Professional Documents
Culture Documents
ASSESSMENT TOOL
Version 5.0
Agency:
Date of Assessment
30-Dec-99
PRIME-HRM ASSESSMENT
Using the HRM maturity and proficiency level indicators, agencies shall be assessed of its systems,
competencies, and practices on four HRM areas:
Maturity Levels indicate progression on how well an organisation's behaviours are demonstrated,
and practices and processes are consistently implemented.
The PRIME-HRM maturity levels for the four core HRM systems are as follows:
Human Resource Management Office (HRMO) Competencies are the knowledge, skills, aspects of
self-image, social motives, traits, thought patterns, mindsets, ways of thinking, feelings, and
behavior.
These are the proficiency levels that are used to determine the HRMO's competency rating:
PRIME-HRM ASSESSMENT
INSTRUCTIONS:
1. The Assessor must fill out the basic data required on the Agency Profile. The applicable information under Region,
Sector, and Current Agency Status can be selected from the drop-down list.
2. The Assessor shall gather all the necessary information about the agency as indicated on the Key Agency Factors
worksheet.
3. Each agency shall be assessed for each level starting from Level 1 to Level 4 in order to determine its Maturity and
Proficiency levels.
4. Each indicator is coded to serve as the Assessor's reference of all the systems, practices, and HRMO
competencies. The format of the code is composed of the initials of the following:
[HRM System]-[Pillar]-[Assessment Lens]- [Maturity Level]-[Indicator No. per lens and per pillar]
e.g. RSP-TP-S1.2 (or Recruitment, Selection, and Placement - Talent Planning - Systems Lens -
Level 1 (Transactional) - #2
Practices are also coded according to whether the statement is applicable for HRMO, Employees (E),
Managers/Supervisors (M/S), or Top Management (TM).
5. The Assessor shall mark the appropriate boxes with an "X" to indicate the rating.
a. If the indicator is FULLY met, mark the box before "F" with an "X".
b. If the indicator is PARTIALLY met, mark the box before "P" with an "X".
c. If the indicator is NOT met, mark the box before "N" with an "X".
*Each box containing the score for each indicator shall automatically reflect the corresponding colors:
7.
6. The Assessor shall
must accomplish
ensure that the
eachfollowing sections which
box is appropriately are arranged
marked according
for a particular to HRM systems, Records
level.
Management, and other HR Programs.
7. The Assessor shall accomplish the following sections which are arranged according to HRM systems, Records
a. Section 6A
Management, and& 6B: RSP
other HR Systems,
Programs.Practices, and Competencies
b. Section 7A & 7B: L&D Systems, Practices, and Competencies
c.
a. Section 8A
6A & 8B:
6B: PMS
RSP Systems, Practices, and Competencies
d. Section 7A
b. 9A & 7B:
9B: L&D
R&R Systems,
Systems, Practices,
Practices, and
and Competencies
Competencies
e. Section 8A
c. 10A&&8B:10B:
PMAgency Action
Systems, Steps (Systems,
Practices, Practices, and Competencies)
and Competencies
f.
d. Section 9A
11: &HR Records
9B: Management
R&R Systems, Practices, and Competencies
g. Section
e. Section10A
12: Other
& 10B:HR Programs
Agency Action Steps (Systems, Practices, and Competencies)
f. Section 11: HR Records Management
Theg. Assessor canOther
Section 12: ONLYHR insert additional rows on Section 10A&10B as needed.
Programs
Note: If additional rows for comments are needed, the Assessor should highlight the entire blank row, do the right-
click, and thencan
The Assessor lookONLY
for "COPY". The Assessor
insert additional rows clicks another
on Section row andIfand
10A&10B. do the right-click
additional "INSERT are
rows for comments COPIED
needed, the
CELLS". should highlight the entire blank row, do the right-click, and then look for "COPY". The Assessor clicks
Assessor
another row and and do the right-click "INSERT COPIED CELLS".
All these sections must be signed accordingly by concerned parties.
Note: All these sections must be signed accordingly by concerned parties.
8. The Assessors shall discuss the results of the assessment with the HRMO and the Agency Head. The CSC and the
agency
8. shall agreeshall
The Assessors on the Action
discuss Steps
the thatofshould
results be accomplished
the assessment with theinHRMO
order for
andthe
theagency
AgencytoHead.
achieve
Thethe desired
CSC HR
and the
Maturity Level.
agency shall agree on the Action Steps that should be accomplished in order for the agency to achieve the desired HR
Maturity Level.
All Action Steps must be classified according to urgency:
A=Important
All Action and Urgent;
Steps must must be
be classified completed
according within 3 months
to urgency:
B=Important and
A=Important but not so urgent;
Urgent; must
must be be completed
completed withinwithin 6 months
3 months
C=Important
B=Important but not so urgent; must
urgent; mustbe be
completed
completedwithin 12 6months
within months
C=Important but not urgent; must be completed within 12 months
9. Timelines and the responsible person/s shall also be agreed upon during the post-assessment meeting.
9. Timelines and the responsible person/s shall also be agreed upon during the post-assessment meeting.
PRIME-HRM ASSESSMENT
10. Upon completion of the electronic PRIME-HRM assessment, save the accomplished form under the file
name:
Permanent
Temporary,
Contractual, Casual
Co-Terminus, Others
1st Level 0
2nd Level
0
Professional/Technical
TOTAL 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
PRIME-HRM ASSESSMENT
Key Agency Factors
Strategic Directions:
PRIME-HRM ASSESSMENT
ASSESSMENT RESULTS
AGENCY: REGION: DATE OF ASSESSMENT
0 0 December 30, 1899
SUMMARY OF ASSESSMENT RESULTS
Overall Assessment Rating for System and Practice
PRIME HRM Core Areas
Level 1 Level 2 Level 3 Level 4
RECRUITMENT, SELECTION Assessment Assessment Assessment Assessment
0.00% 0.00% 0.00% 0.00%
AND PLACEMENT Rating Rating Rating Rating
NOTE: An agency must attain an overall rating of 100% to determine the Agency's current maturity (System and Practice) and proficiency levels (HRMO Competency) in each
core HRM system. For instance, a 98% assessment rating in Level 2 in Recruitment, Selection, and Placement would mean that the current maturity and proficiency levels of
that particular core HRM system are still at Level 1.
INSTRUCTIONS: You may save a PDF version of this Assessment Results page by clicking on File > Save As and following these steps:
(1) In the Dialog box, select the Folder you prefer to save the document in.
(2) Change the Filename to "PRIME-HRM Assessment Results for (Agency Name, Regional Office)_Date Of Assessment"
(3) Change the Save As type from .doc or .docx to PDF (*.pdf) located near the bottom of the drop-down list.
(4) Click on 'Save'.
RECRUITMENT, SELECTION, AND PLACEMENT
PILLAR ELEMENT LENS LEVEL 1 - TRANSACTIONAL LEVEL 2 - PROCESS DEFINED LEVEL 3 - INTEGRATED LEVEL 4 - STRATEGIC
Practices
Practices
Rating Score Rating Score Rating Score Rating Score
Practices
Practices
Practices
Governance
RSP-G-C1.1 RSP-G-C2.1 RSP-G-C3.1 RSP-G-C4.1
Refers to RSP policies and guidelines issued by CSC and Reviews and enhances RSP policies, policy guidelines Develops RSP policies, policy guidelines and/or processes Leads the proactive review and updating of RSP policies,
DBM/GCG in executing the Agency’s RSP activities and/or processes to meet agency requirements and that clearly define link with other core HRM areas, in policy guidelines and processes to respond to changes in the
promote equal employment opportunity principles, in collaboration with the PSB, managers/supervisors and top Agency’s strategic goals.
collaboration with the PSB, managers/supervisors and top management.
Policy Review and Formulation management.
Use of Technology
PILLAR ELEMENT
Workforce Planning
PILLAR ELEMENT
Talent Selection and Placement (Hiring and Onboarding Aspects)
RSP-TSP-C1.1 RSP-TSP-C2.1 RSP-TSP-C3.1 RSP-TSP-C4.1
Applies minimum Qualification Standards in filling up a job Updates job description and develops specific Qualification Develops competency-based job description and specific Develops criteria for assessing candidate’s potential to
vacancy Standards for a position to be filled Qualification Standards for a position to be filled assume higher position and responsibilities within the
Agency
Selection Criteria Development
Rating Score Rating Score Rating Score Rating Score
F P N 0.0 F P N 0.0 F P N 0.0 F P N 0.0
RSP-TSP-C1.2 RSP-TSP-C2.2 RSP-TSP-C3.2 RSP-TSP-C4.2
Implements assessment and selection process compliant Develops/ acquires and uses appropriate assessment Develops/acquires and uses appropriate assessment tools Develops/acquires and uses multi-rater and multi-source
with procedures prescribed in relevant CSC issuances in tools to evaluate candidate’s behavioral and to evaluate candidates against competency requirements approaches (e.g., competency-based simulations, portfolio
collaboration with the PSB and hiring managers/ functional/technical qualifications for the job (e.g., trade for the position (e.g., behavioral events interview, technical review, etc.) to assess fitness and potential of candidates, in
supervisors test, paper and pencil test of functional knowledge, etc.), proficiency test, etc.), in collaboration with the PSB and collaboration with the PSB and hiring managers/ supervisors.
and background investigation for short-listed candidates, in hiring managers/ supervisors.
collaboration with the PSB and hiring managers/
Candidate Assessment and Selection supervisors
PILLAR ELEMENT LENS LEVEL 1 - TRANSACTIONAL LEVEL 2 - PROCESS DEFINED LEVEL 3 - INTEGRATED LEVEL 4 - STRATEGIC
System
Rating Score Rating Score Rating Score Rating Score
F P N 0.0 F P N 0.0 F P N 0.0 F P N 0.0
L&D-G-P1.1 L&D-G-P2.1 L&D-G-P3.1 L&D-G-P4.1
Policy The HRMO can describe/explain how the Agency’s L&D The Personnel Development Committee (PDC) and managers/ The top management can describe/explain how they have been Everyone can describe/explain how the Agency’s L&D policies
policies and processes comply with CSC policy. supervisors can describe/explain how Agency’s L&D policies involved in linking the Agency’s L&D policies and processes and processes have responded to changes in the Agency’s
and processes meet the Agency’s needs. with other core HRM areas. strategic goals.
Practice
Practice
System
Rating Score Rating Score Rating Score Rating Score
F P N 0.0 F P N 0.0 F P N 0.0 F P N 0.0
L&D Planning L&D-PME-P1.1 L&D-PME-P2.1 L&D-PME-P3.1 L&D-PME-P4.1
The HRMO can describe/explain available training programs, The PDC and managers/supervisors can describe/explain their The top management can describe/explain their involvement in Everyone can describe/explain how L&D interventions are
including those from external providers. plan to meet the learning and development needs of their the formulation of the L&D plan and budget, and how this enabling him/her to meet current and future needs of the
employees. addresses the medium-term requirements of the Agency. Agency.
Practice
Rating Score Rating Score Rating Score Rating Score
F P N 0.0 F P N 0.0 F P N 0.0 F P N 0.0
Practice
Practice
Practice
Rating Score Rating Score Rating Score Rating Score
F P N 0.0 F P N 0.0 F P N 0.0 F P N 0.0
L&D-E-S1.3 L&D-E-S2.3 L&D-E-S3.3 L&D-E-S4.3
The Agency uses learning materials and training aids that are The Agency develops customized learning materials and The Agency develops customized job aids (e.g., checklists, The Agency has a process for reviewing and updating L&D
available and/or obtained from other sources (e.g., internet, training aids to support delivery of L&D programs. templates, etc.) and learning tools (e.g., journals) to support materials to keep pace with technology and ensure their
external resource persons, CSC materials, etc.). application of learning to the workplace. effectiveness in supporting learning acquisition and
application.
System
Practice
System
System
Practice
Use of Technology
Communication
PILLAR ELEMENTS
Planning and M&E
L&D-PME-C1.1 L&D-PME-C2.1 L&D-PME-C3.1 L&D-PME-C4.1
Consolidates learning needs of employees using input from Develops and uses learning needs assessment (LNA) tools Develops and applies process for collating and analysing Develops and applies tools and mechanisms to gather data
managers/ supervisors to guide L&D planning. and methods to identify learning needs of employees to guide performance evaluation data to support LNA results as basis for from internal or external clients to identify learning needs of
L&D planning. L&D planning. employees to guide L&D planning.
PILLAR ELEMENTS
Execution
L&D-E-C1.1 L&D-E-C2.1 L&D-E-C3.1 L&D-E-C4.1
Prepares training session outline that covers topics and Prepares training activity plan* that includes terminal and Designs non-training L&D interventions (e.g., coaching, job Designs L&D interventions that require a mix of training and
activities. session objectives, topics and methodologies to address rotation, benchmarking, etc.) to address validated learning non-training approaches to address validated learning needs
validated learning needs of specific groups. needs of specific groups, and prepares implementation plan* of specific groups, and prepares training activity and
(e.g., coaching plan, benchmarking plan, etc.) implementation plan.
Designing L&D Interventions
PILLAR ELEMENT LENS LEVEL 1 - TRANSACTIONAL LEVEL 2 - PROCESS DEFINED LEVEL 3 - INTEGRATED LEVEL 4 - STRATEGIC
Practice
(Use of
Technology)
Rating Score Rating Score Rating Score Rating Score
Practice
System
System
Practice
System
Governance
PM-G-C1.1 PM-G-C2.1 PM-G-C3.1 PM-G-C4.1
Refers to PM policies and guidelines issued by CSC, Reviews and refines PM policies and/or policy guidelines Develops PM policies and/or policy guidelines that clearly Leads the proactive review and updating of PM policies
DBM/GCG and other relevant authorities in executing the to meet agency requirements and promote equal define link with other core HRM areas, in collaboration with and processes to respond to changes in the Agency’s
Agency’s PM activities. opportunity principles (e.g., provision of enabling support the PMT, managers/supervisors and top management. strategic goals.
for differently-abled staff to meet targets), in collaboration
with the PMT, managers/supervisors and top
Policy Review and Formulation management.
Use of Technology
PILLAR ELEMENTS
Performance Planning and Commitment
PM-PC-C1.1 PM-PC-C2.1 PM-PC-C3.1 PM-PC-C4.1
Orients everyone on the Agency’s target-setting process. Reviews and analyzes alignment of individual targets with Develops process and guidelines for formulating Leads the review and refinement of target-setting process
unit targets, in collaboration with managers/ supervisors, performance measures and targets, and orients to ensure continuing alignment with Agency’s strategic
and provides recommendations for improvement to managers/ supervisors and PMT. goals.
concerned unit.
Target Setting
Standard Setting
PILLAR ELEMENTS
PILLAR ELEMENTS
Development Planning
PM-DP-C1.1 PM-DP-C2.1 PM-DP-C3.1 PM-DP-C4.1
Orients everyone on the use of CSC-prescribed form Develops customized planning templates for documenting Develops tool and processes for formulating competency- Leads the review and refinement of development planning
(e.g., IPCR) in recording comments and recommendations comments and recommendations on employee’s based development plans. tools and processes to ensure that these support
to improve employee performance. development areas and recommended interventions. employee and unit performance.
PILLAR ELEMENT LENS LEVEL 1 - TRANSACTIONAL LEVEL 2 - PROCESS DEFINED LEVEL 3 - INTEGRATED LEVEL 4 - STRATEGIC
System
System
Rating Score Rating Score Rating Score Rating Score
F P N 0.0 F P N 0.0 F P N 0.0 F P N 0.0
R&R-P-P1.1 R&R-P-P2.1 R&R-P-P3.1 R&R-P-P4.1
The HRMO can describe/explain the Agency’s R&R The R&R Committee and managers/supervisors can The top management can describe/explain their involvement Everyone can explain/ cite examples of how the Agency’s
programs. describe/explain the Agency’s annual R&R plans and in developing the Agency’s R&R plans and programs. R&R plans and programs are aligned with and contribute to
programs. achieving the Agency’s strategic goals.
Practice
System
Practice
Governance
R&R-G-C1.1 R&R-G-C1.2 R&R-G-C3.1 R&R-G-C4.1
Refers to R&R policies and guidelines issued by CSC and Reviews and refines R&R policies, policy guidelines and/or Develops customized R&R policies and/or policy guidelines Leads the proactive review and updating of R&R policies and
other relevant authorities in executing the Agency’s R&R processes to meet agency requirements and promote equal that clearly define link with other core HRM areas, in processes to respond to changes in the Agency’s strategic
activities. opportunity principles in collaboration with the R&R collaboration with the R&R Committee, goals.
Committee, managers/supervisors and top management. managers/supervisors and top management
Policy Review and Formulation
Rating Score Rating Score Rating Score Rating Score
F P N 0.0 F P N 0.0 F P N 0.0 F P N 0.0
R&R-G-C1.2 R&R-G-C2.2 R&R-G-C3.2 R&R-G-C4.2
Liaises with CSC and DBM/GCG to ensure that Agency is Tracks and analyses efficiency of R&R processes and uses Tracks and analyses effectiveness of R&R processes and Leads the evaluation of the R&R function, and recommends
updated with R&R-related issuances. data to improve or recommend improvements in R&R uses data to improve or recommend improvements in R&R system improvements to ensure continuing alignment and
policies/policy guidelines and their execution, in collaboration policies/policy guidelines and their execution, in collaboration responsiveness of R&R to Agency’s strategic goals.
with the R&R Committee, managers/ supervisors and top with the R&R Committee, managers/ supervisors and top
System Review management. management.
PILLAR ELEMENTS
Planning
R&R-P-C1.1 R&R-P-C2.1 R&R-P-C3.1 R&R-P-C4.1
Maintains and updates list of R&R programs that are aligned Develops customized annual R&R plan and programs, which Develops R&R plan and programs that are linked to other Develops R&R plan and programs that are aligned with
with CSC policy guidelines. indicates budget for each program/activity, in collaboration core HRM areas (e.g., PM) and aligned with Agency’s mid- Agency’s long-term (over 3 years) plan, in collaboration with
with R&R Committee and managers/ supervisors. term (2-3 years) plan, in collaboration with top management, top management, R&R Committee and
R&R Committee and managers/ managers/supervisors.
supervisors.
PILLAR ELEMENTS
Implementation
R&R-I-C1.1 R&R-I-C2.1 R&R-I-C3.1 R&R-I-C4.1
Maintains records of, and orients all employees on Collaborates with the R&R Committee in developing Develops R&R screening and selection criteria and Leads the proactive review of R&R screening and selection
screening and selection criteria and processes for the screening and selection criteria and processes for the processes that take into account inputs from other HRM criteria and processes to ensure consistency, fairness and
Agency’s R&R programs. Agency’s customized R&R programs. areas and external sources (e.g., feedback from external objectivity in R&R decisions.
clients/ community), in collaboration with R&R Committee.
Development of R&R Screening and
Selection Criteria and Processes
Development of R&R Screening and
Selection Criteria and Processes
Rating Score Rating Score Rating Score Rating Score
F P N 0.0 F P N 0.0 F P N 0.0 F P N 0.0
Evidence: Strengths: Gaps:
PRIME-HRM ASSESSMENT HR RECORDS-LEAVE BENEFIT ENTITLEMENTS Annex C
INSTRUCTION: Please validate and check or click "Yes" or "No" if the following item/s under each aspect of the assessment is/are updated and
existing. 100% complete records shall constitute "Complete & Updated". If the said item/concern cannot be directly responded by either "Yes" or "No",
please note important details relative to the item on the Remarks column.
▪Vacation Leave Application for leave filed five (5) days in advance Leave Forms
Application for leave filed immediately upon return to work; approval is Leave Forms; Medical Certificate if leave
▪Sick Leave
mandatory is more than 5 days
Cross reference with 201 file, check for solo parents; Employees are
▪Implementation of the Guidelines on the aware of the guidelines and process of the availment of parental leave;
Grant of Parental Leave to Solo Parents Availment of parental leave is supported by Solo Parent Identifcation
Approved application for leave; Office
(CSC MC No. 8, s. 2004 dated March 24, Card and birth certificate of the child/children or other requirements,
Memorandum; Solo Parent ID Card
2004, under RA 8972 – Solo Parents such as medical certificate, if necessary; Interview solo parents and
Welfare Act of 2000) ask to articulate the guidelines of parental leave; cross reference files
to show proof of availament
Records are Complete and
Leave Benefit Entitlements Item Descriptions / Specific Instructions / Assessment Guide Document/ Evidence Requirements
Updated
▪Implementation of the Guidelines on the Female employee, regardless of civil and employment status, who is a
Availment of the Ten-Day Leave CSC victim of violence is allowed to avail of the ten-day leave; emale
Resolution No. 051206, under RA 9262 employee, regardless of civil and employment status, whose child
Application for leave; Interviews; Police
also known as Anti-Violence Against below 18 or above 18 but unable to take care of oneself is a victim of
Report
Women and their Children Act of 2004 violence is allowed to avail of the ten-day leave; Availment of ten-day
(CSC MC No. 15, s. 2006 dated July 28, leave is supported by Barangay Protection Order (BPO) or Temporary
2006) Permanent Protection Order (TPO/PPO) obtained from the court
Married male employees are allowed to avail of paternity leave of Application for leave; birth certificate;
▪Paternity Leave
seven (7) days for a maximum of four deliveries Marriage Certificate
Agency female employees are allowed to avail of maternity leave of Application for Leave
▪Maternity Leave sixty (60) calendar days will full pay; Computations, requirements and Leave Records; Interview; Disbursement
policies of maternity leave are strictly followed and implemented Vouchers
Employees are allowed to avail of the CTO; COCs are NOT used to
▪Compensatory Time-Off in lieu of offset undertimes/tardiness incurred by employees during regular Employee leave card; monthly report on
Overtime Pay working days; COCs are NOT added to the regular leave credits of the availment; COC
employees.
Section 5 - HR RECORDS MANAGEMENT & OTHER HR PROGRAMS Annex A
1. Please select "Yes" or "No" on the drop down menu in each assessment box.
2. Using the sampling table provided, assessment shall cover both the permanent documents and the reference documents.
Check if the
Notices of
appointment Original copy or Original copy
Item Certificate of Check if filled Salary
details conform to duly Original copy; Original copy; duly
Descriptions/ assumption Oath of office Check if all out and Adjustments/ For change of Cross check
the plantilla of authenticated Updated SALN; required for required for authenticated;
counter- not earlier than items are consistent with Check if Step civil status, with the
Specific personnel and by CSC, PRC, may be filed original original required for Required for
checked with date of completely and the position as reflected in the Increments application employee leave
Instructions/ employees'
date of issuance of properly filled appearing on
SC or other
PDS and IPCR
separately from
must be
appointments appointments original
for paternity card if last entry
transfer
Assessment service records agencies which 201 and re- and re- appointments,
issuance of appointment out. the face of the recorded in leave is updated
Guide and if issued the employment employment reemployment,
appointment appointment employees'
erasures are licenses. or promotion
records
authenticated
Medical
Document/ Position
Appointment Certificate of Certificate of certificates and Certificate of
Oath of Office, Personal Data Description Office Order, NOSI/NOSA, Certificate/ Contract of
Evidence Form, Plantilla, Assumption,
Appointment Sheet Form,
Eligibility, PRC
PDS, IPCR
SALN
Service Cards
results of NBI Clearance Diplomas, TOR Leave Balances
Decision Service
Requirements Service Card Appointment ID, licences required tests (for transferees)
Appointment
2
3
4
5
10
11
12
13
14
15
16
17
Employees request for
Document/ Evidence Entries in the records are Location of files is
Other Records and Indicators Specific Instructions Updated as of audit period copies of documents Evidence Requirements Remarks
Requirements accurate and complete accessible and secured
granted promptly
Cross-check with
appointments and
Appointments; NOSA/NOSI;
3. Service Records NOSA/NOSI if personnel
Plantilla
movements and salary
adjustments were posted
0 0
Governance
0 0
Talent Planning
0 0
Talent Sourcing
0 0
Governance
0 0
Talent Planning
0 0
Talent Sourcing
0 0
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ASSESSORS HRMO HEAD AGENCY HEAD
PRIME-HRM ASSESSMENT RESULTS
0 0
Governance
0 0
Execution
Section 7b - LEARNING & DEVELOPMENT (COMPETENCIES)
Current Proficiency Level Target Proficiency Level
Pillar Strengths Gaps Assessors' Recommendations
0 0
Governance
0 0
Execution
Signature over Printed Name Signature over Printed Name Signature over Printed Name
0 0
Governance
0 0
0 0
0 0
Development Planning
Section 8b - PERFORMANCE MANAGEMENT SYSTEM (COMPETENCIES)
Current Proficiency Level Target Proficiency Level
Pillar Strengths Gaps Assessors' Recommendations
0 0
Governance
0 0
0 0
Development Planning
Signature over Printed Name Signature over Printed Name Signature over Printed Name
0 0
Governance
0 0
Planning
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Implementation
Section 9b - REWARDS AND RECOGNITION (COMPETENCIES)
Current Proficiency Level Target Proficiency Level
Pillar Strengths Gaps Assessors' Recommendations
0 0
Governance
0 0
Planning
0 0
Implementation
Signature over Printed Name Signature over Printed Name Signature over Printed Name
I certify that the PRIME-HRM team has conducted this I certify that the assessment was conducted objectively and that the initial results
assessment objectively and all comments and observations have been discussed with me together with the Agency Head and agree to the
are based on documentary evidence and actual interviews. action steps.
Signature over Printed Name Signature over Printed Name Signature over Printed Name