TOWARDS DEVELOPING A RECRUITMENT AND SELECTION PROGRAM OF TWO FAMILY MANAGED HIGHER EDUCATIONAL INSTITUTIONS IN QUEZON PROVINCE

This study sought to analyze the recruitment and selection practices of the selected HEIs in Quezon Province in order to develop existing recruitment and selection programs. The relevance of having a recruitment and selection practices were presented as part of the study. It also emphasized the common challenges faced by organizations having an ineffective recruitment and selection practices. Moreover, the possible impact and effect of recruitment and selection towards the organizational goals were also presented. This study looked into the demographic profile of the respondents; the selected HEIs’ level of agreement on the effectiveness of the recruitment and selection practices; the general overview of the said practices; the challenges faced on the said practices; and the significant differences on the responses when grouped by demographics. The influx of talents transferring from HEIs to public schools was the challenge presented in this study resulting in an imbalanced workforce due to a massive amount of compensation and benefits offered by the latter. Thus, the theories (i.e. ASA, RBT, HCT) used in this study where competitive advantage is their main outcome proved the effectiveness of the said practices, when gained. The talents as resources were considered as the best assets of an organization and their knowledge, skills, and abilities are the capabilities determined. Recruitment and selection were the tools used in assessing whether or not these exist within the talents. Survey questionnaire was used as the research instrument for this study. These were administered to the selected teaching and non-teaching personnel of the selected HEIs in Quezon Province. The respondents were dominantly female whose ages were twenty-five (25) and below. Majority of them were rank and file members of the teaching staff. Except for about one-fifth (1/5) of the respondents, all were college graduates, with thirty-two (32) of them masteral and doctorate degree holders. Half of the respondents had regular term status. A big majority had been in the institutions under study for only five (5) years and less. Majority of the respondents agreed that job analysis was the most effective procedure of the HEIs than workforce evaluation and recruitment planning; majority of the respondents agreed that general orientation was the most effective procedure and the assessment and aptitude tests procedure was the least effective; majority of the respondents agreed that their HEIs have an adequate talent pool while having a suitable environment in conducting interviews was agreed the least; majority of the respondents agreed that human relations planning is the main challenge of the HEIs in effectively performing the said practices. There was no significant difference in the recruitment practice when the respondents were grouped by age, sex, and school. Neither was there a significant difference on the selection practice when the respondents were grouped by age, sex, employment status, and school; likewise, on the recruitment practice when the respondents were grouped by educational attainment and employment status. There was no significant difference in the selection practice when the respondents were grouped by educational attainment.