Mainstreaming Social

Performance in People
Management

Presented by: Jeffrey Ordoñez

Beyond Micro-Credit Conference
Davao City
July 30, 2010
 Models in Managing HR
Model View of HR Services

• Recruitment
• “Pair of hands” / part of machine
Personnel Mgt • Salaries & benefits
• Least cost / Efficiency
administration
• Managers order, workers follow
• Labor relations

• MBO
• Resource / problem-solver
Human Resource Mgt • Training
• Effectiveness
• Team building
• Worker thinks, mgr decides
• Labor-mgt relations

• Strategic planning
• Talent as capital
Human Capital Mgt • Organization Development.
• Value-provider
• Culture building
• Mgr as facilitator / coach
• Outsourcing
Ulrich’s Functions for Managing HR
Strategic

Strategic Partner Change Agent

Systems People

Administrative Expert Employee Champion

Operational
 Four Functions of
HR Practitioners
Administrative Expert: administrative policies, processes &
procedures that enhance organization efficiency
Employee Champion: motivating people & increasing their
productivity in the organization

Strategic Partner: linking human resource management strategy

with organization vision, mission & strategies

Change Agent: organization transformation towards

congruence with the organization vision, mission & strategies
Do we have the right people for the
job?
Know where you are going

VISION
Know why you are going there

PURPOSE
Or
MISSION
Know what you want to accomplish
Determine your milestones

PERFORMANCE
MEASURES
Determine how will you get there

BUSINESS STRATEGY
BEGIN WITH THE END IN MIND

VISION
BUSINESS
GOALS
STRATEGIES
MISSION

SOCIAL
FINANCIAL

KEY
PERFORMANCE
MEASURES
Strategic People Management
Culture of
Performance
Performance
Training and Development
Management

Recruitment Career Planning

Competency Model

Organization Design Job Design

Your business strategy will determine your structure,
systems, services, shared values, and
your STAFF
changes in the environment = change of strategy

change of strategy = change in competencies

ALIGNMENT
 STRATEGY
P
E
R
F
E
C
T

F
I
T

ORGANIZATIONAL DESIGN
JOB DESIGN
COMPETENCIES
 JOB DESIGN
How jobs should be designed
in order to facilitate
the achievement of deliverables
 Job Design Process
• Who are the clients and what are their needs?
• What are the deliverables of the position?
• What are the tasks to be done?
• Why do they need to be done? (rationale)
• How will the tasks be done? (process)
• What impact will there be on other positions in the
organization?
• Who will the position report to? Will any positions
report to this position? (reporting structure)
• Where will the work be done? (physical location)
 Competency Model
The desired characteristics of a person
who will most probably succeed in this
position
 What is a Competency?
• Characteristics / qualities of a person that
is related to superior performance in a Job
• Enables superior performers to
demonstrate critical behaviors
 more often
 in more situations
 with better results

Source: Mila Perez, Regional HR Manager, Sanofi-Aventis.

Develop your competency model
 About Competencies
A competency is whatever superior
performers think or do more often,
in more situations, and with better
results than average performers
Easier to see,
Train Skills measure, and
Knowledge change

Values Harder to see,

Self-Image measure and
Hire Traits change but can
make the most
Motives
difference
 Competency Modeling
• Identification – determine the core competencies
needed to accomplish the strategies
• Definition – describing the observable behaviors,
skills, and knowledge associated with a specific
competency. Can further be defined by the level
of proficiency
• Profiling – determine the functional
competencies of a particular position in the
organization
Strategic Recruitment
How the organization decides on
who to recruit, where, and how
 On Recruitment Strategy

• What is it about your organization that makes

it attractive to talents?
• Where are the desired talents sourced from?
• What methods are used in selecting from
prospective candidates?
• What challenges does your organization have
to deal with in the process
of recruiting desired talents?
Considerations for Designing a Sourcing Strategy
Time Costs Availability Risks
GROW talent from within Slow Low Easy to find Low
Recruit fresh graduates and groom
for next level
BUY talent from outside Fast High Very difficult High
Hire for replacements and new to find subject
openings; Launch talent initiatives to market
and opportunistic hires availability,
salary, timing
BORROW talent from other locations Fast High Limited, Ave.
Internal relocation for skills transfers subject to
and/or to facilitate “redeployment” circumstances

TRANSFORM talent from within Ave. Ave.- Difficult, High

Train and develop new skills and High subject to the
attitudes quality of
existing
talents, etc.
Source: Manuel N. Anselmo, Vice President, Bo Le Associates, Ltd. AIM-SHROD Class
 Selection Tools
• Application form
• Work samples
• Tests (functional, mental, psychological)
• Observation of role play / simulation
• Questionnaire
• Focused interview
• Assessment centers
Manage your talent’s performance
 GOALS

Social Performance Indicators

Financial Performance Indicators

Team Performance Indicators

Individual Performance Indicators

 How We Manage Performance
• What are indicators of performance in our MFI?
(Planning)
• What interventions do we use to improve
performance? (Developing)
• What methods do we use to gather and analyze
data to understand performance? (Reviewing)
• How do we reward good performance?
(Rewarding)
 What is causing the Performance Gap

People Management
Culture Styles

Staff
Skills/capability
Work flow
and decisions Information
Technology

Organizational Reward
structure system

Measurement
Infrastructure system
Source: Jose Ma. De Guzman, M.A., President, HRMD-Knowledge Institute.
Train them to become the best that
they can be
Defining Training Objectives

Needs Training &

Development
Assessme
nt Objectives

Evaluation Criteria
 Reinforce desired behaviors with
the right environment and incentives

ORGANIZATIONAL CULTURE
 Organization Culture
How things are repeatedly done on a daily
basis
The unique way an organization does its work
 Recognizing
Organization Culture
• How things are done here…?
• What is measured & controlled regularly…?
• Behaviors that are rewarded/ punished…?
• Where are most of the resources allocated?
• The types of people who are recruited, selected,
promoted, expelled…
• What customers, suppliers say about the
organization...
 Organizational Culture:
Primary Embedding Mechanisms
• What leaders pay attention to, measure & control on a regular basis
• How leaders react to critical incidents and organizational crises
• Observed criteria by which leaders allocate scarce resources
• Deliberate role modeling, teaching and coaching
• Observed criteria by which leaders allocate rewards and status
• Observed criteria by which leaders recruit, select, promote, retire
and excommunicate members

Source: Edgar Schein, Organization Culture and Leadership

 Organizational Culture:
Secondary Reinforcement
Mechanisms
• Formal statements of organizational philosophy, values and
creed
• Organizational design and structure
• Organizational systems and procedures
• Design of physical space, facades & buildings
• Stories, legends and myths about people
and events

Source: Edgar Schein, Organization Culture and Leadership

 How Organization Culture
Develops
Basic
beliefs/values

Critical
mass of
repetitive CULTURE
behaviors
Organizational Experience
strategies of of success/
founders
failure
Organization
Effectiveness
CULTURE BUILDING

Lessons learned from the

Catholic Church
The Church has a Bible
The Church has a Pope
The Church has its Bishops and
Priests
The Church has its Icons
The Church has its Rituals
 The Church
has its saints
There
is
hell
There is heaven
 People

Strategies Products and

Services

Vision
Mission
Objectives

Systems
Shared Values

Structure
Developing Organizational
Capacity: Basic Elements
SOCIAL PERFORMANCE
MANAGEMENT PATHWAY