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Human Resource Management (HRM): A Research Study Analysis in the

Academe Industry

Article · June 2022

DOI: 10.6084/m9.figshare.25998229.v1

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 Human Resource Management (HRM):
A Research Study Analysis in the Academe Industry

CHRISTOPHER M. LEE
Technological University of the Philippines - Manila
[email protected]

June, 2022

ABSTRACT

The construction of the research article is my understanding and my research

investigation requirement in the subject Human Resource Management (HRM). Since
March 2020, the Covid-19 strikes the Philippines that cause economic stress and
adversities which the education sector have to fully addressed and planned several
measureable processes to resolve problems about these global pandemic. One of these
challenges is the use of the HR Analytics and Metrics, by improving company
performance on reducing workforce costs, improving the quality of recruitment,
improving talent management and employee engagement, and by generally improving
the business productivity itself. Diliman College - Quezon City always use the concept
of HR Analytics and Metrics to ensure predictive management decisions always
analyzes, contributes, and fulfills the human resource demands of the organization.
Keywords: Human Resource Management (HRM), Covid-19, education sector,
HR Analytics and Metrics, Diliman College - Quezon City

INTRODUCTION

An HR review analysis and several HR educational mapping projects were made

so far to surpassed the challenges of today. That is why school administrators,
academic heads, and the subject teachers themselves are acquiring different strategies
on how recruitment and manpower requirements improve and appealing to them. It has
been said that before the companies settle to hire new employees, the firm should be
engage and maintain a formal recruiting processes that involves the three HR
components: Planning, Recruitment, and Employee Selection. HR Planning takes place
with the number of potential employees they are hiring. The skills, competencies and
other employee credentials must be achievable according to the manpower
expectations.
On the other hand, the Recruitment should be consistent in terms of their job
posting, campus recruitment, and referrals. This will measure hiring assessments,

Human Resource Management (HRM):

A Research Study Analysis in the Academe Industry 1
employment verifications, and competency objectives. Lastly, the Employee Selection
process contributes employment evaluations, feedbacks, which are generated by the
applicant overall qualifications. This will simply assess, checks, and evaluates every
skilled candidates on a given job position.

The research study article includes the existing HR programs and practices in the
academe industry are said to be guided by its following areas of concentration:
(a.) Recruitment – it focuses on how to calculate the hiring costs and job evaluations
and the selection process; (b.) HR Training Metrics – quantifiable and measurable by
using the ROI calculations; and (c.) Employee Productivity Metrics – refers to the job
productivity performance results of an employee in the private education sector.

Throughout the research study about human resource management (HRM) in the
academic sector, both quantitative and qualitative, and descriptive interpretations are
used to complete the research project. And to better support the entire research
problem, survey instruments were dependent on the following questions:

1.) What HRM Tool is being used by the company to measure the:
a.) Recruitment Metrics for Applicants
b.) Training HR Metrics for Employees
c.) Productivity HR Metrics for Employees
2.) Please give one computation on each of the given HRM Metrics?
(Recruitment, Training, and Productivity)
3.) From 1-3, please rate the:
For A: (3 = Satisfied; 2 = Not Satisfied; 3 = No Comment)
For B: (3 = Always; 2 = Not Always; 1 = No Comment)
For C: (3 = Agree; 2 = Disagree; 1 = No Comment)
For D: (3 = Always; 2 = Not Always; 1 = No Comment)
For E: (3 = Agree; 2 = Disagree; 1 = No Comment)
A. Effectiveness
B. Usefulness
C. Accuracy
D. Efficiency
E. Knowledge
4.) Any Comment or Suggestions?

Image 1. Survey Instrument used in conducting a research study

Human Resource Management (HRM):

A Research Study Analysis in the Academe Industry 2
 REVIEW OF RELATED LITERATURE

Hiring is the process of employing an individual. According to Doyle (2017),

companies undergo a sequential process before employing an applicant for a job
position that includes planning, recruitment and employee selection. Nowadays,
advancement of technology and modernized recruitment is evident and influential in
making a difference in positioning applicants in different organizations. Meanwhile,
innovation of technology and modernized employment is currently evident and
influential in making a difference in matching job applicants in different organizations
(Kishu, 2016) Unilab Foundation (2016). Equal work opportunities for all should be
given regardless of their productivity or ability to produce Joly & Venturiello (2012). HR
Analytics today is targeting critical workforce metric that link workforce strategy to
business results that finally provides HR a seat at the table and the integrity to make
business and workforce strategy decisions by identifying cost savings opportunities,
improving the retention of key talent and increasing workforce productivity and
efficiency. Higgins, J., Cooperstein, G. and Peterson, M. (2011) Larger organizations
and rapidly growing companies will often hire a full-time, on-staff recruiter or recruiting
team. Depending on the positions they are trying to fill, internal recruiters will often rely
on and manage the talent acquisition approaches referenced above. Depending on the
size of the company, a recruiting team will consist of HR professionals focused on talent
sourcing – generating candidate leads through sourcing channels such as job boards,
social media, and offline networking – and others focused on the actual recruiting of the
candidates – “selling” them on the benefits of joining the organization. In smaller
organizations, the internal recruiter will often perform both the sourcing & recruiting
functions, often while performing other HR generalist functions. Brenchley, C. (2019)
Meanwhile, a research study article entitled: “The Future of Work: A Literature Review,
2018”, the ILO focused on five dimensions of the future of work wherein current
changes will impact the world of work: (1) the future of jobs; (2) quality of jobs; (3) wage
and income inequality; (4) social protection systems; and (5) social dialogue and
industrial relations. The future of jobs refers to job creation, job destruction or the future
composition of the labor force. In contrast, the future of job quality touches on issues
like future working conditions or the sustainability of social protection system (Balliester
and Elsheikhi 2018).

Human Resource Metrics

Momin & Mishra (2015) highlight how the strategic workforce planning provides
a multi-dimensional approach towards building human capital. HR analytics help to
identify the skills and create the leaders of tomorrow. Thus, with the help of HR
analytics a strategic workforce plan will reduce attrition rate, mitigate risks and build a
value added training culture for the organization.

Human Resource Management (HRM):

A Research Study Analysis in the Academe Industry 3
Human Resource Metrics and Business Impact

Ulrich’s study (1997) shows the impact of HR on business results, by showing

how HR practices relate to a business’ balance scorecard through productivity, people
and process indicators; and by showing how to audit HR practices, professionals, and
departments. He also argues that one of the most common weaknesses of HR
professionals is fear of quantitative, measurable results and such fears may come form
a lack of knowledge or experience with empirical assessments of HR work. Several
studies look into the relationship between technological progress and labor market
outcomes. For instance, Aghion and Howitt (1994) cite two ways in which
technological progress affect employment opportunities: (1) as new technologies serve
as a substitute for labor, workers are forced to reallocate their labor supply –this is
referred to as the destruction effect; (2) higher productivity will encourage more
industries, expanding employment opportunities for workers –this is referred to as the
capitalization effect. Golden and Katz (2009) explain that workers are able to survive
such changes in the labor market due to their ability to adapt and retrain themselves
through education.

RESEARCH METHODOLOGY

This research paper is both a quantitative and qualitative study about the HR
Metrics made by Diliman College - Quezon City. These are facilitated through the use of
available resources within the organization like electronic proposals and survey
instrument reports. The following tools given are being used in conducting a research
study, and some were done by interviewing few HR personnel of the said organization.
Throughout the said research study, the information are considered comprehensive
based on the gathering of information.

Part 1. Human Resource Management (HRM) Metric: Recruitment

Recruitment in Diliman College - Quezon City whether teaching or non-teaching

job positions involves several steps on how HRM are considered for their standard
human resource mechanisms and selection processes in the company. For many years
now, the academic institutions relied on its single recruitment and advertisement
method: that is to advertise all teaching and non-teaching vacancies in a newspaper,
online job portals like Indeed.com.ph and Jobstreet.com.ph, and to their website. The
basic job requirements were to place these publications lasted for 2-3 weeks. This will
always be dependent on the number of job vacancies and employment substitutions
within them. My employment as a SHS Faculty from the said employer took me 2 weeks
to complete the entire application. Of course, there were several HR processes to
comply, and there are some employment requirements to be submitted.

Human Resource Management (HRM):

A Research Study Analysis in the Academe Industry 4
 DILIMAN COLLEGE - Quezon City
Job Vacancy for SHS Faculty Members
Second Semester, 2018-2019

The potential candidate should possess the following job requirements:

■ Bachelor’s/Masteral/Doctorate Degree in Business, Accounting, Financial
Management, and other Business related courses.
■ Previous SHS/College Teaching experience is a must
■ Computer Literate and knows how to use computer equipment
■ Ability to encourage students to achieve learnings at school
■ Trainable and efficient
■ Possess excellent communication skills in both Filipino and English
■ Responsible and Professional
■ Dedicated and enthusiastic SHS teacher
■ Hardworking and committed
Image 2. Sample job advertisement of Diliman College - Quezon City

The job application package included the following information:

 An application form
 A company brochure about the school information
 And a formal application letter that details the entire application process

Recruitment and Selection Process:

The recruitment and selection processes for both teaching and non-teaching
positions were not strict and rigid not to be compared with supervisory and managerial
positions. Job advertisements were posted on both newspaper (classified ad section),
online job portals, and from their company website 30 days in advance before the
selection, onboarding and the start of the school year. Job titles and job descriptions are
specifically arranged based on the manpower requirements. Applicants must apply
online or face-to-face according to their credentials and qualifications. Potential
applicant who passed the preliminary selection were being called for the next step of the
application. For teaching positions, a teaching demonstration is a requirement to
measure the mastery of teaching skills of the applicant. For non-teaching positions,
initial and panel interviews must comply and pass by the candidate.

Human Resource Management (HRM):

A Research Study Analysis in the Academe Industry 5
Human Resource Management (HRM) Metric used by the Recruitment:

As I got the Survey Instrument used and gathered the research results, it is
finally revealed that the academic institution uses one of an HRM metric known as the
“Time to Fill” and “Time to Hire”. These human resource management (HRM) metric
were used to facilitate their overall recruitment process on both teaching and non-
teaching positions of the organization. As the institution execute these HRM metric, the
HRM progression on hiring teaching and non-teaching positions will not take longer than
unusual. The management also decided to consider applicants based on their
performance on both oral and written assessments and the HRM behavior factor.

1.) Time to Fill Human Resource Management (HRM) Metric: Lancu, S. (2022)

Time to fill is one of the most crucial recruiting metrics for any organization,
irrespective of industry, size of organization, and role. Time to Fill refers to the number
of calendar days it takes to find and hire a new candidate is typically measured by the
number of days between approving a job requisition and the candidate accepting your
offer. Some companies choose a different moment for the starting point of measuring
time to fill. Other options besides having approved a job requisition include:

 a hiring manager submitting a job requisition for approval

 publishing a job opening online

Benefits of measuring Time to Fill?

 It enables you to plan your recruitment efforts better. By measuring time to

fill, you understand on average how long it takes to replace someone with similar
experience. As an example, let’s say you are replacing a senior economist. After
doing the calculation, you understand that it takes 45 days to fill this vacancy.
This then allows you to start recruitment efforts at the right time. You’re also able
to build contingency plans during the time the role is vacant. It allows you to plan
onboarding and handover procedures more effectively too.

 Resolving inefficiencies in your recruitment process. As you continue to

track this metric, you will be able to spot areas of inefficiencies in recruitment and
streamline your strategy. You’ll start to understand which roles take longer to fill
and which departments take longer to fill a position. You also get a grasp on
which talent source is the most effective. For example, some roles are filled
faster with an agency, whereas other roles are best filled with a LinkedIn job ad.
Time to fill will provide you with the answers as to which is the most effective
source.

Human Resource Management (HRM):

A Research Study Analysis in the Academe Industry 6
  Reducing the cost of unfilled positions. Time to fill helps an organization save
money. Firstly, place job adverts cost money; the less time a role is advertised,
the greater your savings. Secondly, when a role is vacant, it costs money to pay
employees to work overtime. It also increases burnout and stress in the
workplace, which is in the long term a very high cost. Finally, the longer it takes
to hire someone, the lower your customer satisfaction is likely to be, which
affects the company’s overall performance and profits.

Remember, when calculating time to fill, you need to adjust the metric to what
makes sense for your company. It is an excellent metric for business planning. Time to
fill offers you a realistic view of how long it will replace a departed employee. It helps
you plan your hiring efforts better and serves as a warning when your hiring process
takes too long. In addition, it has a positive net effect on everyone’s time, as it means
less overtime and greater stability.

2.) Time to Hire Human Resource Management (HRM) Metric:

Time to Hire is what amount of time it requires for a Human Resources gathering
to enroll a picked job candidate. It gauges the speed and efficiency of your
HR Department, and can be an indication of competition in the professional career
market. Also, a compelling HRM technique for assessing the efficiency of a Human
Resources Team is to look at measure of time its expectation to enroll a contender. This
estimation can help you with understanding how well the gathering executes when the
right candidate applies, including how quickly HR recognizes them and how extended it
takes for the competitor to recognize the suggestion. This estimation may moreover
decide if there's an issue in your utilizing cycle and how quickly your HR Department
decides when they can track down the right candidate for a job position. Understanding
HRM deficiencies can also help you when seeking after the most ideal HR decisions to
additionally foster your utilizing cycle. The Time to Fill and Time to Hire HRM Metric
can be used as often as possible in 30 days or more in the HRM cycle of a company.

Time to Hire 1 + Time to Hire 2 + Time to Hire 3

Time to Hire =
(Average Time to Hire) Total Number of Job Positions

Time to Hire = Day Candidate - Day Candidate

(Standard Time to Hire) accepts the Job Offer applies for a Job

Time to Fill Position 1 + Time to Fill Position 2 + Time to Fill Position 3

Time to Fill =
The Number of roles recruited for the time period

Image 3. Formulas of Time to Hire, and Time to Fill

Human Resource Management (HRM):
A Research Study Analysis in the Academe Industry 7
Differences between Time to Hire and Time to Fill:

Basis Time to Hire Time to Fill

Questions How many days does it How long is the whole
takes the Human recruitment process, from
Resource to hire qualified the job creation and to
candidates for the said job hiring a newbie?
vacancies?
Starting Point The first applicant during Job creation, including job
the application process opening and job
advertisement
Information Selection Process Recruitment Process
about
Purpose Able to see the efficiency The purpose is to plan first
of the whole recruitment an HR hiring process.
process.
Length Shorter Longer
Table 1. Differences between Time to Hire and Time to Fill HRM Metric

Part 2. Human Resource Management (HRM) Metric: Return on Investment (ROI)

Measuring the Return on Investment (ROI) in a given Human Resource Planning

to every schools, colleges and universities has its own challenges and collaborative
effort. Also to mention the culture and diversity of a given institutions, and considers
their HR metric as a comparative concept of ROI across to other academic businesses.
But there is always one global purpose that measures ROI, every firm considers profit
development and utilizations from their business operations. As for the concept of
human resource, ROI simply describes as a measurement on how recruitment and
selection are very useful and beneficial to employees. In addition, getting human
resource ROI in most academic institutions are very useful, because it concerns of
putting a career investment from their employees.

Selecting a ROI model that is fit-to-purpose for human resource, and suits the
type of data available is imperative in order to produce useful and practical information.
The decision is to include social or economic returns will always influence your choice,
along with adopting an evaluative (actual return) or forecasting (potential return)
perspective. For example, the Cost-Benefit Analysis assigns monetary value to training
costs to determine the cost-benefit ration, the Social Return on Investment approach
has a stakeholder-driven evaluation with a strong focus on social impact, while the net
Present Value model compares the value of money now to the value in the future.
Ultimately, a ROI model must add value and measure the factors that matter to the
stakeholders UNESCO and NCVER, 2020.
Human Resource Management (HRM):
A Research Study Analysis in the Academe Industry 8
Return on Investment Indicators from a Job and Non-Job employment activities:
UNESCO and NCVER, 2020

INDICATOR MEASURE EXAMPLES OF

MEASURES
1.) Employability Skills Attainment of employability Attainment of employable
skills for those who have skills and knowledge that
completed training are required to get a job
and participate effectively in
the workforce. This include
communication, self-
management, planning,
teamwork, decision-making
and problem solving.
2.) Employment Employment rate of those Proportional employment
not employed before scale who are considered
training employed at the end of
training or job orientation.
3.) Improved Employment Improved employment Proportional improvement
Status status of those employed scale towards employment
before training who have status and other
completed training employment circumstances.
For example, casual to
permanent status; part-time
status to full-time status; or
promoted to a higher level
of employment.
4.) Wages/Earnings Income of full-time workers Employment earnings of
after training those employed full-time
after such training or
orientation. It also measure
by gross net earnings,
gross monthly earnings,
weekly earnings, pre-tax
hourly wages or annual
earnings.
5.) Entrepreneurship Attain of entrepreneurial Attainment of skills,
skills and knowledge knowledge and attributes
that aim to build an
entrepreneurial mindset
and skillset required to
transform ideas into action.
Table 2. Job related ROI indicator and measurement for employed individuals
Human Resource Management (HRM):
A Research Study Analysis in the Academe Industry 9
 INDICATOR MEASURE EXAMPLES OF
MEASURE
1.) Well-Being Employees that have an Improved self-esteem
improved sense of well- Improved confidence
being after training or Life/work satisfaction
orientation. Self-rated health
Satisfy financial capabilities
2.) Foundation skill gains Employees that have an Attainment to language
improved foundation skills literacy, numerical skills,
after their training or and financial literacy
orientation.
3.) Socio-economic status An improved socio- Proportional employment,
economic status of positive changes to
employees after the employment status,
completion of their work / household income, remoted
training. living standards.
4.) Social inclusion Participation in social and Membership of a club or an
team building groups or organization or social
campus communities. network group,
volunteering, & association.
Table 3. Non-Job related ROI indicator and measurement for employed individuals

Calculating the return on investment for human capital is complex. It requires you
to allocate a financial benefit to a human capital initiative. This is not always as
straightforward because how do you actually know that, for example, a learning
intervention directly contributed towards an increase in revenue? There are so many
variables that could affect the outcome, including market volatility, change in conditions,
and even luck. The ROI Institute, however, developed a model that is able to accurately
calculate HCROI. Vulpen. E.V. (2022)

Before we go for a sample Human Capital Return on Investment (HCROI)

computations, the following are the main steps in gathering data information:
Vulpen. E.V. (2022)

Step #1 – Evaluation planning

This is the part to clearly define the objectives of your human capital initiative. For
example: “Hire three IT network developers” or “Implement a talent exchange program
in the marketing department” or “Achieve an Employee Net Promoter Score of +20”.

Step #2 – Data collection

This is the collection of data pre, during, and after implementing an HC program or
action. During this period, you may collect human capital metrics: hard data (which you
can do via HC systems) and soft data (which you can gather in employee satisfaction
Human Resource Management (HRM):
A Research Study Analysis in the Academe Industry 10
surveys, on-the-job observation, etc.).

Step # 3 – Data analysis

To calculate ROI of human capital, this is one of the most important steps. You need to
analyze data on two fronts:

Step # 4 – Isolate the effects of the HC initiative or program

This is important because many factors can influence performance, and you want to
specifically measure the impact of human capital. There are many ways to do this,
including launching a pilot program, using trend lines to show differences, customer
input, external stakeholder feedback, and using subject matter experts to analyze
effects.
Step # 5 – Convert HC data to financial output
This requires the cost of every human capital program to be accounted for and given a
value. This is situation-dependent. As an example, due to a training program, an
employee might develop an additional product. That additional product is thus converted
to a profit or cost-saving, depending on the initiative’s outcome.

Once you have followed the above steps, you will have enough information to
calculate the financial return with this formula:

Net Benefits - Cost

HCROI =
Cost

Suppose you roll out a “Campus Job Fair” initiatives in the workplace, costing
approximately Php 250,000 good for 5 days. Those are your human capital expenses.
The savings for (reduction in stress, absenteeism, burnout, etc.) made this initiative
amounts to Php 700,000. Therefore:
HCROI = Php 700,000 – Php 250,000 / Php 250,000
= 2 (which is represented as a ratio 2:1)
This means that for every Php 1 you spent on the wellness program, there was a
benefit of Php 2. There are variables you need to consider, of course, when analyzing
things in this way (for example, the measurement period of the cost-saving). As long as
the data and time frame are consistent, this is a highly effective way to calculate
HCROI.

Benefits of using the human capital ROI as a metric and KPI:

 Understanding the impact of your human capital initiatives. You can see
what results your initiatives bring. That way, all your decisions are data-based,
and every dollar spent can be accounted for.

Human Resource Management (HRM):

A Research Study Analysis in the Academe Industry 11
  Showing tangible results of HC initiatives to the leadership. Essentially,
you’re able to quantify the business impact of your efforts and show it to the
leadership. For example, you’re able to directly translate the results of HC
initiatives such as a “talent exchange program” to the financial impact on the
business.
 Identifying and filling the gaps in human capital. The data helps you
understand where your organization is excelling and where it lacks in terms of
human capital. You’re able to clearly see through data what adding or subtracting
human capital will have on the business outcome.
 Improve your HC processes. Through a variety of feedback mechanisms
received as a result of calculating ROI, you’re able to improve your human capital
management practices and processes. Along the way, you’re able to make
adjustments (in real-time as well) and understand specifically which part of the
HC process needs improvements.
 Eliminate ineffective HC processes. You’re also able to close or remove any
human capital initiatives that are not effective. If, for example, a talent exchange
program is yielding no financial benefits after five years, you’re able to close the
program or make adjustments along the way. Either way, you’re able to cut down
on costs.

Part 3. Human Resource Management (HRM) Metric: Employee Productivity

Organizations today are facing the question of how to accurately measure

productivity, particularly as the world becomes more and more remote. Furthermore, the
question of measuring productivity has moved beyond measuring a simple ‘output.’ It is
nuanced, taking into account external and internal factors and the organization’s needs
at a particular given point. Organizations and employees have always searched for
ways to generate the greatest amount of output in the shortest space of time. And to
demonstrate this, you have to be able to measure it. Vulpen, E.V. (2022)

Why calculate productivity in the workplace? Vulpen, E.V. (2022)

Productivity is a metric that helps you understand when and how your business
needs to adjust to achieve better results. Let’s take a deeper dive into some other
reasons why calculating productivity is essential:

 Workforce optimization – Calculating productivity helps an organization

understand their current workforce and make changes along the way in the face
of changes. It provides the data to make tweaks to employee work schedules
and organizational structure, reduce operational costs, and optimize employee
performance.

Human Resource Management (HRM):

A Research Study Analysis in the Academe Industry 12
  Creating financial impact – Calculating productivity is equivalent to keeping a
finger on your organization’s pulse. In the changing market, you’re able to adjust
employee processes or workflow to optimize for performance. As a result, you’re
always able to ensure an organization is in the best position to increase profit
while maintaining the same level of effort.

 Tracking changes to productivity – You’re able to see if anything changed and

take action where necessary. Furthermore, you’re also able to be aware of any
signals that could lead to irrecoverable damage.

 Managing your business – A firm understanding of your organization’s

productivity levels allows for better decision-making. You’re able to manage the
front line of your business and customer expectations. It also identifies areas of
concern in operations and whether or not you need to expand your team or
implement a new operating model.

To calculate productivity, the formula is:

Productivity = Output / Input

Example #1:
Let’s take, for example, an organization that produces laptops. In one month,
they make over 200,000 laptops, with 40 employees, working 18 days and 9 hours per
day over a period of 6 months.

Details #1
No. of laptops 200,000
No. of labor hours per day 9
Months 6
No. of days worked in a month 18
Number of employees 40
To work out your total input, do the following calculation:

Input = 40 (# of employees) x 9 (# of hours of work per day) x 6 (# of months) x 18 (# of

days worked in a month).

That’s 38,880.

Productivity = 200,000 / 38,880 = 5.14

That means for every hour, 5.14 of output was produced. In other words, the
company produced 5.14 laptops every hour.
Human Resource Management (HRM):
A Research Study Analysis in the Academe Industry 13
Example #2:
Now, let’s say the organization decided to hire an operations manager that
optimizes processes and the workflow. This leads to a more significant increase in the
number of laptops produced but maintains the same amount of effort. As a result, the
data reflects the following:
Details #
No. of laptops 270,000
No. of labor hours per day 9
Months 6
No. of days worked in a month 18
Number of employees 41

As a result, your output would be 6.8.

That’s a difference of 1.66 in productivity produced just as a result of one hire.

You can see how having the data in front of you and one change or tweak can
significantly impact the overall productivity numbers and total output.

Considerations when calculating productivity: Vulpen, E.V. (2022)

 Industry factors – Consider that not all industries operate in the same way. In
environments such as manufacturing or sales, where it is easy to represent
productivity in numbers, it is easy to measure productivity. As an example, the
IFC presents that the global metric for a customer service call to be answered is
within 20 seconds at least 80% of the time. These all have nuances, as certain
industries are more complex than others. Some industries, however, have
measured are not as tangible. This is where using management by objectives or
360-degree feedback becomes useful.

 Organizational targets and benchmarks – It is possible to use external

benchmarks to measure workforce productivity. This might be represented, for
example, the average number of sales made per hour in a particular industry or
the drop-off rate for sales calls. However, this does not apply to all jobs. Again,
for service-related jobs, you may want to establish internal benchmarks and
organizational targets.

 Efficiency (and how it differs from productivity) – It’s essential to establish a

clear difference between productivity and efficiency—both of these need to be
calculated. Productivity is an indicator of output over time, but efficiency indicates
how well a task is completed. For example, an employee might be able to
develop three sales presentations in one week, whereas another might create 20
sales presentations in the same period of time.

Human Resource Management (HRM):

A Research Study Analysis in the Academe Industry 14
How to improve productivity? Vulpen, E.V. (2022)

 Use technology to automate repetitive tasks – In HR, for example, automation

can include interview scheduling, onboarding document signing flows, etc. At the
same time that tasks are automated, upskill employees in other way. Again, in
HR, that could mean helping them develop their business acumen or their HR
strategy & leadership skills. That way, you can ensure a productivity increase.
 Work on employee engagement – Engagement and productivity go hand in
hand. So if you want to make sure that your employees are productive, you have
to continuously work on employee engagement. Research shows that engaged
employees are up to 17% more productive than their peers. That’s quite a
considerable difference if you calculate that across an entire organization.
 Clearly define what productivity means for each role/team – Everyone must
understand what it means to be productive. It also includes setting clear goals.
This will be vastly different across roles, and based on that, the ways you
measure productivity will also differ (as we’ve discussed above).

RESEARCH FINDINGS

Part 1: Human Resource Management (HRM) Metric: Recruitment

Based on the survey instrument used in the getting research outputs about the
HRM Metrics, both qualitative and quantitative interpretations and analysis were made
to support the research study itself:

HRM Metric (Time to Fill) Applicants Employees

Time to Fill Yes No
Return on Investment (ROI) No Yes
Performance Productivity No Yes
Table 4. Research Survey results about HRM Metric (Time to Fill)

HRM Metric Satisfied/ Not Satisfied/ No

(Time to Fill) Always/ Not Always/ Comment
Agree Disagree
A.) Effectiveness 
B.) Usefulness 
C.) Efficiency 
D.) Accuracy 
E.) Knowledge 
Table 5. HRM Metric results using Time to Fill
Human Resource Management (HRM):
A Research Study Analysis in the Academe Industry 15
 HRM Metric (Time to Hire) Applicants Employees
Time to Hire Yes No
Return on Investment (ROI) Yes Yes
Performance Productivity No Yes
Table 6. Research Survey results about HRM Metric (Time to Hire)

HRM Metric Satisfied/ Not Satisfied/ No

(Time to Hire) Always/ Not Always/ Comment
Agree Disagree
A.) Effectiveness 
B.) Usefulness 
C.) Efficiency 
D.) Accuracy 
E.) Knowledge 
Table 7. HRM Metric results using Time to Hire

From the previous pages of the research study, I included the Formula in getting
the “Time to Hire” and the “Time to Fill”. The company uses these formulas to come up
with a positive and accurate HRM results towards their recruitment and selection
processes. The number of applicants varies in the application event from the manpower
requirements that were invited and scheduled. The recruitment and selection process is
good for 30 to 60 working days. Only qualified and shortlisted candidate were selected
thoroughly by the management.

Time to Hire 1 + Time to Hire 2 + Time to Hire 3

Time to Hire =
(Average Time to Hire) Total Number of Job Positions

Time to Hire = Day Candidate - Day Candidate

(Standard Time to Hire) accepts the Job Offer applies for a Job

Time to Fill Position 1 + Time to Fill Position 2 + Time to Fill Position 3

Time to Fill =
The Number of roles recruited for the time period

Image 3. Formulas of Time to Hire, and Time to Fill

Human Resource Management (HRM):

A Research Study Analysis in the Academe Industry 16
Part 2: Human Resource Management (HRM) Metric: Return on Investment (ROI)

Net Benefits - Cost

HCROI =
Cost

Suppose the firm roll out a “Campus Job Fair” initiatives in the workplace, costing
approximately Php 50,000 good for 10 days. Those are your human capital expenses.
The savings for (reduction in stress, absenteeism, burnout, etc.) made this initiative
amounts to Php 20,000. Therefore:
HCROI = Php 50,000 – Php 20,000 / Php 20,000
= 1.5 (which is represented as a ratio 1.5:1)
This means that for every 1 you spent on the program, there was a benefit of 1.5.
There are variables you need to consider, of course, when analyzing things in this way.

Part 3: Human Resource Management (HRM) Metric: Employee Productivity

The results of the research survey regarding Employee Productivity index

presented by the company is to measure its Employees Performance Indicator (EPI).
Among its employees of the said organization, the HR department is to acquire and
regulate the EPI, that are intended to know the job performance and productivity of the
employees:

Employee Needs
Performance Excellent Satisfactory Adequate Improvement
Indicator
1.) Dedication 18 2 - -
2.) Performance 2 15 3 -
3.) Cooperation 3 16 1 -
4.) Initiative 4 10 6 -
5.) Communication 5 9 6 -
6.) Teamwork 15 5 - -
7.) Character 17 3 - -
8.) Responsiveness 15 3 2 -
9.) Personality 17 3 - -
10.) Appearance 17 3 - -
11.) Work Habits 15 5 - -
(Legend: n = 20)
Table 8. Survey Results of the Employee Performance
Human Resource Management (HRM):
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Human Resource Management (HRM) Interventions:

Compensation and Benefits

Motivation (Incentives and Rewards)
Performance Appraisals
HUMAN RESOURCE
Assessment Centers and Competency Training
MANAGEMENT (HRM)
INTERVENTIONS Succession Planning and Career Pathing
Leadership and Executive Development
Retirement Planning

Image 4: Human Resource Management (HRM) Interventions in an academic setting

The Human Resource Management (HRM) Intervention used by the said

academic institution is greatly affecting their overall HR functions of the organization.
These were set by the management and executives to look into the possible academic
integrations, business strategies, and their HRM progressions. Primarily, the HRM
Interventions quantifies the human resource management processes and evaluations,
to ensure the HRM guidelines and standards of hiring and firing employees are always
met. This will also serve as their basis for HRM policies and company regulations.
Amendments and changes on this HRM Interventions can still be part of their HRM
discretions and management directives.

And as for any HRM conflicts and its timeline solutions or actions, the
management always relied and dependent on the company handbook of employees
aside from its HRM Interventions of the organization. This is to make sure that proper
HRM resolutions are being guided on the HRM Interventions and business operations.

1.) Employees Compensation and Benefits:

The employees’ compensation and benefits programs are related to cash which
targeted compensation courses of action, that includes consolidated repayments,
delegates' previous remunerations, employees monetary arrangement, and motivational
benefits factors of employees. Every compensation and benefits programs are done by
a pay for work execution, pay disputes, yielded pay, prosperity or incidental pay, pay to
risk security, grievance pay, and the pay to spousal employees compensation when
there is employment inclinations.

2.) Motivation (Incentives and Rewards):

The motivation driving force interface pay with a standard employment execution are
usually arranged in a full business intent for every rightful chosen employee. These can
be short or a long incentive employment stretch, and can let the employees enjoy his or
her employment tenureship. The monetary inspiring powers for additional remuneration,
flexible differential pay, yielded pay, and various pre-requisites and employment
Human Resource Management (HRM):
A Research Study Analysis in the Academe Industry 18
considerations should be assessed and processed according to the Human Resource
Management guidelines. Examples of this are: management incentives, that is
considered participatory goal setting and decision making, and other career motivational
opportunities.

3.) Employment Performance Appraisals:

Employment Performance Appraisal (EPA) are also considered HRM assessments and
evaluations. This to help individuals in managing their employment progression, and
and to create a positive performance indications. The examples of this are various
moterary benefits for a positive and affirming employment assessments, able to perform
jobs effectively, and a clear progressive employment goals, and better a human
resource orchestrating. It also suggests a that employees whether rank and file and
supervisory employees to execute positive and progressive employment assessments
so that performance appraisals kicks in. This may also effect on every employees
performance productivity status and promotional aspirations. Proper evaluations and
feedbacks are also an effective ways to measure each of the employees performance
appraisals. For some, monthly perfect attendances, and an outstanding job status are
given to deserving employees in the company.

4.) Assessment Centers and Competency Training:

The employees’ competency and training process is where the standardized
employment assurance frameworks are applied into. It generally separates the
management employees training evaluations from the rank and file employees. Every
employees must be trained and evaluated whether they are prepared and competent on
performing their destined capacities. Others see it as a retraining and retooling each
employees where HR executives usually evaluates, give notice, record, and survey how
employees comply with any working conditions in the company. Training manuals, and
modules talks about employees performance welfare, account specifications and
employment practices where employees should know about.

5.) Competency Planning and Career Pathing:

Competency Planning and Career Pathing is a purposeful distinctive employment
evidence where employees aspires for a corporate senior positions. It entails long term
employment stretch by organizing developmental management roles. Also, it means
competency planning and a career pathing development that is to contribute leadership
undertakings to qualified and aspiring academic head, faculty office supervisor, and
other academic managers upward career development. And to integrate better
organizational career pathing and

6.) Management and Supervisory Development:

Employees from the supervisory positions that involves on improvement and
development is the Human Resource Management (HRM) policy guidance, planning,
knowledge transfer, management skills demonstrations as managers and supervisors
by their respective organizations. It is also connected to an adjusting workplace by
Human Resource Management (HRM):
A Research Study Analysis in the Academe Industry 19
means complexity, strong and manageable organization that maintains the corporate
primary objective, framework, goals, targets, and market position. An authoritative
progression made by supervisors and managers are expected to work at professional
means and be responsibly meeting the objectives of an association and the necessities
of its laborers. The driving force of supervisors and managers are also measure on its
leadership skills, competence and management authority.

7.) Retirement Planning:

To have positive experiences in retirement, people ought to plan. At absolutely no point
in the future is retirement looked at as withdrawal, retreat, and confinement, and
retirement Planning. To have positive experiences in retirement planning, employees of
a certain firm must always plan ahead. Better Retirement Planning will never be looked
as an employment withdrawal, retreat, and employees solitude. The current labor
guidelines suggests that new words for retirement planning will be the employees’
reorientation, recommitment, reinvention, reinvolvement, regeneration, renewal,
renovation, redirection, reinvestigation, replenishment, and reexploration. Retirement
planning is usually part of a benefits employment package. A retired employee should
know also and be aware about finding their retirement planning arrangements, and
personal life satisfaction.

CONCLUSIONS AND RECOMMENDATIONS

Only rightful and qualified candidate to any job positions are usually chosen by
different companies according from their Human Resource Management (HRM)
proposals they get into. So it means, a potential applicant should know the valuable
aspect of recruitment and selection process. Wherein the Recruitment process are done
in a fast paced HRM evaluations, while the Selection process requires a lot of HR and
management assessments and approvals. But several HRM metric/s can be done to
make these human resource management process for an organization be easier and
effective for them. And to make an organization be an HR manageable and successful,
here are some of the human resource management (HRM) recommendations to follow:

1.) Hire the Right Workers: The business have to show how they're utilizing the right
employees in a single company, and who can join them by means of their standard
recruitment process. If the business operations have a social occasion of employees
who are valuable and can oversee everything, the company had to resolve issues and
challenges right away for involving candidates’ personal traits and work inclinations.

2.) Show the applicants how they're very important: This is to make sure that every
qualified candidate on a given job vacancy are very important and how critical they are
in terms of employment selection. Occasionally, the recruitment selection really works
on both clerical and supervisory positions. During this stage, applicants should know

Human Resource Management (HRM):

A Research Study Analysis in the Academe Industry 20
how to appreciate, give time, and value every application they have in one company.
Because at the end the day, the rightful owners of the firm will have to make their own
decisions and employment arrangements for the chosen and successful newbie
selected.
3.) Listen to Applicants Feedback: Always give your applicants a chance to give
considerations or suggestion analysis. Make an effort to listen and have pardon on
some feedbacks made by applicants, so that company will make its recruitment
adjustments. Then, reclassify every recruitment and selection process on each levels of
job titles, and have an enough time to adjust and follow company guidelines on the
employment selection of employees.

4.) Invest in Human Resource Planning: Once the company decided that they are
ready to initiate recruitment, selection, employment evaluations, and other human
resource management processes, the organization have to remember that offering jobs
to qualified applicants should be plan first, assessed possible human resource metrics,
and invest in human resource planning. The benefits and effects of a human resource
planning, like job advertisements, applicant’s evaluation processes and other related
human resource expenses are very important to reduced unwanted HRM conflicts and
problems for them to value business investments and profits.

As we shortlisted and considered newly hired employees to our businesses,

please remember that the HRM metrics mentioned above are very effective and can be
use in a logical and measureable circumstances. But of course, the management and
the HRM discretions and decisions are still the ultimate power to consider on hiring and
firing employees within. So in other words, know the person first based on his/her
personal traits and character (attitude and behavior) and quantify them based on their
work experiences and capabilities to work (competencies).

Human Resource Management (HRM):

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 COMPANY BACKGROUND

DILIMAN PREPARATORY SCHOOL (DPS)

and DILIMAN COLLEGE (DC)
www.dps.edu.ph / (02) 89310731

INTRODUCTION:

Diliman Preparatory School (DPS), an academic and a private educational

institution that are located in Commonwealth Avenue and Mindanao Avenue, Quezon
City offers Basic Quality Education: Grade School, Elementary, High School; Diliman
College (DC) for Senior High School K to 12 Curriculum Programs and College Degree
Courses showcased its successful educational approach of the “Whole Brain Learning
System”, that enables a student with its educational philosophy that brings out the
Genius in every child. As introduced by Dr. Eduardo Morato the 7 self-mastery skills: to
do, to feel, to communicate, to intuit, to lead and to be. Whereas, the DPS academic
curriculums were further enriched exclusively on our students’ learning developmental
goals and aspirations.

Celebrated its 50 years last 2019, DPS and Diliman College in both
Commonwealth Campus and Mindanao Avenue Campus maintains its quality education
among students, kept and updates their state-of-the art facilities and other unique
programs, such as, English Proficiency Intervention (EPIP), Space Science, Robotics,
Tourism Program, and Health Lifestyle Programs and among others. Also to mention
our social responsibility, and moral formation towards our students’ academic
achievements.

MISSION AND VISION:

“Bringing out the Genius in every Child.”

CORPORATE VALUES:
 Academic Excellence
 Moral Formation
 Social Responsibility
 Lifelong student learning success and future rewarding careers
 Respect for cultural diversities
 Ethical citizenship and academic stewardship
 Responsibility driven and an open communication

Human Resource Management (HRM):

A Research Study Analysis in the Academe Industry 22
 REFERENCES

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15, 2019)

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Cost-Per-Hire: American National Standard (2012). American National Standards

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Deterline, W.A. and Rosenberg, M.J. Eds., (1992). Workplace productivity: Performance
technology success stories. Washington, D.C.: NSPI, pp. 5-6. Used with
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Goldin, C., Katz, L.F., 2009. The Race Between Education and Technology. Harvard
University Press.

Higgins, J., Cooperstein, G., Peterson, M. (2011). HR Analytics as a Strategic

Workforce Planning

Joly, E., & Venturiello, M. (2012). Persons with Disabilities: Entitled to Beg, not to Work.
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Lancu, S. (2022). What is Time to Fill? Everything You Need to Know About This
Recruiting Metric. Academy to Innovate HR (AIHR).
https://www.aihr.com/blog/what-is-time-to-fill/

Momin, W.Y.M., & Mishra, K. (2015). HR Analytics as a Strategic Workforce Planning.

International Journal of Applied Research, 1(4), 258-260.

Ulrich, D. (1997). Measuring Human Resources: An overview of practice and a

prescription for results. Attitude as it relates to Training and Work Proficiency.
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Understanding the Return on Investment from TVET: A Practical Guide, (2020). United
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National Centre for Vocational Education Research (NCVER).

Unilab Foundation (2016). Project Inclusion. Retrieved from

http://www.unilabfoundation.org/ULFWeb/6/program/project-inclusion

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for the Education of Children inDifficult Circumstances: street children, working
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%20a%20valuable%20skill

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Human Resource Management (HRM):

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 APPENDICES

JOB PERFORMANCE EVALUATION FORM:

Employee’s Name: ____________________ Employee ID No.:________________

Job Title: __________________________ Date of Evaluation:__________________
Department:________________________ Supervisor’s Name:__________________
Please Check:
New Employee:_____ Old Employee:____ Termination:____ Others:_______

EVALUATION FACTORS: [5]

E S A NI

Dedication Reports to work on time.

Uses time constructively.

Performance Good working knowledge of job

assignment.

Organizes and performs work in a

timely, professional manner.

Cooperation Willingly accepts work assignments.

Willingly accepts changes in

assignments not directly related to job.

Initiative Performs assigned duties with little or

no supervision.

Performs assigned duties with little or

no supervision, even under pressure.

Strives to meet deadlines.

Communication Communicates clearly and intelligently

in person and during telephone
contacts.

Teamwork Works well with fellow employees

Human Resource Management (HRM):

A Research Study Analysis in the Academe Industry 25
 without friction.

EVALUATION FACTORS: [5] E S A NI

Character Accepts constructive criticism without

unfavorable responses.

Good working attitude towards

Supervisors and Co-Employees.

Responsiveness Handles stressful situations with tact.

Personality Demonstrates a pleasant, calm

personality when dealing with
customers and fellow employees.

Appearance Well groomed. Neat. Clean.

Dresses appropriately for work.

Work Habits Maintains neat and orderly workstation.

Maintains neat and orderly paperwork.

E = Excellent S = Satisfactory A = Adequate NI = Needs Improvement

Comments and Recommendations: ______________________________________

_____________________________________________________________________

_____________________________________________________________________

This job performance evaluation has been reviewed with me, and I understand that
I may attach my comments, if desired.

Employee Signature: _________________________ Date: _________________

Evaluation Performed by: ______________________ Date: _________________

Human Resource Management (HRM):

A Research Study Analysis in the Academe Industry 26
 JOB RATING ANALYSIS:
(Total Passing Average is 75%)
Employee’s Name: ______________________ Employee ID No.:_______________
Job Title: __________________________ Date of Evaluation:__________________
Department:________________________ Supervisor’s Name:__________________

EMPLOYEE PERFORMANCE AVERAGE:

1.) Dedication
2.) Performance
3.) Cooperation
4.) Initiative
5.) Communication
6.) Teamwork
7.) Character
8.) Responsiveness
9.) Personality
10.) Appearance
11.) Work Habits
Total Average

E = Excellent (95% - 100%)

 Employee delivers outstanding work accomplishment.
 Employee achieved high standards about the role and responsibilities.
 Employee consistently contributes an outstanding work quality and quantity.
S = Satisfactory (84% - 94%)
 Employee meet established expectations measure in the areas performed.
 Employee satisfactory consistent on the job responsibilities.
 Employee established a minimum level of performance or achievement.
A = Adequate (75% - 83%)
 Employee may not be consistent about work quality and quantity.
 Employee may need to work on the areas of responsibilities.
 Employee needs to be monitor and supervise frequently.
NI = Needs Improvement (75% and below)
 Employee does not meet the minimum work expectations.
 Employee fails to achieve reasonable progress and needs to be monitored.
 Employee needs to be re-trained and supervise.
Human Resource Management (HRM):
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