Whew!
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Hay! Unsa na man ni uie....tamad au ko...hu5
Gggrrrr....
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I hate having a barkada as your groupmate in your work. That is why, I prefer to have a groupmate/s that is not your friend but approachable. Hahayzzzzzzzz......
Tips:
If you want to choose a groupmate to your group, choose a person that is not your friend but approachable.
Tips:
If you want to choose a groupmate to your group, choose a person that is not your friend but approachable.
HR Practices of LGU Davao
In this tasked, my chosen organization is the HRM (Human Resource Management) Office in Davao City Hall. This organization is well-known because of their HR best practices and was hailed by some other organizations both in Local Government Units and Non-Local Government Units. This organization also was hailed because of its HRIS that the other LGUs in the country wants to be imitated.
Davao City is a wide city that has more than thousands of employees working in government service. According to a commmon online encyclopedia, HRM is more flexible than Personnel Management which is rigid. PM sees its workers as a cost rather than an investment. PM is guided by policies and guidelines unlike HRM is proactive while PM is reactive and so, most organizations and companies has its Human Resource Management. That is why, there are also illegitimate employees and these were the ghost employees. Due to the best HR practices done by the city government, there are more than thousands of ghost employees were expunged.
As I surf over the internet, I found these informations about the HR practices of LGU Davao;
HR benefits of 911
Mendoza (Executive Director of the Career Executive Service Board (CESB)) mentioned as worth duplicating the establishment of the city’s Central Communication and Emergency Response Center or Central 911 which has employed 133 Davaoeños after it was launched in 2003. Central 911 is only the third emergency response helpline in the world of its kind, next to the United States and Canada.
HRMO as a department
Participants also lauded the creation of HRMO as a department, up from a section, in the city government’s present structure.
“Davao City shows that HR offices can also be given equal importance with other departments, unlike most LGUs in the country,” said Eddie Maslog, chief of the Human Resource Management and Development Office (HRMDO) of the Provincial Government of Bohol. Unlike the case of Davao City, Maslog’s office has yet to secure an approval from the Department of Budget and Management (DBM) in creating its department head position.
Escalada (former HRMO Chief of LGU Davao) attributed the department status of the HRMO to the joint support of the City Mayor and the City Council, giving the office more clout to implement HRM policies.
In the workshop, participants further listed down as best HRM model Davao City’s high regard for “merit and fitness principle,” with the city mayor hiring only from the top five applicants as recommended by the personnel selection board. Escalada said this was to discourage political accommodation in the recruitment process.
Escalada also reported the termination of around 730 “ghost” employees in the city hall since his assumption as HRMO acting head in 2002.
More HR models
Other initiatives of the city government that the participants wanted to replicate were the setting up of a child-minding facility at City Hall which offers free custodial services to employees who need to take their children to work; the microcomputer-based Human Resource Information System (HRIS) which updates records of all plantilla and coterminous personnel; the character advocacy program which identifies good character traits to be exhibited by employees on a monthly basis; the 5-S program which promotes good housekeeping and systematic approach to work, and the attachment of the Public Employment Service Office of the Department of Labor and Employment (DOLE) which focuses on job generation, facilitation, enhancement, job preservation.
“We take pride in being able to give total human development to our personnel through our HR programs,” Escalada said.
In a separate interview, Nora Fe Alajar, president of the Davao City Hall Employees Association (DACHEA) said rank-and-file employees have a bigger role in the city government today than ever. She said this started when a Collective Negotiation Agreement (CNA) was forged in 2000, providing for the representation of the employees union in the many influential committees of City Hall.
“City Hall management and the workers’ union have a very good partnership because of the many programs that are sensitive to the needs of the employees,” Alajar said.
Davao City shared similar complements with other panelists from the Municipality of Malalag in Davao del Sur and the provincial governmet of Sultan Kudarat.
In the same workshop, the Malalag municipal government, represented by Municipal Mayor Givel Mamaril, was commended for the participation of the LGU personnel in the reorganization and restructuring of the municipal government and for various local government initiatives such as revenue generation schemes and economic enterprises.
Sultan Kudarat, whose HR practices were presented by Provincial Human Resource Management Officer Ben Zamora, was hailed for giving higher incentives to its personnel (14th month pay) and a CNA where retirees can recommend replacements in lower positions, among others.
The symposium was conducted to bring together human resource managers from previous AusAID-assisted institutions nationwide and to provide a venue for discussing how to address the effects of the national government restructuring measures using human resource management principles.
Source: http://www.pia.gov.ph/?m=12&sec=reader&rp=1&fi=p050113.htm&no=6&date=01/13/2005
Davao City is a wide city that has more than thousands of employees working in government service. According to a commmon online encyclopedia, HRM is more flexible than Personnel Management which is rigid. PM sees its workers as a cost rather than an investment. PM is guided by policies and guidelines unlike HRM is proactive while PM is reactive and so, most organizations and companies has its Human Resource Management. That is why, there are also illegitimate employees and these were the ghost employees. Due to the best HR practices done by the city government, there are more than thousands of ghost employees were expunged.
As I surf over the internet, I found these informations about the HR practices of LGU Davao;
HR benefits of 911
Mendoza (Executive Director of the Career Executive Service Board (CESB)) mentioned as worth duplicating the establishment of the city’s Central Communication and Emergency Response Center or Central 911 which has employed 133 Davaoeños after it was launched in 2003. Central 911 is only the third emergency response helpline in the world of its kind, next to the United States and Canada.
HRMO as a department
Participants also lauded the creation of HRMO as a department, up from a section, in the city government’s present structure.
“Davao City shows that HR offices can also be given equal importance with other departments, unlike most LGUs in the country,” said Eddie Maslog, chief of the Human Resource Management and Development Office (HRMDO) of the Provincial Government of Bohol. Unlike the case of Davao City, Maslog’s office has yet to secure an approval from the Department of Budget and Management (DBM) in creating its department head position.
Escalada (former HRMO Chief of LGU Davao) attributed the department status of the HRMO to the joint support of the City Mayor and the City Council, giving the office more clout to implement HRM policies.
In the workshop, participants further listed down as best HRM model Davao City’s high regard for “merit and fitness principle,” with the city mayor hiring only from the top five applicants as recommended by the personnel selection board. Escalada said this was to discourage political accommodation in the recruitment process.
Escalada also reported the termination of around 730 “ghost” employees in the city hall since his assumption as HRMO acting head in 2002.
More HR models
Other initiatives of the city government that the participants wanted to replicate were the setting up of a child-minding facility at City Hall which offers free custodial services to employees who need to take their children to work; the microcomputer-based Human Resource Information System (HRIS) which updates records of all plantilla and coterminous personnel; the character advocacy program which identifies good character traits to be exhibited by employees on a monthly basis; the 5-S program which promotes good housekeeping and systematic approach to work, and the attachment of the Public Employment Service Office of the Department of Labor and Employment (DOLE) which focuses on job generation, facilitation, enhancement, job preservation.
“We take pride in being able to give total human development to our personnel through our HR programs,” Escalada said.
In a separate interview, Nora Fe Alajar, president of the Davao City Hall Employees Association (DACHEA) said rank-and-file employees have a bigger role in the city government today than ever. She said this started when a Collective Negotiation Agreement (CNA) was forged in 2000, providing for the representation of the employees union in the many influential committees of City Hall.
“City Hall management and the workers’ union have a very good partnership because of the many programs that are sensitive to the needs of the employees,” Alajar said.
Davao City shared similar complements with other panelists from the Municipality of Malalag in Davao del Sur and the provincial governmet of Sultan Kudarat.
In the same workshop, the Malalag municipal government, represented by Municipal Mayor Givel Mamaril, was commended for the participation of the LGU personnel in the reorganization and restructuring of the municipal government and for various local government initiatives such as revenue generation schemes and economic enterprises.
Sultan Kudarat, whose HR practices were presented by Provincial Human Resource Management Officer Ben Zamora, was hailed for giving higher incentives to its personnel (14th month pay) and a CNA where retirees can recommend replacements in lower positions, among others.
The symposium was conducted to bring together human resource managers from previous AusAID-assisted institutions nationwide and to provide a venue for discussing how to address the effects of the national government restructuring measures using human resource management principles.
Source: http://www.pia.gov.ph/?m=12&sec=reader&rp=1&fi=p050113.htm&no=6&date=01/13/2005
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