CHAPTER 5

MANAGING
HUMAN
RESOURCES
ANGIELA VALE
MARK ANDRO BROQUEZA
 SELECTING AND ORIENTING OFFICE EMPLOYEES
Source of Potential Office Employees

1. Internal Sources. It is better to promote an employee who meets the requirements of the position than
hiring from the outside. It is also an evidence that employees competence is rewarded.

• Employee Referral. When this is used, employee recommend individual for open positions within the
organization. Referrals give employees a feeling of recognition or it may cause problems if the
individual does not perform satisfactorily.

• Employee Promotion. Morale is likely to increase and turnover decrease when employees can be
promoted.

• Databanks. The information regarding employees' job qualifications is stored in a computerized

databanks. This can be easily and quickly screened to determine which employees are presently
qualified for the open position.
2. External Sources. The advantage of external sources is that there will be big potential applicant pool
with new ideas to join in the organization. The disadvantage is the possibility of getting or hiring
mediocre to unsatisfactory employees due to a large number of applicants for just one opening.
3. Unsolicited Applications. This is used to apply for a position without knowing whether an opening
actually exists. Individuals using this method may apply either in person or by mail.
• Advertising - As a recruiting source, advertising includes classified newspaper advertisements,
magazines and journals. Radio and television notices, electronic bulletin boards found on the
internet.
• Educational Institution Placement Services - provide important services to both the employer
and the job seeker The disadvantage is that some organizations may recruit only at a limited
number of colleges or universities.
• Public Employment Agencies and Private Employment Agencies - these agencies help
employers design testing programs, job analysis and evaluation.
• Web-based Employment Services - using the web, the job seekers registers with the
employment service and electronically submits resume-type information.
 Outsourcing. Organization turns over certain of
its function to any outside agency that has the
specialization of recruiting selecting, and hiring
employees. It is also common to outsource
janitorial, security, payroll, processing, food
services, office services, etc.

 Hiring people with disabilities. Employers

cannot discriminate against an individual with
disability as long as a person is otherwise
qualified for the job.
Interview and Resume Preferences

Competition is stiff. With so many applicants to choose from, employers use a variety of methods
for narrowing the field. The following methods are listed down:

1. Scanning Resources. Almost all the recruiters

interviewed resort to "eye scanning" a resume,
skimming it to find the key words related to the position
and power words that indicate the applicant is capable
and hardworking - words like "adaptable, innovative,
problem solving" and skills like "oral communication,
ability to delegate".
2. The Interview. Employers now often try to reduce the list of
candidates further by conducting telephone interviews. They
note the applicant's ability to discuss-education, job history, and
current interests on the telephone. Those who cannot remember
specifics are not invited for a formal interview. Neither are
those who sound sleepy at 10:00 a.m. The telephone interview
may also screen out applicants with accents.

SUPERVISING OFFICE EMPLOYEES

 Supervision is managing others through leadership and personal influence. Effective supervisors share
many qualities, including the ability to maintain distance from their employees without losing
awareness of their activities, yet still caring about their productiveness and well-being.
Role and Functions of Supervision
• Supervisors play an important role in the business environment.
Their primary job is to see that the work performed by
employees is completed on time and at the highest level of
quality.
• Supervisors perform a wide range of functions, all of which are
closely intertwined. For example, they must be excellent
communicators. It is their job to write reports, letters, memos,
performance appraisals and the gamut of documents that
businesses need to operate.

Supervisor as Communicator
 Supervisors are required to communicate with a variety of personnel in the course of their jobs.

Supervisor as Trainer
 An effective supervisor must be a polished trainer.
Supervisor as Student
 For supervisors, life is a learning process. Not only must they learn the rudiments of their subordinates
jobs, but they must also learn basic supervisory skills.

Supervisor as Goal Setter

 Supervisors are responsible for setting goals for themselves and their subordinates.

Supervisors as Evaluator
 It is the supervisor's job to evaluate workers on a regular basis.

Supervisors as Human Resource Specialist

 Supervisors need to be aware of the needs of their subordinates.

Supervisors as Computer Expert

 In today's business environment, supervisors must be computer proficient.
Supervisors as Producer
 The supervisor is inextricably linked to the production of goods and services.

Supervisor as Adviser
 Supervisors must be particularly effective in an advisory role.

Supervisors as Idea Champion

 An idea champion is an individual who generates a new idea or believes in the value of a new idea and
supports it in the face of potential obstacles.

Supervisor as Environmental Watchdog

 Contemporary supervisors exemplify the prototypical knowledge workers that the business world is
beginning to demand.

Supervisors as International Manager

 The emergence of large international businesses is creating a new demand for supervisors who can
manage effectively in difficult circumstances.
The New Challenge for Supervisors

 The future holds much potential for supervisors. Supervisors function as leaders, trainers, goal
setters, environmental watchdogs, facilitators, communicators and more. Simply put, they are the
backbone of the business world, and will continue to be as long as there is business to conduct.

Skills of an Effective Supervisor

 According to Mona Johnson the owner of companies, especially large companies, she does not have
the time to supervise each and every employee who works for them. She hires supervisors to ensure

TRAINING, APPRAISING AND PROMOTING OFFICE PERSONNEL

 Employee development which helps maximize use of human potentials is seen as a continuous
process that lasts for the duration of office tenure with an organization.
Training
 In every organization there is a need for a training and development manager who will make sure
that the training the company will provide to their employees will give them the skills and
knowledge they need to succeed in their jobs.

Assess Current Training Programs

 The company is likely to have some kind of training in place already even if it's ad hoc and
informal.

Produce a Plan
 It's essential to have a written training plan before you begin working with employees on their
learning agendas.

Employee's Role
 Make sure that every employee understands the company's business objectives.
Appraising Performance of Office Employees

 A performance appraisal is a part of guiding and managing career development. It is the process if
obtaining, analyzing, and recording information about the relative worth of an employee to the
organization.

Methods
 A common approach to assess performance is to use a numerical or scalar rating system whereby
managers are asked to score an individual against a number of objectives attributes.

Characteristics of Performance Appraisal Systems

Some companies recognize the need to provide employee feedback, regarding performance. One
method of providing performance feedback is through a performance appraisal.
 1. Appraisals Match the Job Descriptions
2. Appraisals are Legally Compliant
3. Appraisers Should be Trained
4. Appraisal Systems Require Follow-up

Basics of Conducting Employee Performance Appraisals

5. Design a Legally Valid Performance Review Process

6. Design a Standard Form for Performance Appraisals
7. Schedule the first performance review for six months after the employee starts employment
8. Initiate the Performance Review Process and Upcoming Meeting
9. Have the Employee Suggest Any Updates to the Job Description and Provide Written Input to
the Appraisal
10. Document your input-reference the Job Description and Performance Goals
11. Hold the Performance Appraisal Meeting
12. Update and Finalize the Performance Appraisal Form
13. Nothing Should be Surprising to the Employee During the Appraisal Meeting
Promotion
 A promotion is the advancement of an
employee's rank or position in an organizational
hierarchy system. Promotion may be an
employees reward for good performance i.e.
positive appraisal.

Elements
 A promotion can involve advancement in terms
of designation, salary and benefits, and in some
organizations the type of job activities may
change a great deal.
Examples of a Promotion

These are examples of a promotion:

• HR Assistant receives a promotion to HR Generalist

• HR Generalist receives a promotion to a dual role of HR Generalist and Employee
Development Coordinator.
• HR Generalist is given a promotion to HR Manager
• HR Manager is given a promotion to Manager of Human Resources and
Administration.
• HR Manager is promoted to HR Director
• HR Director receives a promotion to HR Vice President
• HR Vice President becomes Vice President of Global
• Human Resources or Vice President of Talent Acquisition, Management and
Development.
THANK
YOU
-Keep Safe-