HUMAN RESOURCE MANAGEMENT: THE

PERSONNEL PROCESS
Human Resource/ personnel department
 Organizational entity charged with guiding the I. Personnel Needs Assessment
institution in its relationship with its  Need- root of any employment decision
employees  reasons (need for a worker):
 Activities needed:  another employee’s departure
1. Designing and overseeing wage, salary, and  increase workload
payroll functions  change in work process requires special
2. Recruiting and hiring staff skills or training
3. Planning and budgeting for personnel  Role of manager :
4. Administering benefit programs  specify type of person required
5. Handling grievance and discipline  justify need
problems  Obtain authorization
6. Assuring compliance with laws and  Groundwork for needs assessment and
company policies justification must be completed during job
7. Maintaining employee records analysis process and in the preparation of job
Personnel process description.
 Job specification sheet – abstracted from job
 Represents the individual’s relationship with the description, contains only the qualifications
organization from recruitment to final necessary to design a recruitment plan, includes:
separation. 1. Knowledge
Needs Assessment 2. Skills
3. Professional or legal certifications
 Job specification 4. Physical attributes
 Budget authorization 5. Working conditions
Recruitment  If the position has been already authorized
during the budgeting process, obtaining
 Application pool: file/advertisment
approval may be formaliyy
 Employment tests
 A more detailed justification is required if
 Reference/ records verification
manager seeks to increase staffin levels because
 Interview
of changes in workload or technology
 Legal/ regulatory requirements
II. Recruitment, Selection and Employment
Selection
 Hiring process- major function of human
 Qualifications review resources department.
 Job offer: salary/ benefits  Two responsibilities of HR:
Employment 1. Compliance with federal, state, and local
requirements and regulations and meets the
 Pre-employment screening social and ethical issues in hiring process
 Payroll registration 2. Fulfill workforce needs by recruiting
Orientation qualified candidates
 Company/ dept. policies A. Legal and Regulatory Requirements
 Job description/ duties  Myriad laws, executive orders, rules and
 workplace / staff regulations govern the relationship between
Human resources Management an organization and its employees
 These mandates touch every aspect of the
 Salary and wage administration management process
 staffing/ schedule  Government regulations define what an
 Performance monitoring/ evaluation employer can, must, and cannot do
 Labor relations  The regulations are also directly reflected in
 Professional growth and development and strongly influence the design of:
Separation 1. application form,
 Exit interview 2. Recruitment strategy
 Payroll severance 3. Conduct of employment interview
 Equal Employment Opportunity
Employment Termination Commission (EEOC)- federal agency forbids
 References questions that are subject to discrimination of
 File Maintenance the employee
 TYPES OF DISCRIMINATION (EEOC)
Needs Assessment
1. Disparate treatment- occurs when a
protected class of individuals unequal
treatment (intentional)
2. Disparate impact- when an employer’s
actions affect a protected class differently
from other groups (unintentional)
B. Recruitment
 Recruiting
- locating and attracting qualified job
applicants
- searching stage
- build a pool of candidates
 Labor Market
-total number or pool of potential
employees qualified to perform a job
- recruitment objective is highly dependent
on Labor market conditions
Ex.
o Acute shortage of personnel
(Medical technologist)  tight labor
market
o Pool of applicants is large  open
labor market
- two sources of recruits:
1. candidates known to the manager or HR
dept. (personal knowledge, applications on
file)
2. candidates solicited through an internal
or external recruitment
 Recruitment strategies center on techniques
that are targeted toward candidates inside or
outside the org.
• Inside Sources ( current employee)
a. Lateral- change in duties
b. Vertical - improved position/
promotion
- employee database must be available from
the performance appraisal systems and the
employee development program.
-Inside candidates may be found through
1. Personnel records (application files,
transfer requests)
2. Job posting and bidding
3. Recall from layoff
4. Promote from within policies
- advantages:
1. continuity in administration and services
2. current employees have shown their
loyalty and long-term commitment
3. company takes advantage of the
investment in the individual
4. minimal orientation and training time and
expenses needed
• Outside Recruitment
-expensive and time consuming
- magnified by the availability or shortage of
suitable candidates
- Reasons for outside recruitment:
1. acquisition of new skills, knowledge
and expertise
2. need for improvement in
performance (unhappy with
management)
3. no suitable in-house candidate
4. low morale, group dissension or
rivalry
5. worthy candidate may be
somewhere else
6. first time managers have high failure
late (80% new supervisors fail)
Approaches to outside recruitment
1. Advertising
2. Sign-up bonuses (e.g used by
networking)
3. Employment agencies
 Government employment agencies
 Private placement agencies and
executive firms
4. Educational institutions
5. Unsolicited applications / chance
walk-ins
6. Professional organizations (e.g. labor
unions, PAMET)
 Selection process
 this begins when the application pool begins
to grow and recruitment drive draws to a
close
 applications are sorted out and a preliminary
screen is conducted
 eliminates those who does not meet the job
specifications
C. Reference Checks - References are
professional remarks that vouch your
qualities for a job. Such references are
important to verify the training, qualifications
and experience claimed by the applicant.
In spite of this, it is controversial because of
the below details:
1. Reluctance of employers to provide a
negative recommendation;
2. Tendency of any job applicant to
include only positive references.
3. Issues regarding the confidentiality of
personal background information.
D. Employment test- standardized measures
of attributes and skills of potential
employees
– They are used to assess the skill level
of a candidate.
– Not all skills require employment
tests – the presence of a license or a
certificate is suitable for some job
specifications
 - common: jobs w/ manual skills  Advantages: Conversation flow can
- occasionally: for top management be spontaneous and with candor.
- rarely: testing knowledge level Follow-up questions can be easy.
Pre-employment test – part of  Disadvantages: Requires
registration process of new employees considerable skill and effort on the
who have already been offered a position Interviewer to keep the subject and
information obtained relevant.
- ex. : drug test, medical screens 3. Stress interviews
 This interview approach is designed
E. Preliminary Screening - Once a pool of
to elicit a response to generate
candidates has been found and their
considerable pressure on an
qualifications checked, a list of qualified
individual and test related skills. It is
candidates can be selected for interview
based on their skills and if they are best- designed to see how individuals
suited for the role. handle under pressure, and if they
- No of persons interviewed depend on : have the right emotional capability
(1) Strength of application and attitude to handle the job
(2) Attractiveness of available position opening.
(3)Receptiveness of those issued an (e.g. panel interview technique,
invitations intimidating situations such as police
and military, problem solving
F. Employment Interview
sessions)
An Employment Interview is a formal
These strategies can be used either by a
conversation designed to meet the following
single interviewer, or in a team approach,
general goals:
where multiple interviewers communicate
– Meeting and beginning a relationship;
with the candidate. The three strategies are
– Exchanging information;
often used hand-in-hand.
– Verifying credentials;
– Comparing with other candidates;
– Evaluating suitability;
The Interview Process – There are six
– Predicting performance and
components that correlate with the interview
probability of success in the offered
goals, these are:
job role.
1. Preparation  Preparation includes
An Employment Interview is best done face to
reviewing information about the job
face, but there are situations where a long-
(job description) and data submitted
distance interview needs to be done.
by candidate. By becoming familiar with
this material, the interviewer can
Interview Strategies – Employment
identify areas and specific items to ask
interviews are best done with a particular
to fill in information gaps.
approach to obtain useful data.
Data submitted by candidate can be:
1. Structured (Patterned) Interviews
resume, application, references, and
 Patterned Interviews - Have a
communication contacts
predetermined format and list of
2. Establishing Rapport  Candidates
questions, usually with a
are typically nervous on interviews; to
standardized checklist or interview
establish rapport is to relax the
form.
candidate. The candidate is also
 Advantages: Easier to compare
creating opinions of the interviewer, so
answers with other candidates
this is important to provide good first
 Disadvantages: can hinder
impressions.
conversational flow and
3. Questioning & Information Exchange
information gathering.
 The primary goal of an interview is
2. Unstructured Interviews with a
to allow both parties to obtain as much
Broad Agenda
information about the applicant/job as
 These are not interviews without a
possible. Interviewers must make sure
goal. Rather, a broad agenda should
to avoid discriminatory topics.
be defined, then questions should
Types of question: open, reflective,
follow the idea. Both the
directive
interviewer and interviewee are
4. Listening (crucial)  There is no point
free to discuss issues.
asking questions when one does not
 listen to the points raised by the
candidate regarding your questions. It
assures understanding, clarifies intent,
and demonstrates interest.
5. Closing and Follow-Up 
Interviewers can provide a brief review
of points discussed to clarify
information is correct, and should offer
an opportunity for the interviewee to
ask questions.
6. Evaluation  After the close of the
meeting, the interviewee’s responses
should be assessed against the data
provided. Salient points to discuss are
the interviewer’s impressions on the
employee, areas that may be a red flag
with regards to their resume, etc.
G. Matching Jobs with People
As the needs are assessed during the start of the
process and the job description defined, based on
the data obtained on the interviews, the jobs can
be matched to people according to these
methods:
•Process of Elimination/Comparison
Applicants are weeded out and the most
desirable person is identified, based on
predictive weight given to their
qualifications and interview ratings.
•Prioritizing/Ranking Procedures
Candidates are placed in order according
to their desirability, as determined by the
manager making the hiring decision.
As with all decision-making procedures, one must
be aware of errors or biases when selecting the
right candidate for the job. These are the common
errors:
•Halo Effect
A particular aspect/ qualification (usually
singular) overshadows – either favorably
or unfavorably – the other factors.
•Recency Effect
Candidates (interviewed at the end) are
given inappropriate consideration as they
are still fresh in the mind of the
interviewer/manager.
H. Job Offer and Hiring Decision
The final step of the ‘Hiring Process,’ once the
selection process is finished, the decision about
the job offer can be made.
If the candidate accepts the offer, the hiring
process can be concluded.
If the candidate declines the offer, and the offer
cannot be negotiated, the process may begin
anew or the offer may be provided to the next
choice.
ORIENTATION
 Orientation is the introduction of new employees
to the organization and their duties.
 It is the beginning of the process of professional
development and training.
 In this stage, the rights, privileges,
responsibilities and expectations of both parties
are clarified.
A typical Orientation explains the ff:
• Organizational Overview  a general review
of the policies and procedures that applies to all
employees in the organization.
• Department Orientation  Policies for the
related departments are described to the
employee, including rules governing expected
behavior.
• Specific Job Duties  Here, the employee is
informed what is going to be expected of them
regarding how they do their job duties.
Whether it be to handle clerical tasks, or to do
research in a lab, it is described here.
Methods :
1. Formal meeting and training session
2. Supervisor-directed session
3. Checklist approach
4. Buddy or sponsor system
HUMAN RESOURCE MANAGEMENT
 Orientation is only the start of the professional
relationship between the new employee and the
company.
 The supervisor and the personnel department
have the responsibility to ensure the well-being of
this association and the productivity and
coherence of the workforce.
This is called Human Resources Management.
There are 4 components to Human Resources
Management:
• Wage and Salary Administration
• Staffing and Scheduling
• Performance Monitoring
• Labor Relations
A. Wage & Salary Administration
The most visible aspect of the personnel
process, Wage & Salaries represents the
physical evidence of an employee’s rewards
for doing work.
 Wages can have tremendous impact on the
economic and motivational well-being of an
employee.
The objectives for Wage & Salary
Administration include:
– Recruiting a highly-skilled and
qualified staff
– Maintaining a stable workforce
– Maximizing productivity through
incentive plans that reward desired
behavior
– Controlling labor costs
– Complying with legal regulations
– Meeting social/cultural expectations
and goals.
• Components of a Wage & Salary Plan
– Actual Paycheck;  The amount of money
employees can take home. Paychecks
include discretionary income, the net salary
after mandatory payments required by law
(taxes).
Paychecks include discretionary income,
the net salary after mandatory payments
required by law (taxes).
– Benefits Package;  Supplements to the
cash payments that encourage employee’s
compensation package/salary plan.
Samples: Medical, Life, Disability Insurance,
PTO for sickness, vacation leaves, etc.
o Cafeteria Benefits Plan: Allows
employees to select their benefits plan
based on an allocated budget for their
benefits package.
– Perquisites (Perks) associated with the
position.  Subtle advantages a particular
position offers, such as personal secretaries,
reserved parking spaces, company cars, etc.
• Regulations that affect Employee
Compensation
Regulations by the government affect
compensation plans in an effort to protect
and improve employee welfare.
– Minimum Wage Rates
– Child Labor Provisions  provisions
that protect employees the age of 16
and below where applicable, This
includes preventing them from doing
hazardous work, and the work hours
of their shifts.
– Overtime Payment, etc.
B. Wage Determination Methods
To obtain data for desired wages, a company
can perform the following to analyze if their
rates are competitive.
– External Comparison  conducting
a wage survey by performing one or
more of the following
Written/Telephone questionnaires to
learn more about salaries for a role
and how much each company is
paying for their workers Informal
surveys by checking with personal
networks Professional Organizations,
journals, those that indicate average
salary, Interviews and Exit interviews
about salaries offered by competing
companies.
– Internal Analysis  Internal
Comparison – Analyzing data from
within, basing on the differentials from
new recruits and senior workers and
through the use of Job Evaluations. Job
evaluations obtain data based on how
employees rank their jobs, grade/classify
their jobs, utilize a point system of grading
job workloads vs the pay, among other
things, or using a factor comparison –
comparing to other jobs in the company.
o Job Evaluations
– Incentive Programs  are used to
reward desirable behavior and maintain
productivity for good work.
o Piecework - Bonuses by the number of
tasks performed or pieces produced.
This encourages quantity over quality.
(e.g. cytotechnologist)
o Commissions – A pay-plus system (pay
+ incentive), where basic pay plus an
additional requirement if met merits an
additional amount of pay to the
employee. (e.g laboratory supply sales
person, reference lab representatives
o Bonuses – Some bonuses are doled out
in stocks for higher management, and
allows them to trade in stock options.
For the purpose of stocks, this
encourages executives to increase the
value of their company to increase the
value of their bonus.
o Merit Raises – After a performance
appraisal, a bonus is provided based on
the results of the performance review.
o Maturity Curves – It considers the
employee’s performance and
experience and provides an equivalent
incentive.
o Perks – Simple and inexpensive
bonuses, usually in small financial
gratuities involved in milestones such
as Employee of the Month titles.
C. Staffing, Scheduling & Performance
Monitoring
 In brief, these components of the personnel
process represent how the company directs
its functions and interacts with its members.
Staffing and Scheduling concerns with how
many of a particular job role they would
assign on a given date.
Performance Monitoring concerns itself with
gauging an employee’s performance, and if
needed, issue an action plan.
D. Labor Relations
 Formally, it refers to the company’s dealings
with labor unions.
 In actual practice, it refers to how the
organization views and treats its employees–
particularly the way it handles grievances and
policies in a fair manner.
• Closed Shop Companies refer to
companies that require the employee to
be a member of a union to be employed.
• Open Shop Companies refer to
companies that do not require
employees to be joined to a labor union.
When employees resign voluntarily or
involuntarily, this stage of the personnel
process is to ensure the needed paperwork to
formally end the business relationship between
employee and employer is completed.
After the employee submits a notice of
resignation, they would have to undergo an
Exit Interview – to outline why the employee
resigned. Exit Interviews are used to identify
key areas for improvement within the company
to help with its Needs Assessment. These are
done to get a reason why the employee
resigned from the company.
The data gained can be used as feedback for
process improvement, and is usually done in
batches instead of isolated cases.

E.Professional Growth & Development

 If recruitment concerns itself with
hiring qualified employees to help the
company, Professional Growth &
Development opportunities are the
company’s business strategies to ensure
that the current employees are also
equally trained and assured the
company’s interest on their careers.
 Trainings, Seminars and Workshops can
help develop and empower employees.
CPD – R.A. 10912; to renew PRC ID every 3 years; 45
units for RMT and 30 for MLT

F.Corrective Action and Employee Discipline

Program
 When employees do not meet minimum
performance expectations in spite of the
assistance given, one of the most difficult
decisions a manager would have to make is to
issue a Corrective Action and Employee
Discipline Program.
A typical Corrective Action Plan explains the
following:
• Areas where the employee could improve;
• An Action Plan for the employee to follow;
• A given timeline on how long would take
for the employee to get back on track.
Fairness is expected; an investigation of the
issue is done before a corrective action plan is
issued.

G. Separation & Employment Termination