HR Benefits and Development Division
Training and Development Section:
Streamlined Training to Enhance Employees’ Performance
CY 2013 - 2015
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)
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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.
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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
Source: Training Section Function, HRDO Strategic Presentation 2011
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Streamlined Training to Enhance
Employees’ Performance (STEEP)
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.
1UP Strategic Plan 2011-2017, Padayon UP! Onward UP! On the Path to Greatness in the 21st Century
Source: HRDO Strategic Presentation 2011
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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;
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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.
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Legal Basis
• 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:
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;
Source: RA 9500, UP Charter 2008
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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.
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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.
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;
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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.
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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.
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TRAINING & DEVELOPMENT (LEARNING MANAGEMENT) FRAMEWORK
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STEEP Implementation Arrangements and Organizational Flow
Office of the Chancellor
Office of the Vice Chancellor for
Administration
DBO, DAO and other
offices under OVCA and OC
HRDO
•
•
PARTNERS
Individual Experts
Institutions/ Units/Civic Organization
TRAINING SECTION
Volunteer Trainer
(Unit Representative) thru
Unit Head Approval/
Endorsement
LPL/Training Section/HRDBD
ALL UP DILIMAN & SYSTEM PERSONNEL
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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.
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BENEFITS AS A VOLUNTEER PERSONNEL TRAINOR






Creates value to increase work performance
Gains credits for promotion;
Personality development;
Honed expertise thru learning by doing;
Builds networks and friends
Business opportunity
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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
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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
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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
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STRATEGIC KM IN TRAINING NEEDS ASSESSMENT
GREAT
UNIVERSITY
“Nurturing and Enabling Environment”
ACADEMIC & OPERATIONAL EXCELLENCE
Desired Results
Increased productivity thru
efficient & effective
administrative services by
STEEP Plan and automated
system implementation
1. What need
or demand are
we serving?
Organizational Value
What the employees
must know and need
Knowledge and
Support Demand
Knowledge and
Support Gap
What are the
employees Know and
Current Situation
What the employee
must do?
2. Are we
doing the right
thing?
Capability Gap
Knowledge and
Support Supply
What the employee is
Currently Doing?
Leadership & Structure, Policies, Incentives, Technology, Support System, Value
LPL/Training Section/HRDBD
3. How do we do it Well ?
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Source: Dr. Serafin D. Talisayon
Why Training Needs Assessment?
• To fully understand the training, learning,
educational needs of an organization and its staff.
and
• 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)
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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)
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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
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TNA Process
3. Understand priorities
– Academic Excellence
– Operational Excellence
– Technology Platform thru eUP
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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
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HRDO-TS Training Needs Assessment Process and Qualification to Training Schedule
E
M
P
L
O
Y
E
E
START Training
Needs Assessment
Enrollment
Request for TNA
Survey Form to
AO
Complete TNA Survey
Questionnaire
(either on-line or faceto-face)
Submit TNA
Survey
Questionnaire
thru On-line
TNA Survey
Complete?
NO
Return result to
employee and end
process
Submit TNA
Survey
Questionnaire
to the AO
Employee TNA Survey
Form Accepted
YES
Process and evaluate results:
1. to identify training needs of employee
2. to qualify level of priority for scheduled
training
3. to identify classification whether participant
or volunteer trainer
H
R
D
O
Qualified for
scheduled training as pax or
volunteer?
Complete TNA Survey form
will be migrated to Training ICT Program
using OD and KM Tools
NO
Advise employee thru unit
AO to stand by for next
schedule and end process
YES
Request for HRDO and OVCA endorsement/memo for
participant/ volunteer attendance to training
U
N
I
T
HRDO/OVCA issued memo/
endorsement to unit head for
participant/ volunteer participation
to training
LPL/Training Section/HRDBD
Unit Head thru AO instruct employee to coordinate
with HRDO for official confirmation and
participation to approved training
AO to update/record of employees’ actual
participation to Training Data Base System and
end process
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Leizel P. Lectura, MCD
HRDO-TS Training Enrolment Procedures (Participants and Volunteer Trainor)
E
M
P
L
O
Y
E
E
Submit Pre-EA
Form thru Online
START Training
Enrollment
Request for
Training Preevaluation form
to AO/On-line
U
N
I
T
Pre-EA form
complete
NO
Return result to
employee and end
process
Submit Pre-EA
Form to the
AO
Pre-EA Form Accepted
H
R
D
O
Complete Pre-evaluation
Assessment Form
(either on-line or
personal)
YES
Process and evaluate results to identify
overall participants level of Knowledge, Skills
and Workplace value with regards to
scheduled training
Complete Pre-EA form
will be migrated to Training ICT Program
using OD and KM Tools
Approved training design and
learning module accepted
LPL/Training Section/HRDBD
Revise Training Design and
Learning Objectives?
NO
Issue Pre-EA result and final
training objectives to resource
speaker and end process
YES
HRDO thru OVCA issue approved program
invitation/ learning module to unit head for
participants/ volunteer trainer information
Improve/Finalized training
design and learning modules
Unit Head thru AO issue document to participant/
volunteer trainer
Record confirmation to Training Data
Base System and end process
Volunteer Trainer/Participant
coordinate with HRDO to
confirm attendance to
training
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Leizel P. Lectura, MCD