Left: UP Mindanao queries regarding CMU’s DRRMO. Right: Dir. Guinto welcomes UP Mindanao – OVCA to DRRMO Office. 2024

Dir. Guinto discussed with UP Mindanao’s Disaster Team-in-charge, Mr. Invictus E. Lorenzo, and Vice Chancellor Leo Manuel B. Estaña, their disaster preparations for earthquakes, volcanic activity, floods, and other forms of disasters that CMU might encounter. He mentioned that to address the manpower needs of the disaster team, they employ members of the Red Cross Youth as volunteers. These volunteers, who are also CMU students, are deployed to various areas within the university as part of the Disaster and Risk Reduction Team during events and other activities in the university. Observations during the benchmarking revealed that CMU has yet to establish a Public Safety and Crisis Plan (PSCP), and its Disaster Risk Reduction Management (DRRM) budget is limited. However, they have developed a Project Procurement Management Plan (PPMP) to meet DRRM needs and have two Job Order (JO) personnel assisting in organizing DRRM efforts. The university has a dedicated DRRM office, and NSTP students, all insured under MAAB and members of the Red Cross Youth, play a crucial role in DRRM operations. Each building has an Incident Management Team (IMT) utilizing the Incident Command System (ICS) for disaster response. While assistance to students in distress falls outside the ICS, it remains part of the Crisis Management Team, which operates above the IMTs using the ICS system.

OFFICE OF THE HUMAN RESOURCE AND MANAGEMENT (OHRM)

Having achieved Prime HRM Level 2 certification, Central Mindanao University shared insights into their holistic approach with the UP Mindanao – Office of the Vice Chancellor for Administraion. Key departments involved in their HRM strategies include the Office of Human Resource Management (OHRM) and specialized HR units. Central Mindanao University's journey towards Prime HRM Level 2 certification spanned from 2017 to 2024, marked by significant challenges such as administrative transitions, the disruptive impacts of the pandemic, and iterative revisions to meet certification standards. A critical milestone in this journey was a self-assessment conducted on November 7, 2023, followed by an on-site assessment on November 16, 2023, affirming their adherence to established benchmarks and best practices.

Photo: UP Mindanao - OVCA welcomed by CMU's Office of Human Resource Management

Recruitment, Selection, and Placement (RSP)

Photo: Ms. Charlotte Sanchez presentation for RSP­. OVCA photo. 2024

Representing the Human Resource Director, Ms. Charlotte G. Sanchez outlined Central Mindanao University's (CMU) sophisticated Recruitment, Selection, and Placement (RSP) processes. Her presentation highlighted CMU's unwavering commitment to equity, transparency, and efficiency in human resource management. Guided by a meticulously crafted policy framework, the university adheres to equal employment opportunity principles, ensuring a fair and inclusive recruitment process. Ms. Sanchez detailed CMU's implementation of an agency merit selection plan, endorsed by the Civil Service Commission, which streamlines the selection process while maintaining rigorous candidate assessment standards.

The comprehensive RSP cycle, spanning approximately 104 calendar days from job posting to employee onboarding, integrates advanced applicant tracking systems and strategic talent planning to align with organizational needs. A robust applicant database supports data-driven decision-making and proactive talent management strategies. Ms. Sanchez emphasized CMU's use of sophisticated evaluation tools, including psychological assessments and teaching demonstrations, to gauge candidate suitability and alignment with institutional values and requirements.

Furthermore, she described CMU's structured induction ceremony for new hires, designed to facilitate seamless integration and instill a strong sense of organizational culture from day one. This holistic approach to talent acquisition and onboarding underscores CMU's dedication to fostering a cohesive, high-performing workforce that drives institutional excellence.

Ms. Sanchez's comprehensive overview not only showcased CMU's advanced HR practices but also provided valuable insights for the visiting UPMIN delegation, potentially inspiring enhancements to their own recruitment and selection processes.

Position Classification and Compensation by Mr. Calvin Rubio

Mr. Calvin Rubio led a detailed discussion on the reclassification and creation/abolition of positions at Central Mindanao University. He emphasized that reclassification decisions are based on a three-year evaluation period for both employees and faculty, aligning with operational needs. Previously governed by NBC 461, these decisions now adhere to a joint circular with the Civil Service Commission and the Department of Budget and Management (DBM), specifically Circular No. 3, Series of 2022.

Central Mindanao University has recently submitted 163 requirements to the DBM for newly created positions. These submissions, once approved by the DBM, will facilitate the utilization of newly created items while phasing out obsolete ones. Mr. Rubio clarified the procedural differences between the creation and abolition of positions, stressing that creation requires approval from both the appointing authority and the DBM.

He illustrated this process with an example from the faculty, where the university restructured higher-level positions into multiple instructor positions, optimizing faculty composition. This strategic approach has resulted in the creation of 28 instructor positions over the past year, underscoring the university's commitment to aligning staffing with current educational needs.

Mr. Rubio highlighted the university's ongoing efforts to streamline administrative processes and optimize faculty resources through strategic position management.

Rewards and Recognition (R&R) Program

Photo: Ms. Ungab presenting CMU OHRM PRAISE manual

Ms. Nikki Ungab's detailed presentation on the university's Rewards and Recognition (R&R) programs highlighted several key components designed to appreciate and incentivize employees. The Loyalty Award was prominently featured, recognizing employees who have demonstrated long-term commitment by serving continuously for at least 10 years, with additional distinctions for milestones of 25-30 years and 35-40 years, each celebrated with certificates and special tokens of appreciation.

The Service Award segment underscored its significance in honoring employees at both optional and compulsory retirement ages, providing plaques that signify their years of dedicated service and reinforcing the university's appreciation for their contributions throughout their careers. Notably, the Service Award Incentive offers a financial acknowledgment of 20,000 pesos to employees upon reaching the mandatory retirement age of 65, aimed at supporting their transition into retirement.

She also elaborated on the On-the-Spot Award, which plays a crucial role in recognizing outstanding achievements and contributions on a spontaneous basis within the university. This initiative is designed to promptly acknowledge exceptional performance or acts of excellence, fostering a culture of immediate recognition and motivation among employees.

Additionally, the presentation highlighted the "Salo-salo Together" initiative, integrated under the On-the-Spot Award category. This event, hosted by supervisors or superiors, serves to foster camaraderie and support among employees transitioning into new roles or positions. It provides a platform for welcoming new team members and acknowledging those moving on to different responsibilities within the university. The "Salo-salo Together" event not only facilitates smooth transitions but also reinforces a sense of community and teamwork among staff members, thereby promoting a positive and collaborative work environment.

The presentation further detailed the meticulous process involved in selecting awardees for various categories, beginning with a comprehensive call for nominations across departments and units, followed by rigorous evaluations at both office and committee levels. This structured approach ensures that recipients of awards, whether for outstanding faculty or administrative staff, are selected based on clear criteria and merit, thereby promoting transparency and equity in the recognition process.

  Learning and Development (L&D)

Mr. Nolan Earl Guzman provides a comprehensive view of the university's learning and development framework, highlighting key components that drive their approach. Central to their strategy is the Learning and Development Guidebook, meticulously designed to guide all phases of L&D from planning through evaluation. This guidebook not only ensures consistency but also enhances the effectiveness of training initiatives across the institution.

Photo: Mr. Guzman presenting the L&D of the CMU OHRM. OVCA photo, 2024.

Mr. Guzman discusses the ongoing development of a Competency Plan aimed at standardizing skills across roles. Led by the Learning and Development unit, this initiative aligns employee competencies with organizational goals and performance standards, emphasizing its strategic importance in enhancing workforce capabilities.

Individual Development Plans (IDPs) play a pivotal role in employee growth, facilitated through a collaborative process between employees and supervisors. This process spans approximately two weeks and is integral to identifying and addressing skill gaps and career aspirations through tailored training opportunities.

Financially, the university allocates a significant annual budget of one million pesos for in-house training, underscoring its commitment to enhancing employee skills. Guzman notes that additional funding for external training needs is sourced separately by individual colleges, ensuring flexibility in meeting specialized training requirements.

Training programs offered throughout the year range from supervisory development courses to mandatory safety and first aid training, essential for regulatory compliance. Guzman emphasizes the importance of monitoring and evaluation, with external training evaluated through reaction surveys and in-house programs undergoing thorough assessments to refine future strategies.

Guzman also highlighted the university's tailored approach to developing administrative personnel, distinct from faculty training initiatives. This approach acknowledges and addresses the unique professional needs of administrative staff, ensuring they receive targeted support aligned with their roles and responsibilities.

General Services Office

The General Services Unit of Central Mindanao University (CMU), headed by Director Roy Roland E. Aguilar, welcomed the UP Mindanao – Office of the Vice Chancellor for Administration (OVCA) to the General Services Office (GSO). The visit involved discussions on the General Services provided by CMU, primarily focusing on vehicle inquiries.

Director Aguilar detailed the functions of the General Services Office to the UP Mindanao drivers. He explained that the university maintains its older vehicles using its mechanics, while newer models are serviced through external workshops (casa). The university's Repair and Fabrication Unit handles repair and maintenance for older vehicles, with advanced Purchase Orders (PO) in place for consumable parts such as wheels and other components.

Photo: Tour within the Repair and Fabrication Unit. OVCA photo. 2024

In addition to vehicle maintenance, the GSO operates its gasoline station to support the fueling needs of the university's vehicle fleet. The GSO also provides material estimation for building construction projects within the university, with these estimates typically completed within 1-3 days.

Security Services Unit

Photo: CMU Security Services Unit Headquarters

The UP Mindanao - OVCA delegates were welcomed by Sir Sandy S. Pava of the Security Services Unit at Central Mindanao University (CMU). CMU's Security Services Unit boasts a robust infrastructure, featuring a dedicated security building equipped with both a radio and a CCTV room. During the discussion of security issues and concerns faced by CMU, Mr. Invictus E. Lorenzo of UP Mindanao's security team inquired about the specifics of CMU's security measures.  

Mr. Pava said that CMU maintains its campus security force comprising 170 personnel employed under Job Orders (JOs). This team is well-equipped, with its own armory and detention facility to ensure campus safety. However, he noted significant challenges in procuring and maintaining firearms, primarily due to the annual license renewal requirements.

Left photo: opening remarks by Chancellor Murao. Right photo: CSC Region XI Dir. Marilyn M. Dujali presenting the overview of the PRIME-HRM. OVCA photo.2024

In a collaborative effort to enhance human resource management practices, the University of the Philippines (UP) Mindanao partnered with the Civil Service Commission (CSC) Region 11 to host the Program to Institutionalize Meritocracy and Excellence in Human Resource Management (PRIME-HRM) Orientation on May 22-23, 2024, at the TBI Co-working Space in Kalimudan, UP Mindanao.

The PRIME-HRM program, developed by the CSC, integrates and enhances the Personnel Management Assessment and Assistance Program and the CSC Agency Accreditation Program (CSCAAP). It aims to continually strengthen agencies' human resource management functions, fostering a culture of meritocracy and excellence.

The orientation was attended by members of the PRAISE Committee, the Human Resource Merit Promotion and Selection Board (HRMPSB) from both unit and central university levels, and various unit representatives. It featured comprehensive discussions and activities focusing on the core principles of PRIME-HRM, including Recruitment, Selection, and Placement (RSP); Rewards and Recognition (R&R); Performance Management (PM); and Learning and Development (L&D).

Chancellor Prof. Lyre Anni E. Murao of UP Mindanao delivered the opening remarks, setting the tone for the event. Key speakers provided valuable insights and strategies for implementing PRIME-HRM within their respective units, emphasizing the importance of effective human resource management in achieving organizational success.

Director II Marilyn Dujali of CSC Region XI Field Office provided an overview of PRIME-HRM, outlining its objectives and components, including the assessment of agency maturity levels in four HR systems, customized technical assistance, and opportunities for agencies to vie for special rewards and citations for HR excellence. A surprise pre-test was conducted to assess participants' initial understanding. 

Recruitment, Selection, and Placement (RSP) 

Left Photo: Jericho Allen Elecanal discussing the Recruitment, Selection, and Placement (RSP). Right Photo: Recruitment, Selection, and Placement (RSP) group report led by VC Leo Estana. OVCA photo. 2024

Jericho Allen Elecanal, the representative for Recruitment, Selection, and Placement (RSP), underscored the fundamental elements of the RSP process. Recruitment involves the attraction of qualified candidates for available positions, while selection centers on the identification of the most suitable applicants. Placement encompasses the assignment of new hires to specific roles and their preparation for integration. Governance competencies encompass policy and system evaluations, competency modeling, and the utilization of technology. Talent planning entails the assessment of staffing needs and the assurance of competency utilization. Talent sourcing prioritizes equal opportunity principles and strategic recruitment planning. The talent selection and placement processes strive for precision, fairness, and stakeholder endorsement, with an emphasis on selecting the most qualified candidates based on objective criteria.

Vice Chancellor Leo Manuel B. Estaña presented the group's mind map on Recruitment, Selection, and Placement (RSP). He discussed challenges such as the lengthy and cumbersome appointment processing, differing interpretations of implementation mechanisms, delayed submissions of requirements to the Civil Service Commission (CSC), and limited dissemination of vacant positions. Despite these challenges, an improvement highlighted was the re-orientation process, aimed at enhancing understanding and efficiency in the recruitment and placement procedures. This session emphasized the importance of addressing these challenges to streamline the recruitment process and ensure the timely placement of qualified candidates in key positions, ultimately contributing to the university's overall efficiency and effectiveness.

Rewards and Recognition (R&R) 

Left Photo: Ronnie Bardoquillo discussing the Rewards and Recognition (R&R). Right Photo: Rewards and Recognition (R&R) group report led by Ms. Joan Garcia, chief of the Budget Office. OVCA photo. 2024

Ronnie Bardoquillo discussed the importance of Rewards and Recognition (R&R), focusing on valuing individuals' and work units' contributions and recognizing outstanding performance in achieving organizational goals. The pillars of R&R included governance, planning, and implementation, with a focus on providing incentives and awards based on performance, innovative ideas, and exemplary behavior. Recognition could be in the form of traditional award ceremonies or on-the-spot acknowledgments. The R&R Committee, led by the head of the agency or an authorized representative, ensured adherence to equal opportunity principles. 

Ms. Joan Garcia highlighted the challenges regarding rewards and recognition programs during her report. She emphasized the lack of such programs for the administration and the faculty, noting limitations in the merit promotion instrument and a lack of exposure to external regional and national awards. However, Ms. Garcia also discussed an improvement: the recognition for allied and industrial professionals through the PRAISE committee. This improvement signifies a step towards addressing the existing challenges and enhancing the recognition of deserving individuals within the organization. 

Performance Management (PM)

Left Photo: Mark Arvin Mendoza discussing the Performance Management (PM). Right Photo: Performance Management (PM) group report led by Ms. Alma Marcelino of the Office of Student Affairs. OVCA photo. 2024

Mark Arvin Mendoza, the speaker for Performance Management (PM), emphasized the importance of establishing a shared understanding of goals and managing people effectively to achieve them. PM serves strategic, administrative, and developmental purposes, aligning unit and employee performance with organizational goals, providing a basis for decisions on rewards and promotions, and enhancing effectiveness by addressing performance gaps. Governance competencies include policy and system review, technology use, and communication. The performance management cycle involves planning, goal setting, monitoring, coaching, reviewing, evaluating, and recognizing successful performance while identifying areas for improvement. 

Ms. Alma Marcelino from the Office of Student Affairs (OSA) highlighted several challenges in performance management at UP Mindanao. She noted that functions were not aligned with job descriptions, the university's information system (UIS) needed improvement, and staff were often required to multitask due to a lack of manpower. Despite these challenges, Ms. Marcelino also discussed several improvements, including a job audit, the development of a new system with assistance from UP-ITDC, and better time management practices. These improvements indicate a proactive approach to addressing the challenges faced in performance management, demonstrating UP Mindanao's commitment to enhancing its organizational effectiveness. 

Learning and Development

Left Photo: Mr. Jan Paolo Cangrejol discussing Learning and Development (L&D). Right Photo: Ms. Ann Miraflor Batomalaque presenting the challenges and improvements in Learning & Development. OVCA photo. 2024