SYSTEM ON COMPETENCY ASSESSMENT FOR LOCAL GOVERNMENTS (SCALOG) A Self-Assessment Tool 2.

4 Human Resource Management and Development

To the Respondent: The purpose of this tool is to assess the organizational competencies of your LGU. Organizational competencies, also referred to as organizational or institutional capacity, are the work processes, structures, systems and tools that the LGU must have to render and sustain superior performance. The tool will help identify the LGUs strengths and areas for improvement. The results will provide the necessary framework for developing programs to address the capacity-building needs of the LGU. This questionnaire has 3 parts: Part I. Items on the LGUs organizational competency in this service area. Part II. Strengths and Opportunities for Improvement in this service area. Part III. A Guide that provides additional details and definitions on some of the items. Thank you for your time and cooperation! The SCALOG Tool Administrator

INSTRUCTIONS
When responding to the items, please keep in mind that: You are assessing the LGU under the administration prior to May 31, 2004. Your individual responses will be kept confidential. Your candid and honest opinion will provide helpful information in developing the realistic profile of the LGUs organizational competency. The LGUs organizational competency profile will serve as a guide on what assistance and intervention the LGU needs to improve its performance. For each item, please choose the number that corresponds to the degree to which the characteristic described applies to or is exhibited by the LGU.

1 Never Statement does not apply at all to the LGU

2 Seldom Statement rarely applies to the LGU

3 Sometimes Statement occasionally applies to the LGU

4 Often Statement applies to the LGU most of the time

5 Always Statement applies to the LGU every time

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Part I. Human Resource Management and Development Never 2.4.1 Organization and Staffing 2.4.1.1 The LGU has a duly appointed human resource management and development office or officer. 2.4.1.2 The officials and employees of the HRMD are capable of conducting: 2.4.1.2.1 Workforce assessment 2.4.1.2.2 Recruitment and selection 2.4.1.2.3 Training and Development 2.4.1.2.4 Performance Evaluation 2.4.2 Legislative Support and Other Enabling Mechanisms 2.4.2.1 There is a standing committee in the Legislative Council attending to human resource management and development. 2.4.2.2 There is a Sanggunian resolution defining the composition of the personnel selection board. 2.4.2.3 The Sanggunian has appropriated funds for human resource programs. 2.4.2.4 The Sanggunian has enacted mandated ordinances or resolutions. (see last page) 2.4.2.5 Aside from the mandated Ordinances and Resolutions, the Sanggunian has passed other legislation regarding human resource management and development. 2.4.3 Transparency 2.4.3.1 Notices of vacancies are posted in at least (3) conspicuous public places in the LGU for a period of not less than fifteen (15) days. 2.4.3.2 The Personnel Selection Board is able to assist the local chief executive in ensuring the judicious and objective selection of personnel for employment or promotion. 2.4.3.3 The LGU has a transparent process for human resource selection (i.e., position requirements are clearly identified and communicated; vacancies are posted publicly; and assessment techniques, such are interviews or tests, are used to ensure selection decisions are based the requirements of the job). 2.4.3.4 The LGU a transparent process for promotion (i.e., position requirements are identified and communicated; vacancies are posted publicly; and assessment techniques, such are interviews or tests, are used to ensure promotion decisions are based the requirements
System on Competency Assessment for Local Governments (SCALOG)

Seldom

Sometimes

Often

Always

Remarks

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Never of the job). 2.4.3.5 Performance standards are displayed publicly to reinforce employee accountability for achieving them. 2.4.4 Management Systems 2.4.4.1 The LGU has a human resource development plan that is up to date and fully implemented. (see last page) 2.4.4.2 There LGU has clear and fully implemented guidelines on human resource selection. 2.4.4.3 There LGU has clear and fully implemented guidelines on promotion. . 2.4.4.4 Performance evaluation is regularly conducted in the LGU. (see last page) 2.4.4.5 Sanctions for continuing poor performance are clear and enforced. 2.4.4.5.1 Please describe these sanctions

Seldom

Sometimes

Often

Always

Remarks

2.4.4.6 The LGU has conducted a workforce assessment within the past 3 years. 2.4.4.7 Organizational improvements have been made as a result of the workforce assessment. (see last page) 2.4.4.8 The LGU has developed its own performance evaluation system that is customized according its needs, e.g., multi-rater approach where performance feedback comes from subordinates and/or customers. (see last page) 2.4.4.9 Employees are involved or encouraged to participate in developing performance standards. 2.4.4.10 The LGU has a mechanism/s for clarifying and communicating work responsibilities of individual employees (such as written job descriptions, regularly meetings to clarify roles and responsibilities, or performance planning sessions). 2.4.4.11 The LGU uses different forms of reward and recognition for good performance. (see last page) 2.4.4.11.1 Please describe these reward and recognition.

2.4.4.12 The LGU identifies the education, training and development needs of its employees.
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Never 2.4.4.13 The LGU provides opportunities for continuous learning and development to its employees. 2.4.4.13.1 Please describe these opportunities:

Seldom

Sometimes

Often

Always

Remarks

2.4.5 Participation

2.4.5.1 The LGU involves employees in the: 2.4.5.1.1Formulation of HR plans/programs they provide substantive inputs to the development/ design of plans/ programs. 2.4.5.1.2.Implementation of HR plans/programs they play an active role in executing plans/ programs. 2.4.5.1.3.Monitoring of HR plans/ programs they play a key role in monitoring the implementation of plans/ programs. 2.4.5.1.4.Evaluation of HR programs they play a key role in assessing completed plans/ programs in this service area. 2.4.5.2 Employee participation or inputs have resulted in changes in human resource policies, plans and programs. 2.4.5.2.1 If so, cite a case:

2.4.5.3 Employees can ventilate their concerns and sentiments on work and/or organizational issues. 2.4.5.3.1 How?

2.4.6 Continuous Improvement/ Innovation

2.4.6.1 The LGU has introduced innovations in human resource management and development. 2.4.6.1.1 Describe these innovations:

2.4.6.2 There is a computer-based Human Resource Information System available. 2.4.7 Customer Service 2.4.7.1 The LGU reviews/evaluates its human resource management and development services to identify areas for improvement. 2.4.7.2 The LGU streamlines its human resource management and development services in terms of reduction in:
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Never 2.4.7.2.1 processing/transaction time 2.4.7.2.2 number of requirements 2.4.7.2.3 number of signatories 2.4.7.2.4 number of steps 2.4.7.3 The LGU solicits feedback from its clients regarding its human resource management and development services through informal means (e.g., spontaneous feedback from clients, interviews and other methods that are unstructured or done randomly) 2.4.7.4 The human resource management and development office has its own, or is part of the LGUs, institutionalized program for sustained service improvement: 2.4.7.4.1 It has formulated its service vision, values and strategies 2.4.7.4.2 It has conducted a service audit to identify problems in service delivery, including conducting a survey to get feedback from internal and external customers. 2.4.7.4.3 It has formulated service improvement recommendations that would address identified weak points in service delivery. 2.4.7.4.4 It has made the necessary changes or interventions to improve service, such as providing basic customer service skills training to frontline personnel, and putting in place performance standards. 2.4.7.4.5 Service commitments or standards are posted in conspicuous places in the office to let the public know the types of services they can avail of, response time and person responsible.

Seldom

Sometimes

Often

Always

Remarks

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Part II. What are the LGUs strengths in this service area?

What are the LGUs opportunities for improvement in this service area?

Part III. Guide to some items: 2.4 Human Resource Management and Development 2.4.1 Organization and Staffing Workforce assessment is the process of determining the competencies, skills and knowledge; types and number of personnel; and training needed to achieve LGU goals.

2.4.2 Legislative Support and Other Enabling Mechanisms Mandated ordinances or resolutions. Sec 458 (a)(1) and (2) for cities; Sec 447 (a)(1) and (2) for municipalities; Sec 468 (a) )(1) and (2) for provinces): Determine the powers and duties of officials and employees of the LGU Determine the positions and the salaries, wages, allowances and other emoluments and benefits of officials and employees paid from local funds Authorize the payment of compensation to a qualified person not in the government services who fills up a temporary vacancy or grant honorarium to any qualified official designated to fill a temporary vacancy in a concurrent capacity at a rate authorized by law.

2.4.4 Management Systems A human resource development plan identifies the priority learning and development needs of employees of the LGU, the strategies and action plan for addressing those needs. At a minimum, performance evaluations are conducted twice a year. While there is a CSC-prescribed Performance Evaluation System (PES), LGUs can formulate their own guidelines and procedures with the approval of the CSC. Page 6 of 7

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Examples of reward and recognition mechanisms: monetary and/or non-monetary rewards, individual and or team reward/ recognition, employee of the year/month. Examples of learning and development opportunities: in-house training, on-the-job training, coaching and mentoring, local scholarships, foreign scholarships,etc.

2.4.6 Continuous Improvement/ Innovation Innovation refers to changes made in processes, services and management practices that create new, significant value for citizens and other stakeholders. It includes the adoption of an idea, process, technology or service that is either new or new to its proposed application. 2.4.6.2 A human resource information system is a database that: includes employee records. includes timekeeping and payroll. includes accurate information includes up-to-date information generates data used by management for decision-making. operates on a server/ computer dedicated for this purpose

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Does the LGU have a functional and capable human resource management and development office? Is it functional: separate office or department of the LGU structure, performing mandated functions? Is it capable: separate office or department has a full-time human resource management officer possessing appropriate qualification requirements and complemented with technical staff and administrative support personnel? Is a computer-based Human Resource Information System available? If so, does it: include employee records? include timekeeping and payroll? include accurate information include up-to-date information generate data used by management for decisionmaking? operate on a server/ computer dedicated for this purpose 0 1 2 No impact Little Directly on impact on unimporta effectiven effectiven nt to ess ess effectiven ess 0 Does not exist 0 Does not exist 1 At infancy stage 1 At infancy stage 2 At early developm ent stage 2 At early developm ent stage