Differentiated Selection of Public Servants

HILARIO P. MARTINEZ 1

R E S P O N S I B I L I T Y

Some reasons why many people want to work in Government

Power and Privileges

Easy job, Easy money

Travel and Training opportunities

Gainful Employment opportunity

Security of Tenure


Public Service is all about CHARACTER


Working in Government is… PUBLIC SERVICE -


Rationale of Public Servants

R e s p o n s i b i l i t y

Stewardship of State wealth and enormous public funds contributed by citizen-taxpayers

D u t y

Pledge to serve, defend and protect the Constitution, people and public interest

O b l i g a t i o n

Endeavor to provide goods and services that serves the welfare and interest of the public


RANK

& POSITIONS

DOCUMENTATION

RECORDS

SCHEDULES

ORGANIZATIONAL

STRUCTURE & HIERARCHY


In a Bureaucracy, it is …

a lways about … never about …


FOR OR

OVER

of GAA* Personal Services +

Maintenance & Other Operating Expenses TAXPAYERS

In-Service Emoluments and benefits enjoyed by Government Personnel

Government-prescribed Salaries, various Allowances, Incentives,

Subsidies and Insurance

In-Service Training, Scholarships /Travel Opportunities, domestic and

overseas

Air-conditioned offices and service vehicles

Gov’t provided ICT eqpt. & telecoms for officers and officials

Office paid meals during meetings and “meetings” especially with officers and officials

HILARIO P. MARTINEZ 8 * GAA – General Annual Appropriations

COST OF PRODUCING

PUBLIC GOODS & SERVICES

Issues Affecting the Bureaucracy


DEMYSTIFYING THE SELECTION OF PUBLIC SERVANTS?


Q.A.-Personnel Selection Process

RELEVANCE TO AGENCY MANDATE

APPLICANT’S EDUCATIONAL

QUALIFICATION

NO

YES APPLICANT’S INTELLIGENCE

QUOTIENT

I.Q. EQUAL OR GREATER

THAN 80?

NO

YES

APPLICANT’S TEAM PLAYER

PROFILE

IS TEAM PLAYER STYLE ACCEPTABLE

?

APPLICANT’S MEDICAL REPORT

YES

NO NO

YES

APPLICATION REJECTED PROCESSING TERMINATED

NO

START

FOR APPOINTMENT /ORIENTATION

END

IS APPLICANT MEDICALLY

CLEARED ?

IS APPLICANT

CERTIFIED AS JOB COMPE-

TENT?

APPLICANT’S COMPETENCY ASSESSMENT


YES

Simplified Scoring Schedule

EDUCATION INTELLIGENCE TEAM PLAY HEALTH COMPETENCY

PA

S

S

3 3 4

1 1 3

2 2 2

1 1 1

FAIL 0 0 0 0 0

MAXIMUM = 12 LOWEST = 5 PASS: A FAIL rating in any one means

an automatic disqualification


Stupid!

Keep It

Simple

Priority Ranking – for Hiring and Appointment purposes

3rd Priority

5 to 7 pts

2nd Priority

8 to 10 pts

1st Priority

11 to 12 pts

ANY ONE OF THE THREE IS GOOD DECISION, BUT OBSERVING THE RANKING per se IS THE BEST CHOICE


TRASH

Try the PRIVATE Sector

EDUCATIONAL PREPARATION OF PERSONNEL

Focusing on the Nature of Agency Mandate as basis for Determining its most Relevant Fields of Discipline and Selecting the corresponding Personnel

Personnel Selection Criteria #


Engineering Perspective of an Agency based on the nature of its Mandate

Hierarchy of Disciplines * •ACCOUNTANCY

•ENGINEERING

•BANKING •FINANCE

•ECONOMICS •TECHNOLOGY, etc

CORE discipline/s

• EDUCATION Engineering

• ECONOMICS Statistics

• ENGINEERING Law • Etc.

Complimenting disciplines

• ECONOMICS Statistics HRD

• ENGINEERING Law Accountancy

• Etc.

Support disciplines

Functional Perspective


Core Disciplines – core/ main business concern

Complementing Disciplines e.g., legal, project evaluation, forensic, etc.

Support Disciplines e.g. accounting, general services, records, etc.

Basic points that need clarification regarding government entities

Aside from this classification, clients and needs being served, what differentiate a NGA, LGU,

GFI, and GOCC from each other?

Except for peculiarity in mandated core businesses, are their technical and

administrative support systems differ from each other?

Do they employ distinct concepts, practices and tools of sciences, mathematics,

accounting, legal and technologies not applicable to other government agencies?

NOTE: NGA – National Government Agency; LGU – Local Government Unit; GFI - Government Financial Institutions; GOCC – Government-Owned and Controlled Corporations


Most likely,

the only

basic

difference

is the

NAME of

the agency

Classifying Educational Qualification of Personnel according to Agency Mandate

• Field of Discipline – 1st PRIORITY

• Directly related and totally applicable to most part of the job

• Deserves the highest point in a scoring system [3]

– 2nd PRIORITY

• Major concepts are applicable to some parts of the job

• Deserves the next high score [2]

– 3rd PRIORITY

• only Basic concepts are applicable to particular segment of the job

• Deserves the lowest score [1]

– DISREGARD if program is distinctively below, far-off or irrelevant to most part of the job [0]

• Deserves of null score

SCORING SCHEDULE: 1st Priority = 3 pts. 2nd Priority = 2 pts. 3rd Priority = 1 pt. Disregard = 0 pt.


Infusing the Relevance of Field of Discipline and Prioritization to Nature of Agency/Unit’s Mandate

(to minimize discretion and abuse of prerogative)


The RIGHT Discipline in the RIGHT Job

Engineers/ Architects are

for businesses in construction,

civil works, fabrication, and

the like

Lawyers are for legal services, prosecution, investigation, & similar services

CPA/Accountants are for accounting services, auditing jobs, banking, investment, and allied outfits … ETC., ETC., ETC., ETC. …


Doctors/Nurses, etc. are for health, medical, surgery, laboratory services, rehabilitation, etc.

Education practitioners are for teaching and training services, standards and curriculum development, etc.

𝒙 =−𝒃 ± 𝒃𝟐 − 𝟒𝒂𝒄

𝟐𝒂

INTELLIGENCE QUOTIENT OF PERSONNEL

Calibrating the Intellectual Capability of Personnel to ensure that the more capable are Hired and Assigned, most especially, at critical and higher positions of responsibility



Significance of “Intelligence Criteria”

To be able to acquire, understand and apply pertinent

information and knowledge

necessary to do a particular job

To enable quality of work and

minimize, if not prevent, wastage

of resources

To enable efficient and effective communication and coordination

among co-workers and clients


WORKPLACE CHALLENGES

I.Q. LOW

WORKPLACE CHALLENGES

I.Q. LOW

Scoring for I.Q. of Personnel

SUPERIOR Higher than 110

3 points

ABOVE AVERAGE

91 110

2 points

AVERAGE 71 90 1 point

CHALLENGED Below 71

0-zero

NOTE: amended I.Q. ranges used HILARIO P. MARTINEZ 23

TEAM PLAYER CHARACTERISTIC

The ability of an individual to positively participate in a TEAM EFFORT increases the chances of SUCCESS



Team Player Characteristic

To encourage higher level of creativity in the workplace

To increase efficiency and standards of productivity

To inspire greater sense of collaboration and cooperation

To enhance on-the-job learning and enskilling opportunities in the

workplace


A Team Player is …


Team Player Styles [too much of One is Worse, a balance of all is the Best]


C h a l l e n g e r

• Serves as the devil’s advocate. Questions goals, methods and procedures

C o l l a b o r a t o r

• Goal-oriented. Willing to do what is needed to get the job done

C o m m u n i c a t o r

• A good listener. Encourages others to participate in team discussions

C o n t r i b u t o r

• Task-oriented. Does everything possible to provide the team with the skills, knowledge and information it needs

Scoring for Team Player Style

0.5 to 1.5

4 pts

1.51 to 2.5

3 pts

2.51 to 3.5

2 pts

3.51 to 4.5

1 point

=> 4.51

0-zero

Standard Deviation of Applicant’s Responses to

TEAM PLAYER STYLE Questionnaire


HEALTH - MEDICALLY FIT TO WORK

The state of health is a vital factor in the consistency of performance and sustained productivity of teams and team members



Medically Fit to Work

To ensure the availability of sufficient able personnel at all

times

To enhance workforce planning engage in program & project

development and implementation

To minimize work disruption and undue pressure resulting from illness of team members


“THE COMPUTER SAYS I NEED TO UPGRADE MY BRAIN

TO BE COMPATIBLE WITH ITS NEW SOFTWARE”

Necessity of a Medical Clearance A physically and mentally healthy individual ensures continuity and consistency of service to the public

Findings of a Medical Certificate:

1 = Normal, Fit to work

0 = With Derogatory Findings


COMPETENCY

The critical measure of compliance to a Standard of Work for a Position/Job Title, focusing on the required knowledge, skills and attitude of Job Holder


“Integrity without knowledge is weak and useless, and knowledge

without integrity is dangerous and dreadful”


See www.slideshare.net for “Competency Assessment System for the Phil. Civil Service”

PERIODIC

http://www.slideshare.net/

Job Readiness Qualification To ensure the availability of personnel with the most relevant knowledge and field of discipline…

• Pertinent to the work involve in the position

• Pertinent to the concerned organizational team

• Pertinent to the mandate of the agency

To ensure the necessary proof of competency resulting from a recognized competency standard and assessment system

To focus and enhance the attainment of organizational mandate, goals and objective


Competency Standard for Position Titles for Quality Manpower


Ways in which evidences confirming compliance to a Competency Standard will be assessed on a periodic

assessment schedule


Obser-vation

Interviews/Questioning

Third Party

Report

Demons-tration

Portfolio

W O R K P L A C E E N V I R O N M E N T

In a Competency Assessment System,

there can be only ONE!



The Reinforcement that Competency System bring to Public Service

Objection!

AMENDING TO UPGRADE THE CSC’s QUALIFICATION STANDARD

CSC – Civil Service Commission


MAKING BETTER

SENSE OF A REFERENCE

Changes in Q.S.: To be more Specific and Definite in Specifications and Options


Why can’t COMPETENCY be a primary employment requisite for all job/position titles?

Why can’t EDUCATION requirement be job-specific and to include post secondary programs?

Why can’t EXPERIENCE and TRAINING requirements be specific on skills acquired and job-specific?

Yes, why not? But only if it is pertinent and

directly applicable to the nature of the job.

Its about time!

Mandatory

I.C.T.

Capability

Prospective National Qualification Framework

Level D E S C R I P T I O N

NQF-6

• Work involves analysis, diagnosis, design, planning and execution across a broad range of technical and/or

management functions including policy inputs, information analysis & contribution to the development of a broad plan,

budget or strategy.

• Responsibility also includes judgment in planning, design, technical or leadership/ guidance functions related to

programs, projects, services, operations or procedures.

NQF-5 Perform development of planning initiatives, as well as personal responsibility and limited authority in performing

routine technical operations or organizing/managing others

Work also involve planning and evaluation of functions, initiation of alternative approaches to technical and/or

management requirements

NQF-4 • Perform broad range of skilled applications including requirements to evaluate and analyze current practices, develop

procedures and provision of leadership and guidance to others in the team and in the application of planning skills

NQF-3

• Perform a defined range of skilled operations usually within a range of broader related activities involving known

routines, methods and procedures, where some discretion and judgment is required in the selection of resources,

assigning and assessing staff performance, distribution of workloads, services, or contingency measures and within

known time constraint

NQF-2

Perform a defined range of varied activities where there is a clearly defined range of context in which the choice of

actions required is usually clear and there is limited complexity in the range of options to be applied and some

accountability for the quality of outputs

Assignments usually include routine activities involving individual responsibility or autonomy and/or collaboration

with others as part of a group or team

NQF-1 Perform a defined range of activities most of which may be routine and predictable tasks.

Assignments are usually provided by a supervisor or an employee at a higher category who gives simple instructions

and makes clarifications or suggestions when necessary



Prospective NQF Salary Grade Configuration

Matching the level of educational qualification with the degree of authority and responsibility, and salary grade

NQF – National Qualification Framework basis for classification and grouping of positions for SG SG - Salary Grade

With Great Power, comes Great Responsibility …

… and with Great/Grave Consequences

Being Conscious of these Differences Helps the Transition to Real CHANGE


the privilege of being qualified to participate or be chosen

the official authorization to

engage in a regulated profession/activity

official recognition as having the necessary ability (knowledge, skills & attitude) to perform a job well enough to meet a established standard

Being an eligible or a licensed professional does not necessarily prove competence, unless otherwise verified thru an objective competency assessment

See www.slideshare.net for “Eligibility or Competency”

http://www.slideshare.net/

Personnel – the most visible and most critical of bureaucratic resources –

NEEDS CHANGE!


Only the BEST for Public Service


From OUTPUT to OUTCOME


A CHALLENGE of CHANGE for the COMPETENT Authorities

THE NEEDS OF THE MANY THE NEEDS OF THE FEW


CSC – Civil Service Commission DBM – Department of Budget & Management

Differentiated Selection of Public Servants

Government & Nonprofit

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