HRMO Self-Assessment Tool

PRIME-HRM
SELF- ASSESSMENT TOOL

FOR HRMO
Agency:
Date of Assessment
8-Jan-16
PRIME-HRM ASSESSMENT
PRIME-HRM ON-LINE SELF ASSESSMENT TOOL FOR HRMO
INSTRUCTIONS:
1. 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.
2. The HRMO shall mark “x” the applicable box:
a. Under "FULLY" if all the elements of a particular indicator have been met or
satisfied; or
b. Under "PARTIALLY" if some elements of a particular indicator have been

started but not fully met; or
c. Under "NOT" if none of the elements has been met.
3. If an “x” has already been marked under “FULLY” in the Level 4, it will automatically
reflect in the succeeding levels with the same or related indicators. The HRMO need
not enter anymore the “x” mark.
4. If an “x” mark did not appear automatically in the other levels, the HRMO shall mark
the applicable box.
5. This self-assessment tool is limited to HRM Systems and Competencies. The results
are automatically generated and will appear in the Assessment Results sheet.
6. Upon completion of the self-assessment, the HRMO shall submit the results to the
CSC Field Director in-charge for validation purposes.
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
1st Level Professional/ Executive/ Presidential Elective Officials TOTAL

AUTHORIZED Technical Managerial Appointees
POSITIONS
0 0 0 0 0 0
FILLED POSITIONS Status of Employment

as of Permanent Temporary Coterminous Casuals Contractuals Elective Job Order
Totals
Male Female Male Female Male Female Male Female Male Female Male Female Male Female
1st Level 0
2nd Level
Professional/ 0
Technical
2nd Level Executive/

0
Managerial
3rd Level
(Presidential 0
Appointees)
Elective 0
TOTAL 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
ASSESSMENT RESULTS
AGENCY: REGION DATE OF ASSESSMENT
0
SUMMARY OF ASSESSMENT RESULTS

PRIME HRM Core Areas Level 1 Level 2 Level 3 Level 4
Click the Corresponding HRM Modules to Assessment Assessment Assessment Assessment
go to sections Rating Rating Rating Rating
Section 1 - RECRUITMENT,
Rating #REF! Rating #REF! Rating #REF! Rating #REF!
SELECTION AND PLACEMENT
System Assessment 0% 0% 0% 0% ###
Competencies Assessment 0% 0% 0% 0% ###
Practices Assessment #REF! #REF! #REF! #REF! ###
Section 2 - PERFORMANCE
MANAGEMENT
Section 3 - HRD (Learning &
Development)
Section 4 - REWARDS AND
RECOGNITION
OVERALL ASSESSMENT RATING #REF! #REF! #REF! #REF!
CURRENT MATURITY LEVEL LEVEL #REF! MATURITY LEVEL TO BE ACHIEVED LEVEL #REF!
Please perform the additonal assessment for HR Records and other HR Programs under Section 5 & 5a
Section 5 - HR Records Management & Other HR Programs Assessment Rating

Section 5a. Leave Benefit Records
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 as the profile of talents that 1 0
agencies 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 Personnel 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 1 0
identified key positions only, documented structured background investigation,
and competency validation. Weights are assigned to personality tests and
competencies.
0.0
SYSTEM ASSESSMENT
MAXIMUM: 8.0
WEIGHT 30%
TOTAL: 0.0
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.
8. Comparative assessment and final evaluation is done by the Line Managers

and the Personnel Selection Board (PSB), with HR Office taking the lead in the
deliberation of results of competency-based simple assessment, documented 1 0
structured background investigation and competency validation. Weights are
assigned to personality tests and competency results.
0.0
SYSTEM ASSESSMENT
MAXIMUM: 8.0
WEIGHT 30%
TOTAL: 0.0
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 government bulletin; it may also
be done through posting in major daily newspapers and/or Agency website, 1 0
and/or other modes such as 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 Personnel

Selection Board (PSB), with HR office/unit providing the necessary resources
1 0
from the structured interviews and documented structured background
investigation results.
0.0
SYSTEM ASSESSMENT
MAXIMUM: 8.0
WEIGHT 30%
TOTAL: 0.0
LEVEL 1 - TRANSACTIONAL HRM
1. Staffing plan is solely based on DBM or relevant approving authority. 1 0
2. Active file of shortlisted candidates (hard copy only) is maintained. 1 0
3. An ad hoc group is established to screen and evaluate candidates for vacant

1 0
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 publication
1 0
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.
0.0
SYSTEM ASSESSMENT
MAXIMUM: 8.0
WEIGHT 30%
TOTAL: 0.0
COMPETENCIES
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 gender responsive strategic recruitment,

selection and placement policy linked to other HRM systems (e.g. Performance 0
Management, Talent Management, HRD Plan/L&D, and Retention)
1
3. Orients employees on the provisions and procedures in the Recruitment,

0
Selection and Placement manual, as well as the features on the online system.
1
4. Applies national policies on Gender and Development (GAD) and Persons
0
with Disability (PWD) in the recruitment, selection and placement process 1
5. Evaluates candidate qualifications vis-a-vis specific Qualification Standards
(QS) and institutionalised competency-based job descriptions for positions to 0
be filled. 1
6. Develops and manages proactive recruitment activities, e.g. school tie-up,

0
employer branding, caravans
1
7. Manages and heads 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
8. Utilizes 360-degree background investigation for senior managerial positions
0
and positions with custodial responsibilities 1
9. Performs structured interviews based on competency-based job descriptions 0

1
10. Administers appropriate competency-based written examinations and
various competency-based assessment tools, such as simulations, in-basket, 0
role playing etc. 1
11. Responds and explains appropriately to application queries/ requests 0

1

0.0
COMPETENCY ASSESSMENT
MAXIMUM: 11.0
WEIGHT 35%
TOTAL: 0.0
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 gender sensitive recruitment, selection and
placement policies linked to other HRM systems (e.g. Performance 0
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. Orients employees on the provisions and procedures in the Recruitment,
0
Selection and Placement manual 1
0
6. Evaluates candidate qualifications vis-à-vis specific or competency-based
Qualification Standards (QS) and competency-based job description for 0
selected positions 1
7. Develops Recruitment strategies such as job fairs and campus recruitment
0
activities to source for candidates 1
8. Facilitates competency-based assessment process to Line Managers and
Promotion And Selection Board (PSB) members
Conducts workshop on selection process for Promotion And Selection Board
0
(PSB) members
- Facilitates calibration process in the assessment of candidates
1
9. Evaluates and analyses results of structured background Investigation vis-a-
0
vis competencies 1
10. Performs structured interviews based on competency-based job
0
descriptions 1
11. Administers appropriate competency-based written examinations and
0
assessment interviews with personality tests 1
12. Responds and explains appropriately to application queries/ requests 0

1
0.0
MAXIMUM: 12.0
WEIGHT 35%
TOTAL: 0.0
LEVEL 2 - INTERMEDIATE
1. Applies a Staffing Plan based on current Agency requirements 1 0
2. Develops Recruitment, Selection, and Placement guidelines within existing

1 0
laws and regulations

3. Orients employees on Recruitment, Selection, and Placement to employees
1 0
with emphasis on customised features
1 0
with Disability (PWD) in the recruitment, selection and placement process
5. Evaluates candidate qualifications vis-a-vis specific Qualification Standards
1 0
(QS) and Job Description for the position to be filled.
7. Identifies candidates through posting in bulletin boards, agency websites or
1 0
externally through major newpapers and simple networking.
8. Performs technical support to the Promotions and Selection Board (PSB) for
1 0
the comparative assessment and final evaluation of candidates.
9. Evaluates and analyses results of structured background investigation for
1 0
second level, supervisory, and executive/managerial positions
10.Performs structured interviews based on job descriptions 1 0
11.Administers appropriate written examinations and conducts structured

1 0
interviews
12. Responds appropriately to application queries/ requests 1 0
0.0
MAXIMUM: 11.0
WEIGHT 35%
TOTAL: 0.0
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. Orients employees on the Recruitment, Selection, and Placement
0
procedures 1
0
5. Evaluates candidate qualifications vis-a-vis Qualification Standards (QS) 0

1
6. Identifies candidates through posting in agency premises and publication
0
and bulletin boards. 1
7. Performs secretariat function to the ad hoc Promotions and Selection Board
0
(PSB) committee of the Agency 1
8. Does simple background investigation on an ad hoc basis 0

1
9. Performs unstructured interviews based on job description 0

1
10. Does paper screening and conducts simple interviews) 0

1
11. Responds to application requests and queries on a need basis. 0

1
0.0

MAXIMUM: 11.0
WEIGHT 35%
TOTAL: 0.0
Section 2 - PERFORMANCE MANAGEMENT

HRM SYSTEMS
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), which

1 0
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 (IDPs) 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.
0.0
SYSTEM ASSESSMENT
MAXIMUM: 12.0
WEIGHT 30%
TOTAL: 0.0

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), which
1 0
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 (PIP) 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 (IDPs) for executive/
1 0
managerial and supervisory positions is done.
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.
0.0
SYSTEM ASSESSMENT
MAXIMUM: 11.0
WEIGHT 30%
TOTAL: 0.0
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. Performance review and rating is only done by the immediate Supervisor 1 0
5. Performance discussion focuses on the delivery of individual and team

1 0
goals.
6. Establishment of Individual Development Plans (IDPs) 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.
0.0
SYSTEM ASSESSMENT
MAXIMUM: 9.0
WEIGHT 30%
TOTAL: 0.0
1. An ad hoc group reviews performance targets and accomplishments. 1 0
2. Target setting is focused on job function. 1 0
3. Feedback is provided as need arises. 1 0


4. Performance review and rating is only done by the immediate Supervisor. 1 0
5. Performance discussion focuses only on the delivery of individual goals. 1 0
6. Calibration of performance ratings is optional. 1 0
7. Hard copy of Performance Commitment and Evaluation Forms is in use. 1 0
8. Simple recording keeping of performance ratings of all employees is

1 0
maintained.
0.0
SYSTEM ASSESSMENT
MAXIMUM: 8.0
WEIGHT 30%
TOTAL: 0.0
COMPETENCIES
LEVEL 4 - SUPERIOR
1. Sets direction in the implementation of policies, systems, and procedures 1 0
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. Applies national policies on Gender and Development (GAD) in performance
1 0
management systems of government organizations
5. Orients all officials and employees on Key Performance Indicators (KPIs)
1 0
supportive of strategic Agency goals
6. Explains how to accomplish Individual Development Plans (IDP) and
1 0
Performance Improvement Plan (PIP) to all employees
7. Discusses with senior managers and supervisors the alignment of Key
Performance Indicators (KPIs) with the core, functional, and strategic 1 0
organizational competency goals
8. Reviews alignment of individual Key Perfomance Indicators (KPI) with
1 0
strategic Agency goals
9. Tracks compliance in preparing Performance Appraisal Form , Individual
Development Plans (IDPs) and Performance Improvement Plan (PIP) conduct 1 0
of performance discussion.
10. Resolves performance-related issues 1 0
11. Leads the calibration and deliberation meetings of the Performance

1 0
Management Team (PMT)
12. Monitors submission and uses Performance Management System results
as basis for Rewards and Recognition (PRAISE or its equivalent) and step
1 0
increment; and as input for Learning and Development, Talent Management,
and Strategic Planning
0.0
MAXIMUM: 12.0
WEIGHT 35%
TOTAL: 0.0

LEVEL 3 - ADVANCED
1. Formulates policy guidelines for the institutionalization of the Strategic
Performance Management System
1 0
2. Institutionalizes the Strategic Performance Management System

• Recommends committee members; ensures representation of both women
1 0
and men
• Reviews and recommends action on performance-related issues

1 0
4. 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
5. Explains how to accomplish the Individual Development Plans (IDPs) to

supervisors and higher levels and the Performance Improvement Plan (PIP) to 1 0
managers and up
6. Discusses with senior managers and supervisors the alignment of Key

Performance Indicators (KPIs) with the core, functional, and organizational 1 0
competency goals
7. Reviews alignment of individual Key Perfomance Indicators (KPIs) with

1 0
Agency goals
8. Tracks compliance in preparing Performance Appraisal Form , Individual
Development Plans and Performance Improvement Plan conduct of 1 0
performance discussion
9. Explains results of degree of compliance to concerned units/ employees 1 0
10. Participates in calibration and deliberation meetings of the Performance

1 0
Management Team (PMT)
11. Monitors submission and uses Performance Management System results

as basis for Rewards and Recognition and step increment; and as an input to 1 0
Learning and Development and Promotion
0.0
MAXIMUM: 11.0
WEIGHT 35%
TOTAL: 0.0
1. Formulates Agency-specific implementing instructions based on CSC
1 0
Strategic Performance Management System (SPMS)
1 0
3. Orients all officials and employees on customized provisions of the
1 0
Strategic Performance Management System (SPMS)
4. Explains how to accomplish the Individual Development Plan (IDP) to senior
1 0
and managerial employees
5. Discusses with senior managers and supervisors the alignment of individual
1 0
goals with job function and team performance commitment
6. Review alignment of individual goals with job function and team
1 0
performance commitment

7. Tracks compliance in preparing the Performance Appraisal Form and
1 0
Individual Development Plans (IDPs) and conduct of performance discussion
8. Provides technical support in calibration and deliberation meetings of the
1 0
Performance Management Team (PMT)
9. Monitors submission and prepares summary reports based on
1 0
recommendations of Performance Management Team (PMT)
0.0
MAXIMUM: 9.0
WEIGHT 35%
TOTAL: 0.0
LEVEL 1 - BASIC
1. Implements Performance Management System (PMS) 0

1
0
management systems of government organizations 1
3. Orients employees on features of existing Performance Management
0
System 1
4. Explains how to accomplish the Performance Appraisal Form to all
0
employees 1
5. Discusses with senior managers and supervisors the alignment of individual
0
goals with job function 1
6. Reviews alignment of individual goals with job function 0

1
7. Tracks compliance in preparing Performance Appraisal Form and conduct
0
of performance discussion 1
8. Prepares summary report of year-end appraisal results. 0

1
9. Monitors submission of Performance Appraisal Forms 0

1
0.0
MAXIMUM: 9.0
WEIGHT 35%
TOTAL: 0.0
Section 3 - HRD (Learning & Development)

HRM SYSTEMS
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.Learning and Development investment plan is set according to Agency’s

1 0
strategic mandate, and is approved by Agency authorities.
3. Learning and Development Hours are defined per employee as follows:

• Minimum number of hours per year based on the Individual Development 1 0
Plan of the employees.
4. Learning 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 Learning and Development plan is prioritized and

updated on a yearly basis. The plan responds to performance and competency
gaps that require Learning and Development and other Learning and
1 0
Development modes/methodologies, including scholarship, integrated on-
boarding, and succession planning requirements. The Agency has a written and
formalized Learning and Development plan for all core positions.
6. The strategic Learning and Development plan provides a culture of learning

that helps the organization continually improve achievement of goals and attain 1 0
new possibilities and capacities.
7. Learning and Development interventions are designed to support the

Agency’s Strategic Talent Plan, knowledge sharing, and continuous 1 0
improvement.
8. Development of interventions is in partnership with external or foreign

Learning and Development partners geared toward interactive learning and 1 0
sharing
9. Learning and Development delivery is through the use of various Learning

and Development modes and methodologies including innovative learning 1 0
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
1 0
Learning and Development partners conduct training programs.
12.Learning and Development evaluation is done through Return on Investment

(ROI) of Learning and Development programs in relation to the Agency’s 1 0
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 Learning and Development plans and programs/interventions
• Historical Employee Learning and Development data
1 0
• Employee Individual Development Plans
• Learning and Development analytics
-Metrics: cost relative to market, measurement of course
0.0
SYSTEM ASSESSMENT
MAXIMUM: 13.0
WEIGHT 30%
TOTAL: 0.0

1. Personnel Development Committee (PDC) is established and fully functional
1 0
with HR as partner of Management in driving the process.
2. Learning and Development investment plan is set according to Agency’s
1 0
short-term goals, and is approved by Agency authorities.
• Minimum number of hours consistent with the approved Qualification
Standards (QS) needs analysis, and Individual Development Plan for 1 0
supervisory and higher positions.
4. Learning and Development needs identification and analysis is based on

alignment of organizational and individual performance gaps, and is done 1 0
annually.
5. Three-year Learning 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. Learning and Development calendar supports the Individual Development

Plans for supervisory and higher positions. Team Learning Needs aimed at 1 0
improving individual/team and Agency performance.
7. Development and conduct of Learning and Development programs is in

1 0
partnership with the HR Lead and Line Managers.
8. Learning and Development delivery is through the use of various Learning

and Development modes and methodologies, e.g. classroom, workplace
1 0
coaching, online, internship, practicum, immersion, 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. Learning and Development evaluation is done through both qualitative and
quantitative benefit cost analyses, which assess program effectiveness and 1 0
relevance to Agency needs in relation to cost.
12. Electronic Learning and Development system supports monitoring and

evaluation of:
• Learning and Development activities per employee/ Agency based on
Individual Development Plan
1 0
• Annual Learning and development programs/ interventions and
• List of participants
• Competency profile per employee
• Learning and development report
0.0
SYSTEM ASSESSMENT
MAXIMUM: 12.0
WEIGHT 30%
TOTAL: 0.0
1. Personnel Development Committee (PDC) is established and fully functional. 1 0
2. Learning and Development budget is set according to Agency’s current

1 0
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 1 0
Development Plan for senior/ managerial positions.
4. Learning and Development is based on simple individual Learning and

1 0
Development needs identification. It is done occasionally.
5. Learning and Development Plan is mainly a listing of basic orientation,
1 0
induction, and basic supervisory training.
6. Learning and Development calendar design is based on identified
1 0
performance and core competency gaps.
7. Development and conduct of programs is in partnership with external
1 0
Learning and Development providers.
8. Learning and Development delivery is limited to training and classroom
1 0
methodology.
9. Learning and Development specialist serves as internal facilitator for technical
1 0
training.
10. Learning and Development evaluation is done through qualitative cost

benefit analysis, which assesses program effectiveness in relation to 1 0
performance.
11. Simple information system supports monitoring and evaluation of:

• Learning and Development activities per employee/ Agency based on
Individual Development Plan 1 0
• Annual learning and development programs/ interventions
• List of participants
0.0
SYSTEM ASSESSMENT
MAXIMUM: 11.0
WEIGHT 30%
TOTAL: 0.0
1. An ad hoc group reviews Learning and Development programs. 1 0
2. Learning and Development budget is set at a minimum limit of 3% taken from

the total Maintenance of Other Operating Expenses (MOOE) of the agency, and 1 0
is approved by Agency authorities.
3. Learning and Development Hours are defined per employee as follows: At
1 0
least 1 training program attended per year.
4. Simple process used in identifying Learning and Development needs of the
1 0
employees.
5. Learning and Development is based only on invitations to participate in
1 0
Learning and Development and / or public offerings.
6. Learning and Development activities are based on available published
1 0
programs.
7. Conduct of programs is on as-needed basis. 1 0
8. Learning and Development delivery is through attendance in public seminars/

1 0
workshops.
9. External facilitators are used. 1 0
10. Learning and Development evaluation is done through qualitative analysis

1 0
based on feedback provided by participants.
11. Database maintains a list of participants and Learning and Development
1 0
programs attended.

0.0
SYSTEM ASSESSMENT
MAXIMUM: 11.0
WEIGHT 30%
TOTAL: 0.0
COMPETENCIES
LEVEL 4 - SUPERIOR
1. Establishes direction in the implementation of Learning and Development
programs by approving policy guidelines for the institutionalization of Learning 1 0
and Development programs
2.Applies national policies on Gender and Development (GAD) in human

1 0
resource development of government organizations.
3. Manages and guides the Personnel Development Committee (PDC) in

making decisions on Learning and Development interventions
1 0
• Approves appropriate learning and development activities for various levels
of position
4. Evaluates budget utilization and attendance based on Learning and

1 0
Development plan and Individual Development Plan (IDP) for all positions
5. Designs performance improvement interventions on Workplace Learning and
1 0
Performance aligned with Agency strategic requirements for core positions
6. Maintains a comprehensive database of competency-based learning and
development activities, historical learning and development plan
1 0
programs/interventions, employee Individual Development Plan (IDP), learning
and development analytics
7. Communicates, explains and disseminates the Learning and Development
1 0
calendar
8. Leads sharing of expertise through innovative learning methods 1 0
9. Collaborates and co-develops with training institutions on the design and

1 0
conduct of Learning and Development activities
10. Performs ROI analysis and impact evaluation of Learning and Development
1 0
programs conducted
11. Establishes and facilitates on-boarding program that includes strategic
1 0
partners in its focus
0.0
MAXIMUM: 11.0
WEIGHT 35%
TOTAL: 0.0
LEVEL 3 - ADVANCED
1. Formulates policy guidelines for the institutionalization of Learning and

Development programs that support the Agency vision, mission, goals, and core 0
values, and are linked to Strategic Performance Management System (SPMS)
1
2. Applies national policies on Gender and Development (GAD) in human
0
resource development of government organizations. 1
2. Partners with the Personnel Development Committee (PDC) in implementing
0
the Learning and Development Program of the Agency 1
3. Evaluates budget utilization and attendance based on Learning and
Development plan and Individual Development Plan (IDP) of Supervisory and 0
higher positions 1

4. Develops gender sensitive Learning and Development plans that cover
general orientation, functional and technical skills, and Leadership Development,
0
and is aligned with Agency goals and linked to the Performance Management
System (PMS) 1
6. Maintains a database of learning and development activities: competency
0
profile per employee, learning and development reports 1
7. Communicates, explains and disseminates the learning and development
0
calendar 1
8. Facilitates combination of classroom and non-classroom approaches 0

1
9. Collaborates with Learning and Development institutions on the design and
0
line managers on the conduct of Learning and Development programs 1
10. Performs qualitative and quantitative cost benefit analysis on Learning and
0
Development programs conducted 1
11. Establishes and facilitates on-boarding program that is focused on the
0
Agency 1
0.0
MAXIMUM: 11.0
WEIGHT 35%
TOTAL: 0.0
1. Applies Agency-specific Learning and Development policy adapted to and
0
aligned with CSC policy and Local Government Academy policies 1
0
resource development of government organizations 1
3. Performs activities that provide technical support to the Personnel
Development Committee (PDC) 0
• Identifies and analyses training needs 1
4. Evaluates budget utilization and attendance consistent with the approved
Qualifications Standards based on general needs analysis and IDP for 0
Senior/Managerial positions 1
5. Develops learning and development plans to address performance gaps,
0
behavioural modification, and technical and basic supervisory training 1
6. Maintains a database of learning and development activities per employee:
1 0
annual learning and development program/interventions.
7.Disseminates the learning and development calendar 0

1
8. Facilitates Learning and Development programs using traditional approaches 0

1
9. Liaises and discusses with external learning and development providers on
the conduct of training and development activities 0
1
10. Performs qualitative cost benefit analysis on learning and development
0
programs conducted 1
11. Facilitates structured induction program for new hirees 0

1
0.0
MAXIMUM: 11.0
WEIGHT 35%
TOTAL: 0.0
LEVEL 1 - BASIC

1. Applies Learning and Development Program on an ad-hoc basis (per
0
invitation basis) 1
0
resource development of government organizations 1
3. Performs administrative assistance to ad hoc group that reviews Learning
0
and Development programs and participants 1
4. Evaluates budget utilization and attendance (at least one program per
0
employee per year) 1
5. Prepares learning and development lists on an ad hoc basis 0

1
6. Maintains a sex-disaggregated database of participants and learning and
1 0
development programs attended
7. Informs immediate superior of employee of available learning and
0
development programs on an adhoc and need basis 1
8. Enrols identified employees to available public workshops. 0

1
9. Performs administrative support to external learning and development
0
programs providers on the conduct of in-house L&D activities. 1
10. Performs qualitative analysis reports on learning and development
0
programs programs attended. 1
11. Facilitates basic orientation for new hirees. 0

1
0.0
MAXIMUM: 11.0
WEIGHT 35%
TOTAL: 0.0
Section 4 - REWARDS AND RECOGNITION

HRM SYSTEMS
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
0.0
SYSTEM ASSESSMENT
MAXIMUM: 5.0
WEIGHT 30%
TOTAL: 0.0
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
• 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

0.0
SYSTEM ASSESSMENT
MAXIMUM: 5.0
WEIGHT 30%
TOTAL: 0.0
1. A fully functional Rewards and Recognition Committee is established. 1 0


2. Budget for rewards and incentives is customized. 1 0
• 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:
5. Simple information system is used to maintain:

0.0
SYSTEM ASSESSMENT
MAXIMUM: 5.0
WEIGHT 30%
TOTAL: 0.0
1. An ad hoc committee is established to oversee rewards and recognition. 1 0
2. Budget for rewards and incentives is limited. 1 0
• 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
0.0
SYSTEM ASSESSMENT
MAXIMUM: 5.0
WEIGHT 30%
TOTAL: 0.0
COMPETENCIES
LEVEL 4 - SUPERIOR
1. Applies Rewards and Recognition policies on Gender and Development
(GAD) geared toward continual improvement and deeper engagement of women 0
and men employees. 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
4. Evaluates Agency programs vis-a-vis best practices on Rewards and
Recognition of other organizations from the public and private sector, including 0
global practices. 1

5. Explains customized policies and provisions on Rewards and Recognition
programs to all officials and employees; and consults the Agency Gender and
0
Development (GAD) Focal Point on how to make the program gender
responsive. 1
0.0
MAXIMUM: 5.0
WEIGHT 35%
TOTAL: 0.0
LEVEL 3 - ADVANCED
1. Develops, customizes, and implements Rewards and Recognition guidelines
that support the Agency’s goals in consonance with national Agency Gender and 1 0
Development (GAD) policies.
2. Relates linkage of Rewards and Recognition system to other HR Systems 1 0
3. Drives the process in the research and studies of global practices and
1 0
emerging trends in Rewards and Recognition.
4. Collaborates with Performance Management team in identifying
1 0
grantees/awardees.
5. Evaluates Agency programs vis-a-vis best practices on Rewards and
1 0
Recognition of other organizations from the public and private sector.
1 0
responsive.
0.0
MAXIMUM: 6.0
WEIGHT 35%
TOTAL: 0.0
1. Develops, customizes, and implements Rewards and Recognition guidelines
based on agency-suited requirements and in consonance with national Agency 0
Gender and Development (GAD) policies. 1
2.Performs activities that provide technical support to the Rewards and
1 0
Recognition Committee
3. Helps determine the kinds of monetary and non-monetary rewards 0

1
4. Compares Agency programs vis-a-vis best practices on Rewards and
0
Recognition of other public sector organizations on a need basis. 1
0
responsive. 1
0.0
MAXIMUM: 5.0
WEIGHT 35%
TOTAL: 0.0
LEVEL 1 - BASIC

1. Applies the Rewards and Recognition guidelines based on prescribed laws,
rules, and regulations, including national Gender and Development (GAD) 0
policies 1
2. Performs secretariat function to the ad hoc committee of the Agency 0

1
3. Discusses Rewards and Recognition program with all officials and employees;
and consults the Agency GAD Focal Point on how to make the program gender 0
responsive 1
0.0
MAXIMUM: 3.0
WEIGHT 35%
TOTAL: 0.0
Section 5 - HR RECORDS MANAGEMENT & OTHER HR PROGRAMS Annex A
1. Please select "Yes" or "No" on the drop down menu in each assessment box.
2. Using the sampling table provided, assessment shall cover both the permanent documents and the reference documents.
I. HUMAN RESOURCE RECORDS MANAGEMENT
Document is
CSCRO Findings/Comments
Records to be verified Complete &
(pls provide significant findings that would support recommendations)
Updated
1. 201 Files (Per CSC MC No. 8, s. 2007) Please refer to checklist (use additional sheet if necessary: findings should be in bullet form)
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
3. Service Records
4. Leave Records
5. Attendance Records
6. Reports on Appointments Issued (for accredited agencies)
II. ORGANIZATIONAL PROFILE
Document is
Documents to be Checked & Verified Available & Posted
CSCRO Findings/Comments
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 CSCRO Findings/Comments
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 CSCRO Findings/Comments
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 CSCRO Findings/Comments
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.
Document/ Records are

Leave Benefit Item Descriptions / Specific Instructions / Assessment
Evidence Complete and
Entitlements Guide
Requirements Updated
▪Vacation Leave Application for leave filed five (5) days in advance Leave Forms
Leave Forms; Medical

Application for leave filed immediately upon return to work;
▪Sick Leave Certificate if leave is
approval is mandatory
more than 5 days
Schedule of forced
Agency has staggered schedule dof mandatory five-day
leave; employee leave
vacation (forced) leave; Forced leave taken posted in the
card; duly approved
▪Forced Leave employees leave card; Forced leave not taken due to
leave forms;
exigency of service not deducted from the employees leave
disapproved leave
credits
forms
Employees are allowed to avail of 3-day privilege leave; no Approved application

▪Special Privilege Leave
proof required for leave
Employees are allowed to monetize at least 10 days if Application for

▪Monetization of Leave qualified; At least five (5) days are retained after monetization; buget
Credits monetization; Budget for the monetization of leave credits is reports; certified
charged to savings in Personal Services accounting reports
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 Approved application
Parental Leave to Solo
supported by Solo Parent Identifcation Card and birth for leave; Office
Parents (CSC MC No. 8, s.
certificate of the child/children or other requirements, such Memorandum; Solo
2004 dated March 24, 2004,
as medical certificate, if necessary; Interview solo parents Parent ID Card
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 Application for leave;
under RA 9262 also known as unable to take care of oneself is a victim of violence is Interviews; Police
Anti-Violence Against Women allowed to avail of the ten-day leave; Availment of ten-day Report
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 Service Record;
Guidelines on the Grant of the availed of the special leave has rendered at least six (6) Medical Records per
Special Leave Benefits under months aggregate government service for the last 12 circular; Office
the Magna Carta of Women months prior to undergoing gynecological surgery; Memorandum;
(RA 9710) (CSC MC no. 25, s. Application for special leave is supported by medical checklist with
2010 dated December 1, certificate filled out and signed by proper medical authorities, Interview; Application
2010) e.g., attending surgeon for leave
Document/ Records are
Leave Benefit Item Descriptions / Specific Instructions / Assessment
Evidence Complete and
Entitlements Guide
Requirements Updated
Application for leave;
▪Special Leave (Calamity Declaration from
There is a declaration of calamity in the area
Leave) NDRRMC, LGUs
concerned
Application for leave;

Married male employees are allowed to avail of paternity
▪Paternity Leave birth certificate;
leave of seven (7) days for a maximum of four deliveries
Marriage Certificate
Application for Leave

Agency female employees are allowed to avail of maternity
Leave Records;
leave of sixty (60) calendar days will full pay; Computations,
▪Maternity Leave Interview;
requirements and policies of maternity leave are strictly
Disbursement
followed and implemented
Vouchers
Selection of study leave beneficiary is based on the

▪Study Leave requirements provided in Item II, Sec. 68 of the Omnibus Employee profile
Rules on Leave
Application for rehabilitation privilege is made through a

letter, supported by police report, if any , and medical
Letter; Medical
▪Rehabilitation Privilege certificate on the nature of the injuries, the course of
Certificate
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

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

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PRIME-HRM

SELF- ASSESSMENT TOOL

PRIME-HRM ON-LINE SELF ASSESSMENT TOOL FOR HRMO

2. The HRMO shall mark “x” the applicable box:

b. Under "PARTIALLY" if some elements of a particular indicator have been

c. Under "NOT" if none of the elements has been met.

AGENCY: (Please do not abbreviate) REGION: DATE OF ASSESSMENT:

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

AGENCY HEAD: POSITION TITLE:

Temporary, Contractual, Casual

Agency Personnel Complement (Based on Updated Plantilla of Personnel)

1st Level Professional/ Executive/ Presidential Elective Officials TOTAL

FILLED POSITIONS Status of Employment

2nd Level Executive/

SUMMARY OF ASSESSMENT RESULTS

Section 5 - HR Records Management & Other HR Programs Assessment Rating

Mark your ratings with an "x". Implementation Rating

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

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

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

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

LEVEL 3 - INTEGRATED HRM

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

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

Mark your ratings with an "x". Implementation Rating

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

LEVEL 2 - PROCESS-DEFINED HRM

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

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

LEVEL 1 - TRANSACTIONAL HRM

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

2. Active file of shortlisted candidates (hard copy only) is maintained. 1 0

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

Mark your ratings with an "x". Implementation Rating

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

2.Formulates and champions gender responsive strategic recruitment,

3. Orients employees on the provisions and procedures in the Recruitment,

6. Develops and manages proactive recruitment activities, e.g. school tie-up,

9. Performs structured interviews based on competency-based job descriptions 0

11. Responds and explains appropriately to application queries/ requests 0

Mark your ratings with an "x". Implementation Rating

12. Responds and explains appropriately to application queries/ requests 0

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

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

Mark your ratings with an "x". Implementation Rating

10.Performs structured interviews based on job descriptions 1 0

11.Administers appropriate written examinations and conducts structured

12. Responds appropriately to application queries/ requests 1 0

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

2. Applies Recruitment, Selection, and Placement guidelines 0

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

8. Does simple background investigation on an ad hoc basis 0

9. Performs unstructured interviews based on job description 0

10. Does paper screening and conducts simple interviews) 0

11. Responds to application requests and queries on a need basis. 0

Mark your ratings with an "x". Implementation Rating

Mark your ratings with an "x". Implementation Rating

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

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

4. Leadership, organizational and functional competency development goals

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

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