1. LEVEL UP! Preparing for PRIME HRM Maturity Level II Accreditation

2. PRIME HRM: A BRIEF BACKGROUND The Phases: ASSESS ASSIST AWARD Richard T. Ortiz, June 2015

3. 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

4. PRIME HRM: A BACKGROUND ASSESS Phase The 4 HRM systems are: 1. Performance Management System Richard T. Ortiz, June 2015

5. PRIME HRM: A BACKGROUND ASSESS Phase The 4 HRM systems are: 2. Recruitment, Selection and Promotion Richard T. Ortiz, June 2015

6. PRIME HRM: A BACKGROUND ASSESS Phase The 4 HRM systems are: 3. Learning and Development Richard T. Ortiz, June 2015

7. PRIME HRM: A BACKGROUND ASSESS Phase The 4 HRM systems are: 4. Rewards and Recognition Richard T. Ortiz, June 2015

8. 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

9. PRIME HRM: A BACKGROUND ASSESS Phase The different levels of maturity are: Level 1: Transactional HRM Richard T. Ortiz, June 2015

10. PRIME HRM: A BACKGROUND ASSESS Phase The different levels of maturity are: Level 2: Process-Defined HRM Richard T. Ortiz, June 2015

11. PRIME HRM: A BACKGROUND ASSESS Phase The different levels of maturity are: Level 3: Integrated HRM Richard T. Ortiz, June 2015

12. PRIME HRM: A BACKGROUND ASSESS Phase The different levels of maturity are: Level 4: Strategic HRM Richard T. Ortiz, June 2015

13. 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

14. 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

15. 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

16. 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 competen- cies, design new sys- tems & 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

17. Roadmap of Change Describe the present state Define the desired future state Analyze the gap, determine the work to be done Manage the change & the transition Institutionalize the change Diagnosis/Assessment Intervention Design & Implementation Choosing the appropriate change process

18. Journey Through Change (Bridges’ Model for Individual Transitions) ENDING NEW BEGINNING TRANSITION

19. Journey Through Change (Bridges’ Model for Individual Transitions) ENDING NEW BEGINNING TRANSITION Alarm, shock, disbelief, fear, anger, frustration, depression Acknowledgement of reality; resignation towards change, adaptation to change, action Confusion, frustration, ambiguity

20. Journey Through Change (Bridges’ Managing CorporateTransitions) ENDING NEW BEGINNING TRANSITION 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 Adjustments; Uncertainties; Comparing the Past; Wanting the Past; Denial; Assessing impact on self

21. Force Field Analysis Driving ForcesRestraining Forces Status Quo GOAL

22. 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.

23. Understanding the Drivers of Employee Commitment to Change (Franco & Hechanova, Rebirth & Reinvention, Transforming Philippine Organizations, 2012) Transformational Leadership Change Management Practices Change Attitudes Readiness for Change Perceived benefit of change Commitment to Change Organization Culture (Business Values, People Values) 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

24. 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

25. 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

26. 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.

27. Contributing and Collaborating for Change: What to Remember Communicate a sense of urgency to all those involved in the change initiative.

28. 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

29. 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.

30. Contributing and Collaborating for Change: What to Remember Continue making allies and expand involvement of supporters in the change initiative.

31. 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.

32. Contributing and Collaborating for Change: What to Remember Strategize, strategize and strategize…

33. 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.

34. Celebrating Change: What to Remember Document the changes that have been introduced and the gains that they have achieved.

35. 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.

36. 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”.

37. 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.

38. Celebrating Change: What to Remember Facilitate the institutionalization of the gains achieved to create and strengthen sustainability.

39. 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

40. Sample Action Plan

41. 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

42. 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!