Competency-based

HR Course
May 28 - 30, 2019

1
 WHY COMPETENCY BASED HUMAN RESOURCE

1 It’s The vision For all agencies

2 It’s The natural progression

3 It’s A better predictor Of performance

CSI. Shaping the Servant-Hero towards Public Service Excellence.

 Evolving Role of HR function in Organizations
Measurable
Optimising Value
Organization to the
capability and Organization
People and
performance
HR policy & Organization
efficiency Strategic
procedures to Human
ensure right Resource
people practices Human Management
Resource
Record-keeping and Management
personnel Personnel
transactions Management

Personnel
Administration

CSI. Shaping the Servant-Hero towards Public Service Excellence.

 COMPETENCIES THROUGH THE YEARS…

CSI. Shaping the Servant-Hero towards Public Service Excellence.

Factors that drive work performance

CSI. Shaping the Servant-Hero towards Public Service Excellence.

Factors that drive work performance
Do Intelligence Tests Tap Abilities That Are Responsible
for Job Success?

Aptitude and intelligence tests are not all that valid.

McClelland’s research indicated that although traditional

academic aptitude and knowledge content tests were good
predictors of academic performance, they seldom predicted
outstanding on-the-job performance.

McCLELLAND, AMERICAN PSYCHOLOGIST January 1973

CSI. Shaping the Servant-Hero towards Public Service Excellence.

CSI. Shaping the Servant-Hero towards Public Service Excellence.
 For some purposes it may be desirable to assess competencies that are more
generally useful in clusters of life outcomes, including not only
occupational outcomes but social ones as well, such as
leadership, interpersonal skills, Communication skills.
Patience, Moderate goal setting , ego development.

McCLELLAND, AMERICAN PSYCHOLOGIST January 1973

CSI. Shaping the Servant-Hero towards Public Service Excellence.

 COMPETENCY-BASED HUMAN RESOURCE

CSI. Shaping the Servant-Hero towards Public Service Excellence.

 Knowledge
(Cognitive Domain)

Skills
Attitude
(Physical/
(Psychomotor Domain)
COMPETENCY (Affective Domain)

Behavior
(the observable
demonstration of KSA)

Outstanding Performance of
Tasks/Activities
CSI. Shaping the Servant-Hero towards Public Service Excellence.
 ?
SCORE
BASKETBALL

Valid?
Repeatable?
Reliable?

CSI. Shaping the Servant-Hero towards Public Service Excellence.

 Delivering Service Excellence

CSI. Shaping the Servant-Hero towards Public Service Excellence.

 ORGANIZATIONAL CONTEXT

VISION:
CORE VALUES To be the Center of
• Love of God Excellence
and Country in Strategic HR and OD
• Excellence
• Integrity
• Thinking Strategically and
Creatively
• Building Collaborative and Inclusive
Working Relationship
• Exemplifying Integrity • Managing Performance and
• Delivering Service Coaching for Results
Excellence • Leading Change
• Solving Problems and • Cultivating and Nurturing High
Making Decisions Performing Organization
CSI. Shaping the Servant-Hero towards Public Service Excellence.
 Duties and Responsibilities

 Facilitates data gathering activities.

 Reviews policy documents/related literature.
 Analyzes and interprets data gathered for policy
formulation.
 Evaluates and integrates CSC Regional Offices' policy
proposals/ recommendations.
 Drafts study paper/position paper.
 Responds to queries which require interpretation of
law, rules and policies based on precedent cases

CSI. Shaping the Servant-Hero towards Public Service Excellence.

 Duties and Responsibilities Competencies Needed

 Facilitates data gathering activities.

 Reviews policy documents/related
Research
literature.
 Analyzes and interprets data Analytical thinking
gathered for policy formulation.
 Evaluates and integrates CSC
Regional Offices' policy proposals/ Writing Effectively
recommendations.
 Drafts study paper/position paper. Legal Writing
 Responds to queries which require Policy Interpretation
interpretation of law, rules and
policies based on precedent cases

CSI. Shaping the Servant-Hero towards Public Service Excellence.

 Sample Competencies

Managing
Demonstrating Championing Performance and Thinking Strategically
Exemplifying
Personal and Applying Coaching for and Creatively
Integrity
Effectiveness Innovation Results

Building Collaborative
Speaking Planning and and Inclusive Working
Delivering Service Leading Change
Effectively Delivering Relationship
Excellence

Creating and Nurturing

Solving Problems Writing Managing
and Making Effectively Information a High Performing Organization
Decisions

CSI. Shaping the Servant-Hero towards Public Service Excellence.

 Sample Competencies

Policy Interpretation and Employee Organization

Counseling and Grievance
Implementation Management

Records Management Conciliation and Mediation Facilities Management

Policy Development Audit Management Test Administration

Secretariat and
Accounting Recruitment and Placement
Liaison Services
TECHNICAL
Information Technology Test Development and
Cash Management
Management Evaluation
Strategic and Supply and Property
Library Management
Corporate Planning Management

Legal Management Learning Diagnosis and Design Budget Management

Corporate Communication Learning Delivery and Evaluation Program Management

Benefits, Compensation and Job Analysis, Job Description

Welfare Administration and Competency Development

CSI. Shaping the Servant-Hero towards Public Service Excellence.

 Sample Competencies
Resourcefulness and Initiative Hiring Talented Staff

Building and Mending Relationships

Doing Whatever it Takes

Compassion and Sensitivity

Being a Quick Study

Straightforwardness and Composure

Decisiveness

Balance between Personal Life and

Leading Subordinates
Work
Self-Awareness
Setting a Developmental Climate

Putting People at Ease

Confronting Problem Subordinates

Team Orientation Acting With Flexibility

CSI. Shaping the Servant-Hero towards Public Service Excellence.
 Sample Competencies
Following Instructions and
Deciding and Initiating Action
Procedures
Leading and Supervising Planning and Organising
Presenting and Communicating
Working with People
Information
Achieving Personal Work goals and
Writing and Reporting
Objectives
Adhering to Principles and Values Adapting and Responding to Change
Persuading and Influencing Learning and Researching
Analyzing Formulating Strategies and Concepts
Coping with Pressures and Setbacks Relating and Networking
Delivering Results/Meeting
Creating and Innovating
Customer Expectations
Entrepreneurial and Commercial
Applying Expertise and Technology
Thinking

CSI. Shaping the Servant-Hero towards Public Service Excellence.

 COMPETENCY TABLE SAMPLE
Establishing Direction
ANALYTICAL THINKING AND DECISION MAKING
This competency refers to the ability to identify and understand issues, problems, and opportunities; comparing data from different sources to draw conclusions; using effective
approaches for choosing a course of action or developing appropriate solutions; taking action that is consistent with available facts, constraints, organizational values and ethics,
and probable consequences.
Level 1
• Spots potential problems and
issues
• Gathers and analyzes
information before jumping to
conclusions
• Actively sources required
information from regular internal
and external sources to inform
problem analysis
• Solves simple, routine work-
related problems; sometimes
with guidance
• Follows defined steps or
procedures, or uses past
experience, to delineate the
various aspects of the problem
CSI. Shaping the Servant-Hero towards Public Service Excellence.
Level 2
• Analyzes problem and breaks it
down into small components
using simple analytical
techniques
• Personally investigates and
gathers information to
understand the root of the
problem
• Organizes information gathered
in a logical manner
• Identifies simple cause and
effect relationships between the
different aspects of the problem
• Independently solves problem
within defined job parameters,
responsibilities and expectations
• Consults and verifies solutions
• Can make SWOT analysis
Level 3
• Seeks information from other
relevant sources who are not
directly involved or who are not
routinely consulted to get their
perspective
• Makes complex connections
between aspects of the problem
to surface cause and effect
relationships
• Offers several alternatives to
solve the problem; provides an
analytical framework for
weighing the pros and cons of
alternative solutions
• Rationally compares alternative
solutions, makes decisions and
prioritizes based on the analysis
• Even with complex problems is
able to make decisions in a
timely manner; provides
feedback on status when unable
to make decisions within
expected timeframe
Level 4
• Formulates unique solutions to
complex problems
• Thinks out-of-the-box when
analyzing & proposing
alternative solutions to issues
and problems
• Identifies patterns, trends and
connections across events that
are not obviously related to
reveal new dimensions to
problems and solutions
• Takes a strategic view on
problem definition and proposed
solutions
• Champions untested or creative
solutions to persistent problems
• Coaches others in the use of
analytical tools and problem-
solving techniques
• Shares problem-solving
experiences to facilitate
organizational learning
Level 5
• Promotes continuous
improvement of existing analysis
and problem-solving techniques
• Champions breakthrough
thinking by promoting an
environment that fosters courage
and creativity
• Role-models breakthrough
thinking in addressing strategic
issues
• Successfully identifies risk-
benefit implications of solutions
and alternatives on the
organization
• Influences the internal and
external environment to prevent
the recurrence of persistent
problems
 COMPETENCY TABLE SAMPLE
Competency FACILITATION

Manages meetings to ensure that all parties make an appropriate contribution, the timeline is managed, outcomes are documented and all parties agree on next
Definition
steps.

Proficiency P0 - TRAINED P1 - NOVICE P2 - PROFICIENT P3 - ADVANCED P4 - EXPERT

• Attended a training course on
appropriate methods specified at
Novice level.
Maturity • Started performing basic tasks but still
in learning curve.
Indicator • Practiced between 0 to 11 months.
• Practiced basic skills between 12 to 23
months.
• Chose the appropriate method
identified at the Novice level at a
particular situation.
• Coached a novice on the appropriate
method at a standard situation.
• Practiced between 24 to 47 months.
• Found alternatives when things went
wrong.
• Have scanned the situation and have
strategized for action.
• Have supervised and coached others
on the appropriate method.
• Practiced between 48 to 59 months.
• Acted as subject matter expert.
• Used related skills to build entirely new
way of solving problems.
• Handled complex situations.
• Practiced at 60 and above months.

I have conducted effective meetings with • I have conducted a meeting according • I have conducted a meeting with • I have planned and conducted large • I have taught others how to facilitate
my peers. to a planned agenda achieving the balanced and focused participation, meetings involving complex, high-risk effectively.
Behavioral meeting goals within the time allotted. where I adapted to a new situation or goals or problems with senior level
Statements used technology to achieve a planned audiences.
outcome.

• Planned a meeting agenda and
facilitated a meeting with my peers.
• Facilitated a meeting with my peers
using an appropriate medium.
Sample
Behaviors
• Started meetings with clear purpose,
outcome and rationale (i.e., what's in it
for the audience) statements.
• Managed the natural arc of a meeting
by opening up the discussion,
facilitating idea generation and
bringing the meeting to a close with
objectives accomplished.
• Used application sharing virtual
technology to facilitate meetings.
• Drew everyone into the conversation
to ensure balanced participation.
• Acted as facilitative participant in a
meeting and stepped in to help solve a
problem and move things forward.
• Concluded a meeting and released
participants after the meeting objective
was accomplished.
• Designed a meeting by selecting the
appropriate "Achieving Meeting
Results" processes and tools.
• Facilitated a meeting that helped two
or more parties resolve their
differences.
• Read non-verbal behaviors during a
meeting, and took steps to manage
the energy and focus during a long
(half-day or longer) meeting.
• Balanced my role between facilitating
and contributing content.
• Summarized peoples' points to ensure
shared understanding, using some of
their own words.
• Abandoned or adapted a
straightforward agenda to meet a
change in situation or expectations or
achieve a different outcome.
• Assessed cultural dimensions and
profiling of audience
• Facilitated a series of meetings • Facilitated interactions with senior
required to get to a single decision executive- and Board-level audiences.
point. • Taught workshops about facilitation
• Prompted by verbal and non-verbal techniques and/or coached others in
behavioral clues, asked meeting facilitation.
participants to express thoughts and • Coached others in meeting design
feelings. planning for particularly complex or
• Achieved intended meeting objectives high-stakes meetings.
with difficult meeting participants (e.g. • Provided thought leadership on
someone who tries to derail the facilitation techniques by designing a
meeting, argues vehemently, or is new tool or method for facilitation.
non-constructive).
• Adapted or abandoned a complex
meeting agenda in response to
changes in situation to achieve a
different outcome or expectations.
• Summarized peoples' points to ensure
shared understanding during tense or
politically-charged meetings or when
addressing content that may be
challenging to my participants.
• Managed stakeholders across cultures
• Worked in a global environment

CSI. Shaping the Servant-Hero towards Public Service Excellence.

 COMPETENCY TABLE SAMPLE
CLUSTER MANAGING RELATIONS
COMPETENCY
Customer Focus
OPERATIONAL DEFINITION The ability to effectively deal and/or meet the needs of internal and external customers balanced with the interests of the team or organization.
LEVELS 1 2
CORE DESCRIPTION Responds effectively to customer
needs by delivering on explicit
requirements, objectives and/or
standard.
SAMPLE BEHAVIORS • Understands the implicit needs of
customers based on the service
rendered and displays courtesy and
care in addressing or fulfilling the
need and within defined agreements
or standards.
• Ably determines which customer
requests are beyond one’s scope or
level of authority and effectively
endorses or escalates these to the
appropriate party or authority.
INTERVENTIONS TO • Service Excellence
MATCH LEVEL
• Interaction Management
CSI. Shaping the Servant-Hero towards Public Service Excellence.
Delivers more or beyond the
customer’s stated needs, objectives or
standard but still within the allowed or
prescribed level of control or scope of
the servicing party.
• Understands the explicit needs of
customers and displays courtesy and practices or policies to attend to a
care in confirming or denying if the
stated need can be addressed.
• Takes calculated risks in providing
service to a customer whose request adversely.
may not be part of the scope of
agreed service though is still within
one’s scope or level of authority.
• Tracks satisfaction level and
behavior patterns of customers and
analyzes these in order to improve
service and/or respond proactively to
the changing needs.
• Effective Negotiation Skills
• Conflict Management
3 4
Delivers beyond the customer’s stated
needs well beyond the prescribed
control or scope but ensures and
coordinates this extension of service to
appropriate or involved parties.
• Influence changes in system,
customer’s unusual or outside-of-
scope needs, cognizant that the
requirement does not impact the
business or organization processes
• Client Business Literacy
• Consulting Skills
• Anticipates customer needs and
concerns and recognizes what they
might value and delivers these in a
tactful and professional manner
• Takes care of the customer in a
proactive manner, updating them of
news or progress on issues directly
or indirectly affecting SOWs or the
customer’s business
• Offers additional services to
customer as a result of analysis,
appreciation and understanding of
the customer’s business, needs and
business direction, including the
industry it competes in.
• Client Business Literacy
• Consulting Skills
 COMPETENCY TABLE SAMPLE
COMPETENCY Building collaborative and inclusive working relationships
The ability to build and maintain a network of reciprocal, high trust, synergistic working relationships within the organization and across government and
OPERATIONAL
relevant sectors. This involves the ability to successfully leverage and maximize opportunities for strategic influencing within the organization and with external
DEFINITION
stakeholders.
LEVELS 1 2 3 4
CORE Maximizes existing partnerships Builds partnerships and networks Strengthens and deepens Builds and then leverages on
DESCRIPTION and networks and capitalizes on to deliver or enhance work partnerships and networks to collaborative partnerships and
and ELEMENTS these to deliver or enhance work outcomes deliver or enhance work outcomes. networks to deliver or enhance
outcomes. work outcomes.
Cultivates a Implements commitments and Sets up regular meetings or Maintains positive and productive Sets the climate as well as standards,
robust network of monitors partnership arrangements to consultations with the team, partners working relationships with the team, policies and guidelines for
connections and ensure that the objectives of the or other stakeholders to gather and partners or other stakeholders, despite collaboration with team, partners or
working partnership remain on target. respond to feedback on what is differences in ideas or their attributes, other stakeholders, across
relationships working, what needs are unmet, and or complexities to encourage sharing government and relevant sectors to
how to resolve specific problems, and of expertise and bring about synergies, achieve strategic priorities and shared
to recognize areas of common interest goodwill and mutual benefit. goals.
to plan and carry out joint initiatives.

Negotiates and Uses subject matter knowledge and a
influences strong grasp of key issues in providing
persuasively appropriate recommendations to
engage team members, partners or
other stakeholders and to achieve
positive outcomes.
Demonstrates reliability and uses this
to build credibility with team members,
partners or stakeholders to negotiate
outcomes.
Resolves conflicts, disagreements and Navigates high-risk, complex or
differing interests among team contentious situations across the
members, partners or stakeholders in government and relevant sectors using
a constructive manner (e.g. win-win innovative influencing strategies.
approach; use of appropriate conflict
resolution processes; identification of
common ground through dialogue and
consensus; shared solutions
perspective)

Promotes value Shares accurate and timely Articulates proactively the Identifies barriers to transparency and Models the value and importance of
of transparency information and stimulates open expectations and concerns of team open communication and initiates transparency and keeping
and open discussion of ideas to promote a members and relevant stakeholders appropriate solutions. communication lines open to both
communication positive environment. and implements measures to address internal and external stakeholders
them to build synergy and goodwill. (e.g. facilitates exchange of
information and experiences,
broadens perspectives on emerging
sensitive issues and enhances C3 or
coordination, collaboration and
complementation).

CSI. Shaping the Servant-Hero towards Public Service Excellence.

 Sample Competency Definitions

Establishing Focus: The ability to develop and communicate

goals in support of the business’ mission.

Providing Motivational Support: The ability to enhance

others’ commitment to their work to increase productivity

Managing Change: The ability to demonstrate support for

innovation and for organizational changes needed to improve
the organization’s effectiveness

Developing Others: The ability to delegate responsibility

and to work with others and coach them to enhance their
capabilities.

CSI. Shaping the Servant-Hero towards Public Service Excellence.

Sample Competency Definitions

Delivering Service Ability to provide proactive, responsive,

Excellence accessible, courteous, and effective public
service to attain the highest level of customer
satisfaction.
Solving Problems Ability to resolve deviations and exercise good
and Making judgment by using fact-based analysis and
Decisions generating and selecting appropriate courses of
action to produce positive results.
Championing and Ability to apply new ideas and creative
Applying Innovation solutions to existing processes, methods, and
services to increase productivity and
efficiency
Tips in Developing Behavioral Indicators

1. Be action-oriented. Choose verbs that show

action.
2. Be clear and concise. Do away with jargons.
Observe correct grammar and logical sequencing.
3. Be coherent. Avoid having complex ideas in a
statement.
4. Be consistent. Follow a single format in stating
behavioural indicators within a competency
5. Be gender-fair. Use gender sensitive language at
all times.
Formula for stating Behavioural Indicators:

Behavioural indicators = action verb + object + qualifier or criterion

Describes and distinguishes data or

information that is relevant to the job and the
Managing Information value these brings to one’s functional role,
group or the organisation

Follows up with clients during and after

Costumer Focus delivery of services to ensure that their
needs have been met
 Competency Types

Core
Leadership
Competencies that
relate to the Technical
organization’s Competencies that
values, mission and relate to the skills
needed to perform Competencies that
strategy pertain to specific
leadership or
managerial work and bodies of knowledge
processes and skills required to
perform the defined
activities in an
industry, function or
job
 Competency Types
CORE ORGANIZATIONAL LEADERSHIP

Managing
Demonstrating Championing Performance and Thinking Strategically
Exemplifying
Personal and Applying Coaching for and Creatively
Integrity
Effectiveness Innovation Results

Building Collaborative
Speaking Planning and and Inclusive Working
Delivering Service Leading Change
Effectively Delivering Relationship
Excellence

Creating and Nurturing

Solving Problems Writing Managing
and Making Effectively Information a High Performing Organization
Decisions

CSI. Shaping the Servant-Hero towards Public Service Excellence.

 Competency Types
TECHNICAL
Policy Interpretation and Employee Organization
Counseling and Grievance
Implementation Management

Records Management Conciliation and Mediation Facilities Management

Policy Development Audit Management Test Administration

Secretariat and
Accounting Recruitment and Placement
Liaison Services TECHNICAL
Information Technology Test Development and
Cash Management
Management Evaluation
Strategic and Supply and Property
Library Management
Corporate Planning Management

Legal Management Learning Diagnosis and Design Budget Management

Corporate Communication Learning Delivery and Evaluation Program Management

Benefits, Compensation and Job Analysis, Job Description

Welfare Administration and Competency Development

CSI. Shaping the Servant-Hero towards Public Service Excellence.

 Competencies Demanded of the Work
According to Level in the Organization
Leadership
Competencies

Core Competencies

Technical
Competencies

Technical/ Middle Top

Functional/ Mgmt Mgmt
Admin
CSI. Shaping the Servant-Hero towards Public Service Excellence.
 COMPETENCY BASED HUMAN RESOURCE

CAREER ORGANIZATION
DEVELOPMENT DESIGN

WORKPLACE WORKFORCE
LEARNING PLANNING

A COMPETENCY
FRAMEWORK
PROVIDES INTEGRATED
MEASURE FOR HRM
EMPLOYEE RECRUITMENT/
RELATIONS SELECTION

PERFORMANCE REWARDS/RE
MANAGEMENT COGNITION

CSI. Shaping the Servant-Hero towards Public Service Excellence.

 COMPETENCY BASED HUMAN RESOURCE

RECRUITMENT/ Competency
Competency
SELECTION Requirements are
Requirements are
used to attract,
linked to
identify, select and
performance,
place people in the
behaviors and
organization
actions being
recognized A COMPETENCY
FRAMEWORK LEARNING AND
REWARDS/
PROVIDES INTEGRATED DEVELOPMENT
RECOGNITION
MEASURE FOR HRM
Competency Competency
Requirements are Requirements are
linked to used as basis for
performance gaps identifying and
and performance PERFORMANCE
designing learning
improvements MANAGEMENT interventions

CSI. Shaping the Servant-Hero towards Public Service Excellence.

 Assessing Job Candidates
Meets Exceeds Exceeds Fails Meets

AO II Applicant Applicant Applicant Applicant Applicant

1 2 3 4 5
Delivering Service
Excellence 1 1 1 1 1 1
Exemplifying Integrity
2 2 2 2 1 2
Solving Problems and
Making Decisions 1 1 2 1 1 1
Speaking Effectively
1 1 2 1 1 1
Writing Effectively
2 2 2 2 1 2
Demonstrating
Personal Effectiveness 2 2 3 3 1 2
Championing and
Applying Innovation 1 1 1 2 1
Planning and
Delivering 1 1 1 1 1 1
Managing Information
2 2 2 2 2 2
 Position Profile
Does Not Does Not Does Not Meets Does Not
Meet Meet Meet Meet
Competencies SAO
SAO 1 SAO 2 SAO 3 SAO 4 SAO 5
Resourcefulness and
2 1 1 2 3 3
Initiative
Being a Quick Study 2 1 1 2 3 1
Leading Subordinates 2 2 2 2 3 3
Team Orientation 2 1 2 2 3 3
Building and Mending
2 1 1 1 3 3
Relationships
Compassion and
3 3 3 3 4 3
Sensitivity
Straightforwardness
3 3 3 3 4 3
and Composure
Balance between
Personal Life and 3 3 3 2 4 3
Work
Self-Awareness 3 2 2 3 3 3
CSI. Shaping the Servant-Hero towards Public Service Excellence.
 Position Profile

Competencies SAO 50% 60% 80% 100% 90%

SAO 1 SAO 2 SAO 3 SAO 4 SAO 5
Resourcefulness and
2 1 1 2 3 3
Initiative
Being a Quick Study 2 1 1 2 3 1
Leading Subordinates 2 2 2 2 3 3
Team Orientation 2 1 2 2 3 3
Building and Mending
2 1 1 1 3 3
Relationships
Compassion and
3 3 3 3 4 3
Sensitivity
Straightforwardness
3 3 3 3 4 3
and Composure
Balance between
Personal Life and 3 3 3 2 4 3
Work
Self-Awareness 3 2 2 3 3 3
CSI. Shaping the Servant-Hero towards Public Service Excellence.
 Individual Development Plan (IDP)

 An individual development plan (IDP) is a document that

outlines the projected growth for an employee. It's an
agreement between an employee and employer that
certain competencies should be improved or learned or that
overall performance should meet a certain standard by a
specified time.

 The specifics of an IDP can vary greatly depending on the

job and the status of the employee. Some IDPs are standard
documents for all employees.

CSI. Shaping the Servant-Hero towards Public Service Excellence.

 Individual Development Plan (IDP)

A. Employee Profile
Name _____________________ Position __________
B. Time period: January 2019 – December 2019
C. Objective/ Development Focus :
Improved effectiveness in current role and preparation for
potential senior leadership role.
D. Top 3 Strengths
• Delivering Service Excellence
• Problem-solving & decision-making
• Managing Information
E. Top 3 Development Needs
• Strategic Thinking
• Improve ability to lead change
• Teamwork
CSI. Shaping the Servant-Hero towards Public Service Excellence.
 Individual Development Plan (IDP)
F. Development Actions/Interventions:
a.1. Speak to my Chief about my desire to lead a team.
This would leverage some of my existing strengths and
allow me to gain experience in leading change and
strategic thinking, as well as learn about other functions
of the unit.
a.2 Timing: January to June
a. 3. Cost: none, just my time
b.1. Set up monthly, one-hour phone calls with Imee and
Jinky. They’ve both had experience leading projects like
this and achieved outstanding results.
b. 2. Timing: start 3rd week of January, schedule for rest
of the Semester
b.3. Cost: none, just my time
CSI. Shaping the Servant-Hero towards Public Service Excellence.
 Individual Development Plan (IDP)
F. Development Actions/Interventions:
3. 1. Take a course in leading change. ()2-3 day training
course)
3.2.Timing: 1st quarter.
3.3. Cost: approximately P7,500. 00 to P10,000. 00

4.1. Read books on Leading Change, Strategic Thinking

4.2.Timing: one book per month
4.3. Cost: None, borrow from library, Search the Net.
Timing: complete by June 2019

G. Remarks/Next Step(s)

Prepared by: Reviewed by:

______________ _____________
Employee Supervisor
CSI. Shaping the Servant-Hero towards Public Service Excellence.
Individual Development Plan
 Sample Rating of Accomplishments – EMPLOYEE IPCR

RATING
SUCCESS INDICATORS ACCOMPLISHMENTS Performance
Q E T AVE Gap Competency Gap

Monthly Reports of
Monthly Reports of
Attendance submitted to DC Written
Attendance submitted to
on various dates 3 5 4
DC every 4th day of the Communication/
(as indicated in the attached
following month. error free
Monitoring Sheet)
Quality of Writing
the Reports Effectively

7/10 or 70% of Request for

100% of Request for Certification of Employment Time
Certification of Employment processed and released to Efficiency in Management/
processed and released to client within 3 days from 2 2 Acting on Planning and
client within 3 days from receipt
Request Delivering
receipt (see attached Monitoring
Sheet)

Total Rating 6
Final Average Rating 3
CSI. Shaping the Servant-Hero towards Public Service Excellence.