1. Group Assignment Presentation Presented by : Muhammad Syazwan bin Salim Mohd Hasrul Nizam bin Roslan Rashidah bt Talib Wan Nur Hasyimah bt Wan Hanafi Juliana bt Tajuddin

2. We interview Puan Anizah bt Mustaffa, ExecutiveOfficer of Human Resource Management in UiTMTerengganu. UiTM Terengganu headed by Prof. Madya Wan AbdulManan Wan Dorishah as the Deputy Director of theAcademic Affairs and assisted by Program Coordinator,Assistant Registrar, Heads of Unit and Executive Officerand supported by all the staff and lecturers. At present there are about 200 lecturers and 41support staff. UiTM Terengganu do their own recruitment andselection. 3. RECRUITMENT 4. Process of locating potential individuals who might join anorganization and encouraging them to apply for existing oranticipated jobs openings. (Snell, 2010) The process of generating a pool of qualified applicants fororganizational jobs. (Mathis and Jackson,2004) The process of finding and attracting individuals on a timelybasis, in sufficient numbers and appropriate qualifications andencouraging them to apply for the job in the organization. Also a process of getting the right person for the job in theorganization. 5. Outsourcing Transfer responsibility toexternal provider Contingent workers Part times, temporariesand independent contractors. Professional Employer Organization( Employee Leasing) Off-site human resourcedepartment Overtime do extra working hours 6. Contingent workers Staff cleaners children as part times duringSPM and STPM break. Independent contractors for making renovations.Overtime Staff during an event or situation that needthey to do overtime. Lecturer can do overtime if they cannot finishthe syllabus on time. 7. Internal sources Relates with the human resources planning,promotion policies, firm knowledge ofemployees, transfer in from other branches andnepotism that happened within the organization.External sources Can be obtain from the labor unions,employment agencies and search firm,competitive sources, media sources and job fairs,college and university recruiting and from highschool and technical school. 8. Transfer from other branches Qualified lecturers from other UiTM branches willbe transfer to the needed branches to fulfill thevacancy to cover the pregnancy or ill lecturer.Promotion From lecturer to higher position such as ProgramCoordinator, Senior Lecturer and other. For staff, the promotion is based on KSAs andrequirement. 9. Transferring from other Organization Lecturers from Politeknik to fulfill the positionat UITMEducational Institutions Fresh graduates can apply for the position bygiving the resume that includes ofqualification and personal information. Called Campus Recruitment 10. Recruitment MethodInternal Recruiting Job bidding permits staff or lecturer inorganization who believe they possess requiredqualification to apply the posted job Employee referrals suggestion from anotheremployeeExternal Recruiting Advertising - advertises the vacancy in the UITMwebsite (http://www.uitm.edu.my) andrespective branches website. 11. InternalExternalMorales of promote New workers bring new perspectiveBetter assessment and abilitiesCheaper and faster than trainingLower cost for some jobs professionalsMotivation for good performances No group of political supporters inCheaper and quicker to recruit organization alreadyPeople already familiar with the Larger pool of workers from which to findorganization and how it operatesthe best candidatePeople have a wider range of experience 12. InternalExternalFailed applicants become discontented Bare high cost doing interview andTime waste interviewing insideadvertisingcandidates who will not be consideredMay causes morale problems to internalInbreeding strengthens tendency tocandidates that not be selectedmaintain the status quoLonger orientation timeLimits the number of potential applicants Selection process may not be effectiveNo ideas can be introduce from outsideenough to reveal the best candidatesthe organization 13. Human Resource PlanningAlternatives to RecruitmentContingent WorkersOvertime Recruitment Internal SourcesTransferringExternal SourcesPromotionOther organizationEducational Institution Internal Method External MethodEmployee ReferralAdvertisingJob biddingJob FairsRecruited EmployeeStaffLecturer 14. Human Resource Unit ManagerForecast recruiting needs Anticipate needs for employees to fillPrepare copy of recruiting adds and vacanciescampaignsDetermine KSAs needed from applicantsPlans and conducts recruiting efforts Assists in recruiting effort withAudits and evaluates all recruiting information about job requirementactivities Review success/failure of recruiting activities 15. Evaluating recruitingeffortsEvaluating EvaluatingEvaluatingtimerecruiting cost and required to quality and benefits fill openingquantity 16. Recruit the best and potential candidates Candidates apply jobs outside of theirexpertise. Too many applicants Cost to recruitment high advertising Did not get top level management support capital, agreement and selection process 17. Selection is the process of reducing the number of applicantswhose qualifications meet job requirements and the needs of theorganization and choosing from among those individuals who havethe relevant qualifications. (Snell, 2010) The process of choosing individuals who have needed qualities tofill jobs in an organization. (Mathis and Jackson, 2004) The process of choosing the best from a group of applicants thatsuitable for a particular position in an organization. Goal of selection process is to properly match people with jobs andorganization. Individuals overqualified, under qualified, or do not fit either job ororganizations culture, will probably leave the firm. 18. Other HR function Decision making speed Organizational hierarchy Applicant pool Type of organization 19. Steps 1 Recruited candidates Steps 2 Preliminary Interview Steps 3 Review of Resumes and CheckBackground Steps 4 Selection Test Steps 5 Employment Interview Steps 6 Selection Decision Steps 7 New Employees 20. To properly match people with jobs andorganization As the way to finding the most reliable andaccurate person for the job To reduce the time cost for doing theinterviews To fulfill the human resource need 21. Job-Related Criteria Managerial Training Testing and Disparate Impact Reference Checking 22. Recruiting must be viewed strategically anddiscussions should be held about the relevantlabor markets in which to recruit Placement of people should consider bothperson/job fit and person/organization fit