PRIME-HRM Assessment Tool Version 6.0 As of Jan 10

PRIME-HRM
ASSESSMENT TOOL
Version 5.0
Agency:
COOPERATIVE DEVELOPMENT AUTHORITY
Date of Assessment
30-Dec-99
PRIME-HRM ASSESSMENT
Using the HRM maturity and proficiency level indicators, agencies shall be assessed of its systems,
competencies, and practices on four HRM areas:
1) Recruitment, Selection, and Placement (RSP),

2) Learning and Development (L&D),
3) Performance Management (PM),
4) Rewards and Recognition (R&R)
Maturity Levels indicate progression on how well an organisation's behaviours are demonstrated,
and practices and processes are consistently implemented.
The PRIME-HRM maturity levels for the four core HRM systems are as follows:
Human Resource Management Office (HRMO) Competencies are the knowledge, skills, aspects of
self-image, social motives, traits, thought patterns, mindsets, ways of thinking, feelings, and
behavior.
These are the proficiency levels that are used to determine the HRMO's competency rating:
INSTRUCTIONS:
1. The Assessor must fill out the basic data required on the Agency Profile. The applicable information under Region,
Sector, and Current Agency Status can be selected from the drop-down list.
2. The Assessor shall gather all the necessary information about the agency as indicated on the Key Agency Factors
worksheet.
3. Each agency shall be assessed for each level starting from Level 1 to Level 4 in order to determine its Maturity and
Proficiency levels.
4. Each indicator is coded to serve as the Assessor's reference of all the systems, practices, and HRMO
competencies. The format of the code is composed of the initials of the following:
[HRM System]-[Pillar]-[Assessment Lens]- [Maturity Level]-[Indicator No. per lens and per pillar]
e.g. RSP-TP-S1.2 (or Recruitment, Selection, and Placement - Talent Planning - Systems Lens -
Level 1 (Transactional) - #2
Practices are also coded according to whether the statement is applicable for HRMO, Employees (E),
Managers/Supervisors (M/S), or Top Management (TM).
5. The Assessor shall mark the appropriate boxes with an "X" to indicate the rating.
a. If the indicator is FULLY met, mark the box before "F" with an "X".
b. If the indicator is PARTIALLY met, mark the box before "P" with an "X".
c. If the indicator is NOT met, mark the box before "N" with an "X".
*Each box containing the score for each indicator shall automatically reflect the corresponding colors:
Fully Implemented Partially Implemented Not Implemented

GREEN YELLOW RED
6. The Assessor must ensure that each box is appropriately marked for a particular level.
7.
6. The Assessor shall
must accomplish
ensure that the
eachfollowing sections which
box is appropriately are arranged
marked according
for a particular to HRM systems, Records
level.
Management, and other HR Programs.
7. The Assessor shall accomplish the following sections which are arranged according to HRM systems, Records
a. Section 6A
Management, and& 6B: RSP
other HR Systems,
Programs.Practices, and Competencies
b. Section 7A & 7B: L&D Systems, Practices, and Competencies
c.
a. Section 8A
6A & 8B:
6B: PMS
RSP Systems, Practices, and Competencies
d. Section 7A
b. 9A & 7B:
9B: L&D
R&R Systems,
Systems, Practices,
Practices, and
and Competencies
Competencies
e. Section 8A
c. 10A&&8B:10B:
PMAgency Action
Systems, Steps (Systems,
Practices, Practices, and Competencies)
and Competencies
f.
d. Section 9A
11: &HR Records
9B: Management
R&R Systems, Practices, and Competencies
g. Section
e. Section10A
12: Other
& 10B:HR Programs
Agency Action Steps (Systems, Practices, and Competencies)
f. Section 11: HR Records Management
Theg. Assessor canOther
Section 12: ONLYHR insert additional rows on Section 10A&10B as needed.
Programs
Note: If additional rows for comments are needed, the Assessor should highlight the entire blank row, do the right-
click, and thencan
The Assessor lookONLY
for "COPY". The Assessor
insert additional rows clicks another
on Section row andIfand
10A&10B. do the right-click
additional "INSERT are
rows for comments COPIED
needed, the
CELLS". should highlight the entire blank row, do the right-click, and then look for "COPY". The Assessor clicks
Assessor
another row and and do the right-click "INSERT COPIED CELLS".
All these sections must be signed accordingly by concerned parties.
Note: All these sections must be signed accordingly by concerned parties.
8. The Assessors shall discuss the results of the assessment with the HRMO and the Agency Head. The CSC and the
agency
8. shall agreeshall
The Assessors on the Action
discuss Steps
the thatofshould
results be accomplished
the assessment with theinHRMO
order for
andthe
theagency
AgencytoHead.
achieve
Thethe desired
CSC HR
and the
Maturity Level.
agency shall agree on the Action Steps that should be accomplished in order for the agency to achieve the desired HR
Maturity Level.
All Action Steps must be classified according to urgency:
A=Important
All Action and Urgent;
Steps must must be
be classified completed
according within 3 months
to urgency:
B=Important and
A=Important but not so urgent;
Urgent; must
must be be completed
completed withinwithin 6 months
3 months
C=Important
B=Important but not so urgent; must
urgent; mustbe be
completed
completedwithin 12 6months
within months
C=Important but not urgent; must be completed within 12 months
9. Timelines and the responsible person/s shall also be agreed upon during the post-assessment meeting.
9. Timelines and the responsible person/s shall also be agreed upon during the post-assessment meeting.
10. Upon completion of the electronic PRIME-HRM assessment, save the accomplished form under the file
name:
a. For Microsoft Excel Version 97-2003

PRIME-HRM Assessment-(Agency Name).xls
b. For Microsoft Excel Version 2007 and higher

PRIME-HRM Assessment-(Agency Name).xlsx
In saving the electronic file:

Click the "Office Button" on the upper LEFT corner.
Click "Save As" and Click "Excel Workbook".
Then click “Save”.

Then click “Save”.
Filename: PRIME-HRM Assessment -<Agency Name>
Agency Profile
AGENCY: (Please do not abbreviate) REGION: DATE OF ASSESSMENT:

COOPERATIVE DEVELOPMENT AUTHORITY Region 4-B
SECTOR: CURRENT AGENCY STATUS: CSC RESOLUTION NO. RESOLUTION DATE:
NGA Regulated
AGENCY HEAD: POSITION TITLE:
NO. OF EMPLOYEES IN HRM

HRM OFFICERS: CONTACT NUMBER: EMAIL ADDRESS: POSITION TITLE: EMPLOYMENT STATUS:
OFFICE:
KRISMAE FATIMA G. DE CASTRO 9171733898

[email protected] Cashier II/Acting HRMO Permanent Permanent 1
Temporary,
NELCY D. DIMATULAC 9288521234 HRMA Permanent 0
[email protected] Contractual, Casual
Co-Terminus, Others 0
Agency Personnel Complement (Based on Updated Plantilla of Personnel)

2nd Level 3rd Level
AUTHORIZED 1st Level Professional/

Executive/ Managerial
Presidential Elective Officials TOTAL
POSITIONS Technical
(SG-25 and above)
Appointees
(Approved Budgeted
Headcount)
2 22 1 0 0 25
FILLED UP POSITIONS Status of Employment

Elective Totals
As of 30-Dec-99 Permanent Temporary Coterminous Casuals Contractuals
(for LGU only)
Job Order
(Less:
(Actual Headcount) Male Female Male Female Male Female Male Female Male Female Male Female Male Female Elective)
1st Level 1 1 2 2 6
2nd Level
Professional/Technical
10 11 21
2nd Level Executive/

Managerial (SG-25 and 1 1
above)
3rd Level (Presidential

0
Appointees)
TOTAL 11 13 0 0 0 0 0 0 0 0 0 0 2 2 28
Key Agency Factors
AGENCY: (Please do not abbreviate) REGION: DATE OF ASSESSMENT:

COOPERATIVE DEVELOPMENT AUTHORITY Region 4-B December 30, 1899
Agency Mandate:
Agency Vision, Mission, and Goals:
Strategic Directions:
ASSESSMENT RESULTS
AGENCY: REGION: DATE OF ASSESSMENT
COOPERATIVE DEVELOPMENT AUTHORITY Region 4-B December 30, 1899
SUMMARY OF ASSESSMENT RESULTS
Overall Assessment Rating for System and Practice
PRIME HRM Core Areas
Level 1 Level 2 Level 3 Level 4
RECRUITMENT, SELECTION Assessment Assessment Assessment Assessment
53.85% 36.54% 0.00% 0.00%
AND PLACEMENT Rating Rating Rating Rating
System Assessment 46.15% 42.31% 0.00% 0.00% ###

Governance 20.00% 70.00% 0.00% 0.00% ###
Talent Planning 0.00% 100.00% 0.00% 0.00% ###
Pillars
Talent Sourcing 66.67% 16.67% 0.00% 0.00% ###

Talent Selection and Placement
(Hiring and Onboarding Aspects)
75.00% 12.50% 0.00% 0.00% ###
Practices Assessment 61.54% 30.77% 0.00% 0.00% ###

Governance 20.00% 60.00% 0.00% 0.00% ###
Talent Planning 0.00% 100.00% 0.00% 0.00% ###
Pillars
Talent Sourcing 100.00% 0.00% 0.00% 0.00% ###

100.00% 0.00% 0.00% 0.00% ###
Assessment Assessment Assessment Assessment

LEARNING & DEVELOPMENT Rating
47.92%
Rating
10.42%
Rating
0.00%
Rating
0.00%

Governance 40.00% 20.00% 0.00% 0.00% ###
Pillars
Planning and M&E 50.00% 50.00% 0.00% 0.00% ###

Execution 20.00% 10.00% 0.00% 0.00% ###
Governance 60.00% 0.00% 0.00% 0.00% ###
Pillars
Planning and M&E 100.00% 0.00% 0.00% 0.00% ###

Execution 50.00% 0.00% 0.00% 0.00% ###
PERFORMANCE MANAGEMENT Rating
52.08%
Rating
25.00%
Rating
0.00%
Rating
0.00%

Governance 20.00% 60.00% 0.00% 0.00% ###
Performance Planning & Commitment 0.00% 50.00% 0.00% 0.00% ###
Pillars
Performance Monitoring & Coaching 25.00% 25.00% 0.00% 0.00% ###

Performance Review and Evaluation 50.00% 25.00% 0.00% 0.00% ###
Development Planning 100.00% 0.00% 0.00% 0.00% ###
Governance 100.00% 0.00% 0.00% 0.00% ###
Pillars


REWARDS & RECOGNITION Rating
0.00%
Rating
100.00%
Rating
0.00%
Rating
0.00%

Governance 0.00% 100.00% 0.00% 0.00%
Pillars
Planning 0.00% 100.00% 0.00% 0.00%

Implementation and Execution 0.00% 100.00% 0.00% 0.00%
Practices Assessment 0.00% 100.00% 0.00% 0.00%
Governance 0.00% 100.00% 0.00% 0.00%
Pillars
Planning 0.00% 100.00% 0.00% 0.00%

Implementation and Execution 0.00% 100.00% 0.00% 0.00%
SUBTOTAL ASSESSMENT RATING
27% 51% 0% 0%
(SYSTEMS)
SUBTOTAL ASSESSMENT RATING
50% 35% 0% 0%
(PRACTICES)
OVERALL ASSESSMENT RATING 38% 43% 0% 0%
CURRENT MATURITY LEVEL LEVEL MATURITY LEVEL TO BE ACHIEVED LEVEL
Overall Assessment Rating for System and Practice
Overall Assessment Rating for Competency

RECRUITMENT, SELECTION AND Assessment Assessment Assessment Assessment
76.92% 3.85% 0.00% 0.00%
PLACEMENT Rating Rating Rating Rating
HRMO Competencies Assessment 76.92% 3.85% 0.00% 0.00% ###

Governance 70.00% 10.00% 0.00% 0.00% ###
Talent Planning 75.00% 0.00% 0.00% 0.00% ###
Pillars
Talent Sourcing 50.00% 0.00% 0.00% 0.00% ###

100.00% 0.00% 0.00% 0.00% ###

LEARNING & DEVELOPMENT Rating
50.00%
Rating
3.57%
Rating
0.00%
Rating
0.00%

Governance 62.50% 12.50% 0.00% 0.00% ###
Pillars
Planning and M&E 75.00% 0.00% 0.00% 0.00% ###

Execution 25.00% 0.00% 0.00% 0.00% ###
PERFORMANCE MANAGEMENT Rating
50.00%
Rating
12.50%
Rating
0.00%
Rating
0.00%

Governance 75.00% 0.00% 0.00% 0.00% ###
Pillars

REWARDS & RECOGNITION Rating
28.57%
Rating
78.57%
Rating
0.00%
Rating
0.00%

Governance 0.00% 100.00% 0.00% 0.00% ###
Pillars
Planning 50.00% 75.00% 0.00% 0.00% ###

Implementation and Execution 100.00% 0.00% 0.00% 0.00% ###
OVERALL ASSESSMENT RATING 51% 25% 0% 0%
CURRENT PROFICIENCY LEVEL LEVEL PROFICIENCY LEVEL TO BE ACHIEVED LEVEL
NOTE: An agency must attain an overall rating of 100% to determine the Agency's current maturity (System and Practice) and proficiency levels (HRMO Competency) in each
core HRM system. For instance, a 98% assessment rating in Level 2 in Recruitment, Selection, and Placement would mean that the current maturity and proficiency levels of
that particular core HRM system are still at Level 1.
INSTRUCTIONS: You may save a PDF version of this Assessment Results page by clicking on File > Save As and following these steps:
(1) In the Dialog box, select the Folder you prefer to save the document in.
(2) Change the Filename to "PRIME-HRM Assessment Results for (Agency Name, Regional Office)_Date Of Assessment"
(3) Change the Save As type from .doc or .docx to PDF (*.pdf) located near the bottom of the drop-down list.
(4) Click on 'Save'.
RECRUITMENT, SELECTION, AND PLACEMENT
PILLAR ELEMENT LENS LEVEL 1 - TRANSACTIONAL LEVEL 2 - PROCESS DEFINED LEVEL 3 - INTEGRATED LEVEL 4 - STRATEGIC
SYSTEM AND PRACTICE LENS

Governance
RSP-G-S1.1 RSP-G-S2.1 RSP-G-S3.1 RSP-G-S4.1
The Agency’s Recruitment, Selection and Placement The Agency’s RSP policies and/or processes are The Agency’s RSP policies and processes clearly define The Agency’s RSP policies and processes are proactively
policies and processes comply with CSC-issued RSP customized to Agency’s requirements, and include specific link with other core HRM areas (i.e. L&D, R&R and PM). reviewed and updated to respond to changes in the
policy. guidelines in the application of equal employment Agency’s strategic goals.
opportunity principles.
System
Rating Score Rating Score Rating Score Rating Score
F P N 0.0 x F P N 1.0 F P N 0.0 F P N 0.0
Policy RSP-G-P1.1 RSP-G-P2.1 RSP-G-P3.1 RSP-G-P4.1

The HRMO can describe/explain how the Agency’s RSP The Promotion and Selection Board (PSB) and The top management can describe/explain how they are Everyone can describe/explain how the Agency’s RSP
policies and processes comply with CSC policy. managers/supervisors can describe/explain how Agency’s involved in linking the Agency’s RSP policies and policies and processes address changes in the Agency’s
RSP policies and processes meet its recruitment, selection processes with other core HRM areas. strategic goals.
and placement requirements.
Practices
F P N 0.0 x F P N 1.0 F P N 0.0 F P N 0.0

The Agency has a Promotion and Selection Board (PSB) The Agency has a PSB that performs additional functions The Agency has a PSB that collaborates with HRMO, The Agency’s PSB collaborates with HRMO and top
that is constituted and performs functions and to address specific RSP needs (e.g., formulates managers/ supervisors and other HR bodies in management in proactively reviewing and updating RSP
responsibilities according to CSC policy. customized screening criteria, guidelines and tools). strengthening link between RSP and other core HRM system to respond to changes in the Agency’s strategic
areas. goals.
System
F P N 0.0 x F P N 1.0 F P N 0.0 F P N 0.0

Structure and Roles
RSP-G-P1.2 RSP-G-P2.2 RSP-G-P3.2 RSP-G-P4.2
The HRMO can describe/explain the PSB’s role in the The PSB and managers/supervisors can describe/explain The top management can cite examples of how they have Everyone can describe/explain how the PSB ensures that
Agency’s RSP process. the functions of the board and how it evaluates candidates used information generated by other core HRM areas RSP processes result in the deployment of the right people
to ensure selection of qualified candidates. (e.g., performance data) in making RSP decisions. at the right time in the right place for all positions.
Practices
F P N 0.0 x F P N 1.0 F P N 0.0 F P N 0.0

The Agency relies on CSC feedback on its compliance with The Agency tracks efficiency of RSP processes, and uses The Agency tracks effectiveness of RSP processes, and The Agency uses RSP- generated data to evaluate RSP
RSP policy. data to improve system: uses data to improve system: system, including workforce planning, and make strategic
• Turn-around time (i.e., time to source and fill up vacant • Profile of applicants (including data on gender, disability, decisions to ensure continuing alignment and
positions) civil status, religion, ethnicity, etc.) responsiveness of RSP to its strategic goals.
• Cost of sourcing and hiring/ placement • Performance at the end of the probationary period
• Workforce diversity (data on gender, disability, civil
status, religion, ethnicity, etc.)
System • Turnover rate
• Documented and analyzed exit interview

Review Mechanisms
x F P N 1.0 F P N 0.0 F P N 0.0 F P N 0.0

The HRMO can explain how the Agency gets CSC The PSB and managers/supervisors can describe/explain The top management can describe/explain how the Everyone can describe/explain how the Agency uses RSP-
feedback on its compliance with RSP policy. how the Agency tracks the efficiency of RSP processes, Agency tracks the effectiveness of RSP processes, and generated data to evaluate RSP system and make strategic
and uses data to improve system. uses data to improve system. decisions to ensure continuing alignment and
responsiveness of RSP to its strategic goals.
Practices
x F P N 1.0 F P N 0.0 F P N 0.0 F P N 0.0

The Agency uses manual records management to maintain The Agency uses a computer-based system to maintain The Agency maintains a Human Resource Information The Agency has an Enterprise Information Management
RSP data and documents. RSP data and documents. System that shows link between RSP and other core HRM System that links the core HRM areas with other HRM and
areas (i.e., L&D, PM and R&R). organizational systems (e.g. benefits, loans, payroll, etc.).
System
(Use of
technology)
F P N 0.0 x F P N 1.0 F P N 0.0 F P N 0.0

The HRMO can describe/explain the technology used to The PSB and managers/supervisors can describe/explain The top management can explain how the Agency Human Everyone can describe/explain how the Agency’s Enterprise
maintain RSP data and documents. the computer-based system used to maintain RSP data Resource Information System links RSP and other core Information System links the core HRM areas with other
and documents. HRM areas. HRM and organizational systems.
Practices
(Use of
technology)
F P N 0.0 F x P N 0.5 F P N 0.0 F P N 0.0

The Agency maintains and has ready access to all data The Agency maintains documentation and records on: The Agency maintains documentation and records on: The Agency maintains documentation and records on:
Information and and documentary requirements based on CSC and other • RSP process flow • System review data on RSP effectiveness • Historical data on efficiency and effectiveness of RSP
Communication relevant issuances. • System review data on RSP efficiency • RSP policy and process flow showing link to other core • RSP policy and process flow showing link to other HRM
• System implementation (e.g., PSB minutes of meetings HRM areas and organizational systems
System deliberations, comparative assessment data, selection
criteria, etc.)
(Database
content)
F P N 0.0 F x P N 0.5 F P N 0.0 F P N 0.0

The HRMO can describe/explain that the agency maintains The PSB and managers/supervisors can describe/explain The top management can describe/explain how they can Everyone can describe/explain the benefits of maintaining
and has ready access to data and documentary that the agency maintains documentation and records on: participate in providing inputs and accessing data in the documentation/records on the efficiency and effectiveness of
requirements based on CSC and other relevant issuances. • RSP process flow system. RSP.
• System review data on RSP efficiency
• System implementation (e.g., PSB minutes of meetings
Practices deliberations, comparative assessment data, selection
(Database criteria, etc.)
content)
F P N 0.0 F x P N 0.5 F P N 0.0 F P N 0.0
Evidence: Strengths: Gaps:

PILLAR ELEMENT LENS
Talent Planning (Planning Aspect)

RSP-TP-S1.1 RSP-TP-S2.1 RSP-TP-S3.1 RSP-TP-S4.1
The Agency has a staffing plan approved by DBM/GCG or The Agency has an updated staffing plan reflecting The Agency has a workforce plan to meet medium-term (2- The Agency has a strategic workforce plan directed to meet
Sanggunian. recommended staffing modifications (e.g., deployment, 3 years) HR needs. It includes workforce diversity analysis long-term (over 3 years) HR needs. It includes target on
conversion of positions, reclassification) based on planned of the Agency’s staffing (i.e., male-female ratio,age, workforce diversity profile (e.g., desired male-female ratio,
annual HR needs. information on disability, civil status, ethnicity, religion, etc.) percentage of PWD, IPs, etc.).
in the last 2-3 years that is used to develop RSP strategies
to promote workforce diversity and uphold equal
System opportunity principles.

Staffing/ Workforce
F P N 0.0 x F P N 1.0 F P N 0.0 F P N 0.0
Plan
RSP-TP-P1.1 RSP-TP-P2.1 RSP-TP-P3.1 RSP-TP-P4.1
The HRMO can describe/explain how the staffing plan The managers/supervisors can describe/explain how the The top management can explain their involvement in Everyone can describe/explain how the Agency’s long-term
meets current HR needs of the Agency. Agency’s annual staffing plan supports their organizational developing medium-term (2-3 years) workforce plan that (over 3 years) workforce plan promotes workforce diversity
unit’s objectives. includes approaches for promoting workforce diversity and and upholds equal opportunity principles in support of the
upholding equal opportunity principles. Agency’s strategic goals.
Practices

F P N 0.0 x F P N 1.0 F P N 0.0 F P N 0.0
PILLAR ELEMENT LENS
Talent Sourcing (Getting Talent Aspect)

RSP-TS-S1.1 RSP-TS-S2.1 RSP-TS-S3.1 RSP-TS-S4.1
The Agency initiates recruitment once vacancy occurs, The Agency has a Recruitment Plan based on anticipated The Agency has a Recruitment Plan that supports the The Agency’s has a recruitment plan that supports the long-
following CSC guidelines. vacancies within the year and includes possible candidate medium-term (2-3 years) workforce plan, which is reviewed term workforce plan (over 3 years), which is reviewed
sources (e.g., qualified next in rank employees as well as annually to ensure responsiveness. annually to ensure responsiveness.
submitted applications, referrals, etc.)
System

x F P N 1.0 F P N 0.0 F P N 0.0 F P N 0.0
Recruitment Plan RSP-TS-P1.1 RSP-TS-P2.1 RSP-TS-P3.1 RSP-TS-P4.1
The HRMO can describe/explain how the Agency recruits. The managers/supervisors can describe/explain how the The top management can describe/explain their Everyone can describe/explain their involvement in planning
Agency’s Recruitment Plan meets anticipated vacancies involvement in planning recruitment of candidates for vital recruitment of candidates for vital and hard-to-fill positions
for the year. and hard-to-fill positions for the medium term (2-3 years). for the long term (over 3 years).
Practices

x F P N 1.0 F P N 0.0 F P N 0.0 F P N 0.0
The Agency recruits possible candidates through posting at The Agency recruits possible candidates for existing and The Agency attracts possible candidates through proactive The Agency uses employer branding and proactive
Agency premises and publications in government bulletins, anticipated vacancies within the year through posting in recruitment activities (e.g., job fairs, campus recruitment, recruitment strategies (e.g., school tie-ups, internships, etc.)
as required. other appropriate publication modes (e.g., CSC bulletin of use of databases of relevant agencies like CSC’s Register to build a talent bank that supports the long-term workforce
vacancies, newspapers, Agency website, social of Eligibles, Professional Regulation Commission, plan.
networking, etc.). professional associations, etc.) to build a talent bank that
System supports the medium term workforce plan.

F P N 0.0 F x P N 0.5 F P N 0.0 F P N 0.0
Talent Attraction
RSP-TS-P1.2 RSP-TS-P2.2 RSP-TS-P3.2 RSP-TS-P4.2
The HRMO can describe/explain how candidates are The managers/supervisors can describe/explain how The top management can describe/explain how they are Everyone can describe/explain the Agency’s employer brand
sourced. candidates are sourced. involved in attracting possible candidates through various and recruitment strategies and how these helped build a
recruitment activities to support the medium-term talent bank to support the long-term workforce plan.
workforce plan.
Practices

x F P N 1.0 F P N 0.0 F P N 0.0 F P N 0.0
The Agency’s recruitment activities promote equal The Agency’s annual recruitment activities are planned to The analysis of the Agency’s applicant diversity profile in The analysis of the Agency’s applicant diversity profile in at
opportunity for everyone, regardless of gender, civil status, attract diverse applicants regardless of gender, civil status, the last 2-3 years is used to develop strategies to attract least 4 years is used to set workforce diversity targets and
disability, ethnicity, religion, etc., to apply for vacant disability, ethnicity, religion, etc. diverse applicants. develop strategies to attract diverse applicants.
positions.
System

x F P N 1.0 F P N 0.0 F P N 0.0 F P N 0.0
Equal Employment
Opportunity Principles RSP-TS-P1.3 RSP-TS-P2.3 RSP-TS-P3.3 RSP-TS-P4.3
(EEOP) The HRMO can describe/explain how the Agency’s The managers/supervisors can describe/explain how the The top management can describe/explain how they are Everyone can describe/explain how a diverse applicants’
recruitment activities promote equal opportunity for Agency’s recruitment strategies attract diverse applicants involved in determining and implementing approaches that pool has contributed to hiring of best-qualified candidates for
everyone, regardless of gender, civil status, disability, and uphold equal employment opportunity principles. would attract diverse applicants to job vacancies. job vacancies.
ethnicity, religion, etc., to apply for vacant positions.
Practices

x F P N 1.0 F P N 0.0 F P N 0.0 F P N 0.0
PILLAR ELEMENT LENS
Talent Selection and Placement (Hiring and Onboarding Aspects)

RSP-TSP-S1.1 RSP-TSP-S2.1 RSP-TSP-S3.1 RSP-TSP-S4.1
The Agency’s selection criteria are based on CSC- The Agency’s selection criteria are based on updated job The Agency’s selection criteria are based on competency- The Agency’s selection criteria are based on qualifications,
prescribed minimum Qualification Standards for the description and approved/prescribed Qualification based job description and approved Qualification competencies and potential to assume higher position and
position to be filled. Standards specific for the position to be filled. Standards specific for the position to be filled. responsibilities within the organization.
System
x F P N 1.0 F P N 0.0 F P N 0.0 F P N 0.0
RSP-TSP-P1.1 RSP-TSP-P2.1 RSP-TSP-P3.1 RSP-TSP-P4.1
Selection Criteria The HRMO can describe/explain the CSC-prescribed The PSB and managers/supervisors can describe/explain The top management can describe/explain how they were Everyone can describe/explain how the selection criteria
minimum Qualification Standards for positions that were the Agency’s approved/prescribed Qualification Standards involved in developing the selection criteria for positions to have resulted in selecting the best-qualified and high-
recently filled up (i.e., past year). and updated job descriptions for positions that were be filled. potential candidates for vacant positions.
recently filled up (i.e., past year).
Practices

x F P N 1.0 F P N 0.0 F P N 0.0 F P N 0.0
The assessment and selection process is compliant with The assessment and selection process uses appropriate The assessment and selection process uses appropriate The assessment and selection process uses multi-rater and
procedures prescribed in relevant CSC issuances. additional tools to evaluate candidate’s functional/technical additional tools to evaluate candidates against competency multi-source approaches (e.g., competency-based
qualifications for the job (e.g., trade test, paper and pencil requirements for the position (e.g., behavioral events simulations, portfolio review, etc.) to assess fitness and
test of functional knowledge, etc.), and background interview, proficiency test, etc.). potential of candidates.
investigation for short-listed candidates.
System

Assessment F P N 0.0 F x P N 0.5 F P N 0.0 F P N 0.0
and Selection Process RSP-TSP-P1.2 RSP-TSP-P2.2 RSP-TSP-P3.2 RSP-TSP-P4.2
The HRMO can describe/explain how candidates are The PSB and managers/supervisors can describe/explain The top management can describe, explain or cite Everyone can describe, explain or cite examples of how best
evaluated vis-à-vis prescribed minimum Qualification how candidates are evaluated vis-à-vis the examples of how they apply competency-based qualified and high-potential candidates are selected through
Standards. approved/prescribed Qualification Standards and updated assessment processes to evaluate candidates. fair, transparent and equitable selection processes.
job descriptions.
Practices

x F P N 1.0 F P N 0.0 F P N 0.0 F P N 0.0
The Agency’s assessment and selection criteria and The Agency’s assessment and selection criteria processes The Agency’s assessment and selection criteria and The Agency’s assessment and selection criteria and
processes promote equal employment opportunity for are responsive to applicants with special needs (e.g., processes consider equal employment opportunity processes consider equal employment opportunity principles
everyone, regardless of gender, age, disability, civil status, auxiliary aids* and services to visually or hearing principles (e.g., affirmative action) where candidates (e.g., affirmative action) where candidates possess
ethnicity, religion, etc., as prescribed in relevant laws and impaired). possess comparable competencies. comparable competencies, guided by a targeted workforce
issuances. diversity profile.
System

x F P N 1.0 F P N 0.0 F P N 0.0 F P N 0.0
Equal Employment
Opportunity Principles RSP-TSP-P1.3 RSP-TSP-P2.3 RSP-TSP-P3.3 RSP-TSP-P4.3
(EEOP) The HRMO can describe/explain the diversity profile of the The PSB and managers/supervisors can cite examples of The top management can describe/explain how they are Everyone can describe/explain how they evaluate the
Agency’s new recruits. how the Agency’s assessment and selection criteria and involved in ensuring that the Agency’s assessment and Agency’s assessment and selection criteria and processes
processes promote equal opportunity for applicants selection criteria and processes consider equal to meet and sustain targeted workforce diversity profile.
regardless of gender, disability, civil status, ethnicity, employment opportunity principles.
religion, etc.
Practices

x F P N 1.0 F P N 0.0 F P N 0.0 F P N 0.0
The Agency has a basic orientation program that informs The Agency has an orientation program that helps The Agency implements and evaluates a 3-6 month The Agency implements and evaluates 6–12 month
new hires about job scope and office rules and regulations. employees understand performance expectations, onboarding program to establish and strengthen onboarding program to promote job performance, employee
reporting relationships and information networks needed to interpersonal and organizational relationships to facilitate satisfaction and retention among new hires and employees
perform job. adjustment and immersion into the new work environment who are new in their role.
System and organization.

x F P N 1.0 F P N 0.0 F P N 0.0 F P N 0.0
RSP-TSP-P1.4 RSP-TSP-P2.4 RSP-TSP-P3.4 RSP-TSP-P4.4
Onboarding The HRMO can explain its orientation program for new The managers/supervisors can explain how they orient The top management can describe, explain or cite Everyone can describe, explain or cite examples of how the
hires and employees new in their role. new employees and employees new in their role about examples of how they have been involved in facilitating onboarding program has contributed to job performance,
what are expected of them on the job and available communication and information exchange to enable new employee satisfaction and retention among new hires, and
information networks to help them in their new job. hires and employees new in their role to appreciate their employees new in their role.
job in relation to other offices within the Agency.
Practices

Practices
x F P N 1.0 F P N 0.0 F P N 0.0 F P N 0.0

LEVEL 1 - BASIC LEVEL 2 - INTERMEDIATE LEVEL 3 - ADVANCED LEVEL 4 - SUPERIOR
PILLAR ELEMENT COMPETENCY LENS
Governance
RSP-G-C1.1 RSP-G-C2.1 RSP-G-C3.1 RSP-G-C4.1
Refers to RSP policies and guidelines issued by CSC and Reviews and enhances RSP policies, policy guidelines Develops RSP policies, policy guidelines and/or processes Leads the proactive review and updating of RSP policies,
DBM/GCG in executing the Agency’s RSP activities and/or processes to meet agency requirements and that clearly define link with other core HRM areas, in policy guidelines and processes to respond to changes in the
promote equal employment opportunity principles, in collaboration with the PSB, managers/supervisors and top Agency’s strategic goals.
collaboration with the PSB, managers/supervisors and top management.
Policy Review and Formulation management.

x F P N 1.0 F P N 0.0 F P N 0.0 F P N 0.0
Liaises with CSC and DBM/GCG to ensure that Agency is Tracks and analyses efficiency of RSP processes and Tracks and analyses effectiveness of RSP processes its Leads the evaluation of the RSP system, including workforce
updated with RSP-related issuances. uses data to improve or recommend improvements in RSP linkages with other HR core systems and uses data to planning, and recommends system improvements to ensure
policies/policy guidelines and their execution, in improve RSP policies/policy guidelines and their execution, continuing alignment and responsiveness of RSP to
collaboration with the PSB, managers/ supervisors and top in collaboration with the PSB, managers/ supervisors and Agency’s strategic goals
System Review management top management

x F P N 1.0 F P N 0.0 F P N 0.0 F P N 0.0
Refers to existing/available competency criteria of specific Identifies and/or applies competencies and corresponding Develops and/or applies competency models with rubrics Leads the review and enhancement/updating of Agency’s
jobs in implementing RSP activities (e.g., posting of key behaviours required for an employee to deliver that can be used to determine proficiency level required for competency models to ensure relevance and
vacancies). excellent performance in specific jobs specific jobs and job families. responsiveness to strategic workforce requirements.
Competency Modelling
x F P N 1.0 F P N 0.0 F P N 0.0 F P N 0.0
Uses manual records management to maintain RSP data Uses computer-based records and data management Maintains an Information Management System that shows Manages RSP module in the Agency’s Enterprise
and documents system to maintain RSP data and documents link between RSP and other core HRM areas (i.e., L&D, Information Management System that links the core HRM
PMS and R&R). areas with other HRM & organizational system.
Use of Technology

F P N 0.0 F x P N 0.5 F P N 0.0 F P N 0.0
RSP-G-C1.3 RSP-G-C2.3 RSP-G-P3.3 RSP-G-C4.3
Disseminates RSP policies and guidelines issued by CSC Updates everyone in the Agency on RSP system and Develops and implements a communication plan to Develops and uses information collaterals (e.g.,
and DBM/GCG and other relevant agencies to everyone in processes, and provides system review data to top generate buy-in and engagement of everyone in infographics, brochures, handbooks, etc.) to promote
the Agency management, managers/ supervisors and the PSB developing and executing RSP programs and processes understanding and application of Agency RSP system and
processes
Communication
F x P N 0.5 F P N 0.0 F P N 0.0 F P N 0.0
PILLAR ELEMENT
Talent Planning (Planning Aspect)

RSP-TP-C1.1 RSP-TP-C2.1 RSP-TP-C3.1 RSP-TP-C4.1
Applies Agency’s staffing plan approved by DBM/GCG or Reviews and recommends staffing modification based on Develops a medium-term (2-3 years) workforce plan to Develops a long-term (over 3 years) workforce plan to meet
Sanggunian as reference in implementing RSP processes planned annual HR needs, in collaboration with top meet Agency’s HR needs, in collaboration with top Agency’s HR needs, in collaboration with top management
management and managers/ supervisors management and managers/ supervisors and managers/ supervisors
Workforce Planning

x F P N 1.0 F P N 0.0 F P N 0.0 F P N 0.0
RSP-TP-C1.2 RSP-TP-C2.2 RSP-TP-C3.2 RSP-TP-C4.2
Applies CSC-issued EEOP guidelines and national policies Applies national policies on Gender and Development, Analyses and integrates Agency’s workforce diversity Analyses and integrates workforce diversity profiles, sets
on Gender and Development, Persons with Disability, Persons with Disability, Indigenous Peoples and other profiles (e.g., male-female ratio, PWD, etc.), sets targets, targets and develops targets and strategies to improve
Indigenous Peoples and other relevant issuances in related workforce diversity issuances in updating staffing and develops strategies to improve workforce diversity in workforce diversity in the Agency’s long-term (over 3 years)
Application of Equal Employment implementing staffing plan plan the Agency’s medium-term (2-3 years) workforce plan workforce plan
Opportunity Principles (EEOP)
F x P N 0.5 F P N 0.0 F P N 0.0 F P N 0.0
PILLAR ELEMENT
Talent Sourcing (Getting Talent Aspect)
RSP-TS-C1.1 RSP-TS-C2.1 RSP-TS-C3.1 RSP-TS-C4.1
Initiates recruitment activities in response to requests to fill Develops a Recruitment Plan that includes internal and Develops a Recruitment Plan that supports the medium- Develops a Recruitment Plan that supports the long-term
up vacated or newly created positions following CSC policy external sources, based on anticipated vacancies within term (2-3 years) workforce plan, in collaboration with top (over 3 years) workforce plan, in collaboration with top
guidelines. the year, in collaboration with managers/ supervisors of management and managers/ supervisors. management and managers/ supervisors.
offices with anticipated vacancies.
Recruitment Planning
x F P N 1.0 F P N 0.0 F P N 0.0 F P N 0.0
RSP-TS-C1.2 RSP-TS-C2.2 RSP-TS-C3.2 RSP-TS-C4.2
Develops notice of vacancies that promote equal Develops notice of vacancies that attracts diverse Develops and implements proactive recruitment activities Develops and implements employer branding and proactive
opportunities for everyone, regardless of gender, civil applicants and initiates posting in other appropriate (e.g., job fairs, campus recruitment, use of databases of recruitment strategies (e.g., school tie-ups, internships,
status, disability, ethnicity, religion, etc., to apply, and publication modes (e.g., CSC bulletin of vacancies, relevant agencies like CSC’s Register of Eligibles, career counselling, etc.) to attract diverse potential
initiates posting according to CSC policy guidelines newspapers, Agency website, social networking, etc.). Professional Regulation Commission, professional candidates for talent banking to support the long-term
associations, etc.) to attract diverse potential candidates workforce plan
Talent Attraction for talent banking to support medium-term workforce plan

F P x N 0.0 F P N 0.0 F P N 0.0 F P N 0.0
PILLAR ELEMENT
Talent Selection and Placement (Hiring and Onboarding Aspects)
RSP-TSP-C1.1 RSP-TSP-C2.1 RSP-TSP-C3.1 RSP-TSP-C4.1
Applies minimum Qualification Standards in filling up a job Updates job description and develops specific Qualification Develops competency-based job description and specific Develops criteria for assessing candidate’s potential to
vacancy Standards for a position to be filled Qualification Standards for a position to be filled assume higher position and responsibilities within the
Agency
Selection Criteria Development
x F P N 1.0 F P N 0.0 F P N 0.0 F P N 0.0
Implements assessment and selection process compliant Develops/ acquires and uses appropriate assessment Develops/acquires and uses appropriate assessment tools Develops/acquires and uses multi-rater and multi-source
with procedures prescribed in relevant CSC issuances in tools to evaluate candidate’s behavioral and to evaluate candidates against competency requirements approaches (e.g., competency-based simulations, portfolio
collaboration with the PSB and hiring managers/ functional/technical qualifications for the job (e.g., trade for the position (e.g., behavioral events interview, technical review, etc.) to assess fitness and potential of candidates, in
supervisors test, paper and pencil test of functional knowledge, etc.), proficiency test, etc.), in collaboration with the PSB and collaboration with the PSB and hiring managers/ supervisors.
and background investigation for short-listed candidates, in hiring managers/ supervisors.
collaboration with the PSB and hiring managers/
Candidate Assessment and Selection supervisors

Candidate Assessment and Selection
x F P N 1.0 F P N 0.0 F P N 0.0 F P N 0.0

Applies assessment and selection criteria and processes Develops and applies assessment and selection Develops/acquires and applies assessment and selection Develops/acquires and applies assessment and selection
that promote equal opportunity, regardless of gender, processes that respond to applicants with special needs criteria and processes that consider equal employment criteria and processes that consider equal employment
disability civil status, ethnicity, religion, etc., to apply for (e.g., auxiliary aids and services to visually or hearing opportunity principles (e.g., affirmative action) where opportunity principles (e.g., affirmative action) where
vacant positions as prescribed in relevant laws and impaired) candidates possess comparable competencies, guided by candidates possess comparable competencies, guided by a
issuances a targeted workforce diversity profile. targeted workforce diversity profile.
Application of Equal Employment
Opportunity Principles (EEOP)

x F P N 1.0 F P N 0.0 F P N 0.0 F P N 0.0
Develops and implements basic orientation program that Develops and implements an orientation program that Develops, implements and evaluates a 3-6 month Develops, implements and evaluates a 6- to 12-month
informs new hires about job scope and basic office rules helps employees understand performance expectations Onboarding Program to help employees establish and Onboarding Program to promote job performance, employee
and regulations and information networks in collaboration with managers/ strengthen interpersonal and organizational relationships satisfaction and retention among new hires and employees
supervisors to facilitate adjustment and immersion into the new work new in their role
environment and organization
Onboarding Program Management

x F P N 1.0 F P N 0.0 F P N 0.0 F P N 0.0
LEARNING AND DEVELOPMENT

Governance
L&D-G-S1.1 L&D-G-S2.1 L&D-G-S3.1 L&D-G-S4.1
The Agency’s Learning and Development (L&D) policies and The Agency’s L&D policies and/or processes are customized The Agency’s L&D policies and processes are competency- The Agency’s L&D policy and processes are pro
processes comply with CSC-issued L&D policies and to Agency’s requirements, and include specific guidelines on based and linked with other core HRM areas (i.e., RSP, PM and reviewed and updated to respond to changes in
guidelines. application of equal opportunity principles. R&R). strategic goals.
System
Rating Score Rating Score Rating Score Rating
x F P N 1.0 F P N 0.0 F P N 0.0 F P
L&D-G-P1.1 L&D-G-P2.1 L&D-G-P3.1 L&D-G-P4.1
Policy The HRMO can describe/explain how the Agency’s L&D The Personnel Development Committee (PDC) and managers/ The top management can describe/explain how they have been Everyone can describe/explain how the Agency
policies and processes comply with CSC policy. supervisors can describe/explain how Agency’s L&D policies involved in linking the Agency’s L&D policies and processes and processes have responded to changes in th
and processes meet the Agency’s needs. with other core HRM areas. strategic goals.
Practice

x F P N 1.0 F P N 0.0 F P N 0.0 F P
The Agency has a Personnel Development Committee (PDC) The Agency has a PDC that performs additional functions to The Agency has a PDC that collaborates with The Agency has a PDC that collaborates with to
that is constituted and performs functions and responsibilities address specific L&D needs (e.g., develops customized criteria managers/supervisors, HRMO and other HR bodies to management, managers/supervisors and HRMO
according to CSC policy. and screening process for selecting nominees to scholarships strengthen the link between L&D and other HRM core areas. review and update the L&D system to respond t
and conferences). the Agency’s strategic goals.
System

F P x N 0.0 F P N 0.0 F P N 0.0 F P
Structure and Roles L&D-G-P1.2 L&D-G-P2.2 L&D-G-P3.2 L&D-G-P4.2
The HRMO can describe/explain the PDC’s role in the The PDC and managers/supervisors can describe/explain the The top management can describe/explain how they have used Everyone can describe/explain how the Agency
Agency’s L&D processes. functions of the Committee and how it selects and information generated by other core HRM areas (e.g., RSP and processes have enhanced individual competenc
recommends qualified candidates to training and scholarship PM) in making L&D decisions, or how they (TM and M/S) have organizational capacity to pursue the Agency’s
programs. used L&D-generated information in making decisions in other
core HRM areas.
Practice

F P x N 0.0 F P N 0.0 F P N 0.0 F P
The Agency relies on CSC feedback on its compliance with The Agency tracks the efficiency of L&D processes and uses The Agency tracks the effectiveness of L&D processes, its The Agency uses L&D-generated data to evalua
L&D policy. data to improve system: linkages with other HR core systems, and uses data to improve function and make strategic decisions to ensure
• Percentage of employees provided L&D intervention (i.e., system: alignment and responsiveness of L&D to its stra
compliance with required 1 HR intervention per employee) • Learners’ Profile (including data on gender, age, disability, civil
• Budget utilization status, religion, ethnicity, etc.)
• Participants’ feedback on conduct of L&D interventions (Level • Evaluation of acquisition and application of learning (Level 2
System 1 Evaluation) and Level 3 Evaluation)
• Employee performance after L&D intervention
• Tracking of competency improvement

Review Mechanisms
F P N 0.0 F x P N 0.5 F P N 0.0 F P
Review Mechanisms

The HRMO can explain how the Agency gets CSC feedback The PDC and managers/supervisors can describe/explain how The top management can describe/ explain how the agency Everyone can describe/explain how the Agency
on its compliance with L&D policy. the Agency tracks the effectiveness of L&D processes, and tracks the effectiveness of L&D process and uses data to processes have enhanced individual competenc
uses data to improve system. improve system. organizational capacity to pursue the Agency’s
Practice

F P N 0.0 F P N 0.0 F P N 0.0 F P
The Agency uses manual records management to maintain The Agency uses a computer-based system to maintain L&D The Agency maintains an Information Management System that The Agency has an enterprise Information Man
L&D data and documents. data and documents. shows link between L&D and other core HRM areas (i.e., RSP, System that links the core HRM areas with othe
PM and R&R). organizational systems (e.g. benefits, loans, pa
System
(Use of
Technology)
F P N 0.0 F x P N 0.5 F P N 0.0 F P
The HRMO can describe/explain the technology used to The PDC and managers/supervisors can describe/explain the The top management can explain how the Agency Human Everyone can describe/explain how the Agency
maintain L&D data and documents. computer-based system used to maintain L&D data and Resource Information System links L&D and other core HRM Information System links the core HRM areas w
documents. areas. and organizational systems.
Practice
(Use of
Technology)
x F P N 1.0 F P N 0.0 F P N 0.0 F P
Information and The Agency maintains and has ready access to all L&D data The Agency maintains documentation and records on: The Agency maintains documentation and records on: The Agency maintains documentation and reco
and documentary requirements based on relevant CSC • L&D process flow • System review data on L&D effectiveness • Historical data on efficiency and effectiveness
Communication issuances. • System review data on L&D efficiency • L&D policy and process flow showing link to other core HRM • L&D policy and process flow showing link to o
• System implementation (e.g., PDC recommendations, L&D areas organizational systems
System documentation and reports, etc.)
(Database • Learning Service Provider (LSP) management system (e.g.,
Content) profile of internal and external resource persons)

x F P N 1.0 F P N 0.0 F P N 0.0 F P
The HRMO can describe/explain that the agency maintains The PDC and managers/supervisors can describe/explain that The top management can describe/explain how they can Everyone can describe/explain the benefits of m
and has ready access to data and documentary requirements the agency maintains documentation and records on: participate in providing inputs and accessing data in the system. documentation/records on the efficiency and eff
based on CSC and other relevant issuances. • L&D process flow L&D.
• System review data on L&D efficiency
• System implementation (e.g., PDC minutes of meetings
Practice deliberations, comparative assessment data, selection criteria,
(Database etc.)
content)

x F P N 1.0 F P N 0.0 F P N 0.0 F P
PILLAR ELEMENT LENS
Planning and M&E

L&D-PME-S1.1 L&D-PME-S2.1 L&D-PME-S3.1 L&D-PME-S4.1
The Agency has a list of available external training programs The Agency has an annual Learning and Development Plan The Agency has a medium-term (2-3 years) competency-based The Agency has a competency-based long-term
that respond to requests of managers/ supervisors. based on a needs assessment of employees regardless of Learning and Development Plan that is linked to other core years) Learning and Development Plan that is a
gender, civil status, age, disability, ethnicity, etc. HRM areas (e.g., RSP and PM). Agency’s strategic goals.
System
F P N 0.0 x F P N 1.0 F P N 0.0 F P
L&D Planning L&D-PME-P1.1 L&D-PME-P2.1 L&D-PME-P3.1 L&D-PME-P4.1
The HRMO can describe/explain available training programs, The PDC and managers/supervisors can describe/explain their The top management can describe/explain their involvement in Everyone can describe/explain how L&D interve
including those from external providers. plan to meet the learning and development needs of their the formulation of the L&D plan and budget, and how this enabling him/her to meet current and future nee
employees. addresses the medium-term requirements of the Agency. Agency.
Practice

x F P N 1.0 F P N 0.0 F P N 0.0 F P
L&D-PME-S1.2 L&D-PME-S2.2 L&D-PME-S3.2 L&D-PME-S4.2
The Agency uses tool/s to gather participants’ feedback on The Agency uses L&D evaluation tools/ processes to assess The Agency has an L&D evaluation framework, to assess or The Agency has an L&D evaluation framework,
the conduct of L&D programs (i.e., Level 1 or reaction level participants’ acquisition of learning vis-à-vis learning objectives recommend the improvement in participants’ job performance processes to assess or recommend the improve
evaluation). (i.e., Level 2 or learning level evaluation). as a result of the L&D intervention (i.e., Level 3 or Agency’s performance as a result of participant
behaviour/application level evaluation). learning on the job (i.e., Level 4 or results or org
outcome level evaluation).
System
L&D Monitoring and x F P N 1.0 F P N 0.0 F P N 0.0 F P

Evaluation
L&D Monitoring and
Evaluation L&D-PME-P1.2 L&D-PME-P2.2 L&D-PME-P3.2 L&D-PME-P4.2
The HRMO can describe/explain how the Agency gathers The PDC and managers/ supervisors can describe/explain how The top management can describe/explain how they assess Everyone can describe/explain how L&D has co
feedback from participants regarding the conduct of L&D the Agency assesses the learning acquired by participants participants’ application of learning on the job and its effect on improving unit or Agency performance.
programs they attended. from L&D interventions. individual performance.
Practice

x F P N 1.0 F P N 0.0 F P N 0.0 F P
PILLAR ELEMENT LENS

Execution
L&D-E-S1.1 L&D-E-S2.1 L&D-E-S3.1 L&D-E-S4.1
The agency has a training design process that is mainly The agency has a training design process that involves L&D intervention design process includes identifying workplace L&D intervention design process includes identi
focused on identifying topics and activities to address learning developing terminal and session objectives aligned with application objectives to guide training activity plan preparation desired organizational outcome (also known as
needs in a classroom setting. validated learning needs of targeted learners, to guide training and implementation and transfer of learning on the job. development objectives) to align intervention wi
activity plan preparation and implementation. Agency’s strategic goals.
System

F P x N 0.0 F P N 0.0 F P N 0.0 F P
L&D-E-P1.1 L&D-E-P2.1 L&D-E-P3.1 L&D-E-P4.1
The HRMO can describe/explain the training design process The managers/ supervisors can describe or cite example of The top management can describe or cite examples of how the Everyone can describe, explain or cite example
in the Agency. how L&D design process aligns the training objectives with the L&D intervention process address performance gaps in the L&D interventions are aligned with and contribu
learning needs of the target employees. workplace. agency strategic goals.
Practice

F x P N 0.5 F P N 0.0 F P N 0.0 F P
Design L&D-E-S1.2 L&D-E-S2.2 L&D-E-S3.2 L&D-E-S4.2
The Agency adopts classroom-based learning programs that The Agency designs training programs that use a mix of The Agency designs various non-training L&D interventions The Agency adopts a process for using M&E da
mostly use lectures or presentations. methodologies that are learner-centred (i.e., experiential and (e.g., coaching, job rotation, benchmarking, etc.) to support the continually improve and introduce innovations to
participative) to facilitate achievement of learning objectives. 70-20-10 learning principle in achieving learning objectives. The L&D interventions.
The design is captured in a training activity plan. design is captured in an L&D activity plan (e.g., coaching plan,
benchmarking plan, etc.).
System

F x P N 0.5 F P N 0.0 F P N 0.0 F P
L&D-E-P1.2 L&D-E-P2.2 L&D-E-P3.2 L&D-E-P4.2
The HRMO can describe classroom-based learning program The managers/ supervisors can describe or cite examples of The top management can describe or cite examples of non- Everyone can describe, explain or cite example
of the Agency. in-house training programs that use a mix of methodologies training L&D interventions that they have experienced to Agency has improved L&D interventions to achi
that are appropriate to identified learning objectives. address learning needs. strategic goals.
Practice
F x P N 0.5 F P N 0.0 F P N 0.0 F P
The Agency uses learning materials and training aids that are The Agency develops customized learning materials and The Agency develops customized job aids (e.g., checklists, The Agency has a process for reviewing and up
available and/or obtained from other sources (e.g., internet, training aids to support delivery of L&D programs. templates, etc.) and learning tools (e.g., journals) to support materials to keep pace with technology and ens
external resource persons, CSC materials, etc.). application of learning to the workplace. effectiveness in supporting learning acquisition
application.
System

F x P N 0.5 F P N 0.0 F P N 0.0 F P
Development L&D-E-P1.3 L&D-E-P2.3 L&D-E-P3.3 L&D-E-P4.3
The HRMO can describe/explain where the Agency sources The managers/supervisors can describe/explain the types of The top management can describe, explain or cite examples of Everyone can explain or cite examples of how le
learning materials and training aids. learning materials and training aids that are used in in-house the types of job aids and learning tools that they have used to materials and job aids have facilitated his/her le
training programs that they have attended. support application of learning to the workplace. acquisition and application.
Practice

F x P N 0.5 F P N 0.0 F P N 0.0 F P
The agency’s training delivery follows an outline that covers The agency’s L&D interventions are executed, monitored and The agency’s follow-through L&D interventions (e.g., learning The Agency has a process for reviewing and im
list of topics and activities. evaluated based on activity plan. conversations, etc.) are executed, monitored and evaluated to implementation to ensure effectiveness in achie
support workplace application of learning. L&D results.
System

F P N 0.0 F x P N 0.5 F P N 0.0 F P
Delivery L&D-E-P1.4 L&D-E-P2.4 L&D-E-P3.4 L&D-E-P4.4
The HRMO can describe/explain a training program delivered The managers/supervisors can describe/explain how delivery The top management can explain or cite examples of their Everyone can describe, explain or cite positive o
according to training outline. of training programs according to training activity plan is involvement in implementing training and non-training L&D L&D interventions on learning acquisition and a
ensured. interventions, and monitoring and evaluating workplace improvements in unit/ Agency performance.
application.
Practice

x F P N 1.0 F P N 0.0 F P N 0.0 F P
The Agency has a list of learning service providers that can be The Agency has guidelines for identifying, monitoring and The Agency has a system for accrediting, managing and The Agency has a process for regularly reviewin
tapped for L&D services. evaluating efficiency and effectiveness of L&D service evaluating learning service providers to ensure efficient and management system to ensure optimum contrib
providers. effective L&D services. achieving L&D results.
System

F P x N 0.0 F P N 0.0 F P N 0.0 F P
Learning Service
Provider Management L&D-E-P1.5 L&D-E-P2.5 L&D-E-P3.5 L&D-E-P4.5
The HRMO can identify learning service providers that The managers/supervisors can explain/ describe the Agency’s The top management can explain/ describe how they are Everyone can describe, explain or cite positive o
Agency has tapped for L&D services. guidelines for identifying, monitoring and evaluating the involved in accrediting, managing and evaluating learning engaging learning service providers in achieving
efficiency and effectiveness of L&D service providers. service providers to ensure efficient and effective L&D services. L&D goals.
Practice

F P x N 0.0 F P N 0.0 F P N 0.0 F P
PILLAR ELEMENTS COMPETENCY LENS
Governance
L&D-G-C1.1 L&D-G-C2.1 L&D-G-C2.1 L&D-G-C4.1
Refers to L&D policies and guidelines issued by CSC and Reviews and refines L&D policies, policy guidelines to meet Develops L&D policies and/or policy guidelines that clearly Leads the proactive review and updating of L&D
DBM/GCG and other relevant authorities in executing the agency requirements and promote equal opportunity principles define link with other core HRM areas, in collaboration with processes to respond to changes in the Agency
Agency’s L&D activities. (eg; provision of enabling support for differently abled staff to PDC, managers/supervisors and top management. goals.
meet targets) in collaboration with the PDC,
managers/supervisors and top management.
Policy Review and Formulation

x F P N 1.0 F P N 0.0 F P N 0.0 F P
Liaises with CSC and DBM/GCG to ensure that Agency is Tracks and analyses efficiency of L&D processes, and uses Tracks and analyses effectiveness of L&D processes, linkages Leads the evaluation of the L&D system and rec
updated is updated with L&D-related issuances. data to improve or recommend improvements in L&D with other HR core systems, and uses data to improve L&D improvements to ensure continuing alignment a
policies/policy guidelines and their execution, in collaboration policies/policy guidelines and their execution, in collaboration responsiveness of L&D to Agency’s strategic go
with the PDC, managers/ supervisors and top management. with the PDC, managers/ supervisors and top management.
System Review

x F P N 1.0 F P N 0.0 F P N 0.0 F P
Uses manual records management to maintain L&D data and Uses computer-based records and data management system Maintains Human Resource Information Management System Manages L&D module in the Agency’s Enterpris
documents. to maintain L&D documents. that shows link between L&D and other core HRM areas (i.e., Management System that links the core HRM a
L&D, PM and R&R). HRM and organizational systems.
Use of Technology

F P N 0.0 F x P N 0.5 F P N 0.0 F P
Disseminates L&D policies and guidelines issued by CSC and Updates everyone in the Agency on L&D system and Develops and implements a communication plan to generate Develops and uses information collaterals (e.g.,
DBM/GCG and other relevant agencies to everyone in the processes, and provides system review data on to top buy-in and engagement of everyone in executing L&D brochures, handbooks, etc.) to promote consist
Agency. management, managers/ supervisors and the PSB. programs and processes. of Agency L&D system and processes.
Communication

F x P N 0.5 F P N 0.0 F P N 0.0 F P
PILLAR ELEMENTS
Planning and M&E
L&D-PME-C1.1 L&D-PME-C2.1 L&D-PME-C3.1 L&D-PME-C4.1
Consolidates learning needs of employees using input from Develops and uses learning needs assessment (LNA) tools Develops and applies process for collating and analysing Develops and applies tools and mechanisms to
managers/ supervisors to guide L&D planning. and methods to identify learning needs of employees to guide performance evaluation data to support LNA results as basis for from internal or external clients to identify learni
L&D planning. L&D planning. employees to guide L&D planning.
Learning Needs Assessment

F x P N 0.5 F P N 0.0 F P N 0.0 F P
Researches and compiles a list of available training programs Develops an annual L&D Plan that identifies training programs Develops a medium-term (2-3 years) competency-based L&D Develops a competency-based long-term (more
that respond to requests of managers/ supervisors to address to address employee’s learning needs based on a needs Plan based on LNA results and performance data, that includes L&D Plan that is aligned with the Agency’s strat
their staff’s L&D needs. assessment, in collaboration with managers/ supervisors. training and non-training interventions, (following the 70-20-10 collaboration with managers/ supervisors.
principle), in collaboration with top management and managers/
L&D Plan Development supervisors.
L&D Plan Development

F x P N 0.5 F P N 0.0 F P N 0.0 F P
Implements existing procedures for monitoring training Develops and uses M&E Plan for tracking and assessing the Develops and uses M&E Plan for tracking and assessing the Develops and uses M&E Plan for tracking and a
programs. implementation and results of the annual L&D Plan. implementation and results of the medium-term L&D Plan. implementation and results of the long-term L&D
M&E Plan Development and Execution

x F P N 1.0 F P N 0.0 F P N 0.0 F P
Develops post-training evaluation form for use in gathering Develops pre-and post-test questionnaire/tools and Develops tools (e.g., learning application templates, re-entry Develops tools and approaches (e.g., survey, F
participants’ feedback (Level 1 evaluation). approaches (e.g., recap and review activities, etc.) for use in action plan templates, etc.) and approaches (knowledge use in monitoring and evaluation of L&D results
assessing participants’ acquisition of knowledge (Level 2 exchange and conversations, peer coaching, etc.) to support workplace.
evaluation). learning application and its M&E in the workplace.
Developing M&E Tools and
Approaches

x F P N 1.0 F P N 0.0 F P N 0.0 F P
PILLAR ELEMENTS
Execution
L&D-E-C1.1 L&D-E-C2.1 L&D-E-C3.1 L&D-E-C4.1
Prepares training session outline that covers topics and Prepares training activity plan* that includes terminal and Designs non-training L&D interventions (e.g., coaching, job Designs L&D interventions that require a mix of
activities. session objectives, topics and methodologies to address rotation, benchmarking, etc.) to address validated learning non-training approaches to address validated le
validated learning needs of specific groups. needs of specific groups, and prepares implementation plan* of specific groups, and prepares training activity
(e.g., coaching plan, benchmarking plan, etc.) implementation plan.
Designing L&D Interventions

F x P N 0.5 F P N 0.0 F P N 0.0 F P
Sources learning materials and training aids from the internet, Develops customized learning materials and training aids to Develops customized job aids (e.g., checklists, templates, etc.) Reviews and updates L&D materials to keep pa
external service providers, CSC, etc. support delivery. and learning tools (e.g., journals) to support application of technology and ensure their effectiveness in su
learning to the workplace. learning acquisition and application.
Developing L&D Materials

F P x N 0.0 F P N 0.0 F P N 0.0 F P
Coordinates classroom-based training programs following a Conducts or manages implementation of L&D interventions Conducts or manages follow-through interventions to support Reviews and improves or delivery of L&D interv
schedule. based on activity plan. workplace application of learning, in collaboration with on evaluation data to ensure their effectiveness
managers/ supervisors. learning acquisition and application.
Delivery of L&D Interventions
F P N 0.0 F P N 0.0 F P N 0.0 F P
Gathers feedback from participants at the end of the training Facilitates and monitors participants’ learning process during Facilitates and monitors participants’ learning process during Monitors and supports learning process of parti
program on how their learning is facilitated. training program using appropriate management of learning implementation of non-training interventions using appropriate the workplace using appropriate activities (e.g.,
activities (e.g., journaling, reflection sessions, etc.). management of learning activities (e.g., journaling, reflection sessions, conversations, etc.).
sessions, etc.).
Learning Management

x F P N 1.0 F P N 0.0 F P N 0.0 F P
Uses tools to elicit participant feedback about the conduct of Uses tools/ approaches to assess the learning acquired by Uses tools/ approaches, in collaboration with Uses tools/ approaches, in collaboration with
training programs and recommends improvements based on participants and recommends improvements in the design and managers/supervisors, to assess workplace learning application managers/supervisors, to assess the contributio
an analysis of data. conduct of L&D interventions, and follow-through activities to and individual performance improvement, and recommends interventions to unit and/or Agency performance
supplement learning. appropriate interventions. and recommends appropriate actions.
Conducting M&E

F P x N 0.0 F P N 0.0 F P N 0.0 F P
Prepares a list of learning service providers that can be Develops and applies guidelines for identifying, monitoring and Develops and implements a system for accrediting, managing Reviews and improves LSP management syste
tapped for L&D services. evaluating efficiency and effectiveness of L&D service and evaluating learning service providers to ensure efficient and M&E results and feedback from learners and m
providers. effective L&D services. supervisors to ensure optimum contribution in a
results.
Managing Learning Service Providers

F P x N 0.0 F P N 0.0 F P N 0.0 F P
AND DEVELOPMENT
LEVEL 4 - STRATEGIC
ND PRACTICE LENS
overnance
L&D-G-S4.1
The Agency’s L&D policy and processes are proactively
reviewed and updated to respond to changes in the Agency’s
strategic goals.
Rating Score
N 0.0
L&D-G-P4.1
Everyone can describe/explain how the Agency’s L&D policies
and processes have responded to changes in the Agency’s
strategic goals.
Rating Score
N 0.0
L&D-G-S4.2
The Agency has a PDC that collaborates with top
management, managers/supervisors and HRMO to proactively
review and update the L&D system to respond to changes in
the Agency’s strategic goals.
Rating Score
N 0.0
L&D-G-P4.2
Everyone can describe/explain how the Agency’s L&D
processes have enhanced individual competencies and
organizational capacity to pursue the Agency’s strategic goals.
Rating Score
N 0.0
L&D-G-S4.3
The Agency uses L&D-generated data to evaluate overall L&D
function and make strategic decisions to ensure continuing
alignment and responsiveness of L&D to its strategic goals.
Rating Score
N 0.0
L&D-G-P4.3
Everyone can describe/explain how the Agency’s L&D
processes have enhanced individual competencies and
organizational capacity to pursue the Agency’s strategic goals.
Rating Score
N 0.0
L&D-G-S4.4
The Agency has an enterprise Information Management
System that links the core HRM areas with other HRM and
organizational systems (e.g. benefits, loans, payroll, etc.).
Rating Score
N 0.0
L&D-G-P4.4
Everyone can describe/explain how the Agency’s Enterprise
Information System links the core HRM areas with other HRM
and organizational systems.
Rating Score
N 0.0
L&D-G-S4.5
The Agency maintains documentation and records on:
• Historical data on efficiency and effectiveness of L&D
• L&D policy and process flow showing link to other HRM and
organizational systems
Rating Score
N 0.0
L&D-G-P4.5
Everyone can describe/explain the benefits of maintaining
documentation/records on the efficiency and effectiveness of
L&D.
Rating Score
N 0.0
Gaps:
ning and M&E
L&D-PME-S4.1
The Agency has a competency-based long-term (over 3
years) Learning and Development Plan that is aligned with the
Agency’s strategic goals.
Rating Score
N 0.0
L&D-PME-P4.1
Everyone can describe/explain how L&D interventions are
enabling him/her to meet current and future needs of the
Agency.
Rating Score
N 0.0
L&D-PME-S4.2
The Agency has an L&D evaluation framework, tools and
processes to assess or recommend the improvement in unit or
Agency’s performance as a result of participants’ application of
learning on the job (i.e., Level 4 or results or organizational
outcome level evaluation).
Rating Score
N 0.0
L&D-PME-P4.2
Everyone can describe/explain how L&D has contributed to
improving unit or Agency performance.
Rating Score
N 0.0
Gaps:
Execution
L&D-E-S4.1
L&D intervention design process includes identification of
desired organizational outcome (also known as workplace
development objectives) to align intervention with the
Rating Score
N 0.0
L&D-E-P4.1
Everyone can describe, explain or cite examples of how the
L&D interventions are aligned with and contribute to achieving
agency strategic goals.
Rating Score
N 0.0
L&D-E-S4.2
The Agency adopts a process for using M&E data to
continually improve and introduce innovations to the design of
L&D interventions.
Rating Score
N 0.0
L&D-E-P4.2
Agency has improved L&D interventions to achieve agency
strategic goals.
Rating Score
N 0.0
L&D-E-S4.3
The Agency has a process for reviewing and updating L&D
materials to keep pace with technology and ensure their
effectiveness in supporting learning acquisition and
application.
Rating Score
N 0.0
L&D-E-P4.3
Everyone can explain or cite examples of how learning
materials and job aids have facilitated his/her learning
acquisition and application.
Rating Score
N 0.0
L&D-E-S4.4
The Agency has a process for reviewing and improving L&D
implementation to ensure effectiveness in achieving targeted
L&D results.
Rating Score
N 0.0
L&D-E-P4.4
Everyone can describe, explain or cite positive outcomes of
L&D interventions on learning acquisition and application and
improvements in unit/ Agency performance.
Rating Score
N 0.0
L&D-E-S4.5
The Agency has a process for regularly reviewing LSP
management system to ensure optimum contribution in
achieving L&D results.
Rating Score
N 0.0
L&D-E-P4.5
Everyone can describe, explain or cite positive outcomes of
engaging learning service providers in achieving Agency’s
L&D goals.
Rating Score
N 0.0
Gaps:
LEVEL 4 - SUPERIOR
COMPETENCY LENS
overnance
L&D-G-C4.1
Leads the proactive review and updating of L&D policies and
processes to respond to changes in the Agency’s strategic
goals.
Rating Score
N 0.0
L&D-G-C4.2
Leads the evaluation of the L&D system and recommends
improvements to ensure continuing alignment and
responsiveness of L&D to Agency’s strategic goals.
Rating Score
N 0.0
L&D-G-C4.3
Manages L&D module in the Agency’s Enterprise Information
Management System that links the core HRM areas with other
HRM and organizational systems.
Rating Score
N 0.0
L&D-G-C4.4
Develops and uses information collaterals (e.g., infographics,
brochures, handbooks, etc.) to promote consistent application
of Agency L&D system and processes.
Rating Score
N 0.0
Gaps:
ning and M&E
L&D-PME-C4.1
Develops and applies tools and mechanisms to gather data
from internal or external clients to identify learning needs of
employees to guide L&D planning.
Rating Score
N 0.0
L&D-PME-C4.2
Develops a competency-based long-term (more that 3 years)
L&D Plan that is aligned with the Agency’s strategic goals, in
collaboration with managers/ supervisors.
Rating Score
N 0.0
L&D-PME-C4.3
Develops and uses M&E Plan for tracking and assessing the
implementation and results of the long-term L&D Plan.
Rating Score
N 0.0
L&D-PME-C4.4
Develops tools and approaches (e.g., survey, FGD, etc.) for
use in monitoring and evaluation of L&D results in the
workplace.
Rating Score
N 0.0
Gaps:
Execution
L&D-E-C4.1
Designs L&D interventions that require a mix of training and
non-training approaches to address validated learning needs
of specific groups, and prepares training activity and
implementation plan.
Rating Score
N 0.0
L&D-E-C4.2
Reviews and updates L&D materials to keep pace with
technology and ensure their effectiveness in supporting
learning acquisition and application.
Rating Score
N 0.0
L&D-E-C4.3
Reviews and improves or delivery of L&D interventions based
on evaluation data to ensure their effectiveness in supporting
learning acquisition and application.
Rating Score
N 0.0
L&D-E-C4.4
Monitors and supports learning process of participants back in
the workplace using appropriate activities (e.g., brown bag
sessions, conversations, etc.).
Rating Score
N 0.0
L&D-E-C4.5
Uses tools/ approaches, in collaboration with
managers/supervisors, to assess the contribution of L&D
interventions to unit and/or Agency performance improvement,
and recommends appropriate actions.
Rating Score
N 0.0
L&D-E-C4.6
Reviews and improves LSP management system based on
M&E results and feedback from learners and managers/
supervisors to ensure optimum contribution in achieving L&D
results.
Rating Score
N 0.0
Gaps:
PERFORMANCE MANAGEMENT SYSTEM

Governance
PM-G-S1.1 PM-G-S2.1 PM-G-S3.1 PM-G-S4.1
The Agency’s Performance Management policies and The Agency’s PM policies and/or processes are The Agency’s PM policies and processes cover The Agency has PM policy and processes that are
processes comply with PMS policies and guidelines issued customized to Agency’s requirements, and include specific competency requirements and are linked with other core proactively reviewed and updated to respond to changes i
by CSC and other relevant authorities. guidelines on application of equal opportunity principles. HRM areas (i.e., RSP, L&D and R&R). the Agency’s strategic goals.
System
F P N 0.0 x F P N 1.0 F P N 0.0 F P N
Policy PM-G-P1.1 PM-G-P2.1 PM-G-P3.1 PM-G-P4.1

The HRMO can explain how the Agency’s Performance The Performance Management Team (PMT) and The top management can describe/explain their Everyone can describe/explain how the Agency’s PM
Management policies and processes comply with policies managers/ supervisors can explain how Agency’s PM involvement in linking the Agency’s PM policies and policies and processes address changes in the Agency’s
and guidelines issued by CSC and other relevant policies and processes meet the Agency’s needs. processes with other core HRM areas (i.e., RSP, L&D and strategic goals.
authorities. R&R).
Practice
x F P N 1.0 F P N 0.0 F P N 0.0 F P N

The Agency has a Performance Management Team (PMT) The Agency has a PMT that performs additional functions The Agency has a PMT that collaborates with The Agency has PMT that collaborates with top
that is constituted and performs functions and to address specific PM needs (e.g., formulates customized managers/supervisors, HRMO and other HR bodies in management, managers/supervisors and HRMO in
responsibilities according to CSC policy. criteria, guidelines and tools for setting performance strengthening link between PM and other core HRM areas. proactively reviewing and updating PM system to respond
standards). to changes in the Agency’s strategic goals.
System
F P N 0.0 x F P N 1.0 F P N 0.0 F P N

Structure and Roles PM-G-P1.2 PM-G-P2.2 PM-G-P3.2 PM-G-P4.2
The HRMO can describe/explain the PMT’s role in the The PMT and managers/ supervisors can describe/explain The top management can explain or cite examples of how Everyone can explain or cite examples of how the
Agency’s PM process. the functions of the team and how it reviews office and they have used information generated by other core HRM Agency’s PM processes enable him/her to contribute to
individual performance targets and accomplishments. areas in making PM decisions, or how they have used PM- achieving the Agency’s strategic goals.
generated information in making decisions in other core
Practice HRM areas.
x F P N 1.0 F P N 0.0 F P N 0.0 F P N

The Agency relies on CSC feedback on its compliance The Agency tracks the efficiency of PM processes and The Agency tracks the effectiveness of PM processes and The Agency uses PM- generated data to evaluate overall
with PM policy. uses data to improve system: uses data to improve system: PM function, and make strategic decisions to ensure
• Completion of Performance Review Summary of Ratings • Summary and analysis of PM results continuing alignment and responsiveness of PM to its
supported by signed Office and Individual Commitment • Identification of common performance gaps and reasons strategic goals.
and Performance Review forms for gaps
• Timely submission of required PM forms and reports • Analysis of contribution of individual performance to
office performance
System • Identification of high potential employees
• Results of Individual Development Plan implementation

Review Mechanisms
F P N 0.0 F x P N 0.5 F P N 0.0 F P N
Review Mechanisms
PM-G-P1.3 PM-G-P2.3 PM-G-P3.3 PM-G-P4.3

The HRMO can explain how the Agency gets CSC The PMT and managers/supervisors can describe/explain The top management can describe/explain how the Everyone can describe/explain how the Agency uses PM-
feedback on its compliance with PM policy. how the Agency tracks the efficiency of PM processes, and Agency tracks the effectiveness of PM processes, and generated data to evaluate PM system and make strategi
how the Agency uses data to improve system. how the Agency uses data to improve system. decisions to ensure continuing alignment and
responsiveness of PM to its strategic goals.
Practice
x F P N 1.0 F P N 0.0 F P N 0.0 F P N

The Agency uses manual records management to The Agency uses a computer-based system to maintain The Agency maintains an Information Management The Agency has an enterprise Information Management
maintain PM data and documents. PM documents. System that shows link between PM and other core HRM System that links the core HRM areas with other HR and
areas (i.e., RSP, PM and R&R). organizational systems (e.g. benefits, loans, payroll, etc.).
System
(Use of
Technology)
x F P N 1.0 F P N 0.0 F P N 0.0 F P N

The HRMO can describe/explain the technology used to The PMT and managers/supervisors can describe/explain The top management can explain how the Agency Human Everyone can describe/explain how the Agency’s
maintain PM data and documents. the computer-based system used to maintain PM data and Resource Information System links PM and other core Enterprise Information System links the core HRM areas
documents. HRM areas. with other HRM and organizational systems.
Practice
(Use of
Technology)
x F P N 1.0 F P N 0.0 F P N 0.0 F P N

Information and The Agency maintains and has ready access to all data The Agency maintains documentation and records on: The Agency maintains documentation and records on: The Agency maintains documentation and records on:
Communication and documentary requirements based on CSC and other • PM process flow • System review data on PM effectiveness • Historical data on efficiency and effectiveness of PM
relevant issuances. • MFOs and success indicators • PM policy and process flow showing link to other core system
• System review data on PM efficiency HRM areas • PM policy and process flow linked to other HRM and
System • System implementation (e.g., PMT minutes; performance organizational systems
(Database review calibration results)
Content) • Individual Development Plans
F P N 0.0 F x P N 0.5 F P N 0.0 F P N

The HRMO can describe/explain that the agency maintains The PMT and managers/supervisors can describe/explain The top management can describe/explain how they can Everyone can describe/explain the benefits of maintaining
and has ready access to data and documentary that the agency maintains documentation and records on: participate in providing inputs and accessing data in the documentation/records on the efficiency and effectiveness
requirements based on CSC and other relevant issuances. • PM process flow system. of PM.
• System review data on PM efficiency
• System implementation (e.g., PMT minutes of meetings
Practice deliberations, comparative assessment data, selection
(Database criteria, etc.)
Content)
x F P N 1.0 F P N 0.0 F P N 0.0 F P N

PILLAR ELEMENT LENS
Performance Planning and Commitment

PM-PC-S1.1 PM-PC-S2.1 PM-PC-S3.1 PM-PC-S4.1
The Agency’s individual target-setting process establishes The Agency’s individual target-setting process is guided by The Agency has an individual target-setting process that The Agency has an individual target-setting process that i
success indicators* that are supportive of unit** performance standards agreed upon by establishes agreements on both individual performance linked to Agency strategic planning and target-setting
performance, and discussed and agreed with the managers/supervisors and employees. and competency proficiency targets. process.
employee.
System
F P N 0.0 F x P N 0.5 F P N 0.0 F P N

Target Setting PM-PC-P1.1 PM-PC-P2.1 PM-PC-P3.1 PM-PC-P4.1
The HRMO can describe/explain the individual The managers/supervisors can describe/explain how The top management can explain his/her individual Everyone can explain or cite examples of how his/her
performance target-setting process and how this supports individual performance targets are set guided by performance and competency proficiency targets. individual and unit performance targets contribute to the
unit performance. established performance standards. overall Agency’s performance.
Practice
F x P N 0.5 F P N 0.0 F P N 0.0 F P N
PM-PC-S1.2 PM-PC-S2.2 PM-PC-S3.2 PM-PC-S4.2

The Agency’s standard setting is based on CSC The Agency has a process for establishing/ clarifying The Agency has a process for establishing, calibrating and The Agency has a process for establishing, calibrating and
guidelines. specific performance standards for individual positions vis- reviewing performance standards for all common positions regularly reviewing and updating performance standards
à-vis unit. across different units. for all positions.
System
F P N 0.0 F x P N 0.5 F P N 0.0 F P N

Standard Setting
PM-PC-P1.2 PM-PC-P2.2 PM-PC-P3.2 PM-PC-P4.2
The HRMO can explain Agency guidelines on standard The PMT and managers/supervisors and employees can The top management can describe/explain their Everyone can explain or cite examples of how the use of
setting. describe/explain the process for setting performance involvement in setting performance standards for common performance standards agreed at the beginning of the
standards at the beginning of the performance period. positions in the Agency. performance period has contributed to a shared
understanding of performance expectations.
Practice
F P N 0.0 F x P N 0.5 F P N 0.0 F P N

PILLAR ELEMENT LENS
Performance Monitoring and Coaching

PM-PMC-S1.1 PM-PMC-S2.1 PM-PMC-S3.1 PM-PMC-S4.1
The Agency has tool/s that managers/ supervisors use to The Agency has processes (e.g., periodic review) that The Agency has processes (e.g. periodic review) and tools The Agency has process and tools that are used with the
track individual performance (e.g., CSC sample tools). managers/ supervisors and employees use to track that managers/ supervisor use to track unit performance. performance period to gather feedback on individual and
individual performance. unit performance from internal and external clients.
System
F x P N 0.5 F P N 0.0 F P N 0.0 F P N

Performance Tracking
PM-PMC-P1.1 PM-PMC-P2.1 PM-PMC-P3.1 PM-PMC-P4.1
The HRMO can explain what tool(s) is (are) used to track The managers/supervisors can describe the tools and The top management can explain their involvement in Everyone can explain or cite examples of the positive
individual performance. processes they use to track individual performance. tracking individual and unit performance. outcomes of performance tracking in achieving
performance targets.
Practice
F P N 0.0 F x P N 0.5 F P N 0.0 F P N
PM-PMC-S1.2 PM-PMC-S2.2 PM-PMC-S3.2 PM-PMC-S4.2

Performance feedback is given to employees as need The Agency has performance coaching mechanism that is The Agency’s coaching mechanism is linked to L&D (e.g., The Agency has a process for reviewing and improving
arises (e.g., demonstration of effective or ineffective linked to performance tracking. provision of appropriate interventions during performance monitoring and coaching mechanisms to ensure that these
behaviours). period to support competency development), and R&R support optimum performance of individuals and units.
(e.g., recognizing demonstration of extraordinary
System contribution).
F P N 0.0 F x P N 0.5 F P N 0.0 F P N

Providing Performance
Support PM-PMC-P1.2 PM-PMC-P2.2 PM-PMC-P3.2 PM-PMC-P4.2
The HRMO can describe/ explain the Agency’s The managers/supervisors and employees can explain The top management can explain or cite examples of their Everyone can explain or cite examples of the positive
performance feedback process. how performance coaching is provided to affirm and/or involvement in ensuring that performance tracking and outcomes of providing performance coaching and support
improve performance. coaching data is used as basis for providing L&D and/or for optimum performance of individuals and units.
R&R support to individuals and units within the
Practice performance period.
F x P N 0.5 F P N 0.0 F P N 0.0 F P N

PILLAR ELEMENT LENS
Performance Review and Evaluation
PM-PRE-S1.1 PM-PRE-S2.1 PM-PRE-S3.1 PM-PRE-S4.1
The Agency’s individual performance review and The Agency’s individual performance review and The Agency’s individual performance review and The Agency’s individual performance review and
evaluation process complies with CSC and other relevant evaluation process involves validation of employees’ self- evaluation process includes assessment of individual evaluation process is regularly reviewed and improved to
guidelines. rating by managers/supervisors based on documented performance and proficiency in job-related competencies. ensure that individual performance continues to contribute
accomplishments. Ratings are used as basis for HR decisions (e.g., on to achieving unit and Agency strategic goals
reward and recognition, learning and development,
System promotion, etc.).
Performance Review and F P N 0.0 F x P N 0.5 F P N 0.0 F P N

Evaluation
PM-PRE-P1.1 PM-PRE-P2.1 PM-PRE-P3.1 PM-PRE-P4.1
The HRMO can describe/explain the performance review The managers/supervisors can describe/explain how The top management can explain or cite examples of how Everyone can explain or cite examples of how fair and
and evaluation process done by employees’ immediate individual performance is reviewed and evaluated. performance evaluation results are used in making HR objective assessment of individual performance helps
supervisors. decisions. him/her appreciate individual contribution to achieving uni
and Agency strategic goals.
Practice
x F P N 1.0 F P N 0.0 F P N 0.0 F P N
PM-PRE-S1.2 PM-PRE-S2.2 PM-PRE-S3.2 PM-PRE-S4.2

The Agency’s process for reviewing performance The Agency has a customized process for reviewing The Agency has a process for calibrating performance The Agency regularly reviews and improves the process
assessments complies with CSC guidelines. performance assessments to ensure agreed performance assessments for consistency across similar jobs with for calibrating performance assessments to ensure
standards have been applied. comparable performance measures and targets. objectivity and consistency.
System
x F P N 1.0 F P N 0.0 F P N 0.0 F P N

Calibrating Performance
Assessments PM-PRE-P1.2 PM-PRE-P2.2 PM-PRE-P3.2 PM-PRE-P4.2
The HRMO can describe/explain how performance The PMT and managers/ supervisors can describe/explain The top management can explain or cite examples of their Everyone can explain or cite examples of how the
assessments are reviewed to ensure compliance with CSC how agreed performance standards are applied in involvement in ensuring that uniform performance Agency’s calibration process has ensured the fairness and
guidelines. reviewing individual performance assessments. standards are applied in assessing the performance of objectivity of performance assessments.
employees in similar jobs.
Practice
x F P N 1.0 F P N 0.0 F P N 0.0 F P N
PILLAR ELEMENT LENS

Development Planning
PM-DP-S1.1 PM-DP-S2.1 PM-DP-S3.1 PM-DP-S4.1
Agency uses CSC-prescribed form (e.g., IPCR) to record Agency uses customized planning templates (e.g., Agency has a process/tool for developing and using Agency has a mechanism for reviewing implementation
comments and recommendations on improving employees’ individual development plan) to discuss and document competency-based development plans as input to L&D and evaluating results of development plans to ensure tha
performance based on performance evaluation results and employees’ development areas and to recommend plans. these support overall Agency performance targets.
communicating these to employees. interventions.
System

x F P N 1.0 F P N 0.0 F P N 0.0 F P N
PM-DP-P1.1 PM-DP-P2.1 PM-DP-P3.1 PM-DP-P4.1
The HRMO can describe/explain the process for individual The managers/supervisors can describe/explain how they The top management can describe or cite examples of Everyone can explain or cite examples of improvements
development planning. conduct performance discussions/coaching to involve L&D interventions/ opportunities that have been provided that resulted in the performance of employees and units
employees in preparing their individual development plans. to them to improve or develop competencies needed for due to the implementation of individual development plans
job performance.
Practice

x F P N 1.0 F P N 0.0 F P N 0.0 F P N
Governance
PM-G-C1.1 PM-G-C2.1 PM-G-C3.1 PM-G-C4.1
Refers to PM policies and guidelines issued by CSC, Reviews and refines PM policies and/or policy guidelines Develops PM policies and/or policy guidelines that clearly Leads the proactive review and updating of PM policies
DBM/GCG and other relevant authorities in executing the to meet agency requirements and promote equal define link with other core HRM areas, in collaboration with and processes to respond to changes in the Agency’s
Agency’s PM activities. opportunity principles (e.g., provision of enabling support the PMT, managers/supervisors and top management. strategic goals.
for differently-abled staff to meet targets), in collaboration
with the PMT, managers/supervisors and top
Policy Review and Formulation management.

x F P N 1.0 F P N 0.0 F P N 0.0 F P N
Liaises with CSC and DBM/GCG to ensure that Agency is Tracks and analyses efficiency of PM processes and uses Tracks and analyses effectiveness of PM processes and Leads the evaluation of the PM system, and recommends
updated with PM-related issuances. data to improve or recommend improvements in PM uses data to improve or recommend improvements in PM improvements to ensure continuing alignment and
policies/policy guidelines and their execution, in policies/policy guidelines and their execution, in responsiveness of PM to Agency’s strategic goals.
collaboration with the PMT, managers/ supervisors and top collaboration with the PMT, managers/ supervisors and top
System Review management. management.

F x P N 0.5 F P N 0.0 F P N 0.0 F P N
Uses manual records management to maintain PM data Uses computer-based records and data management Maintains Human Resource Information System that Manages PM module in the Agency’s Enterprise
and documents. system to maintain PM documents. shows link between PM and other core HRM areas Information Management System that links the core HRM
(i.e., RSP, L&D and R&R). areas with other HRM and organizational systems.
Use of Technology

x F P N 1.0 F P N 0.0 F P N 0.0 F P N
Disseminates PM policies and guidelines issued by CSC Updates everyone in the Agency on PM system and Develops and implements a communication plan to Develops and uses information collaterals (e.g.,
and DBM/GCG and other relevant agencies to everyone in processes, and provides system review data to top generate buy-in and engagement of everyone in executing infographics, brochures, handbooks, etc.) to promote
the Agency. management, managers/ supervisors and the PSB. PM programs and processes. consistent application of Agency's PM system and
processes.
Communication
F x P N 0.5 F P N 0.0 F P N 0.0 F P N
PILLAR ELEMENTS
Performance Planning and Commitment

PM-PC-C1.1 PM-PC-C2.1 PM-PC-C3.1 PM-PC-C4.1
Orients everyone on the Agency’s target-setting process. Reviews and analyzes alignment of individual targets with Develops process and guidelines for formulating Leads the review and refinement of target-setting process
unit targets, in collaboration with managers/ supervisors, performance measures and targets, and orients to ensure continuing alignment with Agency’s strategic
and provides recommendations for improvement to managers/ supervisors and PMT. goals.
concerned unit.
Target Setting

F P N 0.0 x F P N 1.0 F P N 0.0 F P N
PM-PC-C1.2 PM-PC-C2.2 PM-PC-C3.2 PM-PC-C4.2
Collaborates with PMT and managers/supervisors in Reviews and analyzes performance standards, in Develops process and guidelines for establishing and Leads the review and refinement of the process for
developing performance standards. collaboration with managers/ supervisors, and provides calibrating performance standards, and orients managers/ establishing and calibrating performance standards.
recommendations for improvement to concerned unit. supervisors and PMT.
Standard Setting

F P N 0.0 F x P N 0.5 F P N 0.0 F P N
PILLAR ELEMENTS
Performance Monitoring and Coaching

PM-PMC-C1.1 PM-PMC-C2.1 PM-PMC-C3.1 PM-PMC-C4.1
Provides managers/ supervisors with existing tool/s for use Develops individual and unit performance tracking tools Monitors application of performance tracking tools and Develops and uses tools and processes to gather
in tracking individual performance. and processes, and orients managers/supervisors and processes, and provides assistance to managers/ feedback on individual and team performance from interna
employees on their use. supervisors on their use. and external clients, in collaboration with managers/
supervisors.
Performance Tracking

F P x N 0.0 F P N 0.0 F P N 0.0 F P N
PM-PMC-C1.2 PM-PMC-C2.2 PM-PMC-C3.2 PM-PMC-C4.2
Disseminates existing guidelines on providing performance Adopts performance coaching framework and develops Monitors application of performance coaching framework Develops and implements strategies to institutionalize
feedback to managers/supervisors. tools (e.g., coaching guide or template) and orients and tools, and collaborates with managers/supervisors in coaching and other forms of purposive conversations (e.g
managers/ supervisors on its application. providing appropriate L&D or R&R support. brown bag meetings, etc.) to support optimum
performance of individuals and units.
Providing Performance Support

F x P N 0.5 F P N 0.0 F P N 0.0 F P N
PILLAR ELEMENTS
Performance Review and Evaluation

PM-PRE-C1.1 PM-PRE-C2.1 PM-PRE-C3.1 PM-PRE-C4.1
Orients everyone on CSC policies and guidelines on Monitors the alignment of individual and unit performance Develops and applies guidelines and processes for using Leads the proactive review of the individual performance
performance review and evaluation, including how to assessment, in collaboration with PMT and managers/ performance management assessment in making HR assessment process to strengthen alignment with and
accomplish prescribed forms. supervisors, and provides recommendations for decisions, e.g., on reward and recognition, learning and sustain contribution to unit and Agency performance.
improvement. development, promotion, and others.
Managing Performance Review and
Evaluation Process

x F P N 1.0 F P N 0.0 F P N 0.0 F P N
PM-PRE-C1.2 PM-PRE-C2.2 PM-PRE-C3.2 PM-PRE-C4.2
Orients everyone on CSC and other relevant policies and Monitors consistency in application of policies and Develops and applies guidelines and processes for Leads the proactive review of processes for calibrating
guidelines on calibrating performance assessments guidelines in the process for calibrating performance calibrating performance assessments, in collaboration with performance assessments to ensure continued fairness
assessments, in collaboration with the PMT, and provides the PMT. and objectivity.
recommendations for improvement.
Assessments
Assessments
F x P N 0.5 F P N 0.0 F P N 0.0 F P N
PILLAR ELEMENTS
PM-DP-C1.1 PM-DP-C2.1 PM-DP-C3.1 PM-DP-C4.1
Orients everyone on the use of CSC-prescribed form Develops customized planning templates for documenting Develops tool and processes for formulating competency- Leads the review and refinement of development planning
(e.g., IPCR) in recording comments and recommendations comments and recommendations on employee’s based development plans. tools and processes to ensure that these support
to improve employee performance. development areas and recommended interventions. employee and unit performance.
Designing Development Planning

Tools and Processes

x F P N 1.0 F P N 0.0 F P N 0.0 F P N
PM-DP-C1.2 PM-DP-C2.2 PM-DP-C3.2 PM-DP-C4.2
Monitors compliance of and assists managers/ supervisors Develops and implements customized guidelines in Consolidates and analyses development plans and uses Promotes self-directed development planning among
in using CSC-prescribed form to record comments and development planning, and monitors application of results as input to L&D plan development, in collaboration employees and managers/supervisors through learning
recommendations to improve employee performance. managers/supervisors and employees. with managers/supervisors (and other HR units, if sessions, infographics, posting of resources in bulletin
applicable). boards/Agency website, etc.
Facilitating Development Planning

F P x N 0.0 F P N 0.0 F P N 0.0 F P N
CE MANAGEMENT SYSTEM
LEVEL 4 - STRATEGIC
AND PRACTICE LENS

Governance
PM-G-S4.1
The Agency has PM policy and processes that are
proactively reviewed and updated to respond to changes in
the Agency’s strategic goals.
Score
0.0
PM-G-P4.1
Everyone can describe/explain how the Agency’s PM
policies and processes address changes in the Agency’s
strategic goals.
Score
0.0
PM-G-S4.2
The Agency has PMT that collaborates with top
management, managers/supervisors and HRMO in
proactively reviewing and updating PM system to respond
to changes in the Agency’s strategic goals.
Score
0.0
PM-G-P4.2
Everyone can explain or cite examples of how the
Agency’s PM processes enable him/her to contribute to
achieving the Agency’s strategic goals.
Score
0.0
PM-G-S4.3
The Agency uses PM- generated data to evaluate overall
PM function, and make strategic decisions to ensure
continuing alignment and responsiveness of PM to its
strategic goals.
Score
0.0
PM-G-P4.3
Everyone can describe/explain how the Agency uses PM-
generated data to evaluate PM system and make strategic
decisions to ensure continuing alignment and
responsiveness of PM to its strategic goals.
Score
0.0
PM-G-S4.4
The Agency has an enterprise Information Management
System that links the core HRM areas with other HR and
Score
0.0
PM-G-P4.4
Everyone can describe/explain how the Agency’s
Enterprise Information System links the core HRM areas
with other HRM and organizational systems.
Score
0.0
PM-G-S4.5
• Historical data on efficiency and effectiveness of PM
system
• PM policy and process flow linked to other HRM and
Score
0.0
PM-G-P4.5
documentation/records on the efficiency and effectiveness
of PM.
Score
0.0
Gaps:
Planning and Commitment
PM-PC-S4.1
The Agency has an individual target-setting process that is
linked to Agency strategic planning and target-setting
process.
Score
0.0
PM-PC-P4.1
Everyone can explain or cite examples of how his/her
individual and unit performance targets contribute to the
overall Agency’s performance.
Score
0.0
PM-PC-S4.2
The Agency has a process for establishing, calibrating and
regularly reviewing and updating performance standards
for all positions.
Score
0.0
PM-PC-P4.2
Everyone can explain or cite examples of how the use of
performance standards agreed at the beginning of the
performance period has contributed to a shared
understanding of performance expectations.
Score
0.0
Gaps:
Monitoring and Coaching
PM-PMC-S4.1
The Agency has process and tools that are used with the
performance period to gather feedback on individual and
unit performance from internal and external clients.
Score
0.0
PM-PMC-P4.1
Everyone can explain or cite examples of the positive
outcomes of performance tracking in achieving
performance targets.
Score
0.0
PM-PMC-S4.2
The Agency has a process for reviewing and improving
monitoring and coaching mechanisms to ensure that these
support optimum performance of individuals and units.
Score
0.0
PM-PMC-P4.2
Everyone can explain or cite examples of the positive
outcomes of providing performance coaching and support
for optimum performance of individuals and units.
Score
0.0
Gaps:
e Review and Evaluation
PM-PRE-S4.1
The Agency’s individual performance review and
evaluation process is regularly reviewed and improved to
ensure that individual performance continues to contribute
to achieving unit and Agency strategic goals
Score
0.0
PM-PRE-P4.1
Everyone can explain or cite examples of how fair and
objective assessment of individual performance helps
him/her appreciate individual contribution to achieving unit
and Agency strategic goals.
Score
0.0
PM-PRE-S4.2
The Agency regularly reviews and improves the process
for calibrating performance assessments to ensure
objectivity and consistency.
Score
0.0
PM-PRE-P4.2
Everyone can explain or cite examples of how the
Agency’s calibration process has ensured the fairness and
objectivity of performance assessments.
Score
0.0
Gaps:
opment Planning
PM-DP-S4.1
Agency has a mechanism for reviewing implementation
and evaluating results of development plans to ensure that
these support overall Agency performance targets.
Score
0.0
PM-DP-P4.1
Everyone can explain or cite examples of improvements
that resulted in the performance of employees and units
due to the implementation of individual development plans.
Score
0.0
Gaps:
LEVEL 4 - SUPERIOR
COMPETENCY LENS
Governance
PM-G-C4.1
Leads the proactive review and updating of PM policies
and processes to respond to changes in the Agency’s
strategic goals.
Score
0.0
PM-G-C4.2
Leads the evaluation of the PM system, and recommends
improvements to ensure continuing alignment and
responsiveness of PM to Agency’s strategic goals.
Score
0.0
PM-G-C4.3
Manages PM module in the Agency’s Enterprise
Information Management System that links the core HRM
areas with other HRM and organizational systems.
Score
0.0
PM-G-C4.4
Develops and uses information collaterals (e.g.,
infographics, brochures, handbooks, etc.) to promote
consistent application of Agency's PM system and
processes.
Score
0.0
Gaps:
Planning and Commitment
PM-PC-C4.1
Leads the review and refinement of target-setting process
to ensure continuing alignment with Agency’s strategic
goals.
Score
0.0
PM-PC-C4.2
Leads the review and refinement of the process for
establishing and calibrating performance standards.
Score
0.0
Gaps:
Monitoring and Coaching
PM-PMC-C4.1
Develops and uses tools and processes to gather
feedback on individual and team performance from internal
and external clients, in collaboration with managers/
supervisors.
Score
0.0
PM-PMC-C4.2
Develops and implements strategies to institutionalize
coaching and other forms of purposive conversations (e.g.,
brown bag meetings, etc.) to support optimum
performance of individuals and units.
Score
0.0
Gaps:
e Review and Evaluation

PM-PRE-C4.1
Leads the proactive review of the individual performance
assessment process to strengthen alignment with and
sustain contribution to unit and Agency performance.
Score
0.0
PM-PRE-C4.2
Leads the proactive review of processes for calibrating
performance assessments to ensure continued fairness
and objectivity.
Score
0.0
Gaps:
opment Planning
PM-DP-C4.1
Leads the review and refinement of development planning
tools and processes to ensure that these support
employee and unit performance.
Score
0.0
PM-DP-C4.2
Promotes self-directed development planning among
employees and managers/supervisors through learning
sessions, infographics, posting of resources in bulletin
boards/Agency website, etc.
Score
0.0
Gaps:
REWARDS AND RECOGNITION

Governance
R&R-G-S1.1 R&R-G-S2.1 R&R-G-S3.1 R&R-G-S4.1
The Agency’s R&R policies and processes comply with R&R The Agency’s R&R policies and/or processes are customized The Agency’s R&R policies and processes clearly define link The Agency’s R&R policies and processes are proactively
policies and guidelines issued by CSC and other relevant to Agency’s requirements, and include specific guidelines in with other core HRM areas (i.e., RSP, L&D and PM). reviewed and updated to respond to changes in the Agen
authorities. the application of EOP. strategic goals.
System

F P N 0.0 x F P N 1.0 F P N 0.0 F P N
Policy
R&R-G-P1.1 R&R-G-P2.1 R&R-G-P3.1 R&R-G-P4.1
The HRMO can describe/explain how the Agency’s R&R The R&R Committee and managers/supervisors can The top management can describe/explain their involvement Everyone can describe/explain how the Agency’s R&R
policies and processes comply with policies and guidelines describe/explain how Agency’s R&R policies and processes in linking the Agency’s R&R policies and processes with policies and processes support the Agency’s strategic go
issued by CSC and other relevant authorities. meet the Agency’s needs. other core HRM areas.
Practice
F P N 0.0 x F P N 1.0 F P N 0.0 F P N
The Agency has an R&R Committee that is constituted and The Agency has an R&R Committee that performs additional The Agency has an R&R Committee that collaborates with The Agency has an R&R Committee that collaborates wit
performs functions and responsibilities according to CSC functions to address specific R&R needs (e.g., develops HRMO, managers/supervisors and other HR bodies in top management, managers/supervisors and HRMO in
policy. customized R&R programs and guidelines). strengthening link between R&R and other core HRM areas. proactively reviewing and updating R&R system to respon
changes in the Agency’s strategic goals.
System
F P N 0.0 x F P N 1.0 F P N 0.0 F P N
Structure and Roles R&R-G-P1.2 R&R-G-P2.2 R&R-G-P3.2 R&R-G-P4.2
The HRMO can describe/explain the R&R Committee’s role The R&R Committee and managers/supervisors can The top management can cite examples of how they have Everyone can describe/explain how the Agency’s R&R
in the Agency’s R&R process. describe/explain the functions of the committee and how it used information generated by other core HRM areas in program and processes motivated him/her to contribute to
evaluates to ensure selection of qualified making R&R decisions (e.g., performance data), or how they achieving the Agency’s vision, mission and values.
candidates/nominees to the agency’s R&R program. have used R&R-generated information in making decisions
Practice in other core HRM areas.

F P N 0.0 x F P N 1.0 F P N 0.0 F P N
The Agency relies on CSC feedback on its compliance with The Agency tracks the efficiency of R&R processes and uses The Agency tracks the effectiveness of R&R processes and The Agency uses R&R- generated data to evaluate R&R
R&R policy. data to improve system: uses data to improve system: function, and make strategic decisions to ensure continui
• Annual R&R budget utilization vis-à-vis R&R implemented • Types of programs that reward performance, innovative alignment and responsiveness of R&R to its strategic goa
programs ideas and exemplary behavior
• Types of monetary and non-monetary programs
• Timeliness of R&R programs (planned and “on-the-spot”)*
• Demographics (e.g., gender, position, disabilities, etc.) of
System awardees

Review Mechanisms
F P N 0.0 x F P N 1.0 F P N 0.0 F P N
Review Mechanisms

The HRMO can explain how the Agency gets CSC feedback The R&R Committee and managers/supervisors can The top management can describe/explain how the Agency Everyone can describe/explain how the Agency uses RSP
on its compliance with R&R policy. describe/explain how the Agency tracks the efficiency of R&R tracks the effectiveness of R&R processes, and uses data to generated data to evaluate RSP system and make strate
processes, and uses data to improve system. improve system. decisions to ensure continuing alignment and responsiven
of R&R to its strategic goals.
Practice

F P N 0.0 x F P N 1.0 F P N 0.0 F P N
The Agency uses manual records management to maintain The Agency uses a computer-based system to maintain R&R The Agency maintains Human Resource Information System The Agency has an Enterprise Information Management
R&R data and documents. documents. that shows link between R&R and other core HRM areas System that links the core HRM areas with other HRM an
(i.e., L&D and PMS). organizational systems (e.g. benefits, loans, payroll, etc.)
System
(Use of
Technology)
F P N 0.0 x F P N 1.0 F P N 0.0 F P N
The HRMO can describe/explain the technology used to The R&R Committee and managers/supervisors can The top management can explain how the Agency Human Everyone can describe/explain how the Agency’s Enterpr
maintain R&R data and documents. describe/explain the computer-based system used to Resource Information System links R&R and other core Information System links the core HRM areas with other H
maintain R&R data and documents. HRM areas. and organizational systems.
Practice
(Use of
Technology)
F P N 0.0 x F P N 1.0 F P N 0.0 F P N
Information and R&R-G-S1.5 R&R-G-S2.5 R&R-G-S3.5 R&R-G-S4.5

The Agency maintains and has ready access to all data and The Agency maintains documentation and records on: The Agency maintains documentation and records on: The Agency maintains documentation and records on:
Communication documentary requirements based on CSC and other • R&R process flow • System review data on R&R effectiveness • Historical data on efficiency and effectiveness of R&R
relevant issuances. • System review data on R&R efficiency • R&R policy and process flow showing link to other core HR system
System • System implementation (e.g., R&R Committee minutes) areas • R&R policy and process flow to other HRM and
(Database organizational systems
Content)
F P N 0.0 x F P N 1.0 F P N 0.0 F P N
The HRMO can describe/explain that the agency maintains The R&R Committee and managers/supervisors can The top management can describe/explain how they can Everyone can describe/explain the benefits of maintaining
and has ready access to data and documentary describe/explain that the agency maintains documentation participate in providing inputs and accessing data in the documentation/records on the efficiency and effectivenes
requirements based on CSC and other relevant issuances. and records on: system. R&R.
• R&R process flow
Practice • System review data on R&R efficiency
• System implementation (e.g., PRAISE minutes of meetings
(Database deliberations, comparative assessment data, selection
Content) criteria, etc.)

F P N 0.0 x F P N 1.0 F P N 0.0 F P N
PILLAR ELEMENT LENS
Planning
R&R-P-S1.1 R&R-P-S2.1 R&R-P-S3.1 R&R-P-S4.1
The Agency maintains list of Agency’s R&R programs. The Agency has customized annual R&R plans and The Agency’s R&R plans and programs are linked to other The Agency’s R&R plans and programs are directly linked
programs, which indicates budget for each program/ activity. core HRM areas, and the Agency’s mid-term (2-3 years) Agency’s strategic long-term (over 3 years) plan.
plan.
System
F P N 0.0 x F P N 1.0 F P N 0.0 F P N
R&R-P-P1.1 R&R-P-P2.1 R&R-P-P3.1 R&R-P-P4.1
The HRMO can describe/explain the Agency’s R&R The R&R Committee and managers/supervisors can The top management can describe/explain their involvement Everyone can explain/ cite examples of how the Agency’s
programs. describe/explain the Agency’s annual R&R plans and in developing the Agency’s R&R plans and programs. R&R plans and programs are aligned with and contribute
programs. achieving the Agency’s strategic goals.
Practice

0 F 0 P 0 N 0.0 x F 0 P 0 N 1.0 0 F 0 P 0 N 0.0 0 F 0 P 0 N
Planning R&R-P-S1.2 R&R-P-S2.2 R&R-P-S3.2 R&R-P-S4.2
The Agency’s R&R programs recognize employee’s loyalty The Agency’s R&R programs include planned and “on-the- The Agency has institutionalized non-monetary R&R The Agency has a process for reviewing R&R programs t
and outstanding performance. spot” incentives and recognition (both monetary and non- programs (e.g., flexi-time, professional development, etc.) ensure that these continually support achievement of
monetary) for innovative ideas and exemplary behavior of that encourage and recognize outstanding performance, strategic goals and performance objectives, and meet
employees. innovative ideas and exemplary behavior. employees’ recognition and motivational needs.
System

F P N 0.0 x F P N 1.0 F P N 0.0 F P N
R&R-P-P1.2 R&R-P-P2.2 R&R-P-P3.2 R&R-P-P4.2
The HRMO can describe/explain R&R programs that The R&R Committee and managers/supervisors can cite The top management can describe/explain their involvement Everyone can describe/explain how Agency’s R&R progra
recognize loyalty and outstanding performance. examples of planned and “on-the-spot” incentives and in developing and institutionalizing non-monetary R&R have supported achievement of strategic goals.
recognition programs that recognize ideas, suggestions or programs to encourage and recognize outstanding
inventions, and exemplary behavior. performance, innovative ideas and exemplary behavior.
Practice

0 F 0 P 0 N 0.0 x F P 0 N 1.0 0 F 0 P 0 N 0.0 0 F 0 P 0 N
PILLAR ELEMENT LENS
Implementation
R&R-I-S1.1 R&R-I-S2.1 R&R-I-S3.1 R&R-I-S4.1
The Agency has screening and selection criteria and The Agency’s screening and selection criteria and processes The Agency’s R&R screening and selection criteria and The Agency’s R&R screening and selection criteria and
processes to select employees for rewards and recognition for customized R&R programs apply to all employees, processes are linked to other core HRM areas (e.g., use of processes are regularly reviewed and improved to ensure
based on CSC policies and guidelines. consistent with equal opportunity principles. performance data), and/or external sources (e.g., feedback consistency, fairness and objectivity in selection decisions
from clients/community).
System
R&R Screening and

Selection Criteria and
Processes
System
R&R Screening and F P N 0.0 x F P N 1.0 F P N 0.0 F P N

Selection Criteria and R&R-I-P1.1 R&R-I-P2.1 R&R-I-P3.1 R&R-I-P4.1
Processes The HRMO can describe/explain how nominees for rewards The R&R Committee and managers/supervisors can The top management can describe/explain how they are Everyone can describe, explain or cite examples of how t
and recognition are identified, screened and selected. describe/explain their role in identifying, screening and involved in identifying, screening and selecting employees Agency recognizes and values exemplary behavior,
selecting nominees for rewards and recognition. for rewards and recognition. outstanding performance and contribution to the unit and
Practice

F P N 0.0 x F P N 1.0 F P N 0.0 F P N
Governance
R&R-G-C1.1 R&R-G-C1.2 R&R-G-C3.1 R&R-G-C4.1
Refers to R&R policies and guidelines issued by CSC and Reviews and refines R&R policies, policy guidelines and/or Develops customized R&R policies and/or policy guidelines Leads the proactive review and updating of R&R policies
other relevant authorities in executing the Agency’s R&R processes to meet agency requirements and promote equal that clearly define link with other core HRM areas, in processes to respond to changes in the Agency’s strateg
activities. opportunity principles in collaboration with the R&R collaboration with the R&R Committee, goals.
Committee, managers/supervisors and top management. managers/supervisors and top management
Policy Review and Formulation
F P N 0.0 x F P N 1.0 F P N 0.0 F P N
Liaises with CSC and DBM/GCG to ensure that Agency is Tracks and analyses efficiency of R&R processes and uses Tracks and analyses effectiveness of R&R processes and Leads the evaluation of the R&R function, and recommen
updated with R&R-related issuances. data to improve or recommend improvements in R&R uses data to improve or recommend improvements in R&R system improvements to ensure continuing alignment and
policies/policy guidelines and their execution, in collaboration policies/policy guidelines and their execution, in collaboration responsiveness of R&R to Agency’s strategic goals.
with the R&R Committee, managers/ supervisors and top with the R&R Committee, managers/ supervisors and top
System Review management. management.

F P N 0.0 x F P N 1.0 F P N 0.0 F P N
Uses manual records management to maintain R&R data Uses computer-based records and data management system Maintains Human Resource Information System that shows Manages R&R module in the Agency’s Enterprise Informa
and documents. to maintain R&R documents. link between R&R and other core HRM areas (i.e., PM and Management System that links the core HR areas with ot
L&D). HRM and organizational systems.
Use of Technology
F P N 0.0 x F P N 1.0 F P N 0.0 F P N
Disseminates R&R policies and guidelines issued by CSC Updates everyone in the Agency on R&R policies, processes Develops and implements a communication plan to generate Develops and uses information collaterals (e.g., infograph
and other relevant agencies to everyone in the Agency. and programs, and provides system review data on to top buy-in and engagement of everyone in executing R&R brochures, handbooks, etc.) to promote consistent
management, managers/ supervisors and the R&R policies, programs and processes. application/execution of Agency R&R policies, processes
Committee. programs.
Communication
F P N 0.0 x F P N 1.0 F P N 0.0 F P N
PILLAR ELEMENTS
Planning
R&R-P-C1.1 R&R-P-C2.1 R&R-P-C3.1 R&R-P-C4.1
Maintains and updates list of R&R programs that are aligned Develops customized annual R&R plan and programs, which Develops R&R plan and programs that are linked to other Develops R&R plan and programs that are aligned with
with CSC policy guidelines. indicates budget for each program/activity, in collaboration core HRM areas (e.g., PM) and aligned with Agency’s mid- Agency’s long-term (over 3 years) plan, in collaboration w
with R&R Committee and managers/ supervisors. term (2-3 years) plan, in collaboration with top management, top management, R&R Committee and
R&R Committee and managers/ managers/supervisors.
supervisors.

F P N 0.0 F x P N 0.5 F P N 0.0 F P N
R&R Planning R&R-P-C1.2 R&R-P-C2.2 R&R-P-C3.2 R&R-P-C4.2
Develops R&R programs that recognize employee’s loyalty Develops scheduled and “on-the-spot” monetary and non- Develops institutionalized non-monetary R&R programs Leads review of R&R programs to ensure that these
and outstanding performance. monetary rewards and recognition for innovative ideas and (e.g., flexi-time, professional development, etc.) that continually support achievement of strategic goals and
exemplary behavior, in collaboration with R&R Committee encourage and recognize outstanding performance, performance objectives.
and managers/supervisors. innovative ideas and exemplary behavior, in collaboration
with R&R Committee and managers/supervisors.

x F P N 1.0 x F P N 1.0 F P N 0.0 F P N
PILLAR ELEMENTS
Implementation
R&R-I-C1.1 R&R-I-C2.1 R&R-I-C3.1 R&R-I-C4.1
Maintains records of, and orients all employees on Collaborates with the R&R Committee in developing Develops R&R screening and selection criteria and Leads the proactive review of R&R screening and selectio
screening and selection criteria and processes for the screening and selection criteria and processes for the processes that take into account inputs from other HRM criteria and processes to ensure consistency, fairness an
Agency’s R&R programs. Agency’s customized R&R programs. areas and external sources (e.g., feedback from external objectivity in R&R decisions.
clients/ community), in collaboration with R&R Committee.
Development of R&R Screening and
Selection Criteria and Processes
Development of R&R Screening and
Selection Criteria and Processes
x F P N 1.0 F P N 0.0 F P N 0.0 F P N
S AND RECOGNITION
LEVEL 4 - STRATEGIC
AND PRACTICE LENS

Governance
R&R-G-S4.1
The Agency’s R&R policies and processes are proactively
reviewed and updated to respond to changes in the Agency’s
strategic goals.
Score
0.0
R&R-G-P4.1
Everyone can describe/explain how the Agency’s R&R
policies and processes support the Agency’s strategic goals.
Score
0.0
R&R-G-S4.2
The Agency has an R&R Committee that collaborates with
top management, managers/supervisors and HRMO in
proactively reviewing and updating R&R system to respond to
changes in the Agency’s strategic goals.
Score
0.0
R&R-G-P4.2
Everyone can describe/explain how the Agency’s R&R
program and processes motivated him/her to contribute to
achieving the Agency’s vision, mission and values.
Score
0.0
R&R-G-S4.3
The Agency uses R&R- generated data to evaluate R&R
function, and make strategic decisions to ensure continuing
alignment and responsiveness of R&R to its strategic goals.
Score
0.0
R&R-G-P4.3
Everyone can describe/explain how the Agency uses RSP-
generated data to evaluate RSP system and make strategic
decisions to ensure continuing alignment and responsiveness
of R&R to its strategic goals.
Score
0.0
R&R-G-S4.4
The Agency has an Enterprise Information Management
System that links the core HRM areas with other HRM and
Score
0.0
R&R-G-P4.4
Everyone can describe/explain how the Agency’s Enterprise
Information System links the core HRM areas with other HRM
and organizational systems.
Score
0.0
R&R-G-S4.5
• Historical data on efficiency and effectiveness of R&R
system
• R&R policy and process flow to other HRM and
Score
0.0
R&R-G-P4.5
documentation/records on the efficiency and effectiveness of
R&R.
Score
0.0
Gaps:
Planning
R&R-P-S4.1
The Agency’s R&R plans and programs are directly linked to
Agency’s strategic long-term (over 3 years) plan.
Score
0.0
R&R-P-P4.1
Everyone can explain/ cite examples of how the Agency’s
R&R plans and programs are aligned with and contribute to
achieving the Agency’s strategic goals.
Score
0.0
R&R-P-S4.2
The Agency has a process for reviewing R&R programs to
ensure that these continually support achievement of
strategic goals and performance objectives, and meet
employees’ recognition and motivational needs.
Score
0.0
R&R-P-P4.2
Everyone can describe/explain how Agency’s R&R programs
have supported achievement of strategic goals.
Score
0.0
Gaps:
plementation
R&R-I-S4.1
The Agency’s R&R screening and selection criteria and
processes are regularly reviewed and improved to ensure
consistency, fairness and objectivity in selection decisions.
Score
0.0
R&R-I-P4.1
Agency recognizes and values exemplary behavior,
outstanding performance and contribution to the unit and
Score
0.0
Gaps:
LEVEL 4 - SUPERIOR
COMPETENCY LENS
Governance
R&R-G-C4.1
Leads the proactive review and updating of R&R policies and
processes to respond to changes in the Agency’s strategic
goals.
Score
0.0
R&R-G-C4.2
Leads the evaluation of the R&R function, and recommends
system improvements to ensure continuing alignment and
responsiveness of R&R to Agency’s strategic goals.
Score
0.0
R&R-G-C4.3
Manages R&R module in the Agency’s Enterprise Information
Management System that links the core HR areas with other
HRM and organizational systems.
Score
0.0
R&R-G-C4.4
Develops and uses information collaterals (e.g., infographics,
brochures, handbooks, etc.) to promote consistent
application/execution of Agency R&R policies, processes and
programs.
Score
0.0
Gaps:
Planning
R&R-P-C4.1
Develops R&R plan and programs that are aligned with
Agency’s long-term (over 3 years) plan, in collaboration with
top management, R&R Committee and
managers/supervisors.
Score
0.0
R&R-P-C4.2
Leads review of R&R programs to ensure that these
continually support achievement of strategic goals and
performance objectives.
Score
0.0
Gaps:
plementation
R&R-I-C4.1
Leads the proactive review of R&R screening and selection
criteria and processes to ensure consistency, fairness and
objectivity in R&R decisions.
Score
0.0
Gaps:
PRIME-HRM ASSESSMENT HR RECORDS-LEAVE BENEFIT ENTITLEMENTS Annex C
INSTRUCTION: Please validate and check or click "Yes" or "No" if the following item/s under each aspect of the assessment is/are updated and
existing. 100% complete records shall constitute "Complete & Updated". If the said item/concern cannot be directly responded by either "Yes" or "No",
please note important details relative to the item on the Remarks column.
Records are Complete and

Leave Benefit Entitlements Item Descriptions / Specific Instructions / Assessment Guide Document/ Evidence Requirements
Updated
▪Vacation Leave Application for leave filed five (5) days in advance Leave Forms YES
Application for leave filed immediately upon return to work; approval is Leave Forms; Medical Certificate if leave
▪Sick Leave YES
mandatory is more than 5 days
Agency has staggered schedule dof mandatory five-day vacation

Schedule of forced leave; employee leave
(forced) leave; Forced leave taken posted in the employees leave
▪Forced Leave card; duly approved leave forms; YES
card; Forced leave not taken due to exigency of service not deducted
disapproved leave forms
from the employees leave credits
Employees are allowed to avail of 3-day privilege leave; no proof

▪Special Privilege Leave Approved application for leave YES
required
Employees are allowed to monetize at least 10 days if qualified; At

least five (5) days are retained after monetization; Budget for the Application for monetization; buget
▪Monetization of Leave Credits YES
monetization of leave credits is charged to savings in Personal reports; certified accounting reports
Services
Cross reference with 201 file, check for solo parents; Employees are
▪Implementation of the Guidelines on the aware of the guidelines and process of the availment of parental leave;
Grant of Parental Leave to Solo Parents Availment of parental leave is supported by Solo Parent Identifcation
Approved application for leave; Office
(CSC MC No. 8, s. 2004 dated March 24, Card and birth certificate of the child/children or other requirements, YES
Memorandum; Solo Parent ID Card
2004, under RA 8972 – Solo Parents such as medical certificate, if necessary; Interview solo parents and
Welfare Act of 2000) ask to articulate the guidelines of parental leave; cross reference files
to show proof of availament
Updated
▪Implementation of the Guidelines on the Female employee, regardless of civil and employment status, who is a
Availment of the Ten-Day Leave CSC victim of violence is allowed to avail of the ten-day leave; emale
Resolution No. 051206, under RA 9262 employee, regardless of civil and employment status, whose child
Application for leave; Interviews; Police
also known as Anti-Violence Against below 18 or above 18 but unable to take care of oneself is a victim of
Report
Women and their Children Act of 2004 violence is allowed to avail of the ten-day leave; Availment of ten-day
(CSC MC No. 15, s. 2006 dated July 28, leave is supported by Barangay Protection Order (BPO) or Temporary
2006) Permanent Protection Order (TPO/PPO) obtained from the court
Female employee, regardless of age and civil status, who availed of

▪Implementation of the Guidelines on the
the special leave has rendered at least six (6) months aggregate
Grant of the Special Leave Benefits under Service Record; Medical Records per
government service for the last 12 months prior to undergoing
the Magna Carta of Women (RA 9710) circular; Office Memorandum; checklist
gynecological surgery; Application for special leave is supported by
(CSC MC no. 25, s. 2010 dated with Interview; Application for leave
medical certificate filled out and signed by proper medical authorities,
December 1, 2010)
e.g., attending surgeon
Application for leave; Declaration from

▪Special Leave (Calamity Leave) There is a declaration of calamity in the area YES
NDRRMC, LGUs concerned
Married male employees are allowed to avail of paternity leave of Application for leave; birth certificate;
▪Paternity Leave YES
seven (7) days for a maximum of four deliveries Marriage Certificate
Agency female employees are allowed to avail of maternity leave of Application for Leave
▪Maternity Leave sixty (60) calendar days will full pay; Computations, requirements and Leave Records; Interview; Disbursement YES
policies of maternity leave are strictly followed and implemented Vouchers
Selection of study leave beneficiary is based on the requirements

▪Study Leave Employee profile YES
provided in Item II, Sec. 68 of the Omnibus Rules on Leave
Updated
Application for rehabilitation privilege is made through a letter,

supported by police report, if any , and medical certificate on the
▪Rehabilitation Privilege Letter; Medical Certificate
nature of the injuries, the course of treatment involved and the need to
undergo rest, recuperation and rehabilitation, as the case may be.
Employees are allowed to avail of the CTO; COCs are NOT used to
▪Compensatory Time-Off in lieu of offset undertimes/tardiness incurred by employees during regular Employee leave card; monthly report on
YES
Overtime Pay working days; COCs are NOT added to the regular leave credits of the availment; COC
employees.
Section 5 - HR RECORDS MANAGEMENT & OTHER HR PROGRAMS Annex A
1. Please select "Yes" or "No" on the drop down menu in each assessment box.
2. Using the sampling table provided, assessment shall cover both the permanent documents and the reference documents.
I. HUMAN RESOURCE RECORDS MANAGEMENT

CSCRO Findings/Comments
Document is Complete & (Please provide significant findings that would support recommendations.
Records to be verified Updated Use additional sheet/s if necessary. Findings should be in bullet form.)
1. 201 Files (Per CSC MC No. 8, s. 2007) Please refer to checklist for list of items
that must be verified. All items in the HR Record Checklist must be a "Yes" before this YES
can be confirmed as a "Yes"
2. Plantilla of Personnel YES
3. Service Records YES
4. Leave Records YES
5. Attendance Records YES
6. Reports on Appointments Issued (for accredited agencies) YES
II. ORGANIZATIONAL PROFILE
Document is Available &
Documents to be Checked & Verified Posted
1. Organization Profile
▪Agency Mandate, Vision, Mission and Strategic Goals YES
▪Organizational Chart YES
▪Functional Chart NO
Other Documents to be Checked & Verified Complete & Updated

2. Policies, Rules and Regulations
▪CSC Law and rules, memorandum circulars YES
▪Agency HR policies and procedures YES
▪DBM/COA/ Other agency policies YES
III. HEALTH AND WELLNESS
Policies implemented by
Policies to be verified Agency
1. Physical Fitness Program (CSC MC No. 6, s. 1995 ,CSC MC No. 8, s. 2011 YES
dated March 7, 2011)
2. Policy on Working Conditions at the Workplace (CSC MC No. 33, s. 1997) YES
3. Smoking prohibition based on 100% smoke-free environment policy (CSC MC No. YES
17, s. 2009)
4. Drug free workplace in the bureaucracy (CSC MC No. 13, s.2010) YES
IV. EMPLOYEE WELFARE

Policies Implemented by
Policies to be verified Agency
1. System to Address Grievance/Issues in the Agency YES
2. Grant of Step Increment (NOSI) YES
3. Grant of Loyalty Incentive under PRAISE (CSC MC No. 3, s. 2001) YES
4. Entitlement to Leave Benefits YES
5. Registered Employees Association (if any) YES
6. Accredited Employees Association (if any) NO
7. Agency's Collective Negotiation Agreement (if any) YES
V. EMPLOYEE DISCIPLINE
Policies implemented by
Policies to be verified agency
1. Adoption of the Revised Rules on Administrative Cases In the Civil Service YES
(RRACCS)
2. Implementation of RA 6713 YES
3. Observance of Government Working Hours YES
4. Implementation of RA 9485 (Anti-Red Tape Act)- including the Citizen's Charter YES
5. Protection of the Bureaucracy Against Tobacco Industry Interference (CSC-DOH
NO
JMC No. 2010-01)
PRIME-HRM ASSESSMENT CHECKLIST with KEY INDICATORS Annex B
GENERAL INSTRUCTION: Please check or click "Yes" or "No" if the following item/s under each aspect of the assessment is/are existing. If the said item/concern cannot be directly responded by either Yes or No, please note important details relative to the
item on the Remarks column. If there are more than 10 employees in the sampling, please copy this worksheet to another tab, enter the next set of employee names and repeat the process.
I. Human Resource Records Management
A. Human Resource Records
1. 201 Files
a. b. c. d. e. f. g. h. i. j. k. l. m. n. o. p q.
Medical
Certificate
(CSC Form
Appointment Assumption to Oath of Office Personal Data Position Certificate of Designation Statement of Notices of 211) NBI Clearance School Marriage Certificate of Clearance from Commendations/ Contract of
Name and Position of (CSC Form 33) Duty Sheet (CSC Description Eligibilities/ Orders, if Assets, Salary Neuro- Diplomas and Contract/ Leave Balances Property and Awards or Service
Employees (Use additional Form 212) Form licenses applicable Liabilities and Adjustments/ Psychiatric test Transcript of Certificate (for transferees) Money Copies of (if applicable)
sheets if necessary) Networth Step if applicable records Accountabilities Disciplinary
Increments Drug Test, if (for transferees) Actions (if any)
applicable
Check if the
Notices of
appointment Original copy or Original copy
Item Certificate of Check if filled Salary
details conform to duly Original copy; Original copy; duly
Descriptions/ assumption Oath of office Check if all out and Adjustments/ For change of Cross check
the plantilla of authenticated Updated SALN; required for required for authenticated;
counter- not earlier than items are consistent with Check if Step civil status, with the
Specific personnel and by CSC, PRC, may be filed original original required for Required for
checked with date of completely and the position as reflected in the Increments application employee leave
Instructions/ employees'
date of issuance of properly filled appearing on
SC or other
PDS and IPCR
separately from
must be
appointments appointments original
for paternity card if last entry
transfer
Assessment service records agencies which 201 and re- and re- appointments,
issuance of appointment out. the face of the recorded in leave is updated
Guide and if issued the employment employment reemployment,
appointment appointment employees'
erasures are licenses. or promotion
records
authenticated
Medical
Document/ Position
Appointment Certificate of Certificate of certificates and Certificate of
Oath of Office, Personal Data Description Office Order, NOSI/NOSA, Certificate/ Contract of
Evidence Form, Plantilla, Assumption,
Appointment Sheet Form,
Eligibility, PRC
PDS, IPCR
SALN
Service Cards
results of NBI Clearance Diplomas, TOR Leave Balances
Decision Service
Requirements Service Card Appointment ID, licences required tests (for transferees)
Appointment
2
3
4
5
10
11
12
13
14
15
16
17
Employees request for
Document/ Evidence Entries in the records are Location of files is
Other Records and Indicators Specific Instructions Updated as of audit period copies of documents Evidence Requirements Remarks
Requirements accurate and complete accessible and secured
granted promptly
NGA-duly approved by DBM,

Plantilla; Appointments;
2. Plantilla of Personnel LGU-duly approved by the
Service Card
Yes Yes Yes Yes
Sanggunian
Cross-check with
appointments and
Appointments; NOSA/NOSI;
3. Service Records NOSA/NOSI if personnel
Plantilla
Yes Yes Yes Yes Yes
movements and salary
adjustments were posted
Cross reference wth ACEC, Monthly reports issued,

4 Reports on Appointments
Appointments, Plantilla, Check validated/ invalidated with
Issued (for accredited
notice of validation or reasons RAI, Appointment,
agencies)
invalidation Plantilla
PRIME-HRM ASSESSMENT RESULTS
Section 6A - RECRUITMENT, SELECTION, AND PLACEMENT (SYSTEMS AND PRACTICES)
Current Maturity Level Target Maturity Level

Pillar Strengths Gaps Assessors' Recommendations
0 0
Governance
0 0
Talent Planning
0 0
Talent Sourcing
0 0
Talent Selection and

Placement
Section 6B - RECRUITMENT, SELECTION AND PLACEMENT (COMPETENCIES)
Current Proficiency Level Target Proficiency Level
0 0
Governance
0 0
Talent Planning
0 0
Talent Sourcing
0 0
Talent Selection and

Placement
I certify that the assessment was conducted

We certify that the PRIME-HRM team has conducted this assessment I certify that the assessment was conducted objectively and
objectively and that the initial results and
objectively and all comments and observations are based on documentary that the initial results and recommendations have been
recommendations have been discussed with
evidence and actual interviews. discussed with me.
me.
Signature over Printed Name Signature over Printed Name Signature over Printed Name
ASSESSORS HRMO HEAD AGENCY HEAD
Section 7a - LEARNING & DEVELOPMENT (SYSTEMS AND PRACTICES)

0 0
Governance
0 0
Planning and M&E

0 0
Execution
Section 7b - LEARNING & DEVELOPMENT (COMPETENCIES)
0 0
Governance
0 0
Planning and M&E

0 0
Execution

We certify that the PRIME-HRM team has conducted this assessment objectively I certify that the assessment was conducted objectively and
and all comments and observations are based on documentary evidence and that the initial results and recommendations have been
actual interviews. discussed with me.
me.

Section 8a- PERFORMANCE MANAGEMENT SYSTEM (SYSTEM AND PRACTICES)

0 0
Governance
0 0
Performance Planning and

Commitment
0 0
Performance Monitoring and

Coaching
0 0
Performance Review and

Evaluation
0 0
Section 8b - PERFORMANCE MANAGEMENT SYSTEM (COMPETENCIES)
0 0
Governance
0 0
Performance Planning and

Commitment
0 0
Performance Monitoring and

Coaching
0 0
Performance Review and

Evaluation
0 0

and all comments and observations are based on documentary evidence and actual that the initial results and recommendations have been
interviews. discussed with me.
me.

Section 9a - REWARDS AND RECOGNITION (SYSTEM AND PRACTICES)

0 0
Governance
0 0
Planning
0 0
Implementation
Section 9b - REWARDS AND RECOGNITION (COMPETENCIES)
0 0
Governance
0 0
Planning
0 0
Implementation

and all comments and observations are based on documentary evidence and actual that the initial results and recommendations have been
interviews. discussed with me.
me.

Section 10a - AGENCY ACTION STEPS (SYSTEMS AND PRACTICES)
Core HRM Current Maturity Target Maturity Responsible
Action Steps Priority Rating Required Support Timeline
Areas Level Level Person/s
Section 10b - AGENCY ACTION STEPS (COMPETENCIES)
Core HRM Current Maturiy Target Maturity Responsible
Action Steps Priority Rating Required Support Timeline
Areas Level Level Person/s
We certify that these action steps have been developed in consultation with the Agency's Key Stakeholders to address the gaps identified in the assessment. We also
commit to implement this action plan to meet the target maturity and proficiency levels.
Signature over Printed Name Signature over Printed Name
HRMO HEAD AGENCY HEAD

Section 11 - HR RECORDS MANAGEMENT
Core HR Areas Strengths Gaps Assessors' Recommendations
I certify that the PRIME-HRM team has conducted this I certify that the assessment was conducted objectively and that the initial results
assessment objectively and all comments and observations have been discussed with me together with the Agency Head and agree to the
are based on documentary evidence and actual interviews. action steps.
Signature over Printed Name Signature over Printed Name
LEAD ASSESSOR HRMO

Section 12 - OTHER HR PROGRAMS
Core HR Areas Strengths Gaps Assessors' Recommendations
I certify that the assessment was

I certify that the PRIME-HRM team has conducted this I certify that the initial results of the
conducted objectively and that the initial
assessment objectively and all comments and assessment have been discussed with me
results have been discussed with me
observations are based on documentary evidence and together with the agency HRMO and agree
together with the Agency Head and
actual interviews. to the action steps.
agree to the action steps.
LEAD ASSESSOR HRMO AGENCY HEAD

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PRIME-HRM

COOPERATIVE DEVELOPMENT AUTHORITY

1) Recruitment, Selection, and Placement (RSP),

Fully Implemented Partially Implemented Not Implemented

a. For Microsoft Excel Version 97-2003

b. For Microsoft Excel Version 2007 and higher

In saving the electronic file:

Click "Save As" and Click "Excel Workbook".

Then click “Save”.

AGENCY: (Please do not abbreviate) REGION: DATE OF ASSESSMENT:

NO. OF EMPLOYEES IN HRM

KRISMAE FATIMA G. DE CASTRO 9171733898

Agency Personnel Complement (Based on Updated Plantilla of Personnel)

AUTHORIZED 1st Level Professional/

FILLED UP POSITIONS Status of Employment

2nd Level Executive/

3rd Level (Presidential

AGENCY: (Please do not abbreviate) REGION: DATE OF ASSESSMENT:

Agency Vision, Mission, and Goals:

System Assessment 46.15% 42.31% 0.00% 0.00% ###

Talent Sourcing 66.67% 16.67% 0.00% 0.00% ###

Practices Assessment 61.54% 30.77% 0.00% 0.00% ###

Talent Sourcing 100.00% 0.00% 0.00% 0.00% ###

Assessment Assessment Assessment Assessment

System Assessment 33.33% 20.83% 0.00% 0.00% ###

Planning and M&E 50.00% 50.00% 0.00% 0.00% ###

Planning and M&E 100.00% 0.00% 0.00% 0.00% ###

System Assessment 29.17% 41.67% 0.00% 0.00% ###

Performance Monitoring & Coaching 25.00% 25.00% 0.00% 0.00% ###

Performance Monitoring & Coaching 25.00% 25.00% 0.00% 0.00% ###

Assessment Assessment Assessment Assessment

System Assessment 0.00% 100.00% 0.00% 0.00% ###

Planning 0.00% 100.00% 0.00% 0.00%

Planning 0.00% 100.00% 0.00% 0.00%

Overall Assessment Rating for Competency

HRMO Competencies Assessment 76.92% 3.85% 0.00% 0.00% ###

Talent Sourcing 50.00% 0.00% 0.00% 0.00% ###

Assessment Assessment Assessment Assessment

HRMO Competencies Assessment 50.00% 3.57% 0.00% 0.00% ###

Planning and M&E 75.00% 0.00% 0.00% 0.00% ###

HRMO Competencies Assessment 50.00% 12.50% 0.00% 0.00% ###

Performance Monitoring & Coaching 25.00% 0.00% 0.00% 0.00% ###

HRMO Competencies Assessment 28.57% 78.57% 0.00% 0.00% ###

Planning 50.00% 75.00% 0.00% 0.00% ###

SYSTEM AND PRACTICE LENS

F P N 0.0 x F P N 1.0 F P N 0.0 F P N 0.0

Policy RSP-G-P1.1 RSP-G-P2.1 RSP-G-P3.1 RSP-G-P4.1

Rating Score Rating Score Rating Score Rating Score

F P N 0.0 x F P N 1.0 F P N 0.0 F P N 0.0

RSP-G-S1.2 RSP-G-S2.2 RSP-G-S3.2 RSP-G-S4.2

Rating Score Rating Score Rating Score Rating Score

F P N 0.0 x F P N 1.0 F P N 0.0 F P N 0.0

F P N 0.0 x F P N 1.0 F P N 0.0 F P N 0.0

Rating Score Rating Score Rating Score Rating Score

RSP-G-P1.3 RSP-G-P2.3 RSP-G-P3.3 RSP-G-P4.3

x F P N 1.0 F P N 0.0 F P N 0.0 F P N 0.0

RSP-G-S1.4 RSP-G-S2.4 RSP-G-S3.4 RSP-G-S4.4

F P N 0.0 x F P N 1.0 F P N 0.0 F P N 0.0

RSP-G-P1.4 RSP-G-P2.4 RSP-G-P3.4 RSP-G-P4.4

F P N 0.0 F x P N 0.5 F P N 0.0 F P N 0.0

RSP-G-S1.5 RSP-G-S2.5 RSP-G-S3.5 RSP-G-S4.5

F P N 0.0 F x P N 0.5 F P N 0.0 F P N 0.0