Certificate Program:Transitioning to Higher

Responsibilities

Arthur Luis P. FlorentinExecutive Director IVCivil Service Institute

Session Objectives

By the end of this session, you shall be able to:

• Appreciate the rationale behind the Leadership and Management Certification Program

• Describe the components of the Certification Program

• Describe the learning assessment principles used in the Certification Program

Leadership Pipeline

• Leadership Passages

• Each passage require competencies different from the preceding passage

• Competencies accumulate as leaders go through the different passages

Leadership Pipeline

FunctionalExcellence

TeamExcellence

ManagerialExcellence

TechnicalExcellence

OrganizationalExcellence

It’s a World!

• Term used by the US Army War College to describe conditions in the battle field in the 1980’s

• Now used by management gurus to describe business environment

V U C A

•VolatilityV

•UncertaintyU

•ComplexityC

•AmbiguityA

Like surfers who must understand that they are never incharge of the wave, and yet can ride that wave withcompetence and grace, so may we find the High Performancewe seek.

Owen Harrison

Emerging Leaders as the Wave Rider

•VolatilityV

•UncertaintyU

•ComplexityC

•AmbiguityA

•VisionV

•UncertaintyU

•ComplexityC

•AmbiguityA

•VisionV

•UnderstandingU

•ComplexityC

•AmbiguityA

•VisionV

•UnderstandingU

•ClarityC

•AmbiguityA

•VisionV

•UnderstandingU

•ClarityC

•AgilityA

Leadership in the Philippine Public Sector

• Masters Degree, Training Hours and Professional Eligibility

Current Qualification for Division Chiefs and equivalent

• Certificate of Leadership and Management based on assessment of the Five (5) Leadership Competencies and Professional Eligibility

Alternative Qualification for Division Chiefs and equivalent

Leadership Competency Framework

• Leadership Competencies:– Benchmarked with Australian and Singaporean

Leadership Competencies and Leadership Dev’t– Validated through Focus Group Discussions in the

Bureaucracy: NGAs, LGUs, SUCs, GOCCs– Identified Five Leadership Competencies

Leadership Competency Framework

• CSC’s 5 Leadership Competencies promulgated September 24, 2014:– Thinking Strategically and Creatively– Building Collaborative and Inclusive Working

Relationships– Leading Change– Managing Performance and Coaching for Results– Creating and Nurturing High Performing

Organizations

Leadership and Management Certification Program (C-Pro)

Certification based on Competency Assessment

•Recognition of Prior Learning (RPL) Track•Training Track

Twin Approach to Certification

•Written Test•Portfolio Assessment•Behavioral Interview

Assessment to be conducted by CSC ERPO

Leadership and Management Certification Program (C-Pro)

•1 day Program Orientation

•2 days per module for a total of 10 classroom days

Five modules corresponding to five leadership competencies

Modules are supplemented by an Action Learning Project in 90 Days with Coaching

25 participants

C-Pro ProcessG

en

eral

Ori

enta

tio

n

Mo

du

le 1

: TSC

Mo

du

le 2

: LC

Mo

du

le 3

: BC

IWR

Mo

du

le 4

: MP

CR

Mo

du

le 5

: CN

HP

O

Pro

gram

Ori

enta

tio

n

Act

ion

Lea

rnin

g P

roj.

Co

mp

eten

cy A

sse

ssm

ent

Cer

tifi

cati

on

Portfolio BuildingOrientation

Action Learning

Core Elements:

• Sets of six people

• Action on real tasks or problems at work with learning from reflection on actions taken

• Tasks/problems are individual rather than collective and chosen by individuals

• Questioning as main way of helping participants proceed with tasks/problems

• Group coaches are usedChristine Thornton

Underpinning Premise

70-20-10 approach to workplace learning and performance works!

20

Experiential/Applied Learning

• Day-to-day tasks, challenges and practice in the workplace or community

Social Learning

• Interaction with others

Formal learning

• Structured modules and courses

• Self-study (reading)21

Experiential Learning

Concrete

Experience

Re

flec

tive

Ob

se

rva

tion

AbstractConceptualization

Ac

tive

Exp

eri

men

tati

on

Kolb’s Model

Competencies

are not

developed

overnight

Action Learning Project Criteria

» Involves a current concern or challenge that is important, relevant and broad enough to be considered a strategic endeavor for the participant’s organization.

» Complex enough to require a coalition to be organized and managed to facilitate problem solving and solution implementation.

» Involves a solution unique enough for the organization to demonstrate innovativeness and creativity.

» Implementable in 90 days.

Action Learning Players

• Project Team Leader• Project Team• Project Sponsor• Client• Action Learning Coach

Competency – Project Mapping

Project ConceptStrategies

Change Management PlanImplementation Plan

Stakeholder AnalysisCommunication Plan

Coaching PlanCoaching Journal

Key Performance IndicatorsProject Evalaution

Thinking Strategically and Creatively

Leading Change

Building Collaborative and Inclusive Working Relationship

Managing Performance and Coaching for Results

Creating and Nurturing High Performing Organizations

Assessment Process

Written Test

Portfolio Review

Behavioral Event Interview

Learning from the Program

• How would you describe your experience in the training track of the Certification Program?

• What is your Action Learning Project for you? What did you learn from your project?

• What are your memorable experiences from the Certification Program?

• Over-all what benefits did you gain from the Certification Program?