CHRM Week 7-8 MIDTERM Selection,
Placement, and Job Fit
FACTORS TO CONSIDER
IN CANDIDATE SELECTION
•Skill
•Personality
•Desire
•Attitude
INDIVIDUAL DIFFERENCES
• Personality traits
• Personality Dimensions (Self Monitoring and
Proactive Personality)
• Self Efficacy
• Self Esteem
EMPLOYEE SELECTION
• Personality Testing
• Interviews
• Values
TYPES OF INTERVIEWS
• Directed Interview
• Unstructured Interview
• Behavioral Interview
• Panel Interview
• Phone Interview
PREPARING FOR THE INTERVIEW
1. Prepare copies of your resume.
2. Do not forget to bring a pen.
3. Review your work history.
4. Make research on common interview
questions and prepare how to answer them.
5. Know something about the company and the
position you’re applying for.
6. Be prepared for any surprise questions that
may arise.
INTERVIEW DO’S AND DON’Ts Week 9 PERFORMANCE APPRAISAL
Performance Management
• Performance review is considered the most
emotional issue in human resource management. Next
to compensation, if not handled properly, it can have
adverse effects both to subject employee and the
company as a whole.
Bakit ito emosyonal?
Pagkakakilanlan at Kumpiyansa
Madalas nakikita ng empleyado ang kanilang
performance bilang salamin ng kanilang halaga. Kapag
negatibo ang feedback, maaaring bumaba ang
self-esteem.
Relasyon ng Empleyado at Manager
Kung paano ibibigay ang review ay nakakaapekto sa
tiwala at respeto ng empleyado sa kanyang manager.
Konektado sa Kompensasyon
Madalas naka-link ang review sa sweldo, bonus, o
promotion. Kung hindi patas ang proseso, nagdudulot
ito ng frustration at conflict.
Epekto sa Organisasyon
Kung mali ang pagkakagawa, maaaring mawalan ng
motibasyon ang empleyado, bumaba ang productivity,
at lumala ang turnover rate.
Kung Hindi Maayos na Mahahandle:
Para sa empleyado:
Pakiramdam ng kawalan ng halaga
Pagkababa ng morale
Stress at dissatisfaction
Para sa kumpanya:
Pagbaba ng performance ng buong team
Pagtaas ng turnover at conflict sa workplace
Pagkawala ng tiwala sa HR system
👉 Sa madaling salita:
Ang performance review ay hindi lamang simpleng
evaluasyon — ito ay emosyonal na proseso na
kailangang gawin nang maingat, patas, at malinaw para
magdulot ng growth at hindi ng resentment.
Employee Performance Management
• Is about aligning the organizational objectives of
a corporation with the employee's agreed
measures, competency, and skills requirement,
development plans, and delivery of results.
• The emphasis is on continuing improvement in • Rewarding performance
terms of employee performance to achieve the
overall corporate goals and objectives. Definition of Performance Appraisal
• Performance appraisal provides an annual review
👉 Ang EPM ay proseso kung saan ina-align o and evaluation of an individual’s job performance
isinasaayos ang layunin ng organisasyon sa mga layunin (Eastern Illinois University, 2009)
at gawain ng empleyado.
Ibig sabihin, kung ano ang gusto ng kumpanya na • Performance appraisal is the process of
maabot (corporate goals), iyon din ang dapat na determining how well employees do their jobs
tinatrabaho ng bawat empleyado sa pamamagitan ng compared with a set of standards and
kanilang: communicating the information to those
Agreed measures – malinaw na standards o targets employees. (Chukwaba, 2011)
na napagkasunduan.
Competency at skills requirements – ang kakayahan Purpose of performance appraisal
at kasanayang kailangan para gampanan ang trabaho. (Walsh and Fisher, 2005; Faseeh, 2013)
Development plans – plano para sa growth at training • To provide feedback about strengths and weakness
ng empleyado. • To distinguish between individuals to allocate
Delivery of results – aktuwal na output o resulta ng rewards
kanilang gawain. • To evaluate and maintain the human resources
Layunin ng Performance Management system of the organization
Hindi lang basta mag-sukat ng trabaho, kundi patuloy • To create a paper trail or records of documentation
na i-improve ang performance ng empleyado. (Murphy and Cleaveland, 1995)
Sa huli, ang pagbuti ng bawat isa ay tumutulong para • To provide a basis or justification for human
maabot ang overall corporate goals and objectives. resources
Halimbawa: decision such as rewards, career planning, transfers,
Kung ang layunin ng kumpanya ay tumaas ang sales ng training, mentoring and termination.
20%,
Ang empleyado sa sales ay may target (measure) na When is Appraisal conducted?
dagdagan ang clients. • Annually
Kakailanganin niya ng skills training sa negotiation. • Semi-annually
Magkakaroon siya ng development plan (seminars, • Others
coaching).
At susuriin siya batay sa delivery of results (ilang Six Formal Meetings are to be conducted
bagong clients ang nakuha niya). as components of the appraisal process (Aguinis,
👉 Sa madaling sabi: 2009).
Ang Employee Performance Management ay parang • System Inauguration
tulay na nag-uugnay sa individual performance at • Self-appraisal
corporate success. • Classical performance review
Kung aligned ang lahat, mas mabilis makakamit ang • Merit/salary review
layunin ng kumpanya. • Development plan
• Objective setting
4 Competencies in Performance Management
• Performance planning Kahulugan (Definitions):
• Managing performance Ayon sa Eastern Illinois University (2009):
• Reviewing performance
👉 Ang performance appraisal ay isang taunang Classical Performance Review – meeting sa pagitan
pagsusuri at ebalwasyon ng pagganap ng isang ng empleyado at manager para talakayin ang
empleyado sa kanyang trabaho. performance.
Ayon kay Chukwaba (2011): Merit/Salary Review – pagdedesisyon kung may
👉 Ito ay proseso ng pagtukoy kung gaano kahusay salary increase o merit pay ang empleyado.
ginagawa ng mga empleyado ang kanilang trabaho Development Plan – paggawa ng plano para sa skill
batay sa itinakdang pamantayan at paghahatid ng development at training ng empleyado.
feedback sa kanila. Objective Setting – pagtatakda ng mga bagong layunin
Layunin ng Performance Appraisal para sa susunod na review cycle.
(Ayon kina Walsh & Fisher, 2005; Faseeh, 2013; 👉 Sa madaling sabi:
Murphy & Cleaveland, 1995): Ang performance appraisal ay hindi lang simpleng
Magbigay ng Feedback pagsusuri. Isa itong komprehensibong proseso na:
Upang ipaalam sa empleyado ang kanilang lakas Nagbibigay ng feedback,
(strengths) at kahinaan (weaknesses). Nagtatakda ng career direction,
Pagkilala at Gantimpala Nagsisilbing basehan ng HR decisions,
Upang makita ang pagkakaiba ng performance ng mga At nakakatulong upang mag-improve ang buong
indibidwal at maayos na maipamahagi ang rewards organisasyon.
(bonus, promotion, recognition).
Ebalwasyon ng HR System Performance Interview
Upang matiyak na maayos at epektibo ang human • Process of evaluating the employee performance
resource system ng organisasyon. (Keeping and Levy, 2000)
Dokumentasyon • It is a potentially important part of any
Upang magkaroon ng paper trail o records na organizations performance appraisal system that
magagamit sa future reference. functions in several ways such as providing
Batayan para sa HR Decisions feedbacks. (Cederblon, 1982)
Ginagamit bilang basehan para sa: • It is the formal meeting for the specific purpose of
● rewards discussing the various aspects of performance and
● career planning the performance management system. (Aguinis, 2009)
● transfers
● training at mentoring
● termination o pagtanggal sa trabaho Purpose of Performance Appraisal
• Counseling and Development
Kailan Isinasagawa ang Appraisal? • Evaluation and Discussion
● Annually (Taun-taon)
● Semi-annually (Kada anim na buwan) Two Types of Performance Appraisal Methods
● Others (Depende sa polisiya ng kumpanya, • The Traditional Approach
minsan quarterly o project-based) • The New Approach
Anim na Pormal na Pagpupulong sa Appraisal Process
(Ayon kay Aguinis, 2009):
System Inauguration – pagpapaliwanag ng proseso ng
appraisal at pag-set ng expectations.
Self-Appraisal – binibigyan ng pagkakataon ang
empleyado na i-assess ang sarili.
• Not measuring success
• Not holding at least a quarterly strategy review
• Not taking time to discuss successes achieved and
celebrate it along the way
• Not giving the team the necessary authority or
tools to accomplish their jobs
Week 10 The Value of Training and
Development
THE VALUE OF TRAINING AND DEVELOPMENT
STRATEGIC VALUE OF TRAINING AND
DEVELOPMENT
• A training program allows an organization to
strengthen those skills that need to improve.
Types of Appraisers
• A training program can bring employees to a higher
• Supervisor
level of performance as they share similar skills and
• Peer
knowledge.
• Subordinates
• It emphasizes safety, a code of conduct, and sexual
• Self-Appraisal
harassment.
• Customers
Are training and education the same?
Effectiveness of Performance Appraisal
• Validity
🖤 Training
is concerned with those activities that
• Reliability
are designed to improve performance on
• Discriminability
the job that employees are at present
• Freedom from bias
doing or are being hired to do.
• Relevance
In Summary of the Hawthorn Studies:
Trends, Challenges & Recent Developments in
• Informal organization affects productivity
Performance Management
• Work group norms affect productivity
Trends
• The workplace is a social system
• To find leverage and to develop the trust of
• Work is more than tasks and duties
employees
• To ensure that continued performance management
🖤 Education
- is concerned with increasing general knowledge and
will catch on
understanding of the total environment. It is the
• For employee experience to be a “thing”
development of the human mind, and it increases the
• People analytics will become essential
powers of observation, analysis, integration,
• Increased focus on individualized employee support
understanding, decision -making, and adjustment to
• A streamlined approach to learning and employee
new situation s.
development
Reasons for training
• Rethinking job roles will increase employee growth
• To increase productivity and adherence to quality
and development
standards
Challenges
• To increase organizational stability and flexibility
• Writing a poorly structured strategy
• To reduce too much supervision
• Failure to communicate the strategy to the
• To enhance the economic use of resources and
concerned stakeholders
heighten employees' morale
• Failure to achieve acceptance, ownership, and buy-in
of the strategy
• To increase productivity and promote better • Induction and Orientation Training
industrial relations • Foundation Training
• To prepare the future manpower needs. • On-the-Job Training
• To promote safety and reduce accidents and • Refresher or Maintenance Training
downtime on the production floor • Career Development Training
• To reduce employee turnover and absenteeism Planning Phase
Effects of training • This addresses the identified gap between “What
• It helps the employees to feel confident even when is” and “What should it be”
faced by technology changes • The gap identified is the problem and normally is
• It gives the employees the facility to actively the difference between "Desired Performances" as
respond to the changes created out of organizational against "Actual Performance".
restructuring Phases of Training
• It facilitates employee career development • Planning Phase
• It promotes acceptance of change management • Implementation Phase
more smoothly • Evaluation and Revision Phase
• It helps in meeting employees' need for continued Implementation Phase
growth. This is the point where the trainer activates the
Approaches to Training training plan and puts it into operation.
• Traditional Approach Evaluation and Revision Phase
• Experiential Approach • Formative Evaluation
• Performance-Based Approach • Summative Evaluation
Traditional Approach Technical and Non-Technical Training
• Objectives • Technical Skills
• Contents • Non-Technical Skills
• Teaching techniques Trends in Training
• Assignments 1. Classic Learning Frameworks will adapt to Modern
• Lesson plans Learning Systems
• Tests 2. Learners Confidence will lead to Increased
• Evaluation tools Confidence
Experiential Approach 3. Training as a tool to prevent crisis
Inherent to this approach is the incorporation of 4. Training function has to be upskilled
experiences where the participants become active
and, in a way, influence the proceedings of the
training. Week 11 Compensation and Incentives
Here real and simulated situations where the trainees Compensation and Incentives
will eventually operate are practiced. Compensation
Performance-Based Approach Includes direct cash payments, indirect payments
In this approach, goals are measured in the form of employees to strive for higher levels
through the attainment of a given level of of productivity. – Cascio, 1995
proficiency instead of just passing tests Many employees are motivated by two goals:
and garnering high scores. 1. Earning a paycheck and doing a work that makes
Types of Training them proud
• Pre-Service Training 2. An offer of traditional reward gives an employee
• In-Service Training and extra motivation to above and beyond current
Types of In-Service Training
level of performance
Maslow’s Hierarchy of Needs
• Proposed by Abraham Maslow in 1943.
• Popularly known by many as “The Hierarchy of
Needs Pyramid”
Herzberg’s Motivation – Hygiene Theory
• By Psychologist Frederick Herzberg.
• Also known as “The Two-Factor Theory”
The Motivational Role of Pay and Rewards
Motivation - is a psychological process that begins
with a need that transforms into a goal which in turn
directs an employee's behavior.
Work Motivation - can be defined as an employee's
willingness to exert a higher level of effort, energy,
and enthusiasm towards the fulfillment of individual
goals.
Primary Theories of Motivation often used
at the workplace:
• Extrinsic Motivations
McGregor’s Theory X and Theory Y
• Intrinsic Motivations
• Developed by Douglas McGregor in 1960.
Pay Structures
•Theory X
• Also known as a “Pay Scale/Salary Structure”
•Theory Y
• a system that determines how much an
employee is to be paid as a wage or salary.
Main Characteristics of Pay Structures
• It indicates the rates of pay for different jobs.
• It provides scope for pay progression via
performance, competence, contribution, skills or
service.
• It contains pay ranges for jobs grouped into
grades, individual jobs or job families.
Types of Pay Structures
• Graded structure
• Broadband
• Job Family Structures
Elements of a Pay System
• Direct Compensation
Equity Theory • Indirect Compensation
• Considered as one of the justice theories, first
developed in the 1960s by J. Stacy Adams.
• Create a receptive
atmosphere
• Communication via training
• Use visuals
• Listen to your employees
• Act out your message
• Use PowerPoint
presentation
• Encourage feedback
🖤 ENDO (End of Contract)
• is the term used for contractualization of workers
in the Philippines. As differentiated from a regular
employee, a contractual worker serves a particular
company for a limited period that is anchored on a
project (project-based) or fixed-term, most often
not exceeding six months.
What does ”END” mean for Contractual Workers?
• This home comes with, probably, some benefits if
not a higher base compensation.
Pay Types
• Salary and Hourly • For contractual workers becoming regular
• Commission employees of generous companies, increment benefits
• Overtime can include mandatory pension benefits under
• Tips
Republic Act 7641.
• Bonuses
• Allowances • Or based on the company's terms, besides SSS
• Per Diem pension
Incentive benefits, improved medical coverage, more vacation,
• is an object, item of value, or desired action or and sick leave credits, life insurance, allowances or
event that spurs an employee to do more of other forms of benefits.
whatever was encouraged by the employer • The regularized employee can even get
through the chosen incentive. performance-based bonuses, merit increases during
Types of Incentives salary reviews, or be entitled to profit sharing.
• Compensation Incentives • The benefits (or the lack of it) widely differ among
• Recognition Incentives companies and industries. While there is hope for
• Rewards Incentives
higher compensation, no one is assured of continuity
• Appreciation Incentives
and security of tenure for as long as there is ENDO.
Factors to consider in creating a compensation
plan:
• What motivates your employees?
• What is your budget?
• What is your location?
• What is your competition paying?
• What kind of culture are you creating?
Employee Communications
• Open Meeting
• Emails
• One-on-One
