LEVEL UP Preparing for PRIME HRM Maturity Level

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 are: The different levels of maturity Level 3: Integrated HRM Richard T. Ortiz, June 2015

PRIME HRM: A BACKGROUND ASSESS Phase are: The different levels of maturity 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 Milestone celebration Monitoring & Evaluating Rewards & Recognition (PRAISE) Role modeling of leaders 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 Corporate. Transitions) 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 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