The University

Foundation Inc.
BA 101 Group 3
Context.
UFI Functions:
Soliciting Donations
Managing Investments
Collection & Disbursement
New BIR ruling imposing tax
Discontinue servicing projects
related to the normal operations
Problem Statement.
Limit the functions needed by the org
Determine which four full-time staff
to retain and which six to dismiss.
Assign work roles to 4 remaining
employees based on their skills and fit
Point of View.
Reynaldo Cruz – Executive Director.

Retaining Susan Santos – Chief Accountant.

Regrouping work of 10 full time + 2 part time
employees into 4 full time employees
Assumptions.
UFI wants to limit their functions into:
1) Collections of donations for scholarships,
research grants, etc.
2) Monthly disbursements to the university for
Chair honoraria, scholarships, etc.
3) Investment management of Professorial
Chair and Scholarship funds
SWOT.
Strengths: Weaknesses:
Diverse workforce Repetitive roles
Relevant employee evaluations Homogenous workforce in skills

Opportunities Threats
Less salary and benefit expenses Econ recessions threaten investments
Training of retained employees Heavier workload for retained employees
Analysis. Framework 1
Manpower Planning Process

Determine Manpower Needs Determine Available Manpower Resources

Needs 4 full-time employees who will act as a Chief

UFI can pick 4 employees who will be full-time
Accountant, Assistant to the Investment Officer, and
workers from the original pool of staff.
Bookkeepers.

Recruitment/Selection of New Employees Analysis of Training Needs of Present Employees

Susan Santos oversees the evaluation of the current After selection, they can evaluate the 4 employees to
employees of UFI to better determine who to pick for determine what skills of theirs need further
the 4 positions. development for the roles to be taken

Training and Development

After an initial general training of all the employees, UFI may observe the performance of the employees to
determine the effectiveness of the training and to determine what other skills need to be trained and honed.
With this, improvements on the focus of training provided may be further improved on.
Analysis. Framework 2
Lewin’s 3-Stage Model of Change

Stage 1: The current functions of UFI must be limited in order to avoid being taxed
Unfreeze Since there will be less functions, only 4 full time employees will be needed by UFI

UFI will employ only 4 employees from the original pool

Stage 2:
Job descriptions will change, since the number of positions will be lessened
Change
Careful assessment of each employee must be made when selecting the 4 employees

Work within the new and limited functions of UFI

Stage 3:
Each employee delivers tasks assigned to the positions they are in
Refreeze
Evaluation of employees must be made in order to provide training for improvements
Analysis. Framework 3
Workforce Planning Cycle

Stage 1: UFI wishes to limit its functions, particularly that of normal school operations.
Understand current & future
business goals In limiting its functions, staff size shrinks down to only 4 full-time staff.

The profiles of all current employees must be assessed.

Stage 2: Attention on current position, salary, skills, and educational background if necessary.
Identify capacity of current
workforce to meet goals The performance evaluation of the employees must be considered.
Compare consistencies across grading fields and identify unique outliers.

Stage 3: The new 4 full-time staff roles must be analyzed, identifying skills needed per role.
Forecast capacity of workforce Match prospective employees based on profile to an appropriate new position.
needed to meet goals Check prospective employee against the performance evaluation provided.
Analysis. Framework 3
Workforce Planning Cycle

Stage 4: After assigning employees to the three new jobs, employee fit must be determined.
Identify gaps to determine The job description must be matched to performance evaluation and profile of employees.
workforce strategy If there are holes or functions not met, other mixes of employees must be considered.

Stage 5: After reorganization, performance of each employee and function must be evaluate.
Review proposed strategy
once executed Feedback must be regularly collated in order to determine possible improvements.
Alternatives.
Jean Esteban (Employee 4)
Assistant to the Investment Officer
Previous Position (Salary):
Assistant to the Investment Officer (P3,746)
Notable Performance:
Reliability (5)
All other fields are (3) or (4)
Well balanced
Alternative A
Shirley Ledesma (Employee 9)
Bookkeeper 1
Previous Position (Salary):
Bookkeeper (P2,880)
Notable Performance:
Punctuality/PR/Co-worker Relationship (5)
All other fields are (3) or (4)
Well balanced, high competence
Annabelle Cruz (Employee 8)
Bookkeeper 2
Previous Position (Salary):
Bookkeeper (P3,746)
Notable Performance:
Punctuality/PR (5)
All other fields except comm are (3) or (4)
Communication skills unknown
Well balanced
Alternatives. Alternative B

Jean Esteban (Employee 4) Amelia Sunga (Employee 1) Annabelle Cruz (Employee 8)

Assistant to the Investment Officer Bookkeeper 1 Bookkeeper 2

Previous Position (Salary):

Previous Position (Salary): Bookkeeper (P3,746)
Previous Position (Salary):
Assistant to the Investment Officer (P3,746) Notable Performance:
Bookkeeper (P3,603)
Notable Performance: Punctuality/PR (5)
Notable Performance:
Reliability (5) All other fields except comm are (3) or (4)
Scores (3) across all fields except PR (2)
All other fields are (3) or (4) Communication skills unknown
Average and consistent, but mediocre
Well balanced Well balanced
Alternatives.
Jean Esteban (Employee 4)
Assistant to the Investment Officer
Previous Position (Salary):
Assistant to the Investment Officer (P3,746)
Notable Performance:
Reliability (5)
All other fields are (3) or (4)
Well balanced
Alternative B
Minda Santos (Employee 5) Soledad Trias (Employee 6)
Bookkeeper 1 Bookkeeper 2
Previous Position (Salary):
Previous Position (Salary):
Assistant Chief Accountant (P3,897)
Clerk-typist (P2,346)
Notable Performance:
Notable Performance:
Scores (5) in 4/6 fields
Punctuality/PR/Co-worker Relationship (5)
Average communication skills
All other fields are (4) except comm
Most competent
Generally balanced, high competence
Recommendations.
Take Alternative A

Jean Esteban – Assistant to the Investment Officer

Shirley Ledesma – 1st Bookkeeper
Annabelle Cruz – 2nd Bookkeeper
Recommendations.

The deciding point lied in the overall staffing

situation that was faced by UFI & ensuring that each
redefined role following the reorganization would be
met in the most reliable yet efficient way.
Recommendations.
Other Recommendations
Readjust their salary structure to that of a
range compensation system.

Possibility of creating flexibility around the smaller,

yet more dynamic set-up of the 4-man staff.
Staffing.
BA 101 Group 3
Overview.
Company performance depends on how well its
managers and employees run the business.

Firms look at their human resources as an

investment
It is important to learn how to manage a firm’s
employees
Recruitment.
Attracting the appropriate number of people for
vacant job positions.

Job analysis and applicant identification.

Use up as little money and time as possible

Proper criteria must be established for this to

be accomplished
Recruitment.
Recruiting may happen internally or externally.

Internal recruitment: allowing transfers from one

department to another or promoting from within.

External Recruitment: when someone from

outside of the company is hired to take on a job.
Selection.
stage wherein firm decides whether or not to hire
the recruited applicants.

stage where information on each applicant is

gathered through application forms, tests, and
interviews
Selection.
Application Forms: Screening, makes available
candidates’ past work experience

Tests: Asses the competency of the candidates

Personality Tests and Psychological Tests

Selection.
Interviews: Done to see how the candidates are
face-to-face, allows to get to know candidates

Background Check: Gets an outside perspective

of the soon to be hires, see past performance
Orientation.
Fresh Hires should be informed of company
policies, procedures, & other relevant info

Instills a sense of pride and loyalty in the

employees towards the company

Prevents any misunderstanding in the

company policies, rules and procedures
Wage & Salary.
It is important to compensate all the work that
the employee has given to the company

It may be through wages, salaries, fringe

benefits and profit-sharing
Wage & Salary.
Factors affecting compensation levels
Attitude of Management
Job Specifications

Environmental Factors
Performance Appraisal.
Process that allows the company to know if they
should retain, promote, or transfer an employee

Performed by supervisors, this provides feedback

to employees regarding their work
Performance Appraisal.
Objective Methods
Measures concrete outputs such as sales volume,
production outputs, etc.

Judgmental Methods
Uses rating scales to rate performance dimensions
or characteristics
Training & Development.
Training: Attempts to improve the abilities required
by a certain job

Development: improve the abilities of employees

to prepare them for more responsibility

Both are geared towards increasing productivity

in the workforce
Training & Development.
Methods of Training
On the job training: supervisor shows employee
Job rotations: assigned to several jobs
Company sponsored workshops: ad-hoc of
employees to discuss common issues or a
specified agenda
Manpower Planning.
Firms have a dynamic environment and must cope
with change.

Plan how firm is going to provide the human

resource inputs required at the present time
and in the foreseeable future
Manpower Planning.
Results of Advanced Manpower Planning
Lower Recruitment Costs
Better trained employees
Longer term relationship with key employees
Issues in Staffing
Role of Personnel Development
Staff Departments assist other departments in
recruiting, screening, wages, etc.
Ultimate decisions are made by line managers
Issues in Staffing
Formality
Important in companies with large workforces in
order to minimize complaints and demoralization.
Difficulty with formalizing performance appraisal
and promotions
Managers of smaller companies must inform their
employees of different policies and practices
Issues in Staffing
Proper Choice
Efficient staffing practices should not sacrifice the
quality of employees that are recruited
Even the most “scientific” methods of selection
can not ensure that all employees will prove to be a
good fit for the company.
Issues in Staffing
Outsourcing
Common among business firms, especially for
services which are not considered as critical to
the firm’s core competence
Recruitment agencies: tapped to hire for some
positions, agency sends screened applicants and
employer then selects best choice
Human Resource
Management
Technology.
BA 101 Group 3
HR Management Tech
Needed so as to be able to maintain the work
culture as well as the performance level of
each and every individual in the organization.

There is different tech to track and oversee

the performance of each individual & to make
the employee reviews much more efficient
HR Management Tech
Purpose and Importance
Manage Workload of each employee
Make employee reviews quicker and more efficient
Serve as a medium for project management
HR Management Tech
Basecamp
Employees individually add their own tasks
Managers can track the progress and performance
of each individual for their given tasks
HR Management Tech
Trello
Trello is a cloud-based
workflow tracker that utilizes
different boards to visualize
and organize
Adding others to the work is
as simple as adding a new
board to the Trello Page
HR Management Tech
Todoist
Simple To do List App
that allows for timed
tasking that can be
segregated and made to
collaborate with others
Idea is to breakdown bigger
tasks into small ones
HR Management Tech
MS Outlook
Cloud-based tools that easily serve much larger and
more complex orgs
Allows for employees to see the schedules and
communicate with others throughout the whole org
HR Management Tech
Desktime
Allows for real time tracking of employee progress and
personal work time usage
Gives management a tool gauge the productivity of each
employee and their time management
Management can decide which tasks are more efficient
BA 101 Group 3.
Delos Reyes, Ibañez, Limjap,
Lunod, Ng, Vida, & Villanueva