PART II: ACQUIRING HUMAN RESOURCES

Selecting Applicants Employee

EDUC 615 HUMAN RESOURCE MANAGEMENT

RICHARD M. BAEZ
Presenter

ELSA C. CALLO, Ed.D.

Professor
 PART II: ACQUIRING HUMAN RESOURCES
Selecting Applicants Employee

1 Describe the steps in the selection process

and identify and summarize basic
Learning Outcomes

selection criteria that organizations use in

hiring new employees.
2 Discuss popular selection techniques that
organizations use to hire new employees.
3 Discuss the selection decision itself.
4 Identify and summarize the basic legal
issues in selection and discuss the
importance of evaluating selection
activities.
 Selection Process

Gather
Make decision
information Evaluate
The recruiting about
about pool of qualification of
process employment
qualified each applicant
offers
applicants

Knowledge, Qualification
skills, and to job
abilities Explicit standards
(KSAs)
standards Requisite
Education and
experience Implicit skills and
Attitude Standards abilities for
towards work position
Impressions Rank-order
 Basic Selection Criteria

Education and
Experience

Skills and
Abilities

Education
Personal diplomas, advanced degrees, or
Characteristics specialization

Experience
individual familiarity with work
Hiring for Fit
ability to work
 Basic Selection Criteria

Education and
Experience

Skills and
Abilities

Personal
Characteristics
The assessment of skills and abilities is
mixed in terms of objectivity.
Straightforward (hard skills) (objective)
Skills for functioning in group situation
Hiring for Fit (soft skills) (subjective)
 Basic Selection Criteria

Education and
Experience

Skills and
Abilities

Attention has been paid to assessing

Personal
Characteristics the big five personality traits.
Neuroticism
Extraversion
Openness to experience
Hiring for Fit Agreeableness
Conscientiousness
 Basic Selection Criteria

Education and
Experience

Skills and
Abilities

Personal Choosing someone who is a good fit

Characteristics for the larger organization.
A persons personal values fit the rest of
the organization.
It is based on values and personality.
Hiring for Fit
 Basic Selection Criteria
DepEd. Order No.7 s. 2015. Hiring Guidelines For Teacher I Positions Effective School Year
(SY) 2015-2016
Education Personal
Methods of Skills and Hiring
CRITERIA and Character-
Validation Abilities for Fit
Experience istics
Education (20 pts.) GWA (OTR) +
Teaching Experience Service Record +
(15 pts.) / Certificate of
Employment
LET/PBET Rating (15 Certificate of +
pts.) Rating (PRC)
Specialized Training Training +
and Skills (10 pts.) Certificate/s
Interview (10 pts.) Interview + + +
Rubrics
Demonstration Rubrics + + +
Teaching (15 pts.)
Communication Result of EPT + +
Skills (15 pts.)
 Basic Selection Criteria
CSC MC No.1 s. 1997 and such other issuances that may thereafter be issued by the Civil
Service Commission (CSC)
Application and background
Unqualified
check
Qualified

Employment Test Performs poorly

Perform well

Interviews Poor impression

Good impression

References and
Negative feedback
recommendations
Positive feedback

Physical Examination Physically unfit

Selection Decision
A sample selection system by Denisi and Griffin (2012)
 Application and Background Checks

Employment application
1. Weighted application blank
2. Biodata application blank
Weighted application blank Application and Background Checks
Biodata application blank Application and Background Checks
 Employment Tests

Cognitive ability tests

Psychomotor ability test
 Employment Tests

Personality tests
1. self-report inventory
2. projective technique
3. integrity test
self-report inventory Employment Tests
projective technique Employment Tests

What do you see in the picture?

 Employment Tests

Do you think most people would cheat if

they thought they could get away with it?
_______________________________________
_______________________________________
_______________________________________
_______________________________________
_______________________________________
integrity test

_______________________________________
_______________________________________
_______________________________________
 Work Simulations

Involves asking the prospective employee to

perform task or related activities that
simulate or represent the actual work for
which the person is considered.
 Personal Interviews

Types of Interviews
1. Structured employment interview
2. Semi-structured employment interview
3. Unstructured employment interview
4. Situational interview
 Personal Interviews

Types of Interview Examples

Structured What are your strengths?
employment weaknesses? How do they affect
interview you as teacher? Cite a classroom
situation wherein you had
successfully overcome your
weaknesses by utilizing your
strengths.
Semi-structured How can you contribute success
employment to this organization?
interview
 Personal Interviews

Types of Interview Examples

Unstructured (The interviewer scans the application form and
asks questions based on the information that
employment have been supplied.)
interview I see that you love teaching
mythology and folklore? Why?
(The interviewer listens to the responses of the
applicant and spontaneously ask a follow up
question based on the applicants responses.)
What do you consider as the
greatest myth in your life? Why?
Situational interview If one of your students tells you
that your are the worst teacher
that he/she ever had, how
would you react?
 Personal Interviews

Interview Errors
1. First impression error
2. Contrast error
3. Similarity error
4. Non-relevancy
 Other Selection Techniques

References and Recommendations

Assessment Centers
 The Selection Decision

Hire the highest-ranked candidate.

Draw line between those who qualify
for the employment and those who do
not.
 Selection Errors
Selection Errors by Denisi and Griffin (2012)

Predict I II
Prediction about the future

success (False positive) (Hits)

(hire)

Predict
III IV
failure
(Hits) (False Negative)
(reject)

Fails Succeeds
Actual future performance
 Making the Job Offer

1. Given over the telephone

2. Formalized letter is then sent to the
applicant
3. Offer document should be reviewed by
legal counsel
4. Terms and conditions of employment
should be clearly identified
5. Selected candidate should:
Sign an acceptance of the offer
Return the signed acceptance to the employer
6. Employer should place it in the candidates
personnel files
 Legal and Effectiveness Issues in
Recruiting and Selection

Helping the organization defend itself

in discrimination cases is one of the
most important areas in which the
human resource manager can make a
contribution to the firm.
 Legal and Effectiveness Issues in
Recruiting and Selection

RA 8190, "An Act Granting Priorities to

the Residents of the Barangay,
Municipality, or City Where the School
is Located in the Appointment and
Assignment of Public School Teachers"
Legal and Effectiveness Issues in
Recruiting and Selection