City of Manila

UNIVERSIDAD DE MANILA
One Mehan Gardens, Manila
Tel. No. 309-0588

COLLEGE OF BUSINESS, ACCOUNTANCY & ENTREPRENEURSHIP

Program : Bachelor Of Science In Business Administration Major In Human

Resource Development Management

Year Level : 3rd year

Course Title : Human Resource Management
Course Code : BAC 215
No. of Units : 3 units
Pre-requisites : Operations Management; Strategic Management

Course Description
Rationale : This course examines the role of human resource professional as a
strategic partner in managing today’s organizations. Key functions
such as recruitment, selection, development, appraisal, retention,
compensation, occupational health and safety and labor relations are
examined. Implications of legal and global environments are
appraised and current issues

Focus : Application of the basic concepts that underlie Human Resources

Management and employ these concepts in various business
situations. A complete understanding of the concepts, principles,
theories, philosophies in Human resource and be able to handle the
many diverse human capital requirements of the organization,
including recruitment, staffing, training and career development.
Evaluation and demonstration of employment process and facilitate
the integration process in the corporate environment so they can be
immediately productive once employed.

Learning Outcomes : At the end of the module, you are expected to understand the basic
concepts that underlie Human Resources Management. You must
have complete understanding of the concepts, principles, theories,
philosophies in Human resource and be able to handle the many
diverse human capital requirements of the organization, including
recruitment, staffing, training and career development. You must bear
the skill to evaluate and demonstrate employment process and
facilitate the integration process in the corporate environment so they
can be immediately productive once employed.

Module Title : Human Resource Procurement, Development and Manpower

Training
Module No. : #3

Total Study Hours : 3 hours/week

Module Writer : G. Ochoa
Learning Facilitator : G. Ochoa
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Outcome-Based Teaching and Learning Plan for Human Resource Management
Contacts : CP: 0923-3187950 ; [email protected]

Module Introduction: This module focuses on the first segment of the course Human Resource
Management (BAC 215 –HRDM; BAC 213 –MM; ECC 3111- BEN). You
will learn about human resource procurement. The process on how to
get and gain employees, including types of interviews; types of tests
given to applicants; purpose of test ; and the training of manpower.

In this module, you will be given activities to assess your learning.

Module Aims : This module aims to give you a complete understanding on the
human resource procurement and a better understanding on the
process of gaining employees and training employees to enhance their
skills and knowledge.

Module Learning Outcomes: At the end of this module, you should be able to:
 profoundly explain the process of human resource procurement;
 understand the purpose of interview and tests
 know more and understand development and training of manpower

Chapter 3 Contents : A. What is procurement? Human resource procurement? Best

practices for HR procurement?
The answer to this question is important to know since you as future entrepreneur will be
acquiring people to work with you or if you will be working with a company you need to know
the process and tips on how companies get or hire employees to be at your best in facing your
future employer.

A. Definition; Procurement Function; Best practices for HR procurement

Procure means to get, gain or obtain something. Here, HR Procurement includes getting the
employee in the organization using various sources. For getting a new employee,
organization can use the sources like manpower agency or employment exchange,
references or referrals, and other different sources. HR procurement is concerned with
obtaining the proper kind and right number of personnel at the right time and at the most
economical rates. It deals specifically with the determination of manpower
requirement, recruitment, selection, induction and placement.

In human resource procurement, the first consideration is the recognition by management

about the need for sound policies and procedures on recruitment, selection, hiring and the
best candidate of every vacant job of the organization . There should be a clear policy and
procedure to meet company objectives.

What is procurement function?

Procurement is the first operative function of personnel management. It is concerned with
procuring and employing people who possess necessary skill, knowledge and aptitude.
Under its range or limits, you have job analysis, manpower planning, recruitment, selection,
placement, induction and internal mobility.
1. Job Analysis. It a process of collecting information and analyzing the information
connected to the operations, duties and responsibilities pertaining to a specific job.
2. Human Resources Planning. It is a process of determining and assuring that the
organization will have an adequate number of qualified persons, available at proper

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Outcome-Based Teaching and Learning Plan for Human Resource Management
 times, performing jobs which would meet their needs and provide satisfaction for the
individuals involved.
3. Recruitment. It is the process of searching for prospective employees and stimulating
them to apply for jobs in the organization.
4. Selection. It is the process of ascertaining qualifications, experience, skill and
knowledge of an applicant with a view to appraising his/her suitability to the job in
question.
5. Placement. It is the process that ensures a 360º fit, matching the employee’s
qualifications, experience, skills and interest with the job on offer. It is the personnel
manager’s responsibility to position the right candidate at the right level.
6. Induction and Orientation. Induction and orientation are techniques by which a new
employee is rehabilitated in his new surroundings and introduced to the practices,
policies, and people. He must be acquainted with the principles which define and drive
the organization, its mission statement and values which form its backbone.
7. Internal Mobility. The movement of employees from one job to another through
transfers and promotions is called internal mobility. Some employees leave an
organization due to various reasons leading to resignation, retirement and even
termination. These movements are known as external mobility. In the best interest of
an organization and its employees, such job changes should be guided by well-
conceived principles and policies.

These are the Best practices for HR Procurement or the so-called professional
procedures that are accepted or prescribed as being correct or most effective in handling
manpower.:
1. Providing security to employees. When a company hires an employee, the firm will
make the newly hired secured in the position in the company, meaning he is safe in
his employment.
2. Selective hiring: Hiring the right people. When applicants apply for a job, you as a
recruiter or hiring manager will select the best and qualified applicant that suits the
position, you do not hire everyone who applied. You can choose the best applicant
thru interviews and tests applicable to the position.
3. Self-managed and effective teams. You must manage or handle your employee in a
way that they will feel that they are being needed and valued. It means you must
welcome their ideas, suggestions and opinions. Make them feel that you will be
working together as a team.
4. Fair and performance-based compensation. Employees in the organization can feel
their worth if they are being paid equally and fairly based on their output and
performance.
5. Training in relevant skills. The firm thru the HR personnel will hold a training and
development program intended to enhance their knowledge and skills; in some
cases, training is conducted to teach new learnings and updates.
6. Making information easily accessible to those who need it. Any new policies/
rulings and procedures must be well announced to every employee within the
company thru a memorandum. Every department must be given a copy and make it
accessible to every employee particularly to those who need it or will be needing it.

B. What is Resources Procurement in HRM?

HR Procurement. As procuring human capital becomes more about value and less about
cost, a strong, mutually respectful and beneficial relationship with HR can help
procurement better identify and reduce risks, create more effective talent acquisition
processes, and ultimately, get the best value for their income. There is another way that

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Outcome-Based Teaching and Learning Plan for Human Resource Management
 HR and procurement work together, and that is with HR functioning as the procurement
team. This has two parts: procuring people, and procuring supplies.

1. Procuring people. People are a resource – many would say a business’s most
important resource (and certainly one of the most expensive). Procurement, then, for
HR, is the function of their job that makes them the expert in finding and obtaining this
resource. This part of HR usually falls under recruitment, with recruiters focusing their
time and skills in this area.

2. Procuring supplies. HR is also often responsible for physically ordering office supplies
that the people in the office need and use. Anything from printer paper to coffee to pens
(and in many small businesses the furniture, etc.) is often taken care of by a human
resource manager. Supplies might also mean the physical needs of a business-sponsored
event, whether it’s tables and banners and streamers or food, drink, a guest speaker, and
sound equipment.

C. What are the responsibilities In HR Recruitment?

Roles & Responsibilities In HR Recruitment; Role and responsibility of recruiter;
recruitment officer job description

RESPONSIBILITIES IN HR RECRUITMENT
What is recruitment?
Recruitment refers to the process of identifying, attracting, interviewing, selecting, hiring
and onboarding employees. In other words, it involves everything from the identification
of a staffing need to filling it. It simply means attracting prospective employees to apply
in the company.

What is recruiting in HRM?

Human Resource Management, otherwise known as HRM or HR for short, is the function
of people management within an organization. HR is responsible for facilitating the
overall goals of the organization through effective administration of human capital —
focusing on employees as the company's most important asset.

HR RECRUITER RESPONSIBILITIES
Business involves continuous selecting and hiring of the right people who can contribute
to the growth of the organization.

The primary responsibility of an HR recruiter is to hire the most suitable employees for
new job positions within the organization and to retain them tactfully. In order to fulfil
the company's exact requirements, it is the job of the HR recruiter to develop and
execute new recruitment strategies.

RECRUITER’S RESPONSIBILITIES
 Designing and implementing the overall recruiting strategy. Candidate Screening.
Recruiters are responsible for screening resumes to determine which candidates
meet the minimum requirements based on the job description available.

 Sourcing and attracting candidates by using databases, social media etc.

Background Check. Shortlisting resumes based on several search factors such as
skills, recently updated resume, location, experience, previous employment etc.

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Outcome-Based Teaching and Learning Plan for Human Resource Management
  Conducting interviews and filtering candidates for open positions. In some
organizations, recruiters are responsible for conducting initial interviews, which are
then used to narrow the number of potential candidates who will be interviewed by
the hiring manager. Often times, recruiters will set up interview appointments
between the chosen candidates and the hiring manager.

RECRUITMENT OFFICER’S JOB DESCRIPTION

Recruitment officers are responsible for attracting suitable job candidates or students to
an organization or school. They understand their organization's needs, engage in
marketing, build relationships and screen applicants to find the best match for open
positions.

D. SOURCES OF QUALIFIED APPLICANTS.

Before we proceed, we must know, what do we mean with ‘Qualified Applicants’. It
means the applicant meets the proper standards, requirements and training set in a
position applied for. Also, Employers seek the most qualified applicants mean those who
have the most experience and relevant training. There are a wide variety of sources
available for business owners to use in finding qualified applicants to fill job openings.
Some of the best common sources include:

 Current employees - Promoting someone from within the company helps keep
employee morale high, but small business owners should take this approach only if
the person meets the job specifications. In order to facilitate hiring from within, many
companies maintain a skills bank on current employees, post notices about job
openings and encourage employees to apply, and incorporate apprenticeship
programs into employee training. Hiring from within may be difficult when there is a
pressing need to fill a position and the required expertise does not exist in-house.
Furthermore, Pinsker noted that it is a good idea for companies to fill at least 20
percent of job openings from outside, because outsiders tend to bring new ideas.

 Employee referrals - Many job openings in small businesses are best publicized by
employees via word of mouth. Most employees will only recommend applicants with
proven abilities. New hires can be an especially good source of referrals.

 Networking- developing a wide range of personal contacts within the industry and
community can provide a number of benefits to small business owners, including job
candidates or referrals. Sources of networking connections include trade shows,
associations, committee memberships, and charity functions. Pinsker suggests that
business owners also encourage their employees to develop their own networks of
contacts and to contribute names to the company list.

 Schools and colleges, it depends on the type of position to be filled like high schools,
vocational schools, colleges and universities can be good sources of applicants.
Students are particularly good applicants for part-time positions or those in which
prior experience is not needed. Companies usually send a representative to campus
twice per year to meet with and interview students.
 Alumni placement offices- Many colleges keep resumes on file for alumni who are
seeking job or career changes. Alumni files can be a good source for companies
seeking educated candidates with more work experience than recent graduates
generally have.
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Outcome-Based Teaching and Learning Plan for Human Resource Management
  Associations- Most trade associations maintain a central clearinghouse of candidates
who wish to change jobs. Trade shows, conventions, and seminars sponsored by
associations can also provide valuable opportunities to meet potential employees.

 Public employment offices- The U.S. Department of Labor offers job placement
services to some categories of workers free of charge. In many cases, public
employment offices will provide small businesses with lists of pre-screened applicants
for a certain opening.

 Job fairs it is an event where employers offer information about their companies to
people who are looking for jobs. The events give employers the chance to recruit
employees who are educated in specific subject areas. Job fairs can increase the
number of resumes and applications companies receive from candidates who are
actually qualified for the positions they need to fill.

 Private employment agencies mean that these organizations match job seekers with
potential employers for a fee, usually paid by the employer once a candidate is hired.

 Employment thru advertising includes everything from a "help wanted" sign in the
window, to print ads in local newspapers or specialized publications like trade
magazines, to classified ads on cable television or the Internet. Advertising can be
expensive, so it is important to evaluate media carefully. It may be helpful to ask
other business owners about their experiences advertising in various media.

 Outplacement agencies- Outplacement firms are similar to private employment

agencies, but their fees are usually paid by former employers who have laid off or
downsized workers. Small businesses with job openings can usually be placed on a
mailing list free of charge to receive information on candidates who need a new job.

 Temporary Services. There are firms that offer employees to another firms to fill a
wide range of needs, from clerical to manufacturing to professional services. Hiring
temporary employees can be a valuable method for companies to screen people
before hiring them on a permanent basis.

 Internet job banks- There are a number of recruiting sites on the Internet that allow
employers to screen candidates online. The Internet can be a valuable recruiting tool,
particularly in terms of locating potential employees. Experts recommend that
employers use several of the hundreds of available sites in order to find the ones that
best meet their needs.

E. EMPLOYMENT TEST AND THE TYPES

What is Employment Test? It means, it is the practice of administering written, oral, or
other tests as a means of determining the suitability or desirability of a job applicant.

F. EMPLOYMENT TESTS- ROLES AND TYPES

Employment tests are the best possible tool in understanding the capacity of the
candidate to adjust with the job requirements. How much a candidate can adapt to the
situation in the organization can be known with the help of tests. Various types of tests
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 are conducted to measure the analytical and logical capacity, reasoning ability, aptitude,
psychology and strength of the candidate.

Role of Employment Tests

1. Elimination of incompetent and unsuitable candidates becomes easily possible.
2. Psychological, mental and analytical capabilities of a person are identified.
3. It can be used as a tool to understand the nature of a person and their career
development.
4. Analytical, rational and objective comparison between the candidates is facilitated.
5. Accuracy and perfection in the selection procedure can be achieved.

What are the types of employment test?

The following are the types of employment tests, and its corresponding roles:

On the Basis of Objectives:

1. Interest tests. These are used to find out the area of work in which the candidate is
interested to work.
2. Intelligence tests. Mental ability, judgment capacity and learning skills can be
measured through these tests. The imagination and visualization capacity of a person
can be very well understood.
3. Personality tests. Personal traits such as emotions, expressions, confidence and
courage are evaluated through it. Personality test is conducted to find out the
maturity, inter-personal skills, emotional stability, capacity to get along, behaviors
under stress and strain, etc.
This is the same with the link I have given you to answer. Check the table on the next
page for the result of your score/range.

PERSONALITY TEST

The Big Five Factors Description of a Low Description of a High

Range Scoring Person Range Scoring Person
Openness to Traditionalist; Imaginative; open-minded;
Experience down-to-earth; practical; Experimental;
conservative; prefers Prefers creative conceptual
traditional outlooks and problem solving
technical problem solving
Conscientiousness Spontaneous; Conscientious; disciplined;
(Work Ethic) disorganized; prefers efficient; well-organized;
flexible plans; dislikes likes precise detail; strong
precise details sense of duty; (very high
scorers can be described as
workaholics)
Extraversion Reserved; formal; serious; Outgoing; friendly;
quiet; prefers working assertive; likes working
alone; roles avoids direct with others; enjoys direct
leadership leadership roles
Agreeableness Hard-headed; skeptical; Compassionate; eager to
competitive; proud; please; good natured;
prefers competition over prefers cooperation over
cooperation competition and conflict
Natural reactions Not easily upset in Experiences negative
( emotional stability) stressful situations; emotional reactions and
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Outcome-Based Teaching and Learning Plan for Human Resource Management
 relaxed; resilient; calm feelings of anxiety; prone
to worry; easily upset

4. Trade tests. How much a person is competent to do a specific nature of job is

understood by conducting the trade test.
5. Achievement tests. Skills, abilities and knowledge prescribed by the candidate
throughout the selection process are to be practically checked through this test.
6. Simulation tests. The behavior of a candidate in one particular circumstance is
measured by creating the artificial environment.
7. Assessment tests. The selected candidates will have to take up a lot of job
responsibilities in future. This test is conducted to extract the potential of a candidate
to work in the authoritative positions.

On the Basis of Aptitude: Aptitude Test assumed that individuals have inherent
strengths and weaknesses, and have a natural inclination toward success or failure in
specific areas based on their innate characteristics. Also, it is the potential which an
individual has for learning the skills required to do a job efficiently. In short, aptitude
test is done to find out whether the candidate will be able to do a specific job or not.
1. Vocational aptitude tests. This test helps to understand the adaptability of the
candidates for the job allocated to them. How much they are receptive towards the
job is measured through it.
2. Logical aptitude tests. The candidate applying their own mind and ideas to make
their work perfect and interesting is called their logical capacity and innovation.

G. APPLICANT/EMPLOYEE BACKGROUND CHECK

What is applicant/employee background check? A background check is a way to learn
detailed information about a potential employee’s history. Although you may be able to
gain some insight from the applicant’s resume, and they may even divulge some personal
information during their interview, a professional background check goes into detail
about the candidate’s background. It gives you information regarding their past, which
will help you make an informed decision when it comes down to the hiring decision.

Employment History / Verification. While a job candidate will likely disclose their past
work experience on their resume and job application, conducting a background check
that includes employment verification allows you to be sure they have the experience
they claim to have. This includes checking their past job titles, timeframe of employment,
salaries, and more. It is important that you are hiring the best person for the position,
and false experience just won’t do the trick.

Credit Checks or Credit History. While credit checks do in fact check credit, they also
cover a lot of personal information including present and past addresses and social
security number, as well as any present or past debts, payments, and late payments.
Doing a background check that includes a credit check helps you feel confident about the
person you’re hiring if he/she is truthful and responsible.

Criminal Records. This one is pretty straight forward regarding the background: you will
want to do a criminal background check to ensure the individual you are hiring won’t be
a danger to your company or to other employees. It is important to consider the type of

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 offense that was committed, as well as the time that has passed since the incident. The
NBI clearance is the best help to assist us about the criminal record.

 Other specific background examples which require and worth verifying;

 Education history (high school, university, etc.) because diplomas and other certificates
can be forge here in Manila.
 Social media profiles are used to fool people and earn money from them. Verification is
necessary
 Driving record like education history and medical records can be forged and made as if
authentic, that is why it needs to be verified. Sometimes, applicants transact with fly-by-
night clinics and unlicensed doctors

H. WHAT IS JOB INTERVIEW? MAIN PURPOSE, TYPES AND STAGES OF JOB INTERVIEW
JOB INTERVIEW defined
A job interview is a conversation which occurs between a potential employer and a job
applicant. During the job interview, the employer has the opportunity to appraise
applicant’s qualifications, appearance and general fitness for the job opening. In parallel
the applicant tries to learn more about the position, to appraise the employer and to find
out if your needs and interests will be met. Think of the interview as a conversation
between two people where each person is trying to learn more about the other. The
interview process is a two-way street. You are traveling toward a goal—the right job and
the employer is traveling toward a goal—the right hire.

MAIN PURPOSE OF JOB INTERVIEW

The main purpose of a job interview is from an employer’s perspective to get an insight
into your personality, competencies, capabilities and achievements. From your
perspective, apart from the obvious opportunity in regards a new position, it also
provides you with an opportunity to assess whether your career goals tie in with what
the company is offering.

It also provides you with an opportunity to ascertain whether you really want the job and
whether you possess the required skillsets to fulfil the requirements of the position.
Importantly, the two-way interaction gives you a good indication of the company’s
culture and whether or not you feel that you will fit in.

The purpose of a job interview is to determine if the applicant in front of you is qualified
for the position for which he or she is applying, and if the individual would be a good fit
for your company.

TYPES OF JOB INTERVIEWS. Before you go on your interview, you should realize that there
are several common types of job interviews. In this chapter, we wilI be discussing the three
of the most common types of job interviews.

1. Traditional One on One Job Interview. The traditional one on one interview is where you
are interviewed by one representative of the company, most likely the manager of the
position you are applying for. Because you will be working with this person directly if you get
the job, he/she will want to get a feel for who you are and if your skills match those of the
job requirements. The Traditional Interview. This is the scenario you’ll face most often: You
sit down with a solo interviewer and answer a series of questions designed to help her figure
out if you’re a great candidate for the job.
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 2. Panel Interview. In a panel interview, you will be interviewed by a panel of interviewers.
The panel may consist of different representatives of the company such as human resources,
management, and employees. The reason why some companies conduct panel interviews is
to save time or to get the collective opinion of panel regarding the candidate.

3. Group Interview. Many times companies will conduct a group interview to quickly pre-
screen candidates for the job opening as well as give the candidates the chance to quickly
learn about the company to see if they want to work there. Many times, a group interview
will begin with a short presentation about the company. After that, they may speak to each
candidate individually and ask them a few questions.

Now you have an idea of these three common types of job interviews. However, no matter
what type of job interview you go on, always do your best to prepare for it the best you can
ahead of time so you can do your best and show them the best of who you are. Here are
some of the other types of interviews:

 The Phone Interview. Asked for a phone interview? A call is typically a first-round
screening to see if you’re a fit to come in for a full interview, so nailing it is key. You’ll want
to prepare just as you would for an in-person interview, with some key adjustments for the
phone format.

 The Video Interview. Video interviews take the phone-screening interview to the next
level, and they’re becoming a regular part of the job application process for many
companies. From choosing the right on-screen look to making sure all of your tech systems
are a go, you’ll want to be 100% ready.

 The Lunch Interview. Has your potential employer suggested an interview over a meal?
That’s a good sign—it usually means she wants to learn a little more about you and how you
act outside of the office. We’ll show how to highlight your strengths and accomplishments
while trying to maneuver a mouthful of chicken Piccata.

 The Group Interview. Group interviews aren’t common, but you might find them for
sales roles, internships, or other positions in which the company is hiring multiple people for
the same job. How do you catch the hiring manager’s eye when you are part of the group? It
takes a little gusto and a few smart tactics.

 The Working Interview. In some industries—writing, engineering, or even sales—you

may be asked to complete an actual job task as part of the interview. Basically, your
interviewers don’t want you to tell them you can do the job, they want to see it.

 The Career Fair Interview. If you’re attending career fairs as part of your job hunt, get
ready for impromptu interviews, where you’ll only have 10 or 15 minutes to sell yourself to
the recruiter for a chance to come in for a full interview.

STAGES OF JOB INTERVIEW

STAGE 1: Introduction
Lasting approximately two to three minutes, you are meeting the interviewers and being
escorted to the interview room. It is essential that you start strong, offering a firm
handshake, standing confidently, and making good eye contact. Some reports indicate
that employers will make their decision to hire a candidate within the first 30 seconds of

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 the interview! Employers may take the time to share information about their
organization. Feel free to jot down notes to remember key points for future reference.

STAGE 2: Q&A – QUESTION & ANSWER

The longest portion of the interview, this is when the employer asks you questions and
listens to your responses. If the interview is a 30-minute screening interview, this portion
is typically about 20 minutes long.

STAGE 3: Your Questions

The employer will ask if you have any questions. This is your chance to demonstrate your
knowledge of the organization by asking thoughtful questions. Always come prepared!
Bring at least three questions, but also feel free to modify them based on the information
you learn during the interview. Be sure to make notes as the interviewer answers your
questions.

STAGE 4: Closing
During the last few minutes, take the time to end on a positive note. Reiterate your
interest in the position and gather business cards from everyone present. Be sure to
thank them for the invitation to interview and offer a firm handshake while making good
eye contact.

I. WHAT ARE THE 10 MOST COMMON INTERVIEW QUESTIONS AND ANSWERS?

There are ten (10 ) most common interview questions being asked to applicants and
the content of your supposed answer are given here below as your tips so that you will
be prepared just in case you encounter these questions.

1. Tell Me About Your Self. This is one of the first questions you are likely to be asked.
Interviewers will likely start out with a question about yourself and your background
to get to know you. Be prepared to talk about yourself. You can start with your
name, share some of your personal interest and experiences, such as your hobby or a
brief account of where you grew up, your education and what motives you.

2. Why do you want this job? This question is an opportunity to show the interviewer
what you have to offer the company, and what you would achieve if you got the job.
Demonstrate the skills you have to be successful in this role as well as your potential
to bring a new perspective to the business.

3. Why should we hire you? Interviewers often ask this question as a way to determine
whether or not you took the time to research the company’s need and to learn why
you see yourself as a good fit. This is a good time to review the qualification and
requirements in this job listing, so you can craft a response that aligns with what the
interviewer is looking for. Interviewers want to know what you can offer and this is
an opportunity to explain why you are the best candidate. Employers often ask this
question to identify why you might be more qualified applicant than other candidates
they are interviewing.

4. What is your greatest strength? This question gives you an opportunity to talk about
both your technical and soft skills When you are answering this question remember
to “show” rather than “tell”.

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Outcome-Based Teaching and Learning Plan for Human Resource Management
 5. What is your greatest weakness? It can feel awkward to discuss your weaknesses in
an environment where you’re expected to focus on your accomplishments. However,
when answered correctly, sharing your weaknesses can show that you are self-aware
and want to continuously get better at your job—traits that are extremely attractive
to many employers. This question is an opportunity to show the hiring manager that
you are well qualified for the job because the manager wants to know whether you
can take on challenges and learn new tasks.

6. Why do you want to leave/have left your job? Be prepared with a response to this
question. You’ll need to give an answer that’s honest and reflects your specific
circumstances but keeps it positive.

7. What are your salary expectations? Questions about money are always tricky to
answer.

8. How do you handle stress and pressure? The best way to respond to this question is
to share an example on how you have successfully handled stress.

9. State a difficult work situation or project and how you handle it. Employers ask this
question to gauge your level of self-awareness and ensure your sources of motivation
align with the role. There is no right or wrong answer in this question. How you react
will show the hiring manager your work style and how you manage issues.

10. What are your goals for the future? Understanding how you imagine your life in the
future can help employers understand whether the role and company fits in with
your personal development goals. Keep your answer focused on the job and the
company, and reiterate to the interviewer that the position aligns with your long-
term goals.

J. WHAT IS PLACEMENT; JOB PLACEMENT?

PLACEMENT; JOB PLACEMENT
Placement is a process of assigning a specific job to each of the selected candidates. It
involves assigning a specific rank and responsibility to an individual. It implies matching
the requirements of a job with the qualifications of the candidate. It may involve a new
job or different job.

Job placement may also be a service for finding a suitable job for someone, especially a
temporary job for a student or unemployed person.

4 HR DEVELOPMENT AND MANPOWER TRAINING

A. Human Resource Development; Its roles?

What Is Human Resource Development? -Human resources development refers to an
organization's focus on improving the knowledge, ability, skills, and other talents of their
employees. Companies that care about the success of their employees and want to
improve company performance recognize this is done by the skills of employees and will
be willing to spend time and money on the growth and development of their employees.

What Is the Function of Human Resource Development? -The function of human

resource development is to improve performance and ability. While employees are often
expected to know a certain amount about their jobs or have a specific degree or level of
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Outcome-Based Teaching and Learning Plan for Human Resource Management
 education upon hire, much of what an employee learns about their job is developed over
the course of doing the job. This development includes specific organizational knowledge
or job-specific duties that are not necessarily taught in the classroom.

Regardless of the form the development takes, it functions as a means to improve the
overall performance and ability of employees in the jobs they are doing and in future
positions. Human resource development can function to improve performance or
individual abilities in an area in which an employee is weak (such as management skills or
accounting practices). It can also function to teach an employee about an area in which
the employee has had no prior experience, such as when transitioning from one role into
a different role (i.e., cross-training).

B. Role of Human Resource Development:

 Human Resource Development reinforce the executive skills by people aware about
their skills required for job performance and by outlining performance standards.
•It uploads career planning and ensure all around growth of employees.
•It makes utilization of manpower by employing right man to a right job at the right time.
•It is two ways process and establishes congenital growth of employees.
•It is action oriented. Employee’s contributions are rewarded handsomely.
•It facilitates human resource planning and control by maintaining update data about the
manpower for present and future use.
•It fights resistance to changes and employees become accommodating and willing to
accept the change.

HR development may also function to help an organization conform to government

regulations or guidelines by training employees on relevant laws or regulations for which
they are responsible. It may also take the form of professional development by educating
in specific areas or fields.

C. Manpower training; Employee training; Benefits of training

Employee Training: Meaning, Need and Importance. Training is concerned with
increasing the knowledge and skills of employees for doing specific jobs, and
development involves the growth of employees in all aspects.

Manpower Training is an activity which aims to improve and develop the attitudes,
behavior skills, and knowledge of employees in accordance with the wishes of the
company. Thus, training is meant training in the broad sense, not limited only to develop
skills solely.

Meaning of Training: “Training is the act of increasing the knowledge and skills of an
employee for doing a particular job.” — Edwin B. Flippo

Training is an organized activity for increasing the technical skills of the employees to
enable them to do particular jobs efficiently. In other words, training provides the
workers with facility to gain technical knowledge and to learn new skills to do specific
jobs. Training is equally important for the existing as well as the new employees. It
enables the new employees to get acquainted with their jobs and also increase the job-
related knowledge and skills.

The need for training of employees arises due to the following factors:
(i) Higher Productivity: It is essential to increase productivity and reduce cost of
production for meeting competition in the market. Effective training can help increase
productivity of workers by imparting the required skills.
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Outcome-Based Teaching and Learning Plan for Human Resource Management
 (ii) Quality Improvement: The customers have become quality conscious and their
requirement keep on changing. To satisfy the customers, quality of products must be
continuously improved through training of workers.

(iii) Reduction of Learning Time: Systematic training through trained instructors is

essential to reduce the training period. If the workers learn through trial and error, they
will take a longer time and even may not be able to learn right methods of doing work.

(iv) Industrial Safety: Trained workers can handle the machines safely. They also know
the use of various safety devices in the factory. Thus, they are less prone to industrial
accidents.

(iv) Reduction of Turnover and Absenteeism: Training creates a feeling of confidence in

the minds of the workers. It gives them a security at the workplace. As a result,turnover
and absenteeism rates are reduced.

(vi) Technology Update: Technology is changing at a fast pace. The workers must learn
new techniques to make use of advance technology. Thus, training should be treated as a
continuous process to update the employees in the new methods and procedures.

(vii) Effective Management: Training can be used as an effective tool of planning and
control. It develops skills among workers and prepares them for handling present and
future jobs. It helps in reducing the costs of supervision, wastages and industrial
accidents. It also helps increase productivity and quality which are the cherished goals of
any modern organization.

7 Benefits of Training Employees for an Organization

Some of the benefits of training employees for an organization are as follows:

(i) Economy in Operations: Trained personnel will be able to make better and
economical use of materials and equipment’s. Wastage will be low.

In addition, the rate of accidents and damage to machinery and equipment will be kept
to the minimum by the well- trained employees. These will lead to less cost of production
per unit.

(ii) Greater Productivity: A well trained employee usually shows greater productivity and
higher quality of work-output than an untrained employee. Training increases the skills
of the employees in the performance of a particular job. An increase in the skills usually
helps to increase both quantity and quality of output.

(iii) Uniformity of Procedures: With the help of training, the best available methods of
work can be standardized and made available to all employees. Standardization will
make high levels of performance rule rather than the exception.

(iv) Less Supervision: If the employees are given proper training, the responsibility of
supervision is lessened. Training does not eliminate the need for supervision, but it
reduces the need for detailed and constant supervision.

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Outcome-Based Teaching and Learning Plan for Human Resource Management
 (v) Systematic Imparting of Skills: A systematic training programme helps to reduce the
learning time to reach the acceptable level of performance. The employees need not
learn by trial and error or by observing others and waste time if the formal training
programme exists in the organization.

(vi) Creation of Inventory of Skills: When totally new skills are required by an
organization, it has to face great difficulties in employment. Training can be used in
spotting out promising men and in removing defects in the selection process. It is better
to select and train employees from within the organization rather than seek the skilled
employees from outside sources.

(vii) Higher Morale: The morale of employees is increase if they are given proper
training. A good training programme will mould employees’ attitude to achieve support
for organisational activities and to obtain greater cooperation and loyalty. With the help
of training, dissatisfaction, complaints, absenteeism and turnover can be reduced among
the employees.

D. Steps in Training Process and Development Process

Step # 1. Identifying Training Needs: Training need is a difference between standard

performance and actual performance. Hence, it tries to bridge the gap
between standard performance and actual performance. The gap clearly
underlines the need for training of employees. Hence, under this phase, the
gap is identified in order to assess the training needs.

Step # 2. Establish Specific Objectives: After the identification of training needs, the
most crucial task is to determine the objectives of training. Hence, the primary
purpose of training should focus to bridge the gap between standard
performance and actual performance. This can be done through setting
training objectives. Thus, basic objective of training is to bring proper match
between man and the job.

Step # 3. Select Appropriate Methods: Training methods are desired means of attaining
training objectives. After the determination of training needs and specification
of objectives, an appropriate training method is to be identified and selected to
achieve the stated objectives. There are number of training methods available
but their suitability is judged as per the need of organizational training needs.

Step # 4. Implement Programs: After the selection of an appropriate method, the actual
functioning takes place. Under this step, the prepared plans and programs are
implemented to get the desired output. Under it, employees are trained to
develop for better performance of organizational activities.

Step # 5. Evaluate Program: It consists of an evaluation of various aspects of training in

order to know whether the training program was effective. In other words, it
refers to the training utility in terms of effect of training on employees’
performance.

Step # 6. Feedback: Finally, a feedback mechanism is created in order to identify the

weak areas in the training program and improve the same in future. For this
purpose, information relating to class room, food, lodging etc., are obtained

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Outcome-Based Teaching and Learning Plan for Human Resource Management
 from participants. The obtained information, then, evaluated, and analyzed in
order to mark weak areas of training programs and for future improvements.

A Training Process involves the following steps:

1. Assessment of Training Needs: -Before training someone, it obviously makes sense to

know whether the person really requires training and if so, what the training should
achieve. Training, therefore, traditionally starts with determining what training is
required. How you analyse training needs depends on whether you’re training new or
current employees.

The main task in analysing new employees’ training needs is to determine what the job
entails and to break it down into subtasks, each of which you then teach to the new
employees. Analysing current employee’s needs can be more complex, since you have
the added task of deciding whether training is the solution.

2. Preparing the Training Programme: The second step after determining the training needs
in the training process, is to prepare the training programme for meeting these needs.

The training programme should be such that it should address the following issues:
a. Type of trainees both new and old

b. Type of training material that is required

c. Resource person who will provide training

d. Duration of the training programme

e. Method of training.

3. Preparing the Learners: It is necessary that the trainees who are going to attend the
training programme should be well-prepared for the program. If they are not prepared,
they will not take interest in learning the important aspects of the training programme.
Therefore, there should be preparation for the learners so that they may derive maximum
benefit out of the training programme.

4. Implementing Training Programme: This is the action phase of the training programme.
In this phase, the trainer demonstrates and illustrates the new methods and knowledge to
the learners. The learners at this stage are exposed to the various training activities. The
key points are stressed upon and one point is explained at one time for making the
training an effective learning experience for the employees.

Audio-visual aids are used to demonstrate and illustrate and the trainer encourages the
trainees for questions in order to maintain the interest of the learners in the training
programme.

5. Performance Try Out: In this stage, the trainee is asked to perform the job several times,
slowly. The mistakes of the trainees are corrected and if necessary, the complicated and
difficult aspects are explained again.

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Outcome-Based Teaching and Learning Plan for Human Resource Management
 6. Evaluation of the Training Programme: Evaluation of training is an attempt to obtain
information (feedback) on the effects of a training programme and to access the value of
the training in light of that information. While organisations may be devoting a lot of
money and efforts towards designing and conducting training programmes, due attention
is often not paid to the evaluation part. This may be vested in the belief that
measurement of effectiveness of training, if not impossible, is difficult.

E. Training Methods. Refers to a way or technique for improving knowledge and skills of an
employee for doing assigned jobs perfectively. The organization has to consider the nature
of the job, size of the organization & workers, types of workers and cost for selecting a
training method.

Different types of the Training method.

1. On-the-job training or internal training
- Apprenticeship programs.
- Job instruction training (JIT).
- Planned progression.
- Job rotation.
- Creation of assistant – to positions.
- Temporary promotions.
- Committees and junior boards.
- Coaching.

2. Off-the-job training or external training

- Lectures.
- Straight lecture.
- Discussion method.
- Demonstrations.
- Seminars and conferences.
- Reading, television and video instructions.
- Business Simulation.

- Cases presentation.
- Equipment simulators.
- Business games.
- Experimental exercise.
- Role-playing.
- Behavior Modeling.
- Computer modeling.
- Vestibule training.
- Sensitivity Training (T-groups).
- Computer-based training.

F. Manpower development. Manpower development, now commonly referred to as human

resource development, is an ongoing process that analyzes, forecast and projects an
organization’s future manpower requirements. In other words, manpower development focuses
on such issues as whether the organization is ready to compensate for the loss of experience
from retiring employees and if employees are adequately prepared to implement organizational
change with their skills as a result of the experience they have gained from their various higher
institutions. Manpower development is a process that seeks to optimize an organization’s usage
of its human resources. It requires an integrated approach that addresses multidimensional
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Outcome-Based Teaching and Learning Plan for Human Resource Management
 aspects of employees, ranging from enhancing technical and interpersonal skills to creative
thinking and leadership.

The objective of human resource manpower development is to provide a framework for

employees to develop their competencies necessary for individual and organizational efficiency
and productivity as well as career growth. The employer is responsible for devising programs
geared toward an employee's career development and job skills acquisition after employment
through training, performance management and organization development. Manpower
development is typically a part of the organization's human resource strategy and aims to
maximize human capital potential so as to attain strategic business objectives.

STEPS IN MANPOWER DEVELOPMENT:

1. Analyzing Organizational Objectives. The objective to be achieved in future in various

fields such as production, marketing, finance, expansion, and sales gives the idea about the work
to be done in the organization.

2. Inventory of Present Human Resources. From the updated human resource information
storage system, the current number of employees, their capacity, performance and potential
can be analyzed. To fill the various job requirements, the internal sources (i.e., employees from
within the organization) and external sources can be estimated.

3. Forecasting Demand and Supply of Human Resource. The human resources required at
different positions according to their job profile are to be estimated. The available internal and
external sources to fulfill those requirements are also measured. There should be proper
matching of job description and job specification of one work, and the profile of the person
should be suitable to it.

4. Estimating Manpower Gaps. Comparison of human resource demand and human resource
supply will provide with the surplus or deficit of human resource. Deficit represents the number
of people to be employed, whereas surplus represents termination. Extensive use of proper
training and development programmed can be done to upgrade the skills of employees.

5. Formulating the Human Resource Action Plan. The human resource plan depends on
whether there is deficit or surplus in the organization. Accordingly, the plan may be finalized
either for new recruitment, training, interdepartmental transfer in case of deficit of termination,
or voluntary retirement schemes and redeployment in case of surplus.

6. Monitoring, Control and Feedback. It mainly involves implementation of the human

resource action plan. Human resources are allocated according to the requirements, and
inventories are updated over a period. The plan is monitored strictly to identify the deficiencies
and remove it. Comparison between the human resource plan and its actual implementation is
done to ensure the appropriate action and the availability of the required number of employees
for various jobs.

G. EMPLOYEE TRAINING Is the process for providing required skills to the employee for doing the
job effectively, skillfully and qualitatively. Training of employees is not continuous, but it is
periodical and given in specified time. Generally training will be given by an expert or professional
in related field or job.

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Outcome-Based Teaching and Learning Plan for Human Resource Management
 ADVANTAGES OF EMPLOYEE TRAINING
 Keep up with industry changes
 An opportunity to learn
 Grabs in new talent
 Self-confidence

DISADVANTAGES OF EMPLOYEE TRAINING

 Increased stress
 Too much of theory
 Lost of interest
 Leave for new job

General Benefits from Employee Training and Development

 Increased job satisfaction and morale among employees.

 Increased employee motivation.
 Increased efficiencies in processes, resulting in financial gain.
 Increased capacity to adopt new technologies and methods.
 Increased innovation in strategies and products.
The best types of employee training methods for your workforce may include:
 Instructor- led training- is the practice of training and learning material between an
instructor and learners, either individuals or groups.
• e-Learning- e-learning is conducted via electronic media, typically on the Internet.
• Simulation employee training - is the creation of a true-to-life learning environment that
mirrors real-life work and scenarios.
• Hands-on training – is a direct practical experience in the operation or functioning of a
skill or task and involves active participation by an employee.
• Coaching or mentoring - is more focused on creating an informal association
• Lectures - an educational talk to an audience, especially to your employees.
• Group discussion and activities - is a group of individuals, typically who share a similar
interest, who gather either formally or informally to discuss ideas, solve problems, or
make comments.
• Role-playing- is a learning structure that allows students to immediately apply content as
they are put in the role of a decision maker who must decide regarding a policy, resource
allocation, or some other outcome

Different types of the Training method.

 On-the-job training or internal training. This method must be applied on proper place
while the trainee is working. It is very essential for a worker to be trained well so they
could develop their skills and to know how to develop an organization.

 Apprenticeship program  is a system for training a new generation of practitioners of a

trade or profession with on-the-job training and often some accompanying study
(classroom work and reading). Apprenticeships can also enable practitioners to gain a
license to practice in a regulated profession. an arrangement in which someone learns an
art, trade, or job under another
 Job instruction training (JIT) JIT consists of four basic steps. Preparing the trainees by
telling them about the job and overcoming their uncertainties; presenting the
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Outcome-Based Teaching and Learning Plan for Human Resource Management
 instruction, giving essential information in a clear manner; having the trainees try out the
job to demonstrate their understanding; and placing the workers into the job, on their
own, with a designated resource person, who is ready to provide the required assistance.

 Planned progression. Planned progression it's giving the employee the idea of the right
path for development. Also, they must know and have the requirements of being
advance and having a dedication for achievement.

 Job rotation. Job rotation it helps employee to increase their knowledge to every kind
of work. Also, in incase that there is some vacancy all the employees are capable to
replace the vacant position. Especially if the vacant position was the managerial position

 Creation of assistance. Creation of assistance this some kind of method where employee
who were undergo for a training are going to be guided by the superior that has a more
experience and capable to guide and give an assistance to the one who needed it. Until
they were become independent and capable of doing things by themselves.

 Temporary promotions. Temporary promotions is when the manager wasn't around

there are someone that going to replace its position and to take all the responsibility that
the real Manager used to do. Also doing this thing can also help to be trained well
managerial.

 Committee and junior board. Committee and junior board it are giving privileged to the
trainee to be close and to interact with the experience manager so they could have some
experience too. Also, its aim is to help a managerial trainee to be aware in the different
kind of issue and some things regarding in the whole organization. And trainee must
submit their reports to board to demonstrate their analytical and conceptual abilities.

 Coaching. Coaching is training the trainee not also be trained well but also to build their
confidence and their good relationship between the superior who used to train them. In
coaching a subordinate, the superior required to have patience and wisdom. And must
delegate their authority.

Teaching and Learning Activities : Blended Online lecture (synchromous and asynchronous),
independent study or with the help of your
guardian/parent, power point presentation, reading
materials thru links provided.

Assessment Methods : Activities given on fb group page

Classroom policies:

Expectations from student: The student should come in class prepared. He/she is
expected to take all examinations on the scheduled date.
He/she is expected to submit the requirement/s on
scheduled due dates. He/she should read the assigned
reading materials prior to class. He/she is expected to attend
each class and participate actively in discussions.

Policy on Absences: The student enrolled in a 1 ½ hour class is allowed only to

incur five (5) absences. Request for an excused absence/s
must be presented upon reporting back to class. Special

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Outcome-Based Teaching and Learning Plan for Human Resource Management
 examinations will be allowed only in special cases, such as
prolonged illness. It is the responsibility of the student to
monitor his/her own tardy incidents and absences that might
accumulate leading to a failing grade. It is also his/her
responsibility to consult with the teacher, chair or dean
should his/her case be of special nature. Two (2) tardiness is
equivalent to one (1) absence.

Academic honesty: All students are expected to be academically honest.

Cheating, lying and other forms of unethical behavior will not
be tolerated. Any student found guilty of cheating in
examinations or plagiarism in submitted course requirements
will receive a failing grade in the course requirement or in the
course. Plagiarism refers to the use of books, notes or other
intellectual property without giving proper attribution to its
author, representing the work of another person as one’s
own; Cheating refers to securing help in test; copying test,
assignments, reports or reaction papers; collaborating with
other students during an examination or in preparing
academic work; signing another student’s name on an
attendance sheet; or otherwise practicing scholastic
dishonesty.

Learning Environment : The teaching-learning environment must be as contained in

the Policies, Standards and Guidelines of CHED, IATF and the
Local government of Manila.

Related Learning Experiences:

Independent Study: Use of the Learner’s time spent outside the classroom are areas
for self-directed learning using available resources (actual and
online resources) equivalent to at least 30-45 hours of the total
hours credited for the course.

Resources: Laptop and other Audio-visual equipment;

Course Requirements: Attendance, Exercises, Quizzes, Case Study analysis and Major
Exams and other materials required to submit.

References:
Relevant CHED Memo and Administrative orders s. 2006 and 2017, R.A. 11469

Textbooks:
Maleki, Abbas, Harvard Business Essentials, Managing Change & Transition,
Harvard Business School Press, Boston, 2003.

Davis, Keith and Newstrom, John, Human Behavior at Work, McGraw-Hill

International Book Co., New York, 1989

Schermerhorn, Hunt and Osborn, Managing Organizational Behavior, Wiley &

Sons Publishing, New York, 1985

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Outcome-Based Teaching and Learning Plan for Human Resource Management
 Martires and Fule, Management of Human Behavior in Organization,National Book
Store, Quezon City, 1993

wikipedia

Instructor Information : GERTRUDES N. OCHOA

Consultation Days :
Time :
Room :

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Outcome-Based Teaching and Learning Plan for Human Resource Management