the human capital factor in transforming … implement of code of conduct ... objectives...

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

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

Sample Action Plans



HR DIRECTIONS

COMPETENCIES




REWARDS MANAGEMENT



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



HR DIRECTIONS

COMPETENCIES




REWARDS MANAGEMENT



CAREER MANAGEMENT

CHED COMPETENCY-BASED RECRUITMENT & SELECTION

SYSTEM

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

SELECTION PROCESS

Selection matrix

(internal)

PROPOSED Evaluation rubric in assessing qualifications

Rubric for Performance Management Ratings

Overall Assessment



HR DIRECTIONS

COMPETENCIES




REWARDS MANAGEMENT



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



HR DIRECTIONS

COMPETENCIES




REWARDS MANAGEMENT



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



• 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

FINDINGS: A Model for Enabling Change

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

POP QUIZ: What are the factors that enable commitment to change?

COMMITMENT TO CHANGE

CHANGE STRATEGY

CHANGE MANAGEMENT

TRANSFORMATIVE LEADERSHIP

ORGANIZATION CULTURE

Thank you!

[email protected]

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