When the position under the position involves special skills, a more elaborate selection process

is undertaken.

Ways of determining qualifications of a job candidate.

Companies use any or all of the following in determining the qualifications of a candidate:

1. Application Blanks. The application blanks provides information about a persons characteristics
such as age marital status, address, educational background, experience, and special interest.
After reading the application blank, the evaluator will have some basis on whether or not to
proceed further in evaluating the applicant.

2. References. References are those written previous employers, co-workers, teachers, club
officers, etc. Their statements may provide some vital information on the character of the
applicant.

3. Interviews. Information may be gathered in an interview by asking a series of relevant questions

to the job candidate.

4. Testing. This involves evaluation of the future behavior or performance of an individual.

Types of Test

Tests may be classified as follows:

1. Psychological test which is an objective, standard measure of a sample behavior. It is

classified into:

a) Aptitude test one used to measure a persons capacity or potential ability to learn.

b) Performance test one used t measure a persons current knowledge of a subject.

c) Personality test one used to measure personality traits as dominance, sociability, and
conformity.

d) Interest test one used to measure persons interest in various field of work.

2. Physical examination a type of test to assess the physical health of a applicant. It is given to
assure that the health of the applicant is adequate to meet the job requirements.

Induction and Orientation

After an applicant is finally selected from among the various ones and then subsequently is
hired, the next steps undertaken are induction and orientation.

In induction, the new employee is provided with the necessary information about the company.
His duties, responsibilities, and benefits are relayed to him. Personnel and health forms are filled up,
and passes are issued. The company history, its products and services, the organization structure are
explained to a new employee.

In orientation, the new employee is introducedto the immediate working environment and co-
workers. The following are discussed: location, rules, equipment, procedures, and training plans.
Performance expectations are also discussed. The new employee also undergoes the socialization
process by pairing him with an experienced employee and having a one-on-one discussion with the
manager.

Training and Development

If the newly-hired (or newly-promoted) employee is assessed to be lacking the necessary skills
required by the job, training becomes a necessity.

Training refers to the learning that is provided in order to improved performance on the present job.
Training programs consist of two general types, namely.

1. Training programs for non-managers, and

2. Training and educational programs for executives.

Training Program for Non-managers

This type of training is directed to non-managers for specific increases in skill and knowledge to
perform a particular job. The four methods under this type are:

1. On-The-Job training where the trainer is placed in an actual work situation under the direction
of his immediate supervisor, who acts as trainer. This situation motivates strongly the trainee to
learn.

2. Vestibule school where the trainee is placed in a situation almost exactly the same as the work
placed where machines, materials, and time constraints are present. As the trainer works full
time, the trainee is assured of sufficient attention from him.

3. Apprenticeship program where a combination of on-the-job training and experiences with

classroom instruction in particular subjects are provided to trainees.

4. Special courses are those taken which provided more emphasis on education rather than
training. Examples are those which concern specific uses of computer like computer-aided
design and building procedures.

Training Programs for Managers

The training needs for managers may be classified into four areas: decision-making skills,
interpersonal skills, job knowledge, and organizational knowledge.

The decision-making skills of the manager may be enhanced through any of the following
methods of training:
 1. In-basket where the trainee is provided with a set of notes, messages, telephone calls, letters,
and reports, all pertaining to a certain company situation. He is expected to handle the situation
within a given periods of 1 or 2 hours.

2. Management games is a training method where trainees are faced with a simulated situation
and are required to make an ongoing series of decision about that situation.

3. Case studies this method presents actual situation in organizations and enable one to examine
successful and unsuccessful operations. It emphasizes the managers world, improves
communication skills, offers rewards of solving a mystery, possesses the quality of illustration
and establishes concrete reference points for connecting theory with practice.

The interpersonal competence of the manager may be developed through any of the following methods:

1. Role-playing is a method by which the trainees are assigned roles to play in a given case
incident. They are provided with a script or a description of a given problem and of the key
persons they are to play. The purpose of this method is to improve the skill of the trainee in
human relations, supervision, and leadership.

2. Behavior modeling this method attempts to influence the trainee by showing model persons
behaving effectively in a problem situation. The trainee is expected to adapt the behavior of
the model and use it effectively in some instances later on.

3. Sensitivity training under the method, awareness and sensitivity to behavioral patterns of
oneself and others are developed.

4. Transactional analysis is a training method intended to help individuals not only understand
themselves and others but also improve their interpersonal communication skills.

In acquiring knowledge about the actual job the manager is currently holding, the following
methods are useful:

1. On-The-Job experience this method provides valuable opportunities for the trainee to learn
various skills while actually engaged in the performance of a job.

2. Coaching this method requires a senior manager to assist lower-level manager by teaching him
the needed skills and generally providing directions, advice, and helpful criticism. The senior
manager must be skilled himself and have the ability to educate; otherwise the method will be
ineffective.

3. Understudy under this method, a manager works as assistant to a higher-level manager and
participate in planning and other managerial functions until he is ready to assume such position
himself. Once in a while, the assistant is allowed to take over.
Figure 5.2 An Example of an invitation for enrollment in Specialized Courses

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From an advertisement, Manila Bulletin, November 10, 1996