The purpose of this study was to examine the practices of HR Planning, Training and Placement inrnthe Ministry of Defense. To do so, descriptive survey method was used. Primary sources, such asrnthe military members and civilians who have different job pOSitions in the sector were consideredrnas first hand source. And secondary sources as books, reports prepared by Defense HRMrndepartment, manpower statistics, military occupational standards, unit manning documents,rnmanuals and Defense proclamation were consulted. And, out of the four higher educationalrncolleges, nine military training centers and colleges and one head office, one higher educationalrncollege, namely Defense Resource Management College (DRMC), one military training collegernthat is Joint Military Staff College (JMSC) and the head office of the defense were randomlyrnselected. The data collected from various sources by means of questionnaires, interview, grouprndiscussion and document review were presented, analyzed and interpreted using frequency counts,rnpercentages, mean, standard deviation, grand mean and one-way ANOVA. The followings werernthe major finding: majority of the intent component of the sector, such as ends (goals andrnobjectives) and means (strategy, mission and value) were established at the sector level andrnaligned with the unique needs of the ministry of Defense to build Defense personnel corerncompetency. The result of the study also portrayed that the efforts that have been made to creaternthe enabling environment through developing the ends and means of the sector was not endorsedrnby clearly defined Human Resource Management system and effective practices. The work andrnworkforce analysis were not developed, because the organizational design, job design,rnorganizatiunal structure and job analysis approach were not logically and SCientificallyrnestablished in line with the unique nature of the defense. The forecasting analysis approach andrnmethod were not holistic and integrated to generate required information on time and quality.rnLack of identifying man power gap and develop realistic HR action plan to fill the gap, therntraining and development activities were not conducted based on need assessment. The employeernplacement practices were not conducted in a manner of matching the employee competency withrnjob requirement. Therefore, the following recommendations are forwarded; MOD should deSign,rndevelop and implement HRM system and work and workforce structure.