Republic of the Philippines Province of Aklan Kalibo, Aklan

PROVINCIAL HUMAN RESOURCE MANAGEMENT OFFICE 2nd Floor, Provincial Capitol Annex Building, 5600 Kalibo, Aklan Telefax (Pantelco): (036)268-8903 Email Address: [email protected] Website: www.phrmoaklan.host22.com

Table of Contents THE PHRMO ...................................................................... 2 Background and Strategic Directions.............................. 2 Staffing ............................................................................ 2 PHRMO INNOVATIVE ACCOMPLISHMENTS..................... 4 Human Resource Development Plan .............................. 4 HRD Core Team ............................................................ 4 Staff and Skills Inventory .............................................. 4 Australian AID Scholarship Grant ................................. 5 APGAAO .......................................................................... 6 Human Resource Management Information System ..... 6 Biometric System .......................................................... 7 Permanent Employee Number/ID ................................ 7 Other Innovations ............................................................. 7 Sustainability ..................................................................... 7 FUTURE PLANS AND INNOVATIONS ................................ 8

I.

THE PROVINCIAL HUMAN RESOURCE MANAGEMENT OFFICE a. Background and Strategic Directions

The Provincial Human Resource Management Office (PHRMO) is a department under the Provincial Government of Aklan (PGA) that aims to pursue human resource programs for the development of employees and excellence in the delivery of human resource services and functions. The human resource management function was first established in the PGA as a Human Resource (HR) Division under the Office of the Provincial Government. In 1995, during the term of then and now Governor Florencio T. Miraflores, the division was elevated to a department and renamed Provincial Human Resource and Management Office (PHRMO). It assists the local chief executive and other officials in the selection, hiring and promotion of personnel, and in the formulation and implementation of developmental plans/programs, policies, rules and regulations in all areas of personnel management and development.

Vision “A strategic PHRMO with a community of competent and credible professionals dedicated to effective management and development of the Provincial Government of Aklan’s Human Resources”. Mission “To develop and implement strategic Human Resource Management and Development programs that promote competence and performance among PGAklan’s human resources towards excellent service delivery to Aklanons.”

Goals 1. To promote fair and lawful treatment of employees. 2. To maintain operational excellence in the delivery of human resource services. 3. To ensure alignment of human resource policies and processes with the needs and goals of the different departments in the provincial government.

b. Staffing To carry out its task, PHRMO has four divisions (Learning and Development, Recruitment and Selection, Welfare and Benefits, and Human Resource Information) and one section with 26 plantilla positions, of which 24 are filled and two positions remain vacant. PHRMO permanent employeees are as follow:

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Name Ellen Tolentino Methuselah Santamaria Jocelyn Tabay Josephine Eliserio Chita Torre Ginadine Morales Annie Dala Milagros Yu Maharanee Briones Jane Bartolome Liza Perucho Elvira Perucho Michelle Dela Cruz Marilyn Yap Mercedita Roldan Lidicille Irodistan Maria Fe Paroginog Hally M. Reston Edina Ismael Richard Forte Joshua Consemino Glynis Tutor Anthony Taningco Dario Veloria

Position Prov’l Govt. Dept. Head Prov’l. Govt. Asst. Dept. Head Supervising Administrative Officer Administrative Officer IV Administrative Officer IV Administrative Officer IV Administrative Officer IV Administrative Officer III Administrative Officer II Administrative Officer II Administrative Assistant IV Administrative Assistant II Administrative Assistant II Administrative Aide VI Administrative Aide IV Administrative Aide IV Administrative Aide III Administrative Aide III Administrative Aide III Administrative Aide III Administrative Aide II Administrative Aide II Administrative Aide II Administrative Aide II

SG 26 24 22 15 15 15 15 14 11 11 10 8 8 6 4 4 3 3 3 3 2 2 2 2

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II.

PHRMO INNOVATIVE ACOMPLISHMENTS

a. Human Resource Development (HRD) Plan The HRD Plan for Provincial Government of Aklan (PGA) set the directions that every department follows. The plan aims to identify and prioritize competency development needs of employees to bridge performance gaps. It also leads to the implementation of other identified priority programs like the installation of learning and development system and improvements and development of other HR systems. Thus, the PLGU has conducted some HR-related activities to support HRD Plan implementation:

i.

Creation of Human Resource Development (HRD) Core Team

To support the change vision of “PHRMO as a strategic partner in achieving PGA's Sustainable Local Road Management (SLRM) Reform Agenda through its leadership in building and enhancing competencies of employees to deliver road services, representatives of 12 road-related departments (RRDs) that comprise the HR Core Team underwent training and coaching to engage in the a strategic planning process. This involved establishing the PGA HR Strategic Directions; Assessing and Prioritising Competency Gaps; Identifying HRD Interventions; and Planning for HRD Plan Implementation. The HR Core Team will also perform an active role in supporting the newly established L&D Division in planning and executing HRD interventions. Likewise, they will be involved in identifying training needs and conducting training interventions.

ii.

Development of Staff and Skills Inventory (SSI) The Staff and Skills Inventory (SSI) is the initial step undertaken by the Provincial Human Resource Management Office (PHRMO) for its capacity building program on human resource development towards strengthening PGA systems for improved delivery of services. SSI initiated the capacity building program on HRD by generating data that profiled the 12 Road –Related Departments (RRDs) to assess gaps in knowledge, skills and attitudes (KSAs). This initiative started in January 2012 where collaborative efforts of different road related departments resulted to the formulation of SSI database and SSI Book in April 2012.

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This innovation aims to provide the PGA with a picture and clear understanding of the departments’ and agency’s pool of current workforce, both staff and competency profiles; aid the Provincial Government Local Chief Executive and department heads in decision-making on HRMD and Capacity Development in the areas of recruitment, capacity development, succession and strategic planning. However, the SSI report provides human resource data, specifically organizational structures, available skills and competencies of 12 RRDs employees. The data are being captured by an SSI database (in excel format) constructed by PHRMO and MIS office. This database collates and aggregates information that can be analyzed to identify capacity development requirements, training needs and organizational development. The conduct of the Staff and Skills Inventory has facilitated in achieving the following objectives: 1. Defined core competencies vital for the achievement of the Province’s strategic direction in a manner where PLGU staff are engaged to take part in the validation and finalization process 2. Updated and validated key result areas or deliverables per division/unit of the 12 roads-related offices 3. Defined and validated functional competencies (managerial, technical, administrative and behavioral) per division of the 12 roads-related offices 4. Developed, tested and administered inventory tools to capture the individual profile and competency profile along core and functional competencies; to the extent possible, the tools should be based on existing government guidelines 5. Consolidated, processed and analysed inventory data to establish the up to date staff and competency profile of the provincial workforce.

iii.

Australian AID Scholarship Awards The Provincial Government of Aklan, as one of the Core Partner Organisation of Australian AID, availed slots for Australian Scholarship Grants.

The absence of post-graduate programs to enhance competencies of employees in meeting future demands of work in fast changing times resulted to the selection of eight Administrative Officers from RRDs as scholarship awardees. The scholars are expected to return on June-July 2013 and will lead greater responsibilities such as introducing reforms through Re-Entry Action Plans (REAPs). The focuses of studies were Human Resource Management, Public Policy and Management, Public Finance, Financial Management and Information Technology and Project Management. 5|Page

b. Organisation of Aklan Provincial Government Association of Administrative Officers (APGAAO)

Aklan Provincial Government Association of Administrative Officers (APGAAO) is an organisation of AOs/AO-designate of all PGA departments and offices. It was created to effectively mainstream and strengthen the administrative functions in all offices and to support the PHRMO in its HR and organisational development tasks. With the formulation of APGAAO, HR functions in each office were realised and these were transferred through AOs. APGAAO Monthly meetings serve as a venue to develop policies and programs relative to Human Resource Development thrust. Since AOs are doing HR-related tasks, this means that PHRMO is now having more time to address other concerns from other clients, thereby contributing to the delivery of better and more efficient services. The department heads are also seeing the changes, particularly the smoother flow of transactions such as improved procedures in leave and appointment preparation.

c. Human Resource Management Information System (HRMIS) Through SSI initiative, PHRMO began conceptualising another innovation, the Human Resource Management Information System (HRMIS). HRMIS is a basic support to the transformation of the PHRMO to become a more strategic office. This new system facilitates the computerisation of highly manualised transactions and time consuming services that the office is providing. The HRMIS provides mechanisms and standards in ensuring the integrity and confidentiality of HR information and to eliminate human discretion and vulnerabilities to error in recording, aggregating and generating HR records. The initial functionality of the system include an electronic database that facilitate attendance and leave monitoring/administration, as well as timely generation of HR records and reports that support planning and decision-making. Over the long term, when the provincial government’s IT infrastructure is adequate, the HRMIS would link other systems (e.g. payroll) and provide for additional functionalities (e.g. competency profiling, talent banking, etc.) that will support other HRMD systems that may be developed and installed.

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i.

Biometric System

Biometric System is a process of recording time-in and out of employees through biometric fingerprint scanners. In PGA, implementation of the said in innovation reduced the number of tardiness and undertime of employees. It also prevents falsification and irregularities in keeping time records through biometric facial capture which is best utilised during time monitoring and counter-monitoring. As a result, PGA employees now strictly observed accurate time records. Time and attendance can be viewed through HRMIS. Employee can monitor their attendance using their personal account while supervisors can monitor their subordinates through Officer Module.

ii.

Permanent Employee Number/ID

With the implementation of HRMIS, the idea of having a permanent employee number was recognized. This is a unique number that has been assigned to each employee and elected officials in the Provincial Government of Aklan for quick reports generation and retrieval pertaining to personnel-management records. Employee number is also used as username to access in HRMIS where data and information can be recorded, generated and retrieve. For the new entrants in the government, the next available employee number will be assigned at the time of their appointment.

d. Other innovations The PHRMO continuously builds up its name through its frontline services. To support this, the office created its official logo, letterhead and new signage. A website that provides PHRMO data to cater HR inquiries has also been designed.

e. Sustainability In any innovation, the challenge is more often on how to ensure that this will be implemented and sustained. These identified PHRMO initiatives have already resulted positive changes in performing PHRMO functions. The office is able to do more work, gained more confidence in delivering services and improved significantly on how its staff members work and relate with other 7|Page

departments/offices in the province. The challenge now for the PHRMO staff is to sustain all these gains and continuously improve and identify necessary followthrough activities. To sustain these gains, the following mechanisms were identified: 

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Provide mechanisms such as executive order, SP resolution, and ordinances for the continued implementation of the programs and projects. Through such mechanisms, everything will be official and more people can be mobilised to support the implementations in the province. Continue providing orientation and progress updates to management and other key stakeholders by making use of the executive committee meetings and other venues in order to assure that they are part of the process and that their inputs/contributions are welcome. Undertake learning and development activities that will strengthen competencies of the staff (internal initiatives, learning sessions for AOs, etc.). Orient the newly elected officials (after election) on the reform agenda, progress of the current initiatives, gains and outputs to gain support and ensure continuity of the projects and programs Work on mechanisms to maintain Civil Service Commission Level II Accreditation

III.

FUTURE PLANS AND INNOVATIONS

To continue its strategic roles in enhancing and developing PGA’s human resources, the PHRMO’s long-term goals and strategies were formulated for the priority HR systems of: 

Rewards, Recognition and Benefits o Performance-based Rewards and Recognition System Development 

Developing mechanisms on rewards and recognition based on performance. This is a follow up intervention on SPMS.



Employee Discipline o Values Orientation  Reviewing norms and mores of public servants

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Performance Management o Strategic PMS Implementation 

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Process of developing evaluating performance

mechanisms

in

monitoring

and

Human Resource Management o Strategic HRM Planning 

o

Formulating plans along management systems

the

different

human

resource

Organisational Review and Redesign 

Assessing the effectiveness of the current organisational structure and recommending necessary changes to enhance operational efficiency

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o

Development of Competency Models 

o

Development of Competency-Based Job Descriptions 



Integrating competency requirements in job descriptions to adequately define needed qualifications of position holders

Human Resource Development o PGA-wide HRD Planning 

o

o

Developing the interventions to setting learning content, selecting materials

design of training and development facilitate the learning process, including objectives, identifying and sequencing learning methods, and developing training

Training Needs Analysis 

o

Proactively adapting to new processes and procedures that are needed to enhance organisational efficiency and productivity

Training Design and Development 

o

Guiding groups, delivering messages and ideas during planned communication activities in a manner that is appropriate to the needs and characteristics of the targeted audience

Change Management 

o

Managing financial resources effectively by ensuring that allocation and utilisation of budget is based on planned activities

Presentation and Facilitation Skills Workshop 

o

Developing, installing and implementing policies, systems and processes for managing and developing human resources to ensure high level of performance among employees

Plan-Based Budget Preparation, Utilisation and Monitoring 

o

The next important step for the HR Core Team is to replicate the planning process in developing the HRD plan for the rest of the PGA departments. This way, PGA will be able to fully benefit from the implementation of strategic HRD.

Strengthening Learning and Development Policies, Systems and Processes (HR Systems Development and Implementation) 

Assessing competency gaps and recommending appropriate interventions to close identified gaps

Technical Writing 



Defining the clusters of knowledge, skills and attitudes that are needed to effectively perform functions and tasks of specific positions

Presenting complex technical concepts and ideas into reports and other written materials containing information that is clear and easily understood by its intended readers

Recruitment, Selection and Promotion o Competency-Based Recruitment, Selection and Promotion (RSP) System 

o

Evaluation and Preparation of Appointments 

o

Establishment of mechanisms in recruitment, selection and promotion. This involves designing competency-based and demand-driven criteria to be utilised during the decisionmaking process Applying established CSC criteria and guidelines in evaluating proposed appointments and preparing the necessary documentation requirements

Process Documentation 

Developing a written description of a series of actions/steps that are taken in transactions and processes, specifying roles, inputs and deliverables

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

Human Resource Management Information System o Human Resource Management Information System Application 

Accessing the Human Resource Management and information System (HRMIS) to update employee information and conduct personnel transaction

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