Professional Documents
Culture Documents
Prime HRM Primer
Prime HRM Primer
E NC CE
E LL EX
C C
X E
E
L
E
L
L
E
P
N
O
CE
PE
PRIMER
The development of this document was made possible through the support of the Australian Government
through the Philippines Australia Human Resource and Organisational Development Facility (PAHRODF).
PAHRODF encourages the use, translation, adaptation and copying of this material with appropriate credit
given to the Facility and its partner organisation the Civil Service Commission (CSC).
Although reasonable care has been taken in the preparation of this material, neither the publisher and/or
contributor can accept any liability for any consequence arising from the use thereof or from any information
contained herein.
This guidebook and other knowledge products of the Facility, is available at www.pahrodf.org.ph
Published by:
WHAT IS PRIME-HRM?
The program covers all government offices – National Government Agencies (NGAs),
Local Government Units (LGUs), Government-Owned or Controlled Corporations
(GOCCs), State Universities and Colleges (SUCs), as well as the regional offices of
agencies with Human Resource offices/units. These offices will be referred to herein
as an “Agency”. PRIME-HRM involves all Human Resource Management Officers
(HRMOs), heads of agencies, supervisors, and rank and file employees.
iv
prime-hrm stages:
ASSESS-ASSIST-AWARD
ASSESS
With the guidance of Assessors, PRIME-HRM gives agencies a reality check on the maturity
and proficiency levels for the four core HRM systems. Agencies shall be subjected to the
assessment of its Systems, Practices, and Competencies of the four core HRM systems,
namely:
These four core HRM systems are considered the heart of PRIME-HRM because they cover
all the essential people requirements of Attraction, Engagement, Performance, Motivation,
and Retention of any organization.
By recognizing these organizational gaps in the areas of practices and systems, key agency
stakeholders can then map out strategies that should result in the improvements in their
HRM systems and practices.
v
ASSIST
During the Assist phase, agencies have access to technical assistance and
development interventions based on their needs. PRIME-HRM Assistors will
guide agencies in developing their Action Plan, in which they can map out
steps on how to improve the agency’s current HRM Systems, Practices, and
Competencies. Moreover, the PRIME-HRM Assistors will also introduce the
agencies to proper Subject Matter Experts that can help them achieve target
maturity levels.
AWARD
PRIME HRM recognizes agencies that have worked on the four core HRM
systems and HRM maturity levels. Agencies found to excel in crafting
and implementing HRM systems may be conferred the Certificate of
Recognition, Bronze Award, Silver Award, Center for HR Excellence, and
the Gold/Seal of HR Excellence Award.
In committing to best HRM practices, an agency may be given a certain
degree of autonomy through accreditation and/or deregulation.
vi
PRIME-HRM Maturity Levels/
Indicators Model
PRIME-HRM utilizes a maturity levels/indicators model. This means that for each core HRM system, there are
progressive levels with indicators per level. Maturity levels/indicators are defined, as follows:
vii
PRIME-HRM Human Resource
Management Office (HRMO)
Competencies and Proficiency Levels
HRMO Competencies are characteristics that the office has and uses in
appropriate and consistent ways in order to achieve desired performance. These
characteristics include knowledge, skills, aspects of self-image social motives,
traits, thought patterns, mindsets, and ways of thinking, feeling, and acting.
(Dubois and Rothwell, 2004).
viii
The Three PRIME-HRM Lenses
The agency is assessed using three (3) lenses, namely: systems, practices, and competencies.
SYS
Under the systems lens, the assessor evaluates the indicators pertaining
to policies, processes, procedures, tools, and systems that govern an
TEMS agency’s human resource management. The assessor looks into the exis-
tence of documentation, e.g. files that support the HRM system, policies,
and procedures. The systems assessment is the “show me” part of the
assessment.
PRAC the HRM systems. This is the “tell me” part of the assessment wherein the
TICES assessor conducts interviews with the HRM Officer and other members of
the organization to find out what they are actually doing in the four core
HRM systems.
COM Under the competencies lens, the assessor determines the capabilities
PETEN of the HRM Office using the indicators of the maturity levels.
CIES
ix
The PRIME-
HRM Maturity
Indicators
(Systems, Practices, and HRMO Competencies)
RSP
(Recruitment, Selection, and Placement)
x
L&D PM R&R
(Learning and Development) (Performance Management) (Rewards and Recognition)
xi
PILLAR DEFINITIONS AND ELEMENTS
Recruitment, Selection and Placement
PILLARS DEFINITION
1. governance Overall structure and processes for settings policies, establishing Recruitment,
Selection, and Placement system and budget, and overseeing management
and effectiveness of Recruitment, Selection, and Placement function and its
alignment to the Agency’s vision and strategic direction.
2. talent Processes for assessing and defining Agency’s staffing demands. Making
planning provision for the movement of human resources into, within and out of the
organization so that people’s competencies are effectively and efficiently
utilized to achieve Agency’s goals.
2
SYSTEM ELEMENTS COMPETENCIES REFERENCES*
• Policy including Equal Employment • Policy Review and Formulation • CSC MC3, s. 2001 (Revised Policies
Opportunity Principle (EEOP) on Merit Promotion Plan)
• System Review
• Structure and Roles
• Use of Technology
• CSC MC8, s. 1999 (Equal
• Review Mechanism
• Communication Representation of Women and Men in
• Information and Communication 3rd Level Positions in Government)
3
Recruitment, Selection and Placement
PILLARS DEFINITION
3. talent Processes and strategies for identifying and attracting as many qualified
sourcing candidates for existing and anticipated vacancies.
4. talent Processes for evaluating and selecting most qualified candidates based on
selection and objective job-related criteria. Preparing new entrants to the Agency and their
roles to facilitate integration and performance, and promote retention.
placement
4
SYSTEM ELEMENTS COMPETENCIES REFERENCES*
5
PILLAR DEFINITIONS AND ELEMENTS
PILLARS DEFINITION
1. governance Overall structure and processes for setting policies, establishing Learning
and Development system and budget, and overseeing management and
effectiveness of Learning & Development function and its alignment to the
Agency’s vision and strategic direction.
learning and development
2. Planning and Hierarchy of planning processes that drive the Learning and Development
M&E function in the Agency. Establishes link between Learning and Development
programs and activities and the Agency’s goals and directions. Includes
monitoring and evaluation framework for determining value and effectiveness
of Learning and Development investments.
6
SYSTEM ELEMENTS COMPETENCIES REFERENCES*
• Policy including Equal Employment • Policy Review and Formulation • CSC MC 10, s. 1989, on
Opportunity Principle (EEOP) Establishing the Personnel
• System Review
Development Committee (PDC)
• Structure and Roles
• Use of Technology
• Budget Support
• Communication • CSC MC8, s. 1999 (Equal
• Review Mechanisms Representation of Women and Men in
3rd Level Positions in Government)
• Information and Communication
• System Review • CSC MC 43, s. 1993 (Streamlining
and Deregulating HRD Functions)
7
PILLARS DEFINITION
8
SYSTEM ELEMENTS COMPETENCIES REFERENCES*
• L&D Needs Analysis • Learning Needs Analysis (LNA) • CSC MC 10, s. 1989, on
Establishing the Personnel
• L&D Design • Designing L&D interventions
Development Committee (PDC)
• L&D Development • Developing L&D materials
• L&D Delivery (includes • Delivery of L&D interventions • CSC MC 28, s.1990 (Reiterating
management of L&D interventions) Certain Policies in the Conduct
• Learning Management of Government Training And
Development Program)
9
PILLAR DEFINITIONS AND ELEMENTS
PILLARS DEFINITION
1. governance Overall structure and processes for setting policies, establishing Performance
Management System and budget, and overseeing management and
effectiveness of Performance Management function and its alignment to the
Agency’s vision and strategic direction.
10
SYSTEM ELEMENTS COMPETENCIES REFERENCES*
• Policy including EOP • Policy Review and Formulation • CSC MC 6, s. 2012, on the
Guidelines in the Establishment and
• Structure and Roles • System Review
Implementation of Agency Strategic
• Review Mechanisms • Use of Technology Performance Management System
(SPMS)
• Information and Communication • Communication
11
PILLARS DEFINITION
3. Performance Processes and mechanisms for tracking individual and team performance,
monitoring and and facilitating achievement of targets through the conduct of performance
feedback discussions and other forms of purposive conversations.
Coaching
performance management
4. Performance Processes for evaluating performance of individuals and teams vis-à-vis targets
Review and at the end of the performance period, and identifying performance and
competency gaps that need to be addressed.
Evaluation
12
SYSTEM ELEMENTS COMPETENCIES REFERENCES*
13
PILLARS DEFINITION
14
SYSTEM ELEMENTS COMPETENCIES REFERENCES*
15
PILLAR DEFINITIONS AND ELEMENTS
PILLARS DEFINITION
1. governance Overall structure and processes for setting policies, establishing Rewards
and Recognition system and budget, and overseeing management and
effectiveness of Rewards and Recognition function and its alignment to the
Agency’s vision and strategic direction.
2. Planning Processes for developing Rewards and Recognition plans and programs that
promote individual and team motivation and performance to achieve Agency’s
strategic goals.
3. execution 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.
16
SYSTEM ELEMENTS COMPETENCIES REFERENCES*
• Policy including EEOP • Policy Review and Formulation • CSC MC 1, s. 2001 on the Program
on Awards and Incentives for Service
• Structure and Roles • System Review
Excellence (PRAISE)
• Review Mechanisms • Use of Technology
• Information and Communication • Communication • CSC MC 6, s. 2002 (Revised Policy
on the Grant of Loyalty Award)
• CSC MC 6, s. 2012
17
Maturity Indicators for Recruitment,
Selection, and Placement
Pillar:
GOVERNANCE
The Agency’s The Agency’s RSP policies The Agency’s RSP policies The Agency’s RSP
Recruitment, and/or processes are and processes clearly define policies and processes
Selection and customized to Agency’s link with other core HRM are proactively reviewed
Placement requirements, and include areas (i.e., L&D, PM and and updated to respond
(RSP) policies specific guidelines in R&R). to changes in the
and processes the application of equal Agency’s strategic goals.
comply with employment opportunity
policy
18
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
ELEMENT TRANSACTIONAL PROCESS DEFINED INTEGRATED STRATEGIC
The HRMO The Promotion and The top management can Everyone can describe/
can describe/ Selection Board (PSB) and describe/explain how they explain how the
explain how managers/supervisors are involved in linking the Agency’s RSP policies
the Agency’s can describe/explain how Agency’s RSP policies and and processes address
RSP policies Agency’s RSP policies processes with other core changes in the Agency’s
and processes and processes meet its HRM areas. strategic goals.
comply with CSC recruitment, selection and
policy
19
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
ELEMENT
ELEMENT
TRANSACTIONAL
TRANSACTIONAL PROCESS DEFINED
PROCESS DEFINED INTEGRATED
INTEGRATED STRATEGIC
STRATEGIC
The Agency has The Agency has a PSB The Agency has a PSB that The Agency has a
a Promotion that performs additional collaborates with HRMO, PSB that collaborates
and Selection functions to address specific managers/ supervisors with HRMO and
Board (PSB) that RSP needs (e.g., formulates and other HR bodies in top management in
is constituted customized screening strengthening link between proactively reviewing and
and performs criteria, guidelines and RSP and other core HRM updating RSP system to
functions and tools). areas. respond to changes in the
responsibilities Agency’s strategic goals.
according to
CSC policy.
The HRMO can The PSB and managers/ The top management can Everyone can describe/
describe/explain supervisors can describe/ cite examples of how they explain how the PSB
the PSB’s role in explain the functions of have used information ensures that RSP
the Agency’s RSP the board and how it generated by other processes result in the
process. evaluates candidates to core HRM areas (e.g., deployment of the right
ensure selection of qualified performance data) in making people at the right time
candidates. RSP decisions. in the right place for all
positions.
20
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
ELEMENT
ELEMENT
TRANSACTIONAL
TRANSACTIONAL PROCESS DEFINED
PROCESS DEFINED INTEGRATED
INTEGRATED STRATEGIC
STRATEGIC
The Agency The Agency tracks the The Agency tracks the The Agency uses RSP-
relies on CSC efficiency of RSP processes, effectiveness of RSP generated data to
feedback on its and uses data to improve processes, and uses data to evaluate RSP system,
compliance with system: improve system: including workforce
RSP policy. planning, and make
strategic decisions
- Turn-around time (i.e., time - Profile of applicants
to ensure continuing
to source and fill up vacant (including data on gender,
alignment and
positions) disability, civil status,
responsiveness of RSP to
religion, ethnicity, etc.)
its strategic goals.
- Cost of sourcing and
hiring/ placement - Performance at the end of
the probationary period
Review Mechanisms
- Turnover rate
21
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
ELEMENT
ELEMENT TRANSACTIONAL
TRANSACTIONAL PROCESS DEFINED
PROCESS DEFINED INTEGRATED
INTEGRATED STRATEGIC
STRATEGIC
The HRMO can The PSB and managers/ The top management Everyone can describe/
explain how the supervisors can describe/ can describe/explain explain how the Agency
Agency gets CSC explain how the Agency how the Agency tracks uses RSP- generated data
feedback on its tracks the efficiency of RSP the effectiveness of RSP to evaluate RSP system
compliance with processes, and uses data to processes, and uses data to and make strategic
RSP policy. improve system. improve system. decisions to ensure
continuing alignment and
responsiveness of RSP to
its strategic goals.
Review Mechanisms
22
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
ELEMENT
ELEMENT
TRANSACTIONAL
TRANSACTIONAL PROCESS DEFINED
PROCESS DEFINED INTEGRATED
INTEGRATED STRATEGIC
STRATEGIC
The Agency uses The Agency uses a The Agency maintains The Agency has an
manual records computer-based system a Human Resource Enterprise Information
management to maintain RSP data and Information System that Management System
to maintain documents. shows link between RSP and that links the core HRM
RSP data and other core HRM areas (i.e., areas with other HRM and
information & communication
The HRMO can The PSB and managers/ The top management Everyone can describe/
describe/explain supervisors can describe/ can explain how the explain how the Agency’s
the technology explain the computer-based Agency Human Resource Enterprise Information
used to maintain system used to maintain RSP Information System links System links the core
RSP data and data and documents. RSP and other core HRM HRM areas with other
documents. areas. HRM and organizational
systems.
23
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
ELEMENT
ELEMENT
TRANSACTIONAL
TRANSACTIONAL PROCESS DEFINED
PROCESS DEFINED INTEGRATED
INTEGRATED STRATEGIC
STRATEGIC
The Agency The Agency maintains The Agency maintains The Agency maintains
maintains and documentation and records documentation and records documentation and
has ready access on: on: records on:
to all data and
information & communication
documentary
- RSP process flow - System review data on - Historical data
requirements
RSP effectiveness on efficiency and
based on
effectiveness of RSP
CSC and - System review data on RSP
other relevant efficiency - RSP policy and process
issuances. flow showing link to other - RSP policy and
core HRM areas process flow showing
- System implementation
link to other HRM and
(e.g., PSB minutes of
organizational systems
meetings deliberations,
comparative assessment
data, selection criteria, etc.)
24
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
PILLAR
ELEMENT
ELEMENT
TRANSACTIONAL
TRANSACTIONAL PROCESS DEFINED
PROCESS DEFINED INTEGRATED
INTEGRATED STRATEGIC
STRATEGIC
The HRMO can The PSB and managers/ The top management can Everyone can describe/
describe/explain supervisors can describe/ describe/explain how they explain the benefits
that the agency explain that the agency can participate in providing of maintaining
maintains and maintains documentation inputs and accessing data in documentation/records
information & communication
has ready access and records on: the system. on the efficiency and
to data and effectiveness of RSP.
documentary
- RSP process flow
requirements
based on
CSC and - System review data on RSP
other relevant efficiency
issuances.
- System implementation
(e.g., PSB minutes of
meetings deliberations,
comparative assessment
data, selection criteria, etc.)
25
Maturity Indicators for Recruitment,
Selection, and Placement
Pillar:
governance
Competencies Lens
Refers to RSP Reviews and enhances RSP Develops RSP policies, Leads the proactive
policies and policies, policy guidelines policy guidelines and/ review and updating
policy review &
guidelines issued and/or processes to meet or processes that clearly of RSP policies, policy
by CSC and agency requirements and define link with other core guidelines and processes
DBM/GCG in promote equal employment HRM areas, in collaboration to respond to changes
formulation
executing the opportunity principles, in with the PSB, managers/ in the Agency’s strategic
Agency’s RSP collaboration with the PSB, supervisors and top goals.
activities. managers/supervisors and management.
top management.
26
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
ELEMENT BASIC INTERMEDIATE ADVANCED SUPERIOR
Liaises with Tracks and analyses Tracks and analyses Leads the evaluation of
CSC and DBM/ efficiency of RSP processes effectiveness of RSP the RSP system, including
GCG to ensure and uses data to improve or processes, its linkages with workforce planning, and
system review
that Agency is recommend improvements other HR core systems, and recommends system
updated with in RSP policies/policy uses data to improve or improvements to ensure
RSP-related guidelines and their recommend improvements continuing alignment and
issuances. execution, in collaboration in RSP policies/policy responsiveness of RSP to
with the PSB, managers/ guidelines and their Agency’s strategic goals.
supervisors and top execution, in collaboration
management. with the PSB, managers/
supervisors and top
management.
27
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
ELEMENT
PILLAR BASIC
BASIC INTERMEDIATE
INTERMEDIATE ADVANCED
ADVANCED SUPERIOR
SUPERIOR
ELEMENT
Refers to Identifies and/or applies Develops and/or applies Leads the review
competency
Uses manual Uses computer-based Maintains Human Resource Manages RSP module in
technology
records records and data Information System that the Agency’s Enterprise
management management system to shows link between RSP and Information Management
to maintain maintain RSP data and other core HRM areas (i.e., System that links the core
RSP data and documents. L&D, PMS and R&R). HRM areas with other
use of
Disseminates Updates everyone in the Develops and implements Develops and uses
RSP policies and Agency on RSP system and a communication plan information collaterals
guidelines issued processes, and provides to generate buy-in and (e.g., infographics,
by CSC and system review data to top engagement of everyone in brochures, handbooks,
DBM/GCG and management, managers/ developing and executing etc.) to promote
other relevant supervisors and the PSB. RSP programs and understanding and
agencies to processes. application of Agency
everyone in the RSP system and
Agency. processes.
28
Maturity Indicators for Recruitment,
Selection, and Placement
Pillar:
talent planning
The Agency has The Agency has an The Agency has a workforce The Agency has a
a staffing plan updated staffing plan plan to meet medium-term strategic workforce plan
Workforce Plan
approved by the reflecting recommended (2-3 years) HR needs. It directed to meet long-
DBM/GCG or staffing modifications (e.g., includes workforce diversity term (over 3 years) HR
Sanggunian. deployment, conversion of analysis of the Agency’s needs. It includes target
positions, reclassification) staffing (i.e., male-female on workforce diversity
based on planned annual ratio, age, information profile (e.g., desired
Staffing/
The HRMO can The managers/supervisors The top management can Everyone can describe/
describe/explain can describe/explain explain their involvement in explain how the Agency’s
how the staffing how the Agency’s annual developing medium-term long-term (over 3 years)
plan meets staffing plan supports (2-3 years) workforce plan workforce plan promotes
Staffing/
current HR needs their organizational unit’s that includes approaches workforce diversity
of the Agency. objectives. for promoting workforce and upholds equal
diversity and upholding opportunity principles in
equal opportunity support of the Agency’s
principles. strategic goals.
30
Maturity Indicators for Recruitment,
Selection, and Placement
Pillar:
talent planning
Competencies Lens
31
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
ELEMENT
PILLAR LEVEL
BASIC1- LEVEL 2 -
INTERMEDIATE LEVEL 3 -
ADVANCED LEVEL 4 -
SUPERIOR
ELEMENT BASIC INTERMEDIATE ADVANCED SUPERIOR
Applies CSC- Applies national policies on Analyses and integrates Analyses and integrates
issued EEOP Gender and Development, Agency’s workforce diversity workforce diversity
Employment Opportunity
guidelines and Persons with Disability, profiles (e.g., male-female profiles, sets targets and
national policies Indigenous Peoples and ratio, PWD, etc.), sets develops targets and
Application of Equal
on Gender and other related workforce targets, and develops strategies to improve
Development, diversity issuances in strategies to improve workforce diversity in the
Persons with updating staffing plan. workforce diversity in the Agency’s long-term (over
Principles (EEOP)
32
Maturity Indicators for Recruitment,
Selection, and Placement
Pillar:
talent sourcing
The Agency The Agency has a The Agency has a The Agency’s has a
initiates Recruitment Plan based Recruitment Plan that recruitment plan that
recruitment once on anticipated vacancies supports the medium-term supports the long-term
vacancy occurs, within the year and includes (2-3 years) workforce plan, workforce plan (over 3
following CSC possible candidate sources which is reviewed annually years), which is reviewed
guidelines. (e.g., qualified next in to ensure responsiveness. annually to ensure
rank employees as well as responsiveness.
submitted applications,
referrals, etc.)
33
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
ELEMENT
ELEMENT
TRANSACTIONAL
TRANSACTIONAL PROCESS DEFINED
PROCESS DEFINED INTEGRATED
INTEGRATED STRATEGIC
STRATEGIC
The HRMO can The managers/supervisors The top management can Everyone can describe/
describe/explain can describe/explain how describe/explain their explain their involvement
how the Agency the Agency’s Recruitment involvement in planning in planning recruitment
recruits. Plan meets anticipated recruitment of candidates of candidates for vital
vacancies for the year. for vital and hard-to-fill and hard-to-fill positions
positions for the medium for the long term (over 3
term (2-3 years). years).
The Agency The Agency recruits The Agency attracts The Agency uses
recruits possible possible candidates for possible candidates through employer branding and
candidates existing and anticipated proactive recruitment proactive recruitment
through posting vacancies within the year activities (e.g., job fairs, strategies (e.g., school
at Agency through posting in other campus recruitment, use tie-ups, internships, etc.)
premises and appropriate publication of databases of relevant to build a talent bank
publications modes (e.g., CSC bulletin agencies like CSC’s Register that supports the long-
in government of vacancies, newspapers, of Eligibles, Professional term workforce plan.
bulletins, as Agency website, social Regulation Commission,
required. networking, etc.). professional associations,
etc.) to build a talent bank
that supports the medium
term workforce plan.
34
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
ELEMENT
ELEMENT
TRANSACTIONAL
TRANSACTIONAL PROCESS DEFINED
PROCESS DEFINED INTEGRATED
INTEGRATED STRATEGIC
STRATEGIC
The HRMO can The managers/supervisors The top management can Everyone can describe/
describe/explain can describe/explain how describe/explain how they explain the Agency’s
how candidates candidates are sourced. are involved in attracting employer brand and
are sourced. possible candidates recruitment strategies
through various recruitment and how these helped
activities to support the build a talent bank to
medium-term workforce support the long-term
plan. workforce plan.
The Agency’s The Agency’s annual The analysis of the Agency’s The analysis of the
recruitment recruitment activities are applicant diversity profile in Agency’s applicant
activities promote planned to attract diverse the last 2-3 years is used to diversity profile in at
equal opportunity applicants regardless of develop strategies to attract least 4 years is used to
for everyone, gender, civil status, age, diverse applicants. set workforce diversity
regardless of disability, ethnicity, religion, targets and develop
gender, civil etc. strategies to attract
status, age, diverse applicants.
disability,
ethnicity, religion,
eeop
35
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
ELEMENT
ELEMENT
TRANSACTIONAL
TRANSACTIONAL PROCESS DEFINED
PROCESS DEFINED INTEGRATED
INTEGRATED STRATEGIC
STRATEGIC
The HRMO The managers/supervisors The top management Everyone can describe/
can describe/ can describe/explain how can describe/explain explain how a diverse
explain how the Agency’s recruitment how theyare involved applicants’ pool has
the Agency’s strategies attract diverse in determining and contributed to hiring of
recruitment applicants and uphold equal implementing approaches best-qualified candidates
activities employment opportunity that would attract diverse for job vacancies.
promote equal principles. applicants to job vacancies.
opportunity
for everyone,
regardless of
gender, civil
status, disability,
ethnicity,
eeop
religion, etc., to
apply for vacant
positions.
36
Maturity Indicators for Recruitment,
Selection, and Placement
Pillar:
talent sourcing
Competencies Lens
following vacancies.
CSC policy
guidelines.
37
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
ELEMENT
PILLAR BASIC
BASIC INTERMEDIATE
INTERMEDIATE ADVANCED
ADVANCED SUPERIOR
SUPERIOR
ELEMENT
38
Maturity Indicators for Recruitment,
Selection, and Placement
Pillar:
The Agency’s The Agency’s selection The Agency’s selection The Agency’s selection
selection criteria criteria are based on criteria are based on criteria are based
are based on updated job description competency-based job on qualifications,
CSC-prescribed and approved/prescribed description and approved competencies and
minimum Qualification Standards Qualification Standards potential to assume
Qualification specific for the position to specific for the position to higher position and
Standards for the be filled. be filled. responsibilities within the
position to be organization.
filled.
39
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
ELEMENT
ELEMENT
TRANSACTIONAL
TRANSACTIONAL PROCESS DEFINED
PROCESS DEFINED INTEGRATED
INTEGRATED STRATEGIC
STRATEGIC
selection criteria
The HRMO The PSB and managers/ The top management can Everyone can describe/
can describe/ supervisors can describe/ describe/explain how they explain how the selection
explain the explain the Agency’s were involved in developing criteria have resulted
CSC-prescribed approved/prescribed the selection criteria for in selecting the best-
minimum Qualification Standards and positions to be filled. qualified and high-
Qualification updated job descriptions for potential candidates for
Standards for positions that were recently vacant positions.
positions that filled up (i.e., past year).
were recently
filled up (i.e.,
past year).
The assessment The assessment and The assessment and The assessment and
Assessment and
and selection selection process uses selection process uses selection process uses
process is appropriate additional tools appropriate additional tools multi-rater and multi-
compliant with to evaluate candidate’s to evaluate candidates source approaches (e.g.,
procedures functional/technical against competency competency-based
prescribed in qualifications for the job requirements for the simulations, portfolio
relevant CSC (e.g., trade test, paper and position (e.g., behavioral review, etc.) to assess
issuances. pencil test of functional events interview, proficiency fitness and potential of
knowledge, etc.), and test, etc.). candidates.
background investigation for
short-listed candidates.
40
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
ELEMENT
ELEMENT
TRANSACTIONAL
TRANSACTIONAL PROCESS DEFINED
PROCESS DEFINED INTEGRATED
INTEGRATED STRATEGIC
STRATEGIC
The HRMO The PSB and managers/ The top management can Everyone can describe,
can describe/ supervisors can describe/ describe, explain or cite explain or cite examples
explain how explain how candidates examples of how they of how best qualified
candidates are are evaluated vis-à-vis apply competency-based and high-potential
evaluated vis-à- the approved/prescribed assessment processes to candidates are selected
vis prescribed Qualification Standards and evaluate candidates. through fair, transparent
minimum updated job descriptions. and equitable selection
Qualification processes.
Standards.
The Agency’s The Agency’s assessment The Agency’s assessment The Agency’s assessment
assessment and and selection criteria and selection criteria and and selection criteria
selection criteria processes are responsive processes consider equal and processes consider
and processes to applicants with special employment opportunity equal employment
promote equal needs (e.g., auxiliary aids principles (e.g., affirmative opportunity principles
employment and services to visually or action) where candidates (e.g., affirmative action)
opportunity hearing impaired). possess comparable where candidates
for everyone, competencies. possess comparable
regardless of competencies, guided
gender, age, by a targeted workforce
disability, civil diversity profile.
status, ethnicity,
EEOP
religion, etc.,
as prescribed in
relevant laws and
issuances.
41
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
ELEMENT
ELEMENT
TRANSACTIONAL
TRANSACTIONAL PROCESS DEFINED
PROCESS DEFINED INTEGRATED
INTEGRATED STRATEGIC
STRATEGIC
The HRMO can The PSB and managers/ The top management Everyone can describe/
describe/explain supervisors can cite can describe/explain explain how they
the diversity examples of how the how they are involved in evaluate the Agency’s
profile of the Agency’s assessment and ensuring that the Agency’s assessment and selection
Agency’s new selection criteria and assessment and selection criteria and processes
recruits. processes promote equal criteria and processes to meet and sustain
opportunity for applicants consider equal employment targeted workforce
regardless of gender, opportunity principles. diversity profile.
EEOP
The Agency The Agency has an The Agency implements The Agency implements
has a basic orientation program that and evaluates a 3-6 month and evaluates 6–12
orientation helps employees understand onboarding program to month onboarding
program that performance expectations, establish and strengthen program to promote job
onboarding
42
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
ELEMENT
ELEMENT
TRANSACTIONAL
TRANSACTIONAL PROCESS DEFINED
PROCESS DEFINED INTEGRATED
INTEGRATED STRATEGIC
STRATEGIC
The HRMO The managers/supervisors The top management can Everyone can describe,
can explain can explain how they describe, explain or cite explain or cite examples
its orientation orient new employees examples of how they of how the onboarding
onboarding
program for and employees new in have been involved in program has contributed
new hires and their role about what are facilitating communication to job performance,
employees new expected of them on the job and information exchange employee satisfaction
in their role. and available information to enable new hires and and retention among
(HRMO) networks to help them in employees new in their new hires, and
their new job. role to appreciate their job employees new in their
in relation to other offices role.
within the Agency.
43
Maturity Indicators for Recruitment,
Selection, and Placement
Pillar:
Competencies Lens
Applies minimum Updates job description Develops competency- Develops criteria for
Qualification and develops specific based job description assessing candidate’s
Standards in Qualification Standards for a and specific Qualification potential to assume
filling up a job position to be filled. Standards for a position to higher position and
Development
44
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
ELEMENT BASIC INTERMEDIATE ADVANCED SUPERIOR
Candidate Assessment
prescribed in the job (e.g., trade test, position (e.g., behavioral portfolio review, etc.)
relevant CSC paper and pencil test of events interview, technical to assess fitness and
issuances in functional knowledge, proficiency test, etc.), in potential of candidates,
collaboration etc.), and background collaboration with the in collaboration with
with the PSB and investigation for short-listed PSB and hiring managers/ the PSB and hiring
hiring managers/ candidates, in collaboration supervisors. managers/ supervisors.
supervisors. with the PSB and hiring
managers/ supervisors.
45
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
ELEMENT
PILLAR BASIC
BASIC INTERMEDIATE
INTERMEDIATE ADVANCED
ADVANCED SUPERIOR
SUPERIOR
ELEMENT
and processes respond to applicants with processes that consider processes that consider
that promote special needs (e.g., auxiliary equal employment equal employment
equal opportunity, aids and services to visually opportunity principles opportunity principles
regardless of or hearing impaired). (e.g., affirmative action) (e.g., affirmative action)
gender, age, where candidates possess where candidates
disability, civil comparable competencies. possess comparable
status, ethnicity, competencies, guided
religion, etc., to by a targeted workforce
EEOP
implements an orientation program that and evaluates a 3-6 month and evaluates a 6- to
basic orientation helps employees understand Onboarding Program 12-month Onboarding
program that performance expectations to help employees Program to promote job
informs new and information networks establish and strengthen performance, employee
hires about job in collaboration with interpersonal and satisfaction and retention
scope and basic managers/ supervisors. organizational relationships among new hires and
Management
46
Maturity Indicators for Learning and Development
Pillar:
governance
The Agency’s The Agency’s L&D policies The Agency’s L&D The Agency’s L&D
Learning and and/or processes are policies and processes are policy and processes are
Development customized to Agency’s competency-based and proactively reviewed and
(L&D) policies requirements, and include linked with other core HRM updated to respond to
and processes specific guidelines on areas (i.e., RSP, PM and changes in the Agency’s
comply with application of equal R&R). strategic goals.
CSC-issued L&D opportunity principles.
policy
policies and
guidelines.
47
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
ELEMENT
ELEMENT
TRANSACTIONAL
TRANSACTIONAL PROCESS DEFINED
PROCESS DEFINED INTEGRATED
INTEGRATED STRATEGIC
STRATEGIC
The HRMO The Personnel Development The top management can Everyone can describe/
can describe/ Committee (PDC) and describe/explain how they explain how the
explain how managers/ supervisors have been involved in Agency’s L&D policies
the Agency’s can describe/explain how linking the Agency’s L&D and processes have
L&D policies Agency’s L&D policies policies and processes with responded to changes
and processes and processes meet the other core HRM areas. in the Agency’s strategic
policy
The Agency The Agency has a PDC The Agency has a PDC that The Agency has a PDC
has a Personnel that performs additional collaborates with managers/ that collaborates with top
Development functions to address supervisors, HRMO management, managers/
Structure and
Committee specific L&D needs (e.g., and other HR bodies to supervisors and HRMO
(PDC) that is develops customized criteria strengthen the link between to proactively review and
constituted and screening process L&D and other HRM core update the L&D system
and performs for selecting nominees areas. to respond to changes
functions and to scholarships and in the Agency’s strategic
responsibilities conferences). goals.
according to
Roles
CSC policy.
48
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
ELEMENT
ELEMENT
TRANSACTIONAL
TRANSACTIONAL PROCESS DEFINED
PROCESS DEFINED INTEGRATED
INTEGRATED STRATEGIC
STRATEGIC
The HRMO can The PDC and managers/ The top management can Everyone can describe/
describe/explain supervisors can describe/ describe/explain how they explain how the Agency’s
the PDC’s role explain the functions of have used information L&D processes have
in the Agency’s the Committee and how it generated by other core HRM enhanced individual
L&D processes. selects and recommends areas (e.g., RSP and PM) in competencies and
qualified candidates to making L&D decisions, or how organizational capacity
Roles
training and scholarship they (TM and M/S) have used to pursue the Agency’s
programs. L&D-generated information in strategic goals.
making decisions in other core
HRM areas.
The Agency The Agency tracks the efficiency The Agency tracks the The Agency uses L&D-
relies on CSC of L&D processes and uses data effectiveness of L&D processes, generated data to
review mechanisms
feedback on its to improve system: its linkages with other HR core evaluate overall L&D
compliance with systems, and uses data to function and make
L&D policy. improve system: strategic decisions
- Percentage of employees
to ensure continuing
provided L&D intervention (i.e.,
alignment and
compliance with required 1 HR - Learners’ Profile (including data
responsiveness of L&D to
intervention per employee) on gender, age, disability, civil
its strategic goals.
- Budget utilization status, religion, ethnicity, etc.)
- Participants’ feedback on - Evaluation of acquisition and
conduct of L&D interventions application of learning (Level 2
(Level 1 Evaluation) and Level 3 Evaluation)
- Employee performance after
L&D intervention
- Tracking of competency
improvement
49
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
ELEMENT
ELEMENT
TRANSACTIONAL
TRANSACTIONAL PROCESS DEFINED
PROCESS DEFINED INTEGRATED
INTEGRATED STRATEGIC
STRATEGIC
The HRMO can The PDC and managers/ The top management Everyone can describe/
explain how the supervisors can describe/ can describe/explain explain how the Agency
mechanisms
Agency gets explain how the Agency how the Agency tracks uses L&D- generated
CSC feedback on tracks the efficiency of L&D the effectiveness of L&D data to evaluate L&D
its compliance processes, and uses data to processes, and uses data to system and make
review
The Agency uses The Agency uses a The Agency maintains an The Agency has an
manual records computer-based system Information Management enterprise Information
communication
management to maintain L&D data and System that shows link Management System that
to maintain documents. between L&D and other links the core HRM areas
L&D data and core HRM areas (i.e., RSP, with other HRM and
documents. PM and R&R). organizational systems
(e.g. benefits, loans,
payroll, etc.).
50
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
ELEMENT
ELEMENT
TRANSACTIONAL
TRANSACTIONAL PROCESS DEFINED
PROCESS DEFINED INTEGRATED
INTEGRATED STRATEGIC
STRATEGIC
TThe HRMO can The PDC and managers/ The top management Everyone can describe/
describe/explain supervisors can describe/ can explain how the explain how the Agency’s
the technology explain the computer-based Agency Human Resource Enterprise Information
used to maintain system used to maintain Information System links System links the core
L&D data and L&D data and documents. L&D and other core HRM HRM areas with other
information and communication
content)
The PDC and managers/ The top management can Everyone can describe/
The HRMO can supervisors can describe/ describe/explain how they explain the benefits
describe/explain explain that the agency can participate in providing of maintaining
that the agency maintains documentation inputs and accessing data in documentation/records
maintains and and records on: the system. on the efficiency and
has ready access effectiveness of L&D.
to data and
- L&D process flow
documentary
requirements
based on - System review data on L&D
CSC and efficiency
other relevant
issuances. - System implementation
(e.g., PDC minutes of
meetings deliberations,
comparative assessment
data, selection criteria, etc.)
52
Maturity Indicators for Learning and Development
Pillar:
governance
Competencies Lens
Refers to L&D Reviews and refines L&D Develops L&D policies Leads the proactive
policies and policies, policy guidelines and/or policy guidelines review and updating
guidelines issued and/or processes to meet that clearly define link with of L&D policies and
by CSC and agency requirements and other core HRM areas, in processes to respond to
Formulation
DBM/GCG in promote equal opportunity collaboration with PDC, changes in the Agency’s
executing the principles in collaboration managers/supervisors and strategic goals.
Agency’s L&D with the PDC, managers/ top management.
activities. supervisors and top
management.
53
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
ELEMENT
PILLAR BASIC
BASIC INTERMEDIATE
INTERMEDIATE ADVANCED
ADVANCED SUPERIOR
SUPERIOR
ELEMENT
Liaises with Tracks and analyses Tracks and analyses Leads the evaluation
CSC and DBM/ efficiency of L&D effectiveness of L&D of the L&D system
GCG to ensure processes, and uses data processes, linkages with and recommends
system review
that Agency is to improve L&D policies/ other HR core systems, and improvements to ensure
updated and policy guidelines and their uses data to improve L&D continuing alignment and
compliant with execution, in collaboration policies/policy guidelines responsiveness of L&D to
L&D-related with the PDC, managers/ and their execution, in Agency’s strategic goals.
issuances. supervisors and top collaboration with the PDC,
management. managers/ supervisors and
top management.
Uses manual Uses computer-based Maintains Human Resource Manages L&D module in
records records and data Information Management the Agency’s Enterprise
use of technology
54
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
ELEMENT
PILLAR BASIC
BASIC INTERMEDIATE
INTERMEDIATE ADVANCED
ADVANCED SUPERIOR
SUPERIOR
ELEMENT
Disseminates Updates everyone in the Develops and implements Develops and uses
L&D policies and Agency on L&D system and a communication plan information collaterals
guidelines issued processes, and provides to generate buy-in and (e.g., infographics,
communication
55
Maturity Indicators for Learning and Development
Pillar:
The Agency has The Agency has an annual The Agency has a The Agency has a
a list of available Learning and Development medium-term (2-3 years) competency-based
L&D Planning
56
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
ELEMENT TRANSACTIONAL PROCESS DEFINED INTEGRATED STRATEGIC
The HRMO can The PDC and managers/ The top management Everyone can describe/
describe/explain supervisors can describe/ can describe/explain explain how L&D
L&D planning
available training explain their plan to their involvement in the interventions are
programs, meet the learning and formulation of the L&D plan enabling him/her to meet
including those development needs of their and budget, and how this current and future needs
from external employees. addresses the medium-term of the Agency.
providers. requirements of the Agency.
57
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
ELEMENT
ELEMENT
TRANSACTIONAL
TRANSACTIONAL PROCESS DEFINED
PROCESS DEFINED INTEGRATED
INTEGRATED STRATEGIC
STRATEGIC
The Agency uses The Agency uses L&D The Agency has an L&D The Agency has an L&D
tool/s to gather evaluation tools/ processes evaluation framework, evaluation framework,
participants’ to assess participants’ to assess or recommend tools and processes to
feedback on acquisition of learning vis-à- the improvement assess or recommend the
the conduct of vis learning objectives (i.e., in participants’ job improvement in unit or
L&D Monitoring and Evaluation
The HRMO can The PDC and managers/ The top management Everyone can describe/
describe/explain supervisors can describe/ can describe/explain how explain how L&D
how the Agency explain how the Agency they assess participants’ has contributed to
gathers feedback assesses the learning application of learning on improving unit or Agency
from participants acquired by participants the job and its effect on performance.
regarding the from L&D interventions. individual performance.
conduct of L&D
programs they
attended.
58
Maturity Indicators for Learning and Development
Pillar:
Competencies Lens
Consolidates Develops and uses learning Develops and applies Develops and applies
learning needs needs assessment (LNA) process for collating and tools and mechanisms to
Learning Needs
of employees tools and methods to analysing performance gather data from internal
using input identify learning needs of evaluation data to support or external clients to
from managers/ employees to guide L&D LNA results as basis for L&D identify learning needs of
Assessment
59
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
ELEMENT
PILLAR BASIC
BASIC INTERMEDIATE
INTERMEDIATE ADVANCED
ADVANCED SUPERIOR
SUPERIOR
ELEMENT
Implements Develops and uses Develops and uses Develops and uses
existing M&E Plan for tracking M&E Plan for tracking M&E Plan for tracking
procedures and assessing the and assessing the and assessing the
for monitoring implementation and results implementation and results implementation and
training of the annual L&D Plan. of the medium-term L&D results of the long-term
and Execution
60
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
ELEMENT
PILLAR BASIC
BASIC INTERMEDIATE
INTERMEDIATE ADVANCED
ADVANCED SUPERIOR
SUPERIOR
ELEMENT
Develops Develops pre-and post- Develops tools (e.g., Develops tools and
post-training test questionnaire/tools learning application approaches (e.g.,
evaluation and approaches (e.g., templates, re-entry survey, FGD, etc.) for
form for use recap and review activities, action plan templates, use in monitoring and
in gathering etc.) for use in assessing etc.) and approaches evaluation of L&D results
M&E Tools and
61
Maturity Indicators for Learning and Development
Pillar:
execution
The agency The agency has a training L&D intervention design L&D intervention
has a training design process that involves process includes identifying design process includes
design process developing terminal and workplace application identification of desired
that is mainly session objectives aligned objectives to guide training organizational outcome
focused on with validated learning activity plan preparation (also known as workplace
identifying topics needs of targeted learners, and implementation and development objectives)
and activities to to guide training activity transfer of learning on the to align intervention to
design
62
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
ELEMENT TRANSACTIONAL PROCESS DEFINED INTEGRATED STRATEGIC
The HRMO can The managers/ supervisors The top management can Everyone can describe,
describe/explain can describe or cite example describe or cite examples explain or cite examples
the training of how L&D design process of how the L&D intervention of how the L&D
design process aligns the training objectives process address interventions are aligned
in the Agency. with the learning needs of performance gaps in the to and contribute
the target employees workplace. to achieving agency
strategic goals.
design
63
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
ELEMENT
ELEMENT
TRANSACTIONAL
TRANSACTIONAL PROCESS DEFINED
PROCESS DEFINED INTEGRATED
INTEGRATED STRATEGIC
STRATEGIC
The Agency The Agency designs The Agency designs The Agency adopts a
adopts training programs that use various non-training process for using M&E
classroom- a mix of methodologies L&D interventions (e.g., data to continually
based learning that are learner-centred coaching, job rotation, improve and introduce
programs that (i.e., experiential and benchmarking, etc.) innovations to the design
mostly use participative) to facilitate to support the 70-20- of L&D interventions.
lectures or achievement of learning 10 learning principle
presentations. objectives. The design in achieving learning
is captured in a training objectives. The design is
activity plan. captured in an L&D activity
plan (e.g., coaching plan,
benchmarking plan, etc.).
The HRMO The managers/ supervisors The top management can Everyone can describe,
can describe can describe or cite describe or cite examples explain or cite examples
classroom based examples of in-house of non-training L&D of how the Agency
learning program training programs that use a interventions that they have has improved L&D
of the Agency. mix of methodologies that experienced to address interventions to achieve
are appropriate to identified learning needs. agency strategic goals.
learning objectives.
design
64
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
ELEMENT
ELEMENT
TRANSACTIONAL
TRANSACTIONAL PROCESS DEFINED
PROCESS DEFINED INTEGRATED
INTEGRATED STRATEGIC
STRATEGIC
The Agency The Agency develops The Agency develops The Agency has a
uses learning customized learning customized job aids (e.g., process for reviewing
materials materials and training aids checklists, templates, and updating L&D
and training to support delivery of L&D etc.) and learning tools materials to keep pace
aids that are programs. (e.g., journals) to support with technology and
available and/ application of learning to ensure their effectiveness
or obtained from the workplace. in supporting learning
other sources acquisition and
(e.g., internet, application.
external resource
persons, CSC
materials, etc.).
The HRMO The managers/supervisors The top management can Everyone can explain
can describe/ can describe/explain the describe, explain or cite or cite examples of
explain where types of learning materials examples of the types how learning materials
development
the Agency and training aids that are of job aids and learning and job aids have
sources learning used in in-house training tools that they have used facilitated his/her
materials and programs that they have to support application of learning acquisition and
training aids. attended. learning to the workplace. application.
65
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
ELEMENT
ELEMENT
TRANSACTIONAL
TRANSACTIONAL PROCESS DEFINED
PROCESS DEFINED INTEGRATED
INTEGRATED STRATEGIC
STRATEGIC
The agency’s The agency’s L&D The agency’s follow-through The Agency has a
training delivery interventions are executed, L&D interventions (e.g., process for reviewing
follows an outline monitored and evaluated learning conversations, etc.) and improving L&D
that covers list based on activity plan. are executed, monitored implementation to
of topics and and evaluated to support ensure effectiveness in
activities. workplace application of achieving targeted L&D
learning. results.
The HRMO The managers/supervisors The top management can Everyone can describe,
can describe/ can describe/explain explain or cite examples explain or cite positive
explain a how delivery of training of their involvement in outcomes of L&D
training program programs according to implementing training interventions on
delivered training activity plan is and non-training L&D learning acquisition
according to ensured. interventions, and and application and
delivery
66
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
ELEMENT
ELEMENT
TRANSACTIONAL
TRANSACTIONAL PROCESS DEFINED
PROCESS DEFINED INTEGRATED
INTEGRATED STRATEGIC
STRATEGIC
The Agency has The Agency has guidelines The Agency has a system The Agency has a
a list of learning for identifying, monitoring for accrediting, managing process for regularly
service providers and evaluating efficiency and evaluating learning reviewing LSP
that can be and effectiveness of L&D service providers to ensure management system
tapped for L&D service providers. efficient and effective L&D to ensure optimum
services. services. contribution in achieving
L&D results.
The HRMO can The managers/supervisors The top management can Everyone can describe,
identify learning can explain/ describe the explain/ describe how they explain or cite positive
service providers Agency’s guidelines for are involved in accrediting, outcomes of engaging
that Agency has identifying, monitoring and managing and evaluating learning service
tapped for L&D evaluating the efficiency and learning service providers providers in achieving
services. effectiveness of L&D service to ensure efficient and Agency’s L&D goals.
providers. effective L&D services.
67
Maturity Indicators for Learning and Development
Pillar:
execution
Competencies Lens
68
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
ELEMENT BASIC INTERMEDIATE ADVANCED SUPERIOR
69
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
ELEMENT
PILLAR BASIC
BASIC INTERMEDIATE
INTERMEDIATE ADVANCED
ADVANCED SUPERIOR
SUPERIOR
ELEMENT
Gathers Facilitates and monitors Facilitates and monitors Monitors and supports
Learning Management
70
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
ELEMENT
PILLAR BASIC
BASIC INTERMEDIATE
INTERMEDIATE ADVANCED
ADVANCED SUPERIOR
SUPERIOR
ELEMENT
Uses tools to Uses tools/ approaches Uses tools/ approaches, Uses tools/ approaches,
elicit participant to assess the learning in collaboration with in collaboration with
feedback about acquired by participants and managers/supervisors, to managers/supervisors, to
Conducting M&E
the conduct recommends improvements assess workplace learning assess the contribution
of training in the design and conduct application and individual of L&D interventions
programs and of L&D interventions, and performance improvement, to unit and/or
recommends follow-through activities to and recommends Agency performance
improvements supplement learning. appropriate interventions. improvement, and
based on an recommends appropriate
analysis of data. actions.
Prepares a list of Develops and applies Develops and implements Reviews and improves
learning service guidelines for identifying, a system for accrediting, LSP management system
providers that monitoring and evaluating managing and evaluating based on M&E results
Managing Learning
can be tapped efficiency and effectiveness learning service providers and feedback from
Service Providers
for L&D services. of L&D service providers. to ensure efficient and learners and managers/
effective L&D services. supervisors to ensure
optimum contribution in
achieving L&D results.
71
Maturity Indicators for Performance Management
Pillar:
governance
The Agency’s The Agency’s PM policies The Agency’s PM policies The Agency has PM
Performance and/or processes are and processes cover policy and processes that
Management customized to Agency’s competency requirements are proactively reviewed
policies and requirements, and include and are linked with other and updated to respond
processes specific guidelines on core HRM areas (i.e., RSP, to changes in the
comply with application of equal L&D and R&R). Agency’s strategic goals.
PMS policies and opportunity principles.
policy
guidelines issued
by CSC and
other relevant
authorities.
72
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
ELEMENT TRANSACTIONAL PROCESS DEFINED INTEGRATED STRATEGIC
The HRMO can The Performance The top management can Everyone can describe/
explain how Management Team (PMT) describe/explain their explain how the
the Agency’s and managers/ supervisors involvement in linking the Agency’s PM policies
Performance can explain how Agency’s Agency’s PM policies and and processes address
Management PM policies and processes processes with other core changes in the Agency’s
policies and meet the Agency’s needs. HRM areas (i.e., RSP, L&D strategic goals.
processes comply and R&R).
policy
73
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
ELEMENT
ELEMENT
TRANSACTIONAL
TRANSACTIONAL PROCESS DEFINED
PROCESS DEFINED INTEGRATED
INTEGRATED STRATEGIC
STRATEGIC
The Agency has The Agency has a PMT The Agency has a PMT that The Agency has PMT that
a Performance that performs additional collaborates with managers/ collaborates with top
Management functions to address supervisors, HRMO management, managers/
Team (PMT) that specific PM needs (e.g., and other HR bodies in supervisors and HRMO
is constituted formulates customized strengthening link between in proactively reviewing
and performs criteria, guidelines and tools PM and other core HRM and updating PM system
functions and for setting performance areas. to respond to changes
responsibilities standards). in the Agency’s strategic
according to goals.
CSC policy.
Structure and Roles
The HRMO can The PMT and managers/ The top management can Everyone can explain or
describe/explain supervisors can describe/ explain or cite examples cite examples of how the
the PMT’s role in explain the functions of the of how they have used Agency’s PM processes
the Agency’s PM team and how it reviews information generated by enable him/her to
process. office and individual other core HRM areas in contribute to achieving
performance targets and making PM decisions, or the Agency’s strategic
accomplishments. how they have used PM- goals.
generated information in
making decisions in other
core HRM areas.
74
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
ELEMENT
ELEMENT
TRANSACTIONAL
TRANSACTIONAL PROCESS DEFINED
PROCESS DEFINED INTEGRATED
INTEGRATED STRATEGIC
STRATEGIC
The Agency The Agency tracks the efficiency The Agency tracks the The Agency uses PM-
relies on CSC of PM processes and uses data to effectiveness of PM processes generated data to
feedback on its improve system: and uses data to improve system: evaluate overall PM
compliance with function, and make
PM policy. strategic decisions
- Completion of Performance - Summary and analysis of PM
to ensure continuing
Review Summary of Ratings results
alignment and
supported by signed Office and - Identification of common
responsiveness of PM to
Individual Commitment and performance gaps and reasons
its strategic goals.
Performance Review forms for gaps
- Analysis of contribution of
- Timely submission of required individual performance to office
PM forms and reports performance
- Identification of high potential
employees
- Results of Individual
Development Plan
Review Mechanisms
implementation
The HRMO can The PMT and managers/ The top management Everyone can describe/
explain how the supervisors can describe/ can describe/explain explain how the Agency
Agency gets CSC explain how the Agency how the Agency tracks uses PM- generated data
feedback on its tracks the efficiency of the effectiveness of PM to evaluate PM system
compliance with PM processes, and how processes, and how the and make strategic
PM policy. the Agency uses data to Agency uses data to decisions to ensure
improve system. improve system. continuing alignment and
responsiveness of PM to
its strategic goals.
75
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
ELEMENT
ELEMENT
TRANSACTIONAL
TRANSACTIONAL PROCESS DEFINED
PROCESS DEFINED INTEGRATED
INTEGRATED STRATEGIC
STRATEGIC
The Agency uses The Agency uses a The Agency maintains an The Agency has an
manual records computer-based system to Information Management enterprise Information
management to maintain PM documents. System that shows link Management System
maintain PM data between PM and other core that links the core HRM
Information and Communication
and documents. HRM areas (i.e., RSP, PMS areas with other HR and
and R&R). organizational systems
(e.g. benefits, loans,
payroll, etc.).
The HRMO can The PMT and managers/ The top management Everyone can describe/
describe/explain supervisors can describe/ can explain how the explain how the Agency’s
the technology explain the computer-based Agency Human Resource Enterprise Information
used to maintain system used to maintain PM Information System links PM System links the core
PM data and data and documents. and other core HRM areas. HRM areas with other
documents. HRM and organizational
systems.
76
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
ELEMENT
ELEMENT
TRANSACTIONAL
TRANSACTIONAL PROCESS DEFINED
PROCESS DEFINED INTEGRATED
INTEGRATED STRATEGIC
STRATEGIC
The Agency The Agency maintains The Agency maintains The Agency maintains
maintains and documentation and records documentation and records documentation and
has ready access on: on: records on:
Information and Communication
- Individual Development
Plans
77
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
ELEMENT
ELEMENT
TRANSACTIONAL
TRANSACTIONAL PROCESS DEFINED
PROCESS DEFINED INTEGRATED
INTEGRATED STRATEGIC
STRATEGIC
The HRMO can The PMT and managers/ The top management can Everyone can describe/
describe/explain supervisors can describe/ describe/explain how they explain the benefits
that the agency explain that the agency can participate in providing of maintaining
maintains and maintains documentation inputs and accessing data in documentation/records
Information and Communication
has ready access and records on: the system. on the efficiency and
to data and effectiveness of PM.
documentary
- PM process flow
requirements
based on
CSC and - System review data on PM
other relevant efficiency
issuances.
- System implementation
(e.g., PMT minutes of
meetings deliberations,
comparative assessment
data, selection criteria, etc.)
78
Maturity Indicators for PERFORMANCE MANAGEMENT
Pillar:
governance
Competencies Lens
Refers to PM Reviews and refines PM Develops PM policies and/ Leads the proactive
and Formulation
policies and policies and/or policy or policy guidelines that review and updating
guidelines guidelines to meet agency clearly define link with of PM policies and
Policy Review
issued by CSC, requirements and promote other core HRM areas, in processes to respond to
DBM/GCG and equal opportunity principles collaboration with the PMT, changes in the Agency’s
other relevant (e.g., provision of enabling managers/supervisors and strategic goals.
authorities in support for differently-abled top management.
executing the staff to meet targets), in
Agency’s PM collaboration with the PMT,
activities. managers/supervisors and
top management.
79
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
ELEMENT
PILLAR BASIC
BASIC INTERMEDIATE
INTERMEDIATE ADVANCED
ADVANCED SUPERIOR
SUPERIOR
ELEMENT
Liaises with Tracks and analyses Tracks and analyses Leads the evaluation
CSC and DBM/ efficiency of PM processes effectiveness of PM of the PM system,
GCG to ensure and uses data to improve or processes and uses data and recommends
system review
80
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
ELEMENT
PILLAR BASIC
BASIC INTERMEDIATE
INTERMEDIATE ADVANCED
ADVANCED SUPERIOR
SUPERIOR
ELEMENT
Disseminates Updates everyone in the Develops and implements Develops and uses
PM policies and Agency on PM system and a communication plan information collaterals
guidelines issued processes, and provides to generate buy-in and (e.g., infographics,
communication
by CSC and system review data to top engagement of everyone in brochures, handbooks,
DBM/GCG and management, managers/ executing PM programs and etc.) to promote
other relevant supervisors and the PSB. processes. consistent application of
agencies to Agency PM system and
everyone in the processes.
Agency.
81
Maturity Indicators for PERFORMANCE MANAGEMENT
Pillar:
The Agency’s The Agency’s individual The Agency has an The Agency has an
individual target- target-setting process is individual target-setting individual target-setting
setting process guided by performance process that establishes process that is linked
establishes standards agreed upon by agreements on both to Agency strategic
success managers/supervisors and individual performance and planning and target-
indicators* that employees. competency proficiency setting process.
are supportive targets.
of unit**
performance, and
discussed and
agreed with the
employee.
82
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
ELEMENT TRANSACTIONAL PROCESS DEFINED INTEGRATED STRATEGIC
The HRMO can The managers/supervisors The top management Everyone can explain
describe/explain can describe/explain how can explain his/her or cite examples of how
the individual individual performance individual performance and his/her individual and
performance targets are set guided by competency proficiency unit performance targets
target-setting established performance targets. contribute to the overall
process and how standards. Agency’s performance.
this supports unit
performance.
83
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
ELEMENT
ELEMENT
TRANSACTIONAL
TRANSACTIONAL PROCESS DEFINED
PROCESS DEFINED INTEGRATED
INTEGRATED STRATEGIC
STRATEGIC
The Agency’s The Agency has a process The Agency has a process The Agency has a
standard setting for establishing/ clarifying for establishing, calibrating process for establishing,
is based on CSC specific performance and reviewing performance calibrating and regularly
guidelines. standards for individual standards for all common reviewing and updating
positions vis-à-vis unit. positions across different performance standards
units. for all positions.
The HRMO can The PMT and managers/ The top management can Everyone can explain
explain Agency supervisors and employees describe/explain their or cite examples of how
guidelines on can describe/explain involvement in setting the use of performance
standard setting. the process for setting performance standards for standards agreed at
performance standards common positions in the the beginning of the
at the beginning of the Agency. performance period
performance period. has contributed to a
shared understanding
of performance
expectations.
84
Maturity Indicators for PERFORMANCE MANAGEMENT
Pillar:
Competencies Lens
Orients everyone Reviews and analyzes Develops process and Leads the review and
on the Agency’s alignment of individual guidelines for formulating refinement of target-
target setting
target-setting targets with unit targets, performance measures setting process to ensure
process. in collaboration with and targets, and orients continuing alignment to
managers/ supervisors, and managers/supervisors and Agency’s strategic goals.
provides recommendations PMT.
for improvement to
concerned unit.
85
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
ELEMENT
PILLAR BASIC
BASIC INTERMEDIATE
INTERMEDIATE ADVANCED
ADVANCED SUPERIOR
SUPERIOR
ELEMENT
Collaborates Reviews and analyzes Develops process and Leads the review and
standard setting
with PMT and performance standards, guidelines for establishing refinement of the process
managers/ in collaboration with and calibrating performance for establishing and
supervisors in managers/ supervisors, and standards, and orients calibrating performance
developing provides recommendations managers/ supervisors and standards.
performance for improvement to PMT.
standards. concerned unit.
86
Maturity Indicators for Performance Management
Pillar:
use to track individual review) that managers/ review) and tools that that are used within
performance (e.g., CSC supervisors and managers/supervisors the performance
sample tools). employees use to track use to track unit period to gather
individual performance. performance. feedback on individual
and unit performance
from internal and
external clients.
Performance The Agency has The Agency’s coaching The Agency has a
feedback is given performance coaching mechanism is linked to process for reviewing
to employees as mechanism that is linked to L&D (e.g., provision of and improving
need arises (e.g., performance tracking. appropriate interventions monitoring and coaching
demonstration during performance period mechanisms to ensure
Providing Performance Support
The HRMO can The managers/supervisors The top management can Everyone can explain
describe/ explain and employees can explain explain or cite examples or cite examples of the
the Agency’s how performance coaching of their involvement in positive outcomes of
performance is provided to affirm and/or ensuring that performance providing performance
feedback improve performance. tracking and coaching coaching and support for
process. data is used as basis for optimum performance of
providing L&D and/or individuals and units.
R&R support to individuals
and units within the
performance period.
88
Maturity Indicators for Performance Management
Pillar:
Competencies Lens
Provides Develops individual and unit Monitors application of Develops and uses tools
managers/ performance tracking tools performance tracking and processes to gather
supervisors and processes, and orients tools and processes, and feedback on individual
with existing managers/supervisors and provides assistance to and team performance
performance
tool/s for use employees on their use. managers/supervisors on from internal and
in tracking their use. external clients, in
individual collaboration with
tracking
89
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
ELEMENT
PILLAR BASIC
BASIC INTERMEDIATE
INTERMEDIATE ADVANCED
ADVANCED SUPERIOR
SUPERIOR
ELEMENT
90
Maturity Indicators for Performance Management
Pillar:
The Agency’s The Agency’s individual The Agency’s individual The Agency’s individual
and Evaluation
91
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
ELEMENT
ELEMENT
TRANSACTIONAL
TRANSACTIONAL PROCESS DEFINED
PROCESS DEFINED INTEGRATED
INTEGRATED STRATEGIC
STRATEGIC
The HRMO can The managers/supervisors The top management can Everyone can explain
describe/explain can describe/explain how explain or cite examples or cite examples of
the performance individual performance is of how performance how fair and objective
and Evaluation
review and reviewed and evaluated. evaluation results are used assessment of individual
evaluation in making HR decisions. performance helps him/
process done her appreciate individual
by employees’ contribution to achieving
immediate unit and Agency strategic
supervisors. goals.
Calibrating Performance
The Agency’s The Agency has a The Agency has a process The Agency regularly
process for customized process for for calibrating performance reviews and improves the
reviewing reviewing performance assessments for consistency process for calibrating
performance assessments to ensure across similar jobs with performance assessments
assessments agreed performance comparable performance to ensure objectivity and
complies with standards have been measures and targets. consistency.
Assessments
92
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
ELEMENT
ELEMENT
TRANSACTIONAL
TRANSACTIONAL PROCESS DEFINED
PROCESS DEFINED INTEGRATED
INTEGRATED STRATEGIC
STRATEGIC
Calibrating Performance
The HRMO can The PMT and managers/ The top management can Everyone can explain
describe/explain supervisors can describe/ explain or cite examples or cite examples of how
how performance explain how agreed of their involvement in the Agency’s calibration
assessments performance standards ensuring that uniform process has ensured the
are reviewed are applied in reviewing performance standards are fairness and objectivity
to ensure individual performance applied in assessing the of performance
Assessments
93
Maturity Indicators for Performance Management
Pillar:
Competencies Lens
Orients everyone Monitors the alignment Develops and applies Leads the proactive
on CSC policies of individual and unit guidelines and processes review of the individual
and guidelines performance assessment, in for using performance performance assessment
on performance collaboration with PMT and management assessment in process to strengthen
review and managers/supervisors, and making HR decisions, e.g., alignment with and
evaluation, provides recommendations on reward and recognition, sustain contribution
including how for improvement. learning and development, to unit and Agency
to accomplish promotion, and others. performance.
prescribed
Process
forms.
94
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
ELEMENT BASIC INTERMEDIATE ADVANCED SUPERIOR
Calibrating Performance
Orients everyone Monitors consistency in Develops and applies Leads the proactive
on CSC and application of policies guidelines and processes review of processes for
other relevant and guidelines in the for calibrating performance calibrating performance
policies and process for calibrating assessments, in assessments to ensure
guidelines on performance assessments, collaboration with the PMT. continued fairness and
calibrating in collaboration with objectivity.
performance the PMT, and provides
Assessments
95
Maturity Indicators for Performance Management
Pillar:
development planning
Agency uses CSC- Agency uses customized Agency has a process/ Agency has a
prescribed form planning templates (e.g., tool for developing and mechanism for reviewing
Development
96
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
ELEMENT TRANSACTIONAL PROCESS DEFINED INTEGRATED STRATEGIC
The HRMO can The managers/supervisors The top management can Everyone can explain
describe/explain can describe/explain how describe or cite examples or cite examples
Development
planning. preparing their individual to improve or develop employees and units due
development plans. competencies needed for to the implementation of
job performance. individual development
plans.
97
Maturity Indicators for Performance Management
Pillar:
development planning
Competencies Lens
Orients everyone Develops customized Develops tool and Leads the review
on the use of CSC- planning templates for processes for formulating and refinement of
Planning Tools and
to improve
employee
performance.
98
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
ELEMENT BASIC INTERMEDIATE ADVANCED SUPERIOR
Facilitating Development
99
Maturity Indicators for Rewards and
Recognition (R&R)
Pillar:
governance
The Agency’s The Agency’s R&R policies The Agency’s R&R policies The Agency’s R&R
R&R policies and/or processes are and processes clearly define policies and processes
and processes customized to Agency’s link with other core HRM are proactively reviewed
comply with requirements, and include areas (i.e., RSP, L&D and and updated to respond
R&R policies and specific guidelines in the PM). to changes in the
guidelines issued application of EOP. Agency’s strategic goals.
by CSC and
policy
other relevant
authorities.
100
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
ELEMENT TRANSACTIONAL PROCESS DEFINED INTEGRATED STRATEGIC
The HRMO The R&R Committee and The top management can Everyone can describe/
can describe/ managers/supervisors describe/explain their explain how the Agency’s
explain how can describe/explain how involvement in linking the R&R policies and
the Agency’s Agency’s R&R policies Agency’s R&R policies and processes support the
R&R policies and processes meet the processes with other core Agency’s strategic goals.
and processes Agency’s needs. HRM areas.
comply with
policy
policies and
guidelines issued
by CSC and
other relevant
authorities.
101
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
ELEMENT
ELEMENT
TRANSACTIONAL
TRANSACTIONAL PROCESS DEFINED
PROCESS DEFINED INTEGRATED
INTEGRATED STRATEGIC
STRATEGIC
The Agency The Agency has an R&R The Agency has an The Agency has an
has an R&R Committee that performs R&R Committee that R&R Committee that
Committee that additional functions to collaborates with HRMO, collaborates with top
is constituted address specific R&R needs managers/supervisors management, managers/
and performs (e.g., develops customized and other HR bodies in supervisors and HRMO in
functions and R&R programs and strengthening link between proactively reviewing and
responsibilities guidelines). R&R and other core HRM updating R&R system to
according to areas. respond to changes in
CSC policy. the Agency’s strategic
goals.
Structure and Roles
The HRMO The R&R Committee and The top management can Everyone can describe/
can describe/ managers/supervisors cite examples of how they explain how the Agency’s
explain the R&R can describe/explain the have used information R&R program and
Committee’s role functions of the committee generated by other core processes motivated
in the Agency’s and how it evaluates to HRM areas in making him/her to contribute to
R&R process. ensure selection of qualified R&R decisions (e.g., achieving the Agency’s
candidates/nominees to the performance data), or vision, mission and
agency’s R&R program. how they have used R&R- values.
generated information in
making decisions in other
core HRM areas.
102
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
ELEMENT
ELEMENT
TRANSACTIONAL
TRANSACTIONAL PROCESS DEFINED
PROCESS DEFINED INTEGRATED
INTEGRATED STRATEGIC
STRATEGIC
The Agency The Agency tracks the The Agency tracks the The Agency uses R&R-
relies on CSC efficiency of R&R processes effectiveness of R&R generated data to
feedback on its and uses data to improve processes and uses data to evaluate R&R function,
compliance with system: improve system: and make strategic
R&R policy. decisions to ensure
continuing alignment and
- Annual R&R budget - Types of programs that
responsiveness of R&R to
utilization vis-à-vis R&R reward performance,
its strategic goals.
implemented programs innovative ideas and
exemplary behavior
- Types of monetary and non-
monetary programs
- Timeliness of R&R programs
(planned and “on-the-spot”)*
- Demographics (e.g.,
review mechanisms
The HRMO can The R&R Committee and The top management Everyone can describe/
explain how the managers/supervisors can can describe/explain explain how the Agency
Agency gets CSC describe/explain how the how the Agency tracks uses RSP- generated data
feedback on its Agency tracks the efficiency the effectiveness of R&R to evaluate RSP system
compliance with of R&R processes, and uses processes, and uses data to and make strategic
R&R policy. data to improve system. improve system. decisions to ensure
continuing alignment and
responsiveness of R&R to
its strategic goals.
103
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
ELEMENT
ELEMENT
TRANSACTIONAL
TRANSACTIONAL PROCESS DEFINED
PROCESS DEFINED INTEGRATED
INTEGRATED STRATEGIC
STRATEGIC
The Agency uses The Agency uses a The Agency maintains The Agency has an
manual records computer-based system to Human Resource Enterprise Information
management maintain R&R documents. Information System that Management System that
to maintain shows link between R&R links the core HRM areas
Information and Communication
R&R data and and other core HRM areas with other HRM and
documents. (i.e., L&D and PMS). organizational systems
(e.g. benefits, loans,
payroll, etc.).
The HRMO can The R&R Committee and The top management Everyone can describe/
describe/explain managers/supervisors can explain how the explain how the Agency’s
the technology can describe/explain the Agency Human Resource Enterprise Information
used to maintain computer-based system Information System links System links the core
R&R data and used to maintain R&R data R&R and other core HRM HRM areas with other
documents. and documents. areas. HRM and organizational
systems.
104
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
ELEMENT
ELEMENT
TRANSACTIONAL
TRANSACTIONAL PROCESS DEFINED
PROCESS DEFINED INTEGRATED
INTEGRATED STRATEGIC
STRATEGIC
Pillar:
governance
Competencies Lens
Refers to R&R Reviews and refines R&R Develops customized R&R Leads the proactive
policies and policies, policy guidelines policies and/or policy review and updating
guidelines issued and/or processes to meet guidelines that clearly of R&R policies and
by CSC and agency requirements and define link with other core processes to respond to
other relevant promote equal opportunity HRM areas, in collaboration changes in the Agency’s
Formulation
106
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
ELEMENT BASIC INTERMEDIATE ADVANCED SUPERIOR
Liaises with Tracks and analyses Tracks and analyses Leads the evaluation of
CSC and DBM/ efficiency of R&R processes effectiveness of R&R the R&R function, and
GCG to ensure and uses data to improve or processes and uses data recommends system
that Agency is recommend improvements to improve or recommend improvements to ensure
system review
107
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
ELEMENT
PILLAR BASIC
BASIC INTERMEDIATE
INTERMEDIATE ADVANCED
ADVANCED SUPERIOR
SUPERIOR
ELEMENT
Uses manual Uses computer-based Maintains Human Resource Manages R&R module in
records records and data Information System that the Agency’s Enterprise
management management system to shows link between R&R Information Management
to maintain maintain R&R documents. and other core HRM areas System that links the
R&R data and (i.e., PM and L&D). core HR areas with other
technology
Disseminates Updates everyone in the Develops and implements Develops and uses
R&R policies and Agency on R&R policies, a communication plan information collaterals
guidelines issued processes and programs, to generate buy-in and (e.g., infographics,
by CSC and and provides system review engagement of everyone brochures, handbooks,
other relevant data on to top management, in executing R&R policies, etc.) to promote
agencies to managers/ supervisors and programs and processes. consistent application/
communication
108
Maturity Indicators for Rewards and Recognition
Pillar:
planning
The HRMO can describe/ The R&R Committee and The top management Everyone can explain/
explain the Agency’s R&R managers/supervisors can describe/explain cite examples of how the
programs. can describe/explain the their involvement Agency’s R&R plans and
Agency’s annual R&R in developing the programs are aligned
plans and programs. Agency’s R&R plans and with and contribute to
programs. achieving the Agency’s
strategic goals.
109
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
ELEMENT
ELEMENT
TRANSACTIONAL
TRANSACTIONAL PROCESS DEFINED
PROCESS DEFINED INTEGRATED
INTEGRATED STRATEGIC
STRATEGIC
The Agency’s The Agency’s R&R programs The Agency has The Agency has a
R&R programs include planned and “on- institutionalized non- process for reviewing
recognize the-spot” incentives and monetary R&R programs R&R programs to ensure
employee’s recognition (both monetary (e.g., flexi-time, professional that these continually
loyalty and and non-monetary) for development, etc.) that support achievement
outstanding innovative ideas and encourage and recognize of strategic goals and
performance. exemplary behavior of outstanding performance, performance objectives,
employees. innovative ideas and and meet employees’
exemplary behavior. recognition and
motivational needs.
The HRMO The R&R Committee and The top management can Everyone can describe/
can describe/ managers/supervisors describe/explain their explain how Agency’s
explain R&R can cite examples of involvement in developing R&R programs have
programs that planned and “on-the-spot” and institutionalizing non- supported achievement
recognize loyalty incentives and recognition monetary R&R programs to of strategic goals.
and outstanding programs that recognize encourage and recognize
planning
110
Maturity Indicators for Rewards and Recognition
Pillar:
planning
Competencies Lens
Maintains and Develops customized annual Develops R&R plan and Develops R&R plan
updates list of R&R plan and programs, programs that are linked and programs that are
R&R programs which indicates budget to other core HRM areas aligned with Agency’s
that are aligned for each program/activity, (e.g., PM) and aligned with long-term (over 3 years)
R&R planning
with CSC policy in collaboration with R&R Agency’s mid-term (2-3 plan, in collaboration
guidelines. Committee and managers/ years) plan, in collaboration with top management,
supervisors. with top management, R&R R&R Committee and
Committee and managers/ managers/supervisors.
supervisors.
111
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
ELEMENT
PILLAR BASIC
BASIC INTERMEDIATE
INTERMEDIATE ADVANCED
ADVANCED SUPERIOR
SUPERIOR
ELEMENT
Develops R&R Develops scheduled and Develops institutionalized Leads review of R&R
programs that “on-the-spot” monetary and non-monetary R&R programs to ensure that
recognize non-monetary rewards and programs (e.g., flexi-time, these continually support
employee’s recognition for innovative professional development, achievement of strategic
loyalty and ideas and exemplary etc.) that encourage and goals and performance
outstanding behavior, in collaboration recognize outstanding objectives.
performance. with R&R Committee and performance, innovative
managers/supervisors. ideas and exemplary
behavior, in collaboration
with R&R Committee and
managers/supervisors.
R&R planning
112
Maturity Indicators for rewards and recognition
Pillar:
Implementation
and selection criteria and selection criteria and and selection criteria and screening and selection
and processes to select processes for customized processes are linked to criteria and processes
employees for rewards and R&R programs apply to other core HRM areas (e.g., are regularly reviewed
Criteria and Processes
recognition based on CSC all employees, consistent use of performance data), and improved to ensure
policies and guidelines. with equal opportunity and/or external sources consistency, fairness and
principles. (e.g., feedback from clients/ objectivity in selection
community). decisions.
Pillar:
Implementation
Competencies Lens
Maintains Collaborates with the R&R Develops R&R screening Leads the proactive
Criteria and Processes
records of, Committee in developing and selection criteria review of R&R screening
and orients all screening and selection and processes that take and selection criteria
Development of R&R
employees on criteria and processes for into account inputs from and processes to ensure
screening and the Agency’s customized other HRM areas and consistency, fairness
selection criteria R&R programs. external sources (e.g., and objectivity in R&R
and processes feedback from external decisions.
for the Agency’s clients/ community), in
R&R programs. collaboration with R&R
Committee.
114
115