1. Growth and Development of
Personnel/Human Resource
Management in the Philippines
Personnel or HRM is a relatively new field in the
Philippines. It was only in 1950’s that it is gradually
gained acceptance and recognition in private
business and industry.

2. The Challenges of Managing
Human Resources Today.
Changing
employee expectation
Rapidly changing technology
Emphasis on increased productivity
New Modalities of Employment – Outsourcing
Flatter organization.
Fall of the command and control manager.

3. Changing employee expectation
One must recognize that today’s workplace
comprise of several generations, each with a
different set of values, aspirations, and each with a
unique perspective and attitude towards work.

4. Changing employee expectation
Generations have been classified into 4 categories:
1.The
Silent Generation (born before 1946)
2.The Baby Boomers (born between 1946-1959)
3.The Generation X (born 1960-1979)
4.The Generation Y (born between 1980-2008)

5. Changing employee expectation
The Silent Generation (born on
before 1946)
This
generation is the so called veterans who
entered the workplace in the 1950’s and early
1960’s
Since they are old, they have since long retired and
unheard from.
They are known to be loyal to the organization.

6. Undoubtedly one of the most
influential film personalities in the
history of film, Steven Spielberg is
perhaps Hollywood's best known
director and one of the wealthiest
filmmakers in the world. Spielberg
has countless big-grossing, critically
acclaimed credits to his name, as
producer, director and writer.
Birthday:December 18, 1946

7. Changing employee expectation
The Baby Boomers (born between
1946-1959)




Born after the WW2 when the economy was
booming.
People that never experienced the hardships of
war days.
Aggressive and ambitious
Known to be loyal to their careers.

8. The Prince of Wales, as Heir
to the Throne, seeks, with
the support of his wife, to do
all he can to use his unique
position to make a difference
for the better in the United
Kingdom and internationally.
Born:14 November 1948

9. Changing employee expectation
The Generation X (born 19601979)


Born before the advent of the information Age.
Concerned with work/life issues

10. Diana,
Princess
of
Wales (Diana Frances;
[N 1] née Spencer; 1
July 1961 – 31 August
1997) was the first wife
of Charles, Prince of
Wales,
whom
she
married on 29 July 1981,
and an international
charity and fundraising
figure, as well as a
preeminent celebrity of
the late 20th century.

11. Changing employee expectation
The Generation Y (born between
1980-2008)





Referred to as the Nexters
Known for talking back to their bosses
They are ambitious, demanding and question
anything
When it comes to loyalty, the companies they
work for are the last priority behind their
friends, communities, co-workers, and of course
themselves
High maintenance workforce in the history.

12. Changing employee expectation
The Generation Y (born between
1980-2008)



According to Bruce Tulgan founder of research
firm Rainmaker Thinking “ They are also going
to be the most high-performing workforce in the
history of the world.
They walked with more information in their
fingertips
They have the high expectations, but they have
the highest expectations first and foremost for
themselves”

13. To gain acceptance and
recognition,
3 conditions need to exist:
Top management must be convinced that
personnel management is needed in its business
organization
Qualified personnel administrators must be
available
Personnel administrators must demonstrate their
capacity to contribute to the company’s objectives
and goals.


14. What is Personnel/ Human
Resource Management?

Defined as the function of management,
concerned with promoting and enhancing
the development of work effectiveness and
advancement of the human resources in
the organization.

15. Why does it become…
A

Science?
It involves the systematic gathering of data
derived from surveys, statistics, interviews, and
observations.
 An

Art?
It involves the making of sound decisions.

16. Personnel/ HR Manager…

Member of top executive group, who is
responsible for the formulation of
personnel policies and programs which will
serve as the foundation for an efficient
personnel administration in a company for
it to realize its goal and objectives and
allow the employees to develop their
individual career goals.

17. Why do we need to hire
them?
1.
2.
3.
4.
Help management achieve company objectives and
goals in the management of its human resources;
Assist top management in formulating sound policies,
programs and rules and after approval, administer them
fairly and efficiently;
Assist line supervisors and managers in providing
employees with a satisfactory work environment and in
promoting harmonious relationships with the employees
and the union.
Make managers and supervisor aware of their full
responsibilities in the management of human resources
by providing them with technical help needed to handle
employees problems.

18. Why do we need…
5. Help train and develop the human resources of the
company in order to equip them with skills and
knowledge required in accomplishing their jobs efficiently.
6. Help promote understanding and good relationships
buy opening the lines of communication between
management and employees
7. Identify management problems that can be resolved
and opportunities that can be realized through improved
effectiveness in personnel management.

19. Why do we need…
8. Assist management and supervisors in handling
labor relations, problems, utilizing his knowledge
and competence on labor laws, government
regulations and court decisions on labor relations;
9. Assist the company in promoting good morale
and motivation among its human resources;
10. Assist in crisis management and organizational
development.

20. Past VS. Present

Past…
Disrespect for the position and those who
perform it
 The low position in the organization
 Lack of expertise in performing their function


Present…
Organization are now aware that the attention
should be given to their important assets.
(Human Resources)


21. What are the Roles of HR Dept.?
a. Recruitment
Interviewing, testing recruiting and temporary labor
coordination
b. Training and Development
Orientation of new and temporary employees, performance
management training and productivity enhancement
c. Wage and Salary
Job evaluation, wage and salary survey, executive
compensation
d. Benefits Administration
Vacations and sick leaves administration, insurance, stock plans, pension
plans, retirement plans assistance programs
e. Employee Services and Recreation
Bus service, canteens, athletics, housing and relocations

22. f. Community Relations
Publications, community projects and relations
g. Records Management
Employment records, information system, performance
records
h. Health and Safety
Training, safety inspection, dental medical services, drug
testing
i. Strategic Management
Collaborative planning, out-sourcing manpower
research, organizational planning

23. Roles of the Personnel/ HR
Manager

Supervisor
He plans, organizes, directs, controls and coordinates the activities
of his department.

Administrative Official
He or his staff conducts or directs certain personnel activities as
provided for in the policies and programs entrusted to the
department

Adviser
He serves as counselor, guide and confidante to
management supervisors and employees

24. Roles of the…

Coordinator
He brings into action all activities

Negotiator
He is the representative of management in negotiating labor
contracts or to attend negotiations with unions in an advisory
capacity

Educator
He conducts or administers the company’s training
program

25. Roles of the…

Provider of Services
He provides services to all employees and helps them obtain facilities
with government agencies like SSS w/c make their employment more
satisfying

Employees Counselor
His knowledge and training in human relations and the behavioral
sciences plus his familiarity with company operations, puts him in the
best position to counsel employees

Promoter of Community Relations
He must be well informed of the activities and developments in
the environment where the enterprise operates.

26. What kind of Personnel/ HR
manager should we have?




Can communicate effective, both orally
and in writing
Possesses an above-average intelligence
Enjoys working with people
Grasps the implications of a given situation,
understands individual attitudes and
proves equal to the problems of the
employees and of the employer

27. What kind of…



Aggressive, mature and capable of giving sound
advice that will be in the best interest of both
the employer and the employee
Possesses the integrity, industry and courage to
earn the respect if the employees and his
employer
Possesses a pleasing personality and personal
warmth and should be approachable.

28. What are the skills a HR
manager needed?



A higher degree of knowledge on
management practices and processes.
The HR practitioner is a service provider to
other line managers.
A great knowledge of human psychology
and social relations.

29. What are the benefits given to
a HR Manager?





Car Plan or Free use of Company
Transportation
Unlimited/ Limited use of gasoline and free
maintenance check-up
Company cellular phone
Representation Allowance/ Meal
Allowance
Education Scholarship/ Attending
Conventions and Seminars

30. Other Professional Options for the
HR Manager






College Professor
V.Pres. Of the Company
CEO
Politician
Entrepreneur
Businessman

31. Career Path to HR
Management
Entry Level
(Personnel Assistant)
Supervisory Level
Managerial Level

32. Entry Level
(Personnel Assistant)




Assisting in interviewing applicants
Giving tests and scoring test results in personally
inventory and other skills test
Assisting in employee orientation and training
programs
Record keeping

33. Supervisory Level




Skills in writing job descriptions, job analyses and job
evaluations
Knowledge of employee benefit programs related to
vacation and sick leaves, pensions and other mutual
benefits
He must have acquired the skills in interviewing
applicants and counseling employees
Skills in testing and interpreting test results and making
recommendations as to the fitness of applicants

34. Supervisory Level



Job evaluation and wage administration skills
and relating pay to the differences in job
requirements
Skills in determining training needs and develop
training modules and conducting the same
Skills in basic research related to manpower
planning

35. Managerial Level




Leadership and Conceptual Ideas Visioning
Analytical of the facts as Basis for Decision
Making
Compliance Administration And Control
Interpersonal Team Work

36. The end…