A proposal for the Philippine Government to standardize the appointive positions in its bureaucracy. the concept of shifting to competency-based competency standards will do away with subjectivity, and setting government employees' capabilities to be measured against a nationally accepted system of competency standards for civil service. the implementation of the concept is proposed to be by stages: agency-level, rolled-up to department-level, and finally, national. standardization will facilitate personnel actions such as re-assignments, transfers, demotion and promotion, and most likely will diminish the practice of patronage and seniority rule; strengthens transparency and accountability

1. …in broad strokes
SUSTAINING AN ANTI-CORRUPTION DRIVE
HILARIO P. MARTINEZ 1
Standardizing Appointive Positions
in the Philippine

2. The Imperative of Public Service
HILARIO P. MARTINEZ 2

3. HILARIO P. MARTINEZ 3
Transacting Public’s Requests for Service

4. BASIC PREMISES
The Citizens’
Perspective
HILARIO P. MARTINEZ 4

5. Criticality of Competency-based HRD
System for Public Servants
HILARIO P. MARTINEZ 5
Government officials and employees takes an
oath to serve, protect and defend the country,
and the interest and welfare of the public
Government officials and employees are
entrusted with enormous resources drawn
and contributed by citizens-taxpayers
As stewards of huge state wealth and public
funds, they are expected to be intellectually
capable and armored with integrity
Competency, not civil service eligibilities,
builds professionalism and reinforces integrity
in the workplace

6. HILARIO P. MARTINEZ 6

7. Calibrating the RISK to Public Service
HILARIO P. MARTINEZ 7
Novices/
Transferees
₱
$
SALARY STANDARDIZATION
Uncertified and
Unassessed Incumbent
Officials and Employees

8. Dismal Office Challenges
HILARIO P. MARTINEZ 8

9. HILARIO P. MARTINEZ 9
The Unquantified Effects of Misfits in
Public Service

10. Which should be a common scenario
in a government office?
MEDIOCRITY =
INCOMPETENCE
CERTIFIED as
COMPETENT
HILARIO P. MARTINEZ 10

11. How should workers’
capability be determined?
Comparing Worker to Worker Comparing Worker to Standard
HILARIO P. MARTINEZ 11
E D U C A T I O N E X P E R I E N C E
OR

12. SAME
Why Rationalize to a Competency
System?
HILARIO P. MARTINEZ 12

13. BUILDING ON COMPETENCY
- a foundation of public service
Shifting to a verifiable, evidence-based system
to reinforce transparency, accountability and
professionalism in Public Service
Knowledge
SkillsAttitude
WHAT
WHY HOW
COMMIT-
MENT
HILARIO P. MARTINEZ 13

14. HILARIO P. MARTINEZ 14
Competency System in the Civil Service

15. The Objective
HILARIO P. MARTINEZ 15
Aiming for a
“PERFECT Job-Fit”
in all departments

16. Competence  Performance
Observable
Behavior
Reference: UNESCO/UNEVOC-TVETpedia website 16HILARIO P. MARTINEZ

17. The Project
HILARIO P. MARTINEZ 17

18. What a Competency Standard is not!
HILARIO P. MARTINEZ 18
Statement of
Duties and
Responsi-
bilities
Areas of
Responsibilities
Job
Description

19. Competency Standard
of a Job Title
HILARIO P. MARTINEZ 19
* Competencies unique
to the Job Title

20. Structure of a Unit of
Competency Standard
Title of Unit of Competency(UC)
Elements
Element
Performance
Criteria
Range of
Variables
Variable
Range
E v i d e n c e G u i d e
CriticalAspects
ofCompetency
Underpinning
Knowledge
Underpinning
Skills
Underpinning
Attitude
Resource
Implication
Methodsof
Assessment
Contextof
Assessment
HILARIO P. MARTINEZ 20

21. 21HILARIO P. MARTINEZ
Performance
Application
Range
Evidence of
Knowledge
Evidence of
Performance
The Productive Functions in a Unit of
Competency – the Elements

22. UnderpinningKNOWLEDGE
UnderpinningSKILLS
UnderpinningATTITUDEHILARIO P. MARTINEZ 22
NOTE: Non-compliance may
constitute corrupt practices

23. CONCEPTS
PROCESSES
LAWS/
POLICIES
REGU-
LATIONS
PROCE-
DURES
GUIDE-
LINES
INFOR-
MATION
ETCETERA
…
BEHAVIOR
TRAITS
INTER-
PERSONAL
RELATION
VIRTUES
DEMONS-
TRATED
LANGUAGE
TEAM
RESPONSI-
BILITY
ETCETERA
…
FINANCIAL
MGT
SYSTEMS
ANALYSIS/
DESIGN
PROBLEM
SOLVING
RESOURCE
MGT
HUMAN
RESOURCE
MGT
COMPUTER
AIDED
DESIGN
ETCETERA
…
HILARIO P. MARTINEZ 23

24. Sample of a Unit of Competency for a
Standardized Government Job Title
HILARIO P. MARTINEZ 24

25. Sample of a Competency Standard for
a Standardized Job/Position Title
CORE Competencies BASIC Competencies
Use of I.C.T.
Lead and
manage
work teams
Apply
problem
solving in
workplace
Demonstrate
profes-
sionalism in
workplace
HILARIO P. MARTINEZ 25
Plan and
Direct Policy
Inputs
Design
Systems,
Projects and
Programs
Deploy
Policies to
Stakeholders
Manage
Resources
UC #1
UC #2
UC #3
UC #4

26. Incomplete/
Substandard
Work
Subpar
Performance
Wasted
Logistics/
Resources
Delay in
Delivery of
Public Goods
/Services
Probable
Irregularity/
Fraud Alert
What about
ELIGIBILITY? Does
it serve anything
similar to these?
26HILARIO P. MARTINEZ
Non-Compliance to Competency
Standard could indicate …

27. Choosing the better
qualified Civil Servant
HILARIO P. MARTINEZ 27

28. OUTLINING THE PROJECT
Requiring excellent Project
Management skills, high-level
Coordination and use of Technology
HILARIO P. MARTINEZ 28

29. Key Players in Job Standardization in
Government Bureaucracy
Department of Budget and
Management Civil Service Commission
HILARIO P. MARTINEZ 29

30. Establishing a Competency System
STANDARDIZARTION
FUNCTIONAL
ANALYSIS
COMPETENCY
DEVELOPMENT
WORKPLACE
30HILARIO P. MARTINEZ
COMPETENCY
STANDARDS
TRAINING
STANDARD
ASSESSMENT
INSTRU-
MENTS
TRAINORS
ASSESSORS
DEP’T A
DEP’T B
DEP’T C
DEP’T D
DEP’T N
...

31. Structure of Government Workforce
HILARIO P. MARTINEZ 31
CRITICAL CHOICE!
LEVEL 3

32. The dual engines in an Organization
Mission-Critical Systems
Administrative and Support
Systems
HILARIO P. MARTINEZ 32

33. Basic points that need clarification
regarding government entities
Aside from this classification, clients and needs
being served, what differentiate a NGA, LGU,
GFI, and GOCC from each other?
Except for peculiarity in mandated core
businesses, are their technical and
administrative support systems differ from
each other?
Do they employ distinct concepts, practices
and tools of sciences, mathematics,
accounting, legal and technologies not
applicable to other government agencies?
NOTE: NGA – National Government Agency; LGU – Local Government Unit; GFI - Government Financial Institutions; GOCC – Government-Owned and
Controlled Corporations
HILARIO P. MARTINEZ 33
Most likely,
the only
basic
difference
is the
NAME of
the agency

34. Engineering Perspective of
Organization Systems
Hierarchy of Disciplines*
Inherent in an Agency
•ACCOUNTANCY
•ENGINEERING
•BANKING
•FINANCE
•ECONOMICS
•TECHNOLOGY
• etc
CORE
discipline/s
• EDUCATION 
Engineering
• ECONOMICS  Statistics
• ENGINEERING  Law
• ACCOUNTANCY 
Engineering
• etc.
Complimenting
disciplines
• ECONOMICS  Statistics
 HRD, Engineering …
• ENGINEERING  Law 
Accountancy, HRD …
• etc.
Support
disciplines
Functional Perspective
* Variation
depends on
the legal
mandate and
business of
concerned
agencies;
specific, not
subject to
discretion
HILARIO P. MARTINEZ 34

35. Format of Qualification Standard in the
Philippine Civil Service System
Position Title
By
rank
Position Identifier
Salary Grade
(1 to 30)
Level (1, 2, & 3)
Sector (Nat’l, Local,
Finance Inst’n,
Gov’t Corp.)
Qualification
Education Training Experience Eligibility
HILARIO P. MARTINEZ 35
Position Salary Grade Level Sector Education Experience Training Eligibility
NO
SKILLS!

36. The most redundant issues in the
prevailing Q.S.*
36
•In what
other/prior
job/s?
•What valid
accomplish
ments?
•Training in what
what field?
•What are the
pertinent
capabilities and/or
skills acquired?
•Most preferred/
job-specific?
•Least preferred/
least priority?
•Which sector is
unique?
•Unique in what?
How? What make
the Sectors
different
from each
other?
What is
relevant
education?
What is
relevant
experience?
What is
relevant
training?
HILARIO P. MARTINEZ* Q.S. – Qualification Standard

37. 1 Job, 1 Position, 1 Standard
HILARIO P. MARTINEZ 37

38. Prospective National Qualification Framework
Level D e s c r i p t i o n
NQF-6
• Work involves analysis, diagnosis, design, planning and execution across a broad range of technical and/or
management functions including policy inputs, information analysis and contribution to the development of a broad
plan, budget or strategy.
• Responsibility also includes judgment in planning, design, technical or leadership/ guidance functions related to
programs, projects, services, operations or procedures.
NQF-5
 Perform development of planning initiatives, as well as personal responsibility and limited authority in performing
routine technical operations or organizing/managing others
 Work also involve planning and evaluation of functions, initiation of alternative approaches to technical and/or
management requirements
NQF-4
• Perform broad range of skilled applications including requirements to evaluate and analyze current practices,
develop procedures and provision of leadership and guidance to others in the team and in the application of
planning skills
NQF-3
• Perform a defined range of skilled operations usually within a range of broader related activities involving known
routines, methods and procedures, where some discretion and judgment is required in the selection of resources,
assigning and assessing staff performance, distribution of workloads, services, or contingency measures and within
known time constraint
NQF-2
 Perform a defined range of varied activities where there is a clearly defined range of context in which the choice of
actions required is usually clear and there is limited complexity in the range of options to be applied and some
accountability for the quality of outputs
 Assignments usually include routine activities involving individual responsibility or autonomy and/or collaboration
with others as part of a group or team
NQF-1
 Perform a defined range of activities most of which may be routine and predictable tasks.
 Assignments are usually provided by a supervisor or an employee at a higher category who gives simple
instructions and makes clarifications or suggestions when necessary
HILARIO P. MARTINEZ 38

39. The higher the level, the greater the burden
Authority & Responsibility
Authority & Responsibility
Authority & Responsibility
Authority and
Responsibility
Authority and
Responsibility
Authority and
Responsibility
Competency & Performance
Competency & Performance
Competency & Performance
Competency and
Performance
Competency and
Performance
Competency and
Performance
EXPECTATION ACCOUNTABILITY
HILARIO P. MARTINEZ 39

40. Development of Competency Standards for
Agency-specific Position Titles by
Concerned Departments/Agencies
HILARIO P. MARTINEZ 40

41. Delegating the Development of
Competency Standards for Admin. &
Technical Support to Appropriate Agencies
HILARIO P. MARTINEZ 41
WORK PROCESSES

42. Adapt and
Overcome
CSC
DBM
PRES.GOV.PH
Development Strategy Implementation Strategy
the CHALLENGE for CHANGE
HILARIO P. MARTINEZ 42

43. Proposed Standardization Rules
GUIDED
MANDATE
DEGREE OF
RELEVANCE to
HILARIO P. MARTINEZ 43

44. By Stage Implementation of Job
Standardization Process
Agency-Level
Department-Level
National-Level
HILARIO P. MARTINEZ 44
AGENCIES
AGENCIES
COMPETENCY STANDARDS
IN GOVERNMENT
Level 3
Level 2
Level 1

45. INITIATING THE PROJECT
Requiring Commitment and Dedication, most of all TEAMWORK
HILARIO P. MARTINEZ 45

46. Drawing out the Agency’s Business
Processes
HILARIO P. MARTINEZ 46

47. Competency Standard by Agency Level
HILARIO P. MARTINEZ 47

48. Agency Standardization Process
Guided Workshops
[Workplace-based]
Agency-specific
COMPETENCY STANDARDS
Current Agency
PERSONNEL
QUALIFICATION STANDARD
PROCESS
HILARIO P. MARTINEZ 48

49. Agency-Specific Positions – Initial Output
ADAPTED
HILARIO P. MARTINEZ 49

50. Illustrative Generic Sample
Division Chief – Various Agencies
STANDARDIZED JOB –
Competency Standard for
Division Chief Position
HILARIO P. MARTINEZ 50
PORTABILITY

51. ACCOUNTANT
Bookeeper
Examiner
Secretary
Nurse
Medical Doctor
Budget Officer
Computer Programmer
DRIVER1
BUYER
Division
Chief
UTILITY
LOAN
OFFICER
REVENUE
OFFICER II
EXECUTIVE ASSISTANT
REGIONAL
ENCODER
ASST.
HILARIO P. MARTINEZ 51
Competency Standards for
Government Position Titles

52. Pos A Pos B Pos C Pos D Pos E Pos F
Building an Agency’s Competency Map
From Competency Standard of
Agency Position Titles …
… To an Agency Competency
Map Reflective of its Processes
HILARIO P. MARTINEZ 52

53. Competency Standards Formulation -
Department Level Process
HILARIO P. MARTINEZ 53
* CS – Competency Standard
*

54. Consolidation of Agency-CS at
Department Level
SUBORDINATE
BUREAUS
SUPERVISED
AGENCIES
ATTACHED
AGENCIES
HILARIO P. MARTINEZ 54

55. COMMITTEE REVIEW
Department
Level
Competency
Standardization
Process
HILARIO P. MARTINEZ 55

56. National Integration of Competency Standards
for Appointive Positions in Government
Consolidated Competency
Standards – Department Level
Consolidated Competency
Standards – National Level
HILARIO P. MARTINEZ 56

57. HILARIO P. MARTINEZ 57
NQF – National Qualification Framework
(Slide # 30) basis for classification
and grouping of positions for SG
SG - Salary Grade

58. Probable Job Variations per Group
with Equivalent Competency Standard
NATIONAL
QUALIFICATION
LEVEL
1 2 3 … n
SG11
SG12
SG13
SG14
SG15
* - the number of Jobs with equivalent Competency
Standard may vary, and not necessarily limited to this
illustrative example
HILARIO P. MARTINEZ 58
(Applies uniformly to all NQF
levels and Salary Grades)

59. HILARIO P. MARTINEZ 59
National-Level Competency Standards
of Appointive Positions in Government
COMPETENCY STANDARDS OF
STANDARDIZED
POSITIONS
for COMPETENCY ASSESSMENT *
P A S S [ 1 ] o r F A I L [ 0 ]
* See www.slideshare.net for “Competency
Assessment System for the Phil. Civil Service”

60. Resulting Breed of Civil Servants
HILARIO P. MARTINEZ 60

61. The Impact of Appointive Position Title
Standardization cum Competency System
HILARIO P. MARTINEZ 61
BETTER and
PROFESSIONAL
WORKFORCE

62. Why STANDARDIZE Appointive
Positions?
To establish
Benchmarks
To enhance
Performance
To support
Transparency
To facilitate
Good
Governance
To reinforce
Accountability
To instill &
Maintain
Discipline
HILARIO P. MARTINEZ 62

63. Upgrading of the Qualification Standard for
Civil Service – a parallel step
Competency-based Quality-focused
Objective & specific
alternative measures
Merit-based reward &
promotion system
Teamwork-bias
personnel selection
Performance-based
security of tenure
HILARIO P. MARTINEZ 63

64. HILARIO P. MARTINEZ 64
The Imperative for
Change – the shift to
Competency System
for a Better and
Professional
Workforce in
Public Service

65. The Standardization Pyramid
LOOKS
RATIONAL!
HILARIO P. MARTINEZ 65

66. A
PROBABLE
REALITY OR
JUST A
WISH?
HILARIO P. MARTINEZ 66

67. A basic factor to have real change in
Civil Service
HILARIO P. MARTINEZ 67