Selection of

Human
Resource
By: Ruby Jane T. Magdadaro
Selection
➢ Can be defined as the process of

determining from among the

applicants who can meet the job
requirements and can be offered the
vacant position in the organization.
Selection (cont’d)
➢ The different departments of the
organization make personal requisitions
to the HRD on their manpower
requirement through a PERSONNEL
REQUIREMENT FORM (PRF) duly
approved by the management concerned.
This PRF specifies the following:
❖ The positions and the number
required.
❖ The job specification - What is
required to do the job.
❖ The personal qualities needed for a
worker to do the job successfully.
Selection Procedure on
How to Get the Most
Qualified Applicants
1. Stage 1 - Establishing selection procedure.
Successful employee selection is dependent on a
clear understanding of a job’s components.
2. Stage 2 - Identify and choose selection criteria,
predictors and instruments to be used.
3. Stage 3 - Gather and evaluate information about
applicants.
4. Stage 4 - Make communication decisions whether to
select or reject.
 Who makes the
selection decisions?
➢ The HRD is a staff department and as
a functional authority to assist the
line managers in all related personnel
functions. It is the functional
authority of the HRD to screen the
applicants and to submit the names of
those who passed the initial
screening to the operating
department for its final decision on
whom to select and finally hire for the
job.
Selection and Job Matching
➢ Selection tries to match the personal
qualities of the applicants with the job
requirements.
➢ In the selection process we cannot
separate the person from his personal
characteristics.
➢ Test and interviews commonly focus on
the applicant's social abilities as well as his
task abilities.
The Selection Process
➢ The employer can think of the selection
process as a series of hurdles the
applicants must clear in order to obtain the
job. Each hurdles eliminates some
applicants from contention.
➢ Often employers use bio-data (information
from applicants and resumes) is the first
step in eliminating applicants.
➢ The HRM manager must be able to devise
the most valid instrument in determining
the job selection process.
The Selection Process
● These are some styles of interview:
a. Structured interview
➢ Directive interview is usually structured.
Structured interviews are usually more effective
in promoting equal opportunities for all
applicants.
b. Unstructured interviews
➢ Is where the applicants takes the lead. The
unstructured interview provides no specific
reference and the applicant is given a free hand
in talking about himself and the interview makes
an assessment.
c. Panel or round-table interview
➢ Is usually done for managerial and supervisory
employees.
 Preliminary Screening

Application Form

Testing and Evaluation of Result

In-depth Interview

Evaluating

Physical Examination

Placement
1. Preliminary Screening
➢ The first step in the assessment of an applicant for
the job is the initial interview or preliminary
screening. The following personal traits and qualities
are the important things to consider in the
preliminary screening process:
a. Aptitude and interest indicator natural
abilities, capacity for learning, and desires to
do certain jobs.

b. Attitudes and needs indicate an applicant’s

frame of mind, emotional and mental maturity,
sense of responsibility and authority, and
future motivation.
1. Preliminary Screening (cont’d)
c. Analytical and manipulative abilities indicate
thinking process, intelligence level, and ability t
knowledge effectively in any assigned task.

d. Skills and technical abilities indicate ability to pe

specific operations and technical aspects of the job.

e. Health, energy and stamina indicate physical abi

perform the assigned task satisfactorily, especially
involving manual and managerial duties.

f. The person’s value system provides a clue to motiv

goals, objectives and work values and perseverance.
2. The Application Form
➢ The applicant is required to fill out the
company's official application form after
passing the preliminary interview.
➢ Application forms vary from company to
company. Employment details are
important during the interview process.

Graphology

Graphology is the art and science of the

analysis of the individual’s traits through
his handwriting.
3. Testing and Evaluation of Result
● Testing
➢ Tests are still the commonly used instruments for
determining the qualifications and talents of the
applicant for a particular job.
➢ Test can be classified on the bases of personal
characteristics sought from the applicant. They are
the following:
a. Intelligence Test - It is wisely used to measure
mental or general learning ability.
b. Aptitude Test - It measures the person’s
capacity to learn a given job, provided there is
adequate training.
3. Testing and Evaluation of Result (cont’d)
c. Interest Test - It is derived from hereditary and
environmental factors. It tries to predict the success in the job if
the person’s interest and the job are properly matched.

d. Personality Test- It is considered as an important instrument

to test the personality of the applicant especially for
supervisory and managerial positions, are they have to relative
with their co-workers in the industry.

e. Achievement or Proficiency Test - It tries to measure the

applicant’s knowledge of a given job. It tries to eliminate “trade
bluffers” who profess to know a particular type of work.
 What are the
requirements for
effective testing?
A test can be made more productive and rewarding
if it conforms to the following:

1. It should be properly tested and validated.

2. It should be used with proper discretion and
used along with other instruments.
3. Use a battery of tests to determine the
person’s real worth.
4. Set the critical cut-off score in advance.
5. Don’t use raw scores: Interpret them.
4. In-depth Interview
➢ The in-depth interviews is the most

important part of the selection process.

After passing all test required, the applicant
is now ready to formally enter into the
selection process. All the relevant
information about the applicant is brought
into focus at this point as the final decision
to hire the individual is made during the
interview.
These are three important characteristics
that the interviewer must possess:
1. Knowledge
➢ The interviewer must know the behavior of the person and must be able to determine and
decipher the answers to questions as he may take down important details during the
interview process.
2. Empathy
➢ The interviewer must be able to discover the inner behavior of the individual by
understanding his own personality and relate this with the feelings of the applicants.
3. Communication Skills
5. Evaluating References
➢ References are important in finally

assessing the applicant’s worth for the

position. There are three kinds of
references:

1. Academic Reference

➢ This may be requested who

are the new graduates.

5. Evaluating References (cont’d)
2. Character Reference

➢ This reference may come from some person in the

community that are familiar with the individual in

their place of residence.

3. Work or Experience Reference

➢ To get the most valid information about the

applicant, the work reference check must be

mailed to the previous employer stating the
confidentiality of the information.
Here are some policy guidelines in
reference checking:
1. The reference should be used to develop the integrity of the whole selection process.
2. For every important confidential positions, reference should be conduct on a face-to-face basis,
since the applicant may be reluctant to divulge significant information.
3. If face-to-face information is impractical, telephone inquiries should be used rather than mailed
requests for information.
4. In any kind of follow-up, inquiries should be in structured form to relate information to job and
career requirement.
5. Inquiries should discover the “why” behind whatever impressions are disclosed. Those whole
supply information may have their own biases and peculiar standards,
6. Physical Examination
➢ The applicants undergo physical
examination at the company clinic or
an individual hospital to determine
the physical fitness of the applicants
for the job.
Medical Examinations are important for the
following reasons:
a. To screen out those physically incapable of doing the job.
b. To prevent employment of this with high incidence of absenteeism due to illness, or
accidents.
c. To prevent hiring of people with communicable diseases or who are influenced by drugs.
d. Ward off unwarranted claims with workers compensation laws, SSS, medical care and suits
for damages.
7. Placements
➢ Final acceptance for production
workers is usually dependent on
the approval of the immediate
manager or supervisor of the
department where the applicant
will be assigned. Practice in
placement has been generally
more formal and usually covered
by company policies and
procedures in the hiring
employees.
Types of Employees
1. Probationary

➢ A probationary employee can be

terminated if he does not pass required

reasonable standards in the
performance of the job or there exists a
just cause for his termination.
2. Regular or Permanent Employee

➢ An employee who passed the

probationary period and is performing a

regular activity in the business of the
company, covered in the regular
company staffing system.
Types of Employees (cont’d)
3. Contract Employees

➢ The employees is hired for a fixed period.

4. Casual or Seasonal Employees

➢ An employee is hired for a particular work

or service that is seasonal in nature.

➢ Employment is temporary according to the

volume of work.
5. Apprenticeships

➢ Apprenticeships is the development of the

required skills for a particular type of work.

God bless!

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