A presentation proposing for an alternative selection process for selection of government personnel. the criteria includes education, intelligence, team play, health and competence. the education background however needs to be relevant to the mandate or nature of business of the agency, which should be spelled out in an upgraded qualification standard (also included in this proposal). the next important criteria is the review of the IQ of applicants/personnel, where those falling below average shall not be allowed farther processing of employment application. the most important criteria is the job competency. this scheme provides differentiation between civil service eligibility, professional license and certificate of competency (COE), and further provide that a professional license cannot replace a COE

1. HILARIO P. MARTINEZ 1
R E S P O N S I B I L I T Y

2. Some reasons why many people want
to work in Government
Power and
Privileges
Easy job,
Easy money
Travel and
Training
opportunities
Gainful
Employment
opportunity
Security of
Tenure
HILARIO P. MARTINEZ 2

3. Public Service is all about CHARACTER
HILARIO P. MARTINEZ 3

4. Working in Government is…
PUBLIC SERVICE -
HILARIO P. MARTINEZ 4

5. Rationale of Public Servants
 R e s p o n s i b i l i t y 
Stewardship of State wealth and enormous
public funds contributed by citizen-taxpayers
 D u t y 
Pledge to serve, defend and protect the
Constitution, people and public interest
 O b l i g a t i o n 
Endeavor to provide goods and services that
serves the welfare and interest of the public
HILARIO P. MARTINEZ 5

6. RANK
& POSITIONS
DOCUMENTATION
RECORDS
SCHEDULES
ORGANIZATIONAL
STRUCTURE &
HIERARCHY
HILARIO P. MARTINEZ 6

7. In a Bureaucracy, it is …
always about … never about …
HILARIO P. MARTINEZ 7
FOR
OR

8. OVER
of GAA*
Personal Services +
Maintenance & Other
Operating Expenses TAXPAYERS
In-Service Emoluments and benefits
enjoyed by Government Personnel
Government-prescribed Salaries,
various Allowances, Incentives,
Subsidies and Insurance
In-Service Training, Scholarships
/Travel Opportunities, domestic and
overseas
Air-conditioned offices and service
vehicles
Gov’t provided ICT eqpt. & telecoms
for officers and officials
Office paid meals during meetings
and “meetings” especially with
officers and officials
HILARIO P. MARTINEZ 8* GAA – General Annual Appropriations
COST OF
PRODUCING
PUBLIC
GOODS &
SERVICES

9. Issues Affecting the Bureaucracy
HILARIO P. MARTINEZ 9

10. DEMYSTIFYING THE SELECTION OF
PUBLIC SERVANTS?
HILARIO P. MARTINEZ 10

11. HILARIO P. MARTINEZ 11

12. Q.A.-Personnel Selection Process
RELEVANCE
TO AGENCY
MANDATE
APPLICANT’S
EDUCATIONAL
QUALIFICATION
NO
YES APPLICANT’S
INTELLIGENCE
QUOTIENT
I.Q. EQUAL
OR GREATER
THAN 80?
NO
YES
APPLICANT’S
TEAM PLAYER
PROFILE
IS TEAM
PLAYER STYLE
ACCEPTABLE
?
APPLICANT’S
MEDICAL
REPORT
YES
NO NO
YES
APPLICATION REJECTED
PROCESSING TERMINATED
NO
START
FOR
APPOINTMENT
/ORIENTATION
END
IS
APPLICANT
MEDICALLY
CLEARED
?
IS
APPLICANT
CERTIFIED AS
JOB COMPE-
TENT?
APPLICANT’S
COMPETENCY
ASSESSMENT
HILARIO P. MARTINEZ 12
YES

13. Simplified Scoring Schedule
EDUCATION INTELLIGENCE
TEAM
PLAY HEALTH COMPETENCY
P
A
S
S
3 3
4
1 1
3
2 2 2
1 1 1
FAIL 0 0 0 0 0
MAXIMUM = 12
LOWEST = 5PASS: A FAIL rating in any one means
an automatic disqualification
HILARIO P. MARTINEZ 13
Stupid!
Keep
It
Simple

14. Priority Ranking – for Hiring and
Appointment purposes
3rd
Priority
5 to 7
pts
2nd
Priority
8 to
10 pts
1st
Priority
11 to
12 pts
ANY ONE OF THE THREE
IS GOOD DECISION, BUT
OBSERVING THE
RANKING per se
IS THE BEST
CHOICE
HILARIO P. MARTINEZ 14
TRASH
Try the
PRIVATE
Sector

15. EDUCATIONAL PREPARATION OF
PERSONNEL
Focusing on the Nature of Agency Mandate as basis for Determining its
most Relevant Fields of Discipline and Selecting the corresponding
Personnel
Personnel Selection Criteria #
HILARIO P. MARTINEZ 15

16. Engineering Perspective of an Agency
based on the nature of its Mandate
Hierarchy of Disciplines *
•ACCOUNTANCY
•ENGINEERING
•BANKING
•FINANCE
•ECONOMICS
•TECHNOLOGY, etc
CORE
discipline/s
• EDUCATION 
Engineering
• ECONOMICS 
Statistics
• ENGINEERING  Law
• Etc.
Complimenting
disciplines
• ECONOMICS 
Statistics  HRD
• ENGINEERING  Law
 Accountancy
• Etc.
Support
disciplines
Functional Perspective
HILARIO P. MARTINEZ 16
 Core Disciplines – core/
main business concern
 Complementing Disciplines
e.g., legal, project
evaluation, forensic, etc.
 Support Disciplines e.g.
accounting, general services,
records, etc.

17. Basic points that need clarification
regarding government entities
Aside from this classification, clients and needs
being served, what differentiate a NGA, LGU,
GFI, and GOCC from each other?
Except for peculiarity in mandated core
businesses, are their technical and
administrative support systems differ from
each other?
Do they employ distinct concepts, practices
and tools of sciences, mathematics,
accounting, legal and technologies not
applicable to other government agencies?
NOTE: NGA – National Government Agency; LGU – Local Government Unit; GFI - Government Financial Institutions; GOCC – Government-Owned and
Controlled Corporations
HILARIO P. MARTINEZ 17
Most likely,
the only
basic
difference
is the
NAME of
the agency

18. Classifying Educational Qualification of
Personnel according to Agency Mandate
• Field of Discipline
– 1st PRIORITY
• Directly related and totally applicable to most part of the job
• Deserves the highest point in a scoring system [3]
– 2nd PRIORITY
• Major concepts are applicable to some parts of the job
• Deserves the next high score [2]
– 3rd PRIORITY
• only Basic concepts are applicable to particular segment of the job
• Deserves the lowest score [1]
– DISREGARD if program is distinctively below, far-off or irrelevant to
most part of the job [0]
• Deserves of null score
SCORING SCHEDULE:
1st Priority = 3 pts.
2nd Priority = 2 pts.
3rd Priority = 1 pt.
Disregard = 0 pt.
HILARIO P. MARTINEZ 18

19. Infusing the Relevance of Field of Discipline and
Prioritization to Nature of Agency/Unit’s Mandate
(to minimize discretion and abuse of prerogative)
HILARIO P. MARTINEZ 19

20. The RIGHT Discipline
in the RIGHT Job
Engineers/
Architects are
for businesses in
construction,
civil works,
fabrication, and
the like
Lawyers are for
legal services,
prosecution,
investigation, &
similar services
CPA/Accountants are
for accounting
services,
auditing jobs,
banking, investment, and
allied outfits … ETC., ETC., ETC., ETC. …
HILARIO P. MARTINEZ 20
Doctors/Nurses,
etc. are for health,
medical, surgery,
laboratory services,
rehabilitation, etc.
Education
practitioners are for
teaching and training
services, standards
and curriculum
development, etc.
𝒙 =
−𝒃 ± 𝒃 𝟐 − 𝟒𝒂𝒄
𝟐𝒂

21. INTELLIGENCE QUOTIENT OF
PERSONNEL
Calibrating the Intellectual Capability of Personnel to ensure that the
more capable are Hired and Assigned, most especially, at critical and
higher positions of responsibility
Personnel Selection Criteria #
HILARIO P. MARTINEZ 21

22. Significance of “Intelligence Criteria”
To be able to
acquire, understand
and apply pertinent
information and
knowledge
necessary to do a
particular job
To enable quality
of work and
minimize, if not
prevent, wastage
of resources
To enable efficient and effective
communication and coordination
among co-workers and clients
HILARIO P. MARTINEZ 22
WORKPLACE
CHALLENGES
I.Q.LOW
WORKPLACE CHALLENGES
I.Q.LOW

23. Scoring for I.Q. of Personnel
SUPERIOR Higher
than 110
3 points
ABOVE
AVERAGE
91 
110
2 points
AVERAGE 71  90 1 point
CHALLENGED Below
71
0-zero
NOTE: amended I.Q. ranges used
HILARIO P. MARTINEZ 23

24. TEAM PLAYER CHARACTERISTIC
The ability of an individual to positively participate in a
TEAM EFFORT increases the chances of SUCCESS
Personnel Selection Criteria #
HILARIO P. MARTINEZ 24

25. Team Player Characteristic
To encourage higher level of creativity
in the workplace
To increase efficiency and standards
of productivity
To inspire greater sense of
collaboration and cooperation
To enhance on-the-job learning and
enskilling opportunities in the
workplace
HILARIO P. MARTINEZ 25

26. A Team Player is …
HILARIO P. MARTINEZ 26

27. Team Player Styles
[too much of One is Worse, a balance of all is the Best]
HILARIO P. MARTINEZ 27
C h a l l e n g e r
• Serves as the devil’s advocate. Questions goals, methods and procedures
C o l l a b o r a t o r
• Goal-oriented. Willing to do what is needed to get the job done
C o m m u n i c a t o r
• A good listener. Encourages others to participate in team discussions
C o n t r i b u t o r
• Task-oriented. Does everything possible to provide the team with the skills,
knowledge and information it needs

28. Scoring for Team Player Style
0.5 to 1.5
4pts
1.51 to 2.5
3 pts
2.51 to 3.5
2 pts
3.51 to 4.5
1 point
=> 4.51
0-zero
Standard Deviation of Applicant’s Responses to
TEAM PLAYER STYLE Questionnaire
HILARIO P. MARTINEZ 28

29. HEALTH - MEDICALLY FIT TO WORK
The state of health is a vital factor in the consistency of performance and
sustained productivity of teams and team members
Personnel Selection Criteria #
HILARIO P. MARTINEZ 29

30. Medically Fit to Work
To ensure the availability of
sufficient able personnel at all
times
To enhance workforce planning
engage in program & project
development and
implementation
To minimize work disruption
and undue pressure resulting
from illness of team members
HILARIO P. MARTINEZ 30
“THE COMPUTER SAYS I NEED TO UPGRADE MY BRAIN
TO BE COMPATIBLE WITH ITS NEW SOFTWARE”

31. Necessity of
a Medical
Clearance
A physically and mentally
healthy individual ensures
continuity and consistency of
service to the public
Findings of a Medical
Certificate:
1 = Normal, Fit to work
0 = With Derogatory Findings
HILARIO P. MARTINEZ 31

32. COMPETENCY
The critical measure of compliance to a Standard of Work for a
Position/Job Title, focusing on the required knowledge, skills and attitude
of Job Holder
Personnel Selection Criteria #
“Integrity without
knowledge is weak and
useless, and knowledge
without integrity is
dangerous and dreadful”
HILARIO P. MARTINEZ 32
See www.slideshare.net for “Competency
Assessment System for the Phil. Civil Service”
PERIODIC

33. Job Readiness Qualification
To ensure the availability of personnel with the most
relevant knowledge and field of discipline…
• Pertinent to the work involve in the position
• Pertinent to the concerned organizational team
• Pertinent to the mandate of the agency
To ensure the necessary proof of competency
resulting from a recognized competency standard and
assessment system
To focus and enhance the attainment of
organizational mandate, goals and objective
HILARIO P. MARTINEZ 33

34. Competency Standard for Position
Titles for Quality Manpower
HILARIO P. MARTINEZ 34

35. Ways in which evidences confirming compliance to a
Competency Standard will be assessed on a periodic
assessment schedule
HILARIO P. MARTINEZ 35
Obser-
vation
Interviews/
Questioning
Third
Party
Report
Demons-
tration
Portfolio
W O R K P L A C E E N V I R O N M E N T

36. In a Competency Assessment System,
there can be only ONE!
HILARIO P. MARTINEZ 36

37. HILARIO P. MARTINEZ 37
The Reinforcement that Competency
System bring to Public Service
Objection!

38. AMENDING TO UPGRADE THE CSC’s
QUALIFICATION STANDARD
CSC – Civil Service Commission
HILARIO P. MARTINEZ 38
MAKING
BETTER
SENSE OF A
REFERENCE

39. Changes in Q.S.: To be more Specific and
Definite in Specifications and Options
HILARIO P. MARTINEZ 39
Why can’t COMPETENCY be a
primary employment requisite for
all job/position titles?
Why can’t EDUCATION requirement
be job-specific and to include post
secondary programs?
Why can’t EXPERIENCE and
TRAINING requirements be specific
on skills acquired and job-
specific?
Yes, why not? But only
if it is pertinent and
directly applicable to
the nature of the job.
Its about
time!
Mandatory
I.C.T.
Capability

40. Prospective National Qualification Framework
Level D E S C R I P T I O N
NQF-6
• Work involves analysis, diagnosis, design, planning and execution across a broad range of technical and/or
management functions including policy inputs, information analysis & contribution to the development of a broad plan,
budget or strategy.
• Responsibility also includes judgment in planning, design, technical or leadership/ guidance functions related to
programs, projects, services, operations or procedures.
NQF-5
 Perform development of planning initiatives, as well as personal responsibility and limited authority in performing
routine technical operations or organizing/managing others
 Work also involve planning and evaluation of functions, initiation of alternative approaches to technical and/or
management requirements
NQF-4 • Perform broad range of skilled applications including requirements to evaluate and analyze current practices, develop
procedures and provision of leadership and guidance to others in the team and in the application of planning skills
NQF-3
• Perform a defined range of skilled operations usually within a range of broader related activities involving known
routines, methods and procedures, where some discretion and judgment is required in the selection of resources,
assigning and assessing staff performance, distribution of workloads, services, or contingency measures and within
known time constraint
NQF-2
 Perform a defined range of varied activities where there is a clearly defined range of context in which the choice of
actions required is usually clear and there is limited complexity in the range of options to be applied and some
accountability for the quality of outputs
 Assignments usually include routine activities involving individual responsibility or autonomy and/or collaboration
with others as part of a group or team
NQF-1
 Perform a defined range of activities most of which may be routine and predictable tasks.
 Assignments are usually provided by a supervisor or an employee at a higher category who gives simple instructions
and makes clarifications or suggestions when necessary
HILARIO P. MARTINEZ 40

41. HILARIO P. MARTINEZ 41
Prospective
NQF 
Salary Grade
Configuration
Matching the
level of
educational
qualification
with the
degree of
authority and
responsibility,
and salary
grade
NQF – National Qualification Framework
basis for classification and grouping
of positions for SG
SG - Salary Grade
With Great Power, comes
Great Responsibility …
… and with Great/Grave
Consequences

42. Being Conscious of these Differences
Helps the Transition to Real CHANGE
HILARIO P. MARTINEZ 42
the privilege of being
qualified to participate
or be chosen
the official
authorization to
engage in a regulated
profession/activity
official recognition as
having the necessary
ability (knowledge, skills &
attitude) to perform a job
well enough to meet a
established standard
Being an eligible or a
licensed professional
does not necessarily
prove competence,
unless otherwise
verified thru an
objective competency
assessment
See www.slideshare.net for
“Eligibility or Competency”

43. Personnel – the most visible and most
critical of bureaucratic resources –
NEEDS CHANGE!
HILARIO P. MARTINEZ 43

44. Only the BEST for Public Service
HILARIO P. MARTINEZ 44

45. From OUTPUT to OUTCOME
HILARIO P. MARTINEZ 45

46. A CHALLENGE of CHANGE for the
COMPETENT Authorities
THE NEEDS OF THE MANY THE NEEDS OF THE FEW
HILARIO P. MARTINEZ 46
CSC – Civil Service Commission
DBM – Department of Budget & Management