Prime HRM Primer

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PRIMER
The development of this document was made possible through the support of the Australian Government
through the Philippines Australia Human Resource and Organisational Development Facility (PAHRODF).
PAHRODF encourages the use, translation, adaptation and copying of this material with appropriate credit
given to the Facility and its partner organisation the Civil Service Commission (CSC).
Although reasonable care has been taken in the preparation of this material, neither the publisher and/or
contributor can accept any liability for any consequence arising from the use thereof or from any information
contained herein.
This guidebook and other knowledge products of the Facility, is available at www.pahrodf.org.ph
Printed and bound 2016 in Manila, Philippines.
Published by:
Philippines Australia Human Resource and Organisational Development Facility (PAHRODF)

Level 3, JMT Building, ADB Avenue
Ortigas, Pasig City
Tel. No.: (632) 638-9686
Email: hrodf@hrodf.org.ph
Website: www.pahrodf.org.ph
introduction
WHAT IS PRIME-HRM?
PRIME-HRM stands for “Program to Institutionalize Meritocracy and Excellence in

Human Resource Management.” It aims to elevate public sector human resource
management to a level of excellence through the assessment, assistance, and
awarding processes of HRM Systems, Practices, and Competencies using HRM
maturity level indicators that are at par with global HRM standards.
The program also aims to:

}} inspire agencies to transform their HRM systems to support the agency mandate;
}} empower agencies in the performance of human resource management functions;
}} promote and reward excellent human resource management practices;
}} serve as a venue for the exchange and development of expertise in the area of human resource
management between and among government agencies, and
}} serve as a search mechanism for the best practices in human resource management
iii
scope of PRIME-HRM
The program covers all government offices – National Government Agencies (NGAs),
Local Government Units (LGUs), Government-Owned or Controlled Corporations
(GOCCs), State Universities and Colleges (SUCs), as well as the regional offices of
agencies with Human Resource offices/units. These offices will be referred to herein
as an “Agency”. PRIME-HRM involves all Human Resource Management Officers
(HRMOs), heads of agencies, supervisors, and rank and file employees.
iv
prime-hrm stages:
ASSESS-ASSIST-AWARD
ASSESS
With the guidance of Assessors, PRIME-HRM gives agencies a reality check on the maturity
and proficiency levels for the four core HRM systems. Agencies shall be subjected to the
assessment of its Systems, Practices, and Competencies of the four core HRM systems,
namely:
1) Recruitment, Selection, and Placement (RSP),
2) Learning and Development (L&D),
3) Performance Management (PM), and
4) Rewards and Recognition (R&R)
These four core HRM systems are considered the heart of PRIME-HRM because they cover
all the essential people requirements of Attraction, Engagement, Performance, Motivation,
and Retention of any organization.
By recognizing these organizational gaps in the areas of practices and systems, key agency
stakeholders can then map out strategies that should result in the improvements in their
HRM systems and practices.
v
ASSIST
During the Assist phase, agencies have access to technical assistance and
development interventions based on their needs. PRIME-HRM Assistors will
guide agencies in developing their Action Plan, in which they can map out
steps on how to improve the agency’s current HRM Systems, Practices, and
Competencies. Moreover, the PRIME-HRM Assistors will also introduce the
agencies to proper Subject Matter Experts that can help them achieve target
maturity levels.
AWARD
PRIME HRM recognizes agencies that have worked on the four core HRM
systems and HRM maturity levels. Agencies found to excel in crafting
and implementing HRM systems may be conferred the Certificate of
Recognition, Bronze Award, Silver Award, Center for HR Excellence, and
the Gold/Seal of HR Excellence Award.
In committing to best HRM practices, an agency may be given a certain
degree of autonomy through accreditation and/or deregulation.
vi
PRIME-HRM Maturity Levels/
Indicators Model
PRIME-HRM utilizes a maturity levels/indicators model. This means that for each core HRM system, there are
progressive levels with indicators per level. Maturity levels/indicators are defined, as follows:
• A set of structured levels • “Maturity” relates to the • An assessment tool to assist

that describe how well the degree of formality and the HR professionals in analyzing
behaviors, practices, and optimization of processes, the health of their HRM
processes of an organization from ad hoc practices, and systems in the agencies and
can reliably and sustainably formally defined steps, to in determining the corrective
produce desired outcomes. managed result metrics, and actions that should be taken.
the active optimization of
processes.
vii
PRIME-HRM Human Resource
Management Office (HRMO)
Competencies and Proficiency Levels
HRMO Competencies are characteristics that the office has and uses in
appropriate and consistent ways in order to achieve desired performance. These
characteristics include knowledge, skills, aspects of self-image social motives,
traits, thought patterns, mindsets, and ways of thinking, feeling, and acting.
(Dubois and Rothwell, 2004).
viii
The Three PRIME-HRM Lenses
The agency is assessed using three (3) lenses, namely: systems, practices, and competencies.
SYS
Under the systems lens, the assessor evaluates the indicators pertaining
to policies, processes, procedures, tools, and systems that govern an
TEMS agency’s human resource management. The assessor looks into the exis-
tence of documentation, e.g. files that support the HRM system, policies,
and procedures. The systems assessment is the “show me” part of the
assessment.
The practices lens is used to determine the actual implementation of
PRAC the HRM systems. This is the “tell me” part of the assessment wherein the
TICES assessor conducts interviews with the HRM Officer and other members of
the organization to find out what they are actually doing in the four core
HRM systems.
COM Under the competencies lens, the assessor determines the capabilities
PETEN of the HRM Office using the indicators of the maturity levels.
CIES
ix
The PRIME-
HRM Maturity
Indicators
(Systems, Practices, and HRMO Competencies)
Order of PRIME-HRM Maturity Indicators:
RSP
(Recruitment, Selection, and Placement)
x
L&D PM R&R
(Learning and Development) (Performance Management) (Rewards and Recognition)
xi
PILLAR DEFINITIONS AND ELEMENTS
Recruitment, Selection and Placement
PILLARS DEFINITION
1. governance Overall structure and processes for settings policies, establishing Recruitment,
Selection, and Placement system and budget, and overseeing management
and effectiveness of Recruitment, Selection, and Placement function and its
alignment to the Agency’s vision and strategic direction.
Defines responsibility centers and roles of key players.
Identifies support mechanisms such as information management and system

review.
(Adapted from PRMDP Training Management System)
2. talent Processes for assessing and defining Agency’s staffing demands. Making
planning provision for the movement of human resources into, within and out of the
organization so that people’s competencies are effectively and efficiently
utilized to achieve Agency’s goals.
(Adapted from D. Dubois and W. Rothwell, Competency-based HRM)
2
SYSTEM ELEMENTS COMPETENCIES REFERENCES*
• Policy including Equal Employment • Policy Review and Formulation • CSC MC3, s. 2001 (Revised Policies
Opportunity Principle (EEOP) on Merit Promotion Plan)
• System Review
• Structure and Roles
• Use of Technology
• CSC MC8, s. 1999 (Equal
• Review Mechanism
• Communication Representation of Women and Men in
• Information and Communication 3rd Level Positions in Government)
• EO292, Book V (Chapter 5 -

Personnel Policies and Standards)
• RA No. 7192 (An Act Promoting

the Integration of Women as Full
and Equal Partners of Men in
Development and Nation Building
and for Other Purposes)
• Staffing and Workforce Plan, • Workforce Planning
including EEOP
• Application of EEOP • RA No. 9710 (An Act Providing for
the Magna Carta of Women)
• RA No. 7277 (An Act Providing for

the Rehabilitation, Self-Development
and Self-Reliance of Disabled Persons
and their Integration)
3
Recruitment, Selection and Placement
PILLARS DEFINITION
3. talent Processes and strategies for identifying and attracting as many qualified
sourcing candidates for existing and anticipated vacancies.
(Adapted from D. Dubois and W. Rothwell, Competency-based HRM)
4. talent Processes for evaluating and selecting most qualified candidates based on
selection and objective job-related criteria. Preparing new entrants to the Agency and their
roles to facilitate integration and performance, and promote retention.
placement
4
• Recruitment Plan • Recruitment Planning • CSC MC 7, s. 2014 (Encouraging

Government Agencies to Hire PWDs
• Talent Attraction • Talent Attraction
Pursuant to Republic Act No. 7277, as
• EEOP Amended)
• RA No. 8371 (An Act to Recognize,

Protect and Promote the Rights
of Indigenous Communities/
Indigenous Peoples, Creating a
National Commission on Indigenous
Peoples, Establishing Implementing
Mechanisms, Appropriating Funds
Therefor, and for Other Purposes
• Selection Criteria • Selection Criteria Development
• Assessment and Selection Process • Candidate Assessment and • RA No. 7041 (An Act Requiring
Selection Regular Publication of Existing Vacant
• EEOP
• Application of EEOP Positions in Government Offices,
• Onboarding Appropriating Funds Therefor, and for
• Onboarding Program Management Other Purposes)
• DBM PSIPOP (Department of

Budget and Management – Personal
Services Itemization Plantilla of
Personnel)
5
PILLARS DEFINITION
1. governance Overall structure and processes for setting policies, establishing Learning
and Development system and budget, and overseeing management and
effectiveness of Learning & Development function and its alignment to the
Agency’s vision and strategic direction.
learning and development

review.
2. Planning and Hierarchy of planning processes that drive the Learning and Development
M&E function in the Agency. Establishes link between Learning and Development
programs and activities and the Agency’s goals and directions. Includes
monitoring and evaluation framework for determining value and effectiveness
of Learning and Development investments.
6
• Policy including Equal Employment • Policy Review and Formulation • CSC MC 10, s. 1989, on
Opportunity Principle (EEOP) Establishing the Personnel
• System Review
Development Committee (PDC)
• Structure and Roles
• Use of Technology
• Budget Support
• Communication • CSC MC8, s. 1999 (Equal
• Review Mechanisms Representation of Women and Men in
3rd Level Positions in Government)
• Information and Communication
• System Review • CSC MC 43, s. 1993 (Streamlining
and Deregulating HRD Functions)
• Omnibus Rules Implementing Book

5 of the Administrative Code of 1987,
EO 292 (Instituting the Administrative
Code of 1987)
• L&D Planning • Identifying L&D Interventions
• L&D Monitoring and Evaluation • L&D Plan Formulation
• M&E Framework Formulation
• Developing M&E Tools and
Approaches
• Conducting M&E
• Analysis and Use of M&E Results
7
PILLARS DEFINITION
3. execution Processes to operationalize the elements of the Learning and Development

cycle (from learning needs analysis to delivery). Defines guidelines and
processes that facilitate integrated management of Learning and Development
programs and activities.
learning and development
8
• L&D Needs Analysis • Learning Needs Analysis (LNA) • CSC MC 10, s. 1989, on
Establishing the Personnel
• L&D Design • Designing L&D interventions
Development Committee (PDC)
• L&D Development • Developing L&D materials
• L&D Delivery (includes • Delivery of L&D interventions • CSC MC 28, s.1990 (Reiterating
management of L&D interventions) Certain Policies in the Conduct
• Learning Management of Government Training And
Development Program)
• CSC MC 43, s. 1993 (Streamlining

and Deregulating HRD Functions)
• Omnibus Rules Implementing Book

5 of the Administrative Code of 1987,
EO 292 (Instituting the Administrative
Code of 1987)
9
PILLARS DEFINITION
1. governance Overall structure and processes for setting policies, establishing Performance
Management System and budget, and overseeing management and
effectiveness of Performance Management function and its alignment to the

performance management

review.
2. Performance Processes for determining and communicating performance measures and

Planning and targets, and required competencies and proficiency levels that will contribute to
individual, unit and overall Agency performance.
Commitment
10
• Policy including EOP • Policy Review and Formulation • CSC MC 6, s. 2012, on the
Guidelines in the Establishment and
• Structure and Roles • System Review
Implementation of Agency Strategic
• Review Mechanisms • Use of Technology Performance Management System
(SPMS)
• Information and Communication • Communication
• Target Setting • Target Setting

• Standard Setting • Standard Setting
11
PILLARS DEFINITION
3. Performance Processes and mechanisms for tracking individual and team performance,
monitoring and and facilitating achievement of targets through the conduct of performance
feedback discussions and other forms of purposive conversations.
Coaching
4. Performance Processes for evaluating performance of individuals and teams vis-à-vis targets
Review and at the end of the performance period, and identifying performance and
competency gaps that need to be addressed.
Evaluation
12
• Performance Tracking • Performance Tracking • AO 25, s. 2011 (Creating an

Inter-Agency Task Force on
• Providing Performance Support • Providing Performance Support
the Harmonization of National
Government Performance Monitoring,
Information and Reporting Systems)
• Performance Review and Evaluation • Managing Performance Review and

Evaluation Process
• Calibrating Performance Results
• Calibrating Performance Results
13
PILLARS DEFINITION
5. Development Processes for using performance evaluation results in formulating development

Planning plans to build and/or enhance competencies of individuals and teams for
optimum performance.
14
• Development Planning • Designing Development Planning • AO 25, s. 2011 (Creating an

Tools and Processes Inter-Agency Task Force on
the Harmonization of National
• Facilitating Development Planning
Government Performance Monitoring,
Information and Reporting Systems)
15
PILLARS DEFINITION
1. governance Overall structure and processes for setting policies, establishing Rewards
and Recognition system and budget, and overseeing management and
effectiveness of Rewards and Recognition function and its alignment to the

Rewards AND Recognition

review.
2. Planning Processes for developing Rewards and Recognition plans and programs that
promote individual and team motivation and performance to achieve Agency’s
strategic goals.
3. execution Processes for screening nominees and selecting awardees based on their
extraordinary achievements, contributions and performance that contribute to
the attainment of the Agency’s strategic goals.
16
• Policy including EEOP • Policy Review and Formulation • CSC MC 1, s. 2001 on the Program
on Awards and Incentives for Service
• Structure and Roles • System Review
Excellence (PRAISE)
• Review Mechanisms • Use of Technology
• Information and Communication • Communication • CSC MC 6, s. 2002 (Revised Policy
on the Grant of Loyalty Award)
• CSC MC 6, s. 2012
• CSC MC 42, s. 1992 (Amendment

• Planning • R&R Planning and Clarificatory Guidelines on the
Grant of Loyalty Award
• R&R Screening and Selection • Development of R&R Screening and

Criteria and Processes Selection Criteria and Processes
17
Maturity Indicators for Recruitment,
Selection, and Placement
Pillar:
GOVERNANCE
Systems and Practices Lens
PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -

ELEMENT TRANSACTIONAL PROCESS DEFINED INTEGRATED STRATEGIC
Systems: Systems: Systems: Systems:
The Agency’s The Agency’s RSP policies The Agency’s RSP policies The Agency’s RSP
Recruitment, and/or processes are and processes clearly define policies and processes
Selection and customized to Agency’s link with other core HRM are proactively reviewed
Placement requirements, and include areas (i.e., L&D, PM and and updated to respond
(RSP) policies specific guidelines in R&R). to changes in the
and processes the application of equal Agency’s strategic goals.
comply with employment opportunity
policy
CSC-issued RSP principles.

policy.
18
Practices: Practices: Practices: Practices:
The HRMO The Promotion and The top management can Everyone can describe/
can describe/ Selection Board (PSB) and describe/explain how they explain how the
explain how managers/supervisors are involved in linking the Agency’s RSP policies
the Agency’s can describe/explain how Agency’s RSP policies and and processes address
RSP policies Agency’s RSP policies processes with other core changes in the Agency’s
and processes and processes meet its HRM areas. strategic goals.
comply with CSC recruitment, selection and
policy
policy. placement requirements.
19
ELEMENT
ELEMENT
TRANSACTIONAL
TRANSACTIONAL PROCESS DEFINED
PROCESS DEFINED INTEGRATED
INTEGRATED STRATEGIC
STRATEGIC
The Agency has The Agency has a PSB The Agency has a PSB that The Agency has a
a Promotion that performs additional collaborates with HRMO, PSB that collaborates
and Selection functions to address specific managers/ supervisors with HRMO and
Board (PSB) that RSP needs (e.g., formulates and other HR bodies in top management in
is constituted customized screening strengthening link between proactively reviewing and
and performs criteria, guidelines and RSP and other core HRM updating RSP system to
functions and tools). areas. respond to changes in the
responsibilities Agency’s strategic goals.
according to
CSC policy.

structure & roles
The HRMO can The PSB and managers/ The top management can Everyone can describe/
describe/explain supervisors can describe/ cite examples of how they explain how the PSB
the PSB’s role in explain the functions of have used information ensures that RSP
the Agency’s RSP the board and how it generated by other processes result in the
process. evaluates candidates to core HRM areas (e.g., deployment of the right
ensure selection of qualified performance data) in making people at the right time
candidates. RSP decisions. in the right place for all
positions.
20
ELEMENT
ELEMENT
TRANSACTIONAL
STRATEGIC
System: System: System: System:
The Agency The Agency tracks the The Agency tracks the The Agency uses RSP-
relies on CSC efficiency of RSP processes, effectiveness of RSP generated data to
feedback on its and uses data to improve processes, and uses data to evaluate RSP system,
compliance with system: improve system: including workforce
RSP policy. planning, and make
strategic decisions
- Turn-around time (i.e., time - Profile of applicants
to ensure continuing
to source and fill up vacant (including data on gender,
alignment and
positions) disability, civil status,
responsiveness of RSP to
religion, ethnicity, etc.)
its strategic goals.
- Cost of sourcing and
hiring/ placement - Performance at the end of
the probationary period
Review Mechanisms
- Workforce diversity (data

on gender, disability, civil
status, religion, ethnicity,
etc.)
- Turnover rate
- Documented and analyzed

exit interview
21
ELEMENT
ELEMENT TRANSACTIONAL
STRATEGIC
The HRMO can The PSB and managers/ The top management Everyone can describe/
explain how the supervisors can describe/ can describe/explain explain how the Agency
Agency gets CSC explain how the Agency how the Agency tracks uses RSP- generated data
feedback on its tracks the efficiency of RSP the effectiveness of RSP to evaluate RSP system
compliance with processes, and uses data to processes, and uses data to and make strategic
RSP policy. improve system. improve system. decisions to ensure
continuing alignment and
responsiveness of RSP to
Review Mechanisms
22
ELEMENT
ELEMENT
TRANSACTIONAL
STRATEGIC
Systems: (Use of Systems: (Use of Systems: (Use of Systems: (Use of

Technology) Technology) Technology) Technology)
The Agency uses The Agency uses a The Agency maintains The Agency has an
manual records computer-based system a Human Resource Enterprise Information
management to maintain RSP data and Information System that Management System
to maintain documents. shows link between RSP and that links the core HRM
RSP data and other core HRM areas (i.e., areas with other HRM and
information & communication
documents. L&D, PM and R&R). organizational systems

(e.g. benefits, loans,
payroll, etc.).
Practices: (Use Practices: (Use of Practices: (Use of Practices: (Use of

of Technology) Technology) Technology) Technology)
describe/explain supervisors can describe/ can explain how the explain how the Agency’s
the technology explain the computer-based Agency Human Resource Enterprise Information
used to maintain system used to maintain RSP Information System links System links the core
RSP data and data and documents. RSP and other core HRM HRM areas with other
documents. areas. HRM and organizational
systems.
23
ELEMENT
ELEMENT
TRANSACTIONAL
STRATEGIC
Systems: Systems: (Database Content) Systems: (Database Systems: (Database

(Database Content) Content)
Content)
The Agency The Agency maintains The Agency maintains The Agency maintains
maintains and documentation and records documentation and records documentation and
has ready access on: on: records on:
to all data and
documentary
- RSP process flow - System review data on - Historical data
requirements
RSP effectiveness on efficiency and
based on
effectiveness of RSP
CSC and - System review data on RSP
other relevant efficiency - RSP policy and process
issuances. flow showing link to other - RSP policy and
core HRM areas process flow showing
- System implementation
link to other HRM and
(e.g., PSB minutes of
organizational systems
meetings deliberations,
comparative assessment
data, selection criteria, etc.)
24
LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -
PILLAR
ELEMENT
ELEMENT
TRANSACTIONAL
STRATEGIC
Practices: Practices: (Database Practices: (Database Practices: (Database

(Database Content) Content) Content)
Content)
The HRMO can The PSB and managers/ The top management can Everyone can describe/
describe/explain supervisors can describe/ describe/explain how they explain the benefits
that the agency explain that the agency can participate in providing of maintaining
maintains and maintains documentation inputs and accessing data in documentation/records
has ready access and records on: the system. on the efficiency and
to data and effectiveness of RSP.
documentary
- RSP process flow
requirements
based on
CSC and - System review data on RSP
other relevant efficiency
issuances.
(e.g., PSB minutes of
25
Pillar:
governance
Competencies Lens

ELEMENT BASIC INTERMEDIATE ADVANCED SUPERIOR
Refers to RSP Reviews and enhances RSP Develops RSP policies, Leads the proactive
policies and policies, policy guidelines policy guidelines and/ review and updating
policy review &
guidelines issued and/or processes to meet or processes that clearly of RSP policies, policy
by CSC and agency requirements and define link with other core guidelines and processes
DBM/GCG in promote equal employment HRM areas, in collaboration to respond to changes
formulation
executing the opportunity principles, in with the PSB, managers/ in the Agency’s strategic
Agency’s RSP collaboration with the PSB, supervisors and top goals.
activities. managers/supervisors and management.
top management.
26
Liaises with Tracks and analyses Tracks and analyses Leads the evaluation of
CSC and DBM/ efficiency of RSP processes effectiveness of RSP the RSP system, including
GCG to ensure and uses data to improve or processes, its linkages with workforce planning, and
system review
that Agency is recommend improvements other HR core systems, and recommends system
updated with in RSP policies/policy uses data to improve or improvements to ensure
RSP-related guidelines and their recommend improvements continuing alignment and
issuances. execution, in collaboration in RSP policies/policy responsiveness of RSP to
with the PSB, managers/ guidelines and their Agency’s strategic goals.
supervisors and top execution, in collaboration
management. with the PSB, managers/
supervisors and top
management.
27
ELEMENT
PILLAR BASIC
BASIC INTERMEDIATE
INTERMEDIATE ADVANCED
ADVANCED SUPERIOR
SUPERIOR
ELEMENT
Refers to Identifies and/or applies Develops and/or applies Leads the review
competency
existing/available competencies and competency models with and enhancement/

competency corresponding key rubrics that can be used to updating of Agency’s
modelling
criteria of behaviours required for determine proficiency level competency models

specific jobs in an employee to deliver required for specific jobs to ensure relevance
implementing excellent performance in and job families. and responsiveness
RSP activities specific jobs. to strategic workforce
(e.g., posting of requirements.
vacancies).
Uses manual Uses computer-based Maintains Human Resource Manages RSP module in
technology
records records and data Information System that the Agency’s Enterprise
management management system to shows link between RSP and Information Management
to maintain maintain RSP data and other core HRM areas (i.e., System that links the core
RSP data and documents. L&D, PMS and R&R). HRM areas with other
use of
documents. HRM and organizational

systems.
communication
Disseminates Updates everyone in the Develops and implements Develops and uses
RSP policies and Agency on RSP system and a communication plan information collaterals
guidelines issued processes, and provides to generate buy-in and (e.g., infographics,
by CSC and system review data to top engagement of everyone in brochures, handbooks,
DBM/GCG and management, managers/ developing and executing etc.) to promote
other relevant supervisors and the PSB. RSP programs and understanding and
agencies to processes. application of Agency
everyone in the RSP system and
Agency. processes.
28
Pillar:
talent planning

The Agency has The Agency has an The Agency has a workforce The Agency has a
a staffing plan updated staffing plan plan to meet medium-term strategic workforce plan
Workforce Plan
approved by the reflecting recommended (2-3 years) HR needs. It directed to meet long-
DBM/GCG or staffing modifications (e.g., includes workforce diversity term (over 3 years) HR
Sanggunian. deployment, conversion of analysis of the Agency’s needs. It includes target
positions, reclassification) staffing (i.e., male-female on workforce diversity
based on planned annual ratio, age, information profile (e.g., desired
Staffing/
HR needs. on disability, civil status, male-female ratio,

ethnicity, religion, etc.) in the percentage of PWD, IPs,
last 2-3 years that is used etc.).
to develop RSP strategies
to promote workforce
diversity and uphold equal
opportunity principles.
29
ELEMENT
ELEMENT TRANSACTIONAL
STRATEGIC

Workforce Plan
The HRMO can The managers/supervisors The top management can Everyone can describe/
describe/explain can describe/explain explain their involvement in explain how the Agency’s
how the staffing how the Agency’s annual developing medium-term long-term (over 3 years)
plan meets staffing plan supports (2-3 years) workforce plan workforce plan promotes
Staffing/
current HR needs their organizational unit’s that includes approaches workforce diversity
of the Agency. objectives. for promoting workforce and upholds equal
diversity and upholding opportunity principles in
equal opportunity support of the Agency’s
principles. strategic goals.
30
Pillar:
talent planning
Competencies Lens

Applies Agency’s Reviews and recommends Develops a medium-term Develops a long-

staffing plan staffing modification based (2-3 years) workforce plan term (over 3 years)
approved by on planned annual HR to meet Agency’s HR workforce plan to meet
DBM/GCG or needs, in collaboration needs, in collaboration Agency’s HR needs,
Sanggunian as with top management and with top management and in collaboration with
reference in managers/ supervisors. managers/ supervisors. top management and
workforce
plannning
implementing managers/ supervisors.

RSP processes.
31
ELEMENT
PILLAR LEVEL
BASIC1- LEVEL 2 -
INTERMEDIATE LEVEL 3 -
ADVANCED LEVEL 4 -
SUPERIOR
Applies CSC- Applies national policies on Analyses and integrates Analyses and integrates
issued EEOP Gender and Development, Agency’s workforce diversity workforce diversity
Employment Opportunity
guidelines and Persons with Disability, profiles (e.g., male-female profiles, sets targets and
national policies Indigenous Peoples and ratio, PWD, etc.), sets develops targets and
Application of Equal
on Gender and other related workforce targets, and develops strategies to improve
Development, diversity issuances in strategies to improve workforce diversity in the
Persons with updating staffing plan. workforce diversity in the Agency’s long-term (over
Principles (EEOP)
Disability, Agency’s medium-term (2-3 3 years) workforce plan.

Indigenous years) workforce plan.
Peoples and
other relevant
issuances in
implementing
staffing plan.
32
Pillar:
talent sourcing


Recruitment Plan
The Agency The Agency has a The Agency has a The Agency’s has a
initiates Recruitment Plan based Recruitment Plan that recruitment plan that
recruitment once on anticipated vacancies supports the medium-term supports the long-term
vacancy occurs, within the year and includes (2-3 years) workforce plan, workforce plan (over 3
following CSC possible candidate sources which is reviewed annually years), which is reviewed
guidelines. (e.g., qualified next in to ensure responsiveness. annually to ensure
rank employees as well as responsiveness.
submitted applications,
referrals, etc.)
33
ELEMENT
ELEMENT
TRANSACTIONAL
STRATEGIC

Recruitment Plan
describe/explain can describe/explain how describe/explain their explain their involvement
how the Agency the Agency’s Recruitment involvement in planning in planning recruitment
recruits. Plan meets anticipated recruitment of candidates of candidates for vital
vacancies for the year. for vital and hard-to-fill and hard-to-fill positions
positions for the medium for the long term (over 3
term (2-3 years). years).

talent attraction
The Agency The Agency recruits The Agency attracts The Agency uses
recruits possible possible candidates for possible candidates through employer branding and
candidates existing and anticipated proactive recruitment proactive recruitment
through posting vacancies within the year activities (e.g., job fairs, strategies (e.g., school
at Agency through posting in other campus recruitment, use tie-ups, internships, etc.)
premises and appropriate publication of databases of relevant to build a talent bank
publications modes (e.g., CSC bulletin agencies like CSC’s Register that supports the long-
in government of vacancies, newspapers, of Eligibles, Professional term workforce plan.
bulletins, as Agency website, social Regulation Commission,
required. networking, etc.). professional associations,
etc.) to build a talent bank
that supports the medium
term workforce plan.
34
ELEMENT
ELEMENT
TRANSACTIONAL
STRATEGIC

talent attraction
describe/explain can describe/explain how describe/explain how they explain the Agency’s
how candidates candidates are sourced. are involved in attracting employer brand and
are sourced. possible candidates recruitment strategies
through various recruitment and how these helped
activities to support the build a talent bank to
medium-term workforce support the long-term
plan. workforce plan.
The Agency’s The Agency’s annual The analysis of the Agency’s The analysis of the
recruitment recruitment activities are applicant diversity profile in Agency’s applicant
activities promote planned to attract diverse the last 2-3 years is used to diversity profile in at
equal opportunity applicants regardless of develop strategies to attract least 4 years is used to
for everyone, gender, civil status, age, diverse applicants. set workforce diversity
regardless of disability, ethnicity, religion, targets and develop
gender, civil etc. strategies to attract
status, age, diverse applicants.
disability,
ethnicity, religion,
eeop
etc., to apply for

vacant positions.
35
ELEMENT
ELEMENT
TRANSACTIONAL
STRATEGIC
The HRMO The managers/supervisors The top management Everyone can describe/
can describe/ can describe/explain how can describe/explain explain how a diverse
explain how the Agency’s recruitment how theyare involved applicants’ pool has
the Agency’s strategies attract diverse in determining and contributed to hiring of
recruitment applicants and uphold equal implementing approaches best-qualified candidates
activities employment opportunity that would attract diverse for job vacancies.
promote equal principles. applicants to job vacancies.
opportunity
for everyone,
regardless of
gender, civil
status, disability,
ethnicity,
eeop
religion, etc., to
apply for vacant
positions.
36
Pillar:
talent sourcing
Competencies Lens

Initiates Develops a Recruitment Plan Develops a Recruitment Develops a Recruitment

recruitment that includes internal and Plan that supports Plan that supports
activities in external sources, based on the medium-term (2-3 the long-term (over 3
response to anticipated vacancies within years) workforce plan, years) workforce plan,
Recruitment
requests to fill up the year, in collaboration in collaboration with in collaboration with

vacated or newly with managers/ supervisors top management and top management and
created positions of offices with anticipated managers/ supervisors. managers/ supervisors.
Planning
following vacancies.
CSC policy
guidelines.
37
ELEMENT
PILLAR BASIC
BASIC INTERMEDIATE
ADVANCED SUPERIOR
SUPERIOR
ELEMENT
Develops notice Develops notice of Develops and implements Develops and

talent attraction
of vacancies that vacancies that attracts proactive recruitment implements employer

promote equal diverse applicants and activities (e.g., job fairs, branding and proactive
opportunities initiates posting in other campus recruitment, use recruitment strategies
for everyone, appropriate publication of databases of relevant (e.g., school tie-ups,
regardless of modes (e.g., CSC bulletin agencies like CSC’s Register internships, career
gender, civil of vacancies, newspapers, of Eligibles, Professional counselling, etc.) to
status, disability, Agency website, social Regulation Commission, attract diverse potential
ethnicity, networking, etc.). professional associations, candidates for talent
religion, etc., etc.) to attract diverse banking to support the
to apply, and potential candidates for long-term workforce
initiates posting talent banking to support plan.
according to medium-term workforce
CSC policy plan.
guidelines.
38
Pillar:
Talent Selection and Placement

selection criteria
The Agency’s The Agency’s selection The Agency’s selection The Agency’s selection
selection criteria criteria are based on criteria are based on criteria are based
are based on updated job description competency-based job on qualifications,
CSC-prescribed and approved/prescribed description and approved competencies and
minimum Qualification Standards Qualification Standards potential to assume
Qualification specific for the position to specific for the position to higher position and
Standards for the be filled. be filled. responsibilities within the
position to be organization.
filled.
39
ELEMENT
ELEMENT
TRANSACTIONAL
STRATEGIC
selection criteria
The HRMO The PSB and managers/ The top management can Everyone can describe/
can describe/ supervisors can describe/ describe/explain how they explain how the selection
explain the explain the Agency’s were involved in developing criteria have resulted
CSC-prescribed approved/prescribed the selection criteria for in selecting the best-
minimum Qualification Standards and positions to be filled. qualified and high-
Qualification updated job descriptions for potential candidates for
Standards for positions that were recently vacant positions.
positions that filled up (i.e., past year).
were recently
filled up (i.e.,
past year).

Selection Process
The assessment The assessment and The assessment and The assessment and
Assessment and
and selection selection process uses selection process uses selection process uses
process is appropriate additional tools appropriate additional tools multi-rater and multi-
compliant with to evaluate candidate’s to evaluate candidates source approaches (e.g.,
procedures functional/technical against competency competency-based
prescribed in qualifications for the job requirements for the simulations, portfolio
relevant CSC (e.g., trade test, paper and position (e.g., behavioral review, etc.) to assess
issuances. pencil test of functional events interview, proficiency fitness and potential of
knowledge, etc.), and test, etc.). candidates.
background investigation for
short-listed candidates.
40
ELEMENT
ELEMENT
TRANSACTIONAL
STRATEGIC

Selection Process
Assessment and
The HRMO The PSB and managers/ The top management can Everyone can describe,
can describe/ supervisors can describe/ describe, explain or cite explain or cite examples
explain how explain how candidates examples of how they of how best qualified
candidates are are evaluated vis-à-vis apply competency-based and high-potential
evaluated vis-à- the approved/prescribed assessment processes to candidates are selected
vis prescribed Qualification Standards and evaluate candidates. through fair, transparent
minimum updated job descriptions. and equitable selection
Qualification processes.
Standards.
The Agency’s The Agency’s assessment The Agency’s assessment The Agency’s assessment
assessment and and selection criteria and selection criteria and and selection criteria
selection criteria processes are responsive processes consider equal and processes consider
and processes to applicants with special employment opportunity equal employment
promote equal needs (e.g., auxiliary aids principles (e.g., affirmative opportunity principles
employment and services to visually or action) where candidates (e.g., affirmative action)
opportunity hearing impaired). possess comparable where candidates
for everyone, competencies. possess comparable
regardless of competencies, guided
gender, age, by a targeted workforce
disability, civil diversity profile.
status, ethnicity,
EEOP
religion, etc.,
as prescribed in
relevant laws and
issuances.
41
ELEMENT
ELEMENT
TRANSACTIONAL
STRATEGIC
describe/explain supervisors can cite can describe/explain explain how they
the diversity examples of how the how they are involved in evaluate the Agency’s
profile of the Agency’s assessment and ensuring that the Agency’s assessment and selection
Agency’s new selection criteria and assessment and selection criteria and processes
recruits. processes promote equal criteria and processes to meet and sustain
opportunity for applicants consider equal employment targeted workforce
regardless of gender, opportunity principles. diversity profile.
EEOP
disability, civil status,

ethnicity, religion, etc.
The Agency The Agency has an The Agency implements The Agency implements
has a basic orientation program that and evaluates a 3-6 month and evaluates 6–12
orientation helps employees understand onboarding program to month onboarding
program that performance expectations, establish and strengthen program to promote job
onboarding
informs new reporting relationships interpersonal and performance, employee

hires about and information networks organizational relationships satisfaction and retention
job scope and needed to perform job. to facilitate adjustment among new hires and
office rules and and immersion into the employees who are new
regulations. new work environment and in their role.
organization.
42
ELEMENT
ELEMENT
TRANSACTIONAL
STRATEGIC
The HRMO The managers/supervisors The top management can Everyone can describe,
can explain can explain how they describe, explain or cite explain or cite examples
its orientation orient new employees examples of how they of how the onboarding
onboarding
program for and employees new in have been involved in program has contributed
new hires and their role about what are facilitating communication to job performance,
employees new expected of them on the job and information exchange employee satisfaction
in their role. and available information to enable new hires and and retention among
(HRMO) networks to help them in employees new in their new hires, and
their new job. role to appreciate their job employees new in their
in relation to other offices role.
within the Agency.
43
Pillar:
Talent Selection and Placement
Competencies Lens

Selection Criteria
Applies minimum Updates job description Develops competency- Develops criteria for
Qualification and develops specific based job description assessing candidate’s
Standards in Qualification Standards for a and specific Qualification potential to assume
filling up a job position to be filled. Standards for a position to higher position and
Development
vacancy. be filled. responsibilities within the

Agency.
44
Candidate Assessment
Implements Develops/acquires and uses Develops/acquires and uses Develops/acquires and

assessment and appropriate assessment appropriate assessment uses multi-rater and
selection process tools to evaluate candidate’s tools to evaluate candidates multi-source approaches
compliant with behavioral and functional/ against competency (e.g., competency-
procedures technical qualifications for requirements for the based simulations,
and Selection
prescribed in the job (e.g., trade test, position (e.g., behavioral portfolio review, etc.)
relevant CSC paper and pencil test of events interview, technical to assess fitness and
issuances in functional knowledge, proficiency test, etc.), in potential of candidates,
collaboration etc.), and background collaboration with the in collaboration with
with the PSB and investigation for short-listed PSB and hiring managers/ the PSB and hiring
hiring managers/ candidates, in collaboration supervisors. managers/ supervisors.
supervisors. with the PSB and hiring
managers/ supervisors.
45
ELEMENT
PILLAR BASIC
BASIC INTERMEDIATE
ADVANCED SUPERIOR
SUPERIOR
ELEMENT
Applies Develops/acquires and Develops/acquires and Develops/acquires and

assessment and applies assessment and applies assessment and applies assessment and
selection criteria selection processes that selection criteria and selection criteria and
Application of
and processes respond to applicants with processes that consider processes that consider
that promote special needs (e.g., auxiliary equal employment equal employment
equal opportunity, aids and services to visually opportunity principles opportunity principles
regardless of or hearing impaired). (e.g., affirmative action) (e.g., affirmative action)
gender, age, where candidates possess where candidates
disability, civil comparable competencies. possess comparable
status, ethnicity, competencies, guided
religion, etc., to by a targeted workforce
EEOP
apply for vacant diversity profile.

positions as
prescribed in
relevant laws and
issuances.
Develops and Develops and implements Develops, implements Develops, implements

Onboarding Program
implements an orientation program that and evaluates a 3-6 month and evaluates a 6- to
basic orientation helps employees understand Onboarding Program 12-month Onboarding
program that performance expectations to help employees Program to promote job
informs new and information networks establish and strengthen performance, employee
hires about job in collaboration with interpersonal and satisfaction and retention
scope and basic managers/ supervisors. organizational relationships among new hires and
Management
office rules and to facilitate adjustment employees new in their

regulations. and immersion into the role.
new work environment and
organization.
46
Maturity Indicators for Learning and Development
Pillar:
governance

The Agency’s The Agency’s L&D policies The Agency’s L&D The Agency’s L&D
Learning and and/or processes are policies and processes are policy and processes are
Development customized to Agency’s competency-based and proactively reviewed and
(L&D) policies requirements, and include linked with other core HRM updated to respond to
and processes specific guidelines on areas (i.e., RSP, PM and changes in the Agency’s
comply with application of equal R&R). strategic goals.
CSC-issued L&D opportunity principles.
policy
policies and
guidelines.
47
ELEMENT
ELEMENT
TRANSACTIONAL
STRATEGIC
The HRMO The Personnel Development The top management can Everyone can describe/
can describe/ Committee (PDC) and describe/explain how they explain how the
explain how managers/ supervisors have been involved in Agency’s L&D policies
the Agency’s can describe/explain how linking the Agency’s L&D and processes have
L&D policies Agency’s L&D policies policies and processes with responded to changes
and processes and processes meet the other core HRM areas. in the Agency’s strategic
policy
comply with CSC Agency’s needs. goals.

policy.
The Agency The Agency has a PDC The Agency has a PDC that The Agency has a PDC
has a Personnel that performs additional collaborates with managers/ that collaborates with top
Development functions to address supervisors, HRMO management, managers/
Structure and
Committee specific L&D needs (e.g., and other HR bodies to supervisors and HRMO
(PDC) that is develops customized criteria strengthen the link between to proactively review and
constituted and screening process L&D and other HRM core update the L&D system
and performs for selecting nominees areas. to respond to changes
functions and to scholarships and in the Agency’s strategic
responsibilities conferences). goals.
according to
Roles
CSC policy.
48
ELEMENT
ELEMENT
TRANSACTIONAL
STRATEGIC

Structure and
The HRMO can The PDC and managers/ The top management can Everyone can describe/
describe/explain supervisors can describe/ describe/explain how they explain how the Agency’s
the PDC’s role explain the functions of have used information L&D processes have
in the Agency’s the Committee and how it generated by other core HRM enhanced individual
L&D processes. selects and recommends areas (e.g., RSP and PM) in competencies and
qualified candidates to making L&D decisions, or how organizational capacity
Roles
training and scholarship they (TM and M/S) have used to pursue the Agency’s
programs. L&D-generated information in strategic goals.
making decisions in other core
HRM areas.
The Agency The Agency tracks the efficiency The Agency tracks the The Agency uses L&D-
relies on CSC of L&D processes and uses data effectiveness of L&D processes, generated data to
review mechanisms
feedback on its to improve system: its linkages with other HR core evaluate overall L&D
compliance with systems, and uses data to function and make
L&D policy. improve system: strategic decisions
- Percentage of employees
provided L&D intervention (i.e.,
alignment and
compliance with required 1 HR - Learners’ Profile (including data
responsiveness of L&D to
intervention per employee) on gender, age, disability, civil
- Budget utilization status, religion, ethnicity, etc.)
- Participants’ feedback on - Evaluation of acquisition and
conduct of L&D interventions application of learning (Level 2
(Level 1 Evaluation) and Level 3 Evaluation)
- Employee performance after
L&D intervention
- Tracking of competency
improvement
49
ELEMENT
ELEMENT
TRANSACTIONAL
STRATEGIC
The HRMO can The PDC and managers/ The top management Everyone can describe/
mechanisms
Agency gets explain how the Agency how the Agency tracks uses L&D- generated
CSC feedback on tracks the efficiency of L&D the effectiveness of L&D data to evaluate L&D
its compliance processes, and uses data to processes, and uses data to system and make
review
with L&D policy. improve system. improve system. strategic decisions

alignment and
responsiveness of L&D to

technology) technology) technology) technology)
information and
The Agency uses The Agency uses a The Agency maintains an The Agency has an
manual records computer-based system Information Management enterprise Information
communication
management to maintain L&D data and System that shows link Management System that
to maintain documents. between L&D and other links the core HRM areas
L&D data and core HRM areas (i.e., RSP, with other HRM and
documents. PM and R&R). organizational systems
payroll, etc.).
50
ELEMENT
ELEMENT
TRANSACTIONAL
STRATEGIC

of technology) technology) technology) technology)
TThe HRMO can The PDC and managers/ The top management Everyone can describe/
used to maintain system used to maintain Information System links System links the core
L&D data and L&D data and documents. L&D and other core HRM HRM areas with other
information and communication
documents. areas. HRM and organizational

systems.
Systems: Systems: (Database Systems: (Database Systems: (Database

(Database content) content) content)
content)
The Agency maintains The Agency maintains The Agency maintains
The Agency documentation and records on: documentation and records documentation and
maintains and on: records on:
has ready
- L&D process flow
access to all
- System review data on L&D - System review data on - Historical data
L&D data and
efficiency L&D effectiveness on efficiency and
documentary
- System implementation effectiveness of L&D
requirements
(e.g., PDC recommendations,
based on - L&D policy and process
L&D documentation and
relevant CSC flow showing link to other - L&D policy and
reports, etc.)
issuances. core HRM areas process flow showing
- Learning Service Provider
link to other HRM and
(LSP) management system
organizational systems
(e.g., profile of internal and
external resource persons)
51
ELEMENT
ELEMENT
TRANSACTIONAL
STRATEGIC

information and communication
content)
The PDC and managers/ The top management can Everyone can describe/
The HRMO can supervisors can describe/ describe/explain how they explain the benefits
describe/explain explain that the agency can participate in providing of maintaining
that the agency maintains documentation inputs and accessing data in documentation/records
maintains and and records on: the system. on the efficiency and
has ready access effectiveness of L&D.
to data and
- L&D process flow
documentary
requirements
based on - System review data on L&D
CSC and efficiency
other relevant
issuances. - System implementation
(e.g., PDC minutes of
52
Pillar:
governance
Competencies Lens

Policy Review and
Refers to L&D Reviews and refines L&D Develops L&D policies Leads the proactive
policies and policies, policy guidelines and/or policy guidelines review and updating
guidelines issued and/or processes to meet that clearly define link with of L&D policies and
by CSC and agency requirements and other core HRM areas, in processes to respond to
Formulation
DBM/GCG in promote equal opportunity collaboration with PDC, changes in the Agency’s
executing the principles in collaboration managers/supervisors and strategic goals.
Agency’s L&D with the PDC, managers/ top management.
activities. supervisors and top
management.
53
ELEMENT
PILLAR BASIC
BASIC INTERMEDIATE
ADVANCED SUPERIOR
SUPERIOR
ELEMENT
Liaises with Tracks and analyses Tracks and analyses Leads the evaluation
CSC and DBM/ efficiency of L&D effectiveness of L&D of the L&D system
GCG to ensure processes, and uses data processes, linkages with and recommends
system review
that Agency is to improve L&D policies/ other HR core systems, and improvements to ensure
updated and policy guidelines and their uses data to improve L&D continuing alignment and
compliant with execution, in collaboration policies/policy guidelines responsiveness of L&D to
L&D-related with the PDC, managers/ and their execution, in Agency’s strategic goals.
issuances. supervisors and top collaboration with the PDC,
management. managers/ supervisors and
top management.
Uses manual Uses computer-based Maintains Human Resource Manages L&D module in
records records and data Information Management the Agency’s Enterprise
use of technology
management management system to System that shows link Information Management

to maintain maintain L&D documents. between L&D and other System that links the core
L&D data and core HRM areas (i.e., L&D, HRM areas with other
documents. PM and R&R). HRM and organizational
systems.
54
ELEMENT
PILLAR BASIC
BASIC INTERMEDIATE
ADVANCED SUPERIOR
SUPERIOR
ELEMENT
L&D policies and Agency on L&D system and a communication plan information collaterals
communication
by CSC and system review data on engagement of everyone brochures, handbooks,

DBM/GCG and to top management, in executing L&D programs etc.) to promote
other relevant managers/ supervisors and and processes. consistent application of
agencies to the PSB. Agency L&D system and
everyone in the processes.
Agency.
55
Pillar:
Planning and M&E

The Agency has The Agency has an annual The Agency has a The Agency has a
a list of available Learning and Development medium-term (2-3 years) competency-based
L&D Planning
external training Plan based on a needs competency-based long-term (over 3

programs that assessment of employees Learning and Development years) Learning and
respond to regardless of gender, civil Plan that is linked to other Development Plan that is
requests of status, age, disability, core HRM areas (e.g., RSP aligned with the Agency’s
managers/ ethnicity, etc. and PM). strategic goals.
supervisors.
56
describe/explain supervisors can describe/ can describe/explain explain how L&D
L&D planning
available training explain their plan to their involvement in the interventions are
programs, meet the learning and formulation of the L&D plan enabling him/her to meet
including those development needs of their and budget, and how this current and future needs
from external employees. addresses the medium-term of the Agency.
providers. requirements of the Agency.
57
ELEMENT
ELEMENT
TRANSACTIONAL
STRATEGIC
The Agency uses The Agency uses L&D The Agency has an L&D The Agency has an L&D
tool/s to gather evaluation tools/ processes evaluation framework, evaluation framework,
participants’ to assess participants’ to assess or recommend tools and processes to
feedback on acquisition of learning vis-à- the improvement assess or recommend the
the conduct of vis learning objectives (i.e., in participants’ job improvement in unit or
L&D Monitoring and Evaluation
L&D programs Level 2 or learning level performance as a result Agency’s performance as

(i.e., Level 1 or evaluation). of the L&D intervention a result of participants’
reaction level (i.e., Level 3 or behaviour/ application of learning
evaluation). application level on the job (i.e.,
evaluation). Level 4 or results or
organizational outcome
level evaluation).
describe/explain supervisors can describe/ can describe/explain how explain how L&D
how the Agency explain how the Agency they assess participants’ has contributed to
gathers feedback assesses the learning application of learning on improving unit or Agency
from participants acquired by participants the job and its effect on performance.
regarding the from L&D interventions. individual performance.
conduct of L&D
programs they
attended.
58
Pillar:
Planning and M&E
Competencies Lens

Consolidates Develops and uses learning Develops and applies Develops and applies
learning needs needs assessment (LNA) process for collating and tools and mechanisms to
Learning Needs
of employees tools and methods to analysing performance gather data from internal
using input identify learning needs of evaluation data to support or external clients to
from managers/ employees to guide L&D LNA results as basis for L&D identify learning needs of
Assessment
supervisors planning. planning. employees to guide L&D

to guide L&D planning.
planning.
59
ELEMENT
PILLAR BASIC
BASIC INTERMEDIATE
ADVANCED SUPERIOR
SUPERIOR
ELEMENT
Researches and Develops an annual L&D Develops a medium-term Develops a competency-

compiles a list of Plan that identifies training (2-3 years) competency- based long-term (more
available training programs to address based L&D Plan based that 3 years) L&D Plan
programs that employee’s learning on LNA results and that is aligned with the
respond to needs based on a needs performance data, that Agency’s strategic goals,
Development
requests of assessment, in collaboration includes training and non- in collaboration with

managers/ with managers/ supervisors. training interventions, managers/ supervisors.
supervisors to (following the 70-20-10
L&D Plan
address their principle), in collaboration

staff’s L&D with top management and
needs. managers/ supervisors.
M&E Plan Development
Implements Develops and uses Develops and uses Develops and uses
existing M&E Plan for tracking M&E Plan for tracking M&E Plan for tracking
procedures and assessing the and assessing the and assessing the
for monitoring implementation and results implementation and results implementation and
training of the annual L&D Plan. of the medium-term L&D results of the long-term
and Execution
programs. Plan. L&D Plan.
60
ELEMENT
PILLAR BASIC
BASIC INTERMEDIATE
ADVANCED SUPERIOR
SUPERIOR
ELEMENT
Develops Develops pre-and post- Develops tools (e.g., Develops tools and
post-training test questionnaire/tools learning application approaches (e.g.,
evaluation and approaches (e.g., templates, re-entry survey, FGD, etc.) for
form for use recap and review activities, action plan templates, use in monitoring and
in gathering etc.) for use in assessing etc.) and approaches evaluation of L&D results
M&E Tools and
participants’ participants’ acquisition (knowledge exchange in the workplace.

feedback (Level of knowledge (Level 2 and conversations, peer
Approaches
Developing
1 evaluation). evaluation). coaching, etc.) to support

learning application and its
M&E in the workplace.
61
Pillar:
execution

The agency The agency has a training L&D intervention design L&D intervention
has a training design process that involves process includes identifying design process includes
design process developing terminal and workplace application identification of desired
that is mainly session objectives aligned objectives to guide training organizational outcome
focused on with validated learning activity plan preparation (also known as workplace
identifying topics needs of targeted learners, and implementation and development objectives)
and activities to to guide training activity transfer of learning on the to align intervention to
design
address learning plan preparation and job. Agency’s strategic goals.

needs in a implementation.
classroom setting.
62
The HRMO can The managers/ supervisors The top management can Everyone can describe,
describe/explain can describe or cite example describe or cite examples explain or cite examples
the training of how L&D design process of how the L&D intervention of how the L&D
design process aligns the training objectives process address interventions are aligned
in the Agency. with the learning needs of performance gaps in the to and contribute
the target employees workplace. to achieving agency
strategic goals.
design
63
ELEMENT
ELEMENT
TRANSACTIONAL
STRATEGIC
The Agency The Agency designs The Agency designs The Agency adopts a
adopts training programs that use various non-training process for using M&E
classroom- a mix of methodologies L&D interventions (e.g., data to continually
based learning that are learner-centred coaching, job rotation, improve and introduce
programs that (i.e., experiential and benchmarking, etc.) innovations to the design
mostly use participative) to facilitate to support the 70-20- of L&D interventions.
lectures or achievement of learning 10 learning principle
presentations. objectives. The design in achieving learning
is captured in a training objectives. The design is
activity plan. captured in an L&D activity
plan (e.g., coaching plan,
benchmarking plan, etc.).
The HRMO The managers/ supervisors The top management can Everyone can describe,
can describe can describe or cite describe or cite examples explain or cite examples
classroom based examples of in-house of non-training L&D of how the Agency
learning program training programs that use a interventions that they have has improved L&D
of the Agency. mix of methodologies that experienced to address interventions to achieve
are appropriate to identified learning needs. agency strategic goals.
learning objectives.
design
64
ELEMENT
ELEMENT
TRANSACTIONAL
STRATEGIC
The Agency The Agency develops The Agency develops The Agency has a
uses learning customized learning customized job aids (e.g., process for reviewing
materials materials and training aids checklists, templates, and updating L&D
and training to support delivery of L&D etc.) and learning tools materials to keep pace
aids that are programs. (e.g., journals) to support with technology and
available and/ application of learning to ensure their effectiveness
or obtained from the workplace. in supporting learning
other sources acquisition and
(e.g., internet, application.
external resource
persons, CSC
materials, etc.).
The HRMO The managers/supervisors The top management can Everyone can explain
can describe/ can describe/explain the describe, explain or cite or cite examples of
explain where types of learning materials examples of the types how learning materials
development
the Agency and training aids that are of job aids and learning and job aids have
sources learning used in in-house training tools that they have used facilitated his/her
materials and programs that they have to support application of learning acquisition and
training aids. attended. learning to the workplace. application.
65
ELEMENT
ELEMENT
TRANSACTIONAL
STRATEGIC
The agency’s The agency’s L&D The agency’s follow-through The Agency has a
training delivery interventions are executed, L&D interventions (e.g., process for reviewing
follows an outline monitored and evaluated learning conversations, etc.) and improving L&D
that covers list based on activity plan. are executed, monitored implementation to
of topics and and evaluated to support ensure effectiveness in
activities. workplace application of achieving targeted L&D
learning. results.
The HRMO The managers/supervisors The top management can Everyone can describe,
can describe/ can describe/explain explain or cite examples explain or cite positive
explain a how delivery of training of their involvement in outcomes of L&D
training program programs according to implementing training interventions on
delivered training activity plan is and non-training L&D learning acquisition
according to ensured. interventions, and and application and
delivery
training outline. monitoring and evaluating improvements in unit/

workplace application. Agency performance.
66
ELEMENT
ELEMENT
TRANSACTIONAL
STRATEGIC

Learning Service Provider Management
The Agency has The Agency has guidelines The Agency has a system The Agency has a
a list of learning for identifying, monitoring for accrediting, managing process for regularly
service providers and evaluating efficiency and evaluating learning reviewing LSP
that can be and effectiveness of L&D service providers to ensure management system
tapped for L&D service providers. efficient and effective L&D to ensure optimum
services. services. contribution in achieving
L&D results.
The HRMO can The managers/supervisors The top management can Everyone can describe,
identify learning can explain/ describe the explain/ describe how they explain or cite positive
service providers Agency’s guidelines for are involved in accrediting, outcomes of engaging
that Agency has identifying, monitoring and managing and evaluating learning service
tapped for L&D evaluating the efficiency and learning service providers providers in achieving
services. effectiveness of L&D service to ensure efficient and Agency’s L&D goals.
providers. effective L&D services.
67
Pillar:
execution
Competencies Lens

Prepares training Prepares training activity Designs non-training Designs L&D

session outline plan* that includes terminal L&D interventions (e.g., interventions that require
that covers and session objectives, coaching, job rotation, a mix of training and
interventions
topics and topics and methodologies benchmarking, etc.) non-training approaches

Designing L&D
activities. to address validated to address validated to address validated

learning needs of specific learning needs of specific learning needs of specific
groups. groups, and prepares groups, and prepares
implementation plan* training activity and
(e.g., coaching plan, implementation plan.
benchmarking plan, etc.)
68
Sources learning Develops customized Develops customized Reviews and updates

materials learning materials and job aids (e.g., checklists, L&D materials to keep
and training training aids to support templates, etc.) and pace with technology and
aids from the delivery. learning tools (e.g., journals) ensure their effectiveness
Developing L&D
internet, external to support application of in supporting learning

service providers, learning to the workplace. acquisition and
CSC, etc. application.
materials
69
ELEMENT
PILLAR BASIC
BASIC INTERMEDIATE
ADVANCED SUPERIOR
SUPERIOR
ELEMENT
Coordinates Conducts or manages Conducts or manages Reviews and improves

classroom- implementation of L&D follow-through interventions or delivery of L&D
based training interventions based on to support workplace interventions based
Delivery of L&D
programs activity plan. application of learning, on evaluation data to

interventions
following a in collaboration with ensure their effectiveness

schedule. managers/ supervisors. in supporting learning
acquisition and
application.
Gathers Facilitates and monitors Facilitates and monitors Monitors and supports
Learning Management
feedback from participants’ learning participants’ learning learning process of

participants process during training process during participants back in
at the end of program using appropriate implementation of non- the workplace using
the training management of learning training interventions using appropriate activities
program on how activities (e.g., journaling, appropriate management (e.g., brown bag
their learning is reflection sessions, etc.). of learning activities (e.g., sessions, conversations,
facilitated. journaling, reflection etc.).
sessions, etc.).
70
ELEMENT
PILLAR BASIC
BASIC INTERMEDIATE
ADVANCED SUPERIOR
SUPERIOR
ELEMENT
Uses tools to Uses tools/ approaches Uses tools/ approaches, Uses tools/ approaches,
elicit participant to assess the learning in collaboration with in collaboration with
feedback about acquired by participants and managers/supervisors, to managers/supervisors, to
Conducting M&E
the conduct recommends improvements assess workplace learning assess the contribution
of training in the design and conduct application and individual of L&D interventions
programs and of L&D interventions, and performance improvement, to unit and/or
recommends follow-through activities to and recommends Agency performance
improvements supplement learning. appropriate interventions. improvement, and
based on an recommends appropriate
analysis of data. actions.
Prepares a list of Develops and applies Develops and implements Reviews and improves
learning service guidelines for identifying, a system for accrediting, LSP management system
providers that monitoring and evaluating managing and evaluating based on M&E results
Managing Learning
can be tapped efficiency and effectiveness learning service providers and feedback from
Service Providers
for L&D services. of L&D service providers. to ensure efficient and learners and managers/
effective L&D services. supervisors to ensure
optimum contribution in
achieving L&D results.
71
Maturity Indicators for Performance Management
Pillar:
governance

The Agency’s The Agency’s PM policies The Agency’s PM policies The Agency has PM
Performance and/or processes are and processes cover policy and processes that
Management customized to Agency’s competency requirements are proactively reviewed
policies and requirements, and include and are linked with other and updated to respond
processes specific guidelines on core HRM areas (i.e., RSP, to changes in the
comply with application of equal L&D and R&R). Agency’s strategic goals.
PMS policies and opportunity principles.
policy
guidelines issued
by CSC and
other relevant
authorities.
72
The HRMO can The Performance The top management can Everyone can describe/
explain how Management Team (PMT) describe/explain their explain how the
the Agency’s and managers/ supervisors involvement in linking the Agency’s PM policies
Performance can explain how Agency’s Agency’s PM policies and and processes address
Management PM policies and processes processes with other core changes in the Agency’s
policies and meet the Agency’s needs. HRM areas (i.e., RSP, L&D strategic goals.
processes comply and R&R).
policy
with policies and

guidelines issued
by CSC and
other relevant
authorities.
73
ELEMENT
ELEMENT
TRANSACTIONAL
STRATEGIC
The Agency has The Agency has a PMT The Agency has a PMT that The Agency has PMT that
a Performance that performs additional collaborates with managers/ collaborates with top
Management functions to address supervisors, HRMO management, managers/
Team (PMT) that specific PM needs (e.g., and other HR bodies in supervisors and HRMO
is constituted formulates customized strengthening link between in proactively reviewing
and performs criteria, guidelines and tools PM and other core HRM and updating PM system
functions and for setting performance areas. to respond to changes
responsibilities standards). in the Agency’s strategic
according to goals.
CSC policy.
Structure and Roles
The HRMO can The PMT and managers/ The top management can Everyone can explain or
describe/explain supervisors can describe/ explain or cite examples cite examples of how the
the PMT’s role in explain the functions of the of how they have used Agency’s PM processes
the Agency’s PM team and how it reviews information generated by enable him/her to
process. office and individual other core HRM areas in contribute to achieving
performance targets and making PM decisions, or the Agency’s strategic
accomplishments. how they have used PM- goals.
generated information in
making decisions in other
core HRM areas.
74
ELEMENT
ELEMENT
TRANSACTIONAL
STRATEGIC
The Agency The Agency tracks the efficiency The Agency tracks the The Agency uses PM-
relies on CSC of PM processes and uses data to effectiveness of PM processes generated data to
feedback on its improve system: and uses data to improve system: evaluate overall PM
compliance with function, and make
PM policy. strategic decisions
- Completion of Performance - Summary and analysis of PM
Review Summary of Ratings results
alignment and
supported by signed Office and - Identification of common
responsiveness of PM to
Individual Commitment and performance gaps and reasons
Performance Review forms for gaps
- Analysis of contribution of
- Timely submission of required individual performance to office
PM forms and reports performance
- Identification of high potential
employees
- Results of Individual
Development Plan
Review Mechanisms
implementation
The HRMO can The PMT and managers/ The top management Everyone can describe/
Agency gets CSC explain how the Agency how the Agency tracks uses PM- generated data
feedback on its tracks the efficiency of the effectiveness of PM to evaluate PM system
compliance with PM processes, and how processes, and how the and make strategic
PM policy. the Agency uses data to Agency uses data to decisions to ensure
improve system. improve system. continuing alignment and
responsiveness of PM to
75
ELEMENT
ELEMENT
TRANSACTIONAL
STRATEGIC

The Agency uses The Agency uses a The Agency maintains an The Agency has an
manual records computer-based system to Information Management enterprise Information
management to maintain PM documents. System that shows link Management System
maintain PM data between PM and other core that links the core HRM
Information and Communication
and documents. HRM areas (i.e., RSP, PMS areas with other HR and
and R&R). organizational systems
payroll, etc.).

The HRMO can The PMT and managers/ The top management Everyone can describe/
used to maintain system used to maintain PM Information System links PM System links the core
PM data and data and documents. and other core HRM areas. HRM areas with other
systems.
76
ELEMENT
ELEMENT
TRANSACTIONAL
STRATEGIC

(Database Content) Content) Content)
content)
The Agency The Agency maintains The Agency maintains The Agency maintains
maintains and documentation and records documentation and records documentation and
has ready access on: on: records on:
to all data and

documentary
- PM process flow - System review data on PM - Historical data
requirements
effectiveness on efficiency and
based on
effectiveness of PM
CSC and - MFOs and success
system
other relevant indicators - PM policy and process
issuances. flow showing link to other
core HRM areas - PM policy and process
- System review data on PM
flow linked to other
efficiency
HRM and organizational
systems
(e.g., PMT minutes;
performance review
calibration results)
- Individual Development
Plans
77
ELEMENT
ELEMENT
TRANSACTIONAL
STRATEGIC

The HRMO can The PMT and managers/ The top management can Everyone can describe/
describe/explain supervisors can describe/ describe/explain how they explain the benefits
that the agency explain that the agency can participate in providing of maintaining
maintains and maintains documentation inputs and accessing data in documentation/records
has ready access and records on: the system. on the efficiency and
to data and effectiveness of PM.
documentary
- PM process flow
requirements
based on
CSC and - System review data on PM
other relevant efficiency
issuances.
(e.g., PMT minutes of
78
Maturity Indicators for PERFORMANCE MANAGEMENT
Pillar:
governance
Competencies Lens

Refers to PM Reviews and refines PM Develops PM policies and/ Leads the proactive
and Formulation
policies and policies and/or policy or policy guidelines that review and updating
guidelines guidelines to meet agency clearly define link with of PM policies and
Policy Review
issued by CSC, requirements and promote other core HRM areas, in processes to respond to
DBM/GCG and equal opportunity principles collaboration with the PMT, changes in the Agency’s
other relevant (e.g., provision of enabling managers/supervisors and strategic goals.
authorities in support for differently-abled top management.
executing the staff to meet targets), in
Agency’s PM collaboration with the PMT,
activities. managers/supervisors and
top management.
79
ELEMENT
PILLAR BASIC
BASIC INTERMEDIATE
ADVANCED SUPERIOR
SUPERIOR
ELEMENT
Liaises with Tracks and analyses Tracks and analyses Leads the evaluation
CSC and DBM/ efficiency of PM processes effectiveness of PM of the PM system,
GCG to ensure and uses data to improve or processes and uses data and recommends
system review
that Agency is recommend improvements to improve or recommend improvements to ensure

updated with in PM policies/policy improvements in PM continuing alignment and
PMS-related guidelines and their policies/policy guidelines responsiveness of PM to
issuances. execution, in collaboration and their execution, in Agency’s strategic goals.
with the PMT, managers/ collaboration with the PMT,
supervisors and top managers/ supervisors and
management. top management.
Uses manual Uses computer-based Maintains Human Resource Manages PM module in

use of technology
management management system to shows link between PM and Information Management

to maintain maintain PM documents. other core HRM areas System that links the core
PM data and HRM areas with other
(i.e., RSP, L&D and R&R).
systems.
80
ELEMENT
PILLAR BASIC
BASIC INTERMEDIATE
ADVANCED SUPERIOR
SUPERIOR
ELEMENT
PM policies and Agency on PM system and a communication plan information collaterals
communication
by CSC and system review data to top engagement of everyone in brochures, handbooks,
DBM/GCG and management, managers/ executing PM programs and etc.) to promote
other relevant supervisors and the PSB. processes. consistent application of
agencies to Agency PM system and
everyone in the processes.
Agency.
81
Pillar:
Performance Planning and Commitment


Target Setting
The Agency’s The Agency’s individual The Agency has an The Agency has an
individual target- target-setting process is individual target-setting individual target-setting
setting process guided by performance process that establishes process that is linked
establishes standards agreed upon by agreements on both to Agency strategic
success managers/supervisors and individual performance and planning and target-
indicators* that employees. competency proficiency setting process.
are supportive targets.
of unit**
performance, and
discussed and
agreed with the
employee.
82

target setting
The HRMO can The managers/supervisors The top management Everyone can explain
describe/explain can describe/explain how can explain his/her or cite examples of how
the individual individual performance individual performance and his/her individual and
performance targets are set guided by competency proficiency unit performance targets
target-setting established performance targets. contribute to the overall
process and how standards. Agency’s performance.
this supports unit
performance.
83
ELEMENT
ELEMENT
TRANSACTIONAL
STRATEGIC
The Agency’s The Agency has a process The Agency has a process The Agency has a
standard setting for establishing/ clarifying for establishing, calibrating process for establishing,
is based on CSC specific performance and reviewing performance calibrating and regularly
guidelines. standards for individual standards for all common reviewing and updating
positions vis-à-vis unit. positions across different performance standards
units. for all positions.

Standard Setting
The HRMO can The PMT and managers/ The top management can Everyone can explain
explain Agency supervisors and employees describe/explain their or cite examples of how
guidelines on can describe/explain involvement in setting the use of performance
standard setting. the process for setting performance standards for standards agreed at
performance standards common positions in the the beginning of the
at the beginning of the Agency. performance period
performance period. has contributed to a
shared understanding
of performance
expectations.
84
Pillar:
Performance Planning and Commitment
Competencies Lens

Orients everyone Reviews and analyzes Develops process and Leads the review and
on the Agency’s alignment of individual guidelines for formulating refinement of target-
target setting
target-setting targets with unit targets, performance measures setting process to ensure
process. in collaboration with and targets, and orients continuing alignment to
managers/ supervisors, and managers/supervisors and Agency’s strategic goals.
provides recommendations PMT.
for improvement to
concerned unit.
85
ELEMENT
PILLAR BASIC
BASIC INTERMEDIATE
ADVANCED SUPERIOR
SUPERIOR
ELEMENT
Collaborates Reviews and analyzes Develops process and Leads the review and
standard setting
with PMT and performance standards, guidelines for establishing refinement of the process
managers/ in collaboration with and calibrating performance for establishing and
supervisors in managers/ supervisors, and standards, and orients calibrating performance
developing provides recommendations managers/ supervisors and standards.
performance for improvement to PMT.
standards. concerned unit.
86
Pillar:
Performance Monitoring and Coaching
PILLAR LEVEL 1 - TRANSACTIONAL LEVEL 2 - LEVEL 3 - LEVEL 4 -

PILLAR
ELEMENT
ELEMENT TRANSACTIONAL PROCESS DEFINED
STRATEGIC

The Agency has tool/s that The Agency has The Agency has The Agency has
managers/ supervisors processes (e.g., periodic processes (e.g., periodic processes and tools
Performance Tracking
use to track individual review) that managers/ review) and tools that that are used within
performance (e.g., CSC supervisors and managers/supervisors the performance
sample tools). employees use to track use to track unit period to gather
individual performance. performance. feedback on individual
and unit performance
from internal and
external clients.

The HRMO can explain what The managers/ TThe top management Everyone can
tool(s) is (are) used to track supervisors can describe can explain their explain or cite
individual performance. the tools and processes involvement in tracking examples of the
they use to track individual and unit positive outcomes
individual performance. performance. of performance
tracking in achieving
performance targets.
87
ELEMENT
ELEMENT
TRANSACTIONAL
STRATEGIC
Performance The Agency has The Agency’s coaching The Agency has a
feedback is given performance coaching mechanism is linked to process for reviewing
to employees as mechanism that is linked to L&D (e.g., provision of and improving
need arises (e.g., performance tracking. appropriate interventions monitoring and coaching
demonstration during performance period mechanisms to ensure
Providing Performance Support
of effective to support competency that these support

or ineffective development), and optimum performance of
behaviours). R&R (e.g., recognizing individuals and units.
demonstration of extra-
ordinary contribution).
The HRMO can The managers/supervisors The top management can Everyone can explain
describe/ explain and employees can explain explain or cite examples or cite examples of the
the Agency’s how performance coaching of their involvement in positive outcomes of
performance is provided to affirm and/or ensuring that performance providing performance
feedback improve performance. tracking and coaching coaching and support for
process. data is used as basis for optimum performance of
providing L&D and/or individuals and units.
R&R support to individuals
and units within the
performance period.
88
Pillar:
Performance Monitoring and Coaching
Competencies Lens

Provides Develops individual and unit Monitors application of Develops and uses tools
managers/ performance tracking tools performance tracking and processes to gather
supervisors and processes, and orients tools and processes, and feedback on individual
with existing managers/supervisors and provides assistance to and team performance
performance
tool/s for use employees on their use. managers/supervisors on from internal and
in tracking their use. external clients, in
individual collaboration with
tracking
performance. managers/ supervisors.
89
ELEMENT
PILLAR BASIC
BASIC INTERMEDIATE
ADVANCED SUPERIOR
SUPERIOR
ELEMENT
Disseminates Adopts performance Monitors application of Develops and

existing coaching framework performance coaching implements strategies
Providing Performance
guidelines and develops tools framework and tools, and to institutionalize

on providing (e.g., coaching guide or collaborates with managers/ coaching and other
performance template) and orients supervisors in providing forms of purposive
feedback to managers/supervisors on its appropriate L&D or R&R conversations (e.g.,
managers/ application. support. brown bag meetings,
supervisors. etc.) to support
optimum performance of
individuals and units.
Support
90
Pillar:
Performance Review and Evaluation

Performance Review
The Agency’s The Agency’s individual The Agency’s individual The Agency’s individual
and Evaluation
individual performance review performance review performance review and

performance and evaluation process and evaluation process evaluation process is
review and involves validation of includes assessment of regularly reviewed and
evaluation employees’ self-rating individual performance improved to ensure that
process complies by managers/supervisors and proficiency in job- individual performance
with CSC and based on documented related competencies. continues to contribute
other relevant accomplishments. Ratings are used as basis to achieving unit and
guidelines. for HR decisions (e.g., on Agency strategic goals.
reward and recognition,
learning and development,
promotion, etc.).
91
ELEMENT
ELEMENT
TRANSACTIONAL
STRATEGIC

Performance Review
describe/explain can describe/explain how explain or cite examples or cite examples of
the performance individual performance is of how performance how fair and objective
and Evaluation
review and reviewed and evaluated. evaluation results are used assessment of individual
evaluation in making HR decisions. performance helps him/
process done her appreciate individual
by employees’ contribution to achieving
immediate unit and Agency strategic
supervisors. goals.
Calibrating Performance
The Agency’s The Agency has a The Agency has a process The Agency regularly
process for customized process for for calibrating performance reviews and improves the
reviewing reviewing performance assessments for consistency process for calibrating
performance assessments to ensure across similar jobs with performance assessments
assessments agreed performance comparable performance to ensure objectivity and
complies with standards have been measures and targets. consistency.
Assessments
CSC guidelines. applied.
92
ELEMENT
ELEMENT
TRANSACTIONAL
STRATEGIC
The HRMO can The PMT and managers/ The top management can Everyone can explain
describe/explain supervisors can describe/ explain or cite examples or cite examples of how
how performance explain how agreed of their involvement in the Agency’s calibration
assessments performance standards ensuring that uniform process has ensured the
are reviewed are applied in reviewing performance standards are fairness and objectivity
to ensure individual performance applied in assessing the of performance
Assessments
compliance with assessments. performance of employees assessments.

CSC guidelines. in similar jobs.
93
Pillar:
Performance Review and Evaluation
Competencies Lens

Managing Performance
Review and Evaluation
Orients everyone Monitors the alignment Develops and applies Leads the proactive
on CSC policies of individual and unit guidelines and processes review of the individual
and guidelines performance assessment, in for using performance performance assessment
on performance collaboration with PMT and management assessment in process to strengthen
review and managers/supervisors, and making HR decisions, e.g., alignment with and
evaluation, provides recommendations on reward and recognition, sustain contribution
including how for improvement. learning and development, to unit and Agency
to accomplish promotion, and others. performance.
prescribed
Process
forms.
94
Orients everyone Monitors consistency in Develops and applies Leads the proactive
on CSC and application of policies guidelines and processes review of processes for
other relevant and guidelines in the for calibrating performance calibrating performance
policies and process for calibrating assessments, in assessments to ensure
guidelines on performance assessments, collaboration with the PMT. continued fairness and
calibrating in collaboration with objectivity.
performance the PMT, and provides
Assessments
assessments.. recommendations for

improvement.
95
Pillar:
development planning

Agency uses CSC- Agency uses customized Agency has a process/ Agency has a
prescribed form planning templates (e.g., tool for developing and mechanism for reviewing
Development
(e.g., IPCR) to record individual development using competency-based implementation and

comments and plan) to discuss and development plans as input evaluating results of
recommendations on document employees’ to L&D plans. development plans
Planning
improving employees’ development areas and to to ensure that these

performance based recommend interventions. support overall Agency
on performance performance targets.
evaluation results and
communicating these to
employees.
96
describe/explain can describe/explain how describe or cite examples or cite examples
Development
the process they conduct performance of L&D interventions/ of improvements

for individual discussions/coaching opportunities that have that resulted in the
development to involve employees in been provided to them performance of
Planning
planning. preparing their individual to improve or develop employees and units due
development plans. competencies needed for to the implementation of
job performance. individual development
plans.
97
Pillar:
development planning
Competencies Lens

Designing Development
Orients everyone Develops customized Develops tool and Leads the review
on the use of CSC- planning templates for processes for formulating and refinement of
Planning Tools and
prescribed form documenting comments competency-based development planning

and recommendations on development plans. tools and processes
(e.g., IPCR) employee’s development to ensure that these
in recording areas and recommended support employee and
comments and interventions. unit performance.
recommendations
Processes
to improve
employee
performance.
98
Facilitating Development
Monitors Develops and implements Consolidates and analyses Promotes self-directed

compliance of and customized guidelines in development plans and development planning
assists managers/ development planning, uses results as input to among employees
supervisors in using and monitors application of L&D plan development, and managers/
CSC-prescribed managers/supervisors and in collaboration with supervisors through
form to record employees. managers/supervisors learning sessions,
comments and (and other HR units, if infographics, posting
recommendations applicable). of resources in bulletin
to improve boards/Agency
Planning
employee website, etc.

performance.
99
Maturity Indicators for Rewards and
Recognition (R&R)
Pillar:
governance

The Agency’s The Agency’s R&R policies The Agency’s R&R policies The Agency’s R&R
R&R policies and/or processes are and processes clearly define policies and processes
and processes customized to Agency’s link with other core HRM are proactively reviewed
comply with requirements, and include areas (i.e., RSP, L&D and and updated to respond
R&R policies and specific guidelines in the PM). to changes in the
guidelines issued application of EOP. Agency’s strategic goals.
by CSC and
policy
other relevant
authorities.
100
The HRMO The R&R Committee and The top management can Everyone can describe/
can describe/ managers/supervisors describe/explain their explain how the Agency’s
explain how can describe/explain how involvement in linking the R&R policies and
the Agency’s Agency’s R&R policies Agency’s R&R policies and processes support the
R&R policies and processes meet the processes with other core Agency’s strategic goals.
and processes Agency’s needs. HRM areas.
comply with
policy
policies and
guidelines issued
by CSC and
other relevant
authorities.
101
ELEMENT
ELEMENT
TRANSACTIONAL
STRATEGIC
The Agency The Agency has an R&R The Agency has an The Agency has an
has an R&R Committee that performs R&R Committee that R&R Committee that
Committee that additional functions to collaborates with HRMO, collaborates with top
is constituted address specific R&R needs managers/supervisors management, managers/
and performs (e.g., develops customized and other HR bodies in supervisors and HRMO in
functions and R&R programs and strengthening link between proactively reviewing and
responsibilities guidelines). R&R and other core HRM updating R&R system to
according to areas. respond to changes in
CSC policy. the Agency’s strategic
goals.
Structure and Roles
can describe/ managers/supervisors cite examples of how they explain how the Agency’s
explain the R&R can describe/explain the have used information R&R program and
Committee’s role functions of the committee generated by other core processes motivated
in the Agency’s and how it evaluates to HRM areas in making him/her to contribute to
R&R process. ensure selection of qualified R&R decisions (e.g., achieving the Agency’s
candidates/nominees to the performance data), or vision, mission and
agency’s R&R program. how they have used R&R- values.
generated information in
making decisions in other
core HRM areas.
102
ELEMENT
ELEMENT
TRANSACTIONAL
STRATEGIC
The Agency The Agency tracks the The Agency tracks the The Agency uses R&R-
relies on CSC efficiency of R&R processes effectiveness of R&R generated data to
feedback on its and uses data to improve processes and uses data to evaluate R&R function,
compliance with system: improve system: and make strategic
R&R policy. decisions to ensure
- Annual R&R budget - Types of programs that
responsiveness of R&R to
utilization vis-à-vis R&R reward performance,
implemented programs innovative ideas and
exemplary behavior
- Types of monetary and non-
monetary programs
- Timeliness of R&R programs
(planned and “on-the-spot”)*
- Demographics (e.g.,
review mechanisms
gender, position, disabilities,

etc.) of awardees
The HRMO can The R&R Committee and The top management Everyone can describe/
explain how the managers/supervisors can can describe/explain explain how the Agency
Agency gets CSC describe/explain how the how the Agency tracks uses RSP- generated data
feedback on its Agency tracks the efficiency the effectiveness of R&R to evaluate RSP system
compliance with of R&R processes, and uses processes, and uses data to and make strategic
R&R policy. data to improve system. improve system. decisions to ensure
responsiveness of R&R to
103
ELEMENT
ELEMENT
TRANSACTIONAL
STRATEGIC

The Agency uses The Agency uses a The Agency maintains The Agency has an
manual records computer-based system to Human Resource Enterprise Information
management maintain R&R documents. Information System that Management System that
to maintain shows link between R&R links the core HRM areas
R&R data and and other core HRM areas with other HRM and
documents. (i.e., L&D and PMS). organizational systems
payroll, etc.).

The HRMO can The R&R Committee and The top management Everyone can describe/
describe/explain managers/supervisors can explain how the explain how the Agency’s
the technology can describe/explain the Agency Human Resource Enterprise Information
used to maintain computer-based system Information System links System links the core
R&R data and used to maintain R&R data R&R and other core HRM HRM areas with other
documents. and documents. areas. HRM and organizational
systems.
104
ELEMENT
ELEMENT
TRANSACTIONAL
STRATEGIC

content)
The Agency maintains The Agency maintains The Agency maintains
The Agency documentation and records documentation and records documentation and records
maintains and on: on: on:
has ready access
to all data and

- R&R process flow - System review data on - Historical data on
documentary
- System review data on R&R R&R effectiveness efficiency and effectiveness
requirements
efficiency - R&R policy and process of R&R system
based on
- System implementation flow showing link to other - R&R policy and process
CSC and
(e.g., R&R Committee core HR areas flow to other HRM and
other relevant
minutes) organizational systems
issuances.

content)
The R&R Committee and The top management can Everyone can describe/
The HRMO can managers/supervisors can describe/ describe/explain how they explain the benefits
describe/explain explain that the agency maintains can participate in providing of maintaining
that the agency documentation and records on: inputs and accessing data in documentation/records
maintains and the system. on the efficiency and
has ready access effectiveness of R&R.
- R&R process flow
to data and
- System review data on R&R
documentary
efficiency
requirements
- System implementation (e.g.,
based on
PRAISE minutes of meetings
CSC and
deliberations, comparative
other relevant
assessment data, selection
issuances.
criteria, etc.)
105
Maturity Indicators for Rewards and
Recognition (R&R)
Pillar:
governance
Competencies Lens

Policy Review and
Refers to R&R Reviews and refines R&R Develops customized R&R Leads the proactive
policies and policies, policy guidelines policies and/or policy review and updating
guidelines issued and/or processes to meet guidelines that clearly of R&R policies and
by CSC and agency requirements and define link with other core processes to respond to
other relevant promote equal opportunity HRM areas, in collaboration changes in the Agency’s
Formulation
authorities in principles in collaboration with the R&R Committee, strategic goals.

executing the with the R&R Committee, managers/supervisors and
Agency’s R&R managers/supervisors and top management.
activities. top management.
106
Liaises with Tracks and analyses Tracks and analyses Leads the evaluation of
CSC and DBM/ efficiency of R&R processes effectiveness of R&R the R&R function, and
GCG to ensure and uses data to improve or processes and uses data recommends system
that Agency is recommend improvements to improve or recommend improvements to ensure
system review
updated with in R&R policies/policy improvements in R&R continuing alignment and

R&R-related guidelines and their policies/policy guidelines responsiveness of R&R to
issuances. execution, in collaboration and their execution, in Agency’s strategic goals.
with the R&R Committee, collaboration with the R&R
managers/ supervisors and Committee, managers/
top management. supervisors and top
management.
107
ELEMENT
PILLAR BASIC
BASIC INTERMEDIATE
ADVANCED SUPERIOR
SUPERIOR
ELEMENT
Uses manual Uses computer-based Maintains Human Resource Manages R&R module in
management management system to shows link between R&R Information Management
to maintain maintain R&R documents. and other core HRM areas System that links the
R&R data and (i.e., PM and L&D). core HR areas with other
technology

systems.
R&R policies and Agency on R&R policies, a communication plan information collaterals
guidelines issued processes and programs, to generate buy-in and (e.g., infographics,
by CSC and and provides system review engagement of everyone brochures, handbooks,
other relevant data on to top management, in executing R&R policies, etc.) to promote
agencies to managers/ supervisors and programs and processes. consistent application/
communication
everyone in the the R&R Committee. execution of Agency R&R

Agency. policies, processes and
programs.
108
Maturity Indicators for Rewards and Recognition
Pillar:
planning

PILLAR
ELEMENT
STRATEGIC

The Agency maintains list of The Agency has The Agency’s R&R plans The Agency’s R&R
Agency’s R&R programs. customized annual R&R and programs are linked plans and programs
plans and programs, to other core HRM are directly linked to
which indicates budget areas, and the Agency’s Agency’s strategic
for each program/ mid-term (2-3 years) long-term (over 3
activity. plan. years) plan.

planning
The HRMO can describe/ The R&R Committee and The top management Everyone can explain/
explain the Agency’s R&R managers/supervisors can describe/explain cite examples of how the
programs. can describe/explain the their involvement Agency’s R&R plans and
Agency’s annual R&R in developing the programs are aligned
plans and programs. Agency’s R&R plans and with and contribute to
programs. achieving the Agency’s
strategic goals.
109
ELEMENT
ELEMENT
TRANSACTIONAL
STRATEGIC
The Agency’s The Agency’s R&R programs The Agency has The Agency has a
R&R programs include planned and “on- institutionalized non- process for reviewing
recognize the-spot” incentives and monetary R&R programs R&R programs to ensure
employee’s recognition (both monetary (e.g., flexi-time, professional that these continually
loyalty and and non-monetary) for development, etc.) that support achievement
outstanding innovative ideas and encourage and recognize of strategic goals and
performance. exemplary behavior of outstanding performance, performance objectives,
employees. innovative ideas and and meet employees’
exemplary behavior. recognition and
motivational needs.
can describe/ managers/supervisors describe/explain their explain how Agency’s
explain R&R can cite examples of involvement in developing R&R programs have
programs that planned and “on-the-spot” and institutionalizing non- supported achievement
recognize loyalty incentives and recognition monetary R&R programs to of strategic goals.
and outstanding programs that recognize encourage and recognize
planning
performance. ideas, suggestions or outstanding performance,

inventions, and exemplary innovative ideas and
behavior. exemplary behavior.
110
Maturity Indicators for Rewards and Recognition
Pillar:
planning
Competencies Lens

Maintains and Develops customized annual Develops R&R plan and Develops R&R plan
updates list of R&R plan and programs, programs that are linked and programs that are
R&R programs which indicates budget to other core HRM areas aligned with Agency’s
that are aligned for each program/activity, (e.g., PM) and aligned with long-term (over 3 years)
R&R planning
with CSC policy in collaboration with R&R Agency’s mid-term (2-3 plan, in collaboration
guidelines. Committee and managers/ years) plan, in collaboration with top management,
supervisors. with top management, R&R R&R Committee and
Committee and managers/ managers/supervisors.
supervisors.
111
ELEMENT
PILLAR BASIC
BASIC INTERMEDIATE
ADVANCED SUPERIOR
SUPERIOR
ELEMENT
Develops R&R Develops scheduled and Develops institutionalized Leads review of R&R
programs that “on-the-spot” monetary and non-monetary R&R programs to ensure that
recognize non-monetary rewards and programs (e.g., flexi-time, these continually support
employee’s recognition for innovative professional development, achievement of strategic
loyalty and ideas and exemplary etc.) that encourage and goals and performance
outstanding behavior, in collaboration recognize outstanding objectives.
performance. with R&R Committee and performance, innovative
managers/supervisors. ideas and exemplary
behavior, in collaboration
with R&R Committee and
managers/supervisors.
R&R planning
112
Maturity Indicators for rewards and recognition
Pillar:
Implementation

PILLAR
ELEMENT
STRATEGIC

The Agency has screening The Agency’s screening The Agency’s R&R screening The Agency’s R&R
R&R Screening and Selection
and selection criteria and selection criteria and and selection criteria and screening and selection
and processes to select processes for customized processes are linked to criteria and processes
employees for rewards and R&R programs apply to other core HRM areas (e.g., are regularly reviewed
Criteria and Processes
recognition based on CSC all employees, consistent use of performance data), and improved to ensure
policies and guidelines. with equal opportunity and/or external sources consistency, fairness and
principles. (e.g., feedback from clients/ objectivity in selection
community). decisions.

The HRMO can describe/ The R&R Committee and The top management Everyone can describe,
explain how nominees for managers/supervisors can describe/explain explain or cite examples
rewards and recognition are can describe/explain how they are involved of how the Agency
identified, screened and their role in identifying, in identifying, recognizes and values
selected. screening and selecting screening and selecting exemplary behavior,
nominees for rewards and employees for rewards outstanding performance
recognition. and recognition. and contribution to
the unit and Agency’s
strategic goals.
113
Maturity Indicators for rewards and recognition
Pillar:
Implementation
Competencies Lens

Screening and Selection
Maintains Collaborates with the R&R Develops R&R screening Leads the proactive
Criteria and Processes
records of, Committee in developing and selection criteria review of R&R screening
and orients all screening and selection and processes that take and selection criteria
Development of R&R
employees on criteria and processes for into account inputs from and processes to ensure
screening and the Agency’s customized other HRM areas and consistency, fairness
selection criteria R&R programs. external sources (e.g., and objectivity in R&R
and processes feedback from external decisions.
for the Agency’s clients/ community), in
R&R programs. collaboration with R&R
Committee.
114
115

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Printed and bound 2016 in Manila, Philippines.

Philippines Australia Human Resource and Organisational Development Facility (PAHRODF)

PRIME-HRM stands for “Program to Institutionalize Meritocracy and Excellence in

The program also aims to:

1) Recruitment, Selection, and Placement (RSP),

2) Learning and Development (L&D),

3) Performance Management (PM), and

4) Rewards and Recognition (R&R)

• A set of structured levels • “Maturity” relates to the • An assessment tool to assist

The practices lens is used to determine the actual implementation of

Order of PRIME-HRM Maturity Indicators:

Defines responsibility centers and roles of key players.

Identifies support mechanisms such as information management and system

(Adapted from PRMDP Training Management System)

(Adapted from D. Dubois and W. Rothwell, Competency-based HRM)

• EO292, Book V (Chapter 5 -

• RA No. 7192 (An Act Promoting

• RA No. 7277 (An Act Providing for

(Adapted from D. Dubois and W. Rothwell, Competency-based HRM)

• Recruitment Plan • Recruitment Planning • CSC MC 7, s. 2014 (Encouraging

• RA No. 8371 (An Act to Recognize,

• DBM PSIPOP (Department of

Defines responsibility centers and roles of key players.

Identifies support mechanisms such as information management and system

(Adapted from PRMDP Training Management System)

(Adapted from PRMDP Training Management System)

• Omnibus Rules Implementing Book

3. execution Processes to operationalize the elements of the Learning and Development

(Adapted from PRMDP Training Management System)

• CSC MC 43, s. 1993 (Streamlining

• Omnibus Rules Implementing Book

Defines responsibility centers and roles of key players.

Identifies support mechanisms such as information management and system

2. Performance Processes for determining and communicating performance measures and

• Target Setting • Target Setting

• Performance Tracking • Performance Tracking • AO 25, s. 2011 (Creating an

• Performance Review and Evaluation • Managing Performance Review and

5. Development Processes for using performance evaluation results in formulating development

• Development Planning • Designing Development Planning • AO 25, s. 2011 (Creating an

Defines responsibility centers and roles of key players.

Identifies support mechanisms such as information management and system

• CSC MC 42, s. 1992 (Amendment

• R&R Screening and Selection • Development of R&R Screening and

Systems and Practices Lens

PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -

Systems: Systems: Systems: Systems:

CSC-issued RSP principles.

Practices: Practices: Practices: Practices:

policy. placement requirements.

Systems: Systems: Systems: Systems:

Practices: Practices: Practices: Practices:

System: System: System: System:

- Workforce diversity (data

- Documented and analyzed

Practices: Practices: Practices: Practices:

Systems: (Use of Systems: (Use of Systems: (Use of Systems: (Use of

documents. L&D, PM and R&R). organizational systems

Practices: (Use Practices: (Use of Practices: (Use of Practices: (Use of

Systems: Systems: (Database Content) Systems: (Database Systems: (Database

Practices: Practices: (Database Practices: (Database Practices: (Database

PILLAR LEVEL 1 - LEVEL 2 - LEVEL 3 - LEVEL 4 -

existing/available competencies and competency models with and enhancement/