HRMO Online PRIME-HRM Self Assessment Tool

HRMO PRIME-HRM
SELF-ASSESSMENT TOOL
0-Jan-00
Date of Assessment
0
Agency:
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. Google
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 the assigned
access code provided by HRPSO.

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

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

Note: All fields marked with an asterisk (*) must be filled up otherwise the user cannot
continue to the next page and the system will prompt a message to the user to enter relevant
data.

4. The HRMO shall click the applicable circle.

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

b. Click the circle under "PARTIALLY" if some elements of a particular indicator have
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 system.
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. Google
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 the assigned
access code provided by HRPSO.

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

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

Note: All fields marked with an asterisk (*) must be filled up otherwise the user cannot
continue to the next page and the system will prompt a message to the user to enter relevant
data.

4. The HRMO shall click the applicable circle.

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

b. Click the circle under "PARTIALLY" if some elements of a particular indicator have
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 system.
POSITION TITLE:
Male Female Male Female Male Female Male Female Male Female Male Female Male Female
0 0 0 0 0 0 0 0 0 0 0 0 0 0 TOTAL
Temporary, Contractual, Casual
Co-Terminus, Others
1st Level
2nd Level
Professional/Techni
cal (up to SG-24)
2nd Level
Executive/Manageria
l (SG-25 and above)
3rd Level
(Presidential
Appointees)
Permanent
Job Order
PRIME-HRM ASSESSMENT
AGENCY PROFILE
Agency Personnel Complement (Based on Updated Plantilla of Personnel)
AUTHORIZED
POSITIONS
1st Level
0
2nd Level 3rd Level
Elective Officials TOTAL
FILLED
POSITIONS as
of _________
Status of Employment
Permanent Temporary Coterminous Casuals Contractuals Elective
Professional/
Technical
Executive/
Managerial
Presidential
Appointees
(up to SG-24) (SG-25 and above)
CSC RESOLUTION NO. RESOLUTION DATE
AGENCY: (Please do not abbreviate)
SECTOR: CURRENT AGENCY STATUS:
REGION: DATE OF ASSESSMENT:
HRM OFFICERS POSITION TITLE: EMPLOYMENT STATUS
AGENCY HEAD:
NO. OF EMPLOYEES IN HRM OFFICE
Section 1 - RECRUITMENT, SELECTION AND PLACEMENT
Fully Partially Not PTS
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1 0
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1 0
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1 0
1 0
1 0
1 0
1 0
1 0
1 0
1. Staffing plan and prioritization in filling of positions is based on the short-
and medium-term needs of the Agency.
3. A Promotion and Selection Board (PSB) is in place for specialized, highly
technical, and executive managerial positions.
4. A well-defined Recruitment, Selection and Placement Procedures Manual
aligned to the Agencys short- and medium-term needs is in place.
4. A well-defined Recruitment, Selection and Placement Procedures Manual
with online system aligned to the Agencys 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
features of the online system.
6. Talent attraction is done through recruitment branding and proactive
recruitment means to create a workforce pool.
2. Electronic database maintains the profiles of both candidates and
applicants (internal and external). It also generates customized reports.
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, documented structured background investigation and
competency validation. Weights are assigned to personality tests and
competency results.
LEVEL 3 - INTEGRATED HRM
7. Candidate qualifications are properly matched vis--vis the specific or
competency-based qualification standards and institutionalized competency-
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 and identified key positions only, documented structured background
investigation, and competency validation. Weights are assigned to personality
tests and competencies.
7. Candidate qualifications are properly matched vis--vis the specific or
competency-based qualification standards and competency-based job
description for selected positions.
6. Talent attraction is done through participation in job fairs, campus
recruitment, and publication in the Agency intranet.
5. Orientation is provided to all employees on the provisions and procedures
contained in the Recruitment, Selection and Placement Manual.
Mark your ratings with an "x".
Implementation Rating
1. Strategic Workforce planning system is directed to meet the present up to
the long-term needs of the Agency.
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,
depending on the position being considered.
LEVEL 4 - STRATEGIC HRM
HRM SYSTEMS
2. Human Resources Information System (HRIS) maintains data on online
recruitment, selection and placement as well the profile of talents that
agencies hire and lose. It also generates customized reports.
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7. Candidate qualifications are properly matched vis--vis the specific
qualification standards and job description for the position to be filled.
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 approving authority.
3. A Promotion and Selection Board (PSB) is established and functional, with
HR Office as the lead unit.
4. Recruitment, Selection and Placement procedures are customized to the
Agency requirements and are accompanied by a process flowchart.
COMPETENCIES
2. Formulates and champions strategic recruitment policy linked to other HRM
systems (e.g. Performance Management, Talent Management, HRD
Plan/L&D, and Retention)
3. An ad hoc group is established to screen and evaluate candidates for
vacant positions.
4. Recruitment, Selection and Placement procedures are based on existing
law, rules, and guidelines issued by relevant authority.
7. Candidate qualifications are properly matched vis--vis the minimum
qualification standards for the position to be filled.
6. Talent attraction is done through posting at Agency premises and
publication in government bulletin, as required.
2. Simple information system maintains active file of shortlisted candidates.
Data is segregated by gender.
5. Orientation is provided to all employees on Recruitment, Selection and
Placement procedures with emphasis on the customized features.
6. Talent attraction is done through posting in major daily newspapers and
networking.
8. Comparative assessment and final evaluation is done by the ad hoc
committee using paper screening, interviews, and results of undocumented
simple background investigation.
2. An active file of shortlisted candidates (hardcopy only) is maintained.
1. Staffing plan is solely based on DBM or relevant approving authority.
8. Comparative assessment and final evaluation is done by the Promotion and
Selection Board (PSB), with HR office/unit providing the necessary resources
from the structured interviews and documented structured background
investigation results.
LEVEL 1 - TRANSACTIONAL HRM
LEVEL 4 - SUPERIOR
1. Applies a strategic Staffing Planning system aimed at meeting the present
up to the long-term needs of the Agency
5. Orientation is provided to all employees on Recruitment, Selection and
Placement procedures.
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7. Conducts workshop on selection process for Promotion and Selection
Board (PSB) members
- Facilitates calibration process in the assessment of candidates
7. Evaluates and analyzes results of structured background Investigation vis-a-
vis competencies
1. Applies a Staffing Plan (PSI) based on current Agency requirements
6. Facilitates competency-based assessment process to Line Managers and
Promotion And Selection Board (PSB) members
8. Manages an automated database of applicants and candidates
6. Responds appropriately to application queries/ requests
4. Develops Recruitment strategies such as job fairs and campus recruitment
activities to source for candidates
5. Applies Recruitment and Placement Calendar/Plan
LEVEL 2 - INTERMEDIATE
5. Administers appropriate written examinations
4. Performs structured interviews based on job descriptions
LEVEL 3 - ADVANCED
3. Develops and designs improvements to existing battery of recruitment and
placement tools, methodologies, processes, and procedures based on
emerging technologies
1. Applies a Staffing Plan based on short- and medium-term objectives of the
Agency through forecasting and prioritization
2. Formulates customized recruitment policies linked to other HRM systems
(e.g. Performance Management and HRD Plan/ L&D)
8. Evaluates and analyzes results of structured background investigation for
second level, supervisory, and executive/managerial positions
2. Develops Recruitment, Selection, and Placement guidelines within existing
laws and regulations
3. Sources both internal and external applicants
3. Applies and manages online recruitment, selection, and placement system
4. Undertakes proactive recruitment activities, e.g. school tie-up, employer
branding, caravans
5. Manages the Promotion and Selection Board (PSB) deliberations and
provides results of candidate assessment
- Explains use of various competency assessment tools in the deliberation
6. Utilizes 360-degree background investigation for senior managerial
positions and positions with custodial responsibilities
7. Manages the use of the HRIS for recruitment, selection, and placement
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LEVEL 1 - BASIC
3. Explains Recruitment, Selection, and Placement process to employees
4. Applies policies on Gender and Development (GAD) and Persons with
Disability (PWD) in the recruitment process
1. Applies a Staffing Plan based on Personnel Service Itemization (PSI)
2. Applies Recruitment, Selection, and Placement guidelines
9. Maintains and organizes an active file of short-listed candidates in a
standalone electronic system
6. Performs secretariat function to the ad hoc committee of the Agency
5. Evaluates candidate qualifications vis-a-vis Qualification Standards (QS)
Section 2 - PERFORMANCE MANAGEMENT
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9. Calibration of the application of performance standards to the value of
performance ratings is done consistently within the functional group or section.
2. Target setting is through individual Key Performance Indicators (KPIs),
which are inter-related and supportive of division/unit goals.
3. Core competencies for all employees are considered.
6. Self-rating by employee is done on year-end performance review with
competencies and development needs identified.
5. Self-rating by employee is done on year-end performance review with
competencies and development needs identified.
6. Performance Improvement Plan based on competencies is set up as
needed.
8. Establishment of Individual Development Plans (Developmental Needs) for
executive/managerial and supervisory positions is done.
4. Regular and scheduled coaching sessions, including mid-year review and
year-end evaluation, are documented.
7. Performance discussion is done on delivery of individual and team goals
and competencies, and how these support organizational goals.
1. Performance Management Team (PMT) is established and fully functional,
with HR as partner of Management in driving the performance management
process.
11. Electronic copy of interactive Performance Commitment, Evaluation, and
Development Plan Forms is in use.
5. Continual coaching for results and mentoring sessions are documented.
10.Calibration of the application of performance standards to the value of
performance ratings is done consistently throughout the Agency.
9. Establishment of Individual Development Plans for all levels is done.
8. Performance discussion is done on delivery of individual and team goals
and competencies, and how these support organizational goals.
12. Link to HRIS supports monitoring and evaluation of data generated from
electronic Performance Management System (PMS) to facilitate and help in
decision-making.
7. Performance Improvement Plan based on competencies is set up as
needed.
2. Target setting is through individual Key Performance Indicators (KPIs),
which are supportive of strategic Agency goals.
3. Core competencies for all employees are established.
4. Leadership, organizational and functional competency development goals
for senior managers and supervisors are present.
HRM SYSTEMS
1. HR leads in driving the performance management process. HR partners with
Management in making decisions related to talent retention, promotion, and
development.
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1 #REF! ####
1 #REF! ####
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10. Electronic copy of Performance Commitment, Evaluation, and
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),
capturing employee input and documentation of accomplishment on-line.
8. No database for performance rating of all employees is maintained.
2. Target setting is focused on job function.
8. Hard copy of Performance Commitment and Evaluation Forms as well as
Performance Monitoring form is in use.
6. Establishment of Individual Development Plans (Developmental Needs) for
executive/managerial positions is done.
4. Self-rating by employees is not practiced.
3. Leads the development of functional and leadership competencies aligned
with Agency strategies
5. No discussion on performance.
7. Hard copy of Performance Commitment and Evaluation Forms is in use.
4. Self-rating by employees is not practiced.
9. Simple information system tracks accomplishment of targets to support
monitoring and evaluation.
COMPETENCIES
3. Feedback is provided as need arises.
5. Performance discussion focuses on the delivery of individual and team
goals.
7. Calibration of the application of performance standards to the value of
performance ratings is done consistently within the office or department.
1. An ad hoc group reviews performance targets and accomplishments.
6. Calibration of performance ratings is not practiced.
1. Performance Management Team (PMT) is established and fully functional.
2. Target setting is consistently done for all employees based on job function
and team performance commitments.
3. Regular and scheduled feedback sessions, including mid-year review and
year-end evaluation, are documented.
1. Sets direction in the implementation of policies, systems, and procedures
2. Reviews alignment of Agency goals with partner cluster agency goals,
translated into more refined goals and expectations and cascaded at the unit
and individual levels
LEVEL 4 - SUPERIOR
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3. Reviews alignment of Agency goals with unit/individual goals
4. Resolves performance-related issues
5. Orients all officials and employees on Key Performance Indicators
supportive of strategic Agency goals
5. Orients all officials and employees on Key Performance Indicators (KPIs)
supportive of division/unit goals
function/ team performance goals and core competencies
LEVEL 3 - ADVANCED
1. Formulates policy guidelines for the institutionalization of the Strategic
Performance Management System
7. Discusses with senior managers and supervisors the alignment of Key
Performance Indicators with the core, functional, and organizational
competency goals
1. Formulates Agency-specific implementing instructions based on CSC
Strategic Performance Management System (SPMS)
4. Explains results of degree of compliance to concerned units/ employees
6. Uses Performance Management System results as basis for Rewards and
Recognition (PRAISE or its equivalent) and step increment; and as input for
Learning and Development, Talent Management, and Strategic Planning
7. Explains how to accomplish Individual Development Plans to all employees
8. Discusses with senior managers and supervisors the alignment of Key
Performance Indicators with leadership competency goals
6. Explains how to accomplish Individual Development Plans to supervisors,
and Performance Improvement Plan (PIP) to managers
7. Evaluates reports on compliance to Performance Management System
8. Uses Performance Management System results as basis for Rewards and
Recognition and step increment; and as an input to Learning and Development
and Promotion
LEVEL 1 - BASIC
2. Institutionalizes the Strategic Performance Management System
o Recommends committee members
o Reviews and recommends action on performance-related issues
2. Orients all officials and employees on customized provisions
3. Explains how to accomplish the Individual Development Plan (IDP) to senior
and managerial employees
4. Participates in calibration/deliberation meetings as part of the Performance
Management Team (PMT)
5. Prepares reports based on recommendations of Performance Management
Team
6. Monitors and assesses implementation of the system
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5. Monitors submission of Performance Appraisal Form for the conduct of
performance discussion
1. Implements Performance Management System (PMS) and/or Performance
Appraisal System
2. Orients employees on features of existing Performance Management
System
3. Explains how to accomplish the Performance Appraisal Form to all
employees
6. Monitors and reports compliance to Performance Management System
4. Tracks compliance in preparing Performance Appraisal Form
Section 3 - HRD (Learning & Development)
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HRM SYSTEMS
12.Training evaluation is done through Return on Investment (ROI) of L&D
programs in relation to the Agencys strategic talent plan and impact of delivery
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
Employee Individual Development Plans
HRD/L&D analytics
- Metrics: cost relative to market, measurement of course
1. Personnel Development Committee (PDC) is established and fully functional
with HR as partner of Management in driving the process.
2. HRD/L&D investment plan is set according to Agencys short-term goals, and
is approved by Agency authorities.
9. HRD delivery is through the use of various HRD modes and methodologies
including innovative learning methods.
8. Development of interventions is in partnership with external or foreign L&D
partners geared toward interactive learning and sharing.
10. Management trainee or cadetship program for High Potentials is
implemented.
11. Established pool of internal trainers/facilitators and external or foreign L&D
partners conducts training programs.
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
interventions.
2.HRD/L&D investment plan is set according to Agencys strategic mandate, and
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 of
the employees.
4. Training and development needs identification and analysis is based on
alignment between strategic organization direction with employee performance
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
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
possibilities and capacities.
7. Training interventions are designed to support the Agencys Strategic Talent
Plan, knowledge sharing, and continuous improvement.
Minimum number of hours consistent with the approved Qualification Standards
(QS), needs analysis, and Individual Development Plan for supervisory and
higher positions.
4. Training needs identification and analysis is based on alignment of
organizational and individual performance gaps, and is done annually.
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2. HRD/L&D budget is set according to Agencys current requirements, and is
approved by Agency authorities.
Minimum number of hours consistent with the approved Qualification Standards
(QS), and as a result of a needs analysis, and Individual Development Plan for
senior/ managerial positions.
11. Training evaluation is done through both qualitative and quantitative benefit
cost analyses, which assess program effectiveness and relevance to Agency
needs in relation to cost.
11. Simple information system supports monitoring and evaluation of:
Learning and Development activities per employee/ Agency based on
Individual Development Plan
Annual training and development programs/ interventions
List of participants
5. Training Plan is mainly a listing of basic orientation, induction, and basic
supervisory training.
9. L&D specialist serves as internal facilitator for technical training.
10. Training evaluation is done through qualitative cost benefit analysis, which
assesses program effectiveness in relation to performance.
8. HRD delivery is limited to training and classroom methodology.
8. HRD delivery is through the use of various HRD modes and methodologies,
e.g. classroom, workplace coaching, online, internship, practicum, immersion,
benchmarking, among others.
4. Training and development is based on simple individual Training Needs
identification. It is not done regularly.
9. Management trainee or cadetship program for High Potentials is
implemented.
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
List of participants
Competency profile per employee
Training report
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,
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
and Agency performance.
7. Development and conduct of training programs is in partnership with the HR
Lead and Line Managers.
10. Pool of internal trainers/facilitators conducts programs for competency and
basic leadership development.
6. Training calendar design is based on identified performance and core
competency gaps.
7. Development and conduct of programs is in partnership with external training
providers.
1. Personnel Development Committee (PDC) is established and fully functional.
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7. Conduct of programs is on as-needed basis.
8. HRD delivery is through attendance in public seminars/ workshops.
10. Training evaluation is done through qualitative analysis based on feedback
provided by participants.
9. No internal facilitators are in place.
4. Facilitates combination of classroom and non-classroom approaches
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
Strategic Performance Management System (SPMS)
LEVEL 4 - SUPERIOR
1. Establishes direction in the implementation of HRD programs by approving
policy guidelines for the institutionalization of HRD programs
3. Develops training plan that covers general orientation, functional and
technical skills, and Leadership Development, and is aligned with Agency goals
and linked to the Performance Management System (PMS)
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
of position
3. Designs performance improvement interventions on Workplace Learning and
Performance aligned with Agency strategic requirements for core positions
4. Leads sharing of expertise through innovative learning methods
5. Performs ROI analysis and impact evaluation of Learning and Development
programs conducted
6. Establishes and facilitates on-boarding program that includes strategic
partners in its focus
2. Partners with the Personnel Development Committee in implementing the
Learning and Development Program of the Agency
4. Lack of a systematic process for identifying training needs of the employees.
3. L&D Hours are defined per employee as follows: At least 1 training program
attended per year.
COMPETENCIES
6. No training calendar is implemented.
11. Database maintains a list of participants and training programs attended.
1. An ad hoc group reviews HRD/L&D programs.
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
approved by Agency authorities.
5. Absence of a training plan. Training is based only on invitations to participate
in training and/or public offerings.
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5. Collaborates with training institutions on the design and conduct of Learning
and Development activities
6. Works with line managers on the conduct of Learning and Development
programs
6. Facilitates basic orientation for new hires
7. Performs qualitative and quantitative cost benefit analysis on training
programs conducted
8. Establishes and facilitates on-boarding program that is focused on the Agency
3. Develops training plans to address performance gaps, behavioural
modification, and technical and basic supervisory training
4. Disseminates the training calendar
1. Applies Agency-specific Learning and Development policy adapted to and
aligned with CSC policy and Local Government Academy policies
5. Facilitates Learning and Development programs using traditional approaches
2. Performs activities that provide technical support to the Personnel
Development Committee (PDC)
- Identifies and analyzes training needs
2. Performs administrative assistance to ad hoc group that reviews HRD/L&D
programs and participants
5. Performs qualitative analysis reports on training programs attended
3. Monitors budget utilization and attendance (at least one program per
employee per year)
LEVEL 1 - BASIC
4. Maintains a database of training and development activities
1. Applies HRD/Learning and Development Program on an ad-hoc basis (per
invitation basis)
6. Liaises and discusses with external training providers on the conduct of
training and development activities
7. Performs qualitative cost benefit analysis on training programs conducted
8. Facilitates structured induction program for new hires
Section 4 - REWARDS AND RECOGNITION
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5. Link to Human Resources Information System (HRIS) maintains
Individual historical awards data
Demographics and profile of awardees
Database of recognition system
4. Types of Programs
Employee Suggestion: Creative and innovative ways at work
Performance Contest: Office achievement linked to the Agencys core
competencies and PMS
Desired Behavior Award: Innovative, creative behavior of individuals/
teams
Engagement Award: pride in the employer affiliation)
1. Rewards and Recognition Committee links up with Performance
Management Team in identifying potential grantees/awardees, with HR driving
the process.
2. Budget for rewards and incentives is customized.
5. Electronic Rewards and Recognition module is used to maintain
3. Recognition is given in the form of monetary/in-kind or non-monetary reward.
3. Recognition is given in the form of monetary/in-kind reward or program
geared toward enhancing work-life balance and employee engagement.
Employee Suggestion: ideas and innovations that positively affect public
interest
Performance Contest: Agency achievement based on sustained effort
Desired Behavior Award: Going the extra mile
Engagement award: Work-life balance
HRM SYSTEMS
1. Rewards and Recognition Committee engages employees and considers
global practices and emerging trends in the development of programs that
support the Agency strategy.
2. Budget for rewards and incentives is based on savings generated from
suggestions, innovations, and other cost-efficiency measures.
1. A fully functional Rewards and Recognition Committee is established.
2. Budget for rewards and incentives is customized.
5. Simple information system is used to maintain:
Employee Suggestion: Cost efficiency programs
Performance Contest: Division achievement based on service level
improvement of divisions
Desired Behavior Award: Productive behavior of individuals/ teams
Performance Awards:
Section 4 - REWARDS AND RECOGNITION
1 0
1 0
1 0
1 0
1 0
1
0
1
0
1
0
1 0
1 0
1 0
1 0
1
0
1
0
1
0
1
0
1
0
1
0
Employee Suggestion program: Integrity, efficiency and productivity
Performance Contest: Top individual/ team performer
Desired Behavior Award: Anchored on Agency core values
Service Awards
5. Simple information system is used to maintain:
Types of awards
Profile of awardees
1. An ad hoc committee is established to oversee rewards and recognition.
2. Budget for rewards and incentives is limited.
1. Applies Rewards and Recognition policies geared toward continual
improvement and deeper employee engagement
2. Establishes directions aligned with global practices in the implementation of
approved systems and programs on Rewards and Recognition
3. Manages the process of engaging employees in the formulation,
enhancement, and sustainability of Rewards and Recognition programs
LEVEL 4 - SUPERIOR
COMPETENCIES
3. Performs research on and studies of global practices and emerging trends in
Rewards and Recognition
LEVEL 3 - ADVANCED
3. Discusses Rewards and Recognition program with all officials and employees
1. Applies the Rewards and Recognition guidelines based on prescribed laws,
rules, and regulations
LEVEL 1 - BASIC
2. Relates linkage of Rewards and Recognition system to other HR Systems
4. Evaluates Agency programs vis-a-vis best practices on Rewards and
Recognition of other organizations
1. Develops, customizes, and implements Rewards and Recognition guidelines
based on Agency-suited requirements
2. Performs secretariat function to the ad hoc committee of the Agency
1. Develops, customizes, and implements Rewards and Recognition guidelines
that support the Agencys goals
2. Performs activities that provide technical support to the Rewards and
Recognition Committee
- Helps determine the kinds of monetary and non-monetary rewards
3. Explains customized policies and provisions on Rewards and Recognition
programs to all officials and employees
Document is
Complete &
Updated
Document is
Available & Posted
Complete &
Updated
Policies
implemented by
Agency
Policies
Implemented by
Agency
Policies
implemented by
agency
Section 5 - HR RECORDS MANAGEMENT &
OTHER HR PROGRAMS
II. ORGANIZATIONAL PROFILE
Records to be verified
1. Please select "Yes" or "No" on the drop down menu in each
assessment box.
2. Plantilla of Personnel
5. Attendance Records
I. HUMAN RESOURCE RECORDS MANAGEMENT
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"
3. Service Records
4. Leave Records
Documents to be Checked & Verified
Organizational Chart
Functional Chart
Agency Mandate, Vision, Mission and Strategic Goals
Policies to be verified
Agency HR policies and procedures
Other Documents to be Checked & Verified
6. Reports on Appointments Issued (for accredited agencies)
IV. EMPLOYEE WELFARE
3. Smoking prohibition based on 100% smoke-free environment
policy (CSC MC No. 17, s. 2009)
CSC Law and rules, memorandum circulars
DBM/COA/ Other agency policies
2. Policies, Rules and Regulations
III. HEALTH AND WELLNESS
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)
1. Organization Profile
4. Drug free workplace in the bureaucracy (CSC MC No. 13, s.2010)
1. System to Address Grievance/Issues in the Agency
6. Accredited Employees Association (if any)
7. Agency's Collective Negotiation Agreement (if any)
5. Registered Employees Association (if any)
2. Grant of Step Increment (NOSI)
3. Grant of Loyalty Incentive under PRAISE (CSC MC No. 3, s. 2001)
4. Entitlement to Leave Benefits
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
V. EMPLOYEE DISCIPLINE
5. Protection of the Bureaucracy Against Tobacco Industry
Interference (CSC-DOH JMC No. 2010-01)
4. Implementation of RA 9485 (Anti-Red Tape Act)- including the
Citizen's Charter
Annex C
Leave Benefit
Entitlements
Item Descriptions / Specific Instructions / Assessment
Guide
Records are
Complete and
Updated
Vacation Leave Application for leave filed five (5) days in advance
Sick Leave
Application for leave filed immediately upon return to work;
approval is mandatory
Forced Leave
Agency has staggered schedule dof mandatory five-day
vacation (forced) leave; Forced leave taken posted in the
employees leave card; Forced leave not taken due to
exigency of service not deducted from the employees leave
credits
Special Privilege Leave
Employees are allowed to avail of 3-day privilege leave; no
proof required
Monetization of Leave
Credits
Employees are allowed to monetize at least 10 days if
qualified; At least five (5) days are retained after
monetization; Budget for the monetization of leave credits is
charged to savings in Personal Services
Implementation of the
Guidelines on the Grant of
Parental Leave to Solo
Parents (CSC MC No. 8, s.
2004 dated March 24, 2004,
under RA 8972 Solo
Parents Welfare Act of 2000)
Cross reference with 201 file, check for solo parents;
Employees are aware of the guidelines and process of the
availment of parental leave; Availment of parental leave is
supported by Solo Parent Identifcation Card and birth
certificate of the child/children or other requirements, such
as medical certificate, if necessary; Interview solo parents
and ask to articulate the guidelines of parental leave; cross
reference files to show proof of availament
Guidelines on the Availment
of the Ten-Day Leave CSC
Resolution No. 051206,
under RA 9262 also known as
Anti-Violence Against Women
and their Children Act of 2004
(CSC MC No. 15, s. 2006
dated July 28, 2006)
Female employee, regardless of civil and employment
status, who is a victim of violence is allowed to avail of the
ten-day leave; emale employee, regardless of civil and
employment status, whose child below 18 or above 18 but
unable to take care of oneself is a victim of violence is
allowed to avail of the ten-day leave; Availment of ten-day
leave is supported by Barangay Protection Order (BPO) or
Temporary Permanent Protection Order (TPO/PPO)
obtained from the court or
Guidelines on the Grant of the
Special Leave Benefits under
the Magna Carta of Women
(RA 9710) (CSC MC no. 25,
s. 2010 dated December 1,
2010)
Female employee, regardless of age and civil status, who
availed of the special leave has rendered at least six (6)
months aggregate government service for the last 12
months prior to undergoing gynecological surgery;
Application for special leave is supported by medical
certificate filled out and signed by proper medical authorities,
e.g., attending surgeon
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.
PRIME-HRM ASSESSMENT HR RECORDS-LEAVE BENEFIT
ENTITLEMENTS
Leave Benefit
Entitlements
Item Descriptions / Specific Instructions / Assessment
Guide
Records are
Complete and
Updated
Special Leave (Calamity
Leave)
There is a declaration of calamity in the area
Paternity Leave
Married male employees are allowed to avail of paternity
leave of seven (7) days for a maximum of four deliveries
Maternity Leave
Agency female employees are allowed to avail of maternity
leave of sixty (60) calendar days will full pay; Computations,
requirements and policies of maternity leave are strictly
followed and implemented
Study Leave
Selection of study leave beneficiary is based on the
requirements provided in Item II, Sec. 68 of the Omnibus
Rules on Leave
Rehabilitation Privilege
Application for rehabilitation privilege is made through a
letter, supported by police report, if any , and medical
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.
Compensatory Time-Off in
lieu of Overtime Pay
Employees are allowed to avail of the CTO; COCs are NOT
used to offset undertimes/tardiness incurred by employees
during regular working days; COCs are NOT added to the
regular leave credits of the employees.

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