S TRATEGIC C OMPETENCY-BASED M ERIT S ELECTION PLAN PROVINCIAL GOVERNMENT OF DAVAO DEL NORTE
TABLE OF CONTENTS
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CHAPTER 1 4
Results-based Performance Management Framework and Strategy Map of the Provincial Government of Davao del Norte
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B.E.S.T P.E.O.P.L.E and the Executive Legislative Agenda Development Framework
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Legislative Agenda
15
20
SP Strategies and Action Agenda
CHAPTER 2 20
Section 1. Objectives
43
21
Section 2. Coverage
45
22
Section 3. Policies
25
Section 4. Definition of Terms
28
Section 5. Procedures
Section 6. Protest Section 7. Composition of the Provincial Human Resource Merit Promotion and Selection Boards (PHRMPSB)
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Section 8. Functions and Responsibilities
52
Section 9. Effectivity
52
Section 10. Commitment
INTRODUCTION The Resource View of a Firm considers Human Resource as a capital or
This Strategic Competency-based Merit and Selection Plan links the
asset that significantly contributes to the attainment of organizational goals.
Strategic Direction of the Provincial Government of Davao del Norte and
This concept puts premise on productive workforce management through
the Guidelines set by the Civil Service Commission on the recruitment and
the establishment and implementation of efficient HRM systems.
selection of workforce.
Moreover, the Strategic Human Resource System Framework presents the blueprint from which HRM systems could critically promote the attainment of organization’s vision, mission and strategic goals. This framework outlines the specific HR system requirements and HR systems integration to achieve organizational goals.
This link aims to employ individuals who have the competencies of transforming functions into concrete outputs that contribute to attaining departmental objectives and PGDdN sectoral goals. It is expected that with the implementation of this Plan, the people behind the B.E.S.T P.E.O.P.L.E, will become the best and most valuable resource in
In the context of Philippine governance, the Civil Service Commission (CSC) has enjoined government agencies to implement a Merit and Selection
making the best of of Davao del Norte even better. Basta DAVNOR, the Best.
Plan pursuant to Rule IX of the CSC Resolution No. 1701009, dated 16 June 2017, otherwise known as the 2017 Omnibus Rules on Appointment and Other Human Resource Actions. The provisions of the said Rule serve as guidelines in the recruitment and selection of talents based on merit and fitness, with strong emphasis on equal opportunity for employment. Moreover, CSC has mandated every government agency to implement the Program to Institutionalize Meritocracy and Excellence in Human Resource Management or PRIME-HRM. This Program provides, among others, government agencies with standards in implementing a recruitment and selection system that significantly contribute to the attainment of their respective mandatesand goals. Strategic Competency-Based Merit Selection Plan |
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CHAPTER 1 Organizational Anchors of the Provincial Government of Davao del Norte and the Strategic Direction of the Provincial Human Resource Management Office It is expected that with the implementation of this Plan, the people behind the B.E.S.T P.E.O.P.L.E, will become the best and most valuable asset of the Provincial Government of Davao del Norte. Basta DAVNOR, the Best.
VISION A premier province in producing export-quality agricultural products that are globally competitive, with climate change adaptive and risk-resilient communities, social equity, improved quality of life under a transparent and responsive governance.
MISSION
CORE VALUES
We the officials and employees of the provincial government of Davao del Norte, commit ourselves to uplift the quality of life for all Dabaonons through: • Transparent, effective and gender responsive governance; • Adopting a science-based policy in agriculture, climate change adaptation and disaster risk reduction and management; • Providing adequate facilities and services; and • Providing avenues for people’s participation.
INTEGRITY COMPETENCE COMMITMENT
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Result-based Performance Management Framework and Strategy Map of the Provincial Government of Davao del Norte This Provincial Strategic Directions are consistent
Harmonized Results-based Performance Management System (RBPMS) SOCIETAL GOALS/ OUTCOMES
the National Results-based Performance
SER
Management Framework (RBPMS), which is directly linked to the Executive Order No. 43, which
Socio-Economic Report
SECTORAL GOALS/ OUTCOMES Human Development & Good Governance & Anti-Corruption Poverty Reduction
with Administrative Order No. 25, Implementing
identifies five (5) key result areas in his Social Contract with the Filipinos, namely:
Economic Development
Security, Justice, and Peace
Climate Change Adaptation PPARC
Good Governance and Anti-corruption;
Priority Program Accountability Report
ORGANIZATIONAL OUTCOMES MAJOR FINAL OUTPUTS (Citizen-focused Service & Product Results)
Financial Stewardship
Internal Process
Leadership, Learning & Growth
Strategic Performance Management System (Individual)
Human Development and Poverty Reduction;
MARC-I MFO Accountability Report Card
Economic Development;
MARC-II Management Accountability Report Card
Security, Justice and Peace; and
This result driven, logical framework attempts to highlight citizen-focus outputs and links the drivers of organizational performance, namely: financial stewardship; internal process efficiency; and leadership,
Climate Change Adaptation
learning and growth, to the higher level sectoral goals and desired outcomes. From the above RBPMS, all government organizations and entities, prepare their strategic directions, including a strategy map to illustrate their objectives in contributing to the National overall sectoral goals and outcomes. Strategic Competency-Based Merit Selection Plan |
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In crafting the Agency’s Balance Scorecard, the Provincial Government of Davao del Norte revisited and reviewed the PGODdN Strategy Map, Vision, Mission, Values and several strategic goals/objectives that are grouped in accordance with the RBPMS scorecard, labeled as perspectives, namely : (1) Stakeholders, (2) Processes, (3) People, (4) Finance, and (5) Partners.
STRATEGY MAP
Government of Davao del Norte
PGO-DDN VISION A premier province in producing export-quality agricultural products that are globally competitive, with climate change adaptive and risk-resilient communities, social equity, improved quality of life under a transparent and responsive governance.
CORE PURPOSE Uplift Quality of Life
STAKEHOLDERS
Provision of Basic Needs Adequate Facilities Effective Local Governance
PROCESS
VALUES Competence
PEOPLE
Commitment
FINANCE
Integrity
PARTNERS
Human Development and Poverty Reduction Customer Service Climate Change/Effective Environment Improve/Promote Transparent Administrative Justice
Economic Development, Security, Justice and Peace, Good Governance and Anti-Corruption, Effective Social Governance
Enhance the Competency Of Our Workforce Ensure Efficient Management of Financial Resources Cultivate Partnerships with Local and International Institutions Strategic Competency-Based Merit Selection Plan |
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The Strategy Map puts coherence to the vital elements of the people-centered development thrusts of Governor Antonio Rafael G. Del Rosario, enshrined in his B.E.S.T. P.E.O.P.L.E. Development Agenda. The crafting of the Balance Scorecard is based on the five perspectives in the strategy map and the Seal of Good Local Governance of the Department of the Interior and Local Government.
The B.E.S.T. P.E.O.P.L.E. Development Agenda of
B.E.S.T P.E.O.P.L.E and the Executive Legislative Agenda Development Framework
enhance and expand the development directions
Governor Antonio Rafael G. del Rosario desires to that was started by the previous administration of Governor Rodolfo P. del Rosario. BEST PEOPLE aims to attain a culture of excellence among our people, not only to empower them,
PEOPLE EMPOWERMENT
Overarching Goal
(Social, Economic, Moral, Educational)
Development Strategy
B.E.S.T. P.E.O.P.L.E. COMPETITIVENESS ECONOMIC
GOVERNANCE
Enhanced Agri-Aquaculture
Transformative Leadership
Sustainable Tourism
Link to the World
Public Infrastructure Public-Private Partnership
WELFARE ENVIRONMENT Balanced Ecology
SOCIAL SERVICES
Key Areas
Employment and Livelihood Opportunities
competitive and better prepared in the face of impending globalization and climate change. The strategies, programs and projects under BEST PEOPLE are aligned with the development thrusts and priority directions of the national government
Major Sectors
under the administration of President Rodrigo R. Duterte. The acronym stands for Balanced Ecology; Enhanced Agri-Aquaculture; Sustainable
Education and Sports Optimum Health & Social Services
but also to make them correspondingly more
Tourism; Transformative Leadership; Public Infrastructure; Education and Sports; Optimum
Components
Health and Social Services; Private-Public Partnership; Link to the World; and Employment and Livelihood Opportunities. These development directions are also spelled out in the ExecutiveLegislative Agenda (ELA) of the Province, which was jointly undertaken by the said branches of the government.
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The new administration in the Provincial Government of Davao del Norte ushered in a new centerpiece of the development agenda, which is reflected in the latest Executive-Legislative Agenda of the province covering the period 2016-2019. The new ELA is aiming towards building the “Abilidad at Malasakit” (AMA) brand of governance. “Abilidad” stands for Competitiveness Cluster, which subsumes Economic and Governance Sector. On the other hand, “Malasakit” represents the Welfare Group that covers the Environment and Social Sectors. Moreover, these strategies further intend to foster a close-knit and concerned community that can address the needs of poor constituents, allowing them access to resources that can uplift their lives.
Programs/Projects/Activities
Cluster Competitiveness Cluster
Sector Economic Sector
Sectoral Goals
Major Development Programs
1. Enhanced Agri-Aquaculture - agriculture will continue to be a key player of our economy. The challenge of globalization necessitates an increased competitiveness in all backward and forward linkages in the value chain of high valued agricultural products. 2. Sustainable Tourism - to capitalize on our world-class natural attractions, historical ad cultural sites and agri-related destinations. 3. Employment and Livelihood Opportunities - strengthen livelihood programs and to push MSME development and provide access to financing and product, skills development and investment promotion. 4. Public Infrastructure - build a better physical anda digital infrastructure, as well as inter and intra linkages and accessibility.
Governance Sector
1. Transformative Leadership - foster good governance. The kind that capacitates the LGU to efficiently and effectively address the needs and deliver better services to its constituents. To adopt best practices and implement needed reforms. 2. Link to the World - advancement of required technologies that can link the province to the world, i.e. information technology, data bases and systems that will enhance work competencies and provide updated information.
1. Infrastructure Development Program 2. Agri-aquaculture Enhancement Program 3. Livestock Development Program 4. Trade and Investment Promotion Development Program 5. Tourism Development Program 6. Livelihooad and Skills Development
1. Peace and Order Program 2. Human Capital Enhancement Program 3. Human Resource Development Program 4. E-governance Program 5. Knowledge Management Development Program 6. Government Facilities Upgrading Program 7. Financial Resources Manangement Program 8. Public Fiscal Management Program 9. Legislative Program
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Programs/Projects/Activities
Cluster Welfare Cluster (Malasakit)
Sector Social Sector
Sectoral Goals
Major Development Programs
1. Optimum Health and Services
1. Health governance Program
2. Education and Sports To ensure an effective provision of quality health care, education and other social services so as to be able to promote equity and human resource development. The province has an abundant supply of human resource, which is an important capital for economic development and nation-building. 3. Public-Private Partnership - enjoin active participation and support of the public sector in various development undertakings of the province.
Environment Sector
1. Balanced Ecology - implement significant interventions that will ensure sustainable development, the preservation and conservation of natural resources and provide initiatives for both lowland and upland communities as custodians of our natural and endemic resources. To prepare communities to be more adoptive to climate change and more resilient to the wrath of calamities.
2. Family Health Care Program 3. Environmental Health Program 4. Disease Prevention and Control Program 5. Health Care Services Program 6. Sports Development Program 7. Education Assistance Program
1. Integrated Watershed Development Program 2. Natural Resources Management and Protection Program
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Legislative Agenda The Sangguniang Panlalawigan (SP) has three (3) core functions in the discharge of its authority in local legislation. The Legislative function is the power of the SP to legislate measures and policies
As such, the SP’s tasks and responsibilities were grouped and clustered by areas of legislation. This approach that has authoritative permission and sanction by the DILG was proven effective and compendiary in categorizing the level or degree of action that the SP has to undertake. In fact, the performance outputs being submitted by the SP to the concerned agencies and the State were classified based on said approach or development themes.
as provided in Republic Act 7160. It is for this reason that the executive and legislative departments of the LGU should coordinate their priorities and thrusts and guarantee that their actions are mutually or conjointly supportive of each other’s shared and common goals. On the other hand, the Quasi-Judicial Function of the Sanggunian is its authority to conduct administrative investigations to some erring component City and Municipal Officials and provide penalties as a result of their administrative offense. It also hears appeals of the barangay officials that were proven guilty by their respective city and municipal councils. On the other hand, the Oversight function is the jurisdiction of the SP to monitor, assess and evaluate the legislations it enacted or approved as to whether or not it is
Governance area of legislation has been defined as those measure that are closely limited to the effective performance of public administration and its relationship to the private sector and civil society, characterized by the norms of accountability, transparency, equity and citizen participation while Administration area of legislation refers to the performance of executive duties for the effective delivery of public services. On the other hand, Social Services area of legislation focuses on peace and order, man-made and natural disasters and calamities, moral ascendancy, education, health, sectoral denominations, vulnerable groups in the community, culture and the arts, among others. In other words, the legislations are focused in the promotion
properly implemented.
of social well-being of the Province. Economic Development area of legislation
Legislative Agenda has been defined as the package of priority policies
revenue generation, investment promotions, supply and demand cycle and economic
and legislative measures designed to support local government
standards of the constituency. Environmental Management area of legislation aims
priorities, particularly those contained in the Executive Agenda. The
for the passage of measures necessary for the protection of the environment and
Legislative Agenda will also function as work compass for the SP in
natural resources specifically against pollution and preservation of the natural
setting its direction towards the achievement of its targeted legislative
ecosystem in the province in consonance with approved standards in human
goals. Its focus will be concentrated or directed to the provisions
settlements and environmental sanitation.
refers to legislative activities that focus on the enhancement of local economy by
of the Legislative Agenda so as to synchronize and put together legislative actions with Executive Agenda’s stipulations. Strategic Competency-Based Merit Selection Plan | 11
Governance Area of Legislation Under the GOVERNANCE AREA OF LEGISLATION, the SP is bound to ensure that fitting legislations shall be addressed to financial accountability,
Purchase of vehicles that can readily access the remotest barangays of the Province especially during hearings and consultations.
transparency, citizen participation, equity and local legislation. Through structured approach, the SP may adopt an Open-Door Policy type of governance to ensure people’s accessibility to the transactions being undertaken in the Provincial Government Center.
Legislation separating and improving the present Legislative Information Management System by providing direct access to legislative documents and information to all component LGUs.
Expanding the composition of persons in authority of Local Special Bodies subject to the limitation of existing National law for the purpose.
Legislate BPATs Training and Professionalism Program Operationalization of TASK FORCE DAVNOR
Documentation of the Indigenous Political Structure in the Province
Comprehensive Capability Building for IPMR in all LGU levels
Pursuing the already approved establishment of the Inclusion of SP Members to participate in the planning and implementation phases of programs and projects by the Executive Department’s frontline departments in reference to SP Member/s assigned standing committee subject to the limitation of interdepartment courtesy and relations.
Youth and Sports Development Center in two (2) Congressional districts of Davao del Norte
Other legislations relative to Governance
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Administrative Area of Legislation
Construction of two (2) Congressional Building for Legislative District I and II
Under the ADMINISTRATIVE AREA OF LEGISLATION, the SP shall prepare legislation for the implementation of structured development planning, revenue generation, relevance allocation and utilization, Human
Pursue Transformative Leadership through empowerment
Resource Management and Development including Customer Services.
of persons in authority by implementing Continuing Legal Education Program (CLEP) to eleven (11)
Subject to consultations with the Provincial Human Resource Management Office, the SP shall institutionalize the Human Resource Development Plan to produce effective and inspired DDN workforce. Strengthen Electronic Data Processing Service with website or develop own site and provide relevant online information
Pursue Transformative Leadership through the promotion of public safety and security by implementing the existing ordinance for peacekeepers organizations of the Province
Possible distribution of IT Equipment to qualified public schools both elementary and secondary
Implement the call of Pres. Rodrigo R. Duterte through legislation the operation of One-Stop-Shop in payment of revenue, licensing
Institutionalize the existing shelter assistance program of the
and other tax impositions of the Province
Province for the homeless poor
Construction of New Legislative Building
Provide mechanism through legislation the possible shortening or streamlining of in-house transactions in financial offices of the Provincial Government
Construction of PCL, FABC and IPMR Multi-Purpose Building Other legislations in relation to Administration Strategic Competency-Based Merit Selection Plan | 13
Social Services Area of Legislation Under the SOCIAL SERVICES AREA OF LEGISLATION, the SP shall propose
Legislation pertaining to Medical
legislations for the improvement of health/nutrition, education, basic
and Burial Assistance to all
utilities, peace and security, disaster preparedness, among others:
Barangay Officials Provision of PhilHEalth Coverage
Adoption of Provincial Declaration of
Establishment of worldwide Social and
Commitment to Food Security
for IP Families including medical
Policy Web Portal
and burial assistance for them
Propose to the Local Chief Executive the
Regular provisions of reading materials
formulation of Implementing Rules and Regulations (IRR) relative to the ordinance providing measures on domestic violence Passage of legislation regarding sustainable development for Senior Citizens Provision of medicines and Hospitalization Assistance for Senior Citizens
and school supplies and materials
Implement Libreng Gupit Program
including IT equipment and software
Province-wide
to Public School, both elementary and secondary levels
Allocation of funding to each SP
Regular conduct of Supplemental
Member for the sustenance of
Feeding to Public Schools, both
the proposed Medical and Burial
elementary and secondary levels
Assistance of SP Davnor
Support through provincial financial
Possible donations of bicycles to
allocation to BrigadaEskwela Program of DepEd
BHW s of the Province
Sustainable livelihood for KABALIKAT
Legislate measures that shall provide
Conduct of regular seminar/
CIVICOM
cash incentives to DavNor PRC National
symposia on gender-sensitivity
Board/Bar Topnotchers
and family
Provide legislations for all-inclusive
Other legislations in relation to
scholarship program
Social Service
Provision of Packaged accident, health insurance, Burial and Hospital Assistance to PCL Members
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Economic Development (Structured)
Initiate advocacy, promotion and development of Small and Medium Enterprises
For Economic Development Area of Legislation, the SP is bent on dispensing legislation for agriculture and fisheries development as well as business or commerce, enterprise and industrial promotion
Comprehensive loan program to all accredited cooperatives in the Province
Legislate regulations that shall provide opportunity to the unemployed residents of the province to be hired in public works projects, either locally, nationally or foreign-funded
Establishing mechanism through legislating the provisions of equipment for Meat Processing Plants
Institutionalizing the Annual Farmers’ Training
Provide assistance to market vendors for the construction
Program
of LARAYAN ROOFING
Enhancement of the Ancestral Domain Sustainable
Advocate the prioritization of cooperatives, NGOs and other
Economic Development and Protection Plan by
legitimate sectoral groups for livelihood funding assistance/
legislating the same
soft loans from the Province
Establishing the Livelihood Assistance Program for tricycle drivers, market vendors, women workers, farmers, unemployed parents, fashion handcrafters
Enforcement through IRR, the legislated creation of Davao del Norte Consumer Welfare and Price Coordinating Council
and Food Processors
Possible adoption of the Local Economic
Other legislations in response to Economic Development
Transformation Program for Local Government
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Environmental Management (Structured) As to the ENVIRONMENTAL MANAGEMENT Area of Legislation, the SP will ensure that Natural Resource Management, waste management and
Legislate fisheries and aquatic management as inclusions in the local development plan
Pollution Control shall be one of its priorities.
Operationalizing the observance of ECOTOURISM MONTH every month of June so as to showcase
Pass legislations to deter the possible outbreak of air,
ecotourism programs of the Province
water and food-borne diseases in the Province.
Pushing for the regular Tree Planting Program of the Province through appropriate legislation
Inclusion of environmental management programs as topic in all fora, symposia and seminars sponsored by the Provincial Government
Propose for sufficient fund in implementing the flood control program of the Province Other legislations concerning environmental management Possible legislation for the demolition of alleged structures along LGU water subject to the limitation provided by existing laws
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SP Strategies and Action Agenda
These standing Committees may be supported by Ad Hoc or Special Committees by operation of SP’s Internal Rules of Procedure (IRP) to take –up distinctive matters or issues affecting the implementation.
To implement the Legislative Agenda and its subsequent integration to ELA, the SP shall mobilize its twenty-seven (27) Standing Committees to conduct legislation activities and subsequently determine the appropriate legislative requirements to realize the objectives of the ELA through the following:
Committee Meeting
Given the B.E.S.T. P.E.O.P.L.E. Development Strategy of the present administration, all the key areas and its major sectors including components shall undergo the usual and accepted procedural steps or domains in local legislation with the mutually adopted ELA as its groundwork.
Committee Hearing
Public Hearing
Inquiry in aid of legislation
Inter-Department Consultations
Conduct of Backstopping and Research by the SP Support Service Office
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PGDdN HR Vision PGDdN HR Vision statement articulates what the Agency envisioned their HR/talents in the organization. The desired picture implies key competencies that the workforce (emphasized as “Talents” of the organization) possess towards delivering excellent public services for the constituents of the province.
From PGDdN’s strategic HR vision, an HR philosophy and a set of principles (the figure below), served as guide in the development of the PHRMO strategic HR directions like the vision, mission and strategic objectives.
HR PHILOSOPHY/PRINCIPLES We, the HR/talents are valuable assets, dedicated to perform duties and
PGDdN HR VISION
responsibilities with high ethical standards in sustaining good governance. We believe... …. on the core values of integrity, competence and commitment which will lead to high productivity and public service excellence;
The Provincial Government of Davao del Norte Human Resource (HR)/Talents are technologically competent, enterprising, gender sensitive, ethical and engaged towards a responsive and efficient public service.
…. we are strategic partners to organisational change; ….. in the value of fostering and nurturing an enabling working environment; …. in the importance of 60% experience; 30% coaching and 10% classroom type of learning; ..... in the concept of self-initiated learning to harness our individual competencies towards optimizing opportunities for development.
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The Provincial Human Resource Management Office aims to improve its capacity in performing HR functions which is clearly stated in the PHRMO Vision and Mission Statements.
The HR systems, clustered into two areas: HR development (HRD) and HR management (HRM), are shown in HRM and HRD Balance Scorecard, respectively. To ensure alignment with the PGDdN Strategy Map and its corporate Balance Scorecard. PHRMO also formulated their own office
PHRMO VISION
PHRMO MISSION
level scorecard to map out the strategic intent and deliverables that will contribute to the attainment of the strategic HR vision and mission.
We are highly motivated,
We exist to fulfil our mandates in
technically adept HR
Human Resource Management and
Also, supportive of the CSC policies on the SPMS and PRIME, each scorecard
practitioners and strategic
Development through consultation
contains strategic objectives, (also referred as goals), and its metrics i.e., the
partners to organisational
with various stakeholders by
change, working in a harmonious
providing gender sensitive, effective
attain each objective. Following the Balance Scorecard terms, the initiatives
workplace and managing a
and efficient program anchored
refer to programs, projects or major activities (PPAs) that will be conducted
fully integrated system for the
on the Program to Institutionalize
delivery of quality and prompt
Meritocracy and Excellence in
HR services.
Human Resource Management
corresponding measures or performance indicators and the initiatives to
by the PHRMO to help achieve their strategic objectives and priorities at both office and individual level.
(PRIME-HRM).
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PHRMO Balance Scorecard Strategic processes
Metrics Measure
Initiatives (PPAs)
• Number of person hours vis-a-vis HR outputs • Number of HR Modules implemented (7 modules: Recruitment & Management, Personnel Manament, Attendance Management, Payroll Management, Welfare & Development Management, Mobile & Web Services and Component & Other Requirements)
• Review of existing business process • Development of a fully automated and integrated Human Resource Information System (HRIS)
Individual Performance Commitment & Review (IPCR) 2. Competency-based HR infrastructure established 3. Competent people are recruited
4. Highly motivated employees
5. Enhanced competency of elective and appointive
Standard • Merit Promotion Plan
Competency- based Recruitment, Selection, & Placement with “Equal Opportunity” policy to address sexual division of labor”
• Satisfaction Rating • Presence of Program on Rewards, Awards, & Incentives for Service Excellence (PRAISE)
• Rewards and Recognition Program • Conduct of Job Satisfaction Survey (tool to be used is objective*).
• Percentage of PGDdN employees * meeting their job competency standards • No. of Learning & Development packages utilized/ activated
• Competency-based learning and development pro grams (ex., classroom learning/distance learning/ OJT/coaching, etc.) • Assessment of the existing learning and development programs
gation and by level) • Improvement of Performance Rating
• Conduct of mid-year performance evaluation and year-end operations review.
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Metrics
Strategic
Measure
strating and espousing the core values of integrity, competence and commitment
6. Succession System Established
health and wellness in the workplace.
-
Initiatives (PPAs)
meeting a VS (Very Satisfactory) Rating on customers satisfaction.
• Transformational Leadership Program planning Conduct of the following interventions: Feedback Mechanisms on ARTA, Gender Equality Seminar, etc.)
• No. of employees included/covered by the Succession Scheme • No. of employees utilizing self-directed learning
• Career Management Program • Linkage to developmental institutions, e-learning institutions
• No. of employees joining accelerated/ ladderized education
No. of employees utilizing self-directed learning • Health & Wellness Program
• Satisfaction Rating • Presence of Program on Rewards, Awards, & Incentives for Service Excellence (PRAISE)
- Sportsfest, Zumba Exercise, Spirituality and Moral Recovery activities, etc.) • Annual Executive/P.E. Check-up
* “Number of employees with sex-disaggregated data collected per measure/initiative”
The strategic objective Recruitment and Selection based on PHRMO Balance Scorecard is to appoint the most qualified applicants. The identified initiative for this objective is the formulation of a Competency-based Recruitment, Selection and Placement with emphasis on equal employment opportunity.
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CHAPTER 2 STRATEGIC COMPETENCY-BASED MERIT SELECTION PLAN OF THE PROVINCIAL GOVERNMENT OF DAVAO DEL NORTE
In line with the above-stated strategic anchors of the Provincial Government of Davao del Norte and in pursuance with the provisions of Rule IX of the 2017 Omnibus Rules on Appointments and Other Human Resource Actions and in adherence with the PRIME-HRM Standards, this Strategic Competency-based Merit Selection Plan (SCBMSP) of the Provincial Government of Davao del Norte is hereby established for the guidelines of all concerned.
I. OBJECTIVES Establish a system that is characterized by strict observance of the merit and fitness in the selection/promotion of employees for appointment to positions in the career service in all levels.
Create equal opportunities for employment for all, without unlawful discrimination on account of on account of gender age, sex, sexual orientation and gender identity, civil Status, disability, religion, ethnicity, or political affiliation.
Provide a guide for the strategic and transparent implementation of recruitment and selection including fair treatment protest against promotions.
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II. COVERAGE This SCBMSP shall cover career positions in the first and second level in the Provincial Government of Davao del Norte (PGDdN) and shall include original appointments and other related human resource actions. The Plan does not include the appointments to positions which are policy-determining, primarily confidential, or highly technical.
III. POLICIES Equal Opportunity Principle on Employment PGDdN is an equal opportunity employer. As such, it is the policy of the agency that in recruitment and selection, no one shall be unlawfully discriminated on the account of person’s age, sex, sexual orientation and gender identity, civil Status, disability, religion, ethnicity, or political affiliation.
Recruitment
In furtherance of its performance mantra, “Basta DavNor, the Best!”, PGDdN strives to be “An Employer of Choice”. As such, it is the policy of the agency to establish mechanisms that will attract the best and the most qualified applicants to apply to its vacant positions.
As an “Equal Opportunity Employer”, PGDdN shall allow and provide ways for everyone to apply to any vacant position without unlawful discrimination on the account of age, sex, sexual orientation and gender identity, civil Status, disability, religion, ethnicity, or political affiliation.
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Selection/ Promotion
4
The PHRMPSB shall serve as recommending body for the appointment. However, the final decision on whom to appoint shall be with the appointing authority. The PHRMPSB shall be primarily responsible for the judicious and objective selection of
1
There shall be a Provincial Human Resource Merit Promotion and
candidates for appointment in PGDdN in accordance with this
Selection Board (PHRMPSB) for the first level and second level positions
SCBMSP and shall recommend to the appointing authority the top
and for the second level executive/managerial positions. As far as
five (5) ranking candidates deemed most qualified for appointment
practicable, there shall be equal opportunity for men and women to be
to the vacant position. The details of the PHRMPSBs’ composition
represented in the PHRMPSB for all levels of positions.
are found in Section VII and their functions on Section VIII (B) of this Plan.
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The PHRMPSB for first and second level positions and that for the executive/managerial positions shall be instituted by an Administrative
5
The PHRMPSB’s screening/deliberation of applicants shall not be made earlier than fifteen (15) calendar days from the date of
Order, a copy furnished to the Civil Service Commission Field Office
publication and posting of vacant positions.
(CSCFO) and the Civil Service Commission Regional Office (CSCRO). Same offices will be provided with copies for any issuance amending/ changing the PHRMPSB compositions.
3
6 PHRMPSB members shall undergo orientation and workshop on CSC policies on appointment and attend/participate in learning sessions that will develop their competencies in formulating efficient policies, processes, procedures and systems in recruitment, selection/ promotion and placement of human resource.
The appointing authority shall assess the merits of the PHRMPSB’s recommendation for appointment and in the exercise of sound discretion, select from among of the top five (5) ranking applicants deemed most qualified for appointment to the vacant position. The specific functions and responsibilities of the appointing authority are enumerated in Section VIII (Duties and Responsibilities), C. (Appointing Authority) of this Plan.
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7
b. The vacant position is a lone or entrance position, as indicated The appointing authority may appoint an applicant who is ranked higher than those next-in-rank to the vacant position based on
in the staffing pattern. c. The position is hard to fill, such as Accountant, Medical Officer/
the assessment of qualifications/competence evidenced by the
Specialist, Attorney, or Information Officer/Computer
comparative ranking.
Programmer positions. d. The vacant position is unique and/or highly specialized.
8
e. The candidates passed through a deep selection process, An employee should have obtained at least Very Satisfactory
taking
performance ratings for one (1) year in the present position before
into consideration the candidates’ superior qualifications in
being considered for promotion.
regard to: e.1. Educational achievements e.2. Highly specialized training e.3. Relevant work experience
9
A vacancy resulting from promotion shall not be filled-up until the
e.4. Consistent high performance rating/ranking
promotional appointment have been approved/validated by the CSC, except in meritorious cases, as may be authorized by the Commission.
f. Other meritorious cases, such as: f.1. when the appointee is the lone applicant who meets all the requirements of the position and passed through the deep selection process
10
An employee shall not be promoted to a position which is more than the three (3) salary grade, pay or job grades higher than the employee’s present position and all appointments issued in violation of this policy shall be disapproved/invalidated, except when the promotional appointment falls within the purview of any of the following exceptions:
f.2. when the qualified next-in-rank employees waived their right over the vacant position in writing f.3. when the next-in-rank, as identified in the System of Ranking Position is vacant f.4. when the next-in-rank employee/s is/are not qualified f.5. when the qualified next-in-rank employees did not apply
a. The position occupied by the person is next-in-rank to the vacant position as identified in this Plan and in the System of Ranking Position. Strategic Competency-Based Merit Selection Plan | 25
11
The three-salary grade limitation shall only apply to promotion within the agency. This prohibition shall not apply to the following
14
human resource actions which involve issuance of appointment:
An employee who is on local or foreign scholarship or training grant or on maternity leave may be considered for promotion. For this purpose, the performance ratings to be considered shall be last two (2) rating periods prior to the scholarship or
a. Transfer incidental to promotion provided that the
training grant. If promoted, the effectivity date of the promotional
appointee was subjected to deep selection process
appointment shall be on the assumption to duty.
b. Reappointment involving promotion from non-career to career provided the appointee was subjected to deep selection process
15
Promotion within six (6) months prior to compulsory retirement
16
A notice announcing the appointment of an employee shall
c. Reappointment from career to non-career position
shall not be allowed except as otherwise provided by law.
d. Reemployment e. Reclassification of Position
12
13
To deter disapproval or invalidation of promotional appointments,
be posted in three (3) conspicuous places in the Provincial
the above-stated conditions shall be strictly observed in the
Government of Davao del Norte after the issuance of the
selection process.
appointment for at least fifteen (15) calendar days.
To ensure observance of the policy on three (3) salary-grade limitation on promotion, the System of Ranking Position shall be formulated and approved, copy furnished the Civil Service
17
This approved SCBMSP shall be considered as a valid contract binding the head of agency, the employees and the Civil Service Commission.
Commission Regional and Field Offices. and
Strategic Competency-Based Merit Selection Plan | 26
IV. DEFINITION OF TERMS
BEHAVIORAL EVENT INTERVIEW (BEI)
1 2
This is an interview technique which is anchored on the principle that past behavior/performance predicts future behavior/ performance. Its primary goal is to collect detailed and complete information about the candidate’s past accomplishment/ experiences that will determine how he/she will perform or what behaviors will he/she manifest and also fail in similar situations in the future.
CAREER SERVICE This is a category of service in the Philippine Civil Service characterized by entrance to positions based on merit and fitness to be determined, as far as practicable, by competitive examinations or based on highly technical qualifications and there is opportunity for advancement and security of tenure.
COMPETENCY ASSESSMENT This is a measurement of applicants’ core, leadership and/or technical competencies based on the competency standard of the position where he/she is to be considered.
DEEP SELECTION PROCESS This is a process of selecting a candidate for appointment who is not next-in-rank but possesses superior qualifications and competence.
DISCRIMINATION is a situation wherein a qualified applicant is not included in the selection line-up on account of gender, civil status, pregnancy, disability, religion, ethnicity, or political affiliation.
Strategic Competency-Based Merit Selection Plan | 27
FIRST LEVEL POSITIONS shall include clerical, trades and craft, and custodial services which involve sub-professional work in a nonsupervisory or supervisory capacity requiring less than the four (4) years of college studies.
HIRING QUOTA is the predetermined ratio of applicants for appointment to ensure that one gender does not fall short of the desired percentage of the selection rate for the other gender in equivalent positions at every level, provided they meet the minimum requirements of the position.
NEXT-IN-RANK POSITIONS refer to the positions which, by reason of hierarchical arrangement of position in an office, is in the nearest degree of relationship to a higher position, taking into consideration the following:
1 2 3 4
Organizational Structure and Staffing Pattern; Salary Grade; Classification of Positions based on the Index of Occupational Services (IOS) in the Local Government Unit pursuant with Local Budget Circular No. 61, dated 18 March 1996 issued by the Department of Budget and Management (DBM); and, Geographical Location.
NON-CAREER SERVICE
JOB REQUIREMENTS requisites not limited to the qualification standards of the position, but may include skills, competencies, potential and psycho-social attributes necessary for the successful performance of the position.
positions expressly declared by law to be in the noncareer service; or those whose entrance in the service is characterized by:
1
Entrance on the bases other than those of the usual tests of
2
Tenure which is limited to the duration of a particular project for which purpose of employment was made.
merit and fitness utilized for the career service; and
Strategic Competency-Based Merit Selection Plan | 28
V. PROCEDURES A. Equal Opportunity Principle on Employment SUPERIOR QUALIFICATIONS shall mean outstanding relevant work accomplishments, educational attainment and training appropriate for the position to be filled. It shall include demonstration of exceptional job mastery and potential in major areas of responsibility.
1 2
SYSTEM OF RANKING POSITIONS (SRP) is the hierarchical arrangement of positions from highest to lowest, which shall be a guide in determining which position is next-in-rank, taking into consideration the following:
1 2 3 4
3
The “equal opportunity principle on employment “ statements shall be included as one of the contents in the Notice of Publication and Posting of Vacant positions. Physically-challenged applicants shall be assisted by the staff of the Provincial Human Resource Management Office or any provincial government employee who is in the best position to assist said applicants in applying to any vacant position in the PGDdN. Based on the above-stated procedures, the complete statements that shall be reflected in the Notice of Publication and Posting of Vacant Positions are as follows: “The Provincial Government of Davao del Norte is an “Equal Opportunity Employer” and does not unlawfully discriminate applicant on the account of person’s age, sex, sexual orientation and gender identity, civil status, disability, religion, ethnicity, or political affiliation. Physically-challenged applicants may contact the Provincial Human Resource Management Office for assistance.” (Contact information shall be provided.)
organizational structure salary grade allocation classification and functional relationship of positions; and, geographical location
4
Equipment such as but not limited to Braille and hearing aids shall be provided to concerned applicants to facilitate understanding during screening. Moreover, applicable provisions of the accessibility law shall be adhered accordingly. Strategic Competency-Based Merit Selection Plan | 29
B. Recruitment
1
PHRMO shall publish vacant career positions which are to be filled in three (3) conspicuous places for period of fifteen (15) calendar days in pursuance to Section 80 (a), Title Three, Book 1 of Republic Act No. 7160, otherwise known as the Local Government Code of 1991 and in accordance to Section IV (Procedures), A (Equal Opportunity for Employment) of this Plan. The following positions are exempt from the publication and posting requirements:
3
Section 25, Rule VII of the 2017 Omnibus Rules on Appointments and Other Human Resource Actions provides that incorrect information of vacant positions (Item No., Position Title, or Qualification Standards) shall be ground for disapproval/ invalidation of appointments. As such, PHRMO shall strictly observe the correct accomplishment of CS Form No. 9, Revised 2017.
4
All positions occupied by holders of temporary appointments, except positions under Category II of CSC MC No. 11, s. 1996, as amended, shall be continuously posted in three (3) conspicuous places in PGDdN and published in the CSC Bulletin of Vacant Positions until filled by permanent appointees.
5
The publication of a particular vacant position shall be valid until filled but not to extend beyond nine (9) months reckoned from the date the vacant position was published. Should no appointment be issued within the nine-month period, the vacant position shall be republished and reposted.
6
Anticipated vacancies based on PGDdN’s succession plan may be published. In case of retirement, resignation, or transfer, the publication should not be earlier than sixty (60) days prior to retirement, resignation, or transfer.
a. Primarily confidential; b. Policy-determining; c. Coterminous with the appointing authority including other noncareer positions such as contractual and casual identified under Section 9, Subtitle A, Title 1, Book V of Executive Order No. 292, otherwise known as the Administrative Code of 1987;. d. Reappointment (change of status to permanent) of those appointed on temporary status for Category II positions under CSC MC No. 11, s. 1996, as amended; or e. Those to be filled by existing regular employees in PGDdN in case of reorganization; provided, the approved staffing pattern is posted in PGDdN Bulletin boards and other conspicuous places in provincial government offices.
2
PHRMO shall submit to CSCFO the said vacant positions, information of which shall include the “equal opportunity for employment” statements and other data as prescribed under CS Form No. 9, Revised 2017. Said submission shall be in electronic and printed copies.
Strategic Competency-Based Merit Selection Plan | 30
7
The following are the other modes of recruitment which shall be done by PHRMO in collaboration with eGovernance Team to ensure the attraction of talents that fit best to authorized vacant positions:
A. Education
a. Online Publication of Vacant Positions which allow Online
Education refers to the formal or non-formal academic,
Application b. Online Publication on PESO Labor Market Information System c. Pooling of Applicants in Collaboration with Schools/Colleges/
technical, or vocational studies that will enable the candidate
a.1
to successfully perform the duties and responsibilities indicated in the Position Description Form (DBM-CSC Form No.
Universities
1, Revised 2017).
d. Job Fairs in collaboration with LGUs and school-based PESOs e. Link with LGUs’, NGAs’, Schools’ websites
Certificates of completion of non-formal education issued by the Department of Education shall be considered valid
C. Selection/Promotion
1
2
PHRMO shall make a list of applicants aspiring for the vacant position, either from within or outside the agency, including qualified next-in-rank employees. In the process, the hiring quota or pre-determined ratio of applicants shall be considered. PHRMO shall conduct preliminary evaluation of the qualification of applicants vis-a-vis the basic qualification requirements of the positions applied or applicants profiling. Those who fail to meet the basic requirements shall be informed accordingly, as well as those who qualified for the position with an information for further notice of actual screening. The following are the basic qualification requirements reflected in the CSC Qualifications Manual Standard as explained in detail by Rule VIII of the 2017 Omnibus Rules on Appointment and Other Human Resource Actions.
a.2
documents for appointment to positions requiring completion of elementary or high school education, provided that other requirements of the positions are met. For one to meet two (2) years studies in college requirement in the Qualification Standards Manual, one must have earned
a.3
from CHED-recognized institution at least seventy-two (72) units leading to a degree or has completed a relevant two-year collegiate/technical course. Certificates issued by the schools deputized by CHED on having completed a bachelor’s degree under the Expanded
a.4
Tertiary Education Equivalency and Accreditation Program shall be considered valid documents for meeting the education requirements for positions requiring completion of a bachelor’s degree. Strategic Competency-Based Merit Selection Plan | 31
Certificates issued by the schools deputized by CHED showing
a.5
completion of at least seventy-two (72) academic units leading to a degree under the Expanded Tertiary Education Equivalency
A graduate of a master’s degree or Certificate in Leadership and
a.9
and Accreditation Program shall be considered valid documents
Management (C-Pro) from the CSC shall be considered to have met the master’s degree requirement for purposes of meeting the education requirement for executive/managerial positions.
for meeting the education requirements for positions requiring completion of two years studies in college.
Completion of the degrees of Bachelor of Laws and Doctor of Medicine from a CHED-recognized institution shall be considered
Certification issued by CHED that a one-year diploma post-
a.6
graduate course acquired from foreign or local institutions is equivalent to a master’s degree shall be considered appropriate
a.10
Bar/Board laws.
executive/managerial position.
RA No. 1080 eligible shall be exempt from the master’s degree
Certification issued by CHED that a degree obtained from
requirement for executive/managerial positions, the duties and
foreign schools is equivalent to a bachelor’s or master’s degree
responsibilities of which involve practice of profession or belong
shall be considered valid document for meeting the education requirement for positions requiring completion of bachelor’s or master’s degree.
positions or other positions requiring a master’s degree, the duties of which do not involve practice of profession covered by
for meeting the education requirement for appointment to
a.7
appropriate education for appointment to executive/managerial
to the same occupational group or functionally related positions
a.11
as that of the professions regulated by Bar/Board laws. However, a master’s degree shall be required if the executive/managerial position does not involve practice of profession or does not
a.8
To meet the relevant bachelor’s degree requirement in the
belong to the same occupational group or functionally related
Qualification Standards Manual, the appointee must have
positions as that of the positions regulated by BAR/Board laws;
completed from a CHED-recognized college or university a
provided that, this does not apply to lawyers and doctors.
bachelor’s degree whose curriculum either includes, or is supplemented by, 12 academic units of the subject or course, which will enable the candidate to successfully perform the duties and responsibilities of the position to be filled in the Position Description Form.
Career Executive Service (CES) or Career Service Executive (CSE)
a.12
eligibles shall likewise be considered to have met the master’s degree requirement for purpose of meeting the education requirement for executive/managerial positions.
Strategic Competency-Based Merit Selection Plan | 32
Those who have been allowed to register and are issued
a.13
certificate of registration or valid professional license of a specific Board law shall be considered of having met the educational requirements for appointments to positions covered by the corresponding Board law or other functionally related positions that do not involve the practice of other
Relevant experience acquired through volunteer work, on full
b.3
professions covered by Bar/Board laws.
time basis, as certified by the Human Resource Management Officer or authorized officials, may be considered for meeting the experience requirement.
Those who were allowed to take the Career Service Professional
a.14
and Sub-professional examinations on or before November Experience in the first level positions may be considered for
29, 1992 shall be considered of having met the education requirement for appointment to corresponding level of position
b.4
meeting the experience requirement of second level positions when acquired in the same occupational group or functionally
not covered by Bar/Board laws.
related positions.
B. Experience b.5
an Office or Memorandum Order may be considered for meeting the experience requirement.
Experience refers to the previous jobs in either the government
b.1
Relevant experience acquired through a designation covered by
or private sector, whether full-time or part-time, which, as certified by the Human Resource Management Officer or authorized officials of the previous employer, are functionally related to the duties in the PDF of the position to be filled. Relevant experience acquired through Job Order or Contract of
b.2
b.6
Relevant experience shall be reflected in the Work Experience Sheet as integral part of the CS Form No. 212, Revised 2017.
Service covered by a contract or a Memorandum of Agreement may be considered for meeting the experience requirement. Strategic Competency-Based Merit Selection Plan | 33
C. Training
c.2.5
Institution recognized by CHED as Center of Excellence (COE) or Center of Development (COD);
Training refers to formal or non-formal training courses and HRD interventions such as coaching, mentoring, job rotation,
c.1
seminars, workshops, and other that are part of the employee’s Individual Development Plan/Career Development Plan. These
c.2.6
Foreign institutions that offers training for scholarship purposes or for personal advancement of participants; or
trainings/learning and development interventions are intended to enable the candidate to successfully perform the duties and responsibilities as indicated in PDF or Job Description (JD) of
c.2.7
the position to be filled. These are evidenced by the Learning
Other institutions that partner with CSC in building capabilities of civil servants.
and Development Plan/Coaching and Mentoring Program approved by the agency head and Certificates issued by the PHRMO or authorized official from the government or private
c.2.8
sector.
c.2
c.2.9
c.2.2 c.2.3
must be relevant to the position to be filled and aligned with the strategy map or development goal of PGDdN.
Training may be acquired from any of the following institutions:
c.2.1
Training acquired from any of the afore-mentioned institutions
Any CSC accredited learning and development institutions; Government training institutions;
Attendance to annual agency planning sessions/ workshops/conferences as requirement for operations and/or services rendered as facilitator/resource person in seminar/workshops/trainings shall not be considered for meeting the training requirements.
Non-accredited private training institution offering training of highly technical/specialized nature. Local training institution that is internationally
c.2.4
acclaimed for meeting the global standards of excellence in training; Strategic Competency-Based Merit Selection Plan | 34
D. Eligibility
d.1
Eligibilities resulting from passing the Bar/Board examinations
d.5
were given, and to other First and Second Level positions not
which may be determined as far as practicable by competitive
covered by Bar/Board laws and/or those that require other
examination, or based on highly technical qualifications or
licenses such as those positions listed under Category IV of CSC
other tests of merit and fitness conducted by the CSC, or other
MC No. 11 s. 1996, as amended.
and other examinations such as the PRC-conducted board examinations, the SC-conducted Bar examinations or the
Eligibilities resulting from passing the Bar/Board examinations
d.6
shall be considered appropriate to positions for which the
First Level eligibilities are appropriate for appointment to
covered by Board/Special laws and/or those that require other
positions in the First Level. They do not apply to those covered
licenses such as those positions listed under Category IV of CSC
by Bar/Board/Special Laws, and other special eligibilities as
MC No. 11 s. 1996, as amended.
examinations were given, and to other First Level positions not
Eligibilities resulting from passing the Unassembled,
licenses such as those positions listed under Category IV of CSC MC No. 11 s. 1996, as amended. Second Level eligibilities are appropriate for appointment to positions in the Second Level. They do not apply to those covered by Bar/Board/Special Laws, and other special eligibilities as may be determined by the Commission or those that require licenses such as those positions listed under Category IV of CSC MC No. 11 s. 1996, as amended.
d.4
which require completion of less than a bachelor’s degree
CESB-conducted CES examinations.
may be determined by the Commission or those that require
d.3
considered appropriate to positions for which the examinations
Eligibility refers to the result of passing a merit and fitness test
examinations jointly designated and coordinated with the CSC,
d.2
which require completion of at least a bachelor’s degree shall be
Eligibilities resulting from passing the Bar/Board examinations shall be required for appointment to positions the duties of which constitute the practice of profession(s) regulated by the Philippine Bar/Board laws.
d.7
Testimonial or special examinations conducted by the CSC or by the departments or agencies with the assistance of or in coordination with the CSC shall only be appropriate for appointment to the positions for which they were given, to other functionally related positions, and other positions as may be determined by the Commission. Incumbents of positions who were issued permanent appointments using eligibilities resulting from these examinations shall retain their permanent status but may only be promoted to positions belonging to the same occupational group or functionally related positions for which the examinations were given or other positions as may be determined by the Commission. Strategic Competency-Based Merit Selection Plan | 35
Eligibilities granted after one (1) year of Very Satisfactory actual
d.8
E. Performance (for Promotion & Transfer)
work performance under temporary status for positions listed under Category II of CSC MC No. 11 s. 1996, as amended, shall only be appropriate for appointment to highly skilled positions within the same occupational group or functionally related positions.
An employee should have obtained at least Very Satisfactory
e.1
before being considered for promotion.
Eligibilities previously issued under Category I (SCEP) shall
d.9
continue to be appropriate for permanent appointment to corresponding positions re-categorized under Category II and other functionally related positions without undergoing one (1) year employment under temporary status, provided the other
e.2
Licenses issued by authorized government agencies shall be required for appointment to positions listed under Category IV
e.3
grant or on maternity leave may be considered for promotion. For this purpose, the performance ratings to be considered shall be last two (2) rating periods prior to the scholarship or training grant. If promoted, the effectivity date of the
Passing the NAPOLCOM examinations shall be considered as
promotional appointment shall be on the assumption to duty.
an eligibility appropriate only for appointment to uniformed personnel positions in the PNP, unless otherwise provided by law. Passing the Shari’a Bar Examinations shall be considered as
d.12
last rating period immediately preceding the transfer from the
An employee who is on local or foreign scholarship or training
of CSC MC No. 11, s. 1996, as amended.
d.11
For appointment by transfer, the performance rating for the former office or agency should be at least very satisfactory.
requirements are met.
d.10
performance ratings for one (1) year in the present position
appropriate for appointment to first level positions in the Shari’a Court, except for the positions covered by Bar/Board/Special laws and/or those that require licenses such as those positions listed under Category IV of CSC MC No. 11, s. 1996, as amended.
3
Qualified applicants, after the preliminary evaluation, shall be subjected to further evaluation in a form of further documentary review (outstanding accomplishment), competency assessment, skills tests, Psychological tests , interview and background investigation. Only the external applicant/s who belong to the top five (5) ranked applicants shall be subjected to background investigation. Strategic Competency-Based Merit Selection Plan | 36
4
5
There shall be Comparative Assessment, the results of which shall be the bases for the Ranking of Applicants. Said Comparative Assessment shall be based on the corresponding scores of the basic qualification requirements (education, experience, training and eligibility) and criteria of further evaluation (outstanding accomplishment, competency assessment, skills tests, Psychological tests and interview). The Report Form of the Background Investigation shall be submitted to the appointing authority as attachment to the Ranking Sheet. The following are the General Scoring Systems for the Comparative Assessment of Qualified Applicants based to the corresponding levels of positions.
B. EXECUTIVE/ MANAGERIAL (Second Level Positions) CRITERIA
SCORE
1. Performance Rating
20
2. Competency Assessment
10
3. Behavioral Event Interview
10
4. Leadership/ Managerial Test
10
5. Relevant Experience
10
6. Relevant Education
10
7. Relevant Training
10
8. Relevant Eligibility
10
9. Relevant Work Accomplishment
10
TOTAL SCORE A. PROMOTIONAL/TRANSFER APPOINTMENT (First and Second Level Positions)
100
C. NON-PROMOTIONAL APPOINTMENT (First and Second Level Positions)
CRITERIA
SCORE
1. Performance Rating
20
2. Competency Assessment
10
1. Skills Test/ Actual Demonstration
20
3. Behavioral Event Interview
10
2. Relevant Experience
10
4. Psycho-social/ Potential Test
10
3. Competency Assessment
10
5. Relevant Experience
10
4. Psycho-social/ Potential Test
10
6. Relevant Education
10
5. Behavioral Event Interview
10
7. Relevant Training
10
6. Relevant Education
10
8. Relevant Eligibility
10
7. Relevant Training
10
9. Relevant Work Accomplishment
10
8. Relevant Eligibility
10
9. Relevant Work Accomplishment
10
TOTAL SCORE
100
CRITERIA
TOTAL SCORE
SCORE
100
Strategic Competency-Based Merit Selection Plan | 37
6
The definitions of the above-stated criteria and their corresponding detailed scoring systems are as follows:
b.1
a. Performance Rating (20) based on the average numerical rating of the last two Individual Performance Commitment and Review (IPRC) ratings. The system of scoring are as follows: AVERAGE NUMERICAL RATING OF THE LATEST TWO (2) IPCRs
SCORE
4.90 and Above
20
4.70 - 4.89
19
4.50 - 4.69
18
4.31 - 4.49
17
4.00 - 4.30
16
b.2
b.3
b. Competency Assessment (10) measurement of applicants’ core, leadership or technical competencies based on the standard required by the position. The scoring shall be based on the average assessment score of the Core, Leadership and Technical Competencies for executive/managerial positions. For non-executive/managerial positions, the score shall be based on the average assessment score of the core and technical competencies. The following are the system of scoring per Competency Standard:
b.4
Standard: Basic CRITERIA
SCORE
Superior
10
Advanced
08
Intermediate
07
Basic
06
Standard: Intermediate CRITERIA
SCORE
Superior
10
Advanced
08
Intermediate
06
Basic
0
Standard: Advanced CRITERIA
SCORE
Superior
10
Advanced
06
Intermediate
0
Basic
0
Standard: Superior CRITERIA
SCORE
Superior
10
Advanced
0
Intermediate
0
Basic
0
Strategic Competency-Based Merit Selection Plan | 38
c. Behavioral Event Interview (10)
e. Relevant Experience (10)
is an interview technique which is anchored on the principle that past behavior/performance predicts future behavior/performance. Its primary goal is to collect detailed and complete information about the candidate’s past accomplishment/experiences that will determine how he/she will perform or what behaviors will he/she manifest and also fail in similar situations in the future. Each interviewer will be given in advance, the structured interview questions using Situation, Action, Task and Results (STAR) approach.
shall be determined through the evaluation credentials and/or the accomplished Personal Data Sheet (PDS)(CS Form 212, Revised 2017), specifically the attached Work Experience Sheet and other relevant documentary sources. The relevance of the experience shall be in accordance to Rule VIII (Qualifications Standards), Part III (On Experience) of the 2017 Omnibus Rules on Appointment and Other Human Resource Actions, and to Section VI (Procedures), C. (Selection/Promotion), b. (Experience) of this Plan. The system of scoring are as follows:
d. Psycho-Social/Potential Test/Leadership/ Managerial Test (10) this test, which shall be administered by appropriate professional, shall measure the Psycho-social attributes, personality traits and potential of the applicant in discharging the tasks and functions of the position. For managerial/supervisory positions, the test will focus on the measurement of applicant’s leadership/management abilities/styles and potentials.
RELEVANT EXPERIENCE
SCORE
1. Complied more than 150% of years of experience required by the position
10
2. Complied more than 100% of years of experience required by the position but not more than 150%
7
3. Complied the minimum years of experience required by the position
6
Strategic Competency-Based Merit Selection Plan | 39
f. Relevant Education (10)
g. Relevant Training (10)
determined through the evaluation of credentials and/ or the duly accomplished PDS. Said evaluation shall be guided by the provisions of Rule VIII (Qualifications Standards), Part II (On Education) of the 2017 Omnibus Rules on Appointment and Other Human Resource Actions, and to Section VI (Procedures), C. (Selection/ Promotion), a. (Education) of this Plan. The system of scoring are as follows:
determined through the evaluation of credentials and/ or the duly accomplished PDS. Said evaluation shall be guided by the provisions of Rule VIII (Qualifications Standards), Part IV (On Training) of the 2017 Omnibus Rules on Appointment and Other Human Resource Actions, and to Section VI (Procedures), C. (Selection/ Promotion), c. (Training) of this Plan. The system of scoring are as follows:
RELEVANT TRAINING
SCORE
RELEVANT EDUCATION
SCORE
1. Completion of relevant master’s degree relevant to the job
10
1. Complied more than 150% of hours of relevant training required by the position
10
2. Bachelor's degree relevant to the job
7
2. Complied more than 100% of hours of relevant training required by the position but not more than 150%
7
3. Completion of relevant education required by the position
6 3. Complied minimum relevant training hours required by the position
6
Strategic Competency-Based Merit Selection Plan | 40
h. Appropriate Eligibility (10)
i. Relevant Work Accomplishment (10)
determined through the evaluation of credentials and/or the duly accomplished PDS. Said evaluation shall be guided by the provisions of Rule VIII (Qualifications Standards), Part V (On Eligibility) of the 2017 Omnibus Rules on Appointment and Other Human Resource Actions, and to Section VI (Procedures), C. (Selection/Promotion), d. (Eligibility) of this Plan. The system of scoring are as follows:
evidenced by certificate or valid document given to the applicant by recognized institutions for accomplishing specific work worthy of recognition/award. Said accomplishment shall be relevant to the position applied to. The scoring is based on the following levels of recognition/award:
APPROPRIATE ELIGIBILITY
SCORE
1. Examination Rating is 5% above the passing rate
10
2. Examination Rating is 2% higher than the passing rate.
7
3. Examination Rating is passing rate.
6
LEVELS OF RECOGNITION/ AWARD
RATING
1. National/ International
10
2. Regional
7
3. Local (Provincial/Municipal)
6
j. Skills Test/Actual Demonstration (20) this test will determine the actual capability of the applicant to perform specific work/s as required by the position (e.g. computer programming, excel/word/ powerpoint and other applications, machining, driving, stenographic typing reporting, etc.). The test shall be administered by the experts of concerned offices. These experts shall be issued with Office Orders, respectively and the performance of such function will be included in their respective IPCRs. Strategic Competency-Based Merit Selection Plan | 41
7
8
9
PHRMO shall facilitate the consolidation of scores and the preparation of the partial comparative assessment report, along with applicants’ profiles and other pertinent documents, which shall be made available during the actual screening (interview) of applicants by the Provincial Human Resource Merit Promotion and Selection Board (PHRMPSB) for First and Second Level Positions or PHRMPSB for Executive/Managerial Position.
10
11
The PHRMPSB shall recommend the Top Five (5) Ranked applicants to the appointing authority, along with the Ranking Sheet and the Narrative Report of the Background Investigation. The Provincial Governor shall be the appointing authority for all appointees under the Executive Branch and the Vice Governor shall be the appointing authority for all those appointees under the Legislative Branch.
12
The appointing authority shall assess the merits of PHRMPSB’s recommendation and in the exercise of his sound discretion, act accordingly on the said recommendation. If the appointing authority selects from any of the recommended applicants, he shall endorse the recommendation with appropriate instruction to the PHRMO, which upon receipt thereof, facilitate the preparation of appointment. On the contrary, the appointing authority may instruct the PHRMPSB for another screening, or instruct the PHRMO for the re-publication/re-posting of the vacant position, or hold the filling-in of vacant position in abeyance.
13
PHRMO shall prepare appointment in pursuance to the applicable provisions in the procedures of appointment preparation under Rule III of the 2017 Omnibus Rules on Appointments and Other Human Resource Actions.
The PHRMPSB shall deliberate on the results of the comparative assessment and identify the top five (5) ranked applicants of the vacant position.
The external applicant/s who belong to the top five (5) ranked applicants shall be subjected to Background Investigation, which shall be conducted by the PHRMO on field, email, or phone. The Background Investigation shall be strictly confidential and only focus on the following roles of applicants in his/her previous/current employer/office: a. As a Worker - information about the work performance and work attitude of applicant. b. As a Peer, Subordinate and/or Supervisor - information about applicant’s working relationship with his/her peers, subordinate and/or supervisor.
A Background Investigation Report shall be in narrative form and shall be prepared by the designated B.I officer and submitted by the same to the appropriate PHRMPSB.
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14
The Provincial Human Resource Management Officer shall sign the following before endorsing the appointment to the appointing authority for his signature: a. Certification as to the completeness of the and Authenticity of the Requirements pursuant to Item 10, Section 7, Rule III of the Omnibus Rules on Appointment and Other Human Resource Actions
19
b. Certification of Publication and Posting of Vacancy pursuant to Item 11, Section 7, Rule III of the Omnibus Rules on Appointment and Other Human Resource Actions
20
PHRMO shall facilitate the proper placement of the newly-hired employee in his/her work station/office.
21
PHRMO shall submit the duly accomplished CS Form No. 2, Revised 2017 (Report on Appointment Issued) in printed and electronic copies (2 copies) to the CSCFO together with the original CSC copy of appointments and supporting documents within the 30th day of the succeeding month.
22
Submit to the CSCFO the copy of the Oath of Office (CS Form No. 32, Revised 2017) and copy of Certificate of Assumption to Duty (CS Form No. 4, Revised 2017) within thirty (30) days from the date of the assumption of the appointee.
15
The PHRMPSB Chairperson shall also sign the Certification of PHRMPSB Evaluation/Screening at the back of the appointment pursuant to Item 12, Section 7, Rule III of the Omnibus Rules on Appointments and Other Human Resource Actions.
16
The appointing authority shall review and sign three (3) original copies of the appointment and in no case shall digital/electronic or rubber-stamped signature of the appointing authority be allowed pursuant to Item 8, Section 7, Rule III of the Omnibus Rules on Appointments and Other Human Resource Actions.
17
18
PHRMO shall post the list of newly-appointed employee/s in the Bulletin Board of the Provincial Government Building a day after the issuance of an appointment/s for a least fifteen (15) calendar days. PHRMO shall facilitate the receipt of appointment and other pertinent documents by the appointee, as evidenced by the signature of the appointee in the acknowledgment portion of the appointment.
The date of signing, which is the date of the issuance and the date of the effectivity of the appointment, shall be indicated below the signature of the appointing authority.
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VI. PROTEST
An appointment may still be revoked by the appointing authority prior to the submission to the CSC FO even if the appointee has accepted the appointment and assumed office. A decision or resolution by the appointing authority granting the protest shall be subject to appeal by the appointee or to automatic review by the concerned CSC RO. The appointing authority shall within five (5) days from issuance of such decision or resolution transmit the records of case to the CSC RO for disposition.
The following provisions are adopted from Rule 18 (Protest and Revocation of Appointments) of the 2017 Rules on Administrative Cases in the Civil Service (2017 RACCS):
a.
b.
c.
Protest; Who May File. Only a qualified next-in-rank official or employee may file a protest against an appointment made in favor of another who does not possess the minimum qualification requirements.
When to File. Protest may be filed within fifteen (15) days from the announcement and/or posting of appointments subject of protest. For this purpose, all appointments or promotions shall be duly announced and/or posted in bulletin boards or at conspicuous places in the Department or Agency within thirty (30) days or within a shorter period from the issuance of the appointment as provided in the agencyapproved Merit Selection Plan (MSP).
d.
The appointing authority, however, does not have the power to revoke an appointment which was already submitted to the CSC FO.
Where to File. A qualified next-in-rank employee shall have the right to appeal initially to the head of agency, then to the CSC RO, and then to the Civil Service Commission Proper.
Effect on the Appointment. A protest shall not render an appointment ineffective or bar the approval/validation thereof, by the CSC FO, CSC RO or the Commission, as the case may be, but the approval/validation shall be subject to the final outcome of the protest.
e.
f.
g.
When Deemed Filed. A protest is deemed filed, in case the same is sent by registered mail or private courier service, on the date stamped on the envelope or courier pack which shall be attached to the records of the case, and in case of personal delivery, on the date stamped by the agency or the Commission. Effect of Withdrawal of Protest. A protest or an appeal in this case may be withdrawn at any time as a matter of right. The withdrawal of the protest or appeal shall terminate the protest case. Transmittal of Records. ln case the decision on protest is appealed to the Commission, the head of department or agency shall forward his/her comment and the records of the case within five (5) days from receipt of the copy of the protest. Strategic Competency-Based Merit Selection Plan | 44
The records shall be systematically and chronologically arranged, paged and securely bound to prevent loss and shall include the following: a. Statement of duties or job description of the contested position;
i.
j.
b.Duly accomplished and updated personal data sheets of the parties with certified statement of service records attached; c. Certified copy of the protested appointment; and d. Comparative assessment of the qualifications of the protestant and protestee.
h.
k.
Dismissal of Protest. A protest shall be dismissed on any of the following grounds:
Finality of Decision. A Decision or Resolution denying a protest shall become final and executory after fifteen (15) days from receipt thereof and no motion for reconsideration, appeal or petition for review has been filed. Effect of Decision. In case the protest is finally decided by the CSC against the protestee, the approval/validation of his/her appointment shall be revoked and the appointment shall be considered disapproved/invalidated. The protestee shall be reverted to his/her former position, if applicable. Recall of Approval/Validation of Appointment; Who may File. The Commission, or any of its CSC RO or CSC FO, motu proprio or upon petition by any person, may initiate the recall of approval/ validation of an appointment of an official or employee who does not meet the requisite qualification standards of the position or on the ground that the appointment was issued in violation of existing civil service laws, rules, and regulations.
a. The protestant is not qualified next-in-rank; b. The protest is not directed against a particular protestee but to “anyone who is appointed to the position� or directed to two or more protestees;
l.
When and Where to File. The petition may be filed anytime, during a subsisting appointment, to the CSC RO which has jurisdiction over the appointee. In case the petition is filed with the CSC FO, the same shall be transmitted to the CSC RO concerned for decision.
c. No appointment has been issued; or d. The protest is filed outside of the fifteen(15)-day reglementary period.
m.
Effect on the Appointment. During the pendency of a petition to recall the approval/validation of an appointment, the appointee shall remain and continue to discharge the functions of the position. Strategic Competency-Based Merit Selection Plan | 45
n.
o.
Finality of Decision. A Decision or Resolution on the petition to recall the approval of the appointment shall become final and executory after fifteen (15) days from receipt thereof and no motion for reconsideration or appeal or petition for review has been filed.
Effect of Decision. When the petition to recall the approval/ validation of an appointment is decided by the CSC against the appointee, the approval/validation of his/her appointment shall be revoked and the appointment shall be considered disapproved/invalidated. In case of a promotion from within the same agency, the appointee shall be reverted to his/her former position, if applicable.
VII. COMPOSITION OF THE PROVINCIAL HUMAN RESOURCE MERIT PROMOTION AND SELECTIONS BOARDS (PHRMPSB)
1
Pursuant to Section 84, Rule IX (Agency Merit Selection Plan and Human Resource Merit Promotion and Selection Board) of the 2017 Omnibus Rules on Appointments and Other Human Resource Actions, there shall be two (2) PHRMPSBs of the Provincial Government of Davao del Norte. One is for the First and Second Level Positions and the other is for the Second Level Executive/Managerial Positions.
2
Pursuant to Section 88, Rule IX of the 2017 Omnibus Rules on Appointments and Other Human Resource Actions, the Composition of the PHRMPSB for First and Second Level Positions are as follows: a. Provincial Governor Chairperson of the Executive Department b. Provincial Administrator (Authorized Representative of the Chairperson of the Executive Department) c. Provincial Vice Governor Chairperson of the Legislative Department d. Staff of the Vice Governor’s Office (Authorized Representative of the Chairperson of Legislative Department) Strategic Competency-Based Merit Selection Plan | 46
e. Sangguniang Panlalawigan Member (Chairperson on Committee on Labor and Employment) or his/her Designate Alternate - Member
c. Provincial Vice Governor Chairperson of the Legislative Department d. Staff of the Vice Governor’s Office (Authorized Representative of the Chairperson of Legislative Department) e. Sangguniang Panlalawigan Member (Chairperson on Committee on Labor and Employment) or his/her Designate Alternate - Member f. Provincial Human Resource Management Officer or his/her Designate Alternate - Member g. Provincial Legal Officer or his/her Designate Alternate- Member h. Head of the Office where the Vacancy Exist or his/her Designate Alternate - Member
f. Provincial Human Resource Management Officer or his/her Designate Alternate - Member g. Provincial Legal Officer or his/her Designate Alternate- Member h. Second Level Rank and File Representative - Member i. Permanent Alternate of the 2nd Level Rank-and-File Representative - Member j. First Level Rank-and-File Representative - Member k. Permanent Alternate of the First Level Rank-and-File Representative - Member l. Head of the Office where the Vacancy Exist or his/her Designate Alternate - Member
3
Pursuant to Section 88, Rule IX of the 2017 Omnibus Rules on Appointments and Other Human Resource Actions, the Composition of the PHRMPSB for Second Level Executive/ Managerial Positions are as follows: a. Provincial Governor Chairperson of the Executive Department b. Provincial Administrator (Authorized Representative of the Chairperson of the Executive Department)
4
Both PHRMPSBs shall have one Secretariat which shall be composed of designated staff of the Provincial Human Resource Management Office and shall be headed by the Head of the Appointment and Personnel Records Division of the said office.
5
The composition of both PHRMPSBs including their Secretariat shall be instituted by an issuance of an Administrative Order which shall include PHRMPSB’s/Secretariat functions and provision for funding for their respective operation. Concerned officers and employees shall be issued with respective Office Orders designating them as members of the PHRMPSBs/Secretariat. If applicable, they shall include the performance of said functions in their respective IPCRs. Strategic Competency-Based Merit Selection Plan | 47
VIII. FUNCTIONS AND RESPONSIBILITIES A. The Provincial Human Resource Management Officer/Provincial Human Resource Management Office
1
2
3
4
Disseminate copies of this SCBMSP, and including its Recruitment, Selection and Placement (RSP) Manual, to all provincial government offices after its approval by the Civil Service Commission. The Provincial Human Resource Management Office shall conduct learning sessions for all provincial government offices within six (6) months after approval of the SCBMSP. These learning sessions are meant to ensure awareness and understanding of this Plan. A report of the same shall be submitted to the Civil Service Commission Field Office for record purposes. Prepare a System of Ranking Positions which will be submitted to the PHRMPSBs for review, in which after needed modification will be submitted by the same to the appointing authority for approval, copy furnished the CSFO and CSCRO for reference. Prepare a Workforce Plan, Recruitment Plan and Succession Plan which shall be submitted to the PHRMPSBs for review, in which after needed modification, will be submitted by the same to the Local Chief Executive for approval, copy furnished the CSFO and CSCRO for reference. Prepare a Recruitment, Selection and Placement (RSP) Manual that details the process, procedures, standards and automation requirements in the implementation of this SCBMSP. This will be submitted to the PHRMPSBs for review, in which after the needed modification, will be submitted by the
same to the Local Chief Executive for approval, copy furnished the CSFO and CSCRO for reference.
5
Develop and maintain an updated qualification database of employees with superior qualifications.
6
Submit to CSCFO within the first quarter of the year the PGDdN’s updated Plantilla of Personnel.
7
Publish and post vacant positions in accordance with Section IV (Procedures), B (Recruitment) of this SCBMSP.
8
Make a list of applicants aspiring for the vacant position, either from within or outside the agency, including qualified nextin-rank employees. In the process, the hiring quota or predetermined ration of applicants shall be considered.
9
Conduct preliminary evaluation of the qualification of applicants vis-a-vis the basic qualification requirements of the positions applied or applicants profiling. Those who fail to meet the basic requirements shall be informed accordingly, as well as those who qualified for the position with an information for further notice of actual screening. The following are the basic qualification requirements reflected in the CSC Qualifications Manual Standard as explained in detail by Rule VIII of the 2017 Omnibus Rules on Appointment and Other Human Resource Actions.
10
Facilitate the consolidation of scores and the preparation of the partial comparative assessment report, along with applicants’ profiles and other pertinent documents, which shall be made available during the actual screening (interview) of applicants by the Provincial Human Resource Merit Promotion and Selection Board (PHRMPSB) for First and Second Level Positions or PHRMPSB for Executive/Managerial Position. Strategic Competency-Based Merit Selection Plan | 48
11 12 13 14
Conduct Background Investigation of the Top Five (5) Rank applicants and submit Narrative Reports to the PHRMPSBs. Prepare appointment in accordance to the applicable provisions of the procedures of appointment preparation under Rule III of the 2017 Omnibus Rules on Appointments and Other Human Resource Actions. Review thoroughly and check the veracity, authenticity and completeness of all requirements and supporting papers in connection with all cases of appointments before submitting the same to CSCFO. Sign the following before certifications at the back of the appointment: a. Certification as to the completeness of the and Authenticity of the Requirements pursuant to Item 10, Section 7, Rule III of the Omnibus Rules on Appointment and Other Human Resource Action b. Certification that the vacant position to be filled has been published, posted and submitted to CSCFO for publication in the CSC Bulletin of Vacant Positions in accordance to RA 7041, and deliberation was done by the PHRMPSB fifteen (15) days after the publication.
15 16
Ensure that the Chairperson of the PHRMPSB has signed the certification at the back of the appointment, whenever applicable. Participate in the screening of applicants and deliberations of PHRMPSBs as regular member.
17
18 19
20 21
Ensure that a copy of the Sangguniang Panlalawigan Resolution approving/concurring or a certification of non-action on the request for concurrence signed by the Secretary to the Sanggunian shall be attached to the appointment of the head of office. Ensure that the PDS (CS Form 212, Revised 2017) of the appointee is updated and accomplished properly and completely. To monitor any change in employee’s profile, ensure that the employees’ PDS are updated annually. Request authentication from the CSC or authorized agencies of the original copy of certificate of eligibility/licenses of selected candidate/s prior to issuance of original appointment, transfer, reappointment (renewal) or reemployment unless previous authentication has been issued for the same eligibility/license. Post in three (3) conspicuous places within the Provincial Government Building a list of newly-appointed employee/s a day after the issuance of an appointment/s for a least fifteen (15) calendar days. Facilitate the receipt of appointment and other pertinent documents by the appointee, as evidenced by the signature of the appointee in the acknowledgment portion of the appointment with complete date of receipt. An appointment issued by the appointing authority may be cancelled if the appointee does not assume office or report within thirty (30) calendar days from receipt of the written notice of appointment. The cancellation of the appointment shall be reported to the Commission for record purposes. The positions is automatically deemed vacant upon cancellation of the appointing authority without need for an approval or declaration by the Commission. Strategic Competency-Based Merit Selection Plan | 49
22 23
Facilitate the proper placement of the newly-hired employee in his/her work station/office. Submit the duly accomplished CS Form No. 2, Revised 2017 (Report on Appointment Issued) in printed and electronic copies (2 copies) to the CSCFO together with the original CSC copy of appointments and supporting documents within the 30th day of the succeeding month.
24
Submit to the CSCFO the copy of the Oath of Office (CS Form No. 32, Revised 2017) within thirty (30) days from the date of the assumption of the appointee.
25
Submit to the CSCFO the copy of the Certificate of Assumption to Duty (CS Form No. 4, Revised 2017) within thirty (30) days from the date of the assumption of the appointee.
B. The Provincial Human Resource Merit Promotion and Selection Boards (PHRMPSBs)
1
Serve as the Recommending Body for appointment. However, the final decision on whom to appoint shall be within the appointing authority. As such, PHRMPSBs shall be primarily responsible for the judicious and objective selection of candidates for appointment in accordance with this SCBMSP and shall recommend to the appointing authority the top five (5) ranking candidates deemed most qualified for appointment to the vacant position. This provisions is pursuant to Section 85, Rule IX of the 2017 Omnibus Rules on Appointments and Other Human Resource Actions.
2 3 4
5
6
Undergo orientation and workshop on PGDdN’s selection and promotion process and CSC policies on appointments.
Must be represented by at least majority of their respective members during the deliberations of candidates for appointments. Ensure that the deliberations of candidates shall not be made earlier than fifteen (15) days from the date of publication and posting of vacant positions to be filled. However, PHRMPSBs shall no longer deliberate positions which are primarily confidential, reappointments to change the status from temporary to permanent, or to renew the appointment of temporary employee. Review SCBMSP, System of Ranking Positions, and Workforce/ Recruitment/Succession Plan and recommend the same for approval of the Local Chief Executive.
Regularly review assessment and formal screening procedures to ensure effective ranking and subsequent selection of most qualified candidates for appointment, without undermining the equal opportunity principles on employment. As such, the following shall be considered:
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a. Reasonable and valid standards and methods of evaluating the competence and qualifications of all applicants competing for a particular position; b. Criteria for evaluation of qualifications of applicants for appointment must suit the job requirements of the position. c. The special needs of applicants with physical challenges such as, but not limited to, provision of hearing aids, Braille and access instruments/equipment; and d. The participation of diverse applicants to include indigenous peoples, physically-challenged sectors, people from various gender orientations, among others.
7
8
9 10
Orient provincial government officials and employees pertaining to policies relative to human resource actions, including the gender and development dimensions of this SCBMSP.
C. The Appointing Authority
1
Disseminate screening procedures and criteria for selection to all provincial government offices. Any modification of the procedure and criteria for selection shall likewise be properly disseminated; Maintain fairness and impartiality in the assessment of candidates. Towards this end, PHRMPSBs may employ the assistance of external or independent resource persons and/ or designate experts from other provincial government offices (e,g, Psychometrician from PSWDO). PHRMPSBs may also initiate innovative schemes in determining the best and the most qualified candidate;
Through its Secretariat, maintain records of the deliberations which must be made accessible to interested parties upon written consent and for inspection and audit by the CSC; and
2
Assess the merits of PHRMPSBs’ recommendation and in the exercise of his sound discretion, act accordingly on the said recommendation. If the appointing authority selects from any of the recommended applicants, he shall endorse the recommendation with appropriate instruction to the PHRMO, which upon receipt thereof, facilitate the preparation of appointment. On the contrary, the appointing authority may instruct the PHRMPSBs for another screening, or instruct the PHRMO for the re-publication/re-posting of the vacant position, or hold the filling-in of vacant position in abeyance. May appoint an applicant who is ranked higher than those next-in-rank to the vacant position based on the assessment of qualifications/competence evidenced by the comparative ranking.
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3
4
5
Appoint department head subject to the concurrence of the majority members of the Sangguniang Panlalawigan. If the Sangguniang Panlalawigan does not act with the appointment within fifteen (15) days from the date of its submission, said appointment shall be deemed approved. The effectivity date of appointment shall be the date of the signing of the appointing authority which shall end at the moment the Sangguniang Panlalawigan rejects or disapproves it. The services rendered after the rejection or disapproval of the Sangguniang Panlalawigan shall not be considered as government service but the appointee is entitled to salaries for actual services rendered.
Review and sign three (3) original copies of the appointment and in no case shall digital/electronic or rubber-stamped signature of the appointing authority be allowed pursuant to Item 8, Section 7, Rule III of the Omnibus Rules on Appointments and Other Human Resource Actions.
Certify that such appointment issued in accordance with limitations provided under Section 325 of Republic Act No. 7160, otherwise known as the Local Government Code of 1991.
6
May cancel the appointment of an appointee who failed to assume to office or report within thirty (30) calendar days from the receipt of the written notice for appointment. He may therefore select from among the top ranking candidates for the position or order the republication of vacant position pursuant to Republic Act No. 7041, otherwise known as the Publication Law.
D. The Local Chief Executive
1
2
Establish a PHRMPSB for First and Second Level Positions and PHRMPSB for Executive/Managerial Positions pursuant to Rule IX of the 2017 Omnibus Rules on Appointments and Other Human Resource Actions. Serve as Chairperson of the PHRMPSBs for positions under the Executive Branch of PGDdN.
3
Issue an Office Order to the principal members of PHRMPSBs and their designated alternates, copy furnished CSCFO and CSCRO.
4
As far as practicable, ensure equal opportunity for men and women to be represented in the PHRMPSB for all levels of positions.
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5
6
7 8
9
Ensure the attendance and participation of PHRMPSBs’ members on learning and development interventions to develop their competencies in adhering to CSC laws, rules and guidelines, as well as in formulating innovative processes, procedures, systems and practices in recruitment, selection and placement of human resources. Review and approve recruitment and selection plans, System of Ranking Positions (SRP), Recruitment, Selection and Placement (RSP) Manual and other documents that will ensure the alignment of RSP to PGDdN’s strategic directions. Ensure that CSCFO and CSCRO are provided with copies of this SCBMSP, SRP, RSP Manual and other RSP documents for reference Ensure the provision of funds for the operation of PHRMPSBs and the implementation of this SCBMSP and other RSP plans, processes, procedures, including the needed automation under the Human Resource Information System (HRIS). Ensure that the Internal Audit Services Division of the Provincial Administrator’s Office shall formulate review mechanism for the monitoring and evaluation of this SCBMSP and other RSP plans, processes, procedures and systems, and subsequently conduct periodic plan implementation and process/system audit. This is to ensure the RSP policies, plans, processes, procedures and systems are regularly updated/modified to continually align RSP with PGDdN’s strategic directions.
10
Adhere to Section 103, Rule IX of the 2017 Omnibus Rules on Appointments and Other Human Resource Actions, which states that this SCBMSP of the Provincial Government of Davao del Norte shall be considered as valid contract among the head of agency, the employees and the CSC. Accordingly, non-compliance of the policies and procedures provided in this SCBMSP shall be considered as ground for disapproval/ invalidation of appointment, as well as, for disciplinary action against official or employee who caused the violation.
IX. EFFECTIVITY This SCBMSP and subsequent amendments thereto shall take effect immediately after the approval of the Civil Service Commission.
X. COMMITMENT I hereby commit to implement and abide by the provisions of this SCBMSP pursuant to Section 103, Rule IX of the 2017 Omnibus Rules on Appointments and Other Human Resource Actions.
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ANTONIO RAFAEL G. DEL ROSARIO Governor
Date of Signing
Approved by:
ATTY. ANNABELLE B. ROSELL Director IV, CSC Regional Office XI
Date of Signing
Annex
Annex