Human Resource Planning II - Philippines

Human Resource Planning and Recruitment and Selection II

• Topic covers human resource planning and recruitment and selection in the Philippines
• Presenters include Lady Ann S. Haz, Jairdan Garde, Daniel D. Soriano II, Jhon C. Roma, and Ronnie Bunao
• Table of contents outlines topics:
  • CSC Guidelines on Recruitment, Selection, and Placement
  • Appointment in the Philippine Civil Service
  • Orientation vs. Onboarding
  • Challenges in Recruitment and Selection in the Public Sector

CSC Guidelines on Recruitment, Selection, and Placement

• The Philippine's Civil Service Commission (CSC) provides a comprehensive framework for recruiting, selecting, and placing government employees.
• The framework ensures a transparent, merit-based process, adhering to equal opportunity principles.
• Competency-Based Recruitment (CB) is a method focusing on identifying candidates demonstrating specific, behaviorally defined characteristics linked to successful job performance.
• CB recruitment involves using various assessment tools to determine technical and behavioral competencies.
• Competencies are essential knowledge, skills, and attitudes observable, measurable, and crucial for organizational success.

Why Competency-Based Recruitment?

• Provides an objective guide for assessing candidates
• Improves accuracy in determining their suitability for a job, minimizing hiring errors
• Standardizes the selection process with consistent metrics for all applicants.
• Clarifies job requirements for recruiters and candidates.

Steps in CB Election, and Placement

• Step 1: Develop a Competency Framework/Model
  • Includes competency title, definition, levels/rubric, core descriptions, and behavioral indicators.
  • Position Profile: Lists required competencies and proficiency levels for each position.
• Step 2: Develop a Competency Framework/Model (continued)
  • Describes the function, duties, responsibilities, and required competencies.
  • CB Recruitment Policy: Provides guidelines and procedures for selecting the best candidate.
• Step 3: Prepare an Assessment Plan
  • Involves vacancies, activities, schedules, personnel involved, and strategies for assessing competencies.
• Step 4: Create Assessment Groups
  • Groups like Raters, Interviewers, Background Investigators, and Personnel Selection Board (PSB).
• Step 5: Identify Sources of Talent
  • Look for candidates internally (top performers, award recipients, referrals) and externally (agencies, job fairs, professional associations).
• Step 6: Publish/Advertise Vacancies
  • Use online (website), bulletins, company premises, flag-raising ceremonies, and appropriate modes, Include position title, salary grade, qualification standards, job description, requirements, contact information, deadline, and assessment schedule
• Step 7: Screen/Shortlist Candidates
  • Check completeness of qualifications against competency standards and notify applicants of their status and next steps, Providing information on the assessment schedule.
• Step 8: Conduct Evaluative Assessment
  • Activities may involve Written Test, Skills Test, Work Sample Test and personality test.
• Step 9: Conduct Contingent Assessment
  • Top candidate undergoes the required medical evaluation for fitness to perform the job
• Step 10: Decide on Appointment
  • Hiring Officer/appointing authority makes a decision based on competency results, HR organizes paperwork, company profile, goals, policies, code of conduct, benefits, and job description, designates "buddy"
• Step 9: Additional steps for Publication and Posting of Vacant Positions

Appointment in the Philippine Civil Service

• The CSC serves as the central personnel agency of the government.
• The CSC has jurisdiction over every branch, agency, and government-owned/controlled corporation.
• Section 12, Chapter 3 of a governing law, gives the CSC the authority to act on all appointments and personnel matters within the civil service.
• The Omnibus Rules (2017) are designed to ensure a competent, efficient, accountable and reliable public workforce in civil service appointments.
• Six (6) rules, comprising seventeen (17) rules, guide civil service appointments.
  • General Policies on Appointments, Requirements for Regular Appointments, Procedures in the Preparation of Appointments, Employment status, the nature of appointment and other human resource actions, Probationary Period, and prohibitions.

Employment Status, Nature of Appointment, and Other Human Resources Action

• Different categories of employment status; e.g., permanent, temporary, substitute, fixed-term, coterminous, and contractual.
• Nature of appointments:
  • Original, Promotional, Transfer, Reemployment, Reappointment, Reassignment, Detail, Designation, etc.

Probationary Employment

• Probationary period follows a permanent appointment
• Appointee undergoes character investigation and assessment of ability to perform duties.
• Employees exempted from the probationary period.

Prohibition of Appointment

• Prohibitions in appointment: limitations on appointment of officials/employees, political activity, additional or double compensation, prohibitions on detail or reassignment, nepotism.

Classes of Positions in the Career Service

• Three classes or levels of positions within the career service: First Level, Second Level, Third Level. Distinct characteristics and requirements for each level.

Orientation vs Onboarding

• Orientation: Brief introduction to the workplace, structure, co-workers, and rules.
• Onboarding: Longer process to ensure integration into the organization, culture, systems, and goals.
• Formal vs Informal Onboarding: Formal onboarding is a step-by-step process usually with HR staff involvement, with programs to help new employees understand roles and the culture. Informal onboarding involves learning by working, watching, and asking questions.

Challenges in Recruitment and Selection in the Public Sector

• Competency-based recruitment is a double-edged sword, presenting challenges like misinterpretation of employee's responses, time-consuming nature of the process, possibility of candidates taking advantage of the process, and factors like politicization or nepotism.
• Difficulty attracting qualified applicants for public sector jobs, compared to private sector positions, due to compensation differences and retention.
• Modernization is hampered, as public sector recruitment is not utilizing e-government as effectively as other ASEAN countries, lack of technological literacy and limited funding.
• Bureaucratic procedures cause the recruitment and selection process to be inefficient, slow, and delaying.