THM5208 Preliminary Notes PDF

THM5208 - Preliminary Notes Introduction Human resource management is essential for all organizations. People are necessary in organizations, even with the integration of technology. ○ People are still essential despite the presence of robots, machines, and systems. E...

THM5208 - Preliminary Notes Introduction Human resource management is essential for all organizations. People are necessary in organizations, even with the integration of technology. ○ People are still essential despite the presence of robots, machines, and systems. Employees or Manpower who are needed to: ○ Address client needs. ○ Operate machines and equipment. ○ Solve problems or complaints from clients. Technology is important, but it cannot replace the need for human employees. Machines and systems require human minds to operate and function effectively. Employees are considered assets of the company. People are assets of the company because: ○ The company would be nothing without its people; they are essential to its existence. ○ Employees are the actual doers who perform the work necessary for the company to function. ○ They deliver quality service and are considered the lifeblood of the business. ○ Employees take care of everything, including serving clients and ensuring the smooth operation of the organization. ○ Without human resources, the company cannot operate, making people invaluable assets. Klook, Booking.com, and Trip.com - employ more people than expected. ○ Klook collaborates with many tour operators and travel agencies, integrating their services into one platform. ○ Job opportunities in this sector are abundant. ○ It's important to be knowledgeable about technology to collaborate effectively with AI. ○ Human touch and personalized service, such as smiles and greetings, are irreplaceable by machines or equipment. ○ People are still essential in providing a personalized experience that technology cannot replicate. Overview of HRM All organizations have people - they have human resources. The organization survives and thrives because of the capabilities and performance of its people.  THM5208 - Preliminary Notes ○ What are those capabilities that we can do? Talents and Skills. If you're in the hospitality industry, if you're a chef, you can prepare dishes. If you're a travel agent, you can create tour packages or you can issue tickets and escort a group. ○ For performance: How you greet the guests How you smile How you address a certain complaint How you pacify a difficult passenger ○ We're here to serve them. To deliver quality service. ○ People help the organization to survive and thrive. What is Human Resource Management? The organizational function that manages all issues related to the people in an organization. HRM functions include: ○ Recruitment and hiring of employees. ○ Providing compensation and benefits. ○ Addressing employee grievances. ○ Ensuring a safe and happy working environment. ○ Motivating employees to work and perform well. ○ One of the key functions of HR is to manage all employee issues, whether they are simple, crazy, or valid. ○ HR's role is to address and resolve these issues to ensure employees are motivated, happy, and feel heard. Unresolved issues can lead to demotivation and dissatisfaction among employees. Can also be a strategic and comprehensive approach to managing people. ○ Strategic goals: Organizations set goals and objectives that they aim to achieve through their people. ○ Improving performance: To increase national performance, organizations must develop and train their people to perform well and master their craft. ○ Client satisfaction: Well-trained employees lead to satisfied clients, who are more likely to return. ○ Increased profit: Returning clients generate more income and profit for the organization. ○ Human resource planning: Managing people effectively includes conducting human resource planning.  THM5208 - Preliminary Notes Human Resource Planning - Strategic and Comprehensive approach ○ Involves identifying both the current and future needs of the organization's workforce. ○ Example: In a travel agency, roles include the owner, operations manager, reservations manager, and sales manager. Planning is necessary for future scenarios, such as when key personnel retire (e.g., Jane retiring at 60), which creates vacancies in critical positions. Scenario 1: Jane, the operations manager, plans to retire at 60, creating a vacancy that needs to be filled. Human resource planning involves anticipating such vacancies and planning how to address them. Scenario 1.2: In response to Jane's retirement, HR must decide: Hire externally. Promote from within. For example, Ian could be promoted to operations manager, creating a new vacancy in Ian’s previous role. Train existing employees to be knowledgeable in different assignments or positions, preparing them for future roles and filling gaps as needed. More Scenario: If Christopher resigns immediately or receives a new offer from another organization. Hire a replacement for Christopher’s position. Alternatively, transfer other employees  THM5208 - Preliminary Notes into Christopher’s role and train them to fill the position effectively. More Scenario: An employee goes on maternity leave. Substitute. It is crucial to plan in advance with human resources to ensure that substitutes are ready and positions are covered during such leaves. ○ Effective human resource planning ensures that all roles are adequately filled and operations continue smoothly. ○ Philippine Airlines is hiring flight attendants, possibly due to acquiring additional planes or because some flight attendants are moving to international carriers. ○ HR must be proactive in addressing recruitment needs and planning. ○ Human Resource Planning: (EXPLANATION OF THE DIAGRAM) Assessing Current HR: Evaluate the current workforce, including the number of managers, staff, and their roles. Forecast HR Demand: Predict future staffing needs based on organizational goals, such as expansion or increased operations. Forecast HR Supply: Assess the availability of potential employees, including internal promotions and external hires. Match Demand and Supply Forecast: Align the forecasted demand for HR with the available supply to ensure adequate staffing. Action Plan: Develop and implement strategies to address staffing needs, such as recruitment, training, or restructuring. ○ Effective human resource planning supports achieving company goals, such as expansion or opening new branches. ○ HRP – link between human resources to organization’s strategic plan Enhancing the employee experience Through a culture of employee engagement, wellness, diversity and inclusion, that leads to overall employee well-being, productivity and retention. As HR, focus on improving the overall experience of employees. ○ Retraining: Provide ongoing training for new employees. ○ Learning Opportunities: Offer opportunities for growth and challenges, especially important for Gen Z employees who seek engaging and dynamic work environments. ○ Create a Worthwhile Experience: Ensure that employees find their work experience meaningful and fulfilling. Company Environments:  THM5208 - Preliminary Notes ○ Relaxed Work Environment: Some companies, like Google and Cebu Pacific, offer a more relaxed and comfortable work setup, contrasting with traditional corporate environments. ○ Reason for Relaxed Environments: To help employees feel at home and reduce burnout, making the work experience more enjoyable and less stressful. HR should demonstrate a calming attitude, as failing to do so can negatively affect the staff and their clients. This attitude has a domino effect: unhappy employees may deliver poor service, impacting client satisfaction. Organizations strive to create a happy work environment, but employees must remain responsible and accountable. Performance should not be neglected. Commitment and responsibility are essential. A good work environment includes comfortable spaces, proper lighting, and additional benefits like free meals or shuttles. The HRM department enables employees to contribute effectively and productively. Many people are attracted to top companies like Philippine Airlines or international airlines primarily for the salary. It's important to adopt a responsible mindset and focus not just on the salary, but also on how you can contribute to the company. Consider what value you can add and how you can make a difference. A mindset centered on contribution can lead to promotions, recognition, and opportunities for greater projects. Ultimately, focus on both salary and how you can positively impact the organization. The HRM function has evolved, and it's often expected to add value to the strategic direction of the company. The HR function has evolved from traditional practices. Historically, HR's role was limited to recruitment, data entry, and problem-solving as issues arose. Modern HR is more holistic and focuses on employee experience, making jobs rewarding and fulfilling. HR now implements programs to motivate employees and add value to their work. Valued employees contribute to the company's goals and strategic direction. HR programs are designed to enhance both individual and organizational well-being.  THM5208 - Preliminary Notes HR is evolving with new roles, such as Director of Well-Being, reflecting a focus on employee wellness. Self-care is important for maintaining energy and completing tasks effectively. The Malasakit Model for Well-Being emphasizes concern, care, and leadership in supporting employees. Organizations should show malasakit through their leadership, policies, culture, and programs. The overall purpose of human resources (HR) is to ensure that the organization is able to achieve success through people. It is a process of bringing people and organization together so that the goals of each are met. HR communicates employee issues to management and disseminates new policies from management to employees. HR acts as a neutral bridge between employees and management. Effective collaboration between employees and management helps meet both personal and professional goals of employees and company objectives. Clarifying Some Terms: (Based on explanation during discussion & PPT) Personnel Management: ○ mostly to manage the paperwork around hiring and paying people ○ administrative in nature ○ traditional and routine ○ reactive Traditional approach. Reactive: Addresses concerns as they arise (e.g., hiring when needed). Primarily focused on administrative tasks and paperwork. Older practices that are now evolving. Talent Management: ○ is being used to refer the activities to attract, develop and retain employees ○ refers especially to talented and/or high-potential employees Focuses on developing high-potential and skilled employees. Emphasizes nurturing talents and preparing employees to become world-class professionals. Modern approach that aligns with organizational goals and individual growth. Human Resource Management (HRM): ○ responsible for managing a workforce  THM5208 - Preliminary Notes ○ continuous development of functions and policies ○ proactive Proactive: Takes steps to prevent issues and enhance employee satisfaction. Manages the workforce, aiming to improve motivation and retention. Involves continuous development of functions and policies to support employee well-being. Human Resources (HR): ○ Many people use the phrase "Human Resource Management," and "Human Resources" interchangeably, and abbreviate Human Resources as HR ○ HR has become a conventional term to refer to all of these phrases. A general term that encompasses both HRM and talent management. Can be used interchangeably with HRM and human capital management. Focuses on overall management of people within the organization. Additional Notes: Human Capital Management: An alternative term emphasizing the value of employees as a key resource alongside time, money, and physical space. HR's role is evolving from traditional personnel management to a more holistic approach, including employee experience and well-being. HR should act as a neutral bridge between employees and management, facilitating communication and addressing concerns effectively. HR Function Those tasks and duties performed in both large and small organizations to provide for and coordinate human resources. These are the three key functions of HR. In any workplace or organization, it is essential to fulfill your specific roles, duties, and responsibilities. Performed by both operating managers and human resource practitioners (generalist or specialist). HR Generalist ○ Expertise: Possesses knowledge across multiple HR areas. ○ Responsibilities: Handles various HR functions such as compensation, employee grievances, and training and development.  THM5208 - Preliminary Notes ○ Role: Versatile and capable of managing a range of HR tasks and responsibilities. ○ Analogy: Similar to a general practitioner in medicine who has broad knowledge in many areas. HR Specialist ○ Expertise: Focuses on one specific HR function or field. ○ Responsibilities: Deeply knowledgeable and skilled in a particular HR area, such as organizational development or compensation and benefits. ○ Role: Provides expert guidance and management in their specialized area. ○ Analogy: Similar to a medical specialist, like a cardiologist or OB-GYN, who has in-depth expertise in a particular field. HR Functions: 1. Attracting a Quality Workforce: ○ Recruitment ○ Selection ○ Human Resource Planning Importance: Attracting high-quality applicants is crucial as it simplifies the recruitment process and reduces the time and cost associated with hiring. Quality candidates are easier to train and develop further. Analogy: Just as students aim for prestigious universities like UST by excelling academically and participating in extracurricular activities, companies aim to attract top talent by creating appealing job opportunities and showcasing their organization’s strengths. 2. Developing a Quality Workforce: ○ Orientation and Employee Training ○ Management and Organizational Development ○ Career Development ○ Performance Management System Focus Areas: This includes orientation and ongoing employee training. It’s essential to equip new hires with the necessary skills and continuously update them as the industry evolves. Continuous Learning: Employees should engage in lifelong learning to keep up with industry trends and advancements, much like educators who continually upgrade their knowledge to better teach their students. 3. Maintaining a Quality Workforce:  THM5208 - Preliminary Notes ○ Organizational Reward System ○ Base Wage and Salary System ○ Employee Benefits ○ Employee Safety and Health ○ Employee Relations ○ Labor Relations Key Aspects: Ensure that employees are well-compensated, work in a positive environment, and feel valued. Effective management of these elements helps retain talent and maintain workforce stability. Organizational Rewards: These can be monetary or non-monetary incentives that motivate employees and recognize their contributions. Additional Notes: Recruitment and Selection: Emphasize how to attract and select the best candidates. Orientation and Employee Training: Highlight the importance of effectively onboarding and training employees. Organizational Rewards and Benefits: Explore different types of rewards and benefits that can motivate and retain employees. By concentrating on these areas, HR professionals can effectively manage the lifecycle of employee engagement from attraction through development and retention. Roles of HR (Based on David Ulrich Model):  THM5208 - Preliminary Notes (THE FOLLOWING TRANSCRIPTS ARE JUST THE INTRODUCTION TO THE DIAGRAM) Traditional Roles:The foundation of HR Administrative Expert This role involves handling paperwork, encoding employee information, and updating files, such as SSS numbers and team numbers. It also includes managing other documents needed by employees. As an administrative expert, HR serves as a bridge between employees and management, voicing employee concerns to management while supporting employees. Employee Champion The employee champion addresses daily employee concerns and advocates for their needs Evolving Roles (for the future and strategic focus): Change Agent In any organization, changes can occur, such as policy adjustments or shifts in work relationships, like departmental transfers. As a change agent, HR helps employees adapt to and embrace these changes. Helping employees adapt to organizational changes. Strategic Partner Focuses on achieving company goals through strategic planning. Participates in drafting and setting organizational goals. Uses effective people management to help achieve these goals. Contributing to company goals and management. Additional Notes: Similarities of Administrative Expert and Employee Champion: These two roles focus on the day-to-day operations of the company. As an administrative expert, you manage tasks such as updating employee profiles and handling routine paperwork. Similarly, the employee champion addresses daily employee concerns and advocates for their needs. Similarities of Strategic Partner and Administrative Expert: Both roles are centered around HR processes. The strategic partner involves aligning HR strategies with business goals, while the administrative expert handles day-to-day administrative tasks and documentation. Similarities of Change Agent and Employee Champion: Both roles are oriented towards people, with the change agent facilitating adaptation to organizational changes and the employee champion addressing employee concerns and support.  THM5208 - Preliminary Notes (PPT AND DISCUSSION BASED) Administrative Expert Finding and fixing processes that can be done better, faster, and cheaper. Decreasing cost to improve efficiency as a partner in strategy execution. ○ As an administrative expert, you are a frontliner. You handle paperwork, but you also integrate technology to improve your work. ○ You need to know how to multitask. ○ Rethinking the workflow of the department enhances efficiency, allowing staff to be more productive and address employee concerns effectively. ○ Being an administrative expert means improving the quality of HR work by removing unnecessary steps and leveraging technology. ○ This includes integrating systems to streamline tasks, making work faster and more cost-effective, and decreasing costs to boost overall efficiency. Employee Champion Be the employees’ voice in management discussions. “An advocate for the employees.” Orients and trains line managers on the importance of high employee morale. Ensures employees are engaged and committed to the organization. ○ Voice of the People: You act as the advocate for employees, listening to and addressing their concerns. Your role involves understanding their needs and ensuring their issues are communicated effectively. ○ Boost Morale: You help elevate employee morale by providing programs and support to motivate and empower them. ○ Create a Supportive Culture: You foster a culture of empowerment, motivation, and goal-setting. This includes creating a culture of communication and involvement, which encourages employees to engage and align with organizational goals. ○ Enhance Engagement: By implementing HR programs and creating a positive work environment, you aim to improve employee engagement and morale Change Agent Building the organization’s capacity to embrace and capitalize on change. Makes broad vision statements get transformed into specific behaviors. Change has a way of scaring people—scaring them into inaction. HR’s role as a change agent is to replace resistance with resolve, planning with results, and fear of change with excitement about its possibilities.  THM5208 - Preliminary Notes ○ Facilitate Understanding: You explain new policies and changes within the organization, helping employees understand the reasons behind them. ○ Address Resistance: When employees resist new policies or changes, you address their concerns and provide explanations to mitigate their resistance. ○ Encourage Cooperation: Your goal is to turn resistance into cooperation by clarifying the necessity of the changes, leading employees to embrace and participate in new policies. ○ Support Transition: You assist in resolving resistance and ensuring smooth adoption of new policies, ultimately fostering engagement and compliance. Strategic Partner Take the lead in proposing, creating, and debating best practices in culture change programs. Must systematically assess the impact and importance of initiatives. Defines the organizational architecture - identify the model of how a company conducts its business. Must conduct an organizational audit. ○ Set Goals and Objectives: As part of the management team, you contribute to setting organizational goals and objectives. ○ Develop Strategies: Plan and implement strategies to achieve these goals, including providing training to enhance employee skills. ○ Monitor Progress: Conduct organizational audits to assess employee needs, track progress, and identify areas requiring further development or training. ○ Achieve Goals: By improving employee skills and performance, you help the organization attain its objectives. Evolving HR Roles - 21 HR JOBS OF THE FUTURE This paves the way for a new HR role focused on well-being as a business strategy for increasing employee retention - Director of Wellbeing role Human-Machine Teaming Manager, a role that operates at the intersection between humans and machines and aims to create seamless collaborations. Some companies are even swapping traditional HR titles with catchier descriptions such as Chief Happiness Officer or Director of Talent-Acquisition Strategy ○ Evolving HR Roles: HR roles are expanding beyond traditional titles like administrative expert, change agent, employee champion, and strategic partner. HR roles are expanding and diversifying.  THM5208 - Preliminary Notes ○ Director of Well-Being: Focuses on the overall wellness and satisfaction of employees, aiming to retain them by ensuring they are happy and satisfied at work. ○ Human Machine Teaming Manager: Integrates technology and various tools to enhance efficiency and improve daily operations. ○ Employee Enablement Coach: Acts as a coach and mentor, motivating and inspiring employees to achieve their best. ○ Chief Happiness Officer: Responsible for creating programs and initiatives that ensure employees have happy and comfortable workdays. ○ Director of Talent Acquisition Strategies: Focuses on developing strategies for acquiring and managing talent effectively. ○ Overall Focus: Emphasis on exploring and implementing new HR roles and strategies to enhance employee well-being and organizational effectiveness ○ Director of Human Resources - Traditional role focused on overall HR management. ○ Learning and Development Manager - Specializes in employee training and development. ○ Director of Welcome - Enhances guest experience (e.g., Eric Poon at W Hotels). ○ Director of Whatever and Whenever - Manages various guest concerns and requests. Recruitment Involves seeking and attracting a pool (number of people) of people from which qualified candidates for job vacancies can be chosen Companies are looking for applicants (vice versa) Not because you are qualified you are a fit applicants HR is looking for the right person for the right job. ○ Importance of Recruitment: Recruitment is a significant investment in terms of cost, time, and effort. ○ Objective of Recruitment: Aim to attract a pool of qualified candidates. ○ Company Attractiveness: A strong reputation, competitive benefits, compensation, and a positive work environment are crucial for attracting applicants. ○ Example: Philippine Airlines Recruitment: Received 5,000 applications despite no qualifications listed, indicating strong company reputation.  THM5208 - Preliminary Notes Relationships among JA, HRP and Recruitment Scenario 1: 1. Job Analysis ○ Job Analysis means studying about the job. ○ You need to know what the pertinent information about the job is, including the workflow of the person doing the job. ○ It involves understanding the flow, activities, duties, and responsibilities needed. ○ After identifying the Job Analysis, or after doing the Job Analysis, you can proceed with writing the Job Description and Job Specifications. 2. Job Description and Job Specifications ○ Job Description: It is a list of duties and responsibilities. It outlines what the applicant will be required to do in the role. ○ Job Specifications: These include qualifications as well as the knowledge, skills, abilities, and other characteristics (KSA) required for the job. KSA stands for Knowledge, Skills, Abilities, and Other Characteristics. 3. Recruitment Scenario 2: 1. Human Resource Planning  THM5208 - Preliminary Notes ○ Human Resource Planning (HRP) involves identifying both the current and future human resource needs of a company. ○ This process is crucial for forecasting and preparing for upcoming changes, such as business expansion or increased demand. ○ By analyzing these needs, HRP helps ensure that the organization can effectively manage and allocate its workforce to meet future demands and support overall growth. 2. Recruitment Sources of Qualified Personnel Internal Sources - Within the company ○ May not require a job advertisement; could involve direct interviews or discussions. External Sources - Outside the company ○ Requires job advertisements to attract potential applicants. Advertising ○ Can be done through various platforms, including online (social media, job portals) and traditional media (newspapers, magazines, television). Employment Agencies/Outsourcing Companies ○ Third-party companies that help find candidates. ○ Typically charge a fee for their services. Employees of competing companies (Pirate) ○ Hiring experienced employees from competitors. ○ Often involves offering better salaries or benefits to attract them. HeadHunters - Executive Hunters or Managerial Position ○ Specialized recruiters for managerial or executive positions. ○ Focus on finding candidates with specific high-level skills and experience. Employee Referrals and Walk-Ins ○ Employee referrals occur when current employees recommend individuals for job openings, such as suggesting a friend for a position at Philippine Airlines or recommending a part-time faculty member for a role at UST. Referred employees are often motivated to perform well because they want to meet the expectations of the person who referred them and avoid causing embarrassment. The connection to the referrer creates a sense of responsibility, driving referred employees to perform better to uphold the referrer’s recommendation.  THM5208 - Preliminary Notes Referrals from higher-ups or influential connections can impact how referred employees are perceived, but they still need to prove their own worth through performance. ○ Walk-ins refer to a method of job application where individuals visit companies in person to submit their resumes or inquire about job openings, without a prior appointment or job advertisement Campus Recruiting ○ Involves universities facilitating job connections through events like job fairs and resume forwarding. ○ For instance, UST's Career Counseling and Career Center organizes such events. While some companies may initially consider the university's reputation, most focus on individual qualifications and skills. ○ Graduates are expected to demonstrate strong work ethic and professionalism, as success depends on personal qualities beyond academic credentials. Internet Recruiting ○ Refers to the process of finding and applying for jobs online. This involves submitting resumes and applications through company websites, job boards, and other online platforms. It offers a convenient way to apply for positions and connect with potential employers digitally. Web-Job-Portals / Job-Board-Posting ○ Internet recruiting and web job portals are closely related concepts. ○ They involve finding and applying for jobs online through platforms such as job boards (e.g., Jobsuite.com, LinkedIn, Indeed). ○ These digital tools are increasingly popular, especially among Gen Z, who often prefer the flexibility of online work over traditional office jobs with fixed hours. ○ The use of LinkedIn and other online resources for job searching and networking is encouraged for job preparation and opportunities. In terms of effectiveness of recruitment method, both internal and external sourcing have advantages and disadvantages Lower turnover rats on referred employees Applicants who initiated their contacts with the company for possible vacancies performed better  THM5208 - Preliminary Notes Advantages: 1. Familiarity: ○ The company already knows the strengths and weaknesses of the internal candidates, which makes it easier to assess their suitability for the role. 2. Lower Turnover Rates: ○ Referred employees often perform well to avoid embarrassing the referrer, leading to lower turnover rates. 3. Better Performance: ○ Employees who proactively seek out internal opportunities, such as walk-ins, tend to perform better because of their demonstrated interest. 4. Enhanced Morale and Motivation: ○ Internal candidates feel valued and motivated when they are considered for higher positions, boosting overall morale. 5. Return on Investment: ○ Investing in employee training can yield returns when these trained employees are promoted and continue to contribute effectively. 6. Easier Adaptation: ○ Internal hires are already familiar with the company culture and processes, which helps them adapt more quickly. Disadvantages: 1. Potential for Poor Fit:  THM5208 - Preliminary Notes ○ Promoted employees might struggle in new roles if they are not a good fit, leading to performance issues. 2. Morale Issues: ○ Competition for promotions can create tension and dissatisfaction among employees, potentially harming team dynamics. 3. Limited Innovation: ○ Relying solely on internal hires may stifle new ideas and innovation that could come from external candidates. 4. Difficulty in Attracting External Talent: ○ Focusing too much on internal hiring can make it harder to attract and evaluate new external talent, which might bring fresh perspectives and skills. 5. Contentment with Current Roles: ○ Some employees may be content with their current positions and may not seek or be suited for higher responsibilities, limiting potential internal candidates. Advantages: 1. Larger Talent Pool: ○ External hiring provides access to a broader and diverse pool of candidates, increasing the chances of finding the right fit for the position. 2. New Insights and Perspectives:  THM5208 - Preliminary Notes ○ External candidates can bring fresh ideas, perspectives, and innovative approaches that can enhance the organization. 3. Specialized Skills: ○ It can be easier to find technically skilled or managerial employees from outside sources, as external candidates are actively seeking job opportunities and may possess the specific expertise needed. Disadvantages: 1. Orientation and Adjustment Issues: ○ New external hires may face challenges adapting to the company culture and processes, leading to a potentially longer adjustment period. 2. Potential Morale Problems: ○ Internal employees who feel they were qualified for the position may experience resentment or dissatisfaction, potentially leading to workplace conflicts. 3. Integration Challenges: ○ External hires may struggle with integrating into existing teams and understanding internal dynamics, which could affect their performance and relationships within the organization. Realistic Job Preview RJP is one way of increasing the effectiveness of all recruiting methods. It provides complete job information, both positive and negative, to the job applicant. The tendency of most companies to show only the positive aspect of the organization may result in high selection ratios, but may also increase employee expectations, and eventually turnover rates when not successfully met. ○ Transparency: RJP involves presenting both the positive and negative aspects of a job without any sugar-coating. This ensures that candidates have a clear and realistic understanding of what the job entails. ○ Timing: RJP should be provided after the interview. This allows candidates to make an informed decision about accepting the job offer based on a complete view of the job. ○ Method: To conduct an RJP, you can provide testimonies from current employees or share videos showcasing day-to-day experiences and challenges of the job. ○ Purpose: The goal is to help candidates understand what to expect from the job and the work environment. This transparency can lead to better alignment between job expectations and reality.  THM5208 - Preliminary Notes ○ Impact: By knowing both the positives and negatives, candidates are more likely to decide if the job is suitable for them. If the job doesn’t meet their expectations or they find the environment unsuitable, they might opt out before accepting the offer. ○ Benefits: RJP can reduce turnover rates by ensuring that candidates who accept the job offer are fully aware of what the role involves, leading to better job satisfaction and retention. Thomasian Resume Format (Lecture 4: Pointers for Resume) CV and Resume are different. A resume is a concise, job-specific summary of relevant experience and skills, while a CV is a detailed and comprehensive account of all academic and professional accomplishments. Photo Specifications: Colored picture on photo paper with a white background (unless specified otherwise). Attire: Corporate attire; ladies should have corporate makeup. Appearance: Hair should be pulled back (bun style), slightly smiling without showing teeth. Contact Information Include your full name, complete address (with zip code), mobile number, and professional email address. Avoid informal or cutesy email addresses; use a formal and professional one. Objective Content: State your reason for applying for the job, the position you desire, and a brief description of your career goals and how you believe the company can help you achieve them. Educational Background Format: ○ Date: August 2022 - Present ○ Use running text separated by semicolons for achievements and positions, starting with the most recent. List your degree with full name (e.g., Bachelor of Science in Tourism Management) and specify the major. Include relevant details like graduation dates and avoid using abbreviations or initials for institutions.  THM5208 - Preliminary Notes No Elementary School Information: Only include secondary, tertiary, and any higher education. Highlight relevant work experiences, internships, or volunteer positions. Avoid listing all experiences if they’re not relevant. For Seminars: Entries: "Title," Venue, Date - List the most recent educational experience first. 2022, 2021, 2020 ○ Make sure you have the certificates to improve it just in case. Certificates are not attached in the resume - have a separate folder. Summary of Qualifications Content: Provide a brief overview of your qualifications relevant to the job you are applying for. ○ Mention relevant skills, especially those not commonly known (e.g., advanced software or editing tools). ○ Computer literacy is less emphasized; focus on specialized skills like graphic design or video editing. Character References Details: 3 names with highest ranks and contact details. ○ Make sure they know that you would put them in references - Ask for their consent. Avoid relatives or casual friends; inform references before listing them. Formatting Guidelines Use a 1-2 column format with font size 11 or 12. Avoid using "I" or "We," Ensure the resume is error-free, personalized, and honest. Do not copy others’ resumes or exaggerate qualifications. Focus on significant or recent achievements and omit older or less relevant experiences. Selection Part of Attracting in Human Resources. The process of choosing from among the available applicants the individuals who are most likely to successfully perform the job. HR aims to select the BEST applicant while also considering the management's preferences. The manner of delivery and background checks are also considered.  THM5208 - Preliminary Notes Explanation of the picture: The photo can be seen as a funnel representing the HR selection process. Just as a funnel filters out and screens applicants from a larger pool to find the best fit for a job, HR staff members screen the applicants to select the most suitable candidate. Selection, by definition, is the process of choosing from among available applicants. This is similar to making personal choices, such as selecting a partner from multiple options. HR aims to choose the best person who is most likely to successfully perform the job, considering both qualifications and fit, and taking into account management's decisions. After the Recruitment Process (Page 14), Selection Process will follow. Interviews and a series of tests (including psychological exams) are conducted to select the best and most suitable applicants for the job. The Typical Selection Process 1. Employment Application Form Online - cheaper and more accessible & Onsite Provides standard basic employment information. Do not invent or give wrong information or else you will be terminated if the company knows the truth. 2. Preliminary Interview Initial Check / Verification Determine whether the applicant’s skills, abilities, and job preferences match any of the available jobs in the organization. Explain to the job applicant the available jobs and requirements. Answer any questions the applicant has about the job or the company. Interview Google executive Laszlo Bock (2015) says, “Most interviews are a waste of time” as interviewers can spend most of their time trying to confirm the impression they formed of applicants in the first 10 seconds of meeting them. Interviewers depend on your answer. In-Tray Exercises Put the applicant in a realistic but stimulated way. 3. Employment Testing Testing of knowledge and Expertise 1. Aptitude Test: Measures cognitive ability and potential of applicants. 2. Psychomotor Test: Assesses motor skills, including the ability to perceive instructions and perform tasks. 3. Job Knowledge Test: Achievement or mastery test evaluating technical and professional skills. 4. Proficiency Test: Assesses the quality of work through sample work tests. Determines if all information is correct.  THM5208 - Preliminary Notes 5. Interest Test: Evaluates preferences.Personal interest or those who have been successful in the job. If they're interested in the job, definitely, they will show, I mean, they will be encouraged to perform well. 6. Personality Test: Assesses personal traits. 7. Polygraph Test: Due to strict confidentiality of information, some organizations need a reliable employee that is why they require a Lie Detector during the interview. 4. Follow-Up Interview Done by manager Stages: Initial, Follow-Up and Final 1. Structured Interview: ○ Uses a standardized, predetermined list of questions. ○ Consistent format across interviews. 2. Unstructured Interview: ○ More spontaneous with follow-up questions. ○ Topics can vary widely, including current events or personal issues. 3. Stress Interview: ○ Places the applicant in an awkward or challenging situation. ○ Tests the applicant’s stress response and problem-solving under pressure. 4. Panel Interview: ○ Conducted by a group of interviewers from management. ○ Includes members such as vice presidents, HR managers, and supervisors. 5. Group Interview: ○ Involves one interviewer and a group of applicants. ○ Allows assessment of candidates in a group setting, useful for roles requiring group dynamics or physical presentation. Examples Of Common Interview Questions ○ Tell me about yourself. Be Spontaneous / Natural ○ Why do you want to change roles? - Only applicable for employees who will transfer or change careers ○ What could you help us to do differently or better? ○ Tell me about a time that you made a mistake ○ How do you deal with pressure? ○ Where do you see yourself in five years? ○ If you were an animal, which one would you be? Tips:  THM5208 - Preliminary Notes ○Express Yourself: Share your thoughts freely and be spontaneous; avoid pretending. ○ Think on Your Feet: This means staying calm and cohesive during the interview. ○ Authenticity Matters: Avoid arrogance and scripted answers, as they can come off as inauthentic. ○ Best Foot Forward: Present yourself genuinely, showing real intentions and authenticity. ○ Stay Calm: Keep your composure to effectively express yourself and answer questions. ○ Be Truthful: Answer questions sincerely and from the heart. Problems in conducting interviews ○ First Impressions: Initial assessments occur as soon as an applicant enters. It's crucial to present yourself professionally (e.g., smile, greet the interviewer). Dressing formally indicates preparation. While first impressions are quick, they shouldn't be the sole basis for judgment. A complete evaluation of the applicant is necessary. ○ Halo Effect: Only looking at the physical attractiveness. This refers to the tendency to assume that attractive individuals possess other positive traits (like intelligence). However, relying solely on physical appearance can lead to faulty conclusions. ○ Over Generalizing: Making a faulty conclusion or assumptions Making broad assumptions about individuals based on group characteristics can be misleading. Each applicant should be assessed individually to avoid biases. ○ Biases (Personal Judgements) and Prejudice (Discrimination) Personal judgments based on race, gender, or other characteristics can lead to discrimination. Avoiding these biases is essential for fair evaluation during the interview process. 5. Reference Checking Background Check: Involves verifying previous employment. Academic Standing: Checking if the applicant is in good academic standing.  THM5208 - Preliminary Notes Personal Information: Evaluating traits such as responsibility and leadership, along with basic details (address, school, contact). References: Avoid using relatives or friends as character references. 6. Physical Examination Medicals Normally required only for the individual who is offered the job. Job offer is contingent on the applicant passing the examination. The purpose is not only to determine whether the applicant is fit for the job but also to assess eligibility for group life, health, and disability insurance. The examination helps identify any medical conditions (e.g., high blood pressure, pregnancy) that may impact job performance or insurance eligibility. It is particularly relevant for roles with higher risk factors, such as flight attendants. Be insured! 7. Final Decision Final Decision Authority: The final hiring decision lies with the manager of the requesting department, in collaboration with HR. Manager's Role: The department manager (e.g., from marketing) oversees the new employee and is responsible for their training. CTHM - Dean's Council Involvement: In the case of hiring faculty, interviews are conducted by the Dean's Council, with the final decision made by the dean and department chair. 8. Hiring Firm Kahit anong educational achievements mo, pwedeng wala rin yung since they also look at personal values and personalities. The firm might consider hiring individuals whose personal values and personalities align with the organization. Organizational fit is likely to be based on values and personalities, not just academic performance. It’s important to focus on doing your best, enjoy the learning process, and recognize that fit and collaboration matter in the workplace. Basic Selection Criteria Verified by Interviewer Education - College, Master, Doctorate Experience - Plus factor, an indicator of an individual familiarity with work and his/her ability to work Skills and Abilities - People Skills - approaching and addressing concerns, charms  THM5208 - Preliminary Notes Personal Characteristics (Big Five) Neuroticism: How you handle stress. Disposition to experience states such as anxiety and guilt rather than being well-adjusted emotionally. Extraversion: Social boldness. Tendency to be outgoing, sociable, and upbeat. Learn about your limitations in talking to people. Openness to Experience: Curiosity and suggestive ideas. Tendency to be imaginative and intellectually curious. Ask questions and you may also suggest ideas. ​When you ask questions, it means that you are interested. Agreeableness: Unselfishness. Tendency to be altruistic and cooperative. Conscientiousness: Attention to detail. Tendency to be purposeful and dependable and to pay attention to detail. Orientation After the selection process, new employees must be oriented to their job and the organization. Importance of Orientation based on the recitation: Provides a background of the company and its expectations. Helps new employees understand their roles and responsibilities. Familiarizes employees with company policies and dress codes. Encourages comfort and a sense of belonging in the workplace. Importance of Orientation based on the discussion: New Employees Purpose of Orientation: New employees need orientation to understand their roles, responsibilities, and the workplace environment. First Day Guidance: It's important for new hires to know logistical details, like where to sit, their desks, and initial tasks. Adjustment Period: Work routines may feel unfamiliar initially, but employees will become comfortable with practice over time. Understanding Policies: Orientation helps employees learn the organization's rules and policies to avoid mistakes and violations. Awareness and Compliance: Being informed about procedures helps prevent errors and ensures adherence to organizational standards. Old Employees: Importance of Training: Current employees need to periodically update their skills or learn new skills to remain effective. Tailored Training: Training should be customized to fit the specific needs of employees, ensuring relevance and effectiveness.  THM5208 - Preliminary Notes Selections New employees orientation Current employees trained Orientation Process: With CTHM Orientation for Batch 2026 Experiences 1. Multiple Orientation Levels: After the initial company-wide orientation conducted by HR, there are subsequent orientations at the college, department, and class levels. 2. Role of Line Managers: Line managers are responsible for conducting departmental orientations, ensuring employees understand specific duties and responsibilities. 3. Training for Line Managers: HR must train line managers on how to effectively conduct these orientations. 4. Detailed Orientation: Departmental orientations provide more specific and detailed information relevant to the employees' roles. 5. Orientation Kits: Employees receive orientation kits containing practical items (e.g., face masks, umbrellas, booklets) to support them as they start their roles. 6. Digital Resources: Many company rules and employee manuals are now available in soft copy format to save paper and reduce costs. Orientation Length and timing - Brief and spread over several days of orientation produce better results that those conducted lengthily in a day  THM5208 - Preliminary Notes - Brevity is Key: Orientation sessions should be brief, ideally around three hours, to maintain engagement. - Avoiding Information Overload: Keeping orientations concise helps prevent information overload, ensuring employees remain attentive. - Attention Span Consideration: Recognizing that attention spans can be limited, orientations should be engaging. - Interactive Elements: Incorporating interactive activities (like games) makes the session more engaging and enjoyable. - Flexible Scheduling: Orientation can be spread over several days to further reduce information overload and maintain interest. Follow-Up and Evaluation - Formal and systematic follow-up to the initial orientation is essential. - Systematic Follow-Up: A formal and systematic follow-up after the initial orientation is crucial for ongoing compliance and understanding. - Immediate Addressing of Concerns: Employee questions or concerns should be addressed immediately, rather than waiting for them to approach the office later. Training Should be tailored to fit the specific needs of employees. HR should know what training employees need to effectively address those needs. Skill Development: Workshops provide opportunities for the transfer of skills, allowing participants to practice and enhance their abilities. Knowledge Acquisition: Attending training is crucial for gaining knowledge necessary for job performance. Enhancing Abilities: Training helps individuals develop and refine their abilities, which are essential for successfully performing their roles. Additionals Infos: Abacus to Xavier Ph Tourism Training: Tour Guiding, Tour Escorting GDS - Global Distribution System (before CRS - Computerized Reservation System.) Galileo encoding - If there is number 1 at the middle, it means there is a stop. Reasons why employers provide training and employees attend training 1. Environmental changes can make the skills learned today obsolete in the future.  THM5208 - Preliminary Notes a. Land organizational changes can make it necessary for employees to update skills. 2. Planned organizational changes can make it necessary for employees to update their skills or acquire new ones 3. Performance problems can be reduced by training 4. Regulatory, contractual, professional or certification issues can require an employer to provide training for employees. Certification is a short program of training. a. Regulatory requirements are mandatory, meaning they are enforced by the government. Employees must complete this training; otherwise, their licenses may be revoked. b. Contractual obligations may arise based on the specifics of a project. Training program steps: 1. Perform Job Analysis 2. Perform needs assessment (determine what are the training needs of the employees) 3. Establish training objective 4. Conduct Training Program (Training Proper) 5. Evaluate Training Outcomes Needs Assessment is a systematic analysis of the specific training activities the organization requires to achieve its objectives. Basic methods of needs assessment 1. Through interviews, surveys, questionnaires, observations, focus group discussions (FGD), document examination, and feedback forms, we gather insights from customers and peers. a. We then communicate this feedback to the employee. As a manager, it’s essential to analyze this information to determine the needs of the employees. 2. What problems are the employees having in their job? 3. What additional skills/knowledge does the employee need to better perform the job? 4. What training does the employees believe is needed? Training Methods On The Job Training - Hands-On Job Rotation - Transferring you to another department to gain knowledge, experience and skills. ○ Advantages:  THM5208 - Preliminary Notes Helps address employee boredom by exposing them to different departments. Provides varied training and tasks, keeping the work experience fresh and engaging. ○ Disadvantages: Can be costly and time-consuming. *picture of advantages and disadvantages of job rotation* Apprenticeship Training - A mentor who would coach you, who would guide you. Then the mentee would learn from the mentor. Classroom Training Virtual Classroom Four Areas of Training Evaluation To assess the effectiveness of the training program. To determine if participants learned and can apply the knowledge gained. ○ Reaction - how much did the trainees like the program? Were the trainees satisfied with the training? Did they appreciate the content? ○ Learning - what principles, facts and concepts were learned in the training program ○ Behavior - did the job behavior of the trainees change because of the program? Did participants apply what they learned? Has there been an improvement in performance, reduced costs, or lower turnover rates? Satisfied employees are less likely to resign. ○ Results - what were the results of the program in terms of factors such as reduced cost or reduction in turnover? TRAINING IS AN INVESTMENT Maintaining a Quality Workforce Rewards - positive outcomes that are earned as a result of an employee’s performance. After developing a qualified and quality workforce, it’s essential to maintain them within the organization. They should remain, especially if they are high performers and valuable assets to the company, contributing significantly to its success.  THM5208 - Preliminary Notes Rewards are positive outcomes that are earned as a result of an employee’s performance: Rewards go beyond just salary; they encompass both monetary and non-monetary forms. Positive outcomes, such as incentives and bonuses, are tied to employee performance, motivating individuals to excel. Receiving rewards can evoke feelings of happiness, fulfillment, and appreciation. Personal rewards, like treats or shopping, can also reflect recognition from loved ones. It plays a crucial role in motivation and acknowledgment within the workplace and personal life. Organizational reward - Can be monetary and non-monetary - Less remunerated and compensated employees are less satisfied than those who are highly compensated - A professionally designed compensation and reward system can enhance satisfaction, and attract and retain talented employees. - Compensation includes all the extrinsic rewards that employees receive in exchange for their work (base wage/salary, incentives/bonuses, benefits) - Pay refers only to the actual money employees receive in exchange for their work. - Base wage or salary is the hourly, weekly, or monthly pay that employees receive for their work. Incentives - Rewards offered in addition to the salary and are usually directly related to performance - You will receive an incentive if you reach a quota - If the company is satisfied with your service, incentives can be added to your salary. Benefits - rewards employees receive as a result of their employment and position with the organization - Mandated by the government (13-month pay, Maternity leave, Overtime Pay, etc.)  THM5208 - Preliminary Notes Base Pay is based on the role in the organization and for the expertise required to conduct that role. The pay reflects the specific position. Variable pay is based on the performance of the person in that role. Based on performance metrics, such as achieving quotas or closing deals. How much is the daily minimum wage in NCR? 645 Pesos Definitions: ○ Wage: Compensation based on the number of hours worked. ○ Salary: A fixed amount paid regularly, regardless of hours worked. Payment Frequency: ○ Salaries are typically paid on specific dates (e.g., 15th and 30th of the month). ○ Wages can be paid weekly or biweekly, depending on hours worked. Calculation: ○ Wage Calculation: Based on hours worked (e.g., 5 hours at 100 pesos/hour = 500 pesos). ○ Salary Calculation: A predetermined fixed amount (e.g., 1,000 pesos per payday). Work Hours: ○ Wages are often associated with hourly work, typically 8 hours a day in the Philippines. ○ Salaries do not fluctuate with hours worked; they remain constant. Compensation package is a comprehensive set of extrinsic rewards that employees receive in exchange for their work. This package includes both monetary and non-monetary elements, such as base wage, salary, incentives, bonuses, and various benefits.  THM5208 - Preliminary Notes Essentially, it encompasses everything that contributes to an employee's overall compensation, providing a holistic view of the rewards for their contributions. In contrast, "pay" specifically refers to the actual money that employees receive for their efforts. Tool to satsify employees and retain applicants Is it ok to negotiate your salary during the interview? Unfortunately, not everyone feels comfortable negotiating salary during the interview process. In fact, a survey by ZipRecruiter found that 64 percent of respondents said they "accepted the first salary offer they received the last time they were hired," meaning only 36 percent of professionals have negotiated their salary at all. First time to work, sometimes, the salary is not that attractive. - There is a difference of experiences from those still acquiring skills compared to expert who have more experiences. - Fresh graduates are still acquiring skills, you can only offer this much to the company; still establishing your name and qualifications/specializations compared to a more expert person who had previous positions in the company. This expert person will receive high salary because of his expertise and qualifications NOTE: - Salary is really an issue and as a fresh graduate, you cannot demand the company for a high salary. - If an employee will not receive enough income to support his/her daily needs, he/she will feel dissatisfaction compared to an employee who is receiving high salary. Salary is not an indicator for every employee’s satisfaction, it depends on the personality on the person. - If a person is already established, salary may not be a great factor anymore to be satisfied. While, if you’re still starting and establishing, salary could be a factor. - In general, if you receive a certain amount and it is not enough, an employee will feel less satisfied. Tips - It is a benefit, not a salary.  THM5208 - Preliminary Notes - It is voluntary or directly given to the employees when clients are satsified with your service. - Do not expect something in return. If you are given a tip, accept it politely. If not accepted, passengers or clients will be offended. - Some tips are incorporated in the Compensation Package, such as Service Charge (SC) or Tip-sharing Program– all the tips will be collected then divided to the employees. These tips are subject to tax. If a tip is taxable, such as Service Charge (SC) or the Tip-sharing Program of the company, then it is part of the salary or compensation package. If a tip is taxable, it is part of your salary. Non-monetary Rewards - May include trophies, certificates, letters of appreciation, dinner with the boss, redecoration of employee cabin, membership of recreation clubs, perks, use of company facilities, etc. - Can be tangible or intangible Other Examples of Tangible: vouchers, nice office Other Examples of Intangible: appreciation from boss, gestures, commendations, and good working environment Employee Benefits - Forms of value - A company aims to enhance the welfare of employees - Paid vacations, hospitalization benefits, transportation, book, clothing allowance, christmas bonuses, 13-month pay, etc. How to retain great employees Communicate expectations clearly - Listening and consulting with them Allow employees to use their talents and skills - Let them be engaged in different company activities Provide a platform for employees to speak their minds freely - Allow them to be heard Make staff members feel appreciated - A simple “Thank You” Provide quality management or supervision - Employees will feel well taken care of Diversity - also means to create inclusion  THM5208 - Preliminary Notes - Ferris State University defines diversity as the range of human differences, including but not limited to race, ethnicity, gender, gender identity, sexual orientation, age, social class, physical ability or attributes, religious, or ethical values system, national origin, and political beliefs. - Diversity means creating an atmosphere in which all people feel valued, respected, and have the same opportunities as others. - We are different, we are unique but we have to work together and focus on the similarities that we have so that we’ll achieve our goals and objectives. Culture - Way of life - Identity– makes us distinct from other people - According to UNESCO, we have 4 aspects of culture: Spiritual, Material, Social, and Emotional Multicultural - Including people who have many different customs and beliefs - Relating to a number of different cultures, especially to the traditions of people of different religions and races. DIVERSITY MULTICULTURAL Human differences Different Cultures - To create inclusion Dimensions of Workforce Diversity Primary Dimension Race Ethnicity → Social and cultural heritage: practices, norms, and traditions Gender Age Disability Secondary Dimension Education Religion Culture Sexual Orientation Family Status Economic Condition Thinking Style  THM5208 - Preliminary Notes Geographic Orientation Lifestyle Political Orientation Work Experience Tertiary Dimension Beliefs Assumption Perceptions Attitudes Feelings Values Group norms Multicultural Workforce - Is one in which a wide range of cultural differences exist among the employees in the organization - Is one in which employees are heterogenous, many dissimilar in certain traits - The workforce is composed of employees with cultural differences Diversified Workforce - Similarities and differences among employees in terms of age, cultural background, physical abilities and disabilities, race, religion, gender, and sexual orientation - “Diversified workforce” is becoming more complex and companies need to embrace these changes in order to survive (Ex: socioeconomic background) Diversity Management - Includes cultural awareness education and sensitivity training as core elements - Company leaders teach employees to accept and tolerate their differences - There are practices wherein in a certain culture, it is acceptable, but to other cultures, it is not. - Companies can have an exchange of cultures so that they can learn from each other. Advantages and Disadvantages of Multicultural and Diversified Workforce Advantages/Benefits Employees of different backgrounds may have ideas about how to improve a product, service or marketing approach.  THM5208 - Preliminary Notes People from different backgrounds bring different languages with them - huge asset for communicating with customers and vendors. ❖ It can be an asset if you know a certain language. It could be within the company (employees) and within the customers. Staff from different backgrounds may better understand the needs of a particular community or market. Talent is diverse People with different backgrounds have different sets of skills or knowledge - better chance at finding working solutions; creativity; discovering inspiration. Diverse employee workforce most often attracts a diverse range of customers – more sales Disadvantages/Negatives Old ways of thinking and entrenched prejudice – misinterpretation ❖ Entrenched Prejudice - preassumption knowledge or thinking about a certain group or person. Having this would hinder you from working with your co-employees or customers. Personal prejudice prevent them from working with colleagues ❖ We have to accept to be open to working with other people Miscommunication Negative attitudes and harassment ❖ These can occur if you don’t know how to approach people ❖ Ex: Middle Eastern Culture – they are very conservative; but in this modern era, they might experience harassment. For them, since they are conservative, it might offend them. There are some norms may be appropriate to them, but to others it’s not. ❖ Ex: Japanese Culture – In most countries’ business rules, it is important to establish eye contact because it shows that you are sincere and focused. However, for Japanese people, if you stare at them, it’s very offensive. Costly ❖ Muslim – prayer room ❖ Transgender employees – bathroom ❖ PWDs – ramps, customized bathroom NOTE: It could also lead to disadvantage if there are too many advantages. That’s why you need a leader to select the BEST OPTION and the BEST IDEA. Why must we embrace diversity? Diversity is about empowering people.  THM5208 - Preliminary Notes Diversity is understanding, valuing, and using the differences in every person. Diversity is what builds teams — a collection of individual experiences, backgrounds, and cultures that can view problems and challenges from a wide-variety of lenses.