PRIME HRM Power Point Presentation - DepEd

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PRIME HRM Power Point Presentation - DepEd
LEVEL UP!
Preparing for PRIME HRM Maturity Level II Accreditation
PRIME HRM:
A BRIEF BACKGROUND
The Phases:
ASSESS
ASSIST
AWARD
Richard T. Ortiz, June 2015
PRIME HRM: A BACKGROUND
ASSESS Phase
The CSC assesses the
maturity level of an agency’s
competencies, systems and
practices in 4 HRM systems.
Richard T. Ortiz, June 2015
PRIME HRM: A BACKGROUND
ASSESS Phase
The 4 HRM systems are:
1. Performance Management
System
Richard T. Ortiz, June 2015
PRIME HRM: A BACKGROUND
ASSESS Phase
The 4 HRM systems are:
2. Recruitment, Selection
and Promotion
Richard T. Ortiz, June 2015
PRIME HRM: A BACKGROUND
ASSESS Phase
The 4 HRM systems are:
3. Learning and Development
Richard T. Ortiz, June 2015
PRIME HRM: A BACKGROUND
ASSESS Phase
The 4 HRM systems are:
4. Rewards and Recognition
Richard T. Ortiz, June 2015
PRIME HRM: A BACKGROUND
ASSESS Phase
The maturity level indicates how
well the behaviors, practices and
processes of an organization can
reliably and sustainably produce
required outcomes.
Richard T. Ortiz, June 2015
PRIME HRM: A BACKGROUND
ASSESS Phase
are:
The different levels of maturity
Level 1: Transactional
HRM
Richard T. Ortiz, June 2015
PRIME HRM: A BACKGROUND
ASSESS Phase
are:
The different levels of maturity
Level 2: Process-Defined
HRM
Richard T. Ortiz, June 2015
PRIME HRM: A BACKGROUND
ASSESS Phase
The different levels of maturity
are:
Level 3: Integrated HRM
Richard T. Ortiz, June 2015
PRIME HRM: A BACKGROUND
ASSESS Phase
The different levels of maturity
are:
Level 4: Strategic HRM
Richard T. Ortiz, June 2015
PRIME HRM: A BACKGROUND
ASSIST Phase
The CSC provides customized
technical assistance and
development interventions
according to the determined
needs of the agency.
Richard T. Ortiz, June 2015
PRIME HRM: A BACKGROUND
ASSIST Phase
In this province this phase is
titled:
“LEVEL UP! The PRIME HRM
Assist Phase in Davao del Sur”
Richard T. Ortiz, June 2015
PRIME HRM: A BACKGROUND
AWARD Phase
Certificate of CSC Accreditation
on a maturity level reached by an
agency shall be awarded.
GOAL: Maturity Level II (all HR
Systems)
Richard T. Ortiz, June 2015
4 Cs of Change
CSC’s Change Management Framework
Commitment
to
Change
Capacitating
for
Change
Contributing &
Collaborating for
Change
Celebrating &
Continuing
Change
Critical Goals per Phase
Identifying &
Engaging Key
Stakeholders
Articulating Change
Objectives (Future
State)
Assessing Current
State & Gap Analysis
Develop a change
mgt plan that covers:
-interventions to
develop competencies, design new systems & procedures,
install new structures
-action
plan/timetable
-communication plan
Actual
implementation
Monitoring &
Evaluating
Role modeling of
leaders
Milestone celebration
Rewards &
Recognition (PRAISE)
Preparation of REAPs
and SAPs
Intervention Design &
Implementation
Diagnosis/Assessment
Roadmap of Change
Define the desired
future state
Describe the present
state
Analyze the gap,
determine the work to
be done
Manage the change &
the transition
Institutionalize the
change
Choosing the appropriate
change process
Journey Through Change
(Bridges’ Model for Individual Transitions)
ENDING
NEW
BEGINNING
TRANSITION
Journey Through Change
(Bridges’ Model for Individual Transitions)
ENDING
NEW
BEGINNING
Alarm, shock,
disbelief, fear,
anger,
frustration,
depression
Acknowledgement of
reality; resignation
towards change,
adaptation to change,
action
TRANSITION
Confusion,
frustration,
ambiguity
Journey Through Change
(Bridges’ Managing CorporateTransitions)
ENDING
NEW
BEGINNING
•Need to recover
•Planned or Imposed
Change
•Environment-Driven
•Need to let go,
change, improve
•Support in Place
•Seeing the Benefits
•Acceptance
•Normalization of Work
•Return of Efficiencies
TRANSITION
Adjustments; Uncertainties;
Comparing the Past; Wanting
the Past; Denial; Assessing
impact on self
Force Field Analysis
Status Quo
Driving Forces
GOAL
Restraining Forces
Brief Workshop
Recall your experience doing the
preparations for assessment of PMS
Maturity Level II last year.
What were the Driving Forces? And
what were the Restraining Forces?
Discuss with those you are seated in
the same table.
Understanding the Drivers of
Employee Commitment to Change
(Franco & Hechanova, Rebirth & Reinvention, Transforming Philippine Organizations, 2012)
Change Attitudes
Organization Culture
(Business Values,
People Values)
Readiness for Change
Transformational
Leadership
Perceived benefit of
change
Change Management
Practices
Commitment to Change
• Change management practices are strongest predictor of all 3 attitudes to change
• Transformational leadership predicts perceived impact and commitment to change
• All people-related values predict at least one change attitude; different components
of culture predicts different change attitudes
Change Management Practices that
Drive Employee Attitudes towards Change
• Top management supports change
• Organizations chose change leaders
who are capable & trusted
• Leaders are transparent about
changes
• Leaders model change
• Leaders recognize employee
reactions
Change Management Practices that
Drive Employee Attitudes towards Change
•
•
•
•
•
Change goals are clear
Change is well planned and organized
Changes are explained to everyone
Progress towards goals were monitored
Change efforts were rewarded
Contributing and Collaborating for Change:
What to Remember
• Use your Action Plan as your
guide to track progress of and
to monitor your
implementation of the change
initiative.
Contributing and Collaborating for Change:
What to Remember
• Communicate a sense
of urgency to all those
involved in the change
initiative.
Contributing and Collaborating for Change:
What to Remember
• Include individual and group
roles are targets to be
accomplished and consequently
rated in the Performance
Management System,
particularly in the IPCR and the
OPCR
Contributing and Collaborating for Change:
What to Remember
• Use multiple communication channels to
ensure that all those who should be involved
in the adoption and implementation of the
change initiative are made aware of the plans
for action and their timelines and how they
may coordinate and collaborate when
necessary.
Contributing and Collaborating for Change:
What to Remember
• Continue making
allies and expand
involvement of
supporters in the
change initiative.
Contributing and Collaborating for Change:
What to Remember
• Regularly conduct
evaluation and ask for
feedback to
determine if planned
actions are achieving
the desired results.
Contributing and Collaborating for Change:
What to Remember
• Strategize, strategize
and strategize…
Contributing and Collaborating for Change:
What to Remember
• Do not easily give up when
faced with challenges.
Remember that there are a
lot of ways to hurdle
roadblocks…. and all you
need to do is to find the best
way to do it.
Celebrating Change:
What to Remember
• Document the changes
that have been
introduced and the gains
that they have achieved.
Celebrating Change:
What to Remember
• Provide feedback on the
outcome of the change
initiative, whatever
these may be, to all
those who are involved
in it.
Celebrating Change:
What to Remember
• Celebrate the initial
success of the change
initiative… but that
should not be a reason to
“sit on your laurels”.
Celebrating Change:
What to Remember
• Use rewards and
recognition programs to
reinforce the gains that
the implementation of
the change initiative has
achieved so far.
Celebrating Change:
What to Remember
• Facilitate the institutionalization
of the gains achieved to create
and strengthen sustainability.
The Assessment Results
• L&D, RSP, R&R results (PMS last
year)
• Do Action Plan of identified gaps
cited in these results
Richard T. Ortiz, December 2015
Sample Action Plan
ACTION PLAN WORKSHOP
Choose at least three gaps in each of
R&R, L&D and RSP, then do your action
plan.
Present your output to the plenary.
Richard T. Ortiz, December 2015
Thank you…
And wishing you all
the best in your aim
for the CSC
Accreditation under
PRIME HRM…
And Happy Valentine’s
Day to all!
Richard T. Ortiz, December 2015

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