profiling 3rd level personnel in the philippine civil service

Profiling 3rd Level Personnel in the Philippine Civil Service

Hilario P. Martinez 1

INTEGRITY COMPETENCE

Public Service


The Civil Service Commission (CSC) of the Philippines

* Source: http//csc.gov.ph website 3 Hilario P. Martinez

The Burden of Public Service and Criticality of Civil Service Reforms

HILARIO P. MARTINEZ 4

Government officials and employees takes an oath to serve, protect and defend the country,

and the interest and welfare of the public

Government officials and employees are entrusted with enormous resources drawn

and contributed by citizens-taxpayers

As stewards of huge state wealth and public funds, they are expected to be intellectually

capable and armored with integrity

Competency, not civil service eligibilities, builds professionalism and reinforces integrity

in the workplace

Rising to the Challenge?

What verifiable indicators can be

used to reflect the management

skills of this elite group?

How is this elite group

characterized in terms of its

management capabilities?

How critical is Level 3 personnel in the civil service for it

to be the focus of Pres’l Decree #1, the

1st decree after Proclamation

1081?

NOTE: Proclamation 1081 was the Declaration of Martial Law in the PH, dtd Sep 21/72


Operatives

6

The Philippine Civilian Bureaucracy

Management

(Approximately less than 1.4% of 1.4M, the highest paid, the most privileged, the most influential)

Hilario P. Martinez

Job Account of the Very-Important-Personnel in Government: The Persons-In-Command Top Level Managers

Middle Level Managers

Direct Supervision /Low Level Managers


What would it

take to

transform this

hierarchical

structure into

seamless

building blocks

of Competency

Supervisory, Managerial, and Executive Personnel in the Philippine Civil Service

SG 33

SG 32

SG 31

SG 30

SG 29

SG 28

SG 27

SG 26

SG 25

SG 24

SG 23

SG 22


SG = Salary Grade

Command Responsibility / Cause and Effect

The collective leadership of 3rd Level Personnel

The burden of implementation


GETTING TO KNOW BETTER AN “ELITE GROUP” OF PUBLIC SERVANTS


Good, Better, Best? or

The Good, the Bad, and the Ugly?

Persons-in-Command – What are You?


Generic Talent Levels *

Vision

Intelligence

Leadership

Drive

Resourcefulness

Customer Focus

Topgrading

Coaching

Team Building

Track Record

Integrity

Communication

* Referenced/Adopted (w/ some changes) from “The Workforce Scorecard”


“A” Public Servant

• Facilitates the creation and communication of a competing and strategically sound vision

“B” Public Servant

• Vision lacks credibility; is somewhat unrealistic or strategically flawed

“C” Public Servant

• Embraces tradition over forward thinking


120 or higher IQ; able to rapidly perform complex analyses

“A” Public

Servant

100 to 119 IQ; smart, but not as insightful as an “A” category

“B” Public

Servant

80 to 99 IQ; has difficulty coping with new, complex situations

“C” Public

Servant


• Initiates needed change; highly adaptive and able to “sell” the organization on change


• Favors modest, incremental change, so there is lukewarm “followership”


• Prefers the status quo; lacks credibility, so people are hesitant to follow



“A” Public

Servant

• Passionate; extremely high energy level; fast paced; 55(+) hour workweeks

“B” Public

Servant

• Motivated; energetic at times; 50- to 54-hour workweeks

“C” Public

Servant

• Dedicated; inconsistent pace; 40- to 49-hour workweeks


• Impressive ability to find ways over, under, around, and through barriers

“A” Public

Servant

• Open-minded and will occasionally find a new solution

“B” Public

Servant

• Requires specific direction

“C” Public

Servant



• Extremely sensitive and adaptive to both stated and unstated customer needs


• Knows that “customer is king” but does not act on it as often as “A”


• Too inwardly focused; misjudges the inelas-ticity of demand for the agency’s services



Hires “A” people with “A” potential; has the “edge” to make the tough calls and remove chronic “C” personnel


Hires mostly “Bs” and an occasionally costly “C” personnel; accepts less than top performance


Hires mostly “C” personnel; crises occur due to low talent level; tolerates mediocrity


Performs annual performance reviews and

some additional feedback; is “spotty”,

inconsistent in coaching

Successfully counsels, mentors, and teaches each team member to “turbo-boost” performance and personal/ career growth

“A” Public

Servant

“B” Public

Servant

Inaccessible, hypercritical, stingy with praise, and

late/shallow with feedback; avoids career

discussions

“C” Public

Servant


Creates focused, collaborative, results-driven teams; energizes others

“A” Public

Servant

May want teamwork but does not make it happen

“B” Public

Servant

Drains energy from others; actions prevent synergy

“C” Public

Servant


• Exceeds expectations of employees, customers, and stakeholders

“A” Public

Servant

• Meets key constituency expectations

“B” Public

Servant

• Sporadically meets expectations

“C” Public

Servant



“A” Public

Servant

• “Ironclad”

“B” Public

Servant

• Generally honest

“C” Public

Servant

Mediocre skills

“C” Public

Servant

Average oral/

written skills

“B” Public

Servant

Excellent oral

/written skills

“A” Public

Servant


What is the real “Face and Character” of

Public Servants who are often addressed as

“ ”?


3rd Level Differentiated Workforce Summary Report - Format

Which should be retained? Which could be given time? Which should be dismissed?


On the administrative dimension, how many of the incumbent CSEEs* and CESOs

respond to these concerns? How many of them have masteral and doctoral degrees

sponsored/funded by Government?

How many of them have pending investigations/ cases in Ombudsman and/or Sandiganbayan?

What was the performance rating of their respective unit/office/agency for the last 5 years?

How many of these offices/agencies have recurring and/or substantial suspensions and disallowances from

the Commission on Audit? What is the degree of utilization/wastage of resources

(funds, manpower, logistics) of their offices/agency for the last 5 years?

Hilario P. Martinez 27 * CSEE – Career Service Executive Eligibles

RISK

Position / Title Conscious “Public Servants”!


Attorney!

Doctor! Professor! Sir!

Madam! . . .

Engineer!

Your Horror!

Secretary

Director

General Manager etc. . . .

Superintendent

Justice

Commissioner

Chief

CROSSED

FINGERS

OATH

TAKING

Who should be blamed and made accountable for these situations?

DEREGATORY

FINDINGS

BREAKDOWN OF

DISCIPLINE

DECREASING

PRODUCTIVITY

PROJECT DELAYS/

DOWNTIME

UNCONTROLLED

INTERNAL CONFLICTS

PAP

ERW

OR

KS

MEETINGS


Who and What are they?


Immediate Objective

Number Must Decrease

Number Must Increase


Individual and Collective Leadership anchored on INTEGRITY and ACCOUNTABILITY


Being Conscious of these Differences Helps the Transition to Real CHANGE


the privilege of being qualified to participate or be chosen

the official authorization to

engage in a regulated profession/activity

official recognition as having the necessary ability (knowledge, skills & attitude) to perform a job well enough to meet a established standard

Being an eligible or a licensed professional does not necessarily prove competence, unless otherwise verified thru an objective competency assessment

See www.slideshare.net for “Eligibility or Competency”

http://www.slideshare.net/

Expectations on reforms directed on a specific group: Probable or Improbable?

With Teams of Public Servants led by 3rd Level Personnel with proven capabilities and character , would that translate to …

More responsive, effective and efficient

delivery of public goods and services?

Significantly reduced wastage of government

resources?

Lesser derogatory annual audit findings on agency

fiscal operations?

Less graft and corruption cases in Ombudsman and

Sandiganbayan?


Why Profile the 3rd Level Personnel of the Philippine Civil Service?


profiling 3rd level personnel in the philippine civil service

Government & Nonprofit