A previously run at loss-state enterprise to that now making profits, THP’s success could be reflected in its personnel’s integrity, both at the management and staff levels, rightly complying to the management concept indicating “Human” beings are “Assets” that drive an organization’s performance to success. From past experience, the management of “putting the right man in the right job” would suffice.
Nowadays, the human resource management tends to focus on Strategic Human Capital Management, whereby to acquire human resources with competency-behavioral characteristics derived from knowledge, skills, abilities, and other outstanding aspects. Competency-based initiations are believed to drive organizations to success. The governmental sectors are also making use of the so-called competency in relation to recruitment, naming, appointment, compensation and personnel development.
THP, concentrating on the above policy, contracts out an advisor to carry out the competency performance using key performance indicators-KPIs. Likewise, THP set up competency gauges within its organization, drawing comments from chief levels, reviewing them in the management meetings. Thereby 2 categories of competency were absorbed by all THP staff, named as “Core competency” comprising
1. Integrity
2. Business Awareness
3. Achievement Motivation
4. Teamwork
5. Service mind
Additionally, 7 professional competencies, according its structure, were grouped in 5 lines of importance as follows:
Competencies to be used in human resource management during the initial stage, once approved by the advisor, would be later modified for KPI-based performance assessment.
As for human potential development, THP has undergone a variety of operations to enable a Learning Organization, through an electronic-based learning and knowledge management-KM, concentrating on individual knowledge, and recording in systematic archiving.
Besides its internal scheme for personnel development, THP made preparation for its existing and future personnel expansion, i.e. inviting applications to the Post School, after a lapse since 1997
and reopening in 2004. The course lasts a year, and the graduates will be positioned to employees, both in the headquarters and the regions.
Furthermore, THP invited an outsourcing of able, skilled and experienced people to assume management level positions-deemed as a rarity from within.
In 2005, THP surveyed an employee satisfaction, bringing the results from study, analysis and development of quality of good life. Incentives to talent management were initiated to entice their loyalty. Human resource and human inventory information system will be dissipated to the regions.
The above issues, some of which having undergone a considerable procedure, some awaiting more time in operation, the most important of which focused on personnel development calling for numerous investments and proportionate time. However, it is undeniable that “the organization’s success depends on all staff’s co-operation”.
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