HUMAN RESOURCE DEVELOPMENT

PLANNING FOR THE PROVINCIAL

GOVERNMENT OF LANAO DEL NORTE
The HRD Plan
helped PGLDN
identify the com-
petency gaps of
provincial employ-
ees, paving the
way for PGLDN
to develop its
employees’ com-
petencies and
capacities to make
them more effec-
tive public ser-
vants.

BACKGROUND
The Provincial Government of Lanao del Norte (PGLDN) has been improving the capacities

and competencies of Road Related Departments and Offices (RRDOs) in the province

to better deliver basic services to its constituents. One of its objectives is to strengthen

the province’s human resource management and development (HRMD) functions to help

improve the performance of its staff and offices in delivering their mandates and in meeting

their respecitve road related reform agenda targets. PGLDN in this regard, transformed

its Human Resoureces (HR) division into the Provincial Human Resource Management

and Development Office (PHRMDO). Considering the current number and competency

level of staff in the newly created department, PGLDN neded help in the following areas:

1) Implementing the HRD Plan for RRDs; and 2) Integrating Competency Models in the

HRD Plan. PAHRODF implemented Human Resource Development Planning for the

Provincial Government of Lanao del Norte in 2012 to address this need. n

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INTERVENTION OVERVIEW
Human Resource Development Planning for the Provincial Government of Lanao del Norte

is meant to improve the HRMD capacity of PGLDN. The intervention intended to do this

by helping PGLDN develop a three-year HRD Plan for the province’s RRDOs that identified

the interventions and resource requirements necessary to achieve the Plans’ objectives.

The Plans should also be responsive to the performance needs of PGLDN employees

and clearly specify measurable outcomes, processes and guidelines in implementing,

monitoring and evaluating the HRD Plan, and risk management strategies. It should also

clearly define the roles and responsibilities of key players such as the PGLDN Governor,

department heads, PHRMDO, the trainers’ pool, the local finance committee, middle

managers, and other critical stakeholders in the implementation of the HRD Plan. n

COMMITTED RESULTS

TARGET COMPETENCIES ORGANISATIONAL DEVELOPMENT IMPACT

OUTCOME

• Strategic HRMD Planning • Increased capacity of the Strengthened HRMD will

• Translating strategic direc- provincial government for enable Provincial Govern-
tions to unit / department the Management and ment officials and employees
goals and HR requirements Development of Human to be more responsive and
to achieve priority reform Resources efficient in delivering basic
agenda • Mainstreamed, strategic and services to its constituents
• Analysing competency / adequately resourced HRD and in contributing to
performance gaps Plans meet PGLDN’s priority
• Change management • Available mechanisms and reform agenda.
• Developing risk manage- measures to sustain the
ment strategies visa a vis the learning and development
HRD plan programs harmonised with
• Communicating HRD plan the M&E of PRMF
• Monitoring and evaluation • Robust monitoring & evalu-
• Facilitation and Presenta- ation of HRD Plan
tion • Buy in and active participa-
tio of line managers and de-
partment heads in L&D
planning and HRMD.

IMPLEMENTATION PROGRESS
The intervention is complete. It helped PGLDN develop its three-year HRD Plan - an integrated

plan providing learning and development interventions for 19 departments of PGLDN.

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Recognising it as the heart and soul of PGLDN’s People Reform Agenda, the Provincial

Governor supported the intervention and, with the provincial council or Sangguniang

Panlalawigan (SP), approved the Plan and allocated budget for its Year 1 Interventions.

The PHRMDO is currently leading the Plan’s implementation and is conducting these

activities: 1) Orientation on Strategic Performance Management System, 2) Workshop on

the Finalization of Individual Performance Commitment & Review, 3) Orientation on various

HR Systems, 4) Facilitating and assisting the formulation of Vision, Mission and Goals of the

Provincial Engineering Office, Provincial Planning Development Office, Provincial Resource

Management Council, and Provincial Disaster and Risk Reduction Management Office, 5)

Conducting Teambuilding for the Emergency Response Teams, and 6) Orientation on the

intervention’s Re-Entry Action Plans. n

ASSESSMENT
Relevance

The intervention is relevant. It helped PGLDN develop an HRD Plan which is a significant

milestone considering that prior to the intervention, the province did not have any such Plan.

The HR office was then under the Office of the Provincial Administrator as the Personnel

Division and merely performed transactional HR services for employees of PGLDN. Human

Resource Management therefore lacked any strategic direction.

Effectiveness

The intervention is effective. The HRD Plan the intervention helped PGLDN develop,

identified the competency gaps of provincial employees. This paved the way for PGLDN

and its employees to develop their competencies and capacities, thus making them more

effective public servants.

Sustainability

The intervention outcomes are sustainable. The Re-Entry Action Plans of intervention

participants, as well as the Sustainability Action Plan developed through the intervention,

made sure that results are sustained beyond the timeline of the intervention. n

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“Involving employ-
ees of PGLDN in the FACTS AND FIGURES
Facility’s interventions
enhanced their capac- INVESTMENT
ity and competencies.
Replicating the same
interventions to other
departments can be
aud159,997.50
done even beyond the NUMBER OF CORE PARTICIPANTS

14
partnership. There is
also a sense of owner-
ship of the HRD Plan
because of the in- Duration August 2013 - June 2014
volvement of the HRD
Core Team and HRD # of REAPs 5
Focal Persons. Thus,
there is pride in im- Produced Output 1. Final HRD Plan (with Year 1 implementa-
plementing the Plan.” tion budget), with sub-plans (M & E Plan,
Communication Plan and Risk Management
Plan);
HRMO Dept Head 2. Documentation of the agreed Harmonized
Eugenie Pusing
PGLdN HRD Planning Process with PGLDN’s annual
planning and budgeting process;
3. Facilitator’s Guidebook on HRD Planning
process;
4. Trainer’s Manual on Presentation and
Facilitation Skills Training and Training on
Managing HRD Interventions

EMERGING LESSONS
AND GOOD PRACTICES
1
HR and OD go hand in hand. More than implementing interventions, there is a

need to ensure that gains and good practices are institutionalise in the organistion.

A systematic process can serve as reference in this effort from competency model

development, application and tracking.

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2 It is important to take advantage of the momentum created by change by

transferring the technologies learnt to other units/staff in the organisation.

3 Top management and stakeholders’ support and involvement in all phases of the

intrvention’s implementation is critical for the success of the undertaking. n

RECOMMENDATIONS

1 Optimisedata from the competency assessment in managing recruitment and

selection, performance management, succession planning and other HRM sys-

tems.

2 Continue advocacy on HRD planning processes in the LGU and involvement of

the office/department heads and other key stakeholders

3 Conduct of regular monitoring and evaluation of its HRD Plan implementation be

integrated in the LGU’s M&E processes. n

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 PHOTO CREDITS
Aklan: PG of Aklan
Davao Del Norte: DAP
Lanao Del Norte: DAP

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