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SELECTING, INDUCTING, AND TRAINING

EMPLOYEES
Getting the Right Man for the Job
It is common to have employees whose performance is not satisfactory and
who are sometimes an actual problem to management.
After these people have been with management for some time, it is
sometimes awkward to terminate their employment or even effect a transfer.
The problems of poor levels of work, complaints from supervisors, and other
problematic situations may be avoided by incorporating better system of
selecting, inducting, and training personnel.
Selecting the Best Man for the Job
It is often observed in the Philippines that certain employees are hired
because of family ties or friendship to maintain smooth interpersonal
relationship. Unfortunately being a relative or a friend does not necessarily
quality a person for doing a satisfactory job.
Today, businesses pay little attention to letter of recommendation and to
avoid giving much weight to relationships because a business using
compadre system is apt to lag behind more progressive organizations
The goal of a good selection procedure is to identify the person whose job
performance will be superior to any other applicants.
If employees are properly selected and placed, irritating situations can be
minimized.
Good methods of selection can reduce the problem of supervision, making it
possible for those in authority to delegate responsibility more fully so that
they themselves can devote full time to planning for future expansion and
improving or making changes in operation.
Techniques for Selection
The first requirement of the selection process is knowledge of (1) exact
nature of the work in the vacant position, (2) its duties and responsibilities,
and (3) the requirements of the job such as mental effort, skill, and physical
demands
a. Job description: tells what is done on the job, how it is done, why it is
done, and the skills involved in doing it.
b. Job specification: in analyzing the job, it is likewise necessary to know
the specific qualifications of the man who is to do it, such as the following:
(1) amount and type of experience needed to perform the job, (2) special
training on the job, (3) special abilities and aptitudes, (4) age, (5) physical
qualifications, and other requirements.

The next step is to explore possible services for recruiting personnel

like newspapers, employment agencies, union offices, technical
schools or colleges, and others.

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For most jobs, the recruiter will have more than one applicant. An
applicant usually has a resume that lists the companies where he
has worked, the exact type of work he has done for each company,
his educational background or training in his specialty, and some
awards or distinction achieved.
Generally the practice is to begin the recruitment process with the
personnel already in the organization. There may be a possibility of
promotion or transfer and in many cases however, jealousies and
dissatisfactions arise when employees are promoted within the
organization.
The reason recruitment starts within the organization is not only to
obtain better qualified employees but also that it boosts morale.

c. Information Sheet or Personal Data Sheet: may serve as a beginning

by providing a permanent record of specific data on the prospective
employees as to age, height, experience, educational qualification, etc.
Information gained from information sheet form is very useful in giving
assignments
d. Psychological Testing: complete job processing generally involves
psychological testing and interviews. Some jobs require traits which can
be best and most readily appraised by psychological testing devices for
measuring such abilities as mechanical aptitude, intelligence, and
personality.
e. The Interview: a form of communication directed towards aiding,
guiding, or understanding the individual, usually in a face-to-face
encounter. An interview may take the form of conversation between the
superior and the subordinate concerning the latters job as a new
employee. The interview becomes an occasion where the supervisor and
the subordinate consider each others mutual problems and interests.
The Employment Interview
Employment interview is categorized into three types: (1) direct, (2) indirect
interview, and (3) patterned interview.
The direct interview is one in which the interviewer maintains a tight control,
generally firing a barrage, limited and specific questions as an approach. The
technique enables one to amass a large body of factual data in a short period
of time but fails in getting the candidates generalized attitude, trait, and
habit patters. Also referred as question and answer approach
In the Indirect interview, there is usually very little control on the part of the
interviewer. He permits the applicant to talk interjecting occasional questions.
This type of interview often results in showing of the applicants attitudes,
traits, and habit patterns.
The patterned interview is a merger of both techniques.
How to size up Applicants
The successful interviewer uses many sources of information as possible.
The application form is one source of information which not only serves as
a basis for establishing rapport in the beginning of an interview but also
eliminates the need to ask information already cited in the form.

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Aptitude and proficiency test may be used to test the applicants knowledge
in a given occupational area.
In the interview, the interviewer attends to all details, including the physical
appearance, dress, emotional reactions, style of speech, and the like.

Sources of Error in interview judgments:

1. Error of a halo effect: this error is the tendency to rate individual either
high or low in many traits based on the raters impression of some
particular trait. There is a tendency for the interviewer to approve of one
trait and to carry over this to his total judgment of the applicant.

THE INTERVIEW
Many careers require interviewing as a regular part of the job. Examples are
salesmanship, reporting, social work, personnel work, psychological testing, market
research, law, medicine and many others, especially in the enormous field of radio
broadcasting. In this case, if you are an interviewer, you are held responsible for
what may be the result- be a failure or success. If you are assigned by the company
to handle applicants, proper selection lies on the interview more specifically. It is
one of the most frequently used methods in the study of the personality of
individuals.
Interviewing is a form of communication directed towards aiding, guiding, or
understanding the individual, usually in a face-to-face encounter. An interview may
take the form of conversation between the superior and the subordinate concerning
the latters job as a new employee, or regarding a plan of renovating the office
plant. In either case, the supervisor is the interviewer who must be skilled in
listening so that employees may open up and say that what they really think and
feel about a specific situation. The purpose of the interviewer in both instances is to
obtain the general reaction of an employee and not to look for faults or finds ways
of dismissing them.
INFORMATION SHEET OR PERSONAL DATA SHEET
A suitable information sheet to be filled out by an applicant is another aid to better
selection and placement of the new employee. Today the business people the
recognized the need for keeping some kind of personnel file of their employees. The
Information Sheet or Personal Data Sheet form may serve as a beginning by
providing a permanent record of specific data on the prospective employee as to
age, height, experience, educational qualification, etc., that should be placed in a
particular position. Information gained from the information sheet form is very
useful in giving assignments.
IMPORTANCE OF GOOD INDUCTON PROCEDURE

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Any employee being hired into a new job may feel strange and insecure for a time.
These insecure feelings and the lack of sense of belonging are common regardless
of similar past experience or professional competence. These feelings results to
temporary loss of confidence in the individual. Any attempt therefore, that would
give the new employee the feeling of acceptance, belonging, and security will aid in
expelling ordinary fears associated with any job situation. Instead of feeling
insecure and ill at ease, the new employee will feel that he is needed, he is wanted,
and has the opportunity to make a real contribution.
Beach and Clark believe that an induction procedure normally includes the
following:
1.) Place the employee properly according to experience and qualifications.
2.) Introduce the employee to the important members of management and
especially to the individual with whom he will work closely.
3.) Provide the employee with information about the company and his
relationship with it.
4.) Instruct the employee on the duties and responsibilities of the job he is to
face.
5.) Arrange suitable follow-up to increase job satisfaction.
INDUCTING THE NEW EMPLOYEE
1. Review the new recruit's job description, curriculum and interview
notes; identify key training needs.
2. Prioritise: break down the induction plan into immediate essentials,
basics to get the employee started on useful work, and further
development.
3. Set an induction timetable typically spread over the first month.
4. Inform team members of the new recruit's start date and role; resolve
any potential conflicts.
5. Appoint a mentor to provide informal support. Consider what part other
team members may have in the induction process (eg explaining
particular activities).
6. Prepare a workspace and organize essential equipment: for example, a
desk, telephone, computer and basic stationery.
7. Set up the employees computer, passwords, telephone and email;
show the recruit how your communication systems work.
8. Introduce the new recruit to the rest of the team.
9. Show the recruit basic facilities (eg toilets, coffee machine); provide a
company handbook detailing any other information which will help the
employee settle in; explain fire and health and safety procedures.
10.Provide background information on the business, including products,
services, key customers, business culture and strategic objectives.
11.Provide basic personnel information (eg pay, holiday arrangements).
12.Clarify the recruit's role and key objectives and the standards you
expect.

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13.Communicate policies and procedures; make them all available, but
focus initial training efforts on the most urgent and important (eg
safety).
14.Use a mix of training methods; focus on hands-on activities, or at least
observation of activities, rather than just providing instruction
manuals.
15.Involve the recruit in real work (with appropriate supervision) as soon
as possible; identify opportunities for early successes.
16.Confirm understanding at every stage, particularly for written
information.
17.Hold frequent informal progress reviews - perhaps on a daily basis for
the first week, then weekly for a month; encourage discussion of
problems.
18.Modify your plans in the light of the recruit's progress and feedback.

DEVELOPING PERSONAL EFFICIENCY

Personal efficiency is the speed at which the system achieves the goals under
specific conditions, with a certain quality and optimal cost or speed of transition
from current state to the desired one.
LEARNING OBJECTIVES
1. Recognize the difference between effectiveness and efficiency.
2. Understand the differences among first-, second-, third-, and fourthgeneration time-management systems.
3. Learn how using an activity log to see how time is spent.
4. Learn the dos and donts of time management.

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Whether you are starting a business for the first time or have run your business for
years, every business owner knows that the demand on their time is one of the
hardest things to manage.
With time being so precious, you need to make every minute matter. So how can
you be at your most efficient each day? What efficient or inefficient routines have
you grown accustomed to in your everyday life?
Improving personal efficiency is not about forcing yourself into a daily regimen of
torture, it is about creating awareness of what you want and discovering a few
natural steps that lean more in the direction of where you want to go.
As a Business and Life Coach I am often asked how one can improve efficiency and
reduce stress and the answer to this is simply that there is no hard and fast rule, no
one-size-fits-all solution.
What works for you will be based on how you think, how you make sense of the
world around you, your life experiences, your habits and so on; essentially it all
starts with our thoughts, whether we acknowledge this by deliberately creating or
whether we proceed out of habits.

HOW TO INCREASE PERSONAL EFFICIENCY

How efficient you are determines how much you can accomplish in a day. Most
people lead busy lives and suffer from the stress of not completing everything that
needs to be done. However, it is possible to work smarter, and not necessarily
harder, in order to successfully complete urgent tasks. Organizing your mind as well
as your physical environment helps you increase your
Personal efficiency and accomplish more in your personal and professional life.

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MOTIVATING THE WORKER

Happy workers are productive workers. But how do you motivate a group of
employees to work hard and help your business grow? Luckily, motivating your
employees doesnt take a lot of flare or even a lot of resources. In fact, it could
require you to just schedule a few minutes on your schedule to say hi.
As a small business owner, you need to maximize revenue and increase
productivity, which means you need your staff to work as efficiently as possible. To
get you off to a good start, follow these top ways to motivate your employees.
1. Communicate Better
If youre nothing more than a face on a newsletter or a name on an email, what
motivation will your employees have to meet your goals? The importance of
employee communications is often overlooked. You should communicate with them
frequently, and actually speak with them face-to-face. Your staff needs to know they
are valued, and communicating in person with them is the best way to show your
appreciation for their hard work.
2. Be An Example
You cant expect your employees to work hard or behave the way you want them to
if you dont lead by example. If you show your excitement about the companys
goals, your employees will get on-board and work to achieve those goals. Good
moods are always infectious especially in the workplace.
3. Empower Them
Give your employees more of a say in how they do their job. Ask for their input and
get suggestions on how they can improve their performance. Most employees have
ideas about how they can be more efficient, but they may not share them with you
unless you specifically ask them. Use regular employee reviews to discuss these
improvements, but dont just ask. If you really want to empower and motivate your
employees, you need to take their advice and implement it. You should also give

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them the authority to make their own decisions, such as providing service for a
client up to a certain point without needing to get prior approval.
4. Offer Opportunities For Advancement
Your employees are more motivated when they know theyre working towards
something. If they think theres no opportunity for advancement, they dont have
much to work for. Nobody wants to work a dead-end job. Motivate your employees
by offering training that gives them the skills they need to climb their career ladder.
Grooming young employees to move on to better opportunities is valuable to you as
well because it enables you to build your companys reputation as a great place to
work.
5. Provide Incentives
Incentives are always motivation boosters and they dont have to be expensive.
You can offer incentives like an extra paid day off, gift cards, tickets to the movies,
or other low-cost ways to show your appreciation. Of course, cash rewards are
always good incentives as well

HOW COMPANIES RATE PERSONAL EFFICIENCY

Every company rates personal efficiency according to the qualities that are
considered significant for its needs.