The document discusses collective negotiation agreements (CNAs) between public sector unions and management in the Philippines. Some key points:
- CNAs are negotiated agreements on terms of employment not fixed by law, like benefits and working conditions. They are registered with the Civil Service Commission.
- The negotiation process involves both parties submitting proposals, meeting to discuss issues, and finalizing the CNA for ratification by union members.
- CNAs typically cover issues like leaves, transfers, allowances, grievance procedures, and ensure union rights. Items requiring funds are excluded.
- Registering the CNA bars challenges to the union's majority representation during its term, usually 3 years. Incent
The PRIME-HRM program aims to elevate public sector human resource management in the Philippines to global standards of excellence through assessment, assistance, and awarding agencies. It assesses agencies' HRM systems, practices, and competencies in areas like recruitment, performance management, learning and development, and rewards/recognition. Agencies receive customized assistance to address needs identified in assessments and can work towards special awards recognizing HRM achievements. The goal is to improve HRM in government and ensure efficient, effective public service.
"DepEd Order No.2, s. 2015 Guidelines on the Establishment & Implementation o...REYBETH RACELIS
油
The DepEd Order No. 2, s. 2015 establishes guidelines for the implementation of a Results-Based Performance Management System (RPMS) in the Department of Education, aimed at assessing personnel performance and aligning with strategic goals. It outlines a four-stage performance management cycle involving planning, monitoring, review, and rewarding, with specific rating scales and criteria for school- and non-school-based personnel. The RPMS is designed to enable effective performance evaluation, development planning, and the granting of performance-based bonuses.
The document discusses various types of bullying, including verbal, physical, indirect, and technological bullying, highlighting that bullying is characterized by repeated harm toward others. It explains how victims may feel powerless, sad, and unsupported, while detailing reasons why individuals become bullies. Additionally, it urges readers to reflect on their own behavior and the impact of their actions on others.
Explain the six step model for public policy by SYED SALMAN JALAL KAKA KHELSalman Kaka Khel
油
The six step model for public policy formation prescribed by Patton and Sawicki (1986) includes: 1) Verify and define the problem, 2) Establish evaluation criteria, 3) Identify alternative policies, 4) Evaluate alternative policies, 5) Select among alternative policies, and 6) Monitor policy outcomes. However, the model has limitations as public policy problems are complex, models provide frameworks not concrete methods, and perfect adherence to a model could still produce a flawed policy.
Results based performance management system rpms- for dep edNoel Grey
油
The document outlines DepEd's Results Based Performance Management System (RPMS). It discusses aligning the RPMS with DepEd's vision and mission as well as DBM's OPIF framework. The RPMS aims to strengthen performance accountability through establishing strategic alignment of goals at different organizational levels from central office to schools. It describes the four phases of performance planning, monitoring, review and rewarding. Key aspects covered include identifying KRAs, objectives, competencies, monitoring tools like STAR method, development planning and linking to PBB. The document provides guidance on effective implementation of the RPMS within DepEd.
Chapter 6 of the document discusses public debt management in the Philippines, covering the theory, structure, and issues associated with public debt. It outlines different theories of public debtincluding classical, neo-classical, and Keynesianwhile detailing the classification, sources, and stages of public debt in the Philippines. The chapter emphasizes the importance of effectively managing public debt to avoid economic crises and includes relevant statistics and historical misconceptions about the Philippines' debt situation.
This document outlines the Program to Institutionalize Meritocracy and Excellence in Human Resource Management (PRIME-HRM) in the Philippines. PRIME-HRM aims to elevate public sector human resource management to excellence. It describes the four core HR systems - recruitment and selection, learning and development, performance management, and rewards and recognition. Agencies undergo assessment and receive assistance to improve their HR systems, practices, and competencies to higher maturity levels ranging from transactional to strategic. The process involves self-assessment, onsite validation, development of action plans, and recognition of high-performing agencies.
The document outlines the objectives, components, and process of PRIME-HRM, which is a program by the Civil Service Commission of the Philippines to assess and improve the human resource management capabilities of government agencies. The goals of PRIME-HRM include evaluating agency HRM practices, identifying best practices, and providing assistance to agencies. The assessment examines agencies' HRM systems, policies, and HR managers' competencies. Agencies can be recognized at different levels based on their HRM maturity and compliance with standards. The end goal is to promote excellence in HRM across the government.
Recruitment Screening and Selection process in Philippine GovernmentMitch Herrera
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This document discusses the recruitment and selection process. It begins by outlining the screening process, which involves checking applicants' qualifications and experience against job requirements. It then describes the different stages of selection including pre-interviews, testing, final interviews, background checks, and physical/mental examinations. The document provides details on different types of appointments, requirements/grounds for approval/disapproval, nepotism rules, and modes of separation. The overall process involves screening qualified candidates and selecting the most suitable applicant to fill a vacancy.
The document outlines 5 categories of positions that are part of the non-career service under the Administrative Code of 1987: 1) effective officials and their personal staff, 2) secretaries and other cabinet-level officials, 3) chairpersons and members of commissions and boards, 4) contractual personnel hired for their specialized skills, and 5) emergency and seasonal personnel. It also describes the 3 levels of positions that make up the career service: first level involves clerical work requiring less than 4 years of college, second level involves professional work requiring at least 4 years of college, and third level includes the highest positions as part of the Career Executive Service.
The philippine civil service system final reportarnel6113
油
The Philippine Civil Service Commission (CSC) is a constitutional body responsible for managing the civil service system in the Philippines, which has evolved since its establishment in 1900 under American rule. It oversees recruitment, personnel appointments, and enforces merit-based employment policies across government branches. The CSC aims to develop a competent and motivated workforce through various programs and initiatives to enhance public service delivery and uphold accountability.
Human resources management in public administrationJordi Torner
油
The document discusses the roles of human resource management in public administration. It describes three main roles:
1. The administrative role involves processing records, maintaining employee files, and submitting required reports.
2. The operational role focuses on ensuring compliance with laws and filling openings through interviews and training.
3. The strategic role emphasizes that people are valuable organizational resources and requires HR to focus on the long-term implications of HR practices and how they can provide a competitive advantage. Framing HR strategically justifies investing in people development.
Human Resource Management in Local Government in the PhilippinesJay Abawag
油
The document outlines human resource management practices in local government units (LGUs), detailing processes for planning, recruitment, compensation, performance evaluation, and employee accountability. It emphasizes the importance of aligning workforce competencies with organizational goals, establishing a merit-based system, and adhering to civil service laws and regulations. Additionally, it covers various employee benefits and development programs aimed at enhancing public service delivery.
The document provides information on the Anti-Red Tape Act (ARTA) of 2007 and the Civil Service Commission's (CSC) initiatives to promote its implementation. It discusses key provisions of the ARTA including requirements for citizen's charters and timeframes for government services. It also outlines the CSC's Report Card Survey process which evaluates government agencies' compliance with ARTA and client satisfaction. The CSC offers other programs like ARTA Watch and the Strategic Performance Management System to further bolster public service delivery.
2017 RULES ON ADMINISTRATIVE CASES IN THE CIVIL SERVICE (2017 RACCSHeather Strinden
油
This document outlines the 2017 Rules on Administrative Cases in the Civil Service (2017 RACCS). Some key points:
- The rules apply to disciplinary and non-disciplinary cases brought before the Civil Service Commission and other government agencies.
- The Civil Service Commission has jurisdiction over appeals from decisions of regional offices, complaints against high-level officials, and penalties exceeding 30 days suspension. Regional offices handle cases where acts occurred in their jurisdiction.
- Complaints must be in writing, sworn, and contain specifics about the complainant, respondent, facts of the case, and evidence. Anonymous complaints require verifiable evidence.
- Sexual harassment complaints are filed with an internal Committee on Decorum and Investigation composed of management
Here are a few examples of areas where public policy could be developed or improved:
- Healthcare policy - policies around access to healthcare, costs of healthcare, Medicare/Medicaid could be developed or revised.
- Education policy - policies around K-12 or higher education funding, school choice, curriculum standards, teacher pay could be addressed.
- Housing policy - policies around affordable housing, homelessness, rent control, or property taxes could be examined.
- Transportation policy - policies around infrastructure funding, public transit, vehicle fuel efficiency, or road usage fees may need updates.
- Environmental policy - policies around climate change, renewable energy, pollution, or conservation could be strengthened.
- Criminal justice policy -
Human resource management and civil service commission employmentRyan Cloyd Villanueva
油
This document discusses the objectives of human resource management (HRM) and the employment process within the Philippine Civil Service Commission. It outlines the historical evolution of HRM, defines its critical components, and emphasizes the importance of recruitment and selection methods based on competency standards. The document highlights how effective HRM practices can enhance organizational performance and employee management.
The document discusses the role of local governments in the Philippines according to the Local Government Code. It outlines that the code aims to devolve responsibilities to local governments to empower them and make them effective partners in national development. It also describes the structure of local governments from provinces down to barangays and their powers and functions based on the code. Key aspects covered are services devolved to local governments, revenue sharing, and the executive and legislative branches of each local government unit.
The document discusses human resource management in local government. It covers 4 key areas: recruitment and selection, learning and development, performance management, and rewards and recognition. For recruitment and selection, it describes the different types of appointments and outlines the recruitment and selection process. For learning and development, it discusses the training policy, objectives, and benefits. For performance management, it defines performance and notes its importance in meeting goals efficiently. Finally, for rewards and recognition, it mentions the loyalty cash incentive for long-serving employees.
Bureaucracy refers to the permanent administrative system of government and is characterized by a hierarchical structure, clearly defined roles, merit-based hiring, and specialization of labor. The Philippine bureaucracy exhibits vulnerabilities like nepotism and a spoils system as well as a lack of independence from politics. Reforms are needed to address issues like red tape, graft, and inefficiency. Possible solutions include developing a responsible and competent civil service, balancing rigid and flexible approaches, and reinventing government to be more mission-driven and community-empowered.
The document discusses the Philippines' performance management system for the civil service. It outlines the constitutional mandate for the Civil Service Commission to establish a merit-based career system and improve employee performance. It then describes the Commission's powers to administer civil service rules and regulations. The rest of the document details the requirements and procedures for the performance evaluation system, including its objectives, rating system, and grievance process. It aims to continually improve employee and organizational performance through structured, periodic evaluations.
Rules Implementing the Code of Conduct and Ethical Standards for public offic...Jo Balucanag - Bitonio
油
These rules implement the Code of Conduct and Ethical Standards for Public Officials and Employees in the Philippines. The rules require all government agencies to conduct value development programs for officials and employees to promote public service. The programs must cover subjects like ethics, rights and responsibilities, and socioeconomic conditions. Agencies must also simplify procedures, consult the public, and appoint resident ombudsmen to handle complaints. All transactions and agency information must be fully transparent and accessible to the public, except in certain limited cases involving privacy, security, or ongoing investigations.
The history and development of the philippine administrative system copyJohnRealVernonPanoli
油
The document traces the evolution of the Philippine bureaucracy through different historical periods. During Spanish colonial rule, the bureaucracy was highly centralized, nepotistic, and allowed colonial officials to exercise wide discretion. Under early American rule, reforms established a merit-based civil service. In the early Philippine republic, the bureaucracy was vulnerable to nepotism and spoils but helped implement development programs. Martial law centralized power and bloated the bureaucracy. The post-Marcos period focused on decentralization, accountability, and efficiency. The bureaucracy remains executive-dominated and centralized but aims to improve its image and capacity to address complex problems.
The Administrative Disciplinary Process in the Philippine Civil ServiceDaisy Punzalan Bragais
油
The document outlines the administrative disciplinary process in the Philippines. It discusses the objective of maintaining discipline, the powers used in investigations like interrogation of witnesses, and how administrative proceedings can be commenced by heads of agencies or through citizen complaints. It describes the stages of preliminary investigation, formal investigation, and appeal. Key aspects of the process like preventive suspension, formal charges, hearings, and settlement of cases are also summarized. The goal is to ascertain the truth without strictly following court rules of evidence and ensure innocent parties are protected from hasty prosecutions.
Trifocalization of Philippine Education SystemRizaMendoza10
油
The document outlines the evolution of the educational administration in the Philippines, highlighting the establishment of the Department of Education, the Commission on Higher Education (CHED), and the Technical Education and Skills Development Authority (TESDA) through various acts in the 1990s. It discusses the decentralization of educational authority, the ongoing challenges such as poor quality and resources in education, and the roles and responsibilities of CHED and TESDA in promoting quality education and skills development. The document further details legislative acts that reform the governance of basic education and the restructuring of educational bodies to improve accountability and access.
The document discusses the Strategic Performance Management System (SPMS) implemented by the Civil Service Commission of the Philippines. The SPMS aims to strengthen performance management in government agencies. It shifts the focus from individual-based evaluations to team and organizational performance. The SPMS cycle involves four steps: 1) performance planning and commitment, 2) monitoring and coaching, 3) review and evaluation, and 4) rewarding and development. Key aspects of the SPMS include setting organizational goals, indicators to measure performance, and linking performance to incentives and rewards. The system aims to improve both individual employee efficiency and overall organizational effectiveness.
The document analyzes factors that promote or deter popular participation in development based on the Philippine experience. It describes policies and mechanisms established by the Philippine government to decentralize and involve the public, such as the barangay system and rural development programs. The document identifies factors at the individual, community, government, and societal levels that influence participation, such as awareness, confidence, poverty, and colonial experiences. It aims to provide recommendations to facilitate participation and development.
The document outlines the objectives, components, and process of PRIME-HRM, which is a program by the Civil Service Commission of the Philippines to assess and improve the human resource management capabilities of government agencies. The goals of PRIME-HRM include evaluating agency HRM practices, identifying best practices, and providing assistance to agencies. The assessment examines agencies' HRM systems, policies, and HR managers' competencies. Agencies can be recognized at different levels based on their HRM maturity and compliance with standards. The end goal is to promote excellence in HRM across the government.
Recruitment Screening and Selection process in Philippine GovernmentMitch Herrera
油
This document discusses the recruitment and selection process. It begins by outlining the screening process, which involves checking applicants' qualifications and experience against job requirements. It then describes the different stages of selection including pre-interviews, testing, final interviews, background checks, and physical/mental examinations. The document provides details on different types of appointments, requirements/grounds for approval/disapproval, nepotism rules, and modes of separation. The overall process involves screening qualified candidates and selecting the most suitable applicant to fill a vacancy.
The document outlines 5 categories of positions that are part of the non-career service under the Administrative Code of 1987: 1) effective officials and their personal staff, 2) secretaries and other cabinet-level officials, 3) chairpersons and members of commissions and boards, 4) contractual personnel hired for their specialized skills, and 5) emergency and seasonal personnel. It also describes the 3 levels of positions that make up the career service: first level involves clerical work requiring less than 4 years of college, second level involves professional work requiring at least 4 years of college, and third level includes the highest positions as part of the Career Executive Service.
The philippine civil service system final reportarnel6113
油
The Philippine Civil Service Commission (CSC) is a constitutional body responsible for managing the civil service system in the Philippines, which has evolved since its establishment in 1900 under American rule. It oversees recruitment, personnel appointments, and enforces merit-based employment policies across government branches. The CSC aims to develop a competent and motivated workforce through various programs and initiatives to enhance public service delivery and uphold accountability.
Human resources management in public administrationJordi Torner
油
The document discusses the roles of human resource management in public administration. It describes three main roles:
1. The administrative role involves processing records, maintaining employee files, and submitting required reports.
2. The operational role focuses on ensuring compliance with laws and filling openings through interviews and training.
3. The strategic role emphasizes that people are valuable organizational resources and requires HR to focus on the long-term implications of HR practices and how they can provide a competitive advantage. Framing HR strategically justifies investing in people development.
Human Resource Management in Local Government in the PhilippinesJay Abawag
油
The document outlines human resource management practices in local government units (LGUs), detailing processes for planning, recruitment, compensation, performance evaluation, and employee accountability. It emphasizes the importance of aligning workforce competencies with organizational goals, establishing a merit-based system, and adhering to civil service laws and regulations. Additionally, it covers various employee benefits and development programs aimed at enhancing public service delivery.
The document provides information on the Anti-Red Tape Act (ARTA) of 2007 and the Civil Service Commission's (CSC) initiatives to promote its implementation. It discusses key provisions of the ARTA including requirements for citizen's charters and timeframes for government services. It also outlines the CSC's Report Card Survey process which evaluates government agencies' compliance with ARTA and client satisfaction. The CSC offers other programs like ARTA Watch and the Strategic Performance Management System to further bolster public service delivery.
2017 RULES ON ADMINISTRATIVE CASES IN THE CIVIL SERVICE (2017 RACCSHeather Strinden
油
This document outlines the 2017 Rules on Administrative Cases in the Civil Service (2017 RACCS). Some key points:
- The rules apply to disciplinary and non-disciplinary cases brought before the Civil Service Commission and other government agencies.
- The Civil Service Commission has jurisdiction over appeals from decisions of regional offices, complaints against high-level officials, and penalties exceeding 30 days suspension. Regional offices handle cases where acts occurred in their jurisdiction.
- Complaints must be in writing, sworn, and contain specifics about the complainant, respondent, facts of the case, and evidence. Anonymous complaints require verifiable evidence.
- Sexual harassment complaints are filed with an internal Committee on Decorum and Investigation composed of management
Here are a few examples of areas where public policy could be developed or improved:
- Healthcare policy - policies around access to healthcare, costs of healthcare, Medicare/Medicaid could be developed or revised.
- Education policy - policies around K-12 or higher education funding, school choice, curriculum standards, teacher pay could be addressed.
- Housing policy - policies around affordable housing, homelessness, rent control, or property taxes could be examined.
- Transportation policy - policies around infrastructure funding, public transit, vehicle fuel efficiency, or road usage fees may need updates.
- Environmental policy - policies around climate change, renewable energy, pollution, or conservation could be strengthened.
- Criminal justice policy -
Human resource management and civil service commission employmentRyan Cloyd Villanueva
油
This document discusses the objectives of human resource management (HRM) and the employment process within the Philippine Civil Service Commission. It outlines the historical evolution of HRM, defines its critical components, and emphasizes the importance of recruitment and selection methods based on competency standards. The document highlights how effective HRM practices can enhance organizational performance and employee management.
The document discusses the role of local governments in the Philippines according to the Local Government Code. It outlines that the code aims to devolve responsibilities to local governments to empower them and make them effective partners in national development. It also describes the structure of local governments from provinces down to barangays and their powers and functions based on the code. Key aspects covered are services devolved to local governments, revenue sharing, and the executive and legislative branches of each local government unit.
The document discusses human resource management in local government. It covers 4 key areas: recruitment and selection, learning and development, performance management, and rewards and recognition. For recruitment and selection, it describes the different types of appointments and outlines the recruitment and selection process. For learning and development, it discusses the training policy, objectives, and benefits. For performance management, it defines performance and notes its importance in meeting goals efficiently. Finally, for rewards and recognition, it mentions the loyalty cash incentive for long-serving employees.
Bureaucracy refers to the permanent administrative system of government and is characterized by a hierarchical structure, clearly defined roles, merit-based hiring, and specialization of labor. The Philippine bureaucracy exhibits vulnerabilities like nepotism and a spoils system as well as a lack of independence from politics. Reforms are needed to address issues like red tape, graft, and inefficiency. Possible solutions include developing a responsible and competent civil service, balancing rigid and flexible approaches, and reinventing government to be more mission-driven and community-empowered.
The document discusses the Philippines' performance management system for the civil service. It outlines the constitutional mandate for the Civil Service Commission to establish a merit-based career system and improve employee performance. It then describes the Commission's powers to administer civil service rules and regulations. The rest of the document details the requirements and procedures for the performance evaluation system, including its objectives, rating system, and grievance process. It aims to continually improve employee and organizational performance through structured, periodic evaluations.
Rules Implementing the Code of Conduct and Ethical Standards for public offic...Jo Balucanag - Bitonio
油
These rules implement the Code of Conduct and Ethical Standards for Public Officials and Employees in the Philippines. The rules require all government agencies to conduct value development programs for officials and employees to promote public service. The programs must cover subjects like ethics, rights and responsibilities, and socioeconomic conditions. Agencies must also simplify procedures, consult the public, and appoint resident ombudsmen to handle complaints. All transactions and agency information must be fully transparent and accessible to the public, except in certain limited cases involving privacy, security, or ongoing investigations.
The history and development of the philippine administrative system copyJohnRealVernonPanoli
油
The document traces the evolution of the Philippine bureaucracy through different historical periods. During Spanish colonial rule, the bureaucracy was highly centralized, nepotistic, and allowed colonial officials to exercise wide discretion. Under early American rule, reforms established a merit-based civil service. In the early Philippine republic, the bureaucracy was vulnerable to nepotism and spoils but helped implement development programs. Martial law centralized power and bloated the bureaucracy. The post-Marcos period focused on decentralization, accountability, and efficiency. The bureaucracy remains executive-dominated and centralized but aims to improve its image and capacity to address complex problems.
The Administrative Disciplinary Process in the Philippine Civil ServiceDaisy Punzalan Bragais
油
The document outlines the administrative disciplinary process in the Philippines. It discusses the objective of maintaining discipline, the powers used in investigations like interrogation of witnesses, and how administrative proceedings can be commenced by heads of agencies or through citizen complaints. It describes the stages of preliminary investigation, formal investigation, and appeal. Key aspects of the process like preventive suspension, formal charges, hearings, and settlement of cases are also summarized. The goal is to ascertain the truth without strictly following court rules of evidence and ensure innocent parties are protected from hasty prosecutions.
Trifocalization of Philippine Education SystemRizaMendoza10
油
The document outlines the evolution of the educational administration in the Philippines, highlighting the establishment of the Department of Education, the Commission on Higher Education (CHED), and the Technical Education and Skills Development Authority (TESDA) through various acts in the 1990s. It discusses the decentralization of educational authority, the ongoing challenges such as poor quality and resources in education, and the roles and responsibilities of CHED and TESDA in promoting quality education and skills development. The document further details legislative acts that reform the governance of basic education and the restructuring of educational bodies to improve accountability and access.
The document discusses the Strategic Performance Management System (SPMS) implemented by the Civil Service Commission of the Philippines. The SPMS aims to strengthen performance management in government agencies. It shifts the focus from individual-based evaluations to team and organizational performance. The SPMS cycle involves four steps: 1) performance planning and commitment, 2) monitoring and coaching, 3) review and evaluation, and 4) rewarding and development. Key aspects of the SPMS include setting organizational goals, indicators to measure performance, and linking performance to incentives and rewards. The system aims to improve both individual employee efficiency and overall organizational effectiveness.
The document analyzes factors that promote or deter popular participation in development based on the Philippine experience. It describes policies and mechanisms established by the Philippine government to decentralize and involve the public, such as the barangay system and rural development programs. The document identifies factors at the individual, community, government, and societal levels that influence participation, such as awareness, confidence, poverty, and colonial experiences. It aims to provide recommendations to facilitate participation and development.
2. OBJECTIVES
1. Know what PRIME-HRM is
and to understand its
importance.
2. Discuss the coverage and
components of the PRIME-
HRM.
3. Enumerate the criteria for
accreditation and criteria for
award.
7. PRIME-HRM Rationale
-program that integrates and enhances
the Personnel Management Assessment
and Assistance Program (PMAAP) and
the CSC Agency Accreditation Program
(CSCAAP). It is a mechanism to
continuously capacitate agencies in the
performance of their human resource
management, recognize best practices
and serve as a venue for exchange and
development of expertise.
8. PRIME-HRM Objectives
1. assess HRM practices and capabilities of
agencies.
2. search mechanism for best practices
3. serve as a venue for exchange and
development of expertise of HRM between
and among government agencies.
4. empower agencies in the performance
of HRM functions.
5. Promote and reward excellent human
resource management practices.
9. PRIME-HRM Scope and Coverage
1. assessment of HRM management systems and
standards
2. assessment of the competency level of
agencies HRMOs
3. survey of agency HRM climate
4. customized technical assistance and
developmental interventions according to
determined needs of the agency.
5. Review of decisions made and actions taken
(rewards, incentives, performance ratings,
leave, benefits, discipline and other matters)
14. What covers the assessment
phase of the PRIME-HRM
Recruitment, Selection and
Placement
Learning and Development
Performance Management
Rewards and Recognition
15. What is an HR Maturity Level?
Describes how well
behaviors, practices and
processes of organization can
reliably and sustainably
produce outcomes
≒maturity degree of
formality and optimization of
processes
16. What is an HR Maturity Level?
* Assessment tool to assist
HR professionals in
analyzing health of HRM
systems; can indicate
corrective actions.
18. Level I Transactional HRM
Process at
least
documented
sufficiently
Some
processes
are
repeatable,
possibly with
consistent
result
Personnel
function,
mostly
separate
from
agency/
business and
talent needs
Line
managers
perform HR
activities as
they see
best
19. Level II Process-defined HRM
Sets of
defined and
documented
SOPs
established,
subject to
improvement
over time
Goal
oriented
decision
making
Some
automated
system but
little
integration of
data
20. Level III Integrated HRM
Use of
process
metrics for
continuous
improvement
HR function
supports
agency
business
needs
Data-driven
decision-
making
HR
Management
Toolkit
21. Level IV Strategic HRM
Processes
focused on
continually
improving
performance
Systematicall
y managed
by
combination
of process
optimization
and
continuous
improvement
HR helps to
drive
agency
business
decision on
people data
and insight
HR strategy
part of the
agency
strategy
22. How are my tasks related
to organizational goals?
Strategic HR: HR as part of
agency strategy
HRMO Managers Stakeholders
23. What Changed?
Before PRIME-HRM
Certificate Records/HRM
Systems Assessment
Use of Manual
Assessment Forms
Under PRIME-HRM
4 Core HRM Maturity Levels
Systems Assessment
HRMO Competencies
Assessment
Practices Assessment
Certificate Records
Assessment
Use of computer assisted
assessment forms
24. Policy Changes
Current
Only HRMO Head is
assessed
Level II Accredited Status
Level III Deregulated Status
Checklist, no weights
As Enhanced
HRMO as an office is
assessed
Maturity Level 1
Maturity Level 2
Maturity Level 3
Maturity Level 4
Systems Assessments
Practices Assessments
HRMO Competencies
Assessments
25. Proposed HRMO Role
HR is shifting from
focusing on the
organization of the
business to
focusing on the
business of the
organization.
-David Ulrich
Future Strategic Focus
Operational People
PeopleProcesses
STRATEGIC
PARTNER
CHANGED
AGENT
ADMINISTRATIVE
EXPERT
EMPLOYEE
CHAMPION
26. PRIME-HRM Components
1. CHARM (Comprehensive Assistance,
Review and Monitoring)
-detailed appraisal of the human
resource management systems and
standards, management of human
resource records, other systems and
programs, and the competence of
HRMOs
27. PRIME-HRM Components
2. CARE-HRM (Continuing Assistance and
Review for Excellent HRM)
-continuing program to assist agencies
in implementing the recommendations
contained in the CHARM or CARE-HRM
report.
28. PRIME-HRM Components
3. SPEAR (Special Program for Evaluation
and Assessment as Required/Requested
-The Commission, upon its initiative or
upon request of concerned parties
conduct a special assessment on all or
certain areas of an agency HRM.
29. PRIME-HRM Status and Recognition
-used as tool to recognize agencies
with best practices in HRM to
motivate them to aspire for
excellence.
Level I (Regulated) agencies that
have not fully complied with the
requirements for level II, subjected
to regular monitoring by the CSC
30. PRIME-HRM Status and Recognition
Level II (Accredited) agencies
that satisfactorily implementing
the CSC HRM systems/programs
shall be granted Authority to
take final actions on
appointment.
31. PRIME-HRM Status and Recognition
Level III (Deregulated) agencies
which consistently complied with
the Terms and conditions for Level II
shall be granted Authority to take
final actions on appointment and to
implement HR programs and
systems without the need for prior
approval by the CSC.
32. PRIME-HRM Status and Recognition
4. Center for Excellence in HRM a
recognition conferred by the CSC to
agencies with best practices in
some or all HRM areas, subject to
the recommendation of a Certifying
Board composed of HR
practitioners/experts representing
the various sectors.
33. PRIME-HRM Status and Recognition
5. Seal for Excellence in HRM the
highest recognition conferred on
institutions or individuals which have
been conferred Center for
Excellence in and/or played pivotal
role in the development/innovation
of three or more HR areas, subject to
the recommendation of a Certifying
Board.
34. Your life today is a
result of your thinking
today.
Your life tomorrow
will be
determined by what
you
35. PHILIPPIANS 4:8
Finally brethren, whatsoever
things are true, whatsoever
things are honest, whatsoever
things are just, whatsoever
things are lovely, whatsoever
things are of good report; if
there be any virtue, and if there
be any praise, think on these
things.
