HR Development and Management Updated

HUMAN RESOURCE DEVELOPMENT AND MANAGEMENT
by Jason O. Manaois, Psychology Department
Objectives
At the end of the learning period, the students will be able to be:
Familiarize and Examine the nature of different facets of HRD Actualize the different functional components of HRD Analyze the process incorporated in the each facet of HRD
Context and Definition
Human Resource Development (HRD) is the framework for helping employees develop their personal and organizational skills, knowledge, and abilities. Human Resource Development includes such opportunities as employee training, employee career development, performance management and development, coaching, mentoring, succession planning, key employee identification, tuition assistance, and organization development. The focus of all aspects of Human Resource Development is on developing the most superior workforce so that the organization and individual employees can accomplish their work goals in service to customers.
http://humanresources.about.com/od/glossaryh/f/hr_development.htm
Organizations have many opportunities for human resources or employee development, both within and outside of the workplace. Human Resource Development can be formal such as in classroom training, a college course, or an organizational planned change effort. Or, Human Resource Development can be informal as in employee coaching by a manager. Healthy organizations believe in Human Resource Development and cover all of these bases.
http://humanresources.about.com/od/glossaryh/f/hr_development.htm
HRD is "organized learning activities arranged within an organization in order to improve performance and/or personal growth for the purpose of improving the job, the individual, and/or the organization" (1). HRD includes the areas of training and development, career development, and organization development. This is related to Human Resource Management -- a field which includes HR research and information systems, union/labor relations, employee assistance, compensation/benefits, selection and staffing, performance management systems, HR planning, and organization/job design (2).
http://alumnus.caltech.edu/~rouda/T1_HRD.html
Human Resource Management (HRM) is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization. HRM can also be performed by line managers. HRM is the organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training.
http://humanresources.about.com/od/glossaryh/f/hr_management.htm
HRM is also a strategic and comprehensive approach to managing people and the workplace culture and environment. Effective HRM enables employees to contribute effectively and productively to the overall company direction and the accomplishment of the organization's goals and objectives. HRM is moving away from traditional personnel, administration, and transactional roles, which are increasingly outsourced. HRM is now expected to add value to the strategic utilization of employees and that employee programs impact the business in measurable ways. The new role of HRM involves strategic direction and HRM metrics and measurements to demonstrate value.
http://humanresources.about.com/od/glossaryh/f/hr_management.htm
Components of a Human Resource Management System

8
The Facets of H.R. Department Recruitment and Selection Training and Development Employee Relations Compensation and Benefits Organizational Development
RECRUITMENT AND SELECTION

http://www.peoples-edge.de/en/home/
Definition
Recruitment can be defined as: all activities directed towards locating potential employees the attraction of applications from suitable applicants.
The aim of recruitment is to get the best person suited to the job based on objective criteria for a particular job.
Used to attract and hire new employees who have the abilities, skills, and experiences that will help an organization achieve its goals.
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Recruitment and Selection
Recruitment:
Attracting
qualified candidates to work in an organization. is the process of generating a pool of capable people to apply for employment to an organization.
Selection:
Selecting
among the applicants. is the process by which managers and others use specific instruments to choose from a pool of applicants a person or persons most likely to succeed in the job(s), given management goals and legal requirements.
Purpose of Recruitment
Determine present and future needs for personnel Increase the pool of qualified applicants Increase the fit of the applicants attracted Increase chances of retention by attracting the right candidates Provide realistic job previews Adhere to legal and social requirements Analyze the labor pools
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Why is recruitment and selection so important?
Costs of mistakes: engaging incompetent, underqualified, unmotivated employees; employing another person requires repeating the process and generates costs
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Element of PR strategy
Rules of recrutiment and selection

Commonality Openess Competitiveness Legality Non-discrimination Constancy of criteria Neutrality Objectivism Transparency Personal data security Acting without delay
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The typical staffing process

Recruitment
Planning and approval for staffing Position announcement Selection of recruitment strategies Selection of tests Selection
Screen, interview, and checks (reference and other)

Final selection / Negotiate and hire
16 Postselection considerations
The stages of recruitment and selection
Web support material for Human Resource Management: Theory and Practice, Third Edition John Bratton and Jeffrey Gold 2003, published by Palgrave Macmillan
Recruitment and Selection
Recruitment and selection are vital to the formation of a positive psychological contract, which provides the basis of organizational commitment and motivation. The attraction and retention of employees is part of the evolving employment relationship, based on a mutual and reciprocal understanding of expectations. There are wide variations in recruitment and selection practices, reflecting an organizations strategy and its philosophy towards the management of people. Progressive HR practices are crucial to a positive psychological contract this includes attention to effective recruitment and selection practices.
Employer recruitment
Elements influencing effectiveness of recruitment: The breadth and quality of the process The size of the labour pool and the location of jobs Offered pay and benefits Job quality and requirements of the position Organizational image
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Position announcement
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Agency Affiliation
Job Title Salary range Description of duties & responsibilities Minimum qualifications Application procedures Time and place of applications
Analysis: Candidates
Who is the ideal candidate for the agency? What has attracted qualified candidates to the agency? How did those qualified candidates learn about openings? Why is the pool of qualified candidates shrinking? What is the value system of the new generation and how can the agency package itself to show potential candidates that the agency has what they desire?
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Recruitment strategies
Job posting Electronic posting Personal contact recruitment Recruitment by mail Head-hunting Noncompetive recruitment Develop a recruiting DVD
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Recruitment strategies: Partnerships

University/college/ high school communications, art and computer science programs Student Interns
Other city departments or agencies to advertise
Professional production companies and advertising agencies

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Analysis: recruitment strategies
What has worked or not worked in terms of recruitment strategies and advertising in the past? Are signing bonuses or other incentives important? How can current employees be ambassadors for the agency and help recruit qualified candidates? What recruitment materials does the agency already have and how current are they? Does the agency have a recruitment website and how many hits is it generating? Has the agency used paid advertisement in the past and, if so, what value did it ad to the recruitment process? What strategies is the agency using to attract the interest of grade school up to high school students?
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Selection criteria
Selection criteria should be expressed in terms of: Essential requirements that are critical to successful performance in the position without which a person could not be appointed; and Desirable requirements that would enable the person to perform at a higher level in the position, but without which the person could still be appointed. The total number of essential and desirable criteria shall not exceed 10.
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Selection criteria

Selection criteria shall: be written in simple and clear language; be specific and not overlapping or repetitive; be based on the real requirements of the position; not be excessive in number (i.e. not more than 10 in total) not discriminate unlawfully either directly or indirectly against applicants not favour either internal or external applicants; and be consistent with the classification standards of the position.
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Screening
Retention Survey found that nationally small agencies took an average of 6.84 weeks to conduct the screening processes, while large agencies took an average of 11.51 weeks (U.S. Department of Justice, Office of Justice Programs, Hiring and Keeping Police Officers) GOAL: reduce this time so that valuable candidates are still available
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Screening Process
1
Discriminating among the qualified and the unqualified
2
3
Identifying most highly qualified candidates
Screening particular candidates; results in offering position to the best candidate

Confirming the qualifications and ability of the chosen candidate; it may include the first period of employment
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Principles of the screening
A fair set of screening criteria The criteria must be in line with the job content and appointment as well as advertised requirements Applicants should be clear on the criteria that apply The criteria should apply to all applicants in a consistent manner Any waivers should be fully motivated and approved Declarations should be made of whether any candidate is related to or friends of an official in the component where the vacancy exists The various activities of the screening process should be documented and put on record
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Selection Tools
12-30
Initial reviewing and testing
Education and experience evaluations Letters of recommendation Self-assessment General aptitude and trait test Performance test for specific jobs
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Reducing the pool: interview

1. 2. 3.
Plan how it should proceed: persons, place, roles Prepare list of written questions asked of all candidates Use a work sample as part of the process Critique or evaluate sth Solve a problem Deliver oral presentation, etc 4. Explain basic facts about the position 5. Use the job description and advertisement guides to ensure that the focus is on essential job functions
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6.
Set up interviews in private job-settings where distractions are unlikely Concentrate on listening to applicants answers and take notes during the interview Be careful that no oral commitments or suggestions about employment prospects are made Complete your evaluation notes when impressions are fresh
7.
8. 9.
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Subjects to Avoid
Marital
status Children and other dependants Religion Politics Ethnic origins
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Final selection
1. Keep a list of all applicants considered for final selection. 2.Identify fair selection criteria for the final selection phase. 3.Ensure that the criteria are in line with the advertised requirements as well as the job content. 4. Ensure that each selection committee member is provided with all the relevant information pertaining to each short-listed applicant. 5. Ensure that the interviews are conducted in a fair and effective manner and that each candidate is weighed comprehensively against the requirements as advertised. 6. Ensure that a comprehensive motivation is compiled in respect of all the applicants interviewed. 7. Ensure that all applicants are informed about the outcome of the final selection phase. 8. Ensure that all relevant information is put on record.
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Closing selection
Phone call and further clarification Letter of intent Completing employment forms Protocols may be available for intetested individuals Number of candidates Names, surenames and adresses of 5 top candidates Recruitment and selection criteria Justification of the decision
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Trends in recruitment and selection
Procedural Changes: Eliminating arbitrary rules and regulations that restrict the choices of hiring managers and supervisors Adopting flexible and appealing hiring procedures. Screening applicants quickly Validating entry requirements and examinations. Instituting worker-friendly personnel policies, Creating more flexible job descriptions.
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Improvements to the Recruitment and Selection Process: The decentralization movement "New Public Management" is known in many quarters as devolution, often characterized by the decentralization of HR responsibility. Aggressive outreach efforts Current employees as recruiters
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Use of Technology: Many scholars believe that technology will be the most notable HRM trend of the next few decades Many large public organizations use computer bulletin boards and electronic mail to improve recruitment process Managers can have online access to applicants' test scores, qualifications and contact information Software programs: to administer online examinations, track applicants, match resumes with skill sets, expedite background checks, and shepherd job candidates through a paperless staffing process
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10 golden rules of recruitment & selection

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1.
2.
3. 4. 5. 6. 7. 8.
9.
10.
Develop a Recruitment Plan Conduct Research Personalize the Recruitment Process Select and Train the Right People as Recruiters Build Strong Partnerships Develop an Employee Referral Program Improve the Selection Process Develop an Advertising Plan Develop an Internet Presence Employ Effective Recruitment Strategies
Internal Sources of Candidates: Hiring from Within
Advantages
Disadvantages
Foreknowledge of candidates strengths and weaknesses More accurate view of candidates skills Candidates have a stronger commitment to the company Increases employee morale Less training and orientation required
Failed applicants become discontented Time wasted interviewing inside candidates who will not be considered Inbreeding of the status quo
Internal vs External Labor Markets
Germany, Japan, France, and Switserland use more internal sources for promotions Britaion, USA, Denmark, Hong Kong use external sources more
Offshoring/Outsourcing White-Collar and Other Jobs
Specific issues in outsourcing jobs abroad
Political and military instability

Likelihood of cultural misunderstandings Customers security and privacy concerns Foreign contracts, liability, and legal concerns Special training of foreign employees Costs associated with companies supplying foreign workers
Selection Techniques
assessment centre for management psychometric test for management application forms for management Interview panel used for Management references for management One-to one interviews for management
UK France Germany Turkey Australia USA Tunisia
78.1 22.1 56.8 29.2 77.2 59.6 9.0
51.7 92.1 60.2 53.2 53.3 68.5 65.6
66.7 75.7 13.5 47.4 44.4 59.2 50.8
47.6 23.6 6.1 15.8 37.1 10.0 34.9
26.7 12.9 23.3 11.1 5.8 7.3 5.3
1.1 19.3 2.0 1.8 1.2 0.4 3.7
graphology
79.7 46.4 45.8 60.8 77.6 64.6 29.6
Recruitment and Attraction

A key role for HR is to align performance within roles with
the strategy, so recruiting for the right people for a role depends on how it is defined in terms relating to performance to achieve the strategy.
Criterion-related behaviours or standards of performance

are referred to as competencies.
Competencies can be used to provide the behaviours

needed at work to achieve the business strategy, and enable organizations to form a model of the kinds of employee it wishes to attract through recruitment.
Fig 7.2 Attraction and Selection
Attracting Applicants
The main approaches to attracting applicants can be summarized as follows:
Walk-ins Employee referrals Advertising Websites Professional associations
Educational associations Professional agencies E-recruitment (general recruitment

agents/ companies own sites)
Word-of-mouth
Recruitment Considerations
An organization will take account of a number of factors when forming its recruitment plans and choice of media. These might include:
Cost Time taken to recruit and select Labour market focus, for example: skills, profession or occupation Mobility of labour geographic and occupational Legislation on sex discrimination, race discrimination and disability
Job description format
A seven-point plan
Five-fold grading system
Person specs vs competencies

Personnel specifications versus competencies
Personnel specifications may contain stereotypes of the

ideal person and so organizations may be reinforcing the stereotype in their recruitment practices.
The use of competencies allows organizations to free

themselves from traditional stereotypes in order to attract applicants from a variety of sources.
Competencies appear to be more objective, have a variety

of uses in attracting applicants and allow an organization to use more reliable and valid selection techniques.
Selection: costs
Organizations have become increasingly aware of making good selection decisions, since it involves a number of costs:
The cost of the selection process itself, including the use

of various selection instruments
The future costs of inducting and training new staff The cost of labour turnover if the selected staff are not
retained
Selection: principles
Underlying the process of selection and the choice of techniques are two key principles:
1.
Individual differences: Attracting a wide choice of applicants will be of little use unless there is a way of measuring how people differ, i.e. intelligence, attitudes, social skills, psychological and physical characteristics, experience etc.
2.
Prediction: A recognition of the way in which people differ must be extended to a prediction of performance in the workplace.
Reliability and Validity Issues

Reliability refers to the extent to which a selection technique achieves consistency in what it is measuring over repeated use.
Validity refers to the extent to which a selection technique actually measures what it sets out to measure.
Selection Interviews
Information elicited interviews have a specific focus, i.e. facts,
subjective information, underlying attitudes.
Structure ranging from the completely structured to the

unstructured. A compromise between the two enables the interviewer to maintain control yet allowing the interviewee free expression.
Order and involvement the need to obtain different kinds of

information may mean the involvement of more than one interviewer. Applicants may be interviewed serially or in a panel.
Selection table 7.1
Selection table 7.1
Psychometric Testing
Personality research has lent support to the use of sophisticated selection techniques such as psychometric tests that have a good record of reliability and validity.
Ability tests: these focus on mental abilities

(verbal/numerical) and physical skills testing. Right/wrong answers allow applicants to be placed in ranked order.
Inventories: self-report questionnaires indicating traits,

intelligence, values, interests, attitudes and preferences. No right/wrong answers but a range of choices between possible answers.
E-assessment
On-line testing, or e-assessment, is also used for selection and other HR purposes. Benefits: Online testing enables organizations to test at any time and anywhere in the world. It enables the quick processing of applicants. Drawback: Loss of control over the administration of the tests anyone can be called on to help
Assessment Centres
Assessment centres are designed to yield information that can
be used to make decisions concerning suitability for a job.
They provide a fuller picture by combining a range of

techniques.
General methods used include group discussions, role plays and

simulations, interviews and tests.
Candidates attending an assessment centre will be observed by

assessors who should be trained to judge candidates performance against criteria contained within the competency framework.
Realistic Job Previews

Applicants have expectations about how the organization will treat them. Recruitment and selection represent an opportunity to clarify these. Realistic job previews (RJPs) provide a means of achieving this.
RJPs can take the form of case studies, shadowing, job sampling and videos this enables the expectations of applicants to become more realistic. RJPs: lower initial expectations, cause some applicants to de-select themselves, increase levels of organization commitment, job satisfaction, performance and job survival.
Best practices
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National Nuclear Security Administration (NNSA) Problem: A review of the hiring practices found that job announcements were filled with jargon, lots of facts and information, and extensive list of job duties which made it difficult to identify major features and selling points of the job. Recruitment was passive NNSA waited for applicants to apply.
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Makeover: A new look to convey the importance and excitement of their positions, as well as why they were a great place to work Added photos to depict the unique work environment at NNSA. Implemented an internet-based targeted recruitment strategy to identify potential candidates from job boards and other locations They sent recruiters to fifteen universities in the South and West to recruit interns with an emphasis on diversity The results produced 28 qualified candidates, up from three unqualified candidates in the previous recruitment process + 30 highly qualified interns
Best practices
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U.S. Department of Education
Problem: The hiring process took too long and did not always deliver qualified candidates. Upon mapping out the hiring process, it was discovered that there were discrete steps with over 45 handoffs between different managers, administrative officers and HR specialists. Managers were disengaged from the hiring process. Job descriptions were problematic. When managers could not find good candidates they had a tendency to sit on the list, until ultimately it was re-posted.
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Makeover: The hiring process was streamlined by eliminating redundancies and unnecessary steps resulting in a reduction of more than half of the stepsdown to 53. The automated process for assessing applicants has been overhauled and questions are more closely aligned with skills needed to be successful on the job. The process of change has not been easy and has taken a commitment of time and effort on the part of leaders, HR, managers and others involved in the hiring process.
Best practices
67
Centers for Medicare & Medicaid Services
Problem:
Federal law changed requiring the agency to add 500 new positions. The length of time to complete the hiring process was long and the quality of candidates was lacking.
The automated staffing system in place was believed to be inadequate to meet the demands of the hiring needs. The agency wanted top talent and a faster process.
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Makeover: The agency started with an end-to-end mapping of the hiring process and identified both short and long term fixes. They used focus groups to document the process, identify roles and responsibilities, and assess obstacles. Through the process the agency eventually reduced the number of steps in the hiring process by more than twenty percent. Other key things they did included better marketing positions using visually appealing, plain-English announcements, proactively targeting qualified candidates via internet, resume databases and built tools to effectively screen applicants to ensure they were a good fit for the position. They eventually assigned responsibility for the process to one person at the executive level.
Figure 12.3 Steps in the selection process: the

case of a rejected job applicant.
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Management - Chapter 12
How do organizations attract a quality workforce?

72
Step 1application forms

Declares
individual to be a job candidate.
Documents
applicants personal history and qualifications. rsums may be included. lacking appropriate credentials are rejected at this step.
Personal
Applicants

73
Step 2interviews
Exchange
of information between job candidate and
key members of the organization.

Opportunity
for job candidate and organizational
members to learn more about each other.

74
Step 3 employment tests Used to further screen applicants by gathering additional job-relevant information. Common types of employment tests:
Intelligence
Aptitude Personality Interests

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Criteria for selection devices:

Reliability
The
selection device is consistent in measurement.
Validity
There
is a demonstrable relationship between a persons
score or rating on a selection device and his/her eventual
job performance.

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Behaviorally-oriented employment tests:

Assessment
Evaluates
center
a persons performance in simulated work
situations.
Work
sampling
a persons performance on actual job tasks.
Evaluates

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Step 4 reference and background checks Inquiries to previous employers, academic advisors, coworkers and/or acquaintances regarding applicants:
Qualifications. Experience. Past
work records.
Can
better inform potential employer. Can enhance candidates credibility.

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Step 5 physical examinations

Ensure
applicants physical capability to fulfill job
requirements.
Basis
for enrolling applicant in life, health, and

testing is done at this step.
disability insurance programs.

Drug

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Step 6 final decision to hire or reject

Best
selection decisions will involve extensive
consultation among multiple parties.

Selection
decision should focus on all aspects of the
candidates capacity to perform the designated job.
TRAINING AND DEVELOPMENT

Training and Development

Ensures
that organizational members develop the skills and abilities that will enable them to perform their jobs effectively in the present and the future Changes in technology and the environment require that organizational members learn new techniques and ways of working
Study Question 4: How do organizations develop a quality workforce?

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Socialization Process of influencing the expectations, behavior, and attitudes of a new employee in a way considered desirable by the organization.
Orientation Set of activities designed to familiarize new employees with their jobs, coworkers, and key aspects of the organization.

Training A set of activities that provides the opportunity to acquire and improve jobrelated skills. On-the-job training Job rotation Coaching Mentoring Modeling Off-the-job training Management development
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12-84
Training
Teaching
organizational members how to perform current jobs and helping them to acquire the knowledge and skills they need to be effective performers.

12-85
Development
Building
the knowledge and skills of organizational members to enable them to take on new responsibilities and challenges.

12-86
Needs Assessment
An
assessment of which employees need training or development and what type of skills or knowledge they need to acquire.

12-87
Figure 12.4
Types of Training
12-88
Classroom Instruction
Employees
Includes
acquire skills in a classroom setting.
use of videos, role-playing, and simulations.
On-the-Job Training
Employee
Training
learning occurs in the work setting as new worker does the job.
is given by co-workers and can be done continuously to update the skills of current employees.
Types of Development
12-89
Varied Work Experiences

Top
managers have need to and must build expertise in many areas.

Employees
identified as possible top managers are assigned different tasks and a variety of positions in an organization.
Formal Education
Tuition
reimbursement is common for managers taking classes for MBA or job-related degrees.
Long-distance
learning can also be used to reduce travel and other expenses for managerial training.
HUMAN RESOURCE PRACTICES
Orientation And Training
Orientation
the process of formally introducing new employees to their jobs and socializing them with performance expectations.
Training
keeping workers skills up to date and job relevant; important training approaches include coaching and mentoring.

Coaching
An experienced person offers performance advice to a less experienced person
Mentoring
Assigns early career employees as protgs to more senior ones
EMPLOYEE RELATIONS
Employee Relations
Labor relations
Steps
that managers take to develop and maintain good working relationships with the labor unions that may represent their employees interests
Study Question 5: How do organizations maintain a quality workforce?

93
Career development Career a sequence of jobs that constitute what a person does for a living. Career path a sequence of jobs held over time during a career. Career planning matching career goals and individual capabilities with opportunities for their fulfillment. Career plateau a position from which someone is unlikely to move to a higher level of responsibility.
Progressive employers seek ways to engage plateaued employees.


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Work-life balance
How people balance career demands with personal and family needs.
Progressive employers support a healthy work-life balance.
Contemporary work-life balance issues:

Single parent concerns Dual-career couples concerns Family-friendliness as screening criterion used by candidates

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Retention and turnover

Replacement
is the management of promotions, transfers, terminations, layoffs, and retirements.

decisions relate to:
Shifting
Replacement
people between positions within the organization.
Retirement. Termination.

96
Labor-management relations
Labor unions deal with employers on the workers behalf. Labor contracts specify the rights and obligations of employees and management regarding wages, work hours, work rules, seniority, hiring, grievances, and other conditions of employment Collective bargaining is the process of negotiating, administering, and interpreting a labour contract.
Figure 12.5 The traditional adversarial view of

labor-management relations.
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Unions can create

difficulties for management by
Striking Boycotting Picketing
Management can
create difficulties for unions by
Using Hiring
lockouts strike-breakers injunctions

98
Seeking
The Legal Environment of HRM

12-99
Contemporary challenges for managers

How
to eliminate sexual harassment How to make accommodations for employees with disabilities How to deal with employees who have substance abuse problems How to manage HIV-positive employees and employees with AIDs
Question?
12-100
What are the activities managers engage in to ensure they have effective working relationships with unions? A. Collective bargaining B. Labor relations C. Employee negotiations D. Labor deal
Labor Relations
12-101
Labor Relations
The
activities managers engage in to ensure they have effective working relationships with the labor unions that represent their employees interests.
Labor Relations
12-102
Laws regulating areas of employment.

Labor
Code of the Philippines (PD No. 442, 1974) Child Labor (RA 9231amending RA 7610, 1994)
Unions
12-103
Unions
Represent workers interests to management in organizations. The power that a manager has over an individual worker causes workers to join together in unions to try to prevent this.
Unions
12-104
Collective bargaining
Negotiation
between labor and management to resolve conflicts and disputes about issues such as working hours, wages, benefits, working conditions, and job security.
Movie Example: The Firm
Were any or the partners questions inappropriate? How should Mitch have responded to these questions?
12-105
The Employment Relationship

Parties to Relationship
Operation Level Process Style
Employment Relationship
Substance Individual: reward, job, career
Structure Formal rules Informal understandings
Collective: joint agreements
Source: Kessler and Undy 1997
Progressive Discipline Documentation
Counseling Memo
Written Warning
Disciplinary Suspension
Demotion Termination
Indefinite Layoff
Continued . . . The steps for indefinite layoff are: 1. Department performs layoff analysis 2. Department prepares a Request for Order of Layoff form 3. Department sends the Request for Order of Layoff form to Human Resources HR Manager and Lawyers 4. HR Manager and Lawyers calculates seniority points
Indefinite Layoff
5.
6.
7.
8.
Department sends the completed layoff proposal packet to the assigned Employee Relations Consultant for final review Once the proposal has been approved by management or president/owner, then it will be carried out. Supervisor meets with and gives a written layoff notice to the employee Layoff Coordinator explains the recall rights and preferential rehire rights to the employee
Approaching the Layoff Process Classification
The department determines which classifications are to be affected as related to the functions the unit will rely on to survive.
Approaching the Layoff Process Seniority
Seniority, for layoff purposes, is defined as points which are calculated based on full-time equivalent months (or hours) or years with the organization. This means that an employee earns one seniority point for every month they work on a full-time basis. Only employment while on pay status counts toward seniority. Employees with more seniority stay and those with less are laid off, except . . .
Out of Seniority Order Justification Letter
Department must determine if there are any individuals who possess special skills, knowledge, or abilities to perform certain functions which are essential to the departments survival and thus need to be retained regardless of seniority. If an employee is retained with less seniority in the job title, then department must provide a Memo of Out of Seniority Order Justification to Human Resources documenting the rationale used for retaining the junior employee.
COMPENSATION AND BENEFITS

Compensation and Benrfits
Pay and Benefits

Rewarding
Increased
high performing organizational members with raises, bonuses and recognition.

pay provides additional incentive. Benefits, such as health insurance, reward membership in firm.

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Compensation and benefits Base compensation

Salary
or hourly wages
Statutory Fringe
benefits
by Law non-wage or non-salary forms of compensation can select a set of benefits within a certain
Required
benefits
Additional
Flexible
benefits
Employees
amount

116
Compensation and benefits (cont.)

Family-friendly
Help
benefits
in balancing work and nonwork responsibilities
Employee
Help
assistance programs
employees deal with troublesome personal problems.
Pay and Benefits

12-117
Pay
Includes
employees base salaries, pay raises, and
bonuses Determined by characteristics of the organization and the job and levels of performance Benefits are based on membership in an organization
Pay and Benefits

12-118
Pay level
The
relative position of an organizations incentives in comparison with those of other firms in the same industry employing similar kinds of workers
Managers
can decide to offer low, average or high relative wages. High wages attract and retain high performers but raise costs; low wages can cause turnover and lack of motivation but provide lower costs.
Pay and Benefits
Pay Structure
CEO
The arrangement of jobs into categories based on their relative importance to the organization and its goals, level of skills, and other characteristics.
VP
VP
VP
Director
Director
Dept Manager
12-119
Pay and Benefits

12-120
Benefits
Legally
required: social security, workers compensation Voluntary: health insurance, retirement, day care Cafeteria-style benefits plans allow employees to choose the best mix of benefits for them; can be hard to manage.
What You Need To Know

For more information on the minimum wage rate per Region, please visit National Wages and Productivity Commission website to view wage orders per region.
Minimum Wage The current daily minimum wage for employees in the National Capital Region (NCR) is PhP419.00 456.00, per Wage Order No. NCR-17 effective Nov 1, 2012. Region 10, WO 17/June 20, 2013 Php 291.00 - 306.00
Premium Pay
Premium Pay refers to the additional compensation required by law for work performed within eight (8) hours on non-working days, such as rest days and special days.
Special Days (e.g. Special [Non-Working] Holiday)

During special days, the principle of "no work, no pay" applies and on such other special days as may be proclaimed by the President or by the Congress. Workers who were not required or permitted to work on those days are not by law entitled to any compensation. This, however, is without prejudice to any voluntary practice or provision in the Collective Bargaining Agreement (CBA) providing for payment of wages and other benefits for days declared as special days even if unworked.
Executive Order No. 203 as amended by Republic Act No. 9492 lists down three (3) special days that shall be observed in the country:
Ninoy Aquino Day All Saint's Day Last day of the year
Monday Nearest Aug. 21 November 1 December 31
Holiday Pay
Holiday Pay refers to the payment of the regular daily wage for any unworked regular holidays.
Regular Holidays
Every employee covered by the holiday pay rule is entitled to his daily basic wage for any unworked regular holiday. This means that the employee is entitled to at least 100% of his basic wage even if he did not report for work, provided he is present or is on leave of absence with pay on the work day immediately preceding the holiday.
New Year's Day (Jan1)
Maunday Thursday (M D)
Good Friday (M D) Araw ng Kagitingan (April 9) Labor Day (May 1) Bonifacio Day (Nov 30) Independence Day (June 12) NationalHeroesDay (L Sun, Aug)
Under Executive Order No. 203, as amended by RA 9492, there are eleven (11) regular holidays, namely:
Christmas Day (Dec 25)

Rizal Day (Dec 30) E'dl Fi'tr (M D)
Overtime Pay
Overtime Pay refers to the additional for work performed beyond eight (8) hours a day.
Night Shift Differential
Night Shift Differential refers to the additional compensation of ten percent (10%) of an employee's regular wage for each hour of work performed between 10:00PM and 6:00AM.
Computation of Wages
Computation of wages is governed by the following rules: Computing Overtime: On Ordinary Days Plus 25% of the hourly rate multiplied by the number of hours. On a rest day, special day or regular holiday Plus 30% of the hourly rate on said days multiplied by the number of hours. Computing pay for work done on: A special day (130% x basic pay) A special day, which is also a scheduled rest day
(150% x basic pay)
A regular holiday (200% x basic pay) A regular holiday, which is also a scheduled rest day (260% x basic pay)
Computation of Wages
Computation of wages is governed by the following rules: Computing Night Shift Premium Where Night Shift is a Regular Work: On Ordinary day (110% x basic hourly rate) On a rest day, special day, regular holiday (110% of regular hourly rate for a rest day, special day, regular holiday) Computing Overtime on Night Shift: On ordinary day (110% x overtime hourly rate) On rest day, special day or regular holiday (110% x overtime hourly rate for rest days, special days, regular holidays)
Computing 13th Month Pay: Total basic salary earned for the year exclusive of allowances, overtime, holiday, and night shift differential pay divided by 12 months = 13th month pay.
Service Incentive Leave

Every employee who has rendered at least one (1) year of service is entitled to a yearly service incentive leave of five (5) days with pay. This benefit does not apply to the following: * government employees * domestic helpers and persons in the personal service of another * managerial employees * field personnel and those whose time and performance is unsupervised by the employer * those already enjoying this benefits * those enjoying vacation leave with pay of at least five (5) days * those employed in establishments regularly employing less than ten (10) employees
Service Incentive Leave

Meaning of "one year of service" The phrase "one year of service" of the employee means service within 12 months, whether continuous or broken, reckoned from the date the employee started working. The period includes authorized absences unworked weekly rest days, and paid regular holidays. Where by individual or collective agreement, practice or policy, the period of working days is less than 12 months, said period shall be considered as one year for the purpose of determining entitlement to the service incentive leave.
Availment/Commutation to Cash
The service incentive leave may be used for sick and vacation leave purposes. The unused service incentive leave is commutable to its money equivalent at the end of the year. In computing, the basis shall be the salary rate at the date of commutation.
The availment and commutation of this benefit may be on a pro rata basis.
Paternity Leave
Paternity leave is granted to all married male employees in the private sector, regardless of employment status, (e.g. probationary, regular, contractual, project-based) the purpose of which is to allow the husband to lend support to his wife during her period of recovery and/or in the nursing of her newborn child.
The leave shall be for seven (7) days, with full pay, consisting of basic salary and mandatory allowances fixed by the Regional Wage Board, if any, provided that his pay shall not be less than the mandated minimum wage. Availment of the paternity leave may be after the delivery, without prejudice to an employer's policy of allowing the employee to avail of the benefit before or during the delivery, provided that the total number of days shall not be more than seven (7) days for each covered delivery.
Maternity Leave
Every pregnant woman in the private sector, whether married or unmarried is entitled to maternity leave of (60) days in case of normal delivery ,abortion or miscarraige, or seventy-eight (78) days in case of caesarian section delivery with benefits equivalent to 100% of the average daily salary credit of the employee as defined under the Social Security Law
Parental Leave for Solo Parents

Parental leave for solo parents is granted to any solo parent or individual who is left alone with the responsibility of parenthood to enable him/her to perform parental duties and responsibilities where physical presence is required. The parental leave in addition to leave privileges under existing laws, shall be for seven (7) work days every year, with full pay, consisting of basic salary and mandatory allowances fixed by the Regional Wage Board, if any, provided that his/her pay shall not be less than the mandated minimum wage.
Emergency and contingency leave provided under a company policy or a collective bargaining agreement shall not be credited as compliance with the parental leave provided under Republic Act No. 8972.
Leave for Victims of Violence Against Women and Their Children (VAWC)
VAWC leave is granted to private sector women employees who are victims as defined in Republic Act No. 9262. The leave benefit shall cover the days that the women employee has to attend to medical and legal concerns. In addition to other paid leaves under existing labor laws, company policy, and/or collective bargaining agreement, the qualified victim employee shall be entitled to a leave of up to ten (10) days with full pay, consisting of basic salary and mandatory allowances fixed by the Regional Wage Board, if any.
Service Charges
Employees of employers collecting service charges are entitled to an equal share in the 85% of the total of such charges, except managerial employees. The remaining 15% of the charges may be retained by the management to answer for losses and breakages and for distribution to managerial employees, at the discretion of the management in the later case. Service charges are collected by most hotels and some restaurants, night clubs, cocktail lounges, among others.
Separation Pay
Separation pay is given to employees in instances covered by Articles 283 and 284 of the Labor Code. An employee's entitlement to separation pay depends on the reason or ground for the termination of his services. An employee may be terminated for just cause (i.e. gross and habitual neglect of duty, fraud or commission of a crime) and other similar causes as enumerated under Article 282 of the Labor Code and generally, may not be entitled to separation pay.
On the other hand, where the termination is for authorized causes, separation pay is due.
13th Month Pay
All employers are required to pay their rank and file employees regardless of the nature of their employment and irrespective of the method by which their wages are paid provided they worked for at least one (1) month during a calendar year. 13th Month Pay should be given to the employees not later than December 24 of every year.
THE WORKERS BASIC RIGHTS
Equal Work Opportunities for All

The State shall protect labor, promote full employment, provide equal work opportunity regardless of gender, race, or creed; and regulate employee-employer relations. Male and female employees are entitled to equal compensation for work of equal value and to equal access to promotion and training opportunities. Discrimination against female employees is unlawful. It is also unlawful for an employer to require a condition of employment that a woman employee shall not get married, or to stipulate expressly or tacitly that a woman employee shall be deemed dismissed upon marriage. The minimum age of employment is 18 years for hazardous jobs, and 15 years for non-hazardous jobs. But a child below 15 maybe employed by parents or guardians in a non-hazardous job if the employment does not interfere with the child's schooling.
Security of Tenure
Every employee shall be assured security of tenure. No employee can be dismissed from work except for a just or authorized cause, and only after due process. Just Cause refers to any wrongdoing committed by an employee including:
serious misconduct willful disobedience of employers' lawful orders connected w/ work gross and habitual neglect of duty fraud or willful breach of trust commission of crime or offense against the employer, employer's family member/s or representative other analogous cases
Security of Tenure
Authorized Cause refers to an economic circumstance not due to the employee's fault, including:
the
introduction of labor-saving devices redundancy retrenchment to prevent losses closure or cessation of business
Security of Tenure
Due Process in cases of just cause involves:

notice to employee of intent to dismiss and grounds for dismissal opportunity for employee to explain his or her side notice of decision to dismiss
In authorized causes, due process means written notice of dismissal to the employee specifying the grounds, at least 30 days before the date of termination.
The inability of a probationary employee to meet the employer's prescribed standards of performance made known to him or her at the time of hiring is also a just cause for dismissal.
Work Days and Work Hours

Work Day refers to any day during which an employee is regularly required to work. Hours of Work refer to all the time an employee renders actual work, or is required to be on duty or to be at a prescribed workplace. The normal hours of work in a day is 8 hours. This includes breaks or rest period of less than one hour, but excludes meal periods, which shall not be less than one hour. An employee must be paid his or her wages for all hours worked. If all or any part of his or her regular work hours falls between 10:00 p.m. to 6:00 a.m., he or she shall be entitled to a night shift pay in addition to his or her regular work hours, or work for more than 8 hours in one day, he or she shall be entitled to overtime pay, except when he or she is classified as managerial or field personnel, or is one who works in the personal service of another, or is one who is paid by result. An employee may not be compelled to work overtime except during war, emergencies, disasters or calamities; when urgent repairs need to be undertaken; when work is necessary to preserve perishable goods, avoid serious obstruction or prejudice to the employer's business; or take advantage of favorable weather conditions.
Weekly Rest Day
A day-off of 24 consecutive hours after 6 days of work should be scheduled by the employer upon consultation with the workers.
Wage and Wage-Related Benefits

Wage is the amount paid to an employee in exchange for a task, piece of work, or service rendered to an employer. This includes overtime, night differential, rest day, holiday and 13th month pay. It also includes the fair and reasonable value of board, lodging and other facilities customarily furnished by the employer. Wage may be fixed for a given period, as when it is computed hourly, daily or monthly. It may also be fixed for a specified task or result. If wage is for a fixed period, the minimum wage for a regular 8-hour workday shall not be lower than the minimum daily wage applicable to the place of work as determined by the Regional Tripartite Wage and Productivity Board having jurisdiction over the employer.
Wage and Wage-Related Benefits

If wage is paid by result, the worker shall receive at least the prescribed minimum wage for 8 hours of work. The amount may be increased or reduced proportionately if work rendered for more or less than 8 hours a day. An employer cannot make any deduction from an employee's wage except for insurance premiums with the consent of the employee, for union dues, or for withholding taxes, SSS premiums and other deductions expressly authorized by law.
Payment of Wages
Wages shall be paid in cash, legal tender at or near the place of work. Payment may be made through a bank upon written petition of majority of the workers in establishments with 25 or more employees and within one (1) kilometer radius to a bank. Payment shall be made directly to the employees. Wages shall be given not less than once every two (2) weeks or twice within a month at intervals not exceeding 16 days.
Employment of Women
Nightwork prohibition unless allowed by the Rules:
in industrial undertakings from 10PM to 6AM in commercial/non-industrial undertakings from 12MN to 6AM in agricultural undertakings, at night time unless given not less than 9 consecutive hours of rest
Welfare facilities must be installed at the workplace such as seats, separate toilet rooms, lavatories, dressing rooms.
Prohibition against discrimination with respect to pay (i.e. equal pay for work of equal value), promotion, training opportunities, study and scholarship grants.
Employment of Children
Minimum employable age is 15 years of age. A worker below 15 should be directly under the sole responsibility of parents or guardians; work does not interfere with child's schooling/normal development. No person below 18 years of age can be employed in a hazardous or deleterious undertaking.
Safe Working Conditions
Employers must provide workers with every kind of onthe-job protection against injury, sickness or death through safe and healthful working conditions. Jobs may be hazardous or non-hazardous. Hazardous jobs are those which expose the employee to dangerous environment elements, including contaminants, radiation, fire, poisonous substances, biological agents and explosives, or dangerous processes or equipment including construction, mining, quarrying, blasting, stevedoring, mechanized farming and operating heavy equipment.
Right to Self-Organization and Collective Bargaining

The right to self-organization is the right of every worker, free of any interference from the employer or from government, to form or join any legitimate worker's organization, association or union of his or her own choice. Except those classified as managerial or confidential, all employees may form or join unions for purposes of collective bargaining and other legitimate concerted activities. An employee is eligible for membership in an appropriate union on the first day of his or her employment. Collective Bargaining involves two parties:

the representative of the employer a union duly authorized by the majority of the employees within a bargaining unit called exclusive bargaining agent.
Right to Self-Organization and Collective Bargaining

It is a process where the parties agree:

to fix and administer terms and conditions of employment which must not be below the minimum standards fixed by law to set a mechanism for resolving their grievances
The result of collective bargaining is a contract called collective bargaining agreement (CBA). A CBA generally has a term of five years. The provisions of a CBA may be classified as political or economic. Political provisions refer to those which define the coverage of the CBA and recognize the collective bargaining agent as the exclusive representative of the employees for the term of the CBA. Economic provisions refer to all terms and conditions of employment with a monetary value. Economic provisions have a term of five years but may be renegotiated before the end of the third year of affectivity for the CBA.
EC Benefits for Work-Related Contingencies
The Employees' Compensation Program is the taxexempt compensation program for employees and their dependents created under Presidential Decree No. 626 which was implemented in March 1975. The benefits include:
Medical
benefits for sickness/injuries Disability benefits Rehabilitation benefits Death and funeral benefits Pension benefits
ORGANIZATIONAL DEVELOPMENT
Organizational Development
Performance Appraisal and Feedback

Provides
managers with the information they need to make good human resources decisions about how to train, motivate, and reward organizational members Feedback from performance appraisal serves a developmental purpose for members of an organization
Performance Appraisals
Performance Appraisal
The
process of formally evaluating performance and feedback to an employee
Two Purposes of Performance Appraisal 1. Evaluationdocument and let people know how well they are doing; judgmental role. 2. Developmentidentify how training and support can improve performance; counseling role.
Critical Incident Technique
Keeps a log of a persons effective and ineffective job behavior

Includes superiors, subordinates, peers and even customers in the appraisal process Rates employees against each other
360 Degree feedback
Multi-person Comparison
Graphic Rating Scale
Uses a checklist of characteristics or traits to evaluate performance
Behaviorally Anchored Rating Scale
Uses specific descriptions of actual behaviors to rate various levels of actual performance

161
Performance management systems ensure that

Performance Performance Actions
standards and objectives are set. results are assessed regularly.
are taken to improve future performance
potential.

162
Performance appraisal
Formally
assessing someones work accomplishments and providing feedback.

of performance appraisal:
Evaluation
Purposes
lets people know where they stand relative to objectives and standards. assists in training and continued personal development of people.
Development
Figure 12.4 Sample behaviorally anchored rating scale for

163
performance appraisal.

164
Graphic rating scales

Uses
checklists of traits or characteristics to evaluate
performance.
Relatively
quick and easy to use. reliability and validity.
Questionable

165
Behaviorally anchored rating scales (BARS)

Describes
actual behaviors that exemplify various levels of performance achievement in a job. More reliable and valid than graphic rating scales. Helpful in training people to master important job skills.

166
Critical-incident techniques
Keeping
a running log or inventory of effective and
ineffective behaviors.
Documents
success or failure patterns.

167
Multiperson comparisons
Formally
compare one persons performance with that of one or more others. of multiperson comparisons:
ordering comparisons distributions
Rank
Types
Paired Forced

168
Alternatives to supervisory appraisal:
Peer appraisal
Occurs when people who work regularly and directly with a jobholder are involved in the appraisal. Occurs when subordinates reporting to the jobholder are involved in the appraisal. Occurs when superiors, subordinates, peers, and even internal and external customers are involved in the appraisal of a jobholders performance.
Upward appraisal
360 feedback

12-169
Performance Appraisal
The
evaluation of employees job performance and contributions to their organization. process through which managers share performance appraisal information, give subordinates an opportunity to reflect on their own performance, and develop with subordinates, plans for the future.
Performance Feedback
The
Types of Performance Appraisal

12-170
Trait Appraisals
Assessing
subordinates on personal characteristics that are relevant to job performance. Disadvantages of trait appraisals
Employees
with a particular trait may choose not to use that particular trait on the job. Traits and performance are not always obviously linked It is difficult to give feedback on traits.

12-171
Behavior Appraisals
Assesses
how workers perform their jobsthe actual actions and behaviors that exhibit on the job. Focuses on what a worker does right and wrong and provides good feedback for employees to change their behaviors.
Results appraisals
Managers
appraise performance by the results or the actual outcomes of work behaviors

12-172
Objective appraisals
Assesses
performance based on facts (e.g., sales
figures).
Subjective appraisals
Assessments
Graphic
based on a managers perceptions of traits, behavior, or results.

rating scales Behaviorally anchored rating scales (BARS) Behavior observation scales (BOS) Forced ranking systems
Question?
12-173
Which is the most effective type of performance appraisal? A. Trait appraisal B. Behavior appraisal C. Results appraisal D. Objective appraisal
Subject Measures of Performance: Graphic Rating Scale

12-174
Figure 12.5
Subject Measures of Performance: Behaviorally Anchored Rating Scale

12-175
Figure 12.5
Subject Measures of Performance: Behavioral Observation Scale

12-176
Figure 12.5
Who Appraises Performance?

12-177
Figure 12.6
Who Appraises Performance?

12-178
Self
Self
appraisals can supplement manager view.

provide appraisal; common in team
Peer appraisal
Coworkers
settings.
360 Degree
A
performance appraisal by peers, subordinates, superiors, and clients who are in a position to evaluate a managers performance
Effective Performance Feedback

12-179
Formal appraisals
An
appraisal conducted at a set time during the year and based on performance dimensions that were specified in advance
unscheduled appraisal of ongoing progress and areas for improvement
Informal appraisals
An
Effective Feedback Tips

12-180
Be specific and focus on behaviors or outcomes that are correctable and within a workers ability to improve. Approach performance appraisal as an exercise in problem solving and solution finding, not criticizing. Express confidence in a subordinate ability to improve. Provide performance feedback both formally and informally.
Effective Feedback Tips

12-181
Praise instances of high performance and areas of a job in which a worker excels. Avoid personal criticisms and treat subordinates with respect. Agree to a timetable for performance improvements.
Retention And Career Development
Career Development
Manages
how a person grows and progresses in their
career
Career Planning
The
process of managing career goals and individual capabilities with opportunities for their fulfillment
Human Resource Planning

12-183
Human Resource Planning (HRP)

Activities
that managers engage in to forecast their current and future needs for human resources.

12-184
Demand forecasts
Estimates
the qualifications and numbers of employees the firm will need given its goals strategies. the availability and qualifications of current employees now and in the future, as well as the supply of qualified workers in the external labor market.
Supply forecasts
Estimates

12-185
Outsourcing
Using
outside suppliers and manufacturers to produce goods and services Using contract workers rather than hiring them.
More
flexible for the firm. Provides human capital at a lower cost.

12-186
Problems with Outsourcing

Loss
of control over output; outsource contractors are not committed to the firm. Unions are against outsourcing that has potential to eliminate members jobs.

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HUMAN RESOURCE DEVELOPMENT AND MANAGEMENT

by Jason O. Manaois, Psychology Department

Context and Definition

Context and Definition

Context and Definition

Context and Definition

Context and Definition

Components of a Human Resource Management System

RECRUITMENT AND SELECTION

Recruitment and Selection

Why is recruitment and selection so important?

Rules of recrutiment and selection

The typical staffing process

Screen, interview, and checks (reference and other)

The stages of recruitment and selection

Recruitment and Selection

Recruitment strategies: Partnerships

Other city departments or agencies to advertise

Professional production companies and advertising agencies

Analysis: recruitment strategies

Identifying most highly qualified candidates

Screening particular candidates; results in offering position to the best candidate

Principles of the screening

Initial reviewing and testing

Reducing the pool: interview

Reducing the pool: interview

Reducing the pool: interview

status Children and other dependants Religion Politics Ethnic origins

Trends in recruitment and selection

Trends in recruitment and selection

Trends in recruitment and selection

10 golden rules of recruitment & selection

Internal Sources of Candidates: Hiring from Within

Internal vs External Labor Markets

Offshoring/Outsourcing White-Collar and Other Jobs

Specific issues in outsourcing jobs abroad

Political and military instability

UK France Germany Turkey Australia USA Tunisia

78.1 22.1 56.8 29.2 77.2 59.6 9.0

51.7 92.1 60.2 53.2 53.3 68.5 65.6

66.7 75.7 13.5 47.4 44.4 59.2 50.8

47.6 23.6 6.1 15.8 37.1 10.0 34.9

26.7 12.9 23.3 11.1 5.8 7.3 5.3

1.1 19.3 2.0 1.8 1.2 0.4 3.7

79.7 46.4 45.8 60.8 77.6 64.6 29.6

Recruitment and Attraction

Criterion-related behaviours or standards of performance

Competencies can be used to provide the behaviours

Fig 7.2 Attraction and Selection

Walk-ins Employee referrals Advertising Websites Professional associations

Educational associations Professional agencies E-recruitment (general recruitment

Job description format

Five-fold grading system

Person specs vs competencies

Personnel specifications may contain stereotypes of the

The use of competencies allows organizations to free

Competencies appear to be more objective, have a variety

The cost of the selection process itself, including the use

Reliability and Validity Issues

Structure ranging from the completely structured to the

Order and involvement the need to obtain different kinds of

Selection table 7.1

Selection table 7.1

Ability tests: these focus on mental abilities