This document discusses various aspects of human resource management systems including training and development, job design, recruitment and selection, performance management, and career development. It emphasizes the importance of integrating employee skills with job requirements through proper job analysis and design. It also stresses the need for induction and orientation of new employees, ongoing employee development, and career planning to retain valuable talent.

1. HRM System
Part III:
Josefina B. Bitonio
Associate Professor
Institure of Graduate School and
Professional Studies

2. IntegratingTheory and Practice
This include training and
education which are aimed in
upgrading knowledge and
skills and improving the
attitudes of all personnel. It
includes career planning &
counseling
Job design specifies the tasks to be
performed by the individual employees
as well as groups within the agency. It
set out rules and regulations and
establishes working conditions under
which tasks are performed
Employee’s skills, abilities, and
motives must match the job
requirements for a satisfactory
performance. ensure the required
number of employees with the
required skills;
- assess its manpower needs in
relation to its goals and
objectives;
- determine the quantity and quality
of work force and ensure
competent personnel are
employed.
The process include motivation, compensation
administration, rewards and sanctions,
performance evaluation, benefits, services,
maintenance of discipline and working
conditions
HRM System

3. Harry L. Wylie defines "Job analysis deals with the anatomy of the job. This is the
complete study of the job embodying every known and determinable factor, including the
duties and responsibilities involved in its performance; the conditions under which
performance is carried on; the nature of the task; the qualifications required in the worker;
and the conditions of employment such as pay, hours, opportunities and privileges"
Job Organization and Information

4. • Job Design is the process of deciding on the content of a job in terms of its duties and
responsibilities; on the methods to be used in carrying out the job, in terms of techniques, systems
and procedures and on the relationships that should exist between the job holder and the superiors,
subordinates and colleagues.
• Job enlargement, job enrichment, job rotation, and job simplification are the various techniques
used in a job design exercise. Job design goal is to minimize physical strain on the worker by
structuring physical work environment around the way the human body works.
Job enrichment means
improvement, or an increase
with the help of upgrading and
development, whereas
Job enlargement means to
add more duties, and an
increased workload

5. Acquisition

6. Internal Development
External Hiring
Managers
Managing
Organization
Managers
Managing
Managers
Managers
Managing
Teams
Employees
Managing
their job
The Problem of Talent
Management
Management layers differ
completely with regards to
context and duties
Many organization go for high
internal placement rate when it
comes to manager and
executive position
Dr. Armin Trost
100% internal placement not healthy.
Rule of thumb at lesser 70-80%

7. Demographic shifts.
How to attract the right
people?
If you recruit the wrong people, you
will feel miserable, stressful,
unhappy and they limit
organizational growth

8. Not good in selecting People
• Bad hire 30% - drain your happiness, increase stress, become miserable and limits
growth
• Bad Performance 67% - creativity lost (Macintosh)

9. • Recruit people more
smarter and brighter than
you
• Right people at the right
position, right motivation,
right leadership
Relax

10. Some consideration
• Aging work force – Succession
planning. Build talent pipeline so
that when there’s a vacancy there
is a talent ready for the job
• The issue of transgender. PWD,
Gender Equality, equal
opportunity

11. The major
activities of
Human resource
planning include:
• Placement of
employee in the job
where he exactly fit
forecasting (future
requirements - )
• inventorying (present
strength),
• anticipating
(comparison of
present and future
requirements) and
• planning (necessary
program to meet
future requirements).

12. An induction refers to
the process of getting
new employees
acquainted with your
cooperative, helping
them to settle in and
giving them the
information required for
them to become a
valuable team member.
After hiring

13. A good induction process includes the
following:
 An overview of the Agency's history,
products and services.
 A description of the mission, vision,
culture and values.
 Physical orientation (where things are)
 Organizational orientation (how the
employee's role fits into the organization)
 Employee manual

14. Induction & Orientation: induction of Employee is the first step towards gaining an employees'
commitment, Induction is aimed at introducing the job and organization to the recruit and him or her to the
organization. In a nutshell, it covers the organization’s history, philosophy, mission and vision, and the
managerial style of the organization. Inform the financial benefits and different taxation policies offered.
Addresses trainings offered, performance expectations, and the work schedules of the organization.
Educate new employees on the laws, regulations and company policies that applies to their role. Highlight
the different safety and security aspects related to the work environment.
Orientation is the planned introduction of new employees to their jobs, co-workers, and the organization
so as to alien an employee with their job role.
• Explain the role employees have to play to achieve organization's goals.
• Portray the organization structure demonstrating the various departments, the people involved
and their respective designation. It covers all the information starting from customer profile, to
the competitors’ product and services.
Socialization is a process of making employees to mingle up with everyone for team-spirit

15. Maintenance
Modern Methods
• MBO/MBR
• Behavioral anchored rating
scales
• Financial Performance
• ISO – KPIs, Risk
• BSC –Score Card

16. Behaviors
• People oriented
• Coping
• Stretch
• Customer relationship
• Stakeholder relationship
• Self correcting
• Teamwork
• Forward looking
• Ethical

17. Development
• Employee development is almost
universally recognized as a strategic
tool for an organization’s continuing
growth, productivity and ability to
retain valuable employees.
• Employees have to go through a
development plan which is specifically
designed as per strengths and areas of
improvement.

18. Develop Talents
• The process of articulating necessary skill sets and
competencies for key positions may lead to the
identification of skill gaps and training needs among
workers, thus interventions (i.e. cognitive and behavioral
training programs) can be developed to address the
gap/need.
• Integrating with talent management. Collaborative effort
• Collaborative effort of HR, CSO, Board to have
ownership
• Development of talents is key element for successful
planning to be effective from general competency to
sophisticated, intentional and formalized not only for top
roles but in between roles.
• Development not for development say but for retention
and relationship that are long lasting.

19. Development
• Career Planning and Career
Development; process of establishing
personal career objectives by employees
and acting in a manner intended to bring
them about.
• HR managers should help their employees
in knowing their strengths for placing them
in suitable job, guide employees what skills
and knowledge should be acquired for
attaining higher positions, planning for
suitable training for polishing existing skill
set and providing good work-life-balance
to make balance between career and
personal life, after all, every one work for
their personal life .

20. Career development according to Schuler, "It is an activity to
identify the individual needs, abilities and goals and the
organization’s job demands and job rewards and then through
well designed programs of career development matching
abilities with demands and rewards".
Career development does not guarantee success but without it
employees would not be ready for a job when the opportunity
arises. HR managers should encourage their employees by
providing them suitable opportunities to grow for promoting
them to higher jobs according to their skills and knowledge,
identify and provide opportunities to employees to learn new
skills in the job and compensate accordingly and guiding
employees in right career path to develop in their career.