HRA Reviewer Set A PDF

JON CLARK G. SUMAYAO, RPm, CHRA Human Resource Functions | Recruitment & Selection | Workplace Learning & Development | Compensation & Benefits | Performance Management & Appraisal | Job...

JON CLARK G. SUMAYAO, RPm, CHRA Human Resource Functions | Recruitment & Selection | Workplace Learning & Development | Compensation & Benefits | Performance Management & Appraisal | Job Analysis & Design | Organizational Theories, Models, and Concepts | Group & Organizational Issues | Worker / Employee Issues | Risk Management 1st Edition March 2024 Text Revision Primary References: Introduction to Industrial-Organizational Psychology, Seventh Edition Riggio, R. (2018). Introduction to Industrial-organizational psychology (Seventh Ed.). Routledge. ISBN: 978-1-138-65532-34 Industrial/Organizational Psychology: An Applied Approach, Eighth Edition Aamodt, M. (2013). Industrial/organizational psychology: An applied approach, 8th Ed. Routledge. ISBN 13: 9780205254996 Psychology and Work: An Introduction to Industrial and Organizational Psychology, Second Edition Truxillo, D., Bauer, T. Erdogan, B. (2021). Psychology and work: An industrial and organizational psychology, 2nd Ed. Routledge. https://doi.org/10.4324/9780429055843 Work and Organizational Psychology, Third Edition Rothmann, S., Bauer, Cooper, C. (2022). Work and organizational psychology, 3rd Ed. Routledge. https://doi.org/10.4324/b22796 THE When knowledge meets the frontiers, psychology paves a better tomorrow! LinkedIn | Facebook | Outlook UNAUTHORIZED DISTRIBUTION IS HIGHLY PROHIBITED - DO NOT ATTEMPT HRA REVIEWER SET 1 PAGE 0 OF 42 C.G. SUMAYAO, RPm, CHRA  JON CLARK G. SUMAYAO, RPm, CHRA TABLE OF CONTENTS HI! I hope that this reviewer can be a helpful tool in reinforcing and easing our academic “digestion” of information. However, I highly encourage referring to the prescribed materials by certifiers or your professors whenever you find concepts you struggle with. This material is not meant to substitute any prescribed references, but only as an aid and primer to studying laws on HR theories and concepts for HR Associates. The prescribed references are still the best means to gain a deeper understanding of this subject and avoid missing important details. Please note that I have proofread my work to the best of my ability, but if you do happen to come across any typographical errors, please accept my apologies – and I am very open to constructive remarks for improvement. I would really appreciate if you could please fill out this feedback form. Thanks! This arrangement is patterned according to its references, combining information from other references. Godspeed! – Jon Clark G. Sumayao, RPm, CHRA (2024) Guide: CHAPTER TITLE SECTION HEADER SUBSECTION 1 SUBSECTION 2 SUBSECTION 3 Subsection 4 It may be sufficient to review one chapter per day prior your examinations. Skim chapters you are knowledgeable of and are already comfortable with. S2 Selection.................................................................................................. 10 Table Of Contents.................................................................................. 1 Overview Of Selection Process.......................................................... 10 C1 Human Resource Functions.............................................................. 4 Common Assessment Methods................................................................ 10 Facets Of HR....................................................................................... 4 Resume / Curriculum Vitae (CV) Review.......................................... 10 Hierarchy Of HR Titles........................................................................ 4 Assessment Centers........................................................................... 10 Some Of The Key Persons Involved In HR Management.................... 4 Interview............................................................................................ 10 S1 Human Resource Management Functions............................................. 4 Testing And Validation............................................................................ 11 4 Main Activities Of HRM......................................................................... 4 Characteristics Of A Psychological Test............................................ 11 HRM Has 2 Functions................................................................................ 5 Types Of Tests................................................................................... 11 Basic Functions.................................................................................... 5 Establishing Test Utility.................................................................... 11 Operative Functions............................................................................. 5 Fairness Of A Test............................................................................. 12 Features Of HRM....................................................................................... 5 Validity.............................................................................................. 12 S2 Human Resource Planning (HRP).......................................................... 5 Decisions To Select Or Reject.................................................................. 12 Workforce Planning Process...................................................................... 5 Factors Affecting WFP........................................................................ 5 C3 Workplace Learning And Development......................................... 12 Objectives Of Human Resource Planning............................................ 5 S1 Theories Of Learning............................................................................. 12 Learning............................................................................................. 12 Determinants Of HRP.......................................................................... 6 Theoretical Perspective On Learning....................................................... 12 HR Planning At Different Levels......................................................... 6 Social Learning Or Cognitive Theory................................................ 12 Integrated Strategic Planning And HR................................................. 6 Expectancy Theory............................................................................ 12 Demand Forecasting.................................................................................. 6 Reinforcement Theory....................................................................... 12 Two Kinds Of Forecasting Techniques................................................ 6 Need Theory And Motivation............................................................ 12 Supply Forecasting..................................................................................... 7 Guidelines For Making HRp Effective................................................ 7 Equity Theory.................................................................................... 12 S3 Human Resource Development............................................................... 7 Adult Learning Theory............................................................................. 12 Key Differences Between HRd And HRM................................................. 7 Pedagogy........................................................................................... 12 Scope................................................................................................... 7 Andragogy......................................................................................... 12 Focus................................................................................................... 7 Self Esteem.............................................................................................. 13 Features Of HRD....................................................................................... 7 Karman’s Consistency Theory........................................................... 13 Functions Of HRD..................................................................................... 7 Self-Fulfilling Prophecy..................................................................... 13 3 Methods/Broad Methods Of Delivering Training........................... 13 C2 Recruitment And Selection............................................................... 8 Transfer Of Training/Learning........................................................... 13 S1 Basic Concepts In Recruitment And Hiring.......................................... 8 S2 Learning And Development Design...................................................... 13 Hiring Process............................................................................................ 8 Instructional System Design.............................................................. 13 3 Segments Of The Hiring Process...................................................... 8 Addie........................................................................................................ 13 Factors Addressed................................................................................ 8 1. Analysis......................................................................................... 13 Talent Acquisition...................................................................................... 8 2. Design............................................................................................ 13 Buy...................................................................................................... 8 3. Development.................................................................................. 13 Build.................................................................................................... 8 4. Implementation.............................................................................. 13 Borrow................................................................................................. 8 5. Evaluation...................................................................................... 13 Bind..................................................................................................... 8 Instructional Strategies............................................................................. 14 Talent Acquisition Process......................................................................... 8 Bloom’s Taxonomy Of Learning....................................................... 14 1. Identifying The Hiring Need..................................................... 8 S3 Learning & Development Concepts & Methodologies........................ 14 2. Devise A Recruitment Plan....................................................... 8 Needs Assessment Process....................................................................... 14 3. Write A Job Description........................................................... 8 1. Organizational Analysis.......................................................... 14 4. Adverstise The Position............................................................ 8 2. Person Analysis....................................................................... 14 5. Recruit The Position................................................................. 9 3. Task Analysis.......................................................................... 14 6. Review Of Applications............................................................ 9 Implications On Training And Development........................................... 14 7. Initial Screening........................................................................ 9 Adult Learners And Development Interventions...................................... 14 8. Interview................................................................................... 9 Experiential Learning Cycle (Kolb)................................................... 15 9. Applicant’s Assessment............................................................ 9 Blended Learning And Development Strategy (70-20-10 Principle).. 15 10. Background Checking............................................................... 9 Linking Learning, Training And Development.................................. 15 11. Decisions (To Select Or Reject).......................................... 9 Development Methodologies.................................................................... 15 12. Job Offer.............................................................................. 9 Sample Development Plan, Target Position: Administrative Assistant 13. Hiring.................................................................................. 9........................................................................................................... 16 14. Onboarding.......................................................................... 9 S4 Evaluating Learning And Development Program............................... 16 Organizational Attributes........................................................................... 9 Learning And Development Evaluation................................................... 16 Categories............................................................................................ 9 Effectiveness Of Learning And Development.................................... 16 Employee Value Proposition (Evp)............................................................ 9 The Evaluation Process...................................................................... 16 Key Areas Of Evp.............................................................................. 10 Outcomes Used In The Evaluation Of Ldis........................................ 16 Employer Brand................................................................................. 10 Donald Kirkpatrick’s Model In Learning And Development Best Practices In Talent Acquisition.................................................. 10 Evaluation:......................................................................................... 16 HRA REVIEWER SET 1 PAGE 1 OF 42 C.G. SUMAYAO, RPm, CHRA. JON CLARK G. SUMAYAO, RPm, CHRA C4 Compensation And Benefits............................................................ 17 Dimensions Of Organizational Design..................................................... 25 S1 Rewards Management........................................................................... 17 Four Dimensions Of Organizational Structure -................................. 25 Psychological Perspective: Rewards Management............................ 17 Types Of Organizational Structure........................................................... 26 Criteria............................................................................................... 17 Mechanistic Vs. Organic Structures................................................... 26 Total Returns Of Work...................................................................... 17 Matrix Organizations......................................................................... 26 Total Rewards Framework................................................................. 17 Forms Of Organizational Structure.......................................................... 26 Total Reward Mix Of Objectives....................................................... 17 1. Functional Organizational Structure........................................ 26 Total Reward System......................................................................... 18 2. Divisional Organizational Structure........................................ 26 3. Matrix Organizational Structure.............................................. 26 C5 Performance Management & Appraisal......................................... 18 4. Hierarchical Organizational Culture........................................ 26 S1 Performance Management.................................................................... 18 5. Clan Organizational Culture.................................................... 26 Work Methods Analysis.................................................................... 18 7. Adhocracy Organizational Culture.......................................... 26 Performance Management Process.................................................... 18 8. Line-Staff Organizational Structure........................................ 26 Performance Planning And Commitment.......................................... 18 9. Project Task Force (Project-Based Organizational Structure): 26 Criteria In Writing Objectives............................................................ 18 New Design Options:......................................................................... 27 Success Criteria (Performance Measures).......................................... 18 Consequences Of A Poor Structure.................................................... 27 Common Complaints About Performance Management.................... 18 Five Dimensions Of Societal/National Culture........................................ 27 Use Of Performance Management..................................................... 18 1. Individualism Versus Collectivism......................................... 27 Driving Results THRough Performance Management....................... 18 2. Power Distance....................................................................... 27 Building Capability THRough Performance Management................. 19 3. Masculinity Versus Femininity............................................... 27 Performance Management: Carving Up Consequences..................... 19 4. Uncertainty Avoidance............................................................ 27 Strategies For Improving Performance Management......................... 19 5. Long-Term Versus Short-Term Orientation............................ 27 S2 Performance Appraisal.......................................................................... 19 S3 Organizational Development (OD)....................................................... 27 Dimensions Targeted In Appraisal..................................................... 19 Features Of OD........................................................................................ 27 Uses Of Performance Appraisal:........................................................ 19 Organizational Development Process....................................................... 27 Performance Appraisal Process......................................................... 19 1. Entering And Contracting....................................................... 27 Establish Performance Criteria (Standards)....................................... 19 2. Diagnosing Organizations, Groups, And Jobs......................... 27 Responsibility For Appraisal............................................................. 19 3. Collecting, Analyzing, And "Feedbacking" Diagnostic Performance Appraisal Techniques................................................... 19 Information........................................................................................ 27 Performance Appraisal Biases........................................................... 20 4. Designing Interventions.......................................................... 27 C6 Job Analysis And Design................................................................ 20 5. Leading And Managing Change.............................................. 27 S1 Job Analysis, Definition And Basic Concepts...................................... 20 S4 Organizational Change.......................................................................... 27 3 Main Products Of Job Analysis............................................................. 20 Kurt Lewin......................................................................................... 27 1. Job Description....................................................................... 20 Purpose Of Oc.................................................................................... 28 2. Job Specification..................................................................... 20 Drivers Of Changes In An Organization............................................ 28 3. Job Evaluation......................................................................... 20 A Typology Of Change Strategies (Dunphy & Stace):...................... 28 Additional Components..................................................................... 20 Oc Is A Series Of Activities That Comes In Phases:.......................... 28 Importance Of Job Analysis............................................................... 20 Condition For Success:...................................................................... 28 Elements Of Job Analysis.................................................................. 20 Barriers To Change:................................................................................. 28 Who Will Conduct Jas?..................................................................... 21 Culture............................................................................................... 28 Types Of Info Via The Job Analysis:................................................. 21 People................................................................................................ 28 Uses Of Job Analysis Information........................................................... 21 Methods For Data Collection................................................................... 28 Job Aspects In Job Analysis..................................................................... 21 Technique For Analyzing Data.......................................................... 29 Steps In Conducting Job Analysis............................................................ 21 Interventions............................................................................................ 29 1. Identify The Tasks Performed................................................. 21 Types Of Od Interventions And Organizational Issues...................... 29 2. Write Tasks Statements........................................................... 21 Diagnosing Organizations, Groups, And Jobs.................................... 29 3. Rate Task Statements.............................................................. 21 Major Interventions For Organizational Transformation.................... 29 4. Determine Essential Ksao....................................................... 21 Employee Involvement...................................................................... 29 5. Selecting Tests To Tap Ksao................................................... 21 Understanding Power......................................................................... 30 Some Terminologies In Conducting Job Analysis............................. 21 C7 Group & Organizational Issues..................................................... 30 S2 Methods In Job Analysis....................................................................... 22 S1 Communication In The Workplace...................................................... 30 Observation Method................................................................................. 22 Communication........................................................................................ 30 Interview Method..................................................................................... 22 The Communication Process.............................................................. 30 Classification Of Job Analysis Interview........................................... 22 Other Concepts Of Communication In The Workplace..................... 30 Questionnaire Methods............................................................................ 22 The Flow Of Communication In Work Organizations....................... 30 Worker Activities............................................................................... 22 Barriers To Effective Workplace Communication............................. 30 Task And Equipment......................................................................... 22 Communication Networks................................................................. 30 Work Environment............................................................................ 22 Formal And Informal Lines Of Communications In The Workplace. 30 Necessary Competencies................................................................... 22 Communication In Employee Engagement........................................ 31 Other Methods......................................................................................... 23 S2 Group Processes In Work Organizations............................................. 31 S3 Job Descriptions..................................................................................... 23 Defining Work Groups And Teams................................................... 31 Job Description........................................................................................ 23 Job Identification............................................................................... 23 Role................................................................................................... 31 Job Summary..................................................................................... 23 Organizational Socialization: Learning Group Roles And Norms...... 31 Relationships Statement..................................................................... 23 Basic Group Processes....................................................................... 31 Responsibilities And Duties............................................................... 23 Cooperation And Competition In Work Groups................................ 31 Standards Of Performance And Working Conditions........................ 23 Conflict In Work Groups And Organization............................................ 31 Levels Of Conflict............................................................................. 31 Specifications For Trained Versus Untrained Personnel.................... 23 Sources Of Conflict........................................................................... 31 Dictionary Of Occupational Titles..................................................... 23 Conflict Outcomes............................................................................. 31 S4 Job Analysis In A “Jobless” World...................................................... 24 From Specialized To Enlarged Jobs................................................... 24 Managing Conflict................................................................................... 32 Group Decision-Making Processes.................................................... 32 S5 Job Evaluation....................................................................................... 24 Determining Internal Pay Equity.............................................................. 24 Group Decision-Making........................................................................... 32 Step 1: Determining Compensable Job Factors.................................. 24 Brainstorming.................................................................................... 32 Step 2: Determining The Levels For Each......................................... 24 Groupthink......................................................................................... 32 Step 3: Determining The Factor Weights........................................... 24 Teams And Teamwork............................................................................. 32 Guidelines For Effective Functioning Of Work Teams...................... 32 Determining External Pay Equity............................................................. 24 Determining Sex And Race Equity.......................................................... 24 S3 Leadership.............................................................................................. 32 1. Universalist Theories............................................................................ 32 C6 Organizational Theories, Models, & Concepts............................... 25 2. Behavioral Theories............................................................................. 32 S1 Organization........................................................................................... 25 Ohio State Leadership Studies........................................................... 32 Organizational Theories........................................................................... 25 University Of Michigan Leadership Studies...................................... 32 1. Scientific Management Theory............................................... 25 3. Contingency Theories........................................................................... 33 2. Administrative Management Theory....................................... 25 Fiedler’s Contingency Model............................................................. 33 3. Bureaucratic Theory................................................................ 25 Path-Goal Theory............................................................................... 33 4. Human Relations Theory........................................................ 25 The Decision-Making Model............................................................. 33 5. Systems Theory....................................................................... 25 Leader-Member Exchange Model (Lmx)........................................... 33 6. Contingency Theory................................................................ 25 Impact Theory.................................................................................... 33 S2 Organizational Design........................................................................... 25 4. Charismatic And Transformational Theories........................................ 33 HRA REVIEWER SET 1 PAGE 2 OF 42 C.G. SUMAYAO, RPm, CHRA. JON CLARK G. SUMAYAO, RPm, CHRA Transformational Leadership............................................................. 33 Dimensions Of Organizational Commitment..................................... 39 Comparing And Contrasting Theories Of Leadership.............................. 33 Job Satisfaction........................................................................................ 39 Applications Of Leadership Theories....................................................... 34 Approaches To The Study Of Job Satisfaction................................... 39 Leadership Training & Development................................................. 34 Evln: Responses To Job Dissatisfaction............................................. 39 Job Redesign And Substitutes For Leadership................................... 34 Citizenship Behaviors........................................................................ 39 How To Be An Effective Leader....................................................... 34 Organizational Identification (OId).......................................................... 39 S4 Influence, Power, And Politics.............................................................. 34 Social Identity Theory........................................................................ 39 Influence.................................................................................................. 34 Four Variations Of Identification....................................................... 39 Categories Of Influence Tactics......................................................... 34 Power....................................................................................................... 34 C8 Risk Management........................................................................... 40 Power Sources................................................................................... 34 S1 Theories In Risk Management.............................................................. 40 Power Dynamics In The Work Organization..................................... 34 2 Major Theories...................................................................................... 40 Organizational Politics............................................................................. 34 1. Human Capital Theory............................................................ 40 Employee Perceptions Of Organizational Politics............................. 34 2. Stakeholder Theory................................................................. 40 Types Of Political Behaviors............................................................. 34 S2 Key Concepts In Risk Management...................................................... 40 Causes Of Organizational Politics..................................................... 35 1. Legal And Regulatory Compliance................................................ 40 Consequences Of Organizational Politics.......................................... 35 2. Employee Relations....................................................................... 40 Managing Organizational Politics...................................................... 35 3. Workplace Safety And Health........................................................ 40 Contingency Approach To Organizational Power And Politics......... 35 4. Data Privacy And Security............................................................. 40 5. Ethical Conduct.............................................................................. 40 C6 Worker / Employee Issues.............................................................. 36 6. Change Management..................................................................... 40 S1 Motivation.............................................................................................. 36 7. HR Technology Risks.................................................................... 40 Theories Of Motivation............................................................................ 36 8. Workplace Diversity And Inclusion............................................... 40 Early Theories Of Motivation.................................................................. 36 9. Employee Turnover....................................................................... 40 1. Maslow’s Hierarchy Of Needs Theory......................................... 36 10. Conflict Resolution...................................................................... 41 2. Mcgregor’s Theory X And Theory Y............................................ 36 11. Reputation Management.............................................................. 41 3. Herzberg’s Motivation-Hygiene Theory....................................... 36 12. HR Audit And Risk Assessment.................................................. 41 Contemporary Theories Of Motivation.................................................... 36 13. Global HR Risk Management...................................................... 41 1. THRee-Needs Theory (Mcclelland)............................................... 36 S3 Models For Risk Management.............................................................. 41 2. Goal-Setting Theory................................................................... 36 1. Risk Assessment Matrix................................................................. 41 4. Reinforcement Theory............................................................ 36 2. Swot Analysis................................................................................ 41 4. Designing Motivating Jobs........................................................... 36 3. Failure Mode And Effects Analysis (FMAE):................................ 41 5. Equity Theory................................................................................ 36 4. Coso Erm Framework.................................................................... 42 6. Expectancy Theory (Vroom)......................................................... 37 5. ISO 31000: Risk Management Guidelines..................................... 42 7. Alderfer’s Erg Theory.................................................................... 37 6. Plan-Do-Check-Act (PDCA) Cycle............................................... 42 8. Theory Z........................................................................................ 37 9. Flow Theory.................................................................................. 37 Current Issues In Motivation.................................................................... 37 1. Cross-Cultural Challenges...................................................... 37 2. Motivating Unique Groups Of Workers.................................. 37 3. Flexible Work/Job Schedules.................................................. 37 4. Motivating Professionals......................................................... 37 5. Motivating Contingent Workers.............................................. 37 6. Motivating Low-Skilled, Minimum-Wage Employees........... 37 7. Designing Appropriate Rewards Programs............................. 37 S2 Employee Engagement.......................................................................... 37 William Kahn’s Theory Of Employee Engagement................................. 37 Kahn’s Theories As Employee Engagement Drivers......................... 38 Defining Employee Engagement.............................................................. 38 THRee Types Of Employees............................................................. 38 Drivers Of Engagement..................................................................... 38 Work Vs. Career...................................................................................... 38 Why Employee Engagement?.................................................................. 38 Service-Profit Chain Model............................................................... 38 Communication................................................................................. 38 Health And Wellness......................................................................... 38 Promoting Work-Life Balance........................................................... 38 Recognition And Incentives............................................................... 39 Personal Development....................................................................... 39 S3 Workplace Attitudes.............................................................................. 39 Organizational Commitment.................................................................... 39 THRee Components:......................................................................... 39 HRA REVIEWER SET 1 PAGE 3 OF 42 C.G. SUMAYAO, RPm, CHRA. JON CLARK G. SUMAYAO, RPm, CHRA C1 HUMAN RESOURCE FUNCTIONS FACETS OF HR 6. Employee Relations Specialists - handle employee grievances, conflicts, and workplace issues, fostering positive relationships between employees and the organization. 7. Performance Managers - oversee the performance appraisal process, set performance goals, and provide feedback to employees to ensure their continuous development. 8. Labor Relations Managers - In organizations with unions, labor relations managers handle negotiations, grievances, and compliance with labor laws and agreements. 9. HR Analysts - use data and analytics to derive insights from HR metrics, helping to inform strategic decisions and improvements in HR processes. 10. HR Associate, Assistants, and Coordinators - These roles support various HR functions, such as administrative tasks, scheduling interviews, maintaining records, and assisting with onboarding processes. HR Associates - typically have a broader scope of responsibilities compared to assistants and coordinators. o They might be involved in various HR functions, including recruitment, employee relations, training, HIERARCHY OF HR TITLES and administrative tasks. o They may assist in conducting interviews, managing HR records, and supporting HR projects. o HR Associates often have more experience and knowledge in HR practices compared to entry-level positions. HR Assistants - focus on administrative tasks and providing support to the HR team. o Duties may include: maintaining employee records, scheduling interviews, coordinating meetings, and managing paperwork. o They play a crucial role in ensuring the smooth operation of HR processes by handling routine tasks and assisting with various HR functions. HR Coordinators - typically have more responsibility than assistants but might have a narrower focus compared to associates o They might handle specific areas within HR, such as employee onboarding, benefits administration, or training coordination o Coordinators ensure that processes run efficiently by managing logistics, communication, and coordination related to their assigned area. 11. CHRO (Chief Human Resources Officer) - In larger organizations, the CHRO is the executive leader responsible for the overall HR strategy and its alignment with business goals. 12. Employees - While not HR professionals, employees themselves also play a role in HR management by participating in performance evaluations, development programs, and other HR-related processes. S1 HUMAN RESOURCE MANAGEMENT FUNCTIONS Talent management - is a strategic approach to managing an organization's human resources with a focus on attracting, developing, retaining, and maximizing the potential of talented individuals to achieve the organization's goals and objectives. Key elements of talent management typically include: SOME OF THE KEY PERSONS INVOLVED IN HR MANAGEMENT 1. Talent Acquisition 1. HR Managers - responsible for overseeing the entire HR function 2. Talent Development within an organization. 3. Performance Management They develop HR strategies, policies, and programs, manage 4. Succession Planning employee relations, and ensure alignment between HR 5. Career Pathing practices and organizational goals. 6. Retention 2. HR Specialists - focus on specific areas within HR, such as 7. Workforce Analytics recruitment, training and development, compensation and benefits, employee relations, or performance management. They bring specialized expertise to these functional areas. 4 MAIN ACTIVITIES OF HRM 1. Acquisition - Involves the processes of attracting, sourcing, 3. Recruiters (Talent Attraction & Acquisition / Sourcers) - responsible selecting, and hiring qualified individuals for various job roles for sourcing, attracting, and selecting candidates to fill job vacancies within the organization. within the organization. They engage in candidate outreach, - Includes: recruitment strategies, candidate evaluation, and screening, interviewing, and ensuring a smooth onboarding process. making informed hiring decisions to bring in the right talent. 4. Training and Development Professionals - They design and implement training programs that enhance employees' skills, 2. Development - Focuses on enhancing the skills, knowledge, and knowledge, and performance. They identify learning needs, develop abilities of employees to improve their performance and contribute training materials, and facilitate workshops and courses. effectively to the organization. 5. Compensation and Benefits Specialists - design and manage - Includes: training programs, career development initiatives, compensation structures, benefits packages, and incentive programs mentoring, and continuous learning opportunities. that attract, retain, and motivate employees. HRA REVIEWER SET 1 PAGE 4 OF 42 C.G. SUMAYAO, RPm, CHRA. JON CLARK G. SUMAYAO, RPm, CHRA 3. Motivation - Involves creating a positive work environment, Blue-collar workers – e.g., Working on machines and engaged recognizing employee contributions, and implementing strategies to in loading, unloading, etc. increase employee engagement and job satisfaction. White-collar workers – e.g., clerical Employees, Managerial and Non-managerial personnel, professionals 4. Maintenance of Human Resources - activities that aim to retain and 5. Personnel Activities or Functions - HRM encompasses various sustain the workforce over the long term. activities, including recruitment, training, compensation, - Includes: managing employee relations, ensuring fair performance management, and employee relations. compensation and benefits, addressing workplace concerns, 6. Based on Human Relations - HRM is grounded in the and creating a safe and inclusive workplace culture. understanding of human behavior, interactions, and psychology to effectively manage and motivate employees. HRM HAS 2 FUNCTIONS 7. Continuous Process - HRM is an ongoing and evolving process, involving various stages such as planning, recruitment, selection, 1. Basic Functions – general management: planning, organizing, directing, coordinating, and controlling development, and retention that require consistent attention and 2. Operative Functions – daily activities of business: procurement, adaptation. placement and utilization of employees, motivating, and compensating employees S2 HUMAN RESOURCE PLANNING BASIC FUNCTIONS 1. Planning - Developing strategies and action plans to align HR (HRP) activities with organizational goals, anticipating workforce needs, Human Resource Planning (HRP) or Workforce Planning (WFP) - is the and creating a roadmap for effective HR management. (See S2) process an organization uses to analyze its workforce and determine the 2. Organizing - Structuring and arranging resources, roles, and steps it must take to prepare for future staffing needs. responsibilities within the organization to ensure smooth operations, Process of estimating and projecting the supply and demand for clear communication, and efficient workflow. different categories of personnel in the organization for the years to 3. Directing - Guiding and leading HR teams to execute tasks, projects, come. and initiatives effectively, while fostering a positive work A systematic assessment of workforce content and composition environment that encourages collaboration and innovation. issues and determines what actions must be taken to respond to 4. Controlling - Monitoring and evaluating HR processes and future needs. outcomes, comparing actual results to predefined standards, and - The actions to be taken may depend on taking corrective actions to ensure compliance, efficiency, and o External factors (e.g., skill availability) continuous improvement. o Internal factors (e.g., age of the workforce). o These factors may determine whether future skill needs will be OPERATIVE FUNCTIONS met by recruiting, by training or by outsourcing the work 1. Procurement of Employees - Involves attracting, sourcing, and (SHRM 2021). recruiting suitable candidates to fill vacant positions within the Main objective of WFP: identify the “human capital” (KSA) organization. requirement of the organization and how to acquire them. WFP can - Includes: activities such as job analysis, job posting, candidate be used to “optimize” current workforce in the organization. screening, interviewing, and selecting the best-fit individuals for the roles. 2. Placement and Utilization of Employees - Focuses on placing WORKFORCE PLANNING PROCESS selected employees in appropriate job roles that align with their There are several distinct analytical steps in workforce planning: skills, qualifications, and competencies. 1. Supply Analysis - (supply forecasting) - Aims: optimize the allocation of human resources to maximize o also referred to as “staffing assessment”, an analysis of an their contributions and overall organizational efficiency. organizations’ labor supply. 3. Training and Development - Encompasses activities that enhance 2. Demand Analysis - (demand forecasting) the skills, knowledge, and abilities of employees. o includes a review of future business plans and objectives. Training - involves structured programs that impart specific skills 3. Gap Analysis (estimating workforce gap) Development - focuses on a broader growth plan for o compares the differences in the supply and demand analysis employees to excel in their current and future roles. and identifies human capital availability and deficiencies 4. Motivating Employees - Involves creating an environment that 4. Solution Analysis (formulating HR plans) encourages employees to perform at their best. o focuses on how to address gaps in current staffing and future - Includes: recognition, rewards, career growth opportunities, and staffing needs through recruiting, training and development, addressing employees' needs to boost their job satisfaction and contingent staffing, and outsourcing. commitment. 5. Compensating - Encompasses designing and managing FACTORS AFFECTING WFP compensation packages for employees. 1. External challenges - economic developments, political, legal, - Includes: determining salaries, bonuses, benefits, and incentives social, technological changes, and competition that align with both industry standards and the organization's 2. Organizational decisions - divesting, investing, downsizing, and financial capabilities. merger 6. Maintaining Good Industrial Relations - Focuses on fostering 3. Workforce factors - Quality and quantity, and diversity of positive relationships between employees, management, and labor workforce unions (if applicable). - Includes: handling grievances, disputes, negotiations, and HRP is the most important managerial function of an organization. It creating an environment of open communication and ensures three main things: cooperation. 1. Adequate supply of human resources. 7. Record Keeping - Involves maintaining accurate and up-to-date 2. Proper quality of human resources. records related to employees' personal and professional information. 3. Effective utilization of human resources. - Includes: documentation of employment contracts, performance evaluations, training records, and other relevant data for legal OBJECTIVES OF HUMAN RESOURCE PLANNING compliance and decision-making purposes. 1. Assessing manpower needs for future and making plans for recruitment and selection. FEATURES OF HRM 2. Assessing skill requirement in future for the organization. 1. Inherent Part of Management - HRM is an integral component of 3. Determining training and the development needs of the overall management, involving the management of people to organization. achieve organizational goals and objectives. 4. Anticipating surplus or shortage of staff and avoiding unnecessary 2. Pervasive Function - HRM is present throughout the organization detentions or dismissals. and impacts all levels, departments, and functions, reflecting its 5. Controlling wage and salary costs. broad influence. 6. Ensuring optimum use of human resources in the organization. 3. Basic to all Functional Areas - Human resource management 7. Helping the organization to cope with the technological principles are essential in every functional area of an organization, development and modernization. ensuring that people are effectively managed regardless of their 8. Ensuring career planning of every employee of the organization and roles. making succession programs. 4. People Centered - HRM places a strong emphasis on employees as 9. Ensuring higher labor productivity. valuable assets, recognizing their contributions and focusing on their development and well-being. HRA REVIEWER SET 1 PAGE 5 OF 42 C.G. SUMAYAO, RPm, CHRA. JON CLARK G. SUMAYAO, RPm, CHRA DETERMINANTS OF HRP Top management formulates corporate-level plan based on Factors or determinants can be classified into (1) external factors and (2) corporate philosophy, policy, vision and mission. internal factors. The HRM role is to raise the broad and policy issues relating to human resources. EXTERNAL FACTORS o The HR issues are related to employment policy, HRD Government Policies policies, remuneration policies, etc. Level of Economic Development o The HR department prepares HR strategies, objectives Business Environment and policies consistent with company’s strategy. Level of Technology International Factors 2. Intermediate-Level Plan Strategic Business Units (SBUs) - organized by large-scale INTERNAL FACTORS and diversified companies for the related activities. Company Policies and Strategies: Company’s policies and strategies o SBUs prepare intermediate plans and implement them. relating to expansion diversification, alliances, etc. determines the HR managers prepare specific plans for acquiring future HR demand in terms of quality and quantity. managers, key personnel and total number of employees in Human Resource Policies: Quality of human resource, support of company requirements over the next three years. compensation level, quality of work life, etc. Job Analysis: Job description and job specification determines the 3. Operations plan - prepared at the lowest business profit center level. kind of employees required. Supported by the HR plans relating to recruitment of skilled Time Horizons - Companies with stable competitive environment personnel, developing compensation structure, designing new can plan for the long run whereas the firms with unstable jobs, developing, leadership, improving work life, etc. competitive environment can plan for only short-term range. 4. Short-term activities plan HR PLANNING AT DIFFERENT LEVELS Day-to-day business plans are formulated by the lowest level HRP may be done at different levels and for different purposes. strategists. Day-to-day HR plans relating to handling employee benefits, 1. HRP at the National Level - Forecast the demand and supply of grievances, disciplinary cases, accident reports, etc. are human resources at the national level. formulated by the HR managers. - Plans for occupational distribution, sectoral and regional allocation of human resources. - Plan for educational facilities, health care facilities, agricultural DEMAND FORECASTING and industrial development and employment plans, etc. FACTORS FOR MANPOWER REQUIREMENTS ON DEMAND SIDE The government of the country plans for human resources at Demand forecasting - process of estimating the future requirements of the national level. manpower, by function and by level of skills. 2. HRP at the Sectoral Level - Plan for a particular sector (e.g., - It has been observed that demand assessment for operative agriculture, industry) personnel is not a problem but projections regarding supervisory - Helps government allocate resources to the various sectors and managerial levels is difficult. depending upon the priority accorded to the particular sector. TWO KINDS OF FORECASTING TECHNIQUES 3. HRP at the Industry Level - takes into account the used to determine the organization’s projected demand for HR: output/operational level of the particular industry when manpower 1. JUDGEMENTAL FORECASTS needs are considered. Judgmental Forecasts: aka. Conventional Method 4. HRP at the Unit Level - HR Planning at the company level is based - forecasts are based on the judgement of those managers and on the estimation of human resource needs of the particular executives who have intensive and extensive knowledge of company in question. It is based on the business plan of the human resource requirement. company. Manpower Plan - helps avoid the sudden disruption of the Judgmental Forecasts could be of two types: company’s production since it indicates shortages of particular a. Managerial Estimate: types of personnel, if any, in advance, thus enabling the o Managers or supervisors who are well-acquainted with management to adopt suitable strategies to cope with the the workload, efficiency and ability of employees, think situation. about their future workload, future capabilities of employees and decide on the number and type of 5. HRP at the Departmental Level - looks at manpower needs of a human resources to be required. particular department in an organization. o An estimate of staffing needs is done by the lower-level managers who make estimates and pass them up for INTEGRATED STRATEGIC PLANNING AND HR further revision. Integrated strategic planning involves four steps, presents the link between strategic plan and human resource plan: b. Delphi Method: o requires a large number of experts who take turns to Step I - Development and knowledge of organization’s overall present their forecast statement and underlying purpose or mission or goals and objectives. assumptions to the others, who then make revisions in Step II - Providing inputs by HR manager regarding key HR areas, their forecasts. capabilities and constraints of HR and environment to corporate o Face-to-face contact among the experts is avoided. strategists. survey approach can be adopted Step III - The corporate strategists in turn communicate their needs and constraints to the HR manager. 2. STATISTICAL PROJECTION Step IV - Integration of HR and other functional plans. Statistical Projection - forecasting techniques based on statistical methods. CORPORATE STRATEGIC PLANNING INVOLVES FOUR TIME SPANS: 1. Long period (5 or more years) - Strategic plans that establish a. Ratio-Trend Analysis: carried out by studying the past ratios company’s vision, mission and major long-range objectives. and the forecasting ratios for the future. 2. Intermediate period (3 years) - Intermediate-range plans cover o The components of internal environmental changes are about a three-year period. These are more specific plans in support considered while forecasting the future ratios. of strategic plan. o Activity level forecasts - are used to determine the 3. Operation period (1 year) - Operating plans cover about one year. direct human resource requirements. This method Plans are prepared month-by-month in sufficient detail for profit, depends on the availability of past records and the human resources, budget and cost control. internal environmental changes likely to occur in future. 4. Short period (day-to-day or week-by-week) - Activity plans are the b. Econometric Model: the previous data is analyzed and the day-to-day and week by-week plans. These plans may not be relationship between different variables in a mathematical documented. formula is developed. c. Work-Study Techniques: generally used to study work measurement. o the volume of workload in the coming years is analyzed. STRATEGIC PLAN VS. HR PLAN CAN BE AT FOUR LEVELS: o These techniques are more suitable where the volume of 1. Corporate-Level Plan work is easily measurable: HRA REVIEWER SET 1 PAGE 6 OF 42 C.G. SUMAYAO, RPm, CHRA. JON CLARK G. SUMAYAO, RPm, CHRA ▪ If forecast expansion in the operations, additional operational workers may be required. KEY DIFFERENCES BETWEEN HRD AND ▪ If forecast reduction in its operations in a particular area, there may be decreased demand HRM for the workers. SCOPE HRD HRM ▪ If no change, present demand for workers will continue. HRD specifically focuses on HRM covers a wide range of o also takes into account the productivity pattern for the the development and growth functions that span the entire present and future, internal mobility of the workers like of employees through training, employee lifecycle, including promotion, transfer, external mobility of the workers like career planning, and recruitment, selection, retirement, deaths, voluntary retirements, etc. performance enhancement compensation, and employee initiatives. relations. SUPPLY FORECASTING It aims to build the skills and capabilities of employees to FACTORS FOR HR REQUIREMENTS ON SUPPLY SIDE drive individual and Supply forecasting - is concerned with human resources requirements organizational success. from within and outside the organization. The first step of forecasting the future supply of human resource is FOCUS to obtain the data and information about the present human resource HRD HRM inventory. HRD emphasizes creating a HRM, on the other hand, has a The supply forecasting includes human resource audits; employee learning culture and more strategic focus, aligning wastage; changes due to internal promotions; and changes due to supporting employees' human resources with working conditions. professional development. organizational goals, ensuring compliance with policies and It is centered around the Some of the steps are discussed below: regulations, and managing the individual employee's growth, Human Resource Audits overall workforce. potential, and career - analysis of each employee’s skills and abilities. aspirations. o facilitates the human resource planners with an understanding of the skills and capabilities available in the organization and helps them identify manpower supply problems arising in the FEATURES OF HRD near future. 1. Training and Development - HRD focuses on enhancing the skills, o These inventories should be updated periodically otherwise it knowledge, and capabilities of employees through various training can lead to present employees being ignored for job openings programs and developmental activities. within the organization. 2. Performance Management - HRD oversees the process of evaluating, managing, and improving employee performance Employee Wastage through objective setting, feedback, coaching, and other performance o This is done to identify the employees who leave the enhancement techniques. organization and to forecast future losses likely to occur due to 3. Career Development - HRD assists employees in planning and various reasons. managing their career growth within the organization, identifying o Employees may leave for reasons like: retirements, layoffs, their aspirations, and providing guidance and opportunities to dismissals, disablement, ill health, death, etc. achieve their career goals. o High Labor Turnover and Absenteeism should be analyzed 4. Succession Planning - HRD identifies potential leaders within the and remedial measures taken. organization and develops their skills to ensure a smooth transition ▪ Management has to calculate the rate of labor in key positions as per the organization's succession planning turnover, conduct exit interview, etc. This helps to strategy. forecast the rate of potential loss, reasons for loss and 5. Talent Management - HRD focuses on attracting, identifying, helps in reducing the loss. selecting, and retaining talented individuals within the organization to meet its current and future needs. Internal Promotions 6. Organizational Development - HRD supports the overall - Analysis is undertaken regarding the vacancies likely due to development and improvement of the organization by facilitating retirements and transfer and the employees of particular groups and change, promoting a positive organizational culture, and aligning categories who are likely to be promoted. HR practices with organizational objectives. o The multiple effect of promotions and transfers on the total 7. Employee Engagement - HRD fosters a positive work environment, number of moves should be analyzed and taken into promotes employee involvement, and encourages open consideration in forecasting changes in human resource communication to enhance employee satisfaction, motivation, and supply of various departments. commitment. ▪ For example, there are 3 moves for one promotion. 8. Knowledge Management - HRD facilitates the acquisition, sharing, and utilization of knowledge within the organization to enhance GUIDELINES FOR MAKING HRP EFFECTIVE organizational effectiveness and innovation. 1. Integration with Organizational Plans. 2. Period of HR Planning. 3. Proper Organization. FUNCTIONS OF HRD 4. Support of Top Management. 1. Training and Development - designing and implementing training 5. Involvement of Operating Executives. programs, conducting needs assessments, and evaluating training 6. Efficient and Reliable Information System. effectiveness. 7. Balanced Approach. 2. Performance Management - establishing performance standards, monitoring performance, providing feedback, and implementing performance improvement plans. S3 HUMAN RESOURCE 3. Career Development - conducting career counseling, developing career paths, and identifying learning and growth opportunities for DEVELOPMENT employees. HRD (Human Resource Development) - refers to the process of 4. Succession Planning - identifying potential successors, developing developing the knowledge, skills, abilities, and attitudes of employees their skills, and creating plans for filling key positions in the future. within an organization to enhance their performance and contribute to the 5. Talent Management - attracting candidates, conducting recruitment overall growth and success of the organization. and selection, and providing onboarding processes to ensure talent - It focuses on creating a learning environment, providing training acquisition and retention. and development opportunities, and supporting employees in their 6. Organizational Development - diagnosing organizational issues, career growth. implementing interventions, managing change, and improving organizational effectiveness. See C3 Workplace Learning and Development for theories and 7. Employee Engagement - promoting employee involvement, methodologies in HRD conducting employee surveys, fostering a positive work culture, and implementing strategies to enhance employee engagement. 8. Knowledge Management - developing knowledge-sharing platforms, encouraging expertise exchange, and capturing and disseminating organizational knowledge HRA REVIEWER SET 1 PAGE 7 OF 42 C.G. SUMAYAO, RPm, CHRA  JON CLARK G. SUMAYAO, RPm, CHRA C2 RECRUITMENT AND SELECTION S1 BASIC CONCEPTS IN 10. 11. Background checking Decision (to select or reject) RECRUITMENT AND HIRING 12. 13. Job Offer Hiring HIRING PROCESS 14. Onboarding Expanded below 3 SEGMENTS OF THE HIRING PROCESS Planning - Involves establishing the foundation for the hiring process by defining the job role, responsibilities, and required 1. IDENTIFYING THE HIRING NEED WHEN DO WE HIRE? qualifications. 1. A newly formed position is available – due to company Recruitment - process of attracting potential applicants to a vacant expansion. position 2. Recently vacated position. Selection - process selecting the most qualified candidates among the applicants. 2. DEVISE A RECRUITMENT PLAN 1. INTERNAL RECRUITING STRATEGIES FACTORS ADDRESSED Pros Cons Looks, dresses, body language, communication styles Organization knows May not create desired Avoid Type I and Type II Error track record of change candidate May create TALENT ACQUISITION Candidate is familiar demoralization for TALENT: (1) Buy, (2) Bind, (3) Borrow, (4) Build with culture and how employees not selected