MODULE 1: STAFFING AND OTHER HUMAN RESOURCE MANAGEMENT FUNCTIONS 9.

9. ECONOMIC- when the economy is booming, it is hard to find qualified employees. But when
there’s a downturn in economy, expect heavy supply of applicants.
FUNCTIONS OF HUMAN RESOURCE MANAGEMENT 10. UNANTICIPATED EVENTS- these are occurrences in the environment that cannot be
1. STAFFING- Process through which an organization ensures that it always has the proper foreseen.
number of employees with the appropriate skills in the right jobs, at the right time, to achieve CORPORATE CULTURE AND HUMAN RESOURCE MANAGEMENT
organizational objectives.
2. PERFORMANCE MANAGEMENT- goal oriented process directed toward ensuring that 1. CORPORATE CULTURE- system of shared values, beliefs, and habits.
organizational processes are in place to maximize the productivity of employees, teams and 2. EMPLOYER BRANDING- firms corporate image or culture created to attract and retain the
ultimately, the organization. employees a firm is seeking.
3. HUMAN RESOURCE DEVELOPMENT- major HRM functions consistently not only of 3. DIVERSITY MANAGEMENT- pursuing an inclusive corporate culture in which newcomers
training and development but also of individual career planning and development activities, feel welcome and everyone sees the value of his or her job.
organizational development, and performance management appraisal. 4. COUNTRY’S CULTURE- set of values, symbols, beliefs, language, and norms that guide
4. COMPENSATION- includes the total of all rewards provided to employees in return for their human resource behavior within the country.
services. The rewards may be one or combination of the following:
a. Direct financial compensation MODULE 2: HUMAN RESOURCE PLANNING AND JOB ANALYSIS
b. Indirect financial compensation STRATEGIC PLANNING PROCESS- process by which top management determines overall
c. Nonfinancial compensation organizational purposes and objectives and how they are achieved. It is constantly changing to find a
competitive advantage.
5. EMPLOYEE LABOR RELATIONS- when a labor union represents a firm’s employees, the
human resource is often referred to as labor relations, which handles the job of collective 1. MISSION DETERMINATION- the mission is the company’s continuing purpose or reason for
bargaining. Internal employee relations comprise the HRM activities associated with the being.
movement of employees’ freedom from physical or emotional sickness. 2. EVIRONMENTAL ASSESSMENT- organizations should assess its strengths, weaknesses,
6. SAFETY AND HEALTH- safety is the protection of employees from injuries caused by work- opportunities, and threats (SWOT). There should be assessment internally and externally.
related accidents. Health refers to the employees’ freedom from physical or emotional 3. OBJECTIVE SETTING- the desired end results of any activity.
sickness. 4 characteristics of objective;
7. HUMAN RESOURCE RESEARCH- thought not distinct and common, it is an important key a. Should be expressed in writing
to developing the most productive and satisfied workplace possible. b. Should be measurable
c. Should be specific as to time
ELEMNETS OF A DYNAMIC HUMAN RESOURCE ENVIRONMENT d. Should be challenging but attainable
1. LEGAL CONSIDERATIONS- affects all the human resource policies and is anchored in the 4. STRATEGY SETTING- strategies should be developed to take advantage of the company’s
local labor law. strength and minimize its weaknesses to grasp opportunities and avoid threats.
2. LABOR MARKET- potential employees located within the geographic area from which 5. STRATEGY IMPLEMENTATION- A strategy must be implemented. It requires change in
employees are normally recruited comprise the labor market. organization’s behavior, which can be brought about by changing one or more organizational
3. SOCIETY- to remain acceptable to the general public, a firm must accomplish in its purpose dimensions: leadership, organizational structure, information and control systems, production
while complying to the societal norms. technology, and HR.
4. UNIONS- consists of employees who have joined together for the purpose of negotiating FORECASTING REQUIREMENTS
terms of employment such as wages and work hours.
5. COMPETITIONS- A firm must maintain a supply of competent employees if it is to succeed, Techniques for forecasting requirements:
grow and prosper.
ZERO-BASE FORECAST - A business firm utilizes the present employment level as an initial point
6. SHAREHOLDERS- owners of a corporation.
for finding out the future needs concerning staffing. The main motive of this forecasting method is to
7. CUSTOMERS- the people who use the firm’s goods and services, and must be kept satisfied
analyze the human resource needs in a company.
for the firm’s survival.
8. HR TECHNOLOGY- technological change also effect
BOTTOM-UP FORCAST - starts with the lowest level of detail (individual salespeople) and works d. JOB SPECIFICATION- reflects the minimum qualifications for a particular job.
toward the top (total sales). Individual managers forecast requirements for their staffing needs. Hr e. DUTIES PERFORMED- prescribes precisely the major duties to be performed. Items usually
aggregates the individual forecast into an overall business unit forecast. begins with an action verb.

TYPES OF INFORMATION REQUIRED FOR JOB AANALYSIS AND THE REASONS FOR MODULE 3: RECRUIMENT
CONDUCTING IT
RECRUITMENT- the process of attracting individuals on a timely basis, in sufficient numbers, and
JOB ANALYSIS- a systematic process of determining skills, duties, and knowledge required for with appropriate qualifications to apply for jobs with an organization. The firm may then select those
performing jobs in an organization. applicants with qualifications most closely related to job descriptions. Finding the appropriate way of
encouraging qualified candidates to apply for employment is extremely important, because recruiting
The purpose of job analysis is to answer six important questions: costs can be expensive.
1. What physical and mental task does the worker accomplish. It is extremely crucial to have a finely tuned recruitment process if the selection process is to function
2. When is the job to be completed? properly.
3. Where is the job to be accomplished?
4. How does the worker do the job? THE RECRUITMENT PROCESS
5. Why is the job done?
6. What qualifications are needed to perform the job? EMPLOYEE REQUISITION- Document that specifies job title, department, the date the employee
need to work, and other details.
JOB- group of tasks that must be performed for an organization to achieve its goals.
RECRUITMENT SOURCES- Where qualified candidates are located.
POSITION- collection of tasks and responsibilities performed by one person.
RECRUITMENT METHODS- Specific means used to attract potential employees to the firm
JOB DESCRIPTION- document that provides information regarding the essential, task, duties and
responsibilities of a job. INTERNAL RECRUITMENT METHODS

VARIOUS JOB ANALYSIS METHODS
1. QUESTIONNAIRES: quick and economical
2. OBSERVATION: job analysts perform job task and record his or her observations
3. INTERVIEWS- analysts interview the employees first then the supervisor for additional
information.
4. EMPLOYEE RECORDING- employees describe their daily work activities in a diary or log.
5. COMBINATION OF METHODS- typically use questionnaires, supported by interviews and/or
limited observations.
COMPONENTS OF JOB DESCRIPTION
JOB DESCRIPTION- document that provides information regarding the essential, task, duties and
responsibilities of a job.
PARTS OF JOB DESCRIPTION
a. JOB IDENTIFICATION- includes job title, department, reporting, relationship, and job number
or code.
b. DATE OF THE JOB ANALYSIS- including the date ensures periodic review of job content
and minimizes the number of obsolete job descriptions.
c. JOB SUMMARY- provides a concise overview of the job.
HUMAN RESOURCE DATABASE- these are important in identifying valuable talent internally and
supporting the concept of promotion from within.
JOB POSTING- procedure for informing employees that job opening exist.
JOB BIDDING- procedure that permits employees who believe that they possess the required
qualifications to apply for a posted position.
EMPLOYEE REFERRALS- An employee of the company recommends a friend or associate as a
possible member of the company; this continues to be the way that top performers are identified. Why
do you think so?
• EMPLOYEE ENLISMENT- is a unique form of employee referral wherein every employee
becomes a company recruiter.
EXTERNAL RECRUITMENT SOURCES
• necessary to fill entry-level jobs
• acquire skilled not possessed by current employees
• obtain employees with different backgrounds to provide a diversity of ideas
HIGH SCHOOLS AND VOCATIONAL SCHOOLS- they have outstanding training programs for
specific occupational skills.
COMMUNITY COLLEGES- Typical 2-year courses that supports local labor requirements.
COLLEGES AND UNIVERSITIES- major recruitment source for potential professional, technical and
management employees
COMPETITORS IN LABOR MARKET- Especially effective when recruiting experienced employees.
Also known as POACHING.
FORMER EMPLOYEES- the advantage is that a firm already knows their strengths and weaknesses,
and the ex-employees already know the culture of the firm.
UMEMPLOYED- often provide a valuable source of recruits.
MILITARY PERSONNEL- have proven work history, are flexible, and are drug-free.
SELF EMPLOYED WORKERS-they may be true entrepreneurs, ingenious and creative.
EX-OFFENDERS- loyal and productive
VIRTUAL JOB FAIR- online recruiting method engaged in by a single recruiter or group of employers
to attract a large number of applicants.
CORPORATE CAREER WEBSITES- job sites accessible from a company home page that list
available company positions and provide a way for applicants to apply for specific jobs.
WEBLOGS- some employers find that blogging is a way to do detailed and stealthy background
checks.
GENERAL PURPOSE JOB BOARDS- job boards continue to attract a large number of applicants,
but their use has somewhat declined in recent years.
COMMON JOB BOARDS AVAILABLE TO FILIPINO JOB SEEKER:
NICHE SITES- web sites that cater to highly specialized job markets such as a particular profession,
industry, education, location or any combination of these specialties.
CONTINGENT WORKERS’ SITE- these have nontraditional relationship with worksite employer, and
work as part-timers, temporaries or independent contractors.

TRADITIONAL EXTERNAL RECRUITMENT METHODS HOURLY WORKERS’S SITES- job sites that attract blue-collar and service workers.

a. Media advertising MODULE 4: SELECTION

b. Private employment agencies SELECTION- Selection is the process of choosing from a group of applicants the individual best
c. Public employment agencies suited for a particular position and the organization. Properly matching people with jobs and the
d. Executive search firms organization is the goal of the selection process.
e. Recruiters Job fairs Internships
f. Professional associations Today, with many firms having access to the same technology, people tend to make the real
g. Unsolicited applicants difference.
h. Open houses
i. Event recruiting The employee selection process should be valid, reduce the chance of legal challenge, and is cost-
j. Sign-On bonuses effective.
k. Competitive games A good selection decision results in either of the following outcomes:
RECRUITMENT TECHNOLOGY 1. job candidates who do not meet the standard for employment are not offered employment
RECRUITMENT TECHNOLOGY- the use of mobile technology and online methods has 2. job candidates who do meet the standard for employment are offered employment, and those
revolutionized the way companies recruit employees and job seekers search and apply jobs. individuals accepts the company's offer for employment.

MOBILE RECRUITING- as many people move to mobile technology, firms are figuring out ways on Competent people must be available to ensure attainment of organizational goals
how to use the mobile device in recruiting. Recruiters post jobs, run text-message-based recruiting THE SELECTION PROCESS:
companies, create online communities for potential new hires to learn about their companies, monitor
social networks for news about industries they hire for, and keep in touch with staff and outside 1. Preliminary screening
agencies. 2. Review of applications and résumés
3. Selection tests
INTERNET RECRUITER- person whose primary responsibility is to use the internet in the recruitment 4. Employment interviews
process. 5. Pre-employment screening: Background and reference checks
 6. Selection Decision because they need employees to grow their business so it is important to know exactly how you can
7. Offer employment. be beneficial to them.

EXPECTATIONS AND GOALS:

MODULE 5: SELECTION: RECRUITING AND INTERVIEWING • To be listened to and understood
• To have ample opportunity to present their qualifications.
In employee selection, a review to eliminate those who obviously do not meet the position's • To be treated fairly and with respect
requirements. It is important to eliminate early on unqualified applicants. • To gather information about the job and the company
• the person doing the screening may steer the applicant to a better suitable role if available. • To make an informed decision concerning the desirability of the job
It is important the candidates prepare for interviews and one way to ask friends or colleagues to do a
Employment interview is a goal-oriented conversation in which an interviewer and an applicant mock interview with them.
exchange information. While subjective in nature, interviews continue to be the primary method
companies use to evaluate applicants. GENERAL TYPES OF INTERVIEWS:

But as you have learned before, interviews can also be misleading in a sense that applicants tend to 1. UNSTRUCTURED INTERVIEW - interviewers asks open-ended, probing questions
present themselves to appear better than their actual work performance. 2. STRUCTURED INTERVIEW - interviewer asks job-related questions
3. BEHAVIORAL INTERVIEW - focuses on how individuals handles circumstances in the past
5-1 EXPLAIN THE IMPORTANCE OF PRELIMINARY SCREENING 4. SITUATIONAL INTERVIEW - interviewers creates hypothetical situations and asks
interviewees how they would handle them
5-2 EXPLAIN THE USE OF EMPLOYMENT INTERVIEWS
METHODS OF INTERVIEWING:
Interview Planning Interview planning is essential to effective employment interviews. A primary
consideration should be the speed in which the process occurs. Many studies have demonstrated that 1. One-on-one interview
the top candidates for nearly any job are hired and off the job market within anywhere from 1 to 10 2. Group interview
days. Often, you will see on job boards how long organizations process applications. It is very much 3. BOARD (OR PANEL) INTERVIEW - several representatives from the company interview just
tempting to apply to companies who have low turn-around times because it cuts down the worrying one applicant
phase. 4. Multiple interviews
5. STRESS INTERVIEW - this method of interview usually subjects the applicant to stress and
CONTENT OF THE INTERVIEW. After establishing rapport with the applicant, the interviewer seeks anxiety which is necessary to know if they're fit for the job.
additional job-related information to complement data provided by other selection tools. 6. REALISTIC JOB PREVIEW - conveys both positive and negative job information to the
1. OCCUPATIONAL EXPERIENCE - candidate's knowledge, skills abilities, and willingness to applicant in an unbiased manner.
handle responsibility POTENTIAL INTERVIEWING PROBLEMS
2. ACADEMIC ACHIEVEMENT - if there are no significant work experience, academic record is
of great importance 1. INAPPROPRIATE QUESTIONS. "Ask only job-related questions."
3. INTERPERSONAL SKILLS - equally important to technical skills 2. PERMITTING NON-JOB RELATED INFORMATION. The interviewer should steer
4. PERSONAL QUALITIES - physical appearance, verbal skills, adaptability, assertiveness that conversations back to job-related information when necessary.
are considered if relevant to the job. 3. INTERVIEW BIAS. This happens when interviewer already has misconceptions about the
applicant even before the interview begins, and can influence hiring decisions.
PRELIMINARY SCREENING & EMPLOYMENT INTERVIEW
• Stereotyping bias
Candidate's roles and expectations: Candidates are expected to come into an interview prepared. • Positive halo bias
Therefore, when they show up for an interview, they should have studied the job description, • Contrast errors
conducted background check on the companies to know their values and if they're financially stable,
• Premature judgment bias
and to present information that could help the company. Remember that companies are hiring
 4. INTERVIEWER DOMINATION. Interviewers must be good listeners and provider of
information, rather than being the only one speaking and providing information.
5. LACK OF TRAINING. Each interviewer must be skilled enough to know the
importance of each question asked in interviews to make successful selection
decisions.
6. NONVERBAL COMMUNICATION. Interviewers should make a conscious effort to
view themselves as applicants do to avoid sending inappropriate or unintended
nonverbal signals
CONCLUDING THE FINAL INTERVIEW
After the conduct of the interview, management should be able to identify candidates who
will move forward with the application. It is also important the interviewer tells the applicant
that they will be notified of the results of the interview. It is a common mistake to leave the
applicant hanging as it leads to negative relationship between applicant and company.