Transcription
The CSCONLINECOMPETENCYASSESSMENT
STRATEGICHRM
THIS WAYto Strategic HRto be Asia’s center ofexcellence for HR and ODby 2030
REPORT CARDSURVEYby PULSE ASIA98%2013: 98%2011:2014:97%Three RegionalOffices ratesExcellentFive CSC RegionalOffices ratedExcellent
Objective 1:Being Recognized as Center of Excellence
ASEAN Conference on Civil ServiceExamination, (Nov. 2014, Astoria Plaza) link hrsymposium\asean.jpg ASEAN Training on GenderMainstreaming in HR Policies, Processesand System (April 2015, Marco PoloHotel)link hr symposium\asean gad.jpg 18th ASEAN Conference on Civil ServiceMatters Preparatory Meeting (April 2015,Tagaytay ) link hr symposium\18th asean.jpg
The CSC Competency Journey The CSC Strategy Map andThe Enterprise Scorecard The Competency Project Personnel Competency Assessment CB Learning and DevelopmentManagement System On-line Competency Assessment CB Rewards Management
IntegrityPROCESSESHigh-performing, competent, and credible civil servantsProvide excellent HRprocessesEnsure effective and efficientperformance of quasi-judicialfunctionsPEOPLE ExcellenceRecognized as a Center for ExcellenceEnhance the competency of our workforceFINANCE Love of God& countryEnsure efficient management of financialresourcesPARTNERSGawinglingkod-bayaniang bawatkawani.STAKEHOLDERSCSC shall be Asia’s leading center for excellence in strategichuman resource and organizational developmentCultivate partnerships with local andinternational institutions
Strategic Measure: Enhancement of thecompetencies of the CSC workforcePercentage of CSC Personnel Meeting the GETSBaseline Data70%(75%)80%(80%) 85%Meeting theRequiredCompetencies55.01%Meeting 5%86.81%
Development andInstitutionalization of anCompetency-Based HR System inthe Public Sector(2011)
Competency Project Outputs in 2012Competency DefinitionCompetency TablesPosition ProfileCompetency-Based Job DescriptionsCompetency-Based QualificationStandards
Competenciesare observable,measurable and vitalknowledge,, skills, an& attitudes that aretranslations ofcapabilities deemedessential fororganizational success.
Competency Tables
The LDemonstratingPersonalEffectivenessDelivering SpeakingService ionsLEADERSHIPMana- PartneringChampiogingandning andPerforma ngManagingWritingEffectively ndResultsCredibleCivilServant
Technical competenciesPolicy Interpretation andImplementationCounseling and GrievanceEmployee OrganizationManagementRecords ManagementConciliation and MediationFacilities ManagementPolicy DevelopmentAudit ManagementTest AdministrationSecretariat andLiaison ServicesAccountingRecruitment and PlacementInformation TechnologyManagementCash ManagementTest Development andEvaluationStrategic andCorporate PlanningSupply and PropertyManagementLibrary ManagementLegal ManagementLearning Diagnosis and DesignBudget ManagementCorporate CommunicationLearning Delivery andEvaluationProgram ManagementBenefits, Compensation andWelfare AdministrationJob Analysis, Job Descriptionand Competency Development
Sample Competency Table – Planning andDeliveringCompetency re DescriptionsBehavioral Indicators
CSC POSITION PROFILE
SAMPLE QUALIFICATION STANDARDSPOSITION: Computer Programmer mpetenciesCurrent QSBachelor’s Degreerelevant to the job2 years of relevantexperience8 hours of relevanttrainingCS Professional /2nd Level EligibilityNoneOFFICE: Integrated Records Management OfficeCompetency-Based QSAchievementBachelor’s DegreeRelevanceComputer Science/ Information Technology/Computer Engineering or its related coursesYearsTwo (2) YearsRelevanceDemonstrated ability in application systemsdevelopment, implementationand maintenanceHours24 hoursRelevanceApplication systems development,implementation and maintenanceRecencyWithin the last 5 yearsCertification/LicensesCareer Service (Professional)Second Level EligibilityExemplifying Integrity2Delivering Service Excellence2Solving Problems and Decision Making2Demonstrating Personal Effectiveness2Speaking Effectively2Writing Effectively2Championing and Applying Innovation2Planning and Delivering1Managing Information2
Strategic steps to ensure attainment ofour PGS goals and targets Set the Mission-Critical Competencies for differentpositions Included competency targets in the Office PerformanceCommitment and Review (OPCR) Required the preparation ofIndividual Development Plans
Mission-Critical CompetenciesCategory ofPositionsExecutive/ManagerialNumberof MCCsThe Competencies5Core: * Exemplifying Integrity* Delivering Service Excellence* Solving Problems and MakingDecisionsLeadership:* Partnering and Networking* Leading ChangeSupervisor A(Division Chief andequivalent positions)53 Core plus 2 leadership* Managing Performance* Thinking Strategically
Mission-Critical CompetenciesCategory ofPositionsSupervisor BNumberof MCCs43 Core plus 1 leadership* Thinking Strategically(Asst. Div. Chief andequivalent position)2nd Level NonSupervisory and1st Level NonSupervisoryThe Competencies63 Core plus:3 Organizational:* Demonstrating PersonalEffectiveness* Championing and ApplyingInnovation* Planning and Delivering
Integration of Competencies inCSC HR Systems Recruitment andPromotion System 2012 CB Recruitment andPromotion System 2014 Enhanced CBRPP Learning and Development Programs on L & D for OHRMDStaff CB Learning and DevelopmentManagement System L & D Programs L & D Calendar Rewards Management
Competency-Based Recruitment andPromotion SystemSalient Features: Established pool of raters, Competencies andinterviewers andPerformance as Basisbackground investigatorsfor Recruitment andPromotion Provided User’s Guide Use of Competency-BasedAssessment Strategies Written Exams Behavioral Event Interview or Targeted Selection Interview
Competency Assessment Tools Competency Assessment RatingForms Competency AssessmentScoring Template
PROGRAM ON LEARNING AND DEVELOPMENTNeedsassessment andanalysisDevelopment ofa strategic HRDFrameworkReview of L &D policiesThe Training CycleL&Devaluation; andDesign,developmentand deploymentof L & Dinterventions
CSC Competency-Based Learning andDevelopment ProcessCompetency AssessmentPreparation of IndividualDevelopment PlanConduct of Learning NeedsAssessmentPreparation of Office LevelLearning and DevelopmentPlan (Office HRD Plan)Consolidation of all OfficeL&D (HRD) Plan into theAgency L&D (HRD) PlanImplementation of thePlanMonitoring and Evaluation
L&D AGENDA for y y levelthrough learninganddevelopmentinterventions2016Soaring highthroughcontinuinglearning anddevelopmentinterventions
Competency-based Program onAwards and Incentive for ServiceExcellence (CB PRAISE) Grant of Office and CSC Awardsfor Demonstration ofCompetencies Competencies as added criteriafor awards
Continuous Review and Improvement ofCompetency Tables Addition of 10 Technical Competencies Rewriting/Enhancements of TechnicalCompetency Tables Adoption of 5 (from 7) Leadership Competencies
7 CSC Leadership icallyBuildingCommitmentDevelopingPeople5 Leadership Competencies for shipsManagingPerformanceand Coaching forResultsLeading ChangeThinkingStrategically andCreativelyCreating andNurturing a HighPerformingOrganization
ONLINECOMPETENCYASSESSMENT
Previous AssessmentTime-consumingmanualassessment
Previous AssessmentTime-consuming manualassessmentOnline AssessmentFaster assessment process
Previous Assessment180 degrees Competency Assessment only(Self and Supervisor Ratings)
Previous Assessment180 degrees CompetencyAssessment only(Self and Supervisor Ratings)Online Assessment360 Degrees Multiple assessorsin multiple s
PreviousAssessmentManual computation and generation of Reports
Current AssessmentOnline AssessmentFast and accurate tabulation of resultsand “one-click” generation of reports
Online Competency AssessmentReports generated by the system Number and percentage of personnel withunsubmitted assessment forms; Number and percentage of personnel meeting all thecompetencies required of the position ; Number and percentage of personnel meeting theMission-Critical Competencies;
Online Competency AssessmentReports generated by the system Number of competencies met by employees/officials; Commonly Unmet Competencies byemployees/officials; and List of Employees Who Meet and Do Not Meet percompetency
Previous AssessmentManual and delayed IDP Preparation
PreviousAssessmentManual and delayed IDP PreparationOnline AssessmentMore wholistic and objective informationavailable to support timely preparation ofthe IDP
ONLINECOMPETENCYASSESSMENTPROJECTTIMELINE
Executive Offices
ONLINECOMPETENCYASSESSMENTPROJECTTIMELINE
1. Update the competency dictionary;up to the behavioral indicators
CompetenciesCoreOrganizationalNumber ofBehavioralIndicators Exemplifying Integrity21 Delivering Service Excellence22 Solving Problems and MakingDecisions15 Demonstrating PersonalEffectiveness23 Speaking Effectively26 Writing Effectively15 Championing and ApplyingInnovation12 Planning and Delivering20 Managing Information16
CompetenciesLeadershipTOTALNumber ofBehavioralIndicators Building Collaborative,Inclusive WorkingRelationships Managing Performance andCoaching for Results Leading Change20 Thinking Strategically andCreatively Creating and Nurturing aHigh Performing Organization2414 Competencies286 Behavioral242820
2. Assign competency profileper positionLevel of PositionsCore OrganizationalLeadership1st level Nonsupervisory35 to 6-2nd level Nonsupervisory36-2nd level Supervisory324 to 52nd levelExecutive/Managerial3-5
3. Assess employee competencylevels against the position profile
Sample Profile Matching GraphSample Profile Matching Graph
CSC Competency Assessment ReportEmployee Profile
Job Competency Definitions
Overview of Competencies
Understanding the Results
General Comments
4. Facilitate 360 degreescompetency rPeers
5. Run competencyassessment per scheduleAssessmentSchedule2014 Competency Assessment November 20142015 Baseline AssessmentFebruary 20152015 Competency Assessment June 2015
6. Archive a history of allcompetency assessment runsadministered through the system
7. Create Individual DevelopmentPlans based on competency gaps
8. Generate ODPs, identifying priorityoffice-wide interventions depending onthe common competency gaps.
Challenges Source Code still with LSP People forget their personal emailaddress and password Delays due to internet connection Personnel’s delayed completion ofassessment
Enabling MechanismsManagement/ExecutivePAHRODFAssistance SponsorshipManagement/Executive SponsorshipEmployee Buy-inEmployee Buy-inCommunication and Marketing PlanSupport ProgramsCommunication and Marketing Plan
ASEAN Conference on Civil Service Examination, (Nov. 2014, Astoria Plaza) link_hr symposium\asean.jpg ASEAN Training on Gender Mainstreaming in HR Policies, Processes and System (April 2015, Marco Po
