Prime-Hrm Electronic Self-Assessment Tool

HRMO PRIME-HRM
SELF-ASSESSMENT TOOL
0
PRIME-HRM EXCEL ELECTRONIC SELF ASSESSMENT TOOL
INSTRUCTIONS:
1. The HRMO In-Charge shall perform a self assessment using the electronic
Self-Assessment Tool which shall be provided by the Field Director by email.
2. The Assessor must fill up the basic data required on the Agency Profile. The
applicable information under Sector and Current Agency Status can be
selected from the drop down list.
3. Each agency shall perform their self assessment for each level starting from
Level 4 to Level 1 to determine the Level the agency will qualify for
accreditation or qualify for an award as a Center for HR Excellence or Seal of
HR Excellence.
4. The Assessor shall mark the applicable box with an “X”.
a. Mark “X” the box under "FULLY" if all the elements of a particular
indicator have been met or satisfied.
b. Mark “X” the box under "PARTIALLY" if some elements of a particular

indicator have been started but not fully met.
c. Mark “X” the box under "NOT" if none of the elements has been met.
Note: If an indicator in Level 4 is marked "X", the corresponding similar

indicators in Level 3, Level 2 and Level 1 will automatically be
marked "X". If the pre-marked "X" is encountered, there is no
need to further investigate the marked indicator in the lower
levels. Only those items unmarked “X” need to be assessed.
5. Upon completion of the electronic self assessment, please save the

accomplished form under the file name:
a. For Microsoft Excel Version 97-2003
PRIME-HRM Self Assessment-(Agency Name) (Assessee Name).xls
b. For Microsoft Excel Version 2007 and higher
PRIME-HRM Self Assessment-(Agency Name) (Assessee Name).xlsx

In saving the electronic file:
Click the "Office Button" on the upper LEFT corner
Click "Save As" and Click "Excel Workbook"
-Agency Name (Assessee Name)
Then click “Save”

-Agency Name (Assess Name)
After saving the electronic Self Assessment, please use this self
assessment in calibrating with the findings of the assessment team during
the exit conference.
PRIME-HRM ASSESSMENT
AGENCY PROFILE
AGENCY: (Please do not abbreviate) REGION DATE OF ASSESSMENT
SECTOR: CURRENT AGENCY STATUS: CSC RESOLUTION NO. RESOLUTION DATE
AGENCY HEAD: POSITION TITLE:
HRMO POSITION TITLE: EMP STATUS NO. OF EMPLOYEES

Permanent Status
Temporary, Contractual,
Casual
Co-Terminus, Others
SUMMARY OF ASSESSMENT RESULTS

PRIME HRM Core Areas Level 1 Level 2 Level 3 Level 4
Click the Corresponding HRM Modules to Assessment Assessment Assessment Assessment
go to sections Rating Rating Rating Rating
Section 1 - RECRUITMENT, Rating 0% Rating 0% Rating 0% Rating 0%

SELECTION AND PLACEMENT
System Assessment 0% 0% 0% 0% ###
Competencies Assessment 0% 0% 0% 0% ###
Practices Assessment 0% 0% 0% 0% ###
Section 2 - PERFORMANCE Rating 0% Rating 0% Rating 0% Rating 0%
MANAGEMENT
Section 3 - HRD (Learning & Rating 0% Rating 0% Rating 0% Rating 0%
Development)
Section 4 - REWARDS AND Rating 0% Rating 0% Rating 0% Rating 0%
RECOGNITION
OVERALL ASSESSMENT RATING 0% 0% 0% 0%
CURRENT MATURITY LEVEL LEVEL MATURITY LEVEL TO BE ACHIEVED LEVEL 1
Section 5 - HR Records Management & Other HR Programs Assessment Rating
Section 5a. HR Records Checklist
Section 5b. Leave Benefit Records
Section 1 - RECRUITMENT, SELECTION AND PLACEMENT
Mark your ratings with an "x". Implementation Rating

Fully Partially Not PTS
HRM SYSTEMS
LEVEL 4 - STRATEGIC HRM
1. Strategic Workforce planning system is directed to meet the present up to
1 0
the long-term needs of the Agency.
2. Human Resources Information System (HRIS) maintains data on online

recruitment, selection and placement as well the profile of talents that agencies 1 0
hire and lose. It also generates customized reports.
3. A Promotion and Selection Board (PSB) is in place, with HR as lead in

driving the process. It is open to partnering with external professional experts, 1 0
depending on the position being considered.
4. A well-defined Recruitment, Selection and Placement Procedures Manual

1 0
with online system aligned to the Agency’s strategic goals are in place.
5. Orientation is provided to all employees on the provisions and procedures
contained in the Recruitment, Selection and Placement Manual as well as the 1 0
features of the online system.
6. Talent attraction is done through recruitment branding and proactive
1 0
recruitment means to create a workforce pool.
7. Candidate qualifications are properly matched vis-à-vis the specific or
competency-based qualification standards and institutionalized competency- 1 0
based job description for the position to be filled.
8. Comparative assessment and final evaluation is done by Line Managers and

Promotion and Selection Board (PSB), with the HR Manager taking the lead in
the deliberation of results making use of various competency assessment
methods (simulation, in-basket, discussion, role-playing) for senior and 1 0
identified key positions only, documented structured background investigation,
and competency validation. Weights are assigned to personality tests and
competencies.
0.0
SYSTEM ASSESSMENT
MAXIMUM: 8.0
WEIGHT 30%
TOTAL: 0.0
LEVEL 3 - INTEGRATED HRM

1. Staffing plan and prioritization in filling of positions is based on the short-
1 0
and medium-term needs of the Agency.
2. Electronic database maintains the profiles of both candidates and applicants
1 0
(internal and external). It also generates customized reports.
3. A Promotion and Selection Board (PSB) is in place for specialized, highly
1 0
technical, and executive managerial positions.
4. A well-defined Recruitment, Selection and Placement Procedures Manual
1 0
aligned to the Agency’s short- and medium-term needs is in place.
5. Orientation is provided to all employees on the provisions and procedures

1 0
contained in the Recruitment, Selection and Placement Manual.
6. Talent attraction is done through participation in job fairs, campus

1 0
recruitment, and publication in the Agency intranet.

7. Candidate qualifications are properly matched vis-à-vis the specific or
competency-based qualification standards and competency-based job 1 0
description for selected positions.
8. Comparative assessment and final evaluation is done by the Line Managers

and the Promotion and Selection Board (PSB), with HR Office taking the lead
in the deliberation of results of competency-based simple assessment, 1 0
documented structured background investigation and competency validation.
Weights are assigned to personality tests and competency results.
0.0
SYSTEM ASSESSMENT
MAXIMUM: 8.0
WEIGHT 30%
TOTAL: 0.0
LEVEL 2 - PROCESS-DEFINED HRM

1. Staffing plan is based on the current Agency requirements aligned with DBM
Personnel Service Itemization and Plantilla of Personnel (PSIPOP) or relevant 1 0
approving authority.
2. Simple information system maintains active file of shortlisted candidates.

1 0
Data is segregated by gender.
3. A Promotion and Selection Board (PSB) is established and functional, with
1 0
HR Office as the lead unit.
4. Recruitment, Selection and Placement procedures are customized to the
1 0
Agency requirements and are accompanied by a process flowchart.
5. Orientation is provided to all employees on Recruitment, Selection and
1 0
Placement procedures with emphasis on the customized features.
6. Talent attraction is done through posting in major daily newspapers and

1 0
networking.
7. Candidate qualifications are properly matched vis-à-vis the specific

1 0
qualification standards and job description for the position to be filled.
8. Comparative assessment and final evaluation is done by the Promotion and

Selection Board (PSB), with HR office/unit providing the necessary resources
1 0
from the structured interviews and documented structured background
investigation results.
0.0
SYSTEM ASSESSMENT
MAXIMUM: 8.0
WEIGHT 30%
TOTAL: 0.0
LEVEL 1 - TRANSACTIONAL HRM
1. Staffing plan is solely based on DBM or relevant approving authority. 1 0
2. An active file of shortlisted candidates (hardcopy only) is maintained. 1 0
3. An ad hoc group is established to screen and evaluate candidates for vacant

1 0
positions.

4. Recruitment, Selection and Placement procedures are based on existing
1 0
law, rules, and guidelines issued by relevant authority.
5. Orientation is provided to all employees on Recruitment, Selection and
1 0
Placement procedures.
6. Talent attraction is done through posting at Agency premises and publication
1 0
in government bulletin, as required.
7. Candidate qualifications are properly matched vis-à-vis the minimum
1 0
qualification standards for the position to be filled.
8. Comparative assessment and final evaluation is done by the ad hoc

committee using paper screening, interviews, and results of undocumented 1 0
simple background investigation.
0.0
SYSTEM ASSESSMENT
MAXIMUM: 8.0
WEIGHT 30%
TOTAL: 0.0
COMPETENCIES
LEVEL 4 - SUPERIOR
1. Applies a strategic Staffing Planning system aimed at meeting the present
0
up to the long-term needs of the Agency 1
2. Formulates and champions strategic recruitment policy linked to other HRM
systems (e.g. Performance Management, Talent Management, HRD Plan/L&D, 0
and Retention) 1
3. Applies and manages online recruitment, selection, and placement system 0

1
4. Undertakes proactive recruitment activities, e.g. school tie-up, employer
0
branding, caravans 1
5. Manages the Promotion and Selection Board (PSB) deliberations and

provides results of candidate assessment 0
- Explains use of various competency assessment tools in the deliberation
1
6. Utilizes 360-degree background investigation for senior managerial positions
0
and positions with custodial responsibilities 1
7. Manages the use of the HRIS for recruitment, selection, and placement 0
1
0.0
COMPETENCY ASSESSMENT
MAXIMUM: 7.0
WEIGHT 35%
TOTAL: 0.0
LEVEL 3 - ADVANCED
1. Applies a Staffing Plan based on short- and medium-term objectives of the
0
Agency through forecasting and prioritization 1
2. Formulates customized recruitment policies linked to other HRM systems
0
(e.g. Performance Management and HRD Plan/ L&D) 1

3. Develops and designs improvements to existing battery of recruitment and
placement tools, methodologies, processes, and procedures based on 0
emerging technologies 1
4. Develops Recruitment strategies such as job fairs and campus recruitment
0
activities to source for candidates 1
5. Applies Recruitment and Placement Calendar/Plan 0

1
6. Facilitates competency-based assessment process to Line Managers and
0
Promotion And Selection Board (PSB) members 1
7. Evaluates and analyzes results of structured background Investigation vis-a-
0
vis competencies 1
8. Manages an automated database of applicants and candidates 0

1
0.0
MAXIMUM: 8.0
WEIGHT 35%
TOTAL: 0.0
LEVEL 2 - INTERMEDIATE
1. Applies a Staffing Plan (PSI) based on current Agency requirements 1 0
2. Develops Recruitment, Selection, and Placement guidelines within existing

1 0
laws and regulations
3. Sources both internal and external applicants 1 0
4. Performs structured interviews based on job descriptions 1 0
5. Administers appropriate written examinations 1 0
6. Responds appropriately to application queries/ requests 1 0
7. Conducts workshop on selection process for Promotion and Selection Board

(PSB) members 1 0
- Facilitates calibration process in the assessment of candidates
8. Evaluates and analyzes results of structured background investigation for
1 0
second level, supervisory, and executive/managerial positions
9. Maintains and organizes an active file of short-listed candidates in a
1 0
standalone electronic system
0.0
MAXIMUM: 9.0
WEIGHT 35%
TOTAL: 0.0
LEVEL 1 - BASIC
1. Applies a Staffing Plan based on Personnel Service Itemization (PSI) 0

1

2. Applies Recruitment, Selection, and Placement guidelines 0

1
3. Explains Recruitment, Selection, and Placement process to employees 0

1
4. Applies policies on Gender and Development (GAD) and Persons with
0
Disability (PWD) in the recruitment process 1
5. Evaluates candidate qualifications vis-a-vis Qualification Standards (QS) 0

1
6. Performs secretariat function to the ad hoc committee of the Agency 0

1
0.0
MAXIMUM: 6.0
WEIGHT 35%
TOTAL: 0.0
GOOD PRACTICES
1. Agency Heads can describe the strategies they have in place to make sure
recruitment and selection meets the needs of the Agency, and is fair, efficient, 1 0
and effective.
2. Agency heads can describe how the Agency’s recruitment and selection
strategies are linked to its strategic HR Plan and are designed to make sure 1 0
the agency has talented and diverse workforce that is able to achieve its vision.
3. Supervisors/managers can describe how they make sure recruitment and

1 0
selection is fair, efficient and effective.
4. Supervisors/managers can describe how they play an important role in
recruiting and selecting employees with values that are aligned with Agency’s 1 0
values.

5. Employees can describe clearly and competently the features of the
1 0
Agency’s recruitment and selection system.
0.0
PRACTICE ASSESSMENT
MAXIMUM: 5.0
WEIGHT 35%
TOTAL: 0.0

1. Agency heads can describe the plan they have in place to make sure
recruitment and selection meets the needs of the Agency, and is fair, efficient 1 0
and effective.
1 0
selection is fair, efficient and effective.
3. Supervisors/managers can describe how they play an important role in
recruiting and selecting employees with values that are aligned with the 1 0
Agency’s values.
1 0
0.0
PRACTICE ASSESSMENT
MAXIMUM: 4.0
WEIGHT 35%
TOTAL: 0.0

1 0
selection is fair & efficient.
1 0
0.0
PRACTICE ASSESSMENT
MAXIMUM: 2.0
WEIGHT 35%
TOTAL: 0.0

1 0
selection is fair.
0.0
PRACTICE ASSESSMENT
MAXIMUM: 1.0
WEIGHT 35%
TOTAL: 0.0
OVERALL ASSESSMENT - RECRUITMENT, SELECTION & PLACEMENT

Level 1 Level 2 Level 3 Level 4
Maximum 4.9 Maximum 6.3 Maximum 6.6 Maximum 6.6
TOTAL: 0.0 TOTAL: 0.0 TOTAL: 0.0 TOTAL: 0.0
Percent Percent Percent Percent
Compliance
0% Compliance
0% Compliance
0% Compliance
0%
Section 2 - PERFORMANCE MANAGEMENT

HRM SYSTEMS
1. HR leads in driving the performance management process. HR partners with
Management in making decisions related to talent retention, promotion, and 1 0
development.
2. Target setting is through individual Key Performance Indicators (KPIs),

1 0
which are supportive of strategic Agency goals.
3. Core competencies for all employees are established. 1 0
4. Leadership, organizational and functional competency development goals

1 0
for senior managers and supervisors are present.
5. Continual coaching for results and mentoring sessions are documented. 1 0
6. Self-rating by employee is done on year-end performance review with

1 0
competencies and development needs identified.
7. Performance Improvement Plan based on competencies is set up as

1 0
needed.
8. Performance discussion is done on delivery of individual and team goals and

1 0
competencies, and how these support organizational goals.
9. Establishment of Individual Development Plans for all levels is done. 1 0
10.Calibration of the application of performance standards to the value of

1 0
performance ratings is done consistently throughout the Agency.
11. Electronic copy of interactive Performance Commitment, Evaluation, and
1 0
Development Plan Forms is in use.
12. Link to HRIS supports monitoring and evaluation of data generated from
electronic Performance Management System (PMS) to facilitate and help in 1 0
decision-making.
0.0
SYSTEM ASSESSMENT
MAXIMUM: 12.0
WEIGHT 30%
TOTAL: 0.0

1. Performance Management Team (PMT) is established and fully functional,
with HR as partner of Management in driving the performance management 1 0
process.
2. Target setting is through individual Key Performance Indicators (KPIs),
1 0
which are inter-related and supportive of division/unit goals.
3. Core competencies for all employees are considered. 1 0
4. Regular and scheduled coaching sessions, including mid-year review and

1 0
year-end evaluation, are documented.
5. Self-rating by employee is done on year-end performance review with
1 0
competencies and development needs identified.
6. Performance Improvement Plan based on competencies is set up as

1 0
needed.

7. Performance discussion is done on delivery of individual and team goals and
1 0
competencies, and how these support organizational goals.
8. Establishment of Individual Development Plans (Developmental Needs) for
1 0
executive/managerial and supervisory positions is done.
9. Calibration of the application of performance standards to the value of

1 0
performance ratings is done consistently within the functional group or section.
10. Electronic copy of Performance Commitment, Evaluation, and

1 0
Development Plan Forms is in use.
11. Existence of an information system supports monitoring and evaluation of
data generated from electronic Performance Management System (PMS), 1 0
capturing employee input and documentation of accomplishment on-line.
0.0
SYSTEM ASSESSMENT
MAXIMUM: 11.0
WEIGHT 30%
TOTAL: 0.0

1. Performance Management Team (PMT) is established and fully functional. 1 0
2. Target setting is consistently done for all employees based on job function
1 0
and team performance commitments.
3. Regular and scheduled feedback sessions, including mid-year review and
1 0
year-end evaluation, are documented.
4. Self-rating by employees is not practiced. 1 0
5. Performance discussion focuses on the delivery of individual and team

1 0
goals.
6. Establishment of Individual Development Plans (Developmental Needs) for

1 0
executive/managerial positions is done.
7. Calibration of the application of performance standards to the value of

1 0
performance ratings is done consistently within the office or department.
8. Hard copy of Performance Commitment and Evaluation Forms as well as
1 0
Performance Monitoring form is in use.
9. Simple information system tracks accomplishment of targets to support

1 0
monitoring and evaluation.
0.0
SYSTEM ASSESSMENT
MAXIMUM: 9.0
WEIGHT 30%
TOTAL: 0.0
1. An ad hoc group reviews performance targets and accomplishments. 1 0
2. Target setting is focused on job function. 1 0
3. Feedback is provided as need arises. 1 0


4. Self-rating by employees is not practiced. 1 0
5. No discussion on performance. 1 0
6. Calibration of performance ratings is not practiced. 1 0
7. Hard copy of Performance Commitment and Evaluation Forms is in use. 1 0
8. No database for performance rating of all employees is maintained. 1 0
0.0
SYSTEM ASSESSMENT
MAXIMUM: 8.0
WEIGHT 30%
TOTAL: 0.0
COMPETENCIES
LEVEL 4 - SUPERIOR
1. Sets direction in the implementation of policies, systems, and procedures 1 0
2. Reviews alignment of Agency goals with partner cluster agency goals,

translated into more refined goals and expectations and cascaded at the unit 1 0
and individual levels
3. Leads the development of functional and leadership competencies aligned
1 0
with Agency strategies
4. Resolves performance-related issues 1 0
5. Orients all officials and employees on Key Performance Indicators

1 0
supportive of strategic Agency goals
6. Uses Performance Management System results as basis for Rewards and

Recognition (PRAISE or its equivalent) and step increment; and as input for 1 0
Learning and Development, Talent Management, and Strategic Planning
7. Explains how to accomplish Individual Development Plans to all employees 1 0
8. Discusses with senior managers and supervisors the alignment of Key

1 0
Performance Indicators with leadership competency goals
0.0
MAXIMUM: 8.0
WEIGHT 35%
TOTAL: 0.0
LEVEL 3 - ADVANCED
1. Formulates policy guidelines for the institutionalization of the Strategic
1 0
Performance Management System
2. Institutionalizes the Strategic Performance Management System
o Recommends committee members 1 0
o Reviews and recommends action on performance-related issues
3. Reviews alignment of Agency goals with unit/individual goals 1 0


4. Explains results of degree of compliance to concerned units/ employees 1 0
5. Orients all officials and employees on Key Performance Indicators (KPIs)

supportive of division/unit goals
 Assessment of core competencies 1 0
 New features in developing performance targets focused on job
function/ team performance goals and core competencies
6. Explains how to accomplish Individual Development Plans to supervisors,

1 0
and Performance Improvement Plan (PIP) to managers
7. Discusses with senior managers and supervisors the alignment of Key

Performance Indicators with the core, functional, and organizational 1 0
competency goals
8. Uses Performance Management System results as basis for Rewards and
Recognition and step increment; and as an input to Learning and Development 1 0
and Promotion
0.0
MAXIMUM: 8.0
WEIGHT 35%
TOTAL: 0.0
1. Formulates Agency-specific implementing instructions based on CSC
1 0
Strategic Performance Management System (SPMS)
2. Orients all officials and employees on customized provisions 1 0
3. Explains how to accomplish the Individual Development Plan (IDP) to senior

1 0
and managerial employees
4. Participates in calibration/deliberation meetings as part of the Performance
1 0
Management Team (PMT)
5. Prepares reports based on recommendations of Performance Management
1 0
Team
6. Monitors and assesses implementation of the system 1 0
7. Evaluates reports on compliance to Performance Management System 1 0
0.0
MAXIMUM: 7.0
WEIGHT 35%
TOTAL: 0.0
LEVEL 1 - BASIC
1. Implements Performance Management System (PMS) and/or Performance
0
Appraisal System 1
2. Orients employees on features of existing Performance Management
0
System 1
3. Explains how to accomplish the Performance Appraisal Form to all
0
employees 1
4. Tracks compliance in preparing Performance Appraisal Form 0

1

5. Monitors submission of Performance Appraisal Form for the conduct of
0
performance discussion 1
6. Monitors and reports compliance to Performance Management System 0

1
0.0
MAXIMUM: 6.0
WEIGHT 35%
TOTAL: 0.0
GOOD PRACTICES
1. Agency Heads can explain and make sure that the Agency has a clear
mandate, vision, and mission supported by strategic goals for improving its 1 0
performance.
2. Agency Heads can explain and make sure that the agency has an overall
1 0
plan with measurable performance objectives.
3. Agency Heads can explain and make sure it has constructive relationships
with representative groups who are consulted when developing the Agency’s 1 0
overall plan.
4. Agency heads can explain and make sure that the Agency has key
performance indicators to improve its performance as well as its employees’ 1 0
performance.
5. Agency Heads can describe strategies they have in place to create an
environment where everyone is encouraged to contribute ideas to improve 1 0
his/her own performance and other employees’.
6. Supervisors/managers can describe how they involve employees when
developing the agency’s overall Plan and agreeing on team and individual 1 0
objectives.
7. Supervisors/managers can give examples of how they give employees
constructive feedback on their performance on a regular and appropriate 1 0
manner.
8. Supervisors/managers can give examples of improvements on individual
performance and that of the team and Agency’s performance, and how they 1 0
manage change effectively
9. Supervisors/managers can give examples of improvements they have
1 0
introduced and how they managed change effectively
10. Supervisors/managers can describe the key performance indicators they
1 0
use to improve the performance of the Agency and that of their subordinates.
11. Employees who are members of representative groups can confirm that
Agency Heads promote constructive relationships with the groups and 1 0
consultations are undertaken when developing the Agency’s overall plan.
12. Employees can explain the objectives of their respective team and the
organization at a level that is appropriate to their role, and can describe how 1 0
they are expected to contribute to developing and achieving them.
13. Employees can give examples of improvements that have been introduced
1 0
and how change is managed effectively.
14. Employees can give examples of improvements in the performance of the
1 0
team and how change is managed effectively.
15. Employees can describe the key performance indicators used by the
1 0
Agency to improve its performance as well as their individual performance.
16. Employees can give examples of how they receive constructive feedback
1 0
on their performance on a regular and appropriate manner.

0.0
PRACTICE ASSESSMENT
MAXIMUM: 16.0
WEIGHT 35%
TOTAL: 0.0

1. Agency Heads can explain and make sure it has constructive relationships
with representative groups who are consulted when developing the Agency’s 1 0
overall plan.
2. Agency Heads can explain and make sure that the Agency has key
performance indicators to improve its performance as well as its employees’ 1 0
performance.
3. Agency Heads can describe plans they have in place to create an
environment where everyone is encouraged to contribute ideas to improve 1 0
his/her own performance and of other employees’.
constructive feedback on their performance on a regular and appropriate 1 0
manner.
performance and that of the team and Agency’s performance, and how they 1 0
manage change effectively.
6. Supervisors/managers can give examples of improvements they have
1 0
introduced and how they have managed change effectively.
7. Supervisors/managers can describe the key performance indicators they use
1 0
to improve the performance of the Agency and that of their subordinates.
8. Employees who are members of representative groups can confirm that
Agency Heads promote constructive relationships with the groups and 1 0
consultations are undertaken when developing the Agency’s overall plan.
9. Employees can give examples of improvements that have been introduced
1 0
and how change is managed effectively.
10. Employees can give examples of improvements in the performance of the
1 0
team and how change is managed effectively.
11. Employees can describe the key performance indicators used by the
1 0
Agency to improve its performance as well as their individual performance.
12. Employees can give examples of how they receive constructive feedback
1 0
on their performance on a regular and appropriate manner.
0.0
PRACTICE ASSESSMENT
MAXIMUM: 12.0
WEIGHT 35%
TOTAL: 0.0

1 0
feedback on performance on a regular and appropriate manner.
1 0
performance and that of the team.
3. Supervisors/managers can describe the performance targets they use to
improve the performance of their department/work unit as well as the targets of 1 0
their subordinates.
4. Employees can give examples of their own performance improvements. 1 0


5. Employees can give examples of improvements in the performance of their
1 0
team.
6. Employees can describe their own key performance targets used by the
department/work unit to improve its performance as well as their individual 1 0
performance.
7. Employees can give examples of how they receive feedback on their
1 0
performance on a regular and appropriate manner.
0.0
PRACTICE ASSESSMENT
MAXIMUM: 7.0
WEIGHT 35%
TOTAL: 0.0

1. Supervisors/managers can describe their own job as well as their
0
subordinates' targets. 1
2. Employees can describe their own performance targets. 0

1
0.0
PRACTICE ASSESSMENT
MAXIMUM: 2.0
WEIGHT 35%
TOTAL: 0.0
OVERALL ASSESSMENT - PERFORMANCE MANAGEMENT SYSTEM (PMS)

MAXIMUM: 5.2 MAXIMUM: 7.6 MAXIMUM: 10.3 MAXIMUM: 12.0
Compliance
0% Compliance
0% Compliance
0% Compliance
0%
Section 3 - HRD (Learning & Development)

HRM SYSTEMS
1. A separate unit/group for Learning/Training Center is established, with HR as
lead in driving the process of making decisions related to HRD/L&D 1 0
interventions.
2.HRD/L&D investment plan is set according to Agency’s strategic mandate, and
1 0
is approved by Agency authorities.
3. L&D Hours are defined per employee as follows:
Minimum number of hours per year based on the Individual Development Plan of 1 0
the employees.
4. Training and development needs identification and analysis is based on
alignment between strategic organization direction with employee performance 1 0
and competency gaps and career growth, and is updated every year.
5. Three-year Strategic Training and Development plan is prioritized and

updated on a yearly basis. The plan responds to performance and competency
gaps that require training and other HRD modes/methodologies, including 1 0
scholarship, integrated on-boarding, and succession planning requirements. The
Agency has a written and formalized L&D plan for all core positions.
6. The strategic training plan provides a culture of learning that helps the
organization continually improve achievement of goals and attain new 1 0
possibilities and capacities.
7. Training interventions are designed to support the Agency’s Strategic Talent

1 0
Plan, knowledge sharing, and continuous improvement.
8. Development of interventions is in partnership with external or foreign L&D

1 0
partners geared toward interactive learning and sharing.
9. HRD delivery is through the use of various HRD modes and methodologies
1 0
including innovative learning methods.
10. Management trainee or cadetship program for High Potentials is

1 0
implemented.
11. Established pool of internal trainers/facilitators and external or foreign L&D
1 0
partners conducts training programs.
12.Training evaluation is done through Return on Investment (ROI) of L&D

programs in relation to the Agency’s strategic talent plan and impact of delivery 1 0
of service to the client.
13. All HR-related information is linked to Human Resources Information System

(HRIS) that supports monitoring and evaluation of:
• Historical L&D plans and programs/interventions
• Historical Employee L&D data 1 0
• Employee Individual Development Plans
• HRD/L&D analytics
- Metrics: cost relative to market, measurement of course
0.0
SYSTEM ASSESSMENT
MAXIMUM: 13.0
WEIGHT 30%
TOTAL: 0.0

1. Personnel Development Committee (PDC) is established and fully functional
1 0
with HR as partner of Management in driving the process.

2. HRD/L&D investment plan is set according to Agency’s short-term goals, and
1 0
is approved by Agency authorities.
Minimum number of hours consistent with the approved Qualification Standards
(QS), needs analysis, and Individual Development Plan for supervisory and 1 0
higher positions.
4. Training needs identification and analysis is based on alignment of

1 0
organizational and individual performance gaps, and is done annually.
5. Three-year Training and Development Plan is prioritized on a yearly basis.

The plan responds to performance and competency gaps that require training
with identified appropriate HRD modes/methodologies, e.g. classroom, online, 1 0
coaching, projects, etc. The plan also includes an integrated on-boarding
program (interfaced with the whole Agency)
6. Training calendar supports the Individual Development Plans for supervisory

and higher positions. Team Learning Needs aimed at improving individual/team 1 0
and Agency performance.
7. Development and conduct of training programs is in partnership with the HR

1 0
Lead and Line Managers.
8. HRD delivery is through the use of various HRD modes and methodologies,
e.g. classroom, workplace coaching, online, internship, practicum, immersion, 1 0
benchmarking, among others.
9. Management trainee or cadetship program for High Potentials is implemented. 1 0
10. Pool of internal trainers/facilitators conducts programs for competency and

1 0
basic leadership development.
11. Training evaluation is done through both qualitative and quantitative benefit
cost analyses, which assess program effectiveness and relevance to Agency 1 0
needs in relation to cost.
12. Electronic HRD/L&D system supports monitoring and evaluation of:

• Learning and Development activities per employee/ Agency based on
Individual Development Plan
• Annual Training and development programs/ interventions and 1 0
• List of participants
• Competency profile per employee
• Training report
0.0
SYSTEM ASSESSMENT
MAXIMUM: 12.0
WEIGHT 30%
TOTAL: 0.0
1. Personnel Development Committee (PDC) is established and fully functional. 1 0
2. HRD/L&D budget is set according to Agency’s current requirements, and is

1 0
approved by Agency authorities.
Minimum number of hours consistent with the approved Qualification Standards
(QS), and as a result of a needs analysis, and Individual Development Plan for 1 0
senior/ managerial positions.
4. Training and development is based on simple individual Training Needs

1 0
identification. It is not done regularly.
5. Training Plan is mainly a listing of basic orientation, induction, and basic
1 0
supervisory training.

6. Training calendar design is based on identified performance and core
1 0
competency gaps.
7. Development and conduct of programs is in partnership with external training
1 0
providers.
8. HRD delivery is limited to training and classroom methodology. 1 0
9. L&D specialist serves as internal facilitator for technical training. 1 0
10. Training evaluation is done through qualitative cost benefit analysis, which
1 0
assesses program effectiveness in relation to performance.
11. Simple information system supports monitoring and evaluation of:

• Learning and Development activities per employee/ Agency based on
Individual Development Plan
1 0
• Annual training and development programs/ interventions
• List of participants
0.0
SYSTEM ASSESSMENT
MAXIMUM: 11.0
WEIGHT 30%
TOTAL: 0.0
1. An ad hoc group reviews HRD/L&D programs. 1 0
2. HRD/L&D budget is set at a minimum limit of 3% taken from the total

Maintenance and Other Operating Expenses (MOOE) of the agency, and is 1 0
approved by Agency authorities.
3. L&D Hours are defined per employee as follows: At least 1 training program
1 0
attended per year.
4. Lack of a systematic process for identifying training needs of the employees. 1 0
5. Absence of a training plan. Training is based only on invitations to participate

1 0
in training and/or public offerings.
6. No training calendar is implemented. 1 0
7. Conduct of programs is on as-needed basis. 1 0
8. HRD delivery is through attendance in public seminars/ workshops. 1 0
9. No internal facilitators are in place. 1 0
10. Training evaluation is done through qualitative analysis based on feedback

1 0
provided by participants.
11. Database maintains a list of participants and training programs attended. 1 0
0.0
SYSTEM ASSESSMENT
MAXIMUM: 11.0
WEIGHT 30%
TOTAL: 0.0
COMPETENCIES
LEVEL 4 - SUPERIOR

1. Establishes direction in the implementation of HRD programs by approving

1 0
policy guidelines for the institutionalization of HRD programs
2. Manages and guides the Personnel Development Committee in making

decisions on HRD/L&D interventions
- Approves appropriate training and development activities for various levels 1 0
of position
3. Designs performance improvement interventions on Workplace Learning and

1 0
Performance aligned with Agency strategic requirements for core positions
4. Leads sharing of expertise through innovative learning methods 1 0
5. Performs ROI analysis and impact evaluation of Learning and Development

1 0
programs conducted
6. Establishes and facilitates on-boarding program that includes strategic
1 0
partners in its focus
0.0
MAXIMUM: 6.0
WEIGHT 35%
TOTAL: 0.0
LEVEL 3 - ADVANCED
1. Formulates policy guidelines for the institutionalization of HRD programs that

support the Agency vision, mission, goals, and core values, and are linked to 0
Strategic Performance Management System (SPMS)
1
2. Partners with the Personnel Development Committee in implementing the
0
Learning and Development Program of the Agency 1
3. Develops training plan that covers general orientation, functional and technical
skills, and Leadership Development, and is aligned with Agency goals and linked 0
to the Performance Management System (PMS) 1
4. Facilitates combination of classroom and non-classroom approaches 0

1
5. Collaborates with training institutions on the design and conduct of Learning
0
and Development activities 1
6. Works with line managers on the conduct of Learning and Development
0
programs 1
7. Performs qualitative and quantitative cost benefit analysis on training
0
programs conducted 1
8. Establishes and facilitates on-boarding program that is focused on the Agency 0

1
0.0
MAXIMUM: 8.0
WEIGHT 35%
TOTAL: 0.0
1. Applies Agency-specific Learning and Development policy adapted to and
0
aligned with CSC policy and Local Government Academy policies 1
2. Performs activities that provide technical support to the Personnel
Development Committee (PDC) 0
- Identifies and analyzes training needs 1

3. Develops training plans to address performance gaps, behavioural

0
modification, and technical and basic supervisory training
1
4. Disseminates the training calendar 0

1
5. Facilitates Learning and Development programs using traditional approaches 0

1
6. Liaises and discusses with external training providers on the conduct of
1 0
training and development activities
7. Performs qualitative cost benefit analysis on training programs conducted
0
1
8. Facilitates structured induction program for new hires
0
1
0.0
MAXIMUM: 8.0
WEIGHT 35%
TOTAL: 0.0
LEVEL 1 - BASIC
1. Applies HRD/Learning and Development Program on an ad-hoc basis (per
0
invitation basis) 1
2. Performs administrative assistance to ad hoc group that reviews HRD/L&D
0
programs and participants 1
3. Monitors budget utilization and attendance (at least one program per
0
employee per year) 1
4. Maintains a database of training and development activities 0

1
5. Performs qualitative analysis reports on training programs attended 1 0
6. Facilitates basic orientation for new hires 0

1
0.0
MAXIMUM: 6.0
WEIGHT 35%
TOTAL: 0.0
PRACTICE
1. Agency Heads can explain the Agency’s Learning and Development needs,
the plans and resources in place to meet them, how these contribute to the 1 0
achievement of Agency objectives, and how the impact will be evaluated.
2. Agency Heads can describe the Agency’s overall investment of time, money,
1 0
and resources in Learning and Development.
3. Agency Heads can explain, and quantify where appropriate, how Learning
1 0
and Development has improved the performance of the Agency.
4. Agency Heads can explain the development needs of employees and
describe strategies to ensure everyone has equitable access to appropriate 1 0
Learning and Development opportunities
5. Agency Heads can describe how the organization’s structure is designed to
1 0
achieve its Agency goals and optimize employees’ talents.
6. Agency Heads can explain the Agency’s internal communication system
1 0
encouraging sharing of knowledge and information throughout the Agency.

7. Agency Heads can describe how consultation and involvement are part of
1 0
Agency culture.
8. Agency Heads can describe how the evaluation of their investment in
employees is used to develop their strategy for improving the performance of the 1 0
Agency.
9. Agency Heads can describe the impact of their investments in employees on
1 0
achieving key performance indicators.
10. Agency Heads can describe feedback methods they use to understand
employees’ needs and expectations and highlight necessary improvements to 1 0
the way they are managed and developed.
11. Agency Heads can give examples of how the evaluation of their investment
in employees has resulted in improvements in the Agency’s strategy for 1 0
managing and developing employees.
12. Supervisors/managers can describe how they encourage sharing of

1 0
knowledge and information throughout the Agency.
13. Supervisors/managers can explain team Learning and Development needs,
the activities planned to meet them, how these are linked to achieving specific 1 0
team objectives, and how the impact will be evaluated
14. Supervisors can describe how they involve subordinate employees in
identifying the Learning and Development needs of their team and the activities 1 0
planned to meet them.
15. Supervisors/managers can give examples of how Learning and Development
1 0
has improved the performance of their team and the Agency.
16. Supervisors/managers can explain the development needs of the employees
and describe how they can ensure everyone has equitable access to appropriate 1 0
Learning and Development opportunities.
17. Supervisors/managers can describe how they promote a sense of ownership

and responsibility by encouraging employees to be involved in decision-making, 1 0
both individually and through representative groups, where they operate.
18. Supervisors/managers can describe how they ensure employees are given
1 0
the opportunities to optimize their talents within the organization.
19. Employees can confirm that they have access to knowledge and information
and receive the support they need in decision making and performance 1 0
improvement.
20. Employees can explain what their Learning and Development activities
1 0
should achieve for them, their team, and the Agency.
21. Employees can describe how they are involved in Learning and
1 0
Development needs analysis and the activities planned to meet them.
22. Employees can describe how their Learning and Development needs have
been met, what they have learned, and how they have applied this in their 1 0
respective jobs.
23. Employees can give examples of how Learning and Development has
improved their performance, the performance of their team, and that of the 1 0
Agency.
24. Employees can describe the opportunities available to optimize their talents
1 0
within the organization.
25. Employees can describe how supervisors/managers show their commitment
to ensure everyone has equitable access to appropriate Learning and 1 0
Development opportunities.
26. Employees can describe how they are encouraged to be involved in
decision-making that affects individual/ team/ Agency performance at a level that 1 0
is appropriate to their respective roles.
27. Employees can describe how they are encouraged to take ownership of and
responsibility for decisions that affect the performance of individuals, teams, and 1 0
Agency at a level that is appropriate to their respective roles.

Leadership Development
28. Agency heads can describe the knowledge, skills and behaviors
supervisors/managers need to lead, manage and develop employees effectively
1 0
and the plans they have in place to make sure supervisors/managers have these
capabilities.
29. Agency heads can describe how they define the current and future
capabilities supervisors/managers need in line with the Agency purpose, vision 1 0
and values and strategic direction.
30. Agency Heads can describe how they create an environment where
1 0
everyone is encouraged to develop leadership capabilities.
31. Agency Heads can describe how they ensure managers are regularly
reviewed against the required capabilities and are able to receive constructive 1 0
feedback on their performance.
32. Agency heads can describe how they act as role models for inspirational
1 0
leadership and have an open, honest and trusting management style.
33. Agency heads can describe how they have made performance coaching part
1 0
of the Agency’s culture.
34. Supervisors/managers can describe how they are involved in defining the
1 0
current and future capabilities that all supervisors/ managers need.
35. Supervisors/managers can describe the knowledge, skills and behaviors they
1 0
need to lead, manage and develop employees effectively.
36. Supervisors/managers can confirm that they are regularly reviewed against
the required capabilities and are able to receive constructive feedback on their 1 0
performance.
37. Employees can give examples of how they have been encouraged to
1 0
develop their leadership capabilities.
38. Employees can describe what their supervisors/managers should be doing to
1 0
lead, manage and develop them effectively.
0.0
PRACTICE ASSESSMENT
MAXIMUM: 38.0
WEIGHT 35%
TOTAL: 0.0

1. Agency Heads can explain the Agency’s Learning and Development needs,
the plans and resources in place to meet them, how these contribute to the 1 0
achievement of Agency objectives, and how the impact will be evaluated.
2. Agency Heads can describe the Agency’s overall investment of time, money,
1 0
and resources in Learning and Development.
3. Agency Heads can explain, and quantify where appropriate, how Learning
1 0
and Development has improved the performance of the Agency.
describe Learning and Development plans to ensure everyone has equitable 1 0
access to appropriate Learning and Development opportunities
5. Agency Heads can describe how the organization’s structure is designed to
1 0
achieve its Agency goals and optimize employees’ talents.
1 0
7. Agency Heads can describe how consultation and involvement are part of
1 0
Agency culture.
8. Agency Heads can describe how the evaluation of their investment in
employees is used to develop Agency goals for improving the performance of 1 0
the Agency.

9. Agency Heads can describe the impact of their investments in employees on
1 0
achieving key performance indicators.
managers’ and supervisors’ needs and expectations, and highlight necessary 1 0
improvements to the way they are managed and developed.
11. Agency Heads can give examples of how the evaluation of their investment
in employees has resulted in improvements in the Agency’s goals for managing 1 0
and developing employees.

1 0
team objectives, and how the impact will be evaluated
1 0
has improved the performance of their team and the Agency.
17. Supervisors/managers can describe how they promote a sense of ownership

and responsibility by encouraging employees to be involved in decision-making, 1 0
both individually and through representative groups, where they operate.
1 0
19. Employees can confirm that they have access to knowledge and information
and receive the support they need in decision making and performance 1 0
improvement.
20. Employees can explain what their Learning and Development activities
1 0
should achieve for them, their team, and the Agency.
21. Employees can describe how they are involved in Learning and
1 0
Development needs analysis and the activities planned to meet them.
22. Employees can describe how their Learning and Development needs have
been met, what they have learned, and how they have applied this in their 1 0
respective jobs.
23. Employees can give examples of how Learning and Development has
improved their performance, the performance of their team, and that of the 1 0
Agency.
24. Employees can describe the opportunities available to optimize their talents
1 0
within the organization.
25. Employees can describe how supervisors/managers show their commitment
to ensure everyone has equitable access to appropriate Learning and 1 0
Development.
26. Employees can describe how they are encouraged to be involved in
decision-making that affects individual/ team/ Agency performance at a level that 1 0
is appropriate to their respective roles.
27. Employees can describe how they are encouraged to take ownership of and
responsibility for decisions that affect the performance of individuals, teams, and 1 0
Agency at a level that is appropriate to their respective roles.
0.0
PRACTICE ASSESSMENT
MAXIMUM: 27.0
WEIGHT 35%
TOTAL: 0.0

1. Agency Heads can explain the agency’s Learning and Development needs,
1 0
the plans and resources in place to meet them.
2. Agency Heads can describe the Agency’s overall budget of time, money, and
1 0
resources for Learning and Development.
3. Agency Heads can explain, and qualify where appropriate, how Learning and
1 0
Development has improved the performance of the various work units.
describe plans to ensure everyone has equitable access to appropriate Learning 1 0
and Development opportunities.
1 0
6. Agency Heads can describe the impact of their Learning and Development for
1 0
employees on achieving performance targets.
managers’ needs and expectations and highlight necessary improvements to the 1 0
way they are managed and developed.
8. Agency Heads can give examples of how the evaluation of Learning and
Development budget for employees has resulted in improvements in the 1 0
departments’ and work units’ goals for managing and developing employees.

1 0
team objectives, and how the impact will be evaluated.
1 0
has improved the performance of their respective teams.
1 0
0.0
PRACTICE ASSESSMENT
MAXIMUM: 14.0
WEIGHT 35%
TOTAL: 0.0

1 0
1 0
3. Supervisors/managers can explain the development needs of employees and
describe how they can ensure everyone has equitable access to appropriate 1 0
1 0
the opportunities to use their talents within the organization.
0.0
PRACTICE ASSESSMENT
MAXIMUM: 4.0
WEIGHT 35%

TOTAL: 0.0

OVERALL ASSESSMENT - HRD (LEARNING & DEVELOPMENT)
Compliance
0% Compliance
0% Compliance
0% Compliance
0%
Section 4 - REWARDS AND RECOGNITION

HRM SYSTEMS
1. Rewards and Recognition Committee engages employees and considers
global practices and emerging trends in the development of programs that 1 0
support the Agency strategy.
2. Budget for rewards and incentives is based on savings generated from
1 0
suggestions, innovations, and other cost-efficiency measures.
3. Recognition is given in the form of monetary/in-kind reward or program geared
1 0
toward enhancing work-life balance and employee engagement.
4. Types of Programs
• Employee Suggestion: ideas and innovations that positively affect public
interest
• Performance Contest: Agency achievement based on sustained effort 1 0
• Desired Behavior Award: Going the extra mile
• Engagement award: Work-life balance
5. Link to Human Resources Information System (HRIS) maintains

• Individual historical awards data
• Demographics and profile of awardees 1 0
• Database of recognition system
0.0
SYSTEM ASSESSMENT
MAXIMUM: 5.0
WEIGHT 30%
TOTAL: 0.0
1. Rewards and Recognition Committee links up with Performance Management

1 0
Team in identifying potential grantees/awardees, with HR driving the process.
2. Budget for rewards and incentives is customized. 1 0
3. Recognition is given in the form of monetary/in-kind or non-monetary reward. 1 0
• Employee Suggestion: Creative and innovative ways at work
• Performance Contest: Office achievement linked to the Agency’s core
competencies and PMS
• Desired Behavior Award: Innovative, creative behavior of individuals/ 1 0
teams
• Engagement Award: pride in the employer affiliation)
5. Electronic Rewards and Recognition module is used to maintain

0.0
SYSTEM ASSESSMENT
MAXIMUM: 5.0
WEIGHT 30%
TOTAL: 0.0
1. A fully functional Rewards and Recognition Committee is established. 1 0


2. Budget for rewards and incentives is customized. 1 0
• Employee Suggestion: Cost efficiency programs
• Performance Contest: Division achievement based on service level
improvement of divisions 1 0
• Desired Behavior Award: Productive behavior of individuals/ teams
• Performance Awards:
5. Simple information system is used to maintain:

0.0
SYSTEM ASSESSMENT
MAXIMUM: 5.0
WEIGHT 30%
TOTAL: 0.0
1. An ad hoc committee is established to oversee rewards and recognition. 1 0
2. Budget for rewards and incentives is limited. 1 0
• Employee Suggestion program: Integrity, efficiency and productivity
• Performance Contest: Top individual/ team performer 1 0
• Desired Behavior Award: Anchored on Agency core values
• Service Awards
5. Simple information system is used to maintain:

• Types of awards 1 0
• Profile of awardees
0.0
SYSTEM ASSESSMENT
MAXIMUM: 5.0
WEIGHT 30%
TOTAL: 0.0
COMPETENCIES
LEVEL 4 - SUPERIOR
1. Applies Rewards and Recognition policies geared toward continual
0
improvement and deeper employee engagement 1
2. Establishes directions aligned with global practices in the implementation of
0
approved systems and programs on Rewards and Recognition 1
3. Manages the process of engaging employees in the formulation,
0
enhancement, and sustainability of Rewards and Recognition programs 1
0.0
MAXIMUM: 3.0
WEIGHT 35%
TOTAL: 0.0

LEVEL 3 - ADVANCED
1. Develops, customizes, and implements Rewards and Recognition guidelines
1 0
that support the Agency’s goals
2. Relates linkage of Rewards and Recognition system to other HR Systems 1 0
3. Performs research on and studies of global practices and emerging trends in

1 0
Rewards and Recognition
4. Evaluates Agency programs vis-a-vis best practices on Rewards and
1 0
Recognition of other organizations
0.0
MAXIMUM: 4.0
WEIGHT 35%
TOTAL: 0.0
1. Develops, customizes, and implements Rewards and Recognition guidelines
0
based on Agency-suited requirements 1
2. Performs activities that provide technical support to the Rewards and
Recognition Committee 0
- Helps determine the kinds of monetary and non-monetary rewards 1
3. Explains customized policies and provisions on Rewards and Recognition
0
programs to all officials and employees 1
0.0
MAXIMUM: 3.0
WEIGHT 35%
TOTAL: 0.0
LEVEL 1 - BASIC
1. Applies the Rewards and Recognition guidelines based on prescribed laws,
0
rules, and regulations 1
2. Performs secretariat function to the ad hoc committee of the Agency 0

1
3. Discusses Rewards and Recognition program with all officials and employees 0
1
0.0
MAXIMUM: 3.0
WEIGHT 35%
TOTAL: 0.0
GOOD PRACTICES
1. Agency Heads can explain and make sure the Agency has a clear and fair
recognition and rewards strategy used to motivate employees to improve their 1 0
performance.
2.Supervisors/managers can give examples of how they recognize and value
1 0
employees’ individual contribution/s to the Agency.

3. Supervisors/managers can explain what motivates their subordinates and how
1 0
they take this into account when giving rewards and recognition.
4. Supervisors/managers can describe how they reward and celebrate individual
1 0
and team successes and achievements.
5. Employees can describe how they can contribute to the agency and make a
1 0
positive difference to its performance.
6. Employees can describe how their contribution to the agency is recognized
1 0
and valued.
7. Employees can describe the Agency’s rewards and recognition strategy and
1 0
what they need to do to be valued, recognized and rewarded.
8. Employees can explain the features of the Agency’s recognition and rewards
1 0
strategy, and give examples.
0.0
PRACTICE ASSESSMENT
MAXIMUM: 8.0
WEIGHT 35%
TOTAL: 0.0

1. Agency Heads can explain and make sure the Agency has a clear and fair
recognition and rewards plan used to motivate employees to improve their 1 0
performance.
2. Supervisors/managers can give examples of how they recognize and value
1 0
employees’ individual contribution to the agency.
3. Supervisors/managers can explain what motivates their subordinates and how

1 0

1 0
1 0
6. Employees can describe how their contribution to the agency is recognized
1 0
and valued.
0.0
PRACTICE ASSESSMENT
MAXIMUM: 6.0
WEIGHT 35%
TOTAL: 0.0

1 0
employees’ individual contribution to the Agency.
2. Supervisors/managers can explain what motivate their subordinates and how

1 0

1 0
1 0
0.0
PRACTICE ASSESSMENT
MAXIMUM: 4.0
WEIGHT 35%

TOTAL: 0.0

1 0
employees’ individual contribution to the agency.
1 0
0.0
PRACTICE ASSESSMENT
MAXIMUM: 2.0
WEIGHT 35%
TOTAL: 0.0
OVERALL ASSESSMENT - REWARDS & RECOGNITION

Compliance
0% Compliance
0% Compliance
0% Compliance
0%
Section 5 - HR RECORDS MANAGEMENT & OTHER HR PROGRAMS
1. Please select "Yes" or "No" on the drop down menu in each assessment box.
2. Using the sampling table provided, assessment shall cover both the permanent documents and the reference documents.
I. HUMAN RESOURCE RECORDS MANAGEMENT
Document is
CSCRO Findings/Comments
Records to be verified Complete &
(pls provide significant findings that would support recommendations)
Updated
1. 201 Files (Per CSC MC No. 8, s. 2007) Please refer to checklist (use additional sheet if necessary: findings should be in bullet form)
for list of items that must be verified. All items in the HR Record Checklist
must be a "Yes" before this can be confirmed as a "Yes"
2. Plantilla of Personnel
3. Service Records
4. Leave Records
5. Attendance Records
6. Reports on Appointments Issued (for accredited agencies)
II. ORGANIZATIONAL PROFILE
Document is
Documents to be Checked & Verified Available & Posted
CSCRO Findings/Comments
1. Organization Profile
▪Agency Mandate, Vision, Mission and Strategic Goals
▪Organizational Chart
▪Functional Chart
Complete &
Other Documents to be Checked & Verified Updated
2. Policies, Rules and Regulations
▪CSC Law and rules, memorandum circulars
▪Agency HR policies and procedures
▪DBM/COA/ Other agency policies
III. HEALTH AND WELLNESS
Policies
Policies to be verified implemented by CSCRO Findings/Comments
Agency
1. Physical Fitness Program (CSC MC No. 6, s. 1995 ,CSC MC No.
8, s. 2011 dated March 7, 2011)
2. Policy on Working Conditions at the Workplace (CSC MC No. 33,
s. 1997)
3. Smoking prohibition based on 100% smoke-free environment
policy (CSC MC No. 17, s. 2009)
4. Drug free workplace in the bureaucracy (CSC MC No. 13, s.2010)
IV. EMPLOYEE WELFARE

Policies
Policies to be verified Implemented by CSCRO Findings/Comments
Agency
1. System to Address Grievance/Issues in the Agency
2. Grant of Step Increment (NOSI)
3. Grant of Loyalty Incentive under PRAISE (CSC MC No. 3, s. 2001)
4. Entitlement to Leave Benefits

5. Registered Employees Association (if any)
6. Accredited Employees Association (if any)
7. Agency's Collective Negotiation Agreement (if any)
V. EMPLOYEE DISCIPLINE
Policies
Policies to be verified implemented by CSCRO Findings/Comments
agency
1. Adoption of the Revised Rules on Administrative Cases In the
Civil Service (RRACCS)
2. Implementation of RA 6713
3. Observance of Government Working Hours
4. Implementation of RA 9485 (Anti-Red Tape Act)- including the
Citizen's Charter
5. Protection of the Bureaucracy Against Tobacco Industry
Interference (CSC-DOH JMC No. 2010-01)
PRIME-HRM ASSESSMENT CHECKLIST with KEY INDICATORS
GENERAL INSTRUCTION: Please check or click "Yes" or "No" if the following item/s under each aspect of the assessment is/are existing. If
column. If there are more than 10 employees in the sampling, please copy this worksheet to another tab, enter the next set of employee
I. Human Resource Records Management
A. Human Resource Records
1. 201 Files
a. b. c. d. e. f.
Appointment Assumption to Oath of Office Personal Data Position Certificate of
(CSC Form 33) Duty Sheet (CSC Form Description Form Eligibilities/
212) licenses
Name and Position of

Employees (Use additional
sheets if necessary)
Check if the Certificate of Oath of office not Check if all items Check if filled out Original copy or
appointment assumption earlier than date are completely and consistent duly
details conform counterchecked of issuance of and properly with the position authenticated by
to the plantilla of with date of appointment filled out. as appearing on CSC, PRC, SC or
personnel and issuance of the face of the other agencies
employees' appointment appointment which issued the
Item service records licenses.
Descriptions/ and if erasures
are
Specific authenticated
Instructions/
Assessment Guide
Appointment Certificate of Oath of Office, Personal Data Position Certificate of

Document/ Form, Plantilla, Assumption, Appointment Sheet Description Eligibility, PRC ID,
Evidence Service Card Appointment Form, licences
Requirements Appointment
10
11
12
13
14
15
16
17
Document/ Evidence
Other Records and Indicators Specific Instructions Updated as of audit period
Requirements
NGA-duly approved by DBM,

Plantilla; Appointments; Service
2. Plantilla of Personnel LGU-duly approved by the
Card
Sanggunian
Cross-check with appointments

and NOSA/NOSI if personnel
movements and salary Appointments; NOSA/NOSI;
3. Service Records adjustments were posted Plantilla
Cross reference wth ACEC,

Appointments, Plantilla, Check Monthly reports issued,
4 Reports on Appointments notice of validation or validated/ invalidated with
Issued (for accredited agencies) invalidation reasons RAI, Appointment,
Plantilla
the assessment is/are existing. If the said item/concern cannot be directly responded by either Yes or No, please note important details relative to the
b, enter the next set of employee names and repeat the process.
g. h. i. j. k. l. m. n.
Designation Statement of Notices of Salary Medical NBI Clearance School Diplomas Marriage Certificate of
Orders, if Assets, Liabilities Adjustments / Certificate (CSC and Transcript of Contract Leave Balances
applicable and Networth Step Increments Form 211) records /certificate (for transferees)
Neuro-
Psychiatric test if
applicable
Drug Test, if
applicable
Check if reflected Updated SALN; Notices of Salary Original copy ; Original copy ; Original copy For change of Cross check with
in the PDS and may be filed Adjustments / required for required for duly civil status, the employee
IPCR separately from Step Increments original original authenticated ; application for leave card if last
201 must be appointments appointments required for paternity leave entry is updated
recorded in and re- and re- original
employees' employment employment appointments
records ,reemployment,
or promotion
Office Order, SALN NOSI/NOSA, Medical NBI Clearance Diplomas, TOR Certificate of
PDS, IPCR Service Cards certificates and Leave Balances
results of (for transferees)
required tests
Entries in the records are Employees request for copies Location of files is accessible
Evidence Requirements
accurate and complete of documents granted promptly and secured
te important details relative to the item on the Remarks
o. p q.
Clearance from Commendations/ Contract of
Property and Awards or Copies Service (if
Money of Disciplinary applicable)
Accountabilities Actions (if any)
(for transferees)
Required for
transfer
Certificate/ Contract of
Decision Service
Remarks
Annex C
PRIME-HRM ASSESSMENT HR RECORDS-LEAVE BENEFIT ENTITLEMENTS
INSTRUCTION: Please validate and check or click "Yes" or "No" if the following item/s under each aspect of the
assessment is/are updated and existing. 100% complete records shall constitute "Complete & Upated". If the
said item/concern cannot be directly responded by either "Yes" or "No", please note important details relative to
the item on the Remarks column.
Records are
Leave Benefit Document/ Evidence
Item Descriptions / Specific Instructions / Assessment Guide Complete and
Entitlements Requirements
Updated
▪Vacation Leave Application for leave filed five (5) days in advance Leave Forms
Leave Forms; Medical

Application for leave filed immediately upon return to work;
▪Sick Leave Certificate if leave is
approval is mandatory
more than 5 days
Schedule of forced
Agency has staggered schedule of mandatory five-day
leave; employee leave
vacation (forced) leave; Forced leave taken posted in the
card; duly approved
▪Forced Leave employees leave card; Forced leave not taken due to
leave forms;
exigency of service not deducted from the employees leave
disapproved leave
credits
forms
Employees are allowed to avail of 3-day privilege leave; no Approved application

▪Special Privilege Leave
proof required for leave
Employees are allowed to monetize at least 10 days if Application for

qualified; At least five (5) days are retained after monetization; buget
▪Monetization of Leave Credits
monetization; Budget for the monetization of leave credits is reports; certified
charged to savings in Personal Services accounting reports
Cross reference with 201 file, check for solo parents;

▪Implementation of the
Employees are aware of the guidelines and process of the
Guidelines on the Grant of
availment of parental leave; Availment of parental leave is Approved application
Parental Leave to Solo
supported by Solo Parent Identifcation Card and birth for leave; Office
Parents (CSC MC No. 8, s.
certificate of the child/children or other requirements, such as Memorandum; Solo
2004 dated March 24, 2004,
medical certificate, if necessary; Interview solo parents and Parent ID Card
under RA 8972 – Solo
ask to articulate the guidelines of parental leave; cross
Parents Welfare Act of 2000)
reference files to show proof of availament
▪Implementation of the Female employee, regardless of civil and employment

Guidelines on the Availment of status, who is a victim of violence is allowed to avail of the
the Ten-Day Leave CSC ten-day leave; emale employee, regardless of civil and
Resolution No. 051206, under employment status, whose child below 18 or above 18 but Application for leave;
RA 9262 also known as Anti- unable to take care of oneself is a victim of violence is Interviews; Police
Violence Against Women and allowed to avail of the ten-day leave; Availment of ten-day Report
their Children Act of 2004 leave is supported by Barangay Protection Order (BPO) or
(CSC MC No. 15, s. 2006 Temporary Permanent Protection Order (TPO/PPO) obtained
dated July 28, 2006) from the court or
▪Implementation of the Service Record;

Female employee, regardless of age and civil status, who
Guidelines on the Grant of the Medical Records per
availed of the special leave has rendered at least six (6)
Special Leave Benefits under circular; Office
months aggregate government service for the last 12 months
the Magna Carta of Women Memorandum;
prior to undergoing gynecological surgery; Application for
(RA 9710) (CSC MC no. 25, s. checklist with
special leave is supported by medical certificate filled out and
2010 dated December 1, Interview; Application
signed by proper medical authorities, e.g., attending surgeon
2010) for leave
Records are
Leave Benefit Document/ Evidence
Item Descriptions / Specific Instructions / Assessment Guide Complete and
Entitlements Requirements
Updated
Application for leave;
▪Special Leave (Calamity Declaration from
There is a declaration of calamity in the area
Leave) NDRRMC, LGUs
concerned
Application for leave;

Married male employees are allowed to avail of paternity
▪Paternity Leave birth certificate;
leave of seven (7) days for a maximum of four deliveries
Marriage Certificate
Application for Leave

Agency female employees are allowed to avail of maternity
Leave Records;
leave of sixty (60) calendar days will full pay; Computations,
▪Maternity Leave Interview;
requirements and policies of maternity leave are strictly
Disbursement
followed and implemented
Vouchers
Selection of study leave beneficiary is based on the

▪Study Leave requirements provided in Item II, Sec. 68 of the Omnibus Employee profile
Rules on Leave
Application for rehabilitation privilege is made through a

letter, supported by police report, if any , and medical
Letter; Medical
▪Rehabilitation Privilege certificate on the nature of the injuries, the course of
Certificate
treatment involved and the need to undergo rest,
recuperation and rehabilitation, as the case may be.
Employees are allowed to avail of the CTO; COCs are NOT

Employee leave card;
▪Compensatory Time-Off in used to offset undertimes/tardiness incurred by employees
monthly report on
lieu of Overtime Pay during regular working days; COCs are NOT added to the
availment; COC
regular leave credits of the employees.

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HRMO PRIME-HRM

4. The Assessor shall mark the applicable box with an “X”.

b. Mark “X” the box under "PARTIALLY" if some elements of a particular

Note: If an indicator in Level 4 is marked "X", the corresponding similar

5. Upon completion of the electronic self assessment, please save the

a. For Microsoft Excel Version 97-2003

PRIME-HRM Self Assessment-(Agency Name) (Assessee Name).xls

b. For Microsoft Excel Version 2007 and higher

PRIME-HRM Self Assessment-(Agency Name) (Assessee Name).xlsx

Click the "Office Button" on the upper LEFT corner

Click "Save As" and Click "Excel Workbook"

-Agency Name (Assessee Name)

Then click “Save”

SECTOR: CURRENT AGENCY STATUS: CSC RESOLUTION NO. RESOLUTION DATE

AGENCY HEAD: POSITION TITLE:

HRMO POSITION TITLE: EMP STATUS NO. OF EMPLOYEES

SUMMARY OF ASSESSMENT RESULTS

Section 1 - RECRUITMENT, Rating 0% Rating 0% Rating 0% Rating 0%

Mark your ratings with an "x". Implementation Rating

2. Human Resources Information System (HRIS) maintains data on online

3. A Promotion and Selection Board (PSB) is in place, with HR as lead in

4. A well-defined Recruitment, Selection and Placement Procedures Manual

8. Comparative assessment and final evaluation is done by Line Managers and

LEVEL 3 - INTEGRATED HRM

5. Orientation is provided to all employees on the provisions and procedures

6. Talent attraction is done through participation in job fairs, campus

Mark your ratings with an "x". Implementation Rating

8. Comparative assessment and final evaluation is done by the Line Managers

LEVEL 2 - PROCESS-DEFINED HRM

2. Simple information system maintains active file of shortlisted candidates.

6. Talent attraction is done through posting in major daily newspapers and

7. Candidate qualifications are properly matched vis-à-vis the specific

8. Comparative assessment and final evaluation is done by the Promotion and

LEVEL 1 - TRANSACTIONAL HRM

1. Staffing plan is solely based on DBM or relevant approving authority. 1 0

2. An active file of shortlisted candidates (hardcopy only) is maintained. 1 0

3. An ad hoc group is established to screen and evaluate candidates for vacant

Mark your ratings with an "x". Implementation Rating

8. Comparative assessment and final evaluation is done by the ad hoc

3. Applies and manages online recruitment, selection, and placement system 0

5. Manages the Promotion and Selection Board (PSB) deliberations and

Mark your ratings with an "x". Implementation Rating

5. Applies Recruitment and Placement Calendar/Plan 0

8. Manages an automated database of applicants and candidates 0

1. Applies a Staffing Plan (PSI) based on current Agency requirements 1 0

2. Develops Recruitment, Selection, and Placement guidelines within existing

3. Sources both internal and external applicants 1 0

4. Performs structured interviews based on job descriptions 1 0

5. Administers appropriate written examinations 1 0

6. Responds appropriately to application queries/ requests 1 0

7. Conducts workshop on selection process for Promotion and Selection Board

1. Applies a Staffing Plan based on Personnel Service Itemization (PSI) 0

Mark your ratings with an "x". Implementation Rating

2. Applies Recruitment, Selection, and Placement guidelines 0

3. Explains Recruitment, Selection, and Placement process to employees 0

5. Evaluates candidate qualifications vis-a-vis Qualification Standards (QS) 0

6. Performs secretariat function to the ad hoc committee of the Agency 0

3. Supervisors/managers can describe how they make sure recruitment and

Mark your ratings with an "x". Implementation Rating

LEVEL 3 - INTEGRATED HRM

LEVEL 2 - PROCESS-DEFINED HRM

LEVEL 1 - TRANSACTIONAL HRM

OVERALL ASSESSMENT - RECRUITMENT, SELECTION & PLACEMENT