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H A
G B
F C
E D
Grid 2 arranges the products according to
their sales volume along the vertical
plane and according to their main value
propositions in the horizontal plane.
Sales Volume vs Main Value Proposition
VERY HIGH
4
HIGH 2 5
SALES AVERAGE
1 6
VOLUME IN LOW
3 7
UNITS OR VERY LOW 8
PESOS HIGH GOOD GOOD QUALITY POOR
QUALITY QUALITY LOW PRICE QUALITY
HIGH PRICE MEDIUM LOW
PRICE PRICE
Note: Numbers
represent MAIN VALUE PROPOSITIONS
competitors
The Opportunity Seizing:
Competitor Analysis Grids
1. Choose an industry with several strong
competitors. An example would be fast
food industry, footwear industry, or
apparel industry.
2. Try to come up with your own version of
Grids 1 and 2.
3. Share your grids with your classmates
and/or teacher for critiquing and
improvement purposes.
MARKET RESEARCH
Entrepreneur, know thy market well!
The entrepreneur should exert all efforts
to know the market he/she wants to
exploit
The more you know about your market,
the better you will be able to determine
customer needs and wants
You will be able to reach them wherever
they are
Why Purpose and objective for conducting the market
research.
What Determines the scope and the limitations of the market
research to be conducted.
Which Determines which segment of the market must be
studied; this must be the market segment that the
entrepreneur is eyeing.
Who Identifies who among the members of the selected
market segment will participate in the market research.
When Determines the time and timing of the research. This is
critical for entrepreneur whose product or service will
be offered to a time-constrained market such as office
workers.
Where Pinpoints the relevant location of the market research.
How Determines the methodology to be used for the market
research (e.g., survey, focus group discussion,
observation, etc.).
“Entrepreneurs and investors do not
want to put resources in unknown
markets. Good market research
allows entrepreneurs and investors to
make wiser decisions.”
WHAT
would be the coverage
of the BP (in terms of
depth and breadth)
1. Entice partners, investors, and
bankers to fund a business
venture
2. Communicate what the
enterprise is all about, what
market it wants to serve
3. Show what financial returns it
could muster
the business itself
the organizers
the management and technical people
the financial structure
its market potential
its target market
its projected sales, expenses, and
profits
its probable risks
1. The organizers and the key people
behind the business and why these
people have the resources, talents,
skills, and technology to achieve
success
2. The market being targeted and
why there is enough market
potential to justify the business
3. The products or services to be offered
and why they are right for the market
4. How the business will be operated
and organized, including all
outsourcing, subcontracting,
franchising, and licensing agreements
5. The investment capital required for
the business and what exactly it would
be used for
6. The technology, the technical
expertise, the equipment, and materials
suppliers to be utilized
7. Thecapital structure (short and
long term debt, stockholders’
equity) of the business
8. The operating budget, financial
projections (income statement,
balance sheet, cash flow), and
return on investment prospects
9. The risks in the business and the
contingency measures to
counteract them
”the concluding
portion of the business
plan should highlight
the key messages for
the intended readers of
the plan”
The Business Plan must be able to
estimate the capital required by the enterprise
the capital required would be
dictated by the investment in the assets of the
enterprise
These assets are composed of the ff.:
1. The current assets – short-lived assets
*Cash *accounts receivables
RECRUITING
Career Pathing of Personnel to Reach their
Optimum Potential
ROUTING
Satisfying Needs, Wants and Demands of
People and Creating a Conducive Work
Environment
RETAINING
Rally the Organization to Meet Challenges
to Develop a Culture of Excellence and to
Build Social Capital
RESONATING
Performance Indicators and Assessment
REVIEWING
Motivation , Incentive System and
compensating
REWARDING
Transforming People to Higher Levels of
Performance
RETOOLING
Maximizing Potentials of People in the
Organization
RECYCLING
Administrative functions
Into “personneling”, which can be
defined as the:
1. Processing of recruits
2. The computation of employees’ pay
3. Handling of people transfers or
resignations.
1. Strategic HR – manages the big
changes in the direction of the
enterprise.
2. Operational HR – installs the
administrative systems that would allow
for the efficient management of the
organization.
- creation of a conducive
work environment that would nurture a
culture of excellence and empower its
people.
The Four Major HR Functions
STRATEGIC
STRATEGIC-SYSTEMIC PEOPLE-STRATEGIC
FUNCTION OF HR FUNCTION OF HR
A D
SYSTEMS PEOPLE
B C
Empowering and Energizing
Administering the HR System People to Become More
Of Building and Growing the Productive and to Achieve Goal
Organization Congruence
SYSTEMIC-OPERATIONAL OPERATIONAL-PEOPLE
FUNCTION OF HR FUNCTION OF HR
OPERATIONAL
1) Recruiting – HR advisors & consultants
often advocate that organizations
should “hire for attitude, develop for
competence.”
Applicants are screen accdg. to their:
a) Resume/past employment records
b) Recruitment competency exams
c) Skills already possessed
d) Traditional measures such as the
Intelligence Quotient (IQ) test,
abstract and logical reasoning,
mathematical and verbal abilities.
Left brain is more structured in thinking.
It favors factual, technical, analytical,
sequential, logical, and critical thinking.
Right brain is more creative, intuitive,
holistic, emotional, visual-spatial,
interpersonal, musical, and kinesthetic.
e) New tests have spawned to measure
Emotional Quotient (EQ) and IQ2
(creative, intuitive and holistic thinking).
RECRUITMENT CRITERIA CRITERIA DEFINITION VALIDATION AND VERIFICATION
1.Past Performance Tract Record and Resume of Verify resume; check with
Recruit previous employers, schools;
background investigation; in-
depth interviews
2.Proficiency Profile Brain Preferences, Proficiency and Skills Testing, IQ,
Intelligences, Skills, Talents IQ2, demonstration of skills,
competencies and talents;
3.Personality Profile Personal Conduct, Behavior, On-the-job observation during
Relationship Styles, Personal training, probationary period;
Disposition group dynamic exercises
4.Psychological Profile Normalcy in psychological Psychological tests, EQ tests,
tests; negative for neurotic, interviews and behavioral
psychotic and sociopathic observations; background
disturbances investigation
5.Personal Character Emotional Literacy and Character “boot camp” training
Maturity Values, Attitudes, and testing; personal stories on
Principles how values and principles are
being lived; verification from
friends, relatives, colleagues,
bosses, and subordinates
6.Potential for Growth Personal Ambition, Need to In-depth interviews; essay
Achieve, Excel, Lead, questions on life plans; stories in
Review previous five criteria areas of excellence claimed
2) Routing
Organizations who desire to optimize the
value of people over the long haul
should have a good routing strategy.
Must be assessed as to their ability to
contribute to the organization in various
functions and responsibilities several
years later.
The more versatile and flexible the recruit
is, the more opportunity he/she has for
assuming multiple roles in the
organization.
Relevant and the more applicable are the
recruits’ intelligences (using the Theory of
Multiple Intelligences) for the organization.
Career paths of an employee should be
regularly discussed and adjusted over time
in order to provide guidance and direction
for both the recruit and the organization.
Vertical managerial track – begin at the
rank-and-file category, move up to
supervisory positions to top positions.
Technical track – ladderize the proficiency
levels; from low level of expertise and
experiences to the highest level.
3) Retaining or retention – is being able to
hold on to people, provided that a
company wants to keep them in the first
place.
it is quite expensive and inefficient to
recruit and train people only to lose
them to competitors.
People have a learning curve to hurdle
before they can reach their full
potentials in a company.
Retention is therefore a vital part of the
human resources management function.
4) Resonating
an organization that resonates with its
people and employees who resonate
with their management are likely to have
goal congruence.
The organization’s goals are embraced
and internalized by the people and the
personal goals of the people are realized
and fulfilled while serving the
organization.
There should be clear directions and
strategies on how the organization
intends to achieve its goals.
5) Reviewing people is to measure and
evaluate their performance with the
organizational goals in mind.
Qualitative assessments are made…
Potential can be measured in terms of
meeting existing job requirements or in
terms of prospective job promotions.
First, the person’s aptitude in terms of
knowledge, skills and competencies for
doing the activities and tasks demanded
of a job can be measured.
There are testing instruments on
intelligence quotient, abstract reasoning,
numerical abilities, verbal skills, technical
competencies, functional capabilities
and managerial expertise.
Analytical, critical, creative, intuitive,
systemic, and integrative thinking
processes can be assessed.
Even behavioral and communication
skills as well as emotional quotient
(people skills) can be calibrated.
Second, attitudes and values,
including personality traits and
personal preferences can be
measured through written and oral
tests and through job performance
observations.
6) Rewarding is concerned about
compensating, incentivizing, and
recognizing employees for their work,
loyalty, and accomplishments.
it includes both monetary and non-
monetary benefits. Basic pay, living
allowances, incremental pay for extra work,
bonuses, commissions, and profit shares
compose the monetary benefits.
Employee pay is configured by
organizations in many ways.
1. First, compensation can be tied to the
level of responsibility that the employee
has.
2) Second, compensation can be
competency-based.
In this method, organizations define the
competencies and skills required in order
to accomplish the strategies, programs,
activities, and tasks.
The pay is based on the different levels
of job complexity and difficulty. The
higher the complexity and difficulty, the
higher the pay.
3) Third, organizations can pay people
according to their output.
Skilled craftsmen are sometimes paid
according to the number of pieces they
have produced, the scope of work that
they have accomplished, the hours that
they have put in, and the value of the
work that they have done.
The more valuable the work to the
organization and the higher its impact,
the higher is the compensation.
Organizations are willing to pay lawyers
per hour, the pay being set according to
their level of expertise, prestige,
connections, experience, and affiliations.
4) Fourth, organizations can pay people
according to their length of service,
their demonstrated loyalty, and the
level of trust and confidence which
the owners and managers have for
them.
The more loyal and trustworthy the
people are, the higher their pay.
7) Retooling
Both new recruits and old-timers need
some retooling in order to meet the
performance expectations of the
organizations.
Nobody really comes full ready for a job.
For the old timers, there is always a need
to refresh, upgrade, and acquire greater
skills. Even old dogs must learn new tricks.
Retooling people is not just about
improving their capabilities. It is also
about re-orienting them to the new
directions of the enterprise.
It is likewise about changing attitudes and
behavior, creating a healthier corporate
culture, and adopting more responsive
approaches to greater customer service.
Retooling is a continuous process of
organizational development.
Retooling can come in various forms. First is
through formal training sessions conducted
either-in-house or by professional training
organizations. Second is through on-the-job
training where the employee is given an
assignment and is closely supervised and
trained as he/she learns the job. Third is
through a formal or informal actual
advising, coaching, and mentoring
program.
8) Recycling affords the people the
chance to change jobs or even careers.
Sometimes, people get bored in what
they are doing, or they are not able to
land jobs more suited to their personality,
competency, and temperament.
It allows people to reinvent themselves. It
is definitely invigorating just to know that
there are alternative job options either
inside the organization or outside of it.
It is more possible in an organization that
provides education and training
opportunities outside those given for
existing job requirements.
In some companies, they mandate their
employees to undergo training in
accounting and finance so that they
can understand the language of
business.
All of these training programs would
broaden the competencies of
employees and provide them the
opportunity to pursue new-found
interests and recycle themselves.
Strategic-Systemic Function of HR
- it manages the big changes in the
direction of the enterprise by aligning HR
Strategy.
- it highlights two critical HR processes:
(1) reviewing or diagnosing organizational
performance; & (2) rewarding the
accomplishments of the organization and
its people.
Operational-People Function of HR
- installs the administrative systems that
would allow for the efficient management of
the organization
- to attain goal congruence among the
diff. units of the organization
- it also aspires to achieve congruence
between the goals of the organization & the
personal goals of its people
- mutual respect between employer &
employees
1. What are the two significant things that
you have noticed on the video?
Job Analysis
METHODS OF APPLICATION
1. Letter of Application
2. Application Form
3. Online Application
Short Listing
Methods of Selection
1. Interviewing
2. Head Hunting
3. Aptitude Test
4. Assessment Centers
5. Psychometric Test
Job Offer
Job Hunting
Job Orientation