HRMO PRIME-HRM

SELF-ASSESSMENT TOOL
Agency:

LOCAL GOVERNMENT UNIT

Date of Assessment

20-Nov-14

PRIME-HRM ON-LINE SELF ASSESSMENT TOOL FOR HRMO

INSTRUCTIONS:
1. To access the on-line assessment tool, type the link on your web browser (e.g. Google
Chrome, Internet Explorer):

http://www.tinyurl.com/2014APForm2
2. In order to enter the system, the user will be required to log-in by entering the assigned
access code provided by HRPSO.
Note: The self assessment must be completed upon logging in. The access code can
only be used once and cannot be used again.
3. The HRMO must fill up the basic data required on the Agency Profile. Agency Name and
Date of Assessment are linked to Assessment Results sheet. Once these fields are filled up
in the Agency Profile sheet, they will automatically appear in the Assessment Results sheet.
Note: All fields marked with an asterisk (*) must be filled up otherwise the user cannot
continue to the next page and the system will prompt a message to the user to enter relevant
data.
4.

The HRMO shall click the applicable circle.

a. Click the circle under "FULLY" if all the elements of a particular indicator have been
met or satisfied.
b. Click the circle under "PARTIALLY" if some elements of a particular indicator have
been started but not fully met.
c. Click the circle under "NOT" if none of the elements has been met.

5. Upon completion of the self assessment, please click SUBMIT to log-out of the system.

L FOR HRMO

browser (e.g. Google

orm2

n by entering the assigned

g in. The access code can

Profile. Agency Name and

nce these fields are filled up
Assessment Results sheet.
otherwise the user cannot
to the user to enter relevant

articular indicator have been

f a particular indicator have

been met.

to log-out of the system.

PRIME-HRM ASSESSMENT
AGENCY PROFILE
AGENCY: (Please do not abbreviate)

REGION:

DATE OF ASSESSMENT:

LOCAL GOVERNMENT UNIT

SECTOR:

Region 6

CURRENT AGENCY STATUS:

LGU

November 20, 2014

CSC RESOLUTION NO.

Accredited

RESOLUTION DATE

RES. NO. 1201483

27-Sep-12

AGENCY HEAD:

POSITION TITLE:

HON. DENNIS S. SUPERFICIAL, M.D.

MUNICIPAL MAYOR

HRM OFFICERS

POSITION TITLE:

EMPLOYMENT STATUS

NO. OF EMPLOYEES IN HRM OFFICE

DAPHNE S. AMPUNAN

SUPERVISING ADMIN. OFFICER/HRMO IV

Permanent

Permanent

Temporary, Contractual, Casual

Co-Terminus, Others

Agency Personnel Complement (Based on Updated Plantilla of Personnel)

1st Level

AUTHORIZED
POSITIONS

FILLED
POSITIONS as of
Nov. 20, 2014
1st Level
2nd Level
Professional/Techni
cal (up to SG-24)
2nd Level
Executive/Manageria
l (SG-25 and above)
3rd Level
(Presidential
Appointees)

TOTAL

2nd Level
Professional/
Executive/
Technical
Managerial

3rd Level

(up to SG-24)

(SG-25 and above)

47

50

Permanent

Temporary

Coterminous

Presidential
Appointees

Elective Officials

TOTAL

12

109

Status of Employment
Casuals

Contractuals

Job Order

Elective

Male

Female

Male

Female

Male

Female

Male

Female

Male

Female

Male

Female

Male

Female

17

21

111

60

10

28

27

49

111

60

Section 1 - RECRUITMENT, SELECTION AND PLACEMENT

Implementation Rating
Fully
Partially
Not

Mark your ratings with an "x".

PTS

HRM SYSTEMS
LEVEL 4 - STRATEGIC HRM
1. Strategic Workforce planning system is directed to meet the present up to
1
the long-term needs of the Agency.

2. Human Resources Information System (HRIS) maintains data on online

recruitment, selection and placement as well the profile of talents that
agencies hire and lose. It also generates customized reports.

3. A Promotion and Selection Board (PSB) is in place, with HR as lead in

driving the process. It is open to partnering with external professional experts,
depending on the position being considered.

4. A well-defined Recruitment, Selection and Placement Procedures Manual

1
with online system aligned to the Agencys strategic goals are in place.

5. Orientation is provided to all employees on the provisions and procedures

contained in the Recruitment, Selection and Placement Manual as well as the 1
features of the online system.

6. Talent attraction is done through recruitment branding and proactive

1
recruitment means to create a workforce pool.
7. Candidate qualifications are properly matched vis--vis the specific or
competency-based qualification standards and institutionalized competency- 1
based job description for the position to be filled.

8. Comparative assessment and final evaluation is done by Line Managers

and Promotion and Selection Board (PSB), with the HR Manager taking the
lead in the deliberation of results making use of various competency
assessment methods (simulation, in-basket, discussion, role-playing) for 1
senior and identified key positions only, documented structured background
investigation, and competency validation. Weights are assigned to personality
tests and competencies.

0.5

LEVEL 3 - INTEGRATED HRM

1. Staffing plan and prioritization in filling of positions is based on the short1
and medium-term needs of the Agency.

2. Electronic database maintains the profiles of both candidates and

1
applicants (internal and external). It also generates customized reports.

1
x

3. A Promotion and Selection Board (PSB) is in place for specialized, highly

1
technical, and executive managerial positions.

4. A well-defined Recruitment, Selection and Placement Procedures Manual

1
aligned to the Agencys short- and medium-term needs is in place.

5. Orientation is provided to all employees on the provisions and procedures

1
contained in the Recruitment, Selection and Placement Manual.

6. Talent attraction is done through participation in job fairs, campus

1
recruitment, and publication in the Agency intranet.

7. Candidate qualifications are properly matched vis--vis the specific or

competency-based qualification standards and competency-based job 1
description for selected positions.

8. Comparative assessment and final evaluation is done by the Line Managers

and the Promotion and Selection Board (PSB), with HR Office taking the lead
in the deliberation of results of competency-based simple assessment, 1
documented structured background investigation and competency validation.
Weights are assigned to personality tests and competency results.

1. Staffing plan is based on the current Agency requirements aligned with

DBM Personnel Service Itemization and Plantilla of Personnel (PSIPOP) or 1
relevant approving authority.

2. Simple information system maintains active file of shortlisted candidates.

1
Data is segregated by gender.

3. A Promotion and Selection Board (PSB) is established and functional, with

1
HR Office as the lead unit.

4. Recruitment, Selection and Placement procedures are customized to the

1
Agency requirements and are accompanied by a process flowchart.

5. Orientation is provided to all employees on Recruitment, Selection and

1
Placement procedures with emphasis on the customized features.

LEVEL 2 - PROCESS-DEFINED HRM

Section 1 - RECRUITMENT, SELECTION AND PLACEMENT

Implementation Rating
Fully
Partially
Not

Mark your ratings with an "x".

PTS

6. Talent attraction is done through posting in major daily newspapers and

1
networking.

7. Candidate qualifications are properly matched vis--vis the specific

1
qualification standards and job description for the position to be filled.

8. Comparative assessment and final evaluation is done by the Promotion and

Selection Board (PSB), with HR office/unit providing the necessary resources
1
from the structured interviews and documented structured background
investigation results.

LEVEL 1 - TRANSACTIONAL HRM

1. Staffing plan is solely based on DBM or relevant approving authority.

2. An active file of shortlisted candidates (hardcopy only) is maintained.

3. An ad hoc group is established to screen and evaluate candidates for

1
vacant positions.

4. Recruitment, Selection and Placement procedures are based on existing

1
law, rules, and guidelines issued by relevant authority.

5. Orientation is provided to all employees on Recruitment, Selection and

1
Placement procedures.

6. Talent attraction is done through posting at Agency premises and

1
publication in government bulletin, as required.

7. Candidate qualifications are properly matched vis--vis the minimum

1
qualification standards for the position to be filled.

8. Comparative assessment and final evaluation is done by the ad hoc

committee using paper screening, interviews, and results of undocumented 1
simple background investigation.

COMPETENCIES
LEVEL 4 - SUPERIOR
1. Applies a strategic Staffing Planning system aimed at meeting the present
up to the long-term needs of the Agency

2. Formulates and champions strategic recruitment policy linked to other HRM

systems (e.g. Performance Management, Talent Management, HRD
Plan/L&D, and Retention)

3. Applies and manages online recruitment, selection, and placement system

4. Undertakes proactive recruitment activities, e.g. school tie-up, employer
branding, caravans

1
1

5. Manages the Promotion and Selection Board (PSB) deliberations and

provides results of candidate assessment
- Explains use of various competency assessment tools in the deliberation

0.5
x

1
6. Utilizes 360-degree background investigation for senior managerial
positions and positions with custodial responsibilities
7. Manages the use of the HRIS for recruitment, selection, and placement

0.5
x

LEVEL 3 - ADVANCED
1. Applies a Staffing Plan based on short- and medium-term objectives of the
Agency through forecasting and prioritization

2. Formulates customized recruitment policies linked to other HRM systems

(e.g. Performance Management and HRD Plan/ L&D)

3. Develops and designs improvements to existing battery of recruitment and

placement tools, methodologies, processes, and procedures based on
emerging technologies

4. Develops Recruitment strategies such as job fairs and campus recruitment

activities to source for candidates

5. Applies Recruitment and Placement Calendar/Plan

6. Facilitates competency-based assessment process to Line Managers and
Promotion And Selection Board (PSB) members

1
x

1
1

7. Evaluates and analyzes results of structured background Investigation vis-avis competencies

1

0.5
x

Section 1 - RECRUITMENT, SELECTION AND PLACEMENT

Implementation Rating
Fully
Partially
Not

Mark your ratings with an "x".

8. Manages an automated database of applicants and candidates

PTS

LEVEL 2 - INTERMEDIATE
1. Applies a Staffing Plan (PSI) based on current Agency requirements

2. Develops Recruitment, Selection, and Placement guidelines within existing

laws and regulations

3. Sources both internal and external applicants

4. Performs structured interviews based on job descriptions

5. Administers appropriate written examinations

6. Responds appropriately to application queries/ requests

7. Conducts workshop on selection process for Promotion and Selection

Board (PSB) members
- Facilitates calibration process in the assessment of candidates

8. Evaluates and analyzes results of structured background investigation for

second level, supervisory, and executive/managerial positions

9. Maintains and organizes an active file of short-listed candidates in a

standalone electronic system

0.5

0.5

LEVEL 1 - BASIC
1. Applies a Staffing Plan based on Personnel Service Itemization (PSI)
2. Applies Recruitment, Selection, and Placement guidelines
3. Explains Recruitment, Selection, and Placement process to employees
4. Applies policies on Gender and Development (GAD) and Persons with
Disability (PWD) in the recruitment process
5. Evaluates candidate qualifications vis-a-vis Qualification Standards (QS)
6. Performs secretariat function to the ad hoc committee of the Agency

1
1
1
1
1
1

Section 2 - PERFORMANCE MANAGEMENT

Mark your ratings with an "x".
Fully

Implementation Rating
Partially
Not

PTS

HRM SYSTEMS
LEVEL 4 - STRATEGIC HRM
1. HR leads in driving the performance management process. HR partners with
Management in making decisions related to talent retention, promotion, and 1
development.

2. Target setting is through individual Key Performance Indicators (KPIs),

1
which are supportive of strategic Agency goals.

3. Core competencies for all employees are established.

4. Leadership, organizational and functional competency development goals

1
for senior managers and supervisors are present.

5. Continual coaching for results and mentoring sessions are documented.

6. Self-rating by employee is done on year-end performance review with

1
competencies and development needs identified.

0.5

7. Performance Improvement Plan based on competencies is set up as

1
needed.

8. Performance discussion is done on delivery of individual and team goals

1
and competencies, and how these support organizational goals.

0.5

9. Establishment of Individual Development Plans for all levels is done.

0.5

10.Calibration of the application of performance standards to the value of

1
performance ratings is done consistently throughout the Agency.

0.5

11. Electronic copy of interactive Performance Commitment, Evaluation, and

1
Development Plan Forms is in use.

12. Link to HRIS supports monitoring and evaluation of data generated from
electronic Performance Management System (PMS) to facilitate and help in 1
decision-making.

LEVEL 3 - INTEGRATED HRM

1. Performance Management Team (PMT) is established and fully functional,
with HR as partner of Management in driving the performance management 1
process.

2. Target setting is through individual Key Performance Indicators (KPIs),

1
which are inter-related and supportive of division/unit goals.

3. Core competencies for all employees are considered.

4. Regular and scheduled coaching sessions, including mid-year review and

1
year-end evaluation, are documented.
5. Self-rating by employee is done on year-end performance review with
1
competencies and development needs identified.

x
x

6. Performance Improvement Plan based on competencies is set up as

1
needed.

7. Performance discussion is done on delivery of individual and team goals

1
and competencies, and how these support organizational goals.
8. Establishment of Individual Development Plans (Developmental Needs) for
1
executive/managerial and supervisory positions is done.
9. Calibration of the application of performance standards to the value of
1
performance ratings is done consistently within the functional group or section.

0.5

x
x

0
0.5
1

0.5

Section 2 - PERFORMANCE MANAGEMENT

Mark your ratings with an "x".
Fully
10. Electronic copy of Performance
Development Plan Forms is in use.

Commitment,

Evaluation,

and

Implementation Rating
Partially
Not

11. Existence of an information system supports monitoring and evaluation of

data generated from electronic Performance Management System (PMS), 1
capturing employee input and documentation of accomplishment on-line.

PTS
1

LEVEL 2 - PROCESS-DEFINED HRM

1. Performance Management Team (PMT) is established and fully functional.

2. Target setting is consistently done for all employees based on job function
1
and team performance commitments.

3. Regular and scheduled feedback sessions, including mid-year review and

1
year-end evaluation, are documented.

4. Self-rating by employees is not practiced.

5. Performance discussion focuses on the delivery of individual and team

1
goals.

6. Establishment of Individual Development Plans (Developmental Needs) for

1
executive/managerial positions is done.

7. Calibration of the application of performance standards to the value of

1
performance ratings is done consistently within the office or department.

8. Hard copy of Performance Commitment and Evaluation Forms as well as

1
Performance Monitoring form is in use.

9. Simple information system tracks accomplishment of targets to support

1
monitoring and evaluation.

LEVEL 1 - TRANSACTIONAL HRM

1. An ad hoc group reviews performance targets and accomplishments.

2. Target setting is focused on job function.

3. Feedback is provided as need arises.

4. Self-rating by employees is not practiced.

5. No discussion on performance.

6. Calibration of performance ratings is not practiced.

7. Hard copy of Performance Commitment and Evaluation Forms is in use.

8. No database for performance rating of all employees is maintained.

1
x

COMPETENCIES
LEVEL 4 - SUPERIOR
1. Sets direction in the implementation of policies, systems, and procedures

2. Reviews alignment of Agency goals with partner cluster agency goals,

translated into more refined goals and expectations and cascaded at the unit
and individual levels

3. Leads the development of functional and leadership competencies aligned

with Agency strategies

Section 2 - PERFORMANCE MANAGEMENT

Mark your ratings with an "x".
Fully

Implementation Rating
Partially
Not

PTS

4. Resolves performance-related issues

5. Orients all officials and employees on Key Performance Indicators

supportive of strategic Agency goals

6. Uses Performance Management System results as basis for Rewards and

Recognition (PRAISE or its equivalent) and step increment; and as input for
Learning and Development, Talent Management, and Strategic Planning

7. Explains how to accomplish Individual Development Plans to all employees

8. Discusses with senior managers and supervisors the alignment of Key

Performance Indicators with leadership competency goals

1. Formulates policy guidelines for the institutionalization of the Strategic

Performance Management System

2. Institutionalizes the Strategic Performance Management System

o Recommends committee members
o Reviews and recommends action on performance-related issues

3. Reviews alignment of Agency goals with unit/individual goals

4. Explains results of degree of compliance to concerned units/ employees

LEVEL 3 - ADVANCED

5. Orients all officials and employees on Key Performance Indicators (KPIs)

supportive of division/unit goals

function/ team performance goals and core competencies

6. Explains how to accomplish Individual Development Plans to supervisors,
and Performance Improvement Plan (PIP) to managers

7. Discusses with senior managers and supervisors the alignment of Key

Performance Indicators with the core, functional, and organizational
1
competency goals
8. Uses Performance Management System results as basis for Rewards and
Recognition and step increment; and as an input to Learning and Development 1
and Promotion

LEVEL 2 - INTERMEDIATE
1. Formulates Agency-specific implementing instructions based on CSC
Strategic Performance Management System (SPMS)

2. Orients all officials and employees on customized provisions

3. Explains how to accomplish the Individual Development Plan (IDP) to senior

and managerial employees

4. Participates in calibration/deliberation meetings as part of the Performance

Management Team (PMT)

5. Prepares reports based on recommendations of Performance Management

Team

6. Monitors and assesses implementation of the system

7. Evaluates reports on compliance to Performance Management System

LEVEL 1 - BASIC

Section 2 - PERFORMANCE MANAGEMENT

Mark your ratings with an "x".
Fully
1. Implements Performance Management System (PMS) and/or Performance
Appraisal System

2. Orients employees on features of existing Performance Management

System

3. Explains how to accomplish the Performance Appraisal Form to all

employees

4. Tracks compliance in preparing Performance Appraisal Form

5. Monitors submission of Performance Appraisal Form for the conduct of
performance discussion
6. Monitors and reports compliance to Performance Management System

1
1
1

Implementation Rating
Partially
Not

PTS

Section 3 - HRD (Learning & Development)

Implementation Rating
Fully
Partially
Not

Mark your ratings with an "x".

PTS

HRM SYSTEMS
LEVEL 4 - STRATEGIC HRM
1. A separate unit/group for Learning/Training Center is established, with HR as
lead in driving the process of making decisions related to HRD/L&D 1
interventions.
2.HRD/L&D investment plan is set according to Agencys strategic mandate, and
1
is approved by Agency authorities.

3. L&D Hours are defined per employee as follows:

Minimum number of hours per year based on the Individual Development Plan of 1
the employees.
4. Training and development needs identification and analysis is based on
alignment between strategic organization direction with employee performance
1
and competency gaps and career growth, and is updated every year.

0.5

0.5

0.5

5. Three-year Strategic Training and Development plan is prioritized and

updated on a yearly basis. The plan responds to performance and competency
gaps that require training and other HRD modes/methodologies, including
1
scholarship, integrated on-boarding, and succession planning requirements. The
Agency has a written and formalized L&D plan for all core positions.

6. The strategic training plan provides a culture of learning that helps the
organization continually improve achievement of goals and attain new
possibilities and capacities.

0.5

7. Training interventions are designed to support the Agencys Strategic Talent

Plan, knowledge sharing, and continuous improvement.

0.5

8. Development of interventions is in partnership with external or foreign L&D

partners geared toward interactive learning and sharing.

0.5

9. HRD delivery is through the use of various HRD modes and methodologies
including innovative learning methods.

0.5

10. Management trainee or cadetship program for High Potentials is

implemented.

0.5

11. Established pool of internal trainers/facilitators and external or foreign L&D

partners conducts training programs.

0.5

12.Training evaluation is done through Return on Investment (ROI) of L&D

programs in relation to the Agencys strategic talent plan and impact of delivery
of service to the client.

0.5

13. All HR-related information is linked to Human Resources Information System

(HRIS) that supports monitoring and evaluation of:
Historical L&D plans and programs/interventions
Historical Employee L&D data
Employee Individual Development Plans
HRD/L&D analytics
- Metrics: cost relative to market, measurement of course

LEVEL 3 - INTEGRATED HRM

1. Personnel Development Committee (PDC) is established and fully functional
with HR as partner of Management in driving the process.

0.5

2. HRD/L&D investment plan is set according to Agencys short-term goals, and

is approved by Agency authorities.

0.5

3. L&D Hours are defined per employee as follows:

Minimum number of hours consistent with the approved Qualification Standards
(QS), needs analysis, and Individual Development Plan for supervisory and
higher positions.

4. Training needs identification and analysis is based on alignment of

organizational and individual performance gaps, and is done annually.

0.5

Section 3 - HRD (Learning & Development)

Implementation Rating
Fully
Partially
Not

Mark your ratings with an "x".

PTS

5. Three-year Training and Development Plan is prioritized on a yearly basis.

The plan responds to performance and competency gaps that require training
with identified appropriate HRD modes/methodologies, e.g. classroom, online,
coaching, projects, etc. The plan also includes an integrated on-boarding
program (interfaced with the whole Agency)

0.5

6. Training calendar supports the Individual Development Plans for supervisory

and higher positions. Team Learning Needs aimed at improving individual/team
and Agency performance.

0.5

7. Development and conduct of training programs is in partnership with the HR

Lead and Line Managers.

8. HRD delivery is through the use of various HRD modes and methodologies,
e.g. classroom, workplace coaching, online, internship, practicum, immersion,
benchmarking, among others.

0.5

9. Management trainee or cadetship program for High Potentials is

implemented.

0.5

10. Pool of internal trainers/facilitators conducts programs for competency and

basic leadership development.

0.5

11. Training evaluation is done through both qualitative and quantitative benefit
cost analyses, which assess program effectiveness and relevance to Agency
needs in relation to cost.

0.5

12. Electronic HRD/L&D system supports monitoring and evaluation of:

Learning and Development activities per employee/ Agency based on
Individual Development Plan
Annual Training and development programs/ interventions and
List of participants
Competency profile per employee
Training report

0.5

LEVEL 2 - PROCESS-DEFINED HRM

1. Personnel Development Committee (PDC) is established and fully functional.

2. HRD/L&D budget is set according to Agencys current requirements, and is

approved by Agency authorities.

3. L&D Hours are defined per employee as follows:

Minimum number of hours consistent with the approved Qualification Standards
(QS), and as a result of a needs analysis, and Individual Development Plan for
senior/ managerial positions.

4. Training and development is based on simple individual Training Needs

identification. It is not done regularly.

5. Training Plan is mainly a listing of basic orientation, induction, and basic

supervisory training.

6. Training calendar design is based on identified performance and core

competency gaps.

7. Development and conduct of programs is in partnership with external training

providers.

8. HRD delivery is limited to training and classroom methodology.

9. L&D specialist serves as internal facilitator for technical training.

10. Training evaluation is done through qualitative cost benefit analysis, which
assesses program effectiveness in relation to performance.

11. Simple information system supports monitoring and evaluation of:

Learning and Development activities per employee/ Agency based on
Individual Development Plan
Annual training and development programs/ interventions
List of participants

Section 3 - HRD (Learning & Development)

Implementation Rating
Fully
Partially
Not

Mark your ratings with an "x".

PTS

LEVEL 1 - TRANSACTIONAL HRM

1. An ad hoc group reviews HRD/L&D programs.

2. HRD/L&D budget is set at a minimum limit of 3% taken from the total

Maintenance and Other Operating Expenses (MOOE) of the agency, and is
approved by Agency authorities.

3. L&D Hours are defined per employee as follows: At least 1 training program
attended per year.

4. Lack of a systematic process for identifying training needs of the employees.

5. Absence of a training plan. Training is based only on invitations to participate

in training and/or public offerings.

6. No training calendar is implemented.

7. Conduct of programs is on as-needed basis.

8. HRD delivery is through attendance in public seminars/ workshops.

9. No internal facilitators are in place.

10. Training evaluation is done through qualitative analysis based on feedback

provided by participants.

11. Database maintains a list of participants and training programs attended.

1. Establishes direction in the implementation of HRD programs by approving

1
policy guidelines for the institutionalization of HRD programs

2. Manages and guides the Personnel Development Committee in making

decisions on HRD/L&D interventions
- Approves appropriate training and development activities for various levels
of position

3. Designs performance improvement interventions on Workplace Learning and

Performance aligned with Agency strategic requirements for core positions

4. Leads sharing of expertise through innovative learning methods

5. Performs ROI analysis and impact evaluation of Learning and Development

programs conducted

0.5

6. Establishes and facilitates on-boarding program that includes strategic

partners in its focus

0.5

COMPETENCIES
LEVEL 4 - SUPERIOR

LEVEL 3 - ADVANCED
1. Formulates policy guidelines for the institutionalization of HRD programs that
support the Agency vision, mission, goals, and core values, and are linked to
Strategic Performance Management System (SPMS)

2. Partners with the Personnel Development Committee in implementing the

Learning and Development Program of the Agency

3. Develops training plan that covers general orientation, functional and

technical skills, and Leadership Development, and is aligned with Agency goals
and linked to the Performance Management System (PMS)

4. Facilitates combination of classroom and non-classroom approaches

Section 3 - HRD (Learning & Development)

Implementation Rating
Fully
Partially
Not

Mark your ratings with an "x".

5. Collaborates with training institutions on the design and conduct of Learning
and Development activities

6. Works with line managers on the conduct of Learning and Development

programs

7. Performs qualitative and quantitative cost benefit analysis on training

programs conducted

8. Establishes and facilitates on-boarding program that is focused on the Agency

PTS

0.5

0.5

LEVEL 2 - INTERMEDIATE
1. Applies Agency-specific Learning and Development policy adapted to and
aligned with CSC policy and Local Government Academy policies

2. Performs activities that provide technical support to the Personnel

Development Committee (PDC)
- Identifies and analyzes training needs

3. Develops training plans to address performance gaps, behavioural

modification, and technical and basic supervisory training
4. Disseminates the training calendar

6. Liaises and discusses with external training providers on the conduct of

training and development activities

1
1

5. Facilitates Learning and Development programs using traditional approaches

1
1

7. Performs qualitative cost benefit analysis on training programs conducted

1
8. Facilitates structured induction program for new hires
1

0.5

LEVEL 1 - BASIC
1. Applies HRD/Learning and Development Program on an ad-hoc basis (per
invitation basis)

2. Performs administrative assistance to ad hoc group that reviews HRD/L&D

programs and participants

3. Monitors budget utilization and attendance (at least one program per
employee per year)

4. Maintains a database of training and development activities

5. Performs qualitative analysis reports on training programs attended
6. Facilitates basic orientation for new hires

1
1

Section 4 - REWARDS AND RECOGNITION

Implementation Rating
Fully
Partially
Not

Mark your ratings with an "x".

PTS

HRM SYSTEMS
LEVEL 4 - STRATEGIC HRM
1. Rewards and Recognition Committee engages employees and considers
global practices and emerging trends in the development of programs that
support the Agency strategy.

0.5

2. Budget for rewards and incentives is based on savings generated from

suggestions, innovations, and other cost-efficiency measures.

0.5

3. Recognition is given in the form of monetary/in-kind reward or program

geared toward enhancing work-life balance and employee engagement.

4. Types of Programs
Employee Suggestion: ideas and innovations that positively affect public
interest
Performance Contest: Agency achievement based on sustained effort
Desired Behavior Award: Going the extra mile
Engagement award: Work-life balance

5. Link to Human Resources Information System (HRIS) maintains

Individual historical awards data
Demographics and profile of awardees
Database of recognition system

0.5

LEVEL 3 - INTEGRATED HRM

1. Rewards and Recognition Committee links up with Performance
Management Team in identifying potential grantees/awardees, with HR driving
the process.

0.5

2. Budget for rewards and incentives is customized.

0.5

3. Recognition is given in the form of monetary/in-kind or non-monetary reward.

4. Types of Programs
Employee Suggestion: Creative and innovative ways at work
Performance Contest: Office achievement linked to the Agencys core
competencies and PMS
Desired Behavior Award: Innovative, creative behavior of individuals/
teams
Engagement Award: pride in the employer affiliation)

5. Electronic Rewards and Recognition module is used to maintain

Demographics and profile of awardees
Database of recognition system

0.5

LEVEL 2 - PROCESS-DEFINED HRM

1. A fully functional Rewards and Recognition Committee is established.

2. Budget for rewards and incentives is customized.

3. Recognition is given in the form of monetary/in-kind or non-monetary reward.

4. Types of Programs
Employee Suggestion: Cost efficiency programs
Performance Contest: Division achievement based on service level
improvement of divisions
Desired Behavior Award: Productive behavior of individuals/ teams
Performance Awards:

5. Simple information system is used to maintain:

Demographics and profile of awardees
Database of recognition system

LEVEL 1 - TRANSACTIONAL HRM

Section 4 - REWARDS AND RECOGNITION

Implementation Rating
Fully
Partially
Not

Mark your ratings with an "x".

PTS

1. An ad hoc committee is established to oversee rewards and recognition.

2. Budget for rewards and incentives is limited.

3. Recognition is given in the form of monetary/in-kind or non-monetary reward.

4. Types of Programs
Employee Suggestion program: Integrity, efficiency and productivity
Performance Contest: Top individual/ team performer
Desired Behavior Award: Anchored on Agency core values
Service Awards

5. Simple information system is used to maintain:

Types of awards
Profile of awardees

COMPETENCIES
LEVEL 4 - SUPERIOR
1. Applies Rewards and Recognition policies geared toward continual
improvement and deeper employee engagement

2. Establishes directions aligned with global practices in the implementation of

approved systems and programs on Rewards and Recognition

3. Manages the process of engaging employees in the formulation,

enhancement, and sustainability of Rewards and Recognition programs

0.5

LEVEL 3 - ADVANCED
1. Develops, customizes, and implements Rewards and Recognition guidelines
that support the Agencys goals

2. Relates linkage of Rewards and Recognition system to other HR Systems

3. Performs research on and studies of global practices and emerging trends in

Rewards and Recognition

4. Evaluates Agency programs vis-a-vis best practices on Rewards and

Recognition of other organizations

0.5

LEVEL 2 - INTERMEDIATE
1. Develops, customizes, and implements Rewards and Recognition guidelines
based on Agency-suited requirements

2. Performs activities that provide technical support to the Rewards and

Recognition Committee
- Helps determine the kinds of monetary and non-monetary rewards

3. Explains customized policies and provisions on Rewards and Recognition

programs to all officials and employees

LEVEL 1 - BASIC
1. Applies the Rewards and Recognition guidelines based on prescribed laws,
rules, and regulations
2. Performs secretariat function to the ad hoc committee of the Agency
3. Discusses Rewards and Recognition program with all officials and employees

1
1
1

Section 5 - HR RECORDS MANAGEMENT &

OTHER HR PROGRAMS
1. Please select "Yes" or "No" on the drop down menu in each
assessment box.

I. HUMAN RESOURCE RECORDS MANAGEMENT

Records to be verified
1. 201 Files (Per CSC MC No. 8, s. 2007) Please refer to checklist
for list of items that must be verified. All items in the HR Record
Checklist must be a "Yes" before this can be confirmed as a "Yes"
2. Plantilla of Personnel
3. Service Records
4. Leave Records
5. Attendance Records
6. Reports on Appointments Issued (for accredited agencies)

Document is
Complete &
Updated
YES

YES
YES
YES
YES
YES

II. ORGANIZATIONAL PROFILE

Documents to be Checked & Verified

1. Organization Profile
Agency Mandate, Vision, Mission and Strategic Goals
Organizational Chart
Functional Chart

Other Documents to be Checked & Verified

2. Policies, Rules and Regulations
CSC Law and rules, memorandum circulars
Agency HR policies and procedures
DBM/COA/ Other agency policies

Document is
Available & Posted
YES
YES
YES

Complete &
Updated
YES
YES
YES

III. HEALTH AND WELLNESS

Policies to be verified
1. Physical Fitness Program (CSC MC No. 6, s. 1995 ,CSC MC No.
8, s. 2011 dated March 7, 2011)
2. Policy on Working Conditions at the Workplace (CSC MC No. 33, s.
1997)
3. Smoking prohibition based on 100% smoke-free environment
policy (CSC MC No. 17, s. 2009)
4. Drug free workplace in the bureaucracy (CSC MC No. 13, s.2010)

Policies
implemented by
Agency
YES
YES
YES
YES

IV. EMPLOYEE WELFARE

Policies to be verified
1. System to Address Grievance/Issues in the Agency
2. Grant of Step Increment (NOSI)
3. Grant of Loyalty Incentive under PRAISE (CSC MC No. 3, s. 2001)

Policies
Implemented by
Agency
YES
YES
YES

4. Entitlement to Leave Benefits

5. Registered Employees Association (if any)

YES
YES

6. Accredited Employees Association (if any)

YES

7. Agency's Collective Negotiation Agreement (if any)

YES

V. EMPLOYEE DISCIPLINE

Policies to be verified
1. Adoption of the Revised Rules on Administrative Cases In the
Civil Service (RRACCS)
2. Implementation of RA 6713
3. Observance of Government Working Hours

Policies
implemented by
agency
YES
YES
YES

4. Implementation of RA 9485 (Anti-Red Tape Act)- including the

Citizen's Charter

YES

5. Protection of the Bureaucracy Against Tobacco Industry

Interference (CSC-DOH JMC No. 2010-01)

YES

Annex C

PRIME-HRM ASSESSMENT HR RECORDS-LEAVE BENEFIT

ENTITLEMENTS
INSTRUCTION : Please validate and check or click "Yes" or "No" if the following item/s under
each aspect of the assessment is/are updated and existing. 100% complete records shall
constitute "Complete & Upated". If the said item/concern cannot be directly responded by
either "Yes" or "No", please note important details relative to the item on the Remarks
column.
Leave Benefit
Entitlements

Item Descriptions / Specific Instructions / Assessment

Guide

Records are
Complete and
Updated

Vacation Leave

Application for leave filed five (5) days in advance

YES

Sick Leave

Application for leave filed immediately upon return to work;

approval is mandatory

YES

Forced Leave

Agency has staggered schedule dof mandatory five-day

vacation (forced) leave; Forced leave taken posted in the
employees leave card; Forced leave not taken due to
exigency of service not deducted from the employees leave
credits

YES

Special Privilege Leave

Employees are allowed to avail of 3-day privilege leave; no

proof required

YES

Monetization of Leave
Credits

Employees are allowed to monetize at least 10 days if

qualified; At least five (5) days are retained after
monetization; Budget for the monetization of leave credits is
charged to savings in Personal Services

YES

Implementation of the
Guidelines on the Grant of
Parental Leave to Solo
Parents (CSC MC No. 8, s.
2004 dated March 24, 2004,
under RA 8972 Solo
Parents Welfare Act of 2000)

Cross reference with 201 file, check for solo parents;

Employees are aware of the guidelines and process of the
availment of parental leave; Availment of parental leave is
supported by Solo Parent Identifcation Card and birth
certificate of the child/children or other requirements, such
as medical certificate, if necessary; Interview solo parents
and ask to articulate the guidelines of parental leave; cross
reference files to show proof of availament

YES

Implementation of the
Guidelines on the Availment
of the Ten-Day Leave CSC
Resolution No. 051206,
under RA 9262 also known as
Anti-Violence Against Women
and their Children Act of 2004
(CSC MC No. 15, s. 2006
dated July 28, 2006)

Female employee, regardless of civil and employment

status, who is a victim of violence is allowed to avail of the
ten-day leave; emale employee, regardless of civil and
employment status, whose child below 18 or above 18 but
unable to take care of oneself is a victim of violence is
allowed to avail of the ten-day leave; Availment of ten-day
leave is supported by Barangay Protection Order (BPO) or
Temporary Permanent Protection Order (TPO/PPO)
obtained from the court or

YES

Implementation of the
Guidelines on the Grant of the
Special Leave Benefits under
the Magna Carta of Women
(RA 9710) (CSC MC no. 25,
s. 2010 dated December 1,
2010)

Female employee, regardless of age and civil status, who

availed of the special leave has rendered at least six (6)
months aggregate government service for the last 12
months prior to undergoing gynecological surgery;
Application for special leave is supported by medical
certificate filled out and signed by proper medical authorities,
e.g., attending surgeon

YES

Leave Benefit
Entitlements

Item Descriptions / Specific Instructions / Assessment

Guide

Records are
Complete and
Updated

Special Leave (Calamity

Leave)

There is a declaration of calamity in the area

YES

Paternity Leave

Married male employees are allowed to avail of paternity

leave of seven (7) days for a maximum of four deliveries

YES

Maternity Leave

Agency female employees are allowed to avail of maternity

leave of sixty (60) calendar days will full pay; Computations,
requirements and policies of maternity leave are strictly
followed and implemented

YES

Study Leave

Selection of study leave beneficiary is based on the

requirements provided in Item II, Sec. 68 of the Omnibus
Rules on Leave

YES

Rehabilitation Privilege

Application for rehabilitation privilege is made through a

letter, supported by police report, if any , and medical
certificate on the nature of the injuries, the course of
treatment involved and the need to undergo rest,
recuperation and rehabilitation, as the case may be.

YES

Compensatory Time-Off in
lieu of Overtime Pay

Employees are allowed to avail of the CTO; COCs are NOT

used to offset undertimes/tardiness incurred by employees
during regular working days; COCs are NOT added to the
regular leave credits of the employees.

NO