HUMAN RESOURCE MANAGEMENT

2.2.3 HR PLANNI

01 ACCESS CURRENT HR CAPACITY

HR Department will determine
current HR CAPACITY (
permanent and temporary post) .

03 DEVELOP TALENT STRATEGIES

Strategies involved various stages like
i) Recruitment
ii) Selection
iii) Hiring
iv) Training and Development
v) Compensation
vi) Performance Management
vii) Employee Relation

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ING process 13

02 FORECAST HR REQUIREMENT

HR Department identify available
AND emergent business/ new
ventures/ new line of products
etc. Matching Demand and
Supply of workers
Come out with ESTIMATED
number and details of employees

04 REVIEW AND EVALUATES

Evaluate whether the plan has
helped the company to
achieve its goals in factors like
production, profit, employee
retention, and employee
satisfaction

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DPB 50123 HUMAN R
CHAPTER THREE

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1

RESOURCE MANAGEMENT

DR.nyname.com ROSMANIZAH DERAHMAN

3.1 RECRU

CHAPTER

3.1.1 Define

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UITMENT 2

R THREE

3.1.2

Recruitment Process

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Advantages and
Disadvantages

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3.1.1 Definition :

Recruitment is the process of attracting
suitable people to apply for job vacancies

3.1.2 Recruitment Process

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3.2 RECRUITME
RECRUITMEN

STEP STEP
REQUIR1EMENT 2

FROM HR EVALUATE
PLANNING AND ALTERNATIVES

MANAGER’S TO RECRUIT
REQUISITION

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ENT PROCESS 4
NT PROCESS

STEP STEP
3 4

DETERMINE RECRUITED
SOURCES OF INDIVIDUAL
RECRUITMENT

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RECRUITMEN

2. EVALUATE ALTERNAT

OUTSOURCING

assign the task of recruitment to the third party specialist, who then carr
activities which would have been done in-house otherwise. It is beneficia
small and have a lack of expertise in recruitment. Or Outsource the job o
company/ outsource required work process to other company/ agency s

OVERTIME

In case the demand for a product peaks due to the
temporary market fluctuations, then a firm asks its
employees to work extra despite recruiting new hands

EMPLOYEE LEASING

the permanent employees of other firms are hired due to their specializat
certain field on a lease basis

SUBCONTRACTING

The subcontracting is prevalent in the complex jobs such as
construction, building, and information technology.

TEMPORARY EMPLOYMENT

The temporary employees are those who are hired for a specific time pe
the task gets accomplished

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NT PROCESS 6

TIVES TO RECRUITMENT

ry out all the recruitment
al for the firms which are
of required skill to other
so no need for recruitment.

OUTSOURCING

TEMPORARY OVERTIME
EMPLOYMENT
ALTERNATIVES
tion in a

SUB EMPLOYEE
CONTRACTING LEASING

eriod until

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RECRUITMEN

3. DETERMINE SOURCE
CHOOSE SOURCES AND ME

INTERNAL

Employee Audit/ Inventory/ SOUR
Re-hiring

Rehiring former employees
Promote favourite employee

Job Posting And Bidding

Notice in board/ intranet

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NT PROCESS 7

ES OF RECRUITMENT
ETHODS OF RECRUITMENT

EXTERNAL

RCES Employee Agencies
Campus Recruitment
Employee Referrals
Unsolicited applicant files
Advertisement
Internet – web sites

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RECRU

4. R

Call/ let

A. Offer em
i) Contact the successful candidates to prevent the

confirm to take the offer. A well written do

ii) Prepare the contract of employment An agreeme
wages, allowances, overtime rate, increment, bon

employee, probation period, Terms must not conflict
that terms is invalid because it against e

iii) Give letter of ap
iv) Implied Terms Obligation derived from common

obedience etc. Example - like provide safe work

B. In
Purpose - Overcome anxiety

i) Organizational issues
ii) Introduction

iii) Employee Benefit and
iv) Job Duties – job lo

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UITMENT PROCESS 8

RECRUITED INDIVIDUAL

tter for offers – do not clear the second list Induction program

mployment to successful applicants
em to other. For the unsuccessful, contact later after the chosen candidates
ocuments will soften the blow and maintain company public image

ent between employer and employee. Details of terms of contract, job title,
nus, normal working hours, holiday expectation from employer, benefit of
t with employment legislation eg ; if not stated employer contribution to EPF,
employment legislation. Always refer to Employment Act 1955.

ppointment by the first day he starts work
n law which not included in contract eg care, trust and provision of works ,
king environment , obey and does not expose fellow workers to danger.

nduction of New Employees
y, reality shock, problem to adapt to new environment

Contents
s – history, structure, product, policies and rules
n – to supervisors, trainers, co-workers
procedures – wages, holidays, rest breaks, benefit
ocation, overview of job, r/ship to other jobs

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3.1.3 ADVANTAGES AND
DISADVANTAGES
OF INTERNAL AND
EXTERNAL
RECRUITMENT

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EXTERNAL RECRUITMENT - EMPLOYEE AGEN

Outsource to these agencies ( Ministry of HR- Pejabat Bu
consultant.
For instance JobMalaysia.com in internet, Dept. of Labour
selected offices and maybe in public places like shopping
JomHeboh, or any booths in PWTC in some occasions. O
consultants/ expertise.
Management consultants – specialize in recruitment of m
Employment agencies – recruitment of non-managerial st
3.1.3 Advantages of engaging the consultants
i) Save time on sifting on applicants forms, preliminary i
ii) They are expertise
iii) Secrecy/ confidential – do not wish the employee kno

place
iv) Some management consultant will do job hunting sinc

the employment ads. (headhunter –agencies will iden
approaches discreetly –quite uneithical)
Disadvantages
a) Quite costly
b) Depend on their adequate info and expertise (better ch

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NCY 10

uruh or management
r placed computer terminals in
centres, Carnivals like
Or engage services from
managerial staff
taff recruitment
interview etc
ow the recruitment is taking
ce best employee seldom see
ntify bets candidates and

heck of their reputation

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EXTERNAL RECRUITMENT

ii) Campus Recruitment –
Vocational schools, institutes, universities So
Kerjaya dan Kaunseling etc) On Career Carni
and academic qualification but no experience
students undergoing training –
iii) Employee Referals - Friends/ family of exi
some premium for any recruitment introduce
‘sponsor’ is available - ‘Worker get worker
iv) Unsolicited applicant files - Contact the pe
should be removed and deleted after some p

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ome have regular trip to these schools ( Unit
ival or any - Cheap way to recruit technical
es - Some company may offer scholarship to
isting employee. - Minimal cost when just pay
ed - Employee stay longer when their
erson in kiv files - However the files/ data
period , in order to get the best jobseekers

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EXTERNAL RECRUITMENT

v) Advertising
Notices, posters or banners in strategic places - Insert in cl
newspaper - Messages in aired radio or TV - Notices in fac
for lower level jobs –
The ads should be
a) Eye-catching
b) Honest
c) Not excessively long
d) Detailed- benefit, contact no, - There are some experti

ads

vi) Internet Through company’s website, Jobstreet.com, -e
of their work, CV

vii) On-Site visit Some companies invites good candidates t
Normally for higher management position like COO/ CEO.

viii) Internship Internship students may get offer from the c
ix) Walk in normally for hourly rate workers.

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lassified columns in
ctory gate, supermarkets – suit

ise/ agencies who can do this
easy, fast, can send their video
to visit their workplace.
.
company. A win win situation .

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3.1.3 Advantages of internal recruitme
a) Accurate assessment if employee r
b) No induction
c) Little/ less cost
d) Increase employee motivation
e) Satisfy the union

Disadvantages
a) A waste of time , if no suitable can
b) Managers reluctant to release exce

employees
c) Filling a vacancy in a department m

gap between department

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ent 13
record is available

ndidates
ellent/ key
may lead to bigger

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3.2 SELE

CHAPTER

3.2.1 Define

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ECTION 14

R TWO

3.2.2

Selection Process

3.2.3

Appropriate
Selection Process

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3.2.1Se

Recruitment a

Once you have developed your recruitm
people, and now have plenty of peopl

you can begin the selection process. Th
refers to the steps involved in choosing

the right qualifications to fill a curre
opening.

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election 15

and Selection

ment plan, recruited
le to choose from,
he selection process
g people who have
ent or future job

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3.2.2 Selection process

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a. Review of application form and resum
b. Preliminary screening/first interview
c. Employment/selection test:
i. Cognitive test -
ii. Physical abilities test
iii. Work sample test
iv. Personality test
d. Employment/job interview:
i. Types of interview
ii. Methods of interview
e. Background and reference check
f. Selection decision/supervisory appro
g. Medical examination
h. Employed the individual

Refer to PDF notes Chapter Four

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mes 17
w/early interview

oval

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a. REVIEW APPLICATION FORM AND R

Receiving applications:
after passing the preliminary interview the c
application form. The application form gene
age, qualification, experience etc. of the can
interviewer gets the idea about the candida
formulating questions.

Screening of applications:
after receiving the applications the screenin
Only the candidates who qualify the criteria
for the interview. Usually the candidates se
times than the number of posts. Interview le
telephonically.

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RESUMES

candidate is asked to fill the standard
erally consists the information about the
ndidate on the basis of which the
ate and this information also helps in

ng committee screens the applications.
a of the screening committee are called
elected for interview are four to six
etter is sent to them or they are called

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b. PRELIMINARY SCREENING
Preliminary interview: the selection pro
step where the totally unsuitable applic
Thus the organization is saved from th
applicant through the remaining steps o
who pass this step are only asked to fill

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ocess generally starts with this
cant is eliminated.

he expenses of processing the
of selection. The candidates
l the application form.

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c. SELECTION TEST
i. Cognitive aptitude test cognitive abili

thinking (e.g., reasoning, perception,
ability, and problem solving).
Such tests pose questions designed to e
mental processes to solve work-related
knowledge.

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ity tests assess abilities involved in
memory, verbal and mathematical
estimate applicants' potential to use
problems or to acquire new job

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c. SELECTION TEST

ii. Physical Ability test

Physical ability tests typically ask individuals to perfor
physical skill. These tasks measure physical abilities su
stamina.
Examples of physical ability tests include: Muscular
pulling, lifting Muscular Power Tests - Tasks requirin
resistance (e.g., loosening a nut on a bolt) Muscular
of tool use (e.g., removing objects from belts) Cardi
aerobic capacity (e.g., climbing stairs) Flexibility Tes
or reaching of a body segment occurs (e.g., installing
which stability of body position is difficult to maintain

Must be valid and reliable
a) Validity – valid test that measure what it intends to
applicant to perform particular job.
b) Reliability – test is one which gets consistent result
frequently interviews failed to achieve validity and re
during interview, failed to reach employers expectatio
c) Culturally appropriate – suit to our cultural and lan
Performance test ( driving, language, computwewr,wm.coamcphan
Personality test ( iv) Intelligence test v) Medical test

21

rm job-related tasks requiring manual labor or
uch as strength, muscular flexibility, and

Tension Tests - Tasks requiring pushing,
ng the individual to overcome some initial
r Endurance Tests - Tasks involving repetitions
iovascular Endurance Tests - Tasks assessing
sts - Tasks where bending, twisting, stretching
lighting fixtures) Balance Tests - Tasks in
n (e.g., standing on rungs of a ladder)

o measure. Eg it should test the ability of an

ts if different testers are used However,
eliability when someone who perform well
on on the job
nguage Most popular test includes i)
hniynneam) eii.c)oAmptitude test ( abilities and talents ) iii)

iii. Work sample Test

. The work test is a sample of behaviour that can
performance in similar work situations. It is also
information relating to skills that may be difficult
through a period of instruction when the applica
involved in a work sample.
Eg : typing speed, statistical technique for deter
by workers in various defined categories of activ
assembling two parts, idle…etc.), welding perform

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n be used to predict future
a tool that provides supplementary
t to assess in other ways. tests
ant is expected to learn tasks
rmining the proportion of time spent
vity (e.g. setting up a machine,
mance to minimum millimeter

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iv. Personality Test

A personality test is a method of assessing
constructs. Eg : Sidiq Test, Aptitude test, Co

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human personality
omrey personality test

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d. EMPLOYMENT INTERVIEW

The candidates who qualify the above tests are called f
get more information about the candidate, to give him t
check the communication skill of the candidate etc. for
interview.

At the end of interview of each candidate the members
grades. There may be direct interview or indirect interv
from the noise and disturbance only than the candidate

Selection Interviews

Expectation fr interview -knowledge/ previous work ex
Concentration on these phases is required
i) Planning the interview
a) The timing – time, waiting time, time table, panel tim
interviewer, c) Topics – read the candidates cv, checklis

ii) Conduct the interview Interviewer must be trained a
Ask the right question – tell me …how…why….
iii) After the interview
Interviewer’s checklist
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for the employment interview. This interview is done to
the actual picture of what is required from him, to
senior position post; a panel is prepared who take the

s of panel discuss about the candidate and give him the
view. The interview should be conducted in a room free
es will be able to speak freely and frankly.

xperiences/ appearance/ ability to withstand stress

me b) Venue – quiet, seat, room, far or close to
st, question, situation
and prepared a) Avoid stress tech b) Establish rapport c)

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