Human resource management
HR responsibility is to find, secure, guide,
 HRM is management, but management
is more than HRM.
 Human Resource Management is That
is that part of management, dealing with
people whereas management includes
marketing, management information,
systems production, research and
development, accounting and finance.
 Human Resource Management used to
describe formal systems devised for the
management of people within an
organization.
 Human Resource Management purpose
is to improve productive contribution of
people and related to all other aspects
of management.
 Human Resource Management is the
accomplishment of individual,
organization, national or societal as a
whole.
 Management of various activities design
to enhance the effectiveness of an
organization‟s work force in achieving
organization goals. It therefore focuses
on managing people within the
employee-employee relationship.
 To accomplish company goals, manager
must perform the basic function of
management which includes planning,
organization, directing and controlling.
 These functions must be coordinated
with the six M’s of management which
are men/women, money, methods,
materals, machines, and market. Men
and Women refer to the employees of
the organization. With their fullest
cooperation it would result to effective
human result management.
Principles of Human Resource
Management
1. Human resource is the most important
assets in the organization.
2. Business success is likely be achieved if
the personnel policies, produces of the
enterprise are closely linked and will
contribute to the achievement of corporate
objectives and strategic plans.
designing effective systems to
ensure needed competencies.
3. Strategic Partner: Contributing to
business strategy based on
considerations of human capital
business capabilities readiness and
developing HR practices as strategic
differentiators.
1
3.
develop employees whose talents and
desires are compatible with the operating
needs and future goals of the company.
4. HRM shape corporate culture, introducing
programs which reflect and support the core
values and ensure its success.
5. HRM strategic approach is the acquisition,
motivation, development, and management
of the organization‟s human resources.
Position and Structure of Human
Resource Management
Human Resource Department of
Responsibilities:
1. Individual Management: entails
helping employee identify their strength
and weakness, correct their
shortcomings, and make their best
contribute to the enterprise.
2. Organizational Development: focuses
on fostering successful systems that
maximizes human (other) resource as
part of larger business strategies which
includes the creation and maintenance
of a change program.
3. Training/Career development: entails
matching individual with the most
suitable jobs and career paths within the
organization.
 HRM Structure varies widely
from business to business,
shaped by the type, size and
governing philosophies of the
organization they serve.
HR Business Product Lines
1. Administrative Services and
Transaction: Compensation, Hiring and
staffing
 Emphasizes: Resource
efficiency and service quality
2. Business Partner Services:
Developing effective HR systems and
implement business plan.
 Emphasizes: Knowing the
business and exercising
influence problem solving,
 Emphasizes: Knowing of
HR and of the business
competition, the market and
the business strategic
Competencies for HR Professionals
1. Credible activist
  Deliver results with strategy,
share information
 Build trusting relationships,
influencing others, providing
observation, taking appropriate
tasks.
2. Cultural steward
 Facilitate change, developing
and valuing culture
 Helping employees navigate
culture
3. Talent manager/organizational
designer
 Develop talent, design reward
system and shape the
organization
4. Strategic architect
 Recognize business trend,
evidence based HR and
develop strategies.
5. Business Ally
 Understand how business
makes money and the language
of business.
6. Operational executor
 Implement policies, advance
technology, administer
managing people.
Competitive Challenge that Influence
Human Resource Management
1. Competing through Sustainability
 Provides return to
shareholders
company publication, relocation and
outplacement services.
7. Safety and Health: protection of
employees from injuries caused by
work-related accidents.
Concepts of Human Resource
Management
 Provide high-quality
products, services and work
experience for employees
 Increases value on
intangible assets and
human capital
 Social and environmental
responsibility, legal and
ethical issues
 Adapt to change in the
characteristic in workforce
and effectively use new
arrangement.
2. Competing through globalization
 Expand foreign markets,
prepare employee to work in
foreign location
3. Competing through technology
 Change employee and
managers‟ work roles,
create high performance
work systems through
technological systems
HR Manage Functions – (coverage)
1. Job Analysis Design Work: work
analysis, job design and job
description.
2. Recruitment and selection:
recruiting. Job postings,
interviewing, testing and
coordinating use of temporary
labors.
3. Training and Development:
orientation, skill training, career
development programs. Periodic
basis
4. Performance
Appraisal/Evaluation:
performance, measures, preparation
and administration of performance
appraisal and discipline.
5. Compensation and Benefits: wage
and salary administration, incentive
pay, insurance, vacation and leave
administration, retirement plans,
profit sharing and stock options.
6. Employee and Employers
Relations: labor relation, employee
handbook, labor law compliance,
1. Responsible for bringing people
into the organization, helping
them perform their work,
compensating then for their
labors, and solving problem that
arise.
2. Refers to the individual within
the firm, and to the portion of the
firm‟s organization that deals

2
 with hiring, firing, training, and
other personnel issues.
3. Very much a part of every line
manager‟s responsibilities which
include placing the right person in
the right job. Orienting, training, and
compensating to improve his/her job
performance.
4. Involve in the formulation,
implementation of the company‟s
strategy to galvanized employees
competitive advantage.
5. Play major roles which include
growing work force diversity, rapid
technological change, globalization,
and changes in the work toward a
service society and a growing
emphasis on education and human
capital.
6. Links strategic goals and objectives
in order to improve business
performance and develop
organizational cultures that foster
innovation and flexibility.
7. Lastly, human resource
management works to ensure that
employees are able to meet
organization‟s goals.
Role of Human Resource Management
1. To satisfy manpower requirements.
2. To facilitate the implementation of
functional requirements.
 Ethics – refers to the fundamental
principle of what is right and wrong
and ethical behavior that is
consistent with those principles.
 Business Ethics – examines ethical
principles and moral or ethical
problems that rise in a business
environment. It apply to all aspects of
business conduct and relevant to the
conduct of individual and entire
organizations.
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3. To contribute to organizational
productivity in terms of manpower
development.
4. To comply with manpower
requirements.
5. To develop the personal and career
growth of employee.
The New Role of HR Manager
1. Administrative expert: the ability to
re-engineer HR activities through
use of technology, process
engineering and total quality
management.
2. Employee champion: must be able
to relate and meet the needs of
employee by being employees‟ voice
in management discussion.
3. Change Agent: the need to serve
changes within the organization by
developing problem-solving,
influence skills and communication.
Skills of HRM Professional
 Human Relation: ability to
understand, work well with other
people.
 Decision-Making: managers must
make a wide variety of decisions
that affect qualified employees and
whether organization is operating in
compliance with laws.
 Leadership: motivation,
communication and other abilities.
 Technical: specialized/proficiency
skills in a specific activity.
 Interpersonal: ability to work as a
team member and to build
cooperative in the unit.
 Conceptual: ability to see the
organization as a whole entity.
 Diagnostics; ability to investigate
problem and implement remedy.
 Political: ability to obtain power and
prevent others from taking it away.
Ethics in Human Resource Management
 Corporate Social Responsibility
(CSR) – approach that contribute to
sustainable development by
delivering economic, social and
environmental benefits for all
stakeholders.
Standard for ethical behavior
 Relationship with customers,
vendors, and clients, ethical and
 successful companies emphasize
mutual benefits.
 Employees assume responsibility for
the action of the company
 Companies have a sense of
purpose or vision that employee
value and use on their day-today
work.
 They emphasize fairness; that is,
another person‟s interest counts as
much their own.
Human Resource Ethical Practices
 Practices must result in the greatest
good for the largest number of people.
 Employment practices must respect
basic human rights of privacy, due
to process, consent, and fees
speech.
 Managers must treat employees and
customers equitably and fairly.
Strategic Human Resource Management
 Strategic Human Resource
Management (SHRM): pattern of
planned human resource
deployment and activities intended
to enable an organization to achieve
its goals.
 Strategic Management Process: it
has two distinct interdependent
phases which are strategy formulation
an strategy implementation
 Strategy Formulation: the process
of deciding on a strategic direction by
defining a company‟s mission and
goals, its external opportunities
and threats, and its internal strength
and weakness.
 Strategy Implementation: the
process of devising structures and
allocating resources to enact the
strategy a company has chosen
Model of Strategic Management Process
Strategy formulation
 External analysis
Opportunities/Threats
o Mission
o Goals
o Strategic choice
o Human resource needs
o Skills
o Behavior
o Culture
 Internal Analysis
Strength/Weakness

Strategy Implementation
 HR Practices
o Recruitment
o Training
o Performance
o Management labor relation
o Employee relation
o Job analysis
o Job design
o Selection
o Development o
Pay structure o
Benefits
 HR Capability
o Skills, abilities and
knowledge

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  Human Resource Action
o Behavior and Results
 Firm Performance

The new role of HR manager

 As HRM become more business

oriented and strategically focused,
four key roles of HR managers can
be identified.
1. Strategic Partners: ability
to translate business
strategy into action. To
achieve this, HR manager
role is to become a part of
the business team.
2. Administrative Expert: the
ability to re-engineer HR
activities through use of
technology, process
engineering and total quality
management.
3. Employee champion: must
be able to relate and meet
the needs of employees by
being employees‟ voice in
management discussion.
4. Change agent: the need to
serve for changes within the
organization by developing
problem-solving, influence
skills and communication.

According to Kenneth Blanchard and

Spencer Johnson: Adapted from: The one
Manager

Praise people immediately.

Tell people what they did right-be specific.

Tell people how good you feel about what

they did right and how it helps the organization
and the other people who work together.

Encourage them to do more of the same.

JOB ANALYSIS AND DESIGN OF  Assessment tests to

measure
WORK Job analysis effectiveness of
training
 Is the procedure to determine  Equipment to be
duties and responsibilities of a used in delivering
certain people to hire? the training
1. Job description: a  Methods of training (i.e.,
list of
small group, computer-
what the job
based, video, classroom.)
entails.
2. Job specification: what
T RAIN ING F ORMS…
kind of people to hire
for the job?
 TRAININ TNA
 Job description: teachers SKILLS
G
and responsibilities. JOB report
NEEDS
TAS KNOWLEDG budge
How to write Job ANALYS
E
KS t cost
IS
Analysis? Step1:
trainin
PROCES
EXPERIENC
understand the job g
E S

Start by developing a
complete
understanding of the position.

Step 2: identify performance
behaviors
Identify examples of both
effective and ineffective behaviors.
Step 3: essentials competencies
Familiarize yourself types of
competencies and skills
Step 4: identify target performance
level
Performance
review
 Job analysis can be used in
performance review to
identify or develop:
 Goals and objectives
 Performance standards
 Evaluation criteria
 Length of probationary periods
 Duties to be evaluated
Job analyst

Think about what a high performer  Analyzes occupational data

in the job demonstrate. such physical and mental,
 Training requirements of
Step 5: review and finalize jobs and workers
 Develops written summaries
Check your accountabilities, such as job description,
competencies, knowledge skills and  Job specifications and
abilities lines of career
movement
Purpose of job analysis
Duties and tasks
 Training
 Selection, 1. Information should be collected
 Compensation and 2. About frequency
 Performance appraisal. 3. Duration
4. Effort
Determining training needs 5. Skill
6. Complexity
 Training content 7. Equipment
8. Standard
Working environment
 Supervision given and received
 The working environment should  Relationships with internal
analyst:  Or external people.
 If there is unpleasant conditions
 Such as offensive odors Design of work
 And temperature extremes.
 Noxious fumes An arrangement in the workplace
 Radioactive substances, that has the objective of overcoming
 Hostile employee alienation and job
 And aggressive people, dissatisfaction that comes about
from mechanical and repetitive tasks
 And dangerous explosives.
in the workplace.
Job analysis thru relationships Work design is used by organization
to boost productivity by offering
 employees non-monetary rewards 4. Autonomous teams
such as satisfaction from a greater 5. High performance work
sense of personal achievement Also 6. Work simplification
called job design.
1. Job rotation

What is the principle of job design?  Job design method which is able to
enhance motivation, develop
1. Variety workers outlook, increase
2. Responsibility productivity, improve the
3. Autonomy organization‟s performance on various
4. Task identify levels by its multi-skilled workers,
5. Feedback provides new opportunities to
6. Participant of decision making improve attitude, thought,
7. Recognition and support capabilities and skills of workers.
8. Working environment
2. Job enlargement

 It is an increase in job tasks and

responsibilities to make a position
more challenging.
 It is a horizontal expansion, which
means that the tasks added are at
the same level as those in the
current position

3. High performance work

 A means off improving performance

in an environment where positive
and demanding goals are set.

4. Work Simplification

 Job is broken down in to small sub

parts and each part, assigned to
one individual.

Techniques of job design

1. Job rotation
2. Job enlargement
3. Job enrichment
Recruitment and selection
Learning Objectives
1. Differentiate recruitment from
selection.
2. Explain the recruitment and
selection and process.
3. Identify the type of employment
according to the Philippine labor
code.
4. Know the difference between
internal and external sourcing
5. Avoid asking taboo questions during
interview.
Recruitment and Selection
 Recruitment – the process of finding
and hiring the best qualified candidate
(from within or outside of an
organization) for a job opening, in a
timely and cost effective manner.
 Selection – the process of
interviewing and evaluate a
candidates for a specific job and
selecting an individual for
employment based on certain
criteria.
Two-way Street
o It can be either, a company looking for a
new employee or an employee looking
for a new company or vice- versa.
o Recruitment-Selection Process

Disclaimer
o No concrete and solid form of
recruitment but instead it‟s a
guideline.
o Hiring process may differ from one
company to another.
Recruitment and Selection
Considerations
labor code book 6, article 280
1. Identifying vacancy
2. Attracting candidates
3. Interviews and Exams
completion of which has been
determined at the time of the
engagement of the employee. A
project employee may acquire the
status of a regular employee when
he is continuously rehired after the
cessation of a project and
indispensable to the usual business
or trade of his employer.
4. Evaluation
5. Job offer and Contract Signing
1. Identifying Vacancy
o The recruitment process begins
when a potential‟ vacancy arises either
with the need to create/recruit to a
new post, or fill a post that has/will
become vacant.
1. What is the main purpose of the role?
2. What skills, anilities and attributes are
you looking for?
3. Could the duties be distributed/
Redistributed to other staff members?
4. How many employees needed and
when it is needed?
5. Types of employment
Types of employment
1. Regular Employee- according to the
o An employment shall be deemed to
be regular where the employee has
been engaged to perform activities
which are usually necessary or
desirable in the usual business or
trade of the employer, except where
the employment has been fixed for a
specific project or undertaking the
competition or termination of which
has been determined at the time of
the engagement of the employee or
where the work or service to be
performed is seasonal in nature and
the employments is for the duration
of the season. His employer can
require him to undergo probationary
period not exceeding 6 months (Art.
281). 8 hrs. a day, 5 days a week 40
hrs.
2. Project Employment
o There is project employment when
the period of employment has been
fixed for a specific undertaking, the
3. Seasonal Employment
o There is seasonal employment when
the work is to be performed only at a
certain time of the year and the
employment is for the duration
of that time of the year.
 o Seasonal employees are hired to
work on a part-time basis by
companies that need extra help
during particular season, typically
the Christmas season or crops
harvesting.
4. Casual Employment
o There is casual employment when a
employee is engaged to perform
work that is merely incidental to the
business of the employer, and such
work is for a definite period made
known to the employee at the time
of his engagement
o Casual employees perform jobs not
directly related or desirable to the
business of the employer
o SAMPLES:
 A mechanic who is hired
from time to time to fix the
machinery in a
manufacturing company
 A painter in a realty
company who was hired to
repaint the company
building
5. Fixed-Period Employment (40 hrs.)
o When the commencement and
termination dates of the employment
relationship have been set before it
begins.
identification, assessment and
engagement of skilled worker
candidates through proactive
recruiting techniques.
o Professionals specializing in
sourcing are known primarily as
sources, internet recruiters,
recruiting researchers, recruiters, or
talent scouts
Fixed-period employment is highly
restricted and is subject to the
following criteria
I. The fixed period of
employment was knowingly
and voluntarily agreed upon
by the parties without any
force, duress, or improper
pressure being brought to
bear upon the employee
and absent any other
circumstances vitiating his
consent;
II. It is satisfactorily appears
that the employer and the
employee dealt with each
other on more or less equal
terms with no dominance
exercised by the former
over the latter. As much as
possible, fixed-period
employment should involve
highly-educated people or
highly-technical positions.
2. Attracting Candidates
o The next stage in the recruitment
cycle is attracting of candidates, as
one important objective of as
recruitment method is to produce an
appropriate number of suitable
candidates within reasonable cost
constraints.
o There is no ideal number of
applications and no intrinsic value in
attracting a high volume of
candidates. Neither is there a single
best way to recruit applicant. Rather
the chosen recruitment medium
needs to ensure that there are a
sufficient number of suitability
qualified candidates from which to
make a selection without being
overwhelmed with large numbers of
unsuitable applications
Sourcing
o Sourcing – is talent management
discipline which is focused on the
Sourcing
INTERNAL SOURCING
EXTERNAL SOURCING
INTERNAL SOURCING
 o Job posting and building  Cultural introduction
o Promotions and transfer  Cheaper and faster training
o Employee and referrals  May bring newer or better industry
o Rehiring former employees and practice
applicants
o Internal recruiting database Disadvantages

Advantages  Adjustment may take a while

 can be out casted
 High morale for the promoted  Undesirable behavior
employee
 Better assessment of abilities 3. Interviews and exams
 Internal growth
 Motivator for good performance 1. It serves as the basis in assessing
applicant‟s job-related knowledge,
Disadvantages skills, and abilities. It is designed to
decide if an individual should be
 Cultural inbreeding interviewed further, hired, or
 Political fight with the organization eliminated from consideration,
 Possible rift of colleagues 2. The interview is the most critical
 Limited options step in the selection process. It is
the opportunity for the employer and
External sourcing
prospective employee to learn more
about each other and validate
o Colleges and universities
information provided by both
o Labor unions
3. Pre-employment tests are tests that
o Internet channels
organizations give to job applicants
o Employment agencies
to help them hire employees who
o Print advertisement
are productive, dependable, and
o Social media
low-turnover. These exams are also
o Job fairs
given help them predict how the
applicant will perform on the job
Advantages
when hired.

Interviews

Preparing for the interview

o It is important to properly prepare for

the interview as this is the
opportunity to evaluate the skills and
competencies and validate the
information the applicant has
provided in their application and
resume.

A carefully planned and well-conducted and

provides the opportunity to:

1. Observes an applicant’s
attributes that will affect job
performance.
a. i.e. ability to communicate, a. i.e. past performance
b. ability to reason and b. achievement
understand 4. compare applicants from one
2. Obtain additional information. another
a. i.e. education a. i.e. strengths and
b. work weaknesses
c. experience 5. Setting expectation.
d. job-related interests
3. identify competencies
 a. i.e. what both parting are allows the applicant to set the pace
expecting or requiring for of the interview.
each other 3. Semi-structures – combination of
pre-planned questions and
Interview styles impromptu questions

1. Situational – determines how the

applicant responds to real work,
situations that can be measured Interview format
through hypothetical, role play, or
actual problem solving situations. 1. Individual interviews
2. Personality profile – evaluates o 1 interviewer, 1 interviewee
traits important to the success of the 2. Group interviews
individual in the position. o 1 interviewer, 2 or more
3. Stress – measures applicants‟ interviewees
abilities in dealing with highly 3. Panel interview
stressful situations. o 2 or more interviewers, 1
4. Behavioral – questions on past interviewee
performance, assuming that 4. Virtual interviews
individual will do at least as well in a o Use of computer or, mobile
new position as in previous application to conduct
positions. interview to reduce travel
cost of either the interview
Interview structure or interviewer. (i.e. Skype,
viber).
1. Structured – involves approaching
the interview with pre-planned Highly discouraged questions
questions. Some interviewers will
ask the questions in order, and  Sexual orientation/preference
others will take a more relaxed  Religion
approach but still address all of the
 Country of origin
pre-planned questions.
 Political views
2. Unstructured – interviewer does
 Love life
not have prepared questions and
Examination

 Many local and international

companies in both the private and
public sector now rely on pre-
employment tests, as the most
effective method to measure your
„fit‟, or match, for a position you
apply for. These tests tell employers
what they need to know, not just
what you want to share with them.
 Three types of pre-employment
exams
1. Mental ability tests
2. Behavioral test
3. Dependability tests
1. Mental abilities tests speed and
accuracy
 Helps you predict job-
related cognitive abilities 2. Behavioral tests
o Problem solving ability
o Vocabulary ability  Helps you predict key
o Arithmetic ability interpersonal skills,
o Grammar, spelling and personality traits, and
word use ability motivations
o Ability to handle o Interpersonal skills
small details with  Friendliness
  Assertiveness  Measuring highly objectives or
 Team-work “visible” things related to experience
o Personality traits and motives such as education or
 Following rules
salary expectations. It is relatively
and regulations,
easy to build a 15- minute
pulse under
qualifications screen to “screen out”
pressure,
candidates who lack the minimum
optimism
requirements for a job.
o
Motivations  If they are appropriately matched
 Monet to the job, talent measures
 Bragging right designed to assess work style and
 Awards ability are usually the best
 Recognitions predictors of job performance.
Structured inteviews and job
(Ability x motivations = simulations are also
performance) effective but require more time
and resources from recruiters
3. Dependability and / or hiring managers
tests  All results from the applicants
assessment must be compared
 Helps you predict key with the other applicants
factors, such as:  Interview notes must be
o included during the evaluation
Honesty
process.
o Work ethics
 Two or more interviews must
o Stealing / theft concern
coordinator with each other to
o Impulsiveness (may be
discuss the key competitiveness
linked to safety,
of the applicant.
accidents)
o Substances abuse
5. Job Offer and Contract Signing
concern

4. Evaluation  A job offer is an invitation for a

 After the interview and exams,
all applicants must be reviewed
and considered.
 A job offer typically contains the
 The job offer may be negotiable,
potential employee, whether he
or she has applied for a job, or
not, to become an employee in
your organization. The job offer
contains the details of your
employments offer.
salary that you are offering for
the job. Your standard employee
benefits, the job title of the
position you are offering, the
name of the supervisors of the
position, and other terms and
conditions of employment
depending on the position. Early
career to mid-level job offers are
usually not very negotiable
because the employer has
established salary ranges and
standards benefits.
 The prospective employee to review
the terms stated in the job offer and
decide whether to accept or decline
the offer.
 Usually, the employer has set a time
limit on the potential employee‟s
deliberations. The employer expects
the potential employee to sign the
job offer and return it to human
resources to accept the job.