presenting a comparison between civil service eligibility and competency. the comparative presentation focuses on the merits of each instrument as to the preferred choice to be a requirement for employment in government service. the traditional requirement, which is a civil service eligibility for levels 1 to 3 (3 being the officials) entails the usual numeric and verbal reasoning tests and applied before employment in government. the competency assessment (which is the measure of skills based on a recognized standard for a job) is applied periodically (before employment and during the tenure) to determine job readiness
A Competency-based HRD System for Public Servants in the Philippine BureaucracyHilario Martinez
developing a competency-based HRD in the Philippine public service, review of issues in public service, replacing eligibility with competency assessment, revising hiring procedure to focus on competence, IQ, teamwork qualities, making tour of duty in government based on successful performance on an annual basis, delegating greater and direct responsibility to supervisors, managers and executives to develop the competencies and capabilities of their respective team members, new rules of engagement for government workforce
Competency Assessment System for the Philippine Civil ServiceHilario Martinez
A proposal to establish a Competency Assessment System for government agencies in the Philippines. The resulting assessment results to be used in the decision for entry, continuity or separation from service. the proposal involves the standardization of job titles, formulation of competency standards, competency assessment instruments and preparing for pools of competency assessors. the competency assessment system, replaces the civil service eligibility requirement for employment in government. it aims to minimize complacency through regular competency assessment
A Competency-based HRD System for Public Servants in the Philippine BureaucracyHilario Martinez
developing a competency-based HRD in the Philippine public service, review of issues in public service, replacing eligibility with competency assessment, revising hiring procedure to focus on competence, IQ, teamwork qualities, making tour of duty in government based on successful performance on an annual basis, delegating greater and direct responsibility to supervisors, managers and executives to develop the competencies and capabilities of their respective team members, new rules of engagement for government workforce
Competency Assessment System for the Philippine Civil ServiceHilario Martinez
A proposal to establish a Competency Assessment System for government agencies in the Philippines. The resulting assessment results to be used in the decision for entry, continuity or separation from service. the proposal involves the standardization of job titles, formulation of competency standards, competency assessment instruments and preparing for pools of competency assessors. the competency assessment system, replaces the civil service eligibility requirement for employment in government. it aims to minimize complacency through regular competency assessment
THE CIVIL SERVICE COMMISSION AND THE SALIENT FEATURES OF RA 6713VERNALYN TOBIAS
In this presentation, the students can explain the vision, mission and objectives of CSC; research and comment on the current csc programs in professionalizing the government workforce and learn about the salient features of RA 6713
The philippine civil service system final reportarnel6113
This piece of work is about the Philippine Civil Service Service System, History and mandates which provides a wide array of information and s context of Philippine setting
This document is a handout of the report about the Civil Service Commission for the subject School Personnel Administration (EdM 404) of Master of Arts in Educational Management, Employment status in general, permanent, temporary, substitute, co-terminous, contractual, casual, employment status of teachers, regular permanent, provisional, substitute, nature of appointment, original, promotion, transfer, reemployment, reappointment, reinstatement, renewal, change of status, demotion, upgrading or reclassification, adjustments or movements of personnel, other personnel movements, reassignment, detail, secondment, job rotation, designation, contract of service, job orders, policy guidelines for contract of services
Presentation that explains the relationship of Civil Service Commission's philosophy to the Republic Act No. 6713 or the "Code of Conduct and Ethical Standards for Government Officials and Employees."
THE CIVIL SERVICE COMMISSION AND THE SALIENT FEATURES OF RA 6713VERNALYN TOBIAS
In this presentation, the students can explain the vision, mission and objectives of CSC; research and comment on the current csc programs in professionalizing the government workforce and learn about the salient features of RA 6713
The philippine civil service system final reportarnel6113
This piece of work is about the Philippine Civil Service Service System, History and mandates which provides a wide array of information and s context of Philippine setting
This document is a handout of the report about the Civil Service Commission for the subject School Personnel Administration (EdM 404) of Master of Arts in Educational Management, Employment status in general, permanent, temporary, substitute, co-terminous, contractual, casual, employment status of teachers, regular permanent, provisional, substitute, nature of appointment, original, promotion, transfer, reemployment, reappointment, reinstatement, renewal, change of status, demotion, upgrading or reclassification, adjustments or movements of personnel, other personnel movements, reassignment, detail, secondment, job rotation, designation, contract of service, job orders, policy guidelines for contract of services
Presentation that explains the relationship of Civil Service Commission's philosophy to the Republic Act No. 6713 or the "Code of Conduct and Ethical Standards for Government Officials and Employees."
UX, ethnography and possibilities: for Libraries, Museums and ArchivesNed Potter
These slides are adapted from a talk I gave at the Welsh Government's Marketing Awards for the LAM sector, in 2017.
It offers a primer on UX - User Experience - and how ethnography and design might be used in the library, archive and museum worlds to better understand our users. All good marketing starts with audience insight.
The presentation covers the following:
1) An introduction to UX
2) Ethnography, with definitions and examples of 7 ethnographic techniques
3) User-centred design and Design Thinking
4) Examples of UX-led changes made at institutions in the UK and Scandinavia
5) Next Steps - if you'd like to try out UX at your own organisation
The technologies and people we are designing experiences for are constantly changing, in most cases they are changing at a rate that is difficult keep up with. When we think about how our teams are structured and the design processes we use in light of this challenge, a new design problem (or problem space) emerges, one that requires us to focus inward. How do we structure our teams and processes to be resilient? What would happen if we looked at our teams and design process as IA’s, Designers, Researchers? What strategies would we put in place to help them be successful? This talk will look at challenges we face leading, supporting, or simply being a part of design teams creating experiences for user groups with changing technological needs.
An immersive workshop at General Assembly, SF. I typically teach this workshop at General Assembly, San Francisco. To see a list of my upcoming classes, visit https://generalassemb.ly/instructors/seth-familian/4813
I also teach this workshop as a private lunch-and-learn or half-day immersive session for corporate clients. To learn more about pricing and availability, please contact me at http://familian1.com
3 Things Every Sales Team Needs to Be Thinking About in 2017Drift
Thinking about your sales team's goals for 2017? Drift's VP of Sales shares 3 things you can do to improve conversion rates and drive more revenue.
Read the full story on the Drift blog here: http://blog.drift.com/sales-team-tips
How to Become a Thought Leader in Your NicheLeslie Samuel
Are bloggers thought leaders? Here are some tips on how you can become one. Provide great value, put awesome content out there on a regular basis, and help others.
Standardizing Appointive Positions in GovernmentHilario Martinez
A proposal for the Philippine Government to standardize the appointive positions in its bureaucracy. the concept of shifting to competency-based competency standards will do away with subjectivity, and setting government employees' capabilities to be measured against a nationally accepted system of competency standards for civil service. the implementation of the concept is proposed to be by stages: agency-level, rolled-up to department-level, and finally, national. standardization will facilitate personnel actions such as re-assignments, transfers, demotion and promotion, and most likely will diminish the practice of patronage and seniority rule; strengthens transparency and accountability
Deploying Competency Standard as an anti-corruption tool in the Philippine Bureaucracy. it illustrate how none compliance to competency standard to job titles leads to violation of anti-graft law
Streamlining the Bureaucracy thru Entrepreneurship DevelopmentHilario Martinez
streamlining the Philippine bureaucracy, mandating entrepreneurship training to government employee nearing age 50, encouraging early retirement, establishing business using GSIS insurance policy as collateral, improving local business climate, coordinating training institutions, preparing for better retirement after government service, having younger and more talented government workforce
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
Profiling 3rd Level Personnel in the Philippine Civil ServiceHilario Martinez
A proposal for differentiating the third level personnel of the Philippine Civil Service, using the 12 talent level criteria in "The Workforce Scorecard. the 3rd level officials range from salary grade 21 to 33, managerial personnel. it aims to define this group into Class A, B and C according to their capability in terms of vision, intelligence, drive, track record, integrity, leadership, resourcefulness, customer focus, topgrading, team building, and communication. this is a concept from which the Philippine Civil Service Commission should implement
An Integrated H.R.D. Approach to an Anti Corruption Campaign in Philippine B...Hilario Martinez
HRD approach to anti-corruption drive in the Philippine bureaucracy, presenting an overview of the bureaucracy, and proposing 3 inter-related programs to curve corruption: streamlining thru entrepreneurship development, establishing a competency-based HRD in government, and an integrated performance evaluation for government agencies. proposing for new rules of engagement in government employment
Solution Providers or TraPos - an Election ReformHilario Martinez
An election concept reform giving preference to Solution Providers instead of Traditional Politicians (Trapos). Citizen Candidates for elective post will have to prepare to submit and present to the public a set of well studied solutions to problems of the community as a matter of his/her tender bid for aspiring for such positions, national and local, executive and legislative
it is a concept suggesting amendment to the Philippine Election law; to require candidates for mayor, provincial governor, congressman (representative), senator and president to prepare and present a "Governance/Reform Plan" for executive positions or a defined Legislative Agenda for legislative positions. it is proposed to serve as a prerequisite in the acceptance to the filing an application for candidacy, otherwise known as a candidate's tender bid. it proposes to effect an better informed electorate deviating from the traditional politics to issue-based and competitive "plan of action"
A presentation about the State and its Constituents - Citizens; describes how representation by Government and the expected return to its Citizens; describes the current situation on Government affairs and the urgent appeal of the citizen taxpayers for a fair return on their investment
A proposal for reforms in the Philippine Civil Service for the establishment of a Competency Standards in the bureaucracy, a regular Competency Assessment System and the employment of a team-based Integrated Performance Evaluation System
An anti-corruption program consisting of 5 components: prosecution and litigation, HRD integrity, internal audit and control, preventive measures, and support measures. of the five, HRD integrity is most strategic and long range, includes streamlining to shifting to a more comprehensive performance evaluation to implementing a competency-based HRD for public servants in the Philippines. the 5 components are integrated and designed to rebuild the foundation and professionalize public service
Briefly discusses the proposal to laterally induct officers from outside government of India as Joint Secretary. The article analyses the debate and concludes that such lateral recruitments ignore the reality of a crying need for reform of India's colonial civil service
13 Economic Priorities For FY13-14 - MSLGROUP IndiaAshraf Engineer
Put together over a period of two months, the report looks at how issues like internal security, the lack of security for women, our callous approach towards sports, etc, impact the economy. The effort is to discuss the impact of issues that most people don't normally associate with the economy.
A typical concern in government agencies: the status of funds. In a standardized government accounting system, most managers are not well versed in fund management. Some agencies resort to packaged accounting system or a customized suit of application. Given these options, the perennial issue is: how effective and how efficient? The other issue is the cost. It is not an understatement to say that most, if not all, government agencies are equipped with the simple spreadsheet, the more common is the Excel. With simple worksheet formatting with the use of standard accounting codes, simple task assignment and coordinated schedules of update and transmission, the Excel offers the least cost, yet effective and efficient method of reporting fund status for the provincial, regional, central and national levels.
This is the objective of “Simple Excel in Fund Monitoring”, to facilitate the monitoring of fund status, particularly disbursements. It is significantly accurate because of its transaction-based data capture, right from the disbursement voucher as it is being processed.
This is an upgraded presentation providing for a different view on Charter issue. This article argue that the move to change the Constitution is not born by a defective, inferior or obsolete charter, but due to decades of mismanagement and abuse by incompetent and corrupt politicians and bureaucrats, which in turn translate to a decaying bureaucracy. this presentation also highlights a proposal to have to separate "penal code for public servants" different from that for everybody else
a proposal for a constitutional commission authorized to review and confirm/reject key presidential appointees; to replace the existing Commission on Appointments which is composed of politicians from the house of representatives and senate; the proposed CA will be composed of representatives of 20 national sectors; ex-officio officers will be: CSC Chair as Presiding Officer/Chair, Ombudsman and COA Chair as CA Co-Chair. Members of National Sectors to be selected as citizen-juries shall comprise panels assigned to review key presidential appointees. the concept is based on empowering citizens to have direct role in governance and acting as a better "check and balance" mechanism than politicians confirming appointees of another politician.
a proposal for public bidding incorporating the focus on quality, a multiple-level criteria and evaluation scheme and inclusion of a three-envelope system (which include technical, financial and time/schedule) as factors in the conduct of bidding for projects in the public sector. the 2-envelope bidding is proposed to cater to projects no longer than 6 months, while the 3-envelope bidding are for projects more than 6 months. it also proposes to allot more weight on the quality of the technical proposal in both bidding systems. it also defines the most responsive bid as the bid which earned the highest evaluated bid
Towards Direct Citizen Participation in GovernanceHilario Martinez
A proposal to charter amendment to elevate the role of citizens in the confirmation of appointees of the President and to replace the Legislators as members of the Commission on Appointments by Nominees of 20 Civil Society Organizations acting as Jury and passing judgment on confirmation or rejection of appointee-candidates. this will reinforce transparency and accountability in the Senior Ranks of the bureaucracy and serve as a "check and balance" mechanism in presidential prerogative to select key government officials
A presentation proposing for a simplified color-coded Multi-Project Monitoring Scheme for Government. it focuses on four (4) project criteria: Funding (release of funds), Costing, Implementation Schedule, and Technical Specification. it utilizes simplified 2 page project control and monitoring form, which can take the form of worksheet/spreadsheet for monthly updating. the project status may be classified into three: Green - according to plan; Yellow - within tolerable deviation; and Red - out of control. Status of Projects are plotted in charts which highlights the color-coding of project status, which in effect provides a wholistic picture of an agency's implementation of multiple projects
A presentation for Public Service as a Career Choice, comparatively with owning a business, employment, or a farmer-producer. highlights the need for better people in the public service in terms of competence and integrity
a future scenario in the Phils, all about what Technical-Vocational Education and Training can do for its manpower and industries, and the country as a whole; making Tech/Voc an equal career option to young high school graduates; raising the dignity of technical/blue-collar workers at par with white-collar jobs; incorporating entrepreneurship training into TVET. A challenge to TESDA to draw a roadmap for this scenario
Competency Assessment and Performance Evaluation for Good Public Service (CAPE-GPS) - A proposed selection tool for retention of competent and good performers in public service using the combined concept of a competency-based system and an integrated performance evaluation system, incorporates a team-based performance system
A fund allocation for the Philippine government, proposing for a frontline-biased and needs-based allocation; it is based on the concept that regions, particularly the underdeveloped and emerging regions, be allocated more funds to accelerate development; it proposes to refer to the National Capital Region (NCR) as the benchmark in determine the add-on increment for the other regions; it incorporates the regions' GRDP performance as the basis for urgency for development, and consequently, the basis for the increment factor; after this process, the 20-80 ratio is also applied wherein the central office shares only 20% of the proposed funds, and the regions get a total of 80%, disaggregated according to the increment factored in its percent shares of funds
A proposal to require all candidates for presidency in the Philippines to submit a comprehensive "Governance Plan" as their tender bid, on how they view the Philippine situation, their analysis, the corresponding package of solutions, cost of solutions, schedule of implementation of solutions, and implementation strategy. this concept is a departure from the traditional requirement for candidates; weeding out the mediocre from the candidates with real and serious intention for reform and solutions for the country. this project is designed to be private-sector led and financed through private sector initiatives (i.e., sponsorships, advertisements)
the same concept may be applied for senatorial and governatorial candidates
a training and development needs assessment tool, competency-based, utilizing consensual approach, emphasizes on the responsibility of supervisors in directly developing the competence of subordinates, best applicable in a competency-based system
Rationalizing the Technical Education & Skills Development Authority (TESDA) ...Hilario Martinez
Re-organization proposal to rationalize the Technical Education & Skills Development Authority to be truly an enabler of local governments, business enterprises and vocational training institutions, and to be truly in compliance to its enabling law.. it covers an analysis of RA 7796, anchoring on its mandated core business, dissection and analysis of mandated functions and responsibilities, and defined deliverables, and further refined using sound management engineering principles. the re-structuring minimizes redundancy, differentiates and distinguishes central office from regional subsidiaries thru levels of core competencies and roles
Fund allocation scheme using GRDP rates, giving more funds to less developed regions, giving more autonomy to less developed regions for development programs, giving more funds to regional offices of Nat'l gov't line agencies, empowering regional development councils to orchestrate projects of member-regional offices, decentralization to solve problems of metro-manila, using the GRDP rates as a basis for augmenting fund allocation for underdeveloped regions of the country, giving more to those who have less, applying the resultant 20-80 ratio in fund allocation (central offices and regional offices), progressive fund augmentation leading to the acceleration of infrastructure development and creation of more metro-manila-like capitols in other regions,
Russian anarchist and anti-war movement in the third year of full-scale warAntti Rautiainen
Anarchist group ANA Regensburg hosted my online-presentation on 16th of May 2024, in which I discussed tactics of anti-war activism in Russia, and reasons why the anti-war movement has not been able to make an impact to change the course of events yet. Cases of anarchists repressed for anti-war activities are presented, as well as strategies of support for political prisoners, and modest successes in supporting their struggles.
Thumbnail picture is by MediaZona, you may read their report on anti-war arson attacks in Russia here: https://en.zona.media/article/2022/10/13/burn-map
Links:
Autonomous Action
http://Avtonom.org
Anarchist Black Cross Moscow
http://Avtonom.org/abc
Solidarity Zone
https://t.me/solidarity_zone
Memorial
https://memopzk.org/, https://t.me/pzk_memorial
OVD-Info
https://en.ovdinfo.org/antiwar-ovd-info-guide
RosUznik
https://rosuznik.org/
Uznik Online
http://uznikonline.tilda.ws/
Russian Reader
https://therussianreader.com/
ABC Irkutsk
https://abc38.noblogs.org/
Send mail to prisoners from abroad:
http://Prisonmail.online
YouTube: https://youtu.be/c5nSOdU48O8
Spotify: https://podcasters.spotify.com/pod/show/libertarianlifecoach/episodes/Russian-anarchist-and-anti-war-movement-in-the-third-year-of-full-scale-war-e2k8ai4
Presentation by Jared Jageler, David Adler, Noelia Duchovny, and Evan Herrnstadt, analysts in CBO’s Microeconomic Studies and Health Analysis Divisions, at the Association of Environmental and Resource Economists Summer Conference.
A process server is a authorized person for delivering legal documents, such as summons, complaints, subpoenas, and other court papers, to peoples involved in legal proceedings.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Understanding the Challenges of Street ChildrenSERUDS INDIA
By raising awareness, providing support, advocating for change, and offering assistance to children in need, individuals can play a crucial role in improving the lives of street children and helping them realize their full potential
Donate Us
https://serudsindia.org/how-individuals-can-support-street-children-in-india/
#donatefororphan, #donateforhomelesschildren, #childeducation, #ngochildeducation, #donateforeducation, #donationforchildeducation, #sponsorforpoorchild, #sponsororphanage #sponsororphanchild, #donation, #education, #charity, #educationforchild, #seruds, #kurnool, #joyhome
This session provides a comprehensive overview of the latest updates to the Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (commonly known as the Uniform Guidance) outlined in the 2 CFR 200.
With a focus on the 2024 revisions issued by the Office of Management and Budget (OMB), participants will gain insight into the key changes affecting federal grant recipients. The session will delve into critical regulatory updates, providing attendees with the knowledge and tools necessary to navigate and comply with the evolving landscape of federal grant management.
Learning Objectives:
- Understand the rationale behind the 2024 updates to the Uniform Guidance outlined in 2 CFR 200, and their implications for federal grant recipients.
- Identify the key changes and revisions introduced by the Office of Management and Budget (OMB) in the 2024 edition of 2 CFR 200.
- Gain proficiency in applying the updated regulations to ensure compliance with federal grant requirements and avoid potential audit findings.
- Develop strategies for effectively implementing the new guidelines within the grant management processes of their respective organizations, fostering efficiency and accountability in federal grant administration.
4. To be or not to be
If “…Public Servants
shall remain
accountable to the
public at all times…”
(Phil. Constitution)
…then they should
also prove themselves
to be competent at all
times to serve and
protect the public and
the public interest
4HILARIO P. MARTINEZ
6. Factors that influence growth and
development of skills in a Tour-of-Duty
Workplace
environment
In-service
interventions
Personal
initiatives
E X P E R I E N T I A L L E A R N I N G
6HILARIO P. MARTINEZ
7. Lowest Rank Position Title
SG 1
Highest Rank Position Title
SG 30
1st Level Positions
2nd Level Positions
3rd Level
Positions
Theoretically, the satisfactory compliance to the requirements
of a job title is a prerequisite condition, basically a building
block, for a job holder to be eligible for advancement
or promotion to the next higher position *
The Hierarchy of Job Titles for Appointive
Personnel in the Bureaucracy
7HILARIO P. MARTINEZ
8. Growth and Development of
Competency
8
*
* See www.slideshare.net for “TRAINING and
DEVELOPMENT NEEDS ASSEMENT” for details
HILARIO P. MARTINEZ
10. QUALIFICATION STANDARD* - Basis for
selecting personnel to enter Government service
Based from www.csc.gov.ph/qualification standard query system
10
Potential Capability?
Potential Performance?
Potential Capability?
Potential Performance?
HILARIO P. MARTINEZ
11. Basic points that need clarification on
agency differentiation
Aside from this classification 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
11
Most likely,
the only
basic
difference
is the
NAME of
the agency
HILARIO P. MARTINEZ
12. Format of Qualification Standard in the
Philippine Civil Service System
Position Title
By
rank
Position Identifier
Salary Grade
(1 to 30)
Level (1, 2, & 3)
Sector (Nat’l, Local,
Finance Inst’n,
Gov’t Corp.)
Qualification
Education Training Experience Eligibility
HILARIO P. MARTINEZ 12
Position Salary Grade Level Sector Education Experience Training Eligibility
NO
SKILLS!
14. Different SG, various Sectors for same
Position Title, undefined Education,
Training and Experience requirements
14HILARIO P. MARTINEZ
15. One Position Title for various ranks, same
Experience and Training requirements,
with 1 agency-bias specification
15HILARIO P. MARTINEZ
16. 1 Job title w/ various rank, for various Sectors, Experience
and Training undefined, 2 Sector-bias specifications
16HILARIO P. MARTINEZ
17. Same Job titles w/ various SG, Experience and
Training requirements not specified;1 Position
Title w/ detailed Education specification
17HILARIO P. MARTINEZ
18. Job-specific Position Title, in various SG, but non-
specific Experience and Training requirements
18HILARIO P. MARTINEZ
19. Job-specific Position Title, various rank, for different
sectors, with same education & eligibility: no
specific experience and training; with 2 agency-bias
19HILARIO P. MARTINEZ
20. A sample cross-section of the Q.S. with varying
inconsistencies: SG, Level, Sector, Education,
Experience, Training and Eligibility
20HILARIO P. MARTINEZ
21. Need to clarify the most redundant
issues in the Q.S.
21
•In what
other/prior
job/s?
•What valid
accomplish
ments?
•Training in what
what field?
•What are the
pertinent
capabilities and/or
skills acquired?
•Most preferred/
job-specific?
•Least preferred/
least priority?
•Which sector is
unique?
•Unique in what?
How? What make
the Sectors
different
from each
other?
What is
relevant
education?
What is
relevant
experience?
What is
relevant
training?
HILARIO P. MARTINEZ
22. Amending to upgrade the CSC’s Q.S.
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?
22
ClassifyingtheEducational
AttainmentofPersonnel:
1st PRIORITY – Directly
related and totally
applicable to the job
2nd PRIORITY – Major
concepts are applicable to
the job
3rd PRIORITY – only Basic
concepts are applicable to
the job
DISREGARD if program is
distinctively irrelevant to
the job
HILARIO P. MARTINEZ
23. What a new competency-based
Qualification Standard could be
23
At last an upgraded QS!
Logical & competitive… I bet you, the
OLD GUYS
will shoot this
idea down!
HILARIO P. MARTINEZ
25. The Civil Service Commission (CSC) of
the Philippines
The CSC is a government agency
which deals with civil service
matters and conflict resolution. It
is tasked with the responsibility of
overseeing the integrity of
government actions and
processes. The commission was
originally founded in 1900 through
Act No. 5[1] of the Philippine
Commission and was solidified as a
bureau in 1905.
Source: http//csc.gov.ph website 25HILARIO P. MARTINEZ
26. What is a Civil Service Eligibility for?
Is it about superior performance or academic qualification?
… a guarantee of most relevant qualification?
… a certification of competence?
… a certification of job-fit/readiness ?
… a guarantee for integrity in public service?
… a certification for passing a level entry examination?
or simply a false guarantee for security of tenure?
26HILARIO P. MARTINEZ
27. Prevailing Civil Service Eligibility Requirement by
Level for Appointive Government Personnel
Level 1
SG 1 to 12*
CIVIL SERVICE
ELIGIBILITY - SUB-
PROFESSIONAL
Level 2
SG 13 to 24
CIVIL SERVICE
ELIGIBILITY -
PROFESSIONAL
CAREER EXECUTIVE
SERVICE OFFICER**
Level 3
SG 25 to 33
* SG – Salary Grades
** Only for Presidential Appointees
27HILARIO P. MARTINEZ
28. Factors measured by standard civil
service eligibility examination
Verbal
Reasoning
Analytical
Numerical
General
Information
Average
A
ve
a
g
e
28
Looking for distinctive
significance, if any
1st
2nd
3rd
HILARIO P. MARTINEZ
29. Eligibilities granted under special laws
and CSC issuances
•pursuant to Republic Act No. 1080Bar/Board Eligibility
•pursuant to RA No. 7883Barangay Health Worker (BHW) Eligibility
•pursuant to Presidential Decree No. 1569Barangay Nutrition Scholar (BNS) Eligibility
•pursuant to RA No. 7160Barangay Official Eligibility (BOE)
•pursuant to CSC Resolution No. 90-083Electronic Data Processing Specialist (EDPS) Eligibility
•pursuant to CSC Resolution No. 1302714Foreign School Honor Graduate Eligibility (FSHGE)
•pursuant to PD No. 907Honor Graduate Eligibility (HGE)
•pursuant to RA No. 10156Sanggunian Member Eligibility (SME)
•pursuant to PD No. 997Scientific and Technological Specialist (STS) Eligibility
•pursuant to CSC MC No. 11, s. 1996Skill Eligibility
•pursuant to Executive Order Nos. 132, s.
1948 / 790, s. 1982Veteran Preference Rating (VPR) Eligibility
29HILARIO P. MARTINEZ
31. For SG 1-12:
at least 2years
of college
education
For SG 13-23:
college
graduate
For SG 24:
masteral
degree
For SG 25-33:
at least a
masteral
degree
Educational Requirement per Level in
the Civil Service
LEVEL 1 L E V E L 2 LEVEL 3│ │ │ │
31
WHAT IS THE JOB-EDUCATION
MATCHING CONCEPT?
HILARIO P. MARTINEZ
32. Over, under or
no difference?
Are you better qualified
than others to serve …
32
CAREER EXECUTIVE SERVICE
OFFICERS (CESO)
Let’s see
what you
really got
HILARIO P. MARTINEZ
33. Since light travels faster
than sound, people may
appear bright
until you hear
them speak
A typical “Help Wanted” ad for a
vacancy in a government agency
Position: Division Chief
Salary Grade: 24
Educational Requirement:
Graduate of relevant college
education with Masteral degree
Training Required: 18 hours of
supervisorial training
Eligibility Required: Professional
civil service eligibility
33HILARIO P. MARTINEZ
34. The Career Executive Service Officer (CESO)
Eligibility for 3rd Level Positions
Created under Presidential
Decree No. 1 by the late Pres.
Marcos, 1972
Applicable for third level CES*
positions appointed by the President
CESO ranking is only for presidential
appointees
CESO examination measures:
• Analytical ability
• Verbal ability
• Managerial ability
Candidates for CESO are
professional civil service eligibles
and incumbents coming mostly
from the ranks of division chiefs
and equivalent ranks in the military
and police organizations.
While this maybe so, there is no
defined succession plan in the
bureaucracy except for the
unwritten policy of “seniority”
It intends to measure practically
the same abilities as other written
examinations for applicants for
Levels 1 and 2.
Source: http//csc.gov.ph website 34
* CES – Career Executive Service
What is it
for? Control?
HILARIO P. MARTINEZ
35. Basic Inquiry on the beginning and
intent of the CESO Eligibility concept
35HILARIO P. MARTINEZ
36. PROF. CESB Provided
Executive Leadership
Program
SALAMIN
DIWA
GABAY
PublicService
Ethicsand
Accountability
Workshopson
Administrative
Justice
FinancialMgtfor
PublicManagers
I.C.T.
CESB Accredited
Problem Analysis &
Decision Making
Delegating & Monitoring
7 Habits of Public
Managers
• Source: http//csc.gov.ph website
CESB- Career Executive Service Board 36
Funded In-Service Training Programs*
for would-be CESOs
It looks very basic,
fit for Level 2
HILARIO P. MARTINEZ
37. What necessities drive
these REDUNDANCIES?
What is the significance of an additional eligibility requirement
for the 3rd level positions if the 1st and 2nd levels provide the
same attestation of qualification to work in government?
Are the boundaries of the 1st, 2nd and 3rd level positions
distinct from each other or they should be made contiguous and
seamless building-blocks for in-service skills acquisition and
development?
What justifies the provision of basic management training
courses for 3rd level incumbents (CESOs) who are supposed to
be Master degree holders and were trained and experienced
staff/officers?
Shouldn’t CESOs be more proficient problem solvers, critical
thinkers, strategic planners, better trainers/coaches, and highly
dedicated citizen-oriented public officers than any other civil
servants? Or are they staff-dependent, worse, just pretending?
37
What makes a
CESO a standout?
Extraordinary? In what?
HILARIO P. MARTINEZ
38. Probing deeper into the profile
of incumbent CSEEs and CESOs?
38
CSEE – Career Service Executive Eligibles
How many of them have masteral and doctoral degrees
sponsored/funded by Government?
How many of them have pending investigations/cases
in Ombudsman and/or Sandiganbayan?
What was the performance rating of their respective
unit/office/agency for the last 5 years?
How many of their offices/agencies have unresolved,
recurring and/or observations, substantial suspensions
and disallowances from the Commission on Audit?
What is the degree of utilization/wastage of resources
(funds, manpower, time, logistics) of their offices/agency
for the last 5 years?
HILARIO P. MARTINEZ
41. Establishing a Competency System*
STANDARDIZARTION
FUNCTIONAL
ANALYSIS
COMPETENCY
DEVELOPMENT
J
O
B
S
WORKPLACE
41
DEP’T A
DEP’T B
DEP’T C
DEP’T D
DEP’T N
...
COMPETENCY
STANDARDS
TRAINING
STANDARD
ASSESSMENT
INSTRU-
MENTS
TRAINORS
ASSESSORS
* See “Competency Assessment System for
Phil. Civil Service” at www.slideshare.net
HILARIO P. MARTINEZ
43. Structure of a Unit of Competency
Standard
Title of Unit of Competency(UC)
Elements
Element
Performance
Criteria
Range of
Variables
Variable
Range
E v i d e n c e G u i d e
CriticalAspects
ofCompetency
Underpinning
Knowledge
Underpinning
Skills
Underpinning
Attitude
Resource
Implication
Methodsof
Assessment
Contextof
Assessment
43HILARIO P. MARTINEZ
45. Sample Unit of Competency for a
Standardized Government Job Title
45HILARIO P. MARTINEZ
46. Sample of a Competency Standard for
a Standardized Job/Position Title
CORE Competencies BASIC Competencies
Use of I.C.T.
Lead and
manage
work teams
Apply
problem
solving in
workplace
Demonstrate
profes-
sionalism in
workplace
46
Plan and
Direct Policy
Inputs
Design
Systems,
Projects and
Programs
Deploy
Policies to
Stakeholders
Manage
Resources
UC #1
UC #2
UC #3
UC #4
HILARIO P. MARTINEZ
49. Ways in which evidence confirming compliance to a
Competency Standard will be assessed on a periodic
assessment schedule and/or personnel audit
49
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
HILARIO P. MARTINEZ
50. ACCREDITED
ASSESSORS
Establishing Teams of Assessors
CSC ASSESSORS’
TRAINING PROGRAM
Subject Object
PUBLIC
SECTOR
PRIVATE
SECTOR *
POOLOFPRE-SELECTED
COMPETENCYASSESSORS
50
* Private Sector participation injects more
objectivity and currency of standards and
technology
HILARIO P. MARTINEZ
51. In a Competency Assessment System,
there can be only ONE!
51HILARIO P. MARTINEZ
53. Criticality of Competency-based HRD
System for Public Servants
53
Government officials and employees takes an
oath to serve, protect and defend the interest
and welfare of the public
Government officials and employees are
entrusted with the enormous resources drawn
and contributed by citizens-taxpayers
As stewards of huge state wealth and public
funds, they are expected to be intellectually
capable and armored with integrity
Competency, not civil service eligibilities,
builds professionalism and integrity in the
workplace
HILARIO P. MARTINEZ
55. Which will better serve public interest?
“Eligible” is being
qualified to participate
or be chosen
Eligibility – the
privilege of being
qualified to participate
“Competent” is having
the necessary ability
or to do something
well enough to meet a
standard
Competence – the
quality or state of
being competent
55HILARIO P. MARTINEZ
56. or
FREQUENCY: Once, before employment/
appointment FREQUENCY: Before employment and
periodically thereafter
56HILARIO P. MARTINEZ
57. How acquired
Certificate of Eligibility*
Based on universally recognized
psychometric models
Generic
Test instrument
Thru written test by applicant
Before application to job
Frequency: once per eligibility
Multiple retake allowed
Based on job-specific competency standard
Job-specific
Assessment instrument
Thru panel assessment
Before application and during job tenure
Frequency: proposed to be periodical
Retake generally not allowed
57
* Excludes RA 1080 and other special eligibilities
Certificate of Competency
HILARIO P. MARTINEZ
59. What is the value
of Civil Service
“Eligibility”?
Eligibility does not mean you
are competent to do a
particular Job!
Eligibility does not mean you
are qualified for the Job!
Eligibility does not guarantee
that you are going to do a
good Job!
Eligibility does not mean you
are qualified as public servant
59HILARIO P. MARTINEZ
63. COMPETENCY is all about DISCIPLINE
in Public Service
63
Streamlining and standardization of jobs
Promote and fortify integrity in public
service
Enhances teamwork and accountability
Improves organizational performance
Facilitates human resources development
programs and personnel actions
Facilitates talent exchanges between and
among agencies
Leveling of playing field for opportunities
in professional advancement
HILARIO P. MARTINEZ
65. A Rational Consequence of Change …
65
PERFORMANCE
/MERIT-BASED
COMPENSATION
and INCENTIVE
SYSTEM
Standardized
Job/Position
Titles
Competency
Standards of
Job Titles
Standardized
Qualification
Standard
Standardized
Salary Grade
Schedule
HILARIO P. MARTINEZ
