Practice Career Professionalism-LACKING VALUES

CBLM
ON
BASIC COMPETENCIES
(PRACTICE CAREER PROFESSIONALISM)
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Date Developed:
Areza Town CBLM on BASIC MAY 2014 Issued by:
Center COMPETENCY Date Revised: AGC - TSD
ADMC Compound PRACTICE CAREER AUGUST 15,2017
Canlalay, Binan PROFESSIONALISM Revised by: Page 1
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HOW TO USE THIS COMPETENCY-BASED LEARNING MATERIALS
Welcome!
The unit of Competency, “Practice career professionalism”
This learning material in “Practicing career professionalism”
is designed to guide you in learning at your own pace. To start with, talk with your trainer and
agree on how you will both organize the training for this module. Most probably your trainer will
also be your supervisor or manager. He/she is there to support you and guide you the correct
way to do things. From time to time you will be required to practice and demonstrate the skills
that you’ve learned from this module and you will be requiring some assistance from your trainer
(as instructed in the learning material).To proceed with the learning session you just have go
through the Learning Activity Sheet where in you will follow series of learning instructions
towards attaining the learning outcome. This procedure should be repeatedly done until you
have completed all the learning elements in this Competency-Based Learning Module or until
such time that you are ready to take the final assessment for this module. You may skip some
learning activities if you can demonstrate that you are competent enough on the said
task/s.
At the end part of this module is a Learner’s Diary. Use this diary to record important dates,
jobs undertaken and other workplace events that may provide further details to your trainer or
assessor. A Record of Achievement will be provided to you by your trainer for you to
accomplish once you complete the module. Upon completion of this module, study the evidence
plan at the end of the last learning element of this module then ask your instructor to assess
you. You will be given a certificate of completion as proof that you met the standard
requirements (knowledge, skills and attitude) for this module. The assessment could be made in
different methods, as prescribed in the competency standards. If you have questions, don’t
hesitate to ask your instructors for assistance. Your instructor will always be available to
assist you during the training.
Recognition of Prior Learning (RPL)
You may already have some or most of the knowledge and skills covered in this
Module because you have:
 been working for some time
 already completed training in this
area.
If you can demonstrate to your trainer that you are competent in particular skill, talk to him/her
about having them formally recognized so you would not have to undergo the same training
again. If you have a qualification or Certificate of Competency from previous trainings, show it to
your trainer. If the skills you acquired are still current and relevant to this module, they may
become part of the evidence you can present for RPL. If you are not sure about the level of your
skills, discuss this with your trainer.
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MODULE CONTENT
Basic Competency : CAREER PROFESSIONALISM

Unit of Competency : PRACTICE CAREER PROFESSIONALISM
Module Title : PRACTICING CAREER PROFESSIONALISM
Module Descriptor: This module covers the knowledge, skill and attitude in promoting
career growth and advancement, specifically to integrate personal objectives with
organizational goals set and meet work personal objective with maintain professional
growth and development.
Nominal Duration: 6 hours
Learning Outcomes:
Upon completion of this module, you must be able to:
1. Integrate personal objectives with organizational goals.
2. Set and meet work priorities
3. Maintenance professional growth and development.
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INTEGRATE PERSONAL OBJECTIVES
LEARNING OUTCOME # 1 WITH ORGANIZATIONAL GOALS
CONTENTS:
1. Personal development-social aspects: intra and interpersonal development
2. Organizational hygiene and practices
3. Personal hygiene and practices
4. Code of ethics
ASSESSMENT CRITERIA:
Personal growth and work plans towards improving the qualifications set for professionalism are
evident.
Intra and interpersonal relationship in the course of managing oneself based on performance
evaluation is maintained.
Commitment to the organization and its goals is demonstrated in the performance of duties.
Practice of appropriate personal hygiene is observed.
Job targets within key result areas are attained.
CONDITION:
Students and Trainees must be provided with the following:
 Workplace
 Code of ethics
 Organizational goals
 Handouts and personal development-social aspects
ASSESSMENT METHOD:
 Roles play
 Interview
 Written examination
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LEARNING OUTCOME 1
INTEGRATE PERSONAL OBJECTIVES WITH ORGANIZATIONAL GOALS
Learning Activities Special Instructions
Read and Understand the information

1. Read Information Sheet 3.1-1 on Personal sheet and check yourself by answering
development-social aspects: intra and the self-check.
interpersonal development
2. Read Information Sheet 3.1-2 on Organizational

goal Read and Understand the information
sheet and check yourself by answering
the self-check.
3. Answer Self-check 3.1-2. On Organizational
goal
Compare your Answer to the Answer
keys.3.1-2
4. Read Information Sheet 3.1-3 on Personal

hygiene and practices
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5. Answer Self-check 3.1-3. On Personal hygiene Read and Understand the information
and practices sheet and check yourself by answering
the self-check.
6. Read Information Sheet 3.1-4 on Code of ethics Read and Understand the information
the self-check.
7. Answer Self-check 3.1-4. On Code of ethics Compare your Answer to the Answer
keys.3.1-4
INFORMATION SHEET 3.1-1

PERSONAL DEVELOPMENT-SOCIAL ASPECTS: INTRA AND INTERPERSONAL
DEVELOPMENT
INTRODUCTION
Personal development includes activities that improve awareness and
identity, develop talents and potential, build human capital and facilitate
employability, enhance quality of life and contribute to the realization of dreams and
aspirations. The concept is not limited to self-help but includes formal and informal
activities for developing others in roles such as teacher, guide, counselor, manager,
life coach or mentor. When personal development takes place in the context of
institutions, it refers to the methods, programs, tools, techniques, and assessment
systems that support human development at the individual level in organizations.
Interpersonal Communication
When interpersonal communication takes place both the sender and receiver are
present. So it needs for face to face communication. In this minimum, in this
minimum two members are required. This utilized for effective communication.
Because it facilitate for immediate clarification since both the parties are present.
This will help the sender of the message to know the communication is effective or
not. Even if there is any mistake while transferring the message, it can be easily
created.
In interpersonal communication, since face to face communication is possible the
sender or the speaker can create an impression on the receiver. This is adopted as
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a very good marketing technique. Some aggressive salesmen are effective in
completing the sales and finding new customer. This will help the business to
increase their turnover.
Again, in everyone’s life there will be some misunderstanding with each other. This
may be because of the confusion between the two persons about their acts or
incomplete communication. There may be chances that some might have crated
gossips among them. The solution for all these interpersonal problems, especially
between husband and wife is interpersonal communication. Because if they speak
with open minded all their problems and confusions can be solved. During this, they
can have immediate clarification which removes the misunderstanding. It facilities
face to face communication which creates understanding between the two.
In interpersonal communication, people can express their feelings. They will get the
freedom of express. They can reduce their stress. They can share their knowledge.
PERSONAL DEVELOPMENT
DEVELOPMENT
INTRA-PERSONAL
COMMUNICATION
In every communication, the first
communication is to the communicator
himself it passes to others. When I
want to communicate some information
to other person, a communication
process take place within me before I
pass the information to other. The
moment an urge to communicate arise
in my mind that message is transferred
to the brain where the message is processed and passed through the medium of
either tongue or hand. At time even gestures are used to pass the message in
communication.
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So, when a communication takes place within a person is call INTRA PERSONAL
COMMUNICATION. Here there is only one person involved in it. The various
situations in which intra personal communication takes place are thinking while
making a decision form the available choice, thinking in the examination hall while
writing examination, dreaming in the class with opened eyes when lecture is going
on.
In intra personal communication the receiver of message is the person himself.

When a person communicates something to himself then he only is the receiver of
the message. When a person is dreaming, only he comes to know about it. When a
person wants to take a decision from the various choices available, in his thinking
process he is communicating to himself.
Some personalities who are well- known for their talent in the relevant field are
usually respected by the society. They have succeeded in their career in their
respective fields. The common feature among most of the eminent personalities is
that most of them were good leaders. They were able to lead the people along with
them. Depending upon the character, they influenced the behavior of the others.

DEVELOPMENT
For example, MAHATMA GANDHI

who is the father of our nation, had
adopted a path of “Ahimsa” which
means non-violence. But the
autocratic leader adolf hilter was a
dictator. His principle was to attack
other countries. Gandhiji’s followers
followed the path of non-violence. But
hilter his soldiers were very cruel and
aggressive in attacking very cruel and
aggressive in attacking people of
other countries. In inter personal communication the behavior, character and
attitude of one person will an impact on others who follow them.
Conclusion:
The communication is the inseparable part of being. Everyone including deaf and
dumb will communicate. Some people who is bed ridden and cannot speak will
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even communicate through eyes. The interpersonal communication which is a face
to face communication is between two people. In intra personal, it is within a
person. In interpersonal communication one will be the sender and the other will be
the receiver of the message is the same person.
ORGANIZATIONAL GOALS
INTRODUCTION
Organization goals: Those ends that an organization seeks to achieve by its
existence and operation, goals are predetermined and describe future results toward
which present effort are directed.
Types of Goals
Official goals are the general aims of an

organization as expressed in the corporate
charter, annual reports, public statements and
mission statements. Their purpose is to give
the organization a favorable public image,
provide legitimacy, and justify its activities.
Operative goals reflect the actual intention of

an organization. They describe the concrete
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steps to be taken to achieve the organization's purpose. They often don't correspond
with official goals.
For example: Many organizations mention environmentally friendly behavior as a goal

of the organization. However in a study of organizations actually including
environmental friendly behavior as an organizational goal, very few had corresponding
operative goals, i.e. very few delineated how such behavior would be implemented in
the different departments of the organization.
Additional examples: Most prisons have rehabilitation of prisoners, preparing them for
re-integrations into society as their official goal, however in practice, most of their
operative procedures involve aspects of custodial care. For many voluntary
organizations, especially in these days of funding cutbacks, the community service
which is their official mandate or goal takes secondary precedence to the fundraising
activities which will ensure their survival.

Some organizations never state official goals, not to attract potential competition or
opposition.
One can determine an organizations true goals not by reading their charter but by
examining resource allocation process.
Benefits of organizational goals
1. Goals serve as guidelines for action, directing and channeling employee efforts.
They provide parameters for strategic planning, allocating resources and
identifying development opportunities.
2. Goals provide constraints in the organization. Choosing certain goals reduces
discretion in pursuing other goals. The goal of maximizing stockholder dividends
immediately reduces financial resources available for expense accounts.
3. Goals act as a source of legitimacy by justifying an organization's activities and
existence. For new organizations the struggle for legitimacy is great. Maintaining
legitimacy is easier but still, some organizations do lose legitimacy. For example
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imagine a hospital whose goal was to increase occupancy by performing as
much surgery as possible. Such a goal would surely reduce its legitimacy.
4. Goals define standards of performance. To the extent that goals are clearly
stated, they set standards for evaluation.
5. Goals provide a source of motivation. By presenting a challenge and how to
achieve it, organizational goals act as behavioral incentives. For example: the
path-goal theory of leadership.
Key organizational goals
Drucker, an organizational guru, has identified 8 key areas in which organizations

should establish result oriented goals:
1. Market share
2. Innovation. Tom Peters found that excellent companies are obsessed by
innovation. Minnesota Mining and Manufacturing (3M) has generated 25% of its
sales from products less than 5 yrs old.
3. Productivity. This is probably the most oft cited goal of all, to produce greater
outcomes with fewer inputs. This provides organizations with a competitive edge.
For example, GE estimates that a one percent increase in productivity at

Their plants translates into $300 million dollars of increased revenues. As

productivity increases market share goals can be pursued by dropping prices.
4. Physical and financial resources. Renovating and maintaining equipment is

important in the long run for an organization. Increasing cash flow is often
important for new ventures.
5. Profitability. This is usually expressed as a percentage and should always be
stated.
6. Management performance and development . Management training is important
because management is key to organization success. For example, GE has a
special course in Croton Ville for up and coming young managers, and IBM
spends 15 days per year training management in better management practices.
This is often a neglected aspect in many organizations.
7. Employee’s performance and attitude goals . Employees are the most important
asset in any organization, although many organizations don't act as if they
believe this.
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8. Social responsibility. More and more organizations see this as somewhat
important to gain legitimacy on the public's eye. These days one is witness to
organizations providing matching funds for fundraising efforts and giving their
employees a certain number of paid hours’ time off to volunteer in community
activities.
Individual vs. organization goals
Organizations don't make goals; individuals do. Therefore, goals will reflect the
interests of the individual. The greater the overlap between an individual's goals
and organizational goals, the better for the organization. Unfortunately often this
is not the case. For example, it may be in the best interests of an organization to
amalgamate certain departments or to out-source some kinds of tasks, but this
may infringe on the power of certain departments and their leaders, so these
goals will not be supported.
Goals are set in an organization by creating coalitions of non-competing groups.

There is constant bargaining among the different organizational leaders to find
the right direction of the organization. Organizational groups with greater power
will have more control over the direction of the organization. This is not always in
the best interests of the organization.
SELF-CHECK 3.1-2
IDENTIFICATION: Fill in the blank.
1. The general aims of an organization as expressed in the corporate charter,

annual report public statements and mission statement.____________
2. Deflect the actual intention of an organization.___________
3. Goals are predetermined and describe future results toward which present
effort are directed.___________
4. The most oft. Cited goals of all to produce greater outcomes with fever
inputs._______
5. Organizations see this as somewhat important to gain legitimacy on the
public’s eye._____________
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ANSWER KEY 3.1-2
1. Official goals
2. Operative goals
3. Organizations goals.
4. Productivity
5. Social Responsibility
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PERSONAL HYGIENE AND PRACTICES

INTRODUCTION
One of the most effective ways we have
to protect ourselves and others from illness is
good personal hygiene. This means washing
your hands, especially, but also your body. It
means being careful not to cough or sneeze
on others, cleaning things that you touch if you
are unwell, putting items such as tissues (that
may h ave germs) into a bin, and using
protection (like gloves or condoms) when you
might be at risk of catching an infection.
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Personal hygiene, such as bathing, is very much dependent on the culture in which you
live. In some cultures, it is expected that you will wash your body at least every day and
use deodorants to stop body smells. Other cultures have different expectations.
Most infections, especially colds and gastroenteritis, are caught when we put our
unwashed hands, which have germs on them, to our mouth. Some infections are caught
when other people’s dirty hands touch the food we eat. Hands and wrists should be
washed with clean soap and water, using a brush if your fingernails are dirty. Dry your
hands with something clean, such as paper towels or hot air dryers. You should always
wash your hands:
After using the toilet
Before making or eating food
After handling dogs or other animals
If you have been around someone who is coughing or has a cold.
A Guide to Good Personal Hygiene

Proper grooming and healthy personal habits can help you ward off illnesses and feel
good about yourself. Find out which personal hygiene habits should be part of your
regular routine.

Good personal hygiene is essential to promoting good health.
Personal hygiene habits such as washing your hands and brushing and flossing your
teeth will help keep bacteria, viruses, and illnesses at bay. And there are mental as well
as physical benefits. “Practicing good body hygiene helps you feel good about yourself,
which is important for your mental health,” notes Donald Novey, MD, an integrative
medicine physician with the Advocate Medical Group in Park Ridge, Ill. People who
have poor hygiene — disheveled hair and clothes, body odor, bad breath, missing teeth,
and the like — often are seen as unhealthy and may face discrimination.
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Personal Hygiene: Healthy Habits Include Good Grooming
If you want to minimize your risk of infection and also enhance your overall health,
follow these basic personal hygiene habits:
 Bathe regularly. Wash your body and your hair often. “I’m not saying that you
need to shower or bathe every day,” remarks Dr. Novey. “But you should clean your
body and shampoo your hair at regular intervals that work for you.” Your body is
constantly shedding skin. Novey explains, “That skin needs to come off. Otherwise, it
will cake up and can cause illnesses.”
 Trim your nails. Keeping your finger and toenails trimmed and in good shape will
prevent problems such as hang nails and infected nail beds. Feet that are clean and
dry are less likely to contractathlete’s foot, Novey says.
 Brush and floss. Ideally, you should brush your teeth after every meal. At the
very least, brush your teeth twice a day and floss daily. Brushing minimizes the
accumulation of bacteria in your mouth, which can cause tooth decay and gum
disease, Novey says. Flossing, too, helps maintain strong, healthy gums. “The
bacteria that builds up and causes gum disease can go straight to the heart and
cause very serious valve problems,” Novey explains. Unhealthy gums also can cause
your teeth to loosen, which makes it difficult to chew and to eat properly, he adds. To
maintain a healthy smile, visit the dentist at six-month intervals for checkups and
cleanings.

 Wash your hands. Washing your hands before preparing or eating food, after
going to the bathroom, after coughing or sneezing, and after handling garbage, goes
a long way toward preventing the spread of bacteria and viruses. Keep a hygiene
product, like an alcohol-based sanitizing gel, handy for when soap and water isn’t
available.
 Sleep tight. Get plenty of rest — 8 to 10 hours a night — so that you are
refreshed and are ready to take on the day every morning. Lack of sleep can leave
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you feeling run down and can compromise your body's natural defenses, your
immune system, Novey says.
Personal Hygiene: Poor Hygiene Hints at Other Issues

If someone you know hasn’t bathed or appears unkempt, it could be a sign that he or
she is depressed. “When people are sad or depressed, they neglect themselves,”
Novey says. Talking about the importance of proper personal hygiene for preventing
illnesses and providing personal hygiene items may help some people. Be candid but
sensitive and understanding in your discussions, Novey says. Despite your best efforts,
your friend or loved one may need professional help. You should encourage them to
see a counselor or doctor if their personal hygiene doesn’t improve.
Personal Hygiene: Good Habits Help Keep You Healthy

For most people, good hygiene is so much a part of their daily routines that they think
little about it. They bathe, they brush their teeth, visit the dentist and doctor for regular
checkups, and wash their hands when preparing or eating food and handling unsanitary
items. To keep those you care about healthy and safe, help them learn, and be sure
that they are practicing, good personal hygiene.
SELF- CHECK 3.1-3

Answer the following question:
1. Why is hygiene so important?

2. How can bad hygiene affect your team?
3. How can good hygiene practice benefit the equipment?
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CODE OF ETHICS
INTRODUCTION
Code of Ethics are adopted by organizations to assist members in understanding the

difference between 'right' and 'wrong' and in applying that understanding to their
decisions. An ethical code generally implies documents at three levels: codes
of business ethics, codes of conduct for employees, and codes of professional practice.
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Many companies use the
phrases 'ethical code' and 'code of
conduct' interchangeably but it may
be useful to make a distinction. A code
of ethics will start by setting out the
values that underpin the code and will
describe a company's obligation to its
stakeholders. The code is publicly
available and addressed to anyone with an interest in the company's activities and the
way it does business. It will include details of how the company plans to implement its
values and vision, as well as guidance to staff on ethical standards and how to achieve
them. However, a code of conduct is generally addressed to and intended for
employees alone. It usually sets out restrictions on behavior, and will be far more
compliance or rules focused than value or principle focused.
Code of practice (professional ethics)

A code of practice is adopted by a profession or by a governmental or non-
governmental organization to regulate that profession. A code of practice may be styled
as a code of professional, which will discuss difficult issues, difficult decisions that will
often need to be made, and provide a clear account of what behavior is considered
"ethical" or "correct" or "right" in the circumstances. In a membership context, failure to
comply with a code of practice can result in expulsion from the professional
organization. In its 2007 International Good Practice Guidance, Defining and
Developing an Effective Code of Conduct for Organizations, the International Federation
of Accountants
1. provided the following working definition: "Principles, values, standards, or rules

of behavior that guide the decisions, procedures and systems of an organization
in a way that
CODE OF ETHICS
(a) Contributes to the welfare of its key stakeholders, and

(b) Respects the rights of all constituents affected by its operations."
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How to Build Ethics into Your Team Culture
The ethical framework of an organization is set at the top and standards can be
expected to be similar or deteriorate as you move down the hierarchy and out into the
teams.
Note that these studies were not looking at extreme ethical behaviours, such as
dishonesty or discrimination — breaching these standards would offend most people.
The research above focused on subtle but important aspects of ethics, similar to those
found in the "aspirational" sections of PMI's Code of Ethics. These types of behaviours
encourage individuals to develop as professionals, create a great place to work and
urge external stakeholders to support the team.
The practical implications of these findings are that leaders need to "walk the talk" by
engaging in ethical behaviour. They need to create a strong ethical culture in their
teams by providing the tools needed to help team members behave ethically, on a
reinforced basis.
Some tools to inject ethics into the team culture include:
1. Positive reinforcement, such as praising people for notifying you of a mistake

they have made.
2. Encouragement of open reporting of "bad news" in any form.
3. Establishment of systems that strongly encourage ethical behaviours, such as
refusing to allow derogatory remarks in any form (jokes included). This would require
backing by formal systems, such as clearly defined and protected "whistle blower"
procedures.
Once created, an ethical culture in your team can be expected to have a strong effect
sideways and downward within the organization — and outward to the wider
stakeholder community.

CODE OF ETHICS
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A Code of Ethics in the Work Place
Ethics is learning the difference between right and wrong, and then doing the right thing.
There are three fundamental segments of a business' code of ethics.
Legal
Each business and its employees must follow the laws set forth by the federal and state
government. Although most business organizations don't write down the legal code of
ethics each member of the business is responsible for, some organizations do. The
foundation of any code of ethics is the legalities governing employees and the specific
establishment. A bar may establish an official code of ethics for bar attendance,
bouncer etiquette and drinking maximum. An organization that produces written content
may establish a plagiarism clause as part of a code of ethics. Beyond these specific
ethical areas, most establishments establish a diversity program where equal
opportunity is available for all regardless of sex, religion or background.
Moral
Whether your subscribe to the ideas discussed in the Bible or not, treating others like
you want to be treated is the foundation of moral ethics. Treating employees with
respect builds loyalty. Doing the right thing for the customer is paramount to maintaining
customers. When employees have access to confidential public information, creating
ethical standards on confidentiality not only protects clients but establishes trust in the
organization. In addition, how an organization deals with complaints and resolves
conflict, internally and externally, is set by a moral code of conduct. The code of conduct
establishes protocol to treat each issue from an objective viewpoint and move toward
amiable resolution.
Professional
Professional codes of ethic vary from organization to organization. A state bar
association will have a very descriptive code of ethics for attorneys practicing law in that
area. A car dealership may describe its professional code of ethics by defining dress
code, promptness and disclosure to consumers in the sales process. Ultimately, the
professional code of ethics demands from employees at all levels of an organization to
do what they were hired to do with care and diligence. Among many executives, a
professional code of ethics extends to the handshake agreement with someone
following through on what he said he would do.
VALUES OF A PERSON
1.LOVE OF GOD
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2.LOVE OF COUNTRY
3.LOVE OF PARENTS AND SIBLINGS
4.RESPECT AND CONCERN FOR NON RELATIVES
5.SHARING AND COOPERATIONS
6.SENSE OF RESPONSIBILITIES
7.POPULATION AWARENESS
8.FAIRNESS / HONESTY
9.POSITIVE WORK ORIENTATION
10. CREATIVITY AND SELF EXPRESSION
11. THRIFTINESS
12. SELF RELIANCE
13. SELF DISCIPLINE
14. SELF CONFIDENCE
15. CLEANLINESS
Self-check 3.1-4
CODE OF ETHICS
IDENTIFICATION: Fill in the blank.

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JEFFREY B
LARAYA
.GOYAL
Revision # 01
1. _______ are adopted by organizations to assist members in understanding the
difference between 'right' and 'wrong' and in applying that understanding to their
decisions.
2. _______is learning the difference between right and wrong, and then doing the
right thing. There are three fundamental segments of a business' code of ethics.
3. _______is adopted by a profession or by a governmental or non-governmental

organization to regulate that profession.
4. International Good Practice Guidance, Defining and Developing

an___________________, the International Federation of Accountants
5. There are three fundamental segments of a business' code of ethics.
1. __________
2. __________
3. __________
Self-check 3.1-4
CODE OF ETHICS
IDENTIFICAITION:
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Revision # 01
1. Code Of Ethics
2. Ethics
3. Code of Practice
4. Effective code of conduct
5. Legal ,Moral and Professional
SET AND MEET WORK PRIORITIES

LEARNING OUTCOME # 2
Document No:
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JEFFREY B
LARAYA
.GOYAL
Revision # 01
CONTENTS:
1. Organizational Key Result Areas (KRA)
2. Work values and ethical standards
3. Company policies on the use and maintenance of equipment
ASSESSMENT CRITERIA:
Competing demands to achieve personal, team and organizational goals and objectives are
prioritized.
Resources are utilized efficiently and effectively to manage work priorities and commitments.
Practices and economics use and maintenance of equipment and facilities are followed as per
established procedures.
Job targets within key result areas are attained.
CONDITION:
Students and Trainees must be provided with the following:
Hand outs on
- Organizational KRA
- Work values and ethics
- Company policies and standards
- Sample job targets
 Learning guides
ASSESSMENT METHOD:
 Roles play
 Interview
 Written examination
LEARNING OUTCOME 1
Document No:
Date Developed:
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JEFFREY B
LARAYA
.GOYAL
Revision # 01
SET AND MEET WORK PRIORITIES
Learning Activities Special Instructions

8. Read Information Sheet 3.2-1 on Organizational the self-check.
Key result Areas (KRA)

the self-check.
9. Read Information Sheet 3.2-2 on Work values
Compare your Answer to the Answer
keys.3.1-2
10. Answer Self-check 3.2-2. On Work values
11. Read Information Sheet 3.2-3 on Company

policies on the use and maintenance of
equipment
12. Answer Self-check 3.2-3. On Personal hygiene Read and Understand the information
and practices sheet and check yourself by answering
the self-check.
Document No:
Date Developed:
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JEFFREY B
LARAYA
.GOYAL
Revision # 01
ORGANIZATIONAL KEY RESULT AREAS (KRA)
INTRODUCTION
The importance of KRAs in your organization. In this post, we will look at how to
implement KRAs in 5 easy steps.
The degree of difficulty in implementing KRAs will depend on the culture of your
organization. If you have a culture that is team oriented, results driven, and passionate
about improvement then implementation will be relatively easy. If you have a culture
that is individually oriented, agenda driven, and have employees that resist change then
implementation will be more difficult.
Either way, the steps will remain the same…you will just have to work harder. In the
wrong culture, KRAs will be viewed upon as a control tool used by management. This is
not the case, and this should be communicated as so. KRAs will help improve
communication between leaders and their team members, establish clear boundaries
for each team member, and break down silos.
Key Result Areas refer to general areas of outputs or outcomes for which the
department’s role is responsible.
Key Performance Areas are the areas within the business unit, for which an
individual or group is logically responsible.
.Hope the post is able to explain the concept of KRA and KPA.
5 steps to implement KRAs

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 List day-to-day activities. Have each team member list out their job duties.
Don’t just have them include major job functions, but list out anything of substance
that utilizes their time. They should keep a running list for a minimum of a 2 week
period. If possible, 30 days would provide a better view of their work loads. The goal
here is to capture everything the team member does within their job function. It helps
to identify the constraints of the position, as well as, identifying tasks that would be
suited to be completed in another department. This will also help identify tasks that
could be completely done away with.

 Why they do the activity. One of the important aspects of KRA’s is the focus
given to the result of the task, rather than the task itself. Having team members
provide an explanation of why they do the task will help them focus on the results
generated by doing the task. This has a secondary function of also helping identify
tasks that belong elsewhere, or tasks that can be done away with.
 Share the lists. After compiling the lists of tasks and functions, along with the
respective explanations for each, the next step is to share the lists. This is especially
important within each team. Liken this to a basketball team. The team has 5
positions playing towards the same vision, with the guidance of the coach. Each
position has it Is own duties on the court. Each team member knows their
responsibility, and is aware of the responsibilities of their teammates. Equally
important, the lists for each of the teams should be viewed amongst the leadership
team on an aggregate level. This helps to ensure there are no overlapping job
functions amongst the teams. It also helps to ensure that each team is working
towards the same vision.
 Work with the team. After sharing the lists it is important to begin developing the
written KRAs with the help of the team. KRAs should be developed with open
collaboration between the team and the leader. Ultimately, every task within the
KRA should reflect what winning at that job looks like. Working with the team to
develop the KRA helps to achieve complete buy-in from the team and the individual.
 Develop the goals. The driving force behind each task within the KRA should be
a single result. The first and foremost goal is what winning at the job looks like. What
is the expectation of the job, and what it will take to do the job. There should also be
specific and measurable goals within the KRA. Achieve a certain level of sales, or
grow the current sales territory be X percent, are some examples. Whatever the
goals are, develop them here and embed them within the KRA.
Document No:
Date Developed:
Developed by:
City, Laguna DAN C.
JEFFREY B
LARAYA
.GOYAL
Revision # 01
Difference between the KRA and KPA
Key Result Area (KRA) and Key Performance Area (KPA), though the terms hold
different meaning but are often used interchangeably and more or less assumed
to have same applicability. The purpose of this post is to underline the basic
differences between the concept of KRA and KPA.
In relation to a job role, KRA defines the outcome or end result expected to be
delivered while KPA defines all the activities, not always result oriented, an
individual has to perform being on job.
Key Result Area
Key = crucial/main
Result = outcome/end/consequence
Area = space/range
KEY RESULT AREA = crucial outcome space
Point to note
-KRA is not the result.
-KRA is the area identified as important or crucial where a result will assist in the
achievement of the set objectives or goal.
-KRA defines what a job is expected to accomplish.
-KRA’s might fall within the scope of Key Performance Areas (KPA)
Key Performance Area
Key = crucial/main
Performance = Achievement/Attainment
Area = space/range/field of operation
Document No:
Date Developed:
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JEFFREY B
LARAYA
.GOYAL
Revision # 01
KEY PERFORMANCE AREA = Main achievement space
Point to Note
-KPA is the overall scope of activities that an individual on a job role has to perform.
-KPA is not always result focused.
-KPA’s can be inclusive of KRA’s
In organizations, each role or job has a “Job Description (JD)” which consist of all
the responsibilities the person on job has to perform. All the activities listed in JD
falls in two categories:

Category A – List of functions and activities crucial or critical for the job role. These
activities form the KRA of the job.
Category B – List of functions and activities associated with the job role but not
truly critical for the role. These functions are important for overall performance of
the team, department or organization as a whole and form the KPA for the job
Example:
Role – Product Manager
Goal – Ensuring delivery of quality product within schedule.
Key Result Area
Customer Satisfaction.
Product Management.
Operational Cost Control.
Quality Check.
. Record keeping.
Key Performance Areas
Maintaining good working condition in plant.
Optimum Resource Utilization.
Process Improvement.
Safety and Prevention planning and control.
Working within the company’s SLA (Service Level Agreement), GRC (Governance,
Risk Management and Compliance) policies
Business Definitions

Document No:
Date Developed:
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JEFFREY B
LARAYA
.GOYAL
Revision # 01
SELF-CHECK 3.2-1
IDENTIFICATION: put the correct answer in the space provided.
1. Refer to general areas of outputs or outcomes for which the department’s role is
responsible.
2. Are the areas within the business unit, for which an individual or group is logically
responsible.
3. The driving force behind each task within the KRA should be a single result.
4. List of functions and activities associated with the job role but not truly critical for
the role.
5. List of functions and activities crucial or critical for the job role. These activities
form the KRA of the job.
Document No:
Date Developed:
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JEFFREY B
LARAYA
.GOYAL
Revision # 01
ANSWER 3.2-1
1. Key Result Areas

2. Key Performance Areas
3. Develop the goals
4. Category B
5. Category A
Document No:
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JEFFREY B
LARAYA
.GOYAL
Revision # 01
WORK VALUES AND ETHICAL STANDARDS
Document No:
Date Developed:
Developed by:
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JEFFREY B
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Revision # 01

Practice Career Professionalism-LACKING VALUES

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CBLM

Basic Competency : CAREER PROFESSIONALISM

Nominal Duration: 6 hours

INTEGRATE PERSONAL OBJECTIVES WITH ORGANIZATIONAL GOALS

Learning Activities Special Instructions

Read and Understand the information

2. Read Information Sheet 3.1-2 on Organizational

4. Read Information Sheet 3.1-3 on Personal

INFORMATION SHEET 3.1-1

INFORMATION SHEET 3.1-1

In intra personal communication the receiver of message is the person himself.

INFORMATION SHEET 3.1-1

For example, MAHATMA GANDHI

INFORMATION SHEET 3.1-2

Official goals are the general aims of an

Operative goals reflect the actual intention of

For example: Many organizations mention environmentally friendly behavior as a goal

INFORMATION SHEET 3.1-2

Benefits of organizational goals

Key organizational goals

Drucker, an organizational guru, has identified 8 key areas in which organizations

INFORMATION SHEET 3.1-2

Their plants translates into $300 million dollars of increased revenues. As

4. Physical and financial resources. Renovating and maintaining equipment is

Individual vs. organization goals

Goals are set in an organization by creating coalitions of non-competing groups.

IDENTIFICATION: Fill in the blank.

1. The general aims of an organization as expressed in the corporate charter,

PERSONAL HYGIENE AND PRACTICES

A Guide to Good Personal Hygiene

INFORMATION SHEET 3.1-3

Good personal hygiene is essential to promoting good health.

INFORMATION SHEET 3.1-3

Personal Hygiene: Poor Hygiene Hints at Other Issues

Personal Hygiene: Good Habits Help Keep You Healthy

SELF- CHECK 3.1-3

Answer the following question:

1. Why is hygiene so important?

Code of Ethics are adopted by organizations to assist members in understanding the

Code of practice (professional ethics)

1. provided the following working definition: "Principles, values, standards, or rules

(a) Contributes to the welfare of its key stakeholders, and

Some tools to inject ethics into the team culture include:

1. Positive reinforcement, such as praising people for notifying you of a mistake

INFORMATION SHEET 3.1-4

IDENTIFICATION: Fill in the blank.

3. _______is adopted by a profession or by a governmental or non-governmental

4. International Good Practice Guidance, Defining and Developing

5. There are three fundamental segments of a business' code of ethics.

SET AND MEET WORK PRIORITIES

Learning Activities Special Instructions

Read and Understand the information

Read and Understand the information

11. Read Information Sheet 3.2-3 on Company

5 steps to implement KRAs

INFORMATION SHEET 3.2-1

Difference between the KRA and KPA

INFORMATION SHEET 3.2-1

IDENTIFICATION: put the correct answer in the space provided.

1. Key Result Areas

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