The document outlines the 2017 Omnibus Rules on Appointments and Other Human Resource Actions. Key changes include new definitions for employment statuses, expanded types of human resource movements, limitations on designations, and enhanced provisions for transfers and reassignments. The rules also standardized requirements and procedures for regular appointments across regulated and accredited agencies.
Recruitment Screening and Selection process in Philippine GovernmentMitch Herrera
This document discusses the recruitment and selection process. It begins by outlining the screening process, which involves checking applicants' qualifications and experience against job requirements. It then describes the different stages of selection including pre-interviews, testing, final interviews, background checks, and physical/mental examinations. The document provides details on different types of appointments, requirements/grounds for approval/disapproval, nepotism rules, and modes of separation. The overall process involves screening qualified candidates and selecting the most suitable applicant to fill a vacancy.
The Administrative Disciplinary Process in the Philippine Civil ServiceDaisy Punzalan Bragais
The document outlines the administrative disciplinary process in the Philippines. It discusses the objective of maintaining discipline, the powers used in investigations like interrogation of witnesses, and how administrative proceedings can be commenced by heads of agencies or through citizen complaints. It describes the stages of preliminary investigation, formal investigation, and appeal. Key aspects of the process like preventive suspension, formal charges, hearings, and settlement of cases are also summarized. The goal is to ascertain the truth without strictly following court rules of evidence and ensure innocent parties are protected from hasty prosecutions.
limitations and prohibitions on appointment of government employeesCherry Belle Milagrosa
1) Elective officials are not eligible for appointment to any public office during their tenure, except as specifically authorized by law.
2) Candidates who lose elections cannot be appointed to government offices or government-controlled corporations within one year, except for barangay elections.
3) Appointive officials cannot hold multiple positions in government unless allowed by law or the functions of their position, to prevent double compensation.
The document discusses human resource management in local government. It covers 4 key areas: recruitment and selection, learning and development, performance management, and rewards and recognition. For recruitment and selection, it describes the different types of appointments and outlines the recruitment and selection process. For learning and development, it discusses the training policy, objectives, and benefits. For performance management, it defines performance and notes its importance in meeting goals efficiently. Finally, for rewards and recognition, it mentions the loyalty cash incentive for long-serving employees.
Recruitment and selection in government serviceviviandabu
The document discusses recruitment and selection processes. It defines recruitment as activities to attract potential employees, noting internal recruitment, external recruitment, and sources like referrals, advertising, agencies and universities. Selection is the process by which companies decide who is allowed to join, and involves requesting positions be filled, publishing openings, evaluating qualifications, interviews, and appointing candidates. The recruitment characteristics are more important than the sources in predicting job choice.
The document outlines key policies on human resource actions and appointments in the Philippine civil service as follows:
1. Appointments must be based on merit and fitness, determined through competitive examinations, to promote civil service.
2. Various employment statuses are defined, including permanent, temporary, substitute, and contractual positions.
3. Procedures for preparing appointments require properly accomplishing appointment forms, personal data sheets, and position descriptions.
4. The nature of appointments including original, promotion, transfer, and separation are described.
Recruitment Screening and Selection process in Philippine GovernmentMitch Herrera
This document discusses the recruitment and selection process. It begins by outlining the screening process, which involves checking applicants' qualifications and experience against job requirements. It then describes the different stages of selection including pre-interviews, testing, final interviews, background checks, and physical/mental examinations. The document provides details on different types of appointments, requirements/grounds for approval/disapproval, nepotism rules, and modes of separation. The overall process involves screening qualified candidates and selecting the most suitable applicant to fill a vacancy.
The Administrative Disciplinary Process in the Philippine Civil ServiceDaisy Punzalan Bragais
The document outlines the administrative disciplinary process in the Philippines. It discusses the objective of maintaining discipline, the powers used in investigations like interrogation of witnesses, and how administrative proceedings can be commenced by heads of agencies or through citizen complaints. It describes the stages of preliminary investigation, formal investigation, and appeal. Key aspects of the process like preventive suspension, formal charges, hearings, and settlement of cases are also summarized. The goal is to ascertain the truth without strictly following court rules of evidence and ensure innocent parties are protected from hasty prosecutions.
limitations and prohibitions on appointment of government employeesCherry Belle Milagrosa
1) Elective officials are not eligible for appointment to any public office during their tenure, except as specifically authorized by law.
2) Candidates who lose elections cannot be appointed to government offices or government-controlled corporations within one year, except for barangay elections.
3) Appointive officials cannot hold multiple positions in government unless allowed by law or the functions of their position, to prevent double compensation.
The document discusses human resource management in local government. It covers 4 key areas: recruitment and selection, learning and development, performance management, and rewards and recognition. For recruitment and selection, it describes the different types of appointments and outlines the recruitment and selection process. For learning and development, it discusses the training policy, objectives, and benefits. For performance management, it defines performance and notes its importance in meeting goals efficiently. Finally, for rewards and recognition, it mentions the loyalty cash incentive for long-serving employees.
Recruitment and selection in government serviceviviandabu
The document discusses recruitment and selection processes. It defines recruitment as activities to attract potential employees, noting internal recruitment, external recruitment, and sources like referrals, advertising, agencies and universities. Selection is the process by which companies decide who is allowed to join, and involves requesting positions be filled, publishing openings, evaluating qualifications, interviews, and appointing candidates. The recruitment characteristics are more important than the sources in predicting job choice.
The document outlines key policies on human resource actions and appointments in the Philippine civil service as follows:
1. Appointments must be based on merit and fitness, determined through competitive examinations, to promote civil service.
2. Various employment statuses are defined, including permanent, temporary, substitute, and contractual positions.
3. Procedures for preparing appointments require properly accomplishing appointment forms, personal data sheets, and position descriptions.
4. The nature of appointments including original, promotion, transfer, and separation are described.
The document discusses training and development policies for government employees in the Philippines. It outlines the following key points:
1) Every government agency is mandated to establish continuing career development programs and allocate at least 3% of its annual budget to human resource development initiatives.
2) The Civil Service Commission oversees national training programs and scholarships to develop employees' skills and prepare them for greater responsibilities.
3) Programs include induction, orientation, and technical training as well as mid-career programs for values development, management skills, and pre-retirement planning.
4) Outstanding public servants are recognized through awards that include monetary incentives, promotions, and scholarships to encourage excellence in public service.
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 document discusses hiring policies and civil service eligibility requirements in the Philippines. It outlines the Civil Service Commission's role in establishing merit-based hiring and career development. It also summarizes policies on publishing job vacancies, qualification standards, examinations that provide eligibility, and basic qualifications for eligibility under special laws. Exemptions to publication requirements are listed for primarily confidential, policy-determining, and highly technical positions.
Discipline and Grievance in the Phil.Public Serviceroecam
This document discusses employee discipline and maintaining an effective workforce in the Philippine civil service. It begins by defining discipline and its purpose of developing orderliness and efficiency. Next, it outlines the basic policies and Revised Rules on Administrative Cases that govern employee conduct and discipline. It then classifies administrative offenses as grave, less grave, or light and lists examples for each category and their corresponding disciplinary actions. Finally, it discusses the grounds and procedures for dropping employees from the rolls due to extended absence without approved leave.
The document defines and describes different types of employment statuses in the Philippine civil service, including:
1) Permanent, temporary, substitute, and co-terminous appointments for civil servants.
2) Regular permanent and provisional appointments for teachers.
3) Types of appointments such as original, promotion, transfer, and renewal.
4) Personnel movements including reassignment, secondment, and job rotation.
5) Contracts of service for individuals and institutions.
The document is a memorandum from the Civil Service Commission (CSC) reminding government workers about policies regarding work hours and offenses like absenteeism, tardiness, and loafing. It warns that these behaviors are detrimental to public service. It reiterates that workers must work 8 hours per day, Monday through Friday. It states the penalties for loafing, which is suspension for 6 months to 1 year for the first offense and dismissal for the second offense. It directs agency heads to ensure workers observe proper hours and implement measures to deter unauthorized absences and tardiness.
The document outlines the objectives, components, and process of PRIME-HRM, which is a program by the Civil Service Commission of the Philippines to assess and improve the human resource management capabilities of government agencies. The goals of PRIME-HRM include evaluating agency HRM practices, identifying best practices, and providing assistance to agencies. The assessment examines agencies' HRM systems, policies, and HR managers' competencies. Agencies can be recognized at different levels based on their HRM maturity and compliance with standards. The end goal is to promote excellence in HRM across the government.
This document summarizes policies on employee conduct, discipline, and administrative offenses in the Philippine government. It discusses the fundamentals and types of employee discipline, including positive preventive discipline versus negative punitive discipline. Norms of conduct for public officials and employees are outlined, including commitment to public interest, professionalism, and nationalism. Types of offenses are classified as grave, less grave, or light, with corresponding penalties of dismissal, suspension, or reprimand. Recent policies address issues like attendance, punctuality, and definitions of habitual absenteeism and tardiness.
This document outlines various rules regarding appointments and positions in the government of the Philippines, including prohibitions on: holding multiple government positions simultaneously; elective officials taking on additional roles; nepotism; political activities by government employees; transferring between oversight and overseen agencies; and more. It provides exceptions for some of these rules and defines degrees of relationships for nepotism.
This document outlines penalties for different types of offenses in personnel management. Grave offenses are punishable by dismissal for a first offense and include disgraceful or immoral conduct. Less grave offenses receive suspensions of 1 month to 6 months, or dismissal for a second offense of the same type. Light offenses receive reprimands, suspensions of 1 to 30 days, or dismissal depending on if it is the first, second, or third offense. The document also lists aggravating and mitigating circumstances that affect penalty determination and recent policies on attendance, nepotism, and sexual harassment.
This document outlines the Code of Conduct and Ethical Standards for Public Officials and Employees (RA 6713). It establishes standards to uphold public office as a public trust. It defines key terms, outlines norms of conduct, duties and prohibited acts for officials. It also mandates financial disclosure requirements, establishes a review process and penalties for violations to promote integrity and accountability in public service.
This document provides an overview of collective negotiation agreements (CNAs) in the Philippines. It defines a CNA and outlines the steps to create one, including negotiation between management and unions, approval by employees, and signing by both parties. Key elements of CNAs like scope, union recognition, and grievance procedures are described. The document discusses negotiable topics like work schedules and benefits, as well as non-negotiable items set by law. Sample ground rules for negotiations and the registration process for CNAs are also summarized.
Civil Service refers to governmental employment based on merit rather than political affiliations. A merit-based civil service aims to appoint and promote employees through competitive examinations, protect them from arbitrary removal, ensure political neutrality, and have an independent body oversee rules. The Philippine Civil Service Commission is the central personnel agency that recruits, builds, and retains a competent government workforce through functions like professionalization initiatives and performance-based tenure. Its goal is for every government employee to exemplify public service.
The document discusses the sources of funds for the National Government which include tax revenues, non-tax revenues, borrowings, and withdrawals from cash balances. It provides details on different types of taxes and non-tax revenues. It also explains the purpose of government borrowings from domestic and foreign sources. The document then discusses the different dimensions of the national budget such as sectors, cost structures, expense classes, major recipients, and regional allocations. It concludes by outlining the process of creating pork barrel funds through the preparation, authorization, and execution of the national budget.
The Philippine Civil Service was formally established in 1900 by the Second Philippine Commission during American colonial rule. The Commission passed Public Law No. 5 which created the Civil Service Board to administer examinations and set standards for government appointments. Over time, the civil service system was reorganized and expanded, with the 1935 Constitution establishing the merit system as the basis for government employment. The Civil Service Commission was established in 1954 to regulate the civil service. Its mandate is now based on the 1987 Administrative Code.
The document summarizes the scope and coverage of the Philippine civil service. It outlines that the civil service embraces all branches of the Philippine government, including government-owned corporations. Positions are classified as either career service or non-career service. Career service positions are characterized by entrance based on merit and fitness determined by exam, opportunity for advancement, and security of tenure. These include open and closed career positions as well as permanent laborers. Non-career service positions have limited tenure and are not based on competitive exams. The document provides details on eligibility requirements and classes of positions for both career and non-career civil service.
This document outlines the Republic Act No. 6713, which establishes a code of conduct and ethical standards for public officials and employees in the Philippines. The act declares that public service is a public trust and officials must act with integrity, competence and loyalty. It defines key terms and outlines standards of conduct, duties, prohibited acts, and penalties for violations. The Civil Service Commission is tasked with enforcing the new standards and promoting ethical behavior in public service.
A Collective, merit-based approach to Managing Workforce Adjustment, CanadaUNDP India
This document discusses Canada's collective, merit-based approach to managing workforce adjustments in the public service. Key aspects included:
- A whole-of-government effort led by the Treasury Board Secretariat to reduce the size of the public service through attrition, alternation, and support for affected employees.
- Tools and processes developed by central human resources bodies like the Public Service Commission to ensure a responsible and coherent approach, including merit-based selection of employees for retention (SERLO) and priority placement for redeployment.
- Between 2012-2013, approximately 2,865 public servants were declared surplus and around 500 proceeded to lay-off, suggesting effective retention and redeployment of skilled workers.
The document discusses training and development policies for government employees in the Philippines. It outlines the following key points:
1) Every government agency is mandated to establish continuing career development programs and allocate at least 3% of its annual budget to human resource development initiatives.
2) The Civil Service Commission oversees national training programs and scholarships to develop employees' skills and prepare them for greater responsibilities.
3) Programs include induction, orientation, and technical training as well as mid-career programs for values development, management skills, and pre-retirement planning.
4) Outstanding public servants are recognized through awards that include monetary incentives, promotions, and scholarships to encourage excellence in public service.
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 document discusses hiring policies and civil service eligibility requirements in the Philippines. It outlines the Civil Service Commission's role in establishing merit-based hiring and career development. It also summarizes policies on publishing job vacancies, qualification standards, examinations that provide eligibility, and basic qualifications for eligibility under special laws. Exemptions to publication requirements are listed for primarily confidential, policy-determining, and highly technical positions.
Discipline and Grievance in the Phil.Public Serviceroecam
This document discusses employee discipline and maintaining an effective workforce in the Philippine civil service. It begins by defining discipline and its purpose of developing orderliness and efficiency. Next, it outlines the basic policies and Revised Rules on Administrative Cases that govern employee conduct and discipline. It then classifies administrative offenses as grave, less grave, or light and lists examples for each category and their corresponding disciplinary actions. Finally, it discusses the grounds and procedures for dropping employees from the rolls due to extended absence without approved leave.
The document defines and describes different types of employment statuses in the Philippine civil service, including:
1) Permanent, temporary, substitute, and co-terminous appointments for civil servants.
2) Regular permanent and provisional appointments for teachers.
3) Types of appointments such as original, promotion, transfer, and renewal.
4) Personnel movements including reassignment, secondment, and job rotation.
5) Contracts of service for individuals and institutions.
The document is a memorandum from the Civil Service Commission (CSC) reminding government workers about policies regarding work hours and offenses like absenteeism, tardiness, and loafing. It warns that these behaviors are detrimental to public service. It reiterates that workers must work 8 hours per day, Monday through Friday. It states the penalties for loafing, which is suspension for 6 months to 1 year for the first offense and dismissal for the second offense. It directs agency heads to ensure workers observe proper hours and implement measures to deter unauthorized absences and tardiness.
The document outlines the objectives, components, and process of PRIME-HRM, which is a program by the Civil Service Commission of the Philippines to assess and improve the human resource management capabilities of government agencies. The goals of PRIME-HRM include evaluating agency HRM practices, identifying best practices, and providing assistance to agencies. The assessment examines agencies' HRM systems, policies, and HR managers' competencies. Agencies can be recognized at different levels based on their HRM maturity and compliance with standards. The end goal is to promote excellence in HRM across the government.
This document summarizes policies on employee conduct, discipline, and administrative offenses in the Philippine government. It discusses the fundamentals and types of employee discipline, including positive preventive discipline versus negative punitive discipline. Norms of conduct for public officials and employees are outlined, including commitment to public interest, professionalism, and nationalism. Types of offenses are classified as grave, less grave, or light, with corresponding penalties of dismissal, suspension, or reprimand. Recent policies address issues like attendance, punctuality, and definitions of habitual absenteeism and tardiness.
This document outlines various rules regarding appointments and positions in the government of the Philippines, including prohibitions on: holding multiple government positions simultaneously; elective officials taking on additional roles; nepotism; political activities by government employees; transferring between oversight and overseen agencies; and more. It provides exceptions for some of these rules and defines degrees of relationships for nepotism.
This document outlines penalties for different types of offenses in personnel management. Grave offenses are punishable by dismissal for a first offense and include disgraceful or immoral conduct. Less grave offenses receive suspensions of 1 month to 6 months, or dismissal for a second offense of the same type. Light offenses receive reprimands, suspensions of 1 to 30 days, or dismissal depending on if it is the first, second, or third offense. The document also lists aggravating and mitigating circumstances that affect penalty determination and recent policies on attendance, nepotism, and sexual harassment.
This document outlines the Code of Conduct and Ethical Standards for Public Officials and Employees (RA 6713). It establishes standards to uphold public office as a public trust. It defines key terms, outlines norms of conduct, duties and prohibited acts for officials. It also mandates financial disclosure requirements, establishes a review process and penalties for violations to promote integrity and accountability in public service.
This document provides an overview of collective negotiation agreements (CNAs) in the Philippines. It defines a CNA and outlines the steps to create one, including negotiation between management and unions, approval by employees, and signing by both parties. Key elements of CNAs like scope, union recognition, and grievance procedures are described. The document discusses negotiable topics like work schedules and benefits, as well as non-negotiable items set by law. Sample ground rules for negotiations and the registration process for CNAs are also summarized.
Civil Service refers to governmental employment based on merit rather than political affiliations. A merit-based civil service aims to appoint and promote employees through competitive examinations, protect them from arbitrary removal, ensure political neutrality, and have an independent body oversee rules. The Philippine Civil Service Commission is the central personnel agency that recruits, builds, and retains a competent government workforce through functions like professionalization initiatives and performance-based tenure. Its goal is for every government employee to exemplify public service.
The document discusses the sources of funds for the National Government which include tax revenues, non-tax revenues, borrowings, and withdrawals from cash balances. It provides details on different types of taxes and non-tax revenues. It also explains the purpose of government borrowings from domestic and foreign sources. The document then discusses the different dimensions of the national budget such as sectors, cost structures, expense classes, major recipients, and regional allocations. It concludes by outlining the process of creating pork barrel funds through the preparation, authorization, and execution of the national budget.
The Philippine Civil Service was formally established in 1900 by the Second Philippine Commission during American colonial rule. The Commission passed Public Law No. 5 which created the Civil Service Board to administer examinations and set standards for government appointments. Over time, the civil service system was reorganized and expanded, with the 1935 Constitution establishing the merit system as the basis for government employment. The Civil Service Commission was established in 1954 to regulate the civil service. Its mandate is now based on the 1987 Administrative Code.
The document summarizes the scope and coverage of the Philippine civil service. It outlines that the civil service embraces all branches of the Philippine government, including government-owned corporations. Positions are classified as either career service or non-career service. Career service positions are characterized by entrance based on merit and fitness determined by exam, opportunity for advancement, and security of tenure. These include open and closed career positions as well as permanent laborers. Non-career service positions have limited tenure and are not based on competitive exams. The document provides details on eligibility requirements and classes of positions for both career and non-career civil service.
This document outlines the Republic Act No. 6713, which establishes a code of conduct and ethical standards for public officials and employees in the Philippines. The act declares that public service is a public trust and officials must act with integrity, competence and loyalty. It defines key terms and outlines standards of conduct, duties, prohibited acts, and penalties for violations. The Civil Service Commission is tasked with enforcing the new standards and promoting ethical behavior in public service.
A Collective, merit-based approach to Managing Workforce Adjustment, CanadaUNDP India
This document discusses Canada's collective, merit-based approach to managing workforce adjustments in the public service. Key aspects included:
- A whole-of-government effort led by the Treasury Board Secretariat to reduce the size of the public service through attrition, alternation, and support for affected employees.
- Tools and processes developed by central human resources bodies like the Public Service Commission to ensure a responsible and coherent approach, including merit-based selection of employees for retention (SERLO) and priority placement for redeployment.
- Between 2012-2013, approximately 2,865 public servants were declared surplus and around 500 proceeded to lay-off, suggesting effective retention and redeployment of skilled workers.
The document discusses governance and policies around contingent labor at a company. It provides an operational leadership structure to manage contingent workers on a weekly, monthly, and annual basis. It also outlines policies on maximum tenure lengths, termination processes, and requirements for approving extensions beyond one year. Open issues are identified regarding tracking tenure by hours worked rather than just time period, and ensuring proper reporting visibility of total tenure for workers who rotate between positions.
Interloop is a large hosiery manufacturer based in Pakistan with over 13,000 employees. The presentation discusses Interloop's strategic human resource management practices. It provides details on the company's history and structure, HR department responsibilities, recruitment and selection processes, training programs, compensation and benefits, performance management, and other HR functions. The goal of Interloop's HR strategy is to attract and retain capable employees, develop a highly motivated workforce, and ensure efficient company operations through best practices.
This document outlines the HR policies and procedures of AALAT L.L.C based on UAE Labor Law No 8 from 1980. It discusses recruitment and selection procedures, including manpower planning, recruitment methods, job descriptions, interview and selection processes. The recruitment and selection process is to be approved by HR and management. The document provides details on forming interview panels, their roles and responsibilities, and the steps to fill vacancies both internally and externally in accordance with company policies and budget.
This document provides information about salary deductions and monetary benefits for public school teachers in the Philippines. It discusses mandatory salary deductions including GSIS, HDMF, PhilHealth, and tax withholdings. It also outlines several monetary benefits teachers receive such as uniforms/clothing allowance, mid-year bonus, year-end bonus and cash gift, and productivity incentive. Sample computations are provided to demonstrate how deductions are calculated from a teacher's monthly and annual salary.
This document provides a summary of A N V M S Lokesh's qualifications and experience. It outlines his 31 months of experience in human resources, including developing HR policies, recruitment, and other HR activities. It details his current role as Deputy Manager of HR at Optival Health Solutions Pvt Ltd since 2013. His responsibilities include talent acquisition, performance management, employee relations, disciplinary actions, employee engagement events, and payroll management. The document also includes his academic credentials of an MBA in HR and B-Tech in ECE, as well as his proficiency in English, Hindi, and Telugu.
Best HR Courses in pune, practical hr training courses in puneSwapnil Dalvi
This document provides an overview of the curriculum for IIPC's Human Resource program. It covers topics such as compensation and benefits, statutory compliances with labor laws, recruitment processes, and day-to-day HR activities. For each topic, it lists the key areas that will be covered, such as different salary components, form filling requirements, and steps in the recruitment process. It also describes the training methods that will be used, including practical training and an online learning management system.
This document provides an overview of the curriculum for IIPC's Human Resource program. It covers topics such as compensation and benefits, statutory compliances with labor laws, recruitment processes, and day-to-day HR activities. For each topic, it lists the key areas that will be covered, such as different salary components, form filling requirements, and steps in the recruitment process. It also describes the training methods that will be used, including practical training and an online learning management system.
Navigate New Legislation: The Road Into 2017benefitexpress
As new regulations kick in for 2017 and ACA reporting season is coming to a close, review all recent legislative changes. This webinar focuses on what you need to know for your 2017 benefits strategy.
Learn about new legislation from DOL, HHS, IRS, and EEOC. ERISA attorney Larry Grudzien will cover all relevant rulings since his previous webinar and host an interactive Q&A with the audience.
This document contains a summary of Virendra R. Gagre's experience working in human resources roles over the past 8 years. It outlines his responsibilities in areas such as recruitment, training, performance management, payroll administration, employee relations, and statutory compliance. It also lists the companies he has worked for - Tristar International, Parekh Integrated Services, Bluedart Express, and Walltracts India - and provides a brief description of his roles and responsibilities at each organization.
This document outlines various benefits, privileges, and policies for public school teachers in the Philippines. It discusses vacation leave credits that teachers can earn for work performed during holidays and summer breaks. It defines terms like "teacher" and explains what activities are eligible and not eligible for earning these credits. The document also outlines other leaves like maternity leave, guidelines for study leave, and retirement benefits such as a salary increase. It provides details on allowances, bonuses, healthcare benefits and incentives that teachers receive.
Independent Contractor or Employee: Avoiding the Game of Guess Whobenefitexpress
Uber is in the news for a multimillion dollar settlement following a dispute over whether their drivers are employees or independent contractors, and they aren’t the only ones. Misclassifying an employee as an independent contractor is one of the costliest mistakes an employer can make.
Sort out which your employees are and learn your options for reclassifying workers in the webinar you literally can’t afford to miss.
The first of its kind, this seminar is held to provide participants with the knowledge and skills necessary in devising tools and processes to manage probationary employees, in terms of their performance and job suitability. This seminar also emphasises on the necessary actions to be taken during the probationary period and determines the appropriate decision of either to confirm or extend or terminate the employment.
The document summarizes key topics from an HR forum on employment law updates. It discusses trends like the aging population working longer, less job security, and the rise of the gig economy. It covers worker status, contracts, warnings/demotions, performance management, minimum wage, parental bereavement leave, gender pay gap reporting, GDPR, and Brexit impacts. Employment tribunal awards averages are provided. The value proposition of the HR consultancy is outlined, including services like an HR health check, employment contracts tool, GDPR audit, and future forum topics.
The document discusses the recruitment process for prospective employees in organizations. It outlines the key steps which include publication and posting of vacancies, submission and receipt of applications, initial evaluation of qualifications, comparative assessment, and appointment. It provides details on requirements for publishing vacancies on the CSC website and conspicuous physical locations. The procedures also describe the necessary documents for applicants to submit and the initial screening of qualifications against the standards required for the position.
This document provides an overview and summary of the DoD Cyber Excepted Service (CES) Personnel System. It discusses the following key points in 3 sentences:
1. CES establishes a new personnel system to recruit, retain, and develop civilian cyber professionals across the DoD, focusing on flexibilities to support the cyber mission while promoting a performance-based culture.
2. The document outlines the history, scope, policies, and attributes of the CES, including recruitment flexibilities, compensation policies, and occupational structure to classify cyber positions.
3. It emphasizes that successful implementation of CES requires leaders to prepare their staff, provide resources, encourage communication, and champion the changes to empower employees and ensure
SCENARIOSamson Media is a publisher of several upmarket fash.docxtodd491
SCENARIO
Samson Media is a publisher of several upmarket fashion magazines. It has strong links with several high-profile fashion houses whose products are featured in the magazines, and also provide a significant source of advertising revenue. Readers of the magazines are predominantly 35 – 54-year-old women.
Readership has fallen over the last two years. This is due in the most part to due to competition from a range of other fashion magazines and consumers switching to digital media. Due to the decline in readership, profits have also fallen by 20% and there has also been a decrease in the share price.
Therefore, the new CEO, Amir Johnson, has been appointed. Amir was the former Marketing Director for a well-known successful media business that included a national newspaper, magazines, and a subscription television channel. Those publications are focused mainly on sport and celebrity gossip. It is able to undercut its competitors with low prices, enabled by a ruthless approach to achieving high levels of efficiency.
Amir and his team of Managers have developed a Strategic Plan that includes the following objectives.
· Increase return on capital to 8% within 2 years
· Enact a transformational change of the company that will convert all magazines to a digital format.
· Close the printing and distribution site.
· Achieve cost efficiencies through relocating the head office to a smaller office.
· Restructure head office staff through moving to a smaller core of permanent staff and more contract staff.
It is intended that the new digital magazines will have the following features:
· Focus on health and beauty, fashion and celebrity gossip.
· Some free content but full access available only on a subscription basis.
· Additional features available to subscribers such as video clips, podcasts and discussion
Current staff information is as follows. All staff are full-time permanent staff and their total salary costs per annum to Samson Media are also included below.
· General Manager: $200,000
· Finance Manager: $150,000
· Marketing Manager: $150,000
· Customer service manager: $100,000
· Customer service assistant: $240,000 (total salary costs for each journalist is $80,000) (2) - $100,000 (total salary costs for each assistance is $50,000)
· Online Marketing Coordinator: $120,000
· Human Resources Manager: $110,000
· Editor: $85,000
· Art Editor: $80,000
· Journalists (3): $270,000 (total salary costs for each journalist is $90,000)
· Graphic designers (2): $240,000 (total salary costs for each journalist is $80,000)
· Editing Assistant (2): $120,000 (total salary costs for each assistance is $60,000)
· Photographer (2): $150,000 (total salary costs for each assistance is $75,000)
· Senior Designer (2): $260,000 (total salary costs for each journalist is $120,000)
· Senior Production Controller: $95,000
· Printing and distribution (20 staff): Total .
Rightmark HR Consultant provides a wide range of human resources solutions and services, including contract staffing, payroll outsourcing, job description design, performance management, HR audits, policy development, and statutory compliance. It aims to help clients enhance productivity and reduce costs through expertise in optimizing organizational design and employee lifecycle management. Services are tailored to meet specific client needs across industries.
Anthropology is the study of humans, their cultures, and societies, both past and present. It uses social and natural sciences to explain human diversity, cultures, worldviews, and the deeper meaning of human differences. Anthropologists immerse themselves in other cultures through participant observation and study languages, traditions, norms, and ethnicities to understand humanity from a holistic perspective.
This document discusses methods for conducting social research. It explains that social scientists use both quantitative and qualitative methods. Quantitative methods are used to study large populations and establish relationships between variables, but cannot capture the richness of individual experiences. Qualitative methods focus on understanding meanings and interpretations through techniques like interviews and observation. The document also notes that social research aims to move beyond common sense understandings and challenge prejudices by taking a scientific approach.
R.A 8423 or the Traditional and Alternative Medicine Act of 1997 established the Philippine Institute of Traditional and Alternative Healthcare (PITAHC) as the governing body for traditional and alternative medicines like naturopathy, herbal medicine, and alternative medicine. The act approves 10 herbal plants that have been proven by the Department of Health to have medicinal value for treating fungal infections, diabetes, high blood pressure, wounds, tooth decay, and gum infections.
Sociology is the study of human relationships within society, including how people interact and influence one another. It examines social structures, organizations, and institutions. Sociologists use both qualitative and quantitative research methods like case studies and surveys to understand social phenomena and explain human behavior and the effects of society. The main focuses of sociology include the study of rural and urban communities, social organizations, human ecology, social change, religion, and demographics. An example of a sociological study would be analyzing the factors influencing poverty levels in a given area, such as education or racial disparities. Sociology also examines how social roles change over time, such as shifting gender norms influencing women's roles in societies.
This document outlines learning objectives for a section on disaster risk reduction. By the end of the section, students should be able to: discuss key DRR concepts and elements, recognize the importance of DRR, discuss community-based practices for specific hazards, develop a community preparedness plan, and prepare survival kits and materials for public advocacy. It defines a disaster as an event exceeding a community's response capacity, bringing human, physical, social and environmental losses. Disasters are classified as natural or human-induced, with human-induced potentially being as catastrophic as natural disasters.
There are several types of natural disasters including hydrometeorological, geological, and biological disasters. Hydrometeorological disasters are caused by natural processes involving water, atmosphere or oceans such as typhoons, floods, and drought. Geological disasters are caused by geological processes like earthquakes and volcanic eruptions. Biological disasters are caused by the spread of organisms harming people and the environment, such as dengue fever spread by mosquitoes or algal blooms causing red tide that can contaminate seafood and kill aquatic life. Human activities like pollution can also contribute to some biological disasters like algal blooms.
The document provides information about first aid principles and procedures. It discusses the importance of first aid in emergency situations at home and school. It outlines how to assess situations, ensure safety, provide care, and call for more advanced medical help. Key aspects of first aid covered include staying calm, comforting the victim, and not moving them unless necessary. The class activities focus on practicing first aid techniques and building awareness of how to respond appropriately in different emergency scenarios.
There are several types of natural disasters that can occur, including hydrometeorological, geological, and biological disasters. Hydrometeorological disasters are caused by natural hydrological and atmospheric processes like typhoons, floods, and droughts. Geological disasters are caused by geological processes such as earthquakes and volcanic eruptions. Biological disasters are caused by the spread of organisms that harm people or the environment, such as dengue fever, locust infestations, and red tides caused by algal blooms. Astronomical disasters are caused by events in outer space, such as the asteroid impact that contributed to the extinction of dinosaurs.
Communicable diseases are transmitted between hosts through pathogens like viruses and bacteria. The key stages of infection are incubation, prodromal, illness, and convalescence. Diseases spread through the chain of infection via reservoirs, portals of entry/exit, and susceptible hosts. Prevention methods target the modes of transmission like contact, food/water, vectors, and droplets. Government programs and agencies work to prevent disease through vaccination, surveillance, treatment and education.
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Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
Physiology and chemistry of skin and pigmentation, hairs, scalp, lips and nail, Cleansing cream, Lotions, Face powders, Face packs, Lipsticks, Bath products, soaps and baby product,
Preparation and standardization of the following : Tonic, Bleaches, Dentifrices and Mouth washes & Tooth Pastes, Cosmetics for Nails.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Main Java[All of the Base Concepts}.docxadhitya5119
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A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
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HRMP CUP - RBE Slides.pptx
1. 2017 Omnibus Rules on Appointment and other Human Resource Actions
SIGNIFICANT CHANGES
on the
Rules on Appointments
and
Other Human Resource Actions
2. 2017 Omnibus Rules on Appointment and other Human Resource Actions
2017 Omnibus Rules
on Appointments and
Other Human Resource
Actions
3. 2017 Omnibus Rules on Appointment and other Human Resource Actions
2017 Omnibus Rules on Appointments and Other
Human Resource Actions (MC __, s. 2017)
Rule I General Policies on Appointments
Rule II Requirements for Regular Appointment
Rule III Procedures in the Preparation of Appointments
Rule IV Employment Status, Nature of Appointment and
Other Human
Rule V Probationary Period
Rule VI Effectivity and Submission of Appointments
Rule VII Publication and Posting of Vacant Positions
4. 2017 Omnibus Rules on Appointment and other Human Resource Actions
2017 Omnibus Rules on Appointments and Other
Human Resource Actions (MC __, s. 2017)
Rule VIII Qualification Standards
Rule IX Agency Merit Selection Plan and Human Resource
Merit Promotion and Selection Board
Rule X Certain Modes of Separation – Documents
Required for Record Purposes
Rule XI Disapproval/Invalidation and Recall of
Approval/Validation of Appointments
Rule XII Prohibitions
5. 2017 Omnibus Rules on Appointment and other Human Resource Actions
2017 Omnibus Rules on Appointments and Other
Human Resource Actions (MC __, s. 2017)
Rule XIII Responsibilities of the Human Resource
Management Officer
Rule XIV Transitory Provisions
Rule XV Repealing Clause
Rule XVI Separability Clause
Rule XVII Effectivity
7. 2017 Omnibus Rules on Appointment and other Human Resource Actions
Highlights:
PERSONNEL - HUMAN RESOURCE
PERSONNEL ACTION - now called HUMAN
RESOURCE ACTION
Though SECONDMENT is still included, it will
be subject of a separate issuance. (Sec. 3)
8. 2017 Omnibus Rules on Appointment and other Human Resource Actions
Highlights:
• Checklist of Common Requirements (in tabular
form) for regular appointment to be submitted
by Regulated and Accredited/ Deregulated
Agencies
• List of Specific Cases Where Additional
Documents are Required; and
• List of Required Documents to be Retained in
the Agency.
9. 2017 Omnibus Rules on Appointment and other Human Resource Actions
Highlights:
Regulated Accredited
• Appointment Form 3 original 1 original
for Regular and copies copy
Contractual Appts. (Form 33-A)** (Form33-B) **
Appointment Form 3 original 1 original
for Casual Appts. copies copy
(Form 34-A (Form34-B
or 34-C)** or 34-D)**
** Revised 2017
10. 2017 Omnibus Rules on Appointment and other Human Resource Actions
Highlights:
• Electronic file (e-file) stored in compact disc
(CD)/flash drive or sent thru email
plus
2 printed copies of Appointment Transmittal
and Action Form (CS Form No. 1)
For ACCREDITED agencies the RAI (CS Form 2,
revised 2017) shall also serve as the
Appointment Transmittal and Action Form
11. 2017 Omnibus Rules on Appointment and other Human Resource Actions
Highlights:
• In addition to PDS and PDF, submission of
the following:
Original copy of authenticated certificate
of eligibility/rating/license of appointee
Oath of Office (CS Form No. 32, Rev. 2017)
Certification of Assumption to Duty
(CS Form 4, s. 2017)
12. 2017 Omnibus Rules on Appointment and other Human Resource Actions
Highlights:
• For original appointment and Reemployment:
authenticated Certificate of Live Birth to be
included in his/her 201 file
PSA/LCR Authenticated Marriage Contract/
Certicate (married employees)
Medical Certificate (CS Form 211, rev. 2017)
NBI Clearance
Scholastic/Academic Record (certified copy}
13. 2017 Omnibus Rules on Appointment and other Human Resource Actions
Highlights:
• PDS should bear signature in every page
• Certification of Erasure/Alteration on
Appointment Form to be signed by the
appointing officer/authority
• For LGU appointment:
• Certification by the Provincial/City/ Municipal
Accountant that funds are available (Sagpang,
et al. vs. Empleo, et al. GR No. 1809986, December 10, 2008);
14. 2017 Omnibus Rules on Appointment and other Human Resource Actions
Highlights:
• For Temporary appointment:
Certification from the highest official in
charge of human resource
management vouching for the absence
of a qualified eligible actually available
who is willing to accept the
appointment
15. 2017 Omnibus Rules on Appointment and other Human Resource Actions
Highlights:
• Medical certificate shall include the result of
psychological test for original, reemployment,
transfer and promotional appointments
• Clearance from MONEY, PROPERTY, AND
WORK-RELATED ACCOUNTABILTIES
required for transfer, promotion (from one
department/agency to another) and
reemployment shall include clearance from
work-related accountabilities
16. 2017 Omnibus Rules on Appointment and other Human Resource Actions
Highlights:
• Separate procedures in the preparation of
appointments for:
- Positions in the Plantilla of Personnel
and Contractual Employees
and
- Casual Employees
17. 2017 Omnibus Rules on Appointment and other Human Resource Actions
• Signature of appointing officer/authority
In no case shall digital/electronic or
rubber-stamped signature of the
appointing officer/authority on the
appointment be allowed. (Sec. 1, Item 8)
Highlights
18. 2017 Omnibus Rules on Appointment and other Human Resource Actions
• Personnel Selection Board (PSB) renamed
to Human Resource Merit Promotion and
Selection Board (HRMPSB)
• Certification of Human Resource Merit
Promotion and Selection Board (HRMPSB)
Evaluation/Screening, signed by its
Chairperson.
Highlights
19. 2017 Omnibus Rules on Appointment and other Human Resource Actions
• The HRMPB Certification should specify
that the majority of the HRMPSB
members was present during the
deliberation OR alternatively, a copy of the
minutes/proceedings of HRMPSB
deliberation shall submitted together with
the appointment.
Highlights
20. 2017 Omnibus Rules on Appointment and other Human Resource Actions
• Temporary appointment - limitations and
exemptions clarified
• Coterminous appointment recategorized;
term and tenure are both specified
• Fixed Term appointment defined
• Contractual appointment is redefined
Highlights:
21. 2017 Omnibus Rules on Appointment and other Human Resource Actions
Highlights:
•Employment Status of Non-Teaching;
Temporary - meets QS except eligibility; only
in the absence of qualified applicants as
certified by the highest official in charge
of HRM; shall not exceed 12 months,
reckoned from the date the appointment
was issued and can be replaced sooner
22. 2017 Omnibus Rules on Appointment and other Human Resource Actions
Highlights:
•Employment Status of Non-Teaching;
Temporary appointment issued to a person
who do not meet the education, training or
experience requirements shall be invalidated/
disapproved EXCEPT to positions that are hard
to fill, such as: Medical Officer/Specialists,
Special Science Teachers, Faculty positions
and Police Officer positions.
23. 2017 Omnibus Rules on Appointment and other Human Resource Actions
Highlights:
•Employment Status of Non-Teaching;
Temporary appointment SHALL ONLY BE
RENEWED ONCE except to positions that
are hard to fill.
In no case shall a temporary appointment be
issued for positions that involve practice of
position regulated by bar/board law for lack
of the required license and/or certificate of
registration.
24. 2017 Omnibus Rules on Appointment and other Human Resource Actions
• Casual appointment issued for essential and
necessary services where there are not
enough regular staff to meet the demands of
the service and for emergency cases and
intermittent period not to exceed one year
• In no case shall a casual appointment be issued
to fill a vacant plantilla position or a casual
employee perform the duties and responsibilities
of the vacant plantilla position
Highlights:
25. 2017 Omnibus Rules on Appointment and other Human Resource Actions
Highlights:
•Employment Status of Teachers;
Provisional – meets QS except eligibility; only
in the absence of qualified applicants as
certified by the SD; effective not beyond
the school year it was issued.
Temporary - meets QS except education; only
in the absence of qualified applicants as
certified by the SDS; effective not beyond
26. 2017 Omnibus Rules on Appointment and other Human Resource Actions
Highlights:
•Employment Status of Teachers;
Contractual - part-time teachers of specialized
subjects in secondary education;
inclusive period shall be indicated on
the appointment for crediting services;
- not required to possess RA 1080
(Teacher) eligibility
27. 2017 Omnibus Rules on Appointment and other Human Resource Actions
• Promotion redefined to provide provision on:
upward movement from the non-career service
to the career service and vice versa shall not
be considered as a promotion but as
reappointment
Highlights:
28. 2017 Omnibus Rules on Appointment and other Human Resource Actions
• Promotion redefined to provide provision on:
promotion to another agency where the
promoted employee will be required to notify
the head of agency within 30 days prior to
assumption to the position.
special promotions based on awards exempted
from qualification requirements
Highlights:
29. 2017 Omnibus Rules on Appointment and other Human Resource Actions
• Transfer redefined to include the following:
• Transfer becomes irrevocable once the
employee received the approved notice of
transfer.
• An employee who opt to remain in the same
agency before the specified date of transfer
may be reappointed if there is no gap in the
service or reemployed if there is gap in the
service and shall undergo the usual hiring
process
Highlights:
30. 2017 Omnibus Rules on Appointment and other Human Resource Actions
• Reinstatement redefined to mean re-
instatement to comparable positions
• Demotion redefined
• Reclassification redefined to include provision
that no reclassification shall be allowed
except when the position is actually vacant
Highlights:
31. 2017 Omnibus Rules on Appointment and other Human Resource Actions
• Types of adjustments or HR movements
expanded to include demotion as a result of a
disciplinary action and positions marked as
CTI (coterminous to incumbent) due to
rationalization or reorganization with
corresponding definition
Highlights:
32. 2017 Omnibus Rules on Appointment and other Human Resource Actions
• Reinstatement to the same position/item
includes provision that in case of appointment
of an employee to a position of an employee
with pending appeal, a colatilla that said
appointment is subject to the outcome of case
shall be reflected in the appointment form.
Highlights:
33. 2017 Omnibus Rules on Appointment and other Human Resource Actions
• Provisions on Reassignment enhanced to:
• clarify positions considered station-specific
• provide avenue for employees to request
recall of reassignment;
• provide grounds that constitute
indiscrimate and whimsical reassignment;
Highlights:
34. 2017 Omnibus Rules on Appointment and other Human Resource Actions
• Provisions on Reassignment enhanced to:
• clarify positions considered station-specific
• provide avenue for employees to request
recall of reassignment;
• provide grounds that constitute
indiscrimate and whimsical reassignment;
Highlights:
35. 2017 Omnibus Rules on Appointment and other Human Resource Actions
• Provisions on Reassignment enhanced to:
• include provision on reassignment of
public health, social and school teachers
and other professions covered by special
laws; and
• a provision that pending appeal,
reassignment shall not be executory.
Highlights:
36. 2017 Omnibus Rules on Appointment and other Human Resource Actions
• Provisions on Detail enhanced to:
• provide limit to period of detail to a maximum
of 3 years (Section 5, Item b (3))
• require that detail be covered by an agreement
that such will not result in reduction in rank,
status or salary (Section 5, Item b (4))
• shall not be designated to a position exercising
control or supervision over regular and career
employees of the receiving agency
Highlights:
37. 2017 Omnibus Rules on Appointment and other Human Resource Actions
• Designation involves an imposition of
additional and/or higher duties to be
performed by a public official/employee which
is tempoary and can be terminated anytime at
the pleasure of the appointing authority/officer
Performance of a duty on concurrent
capacity or on full-time basis
Highlights:
38. 2017 Omnibus Rules on Appointment and other Human Resource Actions
• Designation as officers or members of
Committees, such as:
BAC,
HRMPSB,
PMT, etc.
are not subject to the provision of ORAOHRA
Highlights:
39. 2017 Omnibus Rules on Appointment and other Human Resource Actions
• Designation in acting capacity entails not only the
exercise of ministerial functions attached to the
position but also the exercise of discretion
(designee demed as incumbent of the position.
• Officer-in-Charge (OIC) enjoys limited powers which
are confined to functions of administration and
ensuring that the office continues its usual
business;
• No power to appoint employees UNLESS expressly
stated in the designation order.
Highlights:
40. 2017 Omnibus Rules on Appointment and other Human Resource Actions
• Limitation on Designation:
• Only those holding permanent appointment
can be designated
• Designation through an Office Order issued
by the appointing authority/office
• Designation allowed only to positions
within the level one is currently occupying
Highlights:
41. 2017 Omnibus Rules on Appointment and other Human Resource Actions
• Limitation on Designation:
• 1st level employee can not be designated to
perform the duties of 2nd level positions
except in meritorious cases as determined
by the CSC Regional Office
• Division Chiefs may be designated to
executive/managerial or 3rd level
positions
Highlights:
42. 2017 Omnibus Rules on Appointment and other Human Resource Actions
• Limitation on Designation:
• For positions with incumbent, designation is
synchronized with the temporary absence of the
incumbent (leave of absence, scholarship,
special assignment, etc.) unless revoked or
recalled earlier by the appointing
authority/officer**
• For positions without incumbent, designation is
maximum of 1 year**
**Renewable every year in the exigency of the
service but not to exceed 2 years
Highlights:
43. 2017 Omnibus Rules on Appointment and other Human Resource Actions
• Limitation on Designation:
• Designees cannot be granted the salaries of the
positions they are being designated except
allowances that go with the performance of the
functions.
• Only experience gained from designations
compliant with the rules shall be credited as
relevant expperience for purposes of
appointment
Highlights:
44. 2017 Omnibus Rules on Appointment and other Human Resource Actions
• Probationary Period – refers to the period of
actual service following the issuance of a
permanent appointment wherein the appointee
undergoes:
• thorough character investigation and
• assessment of capability to perform
the duties of the position indicated
in the PDF
- Duration is generally 6 months or depending
on the probationary period required by the
position.
Highlights:
45. 2017 Omnibus Rules on Appointment and other Human Resource Actions
• Probationary Period; Coverage:
• Original appointments under permanent status
• Non-career employees reappointed/reemployed
to a career position under permanent status
• Reappointment (Change status from temporary
to permanent)
• Reemployment (under permanent status)
• First-time appointees to closed career positions
in SUCs, research institutions if so provided
under their agency Charters
Highlights:
46. 2017 Omnibus Rules on Appointment and other Human Resource Actions
• Probationary Period; Exemption-
• Teachers who, prior to issuance of permanent
appointments, have acquired adequate training
and professional preparation in any school
recognized by the government
• First-time appointees to closed career positions
in SUCs, and scientific and research
institutions if so provided under their agency
Charters
• Appointees to positions exempted from the
probationary period as maybe provided by law
Highlights:
47. 2017 Omnibus Rules on Appointment and other Human Resource Actions
Summary of Changes:
CSC MC No. 3, s, 2005 2017 Omnibus Rules
Review of Appointees Performance
Gathering of feedback by the Rater
(IS) on appointee’s performance,
and conduct feedback sessions to
determine appropriate intervention
to improve appointee’s performance
Performance Evaluation done at
least twice during the probationary
pperiod, ansd within 3 months or 6
months, depending on the duration
of the probationary period
48. 2017 Omnibus Rules on Appointment and other Human Resource Actions
Summary of Changes:
CSC MC No. 3, s, 2005 2017 Omnibus Rules
Conduct of Performance Review
• ten (10) days after the
end of every rating
period
Ten (10) days before the end
of every rating period during
the probationary period
49. 2017 Omnibus Rules on Appointment and other Human Resource Actions
Summary of Changes:
CSC MC No. 3, s, 2005 2017 Omnibus Rules
Period of notice of termination
• ten (10) days Fifteen (15) days immediately after
it was proven that he/she demon-
strated unsatisfactory conduct or
want of capacity before the end of
the second performance review on
the 6th month or depending on
duration of the probationary period
Execution of notice of termination
• Immediately After fifteen (15) days from receipt
of notice
50. 2017 Omnibus Rules on Appointment and other Human Resource Actions
1998 2017
Appointment to Department Head Positions in LGUs
• requires concurrence of the majority of
ALL the members of the local
sanggunian (Sec. 5)
Certification of Assumption to Duty
• to be submitted to the CSC FO for
notation in the service card of the
appointee (Sec. 23)
Summary of Changes
51. 2017 Omnibus Rules on Appointment and other Human Resource Actions
1998 2017
Services Rendered Without an Appointment
It shall not be credited nor recognized by
the Commission
Payment of salaries and other benefits
shall be the personal liability of the person
who made him/her assume office
Summary of Changes
52. 2017 Omnibus Rules on Appointment and other Human Resource Actions
• 2 performance rating shall be required to the
present position before one can be promoted
54. 2017 Omnibus Rules on Appointment and other Human Resource Actions
1998 Omnibus Rules 2017 Omnibus Rules
Requirements for Publication
• Agencies are required to
submit the list of vacant
positions to be filled to
CSC which shall be
published in CSC Bulletin
of Vacant Positions, news-
paper of general circulation
or any other mode
Agencies are required to submit an
electronic and printed copies of CS
Form No. 9, revised 2017 (List of
vacancies to be filled with
qualification standards and item
numbers to CSCFO concerned:
-printed copy for posting in
CSFO bulletin board
-electronic copy for CSRO to
publish the same in the CSC
BVP in Govt. in CSC website
(Sec. 25)
Summary of Changes
55. 2017 Omnibus Rules on Appointment and other Human Resource Actions
1998 Omnibus Rules 2017 Omnibus Rules
Requirements for Publication (Executive/Managerial)
• Vacant positions to be filled
up shall be posted in 3
conspicuous places in the
agency and published in
CSC Bulletin of Vacant
Positions, newspaper of
general circulation, or any
other mode
Vacant position shall be posted
in 3 conspicuous places in the
agency AND shall be submitted
to the CSC-ERPO for
publication in CSC Website and
the Philjobnet per CSC MC
No, 11, s. 2007)
Summary of Changes
56. 2017 Omnibus Rules on Appointment and other Human Resource Actions
1998 Omnibus Rules 2017 Omnibus Rules
Filling of Positions
• Vacant positions shall
not be filled unless and
until ten (10) days
(NGAs, GOCCs, SUCs)
or fifteen (15) calendar
days (LGUs) had
elapsed from date of
publication.
HRMPSB deliberation shall
not be made earlier than ten
(10) calendar days (NGAs,
GOCCs, SUCs) or fifteen
(15) calendar days (LGUs)
from date of posting and
publication of vacant
position. (Sec. 7.a.12)
Summary of Changes
57. 2017 Omnibus Rules on Appointment and other Human Resource Actions
1998 Omnibus Rules 2017 Omnibus Rules
ANTICIPATED VACANCIES
• No provision Allowed only to agencies with
SUCCESSION PLAN.
Exceptions:
Anticipated vacancies due to
RETIREMENT,
RESIGNATION, OR
TRANSFER but the
publication should be made
not earlier than sixty (60)
days prior thereto. (Sec. 30)
Summary of Changes
58. 2017 Omnibus Rules on Appointment and other Human Resource Actions
1998 Omnibus Rules 2017 Omnibus Rules
Validity of Publication
• Six (6) months from date of
publication
Valid until filled up but not to
extend beyond nine (9)
months from date of
publication (Sec. 29)
Error in Publication
Any incorrect information in
the publication of vacant
position, such as item
numbers, position title, or
qualification standards shall
be a ground for DISAPPROVAL or
INVALIDATION of the
appointment. (Sec. 25)
Summary of Changes
59. 2017 Omnibus Rules on Appointment and other Human Resource Actions
Summary of Changes
60. 2017 Omnibus Rules on Appointment and other Human Resource Actions
1998 Omnibus Rules 2017 Omnibus Rules
• Incorporates MC No. 12, s. 2003
QS by Special Law
• QS for certain positions prescribed
by a special law shall prevail;
• QS for department head and
assistant department head positions
(mandatory or optional) in LGUs,
considered as executive/managerial
positions and for newly-created
department head and assistant
department head positions shall be
equivalent or comparable to those
prescribed by RA 7160 (Sec. 34)
61. 2017 Omnibus Rules on Appointment and other Human Resource Actions
1998 Omnibus Rules 2017 Omnibus Rules
2 years Studies in College Requirement
At lest 72 academic units leading
to a degree OR
Has completed a relevant two-
year collegiate/technical course
(Sec. 44)
Education Requirement for Division Chief and
Executive/Managerial Positions
Master’s degree or Certificate
in Leadership & Management
(C-Pro) from the CSC (Sec. 50)
62. 2017 Omnibus Rules on Appointment and other Human Resource Actions
1998 Omnibus Rules 2017 Omnibus Rules
Exempted from Master’s Degree
for appointment to Division Chief/Managerial Positions
Completion of Bachelor
of Laws and Doctor of
Medicine
• Completion of Bachelor of Laws
and Doctor of Medicine
(considered as appropriate
education)
• CES or CSE eligibles
• RA 1080 eligibles
(involves practice of position belonging
to the same occupational groups)
63. 2017 Omnibus Rules on Appointment and other Human Resource Actions
1998 Omnibus Rules 2017 Omnibus Rules
Relevant Experience Acquired through
Job Order or Contract of Service
• May be considered relevant
experience provided covered by a
contract or MOA (Sec. 57).
Relevant Experience Acquired through
Volunteer Work
Experience, on full time basis, as
certified by the HRMO or authorized
officials, may be considered relevant
experience (Sec. 58)
64. 2017 Omnibus Rules on Appointment and other Human Resource Actions
1998 Omnibus Rules 2017 Omnibus Rules
Learning & Development Interventions
• Continuous learning and
development shall be espoused
by the CSC
• At least one planned HRD
intervention for each employee
should be ensured by agency
head during the year.
65. 2017 Omnibus Rules on Appointment and other Human Resource Actions
1998 Omnibus Rules 2017 Omnibus Rules
Learning & Development Interventions
• A minimum of 40 hour
supervisory management training
or learning intervention per year
based on the L&D Plan of the
agency should be provided by
the agency for incumbents of
supervisory/managerial positions.
(Sec. 62)
66. 2017 Omnibus Rules on Appointment and other Human Resource Actions
1998 Omnibus Rules 2017 Omnibus Rules
Learning and Development/Training Requirement
for Division Chief and Managerial Positions
• 40 hours of supervisory/
management L&D intervention
undertaken within five (5) years
reckoned from the date of issuance
of appointment.
Learning and Development/Training Requirement
for Executive/Managerial Positions in Second Level
120 hours of supervisory/
management L&D intervention
undertaken within the last 5
years reckoned from date of
issuance of appointment
67. 2017 Omnibus Rules on Appointment and other Human Resource Actions
1998 Omnibus Rules 2017 Omnibus Rules
Learning and Development/Training Requirement
for Executive/Managerial Positions in Second Level
(involves practice of position)
• 40 hours (MCLE) for BAR
passers or (CPE/CPD) for
licensed professionals or
trainings relevant to the practice
of profession, AND
• 80 hours of management
trainings
TAKEN WITHIN THE LAST
5 YEARS reckoned from the
date of issuance of
appointment (Sec. 68)
68. 2017 Omnibus Rules on Appointment and other Human Resource Actions
Summary Of Changes
69. 2017 Omnibus Rules on Appointment and other Human Resource Actions
1998 Omnibus Rules 2017 Omnibus Rules
Selection Board
• Personnel Selection Board
(PSB)
• One (1) PSB
• Human Resource Merit
Promotion and Selection
Board (HRMSB)
• Two (2) HRMPSB
- First Level & Second Level
positions, and
- Second Level Executive/
Manager positions
(Sec. 84)
70. 2017 Omnibus Rules on Appointment and other Human Resource Actions
1998 Omnibus Rules 2017 Omnibus Rules
Composition of the HRMPSB
• presented in tabular form
Chairperson of the HRMPSB in NGAs/SUCs/GOCCs
• the highest official in-
charge of human resource
management
Special HRMPSB
• may be established for
specialized and highly
technical positions
(Sec.84)
71. 2017 Omnibus Rules on Appointment and other Human Resource Actions
1998 Omnibus Rules 2017 Omnibus Rules
Role of the HRMPSB
. • HRMPSB shall serve as the
recommending body for
appointment (Section 85)
Role of the HRMO in the HRMPSB
• Act as the Secretariat of
PSB
• MEMBER of the HRMPSB.
Shall not act as HRMPSB
Secretariat.
• Agency head shall
designate an employee
from other units to act as
Secretariat in case it has
only 1 HRMO (Sec. 91)
72. 2017 Omnibus Rules on Appointment and other Human Resource Actions
1998 Omnibus Rules 2017 Omnibus Rules
Ratings Considered for Promotion
• At least Very Satisfactory
performance rating for one
year (annual or 2
semestral ratings) in the
present position before
being considered for
promotion. (Sec. 95)
Three Salary Grade Limitation
• Applicable only to
promotion within the
agency.
73. 2017 Omnibus Rules on Appointment and other Human Resource Actions
1998 Omnibus Rules 2017 Omnibus Rules
Three (3) Salary Grade Limitation
• Not applicable to the following
HR actions:
1. Transfer incidental to
promotion (deep selection)
2. Reappointment involving
promotion from non-career
to career (deep selection)
3. Reappointment from career
to non-career
4. Reemployment
5. Reclassified position
75. 2017 Omnibus Rules on Appointment and other Human Resource Actions
1998 Omnibus Rules 2017 Omnibus Rules
Resignation
• Complete and operative
resignation articulated (DTI vs.
Singun)
• Revocable until accepted
• Proof of notice of the
acceptance of resignation to
the employee to be submitted
76. 2017 Omnibus Rules on Appointment and other Human Resource Actions
1998 Omnibus Rules 2017 Omnibus Rules
Resignation
• Restoration to former position
not automatic in case of
withdrawal once resignation is
deemed complete and
operative
77. 2017 Omnibus Rules on Appointment and other Human Resource Actions
1998 Omnibus Rules 2017 Omnibus Rules
Dismissal
• Certified true copy of the
decision rendered where
the penalty of dismissal
was imposed shall be
submitted to the
Comission
• Report on DIBAR with a
certified true copy of the
final decision shall be
submitted to the CSC Field
Office within thirty (30)
calendar days from the date
of dismissal, for record
purposes.
Dropping from the Rolls
• Formerly Rule XII, Sec.
2
• deleted and shall be
transferred to the 2017
RACCS
78. 2017 Omnibus Rules on Appointment and other Human Resource Actions
Summary of Changes
79. 2017 Omnibus Rules on Appointment and other Human Resource Actions
1998 Omnibus Rules 2017 Omnibus Rules
Grounds for Disapproval/Invalidation of Appointments
• lifted from Rule V, Sec. 7 of
Omnibus Rules Implementing Book
V of EO 292
• Reversion to former position in case
of disapproved/invalidated
promotional appointment
Grounds for the Recall of Approval/Valdiation of
Appointments
• New
81. 2017 Omnibus Rules on Appointment and other Human Resource Actions
1998 Omnibus Rules 2017 Omnibus Rules
Rules on Nepotism
• NGAs,
GOCCs
SUCs
• Prohibition on appointment of
relatives of HARI within the 3rd
degree of consanguinity or affinity
82. 2017 Omnibus Rules on Appointment and other Human Resource Actions
1998 Omnibus Rules 2017 Omnibus Rules
Rule on Nepotism in LGUs
• Prohibition
on appoint-
ment in the
career
service of
relatives of
A/R offcer
• Prohibition on appointment in the career
service extends to relatives of
Appointing or Recommending (A/R)
officer/authority with the 4th
civil degree
of consanguinity or affinity.
• However, in the non-career service the
prohibition extends to the 3rd
degree
relatives of consanguinity or affinity of
appointing or recommending officer
83. 2017 Omnibus Rules on Appointment and other Human Resource Actions
1998 Omnibus Rules 2017 Omnibus Rules
Rules on Nepotism, Exemptions
• PACT Added the following exemptions:
Scientific and technology
personnel under RA 8439
Other positions as may be
provided by law
Nepotism covers all kinds of appointments
REGARDLESS OF STATUS including casual,
contractual and coterminous BUT ARE NOT
PRIMARILY CONFIDENTIAL
The Rule on Nepotism applies
to DESIGNATION
84. 2017 Omnibus Rules on Appointment and other Human Resource Actions
1998 Omnibus Rules 2017 Omnibus Rules
Extension of Service
• For those who will complete the 15
years for retirement under GSIS Law:
Maximum period of two (2) years
may be allowed to complete the
fifteen (15) years of service required
under the GSIS Law
85. 2017 Omnibus Rules on Appointment and other Human Resource Actions
1998 Omnibus Rules 2017 Omnibus Rules
Extension of Service
• The only basis for Heads of
Offices to allow an employee to
continue rendering service after
his/her 65th
birthday is a CSC
Resolution granting the request
for extension (Sec, 129)
86. 2017 Omnibus Rules on Appointment and other Human Resource Actions
1998 Omnibus Rules 2017 Omnibus Rules
Institutional Contract of Service
• Formerly
Rule XI
• Now under Rule XII (Prohibitions)
• Institutional contract of service only for
lump sum work or services (Sec. 133)
• Institutional or individual contract of
service employees are not allowed:
- to perform functions pertaining to
regular positions
- to be designated to positions
exercising control or supervision
over regular and career employees
87. 2017 Omnibus Rules on Appointment and other Human Resource Actions
1998 Omnibus Rules 2017 Omnibus Rules
Rule on Dual Citizenship
• Person with dual citizenship
shall not be appointed in the
government unless he/she
renounces his/her foreign
citizenship (Sec. 137)
This rule shall not apply to Filipino
citizen whose foreign citizenship
was acquired by birth.
88. 2017 Omnibus Rules on Appointment and other Human Resource Actions
1998 Omnibus Rules 2017 Omnibus Rules
Appointment to public office of those naturalized to
another country
• New
• cannot be extended to those who
are candidates for or are
occupying any public office in the
country of which they are
naturalized citizen and/or in
active service as commissioned
or non-commissioned officers in
the armed forces of the country
of which they are naturalized
citizens (Sec. 138)
90. 2017 Omnibus Rules on Appointment and other Human Resource Actions
1998 Omnibus Rules 2017 Omnibus Rules
Responsibilities of the HRMO
• Expanded to include the conduct of orientation to:
• to new employees and continuous HRD
interventions to existing employees;
• to HRMPSB members on agency
selection/promotion process and CSC
appointment policies
• to officials and employees on the RSP
process
91. 2017 Omnibus Rules on Appointment and other Human Resource Actions
1998 Omnibus Rules 2017 Omnibus Rules
Responsibilities of the HRMO
• HRMO to ensure the establishment of HRM
database and the establishment, maintenance and
disposal of 201 files per CSC MC No. 8, s. 2007
and MC No. 1, s. 2011
93. 2017 Omnibus Rules on Appointment and other Human Resource Actions
CSC REVISED FORMS, s. 2017
(to be used starting January 2, 2017)
Regulated Accredited/
Deregulated
Regular Appointment CS Form 33-A CS Form 33-B
Casual Plantilla CS Form 34-A CS Form 34-B
Appointment or 34 C or 34 D
Position Description DBM-CSC Form No. 1, s. 2017
Form (PDF)
Personal Data Sheet (PDS) CS Form 2l2
Oath of Office CS Form 32
Medical Certificate CS Form 211
94. 2017 Omnibus Rules on Appointment and other Human Resource Actions
CSC REVISED FORMS, s. 2017
(to be used starting January 2, 2017)
CS Form No.1 - Appointment Transmittal and Action Form
CS Form No. 2 - Report on Appointments Issued (RAI)
(serves as the Appointment Transmittal
and Action Form)
CS Form No. 3 - Certification of Erasures/Alteration on
Appointment Form
CS Form No. 4 - Certification of Assumption to Duty
CS Form NO. 5 - Certification issued by the highest HRM
official vouching the absence of a
qualified eligible actually available who
is willing to accept the appointment
95. 2017 Omnibus Rules on Appointment and other Human Resource Actions
CSC REVISED FORMS, s. 2017
(to be used starting January 2, 2017)
CS Form No.7 – Clearance from money, property and
work-related accountabilities from
the appointee’s former office
CS Form No. 8 - DIBAR
CS Form No. 9 – Request for Publication of Vacant
Position
96. 2017 Omnibus Rules on Appointment and other Human Resource Actions
• The revised forms prescribed under
ORAOHRA shall be used in submitting
appointments starting January 2, 2018
Highlights:
97. 2017 Omnibus Rules on Appointment and other Human Resource Actions
• Appointments issued using the old forms
starting January 2, 2018 shall be returned
for resubmission in the new prescribed
form within fifteen (15) days, otherwise,
said appointment shall be disapproved/
invalidated.
Highlights:
98. 2017 Omnibus Rules on Appointment and other Human Resource Actions
• Agencies are required to submit to the CSCRO
concerned for approval their revised Merit
Selection Program (MSP) in accordance with the
2017 ORAOHRA within six (6) months from date of
the effectivity of the said Rules
- not later than February 17, 2018
- The Rules provided in the 2017 ORAOHRA shall be used
as bases in the issuance and attestation of appointments
should the agency fail to submit its revised MSP within the
said period.
Highlights:
Good day HMRPs, today I am going to highlight significant changes on the Rules on Appointments
and Other Human Resource Actions
The new Omnibus Rules on Appointment is a consolidated, updated and ready guide for Human Resource
Management Officers, Appointing Officers and government employees as a whole on the appointments
process. It contains 17 Rules. It was published on August 2. 2017 in the Philippine Star, and took effect on
August 17, 2017.
Rule I provides for the General Policies on Appointments.
The common and additional requirements for appointments plus the documents to be retained in the agency are consolidated in Rule II.
Rule III lays down the procedures in the preparation of plantilla, contractual and casual appointments.
The employment status, nature of appointment and other HR actions which was previously included in Rule II now forms a separate rule, Rule IV.
A rule covering the policies on probationary period was added which is Rule V.
The provisions on the effectivity and submission of appointments are also consolidated in Rule VI of the 2016 Omnibus Rules. Previously, these are Rule IV and Rule VI of the 1998 Revised Omnibus Rules.
Rule VII is about the publication and posting of vacant positions. <move to the next slide>
Rule VIII is on qualification standards which includes 45 provisions taken from the existing and prevailing policies on education, experience, training and eligibility requirements for positions.
Rule IX is another new rule which provides policies on agency merit selection plan and the promotion and selection board. This is also a consolidation of all prevailing policies from 1998 to present on merit systems and promotion and selection board.
Rule X (Certain Modes of Separation-Documents Required for Record Purposes) does not cover anymore the provision on Dropping from the Rolls as the same is already included in the 2016 Rules on Administrative Cases in the Civil Service (RACCS).
The rule on contract of service and job orders which is Rule XI of the previous omnibus rules is deleted considering that these are not submitted to the CSC and are not covered by Civil Service law and rules. Rule XI now provides policies on disapproval/invalidation and recall of approval/validation of appointments.
The rules on the prohibitions; <move to the next slide>
…..responsibilities of the agency HRMOs and repealing clause are retained but are updated based on comments, suggestions and decisions on cases.
Rules XIV, XVI and XVII on transitory provisions, separability clause and effectivity ,respectively, were added.
All throughout the 2017 Omnibus Rules, illustrative examples are provided for clarity and consistency in policy interpretation and implementation.
Let us now proceed with the first rule.
Rule I, General Policies on Appointments. These are taken mainly from the 1998 Revised Omnibus Rules on Appointments.
The first two sections are exactly the same.
To highlight, secondment is still considered an HR action thus covered in this Rule, but the policy on it shall be issued separately. HRPSO is still refining a separate policy on secondment which shall be submitted and presented to the Commission for approval. So, what will now be our basis of action for secondment? We can base our action on CSC Resolution No. 061165 promulgated on July 5, 2006.
Rule II – Requirements for Regular Appointments
As I previously mentioned, this rule consolidated 3 rules in the 1998 Revised Omnibus Rules which are the following:
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Common Requirements for regular appointment
Specific Cases Where Additional Documents are Required and the
Required Documents to be Retained in the Agency.
Let us take a closer look at the policy
<transition to the Word document on Rule II, click the hyperlink to the Word doc>
So what are the changes introduced?
For easy reference, the requirements to be submitted by accredited/deregulated and regulated agencies are presented in tabular form.
We have also introduced the use of Transmittal and Action Form, specifically for the Regulated agencies. This is more like the RAI where information in the appointment form and the qualifications are translated in this form.
<Continue reading from the slide>
So what are the changes introduced?
For easy reference, the requirements to be submitted by accredited/deregulated and regulated agencies are presented in tabular form.
We have also introduced the use of Transmittal and Action Form, specifically for the Regulated agencies. This is more like the RAI where information in the appointment form and the qualifications are translated in this form.
<Continue reading from the slide>
So what are the changes introduced?
For easy reference, the requirements to be submitted by accredited/deregulated and regulated agencies are presented in tabular form.
We have also introduced the use of Transmittal and Action Form, specifically for the Regulated agencies. This is more like the RAI where information in the appointment form and the qualifications are translated in this form.
<Continue reading from the slide>
So what are the changes introduced?
For easy reference, the requirements to be submitted by accredited/deregulated and regulated agencies are presented in tabular form.
We have also introduced the use of Transmittal and Action Form, specifically for the Regulated agencies. This is more like the RAI where information in the appointment form and the qualifications are translated in this form.
<Continue reading from the slide>
The certification of erasure/alteration on appointment form should be signed by the appointing officer/authority. The current practice of some HRMO is to affix signature on the erasure/alteration. To ensure that the appointing officer/authority is aware of the corrections, the certification signed by him/her is a must.
The certification by the provincial/city/municipal accountant that funds are available is required. This stemmed from a case of Sagpang, et.al. vs. Empleo, et.al. – <discuss the case in the hyperlinked file>.
The certification vouching for the absence of a qualified eligible actually available who is willing to accept the appointment is now delegated to the HRMO.
A psychological test results will now be required to be attached to the medical certificate.
The office clearance required for transfer, promotion from one department/agency to another, and reemployment shall include clearance from work-related accountabilities.
The certification vouching for the absence of a qualified eligible actually available who is willing to accept the appointment is now delegated to the HRMO.
A psychological test results will now be required to be attached to the medical certificate.
The office clearance required for transfer, promotion from one department/agency to another, and reemployment shall include clearance from work-related accountabilities.
Previously, only the original copy bears the signature of the appointing officer/authority. Under the new rule, all three copies of appointment must be signed by the appointing officer/authority.
The Personnel Selection Board (PSB) is renamed Human Resource Merit Promotion and Selection Board (HRMPSB).
A separate procedures in the preparation of casual appointment is provided.
A certification of the HRMPSB on the evaluation/screening conducted is provided.
Previously, only the original copy bears the signature of the appointing officer/authority. Under the new rule, all three copies of appointment must be signed by the appointing officer/authority.
The Personnel Selection Board (PSB) is renamed Human Resource Merit Promotion and Selection Board (HRMPSB).
A separate procedures in the preparation of casual appointment is provided.
A certification of the HRMPSB on the evaluation/screening conducted is provided.
Previously, only the original copy bears the signature of the appointing officer/authority. Under the new rule, all three copies of appointment must be signed by the appointing officer/authority.
The Personnel Selection Board (PSB) is renamed Human Resource Merit Promotion and Selection Board (HRMPSB).
A separate procedures in the preparation of casual appointment is provided.
A certification of the HRMPSB on the evaluation/screening conducted is provided.
Temporary appointment is re-defined to include provision that a temporary appointment issued to a person who does not meet any of the education, training or experience requirements for the position shall be disapproved/invalidated except for positions that are hard to fill, or other meritorious cases as may be determined by the Commission, or as provided by special law, such as Medical Specialist positions, Special Science Teacher, Faculty positions and Police Officer positions. Except for this position, temporary appointments may only be renewed once.
Co-terminous appointment is re-categorized to exclude co-terminous with the incumbent, with the project and with the life span of the agency. Co-terminous (primarily confidential in nature) is added.
Under the co-terminous with the appointing officer/authority and with the head of organizational unit where assigned, you will notice that we have specified both the term and tenure. This is based on the suggest ion during the legal consultation. Based on Topacio Nueno et. al. vs. Angeles, term is distinct from tenure as the former refers to the time which the officer may claim to hold office. Tenure on the one hand, represents the term during which the incumbent actually holds the office. Tenure may be shorter than the term for reasons within or beyond the power of the incumbent.
Contractual appointment is re-defined to include provision that contractual appointments are limited to one year, but, may be renewed every year, based on performance, until the completion of the project or specific work. It is also provided that the inclusive period of the contractual appointment shall be indicated on the face of the appointment for purposes of crediting services, and that it shall not be issued to fill a vacant plantilla position or a contractual employee perform the duties and responsibilities of the vacant plantilla position.
Casual appointment is re-defined.
Employment status of teachers is expanded to include Temporary and Contractual. Regular Permanent status is now Permanent, deleting Regular since there is no such thing as Regular Permanent. Contractual status is introduced to be consistent with the hiring guidelines of the Department of Education for its K-12 program.
Since promotion in this case constitute transfer, there is a need to follow the procedure on transfer where the promoted employee is required to notify the head of the agency within 30 days. The same requires clearance from money, property and work-related accountabilities.
Special promotions shall be exempt from qualification requirements but subject to specific validation requirements as provided under the above-said special laws or their implementing rules and regulations.
Since promotion in this case constitute transfer, there is a need to follow the procedure on transfer where the promoted employee is required to notify the head of the agency within 30 days. The same requires clearance from money, property and work-related accountabilities.
Special promotions shall be exempt from qualification requirements but subject to specific validation requirements as provided under the above-said special laws or their implementing rules and regulations.
This provision is for the interest of both the originating and receiving agencies. As discussed in Rosales, Jr. vs. Mijares (GR No. 154095, Nov. 17, 2004), the request by an employee to transfer to another office must be such that he intended to surrender his permanent office. Also, a transfer connotes an absolute relinquishment of an office in exchange for another office. This means that when an employee receives the approved request to transfer, said employee has fully relinquished his/her office, for which reason, the originating agency can already declare the position as vacant.
Reappointment is re-defined to include recategorization and rationalization as well as renewal. The nature of appointment does not anymore include Renewal.
Demotion is due to reorganization or rationalization entitles the employee to continue to receive the salary of the higher position.
Originally categorized as Upgrading/Reclassification, upgrading is deleted since it is already reclassification in nature.
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This provision is not expressly provided in the 1998 Omnibus rules. Based on cases decided by the Commission, experience acquired through job order is given a separate section in the 2017 Omnibus rules.
This provision is not expressly provided in the 1998 Omnibus rules. Based on cases decided by the Commission, experience acquired through job order is given a separate section in the 2017 Omnibus rules.
When we say highest official in charge of human resource management, it is not only the Human Resource Management Officer, It could be the Assistant Secretary or the Director for Administration/Human Resource.
The special HRMPSB for specialized and technical positions is provided in the 2016 Omnibus rules. This is applicable to large organizations like the DTI, DepEd, UP and the likes.
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The rule on the engagement of Job Order and Contract of Service are deleted in this new policy, but we place provisions under Prohibitions. This provision is part of Joint DBM-CSC-COA Circular on the Rules Governing Contract of Service in the Government.
Prohibition of appointment of filipino citizens with dual citizenships and those naturalized citizens is included now to implement the Constitutional provision that public officers and employees who seeks to change his citizenship or acquire the status of an immigrant of another country during his tenure shall be dealt with by law.
The rule on the engagement of Job Order and Contract of Service are deleted in this new policy, but we place provisions under Prohibitions. This provision is part of Joint DBM-CSC-COA Circular on the Rules Governing Contract of Service in the Government.
Prohibition of appointment of filipino citizens with dual citizenships and those naturalized citizens is included now to implement the Constitutional provision that public officers and employees who seeks to change his citizenship or acquire the status of an immigrant of another country during his tenure shall be dealt with by law.
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In pursuit of the objective to elevate the human resource management to a level of excellence, we have expanded the role of the HRMOs.
HRMOs shall ensure that the conduct of orientation takes place and that an HRM database is established in their agencies. <go to the next slide>
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Under the transitory provision, agencies may continue to use the old forms until the end of February 2017.
Rule I provides for the General Policies on Appointments.
The common and additional requirements for appointments plus the documents to be retained in the agency are consolidated in Rule II.
Rule III lays down the procedures in the preparation of plantilla, contractual and casual appointments.
The employment status, nature of appointment and other HR actions which was previously included in Rule II now forms a separate rule, Rule IV.
A rule covering the policies on probationary period was added which is Rule V.
The provisions on the effectivity and submission of appointments are also consolidated in Rule VI of the 2016 Omnibus Rules. Previously, these are Rule IV and Rule VI of the 1998 Revised Omnibus Rules.
Rule VII is about the publication and posting of vacant positions. <move to the next slide>
Rule I provides for the General Policies on Appointments.
The common and additional requirements for appointments plus the documents to be retained in the agency are consolidated in Rule II.
Rule III lays down the procedures in the preparation of plantilla, contractual and casual appointments.
The employment status, nature of appointment and other HR actions which was previously included in Rule II now forms a separate rule, Rule IV.
A rule covering the policies on probationary period was added which is Rule V.
The provisions on the effectivity and submission of appointments are also consolidated in Rule VI of the 2016 Omnibus Rules. Previously, these are Rule IV and Rule VI of the 1998 Revised Omnibus Rules.
Rule VII is about the publication and posting of vacant positions. <move to the next slide>
Casual appointment is re-defined.
Employment status of teachers is expanded to include Temporary and Contractual. Regular Permanent status is now Permanent, deleting Regular since there is no such thing as Regular Permanent. Contractual status is introduced to be consistent with the hiring guidelines of the Department of Education for its K-12 program.
Casual appointment is re-defined.
Employment status of teachers is expanded to include Temporary and Contractual. Regular Permanent status is now Permanent, deleting Regular since there is no such thing as Regular Permanent. Contractual status is introduced to be consistent with the hiring guidelines of the Department of Education for its K-12 program.
Casual appointment is re-defined.
Employment status of teachers is expanded to include Temporary and Contractual. Regular Permanent status is now Permanent, deleting Regular since there is no such thing as Regular Permanent. Contractual status is introduced to be consistent with the hiring guidelines of the Department of Education for its K-12 program.