BES REVIEWER People are the organization’s most

critical and significant resource. They define the

Human Resource Management company’s performance capacity, culture, and
work attitudes.
“MANAGEMENT IS THE ART OF GETTING THINGS Recruitment (Function)
DONE THROUGH PEOPLE” – Mary Parker Follet This function provides more options and
more choices for requesting units.
A competency-based screening process
Human Resource together with a compensation and benefits
• Who do I Bring In? system that aligns all comparable positions in the
• Who do I Take Out? organization will support RECRUITMENT.
• Who do I Keep In?
• Who do I Develop? Routing (Philosophy)
• Who do I Reward? This presumes a company’s assurance of
opportunities for growth, and an individual’s
commitment to do a job excellently.
Basic (5MS)
1. Mobilizing Routing (Function)
2. Mentoring This function provides the proper
3. Motivating assignment and appropriate opportunities for
4. Measuring new and existing employees of the organization.
A well-articulated career and succession
5. Mixing & Matching
plan that identifies the vertical and horizontal
possibilities for advancement complements this.

Motivating
“Motivation is the willingness to exert
high levels of effort towards
organizational goals”. - Stephen P.
Robbins
Role: HRM as Employee Champion
Motivating People in Organizations,
Increasing Employees’ Productivity and
Contribution to the Organization.
Mobilizing
Empowering and energizing people to
• What is to be done?
create a conducive work environment and elicit
• How will it be done?
“best practices”
• Who will do it?
Role: HR as an administrative expert Retaining (Philosophy)
Linking HRM Systems with We must ensure that present employees
Administrative Policies, Processes and are made effective, their potentials are
Procedures that enhance Quality and reduce identified and realized, and they must be
costs. developed.
Designs and administers HR systems, Retaining (Function)
policies, and procedures to manage the This function develops and keeps
organization excellent performers.
How to retain great employees
Recruiting (Philosophy) • Communicate expectations clearly

Reign Rillera
 • Allow employees to use their talents and
skills
• Provide a platform for employees to
speak their minds freely
• Make staff members feel appreciated
• Provide quality management or
supervision
Resonating (Philosophy)
There is a need for organizations to have
preventive care – that is, for building a
systematic monitoring of the organizational
climate, its culture, norms, and practices.
Resonating (Function)
This function does two things:
preventive care or monitoring of the
organizational climate, and echoing the values,
beliefs, and best practices of the organization.
Mentoring
• Teaching
• Coaching
• Advising
Role: HRM as Change Agent for Continuous
Transformation
Creating Corporate Culture to Attain
Vision, Mission and Objectives.
Strategic change management and the
transformation of people to meet challenges
Retooling (Philosophy)
It is the Company’s commitment to
maximize the potential of its people and provide
them the required knowledge, skills,
competencies, attitudes, and values to attain
those potentials.
Retooling (Function)
This function bridges the “gaps” in
competencies (knowledge, skills, and attitude) of
new and existing employees.
It will focus on enhancing their
capabilities to execute their assigned strategies,
programs, activities, and tasks so they can work
efficiently and effectively to meet the desired
outputs, performance indicators, and outcomes.
Recycling (Philosophy)
Our Company faces a competitive
market with changing needs. We must have the
flexibility to provide new offerings, open and
close venues, and redeploy our workforce.
Recycling (Function)
Provides flexibility to the organization by
redeploying or reassigning employees to other
positions to enhance meaning and challenge in
the workplace
A well-designed trigger and alert system
able to detect early signs of indifference or non-
conformity is essential.
Measuring
• Potential
• Participation
• Performance
Role: HRM as Strategic Partner In Strategy
Execution
Human Resource Strategy aligned with
Business Strategy.
Strategic deployment of people to
execute strategy and achieve desired goals.
Reviewing (Philosophy)
The Company must continually find
innovative ways to value contribution and results.
It must be in constant search for creative means
to measure human capital and knowledge
resources.
Reviewing (Function)
This function finds innovative ways to
measure the contributions from employee
performance including exemplary work achieved
beyond the call of their present assignments.
Rewarding (Philosophy)
If a company is to obtain the needed
contributions, it must reward those who make
them.
The spirit of the company is made, in the
last analysis, by the kind and quality of
recognition it makes on people decisions. They
affirm what an organization really believes in,
really wants, and really stands for.
Rewarding (Function)
This function creates “STARS” in the
organization while accumulating reputation for
Reign Rillera
performance and excellence inside and outside • Product
the organization. • Place
An attractive incentives, compensation, • Price
and recognition plan will increase the • Promotion
significance and value of this.
Operations
Mixing and Matching is the fulfillment of your promise/s to
• In order to accomplish their assigned your customer’s desired.
roles, teams must have the proper mix of • Product
individuals. The correct mix will depend • Place
on the required team outputs and • Price
outcomes. Teams need different types • Promotion
of people. They need good leaders and
followers, initiators and implementors, Operations Monitoring & Quality Control
extroverts and introverts, visionaries are likewise easier to do when the
and operators, entrepreneurial trend – sequence of operating activities follow a well-
setters and cautious controllers. designed and executed physical layout.

Operations Management Expectation of the customer is greatly

influenced by the promises made by the
Operations Plan marketing strategy of the firm and the
Is a plan that contains the specific details information disseminated by the competitors to
of a business operation, including production or the marketplace.
manufacturing, inventory, and distribution, to
name a few. Perception of the customer is greatly influenced
by what and how the product / service is
Methods delivered / rendered.
• The daily processes that a business
conducts. Depending on the type of The Four Equations
business, methods include 1. Expectation = Perception
manufacturing of a physical product, Customer expectation
rendering of services, product generated by the marketing strategy
distribution, and inventory management. (promise ) and the forces of competition
exactly equal what was delivered and
Manufacturing Elements how it was delivered.
• Inputs Expect customer to at least
are the ingredients or materials needed come back to be satisfied again
to manufacture a product. 2. Expectation > Perception
• Process When Expectation is greater
is the manufacturing or converting of than Perception, you have customer
inputs dissatisfaction.
• Output Expect customer not to come
is the result of a processed or back and talk about negative experience.
manufactured input. 3. Expectation < Perception
When Perception is greater than
Marketing Expectation, you have customer delight.
a promise to your customer

Reign Rillera
 Expect customer not only to
come back and will tell other people
about their delightful experience.
4. Perception >> Expectation
When Perception is much much
greater than Expectation, you have
customer surprise.
When customer are surprised,
expect them not only to come back and
tell other people about their surprise,
but also bring friends with them when
they come back.
Distribution Method
is the stepby-step process on how a
product will reach the customers.
Distribution Channel
where the goods or services pass
through to reach the customers.
Payment Process
How the importer will pay the exporter.
Manpower
• The labor force needed in business
operations. Getting the right people with
the required skills, good attitude, and
exceptional character will help the
business reach its full potential.
Manpower Requirements/Job Analysis
Enumerates all the positions needed to
make the business operational. Job analysis is
performed by identifying the Job Title, Job
Description and Job Specifications for each
position.
Job Analysis
• JOB TITLE is the name or nomenclature
used for the position.
• JOB DESCRIPTION identifies the duties
and responsibilities of the position.
• JOB SPECIFICATIONS enumerate the
qualifications required for the position
Machines
• are equipment (soft or hard) needed to
manufacture a product
Equipment and Other Facilities (Hard Machines)
• Delivery Truck
Technology
• The tools and machines that help to
solve problems or do new things.
Technology Application and Utilization
The enterprise itself must endeavor to
• Learn the technology
• Train its own people very well
• Take care of properly maintaining the
machinery and equipment (unless it can
economically outsource this function).
The enterprise managers and technicians must
understand how the technology works and how
it should be properly utilized.
The technology provider should be tasked to:
• Transfer all the relevant technical and
procedural information
• Train the key operators of the
technology
• Provide after-sales and maintenance
services
• Supply spare parts and continue giving
advisory services.
Telecommunication and Information
Technology
i. Laptop – this will be used to monitor
orders and make reports and for
accounting, research, administrative
tasks, digital marketing, and online
banking.
ii. Smartphones – Smartphones and
similar gadgets will be used for
digital communication, mobile
applications, mobile marketing,
teleconferencing, research, and
mobile banking.
Reign Rillera
 iii. Web sites and social media pages –
these will be created to promote the
business online.
Socio Economic
• Used to describe the differences
between groups of people relating to
their social class and financial situation.
(Cambridge definition)
Socio Economic Impact
1. Reduce risks
2. Enhance our brand
3. Create new business opportunities
The Socio-Economic Plan discusses in detail the
benefits to be derived from the business. It
highlights the contributions of the business to
the economy, society and community where it
will operate.
Socio Economic Plan
• Social implications
• Economic implications
Social Implications
• This part identifies the social
contributions of the proposed business.
It enumerates the ways by which the
proposed business is expected to
contribute to the society and immediate
community.
• The proponents must state their plans
on how to improve the lives of the
people while live in their immediate
community. They must also identify how
the business will create a better society.
Economic implications
• It discusses the contributions of the
business to the general economy.
The Financial Plan
• The financial aspect of the business plan
quantifies the result of Marketing Plan
(Advertising Budget & Creative
Executions), Human Resource Plan and
Operation Plan aspects of the study and
expresses in peso terms the possible
outcome of operating the projects. It is
important to note that all monetary
figures in this aspect must be derived
from the preceding chapters of the study
Financial Analysis
Return on Investment
• ROI = Net Profit / Initial investment x 100
Payback Period
• = Total investment / Annual Net Income
Break Even Units Formula
Break even units = Fixed costs / SP - VC
SP = Selling price per unit
VC = Variable cost per unit
Two phases of financial planning
Long term financial plan
• A set of goals that lay out the overall
direction of the company
• an integrated strategy that takes into
account various departments
• considers proposed outlays for fixed
assets, research & development
activities, marketing & product
development actions, capital structure,
& major sources of financing
• includes termination of existing projects,
product lines, or lines of business;
repayment/retirement of outstanding
debts; & any planned acquisitions
Short term financial plans
• the specific steps or actions that will
ultimately reach the company’s long
term goals
• include setting the sales forecast and
other forms of operating and financial
data
Reign Rillera

Planning and Controlling
Budget
• A plan which is expressed on
quantitative monetary value
Budgeting preparation
• Sales budget
o The most important account in
the financial statement in
making a forecast is sales since
most of the expenses are
correlated with sales.
Sales Forecast
o Data can be from
• Projected market share
• Historic Net Sales
Moving Average
• There are multiple formulas and
methods of forecasting using historic
data of net sales but the basic of all is the
Moving Average.
• Production budget
o Provides information regarding
the number of units that should
be produced over a given
accounting period based on
expected sales and targeted
level of ending inventories
o Required production in units
• = expected sales +
target ending -
beginning inventory
• Operating Budget
o the variable and fixed costs
needed to run the operations of
the company but are not the
variable and fixed costs needed
to run the operations of the
company but are not directly
attributable to the generation of
sales
Two Components:
• Variable Cost
Vary based on the operation of
the business, (can be by hours/rates, or
energy output).
o Salaries of Labor
o Utilities for Production
o Rent with Rates (e.g. Server
Rental of Bandwidth space for
Online Data Storage
• Fixed Cost.
Unchanged as production
changes.
o Salaries of Admin
o Utilities for Admin
o Fixed Rent (e.g, Warehouse
Rental for Inventories and
Supplies Storage)
Projected Financial Statement
Steps on Financial Statement Projection
1. Forecast Sales
2. Forecast cost of sales & operating
expenses.
3. Forecast net income and retained
earnings
4. Determine balance sheet items that will
vary with sales or whose balances will be
highly correlated to sales
5. Determine payment schedule for loans
6. Check for other information.
7. Determine external funds needed (EFN).
8. Determine how external funds needed
may be financed.
Cash Budget
• A statement of the firm’s planned
inflows and outflows of cash
Reign Rillera
 • used by the firm to estimate its steps in planning that we should also
short-term cash requirements, with plan for contingencies.
particular attention being paid to 8. If the net cash flow is greater than the
planning for surplus cash and for minimum cash balance, the company is
cash shortages. in excess cash and may consider putting
it in short term investments.
If it is less than the minimum
Formulating Financial Statements cash balance, the company should make
Steps in Formulating Cash Budget a short term borrowing during that
1. Form the sales forecast, identify how period.
much would be collected in the cash
budget period
2. Identify other receipts.
Examples of receipts are:
• interest received
• return on principal investments
• proceeds from sales of non-
operating assets
• issuance of capital stock
• proceeds from borrowings
3. From the Production Budget, identify
how much of the purchases made will
be paid by the company on the cash
budget period.
4. From the operations budget, identify
which expenses will be paid in cash
during the cash budget period.
5. Identify all other cash payments to be
made.
Examples of other cash payments:
• fixed-asset purchases in cash
• cash dividend payments
• Principal payments
• Repurchase of common stock
• Purchase of stock or bond
investments
Note: Depreciation and other
noncash charges are not included in
the cash budget.
6. Match the receipts and disbursements
on the periods they become collectible
and payable, respectively.
7. Set a minimum required cash balance
Note: This balance is maintained in case
contingencies arise. Recall from the

Reign Rillera