Recruitment and Selection, Placement and Induction

1. SOUTHERN LUZON STATE UNIVERSITY
Lucban, Quezon
GRADUATE SCHOOL
HUMAN RESOURCE MANAGEMENT (EDAM 513)
ASSIGNMENT
Prepared and submitted by
Mr. BOYET B. ALUAN
MAED-MGT
2013
1. WHAT METHODS FOR RECRUITING NEW STAFF DO YOU THINK THE
ORGANIZATION USES MOST OFTEN? HAVE THEY CHANGED IN THE
PAST FEW YEARS? IF SO HOW AND WHY?
Recruitment according to different field is the process of attracting individuals on a
timely basis, in sufficient number and with appropriate qualifications to apply for job with
an organization. As such any organization traditionally utilized different methods in so
doing. According to ― TheClearFit Team‖ as technology develops, so do recruitment
methods. Especially over the past ten years, technology has played an increasingly
larger role in recruiting. In looking at these technological advancements, it’s easy to see
how recruiting methods have changed tremendously.
As employers and HR professionals have sought to improve upon the traditional
recruiting methods, we have seen a number of new developments that have become
mainstream practice in recruiting. Here are the Traditional Recruiting Methods (Clearfit,
2013) 1. Newspaper advertisements in the local paper — one of the oldest and most
widely used recruiting methods and used to be the best way to advertise to reach the
most people. However, current newspaper sales have dropped considerably and many
papers are struggling to get by. People are increasingly turning to online sources for the
news and job advertisements have followed suit in moving to online outlets. 2.
Employee referrals were and continue to be used frequently. They’re still the best
way to get quality applicants. However, now the practice of encouraging employee
referrals has become more refined (and often digital) and more formal programs are
often built into human resources practices. 3. Job agencies and temp agencies are a
popular choice to fill positions quickly both for temporary and full-time positions. Temp
agencies were and are great sources of candidates as the agencies do most of the hard
work in sourcing and recruiting candidates. However, the costs of using a job agency
are high, especially when compared with the accessibility of using less expensive online

2. methods.While today these traditional methods are still popular, new advancements are
challenging and improving upon them. First is the Automated Online Job
Applications. Hiring managers and human resource personnel used to spend many
hours poring over resumes and application letters. Finding quality candidates for the
next stage of hiring is a time consuming process, as companies often have a difficult
time just addressing the sheer amount of resumes. This is where automated online job
applications have come in to ease the burden upon organizations.At a basic level,
automated online job applications work as an initial screener to weed out the unsuitable
candidates and choose those who are deemed suitable to progress further along. On a
company’s website, applicants are directed to upload their resume details either by
uploading their resume document or filling out a standardized form.Automated online
applications are still a relatively new technology that is continuing to develop and
improve. There are the obvious disadvantages that come from the lack of having a
human behind the scenes. However, as job seekers voice their concerns, online
applications are getting more effective and more personal. Companies are now
adopting more live support so applicants can engage with recruiters and receive status
updates on the progress of applications.
How Social Media Has Changed Recruiting. One of the bigger game changers in
recruiting in the past ten years is the advent of the social media — where companies
are now engaging and being engaged with the public. If used well, ―eRecruiting‖ can be
a very cost and time-effective method of hiring. There are many sites catering to a
range of industries and professions, but for now let’s look at the three of the most
popular sites: LinkedIn, Facebook, and Twitter.LinkedIn has really grown in popularity
and usage over the past few years and is poised for more growth. The biggest fans of
LinkedIn are even predicting that this medium will be the future of recruiting. The reason
LinkedIn has become such a recruitment staple is that it is replacing and drastically
redefining the traditional employee database. LinkedIn has members from the largest
companies in the world across 130 different industries and over 100,000
recruiters.LinkedIn allows employers and recruiters to tap into the large ―passive‖ job
seeker pool like nothing else can. While is it easy to engage with active job seekers, it is
much harder to find channels of communication with those not actively looking for a job.
Referrals are common and encouraged, and as such, LinkedIn provides a new
channel for employee referrals. Because it’s easy to keep in contact with current or past
employers and colleagues, LinkedIn allows people to make connections with mentors
and others in a similar profession; these connections can be authentic and valuable.
Facebook is more commonly used for social and personal purposes, but can also
be a valuable tool when it comes to recruiting. Out of the social networking sites,
Facebook has the biggest reach by far. With a Facebook presence, an organization as
the ability to connect with more people and show their employer brand. You can use
your current employees to send out posts on job advertisements for your website that
will attract traffic from their friends and acquaintances. You can build fans and engage
closely with your following.

3. Twitter can be used in a similar fashion as Facebook, to identify and engage closely
with your following, announce job openings, and drive traffic to your website. Twitter
also boasts an enormous reach and it is free! Recruiters seem to be on two sides of the
Twitter coin: some are embracing it, while some are writing it off as just a young
person’s medium.
.
Retrieve
at
http://www.clearfit.com/resource-center/candidate-sourcing/hiring-andrecruiting-how-recruiting-methods-have-changed-over-the-past-ten-years/
2. WHICH METHODS HAVE BEEN THE MOST EFFECTIVE? WHY?
There are as many different methods of recruiting as there are organizations, and
there is no one best method for recruiting job applicants. Most organizations use a
variety of methods, depending on the nature of the job to be filled, the time needed to
properly fill the position and the size of their recruiting budget. Your organization may
already have a valid track record for recruiting that will determine what methods work
best for your situation.
Suzanne Chadwick (2013) on her article said ―many sourcing strategies are
straightforward and well-known in the business community. However, there are many
effective recruitment channels you may not know as well. The following strategies are
becoming more common across organizations and should be considered when
developing your recruitment and sourcing strategies for 2014‖.
Mobile Recruitment
With 3 in 5 job searchers using mobile devices to search for jobs in the last year
and 68% of them using mobile devices to search for jobs at least once a week, it's time
to review and understand how your organization rates for job seekers through your
online platforms. Many job hunters are using tablets and smartphones, so it's important
to incorporate a mobile recruiting mode or make sure you have a dedicated mobile site
for candidates to view. These are optimized versions of a main site provide a tailored
user experience for visitors using smartphones or tablets. Sites tailored for desktop
computers can be hard to read and interactive with on the small screens of mobile
devices. If you're not specifically targeting these users, you can miss out on top quality
talent. The best way to understanding what your candidates are seeing is to look on to
your career site from a mobile devise and take yourself through the application process.
If you find it difficult and time consuming then so will your potential applicants which
could lead them to incomplete applications and lost talent.
Mobile recruitment is an effective recruitment strategy not to be overlooked in 2014 and
beyond.
Gamification
Gamification is the process of creating engaging, enjoyable and fun content to
test skills by tapping into the competitive spirit, often as a game. Using gamification in
the recruitment process can provide a candidate with a simulated experience of what
tasks may be involved in the role, whilst at the same time providing the employer with a
preview of how that applicant may manage or perform when doing that specific task.

4. Gamification models have been known to provide candidates with such a clear overview
of what the job involves, that they have opted out of the applying because they felt the
job wasn't right for them. This is a positive result for an organization who may have
hired the candidates only to find once in the role that it wasn't right, therefore saving
both time and money.
Other ways that orgnanisations are using gamification include for employee
engagement as well as training and development. For example, a client offers points for
completion of certain modules in the company's training program and then provides the
top-scoring candidate with a prize or gift.
A number of international companies and organizations use gamification in their
recruiting process, including Marriot Hotels, defense forces and software and
development firms. According to IT research and advisory company Gartner, Inc., "By
2014, more than 70 percent of Global 2000 organizations will have at least one
'gamified' application."
Employee Referral Programs
Employee referral programs (ERP) is an effective recruitment method for
sourcing from within a company. Employees often suggest friends, family and
coworkers they believe could become integral team members in their organization,
which can lead to highly qualified hires.A successful ERP is dependent on a few
factors:Fast response — When referring someone, current employees want their
organization to perform well in the hiring process, making their referrals feel welcome
and attended to quickly and efficiently.Priority interviews — Though related to a fast
response, hiring managers must ensure that referrals are put before other candidates
who were not referred from within.Strong recognition — Recognize the staff who refers
others through announcements, prizes or awards.Heavy promotion — Though you
designed an excellent referral program, if no one knows about it, then it will not
succeed. Promote the referral program to avoid a stagnate ERP.Social media
integration — Create easier ways for employees to share within their networks to find
highly qualified candidates. For example, build a button that sends out information about
the job to friends and colleagues.
Retrieved
from
http://hudsonrpo.com/rpo-intelligence/postid/436/three-effectiverecruitment-strategies-you-may-not-know
3. WHICH HAVE BEEN LEAST EFFECTIVE? WHY?
On the contrary to the above statement HR directors believe social media is
ineffective for recruitment, survey finds, Chamberlain(2012) More than half (55%) of HR
directors believe that social media platforms are an ineffective recruitment tool and a
further 15% are unsure of their effectiveness, according to a survey by recruitment firm
Robert Half.HR directors were also found to be pessimistic about social media’s
potential to change recruitment processes in the future, with 63% saying that they
believed profiles on social networking sites, such as LinkedIn, will not replace the
traditional CV in the future.

5. While the majority were doubtful of the impact that social media could have on their
recruitment processes, just under one-third (32%) of HR executives said that they used
social networking sites to communicate with jobseekers, with a similar number (30%)
saying that they use social media to find candidates.
―While professional networking sites, like LinkedIn, will continue to connect business
professionals, our research shows that hiring managers still prefer more traditional
recruitment methods, such as using online job boards, employee referrals and
recruitment consultancies. It seems most employers still believe this to be the most
effective approach for screening candidates and assessing competencies.‖
However, Gareth Jones(2013) said: ―My experience tells me that there are a lot of inhouse recruitment teams using LinkedIn for sourcing. The organizations that were
surveyed probably nearly all still rely on traditional methods like just advertising jobs and
letting either the consultancy select the shortlist or simply manage the response
themselves. I suspect that because of the audience, and because the survey lumped
LinkedIn with other social media platforms, the results are not representative.‖
He added that employers that see social media sites as simply ―another place to
advertise jobs‖ will fail in their social media strategy and need to realize that it is actually
a way of engaging potential candidates and building brand awareness.
Richard Essex, head of corporate sales at online recruitment software providers
Broadbean, argued that, while candidates’ awareness of Facebook and Twitter as
corporate tools is minimal, it is essential to have a recruitment presence on these
platforms as it is just a ―matter of time and evolution‖ before it becomes more widely
used by candidates.Retrieved from http://www.personneltoday.com/hr/hr-directorsbelieve-social-media-is-ineffective-for-recruitment-survey-finds/
Paul Croteau(2013) in his aRTicle Avoiding the Seven Sins of Recruitment and
Selection
-http://www.legacybowes.com/authors/entry/avoiding-the-seven-sins-ofrecruitment-and-selection.html#sthash.47XmZn1K.dpufsaid that ―our employees are the
backbone of every company and organization. It’s often been said that our employees
are the backbone of every company and organization. In other words, it’s our
employees and their productivity, their innovation and their passion that helps to
facilitate success in today’s global economy. Talented employees create opportunities
to develop new products or services and/or enter new competitive markets. They are
also called upon to fill leadership roles and to build synergistic teams‖.
Accordingly it surprising that many organizations fail to pay special attention to
establishing and maintaining an effective recruitment and selection process (Croteau,
2013). In other words, they fail to map out each step of the way or to see how each step
is interrelated to making a final determination of the most capable of all the candidates

6. presented. Thus, mistakes can be made at any of the recruitment and selection steps
resulting in unexpected and unwanted turnover as well as the potential of making a
―wrongful hire.‖
Let’s take a moment and review some of the elements of a poorly devised recruitment
process and the dangers this creates as enumerated below
1. Failure to target candidate sources – Many organizations falsely believe that simply
circulating a job profile hither and yon will result in a long list of candidates. Frankly, this
is a waste of time and energy. You need to target your efforts toward industry sectors
where you know there may be candidates with the qualifications you are seeking.
2. Failure to identify organizational selling points – Managers who do their own
recruitment often fails to put themselves in the candidate’s shoes. They fail to think
about why someone would want to join their organization. If you don’t identify the
benefits of joining your organization, and if you can’t inform the candidates of the
challenges and potential accomplishments found in a job, you will fail to attract anyone
to your opportunity.
3. Failure to stay in touch – The recruitment and selection process takes approximately
six to eight weeks. During this time, it is important to stay in touch with the most viable
candidates. Failure to do so may demonstrate to the candidates that you lack interest in
going the next step. When you finally do get back to the candidate, they may already
have selected another employer.
4. Failure to avoid bias in the resume screening process – Unfortunately many people
do not submit well written resumes. As a result, many employers become biased when
they examine these documents. Some focus too closely on dates, others prejudge a
candidate if they find a spelling mistake. Still others become biased when they identify
former employers and if there is a bad reputation, they then become biased against the
candidate.
5. Failure to conduct an effective phone screen – Conducting a phone screen is not
simply a friendly chat and a review of the resume. Without carefully prepared questions
and identified selection criteria, the interviewer will pay too much attention to voice and
communication. The result will be gaps in information and a failure to make an objective
opinion.
6. Failure to conduct an effective in-person interview – Some interviewers make their
judgment based on first impression. Thus, shy and introverted candidates are often
misjudged because they take longer to develop a relationship. Outgoing candidates who
quickly establish common ground often lead interviewers to focus on personality match
instead of skills. Be sure to prepare your questions ahead of time, ensure they will be
effective in confirming skill sets and then be sure to train all of your interviewers.

7. 7. Failure to conduct an effective reference check – Most interviewers create a whole
new set of questions for their reference check. This also creates gaps in information and
does not provide for comparison to the candidate responses. Ask references for
confirmation of the different skills the candidate offers.
Failing to implement a rigorous and effective recruitment and selection process often
results in hiring the wrong candidate. In this case, the truth of the matter is, ―garbage in,
garbage out‖ which can result in costs to your organization. - See more at:
http://www.legacybowes.com/authors/entry/avoiding-the-seven-sins-of-recruitment-andselection.html#sthash.47XmZn1K.dpuf
4. IN YOUR OPINION, HOW DOES STAFF TURNOVER AFFECT THE
ORGANIZTION (e.g., How does it affect consumer, long term staff, and the
organization? Why?)
In human resources context, turnover or staff turnover or labour turnover is the rate
at which an employer loses employees. Simple ways to describe it are "how long
employees tend to stay" or "the rate of traffic through the revolving door". Turnover is
measured for individual companies and for their industry as a whole. If an employer is
said to have a high turnover relative to its competitors, it means that employees of that
company have a shorter average tenure than those of other companies in the same
industry. High turnover may be harmful to a company's productivity if skilled workers are
often leaving and the worker population contains a high percentage of novice workers.
Companies also often track turnover internally across departments and divisions or
other demographic groups such as turnover of women versus turnover of men. There
are so many factors considering in employment turn over.
High turnover often means that employees are unhappy with the work or compensation,
but it can also indicate unsafe or unhealthyconditions, or that too few employees give
satisfactory performance (due to unrealistic expectations, inappropriate processes or
tools, or poor candidate screening). The lack of career opportunities, challenges and
dissatisfaction with the job-scope or conflict with the management have been cited as
predictors of high turnover.
Importance to Businesses
Companies often take a deep interest in their employee turnover rates because
replacing workers can be a costly part of doing business. When a company must
replace a worker, it incurs direct and indirect expenses. All of the tasks that must be
performed during the process cost money, take time or do both. In addition, there can
be a loss of productivity during the time after the former employee leaves and the new
employee has been fully trained. For some companies, replacing employees also could
make it difficult to retain clients or customers with whom those employees worked.

8. Contributing Factors
Many factors play roles in the employee turnover rate of a company. These can
stem from either the employer or the employees. Wages, benefits, attendance and job
performance are all factors that play significant roles in employee turnover. The
workplace environment and employee morale also are important aspects.
Calculating Turnover Rates
Turnover rates can be calculated for any time period, but they usually are
referred to in terms of monthly or annual rates. If a company has 100 employees and
must replace an average of 10 of them per year, its annual turnover rate is 10 percent.
A company that has 150 employees and must replace 36 of them per year could be said
to have an annual turnover rate of 24 percent or a monthly turnover rate of 2 percent.
These rates also can be calculated based on specific departments within the company,
specific types of jobs or other categories. They also can be calculated for entire
industries.
Employee Retention
Although lower-paying roles experience a higher average of employee turnover overall,
they tend to cost companies less per replacement employee than higher paying jobs do.
Companies typically incur these costs more often, however. For this reason, most
companies focus on employee retention strategies regardless of pay levels.
Most companies find that employee turnover is reduced when they address issues that
affect the morale of employees. By offering employees benefits such as reasonable
schedule flexibility that allows them to balance their work and family life, performancebased incentives and traditional benefits such as paid holidays or sick days, companies
are able to reduce their employee turnover rates. The extent to which a company will go
in order to retain employees depends not only on the costs of replacing its employees,
but also on the company's overall performance. If a company is not getting the
performance it is paying for from its employees, the replacement costs might be
considered a small price to pay over the long term.(wise-geek, 2012)
Each company has its own unique turnover drivers so companies must continually work
to identify the issues that cause turnover in their company. Further the causes of
attrition vary within a company such that causes for turnover in one department might
be very different from the causes of turnover in another department. Companies can
use exit interviews to find out why employees are leaving and the problems they
encountered in the workplace.

9. Low turnover indicates that none of the above is true: employees are satisfied, healthy
and safe, and their performance is satisfactory to the employer. However, the predictors
of low turnover may sometimes differ than those of high turnover. Aside from the forementioned career opportunities, salary, corporate culture, management's recognition,
and a comfortable workplace seem to impact employees' decision to stay with their
employer.
Businesses hire and train employees to carry out the tasks necessary for them to
operate and generate revenue. Businesses depend on their workers to succeed, but
employees may leave their jobs for a variety of reasons, such as taking new positions at
other companies, retirement or continuing education. Employee turnover describes the
rate at which an employer has to replace employees; high turnover can have several
detrimental impacts on a small business.
Gregory Hamel, Demand Media(2010) states and enumerated
Productivity
High rates of employee turnover can lead to lower worker productivity. Workers who
have more experience at a certain company will be more aware of the company's
policies, goals and how to fulfill their roles in the company. New workers often require
time to learn how to fulfill their roles; since companies with high turnover will tend to
have more inexperienced workers, they may also suffer from lower worker productivity.
Small companies with few total employees may find it especially difficult to replace
workers, as workers may fill a variety of different specialized roles.
Customer Service
High turnover can harm a business's ability to retain customers and provide high-quality
customer service. Customers may feel more comfortable talking to the same employees
and customer service representatives over time. Personal relationships and familiarity
can build customer loyalty. Small businesses are better positioned than large
competitors to take advantage of this, but if workers are constantly leaving and being
replaced by new ones, it may limit the ability of the business to form a strong rapport
with customers. A 2008 study carried out by Zeynep Ton and Robert S. Huckman of the
Harvard Business School on a major chain of retail bookstores found that higher
employee turnover was associated with lower-quality customer service.
Turnover Costs
High rates of turnover lead to higher costs related to recruiting and training new
employees. It costs businesses money to hire human resource workers to interview and
hire candidates and training new workers can be a costly process that diverts skilled
workers from revenue-generating activities. Experienced workers who have to
frequently train new hires are less able to concentrate on their normal job duties. In a
small business, the owner himself might have to train new employees.

10. Profit
The combined effect of the negatives that can result from high turnover may cause a
firm to generate less profit. Anything that tends to increase costs or reduce productivity
or revenue will tend to reduce profit. The Harvard Business School study by Zeynep
Ton and Robert S. Huckman found that when stores experienced higher turnover, they
tended to have lower profit margins. A new business often takes months or years to
achieve profitability and unexpected costs like high turnover can increase the time it
takes a new venture to make a profit. smallbusiness.chron.com/effects-high-turnovercompanies-16572.html
5. WHAT METHODS FOR REDUCING TURNOVER HAS THE ORGANIZATION
TRIED?
European Top Management guides enumerate High employee turnover hurts a
company’s bottom line. Experts estimate it costs upwards of twice an employee’s salary
to find and train a replacement. And churn can damage morale among remaining
employees.
Here are some ways to lower turnover in your workplace:
– Hiring the right people from the start, most experts agree, is the single best way
to reduce employee turnover. Interview and vet candidates carefully, not just to
ensure they have the right skills but also that they fit well with the company
culture, managers and co-workers.
– Setting the right compensation and benefits is important too. Work with human
resources to get current data on industry pay packages, and get creative when
necessary with benefits, flexible work schedules and bonus structures.
– Review compensation and benefits packages at least annually. Pay attention to
trends in the marketplace and have HR update you.
– Pay attention to employees’ personal needs and offer more flexibility where you
can. Consider offering telecommuting, compressed schedules or on-site or backup day care.
– Bolster employees’ engagement. Employees need social interaction and a
rewarding work environment. They need respect and recognition from managers,
and a challenging position with room to learn and move up.
– Managers often overlook how important a positive work environment is for
staffers, and how far meaningful recognition and praise from managers can go to
achieve that. Awards, recognition and praise might just be the single most costeffective way to maintain a happy, productive work force.

11. Simple emails of praise at the completion of a project, monthly memos outlining
achievements of your team to the wider division, and peer-recognition programs
are all ways to inject some positive feedback into a workforce. Also, consider
reporting accomplishments up the chain. A thank you note to the employee is
good. Copying higher-ups makes that note even more effective.
To make it easier to identify accomplishments, ask your team for weekly or
monthly updates of their achievements. Ask for specific numbers, examples or
emails of praise from co-workers or customers.
– Outline challenging, clear career paths. Employees want to know where they
could be headed and how they can get there. Annual reviews or midyear checkins are one obvious venue for these discussion, but you should also encourage
workers to come to you with career questions and wishes throughout the year.
http://guides.wsj.com/management/recruiting-hiring-and-firing/how-to-reduceemployee-turnover/
Many psychological and management theories exist regarding the types of job content
which is intrinsically satisfying to employees and which, in turn, should minimise
external
voluntary
turnover.
Examples
include Hertzberg's two
factor
theory, McClelland's Theory of Needs, and Hackman and Oldham's Job Characteristics
Model.
Thomas suggests that there tends to be a higher level of stress with people who work
with or interact with a narcissist, which in turn increases absenteeism and staff turnover.
Providing a stimulating workplace environment, which fosters happy, motivated and
empowered individuals, lowers employee turnover and absentee rates. Promoting a
work environment that fosters personal and professional growth promotes harmony and
encouragement on all levels, so the effects are felt company wide. Continual training
and reinforcement develops a work force that is competent, consistent, competitive,
effective and efficient. Beginning on the first day of work, providing the individual with
the necessary skills to perform their job is important. Before the first day, it is important
the interview and hiring process expose new hires to an explanation of the company, so
individuals know whether the job is their best choice. Networking and strategizing within
the company provides ongoing performance management and helps build relationships
among co-workers. It is also important to motivate employees to focus on customer
success, profitable growth and the company well-being. Employers can keep their
employees informed and involved by including them in future plans, new purchases,
policy changes, as well as introducing new employees to the employees who have gone
above and beyond in meetings. Early engagement and engagement along the way,
shows employees they are valuable through information or recognition rewards, making
them feel included.
When companies hire the best people, new talent hired and veterans are
enabled to reach company goals, maximizing the investment of each employee.Taking
the time to listen to employees and making them feel involved will create loyalty, in turn

12. reducing
turnover
allowing
http://en.wikipedia.org/wiki/Turnover_(employment)
for
growth.[13]
Nicole Allard, Q, Krystle, Jack Herric (2013) in the article ―Ho to Reduce Employee
Turnover‖ rereived fromhttp://www.wikihow.com/Reduce-Employee-Turnover
1. Don't hire out of desperation. Do not just hire an employee because you needed
someone to fill the position yesterday. That is what temporary employees are for.
If you are looking for someone to fill the position long term, it is best to take some
time to do your research. Gather as much information as you can about a job
applicant. Information you would need is contact information for personal and
business references, a list of past and present employers, social security
number, birth date and more. These items will help you complete reference
checks and to perform background checks to find out about any past criminal
activity. Call on a reference. You are never too busy for that.
2. Offer skill testing. If you want to decrease employee turn-around, you can
perform skill tests on your job applicants. You can either do this directly through
your human resource department or you can contract this responsibility out to a
job placement agency. This is one of the tools that will help you determine
whether you have found the best fit for each position your company has open.
Not only that, but it also cuts down on your new applicant recruitment costs.
Every company has some form of testing or verification. Have a competition with
it or an incentive.
3. Profile For Temperament. Each job description should include a consideration of
the social aspects of the job. Is the job task oriented or people oriented? Does
the job require much interaction with the public? With other co-workers?
Temperament profiles can predict which people are best suited for different types
of work. Placing people with the right temperament for a particular job can go a
long way toward creating stability.
4. Pay competitive. If you've gone through the trouble of finding great candidates,
you want to make sure you can persuade them to come on board and have them
stay. Money is not the number one reason people come to a company or leave a
company.
5. Show appreciation. Many employees almost always know when they are doing a
job wrong. However, these same employees very rarely ever hear from their
employers when they are doing their job right. Encourage your employees by
saying kind words to them, and telling how much of a good job they are doing. If
you do that, they will be more likely to accept any words of advice on how to
improve their work later on
6. Level the workload. Employees often leave companies because they feel
overworked. It's frequently less expensive to hire an additional person, even parttime, than it is to replace a seasoned staff member. Often we complain about an
individual performance but no action is taken. That hurts existing employee
morale as well.
7. Hold regular review sessions. When employees are closely attached to their
management team, they are more likely to feel involved. More involved
employees tend to perform at a higher level and are more likely to achieve longer

13. tenure. Talk to your employees. Keep them informed of new policies and
procedures. Don't keep secrets. An informed and educated employee is much
more effective.
8. Do exit interviews. Labor laws suggest that we cannot hold a person from
leaving. When an employee goes, he/she just has to go. It will be very beneficial
to know the cause of why the employee chose to leave. Possible factors may be:
a better job offer, pursuit for growth, poor colleague relationships, below average
compensation, dislike for the nature of work, etc. Knowing what problems to
address, and taking action on them, will eventually lessen turnover rates in the
future.
Dorie Clark is a marketing strategist who teaches at Duke University's Fuqua School of
Business. We all know it costs thousands of dollars -- if not tens of thousands -- when
an employee quits. There are recruiting expenses, your own time as you screen and
interview candidates, lost productivity as someone gets up to speed, and the abiding
fear that the new hire "won't take" and you'll have to repeat the Sisyphean process yet
again.
So you want to keep your good employees happy. But how? Raises, time off and
promotions are the currency we usually think about. But they are limited resources - and, importantly, they often aren't the most critical motivators. Here are 10 ways to take
control of your organization's culture, create a place where employees want to work,
and save time and money in the process.
1) Don't Waste Their Time. You're the one paying them, so it's not a problem if they
have to cool their heels a little, right? Wrong. People want to believe they're doing
something meaningful and making a difference, regardless of whether you're curing
AIDS in Africa or making widgets. Something as small as habitually keeping employees
waiting while you finish up phone calls -- or as large as regular meetings that no one
knows the purpose of -- can pummel employee morale and send the message that their
time doesn't really matter.
2) Stop the Email Madness. Leadership comes from the top. Does your organization
have a "CYA" culture of employees CCing each other on every minute development? Or
sending a barrage of back-and-forth electronic missives when a face-to-face meeting
would be quicker and more productive? Or emailing consistently late at night or over the
weekend, to earn the coveted timestamp that proves their dedication to the company?
Let's get real: it's an email arms race to prove who's the hardest worker. Put a stop to it.
Declare a policy of "no unnecessary emails" and discourage writing at odd hours. They
may be afraid to say it, but they'll be glad you did.
3) End the Pity Party. In some organizations, employees brag about who worked the
longest, who stayed the latest, or who made the most sacrifices for the company. It's a
bizarre blend of workplace machismo and a pathetic cry for sympathy. Don't encourage
it, and don't let them get away with it, because this culture only breeds resentment over
the long term. Talk with them about ways they can work more efficiently or reprioritize.
This is not a competition you want them engaging in.

14. 4) Help Them Prioritize. Though it would be lovely, your employees can't be expected to
read your mind. If you gave them a "priority assignment" on Tuesday and plopped
another one in their laps on Wednesday, where should they spend their time? Don't
make them choose -- and run the risk of having them guess wrong. It's your
responsibility, every time you hand over a new project, to ask them what's already on
their plate and help them prioritize. Encourage them to question you outright if, for some
reason, you falter in your duties.
5) Get Real About Expectations. No investment bank promises "great work-life
balance." You know what they're selling, and it's not just IPOs. It's a chance for
employees to work insanely hard and, in return, to make more money than Croesus. Is
your staff working as hard as investment bankers? If they're not being remunerated in a
similar fashion, be very clear about your promises. Did they know what they were
signing up for (were you honest)? Is the payoff (a chance to eliminate malaria, or stock
options that will one day put Sergey Brin and Larry Page to shame) really worth it? If
not, they're going to leave your company sooner rather than later.
6) Try the Rhythm Method. Every company has its seasons. Accounting firms are hell
on earth from January through April -- and their staffers justifiably expect a slower pace
the rest of the year. The newsrooms of daily newspapers (what few we have left) are
sleepy in the mornings, as the journos are getting caffeinated, and become
progressively more frenzied as late afternoon deadlines approach. If your firm is a 9-5
kind of place, fine. But if you expect bursts of activity from your employees -- late nights,
weekend work, and the like -- make sure they understand the rhythms and when they
can look forward to a calmer time. People can get through most anything -- if they have
a deadline to look forward to.
7) Help Them Develop a Growth Plan. Looking out for your employees' interests -- not
just your own, or the company's -- breeds loyalty. Take the time to get to know their
aspirations. If their long-term goals require new skills (the ability to speak Spanish,
experience with event planning or web design, public speaking aptitude), give them
relevant assignments or pay for classes as a reward. Seeing your company as a place
where they can grow in their careers means you're not just a short-term stopover on
their professional trajectory.
8) Help Them Master Time Management. I know--it seems like you shouldn't have to.
But conquering time management is critical to any future workplace success. And, even
if you've already helped your charge prioritize, they still may not have the experience yet
to figure out how to put the pieces together. So if assignments are late or slipping
through the cracks, or if they can't get to the office on time in the mornings, sit down and
help them map out their days. Literally. It's worth a try before you have to fire them for
being incompetent.
9) Don't Surprise Them. The surest ticket to happiness, according to the "positive
psychologists" who study human well-being?Autonomy. It's in limited supply, of course,

15. if you're an employee (and have to answer to a boss). But you can do your part by
keeping your employees apprised of decisions early, involving them in the decisionmaking process where appropriate (they may even have some good ideas), and walking
them through your thought process so they understand where you're coming from. No
one wants to be a drone, executing commands with no understanding of the broader
context. And no one wants to be kept in the dark, constantly reacting to new
developments that are thrown at them. Keeping your employees involved and informed
is a fundamental investment in their satisfaction.
10) Surprise Them (The Good Kind). We humans adjust pretty quickly to expectations.
Our friends the investment bankers expect their year-end bonuses -- they're barely
considered bonuses, but rather a lump form of salary. You expect a birthday present
from your parents or your spouse. But think about how exciting and how meaningful it is
when you get a present completely out of the blue. That's why "rekindling romance"
books suggest it all the time. So consider doing the same for your employees. Instead
of the same old "holiday party" or year-end bonus, think about what you can do
throughout the year, as a surprise, to bolster morale. Just finished an important but
time-consuming project? Throw an in-house ice cream sundae party. Sense that
summer doldrums are enveloping your staff? Call an emergency meeting for the next
day -- and then announce they can have the afternoon off. Rewards often mean more
when they're unexpected.
You can never eliminate employee turnover. There will always be someone who wants
to move to Zambia or become a stay-at-home parent or go write their Great American
Novel. Providing geographical flexibility/telecommuting, paying for employees to take
graduate classes, and paying above-market salaries are all good (though sometimes
substantial) investments in lowering attrition. But the above 10 techniques -- all low-cost
or no-cost -- can also make a major difference.(http://www.huffingtonpost.com/dorieclark/reduce-employee-turnover_b_3875366.html)
6. WHICH HAVE BEEN THE MOST EFFECTIVE?
For involuntary turnover, the best thing you can do is manage the company well so you
don't have to do layoffs. Certainly there are things that happen unexpectedly that put
your company into financial difficulty and a possible solution for that is to lay off
employees. First, you need to work harder so there are fewer of these "unexpected"
problems. Second, layoffs are a short term fix, detrimental to the company, and should
be the last resort.
To reduce voluntary turnover you make the pain of leaving higher than the pain of
staying.
The greatest single influence on employee satisfaction is their direct supervisor. So if
you are in upper management, make sure your supervisors are well trained.
Bottom Line

16. If you are a supervisor, whether you supervise front-line employees or managers, it is in
your best interest to keep turnover low. It makes your job easier because you don't have
the time and training costs of new hires to replace the employees who quit. It saves the
company money because there are direct costs to having to find and hire new
employees. And your own supervisor will evaluate you as a better manager if your
voluntary
turnover
is
low.(F.
John
Reh,
2012)
http://management.about.com/od/employeemotivation/a/Employee-Turnover.htm
Tips
Employees who feel a sense of ownership of the organization are less likely to
leave. Create a sense of ownership by giving responsibility to employees. Make their
duties look like responsibility and not just another activity. Express appreciation
regularly. Reward success especially jointly, making everyone feel they contributed to
the joint success. Employees who feel appreciated and successful are less likely to
leave.
Listen, listen, listen. Money is one of the least common reasons for turnover
(lower pay scale positions are sometimes exceptions) so if you are experiencing a high
turnover, throwing money at the problem will not make it go away (although it might hide
the problem for a while). Debrief employees that quit and find out the "why" behind their
decision. If you continue to allow the employees to leave without any efforts or actions
to stop it, you effectively create a culture that becomes the norm in your business.
Offer employees the option of cross-training. Though there are many employees who
only want to know their own job, many get bored and like the challenge of learning new
skills. Having employees who know more than just their own job benefits both you and
them. If you lose an employee, you have others who can step in and take their place. If
a job position gets phased out, the employee can move to a new area with the skills
they have acquired! Though many employees may not take you up on your offer to
cross-train them, some will.
Give awards and rewards for achievement. Awards can be items such as
employees’ pins for good attendance or cash incentives for increased department
productivity. You can also offer some form of extra pay as a reward, or free company
merchandise. However, stay away from incentive programs that pit employees against
one another, as the resulting competition can yield tension and bad faith.
Warnings
While low employee turnover can be beneficial in some respects, a near-zero
employee turnover is actually counterproductive. Turnover is good for filtering out stale
company standards by bringing in workers with fresh, new ideas.

17. SOUTHERN LUZON STATE UNIVERSITY
Lucban, Quezon
GRADUATE SCHOOL
HUMAN RESOURCE MANAGEMENT (EDAM 513)
ASSIGNMENT
Prepared and submitted by
Mr. BOYET B. ALUAN
MAED-MGT
2013
Placement and Induction
1. What is placement?
Placement is a process of assigning a specific job to each of the selected
candidates. It involves assigning a specific rank and responsibility to an individual. It
implies matching the requirements of a job with the qualifications of the candidate.
http://bmmanhum1109.blogspot.com/2008/08/placement-and-induction-in-hrm.html,
2008)
After induction and orientation the jobs to be performed by the newly appointed
members are handed over. Placement implies the assigning or a right job to the right
person. Proper placement is instrumental in increasing output. It avoids wastage of
human energy which may occur by absenteeism or accident. On the other hand a
misplaced employee is a liability to the institution. He may cause serious damage to
machinery and other equipment.
Kuruvada (2010)After selecting a candidate, he should be placed on a suitable job.
Placement is the actual posting of an employee to a particular job. It involves assigning
a specific rank and responsibility to an employee.
2. Give the significance of placement.
Induction is designed to achieve following objectives: To help the new comer to overcome his shyness and overcome his shyness
nervousness in meeting new people in a new environment.
To give new comer necessary information such as location of a café, rest period
etc.
To build new employee confidence in the organization.
It helps in reducing labor turnover and absenteeism.

18. It reduces confusion and develops healthy relations in the organization.
To ensure that the new comer do not form false impression and negative attitude
towards the organization.
To develop among the new comer a sense of belonging and loyalty to the
organization.
The significances of placement are as follows: It improves employee morale.
It helps in reducing employee turnover.
It helps in reducing absenteeism.
It helps in reducing accident rates.
It avoids misfit between the candidate and the job.
It helps the candidate to work as per the predetermined objectives of the
organization.
3. What is induction?
Once an employee is selected and placed on an appropriate job, the process of
familiarizing him with the job and the organization is known as induction.
Induction is the process of receiving and welcoming an employee when he first joins the
company and giving him basic information he needs to settle down quickly and happily
and stars work.
Induction means introducing a new worker to his job, his co-workers and basic
objectives and policies of the organization. This kind of initiation is helpful for an
employee in settling himself to his new job. This can be achieved by supplying the new
employee all relevant information about his job and the organization through printed /
written document (staff manual) and verbal explanation by his immediate superior /
supervisor.
The induction and orientation programmes are meant for any person at any level
while appointed because the newly appointed persons are not expected to perform the
jobs with much efficiency. They must get acclimatized to new work environment of the
library.
Induction is the task of introducing the new employees to the organization and its
policies, procedures and rules. A typical formal orientation programme may last a day or
less in most organizations. During this time, the new employee is provided with
information about the company, its history its current position the benefits for which he
is eligible, leave rules, rest periods, etc. Also covered are the more routine things a
newcomer must learn, such as the location of the rest rooms, break rooms, parking
spaces, cafeteria etc. In some organizations all this is done informally by attaching new
employees to their seniors, who provide guidance on the above matters. Lectures,
handbooks, films, groups, seminars are also provided to new employees so that they
can settle down quickly and resume the work.(Kuruvada, 2010)

19. 4. What are the objectives of induction?
ucla.nus.edu/Exec-MBA, states that the purpose of Induction and Orientation
Programme is:
To be acquainted with the objective, function, general policies and services of the
library.
To create a sense of belonging to the institution.
To gain confidence in the particular department in which he /she shall have to
work.
To gain acclimatized or confidence in the new work environment.
To understand his/her own responsibilities.
To motivate them to give their best.
5. What are the advantages of formal induction?
The advantages of formal induction are:
Induction helps to build up a two-way channel of communication between
management and workers.
Proper induction facilitates informal relation and team work among employee.
Effective induction helps to integrate the new employee into the organization and
to develop a sense of belonging.
Induction helps to develop good relation.
A formal induction programme proves that the company is taking interest in
getting him off to good start.
Proper induction reduces employee grievances, absenteeism and labor turnover.
Induction is helpful in supplying information concerning the organization, the job
and employee welfare facilities.
6. What are the content of induction programme?
A formal induction programme should provide following information: Brief history and operations of the company.
The company’s organization structure.
Policies and procedure of the company.
Products and services of the company.
Location of department and employee facilities.
Safety measures.
Grievances procedures.
Benefits and services of employee.
Standing orders and disciplinary procedures.
Opportunities for training, promotions transfer etc.
Suggestion schemes.
Rules and regulations.

20. See at: http://bmmanhum1109.blogspot.com/2008/08/placement-and-inductionin-hrm.html
Sample induction Programme
INDUCTION PROGRAMME FOR NEW STAFF
The induction programme lists suggested activities to be covered from day one through to the
end of probation.
SESSION
Introduction to the University
and work area
Person Responsible – Line
Manager
Introduction to other members
of staff
SUGGESTED CONTENT OF SESSION
Mission, Vision, Objectives of work area
How the work area fits in to the wider University
All key operational and social areas to be visited. (e.g.
Offices, Labs, Catering Facilities, Bank, Library)
Person Responsible – Line
Manager
Go through organisation chart
Discuss roles and responsibilities of staff in general
terms.
May also want to extend time to allow visits to key
contacts outwith work area.
Introduction to the other teams
within the Work area (if
appropriate)
Purpose/Activities of the other teams/work areas
How the team fits in to the work area
How the work area fits into the University
Person Responsible – Line
Manager
Terms and Conditions
Person Responsible – Line
Manager
Ensure new start has viewed and understood
information contained in the Information for New
Employees this contains important information on terms
and conditions.

21. Performance Standards
Person Responsible – Line
Manager
Culture of the Work area
Person Responsible – Line
Manager/Nominee
Office Systems
Person Responsible – Line
Manager/Nominee
Job Specific Training and
Development
Person Responsible – Line
Manager/Nominee
Health and Safety
Person Responsible – Health &
Safety Co-ordinator/ Line Manager
Monitoring and Evaluation
Person Responsible – Line
Outline specifics of job role – (job description)
Define goals, objectives, and expectations
Review probation and performance and development
review/ ADR/ appraisal process.
Make new start aware of local arrangements regarding
hours of work, holiday requests, sickness procedure,
after hours working, dress code, lunch arrangements,
etc.
Other University procedures e.g. internet and e-mail
usage, transportation and parking, etc.
Review processes for using office equipment such as:
computer, telephone, voicemail, fax, printer, photocopier,
etc.
Review processes for using other university
equipment/systems such as: libraries, laboratories, open
access computers, etc.
Review computer security, and software usage.
Consider environmental efficiencies (waste, recycling,
energy)
Role specific development needs should be reviewed
and a suitable programme of training should be planned
that alignsthe individual’s skills to their core duties.
Staff with line management responsibilities should be
clear as to their duties and attend any relevant training.
Outline the use of annual performance and development
reviews/ ADR as one method for determining ongoing
role specific development needs.
Introduce University wide training and development
opportunities available to staff.
Review use of personal development planning tools (i.e.
PDP)
Physical – fire exits, fire alarms, fire evacuation
procedure, fire-training arrangements, manual handling,
first-aid arrangements, VDU usage, and other
arrangements as required.
It is important that the Induction programme is monitored
and reviewed.
Throughout the period regular review meetings should
be held and any adjustments made.

22. Manager
See sample templates to support this process:
Checklists, Evaluations.
Probation
For new staff the Probation Policy will apply
Person Responsible – Line
Manager
Source
http://www.google.com/url?sa=t&rct=j&q=&esrc=s&source=web&cd=1&ved=0CCoQFjAA&url=ht
tp%3A%2F%2Fwww.docs.csg.ed.ac.uk%2FHumanResources%2FInduction%2Fsample_progra
mme_content.doc&ei=phLGUpK6BYWAlQW4jICoCg&usg=AFQjCNFbhwvnjYPXzPWicpJ_P9Y
cF5IlBA&bvm=bv.58187178,d.dGI