STRATEGIC HUMAN

RESOURCE
MANAGEMENT
Getting to Know You/
Expectation Setting

• What is the most challenging

aspect of HR work?

• What do you expect from this

workshop?
Main Objective
This workshop aims to equip you with the
basic understanding of Human Resource
Management that will improve your
effectiveness as people managers.
Specifically…
At the end of the 3 days, you will be able to:
 Define the different HR functions as they
apply to your organization
 Articulate the underlying principles behind the
different HR systems and processes
 Share current HR practices in your
organization under each HR function
 Assess yourselves vis-à-vis your HR roles
and competencies
Program Overview
Day 1
Module I: Strategic HRM
Module II: Employee Recruitment & Selection
Day 2
Module III: Talent Management
(Values, Principles and Process of Strategic
Learning and Development, Elements of
Career Management and Succession Planning)
Module IV: Organization Development
(Change Management Framework)
Day 3
Module V: Performance & Rewards Management
Module VI: Employee Relations and Employee Well-
being
 House Rules:
Full Time and Attention
Cell Phones - Discreet
Always HOT
(Here On Time!)
One Mouth Rule
Active Participation
 Let us know of your concerns…
Strictly No Smoking…
INTRODUCTION TO
STRATEGIC HR
Reflection

In small groups, discuss:

 A time when you felt

that your agency was
strategic.

 What did your

organization do that
made it strategic?
What does being
strategic mean?
Human Resource Management

HRM is the
•Management of the organization’s people
dimension.
•Covers functions related to an organization’s
manpower
 Acquiring their services
 Developing their skills
 Motivating them to high levels of performance
 Ensuring that they continue to maintain their
commitment to the organization.
HRD in CSC HRM in CSC
Is the strategic Is the application of
framework (assessing, principles, systems and
building, and sustaining processes that facilitate
capacities) that enhance the engagement (optimal
the value (performance acquisition, utilization
and contribution) of the and maintenance) of
human resource by human resource in
bridging competency accordance with Civil
gaps, maximizing Service laws and rules
existing capacities and
towards organizational
discovering and
integrity and excellence.
cultivating potentials
through appropriate
interventions.
 Recruitment,
Employee Selection,
Orientation
Life Cycle

Disengagement Setting-in

Competent
Monotony
Performance

Adapted from http://www.dailyhrtips.com/2010/11/19/hr-blog-the-employee-life-cycle/

 Framework vis-à-vis Employee Life Cycle

HRD HRM
Disengagement Career Organization Recruitment
Development Design
Selection
Workforce Orientation
Employee Planning
Relations

Monotony Setting-in
Learning & Recruitment/
Development Selection/
Placement
Performance Rewards &
Management Recognition

Competent
Performance
Management vs Operative Functions

Management Functions Operative Functions

Planning Procurement
Organizing Development
Staffing Compensation
Leading Integration
Controlling Maintenance
Separation

7
 Managerial vs Technical
HIGH

TECHNICAL WORK
The work which rightfully belongs to a
manager’s subordinates
Work performed to secure results other
than people

MANAGEMENT WORK
Work done by people in leadership to get
things done through and with other people
to achieve organizational objectives

LOW Position HIGH

Shift of Eras
Industrial Age Information Age
Brawnpower Brainpower
Management Leadership
Control Empowerment
Consistency Creativity/Innovation
Information Withholding Information Sharing
Single Skill/ Multi-skilled/
Specialist Generalist
More for More More for Less
Stockholders Stakeholders
Challenges of Modern
Human Resource
Management
Changing mix of the workforce
• More female employees, more working mothers

Changing values of the workforce

• Flexitime, work-life balance, virtual HR, cafeteria
benefit

Changing demands of employers

• Automation, technological advancement

Changing demands of government

• DOLE Promulgations, government legislation
11
 History of HR
• HR Function was born
• Personnel Administration textbook published
1920s • Employment Management Department

• Subsidiary operations were turned over to local

management
1970s • Personnel Department to Human Resources Department

• HR professionals as strategic business partners

1990s
 History of HR

• SHIFT: from human resources to human capital.

• People were not just assets but a vital investment.
• Challenges:
2000s • recruiting and retaining talent, developing global leaders,
and increasing HR’s strategic role.
Activity:
 Assess your HR/ CSC(as HR) role.
 HR Roles Profile Scoring
HR ROLES Items
1,5,9,13,17,21,25, A mean score of:
Strategic
Partner 29,33,37  4 and up
indicates a well-
Administrative 2,6,10,14,18,22,26 developed role
Expert ,30,34,38
 2.25 and below
Employee 3,7,11,15,19, indicates weak or
23,27,31,35,39 low quality
Champion
4,8,12,16,20,24,28
Change Agent ,32,36,40
 Ulrich’s HR Roles Framework
STRATEGIC
aligns HR strategies and identifies and develops new
practices and makes tangible behaviors that build capability
P contributions to business & sustain the organization’s
strategy competitiveness
R P
Strategic Change E
O
Partner Agent O
C P
E
Administrative Employee L
E
Expert Champion
S
concerned with designing deals with day to day
S and delivering HR problems, needs and
processes efficiently concerns to promote
employee well-being

OPERATIONAL
HR Role Framework: Shared Responsibility
(Dave Ulrich)

STRATEGIC FOCUS

Strategic Change
Partner Agent
50% Field HR 30% HR
50% Line Managers 40% Line Managers
30% External Consultant
PROCESS PEOPLE
50% Corporate HR 20% HR
30% Outsource 60% Line Managers
20% I.T. 20% Employees
Administrative Employee
Expert Champion
OPERATIONAL FOCUS
 “The primary actions of the
strategic human resource
Strategic HRM manager is to translate business
strategies into HR priorities”. -
David Ulrich, 1997
OD

Employee HR Planning &

Well-Being Staffing

Employee Learning
Relations &
Vision; Mission; Development
HR
Values;
Strategies
Rewards Leadership
Organization’s Performance/
Management Development
Organization
Strategies
Success
Performance Career
Management Development &
Planning

HR LINE MANAGERS
 HR Roles
4

3.5

2.5

2
2004
1.5
2011
1

0.5

Strategic Partner Change Agent Administrative Employee

Expert Champion

2011 Trends and Issues in HR, Salvosa and Fernandez, Ateneo CORD
 HR Roles by Organization
3.75
3.7
3.65
3.6
3.55
3.5 Corporate
3.45
3.4
Non-
3.35
corporate
3.3
3.25

2011 Trends and Issues in HR, Salvosa and Fernandez, Ateneo CORD
 Source: Mercer Human Resource Consulting (2004).

Time Spent by HR Transforming HR for business results: A study of US

organizations.

Compliance/auditing 9% Desired
11%
Current
Designing HR programs or 19%
systems 13%

Strategic partnering 30%

15%

Transactions/recordkeeping 11%
25%

Delivering HR services 31%

36%
0% 5% 10% 15% 20% 25% 30% 35% 40%
 Synthesis of Roles for the HR
Professional

Dave Ulrich, Jon Younger, Wayne Brockbank , Mike Ulrich, HR from the Outside In: Six Competencies for the
Future of Human Resource
Effective HRM Cycle
 Implications
Evolving Role of HR function in Organizations
Initiatives to improve
Optimising Organization capability Measurable
HR policy & people and and performance Value
procedures to Organization To The
ensure right efficiency Strategic Organization
Human
people Human Resource
practices Resource management
Record-keeping management
and personnel Personnel
transactions Management

Personnel
Administration
The HR Value Proposition
Knowing external
Business realities
(technology, economic,
Globalization,
demographic)

Serving external &

Ensuring HR
Internal stakeholders
Professionalism
Business realities
(HR roles, competencies, HR Value
(customers, investors,
and development) Proposition
Managers, employees)

Building HR resources Crafting HR practices

(HR strategy (people, performance,
and Information, and
Organization) work)
Strategic HRM in CSC
 People-Centric, Values-Oriented
and Citizen-Focused
 Vertically and horizontally
aligned and integrated including
alignment and congruence with
societal goals
 Participative, consultative,
facilitative, transformative,
nurturing and enabling
Strategic HRM in CSC
 Promotes desirable and
ethical practices fit for the
different Partner Agencies
including CSC
 Nurtures learning
 Thrives on competitive
edge by being proactive
and innovative
Strategic HRM in CSC
 Practices Competency-based HR
 Practices Evidence-based HR with the use of
metrics and HRIS
 Global mindset with international linkages and
local networks
What are Competencies?

Competencies are observable, measurable and

vital knowledge, skills and attitudes that are
translations of capabilities deemed necessary for
successful job performance and essential to
organizational success.

Defined in terms of behavioral indicators that are

tangible and measurable

CSC Definition
 What are Competencies?

Knowledge

• Understanding
acquired through
learning

CSC Definition
What are Competencies?

Skills

• Capabilities
acquired through
practice

CSC Definition
What are Competencies?

Attitudes

• Beliefs, feelings
and values which
predispose
people to act in
certain ways.

CSC Definition
How do Competencies
differ from skills and
knowledge…
Sets up new
product intro
Understands
market pricing
SKILLS KNOWLEDGE dynamics

COMPETENCIES

Competency Indicator:
Uses an understanding
ATTITUDES of market pricing
Competency Indicator: dynamics to develop
Positions a new product pricing models
intro so that it is clearly
differentiated in the market
Willingness to compete in the market
Types of Competencies in CSC

• Organization’s values, mission and strategy

CORE
• Apply to all officials and employees across offices

ORGANIZATIONAL • Majority of positions to manage the organization’s business

operations to achieve its goals/objectives

LEADERSHIP • Skills needed to perform managerial work and process

TECHNICAL • Specific bodies of knowledge and skills required to perform

the defined activities in an industry, function or job
 Activity:
Identify which statements are poorly written
or well-written
Competency Indicator Poor Good
Demonstrates consistent focused actions to ensure high
levels of customer satisfaction
Monitors the attendance of employees

Creates standard training reports to be submitted to

directors at the end of each month
Establishes criteria and work procedures to achieve a high
level of quality, productivity or service.
Dedicates required time and energy to assignments or tasks
to ensure that no aspect of the work is neglected
Good Competency Statements are:
• Observable
• Stated in active form
• Not routine tasks and behaviors but those that differentiate an
exemplary performer
 PLANNING,
RECRUITMENT
AND SELECTION
 STRATEGIC
HUMAN RESOURCE
MANAGEMENT
Framework vis-à-vis Employee Life Cycle

HRD HRM
Disengagement Career Organization Recruitment
Development Design
Selection
Workforce Orientation
Employee Planning
Relations

Monotony Setting-in
Learning & Recruitment/
Development Selection/
Placement
Performance Rewards &
Management Recognition

Competent
Performance
WORKFORCE PLANNING
Reflection:

Why do you need to do workforce

planning in your organization?
What is Workforce Planning?

QUALITY

“The right people, at the

right jobs,
in the right numbers, at the
right time.”

QUANTITY
 Strategic Workforce Planning Process

Surfacing Strategic Priorities

Identifying Critical Capabilities for

Strategy Execution
Diagnosing Strategic Capability Talent
Gaps
Allocating Human Resources to
Minimize Strategic Talent Gaps
Creating the Workforce Planning
Agenda

Note: This workforce planning process have been adopted from the
Workforce Planning Process created by GrowthLines, Inc.
RECRUITMENT
What is Recruitment?
• Process by which organizations attract qualified
applicants
• Involves activities that influence on the number
and/or types of applicants who apply for a
position and affect whether a job offer is
accepted
Activity:
For one minute, consider yourself as the
prospective employee.

Who would you choose as your employer between

the two photos?

4
5
6
Critical Organizational Attributes
(that candidates look for)

Attraction Retention Motivation

Nature of Nature of
Stress level
work work

Compensation Compensation Compensation

Promotion Appreciation
Job Security
opportunity of work

“Understanding Employee Motivation”, Lindner (1998)

“2007/2008 Global Strategic Rewards Report”, Watson Wyatt (2007)
 What do Young Filipino Workers
look for in a Job?
Concerns Rank

Good salary and benefits 1

Opportunity for career growth 2
Doing something they truly enjoy 3
Provides employment security 4
Allows them to use their education 5
Develops their skills and talents 6
Presence of challenging tasks 7
Liking the people they work with 8
Good work conditions 9

** Hechanova, M.R., Franco, E.P., Alampay, L. (2008). Managing Young

Workers in Leading Philippine Organizations in a Changing World
IF THERE IS SUCH A THING AS CONSUMER
BRAND, THERE IS ALSO WHAT WE CALL THE

EMPLOYER BRAND

10
 PRODUCT BRAND EMPLOYER BRAND

Quality and Work

Performance Environment

Image and Value and Product/ Work-life

Prestige Price Company Balance
Brand
Strength
Innovation and Company
Design Culture and
Environment
CSC Brand
 “Talent-focused companies understand that, more
than compensation, it is the corporate ecology,
the challenge of the role, and the personal
development opportunities that drive choice
and loyalty.”

Building a Talent Brand by Rajeev Vasudeva and Kim Van Der Zon, Egon Zehnder International
Plenary:
What tools of recruitment does
CSC commonly use?
Recruitment Strategies
Internal External
 Job Posting  Advertisements
 Job Fairs
 Nomination or Referrals  Employee Referrals
 Employee Databases  Internet/ Company Website
 Executive Search Firms
 Career Development  Employment Agencies
System  Mergers & Acquisitions
 Succession Plans  Traineeships/Cadetships
 School tie-ups
 Scholarships
 Practicum/Internships
 Training programs
 Channels Candidates Are Likely to Use

Source: Top-Consultant.com’s Management Consultancy Recruitment Channel Report 2012

 Recruitment, Selection,
& Placement Process

Workforce Employee Recruitment &

Planning Requisition Referral

Selection & Job Offer &

Placement and
Selection Applicant’s
Start Date
Decision Acceptance

On-boarding/
Orientation
Yield Ratios
• Help indicate which recruitment sources are most
effective at producing qualified applicants.

• Percentage of applicants from a particular source

that make it to the next stage in the selection
process.

• By calculating YR for each source, it is possible to

find out which method is most cost-effective & most
useful.
Recruiting Yield Pyramid
No. of Candidates Ratio

Accept Job Offer 15 Offers/Acceptances 4/3

Receive Job Offer 20 Interviews/Offers 3/1

Attend 2nd Interview 60 Invites/Interview 5/4

Invited to 2nd Interview 75 Screens/Invites 2/1

Invited Initial Screening 150 Contacts/ Screens 4/1

Initial Contacts 600

SELECTION
 The Selection Process
Standard CSC
Review Applicant Documents; Maintain Roster
Job Analysis
for Further Screening; Inform Applicant re: status
Determine the Required Competencies of
Written tests/other methods
the Position
Determine the Methods to Assess
Conduct Behavioral Event Interview
Competencies
Assess Applicants Using Appropriate
Background Investigation
Methods

Preliminary Screening by HR Department Submission of Initial Assessment Report

Supervisory / Panel Interview Further Assessment by PSB/HO

Background Investigation Assessment Report for Final Selection

Medical Tests Hiring Decision

Hiring Decision Dissemination of Information re: Hiring

Plenary:
What selection methods does
your agency commonly use?
Common Assessment Methods
• Application Blank Evaluation or Resume
• Tests
• Assessment Centers
• Reference Checks
• Interviews
 Percentage Usage of Selection Tools Current
92 92
84

36 35
31 31 30 28 25 24
19
7 5

* The most effective selection systems use more than one tool
Source: Global Selection Forecast 2012 by Jazmine Boatman, Ph.D., and Scott Erker,
Ph.D.
Selection Interview
Seeks to:
•Establish whether candidate is suitable for the job
•Ensure candidate has clear understanding of the
job
•Make the candidate feel that they had a fair
hearing
Types of Questions

• Criterion-based – explores knowledge, skills or

abilities
• Situational – cite critical incidents
• Behavior Description – elicits past behaviors
(STAR)
STAR Feedback Approach
Situation Task

Action Result/s

Source: Adapted from Development Dimensions International,

Inc. “Interaction Management” series, Pittsburgh, PA
Behavioral Information
• The Situation/Task (ST)
– Why did a candidate take a particular course of
action? What were the circumstances?
• The Action (A)
– What did the candidate do or say to respond to the
situation?
• The Result (R)
– What was the impact of the candidate’s actions?
Questions to Avoid in Interviews
• Leading Questions • Multiple-choice
• Theoretical questions questions
• Questions answerable • Not relevant to job
by ‘yes’ or ‘no’ competencies
• Questions already • Two in one questions
answered in
application form
Activity:

Determine if the question is behavioral/non-

behavioral.
Behavioral versus Non-behavioral
Behavioral Non-behavioral
1. If you were hired, what can you
contribute to this organization?

2. Why should I hire you?

3. Cite an instance when you were

confronted by an irate customer?
How did you handle him/her?

4. What did you do to enhance the

skills of your staff as a supervisor?

5. What are your strengths and

weaknesses?
Behavioral versus Non-behavioral
Behavioral Non-behavioral

6. What was the biggest problem you

had in your previous job? How did
you overcome it?

7. Describe a time when you had to

persuade another person.

8. What is your advantage over other

applicants?

9. When was the last time you felt

stressed on the job? How did you
handle it?

10. Why are you applying for this

position?
Guidelines in Interviewing
 Treat candidates  Look out for non-
equally verbal’s
 Give candidates time  Allotting enough time
to think and answer for the interview (30-60
 Follow interview guide minutes.)
 Be ready to probe, test  Do not over-schedule
or ask questions in a interviews
slightly different way
Activity (Group):
• What are some of improvement areas in
recruitment and selection in your agency?

• What are your recommendations to address

these?
RECRUITMENT AND
SELECTION: TRENDS &
PRACTICES
 Trends & Practices
• “Selling” the position to a prospective hire during
the recruitment and interview process

• Identifying why and how internal employees

were attracted and stayed in their job

*Source: Trends and Strategies in Recruiting and Retaining Talent, John Hamilton, President and CEO of
Intellector
 Trends & Practices
• Partnership with placement agencies
• Long-term association with selected institutes
• Emphasis on career, growth opportunities, and
company values to attract prospects
• Utilization of creative recruitment commercials
• Decentralized recruiting process

*Source: Agarwala, T. (2002). Human resource management: The emerging trends. Indian Journal of Industrial
Relations, 37(3), 315-331; Peters, B.G., & Pierre, J. (Eds.). (2003). Handbook of Public Administration. London: Sage
Publications Ltd. Accessed from: http://bit.ly/121vnK0
 Benefits of a Systematic
Selection Process
 Increased business outcomes (financial
outcome, increased productivity, higher
customer satisfaction)
 Improved employee outcomes (employee
satisfaction, retention of high-potential talents,
high employee engagement)

Source: DDI Study on Recruitment & Selection Best Practices and LLC Best Practices Studies
Best Practices in Selection
 Organizations with the most effective selection
systems employ the following:
Behavior-based interviews
Ability tests
Training and experience evaluations
Biographical data
Motivational fit inventories
 Staffing the recruitment process with business-
focused line managers who are coached and
trained by recruitment experts
Source: DDI Study on Recruitment & Selection Best Practices and LLC Best Practices Studies