RECRUITMENT AND SELECTION

(HRMA 30023)

MODULE 2: HUMAN RESOURCES PLANNING

Reporters:
Encio, Dustin Ronnel- Borromeo, Raiza
Alojado, Erika C. Garcia, Jirah Mae
Barriga, Erica Magbato, Chloe Mae
Bulseco, Ferlyn
1.A) ACTIVITIES / FUN GAMES (CHUBBY BUNNY IDENTIFICATION CHALLENGE)
• Mechanics:
o 2 representatives per group, the first person will find the assign word
for their team. HINT, the word was attached in the package of the
marshmallow.
o Once the first person already identified the assign word for their team,
he/she will put a marshmallow on his/her mouth. Take note, if how
many words are there in the assign words that you got, that’s the
amount of marshmallow you will put into your mouth and then you
will shout the word that you got.
o The second person should identify the meaning or definition of the
assign word that was shouted by the first person. The definition was
written in a piece of cartolina and he/she will raise it.
o The first team to identify the definition of the word and finish the
game is the winner. And they will got a prize
 WORD DEFINITION
HR PLANNING  is to ensure the best fit between
employees and job, while avoiding
manpower shortages or surpluses
 The four key elements of the HR planning
process are forecasting future HR
requirements, analyzing future HR
availabilities, reconcile requirements and
availabilities
Staffing firms  When there is a need for qualified
personnel to fill a position immediately, a
staffing agency is a great resource for just
about any type of company.
 staffing agency operates with a focus on a
particular sectors of the job market
2.A) ANALYSIS & QUESTION
1. In your own understanding if an organization don’t have a Human
Resource Planning (HRP). What will be the consequences might be
happen?

2. Why staffing firms or agency is important in a one business firms?

3. In your own understanding do you believe that once Forecast Labor

Requirements was determined, you will also find out the gaps and labor
equilibrium? Why?
3.A) ABSTRACTION / CONTENTS
• INTRODUCTION
Human Resource (HR) planning is to ensure the best fit between
employees and job, while avoiding manpower shortages or surpluses.

 The 4 key elements of the HR planning process are forecasting future HR

requirements, analyzing future HR availabilities, reconcile requirements
and availabilities – that is, determining gaps (shortages and surpluses)
between the two and develop actions plans to close the projected gaps.
INPUTS PROCESS OUTPUT
Labor requirements Forecast Labor Requirements Develop
Labor Availabilities. Analyze Labor Availabilities Action Plans
Determine the gaps
• NEED FOR PLANNING
Human resource planning is important and ongoing because of both
internal and external environmental changes.

INTERNAL EXTERNAL
businesses are impacted by they are impacted by changes in
turnover and retirements. technology;
DEATH changes in the economy;
RESIGNATION changes in the industry and
consumer demand that may
require skills that do not
currently exist within the
company
• PHASES OF PLANNING

There are four broad phases involved in planning for human resource
needs:

1) Gathering and analyzing information

2) Identify their specific human resource objectives
3) Designing and implementing programs that are aligned with the company
objectives.
4) Monitoring and evaluating the effectiveness of the human resource plan
• FORECASTING DEMAND

 An important, yet challenging, element of human resource planning is

forecasting demand for certain types of skills and positions. For instance, in the
early 21st century, Internet and social media skills were in increasing demand.
In the healthcare industry, nursing has long been an area of high demand. Each
industry is different and each is impacted by different factors. Staying on top of
industry, regulatory, governmental and economic changes can help businesses
improve their success at forecasting demand for employees and building the
human resource plan.
• SUCCESSION PLANNING

 Succession planning is the process whereby company leaders and HR

professionals identify key positions within the company and develop plans to fill
those positions either internal or external staff. Succession planning is closely
tied to leadership development, which is the process of providing training and
on-the-job experiences to prepare internal staff to step into positions that may
become vacant. Succession planning is a key element of human resource
planning.
• Example of Drafting a Staffing Plan
Functions: Hours/ Primary Relative Importance of Estimated Notes
task to organization:
Week* Person: Cost:
[Examples: [Low- High] Who is the person C = Critical to ($/year) for this
Marketing, Office responsible for this mission; function.
Management, Function now? I = Important [Note: this
Fundraising, *note OS = Organizational should
Outreach, etc.] seasonal Support include
or infrequent salary/
tasks
[B = Board wage
where Member; benefits (if any),
applicable V = volunteer; office space,
C = Paid operating
Consultant, money, etc.]
S = Staff;
N = No one]
• Example of Drafting a Staffing Plan

Related Total Who would Added cost Advantages

Functions Hours/W supervise to the to the
eek: this position? organization organization Priority:

Combine Rank these

functions that positions as
would require high-medium-
a similar skill low. [Reference
set from the these priorities
previous table when budgets
and strategic
plans are being
developed].

Job 1
• CORE WORKFORCE

Advantages

Companies may divide their workforce into two major groups: flexible
and core. A flexible workforce includes employees that are only temporary or
that do not contribute to the most essential tasks the business must complete.
A core workforce includes employees who perform the vital activities of the
company. There is the so-called stability, continuity and predictability.
• STRATEGIC PLANNING

Unless a company shifts into objectives and vision, the core workforce ideally
should remain fairly constant. Once the business knows how many employees
are available consistently and what skills and knowledge those employees have,
managers can develop specific strategies to meet company goals—that is, it can
control the workforce and results better. This is much harder to do with a
flexible workforce because the number of employees, the skill and knowledge
set available, is not reliable.
• EFFICIENCY

Because members of a core workforce are essential to the company, they

often stay with the company for extended periods of time. This lets the
workers become highly skilled at the specific tasks they do.

• COMMITMENT AND TEAMWORK

They communicate their loyalty to others outside of the company in both

direct and indirect ways, such as buying products their company makes.
Additionally, employees become familiar with each other, sometimes even
describing the group as a work family.
• CONTINGENT WORKFORCE

The use of contingent workers allows employees to maintain a core

workforce and supplement that group of employees according to changing
business needs. Contingent workers fall into several classifications such as
temporary agency worker, seasonal worker and freelancer, among others.
• ADVANTAGES: EMPLOYER

The organization that contracts for the work has the benefit of someone
else managing such things as payroll, paid vacation time, health insurance
and other administrative responsibilities. Self-employed professionals
manage their own benefits.In other circumstances, while the worker does
work as an employee, it is through a third-party employer such as a
temporary employment agency or employee leasing firm which handles
payroll and benefits administration.
• DISADVANTAGES: EMPLOYER

Disadvantages to the employer using temporary workers fall primarily

into two categories: workforce insufficiency and legal implications. A
downside to using contingent workers involves the potential for lack of
talent at critical times.In the category of legalities, abuses of contingent
worker status have resulted in national labor laws and the labor laws in
some states, that incorporate stringent definitions of what legally
constitutes a contingent worker.
• ADVANTAGES: WORKER

The strength of the advantage profile varies with circumstances and,

indeed, can vary vastly for the same contingent worker during the course
of her career's evolution. Flexibility is a key advantage. Contingent workers
may have highly structured work times at certain times and in certain
circumstances.
• DISADVANTAGES: WORKER

The most consistent disadvantage across all levels of contingent workforce is

that work may not materialize, or even exist, when the contingent worker
needs income. Finally, contingent workers either receive few or no fringe
benefits, or must implement and administer such benefits funds themselves.

The review of advantages and disadvantages of contingency workers

confirms the strategic choice to use them in staffing, plans, must be
developed for the organization units and jobs in which they will be used, and
for how they will be acquired.
• Factors to Consider When Choosing a Staffing Firm
FACTOR ISSUES
Agency and Its reputation How long in business; references from clients available.

Types of workers Provided Planning and Lead Time What occupation and KSAO levels; how many available. Does
agency help client plan staffing levels and needs; how quickly can
workers be provided.
Services Provided What methods are used; how targeted and truthful is recruitment
Recruitment process.
Selection What selection techniques are used to assess KSAOs.

Training What types of training, if any, provided before workers placed with
client.
Wages and Benefits How are wages determined; what benefits are provided,
Orientation How does the agency prepare workers for assignment with client;
does agency have an employee handbook for its workers.

Supervision How does agency supervise its workers on site of client; does
agency provide on-site manager.
Temp-to-perm Does agency allow client to hire its temporary workers as
permanent employees.
Client Satisfaction How does agency attempt to gauge client satisfaction with services,
workers, costs.
 FACTORS ISSUE
Worker Effectiveness Does the agency monitor these; what is its
Punctuality and Attendance record with previous clients.

Job Performance Is it evaluated; how are the results used. How

Retention long do workers remain on an assignment
voluntarily, how are workers discharged by
the agency.

Cost What is the percentage over base wage

Markup charged to client (often it is 50% to cover
For Special Services benefits, overhead, profit margin).

What services cost extra beyond the markup

(e.g., temp-to-perm, and what are the costs.
 • INDEPENDENT CONTRACTORS

Work and not what will be done and how it will be done. An individual is an
independent contractor if the payer has the right to control or direct only the
result of the work and not what will be done and how it will be done.

• OUTSOURCING
 Outsourcing of work functions can be defined as the transfer of a business
process to an external organization. This is more drastic step than simply using
ICs or temporary employees. The primary difference is that when processes
are outsourced, the organization expects to receive a completely finished
product from the external source. This means the organization does not hire,
direct, or control the way in which work is performed; rather, it only receives
the end results of the work.
• LEGAL ISSUE
The major issue in HR and staffing planning is that of the government
regulations governing legal issues in recruitment. The following are the POEA
Rules and Regulations Governing the Recruitment and Employment of workers
for abroad.
Rule I: STATEMENT OF THE POLICY

1.To uphold the dignity and fundamental human rights of Filipino migrant workers and
promote full employment and equality of employment opportunities for all;

2.To protect every citizen desiring to work overseas by securing the best possible terms
and conditions of employment;

3.To allow the deployment of Filipino migrant workers only in countries where their rights
are protected;

4.To provide an effective gender-sensitive mechanism that can adequately protect and
safeguard the rights and interest of Filipino migrant workers;
5. To disseminate and allow free flow of information which will properly prepare
individuals into making informed and intelligent decision about overseas
employment;

6. To ensure careful selection of Filipino workers for overseas employment in order

to protect the good name of the Philippines abroad;

7. To institute a system to guarantee that migrant workers possess the necessary

skills, knowledge or experience for their overseas jobs;

8. To recognize the participation of private sector in the recruitment and placement

of overseas workers to serve national development objectives;

9. To deregulate recruitment activities progressively taking into account emerging

circumstances which may affect the welfare of migrant workers;
10. To support programs for the reintegration of returning migrant workers into
Philippine society; and

11. To cooperate with duly registered non-government organizations, in a spirit of

trust and mutual respect, in protecting and promoting the welfare of Filipino
migrant workers.
RULE II
16.NLRC
DEFINITION OF TERMS 17.Non-Licensee
1.Accreditation 18.Overseas Employment
2.Administration 19.Overseas or Migrant Filipino Worker
3.Administrator 20.Placement Fee
4.Agency 21.Principal
5.Corporate Recruitment 22.Private Employment Agency
6.Department 23.Provisional License
7.Derogatory record 24.Recruitment Agreement
8.Documentation cost 25.Recruitment and Placement
9.Employment Contract 26.Registration
10.Foreign Placement Agency 27.SEC
11.Joint and Solidary Liability 28.Secretary
12.License 29.Service Contractor
30.Service Fee
13.Master Employment Contract
31.Special Recruitment Authority
14.Name Hire
32.Valid Employment Contract
15.New Market
33.Verification
• RULE I: PARTICIPATION OF THE PRIVATE SECTOR IN THE OVERSEAS
EMPLOYMENT PROGRAM
SECTION 1. QUALIFICATION
SECTION 2. DISQUALIFICATION

• RULE II: ISSUANCE OF LICENSE

SECTION 1. REQUIREMENTS FOR LICENSING

SECTION 2. PAYMENT OF FILING FEE
SECTION 3. ACTION UPON THE APPLICATION
SECTION 4. PAYMENT OF FEES AND POSTING OF BONDS
SECTION 5. PROVISIONAL LICENSE
SECTION 6. VALIDITY OF THE LICENSE
SECTION 7. NON TRANSFERABILITY OF LICENSE
SECTION 8. CHANGE OF OWNERSHIP/RELATIONSHIP OF SINGLE
PROPRIETORSHIP
SECTION 9. UPGRADING OF SINGLE PROPRIETORSHIP OR PARTNERSHIP
SECTION 10. DEROGATORY RECORD AFTER ISSUANCE/RENEWAL OF LICENSE
SECTION 11. APPOINTMENT CHANGE OF OFFICERS AND PERSONNEL
SECTION 12. PUBLICATION OF CHANGE OF DIRECTORS/OTHER OFFICERS AND
PERSONNEL/ REVOCATION OR AMENDMENT OF APPOINTMENT OF
REPRESENTATIVES
SECTION 13. TRANSFER OF BUSINESS ADDRESS
SECTION 14. ESTABLISHMENT OF ADDITIONAL OFFICES
SECTION 15. CONDUCT RECRUITMENT OUTSIDE OF REGISTERED OFFICE
SECTION 16. RENEWAL OF LICENSE
SECTION 17. MONITORING COMPLIANCE WITH CONDITIONS OF LICENSE
SECTION 18. NON- EXPIRATION OF LICENSE
SECTION 19. ACTION ON RENEWAL OF LICENSE
 SECTION 20. LATE FILING OF RENEWAL
 SECTION 21. ESCROW DEPOSIT AS GARNISHED
 SECTION 22. REPLENISHMENT OF SURETY BONDS/DEPOSIT IN ESCROW
 SECTION 23. RELEASE OF DEPOSIT IN ESCROW
 SECTION 24. CLASSIFICATION RANKING AND INCENTIVES
RULE IV: RECRUITMENT OUTSIDE REGISTERED OFFICE

• SECTION 1. Conduct of Recruitment Outside Registered Office.

• SECTION 2. Venue.

• SECTION 3. Validity of Special Recruitment Authority.

• SECTION 4. Cancellation of Authority.

• SECTION 5. Submission of Report.

 RULE VII:ADVERTISEMENT FOR OVERSEAS JOBS

• SECTION 1. Advertisement for Actual Job Vacancies.

• SECTION 2. Advertisement for Manpower Pooling.

• SECTION 3. Foreign Advertisers for Overseas Job Vacancies.

RULE VIII: SKILL TEST AND MEDICAL EXAMINATION FOR OVERSEAS
EMPLOYMENT

• SECTION 1. When to Refer for Skills Test.

• SECTION 2. Scope of Skills Test.
• SECTION 3. When to Refer for Medical Examination.

• SECTION 4. Scope of Medical Examination.

RULE X: LEGAL ASSISTANCE AND ENFORCEMENT MEASURES

• SECTION 1. Acts Constituting Illegal Recruitment.

• SECTION 2. Anti-Illegal Recruitment Programs.
• SECTION 3. Legal Assistance.
• SECTION 4. Receiving Complaints for Illegal Recruitment.
• SECTION 5. Action on the Complaint/Report.
• SECTION 6. Surveillance.
• SECTION 7. Issuance of Closure Order.
• SECTION 8. Implementation of Closure Order.

• SECTION 9. Report on Implementation.

RULE X: LEGAL ASSISTANCE AND ENFORCEMENT MEASURES

• SECTION 10. Institution of Criminal Action.

• SECTION 11. Motion to Lift A Closure Order.
• SECTION 12. Who May File.
• SECTION 13. Grounds for Lifting/Re-Opening.
• SECTION 14. Appeal.

• SECTION 15. Re-Padlocking of Office.

4.A) APPLICATION

• As an HR manager of a one company, make your own staffing table.

and present it to our class.