Presentation on theme: "HUMAN RESOURCE MANAGEMENT and DEVELOPMENT An Overview of the HR Initiatives of the Civil Service Commission for the Philippine Bureaucracy."— Presentation transcript:
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 of HR, HRM, HRD and OD CSC Constituents
CSC Employees CSC HR Bureaucracy Agency HRMD Society Internal Direct External Indirect CSC Constituents CSC Definitions of HR, HRM, HRD and OD
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.
CSC Definitions of HR, HRM, HRD and OD Organization Design Workforce Planning Learning and Development Performance Management Rewards and Recognition Employee Relations Career Development Recruitment/ Selection/ Placement HRDHRM CSC Personnel CSC OHRMD Bureaucracy Agency HRMD
CSC Definitions of HR, HRM, HRD and OD 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.
CSC Definitions of HR, HRM, HRD and OD 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.
CSC Definitions of HR, HRM, HRD and OD 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.
CSC Definitions of HR, HRM, HRD and OD 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
CSC Definitions of HR, HRM, HRD and OD 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 PRIME HRM L&C Brand SPMS CBRQS LDP CSC Vision and Mission
Vision/ Mission PGS PRIME HRM L&C Brand SPMS CBRQS LDP CSC Vision and Mission
Vision/ Mission PGS PRIME HRM SPMS HR Plan Strategy Map L&C Brand CBRQS Workload Staffing CBLDP Basis for Coaching CSC Vision and Mission OPCR/ IPCR
PEOPLE PROCESSES PARTNERS STAKEHOLDERS FINANCE 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 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 2010 Laid the foundation for 2015 2015 HR Center for Philippine Bureaucracy 2022 SEA’s Leading Center of Excellence in HROD 2030 Asia’s Leading Center of Excellence in HROD
Per s pec tive Objectives Measures LEADLEAD LAGLAG Ba se20112012201320142015 A Recognized as a Center for Excellence 1 Percentage of agencies accredited under the PRIME-HRM Level IIN/A 10% (159) 25% (398) 40% (636) 50% (795) 2 CSC Client Satisfaction Rating (CSC frontline services)N/A Acceptable (70-79%) Good (80-89%) Good (80-89%) Excellent (90%) Excellent (92%) B High 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 85% (849) 95% (345) 98% (1,022) 4 Percentage of agencies with approved Strategic Performance Management System (SPMS)14N/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 C Provide excellent HR processes 5 Number of ISO certified processesN/A 3 (Cases Adjudication, Examination, Appointment s 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 resolutionN/A30%60%70%80%95% E Enhance the competency of our workforce 7 Percentage of CSC employees meeting their job competency standardsN/A TBD F Ensure efficient management of financial resources 8 Zero un-liquidated cash advanceN/A RBPMS Rating: Passed100% G Cultivate partnerships with local and international institutions 9 Number of priority programs implemented through technical cooperation with local and international partners4678910 REFRESHED ENTERPRISE SCORECARD STAKEHOLDERS PROCESS PEOPLE FINANCE PARTNERS
PROGRAM TO INSTITUTIONALIZE MERITOCRACY AND EXCELLENCE IN HRM Module 4:
Empowering Agencies thru the CSC PRIME-HRM The Cornerstone for HRM in the Bureaucracy
performancedevelopment relations welfare Results of Agency HR Climate Survey
Results of Agency Self Assessment HR Records Management Recruitment, Selection and Placement Training and Development ADVANCE LEVEL
OBJECTIVES: 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.
Seal of Excellence PRIME HRM Assess C omprehensive H R A ssessment R eview and M onitoring
Seal of Excellence PRIME HRM Assess Assist C ontinuing A ssistance R eview and E valuation
Seal of Excellence PRIME HRM Assess Assist Award Level 1: Regulate Level 2: Accreditation Level 3: Deregulate Center of Excellence Seal of Excellence
STRATEGIC PERFORMANCE MANAGEMENT SYSTEM Module 5:
SPMS alignment to RBPMS Societal 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 StewardshipInternal Process Leadership, Learning, and Growth Strategic Performance Management System (Individual) SER Socio- Economic Report P P ARC 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 FROMTO PerspectivePerformance EvaluationPerf Management FocusActivities and InputsOutputs and Outcomes IndicatorsPerformance Indicators ( e.g. no. of appointments) Success Indicators (e.g. response time) Performanc e Alignment Focus on individual (competition) Align Individual to Office/Div (Teamwork) Role of Supervisor EvaluatorCoach and Mentor
Performance Planning and Commitment Performance Monitoring and Coaching Performance Review and Evaluation Performance Rewarding and Dev’t. Planning SPMS Cycle 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
Performance Planning and Commitment Leadership and Coaching Brand SPMS Cycle Coaching Moments in SPMS
Performance Planning and Commitment Performance Monitoring and Coaching Leadership and Coaching Brand SPMS Cycle Coaching Moments in SPMS
Performance Planning and Commitment Performance Monitoring and Coaching Performance Review and Evaluation Leadership and Coaching Brand SPMS Cycle Coaching Moments in SPMS
Performance Planning and Commitment Performance Monitoring and Coaching Performance Review and Evaluation Performance Rewarding and Dev’t. Planning Leadership and Coaching Brand SPMS Cycle Coaching Moments in SPMS
Leadership and Coaching Brand 3- Check 4- Celebrate 1- Connect 2- Challenge G oals O ptions R ealities W ay forward Coaching Cycle
Leadership and Coaching Brand 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 Competencies are observable, measurable and vital skills, knowledge and attitudes that are translations of capabilities deemed essential for organizational success.
Competency-Based HR Traditional HR Competency- Based HR BasisWork Analysis and Job Description Individual Traits and Performance RationaleComplianceProductivity HR RoleComply with Laws and Policies Competitive Advantage HR PlanningHead CountsCompetency Gaps Recruitment & Selection QualificationsCompetencies/ Behaviors
Competency-Based HR Traditional HR Competency- Based HR TrainingKnowledge, Skills, Attitudes Capability to Perform Performance Management Performance Feedback Performance and Capability Reward SystemPosition Grade/ Level Ability to Contribute DevelopmentVagueIndividual Path
Competency-Based HR Competency-Based Recruitment 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-Based Recruitment 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 Technical Organizational Leadership Core Competencies 1.Exemplifying Integrity 2.Delivering Service Excellence 3.Solving Problem, Making Decisions Organizational Competencies 1.Demonstrating Personal Effectiveness 2.Speaking Effectively 3.Writing Effectively 4.Championing and Applying Innovation 5.Planning and Delivering 6.Managing Information Leadership Competencies 1.Thinking Strategically 2.Leading Change 3.Building Commitment 4.Developing People 5.Managing Performance 6.Coaching for Results 7.Partnering and Networking Technical Competencies 1.Strategic and Corporate Planning 2.Policy Development 3.Policy Interpretation and Implementation 4.Legal Management 5.Corporate Communications 6.Test Development and Evaluation Technical Competencies 7.Test Administration 8.Recruitment and Placement 9.Job Analysis, Job Description and Competency Devt 10.Benefits, Compensation and Welfare Administration Technical Competencies 11.Learning Diagnosis and Design 12.Learning Delivery and Evaluation 13.Employee Relations 14.Counseling and Grievance 15.Conciliation and Mediation Technical Competencies 16.Employee Organization Mgt 17.Information Technology Mgt 18.Records Management 19.Library Management 20.Accounting 21.Cash Management Technical Competencies 22.Supplies and Property Management 23.Facilities Management 24.Budget Management 25.Audit Management 26.Program Management 27.Secretariat and Liaison Services
CSC Competency Model Developing the Competency Model 1.Initial Data Gathering a.Benchmarking (Local and International Institutions) b.Review of Documents (Job Description, Scorecard, Strategy Map) c.Interviews d.Surveys 2.Identified and Clustered Knowledge/Skills/Attitudes (KSA) 3.Used KSA Clusters as basis for Competency Requirements
CSC Competency Model Developing the Competency Model 4.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 Model Competency Name Competency Definition Core Descriptions/Rubrics Competency Levels Behavioral Indicators
CSC Competency Model Competency Assessment Process 1.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
CSC Competency Model Competency Assessment Results Total Assessed Total Competent Percentage Competent 1,11559253.09%
CSC Competency Model CORE COMPETENCIESNon-SupSupvryExec Exemplifying Integrity33113 Delivering Service Excellence64249 Solving Problems/Making Dec132228 Unmet Competencies Least Unmet Moderately Unmet Most Unmet
CSC Competency Model ORGANIZATIONAL COMPETENCIESNon-SupSupvryExec Demonstrating Personal Effectiveness 349 Speaking Effectively 7725 Writing Effectively 13119 Championing and Applying Innovation 12531 Planning and Delivering 15662 Managing Information 100 Unmet Competencies Least Unmet Moderately Unmet Most Unmet
CSC Competency Model LEADERSHIP COMPETENCIESNon-SupSupvryExec Managing Performance2611 Building Commitment78 Developing People2215 Partnering and Networking2115 Thinking Strategically1612 Leading Change12 Coaching for Results3018 Unmet Competencies Least Unmet Moderately Unmet Most Unmet
CSC Competency Model 01234567891011Total Executive 0 102231472684 130 Supervisory A 10214815111758117 Supervisory B 001434486132252117 Non-Supvry 1 864813 23353989 238 Non-Supvry 2 106791412213981309 508 No. of Competencies Met
COMPETENCY-BASED LEARNING AND DEVELOPMENT PROGRAMS Module 8:
Competency-Based Learning and Development Competency-Based Training 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-Based Learning and Development Competency-Based Employee Development 1.Enables communication of competency needs 2.Encourages self-development
Competency-Based Learning and Development With Training we tend to overly focus on learning. Oftentimes, forgetting to transfer learning into the workplace. Workplace Learning and Performance
Competency-Based Learning and Development With WLP we focus on performance as a result of learning. With the end-in-view of creating impact on business results. Workplace Learning and Performance
Competency-Based Learning and Development Necessitating the consideration of the effect of the environment on learning. Robinson, Robinson and Blanchard Workplace Learning and Performance
Competency-Based Learning and Development Application of learning at work aligned with business strategy producing concrete and worthwhile results. Robinson, Robinson and Blanchard Brinkerhoff Workplace Learning and Performance
Competency-Based Learning and Development Learning and Development Opportunities in CSC 1. Formal Classroom Training a.Internal Training b.External Training 2.On-the-Job Training a.Coaching b.Knowledge Sharing and Learning c.Shadowing
Competency-Based Learning and Development Learning and Development Opportunities in CSC 3. Self-Development a.Self-Study b.Evening or Weekend Courses c.Educational/Training Video Tapes d.Books or other Publications/Journals e.PC Tutorials/Computer Aided Training/Webinar
Competency-Based Learning and Development Learning and Development Opportunities in CSC 4.Developmental Activities/Interventions a.Special Work Project b.Added Responsibilities c.Cross Program/Rotational or Temporary Assignments d.Task Force or Committee Assignment
Competency-Based Learning and Development 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?