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Applied HR for Line Leaders

Course Name Applied HR for Line Leaders

To inquire more about our courses, you may call our Program Sales Officers at 830.20.50 or email us at

Price: Php 16,200

The management of manpower, the most important asset, has been entrusted to every leader in the organization regardless of position or title.  Such a responsibility is shared with the Human Resource (HR) Unit in order to achieve an effective utilization or maximization of the human asset within prescribed guidelines and policies. But such partnership has not been successful in many companies due to several factors, such as:

  • Lack of alignment and poor understanding of the responsibilities by the leaders;
  • Inadequate skills of leaders to implement HR systems;
  • Untimely or lack of communication of concerns between partners; and
  • Absence of trust and openness between HR and line leaders.

Applied HR for Line Leaders intends to respond to all these difficulties from the point of view of officers, managers, supervisors, and team leaders.  By providing the necessary skills and clear understanding of the roles, a harmonious working relationship will be attained. This will benefit the leaders, team members, and organization as a whole.


After the course, you will:
1. Conduct a structured interview based on the prescribed critical guidelines;
2. Enumerate and explain the three basic phases of performance management
3. Identify the critical competencies and evaluate potentials of high flyers;
4. Differentiate between on-the-job and off-the-job training for team members;
5. Identify most appropriate type of reward for actual organizational situations; and
6. List and explain the important labor relations provisions relevant to the effective    
    management of the human asset.

Who should attend

The program is designed for line executives, managers, supervisors, and team leaders, who work
hand in hand with HR to implement its systems, policies, and procedures.  HR personnel who design and monitor policies may also attend to have a clearer understanding of the responsibilities
and challenges of line leaders.


I.  Today’s Human Resource Management (HRM)               
    A.  Definition and mission of HRM
    B.  Comparison between Personnel Management and HRM
    C.  Responsibilities of HRM
    D.  David Ulrich’s HR roles
    E.  Assessing your organization’s HR focus

II.  Selecting and Orienting Most Qualified Candidates
    A.  Definition of recruitment and selection
    B.  Recruitment process flow
    C.  Using the structured interview guide
    D.  Role Play: Conducting a selection interview

III.  Conducting Performance Appraisal
    A.  Objectives and phases of Performance Management System (PMS)
    B.  Group Discussion: Best practices for handling PMS difficulties
         of raters

IV.  Assessing Potentials of Team Members
    A.  Description of development appraisal
    B.  Objectives and elements of development appraisal
    C.  Formulating the career development plan

V.  Training and  Developing Subordinates
    A.  Training, development, and education defined
    B.  On-the-job and off-the-job training
    C.  Training cycle for conducting seminars
    D.  Critical steps for on-the-job training

VI.  Identifying and Managing the Reward System
    A.  Triangle of plenty
    B.  Elements of the total rewards
        1.  Direct compensation
        2.  Indirect compensation
        3.  Pay for performance
        4.  Work
        5.  Work life
    C.  Job evaluation and pricing 

VII.  Labor Relations
    A.  Distinction between Employees Rights
         vs. Management Prerogatives
        1.  Definition of management prerogatives
        2.  Instances of management prerogatives
        3.  Employee rights
        4.  Labor standard benefits
        5.  Labor relations strategies
    B.  Labor conflict
        1.  Definition of labor dispute
        2.  Disputes in organized establishments
        3.  Disputes in unorganized establishments
        4.  Code of conduct and grounds for termination
        5.  Due process in termination
        6.  Effect of noncompliance in termination due process
        7.  Critical jurisprudence in termination disputes
        8.  Process flow involved in labor disputes
        9.  Prescription of labor actions

Resource Speakers
Mr. Armando T. Bongco, Jr

is a Professional Management and Organization Development Consultant specializing in leadership supervisory and management development, strategic planning, performance management, coaching and counseling, training and development, human resource for line leaders, and organization transformation.

He was a Consultant and HRDG Manager of United Laboratories, Inc., Senior Manager for Organization Development and Training Manpower Department of First Holdings Group of Companies, Head for Manpower Training and Development Department of the Human Resources Division of Ayala Group of Companies, and Staff Planning Assistant for the Human Resources Division- San Miguel Corporation.

Mr. Bongco was trained and certified as an official instructor for Problem-Solving and Decision-Making Program by Kepner and Tregoe, Inc., Interaction Management by Development Dimension International, Inc., and Problem Solving and Decision Making by Decision Processes, Inc. He participated and completed numerous seminars conducted by leading foreign and domestic consultancy firms in various areas of HRM.