Human Resource Management-Selection and Turnover

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ASSIGNMENT

SELECTION AND TURNOVER

HUMAN RESOURCE MANAGEMENT

(BMHR5103)

SHARIFAH SHIBRAH BT SYED HUSSEIN

STUDENT ID: CGS00838119

DR. MAT SANI BIN HASSAN

Open University Malaysia

2013

2013

BMHR5103 – HUMAN RESOURCE MANAGEMENT

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Table of Contents

OBJECTIVE: ....................................................................................................................................................... 2

SELECTION AND TURNOVER ............................................................................................................................................. 2

QUESTION 1 ....................................................................................................................................................... 3

1.0 INTRODUCTION .......................................................................................................................................... 3

1.1. SELECTION ............................................................................................................................................................. 3

QUESTION 2 ..................................................................................................................................................... 12

2.0 REPORT WRITING .................................................................................................................................... 12

REPORT WRITING ON THE INTERVIEW CONDUCTED PARTICULARLY ON THE SELECTION METHOD PRACTICED, THE FEEDBACKS AND THE

EFFECTIVENESS OF THE SELECTION TOOLS. ......................................................................................................................... 12

2.1 COMPANY BACKGROUND ........................................................................................................................................ 12

2.2 OVERVIEW ON TIME DOTCOM’S BACKGROUND .......................................................................................................... 14

2.3 ALL IN ALL DOTCOM IS: ................................................................................................................ 15

2.4 DOTCOM IS AIMING TO BE AN EMPLOYER OF CHOICE THROUGH ITS PEOPLE DIVISION ............................... 15

2.5 CORE VALUES: ......................................................................................................................... 16

2.6 BRAND PROMISE .................................................................................................................................................... 17

3.0 HUMAN CAPITAL STRATEGIES ............................................................................................................. 18

A COMPREHENSIVE HUMAN RESOURCE STRATEGY PLAYS A VITAL ROLE IN THE ACHIEVEMENT OF AN

ORGANIZATION’S OVERALL STRATEGIC OBJECTIVES AND VISIBLY ILLUSTRATES THAT THE HUMAN RESOURCES

FUNCTION FULLY UNDERSTANDS AND SUPPORTS THE DIRECTION IN WHICH THE ORGANIZATION IS MOVING. A

COMPREHENSIVE HR STRATEGY WILL ALSO SUPPORT OTHER SPECIFIC STRATEGIC OBJECTIVES UNDERTAKEN BY

THE MARKETING, FINANCIAL, OPERATIONAL AND TECHNOLOGY DEPARTMENTS. IN ESSENCE, AN HR STRATEGY

SHOULD AIM TO CAPTURE "THE PEOPLE ELEMENT" OF WHAT AN ORGANIZATION IS HOPING TO ACHIEVE IN THE

MEDIUM TO LONG TERM, ENSURING THAT: - ............................................................................................................. 18

3.1 HUMAN CAPITAL STRATEGIES IN TIME DOTCOM (2009 -2012) ....................................................................... 18

4.0 RECRUITMENT AND SELECTION STRATEGIES AT TIME DOTCOM ............................................. 22

4.1 RECRUITMENT AND SELECTION PROCESS OVERVIEW .................................................................................................... 24

5.0 RECRUITMENT AND SELECTION PROCESS IN TIME DOTCOM .................................................... 26

5.1 TIME DOTCOM EXPANDING ITS SOURCING OPTIONS .................................................................................................... 27

5.2 STEPS IN PRERECRUITMENT/RECRUITMENT ACTIVITIES AT TIME DOTCOM: .................................................................... 28

5.3 RECRUITMENT PROCESS AT TIME DOTCOM ................................................................................................................. 30

5.4 SELECTION PROCESS AT TIME DOTCOM ...................................................................................................................... 33

5.5 MAKING THE FINAL SELECTION RECOMMENDATION/ DECISION ..................................................................................... 36

6.0 CONCLUSIONS ........................................................................................................................................... 41

REFERENCES ......................................................................................................................................................... 44


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OBJECTIVE:

1. To highlight the linkage between theory and practice of HRM.

2. To highlight the roles of human resource manager in the human resource development and

career development functions.

3. To highlight the importance of training and development as a function of Human resource

management process.

Selection and Turnover

Talent management is a goal-oriented and integrated process of planning for, recruiting, selecting,

developing, and compensating employees. According to Dressler (2013), at the heart of talent

management is the idea of using similar profile of employees. Thus, the role of selection is very

crucial.

Situation:

Your HR Director decided to revisit the company policy on selection due to high turnover among

the company's middle managers. As an HR Manager, you are assigned to conduct an interview

session with any company of your choice in order to understand better the current employee issues

and their experiences on selection.


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Question 1

Interview any HR manager (or above) from any company of your choice. Ask his/her opinion on

selection by focusing on the following questions: (You may add other questions, if in your opinion

are necessary, to understand about the selection procedures)

1.0 INTRODUCTION

For every organisation it is important to have a right person on a right job. Recruitment and

Selection plays a vital role in this situation. Shortage of skills and the use of new technology are

putting considerable pressure on how employers go about Recruiting and Selecting staff. It is

recommended to carry out a strategic analysis of Recruitment and Selection procedure.

With reference to this context, this assignment is been prepared to put a light on Recruitment and

Selection process. This includes Meaning and Definition of Recruitment and Selection, Need and

Purpose of Recruitment and Selection, Evaluation of Selection Process, which includes steps of

Selection, Types of Behavioral Test, Types of Interview, Common Interview Problems and their

Solutions. Approaches to Selection, Scientific Selection Policy, Selection in Companies and

problems.

1.1. Selection

Selection is defined as the process of differentiating between applicants in order to identify (and

hire) those with a greater likelihood of success in a job.

Selection is basically picking an applicant from (a pool of applicants) who has the appropriate

qualification and competency to do the job.


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The difference between recruitment and selection: Recruitment is identifying and encouraging

prospective employees to apply for a job while Selection is selecting the right candidate from

the pool of applicants.

1. What are the roles of selection in your company?

First I need to identify the needs of my organization as they relate to current and future

labor demands. Accomplishing this task requires the ability to identify the various jobs and

roles needed within my organization to meet current and future goals related to production

and growth. Once identified, clear and concise job descriptions and duties can help to

ensure that recruitment remains streamlined and aimed at efficient recruitment and hiring.

Next is preparing the Selection Criteria; getting to know about the background of the

candidates by having a list of selection criteria helps ensure that the hiring decision is made.

And then based on the basis of the objectives and criteria that are applied consistently and

fairly to all candidates, one will be able to get the right candidate. Basically, the selection

criteria helps interviewers focus on what they should be looking for in the candidates and

for them to assess the various candidates interviewed to select the one who best meets the

job requirements (Based on his/her ability and qualification). Activities with related to

developing the list of selection criteria are:

a) Identify requirements based on job description, job specification, job grade and

attributes.

b) Identify the key personality traits which are important to the success of the job.

c) Establish a list of selection criteria through Behavior-Based Interview Questions like:

• Qualifications: When was the last time you attended a course of study, workshop

or seminar?


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• Experience: What did you do in the last five years?

• Technical/Functional skills: Tell me about a time when you were called in as the

technical expert for a project. What value did you bring? How did the project turn

out?

• Adaptability/Flexibility: Describe a situation in which you had to adjust to a

change over which you had no control?

• Analysis: Tell me about a time when you had to analyze information and make a

decision?

• Assertiveness: Give me an example where your self-confidence allowed you to take

action when others might have avoided it. What was the result?

• Attention to Detail: Tell me about some times when you found errors in your work.

What caused them? What did you do about them?

• Collaboration: Describe a situation in which you worked collaboratively with

people at very different levels from yourself—either much higher, much lower, or

both?

• Commitment to Task: Share a story about a project that dragged out much longer

than anticipated. What did you do to be sure it was completed?

• Team work: How have you handled conflict or criticism within a team you’ve been

on? What was the outcome?

• Leadership: Describe a group you led whose members didn’t work well together.

What did you do to improve teamwork?

• Communication: Describe any formal or informal experience you have had in

training someone else. How successful were you?


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• Interpersonal skills: Give me a specific example of when you had to work with a

difficult

• Customer: Tell me about the most difficult customer situation you have ever

handled. What did you do, and what was the outcome?

• Integrity: Describe a company policy that you conformed to but did not agree with.

Why?

• Crisis Management: Crises usually require us to act quickly. In retrospect, how

would you have handled a recent crisis differently, if you had been given more time

to think before acting?

• Decision Making/Decisiveness/Judgment: What is the most difficult business

decision you have had to make? How did you arrive at your decision?

• Goal Orientation/Goal Setting: Tell me about a recent goal that you set and

achieved. Walk me through your thinking and planning processes

• Creativity: In your last position, what good idea did you come up with that was

implemented?

• Initiative: Tell me about a project that you initiated. What did you do?Why? What

was the outcome?

Other important parts of the selection process include conducting any necessary aptitude

tests and conducting a thorough background check to ensure the employee meets the

basic qualifications of both the position and the company.


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2. Is selection related to performance / turnover of your employees?

Yes. And according to the Harvard Business Review, 80 percent of turnover is caused by

bad hiring decisions.

3. How do you quantify the performance measurement in your selection procedures?

What are the role of selection in your company?

There is a huge range of pre -employment assessments, tests, and tools which companies

can use to help us go through the hiring and selection processes. Whilst I certainly don’t

support using all of them (you would be spending much more time and money than is

necessary).We have determine the Metrics to Measure the selection criteria through:

Interviews – whilst not always the most reliable, interviews remain the most widely used

recruitment and selection tool. Phone interviews and face to face interviews should form

some part of the recruitment process. The key to making interviews a success for me is in

asking the right questions, keeping the process consistent across all applicants and

remaining impartial throughout the process.

Skills Testing – particularly useful for positions which require a level of competency in

any specific software programs, computer operations or ‘testable’ skills such as customer

service responses and alike. These assessments are regularly used by recruiters and are

available, generally at a fee, through any number of recruitment and HR service providers.

Personality / Psychometric Assessments – perfect for assessing team fit, motivation, and

work styles around customer service, sales and a range of other industry specific skills.

Whilst many employers still see these assessments as unnecessary and unreliable in our

experience they can be an excellent tool to help enhance the interview questions and assess

appropriateness for the current team.


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Aptitude and competency based assessments - similarly to the two types of testing and

assessment that I’ve said before these tests are great for industry specific skills. This may

include numerical reasoning assessments for accountants.

Reference Checks – it’s an oldie but an excellent selection tool, past behaviour predicts

future behaviour. To me, I will make sure I’ll do some background checks with managers

who the candidates reported to, and ask specific questions relevant to the skills and attitudes

that I need in the new recruit.

Police checks and working with children checks – depending on the industry and role, these

checks may be appropriate to have conducted. In many industries these checks are a

standard and potentially compulsory check to maintain quality ratings, and for employers

they can provide sound peace of mind.

Network – all of the tools mentioned so far are fairly standard, but don’t forget to think

outside the box. If I know the candidates’ previous employers personally, or even

colleagues, friends of customers, I won’t feel afraid to ask for some general feedback

(provided it doesn’t jeopardize their existing employment of course).

4. What are the issues which need to be considered before the management decide on

the selection tool?

Issues need to be considered before we decided on the selection tool are timetables for

filling positions, available staff and financial resources, number of positions to be filled,

and the nature and complexity of the work performed in the positions to be filled. Also,

based on the job analysis created, we definitely can identifies the job tasks, roles, and

responsibilities of the incumbent performing the job, as well as the competencies required

for performance, the resources used during performance, and the context (or environment)


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in which performance occurs. As such, a job analysis demonstrates the clear connection

between job tasks and the competencies necessary to perform those tasks.

5. How do you evaluate the strengths or weaknesses of the candidate by using the

selection tool?

Generally speaking, an assessment tool is any test or procedure administered to individuals

to evaluate their job-related competencies, interests, or fitness for employment. The

accuracy with which applicant assessment scores can be used to forecast performance on

the job is the tool’s most important characteristic, referred to as predictive validity.

To me, I normally evaluate the strengths and weaknesses of the candidates through

behavioral and competency based interviews together with the aptitude test.

6. How do you decide that the candidate is eligible for hiring based on the result of the

selection tool?

A best practice is to have a multi-person panel conduct formal interviews. Ideally, the

interview panel should reflect the diversity available in the organization. Panel of

interviewers should develop set questions in advance, and ask all candidates the same

questions. The questions should be based on the job’s essential duties and bona fide

requirements. Before interviews start, we created an answer guide showing the desired

answers and a marking scheme. Then, each member of the interview panel will record and

score each candidate’s answers against this guide. With this kind of approach, it actually

can helps us in making the right decisions. Furthermore it will make the interview process

more objective.


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7. How do you ensure your selection method is suitable to be applied at your company?

To make sure that the selection method is suitable to be applied at my company, first thing

first my team and I will have to validate that the Recruitment and selection processes are

align with the company’s goals and objectives. Next is to verify that both the systems and

selection processes are legitimate. Then we will measure the effectiveness of the selection

method through few factors like total number of candidates applied, length of time to

complete applicant screening and how many first choice applicants accept an employment

offer, number of candidate successfully hired, and the quality of the candidate through the

feedback that we got from the hiring managers.

8. How do you avoid negligent hiring?

In TIME dotCom, we normally investigate on potential employee’s background before we

proceed with the hiring processes. We will make sure that we do some background check

with the potential employee by conducting interviews with the referees, verifying on the

candidates’ works and educational histories and also performing the drug screening test

with our panel clinics.

9. How do you measure the effectiveness of the selection method?

We have the recruitment and selection metrics on the New Hire Quality, Recruiting Cost

Ratio and Recruiting Efficiency. We normally evaluate our recruitment and selection

method with Number of initial enquires received which resulted in completed application

forms then we also monitor the Number of candidates recruited. And to know more on

the quality of the candidate we hired, we will also monitor the number of candidates


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retained in the organization after six months. Based on the info received we will calculate

based on the marks or score given in each category.

10. Do you conduct post evaluation on the selection tools?

We normally use qualitative assessments through management, employee and candidate

surveys. We get the hiring managers’ perspective on the recruitment and selection process,

Conduct employee opinion surveys to evaluate the effectiveness of the organization's in-

house promotion and transfer processes and whether employees have positive feedback

about internal recruiting. And we also analyze exit interviews -- especially employees who

resign within their first 30 to 90 days -- to get their impressions of whether they believe job

openings were fairly and accurately represented during the hiring process.

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QUESTION 2

Based on the interview, you are required to write a report. You are also required to use at least 5

research articles on selection to support your report.

2.0 REPORT WRITING

Report writing on the interview conducted particularly on the selection method practiced, the

feedbacks and the effectiveness of the Selection Tools.

2.1 Company Background

TIME dotCom Berhad (TIME) is a data-centric telecommunications and solutions provider based in

Malaysia, with a business reach across the Asia-Pacific region. With fixed-line telecommunications,

submarine cable and data centre businesses, TIME has been breaking ground since starting out in 1996.

TIME's core business focuses on providing best-in-class backhaul and wholesale bandwidth to leading

local, regional and global operators in Malaysia and the Asia-Pacific region. The Group delivers extensive

fibre optic-based telecommunications solutions, including private leased lines and dedicated Internet

services to large corporations, government organisations and enterprises that demand state-of-the-art,

always-on connectivity.

In Malaysia, TIME has made considerable headway in the consumer segment, with the country's first 100%

fibre-optic broadband service. With speeds of up to 100Mbps, TIME's service, currently the fastest in the

country, has been effectively supporting some of the industry's biggest names with innovative solutions.

TIME's Malaysian business is anchored by its Cross Peninsular Cable System (CPCS™), a 6,000 kilometer-

long advanced fibre optic network that traverses Thailand through Singapore. Designed as a fully meshed

network, the CPCS™ is the most robust trans-border terrestrial system ever built. Following extensive


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upgrades in 2012, TIME is today, the only provider in Malaysia to have a next-generation, 100% IP|MPLS

network.

Regionally, TIME's network extends beyond Malaysian shores via its investment in the Global Transit

Group of Companies (GT). GT's global footprint includes Singapore, Hong Kong, Japan and the US, and

strategic investments in submarine cable systems. These include the highly-sought Unity Cable System

connecting Japan and the US, and the Asia-Pacific Gateway (APG), a 10,000 kilometer-long international

fibre optic cable system linking Malaysia to Japan and South Korea. The APG is expected to be completed

at the end of 2014.

The Group's data centre business is spearheaded by the AIMS Group of Companies (AIMS), one of the

region's most inter-connected sites. Located strategically in the Malaysian capital's central business district,

AIMS is an award-winning, carrier-neutral facility. AIMS is already home to all of Malaysia's

telecommunications providers and approximately 200 service providers, making AIMS a premier choice

for discerning customers.

The industry has recognised TIME's push for service and technological excellence. In 2012, TIME was

accorded the prestigious Metro Ethernet Forum (MEF) certification, making the Group one of 47

international firms to win recognition for the performance, interoperability and reliability of its network.

TIME's compliance with global standards ensures that it is able to link up to any other telecommunications

network in the world.

TIME's domestic fibre optic network, combined with GT's regional nodes for wholesale bandwidth and

ownership in several submarine cable systems, as well as AIMS' data centre business, offers customers a

complete land and subsea fibre optic network and value-added services that tap fast-growing ASEAN

demand for fast, reliable bandwidth.


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2.2 Overview on TIME dotCom’s background

Too often TIME dotCom Bhd had failed to turn things around and National investment arm

Khazanah Nasional Bhd has also been trying for years to fix the problem at TIME dotCom Bhd.

But things have changed since the new CEO; Afzal Abdul Rahim and his team took over the

business in 2008. Afzal was given only three months to come up with a turnaround plan and he

made it. The plan was divided into four sections: a business plan, turnaround initiatives, divisional

initiatives and quick win labs.

During his first three months, Afzal flattened the organisational structure. Twenty-three of

TIME dotCom Bhd’s senior executives have left the company – via a voluntary separation scheme,

resignations or unrenewed contracts. A cost reduction initiative was put in place and TIME

dotCom Bhd has moved from its Jalan Tun Razak office to its current premises in Glenmarie in

Shah Alam.

Within the first 115 days in office, Afzal had identified TIME dotCom Bhd’s weak links –

a weak brand, drain on human capital, a lethargic work culture, poor financial planning and

disengaged sales force. To address that, he has put in place a total overhaul plan. Within a few

months he successfully turned around the company and set it on a new direction of growth.

In 2010, TIME dotCom has successfully made a significant progress where they have met all their

business goals. Over the course of the year, TIME became a financially healthy company by

demonstrating consistent EBITDA growth and strong operating cash flow. Operational

efficiencies were further strengthened with their customers as their primary focus.

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2.3 All in all dotCom is:

• TIME dotCom is the 2nd largest and fast growing fixed Line Telecommunications network and

solutions provider in Malaysia

• TIME dotCom has been listed on the main board of Bursa Malaysia since 2001

• TIME dotCom business is built on its advanced fibre optic network- CPCS

2.4 dotCom is aiming to be an Employer of Choice through its People Division

• They believe that their employees, whether present or future are their most important asset in

achieving and realizing their visions and goals for the company

• They have the means, assets and facilities to make their organisation the ‘ideal’ place to be, and

they take this very seriously


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• To be known as a great organisation, or the organisation of choice, they need a platform that

recognises their efforts. Hence, Human Resources Excellence Awards 2013 is the best platform

for them to gauge their efforts within the industry. Recently, they have won awards for the

Excellence in Compensation and Benefits Strategy, Excellence in Employee Engagement,

Excellence in Work-Life Balance and also Excellence in Recruitment and Retention.

2.5 Core Values:

Bold

- Courageous, challenge conventional rules.

- Daring (dare to be different, dare to take risks, dare to make a point).

- Confident but not arrogant.

- Energetic and full of life.

Creative

- Resourceful and highly competent.

- Does things new to organization, improves performance by doing something new,

meaningful and different.

- Does things that are unique or leading edge

Focused

- Obsess at achieving business objectives.

- Be meaningful rather than procedural.

- Know what she/he wants and how to get there.


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Quick

- Decisive, fast respond and adaptive.

- Intuitive.

- Able to anticipate needs, contingencies.

- Design solutions based on real customer needs.

Fun

- Present in all that we do

- (We) don’t take ourselves too seriously.

- Reflected in the way we communicate with our customers and the manner we

interact with each other.

- Boring is NEVER in our game

2.6 Brand promise

The three (3) elements within the Brand Promise of Pushing Performance are:

• Can-do attitude

• Challenger

• Straightforward & witty


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3.0 HUMAN CAPITAL STRATEGIES

A comprehensive Human Resource Strategy plays a vital role in the achievement of an

organization’s overall strategic objectives and visibly illustrates that the human resources function

fully understands and supports the direction in which the organization is moving. A comprehensive

HR Strategy will also support other specific strategic objectives undertaken by the marketing,

financial, operational and technology departments. In essence, an HR strategy should aim to

capture "the people element" of what an organization is hoping to achieve in the medium to long

term, ensuring that: -

- It has the right people in place

- It has the right mix of skills

- Employees display the right attitudes and behaviors, and

- Employees are developed in the right way.

3.1 Human Capital Strategies in TIME Dotcom (2009 -2012)

Efforts to develop Human Capital in 2009 focused on cultural transformation and improving

people’s competency and capabilities. Two major reorganisations took place in March and August

2009, respectively, complementary to this initiative. A Voluntary Separation Scheme (VSS)

exercise was conducted with intention to provide an exit option for staff members with competency

mismatch. This initiative had enabled the organisation to inject fresh talents with the right

competencies aligned with the company’s business direction into the Group.


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The VSS resulted in the departure of 227 employees. In conjunction with this exercise, a

companywide critical competency identification and assessment was carried out to ensure that

employees with the right skills and competencies remained with the organisation. Following the

VSS, the emphasis shifted to rejuvenating and improving workforce morale, and these initiatives

included revisions to individual roles and responsibilities, remuneration reviews, coupled with

employee engagement programmes. The focus for 2010 in people development was very much a

continuation of the efforts initiated in 2009. The “People Manifesto”, which was officially

endorsed by the Board in March 2010, contains three main intents that form the underlying values

to better manage TIME people. The 3 intents are:

1. Reflect TIME values and a high-performance culture as the norm, mindset and everyday

practice.

2. Nurture knowledge professionals and incubate industry pioneers and leaders.

3. Compensate according to skill, value and accountability.

Under No. 1, an event to inculcate TIME’s core values was conducted in October 2010. With the

main aim of raising the bar in terms of awareness, 200 personnel were involved in a fun-packed

event called Formula TIME. More events were arranged for 2011 to ensure each staff undergoes

the inculcation process. Also, in collaboration with the Communications Division, the new brand

promise was shared among all participants to give a flavour of the Performance-Pushing mindset.

Under No. 2, a core competency model was established, commencing with Sales and then followed

by Core Technical Divisions. Assessment against the developed models was also conducted to

identify critical gaps, especially in critical areas. Continuous assessment and implementation of

development programs addressing the resulting gaps will be conducted throughout the next 3

years. This is to ensure TIME’s workforce leads the industry in terms of technical competency.


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And under No. 3, TIME embarked on a flexible benefits strategy to position itself as an employer

with unique, compassionate, creative and attractive benefits.

Beginning with the flexible medical and insurance benefits, the company is constantly looking for

creative ways to allow staff to personalise their benefits package according to their individual

needs.

In terms of remuneration, TIME also revised salary benchmarks. Formerly based on the General

Market benchmark, this was revised to the High-Technology Market benchmark at the 50th

Percentile, resulting in more competitive packages for all TIME staff. These efforts, conducted

throughout the year paid off, when the Employee Satisfaction Survey was conducted in December

2010, which showed an improvement from 71.4% in 2009 to 74.6% during the year.

As a result, TIME dotcom has taken an early steps in the employee lifecycle to address dysfunctional

turnover. That means re-examining different aspects of the hiring process, such as recruiting,

selection, and onboarding. Focusing on these three areas can result in new hires who are a good

match for their positions and more likely to stay with the organization.


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4.0 RECRUITMENT AND SELECTION STRATEGIES AT TIME DOTCOM

The first step toward decreasing turnover is recognizing that not all employee turnover is the same. Having

a clear understanding of the different forms of turnover can help organizations better target their retention

strategies and practices. Overall turnover can be divided into involuntary (the organization decides to

dismiss the employee) and voluntary (the employee decides to leave) forms of turnover. Voluntary turnover,

in turn, can be divided into “functional” and “dysfunctional” forms of turnover. (Frederick Morgeson,

2013)


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In 2010, Recruitment and Selection Planning Initiatives was created for the next 3 years. The

number of employees has been increased from 683 to 745. TIME dotCom through People Division

has managed to change the method of their current recruitments and selection from the

“Unstructured Workforce” to a more structured selection with improved job-person match through

their new People Manifesto 2010-2014.

As TIME dotCom has implemented their new People Manifesto 2010-2014, People division has

proper guidance and set of principles to be based at when it comes to Recruitment and Selection.

People Manifesto acts as a foundation to select candidates which match the company culture and

profiles; as a result a set of Desired People DNA was created. The desired people profile in TIME

Dotcom by 2014 are as below:

When People Division started strategizing the Recruitment and Selection planning in 2009, the

“Gender” was bias where the percentage of Male employees is 2 times more than the Female


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employees. Then in 2010, there was a slight improvement as they have managed to reduce 1% for

the Male employees and increased the female employee’s percentage from 32% to 33%. Their

desired DNA for the Gender is Male 60% and Female 40%.

Fundamentally, the purpose of the People Manifesto is to hire sufficient and capable employees to

assist the company in achieving its desired objectives, which is to be the Employer of Choice.

Largely, the better the applicant's knowledge, skills, and abilities fit the nature and scope of the

job, the higher will be individual and organizational productivity

4.1 Recruitment and Selection Process Overview

Recruitment and selection is often presented as a planned rational activity, comprising certain

sequentially-linked phases within a process of employee resourcing, which itself may be located

within a wider HR management strategy. Bratton differentiate the two terms while establishing a

clear link between them in the following way (Bratton, 2007):

‘Recruitment is the process of generating a pool of capable people to apply for employment to an

organisation. Selection is the process by which managers and others use specific instruments to

choose from a pool of applicants a person or persons more likely to succeed in the job(s), given

management goals and legal requirements.’


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Basically below is the fundamental process in recruitment and selection.

TIME dotCom Recruitment & Selection Plan


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5.0 RECRUITMENT AND SELECTION PROCESS IN TIME DOTCOM

But in TIME dotCom, Recruitment and Selections process are done with equal employment

opportunity to all applicants, without regard to race, religion, color, creed, national origin, sex,

age, disability, or political affiliation/influence; and will be based solely on job related criteria. It

is consistently applied, nondiscriminatory, and promote fairness, diversity, and integrity. And the

most importantly the process is comply with Malaysian laws, regulations, and policies.

Recruitment and selection process in TIME dotcom start with the manpower requisition

form and end with an appointment. And after that TIME dotcom arrange various types of training

and development program for the employees to develop their skill. In true sense TIME dotcom

follow a developed recruitment process for selecting right people in right place.

The internal communication system of TIME dotcom called “TIME Loop” will be used as an

internal source of recruitment in order to broadcast and published the vacant positions as and when

vacancies become available.

Recently, TIME dotcom has done their recruitment exercise by publishing various job

positions which was advertised through our local newspaper, The Star. TIME dotcom has also

advertised their vacant positions through their company website:

http://time.com.my/aboutus/career.asp in which all vacant positions entries are kept. The details

of the candidates applied and their related date was maintained in a confidential way.


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5.1 TIME dotCom expanding its sourcing options

Recently TIME dotCom incorporated several new approaches to expand its sourcing options.

These included an Employee Referral Program where an existing staff may refer his/her

acquaintance for an existing vacancy and if the candidate is successful, a referral will be paid out

upon the candidate joining TIME dotCom.

Another approach involves a Talent Pipeline. This is done in collaboration with the likes of

TalentCorp and Multimedia Communication Malaysia Corporation (SKMM) in providing capable

fresh talents who will then undergo a stringent process of selection and if successful, will be

absorbed into a Management Trainee Program.

The next approach is more akin to the fresh graduates. In reaching these candidates, use of Social

Media has been found to be rather successful. TIME dotCom has recently put up its Facebook page


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to expand its brand and within this page, all available vacancies are posted especially those related

to fresh graduates.

5.2 Steps in Pre-recruitment/Recruitment Activities at TIME dotCom:

The hiring manager will:

- assess the need for the position to ensure it contributes to meeting the goals, objectives,

and mission of the department

- conduct a job analysis including a review of the duties, responsibilities, and qualifications

of the position;

- revise the position description if necessary

Job analysis is necessary only when there is a change in the duties and responsibilities that impacts

qualifications required. Therefore, if a current, accurate job analysis already exists for a given job

type; there is no need to conduct a new one for each individual vacancy. For example, in instances

where there is a high volume of positions, frequent turnover, or little job change, there will likely

not be a need to conduct a new job analysis each time a vacancy occurs.

If there is a job analysis on file that accurately assesses the position, it is not required to conduct

another one. The hiring manager should assure that the critical tasks, Key Selection Areas or key

Competencies, and training and experience requirements, including any selective criteria

necessary to successfully perform the duties of the position have been identified. (French, 2010)

In order to assure a timely and efficient process, generic key competencies (may be utilized for

recruitment and selection purposes where they are sufficient for differentiating qualifications of

applicants)

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TIME dotCom: HR Process, Recruitment & Selection Process


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5.3 Recruitment Process at Time Dotcom

In recruitment and selection process the main role is played by HR or in TIME dotcom it is called

as People Division. The process starts with manpower requisition and end with the final decision

from the Management..

1. Job Analysis:

The hiring manager will:

- assess the need for the position to ensure it contributes to meeting the goals, objectives,

and mission of the department

- conduct a job analysis including a review of the duties, responsibilities, and qualifications

of the position;

- revise the position description if necessary

2. Manpower requisition: Upon getting approval from the HODs, the Hiring Manager from

related departments send the manpower requisition to Workforce and Talent Selection Then the

person in-charge from Workforce and Talent Selection will scrutinize the request and do the

necessary activities to start the internal or external sourcing as deemed appropriate for the position

requested.

3. Advertised the job vacancy through external and internal channels -Workforce and Talent

Selection starts the process. The process include some step or task that done by a sequential order.

First step is manpower requisition. It comes from the division who has vacancies. It can be

replacement or for the new candidates. A person from Workforce and Talent Selection will then

advertise the job vacancy through external and internal channels.


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4. Applications are collated and forwarded to the selection panel- Upon the closure of job

applications, all applications are collated and forwarded to the selection panel for review and

shortlisting. Shortlisting is the process used to identify those applicants who warrant further

consideration. It involves a systematic assessment of the strengths of the applicants’ claims against

the work related requirements of the position.

5. Screening - Selection Panel will screen through all the applications against the basic selection

criteria. Applications which meet the selection criteria will be shortlisted and later will be

forwarded to the hiring manager. Hiring manager and People Division will scrutinize the

applications and shortlisted up to 5 candidates for the face to face interview.

When screening the following criteria will be adhered to:

� For the Executive position, candidate must be at least a Degree Holder (from

Malaysian certified universities)

� For Executive and above, candidate must have First and at least second class in all

academic level. However, in case of competent candidates with strong relevant

experience will supercede the academic requirements.

� For Non-Executive permanent employees, minimum educational requirement is

Diploma holder or STPM.

� For Non-Executive contractual employees, candidate must at least passed their

SPM

6. Interviews- For the face-to face interview, competency based structured interview will be

conducted. The standard Interview Assessment Form along with probing questions will be

supplied by People Division. Position specific structured interview with necessary Probing


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Questions and Assessment form can also be developed/used. The interview may take place in

different phases according to the decision of People Division and concerned Division/ Department

and on the basis of Position.

7. Final selection- Once the final incumbent is selected, Workforce & Selection Department will

negotiate on the salary and the candidate’s expected package. They will also initiate the

compensation Plan and will make an offer or process the appointment formalities. Things like the

company’s terms and condition, salary and benefit together with the joining date will be discussed.

8. Reference checks- Once they have made the selection decision, Recruiter from Workforce and

Selection will verify the information provided by the candidate and check the candidate’s

references.


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5.4 Selection Process at Time Dotcom

At TIME dotCom, candidate selection is based on a criteria of balanced racial composition and

merits. Generally, the selection process is usually a series of hurdles or steps. Each one must be

successfully cleared before the applicant proceeds to the next one. The time and emphasis place

on each step will definitely vary from one organisation to another and indeed, from job to job

within the same organisation. The sequence of steps may also vary from job to job and organisation

to organisation. For example some organisations may give more importance to written assessment

while others give more emphasis to interviews and reference checks. Similarly a single brief

selection interview might be enough for applicants for lower level positions, while applicants for

managerial jobs might be interviewed by a number of people. Selection process at TIME dotCom

involved.

A. Definitions

• Selective criteria - additional minimum qualifications specifically related to the duties and

responsibilities of the individual position

• Knowledge, skills, and abilities (KSAs/competencies); competencies:

• knowledge - information which makes adequate performance on the job possible

• skill - a proficiency that is readily observable, quantifiable, and measurable (examples

include skill in typing; skill in operating a vehicle)

• ability - capacity to perform an activity at the present time

• competencies – sets of knowledge, skills, and abilities demonstrated on the job


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• Preferences - Specific types of experiences. Degrees, licenses KSAs/competencies. or

other selection factors above those minimally required to perform the duties and

responsibilities of a position

• Qualified - those applicants whose credentials indicate the possession of training and

experience. Selective criteria and KSAs/competencies included in the vacancy

announcement.

• Most qualified - the group of applicants who to the greatest extent. possess qualifications

which exceed the minimum requirements described in the vacancy announcement.

B. Differentiating qualified and most qualified applicants

• Determining qualified applicants

- The Recruitment Specialist in Workforce and Talent Selection will screen all

applications to determine which applicants meet minimum qualification

requirements including any selective criteria.

• Determining most qualified applicants

- For those applicants meeting minimum qualifications, a second level of evaluation

will be conducted to determine those applicants that are most qualified.

Applications are evaluated to determine to what extent minimum qualifications are

exceeded in order to identify the most qualified.


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- Panels may be used for this second level of evaluation particularly where positions

are technically complex and/or organizationally sensitive. However in instances

where qualification requirements are readily evaluated management may opt not to

use panels to determine the most qualified

- Applications are grouped according to those that do not meet minimum

qualifications, those that meet minimum qualifications, and those that clearly

exceed minimum qualifications. Those clearly exceeding minimum qualifications

should be a manageable number to refer to the hiring manager. Any further analysis

must continue to be based upon the job-related qualifications identified in the

vacancy announcement. Applications are referred to the hiring manager in

alphabetical order. If there are no applicants who clearly exceed the minimum

qualifications, the applications meeting minimum qualifications are forwarded to

the hiring manager. A decision may be made to re-advertise the vacancy.

Applications referred to the hiring manager must be reviewed in relation to all

applicable policies and issues.

C. Use of panel/individual for evaluation process for determining most qualified applicants

Key Points:

o Applications will not be sent directly to the hiring manager

o Panel members involved normally do not report directly to the hiring manager

o The Head of Workforce and Selection will identify individual/panel members

o Individual/panel members will maintain the confidentiality of the material they

review

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5.5 Making the Final Selection Recommendation/ Decision

1. Interviews- For the face-to face interview, competency based structured interview will be

conducted. The standard Interview Assessment Form along with probing questions will be

supplied by People Division. Position specific structured interview with necessary Probing

Questions and Assessment form can also be developed/used. The interview may take place in

different phases according to the decision of People Division and concerned Division/ Department

and on the basis of Position.

• Preliminary interview

Conducted by the respective immediate Manager and another member from cross

functional area.

• Second interview or final interview

Conducted by the particular department’s next level managers along with the respective

Divisional/ Departmental Heads.

• Interview for key position

If the recruitment is for any key position or Senior Management and above a final interview

must be conducted with the CEO. Interviews are arranged by Workforce and Selection in

People Division. The interview is generally taken by managers of the required division

together with the People Division. During the interview, interviewer will use behavioural

and competency based questions in order to test the candidate’s attitude and competencies.


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Structured Interview

A structured selection interview and assessment is currently being used for the Managerial level

and above.in TIME dotcom and it has been divided into 3 categories:

• Senior and Top Management- Personality profiling tools like Pro.file Performance

System (PPS) and Harrison Assessment (HA) are used to fast track development of senior

and top leaders and selected top talents. It is also beneficial in hiring selection for top and

critical positions.

• Middle Management- As for groups of staff in Middle Management; Competency based

interview and Harrison Assessment (HA) will be used in the Selection process.

• Support & Professionals- Behavioural and Competency based interviews (A.Berman,

1994)

Selection Process at TIME Dotcom

(HR-process-recruitment-selection, 2011)


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The Assessment Tools

- Psychometric Profiling & Behavioral/Leadership Assessment

The Success Profile

DNA Business Drivers Core Competencies

The Assessment Results

- Culture Fit

- Strengths & Development Areas

- Business Driver Readiness Ratings

- Individual or Group

The Feedback & Review

- One-to-One with Feedback Coach

- Board/Senior Mgt/Superior Review

Figure 5: Personality profiling tools -Pro.file Performance System

2. Final selection- Once the final incumbent is selected, Workforce & Selection Department will

negotiate on the salary and the candidate’s expected package. They will also initiate the compensation

Plan and will make an offer or process the appointment formalities. Things like the company’s terms

and condition, salary and benefit together with the joining date will be discussed.

3. Reference checks- Once they have made the selection decision, Recruiter from Workforce and

Selection will verify the information provided by the candidate and check the candidate’s references.

According to ADP Screening and Selection Services, 40 percent of applicants lie about their work

histories and educational backgrounds and about 20 percent present false credentials and licenses.

(Screening and selection, n.d.). Nationwide, an estimated 30 percent of job applicants make material

misrepresentations on their résumés. Another survey found that 95 percent of college students said they


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would lie to get a job and 41 percent said that they had already done so. One survey of top executives

found that 15 percent admitted falsifying résumé information. A past employer that fails to warn about

an employee’s known propensity to violence may be guilty of negligent referral, and a potential

employer that fails to do proper reference checks that may have uncovered the potential risk of a new

employee may be guilty of negligent hiring, if the new employee causes injury to another in the

workplace.

4. Final approval- For the final round of approval, Head of Workforce and Selection will get the

endorsement from the Head of People Division to issue out the Letter of Offer.

5. Medical Check-up- Applicants who have crossed the above stages are sent for a physical

examination either to the company’s physician or to a medical officer approved for the purpose. Such

examination serves the following purposes:-

• It determines whether the candidate is physically fit to perform the job, where those who are

physically unfit are rejected.

• It reveals existing disabilities and provides a record of the employee’s health at the time of

selection. This record will help in settling company’s liability under the workmen compensation

Act for claim for any injury.

• It prevents the employment of people suffering from contagious diseases.

• It identifies candidates who are otherwise suitable but require specific jobs due to physical

handicaps and allergies.

6. Appointment or offer letter- At last the after the medical test and reference checked, the offer letter

for the candidate has been issued. After that the candidate gets the call that he or she has been appointed

and he or she has to collect the letter from HR.


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7. Acceptance of offer letter & joining procedure- The joining also has some procedure. In time of

joining at first the candidates have accept the offer letter by signing it. Then he or she has to fill up

some forms like,

� New Employee Registration form

� ID card form

� Medical Reimbursement form

� Declaration

When all this formalities are over then only the candidate will become the employee of TIME dotCom.

8. Employee Orientation and Induction- A good orientation programme can help assist your new

employee to fulfill his / her full potentials. It provides an opportunity for the organisation to “jump

start” the employee to get him / her “up to speed”. In other words, the purpose of employee orientation

is to provide the new employee with ample knowledge of the job and the organisation in the shortest

period of time. A typical employee orientation programme in TIME dotcom ranged from 1 to 5 days.

TIME dotcom is applying the “buddy” system in addition to a formal employee orientation programme.

As the word suggests, the role of the “buddy” is to assist the employee in all aspects of work as well as

to get him acquainted to the new work place. The “buddy” arrangement could usually go on for 2 weeks

or more. Contents of an orientation programme may include the following:

• Introduction to the company – Vision, mission, goals, values and history.

• Geographical coverage and office locations.

• Company products and services.

• Company organisation structure – Who is who?

• Functions of divisions, departments and business units.

• Observation of safety and health rules.

• General employment terms and conditions.

• Procedures for salary administration.


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• Procedures for performance appraisal.

• Procedures for recruitment, promotions and transfers.

• Company welfare and benefits.

• Hospitalisation benefits and insurances.

• Grievance procedures.

• Working hours.

• General working rules and regulations – Dress code, hairstyles, etc.

6.0 CONCLUSIONS

Company : TIME Dotcom Berhad

No of Employees : 827 employees

Primary Business : A data-centric telecommunications and solutions provider

Title of Initiatives : Workplace diversity & Equality and inclusiveness

Specific grounds : Cultural, Gender, Work-Life balance

Initiatives taken :

1. Provide flexibility for supporting employees to balance Work-Life responsibilities-

Telecommuting & Flexible Work Hours

2. Increasing the recruitment and retention of employees from culturally and linguistically diverse

background

3. Ensure selection processes that involve Indigenous applicants and members of ethnic or other

diversity groups are fair and those involved in interviewing are sensitive to cultural issues.

4. In their aim to enrich employees of the Gen-Y, TIME dotCom recruitment drive is focusing

more on the value propositions tailored towards the Gen-Y. Employer Value Propositions such

as Flexible Work Arrangements, Casual Work Environment, Nurturing & Rewarding Talent


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and providing a Great Work Life Balance are key elements in place to show that their people

are their ‘Numero Uno’ in all that they do.

5. And in order to to ensure that they hire and retain the right candidates, there is now a more

stringent approach to screening of new hires through technical as well as behavioral

assessments. New hires are put through a comprehensive on-boarding process which includes

a corporate and technical awareness programme. Stay interviews after 30 days and after 6

months are also conducted to gauge the total on-boarding experience.

6. And for their on-going efforts to elevate TIME as an Employer of Choice, they have moved up

a notch when they managed to clinch the Bronze Award for the “Employer of Choice” category

in the Malaysia HR Awards 2012.

7. The ‘Developing People Managers’ initiative, which aims at enhancing the managerial

capability of people managers at all levels in the organization, took centre stage in terms of

learning and development. In line with this, a structured three (3) year managerial development

program was launched with the intention of establishing People Managers as catalysts towards

the desired culture and great Team Dynamics, fully committed to the TIME Brand Promise,

articulate & practical communicators, Maestros in our core business and valued Performance

Coaches.

8. To this end the Core Technical Competency Model was also further strengthened through more

in-house and customized training activities. 2012 saw 82 staff being certified in various

technical certifications core to our operations. Subsequently, the Year-end Technical

Assessment was also conducted to gauge the level of improvement and put in place additional

measures to address gaps in the following year, wherever required.


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9. To up-the-ante in terms of pushing for performance, a Share Grant Scheme was developed.

Directly linked to the personal and corporate KPIs, it will only be in effect if the stretched KPIs

are met, thus ensuring that performance targets are constantly given paramount importance.

10. Continuing their Internal Corporate Social Responsibility (iCSR) focus to look after the needs

of their internal staff first with education is always a priority; TIME has introduced the TIME

Flyers Awards. This is a cash incentive given out to the children of TIME employees, who have

excelled in Public exams namely UPSR, PMR and SPM to STPM level.

Time DotCom is the 2nd largest and fast growing fixed Line Telecommunications network and solutions

provider in Malaysia. Today, Time DotCom is confident of its ability to communicate to a diverse and

multicultural Malaysians because they have successfully turn around the company within less than a

year. As a result of the Turnaround and Cultural Transformation Programme recently, TIME has

managed to emerge their 5 Core Values and People Manifesto, Launched Brand Promised Internally &

Externally and designed initiatives that would authentically cascade the Core Values & Brand together

with institutionalization of the People Manifesto as a Value Add to People policies. At the heart of

TIME today is a philosophy called Equality and inclusiveness, which represents TIME’s thinking about

equality and diversity developed in the last 3 years. During this time, TIME dotCom has been convinced

of the business benefits of a diverse workforce and diverse audiences, and has integrated an

understanding of inclusion throughout the company, from employment policies to product development

and customer service. Equality and inclusiveness is research driven, influenced by future gazing and

underpinned by sophisticated demographic analysis, enabling TIME to collect data about changes in

its workforce composition and customer base.


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References

1. A.Berman, B. N. (1994). The Two Step Selection Interview: Combining Standardisation with Depth.

Combining Standardisation with Depth, 89-96.

2. Allen, D. G. (2008). Retaining Talent. VA: SHRM Foundation. Retrieved from

www.shrm.org/foundation

3. Bratton, J. &. (2007). Theory and Practice. Human Resource Management, 239.

4. Frederick Morgeson, P. (2013, November 6). Recruiting to reduce turnover in LTC. Retrieved from

http://www.mcknights.com/recruiting-to-reduce-turnover-in-ltc/article/319739/:

http://www.mcknights.com

5. French, G. R. (2010). Leading, Managing and Developing People. In R. F. Rumbles, Leading, Managing

and Developing People, 3rd edition (p. 173). CIPD.

6. HR-process-recruitment-selection. (2011, May 16). Retrieved from http://e-hrminc.blogspot.com:

http://e-hrminc.blogspot.com/2011/05/hr-process-recruitment-selection.html

7. Screening and selection. (n.d.). Retrieved from http://www.adp.com/solutions/large-

business/services/talent-management/screening-and-selection.aspx: http://www.adp.com/

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