HUMAN RESOURCE

MANAGEMENT AT THE
LOCAL LEVEL
Group 2
PA 251
Philippine Civil Service Commission
Revised Administrative Code of 1987
“Public office is a public trust. Public officers and
employees must at all times be accountable to the
people, serve them with utmost responsibility, integrity,
loyalty and efficiency, act with patriotism and justice, and
lead modest lives.”
 2030 Agency Vision
CSC shall be Asia’s leading center of excellence for strategic
human resource and organization development.

Core Purpose
Gawing Lingkod Bayani ang Bawat Kawani

Responsibility
Recruitment, building, maintenance and retention of a
competent, professional and highly motivated government
workforce truly responsive to the needs of the government's
client - the public.
4 Core Areas of Human Resource
Management

• Recruitment/Selection/Appointment
• Learning and Development
• Performance Management
• Compensation system; rewards and recognition
RECRUITMENT,SELECTION, &
APPOINTMENT
General Policies on Appointment
Omnibus Rules on Appointments and Other Human Resource
Actions (Revised 2018)

• Sec 1. State shall ensure and promote the Constitutional mandate that
appointments in the Civil Service Shall be made only according to merit and
fitness.
• Sec 2. Merit and fitness shall be determined, as far as practicable, by competitive
examinations. This does not apply to positions which are policy determining,
primarily confidential, or highly technical.
• Sec 3. Any action denoting the movement or progress of human resource in the
civil service such as promotion, transfer, reappointment, reinstatement,
reemployment, reclassification, detail, reassignment , secondment, demotion,
and separation shall be known as human resource action.
Publication of the Vacancy
“Whenever a Local Chief Executive decides to fill a vacant
career position, notices of vacancy shall be posted in at
least three conspicuous public places for a period of not
less than fifteen (15) days and published once in a
newspaper of general circulation in the LGU concerned.”
(Art, 167 Rule XXII IRR of the LGC)
Merit Selection Plan
• Provide for the guidelines, policies and procedures, rules and regulations
governing the appropriate legal qualifications and competency requirements in
the deep selection, evaluation and assessment, hiring, recruitment, and
promotion processes
• There shall be no discrimination in the selection of employees on account of age,
sex, sexual orientation and gender identity, civil status, disability ( RA 7277),
religion, ethnicity, or political affiliation
• MSP must be approved by the CSC
Human Resource Merit Promotion and
Selection Board (HRMPSB)
• Was known as the Personnel Selection Board, renamed under
the 2017 Omnibus Rules on Appointments and Other Human
Resource Actions
• Assistorial body for the appointing authority in the judicious and
objective selection of candidates for appointment, in accordance
with the CSC-approved Merit Selection Plan.
• May constitute two HRMPSB (one for first and second level
positions, and another for second level executive/managerial
positions)
 First and Second Level Positions Manegerial/Executive Positions
Members NGA's/SUC's/GOCC NGA's/SUC's/GOCC
's LGU's 's LGU's
Chairperson a. highest official a.1 Local Chief a.Undersecretary/V a.1 Local Chief
in-charge of human Executive or his/her ice-president or Executive or his/her
resource authorized his/her authorized authorized
management or representative representative representative
his/her authorized a.2 Vice a.2 Vice
representative Governor/Vice Governor/Vice
Mayor or his/her Mayor or his/her
authorized authorized
representative representative
Members a. Head of a. Head of a. Assistant a. Two
organization unit organization unit Secretary or its Department
where vacancy where vacancy equivalent, or Heads, one of
exists, or his/her exists, or his/her his/her authorized which is preferably
designated designated representative or the HRM
alternate alternate designated Department Head
b. Human b. Human alternate or its equivalent or
Resource Resource b. Director for their designated
Management Management Administration or alternates
Officer or the Officer or the his her authorized
career service career service representative
employee directly employee directly
responsible for responsible for
recruitment, recruitment,
selection, and selection, and
placement, or placement, or
his/her designated his/her designated
alternate alternate
c. two (2) regular c. two (2) regular
and alternate and alternate
representatives of representatives of
the rank and file the rank and file
career employees career employees
from the first level from the first level
and the second and the second
level, who shall be level, who shall be
chosen by the duly chosen by the duly
accredited accredited
employees employees
association in the association in the
agency agency
Qualification Standards
• “… minimum and basic requirements for positions in the
government in terms of education, training, experience, Civil
service eligibility, physical fitness, and other qualities required
for successful performance of the duties of the position…
establishment, administration and maintenance of qualification
standards shall be the responsibility of the department or
agency, with the assistance and approval of the Civil Service
Commission.” (Sec. 31, ORAOHRA)
• Qualification Standards Manual of all positions must be
approved by the Commission on Civil Service
Civil Service Exam

• To acquire civil service eligibility (1st and 2nd Level

Positions)
• Passing score of 80.00 to obtain civil service eligibility
(Originally 70.00, but was increased to 80.00 in 1989)
Career Executive Officer Exam

• To acquire Career Executive Officer Eligibility (3rd Level)

• Composed of four (4) stages:Written exam (MATB),
Assessment, Interview, Validation. (Interview is
optional)
Competency Based Recruitment and
Qualification Standards

• Integrate competencies in the recruitment process on top of the

qualification standards to improve accuracy in assessing a
candidates fitness for a particular job
• Development and Institutionalization of Competency-Based
Human Resource Systems in the Public Sector (2011): Integrate
competency in the Human Resource Systems, starting with
recruitment
Eligibility Education Experience Training Competency
Competency
• Hard skills: knowledge & skills
• Soft skills: personal characteristics/attitudes (beliefs, feelings,
and values)
Level/Rubric:
• Basic
• Intermediate
• Advanced
• Superior
Competency
• Core Competency
• Organizational Competency
• Leadership Competency
• Technical Competency
Competency Table
The Brightest for the Bureaucracy

Launched in 1995, the program aims to attract bright and

young people of superior knowledge and skills to join
government, 88% or above ratings in CSE, top 10 of
graduating class, not more than 35 years old.
 1 or 2 positions for
BBP are enrolled with
the CSC
CSC matches
qualifications of the
BBP applicants

Suited applicants are

endorsed
Endorsed BBP
applicants undergo
internal screening
process
RECRUITMENT,SELECTION, &
APPOINTMENT
Marikina Municipal Office Case Study
Publication of Vacancy
(1) LGU website (http://www.marikina.gov.ph).

(2) Bulletin board posting (ground floor of the

Marikina City Hall).
Merit Selection Plan
• The Merit Selection Plan of Marikina City is currently
with the Civil Service Commission for their review and
approval.
• Amendment to the existing Merit Selection Plan is the
inclusion of the Equal Opportunity Principle (EOP) of the
CSC
• The interviewees opt not to give the interviewer a copy
of the draft Merit Selection Plan as they don’t want to
publicized an unapproved version of the document.
Human Resource Merit Promotion and
Selection Board
 City Mayor Hon.
Marcelino Teodoro

City Administrator Ryan

Salavador

City Personnel Officer

Ms. Janet Obispo

Member of Sanggunian
Panglungsod Coun. Mario
De Leon

Department Head of
Hiring Department

Representative from the

First and Second Level
Employees
Brightest for the Bureaucracy Program
The LGU does not practice the Brightest for the
Bureaucracy Program.

The practice of hiring in the different department of the

LGU remains equal among all applicants regardless if an
applicant is an honor student upon graduation or a
board/bar passer. They have to undergo the same process
as the others who wish to be hired for a certain position.
Hiring is always based on the qualifications set,
with emphasis to the work experience
requirement.
Major Challenges/Problems in
Recruitment

(1) Positions no one is interested to apply for - The LGU cannot

afford to increase the salary for said positions.

(2) “Politization” of some positions especially the consultancy

positions under legislative department of the LGU (i.e. Vice
Mayor’s and Councilors’ offices).
(3) For the positions that are set to be vacated due to retirement
or resignation, promotion of those next in rank or those who have
been working in the same department is the priority rather than
hiring new people. They do this in lieu of the importance of
working experience and familiarity of the processes within a
department.
PERFORMANCE
MANAGEMENT
CSC MC No.6, s. 2012

Directing agencies to establish and implement a Strategic

Performance Management System (SPMS) following the
guidelines prescribed therein.

The SPMS aims to give emphasis to the alignment of an

agency's vision, mission and strategic priorities with the
day-to-day operations of the
departments/offices/individuals in the agency.
Strategic Performance Management
System (SPMS)

Focused on individual performance vis-à-vis the

agency’s/organization Vision, Mission & Strategic
Goals
 PARADIGM SHIFT
AREA
From To

Perspective Performance Evaluation Performance Management

Focus Activities and Inputs Outputs and Outcomes

Indicators Performance Indicators Success Indicators

Performance Alignment Focus on Individual Align Individual to

Office/Organization

Role of Supervisor Evaluator Coach and Mentor

4 stages of SPMS Cycle
• Performance Planning and Commitment
• Performance Monitoring and Coaching
• Performance Review/Evaluation
• Performance Rewarding and Development
Planning
Performance Planning and Commitment

“is done prior to the start of the performance period where heads
of offices meet with the supervisors and staff and agree on the
outputs that should be accomplished based on the goals and
objectives of the organization. The suggested time for
Performance Planning and Commitment is the last quarter of the
preceding year” (Civil Service Commission, n.d.).
Steps:
• Know and understand organization’s Major Final Outputs
(MFO’s)
• Identify Success Indicators
• Identify Performance Goal of Office
• Identify Performance Goal of Each Division
• Identify performance goal of each individual under each Division
• Develop a Rating Scale
Performance Monitoring and Coaching

“…is done regularly during the performance period by the Heads

of Agency, Planning Office, Division and Office Heads, and the
individual. The focus is creating an enabling environment to
improve team performance and develop individual potentials. The
suggested time periods for Performance Monitoring and
Coaching are January to June and July to December” (CSC, n.d.).
Importance of an established an established information system
as a vital management/tracking tool for performance monitoring
and coaching (Performance monitoring forms, Performance
monitoring and coaching journal, Coaching report form, etc.)
Performance Review/Evaluation

“…is done at regular intervals to assess both the performance of the

individual and his/her office” (CSC, n.d.).
Answers questions such as:
Are office accomplishments assessed against the success indicators and the
allotted budget against the actual expenses as indicated in the Performance
Commitment and Rating Forms and provided in your Agency Guidelines?
Is individual employee performance assessed based on the commitments
made at the start of the rating period?
Performance Rewarding and Development
Planning

“…is based on the results of the performance review and

evaluation when appropriate developmental
interventions shall be made available to specific
employees” (CSC, n.d.).
DILG Circular No. 2001-17
“DILG PRAISE is designed to encourage creativity, innovativeness,
efficiency, integrity and productivity in the public service by
recognizing and rewarding officials and employees, individually or
in groups, for their suggestions, inventions, superior
accomplishments and other personal efforts which contribute to
the efficiency, economy or other improvements in government
operations, or for other extraordinary acts or services in the public
interest.” (DILG, 2014)
STRATEGIC
PERFORMANCE
MANAGEMENT
Marikina Municipal Office Case Study
Performance Planning and Commitment
Annual Strategic Planning

Proposal of Programs by
Department heads

Strategic Objectives

Performance measures of City

Gov’t

Office Performance
Commitment & Review

Individual Performance
Commitment & Review
Performance Monitoring/Coaching
• Monthly monitoring/tracking of work activities of employees
usually done through meetings, one on one discussions,
memorandum/review of pertinent documents.
• Rater may design tracking tools or monitoring strategies as may
be needed.
• Supervisors maintain a journal using the performance
monitoring and team coaching/mentoring form.
Performance Review & Evaluation
Performance Rewarding & Development
Planning
• Performance Management Team shall determine the agency to
performers and submit the same to the PRAISE committee.
• Results of assessment shall be discussed by the department head and
supervisors with individual employees at the end of the rating period.
• Appropriate developmental interventions shall be made available by
the department head & supervisors in coordination with the Human
Resource Management and Development Office.
• Professional development plan
Rewards
• Recognition during flag ceremony & cash reward
• Bicycle
• Other employees are also being rewarded for their
honesty (i.e. nakapagbalik ng mahahalagang
documents, wallets, etc.)
Poor Performing Employees
• Determined through the result of the Individual
Performance Commitment & Review.
• Undergo performance coaching & monitoring to give
him/her a chance to improve for the next evaluation.
• After receiving 2 unsatisfactory/poor rating, the
employee will be fired
 LEARNING AND DEVELOPMENT
Section 31, Chapter 5 of the Revised Administrative Code of 1997 states that:

“Each department or agency shall prepare a career and development plan

which shall be integrated into a national plan by the Commission. Such career and
personnel development plans which shall include provisions on merit promotions,
performance evaluation, in-service training, including overseas and local scholarships
and training grants, job rotation, suggestions and incentive awards system, and such
other provisions for employees’ health, welfare, counseling, recreation and similar
services.”
 Training Institutions and Capacity Programs
1. Civil Service Commission (CSC)

• Conduct courses for all state workers which cover the following general areas:
supervisory, middle management, clerical or secretarial, technical or professional, values
development, employee development, induction, and orientation or reorientation.

• Alay sa Bayan (Offering to the Nation) Program

• Values development program to develop positive work attitudes

• Local Scholarship Program (LSP)

• One-year study grant to enhance employees’ skills and competencies through advanced
studies
 Training Institutions and Capacity Programs

2. Local Government Academy (LGA)

• Training arm of the Department of Interior and Local Government (DILG)

• Section 13, of the Implementing Rules and Regulations of the DILG Act of 1990 (Republic
Act No. 6975) provides that:

"The Local Government Academy shall be responsible for human

resource development and training of local government officials and
personnel for the Department proper and the local government bureaus
including regional field offices.”
• Nature of trainings include skills enhancement for development legislation, revenue
mobilization and financial management and analysis, ordinance codification, and
participatory process as an approach in comprehensive land use planning.

• Municipal Training Program (MTP)

• To equip local government officials with the needed skills on planning and implementation of
infrastructure projects.

• Community-Based Resource Management Project (CBRMP)

• Trainings on community organizing and participatory rural appraisal
 COMPENSATION SYSTEM, REWARDS,
AND RECOGNITION
Section 9 of the Compensation and Position Classification Act of 1989 (Republic Act No. 6578) states
that the factors to consider salary grade assignment for benchmark position schedule are as follows:

• education and experience requirement;

• nature complexity of work performed;
• kind of supervision received;
• mental and/or physical strain required in the completion of the work;
• nature and extent of internal and external relationships;
• kind of supervision exercised;
• decision-making responsibility;
• responsibility for accuracy of records and reports;
• accountability for funds, properties, and equipment; and,
• hardship, hazard, and personal risk involved in the job.
COMPENSATION SYSTEM, REWARDS,
AND RECOGNITION
Salary rates depend entirely upon the financial capacity of the local
government units.
For Provinces/Cities For Municipalities
Special Cities 100%
1st Class 100% 90%
2nd Class 95% 85%
3rd Class 90% 80%
4th Class 85% 75%
5th Class 80% 70%
6th Class 75% 65%
Elective Officials: Provinces
Elective Officials: Special Cities
Elective Officials: Component Cities
 Elective Officials: Municipalities

Inside Metro Manila Outside Metro Manila

Appointive Officials: Provinces
Appointive Officials: Special Cities
Appointive Officials: HUCs
Appointive Officials: Component Cities
Appointive Officials: Municipalities

Inside Metro Manila Outside Metro Manila

Other Positions
 COMPENSATION SYSTEM, REWARDS,
AND RECOGNITION

Section 35, Chapter 5 of the Revised Administrative Code of 1997 states that:

“There shall be established a government-wide employee suggestions and

incentive awards system which shall be administered under such rules, regulations, and
standards as may be promulgated by the Commission.”
 Other Compensation, Allowances, and Benefits
• Representation and Transportation Allowances (RATA)
• Personnel Economic Relief Allowance
• Year-End Bonus and Cash Gift
• Honoraria (for barangay frontline workers, barangay human rights action officers, etc.)
• Anniversary Bonus
• Free Quarters
• Productivity Incentive Benefits
• Uniform/Clothing Allowance
• Overtime Pay
• Night Shift Differential Pay
• Subsistence Allowance
• Laundry Allowance
 CASE STUDY
Marikina City

• No. of Congressional Districts: 2

• No. of Barangays: 16
• Total Land Area: 21.5 sq. kilometers (2,150 hectares)
• Population: > 530,000
 LEARNING AND DEVELOPMENT
Annual training programs/grants

• Orientation/Reorientation – introduction to the structure and function of the City

Government, as well as the condition of employment

• Supervisory Development Course

• Values Development Program/Values Orientation Workshop – for promotion of high

standard of ethics in public service

• Local Scholarship Grants

 LEARNING AND DEVELOPMENT

Partner Institutions of the City Government

1. Civil Service Commission (CSC)

2. Department of Interior and Local Government (DILG)
3. Manila Development Authority (MMDA)
4. Government Service Insurance System (GSIS)
 LEARNING AND DEVELOPMENT

Management of conflict resolutions

The LGU has an Ethics Board, which conducts investigations and hearings on
internal and external conflicts, composed of the following:

• City Mayor Marcelino Teodoro (represented by the City Administrator Adrian Salvador)
• Legal Officer: Atty. Florella Almarez (or her representative)
• Personnel Officer: Ms. Janet Obispo
• Representatives from the 1st and 2nd level employees (chosen by the Personnel Officer)
 LEARNING AND DEVELOPMENT

Grievance Mechanisms

• Personal appearance of the complainant

• Submission of a written letter addressed to the Mayor or to the Personnel Officer

or to the head of the department in which the subject of the complaint is detailed

• 8888 Hotline (channels include the Malacanang, DILG, and CSC)

 LEARNING AND DEVELOPMENT

Employee Welfare

• Grievance Machinery
• Medical and Dental Services (c/o City Health Office)
• Safety and Accident Prevention
• Recreational/Sports Prevention (c/o Marikina Sports Park)
 LEARNING AND DEVELOPMENT

Issues

1. Limited budget for conduct of trainings

2. Low attendance rate even on required trainings
 COMPENSATION SYSTEM, REWARDS,
AND RECOGNITION
Number of Employees (as of March 8, 2019)

• Permanent – 609
• Casual – 1,263
• Consultant – 192
• Project-based – 804

TOTAL: 2,868
 COMPENSATION SYSTEM, REWARDS,
AND RECOGNITION
Salary Cut-Off

• Every 15th and 30th (if weekend, immediate date before the cut-off date)

• Target submission of accomplishment reports and Daily Time Records (DTR) is

every 10th and 25th of the month
 COMPENSATION SYSTEM, REWARDS,
AND RECOGNITION
Employee Benefits and Privileges

• Leave of Absence
• PhilHealth (Medicare benefits) – National Health Insurance Program
• Life Insurance
• Employee’s Compensation and Allowance for Disability
• State Insurance Fund Benefits
• Retirement Benefits
• GSIS Loans
• Pag-IBIG Membership
• Marikina City First Employees Welfare Fund (MCFEWF)
• Bike Loan
Programs on Awards and Incentives for Service Excellence (PRAISE)

• To encourage creativity, innovativeness, efficiency, integrity, and productivity in the

public service by recognizing and rewarding officials and employees whether
individually or in groups
 COMPENSATION SYSTEM, REWARDS,
AND RECOGNITION
Awards

National Level
• Presidential or Lingkod Bayan Award
• Outstanding Public Official/Employee or Dangal ng Bayan Award
• Civil Service Commission (CSC) or the PAG-ASA Award
• Other NGO initiated awards
 COMPENSATION SYSTEM, REWARDS,
AND RECOGNITION
Awards

Agency Level
• Best Employee Award
• Gantimpala Agad Award
• Exemplary Behavior Award
• Best Organizational Unit Award
• Cost Economy Measure Award
• Service Award
• Employee of the Month
 COMPENSATION SYSTEM, REWARDS,
AND RECOGNITION
Incentives

• Loyalty Incentive
• Length of Service Incentive
• Productivity Incentive
• Career and Self-Development Incentive
• Other incentives on the basis of special achievements, innovation, etc.
 COMPENSATION SYSTEM, REWARDS,
AND RECOGNITION
Forms of Awards and Incentives

• Compensatory Time-Off
• Flexiplace
• “Salo salo” Together
• Personal Growth Opportunities
• Trophies, plaques, and certificates
• Monetary award
• Travel packages
• Other incentives (materials, inclusion in Wall of Fame, etc.)
Sources
• Legaspi, Perla (1998). Decentralization and Local Autonomy: HRD Perspective and Implications for Local
Development Best Practices in Public Administration: Experiences from Commonwealth Countries in
Ahmad, M. (ed) Public Service Management: Achieving Quality in thee 21st Century, Malaysia: INTAN.

• Legaspi, Perla E. “HRD and Globalization: Improving Competencies at the Local Government Level.”
Retrieved from http://unpan1.un.org/intradoc/groups/public/documents/eropa/unpan014257.pdf.

• City of Marikina Employee Handbook (2008)

• Revised Administrative Code of 1997 of the Civil Service Commission

• Republic Act 6758 - Compensation and Position Classification Act of 1989