Philippines’ Top HR Blog

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How Competency Frameworks Relate to Performance Management

Competency frameworks allow you to define expected behaviors and skills, at an individual level for roles and at an organizational level for the entire company. This model is obviously invaluable for the hiring process, allowing you to vet candidates based on hard skills as well as behavior and responses to determine if they are capable of filling the role well – but also increasingly valuable for performance management and end of year review. By determining what makes a role successful, you can more easily judge when and why an existing employee performs well in their role, when they outperform, and how to improve their performance.

Managing Performance as a Culture

Many organizations manage performance at one or two points throughout the year, but not on a daily basis. Integrating competency frameworks allows you to judge if individual behavior contributes to a role. For example, if a person in customer service is routinely short, rude, or non-communicative, they’re obviously not fit for the role and will likely be moved or fired. But, we rarely apply those same behavioral considerations to other roles. A manager must be open, willing to invest in the success of her team over herself, a teacher, and a leader. If she doesn’t demonstrate those behaviors, is she performing well in her role?

A well-designed competency framework will clearly define organizational values, focus job and career development, assist employees in managing job and career satisfaction, and work to organize individuals towards personal development.

Competency is Not Performance

Recognizing that someone has competencies and seeing them perform are separate things. A person may have all the required competencies, and still not perform well in a role. So, performance management must be separated from competency frameworks. Competency correlates with performance in that you can see how people are working. At the same time, motivation, drive, and commitment play a big part, so that a person who is highly competent may be demotivated and underperforming and a less competent person may be overperforming. You can gauge how employees are performing using competency frameworks, but you still have to gauge what they are doing separately.

Competency-based performance management is a good solution when combined with traditional performance management. Competencies give you more tools to measure how employees are working and how they are contributing. If you know what success in a role looks like, you can look for it, and measure accordingly. But, it’s not the only factor. Physical output and production still matter a great deal. You need both, and each is complementary to the other.

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How HR Can Help to Build Trust in the Workplace

This is a guest post from Laura Greene. Laura is one of the content managers for TrustedEmployees – creative people who provide employment screening solutions to organizations of all kinds through personalization, innovation, and dedication.

In 2014, Interaction Associates conducted a poll on “Building workplace trust: Trends and high performance.” Part of the poll involved Interaction Associates interviewing employees and asking them questions about levels of trust in the workplace. Some of the results were quite shocking. Understandably, 80% of employees reported that they needed to trust their co-workers and boss in order to perform well at their job.

However, it was found that over 50% of employees didn’t trust their boss and 54% had no trust in their company. By these statistics, most employees reportedly feel as though they are unable to perform effectively due to lack of trust in the workplace.Trust is the foundation of any relationship- without it, the relationship cannot survive.

If this trend of employee distrust continues, it could ruin entire companies. So what is the solution? To the surprise of many, the solution may be Human Resources.

It’s no secret that HR isn’t the most popular sector of the company. While many employees may show signs of distrust towards Human Resources, it may, ironically, be the answer to eradicating distrust in the workplace. Human Resources has more power than many employees realize. They know everything about everyone and keep tabs on employees to ensure that they are doing their jobs so that the company can run smoothly.

How exactly can Human Resources help to build trust in the workplace? We’re sharing 3 practical ways to achieve workplace security and trust.

How HR can help build trust in the workplace

Place emphasis on confidentiality

If the goal is to increase trust in the workplace, HR has to lead by example. While it’s true that Human Resources employees are part of the workplace, too, they must navigate this role while also keeping in mind that they are part of the team that safeguards employee confidentiality.

For example, if a HR employee shared details about another employee that was meant to be kept private, employees that hear this gossip won’t feel safe sharing their own information with Human Resources.

On the flipside, if an employee sees an HR employee who is strict about keeping employee information confidential, they will feel much more comfortable sharing with Human Resources; they will also trust their coworkers and boss more because they won’t have to worry about them knowing their personal information.

Thus, employees will follow suit and gossip less about coworkers’ private lives because they can see this “rule” being upheld by HR.

Be genuine

HR must be trustworthy if they want employees to trust them. In addition to prioritizing confidentiality, Human Resource employees need to show genuine care and concern for employees.

If HR is proactive about building trusting relationships with employees and is passionate about advocating for them, employees will be able to confidently place their trust in HR.

By proving that they genuinely care about the well-being of employees, employees will feel more comfortable in the workplace and more trusting of their own employees and boss because they know that HR has their back should any issues arise.

Don’t pick favorites

When you were in elementary school, you knew who the teacher’s favorites were. Even if the teacher didn’t explicitly state this, you could tell by how they acted towards certain students that they liked those ones more than the rest of the class.

It’s not a good feeling to be left out, is it? That fact remains true well into adulthood.

If Human Resource employees spend all of their time with just two or three employees, other employees will likely feel left out and become suspicious. The employees that clearly aren’t the “favorites” will, understandably, begin to question why HR spends so much time with only a few employees and will wonder what it is they talk about- particularly whether or not they themselves are the subject of office gossip.

By picking favorites, HR could completely ruin employee confidence. In order to instill trust in HR and others in the workplace, HR needs to build personal relationships with every employee and treat all employees equally, both in and out of the office.

If Human Resources uses their power and influence correctly, they can create a workplace environment that is based upon high levels of trust between employees and coworkers, as well as employees and bosses. By prioritizing confidentiality, always being genuine and avoiding favoritism, employees will be able to see that HR is on their side.

When employees can see that Human Resources exists to support them, ensure that they are comfortable in their work environment and encourage them to do their best work, they’re more likely to be more trusting. If they are fair and honest, Human Resources has the transformative power to make an incredibly positive change in the workplace.

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Outsourcing vs. Creating Your Own Competency Framework

Competency frameworks give you the tools to gauge an employee’s ability to perform well in a role based on behavior, personality, and hard skills – allowing to go beyond using what’s on paper to determine how people actually perform. But, while undeniably valuable, many companies struggle with determining what’s needed and why. Creating a competency framework can require months or even years of research – leading many to outsource

However, with many pros and cons to each outsourcing and creating your own competency framework, it’s important that you consider more than simply costs.

Outsourcing Competency Frameworks

Outsourcing a competency framework means connecting with an external company that already has a significant amount of benchmarked data, an established process, and “fill in the blanks” data which they can quickly and easily customize based on your specific company. Many have industry-specific solutions, which can be easily and cost-effectively updated for your company – giving you a competency framework you can establish quickly and at minimal cost.

Developing Your Own

Many organizations choose to develop competency frameworks internally, either using existing benchmarked data or starting from scratch. This involves considerable internal research to map competencies to roles, source objectives, source an organizational and management framework, and ensure ongoing improvement.

This means aligning business, sourcing and strategy to create a single list of objectives, identifying competencies, mapping existing competencies to success across teams and roles to ensure that they are effective and important, developing a framework for teams and relationships to develop collaboration and ensure that persons with competencies are available where needed, and establish a framework for monitoring performance and effectiveness.

You have to develop internal resources to:

  • Analyze existing job roles and what makes them productive
  • Interview leaders and workers and compile data
  • Structure how competencies contribute towards end-goals
  • Define how each competency contributes and why

Choosing the Best Solution for Your Organization

If you can successfully handle internal research and analysis, building your own competency model from the ground up may be beneficial. However, most organizations benefit considerably more by bringing in not only third-party research but also a third-party perspective. Outsourcing allows you to adopt research compiled across your industry – but have it customized and modified to meet your company’s specific needs. Because the bulk of the work is already finished, you can easily identify what applies to your company, create management and leadership frameworks around it, and develop accordingly, rather than starting with nothing.

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Understanding Why Employees Suddenly Leave

This is a guest post by Eric Czerwonka of Buddy Punch.

Ever wonder why good employees leave?

Employees can quit their job for any number of reasons, like moving away or changing careers. Most of the time, a departure is the result of an accumulation of different problems –all of which have added up, and compounded, leaving them with no choice but to start looking elsewhere for a job.

In most cases, employees often leave due to circumstances or occurrences that are entirely preventable. In fact, in most cases, there are warning signs that an employee is going to leave, even if they’re easy to overlook.

While there’s no way to reduce employee turnover to zero percent, there is a lot that you can do to boost workplace morale and help to ensure that the workplace is one where your team can thrive and grow. Having a positive workplace environment will help to improve employee engagement and retention.

With this in mind, let’s take a look at one of the main reasons that employees suddenly leave, to help you combat employee turnover and keep your good employees longer.

Why do employees leave? Poor Management

People leave managers, not companies.

According to a Gallup poll of more one million employed U.S. workers, the number reason people quit their jobs is a bad boss or immediate supervisor. Some 75 percent of workers who voluntarily left their jobs did so because of their bosses; not the position itself.

Regardless of how great the position is, or how well-paid the employees are, if your management isn’t as it should be, your employees will soon be looking for another job. If you are looking to retain workers, then you should start by investing in your management.

Poor management practices lead to problems

Additional Stress

Not having a good management system in place can cause unnecessary stress on your employees. If there is additional stress that isn’t being dealt with and not going anywhere, your employees will be looking for the quickest exit possible, even if that means walking off the job.

Low Morale

While you don’t have to constantly dish out compliments, it’s important to express your sincere appreciation and gratitude to your employees.

Don’t think it makes a difference?

Consider this: 76 percent of employees who do not feel valued are looking for other job opportunities. That’s significant! Employees who feel valued perform better and are less likely to abandon ship.

Lack of Communication

When your managers aren’t communicating, there will be chaos within the company. A lack of communication is not only frustrating, but it can also be dangerous and stressful.

No one likes to work in a place with no direction, and if your manager isn’t stepping up to lead then no one will know what’s expected of them. This can cause frustration among employees and lead to unneeded tension and stress.

A good manager not only understands their team, they also are in tune with their needs and abilities. They are able to recognize when an employee is feeling run down or overworked and can take efforts to help ensure that a good employee stays around.

Having the right time management tools also make it easy for you to offer your team flexible hours, or even the ability to work from home once or twice a week, something that most employees will appreciate, and both of which can go a long way toward helping them to find a work-life balance, and boosting morale.

It’s no wonder that employees who feel that management is lacking are quick to leave. If you are finding your employee turnover rate is higher than it should be, you might take a minute to look at your management and see if there are areas that can be improved to make a better work environment for your employees.

How do you work to reduce employee turnover?

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5 Tips to Craft Hiring Assessments

This is a guest post by Angela White. Angela is an ed-tech enthusiast with a passion for writing for the consumer market in the areas of product research and marketing using quizzes and surveys. Having a knack for writing and an editorial mindset, she is an expert researcher at ProProfs: a brand that’s known for creating delightfully smart tools such as Quiz Maker.

Assessments are powerful procedures and tools used by organizations for hiring top talent. Background checks and interviews are “small” components in the overall assessment. Hiring assessments go beyond these methods. To attract the market’s finest and top talent, you should craft hiring assessments the right way. Ensure that the right elements are included in your valuations.

Every method of assessment comes with unique benefits and drawbacks. In fact, there are “specific” environments for certain types of assessments. This post highlights on how to pull together successful hiring assessments. Let’s discuss.

Tip #1 – Consider Physical and Mental Ability

In general, ability examinations are extremely important for predicting a candidate’s chances of success in the job. The ability tests should be customized to suit the occupation and need. These are important for entry-level roles. Also, they are important when you are not prepared to train the employee.

Mental ability examinations play an integral role in measuring the learning capability of a candidate. The candidate you choose must be able to perform all job-related responsibilities without any flaws or issues. Mental ability tests involve spatial, quantitative and verbal skills. Many companies create a quiz to judge the candidate’s mental abilities. On the other hand, physical ability tests evaluate the candidate’s flexibility and endurance.

Note: Mental ability assessments are treated as authentic and critical predictors of the candidate’s ability to perform. Mental ability test results can have an adverse impact on the employer’s final decision. Various studies reveals that mental ability tests have a strong impact on minority groups. For example, some candidates take more time to solve questions than the experienced. This doesn’t mean the candidate is not skilled. It is important for hiring teams to design mental ability tests that are unbiased and appropriate for the job. If the role needs speed, test the candidate with respect to speed.

Tip #2 – Test for Achievement

Hiring assessments around achievements are known as “Proficiency Examinations”.

Many industries use proficiency tests to evaluate the candidate’s current skill and knowledge. The employee focuses only on “areas” that are relevant to the job profile. These tests can be categorized into two types: Performance tests and knowledge tests.

When you craft performance tests, allow the candidate to demonstrate at least two job-oriented tasks. This could be anything like diagnosing a problem, debugging code or fixing a broken machine. This is an expensive test that may need additional resources.

Knowledge tests involve questions that are carefully chosen. It understands how much a candidate knows about the responsibilities and tasks involved. Knowledge tests are treated as traditional components in the hiring assessments. In most companies, knowledge tests are executed on paper-and-pencil. In fact, some companies hire third party agents to create a quiz on the candidate’s knowledge and skill-level achievements.

Note: The paper-and-pencil method is becoming obsolete. Many tech giants are using computers for hosting knowledge tests. This creates a calm and composed environment for the candidate. The candidate’s only focus would be the problem. This is considered as a smart way of executing knowledge tests.

Tip #3 – Group Assessments

You don’t need to stick to “one-to-one” assessments all the time. If your ultimate aim is to hire the market’s top talent, you should bring them under a single roof. This is when group assessments become useful.

During these assessments, you should prepare a common questionnaire or create a quiz. The questions should be highly job relevant. You must not waste the time of the company or the candidates. The questions should not focus on the candidate’s hobbies, schooling or job experiences. Instead, it must be 100% job oriented.

For example, if you are hiring for a designer role, ensure that the candidates are asked about design. Ideally, they should be asked to design. Then, evaluate the performance of each candidate to identify the best and fastest.

Note: During group assessments, you should take “time” into consideration. The fastest and finest candidate will be your best pick.

Tip #4 – Do Alias Interviews

Employment rounds alias interviews are common during the hiring process. In fact, this is an overused assessment method.

Employment interviews can be unstructured and absolutely unplanned. And, you may end up bagging top talent. Doesn’t this sound boring? Gone are the days when interviews were planned and carefully structured. Structured interviews have trained professionals, standard questions, timed tests and a fixed evaluation strategy. On the other hand, unstructured interviews are hosted by professionals in the job, random questions are chosen, and the interviewee may get unlimited time bounds.

It is easier to find top talent through unstructured interviews.

A recent study revealed that IT companies rely on unstructured interviews over the planned ones. Most of the time, the interviewer is advised to ask job-oriented questions. The interviewer has the freedom to probe the candidate for all job-related responsibilities and tasks.

Note: Unstructured interviews are not absolutely off-road. There are regulations and laws to govern how unstructured the interview gets. For instance, the Disabilities Act prevents interviewers from asking details about disabilities and medical conditions. The interviewer should abide by all these laws during unstructured and structured interviews.

Tip #5 – Personality Check

Any interview will be incomplete without thorough personality checks.

As suggested by its name, personality check involves analyzing the candidate’s knowledge, skills, and knowledge based on their personalized traits. Personality inventories are becoming famous in tech firms. Many interviewers analyze the candidate based on their conscientiousness, self-esteem, motivation and future goals.

Note: All hiring assessments should be backed by a personality test. Personality tests will help you make accurate predictions about the candidate.

The Bottom Line

On the whole, hiring assessments should be performed in controlled and planned environments. Even your unstructured interviews should be carried out in a perfect environment! Crafting the right hiring assessments is never easy. And, if you want to attract the industry’s best candidates, your assessments should be strategically organized.

One of the best ways to appeal and attract top talent is by hosting group events. Try to organize group discussions, group interviews, and open competitions. Make your assessments as reasonable as possible. After all, top talents evaluate assessments before giving it a try.

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5 Leadership Competency Examples

Competency is a recognized and important part of modern workforce management. Ensuring that leaders have the necessary competencies, rather than simply hard skills, to excel in their position is becoming increasingly crucial, as attention shifts from simply getting teams to do their jobs, to getting teams to efficiently do their jobs.

While necessary competencies can vary depending on a specific role (factors such as job environment, and or who is doing the work do affect requirements) experts agree that the most important leadership competencies include strong ethics, empowering self and others, openness to new ideas, nurturing, and communication.

How do these leadership competency examples play out in a real work situation?

5 examples of leadership competency at play

Strong Ethics

A leader with strong ethics can a) adhere to strong moral standards, making choices based on an ethical code to follow company procedures and policies, follow the law, and make choices based on empathy. In real-life, a strong ethical code results in leaders who follow the rules, who respect the safety and emotional safety of their employees, and who work to build others up.

This allows a leader to build a safe environment, where employees understand that they will be treated fairly and can therefore trust their leadership.

Empowering Self and Others

Empowerment ties into motivation and direction – giving others the tools and motivation to perform well in their jobs. This directly benefits any organization, because no matter how technically skilled a leader, they are wasting resources if they are trying to do everything themselves.

Teams that understand they will have the tools and resources they need and that are motivated are also more productive and proactive, with more job satisfaction.

What does empowering self and others look like on the job? A leader demonstrating this skill works to allow employees to self-organize, provides insight and guidance where necessary, and works to empower others to do their own work rather than taking it all on themselves. What else? They’re openly working to apply the same standards to themselves.

Openness to New Ideas

Being open to new ideas ties into several leadership competencies. For example, flexibility to change, willingness to learn, providing room for trial and error, and willingness to adapt to new technologies and ideas. This means being open to admitting that you’re wrong, accepting ideas from unlikely sources, identifying and working to correct ‘tunnel-vision’ or an unwillingness to learn or problem solve in employees, and the ability to withhold judgement until hearing or experimenting with all the options.

Why? Taking an active problem-solving approach, whether to technology, tasks, or employees is crucial to adapting to an ever-changing digital world. Building new techniques and options requires a certain “fail fast and forward” mentality, where leaders are encouraged to try new things, test, and allow small failures with rapid feedback and correction – to not only build teamwork and collective knowledge, but also to improve the collective capabilities of the organization.


Workforce management is a valuable part of any organization, and any leader should be able to nurture those under him or her. A leader who is committed to helping employees to do and become their best adds value to the organization by improving the competencies and skills of an employee, by nurturing future leaders, and by building employee loyalty and motivation.

This means that a good leader must be able to mentor and coach, to recognize where people are succeeding and failing, and be able to motivate individuals to improve.

Strong Communication

Strong communication skills allow leaders to share often and openly with others and to build teams by creating a sense of connection and belonging. Communicating openly with teams allows members to build a sense of trust, to become friends with each other, and to be more open and honest when they themselves need help.

Teams that communicate well, enjoy each other’s company, and work well together are more productive and have more energy than those who frequently miscommunicate, hold negative emotions towards each other, and otherwise don’t know how to interact on a social level.

Each of these five leadership competency examples can greatly affect how a leader is able to perform inside your organization.  It also impacts the direct value they drive in their interactions with workforce they are leading.

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Loss of leadership? Here’s how to handle business reorganization

Any business reorganization presents a tough challenge for HR. Employees are left disgruntled and often bitter, new roles must be filled, old employees must work in new ways, and many suffer from demotivation and guilt or anger. These problems are exacerbated when leadership roles are emptied by reorganization, through either restructuring organization, changing teams, or removing old leaders. Employees may be left feeling confused, unproductive, and unmotivated, all of which can dramatically hurt the company.

In fact, one study showed that 74% of employees who maintained their roles through restructuring were demotivated afterwards. Managing a business reorganization and keeping everyone on track means recognizing these issues and working to correct them by reestablishing trust in leadership.

Recognize Problems

Employees who stay on after a reorganization feel sad and even guilty. They may have lost friends, leaders, and people they worked with for years. They may be anxious about their future role, changing roles in the company, and even the future of the company. Recognize this, and act accordingly.

As a result, many employees are left feeling unconfident and unmotivated. To balance, try offering resources to help employees deal with the transition and to boost their confidence, even when they’ve lost trusted leaders. Consider training, classes, seminars, or projects that will get employees excited about working there, offer opportunities, and help everyone understand the value they bring to the table so that they are self-motivated.

You’ll also likely have gaps. Take the time to assess missing skills, equipment, and resources before moving forward.

Offer Opportunities

Restructuring is about moving on. Use it to offer opportunities, like stretch assignments, training, and the ability to take on new and bigger tasks. Even if restructuring is part of a sale, it can be used as an opportunity to allow existing employees to move up or across so that they feel the restructure benefits them. This is especially important when changing how teams work because it gives workers something to grow into.

Empower Employees

Building personal leadership and helping employees to take initiative and lead themselves is often a big step for improving productivity and the quality of the workforce. Spend time helping individuals to adapt and to gain confidence in new roles. Reorganization needs to be about employees, and that means communicating upfront, treating people with respect and dignity, offering opportunities to help those being let go to find new job opportunities, and so on.

Getting Restructuring Right

A good reorganization should involve considerable planning, needs and gap analysis, and training for employees. Consolidating roles, removing teams, and changing how work is completed changes infrastructure and leadership completely – you need to know when and why it is happening so that you can communicate to the people it affects.

Modern companies restructure completely as they change direction, move to meet changing technologies, and adjust for targets. Your workforce should be driven, self-motivated, and capable of personal leadership to help you meet these challenges – so that your company remains productive and motivated throughout changes.

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Job Evaluation: Creating an Efficient Pay Structure

Join us on April 18 to 19 for a 2-day seminar on Job Evaluation: Creating an Efficient Pay Structure. This course orients the participants on how to perform job analysis, with the end in view of crafting a competency-based job description. It follows a workshop style where participants will be conducting job interviews and eventually, writing the corresponding competency-based job descriptions.

Register Now

How employees perceive a fair and equitable workplace is important.  It is important that employees understand the process for determining pay and promotional opportunities.

Job evaluation helps create an efficient pay system.  It is a systematic way of determining value/worth of a job in relation to other jobs in organization to establish a rational pay structure.

It involves assessment of the relative worth of various jobs through factual information about the jobs concerned on the basis of a consistent set of job and personal factors, such as qualifications and skills required.

Essentially Job Evaluation aims to increase employee satisfaction and engagement through an equitable and efficient compensation system.

Course Outline

  • What Is Job Evaluation?
  • Features of Job Evaluation
  • Purpose of Job Evaluation
  • When is Job Evaluation Done?
  • Job Evaluation Committee
  • Job Evaluation Requests
  • Benefits of Job Evaluation
  • Compensation Management: Addressing Equity Issues
  • The Job Evaluation Process
  • Factors Considered in Job Evaluation
  • Methods for Evaluating Jobs
  • Ranking Method (Steps in job ranking; Sample of Ranking;  Merits and Demerits of of Ranking Method)
  • Job Classification (Sample of Job Classification)
  • Point Method (Designing a Point Plan;  Steps in Point Method)
  • Hay Method (Hay System Factors)
  • Job Structure: Relative Value of Jobs
  • Job Evaluation
  • Pay Structure: Putting It All Together
  • Pay Rates
  • Pay grades
  • Pay Ranges
  • Job Evaluation Form
  • Job Evaluation Sample

The investment for this course is P7,000 plus VAT.

Register Now

About the Facilitator

Dr. Maria Vida G. Caparas is a Wiley-Certified Everything DISC Trainer and a licensed Psychologist.  She graduated Summa Cum Laude in her Ph.D. Psychology at UST.  She also obtained a Diploma in Public Management from UP Diliman as a government scholar.

Dr. Caparas is an Accredited Trainer of the Philippine Government with extensive and invaluable services in both government and corporate offices. She served as Vice President of HR in New San Jose Builders, Inc. In GMA Network, Inc., she wrote for Kapuso Magazine as Managing Editor. She also became the Dean of the Graduate School at the Manila Central University.

Currently, aside from serving as a Consultant for Profiles Asia Pacific, Inc., she teaches part-time in UST and De La Salle University.  She has authored four books in Psychology and Human Resource Management. Already a fulfilled academician and HR and OD practitioner, she has received a number of awards and recognition.

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Workforce planning and analysis: 5 best practices

Workforce planning and analysis can help you to streamline hiring and recruitment, reduce employee turnover, and reduce or eliminate skills and talent gaps. Using workforce analysis to plan HR activities is good business, but it is important to do it right.

Unfortunately, most companies are bad at workforce planning. With no real idea of how to predict future talent needs and no way to easily measure what’s missing, many businesses set unachievable targets or the wrong ones.

Following these 5 best practices will help you improve your workforce planning to ensure that you’re on the right track.

5 best practices for workforce planning

Integrate Workforce Analysis into Existing Performance Management Cycles

You may already perform regular cycles of workforce review. Integrating workforce analysis into your existing cycles of performance reviews allow you to cut costs, while handing data collection and analysis off to the people who know their teams best–managers. It also gives you the opportunity to begin workforce analysis without disrupting existing processes. Some types of reviews may have to be performed separately, but anything you can integrate will save you time and headache.

Take Changing Industry into Consideration

Planning future workforce needs is an important part of workforce planning, but many companies fail simply because they do not take changing industry and technology into consideration. Staying on top of technology trends and industry trends will help you to better predict future workforce needs. Luckily, much of this information is already available to HR through strategy and planning. You can follow up with additional research, but by ensuring that you know what’s changing in the next year, you can make sure your workforce is ready to meet changing needs.

Plan to Promote Your Existing Workforce Rather than Hiring New

Hiring new employees to fit into new roles is expensive, time consuming, and often difficult. Good workforce planning allows you to predict roles and promote and train existing employees to fit those roles as they open up, so that you can retain valuable talent even when their current roles close or restructure. Working to offer advancement and continued education to employees also helps you to boost morale and company loyalty, because they will know that if something is happening, you want them to be part of it.

Remember Workforce Planning is Business Strategy

It’s easy to approach workforce planning and analysis like an HR problem, but it’s a business strategy problem. Without the right employees to fill gaps, offer efficiency, and meet needs, business productivity drops and costs go up. Good workforce planning promotes efficiency and ensures a smooth production process from end-to-end. Get business and leadership invested in it.

Make Workforce Planning About Empowerment

Workforce planning can be about who you hire, who you’re firing, and who’s retiring and moving on. But it can also be about providing valuable employees room for growth, grooming promising employees to take the role of someone else moving into retirement, and allowing your team to move up rather than forcing employees to leave in order to advance. Integrating workforce empowerment into planning and strategy allows you to give employees opportunities, while creating a workforce that optimizes business production and growth.

Good workforce planning is good business, and hopefully you can use these best practices to focus a strategy to optimize hiring and employee retention.

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The Missing X-Factor In Talent Selection and Management: Emotional Intelligence

Please join us on March 9 for a public seminar on The Missing X-Factor in Talent Selection and Management: Emotional Intelligence. This half-day course is designed for learning and organizational development professionals, human resource consultants, practitioners and managers who are interested to learn more about the GENOS EI Selection and Talent Management Solution.

“HR is not about HR, but about delivering business value. Functional and technical competencies are fundamental in many ways but social competencies are the differentiators that make sure future employees not only know what to do, but how to do it.” – Dave Ulrich

Find out why the GENOS Emotional Intelligence selection assessment can be the missing X-factor in your hiring process, especially for positions requiring people management!

Register Now

Course Outline

  • Features of the GENOS EI Selection Assessment and Report
  • Conducting and scoring the interview
  • Debriefing hiring managers
  • Debriefing new hires using the Self or 180 report
  • Question and Answer

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About the Facilitator

Ms. Ruby Mañalac currently works as the Director for Marketing and Distributor Networks for Profiles Asia Pacific, Inc., and previously, she was the Director for Operations and Training Manager. She has worked for various organizations mostly in the field of Sales, Marketing, Communications, and Training, not just in the Philippines, but also overseas. She’s recognized for her excellence in the fields that she worked on, gaining various awards like Top Rookie President’s Award in New York and New Jersey, USA.

A graduate of AB major in Communication Arts in UST, her other achievements include a certificate in Human Resources Planning and Acquisition from the University of Makati under PMAP, a certified GENOS Emotional Intelligence Practitioner, and just last August 2017, she flew to Sydney, Australia to get certified at the IGNITE Train the Trainers GENOS Emotional Intelligence Program.

She’s very open to learning, attending training events not just in the Philippines but also abroad. Her advocacy on Emotional Intelligence led her to be interviewed by ANC and CNN Philippines.

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