Hr Plan Toolkit

Agency Strategic HR Plan Toolkit

PREFACE In consonance with its role as the central human resource institution of the Philippine Government and in line with its vision of becoming “Asia’s leading Center of Excellence for Strategic Human Resource and Organizational Development by 2030, the Civil Service Commission (CSC) designed an Agency Strategic Human Resource (HR) Plan Toolkit anchored on Civil Service Law and Rules to serve as guide in developing the Agency Strategic HR Plan. This Toolkit consists of three (3) chapters, as follows: Chapter 1 - Overview: Understanding and Appreciating the Strategic HR Plan Chapter 2 - Getting Started: Essential Elements in Carrying Out the Strategic HR Plan Chapter 3 - Strategic HR Planning Process: Procedural Guidelines in the Development of a Strategic Plan This Toolkit offers a step-by-step guide to Agency key players in crafting their Agency Strategic HR Plan. In fact, the Commission already prepared and

compiled a wide array of HR templates which may be customized for Agency’s use. use. The Agency Strategic HR Plan is everybody’s business and not only that of the Agency’s HRM Practitioner. Practitio ner. The support of top management and full cooperation of every member are vital.

Designed by the Civil Service Institute-Civil Service Commission Philippines

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PREFACE In consonance with its role as the central human resource institution of the Philippine Government and in line with its vision of becoming “Asia’s leading Center of Excellence for Strategic Human Resource and Organizational Development by 2030, the Civil Service Commission (CSC) designed an Agency Strategic Human Resource (HR) Plan Toolkit anchored on Civil Service Law and Rules to serve as guide in developing the Agency Strategic HR Plan. This Toolkit consists of three (3) chapters, as follows: Chapter 1 - Overview: Understanding and Appreciating the Strategic HR Plan Chapter 2 - Getting Started: Essential Elements in Carrying Out the Strategic HR Plan Chapter 3 - Strategic HR Planning Process: Procedural Guidelines in the Development of a Strategic Plan This Toolkit offers a step-by-step guide to Agency key players in crafting their Agency Strategic HR Plan. In fact, the Commission already prepared and

compiled a wide array of HR templates which may be customized for Agency’s use. use. The Agency Strategic HR Plan is everybody’s business and not only that of the Agency’s HRM Practitioner. Practitio ner. The support of top management and full cooperation of every member are vital.


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TABLE OF CONTENTS

Preface

Chapter 1

i

Overview

1

Understanding and Appreciating the Strategic HR Plan

Chapter 2

Getting Started

4

Essential Elements in Developing the Strategic HR Plan

Chapter 3

Strategic HR Planning Process: “Crafting “Crafti ng the Blueprint”

6

Procedural Guidelines in the Development of a Strategic HR Plan

Step 1

Organizational Organizational Profiling

6

Step 2

Competency Mapping

8

Step 3

HR Systems Check

13

Step 4

Prioritizing Prioritizin g Gaps and Proposing Interventions Intervent ions

14

Step 5

Instituting Instituti ng a Monitoring and Evaluation Mechanism

15

Step 6

Communicating the Strategic HR Plan

17

References

19

Glossary/Acronym

20

Annexes A – The Agency HR HR Strategic Plan Template

24

B – The Philippine Civil Service Commission Road Map

39

C – Job Analysis Questionnaire

53

D – Supervisor’s Supervisor’ s Observation Observati on Checklist

58

E – Competency Model/Inventory Model/Invent ory

61

F – Guidelines on Career Pathing

70

G – Guidelines on Succession Planning

76

H – Guidelines on Pre-Retirement Pre-Retirem ent

81

Acknowledgment Acknowledgment


86

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Chapter 1: OVERVIEW: Understanding and Appreciating the Strategic HR Plan

“It is every person’s duty to attain perfection.” - Jose P. Rizal

Legal Basis The Civil Service Commission, as the central personnel agency of the government, shall establish a career service and adopt measures to promote morale, efficiency, integrity, responsiveness, progressiveness, and courtesy in the civil service. It shall strengthen the merit and rewards system, integrate all human resources development programs for all levels and ranks, and institutionalize a management climate conducive to public accountability. (Section 3, Article IX B, 1987 Phil. Const)

The development and retention of a competent and efficient workforce in the public service is a primary concern of government. It shall be the policy of the government that a continuing program of career and personnel development be established for all government employees for all levels. An integrated national plan for career and personnel development shall serve as the basis for all career and personnel development activities in the government (Sec 30, Revised Administrative Code on Civil Service )

Each Department or agency shall prepare a career and personnel development Plan which shall be integrated into a national plan by the Commission. Such career and personnel development plans shall include provisions on merit promotion, performance evaluation, inservice training including overseas and local scholarship and training grants , job rotation, suggestions and award incentive system, and such other provisions for employees’ health, welfare, counseling, recreation and similar services. (Sec. 31, Revised Administrative Code on Civil Service )

In line with its mandate and in cognizance of its vision of becoming “Asia’s Leading Center of Excellence for Strategic Human Resource and Organizational Development by 2030,” the Civil Service Commission (CSC) designed an Agency Strategic Human Resource (HR) Toolkit anchored on Civil Service Law and Rules to serve as guide in developing the Agency Strategic HR Plan.

WHAT IS THE AGENCY STRATEGIC HR PLAN? The Agency Strategic HR Plan is a Human Resource roadmap which defines or provides direction for the Agency in the development and implementation of programs that are aligned with the Agency Strategic Plan of government agencies or Executive-Legislative Agenda or Annual Investment Plan for LGUs to ensure high employee performance and organizational productivity. As such, essential elements are focused on the acquisition, development, retention, and proper management of HR as well as addressing gaps and proposing interventions. It is aimed at capturing “the people element” of what an agency is hoping to achieve in the medium to long term, ensuring that: it has the right people in place; it has the right mix of skills; employees display the right attitudes and behaviors; and employees are developed in the right way with enabling mechanisms and appropriate strategies.

Designed by the Civil Service Commission

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HOW WILL THE AGENCY BENEFIT? If a Strategic HR Plan is in place, the agency will be able to equip employees to effectively accomplish the Agency’s programs, projects, and flagship priorities. In the long run, the organization will boast of a contented and motivated workforce that succeeds in their work endeavors and reaches greater fulfillment and competitive advantage in their career; greater work efficiency and productivity since knowledge, skills and attitudes are channeled in the right place; HR systems that are easier to utilize, manage, monitor as well as useful in the Agency’s future endeavors (e.g. fulfillment of requirements for the accreditation of agencies, assessment of new programs and activities, etc.); highly satisfied Offices that accomplish their plans; higher benefits and rewards as a result of efficiency; heightened Agency integrity for successfully providing the services it is mandated to deliver; and very satisfied public/clientele who reap the full rewards of efficient government service.

The illustration below provides an overview on where the Agency Strategic HR Plan lies on the entire Agency’s scheme of things from its mission and vision up to its realization of goal which is client satisfaction.

IMPROVED PUBLIC SERVICE DELIVERY

Organizationally Fit Agency Effective HR System Efficient and Productive HR Better Health and Wellness Programs

A g ency S tra te gic H R P la n

6 Steps in Strategic HR Planning Process

Mission, Vision, Strategies Organ izational Structure

Government Agency

The Agency Strategic Plan serves as the basic reference point for an HR Plan. The success in crafting an Agency Strategic HR Plan depends on the commitment, readiness and enthusiasm of the Agency and its key players as well as sufficient knowledge on the important elements to consider in its development and implementation. These considerations along with how to go about it will be discussed fully and in detail in the succeeding chapters.


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Chapter 2: GETTING STARTED: Essential Elements in Developing the Strategic HR Plan

“So you have to force yourself out of a comfort zone and really try to figure out what are the key ingredients, the key skill sets, the key perspectives that are necessary, and then figure out a way to attract the very best people to fill those particular roles.” ~Steve Case, co-founder and former chief executive officer and chairman of America Online (AOL)

The requisites in developing the Agency Strategic Plan are as follows: 1. 2. 3.

Organizational Profile; Agency Strategic Plan or Roadmap; and Key Players

Organizational Profile A study of the entire agency, and the key challenges it faces. This includes the Agency’s Vision, Mission, Core Values, and Organizational Statement. Agency Strategic Plan The Agency's defined strategy and direction, programs and projects in pursuing its goals, as well as in making decisions on allocating its resources (i.e. time, money, human resources, and materials). The Agency Strategic Plan is vital since it provides directions in the pursuit of Agency goals and objectives. It ensures that efforts are not wasted on programs not related to the thrust and mandate of the Agency. Key Players The Key Players have strategic roles and responsibilities in the development and implementation of the agency strategic HR Plan. They are the: 1. 2. 3.

Agency HR Champion; HR Planning Team; and HRM Office.

An official directive should be issued specifically designating the key players and defining their roles, as follows: Agency HR Champion Criteria

Preferably the highest official incharge of HR in the agency with a track record in HR transformation and organizational development

HR Planning Team

HRM Office

Comprises the following: Heads of offices of: HR/Personnel Planning Admin/Finance Other Office Representatives Employee’s Association Representative

A group of trained and experienced HRMPs from the Agency’s Human Resource Management Office

•

•

•


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Agency HR Champion

HR Planning Team

HRM Office

Each member must be knowledgeable of the various functions of the office he/she represents. Roles

Champions the value of the HR Plan in the organization and influences its HR transformation

Develops the HR Plan and ensures its alignment with the Agency Strategic Plan/ Executive-Legislative Agenda/Annual Investment Plan.

Assists in the development of the necessary HRMD functions for the implementation of the plan

Provides advice in line with agency strategic direction and development

Ensures that processes are followed, activities are done as scheduled, changes/agreements are followed as discussed, and milestones are achieved.

Ensures implementation of the HR Plan

Coaches the HR Planning Team in the development, promotion and eventual implementation of the Strategic HR Plan. Leads in the advancement of the HR Plan

Advocates the development, promotion and eventual implementation of the Strategic HR Plan. As Resource Person, provides relevant information and appropriate technical assistance in the development, administration and evaluation of HR profiling, capacity building, employee welfare and HR systems and other related HR initiatives. Ensures continuous review, assessment, and fine-tuning of the HR Plan


Promotes the essential features of the HR Plan to all levels in the organizational hierarchy.

Maintains and regularly updates Agency HR Inventory for reference purposes Coordinates and receives direction from the Champion and HR Planning Team in the d evelopment and implementation of interventions. •

•

•

•

As Facilitator: ensures that the HR interventions defined in the Plan are being pursued. As Monitor: tracks the progress of the activities in providing the HR interventions and reports to the head of Agency the status of Plan implementation as well as its percentage of success implementation. As Coordinator: linkages, networks and collaborates with all departments and units in the provision of HR support and assistance in the implementation of HR interventions. As HR partner and ally of the Civil Service Commission: ensures the judicious implementation of Civil Service Law and Rules in the execution of the HR Plan

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Chapter 3: STRATEGIC HR PLANNING PROCESS: Procedural Guidelines in the Development of a Strategic HR Plan

“The journey of a thousand miles begins in a single step…in the right direction” . (Ms. Tess Tolosa – HR consultant, taking off from a Chinese proverb)

Strategic HR Planning Process entails six (6) major steps, as follows: Step Step Step Step Step Step

1 2 3 4 5 6

Organizational Profiling Competency Mapping HR Systems Check Prioritizing Gaps and Proposing Interventions Instituting a Monitoring and Evaluation Framework Communicating the Strategic HR Plan

Step 1 Organizational Profiling Organization profile contains the following, but not limited to: a) Agency’s vision, mission, and value statements; b) Strategies in the form of measurable goals, and objectives with reference to Executive/Legislative Agenda or Annual Investment Plan for LGUs, Strategic Plan or Agency PGS Scorecard for other agencies; and c) Human resources (number, issues, quality and role in the organization). Organizational profiling is done by the following actions and outputs:

1.

Review of Vision, Mission and Strategic Objectives The Vision describes where the organization is headed and what it intends to be. Mission is the reason for the Agency’s existence and provides the best rationale for the Agency’s Strategic Plan. These principles are then supported by the Agency’s corporate culture or Value Statements which “…define how people want to behave with each other in the organization... are statements about how the organization will value customers, suppliers, and the internal community... [and] …describe actions which are the living enactment of the fundamental values held by most individuals within the organization (Adapted from Susan M. Heathfield, About.com “Build a Strategic Framework: Mission Statement, Vision, Values ...”).” Designed by the Civil Service Commission

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The following is a sample of the CSC’s enhanced Vision, Mission, Values Statement and Agency Strategic Priorities lifted from the five-year CSC Roadmap (attached under Annex B). CSC VISION:

For 2015: “A model of excellence in the service of the Filipino People.” For 2030: “Asia’s Leading Center of Excellence for Strategic Human Resource and Organizational Development.” CSC MISSION:

We, as the central human resource institution and as adviser to the President on personnel management of the Philippine Gove rnment, exist to be the forerunner in: Upholding merit, justice and fairness Building competence, expertise and character Ensuring delivery of quality public services and products Institutionalizing workplace harmony and wellness Fostering partnership and collaboration • • • • •

VALUES:

Inspired by the Filipino dignity and the unique values of Pagmamalasakit, Bayanihan and Pagmamahal sa Diyos at Bayan We Commit Integrity in our Decisions Transparency and Accountability in our Actions Respect in our Relationships Efficiency and Excellence in our Services • • • •

STRATEGIC PRIORITIES:

I II III IV V VI

-

Developing Competent and Credible Civil Servants Exemplifying Integrity and Excellence in Public Service Cultivating Harmony, Morale and Wellness in the Workplace Effective and Efficient Performance of Quasi-Judicial Functions Building Partnerships and Strengthening Linkages Managing Support Mechanisms

Figure 3 – CSC Vision, Mission, Values Statement and Strategic Priorities

In mapping out the Agency Strategic Priorities (3-5 years depending on the Agency Plan) using Template A as shown in the sample figure below, the following activities will be undertaken: ▪ ▪ ▪ Agency Strategic Priorities I. Developin g Credible and Competen t Civil Servants

Programs, Projects, Activities

List down the programs, projects and activities of the Agency according to priority; Determine the deliverables/performance indicators; and Identify the department/office responsible for its completion.

Timefra me

A. Human Resource Developm ent 1. Strategic HR Plan 2. Master Training for Trainers

2.

Lead Office

Required Jobs (HR Need) Budget Job

Job Description

Competencies

No.

Job

Actual Jobs (Existing HR Level) Job Descrip Competencies No. tion

HRDO

Sept 2010 April to June 2011 1

Conduct of HR Inventory


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An HR Inventory is necessary to identify the current capability and skills of employees, provide information on what the employees can do, and identify the current or future threat/s to the Agency’s ability to perform. In the absence of an existing baseline data of the HR complement of the Agency, the service profile or 201 file of employees may be utilized. Updating of employee Personal Data Sheet (PDS) is required in order to acquire the information. Sample Templates B1 and B2 found in Annex A may be used to generate information in coming up with an HR inventory of the Agency. Template B1 provides extensive information of Agency’s personnel complement. The information gathered will be grouped according to status of employment (as defined in MC 40, s. 1998), and levels of positions (as enumerated in the Omnibus Rules Implementing Book V of EO 292) and remuneration (using the latest NBC and LBC). Template B2 is a summary of the number of personnel in various categories (i.e. employee’s Age, Educational Attainment and Length of Service in the Current Position and in the Government, Employment Status, and other pertinent information that may be deemed appropriate to generate data from the HR Inventory.)

Step 2 Competency Mapping


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3.

Determine Job Requirements The key goal in HR planning is to get the right number of people with the right skills, experience/s and competencies in the right jobs at the right time at the right cost. This will require determining the right job requirements for the Agency’s strategic priorities. After accomplishing Columns 1, 2, 3, 4, and 5 of Template A, the head of the lead office of each program, project or activity will identify the following: a) Job - Required key positions to produce the identified deliverables; b) Job Description - Duties and responsibilitie s; c) Competencies - knowledge, skills and attitudes; and d) Number of employees. Agency will be g uided by the sample below:

Agency Strategic Priorities I. Developi ng Credible and Compet ent Civil Servants

Programs, Projects, Activities

Time frame

A. Human Resourc e Develop ment

Lead Office

Bud get

HRDO

HRMO V

•

Actual Jobs (Existing HR Level) No.

Job

Job Descrip tion

Compe tencies

No.

1

•

•

3. Strateg Sept ic HR 2010 Plan 4. Master April to Trainin June g for 2011 Trainer 1 s

4.

Job

Required Jobs (HR Need) Job Competencies Description Review, Analytical evaluate thinking and Technical formulate writing guidelines Achievement on HR Orientation Systems Development and of People Intervention s •

HRMO III

Conduct of Training Needs Analysis

IT Speciali st

Develop a Human Resource Manageme nt Information System

• •

• •

•

•

Research Teamwork & collaboration

2

Programming Database management Technical support Computer Literacy, Operations and Maintenance

2

Conduct Job Analysis The head of the lead office will identify the actual people involved or to be involved in each program or project assigned to their office. These employees will be the respondents to the job analysis that will be conducted. The Agency may adopt the Job Analysis Questionnaire ( Annex C) or design other forms or questionnaire appropriate to the Agency. Actual f unctions, specific tasks, duties and competencies of employees relative t o their involvement to the identified program, project and activities will be culled out from the identified respondents. (For a more comprehensive job analysis, all the employees in the Agency may be asked to answer the questionnaire.)


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Data will be consolidated after all the questionnaires have been accomplished which will appear in Template A as shown below.

Agency Strategic Priorities

Program, Projects, Activities

I. Developing Credible and Competen t Civil Servants

A. Human Resource Developme nt 1. Strategic HR Plan 2. Master Training for Trainers

Timefram e

Lead Office

Sept 2010

HRDO

Required Jobs (HR Need) Job Competencies Description Review, Analytical evaluate and thinking formulate Technical guidelines on writing HR Systems Achievement and Orientation Interventions Development of People Conduct of Research Training Needs Teamwork & Analysis collaboration

Budget

Job HRMO V

•

1

•

April to June 2011 1

•

Job HRMO IV (Designa ted HRMO V)

•

No. 1

• •

•

HRMO III

•

2

HRMO III

•

IT Specialist

5.

No.

Actual Jobs (Existing HR Level) Job Competencies Description Monitor and Planning and assess organizing impact of HR work Systems to Delegating employees Commitment to the job

Develop a Human Resource Management Information System

• •

•

•

Programming Database management Technical support Computer Literacy, Operations and Maintenance

2

Admin Asst VI

Conduct Sports, Recreation and Health and Wellness Activities Update 201 file

•

• •

• •

Coordination operations Networking Teamwork and collaboration

1

Data collection Computer Literacy (Excel)

1

Identify HR Competencies From the required and actual competencies identified as reflected in Template A, a competency-based job description or a list of workforce competencies and their operational definition will be developed, as shown in the sample Template C1 below:

Level

Occupational Grouping

Competencies/Operational Definition 1. Records Keeping –

Competency Level

Usage

Competent

ability to establish a system of procedure in recording and safekeeping documents for ease in locating and retrieving records. Competent 2. First Level

e.g. Human Resource Management Service

Supply Custodianship –

ability to plan supply requirements, prepare necessary documents for procurement and conduct of periodic inventory. 3.

All across Department Proficient

Computer Literacy –

to be able to operate and use MS Office programs especially Word and Excel. 1.

Second Level

Training Program Development – ability

Competent

to formulate training objectives and develop a need-based training design for specific trainees

e.g. Human Resource Management Service 2.


Training Program

HRM Department

Developing Page 10

Agency Strategic HR Plan Toolkit Level


Competencies/Operational Definition Management – ability

Competency Level

Usage

to manage training programs, facilitating and managing training sessions utilizing various training methodologies and employing Adult Learning Principles and Processes (ALPP) 1.

Expert

Knowledge Management – ability

gather, organize, share and analyze its knowledge in terms of resources, documents and people skills. Executive Managerial

e.g. Human Resource Management Service

2.

Expert

Financial Risk Management – ability

All Across Department

to identify and address all types of risk, establish support and control mechanisms for dealing with it, and set the course for the risk management team in terms of its policies and objectives.

Having identified the job requirement and the competencies needed to perform the job required of an employee, the required versus the current HR competencies will be plotted using Template C1. The attached competency inventory and assessment tool in Annex E can be a helpful guide in identifying the Agency’s human resource competencies and its operational definition and competency level. However, other competency inventory guides may also be used. In doing so, the following factors will be taken into consideration: • • •

number of people required to have these competencies; number of people who currently have these competencies; and reasons (factual and objective) for not having the required competencies.

Using Templates A, B1 and B2 , the above data will appear in the sample accomplished Template C2 below. Competencies Required


Level

If yes, Competency

First Level

Second Level Executive Managerial

6.

Human Resource Management Service Human Resource Management Service Human Resource Management Service

Current

Records Keeping Training Program Development Knowledge Management

Level

Competent

Competent

Expert

Quantity

15

Level

How many?

Limited

3

Beginner

5

Competent

1 No hires and competition with private sector

5

5

If none, why?

Developing

2

Competent

1

Conduct Gap Analysis


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After identifying required and current HR competencies of the Agency, gaps will surface. Possible recommendations for improvement will be determined to bridge the gaps. Below is a sample of the results of the Competency Gap Analysis. Competency Gap Analysis First Level

There are only nine (9) first level employees who have the competency on records keeping. Of the 9, only 1 has the competency level of “competent”. Five (5) of them have basic knowledge while the three (3) have minimal knowledge on records keeping. No Training and Development Programs in place to enhance skills and knowledge of First Level employees.

Second Level

There are no competent personnel in the Administrative Service who are knowledgeable and competent in Information Technology Development. The current market trend, high demand and strong job competition with the private sector prevents the Agency from recruiting personnel with this skill.

Executive Managerial

There are executives who still lack competency on Knowledge Management because the Agency has not allocated budget for Executive Development Programs. Also, there are no Career Pathing and Succession Planning Programs in place to provide development opportunities for second level employees to advance in their career and acquire managerial skills.

7.

Identify and Rank HR Issues and Concerns After going through the entire process, HR issues and concerns will be identified. These issues may be captured by reviewing the performance evaluation results of the employees in the Agency or through the Journals which Supervisors maintain to monitor subordinates performance, and to record critical incidents and/or avert any untoward incident or address constraints and challenges, if any. Likewise, it can be viewed through personnel records such as employee dismissals, early retirements, dissatisfaction of varying kinds, etc. Note that the focus is on the “people issues” that affect the implementation of the Agency Strategic Priorities as they relate to the HR Plan. Feedback from employees may also be gathered through a workshop or survey using Annex D – Supervisor’s Observation Checklist which describes job performance areas that indicate employee issues, and signals the action the Agency should take. Similar tools that fit the Agency may be devised. From the list of answers gathered, the most common and top five (5) priority issues that need to be addressed through appropriate HR interventions and development strategies will be identified using Template E . Designed by the Civil Service Commission

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People Issues e.g. • • • •

Lack of capacity Low morale Frequent absenteeism / tardiness Fast turnover of employees

Step 3 HR Systems Check

Taking off from the results of Gap Analysis and the top five (5) people issues, HR Systems should be looked into whether they exist and are operational. This process will help in formulating the appropriate interventions, as shown in the sample template below (Template F). HR Actions

Recruitment

Promotion

HR Systems

Present Operational Non(in all Operational aspects) (in what aspect), Why?

Qualification Standards



Recruitment System



Personnel Selection Board



Merit Promotion Plan



No model system in place Not practiced in Agency culture

Career Pathing Program Succession Planning Retention

Performance Management System

Still setting up a PMS No model system in place

Career Pathing Program Budget Constraints

Training and Development

Not practiced in Agency culture

Succession Planning Employee Welfare Program

Absent Why?



Health and Wellness Rewards and Recognition

Program for Rewards and Incentives on Service Excellence (PRAISE)



Personnel Relations

Grievance Machinery



Retirement

Pre-retirement Program


No identified office to manage the program

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Employee Health and Wellness Assessment An assessment of Employee’s Health and Wellness is indispensable in HR Planning. A healthy employee predicates good performance and optimum productivity. Reference is made to CSC MC No. 30, s. 1994 (Checklist of Reasonable Working Conditions in the Public Sector) and other CSC Issuances on Health and Wellness should be used as basic references. Attached Template G provides a sample checklist of such programs and facilities, for reference.

Step 4 Prioritizing Gaps and Proposing Interventions

Building on data gathered on related HR gaps (e.g. low personnel, job and competency complement, non-operational or absence of certain HR systems, poor or absence of wellness programs/services and facilities) and its corresponding HR interventions (learning and development interventions, staffing and placement strategies, job enlargement/job enrichment, health and wellness programs, HR mechanisms, and/or other interventions), decision and agreement will be made as to which of these interventions, HR actions, systems and mechanisms will have to be pursued. These will be examined in view of their importance to the Agency’s organizational goals, realities, and constraints. Identified needs will be determined if they are real, if they are worth addressing, and will be specified according to their importance and urgency. HR gaps will be prioritized and corresponding interventions determined using Template H . This will be clustered according to 1) Organization; 2) HR Competency; 3) HR Systems; 4) Health and Wellness Programs. A sample action p lan is shown below : Organization:

Prioritized Gaps

Targets

Deliverables

Expected Benefits

Absence of IT Specialist

Train employees with potential IT skills

Course on Specific Programming Language

Development of Human Resource Management Information System

Resource Requirem ent/Budg et

Period

Training Fee

20112012

Guiding Laws/ Policies

EO 292

HR Competency: Designed by the Civil Service Commission

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Prioritized Gaps

Knowledge Management

Targets

Deliverables

Training, Executive Coaching

E-Learning Face to Face

Expected Benefits

Resources Needed

Efficient Organizational Data Management

Training Fee

Period


2011 2012

EO 292

HR Systems: Prioritized Gaps

Career Pathing and Succession Planning

NOTE:

Targets

Deliverables

Individual HR Plan vis-à-vis Agency HR Plan

Career Coaching/ Counseling

Expected Benefits

Resources Needed

Public Service Commitment

Supervisor and Supervisee’s manhours

Period

2011 – 2015


EO 292

Guidelines for three HR Systems (Career Pathing, Succesion Planning and Pre-retirement Programs) have been developed for the Agency (attached under Annex F, G & H ). Should any or all of these three are present, existing systems may also be revisited or adopted existing systems, instead.

Health and Wellness: Prioritized Gaps

No program on emotional wellbeing

Targets

Deliverables

Expected Benefits

Resources Needed

Period

Counseling programs

Counseling sessions with concerned employees

Promotion of office harmony

Professional Counselors

2011 – 2015


EO 292

Figure 16 – Sample Interventions

Step 5 Instituting a Monitoring and Evaluation Mechanism

In the previous activities, HR gaps (Organization, HR competency, and HR Systems), and propose HR interventions to address the gaps were identified and prioritized. At this point, a Monitoring and Evaluation Mechanism will be used in assessing the progress of the proposed HR interventions in line with the expected results. This will be a comprehensive appraisal that looks at the long-term impacts of the propositions, and exposes what worked, what did not, and what should be done differently in future endeavors. Designed by the Civil Service Commission

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One model that may be used to monitor and evaluate the status and relevance of the proposed HR Plan is shown in Template I). Agencies are, however, encouraged to use different frameworks that will fit the nature and demands of the particular Agency. The status of Plan implementation as well as its percentage of success should be reported by the HR Office to the Head of Agency.

Impact: Transformed Agency HR as a Model of Excellence in Public Service









Component 1 Learning & Development

Component 2 Health & Wellness

Component 3 HR Mechanism/s

Outcome/s

Example: increased capacity in performance management

Example: Enhanced Physical, Mental, Social and Emotional well being of Employees

Example: Fully Functional and Effective Personnel Mechanisms









Output/s

Example: Policy guidelines in capacity building of employees

Example: Action Plan for number of programs for Physical and Mental Fitness, Emotional Stability and Social Development

Example: Implementation of HR Mechanisms









Activity/ies (Input/s)

Example: Provide policy in conducting capacity building programs

Example: Conduct Physical and Mental Fitness programs Provide counselling services Conduct teambuilding activities

Example: Orient employees on HR mechanisms

•

•

•

Step 6 Communicating the Strategic HR Plan Designed by the Civil Service Commission

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The final step of the planning process is to strategize on how to communicate most efficiently and effectively the right information to the right people at the right time. It will help in ensuring that all employees, internal and external clients of the Agency have the information they need to be able to play their expected role as well as respond accordingly, relative to the Strategic HR Plan implementation. Below are the suggested elements which may be considered in crafting the communication plan: Goal To effectively and efficiently communicate the Agency Strategic HR Plan to all officials and employees of the organization and its stakeholders. To prepare the organization on the impending organizational change and personnel movements within the organization

Target Audience Internal  Management  Department Heads  Employees Association  Rank and File employees  Contractual and Job Order employees External:  Development Partners  Clients  media

Objectives  To provide information and awareness about the Agency Strategic HR Plan;  To create transparency in HR management and development ;  To gain support from decision and policy makers, and stakeholders in funding Agency programs, projects, and activities

Medium         



Memorandum Circular Press Release Briefing Information Advisories Web pop-up Flyers General Assembly Consultation Meetings General Orientation on Change Management Status Reports

Desired Results

Timeline

 High level of awareness on the Agency Strategic HR Plan  Better appreciation of the HR management and development program  Funding for capacity development  Strategic mobilization of Human and financial resources  Acceptance of and support for the implementatio n of the Agency Strategic HR Plan

1 month to 3 months

Lead Office HRM Office

From what was accomplished, human resource planning becomes closely tied to the needs and strategies of the Agency. This will be the thread that ties together all other human resource activities and integrates them with the rest of the organization.


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The final challenge in human resource planning is balancing current with future organizational and employee needs. Achieving this balancing act depends on whether employees are currently at the right place doing the right things with the flexibility to adapt to different activities when organizational change is needed.

Proposed discussion points of key players include the following: • • • • • •

Alignment of HR Plan to the Agency Strategic Plan Agency Head’s Commitment to fiscal resource mobilization Impact on and changes to HR policies, practices and systems Individual Staff contributions to HR Plan Implementation Support to the Staff if there are changes in HR policies Meeting the Challenge, Shaping Future HR Profile

---------- o ----------


Page 18


REFERENCES 1.

Omnibus Rules Implementing Book V of Executive Order No. 292 and Other Pertinent Civil Service Laws

2.

CSC MC 40, s. 1998 (Revised Omnibus Rules on Appointments and Other Personnel Actions)

3.

CSC MC No. 30, s. 1994 (Checklist of Reasonable Working Conditions in the Public Sector)

4.

Philippine Provincial Roads Management Facility (PRMF), “Human Resource Management and Development Planning Resource Pack”, assisted by the Australian Governme nt Aid Program. th

5.

Organizational Behavior, 5 edition, Hellriegel et. al.

6.

Organizations Behavior, Structure, Processes, 5 Edition, James L. Gibson, et. al.

7.

Personnel Management in the 21 Century, 7 Edition, Perfecto S. Sison

8.

Job Analysis Questionnaire designed by the Personnel Policies and Standards Office, CSC

th

st

th

9.

http://humanresources.about.com/cs/strategicplanning1/a/strategicplan_3.htm

10.

http://www.workinfo.com/free/Downloads/176.htm

11.

http://www.articlesbase.com/human-resources-articles/job-analysis-999561.html

12.

http://www.wisegeek.com/what-is-competency-mapping.htm

13.

http://www.pmsolutions.com/uploads/pdfs/competency_gap.pdf

14.

http://commdev.org/section/_commdev_practice/monitoring_and_evaluation

15.

http://web.mit.edu/urbanupgrading/upgrading/issues-tools/tools/monitoringeval.html

16.

http://www.suite101.com/content/writing-a-communications-plan-a102612

17.

http://www.hieran.com/comet/howto.html

18.

http://www.businessdictionary.com

19.

http://www.who.int/ncd/vision2020_actionplan/documents/LFAUNDP.pdf

20.

http://www.jiscinfonet.ac.uk/InfoKits/project-management/InfoKits/infokit-relatedfiles/logical-framework-information

21.

http://www.gdrc.org/ngo/logical-fa.pdf


Page 19


GLOSSARY / ACRONYMS Action Plan



A series of actions, tasks or steps designed to achieve an objective or goal.

Attitude



Predisposition or a tendency to respond positively or negatively towards a certain idea, object, person, or situation. Attitude influences an individual's choice of action, and responses to c hallenges, incentives, and rewards.

Baseline Data



Initial collection of data which serves as a basis for comparison with the subsequently acquired data.

Capability



A skill which an employee has learnt and which can be applied to their work.

Career Pathing



An HR system that defines the progress of an employee’s work life in the agency from entry to exit.

Casual



Issued only for essential and necessary services where there are not enough regular staff to meet the demands of the service.

Communication Plan



A written document that explains how to convey the right message, from the right communicator, to the right audience, through the right channel, at the right time.

Competency



Proficiency of an employee to efficiently perform his/her job. It encompasses a combination of knowledge, skills and attitude utilized to improve performance.

Competency Mapping



Process of identifying key competencies for an organization and/or job and incorporating those competencies throughout the various HR mechanisms (e.g. recruitment, training, performance appraisal, career pathing, etc.) of the organization.

Competency Model/Inventory



An effective tool for managing your Agency’s most important asset. It is the set of skills and behaviors needed for excellent performance in a specific role. It provides and objective foundation for: selection and recruitment, performance appraisal, training and development, talent management and succession planning.

Contractual



Issued to a person who shall undertake a specific work or job for a limited period not to exceed one year. The appointing authority shall indicate the inclusive period covered by the appointment for purposes of crediting services.

Co-terminous



Issued to a person whose entrance and continuity in the service is based on the trust and confidence of the appointing authority or that which is subject to his/her pleasure or tenure or limited by the duration of a project or subject to the availability of funds or issued for a position which is coexistent with the appointee or as provided by law.

Deliverable



Report or item that must be completed and delivered under the terms of an agreement.

Detail



A movement of an employee from one department or agency to another which is temporary in nature, which does not involve a reduction in rank, status or salary and does not r equire the issuance of another appointment.

Executive Level



Refers to positions in the government performing administrative or managerial functions and authority.

First Level



The first level shall include clerical, trades, crafts and custodial service positions which involve non-professional or sub-professional work in a nonsupervisory or supervisory capacity requiring less than four years of collegiate studies.


Page 20


Gap Analysis



Compares the required competencies in achieving the objectives of the Agency’s Strategic Plan vis-à-vis the present employees’ current competencies.

Goal



Describes the developmental benefits which the respective target groups can expect to gain from the program or the project.

HR Champion



A Senior Executive in the agency with a passion for Human Resources, who can influence HR transformation, encourage HR Development and is willing to support the cause of the HRM Practitioner and HR Planning Team.

HR Intervention



Human resource activities such as workforce planning, recruitment, selection, and staff development and performance management to the specific needs of the organization.

HR Inventory



Inventory of skills of human resources currently employed in the organization. It tells management what individual employees can do. The profile of the human resource inventory can provide information for identifying current or future threats to the organization's ability to perform.

HR Planning Team



Technical Working Group that will manage the development of the Agency Strategic HR Plan. The team will also support the processes and ensures that activities are done as scheduled, changes/agreements discussed are followed, and milestones are achieved.

Human Resource (HR)



Most crucial resource that creates the largest and longest lasting advantage for an organization. It resides in the knowledge, skills, and motivation of people; is the least mobile of the four factors of production, and has high potentials for learning and growing better with experience which no other resource can.

Human Resource Management Practitioner (HRMP)



The spinner and weaver of all activities laid out in the Agency’s Strategic Plan so much so that without his or her intervention and influence the agency’s strategic objectives would not be achieved.

Inputs / Activities



Measures/tasks carried out by the project/program in order to achieve and obtain the outputs/results (actions).

Job Analysis



Detailed examination of the tasks that make up a job, conditions under which they are performed, and job requirements in terms of aptitudes, attitudes, knowledge, skills, and the physical condition of the employee.

Job Enlargement



The expansion of a job by adding further tasks or responsibilities for better performance and greater workforce flexibility.

Job Enrichment



Job enrichment adds new sources of job satisfaction by increasing the level of responsibility of the employee. It is a vertical restructuring method that gives the employee additional authority, autonomy, and control over the way the job is accomplished.

Job Order



Issued to a person whose contract covers lump sum work or services such as janitorial, security or consultancy services where no employer-employee relationship exist. Job order covers piece of work or intermittent job of short duration not exceeding six months on a daily basis.

Knowledge



Understanding acquired through learning. This refers to a body of information relevant to job performance. It is what people have to know to be able to perform a job, such as knowledge of policies and procedures for a recruitment process.

Means of Verification (MoV)



Provides information where we should obtain the data necessary to prove the objectives defined by the indicator has been reached. Most of the information would be available from network reports, progress reports, survey reports and monitoring and evaluation reports.

Mission Statement



Defines the fundamental purpose of an organization describing why it exists and what it does to achieve its Vision.


Page 21


Monitoring and Evaluation Mechanism



A systematic and objective measurement of the results achieved by a project, a program or a policy, in order to assess its relevance, coherence, efficiency of its implementation, effectiveness, impact, and sustainability.




A series of professions/occupations in the same field/area.

Objectively Verifiable Indicators (OVI)



Shows the important characteristics of the objectives and the performance standard expected to be reached in terms of quantity, quality, time frame and location.

Organizational Profile



A study of the entire agency, the key challenges it faces, and provide directions to the pursuit of the Agency’s goals and aspirations. It includes the Agency’s Vision, Mission, Core Values, Organizational Statement and Organizational Structure.

Organizational Structure



Formal and informal framework which determines the manner and extent to which roles, power, and responsibilities are delegated, controlled, and coordinated, and how information flows between levels of management.

Outputs / Result



Describes the goods and services, the direct deliverables which are contributed from the side of a project or program. They express the nature, scope and intensity of support or of the solution being sought.

People Issue



Point of discussion or issue of employees that create interruptions, conflicts, stress and unproductive situations in the workplace.

Permanent Appointment



Issued to a person who meets the requirements for the position to which he/she is appointed, including the appropriate eligibility prescribed, in accordance with the provisions of law, rules and standard promulgated thereof.

Pre-retirement



Refers to guidelines and current pre-retirement programs of the government as well as available business opportunities or other productive options/pursuits which are intended to familiarize would-be retirees.

Purpose



Describes the changes in behavior, structures or capacity of the target groups which directly result from the utilization of the deliverable outputs or results the program or project will be expected t o yield.

Roadmap



A detailed plan which provides guidelines in setting standards or determining a course of action toward a g oal.

Second Level



The second level shall include professional, technical and scientific positions which involve professional, technical and scientific work in a nonsupervisory or supervisory capacity requiring at least four years of college work up to Division Chief level.

Skill



Capability acquired through practice. It can be a financial skill such as budgeting, or a verbal skill such as making a presentation.

Strategic HR Plan



Integrating human resource strategies and systems to achieve the overall vision, mission, strategies, and success of the organization while meeting the needs of employees and other stakeholders.

Strategic Objectives/ Goals/Priorities



Broadly defined targets that an organization must achieve over the period of the strategic plan (e.g. over the next 3 or 5 year).

Strategic Plan



Organization's defined strategy, or direction, and making decisions on allocating its resources to pursue this strategy, including its capital and people.

Substitute Appointment



Issued when the regular incumbent of a position is temporarily unable to perform the duties of his/her position, as when he is on leave of absence or is absent without official leave or is under suspension or is on scholarship grant or is on secondment. This is good only until the return of the incumbent.

Succession Planning



A systematic approach that enables an organization to identify talented employees and provide development opportunities to fill key or critical organizational positions.


Page 22


Table of Organization



An instrument which provides a visual reference to the Organizational Structure of an agency and its breakdown by division, sections & units.

Target Audience



Specific group of people, identified as the int ended recipient of a message.

Temporary Appointment



Issued to a person who meets the education, experience and training requirements for the position to which he is appointed, except for the appropriate eligibility but only in the absence of a qualified eligible actually available.

Value Statement



Defines the desired and shared values on the organization's culture and priorities and provide a framework in which decisions are made.

Vision Statement



Defines the desired or intended future state of an organization in terms of its fundamental objective and/or strategic direction.


Page 23


ANNEX A The Agency HR Strategic Plan Template This template will serve as the Agency’s form or worksheet in crafting the Agency’s Strategic Plan.


Page 24


Organizational Profile A. Overview of the (

) Name of Agency

1. Vision Statement

2. Mission Statement

3. Value Statement

4. Strategic Objectives (as defined in the Agency Strategic Plan)

5. Organizational Structure (You may attach the Agency’s table of organization, hierarchy of positions, and staffing pattern in this section and in the succeeding pages.) Designed by the Civil Service Commission

Page 25


TEMPLATE A: Agency Strategies and Priorities, Required and Current Profile Agency Strategic Priorities

Program s, Projects, Activities

Timefr ame

Lead Office


Bu dge t

Job

Required Jobs (HR Need) Job Competen Descripti cies on

No .

Jo b

Actual Jobs (Existing HR Level) Job Competen Descr cies iption

Page 26

No .


TEMPLATE B1: HR INVENTORY (As of __________________, 2011) Level First Level (Sub-professional) Status of Employment Filled

Second Level (Professional) Non – Supervisory

Authorized Position Title Permanent

Salary Grade

Step

Supervisory

Filled F

Salary

M

Authorized

F

M

Executive

Filled Authorized

F

M

Appointive CES/3rd Level Filled Authorized

F

M

Elective

Non-CES

Authorized

Filled F

M

F

Permanent (on leave with substitute)

Temporary

Substitute

Co-terminous

Contractual F

Other Status of Employment Casual M F M

Job Order F M

Detailed Employees Entry Exit F M F

(This form may be expanded to accommodate more positions. Use additional sheets if necessary)


Page 27


TEMPLATE B2: HR PROFILE (As of __________________, 2011) Age Age Range 21 36 46 56

– – – –

Number Female

Male

Total

35 years old 45 55 65 Grand Total

Highest Educational Attainment Educational Attainment Elementary Graduate High School Graduate

Male

Number Female

Total

M

M


TEMPLATE B2: HR PROFILE (As of __________________, 2011) Age Age Range 21 36 46 56

– – – –

Number Female

Male

Total

35 years old 45 55 65 Grand Total

Highest Educational Attainment Educational Attainment

Male

Number Female

Male

Number Female

Total

Male

Number Female

Total

Male

Number Female

Total

Total

Elementary Graduate High School Graduate Vocational Course Completion Bachelor’s Degree Masteral Degree Doctoral Degree Grand Total Field of Expertise Subject Matter/Specialization Governance and Public Policy Public Administration Human Resource Management Others… No. of Years in Current Position Years in Current Position 1 – 10 years 11 – 20 21 – 30 31 – 40 40 and above Grand Total No. of Years in Public Service Years in Public Service 1 – 10 years 11 – 20 21 – 30 31 – 40 40 and above Grand Total


Page 28


Employment Status Status

Male

Number Female

Total

Male

Number Female

Total

Male

Number Female

Total

Permanent Temporary Elective Co-terminous Contractual Casual Job Order Consultant Grand Total Levels of Position Level st

1 Level nd 2 Level Executive Managerial • CES • Non-CES • Elective Grand Total Salary Grade SG 1 2 3

31 Grand Total Others


Page 29


TEMPLATE C1: AGENCY COMPETENCY MODEL

Level


Competencies/Operational Definition


Competency Level

Usage

Page 30


TEMPLATE C2: COMPETENCY MAPPING Competencies Level

Required


Current If yes,

Competency


Level

Quantity

Level

How many?

If none, why?

Page 31


TEMPLATE D: COMPETENCY GAP ANALYSIS Gap analysis compares the required competencies in achieving the objectives of the Agency’s Strategic Plan vis-à-vis the present employees’ current competencies.



First Level



Second Level



Executive Managerial

(Use Additional Sheets if necessary)


Page 32


TEMPLATE E:

PEOPLE ISSUES Top Five Issues:

1.

2.

3.

4.

5. Most Common Issues:


Page 33


TEMPLATE F:

HR SYSTEMS CHECK Present HR Actions

HR Systems

Operational (in all aspects)

NonOperational (in what aspect), Why?

Absent Why?

Qualification Standards

Recruitment

Recruitment System Personnel Selection Board Merit Promotion Plan

Promotion

Career Pathing Program Succession Planning Performance Management System Career Pathing Program

Retention

Training and Development Succession Planning Employee Welfare Program

Rewards and Recognition

Program for Rewards and Incentives on Service Excellence (PRAISE)

Personnel Relations

Grievance Machinery

Retirement

Pre-retirement Program


Page 34


TEMPLATE G: EMPLOYEE HEALTH AND WELLNESS ASSESSMENT Assessment of the total well-being of employees in the agency. Such has the attributes of physical and mental fitness as well as emotional, social, financial, and spiritual well-being.

Present Health & Wellness Program

Operational

Non-Operational, Why?

Absent

Why?

Physical

•

•

•

No formal program in place but employees are allowed to engage in such activities during their free time Some smoking areas are designated

Physical Fitness Program

Strict “No Smoking within office premises” Policy Annual Complete Medical Check-up



Mental •

•

•

•

Forum



Available only during formal project related meetings

Discussion, Brown Bag Thought for the Day / Trivia Mind Games



Not a priority

Emotional •

Counseling Service

•

Group Therapy



Huge volume of work

Social •

•

Social Development (e.g. office outing or excursion, periodic socials, social artistry – choral, dance, poetry - team building) Piknik sa Kalikasan



No park grounds in Agency Premises

(Lunch within Agency grounds with programme centered on an Agency’s environmental or other theme) •

Outreach Program



Financial • • •

Financial Forum Welfare Benefits Livelihood Programs

Not a priority 

Not a priority

Spiritual • • •

Bible/Koran Studies Spiritual Forum Mass/Ecumenical Services




Not a priority  Page 35


Present Health & Wellness Program

•

•

Operational

Non-Operational, Why?

Absent

Why? Interested employees attend from events held by other organizations Not a priority

Retreat / Recollections

Other Religious Activities

Facilities: •

•

• •

•

•

•

•

•

•

•

Medical Clinic with Competent Staff Dental Clinic with Competent Staff Potable Water Supply Sanitary Employees’ Canteen with Quality Food and Service Separate, Clean and Hygienic Rest Rooms for Men and Women

Proper Office Ventilation Proper lighting and emergency power, i.e. generator Library (complete library services) Proper Waste Disposal and Segregation

 



No available space 

Lack of budget and space for generator 

Only Regular Waste Disposal is available Lack of budget for renovating structures for the Physically challenged No available space

Facilities for the Physically Challenged

Ecumenical Chapel

•

Fire Exits

•



Gym

•

•



Functional Safety Devices for Emergencies

Elevator




Fire extinguishers needs to be refilled, and other safety devices require maintenance repair Lack of budget and space

Page 36


TEMPLATE H: PRIORITIZED GAPS AND PROPOSED INTERVENTIONS Organizational: Prioritized Gaps

Targets

Deliverables

Expected Benefits

Resource Requirement

Period


Deliverables

Expected Benefits

Resource Requirement

Period


HR Competency: Prioritized Gaps

Targets

HR Systems: Prioritized Gaps

Targets

Deliverables

Expected Benefits

Resources Needed

Period


Deliverables

Expected Benefits

Resources Needed

Period


Health and Wellness: Prioritized Gaps

Targets


Page 37


TEMPLATE I: MONITORING AND EVALUATION (M&E) MECHANISM This is a critical and indispensable support mechanism of the Agency Strategic HR Plan. It shall be used to evaluate whether the Strategic HR Plan is contributing to the attainment of the objectives of the Agency.

Impact: Transformed Agency HR as a Model of Excellence in Public Service





















Outcome/s

 Output/s

 Activity/ies (Input/s)


•

Page 38


ANNEX B The Philippine Civil Service Commission Road Map Serves as the CSC’s blueprint for its priority projects for the next 3-5 years. These priority programs are then evaluated and adjusted to meet the current demands and thrusts in yearly Directorate Conferences


Page 39



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Page 52


ANNEX C Job Analysis Questionnaire


Page 53


JOB ANALYSIS QUESTIONNAIRE This Job Analysis Questionnaire has been designed for the purpose of gathering information on the nature, duties, responsibilities and relationships of the different jobs in our Agency. Please note that it is the job that is being analyzed, not the employee occupying the position. You are requested to accomplish this form because more than anybody else, you know most about the work you do, how you do it, and under what conditions you do it. Kindly fill out this form as completely and accurately as possible. Thank you for your cooperation.

A. POSITION IDENTIFICATION Position Title: ____________________________ SG: _______

Level of Position:

Step: _______

 First Level  Second Level  Non-Supervisory  Supervisory  Executive  Appointive  CES / 3rd Level  Non-CES  Elective

Division: ________________________________________________________

Section/Unit: ____________________________________________________

Employment Status (Current Position): ________________________________

Designation, if any: _______________________________________________

No. of Years:

____ in Gov’t

____ in the Agency


____ in Current Position

Page 54


B. DESCRIPTION OF RESPONSIBILITIES/DUTI ES 1.

Duties and Responsibilities – List down the work performed on a regular basis. Arrange areas of re sponsibility b y strategic priorities. Strategic Priorities/ Core Functions

2.

Programs/Projects/ Activities

Duties and Responsibilities

Weight Allocation (100%)

Special/Intervening Assignments – Work performed occasionally which are not part of your regular/periodic functions (e.g. Membership to TWG, Committee, etc.). Indicate the time/effort spent on such assignment. ___________________________________________________ _______ ___________________________________________________ _______ ___________________________________________________ _______ ___________________________________________________ _______ ___________________________________________________ _______


Page 55


C. COMPETENCY LIST Accomplish the following form based on the competencies (Knowledge, Skills and Attitude / Behavior) needed to fulfill the functions of your job. Required Competencies of the Job

Current Competencies of the Job

A. KNOWLEDGE

B. SKILLS

C. ATTITUDE / BEHAVIOR

(Refer to your Agency Competency Model, if any or to the attached Annex E – Sample Competency Mapping/Inventory, as guide)

D. CLARIFYING QUESTIONS

1. What training programs have you attended relevant to your current position/designation?

2. What other areas of training do you need?

3. What hinders you from performing your job to the best of your ability?

 Uncertainty on job duties and expectations  Poor/lack of communication or guidelines for appropriate work behaviors  No feedback – good or bad  Work not appreciated  Required to do more work than can reasonably be expected in a given time period  New system/technology in the workplace  Random interruptions from phone calls, walk-in visits, supervisor’s demands  Unsafe work environment (e.g. confined space, noise pollution, exposure to unhealthy elements such as sm oke or alcohol, etc.) Please identify: ______________________________________  Others:______________________________________ ______________________________________ Designed by the Civil Service Commission

Page 56


4. If given a choice, what is your desired position in the Division/Unit?

5. What other knowledge and skills do you need to attain your desired position?

Name of Respondent: Age:

________

__________________________________ Gender:

 Male

 Female

Highest Educational Attainment: ____________________________ Signature: _____________________________________________ Date: _________________________________________________

Thank you for your cooperation

☺


Page 57


ANNEX D Supervisor’s Observation Checklist Checklist of job performance areas that indicate employee issues which signals the Agency to take appropriate action. This tool also provides a wealth of information in identifying people issues


Page 58


Supervisor’s Observation Checklist Subordinate’s Name:

________________________________________________

Position/Designation:

________________________________________________

Department/Office:

________________________________________________

No of years:

____ in the position; ____ in the office; ____ in the agency

Directions: Check any of the following observations that apply to the employee identified above.

ABSENTEEISM AND TARDINESS

 Repeated absences, particularly if they follow a pattern  Frequent unscheduled short-term absences (with or without medical explanation)  Lateness at work; especially on Monday mornings; and/or returning from Lunch  Requesting to leave work early for various reasons  Others (please specify) _______________________________________

“ON-THE-JOB” ABSENTEEISM

 Continued absences from post more than job requires - "goofing off"  Long coffee and lunch breaks  Repeated undealt-with physical illness on the job (e.g. always suffering from headache but do not drink medicines or consult doctor)  Spends excessive amount of time on the telephone  Leaving work area more than necessary (e.g., frequent trips to water fountain and bathroom)  Others (please specify) _______________________________________

LOW MORALE

    

Lack of enthusiasm to work Increasing number of errors in work Body language signals resignation, weakness, boredom, and disinterest Frequent complaints from the customers and colleagues Others (please specify) _______________________________________

LACK OF CAPACITY

    

Work requires greater effort Jobs takes more time Making bad decisions or using poor judgment Errors in written communication\ Others (please specify) _______________________________________

JOB INEFFICIENCY

    

Missed deadlines Unreliable, cannot be depended on Difficulty following instructions Complaints from customers Others (please specify) _______________________________________


Page 59


STRESSED (feeling pressured)

 Physical symptoms, such as headaches, upset stomach, change in appetite, exhaustion, heart attacks, etc.  Feeling worried, irritated, unable to cope and make decisions, being less creative, nail biting, excessive smoking and/or use of alcohol  Inability to sustain concentration, difficulty in thinking clearly and forgetfulness  Lower job satisfaction, communication breakdown and a focus on unproductive tasks  Rapid emotional shifts; argumentative and confrontational  Others (please specify) _______________________________________ BURNOUT (totally depleted of energy)

 Loss of interest in and commitment to work  Loss of confidence and diminished self-esteem  Avoid clients/colleagues or limiting involvement/participation in group/team work  Loss of quality in the performance of the job, often work harder, but accomplish less  Feeling extremely tired and exhausted most mornings and become more fatigued, tired, or worn out by the end of the day  Others (please specify) _______________________________________ UNDERLOAD AND BOREDOM IN THE JOB

 Switches over to work-related topics as soon as the boss or colleagues are around (“as if doing something”)  May come early in the morning and leave the workplace late, pretending to work long hours  The work is postponed to longer periods of time (procrastinating)  Files are taken home without being worked on  Make noise with the working material to appear to be busy  Others (please specify) _______________________________________ POOR EMPLOYEE RELATIONSHIP

     

Blames others for problems Actively criticize the Agency and its policies Complaints from co-workers, supervisors, other staff Lying and exaggerating Unreasonable resentments Others (please specify) _______________________________________

RESISTANCE TO CHANGE

    

Grumbling and complaint in airing discomfort Passive refusal and covert action No follow-through to agreed upon next steps Lack of leadership or direction on initiative Others (please specify) _______________________________________

OTHER ISSUES (you may add other issues as you see fit in your Agency)  _______________________________________  _______________________________________  _______________________________________  _______________________________________

_____________________ _________________ Signature over Printed Name of Supervisor


Date: _______________

Page 60


ANNEX E Competency Model/Inventory A sample Competenc y Inventory adapted from: “Human Resource Management and Development Planning Resource Pack by the Philippine Provincial Roads Management Facility (PRMF)”. Agencies are encour aged to develo p their customized competency inventories to reflect the needs and requirements of their specific Agency requirements.


Page 61


SAMPLE PERSONNEL AND COMPETENCY INVENTORY AND ASSESSMENT TOOL Instruction: For each competency area listed in this inventory, assess yourself in terms of your proficiency level according to the description below (Current Competency Level). Use the guide questions provided. The outcome of this assessment is for training and development purpose alone and will not affect your performance nor your salary and benefits. CURRENT COMPETENCY LEVEL (Proficiency level) 1. Limited – zero to minimal knowledge possessed of concepts in the competency area

Guide Questions •

•

2.

3.

4.

5.

6.

Beginner – basic knowledge and skills possessed / starting to apply competency area on his/her work/may not be consistent or regular/need guidance and reminders Developing – working knowledge and skills possessed and able to apply competency area on work with greater consistency/needs minimal guidance and reminders. Competent – sufficient knowledge and skills/applies concepts and skills consistently and performs work on his/her own using the competency area to produce quality output. Proficient – advance knowledge and skills/ applies competency area on his/her own consistently/ can innovate or enhance processes and outputs utilizing competency area/ is a role model; can guide others in the competency area.

Expert – extensive knowledge and skills/ innovates and enhances processes and outputs using the competency/ is a role model and can guide and teach others in the competency area in a very satisfying manner.

•

•

•

•

•

•

•

•

•

•

Do you recognize the competency area? (if no, then you are probably at this level) Have you practiced it? (if no, you are still at this level but if yes, proceed to next level) Have you practiced it at least once? (if yes, you are at this level) Do you do it well? Can you do it on your own? (if no, you are probably still at this level) Have you practiced it more than once? Do you do it well? Can you do it on your own or with minimal guidance from others? Do you do it consistently and well? Have you practiced it more than two times without guidance from others? (if three times, you are at this level, if more than three, consider the next level) Do you do it consistently and well? (practiced the area more than two times) Can you be a role model in this competency area? Can you teach/ guide other in the practice of the competency? Can you identify the strengths and areas for improvement of another in the practice of this area? Can you innovate and create enhancements in the process? Can you teach/guide others in innovating and creating enhancements in the practice of the competency area?

Also identify the level of importance of the competency to your job according to the Importance Scale provided. IMPORTANCE (Importance and Frequency) Low – needed for job success / utilized 10-40% of the time Moderate – essential to job success difficult but not impossible to do the job without it/ utilized 41-60% High – critical to job success; impossible to do the job without it; utilized 61-90% of the time. Designed by the Civil Service Commission

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ACCOUNTING OFFICE COMPETENCIES

Competency

Actual SelfAssessment

Level of importance to job

Behavioral Output Evidence (Give reasons of your 5 and 6 rating)

ADMINISTRATIVE SERVICES & RECORDS SECTION Accounting Administrative Skills – Capable in recording & filing of Memoranda, Ordinances, Correspondence, Circular, Cases, audits reports & control leave credit & leave application of accounting staff, Prepare communication or Endorsements. Database Management – able to organize and manage updated data for easy access Computer Literacy – able to operate standard personal computer and use MS Office programs especially Word and Excel Written Communication – prepares written material that follows modern business writing rules of style and form, with correct grammar, punctuation, spelling and usage conventions, appropriate for the recipient, being creative and accomplishing its intended purpose Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents Supply and Asset Management – the ability to plan the supply requirement for the entire department, prepare the necessary documents for the procurement, conduct and periodic inventory. BEHAVIORAL/HUMAN Interpersonal Effectiveness – ability to consider the feelings and needs of others, being aware of how one’s own behavior affects others, regardless of gender, position and social status. Gender and Development – understands and practices the role of both women and men, needs, interest, priorities, responsibilities within the work environment and their relation to each other Attention to details – accomplishes a task thoroughly with concern for all the areas involved no matter how small. Decisiveness – able to make difficult decisions in a timely manner. Self confidence – ability to demonstrate belief in one’s own ideas and capacity to be successful, willingness to take an independent position in the face of opposition. Personal credibility – able to demonstrate concern that one be perceived as responsible, reliable and trustworthy. Cost Consciousness – able to show awareness of financial impact of choices and decisions and selects a course of action that ensures meeting the same result at less cost. Stress Management – able to function effectively when under pressure and maintains self control in the face of hostility or provocation. Initiative – able to actively attempt to influence events to achieve goals; self-starting rather than passive acceptance, takes action beyond what is necessarily called for in order to achieve goal s; originating action.. Adaptability – ability to being effective while dealing with different people or in various situations, tasks and responsibilities. Networking skills – the ability to build and maintain friendly and cordial relationships or network of contacts with people who are (potentially) useful in achieving utilization of resources.


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Competency




Teamwork – able to adhere and practice teambuilding processes and principles, workingtogetherness norms in the daily disposal or work duties and responsibilities. Resourcefulness – ability to devise ways and means to solve a problem or meet a si tuation, utilizes creative methods or untapped supply or support. ORGANIZATIOAL/ CORE COMPETENCIES Integrity – able to maintain and promote social, ethical and organizational norms in conducting internal and external business activities. Results Orientation – able to define realistic set of goals by taking responsibility in order to deliver outputs on a specified time. Customer Orientation – able to take effort to discover and meet needs of internal and external clients. Performance Stability – able to consistently meet the day-to-day demands of the job. Organizational Understanding of the Agency – able to define and discuss the Agency’s history, vision, mission, strategic goals, functions organizational structure, key players, leadership, major policies and guidelines to be able to operate effectively within the organization. SUPERVISORY/ MANAGERIAL Leadership – ability to i nfluence others towards a desired goal or outcome through personal conviction and discipline communicates and adapts the appropriate leadership and interaction style to the situation, guides individuals (subordinates, peers, superiors) or groups towards tasks accomplishment. Managing Change – ability to understand the change process from the perspective of the change sponsor, change implementer and change recipient and takes initiative to make a smooth transition from the current to the desired state. Directing – ability to set and provide overall direction in the office; communicates management directives in the office. Coaching – ability to direct, instruct a person or a group of people with the aim to achieve some goals or develop specific skills. Delegating – able to assign tasks and responsibilities to the appropriate person, taking into consideration the capability and maturity level for efficient task accomplishment and employee’s development and growth. Decision Making – ability to identify issues, concerns pertaining to individual personnel in case of complaint or commission of acts contrary to civil service laws, and decide on the appropriate action to be taken. Planning and Coordination – ability to identify results, needed actions and resource requirements and works with others to attain the required resources to achieve results. Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents. Supervision Over Field Personnel – ability to monitor field personnel for work efficient and effective output. Project Supervision and Monitoring – ability to supervise and monitor the on-going projects for submission of accomplishments. Strategic Management – ability to analyze the organization’s competitive position by considering market and industry trends, existing and potential customers and strengths and weaknesses as compared to competitors.


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PLANNING AND DEVELOPMENT OFFICE

Competency


Level of importance to the job


TECHNICAL / PROFESSIONAL Data Gathering – Able to generate and validate data from primary and secondary sources. Technical writing / Editing skills – Able to prepare, edit reports and documents in relation to a technical topic, able to present data information and conclusions in a manner that is understandable and comprehensible even to non technical audience Analytical skills – Able to present existing situations, make comparisons, cite trends and explain their significance Coordination – Able to identify results needed actions and resource requirements and works with others to attain the required resources to achieve results Workshop facilitation – able to lead group discussion using group process skills so that tasks, relationships and individual needs and issues are addressed Presentation skills – Able to present an articulate to different audiences proposed plans, projects, monitoring reports, etc. Computer Literacy – able to operate standard personal computer and use MS Office programs especially Word and Excel Data Consolidation – ability to gather data from field and present this to decision makers Spatial Analysis – Able to identify needs, issues, concerns, determined thru their spatial relationships Monitoring and Evaluation – Able to create monitoring and evaluation plans and tools, takes action to monitor or regulate processes tasks or activities; keeps track of delegated assignment to measure efficiency and effectiveness of works and activities, outcomes and impact of benefit Database Management – able to organize and manage updated data for easy access Written Communication – prepares written material that follows modern business writing rules of style and form, with correct grammar, punctuation, spelling and usage conventions, appropriate for the recipient, being creative and accomplishing its intended purpose BEHAVIORAL / HUMAN Interpersonal Effectiveness – ability to consider the feelings and needs of others, being aware of how one’s own behavior affects others, regardless of gender, position and social status. Attention to details – accomplishes a task thoroughly with concern for all the areas involved no matter how small. Decisiveness – able to make difficult decisions in a timely manner. Self confidence – ability to demonstrate belief in one’s own ideas and capacity to be successful, willingness to take an independent position in the face of opposition. Personal credibility – able to demonstrate concern that one be perceived as responsible, reliable and trustworthy. Ability to learn – ability to assimilate and apply new job-related information and skills to work reality, to create and to solve problems, to try out new behavior to get desired results. Cost Consciousness – able to show awareness of financial impact of choices and decisions and selects a course of action that ensures meeting the same result at less cost.


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Competency


Level of importance to the job


Stress Management – able to function effectively when under pressure and maintains self control in the face of hostility or provocation. Initiative – able to actively attempt to influence events to achieve goals; self-starting rather than passive acceptance, takes action beyond what is necessarily called for in order to achieve goals; originating action.. Adaptability – ability to being effective while dealing with different people or in various situations, tasks and responsibilities. Networking skills – the ability to build and maintain friendly and cordial relationships or network of contacts with people who are (potentially) useful in achieving utilization of resources. Teamwork – able to adhere and practice teambuilding processes and principles, workingtogetherness norms in the daily disposal or work duties and responsibilities. ORGANIZATIONAL / CORE COMPETENCIES Integrity – able to maintain and promote social, ethical and organizational norms in conducting internal and external business activities. Results Orientation – able to define realistic set of goals by taking responsibility in order to deliver outputs on a specified time. Customer Orientation – able to take effort to discover and meet needs of internal and external clients. Performance Stability – able to consistently meet the day-to-day demands of the job. Organizational Understanding of the Agency – able to define and discuss the Agency’s history, vision, mission, strategic goals, functions organizational structure, key players, leadership, major policies and guidelines to be able to operate effectively within the organization. SUPERVISORY/ MANAGERIAL Leadership – ability to i nfluence others towards a desired goal or outcome through personal conviction and discipline communicates and adapts the appropriate leadership and interaction style to the situation, guides individuals (subordinates, peers, superiors) or groups towards tasks accomplishment. Managing Change – ability to understand the change process from the perspective of the change sponsor, change implementer and change recipient and takes initiative to make a smooth transition from the current to the desired state. Directing – ability to set and provide overall direction in the office; communicates management directives in the office. Coaching – ability to direct, instruct a person or a group of people with the aim to achieve some goals or develop specific skills. Delegating – able to assign tasks and responsibilities to the appropriate person, taking into consideration the capability and maturity level for efficient task accomplishment and employee’s development and growth. Decision Making – ability to identify issues, concerns pertaining to individual personnel in case of complaint or commission of acts contrary to civil service laws, and decide on the appropriate action to be taken. Planning and Coordination – ability to identify results, needed actions and resource requirements and works with others to attain the required resources to achieve results.


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HUMAN RESOURCE MANAGEMENT AND DEVELOPMENT OFFICE

Competency




TECHNICAL / PROFESSIONAL Encoding – ability to transfer one communication into another to convert message into code. Appointment review skills – ability to examine as to the correctness of the documents and data required. Perspective-setting skills – capability of exhibiting keen observation characterized by sympathetic understanding or insight. Prioritization skill – ability to identify needs according to importance and to facilitate desired accomplishment. Persuasion skills – ability to convince / i nfluence to achieve a desired purpose. Technical writing – able to present data / information in understandable manner. Personnel Data Management – ability to examine / explore / analyze relevant personnel data such as memoranda pertaining to reassignments, recall order, attendance to activities, travel order and dropping of rolls and other information in order to come up or recommend most appropriate personnel action. One is able to also to establish systematic procedure of filing, documenting and safekeeping of Certificate of Leave Credits, Employment, Service Records and other related documents.. Mathematical Skills – ability to perform the basic operations of arithmetic (e.g. Addition, Subtraction, Multiplication and Division), compute and arrange data in an orderly manner for easy understanding.. Data Consolidation – ability to gather data from field and present this to decision makers Coordinative Skills – able to bring into a common action, movement or coordination. Monitoring Vacancies – able to consolidate vacant positions and to publish them every after six months Facilitation Skill – ability to lead / administer a group discussion PSB Presentation skills – ability to deliberate/discuss related topics as to the Qualification Standards of the position to be filled in Annual Investment Planning – able to foresee the importance of the demands and needs of the office as to the funding allocation within the allowable priorities and guidelines. Database Management – able to organize and manage updated data for easy access Accomplishment Report Preparation – able to identify and document the level of satisfaction in the disposition of duties and responsibilities in accordance with the mission and vision of the office Procurement Plan Preparation – able to identify/classify the importance of the items for procurement purposes Personal Statistical Report – able to update personnel data bank for regular presentation and discussion to relevant human resource government agencies upon request or as needed 201 Updating – able to modify, refine, reconcile actual functions against the existing Job Description of the position Personnel Appraisal – ability to conduct regular evaluation for employees’ performance


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Competency




NSTP/OJT interfacing – capability to lead group discussion with regards to National Service Training Program / On-the-Job Training work assignments Training Information Dissemination – ability to express ideas and information to convey official / employees for their actual attendance in various training programs. Leave Administration Course Briefing – able to facilitate, articulate, express, define, and discuss the whole features of “Leave Administration Course for Effectiveness” Payroll and Voucher Preparation – able to efficiently and effectively prepare, present and submit employee’s payroll and voucher according to standards Updating Casual Employees records – able to manage casual employees’ data, track, present and feedback related information. Salamat-Mabuhay Program – able to manage preparation, conduct and post conduct of Salamat at Paalam program for retirees Orientation / Briefing of New Employees – able to manage preparation, conduct and post conduct of orientation and briefing for new employees Formulation of HRMD Plan – able to do the planning processes, identification and programming of HR systems and subsystems, customize and HRD and HRM design for the Agency and implement the same Training Needs Assessment – able to design TNA tools, administer, consolidate and analyze needs assessment results, recommends appropriate interventions. Designing Training Programs – ability to formulate training objectives and develop a needbased training design for specific trainees Managing / Facilitating Training Programs – employs the Adult Learning Principles and Processes in facilitating and managing training sessions, utilizing various training methodologies. Design and Conduct of Training Evaluation – able to formulate and administer a training evaluation tool for content and training processes as based on a specific training design and present results and analysis for appropriate action BEHAVIORAL / HUMAN Interpersonal Effectiveness – ability to consider the feelings and needs of others, being aware of how one’s own behavior affects others, regardless of gender, position and social status. Attention to details – accomplishes a task thoroughly with concern for all the areas involved no matter how small. Decisiveness – able to make difficult decisions in a timely manner. Self confidence – ability to demonstrate belief in one’s own ideas and capacity to be successful, willingness to take an independent position in the face of opposition. Personal credibility – able to demonstrate concern that one be perceived as responsible, reliable and trustworthy. Ability to learn – ability to assimilate and apply new job-related information and skills to work reality, to create and to solve problems, to try out new behavior to get desired results. Cost Consciousness – able to show awareness of financial impact of choices and decisions and selects a course of action that ensures meeting the same result at less cost.


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Competency




Initiative – able to actively attempt to influence events to achieve goals; self-starting rather than passive acceptance, takes action beyond what is necessarily called for in order to achieve goal s; originating action.. Adaptability – ability to being effective while dealing with different people or in various situations, tasks and responsibilities. Resourcefulness – ability to devise ways and means to solve a problem or meet a s ituation, utilizes creative methods or untapped supply or support Teamwork – able to adhere and practice teambuilding processes and principles, workingtogetherness norms in the daily disposal or work duties and responsibilities. ORGANIZATIONAL / CORE COMPETENCIES Integrity – able to maintain and promote social, ethical and organizational norms in conducting internal and external business activities. Results Orientation – able to define realistic set of goals by taking responsibility in order to deliver outputs on a specified time. Customer Orientation – able to take effort to discover and meet needs of internal and external clients. Performance Stability – able to consistently meet the day-to-day demands of the job. Organizational Understanding of the Agency – able to define and discuss the Agency’s history, vision, mission, strategic goals, functions organizational structure, key players, leadership, major policies and guidelines to be able to operate effectively within the organization. SUPERVISORY/ MANAGERIAL Leadership – ability to influence others towards a desired goal or outcome through personal conviction and discipline communicates and adapts the appropriate leadership and interaction style to the situation, guides individuals (subordinates, peers, superiors) or groups towards tasks accomplishment. Managing Change – ability to understand the change process from the perspective of the change sponsor, change implementer and change recipient and takes initiative to make a smooth transition from the current to the desired state. Directing – ability to set and provide overall direction in the office; communicates management directives in the office. Coaching – ability to direct, instruct a person or a group of people with the aim to achieve some goals or develop specific skills. Delegating – able to assign tasks and responsibilities to the appropriate person, taking into consideration the capability and maturity level for efficient task accomplishment and employee’s development and growth. Decision Making – ability to identify issues, concerns pertaining to individual personnel in case of complaint or commission of acts contrary to civil service laws, and decide on the appropriate action to be taken. Planning and Coordination – ability to identify results, needed actions and resource requirements and works with others to attain the required resources to achieve results.


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ANNEX F Guidelines on Career Pathing


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PROPOSED CAREER PATHING GUIDELINES FOR THE PHILIPPINE CIVIL SERVICE

I.

Concept: 1. The Human Resource (HR) is the most valuable asset that helps in the realization of the organization’s vision, m ission, values and goals. 2. The advent of globalization, advances in technology, knowledgebased economy, and increasing demand for ethical and effective public service demand a continuing supply and progression of quality HR in the public service. 3. Upgrading of/transforming HR responds to these challenges. 4. Creating a path which reconciles organizational thrusts and individual aspirations is the key.

II. Legal Bases E.O. 292, Rule VIII – Career and Personnel Development •

Section 1. Every official and employee of the government is an asset of resource to be valued, developed and utilized in the delivery of basic services to the public. Hence, the development and retention of a highly competent and professional workforce in the public service shall be the main concern of every department or agency. Every department or agency shall therefore establish a continuing program for career and personnel development for all agency personnel at all levels, and shall create an environment or work climate conducive to the development of personnel skills, talents and values for better public service.

•

•

Section 2. Each department or agency shall prepare a career and personnel development plan which shall be integrated into a national plan by the Commission which shall serve as the basis for all career and personnel development activities in the government. The Career and Personnel Development Plan shall include provisions on merit promotion, performance evaluation, in-service training; overseas and local scholarships and training grants; suggestions, incentive award systems, provisions for welfare, counseling, recreation and similar services; and other human resource development interventions such as on-the-job training, counseling, coaching, job rotation, secondment, job swapping and others. Section 7. In establishing a continuing program for the development of personnel, each department or agency or local government unit shall: a. Prepare a comprehensive annual training and development plan based on periodic assessment of organizational needs and skills/knowledge inventory of the workforce taking into


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consideration the various levels and categories of jobs in the agency and the urgency of such skills, knowledge and work attitudes required to deliver effective basic services to the public.

III. What is Career? Is a sequence of work related positions occupied by an employee in the course of his/her work life. It is not restricted to the idea of moving up the organizational ladder. It includes not only traditional work experiences but also a variety of career alternatives and individual choices.

IV. What is Career in the Public Service? It is comprised of the employee’s work stages within a governmental system wherein public scrutiny and the demands of transparency and accountability are paramount. It is also an alignment of the employee’s movement, vertically or horizontally with the organizational thrusts of high performance and productivity.

V. What is Career Pathing in a Public Agency? It is an organized, systematic and deliberate progression of the employee’s positions in the Agency with emphasis on continuing professional development to further his/her career.

VI. Strategies and Mechanics for Career Pathing a. Crafting Organization Human Resource (OHR) Road Map The Agency HR Road Map illustrates the direction/continuum of HRM from recruitment to retirement. It defines in particular, the progress of an employee’s work life in the organization from entry to exit. (Illustrated below as a guide is Strategic P riority I: Developing Credible and Competent Civil Servants [Human Resource Development to include recruitment], of the CSC Road Map 2010-2015)


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“xxx Model Recruitment System B. HUMAN RESOURCE DEV ELOPMENT 1. Character/Integrity Building Program a. probee stage Public Service Values Program b. residency stage Modules: Team Building Performance Management Mentoring and Coaching Critical Incident Detection & Improvement Future Leadership Program 2. Talent Development and Management a. b.

Workplace Performance Learning Credentialing of Experts on Human Resource Management

Competency Based Training for HRMPs: I – Basic Knowledge on Civil Service Law & Rules II – Performance Management III – Organizational Development 3. Accreditation of Training Institutions 4. Establishment of Civil Service Academy xxx”

b. Matching Organizational and Individual Needs • •

Individual HR Road Map (Personal Training Pla n) Organization Road Map (Organization Training Plan)

c. Spectrum of Learning (Illustrated below is the CSC Model)


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VII. Enabling/Support Mechanisms a. b. c. d. e. f.

Training Policies Mentors, Coaches, Counselors Leadership and Peer Support Wellness Program Good Working Conditions Competent HRMP

VIII. Sample/Model Career Planning Worksheet Position Title/Level

Current Competencies

(a) (definition)

(b) (definition)

Career Projection in 5 Years (c) (definition)

Required Competencies

HR Interventions

(d) (definition)

(e) (definition) to include employee aspiration


VII. Enabling/Support Mechanisms a. b. c. d. e. f.

Training Policies Mentors, Coaches, Counselors Leadership and Peer Support Wellness Program Good Working Conditions Competent HRMP

VIII. Sample/Model Career Planning Worksheet Position Title/Level

Current Competencies

(a) (definition)

(b) (definition)

Career Projection in 5 Years (c) (definition)

Required Competencies

HR Interventions

(d) (definition)

(e) (definition) to include employee aspiration

Discussed with the Supervisor: __________________ (Name of Supervisor) Integrated in the Office HR Plan ____________________ (Name of Head of Office) Legend: a, b and c to be fil led-up by the employee and immediate supervisor d and e to be filled-up b y the HRMP


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ANNEX G Guidelines on Succession Planning


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PROPOSED SUCCESSION PLANNING GUIDELINES FOR THE PHILIPPINE CIVIL SERVICE

I.

CONCEPT 1. Leadership is essential in providing direction in attaining the thrusts of an organization especially in the public sector where continuous public service delivery is crucial. 2. Leadership does not just happen nor exercised by anyone at any given time. 3. It takes years to groom an effective leader. 4. In the hierarchy of positions or in a table of organization, leaders are seen in the ranks of supervisors, managers, executives. 5. Should there be a vacancy in these ranks, an important question arises: Who succeeds? Is the successor qualified to assume the duties of subject positions? Is the successor ready? 6. The matter of succession planning becomes then an imperative.

II. Legal Bases •

•

•

Section I, Chapter 1, Book V, E.O. 292 – “xxx the Civil Service Commission, as the central personnel agency of the Government shall establish a career service, adopt measures to promote morale, efficiency, integrity, responsiveness, and courtesy in the civil service, strengthen the merit and rewards s ystem, xxx”. Advancement to higher position, particularly to a supervisorial, managerial and executive is done either through designation or promotion. Section I, Rule VI, Rules Implementing Book V of E.O. 292 - “Promotion is the advancement of an employee from one position to another with an increase in duties and responsibilities as authorized by law, and usually accompanied by an increase in salary.” (underscoring supplied) A comparative degree of competence and qualification shall be determined in matters of promotion. Other than performance, education and training, experience and outstanding accomplishments, physical characteristics and personality traits, potential is an indispensable requisite for advancement to a higher position. Section V, Rule VI, Rules Implementing Book V of E.O. 292 – “(e) Potential – this takes into account the employee’s capability not only to perform the duties and assume the responsibilities of the position to be filled but also those of higher and more responsible positions.” (underscoring supplied)

•

CSC MC No. 15, s. 1999 – “Designation – is merely an imposition of additional duties to be performed by a public official which is temporary and can be terminated anytime at the pleasure of the appointing authority.” (underscoring supplied)


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Rules on Appointment and Guidelines on Designation shall be adhered to on the matter of succession III.

WHAT IS SUCCESSION PLANNING •

•

•

•

IV.

A process of preparing an individual who will take the role of a manager or a leader in the organization by providing appropriate competencies and experiences to ensure continuity of management. It is a systematic approach that enables an organization to identify talented employees and provide development opportunities to fill key or critical organizational positions. The real key in succession planning is to create a match between the organization’s future needs and the qualifications of a potential candidate for succession. Succession planning serves as an interface between the human resource functions and the strategic direction of an organization.

SUCCESS FACTORS OF SUCCESSION PLANNING 1. 2. 3. 4. 5. 6.

Personal involvement of senior leaders Accountability of senior leaders for growing leaders Commitment of employees toward self-development Linkage between strategic planning and talent investment in the future Reliable workforce data and analysis Emphasis on leadership competencies as basis for selection and development 7. Use of deep selection process regardless of rank and position 8. Prioritization for identification and development of a pool of talent

V.

TEMPLATE ON SUCCESSION PLANNING PROCESS

Process 1. Organizational Diagnosis

Steps Based on thrusts of the organization, conduct the following activities: •

• •

•

2. Analyze Gaps 3.Create Pool of High Potential Successors (HPS)


Inventory of competency requirements of the organization Profile personnel competencies Identify critical/target positions* (supervisory, managerial and executive positions) Prioritize target positions based on current and future needs of the organization

•

Identify required competencies

•

Match competencies vs. needs

•

Talent Inventory

•

Determine additional required competencies

•

Build potential successor’s profile

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Process 4. Develop succession strategies

•

Steps Develop succession strategies a. Selection strategies Performance and potential

b. Retention strategies Talent Pool

5. Enabling Mechanisms

6. Monitor and Evaluate

•

c. Development/learning strategies o Leadership Training Designation o o Job Enlargement Accelerated Executive Development o Program Coaching and Mentoring o o Assessment and Feedback Project Management o o Knowledge Management Community Attachment o o Business-government exchange Mentoring and Coaching

•

Performance Management and Monitoring

•

Competent HRMP in the organization

•

Management Support

•

Supportive Work Environment

•

360 degree feedback (superior, peer, customers/clients/public)

*Priority Positions for Succession and Competency Requirements Target Positions

Supervisory Managerial Executive

VI.

Competency Requirements - Leadership Qualities Ethical and Accountable Creative, Innovative Visionary, Global Perspective Adaptable, Flexible, Resilient Persevering Committed, Passion for Work Effective communication skills Political Savvy

RESPONSIBILITIES OF HUMAN RESOURCE MANAGEMENT PRACTITIONER IN SUCCESSION PLANNING 1. The HRMP shall be responsible for the preparation of Agency Succession Plan. 2. The following process shall be undertaken in the development of the plan. Based on the organizational needs, the HRMP shall: a. Identify critical/target positions and competency requirements b. Prepare list of potential candidates for validation of Office heads,


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c. Assess existing competencies and the higher competencies required of the position to be succeeded; d. Create a Pool of Highly Potential Successors to include (5 year forecast of succession): Critical/Target Position Job profile Competency Requirement (KSA) Possible Successor Competency Gap Analysis HR Interventions Progression • • • • • • •

VII.

SUCCESSION PLAN WORKSHEET This Succession Plan Worksheet will be filled-out by each agency or office which aims to identify HPS who will succeed to the duties of a supervisory, managerial and executive positions.

Critical/Target Job Competency Name of Current Profile Competency HR Progression Position Profile Requirement the HPS Competencies of HPS Gap Interventions (KSA) of HPS Experience, Ideal In how Training, QS many Significant years contributions, awards received, Written articles, Supervisory Published works, Team membership, Membership in professional and other organizations Managerial Executive Validated by ____________________ Immediate Superior ____________________ Head of Office


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ANNEX H Guidelines on Pre-Retirement


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ENHANCED PRE-RETIREMENT GUIDELINES IN THE PHILIPPINE CIVIL SERVICE

I.

CONCEPT 1. Looking at the spectrum of human resource management, emphasis on development is given from entry to the middle stage of one’s career in an organization. 2. The development of human resources, particularly at the public sector should be a continuing process given the demands of public service delivery. It should not stop however, at the years preceding retirement. 3. A look at development interventions provided to different levels and stages of a civil servant’s working life in the government service are few if at all available to prospective retirees. 4. This is also true with respect to giving rewards and recognition to them. 5. It is thus indispensable in Valuing HR and Transforming HR in government that an ultimate Pre-Retirement Program is in place.

II.

Legal Bases 1. Rule VIII of the Omnibus Rules Implementing Book V of Executive Order 292: “SECTION 1. Every official and employee of the government is an asset or resource to be valued, developed and utilized in the delivery of basic services to the public. Hence, the development and retention of a highly competent and professional workforce in the public service shall be the main concern of ev ery department or agency. x x x “SECTION 7. In establishing a continuing program for the development of personnel, each department or agency or local government shall: x x x (b)Design, implement and evaluate-in-service training and development programs solely or in coordination with the Commission and/or other government agencies and institutions. Such programs shall include the following: x x x Pre-retirement Program – refers to courses which are intended to familiarize would-be retirees on the government retirement plans and benefits as well as available business opportunities or other productive options/pursuits. x x x ”


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2. Memorandum Circular (MC) No. 23 s. 1993, enjoins agencies to adopt the Pre-Retirement Program for Government Officials/Employees all as its conduct. Said MC also states that all officials and employees planning to retire shall have undertaken a Pre-Retirement Course 1-2 years prior to their retirement. 3. Memorandum Circular (MC) No. 07, s. 1998 enjoins all heads of departments and agencies to adopt the “SALAMAT-PAALAM” Program in honor of or in recognition of the contributions of retiring officials and employees in their respective agencies. (This was later on coined as “SALAMAT-MABUHAY”). It may be noted that these initiatives implementing existing rules on HRD specifically Pre-Retirement pertain to training and a ceremonial Program only.

III.

THE CURRENT PRE-RETIREMENT PROGRAM The existing Pre-Retirement Program referred to in CSC MC No. 23 is called the Pre-Retirement Innovations and Options for Results or PRIOR. The PRIOR aims to enable the participants to increase knowledge, skills and abilities in pursuing a happy retirement life. The Pre-Retirement Program Model has four (4) major parts as follows:

IV.

Part 1:

Appreciation of the Importance of Active Mental Attitude About Retirement a nd Staying Fit and Healthy.

Part 2:

Overview on Retirement Benefits, Retirement Law, Policies, Issuances, GSIS Retirement Document Procedures, Terminal Leave and other Requirements for Retirement.

Part 3:

Enterprise Planning and Management Options, networking for government financial assistance, and discussions on various income generating alternatives to augment retirees’ income.

Part 4:

Preparation of Business Plan and Networking.

THE PROPOSAL 1. The PRIOR and the “SALAMAT-MABUHAY” Programs shall comprise part of the Pre-Retirement Program and may be availed/offered at any point of the Pre-Retirement Program a. These programs are Included as assistance to the would-be retirees. b. Institutionalize a program through which retirees may still be gainfully employed such as the f ollowing:  Specialized Training on consulting, lecturing, facilitation, mentoring, counseling  Livelihood courses  Financial Planning Program  Creative Workshops , e.g. painting, writing and publishing


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2. Identify a pre-retiree’s concerns and the agency’s corresponding appropriate interventions which include but are not limited to the following: Areas of concern

Strategies/Interventions

Areas of concern A feeling of uncertainty of the future - waning of confidence and selfesteem

Strategies/Interventions Counseling (emotional and mental preparedness of the employee) Pursuit of a rewarding hobby Lifestyle coaching Spiritual upliftment Community service Social networking Volunteer work

Employability

Specialized training program - Second career skills training Coaching on managing finances Entrepreneurial Seminar/Training

Financial security

Health and Wellness

Gradual reduction of stressful work Detox Program

Responsible Staff: HRMP

3. An employee 2-3 years prior to retirement shall be asked to prepare an Individual Pre-retirement Plan (IPP) Responsible Staff: The concerned employee

4. Supervisor assesses the concerned employee’s IPP and together with the employee prepares an Action Program. (Sample/model Pre-Retirement Program Worksheet att ached) Contents of the Individual PRP W orksheet: Current Concerns Strategies/Interventions Competencies (internal/external)

Provider

Responsible Staff: Supervisor and Concerned Employee

5. The HRMP monitors and evaluates the implementation of the Program and management.

recommends

appropriate

action

to

top

Responsible Staff: HRMP V.

Enabling Support Mechanisms: a. b. c. d. e. f.

Policy Fund Support Leadership and Peer Support Mentors, Coaches, Counselors Wellness Program Competent HRMP


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Sample Pre-Retirement Program Worksheet:

Name of Employee: _______________________________________________ Position: ________________________________________________________ Retirement Plans

Competencies Required

Interventions

Provider (Internal/External)

Discussed with:

_________________________ (Supervisor)

Noted by:

________________________ (Agency HRMP)


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ACKNOWLEDGMENT ADVISER Mary-Ann Z. Fernandez-Mendoza

Commissioner, Civil Service Commission

TECHNICAL REVIEW COMMITTEE Lydia A. Castillo

Director IV, CSC RO IV

Editha M. Dela Peña

Director IV, CSC OPMD

Victoria F. Esber

Director IV, CSC OPMIS

Azucena Perez-Esleta

Director IV, CSC PPSO

Myrna V. Macatangay

Director IV, CSC NCR

Agnes D. Padilla

Director IV, CSC CSI

Maricar T. Aquino

Director III, CSC CSI

HR EXPERTS Milalin S. Javellana

Facility Director Philippines-Australia Human Resource and Organizational Development Facility (PAHRODF)

Ferlyn-Leyson

Executive Director Philippine Society Development (PSTD)

for

Training

and

Ric Abadesco

Former President Philippine Management Association of the Philippines (PMAP)

Eli Ricote

Director Association of Schools in Public Administration in the Philippines (ASPAP)

Dr. Ma. Oliva Z. Domingo

Director, Center for Leadership, Citizenship and Democracy University of the Philippines-National College of Public Administration and Governance (UPNCPAG)


Page 86

Hr Plan Toolkit

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