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HRMPs as

Cultural Stewards
Developing a Values-Driven
Culture

1
Organization Development
is a response to change,
a complex educational strategy
intended to change the beliefs,
attitudes, values and structures of
organizations so they can
Warren Bennis
(1969)
better adapt to new technologies,
markets, challenges and the
dizzying rate of change itself.
Organization Development
is a response to change,
a complex educational strategy
intended to change the beliefs,
attitudes, values and structures of
organizations so they can
Warren Bennis
(1969)
better adapt to new technologies,
markets, challenges and the
dizzying rate of change itself.
The Need for Change

“Insanity is doing the same things


over and over again,
but expecting different results.”

Albert Einstein
“We can’t solve problems
by using the same kind of thinking
that created the problem”
Emotional Side of Change

All smokers
“KNOW”
that smoking
is dangerous
to their health

yet, they still


SMOKE
Organization Development
OD Process
Marketing and
Contracting
Change Management

Organization HR
Diagnosis Convergence of:

Transactional
• Organization Devt
Intervention
• Change Management
Evaluation • Human Resource Mgt

Termination
The CSC Mandate

CSC as the
Central Human Resource
of the Philippine Bureaucracy

CSC Bureaucracy Society


The CSC Mandate

Core Purpose
Gawing Lingkod Bayani ang Bawat Kawani
(Shaping Servant Heroes toward Public Service
Excellence)

Citizen-Focus Foundation for


Public Service Excellence National Development
The Compelling Reason

From Transactional to Strategic HR

• Program for
 Examinations and
Institutionalizing
Recruitment
Meritocracy and
 Training and Excellence in HRM
Development
• Strategic Performance
 Appointments Management System
 Quasi Judicial (SPMS)
Functions • Competency-Based HR
2011
Organisation Assessment

8
7
6
REACTIVE
5 TRANSACTIONAL
4
3
2 3
1 2 2 2 2 2
Planning Leadership Stakeholder Gender
HRMD Perf. Impt.
and Policy and Mgt Relations and Devt.
PGS
HR Initiatives

PRIME HRM

L&C Brand

SPMS
Vision/ Mission

LDP

CBRQS
4Cs of Change Management

Committing Capacitating Contributing/ Celebrating/


to Change for Change Collaborating Continuing

Involve people Plan structural, Set targets and Monitor


in assessing technological Implement actions taken
current and behavioral interventions. and celebrate
situation and interventions success. Plan
planning for more
change to changes.
create
ownership and
commitment
CAR
Region 1

Team
Region 2
Change
Operational

Region 3
Management

Regional CMT
NCR
PGS
Region 4
PRIME HRM
Region 5
Region 6 L&C BRAND
Region 7 SPMS
ExeCom

Region 8
Change Interventions

LDP
Region 9

Region 10 CBRQS

Region 11

Region 12
ARMM

Region 13
Change Interventions
Vision/ Mission

PRIME HRM

L&C Brand

CBRQS
SPMS

LDP
PGS
Change Interventions
Vision/ Mission

PGS

PRIME HRM

L&C Brand SPMS LDP CBRQS


Change Interventions
Vision/ Mission

Strategy Workload
PGS
Map

PRIME HRM

L&C Brand CBRQS

OPCR/ SPMS HR Plan Staffing


IPCR
Basis for Coaching
CBLDP
Change Initiatives

• Integrated Re-orientation on HR Initiatives


• Competency Development
• Consultative Processes
 Participative Action Research
 World Café
 Open Space Technology
 6 Thinking Hats
• Public Service Values
2013
Organizational Assessment

8
7
6
ENFORCED
5

4.93

5.87
5.83

5.16

5.61
5.13

4
3
2 3
1 2 2 2 2 2
Planning Leadership Stakeholder Gender
HRMD Perf. Impt.
and Policy and Mgt Relations and Devt.
Organization Development
OD Process
Marketing and
Contracting
Change Management

Organization HR
Diagnosis Convergence of:

Transactional
Organization Devt
Intervention
Change Management
Evaluation Human Resource Mgt

Termination
Culture
Shared ways of saying
and doing
Shared Values
• Serve as the Life
Force of an
organization
• Facilitate group
coherence and conflict
resolution
• Steer toward vision,
mission and strategies
Shared Values
Values Formation Principles

1. Values are caught not taught


2. People emulate values modeled by leaders
3. People are self-regulating and self-regulation is
triggered by awareness
4. Values are reinforced through socialization
5. Values are embedded in the little things that people
do on a day-to-day basis
6. Value choices reveal and shape character
7. Shared values are the foundation of a culture.
Appreciative Inquiry

Concepts
1. Organizations are centers of vital connections and
life-giving potentials: relationships, partnerships,
alliances and ever expanding webs of knowledge
and action.
2. Collective strengths do more than perform, they
transform
3. Magnetic work environments are when people felt so
connected to their work, colleagues, organization
that bonds cannot be broken
Cooperider and Whitney;
Appreciative Inquiry: A Positive
Revolution in Change
Appreciative Inquiry

Concepts

The task of organizational leadership is to create an


alignment of strengths in ways that make a system’s
weaknesses irrelevant
Peter Drucker
Appreciative Inquiry

Principles
1. People are constantly involved in understanding and
making sense of the people and the world around
them.
2. Inquiry and change are not separate moments, but
are simultaneous.
3. Human organizations are more like an open book
than a machine. Its story is constantly being co-
authored.

Cooperider and Whitney;


Appreciative Inquiry: A Positive
Revolution in Change
Appreciative Inquiry

Principles
4. Our positive images of the future lead our positive
action.
5. Building and sustaining momentum for change
requires large amounts of positive affect and social
bonding, such as : hope, excitement, inspiration,
caring, camaraderie, sense of urgent purpose and
joy in creating something meaningful

Cooperider and Whitney;


Appreciative Inquiry: A Positive
Revolution in Change
Appreciative Inquiry

Stages
1. Discovery- engaging stakeholders in articulating
strengths and best practices
2. Dream- Creating clear results-oriented vision in relation
to discovered potential
3. Design- Creating possibility propositions of the ideal
organization
4. Delivery- Strengthening the affirmative capability of the
whole system, enabling it to sustain momentum for on-
going positive change and high performance
Cooperider and Whitney;
Appreciative Inquiry: A Positive
Revolution in Change