1. HR Benefits and Development Division Training and Development Section: Streamlined Training to Enhance Employees’ Performance CY 2013 - 2015

2. Training Section Mission Provide responsive and excellent service thru skills training and professional development; monitoring and evaluation; and, management of personnel training database system. (part of HRDO Mission, January 2012) 2 LPL/Training Section/HRDBD

3. Vision (Training Section Level consistent with the HRDO Organizational, Goals, Vision and Mission) A sustainable and globally competitive professional career development (skills training) provider that honors excellence. 3 LPL/Training Section/HRDBD

4. Mission (Training Section Level consistent with the Organizational, Goals, Vision and Mission) To empower and invest in human capital thru training, skills and professional development to give valuable contribution in the provision of efficient and effective administrative service towards academic excellence. 4 LPL/Training Section/HRDBD

5. Training Section Functions Formulate, design and implement development/training courses including the preparation and dissemination of appropriate training materials; Evaluate the impact of development/training programs in the university and propose appropriate recommendations; Develop procedures and techniques for assessing and determining training needs; Undertake continuing review of the different development training interventions to ensure its timeliness and relevance to the changing needs and demands of employees and working conditions 5 Source: Training Section Function, HRDO Strategic Presentation 2011

6. Streamlined Training to Enhance Employees’ Performance (STEEP)

7. Rationale The Human Resources Development Office (HRDO) under the supervision of the Vice Chancellor for Administration is tasked to provide advise on human resource policies and administration including the enforcement of Civil Service laws and, develop, implement, monitor and evaluate comprehensive, balanced and relevant career and personnel development programs. The HRDO articulates these directions through the Planning and Research Division’s conduct of human resource needs forecasting/ job analysis and job evaluation. Consistent with the “implementation of seamless processes for higher levels of productivity & sound decision-making based on accurate & real time information” 1, the Training Section of HRDO commits to help deliver operational excellence thru regular conduct of in-house training program for UP Diliman administrative personnel starting 2013. 7 Source: HRDO Strategic Presentation 2011 1UP Strategic Plan 2011-2017, Padayon UP! Onward UP! On the Path to Greatness in the 21st Century

8. Strategic Approach A democratic and participatory approach; Voluntary and intensive participation of the administrative personnel and supervisors in training needs analysis; Investment in human capital; The Training Section of HRDBD of HRDO will work closely with the units/ college representative to develop a university-wide system of continuing training, skills and professional; 8 LPL/Training Section/HRDBD

9. Strategic Approach Trained personnel can also become a trainer on personnel management and development within their respective unit/college under the supervision of OVCA and HRDO; STEEP was designed for effective and efficient management of knowledge and programs for Training and Development of UP employees. 9 LPL/Training Section/HRDBD

10. Legal Basis Lead as a public service university by providing various forms of community, public, and volunteer service, as well as scholarly and technical assistance to the government, the private sector, and civil society while maintaining its standards of excellence; Protect and promote the professional and economic welfare of its academic and non-academic personnel; and Provide opportunities for training and learning in leadership, responsible citizenship, and the development of democratic values, institutions and practice through academic and the enhancement of nationalism and national identity; The Streamlined Training to Enhance Employees’ Performance (STEEP) program of Human Resources and Development Office is consistent with the University mandate, stipulated in Section 3, RA 9500: 10 Source: RA 9500, UP Charter 2008

11. STREAMLINED TRAINING TO ENHANCE EMPLOYEES’ PERFORMANCE (STEEP) is a process of systematic management to provide skills training and professional development to increase productivity and efficient delivery of administrative services. is a strategic tool that utilize resources to ensure implementation of “seamless processes (TNA, training, M&E, Knowledge Management) for higher level of productivity; sound decision-making based on accurate and real time information” to attain operational excellence thru the following:  Equal engagement of employees’ from all colleges/units in the conduct of Training and Development plan not only as participants but also as volunteer trainers or training resources sponsors;  Conduct scientific and realistic analysis and management of related data using information and communications technology; and  Management of knowledge in training and development to ensure sustainability and processing of relevant information as basis for decision making on policy, benefits and program development of personnel and services provided to the University and other clientele. 11 LPL/Training Section/HRDBD

12. STEEP Objectives Regularly identify the organizations and employees training needs; Formulate and submit staff capacity development plan; Implement the approved staff training and development plan consistent with the University and government rules and guidelines; Monitor and evaluate training and development interventions using scientific methods as input to efficient human resource planning, career development and matching; and Build tie-ups and strong partnership with individuals and institutions towards excellence and sustain the training management.

13. STEEP Goals Organize and develop at least thirty 30 trainers on Personnel Management and Development on a voluntary basis starting February 28 – December 2013 (until all units completed identification of their representative trainer for personnel development); Conduct STEEP Needs Analysis (NA) or intensive identification of training, skills and professional development needs for all UP Diliman employees through online, individual survey, focus group discussion or during management meeting at the unit level by EO September 2013; 13 LPL/Training Section/HRDBD

14. STEEP Goals Identify priority training program based on the initial result of STEEP NA and approved overall training budget amounting to Php5.7 M; Develop training materials and conduct ten (10) trainings, skills and professional development for Administrative and REPS by EO December 2013; 100% completion of all training pre- and post-evaluation with objective result and analysis for improvement of next training; and Start creation of HRDO Training and Development website for Knowledge and Data Base Management, On-line Learning and Webinar by EO December 2013. 14 LPL/Training Section/HRDBD

15. STEEP Goals Procurement of training equipment and materials by EO June 2013; Hiring of one (1) additional training staff with technical writing skills and capabilities on training, development, planning, management and implementation by EO February 28, 2013; and Start implementation of post-training monitoring and evaluation and data base management. 15 LPL/Training Section/HRDBD

16. TRAINING & DEVELOPMENT (LEARNING MANAGEMENT) FRAMEWORK 16 LPL/Training Section/HRDBD

17. STEEP Implementation Arrangements and Organizational Flow Volunteer Trainer (Unit Representative) thru Unit Head Approval/ Endorsement Volunteer Trainer (Unit Representative) thru Unit Head Approval/ Endorsement TRAINING SECTION PARTNERS Individual Experts Institutions/ Units/Civic Organization PARTNERS Individual Experts Institutions/ Units/Civic Organization HRDO DBO, DAO and other offices under OVCA and OC ALL UP DILIMAN & SYSTEM PERSONNEL Office of the Vice Chancellor for Administration Office of the Chancellor 17 LPL/Training Section/HRDBD

18. Bottoms-up Approach for Training and Development Provide capacity building to all personnel to increase performance and productivity of the University The HRDO Training Section and Trainer Volunteers will conduct individual identification of personnel needs per unit; consolidation of results will be managed thru on-line data encoding and analysis. 18 LPL/Training Section/HRDBD

19.  Creates value to increase work performance  Gains credits for promotion;  Personality development;  Honed expertise thru learning by doing;  Builds networks and friends  Business opportunity BENEFITS AS A VOLUNTEER PERSONNEL TRAINOR 19 LPL/Training Section/HRDBD

20. ROLES & FUNCTIONS Participate in the STEEP NA Training of Trainers (TOT) Participate in the actual implementation and consolidation of STEEP NA; Participate in the regular strategic action planning and reflection meeting prior to STEEP implementation; Participate in the agreed and approved STEEP program from preparatory, actual and post STEEP activity; Assist in the development of training materials; Assist in the preparation and coordination of training schedules, logistic requirements, resources speakers, program design; and Participate in the HRDO Training Website Forum LPL/Training Section/HRDBD 20

21. METHODOLOGY Technological tools and adult-learning approach will be conducted for STEEP NA to process efficient and effective management of knowledge. The following approaches will be implemented as follows: 1.On Training Needs Assessment (TNA) – On-line data generation – Focus Group Discussion – Interview 2.On Actual Trainings (all trainings will be documented thru use of video) – Pilot 2 Platform of eUP (HRIS & FMIS) – Formal and Non-Formal Trainings, Workshops – Adult Learning and Participatory Training Tools e.g. Action-Reflection-Action – On-the-Job Training (Work Place Training) – Transfer of technology thru body-body system – Job Rotation 21 LPL/Training Section/HRDBD

22. METHODOLOGY 3. Pre-and Post-Evaluation – Administration of individual Evaluation – Data Base Management – Post-training monitoring 4.Knowledge Management (Training Materials and Result Management) – Training Database Management (i.e. participants and volunteers profiling) – On-line confirmation of attendance to trainings – Uploading and posting of Training Schedule and Materials in the Website; – On-line TNA – Module development – E-learning or on-line access to training modules – Documentation of best practices thru video and blogs 22 LPL/Training Section/HRDBD

23. Leadership & Structure, Policies, Incentives, Technology, Support System, Value What are the employees Know and Current Situation What the employee is Currently Doing? What the employees must know and need What the employee must do? Desired Results Increased productivity thru efficient & effective administrative services by STEEP Plan and automated system implementation Desired Results Increased productivity thru efficient & effective administrative services by STEEP Plan and automated system implementation ACADEMIC & OPERATIONAL EXCELLENCE “Nurturing and Enabling Environment” GREAT UNIVERSITY Organizational Value Capability GapKnowledge and Support Gap Knowledge and Support Demand Knowledge and Support Supply 1. What need or demand are we serving? 2. Are we doing the right thing? 3. How do we do it Well ? STRATEGIC KM IN TRAINING NEEDS ASSESSMENT Source: Dr. Serafin D. Talisayon 23 LPL/Training Section/HRDBD

24. Why Training Needs Assessment? To fully understand the training, learning, and educational needs of an organization and its staff. To effectively assist the organization in building the people’s capabilities. To identify logical and functional training strategy. To examine the entire training needs of an organization or to support a particular project. (i.e. eUP) 24 LPL/Training Section/HRDBD

25. Expected Output List of distinct and common training needed by the organization and individual staff related to the following: – eUP Program implementation: HRIS, SAIS, FMIS from end users to analysts who will process the input provided by the users to IT specialists who will maintain the automated system; – Workplace Skills: Supervisory, Problem Solving and Decision Making, Effective Communication etc; – Functional Skills: Administration of personnel, procurement, and financial matters; and – Government mandated rules and regulations that directly affects the operation of the University. Listings of employees competency level with regard to automated system, workplace skills and functional skills; and Strategic training plan to prepare the organization for the automated system (e.g. skills retooling) 25 LPL/Training Section/HRDBD

26. TNA Process 1. Examination of current training programs – Identification of training programs for automated system and improvement of administrative services; 2.Training purpose identification – To help develop the knowledge, skills and work attitude of UP Diliman personnel to effectively perform the eUP automated systems and administrative personnel functions; – To actively mobilize the capable and knowledgeable staff to impart their KSA; – To prepare the personnel in becoming more innovative through access to the current technology, knowledge and methods – To create value to people – To develop greater leadership capability – To educate staff about the strategic direction of the university both from academic and administrative units 26 LPL/Training Section/HRDBD

27. TNA Process 3.Understand priorities – Academic Excellence – Operational Excellence – Technology Platform thru eUP 27 LPL/Training Section/HRDBD

28. TNA Process 4.Development of data collection method: – One-on-one interviews – Focus groups discussions – Online or written questionnaires – Observations in the ‘workplace’ 5.Gather and review data 6.Recommend strategy 28 LPL/Training Section/HRDBD

29. 29 Leizel P. Lectura, MCD

30. LPL/Training Section/HRDBD 30 Leizel P. Lectura, MCD