HR Initiatives of the CSC

7/26/2019 HR Initiatives of the CSC

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HUMAN RESOURCE

MANAGEMENT andDEVELOPMENT

An Overview of the HR Initiatives

of the Civil Service Commission forthe Philippine Bureaucracy


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CSC Defnitions oHR, HRM, HRD and OD

CSC Constituents

People

Function


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People

Function

CSC Employees

CSC HR

Bureaucracy

Agency HRMD


CSC Constituents


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CSC Employees

CSC HR

Bureaucracy

Agency HRMD

Society

Internal

DirectExternal

IndirectCSC Constituents



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HR

Human Resource (HR) refers to te people!

including teir "ualifications! competencies!talents! and potentials! in te Pilippine Ci#il

Ser#ice including CSC$

HRas a function pertains to te management!

de#elopment and utili%ation of te people in te

Pilippine Ci#il Ser#ice to&ards te excellent and

etical acie#ement of te #ision of te

organi%ation$


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'rgani%ation

Design

(or)force

Planning

*earning and

De#elopment

Performance

Management

Re&ards and

Recognition

EmployeeRelations

Career

De#elopment

Recruitment+

Selection+

Placement

HRD HRM

CSC Personnel

CSC 'HRMD

Bureaucracy

Agency HRMD


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HRM

Human Resource Management (HRM)is te

application of principles! systems and processestat facilitate te engagement (optimal

acquisition, maintenance and utilization) of te

people in accordance &it Ci#il Ser#ice la&s and

rules to&ards organi%ational integrity and

excellence$


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HRD

Human Resource Development (HRD) is te

strategic frame&or) ,assessing! -uilding andsustaining capacities. tat enance te #alue

,performance and contri-ution. of te people -y

-ridging competency gaps! maximi%ing existing

capacities and disco#ering and culti#ating

potentials troug appropriate inter#entions$


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OD

Organization Development (OD) for CSC

is a colla-orati#e process used to strategicallymanage transformati#e canges to&ard enancing

/o#ernment Agencies0 rele#ance and

responsi#eness to teir mandates$ 1is is

facilitated troug organi%ational diagnosis and-ea#ioral! structural and tecnological

inter#entions$


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Characteristics of Strategic HR for CSC

2$ People3Centric! 4alues3'riented and Citi%en Focused

5$ 4ertically and ori%ontally aligned and integratedincluding alignment and congruence to societal goals

6$ Participati#e! consultati#e! facilitati#e! transformati#e!

nurturing and ena-ling ,rater tan imposing practices.

7$ Promotes desira-le and etical practices fit for tedifferent Partner Agencies including CSC


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Characteristics of Strategic HR for CSC

8$ 9urtures *earning

:$ 1ri#es on competiti#e edge -y -eing proacti#e andinno#ati#e

;$ Practices Competency3-ased HR


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Vision/Mission

PGS

PRMEHRM

L!C"ra

nd

SPMS

C"R#S

LDP

CSC 4ision and Mission


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Vision/Mission

PGS

PRME HRM

L!C"rand

SPMS C"R#SLDP



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Vision/Mission

PGS

PRME HRM

SPMS HR P$an

Strategy

Map

L!C"rand C"R#S

(or)load

Staffing

C"LDP

Basis for Coacing


'PCR+

IPCR


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PER%ORMANCEGOVERNANCE S&STEM

Module 3:


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P E

O P L E

P R

O

C E

S S

E S

P A R T N E R

S

S T A K E H

O L D E R S

F I N A N

C E

Enhance the co'(etenc) of o*r +or,force

Pro-ide e.ce$$entHR (rocesses

C*$ti-ate (artnershi(s +ith $oca$ and internationa$instit*tions

Recognied as a Center forE.ce$$ence

High (erfor'ing0 co'(etent andcredi1$e ci-i$ ser-ants

Ens*re e2ecti-eand e3cient

(erfor'ance of#*asi45*dicia$

f*nctions

Ens*re e3cient 'anage'ent of 6nancia$reso*rces

CSC sha$$ 1e Asia7s Leading Center ofE.ce$$ence for Strategic HR and OD

CSC 89:9 AGENC& VSON

Ga+ingLing,od4"a)ani

ang"a+at ;a+ani

>Lo-e of GodandCo*ntr)

>ntegrit)

>E.ce$$ence

COREPURPOSE

COREVALUES

Lo-e of God andCo*ntr)

E.ce$$ence ntegrit)


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Performance /o#ernance System

Strategy Map

Re##ing ?p@Initiating a Cange ourney

Full Speed Aead

89


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!ers

pective O"#ectives

Measures

$%AD

$A&

'ase ** * *+ *, *-

A Recogni%ed as a Center forExcellence

2Percentage of agencies accredited under tePRIME3HRM *e#el II 9+A 9+A

*.,28=.

-.,6=


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PROGRAM TO NSTTUTONAL>EMERTOCRAC& AND E?CELLENCEN HRM

Module ):


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E'(o+ering Agenciesthr* the

CSC PRME4HRMThe Cornerstone for HRM in theBureaucracy


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2012

> %'en"# HR Cli*ateSur+e#> %'en"# Sel% * nt


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eror*an"e de+elo*ent relations -elare

Results of Agency HR Climate Survey


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esults of Agency Self Assessment

%D.%/C$

L$.$L


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CSC PRM$HRMO'9%C63:%S4> Assess te HRM practices and capa-ilities of agencies

> Ser#e as searc mecanism for -est practices in HRM

> Promote and ser#e as a #enue for excange and

de#elopment of expertise in te area of uman

resource management -et&een and among

go#ernment agencies

> Empo&er agencies in te performance of HRM

functions and

> Promote and re&ard excellent uman resource

management practices$


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Seal

of

Excellence

PRIME HRM

Assess

Compreensi#e

HR

AssessmentRe#ie& and

Monitoring


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Seal

of

Excellence

PRIME HRM

Assess

Assist

Continuin'Assistan"e

Re+ie- andE+aluation


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Seal

of

Excellence

PRIME HRM

Assess

Assist

A+ard

$evel *4Regulate

$evel 4Accreditation

$evel +4DeregulateCenterof Excellence

Sealof Excellence


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STRATEGCPER%ORMANCE MANAGEMENTS&STEM

Module 5:


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SPMS alignment to RBPMS

So"ietal oalsOut"o*es

oodo+ernan

"e and%ntiCorrutio

n

Hu*an

De+&t Po+ert#Redu"tion

$"ono*i"De+t

Se"urit#,

4usti"eand Pea"e

Cli*ate

Chan'e%datation

Se"toral oalsOut"o*es

Or'aniational Out"o*es

Ma6or 7inal Oututs 8Citien 7o"used and Produ"tResults9

7inan"ial

Ste-ardshi

nternal Pro"essLeadershi,

Learnin', and

ro-thStrate'i" Peror*an"e Mana'e*ent S#ste* 8ndi+idual9

SERSo"io$"ono*i" Reort

PPARCPriorit#Pro'ra*%""ountailit# ReortCardMARC4M7O%""ountailit# ReortCardMARC4M't

%""ountailit# Reort


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SPMS

!aradigm Sift to S!MS

AREA

PARADI/M SHIF1

FR'M 1'Perspecti#e Performance E#aluation Perf Management

Focus Acti#ities and Inputs 'utputs and 'utcomes

Indicators Performance Indicators

,e$g$ no$ of appointments.

Success Indicators

,e$g$ response time.

Performance Alignment

Focus on indi#idual,competition.

Align Indi#idual to'ffice+Di# ,1eam&or).

Role ofSuper#isor E#aluator Coac and Mentor


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Perfor'ance

P$anningand

Co''it'e

nt

Perfor'anceMonitoring

andCoaching

Perfor'ance Re-ie+

andE-a$*ation

Peror*an"eRe-ardin'and De+&t;Plannin'

SPMS

SPMS

Cycle

%*nctiona$if@

%ll OPCRs,PCRssu*ittedand

aro+edased on theSPMSCalendar

%*nctiona$if@

O?"eLearnin' and

De+elo*ent Plansu*itted> @oPeror*ers& Listsu*itted #OHRMD orre"o**endation

# PR%S$C


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LEADERSHP ANDCOACHNG"RAND

Module A:


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Perfor'ance

P$anningand

Co''it'e

nt

*eadersip and Coacing Brand

SPMS

Cycle

Coacing

Moments

in S!MS


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Perfor'ance

P$anningand

Co''it'e

nt


andCoaching


SPMS

Cycle

Coacing

Moments

in S!MS


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Perfor'ance

P$anningand

Co''it'e

nt


andCoaching

Perfor'ance Re-ie+

andE-a$*ation


SPMS

Cycle

Coacing

Moments

in S!MS


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Perfor'ance

P$anningand

Co''it'e

nt


andCoaching

Perfor'ance Re-ie+

andE-a$*ation

Peror*an"eRe-ardin'and De+&t;Plannin'


SPMS

Cycle

Coacing

Moments

in S!MS


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:4 Chec,

4 Ce$e1rate


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Thin,ing Strategica$$)

Leading Change

"*i$ding Co''it'ent

De-e$o(ing Peo($e

Managing

Perfor'ance

Coaching for Res*$ts

Partnering !Net+or,ing

@he ailit# to dire"tand estalish short

and lon'ran'e lansand "al"ulate and

*ana'e risBs asedon uture or

e*er'in' trends and

out"o*es ode"isions to a"hie+e

CSC 'oals;

@he ailit# to initiateor a"ilitate "han'e

and *oti+ate eoleto e*ra"e it;

@he ailit# to insireand "reate an

en+iron*ent thaten"oura'es ositi+e

intera"tion and

"ollaoration a*on'*e*ers o CSC;

@he ailit# to lan

and suort anindi+idual&s or

tea*&s sBills andailities so that the#"an ulfll "urrent or

uture 6oroleresonsiilitiesee"ti+el#;

@he ailit# to ro+ideti*el# and rele+ant

eeda"B toindi+iduals or 'rousin order or the* to

taBe a"tion and

i*ro+e theireror*an"e;

@he ailit# to nurturelearnin' and 'ro-th;

@he ailit# to uild,

de+elo and utilie"ollaorati+e

relationshis -ithlo"al and

international

artners to a"ilitatethe a""o*lish*ent

o CSC 'oals;


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COMPETENC&4"ASED RECRUTMENTAND #UAL%CATONS STANDARDS

Module :


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Competency;'ased HR

Competencies

are o1ser-a1$e0 'eas*ra1$e and -ita$skills0 knowle!eand attitues

that are trans$ations of ca(a1i$itiesdee'ed essentia$ for organiationa$

s*ccessB


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Competency;'ased HR

Traditiona$HR

Co'(etenc)4"ased HR

!asis EorB %nal#sis

and 4oDes"rition

ndi+idual @raits

andPeror*an"e

Rationale Co*lian"e Produ"ti+it#

HR Role Co*l# -ith

La-s andPoli"ies

Co*etiti+e

%d+anta'e

HRPlannin'

Head Counts Co*eten"#as

Re"ruit*en


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Competency;'ased HR

Traditiona$HR

Co'(etenc)4"ased HR

@rainin' Fno-led'e,

SBills, %ttitudes

Caailit# to

Peror*Peror*an"eMana'e*e

nt

Peror*an"e7eeda"B

Peror*an"eand Caailit#

Re-ardS#ste*

Position radeLe+el

%ilit# toContriute

De+elo*e

nt

.a'ue ndi+idual Path


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Competency;'ased HR

Co'(etenc)4"asedRecr*it'ent and Se$ection

1; More results oriented than =ualif"ations

2; /ondis"ri*inator#

3; dentifes indi+iduals -ith"hara"teristi"s that are di?"ult to

a"=uire throu'h trainin'); !etter *easure o ft -ith or'aniation

"ulture

5; Pro+ides ali"ants -ith oortunities

to e(lain de*onstrate "o*eten"ies


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Competency;'ased HR

Co'(etenc)4"asedRecr*it'ent and Se$ection

A; Co*eten"ies are readil# transerrale

and thereore ro+ides Ge(iilit# -ithassi'n*ents

; Redu"ed trainin' ti*e -ith 'reater ft insele"tion

; $asier to lan "o*eten"# de+elo*entor ne- hires

I; $nales identif"ation o ali"ants asa"Bu or Be# ositions


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CSC Competency Model

Cor

e

Tech

nica$

Core Co'(etencies

1;$(e*li#in'nte'rit#

2;Deli+erin' Ser+i"e$("ellen"e

3;Sol+in' Prole*,MaBin' De"isions

Organiationa$Co'(etencies

1;De*onstratin'Personal$e"ti+eness

2;SeaBin' $e"ti+el#

3;Eritin' $e"ti+el#

);Cha*ionin' and

%l#in' nno+ation

5;Plannin' andDeli+erin'

A;Mana'in'

nor*ation

Leadershi(Co'(etencies

1;@hinBin' Strate'i"all#

2;Leadin' Chan'e3;!uildin'

Co**it*ent

);De+eloin' Peole

5;Mana'in'Peror*an"e

A;Coa"hin' or Results

;Partnerin' and/et-orBin'

Technica$Co'(etencies

1;Strate'i" andCororate Plannin'

2;Poli"# De+elo*ent

3;Poli"# nterretationand *le*entation

);Le'al Mana'e*ent

5;CororateCo**uni"ations

A;@est De+elo*entand $+aluation


; @est %d*inistration

; Re"ruit*ent andPla"e*ent

I; 4o %nal#sis, 4oDes"rition andCo*eten"# De+t

10; !enefts,Co*ensation andEelare%d*inistration


11; Learnin' Dia'nosisand Desi'n

12; Learnin' Deli+er#and $+aluation

13; $*lo#ee Relations

1); Counselin' andrie+an"e

15; Con"iliation andMediation


1A; $*lo#eeOr'aniation M't

1; nor*ation@e"hnolo'# M't

1; Re"ordsMana'e*ent

1I; Lirar#Mana'e*ent

20; %""ountin'

21; Cash Mana'e*ent


22; Sulies andProert#Mana'e*ent

23; 7a"ilitiesMana'e*ent

2); !ud'et

Mana'e*ent25; %udit Mana'e*ent

2A; Pro'ra*Mana'e*ent

2; Se"retariat andLiaison Ser+i"es


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De-e$o(ing the Co'(etenc) Mode$

1; nitial Data atherin'a; !en"h*arBin' 8Lo"al and nternational nstitutions9

; Re+ie- o Do"u*ents 84o Des"rition, S"ore"ard,Strate'# Ma9

"; nter+ie-sd; Sur+e#s

2; dentifed and Clustered

Fno-led'eSBills%ttitudes 8FS%93; Jsed FS% Clusters as asis or Co*eten"#

Re=uire*ents


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De-e$o(ing the Co'(etenc) Mode$

); enerated and "lassifed !eha+ioral ndi"atorsthrou'h inter+ie-s o Hi'h, Mediu* and Lo-Peror*ers

5; .alidated the Co*eten"# Model throu'h aEorBsho "onsistin' o dierent le+els oe*lo#ees

A; .alidated -ith $(ternal StaBeholders throu'h7D

; Co**ission %ro+al o the Co*eten"# Model


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Competency 9ameCompetency DefinitionCore Descriptions+Ru-ricsCompetency *e#els

Bea#ioral Indicators


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Co'(etenc) Assess'ent Process

1; De+eloed 20 Position Profles

2; De+eloed %ssess*ent @ools usin' the !eha+ioralndi"ators

3; Condu"ted Orientation at the Central O?"esollo-ed # a Sur+e# in the aternoon

); Condu"ted Sel%ssess*ent and Suer+isor%ssess*ent usin' !eha+ioral ndi"ators in there=uired and ne(t hi'her le+el

5; Consolidated Sel and Suer+isor %ssess*ents

usin' 50K50K Eei'hts


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Competency Assessment Results

Tota$Assessed Tota$Co'(etent

PercentageCo'(ete

nt


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CORE COMPETENCES Non4S*( S*(-r) E.ec

$(e*li#in' nte'rit# 33 11 3Deli+erin' Ser+i"e$("ellen"e

A) 2) I

Sol+in' Prole*sMaBin'De"

132 22


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ORGAN>ATONALCOMPETENCES

Non4S*( S*(-r) E.ec

De*onstratin' Personal$e"ti+eness 3) I

SeaBin' $e"ti+el# 25

Eritin' $e"ti+el# 131 1I

Cha*ionin' and %l#in'

nno+ation 125 31

Plannin' and Deli+erin' 15A A2

Mana'in' nor*ation 100


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LEADERSHPCOMPETENCES

Non4S*( S*(-r) E.ec

Mana'in' Peror*an"e 2A 11

!uildin' Co**it*ent

De+eloin' Peole 22 15

Partnerin' and /et-orBin' 21 15

@hinBin' Strate'i"all# 1A 12

Leadin' Chan'e 12

Coa"hin' or Results 30 1


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9 < 8 : = F place $earning and !erformance


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Co*eten"#!asedLearnin' and De+elo*ent

!JS/$SS R$SJL@S

P$R7ORM%/C$

L$%R//

(it (*P

&e focus on

performance as a

result of learning$

(it te

end3in3#ie& ofcreating impact

on -usiness

results$

2or>place $earning and !erformance


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!JS/$SS R$SJL@S

P$R7ORM%/C$

L$%R//

9ecessitating te

consideration of

te effect of te

en#ironment on

learning$

Ro-inson! Ro-inson and Blancard

$/.RO/M$/@



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!JS/$SS R$SJL@S

P$R7ORM%/C$

L$%R//

Application of

learning at

&or) aligned

&it -usiness

strategy

producing

concrete and&ort&ile

results$

$/.RO/M$/@

Ro-inson! Ro-inson and Blancard

Brin)eroff



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Learning and De-e$o('ent O((ort*nitiesin CSC

1; 7or*al Classroo* @rainin'a; nternal @rainin'

; $(ternal @rainin'

2;Onthe4o @rainin'

a; Coa"hin'

; Fno-led'e Sharin' and Learnin'

"; Shado-in'


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3; SelDe+elo*enta; SelStud#

; $+enin' or EeeBend Courses

"; $du"ational@rainin' .ideo @aes

d; !ooBs or other Puli"ations4ournals

e; PC @utorialsCo*uter %ided@rainin'Eeinar


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); De+elo*ental %"ti+itiesnter+entionsa; Se"ial EorB Pro6e"t

; %dded Resonsiilities

"; Cross Pro'ra*Rotational or @e*orar#%ssi'n*ents

d;@asB 7or"e or Co**ittee %ssi'n*ent


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ndi-id*a$ De-e$o('ent P$an

&iven your Competency Assessment Result42$ (at competencies &ould you li)e to de#elop

5$ In &at &or) opportunities can you apply tese

competencies

6$ (at learning opportunities can you ta)e

ad#antage to de#elop your competencies

HR Initiatives of the CSC

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