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    Copyright:

    © All Rights Reserved
    Download as PDF or read online from Scribd
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    25 views9 pages

    MHRMO Competencies

    Uploaded by

    Jackielyn Formento

    Copyright:

    © All Rights Reserved
    Download as PDF or read online from Scribd
    Flag for inappropriate content
    of 9
    ee Mj l | f \ \ Municipality of Bulusan Province of Sorsogon OFFICE OF THE MuniciPAL HUMAN RESOURCE MANAGEMENT LGU BULUSAN COMPETENCY ASSESSMENT FEEDBACK EMPLOYEE PROFILE (FORSUPERVISORY) |NAME: Epa -|DATEOF ASSESSMENT; VENNET B. BRDSuUEBG | Jie LE, 282) | CURRENT POSITION: ae = | AGENCY: ce eae —— AGOH-J (M4na) I LGd- pum “SALARYGRADE: . rg DEPARTMENT: oe * 3 2 | merino YEARS IN POSITION: Seas ~ | YEARS IN THE AGENCY: , dyes ee z ee | SUPERVISOR'S NAME: — | __ MICHREL G. eoyap yko | THE LGU BULUSAN COMPETENCY ASSESSMENT FEEDBACK REPORT PROVIDES INFORMATION ABOUT HOW YOU AND OTHERS VIEW YOUR COMPETENCIES AND BEHAVIOR, WHICH IS A CRITICAL FIRST ‘STEP IN PURSUING DEVELOPMENT. THE FEEDBACK —_— a PROVIDED IN THIS REPORT CAN HELP YOU IDENTIFY YOUR STRENGTHS AND DETERMINE THE COMPETENCIES YOU MAY WANT TO FURTHER DEVELOP. DIRECTION: KINDLY RATE YOUR COMPETENCIES BASED ON THE BEHAVIOURAL INDICATOR LISTED BELOW RATING SCALE: A- BASIC B- INTERMEDIATE C- ADVANCE D- SUPERIOR Le ‘COMPETENCIES sien = Bo seta Crs 7 =Diae 1 iS Tose oer | non Sale| apa n_dovs tnd andor fevelop greater | Freque st | | Spoctheneatorghausy sees | avareness_ of ee See to | implements changes to improve the | improve service: inventve in | add value” to customer | quailty of service terms of quick wins’ to improve i ie | = ___| interactions. 2 service delivery Delivering Service Excellence | I P i a z sa 5 see es i l. @ ’ = Qnneaet Informed of organization Ethical | Adheres to Maintains confidentaity and protect | Exemplfy high standards of | Vaues and Standards of | moral and ethical behaviour, | the privacy of employees, | professionel behaviour a5 eisact °"" penaviour ts | acting ut ofa stong sense of | customers, and other members of | Publc, servants, adhering, to occasionally inconsistent withthe | obligation and considering | the public ethical as well as moral | Exemplifying Integrity — 9 Problems ions _ ee ee ee ll ing collaborative, \g relationship iding basic knowledge | Cf coaching, to ensure that work (1) (3) Has. distinguishing | Needs help “a ent. high imp betweer and. noneritcal | prionizing prob 3: stays focused unt Jissues, loses focus when | focus on simp -ssiully resolved resohing larger issues issue = E Ee a | — ___| complex problems. and Making | eS | (1) (2) 3) | (4) | Maximizes exising partnership | Bulls partnerships end | Strengthens “and deepens | Bulls and then leverages on | and networks and capitaizes on | networks to deliver or | partnerships andnetworks to deliver | colaborative partnerships and | these to delver or enhance work | enhance work outcomes | or enhance work outcomes | networks to deiver or enhance outcomes work outcomes inclusive T ra | _e z a S | a) | (2) (3) | (4) jonitors work andor team | Creates tools and /or apples | Monitors the strategic imperativesot | Leads. the organization by and appies new methods in correcting | the organization and orchestrates | example and throuch coaching towards a performance based | couture and the achievement of | Public service performance | throug Of individuals or groups, using | advanced skills in coaching to | Responds effectively to the need ‘or reason for change and Participates in the activiies or or performance matches or | knowledge and’ ek achieve performance standard standards. | | exceeds the required standard" | coaching to eneble the | setinitate solitons for hel io = pains and development as Cate Managing Performance and coaching | ] | for results m Feel er a | | ] (1) | (2) 3) (4) Implements plans or activites | Constucts a change management | Plans, defines and exhibits felated to a change initiative | plan in which one or more office | buy-in and full support for the Hees aoe ol OF expertise and motivates | affected either by a rena | sued ecatEeona cea division ‘members a ee to accept the | intervention conducted internally or | improve “organizational

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