POSITION PROFILING

Name: MERCEDES S. BORONGAN

Position:
Office & OIC CARPO, BUDGET DIVISION
Department:
Name of FINANCIAL MANAGEMENT SERVICES
Supervisor: ASEC. AURITA CARLOS ANG
Date of
Profiling MAY 25, 2021
ILING

ICES
What is Position Profiling?

This is the process of determining the required competency proficiency level

for the position and NOT the incumbent or the position holder.

Why is it important to identify the position profiles of positions?

Position profiles capture the competency frame and leels of proficiency that are REQUIRED for sucessful
job performance for each job in the organization.

For our exercise: we will be identifying THE STANDARDS/REQUIREMENTS of the positions assigned unde
organization. This will be done by reading the 3 Core Competencies on the next pages of this worksheet e.g.
Competency up to the 3rd Core Competency
To identify the Position Profiles, there is a Worksheet where you will have to identify if the position's core com
require: Basic, Intermediate, Advance and Superior Proficiency Levels. Again, do not look at the current incu
at the STANDARDS of the position.

Note that when you identify a position to be BASIC in a particular Competency, then all the statements in BAS
position profiling can't struddle from one proficiency levels in a Competency, i.e. a position cannot be both Ba
proficiency level.

INSTRUCTIONS:
On the cover page of this worksheet, kindly indicate your Name, Position, Office, Supervisor (if applicable
Schedule.
On the worksheet, choose your Office/Bureau/Service/Division from the drop-down list on the leftmost column
Mark the BIAS' box with "X" that best describes how the position demonstrates the specified behavior in the
'DONE' status will appear at the rightmost column if you have successfully accomplished one item, and 'ERR
ticked more than 1 box.
e REQUIRED for sucessful

of the positions assigned under you in the

xt pages of this worksheet e.g. 1st Core

entify if the position's core competency would

, do not look at the current incumbent but look

then all the statements in BASIC will be the standard. The

e. a position cannot be both Basic and Intermediate in one

ce, Supervisor (if applicable), and the Date of your Profiling

own list on the leftmost column of the sheet.

s the specified behavior in the performance of one's job. A
omplished one item, and 'ERROR' if you left the item blank or
1 DELIVERING SERVICE EXCELLENCE (CORE)
Definition towards stakeholder satisfaction.
Levels Basic
Core 1.1 Provides services according to
Descriptions DAR’s
established
standards of delivery and as explicitly
required by
stakeholders

Competency 1.1.1 Explains DAR’s basic policies

Indicators and service
delivery
standards
1.1.2 Complies with DAR’s
established
standards of
delivery
1.1.3 Responds to
stakeholder
needs in a timely,
professional, and
courteous
manner
1.1.4 Provides correct, adequate, and
timely
information to
stakeholders, as
may be
necessary
1.1.5 Acts as the
stakeholder’s
single point of
contact and
avoids passing
stakeholders
around
unnecessarily
1.1.6 Decides and acts on simple
queries/concerns
within one’s
jurisdiction
1.1.7 Refers to next in rank all concerns
beyond one’s
scope of work
CORE)
n.
Intermediate Advanced
1.2 Delivers and adds value to 1.3 Anticipates and manages
stakeholders’ stakeholders’ standards and needs
standards and towards
requirements and excellent stakeholder
highlights output-driven services
approach

1.2.1 Explains DAR’s 1.3.1 Identifies and

structure and set-up in assesses stakeholder
the delivery of the needs and values
services to based on knowledge
stakeholders, by the of the DAR mandate,
Unit programs, policies,
1.2.2 Articulates service flows, standards, and guidelines: and an
including turnaround in-depth
time, and understanding of the
commitments parameters and
expected of the Unit condition of customer
service satisfaction
1.2.3 Updates stakeholders on the status 1.3.2 Regularly reviews systems and
of their processes by which
requests and of any services are delivered
policy or process to stakeholders for
changes that might enhancement and
affect delivery of greater service
required services efficiency
1.2.4 Anticipates the needs of customers 1.3.3 Designs and
and implements formal
delivers services feedback mechanisms
beyond their for stakeholders to
immediate requests communicate their
1.2.5 Initiates specific needs
correspondence with 1.3.4 Implements
stakeholders to improvements in
determine their level service delivery based
of satisfaction with the on stakeholder
services rendered and feedback
immediately improves 1.3.5 Designs and
service delivery implements service
1.2.6 Initiates/recommends process standards with
improvements based indicators for
on stakeholder measurement to
feedback deliver value adding
1.2.7 Provides advice and guidance to services and programs
subordinates on 1.3.6 Influences changes in system,
concerns escalated to practices, or
their level policies to attend to a
stakeholder’s unusual
or outside of scope
needs, recognizing
impact the
bureaucracy or
organization process
1.3.7 Seeks and suggests ways to
improve one’s
knowledge and skills
to perform
requirements of
present and future
role of DAR
1.3.8 Assumes responsibility for dealing
with
problems, crisis, or
issues, does not
blame others for
mistakes and learns
from them
 Superior
1.4 Builds and upholds the service
culture (attitude,
character, and mindset) of
DAR and provides leadership and
direction in service
delivery,

1.4.1 Prioritizes the evolving needs and

expectations of
internal and external
stakeholders when
identifying strategic
directions, emphasizing
timely service delivery per
standards of the office of
department
1.4.2 Analyzes strengths and weaknesses
in service
delivery and potential
opportunities and threats
to meeting future
stakeholder needs
1.4.3 Issues directives to the organization
towards the
achievement of service
excellence
1.4.4 Consults DAR officials for the
institutionalization of a
service culture
1.4.5 Establishes parameters of Authority
within DAR and
empowers DAR leaders to
manage DAR’s culture of
service excellence
1.4.6 Consistently exceeds stakeholders’
needs and
expectations by keeping
abreast of local and global
best practices in the
industry and the
condition/situation in the
bureaucracy necessary to
implement a successful
change strategy
1.4.7 Offers additional services to
stakeholders as a result
of analysis, appreciation,
and understanding of
stakeholders’ goals, needs
and expectations
1.4.8 Advocates/promotes a culture of
skills of people to raise the bar toward
high quality
service delivery
1.4.9 Serves as a credible resource for
sharing and
applying new knowledge,
skills, and responsibility in
one’s field to stakeholders
2 EXEMPLIFYING INTEGRITY
The (CORE) high standards of professional behavior as public servants, adhering
ability to exemplify
Definition and standards of public service.
Sample Behaviors
Levels Basic Intermediate
Core Descriptions 2.1 Exhibits awareness of 2.2 Demonstrates
policies, rules, and compliance to laws
other standards set by DAR and and policies, rules
respects and other standards
authority set by DAR

Competency Indicators 2.1.1 Recognizes DAR’s 2.2.1 Identifies and

mission, vision, differentiates
values, policies ethical and moral
and code of principles and
conduct as well as values from
the Code of inappropriate,
Conduct and unethical, or
Ethical Standards dishonest
for Public Officials behaviors
and Employees (RA 2.2.2 Consistently
6713) adheres to the
2.1.2 Recognizes the position and Code of Conduct
authority of his/her and Ethical
higher ups Standards for
2.1.3 Practices honesty, Public Officials and
transparency, and Employees (RA
accountability in all 96713) and the
areas of work values the
2.1.4 Overcomes department stands
obstacles within for
his/her area of 2.2.3 Inhibits oneself from being
control and takes in a
situation where
responsibility for there might be a
results of his/her conflict of interest
actions or when one’s
2.1.5 Accounts for the use of character will be
resources compromised
entrusted for job 2.2.4 Demonstrates honesty and
performance transparency in all
dealings even in
difficult or
compromising
situations
2.2.5 Resists political pressure,
invoking
DAR’s mission and
policies to defuse
tension
2.2.6 Takes independent action to
correct
situations that
conflict with
professional values
2.2.7 Take responsibility for one’s
actions to
include but not
limited to, the
quality of one’s
work
havior as public servants, adhering to ethical as well as moral principles, values

Advanced
2.3 Influences others to observe
and/or adhere to laws, policies,
rules, and other standards
set by DAR
Superior
2.4 Advocates the laws, policies,
rules, and
other standards set by DAR, and
provides the rationale behind these

2.3.1 Develops and 2.4.1. Leads by example by

implements performing
policies, processes, his/her role and
structures, and functions in the
practices which Department with
ensure adherence the highest level of
to the civil servant’s honesty, integrity,
Code of Conduct and other values of
and Ethical the Department
Standards for Public 2.4.2. Rewards ethical and
Officials and accountable
Employees (RA governance and
6713) and taking penalizes those
into consideration that do otherwise
DAR’s mission, 2.4.4 Inspires public appreciation
vision, and values for,
2.3.2 Spontaneously and reliably confidence, and a
identifies trust in the
complex ethical necessary work of
issues, analyzes government both
them accurately through personal
and proactively example and
addresses them agency policies,
2.3.3 Holds self and/or work unit procedures,
accountable for products, and
one’s group’s services
actions and 2.4.1 Establishes
behaviors procedures and
2.3.4 Show moral policies that
courage by doing support an
the right thing even organizational
when it is not moral compass
popular or by teaching the
expressing dissent principles of
when actions or integrity and
pending decisions honesty, setting
would violate clear and explicit
organizational standards of
and/or behavior, and
constitutional ensuring
values, laws and aggressive and
regulations visible commitment
2.3.5 Attends to and is mindful of to observing these
ethical standards
situations and 2.4.2 Identifies strategies for
brings them to the ensuring
attention of staff guidelines, policies,
and clients for and processes for
proper resolution the implementation
2.3.6 Takes timely and appropriate of programs that
action are transparent,
to maintain legal and ethical
discipline in cases 2.4.3 Identifies potential risks to
of violation of ethical
necessary
mechanisms to
cope with and/or
manage them
2.4.4 Provides accurate, current
and
understandable
information to
policy makers and
citizens, exposing
the implications of
choice in an
unbiased fashion
3 PERSONAL EFFECTIVENESS (CORE)
Definition
Sample Behaviors
Levels
Core Descriptions 3.1 Responds effectively to guidelines and 3.2 Recognizes personal strengths
feedback on one’s
performance, well
being and learning
discipline
The ability to demonstrate and display self-direction or self-motivation. Eng
performance.
Basic Intermediate
and gaps and depends on guidance
from authorities or
appropriate bodies for
direction in addressing
them

Competency 3.1.1 Complies and performs 3.2.1 Communicates and explains

Indicators according to the task and
instructions, its implications to
making sure to team or office welfare
clarify or seek 3.2.2 Performs and
guidance, if completes given
needed, to tasks, providing
successfully inputs on how the
complete task will affect and
assigned task influence team or
3.1.2 Explains what needs to be done office dynamics
based on 3.2.3 Explores better ways and
instructions to means to be
successfully effective and
complete an productive in
assigned task performing one’s job
3.1.3 Focuses on 3.2.4 Performs assigned tasks,
assigned tasks, using available
using available tools or processes to
tools to keep keep track of status
track of status at and ensure that task
regular intervals completion matches
to ensure its with team or office
completion requirements
3.1.4 Articulates the importance of 3.2.5 Accepts and
self-direction or participates in
self-motivation in activities or
the job interventions
3.1.5 Consistently recommended by
exhibits personal one’s immediate
energy and superior, peers or
interest in 3.2.6 Perseveres and
learning exhausts various
3.1.6 Builds personal credibility and a options to overcome
reputation for setbacks, failures
reliability by and interpersonal
completing conflicts. Sees
assigned tasks learning points from
that meet failures and acts to
standards correct behavior in
3.1.7 Responds the future
positively to 3.2.7 Solicits feedback and
feedback criticism to improve
including performance
criticism, and, in
response,
corrects/improves
one’s work
irection or self-motivation. Engages in ongoing personal development to drive

Advanced Superior
3.3 Recognizes personal strengths 3.4 Sets personal goals,
and gaps and seeks guidance or proactively identifies
resources from challenges, and comes up with an
relevant sources in approach
laying out development and/or and plan to to
improvement overcome said
plans challenges and achieve the goals
despite
ambiguity and other
challenges at hand

3.3.1 Communicates and explains 3.4.2 Communicates and explains

the task or tasks or
plan and their plans and their
implications on the implications as well
various offices in as ensures buy-in of
DAR including how DAR or various
each office’s actions agencies,
may affect its considering
success potential variations
3.3.2 Performs and across agencies that
completes given may affect their
tasks, providing success or impact
inputs on how the 3.4.2 Performs and completes
task will affect and tasks,
influence dynamics considering and
across offices or addressing their
within the DAR potential impact
3.3.3 Establishes personal goals DAR-wide and across
that drive the bureaucracy
career plans and 3.4.3 Instills and promotes mutual
day to day efforts to trust and
reach goals confidence with and
3.3.4 Affirms personal and among groups and
professional individuals
development as a 3.4.4 Uses feedback to improve
life-long process one’s
3.3.5 Recognizes one’s role and performance, seeks
career path and acquires new
within the larger work methods, ideas
context of the and information that
organization and will improve
convictions and 3.4.5 Performs excellently even
aligns career/work under extreme
with them pressure and
3.3.7 Seeks for strategies or continues to work
consults with purpose and
authorities who can enthusiasm
help coach or
provide guidance in
improving one’s
performance, well
being and learning
3.3.8 Maintains focus in the face
of
uncertainty,
unambiguity, and
complexity, and can
manage other
people’s reactions
to stress
3.3.9 Maintains
composure and
confidence, and
sustains a high
energy level and
good performance
even under
adverse/intimidating
conditions and/or
crisis situations
1. Delivering Service Excellence (Core)

The ability to provide consistent, responsive, accessible, courteous, and effective public servic
stakeholder satisfaction.
A concern for working well or for competing against a standard of excellence, usually requiring
breakthrough or unique achievement. This also involves a strong ability to monitor and contro
ensure that desired results are achieved towards stakeholder satisfaction.
Instructions: Mark the box with "X" that best describes how the position demonstrates the specified
job. A 'DONE' status will appear at the rightmost column if you have successfully accomplished one ite
blank or ticked more than 1 box.

Office/Bureau/Service/
Position to Profile BASIC
Division

CAO

SuAO

Accountant IV

Accountant III

AO V

Accountant II

AO IV

Accountant I

AO II

Admin Aide III

Admin Assistant II
X

Admin Aide VI

Admin Aide IV

2. Exemplifying Intergrity (Core)

values and standards
job. A 'DONE' status willof publicatservice.
appear the rightmost column if you have successfully accomplished one ite
blank or ticked more than 1 box.
 Office/Bureau/Service/
Position to Profile BASIC
Division
CAO

SuAO

Accountant IV

Accountant III

AO V

Accountant II

AO IV

Accountant I

AO II

Admin Aide III

Admin Assistant II
X

Admin Aide VI

Admin Aide IV

3. Personal Effectiveness (Core)

The ability to demonstrate and display self-direction or self-motivation. Engages in ongoing pe
performance.
This is the ability to quickly make sense of a situation, understand issues and size up one’s po
decisions and actions to mitigate problems or to optimize gains. This implies adapting one’s a
situation change, being comfortable in ambiguous situations and maintaining effectiveness in
various
job. individuals
A 'DONE' status or
willgroups.
appear at the rightmost column if you have successfully accomplished one ite
blank or ticked more than 1 box.

Office/Bureau/Service/
Position to Profile BASIC
Division

CAO
SuAO

Accountant IV

Accountant III

AO V

Accountant II

AO IV

Accountant I

AO II

Admin Aide III

Admin Assistant II
X

Admin Aide VI

Admin Aide IV
urteous, and effective public service to attain the highest level of

ard of excellence, usually requiring persistent effort that leads to a

strong ability to monitor and control the work of self and others to
er satisfaction.
e position demonstrates the specified behavior in the performance of one's
ve successfully accomplished one item, and 'ERROR' if you left the item

INTERMEDIATE ADVANCED SUPERIOR

ERROR

X DONE

ERROR

ERROR

X DONE

ERROR

X DONE

ERROR

ERROR

ERROR

DONE

ERROR

ERROR

ve successfully accomplished one item, and 'ERROR' if you left the item
 INTERMEDIATE ADVANCED SUPERIOR

ERROR

X DONE

ERROR

ERROR

X DONE

ERROR

X DONE

ERROR

ERROR

ERROR

DONE

ERROR

ERROR

motivation. Engages in ongoing personal development to drive

rstand issues and size up one’s position, and then take appropriate
ains. This implies adapting one’s approach as the requirements of a
s and maintaining effectiveness in a variety of situations and with
ve successfully accomplished one item, and 'ERROR' if you left the item

INTERMEDIATE ADVANCED SUPERIOR

ERROR
 X DONE

ERROR

ERROR

X DONE

ERROR

X DONE

ERROR

ERROR

ERROR

DONE

ERROR

ERROR