PSED Forum

2019
April 11-12, 2019
General Observations
EDIT IN GOOGLE SLIDES
Click on the button under the
presentation preview that says "Use as
Google Slides Theme".
You will get a copy of this document on
your Google Drive and will be able to
edit, add or delete slides.
You have to be signed in to your Google
account.
EDIT IN POWERPOINT®
Click on the button under the
presentation preview that says
"Download as PowerPoint template".
You will get a .pptx file that you can edit
in PowerPoint.
Remember to download and install the
fonts used in this presentation (you’ll
find the links to the font files needed in
the Presentation design slide)

More info on how to use this template at www.slidescarnival.com/help-use-presentation-template

This template is free to use under Creative Commons Attribution license. You can keep the Credits slide or mention
SlidesCarnival and other resources used in a slide footer.

2
2018 General Observations
Recommendations for Complete submission of Gaps identified pertain to
Award was submitted by evidence requirements the particular Maturity
batch and earlier than the Level only
deadline.

Assessment focused on Evidence requirements Evidence requirements

one Maturity Level only were submitted in a more are feature worthy
presentable state

3
 1.
RSP
Recruitment Selection and
Placement
“It’s all about…
Having the right people,
With the right abilities,
In the right place,
At the right time.”

5
Remember . . .
✗ RECRUITMENT - Attracting as many qualified
candidates for existing and anticipated vacancies

✗ SELECTION - Identifying most qualified to achieve

desired results
Predicting which applicants will best fit
organization’s culture and job

✗ PLACEMENT - Putting new hires in specific positions

Preparing them in new roles to facilitate
integration and performance

6
RSP ?

PILLARS
Governance · Talent Planning ·
Talent Sourcing · Talent Selection
and Placement ·

7
 RSP Pillars
Governance Talent Planning
✗ Overall structure and ✗ Processes for assessing
processes and defining agency’s
Setting policies staffing demands
Establishing RSP system and budget
✗ Making provision for
Overseeing management and effectiveness of
RSP function and its alignment to agency’s movement of people
vision and strategic direction
into, within and out of
✗ Support mechanisms
agency so competencies
System review
Data/Information management are effectively and
Use of technology efficiently utilized

8
 RSP Pillars
Talent Sourcing
✗ Processes and strategies for ✗ Processes for evaluating and
identifying and attracting as
many qualified candidates
for existing and anticipated
vacancies
Talent Selection & Placement
selecting most qualified
candidates based on
objective job- related criteria
✗ Preparing new entrants on
roles and agency
environment to facilitate
integration and performance,
and promote retention
9
 RSP - Governance - Policy
Level 1 Level 2 Level 3

Agency’s RSP The Agency’s The Agency’s

policies and RSP policies RSP policies
processes and/or processes and processes
comply with are customized clearly define
policies and to Agency’s link with other
guidelines issued requirements, and core HRM areas
by CSC and include specific (i.e., RSP, L&D and
other relevant guidelines in the PM).
authorities." application of
EOP.

10
Evidence Requirements
Level 1 Level 2 Level 3
Copy of Agency MSP Copy of Agency MSP Copy of Agency MSP
Specific Guidelines on the Specific Guidelines on the
application of EOP application of EOP
Policies that clearly define
link with other core HRM
areas

11
Evidence submitted for specific
application of EOP 12
 RSP - Governance – Review Mechanism
Level 1 Level 2 Level 3

The Agency The Agency The Agency

relies on CSC tracks tracks
feedback on its efficiency of effectiveness
compliance RSP of RSP
with RSP processes, and processes,
policy. uses data to and uses data to
Improve improve system:
system:

13
Evidence Requirements
Level 1 Level 2 (Efficiency)
Turn-around time (i.e., time
to source and fill up vacant
positions)
Cost of sourcing and hiring/
programs
Process flow
PSB Minutes, comparative
assessment data, selection
criteria.
Level 3 (Effectiveness)
Profile of applicants (including data on
gender, disability, civil status, religion,
ethnicity, etc.)
Performance at the end of the
probationary period
Workforce diversity (data on gender,
disability, civil status, religion, ethnicity,
etc.)
Turnover rate
Documented and analyzed exit interview.
14
Review Mechanisms

Efficiency - able to accomplish something with

the least waste of time and effort

TAT - is the time interval from the time of

submission of a process to the time of the
completion of the process

Cost of Sourcing - What expense items are

involved, how many person-days or hours, and
how much does it cost to fill up a particular
position

15
Review Mechanisms

YIELD RATIO
✗ Which recruitment sources are most effective
at producing qualified applicants …

✗ What percentage of applicants from a

particular source make it to the next stage in
the selection process …

✗ Which method is most cost-effective and

useful …

16
Evidence submitted for
Turn-around- time 17
RSP – Talent Planning – Staffing/
Workforce Plan
Level 1 Level 2 Level 3

The Agency Agency has an The Agency has a

has a staffing updated staffing workforce plan to
plan approved plan reflecting meet medium-
by DBM/GCG recommended term (2-3 years)
or Sanggunian. staffing HR needs. It
modifications. includes
workforce
diversity analysis
of the Agency’s
staffing

18
Evidence Requirements
Level 1 Level 2
PSIPOP Staffing Plan showing
deployment, conversion of
positions, reclassification)
based on planned annual HR
needs.
Level 3
Workforce Plan showing male-
female ratio, age, information on
disability, civil status, ethnicity,
religion, etc.) in the last 2-3 years
that is used to develop RSP
strategies to promote workforce
diversity and uphold equal
opportunity principles.
19
Staffing Plan

Ensures that all areas of operation of the agency

has adequate number of staff with the right
qualifications

20
Evidence submitted for
Staffing Plan 21
RSP – Talent Sourcing – Recruitment
Plan
Level 1 Level 2 Level 3

The Agency The Agency has a The Agency has a

initiates Recruitment Plan Recruitment Plan
recruitment based on that supports the
once vacancy anticipated medium-term (2-
occurs, vacancies within 3 years)
following CSC the year and workforce plan,
guidelines. includes possible which is reviewed
candidate annually to
sources . ensure
responsiveness.

22
Evidence Requirements
Level 1 Level 2 Level 3
Publication Document showing qualified 2-3 years recruitment plan that
and posting next in rank employees as well support the workforce plan
based on as submitted applications, (explicit connection of
current referrals, etc. recruitment plan with the
vacancy staffing/workforce plan)

23
Recruitment Plan

✗ Identifies possible candidate sources

✗ Aims to attract diverse applicants
✗ Developing recruitment agenda and strategy
for the year
- Not just about identifying vacant
positions and sources
- Involves reviewing and analyzing
historical performance of recruitment
strategy and activities

24
25
Evidence submitted for
Recruitment Plan 26
RSP – Talent Selection and
Placement – Onboarding
Level 1 Level 2 Level 3

The Agency The Agency has The Agency implements

has a basic an orientation and evaluates a 3-6
orientation program that helps month onboarding
program that employees understand program to establish and
informs new performance strengthen interpersonal
hires about job expectations, and organizational
scope and reporting relationships relationships to facilitate
office rules and and information adjustment and
regulations. networks needed to immersion into the new
perform job. work environment and
organization.

27
Evidence Requirements
Level 1 Level 2 Level 3
Basic Document showing approved Document showing approved
Orientation orientation program; orientation program with process
program documentation of the flow; evaluation form
conduct of the orientation
program

28
RSP – Talent Selection and
Placement – Onboarding

Performance
expectations

Information
Reporting networks
relationships needed to
perform job

29
30
Evidence submitted for
Onboarding 31
 2.
L&D
Learning and Development
“Human resources are like natural resources;
they're not just lying around on the surface. They're
often buried deep.

“You have to go looking for them. You have to

create the circumstances where they show
themselves.”

― Sir Ken Robinson

33
Remember . . .
Learning and Development
Processes and mechanisms for building competencies and
developing potentials of staff, leaders and teams to
ensure that the organization has the competent and
engaged workforce it needs

34
L&D
PILLARS
· Governance ·
· Planning and M&E·
· Execution ·

35
 L&D Pillars
Governance Planning and M&E
✗ Overall structure and processes ✗ Hierarchy of planning
Setting policies processes that drive the L&D
Establishing L&D system and budget function in the agency
Overseeing management and effectiveness of ✗ Establishes link between L&D
RSP function and its alignment to agency’s
vision and strategic direction programs and activities and
the agency’s goals and
✗ Support mechanisms directions
System review ✗ Lays out M&E framework for
Data/Information management determining value and
Use of technology effectiveness of L&D
investments

36
 L&D Pillars
Execution
✗ Processes to operationalize
elements of L&D Cycle
✗ Defines guidelines and
processes that facilitate
integrated management of
L&D programs and activities

37
L&D –Governance – Policy
Level 1 Level 2 Level 3

The Agency’s The Agency’s The Agency’s L&D

Learning and L&D policies policies and
Development and/or processes processes are
(L&D) policies are customized to competency-based
and processes Agency’s and linked with
comply with requirements, and other core HRM
CSC-issued include specific areas (i.e., RSP, PM
L&D policies guidelines on and R&R).
and guidelines. application of
equal opportunity
principles.

38
Evidence Requirements
Level 1 Level 2 Level 3
L&D Policy Document showing L&D policy and processes with
Guidelines customized L&D Policy with explicit link to other HRM Systems
specific guidelines on EOP

39
Evidence submitted for
L&D Policy 40
L&D Policy

✗ any activity designed to help individuals

become more effective at their work by
improving, updating or refining their
knowledge and skills.

41
L&D – L&D Planning and M&E – L&D
Planning
Level 1 Level 2 Level 3

The Agency has The Agency has an The Agency has a

a list of available annual Learning medium-term (2-3
external training and Development years)
programs that Plan based on a competency-based
respond to needs assessment Learning and
requests of of employees Development Plan
managers/ regardless of that is linked to
supervisors. gender, civil other core HRM
status, age, areas (e.g., RSP and
disability, ethnicity, PM).
etc.

42
Evidence Requirements
Level 1 Level 2 Level 3
Updated list of Annual L&D Plan 2-3 years competency L&D Plan
external Sample accomplished needs Sample competency assessment
training assessment form and form
programs consolidated IDP

43
L&D Plan
✗ Living document that sets out how L&D
interventions will support achievement of
agency’s strategic goals and directions

Purpose of L&D Plan

✗ Ensure L&D supports agency’s strategy
✗ Identify needs-based interventions to build
competencies and develop potentials
✗ Formulate measures of L&D effectiveness
✗ Develop strategies for managing risks
and engaging stakeholders

44
Evidence submitted for
L&D Plan 45
L&D –Execution – Development
Level 1 Level 2 Level 3

The Agency The Agency The Agency

uses learning develops develops
materials and customized customized job
training aids that learning materials aids (e.g.,
are available and training aids to checklists,
and/or obtained support delivery of templates, etc.)
from other L&D programs. and learning tools
sources (e.g., (e.g., journals) to
internet, external support application
resource of learning to the
persons, CSC workplace.
materials, etc.).

46
Evidence Requirements
Level 1 Level 2 Level 3
Sample learning Sample customized learning Sample job aids and journals
materials (e.g. materials and training aids
adopted from (e.g. slide decks, facilitator
external guide, brochure, etc)
resource
centers)

47
Learning Materials and Aids

✗ Set of tools that facilitate learners’

acquisition of knowledge and skills during
training and beyond (i.e., job aids to guide
workplace application)

48
Evidence submitted for
L&D Materials
49
L&D –Execution – Delivery
Level 1 Level 2 Level 3

The agency’s The agency’s The agency’s

training delivery L&D interventions follow-through
follows an are executed, L&D interventions
outline that monitored and (e.g., learning
covers list of evaluated based on conversations,
topics and activity plan. etc.) are executed,
activities. monitored and
evaluated to
support workplace
application of
learning

50
Evidence Requirements
Level 1 Level 2 Level 3
Outline that Activity plan is used as tool to Documentation of follow-through
covers list of monitor whether L&D L&D interventions (e.g., learning
topics and interventions are executed, conversations, etc that support
activities. and evaluated workplace application of learning
Terminal Report

51
 Evidence submitted for
L&D Monitored, implemented &
executed 52
 3.
PM
Performance Management
“ My job is not to be easy on people.

My job is to make them better.”

- Steve Jobs

59
Remember . . .
Performance Management is the process for:
✗ Establishing shared understanding of what is to be
achieved and how it is to be achieved; and
✗ Managing people in a way that increases the probability
that it will be achieved

60
Remember . . .
Purpose of Performance Management
✗ STRATEGIC - Aligns and links unit and employee
performance with organizational goals

✗ ADMINISTRATIVE - Provides structured and rational

basis for decisions on rewards, promotions, retention

✗ DEVELOPMENTAL - Enhances unit and employee

effectiveness by addressing performance gaps

61
 PM
PILLARS
Governance · Performance
Planning · Monitoring & Coaching ·
Review & Evaluation · Development
Planning

62
 PM Pillars
Governance
✗ Overall structure and processes
Setting policies
Establishing PM system and budget
Overseeing management and effectiveness of
RSP function and its alignment to agency’s
vision and strategic direction
✗ Support mechanisms
System review
Data/Information management
Use of technology
Performance Planning
Sets anchor for performance
management
Ensures alignment of
individual/office performance
with agency’s strategic goals
Creates shared understanding of
performance success indicators
63
 PM Pillars
Monitoring and Coaching
✗ MONITORING
Observing performance and collecting
data over a period of time to support
tracking and measurement
✗ COACHING
Providing guidance with the intent of
helping staff achieve performance
goals
Review & Evaluation
Why - To assess performance and generate data that
will serve as basis for management and HR decisions
What - Accomplishments:
What performance targets were achieved
Gaps:
What performance targets were not met
When - Two evaluation periods are suggested: once
every six months
Agencies may follow a quarterly rating period (every 3
months); or a yearly rating period (every 12 months)
64
 PM Pillars
Development Planning
Purpose:
✗ Correct performance
problem caused by
competency gap
✗ Reinforce and sustain good
performance
✗ Hone potentials for higher
level responsibilities
Development Planning
Key tasks:
✗ Isolate competency gaps that affected achievement of
performance objectives
- Identify learning interventions to address existing gaps
✗ Identify competency areas for further enhancement
- Identify learning and development interventions to
reinforce/sustain performance
✗ If appropriate, identify anticipated new roles or projects that
staff can take on
- Identify development interventions to prepare staff
65
PM –Governance – Policy
Level 1 Level 2 Level 3

The Agency’s The Agency’s The Agency’s

Performance PM policies and/or PM policies and
Management processes are processes cover
policies and customized to competency
processes Agency’s requirements and
comply with requirements, and are linked with
PMS policies include specific other core HRM
and guidelines guidelines on areas (i.e., RSP,
issued by CSC application of L&D and R&R).
and other equal opportunity
relevant principles.
authorities.

66
Evidence Requirements
Level 1 Level 2
Approved SPMS Sample customized SPMS
procedures with specific
guidelines on the application
of EOP
Level 3
Sample of SPMS processes that
cover competency requirements
and are linked with other core HRM
areas (i.e., RSP, L&D and R&R).
67
SPMS

Mechanism that links employee performance

with organizational performance to enhance the
performance orientation of the compensation
system. It ensures that the employee achieves
the objectives set by the organization and the
organization, on the other hand, achieves the
objectives that it has set as its strategic plan.

68
Evidence submitted for
PM Policy 69
PM –Performance Planning and
Commitment – Standard Setting
Level 1 Level 2 Level 3

The Agency’s The Agency has The Agency has a

standard setting is a process for process for
based on CSC establishing/ establishing,
guidelines. clarifying specific calibrating and
performance reviewing
standards for performance
individual positions standards for all
vis-à-vis unit. common
positions across
different units.

70
Evidence Requirements
Level 1 Level 2 Level 3
Document Document showing the Document showing the process for
showing that process for establishing/ establishing, calibrating and
standard clarifying specific reviewing performance standards
setting is based performance standards for for all common positions across
on CSC individual positions vis-à-vis different units.
guidelines. unit.

71
Standard Setting

Performance standards provide the employee

with specific performance expectations for each
major duty. The purpose of performance
standards is to communicate expectations.

72
Evidence submitted for
Standards setting 73
PM –Performance Planning and
Commitment –Target Setting
Level 1 Level 2 Level 3

The Agency’s The Agency’s The Agency has an

individual target- individual target- individual target-
setting process setting process is setting process
establishes success guided by that establishes
indicators* that are performance agreements on
supportive of unit** standards agreed both individual
performance, and upon by performance and
discussed and managers/supervis competency
agreed with the ors and proficiency
employee. employees. targets.

74
Evidence Requirements
Level 1 Level 2 Level 3
Individual target- Individual target-setting Individual target-setting process
setting process process is guided by that establishes agreements on
establishes success performance standards both individual performance and
indicators* that agreed upon by competency proficiency targets.
are supportive of managers/supervisors and
unit** employees
performance, and
discussed and
agreed with the
employee.
75
Success Indicators

Performance indicators used to evaluate success

in producing a particular outcome, output, goods,
or service. It is a combination of performance
measure (QQT) and performance target
(historical data, efficiency standards,
benchmarks, feedback on services and
stakeholders demand.

76
Evidence submitted for
Target setting 77
PM –Performance Monitoring and Coaching–
Providing Performance Support
Level 1 Level 2 Level 3

Performance The Agency has The Agency’s coaching

feedback is given to performance mechanism is linked to
employees as need coaching L&D (e.g., provision of
arises (e.g., mechanism that is appropriate interventions
demonstration of linked to during performance period
effective or performance to support competency
ineffective tracking. development), and R&R
behaviours). (e.g., recognizing
demonstration of
extraordinary
contribution).

78
Evidence Requirements
Level 1 Level 2 Level 3
Document showing Document showing that Document showing that coaching
that feedback is performance coaching mechanism is linked to L&D and
given to employees mechanism is linked to R&R.
as need arises. performance tracking.
(Uses GROW Coaching
model)

79
Coaching

Method for helping others accomplish tasks and

achieve results

80
Evidence submitted for
Coaching 81
PM –Performance Review and Evaluation –
Performance Review and Evaluation
Level 1 Level 2 Level 3

The Agency’s The Agency’s The Agency’s individual

individual individual performance review and
performance review performance evaluation process
and evaluation review and includes assessment of
process complies evaluation process individual performance
with CSC and other involves validation and proficiency in job-
relevant guidelines. of employees’ self- related competencies.
rating by managers/ Ratings are used as basis
supervisors based for HR decisions.
on documented
accomplishments.

82
Evidence Requirements
Level 1 Level 2 Level 3
Document showing Document showing Document showing performance
that the involves performance review and evaluation process
performance review and evaluation includes assessment of individual
review and process validation of performance and proficiency in
evaluation process employees’ self-rating by job-related competencies. Ratings
of the agency managers/ supervisors are used as basis for HR decisions
complies with CSC based on documented (e.g., on reward and recognition,
and other relevant accomplishments. learning and development,
guidelines. promotion, etc.).

83
Self-rating
Involves evaluating your progress towards pre-
defined objectives and performance
standards, this also demonstrates
accountability for results

84
PM –Performance Review and Evaluation –
Calibrating Performance Assessments
Level 1 Level 2 Level 3

The Agency’s The Agency has The Agency has a

process for a customized process for
reviewing process for calibrating
performance reviewing performance
assessments performance assessments for
complies with CSC assessments to consistency across
guidelines. ensure agreed similar jobs with
performance comparable
standards have performance
been applied. measures and
targets.

85
Evidence Requirements
Level 1 Level 2 Level 3
Document showing Document showing Document showing process for
that the process of customized process for calibrating performance
reviewing reviewing performance assessments is consistent across
performance assessments to ensure similar jobs with comparable
assessments agreed performance performance measures and
complies with CSC standards have been targets.
guidelines. applied

86
Calibration
Ensure that different managers apply
similar standards in measuring and
evaluating staff performance-that is, to
ensure a level playing field by neutralizing
the effect of ‘tough graders’ and ‘easy
graders’ on performance evaluation ratings

87
Evidence submitted for
Calibration 88
 4.
R&R
Rewards and Recognition
“Recognition is not a scarce
resource.
You can't use it up or run out
of”
Susan M. Heathfield,
About.com Human Resources Expert

90
Remember . . .
Rewards and Recognition
Processes and mechanisms for valuing contributions of
individuals and work units, and recognizing excellent
performance and achievement of work targets in pursuing
the organization's mandate

91
R&R
PILLARS
Governance · R&R Planning ·
Execution ·

92
 R&R Pillars
Governance R&R Planning
✗ Overall structure and ✗ Processes for developing
processes rewards and recognition
Setting policies plans and programs that
Establishing R&R system and budget
Overseeing management and effectiveness of
promote individual and
R&R function and its alignment to agency’s team motivation and
vision and strategic direction
performance to achieve
✗ Support mechanisms
Agency’s strategic goals
System review
Data/Information management
Use of technology

93
 R&R Pillars
R&R Implementation
✗ Processes for screening
nominees and selecting
awardees based on their
extraordinary achievements,
contributions and
performance that
contribute to the
attainment of the Agency’s
strategic goals.

94
R&R –Planning – Planning
Level 1 Level 2 Level 3

The Agency The Agency has The Agency’s

maintains list of customized R&R plans and
Agency’s R&R annual R&R plans programs are
programs. and programs, linked to other core
which indicates HRM areas, and the
budget for each Agency’s mid-
program/ activity. term (2-3 years)
plan.

95
Evidence Requirements
Level 1 Level 2 Level 3
Document showing Document showing Document showing R&R plans and
list of Agency’s customized annual R&R programs are linked to other core
R&R programs. plans and programs, which HRM areas, and the Agency’s mid-
indicates budget for each term (2-3 years) plan.
program/ activity

96
R&R –Planning – Planning
Level 1 Level 2 Level 3

The Agency’s The Agency’s R&R The Agency has

R&R programs programs include institutionalized non-
recognize planned and “on- monetary R&R
employee’s the-spot” incentives programs (e.g., flexi-
loyalty and and recognition time, professional
outstanding (both monetary and development, etc.) that
performance. non-monetary) for encourage and
innovative ideas and recognize outstanding
exemplary behavior performance,
of employees innovative ideas and
exemplary behavior.

97
Evidence Requirements
Level 1 Level 2 Level 3
Document showing Document showing Document showing
recognition of include planned and “on- institutionalized non-monetary
employee’s loyalty the-spot” incentives and R&R programs
and outstanding recognition
performance

98
On-the-spot award
Very low cost initiative that is designed to
motivate a broader-based group of
employees.

99
10
0
That’s all …
Thank you!

10
1