Professional Documents
Culture Documents
CBHRS - May 28-30, 2019 PDF
CBHRS - May 28-30, 2019 PDF
HR Course
(May 28- 30, 2019)
1
OBJECTIVES
3 DAYS
COMPETENCY ASSESSMENT
AND COACHING
COMPETENCY-BASED QUALIFICATION
3 DAYS
STANDARDS AND JOB DESCRIPTION
AND COACHING
3 DAYS AND
COMPETENCY MODEL DEVELOPMENT
PROFILINGAND COACHING
PRIME HRM
INTEGRATING COMPETENCIES 2INTO
DAYS
HUMAN
RESOURCE SYSTEMS/PROCESSES
AND COACHING
3 DAYS
COMPETENCY ASSESSMENT
AND COACHING
COMPETENCY-BASED QUALIFICATION
3 DAYS
STANDARDS AND JOB DESCRIPTION
AND COACHING
3 DAYS AND
COMPETENCY MODEL DEVELOPMENT
PROFILINGAND COACHING
MODULE 1
• Introduction to Competencies Day 1
MODULE 2
• Competency Discovery
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CSI. Shaping the Servant-Hero towards Public Service Excellence.
PRIME HRM
LEVEL 1 TRANSACTIONAL
ASSESS
ASSIST
LEVEL 3 INTEGRATED
AWARD
LEVEL 4 STRATEGIC
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CSI. Shaping the Servant-Hero towards Public Service Excellence.
PRIME HRM
LEVEL 1 TRANSACTIONAL
ASSESS
ASSIST
LEVEL 3 INTEGRATED
AWARD
LEVEL 4 STRATEGIC
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CSI. Shaping the Servant-Hero towards Public Service Excellence.
THE CHANGING ROLE OF HUMAN RESOURCE
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CSI. Shaping the Servant-Hero towards Public Service Excellence.
THE CHANGING ROLE OF HUMAN RESOURCE
Strategic
Strategic
Transactional
Transactional
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CSI. Shaping the Servant-Hero towards Public Service Excellence.
THE CHANGING ROLE OF HUMAN RESOURCE
Strategic 15%
60%
Transactional/ 85% 40%
Operational
Note: % of available resources
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CSI. Shaping the Servant-Hero towards Public Service Excellence.
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CSI. Shaping the Servant-Hero towards Public Service Excellence.
Ulrich’s Four Role Model
Strategic Change
When NOT done well . Agent
Partner ..
Aligning HRcreate
and a lot of issues
Transformation &
Business Strategy Change
Process
People
Administrative Expert Employee Champion
Strategic Change
Partner Agent
Process
People
When done well give organization
Administrative Expert Employee Champion
a great strategic advantage
16
Competencies
Analysis of Critical Incidents -
IQ as predictor of performance
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19
CRITERION
UNDERLYING
CAUSALLY RELATED
CHARACTERISTIC REFERENCED
20
SPENCER AND SPENCER
WHAT IS A COMPETENCY
are observable,
measurable and vital
knowledge, skills and
attitudes that are
translations of
capabilities deemed
essential for
organizational success.
a CSC definition
21
ELEMENTS OF A COMPETENCY MODEL
Critical
Behaviors
to Analysis Skills
Accomplis
h
Objectives
Uses references such as checklists and standard
Distinct operating manuals to identify possible solutions to
Graduatio problems.
n of
Behaviors
and
Identifies nature and aspects of a problem.
Proficienci
es
Gathers and analyzes information relevant to the
Varying problem.
Proficienc
y
Requirem Follows defined steps or procedures, or uses past
ents per
Employee experience in solving a problem.
Level
Breaks down problems into components using
Applicable
analytical techniques.
to Human
Resource
Processes
Makes valid and reliable assumptions when
/Systems information is not available to identify possible
solutions to problems.
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Critical
Behaviors
to Analysis Skills
Accomplis
h
Objectives
Uses references such as checklists and standard
LEVEL 1 operating manuals to identify possible solutions to
Distinct problems.
Graduation
of Behaviors
and LEVEL 2 Identifies nature and aspects of a problem.
Proficiencies
Gathers and analyzes information relevant to the
Varying problem.
Proficienc
y
Requirem Follows defined steps or procedures, or uses past
ents per
Employee experience in solving a problem.
Level
LEVEL 3 Breaks down problems into components using
Applicable
analytical techniques.
to Human
Resource
Processes
Makes valid and reliable assumptions when
/Systems information is not available to identify possible
solutions to problems.
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Critical
Behaviors
to
Staff Supervisor Manager
Accomplis
h
Objectives Competency 1 Level 1 Level 1 Level 2
Distinct
Graduatio Competency 2 Level 1 Level 2 Level 3
n of
Behaviors
and
Proficienci Competency 3 Level 1 Level 2
es
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Critical
Behaviors
to
Accomplis
h
Objectives
Distinct
Graduatio Recruitment Talent Training and
n of
and Selection Inventory Development
Behaviors
and
Proficienci
es
Varying
Proficienc Talent
y
Performance Management Total Rewards
Requirem
ents per Management (Career and Programs
Employee Succession)
Level
Applicable
to Human
Resource
Processes
/Systems
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COMPETENCY MODEL APPLICATIONS
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CUSTOMER SERVICE
• Is aware of the different needs of
internal and external customers
30
• Describe EXCELLENCE
31
1 Organization Context
2 Job Context
3 Data Collection
4 Dictionary Development
32
• Organization Mandate
• What practices/behaviors must be replaced and • Organization Mission
CULTURE what must be developed/nurtured to support the • Organization Vision
Mandate, Mission, Vision and Objectives? • Strategy Map/Road Map
• Organization Scorecard
34
• Effort involved
35
ANALYZING
• Expert Panels
• Surveys
37
interpretation
39
40
Demonstrates job knowledge and skills essential to the effective performance of current position
Effectively identifies and evaluates alternative solutions before making decisions in a timely manner
Shows ability to take calculated risk and be accountable for the outcome
• Large number of jobs can be studied Understanding how one issue may be part of a much larger system or issue.
Works effectively with customers both internal and external
efficiently Interpersonal
Responds positively to situations which require cooperation and tact
Responds openly to ideas and suggestions of others and actively seeks win/win solutions
Relations/Team
work Effectively works with others in the organization outside the line of formal authority (such as peers in other
units or senior management) to accomplish organizational goals and establishes useful supportive
Demonstrates ability to seek out required information and to keep others informed
• Builds consensus
Communication
Able to gain enthusiastic commitment for ideas, strategies or concepts
Making presentations.
Provides a clear sense of direction and sets an example of effective leadership
Effectively deploys people/resources to complete the task on time and to produce desired quality
• Expertise requirements
42
ST R
43
ASSISTING
CUSTOMERS
Tell me about a time when you had to go out
TO ENSURE
SATISFACTORY
of your way to assist a customer. Describe
EXPERIENCE
the circumstances. What was the outcome?
Upon arrival to the Office, I met an irate client, who was airing
his sentiments for the inability of a colleague to process his
transaction.
44
RESOLVING
PROJECT
Tell me about a time when you had to consider
ISSUES TO
ENSURE
conflicting workloads when planning a task or
EFFECTIVE
AND TIMELY
DELIVERY
project. How did you handle the situation?
What was the result?
Last Tuesday, I came to office very early to draft replies to 3
queries which should be submitted before 5 PM of the same
day. As I was preparing the draft, my Director called and
asked me to go over the computation and the tables in a
report prepared by my colleague who was absent. She will be
presenting the report to the Commission at 1 pm.
45
• Expert Panels
• Surveys
46
COMPETENCY
Operational Definition
CORE 1
CORE DESCRIPTION
DESCRIPTION CORE 2
CORE DESCRIPTION
DESCRIPTION
3
CORE DESCRIPTION
CORE DESCRIPTION
4
CORE DESCRIPTION
CORE DESCRIPTION
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Manages meetings to ensure that all parties make an appropriate contribution, the timeline is managed, outcomes are documented and all parties agree on next
Definition
steps.
I have conducted effective meetings with • I have conducted a meeting according • I have conducted a meeting with • I have planned and conducted large • I have taught others how to facilitate
my peers. to a planned agenda achieving the balanced and focused participation, meetings involving complex, high-risk effectively.
Behavioral meeting goals within the time allotted. where I adapted to a new situation or goals or problems with senior level
Statements used technology to achieve a planned audiences.
outcome.
• Planned a meeting agenda and • Started meetings with clear purpose, • Designed a meeting by selecting the • Facilitated a series of meetings • Facilitated interactions with senior
facilitated a meeting with my peers. outcome and rationale (i.e., what's in it appropriate "Achieving Meeting required to get to a single decision executive- and Board-level audiences.
• Facilitated a meeting with my peers for the audience) statements. Results" processes and tools. point. • Taught workshops about facilitation
using an appropriate medium. • Managed the natural arc of a meeting • Facilitated a meeting that helped two • Prompted by verbal and non-verbal techniques and/or coached others in
by opening up the discussion, or more parties resolve their behavioral clues, asked meeting facilitation.
facilitating idea generation and differences. participants to express thoughts and • Coached others in meeting design
bringing the meeting to a close with • Read non-verbal behaviors during a feelings. planning for particularly complex or
objectives accomplished. meeting, and took steps to manage • Achieved intended meeting objectives high-stakes meetings.
• Used application sharing virtual the energy and focus during a long with difficult meeting participants (e.g. • Provided thought leadership on
technology to facilitate meetings. (half-day or longer) meeting. someone who tries to derail the facilitation techniques by designing a
• Drew everyone into the conversation • Balanced my role between facilitating meeting, argues vehemently, or is new tool or method for facilitation.
to ensure balanced participation. and contributing content. non-constructive).
• Acted as facilitative participant in a • Summarized peoples' points to ensure • Adapted or abandoned a complex
meeting and stepped in to help solve a shared understanding, using some of meeting agenda in response to
Sample problem and move things forward. their own words. changes in situation to achieve a
• Concluded a meeting and released • Abandoned or adapted a different outcome or expectations.
Behaviors
participants after the meeting objective straightforward agenda to meet a • Summarized peoples' points to ensure
was accomplished. change in situation or expectations or shared understanding during tense or
achieve a different outcome. politically-charged meetings or when
• Assessed cultural dimensions and addressing content that may be
profiling of audience challenging to my participants.
• Managed stakeholders across cultures
• Worked in a global environment
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COMPETENCY
Customer Focus
OPERATIONAL DEFINITION The ability to effectively deal and/or meet the needs of internal and external customers balanced with the interests of the team or organization.
LEVELS 1 2 3 4
CORE DESCRIPTION Responds effectively to customer Delivers more or beyond the Delivers beyond the customer’s stated • Anticipates customer needs and
needs by delivering on explicit customer’s stated needs, objectives or needs well beyond the prescribed concerns and recognizes what they
requirements, objectives and/or standard but still within the allowed or control or scope but ensures and might value and delivers these in a
standard. prescribed level of control or scope of coordinates this extension of service to tactful and professional manner
the servicing party. appropriate or involved parties.
SAMPLE BEHAVIORS • Understands the implicit needs of • Understands the explicit needs of • Influence changes in system, • Takes care of the customer in a
customers based on the service customers and displays courtesy and practices or policies to attend to a proactive manner, updating them of
rendered and displays courtesy and care in confirming or denying if the customer’s unusual or outside-of- news or progress on issues directly
care in addressing or fulfilling the stated need can be addressed. scope needs, cognizant that the or indirectly affecting SOWs or the
need and within defined agreements requirement does not impact the customer’s business
or standards. • Takes calculated risks in providing business or organization processes
service to a customer whose request adversely. • Offers additional services to
• Ably determines which customer may not be part of the scope of customer as a result of analysis,
requests are beyond one’s scope or agreed service though is still within appreciation and understanding of
level of authority and effectively one’s scope or level of authority. the customer’s business, needs and
endorses or escalates these to the business direction, including the
appropriate party or authority. • Tracks satisfaction level and industry it competes in.
behavior patterns of customers and
analyzes these in order to improve
service and/or respond proactively to
the changing needs.
INTERVENTIONS TO • Service Excellence • Effective Negotiation Skills • Client Business Literacy • Client Business Literacy
MATCH LEVEL
• Interaction Management • Conflict Management • Consulting Skills • Consulting Skills
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Negotiates and Uses subject matter knowledge and a Demonstrates reliability and uses this Resolves conflicts, disagreements and Navigates high-risk, complex or
influences strong grasp of key issues in providing to build credibility with team members, differing interests among team contentious situations across the
persuasively appropriate recommendations to partners or stakeholders to negotiate members, partners or stakeholders in government and relevant sectors using
engage team members, partners or outcomes. a constructive manner (e.g. win-win innovative influencing strategies.
other stakeholders and to achieve approach; use of appropriate conflict
positive outcomes. resolution processes; identification of
common ground through dialogue and
consensus; shared solutions
perspective)
Promotes value Shares accurate and timely Articulates proactively the Identifies barriers to transparency and Models the value and importance of
of transparency information and stimulates open expectations and concerns of team open communication and initiates transparency and keeping
and open discussion of ideas to promote a members and relevant stakeholders appropriate solutions. communication lines open to both
communication positive environment. and implements measures to address internal and external stakeholders
them to build synergy and goodwill. (e.g. facilitates exchange of
information and experiences,
broadens perspectives on emerging
sensitive issues and enhances C3 or
coordination, collaboration and
51
complementation).
53
intensity
Of the intention involved or completeness of action
taken to carry out an intension
54
55
56
• Basic recall of concepts, • Apply skills and concepts • Requires deep • Due to complexity (or
definitions, facts, and in familiar/typical understanding as multiple conditions of the
processes. situation. exhibited through problem), exploration or
planning, use of application requires time
• Able to make • Able to talk about appropriate evidence, to research, think or
connections/relationship relationships by and reasoning. process.
in words, pictures or Comparison and cause
symbols. effect. • Can analyze, evaluate • Expected to make non-
and justify effectiveness routine manipulations or
• Can perform simple and • Can explain the how or of actions. connections across
routine procedures why. multiple
• Expected to make discipline/areas/sources.
• Expected to make decisions.
recommendation
57
• Can work under routine • Works under general • Work under broad • Has defined authority
supervision. direction within a clear direction. and responsibility for a
framework of significant area of work,
• Is able use minor accountability. • Full accountability for including policy formation
discretion in resolving own technical work, and application.
problems or enquiries. • Plans own work to meet projects/supervisory and
given objectives and financial responsibilities. • Establishes
• Expected to seek processes. organizational objectives
guidance in unexpected • Receives assignments in and delegates
situations. the form of objectives. assignments.
58
59
60
• The fact level is a single concept and uses verbs like define,
identify, and list.
61
63
• The verbs for this domain are generally limited to words like
display, exhibit, and accept and these apply at all levels.
64
1 Receive open to experience, willing to hear ask, listen, focus, attend, take
part, discuss, acknowledge, hear,
be open to, retain, follow,
concentrate, read, do, feel
• The habit level is reached when the student can perform the
skill in twice the time that it takes an expert to perform.
66
6. Evaluate (assess,
judge relationally)
68
Core
Leadership
Competencies that
relate to the Technical
organization’s Competencies that
values, mission and relate to the skills
needed to perform Competencies that
strategy pertain to specific
leadership or
managerial work and bodies of knowledge
processes and skills required to
perform the defined
activities in an
industry, function or
job
69
Competencies Demanded of the Work
According to Level in the Organization
Leadership
Competencies
Core Competencies
Technical
Competencies
71
72
1 2 3 4
BASIC PURPOSE
Sample
Behaviors
Sample
Behaviors
Sample
Behaviors
Sample
Behaviors
✔︎
MAJOR RESPONSIBILITIES
✗
1 2 3 4
COMPETENCIES
Sample Sample Sample Sample
Behaviors Behaviors Behaviors Behaviors
Communication 2
Problem Solving
Problem Solving 1
Operational Definition
1 2 3 4
Sample
Behaviors
Sample
Behaviors
Sample
Behaviors
Sample
Behaviors
✔︎
73
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Competency 1 1 2 3 4
CORE Competency 2 1 2 3 4
Competency 3 1 2 3 3
Competency 4 1 2 3
LEADERSHIP
Competency 5 1 2 3
Competency 6 2 3 4 4
TECHNICAL Competency 7 2 3 4 4
Competency 8 2 3 4
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Responsible and accountable for the design and management of frameworks for all career systems. This includes competency tables, position profiles, compensable and
complexity factors, job analyses, job evaluation, succession tables, etc.; aligns and adapts the implementation of all these at the sites/support groups. The position is also
responsible for creating programs that help provide employees or talents with opportunities to plan, prepare and realize career growth as well as systems for the organization to
manage such activities. This includes assessment and profiling of talents, talent inventory, career development workshops and counseling, understudy programs and
development or ad hoc assignments, etc.
• Designs and develop the organization competency model • Displays Bias for Excellence (3) FINANCIAL
including competency profiles of al positions. This includes • Communicates Effectively (3)
identifying, defining and updating when necessary both core • Focuses and Satisfies the Customer (4) • Manage OPEX
and functional competencies across positions within the • Creates a Productive Work Environment (4)
organization • Manages Team Performance (3) INTERNAL
• Manages Team Members’ Development (4)
• Aligns the use and application of competencies across the • Effectively Plans, Organizes and Implements Work (4) • Customer Satisfaction Rating
organization especially for various HR Systems such as • Solves Problems and Makes Decisions Effectively (3) • Right Ranking Implementation
recruitment, selection, profiling, job grading, training, etc.) • Demonstrates and Exercises Strategic Perspective (4) • Talent Inventory
• Champions and Manages Change Effectively (3) • Technical Competencies
• Assists training in assessing incumbents and/or talents against • Career Path
competency model and determine individual and aggregate • Financial Agility • Promotion Standards
gaps • Business Literacy • Promotion Assessment
• Facilitation Agility (3) • Career Development Workshop
• Develops career tracks and options. This includes drafting P • Learning Diagnosis (3) • Succession Planning and Management
and IC career tracks and designing the intervention to assist • Training Development (3)
employees in planning and managing their careers • Organization Diagnosis (3) LEARNING AND GROWTH
• Competency Profiling and Assessment (4)
• Develop tools for career planning and coaching. This includes • Career Systems Literacy (3) • Improve Employee Satisfaction
creating and periodically updating a career wish system that is • Group Engagement Score
linked with other HR Information Systems to be accessed by • Team Attrition
various users as well as link individual and/or career
development plans with appropriate employee development
programs
WHAT HOW
COMPETENCY-BASED
JOB ANALYSIS DESCRIPTION COMPETENCIES
MAJOR
RESPONSIBILITIES
OBJECTIVES
OTHER JOB
SPECIFICATIONS
COMPETENCIES
DEMANDS
PROFILE
78
COMPETENCY LEVEL
DISPATCH AND DELIVERY MANAGER
Work/Service Excellence 1
1. Ensures proper planning and allocation of specific activities and
balance distribution of personnel to carry out warehousing Working with People 2
procedures and activities based on ISO 9001 current version and in
compliance with Regional QA Standards.
People Management 3
2. Manages warehouse dispatch activities to facilitate prompt and
accurate dispatch and delivery of pharmaceutical products to satisfy
customer needs. Planning and Organizing 2
3. Ensures that platform operations are carried out properly and that
on time delivery of goods received from ZPC warehouse and proper Quality Management 3
truck allocation is observed to meet delivery schedule.
4. Monitors personnel, warehouse and equipment condition and Relating and Networking 1
provide timely and accurate information to other departments in
order to achieve conducive, safe and productive warehouse
operations. Tax Administration/Management 2
5. Monitors system functions of Pulse Warehouse Management
System and provide feed back to MIS personnel. Technical Support 3
6. Monitors and ensures that all daily transactions are accurately
encoded in Transport Expense Management Technical Writing 2
System for a timely clearing and billing.
79
SUPERVISOR
Customer Focus
Candidate A
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CSI. Shaping the Servant-Hero towards Public Service Excellence.
COMPETENCY PROFILING
SUPERVISOR
Customer Focus
Candidate B
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CSI. Shaping the Servant-Hero towards Public Service Excellence.
COMPETENCY PROFILING
SUPERVISOR
Customer Focus
Candidate C
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CSI. Shaping the Servant-Hero towards Public Service Excellence.
COMPETENCY GAP ANALYSIS
TYPE COMPETENCY STAFF STAFF 1 STAFF 2 STAFF 3
100 100
Competency 3 1 GAP + GAP + MATCH % %
Competency 4
LEADERSHIP
Competency 5
Competency 8
100
60% 20%
%
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CSI. Shaping the Servant-Hero towards Public Service Excellence.
HUMAN RESOURCE PROCESSES/SYSTEMS
• Talent Development
• Employee Development
• Training Design
• Intervention Approach
• Performance Management
• Organization Design
• Organization Strength or
Talent Inventory
• Foundation for
Evaluating/Validating
Assessment Method
• Aids Identification of
Development Needs
• Basis of Personal
Development Plans
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CSI. Shaping the Servant-Hero towards Public Service Excellence.
WHAT IS THE FOCUS OF ASSESSMENT?
COMPETENCY
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CSI. Shaping the Servant-Hero towards Public Service Excellence.
TYPES OF ASSESSMENT EXERCISES
• Personality/Motivation Questionnaires
• Ability Tests
• In-Tray Exercises
• Group Exercises
• Role Plays
• Interview
• Fact Finding
• Interest Inventories
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CSI. Shaping the Servant-Hero towards Public Service Excellence.
PERSONALITY/MOTIVATION QUESTIONNAIRES
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CSI. Shaping the Servant-Hero towards Public Service Excellence.
ABILITY TESTS
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IN-TRAY EXERCISES
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GROUP EXERCISES
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CSI. Shaping the Servant-Hero towards Public Service Excellence.
ROLE PLAYS
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INTERVIEW
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FACT FINDING EXERCISES
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TESTS OF PRODUCTIVE THINKING
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INTEREST INVENTORIES
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CSI. Shaping the Servant-Hero towards Public Service Excellence.
BEHAVIORAL EVENT INTERVIEW
• Behavioral Event Interviewing has been used for over 20 years and is
widely used by skilled interviewers.
• BEI questions focus on the past while theoretical questions focus on the
future. The response strategy for a theoretical interview question is
similar in structure but different in content.
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CSI. Shaping the Servant-Hero towards Public Service Excellence.
BEHAVIORAL EVENT INTERVIEW
• BEI questions have two parts – the INTRODUCTION and the FOCUS.
• The first part of a BEI question (introduction) are phrases such as the
following –
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CSI. Shaping the Servant-Hero towards Public Service Excellence.
BEHAVIORAL EVENT INTERVIEW
• The second half of the question focuses on the situation with which
the interviewer is interested.
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CSI. Shaping the Servant-Hero towards Public Service Excellence.
Key questions to ask---
S
What was the situation (s)
T
What was the task (T)
ST R
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CSI. Shaping the Servant-Hero towards Public Service Excellence.
THE STAR CYCLE
1 Planned Question
Describe the
last time you
missed a
deadline?
Under those
conditions,
exactly what
did you do?
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CSI. Shaping the Servant-Hero towards Public Service Excellence.
BEHAVIORAL QUESTION GUIDE
INTERPERSONAL SKILLS
Key Question Probing Question Evidence Gathered
• Tell me when you had to • What was the conflict SITUATION/TASK –
manage or resolve a conflict regarding?
between two or more co-
workers. • How serious was the conflict?
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CSI. Shaping the Servant-Hero towards Public Service Excellence.
BEHAVIORAL QUESTION GUIDE
INNOVATIVE THINKING
Key Question Probing Question Evidence Gathered
• When have you managed to • Why was a new idea SITUATION/TASK –
convince conventionally needed?
minded people into adopting
new ideas? • What was the accepted
practice at the time?
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CSI. Shaping the Servant-Hero towards Public Service Excellence.
BEHAVIORAL QUESTION GUIDE
PROFESSIONALISM
Key Question Probing Question Evidence Gathered
• When have you experienced • What was the situation? SITUATION/TASK –
a potential conflict of interest
at work? • Why could this have been a
conflict of interest?
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CSI. Shaping the Servant-Hero towards Public Service Excellence.
TIPS IN RECOGNIZING STARS
• The order that you get the STAR parts is not important;
sometimes they come out of order, RATS or ARTS.
• A candidate who uses words like “we”, “the team”, “our unit”
could be vague. Either way, you need to know what the
candidate did, not what his/her team did.
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CSI. Shaping the Servant-Hero towards Public Service Excellence.
TAKING NOTES
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CSI. Shaping the Servant-Hero towards Public Service Excellence.
Integration Steps
• Discuss discrepancies
111
INTEGRATION
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INTEGRATION STEPS
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Anticipated Accepted Answers
Slide 114
DATA ANALYSIS
DESCRIPTIVE
Quantitative Data
STATISTICS
CONTENT
Qualitative Data
ANALYSIS
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CSI. Shaping the Servant-Hero towards Public Service Excellence.
COMPETENCY BASED HUMAN RESOURCE
CAREER ORGANIZATION
DEVELOPMENT DESIGN
WORKPLACE WORKFORCE
LEARNING PLANNING
A COMPETENCY
FRAMEWORK
PROVIDES INTEGRATED
MEASURE FOR HRM
EMPLOYEE RECRUITMENT/
RELATIONS SELECTION
PERFORMANCE REWARDS/RE
MANAGEMENT COGNITION
116
REWARDS/RECOGNITION
PERFORMANCE MANAGEMENT
EMPLOYEE RELATIONS
WORKPLACE LEARNING
CAREER DEVELOPMENT
117
REWARDS/RECOGNITION
PERFORMANCE MANAGEMENT
EMPLOYEE RELATIONS
WORKPLACE LEARNING
CAREER DEVELOPMENT
118
REWARDS/RECOGNITION
PERFORMANCE MANAGEMENT
EMPLOYEE RELATIONS
WORKPLACE LEARNING
CAREER DEVELOPMENT
119
RECRUITMENT/SELECTION
REWARDS/RECOGNITION
PERFORMANCE MANAGEMENT
EMPLOYEE RELATIONS
WORKPLACE LEARNING
CAREER DEVELOPMENT
120
REWARDS/RECOGNITION
PERFORMANCE
MANAGEMENT
EMPLOYEE RELATIONS
WORKPLACE LEARNING
CAREER DEVELOPMENT
121
REWARDS/RECOGNITION
PERFORMANCE MANAGEMENT
EMPLOYEE RELATIONS
WORKPLACE LEARNING
CAREER DEVELOPMENT
122
REWARDS/RECOGNITION
PERFORMANCE MANAGEMENT
EMPLOYEE RELATIONS
WORKPLACE LEARNING
CAREER DEVELOPMENT
123
REWARDS/RECOGNITION
PERFORMANCE MANAGEMENT
EMPLOYEE RELATIONS
WORKPLACE LEARNING
CAREER
DEVELOPMENT
124
Human Resource
Systems
125
126
HRMPS Backgroun
Application Employmen d
Selection Form t Tests
B
Investigatio
Interview n
Evaluation/
On- Regularizatio
Placement Orientation
boarding n
Slide 127
Recruitment, Selection, and Placement
Slide 128
CB Recruitment and Selection
• Provides a clear picture of the job
requirements
Slide 129
Assessing Job Candidates
Slide 130
Competency-Based
Learning and Development
131
Slide 134
Profile Matching
Supervising
Competencies
AO
SAO 1 SAO 2 SAO 3 SAO 4 SAO 5
Resourcefulness and
2 1 1 2 3 3
Initiative
Being a Quick Study 2 1 1 2 3 1
Leading Subordinates 2 2 2 2 3 3
Team Orientation 2 1 2 2 3 3
Building and Mending
2 1 1 1 3 3
Relationships
Compassion and
3 3 3 3 4 3
Sensitivity
Straightforwardness
3 3 3 3 4 3
and Composure
Balance between
Personal Life and 3 3 3 2 4 3
Work
Self-Awareness
CSI. Shaping 3 Service Excellence.
the Servant-Hero towards Public 2 2 3 3 3
Competency-Based
Performance Management
136
138
139
140
142
CSI. Shaping the Servant-Hero towards Public Service Excellence.
Competency-Based Employee
Rewards
143
CSI. Shaping the Servant-Hero towards Public Service Excellence.
BENEFITS OF CBHR TO THE ORGANIZATION
146
3 DAYS
COMPETENCY ASSESSMENT
AND COACHING
147
148
CSI. Shaping the Servant-Hero towards Public Service Excellence.
Action Plan
Area/s in the Steps or Resources Person/Office Date/Schedule
Agency’s HR Enhancements Needed Responsible of
Systems Needed (e.g. training, Implementation
Needing executive
Improvement sponsorhsip,
budget)
149