Human Resource Management and Development - Director

Report
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
CSC Definitions of
HR, HRM, HRD and OD
CSC Constituents
Bureaucracy
Agency HRMD
CSC People
Employees
CSC
Function
HR
CSC Definitions of
HR, HRM, HRD and OD
CSC Constituents
Society
Indirect
Bureaucracy
External
Agency HRMD
CSC Employees
Internal
CSC HR
Direct
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
HRD
HRM
Career
Development
Performance
Management
Organization
Design
Bureaucracy
Workforce
Planning
Agency HRMD
CSC Personnel
Employee
Relations
CSC OHRMD
Learning and
Development
Recruitment/
Selection/
Placement
Rewards and
Recognition
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
CSC Vision and Mission
CBRQS
LDP
SPMS
L&C Brand
PRIME HRM
PGS
Vision/ Mission
CSC Vision and Mission
Vision/ Mission
PGS
PRIME HRM
L&C Brand
SPMS
LDP
CBRQS
CSC Vision and Mission
Vision/ Mission
Strategy
Map
Workload
PGS
PRIME HRM
L&C Brand
OPCR/
IPCR
CBRQS
SPMS
HR Plan
Basis for Coaching
CBLDP
Staffing
Module 3:
PERFORMANCE GOVERNANCE
SYSTEM
CSC 2030 AGENCY VISION
Recognized as a Center for Excellence
High performing, competent and credible civil
servants
PEOPLE
Ensure effective and
efficient
performance of QuasiJudicial functions
Enhance the competency of our workforce
FINANCE
Provide excellent HR
processes
Ensure efficient management of financial resources
PARTNERS
PROCESSES
CORE PURPOSE
STAKEHOLDERS
CSC shall be Asia’s Leading Center of Excellence for
Strategic HR and OD
Cultivate partnerships with local and international institutions
CORE VALUES
• Love of God and
Country
• Excellence
• Integrity
Performance Governance
System
Strategy Map
Full Speed Ahead
Revving Up:
Initiating a Change Journey
2010
2015
Laid the
foundation for
2015
HR Center for
Philippine
Bureaucracy
2022
2030
SEA’s Leading
Asia’s Leading
Center of Excellence Center of Excellence
in HROD
in HROD
REFRESHED ENTERPRISE SCORECARD
Per
s
pec
tive
Objectives
Recognized as a Center for
Excellence
PROCESS
PEOPLE
FINANCE
PARTNERS
2011
2012
2013
2014
2015
N/A
N/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%)
25%
(363)
98%
(1,022)
Percentage of high density agencies
surveyed under ARTA
1%
(50)
20%
(469)
40%
(560)
100%
(770 + 150
Failed in
2012 +
2013
Failed)
WIG: Percentage of agencies and their
service offices passing the ARTA-RCS
78
%
(39)
N/A
N/A
85%
(849)
95%
(345)
98%
(1,022)
14
N/A
20%
(498)
30%
(747)
70%
(1,743)
95%
(2,366)
85%
of approved
SPMS in
2012 and
2013
90%
of approved
SPMS in
2014
Percentage of agencies with approved
Strategic Performance Management System
(SPMS)
High performing, competent,
and credible civil servants
Ba
se
Percentage of agencies accredited under the
PRIME-HRM Level II
3
B
L
A
G
1
STAKEHOLDERS
A
Measures
L
E
A
D
4
Percentage of agencies with functional
SPMS
5
Number of ISO certified processes
N/A
N/A
3
(Cases
Adjudication,
Examination,
Appointment
s Processing)
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%
E
Enhance the competency of
our workforce
7
Percentage of CSC employees meeting their
job competency standards
N/A
N/A
TBD
TBD
TBD
TBD
F
Ensure efficient management
of financial resources
N/A
RBPMS
Rating:
Passed
100%
100%
100%
C
Provide excellent HR
processes
8
Zero un-liquidated cash advance
N/A
4
(Maintain
the 3
Processes
+ Training
Process)
5
(Maintain
the 4
Processes
+ 1 Core
Process)
5
(Maintained)
Module 4:
PROGRAM TO INSTITUTIONALIZE
MERITOCRACY AND EXCELLENCE
IN HRM
Empowering Agencies
thru the
CSC PRIME-HRM
The Cornerstone for HRM in the Bureaucracy
2012
• Agency HR Climate Survey
• Agency Self-Assessment
Results of Agency HR Climate Survey
performance
development
relations
welfare
Results of Agency Self Assessment
HR Records
Management
Recruitment, Selection
and Placement
ADVANCE LEVEL
Training and
Development
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.
PRIME HRM
Comprehensive
HR
Assessment
Review and
Monitoring
Assess
Seal
of
Excellence
PRIME HRM
Continuing
Assistance
Review and
Evaluation
Assist
Assess
Seal
of
Excellence
PRIME HRM
Level 1: Regulate
Level 2: Accreditation
Level 3: Deregulate
Center of Excellence
Seal of Excellence
Award
Assist
Assess
Seal
of
Excellence
Module 5:
STRATEGIC
PERFORMANCE MANAGEMENT SYSTEM
SPMS alignment to RBPMS
Societal Goals/Outcomes
SER
SocioEconomic
Report
Sectoral Goals/Outcomes
Good
Governance
and AntiCorruption
Human
Dev’t &
Poverty
Reduction
Economic
Devt
Security,
Justice and
Peace
Climate
Change
Adaptation
Organizational Outcomes
Major Final Outputs (Citizen Focused and Product Results)
Leadership, Learning,
Financial Stewardship
Internal Process
and Growth
Strategic Performance Management System (Individual)
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
TO
Perspective 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)
Performanc Focus on individual
e Alignment (competition)
Align Individual to
Office/Div (Teamwork)
Role of
Supervisor
Coach and Mentor
Evaluator
SPMS
Performance
Monitoring and
Coaching
Performance
Planning and
Commitment
SPMS
Cycle
Performance
Rewarding and
Dev’t. Planning
Performance
Review and
Evaluation
Functional if:
Performance
All
Quarterly
OPCRs, IPCRs
Accomplishment
Assessmentreport
submitted
submitted
coaching
and
Reports
to OFAM for grant of
approved
submitted
based
by
submitted,
PEI/PBB; Office
on
the
the
endSPMS
ofand
reviewed
Learning
and
Calendar
quarter
recommended
Development Planfor
submitted;
Topbased
final
action
Performers’
List
on
the SPMS
submitted by OHRMD
calendar
for recommendation
by PRAISEC
Module 6:
LEADERSHIP AND COACHING
BRAND
Leadership and Coaching
Brand
Performance
Planning and
Commitment
Coaching
Moments
in SPMS
SPMS
Cycle
Leadership and Coaching
Brand
Performance
Monitoring and
Coaching
Performance
Planning and
Commitment
SPMS
Cycle
Coaching
Moments
in SPMS
Leadership and Coaching
Brand
Performance
Monitoring and
Coaching
Performance
Planning and
Commitment
SPMS
Cycle
Performance
Review and
Evaluation
Coaching
Moments
in SPMS
Leadership and Coaching
Brand
Performance
Monitoring and
Coaching
Performance
Planning and
Commitment
SPMS
Cycle
Performance
Rewarding and
Dev’t. Planning
Performance
Review and
Evaluation
Coaching
Moments
in SPMS
Leadership and Coaching
Brand
Coaching
Cycle
4- Celebrate
1- Connect
3- Check
Goals Realities
Way Options
forward
Leadership and Coaching
Brand
Thinking Strategically
Leading Change
Building Commitment
Developing People
Managing Performance
Coaching for Results
Partnering & Networking
The
ability
to to
direct
and
The
ability
build,
The
ability
to
plan
and
The ability to provide
establish
and
longThe
abilityshort
to
inspire
and
develop
and
utilize
support
an
individual’s
timely and relevant or
range
plans
and
calculate
The
create
ability
an environment
to
initiate
or
collaborative
team’s
skills
and
abilities
feedback to individuals
or
and
manage
risks
based
that
The
facilitate
encourages
abilitychange
to
nurture
positive
and
relationships
with
local
so thatinthey
can
groups
order
forfulfill
them
on
future
or
emerging
learning
motivate
interaction
and
people
growth.
andto
and
international
current
or future
to take
actionjob/role
and
trends
and
outcomes
of
collaboration
embrace
among
it. the
partners
to
facilitate
responsibilities
improve their
decisions
to achieve
CSC
members
of CSC.
accomplishment
of
CSC
effectively.
performance.
goals.
Module 7:
COMPETENCY-BASED RECRUITMENT
AND QUALIFICATIONS STANDARDS
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
CompetencyBased HR
Basis
Work Analysis and
Job Description
Individual Traits and
Performance
Rationale
HR Role
Compliance
Comply with Laws
and Policies
Productivity
Competitive
Advantage
HR Planning
Head Counts
Competency Gaps
Recruitment
& Selection
Qualifications
Competencies/
Behaviors
Competency-Based HR
Traditional HR
Training
Knowledge, Skills,
Attitudes
Performance
Performance
Management Feedback
Reward System Position Grade/
Level
Development Vague
CompetencyBased HR
Capability to
Perform
Performance and
Capability
Ability to
Contribute
Individual 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
Competencies
Leadership
Organizational
Technical
Competencies
Competencies
1. Exemplifying Integrity
1. Strategic
and
Corporate
7.
11.
16.
22.
Demonstrating
Thinking
Test Administration
Learning
Employee
Supplies
Strategically
and
Diagnosis
Organization
Personal
Property
and
2. Delivering
Service
Planning
Effectiveness
Design
Mgt
Management
2. Leading
8.
Recruitment
Changeand
Excellence
2. Policy
Development
12.
17.
23.
Speaking
Placement
Learning
Information
Facilities
Effectively
Management
Delivery
Technology
and
3.
Building
Commitment
3. Solving
Problem, Making
Evaluation
Mgt
3.
Interpretation
9.
24.
Writing
Job Analysis,
Budget
Effectively
Management
Job and
Decisions
4. Policy
Developing
People
Implementation
13.
18.
Description
Employee
Records
Management
Relations
and Applying
4.
25.
Championing
Audit
Management
and
5. Managing
Performance
Competency
Devt
4.
Legal
Management
14.
19.
Innovation
Counseling
Library
Management
and
26. Program Management
6.
Coaching
forCompensation
Results
10.
Benefits,
Grievance
5. Corporate
20.
Planning
Accounting
and Delivering
27.
Secretariat
and Liaison
and
Welfare
7.
Partnering
and
15.Communications
Conciliation and
6. Managing
21.
Cash
Services
Management
Information
Administration
Networking
Mediation
6. Test Development and
Evaluation
CSC Competency Model
Developing the Competency Model
1. Initial Data Gathering
a.
b.
c.
d.
Benchmarking (Local and International Institutions)
Review of Documents (Job Description, Scorecard, Strategy Map)
Interviews
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 Levels
Definition
Competency
Core Descriptions/Rubrics
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
1,115
Total
Competent
592
Percentage
Competent
53.09%
CSC Competency Model
Unmet Competencies
CORE COMPETENCIES
Non-Sup
Supvry
Exec
Exemplifying Integrity
33
11
3
Delivering Service Excellence
64
24
9
Solving Problems/Making Dec
132
22
8
Least Unmet
Moderately Unmet
Most Unmet
CSC Competency Model
Unmet Competencies
ORGANIZATIONAL COMPETENCIES Non-Sup
Supvry
Exec
Demonstrating Personal
Effectiveness
34
9
Speaking Effectively
77
25
Writing Effectively
131
19
Championing and Applying
Innovation
125
31
Planning and Delivering
156
62
Managing Information
100
Least Unmet
Moderately Unmet
Most Unmet
CSC Competency Model
Unmet Competencies
LEADERSHIP COMPETENCIES
Managing Performance
Non-Sup
Supvry
Exec
26
11
7
8
Developing People
22
15
Partnering and Networking
21
15
Thinking Strategically
16
12
Building Commitment
Leading Change
Coaching for Results
Least Unmet
Moderately Unmet
Most Unmet
12
30
18
CSC Competency Model
No. of Competencies Met
0
Executive
Supervisory A
Supervisory B
Non-Supvry 1
Non-Supvry 2
0
1
0
8
10
1
1
0
0
6
6
2
0
2
1
4
7
3
2
1
4
8
9
4
5
6
7
8
9
10 11 Total
2 3 1 4 7 26 84
4 8 15 11 17 58
3 4 4 8 6 13 22 52
13 13 23 35 39 89
14 12 21 39 81 309
130
117
117
238
508
CSC Competency Model
Competency Scoring Template
Actual Proficiencies
Required
Required
Competencies
Proficiencies
Compare
Module 8:
COMPETENCY-BASED
LEARNING AND DEVELOPMENT
PROGRAMS
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
Workplace Learning and Performance
With Training we
tend to overly
focus on learning.
LEARNING
Oftentimes,
forgetting to
transfer learning
into the
workplace.
Competency-Based
Learning and Development
Workplace Learning and Performance
BUSINESS RESULTS
PERFORMANCE
LEARNING
With WLP
we focus on
performance as a
result of learning.
With the
end-in-view of
creating impact
on business
results.
Competency-Based
Learning and Development
Workplace Learning and Performance
BUSINESS RESULTS
PERFORMANCE
LEARNING
ENVIRONMENT
Robinson, Robinson and Blanchard
Necessitating the
consideration of
the effect of the
environment on
learning.
Competency-Based
Learning and Development
Workplace Learning and Performance
BUSINESS RESULTS
PERFORMANCE
LEARNING
ENVIRONMENT
Application of
learning at
work aligned
with business
strategy
producing
concrete and
worthwhile
results.
Brinkerhoff
Robinson, Robinson and Blanchard
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.
b.
c.
d.
e.
Self-Study
Evening or Weekend Courses
Educational/Training Video Tapes
Books or other Publications/Journals
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?

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