JAY P. ABAWAG PA206 Class: Local Government Administration December 13, 2015

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I. Introduction

II. Human Resource Planning

III. Recruitment, Selection, and Appointment

IV. Local Government Compensation System

V. Performance Management System

VI. Accountability of Local Officials and Employees

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Management of human resources in LGUs

manpower planning and forecasting selection and staffing training and development performance management employee discipline, and promotion of employee welfare and productivity

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SEC. 443. Officials of the Municipal Government (a) There shall be in each municipality a municipal mayor, a

municipal vice-mayor, sangguniang bayan members, a secretary to the sangguniang bayan, a municipal treasurer, a municipal assessor, a municipal accountant, a municipal budget officer, a municipal planning and development coordinator, a municipal engineer/building official, a municipal health officer and a municipal civil registrar.

(b) (b) In addition thereto, the mayor may appoint a municipal administrator, a municipal legal officer, a municipal agriculturist, a municipal environment and natural resources officer, a municipal social welfare and development officer, a municipal architect, and a municipal information officer

HUMAN RESOURCE OFFICER IS NOT INCLUDED

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responsible for human resources and development

appoints staff and all officials and employees in the Office of the Sanggunian

• establish a career service and adopt measures

• strengthen the merit and rewards system;

• integrate all human resource development programs for all levels and ranks;

• institutionalize a management climate conducive to public accountability.

determine positions and the salaries, wages, allowances, and other emoluments and benefits

assists the LCE in the effective and efficient implementation of Civil Service Law and Rules governing public personnel administration

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Human Resource Development Plan ◦ A living document that sets out how Learning and

Development interventions will support the achievement of organizational strategic goals and directions.

Human Resource Development Planning ◦ A process of systematically translating the

organization’s strategic goals into operational levels.

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Importance

organizational goals

competencies that the workforce needs

management needs

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Importance ◦ Helps organizations attract and

retain talents who have the right tools and drive to pursue excellent performance and contribute to organizational effectiveness.

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Functions

◦ To identify the Learning and Development needs of the personnel

◦ To prioritize these L&D needs

◦ To identify appropriate interventions

◦ To guide the HR unit in aligning individual goals to organizational goals

◦ To help develop the organization’s workforce to efficiently and effectively responds to the challenges and changes in public service

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Recruitment

It is the first phase in the employment procedure which is the development of a pool of candidates in accordance with a human resource plan. It covers determining staffing needs, meeting the requirements, publication of vacancies, screening and appointment.

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1. LGU’s Organizational Structure

2. LGU’s Budgetary Limitations

3. Identify Vacant Positions

4. Determine if vacancy should be filled up

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• The vacant position should have a Qualification Standards approved by the Civil Service Commission.

“A Qualification Standard (QS) is the statement of the minimum qualifications for a position which shall include education, experience, training, civil service eligibility, and physical characteristics and personality traits required by the job.” (Sec. 2 Rule 4 of the Omnibus Rules Implementing Book V of EO 292)

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◦ Publish the vacancy or Public Notice of Vacancy

“Whenever an LCE decides to fill a vacant career position, notices of vacancy shall be posted in at least three conspicuous public places for a period of not less than fifteen (15) days and published once in a newspaper of general circulation in the LGU concerned.” (Art. 167 Rule XXII IRR of the LGC)

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1. LGU’s Organizational Structure

2. LGU’s Budgetary Limitations

3. Identify Vacant Positions

4. Determine if vacancy should be filled up

5. After Publication, proceed with the Screening of Qualified Applicants

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Screening is a formal procedure done by the Personnel Selection Board (PSB) in the evaluation of candidates for appointment to vacant positions in the LGU.

The main players in the screening of applicants are the Human Resource Management Officers (HRMOs)/Human Resource Management Practitioners (HRMPs) and the Personnel Selection Board (PSB).

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Head - Local Chief Executive

Members - determined by resolution of the Sanggunian concerned

Representative - Civil Service Commission, if (ex oficio) any

Personnel Officer - of the LGU

(ex oficio)

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assist the local chief executive, or where applicable, the presiding officer of the Sanggunian, in the judicious and objective selection of personnel for employment as well as for promotion (Art. 166 Rule 22 of the IRR LGC)

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Follow strictly the process in the selection of employees for appointment in the government service;

Ensure that the minutes of all deliberations are recorded, properly filed and maintained, which must be made accessible to interested parties upon written request, and for inspection and audit by the CSC, if necessary.

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The LCE, in the exercise of his/her discretion shall issue the Appointment

◦ An Appointment is a document that gives the selected

applicant authority to discharge the functions of his/her position.

◦ In the selection of personnel for his/her department or agency, the appointing authority shall be guided by the Civil Service Law and Rules

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Requirements for Approval:

“All appointments to positions in LGUs, except those classified by law or competent authority as policy determining, primarily confidential, or highly technical in nature, shall be made only according to merit and fitness to be determined as far as practicable by competitive examinations.” (Art. 168(a) Rule 12 of the IRR LGC)

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The Appointee shall meet all the requirements of the position including the appropriate Civil Service eligibility.

“All appointments issued in accordance with pertinent

laws and rules shall take effect immediately upon its issuance by the appointing authority, and if the appointee has assumed the duties of the position, he/she shall be entitled to receive his/her salary at once without awaiting the approval of his/her appointment by the Commission. The appointment shall remain effective until disapproved by the Commission.” (Art. 168(h) Rule 12 of the IRR LGC)

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When the appointee: ◦ does not meet the qualifications for the position;

◦ has been found guilty of a crime involving moral turpitude, or of infamous, disgraceful conduct or addiction to narcotics; or dishonesty;

◦ has been dismissed from the service for cause, unless an executive clemency has been granted;

◦ has intentionally made a false statement of any material fact or has practiced or attempted to practice any deception or fraud in connection with his/her appointment; or

◦ has been issued such appointment in violation of existing Civil Service Law and Rules and regulations

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When the Appointment is Nepotic: ◦ “No person shall be appointed in the local government

career service if he/she is related within the fourth civil degree of consanguinity or affinity to the appointing or recommending authority.” (Art 168(j) Section 12 of the IRR LGC)

◦ The nepotism rule covers all kinds of appointments whether original, promotional, transfer and reemployment regardless of status including casuals and contractual except consultants and appointees to primarily confidential positions.

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“The appointing authority shall be personally liable for the salary of appointees whose appointments have been disapproved for violation of pertinent laws such as the publication requirement pursuant to RA 7041.” (Sec. 4, Rule 6 Omnibus Rules on Appointment and Other Personnel Actions)

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1. Permanent

2. Temporary

3. Substitute

4. Coterminous ◦ Coterminous with the appointing authority or head of the

organizational unit where assigned;

◦ coterminous with the incumbent;

◦ coterminous with the project; and

◦ Coterminous with the life span of the agency.

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5. Contractual

6. Casual

7. Job Order

“That the local chief executive may employ emergency or casual employees or laborers paid on a daily wage or piecework basis and hired through job orders for local projects authorized by the Sanggunian concerned, without need of approval or attestation by the Civil Service Commission: Provided, further, That the period of employment of emergency or casual laborers as provided in this section shall not exceed six (6) months” (Section 77, Title III, LGC).

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Factors of Benchmark Position Schedule: 1. the education and experience required to perform the duties

and responsibilities of the positions;

2. the nature and complexity of the work to be performed;

3. the kind of supervision received;

4. mental and/or physical strain required in the completion of the work;

5. nature and extent of internal and external relationships;

6. kind of supervision exercised;

7. decision-making responsibility;

8. responsibility for accuracy of records and reports;

9. accountability for funds, properties and equipment; and

10. hardship, hazard and personal risk involved in the job.

Section 9 of RA 6758

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For Provinces/Cities For Municipalities

Special Cities 100%

1st Class 100% 90%

2nd Class 95% 85%

3rd Class 90% 80%

4th Class 85% 75%

5th Class 80% 70%

6th Class 75% 65%

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“The rates of pay in LGUs shall be determined on the basis of the class and financial capability of each LGU: Provided, that such rates of pay shall not exceed the following percentages of the rates in the salary schedule prescribed under Section 7 hereof:”

Section 10 of RA 6758

Unless otherwise disqualified by any issuance to pertaining a particular grant of monetary benefit every employee is entitled to the following benefits:

Monetization of leave credits

Other benefits

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Anti-Violence Against Women and Their Children (VAW-C) Leave Forced/Mandatory Leave

Maternity Leave

Paternity

Rehabilitation Leave

Relocation Leave

Sick Leave

Solo Parent / Parental Leave

Special Privilege Leave

Study Leave

Terminal Leave

Vacation Leave

Local Government Officials and employees may also be entitled to other benefits, subject to guidelines issued by the Department of Budget and Management (DBM) and Commission on Audit (COA), such as:

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• 13th Month Pay • Cash Gift • Personal Economic (PE) • Relief Allowance (RA) • Anniversary Bonus • Amelioration • Productivity Incentive Bonus

(PIB) • Hazard Pay (if applicable) • Clothing Allowance / Uniform • Representation and

Transportation Allowance

• (RATA), if applicable • Loyalty Pay • CNA initiated benefits • Laundry Allowance (if

applicable) • Relocation Allowance • Family Visit • Step-Increment • Night-Shift Differential • Overtime Pay or

Compensatory Time-Off • Retirement Benefits

Performance management is the systematic process by which an agency involves its employees, as individuals and members of a group, in improving organizational effectiveness in the accomplishment of agency mission, vision and goals.

Pursuant to Sec. 1 Rule IX of the Omnibus Rules Implementing Book V of EO 292,”There shall be established performance evaluation systems in every department or agency of the national or local government, including state universities and colleges and government owned and controlled corporations with original charters.”

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Performance Evaluation shall be done every six (6) months ending on June 30 and December 31 of every year.

The CSC through Resolution No. 1200481 dated March 16, 2012 promulgated the “Guidelines in the Establishment and Implementation of Agency Strategic Performance Management System (SPMS)”

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The Strategic Performance Management System (SPMS) is a mechanism that links employee performance with organizational performance to enhance the performance orientation of the compensation system.

It ensures that the employee achieves the objectives set by the organization, and the organization, on the other hand, achieves the objectives that it has set as its strategic plan.

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Performance planning and commitment

Performance monitoring and coaching

Performance review and evaluation

Performance rewarding and development planning

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The SPMS uses a five-point rating scale, described as follows:

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Rating

Numerical Adjectival Description

5 Outstanding Performance represents an extraordinary level of achievement and

commitment in terms of quality and time, technical skills and

knowledge, ingenuity, creativity, and initiative. Employees at this

performance level should have demonstrated exceptional job mastery

in all major areas of responsibility. Employee achievement and

contributions to the organization are of marked excellence.

4 Very

Satisfactory

Performance exceeded expectations. All goals, objectives, and targets

were achieved above the established standards.

3 Satisfactory Performance met expectations in terms of quality of work, efficiency,

and timeliness. The most critical annual goals were met.

2 Unsatisfactory Performance failed to meet expectations, and/or one or more of the

most critical goals were not met.

1 Poor

Performance was consistently below expectations, and/or

reasonable progress toward critical goals was not made. Significant

improvement is needed in one or more important areas.

Section 1, Rule VIII of Omnibus Rules Implementing Book V of Executive Order No. 292 and Other Pertinent Civil Service Law and Rules states that: “Every official and employee of the government is an important asset or resource to be valued, developed and utilized in the delivery of basic services to the public. Hence, the development and retention of a highly competent and professional workforce in the public service shall be the main concern of every department or agency.

Every department or agency shall establish a continuing program for career and personnel development for all agency personnel at all levels, and shall create an environment or work climate conducive to the development of personnel skills, talents and values for better public service.”

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“Each department shall prepare a career and personnel development plan which shall be integrated into a national plan by the Commission which shall serve as the basis for all career and personnel development activities in the government”.

In LGUs, the LCE shall be responsible for the development of his/her employees. For this purpose, the LCE may avail of the services of the Local Government Academy (LGA) and other learning institutions.

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Design

Implement

Evaluate-in-service training and development programs

solely

in coordination with the Commission and/or other government agencies and institutions

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Induction Program

Orientation Program

Reorientation Program

Professional/Technical/Scientific Program

Employee Development Program

Middle Management Development Program

Value Development Program

Pre-Retirement Program

Executive Development Program

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“Each department shall include a specific budget allocation for human resource development purposes. At least three (3) percent of the annual budget shall be set aside for the purpose.” (Sec. 8, Art. VIII of the Omnibus Rules Implementing Book V of EO 292)

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Public officials and employees must at all times be accountable to the people. Discipline is needed to serve and protect the interest of the agency and the state as well.

Sec. 1 Rule XIV of the Omnibus Rules Implementing Book V of EO 292 states that, “No officer or employee in the Civil Service shall be removed or suspended except for cause as provided by law and after due process.”

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“Administrative offenses with its corresponding penalties are classified into grave, less grave, and light, depending on the gravity of its nature and the effects of said acts on the government service.” (Sec. 22 Rule XIV of the Omnibus Rules Implementing Book V of EO 292)

CSC Resolution No. 07-0958 emphasized that disciplining authorities should impose the proper penalties as mandated in the Uniform Rules on Administrative Cases in the Civil Service (URACCS)

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• Civil Service Commission, A guide for Local Chief Executives on Public Personnel Administration

• Civil Service Commission, Human Resource Development Planning Guidebook

• Code of Conduct and Ethical Standards for Public Officials and Employees or RA 6713

• Rules and Regulations Implementing the Local Government Code of 1991 or AO 270

• The Local Government Code of 1991 or RA 7160

• www. csc.gov.ph

• www.lawphil.net

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Thank you!

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