RECRUITMENT, SELECTION, AND PLACEMENT_1st Part

CHAPTER II

Recruitment, Selection, and Placement

OVERVIEW OF CLASS MODULE

Topics in this module will focus on recruitment, selection, and placement and will discuss job analysis
and job design. These aspects are crucial prior to the actual function of recruiting personnel. The key
components of this function are the following: acquisition, allocation, and adjustment.

LEARNING OBJECTIVES

By the end of this module, the students should be able to:

1. Explain why HR Specialists consider Job Analysis as the foundation of all other HR Functions;
2. Discuss why job enrichment seems to be a better option than job enlargement;
3. Identify in what respect does promotion is a better option than external hiring;
4. Explain why the companies prefer online recruitment and manpower agencies in sourcing
external applicants;
5. Identify the reasons for subjecting applicants to psychological tests and interviews during
recruitment; and
6. Discuss the logic of organizing background checks, including asking pertinent questions to the
character references that the applicant has personally chosen.

LEARNING CONTEXT
JOB ANALYSIS

It is the process of gathering all the needed information which is important in a particular job. The
The recruitment function is challenging more
collection of the data is vital to recruitment,
than ever. People who will be hired should be
selection, and placement. This is when job the best of their kind and equipped with
descriptions are made. Job descriptions are extensive skills and knowledge. In short, they
written summaries of various jobs consisting or are the winners of a talent war. Similarly, the
duties, responsibilities, and qualifications. Once job future really looks challenging for everyone
analysis is done, the information gathered will help handling HR and looking for jobs in the HR
in designing jobs. If there is a need to redesign department.
jobs, it is for the purpose of achieving the
company’s objectives.

These two functions pave the way for recruitment, selection, and placement.
Recruitment is the process of allocating qualified applicant who apply for various positions
in a particular organization. The process of selection and placement is rather tedious. It
requires a keen and analytical mind to make such selection decisions.

Adjustment refers to the different ways by which the organization, together with the
new employees adapt to the work environment. This includes the organizational structure
with the inclusion of new employees.

ACQUISITION

The acquisition of information related to the jobs in the organization is done in job analysis.
Usually, this is executed in organizations that have already existed for quite some time. The reason for
this practice is that since these companies have existed for a number of years, and they have more or
less actual work experiences based on the job titles or positions, therefore, they have adequate
knowledge concerning the said jobs.

Job analysis is the procedure of determining the duties and the skill requirements of a job and
the kind of person who should be hired for it (Dessler, 2010). The following information can be
collected through job analysis:

1. Specific Tasks and Activities

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A job analysis can obtain information on the different tasks required by a job such as painting,
drafting, writing, teaching, encoding, and cleaning skills. Additional information includes how these
tasks are done, the specific time they are performed, and the reasons why they should be
performed.

2. Required Behavior on the Job

Information about the behavior required in the performance of various jobs such as
communicating, writing, computing, driving, among others.

3. Required for Job Standards

The job analyst can also gather information regarding the performance level or standards
required by the job. This is needed to evaluate the performance of the employer.

4. Knowledge, Tools, and Equipment Used

Information on the tools and equipment used by the employee can be gathered during the job
analysis. Knowledge of software applications, accounting procedures, and law, among others, is
also taken into account.

5. Work Conditions

These include the physical aspects of the job such as work schedules, physical environment
(e.g., field work in the case of sales reps, or a factory set-up in the case of production operator) and
so on. Information on social contact is also obtained (e.g., the kind of people the employee interacts
with, like suppliers in the case of a purchasing manager, or students in the case of a teacher).

6. Personal Characteristics and Requirements

These include the educational background, training or experience, as well as type of

personality, attitudes, values, and physical characteristics needed for the position.

JOB ANALYSIS PROCESS

To understand further the job analysis function, diagram 2.1 summarizes the process through a
number of steps.

1. Formulation of Objectives Actual

Formulation
Conduct of
of Objectives Job Analysis
In this step, the firm identifies and
formulates the goals of the job analysis. It
determines how the job analysis will be used.
Preparation
of Job
2. Selection of Jobs Selection of
Description
Jobs
and Job
Large organizations usually have many Specification
jobs. Since job analysis is a time-consuming
process, jobs to be analyzed are carefully
selected. Application of
Selection of
Job Analysis
Jobs
3. Application of Job Analysis Techniques Techniques

There are many techniques that can be used in conductingDiagram

a job analysis. Proper Process
2.1. Job Analysis selection of
the appropriate techniques will be less costly for the
organization.

4. Actual Conduct of Job Analysis

The actual data gathering needs considerable time and effort since the data include the
features of the job, the proper attitude towards the job, and the characteristics of the employee
who will perform the job.

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5. Preparation of Job Descriptions and Job Specification

After data gathering comes the time to write the job description for each job analyzed.

JOB DESCRIPTION AND JOB SPECIFICATION

The job description lists the duties, responsibilities, reporting relationships, and the job
specifications for each job. Job specification refers to the minimum qualifications required by a
particular job such as educational background, experience, skills, and abilities.

The preparation of job description and job specification is the heart of job analysis. They are used
in the following HR activities.

a. HR Planning

During the HR audit, the job descriptions of all jobs are reviewed. This review is necessary to
assess which of the jobs are available, which jobs should be combined, and how many jobs may be
needed in the future.

b. Recruitment and Selection

Job specification is needed by the HR department to update the educational background of

each employee and align it to the requirements of his/her work. A good job analysis can also
validate and ensure good decision-making in recruitment and selection.

c. Compensation

Compensation indicates how much money an employee is paid for doing a certain job based
on the tasks and responsibilities attached to it.

d. Training and Development

Information obtained from job analysis can help in the employee’s development. The HR
department can identify the skills the employee should have to improve on the job.

e. Performance Appraisal

Performance standards are set during job analysis. This assessment can help supervisors set
up better performance measures.

f. Safety and Health

The information obtained from employee’s evaluation of working conditions can help the HR
department eliminate health hazards to ensure work safety.

g. Labor Relations

Job analysis helps in determining whether certain aspects of a job can be covered by union
agreements. It helps in avoiding future conflicts between the management and the union regarding
the coverage of jobs negotiated for the employees.

JOB ANALYSIS TECHNIQUES

The following are the various job analysis techniques:

 Observation

There are jobs that can be observed like those performed by an assembly line, service
crew, or warehouse workers. It is crucial to identify key job behaviors. The job analyst should not
interfere while the job is being performed.

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This method is very useful for repetitive jobs. Nonetheless, there are jobs that cannot be
observed like researching or computer programming. People who perform jobs like these usually
do analytical tasks that may be hard to observe. Therefore, they require different modes of
observation.

 Interviews

These allow face-to-face interaction between the job analyst and the interviewee. It
provides an opportunity for the job analyst to clarify vague points and creates a venue for a
pleasant interaction between the employee and the job analyst. This personal interaction allows
the job analyst to obtain relevant information.

 Questionnaire

The use of questionnaire is one of the least expensive tools for data gathering. It usually
includes the duties and responsibilities, working conditions, equipment used, and requirements of
the job. The questionnaire is usually structured and, therefore, very convenient to answer.

Though the questionnaire, it is very easy to clarify confusing points because it is face-to-
face discussion. Another advantage is that it is less tedious for the job analyst since the
questionnaire is distributed and answered by large number of employees in a short period of
time.

However, the accuracy of the answers to the questionnaire rests on the employee-
respondents. It also depends on how they understand the questions and their capacity to answer
them.

 Logbook

It is good source of data regarding employee duties—how frequently they have to be done
and when they are scheduled to be finished. There are certain jobs that require the use of
logbooks and more often than not, these jobs are quite hard to observe. It is also quite a
complicated work, and the job analyst may skip some important aspects pertaining to it. Logbook-
keeping is the best technique to use.

However, it may be time-consuming for the job-holder to always keep a record of his/her
performance. There is also a possibility of recording exaggerated reports on the tasks being
performed because the job-holder is the one who personally logs his/her own performance.

There is no best method and usually, an organization depends on the objective or purpose at the
moment as well as considers time and budget constraints before conducting a job analysis.

PARTS OF JOB DESCRIPTION

The job description is one of the main reasons why a job analysis is conducted. A job
description is a written summary of the particular job. It provides a clear overview of what the job is
all about and minimizes inconsistencies in the actual job and what is actually written.

The job specification is a part of job description. It is found in the lower part of the job
description and contains the educational qualifications, skills, experience, and traits that a job holder
should have in order to become effective in their job.

To sum up, a job description has the following parts:

 Job Title or Position

This describes the exact job title or designation like HR Manager or HR Assistant, and
Production Manager, among others.

 Reporting Relationships

This includes the job title for the position’s immediate supervisor. In the case of an HR
Manager, the immediate supervisor may be a Vice President for HR or HR Director. The reporting
relationship also includes the subordinates under the HR Manager’s supervision. The HR Manager

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may have HR Supervisors under his/her supervision. The supervisors have different areas like HR
Supervisor-Recruitment, HR Supervisor-Training and Development, HR Supervisor-Compensation
and Benefits, and HR Supervisor-Employee Relations.

 Job Classifications

In large companies, job titles have different job classes or levels. Classification provides
the rank or position of the job in the hierarchy of the various job in the company.

 General Description of the Job

This portion provides a summary of the job and gives an overview of its duties and
responsibilities.

 Specific Duties and Responsibilities

These include and clarify the functions of the job in detail. Usually, the specific functions
start with a verb to show an element of action. For example: “Assists the HR Vice President in the
implementation of human resource policies and procedures to all employees.”

 Job Specification

It lists the minimum requirements of the job.

The parts given are the commonly used ones, although there is no standard format as to how job
descriptions are written. In some companies, a job description also contains the working conditions and
the equipment used.

JOB DESIGN PRINCIPLES

The job design is usually formulated after a job analysis. There are some companies that make
some modifications on certain duties of jobs to achieve the company’s goals and objectives. Job design
is the process of work arrangement aimed at reducing or overcoming job dissatisfaction and employee
alienation arising from repetitive and mechanistic tasks.

Job design is commonly divided into two basic categories:

(a) Job Enlargement – it is the horizontal approach to job design. A supervisor gives his/her
subordinates more tasks to do. There are different duties to perform, and the employee is nor
empowered to decide on his/her own. He/she has no authority in decision-making.

(b) Job Enrichment – it is the vertical approach of job design. It satisfies the need for growth
since the employee has a hand in decision-making. He/she is empowered and has some
authority over certain task. In this case, he/she is motivated to become more responsible.
Hence, the employee eventually enhances his/her self-worth.

Here are the following job design principles based on the job characteristics model by Hackman
and Oldham (Parker and Hall, 1998):

(a) Task Variety

The company should attempt to provide employees with a variety of tasks. However, one
should note that too much variety can result in inefficiency whereas too little can lead to
boredom.

(b) Skills Variety

Using a number of their skills makes employees happy.

(c) Feedback

The employees should be informed if they have already reached their required targets.
Eventually, employees should learn to set the standards of work quality and quantity they will
follow.

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(d) Task Identity

Each group of tasks should be clearly defined, visible, meaningful, and separated from one
another.

(e) Task Autonomy

Employees should have some form of control over their work. They should be empowered
to decide on some aspects of the job.

KEY TAKEAWAYS

In this module, you’ve learned:

 Job analysis and job design pave the way for recruitment, selection, and placement.
 The following information can be collected through job analysis: specific tasks and activities,
required job behavior, required job standards, knowledge, tools and equipment used, work
conditions, and personal characteristics and requirements.
 The job analysis process follows a number of steps: formulation of objectives; selection of jobs;
application of job analysis techniques; actual implementation/conducting of job analysis; and
preparation of job description and job specification.
 The results of job analysis are used in human resource planning, recruitment and selection,
compensation, training and development, performance appraisal, safety and health, and labor
relations.
 The job analysis techniques include the following: observation, interviews, questionnaire, and
logbook.
 A job description has the following parts: job title or position, reporting relationships, job
classifications, general description of the job, specific duties and responsibilities, and job
specifications.
 Job design is commonly divided into job enrichment and job enlargement.
 The job design principles are task variety, skill variety, feedback, task identity, and task
autonomy.

SOURCE:

 Cynthia A. Zarate (2014). “Human Resource Management.” C and E Publishing, Inc.

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