Senior

ORGANIZATION AND MANAGEMENT High

School
Quarter 2: Week 3
Prepared by: Charlene E. Cadenas
ABM/Teacher II

THE PROCESS OF RECRUTING, SELECTING,

AND TRAINING EMPLOYEES

REMINDER: DO NOT WRITE ANYTHING IN THIS LEARNING MATERIAL.

ORGANIZATION AND
MANAGEMENT
DUMAGUETE CITY NATIONAL HIGH
SCHOOL Quarter 2: Week 3
CONTENT STANDARD:
At the end of the lesson, the learners have an understanding of the process of recruiting,
selecting, and training employees.

PERFORMANCE STANDARD:
The learners shall be able to conduct and prepare job analysis.

LEARNING COMPETENCY:
At the end of the lesson, the learner must be able to analyze the process of recruiting, selecting,
and training employees. (ABM_AOM11-IIa-b-21)

LEARNING OBJECTIVES:
At the end of the lesson, the learners can
K: Define recruiting, selecting, and training;
S: Distinguish facts about recruiting, selecting and training;
A: Appreciate the importance of recruiting, selecting, and training
employees

Let us check what you already know.

Let us watch a video about job interview.

This Photo by Unknown Author is licensed under CC BY-NC-ND

https://www.youtube.com/watch?v=Ln_3AVoBRLk

1. What are the questions being ask during the interview?

2. How did the two (2) applicants answer the questions?
3. Which of the two candidates do you believe the company should hire?

What you need to know? 1

GROUP ACTIVITY
Directions: Choose the appropriate WORD in the box and write the CORRECT answer in the space
provided after the picture.

* Advertisements * Educational Institutions

* Unsolicited Applications * Professional Associations
* Internet recruiting * Labor Unions
* Employee referrals * Public and private employment
* Executive Search Firms agencies
or “head hunters”

1. Why were you able to answer the following questions?

2. Do you have any experiences or ideas about the words and pictures presented?
3. Did you come across similar terminology presented in your other subjects?

Lesson 2 RECRUITMENT

Definition of Terms In the event of a job opening, administrators must be careful

when recruiting and choosing who to bring into the organization.
Recruitment – a set of activities They must see to it that their new recruit possesses the
designed to attract qualified knowledge and skills needed to be successful in helping their
applicants for job position company achieve their set goals and objectives and that he/ she is
vacancies in an organization
suited for the job position and the job design.
Staffing – refers to filling in all Recruitment may either be external or internal. In
organizational job positions external recruitment, outside sources are considered in the
process of locating potential individuals who might want to join
Systems approach to staffing –
is the step-by-step way of filling
the organization and encouraging them to apply for actual or
job positions in organizations, anticipated job vacancies. Unsolicited applications and referrals
considering variables such as from employment agencies and schools are examples of sources
numbers and kinds of human outside the company from which management could select an
resources needed, open applicant who best fits the job opening.
managerial and nonmanagerial In internal recruitment, filling job vacancies can be
positions, potential successors to done through promotions or transfer of employees who are
open job positions, etc. already part of the organization. In other words, recruitment is
within the organization

Methods of External and Internal Recruitment

External recruitment methods include:

Advertisements – through websites, newspapers, trade journals, radio, television, billboards,
posters, and e-mails among others.
Unsolicited applications – received by employers from individuals who may or may not be
qualified for the job openings. 2
Internet recruiting – independent job boards on the Web commonly used by job seekers
and recruiters to gather and disseminate job opening information.
 FIGURE 5.1 Philjob.net.dole.gov.ph is the Philippines’ official job market and labor information portal.

Employee referrals – are recommendations from the organization’s present employees who
usually refer friends and relatives who they think are qualified for the job.
Executive search firms – also known as “head hunters;” help employers find the right person for
a job. Such firms seek out candidates with qualifications that match the requirements of the job openings
that their client company hopes to fill.
Educational institutions – good sources of young applicants or new graduates who have formal
training but with very little work experience. For technical and managerial positions, schools may refer
some of their alumni who may have the necessary qualifications needed for the said job positions.
Professional associations – may offer placement services to their members who seek
employment. Employers may make use of the listings that they publish in their journals regarding
members who are available for possible recruitment or hiring.
Labor unions – possible sources of applicants for blue-collar and professional jobs.
Public and private employment agencies – may also be good sources of applicants for different
types of job vacancies for they usually offer free services while private one’s charge fees from both the
job applicant and the employers soliciting referrals from them.
As mentioned earlier, internal recruitment is done within the
organization. Most managers prefer to follow a policy of filling job ➤ The Department of Labor and
Employment (DOLE) is the
openings through promotions and transfer. In this way, they lessen
national government agency
the chances of losing the organization’s top performers. Recruitment mandated to formulate policies and
may be done by using company bulletin boards, company intranet, implement programs in the field of
labor and employment.
company newsletters, and recommendations from department or
unit heads, among others.
Both external and internal recruitment have their own Definition of Terms
advantages and disadvantages. External Recruitment – refers to
recruitment from outside sources

Internal Recruitment – refers to

recruitment done within the
organization

External Recruitment Advantages

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1. Advertising and recruiting through the Internet reach a large number of possible applicants, thus,
increasing the possibility of being able to recruit applicants suited for the job.
2. Applicants who submit applications and resumes through their own initiative are believed to be
better potential employees because they are serious about getting the job.
3. Employee referrals from outside sources are believed to be high quality applicants because
employees are generally hesitant to recommend persons who are not qualified for job openings.
 4. Executive search firms usually refer highly qualified applicants from outside sources because
they make an effort to check applicants’ qualifications before recommending them to client firms
who pay for their services.
5. Educational institutions know the capabilities and qualifications of their graduates, hence,
increasing the chances of their ability to refer qualified applicants to potential employers.

FIGURE 5.2 Posting advertisements in newspapers remains a popular method of external recruitment.

https://www.pinterest.ph/pin/532621093429718150/

External Recruitment Disadvantages

1. The cost and time required by external recruitment are the typical disadvantages of using this
recruitment method. Advertising job openings and the orientation and training of newly hired
employees from outside sources, as well as sorting out large volumes of solicited or unsolicited
job applications present challenges in budgeting time and money.
2. Another disadvantage of external recruitment is the possibility of practicing bias or entertaining
self-serving motives in the referral of friends and relatives by current employees and in the
recommendation of private employment agencies of job applicants.

Internal Recruitment Advantages

1. Less expenses are required for internal recruitment advertising; newsletters, bulletin boards, and
other forms of internal communication may disseminate information to current employees
interested to apply for job openings within the company.
2. Training and orientation of newly promoted or transferred current employees are less expensive
and do not take too much time since they are already familiar with company policies.
3. The process of recruitment and selection is faster because the candidate for transfer or promotion
is already part of the organization.
4
Internal Recruitment Disadvantages

1. The number of applicants to choose from is limited.

2. Favoritism may influence a manager to recommend a current employee for promotion to a higher
position.
3. It may result in jealousy among other employees who were not considered for the position. Some
may also accuse the management of bias for choosing an employee who is perceived to be less
qualified for the job opening.

FIGURE 5.3 Time and energy can be saved in Internal Recruitment

Lesson 3 SELECTION
Definition of Terms

In many companies, selection is continuous because of Selection – the process of

fast turnover, resulting in vacancies that have to be filled. choosing individuals who have
the required qualifications to fill
Another reason for this is the review of applicants on the waiting
present and expected job openings
list. The selection process typically includes the following steps:
Interview – the determining of an
1. Establishing the selection criteria – Selecting human applicant’s qualifications in order
resources in an organization requires understanding of to gauge his or her ability to do
the nature and purpose of the job position which has to the job
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, 11
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 applicants 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 job 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
5 by
most promising applicants, other characteristics of the applicants may be revealed or observed
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. Informing 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 instructions regarding the company’s rules and
regulations for hiring an applicant must be given in this step.
Interviews are important in determining the qualifications of an applicant and gauging his
or her ability to perform a job. Interviews may come in different forms.
 FIGURE 5.4 Steps in hiring employees effectively

Types of Job Interviews

Structured interview – the interviewer asks the applicant to answer a set of prepared questions—
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 a panel interviewer may conduct the interview of applicants;
three to five interviewers take turns in asking questions.

Similarly, there are different kinds of employment tests administered to measure or test an
applicant’s specific skill or capacity.

Types of Employment Tests 6

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 tests – 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 is enough proof that
management experts are still in search of what could be done to improve the present selection process.

Lesson 4 TRAINING AND DEVELOPMENT

Both training and development are essential to achieve success in
Definition of Terms
today’s organizations. In order to have an edge over their rival
organizations, managers must see to it that their human resources Training – refers to learning
have the necessary knowledge and expertise; training and given by organizations to its
development work toward this end by providing continuous employees that concentrates on
learning activities and opportunities. The typical scope of training short-term job performance and
covers the following procedures: acquisition or improvement of
job-related skills
Conducting the Training Needs Assessment Development – refers to learning
Training needs assessment must be done systematically in given by organizations to its
order to ascertain if there really is a need for training. Managers employees that is geared toward
must first try to observe the business condition and the economic, the individual’s acquisition and
strategic, and technological changes that are happening in the expansion of his or her skills in
 FIGURE 5.4 It is the managers’
responsibility to train their
employees.

Person analysis determines who among the employees need training or retraining. This is to avoid
spending for the training of employees who no longer need it. For example, a department manager pirated
from a rival company to occupy a vacancy in one of the organization’s departments in the same capacity
(department manager) may not need managerial skills training anymore.

Designing the Training Program

This phase involves stating the instructional objectives that describe the knowledge, skills,7and
attitudes that have to be acquired or enhanced to be able to perform well. In short, these are performance-
centered objectives that must be aligned with the firm’s objectives. Another thing to be considered is
trainee readiness and motivation. This refers to the trainees’ background knowledge and experience, so
that the training to be given to them will not go to waste. Different learning principles, like using
modeling, feedback and reinforcement, massed vs. distributed learning, and others influence the training
design’s effectiveness.

Implementing the Training Program

Various types of training program implementation include: on-the-job training, apprenticeship
training, classroom instruction, audio-visual method, simulation method, and e-learning.

Evaluating the Training

The positive effects of the training program may be seen by assessing the participants’ reactions,
their acquired learnings, and their behavior after completing the
said training. The effects of training may also be reflected by measuring the return on investment (ROI)
or through the benefits reaped by the organization, which were about by their training investment.
FIGURE 5.5 Training needs analysis template/model
➤ What are the different learning
principles?

Modeling – the use of personal

behavior to demonstrate the desired
behavior or method to be learned

Feedback and reinforcement –

learning by getting comments or
feedback from the trainees
themselves, from trainers, or fellow
trainees, which can help the
individual realize what they are
doing right or what they are doing
wrong; reinforcement is
accomplished through verbal
encouragement or by giving rewards
such as prizes, awards, and others

Massed vs. distributed learning –

learning by giving training through
 Employee Development
Developing employees is a part of an organization’s
career management program and its goal is to match the
individual’s development needs with the needs of the
organization. The individual employee must know himself or
herself well, identify his or her own knowledge, skills, abilities,
values, and interests, so that he or she could also identify the
career pathway that he or she would like to take. Although he or
she is encouraged to take responsibility for his or her own career,
the organization must, at regular intervals, provide him or her
with the results of his or her performance evaluations and the
organization’s plans or direction that may be related to his or her
own career plans. This scheme establishes a favorable career
development climate for him or her, which may lead, ultimately,
to the blending of his or her career development goals with
organizational goals.

CHOOSE A NUMBER AND BE READY FOR AN INTERVIEW!

Directions:
 Choose from numbers 1-10 and write it on a 1/8 sheet of paper
 Each number contains a different interview question and the corresponding number to each
question will only be shown after you already chosen a number.
 After knowing your question write in on your 1/8 sheet of paper
 You are given 5 minutes to prepare.
 All the students' 1/8-sheet papers will be gathered, and at random, the teacher will call a student
to respond.

These are the following interview questions:

 Tell Me About Yourself
 What are you passionate about?
 Why should we hire you?
 What are your strengths and weaknesses?
 What is your greatest weakness?
 Why do you want to work here?
 What is your greatest accomplishment?
 What are your career goals?
 Where do you see yourself in 5 years?
 Do you have any questions for me?

Assessment
TRUE or FALSE. Answer T if the statement is True and F if the statement is False.

________ 1. Staffing is the filling up of all organizational job positions and

keeping these positions filled with the persons who are most
qualified to do the job.
________ 2. The General Organization Chart is also called Management
Succession Chart.
________ 3. Internal recruitment may be practiced in Companies today.
________ 4. Advertising and Internet recruiting methods increase the
possibility of recruiting applicants best fitted for the job
openings.
________ 5. Panel interview may have higher reliability compared to one-
on- one interview.
Assignment
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Mock Interview
 Look for a Job advertisement here in Negros Oriental
 Prepare a resume and an application letter indicating that
you are applying for the position
 The teacher will act as the interviewer (HR in the company)
 To be submitted the following week
 Rubric is use for evaluation
 REFERENCES

Vibal Group Inc and Helen Ma. F. Cabrera, Anthony DC. Altarejos and Riaz Benjamin. Nature and
Concept of Management. Organization and Management Textbook
Vibal Group Inc and Helen Ma. F. Cabrera, Anthony DC. Altarejos and Riaz Benjamin. Nature and
Concept of Management. Organization and Management Teachers Manual

Silandote G. Jr., (2017) Definitions and Functions of Management (n.d.). Retrieved August 2, 2020,
from https://www.slideshare.net/GeorgeJrSilandote/definition-and- functions-of-
management

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