HR Selection & Staffing

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An Written Report Submitted to The Faculty of the Graduate School San Pedro College, Davao City

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In Partial Fulfillment Of the Requirements for the Degree of MASTER IN NURSING

By

KATHREEN GLAIZA YEE MENDOZA

March 17, 2012

Objectives: That within my 30 mins. Class discussion, my classmates would be able to: Identify the Elements of the Selection Process Compare the Common Methods Used for Selecting Human Resources Describe Major Types of Employment Tests Determine How to Conduct Effective Interviews Understand How Employers Carry Out the Process of Making a Selection Design

Introduction: Human resource management (HRM, or simply HR) is the management of an organization's workforce, or human resources. It is responsible for the attraction, selection, training, assessment, and rewarding of employees, while also overseeing organizational leadership and culture, and ensuring compliance with employment and labor laws. In circumstances where employees desire and are legally authorized to hold a collective bargaining agreement, HR will typically also serve as the company's primary liaison with the employees' representatives. Human resource management function involves the recruitment, placement, evaluation, compensation and development of the employees of an organization. Having a thoroughly planned organizational design/structure and a detailed and clear job analysis is comparable to a master plan of a building. This master plan contains all the needed materials, its different specifications and how it should be built. However, the master plan is just a mere master plan if the actual process of building does not push through. After identifying the different jobs, its responsibilities, descriptions and specification, the next logical step is to fill these jobs/positions with workers. Staffing is the process of supplying a workforce to fill the organizations designed structures. (Nortjcraft., 1994, P.7). But it is important to take note that filling a position/job is not a simple pick-and-place process, it also must entail a careful and

effective staffing process so that both the organization and the worker will benefit from it. Screening is the process of sifting the good applicants from the host of recruits while Selection is choosing the best among the screened applicants (Martires, 132). Employing the screening and selecting method varies from an organization to another. But in order to have a better result in hiring process, an organization should have a program for recruiting, selecting and hiring. This program must be

comprehensive and structured to the needs of the organization. Below is an outlined procedure in recruitment, selection, and hiring as stated in the book by Sison: study the right jobs in the company, write job descriptions and specifications requisition for a new employee recruit qualified applicants sight-screen applicants application form filled out select those who will undergo testing use a battery of validated test. Check work experiences, record, references interview match the applicant with the job do the final selection physical examination, security clearances etc. hire the chosen candidate

Selection is the process by which an organization chooses form a list of applicants the person(s) who best meet the selection criteria for the position available, considering current environmental conditions. Selection Criteria Experience and past performance Education and training Skills

Physical and personal characteristics Motivation to do a good Stability in employment with the company Outside factors and external pressures affecting him Attitude towards work.

The selection process consists of various steps. At each stage facts may come to light which may lead to rejection of the applicant. Steps involved in the selection are:

* Preliminary interview:

- Initial screening is done to weed out totally

undesirable/unqualified candidates at the outset. It is essentially a sorting process in which prospective candidates are given necessary information about the nature of the job and the organization. * Application blank: - Application form is a traditional and widely used device for collecting information from candidates. The application form should provide all the information relevant to selection. * Selection test: - Psychological are being increasingly used in employee selection. A test is sample of some aspects of an individuals attitude, behavior and performance. It also provides systematic basis fro comparing the behavior, performance and attitudes of two persons. * Employment interview: - An interview is a conversation between two persons. In selection it involves a personal, observational and face to face appraisal of candidates for employment. * Medical examination: - Applicants who have crossed the above stages are sent for a physical examination either to the companys physician or to a medical officer approved for the purpose. * Reference checks: - The applicant is asked to mention in his application form the names and addresses of two or three persons who know him well. * Final approval: - The shortlisted candidates by the department are finally approved by the executives of the concerned department. Employment is offered in the form of

appointment letter mentioning the post, the rank, the grade, the date by which the candidate should join and other terms and conditions in brief.

The following are the commonly used types of tests in the selection of employees: 1. Assessment Centers Assessment centers can be designed to measure many different types of job related skills and abilities, but are often used to assess interpersonal skills, communication skills, planning and organizing, and analytical skills. The assessment center typically consists of exercises that reflect job content and types of problems faced on the job. For example, individuals might be evaluated on their ability to make a sales presentation or on their behavior in a simulated meeting. In addition to these simulation exercises, assessment centers often include other kinds of tests such as cognitive ability tests, personality inventories, and job knowledge tests. The

assessment center typically uses multiple raters who are trained to observe, classify, and evaluate behaviors. At the end of the assessment center, the raters meet to make overall judgments about peoples performance in the center. Advantages

Disadvantages

Have been demonstrated to produce valid inferences for a number of organizational outcomes (e.g., promotion rates). Can reduce business costs by identifying individuals for hiring, promotion or training who possess the needed skills and abilities. May be viewed positively by test takers who see the close relationship between the test and the job. Can provide useful feedback to test takers regarding needed training and development.

Can be costly to create and administer. Require more labor (e.g., assessors, role-players, etc.) to administer than most other methods. Require more time to administer than most other methods. Can be difficult to keep calibrated or standardized across time and locations.

Focus more heavily on behavior demonstration than simply assessing characteristics. Use trained raters. Are typically less likely to differ in results by gender and race than other types of tests.

2. Biographical Data The content of biographical data instruments varies widely, and may include such areas as leadership, teamwork skills, specific job knowledge and specific skills (e.g., knowledge of certain software, specific mechanical tool use), interpersonal skills, extraversion, creativity, etc. Biographical data typically uses questions about

education, training, work experience, and interests to predict success on the job. Some biographical data instruments also ask about an individuals attitudes, personal assessments of skills, and personality. Advantages

Disadvantages

Can be administered via paper and pencil or computerized methods easily to large numbers. Can be cost effective to administer. Have been demonstrated to produce valid inferences for a number of organizational outcomes (e.g., turnover, performance). Are typically less likely to differ in results by gender and race than other types of tests. Does not require skilled administrators.

May lead to individuals responding in a way to create a positive decision outcome rather than how they really are (i.e., they may try to positively manage their impression or even fake their response). Do not always provide sufficient information for developmental feedback (i.e., individuals cannot change their past). Can be time-consuming to develop if not purchased offthe-shelf.

3. Cognitive Ability Tests Cognitive ability tests typically use questions or problems to measure ability to learn quickly, logic, reasoning, reading comprehension and other enduring mental abilities that are fundamental to success in many different jobs. Cognitive ability tests assess a persons aptitude or potential to solve job-related problems by providing information about their mental abilities such as verbal or mathematical reasoning and perceptual abilities like speed in recognizing letters of the alphabet. Advantages

Disadvantages

Have been demonstrated to produce valid inferences for a number of organizational outcomes (e.g., performance, success in training). Have been demonstrated to predict job performance particularly for more complex jobs. Can be administered via paper and pencil or computerized methods easily to large numbers. Can be cost effective to administer. Does not typically require skilled administrators. Can reduce business costs by identifying individuals for hiring, promotion or training who possess the needed skills and abilities. Will not be influenced by test taker attempts to impression manage or fake responses.

Are typically more likely to differ in results by gender and race than other types of tests. Can be time-consuming to develop if not purchased offthe-shelf.

4. Integrity Tests Integrity tests assess attitudes and experiences related to a persons honesty, dependability, trustworthiness, reliability, and pro-social behavior. These tests

typically ask direct questions about previous experiences related to ethics and integrity OR ask questions about preferences and interests from which inferences are drawn about future behavior in these areas. Integrity tests are used to identify individuals who are likely to engage in inappropriate, dishonest, and antisocial behavior at work. Advantages

Disadvantages

Have been demonstrated to produce valid inferences for a number of organizational outcomes (e.g., performance, inventory shrinkage difficulties in dealing with supervision). Can reduce business costs by identifying individuals who are less likely to be absent, or engage in other counterproductive behavior. Send the message to test takers that integrity is an important corporate value. Are typically less likely to differ in results by gender and race than other types of tests. Can be administered via paper and pencil or computerized methods easily to large numbers. Can be cost effective to administer. Does not require skilled administrators.

May lead to individuals responding in a way to create a positive decision outcome rather than how they really are (i.e., they may try to positively manage their impression or even fake their response). May be disliked by test takers if questions are intrusive or seen as unrelated to the job.

5.

Interviews Interviews vary greatly in their content, but are often used to assess such things as

interpersonal skills, communication skills, and teamwork skills, and can be used to assess job knowledge. Well-designed interviews typically use a standard set of questions to evaluate knowledge, skills, abilities, and other qualities required for the

job. The interview is the most commonly used type of test. Employers generally conduct interviews either face-to-face or by phone. Advantages

Disadvantages

Are expected and accepted by many job applicants. Provide an opportunity for a two-way exchange of information. Provide a measure of skills such as oral communication skills not measured via paper and pencil or computerized tools. Have been demonstrated to produce valid inferences for a number of organizational outcomes, if properly developed and administered Can reduce business costs by identifying individuals for hiring, promotion or training who possess the needed skills and abilities. Are typically less likely to differ in results by gender and race than other types of tests.

May be affected by different kinds of rating errors and biases by interviewers. Are often more timeconsuming to administer than paper and pencil or computerized tools. May be practically less useful when a large number of individuals must be evaluated because of administration time. Can be costly to train interviewers. May be difficult to keep interviewers calibrated and the interview process standardized. May lead to individuals responding in a way to create a positive decision outcome rather than how they really are (i.e., they may try to positively manage their impression or even fake their response).

6.

Job Knowledge Tests

Job knowledge tests typically use multiple choice questions or essay type items to evaluate technical or professional expertise and knowledge required for specific jobs or professions. Examples of job knowledge tests include tests of basic accounting principles, A+/Net+ programming, and blueprint reading.

Advantages

Disadvantages

Have been demonstrated to produce valid inferences for a number of organizational outcomes, such as job performance. Can reduce business costs by identifying individuals for hiring, promotion or training who possess the needed skills and abilities. Are typically less likely to differ in results by gender and race than other types of tests. May be viewed positively by test takers who see the close relationship between the test and the job. Will not be influenced by test taker attempts to impression manage or fake responses. Can provide useful feedback to test takers regarding needed training and development.

May require frequent updates to ensure test is current with the job. May be inappropriate for jobs where knowledge may be obtained via a short training period. Can be costly and timeconsuming to develop, unless purchased off-the-shelf.

7. Personality Tests Some commonly measured personality traits in work settings are extraversion, conscientiousness, openness to new experiences, optimism, agreeableness, service orientation, stress tolerance, emotional stability, and initiative or proactivity. Personality tests typically measure traits related to behavior at work, interpersonal interactions, and satisfaction with different aspects of work. Personality tests are often used to assess whether individuals have the potential to be successful in jobs where performance requires a great deal of interpersonal interaction or work in team settings.

Advantages

Disadvantages

Have been demonstrated to produce valid inferences for a number of organizational outcomes. Can reduce business costs by identifying individuals for hiring, promotion or training who possess the needed skills and abilities. Are typically less likely to differ in results by gender and race than other types of tests. Can be administered via paper and pencil or computerized methods easily to large numbers. Can be cost effective to administer. Does not require skilled administrators.

May contain questions that do not appear job related or seem intrusive if not well developed. May lead to individuals responding in a way to create a positive decision outcome rather than how they really are (i.e., they may try to positively manage their impression or even fake their response). May be problematic for use in employee selection if the test is one used to diagnose medical conditions (i.e., mental disorders) rather than simply to assess work-related personality traits.

8. Physical Ability Tests Physical ability tests typically use tasks or exercises that require physical ability to perform. These tests typically measure physical attributes and capabilities, such as strength, balance, and speed.

Advantages

Disadvantages

Have been demonstrated to produce valid inferences regarding performance of physically demanding tasks. Can identify applicants who are physically unable to perform essential job functions. Can reduce business costs by identifying individuals for

Are typically more likely to differ in results by gender than other types of tests. May be problematic for use in employee selection if the test is one used to diagnose medical conditions (i.e., a physical disability) rather than simply to assess ability to perform a particular job-

hiring, promotion or training who possess the needed skills and abilities, by minimizing the risk of physical injury to employees and others on the job, and by decreasing disability/medical, insurance, and workers compensation costs. Will not be influenced by test taker attempts to impression manage or fake responses.

related task. Can be expensive to purchase equipment and administer. May be time consuming to administer. May be inappropriate or difficult to administer in typical employment offices.

9.

Work Samples and Simulations These tests typically focus on measuring specific job skills or job knowledge, but

can also assess more general skills such as organizational skill, analytic skills, and interpersonal skills. Work samples and simulations typically require performance of tasks that are the same or similar to those performed on the job to assess their level of skill or competence. For example, work samples might involve installing a telephone line, creating a document in Word, or tuning an engine.

Advantages

Disadvantages

Have been demonstrated to produce valid inferences regarding ability to perform the job. Can reduce business costs by identifying individuals for hiring, promotion or training who possess the needed skills and abilities. Are less likely to differ in results by gender and race than other types of tests (depends on particular skills being assessed). May be more accepted by test takers due to the obvious link between the test and the job. Less likely to be influenced by

Does not assess aptitude to perform more complex tasks that may be encountered on the job. May not assess the ability to learn new tasks quickly. Often not conducive to group administration. May require some level of job knowledge and therefore may be inappropriate for jobs where knowledge may be obtained via a short training period. May be difficult to keep updated. May be expensive to

test taker attempts to impression manage or fake responses. Can be used to provide specific developmental feedback. Can provide test takers with a realistic preview of the job and the organization.

administer. May be time consuming to develop and to administer.

After hiring the chosen candidate, the chosen candidate is placed by the Human Resource Department. Placement is the: Determination of the specific branch, department, division, section, or unit where the individual is to be assigned for work. Placement is putting the newly hired worker in the right branch, department, division, section or unit where he/she can apply his /her knowledge and skills to the utmost. An evaluation of the correctness of placement is a must to ensure that the worker is utilized to the fullest and that he/she is fully satisfied in the position. If wrong placement is identified, job rotation should be resorted to at once. ( Martires, pp. 144-145) Martirez also suggest the following Factors in Determining Work Assignments 1. Requisitioning Office. The specific supervisor or head of the unit that has requisitioned for the worker usually gets the newly hired employee. Hence the latter should have been screened and selected for the particular position for which he has been requisitioned. 2. Branch. If the organization has a number of branches which need workers, the newly hired employee is given the option to select the branch where he wants to work especially when the branch assignment involves family transfer. This consultative process helps preclude or minimize psychological conflict between him and the organization on this particular matter. 3. Department, Division, unit, section. Abilities, aptitudes interest and experience of the worker, as well as the needs and resources of the organization are matters that influence the consideration over which particular office the newly hired employee is

assigned to. A review of his records should be made at this time to make sure that the placement is proper. Evaluation of Placement The job performance rating form should include the extent to which the worker has been currently placed. Job rotation should be restored to as soon as poor job performance is known to be caused by wrong placement. Some Research Results Large percentages of private (95%) and public (87.50%) organizations perform formal screening and selection processes. In private organizations, 81.67% do job placement, while 87.50 of government agencies render this service. Hiring competent workers can help the organization maximize production, while hiring the wrong employee can make the organization incur loss, more than what the organization wanted to. A research on worker productivity suggest that a high-ability worker will be two or three times as productive as a low-ability worker (Northcraft, Neal 1990, p. 390). Thus, searching for that high-ability worker is vital for every organization. However, achieving high output from a worker does not stop in hiring the high-ability worker. Given that the newly hired is a high-ability worker and was placed in the right job, a follow up should be made. Effective staffing does not stop in hiring the high-ability worker and placing him/her in the right job, staffing should also include; those hired must be trained and socialized so that they can contribute to the organizations attainment of its goals and accomplishments of its mission (and) an employee support system that satisfies at least the minimum requirements and needs of the work force must be put in place. (Northcraft, p.7)

Synthesis: The function of acquisition or procurement of human resources includes five aspects: Human resources planning, recruitement, screening, selection and placement. It

aims to ensure that the organization has the right quantity and quality of people at the right places at the right time. Human resource planning anticipates the people requirements of the organization vis--vis its goals and plans. It translates the latter into manpower terms. The steps used in the planning process includes the identification of organization objectives and plans, the survey of existing human resources, the projection of available manpower resources, a matching of the projected manpower requirements of plans with available manpower resources, and the determination of overstaffing and understaffing levels. Recruitment is the search for applicants for actual and anticipated vacant positions in the organization. Applicants can be sourced internally and externally. External sources include schools, employment agencies, walk-in applicants, leasing organizations, labor unions, employees families, management consulting firms, executive and technical recruiters, professional associations, other companies especially competitors, general public and office files of past applicants. Factors affecting recruitement are usually the size and funds of the organization. While screening sifts the good applicants from a number of recruits, selection gets the best among the screened applicants. The typical screening method consists of the use of common tools and techniques like applicants information sheet, interviews, school records, employment and psychological tests, references, clearances and physical examination. The less commonly used ones include organization brochures and catalogues, job descriptions and job specifications, group dynamics and the assessment centers. Placement is putting the newly hired worker in the right branch, department, division, section or unit where he is most needed and where he can apply his knowledge and skills to the utmost. An evaluation of the correctness of placement is a must to ensure that the worker utilized to the fullest and that he is fully satisfied in the position. If wrong placement is identified, job rotation should be resorted to at once.

References: Andres, Tomas D. Human Resource Management in the Philippine Setting. New Day Publishers: Quezon City, Philippines. 1991. Azanza, Patrick A. Human Resource Management. JMC press Inc., Quezon City, Philippines. 2000. Fisher, Cynthia D. and James B. Shaw. Human Resource Management. Houghton Mifflin Company: New York, USA. 2003. Martirez, Concepcion R. Human Resource Management. National Bookstore, Inc., Manila. 2007.