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?