HRM: PEOPLE MANAGER

COURSERA
MILESTONE WEEK 4

4.1 Compensation Environment

Earlier in this capstone course, you identified a work unit as the focus of your project. To think about
a compensation strategy, you need to consider various features of this work unit. So start by
including your description of the work unit, but add three things:

1. the industry
2. the geographic location (e.g. country)
3. the organization’s business strategy.

(Note that the business strategy would include some discussion of how it differentiates itself from
competitors and how it makes money. If you’re analyzing a government or non-profit organization,
you may use the organization’s mission instead of its business strategy.)

This project focuses on full-time HR Specialists and Staff of a private college where I currently work.
They are responsible in ensuring competent personnel and staff in all colleges and Diploma
department and school offices through implementation and management of hiring as well as the
efficient and effective training development system towards improved professional competencies
and organizational performance in the delivery of higher education. They are part of the Human
Resources and Development Department (HRDD) that develop policy framework, standards,
guidelines and strategic plan for the operations of the HRDD and other department consistent with
school policies and standards, manage the implementation of the HRDD services.

We are from Educational Services Industry.

Our geographic location is at the Central Visayas Region of the Philippines.  

This is a non-profit organization that uses business strategy focusing on product differentiation. It
focuses on the clients’ attention on the advantages and/or key benefits of education services it could
offer. Basically what makes it better than key competitors other than its purposeful mission and
vision of providing quality, innovative, and relevant education through industry and outcomes-based
curricular program.

4.2 Compensation Strategy

Second, we’ll analyse the compensation strategy.

Choose a specific job within the work unit. For this job, and given the organization’s strategy:

1. What kind of a person does the organization want to attract, retain, and motivate?
2. How does this kind of person differ from those that other organizations may target (e.g. more
innovative, more interested in a long tenure, a better match for the organization’s peculiar
culture or mission, etc)?
3. Why does the organization target this kind of person?

I have chosen “ HR Staff II, For the specific job.

1. What kind of a person does the organization want to attract, retain, and motivate?

-We want to attract the right people who are fit in our culture with relevant and proven
experience in the field of Human Resources. A person that willing to become a part of a team or
could work alone and could bring in great communication skills, organizational skills, and strong
sense of ethics. Thus, we want to attract productive employees.

2. How does this kind of person differ from those that other organizations may target (e.g. more
innovative, more interested in a long tenure, a better match for the organization’s peculiar
culture or mission, etc)?

-It differs because we are looking for people who are match to our culture, and the fact that
we are looking not only a person that could do his/her tasks well but also a person who could
carry-out the organization’s purposeful mission and vision.

3. Why does the organization target this kind of person?

-We target this kind of person because we want to build an HR Team that is composed of
highly engage, skilled and passionate people who are driven to help other employees and
clients and the organization as a whole in achieving its goals.

4.3 Perform a Job Analysis

Perform a job analysis for the job you chose in the prior prompt. Explain the methods and materials
you used to complete the job analysis. For example, these may include web resources, company
documents, or interviews. Use these materials to produce a job description that includes:

1. job title
2. job summary
3. job duties
4. knowledge, skills, and abilities
5. job requirements.

I have use web resources, our company documented interviews, Labor laws and my experience in
the Human Resources field.

Job Title: Human Resource Staff II

Job Summary: As a Human Resource Staff II of the HRDD team, you will be assisting on HR
Planning, competency assessment, selection, and placement; orientation and induction program;
Succession planning and career development/management; Performance management,
Exit/retirement program and provide technical assistance to the employee on the implementation of
the Employee Benefits Programs.

Job Duties:
- Assist with the recruitment process by identifying candidates, contacting them, scheduling teaching
demo, conducting initial interviews and reference checks.
- Conducting employee orientations and onboarding of new employees.
- Ensures that all pre-employment requirements are submitted before contract signing.
-Assist in developing organizational guideline and procedures in the HR Department.
- Assists the HR Officer in updating the HR Manual and formulation of the Employee Handbook.
-Organize, design and facilitate training programs and seminars for employees as part of the
professional development program.

Knowledge, Skills, Abilities:

- Outstanding verbal and written communication and interpersonal skills.
- Knowledgeable in Human Resources Management and best practices.
- Excellent administrative skills.
-Good knowledge of labor legislation and payroll processes.
-Strong decision-making and problem-solving skills.
-Ability to work well under pressure and meets tight deadlines.

Job Requirements:
-To excel in this role, the HR Staff II has to be a graduate of Bachelor’s Degree specializing Human
Resource Management, HR Related degree or equivalent.
- With at least one (1) year of relevant experience in the HR field
-Has to be proficient in MS Excel, basic knowledge on Learning Management Systems and platform
used.
-Excellent verbal and written communication.
-With good interpersonal skills and understanding of employment law.
-Ultimately, a top-notch HR Staff is well-organized, efficient, has meticulous attention to details and
maintain professional demeanor.

4.4 Job Benchmarking

Next, we’ll benchmark pay for the job, using at least two external benchmarks.

1. Explain the methods and materials you used for the benchmarking analysis. These may
include web resources (like BLS.gov for the US) or industry pay surveys.
2. Evaluate the quality of these external benchmarks, based on matching job descriptions,
geography, industry, or other criteria.
3. Then calculate the mean pay for these external benchmarks. You may calculate the
weighted mean by giving extra weight to the best quality external benchmarks.

1. Explain the methods and materials you used for the benchmarking analysis. These may include
web resources (like BLS.gov for the US) or industry pay surveys.

-I have used the following method and materials that includes web resources such as
https://www.payscale.com/research/PH/Country=Philippines/Salary and Philippine Wage statistics –
psa.gov.ph.

2. Evaluate the quality of these external benchmarks, based on matching job descriptions,
geography, industry, or other criteria.

-The quality of external benchmark is quite high and is also detailed depending on the geography
and industry as well as years of experience, etc.

3. Then calculate the mean pay for these external benchmarks. You may calculate the weighted
mean by giving extra weight to the best quality external benchmarks.

-The mean pay for best quality external benchmark is 182, 348php.

4.5 Short-Term Incentives Analysis

Next, we’ll analyze short-term incentives at the job.

Does this job’s pay mix include short-term incentives? Yes/No

If YES:

1. What are the KPIs?

2. Evaluate the alignment of the KPIs to the full set of activities that the organization wants to
motivate. This full set of activities may include not only the easily measured productivity, but
also quality, teamwork, process improvements, and other activities. Are the KPIs well aligned?
3. Describe the relationship between the KPIs and incentive pay. Is there a guaranteed rate?
Are incentives linear? What is the target ratio between base pay and incentive pay (the target
pay mix)?

If NO:

1. Suppose you were going to propose paying this job with short-term incentives. What
hypothetical KPIs might be used to evaluate performance?
2. Evaluate the alignment of the KPIs that you proposed to the full set of activities that the
organization wants to motivate. This full set of activities may include not only the easily
measured productivity, but also quality, teamwork, process improvements, and other activities.
Are the KPIs well aligned?
3. What specific number is the target performance for your KPI? What is your target incentive
pay? Design an incentive plan that maps your KPI to pay, such that the target incentive pay
corresponds to target performance.

4.6 Employee Value Proposition

Next, we’ll analyze another component of the employee value proposition.

1. What, in your opinion, is the most prominent component of the employee value proposition—
that component of the value proposition that attracts and motivates the right employees, and
that differentiates the organization from its competitors? You may choose ONE: (1) base pay
raises and promotion opportunities, (2) short-term incentives, (3) long-term incentives, (4)
benefits or (5) non-monetary awards.
2. Describe how the component of the employee value proposition works (e.g. for benefits,
what is the health insurance, retirement plan, or fringe offerings?)
3. Why does the organization emphasize this component of the employee value proposition?
4. What message does the emphasis on this element of the employee value proposition send
to employees?

Review the module videos corresponding to the element of the pay mix you choose:

 Base pay: 1.3.1, 1.3.2, and 1.3.3

 Short term incentives: 2.2.1 and 2.2.2
 Long term incentives: 2.3.1
 Benefits: 3.3.1 and 3.3.3
 Non-monetary awards: 4.1.2 and 4.1.3