HRMO PRIME-HRM

SELF-ASSESSMENT TOOL

Agency:

Date of Assessment

30-Dec-99
 PRIME-HRM ON-LINE SELF ASSESSMENT TOOL FOR HRMO

INSTRUCTIONS:

1. To access the on-line assessment tool, type the link on your web browser (e.g. G
Chrome, Internet Explorer):

http://www.tinyurl.com/2014APForm2

2. In order to enter the system, the user will be required to log-in by entering th
access code provided by HRPSO.

Note: The self assessment must be completed upon logging in. The acces
only be used once and cannot be used again.

3. The HRMO must fill up the basic data required on the Agency Profile. Agency
Date of Assessment are linked to Assessment Results sheet. Once these fields
in the Agency Profile sheet, they will automatically appear in the Assessment Re

Note: All fields marked with an asterisk (*) must be filled up otherwise the
continue to the next page and the system will prompt a message to the user to e
data.

4. The HRMO shall “click” the applicable circle.

a. Click the circle under "FULLY" if all the elements of a particular indicato
met or satisfied.

b. Click the circle under "PARTIALLY" if some elements of a particular in

been started but not fully met.

c. Click the circle under "NOT" if none of the elements has been met.

5. Upon completion of the self assessment, please click “SUBMIT” to log-out of the
TOOL FOR HRMO

web browser (e.g. Google

PForm2

log-in by entering the assigned

gging in. The access code can

ency Profile. Agency Name and

et. Once these fields are filled up
the Assessment Results sheet.

d up otherwise the user cannot

sage to the user to enter relevant

a particular indicator have been

nts of a particular indicator have

has been met.

MIT” to log-out of the system.

 PRIME-HRM ASSESSMENT
AGENCY PROFILE
AGENCY: (Please do not abbreviate) REGION: DATE OF ASSESSMENT:

SECTOR: CURRENT AGENCY STATUS: CSC RESOLUTION NO. RESOLUTION DATE

AGENCY HEAD: POSITION TITLE:

HRM OFFICERS POSITION TITLE: EMPLOYMENT STATUS NO. OF EMPLOYEES IN HRM OFFICE

Permanent

Temporary, Contractual, Casual

Co-Terminus, Others

Agency Personnel Complement (Based on Updated Plantilla of Personnel)

2nd Level 3rd Level
Professional/ Executive/
1st Level Technical Managerial Presidential Elective Officials TOTAL
AUTHORIZED Appointees
POSITIONS (up to SG-24) (SG-25 and above)

FILLED Status of Employment

POSITIONS as Permanent Temporary Coterminous Casuals Contractuals Elective Job Order
of _________ Male Female Male Female Male Female Male Female Male Female Male Female Male Female

1st Level

2nd Level
Professional/Technic
al (up to SG-24)
2nd Level
Executive/Managerial
(SG-25 and above)
3rd Level
(Presidential
Appointees)

TOTAL 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Section 1 - RECRUITMENT, SELECTION AND PLACEMENT

Mark your ratings with an "x". Implementation Rating

Fully Partially Not PTS
HRM SYSTEMS
LEVEL 4 - STRATEGIC HRM
1. Strategic Workforce planning system is directed to meet the present up to
1 0
the long-term needs of the Agency.

2. Human Resources Information System (HRIS) maintains data on online

recruitment, selection and placement as well the profile of talents that agencies 1 0
hire and lose. It also generates customized reports.

3. A Promotion and Selection Board (PSB) is in place, with HR as lead in

driving the process. It is open to partnering with external professional experts, 1 0
depending on the position being considered.

4. A well-defined Recruitment, Selection and Placement Procedures Manual

1 0
with online system aligned to the Agency’s strategic goals are in place.
5. Orientation is provided to all employees on the provisions and procedures
contained in the Recruitment, Selection and Placement Manual as well as the 1 0
features of the online system.
6. Talent attraction is done through recruitment branding and proactive
1 0
recruitment means to create a workforce pool.
7. Candidate qualifications are properly matched vis-à-vis the specific or
competency-based qualification standards and institutionalized competency- 1 0
based job description for the position to be filled.

8. Comparative assessment and final evaluation is done by Line Managers

and Promotion and Selection Board (PSB), with the HR Manager taking the
lead in the deliberation of results making use of various competency
assessment methods (simulation, in-basket, discussion, role-playing) for senior 1 0
and identified key positions only, documented structured background
investigation, and competency validation. Weights are assigned to personality
tests and competencies.

LEVEL 3 - INTEGRATED HRM

1. Staffing plan and prioritization in filling of positions is based on the short-
1 0
and medium-term needs of the Agency.
2. Electronic database maintains the profiles of both candidates and applicants
1 0
(internal and external). It also generates customized reports.
3. A Promotion and Selection Board (PSB) is in place for specialized, highly
1 0
technical, and executive managerial positions.
4. A well-defined Recruitment, Selection and Placement Procedures Manual
1 0
aligned to the Agency’s short- and medium-term needs is in place.

5. Orientation is provided to all employees on the provisions and procedures

1 0
contained in the Recruitment, Selection and Placement Manual.

6. Talent attraction is done through participation in job fairs, campus

1 0
recruitment, and publication in the Agency intranet.

7. Candidate qualifications are properly matched vis-à-vis the specific or

competency-based qualification standards and competency-based job 1 0
description for selected positions.
Section 1 - RECRUITMENT, SELECTION AND PLACEMENT

Mark your ratings with an "x". Implementation Rating

Fully Partially Not PTS

8. Comparative assessment and final evaluation is done by the Line Managers

and the Promotion and Selection Board (PSB), with HR Office taking the lead
in the deliberation of results of competency-based simple assessment, 1 0
documented structured background investigation and competency validation.
Weights are assigned to personality tests and competency results.

LEVEL 2 - PROCESS-DEFINED HRM

1. Staffing plan is based on the current Agency requirements aligned with DBM
Personnel Service Itemization and Plantilla of Personnel (PSIPOP) or relevant 1 0
approving authority.

2. Simple information system maintains active file of shortlisted candidates.

1 0
Data is segregated by gender.
3. A Promotion and Selection Board (PSB) is established and functional, with
1 0
HR Office as the lead unit.
4. Recruitment, Selection and Placement procedures are customized to the
1 0
Agency requirements and are accompanied by a process flowchart.
5. Orientation is provided to all employees on Recruitment, Selection and
1 0
Placement procedures with emphasis on the customized features.

6. Talent attraction is done through posting in major daily newspapers and

1 0
networking.

7. Candidate qualifications are properly matched vis-à-vis the specific

1 0
qualification standards and job description for the position to be filled.

8. Comparative assessment and final evaluation is done by the Promotion and

Selection Board (PSB), with HR office/unit providing the necessary resources
1 0
from the structured interviews and documented structured background
investigation results.

LEVEL 1 - TRANSACTIONAL HRM

1. Staffing plan is solely based on DBM or relevant approving authority. 1 0

2. An active file of shortlisted candidates (hardcopy only) is maintained. 1 0

3. An ad hoc group is established to screen and evaluate candidates for

1 0
vacant positions.
4. Recruitment, Selection and Placement procedures are based on existing
1 0
law, rules, and guidelines issued by relevant authority.
5. Orientation is provided to all employees on Recruitment, Selection and
1 0
Placement procedures.
6. Talent attraction is done through posting at Agency premises and
1 0
publication in government bulletin, as required.
7. Candidate qualifications are properly matched vis-à-vis the minimum
1 0
qualification standards for the position to be filled.

8. Comparative assessment and final evaluation is done by the ad hoc

committee using paper screening, interviews, and results of undocumented 1 0
simple background investigation.

COMPETENCIES
Section 1 - RECRUITMENT, SELECTION AND PLACEMENT

Mark your ratings with an "x". Implementation Rating

Fully Partially Not PTS
LEVEL 4 - SUPERIOR
1. Applies a strategic Staffing Planning system aimed at meeting the present
0
up to the long-term needs of the Agency 1
2. Formulates and champions strategic recruitment policy linked to other HRM
systems (e.g. Performance Management, Talent Management, HRD 0
Plan/L&D, and Retention) 1

3. Applies and manages online recruitment, selection, and placement system 0

1
4. Undertakes proactive recruitment activities, e.g. school tie-up, employer
0
branding, caravans 1

5. Manages the Promotion and Selection Board (PSB) deliberations and

provides results of candidate assessment 0
- Explains use of various competency assessment tools in the deliberation
1
6. Utilizes 360-degree background investigation for senior managerial
0
positions and positions with custodial responsibilities 1

7. Manages the use of the HRIS for recruitment, selection, and placement 0
1
LEVEL 3 - ADVANCED
1. Applies a Staffing Plan based on short- and medium-term objectives of the
0
Agency through forecasting and prioritization 1
2. Formulates customized recruitment policies linked to other HRM systems
0
(e.g. Performance Management and HRD Plan/ L&D) 1
3. Develops and designs improvements to existing battery of recruitment and
placement tools, methodologies, processes, and procedures based on 0
emerging technologies 1
4. Develops Recruitment strategies such as job fairs and campus recruitment
0
activities to source for candidates 1

5. Applies Recruitment and Placement Calendar/Plan 0

1
6. Facilitates competency-based assessment process to Line Managers and
0
Promotion And Selection Board (PSB) members 1
7. Evaluates and analyzes results of structured background Investigation vis-a-
0
vis competencies 1

8. Manages an automated database of applicants and candidates 0

1
LEVEL 2 - INTERMEDIATE

1. Applies a Staffing Plan (PSI) based on current Agency requirements 1 0

2. Develops Recruitment, Selection, and Placement guidelines within existing

1 0
laws and regulations

3. Sources both internal and external applicants 1 0

4. Performs structured interviews based on job descriptions 1 0

5. Administers appropriate written examinations 1 0

Section 1 - RECRUITMENT, SELECTION AND PLACEMENT

Mark your ratings with an "x". Implementation Rating

Fully Partially Not PTS

6. Responds appropriately to application queries/ requests 1 0

7. Conducts workshop on selection process for Promotion and Selection Board

(PSB) members 1 0
- Facilitates calibration process in the assessment of candidates
8. Evaluates and analyzes results of structured background investigation for
1 0
second level, supervisory, and executive/managerial positions
9. Maintains and organizes an active file of short-listed candidates in a
1 0
standalone electronic system
LEVEL 1 - BASIC

1. Applies a Staffing Plan based on Personnel Service Itemization (PSI) 0

1

2. Applies Recruitment, Selection, and Placement guidelines 0

1

3. Explains Recruitment, Selection, and Placement process to employees 0

1
4. Applies policies on Gender and Development (GAD) and Persons with
0
Disability (PWD) in the recruitment process 1

5. Evaluates candidate qualifications vis-a-vis Qualification Standards (QS) 0

1

6. Performs secretariat function to the ad hoc committee of the Agency 0

1
Section 2 - PERFORMANCE MANAGEMENT

Mark your ratings with an "x". Implementation Rating

Fully Partially Not PTS
HRM SYSTEMS
LEVEL 4 - STRATEGIC HRM
1. HR leads in driving the performance management process. HR partners with
Management in making decisions related to talent retention, promotion, and 1 0
development.

2. Target setting is through individual Key Performance Indicators (KPIs),

1 0
which are supportive of strategic Agency goals.

3. Core competencies for all employees are established. 1 0

4. Leadership, organizational and functional competency development goals

1 0
for senior managers and supervisors are present.

5. Continual coaching for results and mentoring sessions are documented. 1 0

6. Self-rating by employee is done on year-end performance review with

1 0
competencies and development needs identified.

7. Performance Improvement Plan based on competencies is set up as

1 0
needed.

8. Performance discussion is done on delivery of individual and team goals

1 0
and competencies, and how these support organizational goals.

9. Establishment of Individual Development Plans for all levels is done. 1 0

10.Calibration of the application of performance standards to the value of

1 0
performance ratings is done consistently throughout the Agency.
11. Electronic copy of interactive Performance Commitment, Evaluation, and
1 0
Development Plan Forms is in use.
12. Link to HRIS supports monitoring and evaluation of data generated from
electronic Performance Management System (PMS) to facilitate and help in 1 0
decision-making.

LEVEL 3 - INTEGRATED HRM

1. Performance Management Team (PMT) is established and fully functional,
with HR as partner of Management in driving the performance management 1 0
process.
2. Target setting is through individual Key Performance Indicators (KPIs),
1 0
which are inter-related and supportive of division/unit goals.

3. Core competencies for all employees are considered. 1 0

4. Regular and scheduled coaching sessions, including mid-year review and

1 0
year-end evaluation, are documented.
5. Self-rating by employee is done on year-end performance review with
1 0
competencies and development needs identified.

6. Performance Improvement Plan based on competencies is set up as

1 0
needed.

7. Performance discussion is done on delivery of individual and team goals

1 0
and competencies, and how these support organizational goals.
8. Establishment of Individual Development Plans (Developmental Needs) for
1 0
executive/managerial and supervisory positions is done.
Section 2 - PERFORMANCE MANAGEMENT

Mark your ratings with an "x". Implementation Rating

Fully Partially Not PTS

9. Calibration of the application of performance standards to the value of

1 0
performance ratings is done consistently within the functional group or section.

10. Electronic copy of Performance Commitment, Evaluation, and

1 0
Development Plan Forms is in use.
11. Existence of an information system supports monitoring and evaluation of
data generated from electronic Performance Management System (PMS), 1 0
capturing employee input and documentation of accomplishment on-line.
LEVEL 2 - PROCESS-DEFINED HRM

1. Performance Management Team (PMT) is established and fully functional. 1 0

2. Target setting is consistently done for all employees based on job function
1 0
and team performance commitments.
3. Regular and scheduled feedback sessions, including mid-year review and
1 0
year-end evaluation, are documented.

4. Self-rating by employees is not practiced. 1 0

5. Performance discussion focuses on the delivery of individual and team

1 0
goals.

6. Establishment of Individual Development Plans (Developmental Needs) for

1 0
executive/managerial positions is done.

7. Calibration of the application of performance standards to the value of

1 0
performance ratings is done consistently within the office or department.
8. Hard copy of Performance Commitment and Evaluation Forms as well as
1 0
Performance Monitoring form is in use.

9. Simple information system tracks accomplishment of targets to support

1 0
monitoring and evaluation.

LEVEL 1 - TRANSACTIONAL HRM

1. An ad hoc group reviews performance targets and accomplishments. 1 #REF! ###

2. Target setting is focused on job function. 1 #REF! ###

3. Feedback is provided as need arises. 1 0

4. Self-rating by employees is not practiced. 1 0

5. No discussion on performance. 1 0

6. Calibration of performance ratings is not practiced. 1 0

7. Hard copy of Performance Commitment and Evaluation Forms is in use. 1 0

8. No database for performance rating of all employees is maintained. 1 0

COMPETENCIES
LEVEL 4 - SUPERIOR

1. Sets direction in the implementation of policies, systems, and procedures 1 0

Section 2 - PERFORMANCE MANAGEMENT

Mark your ratings with an "x". Implementation Rating

Fully Partially Not PTS
2. Reviews alignment of Agency goals with partner cluster agency goals,
translated into more refined goals and expectations and cascaded at the unit 1 0
and individual levels
3. Leads the development of functional and leadership competencies aligned
1 0
with Agency strategies

4. Resolves performance-related issues 1 0

5. Orients all officials and employees on Key Performance Indicators

1 0
supportive of strategic Agency goals

6. Uses Performance Management System results as basis for Rewards and

Recognition (PRAISE or its equivalent) and step increment; and as input for 1 0
Learning and Development, Talent Management, and Strategic Planning

7. Explains how to accomplish Individual Development Plans to all employees 1 0

8. Discusses with senior managers and supervisors the alignment of Key

1 0
Performance Indicators with leadership competency goals
LEVEL 3 - ADVANCED
1. Formulates policy guidelines for the institutionalization of the Strategic
1 0
Performance Management System
2. Institutionalizes the Strategic Performance Management System
o Recommends committee members 1 0
o Reviews and recommends action on performance-related issues

3. Reviews alignment of Agency goals with unit/individual goals 1 0

4. Explains results of degree of compliance to concerned units/ employees 1 0

5. Orients all officials and employees on Key Performance Indicators (KPIs)

supportive of division/unit goals
 Assessment of core competencies 1 0
 New features in developing performance targets focused on job
function/ team performance goals and core competencies

6. Explains how to accomplish Individual Development Plans to supervisors,

1 0
and Performance Improvement Plan (PIP) to managers

7. Discusses with senior managers and supervisors the alignment of Key

Performance Indicators with the core, functional, and organizational 1 0
competency goals
8. Uses Performance Management System results as basis for Rewards and
Recognition and step increment; and as an input to Learning and Development 1 0
and Promotion
LEVEL 2 - INTERMEDIATE
1. Formulates Agency-specific implementing instructions based on CSC
1 0
Strategic Performance Management System (SPMS)

2. Orients all officials and employees on customized provisions 1 0

3. Explains how to accomplish the Individual Development Plan (IDP) to senior

1 0
and managerial employees
4. Participates in calibration/deliberation meetings as part of the Performance
1 0
Management Team (PMT)
5. Prepares reports based on recommendations of Performance Management
1 0
Team
Section 2 - PERFORMANCE MANAGEMENT

Mark your ratings with an "x". Implementation Rating

Fully Partially Not PTS

6. Monitors and assesses implementation of the system 1 0

7. Evaluates reports on compliance to Performance Management System 1 0

LEVEL 1 - BASIC
1. Implements Performance Management System (PMS) and/or Performance
0
Appraisal System 1
2. Orients employees on features of existing Performance Management
0
System 1
3. Explains how to accomplish the Performance Appraisal Form to all
0
employees 1

4. Tracks compliance in preparing Performance Appraisal Form 0

1
5. Monitors submission of Performance Appraisal Form for the conduct of
0
performance discussion 1

6. Monitors and reports compliance to Performance Management System 0

1
Section 3 - HRD (Learning & Development)

Mark your ratings with an "x". Implementation Rating

Fully Partially Not PTS
HRM SYSTEMS
LEVEL 4 - STRATEGIC HRM
1. A separate unit/group for Learning/Training Center is established, with HR as
lead in driving the process of making decisions related to HRD/L&D 1 0
interventions.
2.HRD/L&D investment plan is set according to Agency’s strategic mandate, and
1 0
is approved by Agency authorities.
3. L&D Hours are defined per employee as follows:
Minimum number of hours per year based on the Individual Development Plan 1 0
of the employees.
4. Training and development needs identification and analysis is based on
alignment between strategic organization direction with employee performance 1 0
and competency gaps and career growth, and is updated every year.

5. Three-year Strategic Training and Development plan is prioritized and

updated on a yearly basis. The plan responds to performance and competency
gaps that require training and other HRD modes/methodologies, including 1 0
scholarship, integrated on-boarding, and succession planning requirements. The
Agency has a written and formalized L&D plan for all core positions.

6. The strategic training plan provides a culture of learning that helps the
organization continually improve achievement of goals and attain new 1 0
possibilities and capacities.

7. Training interventions are designed to support the Agency’s Strategic Talent

1 0
Plan, knowledge sharing, and continuous improvement.

8. Development of interventions is in partnership with external or foreign L&D

1 0
partners geared toward interactive learning and sharing.

9. HRD delivery is through the use of various HRD modes and methodologies
1 0
including innovative learning methods.

10. Management trainee or cadetship program for High Potentials is

1 0
implemented.
11. Established pool of internal trainers/facilitators and external or foreign L&D
1 0
partners conducts training programs.

12.Training evaluation is done through Return on Investment (ROI) of L&D

programs in relation to the Agency’s strategic talent plan and impact of delivery 1 0
of service to the client.

13. All HR-related information is linked to Human Resources Information System

(HRIS) that supports monitoring and evaluation of:
• Historical L&D plans and programs/interventions
• Historical Employee L&D data 1 0
• Employee Individual Development Plans
• HRD/L&D analytics
- Metrics: cost relative to market, measurement of course

LEVEL 3 - INTEGRATED HRM

1. Personnel Development Committee (PDC) is established and fully functional
1 0
with HR as partner of Management in driving the process.
2. HRD/L&D investment plan is set according to Agency’s short-term goals, and
1 0
is approved by Agency authorities.
3. L&D Hours are defined per employee as follows:
Minimum number of hours consistent with the approved Qualification Standards
(QS), needs analysis, and Individual Development Plan for supervisory and 1 0
higher positions.
Section 3 - HRD (Learning & Development)

Mark your ratings with an "x". Implementation Rating

Fully Partially Not PTS

4. Training needs identification and analysis is based on alignment of

1 0
organizational and individual performance gaps, and is done annually.

5. Three-year Training and Development Plan is prioritized on a yearly basis.

The plan responds to performance and competency gaps that require training
with identified appropriate HRD modes/methodologies, e.g. classroom, online, 1 0
coaching, projects, etc. The plan also includes an integrated on-boarding
program (interfaced with the whole Agency)

6. Training calendar supports the Individual Development Plans for supervisory

and higher positions. Team Learning Needs aimed at improving individual/team 1 0
and Agency performance.

7. Development and conduct of training programs is in partnership with the HR

1 0
Lead and Line Managers.

8. HRD delivery is through the use of various HRD modes and methodologies,
e.g. classroom, workplace coaching, online, internship, practicum, immersion, 1 0
benchmarking, among others.

9. Management trainee or cadetship program for High Potentials is implemented. 1 0

10. Pool of internal trainers/facilitators conducts programs for competency and

1 0
basic leadership development.
11. Training evaluation is done through both qualitative and quantitative benefit
cost analyses, which assess program effectiveness and relevance to Agency 1 0
needs in relation to cost.

12. Electronic HRD/L&D system supports monitoring and evaluation of:

• Learning and Development activities per employee/ Agency based on
Individual Development Plan
• Annual Training and development programs/ interventions and 1 0
• List of participants
• Competency profile per employee
• Training report

LEVEL 2 - PROCESS-DEFINED HRM

1. Personnel Development Committee (PDC) is established and fully functional. 1 0

2. HRD/L&D budget is set according to Agency’s current requirements, and is

1 0
approved by Agency authorities.
3. L&D Hours are defined per employee as follows:
Minimum number of hours consistent with the approved Qualification Standards
(QS), and as a result of a needs analysis, and Individual Development Plan for 1 0
senior/ managerial positions.

4. Training and development is based on simple individual Training Needs

1 0
identification. It is not done regularly.
5. Training Plan is mainly a listing of basic orientation, induction, and basic
1 0
supervisory training.
6. Training calendar design is based on identified performance and core
1 0
competency gaps.
7. Development and conduct of programs is in partnership with external training
1 0
providers.

8. HRD delivery is limited to training and classroom methodology. 1 0

9. L&D specialist serves as internal facilitator for technical training. 1 0

10. Training evaluation is done through qualitative cost benefit analysis, which
1 0
assesses program effectiveness in relation to performance.
Section 3 - HRD (Learning & Development)

Mark your ratings with an "x". Implementation Rating

Fully Partially Not PTS
11. Simple information system supports monitoring and evaluation of:
• Learning and Development activities per employee/ Agency based on
Individual Development Plan 1 0
• Annual training and development programs/ interventions
• List of participants

LEVEL 1 - TRANSACTIONAL HRM

1. An ad hoc group reviews HRD/L&D programs. 1 0

2. HRD/L&D budget is set at a minimum limit of 3% taken from the total

Maintenance and Other Operating Expenses (MOOE) of the agency, and is 1 0
approved by Agency authorities.
3. L&D Hours are defined per employee as follows: At least 1 training program
1 0
attended per year.

4. Lack of a systematic process for identifying training needs of the employees. 1 0

5. Absence of a training plan. Training is based only on invitations to participate

1 0
in training and/or public offerings.

6. No training calendar is implemented. 1 0

7. Conduct of programs is on as-needed basis. 1 0

8. HRD delivery is through attendance in public seminars/ workshops. 1 0

9. No internal facilitators are in place. 1 0

10. Training evaluation is done through qualitative analysis based on feedback

1 0
provided by participants.

11. Database maintains a list of participants and training programs attended. 1 0

COMPETENCIES
LEVEL 4 - SUPERIOR

1. Establishes direction in the implementation of HRD programs by approving

1 0
policy guidelines for the institutionalization of HRD programs

2. Manages and guides the Personnel Development Committee in making

decisions on HRD/L&D interventions
- Approves appropriate training and development activities for various levels 1 0
of position

3. Designs performance improvement interventions on Workplace Learning and

1 0
Performance aligned with Agency strategic requirements for core positions

4. Leads sharing of expertise through innovative learning methods 1 0

5. Performs ROI analysis and impact evaluation of Learning and Development

1 0
programs conducted
6. Establishes and facilitates on-boarding program that includes strategic
1 0
partners in its focus
LEVEL 3 - ADVANCED

1. Formulates policy guidelines for the institutionalization of HRD programs that

support the Agency vision, mission, goals, and core values, and are linked to 0
Strategic Performance Management System (SPMS)
1
Section 3 - HRD (Learning & Development)

Mark your ratings with an "x". Implementation Rating

Fully Partially Not PTS
2. Partners with the Personnel Development Committee in implementing the
0
Learning and Development Program of the Agency 1
3. Develops training plan that covers general orientation, functional and
technical skills, and Leadership Development, and is aligned with Agency goals 0
and linked to the Performance Management System (PMS) 1

4. Facilitates combination of classroom and non-classroom approaches 0

1
5. Collaborates with training institutions on the design and conduct of Learning
0
and Development activities 1
6. Works with line managers on the conduct of Learning and Development
0
programs 1
7. Performs qualitative and quantitative cost benefit analysis on training
0
programs conducted 1

8. Establishes and facilitates on-boarding program that is focused on the Agency 0

1
LEVEL 2 - INTERMEDIATE
1. Applies Agency-specific Learning and Development policy adapted to and
0
aligned with CSC policy and Local Government Academy policies 1
2. Performs activities that provide technical support to the Personnel
Development Committee (PDC) 0
- Identifies and analyzes training needs 1

3. Develops training plans to address performance gaps, behavioural

0
modification, and technical and basic supervisory training
1

4. Disseminates the training calendar 0

1

5. Facilitates Learning and Development programs using traditional approaches 0

1
6. Liaises and discusses with external training providers on the conduct of
1 0
training and development activities
7. Performs qualitative cost benefit analysis on training programs conducted
0
1
8. Facilitates structured induction program for new hires
0
1
LEVEL 1 - BASIC
1. Applies HRD/Learning and Development Program on an ad-hoc basis (per
0
invitation basis) 1
2. Performs administrative assistance to ad hoc group that reviews HRD/L&D
0
programs and participants 1
3. Monitors budget utilization and attendance (at least one program per
0
employee per year) 1

4. Maintains a database of training and development activities 0

1

5. Performs qualitative analysis reports on training programs attended 1 0

6. Facilitates basic orientation for new hires 0

1
Section 4 - REWARDS AND RECOGNITION

Mark your ratings with an "x". Implementation Rating

Fully Partially Not PTS
HRM SYSTEMS
LEVEL 4 - STRATEGIC HRM
1. Rewards and Recognition Committee engages employees and considers
global practices and emerging trends in the development of programs that 1 0
support the Agency strategy.
2. Budget for rewards and incentives is based on savings generated from
1 0
suggestions, innovations, and other cost-efficiency measures.
3. Recognition is given in the form of monetary/in-kind reward or program
1 0
geared toward enhancing work-life balance and employee engagement.
4. Types of Programs
• Employee Suggestion: ideas and innovations that positively affect public
interest
• Performance Contest: Agency achievement based on sustained effort 1 0
• Desired Behavior Award: Going the extra mile
• Engagement award: Work-life balance

5. Link to Human Resources Information System (HRIS) maintains

• Individual historical awards data
• Demographics and profile of awardees 1 0
• Database of recognition system

LEVEL 3 - INTEGRATED HRM

1. Rewards and Recognition Committee links up with Performance Management

1 0
Team in identifying potential grantees/awardees, with HR driving the process.

2. Budget for rewards and incentives is customized. 1 0

3. Recognition is given in the form of monetary/in-kind or non-monetary reward. 1 0

4. Types of Programs
• Employee Suggestion: Creative and innovative ways at work
• Performance Contest: Office achievement linked to the Agency’s core
competencies and PMS
1 0
• Desired Behavior Award: Innovative, creative behavior of individuals/
teams
• Engagement Award: pride in the employer affiliation)

5. Electronic Rewards and Recognition module is used to maintain

• Demographics and profile of awardees 1 0
• Database of recognition system

LEVEL 2 - PROCESS-DEFINED HRM

1. A fully functional Rewards and Recognition Committee is established. 1 0

2. Budget for rewards and incentives is customized. 1 0

3. Recognition is given in the form of monetary/in-kind or non-monetary reward. 1 0

4. Types of Programs
• Employee Suggestion: Cost efficiency programs
• Performance Contest: Division achievement based on service level
improvement of divisions 1 0
• Desired Behavior Award: Productive behavior of individuals/ teams
• Performance Awards:
Section 4 - REWARDS AND RECOGNITION

Mark your ratings with an "x". Implementation Rating

Fully Partially Not PTS
5. Simple information system is used to maintain:
• Demographics and profile of awardees 1 0
• Database of recognition system

LEVEL 1 - TRANSACTIONAL HRM

1. An ad hoc committee is established to oversee rewards and recognition. 1 0

2. Budget for rewards and incentives is limited. 1 0

3. Recognition is given in the form of monetary/in-kind or non-monetary reward. 1 0

4. Types of Programs
• Employee Suggestion program: Integrity, efficiency and productivity
• Performance Contest: Top individual/ team performer 1 0
• Desired Behavior Award: Anchored on Agency core values
• Service Awards

5. Simple information system is used to maintain:

• Types of awards 1 0
• Profile of awardees

COMPETENCIES
LEVEL 4 - SUPERIOR
1. Applies Rewards and Recognition policies geared toward continual
0
improvement and deeper employee engagement 1
2. Establishes directions aligned with global practices in the implementation of
0
approved systems and programs on Rewards and Recognition 1
3. Manages the process of engaging employees in the formulation,
0
enhancement, and sustainability of Rewards and Recognition programs 1
LEVEL 3 - ADVANCED
1. Develops, customizes, and implements Rewards and Recognition guidelines
1 0
that support the Agency’s goals

2. Relates linkage of Rewards and Recognition system to other HR Systems 1 0

3. Performs research on and studies of global practices and emerging trends in

1 0
Rewards and Recognition
4. Evaluates Agency programs vis-a-vis best practices on Rewards and
1 0
Recognition of other organizations
LEVEL 2 - INTERMEDIATE
1. Develops, customizes, and implements Rewards and Recognition guidelines
0
based on Agency-suited requirements 1
2. Performs activities that provide technical support to the Rewards and
Recognition Committee 0
- Helps determine the kinds of monetary and non-monetary rewards 1
3. Explains customized policies and provisions on Rewards and Recognition
0
programs to all officials and employees 1
LEVEL 1 - BASIC
1. Applies the Rewards and Recognition guidelines based on prescribed laws,
0
rules, and regulations 1

2. Performs secretariat function to the ad hoc committee of the Agency 0

1
Section 4 - REWARDS AND RECOGNITION

Mark your ratings with an "x". Implementation Rating

Fully Partially Not PTS

3. Discusses Rewards and Recognition program with all officials and employees 0
1
Section 5 - HR RECORDS MANAGEMENT &
OTHER HR PROGRAMS
1. Please select "Yes" or "No" on the drop down menu in each
assessment box.

I. HUMAN RESOURCE RECORDS MANAGEMENT

Document is
Records to be verified Complete &
Updated

1. 201 Files (Per CSC MC No. 8, s. 2007) Please refer to checklist

for list of items that must be verified. All items in the HR Record Checklist
must be a "Yes" before this can be confirmed as a "Yes"
2. Plantilla of Personnel Y
3. Service Records E
N
4. Leave Records S
O
5. Attendance Records
6. Reports on Appointments Issued (for accredited agencies)
II. ORGANIZATIONAL PROFILE
Document is
Documents to be Checked & Verified Available & Posted
1. Organization Profile
▪Agency Mandate, Vision, Mission and Strategic Goals
▪Organizational Chart
▪Functional Chart
Complete &
Other Documents to be Checked & Verified Updated
2. Policies, Rules and Regulations
▪CSC Law and rules, memorandum circulars
▪Agency HR policies and procedures
▪DBM/COA/ Other agency policies
III. HEALTH AND WELLNESS
Policies
Policies to be verified implemented by
Agency
1. Physical Fitness Program (CSC MC No. 6, s. 1995 ,CSC MC No.
8, s. 2011 dated March 7, 2011)
2. Policy on Working Conditions at the Workplace (CSC MC No. 33, s.
1997)
3. Smoking prohibition based on 100% smoke-free environment policy
(CSC MC No. 17, s. 2009)
4. Drug free workplace in the bureaucracy (CSC MC No. 13, s.2010)
IV. EMPLOYEE WELFARE
Policies
Policies to be verified Implemented by
Agency
1. System to Address Grievance/Issues in the Agency
2. Grant of Step Increment (NOSI)

3. Grant of Loyalty Incentive under PRAISE (CSC MC No. 3, s. 2001)

4. Entitlement to Leave Benefits

5. Registered Employees Association (if any)
6. Accredited Employees Association (if any)
7. Agency's Collective Negotiation Agreement (if any)
V. EMPLOYEE DISCIPLINE
Policies
Policies to be verified implemented by
agency
1. Adoption of the Revised Rules on Administrative Cases In the Civil
Service (RRACCS)
2. Implementation of RA 6713
 3. Observance of Government Working Hours
4. Implementation of RA 9485 (Anti-Red Tape Act)- including the
Citizen's Charter
5. Protection of the Bureaucracy Against Tobacco Industry
Interference (CSC-DOH JMC No. 2010-01)
 Annex C

PRIME-HRM ASSESSMENT HR RECORDS-LEAVE BENEFIT ENTITLEMENTS

INSTRUCTION: Please validate and check or click "Yes" or "No" if the following item/s under
each aspect of the assessment is/are updated and existing. 100% complete records shall
constitute "Complete & Upated". If the said item/concern cannot be directly responded by
either "Yes" or "No", please note important details relative to the item on the Remarks
column.

Records are
Leave Benefit
Item Descriptions / Specific Instructions / Assessment Guide Complete and
Entitlements
Updated
▪Vacation Leave Application for leave filed five (5) days in advance

Application for leave filed immediately upon return to work;

▪Sick Leave
approval is mandatory

Agency has staggered schedule dof mandatory five-day

vacation (forced) leave; Forced leave taken posted in the
▪Forced Leave employees leave card; Forced leave not taken due to
exigency of service not deducted from the employees leave
credits

Employees are allowed to avail of 3-day privilege leave; no

▪Special Privilege Leave
proof required

Employees are allowed to monetize at least 10 days if

▪Monetization of Leave qualified; At least five (5) days are retained after
Credits monetization; Budget for the monetization of leave credits is
charged to savings in Personal Services

Cross reference with 201 file, check for solo parents;

▪Implementation of the
Employees are aware of the guidelines and process of the
Guidelines on the Grant of
availment of parental leave; Availment of parental leave is
Parental Leave to Solo
supported by Solo Parent Identifcation Card and birth
Parents (CSC MC No. 8, s.
certificate of the child/children or other requirements, such
2004 dated March 24, 2004,
as medical certificate, if necessary; Interview solo parents
under RA 8972 – Solo
and ask to articulate the guidelines of parental leave; cross
Parents Welfare Act of 2000)
reference files to show proof of availament

▪Implementation of the Female employee, regardless of civil and employment

Guidelines on the Availment status, who is a victim of violence is allowed to avail of the
of the Ten-Day Leave CSC ten-day leave; emale employee, regardless of civil and
Resolution No. 051206, employment status, whose child below 18 or above 18 but
under RA 9262 also known as unable to take care of oneself is a victim of violence is
Anti-Violence Against Women allowed to avail of the ten-day leave; Availment of ten-day
and their Children Act of 2004 leave is supported by Barangay Protection Order (BPO) or
(CSC MC No. 15, s. 2006 Temporary Permanent Protection Order (TPO/PPO)
dated July 28, 2006) obtained from the court or

▪Implementation of the Female employee, regardless of age and civil status, who
Guidelines on the Grant of the availed of the special leave has rendered at least six (6)
Special Leave Benefits under months aggregate government service for the last 12
the Magna Carta of Women months prior to undergoing gynecological surgery;
(RA 9710) (CSC MC no. 25, Application for special leave is supported by medical
s. 2010 dated December 1, certificate filled out and signed by proper medical authorities,
2010) e.g., attending surgeon
 Records are
Leave Benefit
Item Descriptions / Specific Instructions / Assessment Guide Complete and
Entitlements
Updated

▪Special Leave (Calamity

There is a declaration of calamity in the area
Leave)

Married male employees are allowed to avail of paternity

▪Paternity Leave
leave of seven (7) days for a maximum of four deliveries

Agency female employees are allowed to avail of maternity

leave of sixty (60) calendar days will full pay; Computations,
▪Maternity Leave
requirements and policies of maternity leave are strictly
followed and implemented

Selection of study leave beneficiary is based on the

▪Study Leave requirements provided in Item II, Sec. 68 of the Omnibus
Rules on Leave

Application for rehabilitation privilege is made through a

letter, supported by police report, if any , and medical
▪Rehabilitation Privilege certificate on the nature of the injuries, the course of
treatment involved and the need to undergo rest,
recuperation and rehabilitation, as the case may be.

Employees are allowed to avail of the CTO; COCs are NOT

▪Compensatory Time-Off in used to offset undertimes/tardiness incurred by employees
lieu of Overtime Pay during regular working days; COCs are NOT added to the
regular leave credits of the employees.