UNIVERSITY OF THE IMMACULATE CONCEPTION

Graduate School

Doctor in Business Management

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FINAL COURSE REQUIREMENT

Strategic Human Resource Management (DBM 606)

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Submitted By:

ENRIQUE O. TORINO

DAVE E. APARECIO

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April 16, 2022

 STRATEGIC HUMAN RESOURCE MANAGEMENT TOOLS

Monkayo College of Arts, Sciences and Technology is a Local College managed by

the Local Government Unit of Monkayo, Davao de Oro. In preparation for the Internal and External
Factor Evaluation, SWOT Analysis and PEST Analysis were conducted. In identifying the
Strengths and Weaknesses of the institution, the audit report of the Association of Local Colleges
and Universities Commission on Accreditation (ALCUCOA) was made reference.

Table 1. PEST ANALYSIS

Political Economic Social Technological

• Election results • Availability of • Changing needs • Recent

• Restructuring- funding of the industry technological
Management • Budget changes • Learning habits, developments
• Varying focus of • Changing student culture and and opportunities
the management numbers diversity of • Impact of
during their term students technological
developments in
the cost structure

Table 2. SWOT ANALYSIS

Strengths
1. Very supportive Local Executive Head
2. High employability rate of graduates
3. Having income generating activities
through its Business Center
4. Intensive Community Extension programs
for farmers and vendors in the locale
5. ALCUCOA level 1 accredited programs
Opportunities
1. Technological advancements that are
useful for the current learning modality.
2. Financial support from the industry
3. Research and extension collaboration with
the private entities and other government
agencies
4. Competency-based development
5. Stakeholder pressure may incite
investment into sustainable development
initiatives.
Weakness
1. No compensation scheme for faculty
researchers
2. Low percentage of faculty members with
Master's and Doctorate degree
3.No established Learning Management
System
4. Insufficient professional books and journals
in the library.
5. Low percentage of faculty membership in
local and international professional
organizations.
Threats
1. Risk of losing supportive management staff
2. Change in local executive leader may put
funding of the local college at risk, like
reduction of the overall budget.
3. Increasing and changing needs of the
industry
4. High technology costs with relatively long
payback periods can reduce uptake of new
technologies.
5. Reallocation of funds away from some of
the key thrusts of the institution like research
and community extension.
Table 3. INTERNAL FACTOR EVALUATION

INTERNAL FACTOR EVALUATION

KEY INTERNAL FACTORS WEIGHT RATING WEIGHTED
SCORE
STRENGTHS
1. Very supportive Local Executive Head. 0.11 4 0.44
2. High employability rate of graduates. 0.12 4 0.48
3. Having income generating activities through the 0.07 3 0.21
Business Center
4. Intensive community extension programs for farmers and 0.07 3 0.21
vendors in the locale.
5. ALCUCOA Level 1 Accredited Programs 0.13 4 0.52
WEAKNESSES
1. No compensation scheme for faculty researchers 0.10 1 0.10
2. Low percentage of faculty members with Master's and 0.12 1 0.12
Doctorate degree
3. No established Learning Management System 0.11 1 0.11
4. Insufficient professional books and journals in the library. 0.09 2 0.18
5. Low percentage of faculty membership in local and 0.08 2 0.16
international professional organizations.
TOTAL 1.00 2.53

Table 4. EXTERNAL FACTOR EVALUATION

EXTERNAL FACTOR EVALUATION

OPPORTUNITIES
1. Technological advancements that are useful for the 0.12 3 0.36
current learning modality.
2. Financial support from the industry 0.09 2 0.18
3. Research and extension collaboration with the private 0.09 2 0.18
entities and other government agencies
4. Competency-based development 0.09 3 0.27
5. Stakeholder pressure may incite investment into 0.09 3 0.27
sustainable development initiatives.
THREATS
1. Risk of losing supportive management staff 0.11 2 0.22
2. Change in local executive leader may put funding of the 0.10 2 0.20
local college at risk, like reduction of the overall budget.
3. Increasing and changing needs of the industry 0.09 3 0.27
4. High technology costs with relatively long payback 0.12 3 0.36
periods can reduce uptake of new technologies.
5. Reallocation of funds away from some of the key thrusts 0.10 2 0.20
of the institution like research and community extension.
TOTAL 1.00 2.51

Based on the results of the IFE and EFE, an Internal- External Matrix was made, as
shown in Figure 1. The matrix indicates that the institution should Hold and Maintain its current
strategy. It suggests that the institution should focus more on increasing market penetration.
Figure 1. INTERNAL - EXTERNAL MATRIX

Total IFE Score

2.53
Strong Average Weak
3.0-4.0 2.0-2.99 1.0-1.99

High 3.0-4.0 I II III

Total
Hold and Maintain
EFE 2.51 Medium 2.0-2.99 IV V 0 VI
Score

Low 1.0-1.99 VII VIII IX

Descriptions:
I, II , IV: Grow and Build
III, V , VII: Hold and Maintain
VI, VIII , IX: Harvest of Divest

To maximize the conducted SWOT analysis, TOWS matrix was performed which allows a better
understanding on connecting the external and internal factors in a single perspective. This gave
way to the identification of the possible action tools that might help improve the institution. Shown
in figure 2 is the crafted TOWS matrix.

Opportunities
O1: Technological advancements that are useful
for the current learning modality.
O2: Financial support from the industry
O3: Research and extension collaboration with
the private entities and other government
agencies
O4: Competency-based development
O5: Stakeholder pressure may incite investment
into sustainable development initiatives.
Threats
T1: Risk of losing supportive management staff
T2: Change in local executive leader may put
funding of the local college at risk, like
reduction of the overall budget.
T3: Increasing and changing needs of the
industry
T4: High technology costs with relatively long
payback periods can reduce uptake of new
technologies.
T5: Reallocation of funds away from some of
the key thrusts of the institution like research
and community extension.
Figure 2. TOWS MATRIX
Strengths
S1: Very supportive Local Executive Head
S2: High employability rate of graduates
S3: Having income generating activities through
its Business Center
S4: Intensive Community Extension programs
for farmers and vendors in the locale
S5: ALCUCOA level 1 accredited programs
S1O1: Invest into modern learning technology
for the new normal set-up
S202: Strengthen external relations with partner
industries
S3O5: Expand/venture into new income
generating business centers
S4O3: Solidify connections/partnership with
private and government entities for a more
intensive community extension activities
S504: Craft comptency-based plan to achieve
higher level of accreditation
S1T1: Conduct activities to strengthen
relationships with internal and external parties
S2T3: Equip/prepare students/graduates for the
changing industries
S4T5: Document and endorse intensive
community extension programs to higher
management for constant/continuous budget
allocation
S5T4: Apply for a higher level of school
accreditation to increase the demand for
technology advancement
Weaknesses
W1: No compensation scheme for faculty
researchers
W2: Low percentage of faculty members with
Master's and Doctorate degree
W3: No established Learning Management
System
W4: Insufficient professional books and journals
in the library.
W5: Low percentage of faculty membership in
local and international professional
organizations.
W2O4: Craft a competency-based plan with
inclusion as to faculty qualifications
W3O1: Invest into modern technology
W402: Capitalize financial assistance from
industries to improve library materials
W5O3: Strengthen relationships/linkages with
private and government entities
W1O5: Craft a compensation scheme for faculty
researchers highlighting studies focusing on
sustainability
W1T1: Craft a good compensation scheme for
all employees
W3T4: Craft a comprehensive proposal
emphasizing the need to adapt for modern
technology with financial analysis on the cost
and benefit aspects of the possible engagement
W2T3: Craft a proposal with emphasis on the
increasing industry changes and needs implying
for a higher demands of competent professors
W4T2: Craft a request/proposal for constant/fix
allocation/budget from leaders to finance
library materials
W5T5: Strengthen linkages from internal and
external parties
 Based on the results of the strategic human resource management tools used, the
following strategies for each of the Human Resource processes was formulated. Furthermore, a
suggested action plan for each formulated strategy is also presented in Table 5.

Table 5. HR STRATEGIES

RECOMMENDED KEY
HR PROCESS ACTION PLAN
STRATEGIES REFERENCE

Work hand in hand with the

finance team to address absence
of LMS and the possible
HR Planning Budget Planning benefit/advantage of investing O1, S1
into modern technology for the
employee and the organization
considering the cost
Use social media and other
modern platforms to attract
Recruitment Technological application S5, W2, T1
qualified and competent
applicants
Establish a competent Promotion
and Selection Board committee
Comprehensive online
Selection who will sequentially conduct the S5, W2, T1
hiring process
evaluation process, invest in
applicant tracking system.
Emerge new employees to all
aspects in the organizations from
Comprehensive S4, W1, W1,
Orientation an individual employee
Onboarding program W2, O4
standpoint to the organization as
a whole
Conduct Training Needs W2, W5, O1,
Assessment O4
Comprehensive Training Discuss/inform to each employee
W2, W5, O1,
and Development Plan the trainings they need to
O4
Training and with Modern Technology accomplish
Development application (signed by Keep track of the progress W2, W5, O1,
each respective regularly O4
employees) Give due rewards and
W2, W5, O1,
recognitions for exemplary
O4
employees
Comprehensive Review existing compensation of
T1, W1
Compensation Structure all employees
(with leveling as to Re-rank them in accordance with
Performance T1, W1, W2
Tenure, Educational the Compensation Structure
Management
Attainment, Title, Regularly evaluate and monitor
Researches, Publications employee's salary alignment T1, W1, W2
and Performance)