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Lesson 3

Lesson 3 about staffing and sections organization and management, its all about what is staffing for and its purpose

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Ryza Abutanmo (Hachimitsu)
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116 views20 pages

Lesson 3

Lesson 3 about staffing and sections organization and management, its all about what is staffing for and its purpose

Uploaded by

Ryza Abutanmo (Hachimitsu)
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPTX, PDF, TXT or read online on Scribd
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Lesson 3

Selecting
Presentation of:
Krislyn Suzyne Maghilum
Jhon Micheal Polinar
Jayvee Eulogio
Selection
The process of choosing individuals
who have the required qualifications to
fill present and expected job openings.
Steps in Hiring Employees Effectively

Step 1: Determining a need


a. Job Analysis
Step 2: Application search and selection
a. Recruitment
b. Screening and Selection
c. Interviews
Step 3: Decision-Making Process
a. Making Decisions
b. Notification and Employment Offer
Step 4: Adaptation to the Workplace
a. Orientation
The Selection Process Typically Include 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 needs.
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 applicant 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 jab opening.
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.
8. Information 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 instruction regarding the company’s rules and regulations for
hiring an applicant must be given in this step.
Types of Job Interviews
Structured Interview
The interviewer asks the applicant to answer
a set of prepared question-situational, job
knowledge, job simulation, and worker
requirement questions.
Unstructured Interview
The interviewer has no interview guide and may ask
questions freely.

One-on-one Interview
One interviewer is assigned to interview the
applicant.
Panel Interview
Several interviewers or panel interviewer may
conduct the interview of applicants; three to five
interviewer take turns in asking questions.
Types of
Employment Tests
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.
Proficiency and Aptitude Tests
Tests his or her present skills and potential for learning
other skills.

Personality Test
Designed to reveal the applicant’s personal characteristics
and ability to relate with others.
Vocational Tests
Tests that show the occupation best suited to an applicant.
Limitation of the Selection Process

In reality, there is no one perfect way to select a firm’s human


resources. Predicting performance is difficult as there is a difference
between what individuals can do at present and what they will do in
the future. This is because a persons needs and wants change, and
so do an organization’s climate and environment. The fact that many
selection approaches and tests have been devised es enough proof
that management experts are still in search of what could be done to
improve the present selection process.

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