PUBLIC SECTOR HUMAN RESOURCE MANAGEMENT SYSTEM FRAMEWORK

HUMAN RESOURCE MANAGEMENT SYSTEM FRAMEWORK

The public sector HRM has the following major systems components:

a) Personnel Planning and Budgeting

This system comprises a set of policies and processes for the determination of the
appropriate mix and levels of staffing and personnel who will match the
competency requirements of the agency strategic plan and the estimation of the
budgetary resources needed, covering a period of three years.

The processes describe the compartmentalization of responsibilities, from the

establishment of policy guidelines, planning authorization and participation of the
various units to the approval by the final decision-making authority.

The system is a follow-through of the strategic planning exercise and integral to the
strategic plan implementation process.

b) Recruitment

The system prescribes the policies and detailed processes for selection and
appointment to positions in the agency’s staffing pattern and to contractual
positions. Described under the system is the nature of participation of the various
units at various stages in the recruitment process, that is, from the time vacancy
occurs or a new position in created, up to the appointment of the applicant.

c) Deployment

The personnel deployment system involves policies and procedures on the

movement of an employee from one organization unit to another for the same type
of work or for a different job of equal position level, provided that such transfer will
not result in a break in the service record of he employee concerned. The
deployment may be from one decentralized/field unit to another, from one
organizational unit to another within a decentralized unit, or from the central office
to any of the decentralized units.

d) Career Development and Succession

The system provides policies and processes for carrying out a career development
and succession system that allows the matching of employee goals with the
competency needs and institutional goals of the agency.

The system defines the career path of employees with specific skills, qualifications
and potentials. It establishes baseline and profile of each and every employee as to
 their employment history, performance, academic qualifications, expertise,
potentials, career development objectives and other related information relevant to
the status of employee. It matches each and every employee to the next higher post
as a next-in-rank employee for succession purposes; and it draws up a list of at least
two next-in-rank employees per position as basis for succession and advancement.

e) Promotion

Consistent with the above career development and succession policy, this system
prescribes the procedures for the vertical and horizontal progression of personnel. It
is expected that, through the system, “internal search” for prospective candidates
will be decisively undertaken to fill vacancies.

f) Performance Evaluation

This system is linked with the annual and medium-term strategic plan of the
agency. From the strategic plan, the various units will draw up operations plans.
The operations plans are cascaded and distributed among the employees of a
particular responsibility center for the performance targets and measures.

The system consists of work processes for commitment setting and performance
evaluation. Specifically, the procedures cover the setting up of performance targets
(quantitative factors) and competency factors (qualitative components) against
which the actual performance of the individual employee is periodically measures.
This becomes the basis for promotion, career development planning and training.

g) Personnel Discipline

The system comprises of policies and procedures that outline the steps in addressing
complaints against any employee in the agency.

h) Training and Development

The system comprises of policies and procedures that outline the steps in defining
training needs and providing to employees the program for the development and
improvement of their skills and job knowledge. The steps involve pre-training,
training proper and post training.

i) Salary Administration

The system comprises of policies and procedures that cover both setting up and
implementation of the salary structure and the maintenance of the system that
attempts to provide competitive compensation for non-judicial personnel.

j) Incentives and Rewards

 The system comprises of policies and procedures that cover the giving of awards
and incentives to employees who exhibit commendable behavior and attributes,
contribute to cost savings, bring honor to the institution, give suggestions that
improve efficiency and such other similar positive contributions.

k) Employee Grievance

The system covers policies and procedures that outline the steps involved in
handling grievances of employees regarding working conditions and relationships
or status in the organization that are outside their control.

l) Personnel Benefits and Leave Administration

The system covers policies and procedures which employees can avail for
themselves the different benefits – monetary and non-monetary granted by law
and/or by management.

m) Personnel Records Management and Services

The system covers policies and procedures that outline steps to be followed in the
recording, filing and maintenance of data and transactions of employees during
their entire employment with the agency. It also covers policies and processes for
providing personnel records that are needed by employees to qualify for loans,
benefits and other personal or official activities that will require submission of
personnel records.

n) Personnel Management Reporting

The system covers policies and procedures to be followed in reporting significant

events and condition involving personnel that are of concern to management.

o) Attendance and Leave Administration

The system covers policies and processes that cover employee attendance and leave
including the benefits and penalties associated with an employees compliance with
policies and rules.

p) Payroll Administration

The system includes policies and processes for the computation of an employees
regular salary, the frequency, method and timing of the giving of salary including
what will be deducted and why.
Each of the above system will have the following components to be analyzed and
subjected where necessary to the application of HRM improvement tools and systems:

a) Policies, which include guidelines parameters that will guide management action,
and employee eligibility, including penalties and rewards.

b) Processes, are the steps required to process inputs to produce HRM outputs

c) Levels of Authority, are the number of levels of decision making in the organization
with respect to HRM matters.

d) Workflows, involve the movement of tasks form one person or unit to another in
order to transform inputs to outputs or services.

e) Practices, are the actual activities and decisions made by management and
employees in relation to HRM matters and in relation to policies and formally
constituted and prescribed processes, level of authority, and workflows.

f) Resources, is the mix and level of resources – financial, technological, physical that
are infused and which define the HRM conditions of employees.

Other systems that impact of HRM and which will be covered in the capacity
development program include the following:

a) Organization Planning and Design, which include the internal functional

configuration of the agency and the mechanisms that the agency adopts to
continuously review and improve its organization design to improve capacities to
function within a changing environment.

b) Staffing and Work Distribution, which include the position mix and levels in each
definable unit within the agency and the manner in which tasks are distributed to
the incumbents of these positions taking into consideration the nature and number
of the position, volume of work and employee workload carrying capacity.

c) Position Classification, is the categorization of the agency’s staffing into the

position classes prescribed under the index of position classes as provided by law or
rules and regulations.

d) Job description and job analysis, comprises of mechanisms that define the
qualification, (education, experience) and skills requirements of the position, its
work content, reportorial arrangements and requirements and career path.

e) Work place quality comprises of he physical and technological environment which

facilitate the performance of employee work. This will include office space,
equipment, temperature and lighting, work tools, and recreational facilities.