MODULE III

Stages of the Employment Cycle

By: Vince Caibigan
The employee life cycle model is
geared to encompass every stage of
an employee’s experience within a
company, formatting that trajectory
What is the
into a framework that provides a Employee Life
different engagement strategy for
each stage the employee enters. Cycle?
The employee life cycle model (ELC) is an
organizational method used to visualize
how an employee engages with the
company they are a part of.

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Advantage of ELC strategy
Two Main Benefits:
• better talent retention,
• and reputation
improvement.

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 THE 6 EMPLOYEE
LIFE CYCLE STAGES
There are six stages involved in this model: Attraction,
Recruitment, Onboarding, Development, Retention, and
Separation. 

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The 6 Stages of the Employee
Life Cycle
1. Attraction
• the only stage that occurs before you
have an open position in the company.
• the projection of the image of your
organization as a great place to work
2. Recruitment
• the period where you seek out and
recruit the best talent to join your
organization.
• a result of an existing role becoming
vacant, or a new position being created
altogether.

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The 6 Stages of the Employee
Life Cycle
3. Onboarding
• critical to getting your new hires well-adjusted
to the organizational environment
and performance aspects of their new job as
quickly and smoothly as possible.
• new employees cover more in-depth aspects of
their position
4. Development
• begin to consistently encourage
professional development amongst
your team
• helps provide them with a future career
path within the company. 

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The 6 Stages of the Employee
Life Cycle
5. Retention 6. Separation
• focus your energies on keeping your top • ensure that the employee who is
employees leaving, exits in a way that doesn’t
• the influence of company culture goes a cause major disruption.
long way in this stage.

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 THE PRE-HIRING,
HIRING, AND POST-
HIRING STAGE

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  The major HRM activities in the pre-hire phase are
human resource planning and job analysis.
 Human resource planning helps managers to
anticipate and meet changing needs related to
the acquisition, deployment, and utilization of
THE employees.

PRE-HIRING  Job analysis is the systematic process used for

gathering, analyzing, and documenting
STAGE information about particular jobs. The analysis
specifies what each worker does, the work
conditions, and the worker qualifications
necessary to perform the job successfully.
  Staffing involves policies and procedures
used by organizations to recruit and
select employees.
 Organizations use recruitment to locate
THE and attract job applicants for particular
HIRING positions.
 To be effective, selection processes must
STAGE
be both legal and technically sound,
accurately matching people's skills with
available positions.
  Training and development are planned learning
experiences that teach workers how to effectively
perform their current or future jobs.
 Training and development practices are designed to
improve organizational performance by enhancing the
knowledge and skill levels of employees.
THE  Through the performance appraisal process,
POST-HIRING organizations measure the adequacy of their
employees' job performances and communicate these
STAGE evaluations to them.
 Compensation entails pay and benefits.
 Productivity improvement programs tie job behavior to
rewards.
CURRENT TRENDS IN
HUMAN RESOURCE
MANAGEMENT
Human Resource Management (HRM) must be prepared to
deal with effects of changing world of work. Understanding
industry shifts is crucial to keeping pace with the rapid
developments taking place.

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CURRENT TRENDS IN HUMAN RESOURCE
MANAGEMENT

1. Globalization and
its Implications 2. Workforce Diversity

 Business today doesn’t have national  Diversity is critically linked

boundaries – it reaches around the
world.
to the organization’s
 The rise of multinational corporations
strategic direction.
places new requirements on human res
ource 
managers.
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CURRENT TRENDS IN HUMAN RESOURCE
MANAGEMENT

3. Changing Skill
Requirements 4. Corporate Downsizing

 Recruiting and developing skilled labor  The premise of downsizing is

is important for any company to reduce the number of
concerned about competitiveness, workers employed by the
productivity, quality and  organization.
managing a diverse work force effective
ly
.
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CURRENT TRENDS IN HUMAN RESOURCE
MANAGEMENT

5. Continuous 6. Re-engineering Work

Improvement Program Processes

 Continuous improvement programs  It requires organizational members

focus on the long-term well-being of the to rethink what work should be
organization.   done, how it is to be done and how
to best implement these decisions.
 It is a process whereby an organization
 Re-engineering changes how
focuses on quality and builds a better
organizations do their business and
foundation to serve its customers. directly affects the employees.
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CURRENT TRENDS IN HUMAN RESOURCE
MANAGEMENT
7. Contingent Workforce
 Individuals who are typically hired for
shorter periods of time.
 They perform specific tasks that often
require special job skills and are employed
when an organization is experiencing
significant deviations in its workflow. 
8. Decentralized Worksites
 Work sites are getting more and
more decentralized.
 Decentralized work sites also
offer opportunities that may meet
the needs of the diversified
workforce.
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9. Employee Involvement

 For today’s organization’s to be

successful, there are a number of
employee involvement concepts
that appear to be accepted. 
 These are delegation, 
participative management, 
work teams, goal setting, 
employee training and 
empowering of employees. 

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HR:
GENERALIST
VS
SPECIALIST

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 2021

HR GENERALIST
A human resources generalist helps managers make decisions relating to human
resources. The generalist will often help upper management determine strategies for
hiring quality personnel.
 Additionally, HR generalists often: 2021

 Administer various human resource

plans for the firm
 Participate in developing goals and
HR objectives for the department
 Administer compensation programs
GENERALIST  Perform benefits administration
 Develop and maintain affirmative
HR generalists usually provide guidance, support action programs
management, and serve as a source of help and  Conduct recruitment efforts
information on human resource matters.
 Handle employee relations
 Participate in administrative staff
meetings
 Assist in the evaluation of reports
and decisions
 Maintain human resource
information system records
 Ensure compliance with federal and
state regulations
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 1. Training and Development: HR generalists
must be actively engaged in improving and 2021
increasing training and development within the
firm.
2. Compensation and Benefits: HR generalists

HR must be familiar with the various forms of

compensation and understand the importance

GENERALIST of employee benefits.

An HR generalist should have a solid
understanding of the following:
MODULE III
3. Employee and Labor Relations: HR generalists
should have a solid understanding of the labor
relationship system and how it is influenced by
economic, political, legal, and social pressures.
4. Recruiting and Selecting Employees: HR
professionals must understand how to recruit
and obtain sufficient numbers of highly qualified
applicants and then set up processes to ensure
that the organization selects the most
appropriate people to fill organizational jobs.
5. Health Safety and Security: HR generalists
should understand how to minimize safety risks.
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 2021

HR SPECIALIST
A human resources (HR) specialist is responsible to various tasks within the HR department.
Working under an HR manager, the HR specialist focuses on a specific task or role such as
payroll, benefits, training, compensation, recruiting, and customer service for employees.

HR
SPECIALIST
The HR specialist assists with daily operations
of the HR department, which typically includes
being the first point of contact for employees.
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Specific job duties for human resources specialists
include: 2021
 Developing job descriptions.
 Discussing needs and qualifications with
employers.
 Recruiting and interviewing candidates,
checking references and performing
background checks.
 Making hiring decisions.
 Organizing and running orientation sessions.
 Reviewing compensation and benefits
packages.
 Assisting with training programs.
 Processing paperwork and maintaining
databases.
 Attending job fairs.
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  Skills related to interpersonal
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communication: listening, speaking
and writing.
 Excellent decision-making skills.
HR  Critical thinking skills.
SPECIALIST  Strong computer skills.

Doing the job well requires the
following knowledge and skills:
MODULE III
 Excellent written and verbal
communication skills.
 Sound judgment.
 Attention to detail.
 Knowledge of labor and employment
law, organizational development and
best practices.
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Comparison
Between a HR generalist and HR specialist according to tasks:

HR GENERALIST
o Guide managers in recruiting and employee relations.
o Administer employee compensation, training and
benefit programs.
o Acts as liaison between employee and management
to answer questions or concerns regarding company
policies, practices and regulations.
o Process, verify and maintain documentation relating
to HR activities such as staffing, training and
performance evaluations.
HR SPECIALIST
 Answer employee questions about human resources
policies and procedures.
 Supports HR activities and programs; such as staffing,
compensation, benefits, training and safety.
 Participates in developing new policies, procedures
and programs.
 Coordinates projects and implements employee
compensation, training and benefit programs;
including communications.

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ORGANIZATION
AL
ETHICS
 ORGANIZATION
AL ETHICS
Organizational ethics is the application of these
morality related choices as influenced and guided
by values, standards, rules, principles, and
strategies associated with organizational activities
and business situations.

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HOW DO WE DESCRIBE AN
ETHICAL ORGANIZATION?

o They are at ease interacting with

diverse internal and external
stakeholder groups

o They are obsessed with fairness

o Responsibility is individual rather

than collective

o They see their activities in terms

of purpose
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ETHICAL
GROUND RULES
These are the bases by which we make ethical
decisions.
Provide the basic rules by which to govern
behavior and meet the many different
challenges of life.
Foster a culture of honesty.
Remind group members that they don't have to
like people to work with them.
Affirm collective responsibility. Spotlight the
need for full participation.
Everyone needs to take a fair share of the
group work.
Highlight the importance of developing and
practicing listening skills.
 6 PILLARS OF CHARACTER

TRUSTWORTHINE
CARING RESPECT
SS

FAIRNESS AND
RESPONSIBILITY CITIZENSHIP
JUSTICE

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 BENEFITS OF MANAGING
ETHICS IN THE WORKPLACE

ONE TWO THREE

Attention to ethics has Ethics programs Ethics programs help

substantially improved support employee ensure that policies are
society. Ethics programs growth and meaning ​ legal
cultivate strong
teamwork and
productivity

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 BENEFITS OF MANAGING
ETHICS IN THE WORKPLACE

FOUR FIVE SIX

Ethics programs help Ethics programs Managing ethical values in the

avoid criminal acts “of promote a strong workplace legitimizes managerial
omission” and can public image actions, strengthens the
alignment of the organization’s
avoid punishments
culture, and improves trust in
relationships between individuals
and groups.

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 1 Develop ethical behavioral influences

2 Build an integrity based organization

3 Provide sound ethics training Instill strong

organizational values

4 Implement plans and strategies to achieve ethical

excellence

THE ROLE OF LEADERS

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ThankYou

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 REFERENCES:
Sprigghr (2020 August 13). The 6 Stages of the Employee Life Cycle.
https://sprigghr.com/blog/360-degree-continuous-feedback/the-6-stages-of-the-employee-life-cycle/

BBA Lectures. Phases of Human Resource Management.

https://www.bbalectures.com/three-main-phases-of-human-resources-management/

MBA Knowledge Base. The Current Trends of Human Resource Management.

https://www.mbaknol.com/human-resource-management/current-trends-in-human-resource-management/

MyEducator. The Dynamic Environment and Roles of HR Managers.

https://app.myeducator.com/reader/web/1114/topic1/so2l4/

Payscale.
https://www.payscale.com/research/PH/Job=Human_Resources_(HR)_Generalist/Salary/02b2a82a/Manila

Payscale. https://www.payscale.com/research/PH/Job=Human_Resources_(HR)_Specialist/Salary

Serbito, Jessa (2014 May 30). Organizational Ethics. https://www.slideshare.net/jessacerbito/organizational-ethics-

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