The CSC

ONLINE

COMPETENCY

ASSESSMENT

STRATEGICHRM

THIS WAY

to Strategic HR

to be Asia’s center of

excellence for HR and OD

by 2030

REPORT CARDSURVEY

by PULSE ASIA

98%2011:

2013:98%Three Regional Offices rates Excellent

Five CSC Regional Offices rated Excellent

2014: 97%

Objective 1: Being Recognized as Center of Excellence

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 Polo Hotel)link_hr symposium\asean_gad.jpg

18th ASEAN Conference on Civil Service Matters Preparatory Meeting (April 2015,

Tagaytay ) link_hr symposium\18th asean.jpg

• The CSC Strategy Map and The Enterprise Scorecard

• The Competency Project

• Personnel Competency Assessment

• CB Learning and Development

Management System

• On-line Competency Assessment

• CB Rewards Management

The CSC Competency Journey

Gawing lingkod-bayani

ang bawat kawani.

•Love of God & country

•Excellence

•Integrity

CSC shall be Asia’s leading center for excellence in strategic

human resource and organizational development

PE

OP

LEP

RO

CE

SS

ES

PA

RT

NE

RS

Recognized as a Center for Excellence

High-performing, competent, and credible civil servants

Provide excellent HR

processes

Ensure effective and efficient

performance of quasi-judicial

functions

ST

AK

EH

OLD

ER

S

Enhance the competency of our workforce

FIN

AN

CE Ensure efficient management of financial

resources

Cultivate partnerships with local and

international institutions

Strategic Measure: Enhancement of the competencies of the CSC workforce

YEAR

Percentage of CSC Personnel Meeting the Competencies

TARGETS

ACCOMPLISHMENTS

Meeting the Required

Competencies

Meeting the Mission-Critical Competencies

2012 Baseline Data 55.01% n/a

2013

70% 65.86% 76.40%

2014 (75%) 80% 80,35% 86.81%

2015 (80%) 85%

Development and Institutionalization of an Competency-Based HR System in the Public Sector (2011)

Competency Definition

Competency Tables

Position Profile

Competency-Based Job Descriptions

Competency-Based Qualification Standards

Competency Project Outputs in 2012

are observable, measurable and vital knowledge,, skills, an & attitudes that are translations of capabilities deemed essential for organizational success.

Competencies

Competency Tables

The competencies

CORE ORGANIZATIONAL LEADERSHIP

Exempli-fying

Integrity

Demons-trating

Personal Effective-

ness

Champio-ning and Applying

Innovation

Mana-ging

Performance

Partnering and

Networ-king

Coaching for

Results

Delivering Service

Excellence

Speaking Effectively

Planning and

Delivering

Building Commit

ment

Thinking Strategi-

cally

Solving Problems

and Making

Decisions

Writing Effectively

Managing Information

Develo-ping

People

Leading Change

Competent

and

Credible

Civil

Servant

CORE

Exempli-fying

Integrity

Delivering Service

Excellence

CORE

Exempli-fying

Integrity

Solving Problems

and Making

Decisions

Delivering Service

Excellence

CORE

Exempli-fying

Integrity

Writing Effectively

Solving Problems

and Making

Decisions

Delivering Service

Excellence

CORE

Exempli-fying

Integrity

Speaking Effectively

Writing Effectively

Solving Problems

and Making

Decisions

Delivering Service

Excellence

CORE

Exempli-fying

Integrity

Demons-trating

Personal Effective-

ness

Speaking Effectively

Writing Effectively

Solving Problems

and Making

Decisions

Delivering Service

Excellence

CORE

Exempli-fying

Integrity

ORGANIZATIONAL

Demons-trating

Personal Effective-

ness

Speaking Effectively

Writing Effectively

Solving Problems

and Making

Decisions

Delivering Service

Excellence

CORE

Exempli-fying

Integrity

Champio-ning and Applying

Innovation

ORGANIZATIONAL

Demons-trating

Personal Effective-

ness

Speaking Effectively

Writing Effectively

Solving Problems

and Making

Decisions

Delivering Service

Excellence

CORE

Exempli-fying

Integrity

Planning and

Delivering

Managing Information

Champio-ning and Applying

Innovation

ORGANIZATIONAL

Demons-trating

Personal Effective-

ness

Speaking Effectively

Writing Effectively

Solving Problems

and Making

Decisions

Delivering Service

Excellence

CORE

Exempli-fying

Integrity

Develo-ping

People

Planning and

Delivering

Managing Information

Champio-ning and Applying

Innovation

ORGANIZATIONAL

Demons-trating

Personal Effective-

ness

Speaking Effectively

Writing Effectively

Solving Problems

and Making

Decisions

Delivering Service

Excellence

CORE

Exempli-fying

Integrity

Building Commit

ment

Leading Change

Develo-ping

People

Planning and

Delivering

Managing Information

Champio-ning and Applying

Innovation

ORGANIZATIONAL

Demons-trating

Personal Effective-

ness

Speaking Effectively

Writing Effectively

Solving Problems

and Making

Decisions

Delivering Service

Excellence

CORE

Exempli-fying

Integrity

Thinking Strategi-

cally

Building Commit

ment

Leading Change

Develo-ping

People

Planning and

Delivering

Managing Information

Champio-ning and Applying

Innovation

ORGANIZATIONAL

Demons-trating

Personal Effective-

ness

Speaking Effectively

Writing Effectively

Solving Problems

and Making

Decisions

Delivering Service

Excellence

CORE

Exempli-fying

Integrity

Mana-ging

Performance

Thinking Strategi-

cally

Building Commit

ment

Leading Change

Develo-ping

People

Planning and

Delivering

Managing Information

Champio-ning and Applying

Innovation

ORGANIZATIONAL

Demons-trating

Personal Effective-

ness

Speaking Effectively

Writing Effectively

Solving Problems

and Making

Decisions

Delivering Service

Excellence

CORE

Exempli-fying

Integrity

Partnering and

Networ-king

Mana-ging

Performance

Thinking Strategi-

cally

Building Commit

ment

Leading Change

Develo-ping

People

Planning and

Delivering

Managing Information

Champio-ning and Applying

Innovation

ORGANIZATIONAL

Demons-trating

Personal Effective-

ness

Speaking Effectively

Writing Effectively

Solving Problems

and Making

Decisions

Delivering Service

Excellence

CORE

Exempli-fying

Integrity

Technical competencies

Policy Interpretation and Implementation

Counseling and GrievanceEmployee Organization

Management

Records Management Conciliation and Mediation Facilities Management

Policy Development Audit Management Test Administration

Secretariat and Liaison Services

Accounting Recruitment and Placement

Information Technology Management

Cash ManagementTest Development and

Evaluation

Strategic and Corporate Planning

Supply and Property Management

Library Management

Legal Management Learning Diagnosis and Design Budget Management

Corporate CommunicationLearning Delivery and

EvaluationProgram Management

Benefits, Compensation and Welfare Administration

Job Analysis, Job Description and Competency Development

Sample Competency Table – Planning and Delivering Competency Name

Competency Definition

Core DescriptionsCompetency Levels/Rubrics

Behavioral Indicators

CSC POSITION PROFILE

SAMPLE QUALIFICATION STANDARDS

POSITION: Computer Programmer III OFFICE: Integrated Records Management Office

Factors Current QS Competency-Based QS

EducationBachelor’s Degree relevant to the job

Achievement Bachelor’s Degree

RelevanceComputer Science/ Information Technology/ Computer Engineering or its related courses

Experience2 years of relevant experience

Years Two (2) Years

RelevanceDemonstrated ability in application systems development, implementation and maintenance

Training8 hours of relevant training

Hours 24 hours

RelevanceApplication systems development, implementation and maintenance

Recency Within the last 5 years

EligibilityCS Professional / 2nd Level Eligibility

Certification/LicensesCareer Service (Professional)Second Level Eligibility

Competencies None

Exemplifying Integrity 2

Delivering Service Excellence 2

Solving Problems and Decision Making 2

Demonstrating Personal Effectiveness 2

Speaking Effectively 2

Writing Effectively 2

Championing and Applying Innovation 2

Planning and Delivering 1

Managing Information 2

• Set the Mission-Critical Competencies for different positions

Strategic steps to ensure attainment of our PGS goals and targets

• Included competency targets in the Office Performance Commitment and Review (OPCR)

• Required the preparation of Individual Development Plans

Mission-Critical Competencies

Category of Positions

Number of MCCs

The Competencies

Executive/Managerial

5 Core: * Exemplifying Integrity* Delivering Service Excellence* Solving Problems and Making

Decisions

Leadership:* Partnering and Networking* Leading Change

Supervisor A (Division Chief and equivalent positions)

5 3 Core plus 2 leadership * Managing Performance* Thinking Strategically

Category of Positions

Number of MCCs

The Competencies

Supervisor B (Asst. Div. Chief and equivalent position)

4 3 Core plus 1 leadership* Thinking Strategically

2nd Level Non-Supervisory and1st Level Non-Supervisory

6 3 Core plus:3 Organizational:

* Demonstrating Personal Effectiveness

* Championing and Applying Innovation

* Planning and Delivering

Mission-Critical Competencies

• Recruitment and Promotion System

Integration of Competencies in CSC HR Systems

• Learning and Development

Programs on L & D for OHRMD Staff

CB Learning and Development Management System

L & D Programs

L & D Calendar

2012 CB Recruitment and Promotion System

2014 Enhanced CBRPP

• Rewards Management

• Competencies and Performance as Basis for Recruitment and Promotion

Competency-Based Recruitment and Promotion System

Salient Features:

• Use of Competency-Based Assessment Strategies

Written Exams

Behavioral Event Interview or

Targeted Selection Interview

• Established pool of raters, interviewers and background investigators

• Provided User’s Guide

Competency Assessment Tools

•Competency Assessment Rating Forms

•Competency Assessment Scoring Template

The Training Cycle

Development of a strategic HRD Framework

Needs assessment and analysis

Design, development and deployment of L & D interventions

L & D evaluation; and

Review of L & D policies

PROGRAM ON LEARNING AND DEVELOPMENT

Competency AssessmentPreparation of Individual

Development PlanConduct of Learning Needs

Assessment

Preparation of Office Level Learning and Development

Plan (Office HRD Plan)

Consolidation of all Office L&D (HRD) Plan into the Agency L&D (HRD) Plan

Implementation of the Plan

CSC Competency-Based Learning and Development Process

Monitoring and Evaluation

L&D AGENDA for 2014-2016

2014

Bridging mission-critical competency gap and development interventions

2015

Increasing proficiency level through learning and development interventions

2016

Soaring high through continuing learning and development interventions

Competency-based Program on

Awards and Incentive for Service

Excellence (CB PRAISE)

• Grant of Office and CSC Awards for Demonstration of Competencies

• Competencies as added criteria for awards

Continuous Review and Improvement of

Competency Tables

Addition of 10 Technical Competencies

Rewriting/Enhancements of Technical

Competency Tables

Adoption of 5 (from 7) Leadership Competencies

Partnering and

Networking

Managing Performance

Coaching for

Results

Leading Change

Thinking Strategically

Building Commitment

Developing People

Building Collaborative,

Inclusive Working

Relationships

Leading Change

Thinking Strategically and

Creatively

Creating and Nurturing a High

Performing Organization

Managing Performance

and Coaching for Results

7 CSC Leadership Competencies

5 Leadership Competencies for CPRO

ONLINE

COMPETENCY

ASSESSMENT

Time-consuming manual

assessment

Previous Assessment

Time-consuming manual assessment

Previous Assessment Online Assessment

Faster assessment process

Previous Assessment

180 degrees Competency Assessment only (Self and Supervisor Ratings)

Previous Assessment180 degrees Competency

Assessment only (Self and Supervisor Ratings)

360 Degrees Multiple assessors in multiple sites

Subor-dinate

Peers

Self

Super-visor

360 Degrees Review

Online Assessment

Previous

AssessmentManual computation and generation of Reports

Current Assessment

Fast and accurate tabulation of results and “one-click” generation of reports

Online Assessment

Online Competency Assessment

Reports generated by the system

• Number and percentage of personnel with unsubmitted assessment forms;

• Number and percentage of personnel meeting all the competencies required of the position ;

• Number and percentage of personnel meeting the Mission-Critical Competencies;

Online Competency Assessment

Reports generated by the system

• Number of competencies met by employees/officials ;

• Commonly Unmet Competencies by employees/officials; and

• List of Employees Who Meet and Do Not Meet per competency

Previous Assessment

Manual and delayed IDP Preparation

Previous

Assessment Manual and delayed IDP Preparation More wholistic and objective information

available to support timely preparation of the IDP

Online Assessment

ONLINE

COMPETENCY

ASSESSMENT

PROJECT

TIMELINE

Executive Offices

ONLINE

COMPETENCY

ASSESSMENT

PROJECT

TIMELINE

1. Update the competency dictionary;

up to the behavioral indicators

Competencies Number of Behavioral Indicators

Core • Exemplifying Integrity 21

• Delivering Service Excellence 22

• Solving Problems and Making Decisions

15

Organizational • Demonstrating Personal Effectiveness

23

• Speaking Effectively 26

• Writing Effectively 15

• Championing and Applying Innovation

12

• Planning and Delivering 20

• Managing Information 16

Competencies Number of Behavioral Indicators

Leadership • Building Collaborative, Inclusive Working Relationships

20

• Managing Performance and Coaching for Results

24

• Leading Change 28

• Thinking Strategically and Creatively

24

• Creating and Nurturing a High Performing Organization

20

TOTAL 14 Competencies 286 Behavioral Indicators

Level of Positions Core Organizational Leadership

1st level Non-supervisory

3 5 to 6 -

2nd level Non-supervisory

3 6 -

2nd level Supervisory 3 2 4 to 5

2nd level Executive/Managerial

3 - 5

2. Assign competency profile

per position

3. Assess employee competency

levels against the position profile

Sample Profile Matching Graph

Sample Profile Matching Graph

CSC Competency Assessment Report

Employee Profile

Job Competency Definitions

Overview of Competencies

Understanding the Results

General Comments

Subor-dinate

Peers

Self

Super-visor

360 Degrees Review

4. Facilitate 360 degrees

competency assessment

Assessment Schedule

2014 Competency Assessment November 2014

2015 Baseline Assessment February 2015

2015 Competency Assessment June 2015

5. Run competency

assessment per schedule

6. Archive a history of all

competency assessment runs

administered through the system

7. Create Individual Development

Plans based on competency gaps

8. Generate ODPs, identifying priority

office-wide interventions depending on

the common competency gaps.

Challenges

•Source Code still with LSP

•People forget their personal email address and password

•Delays due to internet connection

•Personnel’s delayed completion of assessment

Enabling Mechanisms

Management/Executive Sponsorship

Employee Buy-in

Communication and Marketing Plan

PAHRODF Assistance

Management/Executive Sponsorship

Employee Buy-in

Communication and Marketing Plan

Support Programs