Figure | shows how these HRM activities relate to each other as work, activities, and development in one area affect the focus and activities of other units. ACQUISITION DEVELOPMENT MAINTENANCE | UTILIZATION Job Analysis Training and Wage and Salary Human Recruitment * Development, Administration, Resource Selection Performance Benefits and ae Appraisal, Services, ae Placement Coping with Labor Devatopment Changing Management Technology Relations, Collective Bargaining, Discipline ‘Complaints and Grievances + [__ opsective OBJECTIVE OBJECTIVE OBJECTIVE | l | | To get the right To get the To retain To instil person for the most from the the best loyalty ‘right job ‘employee workforce among the employees OVERALL OBJECTIVE INCREASING PRODUCTIVITY Figure 1. The Major Purposes of Manpower ManagementEvolution of Human Resource Management (Atty. Arnulfo Rayos?) ___ Depending upon the culture and focus of the company and the degree of importance that the position and function of the HRM head is viewed by top management, the title may vary from personnel officer, personnel manager, industrial relations officer, vice president (VP), or senior vice president (SVP) for personnel administration or industrial relations. Whatever the job title is, the implication is that the position functions within a whole range of personnel-related activities. Changes in terminologies reflect the significance associated with the management of people in the organization as well as the broader perspective from which the field is currently viewed. As the business environment and the profit opportunities grew increasingly large, organizations began to create specialized units to cope with their hiring needs. During the 1930s and the 1940s, these units gradually began to be called personnel departments (the word personnel is from an old French word that means “person”). Such departments were usually set up as special self-contained departments charged with the responsibility of hiring new workers and administering basic HR activities like determining the appropriate pay and benefits. The recognition that HR needed to be managed separately and the creation of personnel departments also gave rise to a new type of management function—personnel management. The manager who headed the personnel department was called personnel manager.° Still, from its inception until the 1990s, personnel management was not seen as a particularly important critical function in most business organizations. Although many other managers appreciated personnel management as a necessary vehicle for hiring new employees, it was also seen primarily as a routine clerical and bookkeeping function—placing newspaper ads to recruit new employees, filling out paperwork on those employees after they were hired, and seeing that everyone got paid on time. Over the years, however, the role of HRM changed dramatically and became much more important in most organizations.‘ Human resource management emerged in the late 70s.as a reaction against the more functional approach embodied in personnel management. The change was also accompanied by a fundamental shift in management's view of its employees. Employees were no longer viewed as a group of individuals who needed to be closely supervised and managed, but rather, as a collection of human resource to be valued as a distinctive source of competitive advantage, Rapid advances in technology 7 People Management Association of the Philippines, www.pmap.org.ph + James Dulebobn et al., “The History and Evolution of Human Resource Management,” Handbook of Human Resource Management (Cambridge, Massachusetts: Blackwell Publishers, 1995). + Robert Blake, “Memories of HRD,” Training and Development (March 1995).and communication also dictated that managers carefully assess every facet of their operation to ensure that employees were being as efficient and 8 productiyg as possible. While managers were becoming increasingly concerned with ways ty improve productivity and competitiveness, they also began to realize that worker, needed to feel that their jobs were sources of personal satisfaction and growths Given the shift in competitiveness, top executives in most firms began to see that HRM practices and policies significantly affected their ability to formulate and implement strategy in any area and that other strategic decisions significantly affected the firms’ HR as well. Top HR executives in most companies today have vice presidential or executive vice presidential status and are fully contributing members of the firms’ executive committee—a group composed of key managers who make major policy decisions and set corporate strategy. Today, most employee handbooks or declarations of philosophy and principle of companies specifically state that “human resources are the greatest assets of the company.” An important by-product of this change is management behavior that no longer treats employees as mere costs but assets. To achieve success, organizations must maximize competencies—those underlying attributes or characteristics that can predict superior performance. These competencies range from tangible attributes, such as skills and knowledge, technical know-how, to intangible attitudes and values such as teamwork and flexibility. In recent years, however, human resources as assets have been assailed by management experts led by Thomas Davenport in his 1999 book Human Capital. Davenport bristles that “assets are passive — bought, sold and replaced at the whim of their owners, workers in contrast take increasingly active control over their lives. Human capital in reference to workers now takes the place of human resources.” Human capital refers to the attributes gained by a worker through education and experience. These can help the worker develop competencies, knowledge, and personality attributes that in turn could help him/her perform and produce economic value for his/her employer. With all these changes, HRM becomes even more complex because of the need to go beyond the borders which have become “borderless” because of technological innovations. All of these have raised the issues of global competition. communication, outsourcing, and downsizing which present a number of challenges and opportunities for human resource management. Main Trends in the HR Profession Human Resource and Information Technology (IT) ‘The advent of the “computer age” has greatly altered not only the availability of information but also the manner in which it is identified and acquired. Information technology deals with how information is accessed, gathered, analyzed, and communicated. Because IT is used today in almost all phases of the HR work, it is discussed early in this book. © Richard A. Starkweather, “Job Satisfaction Affects the Bottom Line,” HR Magazine (September 1998). 4‘The use of information technology in HR started four decades ago. In the sixties, HR information systems were in place and payroll administration was computerized as well. The seventies introduced the use of more powerful databases. In the eighties, we saw a greater integration of HR applications, which has increased the popularity and number of organizations using information technology in the HR functions especially as the cost of computerization dropped dramatically. The advent of the Internet and the Web generated an explosion of HR systems and applications. The increase in the use of information technology can be seen as not only driven by the need to automate HR processes and services, but actually influenced by a realization that improved delivery of HR services can become a competitive advantage of the enterprise. Organizations over the past years, as reflected in the study conducted by Fortune Magazine, show that competitive advantage will no longer be defined by better business processes but will be determined by the quality of the workforce. This has increased and intensified the war for talent. Applications of Information Technology (IT) in HR The Philippines has all the potential to be an active player in the digital domain. At present, joint government and private sector groups are unified in pushing for the development of e-commerce in the Philippines. It is seen as an important driving force that could fuel the country’s economic growth and development. Moreover, the government is positioning the country to serve as host to various service-oriented businesses particularly in the IT and related industries. This only implies that HR should not be left behind. The HR plan should be aligned with the business plan of the organization. It is then critical for HR people to understand and initiate useful IT applications in HR aligned with the company goal of efficiency and profitability. Some of these are the following: 1. Use of job boards and other similar web-based recruitment (e-recruitment) — provides accessibility to a wider range of applicants for the job and usually communicates job vacancies and application procedures. Web recruitments include resume submission, quick interactive screenings methodologies, and in some cases, online testing and experience profiling. Applicants get instant feedback on the status of their employment application. Its advantages include an improvement in recruiting efficiency, a reduction of costs, increase quality and quantity of applicants, establish, communicate and expand brand identity and more convenient on the part of the applicants. ‘The disadvantages include an increase in application quantity, but not necessarily the quality of the applicants, and losing personal relationship with the applicants. This simply means that headhunters from companies like the. Ayala Group, San Miguel Corporation, John Clements, and SGV can, by a single * Victor Magdaraog, Changing the HR Workecape (PMAP Conference, 2002).click of a mouse, scan the global arena and precisely pinpoint at any particular point in time where the best qualified candidate is located, The latest technology can locate a candidate from so many job sites that post resumes of online application. This is because many companies nowadayy use the Internet's World Wide Web to post job openings and to search for Possible recruits. An interested applicant can now apply for a job ‘online, Companies agree that they can save money by relying on the Internet rather than on recruiters or newspaper ads to hire new employees for their firms. There is a reduction of recruitment advertising cost by reformatting the advertising and placing ads on the Internet via the companies’ wob sites and recruitment sites. ._E-selection uses technology to help organizations more efficiently manage the process of identifying the -best job candidates—those who have the right knowledge, skills, and abilities for each job and who may best fit the organization. This technology can reduce the time and effort involved in selecting the most qualified applicant for the job including the use and ~ interpretation of test results. Employment kiosk provides updates on employee status and other pertinent information initiated and made by the employees themselves, This employee self-service delivery system ensures that the employee data is updated. An alternative to this web-based employee self-service application is the use of interactive voice response (IVS) systems, This service is a web- delivered application, so if the employees have access to the Internet, they can enter changes in their address, marital status, phone numbers; answer their own questions; and resolve their own issues quickly, easily, and conveniently. Passwords, document approval, and role assignments ensure that only authorized employees and personnel have access to the records to ensure confidentiality. . E-learning facilitates the learning process by providing just-in-time learning opportunities. The use of a Learning Management System (LMS) will allow HRD managers to focus on the more important aspects of their job rather than being concerned with course registration and following up attendance to training programs. Online multi-rater assessment tools cal. help managers provide immediate feedback to their team members and link feedback to development opportunities, This is a big leap and transformation in the way employees are trained and developed. The whole concept of HR training is changing due to the rise of technology-enabled webinars. Employers are saving thousands of pesos 18 employee travel. Digital tools are used to convert Paper processes in orthodox training technologies into visual interactions with simulated realities. The are even digital feedback loops where self-trained HR trainees will know, it! a blink of an eye, the feedback of their learning pace. This is the period where employers use classroom training in a virtual world. The advantages include an increase in employee flexibility, control ove learning, reduction of training costs, and better tracking and managemen! of employee training. Disadvantages include isolating the trainee that can reduce caret enhancement through networking and linkages.5, Electronic Performance Support System (EPSS) provides online * Coaching and mentoring services. Managers and employees can access Grganizational information through an EPSS application. Online formance management systems also provide managers a very effective tool to communicate and establish key result areas (KRAs), objectives, tot required competencies for employees. ‘This can make performance appraisals (PA) more objective and less biased. 6. Salary and payroll administration, for most companies, is now linked to performance management systems, time and attendance, and other employee benefits, and pay systems. This ensures timely release of salaries, wages, bonuses, and other similar compensation. An example of this is the use of time sheets. Employees can record the number of hours spent to perform a job the moment they complete their work, or whenever it is most convenient. Managers can review and approve time sheets with just a few clicks. Payroll batches are created automatically reducing data entry and ensuring timely and accurate pay processing. 7. Growth of social networking sites like Facebook and Twitter. One of the next challenges for HR executives is learning to integrate information from social networking sites. Potential benefits must be balanced with issues of privacy and data accuracy. HRM is evolving into a more technology-based profession. Technology has transformed the way in which HR offices manage and communicate with employees. In big organizations, employees see the face of HR as a portal rather than a person. With the increasing popularity of the use of intranets, wikis, webinars, blogs, and social networking sites like Facebook and Twitter, among others, employees now use these to stockpile information, work collaboratively, and share opinion and project progress. Employees can even work virtually and with teams all over the world simultaneously. This transformation of HR service delivery is known as “e-HR,” and this requires a fundamental change in the way HR professionals view their roles.” Vital questions at this point include how to use social networking data to support recruitment, internal communications, employee knowledge sharing, collaboration, and training. 8. Useofemail or electronic mail hasemerged as the heart and soul of corporate communication. Because of inbox overload and spams, it became difficult to track messages efficiently. With this development, HR department with the help of their IT experts should develop unified messaging that will allow workers to check and store emails related to work in one single inbox.* Use of IT to foster customer involvement. Because of the popularity of social media, companies started using different social networking sites where they can post company updates, service offerings, or just to let the users of the account know their company exists. With this development, HR departments should also start thinking how to use these social media to improve and enhance employee services and employee relations. * “Business Management Success,” http://www.human resources. about.con/od/ ,, businessmanagement/Business. Management. Success. htm “Fast Forward 25 Trends That Will Change the Way You Do Business Today,” Workforce (May 29, 2008), http//www.workforce.com/article/20030529/NEWS02/30529998010. Telecommuting/Teleworking is any form of substituting information technologies (such as telecommunications and/or computers) to establish remote or virtual office—the act of moving the work to the workers instead of moving the workers to work. It allows employees to work in a place with access to the Internet. With this, people will no longer have to commute every day. They will be able to send their work along “electronic highways” to their organization's main office. Teleworking closes the gap between “where people live and work.” It provides jobs near homes or transforms homes into virtual office extensions.* Benefits of Teleworking/Telecommuting 1. Employer Benefits a. Increased productivity, stimulated by lower absenteeism, higher employees’ concentration on work, and fewer distractions b. Less travel time and better use of employees’ peak efficiency time c. Decreased turnover because employee morale is higher and more work options such as job or office sharing become possible once long commutes are eliminated 4. Hiring incentive to new employees e. An opportunity to tap new labor pools such as parents with young children, persons with disabilities, and the like 2. Employee Benefits a. They save money on fuel, car maintenance, and insurance. b. A large reduction of stress c. More time for their families; more participation in their communities d. Fewer distractions on the job, greater work autonomy, and more relaxed work environment e. Closer to their workplaces and thus can save hours each day on their commute to work Human Resource Information System (HRIS) According to the book Fundamentals of Human Resource Management by DeCenzo and Robbins (2005), HRIS is a database system that keeps important information about employees in a central and accessible location. It merges HRM as a discipline and, in particular, its basic HR activities and processes with the IT field. It is an integrated system designed to provide information used in HR decision making. It is a system for gathering and maintaining data that describe the HR: transforming data into information; and reporting the information to users. Purposes of HRIS a. Toimprove the efficiency with which data on employees and HR activities are compiled b. To provide HR information more rapidly and more easily to be used in management's decision making * “Telework/Telecommuting,” Canadian Centre for Occupaional Health and Safety (2008), http! www.ccohs.ca/oshanswers/hsprograms/telework. html 12HRIS Applications ‘The following are examples of organizations who made successful use of HRIS to deal with problems related to HR and IT: 1. IBM IBM Europe utilized HRIS in order to connect their 340,000 global employees through revolutionary and engaging new company-oriented social media. HRIS has saved IBM $1.2 million per year simply by mitigating the company’s printing and mailing costs through the implementation of an online enrollment system. The online system has been tremendously well- received by employees who can now research program information and access decision support tools from their own homes. 2, Toshiba America Medical Systems Inc. (TAMS) By manipulating a streamlined and functional HRIS, Toshiba America Medical Systems Inc., moved all of their benefit information online. TAMS has created a library of documents and forms on its Human Resources portal, including the benefits guide, which earned a 2004 APEX Award for Publication Excellence. TAMS also received the 2004 Electronic Benefit Communication award given by Business Insurance Magazine for outstanding achievement in communicating employee benefits programs over the Web. Some of the Benefits of HRIS Solutions 1. Salary and Payroll Administration Payroll management is often a tedious process that requires a high level’ of accuracy, timeliness, and effective financial controls. Aligned with local statutory standards and regulatory specifications, HRIS can help keep work flow costs in check and ensure that all employees are paid on time in any circumstances. 2. HR Training It provides control of internal organization Participants to projecting training budget, course scheduling and enrollment, co training assessments and individual performance appraisals. There ie an Hhals software that can match the right individuals to specific training programs that will enhance their knowledge and skills set to add value to the company. 3. Self-service Benefits Transactions _ Employees can gain online access to their benefits package at their own leisure so they can focus on more demanding tasks at hand during office howe They can easily understand éntitloments becauso all back pay teal ee prorated amount concerning overtime, salary, and other fi clearly stated for easy reference. ear apaint mnatiate ake al training from delegating © Steven Phillip Brown, Human Resource Infor ‘mation System — ezinearticles.com/?Human-Regource-Information Syste HR ce Nees 29, 2007), http/ tion-System--- HRIS&id=70876 1Examples of HR Data Accessed by Various Stakeholders Using HRIS Job openings Application blanks Data on the company Employees Benefits enrollment and claims Print pay slips for past and current months Enroll for training and check training schedule Dependent data Download forms and templates for HR administration Retirement planning scenarios Provide feedback and view latest company news and announcements Managers: Training investment factor Cost per hire Turnover costs Executives Data for HR forecasting and costing ‘Succession plans Extemal Groups Time and attendance data Dependent health insurance status Payroll information Example of Software Jeonsoft Payroll Suite 2006" is a client-server-based integrated personnel and payroll system specifically designed for Philippine use. It is composed of three major modules, namely: time attendance system, payroll system, and HRIS system all rolled into one complete system. The system automates payroll computation while making recording and retrieval of employee records fast and easy. These illustrations are not all-encompassing. This is just to show the many changes taking place in HR because of changes in technology. As pointed out b¥ Magdaraog from SVG Development Dimension International, the HR workscape is changing and HR cannot avoid it. We can only be prepared for IT. Now, what concerns us the most is whether HR practitioners are prepared for the “e-age” °F electronic age HR management or not. The answer is inevitable. We have to be prepared, Going into the e-age is no longer an option; it is a reality, E-age can also be referred to as age of connectivity, It is a situation where we find ourselves in every day. The advent of the computer age has greatly altered, not only the availability of information, but also the manner in which it is identified and acquired. New technologies and management approaches have added to the challenges facing HR managers. " JeonSoft Solutions Enterprise, http://www jeonsoft.com/ ‘J, none While the technologien! changos affecting Hit managers are widePritt fe are more dramatic than thove rlnted to information systema, Hnformation MN are being used in HR particularly in employee training, succession P = today in compensation management, Because information tchnology is used to keep almost all phases of human resouree work, it i# a munt for Ht personnel to keel, up. The advent of the Internet and the Web has ushered in a whole new rang! HR applications, Electronic performance support ayntoms are nlno making the work of HK specialists a lot easier, Learning management ayntoma and ¢ learning offerings have also changed the way employees learn, Employee welf-nervice applications are also improving the way organizations deliver employee benefits, Thus, to be able to survive in this electronic age or e-age, we have to upgrade and equip ourselves with what technology has to offer. It is a must that we keep up with technology. Many management theorists suggest that for a firm to be successful in the Zit century, changes will be required, These theorists nuggent that predictability ina thing of the past and that the shape of tomorrow's winning organization is becoming increasingly clear, based upon quality, innovation, and flexibility.” Modern businessmen today embrace the reality of technological changes that revolutionize all ways of doing business. HR, as a strategic partner of every CKO, must become at pace, if not ahead, so that all HR systems and subsystems, hardware and software, plans and interventions, tools and techniques are compatible with the speed and the intensity of customer needs. According to Johnson and Gueutal,!’ HR is evolving into a more technology- based profession because organizations need to: streamline HR processes and reduce administrative burdens; reduce HR administration and compliance costs; * compete more effectively for global talent; improve service and access to data for employees and managers; provide real-time metrics to allow decision-makers to spot trends and manage the workforce more effectively; and enable HR to transform 0 it can play a more strategic role in the business, Labor Relations 3 Unionization and labor detion have dwindled. According to the Bureau of Labor and Employment Statistics, one of the department bureaus of the Department of Labor and Employment or DOLE, if one will look at the percentage of labor union members to total wage and salary workers, there is a notable decline from 30.7% in 1982 to 29.5% in 19933 down to 10.6% in 2009. In addition, our country’s major labor groups signed a Social Accord with employers in 2004 pledging to work together ™ Robert Reich, “The Company of the Future,” Fast Company (November 1998). http:/iwww. fastcompany.com/magazine/19/comfuture htm! ™ Richard D, Johnson and Hal G. Gueutal, Transforming HR through Technology (SHRM Foundation, 2011).and minimize strikes. Strikes with and without notice have steadily dectingy from 260 strikes with 98,585 workers involved in 1981 to 182 strikes with 55,359 involved workers in 1991, down to 43 strikes and 7,919 involved workers in 2061 and for 2009. According to the latest data available, there were only four Strikes with only 1,510 workers involved, a far cry from the data from previous years, Thi, means developing new partnerships particularly in the labor management arena significantly reduce strikes." Increase in Social Contribution Employees pay mandatory contributions in proportion to their salary. The first one is Social Security System (SSS) which takes contributions of 10.4% of monthly salary. This is less than half of the rate in the public sector under the Government Service Insurance System (GSIS) which is 21% of the monthly salary. To equalize the two, there is a proposed plan from SSS to raise its contribution rate by 04 percent to 11 percent of the monthly salary, to be equally shared by employers and workers. This would mean an increase in the maximum salary credit—the ceiling that serves as basis for contribution payments. It will be increased to P20,000 from the present P15,000 to enable workers with bigger salaries to save up for retirement through higher contributions. The increase would allow a P500 one- time grant to pensioners, a 10% across the board increase in pension, and higher computed benefits for active members.’® ‘There is also a National Health Insurance Program to make sure that employees are adequately covered by a health insurance. It will enable them to manage the rising costs of hospitalization. This, according to PhilHealth, is a sure way to lessen the impact of medical costs that can affect a company’s finances. The premium stands at 2.5% of the salary which is equally divided between the employee and the employer. Another mandatory contribution with the issuance of R.A. 9679 is the PAG- IBIG (Pagtutulungan sa Kinabukasan, Ikaw, Bangko, Industriya at Gobyerno) Fund. The contribution rates for all mandatory-covered members including OFWs are stated as follows: for those with monthly compensation of P1,500 and below, the employee share is 1% of their salary and 2% from their employer; while for those with over P1,500 monthly compensation, the share is 2% for both the employee* and the employers. The fund offers its members various benefits such as savings short-term loans, and access to housing programs.'* Application, inquiries, and processing of benefits and claims for the mentione? insurance and funds are all under the jurisdiction of HR. Even with the use TT, there are still issues and concerns about their social security benefits that employees prefer to discuss with HR. The human resource information syste? should include storage and sorting of data pertinent to their membership ®” contribution to these different government agencies. —— neues of Labor and Employment Bureau of Labor and Employment Statistic, hep" 1. ble8.dole-gov.phy i, Republic of the Philippines Social Security System, http://www.sss.gov.ph/ Home Development Mutual Fund, http://www, pagibigfund.gov.ph/ 16Business Process Outsourcing (BPO) in the Philippines and HR Outsourcing is a proven tool that can help companies improve service and better manage their operating costs and cash flow. The business process outsourcing industry or BPO is considered as one of the fastest growing business sectors in the world including the Philippines. It is an economic force that propels our country to be considered as one of the emerging global leaders in the BPO industry. The strong demand for outsourcing services is predicted to employ 1.3 million workers and generate $25 billion in export revenue by 2010 according to the Business Process Association of the Philippines (BPAP)— with finance and accounting, customer support, human resource management, and back-end support services getting the biggest shares.” Aside from being established as an ideal destination for voice outsourcing, due to the country’s largest pool of English-speaking workers, affinity with Western culture, IT infrastructure, government support, and lower operational costs, our country is poised to tap the knowledge process outsourcing (KPO) sector and become an excellent alternative for KPO tasks.'* However, in the 2007 Philippines HR Update written by Amess Gross and John Minot, they noted that HR managers still have trouble in recruiting qualified personnel for BPO operations due to insufficient language skills. Although half of the population speaks it, actual ability to speak the language varies. While the Philippines produces a lot of graduates annually, most of them do not have the skills needed in higher-value business processes. This is considered a major stumbling block for the country. Findings show that the major problem area of BPO is its attrition rate which entails higher recruitment costs, training costs, higher productivity costs, and new hire costs. This is due to BPO being considered asa part-time engagement, with no specialized skills required, high job stress, and working hour problem. Considering these are major concerns of BPO, HR department needs to formulate strategies to control its human resource for BPO. With regards to language proficiency, HR needs to design training programs that would enhance the communication skills of prospective recruits who wish to enter the field of business process outsourcing and increase sources of applicants for the job. One specific example is the case of Unilever who teamed up with Accenture HR services to provide a broad range of HR services—including payroll administration, reward administration, performance management, workforce reporting, and core HR administration in 100 countries including the Philippines. Leading companies know that human and organizational performance are key determinants to high performance—and more and more organizations are ‘using outsourcing to help them gain the most business advantage from their HR functions.'* "" PhilippinesOutsource com, http:/philippinesoutsource.com/ Karen Cayamanda, The Philippines as Emerging KPO Hub (March 25, 2010), http:/Wwww. ‘microsourcing.com/blog/the-philippines-as-emerging-kpo-hub.asp ™ Neil Cameron, “Unilever Teams with Accenture to Leverage Application and Outsourcing,” Accenture (2007), http:/fbpo.th-wuerzburg.de/images/0/f4/Case_Studie_Accenture-Unilever. pdf 17HR Departments’ Organization Charts and Structures Organizations historically divided their managers into line management and staff management, and HRM was traditionally considered to be a staff funotion, Line managers were directly responsible for the production of goods and seryicay while staff managers were responsible for an indirect or support function that would have costs but whose bottom line was leas direct. However, many organizations have blurred this distinction. Existing firma and companies have different organizational design and gravitate toward smaller ataff unite with nontraditional arrangements.” No two HR departments have exactly the same roles and responsibilitien As many as 30 or 40 separate functions may be performed by HR department staff, depending on the size and location of the organization, the makeup of the workforce, the type of industry, and the value system of top management. For some functions, the HR department may have full responsibility; for others, it may share responsibility with supervisors of other departments, In the case of a franchised operation such as a single McDonald's, the store manager generally hires new employees, and schedules and tracks working hours for employees. The franchiser or home office, in turn, generally suggests or mandates hourly wages, provides performance appraisal forms for local use, and may handle payroll services as wel A small independent business is generally operated in the same way, with the owner or general manager handling human resource duties. As the firm grows beyond a certain size, however, a separate HR unit becomes a necessity. In some organizations, the department is strictly a service and advisory operation. In others, the department director may have far-reaching decision-making authority Centralization Some organizations centralize HR. A centralized strategy locates the design and administration responsibility in a single organizational unit, Administration generally will fall to those working in various units who are often HR generalists Generalists handle all HR activities rather than specializing in a single area such as compensation or recruiting. Decentralization Decentralization gives each unit the responsibility to design and administer it own personnel system. : Organization Chart Organizations can use charts for a number of purposes, For example, HR administrations, as well as chief executive officers, corporate planners, marketiN® representatives, and others, can use such organization charts to; 1, design their department or division; 2. monitor reporting relationship; gain access to information about newly created job titles, staff duties, a"! reporting relationshiy find out how leading agencies organize their management teams and workforee™ >5. assess industry patterns; 6. examine the competition; and 7. use in business presentations and to facilitate placement decision. Suggested Web Sites for HR-related Information + International Association for Human Resource Information Management, Ine. or IHRIM http://www.ihrim.org/ + Society for Human Resource Management or SHRM http:/www.shrm.org/Pages/default.aspx + People Management Association of the Philippines or PMAP http:/www.pmap.org.ph/ + Human Resource Executive Online http://www hreonline.com/HRE/index.jsp, + hrVillage.com http://www-hrvillage.com/Case Study Keeping Up with IT Samuel is in his mid-40s and has worked for Andres Enterprises for almost 20 years. Samuel has seen the enterprise grow from just over 20 employees when he started to work for the enterprise to over 200 today. Even though Samuel has been promoted over the years and his responsibility has increased, he has recently become worried about his future at the enterprise. This has something to do with his uneasiness in the use of computers. For the past five years, this was not much of aconcern since computers were not used in any HR applications. But with Internet gaining so much popularity especially in its application in the field of HR, Samuel is starting to be restless. He feels he is no longer young to learn the new technology aside from the fact that he is having a hard time understanding the system. Because Samuel is so far behind his colleagues when it comes to using the new technology, he is shy to ask for help. To make matters worse, a memo was issued by the head of HR informing everyone to actively use the HRIS in the different HR functions, including the processing of applicants, payroll computations, and the employees’ benefits administration. Based on the article “Keeping up with IT Training” by Marianne Cherney, http:/www.astd.org/ Publications/Newsletters/Learning-Circuits/Learning-Circuits-Archives/2010/02/Keeping-Up-with- IT-Training.aspx Help Samuel solve his problem by following the steps below: 1. State Samuel's main problem. 2. Discuss the areas of consideration following the guide below. Samuels Strengths! 22 ir eI Samuel's Weaknesses: Possible Opportunities for Samuel: Possible Threats for Samuel: 3. Give your proposed solutions/alternative courses of action or ACA (minimum of three) to help Samuel overcome his problem. b. 22c ee 4, State your recommendation based on your ACA. 5. Discuss the implementation of your chosen recommendation following t guide below: 2sJob analysis is conducted to determine the responsibilities inherent in the position as well as the qualifications needed to fulfill its responsibilities. It is essential when recruiting to locate an individual having the requisite capabilities and education. Importance of Job Analysis (JA) Successful HRM practices can lead to outcomes that create competitive advantage. When properly performed, job analyses can enhance the success of HRM practices by laying the required foundation. Definition of Different Job Terms a. Position — consists of the responsibility and duties performed by an individual. There are as many positions in a firm as there are employees. b. Job—group of positions that are similar in their duties. In some instances, only one position may be involved, simply because no other similar position exists. For example, the position of the chief accountant also constitutes a job since there is only one chief accountant in the organization. c. Occupation — group of jobs that are similar as to kind of work and are found throughout an industry. An occupation is a category of work found in many firms. - 4. Job analysis — the procedure used for determining/collecting information relating to the operations and responsibility of a specific job. The end results are job description and job specifications. e. Job description — organized, factual statements of the duties and responsibilities of a specific job. It tells what is to be done, how it is done, and why. It is a list of job duties, responsibilities, reporting relationships, working conditions, and supervisory responsibilities, f. Job specifications — a written explanation of the minimum acceptable human qualities necessary for effective performance of a given job. It designates the qualities required for acceptable performance, which are requisite education, skills, personality, and so on. g. Job classification — grouping of jobs on some specified basis such as kind of work or pay. It can refer to a grouping by any selected characteristics but preferably used most often in connection with pay and job evaluation, h. Job evaluation — systematic and orderly process of determining the worth of a job in relation to other jobs. The objective is to determine the correct rate of pay. 27i. Tasks — coordinated and aggregated series of work elements used to produce g, output. = i O*Net os online resource which has replaced the Dictionary of Job Titles; list of job requirements for a very large number of jobs k. Functional job analysis — a task-based or work-oriented technique describing the work performed. 1. Position analysis questionnaire (PAQ) ~ an example of a job analy method, Job analysis provides information in several cases including the following: How much time is taken to complete basic tasks? . How are tasks grouped together into a job? How can a job be designed so that employee performance can be improved? |. What kind of skills is needed to perform a given job? 5. What kind of person is best suited to perform a certain type of job? All these information provides a foundation for other HR activities. sere Specific information Provided by Job Analysis 1. Job title and location 2. Organizational relationship — brief explanation of the number of persons supervised (if applicable) and job title of the position supervised. It also reflects supervision received. 3. Relation to other jobs — describes and outlines the coordination required by the job. 4. Job summary — condensed explanation of the content of the job. 5. Information concerning job requirements — usually provides information about machines, tools, materials, mental complexity and attention required, physical demands, and working conditions. It varies from job to job. Uses of Job Analysis Information 1. Preparing the job description and writing the job specifications The result of job analysis provides a complete description that contains job summary, the job duties and responsibilities, machine and equipment used, and some indications of the working conditions, It is also used to describe the individual traits and characteristics required in performing the job well. 2. Recruitment and selection Job analysis information is useful when searching for the right person to fill the job. It helps to seek and find the type of people that will contribute to and suit the needs of the organization. ,3. Determining the rate of compensation Job analysis information is also essential for estimating the value of and appropriate compensation for each job. This is because compensation usually depends on the job’s required skill and educational level, safety hazards, degree of responsibility, and so on, all of which are assessed through job analysis. 4, Performance appraisal It involves comparison of actual versus planned output. Job analysis information is used to identify the standards and performance objectives and specific activities to be performed against which employees are evaluated. It is used to acquire an idea of acceptable level of performance for a job. 5, Training Job analysis information is used to design training and development programs because the analysis and resulting job description show the skills and therefore the kind of training that is required. Training and development are conducted to satisfy these skills and competency requirements. 6. Career planning and development The movement of individuals into and out of positions, jobs, and occupation is a common procedure in organizations. JA provides clear and detailed information to employees on career movement. 7. Safety ‘The safety of a job depends on the proper layout, standards, equipment, and other physical conditions. What a job entails and the type of people needed contribute information to establish safe procedures so that unsafe practices can either be changed or discontinued. 8. Labor relations ‘An attempt of an employee to add or subtract from the duties listed, as a result of job analysis, is already a violation of this standard. The labor union as well as the management is interested in this matter. Controversies often result and a written record of the standard job jurisdiction is valuable in resolving such disputes. Methods Used in Job Analysis 1. Interview Job analysis information can be obtained by interviewing the job incumbent or by group interviews with group of employees doing the same job or by interviewing the supervisor who is knowledgeable about the job. Interview information is particularly valuable for professional and technical jobs that mainly involve thinking and problem solving. 2. Observation Direct observation is especially useful when jobs consist mainly of observable physical activity. Jobs like those of a janitor, production workers, and drivers are examples of these. On the other hand, observation is usually not appropriate when the job entails significant amount of mental activity, such as the work of the lawyer, financial analyst, and the like.3. Questionnaires ‘The use of questionnaires is usually the least costly method for collecting large amount of information in a short period of time. Advantages of using the questionnaire method include the information gathered is quantitative in nature and can be easily updated as the job changes. It usually includes questions asking the worker to describe the kinds of experiences, qualifications, and attitudes needed to perform the job. It also includes a detailed list of activities performed and the importance of each activity or the percentage of time spent in performing it. 4. Employee recording/use of log book This is a recording by job incumbents of job duties, frequency of the duties, and when the duties are accomplished. This can produce a complete picture of the job, especially when supplemented with subsequent interviews with the worker and the supervisor. Steps in Conducting Job Analysis STEP 1 STEP2 STEP 3 STEP 4 Examine Determine the Select job to be Collect data by the total purpose of JA. || |) analyzed. |_| using acceptable ‘organization JA techniques. ‘and the fit of each job. STEP7 STEP 6 STEPS Use information from Steps 1-6 for Job Prepare JS. Prepare JO. Design, Planning, Selection and Training, || Recruitment, Performance Apprai ‘Compensation, etc. Figure 2. Recommended Steps in Conducting Job Analysis Step 1 - Provide a broad view of how each job fits into the total fabric of the organization. This is to determine how the data will be used in HRM planning. HR managers should decide what data needs to be collected, the best method of collection, and the uses of the information in a comprehensive HRM strategy. Step 2 ~ Identify the use to which the information will be put, since this will determine the type of data to be collected and how to collect data. This requires studying the organization charts, job descriptions, and work process charts. 3‘Step 3 — Since it is usually too costly and time consuming to analyze every job, a representative sample of jobs needs to be selected. Review relevant background information such as organization charts, process charts, and existing job descriptions. Organization chart shows how the job in question relates to other jobs and where it fits in the overall organization. It should identify the title of each position and, by means of interconnecting lines, show who reports to whom in the hierarchy. Process charts show the flow of inputs to and outputs from the job under study. Existing job description can provide a starting point for building the revised job description. Step 4— This involves the actual analysis of job by collecting data on job activities, required employee behavior, education, training, experience requirements, working hours, equipment used, required job duties, process workflow, working conditions, and human traits and abilities needed to perform the job. This is done through the use of acceptable job analysis techniques. The information collected in Step 4 is then used in Step 5 and Step 6 to develop the job description and job specifications. ‘A job description and a job specification are usually two concrete products of the job analysis. Writing the Job Description The original purpose of job description is to establish the level of difficulty of a specific position for the purpose of establishing pay levels. Over the years, new directions in management thinking point to a move from duty-oriented job description to role and competency-oriented descriptions. This does not become outdated as quickly and provides both supervisor and employees clarity on the what, how, and even why of the position. In addition, it is easier to alter as the technologies, strategies, or customers’ needs change. One way to begin creating role and competency description statement is to cluster related skills like customer service competency, which may include the following entries: anticipate customer needs; deliver on time; show care and concern; and help customer evaluate needs. Converted into behavioral statements for job description, it may be stated as: “Deliver commitments or service to meet or exceed customer satisfaction” or “Show care and concern to demonstrate customer importance and value.” The value of utilizing the role and competency model is that these behaviors seldom change, even as the means of executing them evolve with modern technology or company strategy. In addition, if an employee has an objective standard to measure the performance of the job, it will be known whether oF not the standards are being met.”" ihe first and immediate product of job analysis is the job description. As indicated, this is basically descriptive and constitutes a record of existing and Pertinent job facts. These facts must be organized in some fashion in order to be ‘usable. Suggested contents are given as follows: Lo Stephen Moulton, Changing the Focus of Job Descriptions (Cooperative Organization for the ‘rclopment of Employee Selection Procedures, January 2007), www.codesp.com/user docs! sletters/issue633045378728713266 pdf - 31. Working relationship, responsibiliti . Date written . Job status — full-time/part-time including salary . Job identification ~ The identification section includes such information as job title, department, division, plant and code number of the job. Job summary — A brief one or two-sentence statement describing the purpose of the job and what outputs are expected from job incumbents, oa, and duties performed Relationship statement shows the jobholder's relationship with others inside and outside the organization. These include supervision received (to whom the job incumbent reports) and supervision exercised (who reports to the employee). Below is an example of a job description: Job Title HR Manager Reports to: Vice President of HR ‘Supervises: HR Assistant, Compensation, Analyst, and Benefits Clerk Coordinates with: All department managers and executive management ‘Outside the Company: | Recruitment agencies, DOLE, union representative Responsibilities and duties should be presented in clear and precise statements and should include essential functions and major tasks, duties and responsibilities performed. The function of each job should be identified and explained for the benefit of the jobholder. . Authority of incumbent — defines the limit of the jobholder’s authority, including his/her decision-making authority, direct supervision of other personnel, and budgetary limitation. . Competency requirements — education and experience including special skills required to perform a given job. . . Working conditions — a list of the general working conditions involved with the job, location of the job, and other relevant characteristics of the immediate work environment such as hazards and noise levels. Below is an example of a job specification:” Position Title: Chief Accountant Division! ‘Accounting Department Department: Reports to: General Manager All Department Heads "| AllAccounting Personnel ® hrVillage.com, http:liwww.hrvillage.com/ 32‘SUMMARY OF DUTIES ‘Apply principles of accounting to analyze financial information and prepare financial reports by compiling information, preparing profit and loss statements, and utilizing ‘appropriate accounting control procedures PRIMARY RESPONSIBILITIES 4. Prepare profit and loss statements and monthly closing and cost accounting reports 2. Compile and analyze financial information to prepare entries to accounts, such as general ledger accounts, and document business transactions 3. Establish, maintain, and coordinate the implementation of accounting and accounting control procedures |. Analyze and review budgets and expenditures 5. Monitor and review accounting and related system reports for accuracy and completeness 6. Prepare and review budget, revenue, expense, payroll entries, invoices, and other accounting documents 7. Analyze revenue and expenditure trends, recommend appropriate budget levels, and ensure expenditure control 8. Explain billing invoices and accounting policies to staff, vendors, and clients 9. Resolve accounting discrepancies 10. Recommend, develop, and maintain financial databases, computer software systems, and manual filing systems 11. ° Supervise the input and handling of financial data and reports for the company's automated financial systems 12. _ Interact with internal and external auditors in completing audits 13. Perform other duties as maybe assigned by the general manager from time to time KNOWLEDGE AND SKILL REQUIREMENTS 1. Knowledge of finance, accounting, budgeting, and cost control principles including generally accepted.accounting principles; knowledge of financial and accounting software applications; ability to analyze financial data and prepare financial reports, statements, and projections. This is normally acquired through @ combination of the completion of a bachelor's degree in Accounting, three to five years of accounting experience, and successful completion of CPA exams. 2. Work requires willingness to work a flexible schedule. ‘WORKING CONDITIONS Working conditions are normal for an office environment. Work may require ‘occasional weekend and/or evening work. Le Ye a he Figure 3. Example of Job Description and Job SpecificationsNew Jobs and Hot Jobs for the 21st Century” New job descriptions are appearing with increasing frequency. A cursory scan of company openings being advertised in JobStreet Philippines, an online recruitment center, gives a sense of what is happening in the job market. Of more than 700 positions listed on the site, there are several new titles including chart/board coordinator, configuration manager, device driver engineers, network administrator, network engineer, page publisher, web developer and web publisher, java programmer, e-business manager, and e-consultant to name a few. The Internet has changed the way people do things. More online shopping. for example, means more jobs in package delivery services. With more young people online, the Internet is aiso seen as a key venue for reaching the coveted youth market. ‘Those who seek work in e-commerce would be wise to seek out hot sectors such as the wireless and fiber optics industries, writes Dori Jones Yang in U.S. News and World Report. Wireless services, in fact, is one of the world’s hottest sectors, according to Employment Review Online. Rapid advances in computers and telecommunications technology are the main drivers behind the emergence of new job titles. An “auditor” is now called ‘an “e-commerce accountant.” Apparently, e-commerce accountants are those who advise companies on whether they make financial sense to sell goods and services online. The job still requires traditional accounting training and license, but to keep abreast with the times, they also need to be familiar with software and Internet technologies. In the Philippines, a number of major private and government agencies have already employed web designers, content producers, and other Internet professionals. Employment prospects and career advancement are affected by the choice of course and school, as well as academic achievement, individual aptitude, and so on. Both the academe and industry leaders agree in emphasizing the primacy of engineering and technical fields, including information technology, if one wishes to be ahead in the race for jobs years from now. Writing the Job Specifications ‘The job specification uses the job description to define the kind of human traits and experience required to do a specific job well. It shows what kind of person to recruit and for what qualities that person should be tested, Job specifications identify the minimum acceptable qualifications required for an employee to perform the job adequately. The job specification may be a separate section on the job description, a separate document entirely, or at the concluding part of the job description. The information contained in a job specification usually includes the following basic criteria: 1. knowledge — body of information one needs to perform the job; 2. skills — the capability to perform a learned motor task such as word processing skills; 3. ability — the capability needed to perform non-motor tasks such as communication abilities; ® JobStreet.com, http:/www jobstreet.com/ 34. personal characteristics — an individual's traits such as tact, assertiveness, concern for others, etc; . credentials — proof or documentation that an individual possesses certain competencies; . technical requirements — include criteria such as educational background, related work experience, and training.Seatwork ee | 1. Fillin the blanks. 1. The one in charge of conducting job analysis is what we call ne is conducted to determine the responsibility of the job as well as the qualifications needed to fulfill its responsibility. refers to the minimum qualificati ecessary : effective performance of a given job. 4 cma aa 4. Some of the uses of job analysis information include 5. Examples of new job titles as a result of e-commerce include 6. Give examples of job specifications for the following positions: a. Secretary to the general manager: b. Human resource manager: c. Job analyst: 7. Prepare the job description of the job analyst. IL Essay 1. dob analysis is often referred to as the “cornerstone” of HR management. Do you agree? Why or why not? 2. What method of job analysis do you think would be most applicable for jobs in a food chain or a mall/department store?Once there is an approved request to fill up @ position, the next step is for HR to develop an applicant pool using either internal or external recruiting. An organization needs to hire the most qualified people it can at the most competitive price. Before an organization is able to hire an individual, it must locate qualified applicants who are looking for jobs—known as establishing an applicant pool. An effective employee selection procedure is limited by the effectiveness of the recruitment process. Outstanding job candidates cannot be selected if they are not included in the applicant pool. Attracting qualified people refers to recruitment and it represents one of the major responsibilities of the HR manager. In an era when the focus of most organizations is on efficiently and effectively running the organization, recruiting the right person for the right job is a top priority. Recruitment on the Internet The Internet has truly changed the way we conduct business today. We now have the ability to do virtually everything from our computers and recruiting is one of them. Using the Internet is the fastest, simplest, and most convenient or most cost effective way to reach hundreds of thousands of qualified candidates, 24 hours a day, and 7 days a week. Responses occur instantly and the results are measurable. Different recruitment sites can provide you with statistics such as how many people looked at your job posting, how many people submitted their resumes, as well as where your job ranked with other organizations recruiting for the same position. Jobseekers have always wanted detailed job descriptiéns. They want to know what the job entails, the qualifications for the job that are more important, and what you can offer them as an organization. Recruitment sites can provide job seekers with detailed information on the qualifications you are looking for in a candidate. You can even create a customized response form to help filter your applicants further. Picking Employment Sites* Job-Hunt.Org can be a big help to recruiters, Considering there are literally thousands of Web employment sites and most of the time there is information overload, as employer, where should you post your jobs? Job-Hunt.Org provides a list of employment sites with different categories. © MedZilla, Inc., http:/www medzilla.com/ % Job-Hunt.Org. Creating an Internet Resume, http:/www job-hunt.orglinternetresume.shtiml8. Job Sites by Location — job sites with a geographic focus to help you find an appropriate local resource for your postings. b. Employment Super Sites ~ sites that provide visibility in all kinds of media, Specialty Employment Sites — sites that provide category listings depending on the vacant position. Using Employment Sites to Post Your Job Openings a. Job postings on a Web site are very different from typical newspaper ads where you are paying per word posted in the spread. b. You are not restricted by the number of words you can use in your description, and most employment sites have search engines for applicants to use in finding job postings. c. You can offer as many ways as possible for the applicant to reach you, e.g, phone, fax, email, and “snail mail” with your complete address. d. You can respond immediately with an acknowledgment, personalized if possible, to the applicant via email. Online Job Search for Applicants 1, Identify the jobs, employers, and locations that interest you, and then find out where you can submit your application based on your qualifications. The Web is a treasure of useful information. Job-Hunt’s “Pick Your Next Employer” section has links to how-to articles, directories of employer Web sites, and list of potential employers. 2. Read the “Know BEFORE You Go (or Apply)” series of articles by Job-Hunt's research expert Parmelee Eastman about choosing the best potential employers, and gathering necessary information to prepare a cover letter, and how to impress interviewers with your knowledge of them and their organization. 3. Once you know the job you want and have collected the necessary information about the job and your prospective employer, you need to create your resume, learn how to coniplete online forms, and customize your LinkedIn Profile or your personal resume Web page with “keywords” for recruiters to find. 4. Establish an email account, different from the one you use in your job or your school. Use this personal account that your current employer cannot read and enable potential employers and other job search contacts to stay in touch with you easily and safely. Tips to Job Applicants to Avoid Illegal Recruitment? - Donot apply at recruitment agencies not licensed by POEA or the Philippine Overseas Employment Administration. 2. Do not deal with lic ed agencies without job orders. 3. Do not deal with any person who is not an authorized representative of @ licensed agency. * MabuhayCity.com, http:/mabuhaycity.com/index.php?page=resources&esection9. 10. Do not transact business outside the registered address of the agen®> bat recruitment is conducted in the province, check if the agency has a provincia recruitment authority. . Do not pay more than the allowed placement fee. It should be equivalent to one-month salary, exclusive of documentation and processing costs. Do not pay any placement fee unless you have a valid employment contract and an official receipt. Do not be enticed by ads or brochures requiring you to reply to a post office (P.0.) box, and to enclose payment for processing of papers. : Do not deal with training centers and travel agencies, which promise overseas employment. Do not accept a tourist visa. Do not deal with fixers. Recruitment Process/Recruitment Plan This plan is an effort to quickly fill the HR request with an individual who first satisfies the job specifications. 1 Formulating a recruiting strategy This is a choice between internal and external recruiting strategy. Comparison of Promotion from Within (Internal Hiring) versus External Hiring Promotion from Within + Provides greater motivation for good Promotes inbreeding (narrowing of Performance thinking and stale ideas) > Provides greater promotion opportunities for | + Creates political in-fighting and present employees pressures to compete + Improves morale and organizational loyally |+ Requires a strong management development program > Enables employee to perform the new job [+ Creates a homogenous workforce with little loss of time + Familiar with the organization on how it operates 4 External Hiring * Provides new ideas and new insights _|+ Loss of time due to adjustment + Allows employee to make changes * Destroys incentive of present employees without having to please constituent to sive for promotions te groups * Does not change the present * No information is available if the organizational hierarchy applicant can blend with the rest of the group, 432. 3. 4. a Searching for job applicants ‘The applicant search may involve traditional recruiting methods op through the use of e-recruitment Screening applicants Applicants should be screened to eliminate individuals who are obviously unqualified. Maintaining an applicant pool Applicant pool consists of individuals who have expressed an interes, in pursuing a job opening and who might be feasible candidates for the position. Sources of Applicants A. Internal Sources — the use of promotion from within taking into consideration the advantages and disadvantages. Companies use job posting and job bidding to inform employees of job vacancies. For companies using IT, they have portals which are accessible to all employees. Although the use of portals may not be applicable for small organizations, one has to always take note that to fill an opening, it is better to look at the current employees first. B. Referrals — present employees are asked to encourage friends and relatives to apply. Thisis the most often used recruiting tool in small organizations. C. External Sources L 2 2 5 6. Job advertisement — placement of help-wanted advertisements in newspapers, trade and professional publications, or on radio and television. Employment centers or agencies — agencies that charge a fee for each applicant they place. . Campus recruitment — a primary source for entry-level job candidates. This is usually coordinated with the university or college placement center. Internships — for students with practicum or on-the-job training, this can help them in honing their business skills, check out potential employers, and Jearn more about their likes and dislikes when it comes to choosing careers. For employers, they can use their interns to make useful contribution while they are being evaluated as possible full-time employees. Job fairs/special events recruiting — joining or sponsoring employment fairs. Online recruitment/e-recruitment Alternatives to Recruiting i. Subcontracting/outsourcing ~ subcontract work to another organization wherein the organization loses some of its control over work that 18 outsourced. The company takes full operational responsibility for performin8 that function rather than just supplying the personnel. This is now the trend for most companies to avoid recruitment of additional employees.2 Overtime — used to avoid the incremental costs of recruiting and hiring additional employees for a short period of time. Temporary help — use of temporary help services to fill the needs of companies on a temporary basis. When the company is downsizing, temporary employees create a flexible staff that can be laid off easily and recalled when necessary. 4. Employee leasing — similar to temporary help agency but employees are not temporary. Leasing companies issue the workers’ paychecks, take care of personnel matters, ensure compliance with workplace regulations, and provide the required employee benefits. 3. Writing a Resume A curriculum vitae is a document that describes your qualifications, including but not limited to your profile, goals, skills, education, and professional experience. An employer mostly sees a preview of how you can contribute to their company. A brief resume gives your employer what you can offer them if they hire you. For employers, the resume is a screening device. Big corporations get thousands of them every year so you have to get their attention and show your prospective employer that your resume is worth a second look. Resume writing is a critical task. People are always confused about resume writing. They don’t know what to write in a resume and what not to write. To get the attention of those in charge with recruitment, you need to use words that would highlight what you do best since your resume is the first step in “marketing” yourself to your perspective employer. In terms of style and format, keep in mind'the position and the company where you are applying. Different Parts of Your Resume 1. Name, Address, and Telephone Number ~ These should be on top for companies to remember your name. If possible, use a font size larger than what is used on the rest of your resume, Example: DR. CRISPINA RAFOL CORPUZ ‘Ambid St. Biluso, Silang, Cavite 00226155973 fenny104@yahoo.com creorpuz@disd.edu.ph 2, Job Objective - This is crucial because it informs the employer if there is a match between the job vacancy and what you can offer. If you-can offer what the employer is looking for, he/she will read on.Example: ‘Seek a position as an HR manager using my Ph.D. in HRM and proven track record in human resource management in both industry and the academe, ‘Seek a position as an advertising sales representative using my academic ‘background, proven sales skills, and retail experience. 3. Education ~ List your educational experience in reverse chronologica| order. Include a high GPA and any honors and awards received. List the key courses relevant to the job you are seeking. Example: University of Santo Tomas » PhD. in HRM GPA: 1.25 MS in HRM GPA: 1.5 Management Research, Cooperative Management. Honors and Awards Received: ‘Magna Cum Laude (Ph.D. HRM, UST) College and Deans List Scholar (UP Baguio) Regional Finalist, Metrobank Outstanding Teacher CHIMES Awardee, De La Salle University-Dasmarifias 4. Skills - Employers want to know what skills you have. Highlight the main skills required of the position you are seeking. By doing so, you increase your chances of creating a match in the employer's mind. Use STAR— Situation, Technique, Action, Results—as a guide and template. Positive results create positive reactions. If you can quantify your results, you are talking in a language employers understand. Example: Prepared the Personnel Policy Manual of Caffmaco and the Personnel Policy Manual for Silang Municipal Employees. Prepared a textbook in Human Management (181, 2nd, and 3rd edition) and the Human Resource Marwsal for Cooperatives5, Work Experience — List in reverse chronological order. Play up your work if it is career-related or requires skills you want to emphasize. Whenever possible, use job descriptions that are results-oriented. Example: Employment Background: Caffmaco Feeds Inc. Personnel Officer Duties: Prepared the personnel policy manual Updated the company’s job description Initiated training programs to enhance the skills of the employees Revised and updated the performance appraisal methods and the salary scale by means of conducting wage and salary survey 6. Communication Skills Example: Reinforced and interpreted company procedures and policies to newly hired employees during orientation. 7. References — Choose them carefully. The trend is not to include the references on the resume. It is better to use every precious inch of space to promote yourself. Initially, you can just place there that references are available upon request. Web Sites for Philippine and Overseas Jobs esljobsworld.com Excellent web site for Filipinos to find English teaching jobs abroad WorkAbroad.ph Overseas jobs for Filipinos posted by Philippine recruitment agencies licensed by POEA Poea.gov.ph ‘The official web site of the Philippine Overseas Employment Administration which contains overseas job vacancies jobstreet.com.ph The site of JobStreet Philippines which is part of JobStreet Network. You can expand your job search out of Philippines by going to other JobStreet sites. ' bestjobsph.com 1 Best Jobs Philippines, a Philippine job listing site with mostly local, but also overseas jobsphil-job.net overnment site for Philippine jobs sponsored by Department Employment, with significant number of job listings in the Monster.com a This job site mostly posts U.S. jobs. Occasionally, it posts professiona) jobs in the Philippines recruited by multinational companies. GoAbroad.com eae This job site includes teaching jobs, jobs in hospitality industry, ang other entry-level professional jobs. www.bayt.com ie das ea It is the top source for jobs in the Middle East. The job si sections like My Workspace, Find Joba, Post CV, Career Resources, Employers, ete. www.naukrigulf.com ae eee | A leading Dubai job site which has categories like Sea: , Job | Seekers ‘ork Serecs reals, ‘and Post resume. Browse jobs by keyword, | experience, location, and functional area. It is among the fastest growing job web sites in the gulf. GulfTalent.com Professional jobs in Dubai and other Middle East regions | jobs.theemiratesnetwork.com It is a one-stop destination for the job seekers and the employers across Emirates and Middle East. The site is divided into sections: Job Search by Company, Advanced Job Search, My Account, Career Tools, etc. jobsindubai.com It is a premier job site of Dubai and claims to be the largest e-recruitment service. Browse the jobs and also go through the categories featured in the web site like Employers, Career Centre, Login, etc. www.uaedubaijobs.com ___This is a leading job site of Dubai. The job seeker can browse jobs by industries like banking, customer service, finance, healthcare, j and many others. The site features Your Searches, Your Jobs, Resources, Link To Us, ete. ReeruitGulf.com coat as the job openings in Dubai and Gulf, You can search jobs by y or agency. The section i users oF SaPAIY of 26 lot Jobs is very helpful to the DubaiJobs.Net ‘This job site has categories like Urgent Jobs, Jobs in Dubai Search, etc. It offers job listings in the c i tis Hospitality, Admit inthe satonoriag like Information Technology, Hospitalit uaestaffing.com ._ lt is the largest job site in UAE, It features the latest jobs in Dubai which include IT, Marketing, Administration, and many more. www.gulfconstructionjobs.com Current construction job v: the Gulf re;Case Study Recruiting a New Production Manager Javier's Enterprises manufacture a variety of food products, Analisa Rafol had been the production manager for the past two years after being promoted to the position. Unfortunately, she is failing in her job. She has been with the company since it started 18 years ago and because of her exceptional performance record, she had been promoted many times. Javier's Enterprises started as a family business and has followed a policy of promotion from within to motivate employees and give them new opportunities to learn and grow. The company is continuing to expand into foreign markets and it is essential that the production department adopts the latest technology and production processes. Top management is convinced that the job demands someone who has been educated in manufacturing technology and who has at least two years of experience. They are divided, however, on how to handle this problem. One executive thinks the job should be given to one of the production supervisors who is bright and capable and could probably acquire the knowledge and skills needed to be a good production manager and still preserve the company’s tradition of promoting from within. Another executive thinks the company should advertise the job to solicit a large number of applicants with excellent qualifications. Answer the following questions: 1, How valuable is the tradition of promotion from within and how disruptive will it be to deviate from the tradition? What are the advantages and risks of promoting from within in this situation? 2. As head of HR, how are you going to handle the problem of the incumbent production manager, Analisa Rafol, considering she rose from the ranks because of exceptional performance record? 3. If the company decides to recruit from outside, what are the best external recruiting sources for finding a new production manager?Job analysis, human resource planning, and recruitment are necessary prerequisites to the selection process. The selection process begins when recruiting programs have developed a number of applicants for available job openings. Before the selection process begins, a profile of characteristics required for successful performance should be developed for the job specification. These include the technical, interpersonal, and personal requirements of the job discussed earlier in this book. Why Selection Process is Important 1, Performance always depends in part on employees. Those who do not have the right skills will not perform effectively and the overall performance in turn will suffer. The time to screen out undesirable performers is before they become part of the organization, not after. 2. It is costly to recruit and hire employees. 8. Company objectives are better achieved by workers who have been properly selected based on their qualifications. 4. An incompetent worker is a liability to the company causing direct losses in terms of substandard performance and low productivity, and sometimes a potential source of problems to management, his/her coworkers, and customers. 5. Applicants have varying degree of intelligence, aptitudes, and abilities. 6. Labor laws protect employees making it difficult to terminate or dismiss an incompetent employee. i Selection Process” 1. Define the job before hiring an employee. This is where job analysis will come in handy. This will help you prepare the job description and job specifications which in turn will define the recruitment strategy. 2. Review application form and credentials carefully. This provides basic employment information that can be used to screen out unqualified applications. Screen all applicants against a list of qualifications, skills, experience, and characteristics required by the job, Take note of the following information during your review of application form: a, Employment gaps. These gaps include dates of employment listed only in years so that the actual day and month of employment ending are masked. enna cnr * Employer Review of Resumes, Cover Letters, Job Applications, http://humanresources.about,com/ od/job-application-review/job-application-review.htms man and punctuation, Attention to details such : See ciscnetn polling, and punctuation do set a eandidate thos the pack, Bailure to shine in these details on their resume and application should be noted by the employer. Boidence that a career has gone backwards or plateaued, Ina Arey that is progressing successfully, an applicant's resume should show eviden,, that job titles and job deseription have improved ax the year progresses, @. Failure to follow directions, Kuilure to follow direction» is not just 4 waste of time but it can be harmful oxpecially to job applicants because the employer might think the applicant doos not have the ability to work in gy organized and effective manner, e Failing to include a cover letter, Submitting a high-quality cover Lette with your resume can spell the difference, Failing to inelude one would entail failing to demonstrate how you stand out from the rest of the applicants, Resume Reviewing a resume starts with a job description or role profile 80 you know broadly what the job entails, It should show details about the qualifications and experience of the candidate you seek to fill the job, Cover Letters Job searching specialists and career counselors recommend that job applicants write a customized cover letter to accompany each resume sent to an employer. A cover letter saves you time, connects the candidate's relevant experience to the advertised job, and provides insight into the candidate’s skills, characteristics, and experience. Employment Application Employers use the employment application to gather’ consistent data about prospective employees. While the format for resumes and cover letters changes from person to person, the employment application collects consistent information in a uniform format from every applicant. . Employment interview. This provides the hiring supervisor the opportunity to review candidates’ qualifications and determine thoir suitability for the Position. It also provides candidates with the chance to learn about the position and its requirements and present information on their skills and ‘experience. Preparation for the Interview Supervisors and other personnel in the departments who are involved i the interview should prepare in advance for the interview by: « * developing a list of core questions which will be asked of all candidate® interviewed; * reviewing the requirements for the position and comparing them with the applications and resumes of candidates; and * taking note of areas in the person's job history whore clarification needed.Interview Format The interview format should be the same for all candidates. + The same basic questions relating to the job should be asked. + Candidates should be allowed to see the workplace if that is relevant. + The essential functions and other requirements for the position should be described to each candidate; candidates should be asked if they can perform those functions. + Ifatall possible, all candidates should be interviewed by the same people. . Employment testing. Employers often use tests. and other selection procedures to screen applicants for hiring and employees for promotion. There are many different types of tests and selection procedures, including cognitive tests, personality tests, medical examinations, credit checks, and criminal background checks. The use of tests and other selection procedures are very effective means of determining which applicants or employees are most qualified for a particular job. Cognitive tests assess reasoning, memory, perceptual speed and accuracy, and skills in arithmetic and reading comprehension, as well as knowledge of a particular function or job. + Physical ability tests/test of motor and physical abilities measure the physical ability to perform a particular task or the strength of specific muscle groups, as well as strength and stamina in general. + Sample job tasks (e.g., performance tests, simulations, work samples, and realistic job previews) assess performance and aptitude on particular tasks. + Medical inquiries and physical examinations, including psychological tests, assess physical or mental health. + Personiality tests and integrity tests assess the degree to which a person has certain traits or dispositions (e.g., dependability, cooperativeness, safety) or aim to predict the likelihood that a person will engage in certain conduct (e.g., theft, absenteeism). + English proficiency tests determine English fluency, Background investigation/reference checking. This is done to verify the accuracy of factual information previously provided by the applicant to uncover damaging background information such as criminal records and violent behavior. More employers get these information from the following: a. Personal references b. School records c. Previous employment records ‘The verification of the information provided by the applicant is important because in some cases, information supplied on the application form may be false or misleading: 5S6. Final interview 2 |, Selection decision Physical examination. It determines if the applicant qualifies for physical requirements of the position and to discover any medical limitation, that should be taken into account in placing the applicant, . Final employment decision/placement on the job. This is the decisicn, to accept or reject the applicant based on the results of the physica) examination and a value judgment based on all the information gathered jp, the previous steps. Step 1 ~J0b Analysis to Prepare Job Description and Job SpeciicationCase Study Test Scores versus Letter of Recommendation Vangie Villela, the personnel officer of Caffmaco Feeds, quickly realized the dilemma she faced as she received the application file of Angela Joy. Angela Joy had applied for a position at the sales and marketing department because several openings in that department still remained. However, Vangie was unsure whether ‘Angela Joy would be able to learn the job and do it well. ‘Angela Joy’s application indicated that she was a recent commerce graduate who never had a full-time job. Her best recommendation was a letter from Mr. Max Ditangan, the general manager of the company. Max described Angela Joy as an excellent worker and “the kind of person our company ought to employ.” Angela Joy had been a babysitter for the Ditangan family and lived on the same street. Although Angela Joy's application and letter of recommendation were very positive, Vangie doubted that she would succeed at the department. Her test scores were way below the normal cutoff levels. Angela Joy probably would be a very pleasant and cooperative employee and hiring her would please Mr. Ditangan. But could she do the job? Inspired by the case study found in www.scribd.com/doc/21791869/Recruitment-Selection-Process- Project-Report 1. Should Vangie disregard the test scores and hire Angela Joy? Explain your decision. 2. Would it be kind to hire or not to hire Angela Joy? 3. What is your recommendation to help Vangie solve this problem? Useful web sites: Employee Selection and Development Inc. http://www.employeeselect.com/ Staffing-and-Recruiting-Essentials.com http://www.staffing-and-recruiting-essentials.com/