4. The right
hand is a
bit weak.
Val can
provide TA
there.
What kind of
weakness?
Lack of
coordination
Who has
capacity for
coordination?
Val, we need
support in
the right
hand!
Can you help
in the area?
10. Personal Effectiveness
Delivering Excellent Results
Thinking Strategically and Systemically
Problem Solving and Decision Making
Planning and Organizing
Facilitating Change and Innovation
Engaging and Inspiring Teams
Creating an Environment for Learning
and Growth
Collaborating and Networking
Commitment to Credible Public Service
11. Personal Effectiveness
Delivering Excellent Results
Thinking Strategically and Systemically
Problem Solving and Decision Making
Planning and Organizing
Facilitating Change and Innovation
Engaging and Inspiring Teams
Creating an Environment for Learning
and Growth
Collaborating and Networking
Commitment to Credible Public Service
12. Personal Effectiveness
Delivering Excellent Results
Thinking Strategically and Systemically
Problem Solving and Decision Making
Planning and Organizing
Facilitating Change and Innovation
Engaging and Inspiring Teams
Creating an Environment for Learning
and Growth
Collaborating and Networking
Commitment to Credible Public Service
13. Personal Effectiveness
Delivering Excellent Results
Thinking Strategically and Systemically
Problem Solving and Decision Making
Planning and Organizing
Facilitating Change and Innovation
Engaging and Inspiring Teams
Creating an Environment for Learning
and Growth
Collaborating and Networking
Commitment to Credible Public Service
14. Personal Effectiveness
Delivering Excellent Results
Thinking Strategically and Systemically
Problem Solving and Decision Making
Planning and Organizing
Facilitating Change and Innovation
Engaging and Inspiring Teams
Creating an Environment for Learning
and Growth
Collaborating and Networking
Commitment to Credible Public Service
15. Personal Effectiveness
Delivering Excellent Results
Thinking Strategically and Systemically
Problem Solving and Decision Making
Planning and Organizing
Facilitating Change and Innovation
Engaging and Inspiring Teams
Creating an Environment for Learning
and Growth
Collaborating and Networking
Commitment to Credible Public Service
16. Personal Effectiveness
Delivering Excellent Results
Thinking Strategically and Systemically
Problem Solving and Decision Making
Planning and Organizing
Facilitating Change and Innovation
Engaging and Inspiring Teams
Creating an Environment for Learning
and Growth
Collaborating and Networking
Commitment to Credible Public Service
17. Personal Effectiveness
Delivering Excellent Results
Thinking Strategically and Systemically
Problem Solving and Decision Making
Planning and Organizing
Facilitating Change and Innovation
Engaging and Inspiring Teams
Creating an Environment for Learning
and Growth
Collaborating and Networking
Commitment to Credible Public Service
18. Personal Effectiveness
Delivering Excellent Results
Thinking Strategically and Systemically
Problem Solving and Decision Making
Planning and Organizing
Facilitating Change and Innovation
Engaging and Inspiring Teams
Creating an Environment for Learning
and Growth
Collaborating and Networking
Commitment to Credible Public Service
19. Personal Effectiveness
Delivering Excellent Results
Thinking Strategically and Systemically
Problem Solving and Decision Making
Planning and Organizing
Facilitating Change and Innovation
Engaging and Inspiring Teams
Creating an Environment for Learning
and Growth
Collaborating and Networking
Commitment to Credible Public Service
?
20. Personal Effectiveness
Delivering Excellent Results
Thinking Strategically and Systemically
Problem Solving and Decision Making
Planning and Organizing
Facilitating Change and Innovation
Engaging and Inspiring Teams
Creating an Environment for Learning
and Growth
Collaborating and Networking
Commitment to Credible Public Service
21. Activity
Time1
1. Form pairs. Each pair is provided a list of Core, and
Leadership and Managerial Competencies.
2. Each participant provides an instance of an issue that
through specific inputs, led to a specific outcome. It
must display the specific level required of the specific
competency assigned.
3. Discuss with your partner. Then everyone discusses
with the plenary. Critiquing follows.
22.
23. Activity
Time2
Issue at hand is a change in
administration.
The Outcome is the Luzon Cluster
as a stronghold.
What are the indicators? What
25. Activity
Time2.5
1. What specific competencies can serve as guideposts
for the issue at hand?
2. If we are to state this as a success indicator (output or
outcome based) what would this indicator be?
3. How are the competencies earlier identified with the
issue at hand expressed in the indicator? This can be
done through the necessary Quality Quantity and
Time.
26. Activity
Time2.5
You can look at it from a Micro, Macro or Mezzo
perspective. Make sure to remember that this has to link with
how you are personally responsible and accountable.
28. Activity
Time3
What were the key issues you noted in the
OPCR session? What are the key issue you
talked about in the IPC-PRE with SCJS? During
the 360 assessment?
29. Activity
Time3
There can still be Fixed and Open indicators, but with
regards to Fixed indicators, does the current list truly
display your accountability and your use of Leadership
and Management? See the key questions of Secretary for
Fixed indicators. We can reformulate new fixed indicators
based on if certain indicators are shared by all, or fixed
indicators for a certain group.
Editor's Notes
The IPC is the mechanism by which individuals situate themselves in the organization. It also serves to ensure that individual goals are aligned with office goals.
For Rank and File staff, individual goals are based on the key outputs of an individual. Services provided, reports generated, data collected, etc.
For Middle level managers and above, henceforth termed leadership positions, the role played is more complex. There is macro level thinking and analysis involved, ensuring that the network of key players in the region produce the necessary output required of the office. This is exercising Leadership, and Management.
The DSPMS (AO11 s. 2015) dictates that the IPC for Officials contains specific commitment for which the Official is solely responsible and accountable to ensure office targets are met, and should highlight their inherent leadership and managerial role as head of office.
The OPC is based on the key deliverables of the Field Office, while the IPC of officials looks at two specific things:
Outputs and outcomes that are the sole responsibility and accountability of the RD
Application of Leadership and Management to Field Office operations.
What is important in the role of leadership positions is their ability to use the skill of Leadership & Management to institute change with a purpose, or development.
Competencies are defined Knowledge, Skills, and Attitudes that serve as structured guide, enabling the identification, evaluation, and development of behaviors of employees.
For Core Competencies, they are guideposts to indicate what type of KSAs are necessary to properly function as an employee of the DSWD.
For the Leadership and Managerial Competencies, they are guideposts that indicate which specific KSAs are necessary to properly utilize Leadership and Management as a skill.
These are not merely abstractions, because these KSAs are supposed to link directly to specific outputs and outcomes.
They can also link to specific inputs. Competencies are a lens by which we assess whether the individual is capable and capacitated to provide inputs, to achieve outputs, and to reach outcomes, of a certain quality.
It goes beyond if an outcome was reached, or if an input was done. That should be the point of the OPC. The competency based IPC looks at what it is specifically about the individual allowed them to perform in this manner.
In this way, there is a critical analysis of the person, and not merely the process and input, output, and outcomes. This will allow for further analysis of development interventions.
Run through of all the Core Competencies, then of Leadership & Managerial Competencies.
Explain the levels required of Regional Directors
Run through of all the Core Competencies, then of Leadership & Managerial Competencies.
Explain the levels required of Regional Directors
Run through of all the Core Competencies, then of Leadership & Managerial Competencies.
Explain the levels required of Regional Directors
Run through of all the Core Competencies, then of Leadership & Managerial Competencies.
Explain the levels required of Regional Directors
Run through of all the Core Competencies, then of Leadership & Managerial Competencies.
Explain the levels required of Regional Directors
Run through of all the Core Competencies, then of Leadership & Managerial Competencies.
Explain the levels required of Regional Directors
Run through of all the Core Competencies, then of Leadership & Managerial Competencies.
Explain the levels required of Regional Directors
Run through of all the Core Competencies, then of Leadership & Managerial Competencies.
Explain the levels required of Regional Directors
Run through of all the Core Competencies, then of Leadership & Managerial Competencies.
Explain the levels required of Regional Directors
Run through of all the Core Competencies, then of Leadership & Managerial Competencies.
Explain the levels required of Regional Directors
Run through of all the Core Competencies, then of Leadership & Managerial Competencies.
Explain the levels required of Regional Directors
It is important to know what the major external and internal challenges that exist in your environment are.
These challenges bring about operational issues. How can you as an individual cause development (change with purpose) in these issues.
Leadership and Management is a skill to be utilized by an individual, through strategic placement of personnel, tools, resources, and by proper planning, to institute development.
