1

ON-THE-JOB TRAINING EXPERIENCES AT CIVIL SERVICE COMMISSION

FIELD OFFICE-DFA ROXAS BLVD., PASAY CITY

SHAINA GRACE P. RIO

A narrative report submitted to the faculty of the Department of Management, Cavite

State University, Imus City, Cavite, in partial fulfillment of the requirements for the
degree of Bachelor of Science in Office Administration. Prepared under the supervision
of Ms. Maria Gina V, Arroyo, OJT Coordinator.

INTRODUCTION

The OJT (On-the-Job-Training) is a part of the college curriculum where students

will experience the kind of job they would get after college. In this stage, students are

given the challenge to use what they have learned to practice. Theories and

methodologies taught in college are put to practical use. Facilities, tools and other

equipment which are used in the job can be experienced first-hand by students.

It is a basically located at the actual site and/or office, where someone will bear the

responsibility of supervising the student into tasks prepared such that student would

experience the know-hows of their chosen profession.

The goal of the OJT program is to place the participants in occupations that will

enhance their prospects for long term employment and will ultimately permit

employment competencies, through exposure in an actual work setting, to the processes,

work tasks, tools and methods of a specific job or group of job.

 2

Significance of the On-The-Job Training

The On-the-Job-Training is a part of the college curriculum that aims to train and

orient the students about the jobs their going to take in the future. It is very important

because it shows the reality about working.

In the midst of the training, students are to use the practical skills that are not taught

in the school. Here, you can gain the knowledge and experience you need in pursuing

your future career. Depending on your performance in your On-the-Job-Training you can

land on a good company. Your background On-the-Job-Training experience is very

important when applying a job. Employers often asked about the On-the-Job-Training

experience and how it is related on the job that you are applying for.

On-the-Job-Training enhances one’s knowledge and skills needed for the field

where it is focused at. During On-the-Job-Training, knowledge about the job is

accumulated that the universities did not introduced. Lastly, in the end of the On-the-Job-

Training, the student can get recommendation from the company where they took the On-

the-Job-Training and would greatly help her securing a job after she finishes the degree.

Objectives of the On-The-Job Training

As other colleges, Cavite State University offers its students a designed curriculum

for the students to complete the on-the -job training program as a part of their academic

requirements:

1) The students are ought to comply, experience and be trained in their

respective jobs.
 3

2) The students are exposed to their working environment for them to make a

grasp of the situations they would encounter the instance they enter the

corporate world.

3) The students are to develop values such as professionalism and commitment

to work.

4) And lastly, they are trained to be internationally competitive for them to have

confidence if a situation arises that they would step out of the country to find

an opportunity overseas.

Time and Place of the On-The-Job Training

The training was located at 3rd floor Department of Foreign Affairs Building,

Roxas Blvd., Pasay City from January 16, 2019 to April 12, 2019 with the total of 300

hours.
 4

THE LINKAGE ESTABLISHMENT

Historical Background

The civil service system in the Philippines was formally established under Public

Law No. 5 ("An Act for the Establishment and Maintenance of Our Efficient and Honest

Civil Service in the Philippine Island") in 1900 by the Second Philippine Commission. A

Civil Service Board was created composed of a Chairman, a Secretary and a Chief

Examiner. The Board administered civil service examinations and set standards for

appointment in government service. It was reorganized into a Bureau in 1905.

The 1935 Philippine Constitution firmly established the merit system as the basis

for employment in government. The following years also witnessed the expansion of the

Bureau’s jurisdiction to include the three branches of government: the national

government, local government and government corporations.

In 1959, Republic Act 2260, otherwise known as the Civil Service Law, was

enacted. This was the first integral law on the Philippine bureaucracy, superseding the

scattered administrative orders relative to government personnel administration issued

since 1900. This Act converted the Bureau of Civil Service into the Civil Service

Commission with department status.

In 1975, Presidential Decree No. 807 (The Civil Service Decree of the Philippines)

redefined the role of the Commission as the central personnel agency of government. Its

present mandate is derived from Article IX-B of the 1987 Constitution which was given

effect through Book V of Executive Order No. 292 (The 1987 Administrative Code). The

Code essentially reiterates existing principles and policies in the administration of the
 5

bureaucracy and recognizes, for the first time, the right of government employees to self-

organization and collective negotiations under the framework of the 1987 Constitution.

Vision

CSC shall be globally recognized as a center of excellence for strategic HR and OD.

Mission

Gawing Lingkod Bayani ang Bawat Kawani

(To make every civil servant a servant hero).

Objectives of the Company

Each day the Civil Service Commission is faced with a variety of concerns that

must be continuously addressed. It is vital to all employees that the staff stay focused and

determined to achieve their overall tasks. Some of the primary goals of the CSC are:

 Create fair and equal opportunities for all employees

 Create an efficient work environment

 Offer a variety of services to enhance employees’ careers and personal lives

Functions and Responsibilities of the Management

Responsibilities

The Civil Service Commission possesses a variety of responsibilities in response to

employee needs. Overall, the CSC is responsible for:

 Recruitment and examination of qualified candidates

 6

 Administration of the compensation program for State employees

 Promoting affirmative action

 Providing appeal procedures for employees

Specific Functions:

 Leading and initiating the professionalization of the civil service

 Promoting public accountability in government service

 Adopting performance-based tenure in government

 Implementing and integrated rewards and incentives program for government

employees.
 7

THE TRAINING AREAS

Department Function

A civil service commission is a government agency that is constituted by

legislature to regulate the employment and working conditions of civil servants, oversee

hiring and promotions, and promotes the values of the public service. Its role is roughly

analogous to that of the human resources department in corporations.

Organizational Structure

Figure 1. Organizational Structure of Civil Service Commission Field Office-DFA

 8

Facilities

Figure 2. Civil Service Commission logo

Figure 3. Department of Foreign Affairs Building

 9

Figure 4. Waiting Area

Figure 5. Front Desk Area

 10

Figure 6. Working Area

Figure 7. Filling Area

 11

Equipment

The Civil Service Commission-DFA used common office tools. It includes daily

use items such as paper clips, sticky notes and staples, such as puncher, binders, staplers,

Service Card(S-Card), writing utensils and paper, etc... and also encompasses higher-cost

equipment like computers, printers, photocopiers, scanners and telephones, as well as

office furniture such as chairs, desks, filing cabinets and filing box.

Standard Operating Procedures

1. Performance planning and commitment during this stage, success indicators

are determined. Success indicators are performance level yardsticks consisting of

performance measures and performance targets. These shall serve as bases in the office’s

and individual employee’s preparation of their performance contract and rating form.

2. Performance monitoring and coaching The performance of the office and

every individual shall be regularly monitored at various levels. Monitoring and evaluation

mechanisms ensure that timely and appropriate steps can be taken to keep a program on

track, and that its objectives or goals are met in the most effective manner.

Managers and supervisors act as coaches and mentors to provide an enabling

environment/intervention to improve team performance, and to manage and develop

individual potentials.

3. Performance review and evaluation This phase aims to assess both office’s

and individual employee’s performance level based on performance targets and measures

as approved in the office and individual performance commitment contracts.

 12

Part of the individual employee’s evaluation is the competency assessment vis-à-

vis the competency requirements of the job. The assessment shall focus on the strengths,

competency-related performance gaps and the opportunities to address these gaps, career

paths, and alternatives.

4. Performance rewarding and development planning The results of the

performance evaluation/assessment shall serve as inputs for the agency’s HR Plan, which

includes identification and provision of developmental interventions, and conferment of

rewards and incentives.

 13

Figure 8. Appointments Processing in Civil Service Commission Field Office-DFA

 14

THE TRAINING EXPERIENCE

Tasks Performed

During the On-the-Job-Training (OJT) at Civil Service Commission-DFA. the

trainee was interviewed by the Sr. Human Resources Supervisor of the Department, Mrs.

Cecilia Molina. The trainee was briefed about their field of work and what is civil

service commission. The required dress code during Monday to Thursday office hours

was corporate attire, while Friday was allocated for wash day.

The trainee did works similar to regular employees’ job of the Civil Service

Commission-DFA. They performed the following tasks assigned by her immediate head.

The tasks are given are as follows: filing, recording of eligibility, stamping of action

taken on appointments, recording of appointments and S-card, receiving appointments,

releasing appointments, answering telephone calls, finding service cards (S-Card),

scanning, photocopying, pullout of inactive S-card and 201 file.

Observed Strengths and Weaknesses of the Training Area

The trainee observed that the office of Civil Service Commission Field Office-DFA

the employees know all the procedure of each task, paper works, and even the head

director. You can leave them without worrying because they know all the step-by-step

procedure of each task. They know all the works of each other. The trainee noticed that

the weakness of the company is they need more employees to do more task or paper

works easily they’re so many paper works specially in appointments, promotion,

 15

reappointments, and reemployments. They have a lot of work to do every day and worse,

they do not have enough employees in that particular establishment.

Insights

The training was composed of 300 hours. The trainee poured all their efforts,

knowledge and skills over the time spent on the training. The trainee keenly observed the

activities and regulations of the company as well as the behavior of its employees. Over

the time, the trainee assimilated its operational maneuvers and its basic operating

principles. They also observed the atmosphere around the working place and it can be

said that the employees are working efficiently. The trainee observed the punctuality

performed by the employees and their harmony in work.

The trainee learned a lot of things during their On-the-Job training (OJT) days. It

helped them to test themselves on how they can apply the learnings that were gained

from school. They acquired knowledge on how to serve the guests, and also learned how

to deal with customers. It can be said that they performed well during their training. They

realized that the management must be always ready, mostly at the peak hours of the

operation. The trainee has been observed to be industrious and accomplished their tasks

well. Lastly, the trainee enjoyed their working days at Civil Service Commission-DFA.

Problems Encountered

It was found that some of the service cards or S-Cards went missing. The

employees already forgot where they may have placed it. The S-Cards were really

important because all the records of the appointments were in there. And they noticed
 16

that some appointments are stated incorrectly so they returned all the appointments to the

Human Resources Management Department Office to correct the dates of the

appointments.

Suggestions for Improvement

At civil service commission, the trainee recommended that they must hire more

employees to lessen the workload distributed to every employee. They also suggested

expanding their area for more space of filing station, the cabinets for 201 files and for S-

Cards.
 17

SUMMARY

The on-the-job training (OJT) that was completed by the student was a practical

experience that would help the student grasped the kind of work the trainee would do in

the future. This experience was made to be a test on how a student can apply what she

learned from the academics she took and for the student to be ready for the world that she

will be facing when she graduates.

The On-the-Job training (OJT) program is designed to develop the skills of the

students. OJT is the one way to enhance the self-confidence of the trainee that someday,

they can achieve their desired professions in the hospitality industry.

The trainee made wouldn’t make it through this job without the help of their co-

workers that did an excellent job on guiding the trainee and giving instructions to the

proper way of doing their job.

The trainee also encountered problems and predicaments which tested their

abilities and made their use knowledge that not acquired at any learning institutions.

Lessons were learned through the course of performing the tasks given and the trainee

has grown accustomed to the job.

Overall, the on-the-job training tested the trainee’s wits, decision-making, and

capabilities as a person and as a student specialized at their own degree. The company let

the trainee experience the real world and how it operates on a first hand basis. The

trainee would not forget all of the lessons and knowledge acquired through this training

and is hoping to apply all of this to her work soon.

 18

The experienced accumulated in Civil Service Commission-DFA through On-the-

job Training (OJT) program will be a memorable one never to be forgotten.

 19

APPENDICES
 20

Appendix 1. Recommendation letter

 21

Appendix 2. Curriculum vitae

 22

Appendix 3. Waiver
 23

Appendix 4. Location map

 24

Appendix 5. OJT placement form

 25

Appendix 6. Learning journal

 26

Appendix 7. DTR summary with photocopy of DTR

 27

Appendix 7. Continues...
 28

Appendix 7. Continues...
 29

Appendix 7. Continues...
 30

Appendix 7. Continues...
 31

Appendix 8. Certificate of completion

 32

Appendix 9. Accomplished evaluation form

 33

Appendix 10. Certification from english critic

 34

Appendix 11. Routing slip

 35

Appendix 12. Photo documentation