The CSC
ONLINE
COMPETENCY
ASSESSMENT
STRATEGICHRM
THIS WAY
to Strategic HR
to be Asia’s center of
excellence for HR and OD
by 2030
REPORT CARDSURVEY
by PULSE ASIA
98%2011:
2013:98%Three Regional Offices rates Excellent
Five CSC Regional Offices rated Excellent
2014: 97%
Objective 1: Being Recognized as Center of Excellence
ASEAN Conference on Civil Service Examination, (Nov. 2014, Astoria Plaza) link_hr symposium\asean.jpg
ASEAN Training on Gender Mainstreaming in HR Policies, Processes and System (April 2015, Marco Polo Hotel)link_hr symposium\asean_gad.jpg
18th ASEAN Conference on Civil Service Matters Preparatory Meeting (April 2015,
Tagaytay ) link_hr symposium\18th asean.jpg
• The CSC Strategy Map and The Enterprise Scorecard
• The Competency Project
• Personnel Competency Assessment
• CB Learning and Development
Management System
• On-line Competency Assessment
• CB Rewards Management
The CSC Competency Journey
Gawing lingkod-bayani
ang bawat kawani.
•Love of God & country
•Excellence
•Integrity
CSC shall be Asia’s leading center for excellence in strategic
human resource and organizational development
PE
OP
LEP
RO
CE
SS
ES
PA
RT
NE
RS
Recognized as a Center for Excellence
High-performing, competent, and credible civil servants
Provide excellent HR
processes
Ensure effective and efficient
performance of quasi-judicial
functions
ST
AK
EH
OLD
ER
S
Enhance the competency of our workforce
FIN
AN
CE Ensure efficient management of financial
resources
Cultivate partnerships with local and
international institutions
Strategic Measure: Enhancement of the competencies of the CSC workforce
YEAR
Percentage of CSC Personnel Meeting the Competencies
TARGETS
ACCOMPLISHMENTS
Meeting the Required
Competencies
Meeting the Mission-Critical Competencies
2012 Baseline Data 55.01% n/a
2013
70% 65.86% 76.40%
2014 (75%) 80% 80,35% 86.81%
2015 (80%) 85%
Development and Institutionalization of an Competency-Based HR System in the Public Sector (2011)
Competency Definition
Competency Tables
Position Profile
Competency-Based Job Descriptions
Competency-Based Qualification Standards
Competency Project Outputs in 2012
are observable, measurable and vital knowledge,, skills, an & attitudes that are translations of capabilities deemed essential for organizational success.
Competencies
Competency Tables
The competencies
CORE ORGANIZATIONAL LEADERSHIP
Exempli-fying
Integrity
Demons-trating
Personal Effective-
ness
Champio-ning and Applying
Innovation
Mana-ging
Performance
Partnering and
Networ-king
Coaching for
Results
Delivering Service
Excellence
Speaking Effectively
Planning and
Delivering
Building Commit
ment
Thinking Strategi-
cally
Solving Problems
and Making
Decisions
Writing Effectively
Managing Information
Develo-ping
People
Leading Change
Competent
and
Credible
Civil
Servant
CORE
Exempli-fying
Integrity
Delivering Service
Excellence
CORE
Exempli-fying
Integrity
Solving Problems
and Making
Decisions
Delivering Service
Excellence
CORE
Exempli-fying
Integrity
Writing Effectively
Solving Problems
and Making
Decisions
Delivering Service
Excellence
CORE
Exempli-fying
Integrity
Speaking Effectively
Writing Effectively
Solving Problems
and Making
Decisions
Delivering Service
Excellence
CORE
Exempli-fying
Integrity
Demons-trating
Personal Effective-
ness
Speaking Effectively
Writing Effectively
Solving Problems
and Making
Decisions
Delivering Service
Excellence
CORE
Exempli-fying
Integrity
ORGANIZATIONAL
Demons-trating
Personal Effective-
ness
Speaking Effectively
Writing Effectively
Solving Problems
and Making
Decisions
Delivering Service
Excellence
CORE
Exempli-fying
Integrity
Champio-ning and Applying
Innovation
ORGANIZATIONAL
Demons-trating
Personal Effective-
ness
Speaking Effectively
Writing Effectively
Solving Problems
and Making
Decisions
Delivering Service
Excellence
CORE
Exempli-fying
Integrity
Planning and
Delivering
Managing Information
Champio-ning and Applying
Innovation
ORGANIZATIONAL
Demons-trating
Personal Effective-
ness
Speaking Effectively
Writing Effectively
Solving Problems
and Making
Decisions
Delivering Service
Excellence
CORE
Exempli-fying
Integrity
Develo-ping
People
Planning and
Delivering
Managing Information
Champio-ning and Applying
Innovation
ORGANIZATIONAL
Demons-trating
Personal Effective-
ness
Speaking Effectively
Writing Effectively
Solving Problems
and Making
Decisions
Delivering Service
Excellence
CORE
Exempli-fying
Integrity
Building Commit
ment
Leading Change
Develo-ping
People
Planning and
Delivering
Managing Information
Champio-ning and Applying
Innovation
ORGANIZATIONAL
Demons-trating
Personal Effective-
ness
Speaking Effectively
Writing Effectively
Solving Problems
and Making
Decisions
Delivering Service
Excellence
CORE
Exempli-fying
Integrity
Thinking Strategi-
cally
Building Commit
ment
Leading Change
Develo-ping
People
Planning and
Delivering
Managing Information
Champio-ning and Applying
Innovation
ORGANIZATIONAL
Demons-trating
Personal Effective-
ness
Speaking Effectively
Writing Effectively
Solving Problems
and Making
Decisions
Delivering Service
Excellence
CORE
Exempli-fying
Integrity
Mana-ging
Performance
Thinking Strategi-
cally
Building Commit
ment
Leading Change
Develo-ping
People
Planning and
Delivering
Managing Information
Champio-ning and Applying
Innovation
ORGANIZATIONAL
Demons-trating
Personal Effective-
ness
Speaking Effectively
Writing Effectively
Solving Problems
and Making
Decisions
Delivering Service
Excellence
CORE
Exempli-fying
Integrity
Partnering and
Networ-king
Mana-ging
Performance
Thinking Strategi-
cally
Building Commit
ment
Leading Change
Develo-ping
People
Planning and
Delivering
Managing Information
Champio-ning and Applying
Innovation
ORGANIZATIONAL
Demons-trating
Personal Effective-
ness
Speaking Effectively
Writing Effectively
Solving Problems
and Making
Decisions
Delivering Service
Excellence
CORE
Exempli-fying
Integrity
Technical competencies
Policy Interpretation and Implementation
Counseling and GrievanceEmployee Organization
Management
Records Management Conciliation and Mediation Facilities Management
Policy Development Audit Management Test Administration
Secretariat and Liaison Services
Accounting Recruitment and Placement
Information Technology Management
Cash ManagementTest Development and
Evaluation
Strategic and Corporate Planning
Supply and Property Management
Library Management
Legal Management Learning Diagnosis and Design Budget Management
Corporate CommunicationLearning Delivery and
EvaluationProgram Management
Benefits, Compensation and Welfare Administration
Job Analysis, Job Description and Competency Development
Sample Competency Table – Planning and Delivering Competency Name
Competency Definition
Core DescriptionsCompetency Levels/Rubrics
Behavioral Indicators
CSC POSITION PROFILE
SAMPLE QUALIFICATION STANDARDS
POSITION: Computer Programmer III OFFICE: Integrated Records Management Office
Factors Current QS Competency-Based QS
EducationBachelor’s Degree relevant to the job
Achievement Bachelor’s Degree
RelevanceComputer Science/ Information Technology/ Computer Engineering or its related courses
Experience2 years of relevant experience
Years Two (2) Years
RelevanceDemonstrated ability in application systems development, implementation and maintenance
Training8 hours of relevant training
Hours 24 hours
RelevanceApplication systems development, implementation and maintenance
Recency Within the last 5 years
EligibilityCS Professional / 2nd Level Eligibility
Certification/LicensesCareer Service (Professional)Second Level Eligibility
Competencies None
Exemplifying Integrity 2
Delivering Service Excellence 2
Solving Problems and Decision Making 2
Demonstrating Personal Effectiveness 2
Speaking Effectively 2
Writing Effectively 2
Championing and Applying Innovation 2
Planning and Delivering 1
Managing Information 2
• Set the Mission-Critical Competencies for different positions
Strategic steps to ensure attainment of our PGS goals and targets
• Included competency targets in the Office Performance Commitment and Review (OPCR)
• Required the preparation of Individual Development Plans
Mission-Critical Competencies
Category of Positions
Number of MCCs
The Competencies
Executive/Managerial
5 Core: * Exemplifying Integrity* Delivering Service Excellence* Solving Problems and Making
Decisions
Leadership:* Partnering and Networking* Leading Change
Supervisor A (Division Chief and equivalent positions)
5 3 Core plus 2 leadership * Managing Performance* Thinking Strategically
Category of Positions
Number of MCCs
The Competencies
Supervisor B (Asst. Div. Chief and equivalent position)
4 3 Core plus 1 leadership* Thinking Strategically
2nd Level Non-Supervisory and1st Level Non-Supervisory
6 3 Core plus:3 Organizational:
* Demonstrating Personal Effectiveness
* Championing and Applying Innovation
* Planning and Delivering
Mission-Critical Competencies
• Recruitment and Promotion System
Integration of Competencies in CSC HR Systems
• Learning and Development
Programs on L & D for OHRMD Staff
CB Learning and Development Management System
L & D Programs
L & D Calendar
2012 CB Recruitment and Promotion System
2014 Enhanced CBRPP
• Rewards Management
• Competencies and Performance as Basis for Recruitment and Promotion
Competency-Based Recruitment and Promotion System
Salient Features:
• Use of Competency-Based Assessment Strategies
Written Exams
Behavioral Event Interview or
Targeted Selection Interview
• Established pool of raters, interviewers and background investigators
• Provided User’s Guide
Competency Assessment Tools
•Competency Assessment Rating Forms
•Competency Assessment Scoring Template
The Training Cycle
Development of a strategic HRD Framework
Needs assessment and analysis
Design, development and deployment of L & D interventions
L & D evaluation; and
Review of L & D policies
PROGRAM ON LEARNING AND DEVELOPMENT
Competency AssessmentPreparation of Individual
Development PlanConduct of Learning Needs
Assessment
Preparation of Office Level Learning and Development
Plan (Office HRD Plan)
Consolidation of all Office L&D (HRD) Plan into the Agency L&D (HRD) Plan
Implementation of the Plan
CSC Competency-Based Learning and Development Process
Monitoring and Evaluation
L&D AGENDA for 2014-2016
2014
Bridging mission-critical competency gap and development interventions
2015
Increasing proficiency level through learning and development interventions
2016
Soaring high through continuing learning and development interventions
Competency-based Program on
Awards and Incentive for Service
Excellence (CB PRAISE)
• Grant of Office and CSC Awards for Demonstration of Competencies
• Competencies as added criteria for awards
Continuous Review and Improvement of
Competency Tables
Addition of 10 Technical Competencies
Rewriting/Enhancements of Technical
Competency Tables
Adoption of 5 (from 7) Leadership Competencies
Partnering and
Networking
Managing Performance
Coaching for
Results
Leading Change
Thinking Strategically
Building Commitment
Developing People
Building Collaborative,
Inclusive Working
Relationships
Leading Change
Thinking Strategically and
Creatively
Creating and Nurturing a High
Performing Organization
Managing Performance
and Coaching for Results
7 CSC Leadership Competencies
5 Leadership Competencies for CPRO
ONLINE
COMPETENCY
ASSESSMENT
Time-consuming manual
assessment
Previous Assessment
Time-consuming manual assessment
Previous Assessment Online Assessment
Faster assessment process
Previous Assessment
180 degrees Competency Assessment only (Self and Supervisor Ratings)
Previous Assessment180 degrees Competency
Assessment only (Self and Supervisor Ratings)
360 Degrees Multiple assessors in multiple sites
Subor-dinate
Peers
Self
Super-visor
360 Degrees Review
Online Assessment
Previous
AssessmentManual computation and generation of Reports
Current Assessment
Fast and accurate tabulation of results and “one-click” generation of reports
Online Assessment
Online Competency Assessment
Reports generated by the system
• Number and percentage of personnel with unsubmitted assessment forms;
• Number and percentage of personnel meeting all the competencies required of the position ;
• Number and percentage of personnel meeting the Mission-Critical Competencies;
Online Competency Assessment
Reports generated by the system
• Number of competencies met by employees/officials ;
• Commonly Unmet Competencies by employees/officials; and
• List of Employees Who Meet and Do Not Meet per competency
Previous Assessment
Manual and delayed IDP Preparation
Previous
Assessment Manual and delayed IDP Preparation More wholistic and objective information
available to support timely preparation of the IDP
Online Assessment
ONLINE
COMPETENCY
ASSESSMENT
PROJECT
TIMELINE
Executive Offices
ONLINE
COMPETENCY
ASSESSMENT
PROJECT
TIMELINE
1. Update the competency dictionary;
up to the behavioral indicators
Competencies Number of Behavioral Indicators
Core • Exemplifying Integrity 21
• Delivering Service Excellence 22
• Solving Problems and Making Decisions
15
Organizational • Demonstrating Personal Effectiveness
23
• Speaking Effectively 26
• Writing Effectively 15
• Championing and Applying Innovation
12
• Planning and Delivering 20
• Managing Information 16
Competencies Number of Behavioral Indicators
Leadership • Building Collaborative, Inclusive Working Relationships
20
• Managing Performance and Coaching for Results
24
• Leading Change 28
• Thinking Strategically and Creatively
24
• Creating and Nurturing a High Performing Organization
20
TOTAL 14 Competencies 286 Behavioral Indicators
Level of Positions Core Organizational Leadership
1st level Non-supervisory
3 5 to 6 -
2nd level Non-supervisory
3 6 -
2nd level Supervisory 3 2 4 to 5
2nd level Executive/Managerial
3 - 5
2. Assign competency profile
per position
3. Assess employee competency
levels against the position profile
Sample Profile Matching Graph
Sample Profile Matching Graph
CSC Competency Assessment Report
Employee Profile
Job Competency Definitions
Overview of Competencies
Understanding the Results
General Comments
Subor-dinate
Peers
Self
Super-visor
360 Degrees Review
4. Facilitate 360 degrees
competency assessment
Assessment Schedule
2014 Competency Assessment November 2014
2015 Baseline Assessment February 2015
2015 Competency Assessment June 2015
5. Run competency
assessment per schedule
6. Archive a history of all
competency assessment runs
administered through the system
7. Create Individual Development
Plans based on competency gaps
8. Generate ODPs, identifying priority
office-wide interventions depending on
the common competency gaps.
Challenges
•Source Code still with LSP
•People forget their personal email address and password
•Delays due to internet connection
•Personnel’s delayed completion of assessment
Enabling Mechanisms
Management/Executive Sponsorship
Employee Buy-in
Communication and Marketing Plan
PAHRODF Assistance
Management/Executive Sponsorship
Employee Buy-in
Communication and Marketing Plan
Support Programs
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