HR101 : Training and Development Handouts

A. Workforce Planning  Administration and Information Technology

Support - process and procedures
1. What do you think is the current maturity level of HR in  Human Resource - Manpower
your organization?
6. Who should be responsible for payroll management?
 Transactional - Compliance Driven
 Fundamental HR Services - Strategy well defined Human Resource - Time Keeping of employees
 Strategic HR - organizational alignment Finance - pay administration
 Business Integrated HR - Business Partner

7. Job Analysis products Job Descriptions that needs

2. What is the primary role of HR? Competencies
Provide expertise on People Management of Job Descriptions
Organizations. However, people management is a shared  Job Outputs
role and responsibilities of owners, managers and  Task/ Duties
supervisors. HR acts as a consultant to the leaders of the  Conditions,
organization.
 Tools,
3. What is the difference between core and non-core  equipment
functions?  Relationship to other positions
Competencies
 Core -functions are group of task that essential
 Skills
in the existence of the organizations
 Knowledge
 Non-Core functions are group of tasks that are
 Attitudes
need to the operations of the organization
 Traits

4. What are different Job Class in an organization? 8. What composes a task?

Individual Contributor - responsibility for most job  Action Part + Outcome of the action
families ranges from entry level to highly skilled and  Action Part : Mental, Physical, Interpersonal or
occasionally to specialist’s position typically require any combination of the 3
general education, vocational training and or OTJ
Example: Prepares and Obtain
training.
Outcome
Specialist/Professional - typically a college degree or its
equivalent education and experience is required 1. What? Materials lists
2. Whom? Daily
Supervisors - creates distinct jobs below executive level. 3. When? frequency
Typically has responsibility of managing people including 4. Why? For the installation, assembly and repair of
performance evaluation and pay increase electronic equipment
recommendations 5. How? a week ahead of schedule

Management and Executives - employees that has 9. Three categories of object pf the action
direct reports or people or staffs. Some employees with
manager title, but without direct reports, should be  Things – assemble, adjusts, aligns …
under this classification only if they manage the  People – coordinates, conduct, consult, delegates,
functions and manage staffing level grew. notifies
 Data - arranges, analyzes, budgets, and calculates.
5. What are the five functional areas of the Organization?
10. Difference of Skill and Competency
Core Group
Job Competency – an employee’s capacity to meet or
 Marketing and Sales - profit and market reach
exceed a job requirement by producing the job outputs at
 Operations - products and services
an expected level of quality within the constraints of the
 Customer Services - customer relationship[
organizations internal and external environment.
 Research and Development - innovation and
new products and services Skills - an ability to perform complex motor and/or
Non-Core Group cognitive acts with ease, precision and adaptability to
 Finance and Accounting - Recording of changing conditions
transactions
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HR101 : Training and Development Handouts
Competency – designates a complex action system  Job Fit Assessment
encompassing cognitive skills, attitudes and other non-  Technical skills Assessment
cognitive components. Manifested behaviorally. Not in  Communication skills Assessment
the head or not in the heart.  Validation Interview - Behavior Analysis Interview
 Social Role – attitudes and values projected to 5. Talent Selection:
other (outer self)
 Self-Image – sense of identity/inner self  Candidate Ranking
 Traits - reason for our behavior  Job Offer
 Motives - drives us  Due Diligences (BI) “Gate Keeping” Gov’t
Clearances
11. What are the usual of levels in Job Competency?  Medical Examination
 Level 1 Beginner 6. Talent on boarding “Employee Orientation Program”
 Level 2 Capable
Basic
 Level 3 Competent
 Level 4 Expert/Exemplar  Culture – VM and Core Values
12. How do we know level of alignment of HR Strategy to  Statutory
Business Strategy?  Code of Conduct
 Compensation and Benefits
HR Score Cards in Relations to Business Score Card  Payroll Computation
13. What are basic HR Score Cards?  Health and Safety

 Attrition Rate Intermediate

 Absenteeism, Tardiness and average weekly All basic and the following additional topic
working hours.
 Velocity of Placement  Health and Wellness
Support staff versus Operations staff  Incentives
 Cost of Replacement  Detail Policy ( Time and Attendance, Leaves,
HR Transactions Fulfilment Rate Recruitment, Administrative due process)
 Purchase Procedure
B. Talent Acquisitions  Liquidation Procedure
1. TA Cycle  IT Policies

 Requisition – Job Pattern Recommend Materials

 Sourcing - Job Marketing and Match Pattern  Company Handbook
 Evaluation - Assessment  Duties and Responsibilities
 Selection - Transition to talent pool  TO – Positional
Talent pools are groups of high-performing, high-potential  Welcome Kit
employees who are being developed to assume greater  Statutory Forms
responsibilities within the organization.  Tools and Personal space

Hi-performing employees (HPE) are individuals who are 7. Job Profiling Selection Tool
not only engaged, but embrace the corporate culture and
A study published in the Harvard Business Review
perform their current role at an exemplary level
concluded that Job Match, more accurately predicts job
2. TA Tools success, than any of the commonly accepted factors such
as education, experience, or job training.
 Level 1 : Spreadsheet
 Level 2 : Database
 Level 3 : Applicant Tracking Software Matching people so they fit the work they do ensures
productivity and job satisfaction and reduces negative
3. Talent Sourcing factors such as stress, conflict, miscommunication, and
costly employee turnover
 Traditional : Print ads, Job Portal and Referral
 Non-Traditional: Social Media and School linkages  Thinking and Reasoning
and Head Hunters.  Learning Index
4. Talent Evaluation  Verbal Skill
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HR101 : Training and Development Handouts
 Verbal Reasoning  Best Engineer
 Numerical Ability  Employee of Year
 Numerical Reasoning  Core Value Award
 Occupational Interests
Examples
 Enterprising
 Financial /Administrative Perfect Attendance Award
 People Service
Eligibility
 Creative
 Technical Any Regular, Probationary and Outsource employee are
 Mechanical eligible for this incentive provided he/she meets the
 Behavioral Traits following conditions:
 Energy Level
 Employees, who does not have lutes, filed sick
 Assertiveness
leave and vacation leave monthly.
 Sociability
 Incentive is given quarterly during monthly
 Manageability meeting.
 Attitude
 Decisiveness Executive: Exempted
 Accommodating Manager: Exempted
 Independence Rank & File: Php 500.00 Gift Checque equivalent
 Objective Judgement 3. Perks and Privileges
C. Talent Retention Examples:
1. Benefits Communication/Mobile Phone Allowance
Guiding Principle Eligibility
The principle of non-diminution of benefits states that: All Regular and Probationary and outsource employees can
“any benefit and supplement being enjoyed by avail and may be given these items.
employees cannot be reduced, diminished, discontinued
or eliminated by the employer. Mobile phone
• Executive: Php 2,500.00 /month
* Benefits practice for three (3) consecutive years are • ManCom : Php 2,500.00/month
subject the above principles • Managers : Php 1,799.00/ month
Company Initiative. • Supervisor Php 1,799.00/ month
• Technical Support : Php 2,499.00/ month
 Life Insurance • Administrative, R&D, & IT : Php 1,799.00/ month
 Health Maintenance Organization • Rank & File : Php 563.00/month
 Accident Death/Disablement
Laptop
Service Incentive
Meal and Transportation Allowance  Executive : Php 75,000.00
 Emergency Loan  R & D : Php 55,000.00
Statutory  Technical Support, Administrative & IT : Php 48,000.00

 Vacation Leave 4. Company Code of Discipline

 Sick Leave Intention to create an harmonious relationship between
 Solo Parental Leave employer and employee that promotes productive working
environment
2. Incentive and Rewards
References and Inclusion of Company Code of Discipline
Something that incites or tends to incite to action or
greater effort, as a reward offered for increased  Management Prerogative
productivity.  Occupational Health and Safety Standards
Generally, depends on management prerogative to  International Standards
withhold or change.  Employee Compensation and Benefits
 Organization VM and Core Values
 Perfect Attendance Incentive  Philippine Labor Code

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HR101 : Training and Development Handouts
 Data Protection Act
 Cybercrime Act
 Legal Opinion

Requirements

 Leveling of violations and equivalent penalties.

Advocate using a table format listing violations and
corresponding penalties.
 Never forget to include “analogous to foregoing”
statement.
 Conforms to procedural /administrative due
process
o Incident Report
o Notice to Explain
o Administrative Hearing 1. IDP Individual Development Plan
o Notice of Decision
Individual goals benefit to organization
o Notice of Appeal
 Hear before condemning “Strike me if you must,
2. Development Methods
but hear me out first”
 Silent is equivalent to admission of the guilty
Mentoring
 Implementation always quoted and in reference to
 Strategic
the code of discipline.
 Confidential
 Mentee Chooses
5. Dual Career Path  Outside the line
 Mentor has no personal agenda
A dual career ladder is a career development plan that
 Mentor does not link own success to that of the
allows upward mobility for employees without requiring
mentee
that they be placed into supervisory or managerial
positions. This type of program has typically served as a  Mentee drives it
way to advance employees who may have particular
Technical skills and/or education but who are not Coaching
interested or inclined to pursue a management or  Skills
Supervisory track.  Hands-on
 Open
Advantages  Coach often allocated
 Within the line
 An alternative career path to offer employee in  Coach may have personal agenda
lieu of traditional promotions to supervisory or  Coach may link down success to that of the
managerial positions. mentee
 Coach may drive it – but mentee must want to
 Potentially reduce turnover among senior staff by learn
providing expanded career opportunities. This
allow employees to remain in their chosen Coaching
careers and not be force to move into managerial
Aid
jobs. Future
Personal Asking
goals
Coach discovery & Powerful Client Partners
&
 Descries pressure to create special jobs just to Accelerated Questions
Actions
give pay increase to employees. Growth

 Encourages employee to continually develop their What are the effects of Powerful Questions?
skills and enhance their value to the organization.
 Generates curiosity in the listener
 Stimulates reflective conversation
D. Talent Development  Is thought provoking
 Surface underlying assumptions

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HR101 : Training and Development Handouts
 Invites creativity and new possibilities
 Generates energy and forward movement
 Stays with participants
 Touches a deep meaning
 Evokes more questions

Coaches do not develop people – they equip people to

develop themselves

Coaching is the process of equipping people with the

tools, knowledge and opportunities they need through a
thought provoking and creative process that inspires It starts by asking the question why employees leave.
them to maximize their personal and professional 6. Types of Employee Turnover and Retention.
potential
 Coaching enables shifts in a person is thinking
process.
 The goal of coaching is to improve performance.
 Coaching is an agenda for change.

E. Talent Separation

1. Employee separation is the process of efficiently

and fairly terminating workers.

2. There is three types of turnover.

Voluntary turnover, in which the employee makes the

7. Strategic Retention and Separation
decision to leave.

Involuntary turnover, in which the organization

terminates the employment relationship.

Dysfunctional turnover occurs when an employee

whose performance is at least adequate voluntarily
quits

3. Involuntary Valid Turnover

• Just Cause
• Serious Misconduct or willful disobedience
• Gross and Habitual neglect
• Fraud or willful breach of trust
• Commission of crime of offense 8. Republic Act no 1013 Data Privacy Act 2012
• Authorized Cause Essential Terms
• Redundancy • Consent of data subject
• Retrenchment to prevent losses • Evidence of consent by written, electronic
4. Voluntary Turnover or recorded means.
• Freely given,
The employee’s decision to leave begins with a sense • Specific
of low job satisfaction. • Informed Indication of will
• Data Subject
Job satisfaction represents a person’s feelings about
• Personal Information
his or her work. When work is consistent with
• Personal Information Controller
employees’ values and needs, job satisfaction is likely
to be high.
9. Workforce planning is
 getting the right people
 with the right skills
 in the right jobs
 at the right time

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