Philippines’ Top HR Blog

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A Grand Product Launch: Join us as we unveil 4 new products

In 1998, companies were wasting time with traditional pen-and-paper methods to screen their applicants. We wanted to change things and disrupt how time consuming and inaccurate candidate assessments were.

Almost 20 years later, we’re considered the leader and pioneer in online assessments in the Philippines. And we’re still growign!

Join us December 12 at The Legend Villas for a launch of our four new fantastic assessments.

PEOPLE DYNAMICS, INC. in collaboration with Profiles Asia Pacific, Inc., the leader and pioneer in online people management assessments, is proud to present THE FANTASTIC FOUR NEW PRODUCTS:

  • PROFILES COMPETENCY ASSESSMENT
  • 360 DEGREE PLUS FEEDBACK SYSTEM
  • WORK MOTIVATIONAL INTENSITY SCALE
  • GENOS EMOTIONAL INTELLIGENCE (Assessments & Programs)

In the age of disruption, change is inevitable. Looking at competencies, 360-degree feedback system, motivational intensity, and our global GENOS assessments that measures behavioral skills attributed to Emotional Intelligence.

Reserve your free seat now!

Or learn more online


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Are you classifying jobs correctly?

Job classification is a crucial part of the hiring process, and one that plays into hiring qualified employees, setting pay rates, and organizing company structure. However, job classification is also an area where mistakes are easy to make – simply because defining roles is often difficult. In many organizations, even existing employees may not be entirely certain of their job role or classification, because their tasks often cover a broad range of responsibilities and job roles evolve over time.

By defining job roles and classifying jobs correctly, you can streamline the hiring process, ensure that candidates fully aware of the responsibilities in the role, and can streamline organizational and pay structure.

Job classification objectively defines and evaluates the responsibilities, authority, tasks, and other details of a role and it is important that you do so correctly before moving into the hiring process.

How are jobs misclassified?

Most organizations have several jobs with overlapping responsibilities, who might work in several teams, and who might support several functions. For example, in a communications team, someone offering web development support might fit into both IT and Communications – misclassifying the job would limit hiring opportunities by confusing applicants or drawing unqualified individuals.

Similarly, misclassifying jobs as exempt or non-exempt (such as listing a contractor role as a full-time position) can be misleading to candidates.

Finally, many job roles change over time, taking on new responsibilities and losing old ones. As a role changes, the responsibilities and classification should change. If an employee took on more responsibilities than when they first started, the role must be updated accordingly. Similarly, if parts of a role were made obsolete by changing technologies – the role should be updated and reclassified.

Reviewing and classifying jobs correctly

Most job classification systems evaluate the components in a role to determine its classification and relative value comparable to other similar roles. This means that work components and responsibilities are measured and matched across the organization, or based on standards for the job – to help identify or define tasks, hierarchy, and salary grade.

In some cases, roles will overlap with two or more classifications. The majority rule suggests that you should classify the role according to where the majority of the job’s responsibilities lie. So, if a job is 40% in one classification and 60% in another, you should classify according to the majority – but use the job description to call out broader responsibilities when hiring.

Creating a broad job classification system allows you to list jobs in search, attract qualified and relevant candidates, and makes organizational structure inside of the company easier.


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Why you need to profile a job before you hire for it

Job profiling, or the process of clearly defining and documenting a role and its responsibilities, is a crucial step of the hiring process, but one that many employers skip. However, without a comprehensive job profile in place, many new employees are hired arbitrarily based on estimated job roles, and often put into the workplace with no real idea of what or how much is expected from them.

This naturally not only slows the recruitment process, but hinders the ability of even a good employee to perform well in their role – simply because there are no measurements in place or standards for them to follow. It’s important to profile a job before hiring, to give your top candidates the best chance at success.

What is a Job Profile?

A job profile describes the roles, responsibilities, and expected output for a given job within an organization. This profile should outline responsibilities and tasks, performance criteria, authority, and value-added activities. For example, a job profile should accurately define responsibilities and deliverables, alongside expected output and key performance indicators. This will enable the new employee to understand what is expected from them, while giving managers a way to measure success in the role, and to recognize high or low performance.

The most effective job profiles define what the employee should know, what they can do, and what targets will be used to track their outcomes.

Defining Expectations

Employers who do not have a job profile will often introduce a new employee into a team, and leave the team to introduce responsibilities and offer training. This often results in the new employee doing too little, or taking on more responsibilities than they should – which limits effectiveness over time.

New employees cannot know what is expected from them, even if they have done a similar role. Providing a job profile to new employees ensures that they have relevant and accurate information regarding their performance and deliverables, with no room for confusion.

Measuring Performance

A good job profile can eventually become a framework for job evaluation and therefore, pay structures. By integrating job profiles into the performance management process, profiles allow you and the employee to see job progress and performance. For example, by listing expected tasks and defining key performance indicators, you can easily track if the employee is successful in their role. This makes it easy to set tangible targets against which new employees can be measured – which is especially useful for short term contracts before a permanent contract is issued and useful for year-end performance review.

While profiling a job takes time and money, it is an investment in your team. By taking the time to define how, what, and how much the employee must do, you remove role confusion, set clear guidelines, and create standards for measuring performance. Without it, the employee is often left to their own devices, with no clearly defined expectations.

And, with a job profile in place before hiring, you can share expected outputs and performance with candidates in the recruitment phase, so that you can make better choices when hiring.


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What to do if your job description isn’t getting any applicants

The average online job listing receives more than 250 applicants. While half or so are typically irrelevant, most recruiters have an overwhelming number of applicants to choose from. But, what happens when you don’t? If your job description isn’t getting any applicants, chances are that the problem lies in the description, not the job.

By making changes, updating your job description in line with company culture, and ensuring it is formatted in a way that is clear to readers – you will increase your chances of getting qualified applicants.

What to do if you have a lack of applicants

Make Sure It’s Easy to Find

Most applicants search for jobs using keywords and on job boards. If you don’t have an online presence, it’s highly likely that the candidates you want simply aren’t seeing your job. Review the title, make sure that you aren’t using abbreviations, add keywords related to the job title, and make sure it’s listed on places like LinkedIn, Monster, etc.

  • Avoid abbreviations even when they are used in your industry
  • Use terminology the job seeker will use, so generic job roles rather than internal names for the role
  • Make sure it shows up in Google search.
  • Check that your classification on job sites is correct

Review Your Job Description

Your job description is where you communicate what you expect from the candidate and what they have to be good at to do the job. It’s where the candidate decides if the position is right for them, and where they decide whether to apply or not. Some of the most common mistakes are including too much detail, not saying enough, and saying it in the wrong way.

  • Clearly outline the job role. No one is going to go through a long application process without knowing exactly what they will be doing.
  • Return to your job profile and ensure that it’s accurate
  • Make it about the applicant. Integrate company culture, the job role, and the job description while writing to the candidate. What does that look like?

Ready for a challenge? As a junior controller at XYZ company, you’ll handle accounting operations for an up and coming leader in IT technology. Our startup team launched in 2014, and now deliver solutions across the globe. If you’re ready to contribute to a fast-paced team, with 60% growth year over year since launch, apply now.

  • Review the grammar and spelling. Not everyone is a good writer, but there are plenty of tools online (ie. Grammarly) that will help you polish your writing so that your job posting looks as professional as possible.
  • Include specifics like salary range, expected work hours, and location.

Review Your Requirements

Most of the time, it’s difficult to decide exactly what job requirements to look for. However, it is important. If you put something like “Ph.D. preferred” you might have Masters candidates with years of job experience turning away from the role because they believe they won’t be accepted unless they have the higher degree.

Review your competency models to determine what factors you’re really looking for and write your job description accordingly. If you need a requirement, list it, if you don’t, skip it. You can always ask about preferred qualifications during the interview, which will help you avoid scaring any qualified candidates away.

Most of the time, hiring is an investment. If you spend the time and money finding and choosing the right candidate now, chances are they will remain part of the company for years to come. Taking the time to craft a job description based around your company culture and competency model will pay off in the long run.


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What is emotional intelligence?

Whereas IQ refers to how intelligence quotient and logical reasoning skills, EQ (otherwise known as emotional intelligence) refers to emotional quotient and how well an individual can assess and control their own and others’ emotions. EQ is a critical success factor for leadership and organizations, and is more than twice as predictive of performance than IQ.

Why is emotional intelligence important at work?

The ability to be aware of and manage emotions is vital to personal and professional success. It enables you to assess and control your own emotions, as well as connect with others to form productive and healthy relationships.

In a professional setting, emotional intelligence helps you navigate conflict, foster good relationships with your colleagues, and avoid making mistakes due to emotional attachment to a product or issue. Knowing when different emotions are appropriate, and limiting unproductive emotions will help a team function well together and avoid wasting time on unnecessary things.

How to improve your EQ

If you or your team has had trouble with EQ in the past, there are ways to improve. Follow the tips below at work, and keep an eye on our events for our next emotional intelligence seminar in Manila.

  • Be mindful when you speak, and ensure you aren’t interrupting anyone. We don’t often mean to interrupt, but strong emotions could cause us to unintentionally undermine a colleague’s voice.
  • When you feel negative emotions such as anger or hurt, take a step back and analyze the cause. Ask yourself if there is anything you can do to alleviate the situation without escalation.
  • If you notice particularly strong emotions around certain topics or scenarios that keep coming up, try to connect these to a root cause. You might find that you feel a certain way about an underlying issue, or that you need to have a discussion with a coworker.

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How to handle job profiling in a startup

Job profiling is one of the most crucial steps to finding and hiring qualified candidates who fit into the company and who can be happy there. This typically means using developed company culture – which most startups do not have. Job profiles are also most often developed alongside existing employees, who are familiar with the tasks and responsibilities of the role, as well as the behavior required to excel in it.

While startups don’t often have the luxury of basing job analysis on existing roles – HR and managers can handle job profiling in a way that can be used to find the right candidate.

What to consider when creating a job profile

Listing Tasks

Most job roles are based around specific tasks that need to be completed. This is a useful basis to start with, because even if you aren’t entirely certain of the exact role when you start, listing tasks will make it easier for you to define the role and make it more concrete. For example, if you need someone to prepare asset, liability, and capital account entries, you need an accountant.

Try to be concrete in what you are looking for but keep in mind that startups typically need a lot. Highlight tasks that are necessary or are harder to learn and move them to the top. Set “nice to haves” or that are easy to learn aside. If you can’t find a candidate with them, you can ask them about learning it in the interview.

How Will Tasks be Completed?

What tools do you use? Software? Machinery? Do you have the time to train your new employee to use them? If you need someone to walk in and be a SCRUM expert on day one, you have to list it in the job profile. If you can take time to train someone who is qualified in other areas, it is less important to mention.

Why Does the Role Exist?

Any job role exists to fill a gap. What are the goals for the role? How do they contribute to the company? What expectations do you have for the role? For example, if you need someone to reduce expenditure costs by 15% within 12 months, you should say it. If you just want someone to take excess work off your hands, you can say that too “To support a senior accountant in their role”

What Qualifications Does Someone Need to Complete These Tasks?

While most people think of training, past job experience, and formal education as qualifications, these should not be the only qualifications you consider.

For example, your role likely requires specific types of behavior. Most startups need people who are flexible, fast learners, capable of adapting easily, can handle changing workloads, and who work very well with others. An accountant without these traits might not be able to meet the needs of your job role in 6 months as the business grows.

This is known as behavior versus competency based profiling. You need both, the right competencies (like Excel or SCRUM), but you also need the right behavioral traits. Creating a competency framework can help with this.

Writing out a quality job profile will help you to define the traits and competencies you are looking for in the role, while creating a basis for your job description. And, while it’s more difficult to do as a startup, starting at tasks and moving towards qualifications will help you to define what you actually need – so you can hopefully find a better fit for the role.


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(Winning the) Talent Revolution: Shaping the Future of Work

Please join us on November 23 in Cebu for our public seminar on (Winning the) Talent Revolution: Shaping the Future of Work. This all-day workshop runs from 9 a.m. to 5 p.m. at St. Mark Hotel, and is ideal for hiring managers, HR professionals, and department heads.

Register Now

As Jim Collins mentioned in his book, Good to Great, people are not your most important asset, the right people are. Having the right people or talent in place at the right time is a key aspect of continued growth, success, or even just stability. Organizations recognize that they do better business when their people are engaged, motivated, and yes, at their best.

Is your organization equipped with the exact talent acquisition practices? Are you hiring the right people? Do these people stay for the long haul?

Know more about what we call “talent magnetism” with our highly engaging speaker and expert, Ron Cocoba who will show us how the rules of the game have changed over the years.

This one-day workshop will help participants…

  • Increase your working knowledge and your ability to manage talent and performance
  • Describe the skills, strategies, and systems required to manage high potential candidates
  • Maximize your ability to get the right people in the right jobs and doing the right things
  • Align your people effectively with your organization’s strategic goals and objectives
  • Increase your ability to identify and solve talent management issues and challenges.

The workshop fee is P1999 plus VAT, and includes all course materials.

Register Now

About the Facilitator

With over a decade of experience in Learning and Performance, Quality, and Management Training/Consulting, Mr. Ronaldo M. Cocoba has led many organizations in launching and managing projects and transforming teams with full cycle strategy to execution, growth, and global expansion.

He has a proven track record in leading teams in Training, Quality, and Operations of some of the biggest BPO organizations in the country like Eli Global, TeleTech, APAC Customer Services, and NCO. He supported accounts in different verticals including telecommunications, healthcare, publications, banking, language program certification and accreditation, and consulting support for local training providers. Among the accounts he supported are T-Mobile, AT&T, Telecom NZ, Verizon, JP Morgan Chase, among others.

Being an experienced relationship builder, operations strategist, and innovative leader, he has successfully spearheaded initiatives that delivered quality, high-valued services that significantly exceeded business performance and revenue goals.

He has mastery in different facets of today’s workplace best practices. His expertise extends to Training, Operations Management, Quality, Process Improvement, Project Management, Offshore/Outsource Account Management, Coaching, Sales, and Collaborative Leadership. Above all, he has been passionate in leading and proud in contributing professional development to over 200 training and quality professionals who had been part of his team in different organizations.

In the early part of his career, Ron has successfully set up the framework of processes and best practices for Quality and led Quality Specialists for Mace Connect. It has been considered as the first international outsourced call center in the Middle East.

Today, Ron works as a Director for Learning and Development/Operations for Career First Institute. A training and business consulting firm, he and his team aim to provide high-value solutions to their partners by helping them navigate their strategies and creatively innovate the way their partners’ plans are carried out.


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Tools to create an accurate job description

Struggling to find a place to start when writing a job posting? It can be hard to know exactly what a position will require, and you need to frame the job in a way that is honest and attractive to potential candidates. This article will go over what you need to create that accurate job posting.

Tools for an accurate job description

Descriptions from different perspectives

In order to create a holistic job description, you must approach the position from different perspectives. How a supervisor views the role is different from how a colleague or assistant would view it.

Ideally, you would be able to get (in writing) an overview of the position from…

  • Someone who held the position previously
  • The department head the position is under
  • The immediate coworkers of the position

Google Docs

Once you have feedback on the position from key team members, draft the job description in Google Docs.

Google Docs allows you to share collaborative documents across your team. That means you can comment, add to, or delete information from the document in real-time and communicate with others on there. They also provide a “suggesting” mode wherein your edits turn into suggestions for other collaborators to approve or reject.

This will help you put together a job description with the help and easy input from your team. It makes it quick and simple for them to add suggestions or comments, ask questions if things are unclear, and so on.

Job fit assessments

Finally, job matching tools from credited providers can help identify the primary and secondary skills someone needs to succeed at a role. These will be vital to get an accurate portrayal of the required and recommended skills section. If you are able to assess someone who was good at the role, you can benchmark their strengths and weaknesses to use in your job posting as well.


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Does your job description suck? Here’s how to tell

How do you know if your job description could use some work? If you’re getting the wrong kind of applicants, or none of the candidates are working out for you, you may want to re-evaluate how you put together your job description.

Your job description sucks if…

It doesn’t get in front of the right candidate

If you’re constantly getting applicants who are a bad fit, who don’t meet your requirements, or who can’t do the job well, your job description probably sucks. Your job description won’t carry any weight if it isn’t written to get in front of the right candidate, so pay attention to the key words you use and where you post it. Treat your ideal candidate like your target audience and research where they hang out (where they find jobs), and what language appeals to them.

It doesn’t explain the job

If your job description is vague or misleading, you’ll either confuse your applicants or get the wrong kind of applicants. Your job description needs to clearly detail the job and requirements for it. If someone can’t tell whether they would be a good fit or not from your job description, you need to rework it so that it’ll stand out to your ideal candidate.

It’s all about you

Hiring is a two-way street. If you make your job description all about your company and needs, you could turn away candidates who are also after personal growth (which are the ones you want!). Highlight the benefits of the job for the employee, such as paid vacation, learning and development opportunities, and other perks you offer to incentivize people to apply (and stay).

It’s too demanding

Don’t intimidate great applicants by listing your “nice-to-haves” as “must-haves.” A perfectly good candidate might get discouraged from applying do to your unrealistic expectations, and then you would have missed out on a perfectly good fit.

How do you determine what a good, bad, or ugly job description is?


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Action plan for using competency-based HR in your business

Creating a competency framework can increase performance at an organizational level – as employees are hired based on competencies. However, pushing adoption of a competency framework can be challenging, especially in organizations that are resistant to change, or where managers fear restructuring.

Action plan for using competency-based HR in your business

Define Relevant Competencies

Many organizations start out with pre-defined competencies which must be customized to the company and to individual roles. Taking the time to define these competencies and the reasons behind them is the first step in fostering adoption and an improved hiring and evaluation process.

Organizational Competencies – Some competencies are required across the organization. For example, trustworthiness, agility, knowledge, competence, etc.

Personal Competencies – Some roles require very specific competencies. For example, an employee working in customer service must exhibit vastly different characteristics than someone working in IT. Defining specific competencies for management and skill leaders creates a framework for rewarding positive traits and behavior, developing a succession pipeline for leadership, and for rewarding experts.

Define How to Use Competencies

Recruiters and interviewers should know what to ask, what to look for, and why. They should be able to pick out desirable behaviors on a resume and should know what to ask in-interview to prompt candidates to reveal their behaviors.

Management should also have the tools to use competencies. They should know which behaviors foster competence and performance and which do not. They should have the ability to reward positive behaviors and to take initiative to offer training and development to those who show promise.

Identify Skill Gaps

Every organization will have competency gaps inside their own organization. Here are a few ways to identify them before they become a bigger problem.

  • Conduct a performance review on a team and individual level
  • Identify behaviors each person should display in their role
  • Highlight which competences missing and identify which can be learned and which cannot
  • Allocate resources to save costs and time when closing gaps by choosing to restructure or train employees where necessary

Identifying and closing gaps requires that managers have a clear understanding of organizational and role competencies and why they matter, so you must get management onboard.

Foster Incorporation and Engagement

Hiring and evaluating employees based on a competency framework means pushing adoption and buy-in from every member of the management and recruiting team. They should understand why the framework was developed and how they should use it – as well as how it will be updated and how they can change it to meet individual circumstances.

  • Connect competencies to business objectives
  • Connect competencies to personal growth and success – not just to business performance
  • Ensure that policies reward the behavior and competencies you want to see
  • Offer coaching and training where needed
  • Communicate and be open and honest about the whole process
  • Ensure that managers and employees understand how data is collected and why
  • Create a privacy standard for behavioral evaluation

The biggest challenge for using competency-based HR is adoption. However, once the competency framework is adopted throughout the organization – it will generate a culture of competence critical to the organization’s success.


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