will be topic involved in this study.
which includes requirements such as job-related work the
experience, physical or medical standards, eligibility, implications
training, education as well as licensure. However, CSC of
adds competencies to the typical QS requirements to anonymized
enhance accuracy in appraising an applicant's fitness to a hiring on the
specific job. Competency-Based Recruitment aims to patronage

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 TITLE: An Evaluation of Anonymized Hiring in the HR Processes of HR Management in Judicial Branch

system that
minimize hiring errors by preventing interviewers from some of the
assessing applicants based on characteristics that are not Judicial
significant to the job. (Philippine Civil Service Branches are
Commission, n.d.) implementin
g?
In the Philippine government, one of the significant
processes in recruitment is the initial screening wherein 3. What are the
the recruiter will check the completeness of the determined
application together with the comparison against job results
requirements. Also, education and experience have been towards the
evaluated. Moreover, in several organizations, the first evaluation of
step would be screening pre-interview. It is facilitating an Anonymized
initial interview for those qualified applicants based on Hiring in HR
the information included on their resume and application Processes of
forms. Second is testing. It is to measure the knowledge, HR
skills, abilities and characteristics of the applicant. Management
Examples are Cognitive Ability Test and Personality Test. under
Third is the panel interview or final interview. It is the Judicial
same as the one-on-one interview but there would be two Branch
or more interviewers inside the room. Last is character sectors?
and background investigation. It is the responsibility of #3 Instrumentation
the Screening Committee to conduct an intensive #3 To identify #3 Materials and Resources in A set of semi-structured questions will be
investigation to determine the applicant's character the role of O. E. Okeke-Uzodike & devised and employed as an interview guide to
reputation and possible involvement in questionable or digitization Mogie Subban’s journal entitled obtain responses and gather information. The
illegal activities. (Herrera, 2016) system in “Problems and Perspectives in researcher will ask additional intensive follow-
anonymized Management" (2015) up questions based on the participants' responses
However, even though the Philippine Civil Service hiring during the in order to gain further detailed responses and
Commission uses competency-based recruitment, pandemic recommendations that will satisfy the objectives
unconscious bias and subjective assessment reduces the situation of this study.
effectiveness of this process. To address this conflict, a An informed consent form is presented as well to
new civil service recruitment and selection process called those who have been chosen to participate in this
Anonymized Hiring or Blind Hiring can be applied. study. This form will clarify the purpose of the

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 TITLE: An Evaluation of Anonymized Hiring in the HR Processes of HR Management in Judicial Branch

study and why the participants are selected and

(Muñoz, 2019) included, furthermore, validation is required.

Anonymized hiring allows applicants to eliminate

demographic information from their job applications to #4 Muñoz, A. V. 2019. The #4 Data Gathering Procedure
avoid possible biases and discrimination. This includes Acceptability of Government The researcher will attempt to contact study
information about gender, race, ethnicity, education level Agencies on participants and discuss the study's concepts.
and more. (Hutto, n.d.) Anonymized Competency-Based Following the discussion, the researcher will
Recruitment and Selection seek the participants' permission to take part in
Based on the New York Times, the first group to Process. this study at hand using the informed consent
introduce anonymous hiring in 1952 is the Boston https://www.academia.edu/down form. Once they agree to participate, an in-depth
Symphony Orchestra. Orchestras were usually composed load/64095269/Munoz interview will be conducted on the participants'
of white men so directors tried anonymous auditions %20Analiza.%20Anonymized- proposed meeting, time, and location so the
where judges couldn't see anything about the participants Competency-Based- participants would feel more at ease and
and they could only hear their performance. In addition, a Recruitment.pdf confident when answering the sequence of
secondary study found out that blind auditions enlarge the questions. Furthermore, they will be more
chance of women being hired by 25-45%. capable of expressing and contributing their
ideas and opinions. The interview will be
On top of that, European countries such as Sweden,
documented so that the researcher could assess
Netherlands, France, Germany as well as Canada and
the data gathered.
Australia used blind recruitment to avoid hiring
discrimination and to cater minority and disadvantaged
groups. (Ulf, 2018)

According to Pauline Farris, anonymized hiring can

advocate bigger diversity in the company since no
recruiter will screen for applicants who look like them. It
is also considered as more "scientific" as it provides the
same assessments for every applicant, preventing the
interviewer from asking questions based upon biases that
may pop up during their conversation. Lastly, anonymized
hiring eliminates the “who do you know” practice,
Nepotism or Patronage System wherein most recruitment
standards are based on referrals, recommendations and

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 TITLE: An Evaluation of Anonymized Hiring in the HR Processes of HR Management in Judicial Branch

connections.

Since the researcher will only focus on the Judicial

Civil Service, blind hiring will help the department
prioritize its values. According to Republic Act No. 6713
or also known as known as the Code of Conduct and
Ethical Standards for Public Officials and Employees, "it
is the policy of the State to promote a high standard of
ethics in public service. Public officials and employees
shall at all times be accountable to the people and shall
discharge their duties with utmost responsibility, integrity,
competence and loyalty, act with patriotism and justice,
lead modest lives, and uphold public interest over
personal interest". Moreover, the Judiciary Department is
expected to handle duties involving rights and to
distinguish whether or not there has been an abuse.

However, some believed that anonymized hiring is

just a fad and it will not have staying power in the long
term. There is a possibility that blind hiring can retard
diversity in recruitment. There are organizations that are
looking for minority candidates and without personal
information, they can't actively achieve diversity.
Moreover, anonymized hiring wouldn't allow the recruiter
to know the type of work environment in which an
applicant has been successful. Lastly, referrals are not
always negative. These usually come from managers and
executives' colleagues in which they recommend people
that would fit in a particular position.

Anonymized interview is usually done through the use

of technology. Examples are chatbots or an anonymized
written Q&A which is ready to send. These platforms are

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 TITLE: An Evaluation of Anonymized Hiring in the HR Processes of HR Management in Judicial Branch

ideal, especially today that we are facing a pandemic.

For data collection, the researcher will gather five (5)

selected Human Resource practioners under Judiciary
Civil Service and with five years-experience in the field as
participants to the given study.

This study aims to evaluate the anonymized hiring in

the HR Processes of HR Management in Civil Service,
along with fulfilling the issues presented and the study
objectives.

#5 Practical Considerations
REFERENCES #5 Lord, P. A., Willis, T. A., P. Considering that there is currently a pandemic
C., West, & Foy, R. 2016. raging on, collecting data from participants face-
Optimizing primary care to-face will be limited due to quarantine
i. Civil Service Commission. (n.d.) Strategic
research participation: a constraints. Alternatively, the researcher will
HR: The Philippine Government Perspective. comparison of three recruitment conduct an online interview using programs or
Retrieved from methods in data-sharing studies. applications like Zoom or Google Meet.
http://www.csc.gov.ph/speech/283-strategic- https://doi.org/10.1093/fampra/c
hr-the-philippine-government-perspective.html mw003
ii. Herrera, M. 2016. Recruitment Screening and REFERENCE
Selection process in Philippine Government.
i. Ridder, H. G. 2017. The theory
Retrieved from
contribution of case study research
https://www.slideshare.net/MitchHerrera/recru designs. Retrieved from
itment-screening-and-selection-process-in- https://link.springer.com/article/10.10
philippine-government 07/s40685-017-0045-z
iii. Hutto, C. 2021. Anonymous Hiring: What It
Is & Why It’s Important. Retrieved
fromhttps://www.inhersight.com/blog/employe #6 Papa, A., Dezi, L., G. L. G.,
Mueller, Miglietta, N. 2018.

5
 TITLE: An Evaluation of Anonymized Hiring in the HR Processes of HR Management in Judicial Branch

r-resources/anonymous-hiring Improving innovation

iv. LIBRARIES. Recruitment Strategies. performance through knowledge
Retrieved from acquisition: the moderating role
of employee retention and
https://open.lib.umn.edu/humanresourcemanag
human resource management
ement/chapter/4-3-recruitment-strategies/ practices.
v. Farris, P. (n.d.) The Recruitment Process: https://www.emerald.com/insigh
Pros and Cons of Blind Hiring. Retrieved from t/content/doi/10.1108/JKM-09-
https://www.timesheets.com/blog/2019/03/the- 2017-0391/full/html
recruitment-process-pros-and-cons-of-blind-
hiring/
#7 Materials and Resources
vi. Heaslip, E. The Complete Guide to Blind
about Human Resource
Hiring in 2021. Retrieved from Management in the Public
https://vervoe.com/blind-hiring/ Sector Policies and Practices at
vii. Muñoz, A. 2019. Anonymized Competency- https://books.google.com.ph/boo
Based Recruitment and Selection Process for ks?
Public Sector: A New Approach for hl=en&lr=&id=aGtsBgAAQBA
Workplace Diversity and Equality. Research J&oi=fnd&pg=PP1&dq=Human
+Resource+Management+in+the
Gate
+Public+Sector+Policies+and+P
viii. Ulf, R. 2018. Anonymous job applications and ractices&ots=73Jjo2ksmu&sig=
hiring discrimination. Econstor P30PSzcN8vQB0ltCo93VZyqJli
4&redir_esc=y#v=onepage&q=
Human%20Resource
%20Management%20in%20the
%20Public%20Sector
%20Policies%20and
%20Practices&f=false

#8 Meena, K. 2016. BLIND

RECRUITMENT: THE NEW

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 TITLE: An Evaluation of Anonymized Hiring in the HR Processes of HR Management in Judicial Branch

HIRING BUZZ FOR

DIVERSITY INCLUSION.
https://www.academia.edu/down
load/50800451/3._IJBGM_-
_blind_hiring_paper__2_.pdf

#9 Huhman, H. R. 2016. The

Case for Blind Hiring.
https://www.entrepreneur.com/ar
ticle/273674

#10 Kumar, R. K. 2018. Blind

Hiring: A Solution to BIAS.
http://www.iibmjournalofmanag
ementstudies.in/index.php/iibm/
article/view/1095

Significance of the study

Significant Contributions to Public Management

#1 Improved HR Processes. This study will further enrich both basic and professional knowledge of individuals in the field regarding HR Processes under the
Civil Service sector.
#2 Quality Recruitment. The results of the study will foster the availability of high-quality recruitment processes and disseminate effective solutions to the
challenges faced by Human Resource Management.

This study will be beneficial to the following sectors/individual(s);

#1 Human Resource Practitioners
#2 Civil Service Departments
#3 Other national government agencies (inclined with Human Resource Management along with Civil Service sectors)

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 TITLE: An Evaluation of Anonymized Hiring in the HR Processes of HR Management in Judicial Branch

Scope and limitations

The main focus of this study was the evaluation of Anonymized Hiring in Human Resource Management under Civil Service particularly in the Judiciary
Branch of the government. The study will also cover the implications of the anonymized hiring on the patronage system that serves as a continuous practice in
Human Resource Management. Along with that is the digitization system which poses a significant role in Human Resource Processes Judiciary Branch of the
government. The data collection will gather five (5) selected Human Resource Practioners under Judiciary Civil Service with five years-experience in the field,
serving as the participants to this study.
The study will not cover the implications of anonymized hiring on the normal hiring system that the sector of civil service is currently implementing. The
study will also not cover the processes on the other branches of the government and other civil service departments. Other human resource activities such as
employee engagement, health and welfare, and retirement will not be covered in this study.

Theoretical framework

8
 TITLE: An Evaluation of Anonymized Hiring in the HR Processes of HR Management in Judicial Branch

#1 Human Talent Management and Value Creation

Talent Management helps an organization become future-oriented by managing their human capital that will also assist them in coping up with different future
talent shortages. It also identifies key roles that are highly important on organizational competitiveness by making and generating a team of highly qualified workers
to perform tasks as a result of an effective Human Resource System that describes, prepares and develops significant roles. (Ganaie, et al, 2017).
This includes four frameworks namely Competency Focus, Talent Pooling, Talent Investment and Talent Orientation. Competency Focus is in accordance with the
knowledge, ability, behavioral, streamlining observable competencies, action evaluation and corporate strategy technique to distinguish the suitable human capital for
the present and future demands of the organization. Talent Pooling connects highly efficient and top-potential employees subjected to standard qualifications for the
present or potential key positions of the organization. To strengthen the workforce's action and commitment to achieve maximum productivity, the organization
should take part in long-term Talent Investment acquisition, exposing workers to advanced technologies and skill innovation that will produce quality excellence and
opportunities to demonstrate their abilities and skills. Finally, Talent Orientation is the worker and organization's practice of reciprocating experiences, improving
personnel understanding and utilizing expertise by creating relationships, employee engagement and accountability for the effective setting of learning and
development towards merit or value creation.

#2 Competency-Based Recruitment and Qualification Standards (CBRQS)

The competency framework or model is an objective guide in the assessment of applicants; thus, it improves the reliability in assessing candidate’s ability to a
particular job by eliminating characteristics that are not relevant to the position. Furthermore, the competency model is aligned to the agency’s strategic thrusts,
ensuring that each employee is able to participate and contribute to organization-wide goals.

Conceptual framework

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 TITLE: An Evaluation of Anonymized Hiring in the HR Processes of HR Management in Judicial Branch

Operational framework (ISO-concept)

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 TITLE: An Evaluation of Anonymized Hiring in the HR Processes of HR Management in Judicial Branch

References

#1 Civil Service Commissions. (n.d.) Competency-Based Recruitment and Systems at www.csc.gov.ph

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 TITLE: An Evaluation of Anonymized Hiring in the HR Processes of HR Management in Judicial Branch

#2 Materials and references about the Career Executive Service (CES) Board at www.cesboard.gov.ph

#3 Materials and Resources in O. E. Okeke-Uzodike & Mogie Subban’s journal entitled “Problems and Perspectives in Management" (2015)

#4 Muñoz, A. V. 2019. The Acceptability of Government Agencies on Anonymized Competency-Based Recruitment and Selection Process.
https://www.academia.edu/download/64095269/Munoz%20Analiza.%20Anonymized-Competency-Based-Recruitment.pdf

#5 Lord, P. A., Willis, T. A., P. C., West, & Foy, R. 2016. Optimizing primary care research participation: a comparison of three recruitment methods in data-
sharing studies. https://doi.org/10.1093/fampra/cmw003

#6 Papa, A., Dezi, L., G. L. G., Mueller, Miglietta, N. 2018. Improving innovation performance through knowledge acquisition: the moderating role of employee
retention and human resource management practices. https://www.emerald.com/insight/content/doi/10.1108/JKM-09-2017-0391/full/html

#7 Materials and Resources about Human Resource Management in the Public Sector Policies and Practices at https://books.google.com.ph/books?
hl=en&lr=&id=aGtsBgAAQBAJ&oi=fnd&pg=PP1&dq=Human+Resource+Management+in+the+Public+Sector+Policies+and+Practices&ots=73Jjo2ksmu&sig
=P30PSzcN8vQB0ltCo93VZyqJli4&redir_esc=y#v=onepage&q=Human%20Resource%20Management%20in%20the%20Public%20Sector%20Policies%20and
%20Practices&f=false

#8 Meena, K. 2016. BLIND RECRUITMENT: THE NEW HIRING BUZZ FOR DIVERSITY INCLUSION.
https://www.academia.edu/download/50800451/3._IJBGM_-_blind_hiring_paper__2_.pdf

#9 Huhman, H. R. 2016. The Case for Blind Hiring. https://www.entrepreneur.com/article/273674

#10 Kumar, R. K. 2018. Blind Hiring: A Solution to BIAS. http://www.iibmjournalofmanagementstudies.in/index.php/iibm/article/view/1095

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