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RATIONALE

Led by the aspiration of becoming a world-class budget institution in the ASEAN

Region, the Department of Budget and Management (DBM) sustains its commitment
to lead in the effective, efficient and responsible allocation and use of government
resources to improve the quality of life of Filipinos. Aware of its role in supporting
the achievement of national development goals, the department upholds the value
of its long-established culture of organizational housekeeping and reform initiatives
in the management of public expenditures.
The Department, to improve its processes, subjected itself to third-party
assessments and audits such as the Certification to ISO 9001:2015 standard to fulfill
its vision to be a champion of results-oriented budget and management policies and
practices.
Furthermore, it also envisioned itself to be an institution composed of highly
competent and motivated public servants who observe the highest standards of
professionalism and integrity. Thus, DBM Regional Office No. 2 (DBM RO2), puts
great premium to its people, which is the most important tool in achieving its goal.
DBM RO2 has an existing Orientation Program for New Employees, which is
conducted during the employees’ first month in the agency, however, it is only
limited to the mandate, history, vision and mission, general functions, core values,
organizational set-up, citizen’s charter, and basic office policies of the office.
Considering the diverse operations at the DBM RO2, the need for a more
comprehensive orientation program that will fully integrate the operations and
functions became a priority. With the crafting of the DBM RO2 New Employees
Onboarding (NEO) Program, (with the guidance and support from the Civil
Service Commission (Batanes-Cagayan Field Office) ), the process by which the new
employees learn about the new job without an explicit plan will be eliminated. The
establishment of a written set of coordinated policies and procedures will assist them
in adjusting to the new job in terms of roles and socialization. With the
implementation NEO Program, new employees will be more effective because
onboarding teaches them their roles, the norms of the organization, and the
behavior they need to exhibit.

THE DBM RO2 NEW EMPLOYEES ONBOARDING (NEO) PROGRAM

The Department of Budget and Management – Regional Office No. 02 NEW

Employee Onboarding (NEO) Program aims to provide both a supportive and
welcoming environment to its new employees with the goal of gradually bringing
them into the unique culture of the Department of Budget and Management (DBM).

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It is designed to bring the newest employee of the DBM RO2 up to speed, while
actively involving them with its culture.
NEO is process through which new employee acquire the necessary knowledge,
skills, behaviors, and relationships to become effective DBM RO2 employees. It aims
to make the new employees familiar with the overall goals of the DBM and provide
them with an engaging and comprehensive supports as they embark on their jobs.
The premise is that if new employees feel welcome and prepared for their new jobs,
the faster they will be able to successfully contribute to DBM RO2 goals in particular,
and the Department’s, in general.
The lasting value of the NEO Program shall result to employees feeling valued,
informed, connected and committed – essential and critical factors for lasting,
successful relationship with DBM RO2.

PREVIOUS PRACTICE VS. CURRENT PRACTICE (NEO PROGRAM)

The previous orientation program for new employees familiarizes them with the
DBM’s mandate, vision, mission, general functions, core values, organizational set-
up, citizen’s charter, and basic office policies. It is usually conducted during the
employees’ first month of their service in the agency.
The NEO Program on the other hand, is a much more comprehensive approach that
starts before orientation and extends well beyond the first few days. In fact, the
onboarding process will extend throughout the employees’ first six (6) months of
employment.

OBJECTIVES

The NEO Program aims to:

1. help the new employees build internal and external relationships;
2. integrate and provide support to the new employee;
3. communicate DBM’s vision, mission, and values;
4. ensure the new employees understand key process, policies and procedures;
5. explain performance expectations; and
6. provide regular feedback on progress, job performance and results.

OUTCOMES

From the New Employees’ Perspectives:

make them feel welcome and comfortable in the new workplace;
help them understand DBM’s mandate, strategic goals and values;

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 start building rapport with others so they can begin to adjust and conform
with the norms;
help them experience a sense of purpose and make transition into the DBM a
lot easier;
help them feel valued; and
encourage socialization and create a sense of belonging.

From the DBM-RO2’s Perspective:

help minimize the interruption typically experienced when bringing in new
employees into the agency;
reduce any room for misunderstanding, confusion, frustration usually brought
by unstructured orientation;
build an optimistic attitude among new employees at an early stage and
consequently create a positive, productive environment;
set new employees’ performance expectations which could lead to greater
productivity;
increase job satisfaction and reduce employees’ turnover; and
increase organizational commitment, performance levels, and career
effectiveness.

WHY NEO PROGRAM?

Effective employee onboarding serves three interrelated purposes. First, it ensures

that the new employees feel welcome, comfortable, prepared, and supported.
Second, these feelings increase the new employees’ ability to make an impact and
be productive on their roles, both immediately and over time. And third, these new
employees’ success leads to satisfaction and retention.

Link of NEO Program to Human Resource Functions

The DBM RO2 believes that the Human Resource (HR) Unit under the Financial and
Administrative Division (FAD) plays a very critical role in the successful onboarding
of new employees. The recruitment and selection process is actually the first step to
effective onboarding.
The use of the DBM vision, mission and culture and leadership brand to attract
candidates who are the right fit for the DBM’s overall goals links the recruitment and
selection processes to the onboarding process. When done this way, the DBM RO2 is
more likely to attract candidates who are more engaged and are more likely to
become highly productive employees.
The NEO Program is also linked, and in some ways extends, to the DBM RO2 Human
Resource Merit and Promotion Selection Board (HRMPSB). The HRMPSB plays a

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critical role by creating a powerful slate of strong, potential new employees who are
the best among the candidates, and who possess the required competence for the
position. Candidates who demonstrate and meet the identified competencies and
valued behaviors increase the likelihood of a smooth and successful onboarding
process.
The effectiveness of the HR Unit in recruitment and selection, therefore, has a
significant link to the strategic implementation of the onboarding because it helps
new employees adjust to their new jobs quickly and smoothly. This is a priority of
the HR Unit. During onboarding, the HR Unit shall engage in a variety of activities to
facilitate the onboarding process. Several support tools and processes shall be
institutionalized to ensure successful onboarding.
The NEO Program therefore is a result of several Human Resource Management
(HRM) functions working together in a coordinated fashion. The key is for the HRM
functions led by the HR Unit to work together seamlessly to support the program.
The program therefore fits into the larger HR context. How HR Unit can proactively
manage NEO processes is the one that will make it successful.

NEO PROGRAM MILESTONES

NEO is a 6-month program, encompassing 6 major milestones:

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The framework illustrates the onboarding voyage of the new employees at the DBM
RO2. The 6-month expedition crosses through six (6) important milestones or
phases: Preparation, Introduction, Immersion, Exploration, Discovery, and
Engagement. Designed for the new employees who are unfamiliar with the culture of
the DBM RO2, each milestone consists of a series of activities that will provide
different facets to the new employees’ understanding of the organization.
The program is supported by various monitoring and evaluation tools and
mechanisms such as onboarding plan, coaching and monitoring reports, self-
evaluation, end-of-semester evaluation, and progress and feedback reports.

RESPONSIBILITIES

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The Supervisor as the Critical Link
Supervisors are the critical link in the process. Without a doubt, they are the most
influential persons in the onboarding process – they are key to the successful
integration of the NEOphytes into the culture of the DBM RO2. It is their role to work
side-by-side with the new employees until they learn the ropes.
The onboarding role of supervisors become even more crucial the moment the
NEOphytes are entrusted to them by the HR Unit.
The more effective the supervisors are, the more engaged the NEOphytes will be,
hence they shall:
1. be familiar with the components of the NEO, specifically, their roles in every
milestones, and the tools and processes to evaluate performance and get
feedback;
2. ensure that the NEOphytes assigned to them shall participate in all
training/orientation sessions and other onboarding activities;
3. provide the NEOphytes with all the tools needed to be productive on the very
first day, as part of making the new employees feel welcome. They should
coordinate/consult with the HR Unit and/or concerned divisions for things
needed;
4. channel the NEOphytes’ excitement to begin the job toward success by
helping them become readily adjusted within the division/office;
5. measure productivity of the NEOphytes through performance and behavioral
metrics. Considering that these new employees are under probation for 6
months, supervisors are required to submit the NEOphytes’ IPCR and
behavioral evaluation to the HR Unit on the last day of the 3 rd and 6th months
of the probationary period. They shall exert all efforts to ensure that they
actually become productive and, if they are not, figure out what hinders them
from doing so.
6. not assume that the NEOphytes know the basic even if said new employees
have previously come from other government agencies. Supervisors shall bear
in mind that knowledge and culture differ from organization to organization;
7. help new employees nurture their network by making them participate in all
meetings to encourage involvement;
8. be honest about potential pitfalls and past mistakes. The NEOphytes mut be
informed of these to ensure they do not commit the same mistakes. Talking
about possible obstacles to success (e.g., not meeting client needs) and the
strategies to overcome those will be very helpful;
9. hold regular discussion even after onboarding period. The “honeymoon
period” can last anywhere from 3 to 6 months and could even extent to a
year, depending on the capacity of the NEOphytes to handle challenges and
success;

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 10.make coaching and mentoring resources available to prevent crisis. They
must not wait unto; the NEOphytes are in serious trouble before taking
action, hence, issues must be immediately addressed as they arise; and
11.ensure that the designated buddies for the NEOphytes fulfill their duties and
responsibilities.

The Role of the Human Resource Unit (HR Unit)

The HR Unit plays a vital role in building a strong foundation and positive effects on
the NEOphytes’ productivity and morale. This includes ensuring a successful
transition from the first day of employment through the employees’ entire career in
the DBM RO2.
HR Unit, the “captain” of this onboarding voyage, has the ultimate control of the
onboarding activities, and directly responsible for the efficient and successful
implementation of the NEO program.
Aside from communicating and facilitating the submission of official and complete
documentary requirements of the NEOphytes and the execution of a carefully
planned Onboarding plan, partnering with the supervisors to ensure successful
application of support tools and processes are among the critical roles of the HR Unit
in the onboarding process. Since the HR Unit is under the umbrella of the FAD, FAD
shall supervise the HR Unit during the entire period of the onboarding program.

The Buddy System

Transitioning into a new job can be stressful for the NEOphytes. Providing a buddy
to the NEOphytes will certainly help them adjust to the new environment more
quickly.
Buddies know the ropes and, more importantly, know what actions to take to be
successful in achieving the tasks. Buddies are the source of advice and
encouragement for the NEOphytes and can successfully steer them to right
direction.
Buddies are designated by the Management/Supervisor to partner with NEOphytes
during the 6-month period to offer advice and guidance relative to the day-to-day
operations at work. Buddies also offer encouragement and knowledge resources, as
they help introduce the NEOphytes to the DBM RO2 culture.
Each division shall have a senior employee in the Buddy pool. Buddies shall possess
the following:
1. Accessible to the NEOphytes;
2. Skilled in/have knowledge of the NEOphyte’s job and can help guide them in
many different situations based from previous experience;

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 3. Proud of DBM RO2 and the contributions they make;
4. Exemplify the core values of the CSC;
5. Have positive outlook on their work and use that perspectives to help build
self-confidence and loyalty;
6. Have patience and good communication and interpersonal skills who
encourage open communication;
7. Willing to be “buddies”; and
8. Well regarded and accepted in the workplace.

The Role of Buddies

NEOphytes should be able to trust their buddies. Part of the roles is to create a
comfortable, more informal environment by which the NEOphytes can ask and
receive information about those unwritten procedures and policies every day.
Further, the buddies shall:
Act as an informational resource for the new employee on policies,
procedures, work rules, norms, etc.;
Help socialize and involve the new employee in workplace activities;
Assist with instruction and training;
Act as an “Office Tour Guide”;
Identify resources and explain important details about the workplace, DBM
RO2 culture, and organization; and
Introduce the new employee to other staff members.
The HR Unit and the supervisors shall work hand-in-hand on how the NEOphytes will
have effective partnerships with their buddies for them to become contributing
members of the DBM RO2.

The Role of the Management

The top management has the most critical relationship with new employees – the
most important of which is to be an effective leader and a positive role model.
The top management’s role to contribute positively to the retention of new
employees is by maintaining a culture of unspoken value, norms, and behaviors that
become the natural way of doing things at the DBM RO2.

SUPPORT TOOLS AND PROCESSES

The following tools and processes shall be adopted/used during onboarding:

1. A written Onboarding Plan is a formal document, or roadmap, that outlines
the specific time, goals, responsibilities and support available to new

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 employees that will help them succeed because it spells out what they should
do and what assistance they can expect.

The plan is written and communicated to new employees and supervisors and
is consistently applied and tracked overtime. It is also supported by a general
checklist of what needs to be covered while onboarding.

2. The NEO Journal contains the list of activities NEOphytes shall undergo
every milestone. After successful completion of the activities embodied in
every milestone, the “Immersion Officer” stamps the passport signifying
approval and conformance that the NEOphytes have indeed completed the
various activities in the onboarding plan.

3. “Touch Base” Communication such as emails are initiated by the HR Unit

to help the NEOphytes get the information they need in a timely manner. This
will also aid the HR Unit in knowing if the new employees need additional
support as well as ensure that potential problems are resolved before they
expand into bigger issues.

4. Coaching usually given by the supervisors is extremely valuable for

successful onboarding because they help the NEOphytes manage and meet
expectations of the job. Coaches are safe sounding board for ideas and
approaches and can help them manage challenges they encounter in the
workplace.

5. Mentoring is another intervention that can help NEOphytes learn the ropes.
Unlike coahing, however, mentoring may include offering advice, helping with
job requirements, teaching about the organization, etc. NEOphytes are
expected to seek answers to assist them in learning the ins and outs of their
work. However, these are questions that they may be hesitant to ask their
supervisors for fear of appearing incompetent. Mentors will provide them
reliable information to ease them into the work and culture of DBM RO2. The
NEOphytes are more likely to learn an internalize the core values if they
spend time with mentors.

6. Buddies offer advice, encouragement and guidance to the NEOphytes.

Buddies help promote skills and professional development of the NEOphytes
and help them become engaged.

7. Knowledge Sharing is an opportunity for the NEOphytes for informal

interaction with colleagues or supervisors where they will get adequate
information, clarity, skills and even confidence to do the job.

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 8. Learning and Development Interventions may include those that will
develop hard and soft skills, as well as onboarding skills. Formal training and
other means of learning and development assistance will be available to
NEOphytes to equip them with the competencies to cope with the challenges
of the new job.

IMPLEMENTING GUIDELINES

Milestone 1: Preparation (Before Day 1)

First day of work experiences leave a lasting impression. Hence, DBM RO2 ensures
that NEOphytes feel welcome even before they report for work on Day 1.
1. The Chief Administrative Officer (CAO) notifies the potential employees of
their passing the recruitment process through a congratulatory letter signed
by the Regional Director, and requires them to submit the following pre-
employment requirements to facilitate the appointment:

4 copies 1”x1” ID photo (taken within the last 3 months)

Personal Data Sheet (CSC Form 212, Revised 2017-with original
photos)
Transcript of Records and Diploma (/Authenticated/Certified True
Copy)
Certificate of Civil Service Eligibility (CSC Authenticated Copy)
Photocopy of 2 government issued ID (Present Original upon
submission of documents)
Medical Certificate (CSC Form 211-with attached examination results)
Birth Certificate (PSA-issued)
Community Tax Certificate
3 pcs. Documentary Stamp
Barangay Clearance
Police Clearance
NBI Clearance
BIR TIN
Marriage Certificate (PSA-issued, if applicable)
Birth Certificate of Dependents (PSA-issued, if any)

When the neophytes come to DBM RO2 to submit the pre-employment

requirements, they will be provided with the following government-issued
forms which need to be accomplished before Oath Taking Ceremony:
Statement of Assets, Liabilities, and Net worth (Annex ___)
GSIS Membership Form (Annex ___)
PhilHealth Membership Form (Annex___)

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 HDMF Membership Form (Annex___)

2. While the potential NEOphytes complete the requirements, the HR Unit

simultaneously collaborates with the CAO, Office of the Regional Director,
Division Chiefs, and supervisors for the logistical requirements. The HR Unit
ensures that preparatory activities such as Oath-Taking rites, Office Orders
relative to work assignments, availability of workstation, and completion of
other documentary requirements, etc., have been undertaken by the time the
NEOphytes walk into the door on Day 1. Said documentary requirements as
listed below should be prepared and ready for signing during the Oath Taking
rites such as:

CS Form No. 33, Revised 2017 (Appointment Form)

CS Form No. 32, Revised 2018 (Oath of Office)
CS Form No. 1, Revised 2018 (Appointment Transmittal and Action
Form
CS Form No. 4, Revised 2018 (Certification of Assumption to Duty)

3. Other personal touches may be initiated by the HR Unit, or the supervisors to

make the NEOphytes feel valued and welcomed to the unit.

Milestone 2: Introduction (First 3 days)

The first three days are critical days of employment relationship which cements the
NEOphytes’ sense of belonging and commitment to the job, and to the organization
as well. Day 1 is commonly structured around introducing new employees to leaders
and colleagues, to work environment and its structure, and to processes and
procedures. The Regional Director usually takes the lead in officially welcoming the
NEOphytes, and on her absence, the Assistant Regional Director or the Chief
Administrative Officer.
1. The HR Unit assigns a NEO Coordinator who shall take charge of ensuring
that the NEOphytes are escorted to where the Oath Taking Ceremony shall
take place. Oath of Office is usually undertaken during the Flag Raising
Ceremony or similar events where DBM RO2 officials and employees are
present to witness the occasion.

2. The Regional Director officiates the Oath Taking Ceremony usually witnessed
by the supervisors of the NEOphytes. After the official oath taking and the
signing of the Regional Director as the appointing authority and the NEOphyte
as the appointee, the HR Unit issues the NEO Kit containing the following:

Copy of the Appointment Paper;

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 Assignment Order;
NEO Journal;
Copy of Department Order No. 1, s. 2019 Guidelines on the Acceptable
Use of DBM Information and Communication Technology (ICT)
Resouces; and
Copy of DBM Code of Conduct.
The NEO Journal included in the NEO Kit shall serve as guide during the six-
month onboarding journey.
The NEOphytes also signs the following forms needed to request his/her ID,
official DBM email account, and other accounts he/she needs to use to access
pertinent DBM systems to perform his/her job:

ID Information Slip
Request for Grant of System Access
Acceptable Use Policy Acknowledgement Form (from Department Order
No. 1, s. 2019)
Memorandum of Receipt (from the Code of Conduct).

3. The NEO Coordinator then starts the tour of the office starting from the
presentation of the DBM RO2 Organizational and the Functional Charts. The
NEOphytes are officially introduced to the DBM RO2 staff members. The tour
also serves as a social roles, helping the NEOphytes feel welcome by
introducing them to their colleagues in DBM RO2.

4. A 2-day classroom-type orientation then precedes the tour. The orientation

has the following components:
4.1 Overview of the DBM as an institution and the DBM RO2 as an
organization.
4.1.1 Overview of the DBM as an institution and the DBM RO2 as an
organization generally includes going over items such as vision,
mission statement, culture, leadership brand, along with
organizational and functional charts. The objective is to give the
NEOphytes a feel of the overall mandate, strategic objective,
and goals of the DBM.
4.1.2 Above-mentioned information will help the NEOphytes to better
understand how their roles fit in DBM RO2’s big picture. By
understanding their roles, they are able to recognize how they
can contribute to DBM RO2’s success.
4.2 Job Expectations

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 4.2.1 Specific job expectations, including job descriptions and DBM
RO2 performance management processes, will be explained to
the NEOphytes.
4.2.2 They shall, likewise, be introduced to a system of performance
management which will give them a clearer picture of what it
takes to be successful in their new jobs.
4.3 DBM RO2 Policies and Procedures
4.3.1 The policies and procedures can range from topics on employee
compensation guidelines, grievance machinery, various
committees and their roles, etc. It is important for the
NEOphytes to be provided with a foundation of information on
which they can build knowledge and skills.
4.4 Administrative Concerns
4.4.1 Although these administrative concerns may also sound like
policies and procedures, these are generally less formal matters
that the NEOphytes should be aware of such as normal work
hours, overtime pay, leave privileges, and other workplace
practices.
4.5 The CAO, Division Chiefs from Technical Divisions A, B, and C, or their
representatives and one of the lecturers of Republic Act No. 9184
(Philippine Procurement Act) shall act as resource persons to discuss
the processes, programs, plans, and operations of their respective
divisions.
4.6 A more personal element to the orientation which can engage
NEOphytes is the personal involvement of the top management in the
process. By taking the time to be part of the orientation, the clear
message that comes across is that the NEOphytes are valued because
the Regional Director is willing to sit with them and walk them through
the process.
A very important message that the Head of Office shall emphasize is
how the NEOphytes contribute to the DBM RO2 so that they can
quickly begin to work on strategic objectives. This way, an impression
is left to them that they are very important assets, chosen among the
many candidates, and their competencies and potentials are valued.
If for some reasons, the Regional Director and the Assistant Regional
Director are not available for this purpose, the OIC of the office shall
take charge of his assignment.

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 4.6 It shall be noted that the orientation will be conducted for a group of
at least 5 NEOphytes. Otherwise, the orientation will be incorporated in
the next milestone – the Immersion Phase.

5. The CAO with the HR Unit also schedules a meeting with the NEOphytes’
supervisors on this phase. During the meeting, the supervisors review the
responsibilities of the positions that the NEOphytes will occupy and give the
HR Unit an overview of what the first three months in the position will be like.

Milestone 3: Immersion (First Week)

In this phase, the NEOphytes’ roles, responsibilities, performance expectations,
competencies, and initial work assignments are strengthened by allowing them to
“take a plunge”. This process involves immersing the NEOphytes to the operations of
the division.
1. On the first week at work, the NEOphytes will now be exposed to the actual
operations of the DBM RO2. They will now be endorsed to the Head of
Divisions for the “immersion” process. They will be assigned from the x
to the Technical Divisions during the process.

2. The HR Unit shall provide the NEOphytes with the schedule for the next two
days. Their NEO Journal identifies the specific activities they need to
undertake each day. They must keep their journal with them at all times.

3. Each Division represents stop-overs of the journey. The Heads of the Division
or their representatives act as “Immersion Officers” – the key persons directly
in-charge of the immersion process.

4. A stamp on the journal made by the “Immersion Officers” means successful

completion of the process. As proof of such completion, both the NEOphytes
and the “Immersion Officers” affix their signatures on the journal to signify
conformance that the process has been completed.

5. For every stop-over, the HR Unit shall get in touch with the “Immersion
Officers” to know the status of performance of the NEOphytes. This way, the
HR Unit is apprised of the development or any adjustment to be made if
necessary, to make the immersion more effective and efficient.

6. NEOphytes are encouraged to write down on their journals any insights or

learnings from the exercise.

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 They shall also report to the HR Unit NEO Coordinator after every stop-over.
This way, the HR Unit can monitor the progress of the NEOphytes and
anticipate necessary modifications if there is a need to do so.

7. Division Heads shall make sure that the immersion focuses on the main
functions of the division and shall not, in any way, use the opportunity to give
menial and clerical tasks to the new employees. For example, the HR Unit
shall immerse the NEOphytes to appointment processing and PRIME-HRM
functions.

8. For the duration of this phase, NEOphytes are invited to participate in team
meetings, discussions, brainstorming, pretty much anything that the division
undertake. Although NEOphytes may not know the same level of details as
the current staff members, the idea is to benefit from seasoned employees’
wisdom and the new employees’ fresh perspectives.

9. This Phase is also the start for the NEOphytes to build networks consisting of
people that would aid them in their jobs. The overriding goal for the
“Immersion Officers” is to show the NEOphytes “how things are done around
here” and instill them a sense of pride in their new affiliation.

10. The HR Unit shall also hold an informal feedback session with the NEOphytes
on the last day of the Immersion Phase to elicit ideas, suggestions, from the
experience.
11. The HR Unit may schedule another feedback session between the “Immersion
Officers” and the NEOphytes where the former provide formal feedback on
the NEOphytes’ performance, while soliciting feedback from the later.

12. At the end of the immersion process, NEOphytes should strongly feel that
NEO is a collaborative program among them, the supervisors and the top
management.

Milestone 4: Exploration (First Month)

Once the NEOphytes have completed the Immersion Phase, the HR Unit shall be
ready to endorse them to the Head of Division where they will be assigned.
1. The HR Unit with the CAO shall then formally endorse the NEOphytes to the
Head of Division where they will be assigned.

2. They shall also be officially introduced to their respective “Buddies”. Such

partnership shall be sealed by a Commitment Sheet duly signed by the
“Buddies” vouching for full performance of their responsibilities for six

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 months. “Buddies” are expected to not just “show the ropes” to the
NEOphytes but act as moral compass that they can emulate.
Specifically, “Buddies” shall:
introduce the NEOphytes to other staff members;
act as an information resource for the NEOphytes on policies,
procedures, work processes, norms, etc.;
help them socialize and be involved in the activities at the workplace;
help them achieve their tasks by being the source of advice and
encouragement;
help them with the challenges of the new job.

3. Once the NEOphytes have been endorsed, the supervisor now plays a very
important role in ensuring successful onboarding. One of the supervisors’
initial responsibility is to review the NEOphytes on the organizational
structure, key policies and procedures they learned from the 2-day orientation
or the 1-week immersion.

4. The supervisors then discuss division scorecard, targets, roles and

responsibilities as well as performance expectations/work targets, etc. They
shall also clarify the expectations up front. Sharing of expectations is
extremely necessary.

5. The supervisors mentor the NEOphytes on the crafting of the Individual

Performance Commitment and Review (IPCR). Review of targets point-by-
point should be done to ensure that they understand and are comfortable
with the targets.

6. One of the important discussions to be undertaken between the NEOphytes

and the supervisors is the 6-month probationary period where behavioral
dimensions have direct impact on their performance and eventually in the
successful completion of the probationary period.

7. A progress review meeting shall be conducted at the end of the first month.
Supervisors and peers shall be able to provide feedback on the NEOphytes’
performance. All mentoring and coaching sessions must be documented.

8. NEOphytes may touch base with the HR Unit through several means, such as
sending emails to simply send them feedback on how they are doing in their
respective offices.

Milestone 5: Discovery (First 3 Months)

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In this phase, the NEOphytes are afforded Learning and Development (L&D)
interventions for them to ably dispense their respective duties and responsibilities.
1. During the first three months, the HR Unit shall send the NEOphytes the
following regular formal trainings:

Basic Customer Service Skills (BCSS);

Values Orientation Workshop (VOW) Program; and
Public Service Ethic and Accountability (PSEA).

2. Three months into the NEO Program, supervisors shall have made discoveries
relative to the NEOphytes’ performance, character and/or work ethics. The HR
Unit shall constantly get in touch with the supervisors relative to the
NEOphytes’ progress and arrange for additional L&D interventions when
necessary.

3. The supervisors shall observe the NEOphytes’ work on a regular basis. They
shall be given challenging assignments to assess their competencies to
perform full range of duties and accordingly be given regular feedback.

4. Toward the last days of the third month, supervisors shall sit with the
NEOphytes to discuss their progress, performance-wise, as well as their
behavioral evaluation. It shall be stressed that as NEOphytes, they are under
probationary status, hence, required to have a Very Satisfactory ratings on
their performance and behavioral evaluation.

5. A NEOphytes’ Discovery Session shall be facilitated by the HR Unit toward the

end of the first quarter. This is a venue for the NEOphytes to get together,
share their experiences among themselves and discuss common concerns.

Milestone 6: Engagement (First 6 Months)

In this phase, the goal is to provide guidance and feedback to the NEOphytes to
ensure continued success and to make plans for their future at the DBM RO2.
1. A performance check shall be conducted by the HR Unit and the supervisor to
ensure that the NEOphytes perform at their best. L&D interventions shall be
continuously provided.

2. One the probationary period has been successfully completed, the HR Unit
thru the CAO, shall coordinate with the Human Resource Management
Division – Central Office (HRMD-CO) on the possible assessment of the
NEOphytes’ competencies to determine the gaps and appropriately address
them. (Is it necessary that the HRMD-CO will assess the
NEOphytes?)
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 3. Individual Development Plan (IDP) shall then be prepared by the NEOphytes,
discussed and signed by their respective supervisors. The IDP is the blueprint
of their L&D needs.

4. Regular feedback sessions between the HR Unit and the supervisor shall be
conducted to monitor the NEOphytes’ performance and adaptation to the
DBM RO2 culture and work processes.

Further, the HR Unit shall solicit feedback from the Division

Chiefs/Director/Assistant Director for suggestions and/or comments on how to
improve the successful implementation of the NEO Program.

5. Another NEOphytes’ Discovery Session shall be facilitated by the HR Unit to

provide opportunity for exchange of learning and insights gained during their
probationary period.

6. Upon completion of the 6-month onboarding process, the NEOphytes

performance shall be evaluated by the supervisors. The results of the IPCR
and behavior evaluation report shall serve as basis for their retention and/or
development.

FEEDBACK TOOLS AND EVALUATION

Feedback tools devised by the HR Unit must be accomplished by the NEOphytes,

supervisors, and buddies at every milestone – first day, first week, first month, first
three months, and first six months – to ensure that all the support tools and
processes have been adopted. These shall act as trigger for the HR Unit to take
actionshould there be a chance that these tools and processes were not utilized,
providing the necessary intervention to address such lapses.
A comprehensive Monitoring and Evaluation (M&E) shall be institutionalized to
ensure progress of the NEOphytes at every step of the way.

NEO: A WORK IN PROGRESS

NEO is a work in progress. To make the onboarding process successful, DBM RO2
shall continuously and consistently review the processes involved, hence the
importance of feedback, monitoring and evaluation reports, and assessment reports
gleaned from the NEOphytes, Supervisors, Buddies, and Mentors at every Milestone.

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