HUMAN RESOURCE

MANAGEMENT
GROUP 5
 GROUP 5 - MEMBERS

MARICRIS P. GALLARDO FRYLEN JOY H. GAN EVANGELYN T. FLORDELIS

CHRISTINE ROSE FRANCISCO JASON T. GALLARTE JOMAR S. GABUCO

 INTRODUCTION
Human resource management (HRM) is the
practice of recruiting, hiring, deploying and
managing an organization's employees.
HRM is employee management with an
emphasis on those employees as assets of
the business. In this context, employees are
sometimes referred to as human capital.
 LESSON 1

KNOW THE RECRUITMENT

AND SELECTION PROCESS IN
PUBLIC ADMINISTRATION
UNDERSTAND THE
FUNDAMENTAL CONCEPT
OF HUMAN RESOURCE
MANAGEMENT AND
UNDERSTAND HOW
TRAINING AND
DEVELOPMENT IN PUBLIC
ADMINISTRATION WORKS
 RECRUITMENT AND SELECTION IN
PUBLIC ADMINISTRATION
SELECTING AND RECRUITING HUMAN RESOURCES FOR PUBLIC ADMINISTRATION IS A
MANAGEMENT AREA THAT HAS BEEN UNDERGOING IN-DEPTH CHANGES.

AN EFFECTIVE RESPONSE IS REQUIRED TO MEET THE CHALLENGES OF A SOCIETY IN

WHICH GROWING KNOWLEDGE AND AWARENESS OF CITIZENSHIP DEMAND
TRANSPARENCY AND SPEEDINESS OF PROCESSES.

zz
Strategic management begins with identifying the
needs of your organization as they relate to current
and future labor demands. Accomplishing this task
requires the ability to identify the various jobs and
roles needed within your organization to meet
current and future goals related to production and
growth. Once identified, clear and concise job
descriptions and duties can help ensure that
recruitment remains streamlined and aimed at
efficient recruitment and hiring.
 THREE FUNDAMENTAL PILLARS OF
RECRUITMENT AND SELECTION IN PUBLIC AD

EQUAL CONDITIONS AND THE NEUTRALITY OF THE USE OF

OPPORTUNITIES FOR ALL SELECTION BOARD METHODOLOGIES BASED
APPLICANTS ON STUDIES AND
TECHNICAL RESEARCH
 r o c e s s
good p
SOURCING
a
PRODUCES HIRING
SCREENING
GOOD
results THE
PROCESS

SELECTION INTERVIEWS

EXTENDING
OFFER
 C
R I
E 1. Publish the vacant position in the CSC Bulletin of Vacant Position or through
V
other mode of publication and post the same in three (3) conspicuous places in the
C agency for at least ten (10) calendar days. Men and women shall be encouraged to
I
apply. S
R L
2. List candidates aspiring for the vacant position, either from within or outside E
U S the agency, including qualified next-in-rank employees.
T
I & E 3. Conduct preliminary evaluation of the qualification of alt candidates. Those
initially found shall undergo further assessment such as: written examination, skills T
T L test, interview and others. After which, selection line-up shall be prepared and S
posted in three (3) conspicu­ous places in the agency for at least fifteen (15) calendar I
E E
M days. The date of posting shall be indicated in the notice.
N
C R
4. Notify all applicants of the outcome of the preliminary evaluation
E T G
5. Submit the selection line-up to the PSB (PERSONNEL SELECTION BOARD)
V
N I for deliberation en bane. I
T O
C
N
E
 C
R I
E 6. Make a systematic assessment of the competence and qualifications of
V
candidates for appointment to the corresponding level of positions.Evaluate and
C deliberate en bane the qualifications of those listed in the selection line-up.
I
S
R 7. Submit the list of candidates recommended for appointment from which the L
appointing authority shall choose the applicant to be appointed. E
U S 8. Assess the merits of the PSB's recommendation for appointment and in the T
I & E exercise of sound discretion, select, in so far as practicable, from among the top five
ranking applicants deemed most qualified for appointment to the vacant position T
T L S
9. Issue appointment in accordance with the provisions of the agency Merit I
E E
M Selection Plan.
N
C R
10 Post a notice announcing the appointment of an employee in three (3)
E T conspicuous places in the agency a day after the issuance of the appointment for at
G
least fifteen (15) days. The date of posting should be indicated in the notice.
V
N I
I
T O
C
N
E
 FUNDAMENTAL
CONCEPTS OF
HUMAN RESOURCE
MANAGEMENT
Human resources management works
through dedicated HR professionals,
who are responsible for the day-to-
day execution of HR-related
functions. Typically, human resources
will comprise an entire department
within each organization.
FUNDAMENTAL CONCEPTS
SOCIETAL ORGANIZATIONAL
01 OBJECTIVES
Measures put into place that
responds to the ethical and social
02 OBJECTIVES
Actions taken that help to
ensure the efficiency of the
needs or challenges of the
organization. This includes
company and its employees. This
providing training, hiring the right
includes legal issues such as equal
number of employees for a
opportunity and equal pay for
given task or maintaining high
equal work.
employee retention rates.
FUNDAMENTAL CONCEPTS
FUNCTIONAL PERSONAL

03 OBJECTIVES
Guidelines used to keep HR 04 OBJECTIVES
Resources used to support
the personal goals of each
functioning properly within the
employee. This includes
organization as a whole. This
offering the opportunity for
includes making sure that all
education or career
of HR's resources are being
development as well as
allocated to their full
maintaining employee
potential.
satisfaction.
 TRAINING AND DEVELOPMENT
Training and development are
IN PUBLIC ADMINISTRATION
processes that carry equal REPORTER: FRYLEN JOY H. GAN
importance for the public and
private sectors. Both areas
have the same goal –
efficiency. With the help of
training and development, the
public sector can use HR
practices to help employees
become more adept at
performing in their respective
jobs.
TRAINING VS. DEVELOPMENT
Training is a prearranged activity aimed at
improving performance and to acquire certain levels
of knowledge and skill. Development is the
expanding of this knowledge and skill so that they
may be used in the present or future. Also,
development is not primarily skills-oriented. Instead,
it provides general knowledge and attitudes which
will be helpful to employees in higher positions.
TYPES OF TRAINING PROGRAM

Administrative,
technical, professional
1. On-the-job 2. Orientation personnel: (workshops,
training: programs: institutes, professional
job learned from elementary; conferences, university
another introduce and college programs,
management
employee. employer's developmental
policies. programs).
 LESSON 2

IDENTIFY THE
PERFORMANCE
MANAGEMENT AND
EVALUATION
ANALYZE THE ROLE OF HRM
IN ORGANIZATIONAL
PERFORMANCE AND
EVALUATE HR
MANAGEMENT STRATEGIES
 PERFORMANCE MANAGEMENT AND EVALUATION IN
PUBLIC ADMINISTRATION
Performance Management is a partnership
between an employee and his/her supervisor to
optimize performance, build effective feedback
and communication, enhance employee growth
and development, and develop goals that are
consistent with department/administration
strategic plans. A Performance Evaluation is a
part of performance management.

REPORTER: EVANGELYN FLORDELIS

PERFORMANCE MANAGEMENT
• Focus is on employee development.
• Seen as an ongoing, daily process.
• Discussions happen frequently; formally at least
twice a year.
• Forms are designed to evaluate performance and
plan for employee development.
• Both positive and negative feedback occurs
frequently.
PERFORMANCE EVALUATION
• Focus is on evaluation.
• Seen as a once-a-year event.
• Discussions happen when salary.
increases are awarded or
performance problems emerge.
• Forms are designed to evaluate
performance and rank employees.
• Feedback occurs primarily in the
appraisal/review discussion.
 ROLE OF HUMAN RESOURCES MANAGEMENT IN ORGANIZATIONAL
PERFORMANCE.

HRM encourages the people working in an organization to

work according to their potential and gives them
suggestions that can help them to bring about
improvement in it. The team communicates with the staff
individually from time to time and provides all the
necessary information regarding their performances and
also defines their respective roles.
 MAIN ROLES:
• Recruitment and Training:
— This is one of the major responsibilities of the
human resource team. The HR managers come up with
plans and strategies for hiring the right kind of
people. They design the criteria which is best suited
for a specific job description.
• Maintaining Work Atmosphere:
— This is a vital aspect of HRM because the
performance of an individual in an organization is
largely driven by the work atmosphere or work culture
that prevails at the workplace.
REPORTER:
CHRISTINE ROSE FRANCISCO
 • Benefits:
— Benefits specialists can reduce the company’s
costs associated with turnover, attrition and hiring
replacement workers. They are important to the
organization because they have the skills and
expertise necessary to negotiate group benefit
packages for employees within the organization’s
budget and consistent with economic conditions.

REPORTER:
CHRISTINE ROSE FRANCISCO
 • Liability:
— HR employee relations specialists minimize the
organization’s exposure and liability related to
allegations of unfair employment practices.
• Employee Satisfaction:
— Employee relations specialists in HR help the
organization achieve high performance, morale and
satisfaction levels throughout the workforce by
creating ways to strengthen the employer-employee
relationship.

REPORTER:
CHRISTINE ROSE FRANCISCO
 HUMAN RESOURCES MANAGEMENT STRATEGIES.

HRM stands for Human Resource Management,

and human resource management strategies are
the plans that lead to implementing different
functions in the human resources department of
an organization. Typically, these strategies are
guided by the overall strategies of the business
and serve to help the business attain its long-
term goals via its staff.
 HUMAN RESOURCES MANAGEMENT STRATEGIES.

These strategies can be divided into four key

areas:
• Talent - Talent represents the human capital
of an organization and is crucial to the success
of that business. It is an important asset that
the business should strive to maintain.
 HUMAN RESOURCES MANAGEMENT STRATEGIES.

• Leadership - The leadership of the organization

is likened to what the head is to a body. It is
through leadership that a business succeeds or
fails in its endeavors.
• Planning - The HRM department plays an
important role in helping the business to plan
for the future.
 HUMAN RESOURCES MANAGEMENT STRATEGIES.

• Leadership - The leadership of the organization

is likened to what the head is to a body. It is
through leadership that a business succeeds or
fails in its endeavors.
• Planning - The HRM department plays an
important role in helping the business to plan
for the future.
 HUMAN RESOURCES MANAGEMENT STRATEGIES.

• Performance Culture - An organization with

well-defined performance metrics is an
organization with high potential for success. The
HRM department plays a role in this, as well.
PRACTICAL SKILLS IN HUMAN RESOURCE
MANAGEMENT
Human resource (HR) has become one of the core
features of organization, With an responsibilities a HR
manager plays a significant role in an employee's working
life, Alongside the knowledge required to become an
effective HR manager, It is also important to recognise
that some practical skills are essential to help improve
job performance, We therefore identify 3 skills which
form a solid profile for effective.

REPORTER: JASON GALLARTE

PRACTICAL SKILLS IN HUMAN RESOURCE
MANAGEMENT
DISCRETION - It is responsible for the personal
information of every employee that is employed, or has
been employed, At an organization. Some of this
information can be particularly confidential and it is
important for HR professionals to keep information
private and protected.

REPORTER: JASON GALLARTE

PRACTICAL SKILLS IN HUMAN RESOURCE
MANAGEMENT
ANALYTICAL SKILLS - In the context of managers,
analytical skills stand for the ability to analyze and then
make decisions related to business strategy clearly and
logically analytical skills can include a wide range of
professional qualities, Including critical thinking and data
analysis.

REPORTER: JASON GALLARTE

IMPACT OF DIVERSITY
AND INCLUSION ON
HUMAN RESOURCE
MANAGEMENT
 DIVERSITY AND INCLUSION AT HR,
WORKPLACE HAD A HIGHER IMPACT ON
THE RELATIONSHIP BETWEEN
EMPLOYEES AND EMPLOYERS,
DIVERSITY ALSO AFFECTS THE HUMAN
RESOURCE MANAGEMENT FUNCTIONS
AND INTERPERSONAL RELATIONSHIP
BETWEEN EMPLOYEES, IN THE SEVERAL
WAYS THE IMPACT OF DIVERSITY AND
INCLUSION HAS A SIGNIFICANT ROLE IN
THE OVERALL PERFORMANCE OF
HUMAN RESOURCE MANAGEMENT
FUNCTION.
 LEGAL CONSIDERATION IN HRM
PROCESS LEGAL AND ETHICAL
ALL ASPECTS OF HUMAN RESOURCE
CONSIDERATIONS IN
MANAGEMENT MUST BE
ACCOMPLISHED WITHIN THE LEGAL HUMAN RESOURCES MANAGEMENT
FRAMEWORK. FAILURE TO DO SO IS REPORTER: JOMAR GABUCO
NOT ONLY UNJUSTIFIED IN A FREE
SOCIETY IT CAN ALSO BE A VERY
EXPENSIVE MISTAKE, RESULTING IN
FINES AND PENALTIES.
EXAMPLE OF LEGAL CONSIDERATION:
EMPLOYMENT EQUITY
EMPLOYEE RIGHTS
DISCRIMINATION
SEXUAL HARASSMENT
 ETHICAL CONSIDERATIONS IN HRM
ETHICS ARE PRINCIPLES OR
MORALS THAT ARE IMBIBED REPORTER: JOMAR GABUCO
WITHIN AN INDIVIDUAL OR
REINFORCED EXTERNALLY AND
HELP THEM TO DIFFERENTIATE
BETWEEN RIGHT AND WRONG AND
TO ACT ACCORDINGLY.
 ETHICS IN HUMAN RESOURCE
MANAGEMENT REFERS TO THE
TREATMENT OF EMPLOYEES WITH
ORDINARY DECENCY AND DISTRIBUTIVE ETHICAL CONSIDERATIONS IN HRM
JUSTICE. IT IS A SUBSET OF BUSINESS
ETHICS. HUMAN RESOURCE MANAGERS REPORTER: JOMAR GABUCO
SHOULD AVOID ANY KIND OF
DISCRIMINATION AMONG THE EMPLOYEES
BASED ON SPECIFIC FACTORS SUCH AS
COLOR, CASTE, CULTURE, APPEARANCE,
RELIGION, EMPLOYMENT STATUS, ETC.
ETHICAL BUSINESS CONTRIBUTES TO THE
BUSINESS GOALS AS THE EMPLOYEES WILL
FEEL MOTIVATED AND WILL WORK WITH
EFFICIENCY AND EFFECTIVENESS.
 THANK
YOU
FOR
LISTENING