The Constitutional and Legal Framework
Book One - deals with Pre-Employment
 Managing human resources is often times fraught
with legal implications.
 One cannot just ignore the protection of the rights
of labor that are enshrined in our Constitution and
statutes principally the Labor Code
 Ignoring the legal aspects of human resources can
result in legal suits that could cost a lot of money
to your company and to your company's reputation
 It is important for all managers to have some basic
knowledge of pertinent provisions of the
Constitution and labor and social legislations.
 The Constitutional and statutory provisions
protecting labor are derived from the "Police
Power" of the state the right of the state to regulate
labor relations for the general welfare and to
maintain industrial peace.
 lt is also based on social justice - to ensure
protection of the weaker social partner - labor.
The Constitutional Basis
o The State affirms labor as a primary socio-
economic force. It shall protect the right of workers
and promote their welfare. (Article I1, Section 18)
o Along this line, the Constitution protects the right of
employees to form unions, association or societies
for purposes not contrary to law.
o Also pursuant to this Declaration of Principles,
Article XII1, Section 3 expands its labor policy by
providing that:
o The State shall afford full protection to labor, local
and overseas, organized and unorganized, and
promote full employment and equality of
employment opportunities for all.
o It shall guarantee the rights of all workers to self-
organization, collective bargaining and
negotiations, and peaceful concerted activities,
including the right to strike in accordance with law.
They shall be entitled to security of tenure,
humane conditions of work, and a living wage.
They shall also participate in policy and decision-
making processes affecting their rights and
benefits as may be provided by law.
o The State shall promote the principle of shared
responsibility between workers and employers and
the preferential use of voluntary modes in settling
disputes, including conciliation, and shall enforce
their mutual compliance therewith to foster
industrial peace.
o The State shall regulate the relations between
workers and employers, recognizing the right of
labor to its just share in the fruits of production and
the right of enterprises to reasonable returns to
investments, and to expansion and growth.
The Labor Code - 6 Major Parts
1.
2. Book Two - Human Resources Development
Program
3. Book Three - Conditions of Employment
4. Book Four - Health, Safety, and Social Welfare
Benefits
5. Book Five - Labor Relations
6. Book Six - Post-Employment
Functions of Human Resource
Management:
1. Recruitment, selection and placement
2. Training and Development
3. Performance Evaluation and Management
4. Promotions
5. Redundancy
6. Industrial and Employee Relations
7. Record Keeping of all Personal Data
8. Compensation, Retirement, Incentive Programs
9. Confidential advice to internal 'customers' in
9. Relation to problems at work
10. Career development
List of critical skills and attributes for HR
practitioners:
1. Human relations or Interpersonal
2. Multitasking
3. Organization
4. Ability for dual focus
5. Trust and confidence
6. Dedication to continuous improvement
7. Negotiating and problem-solving
8. Team-oriented
9. Honesty and integrity
o Human resource planning is the critical initial step
in getting the right people in the right place at the
right time.
o It links HR management to the strategic plan of the
organization.
o A good human resource plan will allow you to
make management decisions to support the future
direction of the organization.
o It is also important from the budgetary point of
view so that you can factor the costs of
recruitment, training, management, restructuring,
rightsizing, among others, into your departmental
budget.
o Effective HR planning will also save the
organization unnecessary costs.
o The firm cannot afford to be overstaffed nor can I
afford to be understaffed.
o Without accurate human resource planning, the
organization may not be in a position to compete in
the market place.
o It is important to anticipate future staffing needs by
forecasting the supply and demand of the
organization's human resources.
Human Resource Planning
o It is the process by which management ensures
that it has the right personnel who are capable of
completing those tasks that help the organization
reach its objectives.
o It is development of strategies for matching the
size and skills of the workforce to organizational
needs.
The process involves:
1. Carrying out skills analysis of the existing workforce
2. Carrying out manpower forecasting
3. Taking action to ensure that supply meets demand
4. Development of training and retraining strategies
The plan will provide answers to the following
questions:
 How many people will be needed for the
organization to meet its objectives?
 What jobs will these people need to fill?
 What knowledge, skills, and abilities will new hires
be required to have?
 What new skills will be required of the current work
force?
 Can the new workers be transferred or promoted
from within the firm or do they need to be hired
from outside?
 What type of training is required for workers to
acquire the knowledge, skills, and abilities that are
needed?
 What type of training is required for workers to
acquire the knowledge, skills and abilities that are
needed?
 What type of compensation plan is required to
support this talent?
 How will the process alter the career plans of
existing employees or potential candidates?
NOTE:
o According to experts, there is no single approach
in human resource planning.
o It varies from organization to organization,
depending upon their style, positioning in the
market place, market demands, the industry they
are in and the competitive environment.
o But if the plan focuses in addressing the given
questions, it meets the basic objectives of the
planning process.
Human Resource Planning Process
a. Analyzing
b. Forecasting
c. Planning
d. Implementing
Analyzing
o Analyze the environmental factors that impact on
your firm's labor demand.
o In time of economic recession, for example, there
might be a need to downsize your work force.
o In times of inflation, when prices of food and other
consumer products are high, there is the tendency
for the government to have a new wage increase
order.
On the supply side, analyzing the internal
workforce will answer these questions:
o How many staff do we have?
o How are they distributed?
o What is the age profile?
o How many will leave by resignation or retirement in
each of the next five years?
o What are the present skills of the present
workforce?
o What new skills will be required?
Forecasting
o It is not an exact science.
o It can be subject to certain uncertainties and
inaccuracies.
2 Techniques in Forecasting:
1. Statistical Method
2. Judgmental or qualitative approach
o Statistical method is excellent in extrapolating
labor demand based on historical trends.
o Under normal conditions, the method gives more
precise predictions than judgmental.
o The other technique, judgmental or qualitative
approach avails of the opinion of department
managers on their future staffing needs.
o They are supposed to be experts and they should
know how many people they need.
o Caution must be taken with this approach because
some managers are prone to be "empire builders"
o They tend to overstaff their departments under the
mistaken belief that quantity assures productivity.
o In this case, Delphi technique could be applied.
Delphi Technique
o Experts, internal and external, take part in a round
robin-type decision making sessions until they
arrive at a consensus for the human resource
needs.
Internal Supply Considerations
o Turnover rate is a very important factor to be
considered in your internal manpower supply.
2 Kinds of Turnover:
1. Resignation
2. Dismissal
Resignation can be due to:
o Accepting a job elsewhere.
o Poor health
o Putting one's own business, taking up further
studies or raising a family
o Migrating abroad
o Accepting a voluntary retrenchment
o Relocating to another place the exercise of such authority is not merely
Dismissal can be due to: routinary or clerical in nature but requires the use
o Misconduct of independent judgment.
o Forcible resignation due to poor performance or 3. Rank and File Employee
other reasons by paying separation pay.  is one not falling under any of the preceding
o Authorized causes under the law such as definitions of managerial or supervisory employee.
retrenchment due to losses or to avoid losses,
Types of Employees in terms of Tenure
automation, retirement, or sickness that will
 The law protects employees in their security of
incapacitate the employee for more than 6 months
tenure.
as certified to by a competent public physician.
 Regardless of their term of employment,
Note:
employees can only be terminated for cause or
 For purposes of "exit interview", to determine and
authorized causes as provided by the Labor Code
tally real causes of resignations for remedial
except when the employment is for a fixed period
purposes, employees who were dismissed are not
and the term has already ended
subject to exit interview.
There are five (5) types of employment
The External Labor Supply
1. Regular
o Unemployment in the Philippines is high even
 Regardless of the written or oral agreement, "an
under normal economic situation.
employment shall be deemed to be regular where
o There is therefore an abundance of manpower in
the employee has been engaged to perform
the labor market.
activities which are usually necessary or desirable
o However, many are eager to be employed, only a
in the usual business or trade of the employer;
handful are chosen for lack of the necessary skills
2. Project
and competencies required of the job.
 "Where the employment has been fixed for a
Employing Temporary Workers
specific project or undertaking the completion or
 There are several legal constraints in the hiring of
termination of which has been determined at the
temporary workers.
time of engagement of the employee or where the
 Caution must be applied in availing of temporary
work or services to be performed is seasonal in
workers as this is always subject to abuse by
nature and the employment is for the duration of
some employers.
the season.
 Perhaps an ideal ratio should be considered that
3. Casual
temporary workers must not exceed that of regular
 "An employment shall be deemed casual if it is not
employees.
covered by the preceding paragraph: Provided
Classification of Temporary Workers:
that, any employee who has rendered at least one
 Casuals
year service, whether such service is continuous
 Project employees
or broken, shall be considered a regular employee
 Employees for a fixed period or term
and his employment shall continue while such
 Seasonal employees
activity exists."
Kinds of Employees
4. Probationary
1. Employer - includes any person acting in the
 As defined in Art.281 which provides "Probationary
interest of the employer directly or indirectly.
employment shall not exceed six (6) months from
2. Employee - includes any person in the employ of an
the date the employee started working, unless it is
employer.
covered by an apprenticeship agreement
 The two definitions seem to give some confusion
stipulating a longer period"
because a person can be an employee but at the
 His services may be terminated for a just cause or
same time can be an employer if he acts "in the
when he fails to qualify as a regular employee in
interest of the employer directly or indirectly"
accordance with reasonable standards made
Specific Classifications of Employees
known by the employer to the employee at the
1. Managerial Employee
time of his engagement.
 is one who is vested with powers or prerogatives
 An employee who is allowed to work after a
to lay down and execute management policies
probationary period shall be considered a regular
and/or hire, transfer, suspend, layoff, recal1,
employee.
discharge, assign, or discipline employees.
5. Fixed Contract Employee as Settled in
2. Supervisory Employee
Jurisprudence
 is one who, in the interest of the employer,
effectively recommends such managerial actions if
 An employment with a fixed term, where there's a
day certain agreed upon by the parties for the
commencement and termination of their
employment relationship, a day certain being
understood to be that which must necessarily
come, although it may not be known when"
Health, Safety and Social Welfare Provisions
 It is the responsibility of the Employer to provide
safe and healthy working conditions in the
workplace.
 Articles 156 to 161 of the Labor Code require
employers to provide medical and dental services.
Here are some important requirements
1. To keep the employer's establishment such first-aid
medicines and equipment as the nature and conditions
of work may require, in accordance with such
regulations at the DOLE shall provide. Employer shall
take steps in training of sufficient number of
employees in first-aid treatment.
2. To have services of a full-time registered nurse
when number of employees exceeds 50 but not more
than 200. When employer does not maintain
hazardous workplaces, he can get the services of a
graduate of first-aid where no registered nurse is
available.
3. When the number of employees exceeds 200 but
not more than 300, the employer shall get the services
of a full-time registered nurse, a part-time physician
and dentist and an emergency clinic.
4. When the number of employees exceeds 300, the
employer shall obtain the services of a full-time
physician and dentist and a full-time registered nurse
as well as a dental clinic and an infirmary or
emergency hospital with one bed capacity for every
100 employees.
Note:
 The requirement for an emergency hospital or
dental clinic shall not be required where there is a
hospital or dental clinic which is accessible from
the employers' establishment provided the
employer makes arrangement for the reservation
therein of necessary beds and dental facilities for
the use of the employees.
5. The physicians, nurses, and dentists employed shall
have the necessary training in industrial medicine and
occupational safety and health.
6. It shall be the duty of the employer to provide all
necessary assistance to ensure the adequate and
immediate medical and dental attendance and
treatment to an injured or sick employee in case of
emergency.
Employee Compensation and State Insurance
Fund
 The State shall promote and develop a tax-
exempt employee compensation program whereby
employees and their dependents, in the event of
work-connected disability or death, may promptly
secure adequate income benefit, medical or
related benefits.
 A State Insurance Fund is created out of monthly
contributions by the employer for the employee.
 The agency in charge of the administration of this
fund is the Employees Compensation Commission
which is composed of five ex-oficio members,
namely:
1. Secretary of Labor and Employment
2. GSIS General Manager
3. SSS Administrator
4. Chairman of the Philippine Medical Care
Commission
5. Executive Director of the ECC secretariat
AND TWO appointee members, one of whom shall be
appointed by the President of the Philippines for a
represent the employees and the other, the employers
to term of 6 years.
 In case the employee's injury or death was due to
failure of the employer to comply with any law, or
to install and maintain safety devices, or take other
precautions for the prevention of injury, said
employer shall pay to the State Insurance Fund a
penalty of 25% of the lump sum equivalent of the
income benefit payable by the system to the
employee.
Labor Relations
 Labor-management relations is central to the
provisions of the Labor Code.
 The aspect or quality that holds together the social
partners, labor and capital in the attainment of their
mutual goal - just and equitable (reasonable) pay
and treatment and fair return on investments.
 lt is the interaction between a company's upper
management and the rest of its employees.
 lt refers to the relationship between employers and
employees in industry, and the political decisions
and laws that affect it.
Sources of Conflicts in Labor Relations:
1. Manner by which hierarchical demands are made or
executed;
2. Clash between Management Prerogatives and
Labor Rights;
3. Just share in the fruits of production;
4. Fair return in investments, expansion and growth.
The Law on Terminations
 The security of tenure of employees is guaranteed
by the Constitution and by law.
 Employers should not be trigger happy in
dismissing employees.
 What is at stake is not only the employee's
livelihood but the ability to support his family in
 terms of food, clothing, shelter, education, and
health.
 The state always regards workers with
compassion as unemployment can bring untold
hardships and sorrow upon the worker and his
dependents.
 An employee unjustly dismissed from work shall
be entitled to re instatement without loss of
seniority rights and other privileges and his full
back wages inclusive of allowances, or other
benefits or their monetary equivalent computed
from the time his compensation was withheld up to
time of reinstatement.
 The law allows terminations due to Just Causes or
Authorized Causes.
Just Causes
 Art.282 of the Labor Code enumerates the
following just causes of termination:
1. Serious misconduct or willful disobedience by the
employee of the lawful orders of his employer or
representative in connection with his work;
2. Gross and habitual neglect by the employee of his
duties;
3. Fraud or willful breach by the employee of the trust
reposed on him by his employer or duly authorized
representative;
4. Commission of a crime or offense by the employee
against the person of his employer or any immediate
member of his family or his duly authorized
representative; and
5. Other causes analogous to the foregoing.
 Can an employer preventively suspend an erring
employee with pending investigation? Yes, if there
is imminent danger to life of the employer or his
duty authorized representative or his property.
Authorized Causes
 Art. 283 of the Labor Code, employers can
terminate employees due to authorized causes
under the following conditions:
1. Installation of labor saving devices or redundancy
provided the terminated employee is given one (1)
month pay for every year of service.
2. Retrenchment to prevent losses or closing or
cessation of operation of the establishment or
undertaking unless the closing is for the purpose of
circumventing the law, provided, that the employee to
be retrenched is given one-half (1/2) month pay per
year of service.
 A fraction of at least six months service is
considered as one whole year for purposes of
computing the separation pay.
Other Authorized Causes
 Art. 284 of the Labor Code allows disease as a
ground for termination under the following
Conditions:
1. When one suffers a disease wherein his continued
employment is prohibited by law or prejudicial to his
health or to the health of his co-employees provided
there is certification by a competent public health
authority that the disease is of such nature or stage
that it can not be cured within a period of six months
even with proper medical treatment.
 The terminated employee is entitled to one half
(1/2) month pay per year of service. A fraction of at
least six (6) months shall be considered as one (1)
whole year.
2. The Retirement Pay Law (R.A. 7641), amending
Art. 287 of the Labor Code, authorizes an employer
to terminate services of employees upon reaching the
age of 60 but not beyond 65 years of age provided he
receives retirement pay - if the company has no
retirement plan of its own - equivalent to 22 days pay
per year of service.
 If the company has its own retirement plan and its
benefits are below that required by law, it has to
pay for the difference. The 22 days is total of 15
days retirement pay plus 1/12 of 13th month pay
and cash equivalent of 5 days incentive leave pay
per year of service
Summary of the Salient Points of the Labor Code
 Primacy of free collective bargaining and
 Free trade unionism for promotion of negotiations
social justice
 Free and voluntary organization of strong and
united labor movement
 Adequate machinery for expeditious settlement of
disputes
 Workers' participation in decision and policy-
making processes affecting their rights, duties and
welfare
 Dynamic and just industrial peace
 Encourage free trade unionism and free collective
bargaining
 Right to engage in concerted activities including
the right to strike
 Security of tenure- cannot be terminated except for
just or authorized causes
 All doubts in implementation and interpretation of
the Labor Code provisions including the
implementing rules shall be resolved in favour of
labor.
Work Flow in Organizations
 Informed decisions about jobs take place in the
context of the organization's overall work flow.
 Through the process of work flow design,
managers analyze the tasks needed to produce a
product or service.
 With this information, they assign these tasks to
specific jobs and positions.
Work Flow Design
The process of analyzing the tasks necessary for the
production of a product or service
Job
A set of related duties.
Position
The set of duties (job) performed by a particular
person.
Work Flow Analysis
 Before designing its work flow, the organization's
planners need to analyze what work needs to be
done.
 For each type of work, such as producing a
product line or providing a support service
(accounting, legal support, and so on), the analysis
identifies the output of the process, the activities
involved, and the three categories of inputs
(materials and information, equipment, and human
resources).
 Workflow Analysis is the process of breaking down
the performance of a workflow and examines
trends for improvement.
 By looking at a workflow at a granular task level,
business users can tweak processes for optimal
efficiency and workplace productivity.
 Workflow analysis often reveals redundant tasks,
bottlenecks, and opportunities for more
automation.
 Outputs are the products of any work unit, say,
department or team.
 Outputs may be tangible, as in the case of a
restaurant meal or finished part.
 They may be intangible, such as building security
or an answered question about employee benefits.
 In identifying the outputs of particular work units,
work flow analysis considers both quantity and
quality.
Thinking in terms of these outputs gives
HRM professionals a clearer view of how
to increase each work unit's effectiveness.
Developing a work flow analysis
Raw inputs
Equipment –activity – output
Human Resources
Job Analysis
 The process of getting detailed information about
jobs.
 Analyzing jobs and understanding what is required
to carry out a job provide essential knowledge for
staffing, training, performance appraisal, and many
other HR activities.
Job Descriptions
 A list of the tasks, duties, and
responsibilities(TDRs) that a particular job entails.
 An essential part of job analysis is the creation of
job descriptions.
 TDRS are observable actions.
 For example, a news photographer's job requires
the jobholder to use a camera to take
photographs.
 Whenever the organization creates a new job. It
needs a new job. Description.
 Preparation of a job description begins with
gathering information about the job from people
already performing the task, the position’s
supervisor, or the managers creating the position.
 Based on that information, the writer of the job
description identities the essential duties of the job,
including mental and physical tasks and any
methods and resources required.
Job Specification
 A list of the knowledge, skills, abilities, and other
characteristics (KSAOs) that an individual must
have to perform a particular job.
 Where as the job description focuses on the
activities involved in carrying out a job, a job
specification looks at the qualities or requirements
the person performing the job must possess.
 Knowledge refers to factual or procedural
information that is necessary for successfully
performing a task.
 For example, this course is providing you with
knowledge in how to manage human resources.
 A skill is an individual's level of proficiency at
performing a particular task-that is, the capability
to perform it well.
 With knowledge and experience, you could acquire
skill in the task of preparing job specifications.
 Ability, in contrast to skill, refers to a more general
enduring capability that an individual possesses.
 A person might have the ability to cooperate with
others or to write clearly and precisely.
 Finally, other characteristics might be personality
traits such as someone’s persistence or motivation
to achieve.
 Some jobs also have legal requirements, such as
licensing or certification.
 In contrast to tasks, duties, and responsibilities,
KSAOs are characteristics of people and are not
directly observable.
 They are observable only when individuals are
carrying out the task, duties and responsibilities
(TDRs) of the job-and afterward, if they can show
the product of their labor.
 Thus, if someone applied for a job as a news
photographer, you could not simply look at the
individual to determine whether he or she can spot
and take effective photographs.
 However, you could draw conclusions later about
the person's skills by looking at examples of his or
her photographs.
 Similarly, many employers specify educational
 Meeting these requirements is treated as an
indication that a person has some desired level of
knowledge and skills.
Sources of Job Information
 Information for analyzing an existing job often
comes from incumbents, that is, people who
currently hold that position in the organization.
 They are a logical source of information because
they are most acquainted with the details of the
job.
 Incumbents should be able to provide very
accurate information.
 A drawback of relying solely on incumbents'
information is that they may have an incentive to
exaggerate what they do in order to appear more
valuable to the organization.
 Information from incumbents should therefore be
supplemented with information from observers,
such as supervisors, who look for a match
between what incumbents are doing and what they
are supposed to do.
 Research suggests that supervisors may provide
the most accurate estimates of the importance of
job duties, while incumbents may be more
accurate in reporting information about the actual
time spent performing job tasks and safety-related
risk factors.
 For analyzing skill levels, the best source may be
external job analysts who have more experience
rating a wide range of jobs.
Position Analysis Questionnaire (PAQ)
A standardized job analysis questionnaire containing
194 questions about work behaviors, work conditions,
and job characteristics that apply to a wide variety of
jobs.
The questionnaire organizes these items
into six sections concerning different aspects of
the job:
1. Information input-Where and how a worker gets
information needed to perform the job.
2. Mental processes-The reasoning, decision -
making, planning, and information processing activities
involved in performing the job.
3. Work output-The physical activities, tools, and
devices used by the worker to perform the job.
4. Relationships with other people - The relationship
witg other people required in performing the job.
5. Job context-The physical and social contexts
where the work is performed.
6. Other characteristics-The activities, conditions,
and characteristics other than those previously
described that are relevant to the job.
 The person analyzing a job determines whether
each item on the questionnaire applies to the job
being analyzed.
 The analyst rates each item on six Scales: extent
of use, amount of time, importance to the job,
possibility of occurrence, applicability, and special
code (special rating scales used with a particular
item)
 The PAQ headquarters uses a computer to score
the questionnaire and generate a report that
describes the scores on the job dimensions.
 Using the PAQ provides an organization with
information that helps in comparing jobs, even
when they are dissimilar.
 The PAQ also has the advantage that it considers
the whole work process, from inputs through
outputs.
 However, the person who fills out the
questionnaire must have college-level reading
skills, and the PAQ is meant to be completed only
by job analysts trained in this method.
 In fact, the ratings of job incumbents tend to be
less reliable than ratings by supervisors and
trained analysts.
 Also, the descriptions in the PAQ reports are
rather abstract, so the reports may not be useful
for writing jobs redesigning jobs.
Fleishman Job Analysis System
 Job analysis technique that asks subject-matter
experts to evaluate a job in terms of the abilities
required to perform the job.
 The survey is based on 52 categories of abilities,
ranging from written comprehension to deductive
reasoning, manual dexterity, stamina, and
originality.
 The person completing the survey indicates which
point on the scale represents the level of the ability
required for performing the job being analyzed.
 For example, consider the ability written
comprehension." Written comprehension includes
understanding written English words, sentences,
and paragraphs.
 It is different from oral comprehension (listen and
understand spoken English words and sentences)
and oral expression (speak English words and
sentences so others can understand).
 The phrase for the highest point on the seven-
point scale is "requires understanding of complex
or detailed information in writing containing
unusual words and phrases and involves fine
distinctions in meaning among words."
 The phrase for the lowest point on the scale is
"requires written understanding of short, simple
written information containing common words and
phrases.
 When the survey has been completed in all 52
categories, the results provide a picture of the
ability requirements of a job.
 Such information is especially useful for employee
selection, training, and career development.
Analyzing Teamwork
 Work design increasingly relies on teams to
accomplish an organization's objectives, so HR
managers often must identify the best ways to
handle jobs that are highly interdependent.
 Just as there are standardized instruments for
assessing the nature of a job, there are standard
ways to measure the nature of teams.
Three dimensions are most critical:
1 Skill differentiation-The degree to which team
members have specialized knowledge or functional
capacities.
2 Authority differentiation-The allocation of decision-
making authority among individuals, subgroups, and
the team as a whole.
3. Temporal (time) stability-The length of time over
which team members must work together.
Importance of Job Analysis
Work redesign-Often an organization seeks to
redesign work to make it more efficient or to improve
quality.
The redesign requires detailed information about the
existing job(s).
In addition, preparing the redesign is similar to 3-Exceeds Expectations: Performs complex and
analyzing a job that does not yet exist. multiple tasks; can coach, teach, or lead others.
Human resource planning-As planners analyze PROJECT MANAGER COMPETENCIES
human resource needs and how to meet those needs, Financial & Quantitative Skills
they must have accurate information about the levels Ability to analyze financial information accurately and
of skill required in various jobs, so that they can tell set financial goals that have positive impact on
what kinds of human resources will be needed. company's bottom line and fiscal objectives.
Selection-To identify the most qualified applicants for Competency
various positions, decision makers need to know what An area of personal capability that enables employees
tasks the individuals must perform, as well as the to perform their work successfully.
necessary knowledge, skills, and abilities. A competency model identifies and describes all the
Training-Almost every employee hired by an competencies required for success in a particular
organization will require training. Any training program occupation or set of jobs.
requires knowledge of the tasks performed in a job so Organizations may create competency models for
that the training is related to the necessary knowledge occupational groups, levels of the organization, or
and skills. even the entire organization.
Performance appraisal-An accurate performance
appraisal requires information about how well each
employee is performing in order to reward employees
who perform well and to improve their performance if it
is below standard. Job analysis helps in identifying the
behaviors and the results associated with efective
performance.
Career planning-Matching an individual's
skills and aspirations with career opportunities requires
that those in charge of career planning know the skill
requirements of the various jobs.
This allows them to guide individuals into jobs in which
they will succeed and be satisfied.
Job evaluation-The process of job evaluation involves
assessing the relative dollar value of each job to the
organization in order to set up fair pay structures. If
employees do not believe pay structures are fair, they
will become dissatisfied and may quit, or they will not
see much benefit in striving for promotions. To put
dollar values on jobs, it is necessary to get information
about different jobs and compare them.
COMPETENCY MODELS
Example of Competencies and a Competency Model
Project Manager Competencies
Organizational & Planning Skills
Ability to establish priorities on projects and schedule
activities to achieve results.
PROFICIENCY RATINGS
1-Below Expectations: Unable to
perform basic tasks.
2-Meets Expectations: Understands basic principles
and performs routine tasks with reliable results; works
with minimal supervision or assistance.
3-Exceeds Expectations: Performs complex and
multiple tasks; can coach, teach, or lead others.
PROJECT MANAGER COMPETENCIES
Communications
Ability to build credibility and trust through open and
direct communications with
internal and external customer
PROFICIENCY RATINGS
1-Below Expectations: Unable to
perform basic tasks.
2-Meets Expectations: Understands
basic principles and performs routine tasks with
reliable results; works with minimal supervision or
assistance