OBJECTIVES

At the end of the Conversation, we shall

be able to:

1. Appreciate the Rationale, Objectives

and Features of the PRIME-HRM;

2. Understand the 4 Core HRM Functions

Maturity Level Indicators (ML1 & 2);
Introduction to
PRIME-HRM
 Who are the key
players in PRIME-HRM?
PRIME : Your Team
 PRIME-HRM is all about connecting
and collaborating with one another to
make the program successful.
How do we do this?
Measure the
agency
performance
PRIME-HRM GLOBAL
HR STANDARDS:
The Four Core HRM Systems &
Enhanced Maturity Level
Indicators and Lenses
Lenses:

Systems
Practices
Competencies
▪ Processes are compliant with CSC and
other relevant authorities’ regulations and
guidelines;

▪ Some processes are characterized by

projects and are often reactive;

▪ Often produces services and outputs that

work but frequently exceed prescribed
timelines;

▪ Successdepends on competence of people

and not by using proven processes.
▪ Processesare attuned to the agency’s
requirements;

▪ Programs are performed and managed

according to documented processes;

▪ Some processes are proactively managed

through the used of automated systems,
but the integration of data is not fully in
place.
▪ Quantitative objectives are used to
measure the quality and performance of
process for continuous improvement;

▪ HR partners with the agency leadership to

drive HRM systems in order to support the
agency’s business needs;

▪ Qualityand process performance measures

are used to support data-driven decision
making;

▪ There is an HR Management Toolkit.

▪ Processes are focused on continually
improving process performance through both
incremental and innovative improvements;

▪ Quantitative process improvement objectives

are regularly updated to reflect changes in
Agency objectives; these are used to manage
process improvements

▪ HR helps to drive agency business decision on

people and data;

▪ The HR Strategy is part of the agency

strategy.
 HRMO competency
and proficiency levels
Human Resources Management Office (HRMO)
Competencies are characteristics that the
office has and uses relating to knowledge,
skills, aspects of self image, social motives,
traits, thought patterns, mindsets, ways of
thinking, feeling, and acting.

In order to achieve desired performance, these

must be used harmoniously in appropriate
ways and consistently dispense
▪ Level 1 – Basic

Understands basic principles, can

perform task with assistance or
direction

▪ Level 2 – Intermediate

Performs routine tasks with

reliable results; work with minimal
supervision
▪ Level 3 - Advanced

Performs complex and multiple

tasks; can coach or teach others

▪ Level 4 – Superior

Considered an expert in
performing tasks; can teach and
lead others
 Are you
ready to be
PRIMEd?
RECRUITMENT, SELECTION AND
PLACEMENT (RSP)
 Overview on RSP PILLARS

1. Governance
2. Talent Planning
3. Talent Sourcing
4. Talent Selection & Placement
Pillar 1: Governance

Overall structure and processes for setting

policies, establishing RSP system & budget

Overseeing management and effectiveness of

RSP function & its alignment with VMG

Defines responsibility centers and roles of key

players

Identification of support mechanisms:

systems review & information management
Governance Pillar

Elements
E-4. Information &
Communication
E-1. Policy
including E- 3. Review
EEOP Mechanism
E-2. Structure &
Roles
POLICY (E-1): Systems Indicator

The Agency’s RSP policies and/or

processes are customized to
Agency’s requirements and include
specific guidelines in the application of
equal opportunity principles
POLICY (E-1): Evidence Requirement

Approved MSP/MPP (RSP Manual)

with specific guidelines of Equal
Employment Opportunity Principles
with the following Annexes:
-Process flow with flowchart
-Composition of the PSB with basic roles
and functions (with Office Order)
-Assessment tools and templates (written,
oral, skills test, BI, Systems
Review/Feedback Mechanism)
-Selection Criteria per position
Policy (E-1)

CSC MC 3, s. 2001
(Revised Policies on Merit Promotion Plan)

Executive Order 292

RA 7192
(An Act Promoting the Integration of Women as Full and Equal
Partners of Men in Devt. and Nation Building and other Purposes)

RA 9710
(An Act Providing for the Magna Carta of Women)
Policy (Equal Employment Opportunity Principles {EEOP})

Gender-neutral

Equal employment opportunity principles for

men and women (based on CSC guidelines)

Equal opportunity principles, e.g. GAD and

PWDs are integrated in the Agency RSP system.
Roles & Structures (E-2): Systems
Indicator

The Agency has a PSB that performs

additional functions to address
specific RSP needs

Formulates customized
screening criteria,
guidelines and tools
Roles & Structures (E-2): Evidence
Requirement

RSP user’s guide with tools and

procedures (Customized RSP tools/
templates, screening criteria and
processes/ procedures)
Roles & Structures (E-2)
PSB Composition
• Should conform with CSC MC 3, s. 2001
• May add members
• Prescribed members may not be reduced
• PSB Members duly designated and names
posted in bulletin board

*CSC MC 4, s. 2005
Prescribed PSB Composition:

PSB Chair or authorized

representative

Division Chief or authorized

representative of unit where the
vacancy is

HRM Officer or career employee

responsible for personnel management

2 rank-and-file employee representatives

CSC MC 3, s. 2001
Roles & Structures:
Functions & Responsibilities of PSB
• Follow strictly process on selection of employees
• Submit comprehensive evaluation report of
candidates screened
• Comply with 3-salary grade limitation on
promotion
• Check approved SRP
• Ensure minutes are recorded, filed & maintained
• Through HRMO/HRMU, make information or
documents accessible upon request

CSC MC 4, s. 2005
Review Mechanisms (E-3): Systems
Indicator

The Agency tracks the efficiency of RSP

processes and use data to improve the
system:

• Turnaround time
• Costs of sourcing and
hiring/placement
• Satisfaction surveys
Review Mechanisms (E-3): Evidence
Requirement

RSP timeline with flowchart; RSP

budget estimates; feedback/
satisfaction survey tool and results
 * Turnaround Time & Cost per Hire

Overall Overall Cost per

Date Date Filled Hire
Office Position (Upon Assumption to Time-to-Fill
Published Duty) (Advertising, referral,
(TAT) bonus, if any)
Satisfaction Surveys:

Recruitment Satisfaction
Survey

BEI Satisfaction Survey

Information & Communication(E-4): Systems
Indicator

The Agency maintains

documentation and records (soft
and hard copies)

Evidence Requirement:
Simple database (MS Excel or
higher); computer printouts
Information and Communication (E-4)
Use of computer-based system documentation
(soft copy) on the following:
• Pool of Applicants
• Candidate’s Profile
• Matrix of Applicants per position
• Comparative Assessment Results
• Plantilla of Positions
• Recruitment Data segregated by sex
(Shortlist)
Information and Communication (E-4)
Maintains documentation (hard copy) on the
following:
• Minutes of PSB meetings and deliberations
• Comparative Assessment Results
• Selection Criteria and Tools (Accomplished)
• RSP Process Flow with flowchart
• Applicant/ Candidate Feedback Result
(Recruitment Satisfaction Survey & BEI
Satisfaction Survey) – System to review data on
RSP efficiency
 RECRUITMENT

1 DETERMINING STAFFING NEEDS

Vacant positions Organizational Needs

(Plantilla) (Units)

Prioritize Importance Despite present staff

(Organizational) w/c units need more

Is there a Match? *check budget Mix

*QS –larger context Skills Set
Yes Skills Needs
2 *Organizational. unit

No “Personality Matching the new

Set” with the old

Special Applicable Unit Needs i.e.

Concerns Integrity, thinking, etc.
“Di pwede”
“Pwede”

Appointment
Publication/PSB Screening (Appointing
Authority)
Publication
“bars” Types/nature
Prohibitions
“Internal”
Nepotism 6 mos. Probationary
CSC
Period
Time (elect. Ban, quasi-nepotism,
Incomplete QS (temporary appointment
Pillar 2: Talent Planning

Processes for assessing and defining Agency’s

staffing demands.

Movement of human resources into, within

and out of the organization

Defines responsibility centers and roles of key

players

Identification of support mechanisms: systems

review & information management
Talent Planning Pillar

Element

E-1. Staffing/
Workforce
Plan
Talent Planning: Systems Indicator
The Agency has an updated
Staffing Plan reflecting
recommended staffing
modifications based on the
planned annual HR needs

• Deployment
• Conversion of positions
• Reclassification
Talent Planning: Evidence Requirement

Annual
staffing/workforce
plan
Pillar : Talent Sourcing

Processes and strategies for identifying and

attracting as many qualified candidates for
existing and anticipated vacancies
 Talent Sourcing Pillar:

Elements

E-1. Recruitment
Plan

E-2. Talent Attraction

Recruitment Plan (E-1): Systems Indicator

Agency has a Rescruitment Plan based on

anticipated vacancies within the year and
includes possible candidate sources

Qualified next-in-rank

Submitted applications

Reference materials

*Level 2 Indicators
Talent Attraction (E-2): Systems Indicator

The Agency recruits possible

candidates for existing &
anticipated vacancies within the
year through posting in other
publication modes.

*Level 2 Indicators
Talent Attraction Strategies (existing):

Strategy Possible Tactics

Publication at the ▪ Post notice of vacancy at BVP
Bulletin of Vacant c/o CSC Field Office
Positions (BVP) (mandatory)
▪ Post notice of vacancies in at
Posting of notice of
least 3 conspicuous places in
vacancies
the Office (mandatory).
▪ Send letters with confirmation
Look into Agency
slips to all next-in-rank
SRP
employees.
Other Talent Attraction Strategies:
Strategy Possible Tactics
▪ Post notice of vacancy at Agency
Online
website, FB account, Twitter and
Recruiting
other online media
▪ Send team of HR representative to
fairs to provide an opportunity for job
seekers to ask both job specific and
Campus
hiring process/benefits questions.
Recruiting and
▪ Send an “ambassador” from the
Job Fairs
agency to classrooms of social work
majors to “guest lecture” or provide
an agency overview.
Other Talent Attraction Strategies:

Strategy Possible Tactics

▪ Collaborate with university deans and
University
professors to help generate student
Partnerships
interest in the field.
Internships/ Provide lecture/orientation to existing
On-the-Job OJTs/interns on why it is more fun to
Training work in your Agency.
▪ Even if employees are not actively
Word of referring vacancies to friends and
Mouth/ acquaintances, their positive “word
Branding of mouth” about the agency is a
powerful recruitment source.
Talent Selection and Placement

Processes for evaluating and selecting

most qualified candidates based on
job-related criteria.

Preparing new entrants to the Agency

and their roles to facilitate integration
and performance and promote
retention.

*Level 2 Indicators
* TSP Pillar
Elements

E-4. Onboarding

E-1. Selection
Criteria E-3. EEOP

E-2. Assessment &

Selection Process
Selection Criteria (E-1): Systems Indicator

The Agency’s selection criteria are

based on updated JOB description (JD)
and approved/prescribed criteria/QS

Experience/Eli Generic
Education Training Competencies
gibility
Assessment & Selection Process (E-2):
Systems Indicator

Assessment & Selection process uses appropriate

additional tools to evaluate candidate’s
functional/technical qualifications for the job… and
background investigation for shortlisted
candidates…

• Written examination (skills test, cognitive ability

test, job knowledge test and personality test)
• Interview (competency-based/BEI)
• Medical Examination
• Background Investigation
Uses behavioral
questions to based on
critical competencies
identified

Behavioral Events
Interview (BEI)
Background
Investigation
*BI Checklists:
Employment Reference
Check Form

Reference Check Template

EEOP (E-3): Systems Indicator

Selection criteria
processes responsive to
applicants with special Equal employment
needs (visual/hearing opportunity principles
impairments) regardless of gender,
disability, civil status,
religion, etc.
Onboarding (E-4): Systems Indicator

The Agency has an Orientation

Program that helps employees
understand performance expectations,
reporting relationships & information
networks needed to perform job.

CSC OM 39, s. 2007

Onboarding (E-4): Evidence Requirements

Orientation Program Design/Plan

Learning Materials (Employee

Handbook, Powerpoint
Presentations, etc)

Proofs that Orientation Programs

are conducted: Attendance
Sheet, Budget Estimate, Program
Evaluation, Photos, etc.
CSC OM 39, s. 2007
Summary of RSP Evidence Requirements (ERs):

Governance
MSPP/RSP Manual containing the following:
RSP policies & processes adhering to equal
employment opportunity principles (EEOP)
Process flow with flowchart
Composition of PSB through an
Executive/Office/Admin. Order with Roles and
functions

Additional functions of PSB

Customized tools and templates as annexes
Generic formula in the computation of sourcing
and hiring costs
Selection criteria and tools per position
RSP File Maintenance (soft copy and hard copy)

Process flow/timeline per position to be filled (Assessment Plan)

PSB minutes of meeting
Comparative assessment
Selection criteria/tools per vacant position
Notice of vacancy with specific QS based on updated job
description
Simple Information System – Recruitment data segregated by sex
Compilation of Application Queries/Requests and responses
Pool of applicants
Candidate profile/matrix of applicants per position
RSP process flow
System review / feedback mechanism (feedback from applicants)
Plantilla of positions
Talent Planning
Annual Staffing Plan/Workforce Plan
Annual Recruitment Plan for current and
anticipated vacancies
List of recruitment activities with timeline (Assessment
Plan)

Talent Sourcing
Modes of attracting applicants
List of next-in-rank employees
Proofs of publication
Notice to applicants (Qualified/Not Qualified/Schedule
of Assessment)
Talent Selection and Placement

Background Investigation (BI) questions and report

Pool of Written examination per position (skills test,
cognitive ability test, job knowledge test and
personality test)
Pool Interview (competency-based/BEI)
Medical Examination
Orientation Program for new employees
Proof of Conduct/Implementation (attendance
sheet, budget estimate, learning guide and
materials)

Important:
All these requirements must be duly prepared and understood by all HRMO
employees and then cascaded to all PSB members and
managers/supervisors.
Learning and
Development
(L&D)
 Overview on L&D PILLARS

1. Governance
2. Planning and Monitoring and
Evaluation
3. Execution
Pillar 1: Governance

Overall structure and processes for setting

policies, establishing L&D system & budget

Overseeing management and effectiveness of

PDC function & its alignment with VMG

Defines responsibility centers and roles of key

players

Identification of support mechanisms:

systems review & information management
Governance Pillar

Elements

E-4. Information &

E-1. Policy Communication
including EOP
E-3. Review
Mechanisms

E-2. Structure &

Roles
POLICY (E-1): Systems Indicator

The Agency’s L&D policies

and/or processes are customized
to Agency’s requirements and
include specific guidelines in
the application of equal
opportunity principles
(L&D Plan)
Policies
CSC MC 10, s. 1989
(Establishing the Personnel Development
Committee {PDC})

Executive Order 292

CSC MC 28, s. 1990

(Reiterating Certain Policies in the Conduct of Government Training
and Development Program)

CSC MC 43, s. 1993

(Streamlining and Deregulating HRD Functions)
Roles & Structures (E-2): Systems Indicator

The Agency has PDC that performs

additional functions to address
specific L&D needs (e.g. develops
customized criteria and screening
process for selecting nominees to
scholarships and conferences)

*Level 2 Indicators
Roles & Structures (E-2)

PDC Composition

• Should conform with CSC MC 10, s. 1989

• May add members
• Prescribed members may not be reduced
Prescribed PDC Composition (Regional Offices)

PDC Chair – Chief of Training

Member – Chief of Personnel or HR

Member – 2 Employee representatives

Secretariat – at least 2 staff from

Training and Personnel Units
Roles & Structures
Functions & Responsibilities of PDC
• Develop agency guidelines for the selection of
agency nominee to training and scholarship
programs in accordance with existing civil service
policies and standards;
• Incorporate in said guidelines specific provisions,
stating among other things, the responsibilities of
selected nominees to the agency sending them to
a scholarship or training grant and vice versa.
(These provision shall be embodied in the contract which
the selected nominee and the head of agency shall enter
into);
Roles & Structures
Functions & Responsibilities of PDC
• Prepare a list of training courses based on the
identified agency training needs with the
corresponding list of prospective participants, in
coordination with the training officer. (The list of
courses and the prospective participants for each program
shall be updated every six (6) months);
• Conduct the screening of qualified employees
from the list of prospective participants relevant
to the training course/scholarship under
consideration;
Roles & Structures
Functions & Responsibilities of PDC
• Recommend to the head of agency the most
qualified nominees in accordance with agency
guidelines, for training or study programs;
• Study and make recommendations to the head of
agency on the availment of invitations and offers
for participation in training or study programs
both local and foreign in relation to the needs of
the agency;
Roles & Structures
Functions & Responsibilities of PDC
• Publish or post in conspicuous places within the
agency premises available training or scholarship
opportunities at least a month before the date of
screening for such grants;
• Conduct a continuing monitoring of agency
scholars/grantees sent to various training
programs, both local and foreign; and
• Submit to the head of agency a quarterly report
of its accomplishments.
Budget Support

Each department or agency shall include a

specific budgetary allocation for human
resource development purposes. At least
three percent (3%) of the annual
budget shall be set aside for this
purpose.
(Rule VIII Sec. 8 – Omnibus Rules Implementing
Book V of EO 292)
Review Mechanisms (E-3): Systems Indicator

The Agency tracks the efficiency of L&D

processes and uses data to improve system

Percentage (%) of employees provided with HR

Interventions (i.e. compliance with required 1 HR
intervention per employee)

Budget Utilization (Budget Estimates vis-à-vis

Expenses)

Participants Feedback on conduct of L&D

interventions (Level 1 Evaluation)
*Level 2 Indicators
Information and Communication (E-3): Systems Indicator

Maintain L&D data/documents and records

(soft and hard copy)

▪ L&D process flow

▪ System review data on L&D efficiency
▪ System implementation (e.g., PDC recommendations,
L&D documentation and reports, etc.)
▪ Learning Service Provider (LSP) management system
(e.g., profile of internal and external resource persons)
▪ L&D Plan
▪ Minutes of PDC Meetings
Pillar 2: Planning and Monitoring and
Evaluation
Processes that drive the Learning and Development
function in the Agency

Link between Learning and Development programs

and activities and the Agency’s goals and
directions.

Monitoring and evaluation framework for

determining value and effectiveness of Learning and
Development Investments. (LAP)
Planning and Monitoring & Evaluation Pillar

Elements
E-1. L&D Planning

E-2. L&D Monitoring

and Evaluation
L&D Planning (E-1): Systems Indicator

The Agency has an annual Learning

and Development Plan based on a
needs assessment of employees
regardless of gender, civil status,
age, disability, ethnicity, etc.

*Level 2 Indicators
L&D Monitoring & Evaluation (E-2): Systems Indicator

The Agency uses L&D evaluation

tools/processes to assess
participants’ acquisition of learning
vis-à-vis learning objectives (e.g.
Level 2 or learning level evaluation
– pre and post tests)

*Level 2 Indicators
Pillar 3: Execution

Processes to operationalize the elements of the

Learning and Development Cycle (from learning
needs analysis to delivery)

Defines guidelines and processes that facilitate

integrated management of Learning and
Development programs and activities
Execution Pillar

Elements

E-4. Learning
Service Provider
E-1. Design Management

E-3. Delivery

E-2. Development
Design (E-1): Systems Indicators

The Agency has training design

process that involves developing
terminal and session objectives aligned
with the validated learning needs of
targeted learners, to guide training
activity plan preparation and
implementation

The Agency designs training programs

that use a mix of methodologies that
are learner-centered (i.e. Experiential
and participative) to facilitate
achievement of learning objectives.
The design is captured in a training
activity plan
*Level 2 Indicators
Development (E-2): Systems Indicator

The Agency develops customized

learning materials and training
aids to support delivery of L&D
programs

*Level 2 Indicators
Delivery (E-3): Systems Indicator

The Agency’s L&D interventions

are executed, monitored and
evaluated based on activity plan

*Level 2 Indicators
Learning Service Provider Management (E-43): Systems Indicator

The Agency has guidelines in

identifying, monitoring and
evaluating efficiency and
effectiveness of L&D service
providers

*Level 2 Indicators
Summary of L&D Evidence Requirements (ERs)

Governance

L&D Plan containing the following:

L&D policies & processes adhering to equal opportunity principles
Approved Annual L&D Budget
Process flow/flowchart
Office/Executive/Administrative Order creating the PDC
Roles and functions of PDC
Additional functions of PDC
Selection Criteria/Tools as annexes
Evaluation Form (Pre-Post Test; Session’s Evaluation,
Program Evaluation)

L&D database/records (soft and hard copy) of the following:

Annual L&D Plan (List of L&D interventions per year with timelines)
List of employees given L&D interventions
Budget estimates of L&D interventions
Pool/list of internal and external LSP/SMS (with profile)
 Minutes of PDC Meetings
Training Needs Assessments, Analysis and Design
MOA/Contracts with L&D partners

Planning and Monitoring and Evaluation

Annual L&D Plan

Need Assessment Tool and Results
Monitoring and Evaluation (M&E) Plan
Evaluation Tools and Results
Level 1 Evaluation (post course evaluation)
Level 2 Evaluation (pre & post tests; LAP)
Execution

Training Design Process

Training Designs with Activity Plan
Customized Learning Materials (Powerpoint
Presentations, Video Clips, Worksheet, Cases)
Program’s Terminal Report/Session’s Evaluation
Evaluation Report to LSPs

Important:

All these requirements must be duly prepared and understood

by all HRMO employees and then cascaded to all PDC members
and managers/supervisors.
 Overview on PM PILLARS

1. Governance
2. Performance Planning and
Commitment
3. Performance Monitoring and Coaching
4. Performance Review and Evaluation
5. Development Planning
Pillar 1: Governance

Overall structure and processes for setting

policies, establishing PM system & budget

Overseeing management and effectiveness of

PMT function & its alignment with VMG

Defines responsibility centers and roles of key

players

Identification of support mechanisms:

systems review & information management
Governance Pillar

Elements

E-4. Information &

E-1. Policy Communication
including EOP
E-3. Review
Mechanisms

E-2. Structure
& Roles
POLICY (E-1): Systems Indicator

The Agency’s PM policies and/or

processes are customized to
Agency’s requirements and include
specific guidelines in the application of
equal opportunity principles
Policies

CSC MC 6, s. 2012
(Guidelines in the Establishment and Implementation of
Agency Strategic Performance Management System
{SPMS})

CSC MC 13, s. 1999

AO 25, s. 2011
(Creating and Inter-Agency Task Force on the Harmonization of
National Government Performance Monitoring, Information and
Reporting System)
Roles & Structures (E-2): Systems Indicator

The Agency has a PMT that

performs additional functions to
address specific PM needs (e.g.
formulates customized criteria,
guidelines and tools for setting
performance standards)

*Level 2 Indicators
Roles & Structures (E-2)

PM Composition

• Should conform with CSC MC 6, S. 2012

• May add members
• Prescribed members may not be reduced
Prescribed PMT Composition

Executive official designated by the

head of Agency as Chairperson
Highest HRM Officer or the career service
employee directly responsible for HRM and
personnel training and development (2)

Highest Planning Officer and Highest Finance

Officer or the career employee directly
responsible for organizational planning and
financial management, respectively (2)

President of the accredited employee

association or the authorized alternate
representative
Roles & Structures
Functions & Responsibilities of PMT
• Sets consultation meeting of all Heads of Offices
for the purpose of discussing the targets set in
the Office Performance Commitment and Rating
Form;
• Ensures that Office performance targets and
measures and budget are aligned with those of
the agency and that work distribution of
Offices/Units is rationalized;
Roles & Structures
Functions & Responsibilities of PMT
• Recommends approval of the Office Performance
Commitment and Rating to the Head of Agency;
• Acts as appeals body and final arbiter for
performance management issues;
• Identifies potential top performers and provide
inputs to the PRAISE Committee for grant of
awards and incentives;
Roles & Structures
Functions & Responsibilities of PMT
• Adopts its own internal rules, procedures and
strategies in carrying out their responsibilities
including schedule of meetings and deliberations
and delegation of authority to representatives in
case of absence of its members.
Review Mechanisms (E-3): Systems Indicator

The Agency tracks the efficiency of PM

processes and uses data to improve system

Completion of Performance Review

Summary of Ratings supported by signed
Office and Individual Commitment and
Performance Review Forms

Timely submission of required PM Forms and

reports

*Level 2 Indicators
Information and Communication (E-4): Systems Indicator

Maintenance of L&D data/documents and

records (hard and soft copy):
▪ Approved SPMS Manual
▪ OPCRs/IPCRs
▪ Summary of Ratings
▪ PM process flow
▪ MFOs and Success Indicators
▪ System review data on PM Efficiency
▪ System Implementation (e.g. PMT Minutes;
performance review calibration results)
▪ Individual Development Plans
Pillar 2: Performance Planning and
Commitment

Processes for determining and communicating

performance measures and targets, and required
competencies and proficiency levels that will
contribute to individual, unit and overall Agency
performance.
Performance Planning and Commitment Pillar

Elements
E-1. Target Setting

E-2. Standard Setting

Target Setting (E-1): Systems Indicator

The Agency’s individual target

setting process is guided by
performance standards agreed
upon by managers/supervisors and
employees

*Level 2 Indicators
Standard Setting (E-2): Systems Indicator

The Agency has a process of

establishing/clarifying specific
performance standards for
individual positions vis-à-vis unit.

*Level 2 Indicators
Pillar 3: Performance Monitoring and Coaching

Processes and mechanisms for tracking individual and

team performance

Facilitates achievement of targets through the

conduct of performance feedback discussions and
other forms of purposive conversations
Performance Monitoring and Coaching Pillar

Elements

E-1. Performance
E-2. Providing
Tracking
Performance
Support
P
Performance Tracking (E-1): Systems Indicator

The Agency has processes (e.g.

periodic review) that
managers/supervisors and
employees use to track individual
performance

*Level 2 Indicators
Providing Performance Support (E-2):
Systems Indicator

The Agency has performance

coaching mechanism that is linked
to performance tracking

*Level 2 Indicators
Pillar 4: Performance Review and Evaluation

Processes for evaluating performance of individuals

and teams vis-à-vis targets at the end of the
performance period

Identifies performance and competency gaps that

need to be addressed.
Performance Review and Evaluation Pillar

Elements

E-1. Performance
Review and
E-2. Calibrating
Evaluation
Performance
Results
Performance Review & Evaluation (E-1):
Systems Indicator

The Agency has individual

performance review and
evaluation process involves
validation of employees’ self-
rating by managers/supervisors
based on documented
accomplishments

*Level 2 Indicators
Calibrating Performance Assessments (E-2):
Systems Indicator

The Agency has a customized

process for reviewing
performance assessments to
ensure agreed performance
standards have been applied

*Level 2 Indicators
Pillar 5: Development Planning

Processes for using performance evaluation results

in formulating development plans to build and/or
enhance competencies of individuals and teams for
optimum performance
Performance Review and Evaluation Pillar

Element

E-1. Development
Planning
Development Planning (E-1):
Systems Indicator

Agency uses customized planning

templates (e.g. individual
development plan) to discuss and
document employees’
development areas and to
recommend interventions

*Level 2 Indicators
Summary of PM Evidence Requirements (ERs)

Approved PM Manual containing the following:

PM policies & processes adhering to equal opportunity
principles (EOP)
Process flow with flowchart; PM Stages
Roles and functions of PMT
PMT Internal Guidelines
Customized tools and templates as annexes
PM computer-based database containing the following:
OPCR, DPCR and IPCRs
Individual Development Plan (IDP)
System review / feedback mechanism (feedback from
employees)
Unit Work Plans
Accomplishment Reports
Summary of Ratings
PM File Maintenance
Process flow/timeline per stage/cycle
PMT minutes of meeting

Important:
All these requirements must be duly prepared and understood
by all HRMO employees and then cascaded to all PMT members
and managers/supervisors.
 Rewards and
Recognition (R&R)
 Overview on R&R PILLARS

1. Governance
2. Planning
3. Execution
Pillar 1: Governance

Overall structure and processes for setting

policies, establishing R&R system & budget

Overseeing management and effectiveness of

R&R function & its alignment with VMG

Defines responsibility centers and roles of key

players

Identification of support mechanisms:

systems review & information management
Governance Pillar

Elements

E-4. Information &

E-1. Policy Communication
including EOP
E-3. Review
Mechanisms

E-2. Structure
& Roles
POLICY (E-1): Systems Indicator

The Agency’s R&R policies and/or

processes are customized to
Agency’s requirements and include
specific guidelines in the application of
equal opportunity principles
Policy (E-1)

CSC MC 1, s. 2001 on the Program on Awards and

Incentives for Service Excellence (PRAISE)

CSC MC 6, s. 2002 (Revised

Policy on the Grant of Loyalty Award)

CSC MC 6, s. 2012

CSC MC 2, s. 1992
(Amendment and Clarificatory Guidelines on the
Grant of Loyalty Award)
Roles & Structures (E-2): Systems Indicator

The Agency has an R&R Committee

that that performs additional
functions to address specific PM
needs (e.g. develops customized
R&R programs and guidelines)

*Level 2 Indicators
Roles & Structures (E-2)

R&R Committee Composition

• Should conform with CSC MC 1, s. 2001

• May add members
• Prescribed members may not be reduced
Prescribed R&R Composition (Regional Office)

Regional Director or his authorized

representative

Head of the Financial Unit or Equivalent and

Division Chief in-charge of Training

Highest Human Resource Management

Officer (HRMO)

Two (2) career rank-and-file

employees (1 1st level and 1 2nd level)
Roles & Structures
Functions & Responsibilities of R&R Committee

• Establish system of incentives and awards to

recognize and motivate employees;
• Formulate, adopt and amend internal rules,
policies and procedures to govern the conduct of
its activities including guidelines in evaluating the
nominees and the mechanism for recognizing the
awardees;
Roles & Structures
Functions & Responsibilities of R&R Committee

• Determine the forms of awards and incentives to

be granted;
• Monitor implementation of approved suggestions
and ideas through feedback and reports;
• Prepare plans, identify resources and propose
budget for the system on an annual basis;
Roles & Structures
Functions & Responsibilities of R&R Committee

• Develop, produce, distribute a System policy

manual and orient the employees on the same;
• Document best practices, innovative ideas and
success stories which will serve as promotional
materials to sustain interest and enthusiasm;
• Submit annual report on the awards and
Incentives system to the CSC on or before the 13th
day of January;
Roles & Structures
Functions & Responsibilities of R&R Committee

• Monitor and evaluate the System’s

implementation every year and make essential
improvements to ensure its suitability; and
• Address issues relative to awards and incentives
within 15 days from the date of submission.
Review Mechanisms (E-3): Systems Indicator

The Agency tracks the efficiency of R&R

processes and uses data to improve system

Annual R&R budget utilization

vis-à-vis R&R implemented
programs

5% of the HRD funds shall be allocated for the

PRAISE and incorporated in the Agency’s annual
work and financial plan and budget. The PRAISE
shall be institutionalized through the creation of a
PRAISE Committee in all agencies of the
government.

*Level 2 Indicators
Information and Communication (E-4):
Systems Indicator

The Agency maintains R&R data/records

(soft and hard copy) on:

- R&R Process Flow

- Systems Review Data on R&R Efficiency
- System Implementation (e.g. R&R
Committee Minutes, Comparative
Assessment Data, Selection Criteria, Profile
of Awardees, Monitoring on the
Application of EOP)
*Level 2 Indicators
Pillar 2: Planning

Processes for developing Rewards and Recognition

plans and programs that promote individual and
team motivation and performance to achieve
Agency’s strategic goals
Planning Pillar

Element

E-1. Planning
Planning (E-1): Systems Indicator

The Agency has customized annual

R&R plans and programs, which
indicates budget for each
program/activity

*Level 2 Indicators
Pillar 3: Implementation

Processes for screening nominees and selecting

awardees based on their extraordinary
achievements, contributions and performance that
contribute to the attainment of the Agency’s
strategic goals
Implementation Pillar

Element
E-1. R&R
Screening and
Selection Criteria
and Processes
P
Implementation (E-1): Systems Indicator

The Agency screening and

selection criteria and processes
for customized R&R programs
apply to all employees, consistent
with equal opportunity principles.

*Level 2 Indicators
Summary of R&R Evidence Requirements (ERs)

R&R/PRAISE Manual containing the following:

Policies & processes adhering to equal opportunity

principles (EOP)
Process flow/flowchart
Roles and functions of R&R/PRAISE Committee
Customized tools and templates as annexes
Selection/screening criteria and tools for
nominees/awardee
R&R data/records maintained (soft and hard copy)
List of Awardees per year with awardee’s profile
List of R&R Programs for the past years
R&R/PRAISE Committee profile
Budget Estimate/computations
R&R Process flow
System review / feedback mechanism (feedback from
nominees/awardees/employees)
Minutes of Meetings/deliberations
Comparative Assessment Data
Selection Criteria
Monitoring on the Application of EOP
Annual R&R Plan
R&R File Maintenance
Process flow/timeline per program
Minutes of meeting
Selection/screening criteria and tools for
nominees/awardees

Important:
All these requirements must be duly prepared and
understood by all HRMO employees and then cascaded to all
R&R/PRAISE Committee members and
managers/supervisors.
NEXT STEPS
 ACTION/STEPS INDICATIVE DATE

Accomplished Assessment Tool

Approved Action Plan

Process Consultations

Recommendation for On-site Assessment

On-site Assessment
Recommend to CSC CO for Accreditation

157
 The Action
Planning Process
• Part 1: Review and Validation of Assessment
Results
• Part 2: Identification of Target Maturity Level
(Maturity Level 2 in all Core HRM
Functions)
• Part 3: Crafting of Agency Action Plan
 *SAMPLE
ACTIONS/STEPS
Recommended Detailed Responsible Timeline Success
Action Steps Activities Indicator
Include Develop a Personnel March 31, 2017 Background
Background Background Selection Investigation
Investigation as Investigation Board (PSB) tool
part of the RSP tool
procedure
Orient HRMO April 4, 2017 Orientation
Background Design/
Investigators in proposal
the conduct of
Office Order of
BI and
Attendees
preparation of
BI reports Powerpoint
Presentations
Attendance
Sheet
Budget
Estimate
Purchase
Request
Recommended Detailed Responsible Timeline Success
Action Steps Activities Indicator
Establish the Create a HRMO; April 5, 2017 Office Order
Individual Technical Head of
Development Working Group Agency
Plan (IDP) for through an
Executive/ Office Order
Managerial
positions Develop Technical April 10, 2017 Approved
guidelines/ Working guidelines/
mechanics in Group mechanics in
the the
preparation of preparation of
IDP IDP

Conduct HRMO April 20, 2017 Attendance

orientation to Sheet
all employees
that belong to Accomplished
the executive IDP
managerial
positions Etc.
Recommended Detailed Responsible Timeline Success
Action Steps Activities Indicator
Establish a Identify and issue HRMO; March 30, Office Order
Personnel Office Order Agency Head 2017
Development creating the
Committee Personnel
(PDC) with roles Development
and functions Committee
clearly defined
Recommended Detailed Responsible Timeline Success Indicator
Action Steps Activities
Craft a training Collate all OPCRs/ IPCRs
plan/calendar recommendations
based on for development Competency
identified from OPCRs and Assessment Tool
performance IPCRs
and competency Narrative analysis
Conduct
gaps with
competency
recommendations
assessment
Analyze results/ Training plan/
identified gaps calendar
from performance
and competency
assessment
Craft training
plan/calendar
based on
identified
performance and
competency gaps
THANK YOU!!!

164