LESSON 1: HUMAN RESOURCE USE OF JOB ANALYSIS

MANAGEMENT
Job Analysis -> Job Description -> Job
HRM is a process of acquisition, development, Specification.
maintenance, and utilization of human resources
1) HR Planning
of business in compliance with labor and laws of
2) Recruiting
the land. 3) Selection
4) Compensation
HRM entails developing personnel policies and 5) Training and Development
processes that support organizational goals and 6) Performance Appraisal
strategic plans. 7) Health and Safety
8) Union Relations
Fostering a culture that reflects fundamental values
and empowers people to be as productive as possible METHODS OF JOB ANALYSIS
is central to his purpose.
1) Interview can be done with employees doing the
MAJOR PURPOSES OF HRM same job.
2) Observation Useful in jobs with observable
1) Acquisition physical activity
Job analysis -> Recruitment -> Selection -> Placement 3) Questionnaires Least costly, quantitative, can be
-> Objective -> To get the right person for the right job. easily updated. What can be asked? Experience,
2) Development qualification and attitudes
Training and development performance -> objective: to 4) Employee recording/daily diary/time log Duties
get the most from the employee. and frequencies of duties.
3) Maintenance
Wage and Salary, Benefits and services -> Objective: WRITING JOB DESCRIPTION
to retain the best workplace -> increase productivity. To establish a level of difficulty of a specific position for
4) Utilization the purpose.
Human resource planning and career development ->
Objective: to instill loyalty among the employees 1) Date written
2) Job Status
JOB ANALYSIS 3) Job Identification job title, department, division,
- analyzing thee totality of job plant and code number for the job
- Process that determines the “essence” od a 4) Job Summary a brief one or two sentences
connection of tasks falling within the scope of a 5) Working relationship responsibilities and duties
particular job title performed.
- Family of formal methods for describing jobs and 6) Authority of Incumbent defines the limit of the
human attributes necessary for the job. job holders authority including decision making.
7) Competency requirements education and
Job Description experience including special skill required to
1) title, position, location perform a given job.
2) Duties, reporting 8) Working conditions list the general working
3) Machines, workplace environment conditions.

Job Specification WRITING JOB SPECIFICATION

1) Education, work experience, skills
2) Responsibilities, trainings
1) Knowledge
3) Personal & emotional characteristics
2) Skills
3) Ability
Specific information
4) Personal Characteristics
1) Job title, Location, Organizational relationships
5) Credentials
(supervisor)
6) Technical requirements

Job Summary – Brief explanation of job content. An

overview.

LESSON 2: RECRUITMENT OF EMPLOYEES

 LESSON 3: RESUME

What is Recruitment A résumé is a document that highlights your

Attracting qualified people ⁃ Represents one of the qualifications, including your profile, goals, skills,
major responsibilities of the HR manager educational background, and professional experience.

Is the process of developing pool of qualified It serves as a screening tool for employers to evaluate
applicants who are interested in working for the potential candidates.
organization and from which the organization might
reasonably select the best individual or individuals to A well-crafted résumé is essential for job applications
hire for employment and plays a critical role in securing employment
opportunities.
The process of attracting and selecting qualified
candidates for a job. •A key responsibility of the I Resume VS Curriculum Vitae
Human Resources (HR) manager.
FEATURE RESUME CV
Length 1-2 pages 10-20 pages
Involves creating a pool of potential employees
Purpose Job applications Academic,
interested in working for the organization. (private sector, research, or
corporate jobs) international job
Helps the organization choose the best person for the applications
job. Content Work experience, Detailed career
skills, history,
Using Employment Sites to Post Your Job achievements education,
Openings research,
publications,
projects
Job postings on a Web Site are very different from Focus Relevant Entire career and
typical newspaper ads where you are paying per word experience for a academic
posted in the spread. specific job background
Customization Tailored for each More static,
You are not restricted by the number of words you can job application updated over
use in your description, and most employment sites time
have search engines for applicants to use in finding job Common Use Business, tech, Academia,
finance, research,
postings.
marketing, etc. medicine, teaching,
government jobs
TIPS TO AVOID ILLEGAL RECRUITMENT
Do not..
1) apply at recruitment agencies not licensed by
DIFFERENT PARTS OF YOUR RESUME
POEA
2) deal with agencies without job orders
Personal Information– these should be on top for
3) deal with unauthorized person/s
companies to remember your personal details. If
4) transact business outside the registered address
possible, use a font size larger than what is used on
5) pay more than the allowed placement fee
the rest of your resume.
(equivalent to one month salary exclusive of
documentation and processing
Objective – this crucial because it informs the
6) pay placement fee unless there is a valid contract
employer if there is a match between the job vacancy
and what you can offer. If you can offer what the
Recruitment Process
employer is looking for, he/she will read on.

1) Formulate a recruiting strategies

Education – list your educational experience in
2) Search for job applicants
reverse
3) Screen applicants
chronological order. Include a high GPA and any
4) Maintain applicant pool
honors and awards received. List the key courses
relevant to the job you are seeking.

Skills – Highlights technical and soft skills that are

relevant to the job.
Work Experience – list in reverse chronological order. Tailor your resume to each job application by
Play up your work if it is career-related or requires modifying keywords and experiences.
skills you want to emphasize. Whenever possible, use
job descriptions that are results-oriented. Use consistent formatting, including headings and
bullet points.
Skills – Highlights technical and soft skills that are
relevant to the job. 5.Don’ts

Achievements – Showcases any awards, Avoid fancy fonts, colors, or excessive graphics
scholarships, or recognitions. (unless in creative fields).

References – A list of people who can vouch for your Do not include irrelevant personal information (religion,
skills and experience (usually professors or previous nationality).
employers).
Avoid using first-person pronouns ("I," "me," "my")—
TECHNICALITIES IN WRITING YOUR RESUME write in a professional tone.

1. Formatting & Structure TYPES OF RESUME

Font Style & Size – Use professional fonts like Arial, 1) Chronological resume work experience,
Calibri, or Times New Roman. highlight your work experience, The latest is on
Font size should be 10-12pt for body text and 14-16pt the top.
for headers. 2) Functional Resume Highlights the duties and
Margins – Keep margins between 0.5 to 1 inch on all duction or responsibilities. Past work.
sides. 3) Hybrid combination of both chronological and
Bullet Points – Use concise bullet points (not functional resume format.
paragraphs) to list responsibilities and achievements.

Spacing & Alignment – Keep consistent spacing, and LESSON 4: SELECTION OF EMPLOYEES
align text properly (left-aligned for readability).

2. Content & Wording Selection Concerned with identifying the best

candidates form the pool of qualifies applicants
Conciseness – Keep the resume one page long (for
developed during the recruiting process.
entry-level applicants) or two pages max for
experienced professionals.
STEPS IN SELECTION OF EMPLOYEES
Action Verbs – Use strong action verbs like
"managed," "developed," "designed," and "analyzed" 1) Define job before hiring job analysis (job
to describe work experience. description and Job Specification)

Quantification – Where possible, include numbers to 2) Review application form & Credentials
demonstrate impact ("Increased sales by 20%," Carefully
"Managed a team of 5") to add credibility.
- provide basic employment info
- screen out qualified applicants
Keywords – Use industry-specific keywords to pass
through Applicant Tracking Systems (ATS) and align - evidence of career plateau
with job descriptions. - failure to follow directions
- failure to include cover letter.
3. Essential Sections
Contact info, Objective/summary, education, 3) Employment Interview
experience, skills, certification and references - F2F meeting with the applicants
- A chance to get to know the applicants better
4. Do’s - Types of interview: Group interview, Panel
Keep it clear, professional, and error-free (no typos or
interview, interview over internet, phone interview
grammatical mistakes).
4) Employment Testing an effective tool for Training a learning process that involves:
screening applicants. - acquisition of knowledge
- sharpening of skills
Types of test: Cognitive test, physical ability, sample - concepts
job task, medical and physical test, personality test, - rules
English proficiency test. - changing of attitudes and behaviors to enhance
performance.
5) Background investigation/Reference checking
- verifying the information provided by the applicant OBJECTIVES OF TRAINING AND DEVELOPMENT
- personal reference
- school records 1) lmprove the quality and quantity of productivity:
- previous employement 2) Effectiveness in the present job
3) Create more favorable attitudes, loyalty and
6) Final interview last stage on the series of cooperation
interview 4) For personal development and advancement.
Ask deeper questions. 5) Help organization respond to dynamic market
conditions and changing consumer demand
7) Selection Decision Time for managers to 6) Satisfy human resource planning requirements
carefully layout, check, evaluate the applicant to
be considered for the position. STEP 1. NEEDS ASSESSMENT

8) Physical Examination Determines if there are 1) is training necessary?

medical limitations that needs to be considered in 2) Determining which employees need training and
placing the applicant. what the content should be
3) Should focus on three levels: "
Organization
COMMON INTERVIEW QUESTION Job
Person
1) Tell me about yourself 4) Training resources are often wasted if needs
2) What are your strength assessment is not done
3) What is your biggest weakness (remember that
Organizational Level
your weakness still reflects a positive attributes)
This level examines the company's overall goals,
4) Why do you want to work here
strategies, and challenges to determine if training
5) Why should we hire you
aligns with the organization's objectives.
6) Can you describe a challenging situation at work
and how do you handle it. It identifies whether performance gaps exist across
7) Where do you see yourself in five years departments and if training can help improve efficiency
8) How do you handle pressure or stressful situaiton and productivity.
9) Do you have any questions for us?
10) Ho much is your expected salary (do research) Job Level
Focuses on the specific tasks responsibilities, and
skills required for a particular job role.
LESSON 5: TRAINING AND DEVELOPMENT
OF EMPLOYEES It assesses whether employees have the necessary
knowledge and abilities to perform their job effectively
Orientation as procedure for providing new and identifies areas where training is needed
employees with basic background information about
the firm, its culture and the job. Person Level
Analyzes individual employees performance to
1) Organizational/overview Overview of the determine who needs training and what specific skills
company, policies, compensation, benefits, or knowledge gaps must be addressed.
dafety.etc.
2) Departmental & Job specific orientation It ensures that training is tailored to employees' unique
Department functions & responsibilities of the needs rather than applying a one-size-fits-all
newly-hired. approach.
FIVE METHODS TO GATHER NEEDS
ASSESSMENT INFORMATION
TRAINING DESIGN
1) Interviews can be used to take note of the is concerned with specifying instructional objectives
problem of the employee in relation to the/job, sequencing training materials, incorporating learning
additional skills or knowledge the employee needs princíples, and identifying effective training methods.
to better perform the job and what training the • The design of the training program can be
employee believes is needed. undertaken only when a clear training objective has
2) Survey Questionnaire Involves developing a list been produced. • The training design clarifies what
of skills required to perform particular .jobs goal has to be achieved by the end of the training
effectively and asking employees to check skills in program, i.e.. What the trainees are expected to do at
No which they believe they need training on the end of their training
3) Observation
4) Focus Group Discussion employees from STEP 3. VALIDATION
various departments who conduct focus group - done to ensure training effectiveness
sessions to determine skills and knowledge - Present the design to a representative audience
needed by employees for the organization to stay - Make sure that objectives are clearly defined.
competitive and identify problems of the
organization that can be solved by training STEP 4. IMPLEMENTAION
5) Documentation examination this involves Consider the following:
records like absenteeism turnover, accident rates - The trainee
and ion performance appraisal information to - Physical set-up
determine if problem exists and whether any - Establish rapport with participants
problems identified can be addresses through - Reviewing the agenda
training
STEP 5. TRAINING EVALUATION
Purposes:
STEP 2. TRAINING OBJECTIVES & DESIGN - feedback
- After determining training needs, objectives must be - research
established to meet those needs.
- Setting objectives is one of the most important steps Process of training evaluations
⁃ Helps in evaluating training - Before training (assess the learner’s skills and
- Importance of training objectives knowledge)
Lead the design training - During the training (short test and regular intervals)
Tells the trainee what is expected of him/her at the - After the training (transfer of learning, desired effect
end of the training program at individuals department)
Easier for the Trainor to measure the trainees
progress based on the objectives
Reaction of the Learner
- The learner's immediate reactions to the training can
Outcome of the Training/Learning Objectives be determine if they are already bored while the
training is on going.
Instructional Objectives what principles, facts and - Reaction level should include measuring of trainees
concepts should be learned in the training program reactions to program content, format, instructional
taking into consideration the positions of the techniques, abilities and style of trainer, extent to
participants? which the training obejectives were met and the like.

Organizational objectives what impact will the

Leaning Level
training have on organizational and departmental
- How well the trainees understood and absorbed the
outcomes such as absenteeism, turnover, reduced
principles, fact and skills taught.
costs, improved productivity, accident rate and the
- To obtain an accurate picture of what was learned,
like?
trainees should be tested before and after the program
or through feedback devices using pretests to measure
what learners have actually learned.
Behavior of the learner KEY COMPONENTS OF PERFORMANCE
CRITERIA
- Supervisor's reaction to learner's performance
following completion of the training should also be
Clarity: The criteria should be clearly defined so that
documented to measure the degree to which learners
there's no ambiguity about what is expected.For
apply newly acquired skills and knowledge to their
example, rather than just saying "improve _sales," a
jobs. - To evaluate behavioral change, a systematic
clearer criterion might be "increase sales by 10% over
appraisal should be made including statistical analysis
the next quarter.
of on-the-job performance on a before-and-after basis
and to relate changes to the training program.
Measurability: Performance criteria must be
- This should be made at least 6 months after the
measurable, meaning they should be quantifiable
training so that the trainees will have an opportunity to
through data or observations.For instance, a
put what they learned into practice.
measurable criterion could be "resolve customer
queries within 10 minutes," which can be tracked with
TRAINING OPTIONS call center data.

Outsourcing tie-ups with training or educational Relevance: The criteria should directly relate to the
institutes role and the responsibilities of the employee or
internal training setting up an internal training division team.For example, for a customer service
Product-related training the dealer who delivers the representative, a relevant performance criterion might
apparatus offers initial training be "maintain an average customer satisfaction score of
Independent professionals professionals need to 85% or higher.
keep themselves updated. Individual responsibility.
Achievability: The criteria should be realistic and
OBJECTIVES OF PERFORMANCE attainable within the given resources and time
APPRAISAL frame.Setting performance criteria that are too high or
unrealistic can demotivate employees • Time-bound:
1) Provides information for promotion, transfer, Performance criteria should be associated with a
demotion, layoff, discharge and salary decisions. specific time frame for evaluation.For example, "meet
2) To identify employees strengths and weaknesses, monthly sales target" or "complete project within the
3) To identify the training needs of employees next two weeks.'
4) Helps in firm's career planning process
5) For easy monitoring and supervision. METHODS OF PERFOMANCE APPRAISAL
6) Helps to evaluate the relative individual or team
contributions in achieving the organization's goals. Multiple Person Evaluation Methods - are those
7) Provides information to evaluate effectiveness of methods when the performance of one employee is
selection and placement decisions. directly and intentionally compared with the
performance of other employee. Individual
PERFORMANCE CRITERIA
Performance criteria refer "to the specific, measurable Evaluation Methods - are those techniques when the
standards or benchmarks used to evaluate an standards of performance are defined individually,
individual's or organization's performance in a without references to other person(s). Usually
particular task, job, or function. conducted by a single person.

- These criteria are designed to assess how well an MULTIPLE PERSON EVALUATION METHODS
employee, team, or department is meeting their
objectives, and they help ensure that performance 1) Ranking Method - ranking employees from the
aligns with organizational goals. most efficient to the least capable on each trait or
- Performance criteria are often used in performance quality to be used in judging the employees
reviews, assessments, and goal- setting processes. performance.
2) Paired Comparison - to consider only two
individuals at one time and to decide which of the
two is better.
3) Forced Distribution " the rater is asked to rate
employees in some fixed distribution of categories
 such as superior, above average, average, below
average and poor.

4) INDIVIDUAL EVALUATION METHODS

1) Managerial Review. The direct manager evaluates

the employee based on preset criteria such as goals,
behavior, and results.
2) Self-Assessment. Employces cvaluate thcir own
performance, often used alongside other methods for
reflection and development
3) Checklist or Rating Scale. Evaluator uses a list of
behaviors or traits and rates them (e.g., from "Poor " to
"Excellent").
4) Behaviorally Anchored Rating Scale (BARS).
Uses specific examples of behaviors tied to rating
levels for more objective evaluation
5) Critical Incident Technique. involves recording
real- life examples of behavior - both positive and
negative - that significantly impact job performance.
These incidents are then used as a basis for
discussion during performance reviews.

PERFORMANCE APPRAISAL PROBLEMS

1) Unclear standards - happens when the traits and

degrees of merit are open to interpretation.
Therefore, it needs descriptive phrases that define
each trait.
2) Halo effect - means rating of a subordinate on one
trait biases the way supervisor rate that person on
other traits.
3) Central tendency - occurs when a rater avoids
using high or low ratings and assigns average
ratings, thus, failing to discriminate between
employees
4) Leniency / Harshness / Strictness error - raters
tend to give mostly favorable ratings to each
employee while others tend to evaluate the same
performance levels more unfavorable.
5) Bias - Individual differences among ratees in
terms of characteristics like age, race, sex,
religious and political affiliations.
6) Recency effect - recent events tend to have an
unusually strong influence on performance
evaluation.