Personnel Management in Education-The World of Human Resources

1. Republic of the Philippines
CAPIZ STATE UNIVERSITY
Pontevedra, Capiz
GRADUATE SCHOOL
PERSONNEL MANAGEMENT IN EDUCATION
(EDM. 315)
TOPIC: THE WORLD OF HUMAN RESOURCES
By: Hene L. Hapinat
Ed.D. Student

2. THE CONCEPT OF HUMAN RESOURCE
MANAGEMENT (HRM)
The relationships between Human Resource Management
(HRM) and Human Resource Development (HRD)
 Human Resource Management (HRM, or simply HR) is a
function in organizations designed to maximize
employees’ performance of an employer's strategic
objectives. HR is primarily concerned with
the management of people within organizations, focusing
on policies and systems.
 Human Resource Development (HRD) section is concerned
with identifying strengths and weaknesses among
different employees and devising training means that aim
at making those skills compliment the other.

3. To Summarize:
HRD is a sub section of HRM, i.e. HRD is a
section with the department of HRM.
 HRM deals with all aspects of the human
resources function while HRD only deals with
the development part.
HRM is concerned with recruitment, rewards
among others while HRD is concerned with
employee skills development.
HRM functions are mostly formal while HRD
functions can be informal like mentorships.

4.  Growth of organization: It is associated with the
development of its workforce.
 Development of work culture: Improving the efficiency of
employees, better communication,
 Development of mutual cooperation and creativity of all the
members.
 Developing potentialities: HRD manager focuses on
enabling people to self-actualize through
a systematic approach leading to development of their talents.
 Growth of employees: Helps employees to know their
strengths and weaknesses and enable them to improve their
performance.
IMPORTANCE OF HRM/HRD:

5. SIGNIFICANCE OF HRD IN EDUCATION :
 Enables the individual to understand and study the real
life situation and to develop an opportunity for creating
confidence in the minds of younger generations and to
provide a strong base for rational and value oriented
and nation building progress ( Myers &Harbison, 1965;
Mingat & Tan, 1986).
 The government is investing heavily on human resource
development in the conviction that among its best
resources is its people (World Bank, 2000).
 For human resource development to happen both the
formal and informal training programs at different level
within the society are of paramount importance
(Coleman, 1994).

6. Human Resource Operative Functions
1. Drive strategic workforce planning.
2. Set simple and performance driven compensation
strategies and compensation policies.
3. Identify rich recruitment sources and utilize the
full recruitment potential of the organization
4. Develop top talents and focus the investment of
training funds.
5. Build the friendly corporate culture and drive the
engagement of all employees.
6. Build direct communication channels and support
honest and quick information flow.
7. Build the environment, which recognizes top
talents and top performers.

7. HUMAN CAPITAL IN RELATION TO OTHER FORMS
OF RESOURCES
 Intangible collective resources possessed by individuals and
groups within a given population.
 These resources include all the knowledge, talents, skills, abilities,
experience, intelligence, training, judgment, and wisdom
possessed individually and collectively, the cumulative total of
which represents a form of wealth available to nations and
organizations to accomplish their goals.
 In a public organization, human capital is available as a resource to
provide for the public welfare. How human capital is developed
and managed may be one of the most important determinants of
economic and organizational performance.

8. Functions of the HR/Personnel
Department
1. Identifies hiring need, develops the position
description, Recruitment Plan, organizational chart
and other recruitment related documents.
2. May serve as Search Committee Chair and
identifies Search Committee members.
3. Conducts recruitments showing good faith
efforts to broaden diversity.
4. Ensures understanding of collective bargaining
agreements’ specific provisions with respect to
filling of bargaining unit positions.

9. CONCEPT OF MANPOWER PLANNING
Putting the right number of people
Right kind of people at the right place
Right time
Doing the right things for which they are suited
for the achievement of goals of the organization
The Procedure is as follows:
1. Analyzing the current manpower inventory
2. Making future manpower forecast
3. Developing employment programs
4. Design training programs

10. STEPS IN MANPOWER PLANNING
1. Analyzing the Current Manpower Inventory
Before a management make forecast of future
manpower, the current manpower has to be
analyzed. For this the following things have to be
noted:
 Type of organization
 Number of departments
 Number and quantity of such departments
 Employees in this work units
Once these factors are registered by a manager, he
goes for the future forecasting.

11. 2. MAKING FUTURE MANPOWER FORECAST.
The manpower forecasting techniques commonly employed by the
organization are as follows:
a. Expert forecast: This includes informal decisions formal
expert’ survey.
b. Trend Analysis: Manpower needs can be projected
through extrapolation (projecting past trends, indexation
(using base year as basis), and statistical analysis (central
tendency measure).
c. Work Load Analysis: It is dependent upon the nature of
workload in a department, in a branch or in a division.
d. Work Force Analysis: Whenever production and time
period has to be analyzed, due allowances has to be made
for getting net manpower requirements.
e. Other methods: Several mathematical models, with the
aid of computers are used to forecast manpower: During
employment program.

12. 3. Development Employment Program:
Once the current inventory is compared with
future forecast, the employment programs can be
framed and developed accordingly, which will
include recruitment, selection procedures and
placement plans.
4. Designing Training Programs:
This will be based upon the extent of
diversification, expansion plans, development
programs, etc. This depends upon the extent of
improvement in technology and advancement to
take place. This is needed to improve,
capabilities, knowledge of the workers.

13. IMPORTANCE OF MANPOWER PLANNING
1. Key to managerial functions- the four managerial functions:
planning, organizing, directing, and controlling are based upon the
manpower. Staffing becomes a key to all managerial function
(Putting right men on right job).
2. Efficient utilization-This becomes the most important function in the
industrialization world of today.
3. Motivation-Motivational programs like: incentive plans to be
framed from further participation and employment or employees in
a concern. All types of incentive plans become an integral part of
the staffing functions.
4. Better Human Relations- This will becomes strong through effective
control, clear communications, effective supervision, and leadership
in concern.
5. Higher Productivity-resources are utilized in best possible manner
which result to: minimum wastage of time, money, efforts and

14. NEED OF MANPOWER PLANNING
1. Shortages and surpluses can be identified so that quick
action can be taken wherever required.
2. All the recruitment and selection programs are based on
manpower planning.
3. It also helps to reduce the labor cost as excess staff can be
identified and thereby overstaffing can be avoided.
4. It also helps to identify the available talents in a concern
and accordingly training programs can be chalked out to
develop those talents.
5. It helps in growth and diversification of business. Through
manpower planning, human resources can be readily
available and they can be utilized in best manner.
6. It helps the organization to realize the importance of
manpower management which ultimately helps in the
stability of a concern.

15. 7 M’s OF MANAGEMENT
1. M A N. Man in management is referred to as a
human resource. It is the recruitment, selection,
training, promotion and grievances handling of
personnel. Payment of compensation gratuity,
termination of services are the few issues that have
to be dealt effectively to retain the talent within an
organization.
2.MATERIAL Material is a basic ingredient in
management be it a service industry or a product
industry . Most of the industries locate them self
nearby to the availability of material.

16. 3.MACHINE. Machine are the basic tools to produce goods
or to generate services. Selection of an appropriate
machine not only enhances efficiency but also saves times
and increases revenue. Tailoring the requirement of the
organization, Selections of a right technical machine and
equipment, availability of spare parts, evaluation of after
sales services, substitutes and technology and the
organization budget are the crucial criteria while
purchasing a machine.
4. Money. Management is done to meet day to day
business requirements and the funds involved in
meeting those requirements are known as working
capital.

17. 5. METHOD. Everything has a right way to do
and this right way is known as a Method in
management. In short it means, an art of doing.
A set of procedures and instructions is known as
a method. The visible methods of a company
include: Plans, Policies, Procedures, and Data.
6. Measurements are quantified observations
of some aspect or attribute of a process,
product or project. Measurements enhance
our ability to understand things not accessible
to our native abilities and intelligence.

18. 7. Marketing. Marketing Management is the
process allocating the resources of the organization
toward marketing activities.” Thus, a marketing
manager is someone who is responsible for
directing expenditures of marketing funds. Related
to the term ‘management’ is the term ‘strategy.’

19. 1. Conduct Needs Assessment -Any organization
interested in developing a formal mentoring program
needs to create a business case and address why this
program is needed, what the organization hopes to
gain, and what components the program should
include.
2. Develop a Mentoring Program Roadmap -A
mentoring program roadmap should include a
business case, project plan, and implementation plan.
A roadmap should also include needs assessment
findings,project plans with key milestones, and the
program description.
Factors to Consider in Developing a Mentoring
Program

20. 3. Gain Top Management Support and Commitment -A
formal mentoring program will succeed only if senior
leadership supports the program and makes it part of the
learning culture. It is best to identify a
champion(preferably a senior leader) of the program who
will play a major role in marketing the program and
recruiting mentors.
4. Commit a Program Manager -Most successful
mentoring programs have a full-time employee dedicated
to managing and administering the mentoring program.
The program manager’s role is crucial in making the
program a success.

21. 5. Create a Steering Committee or Working Group
-A formal mentoring program is tied directly to the
organization’s leadership. To represent that
leadership, a steering committee or working group
should set the goals and objectives of the
mentoring program. This committee or group
should consist of representatives from different
offices of the agency, not primarily from the
human resource or human capital office. The
committee members should be committed to
creating a learning culture within the agency.

22. REFERENCES
• Balsara, M. (1996). New Education policy and
Development Challenge, New Delhi. Kanishka
Publishers.
• Banker G. S, (1964) Human Capital New York: University
Press
• Wykstra R. A. (ed) (1971). Education and the Economics of
Human Capital New York: The Free press.
• Human Resource Management retrieved via
www.whatishumanresource.com/human resource-
development

24. THANK YOU!!!!