Johann Aldrin B.

Uychinco HRM BSBA MM 2 - O

ACTIVITY: STUDY AND DISCUSSION QUESTIONS

1. In formulating strategies, which method will you take, the quantitative or the qualitative? Support your answer.

In formulating strategies, I’d consider a combination of both quantitative and qualitative methods. Quantitative analysis
provides hard data and metrics, while qualitative insights offer context and understanding. This balanced approach ensures
comprehensive decision-making.

2. Identify steps a firm may take to show the relationship between supply and demand of labor. Discuss your answer.

To show the relationship between supply and demand of labor, a firm can take steps such as conducting workforce planning,
analyzing historical data on hiring and turnover rates, utilizing market research on industry trends, collaborating with
educational institutions for future talent pipelines, and implementing flexible staffing strategies like contingent workforce
arrangements.

3. Due to some undesirable effects of layoffs, what other alternatives can employers consider to deal with oversupply
of personnel?

Instead of layoffs, employers can consider alternatives such as implementing hiring freezes, reducing work hours or
implementing furloughs, offering voluntary early retirement packages, implementing cross-training programs to redeploy
excess personnel, or exploring opportunities for internal mobility and job rotation.

4. Identify solutions an organization may do to resolve undersupply of personnel.

To address an undersupply of personnel, organizations can focus on strategies such as ramping up recruitment efforts
through targeted advertising and networking, offering competitive salaries and benefits packages to attract talent, investing
in employee development and training programs, implementing flexible work arrangements to appeal to a wider pool of
candidates, and leveraging technology to streamline hiring processes and improve efficiency.

ACTIVITY: Questions:

1. What demand forecasting method should the manager use?

The manager should use a quantitative demand forecasting method, specifically a time series analysis since there is historical
data available for the past five years. Time series analysis involves examining past data to identify patterns and trends that
can be used to forecast future demand accurately.

2. Using this method, calculate the demand for claims adjusters for next year.

To calculate the demand for claims adjusters for next year using time series analysis, the manager can use the historical
relationship between the number of claims processed and the number of claims adjuster personnel. They can calculate the
average number of claims per adjuster for each category of claims over the past five years and then apply this average to
the projected number of claims for next year.

For example, if the average number of non-life insurance claims processed per adjuster is 9350/9 = 1038, then for the
projected 12,350 non-life insurance claims next year, the demand for adjusters would be 12,350 / 1038 = 12 adjusters.
Similarly, the manager can calculate the demand for adjusters for life insurance and health care insurance claims using the
same method.

ACTIVITY: STUDY AND DISCUSSION QUESTIONS

1. Being a small-scale business employer, discuss how may non-traditional job arrangements attract andretain good
employees?

Flexible Time: Offering flexible work hours or remote work options allows employees to better balance their work and
personal lives, which can be particularly appealing to those with family or other commitments.

Job Sharing: Allowing employees to share a position can attract individuals who prefer part-time work or have unique
scheduling needs. It also provides built-in coverage for times when one employee is unavailable.

Telecommuting: Remote work arrangements reduce commuting stress and expenses, broadening the talent pool by
attracting candidates who are not geographically close to the office.

Project-based Work: Offering project-based or contract work provides flexibility for both the employer and the employee.
It allows businesses to bring in specialized talent for specific projects without the commitment of a full-time hire, while also
giving individuals the opportunity to work on diverse projects and expand their skills.
Employee Ownership: Offering ownership or profit-sharing opportunities can align employees’ interests with the success
of the business, fostering a sense of ownership and commitment among the team.

2. Suppose that are the senior executive at the Marketing Department. How do job content and job context give you
competitive edge? 1. As a small-scale business employer, embracing non-traditional job arrangements can be a
powerful tool for attracting and retaining top talent. Here’s how:

As a senior executive in the Marketing Department, both job content and job context can provide a competitive edge:

Job Content: This refers to the tasks, responsibilities, and challenges inherent in the role. By ensuring that the job content
is stimulating, challenging, and aligned with the skills and interests of employees, you can foster engagement, motivation,
and productivity. Providing opportunities for creativity, innovation, and professional development within the job content
can also attract top talent and differentiate your department from competitors.

Job Context: This encompasses the broader organizational environment, culture, and support systems surrounding the job.
Creating a positive and supportive work culture, providing access to resources and tools needed for success, offering
opportunities for collaboration and mentorship, and fostering a sense of purpose and belonging can enhance job satisfaction
and retention. Additionally, ensuring that the job context supports work-life balance, diversity and inclusion, and employee
well-being can further distinguish your department as an employer of choice.

By optimizing both job content and job context, you can create a competitive advantage that attracts and retains top talent,
drives performance and innovation, and contributes to the overall success of the Marketing Department

ACTIVITY: STUDY AND DISCUSSION QUESTIONS

1. Identify the pros and cons of internal and external recruitment.

Pros and Cons of Internal and External Recruitment:

Internal Recruitment:

- Pros:

- Familiarity with Company Culture: Internal candidates are already familiar with the company’s culture, policies,
and procedures, reducing onboarding time and costs.

- Boosts Morale: Internal promotions signal recognition and career advancement opportunities within the organization,
boosting employee morale and motivation.

- Cost-Effective: Internal recruitment is generally less expensive than external recruitment, as it requires fewer resources
for advertising and screening.

- Cons:

- Limited Pool of Talent: Internal recruitment may limit the pool of available talent, potentially leading to a lack of fresh
perspectives and new ideas.

- Stagnation: Over-reliance on internal recruitment may lead to stagnation and lack of diversity within the organization.

- Internal Politics: Decisions may be influenced by internal politics or favoritism, leading to perceptions of unfairness
or bias.

External Recruitment:

- Pros:

- Access to Diverse Talent: External recruitment allows access to a broader pool of talent with diverse backgrounds,
skills, and experiences.

- Fresh Perspectives: External hires bring in new ideas, perspectives, and industry best practices, potentially driving
innovation and growth.

- Address Skill Gaps: External recruitment can help address skill gaps and bring in specialized expertise that may not
be available internally.

- Cons:
 - Higher Costs: External recruitment is typically more expensive than internal recruitment due to advertising, screening,
and onboarding costs.

- Longer Onboarding Time: External hires may require more time to acclimate to the company culture and processes,
leading to longer onboarding periods.

- Risk of Misfit: There’s a risk that external hires may not fit well with the organization’s culture or values, leading to
higher turnover rates or cultural conflicts.

2. Explain the different steps in recruitment

Steps in Recruitment:

- Determine Job Vacancy

- Plan How to Fill an Open Position

- Identify the Target Segment

- Reaching Out to Target Segment

- Meet-up with Job Candidates

3. Describe the different sources of applicants.

Sources of Applicants:

- Advertising

- Walk-Ins

- Internet Recruiting

- Employee Referral Program

- Head Hunters

- Campus Recruiting

- Employment Agencies