NEARLY NINE in 10 employers in the Philippines are reporting declining productivity tied to employee disengagement, according to global talent solutions firm Robert Walters.
\nIn 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.
\nThe phenomenon, known as \u201cquiet cracking,\u201d involves employees continuing to fulfil their responsibilities while internally feeling disengaged, demotivated, or emotionally strained.
\nAccording to the survey findings, released alongside the Robert Walters Talent Trends 2026 report, more than 38% of Filipino professionals said they experience quiet cracking \u201cvery often,\u201d while nearly one in four said they encounter it occasionally.
\nJosua 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.
\n\u201cWorkers are not \u2018quiet cracking\u2019 because they suddenly lost motivation. Many are simply exhausted from low wages, insecure jobs, overwork, toxic workplace and the erosion of work-life balance,\u201d Mr. Mata said via Viber.
\n\u201cYou cannot expect workers to remain fully engaged when they are constantly anxious about survival while being asked to do more with less,\u201d he said.
\nEmployers 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\u2019 dignity and rights, he added.
\nKimberlyn 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.
\n\u201cIf 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,\u201d she said.
\nThe 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.
\nRobert Walters cited a 2025 Gallup report estimating that declining global employee engagement resulted in about $438 billion in lost productivity in 2024.
\nThe company said workplace disengagement is evolving into what it described as an \u201cengagement recession,\u201d where reduced motivation spreads across teams and weakens collaboration, creativity, and workplace culture.
\nAmong 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.
\nThe report also examined factors affecting employee retentions, with 54% of respondents saying career growth opportunities were the main reason for staying with an employer.
\nFlexible work arrangements were cited by 32%, while 15% said inclusive workplace culture was their priority.
\nMeanwhile, 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.
\nRobert Walters said companies may need to strengthen communication, career development programs, and workplace flexibility to prevent disengagement from affecting productivity and employee retention further. \u2014 Erika Mae P. Sinaking
\n", "content_text": "NEARLY NINE in 10 employers in the Philippines are reporting declining productivity tied to employee disengagement, according to global talent solutions firm Robert Walters.\nIn 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.\nThe phenomenon, known as \u201cquiet cracking,\u201d involves employees continuing to fulfil their responsibilities while internally feeling disengaged, demotivated, or emotionally strained.\nAccording to the survey findings, released alongside the Robert Walters Talent Trends 2026 report, more than 38% of Filipino professionals said they experience quiet cracking \u201cvery often,\u201d while nearly one in four said they encounter it occasionally.\nJosua 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.\n\u201cWorkers are not \u2018quiet cracking\u2019 because they suddenly lost motivation. Many are simply exhausted from low wages, insecure jobs, overwork, toxic workplace and the erosion of work-life balance,\u201d Mr. Mata said via Viber.\n\u201cYou cannot expect workers to remain fully engaged when they are constantly anxious about survival while being asked to do more with less,\u201d he said.\nEmployers 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\u2019 dignity and rights, he added.\nKimberlyn 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.\n\u201cIf 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,\u201d she said.\nThe 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.\nRobert Walters cited a 2025 Gallup report estimating that declining global employee engagement resulted in about $438 billion in lost productivity in 2024.\nThe company said workplace disengagement is evolving into what it described as an \u201cengagement recession,\u201d where reduced motivation spreads across teams and weakens collaboration, creativity, and workplace culture.\nAmong 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.\nThe report also examined factors affecting employee retentions, with 54% of respondents saying career growth opportunities were the main reason for staying with an employer.\nFlexible work arrangements were cited by 32%, while 15% said inclusive workplace culture was their priority.\nMeanwhile, 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.\nRobert Walters said companies may need to strengthen communication, career development programs, and workplace flexibility to prevent disengagement from affecting productivity and employee retention further. \u2014 Erika Mae P. Sinaking", "date_published": "2026-05-22T00:02:06+08:00", "date_modified": "2026-05-21T20:14:03+08:00", "authors": [ { "name": "大象传媒", "url": "/author/cedadiantityclea/", "avatar": "https://secure.gravatar.com/avatar/fc38d2668fdee8f1e2b22df5e72ae6f4ad265ab7814de4aa60060edd377a70ce?s=512&d=mm&r=g" } ], "author": { "name": "大象传媒", "url": "/author/cedadiantityclea/", "avatar": "https://secure.gravatar.com/avatar/fc38d2668fdee8f1e2b22df5e72ae6f4ad265ab7814de4aa60060edd377a70ce?s=512&d=mm&r=g" }, "image": "/wp-content/uploads/2022/05/women-stressed.jpg", "tags": [ "Erika Mae P. Sinaking", "Editors' Picks", "Labor and Management" ] }, { "id": "/?p=751282", "url": "/labor-and-management/2026/05/22/751282/pirating-an-executive-from-a-sister-firm/", "title": "Pirating an executive from a sister firm", "content_html": "I\u2019m planning to hire a junior executive within our conglomerate. My idea is to promote him as a manager or one rank higher from his original post. What do you think of this plan? \u2014 Gray Tower.
\nPromoting someone from within, whether the person comes from the same organization or within the group of companies is an excellent idea. In today\u2019s so-called \u201cwar for talent,\u201d 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.
\nIt\u2019s like raiding your cousin\u2019s refrigerator for the last slice of cake. Technically, it\u2019s family property \u2014 but still bad manners. So, the burning question is: Is it advisable to pirate an executive from a sister company?
\nRecruiting talent from within your conglomerate can be a smart move \u2014 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.
\nBut 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.
\nRISKS
\nIndeed, it\u2019s tempting to pirate someone within the group of companies. They\u2019re already familiar with the corporate culture, its policies, systems, buzzwords, and acronyms. Training time? Practically zero. Risk of cultural mismatch? Minimal. But convenience doesn\u2019t always mean correctness. Here\u2019s why:
One, legal and contractual obligations. Some organizations have agreements that include non-piracy clauses, even among affiliates. That\u2019s why you must secure the permission of one\u2019s boss.
\nEven without it, the executive\u2019s employment contract might include a non-compete or conflict-of-interest provision.
\nTwo, 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.
\nAnd your affiliate may perceive your move as an act of war rather than collaboration.
\nThree, reputational damage. The corporate world has sharp ears and long memories. Once you earn a bad reputation as a \u201cpirate,\u201d other leaders may become cautious around you. They\u2019ll lock their best people in metaphorical vaults.
\nWhen 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.
\nSMARTER ROUTE
\nInstead 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:
\nOne, limited secondment. It could be four to six months \u2014 even longer. This is beneficial to both sides. The \u201cpirated\u201d executive gains new challenges, exposure, and skills, while his original employer retains the relationship.
\nTwo, mentoring project. This means assigning the executive to create a training program for the young guns of the \u201cpirate\u201d organization. To entice the executive, offer a monthly allowance while continuing his current pay and benefits from his employer.
\nThree, 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.
\nHONOR
\nGood leaders don\u2019t just win the war for talent \u2014 they win it honorably. Leadership isn\u2019t about collecting the best people by any means. It\u2019s 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 \u201cpirate\u201d from affiliates, it may be time to check your ship\u2019s condition. Maybe it\u2019s not a talent shortage. It could be that you\u2019re not doing enough to train your people so they become promotable.
\nAfter all, piracy, even when successful, rarely earns applause. Collaboration and transparency in creating a dynamic management development program gives you stronger, more sustainable organizations.
\nIn the modern talent marketplace, companies are learning that the real competitive advantage isn\u2019t in stealing good people \u2014 it\u2019s in developing them. If you need a rare talent, then create one. Mentor a rising star. Cultivate your own people. It\u2019s better to be known as a talent builder than a talent pirate.
\n\n
Consult Rey Elbo for free insights on people management. Send your question or story to elbonomics@gmail.com or\u00a0DM him on Facebook, LinkedIn, X or\u00a0https://reyelbo.com.
\n", "content_text": "I\u2019m planning to hire a junior executive within our conglomerate. My idea is to promote him as a manager or one rank higher from his original post. What do you think of this plan? \u2014 Gray Tower.\nPromoting someone from within, whether the person comes from the same organization or within the group of companies is an excellent idea. In today\u2019s so-called \u201cwar for talent,\u201d 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.\nIt\u2019s like raiding your cousin\u2019s refrigerator for the last slice of cake. Technically, it\u2019s family property \u2014 but still bad manners. So, the burning question is: Is it advisable to pirate an executive from a sister company?\nRecruiting talent from within your conglomerate can be a smart move \u2014 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.\nBut 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.\nRISKS\nIndeed, it\u2019s tempting to pirate someone within the group of companies. They\u2019re already familiar with the corporate culture, its policies, systems, buzzwords, and acronyms. Training time? Practically zero. Risk of cultural mismatch? Minimal. But convenience doesn\u2019t always mean correctness. Here\u2019s why:\nOne, legal and contractual obligations. Some organizations have agreements that include non-piracy clauses, even among affiliates. That\u2019s why you must secure the permission of one\u2019s boss. \nEven without it, the executive\u2019s employment contract might include a non-compete or conflict-of-interest provision.\nTwo, 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.\nAnd your affiliate may perceive your move as an act of war rather than collaboration.\nThree, reputational damage. The corporate world has sharp ears and long memories. Once you earn a bad reputation as a \u201cpirate,\u201d other leaders may become cautious around you. They\u2019ll lock their best people in metaphorical vaults. \nWhen 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.\nSMARTER ROUTE\nInstead 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.\nHere are the things you can do simultaneously:\nOne, limited secondment. It could be four to six months \u2014 even longer. This is beneficial to both sides. The \u201cpirated\u201d executive gains new challenges, exposure, and skills, while his original employer retains the relationship.\nTwo, mentoring project. This means assigning the executive to create a training program for the young guns of the \u201cpirate\u201d organization. To entice the executive, offer a monthly allowance while continuing his current pay and benefits from his employer.\nThree, 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.\nHONOR\nGood leaders don\u2019t just win the war for talent \u2014 they win it honorably. Leadership isn\u2019t about collecting the best people by any means. It\u2019s about building a system that attract talent naturally from everywhere.\nIf 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 \u201cpirate\u201d from affiliates, it may be time to check your ship\u2019s condition. Maybe it\u2019s not a talent shortage. It could be that you\u2019re not doing enough to train your people so they become promotable.\nAfter all, piracy, even when successful, rarely earns applause. Collaboration and transparency in creating a dynamic management development program gives you stronger, more sustainable organizations.\nIn the modern talent marketplace, companies are learning that the real competitive advantage isn\u2019t in stealing good people \u2014 it\u2019s in developing them. If you need a rare talent, then create one. Mentor a rising star. Cultivate your own people. It\u2019s better to be known as a talent builder than a talent pirate.\n \nConsult Rey Elbo for free insights on people management. Send your question or story to elbonomics@gmail.com or\u00a0DM him on Facebook, LinkedIn, X or\u00a0https://reyelbo.com.", "date_published": "2026-05-22T00:01:05+08:00", "date_modified": "2026-05-21T18:43:21+08:00", "authors": [ { "name": "大象传媒", "url": "/author/cedadiantityclea/", "avatar": "https://secure.gravatar.com/avatar/fc38d2668fdee8f1e2b22df5e72ae6f4ad265ab7814de4aa60060edd377a70ce?s=512&d=mm&r=g" } ], "author": { "name": "大象传媒", "url": "/author/cedadiantityclea/", "avatar": "https://secure.gravatar.com/avatar/fc38d2668fdee8f1e2b22df5e72ae6f4ad265ab7814de4aa60060edd377a70ce?s=512&d=mm&r=g" }, "image": "/wp-content/uploads/2021/04/LM-default.jpg", "tags": [ "In The Workplace", "REY ELBO", "Editors' Picks", "Labor and Management" ] }, { "id": "/?p=751262", "url": "/labor-and-management/2026/05/21/751262/phl-seen-to-draw-more-investments-jobs-under-us-led-pax-silica-dict-says/", "title": "PHL seen to draw more investments, jobs under US-led Pax Silica, DICT says", "content_html": "The Philippines is seen to attract more investments under the US-led Pax Silica framework, particularly in the Luzon Economic Corridor (LEC), which is expected to generate more jobs, according to the Department of Information and Communications Technology (DICT), which also noted efforts to secure industry connectivity.
\n\u201cWe\u2019ll get a lot of investment in the area of telecoms and in the area of hyperscalers, mostly focused on the LEC,\u201d DICT secretary Henry Rhoel R. Aguda said in an interview during the 大象传媒 Economic Forum on Monday.
\n\u201cSo that will create more jobs,\u201d he added.
\nUp 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\u2013US economic cooperation, Malaca\u00f1ang said in a statement.
\nWhen asked about the DICT\u2019s 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.
\n\u201cOne, we need to secure all the international fiber cables going there,\u201d Mr. Aguda said.
\nFrom 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\u2019s implementation.
\nIn 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 \u201csooner rather than later,\u201d according to a Reuters report.
\nHe added that both countries have a two-year window to finalize arrangements under the agreement signed last month.
\nThe two sides will also set sectoral industrial priorities for economic activities within the zone.
\n\u201cI expect the United States and the Philippines to reach a deal sooner rather than later,\u201d Mr. Helberg said.
\n\u201cThere\u2019s an enormous amount of momentum behind this,\u201d he added.
\nThe 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. \u2014 Edg Adrian A. Eva
\n", "content_text": "The Philippines is seen to attract more investments under the US-led Pax Silica framework, particularly in the Luzon Economic Corridor (LEC), which is expected to generate more jobs, according to the Department of Information and Communications Technology (DICT), which also noted efforts to secure industry connectivity.\n\u201cWe\u2019ll get a lot of investment in the area of telecoms and in the area of hyperscalers, mostly focused on the LEC,\u201d DICT secretary Henry Rhoel R. Aguda said in an interview during the 大象传媒 Economic Forum on Monday.\n\u201cSo that will create more jobs,\u201d he added.\nUp 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\u2013US economic cooperation, Malaca\u00f1ang said in a statement.\nWhen asked about the DICT\u2019s 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.\n\u201cOne, we need to secure all the international fiber cables going there,\u201d Mr. Aguda said.\nFrom 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\u2019s implementation.\nIn 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 \u201csooner rather than later,\u201d according to a Reuters report.\nHe added that both countries have a two-year window to finalize arrangements under the agreement signed last month.\nThe two sides will also set sectoral industrial priorities for economic activities within the zone.\n\u201cI expect the United States and the Philippines to reach a deal sooner rather than later,\u201d Mr. Helberg said.\n\u201cThere\u2019s an enormous amount of momentum behind this,\u201d he added.\nThe 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. \u2014 Edg Adrian A. Eva", "date_published": "2026-05-21T18:28:32+08:00", "date_modified": "2026-05-21T18:28:32+08:00", "authors": [ { "name": "大象传媒", "url": "/author/cedadiantityclea/", "avatar": "https://secure.gravatar.com/avatar/fc38d2668fdee8f1e2b22df5e72ae6f4ad265ab7814de4aa60060edd377a70ce?s=512&d=mm&r=g" } ], "author": { "name": "大象传媒", "url": "/author/cedadiantityclea/", "avatar": "https://secure.gravatar.com/avatar/fc38d2668fdee8f1e2b22df5e72ae6f4ad265ab7814de4aa60060edd377a70ce?s=512&d=mm&r=g" }, "image": "/wp-content/uploads/2026/05/New-Clark-City-philstar.jpg", "tags": [ "Edg Adrian A. Eva", "Labor and Management" ] }, { "id": "/?p=750893", "url": "/labor-and-management/2026/05/20/750893/angara-urges-learners-to-take-civil-service-exam/", "title": "Angara urges learners to take civil service exam", "content_html": "The Education chief on Wednesday urged high school students to take the Civil Service Commission\u2019s (CSC) examination to boost job readiness and access to government posts.
\n\u201cWe want our youth to feel that the next steps after school are clear, \u201c Education Secretary Juan Edgardo \u201cSonny\u201d M. Angara said in Filipino in a news release.
\n\u201cFor 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,\u201d he added.
\nUnder 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.
\nThe Department of Education (DepEd) noted that the initiative strengthens education-to-employment pathways and ensures learners have clearer opportunities after basic education.
\n\u201cThe policy aligns with DepEd\u2019s curriculum reforms and expands opportunities for learners and graduates to enter public service and secure government employment,\u201d the agency said in a news release.
\nDepEd added that the policy reflects its chief\u2019s policy direction to enhance career readiness, establish flexible career tracks, and ensure relevance of basic education in further studies, employment, entrepreneurship, and public service.
\nEligible candidates must be at least 18 years old to take the Career Service Examination\u2013Pen and Paper Test (CSE-PPT) for the Professional and Subprofessional Levels.
\nRegional 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.
\nThe 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.
\nIn the March 2026 CSE-PPT, a total of 48,735 out of 307,489 examinees passed, marking a 15.85% passing rate. \u2014 Almira Louise S. Martinez
\n", "content_text": "The Education chief on Wednesday urged high school students to take the Civil Service Commission\u2019s (CSC) examination to boost job readiness and access to government posts.\n\u201cWe want our youth to feel that the next steps after school are clear, \u201c Education Secretary Juan Edgardo \u201cSonny\u201d M. Angara said in Filipino in a news release.\n\u201cFor 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,\u201d he added.\nUnder 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.\nThe Department of Education (DepEd) noted that the initiative strengthens education-to-employment pathways and ensures learners have clearer opportunities after basic education.\n\u201cThe policy aligns with DepEd\u2019s curriculum reforms and expands opportunities for learners and graduates to enter public service and secure government employment,\u201d the agency said in a news release.\nDepEd added that the policy reflects its chief\u2019s policy direction to enhance career readiness, establish flexible career tracks, and ensure relevance of basic education in further studies, employment, entrepreneurship, and public service.\nEligible candidates must be at least 18 years old to take the Career Service Examination\u2013Pen and Paper Test (CSE-PPT) for the Professional and Subprofessional Levels.\nRegional 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.\nThe 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.\nIn the March 2026 CSE-PPT, a total of 48,735 out of 307,489 examinees passed, marking a 15.85% passing rate. \u2014 Almira Louise S. Martinez", "date_published": "2026-05-20T15:51:13+08:00", "date_modified": "2026-05-20T15:51:13+08:00", "authors": [ { "name": "大象传媒", "url": "/author/cedadiantityclea/", "avatar": "https://secure.gravatar.com/avatar/fc38d2668fdee8f1e2b22df5e72ae6f4ad265ab7814de4aa60060edd377a70ce?s=512&d=mm&r=g" } ], "author": { "name": "大象传媒", "url": "/author/cedadiantityclea/", "avatar": "https://secure.gravatar.com/avatar/fc38d2668fdee8f1e2b22df5e72ae6f4ad265ab7814de4aa60060edd377a70ce?s=512&d=mm&r=g" }, "image": "/wp-content/uploads/2022/12/employees-office.jpg", "tags": [ "almira louise s. martinez", "Labor and Management" ] }, { "id": "/?p=750038", "url": "/labor-and-management/2026/05/15/750038/phl-sees-higher-demand-for-micro-credential-courses/", "title": "PHL sees higher demand for micro-credential courses", "content_html": "Online learning platform Coursera said on Friday that enrollment in micro-credential courses in the Philippines is increasing rapidly, as more employers seek additional certifications and skills from workers.
\n\u201cEmployers are actually expecting that people come in ready to work, and micro-credentials help with that,\u201d Coursera Global Head of Enterprise Anthony Salcito told reporters during a panel interview on Friday.
\n\u201cA 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,\u201d he added.
\nThe demand for graduates equipped with industry-aligned micro-credentials can be seen in the platform\u2019s Micro-Credentials Impact Report 2026.
\nData 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.
\nEmployers 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\u2019t have them.
\nOn 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.
\n\u201cOur 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,\u201d Mr. Salcito said.
\n\u201cCertainly 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,\u201d he added.
\nThe Philippines has the highest number of registered learners on Coursera at 3.3 million, with 20% year-over-year (YoY) growth.
\nAmong the popular course topics among Filipinos are data, project management, cybersecurity, digital marketing, and sustainable development goals.
\nGenAI 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.
\nAs 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.\u2014 Almira Louise S. Martinez
\n", "content_text": "Online learning platform Coursera said on Friday that enrollment in micro-credential courses in the Philippines is increasing rapidly, as more employers seek additional certifications and skills from workers.\n\u201cEmployers are actually expecting that people come in ready to work, and micro-credentials help with that,\u201d Coursera Global Head of Enterprise Anthony Salcito told reporters during a panel interview on Friday.\n\u201cA 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,\u201d he added.\nThe demand for graduates equipped with industry-aligned micro-credentials can be seen in the platform\u2019s Micro-Credentials Impact Report 2026.\nData 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.\nEmployers 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\u2019t have them.\nOn 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.\n\u201cOur 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,\u201d Mr. Salcito said.\n\u201cCertainly 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,\u201d he added.\nThe Philippines has the highest number of registered learners on Coursera at 3.3 million, with 20% year-over-year (YoY) growth.\nAmong the popular course topics among Filipinos are data, project management, cybersecurity, digital marketing, and sustainable development goals.\nGenAI 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.\nAs 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.\u2014 Almira Louise S. Martinez", "date_published": "2026-05-15T16:03:59+08:00", "date_modified": "2026-05-15T16:03:59+08:00", "authors": [ { "name": "大象传媒", "url": "/author/agarwalekwensi/", "avatar": "https://secure.gravatar.com/avatar/63a6222a994ecdcd0783bb257b7c4e6d18b49dfa789dd168af5420ab8a45082c?s=512&d=mm&r=g" } ], "author": { "name": "大象传媒", "url": "/author/agarwalekwensi/", "avatar": "https://secure.gravatar.com/avatar/63a6222a994ecdcd0783bb257b7c4e6d18b49dfa789dd168af5420ab8a45082c?s=512&d=mm&r=g" }, "image": "/wp-content/uploads/2026/05/IMG_1864.jpg", "tags": [ "almira louise s. martinez", "Labor and Management" ] }, { "id": "/?p=749791", "url": "/labor-and-management/2026/05/15/749791/phl-workforce-second-happiest-in-asia-pacific/", "title": "PHL workforce second-happiest in Asia-Pacific", "content_html": "ABOUT 77% of Philippine employees consider themselves on the happy scale in their respective workplaces, making the country\u2019s workforce the second-happiest in the Asia-Pacific, according to online job portal Jobstreet by SEEK.
\nThe Workplace Happiness Index: Philippines 2025 indicates that 44% of Philippine workers are \u201csomewhat happy\u201d and 33% \u201cextremely happy.\u201d
\nIndonesia led the regional survey with an 82% happiness rating.
\n\u201cThis 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,\u201d according to the careers platform.
\nThe 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.
\nWorkers in the Visayas reported the highest happiness levels at 82%, followed by the National Capital Region (77%), and Luzon and Mindanao (both 76%).
\nJobstreet by SEEK Managing Director in the Philippines Dannah Majarocon said the results reflect shifting employee priorities.
\n\u201cThe 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,\u201d Ms. Majarocon said in a statement.\u00a0
\nThe 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.
\nAround 77% of Philippine respondents said they feel valued in their roles, and 74% described their work as fulfilling.
\nSalary continues to be a primary factor for retention, but the study found that a sense of purpose \u2014 defined as how work contributes to broader company and personal objectives \u2014 has a more potent influence on overall employee engagement.
\nDespite 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.
\nThe study also identified \u201csilent struggles\u201d 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.\u00a0
\n\u201cOverall, 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\u2019re rewarded with greater engagement, productivity, and retention,\u201d the platform said.
\nJulius 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.
\n\u201cFor 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,\u201d Mr. Cainglet told 大象传媒 via messenger chat.
\n\u201cThere are those who have given up on hopes of landing a decent job and have accepted their ever precarious fate,\u201d he added.
\nHe 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\u2019 rights. \u2014 Erika Mae P. Sinaking
\n", "content_text": "ABOUT 77% of Philippine employees consider themselves on the happy scale in their respective workplaces, making the country\u2019s workforce the second-happiest in the Asia-Pacific, according to online job portal Jobstreet by SEEK.\nThe Workplace Happiness Index: Philippines 2025 indicates that 44% of Philippine workers are \u201csomewhat happy\u201d and 33% \u201cextremely happy.\u201d\nIndonesia led the regional survey with an 82% happiness rating.\n\u201cThis 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,\u201d according to the careers platform.\nThe 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.\nWorkers in the Visayas reported the highest happiness levels at 82%, followed by the National Capital Region (77%), and Luzon and Mindanao (both 76%).\nJobstreet by SEEK Managing Director in the Philippines Dannah Majarocon said the results reflect shifting employee priorities.\n\u201cThe 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,\u201d Ms. Majarocon said in a statement.\u00a0\nThe 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.\nAround 77% of Philippine respondents said they feel valued in their roles, and 74% described their work as fulfilling.\nSalary continues to be a primary factor for retention, but the study found that a sense of purpose \u2014 defined as how work contributes to broader company and personal objectives \u2014 has a more potent influence on overall employee engagement.\nDespite 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.\nThe study also identified \u201csilent struggles\u201d 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.\u00a0\n\u201cOverall, 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\u2019re rewarded with greater engagement, productivity, and retention,\u201d the platform said.\nJulius 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.\n\u201cFor 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,\u201d Mr. Cainglet told 大象传媒 via messenger chat.\n\u201cThere are those who have given up on hopes of landing a decent job and have accepted their ever precarious fate,\u201d he added.\nHe 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\u2019 rights. \u2014 Erika Mae P. Sinaking", "date_published": "2026-05-15T00:02:55+08:00", "date_modified": "2026-05-14T19:26:40+08:00", "authors": [ { "name": "大象传媒", "url": "/author/cedadiantityclea/", "avatar": "https://secure.gravatar.com/avatar/fc38d2668fdee8f1e2b22df5e72ae6f4ad265ab7814de4aa60060edd377a70ce?s=512&d=mm&r=g" } ], "author": { "name": "大象传媒", "url": "/author/cedadiantityclea/", "avatar": "https://secure.gravatar.com/avatar/fc38d2668fdee8f1e2b22df5e72ae6f4ad265ab7814de4aa60060edd377a70ce?s=512&d=mm&r=g" }, "image": "/wp-content/uploads/2024/03/Office-space-employees.jpg", "tags": [ "Erika Mae P. Sinaking", "Editors' Picks", "Labor and Management" ] }, { "id": "/?p=749790", "url": "/labor-and-management/2026/05/15/749790/whats-new-with-employee-morale-surveys/", "title": "What\u2019s new with employee morale surveys?", "content_html": "You\u2019ve written many articles about satisfaction surveys in the past. So what are the latest models or strategies to make them a proactive two-way communication process? \u2014 Captain Spreadsheet.
\n\u200bIt used to be that this type of survey was done manually by HR once a year, if not every two years. That\u2019s too late. And that\u2019s assuming that management is interested in understanding the employee pulse because many of them are not interested for some reason.
\n\u200bWith 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.
\n\u200bYou 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.
\n\u200bThink of this comparison. Old survey: \u201cHow did you feel about management last year?\u201d With the new version, the question becomes \u2014 \u201cHow are you feeling this week and what we can do to fix it?\u201d
\n\u200bThe biggest shift is real-time reporting. It can run weekly, biweekly, or monthly with only five to 10 questions.
\nDIGITAL TWINS
\nThe next evolution goes beyond surveys and enters predictive workforce modeling. Morale surveys can benefit a lot from so-called \u201cdigital twins\u201d which was introduced by American academic and consultant Michael Grieves, who introduced the concept in 2002 while working at the University of Michigan.
\u200bIt influenced HR people to use it as an \u201cemployee digital twin\u201d by applying it to workforce analytics, technology, and AI-driven employee modeling. Think of it as an \u201caquarium\u201d of employees helping organizations predict how they might respond to policies, workloads, incentives, or organizational changes before making real-world decisions.
\n\u200bIn HR, an employee digital twin can mean combining survey responses with attendance patterns, engagement scores, communication behaviors, and career aspirations, among others.
\n\u200bIt 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?\u200b
\nADVANTAGES AND TOOLS
\nAI 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.
\u200bIt also protects employees from any management retaliation. That helps a lot in increasing participation rates and provide instant, actionable insights for managers.
\n\u200bNow, here are the most specific advantages for management:\u00a0 \u00a0
\n\u200bOne, 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.
\n\u200bRather than a traditional e-mail link that often gets buried, organizations use these platforms to \u201cmeet employees where they are.\u201d\u200b
\n\u200bTwo, 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 \u201cwhat,\u201d these tools explain the \u201chow\u201d and the \u201cwhy.\u201d
\n\u200bThree, real-time continuous listening. AI creates a constant, open loop of feedback from \u201ctaking a snapshot\u201d of employee sentiment to \u201cwatching a live video\u201d of it. With this AI tool, managers can immediately make sense of the workers\u2019 sudden drop in motivation, probable burnout, even potential resignations.
\n\u200bFour, actionable insights and recommendations. AI doesn\u2019t 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.
\n\u200bFive, 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.\u00a0 \u00a0
\nBOTTOM LINE
\nTo summarize, AI transforms employee satisfaction surveys from a static, backward-looking compliance activity into a proactive, intelligent system that drives actionable improvements.
\u200bThis allows HR to become more data-driven and predictive with surgical precision. This shift doesn\u2019t just quantify morale; it turns the messy, human muda (waste) of workplace friction into a streamlined asset.
\n\u200bIn an era where data is the new currency, leaders who ignore these signals are essentially flying blind.
\n\n
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 https://reyelbo.com.
\n", "content_text": "You\u2019ve written many articles about satisfaction surveys in the past. So what are the latest models or strategies to make them a proactive two-way communication process? \u2014 Captain Spreadsheet.\n\u200bIt used to be that this type of survey was done manually by HR once a year, if not every two years. That\u2019s too late. And that\u2019s assuming that management is interested in understanding the employee pulse because many of them are not interested for some reason.\n\u200bWith 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.\n\u200bYou 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.\n\u200bThink of this comparison. Old survey: \u201cHow did you feel about management last year?\u201d With the new version, the question becomes \u2014 \u201cHow are you feeling this week and what we can do to fix it?\u201d\n\u200bThe biggest shift is real-time reporting. It can run weekly, biweekly, or monthly with only five to 10 questions.\nDIGITAL TWINS\nThe next evolution goes beyond surveys and enters predictive workforce modeling. Morale surveys can benefit a lot from so-called \u201cdigital twins\u201d which was introduced by American academic and consultant Michael Grieves, who introduced the concept in 2002 while working at the University of Michigan.\n\u200bIt influenced HR people to use it as an \u201cemployee digital twin\u201d by applying it to workforce analytics, technology, and AI-driven employee modeling. Think of it as an \u201caquarium\u201d of employees helping organizations predict how they might respond to policies, workloads, incentives, or organizational changes before making real-world decisions.\n\u200bIn HR, an employee digital twin can mean combining survey responses with attendance patterns, engagement scores, communication behaviors, and career aspirations, among others.\n\u200bIt 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?\u200b\nADVANTAGES AND TOOLS\nAI 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.\n\u200bIt also protects employees from any management retaliation. That helps a lot in increasing participation rates and provide instant, actionable insights for managers.\n\u200bNow, here are the most specific advantages for management:\u00a0 \u00a0\n\u200bOne, 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.\n\u200bRather than a traditional e-mail link that often gets buried, organizations use these platforms to \u201cmeet employees where they are.\u201d\u200b\n\u200bTwo, 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 \u201cwhat,\u201d these tools explain the \u201chow\u201d and the \u201cwhy.\u201d\n\u200bThree, real-time continuous listening. AI creates a constant, open loop of feedback from \u201ctaking a snapshot\u201d of employee sentiment to \u201cwatching a live video\u201d of it. With this AI tool, managers can immediately make sense of the workers\u2019 sudden drop in motivation, probable burnout, even potential resignations. \n\u200bFour, actionable insights and recommendations. AI doesn\u2019t 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.\n\u200bFive, 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.\u00a0 \u00a0\nBOTTOM LINE\nTo summarize, AI transforms employee satisfaction surveys from a static, backward-looking compliance activity into a proactive, intelligent system that drives actionable improvements.\n\u200bThis allows HR to become more data-driven and predictive with surgical precision. This shift doesn\u2019t just quantify morale; it turns the messy, human muda (waste) of workplace friction into a streamlined asset.\n\u200bIn an era where data is the new currency, leaders who ignore these signals are essentially flying blind.\n \nConsult Rey Elbo for free insights on people management. Send your workplace questions to elbonomics@gmail.com or DM him on Facebook, LinkedIn, X or https://reyelbo.com.", "date_published": "2026-05-15T00:01:55+08:00", "date_modified": "2026-05-14T19:06:29+08:00", "authors": [ { "name": "大象传媒", "url": "/author/cedadiantityclea/", "avatar": "https://secure.gravatar.com/avatar/fc38d2668fdee8f1e2b22df5e72ae6f4ad265ab7814de4aa60060edd377a70ce?s=512&d=mm&r=g" } ], "author": { "name": "大象传媒", "url": "/author/cedadiantityclea/", "avatar": "https://secure.gravatar.com/avatar/fc38d2668fdee8f1e2b22df5e72ae6f4ad265ab7814de4aa60060edd377a70ce?s=512&d=mm&r=g" }, "image": "/wp-content/uploads/2021/04/LM-default.jpg", "tags": [ "In The Workplace", "REY ELBO", "Editors' Picks", "Labor and Management" ] }, { "id": "/?p=748242", "url": "/labor-and-management/2026/05/08/748242/labor-seeks-bigger-role-in-philhealth-sss-pag-ibig/", "title": "Labor seeks bigger role in PhilHealth, SSS, Pag-IBIG", "content_html": "By Erika Mae P. Sinaking, Reporter
\nLABOR 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).
\nAffiliates 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\u2019s 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.
\nPhilHealth, in a statement on Wednesday, confirmed that the returned P60 billion will support its operations to expand and improve healthcare services for members.
\nThe 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.
\n\u201cThe 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 \u2014 better services, wider coverage, faster claims, and real protection,\u201d Jose G. Matula, Nagkaisa chairman and Federation of Free Workers president, told 大象传媒 via Viber.
\n\u201cA meeting with the President is another necessary step to discuss labor issues, including genuine workers\u2019 representation in GOCC boards,\u201d he said.
\n\u201cWe also need a serious review of seats supposedly reserved for workers. There are plenty of \u2018labor seats\u2019 on paper, but in practice they go to those who are not truly representative of workers,\u201d he added.
\nAccording 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.
\nThe P107.23 billion remitted by the Philippine Deposit Insurance Corp. in January 2025 \u2014 under the same budget provision that was declared unconstitutional \u2014 remains with the Treasury and is currently under legal review following calls from business groups for its return.
\n\u201cWe are studying the filing of another petition if the Marcos administration has no plan to return,\u201d Mr. Matula said.
\nHe also said that the development underscores the need to faithfully implement constitutional provisions on workers\u2019 participation in policy and decision-making bodies, as well as adherence to International Labor Organization Convention No. 144 on tripartite consultation.
\nAnthony C. Leachon, an independent health reform advocate, said separately via Viber that the \u201cdiversion\u201d of PhilHealth funds highlighted how resources intended for healthcare can be misallocated at the expense of patients and providers.
\n\u201cThe 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 \u2014 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,\u201d he said.
\n\u201cThis 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 \u2014 it is a moral failure that compromised lives and institutions,\u201d he added.
\n", "content_text": "By Erika Mae P. Sinaking, Reporter\nLABOR 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).\nAffiliates 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\u2019s 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.\nPhilHealth, in a statement on Wednesday, confirmed that the returned P60 billion will support its operations to expand and improve healthcare services for members.\nThe 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.\n\u201cThe 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 \u2014 better services, wider coverage, faster claims, and real protection,\u201d Jose G. Matula, Nagkaisa chairman and Federation of Free Workers president, told 大象传媒 via Viber.\n\u201cA meeting with the President is another necessary step to discuss labor issues, including genuine workers\u2019 representation in GOCC boards,\u201d he said.\n\u201cWe also need a serious review of seats supposedly reserved for workers. There are plenty of \u2018labor seats\u2019 on paper, but in practice they go to those who are not truly representative of workers,\u201d he added.\nAccording 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.\nThe P107.23 billion remitted by the Philippine Deposit Insurance Corp. in January 2025 \u2014 under the same budget provision that was declared unconstitutional \u2014 remains with the Treasury and is currently under legal review following calls from business groups for its return.\n\u201cWe are studying the filing of another petition if the Marcos administration has no plan to return,\u201d Mr. Matula said.\nHe also said that the development underscores the need to faithfully implement constitutional provisions on workers\u2019 participation in policy and decision-making bodies, as well as adherence to International Labor Organization Convention No. 144 on tripartite consultation.\nAnthony C. Leachon, an independent health reform advocate, said separately via Viber that the \u201cdiversion\u201d of PhilHealth funds highlighted how resources intended for healthcare can be misallocated at the expense of patients and providers.\n\u201cThe 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 \u2014 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,\u201d he said.\n\u201cThis 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 \u2014 it is a moral failure that compromised lives and institutions,\u201d he added.", "date_published": "2026-05-08T00:02:26+08:00", "date_modified": "2026-05-07T19:45:31+08:00", "authors": [ { "name": "大象传媒", "url": "/author/cedadiantityclea/", "avatar": "https://secure.gravatar.com/avatar/fc38d2668fdee8f1e2b22df5e72ae6f4ad265ab7814de4aa60060edd377a70ce?s=512&d=mm&r=g" } ], "author": { "name": "大象传媒", "url": "/author/cedadiantityclea/", "avatar": "https://secure.gravatar.com/avatar/fc38d2668fdee8f1e2b22df5e72ae6f4ad265ab7814de4aa60060edd377a70ce?s=512&d=mm&r=g" }, "image": "/wp-content/uploads/2021/11/Philhealth-2.jpg", "tags": [ "Erika Mae P. Sinaking", "Editors' Picks", "Labor and Management" ], "summary": "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)." }, { "id": "/?p=748240", "url": "/labor-and-management/2026/05/08/748240/winning-the-competition-for-talent/", "title": "Winning the competition for talent", "content_html": "We can\u2019t attract enough job applicants despite active, sometimes proactive measures, like joining job fairs and campus recruitment. How do we correct the situation? \u2014 Blue Moon.
\n\u200bTake 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\u2019s the root cause of your situation.
\n\u200bKnowing that, you must turn to non-traditional ways of attracting applicants. I\u2019m 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.
\n\u200bStart by looking at your company\u2019s human resources (HR) policies and practices to discover employee sentiments. Focus on complaints like poor pay and perks, but also management toxicity.\u00a0
\n\u200bThis 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\u2019t rely on exit interviews. They\u2019re too late and too little. Rather, try a serious, casual \u201cstay\u201d interview.
\n\u200bEven 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\u2019s the acceptance rate of these ideas to management?\u00a0
\n\u200bAnother important thing. Be aware of what your employees are saying (anonymously) on social media. I\u2019ve read many horror stories being told, many of them directed against the incompetence of HR. \u200b
\nEMPLOYER BRANDING
\nOnce 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.
\u200bThis philosophy is best described by Doug Conant, former CEO of the Campbell Soup Company, when he said: \u201cTo win in the marketplace, you must first win in the workplace.\u201d
\n\u200bHe argued that if employees don\u2019t feel valued or engaged, they cannot deliver the level of excellence required to beat the competition.
\n\u200bSo, how are you going to do Employer Branding? Rather than just posting job ads everywhere and waiting, HR should use marketing tactics to \u201csell\u201d the company culture and what it has to offer. Again, you don\u2019t have to compete by offering big salaries as you may not have the capacity to do it, although it helps a lot.\u00a0
\n\u200bInstead, 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:
\n\u200bOne, 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.\u00a0
\n\u200bTwo, create the best social media content. This includes posting photos and videos of employee celebrations. Showcase employee milestones in achievers\u2019 conferences, monthly awards and related celebrations that don\u2019t sound like a dry, hard sell.
\n\u200bThree, map the candidates\u2019 application journey. Make it easy for applicants to send their applications via an upload system. Analyze the process by the drop rate. If they\u2019re called in for interviews, how many don\u2019t show up.
\n\u200bFour, develop employee brand ambassadors. Choose a group of cooperative, happy employees who are fully engaged to tell their stories on social media. If they\u2019re successful in attracting an X number of candidates, give them reasonable rewards.
\nLEAN HR
\n\u200bIn the bloody war for talent, the \u201cPost and Pray\u201d 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.
\u200bAll 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.
\n\u200bYou don\u2019t have to create new positions for those because everyone in HR can do the job by incorporating these tasks in their key performance indicators.
\n\u200bRemember, 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 \u2014 like making HR processes easy to comply with.
\n\u200bIt\u2019s 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.
\n\n
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 https://reyelbo.com.
\n", "content_text": "We can\u2019t attract enough job applicants despite active, sometimes proactive measures, like joining job fairs and campus recruitment. How do we correct the situation? \u2014 Blue Moon.\n\u200bTake 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\u2019s the root cause of your situation.\n\u200bKnowing that, you must turn to non-traditional ways of attracting applicants. I\u2019m 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.\n\u200bStart by looking at your company\u2019s human resources (HR) policies and practices to discover employee sentiments. Focus on complaints like poor pay and perks, but also management toxicity.\u00a0\n\u200bThis 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\u2019t rely on exit interviews. They\u2019re too late and too little. Rather, try a serious, casual \u201cstay\u201d interview.\n\u200bEven 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\u2019s the acceptance rate of these ideas to management?\u00a0\n\u200bAnother important thing. Be aware of what your employees are saying (anonymously) on social media. I\u2019ve read many horror stories being told, many of them directed against the incompetence of HR. \u200b\nEMPLOYER BRANDING\nOnce 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. \n\u200bThis philosophy is best described by Doug Conant, former CEO of the Campbell Soup Company, when he said: \u201cTo win in the marketplace, you must first win in the workplace.\u201d\n\u200bHe argued that if employees don\u2019t feel valued or engaged, they cannot deliver the level of excellence required to beat the competition.\n\u200bSo, how are you going to do Employer Branding? Rather than just posting job ads everywhere and waiting, HR should use marketing tactics to \u201csell\u201d the company culture and what it has to offer. Again, you don\u2019t have to compete by offering big salaries as you may not have the capacity to do it, although it helps a lot.\u00a0\n\u200bInstead, 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:\n\u200bOne, 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.\u00a0\n\u200bTwo, create the best social media content. This includes posting photos and videos of employee celebrations. Showcase employee milestones in achievers\u2019 conferences, monthly awards and related celebrations that don\u2019t sound like a dry, hard sell.\n\u200bThree, map the candidates\u2019 application journey. Make it easy for applicants to send their applications via an upload system. Analyze the process by the drop rate. If they\u2019re called in for interviews, how many don\u2019t show up.\n\u200bFour, develop employee brand ambassadors. Choose a group of cooperative, happy employees who are fully engaged to tell their stories on social media. If they\u2019re successful in attracting an X number of candidates, give them reasonable rewards. \nLEAN HR\n\u200bIn the bloody war for talent, the \u201cPost and Pray\u201d 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.\n\u200bAll 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.\n\u200bYou don\u2019t have to create new positions for those because everyone in HR can do the job by incorporating these tasks in their key performance indicators. \n\u200bRemember, 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 \u2014 like making HR processes easy to comply with.\n\u200bIt\u2019s 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.\n \nConsult Rey Elbo for free insights on people management. Send your workplace questions to elbonomics@gmail.com or DM him on Facebook, LinkedIn, X or https://reyelbo.com.", "date_published": "2026-05-08T00:01:25+08:00", "date_modified": "2026-05-07T19:46:28+08:00", "authors": [ { "name": "大象传媒", "url": "/author/cedadiantityclea/", "avatar": "https://secure.gravatar.com/avatar/fc38d2668fdee8f1e2b22df5e72ae6f4ad265ab7814de4aa60060edd377a70ce?s=512&d=mm&r=g" } ], "author": { "name": "大象传媒", "url": "/author/cedadiantityclea/", "avatar": "https://secure.gravatar.com/avatar/fc38d2668fdee8f1e2b22df5e72ae6f4ad265ab7814de4aa60060edd377a70ce?s=512&d=mm&r=g" }, "image": "/wp-content/uploads/2021/04/LM-default.jpg", "tags": [ "In The Workplace", "REY ELBO", "Editors' Picks", "Labor and Management" ] }, { "id": "/?p=746756", "url": "/labor-and-management/2026/05/01/746756/dole-says-uplift-role-focused-on-transport-agri/", "title": "DoLE says UPLIFT role focused on transport, agri", "content_html": "THE Department of Labor and Employment (DoLE) said on Thursday that it continues to play a role in the Unified Package for Livelihoods, Industry, Food, and Transport (UPLIFT) committee\u2019s inter-agency meetings aimed at shielding Filipino workers from the impact of the Middle East conflict and rising oil prices.
\nAt 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.
\n\u201cAlthough 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,\u201d Mr. Serrano said.
\nHe added that the department is working closely with economic managers to ensure that social protection and livelihood initiatives are integrated into the national response.
\nDoLE\u2019s 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.
\n\u201cWe saw the importance of keeping the transportation services moving because it is not just the drivers who are affected but also the commuting public,\u201d Mr. Serrano said.
\nDirector 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.
\n\u201cAs long as the budget is there, of course, the program will continue because our target is 50,000 plus beneficiaries,\u201d Ms. Reynoso said during the same briefing.
\n\u201cOur expectation is that once profiling is finished, we will start full implementation by May 15,\u201d she said.
\nShe 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.
\nBeyond 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.
\nFor 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.
\nRegarding 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.
\nHe said these boards hold delegated authority from the Wage Rationalization Act to evaluate whether current pressures, such as the Middle East conflict, constitute \u201curgent and reasonable grounds\u201d for a wage adjustment. \u2014 Erika Mae P. Sinaking
\n", "content_text": "THE Department of Labor and Employment (DoLE) said on Thursday that it continues to play a role in the Unified Package for Livelihoods, Industry, Food, and Transport (UPLIFT) committee\u2019s inter-agency meetings aimed at shielding Filipino workers from the impact of the Middle East conflict and rising oil prices.\nAt 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.\n\u201cAlthough 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,\u201d Mr. Serrano said.\nHe added that the department is working closely with economic managers to ensure that social protection and livelihood initiatives are integrated into the national response.\nDoLE\u2019s 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. \n\u201cWe saw the importance of keeping the transportation services moving because it is not just the drivers who are affected but also the commuting public,\u201d Mr. Serrano said.\nDirector 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.\n\u201cAs long as the budget is there, of course, the program will continue because our target is 50,000 plus beneficiaries,\u201d Ms. Reynoso said during the same briefing.\n\u201cOur expectation is that once profiling is finished, we will start full implementation by May 15,\u201d she said.\nShe 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.\nBeyond 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.\nFor 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. \nRegarding 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.\nHe said these boards hold delegated authority from the Wage Rationalization Act to evaluate whether current pressures, such as the Middle East conflict, constitute \u201curgent and reasonable grounds\u201d for a wage adjustment. \u2014 Erika Mae P. Sinaking", "date_published": "2026-05-01T00:02:06+08:00", "date_modified": "2026-04-30T19:37:31+08:00", "authors": [ { "name": "大象传媒", "url": "/author/cedadiantityclea/", "avatar": "https://secure.gravatar.com/avatar/fc38d2668fdee8f1e2b22df5e72ae6f4ad265ab7814de4aa60060edd377a70ce?s=512&d=mm&r=g" } ], "author": { "name": "大象传媒", "url": "/author/cedadiantityclea/", "avatar": "https://secure.gravatar.com/avatar/fc38d2668fdee8f1e2b22df5e72ae6f4ad265ab7814de4aa60060edd377a70ce?s=512&d=mm&r=g" }, "image": "/wp-content/uploads/2023/07/DoLE.jpg", "tags": [ "Erika Mae P. Sinaking", "Editors' Picks", "Labor and Management" ] }, { "id": "/?p=746755", "url": "/labor-and-management/2026/05/01/746755/10-smart-rules-for-summer-getaways/", "title": "10 smart rules for summer getaways", "content_html": "We\u2019re having an out-of-town beach party for all employees. Aside from the usual preparations, what other important things do we need to ensure a successful company event? \u2014 Silent Fox.
\n\u200bOTHER than a company-wide sports tournament, team building event, achievers\u2019 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.
\n\u200bSome misguided workers can turn the situation into an HR case study on blurred boundaries, liability exposure, and corporate reputational risk.
\n\u200bWhat 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.\u00a0 \u00a0
\n\u200bThat requires clarifying expectations before the trip that include setting dress codes, regulating alcohol use, establishing a curfew, and preparing for emergencies.\u00a0
\n\u200bThis 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\u2019s a recreation time.
\n\u200bRegardless of who shoulders the cost, a summer getaway must never be an excuse for anyone to commit wrongdoing.
\n10 RULES
\n\u200bA 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.
\u200bClear guidelines set expectations on accountability, behavior, health, and safety and to ensure\u00a0 that what happens off-site still reflects the organization\u2019s 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.
\n\u200bTo strike that balance, organizations typically adopt practical guidelines like the following:
\n\u200bOne, 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\u2019s important because some employees are tempted to behave differently when they wear flip-flops.
\n\u200bTwo, avoid forcing attendance. While attendance should remain voluntary, firm confirmation deadlines are necessary to avoid miscalculation of the budget. Require everyone\u2019s confirmation at least two months in advance, set deadlines for registration, and emphasize consequences for cancellations.
\n\u200bThree, emphasize the application of the Code of Conduct. Even outside the office, workplace policies must remain effective. That\u2019s because these extra-curricular events are company-managed and should not be treated as exceptions.
\n\u200bFour, 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.\u00a0
\n\u200bFive, 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.
\n\u200bSix, 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.
\n\u200bSeven, 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.
\n\u200bEight, set limits on company expenses. Be explicit on what\u2019s covered by the company\u2019s budget and authorized signatories who must keep the required receipts for reimbursement, if allowed. This avoids post-event accounting headaches and misunderstandings.
\n\u200bNine, 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.
\n\u200bTen, 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.
\nPOST-EVENT FEEDBACK
\n\u200bAfter 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\u2019s strategy.
\u200bBy identifying what resonated and what failed, we can systematically eliminate \u201cwaste\u201d as early as the planning process, ensuring future summer getaways are more seamless, inclusive, and enjoyable. Because even fun can be continuously improved.
\n\u200bThis data-driven approach transforms every observation into a strategic asset, guaranteeing that our future investments yield higher satisfaction and excellence.
\n\n
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.
\n", "content_text": "We\u2019re having an out-of-town beach party for all employees. Aside from the usual preparations, what other important things do we need to ensure a successful company event? \u2014 Silent Fox.\n\u200bOTHER than a company-wide sports tournament, team building event, achievers\u2019 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. \n\u200bSome misguided workers can turn the situation into an HR case study on blurred boundaries, liability exposure, and corporate reputational risk.\n\u200bWhat 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.\u00a0 \u00a0\n\u200bThat requires clarifying expectations before the trip that include setting dress codes, regulating alcohol use, establishing a curfew, and preparing for emergencies.\u00a0\n\u200bThis 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\u2019s a recreation time.\n\u200bRegardless of who shoulders the cost, a summer getaway must never be an excuse for anyone to commit wrongdoing.\n10 RULES\n\u200bA 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.\n\u200bClear guidelines set expectations on accountability, behavior, health, and safety and to ensure\u00a0 that what happens off-site still reflects the organization\u2019s 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.\n\u200bTo strike that balance, organizations typically adopt practical guidelines like the following:\n\u200bOne, 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\u2019s important because some employees are tempted to behave differently when they wear flip-flops. \n\u200bTwo, avoid forcing attendance. While attendance should remain voluntary, firm confirmation deadlines are necessary to avoid miscalculation of the budget. Require everyone\u2019s confirmation at least two months in advance, set deadlines for registration, and emphasize consequences for cancellations.\n\u200bThree, emphasize the application of the Code of Conduct. Even outside the office, workplace policies must remain effective. That\u2019s because these extra-curricular events are company-managed and should not be treated as exceptions.\n\u200bFour, 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.\u00a0\n\u200bFive, 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. \n\u200bSix, 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.\n\u200bSeven, 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.\n\u200bEight, set limits on company expenses. Be explicit on what\u2019s covered by the company\u2019s budget and authorized signatories who must keep the required receipts for reimbursement, if allowed. This avoids post-event accounting headaches and misunderstandings.\n\u200bNine, 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.\n\u200bTen, 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.\nPOST-EVENT FEEDBACK\n\u200bAfter 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\u2019s strategy. \n\u200bBy identifying what resonated and what failed, we can systematically eliminate \u201cwaste\u201d as early as the planning process, ensuring future summer getaways are more seamless, inclusive, and enjoyable. Because even fun can be continuously improved.\n\u200bThis data-driven approach transforms every observation into a strategic asset, guaranteeing that our future investments yield higher satisfaction and excellence.\n \nConsult 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.", "date_published": "2026-05-01T00:01:05+08:00", "date_modified": "2026-04-30T19:36:59+08:00", "authors": [ { "name": "大象传媒", "url": "/author/cedadiantityclea/", "avatar": "https://secure.gravatar.com/avatar/fc38d2668fdee8f1e2b22df5e72ae6f4ad265ab7814de4aa60060edd377a70ce?s=512&d=mm&r=g" } ], "author": { "name": "大象传媒", "url": "/author/cedadiantityclea/", "avatar": "https://secure.gravatar.com/avatar/fc38d2668fdee8f1e2b22df5e72ae6f4ad265ab7814de4aa60060edd377a70ce?s=512&d=mm&r=g" }, "image": "/wp-content/uploads/2021/04/LM-default.jpg", "tags": [ "In The Workplace", "REY ELBO", "Editors' Picks", "Labor and Management" ] }, { "id": "/?p=746796", "url": "/labor-and-management/2026/04/30/746796/anihan-technical-school-calls-for-more-tech-voc-scholars/", "title": "Anihan Technical School calls for more tech-voc scholars", "content_html": "Anihan Technical School, a project of the Foundation for Professional Training, Inc. (FPTI), called for more technical-vocational (tech-voc) students as demand for skilled workers in the hospitality sector rises.
\n\u201cOur 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,\u201d Anihan Technical School Officer-in-Charge Aileen R. Clutario told\u00a0大象传媒\u00a0in an interview on Thursday.
\n\u201cWe focus on young women, especially the underprivileged young women, because they have limited opportunities,\u201d she added. \u201cIt\u2019s also really the need of our industry partners.\u201d
\nSince its establishment in 1986, Anihan has already produced over 1,500 graduates from Palawan, Bicol, Ilocos, Bohol, Antique, Siargao, and other parts of CALABARZON.
\n\u201cWe\u2019re having this program for them to really pursue their dreams, even with limited financial capacity,\u201d Ms. Clutario said.
\n\u201cWe want to really give them opportunities because young women, if they don\u2019t have opportunities, they will just end up getting married at a very young age,\u201d she added.
\nAccording to the United Nations Children\u2019s 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.
\n\u201cEspecially 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,\u201d Ms. Clutario said.
\n\u201cWe want to help them, to help them break the cycle of poverty,\u201d she added.
\nAnihan 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\u2019 education.
\nThe 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).
\nUpon completion, students are automatically employed as dining and pantry attendants, pastry chefs, and sous chefs within the 83 partner commissaries, restaurants, and hotels nationwide.
\nThe Palm Country Club, Manam, Din Tai Fung, Dean & Deluca, George & Onnie\u2019s, and Vivere Hotel & Resorts are some of the companies that have partnered with Anihan.
\n\u201cWe need a lot of students because they (industry partners) are all asking for it at the same time,\u201d said Maria Senen L. Olmos, vice director for industry linkage and the learning affairs at Anihan Technical School, during a press briefing.
\n\u201cIt\u2019s like we\u2019re an extension of their HR (human resources)… It\u2019s how we take care of our partners that\u2019s why our partnerships last,\u201d she added.
\nA report by consultancy firm Mordor Intelligence revealed that the country\u2019s 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\u2019s growth. \u00a0
\nAnihan currently has 98 students and aims to reach 240 this year to meet sector demand.
\nThe 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.
\n\u201cThere are so many young girls who are very deserving,\u201d Ms. Clutario said. \u201cThey have unlimited potential, but limited opportunities.\u201d \u2014\u00a0Almira Louise S. Martinez
\n", "content_text": "Anihan Technical School, a project of the Foundation for Professional Training, Inc. (FPTI), called for more technical-vocational (tech-voc) students as demand for skilled workers in the hospitality sector rises.\n\u201cOur 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,\u201d Anihan Technical School Officer-in-Charge Aileen R. Clutario told\u00a0大象传媒\u00a0in an interview on Thursday.\n\u201cWe focus on young women, especially the underprivileged young women, because they have limited opportunities,\u201d she added. \u201cIt\u2019s also really the need of our industry partners.\u201d\nSince its establishment in 1986, Anihan has already produced over 1,500 graduates from Palawan, Bicol, Ilocos, Bohol, Antique, Siargao, and other parts of CALABARZON.\n\u201cWe\u2019re having this program for them to really pursue their dreams, even with limited financial capacity,\u201d Ms. Clutario said.\n\u201cWe want to really give them opportunities because young women, if they don\u2019t have opportunities, they will just end up getting married at a very young age,\u201d she added.\nAccording to the United Nations Children\u2019s 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.\n\u201cEspecially 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,\u201d Ms. Clutario said.\n\u201cWe want to help them, to help them break the cycle of poverty,\u201d she added.\nAnihan 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\u2019 education.\nThe 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).\nUpon completion, students are automatically employed as dining and pantry attendants, pastry chefs, and sous chefs within the 83 partner commissaries, restaurants, and hotels nationwide.\nThe Palm Country Club, Manam, Din Tai Fung, Dean & Deluca, George & Onnie\u2019s, and Vivere Hotel & Resorts are some of the companies that have partnered with Anihan.\n\u201cWe need a lot of students because they (industry partners) are all asking for it at the same time,\u201d said Maria Senen L. Olmos, vice director for industry linkage and the learning affairs at Anihan Technical School, during a press briefing.\n\u201cIt\u2019s like we\u2019re an extension of their HR (human resources)… It\u2019s how we take care of our partners that\u2019s why our partnerships last,\u201d she added.\nA report by consultancy firm Mordor Intelligence revealed that the country\u2019s 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\u2019s growth. \u00a0\nAnihan currently has 98 students and aims to reach 240 this year to meet sector demand.\nThe 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.\n\u201cThere are so many young girls who are very deserving,\u201d Ms. Clutario said. \u201cThey have unlimited potential, but limited opportunities.\u201d \u2014\u00a0Almira Louise S. Martinez", "date_published": "2026-04-30T18:51:58+08:00", "date_modified": "2026-04-30T18:51:58+08:00", "authors": [ { "name": "大象传媒", "url": "/author/cedadiantityclea/", "avatar": "https://secure.gravatar.com/avatar/fc38d2668fdee8f1e2b22df5e72ae6f4ad265ab7814de4aa60060edd377a70ce?s=512&d=mm&r=g" } ], "author": { "name": "大象传媒", "url": "/author/cedadiantityclea/", "avatar": "https://secure.gravatar.com/avatar/fc38d2668fdee8f1e2b22df5e72ae6f4ad265ab7814de4aa60060edd377a70ce?s=512&d=mm&r=g" }, "image": "/wp-content/uploads/2026/04/student-training.jpg", "tags": [ "almira louise s. martinez", "Labor and Management" ] }, { "id": "/?p=746433", "url": "/labor-and-management/2026/04/29/746433/feu-signs-dual-partnerships-to-strengthen-student-training/", "title": "FEU signs dual partnerships to strengthen student training", "content_html": "Far Eastern University (FEU) on Wednesday said its recent partnerships with industry players strengthen students\u2019 knowledge and experiences on industry-standard practices.
\n\u201cFEU has formalized two strategic partnerships aimed at strengthening industry standards in hospitality and advancing evidence-based practice in professional fields,\u201d the university said in a news release.
\n\u201cThese dual partnerships reinforce FEU Academy\u2019s broader mission to deliver relevant, impactful, and practitioner-driven education,\u201d it added.
\nAccording 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.
\nIn 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. \u00a0
\nTo 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.
\n\u201cOur partnership with FEU Academy and ITHM (Institute of Tourism and Hotel Management) reflects our family restaurant\u2019s commitment to quality, homey, and clean food service, rooted in warm hospitality and memorable dining experiences,\u201d Bacolod Chicken Inasal General Manager Jose Mari Tanalgo said.
\nIn a separate agreement, FEU Academy\u2019s 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.
\n\u201cMonitoring and evaluation is not just about compliance\u2014it is about empowering stakeholders to use evidence in designing programs, evaluating outcomes, and advancing policies that make a real difference,\u201d AMEP-P President Enrique Lozari said.
\n\u201cWe and FEU Academy are committed to building the capacity of professionals and organizations to deliver results and drive lasting development impact,\u201d he added.
\nThe practitioner-led diploma course aims to link theoretical frameworks with real-world applications to address an \u201cincreasingly critical need\u201d across the public and private sectors. \u2014 Almira Louise S. Martinez
\n", "content_text": "Far Eastern University (FEU) on Wednesday said its recent partnerships with industry players strengthen students\u2019 knowledge and experiences on industry-standard practices.\n\u201cFEU has formalized two strategic partnerships aimed at strengthening industry standards in hospitality and advancing evidence-based practice in professional fields,\u201d the university said in a news release.\n\u201cThese dual partnerships reinforce FEU Academy\u2019s broader mission to deliver relevant, impactful, and practitioner-driven education,\u201d it added.\nAccording 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.\nIn 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. \u00a0\nTo 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.\n\u201cOur partnership with FEU Academy and ITHM (Institute of Tourism and Hotel Management) reflects our family restaurant\u2019s commitment to quality, homey, and clean food service, rooted in warm hospitality and memorable dining experiences,\u201d Bacolod Chicken Inasal General Manager Jose Mari Tanalgo said.\nIn a separate agreement, FEU Academy\u2019s 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.\n\u201cMonitoring and evaluation is not just about compliance\u2014it is about empowering stakeholders to use evidence in designing programs, evaluating outcomes, and advancing policies that make a real difference,\u201d AMEP-P President Enrique Lozari said.\n\u201cWe and FEU Academy are committed to building the capacity of professionals and organizations to deliver results and drive lasting development impact,\u201d he added.\nThe practitioner-led diploma course aims to link theoretical frameworks with real-world applications to address an \u201cincreasingly critical need\u201d across the public and private sectors. \u2014 Almira Louise S. Martinez", "date_published": "2026-04-29T18:48:25+08:00", "date_modified": "2026-04-29T18:48:25+08:00", "authors": [ { "name": "大象传媒", "url": "/author/cedadiantityclea/", "avatar": "https://secure.gravatar.com/avatar/fc38d2668fdee8f1e2b22df5e72ae6f4ad265ab7814de4aa60060edd377a70ce?s=512&d=mm&r=g" } ], "author": { "name": "大象传媒", "url": "/author/cedadiantityclea/", "avatar": "https://secure.gravatar.com/avatar/fc38d2668fdee8f1e2b22df5e72ae6f4ad265ab7814de4aa60060edd377a70ce?s=512&d=mm&r=g" }, "image": "/wp-content/uploads/2022/01/FEU.jpg", "tags": [ "almira louise s. martinez", "Labor and Management" ] }, { "id": "/?p=745120", "url": "/labor-and-management/2026/04/24/745120/phl-jobs-vulnerable-to-genai-estimated-at-28/", "title": "PHL jobs vulnerable to GenAI estimated at 28%", "content_html": "NEARLY 28% of jobs in the Philippines are now exposed to generative artificial intelligence (GenAI), placing the country at the upper end of the exposure scale across the Association of Southeast Asian Nations (ASEAN) region.
\nResearch 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.
\nThe findings point to a transformation of work rather than a total elimination of positions, the ILO said.
\nILO 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.
\nClerical 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.
\n\u201cThe vast majority face partial task automation, meaning work will evolve rather than disappear,\u201d the ILO said.
\nThe 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.
\nEducation 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%.
\nThe ILO added that these findings align with the national agenda set by President Ferdinand R. Marcos, Jr., who launched the Philippines\u2019 ASEAN 2026 Chairmanship with plans to use AI ethically and responsibly to support economic integration, digital transformation, and inclusive growth.
\nTo manage this transition, the ILO recommends human-centered policies that ensure AI governance promotes better jobs and adheres to international labor standards.
\n\u201cGenAI 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,\u201d the ILO said.
\n\u201cFinally, 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,\u201d it added. \u2014 Erika Mae P. Sinaking
\n", "content_text": "NEARLY 28% of jobs in the Philippines are now exposed to generative artificial intelligence (GenAI), placing the country at the upper end of the exposure scale across the Association of Southeast Asian Nations (ASEAN) region.\nResearch 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.\nThe findings point to a transformation of work rather than a total elimination of positions, the ILO said.\nILO 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.\nClerical 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.\n\u201cThe vast majority face partial task automation, meaning work will evolve rather than disappear,\u201d the ILO said.\nThe 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.\nEducation 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%.\nThe ILO added that these findings align with the national agenda set by President Ferdinand R. Marcos, Jr., who launched the Philippines\u2019 ASEAN 2026 Chairmanship with plans to use AI ethically and responsibly to support economic integration, digital transformation, and inclusive growth.\nTo manage this transition, the ILO recommends human-centered policies that ensure AI governance promotes better jobs and adheres to international labor standards.\n\u201cGenAI 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,\u201d the ILO said.\n\u201cFinally, 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,\u201d it added. \u2014 Erika Mae P. Sinaking", "date_published": "2026-04-24T00:01:45+08:00", "date_modified": "2026-04-23T19:12:30+08:00", "authors": [ { "name": "大象传媒", "url": "/author/rgentribirthfurd/", "avatar": "https://secure.gravatar.com/avatar/9965230d2fd009579b4e8df9a934f6d1021b1ee67e60bcb4cad3b7249a2900ce?s=512&d=mm&r=g" } ], "author": { "name": "大象传媒", "url": "/author/rgentribirthfurd/", "avatar": "https://secure.gravatar.com/avatar/9965230d2fd009579b4e8df9a934f6d1021b1ee67e60bcb4cad3b7249a2900ce?s=512&d=mm&r=g" }, "image": "/wp-content/uploads/2026/04/GenAI.jpg", "tags": [ "Erika Mae P. Sinaking", "Editors' Picks", "Labor and Management" ] }, { "id": "/?p=745108", "url": "/labor-and-management/2026/04/24/745108/old-school-vs-process-oriented-hiring/", "title": "Old-school vs process-oriented hiring", "content_html": "I’ve been promoted to oversee recruiting after a major reorganization, even if I don\u2019t have the experience other than hearing oft-repeated interview questions. What\u2019s the first thing to do? \u2014 Northern Bridge.
\nThe 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\u2019t add value to the hiring process is wasteful and should be eliminated or reduced.
\nYou can do this by reviewing the current process and adjust the policy with management approval. That\u2019s 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:
\nOne, review the job description. Analyze and compare it with model form and substance you can find on the internet. Don\u2019t just dust off an old description. Be critical about the role by asking the following questions: Could you outsource the job?
\nWhat are the \u201cmust-have\u201d technical skills and the \u201cnice-to-have\u201d attributes? What are the key performance indicators? What important things should be done in the first 45 to 60 days?
\nTwo, 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.
\nLimit asking for a truckload of certificates only from shortlisted candidates. Then, define the general timeline when the \u201ctime-to-hire\u201d is to be made.
\nThree, 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 \u201cpromotion from within.\u201d
\nWithout you knowing it, there could be high-potential people ready for promotion. If none, then that\u2019s the only time to tap outsiders.
\nFour, reflect on every candidate\u2019s experience. Treat applicants like the company\u2019s 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\u2019s a rejection.
\nIf you can\u2019t 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.
\nFive, be transparent about the salary range. This saves you and the applicants a lot of time. Not only that, be open about your company\u2019s background, its people, and the process. Include them in the job ad as well.
\nClarity builds trust, filters mismatched expectations early, and attracts candidates who value honesty over guesswork and corporate mystery.
\nSOME OLD-SCHOOL
\nINTERVIEW QUESTIONS
Now that we\u2019re 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:
\nOne, \u201ctell me something about yourself.\u201d 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.
\nTwo, \u201cwhat is your greatest weakness?\u201d Almost all applicants have already memorized their script on this. Besides, that question encourages exaggerated performance rather than the applicant\u2019s honesty. It\u2019s better to ask the applicant\u2019s recent mistakes, lessons learned, and how they overcame such adversity.
\nThree, \u201cwhere do you see yourself in five years?\u201d Nearly all people don\u2019t know their future plans and programs, except when you\u2019re 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.
\nFour, \u201cwhy should we hire you?\u201d 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.
\nDYNAMIC HIRING PROCESS
\nModern 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.
\nLook for past work behavior that could predict future performance better than scripted answers. Past behavior predicts future performance better than rehearsed answers.
\nTo do this, dynamic hiring managers use the STAR (Situation, Task, Action, Result) model to measure the applicants\u2019 response. Ditch rehearsed brilliance; only proven behavior separates real performers from polished but empty interview talk.
\n\n
\n
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.
\n", "content_text": "I’ve been promoted to oversee recruiting after a major reorganization, even if I don\u2019t have the experience other than hearing oft-repeated interview questions. What\u2019s the first thing to do? \u2014 Northern Bridge.\nThe 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\u2019t add value to the hiring process is wasteful and should be eliminated or reduced.\nYou can do this by reviewing the current process and adjust the policy with management approval. That\u2019s 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:\nOne, review the job description. Analyze and compare it with model form and substance you can find on the internet. Don\u2019t just dust off an old description. Be critical about the role by asking the following questions: Could you outsource the job?\nWhat are the \u201cmust-have\u201d technical skills and the \u201cnice-to-have\u201d attributes? What are the key performance indicators? What important things should be done in the first 45 to 60 days?\nTwo, 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.\nLimit asking for a truckload of certificates only from shortlisted candidates. Then, define the general timeline when the \u201ctime-to-hire\u201d is to be made.\nThree, 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 \u201cpromotion from within.\u201d\nWithout you knowing it, there could be high-potential people ready for promotion. If none, then that\u2019s the only time to tap outsiders.\nFour, reflect on every candidate\u2019s experience. Treat applicants like the company\u2019s 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\u2019s a rejection.\nIf you can\u2019t 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.\nFive, be transparent about the salary range. This saves you and the applicants a lot of time. Not only that, be open about your company\u2019s background, its people, and the process. Include them in the job ad as well.\nClarity builds trust, filters mismatched expectations early, and attracts candidates who value honesty over guesswork and corporate mystery.\nSOME OLD-SCHOOL\nINTERVIEW QUESTIONS\nNow that we\u2019re 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:\nOne, \u201ctell me something about yourself.\u201d 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.\nTwo, \u201cwhat is your greatest weakness?\u201d Almost all applicants have already memorized their script on this. Besides, that question encourages exaggerated performance rather than the applicant\u2019s honesty. It\u2019s better to ask the applicant\u2019s recent mistakes, lessons learned, and how they overcame such adversity.\nThree, \u201cwhere do you see yourself in five years?\u201d Nearly all people don\u2019t know their future plans and programs, except when you\u2019re 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.\nFour, \u201cwhy should we hire you?\u201d 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.\nDYNAMIC HIRING PROCESS\nModern 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.\nLook for past work behavior that could predict future performance better than scripted answers. Past behavior predicts future performance better than rehearsed answers.\nTo do this, dynamic hiring managers use the STAR (Situation, Task, Action, Result) model to measure the applicants\u2019 response. Ditch rehearsed brilliance; only proven behavior separates real performers from polished but empty interview talk.\n \n \nConsult 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.", "date_published": "2026-04-24T00:00:47+08:00", "date_modified": "2026-04-23T19:13:05+08:00", "authors": [ { "name": "大象传媒", "url": "/author/rgentribirthfurd/", "avatar": "https://secure.gravatar.com/avatar/9965230d2fd009579b4e8df9a934f6d1021b1ee67e60bcb4cad3b7249a2900ce?s=512&d=mm&r=g" } ], "author": { "name": "大象传媒", "url": "/author/rgentribirthfurd/", "avatar": "https://secure.gravatar.com/avatar/9965230d2fd009579b4e8df9a934f6d1021b1ee67e60bcb4cad3b7249a2900ce?s=512&d=mm&r=g" }, "image": "/wp-content/uploads/2021/04/LM-default.jpg", "tags": [ "In The Workplace", "REY ELBO", "Editors' Picks", "Labor and Management" ] }, { "id": "/?p=743512", "url": "/labor-and-management/2026/04/17/743512/online-expansion-becoming-talent-pipeline-for-employers/", "title": "Online expansion becoming talent pipeline for employers", "content_html": "MORE COMPANIES are struggling to meet growth targets as hiring and payroll challenges weigh on expansion, according to global HR platform Remote.
\n\u201cIn the past 12 months, 72% of businesses missed a key business goal because they could not find the right people,\u201d Remote said in a statement on Thursday.
\nCiting findings from its Global Workforce Report, the company said talent shortages remain a major constraint on business performance across markets.
\nThe report, based on a survey of 3,650 HR officials worldwide, showed firms are increasingly expanding internationally to address hiring gaps.
\nRemote 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.
\nHowever, it said hiring alone is not enough, noting that only 62% of business and HR leaders rated their company\u2019s performance and development processes as excellent in supporting employee retention.
\nRemote 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.
\nDespite these efforts, the company said operational challenges continue to hinder global hiring, particularly in payroll management.
\nRemote 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.
\nIt 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.
\nBarry 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.
\n\u201cAutomated payroll tools provide the support businesses need to scale sustainably across borders,\u201d Mr. Flanagan was quoted as saying in the statement.
\n\u201cWhen 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,\u201d he added.\u00a0\u2014 Erika Mae P. Sinaking
\n", "content_text": "MORE COMPANIES are struggling to meet growth targets as hiring and payroll challenges weigh on expansion, according to global HR platform Remote.\n\u201cIn the past 12 months, 72% of businesses missed a key business goal because they could not find the right people,\u201d Remote said in a statement on Thursday.\nCiting findings from its Global Workforce Report, the company said talent shortages remain a major constraint on business performance across markets.\nThe report, based on a survey of 3,650 HR officials worldwide, showed firms are increasingly expanding internationally to address hiring gaps.\nRemote 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.\nHowever, it said hiring alone is not enough, noting that only 62% of business and HR leaders rated their company\u2019s performance and development processes as excellent in supporting employee retention.\nRemote 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.\nDespite these efforts, the company said operational challenges continue to hinder global hiring, particularly in payroll management.\nRemote 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.\nIt 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.\nBarry 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.\n\u201cAutomated payroll tools provide the support businesses need to scale sustainably across borders,\u201d Mr. Flanagan was quoted as saying in the statement.\n\u201cWhen 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,\u201d he added.\u00a0\u2014 Erika Mae P. Sinaking", "date_published": "2026-04-17T00:02:22+08:00", "date_modified": "2026-04-16T19:53:35+08:00", "authors": [ { "name": "大象传媒", "url": "/author/cedadiantityclea/", "avatar": "https://secure.gravatar.com/avatar/fc38d2668fdee8f1e2b22df5e72ae6f4ad265ab7814de4aa60060edd377a70ce?s=512&d=mm&r=g" } ], "author": { "name": "大象传媒", "url": "/author/cedadiantityclea/", "avatar": "https://secure.gravatar.com/avatar/fc38d2668fdee8f1e2b22df5e72ae6f4ad265ab7814de4aa60060edd377a70ce?s=512&d=mm&r=g" }, "image": "/wp-content/uploads/2023/05/jobs-fair-manila-PHILSTAR-EDD-GUMBAN.jpg", "tags": [ "Erika Mae P. Sinaking", "Editors' Picks", "Labor and Management" ] }, { "id": "/?p=743511", "url": "/labor-and-management/2026/04/17/743511/using-silence-in-executive-headhunting/", "title": "Using silence in executive headhunting", "content_html": "I\u2019m a headhunter for private organizations that rely on me to choose their best job candidates. I guess I\u2019ve already perfected silence as a diagnostic tool for candidates vying for management positions. Please challenge my approach. \u2014 Crimson Banner.
\n\u200bI\u2019m not sure about your \u201csilence\u201d approach. How would you do that? Do you mean using dead air to assess candidates\u2019 capability while interviewing them? In my experience with headhunters, they don\u2019t spend much time with job candidates other than conducting a paper review of their CVs.
\n\u200bSilence is powerful, but it\u2019s not for headhunters. Besides, your \u201csilence\u201d 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.\u00a0 \u00a0
\n\u200bTheir 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.
\n\u200bIf this is the case, then how could headhunters be successful with candidates if they\u2019re to be tested with silence as a diagnostic tool?
\n\u200bHeadhunters prioritize persuading executive candidates to join the search. It\u2019s 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.\u00a0 \u00a0
\nBENEFITS OF SILENCE
\n\u200bWhile headhunters shouldn\u2019t rely on silence, employers can use it effectively in interviews. They\u2019re 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:
\u200bOne, 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.
\n\u200bTwo, analyzes emotional composure. For employers, silence can be a stress test for candidates. This is often done when the interviewer doesn\u2019t react \u2014 no nodding, no smiling, no \u201cuh-huh.\u201d This forces a candidate to recalibrate their answer by over-explaining or backpedaling, when they sense something was wrong with their answer.\u00a0 \u00a0
\n\u200bThree, 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.
\n\u200bFour, 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.
\n\u200bFive, detects bluffing. When a candidate makes a bold claim, a prospective employer might respond with\u2026 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\u2019 credibility or penchant to exaggerate.
\n\u200bSix, simulates boardroom reality. Savvy and seasoned senior executives don\u2019t immediately react to corporate issues without self-reflection. It\u2019s the same tactic that employers would want from candidates. Not people who are trigger-happy in crisis briefings. This is \u201cexecutive presence\u201d often characterized by comfort in an ambiguous setup.
\n\u200bSeven, understands who controls the conversation. This happens when silence helps understand who needs control versus who commands the situation. The best job candidates don\u2019t panic. Instead, they pause, check, and reflect if the interviewer wants more.
\n\u200bSilence reveals a candidate\u2019s maturity to distinguish between dialogue and monologue.
\nEXECUTIVE SILENCE
\nUnfortunately, many employers misinterpret silence as lack of leadership qualities. That\u2019s 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.
\u200bAmerican philosopher Elbert Hubbard (1856-1915) said: \u201cHe who does not understand your silence will probably not understand your words.\u201d Experienced, senior leaders know that not everything needs explaining.
\n\u200bSilence can carry authority, even mystery \u2014 much better than over-explaining.
\n\u200bIn conclusion, a prospective employer would want to see their best candidate show how they think when they\u2019re not being coached or given instructions. In other words, employers would want to see how you respond to a situation when not being helped.
\n\n
Consult Rey Elbo for his free insights on people management. Send your workplace questions to\u00a0elbonomics@gmail.com\u00a0or DM him on Facebook, LinkedIn, X or\u00a0https://reyelbo.com.
\n", "content_text": "I\u2019m a headhunter for private organizations that rely on me to choose their best job candidates. I guess I\u2019ve already perfected silence as a diagnostic tool for candidates vying for management positions. Please challenge my approach. \u2014 Crimson Banner.\n\u200bI\u2019m not sure about your \u201csilence\u201d approach. How would you do that? Do you mean using dead air to assess candidates\u2019 capability while interviewing them? In my experience with headhunters, they don\u2019t spend much time with job candidates other than conducting a paper review of their CVs.\n\u200bSilence is powerful, but it\u2019s not for headhunters. Besides, your \u201csilence\u201d 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.\u00a0 \u00a0\n\u200bTheir 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.\n\u200bIf this is the case, then how could headhunters be successful with candidates if they\u2019re to be tested with silence as a diagnostic tool?\n\u200bHeadhunters prioritize persuading executive candidates to join the search. It\u2019s 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.\u00a0 \u00a0\nBENEFITS OF SILENCE\n\u200bWhile headhunters shouldn\u2019t rely on silence, employers can use it effectively in interviews. They\u2019re 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: \n\u200bOne, 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.\n\u200bTwo, analyzes emotional composure. For employers, silence can be a stress test for candidates. This is often done when the interviewer doesn\u2019t react \u2014 no nodding, no smiling, no \u201cuh-huh.\u201d This forces a candidate to recalibrate their answer by over-explaining or backpedaling, when they sense something was wrong with their answer.\u00a0 \u00a0\n\u200bThree, 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.\n\u200bFour, 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.\n\u200bFive, detects bluffing. When a candidate makes a bold claim, a prospective employer might respond with\u2026 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\u2019 credibility or penchant to exaggerate.\n\u200bSix, simulates boardroom reality. Savvy and seasoned senior executives don\u2019t immediately react to corporate issues without self-reflection. It\u2019s the same tactic that employers would want from candidates. Not people who are trigger-happy in crisis briefings. This is \u201cexecutive presence\u201d often characterized by comfort in an ambiguous setup.\n\u200bSeven, understands who controls the conversation. This happens when silence helps understand who needs control versus who commands the situation. The best job candidates don\u2019t panic. Instead, they pause, check, and reflect if the interviewer wants more. \n\u200bSilence reveals a candidate\u2019s maturity to distinguish between dialogue and monologue.\nEXECUTIVE SILENCE\nUnfortunately, many employers misinterpret silence as lack of leadership qualities. That\u2019s 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.\n\u200bAmerican philosopher Elbert Hubbard (1856-1915) said: \u201cHe who does not understand your silence will probably not understand your words.\u201d Experienced, senior leaders know that not everything needs explaining.\n\u200bSilence can carry authority, even mystery \u2014 much better than over-explaining.\n\u200bIn conclusion, a prospective employer would want to see their best candidate show how they think when they\u2019re not being coached or given instructions. In other words, employers would want to see how you respond to a situation when not being helped.\n \nConsult Rey Elbo for his free insights on people management. Send your workplace questions to\u00a0elbonomics@gmail.com\u00a0or DM him on Facebook, LinkedIn, X or\u00a0https://reyelbo.com.", "date_published": "2026-04-17T00:01:21+08:00", "date_modified": "2026-04-16T19:21:49+08:00", "authors": [ { "name": "大象传媒", "url": "/author/cedadiantityclea/", "avatar": "https://secure.gravatar.com/avatar/fc38d2668fdee8f1e2b22df5e72ae6f4ad265ab7814de4aa60060edd377a70ce?s=512&d=mm&r=g" } ], "author": { "name": "大象传媒", "url": "/author/cedadiantityclea/", "avatar": "https://secure.gravatar.com/avatar/fc38d2668fdee8f1e2b22df5e72ae6f4ad265ab7814de4aa60060edd377a70ce?s=512&d=mm&r=g" }, "image": "/wp-content/uploads/2026/04/image-serious-businessman-black-trendy-suit-looking-through-magnifying-glass-looking-emplo.jpg", "tags": [ "In The Workplace", "REY ELBO", "Editors' Picks", "Labor and Management" ] }, { "id": "/?p=743476", "url": "/labor-and-management/2026/04/16/743476/ipeople-sees-micro-credentials-as-a-solution-for-phls-skills-gap/", "title": "iPeople sees micro-credentials as a solution for PHL\u2019s skills gap", "content_html": "Education firm iPeople, Inc., said micro-credentials can help bridge the skills gap in the Philippines and position Filipinos at the forefront of emerging roles and talent globally.
\n\u201cAcross our network, we\u2019re transforming how education works from traditional four-year degrees to lifelong, stackable learning experiences,\u201d iPeople, Inc. Chairman and Chief Executive Officer Rey Vea said in a news release.
\n\u201cMicro-credentials form a new learning culture that empowers Filipino students to take control of their future careers,\u201d he added. \u201cBuilding skills and credentials they can take with them anywhere they go.\u201d
\nData 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.
\nTo help upskill and foster globally competitive Filipinos, iPeople commits to providing internationally recognized and industry-aligned micro-credential offerings through its partnership with Coursera.
\nCompletion of certifications ensures the issuance of tamper-proof, globally verifiable digital credentials.
\n\u201cThis is about future-building Filipino talent,\u201d said Mr. Vea.
\n\u201cOur partnership with Coursera also makes it possible for us to anticipate emerging roles, and micro-credentials can be rolled out in a timely manner,\u201d she added.
\nAccording to CHED\u2019s 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.
\nThe agency also urged universities to implement micro-credentials in ways that are responsive to both national development goals and local workforce needs.
\nThe 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.
\nEach 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.
\niPeople currently owns various institutions nationwide, including Map\u00faa University, Map\u00faa Malayan Colleges Laguna, Map\u00faa Colleges Mindanao, Map\u00faa Malayan Digital College, University of Nueva Caceres, and National Teachers College. \u2014 Almira Louise S. Martinez
\n", "content_text": "Education firm iPeople, Inc., said micro-credentials can help bridge the skills gap in the Philippines and position Filipinos at the forefront of emerging roles and talent globally.\n\u201cAcross our network, we\u2019re transforming how education works from traditional four-year degrees to lifelong, stackable learning experiences,\u201d iPeople, Inc. Chairman and Chief Executive Officer Rey Vea said in a news release.\n\u201cMicro-credentials form a new learning culture that empowers Filipino students to take control of their future careers,\u201d he added. \u201cBuilding skills and credentials they can take with them anywhere they go.\u201d\nData 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.\nTo help upskill and foster globally competitive Filipinos, iPeople commits to providing internationally recognized and industry-aligned micro-credential offerings through its partnership with Coursera.\nCompletion of certifications ensures the issuance of tamper-proof, globally verifiable digital credentials.\n\u201cThis is about future-building Filipino talent,\u201d said Mr. Vea.\n\u201cOur partnership with Coursera also makes it possible for us to anticipate emerging roles, and micro-credentials can be rolled out in a timely manner,\u201d she added.\nAccording to CHED\u2019s 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.\nThe agency also urged universities to implement micro-credentials in ways that are responsive to both national development goals and local workforce needs.\nThe 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.\nEach 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.\niPeople currently owns various institutions nationwide, including Map\u00faa University, Map\u00faa Malayan Colleges Laguna, Map\u00faa Colleges Mindanao, Map\u00faa Malayan Digital College, University of Nueva Caceres, and National Teachers College. \u2014 Almira Louise S. Martinez", "date_published": "2026-04-16T18:54:13+08:00", "date_modified": "2026-04-20T16:39:55+08:00", "authors": [ { "name": "大象传媒", "url": "/author/cedadiantityclea/", "avatar": "https://secure.gravatar.com/avatar/fc38d2668fdee8f1e2b22df5e72ae6f4ad265ab7814de4aa60060edd377a70ce?s=512&d=mm&r=g" } ], "author": { "name": "大象传媒", "url": "/author/cedadiantityclea/", "avatar": "https://secure.gravatar.com/avatar/fc38d2668fdee8f1e2b22df5e72ae6f4ad265ab7814de4aa60060edd377a70ce?s=512&d=mm&r=g" }, "image": "/wp-content/uploads/2024/01/Toyota-Aisin-Transmission-Plant-workers.jpg", "tags": [ "almira louise s. martinez", "Labor and Management" ] }, { "id": "/?p=742990", "url": "/labor-and-management/2026/04/14/742990/sanofi-philcare-ink-partnership-to-promote-preventive-workplace-health/", "title": "Sanofi, PhilCare ink partnership to promote preventive workplace health", "content_html": "Biopharma company Sanofi Philippines and PhilCare, a health maintenance organization (HMO), signed a partnership on Tuesday to promote workplace vaccination and a proactive health approach for the local workforce.
\nThe 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.
\nThe partnership underscores the importance of taking preventive measures for safer and healthier working environments in workplaces and communities.
\nWith 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.
\nDiseases 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.
\n\u201cAs the country\u2019s workforce continues to grow, maintaining employee health is important to sustaining productivity and economic growth,\u201d Vanessa Yabut-Gomez, head of vaccines for Sanofi Philippines said in a statement.
\n\u201cImmunization is one of the most viable ways to support the health of Filipino employees.\u201d
\nThe 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.
\nUnvaccinated adults, especially those managing underlying conditions, face severe impacts from the flu.
\nThe World Health Organization emphasizes the critical role of vaccines in controlling disease outbreaks.
\nHowever, adult immunization remains overlooked due to significant barriers, including high costs, limited access to vaccines, and a general lack of awareness.
\nThrough the partnership between Sanofi Philippines and PhilCare, these barriers are being addressed by expanding access for corporate members and strengthening vaccination awareness.
\nFor PhilCare, the partnership reinforces the company\u2019s commitment to delivering comprehensive healthcare services to Filipinos across the country.
\n\u201cBy 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,\u201d Jaeger L. Tanco, president and chief executive officer (CEO) of PhilCare said in a statement. \u2014 Edg Adrian A. Eva
\n", "content_text": "Biopharma company Sanofi Philippines and PhilCare, a health maintenance organization (HMO), signed a partnership on Tuesday to promote workplace vaccination and a proactive health approach for the local workforce.\nThe 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.\nThe partnership underscores the importance of taking preventive measures for safer and healthier working environments in workplaces and communities.\nWith 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.\nDiseases 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.\n\u201cAs the country\u2019s workforce continues to grow, maintaining employee health is important to sustaining productivity and economic growth,\u201d Vanessa Yabut-Gomez, head of vaccines for Sanofi Philippines said in a statement.\n\u201cImmunization is one of the most viable ways to support the health of Filipino employees.\u201d\nThe 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.\nUnvaccinated adults, especially those managing underlying conditions, face severe impacts from the flu.\nThe World Health Organization emphasizes the critical role of vaccines in controlling disease outbreaks.\nHowever, adult immunization remains overlooked due to significant barriers, including high costs, limited access to vaccines, and a general lack of awareness.\nThrough the partnership between Sanofi Philippines and PhilCare, these barriers are being addressed by expanding access for corporate members and strengthening vaccination awareness.\nFor PhilCare, the partnership reinforces the company\u2019s commitment to delivering comprehensive healthcare services to Filipinos across the country.\n\u201cBy 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,\u201d Jaeger L. Tanco, president and chief executive officer (CEO) of PhilCare said in a statement. \u2014 Edg Adrian A. Eva", "date_published": "2026-04-14T21:05:30+08:00", "date_modified": "2026-04-14T21:05:30+08:00", "authors": [ { "name": "大象传媒", "url": "/author/cedadiantityclea/", "avatar": "https://secure.gravatar.com/avatar/fc38d2668fdee8f1e2b22df5e72ae6f4ad265ab7814de4aa60060edd377a70ce?s=512&d=mm&r=g" } ], "author": { "name": "大象传媒", "url": "/author/cedadiantityclea/", "avatar": "https://secure.gravatar.com/avatar/fc38d2668fdee8f1e2b22df5e72ae6f4ad265ab7814de4aa60060edd377a70ce?s=512&d=mm&r=g" }, "image": "/wp-content/uploads/2026/04/PhilCare.jpg", "tags": [ "Edg Adrian A. Eva", "Labor and Management" ] }, { "id": "/?p=741900", "url": "/labor-and-management/2026/04/10/741900/most-filipino-gen-z-workers-seek-career-growth-study/", "title": "Most Filipino Gen Z workers seek career growth \u2014 study", "content_html": "OPPORTUNITIES for career advancement have emerged as the leading incentive for retaining the youngest members of the Philippine workforce, according to a study by global talent solutions firm Robert Walters.
\nIn 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.
\n\u201cGen 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,\u201d Gavin Henshaw, country director at Robert Walters Philippines, was quoted as saying.
\nGen 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.
\nRobert 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.
\nIt 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.
\n\u201cTo 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,\u201d Mr. Henshaw said.
\nAcross 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.
\nIn 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.
\n\u201cBy 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,\u201d said Kimberly Liu, chief executive officer of Robert Walters Southeast Asia. \u2014 EMPS
\n", "content_text": "OPPORTUNITIES for career advancement have emerged as the leading incentive for retaining the youngest members of the Philippine workforce, according to a study by global talent solutions firm Robert Walters.\nIn 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.\n\u201cGen 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,\u201d Gavin Henshaw, country director at Robert Walters Philippines, was quoted as saying.\nGen 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.\nRobert 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.\nIt 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.\n\u201cTo 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,\u201d Mr. Henshaw said.\nAcross 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.\nIn 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.\n\u201cBy 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,\u201d said Kimberly Liu, chief executive officer of Robert Walters Southeast Asia. \u2014 EMPS", "date_published": "2026-04-10T00:02:43+08:00", "date_modified": "2026-04-09T17:59:52+08:00", "authors": [ { "name": "大象传媒", "url": "/author/cedadiantityclea/", "avatar": "https://secure.gravatar.com/avatar/fc38d2668fdee8f1e2b22df5e72ae6f4ad265ab7814de4aa60060edd377a70ce?s=512&d=mm&r=g" } ], "author": { "name": "大象传媒", "url": "/author/cedadiantityclea/", "avatar": "https://secure.gravatar.com/avatar/fc38d2668fdee8f1e2b22df5e72ae6f4ad265ab7814de4aa60060edd377a70ce?s=512&d=mm&r=g" }, "image": "/wp-content/uploads/2026/04/office-worker.jpg", "tags": [ "Erika Mae P. Sinaking", "Editors' Picks", "Labor and Management" ] }, { "id": "/?p=741899", "url": "/labor-and-management/2026/04/10/741899/unusual-but-effective-hiring-techniques/", "title": "Unusual, but effective hiring techniques", "content_html": "I was interviewed for a director position by the first vice-president (FVP) of a major bank. After asking two questions, he offered me an expensive, sparkling bottle of mineral water from the refrigerator in his room. Instead of asking his secretary, he served the water like a waiter in a fancy restaurant. Was that a part of the hiring process? \u2014 Silver Compass.
\nWe\u2019re not sure about the motive of the interviewer. We can only speculate. However, by analyzing the context of your story, it\u2019s possible that the interviewer\u2019s secretary was not at her desk. That\u2019s why the FVP played the part.
\nIf the stakes are high \u2014 the importance of a vacated post, the final stage of the interview process, and the rank of the interviewer, it\u2019s possible that you\u2019re being subjected to an unusual hiring technique. But not in the way most people think. It\u2019s not about the mineral water alone, but the way it was served to you.
\nBut still, why did you say the interviewer acted like \u201ca waiter in a fancy restaurant?\u201d In a fine-dining environment, the service of bottled mineral water is treated with the same ceremony as a bottle of fine wine.
\nIf that\u2019s not the case, you might just be imagining that special attention is being given. The truth of the matter is \u2014 many candidates, including those in the final stage of the hiring process are not prepared to handle \u201cunscripted human moments,\u201d especially in a job interview where a $40 Perrier was served.
\nThat\u2019s where the applicant\u2019s real personality leaks out. It\u2019s not about the expensive sparkling water. Rather, it\u2019s about you being subjected to subtle observation.
\nWHAT\u2019S YOUR REACTION?
\nHigh-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.\u00a0
How did you respond to the interviewer\u2019s service? How did you acknowledge the effort? Did you appear confused by the gesture? How did you maintain presence and ease?
\nIt could be that the interviewer is checking your sense of entitlement and humility. Do you accept it as a right or courtesy? If you\u2019re applying for a director-level position, it\u2019s possible, they\u2019re not just hiring competence, but also checking your behavior using a \u201cmicroscope.\u201d
\nOTHER UNUSUAL HIRING TECHNIQUES
\nIf you\u2019re part of the short list (top two candidates) and you\u2019re 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.
\nTwo, hosting a \u201clunch interview\u201d 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.
\nThree, 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.
\nFour, checking the applicant\u2019s 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?
\nFive, 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?
\nThe 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?
\nThe 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.
\nSmart employers test all shortlisted candidates in the same manner, with very few adjustments. They don\u2019t 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.
\n\n
Consult Rey Elbo for his free insights on people management. Send your workplace questions to\u00a0elbonomics@gmail.com\u00a0or DM him on Facebook, LinkedIn, X or\u00a0https://reyelbo.com.
\n", "content_text": "I was interviewed for a director position by the first vice-president (FVP) of a major bank. After asking two questions, he offered me an expensive, sparkling bottle of mineral water from the refrigerator in his room. Instead of asking his secretary, he served the water like a waiter in a fancy restaurant. Was that a part of the hiring process? \u2014 Silver Compass.\nWe\u2019re not sure about the motive of the interviewer. We can only speculate. However, by analyzing the context of your story, it\u2019s possible that the interviewer\u2019s secretary was not at her desk. That\u2019s why the FVP played the part.\nIf the stakes are high \u2014 the importance of a vacated post, the final stage of the interview process, and the rank of the interviewer, it\u2019s possible that you\u2019re being subjected to an unusual hiring technique. But not in the way most people think. It\u2019s not about the mineral water alone, but the way it was served to you.\nBut still, why did you say the interviewer acted like \u201ca waiter in a fancy restaurant?\u201d In a fine-dining environment, the service of bottled mineral water is treated with the same ceremony as a bottle of fine wine.\nIf that\u2019s not the case, you might just be imagining that special attention is being given. The truth of the matter is \u2014 many candidates, including those in the final stage of the hiring process are not prepared to handle \u201cunscripted human moments,\u201d especially in a job interview where a $40 Perrier was served.\nThat\u2019s where the applicant\u2019s real personality leaks out. It\u2019s not about the expensive sparkling water. Rather, it\u2019s about you being subjected to subtle observation.\nWHAT\u2019S YOUR REACTION?\nHigh-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.\u00a0 \nHow did you respond to the interviewer\u2019s service? How did you acknowledge the effort? Did you appear confused by the gesture? How did you maintain presence and ease?\nIt could be that the interviewer is checking your sense of entitlement and humility. Do you accept it as a right or courtesy? If you\u2019re applying for a director-level position, it\u2019s possible, they\u2019re not just hiring competence, but also checking your behavior using a \u201cmicroscope.\u201d\nOTHER UNUSUAL HIRING TECHNIQUES\nIf you\u2019re part of the short list (top two candidates) and you\u2019re 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:\nOne, 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.\nTwo, hosting a \u201clunch interview\u201d 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.\nThree, 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.\nFour, checking the applicant\u2019s 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?\nFive, 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?\nThe 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?\nThe 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.\nSmart employers test all shortlisted candidates in the same manner, with very few adjustments. They don\u2019t 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.\n \nConsult Rey Elbo for his free insights on people management. Send your workplace questions to\u00a0elbonomics@gmail.com\u00a0or DM him on Facebook, LinkedIn, X or\u00a0https://reyelbo.com.", "date_published": "2026-04-10T00:01:42+08:00", "date_modified": "2026-04-09T17:57:55+08:00", "authors": [ { "name": "大象传媒", "url": "/author/cedadiantityclea/", "avatar": "https://secure.gravatar.com/avatar/fc38d2668fdee8f1e2b22df5e72ae6f4ad265ab7814de4aa60060edd377a70ce?s=512&d=mm&r=g" } ], "author": { "name": "大象传媒", "url": "/author/cedadiantityclea/", "avatar": "https://secure.gravatar.com/avatar/fc38d2668fdee8f1e2b22df5e72ae6f4ad265ab7814de4aa60060edd377a70ce?s=512&d=mm&r=g" }, "image": "/wp-content/uploads/2026/04/business-situation-job-interview-concept-job-seeker-present-resume-managers.jpg", "tags": [ "In The Workplace", "REY ELBO", "Editors' Picks", "Labor and Management" ] }, { "id": "/?p=741858", "url": "/labor-and-management/2026/04/09/741858/unilever-philippines-general-trias-ink-livelihood-partnership-to-train-over-400-residents/", "title": "Unilever Philippines, General Trias ink livelihood partnership to train over 400 residents", "content_html": "Unilever Philippines and the city government of General Trias in Cavite have launched a livelihood partnership aimed at providing additional income opportunities for local residents.
\nCalled 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.
\nThe 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.
\n\u201cGentriAsenso shows how the private and public sectors can work together to provide better livelihood opportunities for our residents,\u201d Luis \u201cJon-Jon\u201d A. Ferrer IV, mayor of General Trias City, said in a statement in Filipino.
\nFor Unilever Philippines head of communications, corporate affairs, and sustainability Joseph R. Fabul, the program further strengthens the company\u2019s partnership with the city government.
\n\u201cAng 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],\u201d Mr. Fabul said in a statement.
\nUnder the GentriAsenso program, the initiative is anchored on three components \u2014 Kaalaman (Educate), Kasanayan (Skills), and Kabuhayan (Livelihood) \u2014 and will be rolled out through monthly barangay caravans across the city.
\nEach cycle will accommodate 75 enrollees, with a target of 450 beneficiaries.
\nParticipants 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.
\nThe city mayor also committed to provide a P2,000 grant to all graduates as supplementary start-up capital.
\nTop trainees in each batch will receive cash rewards and have their National Certificate Level II (NCII) assessment fees waived.
\nGeneral Trias City is home to Unilever\u2019s manufacturing facility, which produces the majority, or 90%, of the company\u2019s locally manufacturing products sold in the country.
\nThe facility, which opened in 2023, also produces select products for export to Southeast Asia, Australia, and North America. \u2014 Edg Adrian A. Eva
\n", "content_text": "Unilever Philippines and the city government of General Trias in Cavite have launched a livelihood partnership aimed at providing additional income opportunities for local residents.\nCalled 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.\nThe 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.\n\u201cGentriAsenso shows how the private and public sectors can work together to provide better livelihood opportunities for our residents,\u201d Luis \u201cJon-Jon\u201d A. Ferrer IV, mayor of General Trias City, said in a statement in Filipino.\nFor Unilever Philippines head of communications, corporate affairs, and sustainability Joseph R. Fabul, the program further strengthens the company\u2019s partnership with the city government.\n\u201cAng 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],\u201d Mr. Fabul said in a statement.\nUnder the GentriAsenso program, the initiative is anchored on three components \u2014 Kaalaman (Educate), Kasanayan (Skills), and Kabuhayan (Livelihood) \u2014 and will be rolled out through monthly barangay caravans across the city.\nEach cycle will accommodate 75 enrollees, with a target of 450 beneficiaries.\nParticipants 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.\nThe city mayor also committed to provide a P2,000 grant to all graduates as supplementary start-up capital.\nTop trainees in each batch will receive cash rewards and have their National Certificate Level II (NCII) assessment fees waived.\nGeneral Trias City is home to Unilever\u2019s manufacturing facility, which produces the majority, or 90%, of the company\u2019s locally manufacturing products sold in the country.\nThe facility, which opened in 2023, also produces select products for export to Southeast Asia, Australia, and North America. \u2014 Edg Adrian A. Eva", "date_published": "2026-04-09T16:17:46+08:00", "date_modified": "2026-04-09T16:17:46+08:00", "authors": [ { "name": "大象传媒", "url": "/author/cedadiantityclea/", "avatar": "https://secure.gravatar.com/avatar/fc38d2668fdee8f1e2b22df5e72ae6f4ad265ab7814de4aa60060edd377a70ce?s=512&d=mm&r=g" } ], "author": { "name": "大象传媒", "url": "/author/cedadiantityclea/", "avatar": "https://secure.gravatar.com/avatar/fc38d2668fdee8f1e2b22df5e72ae6f4ad265ab7814de4aa60060edd377a70ce?s=512&d=mm&r=g" }, "image": "/wp-content/uploads/2024/02/Unilever.jpg", "tags": [ "Edg Adrian A. Eva", "Labor and Management" ] }, { "id": "/?p=740416", "url": "/labor-and-management/2026/04/01/740416/omega-healthcare-ramps-up-us-licensed-filipino-nurse-hiring-by-40/", "title": "Omega Healthcare ramps up US-licensed Filipino nurse hiring by 40%", "content_html": "Outsourced medical services provider Omega Healthcare Philippines said it will increase its workforce of United States-licensed Filipino nurses to about 40% to meet the rising demand for healthcare outsourcing services abroad.
\n\u201cThis reflects the increasing demand for experienced clinicians who can support overseas healthcare providers while earning competitively at global rates,\u201d Omega Healthcare Philippines Director of Clinical Services Delivery Henriech Libay told 大象传媒 in an e-mail interview.
\nAccording to the National Institutes of Health, about 4% to 4.5% of registered nurses in the United States (US) are Filipino.
\nThe 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.
\nAs demand increases, the World Health Organization (WHO) revealed that a possible shortfall of 11 million health workers could occur by 2030.
\nWith 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.
\n\u201cInstead of relying solely on overseas hiring, many providers are now working with partners that can deliver clinical and operational support remotely,\u201d he said.
\nThe company\u2019s employment is also driven by the growing number of healthcare professionals who prefer staying close to home while working within the global healthcare system.
\n\u201cFilipino healthcare workers remain among the most sought-after globally because of their strong clinical training, English proficiency, and ability to adapt to international standards,\u201d he said.
\n\u201cThis approach helps meet global demand while also giving Filipino professionals more flexible career options without the need to migrate,\u201d he added.
\nAI IN THE HEALTHCARE SECTOR
\nAccording to Mr. Libay, Filipino healthcare professionals have \u201cadapted well\u201d to the changes brought by artificial intelligence (AI) in healthcare operations globally.
\u201cMany roles today require not only medical knowledge but also familiarity with digital platforms,\u201d he said. \u201cRather than replacing clinicians, AI is making their roles more specialized and increasingly dependent on experience and critical thinking.\u201d
\nHe added that nurses with bedside experiences and who are open to learning new systems are transitioning well into \u201ctechnology-enabled\u201d roles brought by AI. \u201cThis is one of the reasons Filipino clinicians continue to be in demand even as the healthcare industry evolves.\u201d
\nAmong the new technology-enabled roles in the sector are those under Utilization Management, Case and Disease Management, Population Health Management, and Provider Support.
\nAs AI slowly integrates into the healthcare system, the risk of sensitive data exposure also increases.
\nData 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%.
\nThe 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.
\nTo address this challenge, organizations have deployed \u201ccompany-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%.
\n\u201cWhile building defenses against external threats is essential\u2026 addressing internal risk is equally important, especially in such a highly-regulated industry and a context of fast-paced cloud and AI adoption,\u201d Ray Canzanese, director of Netskope Threat Labs, said in a statement.
\n\u201cDeploying company-approved applications\u2026 along with relevant security tools, should be a high priority for healthcare organizations to strike a balance between modernization and security,\u201d he added. \u2014 Almira Louise S. Martinez
\n", "content_text": "Outsourced medical services provider Omega Healthcare Philippines said it will increase its workforce of United States-licensed Filipino nurses to about 40% to meet the rising demand for healthcare outsourcing services abroad.\n\u201cThis reflects the increasing demand for experienced clinicians who can support overseas healthcare providers while earning competitively at global rates,\u201d Omega Healthcare Philippines Director of Clinical Services Delivery Henriech Libay told 大象传媒 in an e-mail interview.\nAccording to the National Institutes of Health, about 4% to 4.5% of registered nurses in the United States (US) are Filipino.\nThe 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.\nAs demand increases, the World Health Organization (WHO) revealed that a possible shortfall of 11 million health workers could occur by 2030.\nWith 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.\n\u201cInstead of relying solely on overseas hiring, many providers are now working with partners that can deliver clinical and operational support remotely,\u201d he said.\nThe company\u2019s employment is also driven by the growing number of healthcare professionals who prefer staying close to home while working within the global healthcare system.\n\u201cFilipino healthcare workers remain among the most sought-after globally because of their strong clinical training, English proficiency, and ability to adapt to international standards,\u201d he said.\n\u201cThis approach helps meet global demand while also giving Filipino professionals more flexible career options without the need to migrate,\u201d he added.\nAI IN THE HEALTHCARE SECTOR\nAccording to Mr. Libay, Filipino healthcare professionals have \u201cadapted well\u201d to the changes brought by artificial intelligence (AI) in healthcare operations globally.\n\u201cMany roles today require not only medical knowledge but also familiarity with digital platforms,\u201d he said. \u201cRather than replacing clinicians, AI is making their roles more specialized and increasingly dependent on experience and critical thinking.\u201d\nHe added that nurses with bedside experiences and who are open to learning new systems are transitioning well into \u201ctechnology-enabled\u201d roles brought by AI. \u201cThis is one of the reasons Filipino clinicians continue to be in demand even as the healthcare industry evolves.\u201d\nAmong the new technology-enabled roles in the sector are those under Utilization Management, Case and Disease Management, Population Health Management, and Provider Support.\nAs AI slowly integrates into the healthcare system, the risk of sensitive data exposure also increases.\nData 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%.\nThe 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.\nTo address this challenge, organizations have deployed \u201ccompany-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%.\n\u201cWhile building defenses against external threats is essential\u2026 addressing internal risk is equally important, especially in such a highly-regulated industry and a context of fast-paced cloud and AI adoption,\u201d Ray Canzanese, director of Netskope Threat Labs, said in a statement.\n\u201cDeploying company-approved applications\u2026 along with relevant security tools, should be a high priority for healthcare organizations to strike a balance between modernization and security,\u201d he added. \u2014 Almira Louise S. Martinez", "date_published": "2026-04-01T13:00:19+08:00", "date_modified": "2026-04-01T14:11:39+08:00", "authors": [ { "name": "大象传媒", "url": "/author/agarwalekwensi/", "avatar": "https://secure.gravatar.com/avatar/63a6222a994ecdcd0783bb257b7c4e6d18b49dfa789dd168af5420ab8a45082c?s=512&d=mm&r=g" } ], "author": { "name": "大象传媒", "url": "/author/agarwalekwensi/", "avatar": "https://secure.gravatar.com/avatar/63a6222a994ecdcd0783bb257b7c4e6d18b49dfa789dd168af5420ab8a45082c?s=512&d=mm&r=g" }, "image": "/wp-content/uploads/2022/09/nurses.jpg", "tags": [ "almira louise s. martinez", "Labor and Management" ] }, { "id": "/?p=739002", "url": "/labor-and-management/2026/03/27/739002/labor-dept-backs-ilo-program-modernizing-construction-skills/", "title": "Labor dep\u2019t backs ILO program modernizing construction skills", "content_html": "THE Department of Labor and Employment (DoLE) said it supports an International Labour Organization (ILO) initiative to expand digital and green youth skills training for those entering the construction industry, citing the need to align workforce capabilities with evolving industry demands.
\nIn 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.
\nThe 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.
\nLabor 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.
\n\u201cDoLE 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,\u201d Ms. Torres said.\u00a0
\nAccording 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.\u00a0
\nThese modules, implemented through the ILO\u2013Korea Partnership Programme known as Advancing Digital and Green Skills for Youth in ASEAN, aim to equip workers with expertise most valued by modern employers.
\nThe 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.
\nTargeting young, low- to medium-skill workers, the ILO initiative aims to equip participants with practical skills that might improve access to higher-quality employment. \u2014 Erika Mae P. Sinaking
\n", "content_text": "THE Department of Labor and Employment (DoLE) said it supports an International Labour Organization (ILO) initiative to expand digital and green youth skills training for those entering the construction industry, citing the need to align workforce capabilities with evolving industry demands.\nIn 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.\nThe 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.\nLabor 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.\n\u201cDoLE 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,\u201d Ms. Torres said.\u00a0\nAccording 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.\u00a0\nThese modules, implemented through the ILO\u2013Korea Partnership Programme known as Advancing Digital and Green Skills for Youth in ASEAN, aim to equip workers with expertise most valued by modern employers.\nThe 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.\nTargeting young, low- to medium-skill workers, the ILO initiative aims to equip participants with practical skills that might improve access to higher-quality employment. \u2014 Erika Mae P. Sinaking", "date_published": "2026-03-27T00:02:36+08:00", "date_modified": "2026-03-27T00:51:08+08:00", "authors": [ { "name": "大象传媒", "url": "/author/cedadiantityclea/", "avatar": "https://secure.gravatar.com/avatar/fc38d2668fdee8f1e2b22df5e72ae6f4ad265ab7814de4aa60060edd377a70ce?s=512&d=mm&r=g" } ], "author": { "name": "大象传媒", "url": "/author/cedadiantityclea/", "avatar": "https://secure.gravatar.com/avatar/fc38d2668fdee8f1e2b22df5e72ae6f4ad265ab7814de4aa60060edd377a70ce?s=512&d=mm&r=g" }, "image": "/wp-content/uploads/2025/01/Megawide-construction-workers.jpg", "tags": [ "Erika Mae P. Sinaking", "Editors' Picks", "Labor and Management" ] }, { "id": "/?p=738902", "url": "/labor-and-management/2026/03/27/738902/low-cost-solutions-in-an-oil-crisis/", "title": "Low-cost solutions in an oil crisis", "content_html": "How do organizations manage the oil crisis that IS adversely affecting operation and leaving workers struggling with increased commuting costs? \u2014 Hidden Panther.
\nIn its Pulse Survey 2026-01, the People Management Association of the Philippines (PMAP) suggests its member-organizations are focused on four top concerns \u2014 employee commuting, energy costs, logistics, and procurement and supply chain issues.
\nThe 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.
\nThe most popular scheme is a four-day work week with PMAP members carefully assessing the scheme\u2019s impact on productivity, customer service continuity, operational coverage, and the resulting increase in the daily workload.
\nKnowing that the oil crisis adversely affects both management and its workers, I\u2019m 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.
\nPROPOSED SOLUTIONS
\nRather 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.
\nAnother option is remote work for jobs that allow it. It\u2019s like increasing the number of work-from-home days, which immediately cuts employee commuting expenses and reduces the organization\u2019s office utility load.
\nAlso 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.
\nThere\u2019s the practice of \u201chot desking,\u201d currently practiced by Nissan Philippines, which revives a system popular in Europe in the 1990s. It\u2019s a workplace setup where employees don\u2019t have assigned desks.
\nInstead, they use any available workspace when they come to the office on a first come, first served basis.
\nEricson del Castillo, vice-president for human resources at Nissan, says the \u201chot desking\u201d experiment runs for three times a week. Instead of occupying two floors, they\u2019re 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.
\nTwo, 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\u2019s IT expert who may be requested to create an employee ride-sharing or car pool app.
\nRelated 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 \u201clast-mile\u201d transport from major transit hubs to the office and vice-versa can be a high-impact, low-cost move.
\nEmployee-passengers may contribute a certain amount that corresponds to fares they\u2019re spending every day. They can elect someone from their group to bring the vehicle to their residence within Metro Manila.
\nThree, 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.
\nThis 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 \u201cactive\u201d work time. This includes off-site and out-of-town training programs.
\nAlso, it\u2019s best to localize procurement where practical. Shifting to local vendors could cut the \u201cfreight\u201d component of supply costs, with any savings passed on to customers.
\nFour, 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.
\nThis could be supported by turning off the office aircon during lunch breaks and one hour before closing time. Instead, organizations can use electric fans.
\nAnother option is to have a fuel discount partnership with selected gas stations. This could be done by negotiating \u201ccorporate rates\u201d or group discounts. It costs nothing for the company but provides real value to employees.
\nFINAL THOUGHTS
\nIn 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, \u201chot desking,\u201d 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.
\n\n
Consult Rey Elbo for his management insights on people management. Send your workplace questions to elbonomics@gmail.com or DM Facebook, LinkedIn, X or https://reyelbo.com.
\n", "content_text": "How do organizations manage the oil crisis that IS adversely affecting operation and leaving workers struggling with increased commuting costs? \u2014 Hidden Panther.\nIn its Pulse Survey 2026-01, the People Management Association of the Philippines (PMAP) suggests its member-organizations are focused on four top concerns \u2014 employee commuting, energy costs, logistics, and procurement and supply chain issues.\nThe 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.\nThe most popular scheme is a four-day work week with PMAP members carefully assessing the scheme\u2019s impact on productivity, customer service continuity, operational coverage, and the resulting increase in the daily workload. \nKnowing that the oil crisis adversely affects both management and its workers, I\u2019m 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.\nPROPOSED SOLUTIONS\nRather than employee cash incentives, employers may focus on flexibility and procedural efficiency. Here are my recommended strategies that they can implement:\nOne, 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.\nAnother option is remote work for jobs that allow it. It\u2019s like increasing the number of work-from-home days, which immediately cuts employee commuting expenses and reduces the organization\u2019s office utility load.\nAlso 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.\nThere\u2019s the practice of \u201chot desking,\u201d currently practiced by Nissan Philippines, which revives a system popular in Europe in the 1990s. It\u2019s a workplace setup where employees don\u2019t have assigned desks.\nInstead, they use any available workspace when they come to the office on a first come, first served basis.\nEricson del Castillo, vice-president for human resources at Nissan, says the \u201chot desking\u201d experiment runs for three times a week. Instead of occupying two floors, they\u2019re 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.\nTwo, 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\u2019s IT expert who may be requested to create an employee ride-sharing or car pool app.\nRelated 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 \u201clast-mile\u201d transport from major transit hubs to the office and vice-versa can be a high-impact, low-cost move.\nEmployee-passengers may contribute a certain amount that corresponds to fares they\u2019re spending every day. They can elect someone from their group to bring the vehicle to their residence within Metro Manila.\nThree, 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.\nThis 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 \u201cactive\u201d work time. This includes off-site and out-of-town training programs.\nAlso, it\u2019s best to localize procurement where practical. Shifting to local vendors could cut the \u201cfreight\u201d component of supply costs, with any savings passed on to customers.\nFour, 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.\nThis could be supported by turning off the office aircon during lunch breaks and one hour before closing time. Instead, organizations can use electric fans.\nAnother option is to have a fuel discount partnership with selected gas stations. This could be done by negotiating \u201ccorporate rates\u201d or group discounts. It costs nothing for the company but provides real value to employees.\nFINAL THOUGHTS\nIn 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, \u201chot desking,\u201d and lean principles, companies can reduce commuting stress and operational waste.\nThese low-cost, strategic adjustments foster resilience, ensuring that every liter of fuel and kilowatt of energy translates directly into sustainable value.\n \nConsult Rey Elbo for his management insights on people management. Send your workplace questions to elbonomics@gmail.com or DM Facebook, LinkedIn, X or https://reyelbo.com.", "date_published": "2026-03-27T00:01:10+08:00", "date_modified": "2026-03-27T00:54:00+08:00", "authors": [ { "name": "大象传媒", "url": "/author/cedadiantityclea/", "avatar": "https://secure.gravatar.com/avatar/fc38d2668fdee8f1e2b22df5e72ae6f4ad265ab7814de4aa60060edd377a70ce?s=512&d=mm&r=g" } ], "author": { "name": "大象传媒", "url": "/author/cedadiantityclea/", "avatar": "https://secure.gravatar.com/avatar/fc38d2668fdee8f1e2b22df5e72ae6f4ad265ab7814de4aa60060edd377a70ce?s=512&d=mm&r=g" }, "image": "/wp-content/uploads/2021/04/LM-default.jpg", "tags": [ "In The Workplace", "REY ELBO", "Editors' Picks", "Labor and Management" ] }, { "id": "/?p=737530", "url": "/labor-and-management/2026/03/20/737530/dole-releases-list-of-double-pay-workdays-in-april/", "title": "DoLE releases list of double-pay workdays in April", "content_html": "PRIVATE SECTOR reporting for duty during the Easter and Araw ng Kagitingan holidays will be entitled to up to double their daily wage, the Department of Labor and Employment (DoLE) said.
\nIn 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\u2019s wage for the first eight hours.
\nDoLE said that if the regular holiday falls on an employee\u2019s rest day, the employer must pay an additional 30% of the 200% wage.\u00a0
\nFor 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.
\nDoLE 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.
\nIt said Black Saturday, April 4, is a special non-working day where the \u201cno work, no pay\u201d principle applies.
\nThis means employees who do not work are not paid unless a company policy or collective bargaining agreement says otherwise.
\nThose who do report for work on this special day will be paid an additional 30% of their basic wage for the first eight hours.
\nIf the work is done on a special day that also falls on the employee\u2019s rest day, the employer must pay an additional 50% of the basic wage.
\nIt 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.
\nThe guidelines were signed by Benedicto Ernesto R. Bitonio, Jr., officer-in-charge, on March 17.
\nPresident 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. \u2014 Erika Mae P. Sinaking
\n", "content_text": "PRIVATE SECTOR reporting for duty during the Easter and Araw ng Kagitingan holidays will be entitled to up to double their daily wage, the Department of Labor and Employment (DoLE) said.\nIn 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\u2019s wage for the first eight hours.\nDoLE said that if the regular holiday falls on an employee\u2019s rest day, the employer must pay an additional 30% of the 200% wage.\u00a0\nFor 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.\nDoLE 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.\nIt said Black Saturday, April 4, is a special non-working day where the \u201cno work, no pay\u201d principle applies.\nThis means employees who do not work are not paid unless a company policy or collective bargaining agreement says otherwise.\nThose who do report for work on this special day will be paid an additional 30% of their basic wage for the first eight hours.\nIf the work is done on a special day that also falls on the employee\u2019s rest day, the employer must pay an additional 50% of the basic wage.\nIt 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.\nThe guidelines were signed by Benedicto Ernesto R. Bitonio, Jr., officer-in-charge, on March 17.\nPresident 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. \u2014 Erika Mae P. Sinaking", "date_published": "2026-03-20T00:02:50+08:00", "date_modified": "2026-03-20T00:13:57+08:00", "authors": [ { "name": "大象传媒", "url": "/author/cedadiantityclea/", "avatar": "https://secure.gravatar.com/avatar/fc38d2668fdee8f1e2b22df5e72ae6f4ad265ab7814de4aa60060edd377a70ce?s=512&d=mm&r=g" } ], "author": { "name": "大象传媒", "url": "/author/cedadiantityclea/", "avatar": "https://secure.gravatar.com/avatar/fc38d2668fdee8f1e2b22df5e72ae6f4ad265ab7814de4aa60060edd377a70ce?s=512&d=mm&r=g" }, "image": "/wp-content/uploads/2023/07/DoLE.jpg", "tags": [ "Erika Mae P. Sinaking", "Editors' Picks", "Labor and Management" ] }, { "id": "/?p=737529", "url": "/labor-and-management/2026/03/20/737529/red-flags-to-watch-for-in-a-prospective-employer/", "title": "Red flags to watch for in a prospective employer", "content_html": "I have a scheduled final job interview with my prospective boss, a factory vice-president. It\u2019s the first time I will be exploring other avenues after spending close to 15 years with my current job as manager. What are the signs I might be in for a positive long-term relationship? Please advise. \u2014 Red Lantern.
\nYou 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\u2019s the twist. What if the prospective employer can\u2019t do the same thing?
\nIf 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.
\nIt\u2019s like watching a superstar in a movie trailer. If it\u2019s bad, then expect the full film to be a disaster.
\nJob interviews are not just evaluations of candidates; they\u2019re the stage for showing off the good things about one\u2019s organization. While red flags could emerge in any frontline interviewer, your focus should be on the decision maker, especially your prospective boss.
\nThis is one lesson for professionals. They must see to it that their interaction with applicants shapes the employer\u2019s brand. If they can\u2019t 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.
\nRED FLAGS
\nTrust what you see. Let\u2019s 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:
\nOne, the interviewer arrives late. And doesn\u2019t apologize. Punctuality is one simple test of professionalism. If an interviewer walks in more than 10 minutes late and acts as if it\u2019s not a big deal, then you\u2019ve been given an early glimpse of their culture and management style.
\nTwo, 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.
\nThree, they brag about an unpopular culture. When you hear them talking about \u201cdoing overtime work without pay,\u201d be wary. In a positive workplace, people talk about collaboration, support, and psychological safety. In unhealthy workplaces, unpaid overtime is often disguised as teamwork.
\nFour, 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\u2019re not being evaluated for your potential and strengths.
\nFive, 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?
\nSix, they rush the interview for an \u201cimportant\u201d meeting. If the interview is completed in ten minutes or less, then don\u2019t bother trying to find out about your chances. Either they\u2019ve already chosen someone, or they don\u2019t care enough to properly evaluate candidates.
\nSeven, 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\u2019s a sign they\u2019re hiding something.
\nEight, they oversell the job. Watch out for these key phrases: \u201cseveral opportunities\u201d and \u201cdynamic workforce.\u201d When you hear those, ask: \u201cHow? What\u2019s the reason for this vacancy?\u201d When a job is truly great, it sells itself.
\nNine, they keep checking their phone or laptop. An interviewer who can\u2019t stop checking the phone during the interview is saying: \u201cYou\u2019re not important.\u201d Full attention is respect. If you can\u2019t have it during a conversation, you can\u2019t have it on the job.
\nTen, they pressure you to accept immediately. Good employers allow you to think. Bad employers rush you with statements like: \u201cLet us know by tomorrow. We have other applicants waiting.\u201d This may suggest urgency due to high turnover or poor planning.
\nREVERSE INTERVIEW
\nTry reverse interview questions. Flip the script by vetting the company\u2019s 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\u2019s the most common reason people leave this company? How do you support professional development and learning?
\nCan you describe the last time the team celebrated a win? How is feedback typically delivered here? If there\u2019s one thing you would like to change in this organization, then what is it?
\nWhen you\u2019re seeking job opportunities elsewhere, remember that you\u2019re not just being interviewed for the job. Rather, you must seek to interview them to discover if they\u2019re worth your talent. After all, you\u2019re leaving your current employ of 15 years.
\nBad interviewers are easy to detect. They will show the signs in an instant. Again, if the movie trailer looks bad, don\u2019t wait for the full movie. There are better employers somewhere. Save your talent for the ones who deserve it.
\n\n
Send questions to elbonomics@gmail.com or DM Facebook, LinkedIn or X. Alternatively, e-mail https://reyelbo.com. Anonymity is guaranteed.
\n", "content_text": "I have a scheduled final job interview with my prospective boss, a factory vice-president. It\u2019s the first time I will be exploring other avenues after spending close to 15 years with my current job as manager. What are the signs I might be in for a positive long-term relationship? Please advise. \u2014 Red Lantern.\nYou 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\u2019s the twist. What if the prospective employer can\u2019t do the same thing?\nIf 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.\nIt\u2019s like watching a superstar in a movie trailer. If it\u2019s bad, then expect the full film to be a disaster.\nJob interviews are not just evaluations of candidates; they\u2019re the stage for showing off the good things about one\u2019s organization. While red flags could emerge in any frontline interviewer, your focus should be on the decision maker, especially your prospective boss.\nThis is one lesson for professionals. They must see to it that their interaction with applicants shapes the employer\u2019s brand. If they can\u2019t 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.\nRED FLAGS\nTrust what you see. Let\u2019s 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.\nTherefore, 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:\nOne, the interviewer arrives late. And doesn\u2019t apologize. Punctuality is one simple test of professionalism. If an interviewer walks in more than 10 minutes late and acts as if it\u2019s not a big deal, then you\u2019ve been given an early glimpse of their culture and management style.\nTwo, 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.\nThree, they brag about an unpopular culture. When you hear them talking about \u201cdoing overtime work without pay,\u201d be wary. In a positive workplace, people talk about collaboration, support, and psychological safety. In unhealthy workplaces, unpaid overtime is often disguised as teamwork.\n 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\u2019re not being evaluated for your potential and strengths. \nFive, 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?\nSix, they rush the interview for an \u201cimportant\u201d meeting. If the interview is completed in ten minutes or less, then don\u2019t bother trying to find out about your chances. Either they\u2019ve already chosen someone, or they don\u2019t care enough to properly evaluate candidates. \nSeven, 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\u2019s a sign they\u2019re hiding something.\nEight, they oversell the job. Watch out for these key phrases: \u201cseveral opportunities\u201d and \u201cdynamic workforce.\u201d When you hear those, ask: \u201cHow? What\u2019s the reason for this vacancy?\u201d When a job is truly great, it sells itself.\nNine, they keep checking their phone or laptop. An interviewer who can\u2019t stop checking the phone during the interview is saying: \u201cYou\u2019re not important.\u201d Full attention is respect. If you can\u2019t have it during a conversation, you can\u2019t have it on the job.\nTen, they pressure you to accept immediately. Good employers allow you to think. Bad employers rush you with statements like: \u201cLet us know by tomorrow. We have other applicants waiting.\u201d This may suggest urgency due to high turnover or poor planning.\nREVERSE INTERVIEW\nTry reverse interview questions. Flip the script by vetting the company\u2019s culture, professionalism, and stability. Ask permission if you can ask questions which they should accept. Then proceed with killer questions like the following:\nWhat 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\u2019s the most common reason people leave this company? How do you support professional development and learning?\nCan you describe the last time the team celebrated a win? How is feedback typically delivered here? If there\u2019s one thing you would like to change in this organization, then what is it?\nWhen you\u2019re seeking job opportunities elsewhere, remember that you\u2019re not just being interviewed for the job. Rather, you must seek to interview them to discover if they\u2019re worth your talent. After all, you\u2019re leaving your current employ of 15 years.\nBad interviewers are easy to detect. They will show the signs in an instant. Again, if the movie trailer looks bad, don\u2019t wait for the full movie. There are better employers somewhere. Save your talent for the ones who deserve it.\n \nSend questions to elbonomics@gmail.com or DM Facebook, LinkedIn or X. Alternatively, e-mail https://reyelbo.com. Anonymity is guaranteed.", "date_published": "2026-03-20T00:01:49+08:00", "date_modified": "2026-03-20T00:14:14+08:00", "authors": [ { "name": "大象传媒", "url": "/author/cedadiantityclea/", "avatar": "https://secure.gravatar.com/avatar/fc38d2668fdee8f1e2b22df5e72ae6f4ad265ab7814de4aa60060edd377a70ce?s=512&d=mm&r=g" } ], "author": { "name": "大象传媒", "url": "/author/cedadiantityclea/", "avatar": "https://secure.gravatar.com/avatar/fc38d2668fdee8f1e2b22df5e72ae6f4ad265ab7814de4aa60060edd377a70ce?s=512&d=mm&r=g" }, "image": "/wp-content/uploads/2021/04/LM-default.jpg", "tags": [ "In The Workplace", "REY ELBO", "Editors' Picks", "Labor and Management" ] }, { "id": "/?p=735917", "url": "/labor-and-management/2026/03/13/735917/female-workforce-seen-held-down-by-expectations-of-childcare-housework/", "title": "Female workforce seen held down by expectations of childcare, housework", "content_html": "By Erika Mae P. Sinaking, Reporter
\nTHE 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.
\nAt a conference this week, participants singled out the persistence of social norms like childcare roles as well as what they called structural workplace biases.
\nJulia 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.
\n\u201cIn a stage of a family, whether it\u2019s caring for a child or household duties, it will be the woman who drops out because it\u2019s the man who\u2019s seen as the primary (breadwinner),\u201d she said at a panel discussion in Mandaluyong this week.
\nShe 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.
\nAnna 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.
\nShe noted that 17 million women aged 15 and above remain outside the labor force, largely due to invisible labor or unpaid care work.
\n\u201cWe are still perceived as secondary to men economically, politically, and socially,\u201d Ms. Colina said, adding that even when women seek work, they often are relegated to vulnerable informal jobs.
\nAnita 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.
\n\u201cIf we\u2019re 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,\u201d she told 大象传媒.
\nReducing this burden, she said, requires investment in care-support infrastructure such as facilities and labor-saving household technology.
\nMerriam 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.
\nPanelists 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.
\nThese discussions accompanied the launch of the \u201cJuana Trabaho Framework,\u201d 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\u20132034, which targets a female labor force participation rate of 59% by 2034, up from 53.7% in 2025.
\n\u201cThis reality underscores why increasing women\u2019s labor force participation is a clear priority of the Philippine government,\u201d Economy Secretary Arsenio M. Balisacan said. \u201cAchieving 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.\u201d
\nAustralian 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.
\n", "content_text": "By Erika Mae P. Sinaking, Reporter\nTHE 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.\nAt a conference this week, participants singled out the persistence of social norms like childcare roles as well as what they called structural workplace biases.\nJulia 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.\n\u201cIn a stage of a family, whether it\u2019s caring for a child or household duties, it will be the woman who drops out because it\u2019s the man who\u2019s seen as the primary (breadwinner),\u201d she said at a panel discussion in Mandaluyong this week.\nShe 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.\nAnna 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.\nShe noted that 17 million women aged 15 and above remain outside the labor force, largely due to invisible labor or unpaid care work. \n\u201cWe are still perceived as secondary to men economically, politically, and socially,\u201d Ms. Colina said, adding that even when women seek work, they often are relegated to vulnerable informal jobs.\nAnita 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.\n\u201cIf we\u2019re 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,\u201d she told 大象传媒. \nReducing this burden, she said, requires investment in care-support infrastructure such as facilities and labor-saving household technology.\nMerriam 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.\nPanelists 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.\nThese discussions accompanied the launch of the \u201cJuana Trabaho Framework,\u201d 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\u20132034, which targets a female labor force participation rate of 59% by 2034, up from 53.7% in 2025.\n\u201cThis reality underscores why increasing women\u2019s labor force participation is a clear priority of the Philippine government,\u201d Economy Secretary Arsenio M. Balisacan said. \u201cAchieving 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.\u201d\nAustralian 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.", "date_published": "2026-03-13T00:02:05+08:00", "date_modified": "2026-03-13T03:32:22+08:00", "authors": [ { "name": "大象传媒", "url": "/author/cedadiantityclea/", "avatar": "https://secure.gravatar.com/avatar/fc38d2668fdee8f1e2b22df5e72ae6f4ad265ab7814de4aa60060edd377a70ce?s=512&d=mm&r=g" } ], "author": { "name": "大象传媒", "url": "/author/cedadiantityclea/", "avatar": "https://secure.gravatar.com/avatar/fc38d2668fdee8f1e2b22df5e72ae6f4ad265ab7814de4aa60060edd377a70ce?s=512&d=mm&r=g" }, "image": "/wp-content/uploads/2022/11/women-work-computer-laptop.jpg", "tags": [ "Erika Mae P. Sinaking", "Editors' Picks", "Labor and Management" ], "summary": "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." }, { "id": "/?p=735920", "url": "/labor-and-management/2026/03/13/735920/questions-to-ask-during-the-stay-interview/", "title": "Questions to ask during the \u2018stay\u2019 interview", "content_html": "My boss asked me for a meeting to discuss my current projects. This is unusual. He\u2019s not a micromanager and I love his management style. The trouble is my low pay and perks. I wonder if he knows about my plan to leave the company. \u2014 Indigo Reef.
\n\u200bMaybe. 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\u2019re the only one who would know that.\u00a0
\n\u200bAside from those, there are many ways to know about your career plans.
\n\u200bHow would you handle the situation if he asks you to stay? In your case, it\u2019s unusual because your manager is not a micromanager, and you genuinely appreciate his leadership style. So why the sudden one-on-one?
\n\u200bNaturally, your mind races to some lingering concerns \u2014 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?
\n\u200bNavigating this delicate conversation requires balancing transparency with strategy, weighing your loyalty and career ambitions against the realities of compensation and growth. It\u2019s a test not just of negotiation, but of emotional intelligence in action.
\n\u200bTherefore, be prepared to answer questions, assuming this is a \u201cstay\u201d interview. A \u201cstay\u201d interview is the opposite of an exit interview. If your boss is truly worth his salt, he would know what motivates you to stay.
\n\u200bOf course, it\u2019s not as simple as that. You should ask thoughtful questions about the progression of your career. If you\u2019re prepared, such a meeting could be an excellent career conversation.
\nTHE BEST QUESTIONS TO ASK
\n\u200bA \u201cstay\u201d interview is a rare opportunity for employees to pause, reflect, and have an honest conversation with their boss on what keeps them motivated \u2014 and what might drive them away. More often than not, a \u201cstay\u201d interview is the best time to discuss compensation.
\u200bUnlike exit interviews, which happen when it\u2019s too late, \u201cstay\u201d 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?\u00a0
\n\u200bBy framing thoughtful questions, employees can uncover actionable insights, strengthen trust, and potentially reshape their work experience \u2014 sometimes even improving pay, perks, or responsibilities without changing jobs and while preserving seniority rights.
\n\u200bHere are some exploratory questions you can ask your boss during a \u201cstay\u201d interview:
\n\u200bOne, 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: \u201cWhat is needed so I can improve my performance the most?\u201d
\n\u200bTwo, work satisfaction. Find out from the boss how satisfied or dissatisfied he is. Ask: \u201cWhich 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?\u201d
\n\u200bThree, support and resources. If you\u2019re missing out on certain requirements of the job, then find out those other expectations. Ask: \u201cWhat support can the organization provide to help me perform better? Are there training programs or learning opportunities you can recommend?\u201d
\n\u200bFour, organizational direction. You can expect a broad answer from your boss as there could be things that may not be suited for everyone\u2019s consumption. Instead, ask: \u201cWhere do you see our team or department in the next two years? How can I best contribute to that direction?\u201d
\n\u200bFive, career direction. The answer to number four above could give you ideas about your career track. Ask: \u201cWhat opportunities do you foresee for my growth in this organization? What skills should I develop if I want to take on bigger responsibilities?\u201d\u200b
\n\u200bSix, communication process. Your boss initiated the meeting. That\u2019s a good sign. But ask this question anyway: \u201cHow can we improve our communication and feedback process? How often do you want updates?\u201d
\nASKING FOR A RAISE
\nThe 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.
\u200bAsking for a raise can feel awkward. The key is preparation, timing, and a calm, professional approach. If that \u201cstay\u201d interview proved to be well timed, for example when you\u2019ve already proven your worth, then don\u2019t hesitate to ask for a raise while diplomatically touting your track record.
\n\n
Participate in Rey Elbo\u2019s public workshop on \u201cSmart Strategies for Dealing with Difficult Employees\u201d on April 17, 2026 at The Ascott, Glorietta 4, Makati City. For details or registration, send message via https://reyelbo.com/contact-us.
\n", "content_text": "My boss asked me for a meeting to discuss my current projects. This is unusual. He\u2019s not a micromanager and I love his management style. The trouble is my low pay and perks. I wonder if he knows about my plan to leave the company. \u2014 Indigo Reef.\n\u200bMaybe. 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\u2019re the only one who would know that.\u00a0\n\u200bAside from those, there are many ways to know about your career plans.\n\u200bHow would you handle the situation if he asks you to stay? In your case, it\u2019s unusual because your manager is not a micromanager, and you genuinely appreciate his leadership style. So why the sudden one-on-one?\n\u200bNaturally, your mind races to some lingering concerns \u2014 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?\n\u200bNavigating this delicate conversation requires balancing transparency with strategy, weighing your loyalty and career ambitions against the realities of compensation and growth. It\u2019s a test not just of negotiation, but of emotional intelligence in action. \n\u200bTherefore, be prepared to answer questions, assuming this is a \u201cstay\u201d interview. A \u201cstay\u201d interview is the opposite of an exit interview. If your boss is truly worth his salt, he would know what motivates you to stay.\n\u200bOf course, it\u2019s not as simple as that. You should ask thoughtful questions about the progression of your career. If you\u2019re prepared, such a meeting could be an excellent career conversation.\nTHE BEST QUESTIONS TO ASK\n\u200bA \u201cstay\u201d interview is a rare opportunity for employees to pause, reflect, and have an honest conversation with their boss on what keeps them motivated \u2014 and what might drive them away. More often than not, a \u201cstay\u201d interview is the best time to discuss compensation.\n\u200bUnlike exit interviews, which happen when it\u2019s too late, \u201cstay\u201d 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?\u00a0\n\u200bBy framing thoughtful questions, employees can uncover actionable insights, strengthen trust, and potentially reshape their work experience \u2014 sometimes even improving pay, perks, or responsibilities without changing jobs and while preserving seniority rights.\n\u200bHere are some exploratory questions you can ask your boss during a \u201cstay\u201d interview:\n\u200bOne, 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: \u201cWhat is needed so I can improve my performance the most?\u201d\n\u200bTwo, work satisfaction. Find out from the boss how satisfied or dissatisfied he is. Ask: \u201cWhich 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?\u201d\n\u200bThree, support and resources. If you\u2019re missing out on certain requirements of the job, then find out those other expectations. Ask: \u201cWhat support can the organization provide to help me perform better? Are there training programs or learning opportunities you can recommend?\u201d\n\u200bFour, organizational direction. You can expect a broad answer from your boss as there could be things that may not be suited for everyone\u2019s consumption. Instead, ask: \u201cWhere do you see our team or department in the next two years? How can I best contribute to that direction?\u201d\n\u200bFive, career direction. The answer to number four above could give you ideas about your career track. Ask: \u201cWhat opportunities do you foresee for my growth in this organization? What skills should I develop if I want to take on bigger responsibilities?\u201d\u200b\n\u200bSix, communication process. Your boss initiated the meeting. That\u2019s a good sign. But ask this question anyway: \u201cHow can we improve our communication and feedback process? How often do you want updates?\u201d\nASKING FOR A RAISE\nThe 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.\n\u200bAsking for a raise can feel awkward. The key is preparation, timing, and a calm, professional approach. If that \u201cstay\u201d interview proved to be well timed, for example when you\u2019ve already proven your worth, then don\u2019t hesitate to ask for a raise while diplomatically touting your track record.\n \nParticipate in Rey Elbo\u2019s public workshop on \u201cSmart Strategies for Dealing with Difficult Employees\u201d on April 17, 2026 at The Ascott, Glorietta 4, Makati City. For details or registration, send message via https://reyelbo.com/contact-us.", "date_published": "2026-03-13T00:01:07+08:00", "date_modified": "2026-03-13T03:15:48+08:00", "authors": [ { "name": "大象传媒", "url": "/author/cedadiantityclea/", "avatar": "https://secure.gravatar.com/avatar/fc38d2668fdee8f1e2b22df5e72ae6f4ad265ab7814de4aa60060edd377a70ce?s=512&d=mm&r=g" } ], "author": { "name": "大象传媒", "url": "/author/cedadiantityclea/", "avatar": "https://secure.gravatar.com/avatar/fc38d2668fdee8f1e2b22df5e72ae6f4ad265ab7814de4aa60060edd377a70ce?s=512&d=mm&r=g" }, "image": "/wp-content/uploads/2021/04/LM-default.jpg", "tags": [ "In The Workplace", "REY ELBO", "Editors' Picks", "Labor and Management" ] }, { "id": "/?p=734496", "url": "/labor-and-management/2026/03/06/734496/legislator-claims-160-votes-for-natl-minimum-wage/", "title": "Legislator claims 160 votes for nat\u2019l minimum wage", "content_html": "HOUSE SUPPORT for a national minimum wage bill numbers 160 legislators, a party-list representative said.
\nIn a statement, Rep. Elijah R. San Fernando said the bill would scrap the region-based wage system with a national wage-setting mechanism.
\n\u201cFor our other colleagues, there is still an opportunity to join us,\u201d he said, claiming momentum after supporters numbered 123 on Monday. Bills need support from 159 legislators to pass on final reading.
\nMinimum wages are set by regional wage boards, which have been criticized for acting slowly and allowing wages to lag the cost of living.
\nMr. 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.
\nThe 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.
\nAfter 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.
\nMr. San Fernando urged House Majority Leader Ferdinand Alexander A. Marcos III to schedule the bill for second reading.
\n\u201cThere is momentum and unity now,\u201d he said. \u201cNow, we just need to finish this.\u201d
\nPassing the bill before May would send a \u201cpowerful signal\u201d that legislators are committed to supporting workers, he said.
\n\u201cWe already have the numbers in Congress and the support of the public,\u201d Mr. San Fernando said. \u2014 Kenneth Christiane L. Basilio
\n", "content_text": "HOUSE SUPPORT for a national minimum wage bill numbers 160 legislators, a party-list representative said.\nIn a statement, Rep. Elijah R. San Fernando said the bill would scrap the region-based wage system with a national wage-setting mechanism.\n\u201cFor our other colleagues, there is still an opportunity to join us,\u201d he said, claiming momentum after supporters numbered 123 on Monday. Bills need support from 159 legislators to pass on final reading. \nMinimum wages are set by regional wage boards, which have been criticized for acting slowly and allowing wages to lag the cost of living.\nMr. 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.\nThe 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.\nAfter 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.\nMr. San Fernando urged House Majority Leader Ferdinand Alexander A. Marcos III to schedule the bill for second reading.\n\u201cThere is momentum and unity now,\u201d he said. \u201cNow, we just need to finish this.\u201d\nPassing the bill before May would send a \u201cpowerful signal\u201d that legislators are committed to supporting workers, he said. \n\u201cWe already have the numbers in Congress and the support of the public,\u201d Mr. San Fernando said. \u2014 Kenneth Christiane L. Basilio", "date_published": "2026-03-06T00:02:03+08:00", "date_modified": "2026-03-06T01:13:04+08:00", "authors": [ { "name": "大象传媒", "url": "/author/cedadiantityclea/", "avatar": "https://secure.gravatar.com/avatar/fc38d2668fdee8f1e2b22df5e72ae6f4ad265ab7814de4aa60060edd377a70ce?s=512&d=mm&r=g" } ], "author": { "name": "大象传媒", "url": "/author/cedadiantityclea/", "avatar": "https://secure.gravatar.com/avatar/fc38d2668fdee8f1e2b22df5e72ae6f4ad265ab7814de4aa60060edd377a70ce?s=512&d=mm&r=g" }, "image": "/wp-content/uploads/2022/12/wage-hike-protest.jpg", "tags": [ "Kenneth Christiane L. Basilio", "Editors' Picks", "Labor and Management" ] } ] }