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HUMAN RESOURCE MANAGEMENT and DEVELOPMENT. An Overview of the HR Initiatives of the Civil Service Commission for the Philippine Bureaucracy. CSC Definitions of HR, HRM, HRD and OD. CSC Constituents. People. Function. CSC Definitions of HR, HRM, HRD and OD. CSC Constituents. Bureaucracy.

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HUMAN RESOURCE MANAGEMENT and DEVELOPMENT

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Human resource management and development

HUMAN RESOURCE MANAGEMENT and DEVELOPMENT

An Overview of the HR Initiatives of the Civil Service Commission for the Philippine Bureaucracy


Csc definitions of hr hrm hrd and od

CSC Definitions of HR, HRM, HRD and OD

CSC Constituents

People

Function


Csc definitions of hr hrm hrd and od1

CSC Definitions ofHR, HRM, HRD and OD

CSC Constituents

Bureaucracy

Agency HRMD

CSC Employees

People

CSC HR

Function


Csc definitions of hr hrm hrd and od2

CSC Definitions ofHR, HRM, HRD and OD

CSC Constituents

Society

Indirect

Bureaucracy

External

Direct

Agency HRMD

CSC Employees

Internal

CSC HR


Csc definitions of hr hrm hrd and od3

CSC Definitions ofHR, HRM, HRD and OD

HR

Human Resource (HR) refers to the people, including their qualifications, competencies, talents, and potentials, in the Philippine Civil Service including CSC.

HR as a function pertains to the management, development and utilization of the people in the Philippine Civil Service towards the excellent and ethical achievement of the vision of the organization.


Csc definitions of hr hrm hrd and od4

CSC Definitions ofHR, HRM, HRD and OD

HRD

HRM

Career

Development

Organization

Design

Bureaucracy

Workforce

Planning

Performance

Management

Agency HRMD

CSC Personnel

Recruitment/

Selection/

Placement

Employee

Relations

CSC OHRMD

Rewards and

Recognition

Learning and

Development


Csc definitions of hr hrm hrd and od5

CSC Definitions ofHR, HRM, HRD and OD

HRM

Human Resource Management (HRM) is the application of principles, systems and processes that facilitate the engagement (optimal acquisition, maintenance and utilization) of the people in accordance with Civil Service laws and rules towards organizational integrity and excellence.


Csc definitions of hr hrm hrd and od6

CSC Definitions ofHR, HRM, HRD and OD

HRD

Human Resource Development (HRD) is the strategic framework (assessing, building and sustaining capacities) that enhance the value (performance and contribution) of the people by bridging competency gaps, maximizing existing capacities and discovering and cultivating potentials through appropriate interventions.


Csc definitions of hr hrm hrd and od7

CSC Definitions ofHR, HRM, HRD and OD

OD

Organization Development (OD) for CSC

is a collaborative process used to strategically manage transformative changes toward enhancing Government Agencies’ relevance and responsiveness to their mandates. This is facilitated through organizational diagnosis and behavioral, structural and technological interventions.


Csc definitions of hr hrm hrd and od8

CSC Definitions ofHR, HRM, HRD and OD

Characteristics of Strategic HR for CSC

People-Centric, Values-Oriented and Citizen Focused

Vertically and horizontally aligned and integrated including alignment and congruence to societal goals

Participative, consultative, facilitative, transformative, nurturing and enabling (rather than imposing practices)

Promotes desirable and ethical practices fit for the different Partner Agencies including CSC


Csc definitions of hr hrm hrd and od9

CSC Definitions ofHR, HRM, HRD and OD

Characteristics of Strategic HR for CSC

Nurtures Learning

Thrives on competitive edge by being proactive and innovative

Practices Competency-based HR

Practices Evidenced-based HR with the use of metrics and HRIS

Global Mind-set with international linkages and local networks


Csc vision and mission

CSC Vision and Mission

Vision/ Mission

PRIME HRM

L&C Brand

SPMS

LDP

CBRQS

PGS


Csc vision and mission1

CSC Vision and Mission

Vision/ Mission

PGS

PRIME HRM

L&C Brand

SPMS

LDP

CBRQS


Csc vision and mission2

CSC Vision and Mission

Vision/ Mission

Strategy

Map

Workload

PGS

PRIME HRM

L&C Brand

CBRQS

OPCR/

IPCR

SPMS

HR Plan

Staffing

Basis for Coaching

CBLDP


Performance governance system

Module 3:

Performance Governance System


Human resource management and development

Provide excellent HR processes

Ensure effective and efficient

performance of Quasi-Judicial functions

Enhance the competency of our workforce

CSC 2030 AGENCY VISION

CSC shall be Asia’s Leading Center of Excellence for Strategic HR and OD

Recognized as a Center for Excellence

STAKEHOLDERS

High performing, competent and credible civil servants

CORE PURPOSE

Gawing

Lingkod-Bayani

ang

BawatKawani

PROCESSES

PEOPLE

CORE VALUES

  • Love of God and

  • Country

  • Excellence

  • Integrity

FINANCE

Ensure efficient management of financial resources

  • Love of God

  • and Country

  • Integrity

  • Excellence

PARTNERS

Cultivate partnerships with local and international institutions


Performance governance system1

Performance Governance System

Strategy Map

Full Speed Ahead

Revving Up:

Initiating a Change Journey

2010

Laid the foundation for 2015

2015

HR Center for Philippine Bureaucracy

2022

SEA’s Leading

Center of Excellence in HROD

2030

Asia’s Leading Center of Excellence in HROD


Human resource management and development

REFRESHED ENTERPRISE SCORECARD

STAKEHOLDERS

PROCESS

PEOPLE

FINANCE

PARTNERS


Program to institutionalize meritocracy and excellence in hrm

Module 4:

Program to InstitutionalizeMeritocracy and Excellencein HRM


Human resource management and development

Empowering Agencies

thru the

CSC PRIME-HRM

The Cornerstone for HRM in the Bureaucracy


Human resource management and development

2012

  • Agency HR Climate Survey

  • Agency Self-Assessment


Human resource management and development

Results of Agency HR Climate Survey

welfare

performance

development

relations


Human resource management and development

Results of Agency Self Assessment

ADVANCE LEVEL


Human resource management and development

CSC PRIME-HRM

  • OBJECTIVES:

  • Assess the HRM practices and capabilities of agencies;

  • Serve as search mechanism for best practices in HRM;

  • Promote and serve as a venue for exchange and development of expertise in the area of human resource management between and among government agencies;

  • Empower agencies in the performance of HRM functions; and

  • Promote and reward excellent human resource management practices.


Prime hrm

PRIME HRM

Comprehensive

HR

Assessment

Review and

Monitoring

Seal

of

Excellence

Assess


Prime hrm1

PRIME HRM

Continuing

Assistance

Review and

Evaluation

Seal

of

Excellence

Assist

Assess


Prime hrm2

PRIME HRM

Level 1:Regulate

Level 2:Accreditation

Level 3:Deregulate

Centerof Excellence

Sealof Excellence

Seal

of

Excellence

Award

Assist

Assess


Strategic performance management system

Module 5:

StrategicPerformance Management System


Spms alignment to rbpms

SPMS alignment to RBPMS

Societal Goals/Outcomes

SER

Socio-Economic Report

Sectoral Goals/Outcomes

Good Governance and Anti-Corruption

Human Dev’t & Poverty Reduction

Economic Devt

Security, Justice and Peace

Climate Change Adaptation

PPARC Priority Program Accountability Report Card

Organizational Outcomes

MARC-I MFO Accountability Report Card

Major Final Outputs (Citizen Focused and Product Results)

MARC-II Mgt Accountability Report Card

Financial Stewardship

Internal Process

Leadership, Learning, and Growth

Strategic Performance Management System (Individual)


Human resource management and development

SPMS

Paradigm Shift to SPMS


Human resource management and development

SPMS

Performance Planning and Commitment

Performance Monitoring and Coaching

Functional if:

All OPCRs, IPCRs submitted and approved based on the SPMS Calendar

Functional if:

Quarterly coaching report submitted by the end of quarter

Functional if:

Performance Assessment submitted to OFAM for grant of PEI/PBB; Office Learning and Development Plan submitted; Top Performers’ List submitted by OHRMD for recommendation by PRAISEC

Functional if:

Accomplishment Reports submitted, reviewed and recommended for final action based on the SPMS calendar

SPMS

Cycle

Performance Rewarding and Dev’t. Planning

Performance Review and Evaluation


Leadership and coaching brand

Module 6:

Leadership and CoachingBrand


Leadership and coaching brand1

Leadership and Coaching Brand

Performance Planning and Commitment

Coaching

Moments

in SPMS

SPMS

Cycle


Leadership and coaching brand2

Leadership and Coaching Brand

Performance Planning and Commitment

Performance Monitoring and Coaching

Coaching

Moments

in SPMS

SPMS

Cycle


Leadership and coaching brand3

Leadership and Coaching Brand

Performance Planning and Commitment

Performance Monitoring and Coaching

Coaching

Moments

in SPMS

SPMS

Cycle

Performance Review and Evaluation


Leadership and coaching brand4

Leadership and Coaching Brand

Performance Planning and Commitment

Performance Monitoring and Coaching

Coaching

Moments

in SPMS

SPMS

Cycle

Performance Rewarding and Dev’t. Planning

Performance Review and Evaluation


Leadership and coaching brand5

Leadership and Coaching Brand

4- Celebrate

Coaching

Cycle

1- Connect

Goals

Realities

Options

Way

forward

3- Check

2- Challenge


Leadership and coaching brand6

Leadership and Coaching Brand

The ability to direct and establish short and long-range plans and calculate and manage risks based on future or emerging trends and outcomes of decisions to achieve CSC goals.

The ability to plan and support an individual’s or team’s skills and abilities so that they can fulfill current or future job/role responsibilities effectively.

The ability to initiate or facilitate change and motivate people to embrace it.

The ability to inspire and create an environment that encourages positive interaction and collaboration among members of CSC.

The ability to provide timely and relevant feedback to individuals or groups in order for them to take action and improve their performance.

The ability to nurture learning and growth.

The ability to build, develop and utilize collaborative relationships with local and international partners to facilitate the accomplishment of CSC goals.

Thinking Strategically

Leading Change

Building Commitment

Developing People

Managing Performance

Coaching for Results

Partnering & Networking


Competency based recruitment and qualifications standards

Module 7:

Competency-Based Recruitment and Qualifications Standards


Competency based hr

Competency-Based HR

Competencies

are observable, measurable and vital

skills, knowledge and attitudes

that are translations of capabilities

deemed essential for organizational success.


Competency based hr1

Competency-Based HR


Competency based hr2

Competency-Based HR


Competency based hr3

Competency-Based HR

Competency-Based

Recruitment and Selection

More results oriented than qualifications

Non-discriminatory

Identifies individuals with characteristics that are difficult to acquire through training

Better measure of fit with organization culture

Provides applicants with opportunities to explain/ demonstrate competencies


Competency based hr4

Competency-Based HR

Competency-Based

Recruitment and Selection

Competencies are readily transferrable and therefore provides flexibility with assignments

Reduced training time with greater fit in selection

Easier to plan competency development for new hires

Enables identification of applicants as back-up for key positions


Csc competency model

CSC Competency Model

Organizational

Core

Technical

Leadership


Csc competency model1

CSC Competency Model

Developing the Competency Model

  • Initial Data Gathering

    • Benchmarking (Local and International Institutions)

    • Review of Documents (Job Description, Scorecard, Strategy Map)

    • Interviews

    • Surveys

  • Identified and Clustered Knowledge/Skills/Attitudes (KSA)

  • Used KSA Clusters as basis for Competency Requirements


Csc competency model2

CSC Competency Model

Developing the Competency Model

  • Generated and classified Behavioral Indicators through interviews of High, Medium and Low Performers

  • Validated the Competency Model through a Workshop consisting of different levels of employees

  • Validated with External Stakeholders through FGD

  • Commission Approval of the Competency Model


Csc competency model3

CSC Competency Model

Core Descriptions/Rubrics

Competency Name

Competency Definition

Competency Levels

Behavioral Indicators


Csc competency model4

CSC Competency Model

Competency Assessment Process

  • Developed 20 Position Profiles

  • Developed Assessment Tools using the Behavioral Indicators

  • Conducted Orientation at the Central Offices followed by a Survey in the afternoon

  • Conducted Self-Assessment and Supervisor Assessment using Behavioral Indicators in the required and next higher level

  • Consolidated Self and Supervisor Assessments using 50%-50% Weights


Csc competency model5

CSC Competency Model

Competency Assessment Results


Csc competency model6

CSC Competency Model

Unmet Competencies

Least Unmet

Moderately Unmet

Most Unmet


Csc competency model7

CSC Competency Model

Unmet Competencies

Least Unmet

Moderately Unmet

Most Unmet


Csc competency model8

CSC Competency Model

Unmet Competencies

Least Unmet

Moderately Unmet

Most Unmet


Csc competency model9

CSC Competency Model

No. of Competencies Met


Csc competency model10

CSC Competency Model

Competency Scoring Template

Actual Proficiencies

Required Competencies

Required Proficiencies

Compare


Competency based learning and development programs

Module 8:

Competency-BasedLearning and Development Programs


Competency based learning and development

Competency-BasedLearning and Development

Competency-Based

Training

Competency model consistently communicates a common set of performance expectations

Focuses training on individual needs

Helps individuals focus on achieving exemplary performance


Competency based learning and development1

Competency-BasedLearning and Development

Competency-Based

Employee Development

Enables communication of competency needs

Encourages self-development


Competency based learning and development2

Competency-BasedLearning and Development

Workplace Learning and Performance

With Training we tend to overly focus on learning.

Oftentimes, forgetting to transfer learning into the workplace.

LEARNING


Competency based learning and development3

Competency-BasedLearning and Development

Workplace Learning and Performance

BUSINESS RESULTS

With WLP

we focus on performance as a result of learning.

With the

end-in-view of creating impact on business results.

LEARNING

PERFORMANCE


Competency based learning and development4

Competency-BasedLearning and Development

Workplace Learning and Performance

BUSINESS RESULTS

Necessitating the consideration of the effect of the environment on learning.

LEARNING

ENVIRONMENT

PERFORMANCE

Robinson, Robinson and Blanchard


Competency based learning and development5

Competency-BasedLearning and Development

Workplace Learning and Performance

BUSINESS RESULTS

Application of learning at work aligned with business strategy producing concrete and worthwhile results.

LEARNING

ENVIRONMENT

PERFORMANCE

Brinkerhoff

Robinson, Robinson and Blanchard


Competency based learning and development6

Competency-BasedLearning and Development

Learning and Development Opportunities in CSC

  • Formal Classroom Training

    • Internal Training

    • External Training

  • On-the-Job Training

    • Coaching

    • Knowledge Sharing and Learning

    • Shadowing


Competency based learning and development7

Competency-BasedLearning and Development

Learning and Development Opportunities in CSC

  • Self-Development

    • Self-Study

    • Evening or Weekend Courses

    • Educational/Training Video Tapes

    • Books or other Publications/Journals

    • PC Tutorials/Computer Aided Training/Webinar


Competency based learning and development8

Competency-BasedLearning and Development

Learning and Development Opportunities in CSC

  • Developmental Activities/Interventions

    • Special Work Project

    • Added Responsibilities

    • Cross Program/Rotational or Temporary Assignments

    • Task Force or Committee Assignment


Competency based learning and development9

Competency-BasedLearning and Development

Individual Development Plan

  • Given your Competency Assessment Result:

  • What competencies would you like to develop?

  • In what work opportunities can you apply these competencies?

  • What learning opportunities can you take advantage to develop your competencies?


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