hrmo online prime-hrm self assessment tool

HRMO PRIME-HRM SELF-ASSESSMENT TOOL

Agency:

0

Date of Assessment

30-Dec-99

PRIME-HRM ON-LINE SELF ASSESSMENT TOOL FOR HRMO

INSTRUCTIONS:

1. To access the on-line assessment tool, type the link on your web browser (e.g. Google Chrome, Internet Explorer):

http://www.tinyurl.com/2014APForm2

2. In order to enter the system, the user will be required to log-in by entering the assignedaccess code provided by HRPSO.

Note: The self assessment must be completed upon logging in. The access code canonly be used once and cannot be used again.

3. The HRMO must fill up the basic data required on the Agency Profile. Agency Name andDate of Assessment are linked to Assessment Results sheet. Once these fields are filled upin the Agency Profile sheet, they will automatically appear in the Assessment Results sheet.

Note: All fields marked with an asterisk (*) must be filled up otherwise the user cannotcontinue to the next page and the system will prompt a message to the user to enter relevantdata.

4. The HRMO shall “click” the applicable circle.

a. Click the circle under "FULLY" if all the elements of a particular indicator have beenmet or satisfied.

b. Click the circle under "PARTIALLY" if some elements of a particular indicator havebeen started but not fully met.

c. Click the circle under "NOT" if none of the elements has been met.

5. Upon completion of the self assessment, please click “SUBMIT” to log-out of the system.

PRIME-HRM ASSESSMENTAGENCY PROFILE

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

SECTOR: CURRENT AGENCY STATUS: CSC RESOLUTION NO. RESOLUTION DATE

AGENCY HEAD: POSITION TITLE:

HRM OFFICERS POSITION TITLE: EMPLOYMENT STATUS NO. OF EMPLOYEES IN HRM OFFICE

Permanent

Temporary, Contractual, Casual

Co-Terminus, Others

Agency Personnel Complement (Based on Updated Plantilla of Personnel)

1st Level

2nd Level 3rd Level

Elective Officials TOTAL

(up to SG-24) (SG-25 and above)

0

Status of Employment

Permanent Temporary Coterminous Casuals Contractuals Elective Job Order

Male Female Male Female Male Female Male Female Male Female Male Female Male Female

1st Level

TOTAL 0 0 0 0 0 0 0 0 0 0 0 0 0 0

AUTHORIZED POSITIONS

Professional/ Technical

Executive/ Managerial Presidential

Appointees

FILLED POSITIONS as of _________

2nd Level Professional/Technical (up to SG-24)

2nd Level Executive/Managerial (SG-25 and above)

3rd Level (Presidential Appointees)

Section 1 - RECRUITMENT, SELECTION AND PLACEMENT

Mark your ratings with an "x". Implementation RatingFully Partially Not PTS

HRM SYSTEMSLEVEL 4 - STRATEGIC HRM

1 0

1 0

1 0

1 0

1 0

1 0

1 0

1 0

LEVEL 3 - INTEGRATED HRM

1 0

1 0

1 0

1 0

1 0

1 0

1 0

1. Strategic Workforce planning system is directed to meet the present up to the long-term needs of the Agency.

2. Human Resources Information System (HRIS) maintains data on online recruitment, selection and placement as well the profile of talents that agencies hire and lose. It also generates customized reports.

3. A Promotion and Selection Board (PSB) is in place, with HR as lead in driving the process. It is open to partnering with external professional experts, depending on the position being considered.

4. A well-defined Recruitment, Selection and Placement Procedures Manual with online system aligned to the Agency’s strategic goals are in place.

5. Orientation is provided to all employees on the provisions and procedures contained in the Recruitment, Selection and Placement Manual as well as the features of the online system.

6. Talent attraction is done through recruitment branding and proactive recruitment means to create a workforce pool.

7. Candidate qualifications are properly matched vis-à-vis the specific or competency-based qualification standards and institutionalized competency-based job description for the position to be filled.

8. Comparative assessment and final evaluation is done by Line Managers and Promotion and Selection Board (PSB), with the HR Manager taking the lead in the deliberation of results making use of various competency assessment methods (simulation, in-basket, discussion, role-playing) for senior and identified key positions only, documented structured background investigation, and competency validation. Weights are assigned to personality tests and competencies.

1. Staffing plan and prioritization in filling of positions is based on the short- and medium-term needs of the Agency.

2. Electronic database maintains the profiles of both candidates and applicants (internal and external). It also generates customized reports.

3. A Promotion and Selection Board (PSB) is in place for specialized, highly technical, and executive managerial positions.

4. A well-defined Recruitment, Selection and Placement Procedures Manual aligned to the Agency’s short- and medium-term needs is in place.

5. Orientation is provided to all employees on the provisions and procedures contained in the Recruitment, Selection and Placement Manual.

6. Talent attraction is done through participation in job fairs, campus recruitment, and publication in the Agency intranet.

7. Candidate qualifications are properly matched vis-à-vis the specific or competency-based qualification standards and competency-based job description for selected positions.



1 0

LEVEL 2 - PROCESS-DEFINED HRM

1 0

1 0

1 0

1 0

1 0

1 0

1 0

1 0

LEVEL 1 - TRANSACTIONAL HRM

1. Staffing plan is solely based on DBM or relevant approving authority. 1 0

2. An active file of shortlisted candidates (hardcopy only) is maintained. 1 0

1 0

1 0

1 0

1 0

1 0

1 0

COMPETENCIES

8. Comparative assessment and final evaluation is done by the Line Managers and the Promotion and Selection Board (PSB), with HR Office taking the lead in the deliberation of results of competency-based simple assessment, documented structured background investigation and competency validation. Weights are assigned to personality tests and competency results.

1. Staffing plan is based on the current Agency requirements aligned with DBM Personnel Service Itemization and Plantilla of Personnel (PSIPOP) or relevant approving authority.

2. Simple information system maintains active file of shortlisted candidates. Data is segregated by gender.

3. A Promotion and Selection Board (PSB) is established and functional, with HR Office as the lead unit.

4. Recruitment, Selection and Placement procedures are customized to the Agency requirements and are accompanied by a process flowchart.

5. Orientation is provided to all employees on Recruitment, Selection and Placement procedures with emphasis on the customized features.

6. Talent attraction is done through posting in major daily newspapers and networking.

7. Candidate qualifications are properly matched vis-à-vis the specific qualification standards and job description for the position to be filled.

8. Comparative assessment and final evaluation is done by the Promotion and Selection Board (PSB), with HR office/unit providing the necessary resources from the structured interviews and documented structured background investigation results.

3. An ad hoc group is established to screen and evaluate candidates for vacant positions.

4. Recruitment, Selection and Placement procedures are based on existing law, rules, and guidelines issued by relevant authority.

5. Orientation is provided to all employees on Recruitment, Selection and Placement procedures.

6. Talent attraction is done through posting at Agency premises and publication in government bulletin, as required.

7. Candidate qualifications are properly matched vis-à-vis the minimum qualification standards for the position to be filled.

8. Comparative assessment and final evaluation is done by the ad hoc committee using paper screening, interviews, and results of undocumented simple background investigation.



LEVEL 4 - SUPERIOR

10

10

3. Applies and manages online recruitment, selection, and placement system1

0

10

1

0

10

7. Manages the use of the HRIS for recruitment, selection, and placement1

0

LEVEL 3 - ADVANCED

1 0

1 0

10

1 0

5. Applies Recruitment and Placement Calendar/Plan1

0

1 0

10

8. Manages an automated database of applicants and candidates1

0

LEVEL 2 - INTERMEDIATE

1. Applies a Staffing Plan (PSI) based on current Agency requirements 1 0

1 0

3. Sources both internal and external applicants 1 0

4. Performs structured interviews based on job descriptions 1 0

5. Administers appropriate written examinations 1 0

1. Applies a strategic Staffing Planning system aimed at meeting the present up to the long-term needs of the Agency

2. Formulates and champions strategic recruitment policy linked to other HRM systems (e.g. Performance Management, Talent Management, HRD Plan/L&D, and Retention)

4. Undertakes proactive recruitment activities, e.g. school tie-up, employer branding, caravans

5. Manages the Promotion and Selection Board (PSB) deliberations and provides results of candidate assessment - Explains use of various competency assessment tools in the deliberation

6. Utilizes 360-degree background investigation for senior managerial positions and positions with custodial responsibilities

1. Applies a Staffing Plan based on short- and medium-term objectives of the Agency through forecasting and prioritization

2. Formulates customized recruitment policies linked to other HRM systems (e.g. Performance Management and HRD Plan/ L&D)

3. Develops and designs improvements to existing battery of recruitment and placement tools, methodologies, processes, and procedures based on emerging technologies

4. Develops Recruitment strategies such as job fairs and campus recruitment activities to source for candidates

6. Facilitates competency-based assessment process to Line Managers and Promotion And Selection Board (PSB) members

7. Evaluates and analyzes results of structured background Investigation vis-a-vis competencies

2. Develops Recruitment, Selection, and Placement guidelines within existing laws and regulations



6. Responds appropriately to application queries/ requests 1 0

1 0

1 0

1 0

LEVEL 1 - BASIC

1. Applies a Staffing Plan based on Personnel Service Itemization (PSI)1

0

2. Applies Recruitment, Selection, and Placement guidelines1

0

3. Explains Recruitment, Selection, and Placement process to employees1

0

10

5. Evaluates candidate qualifications vis-a-vis Qualification Standards (QS)1

0

6. Performs secretariat function to the ad hoc committee of the Agency1

0

7. Conducts workshop on selection process for Promotion and Selection Board (PSB) members - Facilitates calibration process in the assessment of candidates

8. Evaluates and analyzes results of structured background investigation for second level, supervisory, and executive/managerial positions

9. Maintains and organizes an active file of short-listed candidates in a standalone electronic system

4. Applies policies on Gender and Development (GAD) and Persons with Disability (PWD) in the recruitment process

Section 2 - PERFORMANCE MANAGEMENT



1 0

1 0

3. Core competencies for all employees are established. 1 0

1 0

5. Continual coaching for results and mentoring sessions are documented. 1 0

1 0

1 0

1 0

9. Establishment of Individual Development Plans for all levels is done. 1 0

1 0

1 0

1 0


1 0

1 0

3. Core competencies for all employees are considered. 1 0

1 0

1 0

1 0

1 0

1 0

1. HR leads in driving the performance management process. HR partners with Management in making decisions related to talent retention, promotion, and development.

2. Target setting is through individual Key Performance Indicators (KPIs), which are supportive of strategic Agency goals.

4. Leadership, organizational and functional competency development goals for senior managers and supervisors are present.

6. Self-rating by employee is done on year-end performance review with competencies and development needs identified.

7. Performance Improvement Plan based on competencies is set up as needed.

8. Performance discussion is done on delivery of individual and team goals and competencies, and how these support organizational goals.

10.Calibration of the application of performance standards to the value of performance ratings is done consistently throughout the Agency.

11. Electronic copy of interactive Performance Commitment, Evaluation, and Development Plan Forms is in use.

12. Link to HRIS supports monitoring and evaluation of data generated from electronic Performance Management System (PMS) to facilitate and help in decision-making.

1. Performance Management Team (PMT) is established and fully functional, with HR as partner of Management in driving the performance management process.

2. Target setting is through individual Key Performance Indicators (KPIs), which are inter-related and supportive of division/unit goals.

4. Regular and scheduled coaching sessions, including mid-year review and year-end evaluation, are documented.

5. Self-rating by employee is done on year-end performance review with competencies and development needs identified.

6. Performance Improvement Plan based on competencies is set up as needed.

7. Performance discussion is done on delivery of individual and team goals and competencies, and how these support organizational goals.

8. Establishment of Individual Development Plans (Developmental Needs) for executive/managerial and supervisory positions is done.



1 0

1 0

1 0


1. Performance Management Team (PMT) is established and fully functional. 1 0

1 0

1 0

4. Self-rating by employees is not practiced. 1 0

1 0

1 0

1 0

1 0

1 0


1. An ad hoc group reviews performance targets and accomplishments. 1 #REF! ###

2. Target setting is focused on job function. 1 #REF! ###

3. Feedback is provided as need arises. 1 0

4. Self-rating by employees is not practiced. 1 0

5. No discussion on performance. 1 0

6. Calibration of performance ratings is not practiced. 1 0

7. Hard copy of Performance Commitment and Evaluation Forms is in use. 1 0

8. No database for performance rating of all employees is maintained. 1 0

COMPETENCIESLEVEL 4 - SUPERIOR

1. Sets direction in the implementation of policies, systems, and procedures 1 0

9. Calibration of the application of performance standards to the value of performance ratings is done consistently within the functional group or section.

10. Electronic copy of Performance Commitment, Evaluation, and Development Plan Forms is in use.

11. Existence of an information system supports monitoring and evaluation of data generated from electronic Performance Management System (PMS), capturing employee input and documentation of accomplishment on-line.

2. Target setting is consistently done for all employees based on job function and team performance commitments.

3. Regular and scheduled feedback sessions, including mid-year review and year-end evaluation, are documented.

5. Performance discussion focuses on the delivery of individual and team goals.

6. Establishment of Individual Development Plans (Developmental Needs) for executive/managerial positions is done.

7. Calibration of the application of performance standards to the value of performance ratings is done consistently within the office or department.

8. Hard copy of Performance Commitment and Evaluation Forms as well as Performance Monitoring form is in use.

9. Simple information system tracks accomplishment of targets to support monitoring and evaluation.



1 0

1 0

4. Resolves performance-related issues 1 0

1 0

1 0

7. Explains how to accomplish Individual Development Plans to all employees 1 0

1 0

LEVEL 3 - ADVANCED

1 0

1 0

3. Reviews alignment of Agency goals with unit/individual goals 1 0

4. Explains results of degree of compliance to concerned units/ employees 1 0

1 0

1 0

1 0

1 0


1 0

2. Orients all officials and employees on customized provisions 1 0

1 0

1 0

1 0

2. Reviews alignment of Agency goals with partner cluster agency goals, translated into more refined goals and expectations and cascaded at the unit and individual levels

3. Leads the development of functional and leadership competencies aligned with Agency strategies

5. Orients all officials and employees on Key Performance Indicators supportive of strategic Agency goals

6. Uses Performance Management System results as basis for Rewards and Recognition (PRAISE or its equivalent) and step increment; and as input for Learning and Development, Talent Management, and Strategic Planning

8. Discusses with senior managers and supervisors the alignment of Key Performance Indicators with leadership competency goals

1. Formulates policy guidelines for the institutionalization of the Strategic Performance Management System

2. Institutionalizes the Strategic Performance Management System o Recommends committee members o Reviews and recommends action on performance-related issues

5. Orients all officials and employees on Key Performance Indicators (KPIs) supportive of division/unit goals Assessment of core competencies New features in developing performance targets focused on job function/ team performance goals and core competencies

6. Explains how to accomplish Individual Development Plans to supervisors, and Performance Improvement Plan (PIP) to managers

7. Discusses with senior managers and supervisors the alignment of Key Performance Indicators with the core, functional, and organizational competency goals

8. Uses Performance Management System results as basis for Rewards and Recognition and step increment; and as an input to Learning and Development and Promotion

1. Formulates Agency-specific implementing instructions based on CSC Strategic Performance Management System (SPMS)

3. Explains how to accomplish the Individual Development Plan (IDP) to senior and managerial employees

4. Participates in calibration/deliberation meetings as part of the Performance Management Team (PMT)

5. Prepares reports based on recommendations of Performance Management Team



6. Monitors and assesses implementation of the system 1 0

7. Evaluates reports on compliance to Performance Management System 1 0

LEVEL 1 - BASIC

1 0

1 0

1 0

4. Tracks compliance in preparing Performance Appraisal Form1

0

1 0

6. Monitors and reports compliance to Performance Management System1

0

1. Implements Performance Management System (PMS) and/or Performance Appraisal System

2. Orients employees on features of existing Performance Management System

3. Explains how to accomplish the Performance Appraisal Form to all employees

5. Monitors submission of Performance Appraisal Form for the conduct of performance discussion

Section 3 - HRD (Learning & Development)



1 0

1 0

1 0

1 0

1 0

1 0

1 0

1 0

1 0

1 0

1 0

1 0

1 0


1 0

1 0

1 0

1. A separate unit/group for Learning/Training Center is established, with HR as lead in driving the process of making decisions related to HRD/L&D interventions.

2.HRD/L&D investment plan is set according to Agency’s strategic mandate, and is approved by Agency authorities.

3. L&D Hours are defined per employee as follows:Minimum number of hours per year based on the Individual Development Plan of the employees.

4. Training and development needs identification and analysis is based on alignment between strategic organization direction with employee performance and competency gaps and career growth, and is updated every year.

5. Three-year Strategic Training and Development plan is prioritized and updated on a yearly basis. The plan responds to performance and competency gaps that require training and other HRD modes/methodologies, including scholarship, integrated on-boarding, and succession planning requirements. The Agency has a written and formalized L&D plan for all core positions.

6. The strategic training plan provides a culture of learning that helps the organization continually improve achievement of goals and attain new possibilities and capacities.

7. Training interventions are designed to support the Agency’s Strategic Talent Plan, knowledge sharing, and continuous improvement.

8. Development of interventions is in partnership with external or foreign L&D partners geared toward interactive learning and sharing.

9. HRD delivery is through the use of various HRD modes and methodologies including innovative learning methods.

10. Management trainee or cadetship program for High Potentials is implemented.

11. Established pool of internal trainers/facilitators and external or foreign L&D partners conducts training programs.

12.Training evaluation is done through Return on Investment (ROI) of L&D programs in relation to the Agency’s strategic talent plan and impact of delivery of service to the client.

13. All HR-related information is linked to Human Resources Information System (HRIS) that supports monitoring and evaluation of: • Historical L&D plans and programs/interventions • Historical Employee L&D data • Employee Individual Development Plans • HRD/L&D analytics - Metrics: cost relative to market, measurement of course

1. Personnel Development Committee (PDC) is established and fully functional with HR as partner of Management in driving the process.

2. HRD/L&D investment plan is set according to Agency’s short-term goals, and is approved by Agency authorities.

3. L&D Hours are defined per employee as follows:Minimum number of hours consistent with the approved Qualification Standards (QS), needs analysis, and Individual Development Plan for supervisory and higher positions.



1 0

1 0

1 0

1 0

1 0

9. Management trainee or cadetship program for High Potentials is implemented. 1 0

1 0

1 0

1 0


1. Personnel Development Committee (PDC) is established and fully functional. 1 0

1 0

1 0

1 0

1 0

1 0

1 0

8. HRD delivery is limited to training and classroom methodology. 1 0

9. L&D specialist serves as internal facilitator for technical training. 1 0

1 0

4. Training needs identification and analysis is based on alignment of organizational and individual performance gaps, and is done annually.

5. Three-year Training and Development Plan is prioritized on a yearly basis. The plan responds to performance and competency gaps that require training with identified appropriate HRD modes/methodologies, e.g. classroom, online, coaching, projects, etc. The plan also includes an integrated on-boarding program (interfaced with the whole Agency)

6. Training calendar supports the Individual Development Plans for supervisory and higher positions. Team Learning Needs aimed at improving individual/team and Agency performance.

7. Development and conduct of training programs is in partnership with the HR Lead and Line Managers.

8. HRD delivery is through the use of various HRD modes and methodologies, e.g. classroom, workplace coaching, online, internship, practicum, immersion, benchmarking, among others.

10. Pool of internal trainers/facilitators conducts programs for competency and basic leadership development.

11. Training evaluation is done through both qualitative and quantitative benefit cost analyses, which assess program effectiveness and relevance to Agency needs in relation to cost.

12. Electronic HRD/L&D system supports monitoring and evaluation of: • Learning and Development activities per employee/ Agency based on Individual Development Plan • Annual Training and development programs/ interventions and • List of participants • Competency profile per employee • Training report

2. HRD/L&D budget is set according to Agency’s current requirements, and is approved by Agency authorities.

3. L&D Hours are defined per employee as follows:Minimum number of hours consistent with the approved Qualification Standards (QS), and as a result of a needs analysis, and Individual Development Plan for senior/ managerial positions.

4. Training and development is based on simple individual Training Needs identification. It is not done regularly.

5. Training Plan is mainly a listing of basic orientation, induction, and basic supervisory training.

6. Training calendar design is based on identified performance and core competency gaps.

7. Development and conduct of programs is in partnership with external training providers.

10. Training evaluation is done through qualitative cost benefit analysis, which assesses program effectiveness in relation to performance.



1 0


1. An ad hoc group reviews HRD/L&D programs. 1 0

1 0

1 0

4. Lack of a systematic process for identifying training needs of the employees. 1 0

1 0

6. No training calendar is implemented. 1 0

7. Conduct of programs is on as-needed basis. 1 0

8. HRD delivery is through attendance in public seminars/ workshops. 1 0

9. No internal facilitators are in place. 1 0

1 0

11. Database maintains a list of participants and training programs attended. 1 0


1 0

1 0

1 0

4. Leads sharing of expertise through innovative learning methods 1 0

1 0

1 0

LEVEL 3 - ADVANCED

1

0

11. Simple information system supports monitoring and evaluation of: • Learning and Development activities per employee/ Agency based on Individual Development Plan • Annual training and development programs/ interventions • List of participants

2. HRD/L&D budget is set at a minimum limit of 3% taken from the total Maintenance and Other Operating Expenses (MOOE) of the agency, and is approved by Agency authorities.

3. L&D Hours are defined per employee as follows: At least 1 training program attended per year.

5. Absence of a training plan. Training is based only on invitations to participate in training and/or public offerings.

10. Training evaluation is done through qualitative analysis based on feedback provided by participants.

1. Establishes direction in the implementation of HRD programs by approving policy guidelines for the institutionalization of HRD programs

2. Manages and guides the Personnel Development Committee in making decisions on HRD/L&D interventions - Approves appropriate training and development activities for various levels of position

3. Designs performance improvement interventions on Workplace Learning and Performance aligned with Agency strategic requirements for core positions

5. Performs ROI analysis and impact evaluation of Learning and Development programs conducted

6. Establishes and facilitates on-boarding program that includes strategic partners in its focus

1. Formulates policy guidelines for the institutionalization of HRD programs that support the Agency vision, mission, goals, and core values, and are linked to Strategic Performance Management System (SPMS)



1 0

1 0

4. Facilitates combination of classroom and non-classroom approaches1

0

10

10

1 0

8. Establishes and facilitates on-boarding program that is focused on the Agency1

0


1 0

1 0

1 0

4. Disseminates the training calendar1

0

5. Facilitates Learning and Development programs using traditional approaches1

0

1 0

7. Performs qualitative cost benefit analysis on training programs conducted

1 0

8. Facilitates structured induction program for new hires

1 0

LEVEL 1 - BASIC

1 0

1 0

10

4. Maintains a database of training and development activities1

0

5. Performs qualitative analysis reports on training programs attended 1 0

6. Facilitates basic orientation for new hires1

0

2. Partners with the Personnel Development Committee in implementing the Learning and Development Program of the Agency

3. Develops training plan that covers general orientation, functional and technical skills, and Leadership Development, and is aligned with Agency goals and linked to the Performance Management System (PMS)

5. Collaborates with training institutions on the design and conduct of Learning and Development activities

6. Works with line managers on the conduct of Learning and Development programs

7. Performs qualitative and quantitative cost benefit analysis on training programs conducted

1. Applies Agency-specific Learning and Development policy adapted to and aligned with CSC policy and Local Government Academy policies

2. Performs activities that provide technical support to the Personnel Development Committee (PDC) - Identifies and analyzes training needs

3. Develops training plans to address performance gaps, behavioural modification, and technical and basic supervisory training

6. Liaises and discusses with external training providers on the conduct of training and development activities

1. Applies HRD/Learning and Development Program on an ad-hoc basis (per invitation basis)

2. Performs administrative assistance to ad hoc group that reviews HRD/L&D programs and participants

3. Monitors budget utilization and attendance (at least one program per employee per year)

Section 4 - REWARDS AND RECOGNITION



1 0

1 0

1 0

1 0

1 0


1 0

2. Budget for rewards and incentives is customized. 1 0

3. Recognition is given in the form of monetary/in-kind or non-monetary reward. 1 0

1 0

1 0


1. A fully functional Rewards and Recognition Committee is established. 1 0

2. Budget for rewards and incentives is customized. 1 0


1 0

1. Rewards and Recognition Committee engages employees and considers global practices and emerging trends in the development of programs that support the Agency strategy.

2. Budget for rewards and incentives is based on savings generated from suggestions, innovations, and other cost-efficiency measures.

3. Recognition is given in the form of monetary/in-kind reward or program geared toward enhancing work-life balance and employee engagement.

4. Types of Programs • Employee Suggestion: ideas and innovations that positively affect public interest • Performance Contest: Agency achievement based on sustained effort • Desired Behavior Award: Going the extra mile • Engagement award: Work-life balance

5. Link to Human Resources Information System (HRIS) maintains • Individual historical awards data • Demographics and profile of awardees • Database of recognition system

1. Rewards and Recognition Committee links up with Performance Management Team in identifying potential grantees/awardees, with HR driving the process.

4. Types of Programs • Employee Suggestion: Creative and innovative ways at work • Performance Contest: Office achievement linked to the Agency’s core competencies and PMS • Desired Behavior Award: Innovative, creative behavior of individuals/ teams • Engagement Award: pride in the employer affiliation)

5. Electronic Rewards and Recognition module is used to maintain• Demographics and profile of awardees • Database of recognition system

4. Types of Programs • Employee Suggestion: Cost efficiency programs • Performance Contest: Division achievement based on service level improvement of divisions • Desired Behavior Award: Productive behavior of individuals/ teams • Performance Awards:



1 0


1. An ad hoc committee is established to oversee rewards and recognition. 1 0

2. Budget for rewards and incentives is limited. 1 0


1 0

1 0


10

10

10

LEVEL 3 - ADVANCED

1 0

2. Relates linkage of Rewards and Recognition system to other HR Systems 1 0

1 0

1 0


1 0

1 0

10

LEVEL 1 - BASIC

1 0

2. Performs secretariat function to the ad hoc committee of the Agency1

0

5. Simple information system is used to maintain: • Demographics and profile of awardees • Database of recognition system

4. Types of Programs • Employee Suggestion program: Integrity, efficiency and productivity • Performance Contest: Top individual/ team performer • Desired Behavior Award: Anchored on Agency core values • Service Awards

5. Simple information system is used to maintain: • Types of awards • Profile of awardees

1. Applies Rewards and Recognition policies geared toward continual improvement and deeper employee engagement

2. Establishes directions aligned with global practices in the implementation of approved systems and programs on Rewards and Recognition

3. Manages the process of engaging employees in the formulation, enhancement, and sustainability of Rewards and Recognition programs

1. Develops, customizes, and implements Rewards and Recognition guidelines that support the Agency’s goals

3. Performs research on and studies of global practices and emerging trends in Rewards and Recognition

4. Evaluates Agency programs vis-a-vis best practices on Rewards and Recognition of other organizations

1. Develops, customizes, and implements Rewards and Recognition guidelines based on Agency-suited requirements

2. Performs activities that provide technical support to the Rewards and Recognition Committee - Helps determine the kinds of monetary and non-monetary rewards

3. Explains customized policies and provisions on Rewards and Recognition programs to all officials and employees

1. Applies the Rewards and Recognition guidelines based on prescribed laws, rules, and regulations



3. Discusses Rewards and Recognition program with all officials and employees1

0

I. HUMAN RESOURCE RECORDS MANAGEMENT

Records to be verified

2. Plantilla of Personnel 3. Service Records 4. Leave Records 5. Attendance Records 6. Reports on Appointments Issued (for accredited agencies)

II. ORGANIZATIONAL PROFILE

Documents to be Checked & Verified

1. Organization Profile ▪Agency Mandate, Vision, Mission and Strategic Goals ▪Organizational Chart ▪Functional Chart

Other Documents to be Checked & Verified

2. Policies, Rules and Regulations ▪CSC Law and rules, memorandum circulars ▪Agency HR policies and procedures ▪DBM/COA/ Other agency policies

III. HEALTH AND WELLNESS

Policies to be verified

4. Drug free workplace in the bureaucracy (CSC MC No. 13, s.2010)

IV. EMPLOYEE WELFARE


1. System to Address Grievance/Issues in the Agency 2. Grant of Step Increment (NOSI)

3. Grant of Loyalty Incentive under PRAISE (CSC MC No. 3, s. 2001)

4. Entitlement to Leave Benefits

5. Registered Employees Association (if any)

6. Accredited Employees Association (if any)

7. Agency's Collective Negotiation Agreement (if any)

V. EMPLOYEE DISCIPLINE


2. Implementation of RA 6713

Section 5 - HR RECORDS MANAGEMENT & OTHER HR PROGRAMS1. Please select "Yes" or "No" on the drop down menu in each assessment box.

Document is Complete &

Updated

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 can be confirmed as a "Yes"

YESNO

Document is Available & Posted

Complete & Updated

Policies implemented by

Agency

1. Physical Fitness Program (CSC MC No. 6, s. 1995 ,CSC MC No. 8, s. 2011 dated March 7, 2011)

2. Policy on Working Conditions at the Workplace (CSC MC No. 33, s. 1997)

3. Smoking prohibition based on 100% smoke-free environment policy (CSC MC No. 17, s. 2009)

Policies Implemented by

Agency

Policies implemented by

agency

1. Adoption of the Revised Rules on Administrative Cases In the Civil Service (RRACCS)

3. Observance of Government Working Hours

4. Implementation of RA 9485 (Anti-Red Tape Act)- including the Citizen's Charter

5. Protection of the Bureaucracy Against Tobacco Industry Interference (CSC-DOH JMC No. 2010-01)

Annex C

▪Vacation Leave Application for leave filed five (5) days in advance

▪Sick Leave

▪Forced Leave

▪Special Privilege Leave

PRIME-HRM ASSESSMENT HR RECORDS-LEAVE BENEFIT ENTITLEMENTS

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 & Upated". 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.

Leave Benefit Entitlements

Item Descriptions / Specific Instructions / Assessment Guide

Records are Complete and

Updated

Application for leave filed immediately upon return to work; approval is mandatory

Agency has staggered schedule dof mandatory five-day vacation (forced) leave; Forced leave taken posted in the employees leave card; Forced leave not taken due to exigency of service not deducted from the employees leave credits

Employees are allowed to avail of 3-day privilege leave; no proof required

▪Monetization of Leave Credits

Employees are allowed to monetize at least 10 days if qualified; At least five (5) days are retained after monetization; Budget for the monetization of leave credits is charged to savings in Personal Services

▪Implementation of the Guidelines on the Grant of Parental Leave to Solo Parents (CSC MC No. 8, s. 2004 dated March 24, 2004, under RA 8972 – Solo Parents Welfare Act of 2000)

Cross reference with 201 file, check for solo parents; Employees are aware of the guidelines and process of the availment of parental leave; Availment of parental leave is supported by Solo Parent Identifcation Card and birth certificate of the child/children or other requirements, such as medical certificate, if necessary; Interview solo parents and ask to articulate the guidelines of parental leave; cross reference files to show proof of availament

▪Implementation of the Guidelines on the Availment of the Ten-Day Leave CSC Resolution No. 051206, under RA 9262 also known as Anti-Violence Against Women and their Children Act of 2004 (CSC MC No. 15, s. 2006 dated July 28, 2006)

Female employee, regardless of civil and employment status, who is a victim of violence is allowed to avail of the ten-day leave; emale employee, regardless of civil and employment status, whose child below 18 or above 18 but unable to take care of oneself is a victim of violence is allowed to avail of the ten-day leave; Availment of ten-day leave is supported by Barangay Protection Order (BPO) or Temporary Permanent Protection Order (TPO/PPO) obtained from the court or

▪Implementation of the Guidelines on the Grant of the Special Leave Benefits under the Magna Carta of Women (RA 9710) (CSC MC no. 25, s. 2010 dated December 1, 2010)

Female employee, regardless of age and civil status, who availed of the special leave has rendered at least six (6) months aggregate government service for the last 12 months prior to undergoing gynecological surgery; Application for special leave is supported by medical certificate filled out and signed by proper medical authorities, e.g., attending surgeon

Leave Benefit Entitlements

Item Descriptions / Specific Instructions / Assessment Guide

Records are Complete and

Updated

There is a declaration of calamity in the area

▪Paternity Leave

▪Maternity Leave

▪Study Leave

▪Rehabilitation Privilege

▪Special Leave (Calamity Leave)

Married male employees are allowed to avail of paternity leave of seven (7) days for a maximum of four deliveries

Agency female employees are allowed to avail of maternity leave of sixty (60) calendar days will full pay; Computations, requirements and policies of maternity leave are strictly followed and implemented

Selection of study leave beneficiary is based on the requirements provided in Item II, Sec. 68 of the Omnibus Rules on Leave

Application for rehabilitation privilege is made through a letter, supported by police report, if any , and medical certificate on the nature of the injuries, the course of treatment involved and the need to undergo rest, recuperation and rehabilitation, as the case may be.

▪Compensatory Time-Off in lieu of Overtime Pay

Employees are allowed to avail of the CTO; COCs are NOT used to offset undertimes/tardiness incurred by employees during regular working days; COCs are NOT added to the regular leave credits of the employees.