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HR/OD Intervention Design Specification
Name of Partner Organization
Department of Social Welfare and
Development
Acronym
Category: CPO/PSP
Alignment to the Statement
of Commitment (SOC)
Type of Organisation
DSWD
Core Partner Organization (CPO)
Education and Disaster Risk Reduction and Management
Title of HROD Intervention
Partner Organization’s
Sponsor/ Champion for this
HROD Intervention
Assigned HRODF
Adviser/Associate
Public Sector
Technical Assistance on Succession Management, Talent
Review and Workforce Planning
Undersecretary Angelita Y. Gregorio-Medel
Jon Obillo
1. Background Information
This describes current situation of partner organisation.
Extent of implementation of current priority program thrust. Describe milestones to date.
The Department of Social Welfare and Development (DSWD) Results Framework identifies
the social impact of the organisation and the related organisational outcomes. Each
intervention is then described as to how it contributes to outputs that add value to these
organisational outcomes.
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The DSWD Impact Statement of an “Improved quality of life of the poor sectors of the
society” is consistent with the Social Impact of the Department that which is to be the “lead
shepherd in the improvement of quality of life”. To achieve this and as the leader of the
sector, DSWD intends to become a capable organisation exhibiting a culture of excellence
that is driven by competent staff and is efficient in achieving its targets.
Focusing on this organisational outcome, the first year interventions laid the groundwork for
a competency-based integrated HR and OD system. With the successful implementation of
the Competency-Based Recruitment, Selection and Placement (CBRSP) system, cycle times
for the filling of regular and non-regular positions have been reduced significantly. In
parallel, the Competency-Based Leadership Development (CBLDP) program formed
Leadership Success Profiles and the Department’s Leadership Brand of Matapat, Magiliw, at
Mahusay and now serves as the summation of competencies by which the Department’s
Leaders promote within and perform against. Through the Institutional Capacity
Development Program (ICDP), opportunities for synergies between Department clusters
have surfaced with the identification of cluster mandates, standards and gaps in capacities
and competencies and from cross-cluster conversations; the results of these supply valuable
information to current cluster and organisational planning and development.
Second year interventions leveraged on the building blocks of the first year interventions by
expanding the scope of the use and application of the set systems. The on-going roll-out of
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the CBRSP is installing the competency-based approaches to the creation of job descriptions
and the interviewing and selection of applicants from the main office to the various regional
offices through training and a multi-media learning toolkit. The CBLDP roll-out has assessed
the competencies of the regional directors and officers and has discovered the top
competency areas which the leadership recently conducted development training program
addressed.
The third year intervention enabled the Institutional Development Group (IDG) with a more
fine-tuned identity strengthened by a clearly defined set of competencies and a roadmap
towards an evolved and sustainable structure. This cluster has truly grown to become the
center of excellence of HR/OD in DSWD.
Recent developments that may impact this HR/OD intervention
Institutional Development and the New Normal
The past years, DSWD has been mandated to serve various roles in response to the New
Normal environment. The increasing scale, speed and geographic expanse of disasters in the
Philippines put focus and weight on the promotive and protective programs of DSWD and its
deeper value towards raising the resiliency of those made even more vulnerable.
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The recent expansion of the KALAHI-CIDSS-NCDDP and the Modified Conditional Cash
Transfer (MCCT or 4Ps) programs compounded the strain on the DSWD organization and its
workforce. There is a significant increase in the budget of DSWD, and this is a reflection of
the broader accountability and responsibility entrusted to deliver its services. DSWD, serving
as both steerer (policy direction and monitoring) and rower (program implementor) of the
national government’s welfare and social services efforts, unfortunately, is not structured to
sustainably implement the various programs and operations given the size of the key
programs, evidenced by the 1:10 ratio of regular to contractual/job order employees 1. The
pressure to meet these expectations weighs heavily on its organizational effectiveness,
capacity of its human capital, and the efficiency of its talent management systems.
White Paper: DSWD’s Institutional Development Agenda: Implications for the Effective Execution of the Agency’s Steering
and Rowing Roles. February 2015
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Budget vs. Total WorkforceRegular vs. MOA positions
Subsequently, succession gaps at the division levels and up and placement gaps for plantilla
positions are evident challenges of DSWD2.
Current capacity level targeted by this HR/OD intervention (Based on initial OA Report and
other updates, as available)
Leadership and Management
The Capacity Area of Leadership and Management of the Mid-Term Organisational
Assessment (OA) conducted presented an improvement from a rating of 4 in the Baseline
OA to a rating of 5.69 (Aligned/Area of Adequacy). Below is a summary of findings in this
area:
 Hands-on leadership provided by the Executive Committee and Management Committee
 Refined leadership brand institutionalised with its approval during the Management
Development Conference3
 Cascading of DSWD’s leadership brand, “Mahusay, Matapat, Magiliw”
 Well-defined leadership competencies served as basis for identifying leadership
White Paper: DSWD’s Institutional Development Agenda: Implications for the Effective Execution of the Agency’s Steering
and Rowing Roles. February 2015
3 DSWD HR/OD Plan Update 2013-2014
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development interventions4
Plans effectively cascaded down to the individual level (e.g., cascading of the Balanced
Scorecard in the regions)
Strong coordination and cooperation among units in the Department
Leadership Framework provides basis for development of performance contracts
CBLDP assessment that helped identify potential leaders
The revised 2015 target rating of 7 in the same area of Leadership and Management,
elevated from an original target of 6, describes the following end-in-mind:
 Established DSWD Leadership Framework
o DSWD leadership brand that is aligned with its vision of becoming a leader in social
protection
o DSWD leadership profile that define required competencies guiding leadership
development programs
 Installed mechanism for leadership development
 Leadership succession plan in place with corresponding individual development plans for
identified successors
 Consistency of management practices achieved by promoting effective processes for
planning, leading, organizing and controlling (i.e., establishing processes, training
managers and monitoring performance)
 Individual contributions to overall organizational goals clearly defined and delivered
through effective performance management
Human Resource Management and Development
Under the Capacity Area of Human Resource Management and Development, the Mid-Term
OA presented an improved rating of 4.82 from a baseline of 3 with the following details:
 Competency-based Recruitment, Selection and Placement facilitated the hiring
employees with the skills required for the position
o Well-defined/enhanced competency requirements/job descriptions for key positions
in program operations that facilitated assessment of job fit and recruitment of
qualified applicants
o Reduced turnaround time in hiring for MOA positions (from 2 – 4 months to 1 – 2
weeks)
o Integrity of the selection process was enhanced with the CBRSP
o Decrease in resignations among newly-recruited staff deemed attributable to better
job fit5
 Operationalization of the DSWD Core Group of Specialists6
 Provision of awards and incentives for outstanding performers based on clear guidelines
4
Ibid.
5
Peoplesparx, Inc., CMERS Completion Report, 2012
DSWD, Updates on Reform Agenda Milestones: 1st Quarter 2013, 2013
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Continuing challenges brought about by the lack of Plantilla items for the growing
number of project-based employees (now at 11,000 being proposed for hiring as direct
contractual employees)
Having achieved these, a revision of the original target rating of 5 to a target rating of 6 was
done with these expectations:
 Development of a strategic HR/OD Plan that strengthens HR/OD systems and processes
and addresses critical issues (e.g., adequacy of staffing levels, recruitment and selection,
staff retention, return on investment on training, etc.)
 Adequacy of budget for implementation of HRMD systems
 Clear roles and accountabilities in in improving organizational capacities and
competencies (especially for CBB and HRDB)
 Updated framework and corresponding Plan for Institutional Capability Development
(ICD) that incorporates the needs of the DSWD Reform Agenda and Convergence
Strategy
 Enhanced and competency-based HRMD systems and processes that strengthens
alignment of HRMD systems with organizational priorities, specifically for recruitment
and selection, succession planning, training and development and performance
management
 Line managers perform their HR functions and effectively manage the performance of
their direct reports
 Line managers assist in identifying competency requirements for positions supervised,
provide needed coaching to help staff achieve targets, assess staff’s performance gaps,
and identify learning and development interventions to address these gaps
 Functioning HR management information system that provides ready access to
information critical to decision-making
2. Workplace Development Objective (WDO)
These describe the hierarchy of objectives related to this HROD Intervention
Development Impact
(What are the benefits to the community or external clients that can be derived from the
improvement in capacities?)
Improved quality of social welfare and development services as a result of
enhanced institutional capacities and human resource competencies
Organisational Outcome
(What improvements in the organisation’s processes, systems, strategies, policies and unit
structures will result from the enhanced capacities and competencies that will lead to a more
transparent, accountable, and effective service delivery aligned to the priority program
thrusts)
Efficient Workforce Planning
 Adequate staff complementation of DSWD programs and projects
 Realistic and efficient budgeting for human resource requirements
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 Proactively identified workforce requirements
o Established guidelines and standards for determining staffing requirements
o Standardised workforce planning processes and tools
o Clarified roles and responsibilities in workforce planning
(HR and program/project developers)
 Agility of DSWD’s HR to respond to rapid workforce requirements for emerging DSWD
programs and projects
 Competent human resources engaged to perform key functions
Trained staff in HR and operations who can conduct workforce planning/forecasting
Effective Succession Management
 Systematic selection and development of potential DSWD leaders
 Strategies to retain next generation leaders
 Identification of possible developmental job assignments for potential DSWD leaders
 Effective and proactive management of the leadership risks
 Development of a pool of competent human resources who have been groomed to
perform leadership roles
 Trained staff in HR and operations who can conduct succession management
Competency/ies
(What functions/tasks will the core learners be able to perform better?)
Please provide self-assessment competency level using HRODF competency tool. Specify the
targeted improvement in competency level as a result of this HROD intervention.
Indicate other specific technical competencies targeted by this HROD intervention, if
applicable.
Succession Management
 Defining elements of an effective succession management system
 Conducting organizational diagnosis to achieve an overall assessment of the leadership
situation
 Applying appropriate planning tools and processes in developing a strategic succession
plan
 Developing succession strategies and plans (selection, development and retention)
 Mapping out activities, performance indicators, implementation timetables, resource
requirements and monitoring and evaluation mechanisms for plan implementation
 Conducting human resource performance analysis
 Assessing potential to effectively perform leadership functions
 Profiling potential successors/talents to determine areas of competency development
 Identifying, planning and designing interventions to respond to priority learning and
development needs of identified successors
 Designing a system for tracking and measuring the value of planned development
interventions
 Monitoring and evaluating succession plans
 Change management planning, including communication and risk management planning
Workforce Planning and Management
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Conducting a skills audit
Analysing the labour market
Projecting workloads
Identifying competency requirements
Determining staffing levels
Budgeting for personal services
Determining gaps in workforce requirement
Strategizing to address workforce requirement gaps
Developing the mechanism and tools for establishing staffing levels
Monitoring and evaluating the workforce planning system
Change management planning, including communication and risk management planning
Outputs
(What are the expected outputs from this HROD intervention?)

Workforce Analysis with Talent/Succession Risk Analysis Report
 DSWD Disaster Risk Reduction and Response Operations Office (DRRROO)
Workforce Study
o Demographic information
o HR analytics – recruitment, retirement, turnover, churnover,
development and other related data
 Talent Risk Assessment
o Succession risk
o Recruitment risk
o Engagement risk
o Development risk

DRRROO Workforce Plan
 Organization mandate and strategic directions (outcomes and outputs)
 Competency requirements
 Workforce plan with template
 Key talent and leadership profiles with template
 Labor cost calculator
 Assessment of the DSWD’s current workforce planning practices and
toolsManual for workforce planning with tools

Talent Profiles and Talent Review
 Template of the talent profile form
 Validated talent profiles of 300 selected permanent and non-permanent
employees
 Talent review framework and principles
 Talent review process and responsibility matrix
 Proposed talent review policies
 Draft and revised draft of a talent review manual
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Minutes of talent review session

Talent Pipeline
o 100 talent reviews with readiness assessment and development plans

Change Management
 Change Management Plan for the Cascade of the Succession Management and
Talent Review Processes
o Communication Plan
o Risk Management Plan

Related Actions and Considerations
 Integration of gender lenses in all strategies, processes, activities and outputs
 Management possible risks to the project
 Providing timely feedback, tactical and strategic advice and recommendations to
the decision-makers of DSWD and DFAT and HRODF.
 Submission of required reports
Worksheet of the database of profiles and talent review information ready for uploading to
a Human Resource Information System
Condition/s
(What organisational support will be provided by the partner organisation to achieve the
expected outputs and/or organisational outcomes? )
3. Details on Current Situation that the HROD Intervention will address
Types of HROD intervention
Type
Brief Description
Individual
 Counseling /Coaching
An intervention designed to formalize / sustain helping
relationships in which individuals may relate their problems to
sympathetic listeners or be advised how to deal with work or
interpersonal problems.
 Training
An intervention designed to provide individuals with knowledge,
skills, or attitudes that may be applied immediately on the job.
 Procedures Manuals
An intervention designed to establish or formalize methods of
handling common problems encountered by people in an
organization. The procedures stem from the organization’s
policies.
Team or Unit

Team Building
An intervention designed to increase cohesiveness / cooperation
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of people who work together.

Conflict Management
 Process Consultation
An intervention designed to reduce destructive conflict between
members of a work unit
An intervention designed to focus attention on how individuals
or groups interact
Intergroup
 Work-Flow Planning
An intervention designed to plan the flow of work between two
or more components of an organization.
 Inter-organisational
Development
An intervention in which two groups or organizations work
together to establish and / or maintain more effective
relationships.

An intervention designed to deal with destructive conflict
between two or more work units.
Intergroup-Conflict
Management
Total Organization
 Culture
Transformation
An intervention designed to change assumptions about the
“right” and “wrong” ways of doing things.
From McLean, G., Sullivan, R. (1989).Essential Competencies of Internal and External OD
Consultants, p.8. Unpublished manuscript.
Special features of this HROD intervention (Non-negotiable for the sub-contractor).
If training is included as one of the approaches/methodologies, the sub-contractor will
provide a detailed training activity plan (use template).
Sub-contractor Intervention Design:
Timeframe and Coverage

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The project will begin in the first week of June 2015 and is expected to end by July of
2015.
Initial steps included in this period should cover the preliminary/baseline workforce
study, the assessment of the effectiveness of current practices in HRMD, and the
determination of succession and placement gaps and related risks.
The Succession Management, Talent Review and Workforce Planning processes to be
developed shall apply, first, to units related to the DRRROO until the Field Offices (FOs).
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The target employees for Succession Planning and Talent Review should include
Assistant Division Chiefs, Division Chiefs and Directors Levels, and similar nonpermanent employees
Alignment

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

The policies, processes, systems, and other outputs should consider, capitalize and
complement the existing competency-based recruitment and leadership development
systems put into place with the assistance of the Facility.
By the same token, the policies, processes and systems and other outputs should be
founded on the government guidelines put forth by CSC, DBM and by other agencies
that impact HR administration at DSWD.
The Succession Management and Workforce Planning Systems developed should align
and contribute to the development of HR systems of DSWD using the PRIME HRM
standards.
The design must also integrate required conditions and standards stated in the previous
sections.
Sub-contractor Qualifications

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The sub-contractor must have a core team with solid experience in HRMD, OD and
Change Management. Subject Matter Experts (local and international) must prove
actual involvement in installing HR Systems in the organization for a prolonged period of
time. Subject Matter Experts are expected to have actual experience in HR, and are
expected to provide actual technology transfer to DSWD process owners and target
participants.
o The OD and Change Management experts must prove actual involvement in full
scale OD and Change Management intervention in at least five organizations,
preferably combining actual experiences in private and public sectors.
o Other members of the core team must include experts in the fields of OD and HR
(process observation and analysis, trainers training, succession management,
workforce planning, recruitment, learning and development, rewards and
recognition), project monitoring and evaluation, project management. These
experts must prove full engagement or consulting (instead of short term courses
and seminars) and actual technology transfer in organizations. The M&E
specialist must have expertise in qualitative and quantitative research methods
and statistical tools.
Other expertise necessary for the intervention includes:
o GAD specialist to provide the GAD perspective and inputs in all inputs, processes
and outputs of the project
o Technical writer to ensure that all reports, information packages and materials
are well written and adjusted to the different profiles of readers
o Documenters and research assistants to ensure that different activities are
effectively documented, assessed and reported to the core team, to DSWD
process owners and to HRODF
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call for DSWD sponsors and process owners at the central, regional and division levels.
S/he must be able to devote 80% of person days in the project. The Team Leader must
prove expertise and experience in organization development and change management
(at least seven years). S/he must ensure effective team work and client relations. The
team leader will be accountable for the technical alignment and consistency of the
project design and implementation. The TL must have proven experience in succession
planning and/or talent management; preferably must have five (5) number of years
working in public sector
The team must have a full time senior Project Manager, and a full time Welfare
Coordinator. The Project Manager must be an organic member of the sub-contractor
organization and shall be accountable for the delivery of all outputs and the
implementation of all activities stated in the contract. The Welfare Coordinator is
responsible for all administrative requirements of the project, and must ensure the
safety and security of the participants and the consulting team during activities outside
DSWD.
Description of the teams of the partner organization’s target units affected by the HROD
intervention
The target participants include:
 CBB and HRDB of the IDG – HR systems and process owners of the agency
 DRRROO (Disaster Risk Reduction and Response Operations Office) and FOs (Field
Offices) – the lead offices in charge of management and monitoring and evaluations of
the delivery of DRRR services at DSWD
1. Action Plan
Description of proposed Action Plan/s of the Unit (process owners).
The Action Plan is a major deliverable in all HROD interventions. It shall contain identified
activities and milestones that will demonstrate the transfer learning to the workplace and
lead to sustained institutionalisation of the outcomes of the HROD interventions. (Please
refer to the Standards of Services)
There are two types of Action Plans. The first is the Re-entry Plan (REAP) that will be used
when improvement in competency level is targeted. This is a mechanism to implement
specific learning outputs.
The second type of Action Plan is the Sustainable Action Plan (SAP). It focuses on planning
to sustain the institutionalisation of the improved targeted organisational outcome for
effective service delivery, e.g., improved processes, systems.
Action Planning Process:
The learning service provider shall assist the process owners and participants in developing
and producing the Action Plans. This will be prepared by individuals or by work-team units
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tasked to implement targeted levels of objectives articulated in the WDO. Individual REAPs
targeting same organisational outcome must complement each other. This will be reviewed
and approved by the management of the partner organisation to ensure that necessary
resources for the Action Plans implementation are included in the Plans
REAP objectives are expected to be completed within 1 year while SAP completion is within
2 years.
Action Plan Submission:
All SAPs and REAPS have to be submitted to HRODF as part of the deliverables/completion
requirements. The sub-contractor will ensure that the approved SAP and REAP are uploaded
in the web. The signed printed SAP and REAP shall be part of OD completion report.
The focus of REAP ensures the application of Succession Management, Talent Review and
Workforce Planning principles, processes, tools and structures in Human Resource
Management and Development, as well as, in the Program Planning, Management and
Operations . The REAPs may extend to other units and offices within DSWD.
The SAPs will be created at the central, regional and division levels, and will focus on
ensuring that gains of the developed systems are sustained until it becomes integrated
across DSWD. SAPs will further focus on expanding the use of the system to other units and
regions and the different programs.
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