terms of reference of human resource officers ... for hr officers.pdf · of human resource officers...
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Terms of reference of
Human resource officers & adminisTraTive assisTanT
royal civil service commissionroyal GovernmenT of BHuTan
July 2016
FORWARD
The Royal Command of His Majesty the King Jigme Khesar Namgyel Wangchuck granted to the Royal Civil Service Commission states that “Keeping in mind that, in a small country like Bhutan, it is the bureaucracy’s example that will be followed, strengthening the civil service would be the first step to creating a strong foundation for a successful democracy. The civil service must strive for the highest standards, live by higher ideals and nurture a sense of duty towards fellow Bhutanese. Therefore, the Royal Civil Service Commission should focus on bringing about required reforms of the civil service, in time for it to facilitate and support the emergence of democracy, meet the challenges of building dynamic economy and to fulfill its role in achieving the goals of Gross National Happiness.”
This Royal Command of the Druk Gyalpo clearly states that strengthening civil service is the key to achieving the good governance. Further, it shows a powerful indication that human resources are the principal assets required by any agencies for the achievement of the agency’s “Vision and Mission” and “Gross National Happiness” at large. Since the success and efficiency of any agency depends primarily on the effectiveness and efficiency of the employees, it is very important that we build dynamic and professional civil servants with good education, knowledge, skills, competency, integrity and positive attitude through strategic HR Management. To this end, the HR Professionals should take strategic roles along with the management to improve the service delivery instead of carrying out day-to-day administrative work.
(Karma Tshiteem)For the Royal Civil Service Commission
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TABLE OF CONTENT
PART A- TERMS OF REFERENCE FOR HUMAN RESOURCE OFFICERS
CHAPTER 1: Preliminary .........................................................................11.1 Objectives .............................................................................................. 11.2 Scope ...................................................................................................... 11.3 Guiding Principles and Values ........................................................... 2
CHAPTER 2: Role of Human Resource Officer ........................................32.1. HR Officer as Strategic Partner .......................................................... 32.2. HR Officer as Change Agent ............................................................. 52.3. HR Officer as Administrative Expert ................................................ 72.4 HR OFFICER AS EMPLOYEE CHAMPION .................................. 92.5 HR Officer as Integrity Advocate ....................................................... 10
PART B- TERMS OF REFERENCE FOR ADMINISTRATIVE ASSISTANT (HR ASSISTANT)
CHAPTER 3: Role of Administrative Assistant (HR Assistant) ..............133.1 Maintain up to date information in CSIS ....................................... 133.2 Provide Human Resource Management Services ............................ 143.3 Provide Human Resource Development Services ........................... 163.4 Civil Service Welfare ........................................................................... 17
PART C: HUMAN RESOURCE OFFICER’S COMPETENCY DEVELOPMENT FRAMEWORK
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PART A- TERMS OF REFERENCE FOR HUMAN RESOURCE OFFICERS
CHAPTER 1: PRELIMINARY
1.1. Objectives
The Royal Civil Service Commission has first instituted the HR Division in the line agencies in 2003. Since then, the function of the HR Division was limited to administrative services and ensuring rule compliances. However, the modern HR management focuses on the importance of the roles and responsibilities of HR Officers as strategic partner for the success of any organization. Therefore, the primary objective of developing the new terms of reference (ToR) for Human Resource Officer is to ensure that HR Division are able to carry out the following strategic roles in an agency toward achieving the organization’s objectives.
a) HR Officers are able to align HR activities with the overall plans and programs of the agency,
b) HR Officers are able to ensure capitalization of change in agency’s plans and programs through proper change management process,
c) HR Officers are able to ensure continuous improvement of the HR Processes to optimize operational efficiencies,
d) HR Officers are able to recognize employee’s concerns and needs and provide opportunity to enhance employee morale and commitment towards better performance,
e) HR Officers are able to strengthen organizational integrity through establishment of integrity infrastructure comprising education, prevention and compliance.
1.2. Scope
The new ToR will be applicable to all Human Resource Officers in various position levels ranging from Asst. HR Officer to Chief Human Resource Officers working in government agencies.
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1.3. Guiding Principles and Values
The changing role of HR Officer is based on David Ulrich’s Four HR Role Model concept. In addition, the role of HR Officer as Integrity Advocate is added since ethics and integrity at workplace is critical for efficient and transparent service delivery. Accordingly, HR Officers shall play the following five roles:
1. HR Officer as Strategic Partner2. HR Officer as Change Agent3. HR Officer as Administrative Expert 4. HR Officer as Employee Champion5. HR Officer as Integrity Advocate
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CHAPTER 2: Role of Human Resource Officer
2.1. HR OFFICER AS STRATEGIC PARTNER
2.1.1. Definition:
The role of the HR Officer as a strategic partner refers to knowing of agency’s plans and programs and designing HR Plans and activities accordingly.
2.1. 2. Responsibilities:
a. Need to understand the Agency’s mandate.Key Performance Indicator: Compliance with sectoral policy.
b. Participate in the preparation of the agency’s plans and programs by providing input on HR perspectives. Key Performance Indicator: Number of inputs provided for preparation of agency’s plan.
c. Carry out workforce planning as per the agency’s plans and targetsKey Performance Indicator: The 5 year staffing plan, annual requisition of HR, SOPs and TORs for the agency
d. Design HR development plans including competency training and skills development critical to deliver organizational programs/projects/activities.Key Performance Indicator: Implement HR budget, implement the minimum capacity building hours, institute competency trainings, Number of annual HR plan developed and implemented based on the prioritized annual work plans.
e. Initiate Organizational Development Exercise as per the directives of the management/RCSC.Key Performance Indicator: OD Report submitted.
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2.1.3. Knowledge, Skills and Aptitude:
Knowledge: Sectoral Policies at national/sectoral levels, Relevant legislations, Correct HR Information of the agency, Market information, Strategic planning, Agency’s FYP, GPMS, APA, OD and other relevant policies.
Skills: Basic Research, Leadership, Succession planning, Decision making, Talent Management, Communication, Problem solving and Interpersonal relationship.
Aptitude: Proactive, Influential, Perseverance, Eloquent and convincing.
2.1.4. Enabling environment:
a. Head of agency/sector head oriented on the new roles of the HRO,b. Acceptance of strategic role of HR Officer by the management,c. Support from the leadership,d. Monitoring by RCSC,e. Support from relevant agencies.
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2.2. HUMAN RESOURCE OFFICER AS CHANGE AGENT
2.2.1. Definition:
The role of HR Officer as a change agent refers to creating cross functional collaboration and help in enhancing the agency’s readiness to accomplish changes for the fulfillment of its objectives.
2.2.2. Responsibilities:
a. Study the need for change and propose by participating in the change management team.Key Performance Indicator: Number of proposal.
b. Communicate about change initiative internally.Key Performance Indicator: Feedback (Employee’s awareness on the change initiatives.
c. Lead initiatives by engaging employees for implementation of change management process.Key Performance Indicator: Number of change initiatives led.
d. Plan and implement capacity building of employees to equip with the required skills for the new initiatives.Key Performance Indicator: HR Development plans implemented.
e. Institute feedback system to ensure effective implementation of change initiatives.Key Performance Indicator: Feedback system instituted.
2.2.3. Knowledge, Skills and Aptitude:
Knowledge: Change management theories and concepts, Personal relationship, Know about the new changes, Understand perception, Conflict management, Training Need Assessment, Talent management, HR Planning, Designing and analyzing feedback system.
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Skills: Problem solving, Negotiation, Team work, Communication, Facilitation, Basic ICT knowledge, Mentoring and Coaching, Enterprising, Basic research and Interviewing skills.
Aptitude: Flexibility, Visionary, Trustworthiness, Exemplary, Adaptable, persuasive, Openness, Patience, Firmness, Empathy, Critical thinking, Consistency and Fairness.
2.2.4. Enabling Environment:
a. Willingness of top management to embrace change,b. Communication and interpersonal skills of HRO,c. Availability of fund for re-skilling of employees,d. Employees sincerity in providing feedback,
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2.3. HR OFFICER AS ADMINISTRATIVE EXPERT
2.3.1 Definition:
The role of HR Officer as an Administrative Expert refers to the involvement of HR for the continuous improvement of HR processes to optimize operational efficiencies of the organization.
2.3.2 Responsibilities:
a. Ensure accurate and up to date HR information in the systemKey Performance Indicator: 100% accuracy of the information in the CSIS.
b. Ensure compliance with relevant laws/rules and regulations/procedures.Key Performance Indicator: Zero HR Audit Observation.
c. Monitor and evaluate planned HR Programs.Key Performance Indicator: Percentage of Annual HR Plans and Programs implemented.
d. Re-engineer the HR Processes and system to enhance transparency, accountability and efficiency in operation.Key Performance Indicator: System and process put in place, TAT reduced.
e. Ensure timely implementation of HR plans (Transfers, PMS, Promotions, Training. Etc).Key Performance Indicator: 100% implementation of HR Plans.
2.3.3 Knowledge, Skills and Aptitude:
Knowledge: The Constitution of Kingdom of Bhutan, Civil Service Act of Bhutan 2010, Bhutan Civil Service Rules and Regulation (All Chapters), Labor Act, Processes and protocol of CSIS, Monitoring and Evaluation tools, Result Based management, OD, Counseling, HRM and HR Principles
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Skills: Basic ICT, Discrete, Decisive, Analytical, Facilitation, Commitment, Continuous learning, Reflection, Team building and Negotiation.
Aptitude: Proactive, Diligent, Ethical, Exemplary, Firmness, Diligent, Initiative, Critical Thinking, Dynamic, Fair and just, Influential and Integrity.
2.3.4 Enabling Environment:
a. Management confidenceb. Functional independence of HROc. Adequate support staffd. Clearly established rules and regulationse. Standard Operating Procedures in placef. Add features in CSIS to make it HRIS
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2.4 HR OFFICER AS EMPLOYEE CHAMPION
2.4.1 Definition:
The roles of HR Officer as an Employee champion refers to recognizing the employees concerns and needs and provide opportunity to enhance the morale and commitment towards better performance.
2.4.2 Responsibilities:
a. Institute mechanism to understand the concerns and needs of the employeeKey Performance Indicator: Mechanism instituted.
b. Enhance morale of the employees through appropriate HR interventions.Key Performance Indicator: Number of HR interventions implemented.
c. Facilitate conducive work environment to the management.Key Performance Indicator: No. of recommendations made.
d. Represent employees to the management/HRC.Key Performance Indicator: No of representative made and issues addressed.
2.4.3 Knowledge, Skills and Aptitude:
Knowledge: Counseling, Coaching, Mentoring, Reward System, PMS, Knowledge on OHS, Lean Management and the Details of the employees.
Skills: Effective Communication, Problem Solving, Decisive, Analytical,
Leadership, Team building and negotiation. Aptitude: Empathy, Influential, Passionate, Cooperative, Initiative,
Friendliness
2.4.4 Enabling Environment:
a. Availability of fundb. Support from both management and staff
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2.5 HR OFFICER AS INTEGRITY ADVOCATE
2.5.1 Definition:
The role of HR Officer as Integrity Advocate refers to strengthening organizational integrity through establishment of integrity infrastructure comprising, education, prevention and compliance.
2.5.2 Responsibilities:
a. Institutionalize implementation of Standard Operation Procedures (SOP) in the agency.Key Performance Indicator: SOPs developed (HR) and ensure implementation in sectors.
b. Promote values of ethics and integrity through education programs such as induction Program of employees, training on ethics and integrity and monitoring.Key Performance Indicator: No. of education programs conducted.
c. Ensure effective management of Asset Declaration.Key Performance Indicator: Percentage of compliance to Asset Declaration.
d. Ensure effective management of gift rules.Key Performance Indicator: Gift recording mechanism instituted.
e. Ensure effective management of conflict of interest.Key Performance Indicator: Mechanism to identify and manage CoI instituted.
f. Develop integrity vetting mechanism in recruitment of employees and act as liaison officers for integrity vetting for other agencies.Key Performance Indicator: Integrity vetting mechanism developed and implemented.
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g. Establish Mechanism to receive information or complains on misconduct and breach of civil service code of conducts. Key Performance Indicator: Mechanism established.
h. Facilitate/Ensure proper investigation on misconducts/compliant and appropriate actions are taken.Key Performance Indicator: Number of investigation facilitated.
i. Must ensure that civil service remains apolitical.Key Performance Indicator: No individual civil servants face administrative/HR actions due to involvement in the political affairs of the nation.
j. Ensure effective implementation of Civil Service Code of Conduct and Administrative Discipline as per Chapter 3 and 19 of the BCSR 2012. Key Performance Indicator: No individual civil servants face administrative/HR actions due to breach of Civil Service Code of Conduct.
2.5.3 Knowledge, Skills and Aptitude:
Knowledge: Policies and procedures of organization, Training and learning mode, Asset Declaration Rules and Regulations, Gift Rules, Integrity vetting, Development of network of HROs and Basic administrative interviewing skills, Civil Service Code of Conduct (Chapter 3, BCSR 2012), Administrative Discipline (Chapter 19, BCSR 2012).
Skills: Effective Communication, Problem Solving, Analytical, Leadership, Team building and negotiation, ICT and Decision making.
Aptitude: Empathy, Persuasive, Firmness, Fairness, Influential, Passionate,
Cooperative, Initiative, Friendliness and Discrete.
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2.5.4 Enabling Environment:
a. Knowledge, support and priority accorded by leadership to strengthening integrity in organization,
b. Support from stakeholders such as RCSC, RAA, ACC, Government etc to sustain the initiatives
c. Support from staff from the organization,d. Role models by leaders and HROs in upholding values of ethics and
integritye. Patience and professionalism of HROs in promoting integrity in the
organizationf. HROs are able to raise matter of concerns on integrity without fear of
reprisal
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PART B- TERMS OF REFERENCE FOR ADMINISTRATIVE ASSISTANT (HR ASSISTANT)
CHAPTER 3: Role of Administrative Assistant (HR Assistant)
Under the direct supervision of the Chief/Dy. Chief/Senior/Human Resource Officer, Administrative Assistants (HR Assistants) in ministry/agency/Thromde shall perform the following roles and responsibilities:
3.1 Maintain up to date information in CSIS
a. Update non-sensitive information of employee’s CV in the CSISb. Process online for recruitment, selection and appointment for regular/
contract for approval by RCSCc. Process online for study leave approval by RCSCd. Update leave in CSISe. Update continuing education (Class X & XII) details in the CSISf. Update short term training details in the CSIS on completion of
training g. Update promotion, separation in the CSISh. Process transfer and update joining i. Enter PE ratings in the CSIS
Knowledge & Skills required:a. ICT knowledgeb. Knowledge on CSIS protocolsc. Knowledge on BCSR/PD
Key Performance Indicator:a. Accurate CV’s of employee b. Completed all HR Process on time c. Online process rejection reduced to less than 5%
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3.2 Provide Human Resource Management Services
3.2.1 Recruitment a. Advertise vacancy in media and upload in websiteb. Receive applications and check documentsc. Compile and submit to HRC for short list of candidates for interviewd. Submit documents to the RCSC and draft appointment order on
receiving EIDe. Open and maintain personal file/service book
3.2.2 Promotiona. Receive and verify/scrutinize promotion proposalsb. Compile and prepare summary sheet and checklist for promotionc. Draft promotion order d. Carry out pay fixation upon grant of promotione. Draft letter of regret for promotion proposals not endorsed by the
HRCf. Draft revoke letter g. Update promotion details in the personal file/service bookh. Compile and calculate PE ratings and submit to HRO for verification
3.2.3 Promotion through Open Competitiona. Advertise vacancy in media and upload in websiteb. Receive applications and check documentsc. Compile and submit to HRC for short list of candidates for interviewd. Issue office ordere. Submit documents to the RCSCf. Update personal file/service book
3.2.4 Transfer a. Prepare and submit list of employees due for transfer as per BCSRb. Draft transfer/relieving/joining orderc. Update personal file/service book
3.2.5 Separationa. Receive application and verify service obligations (voluntary
resignation)
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b. Submit list of employees due for superannuation c. Draft separation/sanction/relieving order and other correspondencesd. Calculate retirement benefitse. Update personal file/service book
3.2.6 Leavea. Receive leave application and verify b. Draft sanction order for leave, encashment and LTCc. Draft joining order after completion of Leaved. Maintain proper record of staff attendance and leavese. Update leave in personal file/service book
3.2.7 Annual Increment/ Allowancesa. Draft sanction orderb. Update in personal file/service bookc. Process increment for civil servants who reaches salary ceiling
3.2.8 Civil Service Awarda. Verify and update list received from the RCSCb. Submit list endorsed by HRC to the RCSC
Knowledge & Skills required:a. MS Office knowledgeb. Advance knowledge on Office Productivity c. Hands on training on Pay fixation and etcd. Refresher course on BCSR/PDe. Communication skillsf. Interpersonal relationship skills
Key Performance Indicator:a. Reduced number of HR audit memosb. 100% up to date information in PF/SBc. Reduced the number of complaints on HRM services
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3.3 Provide Human Resource Development Servicesa. Receive and verify documents for training/studiesb. Compile and complete formsc. Verify eligibility criteria as per the checklistd. Draft correspondences and office orderse. Update personal file/service book
Knowledge & Skills required:a. HRD processesb. Institute/University accreditation system/listc. Hands on training on calculation of dates, training obligation and etcd. Refresher course on BCSR, PD/career progressione. IT skills (MS word and excel)f. Official correspondences and English proficiency
Key Performance Indicator:a. Timely process/implementation of training programsb. Reduced number of HR audit memosc. 100% up to date STT information in PF/SB and CSISd. Reduced the number of complaints on HRD services
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3.4 Civil Service Welfare a. Issue office order on one month preparatory time to superannuating
civil servants at least one month in advance;b. Inform all superannuating civil servants to complete the post
retirement documentation formalities at the earliest to facilitate timely payment of admissibility(ies);
c. Ensure all required documents in the checklist are obtained prior to processing of separation;
d. Facilitate and process retirement benefits on time, online or offline as per convenience;
e. Collaborate with agencies concerned for efficient delivery of pension, provident fund, group insurance scheme and other benefits at least two weeks after all documents have been submitted by the superannuating civil servant;
f. Follow up with the Accounts Officer on the delivery of cheque/deposit of retirement benefits to the retiree’s account;
g. Coordinate the superannuation ceremony in respective agencies as per RCSC guidelines;
h. Submit a monthly status update on the superannuating civil servants to the RCSC one month after relieve of civil servants from the Agency as per Form 2.2;
i. Submit a list of civil servants who are interested in attending Retirement Planning services whenever made available by the RCSC; and
j. Extend formal invitation to superannuated civil servants in National events.
k. Maintain up-to-date information about the members and submit to the WU the information on the following:
i. Recruitment of new members (submit Form 3.2 in original);ii. New recruits opting not to join the scheme (submit Form 3.6 in
original)iii. Transfer of members both to and from the agency;iv. Separation of members other than death (submit Form 3.7 in
original to withdraw CSWS membership. The form should be accompanied with a copy of separation order).
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l. Collect Form 3.3 from members to update their nomination as the incidences (birth, divorce, death, etc.) occur.
m. Submit the executive summary of the nomination updates made by the members accompanied by the photocopy of Form 3.3;
n. Verify relevant supporting documents are submitted as required along with Claim Form (Form 3.5).
o. submit the claim online for approval/regret to the RCSC;p. Submit monthly reports to the WU on the semso payment, along with
the copies of Form 3.5 and supporting documents. This report should be routed through the HR Committee;
q. Print “semso” payment receipt and attach with Form 3.5;
Knowledge & Skills required:a. ICT knowledgeb. Knowledge on Civil Service Welfare Scheme
Key Performance Indicator:a. Ensure that the retirement benefits are provided timelyb. Ensure that superannuation ceremony is implemented c. Ensure “semso” payments are made on time and properly.
3.4.3 Serve as Custodian of Official Documentsa. Develop systematic and proper documentation of official documentsb. Ensure secrecy of confidential documentsc. Provide all necessary documents during conduct of HR Auditing
Knowledge & Skills required:a. Filing system and documentationb. Work ethics and Integrity (conflict of Interest)c. Record keeping
Key Performance Indicator:a. Proper documents maintained
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PART C: HUMAN RESOURCE OFFICER’S COMPETENCY DEVELOPMENT FRAMEWORK
The HR Officers’ Competency Development Framework is a document which specifies the knowledge and skills required by the Human Resource Officer as per their terms of reference to perform their roles and responsibilities ranging from normal day to day functions to strategic roles. Based on the framework, three levels HRO’s Competency Development Program (CDP) will be designed and provided to all the HR Officers ranging from Assistant Human Resource Officer to Chief Human Resource Officers in a successive manner.
Objective:
To fulfill our mission and vision of building a highly motivated, dynamic and professional civil service guided by highest standard of integrity to promoting good governance in pursuit of Gross National Happiness, the Human Resource Division in any organization is considered to be the backbone of the organization as the success of the organization depends on how well the employees of the organization is managed, developed, professionalized and motivated. Hence, our focus is to address the tactical requirement of the HR Officers, empowering them with knowledge and tools to advance their understanding of the employee management and development. Accordingly, the terms of reference (TOR) of the HR Officers have been developed with following five roles:
1. Strategic Partner2. Change Agent3. Administrative Expert4. Employee Champion 5. Integrity Advocate
To successfully carry out their roles and responsibilities effectively and in an efficient manner as per the TOR, the solutions are in the form of following three levels of Competency Development Programmes (CDP):
1. CDP Level- I2. CDP Level- II3. CDP Level- III
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A. HRO’s COMPETENCY DEVELOPMENT PROGRAMME I (CDP I)
The HR Management level I programs aim at building a stronger understanding of HR practices through the application and creating stronger alignments between the organization and HR goals. The program equips generalist and early HR practitioners with knowledge and skills required to execute the normal day to day HR practices at their workplace. The program will equip the HR Officers with the knowledge and skills to carry out more of the operational roles.
Target Group:1. Asst. HR Officers2. HR Officers
B. HRO’s COMPETENCY DEVELOPMENT PROGRAMME II (CDP II)
This program is aimed at supporting the employee in enhancing their knowledge, skills, efficiency and performance. The program has been designed to equip HR Officers with the necessary knowledge, tools and resources needed to develop, implement and evaluate the effectives of the employee in an organization. The program will equip the HR Officers with the knowledge and skills to carry out more of the tactical roles.
Target Group:1. Sr. Human Resource Officers2. Dy. Chief Human Resource Officers
C. HRO’s COMPETENCY DEVELOPMENT PROGRAMME III (CDP III)
The program is aimed at driving the HR Strategy within organizations in a way that contributes to the success and improvement of the service delivery and the achievement of organizational goals. The program has been design to enable HR Offices to align human capital analytics with organizational goals and HR strategy by leveraging data and metrics to make the HR functions a more effective and efficient one. This program will also help HR Officers build effective people management skills that drive efficiency for the organizational performance. After the successful completion of the program, the HR Officers will be able to play more of leadership roles in an organization. The program
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will equip the HR Officers with the knowledge and skills to carry out more of the strategic roles.
Target Group:1. Chief Human Resource Officers
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re.
o
Shou
ld b
e ab
le to
fore
cast
the
HR
requ
irem
ent a
nd a
ccor
ding
ly c
arry
ou
t the
wor
kfor
ce p
lann
ing
Faci
litat
e th
e co
nduc
t of f
ree
and
fair
recr
uitm
ent a
nd se
lect
ion
o
Ensu
re e
ffect
ive
man
agem
ent o
f co
nflic
t of i
nter
est w
hile
cond
uctin
g re
crui
tmen
t pro
cess
Faci
litat
e th
e co
nduc
t of f
ree
and
fair
re-
crui
tmen
t and
sele
ctio
n
o
Shou
ld b
e ab
le to
mai
ntai
n th
e co
nfi-
dent
ialit
y of
the
sens
itive
info
rmat
ion
on re
crui
tmen
t pro
cedu
res
o
Ensu
re e
ffect
ive
man
agem
ent o
f co
nflic
t of i
nter
est w
hile
cond
uctin
g re
crui
tmen
t pro
cess
(bot
h in
pla
nnin
g an
d se
lect
ion
stag
es)
o
Shou
ld b
e ab
le to
car
ry o
ut re
crui
t-m
ent p
roce
dure
with
out a
ny la
pses
an
d di
scre
panc
ies i
n ap
plic
atio
n of
ru
les a
nd p
roce
dure
s.
Ass
es th
e so
cio-
econ
omic
situ
atio
n of
the
natio
n an
d ca
rry
out t
he H
R pr
ojec
tions
of
the
chan
ging
the
serv
ices
The
HR
Dep
artm
ent s
houl
d ca
rry
out t
he
wor
kfor
ce p
lann
ing
that
shou
ld a
lign
diffe
r-en
t act
iviti
es a
nd im
agin
e th
eir i
mpa
ct o
n th
e pe
ople
.
o
Shou
ld b
e ab
le to
alig
n al
l the
act
ivi-
ties t
oget
her a
nd id
entif
y th
eir p
os-
sible
impa
ct o
n th
e em
ploy
ee.
Faci
litat
e th
e co
nduc
t of f
ree
and
fair
re-
crui
tmen
t and
sele
ctio
n
o
Shou
ld b
e ab
le to
des
ign
a m
echa
nism
to
pre
vent
corr
uptio
n du
ring
recr
uit-
men
t pro
cess
.
o
Shou
ld b
e ab
le to
iden
tify
the
cor-
rupt
ion
risk
area
in th
e re
crui
tmen
t pr
oces
s.
24 | excellence in the civil service
Trai
ning
Req
uire
-m
ents
•O
verv
iew
of b
est p
ract
ice
recr
uitm
ent
and
sele
ctio
n
•Jo
b an
alys
is an
d w
ritin
g po
sitio
n de
scrip
tions
•K
now
ledg
e C
ivil
Serv
ice
Act
, and
Re
gula
tions
•K
now
ledg
e on
CSI
S pr
otoc
ols
•Sk
ills i
n co
nduc
ting
fair,
equ
itabl
e an
d tr
ansp
aren
t com
pete
ncy
base
d re
crui
tmen
t and
sele
ctio
n pr
oces
ses.
o
Plan
ning
the
proc
ess
o
Sele
ctin
g to
ols a
nd te
chni
ques
o
Com
pete
ncy
fram
ewor
ks a
nd a
s-se
ssin
g co
mpe
tenc
y
•W
orkf
orce
pla
nnin
g –
the
basic
s
•O
verv
iew
of b
est p
ract
ice
recr
uitm
ent
and
sele
ctio
n
•St
rate
gic H
R pl
anni
ng a
nd w
orkf
orce
re
quire
men
ts
•D
evel
opin
g ta
ctic
al p
lans
for H
R te
ams
•Sk
ills i
n co
nduc
ting
fair,
equ
itabl
e an
d tr
ansp
aren
t com
pete
ncy
base
d re
crui
t-m
ent a
nd se
lect
ion
proc
esse
s.
o
Plan
ning
the
proc
ess
o
Sele
ctin
g to
ols a
nd te
chni
ques
o
Com
pete
ncy
fram
ewor
ks a
nd a
s-se
ssin
g co
mpe
tenc
y
o
ICT
Kno
wle
dge
rele
vant
in re
crui
t-m
ent a
nd se
lect
ion
•St
rate
gic H
R Pl
anni
ng a
nd W
orkf
orce
Pl
anni
ng w
ithin
and
acr
oss a
genc
ies
•Se
tting
HR
polic
y an
d di
rect
ion
•O
verv
iew
of b
est p
ract
ice
recr
uitm
ent
and
sele
ctio
n
•Se
tting
pol
icy
and
proc
edur
es fo
r fai
r, eq
uita
ble
and
tran
spar
ent H
R po
licie
s
excellence in the civil service | 25
Prog
ram
Lev
elH
RM
P I
HR
MP
II
HR
MP
III
Leve
l of S
cope
O
pera
tiona
l Rol
eTa
ctic
al R
ole
Stra
tegi
c Rol
e
Tale
nt, D
evel
opm
ent a
nd R
eten
tion
(Tra
inin
g, tr
ansf
er, d
eput
atio
n an
d pr
omot
ion)
Role
s and
Res
pons
i-bi
litie
s as p
er te
rms o
f re
fere
nce
and
beha
v-io
ral i
ndic
ator
s
Stra
tegi
cally
dev
elop
ed H
RD p
lans
as p
er
the
orga
niza
tiona
l goa
ls an
d ob
ject
ives
:
•A
ble
to id
entif
y kn
owle
dge
and
skill
gap
s
•A
ble
to a
sses
s the
trai
ning
bas
ed o
n pr
iorit
ized
pro
gram
s/pr
ojec
ts.
HR
Dev
elop
men
t pro
gram
s im
plem
ente
d as
per
the
rule
s and
regu
latio
ns o
f the
civi
l se
rvic
e
•En
sure
com
plia
nce
with
the
rel-
evan
t rul
e an
d re
gula
tion
gove
rn-
ing
trai
ning
and
dev
elop
men
t.
•En
sure
com
plia
nce
to ru
les a
nd
regu
latio
ns g
over
ning
tran
sfer
, pr
omot
ion,
dep
utat
ion
Enha
nce
the
perf
orm
ance
thro
ugh
skill
de
velo
pmen
t of e
mpl
oyee
as p
er th
e ch
ang-
ing
job
prio
rity
•Sh
ould
be
able
to id
entif
y th
e cr
iti-
cal s
kills
of t
he H
R re
quire
d fo
r the
ne
w jo
b du
e to
chan
ging
prio
rity
•M
ust e
nsur
e th
at tr
aini
ng is
impl
e-m
ente
d ba
sed
on n
eed.
Keep
up
with
soci
al, e
cono
mic
, leg
islat
ive
and
tech
nolo
gica
l tre
nds t
hat i
mpa
ct o
n hu
-m
an re
sour
ces i
n th
e or
gani
zatio
n
•Sh
ould
be
able
to id
entif
y th
e tr
aini
ng n
eeds
that
will
ena
ble
to
empl
oyee
s to
perf
orm
in th
e ne
w
wor
king
env
ironm
ent (
Ex. T
echn
ol-
ogy)
•Sh
ould
be
able
to c
arry
out
impa
ct
asse
ssm
ent o
f the
trai
ning
for
empl
oyee
s
•Sh
ould
be
able
to c
arry
out
bud
get-
ing
proc
ess i
n th
e H
R D
evel
opm
ent
plan
.
•Sh
ould
hav
e kn
owle
dge
on in
ter-
natio
nal b
est p
ract
ices
rega
rdin
g em
ploy
ee p
erfo
rman
ce a
nd H
RD
aspe
cts
HR
Dev
elop
men
t pro
gram
s im
plem
ente
d as
per
the
rule
s and
regu
latio
ns o
f the
civi
l se
rvic
e
•En
sure
com
plia
nce
with
the
rele
vant
ru
le a
nd re
gula
tion
gove
rnin
g tr
ain-
ing
and
deve
lopm
ent
Esta
blish
and
impl
emen
t HR
Dev
elop
men
t an
d M
anag
emen
t Pol
icie
s.
•M
ust e
nsur
e a
flow
of f
utur
e ta
lent
in
an
orga
niza
tion.
•Sh
ould
be
able
to a
sses
and
ana
lysis
th
e po
or p
erfo
rman
ce o
f the
org
a-ni
zatio
n
•Sh
ould
be
able
to a
sses
and
ana
lyze
th
e pr
oces
s of t
he o
rgan
izat
ion
26 | excellence in the civil service
Ensu
re a
ll tr
aini
ng p
roce
ss u
pdat
ed in
CSI
S an
d m
aint
ain
up to
dat
e in
form
atio
n of
the
empl
oyee
:
•Sh
ould
be
thor
ough
with
CSI
S pr
otoc
ols a
nd tr
aini
ng p
roce
ss
Ensu
re th
ere
are
no si
ngle
eth
ical
issu
es
in th
e im
plem
enta
tion
of th
e tr
aini
ng
prog
ram
mes
.
•M
ust b
e th
orou
gh w
ith th
e ci
vil
serv
ice
code
of c
ondu
ct.
•Sh
ould
hav
e kn
owle
dge
on co
nflic
t m
anag
emen
t
The
HR
Dep
artm
ent s
houl
d be
wor
king
to
war
ds e
nhan
cing
Org
aniz
atio
n In
tegr
ity
and
prev
ent c
orru
ptio
n.
•M
ust e
nsur
e co
mpl
ianc
e to
civi
l se
rvic
e co
de o
f con
duct
and
eth
ics
of e
mpl
oyee
•M
ust e
nsur
e th
at p
rom
otio
ns
gran
ted
with
out b
ias o
r pre
judi
ce
•Sh
ould
ens
ure
that
trai
ning
and
st
udie
s sho
uld
be g
iven
bas
ed o
n th
e ne
ed n
ot b
ased
on
the
post
and
au
thor
ity.
Mus
t ens
ure
that
tran
sfer
and
re-d
eplo
y-m
ent s
houl
d be
don
e in
such
a w
ay th
at
ther
e is
no b
rain
dra
in.
•K
now
ledg
e an
d sk
ills s
houl
d be
un
iform
ly sp
read
acr
oss t
he ci
vil
serv
ice
agen
cies
HRD
pro
gram
s im
plem
ente
d as
per
the
rule
s and
regu
latio
ns o
f the
civi
l ser
vice
•Sh
ould
be
able
to d
raft
and
inst
i-tu
tiona
lize
HR
man
agem
ent a
nd
deve
lopm
ent p
olic
y an
d ru
les.
•En
sure
com
plia
nce
with
the
rele
vant
ru
le a
nd re
gula
tion
gove
rnin
g tr
ain-
ing
and
deve
lopm
ent o
f the
civi
l se
rvan
ts.
Car
ry o
ut a
n or
gani
zatio
n au
dit t
hat f
ocus
es
on a
sses
sing
key
capa
bilit
ies t
he o
rgan
iza-
tions
requ
ires f
or su
cces
s and
thei
r im
plic
a-tio
ns fo
r sta
ffing
, tra
inin
g, co
mpe
nsat
ion,
co
mm
unic
atio
n an
d ot
her H
R pr
actic
es
•Sh
ould
be
able
to id
entif
y w
ays t
hat
can
posit
ivel
y le
ad a
nd m
otiv
ate
peop
le th
roug
h cu
ltura
l or o
rgan
iza-
tiona
l cha
nge
excellence in the civil service | 27
Trai
ning
Re
quire
-m
ents
•Be
st p
ract
ice
in tr
aini
ng a
nd d
evel
-op
men
t
o
Link
s to
HR
proc
esse
s
o
Com
pete
ncy
Ass
essm
ents
•O
verv
iew
of t
he T
rain
ing
Cyc
le –
be
st p
ract
ice
desig
n an
d de
liver
y
•O
verv
iew
of c
ondu
ctin
g a
trai
ning
ne
eds a
naly
sis –
indi
vidu
al le
vel
•O
rgan
izat
iona
l Cha
nge
– co
m-
mun
icat
ion
skill
s and
stak
ehol
der
enga
gem
ent
•Be
st p
ract
ice
in tr
aini
ng a
nd d
evel
-op
men
t
o
Link
s to
HR
proc
esse
s
o
Com
pete
ncy
Ass
essm
ents
•O
verv
iew
of t
he T
rain
ing
Cyc
le –
be
st p
ract
ice
desig
n an
d de
liver
y
•O
verv
iew
of c
ondu
ctin
g a
trai
ning
ne
eds a
naly
sis –
indi
vidu
al le
vel
•O
rgan
izat
iona
l Cha
nge
– co
m-
mun
icat
ion
skill
s and
stak
ehol
der
enga
gem
ent
•O
verv
iew
- bes
t pra
ctic
es o
f re-
depl
oym
ent a
nd tr
ansf
er st
rate
gies
.
•D
ata
anal
ysis-
HRD
asp
ects
•Re
sear
ch a
nd a
naly
tical
skill
s
Best
pra
ctic
e in
trai
ning
and
dev
elop
men
t:
o
Link
s to
HR
proc
esse
s
o
Com
pete
ncy
Ass
essm
ents
Dev
elop
ing
HR
Dev
elop
men
t and
Man
age-
men
t pol
icie
s:
o
Usin
g H
R m
etric
s and
dat
a
o
Con
duct
ing
orga
nisa
tiona
l re
view
s and
audi
ts
o
Impl
emen
ting
polic
y an
d ch
ange
Org
anisa
tiona
l Cha
nge
– co
mm
unic
atio
n,
stak
ehol
der e
ngag
emen
t, th
e ch
ange
cyc
le
and
emot
iona
l res
pons
es to
chan
ge, m
oni-
torin
g ch
ange
and
cond
uctin
g ev
alua
tions
28 | excellence in the civil service
Prog
ram
Lev
elH
RM
P I
HR
MP
II
HR
MP
III
Leve
l of S
cope
Ope
ratio
nal R
ole
Tact
ical
Rol
e St
rate
gic R
ole
Perf
orm
ance
Man
agem
ent (
Ann
ual P
erfo
rman
ce A
ppra
isal
and
Sep
arat
ion)
Role
s and
Res
pon-
sibili
ties a
s per
te
rms o
f ref
eren
ce
and
beha
vior
al
indi
cato
rs
The
indi
vidu
al p
erfo
rman
ce o
f the
em
ploy
ee
shou
ld b
e al
igne
d w
ith th
e or
gani
zatio
nal g
oals
•A
ble
to c
arry
out
OD
Exe
rcise
(red
e-pl
oym
ent a
nd ri
ght s
izin
g) a
nd m
onito
r th
e pe
rfor
man
ce o
f the
indi
vidu
al a
nd
orga
niza
tion.
Impl
emen
t per
form
ance
man
agem
ent s
yste
m a
s pe
r the
CSA
and
BC
SR 1
.
•Sh
ould
hav
e go
od k
now
ledg
e on
per
-fo
rman
ce ap
prai
sal a
nd fo
rce
rank
ing
conc
ept.
Prov
ide
nece
ssar
y H
R In
terv
entio
ns to
per
form
-er
s and
non
-per
form
ers a
s the
requ
irem
ent o
f BC
SR a
nd C
SA.
Link
ing
tool
s, sy
stem
s, pe
ople
and
pro
cess
to
geth
er to
mot
ivat
e em
ploy
ees t
o w
ork
at th
eir
peak
•Sh
ould
be
able
to d
efine
per
form
ance
ou
tcom
es
•Sh
ould
be
able
to p
rovi
de n
eces
sary
H
R In
terv
entio
ns to
per
form
ers a
nd
non-
perf
orm
ers a
s the
requ
irem
ent
of B
CSR
and
CSA
.
•Sh
ould
be
able
to id
entif
y th
e ca
use
(apa
rt fr
om co
mpe
tenc
y ga
p) o
f poo
r pe
rfor
man
ce o
f the
em
ploy
ee a
nd
advi
ce th
e m
anag
emen
t for
nec
essa
ry
actio
ns.
Lead
ing
and
man
agin
g
•Sh
ould
be
able
to
unde
rsta
nd-
ing
both
the
busin
ess d
river
s and
th
e or
gani
zatio
n w
ell e
noug
h to
id
entif
y pe
rfor
man
ce i
ssue
s an
d an
alyz
e the
ir im
pact
on
shor
t and
lo
ng te
rm o
rgan
izat
iona
l goa
l.
•Sh
ould
be
able
to
assis
t m
anag
-er
s in
ac
hiev
ing
effec
tive
and
prod
uctiv
e w
ork
envi
ronm
ent
thro
ugh
the
prov
ision
of
appr
o-pr
iate
and
tim
ely
advi
ce/a
ssis-
tanc
e
Shou
ld b
e cre
dibl
e to
line m
anag
ers f
or
them
to ta
ke in
con
sider
atio
n of
you
r ad
vice
:
•Sh
ould
be
able
to
prov
ide
nec-
essa
ry H
R In
terv
entio
ns t
o pe
r-fo
rmer
s an
d no
n-pe
rfor
mer
s as
th
e re
quire
men
t of
BC
SR a
nd
CSA
.
•Sh
ould
be
able
to fo
reca
st p
oten
-tia
l obs
tacl
es to
succ
ess o
f org
ani-
zatio
n an
d es
tabl
ish m
echa
nism
to
ove
rcom
e th
e ob
stac
le fo
r bet
-te
r per
form
ance
of t
he e
mpl
oyee
excellence in the civil service | 29
Prov
idin
g op
port
unity
to e
nhan
ce th
e m
oral
e an
d co
mm
itmen
t of e
mpl
oyee
for b
ette
r per
form
ance
•
Shou
ld b
e ab
le to
inst
itute
feed
back
sy
stem
to u
nder
stan
d th
e ne
eds a
nd
conc
erns
of t
he e
mpl
oyee
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Shou
ld b
e ab
le to
com
mun
icat
e th
e iss
ues
and
conc
erns
of t
he e
mpl
oyee
to M
anag
e-m
ent.
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ould
be
able
to a
dmin
ister
the
exit
man
agem
ent p
roce
ss o
f the
supe
rann
uat-
ing
civi
l ser
vant
The
HR
divi
sion
shou
ld e
nsur
e th
at P
erfo
rman
ce
Man
agem
ent S
yste
m is
impl
emen
ted
as p
er th
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idin
g ru
les a
nd p
erfo
rman
ce o
f the
em
ploy
ee
shou
ld b
e m
onito
red
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ould
be
able
to d
evel
op S
OP
for a
ll th
e D
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tmen
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func
tions
to
redu
ce T
AT
•Sh
ould
be
able
to m
onito
r the
SO
P an
d TA
T
shou
ld b
e ab
le to
impl
emen
t the
civi
l ser
vice
w
elfa
re sc
hem
e as
per
the
fram
ewor
k de
velo
ped
by R
CSC
Build
ing
mom
entu
m a
nd m
anag
ing
resis
tanc
e to
Cha
nge
•Sh
ould
be
able
to re
cogn
ize
the
reas
ons
for r
esist
ance
•
Shou
ld b
e ab
le to
dea
l with
resis
tanc
e w
ith ri
ght c
hang
e m
anag
emen
t str
ateg
y. •
Shou
ld b
e ab
le to
com
mun
icat
e th
e ch
ange
pro
cess
and
clea
r the
misc
on-
cept
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amon
g th
e st
aff
Repr
esen
t Man
agem
ent w
ith e
mpl
oyee
s as
chan
ge is
initi
ated
and
impl
emen
ted:
•Sh
ould
be
able
to co
mm
unic
ate
the
chan
ging
prio
rity
and
proc
ess o
f the
or
gani
zatio
n to
the
empl
oyee
.•
Shou
ld b
e ab
le to
conv
ey th
e co
mpe
l-lin
g re
ason
s for
chan
ge
•C
reat
ing
a co
nduc
ive
wor
king
en
viro
nmen
t for
the
empl
oyee
to
perf
orm
at th
eir p
eak
•Sh
ould
be
able
to c
arry
out
per
-fo
rman
ce
revi
ew
and
perf
or-
man
ce co
achi
ng
•Sh
ould
hav
e pe
rson
al c
redi
bilit
y to
be
high
ly re
gard
ed b
y th
e em
-pl
oyee
•Sh
ould
be a
ble
to d
esig
n an
d re
c-om
men
d a
OH
S to
man
agem
ent
Cre
atin
g a c
orru
ptio
n fr
ee w
orki
ng en
-vi
ronm
ent i
n th
e or
gani
zatio
n fo
r bet
-te
r per
form
ance
of t
he p
eopl
e
Inte
rest
s of
the
em
ploy
ees
shou
ld b
e re
cogn
ize s
o th
at th
e cha
nge i
nitia
tives
ca
n be
adju
sted
to m
ake t
he em
ploy
ees
feel
mor
e co
mfo
rtab
le w
ith th
e ch
ang-
es th
at o
ccur
:
o
Shou
ld b
e ab
le t
o re
cogn
ize
the
psyc
holo
gica
l be
havi
or
of
the
empl
oyee
s
o
shou
ld b
e ab
le t
o dr
aft a
nd i
n-st
itutio
naliz
e re
war
d an
d be
nefit
po
licy
30 | excellence in the civil service
Trai
ning
Req
uire
-m
ents
•O
verv
iew
of b
est p
ract
ice
perf
orm
ance
m
anag
emen
t
•C
ondu
ctin
g eff
ectiv
e pe
rfor
man
ce
revi
ew d
iscus
sion
•Pr
ovid
ing
advi
ce to
man
ager
s reg
ard-
ing
good
per
form
ers a
nd m
otiv
atin
g th
em, a
nd su
b-st
anda
rd p
erfo
rmer
s
•M
anag
ing
sub-
stan
dard
per
form
ance
•M
anag
ing
the
exit
proc
ess,
colla
ting
exit
inte
rvie
w in
form
atio
n
•Sh
ould
hav
e eff
ectiv
e co
mm
unic
atio
n sk
ills
•K
now
ledg
e an
d sk
ills o
n co
rrup
tion
risk
man
agem
ent
•K
now
ledg
e an
d sk
ills o
n va
rious
inte
g-rit
y m
anag
emen
t too
ls
•O
verv
iew
of b
est p
ract
ice
perf
orm
ance
m
anag
emen
t:
o
Perf
orm
ance
targ
ets,
mea
sure
-m
ent a
nd m
onito
ring
acro
ss te
ams
and
the
orga
niza
tion
o
Perf
orm
ance
coac
hing
staff
and
m
anag
ers
•C
ondu
ctin
g eff
ectiv
e pe
rfor
man
ce
revi
ew d
iscus
sions
•Pr
ovid
ing
advi
ce to
man
ager
s reg
ard-
ing
good
per
form
ers a
nd m
otiv
atin
g th
em, a
nd su
b-st
anda
rd p
erfo
rmer
s
•Sh
ould
be
able
to id
entif
y pe
rfor
man
ce
issue
s and
ana
lyze
its i
mpa
ct o
n Sh
ort
Term
& L
ong
Term
org
anan
izat
ion
goal
.
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ould
hav
e eff
ectiv
e co
mm
unic
atio
n sk
ills
•K
now
ledg
e an
d sk
ills o
n co
rrup
tion
risk
man
agem
ent
•K
now
ledg
e an
d sk
ills o
n va
rious
inte
g-rit
y m
anag
emen
t too
ls
Ove
rvie
w o
f bes
t pra
ctic
e pe
rfor
-m
ance
man
agem
ent
o
Perf
orm
ance
targ
ets,
mea
sure
men
t and
m
onito
ring
acro
ss th
e or
gani
zatio
n o
Revi
ewin
g pe
rfor
man
ce
agai
nst o
rgan
izat
iona
l ta
rget
s and
stra
tegi
eso
Prov
idin
g ap
prop
riate
an
d tim
ely
advi
ce to
m
anag
ers a
bout
mot
ivat
-in
g an
d m
anag
ing
staff
Prov
idin
g ad
vice
to m
anag
ers r
egar
d-in
g go
od p
erfo
rmer
s and
mot
ivat
ing
them
, and
sub-
stan
dard
per
form
ers
o
Man
agin
g su
b-st
anda
rd
perf
orm
ance
o
Perf
orm
ance
coac
hing
o
Kno
wle
dge
and
skill
s on
corr
uptio
n ris
k m
anag
e-m
ent
o
Kno
wle
dge
and
skill
s on
vario
us in
tegr
ity m
anag
e-m
ent t
ools