Philippines’ Top HR Blog

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Learning the 4Bs of Talent Acquisition

By Jabrielle Vincee Delfin
Marketing Associate, Profiles Asia Pacific

Talent acquisition has become the heavy artillery in the war for talent. In the ultra-competitive world in which we live, organizations with the right people in the right jobs at the right time stand to win big.

Last Wednesday, People Dynamics Inc. held a learning session on The 4Bs of Talent Acquisition. Conducted by Mr. Malcolm Pick, CEO of People Dynamics Inc. and Dr. Vida Caparas, Ph. D., the 4Bs of Talent Acquisition helped 16 attendees from different organizations determine which approach is the best in talent acquisition.

Attendees from KLMA Philippines, Hafele Philippines Inc., Aboitiz Jebsen Company Inc., Jamila & Company Security Services Inc., Shangri-La Plaza, For His Glory Multipurpose Cooperative, Philippine Veterans Bank and Philippines Public Safety College benefited from the said seminar, discovering how to develop internal talent (build), how to redeploy talent (bounce), how to recruit outside talent(buy), and how to procure contingent or contract labor (borrow).

All in all the learning session was a productive one, and it surely made the attendees come back for more learning sessions and training programs. For a list of all our other programs, click on our training calendar here. For a gallery of the event, click <a>here</a>.

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Use Social Media to Find Good Candidates

Social media users show innovation and adaptability. Candidates who use social media well demonstrate an ability to utilize relevant means of communication in modern society. As employers, investigating the social media presence of potential candidates can reveal strengths and weaknesses that a resume and cover letter cannot.

Social media is an ever-changing landscape of images, words, and the occasional video. There are a number of ways to use social media, and the best candidates will use them to accomplish a goal. The goal could be to find a job, to project their professionalism, to establish themselves as travel resources, or to raise awareness for a topic. No matter what the goal of your potential candidate is, look at whether they accomplish it.

There is also an element of time in social media that does not exist in a resume or cover letter. You can see the real-time updates of your candidates, and look at what they find important enough to share, when. If you are hiring for a Wall Street company and your candidate is tweeting about his or her new TV in the middle of a financial crisis… You may want to rethink your options.

You can see how your candidate interacts with others on social media. Does your candidate use smart language, even in a casual setting? Do they sacrifice grammar for any reason? Is your candidate friendly and courteous to all?

Social media can display a candidate’s innovation. A candidate can say he or she is a creative problem-solver in a resume, but his or her social media can provide evidence. Look at whether he or she shares useful articles, has good insight, and demonstrates investigative thinking.

Finally, look at whether your candidate approaches negative feedback on social media with grace or anger. This will likely reflect how they respond to constructive criticism in the workplace.

By analyzing a candidate’s social media behavior, potential employers can see the claims in a resume enforced or refuted by real-life (or, well, digital-life) behavior.

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Assessing Candidates Who Aren’t Good Test-Takers

By Rachel Andrea Ko Go
Writer, Profiles Asia Pacific

Many job seekers fear interviews because there are a spectrum of different “right” answers that change with each company. It is the oral exam of the real world, and in most cases, interviews are terrifying.

In high school, there were smart students who got top grades, and there were smart students who got bad grades because they were just not good test takers. A number of studies were done on how well cognitive ability was displayed using standardized tests, and the results showed that “IQ has a casual influence on future achievement… [but] future achievement [doesn’t] substantially influence future IQ scores.” This means that an interview, the final “test” before being hired, is not all that you should be looking at when you assess a candidate. There are perfectly good candidates, like students, who are just not good at interviews.

So what should a company do? Most companies don’t have the time or resources to extensively assess every candidate, even though the benefits of finding that perfect candidate who underperforms at interviews can be significant. Human resource departments understand that, but can do very little about it.

Profiles Asia Pacific assessments rely on both written and performance tests, such as having a candidate act out a scene or react to a situation. We take the time to find good candidates, despite any test-taking inabilities. Here are some tips we would like to share:

  • Allow candidates to write a cover letter. This is their opportunity to tell you who they are, whereas their resume says what they can do.
  • Observe what they do while they are waiting for their interview. Do they review their resume and application? Do they read a magazine? Do they play a game on their phone or compose emails on a tablet?
  • Ask your candidate some simple, easy questions at the beginning of an interview to make them more comfortable.
  • Try taking the candidate out of the office for the interview. Bring them to a coffee shop and see how they interact with their surroundings and the change of pace.
  • Have an informal job interview by bringing all the candidates to lunch together and listening to their discussion. Tell them they should meet the team and see how well they get along.

There are a number of different, creative ways you can dig out talent without following the typical hiring process. Stay open to different ideas and you should have no problem finding a great candidate to join your team.

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How to Hold a Professional Assessment

By Rachel Andrea Ko Go
Writer, Profiles Asia Pacific

Assessments are important for new hires, old employees, and managerial level positions. This article will be discussing why assessments are especially important when hiring and acquiring new talent.

Profiles Asia Pacific has found that the use of assessments results in 10 percent greater overall goal achievement, 28 percent higher engagement, 64 percent greater improvement in quality of hire, and a 50 percent improvement in cost per hire. The Profiles Asia Pacific website also lists 10 reasons why you should use assessments. A few of the reasons listed include making better hiring decisions, targeting developmental needs, reducing workplace conflict by assessing personality types and team dynamics, aligning talent with your company’s unique needs and improving customer satisfaction and loyalty.

Holding assessments is a complicated but necessary task to find a candidate you can be confident in. In addition to focusing on the main goal of finding a qualified candidate, there are ethical, and even legal considerations that must be taken into account. Some of the main things to consider when holding a professional assessment are to measure the total person, offer testing in multiple languages, and tailor your assessment for business.

Measure the total person: Instead of just looking at education, work history and qualifications, look at thinking and reasoning, behavioral traits, and occupational interests.

Offer testing in multiple languages: If your company hires in a country where multiple languages are used, it is important to administer certain tests in a candidate’s native language to avoid unintended answers or responses that feel “rehearsed.”

Tailor your assessment for business: Using general assessments and applying them to your unique business simply will not yield the best results. Craft each assessment with your ideal candidate, your team, and your company’s needs in mind.

Finally, be sure to make sensitive questions optional to avoid legal ramifications. Your hiring process should be free of discrimination (ex. for race and gender), so when asking personal questions during assessments, let candidates know that they are optional. It will take time, money and, sometimes, sanity if an employee or potential employee decides that some of the questions on your survey made him or her too uncomfortable, and seeks legal action.

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Ideal Traits for Different Levels of a Company

By Rachel Andrea Ko Go
Writer, Profiles Asia Pacific

Don’t match a person to a position; match a personality type to a role. – Sarah Schupp, CEO of

Positions, like people, are unique. Hiring managers obviously look for different qualifications depending on which job they are trying to fill; most job listings specify that in the description. However, the best hiring managers know that they should also be looking for different qualities in the people they hire for entry-level and for managerial positions.

To give you an idea of how different profiles suit different positions, below are some top qualities of an intern versus top qualities of a good manager. Of course, all the traits we list are important for everyone to have, and whether they are entry-level or managerial. However, there is a difference between necessary and recommended personality traits. For example, the ability to recognize the accomplishments of others is more desired in managers than interns.

Traits of a Good Intern

  • Takes initiative
  • Willing to learn
  • Adaptable
  • Innovative
  • Open to change
  • Humility
  • Good work ethic

Traits of a Good Manager

  • Good leader
  • Meticulous planner
  • Effective communicator
  • Keeps calm under pressure
  • Cares about employees
  • Acknowledges good work
  • Appreciates others’ achievement
  • Inspirational
  • Great customer service skills
  • Conflict-resolution ability
  • Understanding of the industry

You may have noticed that the list of desired traits for a manager is significantly longer, and that is simply because a manager will be responsible for much more than an intern, who still has to be trained and taught a number of things. Therefore, managers should have more qualities that go with leadership and entry-level applications should be quick learners.

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592nd PMAP General Membership Meeting and Annual Induction Ceremony

By Jabrielle Vincee Delfin
Marketing Associate, Profiles Asia Pacific

Distinguishing the important role of people managers in the ASEAN integration, The Honorable Jose S. Brillantes, Undersecretary for Special and Oceans Concern of the Department of Foreign Affairs recently inducted Individual Member Atty. Josephus B. Jimenez, FPM as 2014 President of the People Management Association of the Philippines (PMAP).

Atty. Josephus is joined in the PMAP officers roster by Vice President Luz Co-Laguitao,FPM; Secretary Ma. Lourdes L. Fernando; Treasurer Teresita dela Cruz; and Board of Directors Marvin P. Adolfo; Corazon W. Austria; Jesse Francis N. Rebustillo; Emma V. Cruz; Atty. Eliseo M. Zuniga Jr.; Ericson A. Del Castillo; Leo S., Gellor; Atty. Delia T. Uy; Leah D. Morado; Michelle G. Guce; Marcelito G. Ortiz; Wilma G. Magdale; and Profiles Asia Pacific’s Managing Director Jocelyn R. Pick.

The event coincided with PMAP’s 592nd General Membership Meeting last January 29, 2014 at the Makati Shangri-La Hotel in Makati City.

Kicking off the ceremony was a Mass celebrated by Rev. Fr. Francis Gustillo, SBD followed by the Ecumenical Invocation by Ms. Jeanne Vicars. The Center for Pop Music Philippines, Inc. entertained everyone with their ASEAN dances. After which, Ms. Evelyn Grace C. Sorongon, outgoing PMAP president delivered her valedictory address. In her speech, she enumerated all the activities and accomplishments for the past year . The induction ceremonies followed thereafter and concluding the ceremony was the inaugural speech by incoming PMAP president, Atty. Josephus B. Jimenez, FPM.

In his inaugural address, Atty. Josephus reiterated the PMAP’s leadership role in entering the arena of ASEAN in the context of integration into the ASEAN economic community. Together with the officers and board members, they vowed to be committed into the PRAI: PMAP roadmap to ASEAN integration. “Bawal ang tamad sa PMAP. I have obtained the permission of my wife, and my wife will sign it today, a deed of donation, donating me to PMAP for one year” Atty. Josephus jokingly said as he promised that 2014 will be a hardcore year for PMAP.

He concluded his speech with “Alone we cannot do it, but together we can do it. We will do it. Mabuhay and Pilipinas!”

The People Management Association of the Philippines (PMAP) is strictly a professional, non-stock, not-for-profit organization of over 1,800 member companies and individual management executives engaged or interested in Human Resource Management (HRM) and Industrial Relations (IR) work. Founded more than 56 years ago, PMAP continue the tradition of its forefathers in advancing the profession, the science, and the art of Human Resource Management.

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Picking A Good Candidate

By Rachel Andrea Ko Go
Writer, Profiles Asia Pacific

When people do work that suits them, where they shine and they’re connected to their power source, the work is better and the wins are bigger. – Liz Ryan

When selecting a good candidate, employers and human resources managers have to look beyond a resume and cover letter to the skills and personality of each candidate. Holistic hiring takes into account what a person likes to do, in addition to what they are good at doing. Someone who has skill in one field and no passion with produce flawless work that has been produced hundreds of times before, with no originality. The benefits of using assessment tools when hiring include gaining candidates who will be innovative, who suit the position, the company culture, and who will work well with their teammates.

Some questions to ask before you hire someone:

  • What is the candidate best at?
  • What is the candidate interested in?
  • How does the candidate work in teams with a clear leader? What about in teams with no leader?
  • Can the candidate work independently?
  • Is the candidate well-rounded? Does he or she have experience outside of work, such as volunteer or internship experience?
  • Is the candidate likely to slack off, or become unhealthily engrossed in their work?

Last but not least, if no qualified applicants are found at the end of the selection process, consider spending a little more time and money searching rather than hiring someone who may not be qualified.

Remember to look at performance indicators based on research and studies, critical behaviors, reasoning, interests and aptitude of a candidate.

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Balancing Work and Personal Life

By Rachel Andrea Ko Go
Writer, Profiles Asia Pacific

Keeping your personal and professional lives separate is important for many reasons. It helps keep you professional at work and relaxed at home. It will help you stay productive, avoid burnout and keep you sane.
Modern day technology has made it a little bit too easy to access work from home. We can check our emails on mobile devices and have meetings virtually anywhere. This ease-of-access can wreak havoc on the separation of our work and personal lives. Here are a few tips to help you keep your personal life personal, and devote your work life to work.

  • Unplug. Stop checking your work email once you get home and do not check any personal messages while you are at work.
  • Use separate devices for your work and personal lives to make it easier to unplug (from work when you’re home, and from home when you’re at work).
  • Create a to-do list for each day that involves work and personal items. It is important to put personal time on the list to make sure you do not get caught up in work.
  • Block out periods of time that you can devote to either work or leisure.
  • Do not discuss personal matters at work. During work hours, your coworkers are not your friends.
  • If your personal life takes you away from work, avoid sharing the details. Just let your boss know, and move on.
  • If you work from home, set up an office space that is not visible from your bed.
  • Commit to only work when you are in the office, whether your home office or otherwise, and avoid working on your bed, the kitchen counter, etc.
  • Extremely few people have the luxury to leave work on a day-to-day basis with a clear desk. Do not rush your job to get projects out of the way, just accept that you will have more work the next day and go home.
  • Stop for coffee or take a walk on your way home to create a conscious action that symbolizes the end of work and beginning of personal time.
  • Relax when you get home. Have a glass of wine!

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Defining “Quality of Life”

By Rachel Andrea Ko Go
Writer, Profiles Asia Pacific

What do you think of when you think of a “good” life? Do you think of money, luxury items, exotic vacations, fast cars, a big house and catered parties? Those things do not necessarily add up to a good life. It is what you do with the things that you have, and how you think of your current opportunities that create a good quality of life.

The first thing you should remember is that “quality of life” is not a synonym for “standard of living.” Quality of life is a term we hear that often refers to wealth, but it very much depends on intangible aspects as well. Standard of living is based primarily on income, whereas quality of life refers to your environment, health and wellbeing, education and social engagement.

The University of Toronto defines quality of life as “the degree to which a person enjoys the important possibilities of his or her life.”
One of the vital distinctions between standard of living and quality of life is that you can enhance your quality of life today, simply by adjusting your mentality. Instead of thinking about what you want, focus on what you have.

Decide to be content with what you have, meet friends or family for lunch more often, or make a list of all the things you can do right now. Can you plan a trip to the beach? Can you enroll in a weekend class in your passion? You will be amazed with the opportunities you never realized you had until you really thought about it.

So when you think of the term “quality of life,” do not allow your mind instantly go to luxury items and bank accounts. Instead, think about happiness, opportunities and the people around you, and measure your life by the quality of your daily activities, mental wellbeing, and the company you keep.

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Improving Employee Efficiency

By Rachel Andrea Ko Go
Writer, Profiles Asia Pacific

Employee efficiency should be a priority for every company. Employees who take pride in their work create an efficient company, better work atmosphere, and produce a better product.

It is important to realize that workplace efficiency relies as much on management as it does on employees. An environment of productivity results from accountable employees who are motivated, rewarded and communicative, regardless of rank. Here are some questions to ask to help evaluate how well your company is creating efficient employees.

  • Do employees earn their salary by simply showing up, or are they required to meet goals each month?
  • Are employees incentivized to produce quality work, monetarily or otherwise? An example would be allowing an employee who accomplishes something ahead of deadline to leave the office early.
  • Does management recognize individual employees with exemplary performance? This will encourage the employee to continue to work hard, and encourage other employees to work harder.
  • Do employees have clear communication channels to make needed changes? If something in the office is making it hard to get work done, an employee should be able to discuss it with someone who is authorized to make changes. The key is letting employees know that this communication channel is open to them, should they have suggestions for workplace improvements.
  • Are employees micro-managed? Giving employees the authority to resolve small issues independently eliminates the drain of time and resources it would take to elevate an issue to management for approval.
  • Are there extra touch-points in the office workflow? Is a document going to someone more than once unnecessarily? Eliminate any unnecessary procedures that take up time and resources.
  • Do your employees work well with their coworkers? People work best when they are in a team they can trust and rely on, with complementary skills.
  • Are your employees continually challenged? Monotony is deadly to innovation. When employees get stuck in a pattern, they may not be as deliberate in their actions, or as aware of the big picture behind a project.
  • Are your employees in the right department? Different people have different skills, talents, and personality traits. An extroverted employee would probably be more comfortable than an introverted employee when interacting with clients.

Once you have asked these questions, you should have a better idea of the strengths and weaknesses of your company in terms of employee efficiency.

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