This criterion looks at the total business strategy and how HR management is embedded into it. The driving attribute of a high-performing people-focused organization is the partnership between HR and all levels of management. Top management clearly articulates the belief that people are a key factor for business success and visibly demonstrates valuing people. HR is considered a strategic business partner. Operating managers regard HR as highly credible. They champion HR policies and programs and take the lead in developing, empowering, and engaging their human capital. The management continue to improve their Technology by integrating Al system to their operations.

A key success factor among high-performing organizations is their sharp focus on performance and results. In the private sector, the key indicators of results are resiliency, profitability, and business growth, leading to an increase in shareholder value. In the public sector, the delivery of services that are efficient, effective, and responsive to the needs of the citizenry are targeted results. Clear directions, strategies, and values send strong signals for performance and help create a results-oriented culture. Plans and programs are well-deployed throughout the organization, systematically tracked at the unit and individual levels.

Excellent organizations institute and adopt programs and initiatives characterized as transformative, innovative, and systemic. They are constantly trying to adapt to the changing challenges of their external environments and committed to a culture of excellence, hence the presence of an open, change-oriented, and continuous improvement mindset. The leadership style of leaders at all levels of the organization can be described as coaching, inspiring, and people engaging.

A pre-condition of the first attribute (Strategic Business Management and HR Partnership) is the HR unit’s competence and credibility. Credibility comes from the HR practitioners’ values and attitudes, respect for regulatory compliance, and professional maturity while competence comes from their display of business acumen, and record of demonstrated competence in all the functional fields of HR management.

High-performing and people-focused organizations tap the full potential of their workforce. They have multiple programs and initiatives that focus on labor-management harmony and employee involvement, empowerment, and engagement in the business. The organization has systematic reward programs that are key components in integrating HR into the company strategy. A high degree of positive employee experience is tangible in the organization.

This is a key responsibility given high importance by excellent organizations. A social enterprise is an organization that applies business strategies to make a positive impact for social benefit. Examples of social benefits are corporate citizenship, good governance, business integrity, environmental protection, national and community relations, public health and safety, and an orientation towards the family needs of employees. Social responsibility also looks into global social advocacy practices such as equal opportunity, inclusion, diversity, etc. This attribute likewise covers the promotion of volunteerism and the sharing of best practices.

With a thorough understanding of the company’s organizational and business challenges, the candidate is able to develop a people road map aligned with the values, vision, and directions of the organization. He/she has outstanding management and execution competencies with an evident positive impact on organizational and business performance.

The candidate is a strong advocate in the development of the HR profession. He/she has influenced the evolution of human resource practices by his/her active involvement in various organizations like PMAP where the HR professional has occupied various roles. Other ways of contributing to the profession include speaking engagements, best practices sharing, research, and publications.

This refers to the individual’s ability to harmonize the different facets of his/her life, be it personal or professional. The candidate demonstrates a thorough knowledge of his/her profession and can lead and manage with a growth mindset. He/she espouses continuous self-development in various aspects of life (physical, emotional, social, psychological), and is well-known to exhibit fairness, integrity, and sensitivity.

The candidate is a well-reputed advocate for universal social/human principles such as corporate citizenship, corporate integrity/ethics, human rights, decent work and decent workplace, family responsiveness, equal employment opportunities, diversity, and inclusion, etc. He/she imbibes the spirit of giving back and is actively involved in advocacies that address key community development such as health, education, livelihood, climate and environment, disaster management, etc. The candidate is a role model in spreading the spirit of volunteerism seen through the advocacies he/she stands for.

Relevance/Program Impact

Please explain what need is being addressed by the program. What created the need? In tan­ gible terms/measures, how much of the need has been addressed by the program? What is the annual program yield, i.e. (benefit derived) over (cost of design + trial + implementation)?

Innovativeness, Uniqueness, Best Practice

 In what way is the program unique and innovative? Explain how the program can be described as an exemplar/best practice in the industry.

The driving attribute of a high-performing people-focused organization is the partnership be­ tween HR and all levels of management. People programs show how senior leaders clearly ar­ ticulate and visibly demonstrate valuing people. The program demonstrates that HR is consid­ ered a strategic player. Line managers champion people programs and take the lead in devel­ oping, empowering, and engaging their human capital.

As evidenced by quantifiable results, the Performance Focus criterion looks at the impact of the program to substantially help in improving the economic, organizational health, social, and/or ethical standards of the organization as well as its key stakeholders.

Excellent programs and initiatives are characterized as transformative, innovative, and systematic. These programs are designed to constantly adapt to the changing challenges of the organization’s internal and external environments and to promote an open, change-friendly, and continuous improvement mindset. Leaders and program champions coach, inspire and engage their people to make the programs successful.

This criterion also looks into how the program reflects the competency and credibility of the HR leadership.

The people program allows the organization to tap the full potential of its workforce. It elicits employee involvement and engagement, attends to employee motivations, and systematically pays attention to their engagement levels and well-being needs. The people program also results in a high degree of positive employee experience within the organization.