Australian Aid __sssnlae Gemma PAHRODF Department of Foreign Affairs and Trade (<4 CIVIL SERVICE COMMISSION = Competeneg-Baged Reerattment SaiseboonForeword Guided by the 2030 vision of becoming Asia’s leading center of excellence for Strategic HR and CD and driven by the mission, “Gawing Lingked Bayani ang Bawat Kewani" (Make every government employee a servantiero), the Civil Service Commission (CSC), through its partnership with the Philippines-Australia Human Resources and Organisational Development Facility, embarked on a project dubbed as the Development and Institutionalization of Competency-Based Human Resource Systems (CBHRS) in the Public Sector of the Philippines in September 2011. The project aimed to integrate competencies in the Human Resource Systems in the CSC first, starting with recruitment, ‘The Commission recognizes the fact that hiring and retaining the best employees will lay the foundation for developing high performing, competent and credible civil servants, As Jim Collins aptly stated, "Great vision without great peopie is irrelevant.” Alter all, an organization is only as good as the people it hires and retzins, The recruitment process is much like lowering a fishing rod on a lake and looking for the best fish to catch. Catching the right fish takes a while, and you might have to Iook elsewhere across the lake. ‘Only a particular pool of fishes will be attracted to the bait, and a sttategy is needed to sclect and reel them in. The Competency-Based Recruitment is the strategy. Not only does it narrow down the selection but il also gives the HR practitioners the appropriate tools to select and hire the right people. This CSC Competency-Based Recruitment Guidebook shares the CSC's experience of integrating competencies in the recruitment process. The Guidebook is a snippet of the CSC's Competency-Based Recruitment, Selection and Placement Process User's Guide. It thus illustrates CSC's recruitment and selection practices and procedures. While unique to the CSC experience. the Guidebook nonetheless aims to be a model in competency-based recruitment, helping agencies develop their own HR practices toward HR excellence. FRANCISCO/T. DUQUE III, MD, Msc Chairman,itTable of Contente Foreword Competency-Based Recruitment Guidebook What is Competency-Based (CB) Recruitment? Why is there a need for a CB Recruitment? Steps in the CB Recruitment, Selection and Placement yok Sd Develop a Competency Framework/Model Prepare an Assessment Plan Create Assessment Groups Identify Sources of Talents Publish/Advertise Vacancies Screen/Shortlist Candidates Conduct Evaluative Assessment Conduct Contingent Assessment Decide on Who to Appoint Conduct Onboarding oN aww Ne 10 16 17 18Table of Contente ANNEXES A ~ Sample Competency Table B - Sample Position Profile C - Sample Competency-Based Job Description D- Sample Competency-Based Recruitment Policy E - Sample Personal Data Sheet (PDS) F - Sample Publication G- Sample Letter Reply to Submit Additional Document/Information H- Sample Letter Reply - for Qualified Applicants I - Sample Individual Applicant's Profile J - Sample Letter Reply - for Not Qualified Applicants K - Sample Written Examination Rating Form L - Sample BEI Guide M- Sample BEI Rating Form 21 22 23 25 28 46 50 54 55 56 57 58 63 66Competencg-Based Recruitment Guidebook he poe E l 4 ae AdWhat is Competencq-Based Recruitment? Competency-based (CB) recruitment focuses on the search for candidates that can demonstrate the behaviourally defined characteristics that have been proven to lead to successful/superior performance in the vacant post sought to be filled. A competency-based recruitment relies on the use of varied assessment tools that determine the behavioural and technical competencies of the candidates. Competencies are defined as observable, measurable and vital knowledge, skills and attitudes which are translations of capabilities deemed essential to organizational success. (CSC Competency Development Manual) A combination of knowledge, skills and attitudes associated with high performance on the job; sometimes includes self-image, social motives, traits, thought patterns, mind-sets, and ways of thinking, feeling and acting; these are characteristics that individuals have and use in appropriate, consistent ways in order to achieve desired performance. Whq CB Recruitment? 1. Competencies serve as objective guide in the assessment of candidates; hence it improves accuracy in assessing candidate's fitness to a particular job 2. Competency-based recruitment minimizes hiring errors as it helps prevent interviewers and selectors from assessing interviewees on the basis of characteristics that are not relevant to the job or from making hasty decisions. 3. Competency-based recruitment leads to a standardized or structured selection process since the same metrics are used to assess all applicants to the same position. 4, Competency-based recruitment provides clarity for the recruiters and AA candidates as well about the requirements for the vacant position to be filled.Steps in the CB Recruitment, election and Placement atep 1. Develop a Competency Framework/Model. ‘A competency model/ftamework consists of the following: 1. Competency Table A competency table provides vital information on the organization’s competency requirements. It includes the following: * Competency Title/Name which indicates the competency being described; * Competency Definition which states the broad application of Knowledge Skills and Attributes which the competency captures. It is a description of the competency including the critical few tasks and outcomes required for the competency to be demonstrated;* Competency LevellRubric approximates the degree of proficiency for specific competencies based on a list of behavioural indicators. It reflects Ele tprear cama expertise eaeec level providing the) omnis on which succeeding levels build on. Thus, a person demonstrating a particular competency at an Advanced level is presumed to have acquired and demonstrated Basic and Intermediate levels as a matter of course. * Core Descriptions of the Rubrics which illustrate the knowledge, skills and abilities required for the specific competency levels and provides work or performance samples that typify each of the levels; and * Behavioural Indicators which ate descriptive measures of behaviour that are used to approximate the presence (or absence) of required competencies. Please see Annex A for a Sample Competency Table. 2. Position Profile A Position Profile shall be created for each position in the organization which shall contain a listing of the required competencies as well as proficiency levels for said position. Please see Annex B for a Sample Position Profile. 3. CB Job Description The CB Job Description describes the general function of the Unit/Section and of the position. It also includes a statement of duties and responsibilities of the position, the reporting relationships, qualification standards and competencies required of the person to successfully perform the job. Please see Annex C for a Sample Competency-Based Job Description. 4. CB Recruitment Policy This part of the framework provides the guidelines and procedures in selecting the best qualified and most competent candidate for the vacant Position. Please see Annex D for a Sample Competency-Based Recruitment Policytep 2. Prepare an Ascesement Plan. The assessment plan includes the vacancies, the activities, the schedules and the personnel involved. More importantly, it highlights the different competencies to measure and the various strategies to assess these competencies per position.atep 3. Create Acsecament Groups. In cases when assessment is conducted by the HR Office in collaboration with other offices in the organization, assessment groups like Raters, Interviewers and Background Investigators may be created in addition to the Personnel Selection Board (PSB). ‘The assessment groups may be composed of * Head of the Office and Division or Line Manager of the office where the vacancy exists, and * Officials and employees who have been trained on behavioural event interviewing and in the conduct of background investigation for recruitment purposes.atep 4. Identity sources of Talents. Talents may come from inside or outside the organization. Internal candidates for vacant positions may be sourced from top performers, recipients of employee awards or referals from managers and/or supervisors. For external candidates, the HR may consider agencies, both private and public, where best applicants may be possibly sourced. These agencies may be included among areas for posting of vacancies. Moreover, talents may be sourced from job fairs, campus recruitment, and professional associations.atep 5. Publich/Advertise Vacancies. To generate a wide base of applicants, vacant positions should be published. Publication may be online (website), in the Bulletin of Vacant Positions in the Government (Central and Regional Offices), posting in at least three conspicuous places in the company premises, during flag raising ceremony announcements, and other modes deemed appropriate and responsive. ‘The publication should contain the following information: * Position title, salary grade and equivalent, item number, and place of assignment; * Qualification standards particularly: education, experience, training and eligibility, and required competencies; + General description of the functions of the Office and the statement of the duties and responsibilities of the vacant position; + List of requirements (e.g. Personal Data Sheet, Performance Ratings for the last two (2) rating periods etc.) Please see Annex E for a Sample Personal Data Sheet. * Contact information for submission of application (e.g. contact person, office, telephone/fax numbers, email address, etc.) * Deadline for submission of application; and + Information on the schedule of the assessment, whenever possible Please see Annex F for a Sample Publication.Step 6. dereen/ahortlist Candidates. Once a wide base of applicants has been generated, there is a need to screen/shortlist applicants to determine who are qualified ro undergo the next assessment phase. Screening assessment methods seek to narrow a pool of job applicants down to a smaller group of job candidates (Phillips & Gully, 2012) ‘The following steps may be undertaken in screening candidates. 1, Check completeness of requirements and data submitted and evaluate applicants’ qualifications against the approved Competency-Based Qualification Standards (required Education, Experience, Training, Eligibility and Competencies) 2, Based on the evaluation made, write a lerter to the applicants on the status of their applications and provide information on the next steps to be done. 3. In case of any deficiency, providel send reply with advice or instructions to comply. A sample letter is shown in Annex G. 4, If found qualified, provide information on the schedule of the actual assessment. Prepare profile of applicants to include qualifications such as Education, Training, Experience and Education; performance ratings for the last two (2) rating petiods; and other relevant information. Please see Annex H for Sample Letter Reply to Qualified Applicants and Annex I for Sample Individual Applicant’ Pro A 5. If not qualified, the letter should contain the reason for disqualification or non inclusion of an applicant in the assessment. Please see Annex] - Sample Reply to Not Qualified Applicanttep 7. Conduct Evaluative Acgesament. ‘After the inital screening, qualified candidates will be subjected to further assessment using evaluative assessment methods to determine the top candidates who will be recommended for possible hiring. ‘As competencies and performance are the focus of the recruitment and selection process, it is important to assess candidates on the core, organizational, leadership and technical competencies identified in the position profiles. In order to ensure a more holistic and valid evaluation of candidates, a combination of various strategies may be employed to include Written Examination, Skills Test or Work Sample Test, Behavioural Event Interviews (BEI), Background Investigation (BI) and others. 10Aesesement atrategies 1, Written Test, Skills Test or Work Sample Test and Personality Test. ‘The written test is administered to the applicants to determine the person profile vis-a-vis the position profile (the actual competencies vs. the required competencies). The skills test or work sample test, on the other hand, assesses the applicant's technical competencies, while the personality test measures the applicant's behavioural tendencies in different situations. ‘The assessment of the technical competencies should be conducted in collaboration with the Head of the Office and Division or Line Managers where the vacancy exists. This should consider the functions of the vacant position and the ‘critical incidents’ or ‘commonly occurring situations’ that the successful candidate will experience on a day-to-day basis and must be able to master to be considered a good performer. In the conduct of written tests, it is important to take note of the following: + Have the same set of raters for all applicants to a vacant position for uniformity of raters’ standard. sure anonymity of examinees/applicants to avoid raters' bias. + The raters should be given ample time to rate the Written Test papers and A Written Examination Rating Form should be devised for this purpose. (Please see Annex K for the sample WE Rating Form). * Should there be wide disparity in the ratings given and whenever practicable, the raters shall convene to calibrate and come up with a consensus rating. * Test administrators should ensure clarity of instructions to examinees. For applicants to skills, trades and crafts positions, instructions may be given in the local dialect. A A *A 2. Conduct of Behavioral Event Interview (BEI) BEI is an interview technique that aims to get behaviour-based examples of past performance. It is based on the principle that past behaviour predicts future behaviour. Its primary goal is to collect detailed and complete information about the candidate relative to a specific competency and motivational fit to predict how the candidate will perform in the job. ‘The best way to predict how the candidate will perform in a job is to collect and examine examples on how he o she performed in similar situations in the past. The BEI style of interview seeks responses using the STAR format: situation (S) in which the candidate acted or the task (T) the candidate faced, the actions (A) the candidate took, and the results (R) of these actions. STAR Approach Situation or Task Ss ey A R Action Result A sample BEI question to elicit behaviours reflective of Delivering Service Excellence is “Describe a time when you had to ask questions and carefully gather information in order to understand the exact nature of a customer's issue or problem.” To encourage the interviewee to give a response in the STAR format, follow- up questions such as “What steps did you take to resolve the issue?” and “What was the result?” shall be asked. 12Steps in the conduct of BEl Step 1. PREPARING FOR THE INTERVIEW + Review candidate's materials (PDS/Resume and other supporting documents) * Prepare to conduct the Key Background Review * Do not seek information already found in the PDS/Resume * Note for unclear areas for which you need more information (e.g. job experiences; employment gap, educational background and training). * Prepare the Planned Behavioral Questions * Review the competency definitions and key words. * Modify questions to better fit the candidate's experience. * Decide if the order of the questions should be changed. * Develop additional questions, if necessary. * Estimate the time allotment for each competency to ensure that all required competencies will be covered. Step 2. OPENING THE INTERVIEW * Greet the candidate, stating your name, position, and Office you come from. * Explain the interview's purpose to make sure you and the candidate get the information needed to make good decisions. * Describe the interview plan. + Explain that you will take notes throughout the interview * Make the transition to the Key Background Review. 13Step 3. CONDUCTING THE INTERVIEW * Conduct the key background review * Proceed with the planned behavioural questions per competency. * Ask follow-up questions if necessary. Step 4. CLOSING THE INTERVIEW * Ask any additional questions you believe will help you clarify and complete your notes + Provide information about the position, organization ot location and ask if the candidate has any questions. * Ask the candidate what might prevent him or her from accepting the offer, if one was made. + End by explaining the next steps in the selection process and thank the candidate for a productive interview. 14Tips in the conduct of BEI: * Prior to the conduct of the interview, the panel of interviewers should discuss and identify the competencies each of them will focus on. * A guide may be used to ensure uniformity/standard in the conduct of interview by the interviewers. A BEI Rating Form for note-taking and rating the interviewees’ responses may also be used, * After the interview, the panel of interviewers should calibrate and come up with a consensus rating, They should likewise agree on the brief competency narrative report following the Situation, Tasks, Actions and Results (STAR) format to justify the rating given to the applicants. 3. Conduct of Background Investigation (BI) The background investigation aims to get vital information about the applicant, such as, but not limited to, competencies, performance records and other information that may affect or predict performance. The information shall likewise supplement or validate assessments done on the applicants’ competencies. * The BI may be done either through face-to-face or phone interview or through the use of feedback form. * A 360-degree assessment should be adopted to include applicant's supervisors, peers, and subordinates, if any, in the current or previous employment. * For applicants who are fresh graduates or have no employment record, the BI may be conducted in the school from where the applicants graduated. Respondents in the BI will also include the references indicated in the form submitted. 15atep &. Conduet Contingent Accessment. Once a shortlist of top candidates is established, further assessments may be done to finally determine who will be hired. A job offer will only be made after final determination of a candidates’ fitness to work through medical examination. * The top candidate should be required to submit, within a reasonable period, a medical assessment and certification of fitness to work. In case of fitness, the job offer shall be made. * Should the top candidate fail the medical assessment or was deemed unfit to work, the next top candidate shall be asked to submit the requirements. He/she shall be offered the position if assessed to be fit to work,atep 9. Decide on who to appoint. ‘The Hiring Officer/ Appointing Authority shall judiciously decide on appointments based on competency results and in accordance with existing recruitment, selection and placement policiesStep 10. onboarding. HR shall organize an orientation program for new employees which shall include: + completion of employment-related paper works; + company profile, organizational structure and work relationships; + organizational goals and policies; * conditions of employment; * code of conduct and company benefits; and + Job description. In addition, a focal person or “buddy” should be designated in each office of the organization to orient their new employees and provide support as necessary. 12References: Sulliva, John and Burnett. April 17, 2006. Recruiting Using a Competency-Based Approach. (Online). heep://www.ere.net/2006/04/17/recruiting-using-a- competency-based-approach/ Phillips, Jean M. and Gully, Stanley M. Strategic Staffing ( 2nd Edition). New Jersey: Prentice Hall, Upper Saddle River, 2012. 1920ANNEXESuayaca aaa yo anna 5.989 aleuews 01519929) 29 swomodwa pue 96D 242 UME amyn> 32495 yo usr 24 40} cde peal ay ssoworsna e saopedd ‘warsts a8u2yp 22uan gu 2peqpaay s9poyayeis uo paseg HonI2p aay ui siuatwanasdt suonnjo# ura an seule Ajannseeud jouw spuedso4 pue spoau stepjouayes saved)onue spegpaay svauoisn9 uo poseg swuowxosdut pose spuawwons4/soL2.4uy TuWSEIBE ana aoyuas a suonewadsa 2ulpeanxe ‘hq a2yms sowossn 1W9\a0%2 up sord uy gu era aya sare Jona} oop on paveaaye susuen 03 piedss yim s292u!piogs ov aouepins pu sowpe S9piAc vessa2su 99 dew sessowo1sns 01 ueneuuoyul adwoad unos plone pue 7223003 Jo lod uorsho a4p sey uom 5300 40 2402s ays puotog sussouco ye sosuusads jana 02 520,00 TESA 3G AE Se ssaui0ysn9 01 uo rawosa aie vein atpaja ‘spuepuers ‘may “reSs=DeU 69 Nee Ingsso296 @ wowojdus foerneaing 243 uluonenys fuonjpue> seed s20496 ‘dev peow 359 2440 980/04 vO suawo¥sn> oy _uun 2y1.Aq pavanqep oq o1se2pues {p spiepueis pur ‘ow punoie ‘sasson0ud wounnnoi 29 Annex A - Sample Competency Table swuca5y hq sueneviadia puespaau | paseq anjeapur peau siopjoyayers | -wnyaup pue ‘seamas,jo Aianiap ayy | ‘sanqod puesains3592%5e9 pue | stoye21pU) proyaie%s speaare ARueysIsuc) yey seuquspipue sszedmauy | uldnaes pue eumanns s959 suite remoneyss “suueweunbas pur spuepueys ondins9q, aingyns ao1asas 359 sedeus pue sping ue seyuapt sanedenuy uo3sna 03 anjea sppe pue sania 109, wowuaans: ‘cpNWnOY aivIGaWa8iNT ene “UODEISTSS BORD 6 FAB] WOU BT UIETE Gi SWBSIANE eNTHS||s pue sTosuNeD "qSENIe SNRUCESAI SNOT spre O ANGE STL | wORIUNEG Tousyeduoy ‘2oua|ja9x3 a2iniag Bulsanliag 905) fossaduny tune yrauuy <Annex B [aan de [ad Ald [Rain age [Rain ide 1 [ais Aide Vi [dis Aas. Ha Vb [Admin Oca seaveticlan seenaty fort [Media Production speaaist! [Admin OFcer Legal sistant nto Systems Analyt Persone Spedalist [admin Ofcom stain spect! investgater Plannin officer information OFicer [Computer Programmer [Ramin OFcar [Perconnel specaist Enaineer farenect Nurse [Comp Maint Techno it srawem Special investigator i Public Relations Ofc Planning Offcer information Dicer senor PS nto Tech Oficart wee Rese larerney Special invertgater Wy spect investigator V Suporising suporising AO nto Tech Offcar im engineer lubrarion v Engineer v [ower CSC POSITION PROFILE sonned Foon Pe 23Annex B - cont. POSITIONS lene Ao [chet Accountant lee asst [conciiacor lamomeyy [attorney vi [Head exec asst Director rector [ast. Commissioner 1 Exempiying Integrity DSE-Datvering Service Excellence SPIAD - Solving Problems and Making Decisions MP Managing Performance BC- Building Commitent DP -pevelopina People PN Partnering and Networking 1S Thinking tatescaly 1C-teading Change (Coaching fr Rasults 24. CSC POSITION PROFILEAnnex C - Competency-Based Job Description Republic of the Philippines [4. POSITION TITLE (as authorized by DBM) JOB DESCRIPTION FORM BC-CSC Form No. 1 {C8 revised version No.1 ‘as cf Api 20%2) ADMINISTRATIVE OFFICER | [2 ITEM NUMBER IS) SALARY GRADE ‘ADOF1-37-2005 10 [4 FOR LOCAL GOVERNMENT POSITION, ENUMERATE GOVERNMENTAL UNIT AND CLASS () provincial (.) 4st Class () 5th Class: () aaty () 2nd Class () 6th Class. ©) municipality (.) 3rd Class. () Special () 4th Class DEPARTMENT, CORPORATION OR AGENCY LOCAL GOVERNMENT [6 BUREAU OR OFFICE Civil Service Commission Integrated Records Management Office lz DEPARTMENT / BRANCH / DIVISION [S| WORKSTATION PLACE OF WORK Records Center and Archive Division Central Office, Quezon City IS) PRES, APPROP ACT 10, PREV.APPROP AGT |11. SALARY AUTHORIZED [12 OTHER Phpt7.255.00 / mo, ACAIPERA 73, POSITION TITLE OF IMMEDIATE SUPERVISOR _|14, POSITION TITLE OF NEXT HIGHER SUPERVISOR Division Chef Director Ill and Director IV 15. POSITION TITLE, AND ITEM OF THOSE DIRECTLY SI UPERVISED. (ifmore than seven (7) Ist only by their item numbers and tites) None 16. MACHINE, EQUIPMENT. TOOLS, ETC., USED REGULARLY IN PERFORMANCE OF WORK +. Computer 7, CONTACTS / OLIENTS | STAKEHOLDERS 47a, Internal Occasional Frequent 7b, External Occasional Frequent Execulive / Managerial rr} |Supervisors O Non-Supervisars we Staff © Oy ), O) O) (General Public other Agencies Others (Please Specify) q) O QQ) (*) O 0 48. WORKING CONDITION [Office Work Field Work ‘Other's [Please Spacily) 0 19, BRIEF DESCRIPTION OF THE GENERAL FUNCTION OF THE UNIT OR SECTIONAnnex C - cont. Formulates policies and rules on the management of civil service records, and monitors the implementation of these: policies at the CSC central and ragional level. It serves as repository of the Commission's various non-current/inactive records [20._ BRIEF DESCRIPTION OF THE GENERAL FUNCTION OF THE POSITION (Job Summary) Responsible for venticalionvaulhontication of Civil Service oligiblities by mamntaining_lficient records as well as providing frontline services to the general public to ensure prompt and accurate informsion to clients requesting for public infermation an civil service personnel [24 QUALIFIGATION STANDARDS. Zia, Education ib. Experience Pie. Training 21d. Eligibility Bachalors Degree None required None required Career Service (Professional) / Second Level Eligibility 2ie, Core Competencies ‘Competency Level 1. Exemplifying Integrity Acknowlecigas and respects authonly, and demonstrates readino: accepting and complying with rates. 2. Delivering Service Excellence Complies with CSC's established standards of delivery or service level agroements and dolivers oxpliot raquiremants of customers. 3. Solving Problems and Mal Providos timely solutions fo nrabloms and decision dlemmas that have clearcut options andlor choices end whose solutions are available and cant be accessed from @ database or gloaned from an existing policy or process. 1 Zif_ Organizational Competencies ‘Competency Level 1. Demonstrating Personal Effectiveness Responds effectively lo guidelines and feedback on one's performance, well being and feaming discipline. 2. Speaking Effectively Etfectivoly dolwors messages thai simply focus on dota, facts or information and requires minimal preparetion or can be supported by available communication materials, 3. Writing Effectively Rofers to andlor uses existing communication materials or templates to produco own waitin work 4. Championing and Applying Innovation Demonstrates an awareness of basic principles of innovation, 5. Planning and Delivering Dasigns and implomonts plans focused on one's funetional group or area of focus and involving team members from the same group. 6. Managing Information 2 1Annex C - cont. Collects, organizes and maintains data, Zig. Leadership Competoncies ‘Competency Level Not Applicable [22:_ STATEMENT OF DUTIES AND RESPONSIBILITIES (Technical Compotencios) ‘Competency Level 22a, Records Management: 1 Demonsiraies base silis and knowledge in information Technology. Applies basio undoretancing ane requires asstatens to apply technical skis and alpays Limited knovtexge of tochotogios. 1. Verifies eligibilties and validates identify ofthe individual using Master Lists (MLs) and Picture Seal Plans (PSPs) to ensure accuracy of information 2. Authenticales Certificate of Elgibilly (COE) by signing on the duplicate or printed copy of cerificate as requested by clients ‘3. Annotates correction of personal information in the hlLs to reflect and ensure ‘eccuragy and accountsbilty in public records released by the Commission; 4, Updates record of eluibles upon receipt of amendments by encoding information in the Certificates of Eligibility (COE) information system lor easy rettieval of records, 5, Maintains olfice records by sorting, binding and fling the same for eficiant reference, search and retrieval 6, Prepares transmittal ist of communication documents for mailing for records purposes, 7. Provides frontline services by answering queries and request on verification” certifieation/authentication of Civil Service eligbilties, personnel recorde/ CSC issuances and resolutions/SALN and correction of personal information through oral or written communication in accordence with the AntiRed Tape 22b. Information Technology: 1 Gemonstrates basic shils and knowledge in Information Technology. Applies bbasie understanding and requires assistance to apply technical skilis andatsplays limited knowledge of technclogies. 1. Encodes stalus of requastiquerios in the Data Tracking and Management ‘Sysem (DTMS) to facilitate tracking of incoming and outgeing communication like memoranda, letters, reports and transmitted materials, 2c, Performs other related tasks a5 may be assigned from time to timo. [23._ ACKNOWLEDGMENT AND ACCEPTANCI Thave recaived a copy of this jab description. has been discussed with me and | have freely chosen fo comply with the performance and behavior/conduct exoectations contained herein. Employee's Name, Date and Signature ‘Supervisor's Name, Date and Signature 27Annex D - CSC ENHANCED COMPETENCY-BASED RECRUITMENT AND PROMOTION POLICIES {CSC -ECBRPP) 1. OBJECTIVE These Policies seek to provide and institutionalize a competency-based recruitment and promotion of talents to positions in the Civil Service Commission (CSC), COVERAGE The CSC ECBRPP shall caver all positions in the first and second level including the executive and managerial positions such as Directors Il, Ill and IV, Assistant Commissioner and Executive Director IV. DEFINITION OF TERMS The following terms and phrases, as used in this CBRPP, are hereby dofined, described and qualified, for better understanding and appreciation. Some of these terms are already mentioned or used in existing CSC policies and shall remain as defined or described: 1, Administrative Support Positions are those which perform work requiring competencies to use office tools, and machines and equipment, to file and maintain records and to provide coordination. administrative services and support to executive, managerial, supervisory and even technical staff. 2. Assessment is a measurement pmcess or method which involves multiple evaluation techniques, including various forms of job-related simulations and may include interviews and psychological tests and other forms of job screening activities. 3. Assessment Center — Measures job candidates’ competencies by putting them through a series of simulations and exercises that reflect the typical challenges of a job they ara applying for such as role playing or simulation, in-baskat exercises, case studies and leaderless group discussion. 4, Behavioral Event Interview is an interview technique which Is anchored on the Principle that past behavior/performance predicts future benavior/performance. Its primary goal is to collect detailed and complete information about the candidate's past accomplishmentsfexperisnces that will determine how he/she will perform or what behaviors will he/she manifest and also fail in similar situations in the future 5. Competencies are observable, measurable and vital knowledge, skills and attitudes that are translations of capabilities deemed essential for organizational success. Knowledge is the understanding acquired through learning; skills are the 28Annex D - cont. capabililies acquired through practice; and attitudes are beliefs, feelings and values which predispose people to act in certain ways. The following competencies are critical to the successful performance of functions in the Commission: 5.1 Core Competencies ‘elate to the organization's values, mission and strategy. These competencies apply to all officials and employees across Offices. 5.2 Organizational Competencies are competencies required from a majority of positions to manage the organization's business operations to achieve its goals/objectives, 5.3 Leadership Competencies are competencies that relate to skills needed to perform managerial work and process. 5.4. Technical Competencies are competencies that pertain to specific bodies of knowledge and skills required to perform the defined activities in an industry, function or job. 6. Competency-based Qualification Standard is a statement of the minimum. requirements for 2 position which shall include education, experience, training and eligibility, plus the required competencies for @ position. 7. Ethics Oriented Personality Test (EOPT) is an assessment instrument that determines behavioral tendencies and personal profile of an applicant. It operationalizes the five-factor model which organizes personality traits into five broad traits or domains, namely emotional stability, extraversion, openness to ‘experience, agreeableness and conscientiousness, 8. Executive/Managerial Positions refer to professional, technical and scientific positions, the functions of which are managerial in character, exercising management over people, resource, and/or policy and exercising functions such as planning, organizing, directing. coordinating, controlling and overseeing the activities of an organization, @ unit thereof or a group, requiring some degree of professional, technical or scientific knowledge and experience, application of managerial skills required to carry out basic duties and responsibilities involving leadership, functional guidance and control. These positions require intensive and thorough knowledge of a specialized field 9. Group Discussion is a form of an oral exam which involves the exchange of views and ideas among the applicants grouped altogether to talk about or share insights on an assigned topic or issu. 10. Mission-Critical Competencies are the competencias that are essential in the attainment of the Commission targets in the Scorecards.Annex D - cont. 11.Next-in-Rank refers to a position which, by reason of the hierarchical arrangement of positions in the Commission, is determined to be in the nearest degree of relationship to a higher position. 12. Personnel Selection Board is a duly constituted body which shall assist the appointing authority in the judicious and objective recruitment and selection of personnel for appointment in the career service. 13. Recruitment and Promotion Policy is a statement of guidelines, policies and procedures followed in selecting the best qualified and most competent candidate for the vacant position. 14. Supervisory Positions refer to professional, technical and scientific positions in the agency which have the responsibility of overseeing the work of an organizational unit charged with a major and specialized activity. For this purpose, a supervisor shall be one who plans, programs, delegates tasks and evaluates performance of employees, monitors work outputs, maintains morale, discipline and teamwork among employees, develops cooperation and ensures a well-coordinated workforce, and coordinates and cooperates with other organizational units within the CSC. 15. Talent Sourcing is locating qualified individuals and labor markets from which to recruit. 16. Technical or Non- Supervisory Positions refer to positions that require work with some level of difficulty, requiring moderate to high level degree of analysis, judgment and creativity. These positions require a bachelor’s degree and a career service professional or second level eligibility or passing the board/bar ‘examination for positions covered under special laws. 17. Work Sample Tests require a candidate to perform observable work tasks or job-related behaviors to predict fulure job success. IV. BASIC POLICIES AND PROCEDURES: ‘The Office for Human Resource Management and Development (OHRMD) in the Central Office and the Human Resource Division (HRD) in the Regional Office (RO) shall undertake continuous proactive talent sourcing. As such, these units shall actively search for right talent by joining career fairs, campus recruitment, partnering and networking, and other innovative modes of sourcing, 1. On Publication of Vacancies a) The OHRMD/HRD shail comply with the provisions of Republic Act No. 7044 (RA No. 7041) otherwise referred to as the Publication Law, and other existing policies on publication of vacancies. All positions, except those which are coterminous to the appointing official, shall be published in the Bulletin of Vacant Positions or newspaper of general circulation,Annex D - cont. b) Dissemination of vacancies may also be made through: Bullotin Boards of CSC Central and Regional Offices and other agencies or institutions; 2. CSC Website: 3. PhiklobNet: 4, flag raising ceremony announcements; and 5. Other modes deemed appropriate and responsive. ©) The required competency-based Qualification Standards (QS) which include the education, experience, training and eligibility, plus the competencies of the positions shall be indicated in the publication. Other information for publication shall include: position title, salary grade and salary of the position; general description of the functions of the vacancy: item number and place of assignment: what, when and where to submit; and deadline for submission of applications. msens 2. On Receipt and Evaluation of Applications/Candidates a) Ones a position becomes vacant and upon publication thereof, all interested applicants (extemal or internal) shall signify their interest in writing to the OHRMD or to the HRD, for the CSCRO, for inclusion in the assessment b) For vacancies in the first and second level positions, all qualified next-in-rank employees shall be automatically considered candidates for promotion. However, OHRMD, for a vacant position in the Central Office or HRD of the Regional Office with a vacancy, shall prepare a shortlist of the top 10 nextin- rank candidates per vacant position using as basis, current competency assessment results and latest performance ratings. OHRMD or HRD shall inform these employees of assessment details. These shortlisted next-in-rank candidates shall signify their interest or non-interest to the vacancy by indicating this information and by submitting the form that shall be sent by OHRMD/HRD. Non-submission of this form to OHRMD would mean that the nextin-rank candidate waives his/her right to be included in the assessment, The shortlisting of qualified applicants by OHRMD and HRD shall not be done for executive and managerial positions starting Director II In instances when the performance reparts for the last rating period are not yet available, the performance ratings for the previous semesters shall be used in preparing the shortlist. This may happen when the semester has just ended and performance reports have yet to be prepared, or reviewed or deliberated on by the Office Performance Management Team. While the employee will be initially included in the roster of applicants/candidates, the latest performance aAnnex D - cont. ratings, however, shall still be subrnitted and used in the computation of the applicant's final assessment rating. Should the applicant get a performance rating below Very Salistactory, he/she shall be automatically disqualified for further assessment ©) The shortlisted qualified next-in-rank and other internal or external applicants who expressed interest to the position shall be considered in the assessment phase. d) No deliberation by the PSB shall be conducted during the 10-day publication period of the vacant position, ©) To have a pool of potential candidates, the OHRMD/HRD shall continuously receive and initially evaluate applicants who may be considered for assessment for future vacancies. } Applicants must be given adequate information about the Commission, the office and division where the vacancy exists and the functions of the position to be filled. A video or powerpoint presentation may be viewed or write-ups on the office, division, and position may be read by the applicants prior to taking the written examination or the conduct of Behavioral Event Interview for them to be certain of their interest in and fitness to the organization. 9) Assessment results are valid for a period of two years, reckoned from the date the PSB signs the assessment results. As such, the results of competency assessment of an applicant for a particular position may be used when this, applicant signifies interest to another position. Said applicant shell be assessed ‘on competencies to which he/she has not been assessed. h) Applicants with pending administrative cases shall not be disqualified from anplying for promotion during the pendency of the case. In case there is already an executory judgment against the applicant, he/she may be promoted only after serving the period of suspension or the number of days he/she was fined Employees who have been given the penalty of demotion shall be disqualified for promotion for one (1) year. i) No applicant shall be discriminated in the selection process on account of gender, civil status, disability, religion, ethnicity or political affiliation 3) An employee may apply for @ higher position only after having performed the duties and responsibilities of the position he/she currently holds for at least @ year provided he/she got a performance rating of at least Very Satisfactory (VS) in the last two rating periods prior to application k) Applicants from within CSC or from other government agencies who are applying for the same or comparable positions shail be evaluated based on the existing policies of the Commission, and shall undergo screening if found qualified. This is to onsure that the applicant meets the competencies required of the position,Annex D - cont. 3. }) CSC employees who have retired, resigned or transferred to other government offices shall undergo the regular process of assessment to be considered for reemplayment in the Commission. This is to ensure that these employees are assessed based on the competencies required of the position m) Applicants who are on scholarship, study grant, training (either local or foreign) ‘on bar or board review, on approved leave of absence { 10 include but not limited to maternity leave, prolonged sick or vacation leave), may file their applications and undergo assessment should they be found qualified, n) The OHRMD/HRD shall inform applicants of the evaluation results of their applications within three (3) working days from receipl of signed Resolution and appointment to the position. ‘On Performance Ratings a) Applicants should have obtained a performance rating of at least Vory Satisfactory (VS) for the last two rating periods preceding the assessment. b) Applicants who are requesting for transfer to CSC should also have a performance rating of at least VS for the last two rating periods preceding the ‘transfer from the former office. ©) Applicants who are on scholarship, study grant, training (either local or foreign), bar or board raview, on approved leave of absence (matomity leave, prolonged sick or vacation leave), shall use the performance ratings of the last rating periods before the grant or leave of absence. On Assessment Tools and Methods a) Assessment forms, tools and procedures for the different positions shall assess competencies, motivational and organizational fitness to ensure a standard measure across applicants and offices b) The OHRMD and the HRD shall ensure that assessment tool procedures are complied with, in accordance with the hareit based guidelines, methods and competency- c) The OHRMD, PSBs and ERPO shall work together and may involve heads of offices in developing assessment tools and establishing databank of test items. The RO PSBs shall adopt the assessment tools and precedures of the cO PSB. d) The OHRMD/HRD shall administer competency-based written exams and the EOPT to the applicants. The OHRMD/HRD and a pool of raters that may be establisned by the Commission, shall check and rate the test papers/answer sheets of applicants for the competency-based written exams. Only those who will get a rating of at least two (2) in all the mission-critical competencies shallAnnex D - cont. 9) hy proceed to the next phase of assessment which is the conduct of behavioral event interview. For skills and trades and crafts positions, work sample test shall be administered to applicants before the written examinations. The OHRMD/HRD and those in the pool of interviawers. shall conduct Behavioral Event Interview (BEI) to the shortlisted applicants for the rank and file positions. CHRMD/HRD shall submit the assessment results to the CO/RO- PSB. ‘The PSB for Directors Il and Il or the Commission for the Director IV, Assistant Commissioner and Executive Director IV shall directly interview the applicants for executive and managerial positions. Upon receipt of the assessment report from OHRMD/HRD, the PSB has three options: one, it may decide to transmit the assessment results to the ‘Commission or Regional Director should it find the assessment procedures compliant with standards and the assessment results and report in order; two, it may conduct another BE! of the top five assessed candidates to further validate competency assessment, and three, it may conduct another BEI or other types of assessment should it find the necessity for such. The OHRMD/HRD and a pool of Background Investigators shall conduct the Background Investigation (Bl) on the top five assessed candidates for a vacant position This is to elicit additional information and facts from their supervisors, subordinates, peers at work, either through conduct of interviews or responses, to @ prepared questionnaire or feedback form. For multiple vacancies of same position title, example is five (5) Chief Personnel Specialist positions, about 2 to 3 top assessed candidates per vacancy shall be considered. As such, the top ten (10) candidates shall be subjected to BI. For applicants with no work experience yet, the BI shall be done on school officials and references provided by the candidates. ‘The Commission or Regional Director shall assess the merits of the PSB’s assessment and recommendation and appoint the applicant deemed best qualified to fill the vacancy. The Commission or Regional Directors shall indicate their first two choices for a vacant position. The first choice candidate shall be required to undergo medical assessment prior to the issuance of appointment. Should the medical assessment resulls show thal the applicant is unfit to work, the next choice of the Commission or the Regional Director shall be required to undergo medical assessment and offered the position if found fit to work as certified by a Physician. For this purpose, the results of medical assessment conducted in less than a year may be used.Annex D - cont. ‘The CSC Medical Consultant shalll determine the diagnostic tests that may be required for the candidates. 5. On Participation of the Heads of Offices/Division with Vacancies ‘The Head of Office or division where the vacant position exists shall: a) Participate in the development of assessment tools and suggest or offer exemination questions or test items thet may be specific to the office vacancy; and b) participata in assessment activities io. BEI or PSB doliberations for all positions. 6. On Assessment Forms The OHRMD/HRD shall prepare the following assessment forms to guide the appointing authority in the judicious selection of applicants. These forms are altached for reference: a) A Profile which contains basic information as follows: education, computation of relevant or supervisory training and experience as required, and eligibility; results of the Ethics Oriented Personality Tests; and other essential information placed under the Remarks Column. b) The Background Investigation Form which focuses on additional information gathered on the applicant's work history (positions held, past and present employers, leave, performance and disciplinary records, achievements, etc.) competencies and functional areas, personal and work values, interpersonal relationships, medical history and other information that may affect or forecast performance. The BEI method shall be used to gather these data ©) The Individual Competency Assessmont and Motivational Report which includes the position profile, the competency assessment results (WE, Skills Test and BEI scores including the narrative report) and the motivational fitness score of the candidates. The motivational fitness score is not computed in the overall rating but may determine applicant's fitness to the position. d) Comparative Assessment Results which summarizes all information about the applicants including the ratings in the various competencies, the ranks and other relevant information about the applicants,Annex D - cont. V. SELECTION CRITERIA 8 1. Pre-Qualifying Criteria The EETE and the Performance ratings are the basic criteria that will determine whether an applicant will proceed to the actual assessment: a. The EETE stands for Education, Experience, Training and Eligibility which the applicant must initially meet. Below are the elements to be considered in the evaluation of the EETE: Elements Education 1. Achievement 2. Relevance Experience 4. Number of Years 2. Relevance a. For Nan-Supervisory: Functional Area b. For Supervisory and Executive/ Managerial |. Supervisory and Management ii, Functional Area Training 1. Relevance 2, Number of Hours: 3. Recency Eligibitty. Licenses/Certfications al Education refers to the formal or non-formal academic, technical or vocational studies that will enable the successful performance of the duties and responsibilities of the position. Degree is a title conferred by a college, university or professional school upon completion of the required minimum, credits of study of a particular academic discipline. Course refers to a specialized field of academic study leading to a degree On Education, achievement refers to the minimum level of education that is required for the successful performance of the position. Relevance refers to the appropriate or specific education requirement for the position a2 Experience refers to previous employment or jobs or volunteer work on 2 full-time basis in either government or private sector. whose duties, are certified by the Human Resource Management Officer or authorized officials of the previous employer. On Experience, relevance refers to the specific experience acquired from previous employment, jab or volunteer work on full time basis which have duties and responsibilities that are functionally-related to the duties and responsibilities of the positionAnnex D - cont. a3 Training refers to formal or non-formal training courses such as seminars, workshops, and other HR interventions that will enhance one’s knowledge, skills, capabilities, and attitudes which shall be supported by certificate issued by either the training facilitator or the organizing body from the government or private sector. On Training, the number of hours of training programs attended that are relevant to the duties and responsibilities of the position is considered. The relevance refers to the specific training programs that are functionally related to the duties and responsibilities of the position. The recency refers to the length of time from the date the relevant training program was attended to the present, to keep abreast with the latest technology and trends. a4 Eligibility refers to the result of passing a merit and fitness examination which may be determined as far as practicable by a competitive examination, or based on highly technical qualifications or other tests of merit and fitness conducted by the CSC or other examinations jointly designed and coordinated by it, or recognized as such by law, like the Professional Regulations Commission (PRC) - conducted board examinations, the Supreme Court (SC) — conducted bar examinations or the Technical Education and Skills Development Authority (TESDA)- conducted crafts and trades examinations. b) Performance Rating refers to the numerical scorefadjectival description of the Applicant's accomplishment for the last two rating periods, which should be at least VS, prior to the date of assessment and the date of issuance of appaintment. 2. Assessment Criteria The Assessment Criteria for all levels of positions, either supervisory, technical, administrative support and skills, trades and crafts are as follows: Criteria Weight Assessment Strategies Allocation | (to include a combination of the following strategies) I Competencies | 70% | Written Exams which may include the following: * Competency-Based Written Exam * Technical Knowledge and SkilisTest Work Sample Test Behavioral Event Interview Assessment Center Other assessment strategies that may be deemed appropriate by OHRMD or the Office where the Porformanca 30% | Performance Review: 100%Annex D - cont. Though nat to be rated, the EOPT shall be administered to provide additional basis in determining job fitness of an applicant. Background investigation shall likewise be conducted to supplement or validate competency assessment and motivational fitness of an applicant. Candidates shall be ranked using the competencies and performance: criteria. However, in instances when there are candidates with no performance rating for reason of non-employment or non-existence of performance management system in current employment, a second ranking shall be made using only the competency criteria 3. Required Competencies These Policies provide the competencies for every position or group of positions considering the mandate, mission and vision of the CSC, nature of work and functions to be performed. The groups of positions are’ @) executive and managerial b) supervisory ¢) non-supervisory or technical d) administrative support @) skills, trades and crafts The technical competencies consider the functions of the vacant position to be filled and are reflected in the Job Description Form and the Technical Competency Tables. The grouping of positions and the required competencies are shown below: a) Executive and Managerial Positions refer to those positions above Division Chiefs or comparable positions that are categorized under the supervisory group. The executive and managerial positions include the Head Executive Assistant, Directors Il, Ill and IV, Assistant Commissioners and Executive Director IV. Competencies Weight Allocation Core 30% “Exemplifying Integity i ‘Solving Problems and Decision Making Delivering Service Excellence Leadership 40% Managing Performance Developing People Building Commitment Partnering and Networking Thinking Strategically Leading Change Total 70%Annex D - cont. Technical competencies, though not rated, shall be considered in determining qualifications and fitness of an applicant to an executive and managerial position, b. Supervisory Positions — this group includes the following positions: b.1 Librarian V, Engineer V, Chief Personnel Specialist, Chief Administrative Officer, Chief Accountant, Attorney VI, Executive Assistant VI, and other comparable positions, Competencies [Weight Allocation Core 30% Exemplifying Integrity Solving Problems and Decision Making Dolivaring Service Excellence Organizational 10% ‘Championing and Applying Innovation Planning and Deilvering Leadership 1% ‘Managing Performance Building Commitment Developing People Partnering end Networking ‘Thinking Siratagicalh Technical (as identiied in the JO) 15%. Total 70% b.2 Supervising Personnel Specialist, Supervising Administrative Officer, Information Tachnology Officer Il, Engineer IV, Accountant IV, Attomey V, and other comparable positions. Competencies Weight Allocation Core. 30%. Exempliying Inte Solving Protiems and Oesision Making Delivering Service Excelence Organizational 18 Demonstrating Personal Effectiveness ‘Spoaking Etfecivoly Winting Effectively ‘Championing and Apsiying Innovation Planning and Delivering Managing Information Leadership Se Thinking Strategioalh |__Thinking Strategically Technical (as identified in the JD) 20%. Total ¢) Technical or Non-Supervisory Positions include the positions of Attomey IV, Attomey Ill, Accountants, Administrative Officers, Personnel Specialists, Personnel Relations Officer, Planning Officers, Information Officers, Records A A aAnnex D - cont. Officers, Budget Officers, Information Technology Officers and ather comparable positions. (Competencies Weight AToeation ‘Core Exemplifying Inlogrly Solving Problems and Decision Making 30% Delivering Service Excellence ‘Organizational 10% Demonstrating Parsonal Effeciivancss Spoaking Erfective) Wing Effectiveh ‘Champicning and Applying Innovation Planning and Delivering ‘Managing Information. Technical (2s identified in tha JD) Tolal 30% 70% d) Administrative Support includes the positions of Administrative Assistants and Administrative Aides except those whose functions require special skills e). Skills, Competencies ‘Weight Allecation ‘Core 30% Exempliying inege ‘Solving Pronlams and Dalian Making Delivering Service Excellence ‘Organizational 20% ‘Demonstrating Personal Evfecliveness: Speaking Erfectivel ‘Writing Effective ‘Championing and Applying Imnavation Planning and Delivering ‘Managing Information. Technical (as kentiied inthe JD) 2% Total 70% Trades and Crafts Positions also include the Administrative Aide and Administrative Assistant positions with working titles as Driver, Carpenter, Painter, Aircon Technician, Gardener, Electrician, and other comparable positions. Tompatencies wae allacation Core 0% Exemplifying Integrity | Solving Problems and Dacision Mating Delvering Service Excelence | ‘Srganizational |) Demonsirating Personal Effactiveness: | Chempioning an Applying Innovation | Planning and Delivering | ‘Managing Infarmation | Teahnieal (as ented in Tho JD) 7) Teal 70%Annex D - cont. VI. SELECTION PROCESS ‘The competency based recruitment and promotion process is presented in a process flowchart. The phases or steps should be progressively undertaken and successfully passed by the applicants for them to advance or progress to the next phases or steps 1. Evaluation of Applications/Gandidates As earlier stated in this policy, the CHRMD/HRD shell: a) Review applicant's Personal Data Sheets (PDS) and/or Resume’, performance evaluation reports or ratings, and other employment documents to support job applications. If found qualified, the profiles of applicants are prepared to include EETE and other relevant information b) Maintain a Roster of Applicants per position which shall be used in the conduct of further screening. The Roster should contain information that would assist in the evaluation of the applicant. ©) Inform applicants on the status of their application three days after evaluation thereof, 28 well as instructions on the next steps. 2. Actual Assessment of Applicants This phase includes the following assessment methods or activities a, Evaluation of applicants by the OHRMD/HRO/PSB: 2.1 Administration of written tests/other appropriate assessment strategies by the OHRMD/HRD: a2 Conduct of the BE! by tha OHRMD/HRD/PSBs: a3. Preparation and submission of an Initial Assessment Report to the PSB Which includes the summary information about the applicants’ scores and ratings earned in the different assessment activities, the Roster of Candidates for further review, a4 Conduct of background’ investigation on applicants. by the OHRMD/HRD/Pool of Investigators; b. Conduct of further assessment by the PSB, if found necessary, and which shall be particioated in by the head of office where vacancy exists; . Preparation of Assessment Report by OHRMD/HRD and submission by PSB for the Commission's or Regional Director's final selection.Annex D - cont. d. Assessment of candidates for the Central Office positions is done by the OHRMD and the CO-PSB as constituted by the Commission. In the CSC ROs, the assessment of candidates to first and second level positions up to the Division Chief is done by the HRD and the CSC-RO PSB. The assessment done by the CSCRO PSB for candidates to division chief positions (Attorney VI, SG-26 and Chief Personnel Specialist, SG-24) are submitted to the Commission for decision/selection 3. Selection of Appointees, Issuance of Appointments and Release of Assessment Results a} Heads of Offices where vacancy exists may recommend their preferred ‘sandidatefs from the Roster of applicants. b} The Commission or the CSC Regional Director shall judiciously decide on appointments based on competency profile and in accordance with existing CS Law and Rules ¢) The Commission/Ragional Director shall select the appointees from among the top five ranking candidates who fully meet the competencies assessed. In cases, however, thet none of the applicants fully meet all the competencies required of the position, the Commission/Regional Director may select the applicant who meets the mission-critical competencies of the position which are vital in the attainment of the Commission's Scorecards, vision, mission and goals d) The Commission issues appointments to all positions in the CSC Central Office including executive and managerial positions such as Director Il, Director II Director IV, Assistant Commissioner and Executive Director IV. The Commission likewise issues appointment to Division Chief positions in the CSC ROs e) The CSC Regional Directors issue appointments to positions below division chiefs in the regional offices. All appointments issued by the Regional Directors shall be submitted to CHRMD for attestation. f) The OHRMD/HRD shall: + Disseminate information on all appointments issued and approved by the Commission or the CSC Regional Director. This can be done by posting on the bulletin board, announcements curing flag raising ceremonies and internal publication. + Notify applicants about the assessment results including actions taken by the Commission or the CSC Regional Director.Annex D - cont. Vil. PERSONNEL SELECTION BOARD 1. Legal Basis Section 9. Rule VI Promotion, of the Rules Implementing Book V of EO 292 provides that “To ensure objectivity in promotion, a Selection/Promotion Board shall be established in every department or agency which shal! be responsible for the adoption of @ formal screening procedure and formufation of criteria for the evaluation of candidates for promotion.” ltem 6 of the CSC Memorandum No. 3, s. 2001 dated January 1, 2001 (Revised Policies on the Merit Promotion Policy) likewise provides the establishment and composition of PSB in every agency. 2. Composition a) In the CSC, (the following officials and employees shall_be designated by the authorized OfficiavHead, and shall compose the CO and RO PSBS for rank and file positions), PSBs shall be created to conduct assessment for the following positions: a.1 The Commission Proper - for applicants to Director 1V, Assistant Commissioner and Executive Director IV 4.2, Director Il and Director Ill- for applicants to Directors I and lil Positions a.3 Central Office PSB/ Regional Office PSB — for rank and file positions up to Division Chief level b) The composition of the PSBs is as follows: b.1, PSB for Directors Il and II = Chairman — Assistant Commissioner as designated by the ‘Commission "= Members — Two (2) Directors IV as designated by the Commission b.2.. Central Office PSB * Chairman — Assistant Commissioner as designated by the ‘Commission + Members ~ Two (2) Officials (Director IY or lll as designated by the Commission) + Two (2) Represeniatives of the CSC employees’ association, One from the 1° level and another from the 2™ levelAnnex D - cont. The CSC employees’ association shall designate two (2) allemate members, one from the 1* level and one from the 2" level, who shall participate in the absence of the principal members. Note: Head of Office or designated representative where vacancy exists shall sit as a member of the PSB. ».3. Regional PSB ©) The 1* level employee representative shall participate in the assessment + Chairman — Director Ill of the Regional Office + Members ~ one Director II to represent the Field Offices + Ono Chief PS to represent the Divisions * Two Employee representatives of the CSC employees’ association (one 1" level and one 2” level) Note: The head of the unit (Office, FO or Division) where the vacancy exists shall sit as 2 member of the PSB. In case of multiple vacancies of same position tiles in different offices in the ‘Commission, the Heads of Office shall participate in the conduct of BEI to applicant/s to their positions. If no preference was given by the applicant, the OHRMD may determine where applicant's qualifications and competencies best fit, and invite the head of the office to participate in the conduct of interview. The CSC employees’ association shall designate two (2) altermate members, one from the 1® level and one from the 2" level, who shall participate in the absence of the principal members. of candidates for 1* level positions. The 2” level employee representative shall participate in the assessment of candidates for 2" level positions. The alternate representatives shall attend in the absence of the principal representatives. d) The PSB members including altemate representatives for the 1 and 2 level positions shall undergo orientation and workshop on the selection and promotion process, CSC policies on appointment and the conduct of Behavioral Event interview. €) Should the OHRMD/HRD find it necessary to create additional PSBs to fast track filing up of positions, it may recommens to the Commission or Regior nal Director, the creation of the following PSBs €.1. PSB for Legal Positions ¢.2. PSB for IT Positions .3. PSB [or First Level PositionsAnnex D - cont. These PSBs shall be chaired by a Director IV/Director Ill in the Central Office and a Director Il in the Regional Office. The members shall be the following ‘* A Division Chief in the Office where the vacancy exists or the highest technical staff in the division where the vacanoy exists ‘+ Representatives of the CSC employees’ association, one from the first level and another from the second level. 1) The OHRMD shall serve as Secretariat to the Commission Proper, PSB for Directors lifll and Central Office PSB (CO-PSB). The HRD of the CSC Regional Offices shalll provide secretariat services to the Regional Office PSB. 3. Funetions a) The PSB shall evaluate applicants in accordance with the Enhanced CSC Competency-Based Recruitment and Promotion Policy (ECBRPP). b) The PSB shall apply the provisions of the CSC ECBRPP fairly and consistently. It shall ensure that the criteria established for evaluation of applicants must suit the job requirements of the position. ©) The PSB shall likewise determine en banc the list of candidates from which the appointing authority may choose/select. The PSB shall see to it that the qualifications of candidates recommended for appointment are comparatively al par and that they are the best qualified from among the rest of the candidates. 4) The PSB through the OHRMD/HRD shall maintain records of deliberations which shall be available for inspection and audit by the Commission or Regional Office or duly authorized representatives, @) To facilitate completion of the assessment process, the PSB shall set internal rules and agree on the regular schedule of its meetings. f) The PSB may employ the assistance of external or independent resource persons and may initiate innovative schemes in determining the best and most qualified candidate Term of Office Designated Chairman and Members of PSBs_ including the employee representatives and alternates shall serve for a period of two (2) years. VII. REPEALING CLAUSE These Policies repeal all other existing CSC issuances that are inconsistent herewith IX. EFFECTIVITY. The Commission, through the OHRMD, shall continually update or enhance, whenever necessary, the provisions of these Policies and changes thereof shall be disseminated to all Offices for immediate implementation. These enhanced guidelines. shall take effect one month after posting in the CSC Website and bulletin boards and the conduct of orientation to CSC officials and employees. 46Annex E - Sample Personal Data Sheet PERSONAL DATA SHEET sila pup ab se Tsien | Doig bid ps.s rit met oe Sa eng Wawel Everes secant veerate 7) Cher seo fre wa sane [FGFS CHG ise na DAT CE RRM Teoma aan nT OT 7 wigeswes | Gigentet [Pom =Annex E - Sample Personal Data Sheet ee] TSE fap eee Bs OIE | arin Ace OF SxeunanenCOMTEWENT DATE Teme RPT ae re nih - (eter) Se Tatiana aT Eee eee 47‘Annex E- Sample Personal Data Sheet Crvston Tate asain sre on 4o90e: % iuetiie tient LanaAnnex E - Sample Personal Data Sheet TH aw you lod ny Sorsang n/c aay © my Te = Win tha his dagen fr Nationa Government En o9925) Dyes oxo 4eportna autorb, eeormend's avery chet of ofcebuoauidearinenorsescauuho | AYES, ote celal hes mmeadste syperison over ou te Ofles Burcu er Ceparmen:whers yo wl te sport? Win tha eu dogie For Loos Govan rent Enioyos Dyes ono 29por ng autor or ecoraendin auto Wier you lbs aopone? IVES, give details 3B AG WoueNeT De TAN Cla Cres Ono IVES. die dota Hows you ever aan gully ony atrial nso? ves Ono) IVES. i als Tir Fe yu ever Soe conte A ay eine OF Lan ay la Gases, STATS Tres ono gon by any cou riba? T1YES, ge deta "or Hie ju er Doe sopeecd om We sore sy lta owiTg mado: aio ves OND reirarent copped om ther mises terinaor, en frm fished cetact,AIIOL oF hase od nf pub erprate sec? YES, ge cts {Ho yu ur Don 2 cacao nara cr Wo Seen econ sramay eestor)? | YES GNe IFES, ge cet 7 Paruuarb a) elgsraur People fat RA G71) (Magra Cara er Dstled Parcs FA 17277 a2) Sole Para Nell Act of ZC RA 8972, plese ano th olontng isme “Aen yu arene of any igen oun? ves no IVES, pense specty Ave youdeetiy ables? yes Ono IVES, plate spect © re yu asa para? Oves Ono INVES, ene pei RENESAS HU Ta TE TET daa der oa Wat Ws PaaS Set Tae Dany SNOT FESE BO STE CSTR amas es ‘zomiplt stzlemerpursuart te the provis ons of petivent ows, ules arid negistions othe Reputlic ofthe: ‘Sncemeepirte Pris ako auton the agency tas thorn reprsenstie fo vey waite the corns setechein, lit hal tn iomaten hal onan cea ae ‘GENT ARETE WO iEeueD cu va TEASE Seesep toda eae sep nee emi Foun) is SUAMWONT# sau8oq 20H TaUTT TAOS PHAM, TOneSD Annex F - Sample PublicationAnnex F- cont Suogl Spy Ssnqus pul sonman | _souyyapsuodsoy puv sp StAnnex F cont. resp soe] 0 ofoq S809 =m en PDs pe SN 1 puss, + sjuouun2ect orp ucnow ue santo seg ag ‘oecgoy sae gosino i ea} J0 4835 | ss4n09 apenyrouoneas umopr sronpes? joo wie ovamaseeepy iyAnnex F cont. swdoysiogyAnnex G - Sample Letter Reply to Submit Additional Document/Information femex 6 ‘Samole Reply to subatAdtional Documontofamation Mareh 10,2014 Ms. MARY ANN S. PERALTA Blk 9 Lot 10 Phase 3 Batasan Complex Diliman, Quezon City Dear Ms. Peralta, We refer to your application for a Personnel Specialist [1 position in the Civil Service antral Office, spevifically at the Civil Service Institute (CSI). Based on existing policy, the minimum requirements sot, otherwise known as the Qualification Standards (QS) for the Personnel Specialist 11 position, are as follows Education = Bachelor's Degree Experience: J year relevant work experience Trainin : f hours of relevant training, Eligibility CS Profession2™ Level Lligibitity Our initial evaluation of the documents you submited shows that you de nol meet the selevant training requiremem of the position. Ia this regard, we cannot favorably act on your applicalion at the moment. However, if you cam submit to us proof of tra attended that are relevant to the position you are applying for, we will be happy to reevaluate ‘your qualifications. We will wait for your reply until March 20, 2014. “Thank you for your interest ta join the Commission Very truly you MA. THERESA M. ADVINCULA Director 1V. Office for Human Resource Management and DevelopmentAnnex H - Sample Letter Reply to Qualified Applicant Annan tt Sample Leter Reply to Cuaited Agplcant November 28, 2013 Ms. MARIKIT K, MADLANGBAYAN 98 Dinar Street, CBE Town Brgy. Pasong Tamo, Quezon City Dear Ms. Madlangbayan, This refers to your application for the Planning Officer | position in the Office for Strategy Management of the Civil Service Commission, Central Office. Our initial evaluation of the documents you submitted shows that you qualify for the position you applied for. In view thereof, please be advised of the following schedule of the written examination for the said position Date : December 5, 2013 (Thursday) Time 9:00 am. Venue: Bulwagang Serbisyo Sibil (Rooms C and D) 2" Floor, CSC Building ISP Road, Brgy. Batasan Hills, Quezon City Further, depending on tha result of your examination, you may also be subjected to an interview in the aftemoon from 2:00 to 6:00 p.m. Failure to appear on December 5, 2013 for the written exam will mean withdrawal of your job application for the said position Very truly yours, MA. THERESA M. ADVINCULA Director IV Office for Human Resource Management and DevelopmentAnnex I - Sample Individual Applicant's Profile sy so02 seussen ‘crieo} uses. eneog Uo WelBous we4L64| 961 04 equSreN o s664 1 yevotsojeig oa ‘4 gavHota ‘Notonnsy] woroNH20}4 18510 Pepusny surmiso.g Sumo, eouayediea qiom, ArqarGia pee woRe=mpy “amos ‘oby “HON sco roa us 20 ‘oqueyoaa yearn pun2es;louseyeil 2/595 18010 + ANCHO NOMI0d AI 4331440 JALLVULSININGY Od TLVGIONYD Buby guna yo snoy y + BUDA, 10z fupnage4 yo x0 wdOUd f.INVOT day TwNaIAIGNT uibeope jo Deh | + eouayechE] ge ap 02 auonajau auag suopYpeR + woRDDNP | spampusas woqroayHIENd,Annex J - Sample Letter Reply - for Not Qualified Applicants Amex Sample Leter Reply to Not Qualifas Aapicant January 20, 2014 Mr. ROGELIO M. DELA ROSA 60 Yen St, CBE Town Pasong Putik, Quezon City Dear Mr. Dela Rosa, This refers to your application for the Chief Personne! Specialist (Chief PS) Position in the Civil Service Commission (CSC). ‘We regret to inform you that based on the evaluation of your qualifications vis-a- vis the qualification standards (QS) for the position, as shown below, you do nat meet the education and experience requirements for the position you applied for. Prescribed OS Mr, Dela Rosa’s Qualifications Educaiion Master's Degree BSC Accounting Training 24 hours of raining in more then 24 hours of training in management and supervision _| management and supervision, Experience 4 years in positions involving | 3 yeers 6 months ‘management and supervision Eigibiity Career Service Protessional! | Career Service Professional Second Level Eligibility Second Level Eligibility Nonetheless, we thank you for your interest to join the CSC. Very truly yours, MA. THERESA M. ADVINCULA. Director IV Office for Human Resource Management & DevelopmentAnnex K - Sample Written Examination Rating Form Annox Samole WE Reting Form (CSC_OMRMD-TARDIHRD Ferm No, 24 WERE March 20%4 WRITTEN EXAMINATION RATING FORM Gor applicants to AO IN, AO IY, CMT I, CompProg I, A, 101, ISA, Legal As I PS |, POLI Sl, Siaisician Il positions) Answer Sheet No. Position Applied For: Reting Scale: 3- Proficient = dennonstretes 75% to 84% ofthe beneviore indicators 4. Very Proficient. - demonstrates 85% to 24% ofthe behavioral nateators 5+ Shows Strength - demonsiretes 95% 10 100% ofthe behavioral inacators 2 - Minimal Development Needed ~ demonstrates 50% to T4% ofthe betevcra indeators 1+ Much Development Needed ~ demenstrates iss than 50% ofthe behave indicators Rating COMPETENCIES Expected Behavioral Indicators (Peesse noes) Core Inemedats: Demonstrates compliance to policies, rules and other Exemplifying Integrity | standards set by the Commission. The ability to exerpity high standards of professional | identifies and fferentaias ethical and moval prngiles and values from 3 behavior as public inappropriate, unethical or dishonest behaviors. servants, adhering io z ‘ethical as welles moral | . Takes responsitily for own actions. principles, values and 3 standards of pubic offee. | « piscusses ethcel implications of professional work and recognizes and ciscusses limits of own etticalknowledoe 2 + Acls es @ good steward ofall public sources ensuring thelr effclent and effete use and maintenance, 1 + Refrahs from spreading gossip, rumor, ane fase information. + Takes ona fir share ofthe work and acknowledges olhers io whom cre is due. + Demonstrates honesty, even in difcu situations. + Takes infependent ation fo correct situations that ate in confit with professional value Core 2: ‘with CSC's established standards of delivery or service Dalivoring Sorvice level agreements and delivers explicit requirements of customers. Excellonce The abil to provide + Explains OC's service standards and basic CSC rules and polices, e.g 3 proactive, responsive, recruitment prooesses, exerinaion administration, administetive dso pline andAnnex K - cont. Rating COMPETENCIES Expocted Bohavioral indicators Plewe enoiie) 2oessBIe, coureous and | obi eT servos nal, efecive pubic sence to 4 allan the highest level of | + Provides crest adequate ard prompt information fo customers as may be custome saisfacton necessary 5 + Refers to nextevel supervise all enems beyond the seape of one's work z + Aals asthe customs singe pol of contact and avoids “passing customers around uanecessariy 1 + Shows sense of urgeny in atlnding fo evstomr needs end requests by considering commitment io turn-around time. + Decides on simple eresteonceme within one's jsdcon Core 3 Basic: Provides timely solutions to probloms and decision dilemmas Solving Problems and that have clear-cut options and/or choices and whose solutions are Making Decisions available and can be accessed from a database or gleaned from an Treabliytorescivo || existing policy or process. good judgment by veg | «identifies nature and various ax i nd varius aspects of problem and gathers and analyzes 3 fecetosod anatis and |" ionmatn relevant the pale, generaling and selecing 7 nproprcte courses of | « Folows standards end procedures to sche simple problems or are at a decision action produce psiive | ° Foams Sansaris ene pre results, K 5 + Efecvely distinguishes which problems or issues wil requte the hep or 2 intervention of the mediate sureror or approaiateeutnrty + Folows defined stoos or procedures, or uses past exprience to gather and 1 ana\ze information before offering eotclusins or making decisions + Sources or the requisite data o information thal wl supporter crim accurecy andr cerrecmess and val of one's deesion Organizational Intermediate Rocognizes personal strengths and gaps and depends on Demonstrating Personal | guidance from authorities or appropriate bodies for direction in Effectiveness ‘addressing them. The abiiy to demonetate and splay saedrection ot | « Abie io cammuniate and exphin the ask end is implications fo feam o fe 3 seltmotvation as welas | "eto engaging in angcing i personal develooment, | «Performs and completes gen asks, providing inputs on how the ack wl eft 2nd infuence lean or office dynamics, 5 + Pefoms assigned ists ning aval tol or processes keep tecketstaus |Annex K - cont. material fora given audience. + Replies to Queries and prepares Memoranda, Presentations, Pesition Papers, Talking Pon's and Repor's using femplaies, references and research tools. Rating COMPETENCIES Expected Behavioral Indicators (Please nove) and enue that Task completion maces wih team or offes requirements 1 + Demonstrates anareness for need to halance work, fay and personal fe + Accepts and partioates inthe actives or iterventons recommended by one's immeciete superior, peers or appropiate authoiias atendant to ones development oocortunies. ‘Organizational 2 Basic: Effectively delivers messages that simply focus on data, facts or Speaking Effectively | information and requires minimal preparation or can be supported by ‘The ally to actively ister. | ayaitable communication materials. undersind and respond appropriately wher ule | * Efestively listens to and understands instuctons and can understand the 3 imeracting wits individuals | information needs of sel and cers. and groups. é + Acively participates in cscussions and is appropriately assertve in expressing own ideas. 7 + Knovis where and how to get information in order to substantiate or prepare for 3 one's communication agenda, + Aware of and’ can use basic communication tools or materials that can be used for 1 ving and receiving information (ie. coeching or conference room, handouts, lod projectr, apt, et) + Focus of communication is to rea information andor data Organizational 3 Iniermedicte: Ealts existing or customizes available communication Writing Effectively materials to produce an appropriate written work. The ability to vite in a tiear, concise and coherent | « Knows and uses aporopriate vocebulary, formats, corect order in sentence 3 tanner sing ferent els | formation to active cohesion inthe composion of sentences, 9 convey information ar é exoress ideas eflectvely. | « Understands the advantages and limitations of email and designs writen work to capitalize on such advantages and miigae the iitatens. 5 + Solis feechack from these abe to judge the appropriateness ofthe writen 2 Orgentzational 4: Championing and Basic: Demonstrates an awareness of basic principles of innovation.Annex K - cont. Rating COMPETENCIES Expected Behavioral Indicators (Please sna) ‘Applying Innovation | + Racognizs and arioulates the prosasses, mathods, and sows whieh need 3 The abil to increase improvement and identifies the gaps and possible improve points of such productivity and efficiency 4 fat work by applying new | + Demonstrates wilingnass in adapting to new approaches or technology apoicable ideas and creative solutions | to werk praciaessystams and can aiculala or defend the value of embracing : to.eistng processes, these devetopments mmelheds, and servees ° + Acknowledges ane! acts on quidance received rom oles to simply work provesses or procedures compliant to organization standards and poles 1 ‘Organizational 5 Basic: Designs and implements plans focused on one’s functional Planning and Delivering | group or area of focus and involving taam members from the same The abity to set proves | group, and ident scope anc allocate resources o mest | plans for gersonal andlor team goals ard svategies based'on cascaded or aien | 3 Indlefival sam op ofce or dision goals and stategies organization targets and a oblendues: * Effectively prioritizes, sequences and schedules one’s cvwn or division goals and targets based on cascaded goals and strategies ofthe team. g + Effectively implements pians with few or minor snags o is able to conta and 5 comet deviations in plans immedi tly, monitoring and checking progress of he \work against proposed timeline and set deiverables usig avalebletoo's or employing simple methods of conte 1 + Uses simple fons or methods fo delineate prcject tasks, and identfies responsible sfaf schedule resources, and {me fame base on pect plan Organizational 6 Intermediate: Works with data to generate relevant information. Managing Information The ably to organize, | « Knows and can atlate the importance of having accurate, really aval abl, 3 process, distribute and tmaly and relevant infomation ‘manege information in Z order to support or facitte | « Compares, recognizes and coectsciscrepanci wih multiples sats of cata to the learning and data balances records and fects, assessing the accuracy, val, anc intr oF the 4 requirements of CSC, inforation 2 + Evaluates information in a manner free of distortions, personal bias ar conflicts of interests using effecive information management processes, lols end standards + Provides information on timely basis end in a usable form to others who need to act oni, ensuring te avaiabity and aocessibilty of rgarizatonal information resources, Rater: Date (Gigalurs over Priried Name) étAnnex K - cont. Dear Rater, You may or may not fill out the summary below. Thank you. Summary Answer Sheet No. ‘Competencies Applicant's Rating Exemplifying integrity Intermediate Delivering Service Excellence Basic Solving Problems and Making Decisions | Basic Demonstrating Personal Effectiveness _| Intermediate Speaking Effectively Basic Writing Effectively Intermediate Championing and Applying Innovation —_| Basic Planning and Delivering Basic Managing Information IntermediateAnnex L - Sample BEI Guide Annee Scimple BE! Guide ¢SC_OHRMD-TARD/HRO Form No, 2.4 BEIS March 2014 ? h Important: Please do not write anything on this guide/booklet. You can document your interview usingthe AA BEI Rating Form provided for the purpose. Thank you. A nfAnnex L - cont. KEY BACKGROUND REVIEW QUESTIONS EDUCATIONAL BACKGROUND .. Which subject did you like best? Why? Which subject did you like least? Why? WORK EXPERIENCE Describe your job. What clid you enjoy doing in your job? Why? TRAININGS What was the most recent training you have attended which you consider relevant to the job you are applying? Why? - What learning/skills did you acquire in thet training?Annex L - cont. INTERVIEW GUIDE QUESTIONS TARGET COMPETENCY | DELIVERING SERVICE EXCELLENCE The ability ta provide prosctive, responsive, accessible, courteous and affective DEFINITION public service to attain the highest level of customer satisfaction. Basicr Complies with CSCs established standards of delivery or service level CORE DESCRIPTION agreements and delivers explicit requirements of customers. KEY WORDS * Explains (verbs found in every + Provides competency description. + Refers They tell you the specific Acts behavior that is expected + Shows sense of urgency fromon individual who + Decides ‘manifests or possesses that competency) PLANNED BEHAVIORAL QUESTIONS. 4. Customers can come at inconvaniant times. Tell me about a tine when this happened fo you. How did you respond? 2. Sometimes customers have a limited or incorrect understanding of their needs. Tell me about a time when you had this kind of experience with a customer. What steps/approach did you take to educate them? What was the result? 2. Describe 8 time when you had to ask questions and carefully gather information in order to understand the exact nature of a customer's issue or problem. What stops did you take {0 resolve the issue? ‘PROBING QUESTIONS TO FILLIN MISSING INFORMATION For Situation/Task For Action, For Results| Give mea specific = What were the steps * Gite the results of your actions. example when you undertaken... + What happened. © Tell me about 2 time ‘© Describe the specific actions # What was the result, when you had. undertaken, = Describe a situation = How were you able to achieve when. the result.A A Annex M - Sample BEI Rating Form Anne Sample BEI Ratag Form (08C_OHRMD-TAROIHRD Form No, 24 BEIRF Wiech 2014 BEHAVIORAL EVENT INTERVIEW RATING FORM Name of Interviewee: Position Applied For: * Rolo Sea 3- Probie! dnonstald 75% e 81% ote behavior! caters “$-VeryPrcfent—- eemonsata 35% o 94% ef te Boheveal eters 5- Shows Srenait_- dononceted 85% fo 100% of te behave estore 2 -Afmimal Development Nesded doranatated 50% 74% ofthe behavioral nesters 1° Mech Deveopmert Nesiet - denersiraediess han 89% of ine bahaveal dite Raling COMPETENCIES Expected Behavioral Indicators (Pease exci) Delivering Service Besic: Complies with CSC's established standards of delivery or service Excellence level agreements and delivers explicit requirements of customers. The abil to provide proucve, responsive, «Explains CSC service standards and best O30 les and policies, €9 3 accessible, couteous and recruiment processes, examination adminstation, edinistatve discipline and effective publ service to other civ senice meters 4 attain the highest evel oF customer setstacten. + Provides comec, adequate and prompt information to customers es may be 5 necessary + Refers to nex-leve| supervisor al concoms beyond the scope af one's work. @ + Acts 2s te customers’ single pint of contact and avoids passing’ customers 1 ‘around unnecessarily. + Shows sense of urgency in attending to customer needs andl requests by considering comm men! to tum-areund time, + Decides on simple queriesiconcems within one's jurisdiction. DOCUMENTATION/NOTES on DSE Silvalions or fasts Actions Resulls JAC Reterfinterviewer: Date ‘Bignaiire ver Prva Namay 66THE EDITORIAL TEAM Editorial Advisers Chairman Francisco T. Duque III, CSC Director IV Editha M. dela Pena, OHRMD Writers Director III Noreen Boots Gocon-Gragasin, OHRMD Marites G. Tumaliuan, OHRMD Imelda S. Punongbayan, OHRMD Zenaida F. Dinsay, OHRMD Cover and Design PeopleSparx, Inc. Civil Service Commission Constitution Hills, Diliman 1126 Quezon City www.csc.gov.ph 67