THE CSC’S COMPETENCY-BASED

HR JOURNEY
The CSC Strategy Map and The
Enterprise Scorecard (2010)
The Competency Project (2011)
Approval of the Competency Project
Output (2012)
Competency Assessment for CSC
Officials and Employees (2012)
Integration of Competencies in
Recruitment and Promotion (2012)
Integration of Competencies in Learning
and Development (2014)
2011
L
L

Owner
E
Perspective Objectives Measures A
A
G
Base 2011 2013 2015
Commission D

Enhance the
PEOPLE

Percentage of CSC employees meeting their job

E competency of 10 N/A 80% 90% 100%
competency standards
our workforce

2013 Refreshed
THE CSC’S COMPETENCY-BASED
HR JOURNEY
The Competency Project (2011)
 APPLICATION TO HR SYSTEM
RECRUIT-
PRAISE
MENT

L&D PMS
THE CSC’S COMPETENCY-BASED
HR JOURNEY
Approval of the Competency
Project Output (2012)

Competency Definition
Competency Tables
Position Profile
Competency-based Qualification Standards (73
positions)
Competency-based Job Descriptions (73 positions)
Competency-based Recruitment and Promotion
Policies
CSC DEFINITION OF COMPETENCIES
Competencies are observable, measurable and vital skills, knowledge
and attitudes that are translations of capabilities deemed essential for
organizational success.

Skills Knowledge Attitudes Behaviour

the observable
capabilities understanding factors demonstration
acquired acquired which form of skills,
through through the basis knowledge
practice learning for behaviour and attitude
 Knowledge
(Cognitive Domain)

Skills
(Physical/ COMPETENCY Attitude
(Psychomotor (Affective Domain)
Domain)

Behavior
(the observable
demonstration of KSA)

Outstanding Performance
of Tasks/Activities
 COMPETENCIES
IDENTIFIED
Organi-
Core zational

Leader- Functio-
ship nal
High Performing
Competent and Credible
Civil Servant
 2012 CSC COMPETENCY LIST
CORE ORGANIZATIONAL LEADERSHIP
Exemplifying Demonstrati Championing Managing Partnering
Integrity ng Personal and Applying Performance and
Effectiveness Innovation Networking
Delivering Speaking Planning and Building Thinking
Service Effectively Delivering Commitment Strategically Coaching
Excellence for Results
Solving Writing Managing Developing Leading
Problems Effectively Information People Change
and Making
Decisions
 REVISION IN THE LEADERSHIP COMPETENCIES
CSC Resolution No. 1401375, s. 2014

7 Leadership Competencies
Partnering and Managing Coaching for Thinking Building Developing
Networking Leading Change
Performance Results Strategically Commitment People

5 Leadership Competencies
Building Managing Creating and
Collaborative, Performance Thinking Nurturing a
Inclusive and Coaching Leading Change Strategically High
Working for Results and Creatively Performing
Relationships Organization
 2014 CSC COMPETENCY LIST
CORE ORGANIZATIONAL LEADERSHIP
Exemplifying Demonstrati Championing Managing Thinking
Integrity ng Personal and Applying Performance and Strategically and
Effectiveness Innovation Coaching for Creatively
Results
Delivering Speaking Planning and Building Leading Change
Service Effectively Delivering Collaborative and
Excellence Inclusive Working
Relationship
Solving Writing Managing Creating and Nurturing
Problems Effectively Information a High Performing Organization
and Making
Decisions
REVISED CSC POSITION PROFILE
CSC Resolution No. 1401757, s. 2014
 REQUIRED AND MISSION-CRITICAL COMPETENCIES
Position Category Competencies Required
First Level and 1. Exemplifying Integrity
Second Level 2. Delivery Service Excellence
Non-Sup 3. Solving Problems & Making
(AAide I to Exec Decisions
Asst V) 4. Demonstrating Personal
Effectiveness
5. Writing Effectively *
6. Speaking Effectively
7. Championing and Applying
Innovation
8. Planning and Delivering
9. Managing Information
* WE is not required for AAide I, II,
III and V positions
Mission Critical
1. Exemplifying Integrity
2. Delivery Service Excellence
3. Solving Problems & Making
Decisions
4. Demonstrating Personal
Effectiveness
5. Championing and Applying
Innovation
6. Planning and Delivering
 REQUIRED AND MISSION-CRITICAL COMPETENCIES
Position Category Competencies Required Mission Critical

Second Level 1. Exemplifying Integrity 1. Exemplifying Integrity

Sup 2. Delivery Service Excellence 2. Delivery Service Excellence
(Supervising 3. Solving Problems & Making 3. Solving Problems & Making
HRS and Decisions Decisions
Comparable 4. Writing Effectively
Positions) 5. Speaking Effectively
6. Building Collaborative, Inclusive
Working Relationships
7. Managing Performance and
Coaching for Results
8. Thinking Strategically and 4. Thinking Strategically and
Creatively Creatively
9. Creating and Nurturing a High
Performing Organization
 REQUIRED AND MISSION-CRITICAL COMPETENCIES
Position Category Competencies Required Mission Critical

Second Level 1. Exemplifying Integrity 1. Exemplifying Integrity

Sup 2. Delivery Service Excellence 2. Delivery Service Excellence
(Chief HRS and 3. Solving Problems & Making 3. Solving Problems & Making
Comparable Decisions Decisions
Positions) 4. Championing and Applying
Innovation
5. Planning and Delivering
6. Building Collaborative, Inclusive
Working Relationships
7. Managing Performance and 4. Managing Performance
Coaching for Results and Coaching for Results
8. Leading Change
9. Thinking Strategically and 5. Thinking Strategically and
Creatively Creatively
10. Creating and Nurturing a High
Performing Organization
 REQUIRED AND MISSION-CRITICAL COMPETENCIES
Position Category Competencies Required Mission Critical

Second Level 1. Exemplifying Integrity 1. Exemplifying Integrity

Executive/Man 2. Delivery Service Excellence 2. Delivery Service Excellence
agerial 3. Solving Problems & Making 3. Solving Problems & Making
(Director II up Decisions Decisions
to AsCom) 4. Building Collaborative, Inclusive 4. Building Collaborative,
Working Relationships Inclusive Working
5. Managing Performance and Relationships
Coaching for Results
6. Leading Change 5. Leading Change
7. Thinking Strategically and
Creatively
8. Creating and Nurturing a High
Performing Organization
Development of the Competency
Model
WAYS OF DEVELOPING COMPETENCY MODEL

BUY BUILD BORROW

 HOW COMPETENCIES WERE IDENTIFIED
Job Job Analysis Strategy Map/ Interviews Benchmarking
Descriptions Scorecards

Knowledge Attitude Knowledge Skill Knowledge

Skill Skill Knowledge Knowledge Skill

Attitude Attitude Knowledge Skill Attitude

BUILD
Knowledge Skill Skill Knowledge Knowledge Competency 1

Skill Attitude Skill Skill Attitude

Attitude Knowledge Skill Skill Knowledge

Knowledge Attitude Knowledge Attitude

BORROW
Skill Attitude Attitude Attitude
Competency 2

Attitude Attitude Skill Knowledge

Skill Skill

Attitude Knowledge

Skill Knowledge
 FILTERING OF COMPETENCIES
Decision Making Managing Planning and External Awareness Service Motivation
Performance Delivering

Achievement People Ensuring Execution Leading Change Building

Orientation Development Commitment

Accountability Partnering Technical Business Catalyzing Teams

Credibility Leadership

Flexibility Interpersonal Skills Strategic Thinking Stress Tolerance Motivating Others

Effective Influencing Resilience Leading Change

Communication

Analytical Thinking Negotiating Building Creativity

Partnership

Problem Solving Customer Focus Product Literacy

 FILTERING OF COMPETENCIES
Decision Making Managing Planning and External Awareness Service Motivation
Performance Delivering

Achievement People Ensuring Execution Leading Change Building

Orientation Development Commitment

Accountability Partnering Technical Business Catalyzing Teams

Credibility Leadership

Flexibility Interpersonal Skills Strategic Thinking Stress Tolerance Motivating Others

Effective Influencing Resilience Leading Change

Communication

Analytical Thinking Negotiating Building Creativity

Partnership

Problem Solving Customer Focus Product Literacy

 Decision Making Managing Planning and External Awareness Service Motivation
Performance Delivering

Achievement People Ensuring Execution Leading Change Building

Orientation Development Commitment

Accountability Partnering Technical Business Catalyzing Teams

Credibility Leadership

Flexibility Interpersonal Skills Strategic Thinking Stress Tolerance Motivating Others

Effective Influencing Resilience Leading Change

Communication

Analytical Thinking Negotiating Building Creativity

Partnership

Problem Solving Customer Focus Personal

Effectiveness

Common Progressive/
Relevance Themes Development Element
 Every workplace role is, at the simplest level, a
collection of competencies.
Every role has a unique competency
combination.
Every role requires different levels of
competence.

Focus is on what’s needed to be successful in that role.

 VALIDATION ACTIVITIES

Writeshops (per position category)

Interviews (incumbents and supervisors)

Presentation of the output to the Asst.

Commissioners

Presentation to the Commission

 COMPETENCY TYPES
Considered essential for all employees regardless of
CORE their function or level. It relates to the values,
mission and strategy of the organization.

Relate to special skills needed to perform similar

ORGANIZATIONAL functions within the organization, expected in most
positions.

Relate to skills needed to perform leadership or

LEADERSHIP managerial work and processes; expected in
leadership positions.

Specific competencies which are considered essential

FUNCTIONAL to perform any job in the organization within a defined
technical or functional area of work.
 C
O
M
P
E
T Competency
E Definition
N
C
Y
TABLE
 C
O
M
P
Competency
E Levels/Rubrics
T
E
N
C
Y
TABLE
 C
O
M
P
E
T Core Description
E of the Proficiency
Levels
N
C
Y
TABLE
 C
O
M
P
E
T Behavioral
E Indicators
N
C
Y
TABLE
SAMPLE POSITION PROFILE TABLE
 USES OF POSITION PROFILE
Describes the competencies important
for each of the positions within CSC

Adm Aide IV HRS II Sup HRS Chief HRS

Solving Problems
and Making Decision
Managing
Performance and
Coaching for Results

Delivering Service
Excellence
 USES OF POSITION PROFILE
Describes the level of proficiency
expected in the competencies required
of said positions

Adm Aide IV HRS II Sup HRS Chief HRS

Solving Problems
and Making Decision 1 2 3 3
Managing
Performance and 1 2
Coaching for Results

Delivering Service
Excellence 1 2 3 3
 HOW TO READ THE POSITION PROFILE
AND COMPETENCY TABLE

HRS II Delivering Service Excellence

Delivering Service
Excellence 2 1 2 3 4
Exemplifying Integrity Level BASIC INTERMEDIATE ADVANCED SUPERIOR
2
Solving Problems and
Core Description
Making Decisions 2
Speaking Effectively
2
Writing Effectively
2
Demonstrating Personal
Effectiveness 2 Key Behaviors
Championing and
Applying Innovation 2
Planning and Delivering
1
Managing Information
2
 HOW TO READ THE POSITION PROFILE
AND COMPETENCY TABLE
HRS II Planning and Delivering
Delivering Service
Excellence 2 1 2 3 4
Exemplifying Integrity 2 Level BASIC INTERMEDIATE ADVANCED SUPERIOR

Solving Problems and

Core Description
Making Decisions 2
Speaking Effectively
2
Writing Effectively
2
Demonstrating Personal
Effectiveness 2 Key Behaviors
Championing and
Applying Innovation 2
Planning and Delivering
1
Managing Information
2
THE CSC’S COMPETENCY-BASED
HR JOURNEY
Integration of Competencies in
Recruitment and Promotion
• Competency- (2012)
CBRPP based
CSC Resolution No. Recruitment and
Promotion
1201265 dated
Policies
September 5, 2012

• CSC Enhanced
ECBRPP Competency-
CSC Resolution No. based
1400515 dated Recruitment and
April 3, 2014 Promotion
Policies
 Assessment Process
Publication and
Evaluative Contingent
Pre-qualifying

 Conduct of  Medical
Posting of the
Written Exam Examination
vacancy in the
 Work Sample
Bulletin of
Test
Vacant
 Behavioural
Positions
Event
Documents and
Interview
QS review
 Background
Investigation
COMPETENCY-BASED QUALIFICATION STANDARDS
Education Achievement; Relevance
• Retain the 4
Experience factors No. of Years; Relevance

Training • Assign
elements for No. of Hours; Relevance; Recency
Eligibility each factor

Core
Competencies
PLUS
Organizational Competencies
Competencies Required
Leadership
Competencies

Functional
Competencies
 POSITION: HRS II OFFICE: OHRMD
Factors Traditional QS Competency-Based QS
Achievement Bachelor’s Degree
Education Bachelor’s Degree
Relevance HRD/HRM/HRDM
Years One (1) Year
1 year of relevant Demonstrated ability in any of the core HR system
Experience (Recruitment, Selection and Placement, Learning and
experience Relevance
Development, Performance Management and Rewards
and Recognition)
Hours 16 hours
4 hours of
SAMPLE Training
relevant training
Relevance
Recency
Preferably in RSP, L&D, PMS and R&R
Within the last 5 years
CBQS Eligibility
CS Professional /
2nd Level Eligibility
Certification/Licenses
Career Service (Professional)
Second Level Eligibility
Exemplifying Integrity 2
Delivering Service Excellence 2
Solving Problems and Decision Making 2
Demonstrating Personal Effectiveness 2
Competencies None Speaking Effectively 2
Writing Effectively 2
Championing and Applying Innovation 2
Planning and Delivering 1
Managing Information 2
 ASSESSMENT CRITERIA

30% 70% 100%

Performance Competencies
 RATING SCALE

3
• Proficient

4
• Very Proficient

5
• Shows Strength

2
• Minimal Development Needed

1
• Much Development Needed
CSC PROFILE MATCH
HRS II
Proficiency Candidate Candidate Candidate Candidate Candidate
Competencies
Req. 1 2 3 4 5
Intermediate
Exemplifying Integrity * 3 4 5 3 3
(2)
Delivering Service Intermediate
Excellence * (2) 3 4 4 3 3
Solving Problems and Intermediate
Making Decisions * (2) 3 3 5 2 3
Demonstrating Personal Intermediate
3 4 4 3 3
Effectiveness* (2)
Intermediate
Speaking Effectively 3 3 3 3 3
(2)
Intermediate
Writing Effectively 3 4 4 3 3
(2)
Championing and Intermediate
Applying Innovation * (2) 3 4 5 2 3
Planning and Delivering Basic
3 4 4 2 3
* (1)
Intermediate
Managing Information 3 3 4 2 3
(2)
CSC PROFILE MATCH
HRS II Meets

Proficiency
Competencies Applicant 1 Applicant 2 Applicant 3 Applicant4 Applicant 5
Req.
Intermediate
Exemplifying Integrity * 3 4 5 3 3
(2)
Delivering Service Intermediate
3 4 4 3 3
Excellence * (2)
Solving Problems and Intermediate
3 3 5 2 3
Making Decisions * (2)
Demonstrating Personal Intermediate
3 4 4 3 3
Effectiveness* (2)
Intermediate
Speaking Effectively 3 3 3 3 3
(2)
Intermediate
Writing Effectively 3 4 4 3 3
(2)
Championing and Intermediate
3 4 5 2 3
Applying Innovation * (2)
Planning and Delivering Basic
3 4 4 2 3
* (1)
Intermediate
Managing Information 3 3 4 2 3
(2)
CSC PROFILE MATCH
HRS II Meets Exceeds

Proficiency
Competencies Applicant 1 Applicant 2 Applicant 3 Applicant4 Applicant 5
Req.
Intermediate
Exemplifying Integrity * 3 4 5 3 3
(2)
Delivering Service Intermediate
Excellence * (2) 3 4 4 3 3
Solving Problems and Intermediate
3 3 5 2 3
Making Decisions * (2)
Demonstrating Personal Intermediate
3 4 4 3 3
Effectiveness* (2)
Intermediate
Speaking Effectively 3 3 3 3 3
(2)
Intermediate
Writing Effectively 3 4 4 3 3
(2)
Championing and Intermediate
3 4 5 2 3
Applying Innovation * (2)
Planning and Delivering Basic
3 4 4 2 3
* (1)
Intermediate
Managing Information 3 3 4 2 3
(2)
CSC PROFILE MATCH
HRS II Meets Exceeds Exceeds

Proficiency
Competencies Applicant 1 Applicant 2 Applicant 3 Applicant4 Applicant 5
Req.
Intermediate
Exemplifying Integrity * 3 4 5 3 3
(2)
Delivering Service Intermediate
Excellence * (2) 3 4 4 3 3
Solving Problems and Intermediate
Making Decisions * (2) 3 3 5 2 3
Demonstrating Personal Intermediate
Effectiveness* (2) 3 4 4 3 3
Intermediate
Speaking Effectively 3 3 3 3 3
(2)
Intermediate
Writing Effectively 3 4 4 3 3
(2)
Championing and Intermediate
Applying Innovation * (2) 3 4 5 2 3
Planning and Delivering Basic
* (1) 3 4 4 2 3
Intermediate
Managing Information 3 3 4 2 3
(2)
CSC PROFILE MATCH
HRS II Meets Exceeds Exceeds Fails

Proficiency
Competencies Applicant 1 Applicant 2 Applicant 3 Applicant4 Applicant 5
Req.
Intermediate
Exemplifying Integrity * 3 4 5 3 3
(2)
Delivering Service Intermediate
Excellence * (2) 3 4 4 3 3
Solving Problems and Intermediate
3 3 5 2 3
Making Decisions * (2)
Demonstrating Personal Intermediate
Effectiveness* (2) 3 4 4 3 3
Intermediate
Speaking Effectively 3 3 3 3 3
(2)
Intermediate
Writing Effectively 3 4 4 3 3
(2)
Championing and Intermediate
3 4 5 2 3
Applying Innovation * (2)
Planning and Delivering Basic
3 4 4 2 3
* (1)
Intermediate
Managing Information 3 3 4 2 3
(2)
CSC PROFILE MATCH
HRS II Meets Exceeds Exceeds Fails Meets

Proficiency
Competencies Applicant 1 Applicant 2 Applicant 3 Applicant4 Applicant 5
Req.
Intermediate
Exemplifying Integrity * 3 4 5 3 3
(2)
Delivering Service Intermediate
Excellence * (2) 3 4 4 3 3
Solving Problems and Intermediate
3 3 5 2 3
Making Decisions * (2)
Demonstrating Personal Intermediate
Effectiveness* (2) 3 4 4 3 3
Intermediate
Speaking Effectively 3 3 3 3 3
(2)
Intermediate
Writing Effectively 3 4 4 3 3
(2)
Championing and Intermediate
3 4 5 2 3
Applying Innovation * (2)
Planning and Delivering Basic
3 4 4 2 3
* (1)
Intermediate
Managing Information 3 3 4 2 3
(2)
 HIRING DECISION
 The Commission/Regional Director shall select the
appointees from among the top five ranking
candidates who fully meet the competencies assessed.

• An applicant is said to have met the competencies if

he/she obtained a rating of at least “3” in all the
competencies assessed.

 In cases, however, that none of the applicants fully

meet all the competencies required of the position, the
Commission/Regional Director may select the
applicant who meets the mission-critical competencies
of the position