Embed Size (px)
DESCRIPTION
a training and development needs assessment tool, competency-based, utilizing consensual approach, emphasizes on the responsibility of supervisors in directly developing the competence of subordinates, best applicable in a competency-based system
Citation preview
Maximizing in-house training and development alternatives for a professional public service workforce in the Philippines
Hilario P. Martinez 1
The Foundation of this Yardstick
Hilario P. Martinez 2
SOME OBSERVATIONS IN HUMAN RESOURCES SITUATION IN OFFICES
Hilario P. Martinez 3
Familiar situations in offices (1)
Increasing
Paperwork
Older folks’ extra effort to cope
with the evolving hi-tech workplace
Hilario P. Martinez 4
Familiar situations in offices (2)
Hilario P. Martinez 5
DUE TO REWORKS AND BACK JOBS
Undue obedience to
certain officials
Familiar situations in offices (3)
Difficult employees especially
when the boss is out
Inexperienced employees,
fresh graduates, new hires
Hilario P. Martinez 6
Familiar situations in offices (4)
Working with/for
Incompetent Bosses
Office politicians, jesters and
“in-crowd” guys of the boss
Unstable Team
Performance
Hilario P. Martinez 7
Familiar situations in offices (5)
Finger pointing
and fault-finding
Inadequate/weak
problem-solving capabilities
Hilario P. Martinez 8
Opportunism and
Malpractices
Familiar situations in offices (6)
Skills – Job mismatch Demotivated and
Timid Employees
Difficult coordination even among team members
Hilario P. Martinez 9
ATTENDANT HUMAN RESOURCE ISSUES
Hilario P. Martinez 10
Policy in Hiring and Manning
Hilario P. Martinez 11
Command responsibility of the Supervisor/Team Leader
Hilario P. Martinez 12
Training and Development Interventions
Hilario P. Martinez 13
HR Perception
Hilario P. Martinez 14
Is 5% of MOOE* a standard training budget for all
agencies? Why so much? Do we always have that many dumb bells-that-never-learn every year?
* MOOE – Maintenance and Other Operating Expenses (Operating Fund)
THE CRITERIA
Hilario P. Martinez 15
LEVELS OF CRITICALITY TO JOB: HIGH = 3
MODERATE = 2 LOW = 1
Criticality to Job
where the competency
element/unit is a vital
contributor to job delivery,
requiring significant
time and effort on the
part of the jobholder
High
where the competency
element/unit has a definite
impact on time and
effort in the delivery of
job outputs
Moderate
where the competency
element/unit may not be a
major component or contributor to the overall job
delivery in terms of time
and effort
Low
Hilario P. Martinez 16
Level of Competency
Basic – where the jobholder is able to execute the competency element with supervision
Sufficient – where the jobholder is able to execute the competency element without supervision
Expert – where the jobholder is not only able to execute the competency element independently but is also able to guide others and to innovate in the task execution
COMPETENCY LEVEL
EXPERT = 1
SUFFICIENT = 2
BASIC = 3
Hilario P. Martinez 17
Making Sense to a Critical Imbalance?
Criticality to Job
Level of Competency
3 2 1
1 2 3
Hilario P. Martinez 18
FORMULATING THE SCORING MECHANICS
Hilario P. Martinez 19
Level of Competency Criticality to Job
LEVEL OF COMPETENCY
CRITICALITY TO JOB
3
3
2 2
1
1 Expert
Sufficient
Basic
High
Moderate
Low
B x H = 9 B x M = 6 B x L = 3 S x H = 6 S x M = 4 S x L = 2 E x H = 3 E x M = 2 E x L = 1
B x H = 9 B x M = 6 S x H = 6 S x M = 4 B x L = 3 E x H = 3 E x M = 2 S x L = 2 E x L = 1
Hilario P. Martinez 20
9 6 3
6 4 2
3 2 1
Numerical Rating
B x H = 9 B x M = 6 S x H = 6 S x M = 4 B x L = 3 E x H = 3 E x M = 2 S x L = 2 E x L = 1
Hilario P. Martinez 21
HIGHEST
LOWEST
Ra
ng
e o
f Tr
ain
ing
&
Dev
elo
pm
ent
Nee
ds
Adjectival Rating
BASIC
HIGH
SUFFI-
CIENT
HIGH
EXPERT
HIGH
BASIC
MODE-
RATE
SUFFI-
CIENT
MODE-
RATE
EXPERT
MODE-
RATE
BASIC
LOW
SUFFI-
CIENT
LOW
EXPERT
LOW
B x H B x M S x H S x M B x L E x H E x M S x L E x L
LEVEL OF COMPETENCY
CRITICALITY TO JOB
Hilario P. Martinez 22
B·H S·H E·H
B·M S·M E·M
B·L S·L E·L
9 6 3
6 4 2
3 2 1
Numerical Rating = Adjectival Interpretation
Hilario P. Martinez 23
BH SH EH
BM SM EM
BL SL EL
9 6 3
6 4 2
3 2 1
Objective-wise: Numerical ≠ Adjectival
Hilario P. Martinez 24
From greatest training needs to the least
training needs?
From basic skills to expert level, from low
criticality to high?
. . .
Deriving the equivalent % rates
B S E Total
L 3 2 1 6
M 6 4 2 12
H 9 6 3 18
Total 18 12 6 36
B S E Total
L 8.33% 5.56% 2.78% 16.67%
M 16.67% 11.11% 5.56% 33.33%
H 25.00% 16.67% 8.33% 50.00%
Total 50.00% 33.33% 16.67% 100.00%
BL = 3 / 36 = 0.0833 BM = 6 / 36 = 0.1667 BH = 9 / 36 = 0.2500
SL = 2 / 36 = 0.0556 SM = 4 / 36 = 0.1111 SH = 6 / 36 = 0.1667
EL = 1 / 36 = 0.0278 EM = 2 / 36 = 0.0556 EH = 3 / 36 = 0.0833
Hilario P. Martinez 25
Weighted Score Equivalent for Competency Level Criticality to Job
B S E Total B S E Total
L 3 2 1 6 8.33% 5.56% 2.78% 16.67%
M 6 4 2 12 16.67% 11.11% 5.56% 33.33%
H 9 6 3 18 25.00% 16.67% 8.33% 50.00%
Total 18 12 6 36 50.00% 33.33% 16.67% 100.00%
Hilario P. Martinez 26
9 6 3
6 4 2
3 2 1
B·H S·H E·H
B·M S·M E·M
B·L S·L E·L
T.D.N.A. RATING SCHEME
Hilario P. Martinez 27
T.D.N.A. Tool Rating Scheme
Hilario P. Martinez 28
STA
ND
AR
DIZ
ED
JOB
TIT
LE
CO
MP
ETEN
CY
ST
AN
DA
RD
Elements minimum
Elements maximum
Elements minimum
Elements maximum
PR
IMA
RY
RA
TIN
G A
RE
A
UNITS OF COMPETENCY
minimum
UNITS OF COMPETENCY
maximum
SCO
RE R
OLL-U
P A
REA
The T.D.N.A. Cube
9 25.00%
6 16.67%
3 8.33%
6 16.67%
4 11.11%
2 5.56%
3 8.33%
2 5.56%
1 2.78%
Numerical Score
Percent Equivalent
Adjectival Score
Hilario P. Martinez 29
The T.D.N.A Table
Hilario P. Martinez 30
Equivalent Proficiency Rates
Hilario P. Martinez 31
LOWEST
HIGHEST
SORTED . . .
Proficiency and Deficiency Rate by Competency-Criticality Group
Hilario P. Martinez 32
Proficiency Deficiency Gap
1 - BH 75.00% 25.00% 0
2 - BM, SH 83.33% 16.67% 8.33%
3 - SM 88.89% 11.11% 5.56%
4 - BL, EH 91.67% 8.33% 2.78%
5 - SL, EM 94.44% 5.56% 2.78%
6 - EL 97.22% 2.78% 2.78%
Group
The “Deficiency Scale”
Hilario P. Martinez 33
Gro
up
1
Gro
up
2
Gro
up
3
Gro
up
4
Gro
up
5
Gro
up
6
HIGHEST T/D Needs LOWEST T/D Needs
D E F I C I E N C Y G A P S
PRESENTING THE T.D.N.A. TOOL The physical design and the scoring scheme
Hilario P. Martinez 34
Employee-Ratee Form TDNA FORM DESCRIPTION
This instrument needs to be accomplished separately by three Individuals: (1) an employee-ratee, (2) the supervisor-rater, and (3) a peer rater. The supervisor-rater should be the immediate supervisor of the employee-ratee, while the peer rater should be any member of the group the employee-ratee belong and chosen at random. For employee-ratee who supervises subordinates, a subordinate-rater likewise chosen at random shall be the fourth rater.
Select your answer from the list in the appropriate column. Be informed that the information you provide in this form shall be held in strictest confidence and maybe subject to verification whenever necessary
Hilario P. Martinez 35
(Strictly Confidential)Agency:
Reference Period (Please mark boxes): Semester Calendar Year of 20 Form TDNA 1-A
1
---
---
---
---
---
---
1
---
---
---
---
---
---
1
---
---
---
---
---
---
1
---
---
---
---
---
---
1
---
---
---
---
---
---
1
---
---
---
---
---
---
1
---
---
---
---
---
---
* Information to be supplied by HRMD
Date: Date:
2 - Number of Elements:
3 - Number of Elements:
Date of Appointment: Name and Rank of Immediate Supervisor:
4 - Number of Elements:
COMPETENCY LEVEL (Basic, Sufficient,
Expert)
1 - Number of Elements:
Official Station:Name of Employee-Ratee:
Position Title: Designation:
CRITICALITY to JOB (Low, Medium, High)
Un
it N
o.
Title of Unit of
Competency *
Elem
ent
No
.
Elements of the Unit of Competency *
5 - Number of Elements:
6 - Number of Elements:
7 - Number of Elements:
Employee-Ratee Training and Development Needs Analysis Form
Name/Signature of Analyst Name/Signature of Employee-Ratee
Supervisor-Rater Form TDNA FORM DESCRIPTION (Continued)
Space is alloted for a maximum of seven (7) units of competency and maximum of seven (7) elements per unit.
Scale Guide for CRITICALITY to JOB: the importance this competency element has in relation to the delivery of outputs and the execution of job. Scale of Low [L] - where the competency element may not be a major component or contributor to the overall job delivery in terms of time and effort; Moderate [M] - where the competency element has a definite impact on time and effort in the delivery of job outputs; and High [H] - where the competency element is a vital contributor to job delivery, requiring significant time and effort on the part of the jobholder.
Hilario P. Martinez 36
(Strictly Confidential)Agency:
Reference Period (Please mark boxes): 0 Semester Calendar Year of 20 0 Form TDNA 1-B
0 1
---
---
---
---
---
---
0 1
---
---
---
---
---
---
0 1
---
---
---
---
---
---
0 1
---
---
---
---
---
---
0 1
---
---
---
---
---
---
0 1
---
---
---
---
---
---
0 1
---
---
---
---
---
---
* Information to be supplied by HRMD
Date: Date:
0
Supervisor-Rater Training and Development Needs Analysis Form
Name of Employee-Ratee: 0 Official Station: 0
Position Title: 0 Designation: 0
Date of Appointment: 0 Name and Rank of Immediate Supervisor: 0
Un
it N
o.
Title of Unit of
Competency *
Elem
ent
No
.
Elements of the Unit of Competency *CRITICALITY to JOB (Low, Medium, High)
COMPETENCY LEVEL (Basic, Sufficient,
Expert)
0
0
0
0
0
0
0
0
1 - Number of Elements:
0
0
0
0
0
0
0
0
0
2 - Number of Elements:
0
0
0
0
0
0
0
0
0
3 - Number of Elements:
0
0
0
0
0
0
0
0
0
4 - Number of Elements:
0
0
0
6 - Number of Elements:
0
0
0
0
0
0
0
0
0
5 - Number of Elements:
0
Name/Signature of Analyst Name/Signature of Supervisor-Rater
0
0
0
0
0
0
0
0
7 - Number of Elements:
0
0
0
0
0
0
0
Peer-Rater Form TDNA FORM DESCRIPTION (Continued)
Scale Guide for Level of COMPETENCY: the current proficiency which jobholder has in the execution of the competency element. Scale of Basic [B] - where jobholder is able to execute the competency element with supervision; Sufficient [S] - where jobholder is not only able to execute the competency element without supervision; and Expert [E] - where the jobholder is not only able to execute the competency element independently but is also able to guide others and innovate in the task execution. For each response marked [E] as Expert, the respondent is required to indicate/attach reference material/s (reports, citations, certifications, etc.) for verification in accordance to rules of evidence.
Hilario P. Martinez 37
(Strictly Confidential)Agency:
Reference Period (Please mark boxes): 0 Semester Calendar Year of 20 0 Form TDNA 1-C
0 1
---
---
---
---
---
---
0 1
---
---
---
---
---
---
0 1
---
---
---
---
---
---
0 1
---
---
---
---
---
---
0 1
---
---
---
---
---
---
0 1
---
---
---
---
---
---
0 1
---
---
---
---
---
---
* Information to be supplied by HRMD
Date: Date:
0
Peer-Rater Training and Development Needs Analysis Form
Name of Employee-Ratee: 0 Official Station: 0
Position Title: 0 Designation: 0
Date of Appointment: 0 Name and Rank of Immediate Supervisor: 0
Un
it N
o.
Title of Unit of
Competency *
Elem
ent
No
.
Elements of the Unit of Competency *CRITICALITY to JOB (Low, Medium, High)
COMPETENCY LEVEL (Basic, Sufficient,
Expert)
0
0
0
0
0
0
0
0
1 - Number of Elements:
0
0
0
0
0
0
0
0
0
2 - Number of Elements:
0
0
0
0
0
0
0
0
0
3 - Number of Elements:
0
0
0
0
0
0
0
0
0
4 - Number of Elements:
0
0
0
6 - Number of Elements:
0
0
0
0
0
0
0
0
0
5 - Number of Elements:
0
Name/Signature of Analyst Name/Signature of Peer-Rater
0
0
0
0
0
0
0
0
7 - Number of Elements:
0
0
0
0
0
0
0
Subordinate-Rater Form TDNA FORM DESCRIPTION (Continued)
For all respondents, answers found to be inadequate or not supported by verified facts and/or relevant documents shall be reduced to the next lower mark/rating.
Hilario P. Martinez 38
(Strictly Confidential)Agency:
Reference Period (Please mark boxes): 0 Semester Calendar Year of 20 0 Form TDNA 1-D
0 1
---
---
---
---
---
---
0 1
---
---
---
---
---
---
0 1
---
---
---
---
---
---
0 1
---
---
---
---
---
---
0 1
---
---
---
---
---
---
0 1
---
---
---
---
---
---
0 1
---
---
---
---
---
---
* Information to be supplied by HRMD
Date: Date:
0
7 - Number of Elements: 0
0 0
Name/Signature of Analyst Name/Signature of Subordinate-Rater
0
0
0
0
0
0
6 - Number of Elements: 0
0 0
0
0
0
0
0
0
5 - Number of Elements: 0
0 0
0
0
0
0
0
0
4 - Number of Elements: 0
0 0
0
0
0
0
0
0
3 - Number of Elements: 0
0 0
0
0
0
0
0
0
2 - Number of Elements: 0
0 0
0
0
0
0
0
0
1 - Number of Elements: 0
0 0
Un
it N
o.
Title of Unit of
Competency *
Elem
ent
No
.
Elements of the Unit of Competency *CRITICALITY to JOB (Low, Medium, High)
COMPETENCY LEVEL (Basic, Sufficient,
Expert)
0
0
0
0
0
Date of Appointment: 0 Name and Rank of Immediate Supervisor: 0
0
Subordinate-Rater Training and Development Needs Analysis Form
Name of Employee-Ratee: 0 Official Station: 0
Position Title: 0 Designation: 0
Attendant TDNA forms to be accomplished depending of on classification of Employee-Ratee
Employee-Ratee – is a supervisorial employee
Employee-Ratee form
Supervisor-Rater form
Peer-Rater form
Subordinate-Rater form
Employee-Ratee – does not exercise supervisorial function
Employee-Ratee form
Supervisor-Rater form
Peer-Rater form
Average is ÷ by 4 per
Unit of Competency
Average is ÷ by 3 per
Unit of Competency
Hilario P. Martinez 39
SAMPLE FILLED-UP RATING SHEETS
Hilario P. Martinez 40
Filled –up Employee-Ratee Form
Hilario P. Martinez 41
3MB 16.67%
3HS 16.67%
3MS 11.11%
4LS 5.56%
4LB 8.33%
4MS 11.11%
4MS 11.11%
4MB 16.67%
4MS 11.11%
4LS 5.56%
4HS 16.67%
3MB 16.67%
3MS 11.11%
3MB 16.67%
3MS 11.11%
3HB 25.00%
3MS 11.11%
3LB 8.33%
3MB 16.67%
3MS 11.11%
13.16%
14.82%
14.82%
15.74%
12.04%
9.03%
12.50%
1
4
5
6
2
3
(Strictly Confidential)Agency:
Reference Period (Please mark boxes): Semester Calendar Year of 20 Form TDNA 1-A
3 1 Moderate Basic
2 High Sufficient
3 Moderate Sufficient
---
---
---
---
4 1 Low Sufficient
2 Low Basic
3 Moderate Sufficient
4 Moderate Sufficient
---
---
---
4 1 Moderate Basic
2 Moderate Sufficient
3 Low Sufficient
4 High Sufficient
---
---
---
3 1 Moderate Basic
2 Moderate Sufficient
3 Moderate Basic
---
---
---
---
3 1 Moderate Sufficient
2 High Basic
3 Moderate Sufficient
---
---
---
---
3 1 Low Basic
2 Moderate Basic
3 Moderate Sufficient
---
---
---
---
1
---
---
---
---
---
---* Information to be supplied by HRMD
Date: Date:
2 - Number of Elements:
Direct the implementation of
programs, projects and
systems
3 - Number of Elements:
Date of Appointment: Name and Rank of Immediate Supervisor:
18
Establish and sustain agency
linkages
4 - Number of Elements:
COMPETENCY LEVEL (Basic, Sufficient,
Expert)
Apply appropriate external analysis tools
Analyze development imperatives
1 - Number of Elements:
Conduct external analysis
Organize operations
Mobilize team members
Monitor implementation
Evaluate effectiveness of operations
Official Station:Name of Employee-Ratee:
Position Title: Designation:
CRITICALITY to JOB
(Low, Moderate, High)
Un
it N
o.
Title of Unit of
Competency *
Elem
ent
No
.
Elements of the Unit of Competency *
Formulate policy
recommendations
24
Develop strategies
5 - Number of Elements:
Formulate strategies
6
Prepare research plan
6 - Number of Elements:
Generate resources
7 - Number of Elements:
20
Identify stakeholders
Develop/establish communication strategies with stakeholders
Provide information to stakeholders
Promote the organization
23
Analyze research result
Prepare policy paper
Present policy recommendation
Define strategic options
Select strategic option
Employee-Ratee Training and Development Needs Analysis Form
Name/Signature of Analyst Name/Signature of Employee-Ratee
25
Identify needs
Develop resource generation plans & strategies
Secure commitment of donors/funding sources
SUM
MA
RY
OF
PO
INTS
EA
RN
ED:
by Elem
ent, U
nit a
nd
Po
sition
Title
Filled-up Supervisor-Rater Form
Hilario P. Martinez 42
(Strictly Confidential)Agency:
Reference Period (Please mark boxes): 0 Semester Calendar Year of 20 0 Form TDNA 1-B
3 1 High Basic
2 Moderate Basic
3 High Basic
---
---
---
---
4 1 Moderate Basic
2 High Basic
3 Moderate Basic
4 Moderate Basic
---
---
---
4 1 High Basic
2 High Basic
3 Moderate Basic
4 Moderate Basic
---
---
---
3 1 High Basic
2 Moderate Basic
3 High Sufficient
---
---
---
---
3 1 High Basic
2 High Sufficient
3 High Sufficient
---
---
---
---
3 1 Moderate Sufficient
2 Moderate Basic
3 High Basic
---
---
---
---
0 1
---
---
---
---
---
---
* Information to be supplied by HRMD
Date: Date:
0
Supervisor-Rater Training and Development Needs Analysis Form
Name of Employee-Ratee: 0 Official Station: 0
Position Title: 0 Designation: 0
Date of Appointment: 0 Name and Rank of Immediate Supervisor: 0
Un
it N
o.
Title of Unit of
Competency *
Elem
ent
No
.
Elements of the Unit of Competency *CRITICALITY to JOB
(Low, Moderate, High)
COMPETENCY LEVEL (Basic, Sufficient,
Expert)
6
Prepare research plan
Apply appropriate external analysis tools
Analyze development imperatives
0
0
0
0
1 - Number of Elements:
Conduct external analysis
18
Organize operations
Mobilize team members
Monitor implementation
Evaluate effectiveness of operations
0
0
0
2 - Number of Elements:
Direct the implementation of
programs, projects and
systems
20
Identify stakeholders
Develop/establish communication strategies with stakeholders
Provide information to stakeholders
Promote the organization
0
0
0
3 - Number of Elements:
Establish and sustain agency
linkages
23
Analyze research result
Prepare policy paper
Present policy recommendation
0
0
0
0
4 - Number of Elements:
Formulate policy
recommendations
0
0
6 - Number of Elements:
Generate resources
24
Define strategic options
Select strategic option
Develop strategies
0
0
0
0
5 - Number of Elements:
Formulate strategies
Name/Signature of Analyst Name/Signature of Supervisor-Rater
0
0
0
0
0
0
0
0
7 - Number of Elements:
0
25
Identify needs
Develop resource generation plans & strategies
Secure commitment of donors/funding sources
0
0
3HB 25.00%
3MB 16.67%
3HB 25.00%
4MB 16.67%
4HB 25.00%
4MB 16.67%
4MB 16.67%
4HB 25.00%
4HB 25.00%
4MB 16.67%
4MB 16.67%
3HB 25.00%
3MB 16.67%
3HS 16.67%
3HB 25.00%
3HS 16.67%
3HS 16.67%
3MS 11.11%
3MB 16.67%
3HB 25.00%
19.72%
22.22%
18.75%
20.84%
19.45%
19.45%
17.59%
1
2
3
4
5
6
SUM
MA
RY
OF
PO
INTS
EA
RN
ED:
by Elem
ent, U
nit a
nd
Po
sition
Title
Filled-up Peer-Rater Form
Hilario P. Martinez 43
(Strictly Confidential)Agency:
Reference Period (Please mark boxes): 0 Semester Calendar Year of 20 0 Form TDNA 1-C
3 1 Moderate Basic
2 High Basic
3 Moderate Basic
---
---
---
---
4 1 Moderate Sufficient
2 Moderate Basic
3 High Basic
4 Moderate Basic
---
---
---
4 1 Moderate Basic
2 Moderate Basic
3 Moderate Sufficient
4 Moderate Basic
---
---
---
3 1 Moderate Basic
2 High Basic
3 Low Basic
---
---
---
---
3 1 Moderate Sufficient
2 Moderate Basic
3 Moderate Basic
---
---
---
---
3 1 High Sufficient
2 Moderate Basic
3 Moderate Sufficient
---
---
---
---
0 1
---
---
---
---
---
---
* Information to be supplied by HRMD
Date: Date:
0
Peer-Rater Training and Development Needs Analysis Form
Name of Employee-Ratee: 0 Official Station: 0
Position Title: 0 Designation: 0
Date of Appointment: 0 Name and Rank of Immediate Supervisor: 0
Un
it N
o.
Title of Unit of
Competency *
Elem
ent
No
.
Elements of the Unit of Competency *CRITICALITY to JOB
(Low, Moderate, High)
COMPETENCY LEVEL (Basic, Sufficient,
Expert)
6
Prepare research plan
Apply appropriate external analysis tools
Analyze development imperatives
0
0
0
0
1 - Number of Elements:
Conduct external analysis
18
Organize operations
Mobilize team members
Monitor implementation
Evaluate effectiveness of operations
0
0
0
2 - Number of Elements:
Direct the implementation of
programs, projects and
systems
20
Identify stakeholders
Develop/establish communication strategies with stakeholders
Provide information to stakeholders
Promote the organization
0
0
0
3 - Number of Elements:
Establish and sustain agency
linkages
23
Analyze research result
Prepare policy paper
Present policy recommendation
0
0
0
0
4 - Number of Elements:
Formulate policy
recommendations
0
0
6 - Number of Elements:
Generate resources
24
Define strategic options
Select strategic option
Develop strategies
0
0
0
0
5 - Number of Elements:
Formulate strategies
Name/Signature of Analyst Name/Signature of Peer-Rater
0
0
0
0
0
0
0
0
7 - Number of Elements:
0
25
Identify needs
Develop resource generation plans & strategies
Secure commitment of donors/funding sources
0
0
3MB 16.67%
3HB 25.00%
3MB 16.67%
4MS 11.11%
4MB 16.67%
4HB 25.00%
4MB 16.67%
4MB 16.67%
4MB 16.67%
4MS 11.11%
4MB 16.67%
3MB 16.67%
3HB 25.00%
3LB 8.33%
3MS 11.11%
3MB 16.67%
3MB 16.67%
3HS 16.67%
3MB 16.67%
3MS 11.11%
16.40%
19.45%
17.36%
15.28%
16.67%
14.82%
14.82%
1
2
3
4
5
6
SUM
MA
RY
OF
PO
INTS
EA
RN
ED:
by Elem
ent, U
nit a
nd
Po
sition
Title
Filled-up Subordinate-Rater Form
Hilario P. Martinez 44
(Strictly Confidential)Agency:
Reference Period (Please mark boxes): 0 Semester Calendar Year of 20 0 Form TDNA 1-D
3 1 Moderate Basic
2 High Basic
3 High Basic
---
---
---
---
4 1 Moderate Sufficient
2 Moderate Basic
3 Low Sufficient
4 Moderate Sufficient
---
---
---
4 1 Moderate Sufficient
2 Moderate Basic
3 High Sufficient
4 Moderate Sufficient
---
---
---
3 1 Moderate Sufficient
2 Moderate Sufficient
3 Moderate Basic
---
---
---
---
3 1 High Sufficient
2 Low Basic
3 Moderate Basic
---
---
---
---
3 1 Low Sufficient
2 Moderate Sufficient
3 High Sufficient
---
---
---
---
0 1
---
---
---
---
---
---
* Information to be supplied by HRMD
Date: Date:
0
7 - Number of Elements: 0
0 0
Name/Signature of Analyst Name/Signature of Subordinate-Rater
0
0
0
0
0
25
6 - Number of Elements: Identify needs
Generate resources Develop resource generation plans & strategies
Secure commitment of donors/funding sources
0
0
0
0
24
5 - Number of Elements: Define strategic options
Formulate strategies Select strategic option
Develop strategies
0
0
0
0
23
4 - Number of Elements: Analyze research result
Formulate policy
recommendations
Prepare policy paper
Present policy recommendation
0
0
0
0
20
3 - Number of Elements: Identify stakeholders
Establish and sustain agency
linkages
Develop/establish communication strategies with stakeholders
Provide information to stakeholders
Promote the organization
0
0
0
18
2 - Number of Elements: Organize operations
Direct the implementation of
programs, projects and
systems
Mobilize team members
Monitor implementation
Evaluate effectiveness of operations
0
0
0
6
1 - Number of Elements: Prepare research plan
Conduct external analysis Apply appropriate external analysis tools
Un
it N
o.
Title of Unit of
Competency *
Elem
ent
No
.
Elements of the Unit of Competency *CRITICALITY to JOB
(Low, Moderate, High)
COMPETENCY LEVEL (Basic, Sufficient,
Expert)
Analyze development imperatives
0
0
0
0
Date of Appointment: 0 Name and Rank of Immediate Supervisor: 0
0
Subordinate-Rater Training and Development Needs Analysis Form
Name of Employee-Ratee: 0 Official Station: 0
Position Title: 0 Designation: 0
3MB 16.67%
3HB 25.00%
3HB 25.00%
4MS 11.11%
4MB 16.67%
4LS 5.56%
4MS 11.11%
4MS 11.11%
4MB 16.67%
4HS 16.67%
4MS 11.11%
3MS 11.11%
3MS 11.11%
3MB 16.67%
3HS 16.67%
3LB 8.33%
3MB 16.67%
3LS 5.56%
3MS 11.11%
3HS 16.67%
14.20%
4 12.96%
5 13.89%
6 11.11%
1 22.22%
2 11.11%
3 13.89%
SUM
MA
RY
OF
PO
INTS
EA
RN
ED:
by Elem
ent, U
nit a
nd
Po
sition
Title
Summary of Tabulation of Individual Rating Sheets
Hilario P. Martinez 45
No. Unit of Competency Elements Element Unit Element Unit Element Unit Element Unit
Prepare research plan = 16.67% = 25.00% = 16.67% = 16.67%
Apply appropriate external analysis tools= 16.67% = 16.67% = 25.00% = 25.00%
Analyze development imperatives = 11.11% = 25.00% = 16.67% = 25.00%
= 0.00% = 0.00% = 0.00% = 0.00%
= 0.00% = 0.00% = 0.00% = 0.00%
= 0.00% = 0.00% = 0.00% = 0.00%
= 0.00% = 0.00% = 0.00% = 0.00%
Organize operations = 5.56% = 16.67% = 11.11% = 11.11%
Mobilize team members = 8.33% = 25.00% = 16.67% = 16.67%
Monitor implementation = 11.11% = 16.67% = 25.00% = 5.56%
Evaluate effectiveness of operations= 11.11% = 16.67% = 16.67% = 11.11%
= 0.00% = 0.00% = 0.00% = 0.00%
= 0.00% = 0.00% = 0.00% = 0.00%
= 0.00% = 0.00% = 0.00% = 0.00%
Identify stakeholders = 16.67% = 25.00% = 16.67% = 11.11%
Develop/establish communication strategies with stakeholders= 11.11% = 25.00% = 16.67% = 16.67%
Provide information to stakeholders = 5.56% = 16.67% = 11.11% = 16.67%
Promote the organization = 16.67% = 16.67% = 16.67% = 11.11%
= 0.00% = 0.00% = 0.00% = 0.00%
= 0.00% = 0.00% = 0.00% = 0.00%
= 0.00% = 0.00% = 0.00% = 0.00%
Analyze research result = 16.67% = 25.00% = 16.67% = 11.11%
Prepare policy paper = 11.11% = 16.67% = 25.00% = 11.11%
Present policy recommendation = 16.67% = 16.67% = 8.33% = 16.67%
= 0.00% = 0.00% = 0.00% = 0.00%
= 0.00% = 0.00% = 0.00% = 0.00%
= 0.00% = 0.00% = 0.00% = 0.00%
= 0.00% = 0.00% = 0.00% = 0.00%
Define strategic options = 11.11% = 25.00% = 11.11% = 16.67%
Select strategic option = 25.00% = 16.67% = 16.67% = 8.33%
Develop strategies = 11.11% = 16.67% = 16.67% = 16.67%
= 0.00% = 0.00% = 0.00% = 0.00%
= 0.00% = 0.00% = 0.00% = 0.00%
= 0.00% = 0.00% = 0.00% = 0.00%
= 0.00% = 0.00% = 0.00% = 0.00%
Identify needs = 8.33% = 11.11% = 16.67% = 5.56%
Develop resource generation plans & strategies = 16.67% = 16.67% = 16.67% = 11.11%
Secure commitment of donors/funding sources= 11.11% = 25.00% = 11.11% = 16.67%
= 0.00% = 0.00% = 0.00% = 0.00%
= 0.00% = 0.00% = 0.00% = 0.00%
= 0.00% = 0.00% = 0.00% = 0.00%
= 0.00% = 0.00% = 0.00% = 0.00%
= 0.00% = 0.00% = 0.00% = 0.00%
= 0.00% = 0.00% = 0.00% = 0.00%
= 0.00% = 0.00% = 0.00% = 0.00%
= 0.00% = 0.00% = 0.00% = 0.00%
= 0.00% = 0.00% = 0.00% = 0.00%
= 0.00% = 0.00% = 0.00% = 0.00%
= 0.00% = 0.00% = 0.00% = 0.00%
Average 13.16% Average 19.72% Average 16.40% Average 14.20% 15.87%
13.89%
11.11%
0.00%
Subordinate-Rater
22.22%
11.11%
13.89%
12.96%
Employee-Ratee Supervisor-Rater Peer-Rater
14.82%
Conduct external
analysis
22.22% 19.45%
19.45% 16.67%
= 19.68%
18
Direct the
implementation of
programs, projects and
systems
20
Establish and sustain
agency linkages
9.03% 18.75% 17.36% 14.06%
6
15.63%
= 15.97%
=
12.50% 20.84% 15.28% =
23
24
25
Formulate policy
recommendations
Formulate strategies
Generate resources
14.82%
Average
Rating
0.00% 0.00% 0.00% = 0.00%
= 15.97%
12.04% 17.59% 14.82% = 13.89%
15.74% 19.45% 14.82%
The responses for “Moderate” Criticality to Job and “Basic” Competency Level dominate the inputs given by all respondents
Overall Average Rating = 15.87%
Overall Average Rating
Hilario P. Martinez 46
All scores, except one, are within Groups 1 and 2 area, where the T/D needs are higher. Respondent-wise, the raters, especially the Supervisor, gave derogatory scores. UC-wise, the ratee was more wanting in UC #6
D E F I C I E N C Y G A P S
Locating the Sample Rating Result in the “Deficiency Scale”
Hilario P. Martinez 47
Gro
up
1
Gro
up
2
Gro
up
3
Gro
up
4
Gro
up
5
Gro
up
6
Overall Average Rating = 15.87%
SH, BM Sufficient- High // Basic-Moderate
SUGGESTED INTERVENTIONS ACCORDING TO “DEFICIENCY RATE”
Maximizing Investments and
Resources
Hilario P. Martinez 48
Group 1: Basic Competency / High Criticality (BH)
Hilario P. Martinez 49
O n - t h e - J o b
Tr a i n i n g
Supervisor
Mentoring
Job-Specific
Workshops
Provided … 1. Employee has positively
verified potential 2. Employee manifest
improvement in performance
1 2
3
3. These Interventions are limited to 1 year only
Remedial Measures
Group 1: Basic Competency / High Criticality (BH)
Hilario P. Martinez 50
Professional
Counselling
Demotion
In Rank
Transfer of
Assignment
You are FIRED!
1
2 3
4
Corrective Measures
Group 2: Basic Competency / Moderate Criticality
(BM), Sufficient Competency / High Criticality (SH)
Hilario P. Martinez 51
Provided … 1. Employee has positively
verified potential 2. Employee manifest
improvement in performance
3. These Interventions are limited to 1 year only
Self Study Group Mentoring
By Supervisor
Peer to Peer
Mentoring
Group 3: Sufficient Competency / Moderate Criticality (SM)
Hilario P. Martinez 52
Supervisor
Coaching
Recognition
Delegate More
Responsibility
1 2
3
Group 4: Basic Competency / Low Criticality
(BL), Expert Competency / High Criticality (EH)
Hilario P. Martinez 53
Job Enlargement Job Enrichment
Ad-hoc group
Membership
Team
Leadership
Task Sharing
for Training
Group 5: Sufficient Competency / Low Criticality
(SL), Expert Competency / Moderate Criticality (EM)
Hilario P. Martinez 54
Multiple
Tasking
Change/Upgrade
Assignment Assign Additional
Responsibilities
Group 6: Expert Competency / High Criticality (EH)
Hilario P. Martinez 55
Multiple
Tasking
Delegate More
Responsibility
Peer Work-
Group Mentoring
1 2
3
POLICIES, PROGRAMS, ACTIONS MANAGEMENT MAY PUT INTO PLACE TO SUPPORT THE IMPLEMENTATION OF THIS T.D.N.A. TOOL
Hilario P. Martinez 56
In-house Expertise
Prioritize in-house training programs with internal subject matter experts (SMEs) as Resource Persons
Accreditation/designation of Internal expertise as Trainors for In-house training programs
Hilario P. Martinez 57
Business Reliability
Outsourcing of critical job accounts when no sufficient internal expertise is available
Streamlining and/or Enhancement of Business Operation / Processes
Hilario P. Martinez 58
Competency Standardization Program
Institutionalize workplace-based skills development modalities organization-wide particularly the direct participation of personnel with supervisorial functions
Implement job / competency standardization with direct participation of employees in the development process
Hilario P. Martinez 59
Human Resource Development
Implement a competency-based Human Resource Development System
Make available and accessible all possible in-house technology and job-pertinent materials to employee-learners in the workplace
Hilario P. Martinez 60
INFORMATION SHARING
DIFFERENTIATED WORKFORCE
PROGRESSIVE SUCCESSION PLAN
On In-Service Scholarship Only graduate and post-graduate programs are to be funded, and only to highly technical and science-based government agencies, and only to highly deserving employees
Hilario P. Martinez 61
EXPECTATIONS OVER TIME
Hilario P. Martinez 62
Why is this tool being proposed, most especially, for the government sector?
Hilario P. Martinez 63
ENSURING JOB FIT
Hilario P. Martinez 64
Hilario P. Martinez 65
