CHAPTER 5

JOB ANALYSIS

Job or task analysis is an HRM procedure that analyzes the

requirements of the job and not the person. It is an HRM practice
that involves collecting of data about the details of the job relating
to duties, the job requisites necessary to carry out those duties, and
the traits and attributes of the person needed to accomplish the
work favorably. Data gathered from The job analysis will serve as
bases in developing these two important job analysis outcomes:
1. Job description - a job-related document that shows the duties
and responsibilities attached to the job position. It further
indicates how the worker will do the job, and the job's working
conditions.
2. Job specification - shows the specific qualifications and
individual characteristics expected to match the job
requirements. Figure 2 shows a sample job description and job
specification.

Title: Accounting Clerk Reports to: Chief

Department: Accounting Department Accountant
Analyst: Virginia Sasaki Job Code: 11-17
Date Analyzed: Dec. 3, 2018 Date Verified: Dec. 3,
2018
Summary: Assists in the over-all administrative and
clerical functions in the Bunting Department.
Specific duties and responsibilities:
1. Records accurately daily transactions in the general
ledger.
2. Balances ledgers and journal accounts.
3. Reconciles bank and book records.
4. Prepares financial report for audit purposes.
5. Maintains files of accounting documents.
6. Such other jobs that may be assigned from time to
Standards of Performance: To be able to execute the
job effectively, he or she must be able to do the job Very
Satisfactorily.
Job Specifications:
1) Graduate of a 4-year course in accounting or its
equivalent.
2) Good in verbal and written communication.
3) Possesses the ability to perform the job's duties and
responsibilities with less supervision.
4) Must be computer literate.
5) Possesses critical thinking skills.
Figure 2. Sample Job Description and Job Specification
 A job description is extremely important for both employers
and employees. From the employers' standpoint, the job description
gives them the opportunity to find the right applicant for the vacant
position. It also provides factual knowledge about the actual duties
and responsibilities of the employees. On the other hand, a job
description serves as a guidepost to employees in understanding
and defining the scope of their job.

COLLECTING JOB ANALYSIS INFORMATION

Data collection may be done using a variety of methods;
however, some of the most commonly used are interviewing current
employees, observing activities of employees distributing survey
questionnaires, and making use of diaries.
 Interviewing current employees. The job analyst elicits
information about the job from current employees. However, he
may also refer to the supervisors and managers if he needs
more information.
 Observing activities of current employees. Under this method,
the job analyst meticulously observes the incumbents while
performing the job, how they the job, and determines the length
of time it takes them to complete the job
 Distributing survey questionnaires. This is the most popular way
of gather job analysis information. The analyst distributes the
prepared questionnaire to incumbents, instructing them to
answer questions related to their jobs Questionnaires are
gathered in a relatively short period of time.
 Use of diaries. The diary method requires the incumbents to
keep a detailed record of their daily task. If this is done honestly,
this method assures the analyst of the accuracy of data.
All methods concentrate on the collection of very basic job-
related information useful in recruitment and selection. However,
choosing the appropriate method depends on the scope of the job,
and the duties and responsibilities assigned to it. For that reason
before selecting a method, all the pros and cons should be studied
to be certain the meets the goals and objectives of the company.

Important Components of Job Analysis

Job analysis is the process of collecting, interpreting, and
keeping records about the requirements of a job, and the conditions
in which jobs are performed. The following are important
information that a complete job analysis should provide.
1. Job Content - shows the actual duties of the worker, how he or
she performs the job, and the facilities, materials and devices to
be used in performing the job. The job analyst may also collect
further information about the job and might include performance
standards and possible training and development required by
the job.
2. Job Context - this is about the conditions or the environment
where the job is performed. It also specifies the demands such
work requires the employee to do. Some other kinds of job
context data may include environmental conditions,
technologies, structure of relationships, level of autonomy, and
the physical demands of the job on the employee.

3. Worker Requirements - these are qualifications that are

considered by the employer as vital to the successful execution
of the job. This refers to the knowledge, skill, ability, personal
characteristics, and credentials needed for effective job
performance, explained as:
 Knowledge - the intelligence and understanding of a specialized
discipline acquired through formal education and actual
experience.
 Skill - potential capability of a worker to carry out a particular
job, such as decision-making skill, people skill and cognitive
skill.
 Ability - a capacity or competence that allows an individual to do
a specific kind of work. Some examples are ability to work under
pressure, and ability to manage time.
 Personal characteristics - although skills are necessary, most
employers will choose an individual who possess good personal
qualities such as reliability, trustworthiness, and flexibility.
 Credentials - pieces of evidence that will prove a person's
identity or background that will indicate his fitness for the job
like scholastic records, employment certification, and other
relevant documents.

Changes in Work Schedules

Company supervisors and managers may deviate from the
standard or regular working time in their aim to promote a friendly
work environment and increase self-esteem of employees by
allowing them greater autonomy in changing their work
schedules, which include (a) a compressed workweek, (b) flexible
time, (c) job sharing, and (d) telecommuting.
1. Compressed Workweek - This is an alternative work schedule
where the standard five-day workweek is reduced to a lesser
number of days, but with longer working hours. The regular work
hours is eight hours a day on a five-day workweek. In a
Compressed workweek, employees may opt to work on a four-
day, ten-hour schedule, also referred to as 4/10 or 4/40. Both
employers and employees may decide to choose another option
as long as the employee renders a total of forty hours in a week.

2. Flexible time - Flexible time, also called Flextime, gives

workers leeway in selecting their daily time-in and time-out
schedule on the condition that they work a definite number of
hours in a day or in a week. In flexible time, the the total number
 of hours employees are obliged to work are similar as that under
the regular work time. Flexible time gives employers and
employees various benefits. By permitting employees more
freedom in choosing their work time, employers can minimize
tardiness and absenteeism, and increase employee loyalty. On
the other hand, employees can best accommodate both their
family and personal needs, thus they become more productive.

3. Job Sharing - This is a job arrangement where two employees

with temporary or part-time status perform a job that otherwise
can be done by a full-time employee. Since a job position is
shared, compensation is divided between the two employees,
thus reducing their income. Job sharing is suitable in a situation
where one of both spouses wishes to work only part time. It is
more convenient for older workers who are retiring as they will
have more time to rest.

4. Telecommuting - Globalization and technology are drastically

changing the future of work, that is, how we do our jobs and
where in telecommuting, employees connect with employers, co-
workers, and customers via electronic gadgets and other
telecommunication channels. Another form of telecommuting is
mobile telecommuting where employees, whose jobs require
them to be in other places, can use cell phones and broadband
connection to be in contact with their home company.

CHAPTER SUMMARY
1) Job analysis involves gathering data about the contents of the
job relating to duties w involved in performing the task, the job
requisites necessary to carry out those duties, and the traits and
attributes of the person needed to favorably accomplish the
work. Job analysis has two important outcomes: the job
description, which is document that shows the duties and
responsibilities attached to the job; and the job
specifications, which is a statement of an employee's
qualifications that a expected to match the job
requirements.

2) Collecting information for a job analysis maybe done

through interviews, observation survey questionnaires,
and diaries. All these methods aim to collect basic job-related
information necessary in selecting the right fit. Choosing the
best method depends upon the scope of the job, and the duties
and responsibilities assigned to it..

3) Important components of a job analysis are job content

and job context. Job content shows what the worker
actually does, and how he does it. Job context talks about
the conditions or environment where the job is to be
 performed. It also specifies physical and mental demands of
the job.

4) Alternative work schedules such as compressed

workweek, flexible time sharing, and telecommuting give
workers the opportunity to select their working hours to better
meet their family and personal needs.

5) Job requirements reflect the different duties, tasks, and

responsibilities involving in jobs. Job requirements, in turn,
influence HR functions performed by management including
recruitment, selection, training and development, performance
appraise compensation, and various labor relations activities.

CHAPTER 6
RECRUITMENT

WHAT IS RECRUITMENT?
Now that human resource planning and job analysis have
been performed, the company's next move is to find applicants for
possible employment. This is referred to as recruitment. It is an HRM
practice of tracing and enticing probable hires from a pool of job
seekers. The company starts by notifying job seekers about the
qualifications needed to match the particular job and the personal
and professional advancements they can offer. Decisions whether to
recruit from within or externally depends on the company's culture
and recruitment objectives. In the event that managers wish to cut
the workforce size, any job opening is an indication that a
replacement from outside must be found to replace a departing
employee.

Sources of Locating and Attracting Candidates

I. OUTSIDE SOURCES
1. Advertising. Usual manner of locating potential hires is through
advertising. Although television ads, radio, direct mail, and print
ads are effective forms of reaching job seekers, the World Wide
Web should not be ignored as an advertising option. In fact, it is
becoming a trend among the current. Preparing for recruitment
activities requires a lot of effort and time. The firm should be
careful about the contents and design of the advertisement, if it
aims to attract people to join the company. There is no singular
type of advertisement that can be said to be effective, because
it completely depends on a company's circumstances.

2. Walk-Ins. Walk-ins are people who do not apply in response to

any type of advertisement, but rather come into a company,
submit an application and a curriculum vitae, then aspire to get
 the job. Some employers admit that applicants who take the
initiative to apply as walk-ins tend to be more effective and
dedicated employees. Most companies welcome walk-ins and
take the impression that such act is a sign of strong interest. You
can get lucky and be offered an interview right away.
Good public relations dictate that any person contacting an
organization for a job be treated with courtesy and respect. If there
is no present or future possibility of employment in the organization,
the applicant should be tactfully and be frankly informed as such.
Telling an applicant to "fill out an application, and we will keep it on
file" when there is no hope for his or her employment is not fair to
the applicant.

3. Internet Recruiting. The internet is one of the most popular

ways of locating and attracting job applicants. Companies find
this recruitment format less costly because it will reduce
expenses incurred for filed records. On the other hand,
applicants will also benefit from this strategy in the sense that
there will be less expenditures on printing, mailing, and, re-
copying resumes because everything is done online.
4. Employee Referral Program. This is a type of recruitment
approach used by organizations to find applicants through the
help of their existing employees. This method assures the
company that their current employees will only refer suitable
candidates for the vacancy. The referrals may come from their
respective social connections. As a form of motivation, most
employers reward the referring employee with incentives and
bonuses.

There are several ways to increase the effectiveness of

employee referral programs that can be conveyed online or via
word-of-mouth.
 "Up the Ante." Companies pay high commissions to
employment agencies and search firms. So why not do the same
thing with employees when they provide a good referral? Other
recruitment incentives used by organizations may include
complimentary dinners, discounts on merchandise, all-expense-
paid trips, and free insurance. When employers pay higher
bonuses for the right skills, employees are more likely to focus
on people they know in that area.

 Pay for Performance. Some firms save part of the referral

bonus until the new hire has stayed for six months. This
encourages referring employees to help the new hires succeed.

 Tailor the Program. Companies typically need more of certain

types of skills than others, but the referral programs do not
always reflect this. Part of a good referral program is guiding
their workforce regarding the types of people organizations need
 to take in. This includes communicating the skills required and a
reaffirmation of the values and ethics sought in applicants.

 Increase Visibility. One of the best ways to promote a referral

program is to publicly recognize employees who referred the
right candidate. Some companies use new and unique strategies
such as a "dinner with the CEO," or "pick your own prize from the
list." The trick is to make certain that employees see the benefits
they will get from the referral program.

 Keep the Data. Even if a referral does not get the job, it might
be a good idea to store the application letter and curriculum
vitae just in case another opening arises.

 Widen the Boundary of your Strategy. Just as it may make

sense to consider hiring former employees, it may also make
sense to ask them for referrals even if they are not candidates
for the job themselves. A number of companies have mailing
lists of "corporate friends" that can be used to seek out potential
candidates.

 Measure Outcomes. No surprises here. After the program is

implemented, managers need to a take careful look at the
volume of referrals, qualifications of candidates, and success of
new hires on the job. The purpose is to fine-tune the program.
Employee referral is now becoming common in most
companies. However, there are some potential tradeoffs such as
resentment and employee inbreeding, especially when
organizations may choose not to employ relatives of current
employees. The practice of hiring relatives, referred to as nepotism,
can invite charges of favoritism, especially in appointments to
desirable positions.

5. Head Hunters. These are search firms that help companies fill
executive positions.

6. Campus Recruiting. This form of external recruitment is

becoming widespread especially in highly developed firms. This
method forms a strong linkage with colleges and universities to
search and eventually hire students who possess the right fit in
terms of competencies. For some firms and establishments, this
method is advantageous because they will get the chance to
bring on board the sought-after qualities such as determination,
enthusiasm, and focus from young people with bundles of
dreams and willingness to face challenges head on.

7. Employment Agencies. Employment agencies are either public

or private businesses. However, when it comes to providing
employment, both have the same aim-to assist companies with
 their staffing need requirements. In most developed countries,
there is a publicly-funded employment agency and multiple of
private employment agencies.

II.RECRUITMENT FROM WITHIN

While employers normally think that recruiting focuses on
attracting potential employees from outside the organization,
several middle-level managers try to abide by the policy of filling job
openings via job promotions and job transfers. Table 5 shows some
indicators that the firm should be more aggressive in developing
internal talents.
Table 5. Some Indicators of a Poor Internal Filling of Position

1. Key jobs are not filled immediately.

2. Key roles can only be easily filled by an external
candidate.
3. Not every current employee turns out to be the right one
for the job.
4. Preferential treatment is the basis of advancement.

Advantages and Limitations of Recruiting from Within

Promoting from within could make perfect sense due to the
fact that the potential candidate is already a member of the work
team, and managers already know their performance level as well
as their good and bad qualities. Above all, internal recruiting lessens
recruitment and hiring costs. However, before employers consider
internal recruitment, it is vital for them to contemplate on some
constraints such as limiting the number of skilled workers to choose
from, and those not chosen becoming frustrated and undermine the
one that was picked.

Methods for Identifying Qualified Internal Candidates

The proper use of internal recruitment demands an effective
internal process for tracing the most qualified job seekers and
motivating those who see themselves qualified to apply for the job
opening. These internal sources can be traced using a number of
methods:
 Inventorying Management Talent. More firms are
electronically capturing qualifications of each of their employees
using some information to properly spot the skills and
capabilities of their existing employees. This information system
allows the organization to quickly review the workforce pool to
find the most qualified internal candidate to fill the vacant
position.
 Job Posting and Job Bidding. Organizations communicate
information about job openings through a process referred to as
job posting and job bidding. The jobs are normally published on a
firm's data base or on company bulletin boards easily visible to
the employees. It can also be made known through the
company's newsletter, internal vacancy notification memo,
electronic mail, or via public address system. As the position
becomes known, the records of employees interested in applying
for the position are meticulously studied and the potential
candidate is eventually selected for screening. Job bidding is
seen to be more effective if it is for career growth and
advancement.

STEPS IN RECRUITMENT
Before hiring an applicant for a position, a company goes
through the following step-by-step recruitment process:
1. Determine Job Vacancy. A job vacancy within a company may
exist for a variety of reasons. It could be due to retirement,
resignation, job abandonment, and termination. Furthermore, it
could also be attributed to transfer and promotion, or there is
just an entirely new position to fill.
2. Plan How to Fill an Open Position. Once it has been
established that a job vacancy exists, managers should decide
whether to advertise internally or externally, and whether to
take in core personnel or temporary workers. In both cases,
managers are expected to prepare a list of worker requirements
that job candidates must possess. Core employees are those
who were recruited and hired, and ultimately became
permanent employees. Contingent workers assume
temporary work status whose jobs are dependent on some job
circumstances such as seasonal employment contract, or
through the services of an employment agency.
3. Identify the Target Segment. At this point, firms should be
able to pinpoint who they want to hire. A comprehensive plan is
essential to help companies and managers form perceptions
about their target segment. Print, radio, television, and online
advertising are recruitment methods that will help the company
identify their target segment.
4. Reaching Out to Target Segment. After identifying the
segment, companies must set a preferred way to reach out to
their target talents. Some common recruitment techniques
include posting jobs online, job fairs, campus recruitment, etc.
5. Meet-up with Job Candidates. A cardinal role of the
recruitment and hiring team is to make sure that job candidates
have sufficient knowledge of why they are meeting hot up with
them. During this step, recruiters conduct an initial screening to
ensure that job seekers meet the job specifications. This would
 help them in judging the over all background of job seekers
before they render a hiring decision.

CHAPTER SUMMARY
1. Recruitment refers to an HRM practice of tracing and
enticing probable hires from a pool of job seekers. In the
event that managers wish to cut the workforce size, a job
opening is a sign that a replacement from outside must be found
to replace a departing employee.
2. Employee referral programs assure the company that
their current employees will only refer suitable
candidates for the vacancy. The referrals may come from
their respective social connections. As motivation, most
employers reward the referring employee with incentives and
bonuses.
3. In recruitment, the company starts by notifying job seekers
about the qualifications needed to match the particular job and
the personal and professional advancements they can offer.
Discussions whether to recruit from within or externally depends
on the company's culture and recruitment objectives.
4. Employee referral is now becoming common in most companies.
However, there are some potential trade-offs such as
resentment and employee inbreeding, especially when
organizations may choose not to employ relatives of current
employees. The practice of hiring relatives, referred to as
nepotism, can invite charges of favoritism, especially in
appointments to desirable positions.
5. The proper use of internal recruitment demands an effective
internal process for tracing the most qualified job seekers and
motivating those who see themselves qualified to apply for the
job opening. These internal sources can be traced in a
number of methods such as inventorying management
talent and job posting and bidding.
6. Promoting from inside could make perfect sense due to the fact
that the potential candidate is already a member of the work
team, and managers already know their performance level as
well as their good and bad qualities.

CHAPTER 8
EMPLOYEE SELECTION

Employee selection refers to the particular HRM process of

selecting the right person for the right job based on certain specified
criteria, such as competencies, experience, and abilities. That is to
say, employee selection is ruling out unqualified job seekers and
choosing only those possessing the relevant qualifications
inventory. A major explanation why a company should develop a
well-organized selection policy is to maximize hiring effectiveness.
 A wrong hire may be unavoidable, but nevertheless, it could
create critical problems for organizations. It could cost companies a
fortune because of the need to seek for a replacement, not to
mention the compensation you are paying to somebody who may
not even be performing satisfactorily. Effective selection, therefore,
requires a careful study of the suitability of the applicant to the job.

THE SELECTION PROCESS

For most organizations, choosing someone for the job is an
ongoing task. Selection is rather extensive and complicated because
it comprises a set of steps prior to making a final hiring decision.
The series of steps may differ among organizations as well as
the kind and extent of the vacancy to be filled. Thus, every step
should be assessed or evaluated as to its worth to the organization.
Whatever method a particular company wants to use, it should
adhere to the rules of ethics, with reference to what is mandated by
law. Take note that not all applicants should successfully go through
all of these steps. Some may be turned down after the initial
screening, while others may not pass the employment test.

Step 1-Completion of Application

The application form plays a primary role in the hiring
decisions because it introduces a seeker to the company awhile
giving the employer areliminary facts about the job applicant. When
writing the application form, include information that an job-related
such as work history, academic background, and other
specifications. These information are the hates for asking questions
during the job interview. Take note that falsifying information and
data in the application form could put the applicant in hot water. For
example, indicating in your curriculum vitae that you earned a
master's degree business administration from a university, but you
never enrolled in that university and have not taken any academic
units in business administration. People even these in high
positions, frequently exaggerate the qualifications on resumes and
omit unflattering information.

The following are some suggestions for putting together an

application form

1) Application date - putting a dam in an application form is a must.

This allows employers to mark when the form was accomplished
and gives them a clue when to put the form on file

2) Educational background - the form should show blank spaces for

academic records but not the inclusive dates of attendance since
that can be connected with age

3) Experience -virtually any question that focuses on work related

experiences are allowed
4) Arrests and criminal history -queries regarding arrests alone are
unacceptable But questions about conviction and guilty
pleadings are allowed however, the application must state that
answering "yes" will not necessarily disqualify the candidate.
Whether it will or not depends upon whether the conviction is job
related. For exemple, someone convicted for illegal drug use
could potentialy be disqualified for a job working in a
pharmaceutical manufacturing plant

5) National origin -questions about national origin are not

permitted. However, it is permissible to inquire whether the
individual is legumnly penibited from being employed in a
particular country. They must also provide supporting
documents proving such.

6) References -when stating names of references, it is advisable to

inform them in advance as a matter of ethics and respect.

7) Disabilities - this is likely to be a tricky area. Employers are not

allowed to ask applicants questions designed to elicit
information about the type, or seriousness of the disability
Questions about the ability of an individual to perform work roles
however, are acceptable Employers can ask whether an
applicant needs reasonable accommodation, that is, if the
incapacity is observable and if the job aspirant voluntarily
revealed the handicap

Step 2-Initial Interview in the HR Department

The first interview is preliminary and is purpose is to eliminate
applicants who are clearly unqualified on the basis of their apparent
characteristics such as age, height, physical condition, years of
experience, educational attainment, etc

Step 3-Pre-Employment Testing

This will enable an objective evaluation of applicants. Pre
employment tests are necessary to predict the quality of the on
candidate under certain circumstances: The number and kinds of
employment tests differ among companies A careful study should
be made to determine what tests are suitable for measuring the
aptitudes and abilities required by the various jobs in the firm

Step 4-Reference/Background Check.

Organizations check the references of employees in a number
of ways. The most common way is making a phone col Employers
find this method very practical and say to do. It helps them identify
unqualified applicants in a quick manner. But other alternatives
such as faxes, mail, and email are also used as long as they pertain
to the job for which one is being hired. Background checking as
going beyond reference checks it process whereby employers check
the authenticity and accuracy of the information provided by the
applicant in his or her resume, or during an interview Some
commonly used background checks include visiting the academic
institution from which the applicant claimed he or she graduated,
verifying past employment that includes length of service and work
performance, or doing an online search establish the truth about his
or her credentials and job experiences, if later proven that an
employee lied about his or her credentials or fated other personal
information, the employer may eventually fire the employee.

Step 5-Supervisor/Team Interview

After preliminary screening has been conducted, the job
candidate is deemed to be most qualified is endorsed to the unit or
department that sent notice about the vacancy and ultimately
undergo a final interview with the unit or department manager. A
final decision is made and communicated to the Human Resource
Department

Step 6-Medical Exam/Drug Test.

The pre-employment medical tests are administered to ensure
the company that the potential hires physically able, with an overall
excellent health condition, and fit to perform any designated task.
In other words, employers want assurance that the applicant does
not have any serious medical condition that will put him or her and
other employees at risk. This is normally one of the final steps in the
selection process and done prior to a job offer

Step 7-Hiring Decision

Once all the above steps have been executed, it's time to
make the final hiring decisions Even though the candidate seems to
meet the hiring requirements, the hiring team should understand
that the decision should be based on the selection criteria and not
who has and not who has emerged as a front runner because of a
certain positive trait, otherwise, this could cause problems later on.
Thus, to ensure your final decision is truly objective, double check
your selection and hiring standards to make sure that the job fit the
person

Step 8-Job Offer

Now that a final decision has been made and the right match
found, it is time 30 m a job offer. Although verbal job offers are
acceptable, it is smarter to have a written one on hand complete
with the provisions of the job such as working conditions
compensation package, relationships, and even culture. Have it
signed by the candidate and a deal is closed

TYPES OF PRE-EMPLOYMENT TESTS

 Pre-employment tests are means of measuring and screening
the most qualified applicants for the job in terms of attitude,
behavior, personality, etc. Companies may administer some or all of
the following pre-employment tests:

POLYGRAPH TESTS. A polygraph is a type of instrument

specifically used to
Interrogate and investigate an applicant about certain events and
determine whether if the individual is telling the truth or lying when
responding to questions Polygraph test in sometimes called a truth
verification exam and questions normally focus on use of drugs,
theft or other crimes. The moment the polygraph machine detects
significant changes la unusual heart and pulse rates, severe
perspiration or remarkable hand and body movements the machine
will indicate that the person is lying. There is so much bias with it
because most people react indifferently to situations, hence, a
polygraph test may not be ideal in detecting lies

HONESTY AND INTEGRITY TESTS. This type of pre-employment

tests meant to identify and measure an applicant's honesty,
dependability, and even work ethic Typical questions cover views
regarding the frequency of bad behavior and attitude toward work.
Honesty and integrity tests are usually administered to applicants
whose job includes handling money or those the banking industry or
sales and marketing

Graphology. Graphology refers to the analysis of the handwriting

of a person and now also used to interpret a person's character
personality, and national and intellectual capacity. A graphology
expert obtains a handwriting sample and assesses certain features
such as slopes, size, and how the letters are positioned. From the
results of the assessment, the graphologist can form a conclusion
about a person's overall personality

Physical Aptness. Besides knowing a person's personality traits,

managers also demand the assessment of an individual's physical
strength, Practices from the past note that employers put more
emphasis on stamina, vigor height, and weight an essential job
requirements. This is a disadvantage for women and disabled
persons leading to lawsuits. After a Dial Corp plant in Fort Madison,
Iowa, began using a strength test in 2000, the company found self
subject to such a lawsuit. Prior to the tests, nearly 50% of the
people red at the plant were women. Once the test was
implemented, the percentage dropped dramatically. An appeals
court subsequently ruled the test had a disparate impact on women
because although injuries at the plant fell they actually began doing
so after the company instituted new safety rules, which was years
before the strength test was implemented
Medical. The Philippine law explicitly states that pre-employment
examination should be rightfully relevant to the needs of the job.
The medical test should only be performed after the job offer has
been made. In addition, the examinations must be required for a
candidates offered the job.
DRUG TEST. Drug tests are randomly administered to applicants
who belong to specific occupations like transportation military
defense and in the aviation industry, Urine, hair, saliva and sweat
testing are commonly used to detect signs of drug use. Hair
drug test for instance, can detect drug use. A saliva drug test is
perfect during accidents met by employees if a urine test is not
possible Sweet drug test is effective when administered to
employees reporting back to work after testing positive.

Personality and Interest inventories. The aim of this pre-

employment testis to gauge the person's overall personality and
behavioral traits

THE JOB INTERVIEW

Job interview is a formal conversation between a job applicant
and the employers representative it could be done either on a one-
on-one style or with a panel of interviewers. The primary aim is to
assess whether the applicant should be hired or not.
Interviewing is one of the most widely used tools for selecting
would-be employees It is, in fact, a very necessary undertaking of
the hiring team, it goes the employer a first- hand opportunity to
find out about a job candidate's work history academic
qualifications, growth and advancement experiences, and other
personal attributes that are seldom revealed in the resume or
curriculum vita
The interview also gives would-be employees the chance to
ask about the company's processes and expectations. While there
may be some doubts about its credibility the interview will remain a
part of the selection process
Nonetheless, the interview may be negatively influenced by
personal and subjective judgments in these instances, the
judgments of different interviewers may vary dramatically, and the
quality of the hire can be called into serious question
Here, we review the characteristics, advantages, and
disadvantages of various types of employment interviews. We
highlight the fact that the format of the interview strongly,
influences the success of the hiring process.

1. The Unstructured Interview. This is a form of interview in

which questions are not ascertained ahead of time. It has a
tendency to be a bit unrestrained and free flowing, comparable to a
regular chat. However, it can at times be viewed to be very
investigative in nature because it allows for more questions to
evolve during the interview, which are normally dependent on the
answers of the interviewees. The Interviewer asks open-ended
questions, like "why should we here you" and "why do you want to
work with us,” permitting the applicant to answer the questions
without restraint

2. The Structured Interview. This when all questions are

prepared beforehand Structured interviews have uniformity, which
means each person being interviewed is asked the same set of
questions in precisely the same order and in precisely the came
way.
Within the general category of structured interviews is the
station interview wherein the job seeker asked to respond to a
specific situation he or she may face on the job. This type of
question is designed to draw out more of the analytical and
problem-solving skills of the applicant.

3. The Panel Interview. This type of interview involves a group of

interviewers who alternately pose questions to a certain job
applicant. Typically, there are three to five interviewers during the
panel interview

4. THE COMPUTER AND VIRTUAL INTERVIEWS. Virtual

interviews, also known as digital or video interview allows people to
conduct an interview in an automated manner by conducting it
online. The interviewers use virtual interview as a standard way of
assessing the potential of the candidate

COMMON JOB INTERVIEW QUESTIONS

A job-interview is cor of the most significant steps in people
selection because a both the employers and those seeking jobs Very
importantly, assists managers in gathering additional facts about
job candidates which may not be disclosed in the
Although is not safe to make assumptions about what questions will
be asked during a pre-employment interview, a job applicant can
anticipate and prepare his or her responses to some of these most
commonly asked questions during a job interview:

How would you describe yourself?

This is most likely the lead off question in any interview session.
This question gives job interviewer first-hand knowledge about you
and your personal attributes Start my showcasing yourself, your
educational background and other job-related personal frmation
most of all say why you think you are the perfect match the
company needs.
other words, create an enticing first impression without appearing to
be boastful Da make the mistake of underwing yourself because it
could be a fatal error
What made you want to work with us?
When you answer, remember to put stick to what is true Mane it a
point to always aut a genuine feeling on your responses. It is better
to give the interviewer the perception mat you are very determined
to embrace opportunities rather then giving him the ide at you are
trying to get out of a bad workplate condition. Remember, never
badmouth your previous or narent organization, supervisor, or
colleague.

If we hire you, how could you help in the achievement of the

company's goals?
The interviewer will ask you atinot your qualites and traits that will
qualify you or the job. Be ready to explain why you are the applicant
the company wanted to hire without sounding pretentious

What are your reasons for leaving your previous job?

This is a very condid interview question. Clearly, the internewer
wants to know you left your previous job or your current position.
The only way to respond to this tion to tell the truth. Additionally,
the interviewer is trying to detect whether you are a loyal reliable,
arid sensible person.

What are your goals for the future?/What is your personal

vision in life?
This question is intended to find out if you will stay with the
company or resign as soon in you find a better opportunity. Your job
is to assure the interviewer of your commitment and that your goal
is to grow with the company

Additional Pointers
Prior to the Interview session, find time to study about the
company and the position you are applying for. The more
information you have the better armed and confident you will be in
answering the interview questions. There is nothing better than to
come prepared with a ready answer. Above al, never allow your
nerves to win over you on interview day
Make sure too that your attire has just as much impact on
your success. Keep in mind that an interviewer's first impression is
often a lasting one, So, the manner in which you carry and package
yourself during a job interview is always important. Take note that
whether you are a male or female never ever wear blue jeans, as
well as very loud and bright slothing. They are great turn-offs
instead always dress in a way that is suitable to the position you are
applying for
Doing well at a job aerview means coming prepared. Here are
some job interview DOs and DONTS 10 guide you in your job hunt
and to maximize your chances of getting hired
JOB INTERVIEW DOS
1. Dress to advantage Wear an outfit that most praper to the job or
position you are interviewing for otherwise, could be a qualifying
mark
2. Be on time. Being early is a sign that you are determined to get
the job. If you cannot come on time, it will suggest to the
prospective employer that your intention is not genuine.
3. As you are meeting with the interviewer, express your greetings
with a pleasant smile and a form and full handshaka. A strong
handshake is an indication of confidence and gratitude
4. Bring a copy of all pertinent papers including an extra copy of
your resume You'll never know, the interviewer might ask for it
5. During the terview, pay full attention to the questions and always
be ready to provide sensible and polite answers
6. Be certain that you completely understand the question and be
sure to clarify points that you feel unsure about
7. Maintain eye contact. Throughout the interview, look at the
interviewer straight in the eye. Bowing your head indicates that you
lack self-confidence you lack self- confidence
8. Emphasize your accomplishments without being too canceled
Doing this will
prove that you will be a valuable resource to the company
9.When answering to questions, support your description about
yourself with a detailed example, if the situation asks for it.
10. Be in-depth with your answers and precise with your
statements.
11. Ask questions about the job. Doing the will give the company a
chance to figure out whether you are truly eager to join them. You
will also be sole prove your speaking skills.
12. Convey a sincere thank you message to the interviewer to
express your gratefulness for the time he/she took to meet you

JOB INTERVIEW DONTS

1. Don't arrive late. You need some time to fix yourself or go to the
powder room
2. Don't munch sameching chewy while naungan interv
3. Don't drink alcohol and smoke a cigarette prior to the interstw
4. Don't respond to mobile cals and messages, tu common sense to
staff c phones once you are facing the interviewer
5. Don't mention anything negative about your former boss or
cofluguns.
6. Don't manifest restless movements because you are inviting
negative ene could spoil your chances of getting the job which
7. Dont Lying a big NO. Avoid your temptation to falsify your skills
and accomplishments just to get hired
8. Dont make long "pouses" while thinking about the answer. Avoid
using slang terms such as "ahh or "uhm. This can mean you do not
know how and what to say
9. Don’t tell jokes or discuss family issues
10. Don't inquire about compensation and other company perks
until you get a job
11. Don't bring your parants or anybody else to the interview. It
could indicate
immaturity
12. Don't respond with a plain "yes" or "no" Tell your talents and
your Nobody will do it for you. Give detalled description

ARE YOUR QUESTIONS LEGAL?

The entire subject of what is legal or legal in an employment
interview gets pretty mplicated. Questions should focus on the
individual's qualificators. Human naures ersonnel must be mindful of
what is permissible and not
During an interview the applicant has as the rights and
prdleges to refuse to
spond to interview questions that are unrelated or has nothing to do
with the job udies show that withholding or refusing to respond to
irrelevant questions may affect appicent's chances of getting fused,
or the interviewer may forma negative opinion out the individus, ur
worse he or she may be judged improperly
So what could be the appropriate response? It depends on
you. However, you may ow the following options: (a) answer the
question briefly and switch to another topic frankly tell the
interviewer that the question makes you uncomfortable, or (c)
directly the inter fewer that the questions unwful.
In either case you may döplease the interviewer who very
probatily won't hire But do not feel bad, instead, rejoice and do not
let it turn your word upside down cause you will never be happy
with an employer who violates the law! Terminate the
erview at will.

The examples of appropriate and inappropriate questions are shown

in Table 6. These serve as guidelines for pre-employment interviews
Table 6. Permissible and Nonpermissible job Interview Questions
PERMITTED
What education did you complete? What school) did you attend?
Do you possess a college degree?
Do you have a diploma or its equivalent?
What work experiences qualify you to work with us?
What licenses and certificates can you present for this position
What name(s) do you use in your educational and employment
records?
• Have you worked for any company using another name?
Who referred you to apply here?
Where do you live?
How long have you stayed in your present address?
Are you a member of any professional organization?
Do you have relatives that employed with us or with our
competitors?
Are there particular hours that you cannot work?
Have you been convicted of a crime?
Do you have any concerns about wearing a uniform>
NOT PERMITTED
What year did you graduate from high school or college?
How old are you? What is your birthdate?
What is your sexual preference?
What is your religious affiliation?
From where is your national origin?
what place are your parents from?
What is your maiden name?
Are you single, married, widowed, annulled, or separated?
What is your spouse's name? What is his or her job?
Do you have physical incapacities that would hinder you from doing
the job you applied for
Do you own the house you live in?
Do you live alone or with companions?
How are you related to those you live with?
Are you in a relationship?
Have you ever been arrested?
Are you a member of a union?
How do you prefer to be addressed Mr., Mrs., or Miss7

MAKING A FINAL DECISION

After all the preliminary and Bnal interviews and employment
tests are administe the next essential step for the hiring committee
it to make a final decision, Because the importance of their choices,
the hiring committee should meticulously look into the Qualifications
inventory of the potential hire prior to making a job offer
In almost all big companies, officially notifying the potential
hires is most often the responsibility of the human resource
department When assessing the top choices, be sure to select the
candidate that matches the selection criteria and not just on the
basis of one positive trait that seems striking to you.
In applying for a job, you have already in mind what company
you want to work with Typically, you will pick one that gives you an
attractive compensation, a friendly atmosphere, accommodating co-
workers, and above all a job that you will love doing.

CHAPTER SUMMARY
1. EMPLOYEE SELECTION refers to a particular process taken by
compames in selecting the right person to the right job based on
specified criteria, such as competence experience, and abilities. This
means ruling out unqualified job seekers and choosing only those
possessing the relevant qualifications inventory. A major
explanation why company should develop a well-organized selection
policy is to maximize hiring effectiveness.
2. The series of steps may differ among organizations as well as to
the kind and extent of the vacancy to be filled. So much so that
every step should be assessed or evaluated as to its worth to the
organization, Whatever method a particular company wants to use,
it is necessary that it adheres to the rules of ethics with reference to
what is mandated by the law.
3. Pre-employment tests are means of measuring and screening
the most qualified applicants for the job, in terms of attitude,
behavior, personality, #C
4. Job interview is a formal conversation between a job applicant
and the employer's representative. It could be done either on a one-
on-one, or with a panel of interviewers. The primary aim is to assess
whether the applicant should be hired or
5. Prior to the interview session, find time to study about the
company and the position you are applying for. The more
information you know, the better armed and confident you will be in
answering the interview questions. There is nothing better than to
come prepared with a ready answer. Above all, never allow your
nerves to get the best of you on interview day
6. After all the preliminary and final interviews and employment
tests are administered, the hiring committee's next step is to make
a final decision. It is essential that the hiring committee
meticulously look into the qualifications inventory of the potential
hire before making a job offer.

CHAPTER 8
TRAINING AND DEVELOPMENT

UNDERSTANDING TRAINING AND DEVELOPMENT

Training becoming more and more indispemoble to the
success of prose day frms who constantly curare just to keep ahead
ofther competition. It cannot be denied cur training play a key role
in sustaining and enforcing the core competencies of fi Hence, Ithas
become a contratcomponent of the company's strategic
management activity Apart from this, the rate of technology
advancement is somatic that employees should constantly upgrade
tee skill sets in response to newer enronmental developments A
competitive anument makes it important for organizations all over
the world together upgrade the capabilites of their human resources
to enable them to manage and deal with challenging assignments
Training is a planned learning experience intended to enhance
the competence expertise, aptitude and performance of an
individual in his or her current job, whe development is a planned
taming experience designet to enhance and improve competences
of an individual for a possible future task
Employee training and development is an indispensable part
of the function aims at improving the performance and productivity
of the employees, in training the employees are imparted technical
know-hows related to their present job. The main objective is to
extend growth and advancinant opportunities in conforminy with
company goals and objectives
In contrast development requires educational process which
concerned with the further growth of the employee. Basically,
development prepares employees for future challenges and a
potential climb up the corporate ladder. After the training and
development sessions myses are expected to bring back to the floor
whatever leaning they have gained during the actity.

STEPS IN TRAINING
Traning and development have been defined and
differenciated, and the purposes of
ath stated. Figure 3 shows the major steps in training and the
analysis of organisational
and trainees, which is the heart of any training and development
program. A training and development program that does not
respond to the identified need of the mandes would not be effective,
and therefore becomes meaningless. Shown below and e detailed
steps of the training process:
1. Analyze Training Task
2. Develop Training Objectives
3. Organize Training Content
4. Determine Training Methods
5. Select Training Resources
6. Complete Training Plan
7. Deliver Training
8. Assess Training

ANALYZING ORGANIZATIONAL AND TRAINEE NEEDS

At the center of the model the method of knowing both the
tran organizations needs. One technique of identifying what training
med ll be formulate to help both employees and organisations
accomplish the gas is through the training needs assessment survey
form. Tres form wit help the organicely what trainer skits and
competencies should be further enhanced List of saminartopresan
arributed pytrainees curing them to mark the topic they belem they
need a great extent of taking it only then that the tranenmanager
can start preparing for the training session Other than knowing the
needs of employees illy necessary to take into account the needs of
the organization. Does the company greatly need competent
workers, supervisors, and managers? Once this is known, time to
identify what training can stily those needs
1. Prepare a detailed task analysis. Now that the orgiesamion
and trainee needs have been identified, the inital stop is to prepare
a comprehensive task analysis. A tack analysis a specific illustration
of the assertial the needed for the effective delivery of the training
session such as computers loptops, thaes tables, writing supplies
and other important resourras istu assume for vistance, that the
cuts of the anes needs assessment reverted that knowledge about
Time Management was the favored training topic of the trainees,
then the task analysis should hou Tamers need to snow about Time
Management
2. Formulate learning objectives. Begin by withing down the
purpose of the tram then indicate what you expect the tramees
should know what behavior should be improved and what skills
should they acquire and thevvip after the training
3. Create an instructional design. Now that training objectives
have been formulated construct a program that is ANCHORED to
your learning objectives, on resurance that you do not deviate from
the purpose of the training. This will assist you in wining the key
comments of the program, including whes to start and end the
entire му
4. Decide what training methods to use. Luckily, traning
methunts are not "one size fits all. Therefore you can thouse from a
variety of catures that will fit the needs of your trainees, such an the
interactive type, lecture, group discussion digt applications, or a
combination of each and other techniques
5. Make a list of the required instructional materials.
trucconal mataas ni resooms are attential componems of any ar at
trang activities that arm to address knowledge and sets
improvement and ancient. The best approach is determining what
appropriate training materials to use le to go into your warning oves
and traing methods you intend to use Typical resources may include
6. Outline an action plan. After the warning objectives have been
formulated instructional design complerad, Training methods
decided and training materia denied, the next thing to do is to write
an action plan that clearly and concisely shows established quals,
appropriate strategies, support people or individu porate for
everyans and strategy and a timeline for every action and monetary
concerns
7. Implement the program. With a well-prepared and organized
action plan on hand, you are now ready to share your knowledge
and expertise on a given subject. A good presentation is interactive,
that is, the trainer must know how to capture. the attention of the
trainees by asking effective questions. During the training session,
the trainer should constantly maintain eye contact and immediacy
with the audience to draw their attention to your presentation.
Other important ingredients to effective presentation are good body
posture, friendly voice expression and good communication and
motivating skill.
8. Evaluate results. When the training has come to an end, the
trainer's job is to objectively rate the effectiveness of the training
session.

TRAINING METHODS FOR NON-MANAGERIAL POSITIONS

Business firms consist of diverse workforce performing varied
roles. Whatever gory they belong, the fact remains that everyone
needs upgrading of skills and ledge. A broad array of training
techniques and resources are available to assist managerial
employees to improve their performance. Among them are:
On-the-Job Training (OJT)
So far, on-the-job training or OJT is the highly used technique
for training non- managerial employees.It is assumed to be a means
of educating and familiarizing trainees with the work climate they
will ultimately become part of
During the training, the trainees get hands-on experience of
the work situation with dance from their supervisors or other
trainers who act as mentors. It gives rise to a erful workforce and
offers employers a better comprehension of their employees, etency
base, On-the-job trainees make use of tools and other training
materials ly available in the work area.
The more an organization spends on its workers via on-the-job
training, the bigger probability of keeping them, as they feel
appreciated and valued.

Apprenticeship Training
This is an expansion of the on-the-job training Generally, this
type of training is ded to technical people like the mechanics,
electricians, welders, carpenters, etc work under the tutoring of a
specialist in each type of job.
Apprenticeship training is somewhat challenging, yet very
fulfilling in the sense that de from earning an income, the
apprentice can also gain added qualifications and more skills that
may meet local and/or international standards.
By having apprentices, a company is assured that its
workforce possess the technical and qualifications it needs. This in
effect, increases efficiency and enhances mpetitive edge toward a
secured future for the company.

Classroom Training
Classroom instruction is commonly used when a big audience
must be taught. egular classroom instructions last for several hours
or could run for several weeks. Some may have more than twenty
participants who possess varied levels of knowledge competencies;
however, class size may not necessarily be a significant
In a classroom instruction, various training techniques such as
video and power point presentation maybe used. This method could
be costly because of certain expenditures for space rentals or travel
allowances
If a classroom instruction is necessary and needed, the
company has two choices. whether to get an in-house trainer or
outsource one. When deciding which option to take the company
should seriously deliberate who has the proficiency to deliver the
instructions and who can provide the best presentation.

Programmed Instruction
 This method of training does not need the intervention of a
trainer. Sets of questions and problems are given to the trainees
who are requested to read each set of problem and provide the
corresponding answers. Feedback as to correctness of the answers
is communicated after each response."
This method of training involves presentation of questions,
facts, or problems to the trainees if the answer is right, it is
communicated immediately, then trainee proceeds to the next step.
However, if the answer is wrong, explanation is given, and the
trainee is given the chance to retry.

Audiovisual Method
Almost all of us have gone through a training program that
utilizes audiovisual equipment, whether in lectures, slide
presentation or discussions. This kind of training is prevalent in the
corporate world, and as a matter of fact, in almost all places that i
education is needed
Audiovisual methods have highly progressed since the earliest
times of the chai and board, Companies are presently embracing
new ways of delivering trainings through the use of both audio and
visual aids such as computers, laptops, and other more advanced
technology that will significantly contribute to a more engaging and
interactive presentation
Other effective forms of audiovisual training techniques are
teleconferencing and videoconferencing. Firms can utilize this
method to share knowledge to trainees in various sites thus,
allowing them to interact with one another.

Simulation Method
Simulation training is used as a method to coach trainees
about the skills needed in a real-life situation. It gives a realistic
experience and is extensively used in the corporate world. The term
simulation implies an imitation of a real-life process oftentimes via
an electronic gadget. Companies involved in high-risk activities use
simulation training to facilitate realistic outcomes free from harm, at
the same time avoiding adverse consequences. Types of simulation
training include those in the aviation, military, and shipping
industries or those in the clinical practice.

EXECUTIVE DEVELOPMENT PROGRAMS

There are multiple developmental processes to improve the
level of productivity and performance of middle and top level
managers, in recent years, development programs for managerial
employees have significantly increased in popularity This is because
many experienced baby boomer managers have begun retiring and
firms are having hard time replacing the expertise they provided. In
one study cited in an American Society of Training and Development
paper, 70% of companies reported moderate to major leadership
shortages, and many expected the problem to get worse.
 In contrast to non-managerial positions, the process used for
executive development different in terms of their roles, functions,
and level of responsibility. Here are some executive development
programs companies may follow:

Symposium, Conferences, Workshops

Symposium is an official gathering where attendees are
specialists and experts their own field of discipline. During a
symposium, these people introduce and communicate their
viewpoints or perspectives on a selected subject matter. On the
other and, a conference refers to a meeting where attendees share
their ideas and thoughts e several business issues. All activities are
pre-arranged and include deliberation and salogue among the
participants on certain corporate matters. A workshop includes all
the basic components of a seminar, except that the bigger part is
engaged on hands-on- experience

Case Study Method

The case study method can be utilized to enhance decision-
making skills, boost eam spirit, improve communication and social
skills, and reinforce the analytic skills of ainees. The objective of the
case study method is to let trainees learn known theories and
philosophies and discover new ones. In the case study method, the
trainees are nded with some written notes showing some
complicated information about a real- or fictional organization. A
sequence of discussion questions appear at the end of the e for
trainees to analyze and ultimately come up with workable solutions
to the case an hand. After this time, the trainees meet with the
trainer to present the solution and rap up the session.

Management Games
Management games help make training more conversational,
pleasurable, and gaging with a great deal of knowledge to bring
back to the work area. However, it st be noted that games must not
be taken as a mere play because there are plenty of fications for
doing so, such as:
1. it stirs real-life situations of what the game is trying to
communicate, and It 2. is definitely entertaining and loaded with
experiential learning in just a short span of time.

Role Play
Role play is a type of an executive development method in
which every trainee is en a function to accomplish. Each is provided
specific explanation of the task, issues on hand, purpose, duties,
responsibilities, feelings, and emotions that they may face For
tance, a situation could be a conflict among employees, grievance
handling, or issues leadership style, etc. Once the participants are
familiar with their roles, they act out assigned role by interacting
with one another Role play aids in creating stimulating
communication skills, and its effect on others

CHAPTER SUMMARY
1. Training is a planned learning experience intended to enhance
the competence, expertise, aptitude and performance of an
individual in his or her current job, while development is a planned
learning experience designed to enhance and improve
competencies of an individual for a possible future task
2. At the middle of the Needs Centered Training Model is the
method of knowing both the trainee and organizations needs. One
technique of identifying what training needs to be formulated to
help both employees and organizations accomplish their goals is
through the training needs assessment survey form. This form will
help the organization Identify what trainee skills and competencies
should be further enhanced.
3. Business firms consist of diverse workforce performing varied
roles. Whatever category they belong, the fact remains that
everyone needs upgrading of skills and knowledge. Abroad array of
training techniques are available to help non-managerial employees
improve their performance Among them are on-the-job training
apprenticeship training, cooperative/internship training, classroom
instruction, programmed instruction, audiovisual method, and the
simulation method.
4. For over several years, management development programs have
tremendously grown in importance because so many experienced
baby boomer managers have begun retiring and firms are having a
hard time replacing the expertise they provided. As to training those
in the non-managerial positions, the techniques being used are on-
the-job-experiences, symposium, conferences, and workshops, case
studies management games, role playing, and behavior modeling.