Competency Modeling and Profiling

for the Presidential Communications

Operations Office (PCOO)
12-16, 19 July2021 and 9-10August 2021
 COMPETENCY
MODELING AND
PROFILING (CMP)
The CBHRMS
micro-learning journey
Day 1 – CBHRMS in the Public
Sector
JOCELYN C. LINSAO-NG
MAHRVD CHRP
CBHRS SUBJECT MATTER EXPERT
Competency Modeling
and Profiling –
blended learning
intervention

Why, How and What

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 Competency-Based Human Resource
Management System (CBHRMS) e-Learning
Program

WEBINAR + MICRO-LEARNING + E-LEARNING RIGHT NOW,

ONLINE/OFFLINE CBHRMS MANUAL OR ANYWHERE, ANYTIME
COMMUNICATION GUIDEBOOK
Synchronous Participants + SME + CA are in the same place and at the same
time
• Webinar/online modules
• Comment posting on online chat box and/or online poll meter

PA R T I C I PA N T S + S M E + C A A R E N OT I N T H E SA M E P L AC E
A N D PA R T I C I PA N TS L EA R N AT D I F F E R E N T T I M E S

• P R E - WO R K S H O P AC T I V I T I ES
Asynchronous • I N F O G R A P H I C S A N D / O R R EA D I N G A S S I G N M E N T S

• O F F L I N E M E S SAG E G R O U P F O R S H A R I N G A N D Q & A

• E M A I L C O M M U N I C AT I O N
e-Learning Benefits • Higher learning retention
• Improved feedback on
learning
• More fun with varied and
flexible learning modes
What is e-Learning as applied in CBHRMS?

Technology + andragogy = learning experiences

 Andragogy
•Involved in one’s learning and development plan
•Experiential, including making mistakes
•Immediate application, relevance, and impact in
one’s job or personal life
•Problem-centered rather than content-oriented
•Internally motivated in accumulating a growing
reservoir of learning experiences
1. I am involved in my learning and development plan
2. I need to experience what the theories state and am
willing to make mistakes.
3. I must be able to apply it in the workplace or in my
personal life.
4. I prefer learning from the problem rather than just
the theories and concepts.
5. I am willing to learn if I have an answer to- What’s in
it for me.
CMP Module 1 •Competency-
Part 1 Based Human
Resource System
(CBHRS) in the
Public Sector
 What • Highly qualified Employee A possesses
seems more than the QS requirements
to be • Demonstrated zest and enthusiasm
the • Performed well during probationary period
matter? After probationary period,
• Finishes tasks, but is always tardy
• 1st year performance appraisal is not near
what is expected of Employee A’s caliber
• After a while, the manner that Employee A
worked with his supervisor, colleagues, and
peers did not match the expected behavior
 Competencies
are observable, measurable and vital skills,
knowledge and attitudes that are translations
of capabilities deemed essential for
organizational success. (CSC Definition of Competency)
Competency refers to an employee’s capacity
to meet (or exceed) a job’s requirements by
producing the job outputs at an expected
level of quality within the constraints of the
organization’s internal and external
environments. (Dubois, 1986)
 There are four cornerstones
to check if it is indeed a competency.
First is -

Performance par excellence

Underlying Characteristic
fairly deep and enduring part of a person’s
personality and can predict behavior in a wide
variety of situations and tasks
 Second is -

Causally-related

a competency causes or predicts

behavior and performance
 Third is -

Evidence-based

Criterion-referenced
predicts who does something well or poorly, as
measured on a specific criterion or standard
 Last is -

Observed and Measured

“We can manage what we can measure.”

 Evolution of Competencies
1940 1990
_________________ __________________
01 03 05

1900 1980 2000

____________ 02 __________________
04 _________________
The Changing Abilities &
Abilities-based
Landscape Behavior-based

Ability = Behavior = Knowledge +

Knowledge + Skill Skill + Attitudes + Other
Attributes

What is measured How KPI is achieved

What our How our competitive

workforce can do workforce does it
 Anatomy of Performance

Core
Competencies Behavioral Indicators
WHAT
HOW Leadership
Behavioral Indicators
Competencies
GOAL
Functional
Competencies Behavioral Indicators

Competencies are the “HOW” to achieve the “WHAT” or the goals. The
“HOW” pertains to applied knowledge, manifested skills and motives
to produce success.
Ref: Development and Institutionalisation of CBHRS in the Public Sector of the Philippines – PAHRODF and CSC
 •Addresses one of the top organizational
concerns – Building employees’ • Defines what an average
competencies incumbent needs to do to
perform at a superior level
• Helps in identifying
competency gaps; thus, •Establishes interventions to
systematically addressing ensure talents are ready at the
such deviations right time
•Live document; thus, Anchored on the strategic
ensures relevancy direction of the company,
it aligns individual
• Defines expected
contribution to
outputs and outcomes
organizational goals
rather than merely
having a list of tasks • Addresses Management
and activities thrust for organizational
• Defines behaviorally- and leadership alignment
anchored standards of
exemplary performance
Benefits of Competency-Based HR System
Role Plays CBHRMS will
provide answers to
the following
Simulate a job-relevant situation, in which the
participant has to meet with either a colleague,
someone they manage or a customer in order to
questions.
meet a specific objective. They are useful for
assessing interpersonal, decision-making and
communication competencies.
 • Competency-Based
Role Plays

Individual Development
Plan (IDP)Indicators in the
Behavioral
Simulate a job-relevant situation, in which the participant has to meet with either
Comptetency Table
a colleague, someone they manage or a customer in order to meet a specific
objective. They are useful for assessing interpersonal, decision-making and
communication competencies.
Role Plays
Competency Assessment and
Competency-Based L & D
Simulate a job-relevant situation, in which the participant has to meet with either
a colleague, someone they manage or a customer in order to meet a specific
objective. They are useful for assessing interpersonal, decision-making and
communication competencies.
 Each employee will have his or her own Position
Profile. It states the required competencies and level.

If the required level

Role Plays for the employee’s
position is
Intermediate or level
Simulate a job-relevant situation, in which the participant has to meet with either
a colleague, someone they manage or a customer in order to meet a specific 2, then the employee
objective. They are useful for assessing interpersonal, decision-making and
communication competencies. will know in what
area/s he or she will
be developed to
improve performance
Role Plays

Simulate a job-relevant situation, in which the participant has to meet with either
a colleague, someone they manage or a customer in order to meet a specific
objective. They are useful for assessing interpersonal, decision-making and
communication competencies.
 Competency-
CMP Module 1 Based Human
Part 2 Resource System
(CBHRS) in the
Public Sector
Factors that drive performance

Analysis of
Trade and/or Critical
IQ Incidents -
professional
tests competencies

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 Right
Reflective
person

Why is CBHRMS
Responsive Right Fit
relevant to work
performance?
Right
Relevant
Position

Right
Time
CBHRMS
• selected
is a system for • evaluated
integrating • developed
how the right • moved
people are… • paid
• using a common
measure/standard that
supports organizational
success
CBHRMS and HR Processes
• Right person for the
Recruitment &
Right Position
Selection
Succession Performance • Big picture of job
Planning Management requirements
• Systematic
Rewards behavioral event
Career interview process
and
Pathing • Streamlined cost of
Recognition
Learning and
selection
Development
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35
CBHRMS and HR Processes
• Reasons for
Recruitment &
performance gaps
Selection
Succession Performance • Relationship between
Planning Management KPIs and How to
achieve KPIs
Rewards • Information on
Career employee’s behavior
and
Pathing in the performance of
Recognition
Learning and assigned job
Development
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CBHRMS and HR Processes
Recruitment & • Motivating successful
Selection work performance
Succession Performance • Sustaining
Planning Management performance and
motivation of HIPERs,
HIPOs and HIPROFs
Career Rewards and
Pathing Recognition
Learning and
Development
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CBHRMS and HR Processes
Recruitment & • Identification of
Selection interventions to
Succession Performance address gap
Planning Management negatives
• Development of
interim, short-,
Career Rewards and
medium- and long-
Pathing Recognition
term L&D plans
Learning and
Development
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CBHRMS and HR Processes
Recruitment & • Personal growth and
Selection development path
Succession Performance • Management of
Planning Management career options
• Clarification of
Career Rewards and position profile
Pathing Recognition requirements for
Learning and higher or other
Development position being eyed

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CBHRMS and HR Processes
Recruitment & • Identification of
Selection person’s bench or
Succession Performance strengths
Planning Management • Template for
assessing future
leaders or jobholders
Career Rewards and
Pathing Recognition • Template for
Learning and preparing people to
Development future roles

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CMP Module 1 •Concerns and
Breakout/Plenary Challenges in
Groups and Leader per
CBHRS
group Implementation
 What issues or Consider in your
challenges do you discussion - What do
encounter in relation to you foresee as
your HR practices – RSP, challenges to
PM, L&D, R&R, C&SP? introducing and/or
implementing CBHRS in
the PCOO?
1-hour breakout/plenary

Please email your group output not later than 9:00pm today.

SME email: joycelinsao.hrod@gmail.com

CA email : ajoie1018@gmail.com

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 Competency-Based
HRM System (CBHRMS)

Thank you.

From your SME and CA