Staffing Principles of Organization and Management PDF

NOVEMBER , 2024 PRINCIPLES OF ORGANIZATION AND MANAGEMENT Acosta, Kevin I. ; Dionisio, Mary Grace R. ; Eslao, Justine Lue A. ; Lacandola, Hazel Jhoy BY GROUP 4 D. ; Lopex, Brixter James C. ; Lutao, Angel Trisha Mae C. ; Mainit, Jamilla Syrel Q...

NOVEMBER , 2024 PRINCIPLES OF ORGANIZATION AND MANAGEMENT Acosta, Kevin I. ; Dionisio, Mary Grace R. ; Eslao, Justine Lue A. ; Lacandola, Hazel Jhoy BY GROUP 4 D. ; Lopex, Brixter James C. ; Lutao, Angel Trisha Mae C. ; Mainit, Jamilla Syrel Q. ; Sison, Cristine Joy G.  GROUP 4 OVERVIEW ICE BREAKER MANPOWER MANAGEMENT PERSONNEL DECISIONS STAFFING STEPS IN STAFFING PROCESS JOB DESIGN AND REDESIGN DEFENITION OF STAFFING RECRUITMENT AND SELECTION PERFORMANCE APPRAISAL HUMAN RESOURCE MANAGEMENT COMPENSATION AND BENEFITS PROMOTION STRATEGIC HUMAN RESUOURCE LEARNING AND DEVELOPMENT Q&A MANGEMENT ICE BREAKER GROUP 4 MAIBA TAYA Acosta, Kevin I. GROUP 4 STAFFING BY DARWINBOX Staffing is a process of continues finding, selecting evaluating and developing a working relationship with current or future employees. (Darwinbox, n.d.) IMPORTANCE It can be seen closely related to organizing, with both focused on ensuring the resources are directed to the right processes and tasks. Acosta, Kevin I. GROUP 4 MC FARLAND According to Mc Farland: Staffing is the function by which managers build on organization through the recruitment, selection and development of individual as DEFENITION capable employee. of staffing Acosta, Kevin I. GROUP 4 WEIHRICH, CANNICE, AND KOONTS According to Heinz Weihrich, Mark Cannice and Harold Koontz: The managerial function of staffing is defined as filling and keeping filled, positions in the organization DEFINITION structure. of staffing Acosta, Kevin I.  GROUP 4 HUMAN RESOURCE MANAGEMENT Human resource management (HRM) is the Usually responsible for creating, putting into practice of recruiting, hiring, deploying and effect and overseeing policies governing workers managing an organization's employees. and the relationship of the organization with its employees. Eslao, Justine Lue A. GROUP 4 IMPORTANCE OF HUMAN RESOURCE MANAGEMENT IN ORGANIZATION Manage the people within a HR professionals also aid in the workplace to achieve the training and professional organization's mission and development of employees to meet reinforce the corporate culture. the organization's objectives. Ensuring compensation and benefits HR managers monitor the state are competitive, events are planned of the job market to help the to keep employees from burning out organization stay competitive. and job roles are adapted based on the market. Eslao, Justine Lue A. GROUP 4 ROLES OF HR’S LEARNING AND BUILDING EMPLOYEE RECRUITMENT DEVELOPMENT RELATIONS One of the major Learning is a continuous Effective employee relations responsibilities of a HR process and essential to go a long way in boosting manager is to recruit enhance employees productivity and contribute personnel. productivity. significantly to an organization’s success. Eslao, Justine Lue A.  GROUP 4 OBJECTIVES OF HRM Provide and maintain productive employees Communicate company policies, procedures, Make full use of the skills and abilities of each rules and regulations to employees. employee Maintain ethical, legal and socially responsible policies and behaviors in the workplace Ensure employees have and recieve the proper training Manage internal and external changes that might affect employees and staffing Build and maintain a positive employee experience with high satisfaction and quality of life, so that employees can contribute their best efforts to their work. Eslao, Justine Lue A.  Eslao, Justine Lue A. GROUP 4 FUNCTIONS RECRUITMENT AND PERFORMANCE SELECTION MANAGEMENT CAREER PLANNING REWARDS HUMAN SOURCE PLANNING GROUP 4 STRATEGIC HUMAN RESOURCE MANAGEMENT Refers to adopting a specific plan in regard to human resources, and revamping human resource policies The word “strategic” literally means something done and practices, and developing employee as a part of a plan to achieve a particular purpose or competencies to cope with the special or challenging to gain advantage. situations. Eslao, Justine Lue A.  GROUP 4 OBJECTIVES Objectives of SHRM Place the employees at jobs according to their areas of specialization. Maintain employees motivated, satisfied and cooperative in organization Encourage employees for their cooperation, commitments and higher performance at work Train employees on technology in use and working procedure for developing their skills and knowledge Provide opportunities for the employees deserving on the scientific basis Contribute through manpower in improvement of organizational performance and organizational effectiveness in business Stay competitive and effective in business for growth and excellence in global market Eslao, Justine Lue A. GROUP 4 IMPORTANCE OF SHRM BUILD CHANGE-READY IMPROVING EMPLOYEE WORKPLACE ENGAGEMENT SHRM helps build an agile workforce that can The importance of Strategic Human Resource Management (SHRM) goes as far as to improve employee engagement and productivity at quickly adapt to changing needs and keep the workplace. contributing optimally and effectively. Here is how SHRM helps with employee engagement An organization’s goal could change depending It gives a clear sense of direction to employees. on external factors like supply and demand, It has plans to recognise and reward employees at the right time. competition, and political scenarios. SHRM promotes transparent and open As the organization’s goals change, the communication. workforce must also change its strategies. It helps employees understand organizational needs and act accordingly. Eslao, Justine Lue A. GROUP 4 IMPORTANCE OF SHRM EMPLOYEE TRAINING OPTIMIZING HUMAN AND DEVELOPMENT RESOURCE UTILIZATION One of the most important Training and development are essential parts of reasons organizations Brings employees and management closer. Helps employees understand organizational goals. managing the workforce. must focus is to have a Helps in creating a positive work culture that ensures Technology keeps changing daily, and your smart plan for managing high employee retention. the workforce. High efficiency in hiring resourceful talents that employees' skills may become redundant if they It is easy to make smart contributes towards organizational growth. Ensures the management invests in the right strategies are not upgraded. decisions by the HR team and solutions. SHRM understands current training and when they plan Addresses critical issues before they blow up. strategically. Helps create appropriate training and learning development needs. the importance of solutions. strategic human resource Helps the organization make optimal use of the existing management (SHRM) are: workforce. Eslao, Justine Lue A.  GROUP 4 MANAGEMENT MANPOWER MANPOWER MANAGEMENT Manpower management is also called as Human Resource Management. It consist of putting the right number of people, right kind of people at the right place, right time doing the right things for which they are suited for the achievement of goals of the organization. Eslao, Justine Lue A.  GROUP 4 BASIC FUNCTION OF MANPOWER MANAGEMENT OR HUMAN RESOURCE MANAGEMENT Eslao, Justine Lue A.  GROUP 4 PLANNING Planning is the first and basic function of the Establishing goals and objectives management and everything depends upon planning as it Developing rules and procedures is a process of thinking about things before they happen Determining plans and forecasting techniques and to make preparations in-advance to deal with them. Eslao, Justine Lue A. Eslao, Justine Lue A. GROUP 4 STAFFING DIRECTING Staffing is one of the key functions of Directing is a knowledge, discipline Manpower Management or Human and formal way of communicating Resource Management as staffing is to others what you are expecting the process of employing right people, from them to do for you or to an providing suitable training and placing organization. them in the right job by paying them Getting work done through accordingly and satisfactory subordinates Determining the type of people to be Ensuring effective two-way hired. Compensating the employees. communication for the exchange Setting performance standards, of information with the measuring and evaluating the subordinates employees. Motivating to strive for better Counseling the employees. performance Recruiting prospective employees and Maintaining the group morale selecting the best ones. Eslao, Justine Lue A. GROUP 4 CONTROLLING Able to think and decide what should be done and what should not be done and which should be done and which should not be done while dealing with employees. Operative function of Manpower Management or Human Resource Management Job design and job analysis Employee hiring and selection Employee training and development Compensation and benefits Employee performance management  GROUP 4 IMPORTANCE OF MANPOWER MANAGEMENT OR HUMAN RESOURCE MANAGEMENT Eslao, Justine Lue A.  Eslao, Justine Lue A. GROUP 4 IMPORTANCE SUCCESSFUL PROCUREMENT REDUCED TURNOVER Ensures successful procurement Can ensure reduced absenteeism, which results not only in the and turnover of employees organization’s acceptance of the person, but also in the person’s acceptance and satisfaction with the job and the company  Eslao, Justine Lue A. GROUP 4 IMPORTANCE INCREASED COORDINATION AND PRODUCTIVITY INTEGRATION Ensure proper coordination and It can result in increased integration between the authority productivity for the organization and responsibility relationship and realization of the individual as existing between various levels in well as organizational goals the organization effectively by ensuring fully trained and developed workforce.  Eslao, Justine Lue A. GROUP 4 IMPORTANCE HIGH MOTIVATIONAL EMPLOYEE LEVEL SATISFACTION The motivational levels of Effective Manpower Management employees in the organization can or Human Resource Management also be maintained by ensuring leads to employee satisfaction in fairness and equitableness in their several ways, development of the compensation with the help of employee on a continuous basis, effective human resource availability of promotion avenues, management. incentives for better work performance, etc. This satisfaction leads to heightened employee morale and his productivity goes up.  GROUP 4 STEPS OF STAFFING PROCESS MANPOWER PLANNING DEVELOPMENT RECRUITMENT PROMOTIONS SELECTION TRANSFER PLACEMENT APPRAISAL TRAINING DETERMINATION OF REMUNERATION Dionisio, Mary Grace R.  Dionisio, Mary Grace R. GROUP 4 MANPOWER PLANNING RECRUITMENT SELECTION The quantitative and A process of searching for A process of eliminating qualitative measurement of prospective employees and those who appear labor force requires in an stimulating them to apply for unpromising enterprise jobs in the organization Selecting the right Involves the synergy in candidates to fill various creating and evaluating the positions in the organization manpower inventory Developing that required talents among the employees selected for promotion advancement  Dionisio, Mary Grace R. GROUP 4 PLACEMENT TRAINING DEVELOPMENT Putting the person on the job To provide training to the A sound staffing policy which he is selected new employee provides for the introduction of a system of planned every organization.  Dionisio, Mary Grace R. GROUP 4 TRANSFER APPRAISAL PROMOTIONS The up gradation of an The movement if an How efficiently the employee to a higher post employee from one job to subordinate is performing a involving planned promotion another without increment in job and to know his in every organization pay, status, or aptitudes and other qualities responsibilities necessary for performing the job assigned to him. Needs to evaluate on a timely basis  Dionisio, Mary Grace R. GROUP 4 DETERMINATION OF REMUNERATION The last process which is very crucial as it onvolves in determining remuneration which is one of the most difficult functions of the personnel development There are no definite or exact means to determine correct wages.  GROUP 4 RECRUITMENT The process of finding and attracting potential candidates to fill vacant positions within an organization. It is the initial step in building a strong resource base and follows a systematic procedure that includes: - Sourcing cadidates - Arranging and conducting interviews - Selecting the most suitable candidates RECRUITMENT PLANNING The inital step in the recruitment process, involving the analysis and description of vacant positions Includes specifying the job requirements such as experience, qualifications, skills and job nature A structures recruitment plan in essential to attract qualified candidates who can meet the organization’s needs. Mainit, Jamilla Syrel Q.  GROUP 4 STEPS IN RECRUITMENT PLANNING Mainit, Jamilla Syrel Q. GROUP 4 STEPS IN RECRUITMENT PLANNING IDENTIFYING VACANCY JOB ANALYSIS Begins with requisitons from various Involves identifying and analyzing the duties, departments to HR responsibilities, required skills, and work environment. Details include the number of posts, positions, job duties, and required qualifications Helps outline job demands and necessary employee attributes for optimal job performance. The sourcing manager assesses the necessity, type (permanent/temporary, full-time/part- Steps include collecting job information, verifying time), and scope of the position before its accuracy, generating job descriptions, and recruitment starts. determining required skills and knowledge. Mainit, Jamilla Syrel Q.  GROUP 4 Job Description JOB DESCRIPTION a crucial outcome of job analysis and details job roles, responsibilities, and organizational positioning. Privdes a clear framework for recruitment and helps in: 1. Classification and ranking jobs 12. Process of Supervision 2. Placing and orientation of new 13. Working Conditions resources 14. Health Hazards 3. Promotions and transfers 4. Describing the career path 5. Future development of work standards 6. A job description provides information on the following elements - 7. Job Title/ Job Identifiacation/ Organization Position 8. Job Location 9. Summary of Job 10. Job Duties 11. Machines, Materials and Equipment Mainit, Jamilla Syrel Q. GROUP 4 JOB SPECIFICATION Job Specification Outlines the qualifications and sttributes required of a cnadidate for a particular job. Begins with preparing a list of all jobs within the organization and gathering detailed information about each one, which includes: - Physical, mental, emotional, and behavioral specifications A job specification document typically includes: Qualifications Experience Training and development needs Skills requirements Work resposibilities Emotional Characteristics Career planning Mainit, Jamilla Syrel Q.  GROUP 4 Job Evaluation JOB EVALUATION The process of comparing and assessing the value of different jobs within an organization to determine appropriate pay scales. Involves methods like job grading, classifications, and ranking, which help set salary standard and guide wage negotiations. Mainit, Jamilla Syrel Q.  GROUP 4 STRATEGY DEVELOPMENT Once recruitment needs are identified, strategy development focuses on: MAKE OR BUY DECISION TECHNOLOGICAL SOPHISTICATION Organizations must choose between hiring less skilled The recruitment and selection methods are influenced empoyees and ivesting in their training (make) by available technology Recruiting skilled professionals (buy) Technological advancements, such as computer While hiring skilled profesional allows for immediate systems, allow employers to scan qualifications on a productivity with minimal training broader scale, enhancing initial screening processes It comes with higher costs that may outweigh the and expanding access for job seekers. benefits Includes the use of video applications, saving time and travel costs Mainit, Jamilla Syrel Q. GROUP 4 To Reduce costs, companies analyze labor markets most liely to yield the needed job candidates Typically, the national market is used for managerial and professional roles, regioanal or local markets for technical positions, and local markets for clerical and blue-collar jobs. Many organizatons adopt an incremental recruitment strategy, LABOR MARKET starting locally and expanding efforts if intial attempts are unseccesful. ANALYSIS Mainit, Jamilla Syrel Q.  GROUP 4 SOURCES OF RECRUITMENT Recruitment sources are categorized into internal and external methods INTERNAL RECRUITMENT EXTERNAL RECRUITMENT Targets current employees within the This method involves courcing candidates from outside the organizaton. organizaton External sources encompass professional or trade Internal sources include present staff, associations, advertisements, employment exchanges, employee referrals. former employees, and college and uiversity placement services, walk-ins and former applicants write-ins, consultants, contractors, displaced persons, radio and television, acquisitions and mergers, and competitors. Mainit, Jamilla Syrel Q. GROUP 4 SEARCHING The recruitment process begins with searching, whcih involves attracting candidatesto job vacancies. This step is divided into two parts: SOURCE ACTIVATION SELLING Initiated once a line manager confiirms a Involves selecting appropriate media to vacancy, starting the search for candidates communicate job openings to potential candidates. Mainit, Jamilla Syrel Q.  GROUP 4 SOURCES OF RECRUITMENT: SOURCES INTERNAL SOURCES EXTERNAL SOURCES Refer to hiring employees Refer to hiring employees within the organizations outside the organization through: through: a. Promotions a. Direct recruitment b. Transfers b. Employment exchanges c. Re-employment of former c. Employment agencies employees d. Advertisements d. Internal advertisements e. Professional Associations e. Employee Referrals f. Campus recruitment f. Previous applicants g Word of Mouth Mainit, Jamilla Syrel Q.  GROUP 4 Mainit, Jamilla Syrel Q. SCREENING the screening process filters applications to identify qualified candidates for further consideration. This involves: REVIEWING TELEPHONIC OR INDENTIFYING RESUMES AND VIDEO TOP CANDIDATES COVER LETTERS INTERVIEWS Evaluating candidate’s Conudcted to verify Shortlisting the best education, work experience, candidate availability and resumes for hiring managers and background. assess communication to review, providing insights Consideration is given to job skills and attitude and reccomendations to aid changes, employment in decision-making. longevity, gaps, job-hopping, and career progression  GROUP 4 EVALUATION AND Evaluation and Control Vital to assess the recruitment process’s effectiveness and manage associated costs, including: CONTROL a. Recruiter salaries b. Advertisement and agency fees c. Administrative expenses d. Costs of unfilled vacancies e. Time spent by management preparing job descriptions and conducting interviews Mainit, Jamilla Syrel Q.  GROUP 4 TYPES OF RECRUITMENT Mainit, Jamilla Syrel Q. GROUP 4 TYPES OF RECRUITMENT INTERNAL RECRUITMENT INTERNAL METHODS occurs within the organization, offering Transfers: benefits like increased employee motivation - Moving employees between jobs or locations without and cost savings. changing rank or responsibilities Promotions - Advancing employees to higher positions based on performance Re-employment of Ex-employees - Inviting former employees to fill vacancies Mainit, Jamilla Syrel Q. GROUP 4 TYPES OF RECRUITMENT A. Employment at factory Level: Posting vacancies on bulletin EXTERNAL RECRUITMENT boards, typically for factory workers. B. Advertisements: Using media like newspapers and TV to reach Sources candidates from outside the a broad audience organization, whcih can be time-consuming and C. Employment Exchanges: Government-run exchanges for hiring. costly D. Employment Agencies: Private agencies supplying manpower E. Educational Institutions: Campus Recruitment from professional institutions F. Recommendations: Filling vacancies through trusted individuals‘ EXTERNAL METHODS recommendations G. Labor Contractors: Specialists providing manpower on a contractual basis. Mainit, Jamilla Syrel Q.  GROUP 4 SELECTION Is the process of putting right man on right job. It is a procedure of matching organizational requirements with the skills and qualifications of a person. Selection is different from recruitment. Lutao, Angel Trisha Mae C. GROUP 4 EMPLOYEE SELECTION PROCESS PRELIMINARY APPLICATION WRITTEN TESTS INTERVIEWS BLANKS It is used to eliminate Those who have cleared the The various written tests candidates who do not meet preliminary interview are that are conducted during the minimum eligibility required to fill application the selection process criteria laid down by the blank that contains data organization. record such as deatils about Used to objectively assess age, qualifications, reason the potential candidate Screening Interview for leaving previous jobs, esperience and etc. Lutao, Angel Trisha Mae C. GROUP 4 EMPLOYEE SELECTION PROCESS EMPLOYMENT MEDICAL APPOINTMENT INTERVIEWS EXAMINATION LETTER The interaction between Medical test are conducted A reference check is made interviewer and the potential to ensure physical fitness of about the candidate candidate the potential employee. selected and then finally he is appointed by giving a Used to find if the candidate format appointment letter. is best suited for the required job or not. Lutao, Angel Trisha Mae C. GROUP 4 EMPLOYEE SELECTION PROCESS RECIEVING SCREENING EMPLOYMENT APPLICATIONS APPLICATION TESTS Potential employees apply Once the applications are Before an organization for a job by sending received, they are screened decides a suitable job for applications to the by a special screening any individual, they must organization committee who choose gauge their talents and skills candidates from the Gives the interviewer applications to call for an These are done through information about the interview intelligence, aptitude, candidate. proficiency test and etc. Lutao, Angel Trisha Mae C. GROUP 4 EMPLOYEE SELECTION PROCESS EMPLOYMENT CHECKING REFERENCES INTERVIEW This step is done to identify The person who gives the reference of a potential employee is also a very a candidates skill set and important source of information ability to work in an organization in detail The referee can provide info about the person’ s capabilities, experience in the previous companies and leadership and managerial skills. This step is critical for the selection of the right people The information provided by the referee is meant to be kept confidential for the right jobs. with the HR department Lutao, Angel Trisha Mae C.  GROUP 4 IMPORTANCE OF THE SELECTION PROCESS Proper selection and placement of employess lead when people get jobs, htey are good at it, it to growth and development of the company. The creates a sense of satisfaction with them and company can, simliarly, only be as god as the thus their work efficiency and quality improve. capabilities of its employees. The Hriing of talented and skilled employees People who are satisfied with their jobs often resilts in the swift achievement of company goals tend to have a high morale and motivation to perform better. Lutao, Angel Trisha Mae C. Industrial accidents will drastically reduce in numbers when teh right teachnical staff is empolyed for the right jobs. GROUP 4 COMPENSATION AND BENEFITS Also known as comp & ben Refer to the rewards and organization provides to its employees in exchange for their labor. An attractive compensation and benefits plan can help you attract and retain top talents and keep them happy, motivated, and engaged at work Compensation and benefits are a key part of Human Resource Management Lopez, Brixter James C. GROUP 4 Refers to the monetary and non- monetary rewards an empoyee recieve from their employer in exchange for their work Together, they make up a total compensation package, which may include salary, bonuses, insurance, retirement, contributions, and WHAT IS various other perks aimed at COMPENSATION attracting , motivating, and retaining employees. AND BENEFITS? Lopez, Brixter James C.  Lopez, Brixter James C. GROUP 4 Compensation Monetary Payment given to employees in exchange for their work, typically in the form of wages or salaries COMPENSATION Benefits of Non-Monetary MONETARY Rewards or provisions offered to employees in addition to their compensation, such as health insurance, Reiterment plans and paid time off. Togehter, Compensation and Benefits address both employees. Immediate financial needs and long term well- being. Overall Compensation The top factor that job seekers consider when accepting a new job compensation, benefits, and related taxes can account for up to 70% of businees costs, highlighting the importance of getting comp & ben right at your company  GROUP 4 WHAT IS THE DIFFERENCE BETWEEN COMPENSATION AND BENEFITS? The main difference between compensation and benefits is that compensation is a finacial form of remuneration, while benefits are non-financial. Lopez, Brixter James C.  GROUP 4 DIFFERENCE COMPENSATION BENEFITS The money an employee recieves Extra perks or rewards than an in excahnge for their labor organization provides to an employee, and they may have a Could be a salary, wages, financial value, but the employee commission, and bonuses. doesn’t recive any cash direclty. This money is subject to taxation Includes health insurance, stock options, gym memberships, flexible HR uses compensation to attract working hours, learning and top talent and boost retention develpment opportunites, and rates. retirement saving plans. Some benefits are exempted from taxation Lopez, Brixter James C. GROUP 4 TYPES OF COMPENSATION DIRECT COMPENSATION VARIABLE COMPENSATION The financial compensation, or cash, given from Also known as variable pay Compensation given to an employee that is based on the employer to the employee for their services. performance A. Base Pay The aim is to reward and ecourange a specific behavior or result. b. Overtime Pay Typicaly implemented with sales teams C. Variable Compensation Often given in the form of bonuses and commisions D. Sales Compensation These performance goals will be pre-determined and outlined with a target date There may also be a range of payouts, which is based on how close the results are to the original target Lopez, Brixter James C. GROUP 4 TYPES OF COMPENSATION SALES COMPENSATION INDIRECT COMPENSATION often used to motivate a sales team to achieve its goals Monetary and non-monetary incentives given to an employee Typically comprise a base salary and be topped up with to increase their overall engagement and motivation at work. comisions, bonuses and other performance-based Still has a financial value, but employees don’t recieve it in incentives, all of which are tailored to the role and cash form company in question The base salary will often be minimal, while the A. Stock Options comissions and bonuses are lucrative B. Benefits to protect Employee To incentivize employees to achieve certain performance goals and contribute to the success of the company. Lopez, Brixter James C. GROUP 4 TYPES OF COMPENSATION TOTAL COMPENSATION The combination of direct and indirect forms of compensation Presented to an employee as part of thier contract An important part of a company’s talent acquisition strategy Benefits are often also considered part of the total compensation package. A. Compensation Package Lopez, Brixter James C.  GROUP 4 TYPES OF EMPLOYEE BENEFITS Lopez, Brixter James C.  GROUP 4 TYPES OF EMPLOYEE BENEFITS LEGAL BENEFITS / STATUTORY DISCRETIONARY BENEFITS BENEFITS Also known as mandatory benefits, are the minimum Refers to the range of voluntary benefits that benefits that employers are legally required to provide employers choose to offer their employees beyond to their employees. what is legally required. These benefits are dictated by local, regional, or These benefits encompass various programs and national laws. services designed to enhance the overall compensation package provided to employees, contributing to their financial security, health, and wellbeing. Lopez, Brixter James C.  GROUP 4 4 DISTINCT CATEGORY OF BENEFITS BENEFITS AT WORK BENEFITS FOR HEALTH BENEFITS FOR LIFESTYLE BENEFITS FINANCIALSECURITY Lopez, Brixter James C. GROUP 4 Lopez, Brixter James C. BENEFITS AT WORK FLEXIBLE PAID TIME OFF SKILL WORKING HOURS DEVELOPMENT FOOD & GIFTS AND BEVERAGES ACTIVITIES  GROUP 4 BENEFITS FOR HEALTH HEALTHCARE WELLNESS INCENTIVES Lopez, Brixter James C.  GROUP 4 Lopez, Brixter James C. LIFESTYLE BENEFITS FINANCIAL SECURITY RETIREMENT PENSION PLANS REMOTE WORK INSURANCES COMMUTER BENEFITS FINANCIAL GROWTH WORK-LIFE BALANCE PERSONAL FINANCE GROUP 4 WHY IS COMPENSATION AND BENEFITS IMPORTANT? EMPLOYEE MOTIVATION ATTRACTING TOP TALENT AND JOB SATISFACTION Top talent will always be in demand. Therefore, they An undesirable compensation and benefits package that is are likely to know their value and negotiate with below average in the industry will leave employees feeling companies for a compensation and benefits package dissatisfied, unappreciated, and unmotivated at work. This can lead to increased absenteeism and turnover and that matches this. negatively affect team morale. Lopez, Brixter James C. GROUP 4 WHY IS COMPENSATION AND BENEFITS IMPORTANT? INCREASED LOYALTY & INCREASED PRODUCTIVITY ENGAGEMENT When employees feel valued and appreciated, they The right compensation and benefits plan rewards are likely to stay loyal to the company, buy into its employees for their effort and success at work, which can mission, and be more engaged at work. encourage and motivate them to be more efficient and productive. This includes sales-based commission, performance-related bonuses, and team rewards. Lopez, Brixter James C. GROUP 4 WHY IS COMPENSATION AND BENEFITS IMPORTANT? FAIRNESS AND ADHERING RETENTION TO MARKET STANDARDS Reports suggest that the average cost of replacing Aside from national and local laws that stipulate the an employee is between one to two times the minimum compensation a worker is entitled to, employee’s annual salary, and it’s even more for C- compensation and benefits help you treat employees suite positions. fairly in exchange for their services and ensure the company adheres to market standards. Lopez, Brixter James C. GROUP 4 LEARNING AND DEVELOPPMENT a systematic process to enhance employees’ skills, knowledge, and competency, resulting in better work performance. a core HR function and a significant part of an organization’s overall people development strategy. It plays a key role in attracting and retaining talent, enriching company culture, and engaging employees. Lopez, Brixter James C.  Lopez, Brixter James C. GROUP 4 DIFFERENCE Both learning and development are essential in helping employees grow and succeed, but they have distinct purposes. Encompasses initiatives designed to improve employee performance and drive business success through ongoing skill and Capability Building. LEARNING DEVELOPMENT concerned with the acquisition of the broadening and deepening of knowledge in line with one’s individual knowledge, skills, behaviors, and long-term professional goals attitudes that lead to improved job performance. It aims to grow job-related abilities to expand one’s potential for new The process of learning takes opportunities in the future. place through various activities, Activities that encourage development such as seminars, conferences, include leadership training, mentoring, hands-on experimentation, and coaching, job shadowing, and stretch reading articles or books. assignments. Typically something an employee chooses to do rather than being required to.  GROUP 4 WHY IS LEARNING AND DEVELOPMENT IMPORTANT? The leadership of most organizations understands the value of expanding employees’ skills and knowledge and chooses to invest in an L&D program. This investment pays off in many ways, including the following: Lopez, Brixter James C.  Lopez, Brixter James C. GROUP 4 ATTRACTING AND RETAINING EMPLOYEES People want to work for organizations where they can lean into their present and future interests. They have come to expect employers to offer career-enhancing growth and development BOOSTING EMPLOYEE EXPERIENCE AND ENGAGEMENT Employees gain confidence in their performance and feel inspired to take more initiative and pursue their career aspirations. This translates to higher morale, job satisfaction, and engagement.  Lopez, Brixter James C. GROUP 4 BRIDGING SKILLS GAPS Organizations must keep pace with technological advancements and frequent shifts in business concepts. This means equipping employees to face new challenges. Reskilling and upskilling individuals for specialized technical roles and developing their soft skills prepares the workforce to adapt, foster innovation, and meet the organization’s future labor needs. ENHANCED REPUTATION AS AN EMPLOYER With so many people looking for growth opportunities in their jobs, fulfilling their desires for expanding career opportunities is a must for improving your employer brand. Employers that offer robust L&D have an advantage over others in the competition for top talent.  Lopez, Brixter James C. GROUP 4 EMPOWERING FUTURE LEADERS Providing learning and development opportunities results in well-trained and educated employees who can take on new responsibilities and leadership roles. Many organizations create their own management training programs that offer employees a tangible prospect for making their career aspirations a reality.  GROUP 4 LEARNING AND DEVELOPMENT METHODS There is no single learning method or technique that works for every individual or every organization. People have varied learning styles, and organizations have different learning objectives. Lopez, Brixter James C.  Lopez, Brixter James C. GROUP 4 FORMAL LEARNING IN A CLASSROOM SETTING This method is goal-oriented and instructor-led with limited learner interaction. It is typically a group situation and can take place in person or online. Examples include lectures, classes, and seminars. INFORMAL LEARNING Informal learning is organic, unstructured, and more self-directed. It takes place on the job through tasks, feedback, co-worker interactions, and through individual study. Examples include conversations, online forums, and reading books or doing research.  Lopez, Brixter James C. GROUP 4 EXPERIENTIAL LEARNING This trial-and-error approach allows people to try doing something, observe the results, and then gain understanding from the experience. Examples include apprenticeships, internships, virtual or real-world simulation exercises, and scenario-based role-playing. COACHING Coaching is a workplace relationship that focuses on empowering employees to grow and achieve their goals. The coach and coachee meet regularly for open dialogue, with the coach providing feedback, direction, and support. There are several types of workplace coaching, such as:  Lopez, Brixter James C. GROUP 4 COACHING PERFORMANCE AI-BASED PEER COACHING COACHING COACHING to inspire employees to is where two or more leverages artificial realize their full potential by colleagues team up to share intelligence to provide honing their current abilities ideas, learn from one coaches with insight, and learning new skills. another, build skills, or augment coaching efforts, collaborate to solve work or exclusively do the problems. coaching.  GROUP 4 MENTORING Mentoring is a collaborative relationship that connects employees with someone they can learn from to grow professionally. Mentors act as role models to the mentee. They listen, answer questions, and offer guidance. Examples of workplace mentoring include: Lopez, Brixter James C.  Lopez, Brixter James C. GROUP 4 MENTORING MENTORSHIP PROGRAMS that are sponsored by the organization provide structure and resources for mentoring relationships. PEER MENTORING takes place between two co-workers who are at the same or similar level in the organization but have different degrees of experience. The more experienced one shares their knowledge and offers encouragement to the less experienced one.  MENTORING Lopez, Brixter James C. GROUP 4 REVERSE MENTORING when junior employees share their knowledge and expertise with their superiors to help them overcome a shortfall in a particular area, such as digital skills. MICRO-MENTORING occurs in one-time or temporary settings and is focused on short-term objectives for a specific project, topic, or skill.  Lopez, Brixter James C. GROUP 4 SKILL BUILDING involves helping employees acquire new skills. The purpose is to fill the organization’s skills gaps so it can achieve business goals and remain competitive. Examples of skill-building activities include new product training, customer service role-playing, and problem-solving games. TARGETED TRAINING is another method for closing skills gaps. It combines formal and informal learning to meet individual learning needs. By pinpointing the most needed skills, organizations can distribute training resources efficiently. Just about any method can be used for this type of learning.  MENTORING Lopez, Brixter James C. GROUP 4 CROSS-TRAINING entails teaching an employee how to handle another employee’s role. When employees are cross-trained, they expand their skill set and understanding of the company’s operations. They can also cover for absent employees and pitch in when extra help is needed to distribute the workload. REMOTE TRAINING takes place online and is for employees who are not working from the same location. It can be held either at a set time with employees participating from different places (synchronously) or accessed on demand (asynchronously). Examples include webinars, online courses, and pre-recorded video lessons.  Lopez, Brixter James C. GROUP 4 NEW EMPLOYEE TRAINING the part of the onboarding process that teaches new hires how to do and be productive in their jobs. It’s customized to each role and can involve areas of instruction such as customer service techniques, how to use software, or how to operate equipment.  GROUP 4 EXAMPLES OF LEARNING AND DEVELOPMENT PROGRAMS Lopez, Brixter James C.  MENTORING Lopez, Brixter James C. GROUP 4 ORIENTATION AND ONBARDING The job orientation and onboarding journey helps all new employees settle into their new organization and role, often equipping them with specific knowledge, training, and equipment to do their job. TECHNICAL SKILLS DEVELOPMENT Certain roles require technical skills, which can be improved through training and education. For example, software engineers might receive training on specific software applications or take a course to improve their coding abilities. As technology rapidly evolves, keeping technical skills updated requires regular training.  Lopez, Brixter James C. GROUP 4 SOFT SKILLS DEVELOPMENT personality traits, behaviors, and interpersonal skills people use to interact with others at work and are essential for cooperation and harmony between peers. While they are less tangible than hard skills, they can still be developed. PRODUCT AND SERVICES TRAINING Customer and client-facing roles require strong knowledge of the product or service offering. As products and services are updated and new lines are rolled out over time, regular training helps ensure that everyone has a good grasp of the unique selling proposition (USP) and benefits and can communicate these to the customer.  Lopez, Brixter James C. GROUP 4 SAFETY TRAINING Health and safety training is not only essential for keeping your employees safe and healthy at work, but sometimes it’s also required by law (these laws differ depending on the location in question). Some roles – such as an administrative office position – require basic safety training, while others – such as a builder using complex and dangerous machinery on-site – require more specific learning programs.  GROUP 4 Personnel Decisions PERSONNEL Personnel decisions manage an organization’s DECISIONS workforce, including hiring, training, and performance evaluation. Aim: Ensure the right people are in the right roles to achieve organizational goals. Example: Hieing a new empolyee Recruitment, selection, training, performance evaluation, promotion A decision-making process that spans from hiring to career development Sison, Cristine Joy G. GROUP 4 Aligns workforce with organizational goals Enhances employee satisfaction and retention Ensures legal and ethical compliance IMPORTANCE OF Motivates and engages employees Promotes organizational growth PERSONNEL DECISIONS Sison, Cristine Joy G.  GROUP 4 ROLES OF PERSONNEL DECISIONS STRATEGIC ROLE LEADERSHIP & MOTIVATION ROLES Align with organizational goals Affects leadership and employee engagement RESOURCE ALLOCATION CONFLICT MANAGEMENT Ensure effective use of human capital Resolve employee conflicts fairly TALENT MAGAEMENT & SUCCESSION PLANNING develop future leaders Sison, Cristine Joy G.  GROUP 4 FACTORS AFFECTING PERSONNEL DECISIONS ORGANIZATIONAL NEEDS LEGAL AND REGULATORY REQUIREMENTS MARKET CONDITIONS AND Lorem ipsum dolor sit amet, consectetur COMPETITION adipiscing elit, sed do eiusmod tempor incididunt COMPANY CULTURE AND ut labore et dolore magna aliqua. VALUES EMPLOYEE PERFORMANCE Sison, Cristine Joy G.  WARNER & SPENCER CHALLENGES IN PERSONNEL DECISIONS BIAS AND MANAGING EMPLOYEE DISCRIMINATION PERFORMANCE FAIRLY BALANCING ORGANIZATIONAL RETENTION OF TALENT AND EMPLOYEE INTERESTS Sison, Cristine Joy G. GORUP 4 Sison, Cristine Joy G. CONCLUSION EFFECTIVE PERSONNEL THEY REQUIRE A PERSONNEL DECISIONS ARE MANAGEMENT DRIVES BALANCED, FAIR, CRITICAL TO MOTIVATION, AND STRATEGIC SATISFACTION, AND ORGANIZATIONAL APPORACH BUSINESS SUCCESS PERFORMANCE  GROUP 4 JOB DESIGN AND REDESIGN Structuring tasks and responsibilities to align organizational goals with employee motivation and satisfaction. IMPORTANCE RISKS OF POOR DESIGN Drives productivity, job satisfaction, and performance. Leads to burnout, disengagement, and turnover. Sison, Cristine Joy G. GROUP 4 WHAT IS JOB DESIGN? PITFALLS OF PURPOSE KEY BENEFITS POOR DESIGN Aligns job tasks with Increased productivity and quality Frustration, overload, organizational needs and work Higher employee satisfaction, burnout employee strengths. reduced absenteeism, and lower Misalignment of roles with turnover employee skills Better job fit and career development opportunities Sison, Cristine Joy G. GROUP 4 JOB DESIGN VS. JOB REDESIGN JOB DESIGN JOB REDESIGN Creating new roles from scratch Modifying existing roles for efficiency or Defining tasks, skills, and resources satisfaction Example: Creating a Digital Marketing Strategist Adjusting tasks, autonomy, or feedback role Examples: Enhancing a Customer Service role with job rotation Sison, Cristine Joy G.  GROUP 4 HR’S ROLE IN JOB DESIGN Align Job Roles with Organizational Define Clear Responsibilities and Goals Tasks Support Skill Development & Career Promote Employee Engagement & Growth Retention GROUP 4 FIve Core Job Dimensions Skills Variety: Different skills needed for the job Task Identity: Seeing a job through from start to finish Task Significance: Impact of the work on others JOB DESIGN Autonomy: Independence and control over work THEORY Feedback: Information about job performance hackman & Oldhan Model Sison, Cristine Joy G. GROUP 4 MOTIVATING POTENTIAL SCORE (MPS) Higher MPS = More motivated, satisfied employees PURPOSE EXAMPLE ACTION Assess job motivation Job A: High scores = High Improve autonomy and based on Hackman & MPS (255) feedback in Job B Oldham’s model Job B: Low autonomy and feedback = Low MPS (40) Sison, Cristine Joy G.  GROUP 4 JOB DESIGN APPROACHES MOTIVATIONAL JOB DESIGN MECHANISTIC JOB DESIGN Focuses on key job dimensions for motivation Specialization and task efficiency (e.g., manufacturing) BIOLOGICAL JOB DESIGN PERCEPTUAL-MOTOR JOB DESIGN Ergonomics and reducing physical strain (e.g., labor- Matching jobs to mental capacity (e.g., air traffic intensive jobs) control) Sison, Cristine Joy G.  GROUP 4 JOB DESIGN STRATEGIES JOB ROTATION JOB ENLARGEMENT Employees rotate between different tasks to increase Adding more tasks at the same level to reduce skill variety and reduce monotony. repetition. Example: HR employees rotating between recruitment, Example: A graphic designer taking on social media training, and benefits. design tasks. Sison, Cristine Joy G.  GROUP 4 JOB DESIGN STRATEGIES JOB ENRICHMENT JOB SIMPLIFICATION Adding meaningful tasks, increasing autonomy, and Focusing roles on specific tasks to improve efficiency. offering feedback opportunities. Example: Dividing customer service into specialized Example: Giving employees control over how tasks are teams (billing, technical support, etc.). done or client interactions. Sison, Cristine Joy G. GROUP 4 STEPS TO EFFECTIVE JOB DESIGN APPLYING THE JOB IDENTIFY KEY USE TOOLS LIKE THE CHARACTERISTICS MODEL RESPONSIBILITIES & JDOT (JOB DEISNG (HACKMAN & OLDHAM) COMPETENCIES OPTIMIZATION TOOL) Ensure roles include key Work with managers to Assess job demands and motivating dimensions (skill define essential tasks and resources to optimize job variety, autonomy, feedback) required skills. design. Sison, Cristine Joy G. GROUP 4 Sison, Cristine Joy G. STEPS TO EFFECTIVE JOB DESIGN FOCUS ON JOB ALLOW JOB FULFILLMENT CRAFTING Provide opportunities for Enable employees to tailor growth, feedback, and their roles based on their recognition. skills and interests for greater job satisfaction.  GROUP 4 CONCLUSION Effective Job Design: Aligns organizational goals with employee motivation, increasing job satisfaction and productivity. HR's Key Role: Ensures job roles are defined, motivating, and support employee growth. Continuous Improvement: Regular job design and redesign are critical to adapting to changing needs and ensuring a productive, satisfied workforce. Sison, Cristine Joy G. GROUP 4 PERFORMANCE APPRAISAL The regular view of an employeer’s job performance. The employee overall contribution to a company It is part of a performance management-promotion and salary Decision for discharging an employee Lacandola, Hazel Jhoy D.  GROUP 4 PRINCIPLES Principles of Performance Appraisal Single employee is rated by two raters. Continous and personal observation of an employee is essential to make effective performance appraisal The rating should be done by an immdiate superior of any subordinate is an organization A separate department may be created for effective performance appraisal The rating is conveyed to the concerned employee. Lacandola, Hazel Jhoy D.  GROUP 4 METHODS OF PERFORMANCE APPRAISAL Lacandola, Hazel Jhoy D. GROUP 4 METHODS OF PERFORMANCE APPRAISAL TRADITIONAL METHODS MODERN METHOD Ranking Methods Management by Objectives (MBO) Paired Comparison Behaviourally anchored rating scales Grading Assesment centers Forced distribution method 360-degree appraisal Checklist method Cost accounting method Critical incidents method Graphic scale method Essay Method Field review method Confidential report Lacandola, Hazel Jhoy D.  GROUP 4 RANKING METHOD An employee is ranked against the other in the working group under this method. ADVANTAGES DISADVANTAGES Each employee is compared with other person Can not be used for big organizations Useful in small organizations Does not evaluate the individuality of an employee It lags objectivity. Lacandola, Hazel Jhoy D.  GROUP 4 PAIRED COMPARISON METHOD It is used in a big organization. Each employee is compared with other employees taking only one at a time. ADVANTAGES DISADVANTAGES This method is suitable for big organizations. Understading the method is a difficult one. Individuals traits are evaluated It involves considerable time. Lacandola, Hazel Jhoy D. PAIRED COMPARISON METHOD EXAMPLE  GROUP 4 METHODS FORCED DISTRIBUTION GRADING METHOD Forces the rater to distrubute the Certain categories of abilities or rating of the overall performance of performance of employee are an employee defined well in advance to fall in Group wise rating is done under certain grades under this method this method. Suitable to large organizations, but Such grades are unsatisfactory , the individual traits could not be fair, satisfactory, good, outstanding apppraised. Lacandola, Hazel Jhoy D. GROUP 4 METHODS CHECKLIST FORCED CHOICE METHOD A series of groups of statements This is through getting answers for are prepared positively or a number of questions. negatively Both statements describe the The questions are related to the chracteristics of an employee, but behavior of an employee. the rater is forced to tick any one of the statements either out of positive statements or out of negative staetments. Lacandola, Hazel Jhoy D.  GROUP 4 METHODS GRAPHIC RATING SCALE CRITICAL INCIDENT METHOD METHOD It is based on the incidents that Also known as linear rating scale really occured to the concerned employee. The printed appraisal form is used to appraise each employee. The rating is done on the basis of points on the continuum. The common is to follow a five points scale. Lacandola, Hazel Jhoy D. GROUP 4 METHODS FIELD REVIEW METHOD ESSAY EVALUATION It is through an interview between the rater and the immediate superior or The nurse manager is required to superior of a concerned employee. describe the employee‘s The rater asks the superiors about the performance over the entire performance of an employee ; the evaluation period. personel department prepares a detailed It is by writing a narrative detailing report on the basis of this collected the strengths and weaknesses of information. A copy of this report is placed in the the appraise. personnel file of the concerned employee after getting approval from the superior. Lacandola, Hazel Jhoy D.  GROUP 4 METHODS APPRAISAL INTERVIEW PEER REVIEW The employee selects peers to Once the manager completes an conduct the evaluation. accurate evaluation of The employee submits a self- performance, he/she should evaluation portfolio, this will arrange an appraisal interview. describe how he or she met This is the first step in employee objectives and/or predetermined development standards during the past They provide feedback to an evaluation cycle employee which enables him to This may be done individually or in improve his performance in the a group future. Lacandola, Hazel Jhoy D.  GROUP 4 MANAGEMENT BY OBJECTIVES The performance is rated against the achievement of objectives stated by the managememnnt. ADVANTAGES DISADVANTAGES It is more useful for managerial positions Not applicable to all jibs, allocation of merit pay may result in setting short-term goals rather than important and long-term goals Lacandola, Hazel Jhoy D. GROUP 4 METHODS 360-DEGREE FEEDBACK ASSESSMENT CENTERS It is a technique which is systematic collection of performance data on an The trained evaluators observe and individual group, derived from a evaluate employees as they number of stakeholders perform the assigned jobs and are It is highly useful in terms of broader evaluated on job related perspective, greater self-development characteristics and multi-source feedback is useful. It is also to meaasure interpersonal skills, customer satisfaction and team building skills. Lacandola, Hazel Jhoy D.  GROUP 4 METHODS HUMAN RESOURCE LIMITATIONS OF ACCOUNTING METHOD PERFORMANCE APPRAISAL Tries to find the relative worth of The performance appraisal assets in the terms of money. methods are unreliable If an employee is well known to an The performance appraisal is employer, the performance judged in terms of cost anf appraisal may not be correct. contribution of the employees. Uniform standards are not followed by the supervisors in the performance appraisal. Lacandola, Hazel Jhoy D. GROUP 4 The advancement of an employee to a higher job position. Sometimes, the salary of the employee also increases with the promotion. PROMOTION This builds loyalty and belongingness on the part of the employee. Lacandola, Hazel Jhoy D.  GROUP 4 TYPES OF PROMOTION Lacandola, Hazel Jhoy D. GROUP 4 TYPES OF PROMOTION VERTICAL PROMOTION HORIZONTAL PROMOTION DRY PROMOTION More or different Higher Salary More or different Responsibilities New job title responbilities Higher salary New job title Lacandola, Hazel Jhoy D. GROUP 4 EMPLOYEE PROMOTION PROCEDURE Determining if someone is eligable for a promotion Identifying who is responsible for giving promotions Knowing when to pomote an employee Determining what type of promotion to give Announcing the promotion Lacandola, Hazel Jhoy D. GROUP 4 PROMOTION ADVANTAGES DISADVANTAGES It creates a competitive environment among Employees are discouraged and they get no reason employees to staying the same organization for a long time They will try to show their capability Senior employees become frustrated during the By this process, mertorious, competent, energetic process employees are rewarded By this process, partially and nepotism are Hard work is encouraged by this process increased in the organization. Lacandola, Hazel Jhoy D. GROUP 4 Q&A Thank you for listening! GROUP 4 THANK YOU Acosta, Kevin I. ; Dionisio, Mary Grace R. ; Eslao, Justine Lue A. ; Lacandola, Hazel Jhoy D. ; Lopex, Brixter James C. ; Lutao, Angel Trisha Mae C. ; Mainit, Jamilla Syrel Q. ; Sison, Cristine Joy G.