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Human Resource

Management
PASCUAL, Denis Jane J.
CONSMAN | DAR1
Ar. Ramon P. Bizares
Hello!

I am Den Pascual.
I am here to discuss human resource management.

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Outline
I. History of Human Resource Management
II. HR Planning and Job Design
III. Attracting and Recruiting Employees
IV. Developing Employees
V. Retaining Good Employees
VI. Organization Structures
VII. Dealing with Surplus Manpower

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Terminologies
Human Resource Management - the strategic approach to the effective
management of organization workers so that they help the business gain
a competitive advantage
Human Resource Planning – the process of analyzing and identifying the
need for and availability of human resources so that the organization can
meet its objectives
Job design - the process of work arrangement (or rearrangement) aimed
at reducing or overcoming job dissatisfaction and employee alienation
arising from repetitive and mechanistic tasks
Job Analysis - formal system developed to determine what tasks people
actually perform in their jobs

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Terminologies
Recruitment - a process that provides the organization with a pool of
qualified job candidates from which to choose
Employee development - a process where the employee with the support
of his/her employer undergoes various training programs to enhance
his/her skills and acquire new knowledge and skills
Dejobbing - the broadening of the responsibilities of the company's jobs
and encouraging employees not to limit themselves to what's on their job
descriptions
Human Resource Information Systems – database systems containing
the records and qualifications of each employee that can be accessed to
facilitate employment planning decisions

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“Human resources coupled
with an emphasis on
technology and
professionalism is the quality
structure of organization…”

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1.
Where it all started
History of Human Resource Management
Industrial
Revolution

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The Early Stages
18th Century Europe

Robert Owen
and
Charles Babbage
These men concluded that people were crucial to the success of
an organization. They expressed the thought that the well-being of employees
led to perfect work; without healthy workers, the organization would not
survive.

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Industrial Welfare

1878
Legislation was passed to regulate the
hours of work for children and women
by having a 60 hour week. During this
1833 time trade unions started to be formed.
male factory inspectors

1868 1913
The first trade union The number of industrial welfare workers
conference was held. This had grown so a conference organized by
was the start of collective Seebohm Rowntree was held.
bargaining Chartered Institute of Personnel and
Development (CIPD)

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World War
Phase

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Mary Wood
- was asked to start
engaging girls during the
1st world war.

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World War I

1914-1945 1921
During this time organizations had National Institute of Industrial
small departments, comprising hardly Psychology (NIIP) by CS Meyers sets
one or two personnel people the human relations movement

1916 1945
It became compulsory to have The world's first institution of higher
a welfare worker in explosive education dedicated to workplace studies—
factories and was the School of Industrial and Labor
encouraged in munitions Relations—formed at Cornell University
factories.

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World War 2
Focus on:
- recruitment and selection
- training
- improving morale and motivation
- discipline
- health and safety
- joint consultation and wage policies

The heated climate during this period reinforced the importance of a


specialist role in industrial relations negotiation. The personnel manager
had the authority to negotiate deals about pay and other collective issues.

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Post World War
Frederick Winslow Taylor
- coined scientific management
(Taylorism)
- three major aspects:
training for workers
maintaining wage uniformity
focus on better productivity

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Post World War
1970s
Employment legislation increased and the
1948 personnel function took the role of the specialist
Formation of American Society advisor ensuring that managers do not violate
for Personnel the law and that cases did not end up in
Administration (ASPA) industrial tribunals

1950s
Many current HR practices
originated with the needs of
companies in the to develop
and retain talent.

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Information
Age

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Information Age

1990s
Increase in number of part-time and 2000
temporary contracts and the invention Growth in the use of internet
of distance working. meant a move to a 24/7 society.

1998
ASPA changed its name to
the Society for Human
Resource Management
(SHRM)

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Information Technology
How IT helped HRM:

■ Systems for e-recruitment


■ On-line short-listing of applicants
■ Developing training strategies on-line
■ Psychometric training
■ Payroll systems
■ Employment data
■ Recruitment administration
■ References
■ Pre-employment checks

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2.
HR Planning and Job Design
How do things flow?
Planning Human Resource
Management

Human Resource Planning


basically promotes strategic planning for
organization which provides a clear
picture of overall mission and vision of the
company.

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HR Planning
Purpose:

■ To maximize the use of human resources and ensure their ongoing


development
■ To secure the production capacity required to support the
organizational objectives
■ To synchronize human resources activities with the organizational
objectives
■ To increase the organizations productivity

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Job Design
It is the process of work arrangement (or rearrangement) aimed at reducing
or overcoming job dissatisfaction and employee alienation arising from
repetitive and mechanistic tasks.

■ a) Deciding the contents of the job


■ b) Deciding methods & processes to carry out the job.
■ c) Making optimize use of job/work-time so that job/work-time should not be
wasted as time is money and time cannot be earned, but can be saved by making
efficient use of it.
■ d) Avoiding manual task if can be handled by machines or automated.
■ e) Synchronization of work, and no conflict with other jobs
■ f) Deciding the relationship which exists in the organization.

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Approaches to Job Design
■ Engineering Approach - efficient
■ Human Approach - interesting
■ Job Characteristics Approach - satisfying

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Techniques of Job Design

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3.
Attracting and Recruiting Employees
Paano akitin si crush?
Recruitment Process
Job Opening
■ Job Analysis - formal system developed to determine what tasks
people actually perform in their jobs.
■ Job Description - list of tasks, duties, and responsibilities of a
job.
■ Job Specifications - discuss the skills and abilities the person
must have to perform the job
□ Knowledge, skills, and abilities
□ Education and experience required
□ Physical requirements of the job

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Recruitment Objectives
■ Number of open positions to be filled
■ Date by which positions should be filled
■ Number of applications desired
■ Type of applicants sought:
□ Level of education
□ Knowledge, skills and abilities
□ Interests and values
□ Diversity
■ Job performance goals for new hires
■ Expected new-hire retention rate

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Recruiters
□ Executive search firm
□ Temporary recruitment or
staffing firm
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Recruitment Strategies
■ Recruiters
□ Executive search firm
□ Temporary recruitment or staffing firm
□ Corporate Recruiter
■ Professional Association
■ Websites
■ Social Media
■ Campus Recruiter
■ Events
■ Special/Specific Interest Groups (SIGs)
■ Referrals

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Recruitment Strategies

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Recruitment Strategies

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Selection Process
■ Five distinct aspects
□ Criteria
development
□ Application and
resume review
□ Interviewing
□ Test
administration
□ Making the offer

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Large salary, high
position great benefits

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4.
Developing Employees
Paano tayo madedevelop?
Employee Development
■ A joint initiative of the employee as well as the employer to upgrade
the existing skills and knowledge of an individual
■ 38% of HR professionals consider training and developing
employees their greatest staffing concern
■ Number #1 factor for employee retention, especially among
Millennials.

Professional Growth Personal Growth


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Why?
■ Training programs boost employee satisfaction and improve
employee retention
■ Developing talent is the best and cheapest way to staff
■ Develop a culture of teaching and learning
■ Learning by collaborating and interacting with peers
■ Create, maintain and enrich the company knowledge base
■ Communication tools for coaching opportunities
■ Detect training needs

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5.
Retaining Employees
Paano tayo magtatagal?
Why do employees leave?
■ 70% of managers think employees leave mainly for pay-related
reasons
■ 88% of employees leave their jobs for reasons other than pay
□ Employees feel the job or workplace is not what they expected.
□ There is a mismatch between the job and person.
□ There is too little coaching and feedback.
□ There are too few growth and advancement opportunities.
□ Employees feel devalued and unrecognized.
□ Employees feel stress from overwork and have a work/life
imbalance.
□ There is a loss of trust and confidence in senior leaders.

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How often do they leave?
■ Facts and Figures
□ Over 50 % of people recruited in to an organization will leave
within 2 years.
□ One in four of new hires will leave within 6 months.
□ Nearly 70% of organizations report that staff turnover has a
negative financial impact due to the cost of recruiting, hiring, and
training a replacement employee and the overtime work of current
employees that’s required until the organization can fill the vacant
position.
□ Nearly 70% of organizations report having difficulties in replacing
staff.
□ Approximately 50% of organizations experience regular problems
with employee retention.

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Retention Method
■ Training
■ Mentoring
■ Instill a positive culture
■ Use communication to build credibility
■ Show appreciation via compensation and benefits
■ Encourage referrals and recruit from within
■ Coaching/feedback
■ Provide growth opportunities
■ Make employees feel valued
■ Employees should be rewarded at a high level to motivate even
higher performance.
■ Listen to employees and ask for their input as to what rewards
might work best at your organization
■ Lower stress from overworking and create work/life balance
■ Foster trust and confidence in senior leaders.

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6.
Organizational Structure
Gusto mo ng family tree?
Organizational Structure
Functional

4 Types of Structure
Divisional
Matrix
Flatarchy
7.
Dealing with Surplus Power
Power!
Labor Surplus
■ A downturn in business is
rarely welcome at any
level, and the company
that responds promptly
and effectively gains a
competitive advantage.
■ Since direct labor is
typically the largest single
cost of sales, trimming a
labor surplus is usually a
high priority when
reallocating resources
during tight economic
times.
Labor Surplus
■ Layoffs

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Labor Surplus
■ Layoffs
■ Outsourcing

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Labor Surplus
■ Layoffs
■ Outsourcing
■ Retraining

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Labor Surplus
■ Layoffs
■ Outsourcing
■ Retraining
■ Hiring Freeze

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Labor Surplus
■ Layoffs
■ Outsourcing
■ Retraining
■ Hiring Freeze
■ Buy Outs and
Retirement

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Labor Surplus
■ Layoffs
■ Outsourcing
■ Retraining
■ Hiring Freeze
■ Buy Outs and
Retirement
■ Pay Cuts

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Labor Surplus
■ Layoffs
■ Outsourcing
■ Retraining
■ Hiring Freeze
■ Buy Outs and
Retirement
■ Pay Cuts
■ Modified Plans

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Labor Surplus
■ Layoffs
■ Outsourcing
■ Retraining
■ Hiring Freeze
■ Buy Outs and
Retirement
■ Pay Cuts
■ Modified Plans
■ Seasonal Hiring
Policies

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References
■ https://www.linkedin.com/pulse/historical-background-human-resource-management-vinaykumar-s
■ https://www.careerbuilderforemployers.co.in/blog/hr-transformation-tracing-history/
■ https://businessays.net/human-resource-planning-and-job-design/
■ https://www.slideshare.net/umerkhalidhabib/human-resource-planning-24053844
■ https://www.slideshare.net/coburgpsych/human-resource-planning-job-analysis-and-job-design
■ http://www.whatishumanresource.com/job-design
■ https://www.bizjournals.com/bizjournals/how-to/human-resources/2016/05/4-strategies-for-attracting-and-retaining-
top.html
■ https://www.shrm.org/hr-today/trends-and-forecasting/special-reports-and-expert-views/Documents/Recruiting-
Attracting-Talent.pdf
■ https://open.lib.umn.edu/humanresourcemanagement/chapter/4-3-recruitment-strategies/
■ https://open.lib.umn.edu/humanresourcemanagement/chapter/4-1-the-recruitment-process/
■ https://open.lib.umn.edu/humanresourcemanagement/chapter/5-1-the-selection-process/
■ https://www.managementstudyguide.com/employee-development.htm
■ https://www.cornerstoneondemand.com/glossary/employee-development
■ https://www.exoplatform.com/blog/2016/06/23/the-importance-of-employee-training-and-development-in-hr-
management
■ https://www.thebalancecareers.com/top-ways-to-retain-your-great-employees-1919038
■ https://hr.blr.com/whitepapers/Staffing-Training/Employee-Turnover/Strategies-for-Retaining-Employees-and-
Minimizing-
■ http://guides.wsj.com/small-business/hiring-and-managing-employees/how-to-retain-employees/
■ https://www.allbusiness.com/4-common-types-organizational-structures-103745-1.html
■ https://www.shrm.org/resourcesandtools/tools-and-
samples/toolkits/pages/understandingorganizationalstructures.aspx
■ https://smallbusiness.chron.com/handle-labor-surplus-33192.html
■ https://yourbusiness.azcentral.com/handle-labor-surplus-13844.html

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Sala kakuhle!
The end.
Thanks!

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