five-year strategic human resource...
TRANSCRIPT
METRO KIDAPAWAN WATER DISTRICT2015-2019
TABLE OF CONTENTS
CONTENTS PAGESPRELIMINARY PAGES
ANNEX A: ORGANIZATIONAL PROFILE 1 – 10
TEMPLATE A: Organizational Strategies and HR Requirements
11 – 59
TEMPLATE B1: HR Inventory 60 – 74
TEMPLATE B2: HR Profile 75 – 77
TEMPLATE C1: HR Competencies Requirements 78 – 118
TEMPLATE C2: HR Competency Mapping 119 – 166
TEMPLATE D: Competency Gap Analysis 167 – 170
TEMPLATE E: People Issues 171
TEMPLATE F: HR Systems Check 172 – 174
TEMPLATE G: Employee Health and Wellness Assessment
175 – 176
TEMPLATE H: Prioritized Gaps and Interventions 177 – 196
TEMPLATE I: Monitoring and Evaluation 197 - 203
COMMUNICATION PLAN 204
ANNEX B: ORGANIZATIONAL STRATEGIC ROAD MAP 205 – 210
ANNEX C: JOB ANALYSIS 211 – 213
ANNEX D: SUPERVISOR’S OBSERVATION CHECKLIST 214 – 216
ANNEX E: COMPETENCIES INVENTORY 217 – 222
ANNEX F: CAREER PATHING 223 – 272
ANNEX G: SUCCESSION PLANNING 273 – 365
ANNEX H: PRE-RETIREMENT PLANNING 366 – 368
APPENDICES
ANNEX BMKWD STRATEGIC ROAD MAP
ANNEX CJOB ANALYSIS
ANNEX DMKWD SUPERVISORS’CHECKLIST
ANNEX EMKWD COMPETENCIES INVENTORY
ANNEX FMKWD CAREER PATHING
ANNEX GMKWD SUCCESSION PLANNING
ANNEX HMKWD PRE-RETIREMENT PLANNING
11
TEMPLATE A
Agency Strategies & Priorities, Required & Current Profile
HUMAN RESOURCES DEVELOPMENT. The MKWD shall continuously enhance its corporate human resources management and development structures and its mechanisms to strengthen service culture
Agency Strategic Plans
Programs/ Projects/ Activities
Time
Frame
Lead
Office
Budget
Required Jobs (HR Need)
Actual Jobs (Existing HR Level)
Job
Job Description Competencies No. Job Job Description Competencies No.
WELL-PLACED HUMAN RESOURCE SYSTEMS AND WELFARE MECHANISMS
• Instituting HR systems & HRD interventions: HR Plan; Career Pathing; Succession Plan; Pre-retirement Plan; HR Capacity Dev’t Plan
• Improve job performance based on CSC standards
• Enhance Merit System
• Integrate GAD concepts in HR programs and activities
• Facilitate smooth transition for career advancement based on DBM LWD-MaCRO Category B job position requisites
• Facilitate conduct of teambuilding
2015 On-
wards
AHRD-ADMIN & HR DIVISION
SUPERVISING INDUSTRIAL RELATIONS MANAGEMENT OFFICER A (SG-20)
Supervises, directs, plans, coordinates, and instructs all areas and personnel within the Human Resources Division. Insures human resources programs and policies support organizational values, goals and objectives. Assesses and monitors department-wide service delivery and insures the delivery of timely and efficient customer response and support. Provides oversight for research and trend analysis. Responds to and presents reports, recommendations, and analysis of human resources related matters. Serves as subject matter expert on all human resources matters. Directs and oversees sensitive investigations, inquiries and problem resolution. Conducts or directs consultations with
Extensive and thorough knowledge of HR systems, mechanisms, techniques , modern techniques, methods, procedures, principles, and practices of all phases of HR management. knowledge of local government and public sector operations and culture. Extensive knowledge of personnel management, financial management, and general office and business administration practices.
1 NEW POSITION
12
activities The BOD, executive and senior managers, legal counsel, risk management administration and other applicable parties.
INDUSTRIAL RELATIONS MANAGEMENT OFFICER A (SG-15)
Manages the daily operation of all elements related to an assigned administrative, functional or programmatic area of the Administrative and Human Resources Department. (These areas may include classification and pay; drug and alcohol testing; employee benefits; planning and development, including personnel policies and systems orientation, performance management and rewards and recognition program; administrative support systems including applicant in-take, recruitment and records management; management information systems; health and safety, and benefits and wellness.) Serves as principal content expert in specialty area to other Human Resources units and to the organization as a whole. Conducts research, analyzes findings and
Manage preparation, conduct and post conduct of orientation and briefing for new employees; Planning processes, identification and programming of HR systems and subsystems, customize and HRD and HRM design for the Agency and implement the same; Training Needs Assessment Designing Training Programs; Managing / Facilitating Training Programs; Design and Conduct of Training Evaluation
1 INDUSTRIAL RELATIONS MANAGEMENT OFFICER A (SG-15)
Manages the daily operation of all elements related to an assigned administrative, functional or programmatic area of the Administrative and Human Resources Department. (These areas may include classification and pay; drug and alcohol testing; employee benefits; planning and development, including personnel policies and systems orientation, performance management and rewards and recognition program; administrative support systems including applicant in-take, recruitment and records management; management information systems; health and safety, and benefits and wellness.) Serves as principal content expert in specialty area to other Human Resources units and to the organization as a whole. Conducts research, analyzes findings and
Manage preparation, conduct and post conduct of orientation and briefing for new employees; Planning processes, identification and programming of HR systems and subsystems, customize and HRD and HRM design for the Agency and implement the same; Training Needs Assessment Designing Training Programs; Managing / Facilitating Training Programs; Design and Conduct of Training Evaluation
1
13
recommends program changes and develops procedures for implementation of policies or programs within specialty areas. Monitors regulatory and legal changes applicable to specialty area, alerts those with a need to know of the changes and develops compliance measures as applicable. Develops communication materials and conducts training on specialty area matters. May participate on the HR Management team as a contributor to the department’s strategic plan, fiscal management and problem resolution as it relates to areas of supervision. Prepares budget requests associated with specialty area and provides recommendations for expenditure of appropriated funds. May recommend the selection, transfer, promotion, grievance resolution, and termination of assigned staff. May conduct performance evaluations and recommend approval or disapproval of merit increases.
recommends program changes and develops procedures for implementation of policies or programs within specialty areas. Monitors regulatory and legal changes applicable to specialty area, alerts those with a need to know of the changes and develops compliance measures as applicable. Develops communication materials and conducts training on specialty area matters. May participate on the HR Management team as a contributor to the department’s strategic plan, fiscal management and problem resolution as it relates to areas of supervision. Prepares budget requests associated with specialty area and provides recommendations for expenditure of appropriated funds. May recommend the selection, transfer, promotion, grievance resolution, and termination of assigned staff. May conduct performance evaluations and recommend approval or disapproval of merit increases.
14
TEMPLATE A
Agency Strategies & Priorities, Required & Current Profile
OPTIMUM ORGANIZATIONAL MANAGEMENT AND CORPORATE SOCIAL RESPONSIBILITY. The MKWD shall continue to strengthen organizational management and internal and external communications, as well as enhance its corporate social responsibility
Agency Strategic Plans
Programs/ Projects/ Activities
Time
Frame
Lead
Office
Budget
Required Jobs (HR Need)
Actual Jobs (Existing HR Level)
Job
Job Description Competencies No. Job Job Description Competencies No.
Employ innovative systems and technologies to improve efficiencies throughout the Local Water District
OFFICE OF
THE GENERAL MANAGER
GENERAL MANAGER B (SG-27)
Represents the LWD in all dealings with offices, agencies and instrumentalities of the government and with all other persons and entities, whether public of private, domestic, foreign or international; Implements plans, programs and policies approved by the Board concerning the management and operation of the LWD; Signs for and in behalf of the LWD contracts and debt instruments authorized and approved by the BOD; Subject to the approval of the BOD, determines the staffing pattern and the number of personnel, defines their duties and responsibilities, and fixes their salaries and emoluments in accordance with the approved compensation structure of the LWD; Appoints, promotes,
Leadership; Supervisorial skills; Organizational Skills; Communication Skills; Strategic Management; Group dynamics, problem-solving methods, and behavioral and organizational change strategies. knowledge of methods and techniques in conducting administrative and method studies, communication skills; technical writing skills
1 GENERAL MANAGER B (SG-27)
Represents the LWD in all dealings with offices, agencies and instrumentalities of the government and with all other persons and entities, whether public of private, domestic, foreign or international; Implements plans, programs and policies approved by the Board concerning the management and operation of the LWD; Signs for and in behalf of the LWD contracts and debt instruments authorized and approved by the BOD; Subject to the approval of the BOD, determines the staffing pattern and the number of personnel, defines their duties and responsibilities, and fixes their salaries and emoluments in accordance with the
Leadership; Supervisorial skills; Organizational Skills; Communication Skills; Strategic Management; Group dynamics, problem-solving methods, and behavioral and organizational change strategies. knowledge of methods and techniques in conducting administrative and method studies, communication skills; technical writing skills
1
15
assigns, reassigns, transfers and removes personnel below the ranks of Assistant General Manager. In case of removal, same may be appealed to the BOD; Delegates any of his powers, duties or functions to any official of the corporation, subject to the approval of the Board; and Performs other related functions.
approved compensation structure of the LWD; Appoints, promotes, assigns, reassigns, transfers and removes personnel below the ranks of Assistant General Manager. In case of removal, same may be appealed to the BOD; Delegates any of his powers, duties or functions to any official of the corporation, subject to the approval of the Board; and Performs other related functions.
Enhance cost-efficiency and cost effectiveness in all administrative and organizational processes
SUPERVISING INTERNAL CONTROL OFFICER (SG-20)
Develops and implements a comprehensive program to evaluate the effectiveness of internal control systems; appraise performance levels of organizational units in carrying out assigned tasks/ responsibilities; determine compliance with policies, laws, rules and regulations; determine if results of operations, plans/programs are consistent with established goals and objectives; review the extent to which assets are accounted for and safeguarded; and ascertain the reliability of management data developed within the
Analytical skills; Supervisorial skills; Organizational &behavioral skills; Statistical skills; technical proficiency
1 NEW POSITION
16
LWD; Appraises the economic and efficient use of resources; Recommends continuous improvements of financial and other operational procedures to promote effective internal controls at reasonable cost; . Develops audit standards and review procedures; Systematically evaluates and improves the effectiveness of risk management, control and governance processes of the LWD; Furnishes top management with analyses, appraisals, recommendations and information concerning reviewed activities; Recommends corrective actions/measures on deficiencies observed;
SENIOR INTERNAL CONTROL OFFICER (SG-16)
Appraises performance levels of organizational units in carrying out assigned tasks/ responsibilities; determines compliance with policies, laws, rules and regulations; determine if results of operations, plans/programs are consistent with established goals and objectives; review the extent to which assets are accounted for and
Leadership; Supervisorial skills; Organizational Skills; Communication Skills; Strategic Management; Group dynamics, problem-solving methods, and behavioral and organizational change strategies. knowledge of methods and techniques in
1 SENIOR INTERNAL CONTROL OFFICER (SG-16)
Appraises performance levels of organizational units in carrying out assigned tasks/ responsibilities; determines compliance with policies, laws, rules and regulations; determine if results of operations, plans/programs are consistent with established goals and objectives; review the extent to which assets
Leadership; Supervisorial skills; Organizational Skills; Communication Skills; Strategic Management; Group dynamics, problem-solving methods, and behavioral and organizational change strategies. knowledge of methods and techniques in conducting
1
17
safeguarded; and ascertain the reliability of management data developed within the LWD; Appraises the economic and efficient use of resources; Recommends continuous improvements of financial and other operational procedures to promote effective internal controls at reasonable cost; . Develops audit standards and review procedures; Systematically evaluates and improves the effectiveness of risk management, control and governance processes of the LWD; Furnishes top management with analyses, appraisals, recommendations and information concerning reviewed activities; Recommends corrective actions/measures on deficiencies observed;
conducting administrative and method studies, communication skills; technical writing skills
are accounted for and safeguarded; and ascertain the reliability of management data developed within the LWD; Appraises the economic and efficient use of resources; Recommends continuous improvements of financial and other operational procedures to promote effective internal controls at reasonable cost; . Develops audit standards and review procedures; Systematically evaluates and improves the effectiveness of risk management, control and governance processes of the LWD; Furnishes top management with analyses, appraisals, recommendations and information concerning reviewed activities; Recommends corrective actions/measures on deficiencies observed;
administrative and method studies, communication skills; technical writing skills
Employ a marketing strategy to educate customers on current and future projects
SENIOR CORPORATE PLANNING SPECIALIST (SG-19)
Performs utility market research, data analysis, data base management, tracks and records utility market trends and reports utility program outcomes. Participates in market plan
Leadership; Supervisorial skills; Organizational Skills; Communication Skills; Strategic Management; Group dynamics, problem-solving
1 NEW POSITION
18
development. Participates in identifying, monitoring and resolving critical issues that may impact public perception of water utility operations. Provides technical support, such as graphics, brochure, advertisement and web page design, for LWD departments. Conducts research to identify and evaluate utility marketing programs. Participates in the planning and development of utility related advertising and public information programs. Prepares competitive market assessments. Assists LWD departments in market penetration analysis, and residential and commercial service end-use trends.
methods, and behavioral and organizational change strategies. knowledge of methods and techniques in conducting administrative and method studies, communication skills; technical writing skills
Employ an internal communication strategy to improve the dissemination of information between the diverse areas of the LWD
SENIOR INFORMATION OFFICER (SG-18)
Plans, reviews, evaluates and supervises completed staff work; Develops and recommends policies, guidelines and procedures relative to public relations, protocol and public information; Conducts public affairs activities such as answering queries, arranging interviews, reviewing articles, arranging news conferences, organizing public appearances,
Leadership; Supervisorial skills; Organizational Skills; Communication Skills; Strategic Management; Group dynamics, problem-solving methods, and behavioral and organizational change strategies. knowledge of methods and techniques in conducting
1 NEW POSITION
19
preparing news releases, fact sheets and feature articles: Monitors service problems and identifies inadequacies for resolution to help maintain public confidence in the LWD; Responds to customer public complaints; Oversees implementation of corporate image enhancement programs; Conceptualizes advertising and promotional materials for water services; Conducts periodic evaluation of the effectiveness of advertising and promotional programs
administrative and method studies, communication skills; technical writing skills
INFORMATION OFFICER A (SG-15)
Conducts public affairs activities such as answering queries, arranging interviews, reviewing articles, arranging news conferences, organizing public appearances, preparing news releases, fact sheets and feature articles: Monitors service problems and identifies inadequacies for resolution in order to help maintain public confidence in the LWD; Responds to customer public complaints; Oversees
Leadership; Supervisorial skills; Organizational Skills; Strategic Management; Group dynamics, problem-solving methods, and behavioral and organizational change strategies. knowledge of methods and techniques in conducting administrative and method studies, communication skills; technical writing skills
1 INFORMATION OFFICER A (SG-15)
Conducts public affairs activities such as answering queries, arranging interviews, reviewing articles, arranging news conferences, organizing public appearances, preparing news releases, fact sheets and feature articles: Monitors service problems and identifies inadequacies for resolution in order to help maintain public confidence in the LWD; Responds to customer public complaints;
Leadership; Supervisorial skills; Organizational Skills;; Strategic Management; Group dynamics, problem-solving methods, and behavioral and organizational change strategies. knowledge of methods and techniques in conducting administrative and method studies, communication skills; technical writing skills
1
20
implementation of corporate image enhancement programs; Conceptualizes advertising and promotional materials for water services; Conducts periodic evaluation of the effectiveness of advertising and promotional programs
Oversees implementation of corporate image enhancement programs; Conceptualizes advertising and promotional materials for water services; Conducts periodic evaluation of the effectiveness of advertising and promotional programs
SUPERVISING DATA ENCODER CONTROLLER (SG-13)
Provides installation and maintenance on various computer programs, applications and systems. Designs and develops procedures and computer schemes which will enhance the system. Discusses the needs with various departments or divisions within a department and develops computer systems which will aid them in the performance of their duties. Documents programs and systems. Trains and provides support to user personnel with respect to system procedures and operations. Designs forms for data entry. Analyzes and solves program and user problems. Assists in program planning and implementation. Analyzes documents,
Leadership; Supervisorial skills; Organizational Skills; Communication Skills; Strategic Management; Group dynamics, problem-solving methods, and behavioral and organizational change strategies. knowledge of methods and techniques in conducting administrative and method studies, communication skills; technical writing skills
NEW POSITION
21
files, and reports related to work flow; organizes information into accessible work files. Performs related work as required.
CORPORATE ATTORNEY (SG-18)
Acts as the legal adviser of the LWD; interprets laws as they relate to the water service industry and the LWD; Renders advisory/legal opinion; Recommends policy statements, drafts and approves legal instruments; Institutes proceedings for claims and indemnity; Initiates administrative disciplinary proceedings, prosecutes complaints; Acts as agent for the receipt of legal processes for and in behalf of the LWD, BOD, the General Manager and other officials , resulting from the performance of their official functions; Attends to administrative, civil and criminal cases involving the LWD and its officials and employees
Leadership; Supervisorial skills; Organizational Skills; Communication Skills; Strategic Management; Group dynamics, problem-solving methods, and behavioral and organizational change strategies.
1 CORPORATE ATTORNEY (SG-18)
Acts as the legal adviser of the LWD; interprets laws as they relate to the water service industry and the LWD; Renders advisory/legal opinion; Recommends policy statements, drafts and approves legal instruments; Institutes proceedings for claims and indemnity; Initiates administrative disciplinary proceedings, prosecutes complaints; Acts as agent for the receipt of legal processes for and in behalf of the LWD, BOD, the General Manager and other officials , resulting from the performance of their official functions; Attends to administrative, civil and criminal cases involving the LWD and its officials and employees
Leadership; Supervisorial skills; Organizational Skills; Communication Skills; Strategic Management; Group dynamics, problem-solving methods, and behavioral and organizational change strategies.
1
22
TEMPLATE A
Agency Strategies & Priorities, Required & Current Profile
OPTIMUM ORGANIZATIONAL MANAGEMENT AND CORPORATE SOCIAL RESPONSIBILITY. The MKWD shall continue to strengthen organizational management and internal and external communications, as well as enhance its corporate social responsibility
Agency Strategic Plans
Programs/ Projects/ Activities
Time
Frame
Lead
Office
Budget
Required Jobs (HR Need)
Actual Jobs (Existing HR Level)
Job
Job Description Competencies No. Job Job Description Competencies No.
ENHANCED ADMINISTRATIVE SYSTEMS Improve the dynamics of the LWD’s organizational processes
• Plans, assigns, and reviews the work of clerical and professional staff engaged in general or specialized activities related to administrative functions or the core business programs and services of the division or department.
2015 on-wards
ADMIN & HR DIVISION
DIVISION MANAGER (SG-23)
Plans, assigns, and reviews the work of clerical and professional staff engaged in general or specialized activities related to administrative functions or the core business programs and services of the division or department.
Leadership; Supervisorial Skills; Organizational Skills; Behavioral Skills; Strategic Management; Communication Skills; Technical Report preparation skills; Computer literacy
1 NEW POSITION
ADMINISTRATIVE SERVICE CHIEF (SG-16)
Supervises, directs, plans, coordinates, and instructs all areas and personnel within the Administrative and Human Resources Division. Confers with persons requesting service or making complaints on matters of general importance. Investigates causes of complaints, and recommends the appropriate action to be taken. Uses and exercises independent judgment in the
Leadership; Organizational Skills; Communication Skills; Strategic Management; Group dynamics, problem-solving methods, and behavioral and organizational change strategies. knowledge of methods and techniques in conducting administrative and method studies, communication
1 NEW POSITION
23
completion of job duties. Trains and coaches supervised staff in a manner designed to elicit full performance. Recommends the selection, advancement, transfer, grievance resolution, discipline or dismissal of supervised personnel. Conducts performance evaluation, and recommends approval or disapproval of merit increases.
skills; technical writing skills
ADMINISTRATIVE SERVICE OFFICER A (SG-16)
Confers with persons requesting service or making complaints on matters of general importance. Investigates causes of complaints, and recommends the appropriate action to be taken. Uses and exercises independent judgment in the completion of job duties. Trains and coaches supervised staff in a manner designed to elicit full performance. Recommends the selection, advancement, transfer, grievance resolution, discipline or dismissal of supervised personnel. Conducts performance evaluation, and recommends approval or disapproval of merit increases.
Leadership; Organizational Skills; Communication Skills; Strategic Management; Group dynamics, problem-solving methods, and behavioral and organizational change strategies. knowledge of methods and techniques in conducting administrative and method studies, communication skills; technical writing skills
1 ADMINISTRATIVE SERVICE OFFICER A (SG-16)
Confers with persons requesting service or making complaints on matters of general importance. Investigates causes of complaints, and recommends the appropriate action to be taken. Uses and exercises independent judgment in the completion of job duties. Trains and coaches supervised staff in a manner designed to elicit full performance. Recommends the selection, advancement, transfer, grievance resolution, discipline or dismissal of supervised personnel. Conducts performance evaluation, and recommends approval or disapproval of merit increases.
Leadership; Organizational Skills; Communication Skills; Strategic Management; Group dynamics, problem-solving methods, and behavioral and organizational change strategies. knowledge of methods and techniques in conducting administrative and method studies, communication skills; technical writing skills
1
24
RECORDS OFFICER B (SG-14)
Clerical functions including production flow and review of a large-scale record and file system, computation unit, or similar section. Receives and responds to requests for information about the policies, procedures, functions, and programs of area assigned. Assists administrative supervisor in planning and research activities Operates computers to maintain computer database files. Maintains index, case and control files with coding system, and processes specialized cases and records related to activities of a particular department or division concerned.
Organizational skills; computer literate; records and database management skills; technical report preparation skills
1 RECORDS OFFICER B (SG-14)
Clerical functions including production flow and review of a large-scale record and file system, computation unit, or similar section. Receives and responds to requests for information about the policies, procedures, functions, and programs of area assigned. Assists administrative supervisor in planning and research activities Operates computers to maintain computer database files. Maintains index, case and control files with coding system, and processes specialized cases and records related to activities of a particular department or division concerned.
Organizational skills; computer literate; records and database management skills; technical report preparation skills
1
TEMPLATE A
Agency Strategies & Priorities, Required & Current Profile
25
OPTIMUM ORGANIZATIONAL MANAGEMENT AND CORPORATE SOCIAL RESPONSIBILITY. The MKWD shall continue to strengthen organizational management and internal and external communications, as well as enhance its corporate social responsibility
Agency Strategic Plans
Programs/ Projects/ Activities
Time
Frame
Lead
Office
Budget
Required Jobs (HR Need)
Actual Jobs (Existing HR Level)
Job
Job Description Competencies No. Job Job Description Competencies No.
Streamlined records management and procurement procedures and processes
2015 On-
wards
AHRD-GENERAL SERVICES DIVISION
DIVISION MANAGER B (SG-23)
Plans, assigns, and reviews the work of clerical and professional staff engaged in general or specialized activities related to administrative functions or the core business programs and services of the division or department. In charge of general service activities for the department that may include grants and contract administration, budgeting, purchasing, personnel management, and utility revenue collections. Trains and coaches supervised staff in a manner designed to elicit full performance. Conducts performance evaluations, and recommends approval or disapproval of merit increases.
Leadership; Supervisorial Skills; Organizational Skills; Behavioral Skills; Strategic Management; Communication Skills; Technical Report preparation skills; Computer literacy
1 DIVISION MANAGER B (SG-23)
Plans, assigns, and reviews the work of clerical and professional staff engaged in general or specialized activities related to administrative functions or the core business programs and services of the division or department. In charge of general service activities for the department that may include grants and contract administration, budgeting, purchasing, personnel management, and utility revenue collections. Trains and coaches supervised staff in a manner designed to elicit full performance. Conducts performance evaluations, and recommends approval or disapproval of merit increases.
Leadership; Supervisorial Skills; Organizational Skills; Behavioral Skills; Strategic Management; Communication Skills; Technical Report preparation skills; Computer literacy
1
GENERAL SERVICES CHIEF B (SG-19)
Plans, assigns and supervises the work of subordinates handling supplies and maintaining
Leadership; Supervisorial Skills; Organizational Skills; Behavioral
1 NEW POSITION
26
appropriate records at the LWD warehouse or another facility with the same purpose. Supervises the issuance, receipt and storage of supplies, materials and equipment. Coordinates the processing of issued and returned materials in accordance with the prescribed procedures. Assures that all necessary steps are being taken to secure maximum control of warehouse stock items. Develops procurement partnerships with vendors.
Skills; Strategic Management; Communication Skills; Technical Report preparation skills; Computer literacy
PROPERTY SUPPLY OFFICER A (SG-14)
Creates and maintains data of stock quantities on hand; suggests purchase of designated commodities and materials; corresponds with users on special job requests; deals with vendors on shortages or overages in freight or non-corresponding manufacturers numbers, or departmental specifications. Assists in the determinations of minimum and maximum stocking levels. Handles all routine supply questions and problems concerning such things as out of stock, backorders and special materials requests.
Organizational Skills; Behavioral Skills; Communication Skills; Technical Report preparation skills; Computer literacy; records and database management
1 PROPERTY SUPPLY OFFICER A (SG-14)
Creates and maintains data of stock quantities on hand; suggests purchase of designated commodities and materials; corresponds with users on special job requests; deals with vendors on shortages or overages in freight or non-corresponding manufacturers numbers, or departmental specifications. Assists in the determinations of minimum and maximum stocking levels. Handles all routine supply questions and problems concerning such things as out of
Organizational Skills; Behavioral Skills; Communication Skills; Technical Report preparation skills; Computer literacy; records and database management
1
27
Edits reports; assists with perpetual inventory and the preparation of store records and reports.
stock, backorders and special materials requests. Edits reports; assists with perpetual inventory and the preparation of store records and reports.
28
TEMPLATE A
Agency Strategies & Priorities, Required & Current Profile
FINANCIAL STABILITY AND VIABILITY.The MKWD shall ensure sound financial planning to maximize fiscal and fiduciary capabilities
Agency Strategic Plans
Programs/ Projects/ Activities
Time
Frame
Lead
Office
Budget
Required Jobs (HR Need)
Actual Jobs (Existing HR Level)
Job
Job Description Competencies No. Job Job Description Competencies No.
Evaluate and implementdifferent strategies toprioritize future projectsas the needs of theLWD change
FINANCE SERVICES DEPARTMENT- ACCOUNTING & BUDGET DIVISION
DIVISION MANAGER B (SG-23)
Plans, directs and reviews the work of professional and paraprofessional staff engaged in major phases of the financial, accounting, and financial systems activities of the LWD. Leads staff in: maintaining and monitoring accounting and budgetary ledgers; preparation of interim, annual, interpretive financial, administrative, operational, and compliance reports, studies, and analyses; utility, enterprise, internal service, and other rate studies; financial systems review, development, implementation, maintenance, operation, and control; application of accounting and financial reporting principles; developing, maintaining, and reviewing internal controls that safeguards
Leadership; Supervisorial Skills; Organizational Skills; Behavioral Skills; Strategic Management; Communication Skills; Technical Report preparation skills; Computer literacy
1 DIVISION MANAGER B (SG-23)
Plans, directs and reviews the work of professional and paraprofessional staff engaged in major phases of the financial, accounting, and financial systems activities of the LWD. Leads staff in: maintaining and monitoring accounting and budgetary ledgers; preparation of interim, annual, interpretive financial, administrative, operational, and compliance reports, studies, and analyses; utility, enterprise, internal service, and other rate studies; financial systems review, development, implementation, maintenance, operation, and control; application of accounting and financial reporting principles; developing, maintaining, and reviewing internal controls that
Leadership; Supervisorial Skills; Organizational Skills; Behavioral Skills; Strategic Management; Communication Skills; Technical Report preparation skills; Computer literacy
1
29
the LWD’s assets and reliability of financial information, and compliance with administrative policies, legal, and regulatory requirements.
safeguards the LWD’s assets and reliability of financial information, and compliance with administrative policies, legal, and regulatory requirements.
Develop new revenue sources
SENIOR FINANCIAL PLANNING SPECIALIST (SG-20)
Assists in the development of utility rates and develops expenditure projections for utility enterprise operations. Assists in the development of a combined five to ten year utility forecast. Participates in the preparation, analysis, approval and implementation of various departmental budgets. Participates in conferences and hearings regarding budgetary requirements of the LWD. Participates in the analysis of agency operations to determine conformance with approved budget and assists departmental personnel in the maintenance of proper appropriations and allotment accounts. Performs management analysis studies and confers with all levels of LWD management to ascertain needs and recommend appropriate solutions. Supervises and assists in conducting and
Leadership; Organizational &behavioral skills; Accounting Administrative skills; Records management
2 NEW POSITION
30
analyzing various special projects as assigned. Performs related work as required.
Enhance capital planning efforts through the implementation of capital budgeting methodologies to ensure projects are completed on time and on budget
CORPORATE BUDGET SPECIALIST (SG-16)
Prepares and administers departmental budget. Prepares annual and long-range internal audit plans for the approval of the BOD. Initiates financial, management, operational, performance and compliance audits as required. Schedules and supervises the performance of audits and investigations to insure the validity, authenticity, and legality of expenditures. Evaluates agency internal control systems and procedures. Makes recommendations concerning the modification or establishment of methods of internal control.
Leadership; Organizational &behavioral skills; Accounting Administrative skills; Records management
1 CORPORATE BUDGET SPECIALIST (SG-16)
Prepares and administers departmental budget. Prepares annual and long-range internal audit plans for the approval of the BOD. Initiates financial, management, operational, performance and compliance audits as required. Schedules and supervises the performance of audits and investigations to insure the validity, authenticity, and legality of expenditures. Evaluates agency internal control systems and procedures. Makes recommendations concerning the modification or establishment of methods of internal control.
Leadership; Organizational &behavioral skills; Accounting Administrative skills; Records management
1
Analyze different rate structures to remain financially stable while improving cash reserves and debt service
CORPORATE ACCOUNTANT (SG-15)
Leads staff in: maintaining and monitoring accounting and budgetary ledgers; preparation of interim, annual, interpretive financial, administrative, operational, and compliance reports, studies, and analyses; utility, enterprise, internal service, and other rate studies;
1 CORPORATE ACCOUNTANT (SG-15)
Leads staff in: maintaining and monitoring accounting and budgetary ledgers; preparation of interim, annual, interpretive financial, administrative, operational, and compliance reports, studies, and analyses; utility, enterprise, internal service, and other rate studies;
1
31
coverage financial systems review, development, implementation, maintenance, operation, and control; application of accounting and financial reporting principles; developing, maintaining, and reviewing internal controls that safeguards the Firm’s assets and reliability of financial information, and compliance with administrative policies, legal, and regulatory requirements.
financial systems review, development, implementation, maintenance, operation, and control; application of accounting and financial reporting principles; developing, maintaining, and reviewing internal controls that safeguards the Firm’s assets and reliability of financial information, and compliance with administrative policies, legal, and regulatory requirements.
32
TEMPLATE A
Agency Strategies & Priorities, Required & Current Profile
FINANCIAL STABILITY AND VIABILITY.The MKWD shall ensure sound financial planning to maximize fiscal and fiduciary capabilities
Agency Strategic Plans
Programs/ Projects/ Activities
Time
Frame
Lead
Office
Budget
Required Jobs (HR Need)
Actual Jobs (Existing HR Level)
Job
Job Description Competencies No. Job Job Description Competencies No.
Enhanced revenue generation capabilities and capacities
2015- ONWARDS
FINANCE SERVICES DEPARTMENT- CASH MANAGEMENT DIVISION
DIVISION MANAGER B (SG-23)
Oversees management of financial resources of the LWD including cash collections and control of metered machine; develops and implements strategies pertaining to cash management and investments; supervises and maintains adequate controls for the safeguarding of cash;
Leadership; Organizational &behavioral skills; Supervisorial skills; Accounting Administrative skills; Records management ; analytical skills
1 NEW POSITION
SUPERVISING CASHIER (SG-19)
Assists the customers with payments for utilities, and other fees by receiving the monetary transactions, analyzing on-line account information, applying the payments to the correct accounts, preparing receipts and validating payments. , and assisting the public with information concerning a variety of LWD services Balances monies received against receipted copies of bills and register tapes; prepares daily settlement of monies; counts, rolls and bands
Leadership; Organizational &behavioral skills; Accounting Administrative skills; Records management
1
33
monies received. Prepares bank deposits. Assists in the issuance of disconnect and reconnect work orders. Assists in the processing of payments, returned check notices, business tax payments and the processing of bank drafts. Researches accounts to verify balance due from customers as necessary.
34
TEMPLATE A
Agency Strategies & Priorities, Required & Current Profile
CUSTOMER SATISFACTION.The MKWD shall ensure courteous, efficient and reliable customer service to its consumers
Agency Strategic Plans
Programs/ Projects/ Activities
Time
Frame
Lead
Office
Budget
Required Jobs (HR Need)
Actual Jobs (Existing HR Level)
Job
Job Description Competencies No. Job Job Description Competencies No.
Improve the customer service experience for our customers
CSD- CUSTOMER ACCOUNTS DIVISION
DIVISION MANAGER B (SG-24)
Monitors industry trends to mitigate opportunities for financial loss to the LWD. Analyzes utility account histories for the resolution of problems. Processes all adjustments and corrections to ensure proper billing for assigned accounts. Manages collection of delinquent accounts; approves payment arrangements based on guidelines and individual discretion, and orders discontinuance of service, as needed. Develops processes, guidelines, and procedures to ensure appropriate account management. Handles escalated customer complaints. Assists with special projects to establish and sustain interpersonal relationships, enhance
Leadership; Supervisorial skills; Organizational &behavioral skills; Accounting Administrative skills; Records management
1 DIVISION MANAGER B (SG-24)
Monitors industry trends to mitigate opportunities for financial loss to the LWD. Analyzes utility account histories for the resolution of problems. Processes all adjustments and corrections to ensure proper billing for assigned accounts. Manages collection of delinquent accounts; approves payment arrangements based on guidelines and individual discretion, and orders discontinuance of service, as needed. Develops processes, guidelines, and procedures to ensure appropriate account management. Handles escalated customer complaints. Assists with special projects to establish and sustain interpersonal relationships, enhance
Leadership; Supervisorial skills; Organizational &behavioral skills; Accounting Administrative skills; Records management
1
35
service, or anticipate the needs of the commercial customer base.
service, or anticipate the needs of the commercial customer base.
SUPERVISING CUSTOMER SERVICES OFFICER A (SG-20)
Supervises, directs, plans, coordinates, and instructs all areas and personnel within the Customer Services Division. Assists individuals interested in establishing water service. Reviews utility accounts for outstanding due balances. Determines the types of services needed. Informs the public of policies and procedures relevant to utility service. Makes orders to turn-on and cut-off service. Originates order for taps and meter-sets on new construction. Updates current customer accounts relevant to mailing addresses and transferring outstanding balances. Makes contact with customers regarding bad checks. Works delinquent and bad customer accounts. Assists in the training of cashier / clerks; assists supervisor with the end of the day closeouts.
Leadership; Supervisorial skills; Organizational &behavioral skills; Accounting Administrative skills; Records management
1 NEW POSITION
CUSTOMER SERVICE
Reports all revenues deposited to management and CSD
Analytical skills; Supervisorial skills;
2 CUSTOMER SERVICE
Reports all revenues deposited to management and CSD
Analytical skills; Supervisorial skills; Organizational
2
36
OFFICER A (SG-16)
on a daily basis. Assists in the reviewing and enforcement of internal controls on cash receipts. Prepares revenues for deposit into banks. Prepares cash reports for revenues received. Maintains worksheets for receivables and researches to determine proper accounting of revenues.
Organizational &behavioral skills; Accounting Administrative skills; Records management
OFFICER A (SG-16)
on a daily basis. Assists in the reviewing and enforcement of internal controls on cash receipts. Prepares revenues for deposit into banks. Prepares cash reports for revenues received. Maintains worksheets for receivables and researches to determine proper accounting of revenues.
&behavioral skills; Accounting Administrative skills; Records management
37
TEMPLATE A
Agency Strategies & Priorities, Required & Current Profile
CUSTOMER SATISFACTION.The MKWD shall ensure courteous, efficient and reliable customer service to its consumers
Agency Strategic Plans
Programs/ Projects/ Activities
Time
Frame
Lead
Office
Budget
Required Jobs (HR Need)
Actual Jobs (Existing HR Level)
Job
Job Description Competencies No. Job Job Description Competencies No.
Improve the aesthetics of the LWD’s facilities and utilities, and streamline process to serve customers more efficiently
CSD- CUSTOMER SERVICES DIVISION
DIVISION MANAGER B (SG-23)
Analyzes reports and consumption histories to determine charges and to calculate amount of water consumed. Reviews customer information reports to ensure accurate assessment of appropriate fees. Examines meters to determine if appropriate type is installed. Conducts on-site investigations to assess consumption. Refers cases involving unauthorized use of water service for prosecution. Reviews meter performance and reports to ensure accuracy, recommending appropriate action. Reviews customer reports to ensure appropriate surcharges and accuracy of codes and negotiates utility bill corrections. Inspects and monitors contaminated ground
Analytical skills; Supervisorial skills; Organizational & behavioral skills; Accounting Administrative skills; Records management
1 DIVISION MANAGER B (SG-23)
Analyzes reports and consumption histories to determine charges and to calculate amount of water consumed. Reviews customer information reports to ensure accurate assessment of appropriate fees. Examines meters to determine if appropriate type is installed. Conducts on-site investigations to assess consumption. Refers cases involving unauthorized use of water service for prosecution. Reviews meter performance and reports to ensure accuracy, recommending appropriate action. Reviews customer reports to ensure appropriate surcharges and accuracy of codes and negotiates utility bill corrections. Inspects and monitors contaminated ground
Analytical skills; Supervisorial skills; Organizational &behavioral skills; Accounting Administrative skills; Records management
1
38
water sites that are discharging into sanitary sewer system. Monitors all new subdivisions to ascertain conformity to the land use agreements.
water sites that are discharging into sanitary sewer system. Monitors all new subdivisions to ascertain conformity to the land use agreements.
SUPERVISING CUSTOMER SERVICES OFFICER A (SG-20)
Examines meters to determine if appropriate type is installed. Conducts on-site investigations to assess consumption. Refers cases involving unauthorized use of water service for prosecution. Reviews meter performance and reports to ensure accuracy, recommending appropriate action. Reviews customer reports to ensure appropriate surcharges and accuracy of codes and negotiates utility bill corrections. Inspects and monitors contaminated ground water sites that are discharging into sanitary sewer system. Monitors all new subdivisions to ascertain conformity to the land use agreements.
Analytical skills; Supervisorial skills; Organizational &behavioral skills; Accounting Administrative skills; Records management
2 NEW POSITION
CUSTOMER SERVICE OFFICER A (SG-16)
Examines meters to determine if appropriate type is installed. Conducts on-site
Analytical skills; Supervisorial skills; Organizational
1 CUSTOMER SERVICE OFFICER A (SG-16)
Examines meters to determine if appropriate type is installed. Conducts on-site
Analytical skills; Supervisorial skills; Organizational &behavioral skills;
1
39
investigations to assess consumption. Refers cases involving unauthorized use of water service for prosecution. Reviews meter performance and reports to ensure accuracy, recommending appropriate action. Reviews customer reports to ensure appropriate surcharges and accuracy of codes and negotiates utility bill corrections. Inspects and monitors contaminated ground water sites that are discharging into sanitary sewer system. Monitors all new subdivisions to ascertain conformity to the land use agreements.
&behavioral skills; Accounting Administrative skills; Records management
investigations to assess consumption. Refers cases involving unauthorized use of water service for prosecution. Reviews meter performance and reports to ensure accuracy, recommending appropriate action. Reviews customer reports to ensure appropriate surcharges and accuracy of codes and negotiates utility bill corrections. Inspects and monitors contaminated ground water sites that are discharging into sanitary sewer system. Monitors all new subdivisions to ascertain conformity to the land use agreements.
Accounting Administrative skills; Records management
40
TEMPLATE A
Agency Strategies & Priorities, Required & Current Profile
SUSTAINABILITY AND INNOVATION. The MKWD shall adopt the latest technological advancements and alternative resources to ensure sustainable water supply to its service areas
Agency Strategic Plans
Programs/ Projects/ Activities
Time
Frame
Lead
Office
Budget
Required Jobs (HR Need)
Actual Jobs (Existing HR Level)
Job
Job Description Competencies No. Job Job Description Competencies No.
Plan and implementalternative waterresource projects toaugment current watersupplies and ensure adrought proof watersupply
EOD- WATER
RESOURCES DIVISION
DIVISION MANAGER B (SG-23)
Plans, directs, trains and supervises professional, technical, and administrative staff in the Water Resource Division. Prepares and administers the division’s annual operating and capital improvement budgets, in coordination with the FSD. Defines and evaluates water resource management goals and develops sound and logical policies to guide staff in achieving those goals. Performs necessary analysis and planning to develop strategic plans, revenue, and detailed work programs to implement and sustain comprehensive water resource management programs. Defines the water resource portion of the CLUP and determines how to achieve the desired goals and policies. Manages contracts for
Analytical skills; Supervisorial skills; Organizational &behavioral skills; Statistical skills; Database and Records management; technical writing skills
1 DIVISION MANAGER B (SG-23)
Plans, directs, trains and supervises professional, technical, and administrative staff in the Water Resource Division. Prepares and administers the division’s annual operating and capital improvement budgets, in coordination with the FSD. Defines and evaluates water resource management goals and develops sound and logical policies to guide staff in achieving those goals. Performs necessary analysis and planning to develop strategic plans, revenue, and detailed work programs to implement and sustain comprehensive water resource management programs. Defines the water resource portion of the CLUP and determines how to achieve the desired
Analytical skills; Supervisorial skills; Organizational &behavioral skills; Statistical skills; Database and Records management; technical writing skills
1
41
and provides administrative direction to continuing service contract engineers engaged in construction programs for water, infrastructure. Confers, negotiates with and makes presentations to officials and other representatives of governmental agencies, engineering firms, contractors, and the general public on problems relating to projects being proposed or in progress. Develops quality and productivity improvement capabilities to improve services and effectiveness
goals and policies. Manages contracts for and provides administrative direction to continuing service contract engineers engaged in construction programs for water infrastructure. Confers, negotiates with and makes presentations to officials and other representatives of governmental agencies, engineering firms, contractors, and the general public on problems relating to projects being proposed or in progress. Develops quality and productivity improvement capabilities to improve services and effectiveness
SUPERVISING WATER UTILITIES MANAGEMENT OFFICER (SG-20)
Manages, directs and coordinates the activities of the water utility engineering staff in accordance with accepted practices and within the limits of available finances, as it relates to planning, design, and construction of water and wastewater capital projects, programs and conducting related studies. Coordinates the development, design and construction of
Analytical skills; Supervisorial skills; Organizational &behavioral skills; Statistical skills; Database and Records management; technical writing skills
2
42
water and wastewater facilities needed to meet the foreseeable demands upon these utilities. Directs the development of estimates, specifications, drawings and schedules for water utilities projects and associated equipment and manpower requirements
WATER UTILITIES MANAGEMENT OFFICER A (SG-16)
Confers with the department’s management and other technical/ administrative staff of the EOD, consulting / contracted engineers and the general public on various matters related to the Division's responsibilities. Interacts with other utilities senior managers in providing engineering services in support of projects, programs, and studies. Coordinates use of mapping and graphical information systems for use in water utility projects. Prepares reports and renders testimony on the LWD’s behalf before regulatory agencies, public hearings and civil courts. Develops and administers the working unit’ budget.
Analytical skills; Supervisorial skills; Organizational &behavioral skills; Statistical skills; Database and Records management; technical writing skills
2 WATER UTILITIES MANAGEMENT OFFICER A (SG-16)
Confers with the department’s management and other technical/ administrative staff of the EOD, consulting/contracted engineers and the general public on various matters related to the Division's responsibilities. Interacts with other utilities senior managers in providing engineering services in support of projects, programs, and studies. Coordinates use of mapping and graphical information systems for use in water utility projects. Prepares reports and renders testimony on the LWD’s behalf before regulatory agencies, public hearings and civil courts. Develops and administers the working unit’ budget.
Analytical skills; Supervisorial skills; Organizational &behavioral skills; Statistical skills; Database and Records management; technical writing skills
2
43
Proactively monitor changes in water quality regulation to ensure providing the highest quality service to customers
MEDICAL TECHNO- LOGIST III (SG-18)
Performs microbiological analysis on wastewater, drinking water and ambient waters. Performs various tests in accordance with Standard Methods, state and local regulations. Performs microscopic examination of ambient waters, drinking water and wastewaters. Identifies common algae and macro invertebrates. Analyzes and tests environmental samples for biochemical oxygen demand (BOD), chemical oxygen demand (COD) and total organic carbon (TOC). Assists in the supervision and training of laboratory technicians and wastewater operators in the area of water sampling. Maintains laboratory equipment and supplies. Communicates equipment and supply needs to supervisor. Maintains quality assurance records, performs quality control tests and reports quality control results to the division. Performs related work as required.
Analytical skills; Supervisorial skills; Organizational &behavioral skills; Statistical skills; Database and Records management; technical writing skills
1 SENIOR LABORATORY TECHNICIAN (SG-12)
Monitors lab test results on bacteriological and fluoride samples. Maintains daily records of equipment repairs and prepares reports. Conducts a variety of water quality chemical, physical, and or bacteriological tests, such as: biochemical oxygen demand, dissolved oxygen, chlorine residual, suspended, volatile and fixed solids, pH, turgidity. Records the results of various chemical, bacteriological, and biochemical tests and keeps records as required. Responsible for the care and cleaning of equipment used in testing. May collect samples in the field. Makes up standard solutions and reagents. Performs related work as required.
Analytical skills; Supervisorial skills; Organizational &behavioral skills; Statistical skills; Database and Records management; technical writing skills
1
WATERSHED MANAGEMENT SPECIALIST
Develops a comprehensive environmental
Analytical skills; Supervisorial skills;
1 NEW POSITION
44
(SG-17) regulation management and compliance program to address relative environmental issues and to ensure compliance with state, national and local rules, regulations, and requirements. Interfaces with local agencies for all environmental activities and issues involving LWD facilities and operations. Reviews applicable sources to keep abreast of environmental rules and regulations which have either a direct or indirect effect upon the LWD’s facilities and operations. Recommends and implements improvements in response to changes to local and national environmental compliance requirements or identified best practices. Maintains accurate environmental record keeping documentation and transmits required information to appropriate agencies in a timely manner. Conducts periodic audits to assess program effectiveness and to identify environmental concerns. Inspects facilities to determine
Organizational &behavioral skills; Statistical skills; Database and Records management; technical writing skills
45
compliance and identifies on-site conditions or practices that have the potential to be in violation of the LWD’s environmental regulatory compliance program. Provides information and training to affected staff to create awareness and understanding of best practices relative to environmental issues. Participates in environmental studies, assessments and program planning activities.
SENIOR WATER MAINTENANCE MAN A (SG-12)
Supervises the maintenance, construction and repair of water systems and lines, laying new mains; building new regulating stations, metering stations and corrosion protection.
Analytical skills; Supervisorial skills; Organizational &behavioral skills; Statistical skills; Database and Records management; technical writing skills
1 NEW POSITION
SENIOR LABORATORY TECHNICIAN (SG-12)
Monitors lab test results on bacteriological and fluoride samples. Maintains daily records of equipment repairs and prepares reports. Conducts a variety of water quality chemical, physical, and or bacteriological tests, such as: biochemical oxygen demand, dissolved oxygen, chlorine residual, suspended, volatile and
Analytical skills; Supervisorial skills; Organizational &behavioral skills; Statistical skills; Database and Records management; technical writing skills
1 NEW POSITION
46
fixed solids, pH, turgidity. Records the results of various chemical, bacteriological, and biochemical tests and keeps records as required. Responsible for the care and cleaning of equipment used in testing. May collect samples in the field. Makes up standard solutions and reagents. Performs related work as required.
SUPERVISING INSTRUMENT TECHNICIAN (SG-11)
Troubleshoots, repairs and rebuilds water meters. Tests and calibrates water meters. Uses test bench to test water meters and set up parameters to test different meters, as situations dictate. Trains and provides support to Meter Service Technicians on using Handhelds and programing modules. Sets up Installation Definitions for new meters in Route Manager. Puts new meters into inventory and sets up meter configuration in Customer Information System. Orders various size meters and parts, also sets up meter configuration with meter vendors. Keeps inventory and tools
1 NEW POSITION
47
available for service trucks in order to keep trucks stocked. Goes into field to test and troubleshoot meters and water modules. Works field orders when staff is short or under heavy workload. Completes work orders on a daily basis. Attends weekly Advanced Metering Infrastructure meetings and phone conferences. Uses Microsoft Word and Excel to set up spreadsheets.
48
TEMPLATE A
Agency Strategies & Priorities, Required & Current Profile
SUSTAINABILITY AND INNOVATION. The MKWD shall adopt the latest technological advancements and alternative resources to ensure sustainable water supply to its service areas
Agency Strategic Plans
Programs/ Projects/ Activities
Time
Frame
Lead
Office
Budget
Required Jobs (HR Need)
Actual Jobs (Existing HR Level)
Job
Job Description Competencies No. Job Job Description Competencies No.
Plan and secureadditional waterresources
EOD- PLANNING &
DESIGN DIVISION
DIVISION MANAGER B (SG-23)
Duties include planning management to ensure adequate and cost effective methods and practices in the design, construction, and inspection of proposed water supply and wastewater facilities, and coordinating the activities of the work unit with those of contractors, regulatory agencies, other departments and citizens. Work is performed with considerable independent judgment under the general administrative direction the Department Manager-EOD, who reviews and evaluates the division’s work accomplishments.
Analytical skills; Supervisorial skills; Organizational &behavioral skills; Statistical skills; Database and Records management; technical writing skills
1 NEW POSITION
PROJECT MANAGEMENT OFFICER B (SG-20)
Researches, identifies, plans, organizes, and develops specialized programs and methodologies for quantitative and qualitative analysis
Analytical skills; Supervisorial skills; Organizational &behavioral skills; Statistical
1 NEW POSITION
49
and/or measurements of work performance results. Documents and identifies procedures, practices, processes, standards, etc., utilized for criteria assessment, and recommends the means to enhance work performance and produce results in a more proficient and effective manner. Recommends enhancement of work performance justified via statistical analysis, cost / benefit analysis, or other justifying criteria which provides direct or indirect economic benefits to the department operation. Develops, leads, directs, and/or supervises others involved in performing complex studies and analyses on specifically assigned projects and activities. Evaluates the performance of assigned personnel. May supervise subordinate employees. .
skills; Database and Records management; technical writing skills
SENIOR ENGINEER A (SG-16)
Conducts preliminary studies and prepares designs for a variety of public works or underground utilities facilities, water distribution systems, storm and sanitary sewer, and related projects. Prepares plans,
Analytical skills; Supervisorial skills; Organizational &behavioral skills; Statistical skills; Database and Records management; technical writing
1 SENIOR ENGINEER A (SG-16)
Conducts preliminary studies and prepares designs for a variety of public works or underground utilities facilities, water distribution systems, storm and sanitary sewer, and related projects. Prepares plans,
Analytical skills; Supervisorial skills; Organizational &behavioral skills; Statistical skills; Database and Records management; technical writing skills
1
50
specifications, estimates, reports and standards pertaining to the construction, maintenance, and operation of a variety of public works or underground utilities projects. Supervises drafting and design technicians. Confers with contractors, subdivision developers, and consulting engineers regarding utility plans and developments. Reviews utility plan for compliance with standard requirements. Supervises inspection on construction projects. Performs or supervises others in the performance of all types of traffic engineering studies and investigations. Prepares cost estimates on assigned projects. Conducts technical review of engineering and site development plans.
skills specifications, estimates, reports and standards pertaining to the construction, maintenance, and operation of a variety of public works or underground utilities projects. Supervises drafting and design technicians. Confers with contractors, subdivision developers, and consulting engineers regarding utility plans and developments. Reviews utility plan for compliance with standard requirements. Supervises inspection on construction projects. Performs or supervises others in theperformance of all types of traffic engineering studies and investigations. Prepares cost estimates on assigned projects. Conducts technical review of engineering and site development plans.
SENIOR ENGINEER B (SG-15)
Conducts preliminary studies and prepares designs for a variety of public works or underground utilities facilities, water distribution systems, storm and sanitary sewer, and related projects. Prepares plans,
Analytical skills; Supervisorial skills; Organizational &behavioral skills; Statistical skills; Database and Records management; technical writing
2 SENIOR ENGINEER B (SG-15)
Conducts preliminary studies and prepares designs for a variety of public works or underground utilities facilities, water distribution systems, storm and sanitary sewer, and related projects. Prepares plans,
Analytical skills; Supervisorial skills; Organizational &behavioral skills; Statistical skills; Database and Records management; technical writing skills
2
51
specifications, estimates, reports and standards pertaining to the construction, maintenance, and operation of a variety of public works or underground utilities projects. Supervises drafting and design technicians. Confers with contractors, subdivision developers, and consulting engineers regarding utility plans and developments. Reviews utility plan for compliance with standard requirements. Supervises inspection on construction projects. Performs or supervises others in the performance of all types of traffic engineering studies and investigations. Prepares cost estimates on assigned projects. Conducts technical review of engineering and site development plans.
skills specifications, estimates, reports and standards pertaining to the construction, maintenance, and operation of a variety of public works or underground utilities projects. Supervises drafting and design technicians. Confers with contractors, subdivision developers, and consulting engineers regarding utility plans and developments. Reviews utility plan for compliance with standard requirements. Supervises inspection on construction projects. Performs or supervises others in the performance of all types of traffic engineering studies and investigations. Prepares cost estimates on assigned projects. Conducts technical review of engineering and site development plans.
SENIOR DRAFTSMAN (SG-11)
Obtains field notes and prepares neat and accurate drawings from notes, surveyor plans and ownership maps from deed descriptions. Prepares water system construction plans. Stakes poles and other equipment locations in
Analytical skills; Supervisorial skills; Organizational &behavioral skills; Statistical skills; Database and Records management;
1 SENIOR DRAFTSMAN (SG-11)
Obtains field notes and prepares neat and accurate drawings from notes, surveyor plans and ownership maps from deed descriptions. Prepares water system construction plans. Stakes poles and other
Analytical skills; Supervisorial skills; Organizational &behavioral skills; Statistical skills; Database and Records management; technical writing
1
52
field properly. Plots legal descriptions and water system components on original tracings. Prepares and interprets water schematics and diagrams; performs work relative to design, construction, operation and maintenance of water pipeline transmission and distribution system.
technical writing skills
equipment locations in field properly. Plots legal descriptions and water system components on original tracings. Prepares and interprets water schematics and diagrams; performs work relative to design, construction, operation and maintenance of water pipeline transmission and distribution system.
skills
53
TEMPLATE A
Agency Strategies & Priorities, Required & Current Profile
OPERATIONAL RELIABILITY. The MKWD shall render reliable and high quality service to its customers
Agency Strategic Plans
Programs/ Projects/ Activities
Time
Frame
Lead
Office
Budget
Required Jobs (HR Need)
Actual Jobs (Existing HR Level)
Job
Job Description Competencies No. Job Job Description Competencies No.
Employ operationalexcellence program toreduce operational costsand energy utilization
EOD- CONSTRUCTION DIVISION
DIVISION MANAGER B (SG-23)
Plans, assigns and reviews the work of subordinate personnel or consultants. Supervises inspection of construction projects for conformity to plans and specifications. Conducts pre-bid meetings and pre-construction conferences. Reviews, prepares and approves minor change order requests. Reviews and recommends approval of construction contract pay requests, major change order requests, and. contractor's pre-qualification applications. Monitors work order budgets. Consults with architects and engineers regarding feasibility, costs and construction problems. Reviews and writes construction specifications. Solicits bids and coordinates construction work for minor construction
Analytical skills; Supervisorial skills; Organizational &behavioral skills; Statistical skills; Database and Records management; technical writing skills
1 DIVISION MANAGER B (SG-23)
Plans, assigns and reviews the work of subordinate personnel or consultants. Supervises inspection of construction projects for conformity to plans and specifications. Conducts pre-bid meetings and pre-construction conferences. Reviews, prepares and approves minor change order requests. Reviews and recommends approval of construction contract pay requests, major change order requests, and. contractor's pre-qualification applications. Monitors work order budgets. Consults with architects and engineers regarding feasibility, costs and construction problems. Reviews and writes construction specifications. Solicits bids and coordinates construction work for minor construction projects. Issues verbal
Analytical skills; Supervisorial skills; Organizational &behavioral skills; Statistical skills; Database and Records management; technical writing skills
1
54
projects. Issues verbal and written requests and instructions to contractors and developers. Prepares operating and construction contract budgets.
and written requests and instructions to contractors and developers. Prepares operating and construction contract budgets.
PROJECT MANAGEMENT OFFICER B (SG-20)
Reviews the work of design professionals, construction inspectors, and contractors during the construction phase of capital projects; reviews, prepares and approves minor change order requests; reviews, prepares and makes recommendations for major change order requests; conducts pre-bid meetings and pre-construction conferences; reviews contractors' pre-qualification applications for approval or rejection; issues verbal and written requests and instructions to contractors. Maintains accurate project record keeping; transmits project information to funding agencies; approves information requests and pay requests; monitors work order budgets. Monitors departmental compliance with grant obligations and passenger facility charge requirements as it applies to the
1 NEW POSITION
55
construction phases of capital projects. Monitors departmental compliance with applicable environmental regulations.
WATER MAINTENANCE HEAD (SG-16)
Supervises public works and highway operations. Supervises repair and unplugging of collection lines, operation and maintenance of all lift stations. Responsible for the installation of lateral lines, sanitary sewers and immediate repair when problems occur. Schedules and implements the maintenance and installation of taps for new customers. Plans, organizes, schedules, coordinates and supervises all activities associated with the operation, maintenance, and repair of all equipment used in the Water Utility field operation, including field maintenance activities facility road maintenance. Supervises the maintenance, construction and repair of water systems and lines, laying new mains; building new regulating stations, metering stations and corrosion protection.
Analytical skills; Supervisorial skills; Organizational &behavioral skills; Statistical skills; Database and Records management; technical writing skills
2 WATER MAINTENANCE HEAD (SG-16)
Supervises public works and highway operations. Supervises repair and unplugging of collection lines, operation and maintenance of all lift stations. Responsible for the installation of lateral lines, sanitary sewers and immediate repair when problems occur. Schedules and implements the maintenance and installation of taps for new customers. Plans, organizes, schedules, coordinates and supervises all activities associated with the operation, maintenance, and repair of all equipment used in the Water Utility field operation, including field maintenance activities facility road maintenance. Supervises the maintenance, construction and repair of water systems and lines, laying new mains; building new regulating stations, metering stations and corrosion protection.
Analytical skills; Supervisorial skills; Organizational &behavioral skills; Statistical skills; Database and Records management; technical writing skills
2
56
CONSTRUCTION FOREMAN A (SG-14)
Studies drawings, blueprints, specifications, and work orders to effectively plan and lay out work for the crew. Obtains necessary materials and supplies for jobs. Supervises and directs the work of construction members and other members of the crew. Enforces safety precautions for the crew and the public. Instructs new employees in construction operations. Ensures equipment is maintained in working order. Keeps time and work records
Analytical skills; Supervisorial skills; Organizational &behavioral skills; Statistical skills; technical proficiency
1 CONSTRUCTION FOREMAN A (SG-14)
Studies drawings, blueprints, specifications, and work orders to effectively plan and lay out work for the crew. Obtains necessary materials and supplies for jobs. Supervises and directs the work of construction members and other members of the crew. Enforces safety precautions for the crew and the public. Instructs new employees in construction operations. Ensures equipment is maintained in working order. Keeps time and work records
Analytical skills; Supervisorial skills; Organizational &behavioral skills;; technical proficiency
1
SENIOR WATER MAINTENANCE MAN A (SG-12)
Supervises the maintenance, construction and repair of water systems and lines, laying new mains; building new regulating stations, metering stations and corrosion protection.
Analytical skills; Supervisorial skills; Organizational &behavioral skills; technical proficiency
2 SENIOR WATER MAINTENANCE MAN A (SG-12)
Supervises the maintenance, construction and repair of water systems and lines, laying new mains; building new regulating stations, metering stations and corrosion protection.
Analytical skills; Supervisorial skills; Organizational &behavioral skills;; technical proficiency
2
57
TEMPLATE A
Agency Strategies & Priorities, Required & Current Profile
OPERATIONAL RELIABILITY. The MKWD shall render reliable and high quality service to its customers
Agency Strategic Plans
Programs/ Projects/ Activities
Time
Frame
Lead
Office
Budget
Required Jobs (HR Need)
Actual Jobs (Existing HR Level)
Job
Job Description Competencies No. Job Job Description Competencies No.
Improve rehabilitationof current infrastructureto ensure a reliable andresilient system
EOD- MAINTEN-
ANCE DIVISION
DIVISION MANAGER B (SG-23)
Supervises crews building, rebuilding, to ensure work is proceeding according to plans and to resolve any problems. Supervises the cleaning of all existing pipe lines, and the repair of broken or damaged pipe or manholes. Supervises and trains employees in preventive maintenance and routine maintenance on all sewage system equipment, preventive work, etc. Supervises the cleaning, maintenance and modification of sewer lines and collection systems. Supervises the continuous operation of the pumping lift stations within the service areas. Supervises repair and unplugging of collection lines, operation and maintenance of all lift stations. Responsible for the installation of lateral lines and immediate repair when
Leadership; Supervisorial skills; Organizational Skills; Communication Skills; Strategic Management; Group dynamics, problem-solving methods, and behavioral and organizational change strategies. knowledge of methods and techniques in conducting administrative and method studies, communication skills; technical writing skills
1 DIVISION MANAGER B (SG-23)
Supervises crews building, rebuilding, to ensure work is proceeding according to plans and to resolve any problems. Supervises the cleaning of all existing pipe lines, and the repair of broken or damaged pipe or manholes. Supervises and trains employees in preventive maintenance and routine maintenance on all sewage system equipment, preventive work, etc. Supervises the cleaning, maintenance and modification of sewer lines and collection systems. Supervises the continuous operation of the pumping lift stations within the service areas. Supervises repair and unplugging of collection lines, operation and maintenance of all lift stations. Responsible for the installation of
Leadership; Supervisorial skills; Organizational Skills; Communication Skills; Strategic Management; Group dynamics, problem-solving methods, and behavioral and organizational change strategies. knowledge of methods and techniques in conducting administrative and method studies, communication skills; technical writing skills
1
58
problems occur. Schedules and implements the maintenance and installation of taps for new customers.
lateral lines and immediate repair when problems occur. Schedules and implements the maintenance and installation of taps for new customers.
PROJECT MANAGEMENT OFFICER B (SG-20)
Assists the Division Manager in carrying out supervisorial and departmental tasks
3 NEW POSITION
WATER MAINTENANCE HEAD (SG-16)
Supervises public works and highway operations. Supervises repair and unplugging of collection lines, operation and maintenance of all lift stations. Responsible for the installation of lateral lines, sanitary sewers and immediate repair when problems occur. Schedules and implements the maintenance and installation of taps for new customers. Plans, organizes, schedules, coordinates and supervises all activities associated with the operation, maintenance, and repair of all equipment used in the Water Utility field operation, including field maintenance activities facility road maintenance. Supervises the maintenance, construction and repair of water systems and
Analytical skills; Supervisorial skills; Organizational &behavioral skills; Statistical skills; technical proficiency
2 WATER MAINTENANCE HEAD (SG-16)
Supervises public works and highway operations. Supervises repair and unplugging of collection lines, operation and maintenance of all lift stations. Responsible for the installation of lateral lines, sanitary sewers and immediate repair when problems occur. Schedules and implements the maintenance and installation of taps for new customers. Plans, organizes, schedules, coordinates and supervises all activities associated with the operation, maintenance, and repair of all equipment used in the Water Utility field operation, including field maintenance activities facility road maintenance. Supervises the maintenance, construction and
Analytical skills; Supervisorial skills; Organizational &behavioral skills; Statistical skills; technical proficiency
2
59
lines, laying new mains; building new regulating stations, metering stations and corrosion protection.
repair of water systems and lines, laying new mains; building new regulating stations, metering stations and corrosion protection.
WATER MAINTENANCE FOREMAN (SG-14)
Schedules and implements the maintenance and installation of taps for new customers. Plans, organizes, schedules, coordinates and supervises all activities associated with the operation, maintenance, and repair of all equipment used in the Water Utility field operation, including field maintenance activities facility road maintenance. Supervises the maintenance, construction and repair of water systems and lines, laying new mains; building new regulating stations, metering stations and corrosion protection.
Analytical skills; Supervisorial skills; Organizational &behavioral skills; technical proficiency
1 WATER MAINTENANCE FOREMAN (SG-14)
Schedules and implements the maintenance and installation of taps for new customers. Plans, organizes, schedules, coordinates and supervises all activities associated with the operation, maintenance, and repair of all equipment used in the Water Utility field operation, including field maintenance activities facility road maintenance. Supervises the maintenance, construction and repair of water systems and lines, laying new mains; building new regulating stations, metering stations and corrosion protection.
Analytical skills; Supervisorial skills; Organizational &behavioral skills; technical proficiency
1
SENIOR WATER MAINTENANCE MAN A (SG-12)
Supervises the maintenance, construction and repair of water systems and lines, laying new mains; building new regulating stations, metering stations and corrosion protection.
Analytical skills; Supervisorial skills; Organizational &behavioral skills; technical proficiency
3 SENIOR WATER MAINTENANCE MAN A (SG-12)
Supervises the maintenance, construction and repair of water systems and lines, laying new mains; building new regulating stations, metering stations and corrosion protection.
Analytical skills; Supervisorial skills; Organizational &behavioral skills; technical proficiency
3
TEMPLATE B1: HR INVENTORY 60
TEMPLATE B1 HR INVENTORY
As of January 1, 2015
(1) Department GOCC: METRO KIDAPAWAN WATER DISTRICT
(2) Bureau/Agency/Subsidiary
STAT
US
Position Title SG Annual Salary
STEP
Area
Name of Incumbents Date of ITEM
CODE
TYPE
LEVE
L
Last Name First Name Middle Name Date of Birth Original
No. Authorized Actual (mm/dd/yyyy
) Appointment Promotion
(mm/dd/yyyy) (mm/dd/yyy
y) (3) (4) (5) (6) (7) (8) (9) (10) (11) (12) (13) (14) (15) (16) (17) (18) Office of the BOD
2009-001 Minutes Officer B SG-11 222,588.00 222,588.00 1 12 D A FEDERE RICHELLE RIVERA O1/O1/1983 O6/O2/2008 8/1/2014 P Office of the General Manager
2009-002 General Manager B SG-27 752,040.00 785,688.00 5 12 D K GONZALES STELLA MARES O4/21/1961 O1/23/1981 O1/O2/2003 P
2009-010 Assistant General Manager B (CTI) SG-25 644,760.00 644,760.00 1 12 D K INTING JEMIMA ALFANTA O4/06/1967 O5/16/1990 8/1/2014 P
2009-070 Assistant General Manager B (CTI) SG-25 644,760.00 651,852.00 2 12 D K ALQUEZA WILESPER LISANDRO MUYCO O2/26/1973 O2/O1/1996 12/2/2009 P
2015-001 Supervising Internal Control Officer SG-20 438,804.00 438,804.00 1 12 D K NEW
2015-002 Senior Corporate Planning Specialist SG-19 406,308.00 406,308.00 1 12 D K NEW
2015-003 Senior Information Officer SG-18 376,212.00 376,212.00 1 12 D A NEW
TEMPLATE B1: HR INVENTORY 61
2009-003 Corporate Attorney A SG-18 376,212.00 376,121.00 1 12 D K ALAVE DIONESIO JR. TIRADO 2/26/1973 6/16/2013 P
2009-005 Senior Internal Control Officer B SG-16 322,536.00 329,676.00 3 12 D A GUILARAN ELSIE NEREZ O6/26/1958 O8/16/2000 1/2/2009 P
2009-004 Information Officer A SG-15 298,644.00 301,932.00 3 12 D T ACUPAN JEANA PATAL 10/19/1962 12/2/2002 9/16/2008 P
2015-004 Supervising Data Encoder-Controller SG-13 257,232.00 257,232.00 1 12 D A NEW
2009-009 Internal Control Assistant B SG-08 179,172.00 179,172.00 1 12 D A PASTORIZA CARL ONIEL FLORES 12/23/1980 11/16/2012 12/16/2014 P
2009-071 Clerk Processor A SG-08 179,172.00 179,172.00 1 12 D A VACANT P
2009-006 Secretary B SG-07 166,680.00 166,680.00 1 12 D A VILLAROSA ROCHELLE ONG 11/22/1976 12/1/2010 11/16/2012 P
2009-008 Clerk Processor B SG-06 155,052.00 155,052.00 1 12 D A VACANT
2009-011 Clerk Processor B SG-06 155,052.00 155,052.00 1 12 D A SAMBAS KELVIN FERNANDEZ 6/16/1991 7/8/2013 7/1/2014 P
2009-007 Driver SG-04 134,172.00 136,860.00 3 12 D A ESPEJO MICHAEL SERAFINO O4/28/1974 O6/O2/2008 P
2009-012 Driver SG-04 134,172.00 134,172.00 1 12 D A ESPIRITU JEFFREY QUIMCO 11/14/1983 7/1/2014 8/16/2014 P
2015-005 Utility Worker B SG-01 108,000.00 108,000.00 1 12 D A NEW
ADMINISTRATIVE AND HUMAN
RESOURCE DEPARTMENT
2009-095 Department Manager B SG-25 644,760.00 644,760.00 1 12 D K DAGA ROSAURO ORDINARIA 10/21/1961 O9/16/1983 3/1/2012 P
2009-042 Clerk Processor D SG-03 124,812.00 124,812.00 1 12 D A VACANT
Administrative and Human Resource
Division 2015-006 Division Manager B SG-23 552,768.00 552,768.00 1 D K NEW
TEMPLATE B1: HR INVENTORY 62
2015-007 Supervising Industrial Relations Mgt Officer A SG-20 438,804.00 438,804.00 1 D K NEW
2015-008 Administrative Services Chief B SG-19 406,308.00 406,308.00 1 D K NEW
2009-020 Administrative Services Officer A SG-16 322,536.00 322,536.00 1 12 D A CODILLA CANUTO, JR AMOR 10/15/1968 O6/O1/2013 P
2009-016 Industrial Relations Management Officer A SG-15 298,644.00 298,644.00 1 12 D A BANAL CAROLINA QUEBEC 12/14/1963 2/16/1996 9/16/2013 p
2009-015 Records Officer B SG-14 276,528.00 282,084.00 3 12 D A DAWA MARIAN WARAIN 11/23/1975 10/31/2001 O2/O1/2007 P
2009-017 Procurement Assistant A SG-09 192,612.00 192,612.00 1 12 D A VACANT
2009-018 Procurement Assistant B SG-08 179,172.00 180,972.00 2 12 D A DOMINGO ALLAN MAGDAYAO O1/24/1972 O3/23/2004 O6/O1/2010 P
2015-009 Clerk Processor D SG-3 124,812.00 124,812.00 1 A NEW
GENERAL SERVICES DIVISION
2009-014 Division Manager B SG-23 552,768.00 571,212.00 4 12 D K BACLAYON GUILLERMO BINES 11/14/1958 10/O1/1982 O3/01/2004 P
2015-010 General Services Chief B SG-19 406,308.00 406,308.00 1 12 D A NEW
2009-021 Supply Officer A SG-14 276,528.00 279,288.00 2 12 D A CAMPOAMOR EMMA CONCEPCION DEL NORTE 12/O7/1973 O3/23/2004 O2/16/2010 P
2015-011 Driver Mechanic B SG-07 166,680.00 166,680.00 1 12 D A NEW
2009-022 Electronics Communication System
Operator C SG-06 155,052.00 161,340.00 5 12 D S PEDROSO MESAEL LOZADA 11/18/970 11/25/2002 P
2015-012 Storekeeper D SG-04 134,172.00 134,172.00 1 12 D A NEW
TEMPLATE B1: HR INVENTORY 63
2009-043 Clerk Processor D SG-03 124,812.00 124,812.00 1 12 D A VACANT
2009-026 Utility Worker A SG-03 124,812.00 126,060.00 2 12 D A SERQUIÑA PERLITA MORALES 6/29/1975 10/16/2008 12/01/10 P
2009-025 Utility Worker A SG-03 124,812.00 124,812.00 1 12 D A BACALSO JOEL VILLAMOR 10/29/1967 1/1/2010 3/1/2013
2009-023 Industrial Security Guard C SG-03 124,812.00 126,060.00 2 12 D A DIMAANO JOEMARIE APOSTOL 11/3/1971 9/16/2010 P
2009-024 Industrial Security Guard C SG-03 124,812.00 129,876.00 5 12 D A CONTINEDO NOEL ENOC O5/30/1964 12/10/2001 11/27/2002 P
2009-027 Utility Worker B SG-01 108,000.00 109,080.00 2 12 D A BANGOT PIO JR. JUMABIG 10/O5/1970 1/O2/2008 O2/16/2009 P
2009-029 Utility Worker B SG-01 108,000.00 109,080.00 2 12 D A LANDAS BERGUSFRANC UDAS 10/20/1968 O1/O2/2008 O2/16/2009 P
2009-030 Utility Worker B SG-01 108,000.00 110,172.00 3 12 D A AMISTAD JAN PAUL LACEA O1/16/1981 O9/28/2007 P
2009-028 Utility Worker B SG-01 108,000.00 111,276.00 4 12 D A LANDAS DANIEL UDAS O8/30/1969 O9/O1/2005 P
FINANCE SERVICES DEPARTMENT
2009-013 Department Manager B SG-25 644,760.00 666,264.00 4 12 D K WITARA LALAINE ALQUIZA O8/31/1963 O9/16/1987 O2/16/2004 P
2009-038 Clerk Processor B SG-06 155,052.00 155,052.00 1 12 D A BARSALOTE SHIELA MARIE BOCBOC 11/26/1985 1/1/2013 9/16/2013 P
2009-019 Driver SG-04 134,172.00 136,860.00 3 12 D A FERRER ERLANDO FRESCO HIPOLITO O3/O6/1971 O6/O2/2008 P
ACCOUNTING AND BUDGET
DIVISION
2009-031 Division Manager B SG-23 552,768.00 552,768.00 1 12 D K VACANT
2015-013 Sr. Financial Planning Specialist SG-20 438,804.00 438,804.00 1 12 D K NEW
TEMPLATE B1: HR INVENTORY 64
2015-014 Sr. Financial Planning Specialist SG-20 438,804.00 438,804.00 1 12 D K NEW
2009-039 Corporate Budget Specialist B SG-16 322,536.00 322,536.00 1 12 D A AVILA MERLIE EGPIT 7/1/1958 10/16/1988 O3/O1/2013 P
2009-034 Corporate Accountant SG-15 298,644.00 298,644.00 1 12 D A VACANT P
2009-035 Senior Accounting Processor A SG-12 239,280.00 241,680.00 2 12 D A ODRUÑA JESSICA BUTLER O1/25/1967 O3/23/2004 O6/O1/2010 P
2009-036 Accounting Processor A SG-08 179,172.00 179,172.00 1 12 D A VACANT
2009-040 Corporate Budget Assistant SG-08 179,172.00 179,172.00 1 12 D A VACANT
2009-037 Accounting Processor B SG-06 155,052.00 155,052.00 1 12 D A CAMANO JOAN PUGOY 6/7/1991 7/8/2013 9/16/2013
2009-041 Liaison Aide SG-04 134,172.00 136,860.00 3 12 D A PASCUA JOVIE ROSE PANTORILLA 12/12/1981 11/17/2003 O6/O2/2008 P
CASH MANAGEMENT DIVISION
2015-015 Division Manager B SG-23 552,768.00 552,768.00 1 12 D K NEW
2015-016 Supervising Cashier SG-19 406,308.00 406,308.00 1 12 D A NEW
2009-032 Cashier A SG-16 322,536.00 333,300.00 4 12 D A BELASA MARICEL SALVADOR 10/18/1973 10/O2/2000 O7/16/2004 P
2015-017 Cashier D SG-10 207,060.00 207,060.00 1 12 D A NEW
2009-033 Cashiering Assistant SG-08 179,172.00 179,172.00 1 12 D A MAYORMITA LARRY AVANSADO 10/12/1974 6/2/2010 O3/O1/2013 P
2015-018 Collection Assistant SG-06 155,052.00 155,052.00 1 12 D A NEW
2015-019 Collection Assistant SG-06 155,052.00 155,052.00 1 12 D A NEW
2015-020 Collection Assistant SG-06 155,052.00 155,052.00 1 12 D A NEW
TEMPLATE B1: HR INVENTORY 65
2015-021 Collection Assistant SG-06 155,052.00 155,052.00 1 12 D A NEW
COMMERCIAL SERVICES
DEPARTMENT
2009-044 Department Manager B SG-25 644,760.00 666,264.00 4 12 D K ENRIQUEZ MARIA JUDITH MAGDUSA O5/26/1963 O7/16/1988 O2/16/2004 P
2009-045 Clerk Processor C SG-04 134,172.00 134,172.00 1 12 D A MONSERATE
ETHYL CATHERINE GAURAN 4/20/1991 1/1/2014 7/1/2014 P
2009-064 Driver SG-04 134,172.00 134,172.00 1 12 D A VACANT P
CUSTOMER ACCOUNTS DIVISION
2009-046 Division Manager B SG-23 552,768.00 571,212.00 4 12 D K FORONDA ARNOLD ILAC O8/14/1956 O3/16/1991 O3/22/2004 P
2015-022 Supervising Customer Services Officer SG-20 438,804.00 438,804.00 1 12 D K NEW
2009-047 Customer Service Officer A SG-16 322,536.00 333,300.00 4 12 D A LEYSA MELYN YARRA O5/O8/1965 10/16/1987 O7/16/2004 P
2009-065 Customer Service Officer A SG-16 322,536.00 333,300.00 4 12 D A MARIBOJO MARIVIC CENIZA O5/O1/1964 O2/16/1987 O7/16/2004 P
2009-048 Customer Service Assistant B SG-10 207,060.00 211,224.00 3 12 D A MACARAEG NERISSA VILLACORTA O4/30/1960 O3/O1/2004 O3/16/2008 P
2009-049 Customer Service Assistant B SG-10 207,060.00 213,336.00 4 12 D A CARDEÑO CHERYL SIASON 11/30/1970 11/16/2001 10/18/2004 P
2009-050 Customer Service Assistant B SG-10 207,060.00 213,336.00 4 12 D A FLORESTA CARLO LAZARO O5/15/1972 12/10/2001 O9/O2/2004 P
2009-052 Customer Service Assistant B SG-10 207,060.00 207,060.00 1 12 D A ESCOTE KAREN DELITINA 3/22/1979 10/16/2008 8/16/2014
TEMPLATE B1: HR INVENTORY 66
2009-053 Customer Service Assistant B SG-10 207,060.00 222,000.00 8 12 D A LAZO FEDERICO SALINANA O7/18/1958 O8/16/1988 P
2009-054 Customer Service Assistant B SG-10 207,060.00 207,060.00 1 12 D A VARONA CHARIE JASMIN NADONG 1/29/1982 10/16/2008 8/16/2014 P
2009-055 Customer Service Assistant B SG-10 207,060.00 209,136.00 2 12 D A TANAID JOEL ROMERO 12/O9/1973 11/17/2003 12/1/2011 P
2009-056 Customer Service Assistant B SG-10 207,060.00 207,060.00 1 12 D A BEDIA DARIE BECERA 3/17/1972 12/20/2004 9/16/2013 P
2009-061 Customer Service Assistant B SG-10 207,060.00 213,336.00 4 12 D A TAMAYO ELMER EBANA O1/O2/1967 11/16/2001 O4/O1/2005 P
2009-067 Utilities Service Assistant C SG-08 179,172.00 184,608.00 4 12 D A CAGAYAO CEFERINO JR PAJARO 12/21/1957 12/20/2002 11/16/2004 P
2009-068 Utilities Service Assistant C SG-08 179,172.00 184,608.00 4 12 D A GASATAN RODRIGO GELOCA O3/13/1969 O6/16/2001 O5/27/2005 P
2009-051 Customer Service Assistant E SG-04 134,172.00 135,504.00 2 12 D A CRUZ RICARDO DELA BADE 11/29/1959 O6/O2/2008 8/2/2010 P
2009-058 Customer Service Assistant E SG-04 134,172.00 134,172.00 1 12 D A CARILLO MARIA VICTORIA BUENAFLOR 12/03/83 12/01/10 10/16/2014 P
2009-069 Utilities Service Assistant E SG-04 134,172.00 138,228.00 4 12 D A OROPEL FERDINAND PALMONES O1/29/1978 10/O1/2004 P
2009-063 Utilities Service Assistant E SG-04 134,172.00 134,172.00 1 12 D A BANGUIS FRANCIS II MARAGAŇAS 7/6/1977 1/2/2007 9/16/2013 P
2015-023 Utilities Service Assistant E SG-04 134,172.00 134,172.00 1 12 D A NEW
CUSTOMER SERVICES DIVISION
2009-059 Division Manager B SG-23 552,768.00 571,212.00 4 12 D K CENAR LEONARDO JAVELLANA O3/O5/1964 5/16/1990 O3/O1/2004 P
2015-024 Supervising Customer Services Officer SG-20 438,804.00 438,804.00 1 12 D K NEW
TEMPLATE B1: HR INVENTORY 67
2015-025 Supervising Customer Services Officer SG-20 438,804.00 438,804.00 1 12 D K NEW
2009-060 Customer Service Officer A SG-16 322,536.00 329,676.00 3 12 D A LALIC ANA MARIE LUCERO O6/21/1964 O8/16/1991 O8/O1/2006 P
2009-066 Customer Service Assistant A SG-12 239,280.00 239,280.00 1 12 D A DAGAN ESMERALDO POYOS O3/16/1964 10/31/2001 O1/16/2013 P
2009-057 Customer Service Assistant B SG-10 207,060.00 207,060.00 1 12 D A VACANT
2009-062 Customer Service Assistant B SG-10 207,060.00 207,060.00 1 12 D A SALMORIN JOANA ANDAM 11/27/1977 12/O2/2002 10/16/2014 P
2015-026 Customer Service Assistant E SG-04 134,172.00 134,172.00 1 12 D A NEW
ENGINEERING AND OPERATIONS
DEPARTMENT
2009-072 Department Manager B SG-25 644,760.00 644,760.00 1 12 D K VICTORIA MYRNA RAVINA 10/16/1969 O6/O4/1996 8/1/2014 P
2015-027 Clerk Processor D SG-3 124,812.00 124,812.00 1 12 D A NEW WATER RESOURCES DIVISION
2009-096 Division Manager B SG-23 552,768.00 558,852.00 2 12 D K CONDEZ RAMIL AMARILLE 12/22/1974 O6/16/2001 12/1/2009 P
2015-028 Supervising Water Utilities Mgt Officer SG-20 438,804.00 438,804.00 1 12 D T NEW
2015-029 Supervising Water Utilities Mgt Officer SG-20 438,804.00 438,804.00 1 12 D T NEW
2015-030 Medical Technologist III SG-18 376,212.00 376,212.00 1 12 D T NEW
2015-031 Watershed Management Specialist SG-17 348,336.00 348,336.00 1 12 D T NEW
TEMPLATE B1: HR INVENTORY 68
2009-097 Water Utilities Management Officer A SG-16 322,536.00 329,676.00 3 12 D T BENITEZ MARIO MANAMTAN O7/16/1963 11/O1/1990 11/16/2007 P
2009-107 Water Utilities Management Officer A SG-16 322,536.00 329,676.00 3 12 D T GUINEA MARTHA FE CALLAO O3/28/1966 O7/16/1991 O2/O1/2006 P
2015-032 Senior Water Maintenance Man A SG-12 239,280.00 239,280.00 1 12 D T NEW
2015-033 Supervising Instrument Technician SG-12 239,280.00 239,280.00 1 12 D T NEW
2009-132 Senior Laboratory Technician SG-12 239,280.00 239,280.00 1 12 D T LAQUIHON EDUARD PAUL ONGAYO 6/5/1993 10/1/2014 12/16/2014 P
2009-108 Water Resources Facilities Technician SG-11 222,588.00 227,064.00 3 12 D S ESPINOSA JOSEPH CARIN 12/30/1959 O9/O1/2000 10/16/2006 P
2009-098 Senior Water Resources Facilities Operator A SG-10 207,060.00 213,336.00 4 12 D S SALMO FELIX CORDOVA 10/26/1961 O3/16/1995 O4/O1/2005 P
2009-099 Senior Water Resources Facilities Operator A SG-10 207,060.00 222,000.00 8 12 D S
PANTORILLA SALVADOR GASCON O1/O5/1960 O4/16/1982 P
2009-100 Water Resources Facilities OperatorA SG-08 179,172.00 192,108.00 8 12 D S MARAVILIEZA JAIME GACAYAN O7/O4/1968 11/16/1990 P
2009-101 Water Resources Facilities OperatorA SG-08 179,172.00 192,108.00 8 12 D S MANTAWIL JR. RODRIGO AYAG O7/13/1963 O7/16/1992 P
2009-102 Water Resources Facilities OperatorA SG-08 179,172.00 192,108.00 8 12 D S LARGO FELIPE MONTICILLO 11/22/1963 O1/16/1991 P
2009-109 Water Resources Facilities OperatorA SG-08 179,172.00 182,784.00 3 12 D S AVENA CALIXTO, JR. BOLASA 10/15/1976 12/21/2001 O2/O1/2007 P
2009-110 Water Resources Facilities OperatorA SG-08 179,172.00 179,172.00 1 12 D S BAUTISTA FERDINAND PANTORILLA 5/19/1973 11/17/2003 9/1/2013 T
2009-111 Water Resources Facilities OperatorA SG-08 179,172.00 182,784.00 3 12 D S NAVARRO ELARIO CASTRO O4/O2/1959 O5/12/1998 O2/O1/2007 P
2009-075 Forestry Assistant B SG-08 179,172.00 179,172.00 1 12 D T VACANT
TEMPLATE B1: HR INVENTORY 69
2015-034 Water Maintenance Man A SG-08 179,172.00 179,172.00 1 12 D S NEW
2015-035 Instrument Technician A SG-08 179,172.00 179,172.00 1 12 D S NEW
2009-106 Instrument Technician A SG-08 179,172.00 186,456.00 5 12 D S CALANUGA CESAR JR. GUHITING 8/18/1970 3/26/1997 11/25/2002 P
2009-113 Laboratory Technician C SG-06 155,052.00 155,052.00 1 12 D T SALJAY CHAREON KAYE VALENTE 11/1/1993 10/16/2014
12/16/2014 P
2009-112 Water Resources Facilities OperatorC SG-04 134,172.00 134,172.00 1 12 D S AZARCON TORTULINO HEBE 7/29/1964 7/16/2011 07/01/14 T
2009-103 Water Resources Facilities OperatorC SG-04 134,172.00 135,504.00 2 12 D S OBEDENCIO RAUL OBSID 12/25/1967 12/20/2002 6/1/2011 P
2015-036 Driver SG-04 134,172.00 134,172.00 1 12 D A NEW
2009-104 Industrial Security Guard C SG-03 124,812.00 129,876.00 5 12 D A MACALOS RUSTICO GUMPA O4/O7/1960 12/2/2002 P
2009-105 Industrial Security Guard C SG-03 124,812.00 124,812.00 1 12 D A MONOY ROMEO GUMPA 10/27/1968 3/25/2010 04/01/14 P
2015-037 Utility Worker B SG-01 108,000.00 108,000.00 1 12 D A NEW
2015-038 Utility Worker B SG-01 108,000.00 108,000.00 1 12 D A NEW
2015-039 Utility Worker B SG-01 108,000.00 108,000.00 1 12 D A NEW
2015-040 Utility Worker B SG-01 108,000.00 108,000.00 1 12 D A NEW
2015-041 Utility Worker B SG-01 108,000.00 108,000.00 1 12 D A NEW
TEMPLATE B1: HR INVENTORY 70
2015-042 Utility Worker B SG-01 108,000.00 108,000.00 1 12 D A NEW
2015-043 Utility Worker B SG-01 108,000.00 108,000.00 1 12 D A NEW
2015-044 Utility Worker B SG-01 108,000.00 108,000.00 1 12 D A NEW
2015-045 Utility Worker B SG-01 108,000.00 108,000.00 1 12 D A NEW
2015-046 Utility Worker B SG-01 108,000.00 108,000.00 1 12 D A NEW
2015-047 Utility Worker B SG-01 108,000.00 108,000.00 1 12 D A NEW
2015-048 Utility Worker B SG-01 108,000.00 108,000.00 1 12 D A NEW
2015-049 Utility Worker B SG-01 108,000.00 108,000.00 1 12 D A NEW
2015-050 Utility Worker B SG-01 108,000.00 108,000.00 1 12 D A NEW
2015-051 Utility Worker B SG-01 108,000.00 108,000.00 1 12 D A NEW
2015-052 Utility Worker B SG-01 108,000.00 108,000.00 1 12 D A NEW
2015-053 Utility Worker B SG-01 108,000.00 108,000.00 1 12 D A NEW
2015-054 Utility Worker B SG-01 108,000.00 108,000.00 1 12 D A NEW
2015-055 Utility Worker B SG-01 108,000.00 108,000.00 1 12 D A NEW
2015-056 Utility Worker B SG-01 108,000.00 108,000.00 1 12 D A NEW
PLANNING AND DESIGN DIVISION
2009-073 Division Manager B SG-23 552,768.00 552,768.00 1 12 D K VACANT
TEMPLATE B1: HR INVENTORY 71
2015-057 Project Management Officer B SG-20 438,804.00 438,804.00 1 12 D T NEW
2009-074 Senior Engineer A SG-16 322,536.00 322,536.00 1 12 D T VACANT
2009-076 Senior Engineer B SG-15 298,644.00 312,000.00 5 12 D T DAWA DAVE JAMES BLANCO O1/O1/1974 12/21/2001 P
2009-080 Senior Engineer B SG-15 298,644.00 298,644.00 1 12 D T RUPISAN KELVIN EDUAVE 10/15/1982 9/1/2013 P
2009-081 Senior Draftsman SG-11 222,588.00 222,588.00 1 12 D S AGBON JONATHAN CALINAWAGAN 6/18/1976 6/2/2008 7/1/2014 T
2009-077 Engineering Assistant B SG-08 179,172.00 179,172.00 1 12 D S CENIZA WINIFREDO JR DAHUNOG 8/10/1985 9/16/2013 9/16/2014 P
2009-082 Draftsman B SG-06 155,052.00 155,052.00 1 12 D S MACASAET NITCHEL ORZAME 12/11/1974 6/1/2010 7/1/2014 T
2009-078 Engineering Aide B SG-04 134,172.00 134,172.00 1 12 D S POLANCOS ELLEN TAHUM 3/14/1983 9/16/2013 12/16/2014 P
2009-079 Engineering Aide B SG-04 134,172.00 134,172.00 1 12 D S TIWAY ARES JR. MENDOZA 8/31/1989 1/1/2014 12/16/2014 P
2009-089 Engineering Aide B SG-04 134,172.00 134,172.00 1 12 D S MANTABOTE RAFFY GAMARCHA 8/22/1983 2/1/2013 8/16/2013 P
2015-058 Driver SG-04 134,172.00 134,172.00 1 12 D A NEW
CONSTRUCTION DIVISION
2009-085 Division Manager B SG-23 552,768.00 552,768.00 1 12 D K DAQUIPA ELBEN DELOS SANTOS O1/28/1971 10/1/2003 8/1/2014 P
2015-059 Project Management Officer B SG-20 438,804.00 438,804.00 1 12 D T NEW
TEMPLATE B1: HR INVENTORY 72
2009-086 Water Maintenance Head SG-16 322,536.00 326,088.00 2 12 D T LUMAGOD CHARLIE PADILLA O7/20/1974 10/31/2001 O2/16/2010 P
2009-091 Water Maintenance Head SG-16 322,536.00 329,676.00 3 12 D T SALDE DANILO DESMUND SAAVEDRA O4/15/1971 O3/16/1995
O3/O1/2006 P
2009-087 Construction Foreman A (CTI) SG-15 298,644.00 305,256.00 3 12 D T MAGO ARNALDO MARAVILLIEZA O7/O7/1963 O5/16/1988
O1/16/2007 P
2009-088 Senior Water Maintenance Man A SG-12 239,280.00 244,092.00 3 12 D S INTING MILBERT DIZON O9/19/1970 O2/16/1991 O1/16/2008 P
2009-092 Senior Water Maintenance Man A SG-12 239,280.00 239,280.00 1 12 D S HANDUGAN NILO GAMUTIN O9/10/1964 12/16/1988 O3/O1/2013 P
2009-093 Water Maintenance Man A SG-08 179,172.00 179,172.00 1 12 D S GILACAN ARNOLD AGAPAY O2/O4/1975 O6/O1/2010 9/1/2013 p
2009-094 Water Maintenance Man A SG-08 179,172.00 182,784.00 3 12 D S BURANG ALBERT SUMIN 12/17/1967 O4/16/1989 9/16/2008 P
2009-083 Engineering Aide B SG-04 134,172.00 134,172.00 1 12 D S BELARMINO MARIAN CIPRIANO 8/5/1985 1/1/2010 4/1/2014 P
2009-084 Driver SG-04 134,172.00 139,620.00 5 12 D A ABAQUITA MAGDALINO ECHAVEZ O1/19/1964 12/10/2001 P
2009-090 Driver SG-04 134,172.00 135,504.00 2 12 D A ARANAS JAY PALERMO 5/26/1975 10/2/2006 3/1/2011 P
MAINTENANCE DIVISION
2009-114 Division Manager B SG-23 552,768.00 571,212.00 4 12 D K CALAWEN ABRAHAM JR. SANTOS 7/14/1964 10/16/1988 7/15/2005 P
2015-060 Project Management Officer B SG-20 438,804.00 438,804.00 1 12 D T NEW
2009-115 Water Maintenance Head SG-16 322,536.00 348,204.00 8 12 D T HIPOLITO VAN PINAROC 12/28/1956 O3/16/1980
08/16/2001 P
TEMPLATE B1: HR INVENTORY 73
2009-124 Water Maintenance Head SG-16 322,536.00 322,536.00 1 12 D T BARON RESTITUTO JR. BAYONA O9/O6/1979 O9/O1/2005 9/16/2013 P
2009-116 Water Maintenance Foreman SG-14 276,528.00 279,288.00 2 12 D T ENCABO SEGUNDINO AMAD O4/29/1955 O6/16/1989
09/01/2011 P
2009-117 Senior Water Maintenance Man A SG-12 239,280.00 239,280.00 1 12 D S BALGOS FEDERICO JR. SANTOS O1/30/1963 O9/16/1989 11/1/2014 P
2009-125 Senior Water Maintenance Man A SG-12 239,280.00 256,548.00 8 12 D S DEQUIÑA MATIAS JR. PENUELA O7/26/1956 O7/O1/1978 P
2009-126 Senior Water Maintenance Man A SG-12 239,280.00 239,280.00 1 12 D S AGUILAR JOEL DIVINAGRACIA 11/11/1959 O3/16/1995
10/16/2012 P
2009-118 Water Maintenance Man A SG-08 179,172.00 179,172.00 1 12 D S NARCA ARNEL ALEPONGA 1/9/1975 O3/O1/2011 11/1/2014 P
2009-119 Water Maintenance Man A SG-08 179,172.00 179,172.00 1 12 D S VACANT P
2009-127 Water Maintenance Man A SG-08 179,172.00 182,784.00 3 12 D S AURE FRANKLIN ROBLEDO O2/20/1971 O2/O2/2004 O6/O2/2008 P
2009-128 Water Maintenance Man A SG-08 179,172.00 182,784.00 3 12 D S SAURO DANILO LANA 10/20/1957 O1/16/1991 9/16/2008 P
2009-129 Water Maintenance Man A SG-08 179,172.00 179,172.00 1 12 D S SUICO ARNEL PACATE 7/7/1973 9/16/2010 9/1/2013 P
2009-131 Driver SG-04 134,172.00 134,172.00 1 12 D A RUSINA AREIL EMBALZADO 8/6/1980 7/1/2014 12/16/2014 P
2009-123 Driver SG-04 134,172.00 139,620.00 5 12 D A ELA NORMAN ARBOTANTE 6/17/1968 12/20/2002 P
2015-061 Driver SG-04 134,172.00 134,172.00 1 12 D A NEW
2009-120 Utility Worker A SG-03 124,812.00 127,320.00 3 12 D A ARENAL JUNVALH BALLENTES 1/28/1981 10/16/2008 P
TEMPLATE B1: HR INVENTORY 74
2009-121 Utility Worker B SG-01 108,000.00 108,000.00 1 12 D A CELESTE JIMMY ORTIGAS 1/21/1973 1/1/2008 09/16/14 P
2009-122 Utility Worker B SG-01 108,000.00 108,000.00 1 12 D A VACANT
2009-130 Utility Worker B SG-01 108,000.00 108,000.00 1 12 D A VACANT
(19) Total Number of Position Items: 193
I certify to the correctness of the entries and that above Position Items are duly approved and authorized by the agency and in compliance to existing rules and regulations. I further certify that employees whose names appear above are the incumbents of the position.
Prepared by: Approved by:
CAROLINA Q. BANAL, RN STELLA M. GONZALES, MPS Date
IRMO-A Date Head of Agency/Department
TEMPLATE B2: HR PROFILE 75
TEMPLATE B2: HR PROFILE As of January 1, 2015
Age
Age Range
Number Male Female Total % TO
TOTAL 21 – 27 3 3 6 5.31 28 – 35 8 7 15 13.27 36 – 43 22 7 29 35.66 44 – 51 27 8 35 30.97 52 – 60 20 8 28 24.78
Grand Total 80 33 113 100.0
Highest Educational Attainment
Educational Attainment Number
Male Female Total % TO TOTAL
Elementary Graduate 2 -- 2 1.77 High School Graduate 12 -- 12 10.62 Vocational Course Completion 12 -- 12 10.62 College Undergraduate 10 1 11 9.73 Bachelor’s Degree 37 21 58 51.33 Masteral Degree 7 11 18 15.92 Doctoral (Earned Units) -- -- -- Doctoral Degree -- -- --
Grand Total 80 33 113 100.0
No. Of Years in Current Position
Years in Current Position Number
Male Female Total % TO TOTAL
1 – 3 28 16 44 47.31 4 – 6 11 4 15 16.13 7 – 9 9 6 15 16.13 10 – 12 9 7 16 17.2 13 – 14 3 -- 3 3.23
Grand Total 60 33 93 100.0
TEMPLATE B2: HR PROFILE 76
No. Of Years in Public Service
Years in Public Service
Number Male Female Total % TO TOTAL
1-10 years 30 12 42 38.53 11-20 28 11 39 35.78 21-30 14 8 22 20.18 31-40 5 1 6 5.5 41 and above -- -- -- Grand Total 77 32 109 100.0
Employment Status
Status
Number Male Female Total % TO TOTAL
Permanent 77 33 110 79.14 Temporary 4 - 4 2.88 Casual/Job Order 20 5 25 17.99
Grand Total 101 38 139 100.0
Levels of Position
Level Number
Male Female Total % TO TOTAL 1st 67 Level 16 83 73.45
Non-Supervisory 56 16 72 86.75 Supervisory 11 0 11 13.25
2nd Level 13 17 30 26.55 Non-Supervisory 3 11 14 46.67 Supervisory 10 6 16 53.33
Grand Total 80 33 113 100.0
Salary Grade SALARY GRADE
Number Male Female Total % TO TOTAL
1 5 0 5 4.42 3 6 1 7 6.19 4 14 5 19 16.81 6 3 3 6 5.31 7 0 1 1 0.88 8 17 0 17 15.04 10 7 5 12 10.62 11 2 1 3 2.65 12 7 1 8 7.08 14 1 2 3 2.65
TEMPLATE B2: HR PROFILE 77
15 3 2 5 4.42 16 6 7 13 11.50 18 1 0 1 0.88 23 6 0 6 5.31 24 1 3 4 3.54 25 1 1 2 1.77 27 0 1 1 0.88
Grand Total 80 33 113 100.0
TEMPLATE C1: HR COMPETENCY REQUIREMENTS 78
TEMPLATE C1 – HR COMPETENCIES REQUIREMENT
ADMINISTRATIVE AND HUMAN RESOURCES DEPARTMENT - HR MANAGEMENT SECTION LEVEL AND POSITIONS
REQUIRED COMPETENCIES
REQUIRED PROFICIENCY LEVEL
USAGE
SECOND LEVEL Industrial Relations Management Officer A (SG-15)
ORGANIZATIONAL/CORE Integrity – able to maintain and promote social, ethical and organizational norms in conducting internal and external business activities. Results Orientation – able to define realistic set of goals by taking responsibility in order to deliver outputs on a specified time. Customer Orientation – able to take effort to discover and meet needs of internal and external clients. Performance Stability – able to consistently meet the day-to-day demands of the job. Organizational Understanding of the Firm – able to define and discuss the firm’s history, vision, mission, strategic goals, functions organizational structure, key players, leadership, major policies and guidelines to be able to operate effectively within the organization
PROFICIENT Organization-wide / All year-round
BEHAVIORAL Interpersonal Effectiveness – ability to consider the feelings and needs of others, being aware of how one’s own behavior affects others, regardless of gender, position and social status. Attention to details – accomplishes a task thoroughly with concern for all the areas involved no matter how small. Decisiveness – able to make difficult decisions in a timely manner. Self confidence– ability to demonstrate belief in one’s own ideas and capacity to be successful, willingness to take an independent position in the face of opposition. Personal credibility – able to demonstrate concern that one be perceived as responsible, reliable and trustworthy. Ability to learn – ability to assimilate and apply new job-related information and skills to work reality, to create and to solve problems, to try out new behavior to get desired results. Cost Consciousness – able to show awareness of financial impact of choices and decisions and selects a course of action that ensures meeting the same result at less cost. Stress Management – able to function effectively when under pressure and maintains self control in the face of hostility or provocation. Initiative – able to actively attempt to influence events to achieve goals; self-starting rather than passive acceptance, takes action beyond what is necessarily called for in order to achieve goals; originating action.. Adaptability – ability to being effective while dealing with different people or in various situations, tasks and responsibilities. Networking skills – the ability to build and maintain friendly and cordial relationships or network of contacts with people who are (potentially) useful in achieving utilization of resources. Teamwork – able to adhere and practice team building processes and principles, working
PROFICIENT Organization-wide / All year-round
TEMPLATE C1: HR COMPETENCY REQUIREMENTS 79
togetherness norms in the daily disposal or work duties and responsibilities. TECHNICAL/PROFESSIONAL 201 Updating – able to modify, refine, reconcile actual functions against the existing Job Description of the position Personnel Appraisal – ability to conduct regular evaluation for employees’ performance NSTP/OJT interfacing – capability to lead group discussion with regards to National Service Training Program / On-the-Job Training work assignments Training Information Dissemination – ability to express ideas and information to convey official / employees for their actual attendance in various training programs. Leave Administration Course Briefing – able to facilitate, articulate, express, define, and discuss the whole features of “Leave Administration Course for Effectiveness” Payroll and Voucher Preparation – able to efficiently and effectively prepare, present and submit employee’s payroll and voucher according to standards Updating Casual Employees records – able to manage casual employees’ data, track, present and feedback related information. Salamat-Mabuhay Program – able to manage preparation, conduct and post conduct of Salamat at Mabuhay program for retirees Orientation / Briefing of New Employees – able to manage preparation, conduct and post conduct of orientation and briefing for new employees Formulation of HRMD Plan – able to do the planning processes, identification and programming of HR systems and subsystems, customize and HRD and HRM design for the Agency and implement the same Training Needs Assessment – able to design TNA tools, administer, consolidate and analyze needs assessment results, recommends appropriate interventions. Designing Training Programs – ability to formulate training objectives and develop a need-based training design for specific trainees Managing / Facilitating Training Programs – employs the Adult Learning Principles and Processes in facilitating and managing training sessions, utilizing various training methodologies. Design and Conduct of Training Evaluation – able to formulate and administer a training evaluation tool for content and training processes as based on a specific training design and present results and analysis for appropriate action
PROFICIENT Organization-wide / All year-round
SUPERVISORIAL/MANAGERIAL Leadership – ability to influence others towards a desired goal or outcome through personal conviction and discipline communicates and adapts the appropriate leadership and interaction style to the situation, guides individuals (subordinates, peers, superiors) or groups towards tasks accomplishment. Managing Change – ability to understand the change process from the perspective of the change sponsor, change implementer and change recipient and takes initiative to make a smooth transition from the current to the desired state. Directing – ability to set and provide overall direction in the office; communicates management directives in the office. Coaching – ability to direct, instruct a person or a group of people with the aim to achieve some
EXPERT Organization-wide / All year-round
TEMPLATE C1: HR COMPETENCY REQUIREMENTS 80
goals or develop specific skills. Delegating – able to assign tasks and responsibilities to the appropriate person, taking into consideration the capability and maturity level for efficient task accomplishment and employee’s development and growth. Decision Making – ability to identify issues, concerns pertaining to individual personnel in case of complaint or commission of acts contrary to civil service laws, and decide on the appropriate action to be taken. Planning and Coordination – ability to identify results, needed actions and resource requirements and works with others to attain the required resources to achieve results. Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents. Supervision Over Field Personnel – ability to monitor field personnel for work efficient and effective output. Project Supervision and Monitoring – ability to supervise and monitor the on-going projects for submission of accomplishments. Strategic Management – ability to analyze the organization’s competitive position by considering market and industry trends, existing and potential customers and strengths and weaknesses as compared to competitors.
TEMPLATE C1: HR COMPETENCY REQUIREMENTS 81
TEMPLATE C1 – HR COMPETENCIES REQUIREMENT
ADMINISTRATIVE AND HUMAN RESOURCES DEPARTMENT – ADMINISTRATIVE & GENERAL SERVICES DIVISIONS
LEVEL AND POSITIONS
REQUIRED COMPETENCIES
REQUIRED PROFICIENCY LEVEL
USAGE
FIRST LEVEL
ADMIN AND HR DIVISION
(1) Procurement Asst. A (SG-09) (1) Procurement Asst. B (SG-08)
GENERAL SERVICES DIVISION
(1) Electronic Communications Operator C (SG-06) (1) Clerk Processor D (SG-03) (2) Industrial Security Guard (SG-03) (2) Utility Worker A (SG-03) (4) Utility Worker B (SG-01)
ORGANIZATIONAL/CORE Integrity – able to maintain and promote social, ethical and organizational norms in conducting internal and external business activities. Results Orientation – able to define realistic set of goals by taking responsibility in order to deliver outputs on a specified time. Customer Orientation – able to take effort to discover and meet needs of internal and external clients. Performance Stability – able to consistently meet the day-to-day demands of the job. Organizational Understanding of the Firm – able to define and discuss the firm’s history, vision, mission, strategic goals, functions organizational structure, key players, leadership, major policies and guidelines to be able to operate effectively within the organization
PROFICIENT Organization-wide / All year-round
BEHAVIORAL Interpersonal Effectiveness – ability to consider the feelings and needs of others, being aware of how one’s own behavior affects others, regardless of gender, position and social status. Attention to details – accomplishes a task thoroughly with concern for all the areas involved no matter how small. Decisiveness – able to make difficult decisions in a timely manner. Self confidence– ability to demonstrate belief in one’s own ideas and capacity to be successful, willingness to take an independent position in the face of opposition. Personal credibility – able to demonstrate concern that one be perceived as responsible, reliable and trustworthy. Ability to learn – ability to assimilate and apply new job-related information and skills to work reality, to create and to solve problems, to try out new behavior to get desired results. Teamwork – able to adhere and practice team building processes and principles, working togetherness norms in the daily disposal or work duties and responsibilities.
COMPETENT Organization-wide / All year-round
TECHNICAL/PROFESSIONAL Database Management – able to organize and manage updated data for easy access Computer Literacy – able to operate standard personal computer and use MS Office programs especially Word and Excel and relevant software applications Written Communication – prepares written material that follows modern business writing rules of style and form, with correct grammar, punctuation, spelling and usage conventions, appropriate for the recipient, being creative and accomplishing its intended purpose Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents Supply and Asset Management – the ability to plan the supply requirement for the entire department,
PROFICIENT Organization-wide / All year-round
TEMPLATE C1: HR COMPETENCY REQUIREMENTS 82
prepare the necessary documents for the procurement, conduct and periodic inventory.
SECOND LEVEL
ADMIN AND HR DIVISION
Administrative Services Officer A (SG-16) Records Officer B (SG-14)
GENERAL SERVICES DIVISION
Property Supply Officer A (SG-14)
ORGANIZATIONAL/CORE Integrity – able to maintain and promote social, ethical and organizational norms in conducting internal and external business activities. Results Orientation – able to define realistic set of goals by taking responsibility in order to deliver outputs on a specified time. Customer Orientation – able to take effort to discover and meet needs of internal and external clients. Performance Stability – able to consistently meet the day-to-day demands of the job. Organizational Understanding of the Firm – able to define and discuss the firm’s history, vision, mission, strategic goals, functions organizational structure, key players, leadership, major policies and guidelines to be able to operate effectively within the organization
PROFICIENT Organization-wide / All year-round
BEHAVIORAL Interpersonal Effectiveness – ability to consider the feelings and needs of others, being aware of how one’s own behavior affects others, regardless of gender, position and social status. Attention to details – accomplishes a task thoroughly with concern for all the areas involved no matter how small. Decisiveness – able to make difficult decisions in a timely manner. Self confidence– ability to demonstrate belief in one’s own ideas and capacity to be successful, willingness to take an independent position in the face of opposition. Personal credibility – able to demonstrate concern that one be perceived as responsible, reliable and trustworthy. Ability to learn – ability to assimilate and apply new job-related information and skills to work reality, to create and to solve problems, to try out new behavior to get desired results. Cost Consciousness – able to show awareness of financial impact of choices and decisions and selects a course of action that ensures meeting the same result at less cost. Stress Management – able to function effectively when under pressure and maintains self control in the face of hostility or provocation. Initiative – able to actively attempt to influence events to achieve goals; self-starting rather than passive acceptance, takes action beyond what is necessarily called for in order to achieve goals; originating action.. Adaptability – ability to being effective while dealing with different people or in various situations, tasks and responsibilities. Networking skills – the ability to build and maintain friendly and cordial relationships or network of contacts with people who are (potentially) useful in achieving utilization of resources. Teamwork – able to adhere and practice team building processes and principles, working togetherness norms in the daily disposal or work duties and responsibilities.
PROFICIENT Organization-wide / All year-round
TECHNICAL/PROFESSIONAL Accounting Administrative Skills – Capable in recording & filing of Memoranda, Ordinances, Correspondence, Circular, Cases, audits reports & control leave credit & leave application of accounting staff, Prepare communication or Endorsements. Database Management – able to organize and manage updated data for easy access
PROFICIENT Organization-wide / All year-round
TEMPLATE C1: HR COMPETENCY REQUIREMENTS 83
Computer Literacy – able to operate standard personal computer and use MS Office programs especially Word and Excel Written Communication – prepares written material that follows modern business writing rules of style and form, with correct grammar, punctuation, spelling and usage conventions, appropriate for the recipient, being creative and accomplishing its intended purpose Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents Supply and Asset Management – the ability to plan the supply requirement for the entire department, prepare the necessary documents for the procurement, conduct and periodic inventory. SUPERVISORIAL/MANAGERIAL Leadership – ability to influence others towards a desired goal or outcome through personal conviction and discipline communicates and adapts the appropriate leadership and interaction style to the situation, guides individuals (subordinates, peers, superiors) or groups towards tasks accomplishment. Managing Change – ability to understand the change process from the perspective of the change sponsor, change implementer and change recipient and takes initiative to make a smooth transition from the current to the desired state. Directing – ability to set and provide overall direction in the office; communicates management directives in the office. Coaching – ability to direct, instruct a person or a group of people with the aim to achieve some goals or develop specific skills. Delegating – able to assign tasks and responsibilities to the appropriate person, taking into consideration the capability and maturity level for efficient task accomplishment and employee’s development and growth. Decision Making – ability to identify issues, concerns pertaining to individual personnel in case of complaint or commission of acts contrary to civil service laws, and decide on the appropriate action to be taken. Planning and Coordination – ability to identify results, needed actions and resource requirements and works with others to attain the required resources to achieve results. Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents. Supervision Over Field Personnel – ability to monitor field personnel for work efficient and effective output. Project Supervision and Monitoring – ability to supervise and monitor the on-going projects for submission of accomplishments. Strategic Management – ability to analyze the organization’s competitive position by considering market and industry trends, existing and potential customers and strengths and weaknesses as compared to competitors.
PROFICIENT Organization-wide / All year-round
EXECUTIVE / MANAGERIAL
ORGANIZATIONAL/CORE Integrity – able to maintain and promote social, ethical and organizational norms in conducting internal and external business activities. Results Orientation – able to define realistic set of goals by taking responsibility in order to deliver
EXPERT Organization-wide / All year-round
TEMPLATE C1: HR COMPETENCY REQUIREMENTS 84
Division Manager B (NEW)
outputs on a specified time. Customer Orientation – able to take effort to discover and meet needs of internal and external clients. Performance Stability – able to consistently meet the day-to-day demands of the job. Organizational Understanding of the Firm – able to define and discuss the firm’s history, vision, mission, strategic goals, functions organizational structure, key players, leadership, major policies and guidelines to be able to operate effectively within the organization BEHAVIORAL Interpersonal Effectiveness – ability to consider the feelings and needs of others, being aware of how one’s own behavior affects others, regardless of gender, position and social status. Attention to details – accomplishes a task thoroughly with concern for all the areas involved no matter how small. Decisiveness – able to make difficult decisions in a timely manner. Self confidence– ability to demonstrate belief in one’s own ideas and capacity to be successful, willingness to take an independent position in the face of opposition. Personal credibility – able to demonstrate concern that one be perceived as responsible, reliable and trustworthy. Ability to learn – ability to assimilate and apply new job-related information and skills to work reality, to create and to solve problems, to try out new behavior to get desired results. Cost Consciousness – able to show awareness of financial impact of choices and decisions and selects a course of action that ensures meeting the same result at less cost. Stress Management – able to function effectively when under pressure and maintains self control in the face of hostility or provocation. Initiative – able to actively attempt to influence events to achieve goals; self-starting rather than passive acceptance, takes action beyond what is necessarily called for in order to achieve goals; originating action.. Adaptability – ability to being effective while dealing with different people or in various situations, tasks and responsibilities. Networking skills – the ability to build and maintain friendly and cordial relationships or network of contacts with people who are (potentially) useful in achieving utilization of resources. Teamwork – able to adhere and practice team building processes and principles, working togetherness norms in the daily disposal or work duties and responsibilities.
PROFICIENT Organization-wide / All year-round
TECHNICAL/PROFESSIONAL Accounting Administrative Skills – Capable in recording & filing of Memoranda, Ordinances, Correspondence, Circular, Cases, audits reports & control leave credit & leave application of accounting staff, Prepare communication or Endorsements. Database Management – able to organize and manage updated data for easy access Computer Literacy – able to operate standard personal computer and use MS Office programs especially Word and Excel Written Communication – prepares written material that follows modern business writing rules of style and form, with correct grammar, punctuation, spelling and usage conventions, appropriate for the recipient, being creative and accomplishing its intended purpose Records Management – the ability to establish a system of procedure in recording and safekeeping
PROFICIENT Organization-wide / All year-round
TEMPLATE C1: HR COMPETENCY REQUIREMENTS 85
of documents for ease in locating and retrieval of records and documents Supply and Asset Management – the ability to plan the supply requirement for the entire department, prepare the necessary documents for the procurement, conduct and periodic inventory. SUPERVISORIAL/MANAGERIAL Leadership – ability to influence others towards a desired goal or outcome through personal conviction and discipline communicates and adapts the appropriate leadership and interaction style to the situation, guides individuals (subordinates, peers, superiors) or groups towards tasks accomplishment. Managing Change – ability to understand the change process from the perspective of the change sponsor, change implementer and change recipient and takes initiative to make a smooth transition from the current to the desired state. Directing – ability to set and provide overall direction in the office; communicates management directives in the office. Coaching – ability to direct, instruct a person or a group of people with the aim to achieve some goals or develop specific skills. Delegating – able to assign tasks and responsibilities to the appropriate person, taking into consideration the capability and maturity level for efficient task accomplishment and employee’s development and growth. Decision Making – ability to identify issues, concerns pertaining to individual personnel in case of complaint or commission of acts contrary to civil service laws, and decide on the appropriate action to be taken. Planning and Coordination – ability to identify results, needed actions and resource requirements and works with others to attain the required resources to achieve results. Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents. Supervision Over Field Personnel – ability to monitor field personnel for work efficient and effective output. Project Supervision and Monitoring – ability to supervise and monitor the on-going projects for submission of accomplishments. Strategic Management – ability to analyze the organization’s competitive position by considering market and industry trends, existing and potential customers and strengths and weaknesses as compared to competitors.
EXPERT Organization-wide / All year-round
TEMPLATE C1: HR COMPETENCY REQUIREMENTS 86
TEMPLATE C1 – HR COMPETENCIES REQUIREMENT
FINANCE SERVICES DEPARTMENT– ACCOUNTING AND BUDGET DIVISION
LEVEL AND POSITIONS
REQUIRED COMPETENCIES
REQUIRED PROFICIENCY LEVEL
USAGE
FIRST LEVEL Senior Accounting Processor A (SG-12) Accounting Processor A (SG-08) Accounting Processor B (SG-06) Corporate Budget Assistant (SG-08) Liaison Aide (SG-04)
ORGANIZATIONAL/CORE Integrity – able to maintain and promote social, ethical and organizational norms in conducting internal and external business activities. Results Orientation – able to define realistic set of goals by taking responsibility in order to deliver outputs on a specified time. Customer Orientation – able to take effort to discover and meet needs of internal and external clients. Performance Stability – able to consistently meet the day-to-day demands of the job. Organizational Understanding of the Firm – able to define and discuss the firm’s history, vision, mission, strategic goals, functions organizational structure, key players, leadership, major policies and guidelines to be able to operate effectively within the organization
PROFICIENT Organization-wide / All year-round
BEHAVIORAL Interpersonal Effectiveness – ability to consider the feelings and needs of others, being aware of how one’s own behavior affects others, regardless of gender, position and social status. Attention to details – accomplishes a task thoroughly with concern for all the areas involved no matter how small. Decisiveness – able to make difficult decisions in a timely manner. Self confidence– ability to demonstrate belief in one’s own ideas and capacity to be successful, willingness to take an independent position in the face of opposition. Personal credibility – able to demonstrate concern that one be perceived as responsible, reliable and trustworthy. Ability to learn – ability to assimilate and apply new job-related information and skills to work reality, to create and to solve problems, to try out new behavior to get desired results. Teamwork – able to adhere and practice team building processes and principles, working togetherness norms in the daily disposal or work duties and responsibilities.
COMPETENT Organization-wide / All year-round
TECHNICAL/PROFESSIONAL Database Management – able to organize and manage updated data for easy access Computer Literacy – able to operate standard personal computer and use MS Office programs especially Word and Excel and relevant software applications Written Communication – prepares written material that follows modern business writing rules of style and form, with correct grammar, punctuation, spelling and usage conventions, appropriate for the recipient, being creative and accomplishing its intended purpose Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents Supply and Asset Management – the ability to plan the supply requirement for the entire department,
PROFICIENT
Organization-wide / All year-round
TEMPLATE C1: HR COMPETENCY REQUIREMENTS 87
prepare the necessary documents for the procurement, conduct and periodic inventory.
SECOND LEVEL Corporate Budget Specialist B (SG-16) Corporate Accountant (SG-15)
ORGANIZATIONAL/CORE Integrity – able to maintain and promote social, ethical and organizational norms in conducting internal and external business activities. Results Orientation – able to define realistic set of goals by taking responsibility in order to deliver outputs on a specified time. Customer Orientation – able to take effort to discover and meet needs of internal and external clients. Performance Stability – able to consistently meet the day-to-day demands of the job. Organizational Understanding of the Firm – able to define and discuss the firm’s history, vision, mission, strategic goals, functions organizational structure, key players, leadership, major policies and guidelines to be able to operate effectively within the organization
PROFICIENT Organization-wide / All year-round
BEHAVIORAL Interpersonal Effectiveness – ability to consider the feelings and needs of others, being aware of how one’s own behavior affects others, regardless of gender, position and social status. Attention to details – accomplishes a task thoroughly with concern for all the areas involved no matter how small. Decisiveness – able to make difficult decisions in a timely manner. Self confidence– ability to demonstrate belief in one’s own ideas and capacity to be successful, willingness to take an independent position in the face of opposition. Personal credibility – able to demonstrate concern that one be perceived as responsible, reliable and trustworthy. Ability to learn – ability to assimilate and apply new job-related information and skills to work reality, to create and to solve problems, to try out new behavior to get desired results. Cost Consciousness – able to show awareness of financial impact of choices and decisions and selects a course of action that ensures meeting the same result at less cost. Stress Management – able to function effectively when under pressure and maintains self control in the face of hostility or provocation. Initiative – able to actively attempt to influence events to achieve goals; self-starting rather than passive acceptance, takes action beyond what is necessarily called for in order to achieve goals; originating action.. Adaptability – ability to being effective while dealing with different people or in various situations, tasks and responsibilities. Networking skills – the ability to build and maintain friendly and cordial relationships or network of contacts with people who are (potentially) useful in achieving utilization of resources. Teamwork – able to adhere and practice team building processes and principles, working togetherness norms in the daily disposal or work duties and responsibilities.
PROFICIENT Organization-wide / All year-round
TECHNICAL/PROFESSIONAL Accounting Administrative Skills – Capable in recording & filing of Memoranda, Ordinances, Correspondence, Circular, Cases, audits reports & control leave credit & leave application of accounting staff, Prepare communication or Endorsements. Database Management – able to organize and manage updated data for easy access
PROFICIENT Organization-wide / All year-round
TEMPLATE C1: HR COMPETENCY REQUIREMENTS 88
Computer Literacy – able to operate standard personal computer and use MS Office programs especially Word and Excel and relevant software appications Written Communication – prepares written material that follows modern business writing rules of style and form, with correct grammar, punctuation, spelling and usage conventions, appropriate for the recipient, being creative and accomplishing its intended purpose Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents Supply and Asset Management – the ability to plan the supply requirement for the entire department, prepare the necessary documents for the procurement, conduct and periodic inventory. SUPERVISORIAL/MANAGERIAL Leadership – ability to influence others towards a desired goal or outcome through personal conviction and discipline communicates and adapts the appropriate leadership and interaction style to the situation, guides individuals (subordinates, peers, superiors) or groups towards tasks accomplishment. Managing Change – ability to understand the change process from the perspective of the change sponsor, change implementer and change recipient and takes initiative to make a smooth transition from the current to the desired state. Directing – ability to set and provide overall direction in the office; communicates management directives in the office. Coaching – ability to direct, instruct a person or a group of people with the aim to achieve some goals or develop specific skills. Delegating – able to assign tasks and responsibilities to the appropriate person, taking into consideration the capability and maturity level for efficient task accomplishment and employee’s development and growth. Decision Making – ability to identify issues, concerns pertaining to individual personnel in case of complaint or commission of acts contrary to civil service laws, and decide on the appropriate action to be taken. Planning and Coordination – ability to identify results, needed actions and resource requirements and works with others to attain the required resources to achieve results. Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents. Supervision Over Field Personnel – ability to monitor field personnel for work efficient and effective output. Project Supervision and Monitoring – ability to supervise and monitor the on-going projects for submission of accomplishments. Strategic Management – ability to analyze the organization’s competitive position by considering market and industry trends, existing and potential customers and strengths and weaknesses as compared to competitors.
PROFICIENT Organization-wide / All year-round
EXECUTIVE / MANAGERIAL
ORGANIZATIONAL/CORE Integrity – able to maintain and promote social, ethical and organizational norms in conducting internal and external business activities. Results Orientation – able to define realistic set of goals by taking responsibility in order to deliver
EXPERT Organization-wide / All year-round
TEMPLATE C1: HR COMPETENCY REQUIREMENTS 89
RECATEGORIZED FROM C TO B Division Manager B
outputs on a specified time. Customer Orientation – able to take effort to discover and meet needs of internal and external clients. Performance Stability – able to consistently meet the day-to-day demands of the job. Organizational Understanding of the Firm – able to define and discuss the firm’s history, vision, mission, strategic goals, functions organizational structure, key players, leadership, major policies and guidelines to be able to operate effectively within the organization BEHAVIORAL Interpersonal Effectiveness – ability to consider the feelings and needs of others, being aware of how one’s own behavior affects others, regardless of gender, position and social status. Attention to details – accomplishes a task thoroughly with concern for all the areas involved no matter how small. Decisiveness – able to make difficult decisions in a timely manner. Self confidence– ability to demonstrate belief in one’s own ideas and capacity to be successful, willingness to take an independent position in the face of opposition. Personal credibility – able to demonstrate concern that one be perceived as responsible, reliable and trustworthy. Ability to learn – ability to assimilate and apply new job-related information and skills to work reality, to create and to solve problems, to try out new behavior to get desired results. Cost Consciousness – able to show awareness of financial impact of choices and decisions and selects a course of action that ensures meeting the same result at less cost. Stress Management – able to function effectively when under pressure and maintains self control in the face of hostility or provocation. Initiative – able to actively attempt to influence events to achieve goals; self-starting rather than passive acceptance, takes action beyond what is necessarily called for in order to achieve goals; originating action.. Adaptability – ability to being effective while dealing with different people or in various situations, tasks and responsibilities. Networking skills – the ability to build and maintain friendly and cordial relationships or network of contacts with people who are (potentially) useful in achieving utilization of resources. Teamwork – able to adhere and practice team building processes and principles, working togetherness norms in the daily disposal or work duties and responsibilities.
PROFICIENT Organization-wide / All year-round
TECHNICAL/PROFESSIONAL Accounting Administrative Skills – Capable in recording & filing of Memoranda, Ordinances, Correspondence, Circular, Cases, audits reports & control leave credit & leave application of accounting staff, Prepare communication or Endorsements. Database Management – able to organize and manage updated data for easy access Computer Literacy – able to operate standard personal computer and use MS Office programs especially Word and Excel Written Communication – prepares written material that follows modern business writing rules of style and form, with correct grammar, punctuation, spelling and usage conventions, appropriate for the recipient, being creative and accomplishing its intended purpose
PROFICIENT Organization-wide / All year-round
TEMPLATE C1: HR COMPETENCY REQUIREMENTS 90
Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents Supply and Asset Management – the ability to plan the supply requirement for the entire department, prepare the necessary documents for the procurement, conduct and periodic inventory. SUPERVISORIAL/MANAGERIAL Leadership – ability to influence others towards a desired goal or outcome through personal conviction and discipline communicates and adapts the appropriate leadership and interaction style to the situation, guides individuals (subordinates, peers, superiors) or groups towards tasks accomplishment. Managing Change – ability to understand the change process from the perspective of the change sponsor, change implementer and change recipient and takes initiative to make a smooth transition from the current to the desired state. Directing – ability to set and provide overall direction in the office; communicates management directives in the office. Coaching – ability to direct, instruct a person or a group of people with the aim to achieve some goals or develop specific skills. Delegating – able to assign tasks and responsibilities to the appropriate person, taking into consideration the capability and maturity level for efficient task accomplishment and employee’s development and growth. Decision Making – ability to identify issues, concerns pertaining to individual personnel in case of complaint or commission of acts contrary to civil service laws, and decide on the appropriate action to be taken. Planning and Coordination – ability to identify results, needed actions and resource requirements and works with others to attain the required resources to achieve results. Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents. Supervision Over Field Personnel – ability to monitor field personnel for work efficient and effective output. Project Supervision and Monitoring – ability to supervise and monitor the on-going projects for submission of accomplishments. Strategic Management – ability to analyze the organization’s competitive position by considering market and industry trends, existing and potential customers and strengths and weaknesses as compared to competitors.
EXPERT Organization-wide / All year-round
TEMPLATE C1: HR COMPETENCY REQUIREMENTS 91
TEMPLATE C1 – HR COMPETENCIES REQUIREMENT
FINANCE SERVICES DEPARTMENT – CASH MANAGEMENT DIVISION
LEVEL AND POSITIONS
REQUIRED COMPETENCIES
REQUIRED PROFICIENCY LEVEL
USAGE
FIRST LEVEL Cashiering Assistant (SG-08)
ORGANIZATIONAL/CORE Integrity – able to maintain and promote social, ethical and organizational norms in conducting internal and external business activities. Results Orientation – able to define realistic set of goals by taking responsibility in order to deliver outputs on a specified time. Customer Orientation – able to take effort to discover and meet needs of internal and external clients. Performance Stability – able to consistently meet the day-to-day demands of the job. Organizational Understanding of the Firm – able to define and discuss the firm’s history, vision, mission, strategic goals, functions organizational structure, key players, leadership, major policies and guidelines to be able to operate effectively within the organization
PROFICIENT Organization-wide / All year-round
BEHAVIORAL Interpersonal Effectiveness – ability to consider the feelings and needs of others, being aware of how one’s own behavior affects others, regardless of gender, position and social status. Attention to details – accomplishes a task thoroughly with concern for all the areas involved no matter how small. Decisiveness – able to make difficult decisions in a timely manner. Self confidence– ability to demonstrate belief in one’s own ideas and capacity to be successful, willingness to take an independent position in the face of opposition. Personal credibility – able to demonstrate concern that one be perceived as responsible, reliable and trustworthy. Ability to learn – ability to assimilate and apply new job-related information and skills to work reality, to create and to solve problems, to try out new behavior to get desired results. Teamwork – able to adhere and practice team building processes and principles, working togetherness norms in the daily disposal or work duties and responsibilities.
COMPETENT Organization-wide / All year-round
TECHNICAL/PROFESSIONAL Database Management – able to organize and manage updated data for easy access Computer Literacy – able to operate standard personal computer and use MS Office programs especially Word and Excel Written Communication – prepares written material that follows modern business writing rules of style and form, with correct grammar, punctuation, spelling and usage conventions, appropriate for the recipient, being creative and accomplishing its intended purpose Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents Supply and Asset Management – the ability to plan the supply requirement for the entire department,
PROFICIENT
Organization-wide / All year-round
TEMPLATE C1: HR COMPETENCY REQUIREMENTS 92
prepare the necessary documents for the procurement, conduct and periodic inventory.
SECOND LEVEL Cashier A (SG-16)
ORGANIZATIONAL/CORE Integrity – able to maintain and promote social, ethical and organizational norms in conducting internal and external business activities. Results Orientation – able to define realistic set of goals by taking responsibility in order to deliver outputs on a specified time. Customer Orientation – able to take effort to discover and meet needs of internal and external clients. Performance Stability – able to consistently meet the day-to-day demands of the job. Organizational Understanding of the Firm – able to define and discuss the firm’s history, vision, mission, strategic goals, functions organizational structure, key players, leadership, major policies and guidelines to be able to operate effectively within the organization
PROFICIENT Organization-wide / All year-round
BEHAVIORAL Interpersonal Effectiveness – ability to consider the feelings and needs of others, being aware of how one’s own behavior affects others, regardless of gender, position and social status. Attention to details – accomplishes a task thoroughly with concern for all the areas involved no matter how small. Decisiveness – able to make difficult decisions in a timely manner. Self confidence– ability to demonstrate belief in one’s own ideas and capacity to be successful, willingness to take an independent position in the face of opposition. Personal credibility – able to demonstrate concern that one be perceived as responsible, reliable and trustworthy. Ability to learn – ability to assimilate and apply new job-related information and skills to work reality, to create and to solve problems, to try out new behavior to get desired results. Cost Consciousness – able to show awareness of financial impact of choices and decisions and selects a course of action that ensures meeting the same result at less cost. Stress Management – able to function effectively when under pressure and maintains self control in the face of hostility or provocation. Initiative – able to actively attempt to influence events to achieve goals; self-starting rather than passive acceptance, takes action beyond what is necessarily called for in order to achieve goals; originating action.. Adaptability – ability to being effective while dealing with different people or in various situations, tasks and responsibilities. Networking skills – the ability to build and maintain friendly and cordial relationships or network of contacts with people who are (potentially) useful in achieving utilization of resources. Teamwork – able to adhere and practice team building processes and principles, working togetherness norms in the daily disposal or work duties and responsibilities.
PROFICIENT Organization-wide / All year-round
TECHNICAL/PROFESSIONAL Accounting Administrative Skills – Capable in recording & filing of Memoranda, Ordinances, Correspondence, Circular, Cases, audits reports & control leave credit & leave application of
PROFICIENT Organization-wide / All year-round
TEMPLATE C1: HR COMPETENCY REQUIREMENTS 93
accounting staff, Prepare communication or Endorsements. Database Management – able to organize and manage updated data for easy access Computer Literacy – able to operate standard personal computer and use MS Office programs especially Word and Excel Written Communication – prepares written material that follows modern business writing rules of style and form, with correct grammar, punctuation, spelling and usage conventions, appropriate for the recipient, being creative and accomplishing its intended purpose Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents Supply and Asset Management – the ability to plan the supply requirement for the entire department, prepare the necessary documents for the procurement, conduct and periodic inventory. SUPERVISORIAL/MANAGERIAL Leadership – ability to influence others towards a desired goal or outcome through personal conviction and discipline communicates and adapts the appropriate leadership and interaction style to the situation, guides individuals (subordinates, peers, superiors) or groups towards tasks accomplishment. Managing Change – ability to understand the change process from the perspective of the change sponsor, change implementer and change recipient and takes initiative to make a smooth transition from the current to the desired state. Directing – ability to set and provide overall direction in the office; communicates management directives in the office. Coaching – ability to direct, instruct a person or a group of people with the aim to achieve some goals or develop specific skills. Delegating – able to assign tasks and responsibilities to the appropriate person, taking into consideration the capability and maturity level for efficient task accomplishment and employee’s development and growth. Decision Making – ability to identify issues, concerns pertaining to individual personnel in case of complaint or commission of acts contrary to civil service laws, and decide on the appropriate action to be taken. Planning and Coordination – ability to identify results, needed actions and resource requirements and works with others to attain the required resources to achieve results. Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents. Supervision Over Field Personnel – ability to monitor field personnel for work efficient and effective output. Project Supervision and Monitoring – ability to supervise and monitor the on-going projects for submission of accomplishments. Strategic Management – ability to analyze the organization’s competitive position by considering market and industry trends, existing and potential customers and strengths and weaknesses as compared to competitors.
PROFICIENT Organization-wide / All year-round
TEMPLATE C1: HR COMPETENCY REQUIREMENTS 94
EXECUTIVE / MANAGERIAL Division Manager B (SG-23) (NEW)
ORGANIZATIONAL/CORE Integrity – able to maintain and promote social, ethical and organizational norms in conducting internal and external business activities. Results Orientation – able to define realistic set of goals by taking responsibility in order to deliver outputs on a specified time. Customer Orientation – able to take effort to discover and meet needs of internal and external clients. Performance Stability – able to consistently meet the day-to-day demands of the job. Organizational Understanding of the Firm – able to define and discuss the firm’s history, vision, mission, strategic goals, functions organizational structure, key players, leadership, major policies and guidelines to be able to operate effectively within the organization
EXPERT Organization-wide / All year-round
BEHAVIORAL Interpersonal Effectiveness – ability to consider the feelings and needs of others, being aware of how one’s own behavior affects others, regardless of gender, position and social status. Attention to details – accomplishes a task thoroughly with concern for all the areas involved no matter how small. Decisiveness – able to make difficult decisions in a timely manner. Self confidence– ability to demonstrate belief in one’s own ideas and capacity to be successful, willingness to take an independent position in the face of opposition. Personal credibility – able to demonstrate concern that one be perceived as responsible, reliable and trustworthy. Ability to learn – ability to assimilate and apply new job-related information and skills to work reality, to create and to solve problems, to try out new behavior to get desired results. Cost Consciousness – able to show awareness of financial impact of choices and decisions and selects a course of action that ensures meeting the same result at less cost. Stress Management – able to function effectively when under pressure and maintains self control in the face of hostility or provocation. Initiative – able to actively attempt to influence events to achieve goals; self-starting rather than passive acceptance, takes action beyond what is necessarily called for in order to achieve goals; originating action.. Adaptability – ability to being effective while dealing with different people or in various situations, tasks and responsibilities. Networking skills – the ability to build and maintain friendly and cordial relationships or network of contacts with people who are (potentially) useful in achieving utilization of resources. Teamwork – able to adhere and practice team building processes and principles, working togetherness norms in the daily disposal or work duties and responsibilities.
PROFICIENT Organization-wide / All year-round
TECHNICAL/PROFESSIONAL Accounting Administrative Skills – Capable in recording & filing of Memoranda, Ordinances, Correspondence, Circular, Cases, audits reports & control leave credit & leave application of accounting staff, Prepare communication or Endorsements. Database Management – able to organize and manage updated data for easy access Computer Literacy – able to operate standard personal computer and use MS Office programs especially Word and Excel
PROFICIENT
TEMPLATE C1: HR COMPETENCY REQUIREMENTS 95
Written Communication – prepares written material that follows modern business writing rules of style and form, with correct grammar, punctuation, spelling and usage conventions, appropriate for the recipient, being creative and accomplishing its intended purpose Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents Supply and Asset Management – the ability to plan the supply requirement for the entire department, prepare the necessary documents for the procurement, conduct and periodic inventory. SUPERVISORIAL/MANAGERIAL Leadership – ability to influence others towards a desired goal or outcome through personal conviction and discipline communicates and adapts the appropriate leadership and interaction style to the situation, guides individuals (subordinates, peers, superiors) or groups towards tasks accomplishment. Managing Change – ability to understand the change process from the perspective of the change sponsor, change implementer and change recipient and takes initiative to make a smooth transition from the current to the desired state. Directing – ability to set and provide overall direction in the office; communicates management directives in the office. Coaching – ability to direct, instruct a person or a group of people with the aim to achieve some goals or develop specific skills. Delegating – able to assign tasks and responsibilities to the appropriate person, taking into consideration the capability and maturity level for efficient task accomplishment and employee’s development and growth. Decision Making – ability to identify issues, concerns pertaining to individual personnel in case of complaint or commission of acts contrary to civil service laws, and decide on the appropriate action to be taken. Planning and Coordination – ability to identify results, needed actions and resource requirements and works with others to attain the required resources to achieve results. Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents. Supervision Over Field Personnel – ability to monitor field personnel for work efficient and effective output. Project Supervision and Monitoring – ability to supervise and monitor the on-going projects for submission of accomplishments. Strategic Management – ability to analyze the organization’s competitive position by considering market and industry trends, existing and potential customers and strengths and weaknesses as compared to competitors.
EXPERT Organization-wide / All year-round
TEMPLATE C1: HR COMPETENCY REQUIREMENTS 96
TEMPLATE C1 – HR COMPETENCIES REQUIREMENT
COMMERCIAL SERVICES DEPARTMENT – CUSTOMER ACCOUNTS AND SERVICING DIVISIONS
LEVEL AND POSITIONS
REQUIRED COMPETENCIES
REQUIRED PROFICIENCY LEVEL
USAGE
FIRST LEVEL
CUSTOMER ACCOUNTS DIVISION
(9) Customer Service Assistant B (SG-10) (2) Customer Service Assistant E (SG-04) (2) Utilities Service Assistant C (SG-08) (2) Utilities Service Assistant E (SG-04)
CUSTOMER SERVICING DIVISION
Customer Service Assistant A (SG-12) (2) Customer Service Assistant A (SG-10)
ORGANIZATIONAL/CORE Integrity – able to maintain and promote social, ethical and organizational norms in conducting internal and external business activities. Results Orientation – able to define realistic set of goals by taking responsibility in order to deliver outputs on a specified time. Customer Orientation – able to take effort to discover and meet needs of internal and external clients. Performance Stability – able to consistently meet the day-to-day demands of the job. Organizational Understanding of the Firm – able to define and discuss the firm’s history, vision, mission, strategic goals, functions organizational structure, key players, leadership, major policies and guidelines to be able to operate effectively within the organization
EXPERT Organization-wide / Service Area-wide
All year-round
BEHAVIORAL Interpersonal Effectiveness – ability to consider the feelings and needs of others, being aware of how one’s own behavior affects others, regardless of gender, position and social status. Attention to details – accomplishes a task thoroughly with concern for all the areas involved no matter how small. Decisiveness – able to make difficult decisions in a timely manner. Self confidence– ability to demonstrate belief in one’s own ideas and capacity to be successful, willingness to take an independent position in the face of opposition. Personal credibility – able to demonstrate concern that one be perceived as responsible, reliable and trustworthy. Ability to learn – ability to assimilate and apply new job-related information and skills to work reality, to create and to solve problems, to try out new behavior to get desired results. Teamwork – able to adhere and practice team building processes and principles, working togetherness norms in the daily disposal or work duties and responsibilities.
EXPERT Organization-wide / Service Area-wide
All year-round
TECHNICAL/PROFESSIONAL Accounting Administrative Skills – Capable in recording & filing of Memoranda, Ordinances, Correspondence, Circular, Cases, audits reports & control leave credit & leave application of accounting staff, Prepare communication or Endorsements. Database Management – able to organize and manage updated data for easy access Computer Literacy – able to operate standard personal computer and use MS Office programs especially Word and Excel Written Communication – prepares written material that follows modern business writing rules of style and form, with correct grammar, punctuation, spelling and usage conventions, appropriate for the recipient, being creative and accomplishing its intended purpose Records Management – the ability to establish a system of procedure in recording and safekeeping
COMPETENT Organization-wide / Service Area-wide
All year-round
TEMPLATE C1: HR COMPETENCY REQUIREMENTS 97
of documents for ease in locating and retrieval of records and documents Supply and Asset Management – the ability to plan the supply requirement for the entire department, prepare the necessary documents for the procurement, conduct and periodic inventory.
SECOND LEVEL
CUSTOMER SERVICES DIVISION
Customer Service Officer A (SG-20)
ORGANIZATIONAL/CORE Integrity – able to maintain and promote social, ethical and organizational norms in conducting internal and external business activities. Results Orientation – able to define realistic set of goals by taking responsibility in order to deliver outputs on a specified time. Customer Orientation – able to take effort to discover and meet needs of internal and external clients. Performance Stability – able to consistently meet the day-to-day demands of the job. Organizational Understanding of the Firm – able to define and discuss the firm’s history, vision, mission, strategic goals, functions organizational structure, key players, leadership, major policies and guidelines to be able to operate effectively within the organization
PROFICIENT Organization-wide / Service Area-wide
All year-round
BEHAVIORAL Interpersonal Effectiveness – ability to consider the feelings and needs of others, being aware of how one’s own behavior affects others, regardless of gender, position and social status. Attention to details – accomplishes a task thoroughly with concern for all the areas involved no matter how small. Decisiveness – able to make difficult decisions in a timely manner. Self confidence– ability to demonstrate belief in one’s own ideas and capacity to be successful, willingness to take an independent position in the face of opposition. Personal credibility – able to demonstrate concern that one be perceived as responsible, reliable and trustworthy. Ability to learn – ability to assimilate and apply new job-related information and skills to work reality, to create and to solve problems, to try out new behavior to get desired results. Cost Consciousness – able to show awareness of financial impact of choices and decisions and selects a course of action that ensures meeting the same result at less cost. Stress Management – able to function effectively when under pressure and maintains self control in the face of hostility or provocation. Initiative – able to actively attempt to influence events to achieve goals; self-starting rather than passive acceptance, takes action beyond what is necessarily called for in order to achieve goals; originating action.. Adaptability – ability to being effective while dealing with different people or in various situations, tasks and responsibilities. Networking skills – the ability to build and maintain friendly and cordial relationships or network of contacts with people who are (potentially) useful in achieving utilization of resources. Teamwork – able to adhere and practice team building processes and principles, working togetherness norms in the daily disposal or work duties and responsibilities.
PROFICIENT Organization-wide / Service Area-wide
All year-round
TECHNICAL/PROFESSIONAL Accounting Administrative Skills – Capable in recording & filing of Memoranda, Ordinances, Correspondence, Circular, Cases, audits reports & control leave credit & leave application of accounting staff, Prepare communication or Endorsements. Database Management – able to organize and manage updated data for easy access
PROFICIENT Organization-wide / Service Area-wide
All year-round
TEMPLATE C1: HR COMPETENCY REQUIREMENTS 98
Computer Literacy – able to operate standard personal computer and use MS Office programs especially Word and Excel and relevant software applications Written Communication – prepares written material that follows modern business writing rules of style and form, with correct grammar, punctuation, spelling and usage conventions, appropriate for the recipient, being creative and accomplishing its intended purpose Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents Supply and Asset Management – the ability to plan the supply requirement for the entire department, prepare the necessary documents for the procurement, conduct and periodic inventory. SUPERVISORIAL/MANAGERIAL Leadership – ability to influence others towards a desired goal or outcome through personal conviction and discipline communicates and adapts the appropriate leadership and interaction style to the situation, guides individuals (subordinates, peers, superiors) or groups towards tasks accomplishment. Managing Change – ability to understand the change process from the perspective of the change sponsor, change implementer and change recipient and takes initiative to make a smooth transition from the current to the desired state. Directing – ability to set and provide overall direction in the office; communicates management directives in the office. Coaching – ability to direct, instruct a person or a group of people with the aim to achieve some goals or develop specific skills. Delegating – able to assign tasks and responsibilities to the appropriate person, taking into consideration the capability and maturity level for efficient task accomplishment and employee’s development and growth. Decision Making – ability to identify issues, concerns pertaining to individual personnel in case of complaint or commission of acts contrary to civil service laws, and decide on the appropriate action to be taken. Planning and Coordination – ability to identify results, needed actions and resource requirements and works with others to attain the required resources to achieve results. Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents. Supervision Over Field Personnel – ability to monitor field personnel for work efficient and effective output. Project Supervision and Monitoring – ability to supervise and monitor the on-going projects for submission of accomplishments. Strategic Management – ability to analyze the organization’s competitive position by considering market and industry trends, existing and potential customers and strengths and weaknesses as compared to competitors.
PROFICIENT
Organization-wide / Service Area-wide
All year-round
EXECUTIVE/ MANAGERIAL RECATEGORIZED
ORGANIZATIONAL/CORE Integrity – able to maintain and promote social, ethical and organizational norms in conducting internal and external business activities. Results Orientation – able to define realistic set of goals by taking responsibility in order to deliver outputs on a specified time.
Organization-wide / Service Area-wide
All year-round
TEMPLATE C1: HR COMPETENCY REQUIREMENTS 99
FROM C TO B Division Manager B (SG-23) – Customer Accounts Division Manager B (SG-23) – Customer Servicing
Customer Orientation – able to take effort to discover and meet needs of internal and external clients. Performance Stability – able to consistently meet the day-to-day demands of the job. Organizational Understanding of the Firm – able to define and discuss the firm’s history, vision, mission, strategic goals, functions organizational structure, key players, leadership, major policies and guidelines to be able to operate effectively within the organization
EXPERT
BEHAVIORAL Interpersonal Effectiveness – ability to consider the feelings and needs of others, being aware of how one’s own behavior affects others, regardless of gender, position and social status. Attention to details – accomplishes a task thoroughly with concern for all the areas involved no matter how small. Decisiveness – able to make difficult decisions in a timely manner. Self confidence– ability to demonstrate belief in one’s own ideas and capacity to be successful, willingness to take an independent position in the face of opposition. Personal credibility – able to demonstrate concern that one be perceived as responsible, reliable and trustworthy. Ability to learn – ability to assimilate and apply new job-related information and skills to work reality, to create and to solve problems, to try out new behavior to get desired results. Cost Consciousness – able to show awareness of financial impact of choices and decisions and selects a course of action that ensures meeting the same result at less cost. Stress Management – able to function effectively when under pressure and maintains self control in the face of hostility or provocation. Initiative – able to actively attempt to influence events to achieve goals; self-starting rather than passive acceptance, takes action beyond what is necessarily called for in order to achieve goals; originating action.. Adaptability – ability to being effective while dealing with different people or in various situations, tasks and responsibilities. Networking skills – the ability to build and maintain friendly and cordial relationships or network of contacts with people who are (potentially) useful in achieving utilization of resources. Teamwork – able to adhere and practice team building processes and principles, working togetherness norms in the daily disposal or work duties and responsibilities.
PROFICIENT Organization-wide / Service Area-wide
All year-round
TECHNICAL/PROFESSIONAL Accounting Administrative Skills – Capable in recording & filing of Memoranda, Ordinances, Correspondence, Circular, Cases, audits reports & control leave credit & leave application of accounting staff, Prepare communication or Endorsements. Database Management – able to organize and manage updated data for easy access Computer Literacy – able to operate standard personal computer and use MS Office programs especially Word and Excel Written Communication – prepares written material that follows modern business writing rules of style and form, with correct grammar, punctuation, spelling and usage conventions, appropriate for the recipient, being creative and accomplishing its intended purpose Records Management – the ability to establish a system of procedure in recording and safekeeping
PROFICIENT Organization-wide / Service Area-wide
All year-round
TEMPLATE C1: HR COMPETENCY REQUIREMENTS 100
of documents for ease in locating and retrieval of records and documents Supply and Asset Management – the ability to plan the supply requirement for the entire department, prepare the necessary documents for the procurement, conduct and periodic inventory. SUPERVISORIAL/MANAGERIAL Leadership – ability to influence others towards a desired goal or outcome through personal conviction and discipline communicates and adapts the appropriate leadership and interaction style to the situation, guides individuals (subordinates, peers, superiors) or groups towards tasks accomplishment. Managing Change – ability to understand the change process from the perspective of the change sponsor, change implementer and change recipient and takes initiative to make a smooth transition from the current to the desired state. Directing – ability to set and provide overall direction in the office; communicates management directives in the office. Coaching – ability to direct, instruct a person or a group of people with the aim to achieve some goals or develop specific skills. Delegating – able to assign tasks and responsibilities to the appropriate person, taking into consideration the capability and maturity level for efficient task accomplishment and employee’s development and growth. Decision Making – ability to identify issues, concerns pertaining to individual personnel in case of complaint or commission of acts contrary to civil service laws, and decide on the appropriate action to be taken. Planning and Coordination – ability to identify results, needed actions and resource requirements and works with others to attain the required resources to achieve results. Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents. Supervision Over Field Personnel – ability to monitor field personnel for work efficient and effective output. Project Supervision and Monitoring – ability to supervise and monitor the on-going projects for submission of accomplishments. Strategic Management – ability to analyze the organization’s competitive position by considering market and industry trends, existing and potential customers and strengths and weaknesses as compared to competitors.
EXPERT Organization-wide / All year-round
TEMPLATE C1: HR COMPETENCY REQUIREMENTS 101
TEMPLATE C1 – HR COMPETENCIES REQUIREMENT
ENGINEERING AND OPERATIONS DEPARTMENT– WATER RESOURCES DIVISION
LEVEL AND POSITIONS
REQUIRED COMPETENCIES
REQUIRED PROFICIENCY LEVEL
USAGE
FIRST LEVEL Senior Laboratory Technician (SG-12) Water Resources Facilities Technician (SG-11) (2) Senior Water Resources Facilities Operator A (SG-10) (6) Water Resources Facilities Operator A (SG-08) Forest Assistant B (SG-08) Instrument Technician A (SG-08) Laboratory Technician A (SG-08) (2) Water Resources Facilities Operator C (SG-04) (2) Industrial Security Guard (SG-03)
ORGANIZATIONAL/CORE Integrity – able to maintain and promote social, ethical and organizational norms in conducting internal and external business activities. Results Orientation – able to define realistic set of goals by taking responsibility in order to deliver outputs on a specified time. Customer Orientation – able to take effort to discover and meet needs of internal and external clients. Performance Stability – able to consistently meet the day-to-day demands of the job. Organizational Understanding of the Firm – able to define and discuss the firm’s history, vision, mission, strategic goals, functions organizational structure, key players, leadership, major policies and guidelines to be able to operate effectively within the organization
PROFICIENT Organization-wide / Service Area-wide
All year-round
BEHAVIORAL Interpersonal Effectiveness – ability to consider the feelings and needs of others, being aware of how one’s own behavior affects others, regardless of gender, position and social status. Attention to details – accomplishes a task thoroughly with concern for all the areas involved no matter how small. Decisiveness – able to make difficult decisions in a timely manner. Self confidence– ability to demonstrate belief in one’s own ideas and capacity to be successful, willingness to take an independent position in the face of opposition. Personal credibility – able to demonstrate concern that one be perceived as responsible, reliable and trustworthy. Ability to learn – ability to assimilate and apply new job-related information and skills to work reality, to create and to solve problems, to try out new behavior to get desired results. Teamwork – able to adhere and practice team building processes and principles, working togetherness norms in the daily disposal or work duties and responsibilities.
PROFICIENT Organization-wide / Service Area-wide
All year-round
TECHNICAL/PROFESSIONAL Database Management – able to organize and manage updated data for easy access Computer Literacy – able to operate standard personal computer and use MS Office programs especially Word and Excel Written Communication – prepares written material that follows modern business writing rules of style and form, with correct grammar, punctuation, spelling and usage conventions, appropriate for the recipient, being creative and accomplishing its intended purpose Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents
PROFICIENT Organization-wide / Service Area-wide
All year-round
TEMPLATE C1: HR COMPETENCY REQUIREMENTS 102
Supply and Asset Management – the ability to plan the supply requirement for the entire department, prepare the necessary documents for the procurement, conduct and periodic inventory.
SECOND LEVEL (2) Water Utilities Management Officer A (SG-16)
ORGANIZATIONAL/CORE Integrity – able to maintain and promote social, ethical and organizational norms in conducting internal and external business activities. Results Orientation – able to define realistic set of goals by taking responsibility in order to deliver outputs on a specified time. Customer Orientation – able to take effort to discover and meet needs of internal and external clients. Performance Stability – able to consistently meet the day-to-day demands of the job. Organizational Understanding of the Firm – able to define and discuss the firm’s history, vision, mission, strategic goals, functions organizational structure, key players, leadership, major policies and guidelines to be able to operate effectively within the organization
PROFICIENT Organization-wide / Service Area-wide
All year-round
BEHAVIORAL Interpersonal Effectiveness – ability to consider the feelings and needs of others, being aware of how one’s own behavior affects others, regardless of gender, position and social status. Attention to details – accomplishes a task thoroughly with concern for all the areas involved no matter how small. Decisiveness – able to make difficult decisions in a timely manner. Self confidence– ability to demonstrate belief in one’s own ideas and capacity to be successful, willingness to take an independent position in the face of opposition. Personal credibility – able to demonstrate concern that one be perceived as responsible, reliable and trustworthy. Ability to learn – ability to assimilate and apply new job-related information and skills to work reality, to create and to solve problems, to try out new behavior to get desired results. Cost Consciousness – able to show awareness of financial impact of choices and decisions and selects a course of action that ensures meeting the same result at less cost. Stress Management – able to function effectively when under pressure and maintains self control in the face of hostility or provocation. Initiative – able to actively attempt to influence events to achieve goals; self-starting rather than passive acceptance, takes action beyond what is necessarily called for in order to achieve goals; originating action.. Adaptability – ability to being effective while dealing with different people or in various situations, tasks and responsibilities. Networking skills – the ability to build and maintain friendly and cordial relationships or network of contacts with people who are (potentially) useful in achieving utilization of resources. Teamwork – able to adhere and practice team building processes and principles, working togetherness norms in the daily disposal or work duties and responsibilities.
PROFICIENT Organization-wide / Service Area-wide
All year-round
TECHNICAL/PROFESSIONAL Data Gathering – Able to generate and validate data from primary and secondary sources. Coordination – Able to identify results needed actions and resource requirements and works with
PROFICIENT Organization-wide / Service Area-wide
All year-round
TEMPLATE C1: HR COMPETENCY REQUIREMENTS 103
others to attain the required resources to achieve results Workshop facilitation – able to lead group discussion using group process skills so that tasks, relationships and individual needs and issues are addressed Presentation skills – Able to present an articulate to different audiences proposed plans, projects, monitoring reports, etc. Computer Literacy – able to operate standard personal computer and use MS Office programs especially Word and Excel Data Consolidation – ability to gather data from field and present this to decision makers Spatial Analysis – Able to identify needs, issues, concerns, determined thru their spatial relationships Monitoring and Evaluation – Able to create monitoring and evaluation plans and tools, takes action to monitor or regulate processes tasks or activities; keeps track of delegated assignment to measure efficiency and effectiveness of works and activities, outcomes and impact of benefit Database Management – able to organize and manage updated data for easy access Written Communication – prepares written material that follows modern business writing rules of style and form, with correct grammar, punctuation, spelling and usage conventions, appropriate for the recipient, being creative and accomplishing its intended purpose.. SUPERVISORIAL/MANAGERIAL Leadership – ability to influence others towards a desired goal or outcome through personal conviction and discipline communicates and adapts the appropriate leadership and interaction style to the situation, guides individuals (subordinates, peers, superiors) or groups towards tasks accomplishment. Managing Change – ability to understand the change process from the perspective of the change sponsor, change implementer and change recipient and takes initiative to make a smooth transition from the current to the desired state. Directing – ability to set and provide overall direction in the office; communicates management directives in the office. Coaching – ability to direct, instruct a person or a group of people with the aim to achieve some goals or develop specific skills. Delegating – able to assign tasks and responsibilities to the appropriate person, taking into consideration the capability and maturity level for efficient task accomplishment and employee’s development and growth. Decision Making – ability to identify issues, concerns pertaining to individual personnel in case of complaint or commission of acts contrary to civil service laws, and decide on the appropriate action to be taken. Planning and Coordination – ability to identify results, needed actions and resource requirements and works with others to attain the required resources to achieve results. Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents. Supervision Over Field Personnel – ability to monitor field personnel for work efficient and effective output. Project Supervision and Monitoring – ability to supervise and monitor the on-going projects for submission of accomplishments. Strategic Management – ability to analyze the organization’s competitive position by considering
PROFICIENT
Organization-wide / Service Area-wide
All year-round
TEMPLATE C1: HR COMPETENCY REQUIREMENTS 104
market and industry trends, existing and potential customers and strengths and weaknesses as compared to competitors.
EXECUTIVE / MANAGERIAL RECATEGORIZED FROM C TO B Division Manager B (SG-23)
ORGANIZATIONAL/CORE Integrity – able to maintain and promote social, ethical and organizational norms in conducting internal and external business activities. Results Orientation – able to define realistic set of goals by taking responsibility in order to deliver outputs on a specified time. Customer Orientation – able to take effort to discover and meet needs of internal and external clients. Performance Stability – able to consistently meet the day-to-day demands of the job. Organizational Understanding of the Firm – able to define and discuss the firm’s history, vision, mission, strategic goals, functions organizational structure, key players, leadership, major policies and guidelines to be able to operate effectively within the organization
EXPERT Organization-wide / Service Area-wide
All year-round
BEHAVIORAL Interpersonal Effectiveness – ability to consider the feelings and needs of others, being aware of how one’s own behavior affects others, regardless of gender, position and social status. Attention to details – accomplishes a task thoroughly with concern for all the areas involved no matter how small. Decisiveness – able to make difficult decisions in a timely manner. Self confidence– ability to demonstrate belief in one’s own ideas and capacity to be successful, willingness to take an independent position in the face of opposition. Personal credibility – able to demonstrate concern that one be perceived as responsible, reliable and trustworthy. Ability to learn – ability to assimilate and apply new job-related information and skills to work reality, to create and to solve problems, to try out new behavior to get desired results. Cost Consciousness – able to show awareness of financial impact of choices and decisions and selects a course of action that ensures meeting the same result at less cost. Stress Management – able to function effectively when under pressure and maintains self control in the face of hostility or provocation. Initiative – able to actively attempt to influence events to achieve goals; self-starting rather than passive acceptance, takes action beyond what is necessarily called for in order to achieve goals; originating action.. Adaptability – ability to being effective while dealing with different people or in various situations, tasks and responsibilities. Networking skills – the ability to build and maintain friendly and cordial relationships or network of contacts with people who are (potentially) useful in achieving utilization of resources. Teamwork – able to adhere and practice team building processes and principles, working togetherness norms in the daily disposal or work duties and responsibilities.
PROFICIENT Organization-wide / Service Area-wide
All year-round
TECHNICAL/PROFESSIONAL Data Gathering – Able to generate and validate data from primary and secondary sources. Technical writing / Editing skills – Able to prepare, edit reports and documents in relation to a
PROFICIENT Organization-wide / Service Area-wide
All year-round
TEMPLATE C1: HR COMPETENCY REQUIREMENTS 105
technical topic, able to present data information and conclusions in a manner that is understandable and comprehensible even to non technical audience Analytical skills – Able to present existing situations, make comparisons, cite trends and explain their significance Statistical Skills – ability to perform the basic statistics, compute and arrange data in an orderly manner for easy understanding.. Coordination – Able to identify results needed actions and resource requirements and works with others to attain the required resources to achieve results Workshop facilitation – able to lead group discussion using group process skills so that tasks, relationships and individual needs and issues are addressed Presentation skills – Able to present an articulate to different audiences proposed plans, projects, monitoring reports, etc. Computer Literacy – able to operate standard personal computer and use MS Office programs especially Word and Excel Data Consolidation – ability to gather data from field and present this to decision makers Spatial Analysis – Able to identify needs, issues, concerns, determined thru their spatial relationships Monitoring and Evaluation – Able to create monitoring and evaluation plans and tools, takes action to monitor or regulate processes tasks or activities; keeps track of delegated assignment to measure efficiency and effectiveness of works and activities, outcomes and impact of benefit Database Management – able to organize and manage updated data for easy access Written Communication – prepares written material that follows modern business writing rules of style and form, with correct grammar, punctuation, spelling and usage conventions, appropriate for the recipient, being creative and accomplishing its intended purpose. SUPERVISORIAL/MANAGERIAL Leadership – ability to influence others towards a desired goal or outcome through personal conviction and discipline communicates and adapts the appropriate leadership and interaction style to the situation, guides individuals (subordinates, peers, superiors) or groups towards tasks accomplishment. Managing Change – ability to understand the change process from the perspective of the change sponsor, change implementer and change recipient and takes initiative to make a smooth transition from the current to the desired state. Directing – ability to set and provide overall direction in the office; communicates management directives in the office. Coaching – ability to direct, instruct a person or a group of people with the aim to achieve some goals or develop specific skills. Delegating – able to assign tasks and responsibilities to the appropriate person, taking into consideration the capability and maturity level for efficient task accomplishment and employee’s development and growth. Decision Making – ability to identify issues, concerns pertaining to individual personnel in case of complaint or commission of acts contrary to civil service laws, and decide on the appropriate action to be taken. Planning and Coordination – ability to identify results, needed actions and resource requirements and works with others to attain the required resources to achieve results.
EXPERT Organization-wide / Service Area-wide
All year-round
TEMPLATE C1: HR COMPETENCY REQUIREMENTS 106
Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents. Supervision Over Field Personnel – ability to monitor field personnel for work efficient and effective output. Project Supervision and Monitoring – ability to supervise and monitor the on-going projects for submission of accomplishments. Strategic Management – ability to analyze the organization’s competitive position by considering market and industry trends, existing and potential customers and strengths and weaknesses as compared to competitors.
TEMPLATE C1: HR COMPETENCY REQUIREMENTS 107
TEMPLATE C1 – HR COMPETENCIES REQUIREMENT
ENGINEERING AND OPERATIONS DEPARTMENT–CONSTRUCTIONAND PLANNING AND DESIGNS DIVISIONS
LEVEL AND POSITIONS
REQUIRED COMPETENCIES
REQUIRED PROFICIENCY LEVEL
USAGE
FIRST LEVEL
CONSTRUCTION DIVISION
(2) Senior Water Maintenance Man A (SG-12) (2) Water Maintenance Man A (SG-08) Engineering Aide B (SG-04) (2) Driver (SG-04)
PLANNING & DESIGN DIVISION
Senior Draftsman (SG-11) Draftsman B (SG-06) Engineering Assistant B (SG-08) (3) Engineering Aide B (SG-04)
ORGANIZATIONAL/CORE Integrity – able to maintain and promote social, ethical and organizational norms in conducting internal and external business activities. Results Orientation – able to define realistic set of goals by taking responsibility in order to deliver outputs on a specified time. Customer Orientation – able to take effort to discover and meet needs of internal and external clients. Performance Stability – able to consistently meet the day-to-day demands of the job. Organizational Understanding of the Firm – able to define and discuss the firm’s history, vision, mission, strategic goals, functions organizational structure, key players, leadership, major policies and guidelines to be able to operate effectively within the organization
PROFICIENT Organization-wide / Service Area-wide
All year-round
BEHAVIORAL Interpersonal Effectiveness – ability to consider the feelings and needs of others, being aware of how one’s own behavior affects others, regardless of gender, position and social status. Attention to details – accomplishes a task thoroughly with concern for all the areas involved no matter how small. Decisiveness – able to make difficult decisions in a timely manner. Self confidence– ability to demonstrate belief in one’s own ideas and capacity to be successful, willingness to take an independent position in the face of opposition. Personal credibility – able to demonstrate concern that one be perceived as responsible, reliable and trustworthy. Ability to learn – ability to assimilate and apply new job-related information and skills to work reality, to create and to solve problems, to try out new behavior to get desired results. Teamwork – able to adhere and practice team building processes and principles, working togetherness norms in the daily disposal or work duties and responsibilities.
PROFICIENT Organization-wide / Service Area-wide
All year-round
TECHNICAL/PROFESSIONAL Data Gathering – Able to generate and validate data from primary and secondary sources. Analytical skills – Able to present existing situations, make comparisons, cite trends and explain their significance Statistical Skills – ability to perform the basic statistics, compute and arrange data in an orderly manner for easy understanding.. Coordination – Able to identify results needed actions and resource requirements and works with others to attain the required resources to achieve results Computer Literacy – able to operate standard personal computer and use MS Office programs especially Word and Excel and relevant software applications
PROFICIENT Organization-wide / Service Area-wide
All year-round
TEMPLATE C1: HR COMPETENCY REQUIREMENTS 108
Data Consolidation – ability to gather data from field and present this to decision makers Database Management – able to organize and manage updated data for easy access Written Communication – prepares written material that follows modern business writing rules of style and form, with correct grammar, punctuation, spelling and usage conventions, appropriate for the recipient, being creative and accomplishing its intended purpose.
SECOND LEVEL
CONSTRUCTION DIVISION
(2) Water Maintenance Head (SG-16) Construction Foreman (SG-15)
PLANNING & DESIGN DIVISION
Senior Engineer A (SG-16) (2) Senior Engineer B (SG-15)
ORGANIZATIONAL/CORE Integrity – able to maintain and promote social, ethical and organizational norms in conducting internal and external business activities. Results Orientation – able to define realistic set of goals by taking responsibility in order to deliver outputs on a specified time. Customer Orientation – able to take effort to discover and meet needs of internal and external clients. Performance Stability – able to consistently meet the day-to-day demands of the job. Organizational Understanding of the Firm – able to define and discuss the firm’s history, vision, mission, strategic goals, functions organizational structure, key players, leadership, major policies and guidelines to be able to operate effectively within the organization
PROFICIENT Organization-wide / Service Area-wide
All year-round
BEHAVIORAL Interpersonal Effectiveness – ability to consider the feelings and needs of others, being aware of how one’s own behavior affects others, regardless of gender, position and social status. Attention to details – accomplishes a task thoroughly with concern for all the areas involved no matter how small. Decisiveness – able to make difficult decisions in a timely manner. Self confidence– ability to demonstrate belief in one’s own ideas and capacity to be successful, willingness to take an independent position in the face of opposition. Personal credibility – able to demonstrate concern that one be perceived as responsible, reliable and trustworthy. Ability to learn – ability to assimilate and apply new job-related information and skills to work reality, to create and to solve problems, to try out new behavior to get desired results. Cost Consciousness – able to show awareness of financial impact of choices and decisions and selects a course of action that ensures meeting the same result at less cost. Stress Management – able to function effectively when under pressure and maintains self control in the face of hostility or provocation. Initiative – able to actively attempt to influence events to achieve goals; self-starting rather than passive acceptance, takes action beyond what is necessarily called for in order to achieve goals; originating action.. Adaptability – ability to being effective while dealing with different people or in various situations, tasks and responsibilities. Networking skills – the ability to build and maintain friendly and cordial relationships or network of contacts with people who are (potentially) useful in achieving utilization of resources. Teamwork – able to adhere and practice team building processes and principles, working togetherness norms in the daily disposal or work duties and responsibilities.
PROFICIENT Organization-wide / Service Area-wide
All year-round
TEMPLATE C1: HR COMPETENCY REQUIREMENTS 109
TECHNICAL/PROFESSIONAL Data Gathering – Able to generate and validate data from primary and secondary sources. Technical writing / Editing skills – Able to prepare, edit reports and documents in relation to a technical topic, able to present data information and conclusions in a manner that is understandable and comprehensible even to non technical audience Analytical skills – Able to present existing situations, make comparisons, cite trends and explain their significance Statistical Skills – ability to perform the basic statistics, compute and arrange data in an orderly manner for easy understanding.. Coordination – Able to identify results needed actions and resource requirements and works with others to attain the required resources to achieve results Workshop facilitation – able to lead group discussion using group process skills so that tasks, relationships and individual needs and issues are addressed Presentation skills – Able to present an articulate to different audiences proposed plans, projects, monitoring reports, etc. Computer Literacy – able to operate standard personal computer and use MS Office programs especially Word and Excel Data Consolidation – ability to gather data from field and present this to decision makers Spatial Analysis – Able to identify needs, issues, concerns, determined thru their spatial relationships Monitoring and Evaluation – Able to create monitoring and evaluation plans and tools, takes action to monitor or regulate processes tasks or activities; keeps track of delegated assignment to measure efficiency and effectiveness of works and activities, outcomes and impact of benefit Database Management – able to organize and manage updated data for easy access Written Communication – prepares written material that follows modern business writing rules of style and form, with correct grammar, punctuation, spelling and usage conventions, appropriate for the recipient, being creative and accomplishing its intended purpose.
EXPERT Organization-wide / Service Area-wide
All year-round
SUPERVISORIAL/MANAGERIAL Leadership – ability to influence others towards a desired goal or outcome through personal conviction and discipline communicates and adapts the appropriate leadership and interaction style to the situation, guides individuals (subordinates, peers, superiors) or groups towards tasks accomplishment. Managing Change – ability to understand the change process from the perspective of the change sponsor, change implementer and change recipient and takes initiative to make a smooth transition from the current to the desired state. Directing – ability to set and provide overall direction in the office; communicates management directives in the office. Coaching – ability to direct, instruct a person or a group of people with the aim to achieve some goals or develop specific skills. Delegating – able to assign tasks and responsibilities to the appropriate person, taking into consideration the capability and maturity level for efficient task accomplishment and employee’s development and growth. Decision Making – ability to identify issues, concerns pertaining to individual personnel in case of complaint or commission of acts contrary to civil service laws, and decide on the appropriate action to
PROFICIENT Organization-wide / Service Area-wide
All year-round
TEMPLATE C1: HR COMPETENCY REQUIREMENTS 110
be taken. Planning and Coordination – ability to identify results, needed actions and resource requirements and works with others to attain the required resources to achieve results. Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents. Supervision Over Field Personnel – ability to monitor field personnel for work efficient and effective output. Project Supervision and Monitoring – ability to supervise and monitor the on-going projects for submission of accomplishments. Strategic Management – ability to analyze the organization’s competitive position by considering market and industry trends, existing and potential customers and strengths and weaknesses as compared to competitors.
EXECUTIVE / MANAGERIAL RECATEGORIZED FROM C TO B: Division Manager B (SG-23) – Construction Division Division Manager B (SG-23) – Planning and Design Division
ORGANIZATIONAL/CORE Integrity – able to maintain and promote social, ethical and organizational norms in conducting internal and external business activities. Results Orientation – able to define realistic set of goals by taking responsibility in order to deliver outputs on a specified time. Customer Orientation – able to take effort to discover and meet needs of internal and external clients. Performance Stability – able to consistently meet the day-to-day demands of the job. Organizational Understanding of the Firm – able to define and discuss the firm’s history, vision, mission, strategic goals, functions organizational structure, key players, leadership, major policies and guidelines to be able to operate effectively within the organization
EXPERT Organization-wide / Service Area-wide
All year-round
BEHAVIORAL Interpersonal Effectiveness – ability to consider the feelings and needs of others, being aware of how one’s own behavior affects others, regardless of gender, position and social status. Attention to details – accomplishes a task thoroughly with concern for all the areas involved no matter how small. Decisiveness – able to make difficult decisions in a timely manner. Self confidence– ability to demonstrate belief in one’s own ideas and capacity to be successful, willingness to take an independent position in the face of opposition. Personal credibility – able to demonstrate concern that one be perceived as responsible, reliable and trustworthy. Ability to learn – ability to assimilate and apply new job-related information and skills to work reality, to create and to solve problems, to try out new behavior to get desired results. Cost Consciousness – able to show awareness of financial impact of choices and decisions and selects a course of action that ensures meeting the same result at less cost. Stress Management – able to function effectively when under pressure and maintains self control in the face of hostility or provocation. Initiative – able to actively attempt to influence events to achieve goals; self-starting rather than passive acceptance, takes action beyond what is necessarily called for in order to achieve goals; originating action.. Adaptability – ability to being effective while dealing with different people or in various situations,
PROFICIENT Organization-wide / Service Area-wide
All year-round
TEMPLATE C1: HR COMPETENCY REQUIREMENTS 111
tasks and responsibilities. Networking skills – the ability to build and maintain friendly and cordial relationships or network of contacts with people who are (potentially) useful in achieving utilization of resources. Teamwork – able to adhere and practice team building processes and principles, working togetherness norms in the daily disposal or work duties and responsibilities. TECHNICAL/PROFESSIONAL Data Gathering – Able to generate and validate data from primary and secondary sources. Technical writing / Editing skills – Able to prepare, edit reports and documents in relation to a technical topic, able to present data information and conclusions in a manner that is understandable and comprehensible even to non technical audience Analytical skills – Able to present existing situations, make comparisons, cite trends and explain their significance Statistical Skills – ability to perform the basic statistics, compute and arrange data in an orderly manner for easy understanding.. Coordination – Able to identify results needed actions and resource requirements and works with others to attain the required resources to achieve results Workshop facilitation – able to lead group discussion using group process skills so that tasks, relationships and individual needs and issues are addressed Presentation skills – Able to present an articulate to different audiences proposed plans, projects, monitoring reports, etc. Computer Literacy – able to operate standard personal computer and use MS Office programs especially Word and Excel and relevant software applications Data Consolidation – ability to gather data from field and present this to decision makers Spatial Analysis – Able to identify needs, issues, concerns, determined thru their spatial relationships Monitoring and Evaluation – Able to create monitoring and evaluation plans and tools, takes action to monitor or regulate processes tasks or activities; keeps track of delegated assignment to measure efficiency and effectiveness of works and activities, outcomes and impact of benefit Database Management – able to organize and manage updated data for easy access Written Communication – prepares written material that follows modern business writing rules of style and form, with correct grammar, punctuation, spelling and usage conventions, appropriate for the recipient, being creative and accomplishing its intended purpose.
EXPERT Organization-wide / Service Area-wide
All year-round
SUPERVISORIAL/MANAGERIAL Leadership – ability to influence others towards a desired goal or outcome through personal conviction and discipline communicates and adapts the appropriate leadership and interaction style to the situation, guides individuals (subordinates, peers, superiors) or groups towards tasks accomplishment. Managing Change – ability to understand the change process from the perspective of the change sponsor, change implementer and change recipient and takes initiative to make a smooth transition from the current to the desired state. Directing – ability to set and provide overall direction in the office; communicates management directives in the office. Coaching – ability to direct, instruct a person or a group of people with the aim to achieve some goals
EXPERT Organization-wide / Service Area-wide
All year-round
TEMPLATE C1: HR COMPETENCY REQUIREMENTS 112
or develop specific skills. Delegating – able to assign tasks and responsibilities to the appropriate person, taking into consideration the capability and maturity level for efficient task accomplishment and employee’s development and growth. Decision Making – ability to identify issues, concerns pertaining to individual personnel in case of complaint or commission of acts contrary to civil service laws, and decide on the appropriate action to be taken. Planning and Coordination – ability to identify results, needed actions and resource requirements and works with others to attain the required resources to achieve results. Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents. Supervision Over Field Personnel – ability to monitor field personnel for work efficient and effective output. Project Supervision and Monitoring – ability to supervise and monitor the on-going projects for submission of accomplishments. Strategic Management – ability to analyze the organization’s competitive position by considering market and industry trends, existing and potential customers and strengths and weaknesses as compared to competitors.
TEMPLATE C1: HR COMPETENCY REQUIREMENTS 113
TEMPLATE C1 – HR COMPETENCIES REQUIREMENT
ENGINEERING AND OPERATIONS –MAINTENANCE DIVISION
LEVEL AND POSITIONS
REQUIRED COMPETENCIES
REQUIRED PROFICIENCYLEVEL
USAGE
FIRST LEVEL (3) Senior Water Maintenance Man A (SG-12) (5) Water Maintenance Man A (SG-08) (2) Driver (SG-04) Utility Worker A (SG-03) (3) Utility Worker B (SG-01)
ORGANIZATIONAL/CORE Integrity – able to maintain and promote social, ethical and organizational norms in conducting internal and external business activities. Results Orientation – able to define realistic set of goals by taking responsibility in order to deliver outputs on a specified time. Customer Orientation – able to take effort to discover and meet needs of internal and external clients. Performance Stability – able to consistently meet the day-to-day demands of the job. Organizational Understanding of the Firm – able to define and discuss the firm’s history, vision, mission, strategic goals, functions organizational structure, key players, leadership, major policies and guidelines to be able to operate effectively within the organization
EXPERT Organization-wide / Service Area-wide
All year-round
BEHAVIORAL Interpersonal Effectiveness – ability to consider the feelings and needs of others, being aware of how one’s own behavior affects others, regardless of gender, position and social status. Attention to details – accomplishes a task thoroughly with concern for all the areas involved no matter how small. Decisiveness – able to make difficult decisions in a timely manner. Self confidence– ability to demonstrate belief in one’s own ideas and capacity to be successful, willingness to take an independent position in the face of opposition. Personal credibility – able to demonstrate concern that one be perceived as responsible, reliable and trustworthy. Ability to learn – ability to assimilate and apply new job-related information and skills to work reality, to create and to solve problems, to try out new behavior to get desired results. Teamwork – able to adhere and practice team building processes and principles, working togetherness norms in the daily disposal or work duties and responsibilities.
EXPERT Organization-wide / Service Area-wide
All year-round
TECHNICAL/PROFESSIONAL Database Management – able to organize and manage updated data for easy access Computer Literacy – able to operate standard personal computer and use MS Office programs especially Word and Excel Written Communication – prepares written material that follows modern business writing rules of style and form, with correct grammar, punctuation, spelling and usage conventions, appropriate for the recipient, being creative and accomplishing its intended purpose Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents Supply and Asset Management – the ability to plan the supply requirement for the entire department,
COMPETENT
Organization-wide / Service Area-wide
All year-round
TEMPLATE C1: HR COMPETENCY REQUIREMENTS 114
prepare the necessary documents for the procurement, conduct and periodic inventory. SECOND LEVEL (2) Water Maintenance Head (SG-16) Water Maintenance Foreman (SG-14)
ORGANIZATIONAL/CORE Integrity – able to maintain and promote social, ethical and organizational norms in conducting internal and external business activities. Results Orientation – able to define realistic set of goals by taking responsibility in order to deliver outputs on a specified time. Customer Orientation – able to take effort to discover and meet needs of internal and external clients. Performance Stability – able to consistently meet the day-to-day demands of the job. Organizational Understanding of the Firm – able to define and discuss the firm’s history, vision, mission, strategic goals, functions organizational structure, key players, leadership, major policies and guidelines to be able to operate effectively within the organization
PROFICIENT Organization-wide / Service Area-wide
All year-round
BEHAVIORAL Interpersonal Effectiveness – ability to consider the feelings and needs of others, being aware of how one’s own behavior affects others, regardless of gender, position and social status. Attention to details – accomplishes a task thoroughly with concern for all the areas involved no matter how small. Decisiveness – able to make difficult decisions in a timely manner. Self confidence– ability to demonstrate belief in one’s own ideas and capacity to be successful, willingness to take an independent position in the face of opposition. Personal credibility – able to demonstrate concern that one be perceived as responsible, reliable and trustworthy. Ability to learn – ability to assimilate and apply new job-related information and skills to work reality, to create and to solve problems, to try out new behavior to get desired results. Cost Consciousness – able to show awareness of financial impact of choices and decisions and selects a course of action that ensures meeting the same result at less cost. Stress Management – able to function effectively when under pressure and maintains self control in the face of hostility or provocation. Initiative – able to actively attempt to influence events to achieve goals; self-starting rather than passive acceptance, takes action beyond what is necessarily called for in order to achieve goals; originating action.. Adaptability – ability to being effective while dealing with different people or in various situations, tasks and responsibilities. Networking skills – the ability to build and maintain friendly and cordial relationships or network of contacts with people who are (potentially) useful in achieving utilization of resources. Teamwork – able to adhere and practice team building processes and principles, working togetherness norms in the daily disposal or work duties and responsibilities.
PROFICIENT Organization-wide / Service Area-wide
All year-round
TECHNICAL/PROFESSIONAL Data Gathering – Able to generate and validate data from primary and secondary sources. Coordination – Able to identify results needed actions and resource requirements and works with others to attain the required resources to achieve results Workshop facilitation – able to lead group discussion using group process skills so that tasks,
PROFICIENT Organization-wide / Service Area-wide
All year-round
TEMPLATE C1: HR COMPETENCY REQUIREMENTS 115
relationships and individual needs and issues are addressed Presentation skills – Able to present an articulate to different audiences proposed plans, projects, monitoring reports, etc. Computer Literacy – able to operate standard personal computer and use MS Office programs especially Word and Excel and relevant software applications Data Consolidation – ability to gather data from field and present this to decision makers Spatial Analysis – Able to identify needs, issues, concerns, determined thru their spatial relationships Monitoring and Evaluation – Able to create monitoring and evaluation plans and tools, takes action to monitor or regulate processes tasks or activities; keeps track of delegated assignment to measure efficiency and effectiveness of works and activities, outcomes and impact of benefit Database Management – able to organize and manage updated data for easy access Written Communication – prepares written material that follows modern business writing rules of style and form, with correct grammar, punctuation, spelling and usage conventions, appropriate for the recipient, being creative and accomplishing its intended purpose.. SUPERVISORIAL/MANAGERIAL Leadership – ability to influence others towards a desired goal or outcome through personal conviction and discipline communicates and adapts the appropriate leadership and interaction style to the situation, guides individuals (subordinates, peers, superiors) or groups towards tasks accomplishment. Managing Change – ability to understand the change process from the perspective of the change sponsor, change implementer and change recipient and takes initiative to make a smooth transition from the current to the desired state. Directing – ability to set and provide overall direction in the office; communicates management directives in the office. Coaching – ability to direct, instruct a person or a group of people with the aim to achieve some goals or develop specific skills. Delegating – able to assign tasks and responsibilities to the appropriate person, taking into consideration the capability and maturity level for efficient task accomplishment and employee’s development and growth. Decision Making – ability to identify issues, concerns pertaining to individual personnel in case of complaint or commission of acts contrary to civil service laws, and decide on the appropriate action to be taken. Planning and Coordination – ability to identify results, needed actions and resource requirements and works with others to attain the required resources to achieve results. Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents. Supervision Over Field Personnel – ability to monitor field personnel for work efficient and effective output. Project Supervision and Monitoring – ability to supervise and monitor the on-going projects for submission of accomplishments. Strategic Management – ability to analyze the organization’s competitive position by considering market and industry trends, existing and potential customers and strengths and weaknesses as compared to competitors.
EXPERT Organization-wide / Service Area-wide
All year-round
TEMPLATE C1: HR COMPETENCY REQUIREMENTS 116
EXECUTIVE / MANAGERIAL RECATEGORIZED FROM C TO B Division Manager B (SG-23)
ORGANIZATIONAL/CORE Integrity – able to maintain and promote social, ethical and organizational norms in conducting internal and external business activities. Results Orientation – able to define realistic set of goals by taking responsibility in order to deliver outputs on a specified time. Customer Orientation – able to take effort to discover and meet needs of internal and external clients. Performance Stability – able to consistently meet the day-to-day demands of the job. Organizational Understanding of the Firm – able to define and discuss the firm’s history, vision, mission, strategic goals, functions organizational structure, key players, leadership, major policies and guidelines to be able to operate effectively within the organization
EXPERT Organization-wide / Service Area-wide
All year-round
BEHAVIORAL Interpersonal Effectiveness – ability to consider the feelings and needs of others, being aware of how one’s own behavior affects others, regardless of gender, position and social status. Attention to details – accomplishes a task thoroughly with concern for all the areas involved no matter how small. Decisiveness – able to make difficult decisions in a timely manner. Self confidence– ability to demonstrate belief in one’s own ideas and capacity to be successful, willingness to take an independent position in the face of opposition. Personal credibility – able to demonstrate concern that one be perceived as responsible, reliable and trustworthy. Ability to learn – ability to assimilate and apply new job-related information and skills to work reality, to create and to solve problems, to try out new behavior to get desired results. Cost Consciousness – able to show awareness of financial impact of choices and decisions and selects a course of action that ensures meeting the same result at less cost. Stress Management – able to function effectively when under pressure and maintains self control in the face of hostility or provocation. Initiative – able to actively attempt to influence events to achieve goals; self-starting rather than passive acceptance, takes action beyond what is necessarily called for in order to achieve goals; originating action.. Adaptability – ability to being effective while dealing with different people or in various situations, tasks and responsibilities. Networking skills – the ability to build and maintain friendly and cordial relationships or network of contacts with people who are (potentially) useful in achieving utilization of resources. Teamwork – able to adhere and practice team building processes and principles, working togetherness norms in the daily disposal or work duties and responsibilities.
PROFICIENT Organization-wide / Service Area-wide
All year-round
TECHNICAL/PROFESSIONAL Data Gathering – Able to generate and validate data from primary and secondary sources. Technical writing / Editing skills – Able to prepare, edit reports and documents in relation to a technical topic, able to present data information and conclusions in a manner that is understandable and comprehensible even to non technical audience
PROFICIENT Organization-wide / Service Area-wide
All year-round
TEMPLATE C1: HR COMPETENCY REQUIREMENTS 117
Analytical skills – Able to present existing situations, make comparisons, cite trends and explain their significance Statistical Skills – ability to perform the basic statistics, compute and arrange data in an orderly manner for easy understanding.. Coordination – Able to identify results needed actions and resource requirements and works with others to attain the required resources to achieve results Workshop facilitation – able to lead group discussion using group process skills so that tasks, relationships and individual needs and issues are addressed Presentation skills – Able to present an articulate to different audiences proposed plans, projects, monitoring reports, etc. Computer Literacy – able to operate standard personal computer and use MS Office programs especially Word and Excel and relevant software applications Data Consolidation – ability to gather data from field and present this to decision makers Spatial Analysis – Able to identify needs, issues, concerns, determined thru their spatial relationships Monitoring and Evaluation – Able to create monitoring and evaluation plans and tools, takes action to monitor or regulate processes tasks or activities; keeps track of delegated assignment to measure efficiency and effectiveness of works and activities, outcomes and impact of benefit Database Management – able to organize and manage updated data for easy access Written Communication – prepares written material that follows modern business writing rules of style and form, with correct grammar, punctuation, spelling and usage conventions, appropriate for the recipient, being creative and accomplishing its intended purpose. SUPERVISORIAL/MANAGERIAL Leadership – ability to influence others towards a desired goal or outcome through personal conviction and discipline communicates and adapts the appropriate leadership and interaction style to the situation, guides individuals (subordinates, peers, superiors) or groups towards tasks accomplishment. Managing Change – ability to understand the change process from the perspective of the change sponsor, change implementer and change recipient and takes initiative to make a smooth transition from the current to the desired state. Directing – ability to set and provide overall direction in the office; communicates management directives in the office. Coaching – ability to direct, instruct a person or a group of people with the aim to achieve some goals or develop specific skills. Delegating – able to assign tasks and responsibilities to the appropriate person, taking into consideration the capability and maturity level for efficient task accomplishment and employee’s development and growth. Decision Making – ability to identify issues, concerns pertaining to individual personnel in case of complaint or commission of acts contrary to civil service laws, and decide on the appropriate action to be taken. Planning and Coordination – ability to identify results, needed actions and resource requirements and works with others to attain the required resources to achieve results. Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents.
EXPERT Organization-wide / Service Area-wide
All year-round
TEMPLATE C1: HR COMPETENCY REQUIREMENTS 118
Supervision Over Field Personnel – ability to monitor field personnel for work efficient and effective output. Project Supervision and Monitoring – ability to supervise and monitor the on-going projects for submission of accomplishments. Strategic Management – ability to analyze the organization’s competitive position by considering market and industry trends, existing and potential customers and strengths and weaknesses as compared to competitors.
TEMPLATE C2: HR COMPETENCIES MAPPING 119
TEMPLATE C2 – HR COMPETENCIES MAPPING
ADMINISTRATIVE AND HUMAN RESOURCES DEPARTMENT - HR MANAGEMENT SECTION LEVEL AND POSITIONS
REQUIRED COMPETENCIES
REQUIRED PROFICIENCY LEVEL
QUANTITY CURRENT IF NONE, WHY? ACTUAL PROFICIENCY LEVEL
HOW MANY
SECOND LEVEL Industrial Relations Management Officer A (SG-15)
ORGANIZATIONAL/CORE Integrity – able to maintain and promote social, ethical and organizational norms in conducting internal and external business activities. Results Orientation – able to define realistic set of goals by taking responsibility in order to deliver outputs on a specified time. Customer Orientation – able to take effort to discover and meet needs of internal and external clients. Performance Stability – able to consistently meet the day-to-day demands of the job. Organizational Understanding of the Firm – able to define and discuss the firm’s history, vision, mission, strategic goals, functions organizational structure, key players, leadership, major policies and guidelines to be able to operate effectively within the organization
PROFICIENT
1
PROFICIENT 1
BEHAVIORAL Interpersonal Effectiveness – ability to consider the feelings and needs of others, being aware of how one’s own behavior affects others, regardless of gender, position and social status. Attention to details – accomplishes a task thoroughly with concern for all the areas involved no matter how small. Decisiveness – able to make difficult decisions in a timely manner. Self confidence – ability to demonstrate belief in one’s own ideas and capacity to be successful, willingness to take an independent position in the face of opposition. Personal credibility – able to demonstrate concern that one be perceived as responsible, reliable and trustworthy. Ability to learn – ability to assimilate and apply new job-related information and skills to work reality, to create and to solve problems, to try out new behavior to get desired results. Cost Consciousness – able to show awareness of financial impact of choices and decisions and selects a course of action that ensures meeting the same result at less cost. Stress Management – able to function effectively when under pressure and maintains self control in the face of hostility or provocation. Initiative – able to actively attempt to influence events to achieve goals; self-starting rather than passive acceptance, takes action beyond what is necessarily
PROFICIENT 1 PROFICIENT 1
TEMPLATE C2: HR COMPETENCIES MAPPING 120
called for in order to achieve goals; originating action.. Adaptability – ability to being effective while dealing with different people or in various situations, tasks and responsibilities. Networking skills – the ability to build and maintain friendly and cordial relationships or network of contacts with people who are (potentially) useful in achieving utilization of resources. Teamwork – able to adhere and practice team building processes and principles, working togetherness norms in the daily disposal or work duties and responsibilities. TECHNICAL/PROFESSIONAL 201 Updating – able to modify, refine, reconcile actual functions against the existing Job Description of the position Personnel Appraisal – ability to conduct regular evaluation for employees’ performance NSTP/OJT interfacing – capability to lead group discussion with regards to National Service Training Program / On-the-Job Training work assignments Training Information Dissemination – ability to express ideas and information to convey official / employees for their actual attendance in various training programs. Leave Administration Course Briefing – able to facilitate, articulate, express, define, and discuss the whole features of “Leave Administration Course for Effectiveness” Payroll and Voucher Preparation – able to efficiently and effectively prepare, present and submit employee’s payroll and voucher according to standards Updating Casual Employees records – able to manage casual employees’ data, track, present and feedback related information. Salamat-Mabuhay Program – able to manage preparation, conduct and post conduct of Salamat at Mabuhay program for retirees Orientation / Briefing of New Employees – able to manage preparation, conduct and post conduct of orientation and briefing for new employees Formulation of HRMD Plan – able to do the planning processes, identification and programming of HR systems and subsystems, customize and HRD and HRM design for the Agency and implement the same Training Needs Assessment – able to design TNA tools, administer, consolidate and analyze needs assessment results, recommends appropriate interventions. Designing Training Programs – ability to formulate training objectives and develop a need-based training design for specific trainees Managing / Facilitating Training Programs – employs the Adult Learning Principles and Processes in facilitating and managing training sessions, utilizing various training methodologies. Design and Conduct of Training Evaluation – able to formulate and administer a training evaluation tool for content and training processes as based on a
PROFICIENT
1
PROFICIENT
1
TEMPLATE C2: HR COMPETENCIES MAPPING 121
specific training design and present results and analysis for appropriate action SUPERVISORIAL/MANAGERIAL Leadership – ability to influence others towards a desired goal or outcome through personal conviction and discipline communicates and adapts the appropriate leadership and interaction style to the situation, guides individuals (subordinates, peers, superiors) or groups towards tasks accomplishment. Managing Change – ability to understand the change process from the perspective of the change sponsor, change implementer and change recipient and takes initiative to make a smooth transition from the current to the desired state. Directing – ability to set and provide overall direction in the office; communicates management directives in the office. Coaching – ability to direct, instruct a person or a group of people with the aim to achieve some goals or develop specific skills. Delegating – able to assign tasks and responsibilities to the appropriate person, taking into consideration the capability and maturity level for efficient task accomplishment and employee’s development and growth. Decision Making – ability to identify issues, concerns pertaining to individual personnel in case of complaint or commission of acts contrary to civil service laws, and decide on the appropriate action to be taken. Planning and Coordination – ability to identify results, needed actions and resource requirements and works with others to attain the required resources to achieve results. Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents. Supervision Over Field Personnel – ability to monitor field personnel for work efficient and effective output. Project Supervision and Monitoring – ability to supervise and monitor the on-going projects for submission of accomplishments. Strategic Management – ability to analyze the organization’s competitive position by considering market and industry trends, existing and potential customers and strengths and weaknesses as compared to competitors.
EXPERT
1
PROFICIENT
1
TEMPLATE C2: HR COMPETENCIES MAPPING 122
TEMPLATE C2 – HR COMPETENCIES MAPPING
ADMINISTRATIVE AND HUMAN RESOURCES DEPARTMENT – ADMINISTRATIVE & GENERAL SERVICES DIVISIONS
LEVEL AND POSITIONS
REQUIRED COMPETENCIES
REQUIRED PROFICIENCY LEVEL
QUANTITY CURRENT IF NONE, WHY? ACTUAL PROFICIENCY LEVEL
HOW MANY?
FIRST LEVEL
ADMIN AND HR DIVISION
(1) Procurement Asst. A (SG-09) (1) Procurement Asst. B (SG-08)
GENERAL SERVICES DIVISION
(1) Electronic Communications Operator C (SG-06) (1) Clerk Processor D (SG-03) (2) Industrial Security Guard (SG-03) (2) Utility Worker A (SG-03) (4) Utility Worker B (SG-01)
ORGANIZATIONAL/CORE Integrity – able to maintain and promote social, ethical and organizational norms in conducting internal and external business activities. Results Orientation – able to define realistic set of goals by taking responsibility in order to deliver outputs on a specified time. Customer Orientation – able to take effort to discover and meet needs of internal and external clients. Performance Stability – able to consistently meet the day-to-day demands of the job. Organizational Understanding of the Firm – able to define and discuss the firm’s history, vision, mission, strategic goals, functions organizational structure, key players, leadership, major policies and guidelines to be able to operate effectively within the organization
PROFICIENT 12 PROFICIENT 12
BEHAVIORAL Interpersonal Effectiveness – ability to consider the feelings and needs of others, being aware of how one’s own behavior affects others, regardless of gender, position and social status. Attention to details – accomplishes a task thoroughly with concern for all the areas involved no matter how small. Decisiveness – able to make difficult decisions in a timely manner. Self confidence – ability to demonstrate belief in one’s own ideas and capacity to be successful, willingness to take an independent position in the face of opposition. Personal credibility – able to demonstrate concern that one be perceived as responsible, reliable and trustworthy. Ability to learn – ability to assimilate and apply new job-related information and skills to work reality, to create and to solve problems, to try out new behavior to get desired results. Teamwork – able to adhere and practice team building processes and principles, working togetherness norms in the daily disposal or work duties and responsibilities.
COMPETENT 12 COMPETENT 12
TECHNICAL/PROFESSIONAL Database Management – able to organize and manage updated data for PROFICIENT 12 COMPETENT 12
TEMPLATE C2: HR COMPETENCIES MAPPING 123
easy access Computer Literacy – able to operate standard personal computer and use MS Office programs especially Word and Excel and relevant software applications Written Communication – prepares written material that follows modern business writing rules of style and form, with correct grammar, punctuation, spelling and usage conventions, appropriate for the recipient, being creative and accomplishing its intended purpose Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents Supply and Asset Management – the ability to plan the supply requirement for the entire department, prepare the necessary documents for the procurement, conduct and periodic inventory.
SECOND LEVEL
ADMIN AND HR DIVISION
Administrative Services Officer A (SG-16) Records Officer B (SG-14)
GENERAL SERVICES DIVISION
Property Supply Officer A (SG-14)
ORGANIZATIONAL/CORE Integrity – able to maintain and promote social, ethical and organizational norms in conducting internal and external business activities. Results Orientation – able to define realistic set of goals by taking responsibility in order to deliver outputs on a specified time. Customer Orientation – able to take effort to discover and meet needs of internal and external clients. Performance Stability – able to consistently meet the day-to-day demands of the job. Organizational Understanding of the Firm – able to define and discuss the firm’s history, vision, mission, strategic goals, functions organizational structure, key players, leadership, major policies and guidelines to be able to operate effectively within the organization
PROFICIENT 3 PROFICIENT 3
BEHAVIORAL Interpersonal Effectiveness – ability to consider the feelings and needs of others, being aware of how one’s own behavior affects others, regardless of gender, position and social status. Attention to details – accomplishes a task thoroughly with concern for all the areas involved no matter how small. Decisiveness – able to make difficult decisions in a timely manner. Self confidence – ability to demonstrate belief in one’s own ideas and capacity to be successful, willingness to take an independent position in the face of opposition. Personal credibility – able to demonstrate concern that one be perceived as responsible, reliable and trustworthy. Ability to learn – ability to assimilate and apply new job-related information and skills to work reality, to create and to solve problems, to try out new behavior to get desired results. Cost Consciousness – able to show awareness of financial impact of choices and decisions and selects a course of action that ensures meeting
PROFICIENT 3 PROFICIENT 3
TEMPLATE C2: HR COMPETENCIES MAPPING 124
the same result at less cost. Stress Management – able to function effectively when under pressure and maintains self control in the face of hostility or provocation. Initiative – able to actively attempt to influence events to achieve goals; self-starting rather than passive acceptance, takes action beyond what is necessarily called for in order to achieve goals; originating action.. Adaptability – ability to being effective while dealing with different people or in various situations, tasks and responsibilities. Networking skills – the ability to build and maintain friendly and cordial relationships or network of contacts with people who are (potentially) useful in achieving utilization of resources. Teamwork – able to adhere and practice team building processes and principles, working togetherness norms in the daily disposal or work duties and responsibilities. TECHNICAL/PROFESSIONAL Accounting Administrative Skills – Capable in recording & filing of Memoranda, Ordinances, Correspondence, Circular, Cases, audits reports & control leave credit & leave application of accounting staff, Prepare communication or Endorsements. Database Management – able to organize and manage updated data for easy access Computer Literacy – able to operate standard personal computer and use MS Office programs especially Word and Excel Written Communication – prepares written material that follows modern business writing rules of style and form, with correct grammar, punctuation, spelling and usage conventions, appropriate for the recipient, being creative and accomplishing its intended purpose Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents Supply and Asset Management – the ability to plan the supply requirement for the entire department, prepare the necessary documents for the procurement, conduct and periodic inventory.
PROFICIENT 3 PROFICIENT 3
SUPERVISORIAL/MANAGERIAL Leadership – ability to influence others towards a desired goal or outcome through personal conviction and discipline communicates and adapts the appropriate leadership and interaction style to the situation, guides individuals (subordinates, peers, superiors) or groups towards tasks accomplishment. Managing Change – ability to understand the change process from the perspective of the change sponsor, change implementer and change recipient and takes initiative to make a smooth transition from the current to the desired state.
PROFICIENT 3 PROFICIENT 3
TEMPLATE C2: HR COMPETENCIES MAPPING 125
Directing – ability to set and provide overall direction in the office; communicates management directives in the office. Coaching – ability to direct, instruct a person or a group of people with the aim to achieve some goals or develop specific skills. Delegating – able to assign tasks and responsibilities to the appropriate person, taking into consideration the capability and maturity level for efficient task accomplishment and employee’s development and growth. Decision Making – ability to identify issues, concerns pertaining to individual personnel in case of complaint or commission of acts contrary to civil service laws, and decide on the appropriate action to be taken. Planning and Coordination – ability to identify results, needed actions and resource requirements and works with others to attain the required resources to achieve results. Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents. Supervision Over Field Personnel – ability to monitor field personnel for work efficient and effective output. Project Supervision and Monitoring – ability to supervise and monitor the on-going projects for submission of accomplishments. Strategic Management – ability to analyze the organization’s competitive position by considering market and industry trends, existing and potential customers and strengths and weaknesses as compared to competitors.
EXECUTIVE / MANAGERIAL Division Manager B (NEW)
ORGANIZATIONAL/CORE Integrity – able to maintain and promote social, ethical and organizational norms in conducting internal and external business activities. Results Orientation – able to define realistic set of goals by taking responsibility in order to deliver outputs on a specified time. Customer Orientation – able to take effort to discover and meet needs of internal and external clients. Performance Stability – able to consistently meet the day-to-day demands of the job. Organizational Understanding of the Firm – able to define and discuss the firm’s history, vision, mission, strategic goals, functions organizational structure, key players, leadership, major policies and guidelines to be able to operate effectively within the organization
EXPERT 1 -- -- NEW POSITION
BEHAVIORAL Interpersonal Effectiveness – ability to consider the feelings and needs of others, being aware of how one’s own behavior affects others, regardless of gender, position and social status. Attention to details – accomplishes a task thoroughly with concern for all the areas involved no matter how small. Decisiveness – able to make difficult decisions in a timely manner.
PROFICIENT 1 -- -- NEW POSITION
TEMPLATE C2: HR COMPETENCIES MAPPING 126
Self confidence – ability to demonstrate belief in one’s own ideas and capacity to be successful, willingness to take an independent position in the face of opposition. Personal credibility – able to demonstrate concern that one be perceived as responsible, reliable and trustworthy. Ability to learn – ability to assimilate and apply new job-related information and skills to work reality, to create and to solve problems, to try out new behavior to get desired results. Cost Consciousness – able to show awareness of financial impact of choices and decisions and selects a course of action that ensures meeting the same result at less cost. Stress Management – able to function effectively when under pressure and maintains self control in the face of hostility or provocation. Initiative – able to actively attempt to influence events to achieve goals; self-starting rather than passive acceptance, takes action beyond what is necessarily called for in order to achieve goals; originating action.. Adaptability – ability to being effective while dealing with different people or in various situations, tasks and responsibilities. Networking skills – the ability to build and maintain friendly and cordial relationships or network of contacts with people who are (potentially) useful in achieving utilization of resources. Teamwork – able to adhere and practice team building processes and principles, working togetherness norms in the daily disposal or work duties and responsibilities. TECHNICAL/PROFESSIONAL Accounting Administrative Skills – Capable in recording & filing of Memoranda, Ordinances, Correspondence, Circular, Cases, audits reports & control leave credit & leave application of accounting staff, Prepare communication or Endorsements. Database Management – able to organize and manage updated data for easy access Computer Literacy – able to operate standard personal computer and use MS Office programs especially Word and Excel Written Communication – prepares written material that follows modern business writing rules of style and form, with correct grammar, punctuation, spelling and usage conventions, appropriate for the recipient, being creative and accomplishing its intended purpose Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents Supply and Asset Management – the ability to plan the supply requirement for the entire department, prepare the necessary documents for the procurement, conduct and periodic inventory.
PROFICIENT 1 -- -- NEW POSITION
TEMPLATE C2: HR COMPETENCIES MAPPING 127
SUPERVISORIAL/MANAGERIAL Leadership – ability to influence others towards a desired goal or outcome through personal conviction and discipline communicates and adapts the appropriate leadership and interaction style to the situation, guides individuals (subordinates, peers, superiors) or groups towards tasks accomplishment. Managing Change – ability to understand the change process from the perspective of the change sponsor, change implementer and change recipient and takes initiative to make a smooth transition from the current to the desired state. Directing – ability to set and provide overall direction in the office; communicates management directives in the office. Coaching – ability to direct, instruct a person or a group of people with the aim to achieve some goals or develop specific skills. Delegating – able to assign tasks and responsibilities to the appropriate person, taking into consideration the capability and maturity level for efficient task accomplishment and employee’s development and growth. Decision Making – ability to identify issues, concerns pertaining to individual personnel in case of complaint or commission of acts contrary to civil service laws, and decide on the appropriate action to be taken. Planning and Coordination – ability to identify results, needed actions and resource requirements and works with others to attain the required resources to achieve results. Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents. Supervision Over Field Personnel – ability to monitor field personnel for work efficient and effective output. Project Supervision and Monitoring – ability to supervise and monitor the on-going projects for submission of accomplishments. Strategic Management – ability to analyze the organization’s competitive position by considering market and industry trends, existing and potential customers and strengths and weaknesses as compared to competitors.
EXPERT 1 -- -- NEW POSITION
TEMPLATE C2: HR COMPETENCIES MAPPING 128
TEMPLATE C2 – HR COMPETENCIES MAPPING
FINANCE SERVICES DEPARTMENT– ACCOUNTING AND BUDGET DIVISION
LEVEL AND POSITIONS
REQUIRED COMPETENCIES
REQUIRED PROFICIENCY LEVEL
QUANTITY CURRENT IF NONE, WHY? ACTUAL PROFICIENCY LEVEL
HOW MANY?
FIRST LEVEL Senior Accounting Processor A (SG-12) Accounting Processor A (SG-08) Accounting Processor B (SG-06) Corporate Budget Assistant (SG-08) Liaison Aide (SG-04)
ORGANIZATIONAL/CORE Integrity – able to maintain and promote social, ethical and organizational norms in conducting internal and external business activities. Results Orientation – able to define realistic set of goals by taking responsibility in order to deliver outputs on a specified time. Customer Orientation – able to take effort to discover and meet needs of internal and external clients. Performance Stability – able to consistently meet the day-to-day demands of the job. Organizational Understanding of the Firm – able to define and discuss the firm’s history, vision, mission, strategic goals, functions organizational structure, key players, leadership, major policies and guidelines to be able to operate effectively within the organization
PROFICIENT 5 PROFICIENT 5
BEHAVIORAL Interpersonal Effectiveness – ability to consider the feelings and needs of others, being aware of how one’s own behavior affects others, regardless of gender, position and social status. Attention to details – accomplishes a task thoroughly with concern for all the areas involved no matter how small. Decisiveness – able to make difficult decisions in a timely manner. Self confidence – ability to demonstrate belief in one’s own ideas and capacity to be successful, willingness to take an independent position in the face of opposition. Personal credibility – able to demonstrate concern that one be perceived as responsible, reliable and trustworthy. Ability to learn – ability to assimilate and apply new job-related information and skills to work reality, to create and to solve problems, to try out new behavior to get desired results. Teamwork – able to adhere and practice team building processes and principles, working togetherness norms in the daily disposal or work duties and responsibilities.
COMPETENT 5 COMPETENT 5
TECHNICAL/PROFESSIONAL 5 5
TEMPLATE C2: HR COMPETENCIES MAPPING 129
Database Management – able to organize and manage updated data for easy access Computer Literacy – able to operate standard personal computer and use MS Office programs especially Word and Excel and relevant software applications Written Communication – prepares written material that follows modern business writing rules of style and form, with correct grammar, punctuation, spelling and usage conventions, appropriate for the recipient, being creative and accomplishing its intended purpose Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents Supply and Asset Management – the ability to plan the supply requirement for the entire department, prepare the necessary documents for the procurement, conduct and periodic inventory.
PROFICIENT COMPETENT
SECOND LEVEL Corporate Budget Specialist B (SG-16) Corporate Accountant (SG-15)
ORGANIZATIONAL/CORE Integrity – able to maintain and promote social, ethical and organizational norms in conducting internal and external business activities. Results Orientation – able to define realistic set of goals by taking responsibility in order to deliver outputs on a specified time. Customer Orientation – able to take effort to discover and meet needs of internal and external clients. Performance Stability – able to consistently meet the day-to-day demands of the job. Organizational Understanding of the Firm – able to define and discuss the firm’s history, vision, mission, strategic goals, functions organizational structure, key players, leadership, major policies and guidelines to be able to operate effectively within the organization
PROFICIENT 2 PROFICIENT 2
BEHAVIORAL Interpersonal Effectiveness – ability to consider the feelings and needs of others, being aware of how one’s own behavior affects others, regardless of gender, position and social status. Attention to details – accomplishes a task thoroughly with concern for all the areas involved no matter how small. Decisiveness – able to make difficult decisions in a timely manner. Self confidence – ability to demonstrate belief in one’s own ideas and capacity to be successful, willingness to take an independent position in the face of opposition. Personal credibility – able to demonstrate concern that one be perceived as responsible, reliable and trustworthy. Ability to learn – ability to assimilate and apply new job-related information and skills to work reality, to create and to solve problems, to try out new behavior to get desired results.
PROFICIENT 2 PROFICIENT 2
TEMPLATE C2: HR COMPETENCIES MAPPING 130
Cost Consciousness – able to show awareness of financial impact of choices and decisions and selects a course of action that ensures meeting the same result at less cost. Stress Management – able to function effectively when under pressure and maintains self control in the face of hostility or provocation. Initiative – able to actively attempt to influence events to achieve goals; self-starting rather than passive acceptance, takes action beyond what is necessarily called for in order to achieve goals; originating action.. Adaptability – ability to being effective while dealing with different people or in various situations, tasks and responsibilities. Networking skills – the ability to build and maintain friendly and cordial relationships or network of contacts with people who are (potentially) useful in achieving utilization of resources. Teamwork – able to adhere and practice team building processes and principles, working togetherness norms in the daily disposal or work duties and responsibilities. TECHNICAL/PROFESSIONAL Accounting Administrative Skills – Capable in recording & filing of Memoranda, Ordinances, Correspondence, Circular, Cases, audits reports & control leave credit & leave application of accounting staff, Prepare communication or Endorsements. Database Management – able to organize and manage updated data for easy access Computer Literacy – able to operate standard personal computer and use MS Office programs especially Word and Excel and relevant software appications Written Communication – prepares written material that follows modern business writing rules of style and form, with correct grammar, punctuation, spelling and usage conventions, appropriate for the recipient, being creative and accomplishing its intended purpose Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents Supply and Asset Management – the ability to plan the supply requirement for the entire department, prepare the necessary documents for the procurement, conduct and periodic inventory.
PROFICIENT 2 PROFICIENT 2
SUPERVISORIAL/MANAGERIAL Leadership – ability to influence others towards a desired goal or outcome through personal conviction and discipline communicates and adapts the appropriate leadership and interaction style to the situation, guides individuals (subordinates, peers, superiors) or groups towards tasks accomplishment. Managing Change – ability to understand the change process from the
PROFICIENT 2 COMPETENT 2
TEMPLATE C2: HR COMPETENCIES MAPPING 131
perspective of the change sponsor, change implementer and change recipient and takes initiative to make a smooth transition from the current to the desired state. Directing – ability to set and provide overall direction in the office; communicates management directives in the office. Coaching – ability to direct, instruct a person or a group of people with the aim to achieve some goals or develop specific skills. Delegating – able to assign tasks and responsibilities to the appropriate person, taking into consideration the capability and maturity level for efficient task accomplishment and employee’s development and growth. Decision Making – ability to identify issues, concerns pertaining to individual personnel in case of complaint or commission of acts contrary to civil service laws, and decide on the appropriate action to be taken. Planning and Coordination – ability to identify results, needed actions and resource requirements and works with others to attain the required resources to achieve results. Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents. Supervision Over Field Personnel – ability to monitor field personnel for work efficient and effective output. Project Supervision and Monitoring – ability to supervise and monitor the on-going projects for submission of accomplishments. Strategic Management – ability to analyze the organization’s competitive position by considering market and industry trends, existing and potential customers and strengths and weaknesses as compared to competitors.
EXECUTIVE / MANAGERIAL RECATEGORIZED FROM C TO B Division Manager B
ORGANIZATIONAL/CORE Integrity – able to maintain and promote social, ethical and organizational norms in conducting internal and external business activities. Results Orientation – able to define realistic set of goals by taking responsibility in order to deliver outputs on a specified time. Customer Orientation – able to take effort to discover and meet needs of internal and external clients. Performance Stability – able to consistently meet the day-to-day demands of the job. Organizational Understanding of the Firm – able to define and discuss the firm’s history, vision, mission, strategic goals, functions organizational structure, key players, leadership, major policies and guidelines to be able to operate effectively within the organization
EXPERT 1 EXPERT 1
BEHAVIORAL Interpersonal Effectiveness – ability to consider the feelings and needs of others, being aware of how one’s own behavior affects others, regardless of
PROFICIENT 1 PROFICIENT 1
TEMPLATE C2: HR COMPETENCIES MAPPING 132
gender, position and social status. Attention to details – accomplishes a task thoroughly with concern for all the areas involved no matter how small. Decisiveness – able to make difficult decisions in a timely manner. Self confidence – ability to demonstrate belief in one’s own ideas and capacity to be successful, willingness to take an independent position in the face of opposition. Personal credibility – able to demonstrate concern that one be perceived as responsible, reliable and trustworthy. Ability to learn – ability to assimilate and apply new job-related information and skills to work reality, to create and to solve problems, to try out new behavior to get desired results. Cost Consciousness – able to show awareness of financial impact of choices and decisions and selects a course of action that ensures meeting the same result at less cost. Stress Management – able to function effectively when under pressure and maintains self control in the face of hostility or provocation. Initiative – able to actively attempt to influence events to achieve goals; self-starting rather than passive acceptance, takes action beyond what is necessarily called for in order to achieve goals; originating action.. Adaptability – ability to being effective while dealing with different people or in various situations, tasks and responsibilities. Networking skills – the ability to build and maintain friendly and cordial relationships or network of contacts with people who are (potentially) useful in achieving utilization of resources. Teamwork – able to adhere and practice team building processes and principles, working togetherness norms in the daily disposal or work duties and responsibilities. TECHNICAL/PROFESSIONAL Accounting Administrative Skills – Capable in recording & filing of Memoranda, Ordinances, Correspondence, Circular, Cases, audits reports & control leave credit & leave application of accounting staff, Prepare communication or Endorsements. Database Management – able to organize and manage updated data for easy access Computer Literacy – able to operate standard personal computer and use MS Office programs especially Word and Excel Written Communication – prepares written material that follows modern business writing rules of style and form, with correct grammar, punctuation, spelling and usage conventions, appropriate for the recipient, being creative and accomplishing its intended purpose Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of
PROFICIENT 1 PROFICIENT 1
TEMPLATE C2: HR COMPETENCIES MAPPING 133
records and documents Supply and Asset Management – the ability to plan the supply requirement for the entire department, prepare the necessary documents for the procurement, conduct and periodic inventory. SUPERVISORIAL/MANAGERIAL Leadership – ability to influence others towards a desired goal or outcome through personal conviction and discipline communicates and adapts the appropriate leadership and interaction style to the situation, guides individuals (subordinates, peers, superiors) or groups towards tasks accomplishment. Managing Change – ability to understand the change process from the perspective of the change sponsor, change implementer and change recipient and takes initiative to make a smooth transition from the current to the desired state. Directing – ability to set and provide overall direction in the office; communicates management directives in the office. Coaching – ability to direct, instruct a person or a group of people with the aim to achieve some goals or develop specific skills. Delegating – able to assign tasks and responsibilities to the appropriate person, taking into consideration the capability and maturity level for efficient task accomplishment and employee’s development and growth. Decision Making – ability to identify issues, concerns pertaining to individual personnel in case of complaint or commission of acts contrary to civil service laws, and decide on the appropriate action to be taken. Planning and Coordination – ability to identify results, needed actions and resource requirements and works with others to attain the required resources to achieve results. Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents. Supervision Over Field Personnel – ability to monitor field personnel for work efficient and effective output. Project Supervision and Monitoring – ability to supervise and monitor the on-going projects for submission of accomplishments. Strategic Management – ability to analyze the organization’s competitive position by considering market and industry trends, existing and potential customers and strengths and weaknesses as compared to competitors.
EXPERT 1 EXPERT 1
TEMPLATE C2: HR COMPETENCIES MAPPING 134
TEMPLATE C2 – HR COMPETENCIES MAPPING
FINANCE SERVICES DEPARTMENT – CASH MANAGEMENT DIVISION
LEVEL AND POSITIONS
REQUIRED COMPETENCIES
REQUIRED PROFICIENCY LEVEL
QUANTITY CURRENT IF NONE, WHY? ACTUAL
PROFICIENCY LEVEL
HOW MANY
FIRST LEVEL Cashiering Assistant (SG-08)
ORGANIZATIONAL/CORE Integrity – able to maintain and promote social, ethical and organizational norms in conducting internal and external business activities. Results Orientation – able to define realistic set of goals by taking responsibility in order to deliver outputs on a specified time. Customer Orientation – able to take effort to discover and meet needs of internal and external clients. Performance Stability – able to consistently meet the day-to-day demands of the job. Organizational Understanding of the Firm – able to define and discuss the firm’s history, vision, mission, strategic goals, functions organizational structure, key players, leadership, major policies and guidelines to be able to operate effectively within the organization
PROFICIENT 1 COMPETENT 1
BEHAVIORAL Interpersonal Effectiveness – ability to consider the feelings and needs of others, being aware of how one’s own behavior affects others, regardless of gender, position and social status. Attention to details – accomplishes a task thoroughly with concern for all the areas involved no matter how small. Decisiveness – able to make difficult decisions in a timely manner. Self confidence – ability to demonstrate belief in one’s own ideas and capacity to be successful, willingness to take an independent position in the face of opposition. Personal credibility – able to demonstrate concern that one be perceived as responsible, reliable and trustworthy. Ability to learn – ability to assimilate and apply new job-related information and skills to work reality, to create and to solve problems, to try out new behavior to get desired results. Teamwork – able to adhere and practice team building processes and principles, working togetherness norms in the daily disposal or work duties and responsibilities.
COMPETENT 1 COMPETENT 1
TECHNICAL/PROFESSIONAL PROFICIENT 1 COMPETENT 1
TEMPLATE C2: HR COMPETENCIES MAPPING 135
Database Management – able to organize and manage updated data for easy access Computer Literacy – able to operate standard personal computer and use MS Office programs especially Word and Excel Written Communication – prepares written material that follows modern business writing rules of style and form, with correct grammar, punctuation, spelling and usage conventions, appropriate for the recipient, being creative and accomplishing its intended purpose Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents Supply and Asset Management – the ability to plan the supply requirement for the entire department, prepare the necessary documents for the procurement, conduct and periodic inventory.
SECOND LEVEL Cashier A (SG-16)
ORGANIZATIONAL/CORE Integrity – able to maintain and promote social, ethical and organizational norms in conducting internal and external business activities. Results Orientation – able to define realistic set of goals by taking responsibility in order to deliver outputs on a specified time. Customer Orientation – able to take effort to discover and meet needs of internal and external clients. Performance Stability – able to consistently meet the day-to-day demands of the job. Organizational Understanding of the Firm – able to define and discuss the firm’s history, vision, mission, strategic goals, functions organizational structure, key players, leadership, major policies and guidelines to be able to operate effectively within the organization
PROFICIENT 1 PROFICIENT 1
BEHAVIORAL Interpersonal Effectiveness – ability to consider the feelings and needs of others, being aware of how one’s own behavior affects others, regardless of gender, position and social status. Attention to details – accomplishes a task thoroughly with concern for all the areas involved no matter how small. Decisiveness – able to make difficult decisions in a timely manner. Self confidence – ability to demonstrate belief in one’s own ideas and capacity to be successful, willingness to take an independent position in the face of opposition. Personal credibility – able to demonstrate concern that one be perceived as responsible, reliable and trustworthy. Ability to learn – ability to assimilate and apply new job-related information and skills to work reality, to create and to solve problems, to try out new behavior to get desired results. Cost Consciousness – able to show awareness of financial impact of
PROFICIENT 1 PROFICIENT 1
TEMPLATE C2: HR COMPETENCIES MAPPING 136
choices and decisions and selects a course of action that ensures meeting the same result at less cost. Stress Management – able to function effectively when under pressure and maintains self control in the face of hostility or provocation. Initiative – able to actively attempt to influence events to achieve goals; self-starting rather than passive acceptance, takes action beyond what is necessarily called for in order to achieve goals; originating action.. Adaptability – ability to being effective while dealing with different people or in various situations, tasks and responsibilities. Networking skills – the ability to build and maintain friendly and cordial relationships or network of contacts with people who are (potentially) useful in achieving utilization of resources. Teamwork – able to adhere and practice team building processes and principles, working togetherness norms in the daily disposal or work duties and responsibilities. TECHNICAL/PROFESSIONAL Accounting Administrative Skills – Capable in recording & filing of Memoranda, Ordinances, Correspondence, Circular, Cases, audits reports & control leave credit & leave application of accounting staff, Prepare communication or Endorsements. Database Management – able to organize and manage updated data for easy access Computer Literacy – able to operate standard personal computer and use MS Office programs especially Word and Excel Written Communication – prepares written material that follows modern business writing rules of style and form, with correct grammar, punctuation, spelling and usage conventions, appropriate for the recipient, being creative and accomplishing its intended purpose Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents Supply and Asset Management – the ability to plan the supply requirement for the entire department, prepare the necessary documents for the procurement, conduct and periodic inventory.
PROFICIENT 1 COMPETENT 1
SUPERVISORIAL/MANAGERIAL Leadership – ability to influence others towards a desired goal or outcome through personal conviction and discipline communicates and adapts the appropriate leadership and interaction style to the situation, guides individuals (subordinates, peers, superiors) or groups towards tasks accomplishment. Managing Change – ability to understand the change process from the perspective of the change sponsor, change implementer and change recipient and takes initiative to make a smooth transition from the current to the desired
PROFICIENT 1 COMPETENT 1
TEMPLATE C2: HR COMPETENCIES MAPPING 137
state. Directing – ability to set and provide overall direction in the office; communicates management directives in the office. Coaching – ability to direct, instruct a person or a group of people with the aim to achieve some goals or develop specific skills. Delegating – able to assign tasks and responsibilities to the appropriate person, taking into consideration the capability and maturity level for efficient task accomplishment and employee’s development and growth. Decision Making – ability to identify issues, concerns pertaining to individual personnel in case of complaint or commission of acts contrary to civil service laws, and decide on the appropriate action to be taken. Planning and Coordination – ability to identify results, needed actions and resource requirements and works with others to attain the required resources to achieve results. Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents. Supervision Over Field Personnel – ability to monitor field personnel for work efficient and effective output. Project Supervision and Monitoring – ability to supervise and monitor the on-going projects for submission of accomplishments. Strategic Management – ability to analyze the organization’s competitive position by considering market and industry trends, existing and potential customers and strengths and weaknesses as compared to competitors.
EXECUTIVE / MANAGERIAL Division Manager B (SG-23) (NEW)
ORGANIZATIONAL/CORE Integrity – able to maintain and promote social, ethical and organizational norms in conducting internal and external business activities. Results Orientation – able to define realistic set of goals by taking responsibility in order to deliver outputs on a specified time. Customer Orientation – able to take effort to discover and meet needs of internal and external clients. Performance Stability – able to consistently meet the day-to-day demands of the job. Organizational Understanding of the Firm – able to define and discuss the firm’s history, vision, mission, strategic goals, functions organizational structure, key players, leadership, major policies and guidelines to be able to operate effectively within the organization
EXPERT 1 -- -- NEW POSITION
BEHAVIORAL Interpersonal Effectiveness – ability to consider the feelings and needs of others, being aware of how one’s own behavior affects others, regardless of gender, position and social status.
PROFICIENT 1 -- -- NEW POSITION
TEMPLATE C2: HR COMPETENCIES MAPPING 138
Attention to details – accomplishes a task thoroughly with concern for all the areas involved no matter how small. Decisiveness – able to make difficult decisions in a timely manner. Self confidence – ability to demonstrate belief in one’s own ideas and capacity to be successful, willingness to take an independent position in the face of opposition. Personal credibility – able to demonstrate concern that one be perceived as responsible, reliable and trustworthy. Ability to learn – ability to assimilate and apply new job-related information and skills to work reality, to create and to solve problems, to try out new behavior to get desired results. Cost Consciousness – able to show awareness of financial impact of choices and decisions and selects a course of action that ensures meeting the same result at less cost. Stress Management – able to function effectively when under pressure and maintains self control in the face of hostility or provocation. Initiative – able to actively attempt to influence events to achieve goals; self-starting rather than passive acceptance, takes action beyond what is necessarily called for in order to achieve goals; originating action.. Adaptability – ability to being effective while dealing with different people or in various situations, tasks and responsibilities. Networking skills – the ability to build and maintain friendly and cordial relationships or network of contacts with people who are (potentially) useful in achieving utilization of resources. Teamwork – able to adhere and practice team building processes and principles, working togetherness norms in the daily disposal or work duties and responsibilities. TECHNICAL/PROFESSIONAL Accounting Administrative Skills – Capable in recording & filing of Memoranda, Ordinances, Correspondence, Circular, Cases, audits reports & control leave credit & leave application of accounting staff, Prepare communication or Endorsements. Database Management – able to organize and manage updated data for easy access Computer Literacy – able to operate standard personal computer and use MS Office programs especially Word and Excel Written Communication – prepares written material that follows modern business writing rules of style and form, with correct grammar, punctuation, spelling and usage conventions, appropriate for the recipient, being creative and accomplishing its intended purpose Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents
PROFICIENT 1 -- -- NEW POSITION
TEMPLATE C2: HR COMPETENCIES MAPPING 139
Supply and Asset Management – the ability to plan the supply requirement for the entire department, prepare the necessary documents for the procurement, conduct and periodic inventory. SUPERVISORIAL/MANAGERIAL Leadership – ability to influence others towards a desired goal or outcome through personal conviction and discipline communicates and adapts the appropriate leadership and interaction style to the situation, guides individuals (subordinates, peers, superiors) or groups towards tasks accomplishment. Managing Change – ability to understand the change process from the perspective of the change sponsor, change implementer and change recipient and takes initiative to make a smooth transition from the current to the desired state. Directing – ability to set and provide overall direction in the office; communicates management directives in the office. Coaching – ability to direct, instruct a person or a group of people with the aim to achieve some goals or develop specific skills. Delegating – able to assign tasks and responsibilities to the appropriate person, taking into consideration the capability and maturity level for efficient task accomplishment and employee’s development and growth. Decision Making – ability to identify issues, concerns pertaining to individual personnel in case of complaint or commission of acts contrary to civil service laws, and decide on the appropriate action to be taken. Planning and Coordination – ability to identify results, needed actions and resource requirements and works with others to attain the required resources to achieve results. Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents. Supervision Over Field Personnel – ability to monitor field personnel for work efficient and effective output. Project Supervision and Monitoring – ability to supervise and monitor the on-going projects for submission of accomplishments. Strategic Management – ability to analyze the organization’s competitive position by considering market and industry trends, existing and potential customers and strengths and weaknesses as compared to competitors.
EXPERT 1 -- -- NEW POSITION
TEMPLATE C2: HR COMPETENCIES MAPPING 140
TEMPLATE C2 – HR COMPETENCIES MAPPING
COMMERCIAL SERVICES DEPARTMENT – CUSTOMER ACCOUNTS AND SERVICING DIVISIONS
LEVEL AND POSITIONS
REQUIRED COMPETENCIES
REQUIRED PROFICIENCY LEVEL
QUANTITY CURRENT IF NONE, WHY? ACTUAL
PROFICIENCY LEVEL
HOW MANY
FIRST LEVEL
CUSTOMER ACCOUNTS DIVISION
(9) Customer Service Assistant B (SG-10) (2) Customer Service Assistant E (SG-04) (2) Utilities Service Assistant C (SG-08) (2) Utilities Service Assistant E (SG-04)
CUSTOMER SERVICING DIVISION
Customer Service Assistant A (SG-12) (2) Customer Service
ORGANIZATIONAL/CORE Integrity – able to maintain and promote social, ethical and organizational norms in conducting internal and external business activities. Results Orientation – able to define realistic set of goals by taking responsibility in order to deliver outputs on a specified time. Customer Orientation – able to take effort to discover and meet needs of internal and external clients. Performance Stability – able to consistently meet the day-to-day demands of the job. Organizational Understanding of the Firm – able to define and discuss the firm’s history, vision, mission, strategic goals, functions organizational structure, key players, leadership, major policies and guidelines to be able to operate effectively within the organization
EXPERT 18 PROFICIENT 18
BEHAVIORAL Interpersonal Effectiveness – ability to consider the feelings and needs of others, being aware of how one’s own behavior affects others, regardless of gender, position and social status. Attention to details – accomplishes a task thoroughly with concern for all the areas involved no matter how small. Decisiveness – able to make difficult decisions in a timely manner. Self confidence – ability to demonstrate belief in one’s own ideas and capacity to be successful, willingness to take an independent position in the face of opposition. Personal credibility – able to demonstrate concern that one be perceived as responsible, reliable and trustworthy. Ability to learn – ability to assimilate and apply new job-related information and skills to work reality, to create and to solve problems, to try out new behavior to get desired results. Teamwork – able to adhere and practice team building processes and principles, working togetherness norms in the daily disposal or work duties
EXPERT 18 PROFICIENT 18
TEMPLATE C2: HR COMPETENCIES MAPPING 141
Assistant A (SG-10)
and responsibilities. TECHNICAL/PROFESSIONAL Accounting Administrative Skills – Capable in recording & filing of Memoranda, Ordinances, Correspondence, Circular, Cases, audits reports & control leave credit & leave application of accounting staff, Prepare communication or Endorsements. Database Management – able to organize and manage updated data for easy access Computer Literacy – able to operate standard personal computer and use MS Office programs especially Word and Excel Written Communication – prepares written material that follows modern business writing rules of style and form, with correct grammar, punctuation, spelling and usage conventions, appropriate for the recipient, being creative and accomplishing its intended purpose Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents Supply and Asset Management – the ability to plan the supply requirement for the entire department, prepare the necessary documents for the procurement, conduct and periodic inventory.
COMPETENT 18 COMPETENT 18
SECOND LEVEL
CUSTOMER SERVICES DIVISION
Customer Service Officer A (SG-20)
ORGANIZATIONAL/CORE Integrity – able to maintain and promote social, ethical and organizational norms in conducting internal and external business activities. Results Orientation – able to define realistic set of goals by taking responsibility in order to deliver outputs on a specified time. Customer Orientation – able to take effort to discover and meet needs of internal and external clients. Performance Stability – able to consistently meet the day-to-day demands of the job. Organizational Understanding of the Firm – able to define and discuss the firm’s history, vision, mission, strategic goals, functions organizational structure, key players, leadership, major policies and guidelines to be able to operate effectively within the organization
PROFICIENT 1 PROFICIENT 1
BEHAVIORAL Interpersonal Effectiveness – ability to consider the feelings and needs of others, being aware of how one’s own behavior affects others, regardless of gender, position and social status. Attention to details – accomplishes a task thoroughly with concern for all the areas involved no matter how small. Decisiveness – able to make difficult decisions in a timely manner. Self confidence – ability to demonstrate belief in one’s own ideas and capacity to be successful, willingness to take an independent position in the
PROFICIENT 1 PROFICIENT 1
TEMPLATE C2: HR COMPETENCIES MAPPING 142
face of opposition. Personal credibility – able to demonstrate concern that one be perceived as responsible, reliable and trustworthy. Ability to learn – ability to assimilate and apply new job-related information and skills to work reality, to create and to solve problems, to try out new behavior to get desired results. Cost Consciousness – able to show awareness of financial impact of choices and decisions and selects a course of action that ensures meeting the same result at less cost. Stress Management – able to function effectively when under pressure and maintains self control in the face of hostility or provocation. Initiative – able to actively attempt to influence events to achieve goals; self-starting rather than passive acceptance, takes action beyond what is necessarily called for in order to achieve goals; originating action.. Adaptability – ability to being effective while dealing with different people or in various situations, tasks and responsibilities. Networking skills – the ability to build and maintain friendly and cordial relationships or network of contacts with people who are (potentially) useful in achieving utilization of resources. Teamwork – able to adhere and practice team building processes and principles, working togetherness norms in the daily disposal or work duties and responsibilities. TECHNICAL/PROFESSIONAL Accounting Administrative Skills – Capable in recording & filing of Memoranda, Ordinances, Correspondence, Circular, Cases, audits reports & control leave credit & leave application of accounting staff, Prepare communication or Endorsements. Database Management – able to organize and manage updated data for easy access Computer Literacy – able to operate standard personal computer and use MS Office programs especially Word and Excel and relevant software applications Written Communication – prepares written material that follows modern business writing rules of style and form, with correct grammar, punctuation, spelling and usage conventions, appropriate for the recipient, being creative and accomplishing its intended purpose Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents Supply and Asset Management – the ability to plan the supply requirement for the entire department, prepare the necessary documents for the procurement, conduct and periodic inventory.
PROFICIENT 1 PROFICIENT 1
TEMPLATE C2: HR COMPETENCIES MAPPING 143
SUPERVISORIAL/MANAGERIAL Leadership – ability to influence others towards a desired goal or outcome through personal conviction and discipline communicates and adapts the appropriate leadership and interaction style to the situation, guides individuals (subordinates, peers, superiors) or groups towards tasks accomplishment. Managing Change – ability to understand the change process from the perspective of the change sponsor, change implementer and change recipient and takes initiative to make a smooth transition from the current to the desired state. Directing – ability to set and provide overall direction in the office; communicates management directives in the office. Coaching – ability to direct, instruct a person or a group of people with the aim to achieve some goals or develop specific skills. Delegating – able to assign tasks and responsibilities to the appropriate person, taking into consideration the capability and maturity level for efficient task accomplishment and employee’s development and growth. Decision Making – ability to identify issues, concerns pertaining to individual personnel in case of complaint or commission of acts contrary to civil service laws, and decide on the appropriate action to be taken. Planning and Coordination – ability to identify results, needed actions and resource requirements and works with others to attain the required resources to achieve results. Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents. Supervision Over Field Personnel – ability to monitor field personnel for work efficient and effective output. Project Supervision and Monitoring – ability to supervise and monitor the on-going projects for submission of accomplishments. Strategic Management – ability to analyze the organization’s competitive position by considering market and industry trends, existing and potential customers and strengths and weaknesses as compared to competitors.
PROFICIENT 1 PROFICIENT 1
EXECUTIVE/ MANAGERIAL RECATEGORIZED FROM C TO B Division Manager B (SG-23) – Customer Accounts
ORGANIZATIONAL/CORE Integrity – able to maintain and promote social, ethical and organizational norms in conducting internal and external business activities. Results Orientation – able to define realistic set of goals by taking responsibility in order to deliver outputs on a specified time. Customer Orientation – able to take effort to discover and meet needs of internal and external clients. Performance Stability – able to consistently meet the day-to-day demands of the job. Organizational Understanding of the Firm – able to define and discuss the firm’s history, vision, mission, strategic goals, functions organizational structure, key players, leadership, major policies and guidelines to be able to
EXPERT 2 EXPERT 2
TEMPLATE C2: HR COMPETENCIES MAPPING 144
Division Manager B (SG-23) – Customer Servicing
operate effectively within the organization BEHAVIORAL Interpersonal Effectiveness – ability to consider the feelings and needs of others, being aware of how one’s own behavior affects others, regardless of gender, position and social status. Attention to details – accomplishes a task thoroughly with concern for all the areas involved no matter how small. Decisiveness – able to make difficult decisions in a timely manner. Self confidence – ability to demonstrate belief in one’s own ideas and capacity to be successful, willingness to take an independent position in the face of opposition. Personal credibility – able to demonstrate concern that one be perceived as responsible, reliable and trustworthy. Ability to learn – ability to assimilate and apply new job-related information and skills to work reality, to create and to solve problems, to try out new behavior to get desired results. Cost Consciousness – able to show awareness of financial impact of choices and decisions and selects a course of action that ensures meeting the same result at less cost. Stress Management – able to function effectively when under pressure and maintains self control in the face of hostility or provocation. Initiative – able to actively attempt to influence events to achieve goals; self-starting rather than passive acceptance, takes action beyond what is necessarily called for in order to achieve goals; originating action.. Adaptability – ability to being effective while dealing with different people or in various situations, tasks and responsibilities. Networking skills – the ability to build and maintain friendly and cordial relationships or network of contacts with people who are (potentially) useful in achieving utilization of resources. Teamwork – able to adhere and practice team building processes and principles, working togetherness norms in the daily disposal or work duties and responsibilities.
PROFICIENT 2 PROFICIENT 2
TECHNICAL/PROFESSIONAL Accounting Administrative Skills – Capable in recording & filing of Memoranda, Ordinances, Correspondence, Circular, Cases, audits reports & control leave credit & leave application of accounting staff, Prepare communication or Endorsements. Database Management – able to organize and manage updated data for easy access Computer Literacy – able to operate standard personal computer and use MS Office programs especially Word and Excel Written Communication – prepares written material that follows modern business writing rules of style and form, with correct grammar, punctuation, spelling and usage conventions, appropriate for the recipient, being creative
PROFICIENT 2 PROFICIENT 2
TEMPLATE C2: HR COMPETENCIES MAPPING 145
and accomplishing its intended purpose Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents Supply and Asset Management – the ability to plan the supply requirement for the entire department, prepare the necessary documents for the procurement, conduct and periodic inventory. SUPERVISORIAL/MANAGERIAL Leadership – ability to influence others towards a desired goal or outcome through personal conviction and discipline communicates and adapts the appropriate leadership and interaction style to the situation, guides individuals (subordinates, peers, superiors) or groups towards tasks accomplishment. Managing Change – ability to understand the change process from the perspective of the change sponsor, change implementer and change recipient and takes initiative to make a smooth transition from the current to the desired state. Directing – ability to set and provide overall direction in the office; communicates management directives in the office. Coaching – ability to direct, instruct a person or a group of people with the aim to achieve some goals or develop specific skills. Delegating – able to assign tasks and responsibilities to the appropriate person, taking into consideration the capability and maturity level for efficient task accomplishment and employee’s development and growth. Decision Making – ability to identify issues, concerns pertaining to individual personnel in case of complaint or commission of acts contrary to civil service laws, and decide on the appropriate action to be taken. Planning and Coordination – ability to identify results, needed actions and resource requirements and works with others to attain the required resources to achieve results. Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents. Supervision Over Field Personnel – ability to monitor field personnel for work efficient and effective output. Project Supervision and Monitoring – ability to supervise and monitor the on-going projects for submission of accomplishments. Strategic Management – ability to analyze the organization’s competitive position by considering market and industry trends, existing and potential customers and strengths and weaknesses as compared to competitors.
EXPERT 2 PROFICIENT 2
TEMPLATE C2: HR COMPETENCIES MAPPING 146
TEMPLATE C2 – HR COMPETENCIES MAPPING
ENGINEERING AND OPERATIONS DEPARTMENT– WATER RESOURCES DIVISION
LEVEL AND POSITIONS
REQUIRED COMPETENCIES
REQUIRED PROFICIENCY LEVEL
QUANTITY CURRENT IF NONE, WHY? ACTUAL
PROFICIENCY LEVEL
HOW MANY
FIRST LEVEL Senior Laboratory Technician (SG-12) Water Resources Facilities Technician (SG-11) (2) Senior Water Resources Facilities Operator A (SG-10) (6) Water Resources Facilities Operator A (SG-08) Forest Assistant B (SG-08) Instrument Technician A (SG-08) Laboratory Technician A (SG-08) (2) Water Resources Facilities Operator C (SG-04) (2) Industrial Security Guard (SG-03)
ORGANIZATIONAL/CORE Integrity – able to maintain and promote social, ethical and organizational norms in conducting internal and external business activities. Results Orientation – able to define realistic set of goals by taking responsibility in order to deliver outputs on a specified time. Customer Orientation – able to take effort to discover and meet needs of internal and external clients. Performance Stability – able to consistently meet the day-to-day demands of the job. Organizational Understanding of the Firm – able to define and discuss the firm’s history, vision, mission, strategic goals, functions organizational structure, key players, leadership, major policies and guidelines to be able to operate effectively within the organization
PROFICIENT 17 PROFICIENT 17
BEHAVIORAL Interpersonal Effectiveness – ability to consider the feelings and needs of others, being aware of how one’s own behavior affects others, regardless of gender, position and social status. Attention to details – accomplishes a task thoroughly with concern for all the areas involved no matter how small. Decisiveness – able to make difficult decisions in a timely manner. Self confidence – ability to demonstrate belief in one’s own ideas and capacity to be successful, willingness to take an independent position in the face of opposition. Personal credibility – able to demonstrate concern that one be perceived as responsible, reliable and trustworthy. Ability to learn – ability to assimilate and apply new job-related information and skills to work reality, to create and to solve problems, to try out new behavior to get desired results. Teamwork – able to adhere and practice team building processes and principles, working togetherness norms in the daily disposal or work duties and responsibilities.
PROFICIENT 17 PROFICIENT 17
TECHNICAL/PROFESSIONAL PROFICIENT 17 PROFICIENT 17
TEMPLATE C2: HR COMPETENCIES MAPPING 147
Database Management – able to organize and manage updated data for easy access Computer Literacy – able to operate standard personal computer and use MS Office programs especially Word and Excel Written Communication – prepares written material that follows modern business writing rules of style and form, with correct grammar, punctuation, spelling and usage conventions, appropriate for the recipient, being creative and accomplishing its intended purpose Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents Supply and Asset Management – the ability to plan the supply requirement for the entire department, prepare the necessary documents for the procurement, conduct and periodic inventory.
SECOND LEVEL (2) Water Utilities Management Officer A (SG-16)
ORGANIZATIONAL/CORE Integrity – able to maintain and promote social, ethical and organizational norms in conducting internal and external business activities. Results Orientation – able to define realistic set of goals by taking responsibility in order to deliver outputs on a specified time. Customer Orientation – able to take effort to discover and meet needs of internal and external clients. Performance Stability – able to consistently meet the day-to-day demands of the job. Organizational Understanding of the Firm – able to define and discuss the firm’s history, vision, mission, strategic goals, functions organizational structure, key players, leadership, major policies and guidelines to be able to operate effectively within the organization
PROFICIENT 2 PROFICIENT 2
BEHAVIORAL Interpersonal Effectiveness – ability to consider the feelings and needs of others, being aware of how one’s own behavior affects others, regardless of gender, position and social status. Attention to details – accomplishes a task thoroughly with concern for all the areas involved no matter how small. Decisiveness – able to make difficult decisions in a timely manner. Self confidence – ability to demonstrate belief in one’s own ideas and capacity to be successful, willingness to take an independent position in the face of opposition. Personal credibility – able to demonstrate concern that one be perceived as responsible, reliable and trustworthy. Ability to learn – ability to assimilate and apply new job-related information and skills to work reality, to create and to solve problems, to try out new behavior to get desired results. Cost Consciousness – able to show awareness of financial impact of choices and decisions and selects a course of action that ensures meeting
PROFICIENT 2 PROFICIENT 2
TEMPLATE C2: HR COMPETENCIES MAPPING 148
the same result at less cost. Stress Management – able to function effectively when under pressure and maintains self control in the face of hostility or provocation. Initiative – able to actively attempt to influence events to achieve goals; self-starting rather than passive acceptance, takes action beyond what is necessarily called for in order to achieve goals; originating action.. Adaptability – ability to being effective while dealing with different people or in various situations, tasks and responsibilities. Networking skills – the ability to build and maintain friendly and cordial relationships or network of contacts with people who are (potentially) useful in achieving utilization of resources. Teamwork – able to adhere and practice team building processes and principles, working togetherness norms in the daily disposal or work duties and responsibilities. TECHNICAL/PROFESSIONAL Data Gathering – Able to generate and validate data from primary and secondary sources. Coordination – Able to identify results needed actions and resource requirements and works with others to attain the required resources to achieve results Workshop facilitation – able to lead group discussion using group process skills so that tasks, relationships and individual needs and issues are addressed Presentation skills – Able to present an articulate to different audiences proposed plans, projects, monitoring reports, etc. Computer Literacy – able to operate standard personal computer and use MS Office programs especially Word and Excel Data Consolidation – ability to gather data from field and present this to decision makers Spatial Analysis – Able to identify needs, issues, concerns, determined thru their spatial relationships Monitoring and Evaluation – Able to create monitoring and evaluation plans and tools, takes action to monitor or regulate processes tasks or activities; keeps track of delegated assignment to measure efficiency and effectiveness of works and activities, outcomes and impact of benefit Database Management – able to organize and manage updated data for easy access Written Communication – prepares written material that follows modern business writing rules of style and form, with correct grammar, punctuation, spelling and usage conventions, appropriate for the recipient, being creative and accomplishing its intended purpose..
PROFICIENT 2 PROFICIENT 2
SUPERVISORIAL/MANAGERIAL PROFICIENT 2 PROFICIENT 2
TEMPLATE C2: HR COMPETENCIES MAPPING 149
Leadership – ability to influence others towards a desired goal or outcome through personal conviction and discipline communicates and adapts the appropriate leadership and interaction style to the situation, guides individuals (subordinates, peers, superiors) or groups towards tasks accomplishment. Managing Change – ability to understand the change process from the perspective of the change sponsor, change implementer and change recipient and takes initiative to make a smooth transition from the current to the desired state. Directing – ability to set and provide overall direction in the office; communicates management directives in the office. Coaching – ability to direct, instruct a person or a group of people with the aim to achieve some goals or develop specific skills. Delegating – able to assign tasks and responsibilities to the appropriate person, taking into consideration the capability and maturity level for efficient task accomplishment and employee’s development and growth. Decision Making – ability to identify issues, concerns pertaining to individual personnel in case of complaint or commission of acts contrary to civil service laws, and decide on the appropriate action to be taken. Planning and Coordination – ability to identify results, needed actions and resource requirements and works with others to attain the required resources to achieve results. Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents. Supervision Over Field Personnel – ability to monitor field personnel for work efficient and effective output. Project Supervision and Monitoring – ability to supervise and monitor the on-going projects for submission of accomplishments. Strategic Management – ability to analyze the organization’s competitive position by considering market and industry trends, existing and potential customers and strengths and weaknesses as compared to competitors.
EXECUTIVE / MANAGERIAL RECATEGORIZED FROM C TO B Division Manager B (SG-23)
ORGANIZATIONAL/CORE Integrity – able to maintain and promote social, ethical and organizational norms in conducting internal and external business activities. Results Orientation – able to define realistic set of goals by taking responsibility in order to deliver outputs on a specified time. Customer Orientation – able to take effort to discover and meet needs of internal and external clients. Performance Stability – able to consistently meet the day-to-day demands of the job. Organizational Understanding of the Firm – able to define and discuss the firm’s history, vision, mission, strategic goals, functions organizational structure, key players, leadership, major policies and guidelines to be able to
EXPERT 1 EXPERT 1
TEMPLATE C2: HR COMPETENCIES MAPPING 150
operate effectively within the organization BEHAVIORAL Interpersonal Effectiveness – ability to consider the feelings and needs of others, being aware of how one’s own behavior affects others, regardless of gender, position and social status. Attention to details – accomplishes a task thoroughly with concern for all the areas involved no matter how small. Decisiveness – able to make difficult decisions in a timely manner. Self confidence – ability to demonstrate belief in one’s own ideas and capacity to be successful, willingness to take an independent position in the face of opposition. Personal credibility – able to demonstrate concern that one be perceived as responsible, reliable and trustworthy. Ability to learn – ability to assimilate and apply new job-related information and skills to work reality, to create and to solve problems, to try out new behavior to get desired results. Cost Consciousness – able to show awareness of financial impact of choices and decisions and selects a course of action that ensures meeting the same result at less cost. Stress Management – able to function effectively when under pressure and maintains self control in the face of hostility or provocation. Initiative – able to actively attempt to influence events to achieve goals; self-starting rather than passive acceptance, takes action beyond what is necessarily called for in order to achieve goals; originating action.. Adaptability – ability to being effective while dealing with different people or in various situations, tasks and responsibilities. Networking skills – the ability to build and maintain friendly and cordial relationships or network of contacts with people who are (potentially) useful in achieving utilization of resources. Teamwork – able to adhere and practice team building processes and principles, working togetherness norms in the daily disposal or work duties and responsibilities.
PROFICIENT 1 PROFICIENT 1
TECHNICAL/PROFESSIONAL Data Gathering – Able to generate and validate data from primary and secondary sources. Technical writing / Editing skills – Able to prepare, edit reports and documents in relation to a technical topic, able to present data information and conclusions in a manner that is understandable and comprehensible even to non technical audience Analytical skills – Able to present existing situations, make comparisons, cite trends and explain their significance Statistical Skills – ability to perform the basic statistics, compute and
PROFICIENT 1 PROFICIENT 1
TEMPLATE C2: HR COMPETENCIES MAPPING 151
arrange data in an orderly manner for easy understanding.. Coordination – Able to identify results needed actions and resource requirements and works with others to attain the required resources to achieve results Workshop facilitation – able to lead group discussion using group process skills so that tasks, relationships and individual needs and issues are addressed Presentation skills – Able to present an articulate to different audiences proposed plans, projects, monitoring reports, etc. Computer Literacy – able to operate standard personal computer and use MS Office programs especially Word and Excel Data Consolidation – ability to gather data from field and present this to decision makers Spatial Analysis – Able to identify needs, issues, concerns, determined thru their spatial relationships Monitoring and Evaluation – Able to create monitoring and evaluation plans and tools, takes action to monitor or regulate processes tasks or activities; keeps track of delegated assignment to measure efficiency and effectiveness of works and activities, outcomes and impact of benefit Database Management – able to organize and manage updated data for easy access Written Communication – prepares written material that follows modern business writing rules of style and form, with correct grammar, punctuation, spelling and usage conventions, appropriate for the recipient, being creative and accomplishing its intended purpose. SUPERVISORIAL/MANAGERIAL Leadership – ability to influence others towards a desired goal or outcome through personal conviction and discipline communicates and adapts the appropriate leadership and interaction style to the situation, guides individuals (subordinates, peers, superiors) or groups towards tasks accomplishment. Managing Change – ability to understand the change process from the perspective of the change sponsor, change implementer and change recipient and takes initiative to make a smooth transition from the current to the desired state. Directing – ability to set and provide overall direction in the office; communicates management directives in the office. Coaching – ability to direct, instruct a person or a group of people with the aim to achieve some goals or develop specific skills. Delegating – able to assign tasks and responsibilities to the appropriate person, taking into consideration the capability and maturity level for efficient task accomplishment and employee’s development and growth. Decision Making – ability to identify issues, concerns pertaining to individual personnel in case of complaint or commission of acts contrary to civil service
EXPERT 1 PROFICIENT 1
TEMPLATE C2: HR COMPETENCIES MAPPING 152
laws, and decide on the appropriate action to be taken. Planning and Coordination – ability to identify results, needed actions and resource requirements and works with others to attain the required resources to achieve results. Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents. Supervision Over Field Personnel – ability to monitor field personnel for work efficient and effective output. Project Supervision and Monitoring – ability to supervise and monitor the on-going projects for submission of accomplishments. Strategic Management – ability to analyze the organization’s competitive position by considering market and industry trends, existing and potential customers and strengths and weaknesses as compared to competitors.
TEMPLATE C2: HR COMPETENCIES MAPPING 153
TEMPLATE C2 – HR COMPETENCIES MAPPING
ENGINEERING AND OPERATIONS DEPARTMENT–CONSTRUCTIONAND PLANNING AND DESIGNS DIVISIONS
LEVEL AND POSITIONS
REQUIRED COMPETENCIES
REQUIRED PROFICIENCY LEVEL
QUANTITY CURRENT IF NONE, WHY? ACTUAL
PROFICIENCY LEVEL
HOW MANY
FIRST LEVEL
CONSTRUCTION DIVISION
(2) Senior Water Maintenance Man A (SG-12) (2) Water Maintenance Man A (SG-08) Engineering Aide B (SG-04) (2) Driver (SG-04)
PLANNING & DESIGN DIVISION
Senior Draftsman (SG-11) Draftsman B (SG-06) Engineering Assistant B (SG-08) (3) Engineering Aide B
ORGANIZATIONAL/CORE Integrity – able to maintain and promote social, ethical and organizational norms in conducting internal and external business activities. Results Orientation – able to define realistic set of goals by taking responsibility in order to deliver outputs on a specified time. Customer Orientation – able to take effort to discover and meet needs of internal and external clients. Performance Stability – able to consistently meet the day-to-day demands of the job. Organizational Understanding of the Firm – able to define and discuss the firm’s history, vision, mission, strategic goals, functions organizational structure, key players, leadership, major policies and guidelines to be able to operate effectively within the organization
PROFICIENT 13 COMPETENT 13
BEHAVIORAL Interpersonal Effectiveness – ability to consider the feelings and needs of others, being aware of how one’s own behavior affects others, regardless of gender, position and social status. Attention to details – accomplishes a task thoroughly with concern for all the areas involved no matter how small. Decisiveness – able to make difficult decisions in a timely manner. Self confidence – ability to demonstrate belief in one’s own ideas and capacity to be successful, willingness to take an independent position in the face of opposition. Personal credibility – able to demonstrate concern that one be perceived as responsible, reliable and trustworthy. Ability to learn – ability to assimilate and apply new job-related information and skills to work reality, to create and to solve problems, to try out new behavior to get desired results. Teamwork – able to adhere and practice team building processes and principles, working togetherness norms in the daily disposal or work duties and responsibilities.
PROFICIENT 13 COMPETENT 13
TECHNICAL/PROFESSIONAL PROFICIENT 13 COMPETENT 13
TEMPLATE C2: HR COMPETENCIES MAPPING 154
(SG-04)
Data Gathering – Able to generate and validate data from primary and secondary sources. Analytical skills – Able to present existing situations, make comparisons, cite trends and explain their significance Statistical Skills – ability to perform the basic statistics, compute and arrange data in an orderly manner for easy understanding.. Coordination – Able to identify results needed actions and resource requirements and works with others to attain the required resources to achieve results Computer Literacy – able to operate standard personal computer and use MS Office programs especially Word and Excel and relevant software applications Data Consolidation – ability to gather data from field and present this to decision makers Database Management – able to organize and manage updated data for easy access Written Communication – prepares written material that follows modern business writing rules of style and form, with correct grammar, punctuation, spelling and usage conventions, appropriate for the recipient, being creative and accomplishing its intended purpose.
SECOND LEVEL
CONSTRUCTION DIVISION
(2) Water Maintenance Head (SG-16) Construction Foreman (SG-15)
PLANNING & DESIGN DIVISION
Senior Engineer A (SG-16) (2) Senior Engineer B (SG-15)
ORGANIZATIONAL/CORE Integrity – able to maintain and promote social, ethical and organizational norms in conducting internal and external business activities. Results Orientation – able to define realistic set of goals by taking responsibility in order to deliver outputs on a specified time. Customer Orientation – able to take effort to discover and meet needs of internal and external clients. Performance Stability – able to consistently meet the day-to-day demands of the job. Organizational Understanding of the Firm – able to define and discuss the firm’s history, vision, mission, strategic goals, functions organizational structure, key players, leadership, major policies and guidelines to be able to operate effectively within the organization
PROFICIENT 6 COMPETENT 6
BEHAVIORAL Interpersonal Effectiveness – ability to consider the feelings and needs of others, being aware of how one’s own behavior affects others, regardless of gender, position and social status. Attention to details – accomplishes a task thoroughly with concern for all the areas involved no matter how small. Decisiveness – able to make difficult decisions in a timely manner. Self confidence – ability to demonstrate belief in one’s own ideas and capacity to be successful, willingness to take an independent position in the face of opposition.
PROFICIENT 6 COMPETENT 6
TEMPLATE C2: HR COMPETENCIES MAPPING 155
Personal credibility – able to demonstrate concern that one be perceived as responsible, reliable and trustworthy. Ability to learn – ability to assimilate and apply new job-related information and skills to work reality, to create and to solve problems, to try out new behavior to get desired results. Cost Consciousness – able to show awareness of financial impact of choices and decisions and selects a course of action that ensures meeting the same result at less cost. Stress Management – able to function effectively when under pressure and maintains self control in the face of hostility or provocation. Initiative – able to actively attempt to influence events to achieve goals; self-starting rather than passive acceptance, takes action beyond what is necessarily called for in order to achieve goals; originating action.. Adaptability – ability to being effective while dealing with different people or in various situations, tasks and responsibilities. Networking skills – the ability to build and maintain friendly and cordial relationships or network of contacts with people who are (potentially) useful in achieving utilization of resources. Teamwork – able to adhere and practice team building processes and principles, working togetherness norms in the daily disposal or work duties and responsibilities. TECHNICAL/PROFESSIONAL Data Gathering – Able to generate and validate data from primary and secondary sources. Technical writing / Editing skills – Able to prepare, edit reports and documents in relation to a technical topic, able to present data information and conclusions in a manner that is understandable and comprehensible even to non technical audience Analytical skills – Able to present existing situations, make comparisons, cite trends and explain their significance Statistical Skills – ability to perform the basic statistics, compute and arrange data in an orderly manner for easy understanding.. Coordination – Able to identify results needed actions and resource requirements and works with others to attain the required resources to achieve results Workshop facilitation – able to lead group discussion using group process skills so that tasks, relationships and individual needs and issues are addressed Presentation skills – Able to present an articulate to different audiences proposed plans, projects, monitoring reports, etc. Computer Literacy – able to operate standard personal computer and use MS Office programs especially Word and Excel Data Consolidation – ability to gather data from field and present this to
EXPERT 6 PROFICIENT 6
TEMPLATE C2: HR COMPETENCIES MAPPING 156
decision makers Spatial Analysis – Able to identify needs, issues, concerns, determined thru their spatial relationships Monitoring and Evaluation – Able to create monitoring and evaluation plans and tools, takes action to monitor or regulate processes tasks or activities; keeps track of delegated assignment to measure efficiency and effectiveness of works and activities, outcomes and impact of benefit Database Management – able to organize and manage updated data for easy access Written Communication – prepares written material that follows modern business writing rules of style and form, with correct grammar, punctuation, spelling and usage conventions, appropriate for the recipient, being creative and accomplishing its intended purpose. SUPERVISORIAL/MANAGERIAL Leadership – ability to influence others towards a desired goal or outcome through personal conviction and discipline communicates and adapts the appropriate leadership and interaction style to the situation, guides individuals (subordinates, peers, superiors) or groups towards tasks accomplishment. Managing Change – ability to understand the change process from the perspective of the change sponsor, change implementer and change recipient and takes initiative to make a smooth transition from the current to the desired state. Directing – ability to set and provide overall direction in the office; communicates management directives in the office. Coaching – ability to direct, instruct a person or a group of people with the aim to achieve some goals or develop specific skills. Delegating – able to assign tasks and responsibilities to the appropriate person, taking into consideration the capability and maturity level for efficient task accomplishment and employee’s development and growth. Decision Making – ability to identify issues, concerns pertaining to individual personnel in case of complaint or commission of acts contrary to civil service laws, and decide on the appropriate action to be taken. Planning and Coordination – ability to identify results, needed actions and resource requirements and works with others to attain the required resources to achieve results. Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents. Supervision Over Field Personnel – ability to monitor field personnel for work efficient and effective output. Project Supervision and Monitoring – ability to supervise and monitor the on-going projects for submission of accomplishments. Strategic Management – ability to analyze the organization’s competitive
PROFICIENT 6 PROFICIENT 6
TEMPLATE C2: HR COMPETENCIES MAPPING 157
position by considering market and industry trends, existing and potential customers and strengths and weaknesses as compared to competitors.
EXECUTIVE / MANAGERIAL RECATEGORIZED FROM C TO B: Division Manager B (SG-23) – Construction Division Division Manager B (SG-23) – Planning and Design Division
ORGANIZATIONAL/CORE Integrity – able to maintain and promote social, ethical and organizational norms in conducting internal and external business activities. Results Orientation – able to define realistic set of goals by taking responsibility in order to deliver outputs on a specified time. Customer Orientation – able to take effort to discover and meet needs of internal and external clients. Performance Stability – able to consistently meet the day-to-day demands of the job. Organizational Understanding of the Firm – able to define and discuss the firm’s history, vision, mission, strategic goals, functions organizational structure, key players, leadership, major policies and guidelines to be able to operate effectively within the organization
EXPERT 2 EXPERT 2
BEHAVIORAL Interpersonal Effectiveness – ability to consider the feelings and needs of others, being aware of how one’s own behavior affects others, regardless of gender, position and social status. Attention to details – accomplishes a task thoroughly with concern for all the areas involved no matter how small. Decisiveness – able to make difficult decisions in a timely manner. Self confidence – ability to demonstrate belief in one’s own ideas and capacity to be successful, willingness to take an independent position in the face of opposition. Personal credibility – able to demonstrate concern that one be perceived as responsible, reliable and trustworthy. Ability to learn – ability to assimilate and apply new job-related information and skills to work reality, to create and to solve problems, to try out new behavior to get desired results. Cost Consciousness – able to show awareness of financial impact of choices and decisions and selects a course of action that ensures meeting the same result at less cost. Stress Management – able to function effectively when under pressure and maintains self control in the face of hostility or provocation. Initiative – able to actively attempt to influence events to achieve goals; self-starting rather than passive acceptance, takes action beyond what is necessarily called for in order to achieve goals; originating action.. Adaptability – ability to being effective while dealing with different people or in various situations, tasks and responsibilities. Networking skills – the ability to build and maintain friendly and cordial relationships or network of contacts with people who are (potentially) useful in achieving utilization of resources.
PROFICIENT 2 PROFICIENT 2
TEMPLATE C2: HR COMPETENCIES MAPPING 158
Teamwork – able to adhere and practice team building processes and principles, working togetherness norms in the daily disposal or work duties and responsibilities. TECHNICAL/PROFESSIONAL Data Gathering – Able to generate and validate data from primary and secondary sources. Technical writing / Editing skills – Able to prepare, edit reports and documents in relation to a technical topic, able to present data information and conclusions in a manner that is understandable and comprehensible even to non technical audience Analytical skills – Able to present existing situations, make comparisons, cite trends and explain their significance Statistical Skills – ability to perform the basic statistics, compute and arrange data in an orderly manner for easy understanding.. Coordination – Able to identify results needed actions and resource requirements and works with others to attain the required resources to achieve results Workshop facilitation – able to lead group discussion using group process skills so that tasks, relationships and individual needs and issues are addressed Presentation skills – Able to present an articulate to different audiences proposed plans, projects, monitoring reports, etc. Computer Literacy – able to operate standard personal computer and use MS Office programs especially Word and Excel and relevant software applications Data Consolidation – ability to gather data from field and present this to decision makers Spatial Analysis – Able to identify needs, issues, concerns, determined thru their spatial relationships Monitoring and Evaluation – Able to create monitoring and evaluation plans and tools, takes action to monitor or regulate processes tasks or activities; keeps track of delegated assignment to measure efficiency and effectiveness of works and activities, outcomes and impact of benefit Database Management – able to organize and manage updated data for easy access Written Communication – prepares written material that follows modern business writing rules of style and form, with correct grammar, punctuation, spelling and usage conventions, appropriate for the recipient, being creative and accomplishing its intended purpose.
EXPERT 2 PROFICIENT 2
SUPERVISORIAL/MANAGERIAL Leadership – ability to influence others towards a desired goal or outcome through personal conviction and discipline communicates and adapts the
EXPERT 2 PROFICIENT 2
TEMPLATE C2: HR COMPETENCIES MAPPING 159
appropriate leadership and interaction style to the situation, guides individuals (subordinates, peers, superiors) or groups towards tasks accomplishment. Managing Change – ability to understand the change process from the perspective of the change sponsor, change implementer and change recipient and takes initiative to make a smooth transition from the current to the desired state. Directing – ability to set and provide overall direction in the office; communicates management directives in the office. Coaching – ability to direct, instruct a person or a group of people with the aim to achieve some goals or develop specific skills. Delegating – able to assign tasks and responsibilities to the appropriate person, taking into consideration the capability and maturity level for efficient task accomplishment and employee’s development and growth. Decision Making – ability to identify issues, concerns pertaining to individual personnel in case of complaint or commission of acts contrary to civil service laws, and decide on the appropriate action to be taken. Planning and Coordination – ability to identify results, needed actions and resource requirements and works with others to attain the required resources to achieve results. Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents. Supervision Over Field Personnel – ability to monitor field personnel for work efficient and effective output. Project Supervision and Monitoring – ability to supervise and monitor the on-going projects for submission of accomplishments. Strategic Management – ability to analyze the organization’s competitive position by considering market and industry trends, existing and potential customers and strengths and weaknesses as compared to competitors.
TEMPLATE C2: HR COMPETENCIES MAPPING 160
TEMPLATE C2 – HR COMPETENCIES MAPPING
ENGINEERING AND OPERATIONS –MAINTENANCE DIVISION
LEVEL AND POSITIONS
REQUIRED COMPETENCIES
REQUIRED PROFICIENCY LEVEL
QUANTITY CURRENT IF NONE, WHY? ACTUAL
PROFICIENCY LEVEL
HOW MANY
FIRST LEVEL (3) Senior Water Maintenance Man A (SG-12) (5) Water Maintenance Man A (SG-08) (2) Driver (SG-04) Utility Worker A (SG-03) (3) Utility Worker B (SG-01)
ORGANIZATIONAL/CORE Integrity – able to maintain and promote social, ethical and organizational norms in conducting internal and external business activities. Results Orientation – able to define realistic set of goals by taking responsibility in order to deliver outputs on a specified time. Customer Orientation – able to take effort to discover and meet needs of internal and external clients. Performance Stability – able to consistently meet the day-to-day demands of the job. Organizational Understanding of the Firm – able to define and discuss the firm’s history, vision, mission, strategic goals, functions organizational structure, key players, leadership, major policies and guidelines to be able to operate effectively within the organization
EXPERT 14 PROFICIENT 14
BEHAVIORAL Interpersonal Effectiveness – ability to consider the feelings and needs of others, being aware of how one’s own behavior affects others, regardless of gender, position and social status. Attention to details – accomplishes a task thoroughly with concern for all the areas involved no matter how small. Decisiveness – able to make difficult decisions in a timely manner. Self confidence – ability to demonstrate belief in one’s own ideas and capacity to be successful, willingness to take an independent position in the face of opposition. Personal credibility – able to demonstrate concern that one be perceived as responsible, reliable and trustworthy. Ability to learn – ability to assimilate and apply new job-related information and skills to work reality, to create and to solve problems, to try out new behavior to get desired results. Teamwork – able to adhere and practice team building processes and principles, working togetherness norms in the daily disposal or work duties and responsibilities.
EXPERT 14 PROFICIENT 14
TECHNICAL/PROFESSIONAL COMPETENT 14 COMPETENT 14
TEMPLATE C2: HR COMPETENCIES MAPPING 161
Database Management – able to organize and manage updated data for easy access Computer Literacy – able to operate standard personal computer and use MS Office programs especially Word and Excel Written Communication – prepares written material that follows modern business writing rules of style and form, with correct grammar, punctuation, spelling and usage conventions, appropriate for the recipient, being creative and accomplishing its intended purpose Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents Supply and Asset Management – the ability to plan the supply requirement for the entire department, prepare the necessary documents for the procurement, conduct and periodic inventory.
SECOND LEVEL (2) Water Maintenance Head (SG-16) Water Maintenance Foreman (SG-14)
ORGANIZATIONAL/CORE Integrity – able to maintain and promote social, ethical and organizational norms in conducting internal and external business activities. Results Orientation – able to define realistic set of goals by taking responsibility in order to deliver outputs on a specified time. Customer Orientation – able to take effort to discover and meet needs of internal and external clients. Performance Stability – able to consistently meet the day-to-day demands of the job. Organizational Understanding of the Firm – able to define and discuss the firm’s history, vision, mission, strategic goals, functions organizational structure, key players, leadership, major policies and guidelines to be able to operate effectively within the organization
PROFICIENT 3 PROFICIENT 3
BEHAVIORAL Interpersonal Effectiveness – ability to consider the feelings and needs of others, being aware of how one’s own behavior affects others, regardless of gender, position and social status. Attention to details – accomplishes a task thoroughly with concern for all the areas involved no matter how small. Decisiveness – able to make difficult decisions in a timely manner. Self confidence – ability to demonstrate belief in one’s own ideas and capacity to be successful, willingness to take an independent position in the face of opposition. Personal credibility – able to demonstrate concern that one be perceived as responsible, reliable and trustworthy. Ability to learn – ability to assimilate and apply new job-related information and skills to work reality, to create and to solve problems, to try out new behavior to get desired results. Cost Consciousness – able to show awareness of financial impact of choices and decisions and selects a course of action that ensures meeting
PROFICIENT 3 PROFICIENT 3
TEMPLATE C2: HR COMPETENCIES MAPPING 162
the same result at less cost. Stress Management – able to function effectively when under pressure and maintains self control in the face of hostility or provocation. Initiative – able to actively attempt to influence events to achieve goals; self-starting rather than passive acceptance, takes action beyond what is necessarily called for in order to achieve goals; originating action.. Adaptability – ability to being effective while dealing with different people or in various situations, tasks and responsibilities. Networking skills – the ability to build and maintain friendly and cordial relationships or network of contacts with people who are (potentially) useful in achieving utilization of resources. Teamwork – able to adhere and practice team building processes and principles, working togetherness norms in the daily disposal or work duties and responsibilities. TECHNICAL/PROFESSIONAL Data Gathering – Able to generate and validate data from primary and secondary sources. Coordination – Able to identify results needed actions and resource requirements and works with others to attain the required resources to achieve results Workshop facilitation – able to lead group discussion using group process skills so that tasks, relationships and individual needs and issues are addressed Presentation skills – Able to present an articulate to different audiences proposed plans, projects, monitoring reports, etc. Computer Literacy – able to operate standard personal computer and use MS Office programs especially Word and Excel and relevant software applications Data Consolidation – ability to gather data from field and present this to decision makers Spatial Analysis – Able to identify needs, issues, concerns, determined thru their spatial relationships Monitoring and Evaluation – Able to create monitoring and evaluation plans and tools, takes action to monitor or regulate processes tasks or activities; keeps track of delegated assignment to measure efficiency and effectiveness of works and activities, outcomes and impact of benefit Database Management – able to organize and manage updated data for easy access Written Communication – prepares written material that follows modern business writing rules of style and form, with correct grammar, punctuation, spelling and usage conventions, appropriate for the recipient, being creative and accomplishing its intended purpose..
PROFICIENT 3 PROFICIENT 3
TEMPLATE C2: HR COMPETENCIES MAPPING 163
SUPERVISORIAL/MANAGERIAL Leadership – ability to influence others towards a desired goal or outcome through personal conviction and discipline communicates and adapts the appropriate leadership and interaction style to the situation, guides individuals (subordinates, peers, superiors) or groups towards tasks accomplishment. Managing Change – ability to understand the change process from the perspective of the change sponsor, change implementer and change recipient and takes initiative to make a smooth transition from the current to the desired state. Directing – ability to set and provide overall direction in the office; communicates management directives in the office. Coaching – ability to direct, instruct a person or a group of people with the aim to achieve some goals or develop specific skills. Delegating – able to assign tasks and responsibilities to the appropriate person, taking into consideration the capability and maturity level for efficient task accomplishment and employee’s development and growth. Decision Making – ability to identify issues, concerns pertaining to individual personnel in case of complaint or commission of acts contrary to civil service laws, and decide on the appropriate action to be taken. Planning and Coordination – ability to identify results, needed actions and resource requirements and works with others to attain the required resources to achieve results. Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents. Supervision Over Field Personnel – ability to monitor field personnel for work efficient and effective output. Project Supervision and Monitoring – ability to supervise and monitor the on-going projects for submission of accomplishments. Strategic Management – ability to analyze the organization’s competitive position by considering market and industry trends, existing and potential customers and strengths and weaknesses as compared to competitors.
EXPERT 3 PROFICIENT 3
EXECUTIVE / MANAGERIAL RECATEGORIZED FROM C TO B Division Manager B (SG-23)
ORGANIZATIONAL/CORE Integrity – able to maintain and promote social, ethical and organizational norms in conducting internal and external business activities. Results Orientation – able to define realistic set of goals by taking responsibility in order to deliver outputs on a specified time. Customer Orientation – able to take effort to discover and meet needs of internal and external clients. Performance Stability – able to consistently meet the day-to-day demands of the job. Organizational Understanding of the Firm – able to define and discuss the
EXPERT 1 EXPERT 1
TEMPLATE C2: HR COMPETENCIES MAPPING 164
firm’s history, vision, mission, strategic goals, functions organizational structure, key players, leadership, major policies and guidelines to be able to operate effectively within the organization BEHAVIORAL Interpersonal Effectiveness – ability to consider the feelings and needs of others, being aware of how one’s own behavior affects others, regardless of gender, position and social status. Attention to details – accomplishes a task thoroughly with concern for all the areas involved no matter how small. Decisiveness – able to make difficult decisions in a timely manner. Self confidence – ability to demonstrate belief in one’s own ideas and capacity to be successful, willingness to take an independent position in the face of opposition. Personal credibility – able to demonstrate concern that one be perceived as responsible, reliable and trustworthy. Ability to learn – ability to assimilate and apply new job-related information and skills to work reality, to create and to solve problems, to try out new behavior to get desired results. Cost Consciousness – able to show awareness of financial impact of choices and decisions and selects a course of action that ensures meeting the same result at less cost. Stress Management – able to function effectively when under pressure and maintains self control in the face of hostility or provocation. Initiative – able to actively attempt to influence events to achieve goals; self-starting rather than passive acceptance, takes action beyond what is necessarily called for in order to achieve goals; originating action.. Adaptability – ability to being effective while dealing with different people or in various situations, tasks and responsibilities. Networking skills – the ability to build and maintain friendly and cordial relationships or network of contacts with people who are (potentially) useful in achieving utilization of resources. Teamwork – able to adhere and practice team building processes and principles, working togetherness norms in the daily disposal or work duties and responsibilities.
PROFICIENT 1 PROFICIENT 1
TECHNICAL/PROFESSIONAL Data Gathering – Able to generate and validate data from primary and secondary sources. Technical writing / Editing skills – Able to prepare, edit reports and documents in relation to a technical topic, able to present data information and conclusions in a manner that is understandable and comprehensible even to non technical audience Analytical skills – Able to present existing situations, make comparisons,
PROFICIENT 1 PROFICIENT 1
TEMPLATE C2: HR COMPETENCIES MAPPING 165
cite trends and explain their significance Statistical Skills – ability to perform the basic statistics, compute and arrange data in an orderly manner for easy understanding.. Coordination – Able to identify results needed actions and resource requirements and works with others to attain the required resources to achieve results Workshop facilitation – able to lead group discussion using group process skills so that tasks, relationships and individual needs and issues are addressed Presentation skills – Able to present an articulate to different audiences proposed plans, projects, monitoring reports, etc. Computer Literacy – able to operate standard personal computer and use MS Office programs especially Word and Excel and relevant software applications Data Consolidation – ability to gather data from field and present this to decision makers Spatial Analysis – Able to identify needs, issues, concerns, determined thru their spatial relationships Monitoring and Evaluation – Able to create monitoring and evaluation plans and tools, takes action to monitor or regulate processes tasks or activities; keeps track of delegated assignment to measure efficiency and effectiveness of works and activities, outcomes and impact of benefit Database Management – able to organize and manage updated data for easy access Written Communication – prepares written material that follows modern business writing rules of style and form, with correct grammar, punctuation, spelling and usage conventions, appropriate for the recipient, being creative and accomplishing its intended purpose. SUPERVISORIAL/MANAGERIAL Leadership – ability to influence others towards a desired goal or outcome through personal conviction and discipline communicates and adapts the appropriate leadership and interaction style to the situation, guides individuals (subordinates, peers, superiors) or groups towards tasks accomplishment. Managing Change – ability to understand the change process from the perspective of the change sponsor, change implementer and change recipient and takes initiative to make a smooth transition from the current to the desired state. Directing – ability to set and provide overall direction in the office; communicates management directives in the office. Coaching – ability to direct, instruct a person or a group of people with the aim to achieve some goals or develop specific skills. Delegating – able to assign tasks and responsibilities to the appropriate person, taking into consideration the capability and maturity level for efficient
EXPERT 1 EXPERT 1
TEMPLATE C2: HR COMPETENCIES MAPPING 166
task accomplishment and employee’s development and growth. Decision Making – ability to identify issues, concerns pertaining to individual personnel in case of complaint or commission of acts contrary to civil service laws, and decide on the appropriate action to be taken. Planning and Coordination – ability to identify results, needed actions and resource requirements and works with others to attain the required resources to achieve results. Records Management – the ability to establish a system of procedure in recording and safekeeping of documents for ease in locating and retrieval of records and documents. Supervision Over Field Personnel – ability to monitor field personnel for work efficient and effective output. Project Supervision and Monitoring – ability to supervise and monitor the on-going projects for submission of accomplishments. Strategic Management – ability to analyze the organization’s competitive position by considering market and industry trends, existing and potential customers and strengths and weaknesses as compared to competitors.
TEMPLATE D: COMPETENCY GAP ANALYSIS 167
TEMPLATE D: COMPETENCY GAP ANALYSIS
ORGANIZATIONAL AND HR CHALLENGES The current organizational set-up of the MKWD slightly varies from the model organizational structure suggested by the Department of Budget and Management in the 2011 Revised Local Water District Manual on Categorization, Re-categorization and Other Related Matters (LWD-MaCRo) for water districts classified as Category B. Prior to its re-categorization, the MKWD was classified as LARGE in 1997.
Under the 2011 DBM manual, a Category B Water District is suggested to be composed of the following:
1. Office of the Board of Directors 2. Office of the General Manager
2.1 Management Services Division 3. Administrative and Human Resource Department
3.1 Human Resource Division 3.1.1 Personnel Section 3.1.2 Training Section
3.2 Administrative Services Division 3.2.1 Procurement Section 3.2.2 Records Section
3.3 General Services Division 3.3.1 Property and Supply Management Section 3.3.2 Building, Grounds, and Facilities Management Section 3.3.3 Transport Operations and Maintenance Section
4. Finance Services Department
4.1 Accounting Division 4.1.1 General Accounting Section 4.1.2 Cost Accounting Section 4.2 Cash Management Division 4.3 Budget Division
5. Commercial Services Department
5.1 Customer Accounts Division 5.1.1 Meter Reading Section 5.1.2 Billing Section
5.2 Customer Services Division 5.2.1 Servicing Section 5.2.2 Disconnection / Reopening Section 5.2.3 Investigation Section
6. Engineering and Operations Department
6.1 Water Resources Division 6.1.1 Quality Control / Assurance Section 6.1.2 Water Generation and Distribution Section 6.1.3 Environmental and Watershed Section
6.2 Construction and Maintenance Division 6.2.1 Construction Section 6.2.2 Maintenance Section
6.3 Planning and Design Division 6.3.1 Planning Section 6.3.2 Design Section
TEMPLATE D: COMPETENCY GAP ANALYSIS 168
Moreover, there has been a recent re-organization of the HR Section headed by the Industrial Relations Management Officer A and 201 records are being updated and reorganized, following the recommendations of the Civil Service Commission’s Comprehensive Human Resource Management Assistance, Review and Monitoring (CHARM) conducted in August, 2013 for the MKWD’s quest for Level II Accreditation under the PRIME-HRM Guidelines.
In terms of Competency Level of the HRMO, the following competencies need to be beefed up: Leave and Compensation Administration; Benefits Planning and Administration; Training and Development Administration; Organizational Development; and, Human Resource Information System.
SUMMARY OF ORGANIZATIONAL / CORE, BEHAVIORAL, SUPERVISORY / MANAGERIAL COMPETENCIES AND PROFICIENCY LEVELS
Organizational / Core Competencies.In terms of Organizational Understanding of the Local Water District, employees of all departments and divisions have an integral understanding of the MKWD’s vision, mission, organizational functions, policies and directions. All departments are aware of maintaining Integrity in conducting internal and external service activities.
However, most divisions with clerical functions, particularly those in Administrative Services, Finance Services, and Commercial Services, expressed challenges in terms of Records Management and/or Archival processes, Database Management, Accounting and Audit systems, as well as technical writing and business correspondence skills. In terms of levels of proficiency, 1st Level personnel with clerical functions indicated their competence levels as Competent, and would like to upgrade such skills to Proficient. Among 2nd
In terms of Customer Service applications, both 1
Level employees, most rated their competence levels as Proficient.
st Level and 2nd
Among Engineering and Operation departmental divisions, those with supervisorial functions have rated their performance levels as Proficient. Those performing technical functions have likewise rated their performance as Proficient. However, in terms of Organizational/core competencies, most 1
Level employees rated their competence levels as Proficient. However, competence levels are foreseen to improve with the upgrading of software applications and streamlining of guidelines.
st
Behavioral Competencies. In terms of behavioral competencies, most employees, regardless of department, level and position, indicated their desire to improve their job performance by improving their individual behaviors and attitudes towards their work. Majority of the employees expressed their willingness to undertake capability-building measures that would redound to better job performance. Areas that need to be boosted include Stress Management, Initiative, Adaptability, Networking Skills, and Teamwork. In these aspects, levels of proficiency range from Competent to Proficient.
Level employees rated their competence level as Competent.
TEMPLATE D: COMPETENCY GAP ANALYSIS 169
Supervisorial/Managerial Competencies. In terms of supervisorial/managerial competencies, all division heads indicated their competence levels as Expert in the aspects of Leadership, Managing Change, Directing, Coaching, Delegating, Decision Making, Planning and Coordination, Records Management, Supervision over Field Personnel, Project Supervision and Monitoring, and Strategic Management. On the other hand, majority of section/division heads indicated levels of competence as Proficient.
SUMMARY OF TECHNICAL COMPETENCIES AND PROFICIENCY LEVELS The MKWD’s organizational structure allows for horizontal movement between
personnel in divisions under the four major departments, namely Administration and Human Resources Department, Finance Services Department, Commercial Services Department, and the Engineering and Operations Department. As such, personnel are expected to possess a general knowledge on the various aspects, functions and requirements of its departmental operations. Proficiency levels likewise vary, depending on the depth and breadth of the job requirement.
Personnel from Administration and HR Department are expected to have a working knowledge on the following areas:
ADMINISTRATIVE MANAGEMENT AND GENERAL SERVICES. Technical proficiencies include: Customer Service Skills; Effective Records Management; Procurement, Materials Inspection and Acceptance; Property and Inventory Management; Safety Planning and Emergency Preparedness; Water Supply Materials Selection & Quality Assurance; Information and Records Management; Knowledge of the Government Procurement Processes (RA 9184 and its Revised IRR).
Levels of proficiency range from Competent (for non-supervisory first level employees) to Proficient (for second level employees) to Expert (for supervisorial/managerial positions).
GENERAL MANAGEMENT. Technical proficiencies include: Corporate Planning; Crisis and Stress Management; Basic and Advanced Supervisory Development; Water Supply Management and Water District Management.
Levels of proficiency range from Competent (for non-supervisory first level employees) to Proficient (for second level employees) to Expert (for supervisorial/managerial positions).
HUMAN RESOURCES MANAGEMENT AND DEVELOPMENT. Technical proficiencies include: Recruitment and Selection; Performance Management; Employees’ Welfare and Benefits; Training and Development; and Records Management. Technical competence was rated as Proficient.
However, the HR division needs to undertake the following: Training on updated Qualifications Standards; Training on Rules on Promotion; HR forecasting; Seminar-Workshop on Appointments and Other Personnel Actions; Seminar-Workshop for Personnel Selection Board Members; Seminar-Workshop on Appointments; Training on
TEMPLATE D: COMPETENCY GAP ANALYSIS 170
Performance Appraisal Management and Systems; Skills in Facilitating Performance Planning; Skills in Managing Performance Review; Ability to evaluate “star performers” for rewards and “non-performers” for appropriate disciplinary action; Training on how to conduct HR Audit; Training on basic principles, laws, policies on Employees Welfare and Benefits; and, Knowledge on Record Management Systems.
Personnel from Finance Services and Commercial Services Departments are expected to have a working knowledge on the following:
COMMERCIAL PRACTICES MANAGEMENT. Technical proficiencies include: Commercial Practices Systems; Marketing and Public Relations; Water Rates/Cash Flow Projection; Water Tariff Determination with Cash Flow Projection.
Levels of proficiency range from Competent (for non-supervisory first level employees) to Proficient (for second level employees) to Expert (for supervisorial/managerial positions).
FINANCIAL MANAGEMENT. Technical proficiencies include: Basic Accounting for Non- Accountants; Financial Management for Water Utilities; Auditing for Tellers, Collectors and Cashiers; Water Utility Budgeting; Water Utility Operations Auditing.
Levels of proficiency range from Competent (for non-supervisory first level employees) to Proficient (for second level employees) to Expert (for supervisorial/managerial positions).
Meanwhile, personnel from Engineering and Operations Department are expected to have a working knowledge on the following areas:
ENGINEERING AND CONSTRUCTION. Technical proficiencies include: Groundwater Data Management; Computerized Groundwater Data Banking and Monitoring; Water Supply Feasibility Studies; Water Supply System Construction Management
Levels of proficiency range from Competent (for non-supervisory first level employees) to ProficientandExpert (for supervisorial/managerial positions).
OPERATION AND MAINTENANCE. Technical proficiencies include: Water Supply System Operation and Maintenance; Pumps and Electrical Control; Water Maintenance Plumbing Techniques; Water Meter Repair and Maintenance; Water Quality Management; Water Treatment Technologies; Water Resources Facilities Operation; Well Drilling, Rehabilitation and Maintenance; Understanding Water Quality and Complying with Philippine National Standards for Drinking Water; Evaluation of Unsolicited Concession-Type Proposals for Water Supply Projects; Health, Hygiene and Water Conservation Education.
Levels of proficiency range from Competent (for non-supervisory first level employees) to ProficientandExpert (for supervisorial/managerial positions).
TEMPLATE E: PEOPLE ISSUES 171
TEMPLATE E PEOPLE ISSUES The following have been derived from responses of respondents in the Job Analysis Questionnaire
FIRST LEVEL EMPLOYEES Top Five Issues: 1. Poor/Lack of communication or guidelines for appropriate work behavior 2. Work not appreciated 3. Uncomfortable work environment Most Common Issues: None
SECOND LEVEL EMPLOYEES Top Five Issues: 1. Random interruptions from phone callers, walk-in visits, supervisor’s demands 2. Uncomfortable work environment – glare 3. Uncertainty on job duties and expectations 4. Required to do more work than can be reasonable expected in a given time period 5. New system/technology in the workplace Most Common Issues:
TEMPLATE F: HR SYSTEMS CHECK 172
TEMPLATE F HR SYSTEMS CHECK
There are five major HR systems that were assessed and analyzed for prioritized gaps and proposed interventions. These HR systems include (a) recruitment; (b) retention; (c) rewards and recognition; (d) personal relations; and, (e) retirement. Recruitment takes into consideration qualification standards, merit promotion plan, the personnel selection board and promotion practices, career path charting and succession planning. Retention includes performance management systems, training and development and employee welfare and benefits. Rewards and recognition include programs for the recognition and awards for excellent public service. Personal relations with employees are also covered in grievance machinery and collective negotiation agreement. Retirement include HR systems such as pre-retirement services to prepare retiring employees to re-enter the world of post employment and still be productive. Health and wellness HR systems include programs, services and facilities that promote the physical, social, emotional, psychological and even the spiritual well-being of the employees.
The table below provides a graphical presentation of the status of HR systems in the Metro Kidapawan Water District.
HR SYSTEMS CHECK
HR Actions HR Systems Present Absent (why?) Operational
in all aspects) Non-operational (in what aspect?)
Recruitment Qualification Standards Yes Recruitment System Yes Personnel Selection Board Yes
Promotion Merit Promotion Plan Yes Career Pathing Program To be installed Succession Planning To be installed
Retention Performance Management System
Yes
Career Pathing Program To be installed Training and Development Yes Succession Planning To be installed Employee Welfare Program Yes
Rewards and Recognition
Program for Rewards and incentives on Service Excellence (PRAISE)
Yes
Personnel Relations
Grievance Machinery Yes
Retirement Pre-retirement Program Yes A CSC pre-retirement program exists
TEMPLATE F: HR SYSTEMS CHECK 173
ANALYSIS OF HR SYSTEMS MECHANISMS The Metro Kidapawan Water District has eight HR systems mechanisms in place, namely:
1. Performance Evaluation System. This is required under Revised Policies on Performance Evaluation System as delineated under CSC MC No. 07, S. 2007.
2. Grievance Machinery. This personnel mechanism was instituted in compliance with Revised Policies on the Settlement of Grievance in the Public Sector contained in CSC Resolution No. 010113, dated January 10, 2001 and implemented through CSC Memorandum Circular No. 02, s. 2001. This system seeks to promote harmony in the workplace, thereby fostering productivity of each member of the organization. It also seeks to resolve at the earliest possible time and at the lowest possible level work-related issues that give rise to employee dissatisfaction.
3. Programs on Awards and Incentives for Service Excellence (PRAISE). This is required under CSC MC No. 01, S. 2001. This system identifies outstanding accomplishments, best practices, among others, of employees on a continuing basis. This is to encourage, recognize and reward employees for their suggestions, innovative ideas, inventions, discoveries, superior accomplishments, heroic deeds, exemplary behavior, extraordinary acts or services in the interest of the public and other personal efforts which contribute to the efficiency, economy and improvement in government operations, which lead to organizational productivity. Further, the program provides incentives and interventions to motivate employees who have shown personal efforts and positive attitude towards organizational productivity.
4. Merit Selection Plan. This is required under CSC MC No. 03, S. 2001. The objectives of this system is to establish a system that is characterized by strict observance of the merit, fitness and equality principles in the selection of employees for appointment to positions in the career and non-career service in first and second levels; create equal opportunities for employment to all qualified men and women; and, to ensure that no discrimination in the selection of employees on account of gender, civil status, disability, religion, ethnicity and political affiliation.
5. Committee on Decorum and Investigation (CODI). This is in compliance with Section 4 of RA No. 7877 or the Anti-Sexual Harassment Act of 1995 and Section 58 of the Administrative Disciplinary Rules on Sexual Harassment Cases embodied in CSC Resolution No. 01-940 and CSC MC No. 17 Series of 2001 on the Rules of Procedures in Handling Harassment Cases mandates the creation of CODI to investigate sexual harassment complaints in accordance with the prescribed rules.
6. Health and Safety Measures. This was approved by the MKWD Board of Directors thru Board Resolution No. 055 s. 2006 and implemented by the Committee on Health and Safety
7. GAD Focal Point System Mainstreaming. This was established in 2006 in compliance with RA 9710 or the Magna Carta of Women.
8. Anti-Smoking Committee. This was activated thru Office Order OGM 2012-0214 in compliance with CSC MC No. 17 s. 2009 banning smoking tobacco and tobacco products
TEMPLATE F: HR SYSTEMS CHECK 174
in public buildings, government-owned vehicles and public areas where it poses as fire hazards.
TEMPLATE G: EMPLOYEE HEALTH AND WELLNESS ASSESSMENT 175
TEMPLATE G EMPLOYEE HEALTH AND WELLNESS ASSESSMENT
HEALTH AND WELLNESS ASSESSMENT
Health and Wellness Program Present Absent Operational
(in all aspects) Non-Operational (in what aspect?)
Why?
Physical Sports and Fitness Program
Strict “No Smoking within Office Premises” Policy
Annual Complete Medical Check-up Mental
Forum Discussion/ Brown Bag Not a priority
Thoughts for the Day/Trivia Mind Games Only for those
interested Emotional
Counseling Services Group Therapy Not a priority
Life Enrichment Seminars Social
Social Development (e.g. office outing or excursion, periodic socials,
social artistry/talent showcase, team-building)
PikniksaKalikasan (picnic within agency grounds/city eco-tourism
spots)
Outreach Programs Financial
Financial Forums Welfare Benefits
Livelihood Assistance Spiritual
Bible/Koran Studies Spiritual Forum
Mass/Ecumenical Services Retreats/Recollections
Facilities Medical Clinic with Competent Staff
Dental Clinic with Competent staff Potable Water Supply
Sanitary Employees’ Canteen with Quality Foods and Services
Canteen not a priority; Only mess hall is provided
Separate, Clean and Hygienic Rest Rooms for Men and Women
Gym Proper Office Ventilation
TEMPLATE G: EMPLOYEE HEALTH AND WELLNESS ASSESSMENT 176
Proper lighting and emergency power i.e. generator
E-Library (complete library services ) Proper Waste Disposal and
segregation
Facilities for the Physically Challenged
Ecumenical Chapel Presence of church ministers are available when requested
Fire Exits Functional Safety Devices for
Emergencies
Elevator Building is not suitable for the said facility
TEMPLATE H: PRIORITIZED GAPS AND INTERVENTIONS 177
TEMPLATE H
PRIORITIZED GAPS AND INTERVENTIONS
The MKWD Human Resource Development Plan 2015-2019 puts into concrete action programs and initiatives that must be done in the next five years. The Plan document contains an assessment of critical issues affecting the government service. It likewise presents strategies in enhancing the organizational capacity of the organization in terms of Human Resource Management. A priority list of programs that will be undertaken within the next five years are indicated.
The Five-Year HRMD Plan has the following sections: (1) organizational; (2) personnel; (3) human resource systems; (4) health and wellness; and (5) capacity development. For each of this section in the Five Year HRMD Plan and Capacity Development Program, the following sets of information are included for its successful implementation:
Prioritized Gaps. These were the gaps derived from the skills and staff inventory as well as those which came out during the HR systems assessments. These gaps were presented in the section on Gaps Prioritization per development sector.
Proposed Interventions. These cover proposed solutions to address the prioritized gaps.
Expected Benefits. It is essential to include the short term as well as long-term benefits of the Plan so that at the planning stage, stakeholders will have a glimpse of what the target interventions would like to accomplish in terms of outputs and outcomes. The articulation of the expected benefits will also help the organization determine if the expected benefits contribute to the efficient and effective delivery of services and implementation of plans/programs/projects.
Resources Needed. This includes the management complements such as manpower, logistics and supplies to attain desirable results
Estimated Cost. The budgetary requirement and funding source for the implementation of the various programs and activities outlined in the Plan are shown in this column.
Timeline.This refers to the four year implementation period from 2015 to 2019
Target Groups. These refer to the target beneficiaries of the HRMD intervention.
Lead Office. This refers to the department and/or division tasked to carry out the proposed intervention outlined in the HRMD plan.
TEMPLATE H: PRIORITIZED GAPS AND INTERVENTIONS 178
TEMPLATE H
PRIORITIZED GAPS AND INTERVENTIONS
FIVE-YEAR HRAND CAPACITY DEVELOPMENT PLAN – ORGANIZATION“ An organization run by competent and efficient personnel adhering to the highest moral standards in utility service delivery”
Prioritized Gaps
Proposed Intervention
Expected Benefits Resources Needed
Estimated Cost
Source of
funds
Time Period Target Groups
Lead Office
Guiding Laws Short-term Long-term 2015 2016 2017 2018 2019
Need to upgrade Personnel Data and Records System
Upgrade of HR Management Information System
Easy access to personnel data files for reference and/or evaluation purposes
Faster data retrieval
Upgrade of hardware and software systems
Entire Organization
AHRD-HR EO 292
Need to enhance employee and inter-departmental relationships
Team-building and communication skills
Developing trust between and among employees
Harmonious work relations and work environment
Activity design, facilitators, food and venue,
All employees
All departments
EO 292
Conduct of employee satisfaction surveys
Work attitude / behavior of employee identified
Work efficiency and job satisfaction
Activity design, researcher, assessment tool
All employees
AHRD-HR EO 292
TEMPLATE H: PRIORITIZED GAPS AND INTERVENTIONS 179
FIVE-YEAR HRD AND CAPACITY DEVELOPMENT PLAN – PERSONNEL“ An organization imbued with a culture of values of prompt and courteous service to the public, the pursuit of excellence in the performance of one’s work, and a clear awareness of ethical conduct”
Prioritized Gaps
Proposed Intervention
Expected Benefits Resources Needed
Estimated
Cost
Source of
funds
Time Period Target Groups
Lead Office
Guiding Laws Short-term Long-term 2015 2016 2017 2018 2019
Need to enhance culture of service
Values Enhancement Orientation Workshop for greater work performance
Improved accountability, ethical conduct of officials and employees
Effective and enhanced delivery of services;
Resource person; Supplies and logistics; food and venue
C O R P O R A T E
F U N D S
New entrants
AHRD-HR EO 292
Service Excellence training
Enhanced customer service
Improved image of the organization
Resource person; Supplies and logistics; food and venue
All Employees
AHRD-HR EO 292
Coaching and Mentoring workshops
Enhanced job efficiency and supervisor-subordinate performance satisfaction
Improved inter-relation and interaction between and among employees
Resource person; Supplies and logistics; food and venue
Department heads Division heads
AHRD-HR FSD EOD CSD
EO 292
Need to develop capacities on forecasting manpower needs and HR planning
Training on HR planning and forecasting
Appropriate office personnel complement
Increased productivity
Resource person; Supplies and logistics; food and venue
HR Division Department heads Division heads
AHRD-HR EO 292
TEMPLATE H: PRIORITIZED GAPS AND INTERVENTIONS 180
FIVE-YEAR HRD AND CAPACITY DEVELOPMENT PLAN – PERSONNEL
Prioritized Gaps
Proposed Intervention
Expected Benefits Resources Needed
Estimated
Cost
Source of
funds
Time Period Target Groups
Lead Office
Guiding Laws Short-term Long-term 2015 2016 2017 2018 2019
Need to reinforce awareness of Public Service Ethics and Accountability
Orientation on the Anti-Graft and Corrupt Practices Act
Awareness on the implications of graft and corrupt practices
Morally upright officials and employees
Resource person; supplies and logistics; food and venue
C O R P O R A T E
F U N D S
New entrants
AHRD-HR RA 6713 ARTA
Updates on Effective Property and Inventory management
Enhanced knowledge on property and inventory management
Improved property and inventory management
Resource person; supplies and logistics; food and venue
GSD personnel
AHRD-GSD
EO 292
Updates on the compliance and interpretation of accounting, audit and procurement procedures and its systems (RA 9184)
Streamlined accounting, audit and procurement processes; speedy release of claims for supplies and services procured
Minimized bureaucratic red tape; cost-efficient transactions; clientele satisfaction
Resource person; Supplies and logistics; food and venue
AHRF-GSD, CSD FSD personnel
AHRD-GSD FSD CSD
RA 9184
Orientation and training on Citizens’ Charter and Corruption Sensitivity
Business processes standardized
Minimized bureaucratic red tape; speedy transactions; clientele satisfaction
Resource person; supplies and logistics; food and venue
New entrants Frontline Service personnel
AHRD-HR RA 6713 ARTA
TEMPLATE H: PRIORITIZED GAPS AND INTERVENTIONS 181
FIVE-YEAR HRD AND CAPACITY DEVELOPMENT PLAN – PERSONNEL
Prioritized Gaps
Proposed Intervention
Expected Benefits Resources Needed
Estimated Cost
Source of
funds
Time Period Target Groups
Lead Office
Guiding Laws Short-term Long-term 2015 2016 2017 2018 2019
Need to enhance managerial and supervisory skills
Leadership and Management Skills Training
Enhanced leadership and managerial skills
Improved superior-subordinate relationships
Resource person; Supplies and logistics; food and venue
C O R P O R A T E
F U N D S
Department heads; division heads
AHRD-HR
EO 292
Training of Trainors for Facilitating
Readily-available corps of trainors
Well-aligned plans and programs
Resource person; Supplies and logistics; food and venue
Department heads; division heads
AHRD-HR
EO 292
Need to improve communication, technical writing, and multi-media presentation skills
Training on Basic and Advanced Correspondence, Technical Writing, and Multi-media Presentation
Enhanced written and oral communication skills and multi-media presentation
Adept communicators
Resource person; Supplies and logistics; food and venue
Department heads; Division heads; Designated personnel
OGM-INFO AHRD-HR
EO 292
Need to enhance public relations skills / Customer Service Skills
Effective public relations skills/ Customer Service skills
Improved public relations skills / Clientele service skills
Complaints eliminated; high public trust
Resource person; Supplies and logistics; food and venue
Customer Service Department personnel
OGM-INFO AHRD-HR
EO 292
TEMPLATE H: PRIORITIZED GAPS AND INTERVENTIONS 182
FIVE-YEAR HRD AND CAPACITY DEVELOPMENT PLAN – PERSONNEL
Prioritized Gaps Proposed Intervention
Expected Benefits Resources Needed
Estimated Cost
Source of
funds
Time Period Target Groups
Lead Office
Guiding Laws Short-term Long-term 2015 2016 2017 2018 2019
Need to enhance Safety Planning and Emergency Preparedness
Training on Environmental Impact of El Nino phenomenon
Increased capabilities in the environmental assessment and mitigation measures
Environmental concerns and risks are effectively managed
Consultants; Logistics and supplies; food and venue
C O R P O R A T E
F U N D S
Project development staff of all offices
AHRD EOD
EO 292 RA 10121
Training on Disaster Risk Reduction Management viz. water supply
Increased understanding of disaster mitigation, preparation, response, and rehabilitation
After-effects of disasters are minimized
Consultants; Logistics and supplies; food and venue
All department and division heads
AHRD EOD
EO 292 RA 10121
TEMPLATE H: PRIORITIZED GAPS AND INTERVENTIONS 183
FIVE-YEAR HR AND CAPACITY DEVELOPMENT PLAN – HR SYSTEMS“A highly motivated and productive workforce in a work-friendly and harmonious environment”
Prioritized Gaps
Proposed Intervention
Expected Benefits Resources Needed
Estimated
Cost
Source of funds
Time Period Target Groups
Lead Office
Guiding Laws Short-term Long-term 2015 2016 2017 2018 2019
Absence of approved HRMD Medium-Term Plan 2015-2019
Approval, institutionalization and continuous updating of the HRMD Plan
Approved HRMD Plan; Targets met during the period covered
Full attainment of HR development goals
Documentation logistics and supplies
C O R P O R A T E
F U N D S
HRDiv personnel
HRDiv EO 292
Need to fully implement SPMS
Implementation of approved Strategic Performance Management system
Objective rating of performance followed
Improved job performance
Logistics and supplies
All employees
HRDiv EO 292
Need to enhance Incentive and awards standards
Continuous implementation of incentives and awards
Well-motivated employees
Increased productivity
Logistics and supplies
PRAISE Members
HRDiv EO 292
TEMPLATE H: PRIORITIZED GAPS AND INTERVENTIONS 184
Need to develop an employee retirement plan
Formulation of Employee Retirement Plan
Employee Retirement Plan in place
Ease of transition to post-employment
Logistics and supplies
All retiring personnel
HR Div
EO 292
Need to enhance career pathing and succession
Formulation of Competency Development Plan and Succession Plan
Junior employees promoted
Well-compensated employees
Logistics and supplies
All next in rank personnel
HRDiv EO 292
TEMPLATE H: PRIORITIZED GAPS AND INTERVENTIONS 185
FIVE-YEAR HR AND CAPACITY DEVELOPMENT PLAN – HEALTH AND WELLNESS“Harmony, high morale and wellness enhance productivity of employees”
Prioritized Gaps
Proposed Intervention
Expected Benefits Resources Needed
Estimated Cost
Source of
funds
Time Period Target Groups
Lead Office
Guiding Laws Short-term Long-term 2015 2016 2017 2018 2019
Need to enhance health and wellness programs and activities
Continuous implementation of health and wellness programs: Physical Fitness Annual bloodletting; Health insurance coverage; anti-smoking; emergency/first aid training; child minding services
Promotion of healthy lifestyle; disease prevention and emergency measures in place
Healthy and productive workforce; wellbeing assured
Logistics and supplies
C O R P O R A T E
F U N D S
All employees
AHRD-HR
EO 292
Regular conduct of Team Building activities
Foster camaraderie and encourage group cooperation
Healthy work relationships
Logistics; Food and venue
All employees
AHRD-HR
EO 292
Regular conduct of Stress Management sessions
Develop stress management techniques
Healthy and productive workforce; wellbeing assured
Regular conduct of Stress Management sessions
All employees
AHRD-HR
EO 292
Personal Enrichment seminars and retreats
Develop acumen for personal finances management
Well-managed personal finances
Personal Enrichment seminars and retreats
All employees
AHRD-HR
EO 292
Regular sports and fitness programs
Develop a healthy lifestyle
Physically fit employees
All employees
AHRD-HR
EO 292
TEMPLATE H: PRIORITIZED GAPS AND INTERVENTIONS 186
Need to promote a Drug-Free workplace
Regular conduct of Drug Tests among officers and personnel
Early detection, counseling and therapy for employees with substance abuse problems
Drug-Free workplace
Accredited Drug Testing facility; Budget; Logistics and supplies
C O R P O R A T E
F U N D S
All employees
AHRD-HR
EO 292 RA 9165
Absence of counseling program and facilities
Counseling program for employees
Early detection, counseling and therapy for employees with emotional and psychological problems
Emotionally and psychologically healthy employees
Logistics and supplies
All employees
AHRD-HR
EO 292
Hiring the services of an experienced psychologist
Professional Fee; counseling schedule
Putting up a counseling room
Designating a counseling room
Need to enhance Occupational and Health Safety standards
Improvement, upgrade or construction of physical facilities and amenities: Covered court Installation of CCTV Comfort rooms Canteen Mess Hall Installation of Sound System Visitor Area/Lounge
Improvement and enhancement of physical facilities and amenities
Maximum comfort of employees and/or clientele guaranteed
Program of Works; budget
All employees; clientele
AHRD EO 292
TEMPLATE I: MONITORING AND EVALUATION 197
TEMPLATE I MONITORING AND EVALUATION
To ensure that the goals and objectives of the Five-Year HR and Capacity Development Plan shall be fully realized in accordance with the standards set by the CSC and the policy directions of the organization, the MKWD shall formulate a comprehensive Monitoring and Evaluation System that shall enable the administration to check the outcomes of HR interventions on the overall performance of the organization and likewise measure its impact on the lives of its clientele-concessionaires.
SCOPE AND FRAMEWORK The HRMCD Plan Monitoring and Evaluation (M & E) mechanism shall cover the
five areas of human resource management and development included in the HRM Plan, namely, Organization; Personnel; HR Systems; Health and Wellness; and, Capacity Development. Interventions addressing issues and concerns of each HRM area shall be evaluated in terms of its impact resulting from the inputs, outputs and outcomes of each intervention outlined in the plan.
A Monitoring and Evaluation Mechanism will be used in assessing the progress of the proposed HR interventions in line with the expected results. This will be a comprehensive appraisal that looks at the long-term impacts of the propositions, and exposes what worked, what did not, and what should be done differently in future endeavors.
Monitoring and Evaluation Mechanism refers to a systematic and objective measurement of the results achieved by a project, a program or a policy to assess its relevance, coherence, efficiency of its implementation, effectiveness, impact, and sustainability.
Outputs / Results describe the goods, services, or direct deliverables derived from or contributed by a project or program. They express the nature, scope and intensity of support or of the solution being sought.
Inputs / Activities refer to measures/tasks carried out by the project/program in order to achieve and obtain the outputs/results (actions).
Means of Verification (MoV) provides information where to obtain the data necessary to prove the objectives defined by the indicator has been reached. Most of the information would be available from network reports, progress reports, survey reports and monitoring and evaluation reports. The MOV validates the outputs generated by the implementation of the HR plan.
TEMPLATE I: MONITORING AND EVALUATION 198
Objectively Verifiable Indicators (OVI) shows the important characteristics of the objectives and the performance standards and targets expected to be reached in terms of quantity, quality, time frame and location. The OVI validates the outcomes of the implementation of the Plan.
The following tasks are to be undertaken in the M&E reporting:
Inputs monitoring pertains to tracking steps, actions and activities that are undertaken to carry out a specific plan, program or project; this shall be undertaken quarterly.
Outputs monitoring refers to tracking short – term and immediate results that are brought about by implementation of plans, programs and activities, which shall be conducted quarterly.
Outcomes monitoring pertains to tracking intermediate results that will take place at least after a year of implementing plans, programs and activities in the HRMD Plan; this shall be done semi – annually.
Outcome evaluation and impact monitoring pertains to tracking a more in-depth analysis of the results using more systematic evaluative techniques and tools where results are measured against the attainment of the goals and purposes of the project/plan or activity; this shall be done annually for as long as project interventions are still being undertaken.
Impact evaluation refers to an “end-of-the project” evaluation, which is usually conducted after the duration of the plan and the M&E evaluation results are measured against the project goal and vision.
TEMPLATE I: MONITORING AND EVALUATION 199
LOGICAL FRAMEWORK OF HR AND CAPACITY DEVELOPMENT PLAN 2015-2019
ORGANIZATIONAL HIERARCHY OF OBJECTIVES
OBJECTIVELY VERIFIABLE INDICATORS
MEANS OF VERIFICATION
ASSUMPTIONS
IMPACT An organization run by competent and efficient personnel adhering to the highest moral standards in utility service delivery
Customer satisfaction Filled-up client survey forms from offices/departments
Truthful responses from respondents
OUTCOME Customer Satisfaction brought about by prompt, efficient and effective services
• Reduction in processing time
• Positive feedback from clientele
• Citizens’ Charter • Feedback survey
forms
• Citizens’ Charter strictly followed
• Feedback forms filled up diligently
OUTPUT • Harmonious work
relations and environment
• Work efficiency and job satisfaction
• Job description and functions clearly delineated
• HR systems in place
• Performance targets met
• Office organizational chart and functions flowchart
• Plantilla • HRD Plan • M&E System • SPMS
• Structure duly approved by the BOD
• Logical workflow and functional hierarchy
• Rational workload • HR systems fully
functional • Performance
targets are satisfactorily met
INPUTS • Budget and logistics • Review of
organizational and office structures
• Realignment of functions
• Forecasting HR needs per office
• Filling up of vacant positions by competent personnel
• Team-building and communication skills
• Study of work attitudes and behavior
• Budget allotted • Office positions
and functions rationalized
• HR plan per office available
• Vacancies filled by qualified and competent personnel
• Regular teambuilding activities scheduled
• Behavioral Assessment tool designed
• Organizational
flowchart • Team building
schedule of activities
• Behavioral Assessment tool
• Budget approved • Rational
organizational function and workflow
• HR plan per office formulated
• Scheduled teambuilding activities carried out
• Work attitudes and behavior identified
TEMPLATE I: MONITORING AND EVALUATION 200
PERSONNEL HIERARCHY OF OBJECTIVES
OBJECTIVELY VERIFIABLE INDICATORS
MEANS OF VERIFICATION
ASSUMPTIONS
IMPACT An organization imbued with a culture of values of prompt and courteous service to the public, the pursuit of excellence in the performance of one’s work, and a clear awareness of ethical conduct
Zero negative feedback from clientele
Filled up feedback survey forms from offices Positive feedbacks
Clients are satisfied with service
OUTCOME Effective and enhanced delivery of services; improved image of the organization
• High performance rating of office and personnel in the SPMS
• Public Recognition by government and private institutions and award-giving bodies
• SPMS results • Awards received
by the organization from award-giving bodies
• Service delivered are in accordance with the development thrusts of the administration
• Offices have high performance ratings in terms of their respective governance functions
OUTPUTS
• Improved customer service skills
• Improved accountability and ethical conduct
• Enhanced leadership and managerial skills
• Enhanced technical / professional competencies
• No recorded complaints filed
• Majority of employees have high or satisfactory performance ratings
• Awards and meritorious recognition given to employees
• High levels of accomplishments recorded
• SPMS results • Incentives and
Awards Evaluation • Plaques,
certificates, trophies awarded
• Accomplishment reports
• Employees efficiently and effectively performed their duties and functions
INPUTS • Budget and logistics • Training on
supervisorial / managerial skills
• Training on technical / professional skills upgrade
• Training on IT systems, software applications relevant to job description
• Training/refresher on ethical conduct in the government service
• Training on fiscal administration and assets management
• Approved training designs
• Calendar of Trainings
• Identified participants
• Approved budgetary allotments
• Activity designs submitted
• Memoranda issued by local chief executive for attendance to workshop / seminar / comprehensive course / study
• Certificates of Participation and/or Course completion
• Certificates of Appearance
• Documentation and handouts
• Budget has been duly approved for the conduct of trainings / knowledge upgrade
• Strong support from administration and department heads
TEMPLATE I: MONITORING AND EVALUATION 201
HR SYSTEMS HIERARCHY OF OBJECTIVES
OBJECTIVELY VERIFIABLE INDICATORS
MEANS OF VERIFICATION
ASSUMPTIONS
IMPACT A highly motivated and productive workforce in a work-friendly and harmonious environment
• Feedback mechanism
• Employee satisfaction
• Job performance
• Performance appraisal forms
• Employee satisfaction forms
• SPMS
MKWD employees work in an environment that promotes job satisfaction and motivation to perform satisfactorily
OUTCOME Enhanced systems and mechanisms for recruitment, retention, recognition and retirement to fully unleash and harness the human potential for greater productivity
• HR systems that are already in place and/or functional
• Functional committees
• BOD Order/s issued on approved HR systems
• Minutes of committee meetings
Strong administrative support given to HR management and development initiatives
OUTPUTS • Full attainment of HR
development goals • Improved capacity and
productivity of offices • Improved job
performance • Increased productivity • Speedy conflict
resolution • Ease of transition to
post-employment • Well-compensated
employees • Well-equipped
employees
• Number of HR systems enhanced
• Number of functional committees created
Copies of approved and enhanced HR systems
All essential HR systems are in place and fully functional
INPUTS • Approval of the HR and
Capacity Development Plan
• Assessment and rationalization of hiring
• Implementation of the IPCR/SPMS
• Continuous implementation of incentives and awards
• Continuous implementation of grievance machinery
• Formulation of Employee Retirement Plan
• Formulation of Office Succession Plan and Career Development Plan
• Approved HR
and Capacity Development Plan
• Annual Investment Plan
• Activity design for workshops on HR systems enhancement
• Participants identified
• BOD Orders
approving HR and Capacity Development Plan
• Approved AIP • Approved activity
designs • Certificates of
Participation • Documentation
Full support by the administration to HR systems and capacity building initiatives
TEMPLATE I: MONITORING AND EVALUATION 202
HEALTH AND WELLNESS HIERARCHY OF OBJECTIVES
OBJECTIVELY VERIFIABLE INDICATORS
MEANS OF VERIFICATION
ASSUMPTIONS
IMPACT Harmony, high morale and wellness enhance productivity of employees
• High employee morale
• Camaraderie among colleagues
• Improved performance
• Minimal tardiness and undertime
• Performance evaluation results
• Accomplishment reports
• Daily time records
Health and wellness programs are implemented by the organization and fully taken advantage of by the employees
OUTCOME A healthy and productive workforce
Physically, mentally and psycho-socially fit employees
• Performance evaluation results
• Accomplishment reports
Employees perform well even under constant pressure
OUTPUTS • Enhanced health and
wellness programs • Healthy work
relationships • Emotionally,
psychologically and mentally stable personnel
• Physically fit employees
• Health and wellness programs installed
• Fitness and health of personnel are monitored
• Planned teambuilding schedules carried out
• Participation in retreats and stress management sessions
• Sports and Fitness program reports
• Teambuilding reports
• Attendance sheets • Annual physical
exams results
MKWD employees strike a balance between work and their personal well-being
INPUTS • Budget and logistics • Continuous
implementation of health and wellness programs
• Regular conduct of team building activities
• Regular conduct of stress management seminars and stress management sessions
• Conduct of counseling programs
• Regular sports and fitness programs
• Availability of funds
• Activity designs • Schedule of
activities • Number of
teambuilding activities conducted
• Number of retreats conducted
• Number of counseling services and stress management sessions
• Executive check-ups
• Number of sports activities conducted
• Approved budgets for health and wellness programs
• Approved activity designs
• Reports and documentation
• Certificates of Participation
• Medical reports
MKWD employees regularly participate in health and wellness activities
TEMPLATE I: MONITORING AND EVALUATION 203
CAPACITY DEVELOPMENT HIERARCHY OF OBJECTIVES
OBJECTIVELY VERIFIABLE INDICATORS
MEANS OF VERIFICATION
ASSUMPTIONS
IMPACT A highly trained and competent workforce rendering relevant sector-specific service
• Clientele satisfaction
• Beneficiaries served
• Targets met
• Survey instruments • Accomplishment
reports
Truthful responses to surveys and reports
OUTCOME Effective and efficient delivery of sector-specific services by a highly-competent staff
• Positive feedbacks • Beneficiaries’ needs
are met • Targets are met
• Positive results from surveys
• Accomplishment Reports
Services/targets are judiciously and equitably rendered/met
OUTPUTS • Strengthened public
safety services • Enhanced water
supply and utilities servicing and program implementation
• Improved water resources management and supply delivery
• Fortified revenue generation capacities
• Number of clientele served
• Number of beneficiaries served
• Set targets • Approved activity
designs • Verified manpower
complement • Approved budget
• Survey results • Vouchers and
disbursements • Personnel
deployment list • Documentation
Targets are met efficiently and effectively with high percentages of accomplishment
INPUTS • Budget and logistics • Provision of internal
and external HR interventions
• Manpower hiring and/or deployment
• Training on IT systems, software applications relevant to sector-specific services
• Installation of implementing mechanisms and controls
• Approved financial and work plans
• Approved program / project / activity designs
• HR complement • Identification of
training participants
• Program / Project / Activity designs
• Training schedules • Financial and
Work Plans • Annual Investment
Plan • Priorities and
Target setting
Capacity development plans, programs and activities receive full support from the local administration
COMMUNICATION PLAN 204
COMMUNICATION PLAN OF THE METRO KIDAPAWAN WATER DISTRICT HRMD PLAN 2015-2019 GOAL TARGET AUDIENCE OBJECTIVES MEDIUM DESIRED RESULTS TIMELINE LEAD OFFICE To effectively and efficiently communicate the MKWD Strategic HR Plan to all officers and employees of the organization and its stakeholders To prepare the organization on the impending organizational change and personnel movements in the organization
Internal: • Management • Department
Heads • MKWD
Employees Association
• Rank-and-file employees
• Contractual and Job Order employees
1.To provide information and awareness about the MKWD Strategic HR Plan; 2.To create transparency in HR management and development; 3.To gain support from decision and policymakers, and stakeholders in funding corporateprograms, projects, and activities
• MemorandumCircular • Press Release • Briefing Information • Advisories • Web pop-up • Flyers • General Assembly • ConsultationMeetings • General Orientation on
ChangeManagement • StatusReports
1.High level of awareness on the Agency Strategic HR Plan 2.Better appreciation of the HR management and development program 3.Funding for capacity development Strategic mobilization of human and financial resources 4.Acceptance of and support for the Implementation of the Agency Strategic HR Plan
3 months AHRD-HR OGM- INFORMATION UNIT
External: • Civil Service
Commission • HR
Practitioners Organization
• Clients • Media
COMMUNICATION PLAN 205