Hiring Process

Steps
1. Identify Hiring Needs
“What does the company really need”
2. Plan / Job Analysis
• This is the process of studying positions of describing duties
and responsibilities that go with jobs, and grouping similar
positions into job categories.

• It is usually undertaken when:

• Organization is starting operations
• New Job is created
• Job is changes significantly by the nature of operations
• Technology Introduction
• Restructuring
2.1 Conducting Job Analysis
• Identify Tasks Performed
• Identify the major job dimensions
• Tools and equipment used to performed the tasks
• Write the Task Statements
• Action / Object
• When
• Where
• How
• Why
• Rate the Task Statements
• Determine Essential KSAOs (Knowledge, Skill, Ability and Other Characteristics)
• Knowledge is a body of information needed to perform a task
• Skill is the proficiency to perform a learned task
• Ability is a basic capacity for performing a wide range of different
tasks, acquiring knowledge or developing a skill
• Other Characteristics include such personal factors as personality,
willingness, interest and motivation
2.2 Job Analysis Data Gathering
• Questionnaires
• Effective way of obtaining job information is to have employees
accomplish well designed and adequately explained Job Analysis
Questionnaires later reviewed by their immediate supervisors
• Interview
• To obtain a whole perspective of the job, it is better for you to
interview the employee and the immediate supervisor in their
place of work
• Observation
• Observes the people performing their jobs in the work setting
3. Create
Job Descriptions
This is where the functions,
duties performed and
responsibilities are involved

Job Descriptions describes the following:

1. The Job in terms of its level of duties and tasks or

procedures needed to do the job
2. The duties performed, the skill, training and the
experience required, the responsibilities involved, the
conditions under which the job is done and the relation of
the job to the other job in the organization
 4. Post and Promote
Job Opening
• Job Posting – Bulletin Board

• The Word – of – Mouth System

• Advertising Media

• Walk – Ins and Unsolicited Applicants

• Campus or University Recruitment

• Job Fair and Open House

• Government Agencies

• Radio and Television

• The Internet
5. Recruiting
• It is the process of search for and securing applicants for the
various job positions so that the right people

“Right People for the Right Job”

Recruitment Process
• Establishing Selection Procedure
Stage 1

• Identifying and choosing selection criteria,

Stage 2 predictors and instruments to be used

• Gathering and Evaluation Information about

Stage 3 applicants

• Making Communication decisions to select or

Stage 4 reject
 Selection Process
6. Preliminary Screening
• It deals with the obvious factors such as voice, dress, physical appearance,
personal grooming, educational background, professional training and experience
• The following personal traits and qualities are the most important things to
consider in the preliminary screening process:
• Aptitude and interest
• Indicates our natural abilities, capacity or learning attitude and desires to do certain
jobs
• Attitude and Needs
• Indicate an applicant’s frame of mind, emotional and mental maturity, sense of
responsibility, authority and future motivation
• Analytical and Manipulative abilities
• Indicates our thinking process, intelligence level and apply knowledge in a specific
task
• Skill and Technical Abilities
• Ability to perform specific operations and technical aspects of the job
• Health, energy and stamina
• Physical ability to perform the task
• Person’s value system
• Provides a clue to motivation, goals, objectives and work values of applicants
7. Screening Interview / Application Form
By careful screening, the employee’s information may be found
closely related with the success of the job

• Education
• Employment data
• Years of experience in a
particular job
• Salary received
• Membership in organizations
8. Interview
2 types of Interview
Structured Interview
• Follow a set of procedures and the
interviewer set the lead
• Job Related Questions
• All Applicants are asked the same
• Standardized scoring key to
evaluate each answer
Advantages of Structured Interview
• Job relatedness and standardized
scoring
• Questions are based on Job
Analysis
• Tap Job Knowledge, Job Skills,
Applied Mental and Interpersonal
Skills
Unstructured Interview
• Provides no specific reference
and the applicant is given a free
hand in talking about him and
the interviewer makes an
assessment
Disadvantages of Unstructured
Interview
• Poor Intuitive Ability
• Lack of Job Relatedness
• Primacy Effect
• Contrast Effect
• Interviewer – Applicants
Similarities
• Interviewee Appearance
• Non – Verbal Communication
 Type of Interview Questions

Clarifier

Disqualifier

Past Focus

Skill / Knowledge Focus

Future Focus

Organizational Fit Focus

9. Applicant Testing and Evaluation
• Testing is most commonly associated with the prediction and
selection of subsequent performance of the job
Different Tests used in Screening Applicants:
For Personality Test:
1. Myers – Briggs Type Indicator (MBTI) : has four scales and is
based on the personality of Carl Jung
For Cognitive Ability / Intelligence Test
1. Culture Fair Intelligence Test
2. Ravens Progressive Matrices
10. Background Check

• A candidate’s background
based on criteria
determined by their
prospective or current
employer.
• A check of a candidate’s
background may include
employment, education,
criminal records, credit
history, motor vehicle and
license record checks.
11. Decision

• This is where the

operating
department
executives will
choose among the
screened applicants
by HRD
12. Reference Check
• references are important in order to obtain necessary
information from either previous employers or acquaintances
with noble credentials.
• This can be done thru:
• Oral Communication
• Written Expression
• Checklist
• Reference Check determine the following:
• Applicant’s Ability
• Previous Performance
• Habits
• Character
• Potential for future success
13. Job Offer

• an invitation for a potential

employee, whether she has
applied for a job or not, to
become an employee in your
organization. The job offer
contains the details of
your employment offer.
• It consists of salary and
benefits
14. Hiring

• It is where the
applicant and
company agrees with
the Job Offer
 It is the “process of helping new hires

15. Onboarding
adjust to social and performance aspects
of their new jobs quickly and smoothly, and
Onboarding learn the attitudes, knowledge, skills, and
behaviors required to function effectively
within an organization.”
Formal
Onboarding Informal onboarding
Informal • refers to the ad hoc and
Onboarding semi-organized activities by
which a new employee
learns about his or her new
Formal onboarding job.
• Consists of organized tasks and • It include s job shadowing
procedures that help a new and impromptu one-on-
employee adjust to his or her one coaching or meetings
new position. with management and new
colleagues, as well as the
• new hires exposed in different
details of getting started at
activities like orientation, in-
a company, such as
classroom training, and
receiving badges and
socialization.
equipment.
Steps to a Good Interview
1. Research
• Research the company’s
background. Find out who its major
competitors are and what the
position entails. Interviewers
commonly ask applicants what they
know about the company, and with
a little preparation you can answer
confidently.

• Know the nature of the company

• What products they are selling
2. Practice
• Practice answering common
behavioral and role-playing
interview questions. Research
the types of questions typically
asked of people applying for the
same type of job you are, and
rehearse answering them at
home. For example, if you're
applying for a managerial role,
you might be asked how you've
resolved a conflict between
employees
• Practice speaking in front of the
mirror for you to be more
confident on the day of your
interview
3. Dress Well
• Dress appropriately and wear
clothing that both fits well and is
comfortable. Wear a suit in an
interview in a business office. For
less conservative environments,
slacks and a nice shirt work well
for both men and women, or
women can wear a skirt and
blouse or a dress. A safe rule is to
dress to fit into the setting, not
stand out in it.
4. Be Punctual and Prepared
• Arrive to your interview
location early. Never keep an
interviewer waiting for you to
show up. Find out the exact
location of the interview
ahead of time so there are no
surprises. Call ahead to
confirm the directions and get
a description of the building,
if necessary. Use online
mapping software to get
directions even if you have a
GPS. Bring several copies of
your resume, and any
documentation you need, or
notes you want to refer to.
5. Wait Actively

• If you have to wait for the

interview after you arrive at
the location, strike up a
conversation with the
receptionist about the
company, look over your
resume, or go over answers to
potential interview questions
while you wait.
6. First Impression

• Greet your interviewer with

confidence. Provide a firm
handshake, make good eye
contact, and give a pleasant
smile. Let the interviewer
know you are pleased to have
the opportunity for the
interview, but don't get
carried away with small talk.
7. Don’t Stress

• Stay calm and remind yourself

of your skills, qualities and
value. Find out what this
potential employer is all
about, share what you can
offer, and gauge if the
company is worthy of your
time and commitment.
8. Introduce Yourself
Professionally
• Don’t share personal
information such as marital
status, whether you have
children, or what your age is
when asked to introduce
yourself. Provide a brief
synopsis about what you have
done professionally and what
led you to apply for the job in
question.
9. Answer Questions Fully
• Answer all questions
completely and with poise.
Answer the question asked;
don't go off on tangents.
Listen carefully to what is
being asked and confirm the
question, if necessary. Pause
briefly before answering to
avoid saying something
unintentionally. Use positive
language and be mindful of
your tone
10. Be Positive
• Refrain from drawing
attention to qualities that
may turn potential employers
off if asked what your
weaknesses are. If you were
fired from your last job or
quit, and are asked why you
left, answer tactfully,
highlighting any positive
aspects, and then go on to
explain what you are looking
for in your next employer. Be
prepared to ask the
interviewer a few questions
for your own information and
to show interest.
7 ways to improve hiring
 1. Create Employer Brand
• When you focus on
building a well-known
employer brand, you
won't have to do as
much active recruiting.
You'll be a highly
desired organization,
flooding with applicants
 2. Move as quickly and
efficiently as possible
• It's important to act quickly,
especially when you know you're
interested in a specific applicant.
Even if you haven't made a
decision yet, you should follow up
with the candidate often,
discussing further details of the
position to ensure you're on their
radar. Also, respond to any
questions or concerns right away
to keep them updated
throughout the process
3. Write better job descriptions

• Focus on what your

company can do for
potential employees,
and you'll attract
candidates who
better fit your needs.
 4. Embrace digital trends and
social media
• Most people want to work for
companies that keep up with
the latest tech trends. Part of
embracing the digital age
means using public social
media profiles for candidate
research. Like most employers,
you'll probably do a
standard background check on
applicants, but the candidate's
social media profiles can offer
more details about the
individual as a person and an
employee, for better or for
worse.
5. Fit the personality to the job
• Consider how a
candidate's personality
traits align with the daily
job tasks. For instance, a
trait such as empathy
would likely be much
more important for a
nurse or a social worker
than it would be for a
tax attorney or a
computer programmer.
 6. Improve your interviews
• It's important to allow
prospective employees to
interview you, too. Letting
candidates ask questions will
give you a chance to see
what's important to them,
Brusman said. It also gives
them a chance to determine
that they want to keep
pursuing a job at your
company, or to decide that
it's not the right fit for them.
• "Be open and honest about
what it's going to be like to
work for your company,"
Brusman said. "You want to
give a realistic preview of
the work environment."
7. Keep an eye on your reviews
• Based on Glassdoor's data,
two actions that draw in
candidates include being
active on review websites
and posting accurate
information. If you have a
lot of negative reviews
from former employees, it
may be time to work on
your company culture
before you try to fill any
open positions. Doing so
can improve employee
retention and lead to more
positive reviews that will
attract quality employees.