Caring Careers. Supporting Excellence.
Recruitment, Selection, and Placement
HRMDO rationalizes the screening, hiring and promotion of the university personnel. It also serves as the secretariat of both the Faculty Selection Board (FSB) and the Human Resource Merit Promotion and Selection Board (HRMPSB).
The FSB composed of the Vice President for Academic Affairs, Director for Instruction, President of the USM Faculty Association, HRMDO Director, and one of the University Professor designated assist the University President in the recruitment and promotion of faculty members. During the recruitment, the regular members are joined by the College Deans, Department Chair and the highest ranking Professor of the Department.
2020 and after the approval of the faculty merit selection plan, recruitment and promotion has become competency-based: core, leadership and technical competencies including instruction, research, extension and production.
Annual evaluation is also done by the FSB to screen candidates for promotion through a task force jointly organized by the USMFA and the HRMDO. The initial evaluation of the task force serves as the basis for the FSB final evaluation. Candidates for promotion are assessed according to their competencies, individual performance commitment rating (IPCR), and service/loyalty. Thus, promotion is based on competency, performance and loyalty. In addition, faculty members are evaluated once every three years following the NBC 461 rules. The result forms the basis for the reclassification of faculty members.
On the other hand, the recruitment and promotion of the non-teaching personnel are facilitated by the HRMPSB which is composed of the Vice President for Administration and Finance, representatives of USM Academic Support Staff Association (USMASSA) for first and second level, HRMDO Director and the unit head. The merit selection plan and competency framework of the non-teaching staff is under revision.
Above all, RSP of both faculty and staff are governed by the Omnibus Rules of Appointments and other Human Resource Actions (ORAOHRA). In addition, HRMDO assists the University in the issuance and maintenance of database of special orders of designation.
Finally, the HRMDO, though its Focal Person on Service Contracting, also assists the Bids and Award Committee in the transition from hiring JO and COS to the procurement of services pursuant to CSC-COA-DBM Joint Circular 1 s 2017 as amended by JC 1 s 2018.
Learning and Development
Workplace is fast evolving and the demands of the clients and oversight agencies are ever changing. In order to achieve the strategic goals of the university, its personnel have to be equipped with competencies aligned to the goals of the organization. The Learning and Development (L&D) system of USM supports the achievement of individual pursuits in the hope that it can collectively help in the achievement of the university’s goal.
From the personnel competency gaps assessed by the Learning and Development Plans, trainings are designed. In partnership with other units, HRMDO conducts trainings at the same time monitors the same in accordance with the approved learning and development plan. All trainings are monitored by the HRMDO. Training certificates are controlled by the office to ensure effective monitoring and evaluation. Training effectiveness is assessed three months after each training.
Aside from competency, performance gaps as shown in the individual performance metrics can be incorporated in the learning and development plan
The university also invests in long-term scholarship grants for faculty and non-teaching personnel to pursue advanced degrees. Through this, the faculty profile and educational attainment of personnel are improved. Aside from scholarship grants, thesis grants and semestral study support grants are made available. Requests for scholarships are coursed through the Faculty Training and Development Committee (FTDC) and through the Human Resource Development Council (HRDC) for faculty members and non-teaching personnel respectively.
Compensation, Benefits, Rewards and Recognition
HRMDO assures the timely disbursement of salary and other benefits of personnel. It also constantly liaises the fringe benefits of personnel liaises with GSIS, PHIC, and HDMF for. It also facilitates claims and retirement benefits of the retirees.
The office also administers the Leave Privileges of personnel pursuant to the Omnibus Rules on Leave. It also calculates and plans out the commencement of teacher’s leave.
Through the Program on Awards and Incentives for Service Excellence (PRAISE), rewards and recognition are instituted for the university. The result of the performance metrics serves as the basis in determining outstanding employees and units. This way, any personnel who performs his/her functions is given due recognition during the annual civil service anniversary. Retirees and length of service awardees are also recognized in the same occasion.
HRMDO serves as secretariat of the PRAISE Committee.
HRMDO plays an important role in the implementation of Strategic Performance Management System (SPMS). While the Planning and Development Office serves as the steering secretariat in the fulfillment of the University goals, HRMDO supports PDO’s endeavor of igniting the passion for performance of its individual personnel.
HRMDO takes the lead in conform with reviewing and calibrating the Individual Performance Commitment Rating (IPCR) to the organizational performance. Embedded in the IPCR are the competencies, so that performance plans are graduated according to ranks and salary grades. This will come to conclude that the higher the salary of the personnel, the higher performance is expected from him/her.
A web-based SPMS is currently being developed to track real time performance of personnel. With the development of DTR integrating activities of personnel, performance outputs are tracked and monitored. Unit heads will then be trained to coach subordinates to perform better. After each rating period, unit heads will recommend performance achievers for rewards and recognition and dismal performers for learning and development.
In coordination with UICTO, the faculty performance evaluation system (FPES) is developed for students to evaluate their professor. The result of the FPES is reflected in the IPCR.
Go to online DTR: dtr.usm.edu.ph
Welfare, Policy, and Technology Support
HRMDO keeps abreast of the different issuances of the Civil Service Commission and other oversight agencies. In this way, the office sees to it that its administration is within the legal bounds.
HRMDO also serves as secretariat of the Personnel Discipline Committee to ensure that personnel are performing according to the norms and decorum fit for a civil servant in pursuant to the Revised Rules on Administrative Cases in the Civil Service.
The office also supports the organization of personnel by conducting consultation thereof for the welfare of the rank-and-file. In order to make sure that their rights are heard and exercised. The office also promotes health and to its personnel by requiring at least two hours of health and wellness activities a week.
HRMDO also uses information technology to support other HRM functions including the generation of biometric and online DTR reports, automated faculty performance evaluation system, training certificates generation, SO designations database, and DBM PSISOP database updating. It is the objective of the office to completely automate processes within the office.
Go to online DTR: dtr.usm.edu.ph
The Human Resource Management and Development Office is the main service arm of the university mandated to take charge in the administration of effective human resource management and development of faculty, research, extension, production and administrative support personnel. The main services of the office include: Recruitment; Selection; and Placement (RSP); Learning and Development (L&D); Compensation; Benefits; Rewards and Recognition (CBR); Performance Management (PM); Welfare, Policy and Technology Support (WPTS).
HRMDO advises the University President on human resource policy and administration including proper implementation of Civil Service Rules and Budget Circulars on compensation, reclassification and salary adjustments.