PERSONNEL SELECTION PROCESS

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Needs Assessment
Recruitment
Selection
Employment
Orientation
Human Resource Administration and
Supervision
7. Separation and employment termination
Recruitment
The process by which a job vacancy is identified
and potential employees are notified.
Job description outline of the role of the job
holder
Person specification outline of the sills and
qualities required of the post holder
Applicant may demonstrate their suitability
through application form, letter of curriculum
vitae (CV)
Selection Process
Refers to the steps involved in choosing people who
have the right qualifications to fill a current or future
job opening.
managers and supervisors responsible for
the hiring of individuals
human resource management (HRM) role is
to define and guide managers
Functions of Personnel Manager
1. Recruit and interview job applicant.
2. Administer employment tests to job
applicants.
3. Indoctrinate new employees on laboratory
4. Introduce the new employee to his
supervisor.
5. Motivates employees to do better.
6. Keep employment record of all employees.
7. Assist in transferring, promoting, demoting,
discharging or retiring employees.
8. Handle complaints;
9. Negotiate with the labor unions or union
officials.
10. Provide personnel services
Personnel Selection Process
Needs Assessment
Requirement and selection of employees
Position Classification
Orientation

Needs Assessment
The root of any employment decision is a need
Need for a worker
Increase in workload
Requirement and Selection of Employees

INITIAL SCREENING
- First step in selection process
MINIMUM CRITERIA
- Min. education
- Experience
- Licensure examination

Criteria for Supervisory Position

Communication skills
Problem solving attitude
Creativity
Innovation
Technical expertise in a clinical laboratory

Steps in the Selection Process

1. Posting or advertising job vacancies.
2. Reception of application/applicants either in
person or in writing.
3. Preliminary interview.
Pre employment interview
- Is necessary in order to increase the
accuracy of prediction on the applicant
Purpose on interview
- is to determine the relevant facts
regarding the applicant as provided by
the interview itself.
- These facts should be properly
evaluated in terms expected on job
behavior
The Interview Questions
Areas of interest
- personal, history, education
background, volunteer activities, work
experience, aspirations, and objective,
self assessment and strength and
weakness
Specialized question
Difficult questions
- determine the technical skills and
competence

4. Applicant reports to the personnel manager

or his assistant who briefs him on
opportunities in the organization.
If acceptable, applicant is made to take
employment test such as:
a. Performance tests
b. Intelligence tests
c. Aptitude tests
d. Interest tests
e. Test for emotional reaction and
adjustments.
f. Test for attitudes.
5. Applicant is interviewed by the personnel
manager.
- to check the veracity of information.
The types of interviews used:
a. Planned and patterned interviews
b. Non-directive interviews
c. Depth interviews
d. Group interviews
6. Investigation of applicants background
7. Introduction of the qualified applicant to his
immediate boss
8. Medical examination
9. Induction and placement of the new
employee.
Pointers in Personnel Selection
1. An applicant who has held 3 to 4 jobs within the
past five years is a high risk.
- Chances are this person is job hopper
2. Recent emotional crises in an individual may
lead to emotional instability for a period of time.
3. If the writing is sloppy, it may indicate a generally
careless attitude.
- Unanswered items in the application.
4. Over qualification is about as bad as under
qualification.
5. Check if the reference is a close friend or relative
of the applicant.
6. If the medical history is lengthy or ambiguous,
there is a good chance that the applicant is either
in poor health or somewhat neurotic.
7. Hiring relatives or close personal friends must be
discouraged.
8. If other things are equal, hire people you
instinctively like.
9. Generally, the person who works for financial
reasons is likely to be a more stable employee
than is the person who is economically
independent.

Personnel Orientation
It is the introduction of the employee to his new
environment.
- The orientation must include the following:
1. A briefing of the history, objectives,
policies, rules and regulations of the
laboratory.
2. Introduction to his associates and
subordinates.
3. Description of his duties and
responsibilities and the role he plays in the
organization.
4. Introduction to lab facilities and services.
5. Briefing on mechanism of setting
problems, complaint or grievance and
rules pertaining to discipline or reprimand.
6. Briefing or opportunities for education,
training and advancement.
7. Briefing on sick leave policy, overtime
work, time and place for receiving pay.
8. Try out the employees new job.
9. Another meeting between the new
employee and the personnel manager
before dismissal from work for the day.
It is good policy to have a period of probations
- usually about 3 months.
Personnel Evaluation
It consists of periodic written report on employees
performance. It is necessary because:
1. It provides a basis for counseling interview
with the employee.
2. It provides a resource document for appraisal
for promotion, transfer, separation and
references.
3. It is a way to summarize day-to-day and weekto-week evaluation.
Promotions
A promotion is the advancement of an employer
to better job better in terms of greater
responsibilities, more prestige or status,
greater skill, specialty, increase rate of pay or
salary.
Personal qualities considered in promotion are:
1. Honesty
2. Ambition
3. Initiative
4. Determination
5. Enthusiasm
6. Common sense
7. Knowledge
8. Originality
9. Understanding
10. Communicative ability

Discipline and Dismissals (Discharging)

For the protection of both employee and

employer
Disciplinary action requires documented facts
sufficient to support the contemplated action
Documentation should include the following:
1. Specific instances of poor
performances or misconduct.
2. Circumstances surrounding
performances or misconduct.
(a) Dates, times places and names
and titles of persons involved in
the situation
(b) Whether the employee knew what
he was supposed to do; and how
bad he had been told.
3. Evidence of warning that the
misconduct should not be repeated or
that the poor performance could not
continue.
4. Records the definite time limit was set
for improvement and follow-up.

Personnel Records

Personnel record provides a ready reference

to an employee:

Job description

Education

Experience

Qualifications

Length of employment

Job references

Written reprimands

Comments and personnel list

Employees Conflict
Warning sign of employee conflict:
1. Discussion between two people that flare up
into arguments.
2. Open backbiting remarks by one about the
other.
3. Complaints for one about the other.
4. No direct contact between two people. They
take pains to exchange information thru coworkers. They even refuse to eat lunch with
others
5. A request to transfer.
6. Other employees talking about the feud.
7. Increased absenteeism for no apparent
reason.

Conflict Mediation Techniques

Phase 1: Clarifying the problem
- The mediator must guide both parties into
perceiving their disagreement as the problem
rather than each other.
Phase 2: Finding out what each side wants
from each other
- What they want from each other.
Phase 3: Reaching agreement
- What items on the list of wants they can
agree upon.
Pointers in Solving Conflicts
1. Do not affix blame on another.
2. Do not threaten to fire anyone.
3. Do not jump in and suggest solutions before
youre gathered all the pertinent information.
4. Do not nod in agreement as an employee
explain his side of conflict.
5. Do not rush the process.
Habitual Tardiness
This is a chronic disease of unknown etiology.
Although cures are rare, some remissions may
be attained with the following therapy.
1. Dock salary for late minutes.
2. Reschedule for a later starting time
3. Reassign to a different department where
there is no overlap of personnel
4. When all fails, mark improvement needed
on the employees performance evaluation.
5. If the employee has all other positive
features, promote to supervisor.
- This is considered shock treatment but
often effective.
Compensation for Work
Five basic standpoints:
1. Requirements of laws and regulations such
as minimum wages and overtime
2. Correlation between salaries in the laboratory
and those in other competing organization
3. Relationship among salary level or ranges of
the various types within the organization
4. General salary distribution
Type of position:
Incentives for overtime
Night time or holiday differentials
5. Financial condition of the organization

The non- monetary compensation should be

included
Retirement plans, insurance, annual and sick
leaves or discounted services play an important
part in the total compensation plan.