HUMAN RESOURCE MANAGEMENT and DEVELOPMENT An Overview of the HR Initiatives of the Civil Service...

HUMAN RESOURCE MANAGEMENT and

DEVELOPMENT

An Overview of the HR Initiatives of the Civil Service Commission for the Philippine

Bureaucracy

CSC Definitions of HR, HRM, HRD and OD

CSC Constituents

People

Function

People

Function

CSC Employees

CSC HR

Bureaucracy

Agency HRMD

CSC Definitions ofHR, HRM, HRD and OD

CSC Constituents

CSC Employees

CSC HR

Bureaucracy

Agency HRMD

Society

Internal

DirectExternal

IndirectCSC Constituents



HR

Human Resource (HR) refers to the people, including their qualifications, competencies, talents, and potentials, in the Philippine Civil Service including CSC.

HR as a function pertains to the management, development and utilization of the people in the Philippine Civil Service towards the excellent and ethical achievement of the vision of the organization.


OrganizationDesign

Workforce Planning

Learning and Development

PerformanceManagement

Rewards and Recognition

EmployeeRelations

CareerDevelopment

Recruitment/Selection/Placement

HRD HRM

CSC Personnel

CSC OHRMD

Bureaucracy

Agency HRMD


HRM

Human Resource Management (HRM) is the application of principles, systems and processes that facilitate the engagement (optimal acquisition, maintenance and utilization) of the people in accordance with Civil Service laws and rules towards organizational integrity and excellence.


HRD

Human Resource Development (HRD) is the strategic framework (assessing, building and sustaining capacities) that enhance the value (performance and contribution) of the people by bridging competency gaps, maximizing existing capacities and discovering and cultivating potentials through appropriate interventions.


OD

Organization Development (OD) for CSC

is a collaborative process used to strategically manage transformative changes toward enhancing Government Agencies’ relevance and responsiveness to their mandates. This is facilitated through organizational diagnosis and behavioral, structural and technological interventions.


Characteristics of Strategic HR for CSC

1. People-Centric, Values-Oriented and Citizen Focused

2. Vertically and horizontally aligned and integrated including alignment and congruence to societal goals

3. Participative, consultative, facilitative, transformative, nurturing and enabling (rather than imposing practices)

4. Promotes desirable and ethical practices fit for the different Partner Agencies including CSC


Characteristics of Strategic HR for CSC

5. Nurtures Learning

6. Thrives on competitive edge by being proactive and innovative

7. Practices Competency-based HR

8. Practices Evidenced-based HR with the use of metrics and HRIS

9. Global Mind-set with international linkages and local networks

Vision/ Mission

PGS

PRIM

E H

RM

L&C

Bran

d

SPM

S

CBRQ

S

LDP

CSC Vision and Mission

Vision/ Mission

PGS

PRIME HRM

L&C Brand SPMS CBRQSLDP


Vision/ Mission

PGS

PRIME HRM

SPMS HR Plan

StrategyMap

L&C Brand CBRQS

Workload

Staffing

CBLDP

Basis for Coaching


OPCR/IPCR

PERFORMANCE GOVERNANCE SYSTEM

Module 3:

PEO

PLE

PRO

CES

SES

PAR

TNER

SST

AK

EHO

LDER

SFI

NA

NC

E

Enhance the competency of our workforce

Provide excellent HR processes

Cultivate partnerships with local and international institutions

Recognized as a Center for Excellence

High performing, competent and credible civil servants

Ensure effective and efficient

performance of Quasi-Judicial functions

Ensure efficient management of financial resources

CSC shall be Asia’s Leading Center of Excellence for Strategic HR and OD

CSC 2030 AGENCY VISION

Gawing Lingkod-Bayani

ang Bawat Kawani

•Love of God and Country• Integrity• Excellence

CORE PURPOSE

CORE VALUES

• Love of God and Country• Excellence• Integrity

Performance Governance System

Strategy Map

Revving Up: Initiating a Change Journey

Full Speed Ahead

2010Laid the

foundation for 2015

2015HR Center for

Philippine Bureaucracy

2022SEA’s Leading

Center of Excellence in HROD

2030Asia’s Leading Center

of Excellence in HROD

Pers

pective

Objectives

Measures

LEAD

LAG

Base 2011 2012 2013 2014 2015

ARecognized as a Center for Excellence

1Percentage of agencies accredited under the PRIME-HRM Level II N/A N/A

10% (159)

25% (398)

40% (636)

50% (795)

2CSC Client Satisfaction Rating (CSC frontline services) N/A

Acceptable (70-79%)

Good(80-89%)

Good (80-89%)

Excellent (90%)

Excellent (92%)

BHigh performing, competent, and credible civil servants

3

Percentage of high density agencies surveyed under ARTA

1% (50)

20% (469)

40% (560)

100% (770 + 150 Failed in 2012 + 2013 Failed)

25% (363)

98% (1,022)

WIG: Percentage of agencies and their service offices passing the ARTA-RCS

78%

(39) N/A N/A85% (849)

95% (345)

98% (1,022)

4

Percentage of agencies with approved Strategic Performance Management System (SPMS) 14 N/A

20% (498)

30% (747)

70% (1,743)

95% (2,366)

Percentage of agencies with functional SPMS

85% of approved SPMS in 2012 and 2013

90% of approved SPMS in 2014

CProvide excellent HR processes 5 Number of ISO certified processes N/A N/A

3 (Cases Adjudication, Examination, Appointments Processing)

4 (Maintain the 3 Processes + Training Process)

5(Maintain the 4 Processes + 1 Core Process)

5 (Maintained)

D

Ensure fairness and efficiency in performing Quasi-Judicial functions 6

WIG: Percentage of disciplinary cases decided within 40 days from the time the case is ripe for resolution N/A 30% 60% 70% 80% 95%

EEnhance the competency of our workforce 7

Percentage of CSC employees meeting their job competency standards N/A N/A TBD TBD TBD TBD

FEnsure efficient management of financial resources 8 Zero un-liquidated cash advance N/A N/A

RBPMS Rating: Passed 100% 100% 100%

G

Cultivate partnerships with local and international institutions 9

Number of priority programs implemented through technical cooperation with local and international partners 4 6 7 8 9 10

REFRESHED ENTERPRISE SCORECARDS

TAK

EH

OL

DE

RS

PR

OC

ES

SP

EO

PL

EF

INA

NC

EP

AR

TN

ER

S

PROGRAM TO INSTITUTIONALIZEMERITOCRACY AND EXCELLENCEIN HRM

Module 4:

Empowering Agencies thru the

CSC PRIME-HRMThe Cornerstone for HRM in the Bureaucracy

2012

• Agency HR Climate Survey• Agency Self-Assessment

performance development relations welfare

Results of Agency HR Climate Survey

Results of Agency Self Assessment

HR Records Management

Recruitment, Selection and Placement

Training and DevelopmentADVANCE

LEVEL

CSC PRIME-HRMOBJECTIVES:

• Assess the HRM practices and capabilities of agencies;

• Serve as search mechanism for best practices in HRM;

• Promote and serve as a venue for exchange and development of expertise in the area of human resource management between and among government agencies;

• Empower agencies in the performance of HRM functions; and

• Promote and reward excellent human resource management practices.

Sealof

Excellence

PRIME HRM

Assess

Comprehensive

HR

Assessment

Review and

Monitoring

Sealof

Excellence

PRIME HRM

Assess

Assist

ContinuingAssistanceReview andEvaluation

Sealof

Excellence

PRIME HRM

Assess

Assist

Award

Level 1: Regulate

Level 2: Accreditation

Level 3: Deregulate

Center of Excellence

Seal of Excellence

STRATEGICPERFORMANCE MANAGEMENT SYSTEM

Module 5:

SPMS alignment to RBPMSSocietal Goals/Outcomes

Good Governance

and Anti-Corruption

Human Dev’t & Poverty

Reduction

Economic Devt

Security, Justice and

Peace

Climate Change

Adaptation

Sectoral Goals/Outcomes

Organizational Outcomes

Major Final Outputs (Citizen Focused and Product Results)

Financial Stewardship Internal Process Leadership, Learning, and Growth

Strategic Performance Management System (Individual)

SERSocio-Economic Report

PPARC Priority Program Accountability Report Card

MARC-I MFO Accountability Report Card

MARC-II Mgt Accountability Report Card

SPMS

Paradigm Shift to SPMS

AREA

PARADIGM SHIFT

FROM TOPerspective Performance Evaluation Perf Management

Focus Activities and Inputs Outputs and Outcomes

Indicators Performance Indicators(e.g. no. of appointments)

Success Indicators(e.g. response time)

Performance Alignment

Focus on individual (competition)

Align Individual to Office/Div (Teamwork)

Role of Supervisor Evaluator Coach and Mentor

Performance Planning and Commitment

Performance Monitoring and

Coaching

Performance Review and Evaluation

Performance Rewarding and Dev’t. Planning

SPMS

SPMSCycle

Functional if:All OPCRs, IPCRs submitted and approved based on the SPMS Calendar

Functional if:Quarterly coaching report submitted by the end of quarter

Functional if:Accomplishment Reports submitted, reviewed and recommended for final action based on the SPMS calendar

Functional if:Performance Assessment submitted to OFAM for grant of PEI/PBB; Office Learning and Development Plan submitted; Top Performers’ List submitted by OHRMD for recommendation by PRAISEC

LEADERSHIP AND COACHINGBRAND

Module 6:


Leadership and Coaching Brand

SPMSCycle

Coaching Momentsin SPMS



Coaching


SPMSCycle




Coaching



SPMSCycle




Coaching


Performance Rewarding and Dev’t. Planning


SPMSCycle



3- Check

4- Celebrate

1- Connect

2- Challenge

Goals

Options

Realities

Wayforward

Coaching Cycle


Thinking Strategically

Leading Change

Building Commitment

Developing People

Managing Performance

Coaching for Results

Partnering & Networking

The ability to direct and establish short and long-range plans and calculate and manage risks based on future or emerging

trends and outcomes of decisions to achieve CSC

goals.

The ability to initiate or facilitate change and motivate people to

embrace it.

The ability to inspire and create an environment

that encourages positive interaction and

collaboration among members of CSC.

The ability to plan and support an individual’s or team’s skills and abilities

so that they can fulfill current or future job/role responsibilities effectively.

The ability to provide timely and relevant

feedback to individuals or groups in order for them

to take action and improve their performance.

The ability to nurture learning and growth.

The ability to build, develop and utilize

collaborative relationships with local and

international partners to facilitate the

accomplishment of CSC goals.

COMPETENCY-BASED RECRUITMENT AND QUALIFICATIONS STANDARDS

Module 7:

Competency-Based HR

Competenciesare observable, measurable and vital

skills, knowledge and attitudesthat are translations of capabilities

deemed essential for organizational success.

Competency-Based HR

Traditional HRCompetency-

Based HRBasis Work Analysis and

Job DescriptionIndividual Traits and Performance

Rationale Compliance ProductivityHR Role Comply with Laws

and PoliciesCompetitive Advantage

HR Planning Head Counts Competency Gaps

Recruitment & Selection

Qualifications Competencies/ Behaviors

Competency-Based HR

Traditional HRCompetency-

Based HRTraining Knowledge, Skills,

AttitudesCapability to Perform

Performance Management

Performance Feedback

Performance and Capability

Reward System Position Grade/ Level

Ability to Contribute

Development Vague Individual Path

Competency-Based HR

Competency-BasedRecruitment and Selection

1. More results oriented than qualifications

2. Non-discriminatory

3. Identifies individuals with characteristics that are difficult to acquire through training

4. Better measure of fit with organization culture

5. Provides applicants with opportunities to explain/ demonstrate competencies

Competency-Based HR

Competency-BasedRecruitment and Selection

6. Competencies are readily transferrable and therefore provides flexibility with assignments

7. Reduced training time with greater fit in selection

8. Easier to plan competency development for new hires

9. Enables identification of applicants as back-up for key positions

CSC Competency Model

Core

Tech

nical

Organiza

tional

Leadersh

ip

Core Competencies

1. Exemplifying Integrity2. Delivering Service

Excellence3. Solving Problem, Making

Decisions

Organizational Competencies

1. Demonstrating Personal Effectiveness

2. Speaking Effectively3. Writing Effectively4. Championing and Applying

Innovation5. Planning and Delivering6. Managing Information

Leadership Competencies

1. Thinking Strategically2. Leading Change3. Building Commitment4. Developing People5. Managing Performance6. Coaching for Results7. Partnering and

Networking

TechnicalCompetencies

1. Strategic and Corporate Planning

2. Policy Development3. Policy Interpretation and

Implementation4. Legal Management5. Corporate

Communications6. Test Development and

Evaluation


7. Test Administration8. Recruitment and

Placement9. Job Analysis, Job

Description and Competency Devt

10. Benefits, Compensation and Welfare Administration


11. Learning Diagnosis and Design

12. Learning Delivery and Evaluation

13. Employee Relations14. Counseling and

Grievance15. Conciliation and

Mediation


16. Employee Organization Mgt

17. Information Technology Mgt

18. Records Management19. Library Management20. Accounting21. Cash Management


22. Supplies and Property Management

23. Facilities Management24. Budget Management25. Audit Management26. Program Management27. Secretariat and Liaison

Services


Developing the Competency Model1. Initial Data Gathering

a. Benchmarking (Local and International Institutions)b. Review of Documents (Job Description, Scorecard, Strategy Map)c. Interviewsd. Surveys

2. Identified and Clustered Knowledge/Skills/Attitudes (KSA)

3. Used KSA Clusters as basis for Competency Requirements


Developing the Competency Model4. Generated and classified Behavioral Indicators through

interviews of High, Medium and Low Performers

5. Validated the Competency Model through a Workshop consisting of different levels of employees

6. Validated with External Stakeholders through FGD

7. Commission Approval of the Competency Model

CSC Competency ModelCompetency Name

Competency DefinitionCore Descriptions/RubricsCompetency Levels

Behavioral Indicators


Competency Assessment Process1. Developed 20 Position Profiles

2. Developed Assessment Tools using the Behavioral Indicators

3. Conducted Orientation at the Central Offices followed by a Survey in the afternoon

4. Conducted Self-Assessment and Supervisor Assessment using Behavioral Indicators in the required and next higher level

5. Consolidated Self and Supervisor Assessments using 50%-50% Weights


Competency Assessment Results

Total Assessed

Total Competent

Percentage Competent

1,115 592 53.09%


CORE COMPETENCIES Non-Sup Supvry Exec

Exemplifying Integrity 33 11 3

Delivering Service Excellence 64 24 9

Solving Problems/Making Dec 132 22 8

Unmet Competencies

Least UnmetModerately UnmetMost Unmet


ORGANIZATIONAL COMPETENCIES Non-Sup Supvry Exec

Demonstrating Personal Effectiveness 34 9Speaking Effectively 77 25Writing Effectively 131 19Championing and Applying Innovation 125 31Planning and Delivering 156 62Managing Information 100

Unmet Competencies



LEADERSHIP COMPETENCIES Non-Sup Supvry Exec

Managing Performance 26 11

Building Commitment 7 8

Developing People 22 15

Partnering and Networking 21 15

Thinking Strategically 16 12

Leading Change 12

Coaching for Results 30 18

Unmet Competencies



0 1 2 3 4 5 6 7 8 9 10 11 Total

Executive 0 1 0 2 2 3 1 4 7 26 84 130Supervisory A 1 0 2 1 4 8 15 11 17 58 117Supervisory B 0 0 1 4 3 4 4 8 6 13 22 52 117Non-Supvry 1 8 6 4 8 13 13 23 35 39 89 238Non-Supvry 2 10 6 7 9 14 12 21 39 81 309 508

No. of Competencies Met

CSC Competency ModelCompetency Scoring Template

Required CompetenciesActual ProficienciesRequired Proficiencies

Compare

COMPETENCY-BASEDLEARNING AND DEVELOPMENT PROGRAMS

Module 8:

Competency-BasedLearning and Development

Competency-BasedTraining

1. Competency model consistently communicates a common set of performance expectations

2. Focuses training on individual needs

3. Helps individuals focus on achieving exemplary performance


Competency-BasedEmployee Development

1. Enables communication of competency needs

2. Encourages self-development


LEARNING

With Training we tend to overly

focus on learning.

Oftentimes, forgetting to

transfer learning into the

workplace.

Workplace Learning and Performance


BUSINESS RESULTS

PERFORMANCE

LEARNING

With WLPwe focus on

performance as a result of learning.

With theend-in-view of

creating impact on business

results.



BUSINESS RESULTS

PERFORMANCE

LEARNING

Necessitating the consideration of the effect of the environment on

learning.

Robinson, Robinson and Blanchard

ENVIRONMENT



BUSINESS RESULTS

PERFORMANCE

LEARNING

Application of learning at work aligned with business strategy producing concrete and worthwhile results.

ENVIRONMENT

Robinson, Robinson and Blanchard

Brinkerhoff



Learning and Development Opportunities in CSC

1. Formal Classroom Traininga. Internal Trainingb. External Training

2. On-the-Job Traininga. Coachingb. Knowledge Sharing and Learningc. Shadowing



3. Self-Developmenta. Self-Studyb. Evening or Weekend Coursesc. Educational/Training Video Tapesd. Books or other Publications/Journalse. PC Tutorials/Computer Aided Training/Webinar



4. Developmental Activities/Interventionsa. Special Work Projectb. Added Responsibilitiesc. Cross Program/Rotational or Temporary

Assignmentsd. Task Force or Committee Assignment


Individual Development Plan

Given your Competency Assessment Result:

1. What competencies would you like to develop?

2. In what work opportunities can you apply these competencies?

3. What learning opportunities can you take advantage to develop your competencies?

Date post:	01-Apr-2015
Category:	Documents
Upload:	annabella-edde
View:	228 times
Download:	2 times