Human Resource Planning & Recruitment & Selection II (Presentation) PDF

HUMAN RESOURCE PLANNING AND RECRUITMENT AND SELECTION II  PRESENTERS LADY ANN S. HAZ JAIRDAN GARDE DANIEL D. SORIANO II JHON C. ROMA RONNIE BUNAO  TABLE OF CONTENTS 1.0 CSC GUIDELINES ON...

HUMAN RESOURCE PLANNING AND RECRUITMENT AND SELECTION II  PRESENTERS LADY ANN S. HAZ JAIRDAN GARDE DANIEL D. SORIANO II JHON C. ROMA RONNIE BUNAO  TABLE OF CONTENTS 1.0 CSC GUIDELINES ON RECRUITMENT, SELECTION, AND 1 PLACEMENT 2.0 APPOINTMENT IN THE 2 PHILIPPINE CIVIL SERVICE 3.0 ORIENTATION VS 3 ONBOARDING 4.0 CHALLENGES IN RECRUITMENT AND 4 SELECTION IN THE PUBLIC SECTOR  CSC GUIDELINES 1. ON RECRUITMENT, SELECTION, AND PLACEMENT THE PHILIPPINES’ CIVIL COMPETENCY BASED SERVICE COMMISSION (CSC) RECRUITMENT (CB) provides a comprehensive is a method that focuses on framework for recruiting, identifying candidates who demonstrate specific, behaviorally selecting, and placing defined characteristics linked to employees in the successful job performance. It involves government sector. This using various assessment tools to framework ensures that the determine candidates' technical and process is transp arent, behavioral competencies. merit-based, and adheres to Competencies are essential knowledge, skills, and the principles of equal attitudes that are observable, opportunity. measurable, and crucial for organizational success.  WHY CB RECRUIMENT? Provides an objective guide for assessing candidates, impro v ing accuracy in de te rmining their suitability for a job. Minimizes hiring errors by preventing irrelevant assessments and hasty decisions. Standardizes t h e selection process w i t h consistent metrics for all applicants. Clarifi es job requirements for b o t h recruiters and STEPS IN CB R ELECTION, AND PLACEMENT:  Develop a STEP Competency Framework/Mod 1: Competency el Table: Includes competency title, defi nition, level/rubric, core descriptions, and behavioral indicators. Position Profile: Lists required competencies and profi ciency levels for each position.  Develop a STEP Competency Framework/Mod 1:Job Description:el Describes the CB general function, duties, responsibilities, and competencies required. CB Recruitment Policy: Provides guidelines and procedures for selecting the best candidate.  Prepare an STEP Assessment Plan 2: Includes vacancies, schedules, activities, personnel involved, and strategies t o assess competencies.  Create STEP 3: Assessment Groups Fo rm groups like Raters, Interviewers, Background Investigators, and the Personnel Selection Board (PSB).  Identify STEP Sources of 4 Look for performers, Talent candidates internally (top award recipients, referrals) and externally (agencies, job fairs, campus recruitment, professional associations).  Publish/ STEP Advertise Vacancies 5 Use online premises, (website), bulletins, company fl ag-raising ceremonies, and other appropriate modes. Include position title, salary grade, qualifi cation standards, job description, requirements, contact information, deadline, and assessment schedule. STEP Screen/ Shortlist Candidates 6: Check completeness requirements and of evaluate qualifi cations against competency standards. Notify applicants of their status and next steps. Provide information o n the assessment schedule for  STEP Conduct Evaluative Assessment 7: After initial screening, qualified candidates undergo further assessment to Written Test, Skills Test, Work Sample Test, and Personality Test determine top candidates for possible hiring. BBeehhaavvioioraral This involves evaluating core, lEEvveennttInIntetervrvieieww(B( organizational, leadership, and BBaacckkggrorouunnddInIn BEEI)I) technical competencies vveesstitgigaatitoionn(B(BI identified in the position )I) STEP Conduct Contingent Assessment 8: The t o p candidate should be required to of fi tness t o medical submit a work. If the t o assessment p candidate is andunfi certifi cation t, move to the next t o p candidate. STEP 9: Appointment Decide on Hiring Offi cer/Appointing decision Authority makes s based o n competency results and policies. STEP Onboardi ng 10: HR organizes orientation, including paperwork, company profi le, goals, policies, code of conduct, benefi ts, and job description. Designate a "buddy" t o support n e w  PUBLICATION 1. AND POSTING OF VACANT POSITION  Republic Act No. 7041 AN ACT REQUIRING REGULAR PUBLICATION OF EXISTING VACANT POSITIONS IN GOVERNMENT OFFICES, APPROPRIATING FUNDS THEREFOR, AND FOR OTHER PURPOSES, provides: SEC. 3. Publication of Vacancies. SEC. 3. Publication of Vacancies.—The Chairman and members of the Civil Service Commission shall publish once every quarter a complete list of all the existing vacant positions in the Government throughout the country, including the qualifi cation standards required for each position and, thereafter, certify under oath to the completion of publication. Copies of such publication shall be sold at cost to the public and distributed free of charge to the various personnel off ices of the government where they shall be available for inspection by the public: Provided, That said publication shall be posted by the Chief Personnel or Administrative Off icer of all local government units in at least three (3) public and conspicuous places in their respective municipalities and provinces: Provided, further, That any vacant position published therein shall be open to any qualifi ed person who does not necessarily belong to the same off ice with the vacancy or who occupies a position next- in-rank to the vacancy: Provided, fi nally, That the Civil Service Commission shall not act on any appointment to fi ll up a  C h ai rman and members of the Civil Service Commission -Th e Chairperson, two Commissioner, regional off icers directors, fi eld off icers directors. O n c e every quarter a complete list of all the existing vacant positions in the government throughout the country, -Th e Civil Service Commission must publish list of all the existing vacant position every three months, four times a year. Shall be sold at cost to the public and distributed free of charge to the various personnel off ices of the government -It must be free of charge to the public. Violating this will face serious off ense.  T h e Chief Personnel or Administrative Off icer of all local government units in at least three (3) public and conspicuous places in their respective municipalities and provinces. It must open to public space, and mut be at least three conspicuous places in Municipalities and Provinces. Vacant position published therein shall be open to any qualifi ed person who does not necessarily belong to the same off ice with the vacancy or who occupies a position next-in- rank to the vacancy; It is open to all qualified, however it is not allowed for a civil servant who are already working in the service to occupy the item. 1.2 QUALIFICATION STANDARDS  QUALIFICATION STANDARDS  Competency is commonly described as a collection of vital, observable, and quantifiable knowledge, skills, and attitudes that translate into capabilities that are seen to be necessary for the success of a business. The CBRQS adds competencies to the minimum QS requirements to improve accuracy in assessing a candidate’s fitness to a particular job.  Why Hire People BaSed on CompetencieS? CompetencieS provide aS an impartial frameWork for evaluating applicantS, Which increaSeS the accuracy of determining a candidate'S Suitability for a certain poSition. By preventing intervieWerS and SelectorS from making Snap judgmentS or judging candidateS baSed on traitS unrelated to the poSition, competency-baSed recruiting reduceS hiring miStakeS. The Selection proceSS in competency-baSed recruitment iS Standardized or Structured becauSe all applicantS are evaluated uSing the Same metricS for the Same poSt. The qualificationS for filling a vacant poSt are made clear to both recruiterS and candidateS through competency-baSed recruitment.  APPOINTMENT 2.0 IN THE PHILIPPINE CIVIL SERVICE PURPOSE OF CIVIL SERVICE COMMISSION IN APPOINTMENTS PreSidenti serves as the central personnel agency Decree al of the government of the Philippines. No.807 It has jurisdiction in every branch, agency, subdivision, and instrumentality of the government, including every government- owned or controlled corporations. Book V of Section 12, Chapter 3, Title Administrati the I (A) Code of ve 1987 provides that the Commission shall take appropriate action on all appointments and other personnel matters in the Civil Service.  purpose is to ensure to develop a public THE workforce that is competent, efficient-effective, accountable, and reliable. OMNIBU to ensure any kind of human resource progress is S just and mandated by policies, based on merit and fitness, and strictly follows prohibitions The Omnibus rules are composed of RULES SEVENTEEN(17) rules for Civil Service appointments. (2017) SCOPE OF THE STUDY: Six (6) Rules 1. (i) General Policies on Appointments 2. (ii) Requirements for Regular Appointments 3. (iii)Procedures in the Preparation of Appointments 4. (iv)Employment status, nature of appointment and other human resource actions 5. (v)Probationary Period 6. (xii)Prohibitions Rule (I) General Policies on Appointments Appointments in the Civil Service shall SECTIO be made only according to merit and N1 fitness. Merit and fitness shall be determined, SECTION as far as practicable, by competitive 2 examinations. Movement or progress of human resource in the civil SECTION service such as promotion, transfer, reappointment, reinstatement, reemployment, reclassification, detail, 3 reassignment, secondment, demotion and separation shall be known as human resource action.  Permanent, Temporary, Coterminous, Contractual, Rule(II) Substitute, and Provisional Requireme Appointments nts For Appointment form (CS Form No. 33-A) Regular Personal Data Sheet (PDS) (CS Form No.212) Appointme nts Original copy of the authenticated certificate of eligibility/rating/license Position Description Form (DBM-Form) Oath of Office (CS Form No.32) Certifi cation of Assumption to Duty (CS Form No.4) Rule (III) Procedures In this section, it includes the In The procedures and information that Preparation must be filled out Of through the requirements needed Appointme by the agencies and theCivil nts Service Commission. These procedures are to be strictly observed in preparing employees to authorized positions in the Plantillla of Personnel. Figure 1. Appointme nt form (CS Form No. 33- A)  Figure 2. Personal Data Sheet (PDS) (CS Form No.212). Page 1. Items to be filled out: Work Experience and Skills Academic Background Passport Size Picture Signature for Figure 3. Examples Of Authenticated Certificate Of Eligibility/Rating/ License PNP LICENSE LTO DRIVER’S LICENSE PRC LICENSE  Figure 4. Position Form (DB𝒩- Description Form). Page 1. Items to be filled out: Type of Agency Work Location Job  Figure /. Oath of Office (CS Form No.32) Items to be filled out: Address of the Appointee Position Title Date of Oath Figure 6. Certification of Assumption to Duty (CS Form No.4) Items to be filled out: Date of Appointment Name of Agency Signature of the Office/Department/ Unit 2. CLASSIFICATIONS OF POSITIONS IN THE CIVIL SERVICE CAREER NON-CAREER SERVICE SERVICE Service positions have limited Are service positions tenure and are not subject to that are characterized the usual merit-based testing. by merit-based and These are positions that are usually appointed by an promotions. higher authority. (Chairmans These include open and Secretaries) and closed career Including Elected Officials and; positions, as well as Also emergency and permanent laborers. seasonal employees. FEATURES Career Service Non-Career Service Positions are usually Positions are intended only for specifi c Tenure permanent or needs of the agency for a limited period. Security of their position are defi ned by considered their tenure (Elected continuous offi cial/representatives) There is opportunity for advancement t o higher Limited t o the duration of a Promotion career positions particular project/position Merit and Fitness are a m u s t Promoti ons may n o t be available or for Promotions limited Entrance are Eligibility determined by Entrance may o r may n o t require of passing competitive competitive examinations o r examinations technical qualifi cations. Teachers Department Heads Examples of Lawyers Elective Offi cials Positions Engineer Seasonal Employees 2. CLASSES OF POSITIONS IN THE CAREER SERVICE Classes of Positions in the Career Service FIRS SECO THIR TLEVE LEVEL ND LEVEL D L clerical, includes includes professional, Composes of the trades, crafts, and technical, and positions in the custodial service scientific positions Career Executive positions which involve which involve Service non-professional or professional, technical, (Undersecretary, subprofessional work Assistant or scientific work in a in a non-supervisory or Secretary, Bureau non- supervisory or supervisory capacity Director, Assistant supervisory capacity requiring less than four Bureau Director, requiring at least four years of collegiate etc.) studies years of college work. EXAMPLES OF POSITIONS IN THE: FIRS POSITIONS LEVE T L Clerical Technical Manual Desk Clerk Driver Laborer Stenographer Machinist Janitor Messenger Electrician EXAMPLES OF POSITIONS IN THE: SECO POSITIONS LEVE ND L Administrative Technical Supervisory Administrative Accountant Assistant Engineer Section Chief Budget Offi cer Teacher Unit Head Personnel Social Offi cer Worker EXAMPLES OF POSITIONS IN THE: THIR POSITIONS LEVE D L Management Technical Chief State Counsel Assistant Secretary Chief Medical Offi cer Undersecretary Chief Information Chief of Staff Regional Director Offi cer Chief Economist  EMPLOYMENT STATUS,NATURE OF 2.3 APPOINTMENT, AND OTHER HUMAN RESOURCES ACTION IN THE CIVIL SRVICE EMPLOYMENT STATUS Appointments are issued to individuals who meet all Permane qualifications for the position they are being appointed nt to, including eligibility, by the provisions of law, rules, and standards. Appointments are issued to individuals who meet the Temporar education, experience, and training requirements for the position, except for the appropriate eligibility. y Temporary appointments may only be issued in the absence of an applicant who meets all the qualification requirements, and may only be renewed EMPLOYMENT STATUS Appointments are issued when the regular incumbent is Substitut temporarily unable to perform the duties of the position, e suc during a leave of absence, suspension, scholarship grant, or secondment. These appointments are effective only until the return of the incumbent and require the appropriate professi license. Appointments are issued to individuals with a Fixed- specified term of office, subject to reappointment as provided by law. Examples of fixed-term appointments term include the ABC Board's lifespan, which is up to December 31, 2023. EMPLOYMENT STATUS Cotermino us Appointments are issued to individuals whose tenure is limited to a specified period specified by law or whose continuity in the service is based on the trust and confidence of the appointing officer/authority or the head of the organizational unit where assigned. Coterminous appointments must meet the education, training, and experience requirements of the positions as proposed by the respective Agency Heads and approved by the Commission. EMPLOYMENT STATUS Contractu al Appointments are for government employees who are hired to undertake specific projects or work that requires special skills not available in the employing agency. These appointments are limited to one year and can be renewed annually based on performance. If the appointee's performance is below satisfactory or funds become insufficient, the appointing officer may terminate their services or replace them. N AT U R E O F APPOINMENT Origin initial entry into the career or non-career al service refers to the advancement of a career employee from Promotio one position to another, typically with increased duties and responsibilities. n refers to the transfer of an employee from one TranSfe position to another without a gap in service, either r within the same department or agency or between departments. N AT U R E O F APPOINMENT refers to appointing a previously appointed government Reemployme service employee who was separated due to reduction in force, reorganization, retirement, voluntary resignation, or nt non-disciplinary action, without requiring prior Commission authority for reemployment. refers to the issuance of appointments due to Reappointme reorganization, devolution, salary nt standardization, re-nationalization, recategorization, or similar events. N AT U R E O F APPOINMENT refers to the restoration of an employee to a career position they have been separated from without ReinStateme delinquency or misconduct, requiring an appointment to nt a comparable position. refers to the transfer of an employee from a higher position to a lower one, often resulting in a reduction Demotio in duties, responsibilities, status, or rank, and may or n may not involve a salary reduction. staffing modification or position classification action that changes regular duties and ReclaSSificati responsibilities of a position, resulting in changes in on title, level, and salary grade. HUMAN RESOURCE A C TI O N S the movement of an employee across the organizational structure within the same department or agency without ReaSSignm a reduction in rank, status, or salary. ent refers to the temporary movement of an employee from one department or agency to another without a Deta reduction in rank, status, or salary. il a temporary imposition of additional duties on a DeSignati public official/employee, which can be terminated at the appointing officer's discretion. on 2.4 PROBATIONARY EMPLOYMENT Rule (V) Probationa Probationary period refers to the ry period of actual service following Employme the issuance of a permanent nt appointment wherein the appointee undergoes a thorough character investigation and assessment of capability to perform the duties of the position enumerated in the Position Description Form (PDF).  original appointments under permanent status Probationary Non-career service employees who are reappointed/reemployed period shall cover the Temporary appointees following reemployed under permanent status employees: First-time appointees to closed career positions Appointees to teaching positions Appointees to Category III positions Appointees whose positions require probationary period as may be provided by law Employees Teachers who, prior to issuance of shall be permanent appointments exempted from First-time appointees to closed career positions in SUCs undergoing probationary period: Appointees to positions exempted from the probationary period as may be provided by law. The Immediate supervisor (rater) appointee’s performance Performance appraisal/evaluation during the probationary Performance period shall review be reviewed as follows: Critical factors to be reviewed Performance evaluation report Example: Employee A Date of July 7, 2016 appointment: July 14, 2016 Assumption to 6 months duty: Probationary July 14, 2016 – January 13, 2017 period: Duration: July 14, 2016 – July 18, 2016 Setting of July 14, 2016 – October 13, 2016 performance September 24, 2016 – October 4, targets: 2016 Performance periods: 1st to 3rd month: Evaluation period: October 14, 2016 – January 13, 2017 4th to 6th December 20, 2016 – December 2ft, Example: Employee B Date of August 22, 2016 appointment: August 23, 2016 Assumption to 12 m o n t h s duty: Probationary August 23, 2016 – August 22, 2017 period: Duration: August 23, 2016 – August 27, 2016 Setting of performance August 23, 2016 – February 22, targets: Performance 2017 periods: February 2, 2017 – February 12, 1st to 6th month: 2017 Evaluation period: 7th to 12th February 23, 2017 – August 22, 2017 months: July 28, 2017 – August 7, 2017 Evaluation 2.5 PROHIBITION OF APPOINTMENT Prohibition of Appointment Limitation on Appointment of official/Employee Political Activity Additional or Double Compensation Prohibition on Detail or  P. D. No. 807 Limitation Secc.. of 44 Appointme nt No elective offi cial shall be eligible for appointment t o any offi ce o r position during his t e rm of offi ce. No candidate w h o lost in an election shall be eligible for appointment t o any offi ce in the government, or in any government- o w n e d or controlled corporation within one year following such election.  P. D. No. 807 Secc.. Political Activity 45 Civil Service offi cers and employees, including Armed Forces members, are prohibited f ro m engaging in partisan political activities or participating in elections except voting.  P. D. No. 807 Secc.. Additional Double or 46 Compensation. Public offi cers and employees receive additional cannot double compensation or fro m foreign o r President's consent,states authorization and mwi u stthn ooutt legal accept any foreign presents, emoluments, offi ce, o r titles w i t h o u t consent.  Limitation P. D. No. 807 Secc.. on 47 Employment Laborers, level, are not of Laborers. regardless of their skill permittedto perform clerical duties. Prohibition on P. D. No. 807 Secc.. Detail or 48 Reassignment The policy stipulates that no changes or reassignments should be made within three months prior to any election.  P. D. No. Nepotis Se c m Appointments in government branches or corporations favoring a relative of the appointing authority, 8 07 bureau chief, or immediate supervisor are. prohibited. The provisions require previous appointments that violate these provisions to be corrected through transfer, and no promotion or salary increase will be allowed for relatives or relatives appointed in 49 Exempted:Persons employed in a confidential capacity, teachers, physicians, and violation member of AFP. of these provisions.  G.G.Grand G.G.Grand 4th Mother Father Mother Father Degree 3rd G.Grand G.Grand Great Degree Mother Mother Uncle Great Father Father Aunt 2nd Uncle Aunt Degree Grand Grand Mother Mother 1st Father Father Uncle Aunt Degree Uncle in-law Aunt 0 Mother Mother Degree Father Father Brother First Sist cousin First Brother in-law in-lawr cousin Sister Nephew Niece Nephew in-law Niece Son Grand Daugth Consanguinity Grand Nephwe Niece Affinity in-law Nephwe Niece Grand Son Daugth G. Grand Son Daugth 3.0 ORIENTATION VS ONBOARDING Orientation Orientation is a process of introducing new hires to their new workplace. This involves introducing them to the organizational structure, co-workers, aspects of their new jobs, vision, and mission, a brief introduction of policies and procedures, payrolls, and legal compliance training included in orientation. Orientation typically lasts only a short period of time, 3-4 days or rarely a week. Example: UP Los Baños conducted a one-day orientation that helps new administrative employees familiarize themselves with the inner workings of the administrative sector like their roles, responsibilities, and government regulation. Onboarding Onboarding is the process of ensuring that new hires can adapt or integrate into the organization. The onboarding process will take a minimum of months and possibly up to a full year process. During the onboarding process, new hires will be introduced to the policies and cultures of the organization, and the goals they will be working on alongside their colleagues to achieve. There are two types of On- boarding: informal and formal. Two types of onboarding: Formal onboarding process is a step- by-step process that helps Informal onboarding is a semi- employees adjust to their new organized process that helps employees b e c o m e familiar w i t h their job. roles with assistance from the HR Employees are expected t o learn by staff. This process involves working, watching their co-workers, and programs that help asking questions t o their direct supervisor. new employees understand their roles, the culture of the Examples The Civil Service Commission is the “Individual Comprehensive Onboarding Program” (I-COPE program) is a program for new employees of the Civil Service Commission (CSC) that helps them integrate into the organization's culture, systems, and processes. CSC has a program called the “Buddy System” This is where a new employee is paired with experienced co- workers who will help them adjust to their role and give Qualifi cation of Buddies Buddies are assigned by the supervisor/management to partner with the new hires for 6 months and buddies must possess the following: Accessible to new hires Buddy must have a strong understanding of the new hire’s job Proud of their affiliation with CSC Should exemplify the core values of CSC Must have a positive outlook on their work Must have patience and good communication skill Examples A simple example is when employees learns by just showing up to work daily interacting with their colleagues at work and asking questions to the supervisor if they encounter difficulties or problems they are not familiar with. Importance Orientation and Onboarding are both critical to an organization although they differ, they each offer unique characteristics that allow an organization to create a strong employee experience. An effi cient and highly effective onboarding process allows an organization to have a more efficient, productive, and motivated workforce. It also leads to a more satisfied employee which will result in higher retention of employees. Difference Indicator Orientation Onboarding Length Less than a week A few weeks up to a full year Introduce employees to the basics of the Purpose Allows new hires to be integrated into the organization organization A brief introduction to organization Role-specific training that allows employees to be part Focus policies, regulations, and overview. of the organization's culture and build relationships. Allows employees to be familiar The building blocks for the strong foundation of with the organization, and employees allow them to excel in their roles and be Importan understand the basic role of truly integrated into the cultures, norms, and core ce working for the public sector, and values of the organization. what is the role of their position.  CHALLENGES IN 4.0 RECRUITMENT AND SELECTION IN THE PUBLIC SECTOR Competency-based Competency-based recruitment is a double-edged sword that brings success and challenges. Competency-based recruitment is far from the traditional requirement process where you’ll base it on their educational background and experience. Competency-based recruitment is when you base it on their skills on specific tasks instead of relying on their qualification. Misinterpret the employee’s responses and behaviors time-consuming and costs more than the traditional recruitment process Candidates can also try to take advantage of this process Politicization and nepotism Attraction and Compensation Government organizations are having a hard time finding the right applicants who are perfect in the public sector as people wants high paying jobs. Difference in compensation between the public sector and private sector Harder to retain an employee Financial rewards or incentives Modernization One of the challenges in recruitment and selection in the Public Sector in the Philippines is that it is not utilizing the use of e-government as compared to other ASEAN countries. E- government includes the online or digital platform for recruitment and selection processes and procedures. [United Nations E- Government Survey 2020]. According to a report from the World Bank on governance modernization the reason why we are behind in terms of modernization are: resistance to change, less tech literacy of government employees and, limited amount of funds These heavily affects the HR department as well. Bureaucratic Hiring Process The bureaucratic hiring process is intended to ensure fairness, transparency, and high compliance with legal framework. But these causes problems and inefficiency in recruitment and selection such as: Slow, delayed, and inefficient hiring process Several layers of approval Strict compliance to the stringent rules and regulation Ensure equal opportunity and transparency by advertising job positions widely and publicly in exchange to further slowing down process  REFERENCES: (PDF) a simplified study of definitions of Human Resource Management. (n.d.-o). https://www.researchgate.net/publication/353192921_A_Simplified_Study_of_Definitions_of_Human_Resource_Management 2017 omnibus rules on appointments and other HR actions. (n.d.- a). https://csc.gov.ph/downloads/2017- oraohra Araguas, K. (2022, April 7). Hrdo orients new administrative employees. UPLB. https://uplb.edu.ph/all- news/hrdo-orients-new-administrative- employees/ Center, I. T. (n.d.). 1987 Philippine Constitution. 1987 Philippine Constitution - The Lawphil Project. https://lawphil.net/consti/cons1987.html Competency-based learning and development program. (n.d.-b). https:// www.csc.gov.ph/programs/competency-based-learning-and-development-program Competency-based recruitment and qualifications standards. (n.d.-c). https:// www.csc.gov.ph/programs/competency-based-recruitment-and-qualifications-standards  REFERENCES: Competency-based recruitment and qualifications standards. (n.d.-d). https://www.csc.gov.ph/programs/competency-based-recruitment-and-qualifications- standards CSC reminds gov’t agencies of post-elections appointment guidelines. (n.d.-e). https://csc.gov.ph/csc□reminds-gov-t-agencies-of-post-elections-appointment- guidelines CSC seeks better HR management in gov’t. (n.d.-f). http://www.csc.gov.ph/new- updates/1786csc- seeks- better-hr-management-in-gov CSC-NCR New employees onboarding (NEO) guidebook. (n.d.-g). https:// www.fnri.dost.gov.ph/images/DownloadablesForms/PRIME-HRM/CSC-Guidebook/CSC- New-Employees-Onboarding-Program.pdf Edralin, D. (2015, June 26). Innovative strategic human resource management practices: Determinants of competitive advantage among selected fi rms in the Philippines. Devotio: Journal of Business and Economic Studies Vol. 7 No. 2 pp. 1-21. https:// www.academia.edu/13304632/Innovative_Strategic_Human_Resource_Management_Practi ces_Determinants_of_Competitive_Advantage_among_Selected_Firms_in_the_Philippines?  REFERENCES: Executive order no. 292 [Book v/title i/subtitle a/chapter 3-organization and functions of the Civil Service Commission] | offi cial gazette of the Republic of the Philippines. (n.d.-h). https://www.offi cialgazette.gov.ph/1987/07/25/executive-order-no-292-book-vtitle-isubtitle- achapter-3-organization-and-functions-of-the-civil-service-commission/ First and second level positions - National Economic and Development Authority. (n.d.-i). https://neda.gov.ph/neda-fi rst-and-second-level-positions/ Gareth MalcolmContent Partner Manager at Turnitin, Malcolm, G., Turnitin, C. P. M. at, Kathleen ShearerExecutive Director of the Confederation of Open Access Repositories (COAR), Shearer, K., Executive Director of the Confederation of Open Access Repositories (COAR), Adviser, B. J. P., Johnson, B., & Adviser, R. P. (n.d.). Aggregating the world’s Open Access Research Papers. CORE. https://core.ac.uk/ Google. (n.d.). Types of onboarding. Google search. https://www.google.com/search? q=2%2Btypes%2Bof%2Bonboarding%2B&sca_esv=dfe00e6ef900fa4e&sxsrf=ADLYWIImEaNyNLAWrrqooarbI5v6uqG8Qw %3A1728800447407&ei= v2YLZ- 3KGIDi2roP9tG0wAM&ved=0ahUKEwitprjE24qJAxUAsVYBHfYoDTgQ4dUDCA8&uact=5&o q=2%2Btypes%2Bof%2Bonboarding %2B&gs_lp=Egxnd3Mtd2l6LXNlcnAiFjIgdHlwZXMgb2Ygb25ib2FyZGluZyAyBhAAGBYYHjIIEAAYFhgeGA8yBhAA GBYYHjILEAAYgAQYhgMYigUyCxAAGIAEGIYDGIoFMgsQABiABBiGAxiKBTIIEAAYgAQYogQyCBAAGIAEGKIEMggQABiABBiiBEjVFVC4A1j2FHABeAG Q AQCYAY0BoAHFC6oBBDAuMTK4AQPIAQD4AQGY AgygApoMwgIKEAAYgAQYQxiKBcICBRAAGIAEwgIKECMYgAQYJxiKBcICCxAAGIAEG  REFERENCES: Guidelines on the grant of Career Service... (n.d.-j). https://www.csc.gov.ph/phocadownload/userupload/irmo/policy%20resolutions/CKBN_D_JOCOSC6_GUIDELINES _24Jan 2 024_APPROVED_FINAL.pdf Hamilton, D. (1995). The personnel function in small public organizations. Public Personnel Management, 24(3), 399–411. https://doi.org/10.1177/009102609502400309 Historical highlights. (n.d.-k). https://www.csc.gov.ph/about/historical-highlights Kelly, C. (2022, November 22). Orientation vs. onboarding - what’s the diff erence? LinkedIn. https://www.linkedin.com/pulse/orientation-vs-onboarding-whats-diff erence- chris- kelly#:~:text=Onboarding%20is%20the%20process%20of,makes%20their %20new%20company% 20tick Mandate. (n.d.-l). https://www.csc.gov.ph/about/mandate MC no. 03 S. 2023 - CSC resolution no. 2300248.PDF. (n.d.-m). https:// www.csc.gov.ph/phocadownload/userupload/irmo/mc/2023/MC No. 03 s. 2023 - CSC Resolution No. 2300248.pdf  REFERENCES: Monique Morrissey and Jennifer Sherer August 29. (n.d.). The public-sector pay gap is widening. unions help shrink it. Economic Policy Institute. https://www.epi.org/publication/widening-public- sector-pay-gap Nature of appointment - CSC forum. (n.d.-n). https://web.csc.gov.ph/forum/forum/questions- appointments/3500-nature-of- appointment Navarro, E. R. (2024, August 30). What are the probationary rules in the Philippines?: Eezi HR. Eezi HR Technologies Corp. https://www.eezi.com/probationary-rules-in-the- philippines/ Onboarding process at the World Bank Group. World Bank. (n.d.-a). https:// www.worldbank.org/en/news/infographic/2015/10/26/onboarding- wbg Overview. World Bank. (n.d.-b). https:// www.worldbank.org/en/topic/governance/overview#2 Payrollhrguru. (2017, October 5). Guide to onboarding new employees. Philippine Payroll HR Matters. https://philippinepayrollhrmatters.com/guide- to-onboarding-new-  REFERENCES: Probationary employment contract. Labor Law PH. (2024, April 7). https://laborlaw.ph/probationary- employment- contract/#:~:text=%E2%A6%81%20A %20probationary%20employment%20contract,not%20exce ed%20180%20calendar%20days Program to institutionalize meritocracy and excellence in Human Resource Management (prime- HRM). (n.d.-p). https://www.csc.gov.ph/programs/prime-hrm Publishing of vacant position - CSC forum. (n.d.-q). https://web.csc.gov.ph/forum/forum/questions- appointments/4166-publishing-of- vacant-position Question on casual position appointment - CSC forum. (n.d.-r). https://web.csc.gov.ph/forum/forum/questions- appointments/495-question-on- casual-position- appointment Regularization after 6 months probationary period - CSC forum. (n.d.-s). https://web.csc.gov.ph/forum/forum/questions-appointments/4074- regularization- after-6-months- probationary-period  REFERENCES: Scribd. (n.d.). Recruitment and selection practices. Scribd. https://www.scribd.com/document/136859431/Recruitment-and-Selection-Practices Tim Durrant Grant Dalton Beatrice Barr. (2024, September 4). Getting things done in government. Institute for Government. https:// www.instituteforgovernment.org.uk/publication/getting-things- done-government United Nations. (n.d.). Un E-Government Survey 2020. United Nations. https://publicadministration.un.org/egovkb/en-us/Reports/UN-E-Government-Survey-2020 What is casual employment? HR definitions & examples. MightyRecruiter. (2016, August 8). https://www.mightyrecruiter.com/recruiter-guide/hiring-glossary-a-to-z/casual-employment/ Why competency-based recruitment is essential. Why Competency-Based Recruitment is Essential. (2024, May 15). https://www.centraltest.com/blog/competency-based-recruitment-why-it-important