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
The different levels of maturity
are:
Level 1: Transactional
HRM

Richard T. Ortiz, June 2015

 PRIME HRM: A BACKGROUND

ASSESS Phase
The different levels of maturity
are:
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 Capacitating Contributing & Celebrating &

to for Collaborating for Continuing
Change Change Change Change

Critical Goals per Phase

Identifying & Develop a change Actual Milestone celebration
Engaging Key mgt plan that covers: implementation
Stakeholders -interventions to Rewards &
develop competen- Monitoring & Recognition (PRAISE)
Articulating Change cies, design new sys- Evaluating
Objectives (Future tems & procedures, Preparation of REAPs
State) install new structures Role modeling of and SAPs
leaders
-action
Assessing Current
plan/timetable
State & Gap Analysis
-communication plan
 Diagnosis/Assessment Roadmap of Change
Describe the present Define the desired
state future state

Analyze the gap,

determine the work to Choosing the appropriate
be done change process

Manage the change &

Intervention Design &

the transition
Implementation

Institutionalize the
change
 Journey Through Change
(Bridges’ Model for Individual Transitions)

ENDING NEW
BEGINNING

TRANSITION
 Journey Through Change
(Bridges’ Model for Individual Transitions)

ENDING NEW
Alarm, shock,
BEGINNING
disbelief, fear, Acknowledgement of
anger, reality; resignation
frustration, towards change,
depression adaptation to change,
action

Confusion,
frustration,
TRANSITION ambiguity
 Journey Through Change
(Bridges’ Managing CorporateTransitions)

ENDING NEW
•Need to recover
BEGINNING
•Planned or Imposed •Support in Place
Change •Seeing the Benefits
•Environment-Driven •Acceptance
•Need to let go, •Normalization of Work
change, improve •Return of Efficiencies

Adjustments; Uncertainties;
Comparing the Past; Wanting
the Past; Denial; Assessing
TRANSITION impact on self
 Force Field Analysis
Status Quo
GOAL

Driving Forces 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, Readiness for Change
People Values)

Transformational Perceived benefit of

Leadership change

Change Management
Commitment to Change
Practices

• 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