Human Resources Management: Utilization of Manpower

Part 1: Promoting Employee's Health and Safety

Part 2: Human Resource Planning

Part 3: Career Management and Development

PART 1: PROMOTING EMPLOYEES HEALTH AND SAFETY

Reasonable Working Conditions

Humane acceptable working environment that promotes,  and satisfies the physical, economic, psyco-social,and spiritual well being of the employees, promotes harmonious relationship between employees and management to enhance their dignity, provides motivation and recognition, and harness their potentials towards increased productivity and efficiency in the attainment of the goals and objectives of the employees as well as the organization for a more responsible public service.

Cause of work Connected Accidents and Work Related Illness

1.Unsafe Working Conditions such as defective machinery and equipment, hazardous procedures in handling machinery and equipment, unsafe storage and wrong piling, congestion, overloading, lack of protective device or equipment, and presence of dangerous chemicals or gases.

The basic remedy to all these causes of work connected accidents and illness is to eliminate or minimize the unsafe conditions.

2.Other Work-related accident factors like job itself (dangerous jobs) and work schedules (night shift, excess overtime)

3. Unsafe acts or the undesirable attitudes of some employees which can lead to accidents, such as throwing materials, improper use of equipment, not complying with the right procedure in loading, piling, mixing, and other production process, horseplay, and failing to wear PPE

Reducing unsafe acts can be done through propaganda, such as safety poster and the like. Safety training can also be done to reduce accidents.

The major categories of occupational illness

1.Occupational skin disease

2.Respiratory conditions due to toxic agents

3.Poisoning

4.Disorder due to physical agents

5.Disorder associated with repeated trauma

Cost of accidents

Direct cost- medical and hospital expense, sum of lost wages, insurance, administrative cost, rehabilitation of the injured employee, damage to equipment and the like.

Indirect cost- include the value of time lost by workers who were involved in giving first aid to injured workers, cost associated with investigating accidents, selection and training of replacement, attending to legal matters in serious cases, and others.

Human cost- this include physical lost of self esteem like being unable to live a normal life, heartache of losing a loved one, heartache of losing a family when the breadwinner is killed, and the like.

Accident prevention Strategies

Employee selection- selecting of individual with certain personality characteristics are more likely than others to be involved in industrial accidents.

Employee training- employers who provide all new employees with training on safe and proper job procedures experience fewer accidents

Safety incentive programs- this aim is to motivate safe behavior by providing workers with incentives for avoiding accidents.

OSAHS

(The Occupational Safety and Health Standards)

Passed on July 1, 1997 by the then secretary of labor,

Blas F. Ople was promulgated in accordance with the mandate of Labor Code.

Provides rules and regulations in the enforcement of health and safety in all establishments as provided in Labor Code.

Employees Compensations

Benefits under EC Program based on 1995 SSS and EC manual for members.

1.Medical services, appliances, and supplies provided to the afflicted member beginning on the first day of injury or sickness, during the subsequent period of his disability and as the progress of his recovery may require.

2.Rehabilitation services consisting of medical, surgical, and hospital treatment.

Physical rehabilitation therapy, artificial arms and limbs, crutches, wheelchairs, etc.

Vocational services: 2 year vocational course in an ECC accredited school; P 1,000 monthly transportation allowance and free project materials.

3.Income cash benefit for:

Temporary total disability or sickness. An income cash benefit equivalent to 90% of the average daily salary credit. It is payable for a period not longer than 120-240 consecutive days. If it persists after this period, the injury will be considered as a permanent total disability.

Permanent total disability. This benefit is monthly pension paid for as long as the injured lives plus 10% for each of the five dependent children beginning with the youngest and without substitution. Beginning Jan 1, 1991, the disability pensioner is also a given a supplemental allowance in addition to his monthly pension. Upon the death of an EC permanent total disability pensioner, the SSS will pay to the primary beneficiaries 100% of the monthly pension. In addition, his dependents will be paid the dependents pension.

Permanent partial disability, such as the loss of one thumb, finger, leg. A monthly pension is provided to the member, equivalent to the pension for permanent total disability but limited to the number of months designated by law for a particular disability.

Death. A monthly pension is provided to the deceased member primary beneficiaries plus 10% of such benefit for each of five dependent children, subject to some limitations. A funeral benefit will also be paid to any person who actually shouldered the burial expenses of the deceased member.

Career allowance of P575 monthly for permanent disabilities.

Lifetime pension to primary beneficiaries in case of death and five-year pension but not less than P 15,000 to the secondary beneficiaries.

Funeral Benefit of P10,000 effective May 1, 1994 for the private sector and P3,000 for the public sector.

Temporary total disability- is a disability which prevents an employee from performing his work for a continuous period not exceeding 120 days except when such disability requires medical attendance beyond 120 days, but not exceed 240 days.

Permanent Partial Disability-is a disability, which causes the harmful loss, permanently of the use of any part of an employee’s body.

Permanent total disability

A disability that lasts for more than the period prescribed for temporary disability and prevents an employee from pursuing his usual work and earning, complete lost of both eyesight, loss of two limbs at or above the ankle o wrists, permanent complete paralysis of two limbs, brain injury resulting in incurable imbecility or insanity, and such cases as determined by the system and approved by EEC.

Conditions where injury, sickness, or death can be compensable under employee’s compensation program

1.The employee is injure at the place where his work requires him to be

2.The employee is performing his official function

3.The injury is sustained elsewhere and the employee is executing an order for the employer

The injury, sickness, or death is not compensable if due to employee’s drunkenness, his wilful intension to injure or kill himself or another; and his notorious negligence.

Safety Programs

OSAHS encourages every organization to maintain an ongoing safety program. TO stimulate interest in safety and health programs, managers should demonstrate a sincere interest in them by means of preparing a policy statement that declares management’s concern about safety and health. Management leadership should also review all inspection and accident reports and check to make certain that hazards are eliminated.

The responsibility for safety and health activities needs to be shared by everyone since avoiding accidents requires the cooperation of everyone. All employee should know that careless and wilful disregard for safe practices might result in discipline and termination.

The program should also identify what hazards exist in the workplace and the need to develop a checklist of safety practices.

For the program to be effective, all employees and supervisors must receive adequate safety training. Employees should never perform a job until they have received adequate job instruction. A good safety program must also be prepared to handle injuries and illness, hence, being able to provide first aid and medical assistance at the first instance.

Another way to promote safety is through the use of protective clothing and devices for employees working in hazardous job situations. Some of these are helmets, goggles, face shields, filter respirators and gas masks, gloves, aprons and jackets.

PART 2: Human Resource Planning

HR Planning is both a process and a set of plans. It is how the organizations assess the future supply and demand for human resources. In addition, an effective HR plan also provides mechanisms to eliminate any gap that exists between supply and demand. Thus, HR Planning determines the numbers and type of employees to be recruited into the organizations or phased out of it.

HR Planning also involves linking a firm’s HRM practices to its strategic business needs, which have been identified by the strategic planning process. It may be done on both a short and long term basis. Its aim is to ensure that people will be available with the appropriate characteristics and skills when and where the organization needs them.

It is a process by which a company ensures that it has the right number and kind of people, in the right time, doing the things for which they are economically most useful. It is a method for determining future human resource requirements and developing action plans to meet them.

Why Conduct HR Planning?

1.For more effective and efficient use of human resource. HR planning helps in scheduling recruitment and selecting effectively by providing information that determine how many people are needed and kinds of people needed for job openings

2.For more satisfied and better developed employees. Employees who work for organizations that use good human resource planning systems have a better chance to participate in planning their own careers and to share in training and development experiences.

3.Through a systematic planning of human resource, a company can be better assisted in attaining its goals and objectives.

4.It can be an effective means of planning the development and growth of its employees.

Human Resource Planning Process

Six Distinct Phases or Stages

1.Situation Analysis and Environmental Scanning / Analysis of the current situation /   Forecastingsupply of manpower

The strategic plan must adapt to environmental circumstances, and HRM is one of the primary mechanisms that an organization can use during the adaptation process. For example, rapid technological changes in the environment can force an organization to quickly identify and hire employees with new skills that previously were not needed by the organization. This stage will reveal data of the current HR situation and its position of the national economy.

Objectives that may be used as gauge in identifying problems:

Optimum use of HR- provision of high – level manpower for critical occupations, provision of highly trained or skilled manpower, and channelling of manpower to more productive uses.

Conservation of HR

2.Forecasting Demand for Employees

Forecasting yields advanced estimates or calculations of the organization’s staffing requirements. Although many quantitative tools can help with forecasting, it involves a great deal of human judgement. It is necessary to have an indication of future development in order to plan out necessary steps. There are two considerations:

Whatis the manpower demand for specific types of manpower at any given point of time to perform various roles?

What is the best employment profile to be used for future trends?

The most important step in forecasting HR requirements is to identify what is forecasted. This requires the drawing of a forecasting model which would attempt to the three things:

1.Define categories of skills in terms of kind or amount.

2.Identify each type and level of job.

3.Identify those self-contained units which request separate quantitative HR forecasts.

There should be definitions of skill categories:

Managerial, Technical, Professional and Administrative, Manual/Operative supervisory, Clerical and office

3.Analyzing the Current Supply of Employees / Inventory of Manpower

This is to determine how many and what kinds of employees the company currently have in terms of the skills and training necessary for the future.

Useful tools in analyzing current HR situation in company:

HR Inventory– stock taking of firm’s employees, headcount of employees.

Skills Inventory – analyzing the individual skills and abilities of all kinds of employees at all levels.

Human resource audit– seeks to answer the question “what has been and is happening to our human resources?”

4.Forecasting HR Supply

The total stock of HR at any given time is the population count. Past trends, patterns, and expected developments give us a picture of future manpower supply.            An important element in the forecasting of labor supply concerns how many will leave. The length of service is an important indicator of leaving.

5.Reconciling HR requirements and supply forecasts

Both HR requirements and supply forecasts may reveal gaps which exist between employment and labor force; between occupations employed and occupations not employed; between employee educated and//or trained and those not educated and/or trained.

The main process include:

Assessment of performance of present work force.

Identification of possible discrepancies and imbalances compared with production targets.

Identification of possible causes for such imbalances and deviations.

6.Action plan development

After analyzing both the supply of and demand for future workers, these two forecasts are compared to determine what, if any action should be taken. Whenever there is a discrepancy between the demand and supply for future workers, the organization needs to choose a course of action to eliminate the gap:

Action decisions with a shortage of employees / Planning for growth

Recruitment – when HR plans indicate an undersupply of employees, firms can recruit personnel to staff jobs with anticipated vacancies.

Training and promotion – instead of hiring new workers to meet increasing demands, an organization may decide to improve productivity of the existing workforce through additional training.

Other options would be the use of overtime, additional shifts, job re-assignments, or temporary workers.

Action decisions in surplus condition / Planning for reductions

The current trend toward organization restructuring usually results in a smaller workforce. Therefore, when an organization’s strategic plan calls for restructuring, the HRM response is usually one of downsizing. Because of the negative outcomes that are often associated with lay-offs, employers are encouraged to seek alternatives such as: Attrition, Early retirement, Demotion, Freeze hiring, Termination, Restricted overtime

Evaluating the HR Planning Program

An ideal HR Planning Process would enable an organization to always hire exactly the right number of people at exactly the right time. Of course, such perfection is seldom achieved if ever, however, the planning process can be assessed in terms of relative accuracy and ability to provide the right mix of HR. That is, if the organization is usually able to hire the right kind of employees at around the time they are needed and the organization seldom has a surprise or a shortage of qualified workers, then its planning process may be deemed to be working effectively.

Human Resource Information System (HRIS)

A computer information package provides management with increasing capacity to record, store, manipulate, and communicate information to users and controlling the flow of information throughout the organization. It is an integrated and increasingly automated system for maintaining a database regarding the employees in an organization. For example, a properly developed HRIS should have details on every employee’s date of hire, job history in the organization, education, performance ratings, compensation history, training and development profile, and various special skills and abilities.

HRIS is very sophisticated computerized system that allows organizations to successfully cope with these information demands. Highly developed HRIS can be useful in nearly all HRM function.

Importance of an HRIS

1.An HRIS can handle most of the record keeping done by HR professionals, making it easier for these individuals to track compensation, payroll, benefits, insurance policies, career paths, and employed history

2.An HRIS can reduce paperwork and cut administrative costs.

3. Organization members outside the HRM department can more easily access the information they need.

4. HRIS files can be essential for filling vacant positions. It can track external candidates since it can retrieve a range of highly detailed information about applicants and their employment needs.

5. Make budget-related calculations since HRIS can be used to calculate overtime pay and pension benefits at different retirement ages.

6. The HRIS provides employees the capability to view their personnel and training information. Supervisors have the added capability of viewing information related to all employees that are assigned to their organization.

Information Provided by HRIS

1.Reports for all employees.

Current Status – information related to employee’s current job classification, pay level, service times, promotions / awards, and education.

Personnel History – information related to employee’s past personnel actions such as awards, promotions, and pay raises received.

Training History – information related to employee’s training classes attended while employed at the company.

2.Reports for Supervisor – it includes promotion review, information concerning employee’s awards and promotions, personnel roster, employee job title and grade information listed by organization code, number of employees by department, head counts of employees by department, employees’ training, listing of employees who did not attend a specific training course, and other information as requested by the company

HRIS and the Internet

Intranet– are internet networks, accessible only to employees within the company, where a great deal of HR information can be stored such as employee handbooks, benefits information, phone directories and job postings. Intranets enable companies to save money by eliminating printing and distribution costs.

Extranet– link a firm’s Intranet to a variety of outside organizations and vendors. It gives employee’s secure access to information and services from outside parties. In here, they can conduct online transactions including reallocation of funds.

Alignment of Business Planning and HR Planning

HR planning involves every phase of the company. It must translate company plans into HR requirements and evaluate the current performance levels of individuals and predict their potential. It provides career management or charting; and provides systems, forms, guides, and charts for matching job requirements with skills available. It encompasses everything that concern people – its cost, morale, leadership, productivity, forms of compensation, and conservation of the resource,,

Long Range Planning– to survive more than the next year or two, organizations must engage in long range strategic plans.  Top executives need to formulate a corporate philosophy that identifies what an organization is about, what it expects to do, and why it exists. The mission needs to be examined to determine what useful products or services the organization should produce.

Middle Range Planning– these may be stated in terms of sales, number of units produced, or some other index of business activity. It involves forecasting how many employees will be needed within each job category to achieve the business goals.

Short Range Planning– often overlooks the HR requirements. Budgets and economic forecasts are frequently developed without a careful analysis of whether the HR will be available to achieve them. Supervisors and managers should anticipate the number of employees and the kinds of skills and training needed to achieve the business objective.

PART 3:Career Management and Development

Before, individuals join an organization and often stay with it for their entire working careers. To recognize employee’s loyalty, organizations provide gold necklace, watch, service pins, and others to reward and recognize employees who have stayed with the company for years. From the organization’s viewpoint, career development can reduce costs due to employee’s turnover. Taking an interest in an employee’s careers can also improve morale, boost productivity, and help the organization become more efficient.

Recent data from different source reveal that although most employees remain happy in their work, they are growing increasingly concerned about their career prospect at their present companies (Peter James. Replacing the Ladders. People Management, May 31, 1995)

From the organization’s viewpoint, career development can reduce costs due to employee’s turnover. Taking an interest in an employee’s careers can also improve morale, boost productivity, and help the organization become more efficient.

Definition of Terms

Career development – prepares a person for progression along a designated career        path. This is the organization’s formal approach to ensuring that people with the proper qualifications and experiences are available when needed.

Career management – the process through which employees become aware of their interests, values, strengths, and weaknesses.

Career – a general course that a person chooses to pursue throughout his working life.     It is an individually perceived sequence of position occupied by an individual during the           course of one’s lifetime.

Career planning – a process whereby an individual sets career goals and identifies the    means to achieve them.

Organization’s career pathing – is that phase of HRM that sets up paths along which    the individual moves and progresses over time in the organization.

Career path – a flexible line of progression through which an employee typically moves   during employment with a company.

Career anchor - self-concept based on differing work motives and abilities / guides; stabilizes and integrates a person’s work experiences.

Career plateau – likelihood of additional hierarchical promotion or further job        advancement is low or permanently or temporarily blocked.

Career pathing – process by which an employee and his supervisor plan a career progression that takes into account present experiences and skills.

Objectives of Career Development

1.To meet the immediate and future HR needs of the organization on a timely basis.

2.To inform the organization and the individual about potential career path within the organization.

3.To utilize existing HR programs to the fullest by integrating the activities that select, assign, develop, and manage individual careers with the organization’s plans.

Career and the Individual

The following are key information about career development from the perspective of the individual taking the initiative to plan his own career.

Finding a Suitable Field

Find a field that holds the promise of bringing one personal satisfaction and material rewards.  Among the more frequent ways in which people find a field or occupation within the field to pursue are the following:

1.Influence of parent, relative, or friend

2.Reading and study / colleges’ course catalog

3.Through counselling or testing

4.Professors, including academic adviser

5.Natural and forced opportunity

It is also important to seek valid information about career fields so that one can find a good fit between oneself and existing opportunities.  Finding a suitable field also involves self- assessment. This refers to the use of information by employees to determine their career interests, values, aptitudes, and behavioural tendencies.

The following is very ideal for those who are planning to pursue their tertiary education:

Examination or self-assessment of your interests. What type of things excites you? What type of jobs or careers appeal to you?

Examination of your abilities.This is identifying your strengths, weaknesses, and the skills that you have.

Examining what you value in work. Examples of values include: helping society, working under pressure and group affiliation.

Career exploration. Explore a general list of occupations or search for a specific occupation that you are interested in.

Reality check. This is the need to honestly evaluate your options.

Narrowing your choices and focusing on choosing a major. Based on all your research and self-assessment of the first five stops on your journey, you should now have a better idea of the careers that do interest you.

Conducting a Job Campaign

Some people who have identified the field do not have to look for a job. Others have to conduct a job campaign upon graduation and perhaps at various times in their career. The three major aspects of the job campaign are job hunting tactics, preparing a resume, and performing well in an interview.

Establishing Career Goals

Career planning in the form of goal setting and establishing a career path ideally precedes finding a job. These goals usually relate to desired positions, level of skill application, or skill acquisition.

Establishing a Career Path

This pertains to a series of positions in one or more organizations leading to a long term goal. Developing career paths involves analyzing work and information flows, the type of tasks performed across jobs, similarities and differences in working environments, and the historical movement patterns of employees into and out of the jobs.

Career Advancement Strategies and Tactics

This may involve enrolling in training courses and seminars, networking or establishing linkages, and the like. This can be interpreted as ways of advancing one’s career because most of them help one acquire more.

Career Switching

This refers to changing from one career to another. People switch careers for such reasons as boredom with the present career, being forced into early retirement, or being laid-off and unable to find a job in one’s present field. In some cases, employees decide to switch career because of skills obsolescence.

Making Career Changes

Career change or career switching is a natural life progression as most studies show that the average jobseeker will change careers several times over the course of his lifetime. Here is a 7-step plan to help and lead you on a path toward career change success:

Assessment of likes and dislikes.- This is determining what excites you and energizes you by using the self – assessment exercise.

Researching new careers – Research the types of careers that center around your passion.

Transferable skills – Leverage some of your current skills and experience to your new career like communications skills, leadership, planning, and the like.

Training and education – You may find necessary to update your skills and broaden your knowledge. Take it slowly.

Changing In or Out – Some people change careers but never change employers.  Remember not to start asking about a job switch until you are completely ready to do so.

Job-Hunting Basics – Consider spending some time in retooling. There are web sites which provides guide to researching companies, preparing resume, cover letter, interviewing, and the art of salary negotiation.

Be flexible – Set positive goals for yourself, but expect setbacks and change – and do not let these things dampen your spirit.

Retirement Planning

This completes the career cycle. People should adequately plan for retirement both psychologically and financially. This includes planning a new lifestyle that would bring rewards similar to those they received during their working years.

Career Stages

1.Growth stage – the period from birth to age 14 during which a person develops a self-concept by identifying with and interacting with other people.

2.Exploration stage – the period during which a person seriously explores various occupational alternatives, attempting to match these alternatives with his interests and abilities. Two factor in this stage appear to be initial job assignment and characteristics of the first supervisor or mentor

3.Establishment stage – the period roughly from ages 26 to 44, that is the heart of the most people’s work lives.

4.Maintenance stage – between the ages of 45-60 during which the person receives his place in the world of work and most efforts are now directed at maintaining that place.

5.Decline or disengagement stage – the period during many people are faced with the prospect of having to accept reduced levels of power and responsibility.

Career Planning

Career Management for New Employees

New employees usually encounter a number of potential problems including their initial job and its accompanying challenges. Disappointments with initial job assignments frequently spills over into their attitudes and job satisfaction. Possible solutions to this concern are realistic job preview, challenging job assignment.

Career Management for Mid-career Employees

Some mid-career problems include mid-career plateau and job loss. Most employees after progressing through two or three levels in the organization and receiving commensurate promotions are likely to encounter a plateau when further advancement is less.

Late Career Stage

This is the final stage in an employee’s career where he has already reached an age of adulthood and should eventually prepare himself, either for a bigger responsibility or for retirement. The aging work force and the use of early retirement programs to shrink companies’ work forces have three implications.

1.Companies must meet the needs of older employees.

2.Companies must take steps to prepare employees for retirement.

3.Companies must be careful that early retirement programs do not unfairly discriminate against older employees.

Developmental Needs during Late Career

1.Senior Leadership roles

2.Productivity

3.Effective retirement

Organizational Action during Late Career

1.Understanding older employees

2.Performance standards and feedback

3.Education and job restructuring

4.Establishment of flexible work patterns

5.Development of retirement planning programs

6.Early Retirement

Career Plateau

This is defined as the point in a career where the likelihood of additional hierarchical promotion is very low. Plateauing means unanticipated and unwanted levelling of career due to the elimination of layers of management through corporate restructuring.

Employees can have career plateau for several reasons such as lack of ability and training, low need for achievement, confusion about job responsibilities and slow company growth resulting in reduced development opportunities.

Management Career States

Learners of Comers– these individuals considered to have advancement potential.

Stars– these individuals are seen as doing high quality work.

Solid citizens– these managers, seen as doing good or even outstanding work, have for one reason or another little, if any, chance for further advancement.

Deadwood– these individuals are seen as having little or no chance for advancement, and their current performance is seen as marginal or inadequate.

Causes of Plateaus are the following: Changing skill requirements, Flattening organizations, Boomer bulge, Increased automation, Contingent workers, and Shifting career expectations

Three actions that can aid in managing the plateauing process:

1.Prevent plateauees from becoming ineffective

2.Integrate the relevant career – related information systems

3.Manage ineffective plateauees and frustrated managers more effectively.

Rehabilitating Ineffective Plateaus:

1.Provide alternate means of recognition

2.Develop new ways to make their current jobs more satisfying

3.Effect revitalization through reassignment.

Identifying Occupational Orientation

Career counselling expert John Holland says that a person’s personality is another determinant of career choices.

Identifying Career Anchor

A career anchor is a self-concept based on differing work motives and abilities. This self-concept guides, stabilizes and integrates a person’s work experiences. There are five career anchors:          

Managerial competence – The primary orientation of people in this group is to develop managerial abilities of interpersonal competence, analytical competence, and emotional competence required at the high levels of management.

Technical / Functional Competence – the primary orientation of these people is the actual work they do and their wish to continue using and developing their skills.

Security – the orientation of this group of people is primarily to search for security. This type of person will accept with little question the organizational prescriptions for his career

Creativity – orientation of these people is toward creating something that is entirely their own, whether it be a product, a company, a work of art, or a personal fortune.

Autonomy – independence – an orientation to avoid working under the constraints of organization life, and looking for freedom and independence.

Career Management Responsibility of the Manager, the Human Resource Manager, the Company, and the Employee

Nothing can absolve the manager and the employer from their key role in career development. Guidelines here include the following:

1.Avoid reality shock

2.Provide challenging initial jobs

3.Be demanding

4.Provide periodic job rotation and job pathing

5.Provide opportunities for mentoring

Human Resource Manager’s Role

The human resource manager should provide information or advice about training and development opportunities or provide specialized services such as testing to determine employee’s values, interest and skills.

Company’s Role.

Companies are responsible for providing employees with the resources needed to be successful in career planning. These include the following:

1.Career Workshops

2.Information on career and job opportunities

3.Career planning workbooks – printed guides that direct employees through a series of exercises, discussions, and guidelines related to career planning.

4.Career counselling – advise from a professionally  trained counsellor who specializes in working with employees seeking assistance with career issues.

5.Career paths – planning job sequences, identifying skills needed for advancement within and across families such as moving from technical jobs  to management jobs.

Employee’s Role.

Regardless of how sophisticated the company’s career planning system is, employees should take several career management actions:

1.Take initiative to ask for feedback from supervisors and peers regarding their skill strength and weaknesses.

2.Identify their stage of career development and development needs.

3.Gain exposure to a range of learning opportunities.

4. Interact with employees from different work groups inside and outside the company.

SHORT CASE for Discussion

Write your aswer on the "comment"  below.

Title: Outsourcing some HR function

Meynard Punzalan is the new HR Manager of Cafco, inc. which was once the finance and treasury division of Caffdeco, Inc. Cafco, Inc. became a separate business entity after Caffdeco Board decided that Cacfco can now stand on its own and operate with a separate book of accounts. Meynard was the former assistant to the Vice President of HR for Caffdeco so he believed he was well prepared to deal with his new responsibilities as HR Manager. However, the new company does not have the unlimited resources of the older one, therefore reducing operating costs is a necessity. Although Meynard was not totally enthusiastic about the idea, outsourcing of certain HR functions such as recruitment, initial screening of applicants, and the like appeared to be a solution. Even though he had no previous experience with outsourcing, he believed it would be a way of relieving some of the burden on his rather a small staff.

Question: Discuss the pros and cons of outsourcing. Justify the decision made by Mr. Punzalan

Try this quiz! Please print screen the result and submit in hard copy. 

About the Author:

Rebecca Mauhay Nunesca is a Professional Industrial Engineer, and an ASEAN Engineer currently connected at Batangas State University as Faculty Staff in the IE department. She is presently enrolled in MS Engineering Education, major in Industrial Engineering at Rizal Technological University.

Reference:

Corpuz, Cristina Rafol, Ph.D, Human Resources Management (Revised Edition) 2006, Rex Book Store