Getting the Right People; Recruitment & Selection_Mary Jane Adonay.pptx

presentation about human resource

1. RECRUITMENT AND SELECTION GETTING THE RIGHT PEOPLE: PA 206 B PUBLIC PERSONNEL ADMINISTRATION MARY JANE M. ADONAY

2. 2 RECRUITMENT AND SELECTION is the process through which companies hire people. It is divided into two (2) parts: RECRUITMENT that establishes a pool of suitable candidates SELECTION which is the process of selecting the right candidate from this pool

3. 3 FOUR KEY TASKS DEMANDED OF ANY BUSINESS: OPERATIONS MANAGEMENT ACCOUNTING MARKETING HUMAN RESOURCE MANAGEMENT often organized as flow of products and services through the business; as wages are paid, supplies are purchased, and products and services are sold; people – now called customers – also need to know about the availability of the products and services. This is the task of marketing; part is often seen as a business function performed inside an organization and designed to maximize employee performance. HRM concerns the management of people.

4. 3 RECRUITMENT AND HR PLANNING Recruitment is often part of personnel, workforce, or HR planning (HRP) . The recruitment process (plan → source → pre-screen → select → offer) balances current staffing positions with desired staffing positions. HRM’s recruitment activities are designed to affect three key elements of the recruitment process: 1. Attracting a sufficient number of people who apply for a job vacancy; 2. A ttracting the type of people who would apply; 3. Assuring the likelihood that the candidates who apply will accept the position once it is offered to them.

5. FORMAL & INFORMAL HR POLICIES FORMAL POLICIES are always statements of intent indicating an organization’s intention, goal, and objectives. INFORMAL POLICIES relate to “the way things are done around here” such as common practices at the workplace. Good examples for an informal policy might be a dress code, casual days, breaks, etc. 4

6. works as a great motivational opportunity as it shows employees that there is career progression inside the organization – it is promotion from within; supports a sense of being recognized and valued by the organization which, in turn, might lead to improvements in productivity; most HR managers agree and value the fact that internal recruitment improves retention rates and flattens turnover rates because internal recruitment tends to prevent employees from leaving for better job opportunities elsewhere; INTERNAL RECRUITMENT 5 perhaps one of the key factors in favor of internal recruitment is the reduction of recruitment costs as – at least in most cases – no external recruitment agency will have to be engaged and costly advertising can be avoided; 2 1 3 4

7. also results in placements of employees who already have a sound understanding of the organization, thereby possessing what is called “organizational knowledge” about the organization’s culture, policies, practices, goals and missions; in turn, this also means that the organization (and HR) knows the candidate who is applying for a position will lead to a reduction in training costs as, for example, corporate induction programs are not required for employees already working within the organization 6 5 6

8. 7 EXTERNAL RECRUITMENT is often used to bring in expertise not available inside a business and to encourage innovation seen as better supported through an external candidate.

9. lead market strategy which offers higher than current market level wages and bonuses and is often applied when high-level pay is designed to make up for negative or less desirable job features image advertising and branding where companies advertise and promote themselves rather than actually looking for new recruits. It is a form of deception to show that this company is a good place to work and if this leads to new recruits, HRM sees this as a welcome side-effect. Other organizations use online recruitment strategies such as, for example, social recruitment, advertising on internet sites, job boards, and discussion forums direct applicants who apply for a position without being prompted or solicited. Instead, they often express an interest in working for a specific organization (e.g. flight attendants for an airline, etc.). In these cases, a company does not advertise such positions. COMMON ADVERTISING STRATEGIES 8 referrals They occur when people apply for positions encouraged by someone already working in the business. In many cases, this depends on networking.

10. ADVERTISING FOR A POSITION newspaper advertising is being replaced by internet recruiting focusing on five objectives: 9 1. internet recruitment is faster when compared to newspaper advertising; 5. internet recruitment is relatively cheap compared to traditional advertising. 2. it can be used as a marketing activity, e.g. image advertising; 3. it provides easy access for candidates as many have access to the internet; 4. potential applications/resumes can easily be directed to a corporate website; and

11. 10 RECRUITMENT AGENCIES Public Employment Agencies Private Employment Agencies

12. KEY SELECTION CRITERIA RECRUITERS ARE LOOKING FOR: 1. Interpersonal skills and the ability to communicate in written as well as oral language; 2. Enthusiasm, knowledge of the business area, self-motivation, commitment, and a positive attitude; 3. The ability for critical reasoning; 4. The possession of analytical skills and problem-solving expertise; 5. Academic qualifications such as, for example, MBA; 6. The ability to fit into an organizational culture; 7. Practical work experiences in a relevant industry; 8. Emotional intelligence (not just IQ) such as a mature character; 9. Teamwork and leadership skills; 10. intra- and extra-curricular interests and activities (hobbies, etc.)

13. 13 SELECTION is the process designed to select the right candidate from a pool of suitable applicants. HR uses four types of interviews: (a) competency interviews (focusing on an applicant’s skills, etc.), (b) behaviour -based interviews (assessing job-related behaviours ) (c) situational interviews (create critical incidents for problem-solving skills), and (d) telephone/video interviews

14. 14 ACTUAL INTERVIEW

15. OFFERING POSITION AND INDUCTION PROGRAMS 1. FORMAL INDUCTION PROGRAM 2. INFORMAL INDUCTION PROGRAM Induction programs usually take two forms:

16. RECRUITMENT AND SELECTION GETTING THE RIGHT PEOPLE: POLICY PAPER

17. Title: Enhancing Transparency and Equity in DepEd Zamboanga City Division Office’s Recruitment and Selection Process   Introduction: In the pursuit of educational excellence and the development of a skilled and diverse workforce, the Department of Education ( DepEd ) plays a pivotal role in shaping the future of nations. Central to this mission is the recruitment and selection of educators and administrative personnel who will guide and inspire the next generation of learners. The process by which DepEd identifies and appoints its employees is not only a reflection of its commitment to educational quality but also a statement of its dedication to principles of fairness and equal opportunity .. The importance of a transparent and equitable recruitment and selection process cannot be overstated. It is the cornerstone upon which DepEd's credibility and effectiveness rest. When individuals with the right qualifications, regardless of their background, are given an equal chance to serve, the educational system thrives, and society as a whole benefit. This policy paper delves into the critical issues surrounding DepEd's current recruitment and selection practices, aiming to identify areas that require improvement. By examining the challenges and proposing solutions, this paper seeks to strengthen DepEd's commitment to transparency and equity. The objective is clear: to create a recruitment and selection process that not only identifies the most capable candidates but also ensures that no one is left behind due to unfair practices or bias. Throughout this paper, we will explore the rationale for enhancing transparency and equity in DepEd's recruitment and selection processes, the current state of affairs, and practical recommendations for improvement. By doing so, we hope to contribute to the creation of an educational system that truly reflects the ideals of fairness, inclusivity, and excellence that DepEd aspires to uphold.

18. II. Background of the Problem Over the years, concerns have arisen regarding potential biases and inequalities in the recruitment and selection process within the Department of Education. These disparities often manifest in terms of gender, ethnicity, socioeconomic status, and geographic location, resulting in an uneven representation of diverse talent within the education sector. Also, there has been a perception among some stakeholders, including potential candidates and civil society, that the recruitment and selection processes within DepEd lack transparency and fairness. Such perceptions can erode trust in the education system and hinder efforts to attract top talent. Moreover, inefficiencies and inconsistencies in the recruitment and selection process can lead to delays in filling critical positions within DepEd . This, in turn, can impact the quality of education delivery and hinder the department's ability to adapt to evolving educational needs. Lastly, as an institution responsible for providing education to all, DepEd is under legal and ethical obligations to ensure that its recruitment and selection practices do not discriminate or disadvantage any group. Failure to meet these obligations can lead to legal challenges and tarnish the department's reputation. Addressing these background issues is crucial for the Department of Education to not only fulfill its mission effectively but also to build trust among stakeholders and ensure that all Filipinos have equal access to educational opportunities. This policy paper aims to explore these challenges in-depth and propose practical solutions to enhance transparency and equity in DepEd's recruitment and selection processes.  

19. III. Outline of Policy Alternatives and Framework of Analysis To enhance transparency and equity in DepEd's recruitment and selection process, policymakers can consider several policy alternatives. Here's a framework of analysis to evaluate these options effectively: Standardized Selection Criteria - Implement standardized, job-specific selection criteria and qualifications for all positions within DepEd . This ensures that candidates are assessed fairly based on their merits . Blind Recruitment - Implement a blind recruitment process where candidates' personal information, such as names, gender, and age, is concealed during the initial stages of selection to reduce unconscious bias. Diverse Interview Panels - Require diverse interview panels that include representatives from different backgrounds and experiences to ensure a broader perspective in candidate assessment. Mentorship and Training Programs - Establish mentorship and training programs to support candidates from underrepresented groups, helping them prepare for and succeed in the recruitment process. Stakeholder Engagement - Involve stakeholders, including teachers' associations, parent groups, and community organizations, in the recruitment process to increase transparency and community buy-in. Feedback Mechanisms - Create mechanisms for candidates to provide feedback on the recruitment process, enabling continuous improvement and accountability.

20. Framework of Analysis: Effectiveness - Evaluate each policy alternative's potential to enhance transparency and equity in DepEd's recruitment and selection process. Consider whether it addresses the identified issues and leads to measurable improvements . Feasibility - Assess the practicality of implementing each policy alternative within DepEd's existing infrastructure, resources, and capacity. Identify potential challenges and resource requirements. Cost-Benefit Analysis - Examine the financial, social, and economic costs and benefits associated with each policy alternative. Consider short-term and long-term impacts. Transparency and Accountability - Evaluate whether each policy alternative enhances transparency in the recruitment process. Assess whether it provides clear guidelines and mechanisms for oversight and accountability. Legal and Ethical Compliance - Ensure that each policy alternative aligns with existing laws, regulations, and ethical standards. Identify potential legal and ethical considerations. Monitoring and Evaluation - Establish clear metrics and indicators to monitor the progress and impact of each policy alternative. Include mechanisms for ongoing evaluation and adjustments.

21. III. Conclusion After a thorough analysis of policy alternatives and the existing challenges in DepEd's recruitment and selection process, it is concluded that transparency and equity gaps exist. It is evident that there are disparities and perceived lack of transparency in DepEd's recruitment and selection practices, which can undermine trust and hinder access to quality education opportunities. Hence , diverse solutions are needed and addressing these issues requires a multifaceted approach, as no single policy alternative can fully solve the complex challenges related to transparency and equity. Moreover, stakeholder engagement is vital. Involving stakeholders, including educators, civil society, and the public, is critical for building trust, gathering diverse perspectives, and ensuring the success of policy changes.

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