Introduction to School

Personnel Management

1
National Competency-Based Standards for School Heads
Core Principle: School heads are…

competent,
committed and
accountable

in providing access to quality and

relevant education for all

through transformational leadership &

high degree of professionalism.
National Competency-Based Standards for School Heads: Domains

4 - HR
Management &
3 - Creating A Professional 5 - Parent
Student Development Involvement &
Centered Community
Learning Climate Partnership

6 - School
2 - Instructional
Management &
Leadership
Operations

School heads are

competent, committed &
accountable in providing 7 – Personal &
Professional
1 - School access to quality &
Attributes &
Leadership relevant education for all Interpersonal
through transformational Effectiveness
leadership & high degree
of professionalism.
National Competency-Based Standards for School Heads: Domains
1 - School Leadership 2 - Instructional Leadership 3 - Creating A Student Centered
Learning Climate
• Developing & Communicating Vision, • Assessment for Learning • Setting high social & academic
Mission, Goals, and Objectives • Developing Programs &/or expectations
• Data-based Strategic Planning Adapting Existing Programs • Creating school environments
• Problem-Solving • Implementing Programs for focused on the needs of the
• Building High Performance Teams Instructional Improvement learner
• Coordinating with Others • Instructional Supervision
• Leading and Managing Change
CORE PRINCIPLE
School heads are competent, committed and accountable in providing access to quality and relevant education for all through
transformational leadership and high degree of professionalism.

4 - HR Management & 5 - Parent Involvement 6 - School Management & 7 – Personal &

Professional Development & Community Operations Professional Attributes &
Partnership Interpersonal
Effectiveness
• Creating a Professional • Parental • Managing School • Professionalism,
Learning Community Involvement Operations • Communication,
• Recruitment and Hiring • External Community • Fiscal Management • Interpersonal Sensitivity
• Managing Performance of Partnership • Use of technology in • Fairness, Honesty and
Teachers and Staff the Management of Integrity
Operations
Process Classification Framework for K-12

6.0 Develop and Manage Human

Capital
 Strategic
HRMD

GUIDE QUESTIONS:
What is your understanding of HR in your school?
What is my role as school head in implementing HR in my school?
 HUMAN RESOURCE
(HR)

PEOPLE HR FUNCTION
 PEOPLE HR FUNCTION

Refers to the people

(their qualifications, competencies, talents and
potentials) who make up the workforce of the
organisation
 PEOPLE HR FUNCTION

• Also known as (AKA):

Personnel Employees Manpower Staff

Human Human
Labor force Workforce
capital assets
 PEOPLE HR FUNCTION

As a function, pertains to the management,

development and utilization of people in the
organization towards the excellent and ethical
achievement of goals and vision of the agency
 Human Resource Management
(HRM)

Application of principles, systems and

processes that facilitate the optimal
engagement (acquisition, deployment and
maintenance) of human resource in
accordance with Civil Service laws and rules
towards organizational performance
 Human Resource Development
(HRD)

Application of principles, systems and

processes that enhance the value
(performance and contribution) of the human
resource by identifying and bridging
competency gaps, maximizing existing
competencies, and discovering and cultivating
potentials
 Value to
Organizational

Evolving Roles of HR in Organizations

Performance

Strategic HR
HR
Management
Personnel
Management
Personnel
Administration

HR policy & People and Optimising

Record-keeping Organization
procedures to Organization
and personnel efficiency
ensure right capability and
transactions
people practices performance

David Ulrich
 Shift in Focus of HR Roles

Strategic (15%)

Strategic
(60%)
Transactional/Operati
onal (85%)
Transactional/Operational (40%)
The primary role of a strategic HR manager
(office) is to translate organizational
strategies into HR priorities.

Professor of Business at University of Michigan,

ranked by Business Week as #1 management
educator and guru in 2006. HR Magazine ranked
him the #1 most influential person in HR in a
vote by influential HR thinkers.
 HR needs to realign its
service delivery model to
add more strategic value
to the organization.
 HR is shifting
from
focusing on the

organization of the business (agency)

to
focusing on the

business of the organization (agency).

~ David Ulrich
 A STRATEGIC HUMAN RESOURCE SYSTEMS FRAMEWORK©

Organizational Planning Strategically for HRMD Ensuring Organization and Job

Anchors Fit

•HR Philosophy •Job Design

•Vision, Mission, Goals
•HR Planning, Forecasting •Job Standards and
•Strategic Thrust
• and Budgeting • Competencies
•Development Agenda
•Gender-Responsive HR •Selection and
• Planning • Placement

Optimizing Potentials Rewarding and Recognizing Empowering and Managing Developing Talent
Performance Performance

•Career Planning •Monetary and Non- •Setting Performance •Competency-

• and Management • Monetary Rewards • Expectations • based Staff/
•Career •Merit and Promotion •Performance Monitoring • Management
• Counseling •Salary Structure • and Appraisal System • Training,
•Motivating Performance • Development
• and Education

HRMD SUPPORT/ENABLING MECHANISMS

HR Policies and HR Management Workplace Health Employee-Management HR Audit/Review External

Structure Information System and Safety Relations Resource
Support
 Strategic HR Framework
Agency’s VMV, goals and Strategies

Employee Organisation
Relations Design

Rewards & Workforce

Recognition Planning

Recruitment,
Career Selection &
Management Placement

Learning & Performance

Development Management

Adapted from CSC HR Framework

Underlying Principles

Human capital is a major source of

competitive advantage

It is people who implement the

organization’s strategic plan

Strategic HR practices produce outcomes that

influence organizational performance
 A Key Characteristic of Strategic HR: Integrated

HR planning is HR strategies are

HR strategies are harmonized and integrated vertically
essential component of integrated with the with the organisation’s
the organization's organisation’s planning strategy, and
strategy and budgeting horizontally with one
processes another
 Strategic HR:
CSC Conceptual Framework

Vertically and Aligned and congruent

horizontally aligned with Philippine
and integrated development goals

Participative and
consultative

*CSC conceptual framework

 Strategic HR:
CSC Conceptual Framework

Promotes desirable and Thrives on

ethical practices “competitive edge” by
internally and among being proactive and
partner agencies innovative

Facilitative,
transformative,
nurturing and
enabling
 Strategic HR:
CSC Conceptual Framework

Practices Practices evidence-

Competency-based based HR with the use
HR of metrics and HRIS

Has global mindset,

with international
linkages and local
networks
 's
Strategic HR
Framework
BHROD Framework
DepEd’s VMV

STRATEGIC PRIORITIES

LEADERSHIP & CULTURE

BHROD

PEOPLE

SCHOOL ORGANIZATION
 HROD Continuum
EXTERNAL
ENVIRONMENT

Local and Global Forces, HROD Strategies

Economic Forces,
Technology

DepEd’s Strategic Priorities

Workforce
Competence

INTERNAL
ENVIRONMENT
Organization
Organization’s Mission, Effectiveness
Strategies,
Culture
BHROD Structure
 DIVISION DESCRIPTION

Together with the Personnel Division, ensures an effective and

Human Resource efficient Strategic HRMD: Manpower Planning, Recruitment,
Development Division Performance Management, Learning & Development,
(HRDD) Compensation & Benefits, Rewards & Recognition, Employee
Relations

Employee Welfare Division Supports and responds to employees’ welfare needs to ensure
(EWD) their effective delivery of services

School Effectiveness Division Supports and enables schools to continuously improve the
(SED) governance and delivery of quality education

Organization Effectiveness Division Promotes the overall effectiveness, health, and adaptability of
(OED) the organization in a changing
environment
 DepEd Strategic HROD Characteristics
Participative,
People-centric and consultative, Nurturing and
values driven facilitative, and enabling
transformative

Promotes desirable Proactive and

Nurtures learning
and ethical innovative
and development
practices practices

Competency-based
 Key Elements

LEADERSHIP & CULTURE

PEOPLE ORGANIZATION SCHOOL

Capacity Structure Learners

Policies, Systems, Policies, Systems,

Competency Procedures, and Procedures,
Culture and Culture

Effectiveness, Efficiency, Effectiveness, Efficiency,

Welfare
and Excellence and Excellence
 Current Major Interventions

Results-based
Recruitment/Selection
RatPlan Performance
(CO)-Job Description
Management System

HRMD Systems Review & Capacitating HR Staff-

HROD Baseline Study
Enhancement CO/RO/DO

Facilitation of Office Chartering

Workshops
CSC PRIME-HRM Training on Hiring the • Completed-BHROD, Legal
Service
(4 Core HR Systems) Right People • Scheduled-Office of Planning
Service, PMS
• Others-CI Strand
 Current Major Interventions

Process & Systems Continuous Improvement

Internal Communications
Alignment Initiatives

Welfare and Wellness

Programs SHS Teacher Hiring
Office Setup
(PRAISE, Salamat Paalam Training
Program, PRIOR)

School Improvement Plan Structure and Staffing

Field Office Management
(SIP) Adjustments
 ACTIVITY

Time to STOP and CHECK…

How is HR enforced in
your school?
DepEd’s Recruitment Goal

⚫ Right People

⚫ Right time ⚫ Right Job

RIGHT Person

Can do

Will do Job
fit
Org.
Geog.
fit
fit
Common Challenges of New Employees

No Expectations Set for the New

Employee
Lack of Relevant Skill Sets

Employee’s Positive Behaviors

Insufficient Resources are Ignored

Little time spent helping the Lack of Communication and

Employee adjust to a new Co-operation between the New
Culture Employee and their Leader

Lack of Vision or Employee’s ability to work is

Business Direction hindered by a process not working
 Development through
Job Experiences

Job Job Transfer/ Short-term Job

Enlargement Cross Posting Rotation

Special Job Field Behavior

Assignments Trips/Exposure Modeling
 Development through
Interpersonal Relationships

Mentoring Coaching

Behavior
Modeling
 Development through
Interpersonal Relationships
MENTORING
COACHING
• Focused on career
•Solution & action focused
development, “politics,” and
•Awareness-based
networking
•Focused towards task,
• Giving advice
performance development
• More free-form
•Non directive
• Delivered by an experienced
•Structured
and usually senior internal
•Engaged with a “boss”, peer or
or external manager
external
⚫ Stages in Career Management
The
GROW Model
 • What do you want to achieve?
G • What would be the benefits if you achieve
this goal?
What is happening now?
R What hinders you from achieving this goal?

What options do you consider?

O What could you do differently?

Which among your options work best?

W What action steps will you take?