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The Program to Institutionalize Meritocracy and Excellence in Human Resource Management (PRIME-HRM) integrates and enhances the Personnel Management Assessment and Assistance Program (PMAAP) and the CSC Agency Accreditation Program (CSCAAP). It is a mechanism that empowers government agencies by developing their human resource management competencies, systems, and practices toward HR excellence. It is a fundamental strategy for building a high-performing organization. This approach prioritizes fairness and transparency by establishing systems that recognize and reward employees based on their demonstrable skills, performance, and potential. By focusing on merit, organizations cultivate a culture where continuous improvement is valued and excellence becomes the standard, motivating individuals to contribute their best and fostering overall organizational success.
EQUAL OPPORTUNITY PRINCIPLE
EQUAL OPPORTUNITY PRINCIPLE
Pursuant to CSC Memorandum Circular 24 s. 2016 on the Program to Institutionalize Meritocracy and Excellence in Human Resource Management (PRIME-HRM), equal opportunity shall be given to all government personnel in terms of professional and career development. Institutionalizing the equal employment opportunity principle in all areas of Human Resource Management and Development, SDO Sto. Tomas City recognizes the equal opportunity principles enshrined in the CSC and DepEd Frameworks. It shall adopt the provisions in all HR areas, including Learning and Development (L&D) Investments in people through competency-based training and development programs that lead to optimum performance of all personnel are paramount to the SDO. Regular training needs assessment and performance evaluation shall be conducted to determine competency gaps that affect productivity and efficiency.
Other professional development programs including short and long-term scholarships shall be open to all employees for the competitive screening, regardless of their conditions and situations, unless some programs’ health-related requirements are specified. In the conduct of training programs, all trainees shall be provided with learning resources based on the session requirements, including tools and equipment for those with specials needs. It is ensured that all contents and processes in training and L&D programs are sensitive to marginalized and gender groups and persons with special needs.
Learning and Development Plan and Process
Learning and Development Plan and Process
The learning and development is the road map for all teaching, teaching related and non-teaching personnel in the Division that helps support their career and professional development. The plan is tailored fit to meet the needs of every individual and learning group, their current and future role. It is made up of key objectives that the personnel should achieve which include technical, behavioral and leadership skills. The learning and development plans focus on improved learning and consider the development priorities of the school, division, region and central office. All personnel groups will be provided with opportunities to participate in ongoing and continuous professional development programs in order to increase their current level of competency including scholarship programs local and abroad.
LEARNING AND DEVELOPMENT
LEARNING AND DEVELOPMENT
Organizational Structure
Organizational Structure
The organizational structure plays a critical role in shaping how L&D achieves its goals. It provides a formal system that guides how tasks are divided, coordinated, and supervised across departments and teams.
The organizational structure is essential for managing people, resources, and processes effectively. It serves as the foundation for organizational stability, growth, and success.
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