This document outlines objectives and targets for an organization's human resources department over 2015-2016. The key objectives are to improve organizational structure, strengthen management of civil servant skills and numbers, improve performance and responsibility of civil servants, develop competencies, and strengthen ethics. Success is measured through indicators like number of processes reviewed, positions established, trainings developed, and regulations implemented. Trends are shown from 2013-2014 and goals are set for 2015-2016 and beyond. Other departments may provide training, legal, regulatory, or planning support to help meet targets.
The Ontology-based Business Architecture Engineering FrameworkDmitry Kudryavtsev
Business architecture became a well-known tool for business transformations. According to a recent study by Forrester, 50 percent of the companies polled claimed to have an active business architecture initiative, whereas 20 percent were planning to engage in business architecture work in the near future. However, despite the high interest in BA, there is not yet a common understanding of the main concepts. There is a lack for the business architecture framework which provides a complete metamodel, suggests methodology for business architecture development and enables tool support for it. The ORGMaster framework is designed to solve this problem using the ontology as a core of the metamodel. This paper describes the ORG-Master framework, its implementation and dissemination.
the presentation was given within the SOMET 2011 conference: http://www.somet.soft.iwate-pu.ac.jp/somet_11/
see the text in proceedings here: http://www.booksonline.iospress.nl/Content/View.aspx?piid=21454
Kudryavtsev, D., & Grigoriev, L. (2011). The ontology-based business architecture engineering framework. In proceedings of the 10th International Conference on Intelligent Software Methodologies, Tools and Techniques (SOMET), September 28-30, 2011, Saint-Petersburg, Russia. P. 233-252.
The following a short presentation on Physical & Functional Decomposition of a Manufactured Product and Its Implications on New Product Launch. This is critical as it establishes the bedrock for which Continuous Improvement and Lean Manufacturing efforts can build from. If this is not correctly done, we then have Garbage In, Garbage Out (GIGO)
On Application Of Structural Decomposition For Process Model Abstractionsergey.smirnov
Real world business process models may consist of hundreds of elements and have sophisticated structure. Although there are tasks where such models are valuable and appreciated, in general complexity has a negative influence on model comprehension and analysis. Thus, means for managing the complexity of process models are needed. One approach is abstraction of business process models—creation of a process model which preserves the main features of the initial elaborate process model, but leaves out insignificant details. In this paper we study the structural aspects of process model abstraction and introduce an abstraction approach based on process structure trees (PST). The developed approach assures that the abstracted process model preserves the ordering constraints of the initial model. It surpasses pattern-based process model abstraction approaches, allowing to handle graph-structured process models of arbitrary structure. We also provide an evaluation of the proposed approach.
COEPD - Center of Excellence for Professional Development is a primarily a Business Analyst and PMP Training Institute in the IT industry of India head quartered at Hyderabad. COEPD is expert in PMP Training and Business Analyst Training in Hyderabad, Chennai, Pune , Mumbai & Vizag. We offer PMP and Business Analyst Training with affordable prices that fit your needs.
COEPD conducts 4-day workshops throughout the year for all participants in various locations i.e. Hyderabad, Pune. The workshops are also conducted on Saturdays and Sundays for the convenience of working professionals.
For More Details Please Contact us:
Visit at http://www.coepd.com or http://www.facebook.com/BusinessAnalystTraining
Center of Excellence for Professional Development
3rd Floor, Sahithi Arcade, S R Nagar,
Hyderabad 500 038, India.
Ph# +91 9000155700,
helpdesk@coepd.com
Business Process Model Abstraction Based On Behavioral Profilessergey.smirnov
A variety of drivers for process modeling efforts, from low-level service orchestration to high-level decision support, results in many process models describing one business process. Depending on the modeling purpose, these models differ with respect to the model granularity. Business process model abstraction (BPMA) emerged as a technique that given a process model delivers a high-level process representation containing more coarse-grained activities and overall ordering constraints between them. Thereby, BPMA reduces the number of models capturing the same business process on different abstraction levels. In this paper, we present an abstraction approach that derives control flow dependencies for activities of an abstract model, once the groups of related activities are selected for aggregation. In contrast to the existing work, we allow for arbitrary activity groupings. To this end, we employ the behavioral profile notion that captures behavioral characteristics of a process model. Based on the original model and the activity grouping, we compute a new behavioral profile used for synthesis of the abstract process model.
In this session participants will work with experts to develop a sample logical framework for their project.
o OBJECTIVE: Participants will identify inputs, activities, outputs, outcomes, and impacts for their projects
OL 211 Final Project Guidelines and Rubric Overview .docxcherishwinsland
OL 211 Final Project Guidelines and Rubric
Overview
Many businesses and organizations large enough to require human resource management (HRM) will need someone that not only understands core human
resource (HR) responsibilities, but also understands the vision and mission of the organization.
To align the core HR requirements of an organization with its strategic plan, you will conduct an HRM review of an organization in a case study. Be creative in
assembling each of the individual components or HR tools to the HRM review so that they would be consistent with and add value to the organization. Complete
the HRM review that illustrates how each of the HR tools plays a role in an organization’s overall strategic plan.
The project is divided into four milestones, which will be submitted at various points throughout the course to scaffold learning and ensure quality final
submissions. These milestones will be submitted in Modules Two, Three, Four, and Five. Your comprehensive proposal will be submitted in Module Seven.
This assessment addresses the following course outcomes:
Explain core concepts of human resource management common in today’s global workplace for promoting shared values throughout an organization
Describe human resource management practices and theories that align to and promote the organization’s vision, mission, and business
Illustrate the functions of a human resource manager for ensuring alignment with the organization’s strategic plan
Explain modern human resource concepts and principles that are essential in a changing work environment
Prompt
In this assessment, you will review the human resource management (HRM) in an organization through a case study. This case study will give you the
opportunity to explore various roles and processes within the human resources profession. A key skill for any professional working in human resources is the
ability to develop and implement processes that align with a company’s strategic plan and mission.
I. HRM Functions and Practices
A. Explain why the human resource (HR) function should be aligned with an organization’s strategic plan.
B. Explain how current global conditions in this industry impact human resource management (HRM) practices within organizations.
II. Staffing
A. Describe a process to recruit and select new employees who are aligned with the organization’s vision and goals from the case study.
B. Compare and contrast recruitment and selection of internal versus external candidates using best practices from the Society for Human
Resource Management (SHRM) website. Refer to the Research and Metrics page for helpful resources. You may want to consider which method
of recruitment would be most beneficial to this organization.
III. Training
A. Describe the components of a needs assessment used to determine the training requirements of the organization.
B. Explain the importance of developing learning activi.
Developed by the USAID | DELIVER PROJECT in collaboration with People that Deliver, The Human Resource Capacity Development in Public Health Supply Chain Management: Assessment Guide & Toolkit assists public health supply chain managers in resource-limited settings to complete a rapid, comprehensive assessment of the capacity of the human resource support system for a country’s supply chain.
JSI was co-organizer of the Technical Network for Strengthening Immunization Systems (TechNet-21), a global network of professionals working to strengthen immunization services in developing countries. The theme of this year’s conference (2015 in Bangkok, Thailand) was Immunization Supply Chain and Logistics: Current Challenges, Innovations, and Future Projects. This poster is one of eight produced by JSI for the conference. JSI staff were also featured speakers and facilitators during many sessions of the conference. For more information search #TechNetConference on Twitter or go to
http://www.technet-21.org/en/news-and-events/events/viewevent/91
The Ontology-based Business Architecture Engineering FrameworkDmitry Kudryavtsev
Business architecture became a well-known tool for business transformations. According to a recent study by Forrester, 50 percent of the companies polled claimed to have an active business architecture initiative, whereas 20 percent were planning to engage in business architecture work in the near future. However, despite the high interest in BA, there is not yet a common understanding of the main concepts. There is a lack for the business architecture framework which provides a complete metamodel, suggests methodology for business architecture development and enables tool support for it. The ORGMaster framework is designed to solve this problem using the ontology as a core of the metamodel. This paper describes the ORG-Master framework, its implementation and dissemination.
the presentation was given within the SOMET 2011 conference: http://www.somet.soft.iwate-pu.ac.jp/somet_11/
see the text in proceedings here: http://www.booksonline.iospress.nl/Content/View.aspx?piid=21454
Kudryavtsev, D., & Grigoriev, L. (2011). The ontology-based business architecture engineering framework. In proceedings of the 10th International Conference on Intelligent Software Methodologies, Tools and Techniques (SOMET), September 28-30, 2011, Saint-Petersburg, Russia. P. 233-252.
The following a short presentation on Physical & Functional Decomposition of a Manufactured Product and Its Implications on New Product Launch. This is critical as it establishes the bedrock for which Continuous Improvement and Lean Manufacturing efforts can build from. If this is not correctly done, we then have Garbage In, Garbage Out (GIGO)
On Application Of Structural Decomposition For Process Model Abstractionsergey.smirnov
Real world business process models may consist of hundreds of elements and have sophisticated structure. Although there are tasks where such models are valuable and appreciated, in general complexity has a negative influence on model comprehension and analysis. Thus, means for managing the complexity of process models are needed. One approach is abstraction of business process models—creation of a process model which preserves the main features of the initial elaborate process model, but leaves out insignificant details. In this paper we study the structural aspects of process model abstraction and introduce an abstraction approach based on process structure trees (PST). The developed approach assures that the abstracted process model preserves the ordering constraints of the initial model. It surpasses pattern-based process model abstraction approaches, allowing to handle graph-structured process models of arbitrary structure. We also provide an evaluation of the proposed approach.
COEPD - Center of Excellence for Professional Development is a primarily a Business Analyst and PMP Training Institute in the IT industry of India head quartered at Hyderabad. COEPD is expert in PMP Training and Business Analyst Training in Hyderabad, Chennai, Pune , Mumbai & Vizag. We offer PMP and Business Analyst Training with affordable prices that fit your needs.
COEPD conducts 4-day workshops throughout the year for all participants in various locations i.e. Hyderabad, Pune. The workshops are also conducted on Saturdays and Sundays for the convenience of working professionals.
For More Details Please Contact us:
Visit at http://www.coepd.com or http://www.facebook.com/BusinessAnalystTraining
Center of Excellence for Professional Development
3rd Floor, Sahithi Arcade, S R Nagar,
Hyderabad 500 038, India.
Ph# +91 9000155700,
helpdesk@coepd.com
Business Process Model Abstraction Based On Behavioral Profilessergey.smirnov
A variety of drivers for process modeling efforts, from low-level service orchestration to high-level decision support, results in many process models describing one business process. Depending on the modeling purpose, these models differ with respect to the model granularity. Business process model abstraction (BPMA) emerged as a technique that given a process model delivers a high-level process representation containing more coarse-grained activities and overall ordering constraints between them. Thereby, BPMA reduces the number of models capturing the same business process on different abstraction levels. In this paper, we present an abstraction approach that derives control flow dependencies for activities of an abstract model, once the groups of related activities are selected for aggregation. In contrast to the existing work, we allow for arbitrary activity groupings. To this end, we employ the behavioral profile notion that captures behavioral characteristics of a process model. Based on the original model and the activity grouping, we compute a new behavioral profile used for synthesis of the abstract process model.
In this session participants will work with experts to develop a sample logical framework for their project.
o OBJECTIVE: Participants will identify inputs, activities, outputs, outcomes, and impacts for their projects
OL 211 Final Project Guidelines and Rubric Overview .docxcherishwinsland
OL 211 Final Project Guidelines and Rubric
Overview
Many businesses and organizations large enough to require human resource management (HRM) will need someone that not only understands core human
resource (HR) responsibilities, but also understands the vision and mission of the organization.
To align the core HR requirements of an organization with its strategic plan, you will conduct an HRM review of an organization in a case study. Be creative in
assembling each of the individual components or HR tools to the HRM review so that they would be consistent with and add value to the organization. Complete
the HRM review that illustrates how each of the HR tools plays a role in an organization’s overall strategic plan.
The project is divided into four milestones, which will be submitted at various points throughout the course to scaffold learning and ensure quality final
submissions. These milestones will be submitted in Modules Two, Three, Four, and Five. Your comprehensive proposal will be submitted in Module Seven.
This assessment addresses the following course outcomes:
Explain core concepts of human resource management common in today’s global workplace for promoting shared values throughout an organization
Describe human resource management practices and theories that align to and promote the organization’s vision, mission, and business
Illustrate the functions of a human resource manager for ensuring alignment with the organization’s strategic plan
Explain modern human resource concepts and principles that are essential in a changing work environment
Prompt
In this assessment, you will review the human resource management (HRM) in an organization through a case study. This case study will give you the
opportunity to explore various roles and processes within the human resources profession. A key skill for any professional working in human resources is the
ability to develop and implement processes that align with a company’s strategic plan and mission.
I. HRM Functions and Practices
A. Explain why the human resource (HR) function should be aligned with an organization’s strategic plan.
B. Explain how current global conditions in this industry impact human resource management (HRM) practices within organizations.
II. Staffing
A. Describe a process to recruit and select new employees who are aligned with the organization’s vision and goals from the case study.
B. Compare and contrast recruitment and selection of internal versus external candidates using best practices from the Society for Human
Resource Management (SHRM) website. Refer to the Research and Metrics page for helpful resources. You may want to consider which method
of recruitment would be most beneficial to this organization.
III. Training
A. Describe the components of a needs assessment used to determine the training requirements of the organization.
B. Explain the importance of developing learning activi.
Developed by the USAID | DELIVER PROJECT in collaboration with People that Deliver, The Human Resource Capacity Development in Public Health Supply Chain Management: Assessment Guide & Toolkit assists public health supply chain managers in resource-limited settings to complete a rapid, comprehensive assessment of the capacity of the human resource support system for a country’s supply chain.
JSI was co-organizer of the Technical Network for Strengthening Immunization Systems (TechNet-21), a global network of professionals working to strengthen immunization services in developing countries. The theme of this year’s conference (2015 in Bangkok, Thailand) was Immunization Supply Chain and Logistics: Current Challenges, Innovations, and Future Projects. This poster is one of eight produced by JSI for the conference. JSI staff were also featured speakers and facilitators during many sessions of the conference. For more information search #TechNetConference on Twitter or go to
http://www.technet-21.org/en/news-and-events/events/viewevent/91
Human Resource Scorecard, HR Scorecard illustrates the most important actions performed by the human resource department including its achievements, productivity, etc. HR Scorecard can also be stated as a procedure by which the non-financial, as well as the financial targets or metrics, are assigned to the HRM related activities group which are needed to accomplish organizational strategic goals and monitor results.
For organization, HR Scorecard development is continuous process. It is crucial for the HR professionals to keep themselves ready and prepared in order to face changes within organization.
Strategic quality and systems managementNisha Verma
FreeAssignmenthelp.com has a pool of over 3000+ assignment experts from Australia, UK and US. They are highly qualified and skilled professional writers who have vast experience in writing assignments, dissertations, essays, research papers, term papers etc. Each expert is chosen after rigorous testing and has to prove his academic credentials.
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RFD EVALUATIONMETHODOLOGY(REM)
Professor Prajapati Trivedi
Former Secretary to Government of India
Performance Management Division
Cabinet Secretariat
Government of India
CITIZEN-CENTRED SERVICE DELIVERY-Collaboration among federal, state, and local governments for enhancing citizen and business satisfaction with government services
D. BRIAN MARSON
APO International Technical Expert
Co-Founder and Senior Fellow, Institute for Citizen Centred Service
(www,iccs-isac.org)
Colombo, June 2015
Canadian Best Practices in Measuring Efficiency,Effectiveness and Performance of the Public Sector
D. Brian Marson
APO International Advisor
Colombo, June 2015
Importance of Performance Management And Measurement of Productivity
Workshop on Performance Management for Public-sector
22-26 June 2015, Colombo, Sri Lanka
Shin Kim
Senior Research Fellow
Korea Institute of Public Administration
Importance of Performance Management And Measurement of Productivity
Workshop on Performance Management for Public-sector
22-26 June 2015, Colombo, Sri Lanka
Shin Kim
Senior Research Fellow
Korea Institute of Public Administration
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
How to Create Map Views in the Odoo 17 ERPCeline George
The map views are useful for providing a geographical representation of data. They allow users to visualize and analyze the data in a more intuitive manner.
2024.06.01 Introducing a competency framework for languag learning materials ...Sandy Millin
http://sandymillin.wordpress.com/iateflwebinar2024
Published classroom materials form the basis of syllabuses, drive teacher professional development, and have a potentially huge influence on learners, teachers and education systems. All teachers also create their own materials, whether a few sentences on a blackboard, a highly-structured fully-realised online course, or anything in between. Despite this, the knowledge and skills needed to create effective language learning materials are rarely part of teacher training, and are mostly learnt by trial and error.
Knowledge and skills frameworks, generally called competency frameworks, for ELT teachers, trainers and managers have existed for a few years now. However, until I created one for my MA dissertation, there wasn’t one drawing together what we need to know and do to be able to effectively produce language learning materials.
This webinar will introduce you to my framework, highlighting the key competencies I identified from my research. It will also show how anybody involved in language teaching (any language, not just English!), teacher training, managing schools or developing language learning materials can benefit from using the framework.
The Indian economy is classified into different sectors to simplify the analysis and understanding of economic activities. For Class 10, it's essential to grasp the sectors of the Indian economy, understand their characteristics, and recognize their importance. This guide will provide detailed notes on the Sectors of the Indian Economy Class 10, using specific long-tail keywords to enhance comprehension.
For more information, visit-www.vavaclasses.com
Students, digital devices and success - Andreas Schleicher - 27 May 2024..pptxEduSkills OECD
Andreas Schleicher presents at the OECD webinar ‘Digital devices in schools: detrimental distraction or secret to success?’ on 27 May 2024. The presentation was based on findings from PISA 2022 results and the webinar helped launch the PISA in Focus ‘Managing screen time: How to protect and equip students against distraction’ https://www.oecd-ilibrary.org/education/managing-screen-time_7c225af4-en and the OECD Education Policy Perspective ‘Students, digital devices and success’ can be found here - https://oe.cd/il/5yV
Students, digital devices and success - Andreas Schleicher - 27 May 2024..pptx
R F D Results Framework Document - Group 4
1. Results-Framework Document (RFD) for Organization 1 (2015-16)
R F D
Results Framework Document
For
Department of Human Resource
Cambodia
(2015-2016)
3. Results-Framework Document (RFD) for Organization 1 (2015-16)
Section 1:
Vision, Mission, Objectives and Functions
To create enabling environment for development and management of Human Resource for
more competent, motivated and reliable in providing quality public services.
Attract, develop, and motivate qualified staff through adopting HR policies and procedures
with transparency and accountability and responsive to organizational needs.
1. Improve the organization of work to clarify roles and responsibilities and to better
determine Human Resource requirements both in terms of quantity and quality
according to operational needs.
2. Strengthen the management of civil servants skills and the number of civil servants
based on needs.
3. Improve the performance and the sense of responsibility of civil servants.
4. Develop the competencies of civil servants.
5. Strengthen ethics and discipline of civil servants.
1. Identify the process structure of the organization.
2. Improve the operational structure, systems of organizations and the management of the
HR process ;
3. Develop Standard Job Description for civil servant in the organization
4. Do the effective work force planning, recruitment and selection of qualified candidate of
civil servant.
5. Implement a Performance Management System by linking with promotion and reward.
6. Adopt the system on using existing competencies and planning and developing new
competencies.
7. Provide and improve the quality and delivery of training.
Vision
Mission
Objectives
Functions
4. Results-Framework Document (RFD) for Organization 1 (2015-16)
Section 2:
Inter se Priorities among Key Objectives, Success indicators and Targets
Objective Weight Action
Success
Indicator
Unit Weight
Target / Criteria Value
Excellent
Very
Good
Good Fair Poor
100% 90% 80% 70% 60%
5. Results-Framework Document (RFD) for Organization 1 (2015-16)
Objective Weight Action
Success
Indicator
Unit Weight
Target / Criteria Value
Excellent
Very
Good
Good Fair Poor
100% 90% 80% 70% 60%
1. Improve the
organizatio
n of work to
clarify roles
and
responsibilit
ies and to
better
determine
Human
Resource
requiremen
ts both in
terms of
quantity
and quality
according to
operational
needs
20 a) Review and
alignment
organizational
structures to
the missions
and scope of
work;
b) Review and
enhancement
of the
effectiveness of
HR processes
within the
department
and
organization; in
line with HR
guideline and
policy
c) Position
descriptions
specifying
responsibilities
and tasks of
civil servants
will be
established for
each position
within the
Departments
being
identified and
reviewed.
HR processes
being review
in line with HR
guideline and
policy
Position
descriptions
established for
responsibilities
and tasks
within the
organization
umber
Number
Number
4
4
4
6. Results-Framework Document (RFD) for Organization 1 (2015-16)
Objective Weight Action
Success
Indicator
Unit Weight
Target / Criteria Value
Excellent
Very
Good
Good Fair Poor
100% 90% 80% 70% 60%
organization;
d) Responsibilities
are assigned
and delegated
to each
positions as
appropriate;
e) Annual work
plans including
indicators and
expected
results are
prepared for
organizational
units;
f) Further
develop HR
planning for
the short (1
year), medium
(3 year) and
long terms (5
year), including
succession
planning
(career
development).
Positions
being
delegated
Departments
having
developed
annual plans
Annual plan
being
incorporated
Number
Number
Number
2
3
3
2. Strengthen
the
20 a) Develop and
implement the
HR related
Regulations
Number 7
7. Results-Framework Document (RFD) for Organization 1 (2015-16)
Objective Weight Action
Success
Indicator
Unit Weight
Target / Criteria Value
Excellent
Very
Good
Good Fair Poor
100% 90% 80% 70% 60%
manageme
nt of civil
servants
skills and
the number
of civil
servants
based on
needs.
regulations
relating to
human
resources
management (
recruitment,
selection,
promotion,
rotation,
retirement etc);
b) Developing and
implementing
trainings based
on
organizational
needs
c) Developing
capacity of
organization’s
departments to
identify their
needs in term
of skills and
numbers of
Civil Servant.
developed.
Training courses
developed
Departments
identified their
skills and
numbers of Civil
Servant.
Number
Number
6
7
3. Improve the 20 a) Enhancing civil Behavior of civil Number 6
8. Results-Framework Document (RFD) for Organization 1 (2015-16)
Objective Weight Action
Success
Indicator
Unit Weight
Target / Criteria Value
Excellent
Very
Good
Good Fair Poor
100% 90% 80% 70% 60%
performanc
e and the
sense of
responsibilit
y of civil
servants.
servants
awareness of
their rights and
obligations and
their
enforcement.
b) Adopt and
implement
Performance
Management
System and
record its
evaluation;
c) Improving
practices and
processes used
to motivate
staff to
enhance trust
in them and
their value;
and,
d) Developing a
mechanism to
share
experience and
best practices
on Performance
servants changed
Departments
within the
organization
implemented the
Performance
Management
System
The practices and
processes being
reviewed and
improved.
Forum Group
Discussions
Conducted
Number
Number
Number
6
4
4
9. Results-Framework Document (RFD) for Organization 1 (2015-16)
Objective Weight Action
Success
Indicator
Unit Weight
Target / Criteria Value
Excellent
Very
Good
Good Fair Poor
100% 90% 80% 70% 60%
Management
System
4. Develop the
competencies
of civil servants.
20 a) The
development,
operation and
regular
updating and
operation of
databases on
civil servants;
b) The
establishment
of mechanisms
to manage
competencies
and career
planning;
c) The
development of
competency
profiles for
priority
functions;
d) The conduct of
periodic
analysis to
determine
evolving
Competencies in
the database
developed and
updated
Consultancy and
discussion
conducted
Competency
profiles for
priority Function
developed
Quarterly
analysis on
competency
Number
Number
Number
Number
5
5
5
5
10. Results-Framework Document (RFD) for Organization 1 (2015-16)
Objective Weight Action
Success
Indicator
Unit Weight
Target / Criteria Value
Excellent
Very
Good
Good Fair Poor
100% 90% 80% 70% 60%
competency
needs;
needs conducted
5.Strengthen
ethics and
discipline of
civil servants
20 a) Strengthening
the
implementation
of standards for
ethics,
discipline and
equity
b) Strengthening
the
implementation
of regulations
relating to
human
resources
management to
be
implemented
more
effectively;
Standard
guideline for
ethics, discipline
and equity
developed
Regulations
relating to human
resources
management
developed
Number
Number
10
10
11. Results-Framework Document (RFD) for Organization 1 (2015-16)
Section 3:
Trend Values of the Success Indicators
Objective Action
Success
Indicator
Unit Weight
Actual
value for
FY 13/14
Actual
value for
FY 14/15
Actual
value for
FY 15/16
Target
value for
FY 16/17
Projected
value for
FY 17/18
1. Improve the
organization of
work to clarify
roles and
responsibilities
and to better
determine
Human Resource
requirements
both in terms of
quantity and
quality according
to operational
needs
a) Review and
alignment
organizational
structures to the
missions and
scope of work;
b) Review and
enhancement of
the effectiveness
of HR processes
within the
department and
organization; in
line with HR
guideline and
policy
c) Position
descriptions
specifying
responsibilities
and tasks of civil
servants will be
established for
each position
within the
Departments
being
identified and
reviewed.
HR processes
being review
in line with HR
guideline and
policy
Position
descriptions
established for
responsibilities
and tasks
within the
organization
Number
Number
Number
4
4
4
12. Results-Framework Document (RFD) for Organization 1 (2015-16)
Objective Action
Success
Indicator
Unit Weight
Actual
value for
FY 13/14
Actual
value for
FY 14/15
Actual
value for
FY 15/16
Target
value for
FY 16/17
Projected
value for
FY 17/18
organization;
d) Responsibilities
are assigned and
delegated to
each positions as
appropriate;
e) Annual work
plans including
indicators and
expected results
are prepared for
organizational
units;
f) Further develop
HR planning for
the short (1
year), medium (3
year) and long
terms (5 year),
including
succession
planning (career
development).
Positions
being
delegated
Departments
having
developed
annual plans
Annual plan
being
incorporated
Number
Number
Number
2
3
3
2. Strengthen the
management of
civil servants
skills and the
number of civil
a) Develop and
implement the
regulations
relating to
human resources
HR related
Regulations
developed.
Number 7
13. Results-Framework Document (RFD) for Organization 1 (2015-16)
Objective Action
Success
Indicator
Unit Weight
Actual
value for
FY 13/14
Actual
value for
FY 14/15
Actual
value for
FY 15/16
Target
value for
FY 16/17
Projected
value for
FY 17/18
servants based
on needs.
management (
recruitment,
selection,
promotion,
rotation,
retirement etc);
b) Developing and
implementing
trainings based
on organizational
needs
c) Developing
capacity of
organization’s
departments to
identify their
needs in term of
skills and
numbers of Civil
Servant.
Training courses
developed
Departments
identify their skill
and numbers of
Civil Servant.
Number
Number
6
7
3. Improve the
performance and
the sense of
responsibility of
civil servants.
a) Enhancing civil
servants
awareness of
their rights and
obligations and
their
enforcement.
b) Adopt,
Behaviour of civil
servants changed
Departments
within the
Number
Number
6
6
14. Results-Framework Document (RFD) for Organization 1 (2015-16)
Objective Action
Success
Indicator
Unit Weight
Actual
value for
FY 13/14
Actual
value for
FY 14/15
Actual
value for
FY 15/16
Target
value for
FY 16/17
Projected
value for
FY 17/18
implement a
Performance
Management
System and
record its
evaluation;
c) Improving
practices and
processes used
to motivate staff
to enhance trust
in them and their
value; and,
d) Developing a
mechanism to
share experience
and best
practices on
Performance
Management
System
organization
implemented the
Performance
Management
System
The practices and
processes being
reviewed and
improved.
Forum Group
Discussion
Conducted
Number
Number
4
4
4. Develop the
competencies of civil
servants.
a) The
development,
operation and
regular updating
and operation of
databases on civil
Competencies in
the database
developed and
updated
Number 5
15. Results-Framework Document (RFD) for Organization 1 (2015-16)
Objective Action
Success
Indicator
Unit Weight
Actual
value for
FY 13/14
Actual
value for
FY 14/15
Actual
value for
FY 15/16
Target
value for
FY 16/17
Projected
value for
FY 17/18
servants;
b) The
establishment of
mechanisms to
manage
competencies
and career
planning;
c) The development
of competency
profiles for
priority
functions;
d) The conduct of
periodic analysis
to determine
evolving
competency
needs;
Consultancy and
discussion
conducted
competency
profiles for
priority Function
developed
Quarterly
analysis on
competency
needs conducted
Number
Number
Number
Number
5
5
5
5.Strengthen ethics
and discipline of civil
servants
a) Strengthening
the
implementation
of standards for
ethics, discipline
and equity
b) Strengthening
the
implementation
of regulations
Standard
guideline for
ethics, discipline
and equity
developed
regulations
relating to human
resources
management
Number
Number
9
11
16. Results-Framework Document (RFD) for Organization 1 (2015-16)
Objective Action
Success
Indicator
Unit Weight
Actual
value for
FY 13/14
Actual
value for
FY 14/15
Actual
value for
FY 15/16
Target
value for
FY 16/17
Projected
value for
FY 17/18
relating to
human resources
management to
be implemented
more effectively;
developed
17. Results-Framework Document (RFD) for Organization 1 (2015-16)
Section 4:
Acronym
S. No. Acronym Description
1. PMS Performance Management
System
2. HR Human Resource
3. RGC Royal Government of
Cambodia
4. MCS Ministry of Civil Service
18. Results-Framework Document (RFD) for Organization 1 (2015-16)
Section 4:
Description and Definition of Success Indicators
and Proposed Measurement Methodology
SI.
No.
Success
Indicator
Description Definition Measurement General
Comments
1. Departments
being
identified and
reviewed.
HR processes
being review
in line with HR
guideline and
policy
Position
descriptions
established for
responsibilities
and tasks
within the
organization
Positions
being delegated
Number of
Departments
Number of processes
Number of positions
Number of positions
19. Results-Framework Document (RFD) for Organization 1 (2015-16)
Departments
having
developed
annual plans
Annual plan
being
incorporated
Number of
departments
2. HR related
Regulations
developed.
Training courses
developed
Departments
identify their skill
and numbers of
Civil Servant.
20. Results-Framework Document (RFD) for Organization 1 (2015-16)
3. Behaviour of civil
servants changed
Departments
within the
organization
implemented the
Performance
Management
System
The practices and
processes being
reviewed and
improved.
Forum Group
Discussion
Conducted
4. Competencies in
the database
developed and
21. Results-Framework Document (RFD) for Organization 1 (2015-16)
updated
Consultancy and
discussion
conducted
competency
profiles for
priority Function
developed
Quarterly
analysis on
competency
needs conducted
5. Standard
guideline for
ethics, discipline
and equity
developed
regulations
relating to human
resources
management
developed
22. Results-Framework Document (RFD) for Organization 1 (2015-16)
Section 5:
Specific Performance Requirements from other Departments
Location
Type
State Organization
Type
Organization
Name
Relevant
Success
Indicator
What is your
requirement
from this
organization
Justification for
this requirement
Please quantify
your requirement
from this
Organization
What happens if
your
requirement is
not met
- - Government Ministry of
Finance
Training
sessions
conduct on
time
Government Ministry of
Legal
Law
related
with HR
processes
Government Ministry of
Administratio
n
Regulation
about
competenc
y level
Government Ministry of
Planning and
Development
Departmen
t having
Acceleratio
n Plan
validated
(without
asking
23. Results-Framework Document (RFD) for Organization 1 (2015-16)
more
budget )
Government IT
Department
Training
programs
or
application
Section 6:
OutCome/Impact of Department/Ministry
Outcome/Impact of
Department/Ministry
Jointly responsible for
influencing this
outcome /
impact with the
following
department (s) /
ministry(ies)
Success
Indicator
Unit FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18
Providing required
funds for training
Ministry of Finance Training
sessions
conduct on time
Number
Drafting Law related
with HR processes
Ministry of Legal Law related
with HR
processes
Number
Improve
competency level
Ministry of
Administration
Regulation
about
competency
Number
24. Results-Framework Document (RFD) for Organization 1 (2015-16)
Mechanism of
recruitment,
selection, rotation,
retirement.
level
Acceleration
Planning and linked
to Ministry of
Finance
Ministry of Planning
and Development
Department
having
Acceleration
Plan validated
(without asking
more budget )
Number
Developing
Performance
Appraisal System
Information to
support the
regulation on
Performance
Management
System
implemented.
IT Department Training
programs or
application
Number
Section 5:
Specific Performance Requirements from other Departments
25. Results-Framework Document (RFD) for Organization 1 (2015-16)
Location
Type
State Organization
Type
Organization
Name
Relevant
Success
Indicator
What is your
requirement
from this
organization
Justification for
this requirement
Please quantify
your requirement
from this
Organization
What happens if
your
requirement is
not met
26. Results-Framework Document (RFD) for Organization 1 (2015-16)
Section 6:
OutCome/Impact of Department/Ministry
Outcome/Impact of
Department/Ministry
Jointly responsible for
influencing this
outcome /
impact with the
following
department (s) /
ministry(ies)
Success
Indicator
Unit FY 13/14 FY 14/15 FY 15/16 FY 16/17 FY 17/18
New Financial
Regulation related to
HR reward based on
the result of PM