The document discusses several topics related to human resources including: 1. The size of HR departments can vary significantly depending on the size of the organization, ranging from just a few employees to divisions of hundreds of staff. 2. Future roles of HR practitioners include diagnostic, assessment, and development roles requiring skills like organizational diagnosis, research, and evaluation. 3. Common pitfalls in developing HR strategies include inside-out thinking, solutions without involvement, complexity without simplicity, and lack of focus. Adapting best practices requires considering internal context.

1. • The Size of Human resource
• HR Trends
• Future Role of HR Practitioners
• Common Pitfalls on Building
HR Strategy
Part IV
Josefina B. Bitonio
Associate Professor
Institure of Graduate School and
Professional Studies

2. The Size of Human Resource

3. Organizational size also matters. In large
subnational jurisdictions, personnel may
be staffed by hundreds of employees and
divided into divisions. In smaller ones,
the personnel “department” may include
only a few employees, or the chief
administrative officer or an assistant may
perform its responsibilities. There are
many possible variants within these
extremes.

4. Many HR units in the bureaucracy
do not perform line functions. They
are not even integrated into the top
management. HR function as a
whole is not integral to the
functioning of the organization and
appears to be a separate concern
for line management.

5. Number of Employees
• MSMEs are businesses engaged in industry, agribusiness or
services whose total assets, inclusive of loans but exclusive of
the land on which they operate, have the following asset values:
micro, not more than P3 million; small, P3 million to P15 million;
and medium, P15 million to P100 million.
• For their usual employee complement, micro has one to nine
employees; small, 10 to 99 employees; and medium, 100 to 199
employees.
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6. The HR Trends for 2023
• Re-examining HR's role –There's a demand for HR to enhance its strategic skill set. HR
will also need to monitor and manage increasing stress and burnout levels among both
employees and HR team members while focusing on the top two priorities for
organizations in the new year: recruiting and providing a great employee experience.
• Expanding the employee experience conversation –Whether a team is remote, onsite,
or hybrid is less important than curating the employee experience beyond the physical
boundaries of work. For this shift, an employee value proposition (EVP) that effectively
communicates organizational efforts will be more important than ever.
• Making space for diversity, equity & inclusion (DEI) –Work must be done to reinforce
the foundations of effective DEI activities to maintain the progress made over the past
several years.

7. Charting the course for HR digitization – Successful digitization can be the difference
between transactional HR and strategic business partnerships. While many organizations have
already reaped the benefits of HR digitization, many others are facing roadblocks on their
digitization journeys. HR digitization will require a customized approach to achieve strategic
value for both HR departments and the organization.
The struggle to close skill gaps – As organizations continue to operate in an increasingly
volatile, uncertain, complex, and ambiguous (VUCA) environment, they must stop reacting to
short-term skills shortages and labor market changes and instead adopt a long-term mindset
regarding skills. The most pressing skill gap to address that of first-time leaders, who can lack
the critical leadership and strategic competencies to be successful in their new roles. HR must
prioritize their development and provide them with opportunities to develop key leadership skills
required to effectively lead teams.

8. Future Role of HR Practitioners
Martires and French have outlined roles in line with the identified trend and developments:
1. Diagnostic Role. Necessitates the acquisition of skills of organizational diagnosis to analyze and
diagnosed organizational problems and come up with possible solutions. These stresses further
the need to for skills on action research.
Example of Action research
Challenges Faced by Persons with Disability in their Workplace: The Case of
____________
Clients Availment and Satisfaction with the Services Rendered by the Local
Registry in the _____________.
The Challenges in the Implementation of the Electronic Business Permit and
Licensing System (eBPLS in _____________.
Availment and Satisfaction on Government Benefits for Senior citizens in the
________________.

9. 4. Assessment Role. To assess or
examine the effectiveness of the
organizational policies, processes,
methods and practices on employees
morale and performance. This kind of
role stresses HRM audits. The method
to be used will include surveys,
interviews and observations.

10. Common Pitfalls on Building HR Strategy
Inside-Out-Thinking. Solutions are pushed into the organization without having
involved those who are supposed to benefit from them. Change management
follows ignorance. Solutions must be understood by actual players to succeed.
Solution- People are not consulted
Once approved, it is rolled out.
Result – resistance
Change management will do everything to treat
resistance.
What are important to CDA
when it comes to people?
What is really critical to the
Agency’s success?

11. Complicatedness, as an technocratic, sometimes bureaucratic answer
to complexity. HR related solutions must be simple. Otherwise they
won’t work.

12. Lacking focus. There are too many top priorities. If everything is critical,
nothing is critical.
Many companies set unrealistic goals, and that
compromises their focus. Without a strategic focus in
place, it can be tricky to set a clear measure for success.
That means losing out on valuable time and wasting
critical resources.
Gartner (2021) found that around 56% of the time spent
on strategic planning is wasted.
To counter this, it is important to first understand your
organization’s strategic purpose. This is where the
strategic radar comes in. A strategic radar is a tool that
paints a clear picture of your external and internal
challenges and opportunities on a single page. At the
heart of it sits your purpose. This enables you to gather
key information and examine the context needed to
understand where you are and where you need to be.
Data: 80% of leaders feel their
company is good at crafting strategy
but only 44% can say the same about
their implementation. On top of that,
only 2% are confident that they will
achieve 80–100% of their strategy’s
objectives.
(Section 3 of RA 11364) The Authority
already have 37 powers, functions
and responsibilities as compared to
the 15 powers vested under the old
charter. The Authority shall exercise
developmental, regulatory and quasi-
judicial powers, functions and
responsibilities

13. Type of HR with the
HR Playing Field
Institutionalization
Hire and Pay
Hierarchy and
stability
Networks and
agility
People-Centered
Enablement
People develop naturally.
Doing nothing. “The
cream always comes to the
top”
Central Planning &
Control
Organization is responsible for the
development of the most talented
people. It does something for the
people.
People are responsible for their
own development but will be
supported by any means
No formal System
Arbitrary Strategies. A strategic statement can only be
strong only if the opposite could make sense as well
Dr. Armin Trost

14. For success, attitude is
equally as important as
ability
V A L U E S
Excellence. Giving one's best
performance and achieve the
desired outcome through effective
and efficient management of
resources.
Commitment. High dedication
and proactive involvement in the
realization of the Agency's
mandate.
Integrity. Maintain personal
conduct, beyond reproach.
Teamwork
Ref: Armin Trost YouTube videos on HR

15. Ref: Armin Trost YouTube videos on HR

16. • Copying from others. Adapting so called best practices from other
companies without taking into considerations relevant internal
context
A best practice may be a particular method, or it may be a whole program or intervention.
“Best practice” status is sometimes conferred either officially – by a government body,
professional association, or other authoritative entity – or by published research results. In
general, a method or program gains such status by being:
•Measurable. That means that its goals are clear and that progress toward them can
be measured. A smoking cessation program, for instance, can find out exactly what
percentage of the smokers it served quit, and remained smoke-free after a year. It can
also compare that percentage to similar percentages for other smoking cessation
programs and for the general population.
•Notably successful. The method or program not only gains good results, but makes
more progress toward achieving its goals than most others with similar aims.
•Replicable. The method or program is structured and documented clearly enough so
that it can be replicated.

17. • Focusing on solutions. An early definition of relevant solutions and
concepts without having understood the problems to be solved
Problem - Talent deficient
Context - Unfilled up positions due to slow process of recruitment (provide data Top,
Middle, Lower positions, factors affecting recruitment process)
Solution - Recruitment Process Improvement Plan
Design - How to improve your recruiting process?

18. Recruitment Strategies
Craft clear and
attractive job
Provide useful and
specific details about
open roles
Boost your
candidate sourcing
Build talent
pipelines
Improve your
recruitment
efficiency
Source on social
media
Determine roles with
high turnover or roles
that are hard-to-fill
Build checklists for
standard processes.
Source: International Service Commision:2001
Evaluate candidates
effectively
Review candidates’
portfolios
Try tests
Conduct structure (or
semi-structure) your
interviews
Enhance candidate experience
Shorten your application process

19. HR

20. “You cannot mandate
productivity; you must provide
the tools to let people become
their best.” — Steve Jobs.

21. It’s all about alignment
• Alignment with the
leadership team
• Alignment with the vision
and strategy
• Alignment with the whole
organization

22. • Need to align team to
execute the plan
• Who are the key people in
the organization responsible
in the function areas?
• What are the gaps as far as
key functions?
• Are there people responsible
for more than one area?
Human Resource
Each
person
developing
self
discipline
to do their
part

24. Without the active involvement
and participation of the
employees, the organization
cannot grow and develop to
meet its goals. All these are
critical in understanding HRM.

25. Willingness to
do whatever it
takes . . .
Self Management

27. In management, the
first concern of the company is the happiness of people
who are connected with it, If the people do not feel
happy and can not be made happy, the company
does not deserve to exist

28. •40 % genetics
• 60% you have complete
control of!

29. Functional Leadership: Eligibility Criteria
30
Personality Tool Box
Emotional Intelligence
IQ - Display
innovations
Aspiration and ability to drive as a
leader from people following you

30. • change your employee’s
mentality from “It’s not
my job” into “I will do it”

31. The H in Human Resources
• Have a strong foundation an open mind with an open heart when the
wind of change shifts
• Its takes a human heart to accept a human being as they are to
change your life while changing the lives of others
• It takes a human heart to accept a human being to be part of the
society
• Meet the human, because the word human is in fact the main aspect
of human resources
Sylvia Koshkarian

32. Reference:
• www.whatishumanresource.com
• Armin Trost YouTube videos on HR
• The National Institute of Personal Management (NIPM)
• GreggU HR Basics: Human Resource YouTube
• Part 2 Succession Planning.pptx (slideshare.net)
• www.cda.gov.ph

33. • Perla Legaspi- Human Resource Development
Open University, University of the Philippines 2002
• Weldell French,, . 2nd edition, New Jersey: Houghton Mifflin Co., Chapter 2-3, pp. 32-75.
(1990)
• Richard Peterson and Lane Tracy. Systematic management of Human Resources.
Massachusetts: Addition-Wesley Publishing Co., (1981, 1988), Chapter 2, pp. 21-38.
• Concepcion Martires , Human Resource Management Principles and Practices. Quezon
City Kalayaan Press Marketing, Inc. (1988) Chapter 2-3, pp. 25-44.
• Carrell, N. Elbert, and R. Hatfield Examining the Relationship Between Diversity and Firm
Performance (2000)
• Mondy and R. Noe. Human Resource Management (2012)
• International Civil Service Commission: A Framework for Human Resource
Management2001
• Sugiharto,SH.MM . Human Resource Management-One: 2009
www.slideshare.com