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)

Few Facts about

Provincial

Government of Aklan

Total Population:535,725 (as of January 2014)

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

Constantly look for opportunity for growth

Seize every opportunity that comes

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

PGA:LCE, Department Heads, PHRMO

Committed to Change

Our journey began with... STAFF AND SKILLS

INVENTORY

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?”

Strategic

HRD

Planning

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

Installation of

Learning & Development

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

Republic of the Philippines

Province of Aklan

Provincial

Government of Aklan

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

Welfare

& Benefits

Administration

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)

Facilitating Factors

Support of the Executive and Legislative Body

Challenges

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

Sustaining

the Gains

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 …

Take Home

Points

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

Acknowledge support of everyone and give back to them the recognition.

Take Home Points

Never say it is over…

time to rest! ---

“change is a journey!”

Take Home Points

“Change, they say, is a process, not an event. It is not a destination but a

journey.”

- Unknown

and our journey continues…

Thank You!