NIA

L&D PLAN
Section Content Planned Content
Executive Summary A summary highlighting
essential points of the report.
Note: This section should be
no longer than 3 pages and
should be written last.

Definition Definition of key terms and NIA - National Irrigation

acronyms used in the report. Administration

The Objective of the HRD Purpose and Value of HRD To enhance the existing
Plan Planning specific skills,
performances,
Specific Objectives of the
competencies, and
HRD Plan
points of view of NIA
Attributes of the HRD Plan Personnel.
(Duration- 3 years with a 1-
To aim to understand
year detailed budget, Offices
conditions under which
covered, other parameters
personnel development
and limitations)
plans can effectively be
implemented for
professional learning.
I. Strategic Alignment of the HRD plan to Priority Development
Directions the: Thrusts/Agenda
● Priority Sectoral Reform
Areas or Priority
● Strategic  Enhance
Development
Directions performance
Thrusts/Agenda
productivity
● Organization Vision,
● Scorecard Mission, Values, and
Priority Thrusts Priority Sectoral
Reform Areas
● Scorecard
 To attain
satisfaction of
farmers.
 Ensure Efficient
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L&D PLAN
and effective
Operation and
Maintenance of
irrigation system

VISION

By 2023, NIA is a
professional and
efficient irrigation
agency contributing to
the inclusive growth of
the country and in the
improvement of the
farmers’ quality of life.

MISSION

To plan, construct,
operate and maintain
irrigation system
consistent with
integrated water
resource management
principles to improve
agricultural productivity
and increase farmers’
income

VALUES

 Commitment
 Integrity
 Professionalism
II. Human Resource HR Directions
Development
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L&D PLAN
Situation ● Strategic HR Directions - Provide efficient,
effective, and
● Overview of HRD
sustainable
philosophy and framework
● HRD in training/workshops
Organization ● Overview of the general and programs to
principles and approaches develop the skills
in the HRD and performance of
personnel.
● Status of implementation - Gear towards
of planned HRD PRIME-HRM
interventions
HRD Philosophy and
● Gains from these Framework
interventions
- The Top
● Facilitating and hindering Management
factors in implementation believes that its
of HRD programs (e.g. personnel is
include structural efficient, competent,
challenges that affect the and skillful.
capacity to deliver)
General Principles
● Lessons learned from the and Approaches in
experience in the HRD
implementing HRD
programs - Comprehensive
development of the
Top Management
and its personnel
guaranteed job
satisfaction,
functional and
overall appreciation.

Facilitating and
Hindering factors
- Lack of personnel
knowledgeable in L&D
- Availability of the fund

Lessons learned
- Boost competencies
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L&D PLAN
and improve
employee
performance

III. HRD Priorities

for the First
● Discussion of priority HR
Year
interventions:
● List of Definition of
● Priority Competency Competencies in Key
Requirements (in Reform Areas
priority reform areas
● Competency gaps that
or priority
needs to be addressed
development thrusts)
based on the
● Proposed assessment criteria
competency based (seriousness, urgency
HRD intervention and growth potential)
✔ Learning and ● Terminal or performance
Development objectives for proposed
Activities competency based HRD
interventions
✔ Scholarships
● Outputs that will be
✔ Other modes
developed
● Implementation
● Target participants
Schedule
(offices and positions)
● Areas of specialization
for scholarship program
● Target recipients (office
and positions)
● Timetable of
implementation of
proposed HRD
interventions (with Gantt
Chart)
IV. Support ● Budgetary requirements
Requirements for plan implementation
that should be
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L&D PLAN
● Financial incorporated in the
Annual Investment Plan
● Human Resource
● Personal/Staff required
● Logistics
to manage planned HRD
● Executive programs
Sponsorship
● Facilities, equipment,
● Others materials needed to
execute the HRD plan
● Demonstration of
support that can be
provided by higher level
official of CSC
● Policies, Resources,
Coordination/Networking
, etc.
V. Responsibilities in ● Roles of key
Plan Implementation offices/units, point
persons in designing,
● Human
executing, monitoring
Resource
and evaluating the CSC
Office
HRD Plan
● Managers and
Supervisors
● Process
owners/staff
● Other HR
support groups,
if any
VI. Monitoring and ● Objective of monitoring
Evaluation the HRD and evaluating the HRD
Plan Plan
● Strategy for monitoring
and evaluating the HRD
Plan implementation
(includes indicators,
schedules, reporting of
M&E)
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L&D PLAN
● Responsibility centers in
implementing M&E
strategy
Communication Plan Communication
strategies for
implementing the HRD
plan