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THE HUMAN CAPITAL FACTOR IN
TRANSFORMING PUBLIC
ORGANIZATIONS
Ma. Regina M. Hechanova, PhD President, Psychological Association of the Philippines
Chair, Psychology, Ateneo de Manila University
What is the role of Human Capital in Transforming Public Organizations?
• Harnessing human capital to achieve organization goals (Strategic HRM)
• Enabling transformation through people
• CHED Journey
What is the role of Human Capital in Transforming Public Organizations?
• Harnessing human capital to achieve organization goals (Strategic HRM)
Elements of SHRM
• Organization’s directions, vision, mission, and goals that are responsive to the changing environment.
• HR directions must be anchored on these organization directions.
• Systems approach – diagnosis; solutions are multi-faceted and complement each other.
• Measurement of outcomes – clear goals, monitoring
LET’S PLAY Plug in the following words in the
framework • COMPETENCIES
• CULTURE & EMPLOYEE RELATIONS
• TRAINING & DEVELOPMENT
• ORGANIZATION DIRECTIONS
• PERFORMANCE MANAGEMENT
• REWARDS MANAGEMENT
• CAREER MANAGEMENT
• SUCCESSION MANAGEMENT
• HR DIRECTIONS
• RECRUITMENT & SELECTION
FRAMEWORK FOR STRATEGIC & COMPETENCY-BASED HRM
ORGANIZATION DIRECTIONS
HR DIRECTIONS
COMPETENCIES
CULTURE & EMPLOYEE RELATIONS
SUCCESSION MANAGEMENT
PERFORMANCE & MANAGEMENT
REWARDS MANAGEMENT
TRAINING & DEVELOPMENT
RECRUITMENT & SELECTION
CAREER MANAGEMENT
The CHED Journey to Strategic HR
• Strategic HR Master Plan Workshop – Identify the HR initiatives needed in order to
attain the CHED goals
– Validate the technical competencies needed per division
– Identify changes that need to be made in terms of recruitment & selection, training & development, performance management, rewards management, employee relations and succession planning
Sample Organization Analysis & HR Implications
KRA Barriers/Problems Root Causes HR/ORG Implications
Improving
Standards
through
Quality
Assurance
Job Mismatch
Non-recognition of
graduates in the
international market
Low board/licensure
performance
Low Quality of Higher
Education
Political intervention
influenced by personal
agenda and affected by
conflict of interest
Non-compliance with
PSGs due to poor
monitoring instruments
and limited resources
Inconsistent PSGs caused
by poor selection of
technical experts, lack of
training and systems of
procedures
Programs offered are
outside the mandate
(SUCs) such that CHED
guidelines are not being
followed
Understaffing
Improve Hiring &
Selection system
Job Rotation
Implementation of
Code of Conduct
Leadership
Development
Budget
Training &
Development
Quality Assurance
Tools & Systems
(ISO/QMS )
ORG ANALYSIS & HR IMPLICATIONS
Rationa
lization
Quality
Assurance
Access
Transparency
& Integrity
Org Devt
Recruitment
& Selection
Outsourcing
Review of
TOR
Hiring &
Selection system
Manpower Plan
Training &
Career Devt
Training &
Dev
Training & Dev
Job Rotation
Training & Dev Training & Devt Training & Devt
Job Rotation
Succession &
Leadership
Leadership
Devt
Leadership
Development
Role Modeling
Leadership
Devt
Succession
Planning
Review QS
Performance
& Rewards
Performance
Mgt
Incentives/Sa
nctions
Implement of
Code of Conduct
Implement of
Code of
Conduct
Culture &
Employee
Relns
Values Devt
Team Devt
Emp Comm
Values Devt Values Devt
Dialogue/Com
m
Wellness Prog
Org
Interventions
Budget
Tech
Solutions
Harmonizatio
n/ Revision of
Laws/Policies
Budget
QA Tools &
Systems
ISO/QMS
Comm & PR
Systems Improve
Mgt Info Systems
Budget
Rationalize Policies
Legislation
Alternative Educ
Strengthen
partnership with
Govt Agencies
Quality Mgt
Systems
Stakeholder
feedback
Ombudsman
Consultation
Process
Ratplan 2
Use of Tech
Work Environ
FRAMEWORK FOR STRATEGIC & COMPETENCY-BASED HRM
ORGANIZATION DIRECTIONS
HR DIRECTIONS
COMPETENCIES
CULTURE & EMPLOYEE RELATIONS
SUCCESSION MANAGEMENT
PERFORMANCE & MANAGEMENT
REWARDS MANAGEMENT
TRAINING & DEVELOPMENT
RECRUITMENT & SELECTION
CAREER MANAGEMENT
CHED COMPETENCY MODEL
Adaptability & Flexibility
Service Orientation Initiative
Job Knowledge Stress Management Ethics & Integrity Teamwork Professionalism Communication
Visionary & Strategic Thinking
Passion for Excellence
CORE
STAFF EXECUTIVES SUPERVISORS
Networking & Collaboration Planning, Leading, Organizing &
Controlling People Management & Development Critical Thinking & Decision Making
Innovation & Change
FRAMEWORK FOR STRATEGIC & COMPETENCY-BASED HRM
ORGANIZATION DIRECTIONS
HR DIRECTIONS
COMPETENCIES
CULTURE & EMPLOYEE RELATIONS
SUCCESSION MANAGEMENT
PERFORMANCE & MANAGEMENT
REWARDS MANAGEMENT
TRAINING & DEVELOPMENT
RECRUITMENT & SELECTION
CAREER MANAGEMENT
Rationale
• Identified as a key area of action in CHED Strategic HR Plan
• Alignment to OBE, PQF and horizontal typologies
• Align selection with required competencies
• Assist CHED leaders and HR officers in making effective selection decisions
Selection PRINCIPLES & PHILOSOPHY
• MERITOCRACY: We shall select the best candidates who meet minimum qualification standards AND possess required competencies
• VALIDITY: We will identify most appropriate method to assess each competency
• RELIABILITY: We will utilize multiple methods of selection
• CONSISTENCY: All those involved in selection shall be trained to use the selection tools and process
FRAMEWORK FOR STRATEGIC & COMPETENCY-BASED HRM
ORGANIZATION DIRECTIONS
HR DIRECTIONS
COMPETENCIES
CULTURE & EMPLOYEE RELATIONS
SUCCESSION MANAGEMENT
PERFORMANCE & MANAGEMENT
REWARDS MANAGEMENT
TRAINING & DEVELOPMENT
RECRUITMENT & SELECTION
CAREER MANAGEMENT
Strategic Performance Management
Training Career Development
Rewards
Individual Performance
Plan
Objectives Competencies
Coaching Performance
review
Vision and Mission
Strategy Culture
SPMS PROCESS CYCLE
Planning and Commitment
Performance Monitoring and
Coaching
Performance Review and Feedback
Performance Rewarding and Development
Planning
Individual KRA’s & Performance Objectives
Division / Section Objectives
Central Office and Regional Office Objectives
CHED MFO’s and Key Result Areas
Strategic Directions & Organizational Plans
Vision / Mission
Link to the Strategic Directions
FRAMEWORK FOR STRATEGIC & COMPETENCY-BASED HRM
ORGANIZATION DIRECTIONS
HR DIRECTIONS
COMPETENCIES
CULTURE & EMPLOYEE RELATIONS
SUCCESSION MANAGEMENT
PERFORMANCE & MANAGEMENT
REWARDS MANAGEMENT
TRAINING & DEVELOPMENT
RECRUITMENT & SELECTION
CAREER MANAGEMENT
2014 projects
Key Players in SHRM
• Involvement and support of top management
• Partnership between the operating units and the HR Unit.
CHED: •HR Change Management Team is composed of
representative from HR and line •Strategic HR Planning workshop was participated by
entire leadership team •Training workshops among supervisors on use of HR
systems
What is the role of Human Capital in Transforming Public Organizations?
• Harnessing human capital to achieve organization goals (Strategic HRM)
• Enabling transformation through people
Question: What are the factors that enable employee commitment to change?
Methodology:
Two-phased, mixed method study
• Phase one - Case studies
• Phase two - Surveys
Phase One: Case Study of Filipino-Owned Organizations
• Miriam College
• Ateneo de Manila University
• Skycable
• Greenbank
• 24/7
• The Medical City
• Seaoil
Phase Two – Model Testing
• Surveyed 1962 employees from 28 Philippine organizations from a variety of industries (utilities, financial, academic, manufacturing, health, hospitality, transportation, communication, real estate, trade, government)
• 34% were rank and file employees, 30% were in professional/technical jobs and 30% held supervisory/managerial positions.
• The average age of respondents was 32 years.
• Average tenure in the organization was 8 years.
Findings: Resistance to Change IS real!
Negative Positive
• Anxious
• Worried
• Unprepared
• Pressured
• Confused
• Angry
• Demotivated
• Frustrated
• Shortchanged
• Committed
• Happy
• Confident
But Change Attitudes can Evolve! • Readiness
– willingness to accept change
– confidence in ability to implement
• Perceived Value of Change
– evaluation of positive/negative effects of change
• Commitment to Change
– willingness to implement and support change
Unfreezing
Transition
Refreezing
Change Strategy
Vision as starting point Systems perspective – complementary changes
in structures, systems, culture, and people Long-term orientation
implementing changes in phases. Changes were piloted to allow the organization to
allow employees to adjust. refined the change and made iterations to
accommodated employee’s feedback. Inclusive approach to transformation – wellbeing
of organization and its stakeholders
Change Strategy: Applications in CHED
Used CHED’s Higher Education Reform Agenda and Strategic Plan 2011-2016 as starting point
Strategic HR Plan began with diagnosis using a systems perspective and identified both HR and Organization solutions
Long-term orientation Five year journey Implementing changes in phases. Changes were piloted and refined to accommodated
feedback (i.e. Rubrics in Selection Manual) Inclusive approach to transformation - balance
performance and employee wellness
Change Management
• Clearly articulating change goals
• Crafting deliberate change plans or road maps
• Finding the right timing for the change
• Staggering the introduction of changes makes for smoother implementation
• Enable participation and buy-in on change efforts
• Celebrating milestones and progress will also reinforce the sense of moving closer to one’s goals and sustain momentum
Change Management: Applications in CHED
• Enable participation and buy-in on change efforts – involved leadership in crafting Strategic HR Plan
• Clearly articulating change goals, plan - Strategic HR Plan
• Staggering the introduction of changes makes for smoother implementation & finding the right timing for the change – adjustments in timing
Transformative leadership
Transformational Leadership Behaviors
• challenging the process
• inspiring a shared vision
• enabling others to act
• modeling the way
• encouraging the heart
Plus…
• credibility & integrity
• political will
Transformative leadership: Applications in CHED
Dr. Patricia Licuanan as a Transformational Leader
Presence of other change leaders who:
– challenged the process
– inspired a shared vision
– enabled others to act
– modeled the way
– encouraged the heart
– credibility & integrity
– political will
Organization Culture • Mission-Orientation
– When employees know and understand the vision, they find more meaning in their work, and have a better appreciation of organization decisions.
• Innovation – Provide mechanisms to elicit new ideas; Benchmark with competitors
• Employee Engagement – Malasakit or employees willing to go the extra mile develops when
employees are made to feel that they are a vital part of the organization- socialization and wellbeing
• Quality of Relationships • Need to foster good relationships is to improve leaders’ visibility and
provide venues for interaction
• Celebrations, Team building, R&R
Organization Culture: Applications in CHED
• Mission-Orientation
– Tap the dedication of CHED Employees
• Innovation
– Benchmark with private organizations
• Employee Engagement
– Socialization and wellbeing
• Quality of Relationships
– Celebrations
– Team building, R&R
POP QUIZ: What are the factors that enable commitment to change?
COMMITMENT TO CHANGE
CHANGE STRATEGY
CHANGE MANAGEMENT
TRANSFORMATIVE LEADERSHIP
ORGANIZATION CULTURE