Staffi

GROUP
3:
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 Human
also called human capital, intellectual assets,
Resources
or management or company talents, are the
drivers of the organization’s
performance.
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 LESSON 1:
Definition and
Nature of
Staffing
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 STAFFIN
G
According to Dyck and Neubert
(2012), staffing is the human resource
function of identifying, attracting,
hiring and retaining people with the
necessary qualifications to fill the
responsibilities of current and future
jobs in the organization.
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 STAFFIN
Gis concerned with manning various positions in the
It
organization. Staffing involves the determination of
manpower requirements of the enterprise and providing it
with adequate competent people at all its levels. Thus,
manpower planning, procurement (i.e., selection and
placement), training and development, appraisal and
remuneration of workers are included in staffing.
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 STAFFIN
G
According to Koontz and O’Donnell, “The managerial
function of staffing involves managing the organization
structure through proper and effective selection, appraisal
and development of personnel to fill the roles designed
into the structure.”
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 MAIN COMPONENTS OF STAFFING
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 Recruitm
ent
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 Recruitment
Recruiting is the
process of searching
and obtaining
prospective
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 MAIN COMPONENTS OF STAFFING
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Selecti
on
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 Selection
Employee Selection is the
process of putting right men on
right job. It is a procedure of
matching organizational
requirements with the skills and
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qualifications of people.
 1. Identifying of job vacancies, job
requirements, as well as work
force requirements.
2. Checking internal environment
of the organization.
STAFFI 3. External recruiting
4. Selecting those with essential
NG qualifications for the job
opening
STEPS 5. Placing the selected applicant
6. Promoting
7. Evaluating performance
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8. Planning of employee’s career

9. Training of human resources
 STEPS in Staffing
Process
Human Recruitme Selection Orientatio
Resource nt n
Planning

Training Performan Transfer, Separation

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and ce promotion,
Developm Appraisal and
ent demotion
 EXTERNAL FORCES INTERNAL FORCES
THAT AFFECT THAT AFFECT
STAFFING STAFFING
Economic The firm’s goal and

Technological objectives

Social Technology

Political The types of work that

Legal factors have to be done

Salary Scales
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The kinds of people

 LESSON 2:

Recruitm
ent
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 Recruitment may be external or
internal.
In external recruitment, job vacancies.
outside sources are In internal recruitment,
considered in the process filling job vacancies can
of locating potential be done through
individuals who might promotions or transfer of
want to join the employees who are
organization and already part of the
encourage them to apply organization.
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for actual or anticipated

 METHODS OF EXTERNAL AND INTERNAL
RECRUITMENT
Advertisements
Through websites, newspapers,
trade journals, radio, television,
billboards, posters, and e-mails
among others.
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 METHODS OF EXTERNAL AND INTERNAL
RECRUITMENT
Unsolicited Applications
Received by employers from
individuals who may or may not be
qualified for the job openings.
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 METHODS OF EXTERNAL AND INTERNAL
RECRUITMENT
Internet Recruiting
Independent job boards on the Web
commonly used by job seekers and
recruiters to gather and disseminate
job opening information.
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 METHODS OF EXTERNAL AND INTERNAL
RECRUITMENT
Employee Referrals
Are recommendations from the
organization’s present employees who
usually refer friends and relatives who
they think are qualified for the job.
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 METHODS OF EXTERNAL AND INTERNAL
Executive search firms
RECRUITMENT

is a professional service provider that

specializes in identifying, recruiting, and
placing senior-level executives and other
highly specialized professionals for client
organizations. These professionals are
typically recruited for executive and
leadership positions, such as CEOs, CFOs,
and other top management roles.
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 METHODS OF EXTERNAL AND INTERNAL
Examples of Executive
RECRUITMENT

search firms
Heidrick & Struggles: Heidrick & Struggles is a global executive search firm that
focuses on leadership advisory services. They help clients build leadership
teams and improve the effectiveness of existing leadership. They operate
across various industries and offer services such as executive search,
leadership assessment, and succession planning.

Spencer Stuart: Spencer Stuart is a global executive search and leadership

consulting firm. They work with clients to identify and attract top executive
talent for leadership roles. Spencer Stuart serves clients in various industries,
including technology, healthcare, financial services, and more.

Korn Ferry: Korn Ferry is a global organizational consulting firm that provides
executive search, leadership development, and other talent-related services.
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They work with organizations to identify, develop, and attract key leadership
talent. Korn Ferry operates in multiple sectors, including healthcare,
technology, and financial services.
 METHODS OF EXTERNAL AND INTERNAL
Examples of Executive
RECRUITMENT

search firms
Russell Reynolds Associates: Russell Reynolds Associates is an executive search and
leadership advisory firm. They specialize in identifying and assessing senior-level
executives for leadership roles. The firm works across a range of industries, including
energy, consumer goods, and nonprofit organizations.

Egon Zehnder: Egon Zehnder is an international executive search and leadership advisory
firm. They focus on assisting organizations in finding and developing leadership talent.
Egon Zehnder serves clients in various industries, including technology, financial services,
and healthcare.

Boyden: Boyden is a global executive search firm with offices in numerous countries. They
work with clients across industries to identify and recruit senior executives and board
members. Boyden also provides leadership consulting services .
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 METHODS OF EXTERNAL AND INTERNAL
RECRUITMENT
Educational Institutions
Good sources of young applicants or
new graduates who have formal
training but with very little work
experience.
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 METHODS OF EXTERNAL AND INTERNAL
RECRUITMENT
Professional Associations
May offer placement services to their
members who seek employment.
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 METHODS OF EXTERNAL AND INTERNAL
RECRUITMENT
Labor Unions
Possible sources of applicants for
blue-collar and professional jobs.
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 METHODS OF EXTERNAL AND INTERNAL
RECRUITMENT
Public and Private
Employment Agencies
May also be good sources of
applicants for different types of job
vacancies for they usually offer free
services while private ones charge
fees.
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 EXTERNAL RECRUITMENT
ADVANTAGES
 Advertising and recruiting through the internet
reach a large number of possible applicants, thus,
increasing the possibility of being able to recruit
applicants suited for the job.

 Applicants who submit applications and resumes

through their own initiative are believed to be better
potential employees because they are serious about
getting the job.

 Employee referrals from outside sources are

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believed to be high quality applicants because

employees are generally hesitant to recommend
 EXTERNAL RECRUITMENT
ADVANTAGES
 Executive search firms usually refer highly qualified
applicants from outside sources because they make
an effort to check applicants’ qualifications before
recommending them to client firms who pay for their
services.

 Educational institutions know the capabilities and

qualifications of their graduates, hence, increasing
the chances of their ability to refer qualified
applicants to potential employees.
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 EXTERNAL RECRUITMENT
DISADVANTAGES
 The cost and time required for internal recruitment
are the typical disadvantages of using this
recruitment method. Advertising job openings and
the orientation and training of newly hired
employees from outside sources, as well as sorting
out large volumes of solicited and unsolicited job
applications present challenges in budgeting time
and money.

 Another disadvantage of external recruitment is the

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possibility of practicing bias or entertaining self-

serving motives in the referral of friends and relative
 INTERNAL RECRUITMENT
ADVANTAGES
 Less expenses are required for internal recruitment
advertising: newsletters, bulletin boards, and other
forms of internal communication may disseminate
information to current employees interested to apply
for a job openings within the company.

 Training and orientation of newly promoted or

transferred current employees are less expensive
and do no take too much since they are already
familiar with company policies.

 The process of recruitment and selection is faster

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because the candidate for transfer or promotion is

 INTERNAL RECRUITMENT
DISADVANTAGES
 The number of applicants to choose from is limited.

 Favoritism may influence a manager to recommend

a current employee for promotion to a higher
position.

 It may result in jealousy among other employees

who were not considered for the position. Some may
also accuse the management of bias for choosing an
employee who is perceived to be less qualified for
the job opening.
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 LESSON 3:

Selectio
n
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 Selection Process:
1. ESTABLISHING THE SELECTION CRITERIA

Selecting human resources in an organization

requires understanding of the nature and purpose of the
job position which has to be filled. Job design must be
based on the objective analysis of position requirements
and must meet both organizational and individual needs.
Skills must also be considered depending on the job
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position and its position in the organizational hierarchy.

 Selection Process:
2. REQUESTING APPLICANTS TO COMPLETE THE
APPLICATION FORM

Application forms must be completed because

these provide the needed information about the
applicant. Management will find it easier to decide
whether an applicant meets the minimum
requirements for experience, education, etc., if the
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application forms are accurately filled out by the

applicants.
 Selection Process:
3. SCREENING BY LISTING APPLICANTS WHO SEEM
TO MEET THE SET CRITERIA

This involves the preparation of a shortlist of

applicants minimum requirements of the job position to
be filled. It is done to avoid wasting of time by
conducting interviews with applicants who do not meet
the set criteria for the job opening.
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 Selection Process:
4. SCREENING INTERVIEW TO IDENTIFYMORE
PROMISING APPLICANTS

Here, a shortlist of applicants is prepared. Included

in the list are the applicants who will be asked to
undergo formal interview by the supervisor/manager;
applicants who are deemed to be most fitted for the job
opening belong to this shorter list.
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 Selection Process:
5. INTERVIEW BY THE SUPERVISOR/MANAGER OR
PANEL INTERVIEWERS

Through formal interview of the most promising

applicants, other characteristics of the applicants, other
characteristics of the applicants may be revealed or
observed by the supervisor/manager or panel interviewers.
Interviewers must be trained so that they will know what
to look for.
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 Selection Process:
6. VERIFYING INFORMATION PROVIDED BY THE
APPLICANT

To make sure that the applicant has not given false

information about himself or herself., verification is
necessary. Background checking must also be done to
avoid the hiring of applicants with criminal record and to
ascertain that he or she has good moral character.
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 Selection Process:
7. REQUESTING THE APPLICANT TO UNDERGO
PSYCHOLOGICAL AND PHYSICAL EXAMINATION

Having a healthy mind and a healthy body is

important for good job performance. Hence,
applicants just be requested to undergo psychological
and physical examinations prior to hiring.
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 Selection Process:
8. INFORMING THE APPLICANT THAT HE OR SHE HAS
BEEN CHOSEN FOR THE POSITION APPLIED FOR

Informing the applicant may be done verbally or in

writing by the managers who give the final decision
regarding the company’s rules and regulations for hiring
an applicant must be given in this step.
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 STEPS IN HIRING EMPLOYEES
EFFECTIVELY

STEP 2: STEP 3:
APPLICATION DECIDION-
STEP 1: SEARCH AND MAKING STEP 4:
DETERMINING A SELECTION PROCESS ADAPTATION TO
NEED a. Recruitment a. Making a THE WORKPLACE
Job Analysis b. Screening and decision Orientation
selection b. Notification and
c. Interviews employment offer
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 TYPES OF JOB INTERVIEWS
Structured Interview – the One-on-one Interview – one
interviewer asks the applicant interviewer is assigned to
to answer a set of prepared interview the applicant.
questions – situational, job
knowledge, job simulation, and
Panel Interview – several
worker requirement questions.interviewers or a panel
interviewer may conduct the
Unstructured Interview – the interview of applicants; three to
interview has no interview five interviewers takes turns in
guide and may ask questions asking questions.
freely.
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 TYPES OF EMPLOYMENT
Intelligence test – designedTESTS
to Focus: These tests often
measure the applicant’s mental include various types of
capacity; tests his or her questions, such as verbal,
cognitive capacity; speed of mathematical, and spatial tasks,
thinking, and ability to see to provide an overall score
relationships in problematic reflecting an individual's
situations. cognitive abilities.
Purpose: Intelligence tests
measure cognitive abilities and Example: IQ tests like the
intellectual potential. They aim to Wechsler Adult Intelligence
assess a person's general mental Scale (WAIS) or Stanford-
capability in areas such as Binet Intelligence Scales.
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reasoning, problem-solving,
memory, and comprehension.
 TYPES OF EMPLOYMENT
TESTS
Proficiency and Aptitude test Focus: Proficiency tests are
– tests his or her present skills often used to gauge current
and potential for learning others competency, while aptitude
skills. tests predict an individual's
future ability to acquire new
Purpose: Proficiency tests skills.
assess a person's current level
of skill or knowledge in a Example: Proficiency - TOEFL
specific area, such as language (Test of English as a Foreign
proficiency or technical skills. Language); Aptitude - SAT
Aptitude tests, on the other (Scholastic Assessment Test)
hand, measure an individual's for college admission.
potential to develop skills or
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excel in a particular area.

 TYPES OF EMPLOYMENT
TESTS
Example of Proficiency and
Aptitude test
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 TYPES OF EMPLOYMENT
Personality test – designedTESTS
to Focus: These tests typically
reveal the applicant’s personal assess aspects such as
characteristics and ability to extroversion, introversion,
relate with others. conscientiousness, openness,
agreeableness, and emotional
Purpose: Personality tests
stability.
evaluate an individual's traits,
behaviors, and characteristics.
Example: Myers-Briggs Type
They aim to provide insights into
Indicator (MBTI), Minnesota
how a person typically thinks,
Multiphasic Personality
feels, and behaves in various
Inventory (MMPI).
situations.
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 TYPES OF EMPLOYMENT
TESTS
Example of Personality test
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 TYPES OF EMPLOYMENT
TESTS
Vocational tests – tests that Focus: These tests explore a
show the occupation best suited person's aptitude for specific
to an applicant. occupations, helping them make
informed decisions about career
Purpose: Vocational tests help choices.
individuals identify suitable
career paths by assessing their Example: Strong Interest
interests, values, skills, and Inventory, Holland Code
preferences related to work. (RIASEC) for matching
personality types to career
preferences.
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 TYPES OF EMPLOYMENT
TESTS
Example of Vocational tests
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 Limitation of the Selection
Process
In reality, the is no one perfect way to select a
firm’s human resources. Predicting performance is
difficult as there is a difference between what
individuals can do at present and what they will do in
the future. This is because a person’s needs and wants
change, and so do an organization’s climate and
environment. The fact that many selection approaches
and tests have been devised is enough proof that
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management experts are still in search of what could be

done to improve the present selection process.
 LESSON 4:
Training and
Developmen
t
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 TRAINI
NG
refers to learning
given by
organizations to its
employees that
concentrates on
short-term job
performance and
acquisition or
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improvement of job-
 DEVELOPME
NT
refers to learning given
by organizations to its
employees that is
geared toward the
individual’s acquisition
and expansion of his or
her skills in
preparation for future
job appointments and
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other responsibilities.
 CONDUCTING THE TRAINING NEEDS
ASSESSMENT
Training needs assessment must be done
systematically in order to ascertain if there
really is a need for training. Managers must try
first to observe the business condition and the
economic, strategic, and technological changes
that are happening in the organization’s
environment before proceeding to the analyses
of the organization, tasks, and
persons/individuals, as all these are
determinants of training types required for the
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maintenance of the firm’s stability.

 CONDUCTING THE TRAINING NEEDS
ASSESSMENT
Examples of organizational analyses include
analyses of effects of downsizing, branching
out, conflicts with rival companies, and others
that may require training or retraining of
employees. Also, task analysis and person
analysis. Person analysis determines who
among the employees need training or
retraining.
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 DESIGNING THE TRAINING
PROGRAM
This phase involves stating the instructional
objectives that describe the knowledge, skills,
and attitudes that have to be acquired or
enhanced to be able to perform well. Another
thing to be considered is trainee readiness or
motivation. Different learning principles like
using modeling, feedback and reinforcement,
massed vs. distributed learning, and others
influence the training design’s effectiveness.
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 DIFFERENT
LEARNING
PRINCIPLES
 Modeling
 Feedback and
reinforcement
 Massed vs. distributed
learning
 Goal-setting
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 Individual differences

 DIFFERENT
LEARNING
PRINCIPLES
Modeling - the
use of personal
behavior to
demonstrate the
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desired behavior
 DIFFERENT LEARNING
PRINCIPLES
 Feedback and reinforcement -
learning by getting comments
or feedback from the trainees
themselves, from trainers, or
fellow trainees, which can
help the individual realize
what they are doing right or
what they are doing wrong;
reinforcement is accomplished
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through verbal
encouragement or by giving
 DIFFERENT LEARNING
PRINCIPLES
Massed Vs.
Distributed Learning
- -learning by giving
training through either
few, long hours of
training (massed) or
series of short hours of
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training (distributed)
 DIFFERENT LEARNING
PRINCIPLES
Goal-setting -
learning through
the explanation
of training goals
and objectives by
the trainers to
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 DIFFERENT LEARNING
PRINCIPLES
Individual Differences
- -training programs
that take into account
and accommodate the
individual differences
of the trainees in order
to facilitate each
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person's style and rate

 DIFFERENT LEARNING
PRINCIPLES
Active Practice and
Repetition
- -learning through
the giving of
frequent
opportunities to
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trainees to do their
 IMPLEMENTING THE TRAINING
PROGRAM

Various types of training program

implementation include: on-the-job training,
apprenticeship training, classroom
instruction, audio-visual method, simulation
method, and e-learning.
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 EVALUATING THE
TRAINING
The positive effects of the training program may
be seen assessing the participants’ reactions,
their acquired learnings, and their behavior
after completing the said training. The effects of
training may also be reflected by measuring the
return on investment (ROI) or through the
benefits reaped by the organization, which were
about by their training investment.
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 EMPLOYEE
DEVELOPMENT
Developing employees is a part of an
organization’s career management
program and its goal is to match the
individual’s development needs with the
needs of the organization. This scheme
establishes a favorable career
development climate for him or her, which
may lead, ultimately, to the blending of
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his or her career development goals with

organizational goals.
 LESSON 5:
Compensation/
Wages and
Performance
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 COMPENSATION
Compensation/wages and
performance evaluation are
related to each other because
the employees’ excellent or
poor performance also
determines the compensation
given to them, after
considering other internal and
external factors like the actual
worth of the job ,
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compensation strategy of the

organization, conditions of the
 TYPES OF
COMPENSATION
Direct Compensation
Includes workers’ salaries, incentive pays, bonuses and
commissions.
Indirect Compensation
Includes benefits given by employers other than financial
remunerations.
Nonfinancial
Compensation
Includes recognition programs being assigned to do
rewarding JOBS, or enjoying management support, ideal
work environment, and convenient work hours.
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SLIDESMANIA
 Pay Equity – related to fairness: the
Equity Theory is a motivation theory
focusing on employees’ response to the
pay that they receive and the feeling
that they receive less or more than they
Compensatio deserve.
n:
A
Motivational Expectancy Theory – another theory
Factor for of motivation which predicts that
Employees employees are motivated to work well
because of the attractiveness of the
rewards or benefits that they may
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possibly receive from a job assignment.

 Piecework basis – when pay is computed
according to the number of units produced.

Hourly basis – when pay is computed

according to the number of work hours
Bases for rendered.

Compensat Daily basis – when pay is computed

according to the number of work days
ion rendered.

Weekly basis – when pay is computed

according to the number of work hours
rendered.
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Monthly basis – when pay is computed

 The daily minimum wage rate differs
in relation to factors such as
geographical area and industry or
sector. The National Wages and
Productivity Commission is the
government agency concerned with
minimum wage determination in the
country.
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 Administrative Purposes – these are
perceived through appraisal/ evaluation
programs that provide information that
may be used as basis for compensation
decisions, promotions, transfers, and
Purposes terminations.
of Developmental Purposes – these are
Performa fulfilled through appraisal/evaluation
programs that provide information about
nce employees’ performance and their
Evaluatio strengths and weaknesses that may be
used as basis for identifying their
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n training and development needs.

 Trait Methods – performance
evaluation method designed to find
out if the employee possesses
important work characteristics
such as conscientious, creativity,
Performa emotional stability, and others.
nce
Appraisal Graphic Rating Scales –
performance appraisal method
Methods where each characteristic to be
evaluated is represented by a scale
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on which the evaluator or rater

indicates the degree to which an
 Performa
nce
Appraisal
Methods
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 Forced-choice Method – performance
evaluation that requires the rater to choose
from two statements purposely designed to
distinguish between positive or negative
performance

Performa
nce
Appraisal
Methods
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 Behaviorally
anchored rating
Scale (BARS) – a
Performa behavioral approach to
nce performance appraisal
Appraisal that includes five to ten
Methods vertical scales, one for
each important
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strategy for doing a job

 Performa
nce
Appraisal
Methods
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 Behavior
Observation Scale
Performa (BOS) - a
nce behavioral approach
Appraisal to performance
Methods appraisal that
measures the
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 Performa
nce
Appraisal
Methods
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 WHY SOME EVALUATION
PROGRAMS FAIL?
Inadequate orientation of the
evaluatees regarding the
objectives of the program
Incomplete cooperation of the
evaluatees
Bias exhibited by evaluators
Inadequate time for answering
the evaluation forms
Ambiguous language used in the
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evaluation questionnaire
 WHY SOME EVALUATION
PROGRAMS FAIL?
Employee’s job description is not properly
evaluated by the evaluation questionnaire
used
Inflated ratings resulting from evaluator’s
avoidance of giving low scores
Evaluator’s appraisal is focused on the
personality of the evaluatee and not
his/her performance
Unhealthy personality of the evaluator
Evaluator may be influences by
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organizational politics
 LESSON 6:
Employee
Relations
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 Employee
Relations
Employee relations applies to all phase
of work activities in organizations, and
managers, to be effective, must be able
to encourage good employee relations
among all human resources under his or
her care.
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 Effective Employer Relations and Social
Support
Social support is the sum total
perceived assistance or benefits
that may result from effective
social employee relationships. The
quantity and quality of an
employee’s relationship with others
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 SOME BARRIERS TO GOOD EMPLOYEE
RELATIONS:
Antisocial personality; being a
loner
Lack of trust in others
Selfish Attitude
Lack of good self-esteem
Not a team player
Being conceited
Cultural/subcultural differences
Lack of cooperation
Communication problems
Lack of concern for others’
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welfare
 SOME WAYS TO OVERCOME BARRIERS TO
GOOD EMPLOYEE RELATIONS:

Develop a healthy personality

to overcome negative attitudes
and behavior
Find time to socialize with
coworkers
Overcome tendencies of being
too dependent on electronic
gadgets
Develop good communication
skills and be open to others’
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opinions

 Three Types Of Employees
ENGAGED • Employees who work with passion
and feel a deep connection with their
company
• They drive innovation and move the
organization forward

NOT ENGAGED • Employees who are essentially

“checked out”
• They put time, but not energy or
passion, into their work

ACTIVELY • Employees who are not only

unhappy at work, but also act out
DISENGAGED their unhappiness
• They undermine what their engaged
coworkers accomplish
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 LESSON 7:
Employee
Movements
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 Labor
Unions
A labor union is a formal
union of employees or
workers that deals with
employers, representing
workers in their pursuit of
justice and fairness and in
their fight for their
collective or common
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interests.
 Employees or workers unionize because of financial
needs, unfair management practices, or social and
leadership concerns.
FINANCIAL NEEDS UNFAIR SOCIAL AND
MANAGEMENT LEADERSHIP
PRACTICES CONCERNS

Complaints
Perceptions of Some join unions
regarding wages or
employees for the satisfaction
salaries and
regarding unfair or of their need for
benefits given to
biased managerial affiliation with a
them by the
actions are also group and for the
management are
reasons why they prestige associated
the usual reasons
join mass with co-workers’
why employees join
movements. recognition of one’s
labor unions. leadership
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qualities.
 STEPS IN UNION
ORGANIZING
Terry Moser, an expert union organizer, was credited by Snell and Bohlander (2011) for the following union organizing steps:

Initial Formation of in-

Employee / Union
Organizational house organizing
Contract
Meeting committee

If a sufficient
number of
employees support
the union
movement, the End of Union
organizer requests Organizing
for a representation
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election or
certification
election.
 LESSON 8:

Reward
System
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 Rewards System
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 Monetary Rewards
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 Monetary
Rewards
are rewards which pertain to money, finance, or
currency.
a.Pay / Salary – financial remuneration given in exchange for
work performance that will help the organization attain its
goals; examples: weekly, monthly, or hourly pay, piecework
compensation, etc.
b.Benefits – indirect forms of compensation given to
employees/ workers for the purpose of improving the quality
of their work and personal lives; health care benefits,
retirement benefits, educational benefits, and others are
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examples of these.
 Monetary Rewards
are rewards which pertain to money, finance, or
currency.

c. Incentives – rewards that are based upon a pay-for-

performance philosophy; establishes a baseline
performance level that employees or groups of
employees must reach in order to be given such reward
or payment; examples: bonuses, merit pay, sales
incentives, etc.
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 Monetary
Rewards
are rewards which pertain to money, finance, or
currency.

d. Executive Pay – compensation package for executives of

organizations which consists of five components: basic
salary, bonuses, stock plans, benefits, and perquisites
e. Stock options – are plans that grant employees the right
to buy a specific number of shares of the organization’s
stock at a guaranteed price during a selected period of time.
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 Rewards System
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Nonmonetary Reward
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 Nonmonetary Rewards
are rewards which refer to intrinsic rewards that are self-
granted and which have a positive psychological effect on
the employee who receives them. .
a.Award – nonmonetary reward that may be given to individual
employees or groups / teams for meritorious service or
outstanding performance; trophies, medals, or certificates of
recognition may be given instead of cash or extrinsic rewards.
b.Praise – a form of nonmonetary, intrinsic reward given by
superiors to their subordinates when they express oral or verbal
appreciation for excellent job performance.
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SLIDESMANIA
 Resum
e
A resume is a helpful personal marketing tool that
you can use to describe your employment history,
professional skills and education. This document
provides employers with the opportunity to learn
how your professional experiences and skill set can
benefit their organization in your own words.
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 Resum
A resume is a formal document that a job applicant

e
creates to itemize their qualifications for a position. A
resume is usually accompanied by a customized cover
letter in which the applicant expresses an interest in a
specific job or company and draws attention to the most
relevant specifics on the resume.
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 TYPES OF RESUMES
Chronological
Resume
The chronological resume is a
common format that can help hiring
managers determine the relevancy of
previous work experiences. It allows
them to review your resume quickly to
determine if you have the desired
work experience. This type usually
begins with a professional summary
and lists your previous employers in
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reverse order, beginning with your

most recent positions.
 TYPES OF RESUMES
Chronological
Resume
The chronological resume is a
common format that can help hiring
managers determine the relevancy of
previous work experiences. It allows
them to review your resume quickly to
determine if you have the desired
work experience. This type usually
begins with a professional summary
and lists your previous employers in
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reverse order, beginning with your

most recent positions.
 TYPES OF RESUMES
Functional Resume
Functional resumes emphasize your skills
rather than your work experience. This
resume type differs from the traditional or
chronological resume, which highlights
your employment history and job
responsibilities. It may also omit specific
dates related to your work experience. It
offers employers insight into what you can
contribute to the company.
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 TYPES OF RESUMES
Functional Resume
Functional resumes emphasize your skills
rather than your work experience. This
resume type differs from the traditional or
chronological resume, which highlights
your employment history and job
responsibilities. It may also omit specific
dates related to your work experience. It
offers employers insight into what you can
contribute to the company.
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 TYPES OF RESUMES
Combination
Resume
The combination resume or
hybrid resume includes your functional
and related skills in addition to your
reverse-chronological job history. This
template allows you to emphasize
your most prominent skills while still
providing hiring managers and
recruiters with a timeline of your
employment.
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 TYPES OF RESUMES
Combination
Resume
The combination resume or
hybrid resume includes your functional
and related skills in addition to your
reverse-chronological job history. This
template allows you to emphasize
your most prominent skills while still
providing hiring managers and
recruiters with a timeline of your
employment.
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 TYPES OF RESUMES
Resume Profile
A resume profile or a
professional profile
provides a brief one- to
four-sentence overview of
your abilities, knowledge
and strengths as they
relate to the position to
which you're applying.
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 TYPES OF RESUMES
Resume Profile
A resume profile or a
professional profile
provides a brief one- to
four-sentence overview of
your abilities, knowledge
and strengths as they
relate to the position to
which you're applying.
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 TYPES OF RESUMES
Nontraditional
Resume
A nontraditional resume may
include infographics, images,
videos, portfolios or even custom
web pages. Rather than
functioning as a simple document
that lists your skills and work
experience, this resume type
allows you to showcase your
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creative abilities and expertise in

greater detail.
 TYPES OF RESUMES
Nontraditional
Resume
A nontraditional resume may
include infographics, images,
videos, portfolios or even custom
web pages. Rather than
functioning as a simple document
that lists your skills and work
experience, this resume type
allows you to showcase your
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creative abilities and expertise in

greater detail.
 TYPES OF RESUMES
Infographic
An Resume
infographic resume contains
different colors, typefaces and pictures
and allows you to display your design
skills. When creating
an infographic resume, make sure you
still list your skills, experience and
education clearly and highlight your
professional development and relevant
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qualifications within the job posting to

communicate your ability to handle the
 TYPES OF RESUMES
Infographic
An Resume
infographic resume contains
different colors, typefaces and pictures
and allows you to display your design
skills. When creating
an infographic resume, make sure you
still list your skills, experience and
education clearly and highlight your
professional development and relevant
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qualifications within the job posting to

communicate your ability to handle the
 TYPES OF RESUMES
Targeted Resume
A targeted resume shows the relevant
experience you have and the qualities
you possess that are relevant to a
specific job. Only include the most
relevant information about your
abilities to ensure your resume doesn't
exceed more than a page. Including
keywords in a targeted resume can also
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help you ensure that applicant tracking

systems are able to read your resume
 TYPES OF RESUMES
Targeted Resume
A targeted resume shows the relevant
experience you have and the qualities
you possess that are relevant to a
specific job. Only include the most
relevant information about your
abilities to ensure your resume doesn't
exceed more than a page. Including
keywords in a targeted resume can also
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help you ensure that applicant tracking

systems are able to read your resume
 • Keep it simple. Keep your resume
concise and easy to read to retain the
hiring manager or recruiter's
RESUM attention. Recruiters often have a lot
of resumes to review, and long
E sentences or paragraphs can be
distracting.
WRITI • Proofread carefully. Make sure to
proofread your resume for awkward
NG line breaks, improper formatting or
misspellings. Proofreading your
TIPS
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resume shows employers that you're

detail-oriented and take the time to
 • Edit as needed. If you're applying to
multiple positions, it may be
necessary to edit your resume to meet
each employer's requirements. A well-
RESUM edited document shows employers
that the position is important to you.
E • Include all relevant
experience. Make sure to include as
WRITI many relevant details as possible to
let the employer know why you're a
NG great fit for the position. For example,
if you're an experienced accountant,
TIPS
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be sure to include your most recent

accounting experience and leave out
 Employment Act
And Labor Laws In
The Philippines
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 The Philippines Labor Code is the law
governing all things related to
employment. It was written and made
possible by President Ferdinand Marcos in
1974 as Presidential Decree No. 442. This
law specifies the rules regarding
employment in the country, which include
hiring practices, work conditions, benefits,
working hours, and termination.
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 WHO IS COVERED
BY
THE EMPLOYMENT
The Labor Code of the Philippines
applies to LAW?
all workers in the
country. According to Article 6, all
the rights and benefits indicated
in the code shall apply to all
workers, whether they belong to
an agricultural or non-agricultural
sector.
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 The Labor code further identified different types of
employment based on the tenure and the job
responsibilities in their employment contract. Below are
the following:
REGULAR EMPLOYMENT – An individual’s role and
responsibility with the employer is deemed necessary with the
business operations and trade. Employees under this type of
employment are employed for an indefinite period.

CASUAL EMPLOYMENT – An individual has been with the

employer for a year and will be employed indefinitely so long
as their responsibility and activities exist in the business
operations.
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 The Labor code further identified different types of
employment based on the tenure and the job
responsibilities in their employment contract. Below are
the following:
PROBATIONARY EMPLOYMENT – An individual is subject for
a period where employers are to assess and evaluate their
performance and suitability for the position. The maximum
period for employees to be under probation is six months.
Afterwhich, the employer may decide whether to change the
employee’s status to regular or terminate their contract.

PROJECT-BASED EMPLOYMENT – An individual is employed

only for the duration of a specific project. Their contract legally
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ceases once the project is completed.

 The Labor code further identified different types of
employment based on the tenure and the job
responsibilities in their employment contract. Below are
the following:

FIXED PERIOD OR TERM-BASED EMPLOYMENT – An

individual is employed for a specified period. According to the
Labor Code, a term-based employee shall be regularized if the
contract exceeds a year.

SEASONAL EMPLOYMENT – An individual is employed only

for a given season or term. Since they are hired out of
necessity, they shall be considered a regular employee for the
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season they are obliged to work in.

 MINIMUM WAGE
KEY According to Republic Act No. 6727 or the
“Wage Rationalization Act” of the Labor
PROVISIONS Code, the Minimum wage in the Philippines
OF THE varies across three major industrial sectors
– Agriculture, Retail Establishment, and
ACT Service Establishment. It is furthermore
determined regionally. The minimum wage
range in the Philippines may range from
PHP 315 to PHP 570 per day.
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 WORKING HOURS
KEY
The regular working hours in the Philippines
PROVISIONS are 8 hours. However, meal/break periods
OF THE of an hour are inserted in between these
hours. However, there are instances where
ACT employee breaks are shortened to 20
minutes due to the nature of work or urgent
tasks.
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 NIGHT SHIFTS
KEY
The Labor Code specifies an added
PROVISIONS payment for employees working the night
OF THE shift. The Night Shift Differential is given to
employees working a shift between 10 PM
ACT to 6 AM. They are entitled to a 10%
additional payment for each hour worked
during the night shift.
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 HOLIDAYS
KEY The Philippines have 12 regular holidays,
PROVISIONS six special-non-working holidays, and 52
rest days. Additionally, each region
OF THE recognizes provincial holidays that most
ACT businesses observe. Employees working
during these days are entitled to
compensation, as indicated in the previous
overtime pay rate.
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 SERVICE INCENTIVE LEAVE
KEY Filipino employees with at least one year of
PROVISIONS service in a company are entitled to 5 days
of leave with pay. This leave may be used
OF THE as either a vacation or sick leave. Unused
ACT service incentive leave may be converted
into cash on a pro-rata basis.
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 MATERNITY LEAVE
KEY Maternity Leave for female employees is
PROVISIONS 105 days with full pay. But for female
employees who qualify as solo parents
OF THE under the “Welfare Act of 2000”, an extra
ACT 15 days with full pay will be added. In case
of miscarriage, they will be given an
additional 60 days’ leave with full payment.
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 SPECIAL LEAVES FOR
WOMEN
There are two special leaves that Filipino employees may
be entitled to under special circumstances.

KEY • The first one, The Magna Carta Of Women

PROVISIONS Act, is provided for female employees that
have undergone surgery due to a
OF THE gynecological disorder. Eligible employees
will be entitled to 2 months of leave with
ACT full pay.

• The second one, the Leave for Victims of

Violence Against Women and Their
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Children, is granted to employees who had

been victims of domestic abuse. They are
 THIRTEENTH MONTH PAY
KEY All Filipino employees are entitled to 1/12
extra pay at the end of each year as a
PROVISIONS Thirteenth Month Pay. However, companies
OF THE may have the option to split the payment
and release it during the months of June
ACT and December. This has been the practice
by most businesses in the country to
accommodate employees with children to
have a sizable budget upon school
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enrollment season.
 TERMINATION PROCESS
AND SEPARATION PAY
KEY The Labor Code of the Philippines has listed
PROVISIONS down the various reasons for an
employee’s termination. Severance pay will
OF THE be based on whether the reason is of just
cause or not. For termination due to
ACT misconduct, fraud, a commission of a
crime, or neglect of duty, a separation pay
will not be provided. But for authorized
termination, such as resignation,
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retrenchment, or end of a contract, an

employee is entitled to severance pay.
 Reason for Contract
Severance Pay
Termination
• Employee Retrenchment
• Business/Establishment closure
• An employee is suffering from an
illness or disease that may not be ½ month’s worth of pay for every
cured for a period of 6 months. year served.
• Security guard employees without
assignment for a continuous period
of 6 months.

• Employee termination due to labor-

saving devices
• Employee termination due to
redundancy.
One month’s worth of pay for every
• Employees that cannot be
year served.
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reinstated to their former position

or to an equivalent position.
• Security guard employees without
 RETIREMENT
Filipino employees who are of 60 years or
more (up to 65 years of age) shall be
retired from their services. However,
KEY government employees and those working
in the retail, service, and agricultural
PROVISIONS sectors are exempted from this ruling.
Filipino retirees will be given a ½ month’s
OF THE pay for every year of service. Additionally,
ACT retirement pay will include employee
compensations such as :

• 13th-month pay (½ of pay for each year

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served),
• service incentive leave (cash equivalent
 PENALTIES
Book seven of the Labor Code of the
Philippines highlights the penal regulations
KEY for unmet labor requirements. Generally,
unlawful labor practices shall be sanctioned
PROVISIONS with a fine of PHP 1,000- PHP 10,000 or
imprisonment of not more than three years
OF THE or both.
ACT
Complaints about the offenses committed
in the Labor Act must be filed within three
years after their occurrence. For unfair
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labor practices, complaints must be filed

within a year.
 COMPLIANCE STRATEGIES
FOR EMPLOYERS
In the Philippines, the following strategies
can help employers to comply with the
KEY labor laws in the country.
• Streamline payroll schedule
PROVISIONS • The Labor Code is very particular, with
OF THE salaries and compensation being
released promptly. Additionally,
ACT employees can report any met
compensation to the Department of Labor
and Employment. It should be
noteworthy to allot a designated cut-off
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period for overtime, leave credits, and

payroll deductions.
THAN
K
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