Organizing.
Giving each
Module 1
July 4, 1901 The Schurman
commission recommended the
establishment of a civil
government, bicameral legislature
and a public school system in the
Philippines. Its report also became
the basis for the second Philippine
Commission's creation
April 1899 the Schurman
Commission guaranteed to the
Filipino people “an honest and
effective civil service in which, to
the fullest extent applicable,
natives shall be employed”.
organization consists of people
with formally assigned roles who
work together to achieve the
organization’s goals
manager/administrator is
someone who is responsible for
accomplishing the organization’s
goals, and who does so by
managing the efforts of the
organization’s people.
Planning. Establishing goals and
standards; developing rules and
procedures; developing plans and
forecasts
subordinate a specific task;
establishing departments;
delegating authority to
subordinates; establishing
channels of authority and
communication, coordinating the
work of subordinates.
Staffing. Determining what type of
people should be hired; recruiting
prospective employees; selecting
employees; setting performance
standards; compensating
employees; evaluating
performance; counseling
employees; training and
developing employees.
Leading. Getting others to get the
job done, maintaining morale,
motivating subordinates.
Controlling. Setting standards
such as quality standards, or
production levels; outstanding
service delivery system; checking
to see how actual performance
compares with these standards;
taking corrective action as
needed.
Human Resource Management
(HRM) is the process of acquiring,
training, appraising, and
compensating employees, and of
attending to their labor relations,
health and safety, and fairness
concerns.
Globalization is a process of
expansion into new frontiers and
opportunities [without constraints]
for increasing capital accumulation
at the global level.
More globalization meant more
competition, and more competition
meant more pressure to be
“world class”
First, work has shifted from
manufacturing to service.
Second, today in DOH, most
workers aren’t employees at all
Third, more jobs are becoming
“high tech.” Jobs like engineer
always emphasized knowledge
and education.
While the GDP is Rising,
Productivity is Not
Wages are Relatively Stagnant
 In today’s economy, where
the most valuable jobs are
based on creativity, services
and collaboration, paying
people well is an investment,
not an expense.
Modern Jobs Demand New
Skills
 Jobs in virtually every
industry are now requiring
employees who are digitally
savvy, who can
communicate effectively
verbally and in writing, and
who can
work in teams and across
functional areas.
September 19, 1900
The Civil Service System in the
Philippines was established by
Public Law No. 5 on September
19, 1900 of the Second Philippine
Commission entitled “An Act for
the Establishment and
Maintenance of an Efficient and
Honest Civil Service in the
Philippines Island
The Second Philippine
Commission, from left: Dean C.
Worcester, Henry Clay Ide,
William Howard Taft, Bernard
Moses, and Luke Wright.
Bureau of Civil Service was
established, then, on November
31, 1900, with the mandate that
the “greatest care should be taken
in the selection of official for civil
administration.”
1916 the Civil Service Law was
embodied in the new
Administrative Code. The
Bureau of Civil Service was,
however, to continue under the
control of an American director
until Jose Gil was appointed in
1920 as the first Filipino
Director of Civil Service.
1899-1920. American
leadership, coupled with
Filipino cooperation made
possible good government
service throughout the period
1913-1921 marked the rapid
Filipinozation of Civil Service.
1913, there were 2,623
Americans and 6,365 Filipinos
in the government services. By
1921, there were only 614
Americans as against 13,240
Filipinos at the services.
1935 Philippine Constitution
firmly established the merit
system as the basis for
employment in government.
June 19, 1959, the new era for the
civil service was ushered in with
the approval by President Carlos
P. Garcia of the Republic Act No.
2260
1975, Presidential Decree No. 807
(The Civil Service Decree of the
Philippines) redefined the role of
the Commission as the central
personnel agency of government.
Its present mandate is derived
from Article IX-B of the 1987
Constitution which was given
effect through Book V of
Executive Order No. 292 (The
1987 Administrative Code).
the right of government
employees to self-organization
and collective negotiations
under the framework of the 1987
Constitution
The Civil Service Commission
(CSC) is the central personnel
agency of the Philippine
government.
The civil service refers to the
body of employees in any
government including all
employees of the government
general.
The CSC manages and
develops the bureaucracy’s
most important resource—its
people—through five HR
initiatives:
 Recruitment Hiring of high-
performing, competent, and
credible civil servants
through the Competency-
Based Recruitment and
Qualification Standards
(CBRQS);
 Performance Management
Performance review and
appraisal through the
Strategic Performance
Management System
(SPMS);
 HR Coaching Coaching to
Professionalizing the Civil
improve employee
Service
performance, as well as
develop leadership skills of
supervisors and managers;
Effective and Efficient
Administrative Justice
 Speedy disposition of
cases
 Develop a monitoring
mechanism to check aging
of cases
 Institute mechanism to
declog case dockets
 Intensify conciliation and
mediation as modalities for
resolving nondisciplinary
actions
 Strengthen CSC's contempt
power to ensure
implementation of CSC
Resolutions
 Take a lead role in the Inter-
Agency Anti-Graft
Coordinating Council
 Enhance CSC’s quasi-
judicial functions
 Implement special project on
“Women Against Graft”
 Ensure consistency of
decisions
 Strengthen the Third Level
 Develop policies granting
CSC authority to appoint and
discipline those below
ASEC level
 Implement HRD
Interventions
 Re-thinking HRD
interventions/trainings to
correspond to specific
needs of 1st, 2nd and 3rd
level
 Improve the Ethical/Moral
Standards of Key Sectors
through
  Design incentive packages local levels and to increase
to encourage the young awareness of CSC rules
professionals and the best
Harnessing Public Sector
to join government service
Unionism
and to retain competent
workers  Strengthen coordination and
 Integrate gender partnership with other
development concepts in agency members of
CSC policies and programs PSLMC
 Rationalize policies on  Review rights and privileges
contractuals, job orders, as well as existing
consultancy services mechanisms with respect
to labor-management
relations
Improving Public Service  Intensify education and
Delivery information campaign on
responsible Public Sector
 Enhance Rewards and
Unionism (PSU)
Sanctions
 Strengthen PSUs to serve
 Implement "Text CSC
as watchdog in every
Project“
agency
 Monitor Process Flow Chart,
 Encourage unions to
Service Pledge and Service
register and accredit with
Standards by agencies
CSC
 Strengthen the
 Implement more effective
"Mamamayan Muna, Hindi
conciliation and mediation
Mamaya Na Program“
service
 Create a Common Data
 Develop proactive and
Base for CSC, GSIS, DBM
quick reaction mechanisms
and BIR for easy access on
for resolving
government personnel
labormanagement conflicts
information
 Develop programs for LGUs
to improve services at the
Strengthening External  Develop Prudent
Relations Expenditure Management
Program
 Strengthen advisory role to
 Strengthen the Internal
the President on all matters
Audit System
pertaining to human
 Enhance/streamline internal
resource management in
systems and procedures
government
 Develop an efficient and
 Take a lead role in inter-
effective model of
agency committees involved
governance within CSC
in good governance
Create feedback/monitoring
 Develop and implement a
mechanism Develop and
Civil Service Public
implement an Organization
Information Communication
Public Information and
Plan
Education Plan for CSC
 Develop programs that will
(OPIEC)
follow through our "jump
 Expand the use of
start" programs for LGUs
Information Technology in all
 Devolve personnel
CSC Operations
management functions to
 Rationalize fiscal policies
agencies particularly at the
 Revisit Performance
regional, provincial and
Evaluation Monitoring
municipal levels
System (PEMS)
 Actively participate in
legislations pertaining to civil  Ensure passage of Civil
service matters Service Code
 Review relationship between  Review structure of and
CSC and the OSG re: support to field offices
handling of appealed cases
before the CA and SC
Mudule 2
Managing Support Services A plan shows the course of action
for getting from where you are to
 Reorganize CSC structure
the goal.
Planning is always “goal-
directed”.
Policies and procedures provide
day-to-day guidance employees
need to do their jobs in a manner
that is consistent with the
organization's plans and goals.
Policies set broad guidelines
delineating how employees should
act.
 For example, “It is the policy
of this organization to
comply with all laws, civil
service rules and
regulations, and the
principles of ethical conduct
of public officials and
employees.”
Procedures spell out what to do if
a specific situation arises.
 For example, Any employee
who believes this policy has
been violated must report
this belief to the employee’s
immediate supervisor. If that
is not practical, the
employee should file a
written report with the
Director of Human
Resources. There is to be no
retaliation in any form.
A strategic plan is the
organizations overall plan for how
it will match its internal strengths
and weaknesses with its external
opportunities and threats in order
to maintain a competitive position.
A strategy is a course of action.
Strategic management is the
process of identifying and
executing the organization’s
strategic plan by matching the
their capabilities (strengths and
weaknesses) with the demands of
its environment or society
The Strategic Management
Process
 STEP 1 by asking, “What
business are we in?” Here
the manager defines the
organization current
business. Specifically, “What
programs/projects do we
deliver, where do we
implement them, and how do
our resources or services
differ from the other
agencies’?”.
 STEP 2 is to ask, “Are we in
the right business given our
strengths and weaknesses
and the challenges that we
face?” To answer this,
 managers “audit” or study
both the organizations
environment and the
organizations internal
strengths and weaknesses.
 STEP 3 is to decide what
should the organization be,
in terms of what they sell to
the public (programs and
projects), where they will
implement it, and how their
resources or services differ
from? Some managers
express the essence of their
organization with a vision
statement.
 STEP 4 is to translate the
desired new direction into
strategic goals.
or her planning and
execution.
A vision statement is a general
statement of the organization's
intended direction; it shows, in
broad terms, “what they want to
become.”
Mission statement summarizes
what the orgs main tasks are
today.
corporate strategy answers the
question, “What services will we
be in?”
corporate-level strategy
identifies the portfolio of
businesses/services that, in total,
comprise the organization and
how these relate to each other.

Competitive Strategy Once the

 STEP 5 the manager
manager decides what services to
chooses strategies courses
be in, each programs and projects
of action—that will enable
needs a basis on which to
the organization to achieve
compete or meet the demands of
its strategic goals.
the public.
 STEP 6 strategy execution,
means translating the competitive strategy identifies
strategies into action. This how to build and trengthen the
means actually hiring (or organization’s competitive position
firing) people, building in the public/constituents.
facilities, and adding capital
resources.
 STEP 7 the manager
evaluates the results of his
Functional Strategy Functional 1) Recruitment, Selection, and
strategies identify what each Placement (RSP),
department must do to help the
2) Learning and Development
organization or agency accomplish
(L&D),
its strategic
3) Performance Management
Strategic human resource
(PM), and
management means formulating
and executing human resource 4) Rewards and Recognition
policies and practices that produce (R&R)
the employee competencies and
behaviors the morganization These four core HRM systems
are considered the heart of
needs to achieve its strategic
PRIME-HRM because they cover
aims.goals.
all the essential people
Having human resource policies requirements of Attraction,
and practices that produce the Engagement, Performance,
employee skills and behaviors that Motivation, and Retention of any
are necessary to achieve the organization.
organization’s strategic goals, and
these often include sustainability
goals. ASSIST During the Assist phase,
agencies have access to technical
Module 3 assistance and development
interventions based on their
ASSESS With the guidance of needs.
Assessors, PRIME- HRM gives
PRIME-HRM Assistors will guide
agencies a reality check on the
agencies in developing their
maturity and proficiency levels for
Action Plan, in which they can
the four core HRM systems.
map out steps on how to improve
Agencies shall be subjected to the
the agency’s current HRM
assessment of its Systems,
Systems, Practices, and
Practices, and Competencies of
Competencies.
the four core HRM systems,
namely:
Moreover, the PRIME-HRM
Assistors will also introduce the
agencies to proper Subject Matter
Experts that can help them
achieve target maturity levels.
AWARD PRIME HRM recognizes
agencies that have worked on the
four core HRM systems and HRM
maturity levels. Agencies found to
excel in crafting and implementing
HRM systems may be conferred
the Certificate of Recognition,
Bronze Award, Silver Award,
Center for HR Excellence, and the
Gold/Seal of HR Excellence
Award. In committing to best HRM
practices, an agency may be given
a certain degree of autonomy
through accreditation and/or
deregulation.
SYSTEM LENS , the assessor
evaluates the indicators pertaining
to policies, processes, procedures,
tools, and systems that govern an
agency’s human resource
management. The assessor looks
into the existence of
documentation, e.g. files that
support the HRM system, policies,
and procedures. The systems
assessment is the “show me” part
of the assessment.
PRACTICES LENS is used to
determine the actual
implementation of the HRM
systems. This is the “tell me” part
of the assessment wherein the
assessor conducts interviews with
the HRM Officer and other
members of the organization to
find out what they are actually
doing in the four core HRM
systems.
COMPETENCIES LENS, the
assessor determines the
capabilities of the HRM Office
using the indicators of the maturity
levels.
Level I Transactional HRM
 Process at least
documented sufficiently
 Some processes are
Repeatable possibly with
consistent result
 Personnel function, mostly
separate from agency/
business and talent needs
 Line managers perform HR
activities as they see best
Level II Process-Defined HRM
 Sets of defined and
documented SOPs
established subject to
improvement overtime
  Goal-oriented decision
making
 Some automated system but
little integration of data
Level III Integrated HRM
 Use of process metrics of
continuous improvement
 HR function supportsagency
business needs
 Data-driven decision-
making
 HR Management Toolkit
Level IV Strategic HRM
 Processes focused on
continually improving
performance
 Systematically managed by
combination of process
optimization and continuous
improvement
 HR helps to drive agency
business decision on people
data and insight
 HR strategy part of the
agencies
 Strategy
1. CHARM (Comprehensive
Assistance, Review and
Monitoring)
 Detailed appraisal of the
human resource
management systems and
standards, management of
human resource records,
other systems and
programs, and the
competence of HRMOs.
2. CARE-HRM (Continuing
Assistance and Review for
Excellent HRM)
 Continuing program to assist
agencies in implementing
the recommendations contained in
the CHARM or CARE-HRM report.
3. SPEAR (Special Program for
Evaluation and Assessment as
Required/Requested)
 The Commission, upon its
initiative or upon request of
concerned parties conduct a
special assessment on all or
certain areas of an agency
HRM.
Level I (Regulated) – agencies
that have not fully complied with
the requirements for Level II,
subjected to regular monitoring by
the CSC.
Level II (Accredited) – agencies
that satisfactorily implementing the
CSC HRM systems/programs
shall be granted Authority to take
final actions on appointment.
Level III (Deregulated) –
agencies which consistently
complied with the Terms and
Conditions for Level II shall be
granted Authority to take final
actions on appointment and to
implement HR programs and
systems without the need for prior
approval by the CSC.
Center for Excellence in HRM –
a recognition conferred by the
CSC to agencies with best
practices in some or all HRM
areas, subject to the
recommendation of a Certifying
Board composed of HR
practitioners/experts representing
the various sectors.
Seal for Excellence in HRM –
the highest recognition conferred
on institutions or individuals which
have been conferred as Center for
Excellence in and/or played pivotal
role in the development/innovation
of three or more HR areas, subject
to the recommendation of a
Certifying Board.
Module 4
1963: Performance Rating
CSC Memorandum Circular No. 6,
s. 1963 provided the guidelines in
developing a system of
performance rating that would
measure performance of
government employees.
1978: New Performance
Appraisal System
The New Performance Appraisal
System (NPAS) was based on
Peter Drucker’s Management by
Objectives (MBOs) system.
Implemented through
Memorandum Circular No. 2, s.
1978, the NPAS focused on key
result areas (KRAs) along the
dimensions of quality, quantity,
and timeliness. It measured the
employee’s performance and
behavior in the work environment.
1989: Autonomy of Agencies in
Developing their Performance
Evaluation System
The CSC provided simple
guidelines to empower
government agencies to develop
their own Performance Evaluation
System (PES). This guideline was
made through Memorandum
Circular No. 12, s. 1989. Internally,
the CSC
adopted a system called MORE
(Management by Objectives and
Results Evaluation) in which the
employee’s accomplishments in
performance and behavior are
monitored weekly.
1993: Performance Evaluation
System
Through Memorandum Circular
No. 12, s. 1993, the Performance
Evaluation System (PES) sought
to establish an objective
performance system. The CSC
provided specific guidelines on
setting the mechanics of the rating
system. Similar to the NPAS and
MORE, the PES also measured
the employee’s performance and
behavior in the work environment.
1999: Revised PES and 360-
Degree Evaluation
Through Memorandum Circular
No. 12, s. 1993, the Memorandum
Circular No. 13, s. 1999 revised
the PES and introduced the 360
degree evaluation, a cross rating
system in which assessment of
performance and behavior comes
from the employees’ self-
evaluation as well as feedback
from their subordinates, peers,
supervisors, and clients. In 2001,
Agency Heads were given the
discretion to utilize the approved
PES based on a combination of
the old PES and the revised
performance evaluation system.
2005: Performance Management
System-Office Performance
Evaluation System
The Performance Management
System-Office Performance
Evaluation System (PMS-OPES)
sought to align individual
performance with organizational
goals. It emphasized the
importance of linking the
performance management system
with national goals as stated in the
following:
 Medium-Term Philippine
Development Plan
 Organizational Performance
Indicator/Framework (OPIF)
 Major Final Output (MFO)
Basic Elements of the SPMS:
 Goal aligned to agency
mandate and
organizational priorities
 Performance goals and
measurements are aligned
to national development
plans, agency mandate,
vision, mission, and strategic
priorities, and/or
organizational performance
indicator framework.
Predetermined standards
are integrated into the
success indicators as
organizational objectives are
cascaded down to the
operational level.
 Outputs/outcomes-based
The SPMS focuses on the
major final outputs (MFOs)
that contribute to the
realization of the
organization’s mandate,
vision, mission, strategic
priorities, outputs, and
outcomes.
 Team approach to
performance management
Accountabilities and
individual roles in the
achievement of
organizational goals are
clearly defined to facilitate
collective goal setting and
performance rating. The
individual’s work plan or
commitment and rating form
is linked to the division, unit,
and office work plan or
commitment and rating form
to clearly establish the
connection between
organizational and employee
performance.
 User-friendly The
suggested forms for
organizational and individual
commitments and
performance are similar and
easy to complete. The office,
division, and individual major
final outputs and success
indicators are aligned to
cascade organizational
goals to individual
employees and harmonize
organizational and staff
performance ratings
 Information System that
supports monitoring and
evaluation SPMS promotes
the establishment of
monitoring and evaluation
(M&E) and information
systems that facilitate the
linkage between
organizational and employee
 performance and generate organization. The suggested
timely, accurate, and reliable time for Performance
information that can be used Planning and Commitment is
to track performance, report the last quarter of the
accomplishments, improve preceding year.
programs, and be the basis
for policy decision-making.
Stage 2: Performance
 Communication Plan Monitoring and Coaching
Establishing the SPMS in
 is done regularly during the
the organization must be
performance period by the
accompanied by an
Heads of Agency, Planning
orientation program for
Office, Division and Office
agency officials and
Heads, and the individual.
employees to promote
The focus is creating an
awareness and interest on
enabling environment to
the system and generate
improve team performance
appreciation for the SPMS
and develop individual
as a management tool to
potentials. The suggested
engage officials and
time periods for
employees as partners in the
Performance Monitoring and
achievement of
Coaching are January to
organizational goals.
June and July to December.

Stage 3: Performance Review

Stage 1: Performance Planning
and Evaluation
and Commitment
 is done at regular intervals to
 is done prior to the start of
assess both the
the performance period
performance of the individual
where heads of offices meet
and his/her office. The
with the supervisors and
suggested time periods for
staff and agree on the
Performance Review and
outputs that should be
Evaluation are the first week
accomplished based on the
goals and objectives of the
 of July and the first week of
January the following year.
Stage 4: Performance
Rewarding and Development
Planning
 is based on the results of the
performance review and
evaluation when appropriate
developmental interventions
shall be made available to
specific employees. The
suggested time periods for
Performance Rewarding and
Development Planning are
the first week of July and the
first week of January the
following year.
Key Players and
Responsibilities
SPMS Champion
 Together with the
Performance Management
Team (PMT), the SPMS
Champion is responsible
and accountable for the
establishment and
implementation of the
SPMS.
 Sets agency performance
goals/ objectives and
performance measures.
 Determines agency target
setting period.
 Approves office performance
commitment and rating.
 Assesses performance of
offices.
Performance Management
Team (PMT)
 Sets consultation meetings
with all Heads of Offices to
discuss the office
performance commitment
and rating system and tools.
 Ensures that office
performance management
targets, measures, and
budget are aligned with
those of goals of the agency.
 Recommends approval of
the office performance and
rating system and tools.
 Acts as appeals body and
final arbiter.
 Identifies potential top
performers for awards.
 Adopts its own internal rules,
procedures, and strategies
to carry out its
responsibilities.
Planning Office
 Functions as the PMT
Secretariat.
 Monitors submission of
Office Performance
Commitment and Rating
Form (OPCR) and
schedule the review and
evaluation by the
PMT.
 Consolidates, reviews,
validates, and evaluates
the initial performance
assessment based on
accomplishments
Head of Office
reported against success
indicators and budget
against actual expenses.
 Conducts an agency
performance planning
and review conference
annually.
 Provides each office with
the final office
assessment as basis in
theassessment of
individual employees.
Human Resource Management
Office (HRMO)
 Monitors submission of
Individual Performance
Commitment and Rating
(IPCR) Form.
 Reviews the summary list
of individual performance
rating.
 Provides analytical data
on retention,
skill/competency gaps,
andtalent development
plan.
 Coordinates
developmental
interventions that will
form part of the HR Plan.
 Assumes primary
responsibility for
performance mgt in
his/her office.
 Conducts strategic
planning session with
supervisors and staff.
 Reviews and approves
individual performance
commitment & rating
form.
 Submits quarterly
accomplishment report.
 Does initial assessment
of office’s performance.
 Determines final
assessment of individual
 employees’ performance
level.
 Informs employees of the
final rating and identifies
necessary interventions
to employees.
 Provides written notice to
subordinates who obtain
Unsatisfactory or Poor
rating.

Division Chief

 Assumes joint
responsibility with the
Head of Office in attaining
performance targets.
 Rationalizes distribution
of targets and tasks.
 Monitors closely the
status of performance of
subordinates.
 Assesses individual
employees’ performance.
 Recommends
developmental
interventions. Individual
Employees
 Act as partners of
management and co-
employees in meeting
organizational
performance goals.