In a statement on Thursday, the recruitment consultancy said 89% of hiring managers surveyed in the Philippines identified employee disengagement as a major factor affecting workplace productivity and team dynamics.

The phenomenon, known as 鈥渜uiet cracking,鈥� involves employees continuing to fulfil their responsibilities while internally feeling disengaged, demotivated, or emotionally strained.

According to the survey findings, released alongside the Robert Walters Talent Trends 2026 report, more than 38% of Filipino professionals said they experience quiet cracking 鈥渧ery often,鈥� while nearly one in four said they encounter it occasionally.

Josua T. Mata, secretary-general of labor group Sentro ng mga Nagkakaisa at Progresibong Manggagawa, told 大象传媒 that worker disengagement is often the result of accumulated frustration, burnout, and loss of hope rather than a sudden decline in motivation.

鈥淲orkers are not 鈥榪uiet cracking鈥� because they suddenly lost motivation. Many are simply exhausted from low wages, insecure jobs, overwork, toxic workplace and the erosion of work-life balance,鈥� Mr. Mata said via Viber.

鈥淵ou cannot expect workers to remain fully engaged when they are constantly anxious about survival while being asked to do more with less,鈥� he said.

Employers seeking long-term employee engagement should go beyond workplace wellness campaigns and address issues such as living wages, job security, manageable workloads, and respect for workers鈥� dignity and rights, he added.

Kimberlyn Lu, chief executive officer at Robert Walters Southeast Asia, said in the statement that disengagement often goes unnoticed because employees may still appear productive despite dealing with prolonged pressure and uncertainty.

鈥淚f left unaddressed, these issues can erode productivity, lower morale, and lead to higher turnover rates. Employers should be proactive in identifying early signs and fostering an environment where employees feel supported,鈥� she said.

The study also found that 47% of Philippine employers are recognizing employee achievements to improve morale, while 42% are conducting regular feedback sessions to strengthen engagement within teams.

Robert Walters cited a 2025 Gallup report estimating that declining global employee engagement resulted in about $438 billion in lost productivity in 2024.

The company said workplace disengagement is evolving into what it described as an 鈥渆ngagement recession,鈥� where reduced motivation spreads across teams and weakens collaboration, creativity, and workplace culture.

Among Filipino workers surveyed, 40% identified distracted behavior and lack of focus as the most common signs of disengagement, while 33% pointed to reduced collaboration and 20% cited low participation during meetings.

The report also examined factors affecting employee retentions, with 54% of respondents saying career growth opportunities were the main reason for staying with an employer.

Flexible work arrangements were cited by 32%, while 15% said inclusive workplace culture was their priority.

Meanwhile, 56% of professionals said they preferred transformational leadership styles that encourage change and innovation, while 34% favored leaders who provide greater autonomy in the workplace.

Robert Walters said companies may need to strengthen communication, career development programs, and workplace flexibility to prevent disengagement from affecting productivity and employee retention further. 鈥� Erika Mae P. Sinaking

Promoting someone from within, whether the person comes from the same organization or within the group of companies is an excellent idea. In today鈥檚 so-called 鈥渨ar for talent,鈥� some companies have gone from head-hunting to hijacking. The battlefield has expanded to include not just competitors, but even companies under the same corporate umbrella.

It鈥檚 like raiding your cousin鈥檚 refrigerator for the last slice of cake. Technically, it鈥檚 family property 鈥� but still bad manners. So, the burning question is: Is it advisable to pirate an executive from a sister company?

Recruiting talent from within your conglomerate can be a smart move 鈥� but only if handled with transparency and tact. Otherwise, you could create animosity to make your next conglomerate convention feel like a family reunion gone wrong.

But first, better to ask your boss for approval and support. If he agrees, then go ahead talk to the boss of your candidate. Or maybe, your boss can do it for you.

RISKS
Indeed, it鈥檚 tempting to pirate someone within the group of companies. They鈥檙e already familiar with the corporate culture, its policies, systems, buzzwords, and acronyms. Training time? Practically zero. Risk of cultural mismatch? Minimal. But convenience doesn鈥檛 always mean correctness. Here鈥檚 why:

One, legal and contractual obligations. Some organizations have agreements that include non-piracy clauses, even among affiliates. That鈥檚 why you must secure the permission of one鈥檚 boss.

Even without it, the executive鈥檚 employment contract might include a non-compete or conflict-of-interest provision.

Two, breach of trust. In business, trust is the invisible glue that holds everything together. Pirating talent from an affiliate without transparency can feel like betrayal. If you break that trust, you may not be able to recover your partnership with people.

And your affiliate may perceive your move as an act of war rather than collaboration.

Three, reputational damage. The corporate world has sharp ears and long memories. Once you earn a bad reputation as a 鈥減irate,鈥� other leaders may become cautious around you. They鈥檒l lock their best people in metaphorical vaults.

When you need cross-functional support in future projects, expect a cold shoulder and longer e-mail response times, if ever they take the time to reply.

SMARTER ROUTE
Instead of outright poaching, consider collaborative talent-sharing arrangements. If you truly believe that executive talent from an affiliate can make a significant impact, there are cleaner, smarter, and win-win solutions to go about it.

Here are the things you can do simultaneously:

One, limited secondment. It could be four to six months 鈥� even longer. This is beneficial to both sides. The 鈥減irated鈥� executive gains new challenges, exposure, and skills, while his original employer retains the relationship.

Two, mentoring project. This means assigning the executive to create a training program for the young guns of the 鈥減irate鈥� organization. To entice the executive, offer a monthly allowance while continuing his current pay and benefits from his employer.

Three, exchange program. Initiate an internal job program that allows employees within the conglomerate to undergo a corporate Rigodon de Honor, a formal rotational exchange among affiliates. This is for faster career mobility for those with high potential.

HONOR
Good leaders don鈥檛 just win the war for talent 鈥� they win it honorably. Leadership isn鈥檛 about collecting the best people by any means. It鈥檚 about building a system that attract talent naturally from everywhere.

If your culture is strong, people will come to you without being lured with a golden handshake. But if your only way to fill key roles is to 鈥減irate鈥� from affiliates, it may be time to check your ship鈥檚 condition. Maybe it鈥檚 not a talent shortage. It could be that you鈥檙e not doing enough to train your people so they become promotable.

After all, piracy, even when successful, rarely earns applause. Collaboration and transparency in creating a dynamic management development program gives you stronger, more sustainable organizations.

In the modern talent marketplace, companies are learning that the real competitive advantage isn鈥檛 in stealing good people 鈥� it鈥檚 in developing them. If you need a rare talent, then create one. Mentor a rising star. Cultivate your own people. It鈥檚 better to be known as a talent builder than a talent pirate.

Consult Rey Elbo for free insights on people management. Send your question or story to elbonomics@gmail.com or听DM him on Facebook, LinkedIn, X or听.

鈥�We鈥檒l get a lot of investment in the area of telecoms and in the area of hyperscalers, mostly focused on the LEC,鈥� DICT secretary Henry Rhoel R. Aguda said in an interview during the 大象传媒 Economic Forum on Monday.

鈥�So that will create more jobs,鈥� he added.

Up to one million jobs are expected to be generated under the LEC and could help drive double-digit economic growth for the country, under expanding PH鈥揢S economic cooperation, Malaca帽ang said in a statement.

When asked about the DICT鈥檚 role in the planned 4,000-acre artificial intelligence (AI) industrial hub in the LEC, Mr. Aguda said the DICT will focus on ensuring reliable internet connectivity to support the industry in the hub.

鈥�One, we need to secure all the international fiber cables going there,鈥� Mr. Aguda said.

From a policy standpoint, the agency continues to advance key governance measures, including data localization, data sovereignty, and data embassy policies, alongside efforts to strengthen local skills development in support of the hub鈥檚 implementation.

In other developments, US undersecretary of state for economic affairs Jacob Helberg said on Thursday that a deal on a long-term framework for an economic security zone with the Philippines is expected 鈥渟ooner rather than later,鈥� according to a Reuters report.

He added that both countries have a two-year window to finalize arrangements under the agreement signed last month.

The two sides will also set sectoral industrial priorities for economic activities within the zone.

鈥�I expect the United States and the Philippines to reach a deal sooner rather than later,鈥� Mr. Helberg said.

鈥�There鈥檚 an enormous amount of momentum behind this,鈥� he added.

The Philippines is the 13th country to join the US-led Pax Silica initiative last month, which aims to connect allied countries to strengthen supply chains for semiconductors, artificial intelligence, critical minerals, and advanced manufacturing. 鈥� Edg Adrian A. Eva

鈥�We want our youth to feel that the next steps after school are clear, 鈥� Education Secretary Juan Edgardo 鈥淪onny鈥� M. Angara said in Filipino in a news release.

鈥�For those who want to enter public service, we will help them prepare, apply, and see that they have a place in the government if they wish to serve,鈥� he added.

Under CSC Resolution No. 2500229, senior high school (SHS) or K to 12 Curriculum graduates, as well as completers of relevant technical-vocational programs, are eligible to apply for first-level government positions, subject to applicable qualification standards and legal requirements.

The Department of Education (DepEd) noted that the initiative strengthens education-to-employment pathways and ensures learners have clearer opportunities after basic education.

鈥�The policy aligns with DepEd鈥檚 curriculum reforms and expands opportunities for learners and graduates to enter public service and secure government employment,鈥� the agency said in a news release.

DepEd added that the policy reflects its chief鈥檚 policy direction to enhance career readiness, establish flexible career tracks, and ensure relevance of basic education in further studies, employment, entrepreneurship, and public service.

Eligible candidates must be at least 18 years old to take the Career Service Examination鈥揚en and Paper Test (CSE-PPT) for the Professional and Subprofessional Levels.

Regional offices, school division offices, and schools have been directed to share relevant information on the examination with students. They are also required to provide review materials and sessions, integrate CSE-PPT review into college and career preparation activities, and coordinate with CSC Field Offices for local announcements regarding the application process.

The application period for the CSE-PPT will run from May 14 to Jun. 10, 2026. Qualified junior high school (JHS) and senior high school (SHS) students will take the examination on Aug. 9, 2026.

In the March 2026 CSE-PPT, a total of 48,735 out of 307,489 examinees passed, marking a 15.85% passing rate. 鈥� Almira Louise S. Martinez

鈥淓mployers are actually expecting that people come in ready to work, and micro-credentials help with that,鈥� Coursera Global Head of Enterprise Anthony Salcito told reporters during a panel interview on Friday.

鈥淎 micro-credential signals that employees not only demonstrate the skill, but they’re learning throughout their life to align with the culture of work that they’re bringing in,鈥� he added.

The demand for graduates equipped with industry-aligned micro-credentials can be seen in the platform鈥檚 Micro-Credentials Impact Report 2026.

Data from the report showed that 96% of Filipino employers hired candidates with more than three micro-credentials last year, and 89% are willing to offer higher starting salaries to micro-credentialed graduates.

Employers added that candidates with micro-credentials were also able to progress faster in hiring pipelines (77%), and performed better during their first year of employment (90%), compared to those who didn鈥檛 have them.

On the learners’ side, 85% of Filipino graduates were able to secure a role aligned to their field within 12 months of acquiring a micro-credential. While 83% said that it has helped improve their interview performance.

鈥淥ur data shows in the impact report on micro-credentials that we’re sharing is that employers are willing to pay and recognize the value of the differentiation,鈥� Mr. Salcito said.

鈥淐ertainly this is a huge ticket for a candidate looking for jobs, not only to get a better-paying job, but obviously to differentiate themselves from other candidates,鈥� he added.

The Philippines has the highest number of registered learners on Coursera at 3.3 million, with 20% year-over-year (YoY) growth.

Among the popular course topics among Filipinos are data, project management, cybersecurity, digital marketing, and sustainable development goals.

GenAI courses also revealed a significant demand, with 2.3 million enrollments, up from 75,000 last year. The platform noted that one enrollment happens every five minutes in GenAI courses, which is faster than one enrollment every nine minutes, a year earlier.

As of March 2026, course enrollments in the country were the highest within the region, at 6.8 million. It currently has partnerships with 15 educational institutions nationwide, including iPeople Inc., University of the Philippines, and University of Santo Tomas.鈥� Almira Louise S. Martinez

The Workplace Happiness Index: Philippines 2025 indicates that 44% of Philippine workers are 鈥渟omewhat happy鈥� and 33% 鈥渆xtremely happy.鈥�

Indonesia led the regional survey with an 82% happiness rating.

鈥淭his happiness is largely driven by a strong sense of purpose, with employees valuing meaningful work and alignment with company goals more than monetary compensation alone,鈥� according to the careers platform.

The results are based on a regional survey conducted between October and November 2025 involving more than 10,500 employed individuals aged 18 to 64 across the Asia-Pacific, including 1,000 respondents from the Philippines.

Workers in the Visayas reported the highest happiness levels at 82%, followed by the National Capital Region (77%), and Luzon and Mindanao (both 76%).

Jobstreet by SEEK Managing Director in the Philippines Dannah Majarocon said the results reflect shifting employee priorities.

鈥淭he report only shows how employee preferences are evolving and how their work environment shapes their overall happiness and sense of purpose. Jobstreet by SEEK, through this study, seeks to empower hirers in navigating these shifts and creating workplaces that foster talent engagement and long-term growth,鈥� Ms. Majarocon said in a statement.听

The study noted that while compensation and flexible work arrangements remain important in attracting and retaining talent, employees in the Philippines are increasingly prioritizing purpose, well-being, and career development in evaluating their jobs.

Around 77% of Philippine respondents said they feel valued in their roles, and 74% described their work as fulfilling.

Salary continues to be a primary factor for retention, but the study found that a sense of purpose 鈥� defined as how work contributes to broader company and personal objectives 鈥� has a more potent influence on overall employee engagement.

Despite generally high satisfaction, the report pointed to ongoing concerns around career mobility. About 55% of respondents said they think about changing careers frequently, with limited career progression opportunities identified as a key factor behind potential turnover.

The study also identified 鈥渟ilent struggles鈥� within the workforce, noting that only 41% of employees feel they are in control of their stress levels, 38% of workers reported feeling burned out or extremely exhausted, and 41% expressed concern over the potential impact of artificial intelligence on their future job security.听

鈥淥verall, workers who feel happy in their roles are nearly twice as likely to feel motivated to go above and beyond for their employer. This reveals that when businesses put employee happiness at the heart of their culture, they鈥檙e rewarded with greater engagement, productivity, and retention,鈥� the platform said.

Julius H. Cainglet, vice-president of Federation of Free Workers, raised concerns about segments of the labor market that may not be fully reflected in formal survey responses.

鈥淔or sure this is not the case for workers who get hired through public employment service offices, run by local governments or those recruited by word of mouth or small flyers of some sweatshops,鈥� Mr. Cainglet told 大象传媒 via messenger chat.

鈥淭here are those who have given up on hopes of landing a decent job and have accepted their ever precarious fate,鈥� he added.

He said trade union organizing and worker education should be strengthened, noting the importance of implementing the Labor Education Act and promoting collaboration with educational institutions to support workers鈥� rights. 鈥� Erika Mae P. Sinaking

鈥婭t used to be that this type of survey was done manually by HR once a year, if not every two years. That鈥檚 too late. And that鈥檚 assuming that management is interested in understanding the employee pulse because many of them are not interested for some reason.

鈥媁ith traditional surveys, even if respondents are given anonymity, management would still get low response rates. One reason may be employee fear of retaliation. What we can do to fix this? Today, HR and other managers can do better by knowing sentiments as they happen using technology.

鈥媃ou can do it with real-time intelligent systems using AI and other predictive analytics. They have significantly improved morale surveys by making them more accurate, efficient, insightful, and actionable.

鈥婽hink of this comparison. Old survey: 鈥淗ow did you feel about management last year?鈥� With the new version, the question becomes 鈥� 鈥淗ow are you feeling this week and what we can do to fix it?鈥�

鈥婽he biggest shift is real-time reporting. It can run weekly, biweekly, or monthly with only five to 10 questions.

DIGITAL TWINS
The next evolution goes beyond surveys and enters predictive workforce modeling. Morale surveys can benefit a lot from so-called 鈥渄igital twins鈥� which was introduced by American academic and consultant Michael Grieves, who introduced the concept in 2002 while working at the University of Michigan.

鈥婭t influenced HR people to use it as an 鈥渆mployee digital twin鈥� by applying it to workforce analytics, technology, and AI-driven employee modeling. Think of it as an 鈥渁quarium鈥� of employees helping organizations predict how they might respond to policies, workloads, incentives, or organizational changes before making real-world decisions.

鈥婭n HR, an employee digital twin can mean combining survey responses with attendance patterns, engagement scores, communication behaviors, and career aspirations, among others.

鈥婭t can create predictive profiles with the following issues. How would employees react to a four-day workweek? Which departments are at highest burnout risk? Who might resign within six months? Will removing remote work reduce morale?鈥�

ADVANTAGES AND TOOLS
AI tools transform surveys by replacing static questionnaires with dynamic, conversational interfaces. It analyzes sentiment and detects nuanced frustrations and recurring themes in real time, moving beyond basic numerical scores.

鈥婭t also protects employees from any management retaliation. That helps a lot in increasing participation rates and provide instant, actionable insights for managers.

鈥婲ow, here are the most specific advantages for management:听 听

鈥婳ne, higher response rates and better data quality. The tools include conversational AI/Chatbots. Employees can give feedback through a natural conversation facility using Slack or Teams as the primary delivery and engagement vehicles.

鈥婻ather than a traditional e-mail link that often gets buried, organizations use these platforms to 鈥渕eet employees where they are.鈥濃��

鈥�Two, advanced analysis of open-ended responses. Traditional surveys struggle with qualitative data. But with Sentiment Analysis and Theme Extraction, managers can make sense of large amounts of feedback. If a survey is the 鈥渨hat,鈥� these tools explain the 鈥渉ow鈥� and the 鈥渨hy.鈥�

鈥婽hree, real-time continuous listening. AI creates a constant, open loop of feedback from 鈥渢aking a snapshot鈥� of employee sentiment to 鈥渨atching a live video鈥� of it. With this AI tool, managers can immediately make sense of the workers鈥� sudden drop in motivation, probable burnout, even potential resignations.

鈥婩our, actionable insights and recommendations. AI doesn鈥檛 just report issues. It suggests priority actions based on the best practices in dynamic organizations. It generates summaries, provides visual control for managers, and tracks the impact of interventions over a certain period of time.

鈥婩ive, bias detection and objectivity. AI can analyze gender, ethnicity, job grade level, location, and experience systematically combined in one issue. Real-world illustrations and tools can be done by HR integrating the capabilities of Microsoft Viva or Workday, among others.听 听

BOTTOM LINE
To summarize, AI transforms employee satisfaction surveys from a static, backward-looking compliance activity into a proactive, intelligent system that drives actionable improvements.

鈥婽his allows HR to become more data-driven and predictive with surgical precision. This shift doesn鈥檛 just quantify morale; it turns the messy, human muda (waste) of workplace friction into a streamlined asset.

鈥婭n an era where data is the new currency, leaders who ignore these signals are essentially flying blind.

Consult Rey Elbo for free insights on people management. Send your workplace questions to elbonomics@gmail.com or DM him on Facebook, LinkedIn, X or .

LABOR GROUPS pushed for stronger worker representation in government-owned and -controlled corporations (GOCCs) handling social funds, citing the reversal of the P60-billion remittance by the Philippine Health Insurance Corp. (PhilHealth).

Affiliates of the Nagkaisa Labor Coalition, which had earlier petitioned the Supreme Court for the return of the PhilHealth funds after the government tapped the health insurer鈥檚 surplus, welcomed the reported transfer. They renewed their demand for greater worker participation in the governing boards of PhilHealth, the Social Security System (SSS), the Pag-IBIG Fund, and other state-run institutions managing worker contributions.

PhilHealth, in a statement on Wednesday, confirmed that the returned P60 billion will support its operations to expand and improve healthcare services for members.

The Supreme Court ruled in December that the transfer of excess funds from GOCCs to the National Treasury was unconstitutional. A subsequent directive from President Ferdinand R. Marcos, Jr. ordered the restoration of the PhilHealth funds.

鈥淭he Supreme Court decision is a victory for workers and PhilHealth members. But the next challenge is to make sure the returned funds are actually used for their benefit 鈥� better services, wider coverage, faster claims, and real protection,鈥� Jose G. Matula, Nagkaisa chairman and Federation of Free Workers president, told 大象传媒 via Viber.

鈥淎 meeting with the President is another necessary step to discuss labor issues, including genuine workers鈥� representation in GOCC boards,鈥� he said.

鈥淲e also need a serious review of seats supposedly reserved for workers. There are plenty of 鈥榣abor seats鈥� on paper, but in practice they go to those who are not truly representative of workers,鈥� he added.

According to the High Court, excess funds from government financial institutions must be treated in accordance with their statutory mandates and cannot be utilized as surplus.

The P107.23 billion remitted by the Philippine Deposit Insurance Corp. in January 2025 鈥� under the same budget provision that was declared unconstitutional 鈥� remains with the Treasury and is currently under legal review following calls from business groups for its return.

鈥淲e are studying the filing of another petition if the Marcos administration has no plan to return,鈥� Mr. Matula said.

He also said that the development underscores the need to faithfully implement constitutional provisions on workers鈥� participation in policy and decision-making bodies, as well as adherence to International Labor Organization Convention No. 144 on tripartite consultation.

Anthony C. Leachon, an independent health reform advocate, said separately via Viber that the 鈥渄iversion鈥� of PhilHealth funds highlighted how resources intended for healthcare can be misallocated at the expense of patients and providers.

鈥淭he restoration in 2026 does not undo the operational harm already suffered. Restoration is not reversal. The injustice has already been inflicted. Taxpayers are effectively paying twice 鈥� once when the funds were siphoned off, and again when the Treasury refills the hole using fresh appropriations. The human cost is borne by patients and providers who were denied support at the critical moment,鈥� he said.

鈥淭his is why accountability is essential. The diversion violated the Universal Health Care Act and the principle of earmarking. It is not merely a fiscal error 鈥� it is a moral failure that compromised lives and institutions,鈥� he added.

鈥婽ake it this way, if the employees are unhappy, they become your worst recruiters. And that leads to pressuring recruitment to post a cycle of job ads. That鈥檚 the root cause of your situation.

鈥婯nowing that, you must turn to non-traditional ways of attracting applicants. I鈥檓 not saying you should discard job fairs or campus recruitment; however, before doing that, you must be fully armed with a package that includes flexible work hours, career progression paths, and mentoring programs.

鈥婼tart by looking at your company鈥檚 human resources (HR) policies and practices to discover employee sentiments. Focus on complaints like poor pay and perks, but also management toxicity.听

鈥婽his can be discovered through a proactive two-way communication process that includes an annual anonymous satisfaction survey, quarterly town hall meetings, monthly department meetings, and periodic one-on-one dialogue. Don鈥檛 rely on exit interviews. They鈥檙e too late and too little. Rather, try a serious, casual 鈥渟tay鈥� interview.

鈥婨ven the maintenance of a suggestion program and problem-solving teams (like quality circles) can help you understand employee morale by asking the following questions: How many ideas, suggestions, even complaints are you receiving, say every month? How anxious are your people to help the organization define and solve those minor issues that make their work difficult? What鈥檚 the acceptance rate of these ideas to management?听

鈥婣nother important thing. Be aware of what your employees are saying (anonymously) on social media. I鈥檝e read many horror stories being told, many of them directed against the incompetence of HR. 鈥�

EMPLOYER BRANDING
Once internal issues are fully addressed, the next step is to communicate your value. While traditionally HR and Marketing live on opposite ends of the corporate hallway, you can fuse them in a specialized field called Employer Branding or Recruitment Marketing. The basic idea is very simple. Treat your workers as special customers and show real-life examples.

鈥婽his philosophy is best described by Doug Conant, former CEO of the Campbell Soup Company, when he said: 鈥淭o win in the marketplace, you must first win in the workplace.鈥�

鈥婬e argued that if employees don鈥檛 feel valued or engaged, they cannot deliver the level of excellence required to beat the competition.

鈥婼o, how are you going to do Employer Branding? Rather than just posting job ads everywhere and waiting, HR should use marketing tactics to 鈥渟ell鈥� the company culture and what it has to offer. Again, you don鈥檛 have to compete by offering big salaries as you may not have the capacity to do it, although it helps a lot.听

鈥婭nstead, focus on what your company can provide in terms of excellent training opportunities, coaching styles that may not be found in other industries, and a warm, positive work environment which, are the goals of young people. Take a hard look at the following:

鈥婳ne, define your employer value proposition. Why should applicants take a chance on your organization. You can do that by promoting your unique character just like what other marketers do in selling their products to customers.听

鈥婽wo, create the best social media content. This includes posting photos and videos of employee celebrations. Showcase employee milestones in achievers鈥� conferences, monthly awards and related celebrations that don鈥檛 sound like a dry, hard sell.

鈥�Three, map the candidates鈥� application journey. Make it easy for applicants to send their applications via an upload system. Analyze the process by the drop rate. If they鈥檙e called in for interviews, how many don鈥檛 show up.

鈥婩our, develop employee brand ambassadors. Choose a group of cooperative, happy employees who are fully engaged to tell their stories on social media. If they鈥檙e successful in attracting an X number of candidates, give them reasonable rewards.

LEAN HR
鈥婭n the bloody war for talent, the 鈥淧ost and Pray鈥� style of recruitment is dead. Organizations must understand, that a bad reputation on social media and elsewhere is a serious concern that needs to be corrected right away.

鈥婣ll hands must be on deck with all HR personnel performing the task as employer brand ambassadors, talent brand leads, recruitment marketing specialists, employee relations managers, and people communications strategists.

鈥媃ou don鈥檛 have to create new positions for those because everyone in HR can do the job by incorporating these tasks in their key performance indicators.

鈥婻emember, if the internal culture is broken, no amount of clever marketing will keep people from resigning, leading to a never-ending cycle of job ads. You could make employees happy by practicing Lean HR 鈥� like making HR processes easy to comply with.

鈥婭t鈥檚 an inexpensive way of keeping employees happy and productive. In the competition for talent, your culture and your employers are your strongest recruiters that no glossy brochure can match.

Consult Rey Elbo for free insights on people management. Send your workplace questions to elbonomics@gmail.com or DM him on Facebook, LinkedIn, X or .

At a briefing, Lennard Constantine C. Serrano, assistant secretary and DoLE spokesman, said the department is implementing programs for the transport and agriculture sectors, as well as for repatriated Filipino workers, despite not being specifically named in the Palace order that created UPLIFT.

鈥淎lthough in Executive Order 110, the department is not named as a member, the important thing is we are included in the discussions and meetings to contribute our programs,鈥� Mr. Serrano said.

He added that the department is working closely with economic managers to ensure that social protection and livelihood initiatives are integrated into the national response.

DoLE鈥檚 primary contribution to the UPLIFT framework includes the Tulong Panghanapbuhay sa Ating Disadvantaged/Displaced Workers and the Tuloy Pasada program, a cash-for-work initiative providing the regional minimum wage to transport workers affected by high fuel costs.

鈥淲e saw the importance of keeping the transportation services moving because it is not just the drivers who are affected but also the commuting public,鈥� Mr. Serrano said.

Director Leilani M. Reynoso of the Bureau of Workers with Special Concerns said that the initiative has an initial budget of P1.2 billion to assist more than 50,000 workers.

鈥淎s long as the budget is there, of course, the program will continue because our target is 50,000 plus beneficiaries,鈥� Ms. Reynoso said during the same briefing.

鈥淥ur expectation is that once profiling is finished, we will start full implementation by May 15,鈥� she said.

She noted that the department is currently profiling beneficiaries in the National Capital Region, Central Luzon, the Cordillera Administrative Region, Calabarzon, the Bicol Region, the Western Visayas, Northern Mindanao, and the Davao Region.

Beyond transport the DoLE said it is collaborating with the Department of Agriculture to employ workers for cleaning irrigation canals to sustain water flow and agricultural transport.

For overseas Filipino workers, the DoLE is working with the Department of Migrant Workers to profile returnees and individuals facing deployment delays. Mr. Serrano said that the department offers these workers employment facilitation and reskilling programs to bridge the gap during the crisis. He added that the objective remains employment preservation during the energy emergency, with the DoLE to pay out nearly P1.1 billion in social protection benefits to 127,000 workers for Labor Day.

Regarding the various petitions for wage increases, Mr. Serrano said regional boards remain autonomous in reviewing economic indicators to address the needs of workers through the minimum wage determination process.

He said these boards hold delegated authority from the Wage Rationalization Act to evaluate whether current pressures, such as the Middle East conflict, constitute 鈥渦rgent and reasonable grounds鈥� for a wage adjustment. 鈥� Erika Mae P. Sinaking

鈥婳THER than a company-wide sports tournament, team building event, achievers鈥� conference, and a Christmas party, an out-of-town beach (or swimming pool) party is deemed an indispensable benefit for many employees. However, it could give you and the organization many unpredictable headaches.

鈥婼ome misguided workers can turn the situation into an HR case study on blurred boundaries, liability exposure, and corporate reputational risk.

鈥媁hat begins as a morale booster can quickly spiral into issues involving alcohol misuse, sexual harassment, off-color jokes, safety lapses, or social media blowback. This is a challenge for management.听 听

鈥婽hat requires clarifying expectations before the trip that include setting dress codes, regulating alcohol use, establishing a curfew, and preparing for emergencies.听

鈥婽his needs the active leadership of team leaders, line supervisors, and managers on how to manage issues on-site, ensure medical and transport contingencies are ready, and remind everyone that company policies are not suspended because it鈥檚 a recreation time.

鈥婻egardless of who shoulders the cost, a summer getaway must never be an excuse for anyone to commit wrongdoing.

10 RULES
鈥婣 company-sponsored getaway is a welcome break from deadlines. However, without any clearly established rules, such an event can just as quickly produce confusion, blurred boundaries, and avoidable risk.

鈥婥lear guidelines set expectations on accountability, behavior, health, and safety and to ensure听 that what happens off-site still reflects the organization鈥檚 culture and values. In short, well-crafted rules act as quiet guardrails. They keep the experience enjoyable, inclusive, and incident-free, so employees return refreshed rather than emotionally devastated.

鈥婽o strike that balance, organizations typically adopt practical guidelines like the following:

鈥婳ne, clarify the objective. Having fun with co-workers and management must have clear boundaries. Is it a reward trip for everyone, a team building exercise, or a hybrid? That鈥檚 important because some employees are tempted to behave differently when they wear flip-flops.

鈥婽wo, avoid forcing attendance. While attendance should remain voluntary, firm confirmation deadlines are necessary to avoid miscalculation of the budget. Require everyone鈥檚 confirmation at least two months in advance, set deadlines for registration, and emphasize consequences for cancellations.

鈥婽hree, emphasize the application of the Code of Conduct. Even outside the office, workplace policies must remain effective. That鈥檚 because these extra-curricular events are company-managed and should not be treated as exceptions.

鈥婩our, set reasonable limits on alcoholic drinks. Limit drinking by issuing beverage coupons. If some workers bring their own vehicle, be clear to prohibit them from drinking and driving. Assign event marshals or team leaders.听

鈥婩ive, set rules for acceptable swimwear. Establishing clear guidelines for acceptable swimwear ensures a professional atmosphere and prevents discomfort across diverse employee groups. Avoiding overly revealing attire.

鈥婼ix, safety first. Provide emergency contacts and first aid access by bringing a medical standby team. Allow voluntary disclosure of relevant medical conditions and agree on safety protocols.

鈥婼even, assign event and transport coordinators. Have a clear accountability structure led by HR representatives. These coordinators must take charge of handling departure and return transport schedules, emergency situations, and related tasks.

鈥婨ight, set limits on company expenses. Be explicit on what鈥檚 covered by the company鈥檚 budget and authorized signatories who must keep the required receipts for reimbursement, if allowed. This avoids post-event accounting headaches and misunderstandings.

鈥婲ine, be sensitive in assigning rooms. Privacy still matters. Allow people to choose their roommates. However, be sensitive to gender, hierarchy, and personal issues like heavy snoring. Avoid forcing room-sharing where it may cause discomfort.

鈥婽en, remind everyone of social media etiquette. Set simple guidelines that require people asking prior consent before posting photos of colleagues. Avoid tagging workers and company officials in compromising situations.

POST-EVENT FEEDBACK
鈥婣fter the trip, gather feedback to document lessons learned and pinpoint specific friction points. Evaluate logistical hitches, communication gaps, and activity engagement to refine next year鈥檚 strategy.

鈥婤y identifying what resonated and what failed, we can systematically eliminate 鈥渨aste鈥� as early as the planning process, ensuring future summer getaways are more seamless, inclusive, and enjoyable. Because even fun can be continuously improved.

鈥�This data-driven approach transforms every observation into a strategic asset, guaranteeing that our future investments yield higher satisfaction and excellence.

Consult Rey Elbo for his free insights on people management. Send your workplace questions to elbonomics@gmail.com or DM him on Facebook, LinkedIn, X or .

鈥淥ur focus is really to help these young women, give them more opportunities, especially if they want to pursue the culinary arts course, which is very expensive,鈥� Anihan Technical School Officer-in-Charge Aileen R. Clutario told听大象传媒听in an interview on Thursday.

鈥淲e focus on young women, especially the underprivileged young women, because they have limited opportunities,鈥� she added. 鈥淚t鈥檚 also really the need of our industry partners.鈥�

Since its establishment in 1986, Anihan has already produced over 1,500 graduates from Palawan, Bicol, Ilocos, Bohol, Antique, Siargao, and other parts of CALABARZON.

鈥淲e鈥檙e having this program for them to really pursue their dreams, even with limited financial capacity,鈥� Ms. Clutario said.

鈥淲e want to really give them opportunities because young women, if they don鈥檛 have opportunities, they will just end up getting married at a very young age,鈥� she added.

According to the United Nations Children鈥檚 Fund (UNICEF) Philippines, one in 10 children is at risk of early and forced unions. The non-governmental organization Save the Children Philippines echoed the same concern, underscoring 9.7% of girls aged 15 to 19 are already married or in a union.

鈥淓specially in remote areas, they just get married. They came from a poor family, then they would get married at the age of 18, 17, 16, because they lacked opportunities – it becomes a cycle,鈥� Ms. Clutario said.

鈥淲e want to help them, to help them break the cycle of poverty,鈥� she added.

Anihan provides a full-tuition scholarship to financially challenged women aged 18 to 23 through the support of donors and industry partners. Proceeds from the Anihan Livelihood Center (ALC) are also utilized to sustain students鈥� education.

The school offers a one-year program in Culinary Arts and Restaurant Services (CARS). Under the program, students will undergo three national-level II certifications in Bread and Pastry Production, Cookery and Food & Beverage Services, accredited by the Technical Education and Skills Development Authority (TESDA).

Upon completion, students are automatically employed as dining and pantry attendants, pastry chefs, and sous chefs within the 83 partner commissaries, restaurants, and hotels nationwide.

The Palm Country Club, Manam, Din Tai Fung, Dean & Deluca, George & Onnie鈥檚, and Vivere Hotel & Resorts are some of the companies that have partnered with Anihan.

鈥淲e need a lot of students because they (industry partners) are all asking for it at the same time,鈥� said Maria Senen L. Olmos, vice director for industry linkage and the learning affairs at Anihan Technical School, during a press briefing.

鈥淚t鈥檚 like we鈥檙e an extension of their HR (human resources)… It鈥檚 how we take care of our partners that鈥檚 why our partnerships last,鈥� she added.

A report by consultancy firm Mordor Intelligence revealed that the country鈥檚 hospitality market size is estimated to grow from $8.41 billion in 2026 to $11.90 billion by 2031. However, skilled labor shortages remain a challenge for the nation鈥檚 growth. 听

Anihan currently has 98 students and aims to reach 240 this year to meet sector demand.

The school will also open its six-month Pharmacy Assistance Program, in partnership with Watsons Philippines, possibly in July, to create more employment opportunities for young women.

鈥淭here are so many young girls who are very deserving,鈥� Ms. Clutario said. 鈥淭hey have unlimited potential, but limited opportunities.鈥� 鈥斕�Almira Louise S. Martinez

鈥淔EU has formalized two strategic partnerships aimed at strengthening industry standards in hospitality and advancing evidence-based practice in professional fields,鈥� the university said in a news release.

鈥淭hese dual partnerships reinforce FEU Academy鈥檚 broader mission to deliver relevant, impactful, and practitioner-driven education,鈥� it added.

According to the Future of Jobs Report 2025 by the World Economic Forum (WEF), 63% of the surveyed employers worldwide said that the skills gap remains as the primary barrier for organizational transformation from 2025 to 2030.

In the Philippines, two-thirds of employers identify skills gaps as a barrier over the next half-decade. The report noted that while 68% of Filipinos require upskilling or reskilling to meet current global demand, only 38% have completed their training. 听

To mitigate a skills mismatch among its students, FEU Academy partnered with the restaurant chain Bacolod Chicken Inasal to produce industry-ready graduates through enhanced student training, professional development, and service excellence.

鈥淥ur partnership with FEU Academy and ITHM (Institute of Tourism and Hotel Management) reflects our family restaurant鈥檚 commitment to quality, homey, and clean food service, rooted in warm hospitality and memorable dining experiences,鈥� Bacolod Chicken Inasal General Manager Jose Mari Tanalgo said.

In a separate agreement, FEU Academy鈥檚 collaboration with the Association of Monitoring and Evaluation Professionals of the Philippines (AMEP-P) aims to expand capacity-building efforts in monitoring and evaluation through a diploma course.

鈥淢onitoring and evaluation is not just about compliance鈥攊t is about empowering stakeholders to use evidence in designing programs, evaluating outcomes, and advancing policies that make a real difference,鈥� AMEP-P President Enrique Lozari said.

鈥淲e and FEU Academy are committed to building the capacity of professionals and organizations to deliver results and drive lasting development impact,鈥� he added.

The practitioner-led diploma course aims to link theoretical frameworks with real-world applications to address an 鈥渋ncreasingly critical need鈥� across the public and private sectors. 鈥� Almira Louise S. Martinez

Research by the International Labour Organization (ILO), released this week, found that the Philippine ranking was due to its service-oriented economy and its established global leadership in the information technology and business process management industry.

The findings point to a transformation of work rather than a total elimination of positions, the ILO said.

ILO employment specialists Phu Huynh and Felix Weidenkaff noted that only 3-4% of the total Philippine workforce falls into the highest exposure category, with an elevated risk of job displacement.

Clerical support roles are the most affected, with 93.7% of these jobs exposed to GenAI and 37.8% facing the highest automation risk. In the finance and insurance industries, nearly nine in 10 jobs are currently exposed, according to ILO.

鈥淭he vast majority face partial task automation, meaning work will evolve rather than disappear,鈥� the ILO said.

The ILO noted that women face substantially higher exposure due to their concentration in clerical and administrative roles, with 5.85% of female employment in the Philippines in the highest risk category compared to 2.15% for men.

Education levels also determine exposure, as 10.4% of tertiary-educated workers face the highest automation risk, yet the risk for those with basic education is less than 1%.

The ILO added that these findings align with the national agenda set by President Ferdinand R. Marcos, Jr., who launched the Philippines鈥� ASEAN 2026 Chairmanship with plans to use AI ethically and responsibly to support economic integration, digital transformation, and inclusive growth.

To manage this transition, the ILO recommends human-centered policies that ensure AI governance promotes better jobs and adheres to international labor standards.

鈥淕enAI across ASEAN will likely transform occupational roles and tasks, critical measures including upskilling and reskilling initiatives, employment facilitation services, career development support, and the provision of timely, robust labor market intelligence are needed for targeted support,鈥� the ILO said.

鈥淔inally, these transitions cannot be managed without tripartite cooperation. Social dialogue between governments, employers, and workers will be essential in shaping how GenAI transforms workplaces in ASEAN,鈥� it added. 鈥� Erika Mae P. Sinaking

The first thing to do is to treat recruitment like a production line. Recruitment is often less about finding talent and more about creating a dynamic process to get maximum results at minimum cost. Any step that doesn鈥檛 add value to the hiring process is wasteful and should be eliminated or reduced.

You can do this by reviewing the current process and adjust the policy with management approval. That鈥檚 the essence of Lean HR, which applies waste elimination techniques. As a neophyte on the job, I recommend you follow the first few critical steps:

One, review the job description. Analyze and compare it with model form and substance you can find on the internet. Don鈥檛 just dust off an old description. Be critical about the role by asking the following questions: Could you outsource the job?

What are the 鈥渕ust-have鈥� technical skills and the 鈥渘ice-to-have鈥� attributes? What are the key performance indicators? What important things should be done in the first 45 to 60 days?

Two, create a process map. Draw the simplest workflow of the screening process. Focus on digital review of every CV and do online interviews of candidates who passed it. Not every applicant deserves to be interviewed face-to-face.

Limit asking for a truckload of certificates only from shortlisted candidates. Then, define the general timeline when the 鈥渢ime-to-hire鈥� is to be made.

Three, maximize the current manpower structure. When somebody resigns, becomes seriously ill or decides to retire, be the first one to look for an internal replacement. Spread the gospel of 鈥減romotion from within.鈥�

Without you knowing it, there could be high-potential people ready for promotion. If none, then that鈥檚 the only time to tap outsiders.

Four, reflect on every candidate鈥檚 experience. Treat applicants like the company鈥檚 valuable customers. In a competitive market, your function is as important as those of sales and marketing. Respect applicants by ensuring they receive a timely response, even if it鈥檚 a rejection.

If you can鈥檛 do it manually, include a disclaimer in your job ad or use a free version of applicant tracking systems like Dover, BreezyHR, and Giig Hire.

Five, be transparent about the salary range. This saves you and the applicants a lot of time. Not only that, be open about your company鈥檚 background, its people, and the process. Include them in the job ad as well.

Clarity builds trust, filters mismatched expectations early, and attracts candidates who value honesty over guesswork and corporate mystery.

SOME OLD-SCHOOL
INTERVIEW QUESTIONS

Now that we鈥檙e done with the hiring process, be mindful of oft-repeated but are now considered ineffective or outdated interview questions and the reasons why modern HR professionals avoid them. Here are some:

One, 鈥渢ell me something about yourself.鈥� This is too broad and vague. It invites candidates to talk about irrelevant life stories and creates imbalanced answers across all candidates. If you want to establish rapport, the best option is to talk about neutral topics like the weather, sports or traffic.

Two, 鈥渨hat is your greatest weakness?鈥� Almost all applicants have already memorized their script on this. Besides, that question encourages exaggerated performance rather than the applicant鈥檚 honesty. It鈥檚 better to ask the applicant鈥檚 recent mistakes, lessons learned, and how they overcame such adversity.

Three, 鈥渨here do you see yourself in five years?鈥� Nearly all people don鈥檛 know their future plans and programs, except when you鈥檙e interviewing executive applicants. One approach is to ask about skills they want to develop, problems they want to solve, or milestones they want to achieve.

Four, 鈥渨hy should we hire you?鈥� It encourages scripted sales pitches. Even if you ask follow-up questions, some candidates may resort to strong self-promotion that could overshadow quiet but talented applicants. One solution is to ask for specific examples of results achieved and the reward they got from their employers.

DYNAMIC HIRING PROCESS

Modern hiring processes focus on behavioral and evidence-based interviewing. Instead of asking hypothetical or self-promotional questions, companies these days ask candidates to describe actual past behavior, show measurable results, and demonstrate potential ability.

Look for past work behavior that could predict future performance better than scripted answers. Past behavior predicts future performance better than rehearsed answers.

To do this, dynamic hiring managers use the STAR (Situation, Task, Action, Result) model to measure the applicants鈥� response. Ditch rehearsed brilliance; only proven behavior separates real performers from polished but empty interview talk.

Consult REY ELBO for his free insights on people management. Send your workplace questions to elbonomics@gmail.com or DM him on Facebook, LinkedIn, X or https://reyelbo.com.

鈥淚n the past 12 months, 72% of businesses missed a key business goal because they could not find the right people,鈥� Remote said in a statement on Thursday.

Citing findings from its Global Workforce Report, the company said talent shortages remain a major constraint on business performance across markets.

The report, based on a survey of 3,650 HR officials worldwide, showed firms are increasingly expanding internationally to address hiring gaps.

Remote said the average white-collar company now employs talent in four or more countries, with expectations of further growth in 2026 as businesses enter new markets.

However, it said hiring alone is not enough, noting that only 62% of business and HR leaders rated their company鈥檚 performance and development processes as excellent in supporting employee retention.

Remote said rising cost-of-living pressures have led to higher pay demands, with 82% of HR leaders reporting requests for salary increases over the past year. It added that 77% of business leaders believe pay transparency helps build trust and supports a fairer workplace culture.

Despite these efforts, the company said operational challenges continue to hinder global hiring, particularly in payroll management.

Remote said complex payroll setups forced 46% of businesses to block overseas hires, while about 30% of firms view their current payroll systems as an active risk.

It added that 33% of companies face strict security and data protection requirements, while another 30% struggle to comply with regulations across multiple jurisdictions, and 31% cited fragmented payroll tools as a key difficulty.

Barry Flanagan, vice-president of payroll at Remote, said fragmented and manual international payroll systems expose companies to risks and slow growth, adding that automated payroll tools can support cross-border expansion.

鈥淎utomated payroll tools provide the support businesses need to scale sustainably across borders,鈥� Mr. Flanagan was quoted as saying in the statement.

鈥淲hen you combine reliable payroll with a genuine commitment to pay transparency, you build a strong foundation of trust. Employees who know they will be paid accurately and on time stay longer and drive the business forward,鈥� he added.听鈥� Erika Mae P. Sinaking

鈥婭鈥檓 not sure about your 鈥渟ilence鈥� approach. How would you do that? Do you mean using dead air to assess candidates鈥� capability while interviewing them? In my experience with headhunters, they don鈥檛 spend much time with job candidates other than conducting a paper review of their CVs.

鈥婼ilence is powerful, but it鈥檚 not for headhunters. Besides, your 鈥渟ilence鈥� approach contradicts the job of headhunters who play a behind-the-scenes role in shaping the leadership team of organizations. Think of them as intelligence agents with a dynamic database of candidates.听 听

鈥婽heir most important role is in convincing high-performing talent who are not in the job market to consider moving to another organization. A good headhunter knows where these candidates are located, their contact details, their background, what motivates them, and when they might listen.

鈥婭f this is the case, then how could headhunters be successful with candidates if they鈥檙e to be tested with silence as a diagnostic tool?

鈥婬eadhunters prioritize persuading executive candidates to join the search. It鈥檚 not to be used for deep behavioral testing which is the role of the client. Speed is essential because the headhunter and their client have only a 30-day window to process a replacement.听 听

BENEFITS OF SILENCE
鈥�While headhunters shouldn鈥檛 rely on silence, employers can use it effectively in interviews. They鈥檙e not to be used by search consultants or risk delaying the process and losing a client to another headhunter. When used by an employer in determining the qualifications of a candidate, silence is beneficial for the following reasons:

鈥婳ne, reveals authentic thinking. Candidates know the advantages and tricks of rehearsed answers. This is often a challenge to companies that are trying to discover the best candidate with the right fit. After asking a difficult question, an employer may use silence to ask for clarification, if not a better answer. This is where candidates are forced to fill the dead air.

鈥婽wo, analyzes emotional composure. For employers, silence can be a stress test for candidates. This is often done when the interviewer doesn鈥檛 react 鈥� no nodding, no smiling, no 鈥渦h-huh.鈥� This forces a candidate to recalibrate their answer by over-explaining or backpedaling, when they sense something was wrong with their answer.听 听

鈥婽hree, encourages deeper insight. This allows employers to compare initial responses with more thoughtful follow-ups. By staying silent after the first answer, an employer is subtly prompting a candidate to continue that leads to candid but more substantive insights. This process allows a candidate to do deeper self-reflection.

鈥婩our, observes listening skills. Silence flips the spotlight. Instead of giving immediate answers, the candidate is tested for their listening aptitude to the question, to their own thoughts, and even to the silence itself. This requires an employer to ask tricky questions to assess whether a candidate is a good listener.

鈥婩ive, detects bluffing. When a candidate makes a bold claim, a prospective employer might respond with鈥� silence. No challenge. No follow-up. Just silence. When this happens, candidates are expected to substantiate their claim or quietly retreat, if not soften the blow. Silence is used to test the candidates鈥� credibility or penchant to exaggerate.

鈥婼ix, simulates boardroom reality. Savvy and seasoned senior executives don鈥檛 immediately react to corporate issues without self-reflection. It鈥檚 the same tactic that employers would want from candidates. Not people who are trigger-happy in crisis briefings. This is 鈥渆xecutive presence鈥� often characterized by comfort in an ambiguous setup.

鈥�Seven, understands who controls the conversation. This happens when silence helps understand who needs control versus who commands the situation. The best job candidates don鈥檛 panic. Instead, they pause, check, and reflect if the interviewer wants more.

鈥婼ilence reveals a candidate鈥檚 maturity to distinguish between dialogue and monologue.

EXECUTIVE SILENCE
Unfortunately, many employers misinterpret silence as lack of leadership qualities. That鈥檚 why some candidates answer fast to impress. On the other hand, seasoned ones pause to think because they know the answer will live longer than silence.

鈥婣merican philosopher Elbert Hubbard (1856-1915) said: 鈥淗e who does not understand your silence will probably not understand your words.鈥� Experienced, senior leaders know that not everything needs explaining.

鈥婼ilence can carry authority, even mystery 鈥� much better than over-explaining.

鈥婭n conclusion, a prospective employer would want to see their best candidate show how they think when they鈥檙e not being coached or given instructions. In other words, employers would want to see how you respond to a situation when not being helped.

Consult Rey Elbo for his free insights on people management. Send your workplace questions to听elbonomics@gmail.com听or DM him on Facebook, LinkedIn, X or听.

鈥淎cross our network, we鈥檙e transforming how education works from traditional four-year degrees to lifelong, stackable learning experiences,鈥� iPeople, Inc. Chairman and Chief Executive Officer Rey Vea said in a news release.

鈥淢icro-credentials form a new learning culture that empowers Filipino students to take control of their future careers,鈥� he added. 鈥淏uilding skills and credentials they can take with them anywhere they go.鈥�

Data from the 2025 Global Skills Index by online learning platform Coursera found that the Philippines ranked 88th globally in terms of business, technology, and data science skills.

To help upskill and foster globally competitive Filipinos, iPeople commits to providing internationally recognized and industry-aligned micro-credential offerings through its partnership with Coursera.

Completion of certifications ensures the issuance of tamper-proof, globally verifiable digital credentials.

鈥淭his is about future-building Filipino talent,鈥� said Mr. Vea.

鈥淥ur partnership with Coursera also makes it possible for us to anticipate emerging roles, and micro-credentials can be rolled out in a timely manner,鈥� she added.

According to CHED鈥檚 Memorandum Order (CMO) No. 1, Series of 2025, all micro-credentials nationwide must align with the Philippine Qualifications Framework (PQF) and follow quality assurance processes to ensure transparency, portability, and industry recognition.

The agency also urged universities to implement micro-credentials in ways that are responsive to both national development goals and local workforce needs.

The firm noted that the micro-credentials offered across six iPeople schools were designed based on the Philippine Skills Framework, international skills taxonomies, World Bank studies, World Economic Forum, Coursera, and other sources.

Each certification will also be submitted to the Technical Education and Skills Development Authority (TESDA) or the Commission on Higher Education (CHED) to ensure accreditation and acceptance worldwide.

iPeople currently owns various institutions nationwide, including 惭补辫煤补 University, 惭补辫煤补 Malayan Colleges Laguna, 惭补辫煤补 Colleges Mindanao, 惭补辫煤补 Malayan Digital College, University of Nueva Caceres, and National Teachers College. 鈥� Almira Louise S. Martinez

The agreement is aligned with the upcoming celebration of World Day for Safety and Health at Work on April 28 and World Immunization Week from April 24 to 30.

The partnership underscores the importance of taking preventive measures for safer and healthier working environments in workplaces and communities.

With the Philippine labor force participation rate at 63.8%, or people aged 15 years and above, translating to 52.09 million as of February, according to the Philippine Statistics Authority.

Diseases that could have been prevented by vaccines, such as influenza, are a common factor that disrupt workforce productivity and economic growth, the partnership statement said.

鈥淎s the country鈥檚 workforce continues to grow, maintaining employee health is important to sustaining productivity and economic growth,鈥� Vanessa Yabut-Gomez, head of vaccines for Sanofi Philippines said in a statement.

鈥淚mmunization is one of the most viable ways to support the health of Filipino employees.鈥�

The flu season in the Philippines typically peaks from June to November. Despite this seasonality, experts note that year-round protection remains important for working adults.

Unvaccinated adults, especially those managing underlying conditions, face severe impacts from the flu.

The World Health Organization emphasizes the critical role of vaccines in controlling disease outbreaks.

However, adult immunization remains overlooked due to significant barriers, including high costs, limited access to vaccines, and a general lack of awareness.

Through the partnership between Sanofi Philippines and PhilCare, these barriers are being addressed by expanding access for corporate members and strengthening vaccination awareness.

For PhilCare, the partnership reinforces the company鈥檚 commitment to delivering comprehensive healthcare services to Filipinos across the country.

鈥淏y integrating critical vaccination options, such as the flu shot, into our broad range of healthcare offerings, we aim to address the gaps in adult preventive care,鈥� Jaeger L. Tanco, president and chief executive officer (CEO) of PhilCare said in a statement. 鈥� Edg Adrian A. Eva

In a statement, Robert Walters said its 2026 Salary Survey showed 52% of Filipino Gen Z professionals cite growth opportunities as the main reason for staying with their current employer.

鈥淕en Z is not afraid to move quickly if their developmental needs are not met. They view a career as a series of challenging roles rather than a single, long-term commitment,鈥� Gavin Henshaw, country director at Robert Walters Philippines, was quoted as saying.

Gen Z, generally refers to individuals born between the late 1990s and early 2010s and now roughly aged 14 to 29, makes up a growing share of the workforce.

Robert Walters also noted that the 2026 Salary Survey showed 50% of Filipino companies are already using mentorship and guidance programs to attract Gen Z talent.

It added that 56% of Gen Z professionals prefer a hands-on, transformational approach to mentorship, where leaders actively demonstrate workplace practices. Only 34% favor a more hands-off style.

鈥淭o retain this dynamic generation, companies must move beyond mere salary packages and actively invest in tangible growth pathways and leaders who can genuinely inspire their teams,鈥� Mr. Henshaw said.

Across Southeast Asia, 49% of Gen Z employees expect to remain with a company for one to two years, while 32% anticipate staying for three to five years.

In the Philippines, job security and stability remain key considerations, with 78% of Gen Z professionals citing these factors as important in their employment decisions. The study also found that 8% of Gen Z workers discuss their salaries openly, while 26% share compensation details with close colleagues, reflecting a growing awareness of workplace earnings.

鈥淏y offering security through transparency, growth through mentorship, autonomy through structured flexibility, and retention through regular milestones, you create an environment where the most mobile generation in history actually chooses to stay,鈥� said Kimberly Liu, chief executive officer of Robert Walters Southeast Asia. 鈥� EMPS

We鈥檙e not sure about the motive of the interviewer. We can only speculate. However, by analyzing the context of your story, it鈥檚 possible that the interviewer鈥檚 secretary was not at her desk. That鈥檚 why the FVP played the part.

If the stakes are high 鈥� the importance of a vacated post, the final stage of the interview process, and the rank of the interviewer, it鈥檚 possible that you鈥檙e being subjected to an unusual hiring technique. But not in the way most people think. It鈥檚 not about the mineral water alone, but the way it was served to you.

But still, why did you say the interviewer acted like 鈥渁 waiter in a fancy restaurant?鈥� In a fine-dining environment, the service of bottled mineral water is treated with the same ceremony as a bottle of fine wine.

If that鈥檚 not the case, you might just be imagining that special attention is being given. The truth of the matter is 鈥� many candidates, including those in the final stage of the hiring process are not prepared to handle 鈥渦nscripted human moments,鈥� especially in a job interview where a $40 Perrier was served.

That鈥檚 where the applicant鈥檚 real personality leaks out. It鈥檚 not about the expensive sparkling water. Rather, it鈥檚 about you being subjected to subtle observation.

WHAT鈥橲 YOUR REACTION?
High-ranking executives form their judgments even from small cues, especially if the applicant is on top of the short list. Offering expensive mineral water in an unusually attentive way can be a deliberate attempt to get a reaction.听

How did you respond to the interviewer鈥檚 service? How did you acknowledge the effort? Did you appear confused by the gesture? How did you maintain presence and ease?

It could be that the interviewer is checking your sense of entitlement and humility. Do you accept it as a right or courtesy? If you鈥檙e applying for a director-level position, it鈥檚 possible, they鈥檙e not just hiring competence, but also checking your behavior using a 鈥渕icroscope.鈥�

OTHER UNUSUAL HIRING TECHNIQUES
If you鈥檙e part of the short list (top two candidates) and you鈥檙e on the final stage of the process, some high-ranking interviewers would even go to the extent of giving you the opportunity to prove your worth. Instead of asking questions, they would resort to the following:

One, giving real work tests. Instead of asking ho-hum interview questions, expect certain interviewers to give you an on-the-spot actual performance on the job. This includes writing a real marketing strategy, solving an actual business problem, or handling an irate client call.

Two, hosting a 鈥渓unch interview鈥� test. This is done to test how you treat the restaurant wait staff, observing your table manners, the kind (and the price) of food and beverage that you ordered, or whether you are focused on your meal rather than the interview questions.

Three, handling a panel stress interview. This requires about three to four people asking questions that would make you uncomfortable. They may ask absurd or confrontational questions. If not, one or two interviewers may create a situation that would force you to decide on whose side you are. The goal is to determine your emotional control and resilience.

Four, checking the applicant鈥檚 behavior. Some organizations do this by secretly evaluating shortlisted candidates even before an interview starts. How did an applicant behave while waiting at the reception? What is feedback from a receptionist or security guard? Did the applicant bother to engage them with casual, small talk?

Five, conducting a reverse job interview. Instead of an employer asking questions, an applicant is allowed (sometimes coerced) to conduct the interview. The questions would revolve around the following: What would you change here? What sort of questions do you have for our management style? Are you brave enough to challenge a stupid policy?

The list above is incomplete. Expect more than usual. In general, however, unusual hiring techniques would force you to answer at least three basic questions: Who are you in your current job? How is your relationship with people? And why are you here?

The more creative you are, the better, because every job interview gives you the risk of being biased, being tricked by a prospective employer, or being given false signals.

Smart employers test all shortlisted candidates in the same manner, with very few adjustments. They don鈥檛 rely on rehearsed interview answers. Instead, they combine structured or stress interviews, real work tests, behavioral assessments, among others. In job interviews by top bankers, even a bottle of water can become a risk management tool.

Consult Rey Elbo for his free insights on people management. Send your workplace questions to听elbonomics@gmail.com听or DM him on Facebook, LinkedIn, X or听.

Called GentriAsenso, the community-based skills and livelihood program will benefit a total of 450 individuals, who will receive hands-on skills training, financial literacy workshops, and livelihood starter kits throughout the course of the program.

The initiative was formalized through a signed memorandum of agreement (MOA) between Unilever Philippines and the General Trias City Social Welfare and Development Office (CSWD) in March.

鈥淕entriAsenso shows how the private and public sectors can work together to provide better livelihood opportunities for our residents,鈥� Luis 鈥淛on-Jon鈥� A. Ferrer IV, mayor of General Trias City, said in a statement in Filipino.

For Unilever Philippines head of communications, corporate affairs, and sustainability Joseph R. Fabul, the program further strengthens the company鈥檚 partnership with the city government.

鈥淎ng goal natin mas maraming skills, mas maraming hanapbuhay, at mas maraming pag-angat [Our goal is to create more skills, more job opportunities, and greater upliftment],鈥� Mr. Fabul said in a statement.

Under the GentriAsenso program, the initiative is anchored on three components 鈥� Kaalaman (Educate), Kasanayan (Skills), and Kabuhayan (Livelihood) 鈥� and will be rolled out through monthly barangay caravans across the city.

Each cycle will accommodate 75 enrollees, with a target of 450 beneficiaries.

Participants will undergo orientation and hands-on training in hair care, beauty care, and cookery, alongside financial literacy sessions, livelihood starter kits, and post-training support.

The city mayor also committed to provide a P2,000 grant to all graduates as supplementary start-up capital.

Top trainees in each batch will receive cash rewards and have their National Certificate Level II (NCII) assessment fees waived.

General Trias City is home to Unilever鈥檚 manufacturing facility, which produces the majority, or 90%, of the company鈥檚 locally manufacturing products sold in the country.

The facility, which opened in 2023, also produces select products for export to Southeast Asia, Australia, and North America. 鈥� Edg Adrian A. Eva

鈥淭his reflects the increasing demand for experienced clinicians who can support overseas healthcare providers while earning competitively at global rates,鈥� Omega Healthcare Philippines Director of Clinical Services Delivery Henriech Libay told 大象传媒 in an e-mail interview.

According to the National Institutes of Health, about 4% to 4.5% of registered nurses in the United States (US) are Filipino.

The National Council of State Boards of Nursing (NCSBN) also projects a steady demand of around 250,000 nurses annually from 2020 to 2030, largely due to the aging population and the growing technical requirements of the healthcare system.

As demand increases, the World Health Organization (WHO) revealed that a possible shortfall of 11 million health workers could occur by 2030.

With the projected shortage, Mr. Libay said that healthcare organizations, particularly in the US, have relied on internationally trained professionals and outsourcing clinical support teams to assist healthcare providers overseas.

鈥淚nstead of relying solely on overseas hiring, many providers are now working with partners that can deliver clinical and operational support remotely,鈥� he said.

The company鈥檚 employment is also driven by the growing number of healthcare professionals who prefer staying close to home while working within the global healthcare system.

鈥淔ilipino healthcare workers remain among the most sought-after globally because of their strong clinical training, English proficiency, and ability to adapt to international standards,鈥� he said.

鈥淭his approach helps meet global demand while also giving Filipino professionals more flexible career options without the need to migrate,鈥� he added.

AI IN THE HEALTHCARE SECTOR
According to Mr. Libay, Filipino healthcare professionals have 鈥渁dapted well鈥� to the changes brought by artificial intelligence (AI) in healthcare operations globally.

鈥淢any roles today require not only medical knowledge but also familiarity with digital platforms,鈥� he said. 鈥淩ather than replacing clinicians, AI is making their roles more specialized and increasingly dependent on experience and critical thinking.鈥�

He added that nurses with bedside experiences and who are open to learning new systems are transitioning well into 鈥渢echnology-enabled鈥� roles brought by AI. 鈥淭his is one of the reasons Filipino clinicians continue to be in demand even as the healthcare industry evolves.鈥�

Among the new technology-enabled roles in the sector are those under Utilization Management, Case and Disease Management, Population Health Management, and Provider Support.

As AI slowly integrates into the healthcare system, the risk of sensitive data exposure also increases.

Data from the Healthcare Cybersecurity Report 2026 by Netskope Threat Labs revealed that the healthcare sector accounts for 89% of all data policy violations occurring in the context of genAI usage, significantly higher than the cross-industry average of 31%.

The report also added that 43% of healthcare workers globally use personal generative AI (genAI) accounts at work, which are not properly monitored by security teams.

To address this challenge, organizations have deployed 鈥渃ompany-approved genAI applications with security controls. Healthcare workers using organization-managed genAI tools rose from 18% to 67% in the past year, outpacing cross-industry averages of 26% to 62%.

鈥淲hile building defenses against external threats is essential鈥� addressing internal risk is equally important, especially in such a highly-regulated industry and a context of fast-paced cloud and AI adoption,鈥� Ray Canzanese, director of Netskope Threat Labs, said in a statement.

鈥淒eploying company-approved applications鈥� along with relevant security tools, should be a high priority for healthcare organizations to strike a balance between modernization and security,鈥� he added. 鈥� Almira Louise S. Martinez

In a statement on Thursday, the DoLE said the introduction of new training modules on Building Information Modeling (BIM) and green construction skills could help address skills mismatches and improve employability, particularly among young workers.

The modules were presented during the Partnership forum for DigiGreen Construction Skills on March 25 in Quezon City, attended by representatives from government, industry, labor, and academia.

Labor Undersecretary Carmela I. Torres noted that the construction sector accounts for about 10% of the workforce but is undergoing rapid transformation due to digitalization and the need for climate-responsive development.

鈥淒oLE remains committed to supporting initiatives that strengthen employability, improve job matching, promote quality apprenticeships and training-to-employment pathways, and align workforce development with the needs of an evolving labor market,鈥� Ms. Torres said.听

According to the DoLE, the launch of the BIM and Introduction to Green Construction Skills programs provides the youth with innovative competencies designed to open doors to higher-paying, future-ready roles.听

These modules, implemented through the ILO鈥揔orea Partnership Programme known as Advancing Digital and Green Skills for Youth in ASEAN, aim to equip workers with expertise most valued by modern employers.

The Philippine Statistics Authority reported that as of January, construction accounted for 9.6% of total employment and forms part of the broader Industry sector, which comprises 18.3% of the workforce.

Targeting young, low- to medium-skill workers, the ILO initiative aims to equip participants with practical skills that might improve access to higher-quality employment. 鈥� Erika Mae P. Sinaking

In its Pulse Survey 2026-01, the People Management Association of the Philippines (PMAP) suggests its member-organizations are focused on four top concerns 鈥� employee commuting, energy costs, logistics, and procurement and supply chain issues.

The survey covered 76 respondents who recommended pursuing cost efficiencies, enhancing supply chain resilience, supporting workforce productivity, and strengthening crisis planning. The number of respondents appears small but I believe they represent the majority view.

The most popular scheme is a four-day work week with PMAP members carefully assessing the scheme鈥檚 impact on productivity, customer service continuity, operational coverage, and the resulting increase in the daily workload.

Knowing that the oil crisis adversely affects both management and its workers, I鈥檓 focusing on low-cost solutions (compared to direct subsidies) which are the most practical solutions under the circumstances. This is understandable to many companies, even if they could afford it, who would hesitate before launching any cash-based solution.

PROPOSED SOLUTIONS
Rather than employee cash incentives, employers may focus on flexibility and procedural efficiency. Here are my recommended strategies that they can implement:

One, radical flexibility in work arrangements. The most direct way to mitigate high fuel prices is to reduce the need for travel. The most popular is a compressed work week scheme of four 10-hour days, eliminating 20% of the weekly commute without reducing total work hours.

Another option is remote work for jobs that allow it. It鈥檚 like increasing the number of work-from-home days, which immediately cuts employee commuting expenses and reduces the organization鈥檚 office utility load.

Also worth considering are staggered work shifts, allowing employees to start earlier or later to help them avoid peak traffic, improving fuel efficiency by reducing time spent idling in congestion. In some organizations this is called Flextime.

There鈥檚 the practice of 鈥渉ot desking,鈥� currently practiced by Nissan Philippines, which revives a system popular in Europe in the 1990s. It鈥檚 a workplace setup where employees don鈥檛 have assigned desks.

Instead, they use any available workspace when they come to the office on a first come, first served basis.

Ericson del Castillo, vice-president for human resources at Nissan, says the 鈥渉ot desking鈥� experiment runs for three times a week. Instead of occupying two floors, they鈥檙e reducing it to only one floor starting 2027. However, this scheme is best suited to sales organizations, consulting firms, and hybrid workplaces where the workers are not required to report daily.

Two, organizing and facilitating commuter networks. Using a basic app, any firm can act as a hub for commuting and logistical coordination without spending significant capital. It could be developed by a company鈥檚 IT expert who may be requested to create an employee ride-sharing or car pool app.

Related to this is giving preferred, free office parking slots for those employees who organize carpoolers. If the company already owns vans or vehicles, repurposing them for 鈥渓ast-mile鈥� transport from major transit hubs to the office and vice-versa can be a high-impact, low-cost move.

Employee-passengers may contribute a certain amount that corresponds to fares they鈥檙e spending every day. They can elect someone from their group to bring the vehicle to their residence within Metro Manila.

Three, relying on kaizen and lean principles. An oil crisis often ripples into supply chain costs. Organizations can turn to kaizen and lean principles to protect their margins and reduce employee stress. This could be implemented by organizations focusing on the eight wastes, especially unnecessary transport and motion.

This ensures that every liter of fuel or kilowatt of energy used is contributing directly to value. Related to this is a preference for virtual meetings. Eliminating inter-office travel for meetings or site visits saves fuel and increases 鈥渁ctive鈥� work time. This includes off-site and out-of-town training programs.

Also, it鈥檚 best to localize procurement where practical. Shifting to local vendors could cut the 鈥渇reight鈥� component of supply costs, with any savings passed on to customers.

Four, adjusting policy and culture. This includes having a relaxed dress code, especially during the dry season. Allowing more casual, breathable clothing can allow the company to raise the office thermostat by a few degrees, significantly reducing cooling costs.

This could be supported by turning off the office aircon during lunch breaks and one hour before closing time. Instead, organizations can use electric fans.

Another option is to have a fuel discount partnership with selected gas stations. This could be done by negotiating 鈥渃orporate rates鈥� or group discounts. It costs nothing for the company but provides real value to employees.

FINAL THOUGHTS
In conclusion, to navigate an oil crisis, firms must prioritize radical flexibility and procedural efficiency over costly incentives which are not affordable to many organizations. By implementing compressed work weeks, 鈥渉ot desking,鈥� and lean principles, companies can reduce commuting stress and operational waste.

These low-cost, strategic adjustments foster resilience, ensuring that every liter of fuel and kilowatt of energy translates directly into sustainable value.

Consult Rey Elbo for his management insights on people management. Send your workplace questions to elbonomics@gmail.com or DM Facebook, LinkedIn, X or .

In Labor Advisory No. 05, Series of 2026, DoLE said Maundy Thursday (April 2), Good Friday (April 3), and Araw ng Kagitingan (April 9), are regular holidays. On these dates, the employer must pay 200% of the employee鈥檚 wage for the first eight hours.

DoLE said that if the regular holiday falls on an employee鈥檚 rest day, the employer must pay an additional 30% of the 200% wage.听

For those not working on these regular holidays, the employer must pay 100% of the wage if the employee worked or was on leave with pay on the day immediately before the holiday.

DoLE added that if the day before the holiday is a non-working day or a rest day, the worker is still entitled to holiday pay if they were present or on paid leave on the day immediately before that non-working day.

It said Black Saturday, April 4, is a special non-working day where the 鈥渘o work, no pay鈥� principle applies.

This means employees who do not work are not paid unless a company policy or collective bargaining agreement says otherwise.

Those who do report for work on this special day will be paid an additional 30% of their basic wage for the first eight hours.

If the work is done on a special day that also falls on the employee鈥檚 rest day, the employer must pay an additional 50% of the basic wage.

It said any work done in excess of eight hours on these holidays and special days will result in an additional 30% of the hourly rate for that day.

The guidelines were signed by Benedicto Ernesto R. Bitonio, Jr., officer-in-charge, on March 17.

President Ferdinand R. Marcos, Jr. signed Proclamation No. 1006 in September, which set the official list of regular holidays and special non-working days for 2026. 鈥� Erika Mae P. Sinaking

You know the drill. Job applicants must walk into an interview while showing their best. You must be punctual, well-prepared, energized, and with a positive aura. But here鈥檚 the twist. What if the prospective employer can鈥檛 do the same thing?

If an interviewer shows bad habits during the first 30 minutes of your scheduled encounter, then consider it a preview of coming attractions. Consider it a double whammy if that interviewer holds a high-ranking position.

It鈥檚 like watching a superstar in a movie trailer. If it鈥檚 bad, then expect the full film to be a disaster.

Job interviews are not just evaluations of candidates; they鈥檙e the stage for showing off the good things about one鈥檚 organization. While red flags could emerge in any frontline interviewer, your focus should be on the decision maker, especially your prospective boss.

This is one lesson for professionals. They must see to it that their interaction with applicants shapes the employer鈥檚 brand. If they can鈥檛 get through without showing an interview meeting with basic courtesy, imagine how they might handle career pathing, performance reviews, internal conflicts, or strategic decisions in the future.

RED FLAGS
Trust what you see. Let鈥檚 break this down into specific warning signs you should watch for. First impressions in this context are not misleading. They can reveal much of what you can expect from them.

Therefore, observe their acts and omissions the moment you enter their workplace. Here are some of the red flags interviewers display that tell you the company may not deserve you:

One, the interviewer arrives late. And doesn鈥檛 apologize. Punctuality is one simple test of professionalism. If an interviewer walks in more than 10 minutes late and acts as if it鈥檚 not a big deal, then you鈥檝e been given an early glimpse of their culture and management style.

Two, they badmouth other people. A dynamic leader lifts people up. A lousy one brings others down, especially those who are no longer around to defend themselves. If the interviewer spends time airing their dirty laundry, it reflects more negatively about themselves than of other people.

Three, they brag about an unpopular culture. When you hear them talking about 鈥渄oing overtime work without pay,鈥� be wary. In a positive workplace, people talk about collaboration, support, and psychological safety. In unhealthy workplaces, unpaid overtime is often disguised as teamwork.

Four, they ask questions that are already clear in your CV. A prepared interviewer studies your background carefully. A bad interviewer shows they are incapable of asking intelligent questions. That means you鈥檙e not being evaluated for your potential and strengths.

Five, they ask inappropriate or illegal questions. There are some questions that deserve only a polite smile. These questions include: When are you planning to get married? Do you live with your boyfriend or girlfriend? How many kids do you plan to have?

Six, they rush the interview for an 鈥渋mportant鈥� meeting. If the interview is completed in ten minutes or less, then don鈥檛 bother trying to find out about your chances. Either they鈥檝e already chosen someone, or they don鈥檛 care enough to properly evaluate candidates.

Seven, they give unclear answers to your questions. The best candidate always asks smart questions. If the interviewer dodges your inquiries about workload, expectations, career paths, or turnover, it鈥檚 a sign they鈥檙e hiding something.

Eight, they oversell the job. Watch out for these key phrases: 鈥渟everal opportunities鈥� and 鈥渄ynamic workforce.鈥� When you hear those, ask: 鈥淗ow? What鈥檚 the reason for this vacancy?鈥� When a job is truly great, it sells itself.

Nine, they keep checking their phone or laptop. An interviewer who can鈥檛 stop checking the phone during the interview is saying: 鈥淵ou鈥檙e not important.鈥� Full attention is respect. If you can鈥檛 have it during a conversation, you can鈥檛 have it on the job.

Ten, they pressure you to accept immediately. Good employers allow you to think. Bad employers rush you with statements like: 鈥淟et us know by tomorrow. We have other applicants waiting.鈥� This may suggest urgency due to high turnover or poor planning.

REVERSE INTERVIEW
Try reverse interview questions. Flip the script by vetting the company鈥檚 culture, professionalism, and stability. Ask permission if you can ask questions which they should accept. Then proceed with killer questions like the following:

What happened to the previous occupant of this job? What does success look like in this role after six months? How does your department handle mistakes? What鈥檚 the most common reason people leave this company? How do you support professional development and learning?

Can you describe the last time the team celebrated a win? How is feedback typically delivered here? If there鈥檚 one thing you would like to change in this organization, then what is it?

When you鈥檙e seeking job opportunities elsewhere, remember that you鈥檙e not just being interviewed for the job. Rather, you must seek to interview them to discover if they鈥檙e worth your talent. After all, you鈥檙e leaving your current employ of 15 years.

Bad interviewers are easy to detect. They will show the signs in an instant. Again, if the movie trailer looks bad, don鈥檛 wait for the full movie. There are better employers somewhere. Save your talent for the ones who deserve it.

Send questions to elbonomics@gmail.com or DM Facebook, LinkedIn or X. Alternatively, e-mail . Anonymity is guaranteed.

THE PHILIPPINES is grappling with weak female labor force participation even though it has some of the best gender gap ratings in the region by traditional metrics, advocates for women in the workplace said.

At a conference this week, participants singled out the persistence of social norms like childcare roles as well as what they called structural workplace biases.

Julia Andrea R. Abad, executive director of the Philippine Business Coalition for Women Empowerment, said societal expectations remain the primary hurdle, as both men and women continue to view men as the primary providers.

鈥淚n a stage of a family, whether it鈥檚 caring for a child or household duties, it will be the woman who drops out because it鈥檚 the man who鈥檚 seen as the primary (breadwinner),鈥� she said at a panel discussion in Mandaluyong this week.

She added that even when women reach executive levels, estimated at nearly 40% of leadership teams in publicly listed firms, they are often confined to secondary roles rather than operational positions with the high visibility required for top-tier promotions.

Anna Leah Colina, project officer and women coordinator for the Federation of Free Workers, said that culture that favors men remains deeply rooted despite technological advancements.

She noted that 17 million women aged 15 and above remain outside the labor force, largely due to invisible labor or unpaid care work.

鈥淲e are still perceived as secondary to men economically, politically, and socially,鈥� Ms. Colina said, adding that even when women seek work, they often are relegated to vulnerable informal jobs.

Anita E. Baleda, deputy executive director for operations at the Philippine Commission on Women, said that as of 2024, women spend an average of 3.2 hours a day on unpaid care and domestic work, compared to just 1.7 hours for men.

鈥淚f we鈥檙e talking evidence-based, we know for a fact, that women do twice as much, spend twice as much time as men in doing unpaid care and domestic work,鈥� she told 大象传媒.

Reducing this burden, she said, requires investment in care-support infrastructure such as facilities and labor-saving household technology.

Merriam Leilani M. Reynoso, director of the Bureau of Workers with Special Concerns at the Department of Labor and Employment, noted a 99.9% compliance rate among monitored establishments for laws protecting women workers, including maternity and solo-parent leave benefits.

Panelists urged employers to complement regulatory enforcement with proactive workplace reforms, including bias-resistant hiring practices, transparent promotion pathways, and intentional inclusion of non-traditional candidates in leadership pipelines.

These discussions accompanied the launch of the 鈥淛uana Trabaho Framework,鈥� an initiative of the Department of Economy, Planning, and Development in partnership with the Australian government. The program aims to achieve the female-related goals of the Trabaho Para Sa Bayan Plan 2025鈥�2034, which targets a female labor force participation rate of 59% by 2034, up from 53.7% in 2025.

鈥淭his reality underscores why increasing women鈥檚 labor force participation is a clear priority of the Philippine government,鈥� Economy Secretary Arsenio M. Balisacan said. 鈥淎chieving this requires not only creating quality, secure, and accessible jobs for women but also ensuring that these jobs align with emerging industry demands brought about by a modernizing economy.鈥�

Australian Ambassador to the Philippines Marc Innes-Brown added that the collaboration focuses on policy reforms that support gender-inclusive workplaces and a care economy to drive sustainable economic growth in the region.

鈥婱aybe. He may have received some news about your plan from the grapevine, if you talked about it with your work colleagues. Or your boss may have been assisted by a friendly headhunter to trick you with a lucrative job elsewhere. And you鈥檙e the only one who would know that.听

鈥婣side from those, there are many ways to know about your career plans.

鈥婬ow would you handle the situation if he asks you to stay? In your case, it鈥檚 unusual because your manager is not a micromanager, and you genuinely appreciate his leadership style. So why the sudden one-on-one?

鈥婲aturally, your mind races to some lingering concerns 鈥� especially when you think about your dissatisfaction with your compensation. The possibility of the boss knowing your plan adds a layer of tension. Now, would you be honest or offer a tactful white lie to keep options open?

鈥婲avigating this delicate conversation requires balancing transparency with strategy, weighing your loyalty and career ambitions against the realities of compensation and growth. It鈥檚 a test not just of negotiation, but of emotional intelligence in action.

鈥婽herefore, be prepared to answer questions, assuming this is a 鈥渟tay鈥� interview. A 鈥渟tay鈥� interview is the opposite of an exit interview. If your boss is truly worth his salt, he would know what motivates you to stay.

鈥婳f course, it鈥檚 not as simple as that. You should ask thoughtful questions about the progression of your career. If you鈥檙e prepared, such a meeting could be an excellent career conversation.

THE BEST QUESTIONS TO ASK
鈥婣 鈥渟tay鈥� interview is a rare opportunity for employees to pause, reflect, and have an honest conversation with their boss on what keeps them motivated 鈥� and what might drive them away. More often than not, a 鈥渟tay鈥� interview is the best time to discuss compensation.

鈥婾nlike exit interviews, which happen when it鈥檚 too late, 鈥渟tay鈥� interviews focus on engagement and retention. The key is asking the right questions: What challenges can be removed? What opportunities exist for growth, recognition, or skill development? How does your manager see your future in the company?听

鈥婤y framing thoughtful questions, employees can uncover actionable insights, strengthen trust, and potentially reshape their work experience 鈥� sometimes even improving pay, perks, or responsibilities without changing jobs and while preserving seniority rights.

鈥婬ere are some exploratory questions you can ask your boss during a 鈥渟tay鈥� interview:

鈥婳ne, performance expectations. This is first on your meeting agenda. Be ready to update the manager on the status of your projects. Review the performance standards and timelines. Ask: 鈥淲hat is needed so I can improve my performance the most?鈥�

鈥�Two, work satisfaction. Find out from the boss how satisfied or dissatisfied he is. Ask: 鈥淲hich parts of my work do you think add the most value to the team and the whole organization? Are there projects where you think I could contribute more?鈥�

鈥婽hree, support and resources. If you鈥檙e missing out on certain requirements of the job, then find out those other expectations. Ask: 鈥淲hat support can the organization provide to help me perform better? Are there training programs or learning opportunities you can recommend?鈥�

鈥�Four, organizational direction. You can expect a broad answer from your boss as there could be things that may not be suited for everyone鈥檚 consumption. Instead, ask: 鈥淲here do you see our team or department in the next two years? How can I best contribute to that direction?鈥�

鈥婩ive, career direction. The answer to number four above could give you ideas about your career track. Ask: 鈥淲hat opportunities do you foresee for my growth in this organization? What skills should I develop if I want to take on bigger responsibilities?鈥濃��

鈥婼ix, communication process. Your boss initiated the meeting. That鈥檚 a good sign. But ask this question anyway: 鈥淗ow can we improve our communication and feedback process? How often do you want updates?鈥�

ASKING FOR A RAISE
The above questions may appear intimidating to your boss. Better if you can focus on two to three thoughtful questions, not a dozen. If you do, ensure that you ask them towards the end of the meeting. If not, as soon as the boss asks you if you have questions.

鈥婣sking for a raise can feel awkward. The key is preparation, timing, and a calm, professional approach. If that 鈥渟tay鈥� interview proved to be well timed, for example when you鈥檝e already proven your worth, then don鈥檛 hesitate to ask for a raise while diplomatically touting your track record.

Participate in Rey Elbo鈥檚 public workshop on 鈥淪mart Strategies for Dealing with Difficult Employees鈥� on April 17, 2026 at The Ascott, Glorietta 4, Makati City. For details or registration, send message via .

In a statement, Rep. Elijah R. San Fernando said the bill would scrap the region-based wage system with a national wage-setting mechanism.

鈥淔or our other colleagues, there is still an opportunity to join us,鈥� he said, claiming momentum after supporters numbered 123 on Monday. Bills need support from 159 legislators to pass on final reading.

Minimum wages are set by regional wage boards, which have been criticized for acting slowly and allowing wages to lag the cost of living.

Mr. San Fernando said House Bill No. 8081, which seeks to peg the initial national minimum wage to the highest current regional rate, has drawn support from both majority and minority blocs, including Speaker Faustino Dy III.

The bill also includes a three-year transition period to align regional wages with the national standard. Thirty percent of the wage gap will be addressed in the first year, 35% in the second and the remainder in the third.

After the transition, all regions will have a minimum wage equal to the initial national rate. Workers could still negotiate wages above the minimum, and a national commission will review rates annually.

Mr. San Fernando urged House Majority Leader Ferdinand Alexander A. Marcos III to schedule the bill for second reading.

鈥淭here is momentum and unity now,鈥� he said. 鈥淣ow, we just need to finish this.鈥�

Passing the bill before May would send a 鈥減owerful signal鈥� that legislators are committed to supporting workers, he said.

鈥淲e already have the numbers in Congress and the support of the public,鈥� Mr. San Fernando said. 鈥� Kenneth Christiane L. Basilio