Our Journey Towards

Strategic HRMO:
An LGU Experience

METHUSELAH “BING” SANTAMARIA

Department Head-PHRMO
Province of Aklan
How do we get there?
Destination

Milestones/
Sustainability

Challenges/
Facilitating
Factors

Realities
/ Issues
Opportunity
for change
 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
PGA- Chosen as Partner
Organisation of AusAID

Philippine Australia Human Resource

Organisational and Development Facility
“Building Competencies and
Enhancing Capabilities”

Provincial Road Management Facility

PGA Organisational Assessment :
PHRMO

Welfare & Rewards

Highly transactional functions are not
priorities

No L&D Function

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
Process
Conducted 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
Process
Creation 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
Process
SSI 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
Process
Created 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
Process
Invited 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
Our plans of sustaining
the gains …
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
Take Home
Points
 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!”
 “Change, they say, is a
process, not an event. It
is not a destination but a
journey.”

- Unknown
and our journey continues…
Thank You!