Philippines’ Top HR Blog

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These numbers show why HR development is worth investing in

Keeping your human resources department in top shape should be a priority for every business. It’s been proven time and again that good HR contributes to success, and it’s vital to prepare your HR team for growth. However, we all need a reminder every now and then, especially in this time of increased employee mobility.

Here are some statistics that prove every company should pay attention to HR development.

  • 56% of HR Managers considered training and development to be an essential business enabler. (Source)
  • Companies who have formalized employee engagement programs have 26% higher annual revenue growth than those who don’t have formalized engagement programs. (Source)
  • The people who are turning the world around today will retire by 2025. (Source)
  • It costs between 30-50 percent of entry-level employees’ annual salary to replace them; for mid-level employees, it costs at least 150 percent of their annual salary to replace them; for high-level or highly specialized employees, replacing them costs 400 percent of their annual salary. (Source)
  • 89% of Glassdoor users are either actively looking for jobs or would consider better opportunities. (Source)
  • 51% of employees are considering a new job. (Source)
  • Only 5 percent of organizations feel they are effective at tracking and using talent analytics. (Source)
  • Only 12 percent of HR organizations currently use predictive analytics for talent decision making. 49 percent of organizations plan to do so in the near future. (Source)

What does it all mean?

The numbers above show the need for a well-trained HR team, and the impact they can make on your workforce. Replacing employees is costly, yet only a fraction of businesses use tools like predictive talent analytics to ensure a great fit when hiring. A new workforce is emerging that has different values and drivers than the last. Companies that invest in HR development can help keep up with the changing landscape, attract and retain great candidates, and boost business growth.

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The importance of HR development

The backbone of every company is the people who build and maintain it. HR development helps to ensure that each individual working at your company is a great fit.

Hiring is the most important thing you do. Your HR department is the gatekeeper for your business; they are responsible for finding the best people to join the company, putting together well-matched teams, and onboarding each employee so everyone is equipped for success. That being said, having a skilled, qualified HR department is vital to every business. This is achieved with HR development.

Why HR Development is Crucial

Your HR department needs to stay on top of industry trends. Knowing what’s happening in HR as well as your business industry can give you an edge in finding qualified candidates.

Your HR department needs to know what’s important to the emerging workforce. Hiring isn’t a one-way street, so you need to know what the core values of your target workforce is in order to attract and retain employees.

Your HR department should know how to use new tools available to help them do their jobs better. There are always new tools emerging to help HR operate more efficiently. These could take the form of assessments, new job boards, recruiting methods, and more.

Your HR department is responsible for putting together good teams. You’re putting your workforce composition in the hands of your HR department, and the people who hire need to be able to match personalities and values well.

Your HR department must know how to market a role. HR isn’t just about human relationships, it’s also about understanding what motivates people to join companies. They need some marketing prowess to understand the best places to advertise an open position, the wording to use to “sell” it, and how to get candidates to fill out an application form completely.

Your HR department needs to represent the company to job seekers. HR employees are often the gatekeepers and first human impression that many job seekers get from your company. They need to know how to position themselves and the company for image alignment.

Question: What’s the main driver for HR development at your company?

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Organizational development resources

Organizational development can be complicated without the right guidance and tools at your disposal. To help you navigate changes in your business, we’ve put together a list of organizational development resources. These will help you with restructuring your company, training your employees, and implementing strategy.

Organizational Development Basics

If you’re just getting started with organizational development, this is an introductory article that explains the basics of what it is with a useful graphic and video.


re:Work shares practices, research, and ideas from Google when it comes to hiring, managers, people analytics, and “unbiasing.” Their blog is a database of articles that share how to run a business better, how to create a productive workplace, and more. re:Work also has guides to help you evaluate team effectiveness, develop and support managers, and utilize metrics to make smart business decisions.

Leadership Development Tools and Training

Profiles Asia Pacific provides leadership development training for companies in the Philippines who are looking to evaluate, develop, and train their management teams. This includes recognizing inadequate managers, as well as placing people in your company strategically where needed. Reach out for more information on an expansive list of time-tested assessments to help you understand your workforce better.

Resource Library for Organizational Development Professionals

This is a comprehensive library of organizational development resources from the Free Management Library. It includes information on the different stages in organizational development, how to diagnose what is and isn’t working, different types of organizational interventions, and even a useful history of OD.

How to Implement a New Strategy Without Disrupting Your Organization

This article from the Harvard Business Review explains what you need to look at during organizational change, and how to approach it with minimal business disruption. The article includes case studies, goes over diversity, and offers actionable advice.

This was just a small sampling of the excellent tools available for those interested in learning more about OD and how their business can benefit from it. What other resources should be added to this list? Let us know!

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Organizational development: The backbone of every long-lasting company

Organizational development (OD) focuses on preparing a company for the future, keeping a business flexible and adaptable enough to fare well through rough weather and changes in the industry. Thanks to the fundamentals of OD, any company can apply it to build a long-lasting brand that can handle unexpected issues throughout time. Here’s how to do it.

Organizational development for the future

Get your managers’ support

When your managers are onboard for the organizational change and restructuring, their team members will be more comfortable with it as well. Management should show support for any changes and be proactive about communicating with their teams to avoid any confusion.

Use data to back it up

Your best employees won’t follow you blindly, you need to present your case for any organizational shift in direction to get their backing. Frame this change simply, so employees know what it means for them, and how they may benefit. Take it a step further and use data to explain why your business needs to prepare for the future with OD, such as recent industry trends, your own marketing metrics, customer satisfaction surveys, and an analysis of competitors.

Get your employees involved

Organizational development may require some restructuring and redesign of different jobs. Get your employees involved during this process to boost morale. If your OD plan involves letting go of a few employees, letting the team members you’ll keep onboard informed will help to avert panic as well.

Your employees will have insight into your company that you may not, since they operate on the ground floor. From customer service, to process implementation, listen to your employee’s feedback and get them involved for smoother OD. You may rework your strategy after hearing what your various teams think of how well your plan will help the business prepare for the future.

Communicate throughout implementation

As your organizational development plan rolls out, each series of changes will be something your team needs to get used to. Continue to communicate and explain the changes, especially those that directly affect how employees perform their jobs. If you don’t, you risk false rumors spreading, and resistance from an uninformed team.

Set and share your timeline

Organizational development, like any well-planned strategy, should take place in timed stages. Set target dates for your key actionables, such as when old software will be phased out, or when trainings will take place. Share these dates with your team early, so that if there are any scheduling conflicts HR can get them sorted out. Plus, your team will be able to coordinate to ensure all your bases are covered during major shifts.

Evaluate and improve

Finally, OD is never done. You’ll need to constantly evaluate and improve your business processes, goals, and perhaps even offerings to stay relevant. Continue to analyze how your changes are going, and adjust where needed for best results.

Final tip: It’s easy to fall into your business comfort zone and do things like you’ve always done, but don’t forget to evaluate whether your “staples” (ie. a particular product, service, or process) have become unnecessary.

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Public Seminar: Training Needs Analysis

Join us August 24 and 25 for a 2-day workshop on Training Needs Analysis. This workshop addresses what the organization needs pertinent to human resource development, as aligned with its strategic goals.

Training needs analysis

The workshop will expose participants to the whole gamut of the training needs analysis process. They will likewise be oriented with the different TNA tools used to realize a successful competency enhancement venture.

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Participants would be able to plan, design, and implement a training needs analysis process. They will acquire skills to determine real employee needs related to training, identify performance gaps, and be able to determine training needs within an organization. The workshop will also show useful TNA tools, how to improve human resource planning, and improve ROI.

Course Outline


  • What is Training Needs Analysis (TNA)?
  • The Rationale for Conducting TNA
  • Objectives and Outcomes of a TNA
  • Aligning organization Mission and Vision with Learning and Development Efforts
  • Scope of TNA: What should a TNA cover?
  • Identification of Needs at the Individual, Occupational, and Organizational level
  • Determining the Need for a TNA
  • The Model for Identifying Training Needs
  • Individual and organizational Competencies
  • TNA into organizational processes and business models
  • Aligning the training needs analysis to the strategic objectives of the organization
  • Planning, preparing, adjusting, and reviewing the training needs analysis procedure/process


  • What techniques to use for specific situations – face to face, questionnaires, individual, groups, and other investigation tools
  • Designing and Validation of the Survey and Interview Tools
  • TNA Implementation and Sampling Techniques
  • Collating the Data Gathered
  • Data Analysis
  • TNA Report Preparation
  • Communicating the Results
  • Making a Persuasive Training Needs Presentation

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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 at UST and De La Salle University. She has authored three books in Psychology and Human Resource Management. Already a fulfilled academician and HR and OD practitioner, she has received a number of awards and recognitions.

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What is organizational development?

Organizational development (OD) relies on a basic understanding that business processes and structures affect employee motivation and efficiency. OD refers to a systematic approach to improving the effectiveness of your processes and knowledge of those in your organization. OD aligns strategy, employees, and processes to create a more successful, adaptable business that is continually improving.

In order to implement OD, a combination of analysis, action planning, and evaluation is needed to prepare for future changes and problem solving. It utilizes behavioral sciences like sensitivity training and ultimately enables an organization to adapt to different markets, regulations, and emerging technologies.

OD is a process of continuous diagnosis, action planning, implementation and evaluation, with the goal of transferring knowledge and skills to organizations to improve their capacity for solving problems and managing future change. – Organizational Development Theory

Organizational development

A useful diagram of what OD looks like from HRPeople

According to the Perelman School of Medicine at the University of Pennsylvania, the key concepts of organizational development theory are organizational climate, organizational culture, and organizational strategies.

Organizational climate refers to the analysis of your current business voice and tone, beliefs, leadership, conflict resolution structures, and how well defined each role is. Organizational culture looks at the norms of the business, including assumptions, values, and behavior.

Organizational strategies refer to the steps that must be taken for OD. These include diagnosis (identifying problems and current situation), action planning (strategic intervention), intervention (implementation), and evaluation (gauging results).

OD must be adopted throughout the entire business, managed from the top of the organization, highly strategic, and increase your organization’s health. For more information, check out the video from the Organization Development Network below.


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Public Seminar: Testing and Measurement

Join us on August 24 to 25 for a 2-day workshop on testing and measurement in human resources. The test development program will equip aspiring test developers, HR practitioners & industries with the proper tools and techniques in developing their own standardized test that is valid and reliable.Testing and Measurement

The 2-day program covers the basic principles of testing as well as more advanced forms of test validation with a discussion on actual cases, including the phases undergone for each scale.

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The basic part will focus on the history of testing, its relevance in the industry, the proper way of writing good items, the ethical considerations as applied to test takers, test administrators and test developers and the relevance of validity and reliability. For the advanced part, participants will be guided on the step by step process of developing an actual standardized test with application of statistical treatment and analyses.

Course Outline

DAY 1:

  1. Brief History and Importance of Testing
  2. Ethical Considerations in Test Usage and Test Development
  3. Test Validity & Reliability Discussion
  4. How to Write Good Test Items

DAY 2:

  1. Steps in Test Development
  2. Actual Case Presentation
    1. Abstract Reasoning Assessment
    2. DISC Personality Profiler
    3. Motivational Intensity
    4. 360 Feedback Survey
  3. Other advanced forms of test validation: CONCERTO, EFA, IRT

About the Facilitator

Dr. Mariel Kristine Rubia is a licensed psychologist with experience in human resources for more than 10 years. Her specific areas of specialization include recruitment, labor relations, and learning and development.  Presently, Dr. Rubia is a practicing clinical psychologist who works as Managing Partner and Clinical Psychologist at ME Rubia Psychological Assessment Center. Her other areas of specialization include forensic psychology, specifically an expert witness in annulment cases. She’s also currently writing a book about “understanding the self”, which will be offered to CHED and to be released by 2018. Right now, Dr. Rubia is working as a Research and Development Manager who oversees and monitors test development projects for Profiles Asia Pacific and People Dynamics.

She’s also active in the academe as a part-time Lecturer 6 at De La Salle University Manila for College and Graduate School level and a part-time Associate Professor at De La Salle – College of St. Benilde under the Human Resource Management Program. She was a full-time Associate Professor specializing in psychology board exam subjects and Human Resource Management subjects for 8 years at St. Scholastica’s College Manila. Dr. Rubia is hardworking, reliable, well-organized, team player, goal-oriented.

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Managing business reorganization for growth

As your business grows, it’s going to go through growing pains. Departments will split to handle an increase of work, teams could get consolidated, a few roles will expand and separate into more in-depth individual jobs, and you’ll need to manage your business reorganization intelligently to support your growth.

How to handle business reorganization in a growing business

Here’s how to manage business reorganization when you’re expanding, from how to manage personnel to ensuring high-quality communications.

Hire (and fire) carefully

Be extra cautious when hiring in a time of need, because it can get tempting to fill vacancies as quickly as possible instead of waiting out for a great hire. Wrong hires eventually cost your company more time and money than any lost business from holding off for the right candidate.

Even if you’re growing rapidly, slow down and encourage your HR team to carefully screen each candidate before moving them onto the trial stage. Look for your future top talent online so you have a wealth of good candidates to choose from, and train them properly prior to starting so they know what to expect from your reorganization (what your business will look like before and after).

On the other side of the coin, business reorganization for growth could also mean letting go of team members who aren’t performing. In times of growth, your weak links will become more apparent. Look out for employees who may need to be let go to make room for higher performers, but ensure you treat their departure (or transition, if you need to move them to a different department) with dignity and respect.

Don’t forget to recognize your employees

With any major movements in the company, your team members could become nervous about their futures with the company. Talk to your star performers privately to let them know that you would appreciate their support in the transition and look forward to them continuing their careers with the company.

Identify your top employees, involve them in the business reorganization, and get their support and backing to engage and retain them. Ensure the employees who remain with the company throughout the reorganization are aligned with your new vision, business structure, and other strategic changes you’re taking.

Leadership and management must be fully onboard and knowledgeable

Much like your team needs to be onboard with your restructure, your leadership team must be aligned with a clear long-term view of what your business aims to become. Make sure they understand the restructure inside and out, so they’re equipped to answer any questions their team may ask.

Keep communication clear and consistent

Finally, in a restructure, your internal and external communications must be clear and consistent. Plan out how you’ll implement and introduce your restructure, and how you’ll explain it to all your stakeholders (employees, investors, clients, and so on).

What other tips do you have for managing business reorganization for growth?

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Public Seminar: People Buy People First

Join us on August 9 from 1 to 5 p.m. for our public seminar on Hugot Sa Sales: People Buy People First, and learn why it’s so important to be emotionally intelligent in sales.

Public Seminar: People Buy People First

Selling Products and Services in the Digital Age is very challenging nowadays and can be quite tricky if you do not innovate and update your skills to adapt with the ever changing times. Whether it’s a cold approach, setting an appointment, sales presentation or closing the sale, it would take a very creative and unique approach to ensure sealing the deal. Thru the application of Emotional Intelligence with its 6 competencies, you set the environment and change the playing field in sales.

This half-day seminar will equip you with the necessary tools and techniques to be a game changer, set a trend in sales strategies that will not only create a new playing field with regards to sales engagement but capture the attention and create an impact to your customer or audience.

Learn unconventional techniques applying all the 6 competencies of Emotional Intelligence to enhance all your sales and marketing related engagements and customized it according to your personality and field of expertise.

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This course will teach participants how to position and market your products and services in the Digital Age applying the 6 Competencies of Emotional Intelligence. You’ll learn the benefits of EI in sales, and discover creative ways to apply it.

Course Outline

  • Current Challenges in Sales in the Digital Age
  • Introduction: What is Emotional Intelligence
    • Definition and Overview
    • 6 Competencies (Self-Awareness, Awareness of Others, Authenticity, Emotional Reasoning, Self-Management, Positive Influence)
    • Importance in Sales
  • Innovate and Creative Techniques applying Emotional Intelligence in Sales Engagements
  • Handling Challenges using Emotional Intelligence in Sales Activities

About the Facilitator

Cally Tiosejo is a Licensed Financial Consultant. Her job includes advising people of the importance of Financial Planning and conduct Corporate Financial Wellness Programs. She is also a resource speaker in various modules in Sales, Marketing, Customer Service, Events Management Business Operations, Project Management, and Admin Management. Her fields of interest are Coaching on Career Path for employees and Mentoring on Leadership.

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Public Seminar: People Buy People First (Cebu)

Join us on August 11 in Cebu for our public seminar; Hugot sa Sales: People Buy People First. This half-day seminar will equip you with the necessary tools and techniques to be a game changer, set a trend in sales strategies that will not only create a new playing field with regards to sales engagement but capture the attention and create an impact to your customer or audience.Hugot sa Sales: People Buy People First (Cebu)

This course will teach participants how to use 6 components of emotional intelligence to enhance your sales and marketing engagements, and customize techniques to your industry.

Register Now

The public seminar will benefit a variety of roles. It’s designed for sales team leaders, managers, financial consultants, insurance agents, marketing managers, and any one in charge of doing business or sales presentations.

Course Outline

  • Current Challenges in Sales in the Digital Age
  • Introduction: What is Emotional Intelligence
    • Definition and Overview
    • 6 Competencies (Self-Awareness, Awareness of Others, Authenticity, Emotional Reasoning, Self-Management, Positive Influence)
    • Importance in Sales
  • Innovate and Creative Techniques applying Emotional Intelligence in Sales Engagements
  • Handling Challenges using Emotional Intelligence in Sales Activities

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. She 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. She 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. She has also received numerous trainings both here and abroad, specifically she has been with two training events with Profiles International in Texas as well as a Visionary training event in Memphis under Supreme Health Systems.

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