ASIAN DEVELOPMENT FOUNDATION COLLEGE

P. Burgos St., Tacloban City

LESSON #3: EC 6
(Human Resource Management)

Topic: Pre – Hiring, Hiring, and Post – Hiring

o The Pre – Hiring Stage

 This stage includes two important HRM practices, namely, human resource planning (HRP) and task
analysis. These practices set the foundation for other HRM practices.
 Human resource planning helps managers identify the right number and type of people they need to
successfully execute their overall plan within a predetermined period of time. This is done to make sure
that there is a match between the qualifications of potential hires and the requirements of the job to
avoid workforce shortage or surplus.
 Job analysis is a methodical way of collecting, interpreting, and storing information about specific jobs.
This information will help identify the content of the work as well as the worker requirements needed to
perform the job. Through the job analysis, managers will be able to understand the qualifications needed
to do the job, know the duties of the incumbents, and describe the nature and conditions of the work to
be done.

o The Hiring Stage

 This stage comprises recruitment and selection practices. It deals with policies and procedures used by
organizations to fill an open position due to resignation, retirement, job abandonment, promotion, or
transfer.
 Recruitment serves as a tool to locate and entice job seekers who are eligible for the job. Recruitment
sources could be internal or external.
 Selection is choosing the best and the most qualified candidate from the pool of applicants. Selection
should abide by legal laws and should rightfully match employees’ skills with the job requirements.

o The Post – Hiring Stage

 The aim of this stage is to implement HRM practices that will improve and sustain employee work
performance level. This includes training and development, appraising and managing performance,
compensation and benefits, employee safety and health, separation.
 Training and development are both learning experiences designed to enhance workers’ capabilities.
Training provides employees the opportunity to learn and acquire additional skills and abilities intended
for the betterment of what they are currently doing. Development is more extensive because it prepares
employees for a possible upward step to the corporate ladder via intensive management development
programs that will squeeze their potentials and skill levels.
 For a training and development program to be effective, a firm should start by identifying the training
needs of its employees through a training needs assessment instrument, then creating an appropriate
instructional design and training method that will fulfill trainees’ needs. Once the training and
development program has been delivered, the firm should conduct an evaluation and follow up the
results to make sure that workers brought “back to the floor” what they learned from the training
session.
  Appraising and managing performance involve assessing employees, past and present performance
levels relative to certain performance measures. The purpose of an appraisal system is to determine
whether employee performance conforms or deviates from organizational standards.
 Providing feedback on performance evaluation results should be communicated immediately to the
concerned employee so he or she will know his or her strong and weak points, and make necessary
adjustments toward overall organizational improvement and success.
 Compensation consists of the pay and benefits received by employees from their employers in return for
their services. Pay comes in the form of either a wage or a salary. Benefits could either be monetary or
non-monetary form of compensation granted to employees over and above their pay. Benefits are
classified as those mandated by law (such as paid vacation and sick leaves) and those coming from the
generosity of the company (like clothing allowance, meal subsidy, employee discounts, and others). The
goals of compensation scheme is to motivate and retain the most qualified and competent workers
before they are “taken away” by the competition.
 Enforcing safety and health measures is not only the responsibility of employers or of the human
resource department, but that of the entire workforce as well. To protect the organizations and its
employees from danger and illness, a company through the initiatives of its human resource
management office should create and strictly impose health and safety policies to guarantee that every
employee is aware of his or her responsibilities in preventing and fostering a safe and healthy work
environment.
 Terminating an employee in the Philippines is a sensitive and serious personnel issue. It can be a
complicated process, especially after the employee gains a regular/permanent employment status.

o Current Trends in Human Resource Management

 Companies should set sound and objective selection standards and methods that will accurately measure
individual qualifications.
 Here are some factors that may have greater influence on HRM practices:
 An increasing workplace cultural diversity. This happens once a company employs workers with
different backgrounds.
 An emphasis on work and family issues. Several firms are responding to the needs of families by
providing managed – care programs, flexible time, and telecommuting.
 The tremendous growth of part-time and temporary employees. The use of contingent workers is
now expanding rapidly. It has extended between industries from manufacturing to services and other
occupations.
 The dynamic upgrading of technology. Technological advancement can have an enormous influence
on HR practices. It allows the company to improve its internal operations and core competencies. It
is essential for an HR person to keep up-to-date with technological developments with greatly impact
the type of people who manage the business. These developments will help identify and involve the
right kind of employees that provide better competitive advantage to any industry.

HRM Traditional and New Specialty Areas

TRADITIONAL SPECIALTY AREAS NEW SPECIALTY AREAS

Training and Prepares training needs Work and family life Develops and implements
Development assessment; creates programs family and work life balance
instructional programs; such as flexible time,
validates, implements, and compressed workweek, child
evaluates the training programs; care assistance, and other
 and assess results. programs that promote work
and family life.
Employee Writes job descriptions and job Cross-cultural Communicates
Compensation and specifications; designs job Orientation organizational rituals, norms,
Benefits evaluation instruments; and practices and
conducts market surveys for distinguishes them from
compensation packages; other nations.
constructs pay structure; and
develops benefits programs.
Employee Well – Creates committee for Managed Health Care Health care expenses
being employee health and safety; Programs continue to affect a
design health and safety company’s financial status.
programs; establishes a safe and In this regard, most
healthy work environment; and companies seek the
implements policies on health assistance of experts on
and safety managed health care to plan
for a better option for its
employees.
Recruitment and Determines job vacancies; Diversity Develops guidelines for
Selection locates and attracts qualified Management ensuring that discriminatory
job candidates; decides practices are prevented and
recruitment method to be used; that individuals are given
notifies job candidates; meets equal chances to employment
with job candidates; studies regardless of age, sex, race,
curriculum vitae; prepares for and other factors.
interview sessions; administers
employment tests; and makes
hiring decisions.

o Organizational Ethics
 Workplace ethics are statements or rules that determine right or wrong conduct in the workplace. It is at
the core of every professional; hence, HR practitioners need to express strong belief of integrity in order
to work environment characterized by confidence and credibility.
 HR professional and practitioners should be the main players and models of ethical behavior.
 Notwithstanding the passage of numerous legislations prohibiting unethical practices in the workplace, a
good number of employees are still unjustly treated by their employers, and even by their co –
employees.
 In this regard, HR professionals and practitioners must take a firm stand to defend the employees even if
it will mean the loss of their job. Above all, HR professionals and practitioners should behave ethically
themselves. Should they opt not to do so, they could be the source of the problem and receive much of
the blame.