Societal Transformation through Strategic Human Resource Development Atty. Edgar M. Chatto Governor, Province of Bohol [email protected] PRESENTATION OUTLINE I. Human Resource in the PGBh in 1996 and earlier: Before USAID-GOLD, PAHRDF/PAHRODF and other ODA-assisted HRD Programs II. Transformation of Bohol’s HR Management & Dev’t: From Transactional to Strategic III. The Impact of HR Development on Societal Transformation IV. Capacity Development for Societal Transformation, as Evidenced by the Post- Earthquake Response of the Province of Bohol PRESENTATION OUTLINE V. What the Future Holds: Forthcoming Milestones in Bohol’s Development and Societal Transformation VI. Lessons Learned I. Human Resource in the PGBh in 1996 and earlier: Before USAID-GOLD, PAHRDF/PAHRODF and other ODA-assisted HRD Programs I. Human Resource in the PGBh in 1996 and earlier: Before USAID-GOLD, PAHRDF/PAHRODF and other ODA-assisted HRD Programs • Human Resource functions were transactional, not strategic. • HRMDO was only a division under the Office of the Governor, not a department. Image from http://www.philippineheritage.com/2011/02/bohol-provincial-capitol-tagbilaran.html (Ivanhenares.com) I. Human Resource in the PGBh in 1996 and earlier: Before USAID-GOLD, PAHRDF/PAHRODF and other ODA-assisted HRD Programs • Human Resource Management and Dev’t Office (HRMDO) structure: – Conventional – Focused on traditional functions of hiring, performance appraisal, and other “personneling” work • Decentralized manual systems for payroll, leave processing, etc., with multiple personnel stationed in each dept. for these routine functions. I. Human Resource in the PGBh in 1996 and earlier: Before USAID-GOLD, PAHRDF/PAHRODF and other ODA-assisted HRD Programs • Traditional training activities • No strategic focus on re-tooling or developing the workforce • No centralized system of planning and organizing trainings • The functions of sending staff to trainings was performed individually by the PGBh departments. I. Human Resource in the PGBh in 1996 and earlier: Before USAID-GOLD, PAHRDF/PAHRODF and other ODA-assisted HRD Programs • No development of training designs at HRMDO • HRMDO was not yet concerned with the concept of “Job fit” for new entrants. II. Transformation of Bohol’s Human Resource Management & Development: From Transactional to Strategic OVERARCHING DEVELOPMENT FRAMEWORK P R O V I N C E O F B O H O L HEAT-IT Bohol HELPS LIFE BIG LEAP • Institutional reforms to enhance the quality of local governance and HR development, beyond the minimum required by the Local Government Code. Governance by Cluster Social, Economic and Public Finance Environmental Management (PFM) Management (SEEM) Development Infrastructure Support Administration II. Transformation of Bohol’s Human Resource Management from Transactional to Strategic Bohol Tourism Office (BTO) • Creation of special offices & Bohol Investment Promotion Center agencies to focus on specific (BIPC) deliverables, even going beyond Bohol Business One-Stop Shop those mandated by the Local (BOSS) Government Code. Bohol Employment & Placement Office (BEPO) Bohol Environment Mgt. Office (BEMO) Medical Outreach Unit (MOU) Educational Development Center (EDC) Stimulation and Therapeutic Bohol Center for Development Studies Activity Center (STAC) (BCDS) Bohol Crisis Intervention Center Center for Culture & Arts Dev’t (CCAD) (BCIC) Provincial Internal Audit Office (PIAO) Special Projects Unit (SPU) TaRSIER 117 and others… II. Transformation of Bohol’s Human Resource Management from Transactional to Strategic • Initial interventions under USAID-GOLD: Organizational Development – Service Delivery Enhancement Program (OD- SDEP) • First effort at Organizational Diagnosis • Parallel assistance to Holy Name University by the Social Weather Stations thru Bohol Poll, to get Bohol’s “social temperature” on governance issues II. Transformation of Bohol’s Human Resource Management from Transactional to Strategic • Capacity Development carried through to full fruition with assistance from the Australian Government, through the Philippines-Australia Human Resource Development Facility (PAHRDF), now PAHRODF II. Transformation of Bohol’s Human Resource Management from Transactional to Strategic • Philippines-Australia Human Resource Development Facility (PAHRDF, 2004-2010): – P113 Million in assistance to the PGBh in designing HR interventions to meet priority workplace development objectives – 13 short-term trainings, with coaching as a key component – 33 long-term trainees sent to chosen universities in Australia II. Transformation of Bohol’s Human Resource Management from Transactional to Strategic • Sustained and expanded by linking with the Provincial Roads Management Facility (PRMF), also of the Australian government II. Transformation of Bohol’s Human Resource Management from Transactional to Strategic • Focused on Capacity Development, Institutional Reforms and Change Management II. Transformation of Bohol’s Human Resource Management from Transactional to Strategic • HR solutions developed through long-term and short-term trainings: Human Resource Management and Development Program Project Identification and Development Preparing an Agricultural Master Plan Market Research for Agribusiness Trainers Training on Agribusiness Entrepreneurship Local Public Finance Resource Generation, Mobilization and Management Coordination Road Investments for Development (CRID) Land Administration and Management Program (LAMP) II. Transformation of Bohol’s Human Resource Management from Transactional to Strategic • HR solutions developed through long-term and short-term trainings: Database management and GIS Management and Development Program Public enterprise Management Performance Management and Evaluation System Eco-Tourism Services Standards Development Training the Change management Team on Re- engineering Building the Training and Development Functions of HRMDO II. Transformation of Bohol’s Human Resource Management from Transactional to Strategic • PAHRDF/PAHRODF trainees and scholars now serve as in-house experts on their respective areas of study. PAHRDF/PAHRODF Scholars Doloritos, Glicerio Vistal, John Titus Bongcaras, Maria Rowena Y. Diploma in Rural Systems Master of Regional Economic Post Graduate Diploma in Human Management Development Resources Management Borromeo, Maria Imelda Bueno, Wilfredo Evangelista, Aida M. Graduate Diploma in Retutal, Peter Ross Master of Engineering Science in GraduateDiploma Science in Agri-Business Master in Development Planning Spatial Information System GIS Bojos, Senen Jumamoy, Rosemarie Irig, Mark Rey Bompat, Richard Jr Post Grad in Information Graduate Diploma in Human Graduate Diploma in Master in Engineering Technology Resources Information Technology Management Evangelista, Eleno Ganub, Jovencia B Caliao, Eustaquio Graduate Diploma in Agri-Business Encabo, Gemma Graduate Diploma in Master in Engineering Master of Agribusiness Environmental Management Management PAHRDF/PAHRODF Scholars Badayos, Jim Ryan Sales, Angelus Arceño, Jill K. Limbaga, May D. Master of financial Analysis - Post Graduate Diploma in Tourism Master in Financial Analysis Graduate Diploma in Public complying requirements Enterprise Lerin, Doreen Masters in Information Technology Pamugas, Larry Master in Innovation & Bernaldez, Teodesia Entrepreneurship Master in Tourism Saluan, Ana Loinda C. Estavilla, Ardissa Corre, Marietta Master of Tourism Master of Tourism Management Graduate Diploma in Public Management Administration Casas, Ruby Graduate Diploma in Gender and Development II. Transformation of Bohol’s Human Resource Management from Transactional to Strategic • One of the Best Human Resource Information Practices developed and Management System (HRIS) enhanced by PAHRDF/ PAHRODF, with support from PRMF and other ODA-assisted programs Payroll On-line Leave Application II. Transformation of Bohol’s Human Resource Management from Transactional to Strategic • Supplemented and supported by trainings and scholarships, both international and local, from other PGBh partners, such as: – United States Agency for Int’l Dev’t (USAID) – Japan Int’l Cooperation Agency (JICA) – European Union – GIZ (Germany) – Korean International Cooperation Agency (KOICA) II. Transformation of Bohol’s Human Resource Management from Transactional to Strategic – Canadian Government (thru Ministry of Foreign Affairs, Trade and Development) – Spanish Agency for International Development Cooperation (AECID) – DRR-CCA Institute of Albay – Australian National University (ANU) – World Bank – Asian Development Bank – and other international and domestic partners II. Transformation of Bohol’s Human Resource Management from Transactional to Strategic • Bohol HR now HRMDO is fully departmentalized, with a full-fledged Department Head. Strategically focused on two main functions of HR: Human Resource Management (HRM) and Human Resource Development (HRD) Cross-functional Capacity Development – Project Implementation Teams (CD-PIT) II. Transformation of Bohol’s Human Resource Management from Transactional to Strategic • Bohol HR now Computerized Human Resource Information System (HRIS), with centralized payroll and leave processing systems 5-year rolling HRMD Plan (now updated as the Competency-Based HRD Plan) II. Transformation of Bohol’s Human Resource Management from Transactional to Strategic • Bohol HR now Implementation of the Strategic Performance Management System (SPMS), with a fully functional Performance Management Team