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…in broad strokes
SUSTAINING AN ANTI-CORRUPTION DRIVE
HILARIO P. MARTINEZ 1
Standardizing Appointive Positions in the Philippine
Criticality of Competency-based HRD System for Public Servants
HILARIO P. MARTINEZ 4
Government officials and employees takes an oath to serve, protect and defend the country,
and the interest and welfare of the public
Government officials and employees are entrusted with enormous resources drawn
and contributed by citizens-taxpayers
As stewards of huge state wealth and public funds, they are expected to be intellectually
capable and armored with integrity
Competency, not civil service eligibilities, builds professionalism and reinforces integrity
in the workplace
Calibrating the RISK to Public Service
HILARIO P. MARTINEZ 6
Novices/
Transferees
₱
$
SALARY STANDARDIZATION
Uncertified and Unassessed Incumbent Officials and Employees
Which should be a common scenario in a government office?
MEDIOCRITY = INCOMPETENCE
CERTIFIED as COMPETENT
HILARIO P. MARTINEZ 9
How should workers’ capability be determined?
Comparing Worker to Worker Comparing Worker to Standard
HILARIO P. MARTINEZ 10
E D U C A T I O N E X P E R I E N C E
OR
BUILDING ON COMPETENCY - a foundation of public service
Shifting to a verifiable, evidence-based system to reinforce transparency, accountability and professionalism in Public Service
Knowledge
Skills Attitude
WHAT
WHY HOW
CO
MM
IT-
MEN
T
HILARIO P. MARTINEZ 12
Competence Performance
Observable Behavior
Reference: UNESCO/UNEVOC-TVETpedia website 15 HILARIO P. MARTINEZ
What a Competency Standard is not!
HILARIO P. MARTINEZ 17
Statement of Duties and Responsi-
bilities
Areas of Responsibilities
Job Description
Structure of a Unit of Competency Standard
Title of Unit of Competency(UC)
Elements
Elem
ent
Perf
orm
ance
C
rite
ria
Range of Variables
Var
iab
le
Ran
ge
E v i d e n c e G u i d e C
riti
cal A
spec
ts
of
Co
mp
eten
cy
Un
der
pin
nin
g K
no
wle
dge
Un
der
pin
nin
g Sk
ills
Un
der
pin
nin
g A
ttit
ud
e
Res
ou
rce
Imp
licat
ion
Met
ho
ds
of
Ass
essm
ent
Co
nte
xt o
f A
sses
smen
t
HILARIO P. MARTINEZ 19
Un
der
pin
nin
g K
NO
WLE
DG
E
Un
der
pin
nin
g S
KIL
LS
Un
der
pin
nin
g A
TTI
TUD
E
HILARIO P. MARTINEZ 20
NOTE: Non-compliance may constitute corrupt practices
CONCEPTS
PROCESSES
LAWS/
POLICIES
REGU-LATIONS
PROCE-DURES
GUIDE-LINES
INFOR-MATION
ETCETERA …
BEHAVIOR
TRAITS
INTER-PERSONAL RELATION
VIRTUES DEMONS-TRATED
LANGUAGE
TEAM RESPONSI-
BILITY
ETCETERA …
FINANCIAL MGT
SYSTEMS ANALYSIS/
DESIGN
PROBLEM SOLVING
RESOURCE MGT
HUMAN RESOURCE
MGT
COMPUTER AIDED
DESIGN
ETCETERA …
HILARIO P. MARTINEZ 21
Sample of a Competency Standard for a Standardized Job/Position Title CORE Competencies BASIC Competencies
Use of I.C.T.
Lead and manage
work teams
Apply problem
solving in workplace
Demonstrate profes-
sionalism in workplace
HILARIO P. MARTINEZ 23
Plan and Direct Policy
Inputs
Design Systems,
Projects and Programs
Deploy Policies to
Stakeholders
Manage Resources
UC #1 UC #2
UC #3 UC #4
OUTLINING THE PROJECT
Requiring excellent Project Management skills, high-level Coordination and use of Technology
HILARIO P. MARTINEZ 25
Key Players in Job Standardization in Government Bureaucracy
Department of Budget and Management Civil Service Commission
HILARIO P. MARTINEZ 26
Establishing a Competency System
STA
ND
AR
DIZ
AR
TIO
N
FUNCTIONAL
ANALYSIS
COMPETENCY
DEVELOPMENT
WORKPLACE
27 HILARIO P. MARTINEZ
COMPETENCY STANDARDS
TRAINING STANDARD
ASSESSMENT INSTRU-MENTS
TRAINORS
ASSESSORS
DEP’T A
DEP’T B
DEP’T C
DEP’T D
DEP’T N
...
The dual engines in an Organization
Mission-Critical Systems Administrative and Support
Systems
HILARIO P. MARTINEZ 29
Basic points that need clarification regarding government entities
Aside from this classification, clients and needs being served, what differentiate a NGA, LGU,
GFI, and GOCC from each other?
Except for peculiarity in mandated core businesses, are their technical and
administrative support systems differ from each other?
Do they employ distinct concepts, practices and tools of sciences, mathematics,
accounting, legal and technologies not applicable to other government agencies?
NOTE: NGA – National Government Agency; LGU – Local Government Unit; GFI - Government Financial Institutions; GOCC – Government-Owned and Controlled Corporations
HILARIO P. MARTINEZ 30
Most likely,
the only
basic
difference
is the
NAME of
the agency
Engineering Perspective of Organization Systems
Hierarchy of Disciplines* Inherent in an Agency
•ACCOUNTANCY
•ENGINEERING
•BANKING
•FINANCE
•ECONOMICS
•TECHNOLOGY
• etc
CORE discipline/s
• EDUCATION Engineering
• ECONOMICS Statistics
• ENGINEERING Law • ACCOUNTANCY
Engineering • etc.
Complimenting disciplines
• ECONOMICS Statistics HRD, Engineering …
• ENGINEERING Law Accountancy, HRD …
• etc.
Support disciplines
Functional Perspective
* Variation depends on the legal mandate and business of concerned agencies; specific, not subject to discretion
HILARIO P. MARTINEZ 31
Prospective National Qualification Framework
Level D e s c r i p t i o n
NQF-6
• Work involves analysis, diagnosis, design, planning and execution across a broad range of technical and/or management functions including policy inputs, information analysis and contribution to the development of a broad plan, budget or strategy. • Responsibility also includes judgment in planning, design, technical or leadership/ guidance functions related to programs, projects, services, operations or procedures.
NQF-5 Perform development of planning initiatives, as well as personal responsibility and limited authority in performing routine technical operations or organizing/managing others Work also involve planning and evaluation of functions, initiation of alternative approaches to technical and/or management requirements
NQF-4 • Perform broad range of skilled applications including requirements to evaluate and analyze current practices, develop procedures and provision of leadership and guidance to others in the team and in the application of planning skills
NQF-3 • Perform a defined range of skilled operations usually within a range of broader related activities involving known routines, methods and procedures, where some discretion and judgment is required in the selection of resources, assigning and assessing staff performance, distribution of workloads, services, or contingency measures and within known time constraint
NQF-2
Perform a defined range of varied activities where there is a clearly defined range of context in which the choice of actions required is usually clear and there is limited complexity in the range of options to be applied and some accountability for the quality of outputs Assignments usually include routine activities involving individual responsibility or autonomy and/or collaboration with others as part of a group or team
NQF-1 Perform a defined range of activities most of which may be routine and predictable tasks. Assignments are usually provided by a supervisor or an employee at a higher category who gives simple instructions and makes clarifications or suggestions when necessary
HILARIO P. MARTINEZ 33
The higher the level, the greater the burden
Authority & Responsibility
Authority & Responsibility
Authority & Responsibility
Authority and Responsibility
Authority and Responsibility
Authority and Responsibility
Competency & Performance
Competency & Performance
Competency & Performance
Competency and Performance
Competency and Performance
Competency and Performance
EXPECTATION ACCOUNTABILITY
HILARIO P. MARTINEZ 34
Development of Competency Standards for Agency-specific Position Titles by
Concerned Departments/Agencies
HILARIO P. MARTINEZ 35
Delegating the Development of Competency Standards for Admin. &
Technical Support to Appropriate Agencies
HILARIO P. MARTINEZ 36
Adapt and Overcome
CSC DBM
PRES.GOV.PH
Development Strategy Implementation Strategy
the CHALLENGE for CHANGE
HILARIO P. MARTINEZ 37
By Stage Implementation of Job Standardization Process
Agency-Level
Department-Level
National-Level
HILARIO P. MARTINEZ 39
AGENCIES
AGENCIES
COMPETENCY STANDARDS
IN GOVERNMENT
Level 3
Level 2
Level 1
INITIATING THE PROJECT
Requiring Commitment and Dedication, most of all TEAMWORK
HILARIO P. MARTINEZ 40
Agency Standardization Process
Guided Workshops [Workplace-based]
Agency-specific
COMPETENCY STANDARDS
Current Agency
PERSONNEL
QUALIFICATION STANDARD
PROCESS
HILARIO P. MARTINEZ 43
Illustrative Generic Sample
Division Chief – Various Agencies STANDARDIZED JOB –
Competency Standard for Division Chief Position
HILARIO P. MARTINEZ 45
PORTABILITY
ACCOUNTANT
Bo
oke
ep
er
Exa
min
er
Secretary
Nu
rse
Medical Doctor
Budget Officer Computer Programmer
DR
IVER
1
BU
YER
Division
Chief
UTILITY
LOA
N
OFFIC
ER
REVENUE OFFICER II
EXECUTIVE ASSISTANT
REG
ION
AL
ENCODER
AS
ST
.
HILARIO P. MARTINEZ 46
Competency Standards for Government Position Titles
Pos A Pos B Pos C Pos D Pos E Pos F
Building an Agency’s Competency Map From Competency Standard of
Agency Position Titles … … To an Agency Competency
Map Reflective of its Processes
HILARIO P. MARTINEZ 47
Competency Standards Formulation - Department Level Process
HILARIO P. MARTINEZ 48
* CS – Competency Standard
*
Consolidation of Agency-CS at Department Level
SUBORDINATE BUREAUS
SUPERVISED AGENCIES
ATTACHED AGENCIES
HILARIO P. MARTINEZ 49
National Integration of Competency Standards for Appointive Positions in Government
Consolidated Competency Standards – Department Level
Consolidated Competency Standards – National Level
HILARIO P. MARTINEZ 51
HILARIO P. MARTINEZ 52
NQF – National Qualification Framework (Slide # 30) basis for classification and grouping of positions for SG SG - Salary Grade
Probable Job Variations per Group with Equivalent Competency Standard
NATIONAL QUALIFICATION
LEVEL
1 2 3 … n
SG11
SG12
SG13
SG14
SG15 * - the number of Jobs with equivalent Competency
Standard may vary, and not necessarily limited to this illustrative example
HILARIO P. MARTINEZ 53
(Applies uniformly to all NQF levels and Salary Grades)
HILARIO P. MARTINEZ 54
National-Level Competency Standards of Appointive Positions in Government
COMPETENCY STANDARDS OF
STANDARDIZED
POSITIONS
for COMPETENCY ASSESSMENT P A S S [ 1 ] o r F A I L [ 0 ]
The Impact of Appointive Position Title Standardization cum Competency System
HILARIO P. MARTINEZ 56
Why STANDARDIZE Appointive Positions?
To establish Benchmarks
To enhance Performance
To support Transparency
To facilitate Good
Governance
To reinforce Accountability
To instill & Maintain Discipline
HILARIO P. MARTINEZ 57
Upgrading of the Qualification Standard for Civil Service – a parallel step
Competency-based Quality-focused
Objective & specific alternative measures
Merit-based reward & promotion system
Teamwork-bias personnel selection
Performance-based security of tenure
HILARIO P. MARTINEZ 58
HILARIO P. MARTINEZ 59
The Imperative for Change – the shift to Competency System for a Better and Professional Workforce in Public Service