Chapter 4-Selection of employees

Job analysis,human resource planning and recruitment are necessary prerequisites to the
selection process. The selection begins when recruiting program have developed a number of
applicants for available job openings.
Before the selection process begins,a profile of characteristics required for successful
performance should be developed for the job specification. These include the technical,
interpersonal and personal requirements of the job discussed earlier in this book.

Why selection process is important?

1. Performance always depends in parton employees. Those who do not have the right skills will
not perform effectively and the overall performance in turn will suffer. The time to screen out
undesirable performers is before they become part of the organization,not after.
2. It is costly to recruit and hire an employees.
3. Company objectives are better achieved by workers who have been properly selected based
on their qualification.
4. An incompetent worker is a liability to the company causing direct losses in terms of of
substandard performance and low productivity, and sometimes a potential source of problems
to management , his/her coworkers, and costumers.
5. Applicant have varying degree of intelligence, aptitudes, and abilities.
6. Labor laws protect employees making it difficult to terminate or dismiss an incompetent
employees.

Selection process

1. Define first the job before hiring an employee. This is where job analysis will come in handy. This
will help you prepare the job description and job specification which in turn will definite the
recruitment strategy.
2. Review application form for credentials carefully.provides basic employment information that can
be used to screen out unqualified applications.screen all applicants against a list of qualifications,
skills, experience, and characteristics required by the job.take note of the following information
during your review of application form.
a. Employment gaps. These gaps include dates of employment listed only in years so that the
actual day and month of employment ending are masked.
b. Spelling, grammar, and punctuation.attention to details such as appropriate grammar,
spelling, and punctuation do set a candidates above the pack. Failure to shine in those details
on their resume and application should be noted by the employer.
c. Evidence that a career has gone backwards or plateaued. In a career that is progressing
successfully, an applicant resume should show evidence that job titles and job description have
improved as the year progress.
d. Failure to follow directions.failure to follw direction is not just a waste of time but I can be
harmful especially to job applicants because the employer might think the applicant does not
have the ability to work in an organized and effective manner.
e. Failing to include the cover letter.submitting a high quality cover letter with your resume can
spell the difference.failing to include one would entail failing to demonstrate how you stand out
from the rest of the applicant.

Resume
Reviewing a resume start with a job description or role profile so you know broadly what the job
entails . it should show details about the qualifications and experience of the candidates you seek
to fill the job.

Cover letters
Job searching sue the employment application to gather consistent data about prospective
employees. While the format to resume an cover letters changes from person to person, the
employment application collects consistent information in a uniform format from every applicant.

3. Employment interview.this provides the hiring supervisor the opportunity to review candidates
qualifications and determine their suitability for the position. It also provides candidates with teh
chance to learn about the position and its requirements and present information on their skills and
experience.

Preparation for the interview

Supervisors and other personnel int he departments who you are involved in the interview
should prepare in advance for the interview by:

 developing a list of core questions which will be asked of all candidates interviewed.
 Reviewing the requirements for the position and comparing them with the application and
resumes of candidates
 Taking note of areas in the persons job history where clarification is needed.

4. Employment testing. Employers often use tests and other selection procedures to screen
applicants for hiring and employees for promotion. There are many different types of test and
selection procedures including cognitive test,personality test,medical examination,credit cheeks,
and criminal background checks.
The use of tests and other selection procedures are very effective means of determining which
applicants or employees are most qualified for a particular job.

 Cognitive tests.asses reasoning,memory,perceptual speed and accuracy, and skills in

arithmetic and reading comprehension, as well as knowledge of a particular function or job.
 physical ability tests.of of motor and physical abilities measure the physical ability to perform
a particular task or the strength of specific muscle groups, as well as strength and stamina in
general.
 sample job task.(performance test,simulations,work sample,and realistic job previews) asses
performance and aptitude on particular task.
 Medical inquiries and physical examinations,including psychological tests, asses physical
or mental health
 Personality test and integrity test.asses degree to which a person has certain traits or
deposition(dependability,cooperativeness,safety) or aim to predict to likelihood that a person
will engage in certain conduct(absenteeism).
 English proficiency test determine English fluency.

5. background investigation/reference checking.this is done to verify the accuracy of factual

information previously provided by the applicant to uncover damaging background information such
as criminal record and violet behavior.more employers get these information from the following:
 Personal references
 School records
 Previous employment records

6. final interview
7. Selection decision
8. Physical examination.it determine if the applicant qualifies for the physical requirements of the
position and discovery nay medical limitations that should be taken into account in placing the
applicant.
9. Final employment decision/ placement on the job. This is the decision to accept or reject the
applicant based on the result of the physical examination and a value judgement based on all the
information gathered in the previous steps.

CHAPTER 5 - TRAINING AND DEVELOPMENT OF EMPLOYEE

Employee orientation
This is the procedure for providing new employees with some basic background information
about the firm, its culture and the job. It is similar to what sociologists refers to a socialization.
Socialization is a process when a new employees learns the norms, values, goals,work procedure,
and patterns of behavior that are expected by the organization

Regardless of the type of organization, orientation should be conducted at two ways levels:

1. Organizational/overview orientation- topic discussed include overview of the company,key

policies and procedures,compensation, benefits, safety and accident prevention, employees
and union relation if there is any physical facilities, and the like.
2. Department and job orientation- topic the department function and the duties and
responsibilities of the newly hired employee, policies, procedures, rules and regulations,tour of
the department and introduction to department employee.
The HR department and the new employees immediate supervisor normally share the
responsibility for the orientation.

Training defined
It si a learning that involves the acquisition of knowledge, sharpening of skills,concept, rules, or
changing of attitudes and behaviors to enhance the performance of the employees.

Objectives of training and development

1. improve productivity and the quality of output.this can lead to an increase in an individuals skills
in one or more areas of expertise.
2. Effectiveness in the present job. This involve increasing an individuals motivation to perform
hi/her job well.
3. Create more favorable attitudes such as loyalty and cooperation
4. Help employees in their personal development and advancement by help them acquire
additional qualifications for a better job.
5. Help organization respond to dynamic market condition and changing costumer demands
6. Satisfy human resource planning requirements.

Using training to deal with competitive challenge

1. Global challenge-in the advent of a border less society,cross cultural training is important to
prepare employees and their families for possible overseas assignment.
2. Quality challenge- the emphasis on quality is seen in the establishment of the Malcolm
Baldrige Quality award and ISO quality standards.
3. High performance work system challenge-new technology causes changes I skill
requirements and work roles, and often results in redesigning work structures.
The training process

1. training needs analysis(TNA)/needs assessment

this refer to the process used to determine if training is necessary.it identifies specific job
performance deficiencies and increase productivity.training is needed when significant
differences exist between actual performance and prescribed standards.it refers to a
systematic , objectives indemnification of training needs .

Five methods used to gather needs assessment information

a. Interview- can be used to take note of the problem of the employee in relation to the job,
additional skills or knowledge the employee believes is needed.
b. Survey questionnaire- involves developing a list of skills required to perform particular jobs
effectively and asking employees to check skills which they believe the need training on.
c. Observation- specialist in HR department who have been trained to conduct job analysis are
usually adept at observing to identify training needs.
d. Focus groups- employees from various department who conduct focus sessions to determine
skills and knowledge needed by employees for the organization to stay competitive and
identify problems of the organization that can be solved by training.
e. Documentation examination- this is involves examining records like absenteeism,
turnover,accident rates, and performance appraisal information to determine if problem exist
and whether any problem any problems identified can be addressed through training.

Needs assessment process

a. organizational analysis- involves determining the appropriateness of training ,given the

company's business strategy, its resources available for training, and support by managers and for
training activities.
b. person performance- determining the training needs of current employees. This means
verifying that there is a significant performance deficiency and whether that deficiency should be
rectified through training.
c. Task analysis- assessing training needs of new employees.that is a detailed study of the job to
determine what specific skills are required it includes identifying the important tasks and
knowledge.

THE TRAINING PROCESS

1. Training needs analysis(TNA/NEEDS ASSESSMENT

 This refer to the process used to determine if training is necessary.it identifies specific
job performance deficiencies and increase productivity.

2. Designing the training programs/training objectives

After determining training needs,objectives must established to meet those needs.effective
training objectives should state the benefit to the different stakeholder in the organization.

3. Validation
Introduce and validate the training before a representative audience.base final revision on
pilot result to ensure training effectiveness.

4. Implementation of the training program

Once the staff, course,content, equipment, and topic are topic ready, the training is
implemented.completing the training design does not event that the worker is done because
implementation phase requires continual adjusting,redesigning and refining.

Training option
There 4 training that an organization can consider before providing training to their employees:

1. Outsourcing:outsourcing allows organizations to organizations to concentration on their core

business. With the availability of sufficient amount of know-how and proficiency in the market, it
does not not make business sense for organization to have a separate training division.
2. Internal training: a lot of questions has been raised whether to go in for outsource training or
setting up an internal division for training.
3. Product-related training:the dealer who delivers the apparatus or installs the system offers the
initial training
4. Independent professionals:considering the emeging threats and opportunities, professionals
need to keep themselves updated of the development.

Outsourcing the training of employee

`the prospective benefits of outsourcing training are well-recognized.organizations go to
outsourcing to save training costs,gain access to practical and technical proficiency,concentrate on
core competencies and offer an overall enhanced training to their employees.