CSC - Prime HRM - Brochure
CSC - Prime HRM - Brochure
CSC - Prime HRM - Brochure
PRIMED?
/01
ITS TIME TO BE
PRIMED!
What is PRIME-HRM?
PRIME-HRM stands for Program to Instuonalize Meritocracy and Excellence in Human
Resource Management. It is a mechanism to support the aainment of the Civil Service
Commission vision of becoming a Center of Excellence for Human Resource and Organizaon
Development. PRIME-HRM assesses the agencys human resource management competencies,
systems, and pracces toward HR excellence. PRIME-HRM presents a more progressive system
of assessment as it entails greater engagement not just of the human resource management
ocer (HRMO) but also of the ocials and the rank-and-le employees of the agency.
The program also aims to:
serve as search mechanism for best pracces in human resource
management;
serve as a venue for exchange and development of experse in the
area of human resource management between and among
government agencies;
empower agencies in the performance of human resource
management funcons; and
promote and reward excellent human resource management
pracces.
SUCs
NGAs
GOCCs
LGUs
Step 1
ASSESS
/02
The four HRM Systems are:
MENT
LEARNING AND DEVELOPMENT
PERFORMANCE MANAGEMENT
Since HRM Oces play a big role in the program, their competencies will also be
assessed to determine developmental opportunies. An online survey of the agencys
human resource management climate will likewise be conducted.
Step 2
ASSIST
HR NEEDS
ASSESS
ASSIST
Step 3
Agencies may vie for special rewards and
citaons, such as being a Center of HR
Excellence or the Seal of HR Excellence.
HRMOs may also be nominated / recommended
for local study/scholarship grants. Of course, the biggest reward would be
a movated workforce and sased clients as a result of improved HR
systems and procedures.
AWARD
/03
What is a Maturity
Level?
The maturity level indicates how well the behaviors, pracces and processes of an
organizaon can reliably and sustainably produce required outcomes.
Level 4
STRATEGIC
HRM
Level 3
INTEGRATED
HRM
Level 2
PROCESSDEFINED HRM
Level 1
TRANSACTIONAL
HRM
/04
PRIME-HRM
MATURITY LEVELS / INDICATORS
(SYSTEMS, PRACTICES, AND HRMO COMPETENCIES)
/05
Policy
(Documented Guidelines)
System Features
Levels
The Recruitment Selection Placement policy, which is linked to the HRM systems, sets the approach to the
recruitment, selection, and placement of personnel, and the fulfillment of the Agencys commitment to equality,
diversity, fairness, and transparency. The appropriate authorization required to initiate any action for vacant
positions is first served/ obtained. Qualified candidates are sourced using recruitment and selection procedures and
instruments that promote equal employment opportunity for all, regardless of sex, sexual orientation, age, religion,
ethnic background, disability and others. To promote gender equity in the organization, the Agency policy includes
the implementation of affirmative actions to correct gender disparity in different levels of the the organizational
structure. The aim is to have the right person in the right job at the right time, which is essential to the Agencys
performance.
1
TRANSACTIONAL HRM
2
PROCESS-DEFINED
HRM
3
INTEGRATED HRM
4
STRATEGIC HRM
St af fi ng
pl an
an d
prioritization in filling of
positions is based on the
short-and medium-term
needs of the Agency.
Stra teg i c Wo r k fo r ce
planning system is
directed to meet the
present up to the
long-term needs of the
Agency.
E l e c troni c d a tab a s e
maintains the profiles of
both
candidates
and
applicants (internal and
external). It also generates
customized reports.
Human Resources
Information System (HRIS)
maintains data on online
recruitment, selection and
placement as well as the
profile of talents that
agencies hire and lose.
It
also
generates
customized reports
A
w e l l - d e fi n e d
Recruitment,
Selection
and Placement Procedures
Manual
aligned
to
the Agencys short-and
medium-term needs is in
place.
A
w e l l - d e fi n e d
Recruitment,
Selection
and
Placement
Procedures Manual with
online system aligned to
the Agencys strategic
goals are in place.
Orientation is provided to
all employees on the
provisions and procedures
contained
in
the
Recruitment,
Selection
and Placement Manual.
Orientation is provided to
all employees on the
provisions and procedures
contained
in
the
Recruitment,
Selection
and Placement Manual as
well as the features of the
online system.
Recruitment , Selection
and Placement procedures
are customized to the
Agency requirements and
are accompanied by a
process flowchart.
/06
Recruitment, Selection, and Placement (RSP) Performance Indicators
A strategy for attracting, screening, selecting and on boarding qualified persons
System Features
Levels
1
TRANSACTIONAL HRM
2
PROCESS-DEFINED
HRM
3
INTEGRATED HRM
4
STRATEGIC HRM
Candidate qualifications
are properly matched
vis--vis
the
specific
qualification
standards
and job description for the
position to be filled.
Candidate qualifications
are properly matched
vis--vis the specific or
competency-based
qualification
standards
and competency-based job
description for selected
positions.
Candidate qualification
are properly matched
vis--vis the specific or
competency-based
qualification
standards
and
institutionalized
competency-based
job
description
for
the
position to be filled.
Comparative
assessment
and final evaluation is done
by the ad hoc committee
using
paper
screening,
interviews, and result of
undocumented
simple
background investigation.
Comparative assessment
and final evaluation is
done by the Promotion and
Selection Board (PSB), with
HR office/unit providing
the necessary resources
from
the
structured
interviews
and
documented
structured
background investigation
results.
Comparative assessment
and final evaluation is
done by the Line Managers
and the Promotion and
Selection Board (PSB),
with HR office taking
the
lead
in
the
deliberation of results of
competency-based simple
assessment, documented
structured
background
investigation
and
competency
validation.
Weights are assigned to
personality tests and
competency results.
Comparative assessment
and Final evaluation is
done by the Line Managers
and the Promotion and
Selection Board (PSB),
with HR Manager taking
the lead in the deliberation
of results making use of
various
competency
assessment
methods
(simulation, inbasket,
discussion, role-playing)
for senior and identified
key
positions
only,
documented structured
background investigation,
and competency validation.
Weights are assigned to
personality tests and
competencies.
Absence of metrics
Turn-around time
Turn-around time
Turn-around time
Recruitment plan (time to Recruitment evaluation
fill, time to source, and (quality of hire, turnover)
cost)
/07
Recruitment, Selection, and Placement (RSP) Performance Indicators
A strategy for attracting, screening, selecting and on boarding qualified persons
Levels
1
TRANSACTIONAL HRM
2
PROCESS-DEFINED
HRM
3
INTEGRATED HRM
1. Agency Heads can
describe the plan they
have in place to make sure
recruitment and selection
meets the needs of the
Agency, and is fair,
efficient, and effective.
4
STRATEGIC HRM
1. Agency Heads can
describe the strategies
they have in place to make
sure recruitment and
selection meets the needs
of the Agency, and is fair,
efficient, and effective.
3. Supervisors/managers
can describe how they
make sure recruitment and
selection is fair, efficient,
and effective.
Good Practices
3. Supervisors/managers can
describe how they make sure
recruitment and selection is
fair, efficient, and effective.
3. Supervisors/managers
can describe how they
make sure recruitment and
selection is fair, efficient,
and effective.
3. Supervisors/managers
can describe how they
make sure recruitment
and selection is fair,
efficient, and effective.
4. Supervisors/managers
can describe how they play
an important role in
recruiting and selecting
employees with values
that are aligned with the
Agencys values.
4. Supervisors/managers
can describe how they
play an important role in
recruiting and selecting
employees with values
that are aligned with the
Agencys values.
/08
Recruitment, Selection, and Placement (RSP) Proficiency Indicators
A strategy for attracting, screening, selecting and on boarding qualified persons
Core Description
Levels
Basic
Intermediate
Advanced
Basic skills/knowledge
Intermediate skill
Advanced skill
Basic understanding
Working knowledge
Extensive experience
Requiring assistance to
apply technical skills and
displaying limited
knowledge
of
technologies
Applying limited
technical skills and
demonstrating limited
knowledge
of
emerging technologies
Consistently applying
technical skills and
adapting to emerging
technologies
Key Behaviours
Applies a Staffing Plan based Applies a Staffing Plan Applies a Staffing Plan
o n P e r s o n n e l S e r v i c e based on current Agency based
on
short-and
Itemization (PSI)
requirements
medium-term objectives
of the Agency through
forecasting
and
prioritization
HRMO Competencies
Superior
Formulates customized
gender
sensitive
recruitment, selection and
placement policies linked
to other HRM systems
(e.g. Performance
Management and HRD
Plan/ L&D)
Expert level
Subject matter breadth/
depth
Consistently applying
and
synthesizing
technical
skills
in
authentic situations, and
ex tending skills to
emerging
technologies
and problems
Applies a strategic Staffing
Planning system aimed at
meeting the present up to
the long-term needs of the
Agency
Formulates and champions
gender responsive strategic
recruitment, selection and
placement policy linked to
other HRM system (e.g.
Performance Management,
Talent Management, HRD
and retention Board
E v a l u a t e s c a n d i d a t e Evaluates candidate
q ual ifi c a tion s vis--vis qualifications vis--vis
Qualification Standards (QS) Qualification Standards
(QS) and Job Description for
the position to be filled
Evaluates candidate
q ua l ifi ca tio ns v is - - v i s
s p e c i fi c Q u a l i fi c a t i o n
Standards (QS) and
institutionalised
c om p e ten c y- bas e d j o b
description for positions to
be filled
Develops Recruitment
strategies such as job fairs
and campus recruitment
activities to source for
candidates
in vit es
cand i d ate s
through posting in bulletin
boards and/or, agency
websites major newspapers
and/or simple networking
/09
Recruitment, Selection, and Placement (RSP) Proficiency Indicators
A strategy for attracting, screening, selecting and on boarding qualified persons
Levels
Basic
Intermediate
Advanced
Superior
F a c i l i t a t e s
competency-based
assessment process to
L i ne M ana ge rs an d
Promotions and Selection
Board (PSB) members
Conducts workshop on
s e l e c tio n p roce s s f or
Promotion And Selection
Board (PSB) members
Key Behaviours
Performs
structured
interviews
based
on
competency-based
job
description
Does paper screening and Administers appropriate Administers appropriate
conducts simple interviews. written examinations and c o m p e t e n c y - b a s e d
condu c ts
s tr uc ture d written examinations and
interviews
assessment interviews
with personality tests.
P er f orm s un st r uc tu r ed Per f or ms
s tru c tur ed
interviews based on job interviews based on job
description
description
Ut il i ze s
3 6 0 -d e g r e e
background investigation
for senior managerial
positions and positions
with
custodial
responsibilities
Performs
structured
interviews
based
on
competency-based
job
description
Administers appropriate
competency-based
written examinations and
v a rio us com p et enc ybased assessment tools,
such as simulations,
in-basket, role playing etc.
Reports/Summary:
Re cru itm e nt
a nd
P l ace m e nt
P o li ci e s
Comprehensive
recruitment, and selection
system, e.g . online
recruitment
Transmittal of results of
assessments to the ad hoc
committee
Transmittal of results of ad
hoc committee to the
appointing authority
Products
HRMO Competencies
- Facilitates calibration
process in the
assessment
of
candidates
Schedule
exams
of
interviews/
Reports/Summary:
Recruitment
and
Placement Calendar/Plan
Comparative results of Proposal
of
process
candidate assessment to improvements
Promotion and Selection
Board (PSB)
Talent pool report (status
and recommendation)
Results of Promotion and
Selection Board (PSB) Automated database of
deliberations
to
the applicants and candidates
appointing authority
Background investigation
Background investigation report with competency
report
validation
Agency RSP guidelines
Competency-based job
description manual
360-degree validation
report
/19
HRD (Learning and Development) Performance Indicators
A strategy for development and learning vis--vis Agency objectives
Levels
1
TRANSACTIONAL HRM
2
PROCESS-DEFINED
HRM
3
INTEGRATED HRM
4
STRATEGIC HRM
35.
Supervisors
/
Managers can describe
the knowledge, skills,
and behaviors they need
to lead, manage, and
develop
employees
effectively.
36.
Supervisors
/
Managers can confirm
that they are regularly
reviewed against the
required capabilities and
are able to receive
constructive feedback
on their performance.
Good Practices
/18
HRD (Learning and Development) Performance Indicators
A strategy for development and learning vis--vis Agency objectives
Levels
1
TRANSACTIONAL HRM
2
PROCESS-DEFINED
HRM
3
INTEGRATED HRM
4
STRATEGIC HRM
Leardership Development
28. Agency Heads can
describe the knowledge,
skills and behaviors that
supervisors / managers
need to lead, manage,
and develop employees
effectively, and the plans
they have in place to
make sure supervisors /
managers have these
capabilities.
Good Practices
/17
HRD (Learning and Development) Performance Indicators
A strategy for development and learning vis--vis Agency objectives
Good Practices
Levels
1
TRANSACTIONAL HRM
2
PROCESS-DEFINED
HRM
3
INTEGRATED HRM
4
STRATEGIC HRM
22.
Employeess
can
describe
how
their
Learning
and
Development needs have
been met, what they have
learned, and how they
have applied this in their
respective jobs.
22.
Employees
can
describe how their Learning
and Development needs
have been met, what they
have learned, and how
they have applied this in
their respective jobs.
24.
Employees
can
describe the opportunities
available to optimize their
talents
within
the
organization.
24.
Employees
can
describe the opportunities
available to optimize
their talents within the
organization.
25.
Employees
can
describe how supervisors /
managers show their
commitment to ensure
everyone has equitable
access to appropriate
Learning and Development
opportunities.
25.
Employees
can
describe how supervisors
/ managers show their
commitment to ensure
everyone has equitable
access to appropriate
Learning and Development
opportunities.
26.
Employees
can
describe how they are
encouraged to be involved
in decision-making that
affects individual / team /
Agency performance at a
level that is appropriate to
their respective roles.
26.
Employees
can
describe how they are
encouraged
to
be
involved in decisionmaking that affects
individual / team /
Agency performance at a
level that is appropriate
to their respective roles.
27.
Employees
can
describe how they are
encouraged
to
take
ownership
of
and
responsibility
for
decisions that affect the
performance of individuals, teams, and Agency at
a level that is appropriate
to their respective roles.
27.
Employees
can
describe how they are
encouraged to take
ownership
of
and
re s p on s ib i l i t y
for
decisions that affect the
performance of individuals,
teams, and Agency at a
level that is appropriate
to their respective roles.
/16
HRD (Learning and Development) Performance Indicators
A strategy for development and learning vis--vis Agency objectives
Levels
1
TRANSACTIONAL HRM
3
INTEGRATED HRM
4
STRATEGIC HRM
15.
Supervisors
/
managers
can
give
examples of how Learning
and Development has
improved
the
performance of their
respective teams.
15.
Supervisors
/
managers
can
give
examples of how Learning
and Development h as
im p ro v e d
th e
performance of their team
and the Agency.
15.
Supervisors
/
managers
can
give
examples of how Learning
and Development ha s
im p ro v ed
t he
performance of their
team and the Agency.
16. Supervisors/managers
can
e xp l a in
the
development needs of
employees and describe
how they can ensure
everyone has equitable
access to appropriate
Learning and Development
opportunities.
16. Supervisors/managers
can
ex p l ai n
t he
development needs of
employees and describe
how they can ensure
everyone has equitable
access to appropriate
Learning and Development
opportunities.
17. Supervisors/managers
can describe how they
promote a sense of ownership
and responsibility by
encouraging employees to
be involved in decisionmaking, both individually
and through representative
groups,
where
they
operate.
18. Supervisors/managers
can describe how they
ensure employees are
given the opportunities to
optimize their talents
within the organization.
18. Supervisors/managers
can describe how they
ensure employees are
given the opportunities to
optimize their talents
within the organization.
19.
Employees
can
confirm that they have
access to knowledge and
information and receive
the support they need in
d eci s i on- m ak i ng a nd
performance improvement.
19.
Employees
can
confirm that they have
access to knowledge and
information and receive
the support they need in
d eci s i on- m aki ng and
performance improvement.
20.
Employees
can
explain what their Learning
and Development activities
should achieve for them,
their team, and the
Agency.
21.
Employees
can
describe how they are
involved in Learning and
D ev e l op m ent ne ed s
analysis and the activities
planned to meet them.
21.
Employees
can
describe how they are
involved in Learning and
D ev e l op m ent ne e d s
analysis and the activities
planned to meet them.
Good Practices
2
PROCESS-DEFINED
HRM
/15
HRD (Learning and Development) Performance Indicators
A strategy for development and learning vis--vis Agency objectives
1
TRANSACTIONAL HRM
Good Practices
Levels
2
PROCESS-DEFINED
HRM
3
INTEGRATED HRM
4
STRATEGIC HRM
14.
S up er v is o rs /
manage rs ca n describe
how
they
involve
subordinate employees in
identifying the Learning
and Development needs of
th eir team an d th e
activities planned to meet
them.
14.
Su pe r v i s or s /
m ana ge rs can describe
how
they
involve
subordinate employees in
identifying the Learning
and Development needs
of their team and the
activities planned to meet
them.
14.
Sup e r v i so r s/
m an ag er s
ca n
describe how they involve
subordinate employees in
identifying the Learning
and Development needs
of their team and the
activities planned to
meet them.
/14
HRD (Learning and Development) Performance Indicators
A strategy for development and learning vis--vis Agency objectives
1
TRANSACTIONAL HRM
Good Practices
Levels
2
PROCESS-DEFINED
HRM
3
INTEGRATED HRM
4
STRATEGIC HRM
/13
HRD (Learning and Development) Performance Indicators
A strategy for development and learning vis--vis Agency objectives
Levels
1
TRANSACTIONAL HRM
2
PROCESS-DEFINED
HRM
3
INTEGRATED HRM
4
STRATEGIC HRM
Learning and Development Learning and Development Learning and Development Learning and Development
spending / expenditure is a % spending / expenditure is a % spending / expenditure is a spending / expenditure is a
of HR budget.
% of HR budget.
% of HR budget.
of HR budget.
Learning and Development Learning and Development Learning and Development Learning and Development
hours / employee
hours / employee
hours / employee
hours / employee
/12
HRD (Learning and Development) Performance Indicators
A strategy for development and learning vis--vis Agency objectives
System Features
Levels
1
TRANSACTIONAL HRM
2
PROCESS-DEFINED
HRM
3
INTEGRATED HRM
4
STRATEGIC HRM
List of participants
Employee Individual
Development Plans
/11
HRD (Learning and Development) Performance Indicators
A strategy for development and learning vis--vis Agency objectives
System Features
Levels
1
TRANSACTIONAL HRM
2
PROCESS-DEFINED
HRM
Development of interventions
is in partnership with external
or foreign Learning and
Development
partners
geared toward interactive
learning and sharing.
3
INTEGRATED HRM
4
STRATEGIC HRM
/10
Policy
(Documented Guidelines)
System Features
Levels
Learning, training, leadership and professional development are key factors in ensuring that public service is
equipped to meet the challenges of the 21st century. The acquisition of skills and knowledge and the development
of managerial and leadership capabilities are critical to the effective management of public service, which is the
foundation of an inclusive, responsive, accountable and innovative government.
This policy reflects the government's commitment to ensuring that the public is served by a skilled, well-trained,
professional workforce. It fosters the value of a strong organizational leadership anchored on forward-looking
management practices and continuous improvements on performance.
Learning is a shared responsibility of employees, managers, deputy heads, and the Agency Head. The HRMO ensures
that all employees, women and men alike, have equitable access to learning opportunities for their development.
Employees are responsible for acquiring and maintaining the knowledge, skills, and competencies related to their
position and functions, and for developing and pursuing learning plans that are aligned with the Agencys priorities
and prepare them for the next job. Managers and Agency Heads are responsible for ensuring the timely completion
of the Agencys training plan that supports Agency priorities and the Philippine Development Plan.
1
TRANSACTIONAL HRM
2
PROCESS-DEFINED
HRM
3
INTEGRATED HRM
4
STRATEGIC HRM
Personnel Development
Committee (PDC) is
established and fully
functional with HR as
partner of Management
in driving the process.
/29
Policy
(Documented Guidelines)
System Features
Levels
The Rewards and Recognition policy encourages the recognition of excellent performance and achievement among
women and men-employees with the end goal of assisting the Agency in pursuing its strategic goals and objectives,
through the use of creative, flexible, and meaningful rewards. When administered and communicated effectively, these
support the other HR systems. On the strategic level, HR takes the lead in taking into consideration global practices and
supporting the Agency strategy.
1
TRANSACTIONAL HRM
2
PROCESS-DEFINED
HRM
3
INTEGRATED HRM
4
STRATEGIC HRM
and
Types of Programs
Types of Programs
Types of Programs
Types of Programs
Employee
Suggestion
program:
Integrity,
efficiency and productivity
Employee
Cost
programs
Suggestion:
effeciency
Employee Suggestion:
Creative and innovative
ways at work
Employee Suggestion:
ideas and innovations
that positively affect
public interest
Performance Contest:
Division achievement
based on service level
improvement
of
divisions
Performance Contest:
Office
achievement
linked to the Agencys
core competencies and
PMS
Performance Contest:
Agency
achievement
based on sustained
effort
Service Awards
Performance Award:
Engagement
Award:
pride in the employer
affiliation)
Engagement
award:
Work-life balance
/28
Performance Management System (PMS) Proficiency Indicators
A strategy for managing and measuring employee improvement in the Agency
Products
HRMO Competencies
Key behaviours
Levels
Basic
Intermediate
Advanced
Superior
Reviews
alignment
of
individual goals with job
function
Reviews alignment of
individual goals with
job function and team
performance commitment.
Tracks compliance in
preparing Performance
Appraisal Form and
Individual Development
Plans and conduct of
performance discussion
Tracks compliance in
preparing Performance
Appraisal Form, Individual
Development Plans and
Performance Improvement
Plan and conduct of
performance discussion
Tracks compliance in
preparing Performance
Appraisal Form, Individual
Development Plans and
Performance Improvement
Plan and conduct of
performance discussion
P r o v i d e s Te c h n i c a l
support in calibration and
deliberation meetings
of th e Pe r f orm anc e
Management Team (PMT)
Participates in calibration
and deliberation meetings
of the Pe r fo rm a nce
Management Team (PMT)
Monitors submission of
Performance Appraisal Form
- Records of compliance
- Summary of performance
ratings
- Records of compliance
- Results of calibrated
performance ratings
Analysis of performance
results linked to other HR
systems
Analysis of performance
results linked to other HR
systems
Memoranda
Outcome Assessment
r ep or t
Memoranda
Letters
Letters
Cascade Materials
Individual Development
Plan (IDP) (Senior and
managerial positions)
M em o ra nd a
Letters
Individual Development
Plan (IDP) for supervisors
Approved
Policy
Recommendation and
Guidelines/Memorandum
Circular
Performance Improvement
Plan (PIP) as applicable
Individual Development
Plan (IDP) for all
Performance Improvement
Plan (PIP) as applicable
/27
Performance Management System (PMS) Proficiency Indicators
A strategy for managing and measuring employee improvement in the Agency
Core Description
Levels
Basic
Advanced
Superior
Basic skills/knowledge
Intermediate skill
Advanced skill
Expert level
Basic understanding
Working knowledge
Extensive experience
Requiring assistance to
apply technical skills
and displaying limited
knowledge
of
technologies
Apply ing l i m it ed
technical skills and
demonstrating
limited knowledge of
emerging technologies
Consistently applying
technical skills and
adapting to emerging
technologies
Consistently
applying
a nd
synthesizing
technical skills in
authentic situations,
and extending skills
to emerging technologies
and problems
Implements Performance
Management System (PMS)
Formulates
Agency
specific
implementing
intructions based on CSC
Strategic
Performance
Management
System
(SPMS)
For m ul ate s
p o l ic y
g uid e l i ne s for the
institutionalization of the
Strategic Performance
Management System
Institutionalizes
the
Strategic
Performance
Management System
-Recommends committee
members;
-Reviews
and
recommends action on
p er f or m an ce r el ate d
issue
Key behaviours
HRMO Competencies
Intermediate
Orients employees on
features of existing
Performance Management
System
-Reviews alignment of
Agency goals with units/
individual goals.
Applies national policies
on Gender and Development
(GAD) in performance
management systems of
government organizations
Orients all official and
em p l oye es on Ke y
Performance Indicators
(K PI s ) s up po r t iv e of
division / unit goals
-Assessment of
competencies
core
Explains how to
accomplish the Individual
Development Plan (IDP)
to senior and managerial
employees
Explains how to
accomplish Individual
Development
Plans
(IDP) to s u p e r v i sors, and
Performance Improvement
Plan (PIP) to managers
Explains how to
accomplish Individual
Development Plans (IDP)
and
Performance
Improvement Plan (PIP) to
all employees
/26
Performance Management System (PMS) Indicators
A strategy for managing and measuring employee improvement in the Agency
Good Practices
Levels
1
TRANSACTIONAL HRM
2
PROCESS-DEFINED
HRM
3
INTEGRATED HRM
4
STRATEGIC HRM
1 5. Em p l oye es can
d escr ibe
th e
key
performance indicators
used by the Agency to
improve its performance
as well as their individual
performance.
1 5 . E m pl o yee s ca n
d e s cri b e
the
ke y
performance indicators
used by the Agency to
improve its performance
as well as their individual
performance.
1 5 . E m p l oye e s ca n
d e s cr ib e
th e
ke y
performance indicators
used by the Agency to
improve its performance
as well as their individual
performance.
/25
Performance Management System (PMS) Indicators
A strategy for managing and measuring employee improvement in the Agency
Levels
1
TRANSACTIONAL HRM
2
PROCESS-DEFINED
HRM
8. Supervisors / managers
can give examples of
improvements on individual
performance and that of
the team.
10.
Supervisors
/
managers can describe
the key performance
indicators they use to
improve the performance
of their department/unit
as well as their individual
Good Practices
3
INTEGRATED HRM
4
STRATEGIC HRM
8. Supervisors / managers
can give examples of
improvements on individual
performance and that of
the team and Agencys
performance, and how
they manage change
effectively.
8. Supervisors / managers
can give examples of
improvements on individual
performance and that of
the team and Agencys
performance, and how
they manage change
effectively.
9. Supervisors / managers
can give examples of
improvements they have
introduced and how they
have managed change
effectively.
9. Supervisors / managers
can give examples of
improvements they have
introduced and how they
have managed change
effectively.
10.
Supervisors
/
managers can describe
the key performance
indicators they use to
improve the performance
of the Agency and that of
their subordinates.
/24
Performance Management System (PMS) Indicators
A strategy for managing and measuring employee improvement in the Agency
Levels
1
TRANSACTIONAL HRM
2
PROCESS-DEFINED
HRM
3
INTEGRATED HRM
4
STRATEGIC HRM
1. Agency Heads can
explain and make sure
that the Agency has a
clear mandate, vision, and
mission supported by
strategic goals for improving
its performance.
Good Practices
7. Supervisors / managers
can give examples of how
they give employees
constructive feedback on
their performance on a
regular and appropriate
manner.
7. Supervisors / managers
can give examples of how
they give employees
constructive feedback on
their performance on a
regular and appropriate
manner.
7. Supervisors / managers
can give examples of how
they give employees
constructive feedback on
their performance on a
regular and appropriate
manner.
/23
Performance Management System (PMS) Indicators
A strategy for managing and measuring employee improvement in the Agency
System Features
Levels
1
TRANSACTIONAL HRM
2
PROCESS-DEFINED
HRM
3
INTEGRATED HRM
4
STRATEGIC HRM
Performance
discussion Performance discussion
focuses only on the delivery focuses on the delivery of
of individual goals.
individual and team goals.
Performance discussion is
done on delivery of
individual and team goals
and competencies and
how
these
support
organizational goals.
Performance discussion is
done on delivery of
individual and team goals
and competencies, and
how these support organizational goals.
Establishment of Individual
D evel op m en t
P l ans
( ID P)
(Developmental
Needs) for executive /
managerial positions is
done.
Establishment of Individual
De v e l op m e nt P l ans
(I D P)
(Developmental
Needs) for executive /
managerial
and
supervisory positions is
done.
C al i b rat ion of th e
application of performance
standards to the value of
performance ratings is
done consistently within
the functional group or
section.
Establishment of Individual
Development Plans for all
levels is done.
El ec tron ic co p y o f
Performance Commitment,
Evaluation and Development
Plan Forms is in use.
Existence of an information
system support monitoring
and evaluation of data
generated from electronic
Performance Management
System (PMS), capturing
employee input and
d ocum en tatio n
of
accomplishment on-line.
P er f or manc e Rev ie w
Su mmar y o f Rati ng s
supported by signed Office
and Individual Commitment
and Performance Review
forms
Analysis of Summary of
Ratings and tracking of
development plans for
id e ntifi e d p o ten tia l
employees
C al i b ra tio n o f t he
application of performance
standards to the value
of performance ratings
is d o ne co nsi s t en t ly
throughout the Agency.
Analysis of Summary of
Ratings and tracking of
development plans for
id e nti fi ed p o t e nt i a l
em pl oyee s o u t co me
assessment
Individual Development
Plan for executive /
managerial positions
Calibration of Performance
review results
Calibration
of Calibration
Pe r fo rm a nce r ev ie w Pe r fo rm a nce
results
results
of
r ev ie w
/22
Policy
(Documented Guidelines)
Agency management must send a clear and unequivocal message to all employees that performance matters. Each
employee at every level of the organization must be held accountable for their participation in this process. The
obligation of the management is to provide sufficient resources for the development of capacities of all supervisors
and managers in the essential components of employee level performance management. This includes training and
support for, among others, addressing relational and organizational barriers, which may include gender norms, to
optimal job performance of women-and men-employees as well as promoting work-personal / family life integration.
The performance cycle has four elements: performance planning and commitment, performance monitoring and
coaching, performance review and evaluation, and performance reward and development planning. Successful
implemention of performance management will enable agencies to create and sustain a performance-based high
achieving culture.
1
TRANSACTIONAL HRM
2
PROCESS-DEFINED
HRM
3
INTEGRATED HRM
4
STRATEGIC HRM
Performance Management
Team (PMT) is established
and fully functional,
with HR as partner of
Management in driving
the
p er f or m an ce
management process.
System Features
Levels
Performance management defines the relationship that should exist between Agency employees and their
supervisors. It is an interactive process where upper management communicates the Agencys strategic vision and
objectives to every manager, supervisor, and employee who then develop program, division, and individual goals
designed to achieve the Agencys strategic objectives. The Agencys strategic objectives should cascade down to the
employees in such a way that there is a clear path that connects the individual goals to the Agency plan. To be
effective, employees must understand how their work contributes to the success of the organization.
Self-rating by employee is
d on e on yea r-e nd
performance review with
competencies and
development needs
identified. Performance
Improvement Plan based
on competencies is set up
as needed.
Self-rating by employee is
d on e on y e ar - e nd
performance review with
competencies
and
development needs
identified. Performance
Improvement Plan based
on competencies is set up
as needed.
/21
HRD (Learning and Development) Proficiency Indicators
A strategy for development and learning vis--vis Agency objectives
Key behaviours
Products
HRMO Competencies
Levels
Basic
Intermediate
Advanced
Superior
Maintains a database of
participants, and learning
and development programs
attended
Maintain a database of
learning and development
activities per employee:
annual learning and
development program /
interventions
Maintains a database of
learning and development
activities: competency
profile per employee,
learning and development
reports
Maintains a comprehensive
database of competency
based learning and
development activities,
historical learning and
d e v e l op m e nt
p la n
programs / interventions,
employee IDP, learning and
development analytics
Informs
immediate
superior or employee of
available Learning and
Development on an ad
hoc and need basis.
Communicates, explains
and disseminates the
learning and development
calendar
E n r o l s i d e n t i fi e d
employees to available
public workshops
Facilitates combination of
classroom and nonclassroom approaches
Performs administrative
support to external
learning and development
providers on the conduct
of in-house L&D
activities
Collaborates
and
codevelops with learning and
development institutions
on the design and conduct
of L&D activities.
Performs
qualitative
analysis reports on
learning and development
programs attended.
Facilitates basic
orientation for new
hirees
Reports
Reports
Reports
Reports
Memoranda
Memoranda
Memoranda
Memoranda
Letters
Letters
Letters
Letters
Information materials
Information materials
Information materials
Si m p l e e l ec troni c
d ata b as e o f L & D
activities
Policy Recommendation
and Guidelines
A p p rov e d
Po lic y
Recommendation and
Gui l d e l ine s / O f fi ce
Orders
/20
HRD (Learning and Development) Proficiency Indicators
A strategy for development and learning vis--vis Agency objectives
Key behaviours
HRMO Competencies
Core Description
Levels
Basic
Intermediate
Advanced
Superior
Basic skills/knowledge
Intermediate skill
Advanced skill
Expert level
Basic understanding
Working knowledge
Extensive experience
Requiring assistance to
apply technical skills
and displaying limited
knowledge of technologies
Applying limited
technical skills and
demonstrating limited
knowledge
of
emerging technologies
Consistently applying
technical skills and
adapting to emerging
technologies
Consistently applying
an d s yn the s i zi ng
technical skills in
authentic situations,
and extending skills to
emerging technologies
and problems
Applies
Learning
and
Development Program on
an ad hoc basis (per
invitation basis)
Applies Agency-specific
Learning and Development
policy adapted to and
aligned with CSC policy
and other government
Learning
and
Development institutions
policies
Fo rm ul ate s
po l ic y
guidelines for the
institutionalization of
Learning and Development
programs that support
the
Agency
vision,
mission, goals, and core
values, and are linked to
Strategic Performance
Management System
(SPMS)
Establishes direction in
the implementation of
Learning and Development
programs by approving
policy guidelines for the
institutionalization of
Learning and Development
programs
Performs administrative
assistance to ad hoc group
that reviews Learning and
Development programs and
participants
Partners
with
the
Personnel Development
Committee
(PDC)
in
implementing
the
L e ar ni ng and Development Program of the
Agency
- Approves appropriate
learning and development
activities for various levels
of position
D e s i gn s p er f o r m a nce
improvement interventions
on Workplace Development
and Performance aligned
with Agency strategic
requirements for core
positions
/39
/38
Regulated Agency (Level I) This is the status of agencies whose core HR systems are assessed at
Maturity Level 1 or below. These agencies shall be subjected to regular monitoring and assistance by
the Commission.
Return on Investment (ROI) - A ratio of the benefit or level of service delivery derived from a specific
training or intervention, compared with the cost of the investment itself.
ROI= Total benefits program cost
________________________ x 100%
Program Cost
Seal of HR Excellence Highest Award conferred by the Commission on Agencies with best practices on All HR areas and has been certified and assessed under Maturity Level 4 on Systems, Practices
and HRMO Competencies on the four Core HRM areas: Recruitment, Selection and Placement, Performance Management, HRD (Learning and Development) and Rewards and Recognition.
Self-rating - Typically, prior to the annual performance review meeting between the employee and
the supervisor, the employee completes an evaluation form on his/her own performance to be used
as a take off point for the performance review results. The self rated form stays with the employee
and does not bear any weight nor form part of the final performance review results. The final
evaluation and rating which will appear in the final annual performance form is based on the result
of the performance discussion between the supervisor and the ratee.
Staffing Plan used to document the type of resources(manpower) needed and the timing for those
resources; the plan includes how the resources will be acquired, timeline, training requirement,
budget
Strategic HRM refers to Maturity Level 4
Processes focused on continually improving process performance
Systematically managed by combination of process optimization and continuous
improvement
HR helps to drive agency business decision on people, data and insight
HR strategy part of the agency strategy
Succession Planning - Refers to the structured career development of an employee who is identified
for a specific position aimed at future appointment, to that specific position.
Supervisor / Managers - refer to Directors within Departments, Chief of Division and other positions
with supervision/ management functions.
Systems refer to the four Core HRM Systems of Enhanced PRIME HRM; a set of interacting or
interdependent components forming an integrated whole described by its structure, purpose, and
expressed in its functioning; this is one of the Assessment Lenses used by Assessors to determine the
maturity level of the Core PRIME HRM systems in place in the Agency assessed.
Talent Attraction also referred to as Talent acquisition; targeted recruitment of high performing
individuals or teams.
Talent Management - the implementation of integrated strategies or systems designed to increase
workplace productivity by developing improved processes for attracting, developing, retaining and
utilizing people with the required skills and aptitude to meet current and future business needs.
Training - Refers to a systematic and planned process to change the knowledge, skills and attitude
of the employees in such a way that organizational objectives are achieved.
Training Needs Analysis or Needs Analysis - A method of analyzing how employee skill deficits can
be addressed through current or future training and professional development programs, as well as
determining the types of learning/development programs required and how to prioritize learning/
development.
/37
Non-Classroom Approach - Use of facilities and learning in a non-traditional way; delivery of learning outside the confines of classroom setting
Non-Monetary Rewards An inexpensive way to boost employee morale and performance.
On Boarding - The process of acclimating and welcoming new employees into an organization and
providing them with the tools, resources, and knowledge to become successful and productive. This
is a broader, more long-term process than Orientation in helping new employees acclimate smoothly, so that they become an engaged part of the team.
On-line Recruitment (or E-Recruitment) - The practice of using technology and in particular Web
based resources for tasks involved in finding, attracting, assessing, interviewing, and hiring new
personnel. Its purpose is to make the process involved more efficient and effective and reach a larger
pool of potential employees; it can also facilitate the selection process.
Orientation - This is a more formal program that follows induction and usually consists of familiarizing the employee with his work environment, the machines and equipment, and the job and tasks
that the new employee is expected to perform.
Outsourcing - A contractual agreement between an employer and an external third-party provider
whereby the employer transfers responsibility and management for certain HR, benefit or training-related functions or services to the external provider.
Performance Appraisal - A periodic review and evaluation of an individual's job performance
Performance Counseling - The process of improving employee performance and productivity by
providing the employee with feedback regarding areas where he or she is doing well and areas that
may require improvement.
Performance Improvement Plan - A plan implemented by a manager or supervisor that is designed
to provide employees with constructive feedback, facilitate discussions between an employee and
his or her supervisor regarding performance-related issues, and outline specific areas of performance
requiring improvement.
Personality Test - A test instrument usually involving a standardized series of questions that are
used to evaluate an individuals personality characteristics.
Policy - A written statement that reflects the employers standards and objectives relating to various
employee activities and employment-related matters.
Practices One of the Assessment Lenses used by the Assessors to validate that excellent delivery
of services on the core PRIME HRM systems and their corresponding Maturity Level are evidenced/
articulated in the whole agency.
PRIME HRM Assessment Team The Civil Service Regional Office (CSCRO) constitutes the assessment team composed of a minimum of two assessors, one senior and one junior assessor from PSED.
The assessment team may include Field Directors to augment the team when the agency to be
assessed is a big department.
Process Defined HRM refers to Maturity level 2
Sets of defined documented standard operating processes (SOP) established, subject
to some degree of improvement over time
Goal-oriented decision making
Some automated system but little integration of data
Potential - Latent qualities or abilities that may be developed and lead to future success
Qualitative - Deals with description. Data can be observed.
Quantitative - Deals with numbers. Data can be measured.
/36
Human Resource Information System (HRIS) - A software or online computer database used to
gather, store, maintain, evaluate,and retrieve relevant employee and HR-related information. It is
intended to enhance the capacity of HR management to simplify workflow, the deployment, and
collection of data, and to optimize precision and credibility of workforce data.
Human Resource Metrics - Measurements used to determine the value and effectiveness of HR
strategies. Typically includes such items as cost per hire, turnover rates/costs, training and human
capital ROI, labor /productivity rates and costs, benefit costs per employee, etc.
Human Resource Analytics HR analytics is about correlating business data and people data, which
can help establish important connections later on. The key aspect of HR analytics is to conclusively
show the impact that the HR department has on the organization as a whole. It establishes a
cause-and-effect relationship between what HR does and business outcomes - and then creating
strategies based on that information.
Induction Program is a process used to introduce and prepare newly hired employees into the
organization. The induction program provides a preview of the organization they are to work with and
in general to make them feel more comfortable with the premises and the people inside the organization. It is usually in the form of a presentation.
Integrated HRM refers to Maturity Level 3
use of process metrics for continuous improvement
HR function supports agency business needs
Data-driven decision making
HR Management toolkit
Internship - A partnership between an organization and an educational institution, whereby students
are hired by an employer for a specified period of time into a professional or technical position that
correlates with their area of study in order to provide them with hands- on experience and prepare
them for the workforce.
Job Analysis - The systematic process of gathering and examining and interpreting data regarding
the specific tasks comprising a job.
Job Classification - A method of evaluation used for job comparisons, which groups jobs into a prearranged number of grades, each having a class description and a specified pay range.
Job Evaluation - Used for compensation planning purposes, it is the process of comparing a job with
other jobs in an organization to determine an appropriate pay rate for the job.
Job Fair - A job fair is also referred commonly as a career fair or career expo. It is a fair or exposition
for employers, recruiters, and schools to meet with prospective job seekers
Key Performance Indicator (KPI) - Key Performance Indicators are quantifiable, specific measures of
an organizations performance in a certain area(s) of its business. . The purpose of KPIs is to provide
the company with quantifiable measurements of things it has determined is important to the organizational or business long-term goals and critical success factors. Once uncovered and properly
analyzed, KPIs can be used to understand and improve organizational performance and overall
success. Also referred to as Key success indicators.
Maturity Levels - A set of structured levels that describe how well the behaviors, practices and
processes of an organization can reliably and sustainably produce required outcomes.
Mentorship programs - These interventions refer to constructed development programs for identified employees and focuses on both short and long term professional/ personal goals. Most often a
mentor is a person at least one level higher in the organization who is not within the mentorees
direct supervisory line of management.
Networking - The exchange of information or services among individuals, groups, or institutions;
specifically the cultivation of productive relationships for employment or business
/35
Competency-based Pay - A compensation system that recognizes employees for the depth, breadth
and types of skills they obtain and apply in their work. Also known as skill-based and knowledge-based pay.
Constructive Dialogue - Constructive feedback used during the performance dialogue; aside from
providing feedback on what needs to improve, the dialogue provides an opportunity for both the
individual and superior to identify and agree on an action plan.
Corporate Culture - The beliefs, values and practices adopted by an organization that directly influence employee conduct and behavior.
Cost-benefit Analysis - A means of measuring the costs associated with a specific program, project,
activity or benefit compared with the total benefit or value derived.
CBA = Total benefits
____________
Program Cost
Counseling - Actions or interactions, which serve to provide direction, guidance or advice with
respect to recommendations, decisions or courses of action.
Culture Fit - Determines whether the individuals and the organizations value systems are aligned;
usually used for recruitment purposes through probing interviews, customized culture fit test, and
other assessment exercises.
Creative Recognition The acknowledgement of employee achievement through simple, low and
no cost ideas /ways.
Deregulated Agency (Level III) This is the accreditation status of agencies who have initiated innovations/enhancements and whose HR Systems, Practices and HRMO competencies are confirmed by
the Commission to be at Maturity Level 3.
Employee Engagement - The extent to which employees enjoy and believe in what they do and feel
valued for doing it. Engaged employees manifest enthusiasm, excitement, and willingness to do
whatever they can to get the job done.
Employment Branding - Defines what the organization would most like to be associated with; highlights what differentiates it from other employers, and clarifies its value proposition ( balancing the
value that employers are expected to contribute with the value from employment that individuals
can expect in return). The focus is talent attraction, engagement, and retention.
External Benchmarking - The process of comparing an organizations current policies and practices
to that of other organization(s) with best practices to determine current and future trends in areas of
employment and business practice (i.e., compensation, benefits, HR practices).
Feedback - Positive or negative information provided to an individual in the form of coaching or
counseling regarding his or her performance or behavior.
Gainsharing Plan - A group incentive plan used to enhance productivity by sharing with a group a
percentage of the gains the organization realizes from specific group efforts.
Gender and Development (GAD) - GAD focuses on the principle that development is for all. Everyone
in society, female or male, has the right to equal opportunities to achieve a full and satisfying life.
Women and men enjoy the same conditions for realizing their full human rights and potentials to
contribute to development as well as benefit from the results
Gen Y or Millennial - Those with birth years beginning from the early 1980s to the early 2000s
HRMO This term refers to the Human Resources Management Office made up of all the persons in
the Agency responsible for the performance/ delivery of HR functions.
/34
GLOSSARY OF TERMS
Agency This refers to the government office or institution.
Agency Head This refers to Department Secretaries, Bureau/Attached Agency Directors, Local Chief
Executives, State Universities and Colleges (SUCs) Presidents and the like.
Accredited Agency (Level II) This is the accreditation status of agencies whose core HR Systems,
Practices and HRMO Competencies are confirmed by the Commission to be at the Maturity Level 2.
Agency Capability Evaluation Card - reflect the agencys status relative to appointments issued and
acted upon during the year, status of HR mechanisms, competency and qualifications of HRMO with
the intervention provided (if any) and other pertinent concerns that need to be addressed. This evaluation card shall be updated monthly by the CSCFOs as part of their monitoring function.
Blended Learning This refers to using combination of various learning approaches to produce
optimal learning outcomes; examples include combining technology based materials (online, email,
chat, message board,etc) with traditional print materials; group and individual study; structured pace
learning and self-paced learning; combination of face to face interaction with online interaction.
Blended Workforce A workforce comprised of permanent, temporary employees, coterminous,
casuals, contractual, job order, and contract of service employees.
Best Practices - defined in a variety of ways, but typically refers to the practices of an organization
that enable them to achieve superior organizational performance results.
Balanced Scorecard - a popular strategic management concept developed in the early 1990s by Drs.
Robert Kaplan and David Norton. The balanced scorecard is a management and measurement
system that enables organizations to clarify their vision and strategy and translate them into action.
The goal of the balanced scorecard is to tie business performance to organizational strategy by measuring results in four areas: financial performance, customer knowledge, internal business processes,
and learning and growth.
Calibration - Calibration meetings are HR-facilitated discussions amongst the leadership team to
create alignment on the appraisal scores for accuracy and consistency. This process allows the management team to consider how employees have performed against goals, assess any outstanding
circumstances that affected employees performance, and make appropriate adjustments to final
scores based on this analysis.
Center for HR Excellence - Award conferred by the Commission on Agencies with best HR practices
based on the established Maturity Level 4 on Systems, Practices and HRMO Competencies for any of
the following Core HRM areas: Recruitment, Selection and Placement, Performance Management,
HRD (Learning and Development) and Rewards and Recognition
Coaching - A one-to-one development process and a relationship between an individual and a coach,
with specific objectives and goals focused on the coach providing advice and guidance intended to
help the individual develop skills, improve performance and enhance the quality of his or her career.
Collaborative Selection - Process where two or more people work together to discuss and evaluate
competencies of shortlisted candidates with the objective of selecting the appropriate candidate for
a given position.
Competence - The ability of an individual to perform a job efficiently and effectively.
Competencies The measurable or observable Knowledge, Skills/Abilities, and Behaviors critical to
successful job performance.
/33
Rewards and Recognition Proficiency Indicators
Retaining and valuing contributions of people in the Agency
HRMO Competencies
Products
Levels
Basic
Intermediate
Advanced
Superior
- Sex-disaggregated records
of awardees
- De m o grap hi cs and
profile of awardees
- Impact on retention on
career development
- Database of recognition
systems
- Database of recognition
systems
- Impact of programs on
Agency scorecard
- Impact on retention
rate
- Impact on performance
activitiy and service
excellence
- Impact on performance
activitiy and service
excellence
- Involvement of Customers
an Stakeholders in
selection and recornition
programs
- In ter na l
feedback
cus to m e r
Proposals / Studies or
position papers
Proposals / Studies or
position papers
Customised policy
Customised policy
Proposals / Studies or
position papers
Customised policy
/32
Rewards and Recognition Proficiency Indicators
Retaining and valuing contributions of people in the Agency
Core Description
Levels
Basic
Advanced
Basic skills/knowledge
Intermediate skill
Advanced skill
Expert level
Basic understanding
Working knowledge
Extensive experience
Requiring assistance to
apply technical skills
and displaying limited
knowledge of technologies
Applying limited
technical skills and
demonstrating limited
knowledge
of
emerging technologies
Consistently applying
technical skills and
adapting to emerging
technologies
Key Behaviours
Superior
HRMO Competencies
Intermediate
Consistently applying
a nd s ynt he s iz i ng
technical skills in
authentic situations,
and extending skills to
emerging technologies
and problems
Applies Rewards and
R eco gn iti on p o li ci e s on
Gender and Development
(GAD) geared toward continual improvement and deeper
engagement of women and
men employees.
Establishes
directions
a l ig ne d
wit h
gl o b al
p ra c ti ces
in
the
i m p l e m en tati o n
of
approved
systems
and
programs on Rewards
and Recognition.
Manages the process of
engaging employees in the
formulation, enhancement,
and sustainability of
Rewards and Recognition
programs
Collaborates with
Performance Management
Team in identifying grantees
/ awardees
Compares
Agency
programs vis--vis best
practices on Rewards and
Recognitions of other
public sector organizations on
a need basis.
Compares
Agency
programs vis--vis best
practices on Rewards and
Recognitions of other
public sector organizations
on a need basis.
Evaluates
Agency
programs vis--vis best
practices on Rewards and
Recognition of other
organizations from the
public
and
private
sectors, including global
practices
Ex plain s cu s tom iz ed
policies and provisions on
Rewards and Recognition
programs to all officials
and employees; and
consults the Agency
Gender and Development
(GAD) Focal Point on how
to make the program
gender responsive.
E x pl ain s cus t o m i ze d
policies and provisions on
Rewards and Recognition
programs to all officials
a nd em p l oy e e s; an d
consults the Agency
Gender and Development
(GAD) Focal Point on how
to make the program
gender responsive.
/31
Rewards and Recognition Performance Indicators
Retaining and valuing contributions of people in the Agency
Levels
1
TRANSACTIONAL HRM
Good Practices
2
PROCESS-DEFINED
HRM
3
INTEGRATED HRM
4
STRATEGIC HRM
2. Supervisors / managers
can give examples of how
they recognize and value
employee s i nd i v id u al
contribution/s to the
Agency.
2. Supervisors / managers
can give examples of how
they recognize and value
em p l oye es in d iv i d ual
contribution/s to the
Agency.
2. Supervisors / managers
can give examples of how
they recognize and value
e m p l o yee s in d iv i d u a l
contribution/s to the
Agency.
2. Supervisors / managers
can explain what motivates
their subordinates and how
they take this into account
when giving rewards and
recognition.
2. Supervisors / managers
can explain what motivates
their subordinates and how
they take this into account
when giving rewards and
recognition.
2. Supervisors / managers
can explain what motivates
their subordinates and how
they take this into account
when giving rewards and
recognition.
4. Supervisors / managers
can de scr ib e ho w th ey
r ewar d a nd ce l eb rate
individua l a nd tea m
successes and achievements.
4. Supervisors / managers
can d es cri b e h ow t hey
re war d an d cel eb rate
in d iv i d ual and te am
successes and achievements.
4. Supervisors / managers
c an d e s cri b e ho w t he y
r ew ar d a nd ce le b rat e
i nd i v id u al a nd t e am
successes and achievements.
/30
Rewards and Recognition Performance Indicators
Retaining and valuing contributions of people in the Agency
System Features
Levels
1
TRANSACTIONAL HRM
2
PROCESS-DEFINED
HRM
3
INTEGRATED HRM
4
STRATEGIC HRM
Type of awards
Demographics
and
profile of awardees
Demographics
and
profile of awardees
Individual
awards data
Database of recognition
system
Database of recognition
system
Demographics
and
profile of awardees
Profile of awardees
Database of recognition
system
Budget utilization
Impact on tardiness
absenteeism
historical
and
Budget utilization
Budget utilization
Utilization of approved
budget
from
savings
generated from HRD funds
Impact on performance,
productivity, and service
excellence
Impact on performance,
productivity, and service
excellence
Impact on performance,
productivity, and service
excellence
Improvement in Agency
scorecard
Involvement of customers
and stakeholders in selection
and
recognition
of
awardees
Australian
Aid
PAHRODF
PHILIPPINES AUSTRALIA
HUMAN RESOURCE AND
ORGANISATIONAL DEVELOPMENT
FACILITY
CSC
CIVIL SERVICE
COMMISSION
Para sa taumBAYAN
PROGRAM TO
INSTITUTIONALIZE
MERITOCRACY
AND
EXCELLENCE
IN
HUMAN RESOURCE
MANAGEMENT
SUCs
NGAs
GOCCs
LGUs
ASSESS
ASSIST
AWARD
September 2014
Be PRIMED!
For more information visit:
www.govcare.csc.gov.ph/hrmo