HUMAN RESOURCE MANAGEMENT and DEVELOPMENT

1. HUMAN RESOURCE MANAGEMENT and DEVELOPMENT An Overview of the HR Initiatives of the Civil Service Commission for the Philippine Bureaucracy

2. CSC Definitions of HR, HRM, HRD and OD CSC Constituents People Function

3. CSC Definitions ofHR, HRM, HRD and OD CSC Constituents Bureaucracy Agency HRMD CSC Employees People CSC HR Function

4. CSC Definitions ofHR, HRM, HRD and OD CSC Constituents Society Indirect Bureaucracy External Direct Agency HRMD CSC Employees Internal CSC HR

5. CSC Definitions ofHR, 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.

6. CSC Definitions ofHR, HRM, HRD and OD HRD HRM Career Development Organization Design Bureaucracy Workforce Planning Performance Management Agency HRMD CSC Personnel Recruitment/ Selection/ Placement Employee Relations CSC OHRMD Rewards and Recognition Learning and Development

7. CSC Definitions ofHR, 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.

8. CSC Definitions ofHR, 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.

9. CSC Definitions ofHR, 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.

10. CSC Definitions ofHR, HRM, HRD and OD Characteristics of Strategic HR for CSC People-Centric, Values-Oriented and Citizen Focused Vertically and horizontally aligned and integrated including alignment and congruence to societal goals Participative, consultative, facilitative, transformative, nurturing and enabling (rather than imposing practices) Promotes desirable and ethical practices fit for the different Partner Agencies including CSC

11. CSC Definitions ofHR, HRM, HRD and OD Characteristics of Strategic HR for CSC Nurtures Learning Thrives on competitive edge by being proactive and innovative Practices Competency-based HR Practices Evidenced-based HR with the use of metrics and HRIS Global Mind-set with international linkages and local networks

12. CSC Vision and Mission Vision/ Mission PRIME HRM L&C Brand SPMS LDP CBRQS PGS

13. CSC Vision and Mission Vision/ Mission PGS PRIME HRM L&C Brand SPMS LDP CBRQS

14. CSC Vision and Mission Vision/ Mission Strategy Map Workload PGS PRIME HRM L&C Brand CBRQS OPCR/ IPCR SPMS HR Plan Staffing Basis for Coaching CBLDP

15. Module 3: Performance Governance System

16. Provide excellent HR processes Ensure effective and efficient performance of Quasi-Judicial functions Enhance the competency of our workforce CSC 2030 AGENCY VISION CSC shall be Asia’s Leading Center of Excellence for Strategic HR and OD Recognized as a Center for Excellence STAKEHOLDERS High performing, competent and credible civil servants CORE PURPOSE Gawing Lingkod-Bayani ang BawatKawani PROCESSES PEOPLE CORE VALUES • Love of God and • Country • Excellence • Integrity FINANCE Ensure efficient management of financial resources • Love of God • and Country • Integrity • Excellence PARTNERS Cultivate partnerships with local and international institutions

17. Performance Governance System Strategy Map Full Speed Ahead Revving Up: Initiating a Change Journey 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

18. REFRESHED ENTERPRISE SCORECARD STAKEHOLDERS PROCESS PEOPLE FINANCE PARTNERS

19. Module 4: Program to InstitutionalizeMeritocracy and Excellencein HRM

20. Empowering Agencies thru the CSC PRIME-HRM The Cornerstone for HRM in the Bureaucracy

21. 2012 • Agency HR Climate Survey • Agency Self-Assessment

22. Results of Agency HR Climate Survey welfare performance development relations

23. Results of Agency Self Assessment ADVANCE LEVEL

24. CSC PRIME-HRM • 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.

25. PRIME HRM Comprehensive HR Assessment Review and Monitoring Seal of Excellence Assess

26. PRIME HRM Continuing Assistance Review and Evaluation Seal of Excellence Assist Assess

27. PRIME HRM Level 1:Regulate Level 2:Accreditation Level 3:Deregulate Centerof Excellence Sealof Excellence Seal of Excellence Award Assist Assess

28. Module 5: StrategicPerformance Management System

29. SPMS alignment to RBPMS Societal Goals/Outcomes SER Socio-Economic Report Sectoral Goals/Outcomes Good Governance and Anti-Corruption Human Dev’t & Poverty Reduction Economic Devt Security, Justice and Peace Climate Change Adaptation PPARC Priority Program Accountability Report Card Organizational Outcomes MARC-I MFO Accountability Report Card Major Final Outputs (Citizen Focused and Product Results) MARC-II Mgt Accountability Report Card Financial Stewardship Internal Process Leadership, Learning, and Growth Strategic Performance Management System (Individual)

30. SPMS Paradigm Shift to SPMS

31. SPMS Performance Planning and Commitment Performance Monitoring and Coaching 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: 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 Functional if: Accomplishment Reports submitted, reviewed and recommended for final action based on the SPMS calendar SPMS Cycle Performance Rewarding and Dev’t. Planning Performance Review and Evaluation

32. Module 6: Leadership and CoachingBrand

33. Leadership and Coaching Brand Performance Planning and Commitment Coaching Moments in SPMS SPMS Cycle

34. Leadership and Coaching Brand Performance Planning and Commitment Performance Monitoring and Coaching Coaching Moments in SPMS SPMS Cycle

35. Leadership and Coaching Brand Performance Planning and Commitment Performance Monitoring and Coaching Coaching Moments in SPMS SPMS Cycle Performance Review and Evaluation

36. Leadership and Coaching Brand Performance Planning and Commitment Performance Monitoring and Coaching Coaching Moments in SPMS SPMS Cycle Performance Rewarding and Dev’t. Planning Performance Review and Evaluation

37. Leadership and Coaching Brand 4- Celebrate Coaching Cycle 1- Connect Goals Realities Options Way forward 3- Check 2- Challenge

38. Leadership and Coaching Brand 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 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 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 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. Thinking Strategically Leading Change Building Commitment Developing People Managing Performance Coaching for Results Partnering & Networking

39. Module 7: Competency-Based Recruitment and Qualifications Standards

40. Competency-Based HR Competencies are observable, measurable and vital skills, knowledge and attitudes that are translations of capabilities deemed essential for organizational success.

41. Competency-Based HR

42. Competency-Based HR

43. Competency-Based HR Competency-Based Recruitment and Selection More results oriented than qualifications Non-discriminatory Identifies individuals with characteristics that are difficult to acquire through training Better measure of fit with organization culture Provides applicants with opportunities to explain/ demonstrate competencies

44. Competency-Based HR Competency-Based Recruitment and Selection Competencies are readily transferrable and therefore provides flexibility with assignments Reduced training time with greater fit in selection Easier to plan competency development for new hires Enables identification of applicants as back-up for key positions

45. CSC Competency Model Organizational Core Technical Leadership

46. CSC Competency Model Developing the Competency Model • Initial Data Gathering • Benchmarking (Local and International Institutions) • Review of Documents (Job Description, Scorecard, Strategy Map) • Interviews • Surveys • Identified and Clustered Knowledge/Skills/Attitudes (KSA) • Used KSA Clusters as basis for Competency Requirements

47. CSC Competency Model Developing the Competency Model • Generated and classified Behavioral Indicators through interviews of High, Medium and Low Performers • Validated the Competency Model through a Workshop consisting of different levels of employees • Validated with External Stakeholders through FGD • Commission Approval of the Competency Model

48. CSC Competency Model Core Descriptions/Rubrics Competency Name Competency Definition Competency Levels Behavioral Indicators

49. CSC Competency Model Competency Assessment Process • Developed 20 Position Profiles • Developed Assessment Tools using the Behavioral Indicators • Conducted Orientation at the Central Offices followed by a Survey in the afternoon • Conducted Self-Assessment and Supervisor Assessment using Behavioral Indicators in the required and next higher level • Consolidated Self and Supervisor Assessments using 50%-50% Weights

50. CSC Competency Model Competency Assessment Results