Local Government & Administration

1. HUMAN RESOURCE MANAGEMENT IN
LOCAL GOVERNMENT
BY MARIA ANGELA R. JUNIO

2. HUMAN RESOURCE MANAGEMENT IN
LOCAL GOVERNMENT
Management of Human Resources in LGUs
4 Key Areas
Recruitment
Selection and
Placement
Learning and
Development
Performance
Management
Rewards and
Recognition

3. Recruitment Selection and Placement
In this process start with staffing or evaluating the vacant
positions/manpower needed. Staffing plan is based on the current Agency
requirement aligned with DBM Personnel Service Itemization and Plantilla of
Personnel (PSIPOP) or relevant approving authority. LGU also govern with
different Civil Service Memorandum Circular during recruitment selection and
placement.
Kinds of Appointment:
Permanent Temporary Substitute
Coterminous
- Coterminous with the appointing authority head of organization unit where
assigned
- Coterminous with the incumbent
- Coterminous with project; and
- Coterminous with the life span of the agency
Contractual Casual Job order

4. LGU Policy in Recruitment Selection
Placement
 The Recruitment Selection Placement policy, which is linked to the
HRM systems and the fulfillment of the Agency’s commitment to
equality, diversity, fairness, and transparency. The appropriate
authorization required to initiate any action for vacant positions is
first served/ obtained. Qualified candidates are sourced using
recruitment and selection procedures and instruments that promote
equal employment opportunity for all, regardless of sex, sexual
orientation, age, religion, ethnic background, disability and others. To
promote gender equity in the organization, the Agency policy includes
the implementation of affirmative actions to correct gender disparity
in different levels of the organizational structure. The aim is to have
the right person in the right job at the right time, which is essential to
the Agency’s performance.

5. Recruitment Selection and Placement
PUBLICATION OF
VACANT POSITION
FILING
APPLICATION
PRELIMINARY
EVALUATION OF
CANDIDATES
START
PREPARATION OF
SELECTION LINE-UP
HUMAN RESOURCE
MERIT PROMOTION
and SELECTION
BOARD (HRMPSB)
DELIBERATION
• CONDUCT IQ TEST
• CONDUCT BEHAVIORAL
EVENT INTERVIEW
• BACKGROUND
INVESTIGATION
FINAL SELECTION
OF APPOINTEE
ANNOUNCEMENT
OF APPOINTED
CANDIDATE
END

6. PUBLICATION OF VACANT POSITION
The CSC said that vacant positions authorized to be filled should be
published and posted in at least three (3) conspicuous places for a
period of at least 15 calendar days for local government units (per
Republic Act No. 7160 or the Local Government Code of 1991).
The Civil Service Commission (CSC) reminded government agencies to
strictly abide by the rules on publication and posting of vacancies to
ensure transparency and equal opportunities in the recruitment and
hiring of government workers.
The ORAOHRA extended the validity of a publication from six months
to nine months, and in case no appointment is issued within the nine-
month period, the agency has to re-publish and re-post the vacancy.
The CSC said that applications arising from a re-published vacancy
should be assessed according to the agency’s standard recruitment
procedures. BACK

7. FILING OF APPLICATION
 Interested applicant/s shall submit application
letter or letter of intent together with the
required requirements to the Municipal
Mayor/Vice Mayor thru the Human Resource
Management Officer.
BACK

8. PRELIMINARY EVALUATION OF CANDIDATES
 Under the new 2017 Omnibus Rules on Appointments and
Other Human Resource Actions (ORAOHRA), which took effect
on August 17, the screening, evaluation, and deliberation of
applicants by the agency’s Human Resource Merit Promotion
and Selection Board (HRMPSB) should begin only after the
mandatory publication period.
 The HRMO shall make a comparative list of candidate/s taking
consideration the minimum qualification requirements of the
vacant position/s. HRMO will evaluate the completeness of
documents submitted and evaluate applicants qualifications
against the approved Competency-based Qualification
Standards.
BACK

9. PREPARATION OF SELECTION LINE-UP
The HRMO shall prepare the selection line reflecting
the comparative competence and qualification of
candidates on basis of the different criteria such as
PERFORMANCE, EDUCATION, TRAINING &
EXPERIENCE.
BACK

10. HUMAN RESOURCE MERIT PROMOTION and
SELECTION BOARD (HRMPSB) DELIBERATION
The HRMPSB members shall evaluate the
qualifications of those listed in the selection line-up
and conduct Behavioral Event Interview. The
HRMPSB Members shall rate the candidate/s on
POTENTIAL AND PERSONALITY TRAITS. The HRMPSB
may conduct written exam, hands-on exam and
others as deemed necessary.
BACK

11. FINAL SELECTION OF APPOINTEE
Guided by the HRMPSB’s comprehensive
evaluation report, the appointing authority
shall select among the top five (5) applicants
deemed most qualified for appointment to
the vacant position. The HRMO prepares the
appointment and other supporting documents
and submit the same with the other reports
to the CSC Field Office.
BACK

12. Learning and Development
 Individuals entering or applying for promotion in government service have to meet
civil service eligibility, educational attainment, experience, and training
requirements.
TRAINING POLICY STATEMENT
Rule VII of the Omnibus Rules Implementing Book V of Executive Order No.292 and other
Pertinent Civil Service Laws provides the policies on career and personnel development in
government. That:
 Every official and employee of the government is an asset or resource to be valued,
developed and utilized in the delivery of basic services to the public.
 Every department or agency shall therefore establish a continuing program for career and
personnel development for all agency personnel at all levels
 Each department or agency shall prepare a career and personnel development plan which
shall be integrated into a national plan by the Commission.
 Each department or agency should have a human resource development office created or
a staff assigned solely for the purpose of attending to the agency’s human resource
development function.
 Every department or agency is mandated to ensure that each agency personnel shall have
undergone at least on planned human resource development intervention during the year.

13. Learning and Development
OBJECTIVES
It is the policy of the LOCAL GOVERNMENT UNIT to adhere the Equal
Employment Opportunity Principle and to strictly adhere to the principles of
merit, fitness and equality. There shall be no discrimination in the selection of
employees for training on account of gender, civil status, disability, religion,
ethnicity or political affiliation.
Learning and Development Plan of the Local Government Unit aimed to:
 helps attract as well as retain the needed talents in the LGU and keep them
motivated in pursuing performance and service excellence.
 enumerates a set of strategies and interventions to help the head of agency,
HRMO and the department heads and form partnership for helping the
employees acquire the necessary knowledge, skills and attitudes to perform
the job better.
 help employees align their performance with the LGU's vision, mission and
goals.
 address the competency gaps of employees

14. Learning and Development
BENEFITS
There are numerous reasons why an agency should invest in learning and
development. Some of these include:
 to improve performance, productivity and efficiency – helping gain a
competitive edge
 improvement in employees' skills and knowledge for their current job role
 increasing employees' generic skills – i.e. employability skills or key
competencies (e.g. team work, problem solving, communication)
 organizational development – i.e. the fostering of shared attitudes and
values, change management, etc.
 talent management and succession planning
 employee career development
 employee motivation.

15. Performance Management
Performance is defined as the execution or accomplishment of work, acts, or
feats. It is an indicator of whether goals or objectives have been satisfied or
not. It is only logical that we manage Performance. Performance management
includes activities that ensure that goals are consistently being met in an
effective and efficient manner. This helps us determine whether the workers
are accomplishing their assigned tasks efficiently or not. Performance
management also helps us find out if there are gaps between the desired
outcomes and the actual outcomes.
Pursuant to Sec. 1 Rule IX of the Omnibus Rules Implementing Book V of EO
292, “There shall be established performance evaluation system in every
department or agency of the national or local government, including state
universities and colleges and government owned and controlled corporations
with original charters.”
The CSC through the Resolution No. 1200481 dated March 16, 2012
promulgated the “Guidelines in the Establishment and Implementation of
Agency Strategic Performance Management System (SPMS)”

16. Performance Management
The results of the performance evaluation/assessment shall
serve as inputs to the following:
1. Heads of Offices in identifying and providing the kinds of
interventions needed based on identified professional
development needs.
2. Agency HRM Office in consolidating and coordinating
development interventions that will form part of the HR
Plan and the basis for rewards and incentives.
3. Performance Management Team in identifying potential
PRAISE Awards nominees for various awards categories.
4. PRAISE Committee in determining top performers of the
agency who qualify* for awards and incentives.

17. Rewards and Recognition
The agency shall continue to search, screen and reward deserving employees to motivate them to improve
the quality of their performance and instill excellence in public service.
 Loyalty Cash Incentive
- A cash incentive granted to an employee who has completed at least ten (10) years of continuous
and satisfactory service to the Agency. The grant of this incentive is in accordance with CSC MC No.
42, s. 1992 and CSC MC No. 17, s. 1999.Length of Service Incentive
 Length of Service Incentive
- Given to all employees who have rendered three (3) years of continuous satisfactory service in the
same position. The cash incentive shall be incorporated in the salary adjustments following the Joint
CSC-DBM Circular No. 1, s. 1990.
 Performance-Based Incentive (per CSC-DBM Joint Circular No. 1 s.2012)
- 2 step increments due to meritorious performance granted to employee/s who have 2
“Outstanding” ratings within the year
- 1 step increment due to meritorious performance granted to employee/s who have 1 “Outstanding”
rating and 1 “Very Satisfactory” rating within the year
- 1 step increment due to meritorious performance granted to employee/s who have 2 “Very
Satisfactory” rating within the year

18. Rewards and Recognition
 Performance-Based Incentive System (Productivity
Enhancement Incentive (PEI) and Performance-
Based Bonus (PBB)
- In accordance with the guidelines to be issued
by the Department of Budget and Management
(DBM) and Executive Order and/or
promulgation of implementing rules and
regulations by appropriate authorities.
 Other Monetary & Non-Monetary
Awards/Incentives given by the PRAISE Committee

19. Rewards and Recognition
Other Benefits
- Local Government Officials and employees may also be entitled to other
benefits, subject to guidelines issued by the Department of Budget (DBM)
and Commission on Audit (COA) such as:
13th Month Pay Cash Gift Relief Allowance Anniversary Bonus
Amelioration Hazard Pay (If Applicable) Clothing Allowance / Uniform
Representation and Transportation Allowance (RATA) if applicable
CNA initiated (Budget Circular No. 2014-2 – DBM)
Relocation Allowance Laundry Allowance (If Applicable) Night-Shift Differential
Overtime Pay or Compensatory Time-Off Retirement Benefits

20. Rewards and Recognition
EMPLOYEE WELFARE BENEFITS
Unless otherwise disqualified by any issuance to pertaining a particular grant of
monetary benefit every employee is entitled to the following benefits:
 Monetization of Leave Credits
 Leave Credits
 Anti-Violence Against Women and Their Children (VAW-C0 Maternity Leave
 Paternity Leave Rehabilitation Leave
 Relocation Leave Calamity Leave
 Sick leave Solo Parent/Parental Leave
 Special Privilege Leave Study Leave
 Terminal Leave Vacation Leave

21. REFERENCES
 http://www.csc.gov.ph/new-updates/1391-comply-with-publication-
requirement,-csc-tells-agencies.html
 https://www.dbm.gov.ph/wp-
content/uploads/Issuances/2009/Circular%20Letter/CL2009-8/cl2009-8.pdf
 https://www.pahrodf.org.ph/events/learning-events/hr-
symposium/2014/resources/competency-based-recruitment-guidebook-opt.pdf
 https://jaylovette.wordpress.com/2011/10/12/measuring-performance-in-the-
philippine-local-government-units-lgus/
 https://www.pahrodf.org.ph/partners/cpos-and-psps/civil-service-commission-
1/2011-2012/HROD%20Plan/Prioritised%20HROD%20Interventions/cscx-a-11-
03/uploaded-documents/misc_2/guidebook-on-the-strategic-performance-
management.pdf
 https://www.dbm.gov.ph/wp-
content/uploads/Issuances/2014/Budget%20Circular/Budget%20Circular%20No.%2
02014-2.pdf

22. Program to Institutionalize Meritocracy and Excellence in Human Resource
Management (PRIME-HRM)
 Program on Awards and Incentives for Service Excellence (PRAISE)