our journey towards strategic hrmo
TRANSCRIPT
Our Journey Towards
Strategic HRMO:An LGU Experience
METHUSELAH “BING” SANTAMARIADepartment Head-PHRMOProvince of Aklan
Realities/ Issues
Opportunity for change
Milestones/Sustainability
Destination How do we get there?
Challenges/Facilitating
Factors
HRMO is not empowered
Political consideration plays a major role in RSP
Function is highly transactional
Complacent Attitude among personnel‘walang magagawa… walang mangyayari…”
No Learning and Development functions
HRMO has no capacity
for HRD functions
Relies on invitation from national agencies for training and developmental interventions
Not all personnel have the opportunity to participate in developmental interventions
HRD is considered as an expense (not an investment)
Number of employees as of March 2015:
•1,322 Permanent •1,189 Job order & Under Contract
Number of PHRMO personnel:
•21 Permanent•2 Job Order
Philippine Australia Human Resource Organisational and Development Facility
Provincial Road Management Facility
PGA- Chosen as Partner
Organisation of AusAID
“Building Competencies and Enhancing Capabilities”
PGA Organisational Assessment :
PHRMO
Highly transactional
No L&D Function
Welfare & Rewards functions are not priorities
RSP system-not in place
Performance Management is not functional
ProcessConducted series of information meetings with Department Heads
Organized SSI representatives of each department
Conducted trainings and workshops to SSI representatives
Conducted validation sessions with department heads
Presented findings to the Governor in the executive meeting
Planned for the next steps
Results
Increased awareness of departmental mandate and personnel competency profile
PHRMO
- updated HR database
- produced 2 volumes of SSI book containing the findings, analysis and recommendations.
Facilitating Factors
Involvement of all departments and offices
Organization of Departmental representatives who participated in all the processes
Capacity Development Workshops
Validation process
Leadership of PHRMO
External support-PRMF Consultant
Process
Coaching session was done to PHRMO staff for 9 months by an assigned HR Specialist
Organized Capacity Building Team to handle HRD activities
Conducted series of meetings and validation sessions with PHRMO staff to clarify their functions
Results
Clarified HR Directions and roles of PHRMO employees on HRM and HRD
Increased awareness and acceptability for
change
Well-defined and clear flow of HR services and tasks, physical set-up
Organized Aklan Provincial Government Association of Administrative Officers (APGAAO)
Established Training & Development Division
Facilitating Factors
Leadership of the younger employees (entrance of new ideas & new ways of doing things)
Support of Top Management
Consultative Process
Highlighting “What’s in it for PHRMO employees? for PGA?”
ProcessCreation of HRD Core Team 1
Conducted series of workshops and coaching sessions
Series of validation workshops
Clarified roles of Department Heads and PHRMO in HRD
Re-Entry Action Plans of HRD Core Team 1 (to replicate the HRD planning process)
Created HRD Core Team 2 for PGA-wide HRD Planning
Results
Aligned departmental goals with sectorial goals
Crafted PGA HR Strategic Directions
Crated HRD Plan for 2014-2016
Harmonized HRD process with budgeting
Replicated the process for PGA-wide HRD Plan 2015-2017
Crafted HRD Manual
Facilitating Factors
Strategic choice of HRD Focal Persons
Leadership of HRD Focal Persons/ Department Heads
Top Management Support
Conducive learning environment (LSP/PAHRODF)
Validation Process
ProcessSSI as reference
Created linkage with DOST to provide the system
Invited DOST to conduct orientation and workshop, and installed the system
Created HRMIS point persons
HRMIS installation and operationalization in the capitol area
Expanded HRMIS to some offsite offices
Results
Mainstreamed HR tasks in different departments through HRMIS point persons
Faster retrieval of employee information/data
Biometric System
Permanent Employee Number
Facilitating Factors
Linkages with DOST for the system
Organisation of AOs/HRMIS point persons
Support of Department Heads and Top Management
Enabling policies
ProcessCreated L & D Core Team
Provided capacity development training and workshops to L & D Core Team by LSP
Implemented REAP
Crafted L & D policy and manual
Conducted series of validation workshops
Transformed L & D Core Team to PGA Trainer’s Pool
Results
Improved L&D system and processes
L&D Manual
Training and coaching designs and session guides
Re-Entry Action Plans (REAPs)
Sustainability Action Plan (SAP)
Facilitating Factors
Support of department heads and top management
Legislative support-approved policies and budget
Support of Trainer’s Pool
Enabling policies
ProcessInvited CSC to conduct SPMS orientation to department heads
PHRMO with L & D Trainer’s Pool conducted SPMS orientation per office
Organized Performance Management Team and Secretariat
Frequent PMT meeting
Conducted series of SPMS workshops validation sessions
Presentation of outputs to the Governor
Results
Increased awareness of alignment of individual and departmental performance to PGA priority agenda
Implementation of Performance-based step increment
All offices/departments have identified their strategic priorities/core functions/ support
Facilitating Factors
Support of the Governor and department heads
Trainer’s Pool learning workshops for department heads and HR Focal Persons on SPMS
Cooperation of supervisors and division heads
Utilisation of Trainer’s Pool
Active participation of PMT members
Process
Review Rewards and Recognition Policies
Identification of awards and awardees
Presentation of proposal
Results
Thanksgiving Celebration for Retirees
Proposed Loyalty Award for 30 years in Service
Supported Step-increment based on Length of Service and Performance (approved by LCE)
Challenges Sustaining commitment and support of LCE, SP and heads of offices to current gains
Managing expectations and sustaining gains
Fulfilling the requirements of CSC Level II Accreditation per PRIME-HRM
Enhancing HRMIS coverage and capacity amidst limited financial and human resources
Limited number of positions and HR staff given that we have reached the PS CAP
Our plans of sustaining
the gains …
Engaged top management’s continuing support to HR reforms
Continue providing orientations, progress updates and proposals for reforms to top management and SP (legislation)
Communicate activities and updates
Undertake learning and leadership development activities that will strengthen HR focal persons, HRD Core Team and PGA Pool of Trainers
Continue to undertake leadership development activities strengthen executive (department heads) and legislative (SP members) support to change initiatives –policies and approved budget
Strengthen L&D system to enhance competencies of human resource and improve capabilities of the organisation
Communication Plan
Our plans of sustaining
the gains …
Transforming HRMO creates synergies among department/ offices which pave the way for transformation of the whole organisation/agency.
Transforming the HRMO transforms the entire agency.
Take Home Points
Communication is very important in getting the involvement of department/ office heads, and sponsorship of LCE.
Capacitate middle managers and ordinary employees with leadership qualities… they are effective change agents.
Take Home Points
In leading change, involve people in the organisation in defining the change direction and determining the strategies to avoid resistance and to create a sense of ownership.
Always highlight “What’s in it for me?”
Take Home Points
Sustainability Action Plan is necessary to sustain the gains.
Communicate and celebrate small milestones – to sustain interest and commitment.
Take Home Points