FAR EASTERN UNIVERSITY JUNE 2021

INSTITUTE OF ARCHITECTURE AND FINEARTS

Human Resources Management

THE FUNCTION OF HUMAN RESOURCES IN ARCHITECTURAL PRACTICE
A well-defi ned and developed understanding of the HR function will help fi rm leaders select the individuals that will
contribute fully to the fi rm, be aligned with its culture and mission, and potentially lead the organization into the future.
Recruiting talent, completing reference checks on potential candidates, and preparing clear offer letters are all necessary
steps to building a strong staff. In addition, HR processes include identifying programs that ensure the talent selected
continues to develop professionally and establishes a commitment to the fi rm and its vision
Value of Human Resource Management
HR adds value to an organization by creating programs that meet the needs of all staff, such as benefi t programs, training
and development, and onboarding processes. These programs will help the organization retain its most talented and
effective people, and keep in-house the fi rm’s investment in their development.

• Tactical human resources means putting together the appropriate processes and procedures.
• Transactional human resources refer to all of the various administrative tasks related to a particular process
With changing laws and regulations, a fi rm’s HR management processes must continue to provide transactional and tactical
support, in addition to continuously staying abreast with guidelines that affect a fi rm’s legal obligations.
WORLD-CLASS HUMAN RESOURCE FUNCTION

• View the transactional aspects of HR as important, but not a core competency.

• Outsource administrative and transactional HR work to focus on strategic HR work and reduce costs.
• Make signifi cant investments to attract and retain top talent using effective employee recruitment and training
programs.
• Use emerging technologies to facilitate integration with employees, customers, and suppliers.
• Install web-based self-service for greater personalization and more effi cient integration.
• Recognize the importance of consistent data availability for faster, more informed decision making and improved
service levels.
Source: Society of Human Resources Management (SHRM), 2011
Human Resource Management as a Strategic Issue
A strategic HR function will foster a true understanding in the fi rm of what employees are looking for in a professional
environment. Conducting employee surveys and addressing issues identifi ed in the results lets employees know that the
organization is truly listening and working to provide an environment conducive to creative engagement. Providing
employees with the most up-to-date technology available to enhance innovation in design is an example of the kinds of
actions that help prevent talented employees from looking elsewhere for opportunities

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THE MAJOR COMPONENTS OF HUMAN RESOURCE MANAGEMENT

Recruitment and Selection
Recruitment activities are cyclical in the design industry, as is the need for talent. When the economy is booming, so is the
demand for talent; when the economy is slow or stagnant, recruitment tends to decrease. However, slow economic times
are good for recruiting strategically. By examining what other market sectors or business models a fi rm is exploring, it is
possible to identify what type of talent will be needed as the business changes.

Onboarding
an onboarding program in larger fi rms is typically coordinated by HR, it involves the entire organization. The following
components and timeline are critical to any successful onboarding program

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INSTITUTE OF ARCHITECTURE AND FINEARTS

Performance Management
Performance management encompasses every aspect of the manager/employee relationship with respect to job
performance. It entails discussions with a fi rm leader to help guide an employee’s performance and encourage ongoing
communications between the employee and supervisor. It also includes a structured performance appraisal/assessment
program that is applied consistently throughout the organization.
A comprehensive performance appraisal will include input from the manager, the employee, and peers or coworkers of the
employee. This 360-degree program provides the employee with the necessary information to analyze their performance
with an eye toward career advancement and contribution to the organization. This wide-ranging form of appraisal will also
help managers identify areas in need of performance coaching and career development coaching.

Legal Compliance
Human resource management requires staying up to date in the area of employment laws, legislation, and compliance.
Employers need to ensure that they are following the various federal, state, and local laws, which depend on many factors,
including the size of the fi rm. There are different laws or variations of the laws for fi rms with fewer than 20 employees, over
50 employees, etc.
In Philippines, employers must be mindful of the benefits that are required by the law. the Labor Code of The Philippines
book three – conditiond of employment discusses the working conditions and rest periods, wages, working conditions for
special groups of employees. Notes to take are:

• Minimum wage = P537.00 per day (in NCR) as of 22 November 2018

• 13th month pay (after 1 month of service) = 1/12 of the total basic salary earned by an employee within a calendar
year
• Overtime pay= 25% premium on hourly rate
• Night shift differential if work between 10:00 PM to 6:00 AM = 10% premium on hourly rate
• Special Non-Working day = 30% premium if worked
• Regular holiday pay= 100% premium if worked, paid if unworked

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INSTITUTE OF ARCHITECTURE AND FINEARTS

• Service Incentive Leave = 5 days paid leave for every year of service
• Maternity Leave = daily maternity benefit equivalent to one hundred percent (100%) of her average salary credit
for sixty (60) days or seventy-eight (78) days
• Paternity leave = 7 days leave with pay (married only)
• Parental leave for solo parents= 7 days leave with pay for every year of service
• Leave for victims of Republic Act 9262 or Anti-Violence Against Women Law = 10 days leave with pay
• Special Leave for Women= Two months leave with pay for women who underwent surgery due to gynecological
disorders
• Social Security System contribution (based on salary)
• Pag-ibig contribution (based on salary)
• Philhealth contribution (based on salary)
Employee Relations
Employee relations are an important aspect of HR. This entails providing consistent messages to staff, which is imperative
to see that all employees are treated in an equitable manner. Sensitive issues arise in the workforce on a regular basis. .
The best way to guarantee this unbiased treatment and to provide employees with a clear understanding of the policies and
procedures is to produce a comprehensive employee handbook. This document outlines management’s expectations and
employee and management responsibilities. Creating a comprehensive handbook will eliminate any uncertainty among staff
and provide management with a “go to” resource to explain to staff why one policy or another is in place.
Rewards and Recognition
When most individuals see the words “rewards and recognition,” the quantitative awards come to mind. However, rewards
and recognition take many forms, such as an annual fi rm retreat acknowledging staff for a job well done, team and individual
awards for projects and/or client successes, and various communication vehicles acknowledging individuals’ hard work and
effort going into a project.
Training and Development
An effective training and development program that focuses on the development of staff serves a twofold purpose in a
successful architecture fi rm: It ensures that employees are kept abreast of the changing trends and regulations in the fi eld
of architecture, and it attracts and retains the high-quality talent who strive to keep their skills fi nely tuned.

Leadership Development

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INSTITUTE OF ARCHITECTURE AND FINEARTS

As a fi rm’s leaders transition from practice to retirement, it is critical for the fi rm to focus on developing both technical and
leadership skills in their staff
HUMAN RESOURCE MANAGEMENT IN SMALLER FIRMS
, the standard for HR is a ratio of one exempt/professional level HR professional to approximately 75 to 100 employees.
External recruiters, benefi ts brokers, and attorneys can assist smaller-fi rm principals and administrators in the transactional
aspects of HR for smaller fi rms. There are some basic elements to an HR function that all fi rms, regardless of size, should
strive to include in its organizational processes and procedures. These include:

• Job applications that are consistent and professional

• Benefi t and compensation plans that are competitive and equitable
• Consistent process for all procedures (e.g., orientation to the fi rm, communications regarding salary
increases, adjustments, and promotions, exit strategy, employee feedback)
• Employee handbook detailing organizational expectations, benefi ts, payroll, etc.
• Training and development opportunities (e.g., AIA CEU credits allowance or reimbursement to employees)
• Performance evaluations that are consistent and timely
Every organization should have an employee handbook in place whether it has 5 employees, 20 employees, 50 employees,
or beyond. an employee handbook in a smaller fi rm should include these key elements:

• Introduction
• Employment policies (including federal, state, and local employment law requirements)
• Scheduling and attendance
• Compensation and benefi ts
• Standards of conduct
• Workplace policies and expenses
• Acknowledgment of receipt of employee handbook
BEST PRACTICES TO ATTRACT AND RETAIN TALENT
Work-Life Balance
Telework - Telework simply means working from a remote location, typically a home offi ce, while linked electronically to the
fi rm. The following are among the benefi ts a fi rm may gain by allowing employees to telework:

• Save on offi ce space, parking, equipment, and related costs.

• Reduce absenteeism and downtime due to weather, traffi c, emergencies, etc.
• Create a performance-based environment that enables better work.
• Increase work satisfaction and commitment to the fi rm.
• Attract and retain employees and expand pool for talent recruitment.
• Demonstrate the fi rm’s concern for the environment.
Diversity as a concept focuses on a broader set of attributes than race and gender.
Generational Issues - Understanding generational differences in approaches to work will reap many benefi ts for architecture
fi rms of any size, market sector, or specialty.
Determine a Compensation Philosophy
Compensation must also align with where the fi rm wants to be in the market:

• Above market rate: Firms may choose to offer a higher than market compensation package to attract the necessary
talent for their strategic approach. Many small fi rms use this approach, as they may not have the ability to offer as
wide a range of additional benefi ts as larger fi rms.

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• At market rate: Market rates for compensation vary somewhat from region to region, but tend to fall into similar
proportions for peer positions. Most fi rms choose to compensate staff in ways that are similar to other fi rms, with
benchmarks easily available through annual surveys and on the Internet.
• Below market rate: The fi rm’s chosen business focus and culture demand a highly competitive pricing structure,
with lower compensation playing a part in creating that competitive pricing
• The Four Functions of Compensation From the fi rm’s perspective, the compensation plan accomplishes four
actions, as
• Attracts. Helps brings the fi rm to the attention of talented individuals and attracts them onto the team
• Retains. Plays a key role in the long-term engagement and retention of valuable employees
• Motivates. Offers incentives that motivate employees to higher performance
• Rewards. Provides additional compensation beyond salary for recognition of outstanding contributions, which
boosts all three of the functions above
Recruiting and Hiring: Strategies and Methodology
RECRUITMENT: THE KEYSTONE OF THE DESIGN PRACTICE
Recruitment plays an integral part in getting the employee started on the right foot, which is key for increased retention.
Following are some of the goals of recruitment efforts:

• Determine the fi rm’s present and future requirements through human resource planning and job analysis
activities. • Increase the pool of job candidates at minimum cost.
• Increase the success rate of the selection process by reducing visibly under- or overqualifi ed applicants. •
Reduce the probability that applicants, once hired, will leave the fi rm after a short period.
• Meet the fi rm’s legal and social obligations regarding workforce composition.
• Identify potential candidates to fi ll projected vacancies due to attrition, promotion, expansion, and retirement.
• Evaluate the effectiveness of recruiting techniques and sources for all types of applicants. Recruitment
represents the first contact that a fi rm makes with prospective employees.
DEVELOPING THE RECRUITMENT PLAN
A strategic recruitment plan outlines the methods the fi rm will use to solicit qualifi ed applications for its open position(s). It
includes three key components:

• Internal distribution: Send a thoughtful e-mail to the fi rm’s staff including a brief yet appealing description of
the role as well as a full job posting attached or included in the body. This e-mail provides the opportunity for
qualifi ed internal candidates to apply for the position.
• Constituent distribution: Next, share the job description with the fi rm’s constituents— consultants, vendors, fi
nancial institutions, etc. Post the job on an appropriate section of the fi rm’s website and include information
about the position in any newsletters or other external communications.
• External posting: Broaden the fi rm’s reach beyond its inner circles by advertising externally. Gone are the
days of placing an effective want ad in the local newspaper; it is now more cost-effective to post positions on
multiple online job boards.
Job Descriptions
The next important step is developing an accurate job description, on which all parties concerned have agreed. A job
description typically consists of major components:
1. Essential job functions
2. Knowledge and critical skills
3. Physical demands
4. Environmental factors
Finding Candidates

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Known also as “sourcing,” how does one proactively identify people who are either
(a) not actively looking for job opportunities (passive candidates) or
(b) candidates who are actively searching for job opportunities (active candidates)
The status of being an active or passive candidate is fl uid and changes depending on the circumstances, including the
position being offered. Activities related to sourcing in recruiting can be categorized into “push activities” and “pull activities”:

• Push activities are activities undertaken to reach out to the target audience such as campus recruiting,
reaching out to individuals discovered through such vehicles as LinkedIn and Facebook, responding to
employee referrals, and searching resume databases such as Monster.com, CareerBuilder.com, Indeed.com,
Hotjobs.com, Simplyhired.com, and other Internet databases for a match to specifi c position criteria.
• Pull activities are activities that result in applicants coming to know of an opportunity on their own. Pull activities
may include advertising on a profession-related job board such as Architect, AIA Jobs, or one of the many
other design fi rm–related job boards with a registration process, posting on job portals, etc.
Offer Presentation Presenting the Offer

• Put the job offer together.

• Telephone the chosen candidate.
• Discuss the details of the offer.
• Give the candidate a specifi c time deadline to respond

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