Philippines’ Top HR Blog

  • 0

(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.


  • 0

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.


  • 0

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?


  • 0

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.


  • 0

Disruptive HR: Shifting from Employer to Employee-Centric (Manila)

Please join us on October 26 in Manila for a public seminar on Disruptive HR: Shifting from Employer to Employee-Centric. Learn about the landscape of some fundamental HR practices in the future of jobs.

The key to organizational stability and greater success is adaptability and flexibility. In line with this, the ability to attract, retain and develop people within the organization is primordial to its survival, longevity, and success. Google is one organization that espouses this sentiment, “Hiring key people is the best thing you can do for your organization.” In this half-day program, you will gain more information on how to hire, retain and develop people in this disruptive world.

Register Now

Disruptive HR: Shifting from Employer to Employee-Centric (Manila)

Course Outline

  • Best Practices (Workshop)
  • Before and Now of Hiring Practices
  • Practices Around the World (Based on the Deloitte Report)
  • Where Are We Now?
  • Interview Review (Workshop)
  • Videos

The investment for this course is P999 plus VAT.

Register Now

About the Facilitator

Ruby Mañalac is at present working for PROFILES ASIA PACIFIC/PEOPLE DYNAMICS, INC. as Director for the development of a distributor network for GENOS, a new Emotional Intelligence assessment introduced last November. Previously she occupied the position of Director for Operations and Marketing.

She has been with Profiles on and off since 1999 and has worked with various other organizations mostly in the field of Sales, Marketing, Communications and Training holding positions with Arc Docendi (Marketing Communications Strategist), Globaltronics (Corporate Marketing and Sales Director), Manila Standard (Circulation Manager) and Manila Bulletin (Assistant Display Ads Manager/Writer/Section Editor).

Further, she has also held positions in the USA in the field of Sales, Marketing and Business and People Development such as Group Manager, Sales and Business Development Supreme Health Systems; Business Development with Exquisite Home Products both in (New York) and (New Jersey, USA).

For both companies, she was multi awarded in the field of sales and people development and was awarded as the TOP ROOKIE Presidents Award in NY and NJ. Ruby believes in working strategically with alliances and being open to new learnings. She also greatly adheres to the importance of the human factor in any given situation.

She is a graduate of AB Major in Communication Arts in UST, a Certificate holder in Human Resources Planning and Acquisition in the University of Makati under PMAP and recently acquired the GENOS Emotional Intelligence Certification as an EI practitioner. And she has also received numerous trainings both here and abroad, specifically, with two training events with Profiles International in Texas as well as a Visionary training event in Memphis under Supreme Health Systems.


  • -

How to put together an A-team with competency framework

A competency framework is a structure you can use to define the behaviors, skills, and characteristics (competencies) necessary for employees to perform well in their role. This can be advantageous at every level of recruitment, evaluation, and employee development – enabling you to make choices for hiring, performance evaluation, and employee development that will bring out the best in every team member.

This will, in turn, enable you to develop a highly competent team, capable of adding real value and contributing to organizational performance in a meaningful way.

How to put together an A-team with competency framework

Create the Right Competency Framework

To be effective, a competency framework must be tailored to the company and to the job role depending on whether your organization uses organizational competencies, role level competencies, or both. However, in either case, the framework must reflect the company as it is, and as it is moving forward – so that employees are a good fit for current roles.

This means…

  • Defining behavior that contributes to the success of the role in the current and future environment
  • Defining behavior that contributes to organizational goals in the current and future environment
  • Define hard and soft skills which contribute to success in the current and future environment

If competencies aren’t relevant to the role, the framework is not valuable. Most organizations save time by using a predefined list of competencies – but it is important to customize this to meet specific needs using an outside consultant in combination with internal HR.

Define How to Look for Behaviors

Oral interviews, presentations, assignments, and reference checks are the most common methods of looking for competencies. For example, interviews, where candidates are expected to share examples of past work and/or answer behavioral questions, are extremely valuable for this purpose.

However, competency frameworks should extend to current employees. You should have an effective way to assess, maintain, and monitor the competencies of your existing team. By identifying specific behaviors and skills needed for each role, you can make the best hire, but also identify skill gaps in existing employees and plan for training, which will improve the strength and competency of your team.

Use Your Competency Framework

Once you’ve adopted a competency framework, you must work to ensure that it is incorporated, that recruiters and interviewers are aware of it and of why they should use it, and that implementation is as straightforward as possible.

For example, in the hiring process, creating a list of words and phrases to look out for that exhibit the behaviors you are want would be helpful. Similarly, creating a list of qualities that you no longer find important, such as having a degree from a prestigious university, can also be helpful.

Incorporating a competency framework enables you to build the strength of your current team, while ensuring that new team members brought on display the competencies that enable them to be successful in the role. This, in turn, benefits the organization as a whole.


  • 0

Disruptive HR: Shifting from Employer to Employee-Centric (Cebu)

Disruptive HR: Shifting from Employer to Employee-Centric (Cebu)

Please join us on October 21 in Cebu for a public seminar on Disruptive HR: Shifting from Employer to Employee-Centric. Learn about the landscape of some fundamental HR practices in the future of jobs.

The key to organizational stability and greater success is adaptability and flexibility. In line with this, the ability to attract, retain and develop people within the organization is primordial to its survival, longevity, and success. Google is one organization that espouses this sentiment, “Hiring key people is the best thing you can do for your organization.” In this half-day program, you will gain more information on how to hire, retain and develop people in this disruptive world.

Register Now

Course Outline

  • Best Practices (Workshop)
  • Before and Now of Hiring Practices
  • Practices Around the World (Based on the Deloitte Report)
  • Where Are We Now?
  • Interview Review (Workshop)
  • Videos

The investment for this course is P799 plus VAT.

Register Now

About the Facilitator

Ruby Mañalac is at present working for PROFILES ASIA PACIFIC/PEOPLE DYNAMICS, INC. as Director for the development of a distributor network for GENOS, a new Emotional Intelligence assessment introduced last November. Previously she occupied the position of Director for Operations and Marketing.

She has been with Profiles on and off since 1999 and has worked with various other organizations mostly in the field of Sales, Marketing, Communications and Training holding positions with Arc Docendi (Marketing Communications Strategist), Globaltronics (Corporate Marketing and Sales Director), Manila Standard (Circulation Manager) and Manila Bulletin (Assistant Display Ads Manager/Writer/Section Editor).

Further, she has also held positions in the USA in the field of Sales, Marketing and Business and People Development such as Group Manager, Sales and Business Development Supreme Health Systems; Business Development with Exquisite Home Products both in (New York) and (New Jersey, USA).

For both companies, she was multi awarded in the field of sales and people development and was awarded as the TOP ROOKIE Presidents Award in NY and NJ. Ruby believes in working strategically with alliances and being open to new learnings. She also greatly adheres to the importance of the human factor in any given situation.

She is a graduate of AB Major in Communication Arts in UST, a Certificate holder in Human Resources Planning and Acquisition in the University of Makati under PMAP and recently acquired the GENOS Emotional Intelligence Certification as an EI practitioner. And she has also received numerous trainings both here and abroad, specifically, with two training events with Profiles International in Texas as well as a Visionary training event in Memphis under Supreme Health Systems.


  • 0

What is a competency framework?

A competency framework effectively defines role responsibilities and organisational behaviors. A competency is a set of skills, knowledge, abilities, attributes, experience, personality traits and motivators which has a predictive value towards an individual effectively performing in a job. This article will go over what a competency framework is, where the concept came from, and why to apply it to HR.

What is a competency framework?

What is a Competency Framework?

A competency framework defines competencies that contribute to an individual’s ability to do their job well. This framework can exist at an organizational or individual job level – but enables recruiters to choose specific individuals who are highly suitable for job roles, while giving managers the tools to assess behavior and production, to set goals, and make decisions. Competency frameworks are most often used in recruitment, for evaluations, and for employee development.

Origin of Competency Frameworks

Until the 1970s, most companies believed that success in a job role depended on traditional schooling and intelligence (testing). However, in 1973, David McClelland of Harvard University introduced the concept of ‘competency’ in his paper “Testing for Competence Rather than Intelligence.” Here, McClelland criticized traditional structures that were biased against women and minorities, and only of limited use in determining if someone can do their job well.

By the 1980s, this concept had caught on, and, in 1982, Richard Boyatzis wrote “The Competent Manager: A Model for Effective Performance,” which presented a large-scale study of over 2,000 managers, detailing the behaviors that influenced effectiveness in job roles. This book proved to be influential, and contributed to the increasing adoption of competency frameworks.

What is a Competency?

“Everyone is a genius. But if you judge a fish by its ability to climb a tree, it will live its whole life believing that it is stupid.”  – Albert Einstein

Competencies are behaviors or trait that contribute to a person’s ability to do their job well. Underlying characteristics can predict behavior in a wide variety of tasks and skills, such as a person’s ability to analyze a situation quickly and to perform well under stress. Competencies include characteristics, related knowledge, skills, and attributes, all of which contribute to job performance. For example, a competency frameworks typically answers questions like:

  • What are the expected outputs for the job?
  • What behaviors will lead to the expected outputs?
  • What knowledge, skill, and ability will lead to the expected outputs?

A competency framework can be defined at an organizational level with broad competencies and defined at a role level with specific competencies.

Why Use a Competency Framework?

The business benefit of using a competency framework is quite simply increased performance. A framework outlines the skills and behavioral traits that an employee needs to perform their job well, making it easier to identify the persons who have the correct traits, skills, and behaviors for specific roles.

A good competency framework enables HR to hire the right person for the job based on core behavior traits, in turn increasing hiring accuracy, reducing job turnover, and increasing performance.


  • 0

Public Seminar: DISC Power

Please join us on October 10, 2017 for a public seminar on DISC Power: Learning Leadership Best Practices via DISC. Disc Power is an in-depth leadership program available that increases the effectiveness of leaders while using concepts presented in the Disc Profile model.

This training program helps leaders:

  • Understand employees’ behaviors at work and their leadership preferences.
  • Learn different leadership styles, characteristics, priorities, and vision.
  • Acquire leadership best practices by understanding the Disc Model.
  • Appreciate the work of leaders’ process: Vision, Alignment, and Execution

Register Now

Public Seminar: DISC Power

Course Outline

  • Understanding how others see you as a Leader
  • Exploring the Eight Approaches to Effective Leadership
  • Learning the Strategies to become a more Effective Leader
  • Priorities to Shape Leadership Experiences
  • Vision, Alignment, and Execution Process
  • Tips for Becoming a Better Leader
  • Your Action Plan

The investment for this seminar is P3,500 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 and 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. and People Dynamics, Inc., she teaches part time at UST and De La Salle University. She has authored three books in Psychology and Human Resource Management. Dr. Caparas is already a fulfilled academician and HR and OD practitioner and has received a number of awards and recognitions.

She’s top-notch and a sought after facilitator, not just in the Philippines but also overseas!


  • 0

Profiles Asia Pacific Corporate Strategic Planning 2017

This article was written by Ruby Manalac, and was originally posted on LinkedIn.

Profiles Asia Pacific Corporate Strategic Planning 2017

What I learned during the corporate strategic planning retreat

It was about 5:30 p.m. when we finally got on board the “ferry” boat that would take us to Dalaruan, Puerto Galera, where held our corporate strategic planning retreat. The sea was placid amidst the darkening sky. There was a sense of excitement, anxiety and jovial mood for all generally. It would be the first time that business unit heads put their heads together out-of-town for three days and two nights.

It was outside our comfort zone, but something that we all had hoped and planned to do. We arrived in a vacation home built within the peripherals of mountains surrounded by water. Not much to see but the sound of a security goose compensating in an otherwise quiet night.

The sun was slowly seeping into the crevices of our curtained glass paneled bedroom.After an unceremonious dressing up, we gathered upstairs in the dining room where a beautiful view of the water, the lush greens and a cornucopia of boats gave the scene an almost unrealistic feel. IT WAS BEAUTIFUL!!!

More beautiful things to come as we were cheerfully served a wonderful breakfast of garlic fried rice, bacon, yes bacon, eggs, tomatoes and other good things mornings are made of by the local cooks and house helpers. IT WAS APPETIZING!!!

The strategic presentations went on their way. Each department to present their activities for next year with collaborative efforts with other units. We are moving towards a nimble, adaptive teaming where inputs from the rest are of value. After all, we are all working towards one GOAL. IT WENT REALLY WELL!!!

Part of the planning was an individual developmental plan for the year 2018. We discussed disruptive HR and I thought and had to say it,”We were positively disruptive year 1998 when we first introduced software then migrating to online people management assessments. The market at that time was heavily using pen and paper tests mainly for recruiting. We were at a manpower of 5 at that time now at 50 and continuously getting better before getting any bigger! I WAS AMAZED!!!

The next day was just as amazing with the inputs of Ricky and Corito . We were asked to write letters to everyone in the group including our bosses, owners of Profiles, Malcolm and Jocelyn on the positive things we love about working with them. It took sometime and it was a lengthy exchange of thank you and letter giving. IT WAS INCREDIBLY LIBERATING!!!

Profiles Asia Pacific Corporate Strategic Planning 2017

At the end of the day, I learned or re-learned APPRECIATION…

Appreciation for the organization and how it is now going on its 20th year as the leader and expert in online people management assessments, dynamic learning & development programs, and effective human resource management solutions.

Appreciation for the founders and movers Malcolm and Jocelyn for seeing our strengths and harnessing them towards peak performance.

Appreciation for our Creator, for giving us the opportunity to fill our eyes with His wondrous creations and to fill our spirits with gratefulness.

Appreciation for Ricky and Corito who has seen from the sideline our roots and our growth.

Appreciation for each other in the company in our sometimes selfless, sometimes selfish efforts to achieve our corporate goals. It is understandable.

Appreciation for the people who willingly with cheer served us the whole time we were there.And for the home owners who graciously shared with us their piece of heaven, a haven of solace and glee in Puerto Galera.

Appreciation that I came, I saw and I appreciated.


Show Buttons
Hide Buttons