HUMAN RESOURCE

MANAGEMENT and
DEVELOPMENT
An Overview of the HR Initiatives
of the Civil Service Commission for
the Philippine Bureaucracy

CSC Definitions of
HR, HRM, HRD and OD
CSC Constituents

People
Function

CSC Definitions of
HR, HRM, HRD and OD
CSC Constituents
Bureaucracy
Agency HRMD
CSC People
Employees
CSC
Function
HR

CSC Definitions of
HR, HRM, HRD and OD
CSC Constituents

Society

Indirect

Bureaucracy
External
Agency HRMD
CSC Employees
Internal
CSC HR

Direct

CSC Definitions of
HR, HRM, HRD and OD
HR
Human Resource (HR) refers to the people,
including their qualifications, competencies,
talents, and potentials, in the Philippine Civil
Service including CSC.
HR as a function pertains to the management,
development and utilization of the people in the
Philippine Civil Service towards the excellent and
ethical achievement of the vision of the
organization.

CSC Definitions of
HR, HRM, HRD and OD
HRD

HRM

Career
Development
Performance
Management

Organization
Design
Bureaucracy

Workforce
Planning

Agency HRMD

Employee
Relations
Learning and
Development

CSC Personnel
CSC OHRMD

Recruitment/
Selection/
Placement
Rewards and
Recognition

CSC Definitions of
HR, HRM, HRD and OD
HRM
Human Resource Management (HRM) is the
application of principles, systems and processes
that facilitate the engagement (optimal
acquisition, maintenance and utilization) of the
people in accordance with Civil Service laws and
rules towards organizational integrity and
excellence.

CSC Definitions of
HR, HRM, HRD and OD
HRD
Human Resource Development (HRD) is the
strategic framework (assessing, building and
sustaining capacities) that enhance the value
(performance and contribution) of the people by
bridging competency gaps, maximizing existing
capacities and discovering and cultivating
potentials through appropriate interventions.

CSC Definitions of
HR, HRM, HRD and OD
OD
Organization Development (OD) for CSC
is a collaborative process used to strategically
manage transformative changes toward enhancing
Government Agencies relevance and
responsiveness to their mandates. This is
facilitated through organizational diagnosis and
behavioral, structural and technological
interventions.

CSC Definitions of
HR, HRM, HRD and OD
Characteristics of Strategic HR for CSC
1. People-Centric, Values-Oriented and Citizen Focused
2. Vertically and horizontally aligned and integrated
including alignment and congruence to societal goals
3. Participative, consultative, facilitative, transformative,
nurturing and enabling (rather than imposing practices)
4. Promotes desirable and ethical practices fit for the
different Partner Agencies including CSC

CSC Definitions of
HR, HRM, HRD and OD
Characteristics of Strategic HR for CSC
5. Nurtures Learning
6. Thrives on competitive edge by being proactive and
innovative
7. Practices Competency-based HR
8. Practices Evidenced-based HR with the use of metrics
and HRIS
9. Global Mind-set with international linkages and local
networks

CSC Vision and Mission

CBRQS

LDP

SPMS

L&C Brand

PRIME HRM

PGS

Vision/
Mission

CSC Vision and Mission

Vision/
Mission
PGS

PRIME HRM

L&C
Brand

SPMS

LDP

CBRQS

CSC Vision and Mission

Vision/
Mission

Strategy
Map

Workload

PGS

PRIME HRM
L&C
Brand
OPCR/
IPCR

CBRQS
SPMS

HR Plan Staffing

Basis for Coaching

CBLDP

Module 3:

PERFORMANCE
GOVERNANCE SYSTEM

CSC 2030 AGENCY VISION

CSC shall be Asias Leading Center of

Excellence for Strategic HR and OD

High performing, competent and

credible civil servants
Provide excellent
HR processes

Ensure effective
and efficient
performance of
Quasi-Judicial
functions

PEOPLE
PEOPLE

Enhance the competency of our workforce

FINANCE
FINANCE

Ensure efficient management of financial

resources

PARTNERS
PARTNERS

CORE
VALUES
Love
Love
God
ofof
God
and
Country
and
Excellence
Country
Integrity
Integrity
Excellence

PROCESSES
PROCESSES

Gawing
LingkodBayani
ang
Bawat Kawani

STAKEHOLDERS
STAKEHOLDERS

CORE
PURPOSE

Recognized as a Center for

Excellence

Cultivate partnerships with local and international

institutions

Performance Governance System

Strategy Map
Full Speed Ahead

Revving Up:
Initiating a Change Journey
2010

2015

Laid the
HR Center for
foundation for
Philippine
2015
Bureaucracy

2022

2030

SEAs Leading
Center of
Excellence in
HROD

Asias Leading
Center of
Excellence in
HROD

REFRESHED ENTERPRISE SCORECARD

Per
s
pec
tive

Objectives

Recognized as a Center for

Excellence

PROCESS
PEOPLE

Provide excellent HR
processes

FINANCE

2011

2012

2013

2014

2015

N/A

N/A

10%
(159)

25%
(398)

40%
(636)

50%
(795)

CSC Client Satisfaction Rating

(CSC frontline services)

N/A

Acceptable
(70-79%)

Good
(80-89%)

Good
(80-89%)

Excellent
(90%)

Excellent
(92%)

25%
(363)

98%
(1,022)

Percentage of high density agencies

surveyed under ARTA

1%
(50)

20%
(469)

40%
(560)

100%
(770 + 150
Failed in
2012 +
2013
Failed)

WIG: Percentage of agencies and their

service offices passing the ARTA-RCS

78
%
(39)

N/A

N/A

85%
(849)

95%
(345)

98%
(1,022)

14

N/A

20%
(498)

30%
(747)

70%
(1,743)

95%
(2,366)

85%
of approved
SPMS in
2012 and
2013

90%
of approved
SPMS in
2014

Percentage of agencies with approved

Strategic Performance Management System
(SPMS)

High performing, competent,

and credible civil servants

Ba
se

Percentage of agencies accredited under the

PRIME-HRM Level II

L
A
G

STAKEHOLDERS

Measures

L
E
A
D

Percentage of agencies with functional

SPMS

PARTNERS

Number of ISO certified processes

N/A

N/A

3
(Cases
Adjudication,
Examination,
Appointment
s
Processing)

Ensure fairness and efficiency

in performing Quasi-Judicial
functions

WIG: Percentage of disciplinary cases

decided within 40 days from the time the
case is ripe for resolution

N/A

30%

60%

70%

80%

95%

Enhance the competency of

our workforce

Percentage of CSC employees meeting their

job competency standards

N/A

N/A

TBD

TBD

TBD

TBD

Ensure efficient management

of financial resources

N/A

RBPMS
Rating:
Passed

100%

100%

100%

Zero un-liquidated cash advance

N/A

4
(Maintain
the 3
Processes
+ Training
Process)

5
(Maintain
the 4
Processes
+ 1 Core
Process)

5
(Maintained)

Module 4:

PROGRAM TO INSTITUTIONALIZE
MERITOCRACY AND EXCELLENCE
IN HRM

Empowering Agencies
thru the

CSC PRIME-HRM
The Cornerstone for HRM in the
Bureaucracy

2012
Agency HR Climate
Survey
Agency SelfAssessment

Results of Agency HR Climate Survey

performance

development

relations

welfare

Results of Agency Self Assessment

ADVANCE
LEVEL

CSC PRIMEHRM

OBJECTIVES:

Assess the HRM practices and capabilities of agencies;

Serve as search mechanism for best practices in HRM;

Promote and serve as a venue for exchange and

development of expertise in the area of human
resource management between and among
government agencies;

Empower agencies in the performance of HRM

functions; and

Promote and reward excellent human resource

management practices.

PRIME HRM
Comprehensive
HR
Assessment
Review and
Monitoring

Assess

Seal
of
Excellence

PRIME HRM
Continuing
Assistance
Review and
Evaluation

Assist
Assess

Seal
of
Excellence

PRIME HRM
Level 1: Regulate
Level 2: Accreditation
Level 3: Deregulate
Center of Excellence
Seal of Excellence
Award
Assist
Assess

Seal
of
Excellence

Module 5:

STRATEGIC
PERFORMANCE MANAGEMENT
SYSTEM

SPMS alignment to RBPMS

Societal Goals/Outcomes

Good
Governan
ce and
AntiCorruptio
n

SER
SocioEconomi
c Report

Sectoral Goals/Outcomes
Human
Devt &
Poverty
Reduction

Economic
Devt

Security,
Justice
and Peace

Climate
Change
Adaptatio
n

Organizational Outcomes
Major Final Outputs (Citizen Focused and Product
Results)
Leadership,
Financial
Internal Process
Learning, and
Stewardship
Growth
Strategic Performance Management System (Individual)

PPARC
Priority
Program
Accountabil
ity Report
Card
MARC-I
MFO
Accountabili
ty Report
Card
MARC-II
Mgt
Accountabili
ty Report

SPMS
Paradigm Shift to SPMS
AREA

PARADIGM SHIFT
FROM
TO

Perspective Performance Evaluation

Perf Management

Focus

Activities and Inputs

Outputs and Outcomes

Indicators

Performance Indicators
(e.g. no. of appointments)

Success Indicators
(e.g. response time)

Performanc Focus on individual

e Alignment (competition)

Align Individual to
Office/Div (Teamwork)

Role of
Supervisor

Coach and Mentor

Evaluator

SPMS

Performan
ce
Planning
and
Commitme
nt

Performanc
e
Monitoring
and
Coaching

SPMS
Cycle
Performance
Rewarding
and Devt.
Planning

Performan
ce Review
and
Evaluation

Functional if:
Performance
if:
Assessment
All
Quarterly
OPCRs,
Accomplishme
submitted to
IPCRs
coaching
nt
Reports
OFAM for grant of
submitted
report
submitted,
PEI/PBB; Office
and
submitted
by
reviewed
and
Learning and
Development
approved
the
end of Plan
recommended
submitted;
Top
based
quarter
onaction
the
for
final
Performers List
SPMS
based
on the
submitted by
Calendar
SPMS
OHRMD for
calendar
recommendation
by PRAISEC

Module 6:

LEADERSHIP AND
COACHING
BRAND

Leadership and Coaching Brand

Performan
ce
Planning
and
Commitme
nt

Coaching
Moments
in SPMS
SPMS
Cycle

Leadership and Coaching Brand

Performan
ce
Planning
and
Commitme
nt

Performanc
e
Monitoring
and
Coaching

SPMS
Cycle

Coaching
Moments
in SPMS

Leadership and Coaching Brand

Performan
ce
Planning
and
Commitme
nt

Performanc
e
Monitoring
and
Coaching

SPMS
Cycle
Performan
ce Review
and
Evaluation

Coaching
Moments
in SPMS

Leadership and Coaching Brand

Performan
ce
Planning
and
Commitme
nt

Performanc
e
Monitoring
and
Coaching

SPMS
Cycle
Performance
Rewarding
and Devt.
Planning

Performan
ce Review
and
Evaluation

Coaching
Moments
in SPMS

Leadership and Coaching Brand

Coaching
Cycle

4- Celebrate

1- Connect

3- Check

Goals Realities
Way Options
forward

2- Challenge

Leadership and Coaching Brand

Thinking Strategically
Leading Change
Building Commitment
Developing People
Managing
Performance
Coaching for Results
Partnering &
Networking

The ability to direct

Theability
abilityto
tobuild,
plan
The
andability
establish
short
The
to provide
The
ability
to utilize
inspire
and
support
an
develop
and
and
long-range
plans
timely
and
relevant
and
create
an
individuals
or
collaborative
and
calculate
The
ability
feedback
to initiate
toand
environment
that
teams
skills
and
relationships
with
manage
risks
based
The
individuals
or
facilitate
ability
to
orchange
nurture
groups
encourages
positive
abilities
so and
that
local
on
future
orthey
learning
and
in order
motivate
and
for them
growth.
people
to
interaction
and
can
fulfill
current
or
international
emerging
trends
take
to
embrace
action
and
it.and
collaboration
among
future
job/role
partners
to facilitate
outcomes
of
improve
their
members
of
CSC.
responsibilities
the
accomplishment
decisions
to achieve
performance.
effectively.
ofCSC
CSCgoals.
goals.

Module 7:

COMPETENCY-BASED RECRUITMENT
AND QUALIFICATIONS STANDARDS

Competency-Based HR

Competencies
are observable, measurable and vital
skills, knowledge and attitudes
that are translations of capabilities
deemed essential for organizational
success.

Competency-Based HR
Traditional
HR
Basis

Rationale
HR Role

Work Analysis
and Job
Description
Compliance
Comply with
Laws and
Policies
Head Counts

HR
Planning
Recruitmen Qualifications

Competency
-Based HR
Individual Traits
and
Performance
Productivity
Competitive
Advantage
Competency
Gaps
Competencies/

Competency-Based HR
Traditional Competency
HR
-Based HR
Training
Performanc
e
Manageme
nt
Reward
System
Developme
nt

Knowledge,
Skills, Attitudes
Performance
Feedback

Capability to
Perform
Performance
and Capability

Position Grade/ Ability to

Level
Contribute
Vague
Individual Path

Competency-Based HR
Competency-Based
Recruitment and Selection
1. More results oriented than qualifications
2. Non-discriminatory
3. Identifies individuals with
characteristics that are difficult to
acquire through training
4. Better measure of fit with organization
culture
5. Provides applicants with opportunities
to explain/ demonstrate competencies

Competency-Based HR
Competency-Based
Recruitment and Selection
6. Competencies are readily transferrable
and therefore provides flexibility with
assignments
7. Reduced training time with greater fit in
selection
8. Easier to plan competency development
for new hires
9. Enables identification of applicants as
back-up for key positions

Te
ch

ic
al

C
or
e

CSC Competency Model

Core
Competencies
Organizational
Leadership
Technical
Competencies
1.Exemplifying
1.Demonstrating
1.Thinking
16.
22.
Employee
Supplies
Strategically
and
1.Strategic
and
7.
11.
Test Administration
Learning
Diagnosis
Integrity
Personal
Organization
Property
Mgt
Corporate
Planning
and Design
2.Leading
Change
8.
Recruitment
and
2.Delivering
Service
Effectiveness
Management
17.
Information
2.Policy
Development
12.
Placement
Learning
Delivery
Excellence
3.Building
2.Speaking
23.
Technology
Facilities
Effectively
Mgt
and
Evaluation
Commitment
3.Policy
Interpretation
9.
Job
Analysis,
Job
3.Solving
Problem,
Management
3.Writing
18.
Records
Effectively
and
Implementation
13.
Description
Employee
Relations
and
Making
Decisions
4.Developing
People
24.
Management
Budget
Competency
Devt
4.Championing
and
4.Legal
Management
14.
Counseling
and
5.Managing
Management
19.
Applying
Library
Innovation
10.
Benefits,
Grievance
Performance
5.Corporate
25.
Management
Audit
Management
Compensation
and
5.Planning
and
Communications
15.
Conciliation
and
6.Coaching
for Results
Welfare
20.
26.
Delivering
Accounting
Program
Mediation
6.Test
Development
Administration
7.Partnering
and
Management
6.Managing
21.
Cash
Management
and
Evaluation
Networking
27.
Information
Secretariat and
Liaison Services

CSC Competency Model

Developing the Competency Model
1. Initial Data Gathering
a. Benchmarking (Local and International Institutions)
b. Review of Documents (Job Description, Scorecard,
Strategy Map)
c. Interviews
d. Surveys

2. Identified and Clustered

Knowledge/Skills/Attitudes (KSA)
3. Used KSA Clusters as basis for Competency
Requirements

CSC Competency Model

Developing the Competency Model
4. Generated and classified Behavioral Indicators
through interviews of High, Medium and Low
Performers
5. Validated the Competency Model through a
Workshop consisting of different levels of
employees
6. Validated with External Stakeholders through
FGD
7. Commission Approval of the Competency Model

CSC Competency Model

Competency Name
Competency Levels
Definition
Competency
Core Descriptions/Rubrics

Behavioral Indicators

CSC Competency Model

Competency Assessment Process
1. Developed 20 Position Profiles
2. Developed Assessment Tools using the Behavioral
Indicators
3. Conducted Orientation at the Central Offices
followed by a Survey in the afternoon
4. Conducted Self-Assessment and Supervisor
Assessment using Behavioral Indicators in the
required and next higher level
5. Consolidated Self and Supervisor Assessments
using 50%-50% Weights

CSC Competency Model

Competency Assessment Results

Total
Total
Percenta
Assessed Compete
ge
nt
Compete
nt
1,115
592
53.09%

CSC Competency Model

Unmet Competencies
CORE COMPETENCIES

Non-Sup Supvry

Exec

Exemplifying Integrity

33

11

Delivering Service
Excellence

64

24

132

22

Solving Problems/Making
Dec

Least Unmet
Moderately Unmet
Most Unmet

CSC Competency Model

Unmet Competencies
ORGANIZATIONAL
COMPETENCIES

Non-Sup Supvry

Exec

Demonstrating Personal
Effectiveness

34

Speaking Effectively

77

25

Writing Effectively

131

19

Championing and Applying

Innovation

125

31

Planning and Delivering

156

62

Managing Information

100

Least Unmet
Moderately Unmet
Most Unmet

CSC Competency Model

Unmet Competencies
LEADERSHIP
COMPETENCIES
Managing Performance

Non-Sup Supvry

Exec

26

11

Developing People

22

15

Partnering and Networking

21

15

Thinking Strategically

16

12

Building Commitment

Leading Change
Coaching for Results

Least Unmet
Moderately Unmet
Most Unmet

12
30

18

CSC Competency Model

No. of Competencies Met
0

Executive

7 26 84

Supervisory
A

8 15 11 17 58

Supervisory
B

Non-Supvry 1

10 6

8 13 13 23 35 39 89
30
9 14 12 21 39 81
9

Non-Supvry 2

1
0

1
1

Tota
l
130

117

6 13 22 52 117
238
508

CSC Competency Model

Competency Scoring Template

Actual Proficiencies
Required
Required
Competencies
Proficiencies
Compare

Module 8:

COMPETENCY-BASED
LEARNING AND
DEVELOPMENT PROGRAMS

Competency-Based
Learning and Development
Competency-Based
Training
1. Competency model consistently
communicates a common set of
performance expectations
2. Focuses training on individual needs
3. Helps individuals focus on achieving
exemplary performance

Competency-Based
Learning and Development
Competency-Based
Employee Development
1. Enables communication of competency
needs
2. Encourages self-development

Competency-Based
Learning and Development
Workplace Learning and Performance

LEARNING

With Training we
tend to overly
focus on learning.
Oftentimes,
forgetting to
transfer learning
into the
workplace.

Competency-Based
Learning and Development
Workplace Learning and Performance
BUSINESS RESULTS
PERFORMANCE
LEARNING

With WLP
we focus on
performance as a
result of learning.
With the
end-in-view of
creating impact
on business
results.

Competency-Based
Learning and Development
Workplace Learning and Performance
BUSINESS RESULTS
PERFORMANCE
LEARNING
ENVIRONMENT

Robinson, Robinson and Blanchard

Necessitating the
consideration of
the effect of the
environment on
learning.

Competency-Based
Learning and Development
Workplace Learning and Performance
BUSINESS RESULTS
PERFORMANCE
LEARNING
ENVIRONMENT

Application of
learning at
work aligned
with business
strategy
producing
concrete and
worthwhile
results.
Brinkerhoff

Robinson, Robinson and Blanchard

Competency-Based
Learning and Development
Learning and Development Opportunities
in CSC

1. Formal Classroom Training

a. Internal Training
b. External Training

2. On-the-Job Training
a. Coaching
b. Knowledge Sharing and Learning
c. Shadowing

Competency-Based
Learning and Development
Learning and Development Opportunities
in CSC

3. Self-Development
a.
b.
c.
d.
e.

Self-Study
Evening or Weekend Courses
Educational/Training Video Tapes
Books or other Publications/Journals
PC Tutorials/Computer Aided
Training/Webinar

Competency-Based
Learning and Development
Learning and Development Opportunities
in CSC

4. Developmental Activities/Interventions
a. Special Work Project
b. Added Responsibilities
c. Cross Program/Rotational or Temporary
Assignments
d. Task Force or Committee Assignment

Competency-Based
Learning and Development
Individual Development Plan
Given your Competency Assessment Result:
1. What competencies would you like to develop?
2. In what work opportunities can you apply these
competencies?
3. What learning opportunities can you take
advantage to develop your competencies?