HBO employee orientation.pdf

Human
Resource
Management
Lecture 2

Recruitment
Recruitment is the process of attracting
individuals on a timely basis, in sufficient
numbers, with appropriate qualifications, to
apply for jobs within a business.
It is an intended process of attracting
suitable people to fill up the vacant
positions in an organization in accordance
with human resource planning.
Discover potential candidates.

Purpose
The purpose of the recruitment process is to find the
widest pool of applicants to provide the greatest
opportunity to select the best people for the
required roles in an organization.
Acquiring the best applicants for a role can be a
competitive advantage for an organization whereas
ineffective recruitment and selection can result in
enormous disruption, reduced productivity,
interpersonal difficulties and interruptions to
operations, customer service and long-term costs.

Steps: Recruitment
Process
1. Recruitment Planning
2. Strategy Development
3. Searching
4. Screening
5. Evaluation & Control

Personnel
Planning
JOB
VACANCIES
JOB ANALYSIS
1.
RECRUITMENT
PLANNING
EMPLOYEE
REQUISITION
3. SEARCHING
ACTIVATION
APPLICANT
POOL
POTENTIAL
HIRES
5.EVALUATION &
CONTROL
2. STRATEGY
DEVELOPMENT
APPLICANT
POPULATION
TO
SELECTION
4.
S
C
R
E
E
N
I
N
G

Making
Decisions in
Recruitment
TO PROMOTE SOMEONE WITHIN
THE ORGANIZATION (INTERNAL
RECRUITMENT)
TO HIRE SOMEONE OUTSIDE THE
ORGANIZATION (EXTERNAL
RECRUITMENT)

Sources of Recruitment
1. Internal Sources
- Recruitment from within the
company
- It includes promotion, transfer,
past employees and internal
advertisements.

•INTERNAL SOURCES
✓Job Posting and Bidding
✓ Promotions and Transfers
Referrals
✓Re-recruiting former
employees and applicants
✓Internal Recruiting Data base
Advantages Disadvantages
Morale of promotee Inbreeding
Better assessment of abilities Possible morale problems of
those not promoted
Lower cost for some jobs “Political” infighting for
promotions
Motivator for good
performance
Need for management
development program
Causes a succession of
promotions
Have to hire only at level
entry

Sources of Recruitment
2. External Sources
-the practice of getting suitable
persons from outside
-This includes the following:
advertisement, employment
exchange, past employees, private
placement agencies and consultants,
walk-ins, campus recruitment, trade
unions, etc.

Advantages Disadvantages
New “blood” brings new
perspective / Competitive Spirit
May not select someone who will
“fit” the job organization
Cheaper and faster than training May cause moral problems for
internal / Dissatisfaction among
existing staff
Qualified professionals Longer “adjustment” or
orientation time / Lengthy process
No group of political supporters in
the company
Costly process
Wider choice
May bring new industry insights /
Fresh talent

Selection and
Selection Methods

Selection
• Is 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
• The HRD determines the selection procedure on how
to get the most qualified applicants.

HOW????
FORMAL EDUCATION
BASIC
CRITERIA
EXPERIENCE AND PAST
PERFORMANCE
PHYSICAL CHARACTER
PERSONALITY
CHARACTER

• Testing
✓ Cognitive
✓ Personality
✓ Physical
✓ Integrity
✓ Performance/Skills
• Information
Gathering
✓ Application Letter
✓ Resume
✓ Biographical Data
✓ Reference
Checking
• Interviews
✓ Situational
✓ Behavioral
❖ Structured
❖ Unstructured
Selection Methods

Selection
Methods
• The techniques
used for screening
candidates vary
depending on the
source of supply and
method used for
recruiting
Common Techniques:
Preliminary applications
De-selection tests
Screening interviews

Selection
Devices
1. Application Forms
It is designed to obtain information on various
aspects of the applicant:
Social, demographic, academic and work-related
background and references.
The forms may vary for different positions.
Application letter.

Selection devices Advantages Disadvantages
1. Application forms:
Application forms are
means of collecting written
information about an
applicant's education, work
and non-work experiences,
both past, and present.
-It is the standardized
format, so it is easier for
employers to scan the
information and make
comparisons.
-Employers get the info to
schedule an interview
relative to educational
background, work
experience, etc.
-It does not have the space
like CV, so applicants can’t
write as much info as they
want to or add a cover letter
for explanation for whatever
deficiencies they have.

• Preliminary screening of employment
applications and resumes are the first
selection tool to determine whether an
applicant meets the requisite qualifications
for a job. A cursory review of application
materials reveals whether applicants meet
the basic criteria or if they have adhered to
the application instructions.

Selection
Devices
2.Interview Forms
Checklist of what to look for in a
candidate.
Set of guidelines for the interview.
The application forms can be used
as the interview guide.

3. Interview:
A selection procedure designed to
predict future job performance by
applicants' oral responses to oral
inquiries.
-Useful for determining if the applicant
has requisite communicative or social
skills, which may be necessary for the
job.
-Interviewer can obtain supplementary
information
-used to appraise candidates' verbal
fluency
-can assess the applicant's job
knowledge
-can be used for selection among
equally qualified applicants
- allows the applicant to ask questions
that may reveal additional information
useful for making a selection decision
-the interview may be modified as
needed to gather important
information
-subjective evaluations are made
-interviewers form stereotypes
concerning the characteristics required
for success on the job
-negative information seems to be
given more weight
-not much evidence of the validity of
the selection procedure
-not as reliable as tests

Phone Interview
• Many recruiters conduct phone
interviews as a second-round selection
tool. Phone interviews are a cost-
effective, productive use of a recruiter's
time in deciding which applicants will
become viable candidates.
• This is a two-part selection tool.
• The first question a recruiter asks is
whether the applicant is still interested
in the position. If the answer is "no,"
that's the final selection tool and the
recruiter eliminates her/him from the
applicant pool.
• The second part of this selection tool is
the actual interview wherein the
recruiter asks basic questions about
work history and experience.

Hiring Manager/Panel/HRM Interview
• Applicants who perform well
during a phone interview move to
the next selection tool, a face-to-
face / video interview with the
hiring manager. Technically
speaking, the applicant becomes
a candidate at this stage in the
process because the recruiter has
narrowed the field down to
applicants who possess the job
knowledge, experience and
qualifications.

Hiring Manager/Panel/HRM Interview
• The point of an interview
with the hiring manager is to
determine which candidate
is best suited for the job
based on qualifications and
how he/she fits into the
workplace culture.

Selection
Devices
3. Background Investigation
This is a verification of reference from
people significant to the applicant.
This sought to guard oneself against
falsification by applicant.
Private employers tend to get more accurate
information from tracking the actual performance
than when merely ask for references reflecting
opinion about the candidate.

2. Background investigation:
A background check or background
investigation is the process of looking
into and compiling criminal records,
commercial records and financial
records of an individual or an
organization.
Background checks are often
requested by employers on job
candidates for employment screening,
especially on candidates seeking a
position that requires high security or a
position of trust, such as in a school,
hospital, financial institution, airport,
and government. These checks are
traditionally administered by a
government agency for a nominal fee,
but can also be administered by private
companies.
-Background checks reveal lies in
resumes or CV and fill in the 'blanks' at
interviews. This helps the job selection
process and ensures employment of
only legitimate and honest candidates
with no criminal history.
-Carrying out thorough background
checks protects an employer against
possible, future lawsuits.
-Background checks are expensive
regarding money and time, and for this
reason, many employers fail to carry
out thorough checks.

Selection
Devices
4. Performance Simulation Test
This measures the applicant’s
skills that are necessary upon
entry into the job.

4. Performance simulation test:
Performance simulation provides a
simulated business environment in
which to test the impact of critical
business decisions and gives
individuals the opportunity to practice
making these decisions in a risk-free
environment.
Employees are provided with a virtual
environment that looks and feels like
their workplace opportunities to make
decisions and experience the
consequences they learn by doing.
-It is a cheaper, faster, and efficient way
for practice and learning that helps
people understand how they should act
in real life situations.
-candidates are more engaged in the
task and enjoy challenging themselves
to solve the challenges put forth.
There are two big disadvantages to
performing a simulation.
- The first of these disadvantages is
simulation errors. Any incorrect
keystroke has the potential to alter
the results of the simulation and
give you the wrong results.
- it is more difficult to administer than
a written exam or other objective
testing methods
Others:
The cost of a simulation model can be
high; The cost of running several
different simulations may be high; Time
may be needed to make sense of the
results

Skills Assessment
• For jobs that require technical
skills or expertise in certain fields,
employers may consider skills
assessment in the collection of
hiring tools. The tests could
range from computer proficiency
in one specific area to a battery
of tests to measure overall
administrative skills. Executive
applicants may be subjected to
tests that gauge their judgment
and personality.

Selection
Devices
5. Physical Exam/ Medical Exam
a medical practitioner examines an
applicant for any possible medical signs
or symptoms of a medical condition.
Drug testing is conducted on a case-to-
case basis depending on the
job/position.

5. Physical Examination:
This test typically test
applicants on some physical
requirements such as lifting
strength, rope climbing, or
obstacle course completion,
etc.
-identify individuals who are
physically unable to perform
the essential functions of a
job without risking injury to
themselves or others
-can result in decreased costs
related to disability/medical
claims, insurance, and
workers compensation
-costly to administer
-requirements must be
shown to be job-related
through a thorough job
analysis
-may have an age-based
disparate impact against
older applicants

Selection
Devices
6. Written Exams (Psychological /
standardized tests)
• Intelligence test
• Aptitude Test
• Achievement Test
• Personality Test
• Interest Test
• Preference Test
• Projective Test
• Other Tests [polygraph, graphology, non-
verbal communication, lie detector]

6. Written test:
Written examination is the most
commonly used type of assessment for
certification purposes. This exam
assesses candidates’ knowledge in
specific areas, as defined in the blueprint.
Written examination is best suited for
initial certification as it enables a wide
coverage of content and it can be used to
assess both knowledge and its
application.
Multiple Choice Exams advantages:
-Sound psychometric qualities
-Wide coverage of domain content
-Can assess both pieces of knowledge as
well as application of knowledge
-Can be scored quickly
-Can be administered more than once
-Low cost for candidate and decreases as
the number of candidates increases
-Possibility of online delivery
-Well accepted by candidates
Essays/Short Answer/Answer Completion
advantages:
-Can assess both pieces of knowledge as
well as application of knowledge, can
obtain more information
Multiple Choice Exams disadvantages:
-Need large pool of questions to ensure
their rotation. Measuring practical skills is
not always possible
-Initial development costs are high,
therefore requiring significant investment
capital
-Requires the creation of various versions
of the exam to prevent question over-
exposure and to ensure the security of
the test.
Essays/Short Answer/Answer
Completion disadvantages:
-Need to revise content after each
administration
--Measuring practical skills is not always
possible
-Scoring can be time-consuming and
challenging

Selection Centers
• An assessment/selection center is a recruitment
selection process where the organization typically
assesses a group of candidates at the same time and
place using a range of selection exercises. Some
organizations use assessment centers only for high-
value roles.
• An Assessment Center consists of a standardized
evaluation of behavior based on multiple evaluations
including: job-related simulations, interviews, and/or
psychological tests.
• The distinguishing feature of an assessment center are
live humans who act as role players during simulations
and observe and score applicants' behaviors in
different exercises. It's the labor intensity of this type of
assessment that drives its cost up compared to per-
employment tests that are completely automated.

Orientation
➢Definition: Orientation is a systematic
and planned introduction of employees
to their co-workers and the organization.
➢It is also called as Induction.
➢Orientation is designed to provide a new
employee with the information he/she
needs to function comfortably and
effectively in the organization.
➢Should be a process, not an event.

Purpose of
orientation
➢To reduce start up costs ( associated
with job learning)
➢To reduce anxiety
➢To reduce employee turnover
➢To save time for supervisor &
colleagues
➢To develop realistic job expectations
and job satisfaction

Purpose of
orientation
➢The idea is to make the new
employees feel `at home’ in the
new environment
➢Expedite proficiency
➢Assist in newcomer assimilation
➢Enhance adjustment to work
group and norms
➢Encourage positive attitude

Orientation
Program
1. Orientation checklist, employee
handbook and orientation
program.
2. Communicate pride in the
company by giving each new
employee an item with the
company logo on it.
3. Encourage communication, and a
sense of importance, by inviting
new employees to have coffee or
lunch with the company
executives.

Orientation
Program
4. Encourage new employees to
sample the product and or service
that the company sells (e.g. Some
organization with food services offer
new employees a complimentary
meal).
5. Reduce the stress of starting a new
job by pairing new employees with a
buddy (a more senior or experienced
team member) that can help coach
them through the first few weeks on
the job.

Problems of Orientation
Too much paperwork Information overload
Information irrelevance Scare tactics

Too much
“selling” of the
organization
To much one-
way
communication
One-shot
mentality
No evaluation
of program
Lack of follow-
up

THE PROGRAM WAS NOT
PLANNED
THE EMPLOYEE WAS UNAWARE
OF THE JOB REQUIREMENTS
THE EMPLOYEE DOES NOT FEEL
WELCOME

Requisites of
orientation
➢Typically, orientation conveys three types of
information:
i. General information about the daily work
routine;
ii. A review of organization’s history, founding
fathers, objectives, operations, and product
or services, as well as how the employee’s
job contributes to the organization’s needs;
and
iii. A detailed presentation, perhaps, in a
brochure, of the organization policies, work
rules and employee benefits.

Requisites of an
effective program
➢Educate the attendees about the history of the
company, the financial performance of the
company and the marketing initiatives of the
company.
➢Brief history and operations of the company.
➢Products and services of the company.
➢The company’s organization structure.

Requisites of an
effective program
➢Location of department and employee
facilities.
➢Rules, regulations and daily work routines.
➢Grievance procedures.
➢Safety measures.
➢Standing orders and disciplinary procedures.

Requisites of an
effective program
➢Terms and conditions of service including
wages, working hours, overtime, holidays
etc.
➢Suggestion schemes.
➢Benefits and services for employees.
➢Opportunities for training, promotions,
transfers etc.

Employee
Training and
Development

Training
• refers to a planned effort by a
company to facilitate employees’
learning of job-related
competencies
• goal of training is for employees to
master the knowledge, skill, and
behaviors emphasized in training
programs and to apply them to
their day-to-day activities

Development
• refers to formal education, job experiences, relationships, and assessments
of personality and abilities that help employees perform effectively in their
current or future job and company
• implies opportunities created to help employees grow. It is more of long
term or futuristic in nature as opposed to training, which focus on the
current job
• The major difference between training and development therefore is that
while training focuses often on the current employee needs or competency
gaps, development concerns itself with preparing people for future
assignments and responsibilities.

Training vs Development
• formal and systematic
modification of behavior through
learning which occurs as a result
of education, instruction,
development and planned
experience
• a short term process
• Refers to instruction in technical
and mechanical problems
• Targeted in most cases for non-
managerial personnel
• Specific job related purpose
• any learning activity, which is
directed towards future needs
rather than present needs, and
which is concerned more with
career growth than immediate
performance
• a long term educational process
• Refers to philosophical and
theoretical educational concepts
• Managerial personnel
• General knowledge purpose

Employee
Development
Basic factor in building and maintenance of the
organizational effectiveness.
It is so important that it is not only imperative but
continuous.
No organization can dispense with it as a program
and as a process.
To meet the challenges of change, organizations
must ensure that sufficient training and programs
for development of workers are in place.

Employee Development Dimensions
1. In-service Training Program where employees are given opportunities to further their
education to enable them prepare for future positions.
2. The Training Program which prepare the employees to be able to handle new job
assignments.
• Employee development connotes the organization’s efforts to provide the need-based
training and education to its workers to enable them to become competent in handling
their present or future assigned tasks.

Note:
• Though organization can provide opportunities for employee
development, it cannot actually develop employees by itself. The
employees must accomplish development themselves. That is,
they need to assume some responsibilities for their own progress.

Designing Effective Training Program
• Training Design Process refers to a systematic approach
for developing training programs

Training Needs Assessment
• refers to the process used to determine whether training is necessary
• organizational analysis involves determining the appropriateness of training, given the
company’s business strategy, its resources available for training, and support by managers and
peers for training activities
• Person analysis involves (1) determining whether performance deficiencies result from a lack of
knowledge, skill, or ability (a training issue) or from a motivational or work-design problem, (2)
identifying who needs training, and (3) determining employees’ readiness for training
• Task analysis identifies the important tasks and knowledge, skills, and behaviors that need to be
emphasized in training for employees to complete their tasks

Training
Needs
Analysis (TNA)
Other types:
✓Performance analysis
✓Content/Document analysis
✓Training suitability analysis
✓Cost-benefit analysis/Return of
investment analysis

Selecting
Training
Methods
Presentation
Methods
Lectures
AV Techniques
Hands-on OJTs
Case Studies
Simulations
Role Plays
Behavior Modeling
Group
Building
Methods
Adventure Learning
Team Training
Action Learning

Training process
• Planning phase: TNA conducted, training objectives are set,
participants and qualified resource persons are selected,
training lessons are ready, and training facilities are provided
• Implementation phase: training content must be delivered to
the level of both physical and mental maturity of the
participants. Training by periods or hours should not be
unnecessarily too long. Logistical aspects have been arranged.
• Evaluation and revision phase:
-formative: gathering relevant and useful data while the
training program is conducted; and
- summative : done at the end of the program and makes an
overall assessment of the effectiveness in relation to achieving
the objectives and goals.

Training Evaluation
• refers to the process of collecting the outcomes
needed to determine whether training is
effective
• Effective training means there are benefits that
the company and the trainees receive from
training
• Benefits for trainees may include learning new
skills or behavior. Benefits for the company may
include increased sales/customers and more
satisfied customers

Types of
Employee
Development
In-service Course –
professional development of
workers to upgrade their
qualifications; members who
participated in in-service
course can discuss and
implement the ideas and
techniques gained which
then benefit other workers.
Seminar – selected topics
Induction courses – for new
employees; for orientation
and adjustment
On-the-job training –for new
and old employees – if new
skills is introduced in the
organization; on specific job,
job experience, coaching, job
rotation
Off-the-job training –
workstation instructions
combined with practical
instructions in the working
environment.

Types of Employee Development: Off-the-job
training
Vestibule
/laboratory training
simulation
Refresher / special
course – update KSA
Conference training – or
workshop aligned with
the organizational
objectives.
Role playing – can be
used for executive
development; feeling
and tone
Case study – power
of observation
Brainstorming –
creative thinking
Gaming – focuses on
administrative
problems; competing
teams
Sensitivity training – used for
development of awareness to
behavioral pattern of oneself and
one’s colleagues; for leadership
training and executive development
Supplementary training – from
independent institutions; through
sponsorship

Self-
organizational
Assessment
and Personal
Reflection
• Look back to your experiences of your
organizational HR processes.
✓Did you undergo the usual screening
process?
✓Were you oriented about the nitty-gritty of
your work?
✓Is your organization generous about training
and development?
• Whatever is your answer, how can you help
your organization to improve its HR-related
processes?

Reaction
Paper
• Look for an article related to recruitment
and selection, or training and development
issues then come up with your learning
insight following this format:
Article title:
Author/s:
Source/Publication:
Reaction: (not more than 200
words)
Conclusion: (Not more than 50 words)
Submitted by: (your name)
• Note: Attach the research / article or write
as reference the link

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