PUAD 206: Public Personnel Administration PDF

College of Political Science and Public Administration PUAD 206: Public Personnel Administration JJOB CLASSIIFIICATII ON AND COMPENSATII ON In The Philippine Public Sector  Meet the Group V Reema Angelica Carlo Andaya Jane...

College of Political Science and Public Administration PUAD 206: Public Personnel Administration JJOB CLASSIIFIICATII ON AND COMPENSATII ON In The Philippine Public Sector  Meet the Group V Reema Angelica Carlo Andaya Jane Borromeo Cleofe Raymond Clarke Andrea  TOPICS TO BE DISCUSSED: 4.1 Job Classification: Concept, Definition and. Objectives 4.2 The Salary Standardization Law (RA. 11466) 4.3 Public Sector Job Classification. Systems 4.3. The Position Classification Plan 1. Standards for Classifying Positions 4.3. Role of the Department of Budget and 2 Management (DBM) in Job 4.3. Classification  TOPICS TO BE DISCUSSED: 4.4 Methods and Procedures in Job. Classification 4.4. Job Analysis 1. Job Evaluation 4.4. Methodologies 2 Challenges in job classification and 4.5 compensation in the. Philippines JOB CLASSIIFIICATII ON:: Concept, Definition and Jane Miss Angelica Objectives Cleofe  JOB CLASSIFICATION The structured system used to categorized position within an organization. JOB CLASSIFICATION IN PERSONNEL ADMINISTRATION The grouping or classification of positions based on duties and responsibilities.  CRITERI A DUTIE S RESPONSIBILIT Y CERTAIN QUALIFICATION (BASED ON THE JOB DESCRIPTION) LEVEL OF COMPLEXITY OR AUTHORITY NEEDED IN THE JOB  TYPES OF JOB CLASSIFICATION POSITION RANK CLASSIFICATIO CLASSIFICATIO N SYSTEM N SYSTEM Compensation is solely based on the The focus is on the level of authority and levels of responsibility entitled to an seniority a certain individual has. employee. SALARY STANDARIIZATII ON LAW:: Republic Act 11466 Miss Andrea Yana  Salary Standardization Law (RA 11466) Overview: This is also known as “An Act Modifying the RA 11466 was implemented to make Salary Schedule for Civilian Government public sector salaries improve Personnel and Authorizing the Grant of competitive, government workers' welfare, Additional Benefits and Other Purposes,” and publicenhance service efficiency. Its benefits include otherwise known as the Salary Standardization increased salaries, better employee retention, Law (RA 11466). and improved public service delivery. Republic Act No. 11466 (also known as the Each position is given a specific salary grade Salary Standardization Law of 2019) was (SG), ranging from SG-1 to SG-33. SG-1 usually signed into by former President covers entry-level roles like administrative law Rodrigo Roa on assistants and clerical workers, while SG-33 is Duterte January implemented 08, 2020. in four tranches fromIt FY 2020 was reserved for top government officials, such to FY 2023. as the president. Republic Act 11466 aims to standardize pay across the public sector. Republic Act 11466 contains 19 sections that outline the provisions and framework of the law. These sections detail how the law operates, including its objectives, coverage, exclusions, position classification system, and salary schedule. Each section is designed to provide clarity on different aspects of the legislation, helping stakeholders understand the principles of fair compensation for government employees, the categorization of job positions, and the mechanisms for salary adjustments. Compositio n as the "Salary Standardization Law of 2019". Section 1. Short Title.- This Act shall be known Section 2. Statement of Policy. It is hereby declared the policy of the state to provide all government personnel with just and equitable compensation by the principle of equal pay for work of equal value. In pursuing this policy, the state shall ensure that: (a) Differences in pay shall be based upon substantive differences in duties, responsibilities, accountabilities, and qualification requirements of the positions. (b)The compensation for all civilian government personnel shall be standardized and rationalized across all government agencies to create an enabling environment that will promote social justice, integrity, efficiency, productivity, accountability, and excellence in the civil service.  Compositio n (c)The compensation of all civilian personnel shall generally be competitive with those in the private sector doing comparable work to attract, retain, and motivate a corps of competent and dedicated civil servants. (d)A performance-based incentive scheme that integrates personnel and organizational performance shall be established to reward exemplary civil servants and well-performing organizations. (e) The compensation scheme shall take into consideration the financial capability of the government and shall give due regard to the efficient location of funds for personnel services, which shall be maintained at a realistic level in proportion to the overall expenditure of the government. Section 3. Coverage. This Act shall apply to all civilian government personnel in the Executive, Legislative, and Judicial Branches, Constitutional Commissions and other Constitutional Offices, government-owned or controlled corporations (GOCCs) not covered by Republic Act No. 10149, and local government units (LGUs). This shall cover government personnel, whether regular, contractual, or casual, appointive or elective, and on a full-time or part-time basis. Section 4. Exclusions. The following shall be excluded from the coverage of this Act: (a) Military and uniformed personnel; GOCCs under Republic Act No. 10149 shall be covered by a Compensation and Position Classification System (CPCS) established by (b) the Governance Commission for GOCCs (GCG) and approved by the President of the Philippines Individuals whose services are engaged through job (c) orders, contracts of service consultancy, or service contracts with no employer-employee relationship. Section 5. Position Classification System. The following re-categorized groups of classes of positions prescribed and defined under Item (3) of Joint Resolution No. 4, series of 2009 shall be maintained, i.e., (a) Sub-professional Category; (b) Professional Category; and (c) Executive Category. The Index of Occupational Services, Occupational Groups, Classes, and Salary Grades (IOS, for brevity) shall continually be reviewed and updated by the Department of Budget and Management (DBM) in consideration of substantial changes in and complexity of duties and responsibilities of positions, work methods, skills, competencies, and other relevant factors. Section 7. Salary Schedule, Including Step Increments. - The modified Salary Schedule for Civilian Personnel, to be implemented in four (4) tranches, shall be as follows:  The rates in the above salary schedule represent monthly remuneration for regular or contractual personnel, whether appointed or elective, and full- time employment. The remuneration for those on a part- time basis shall be proportionate to the actual services rendered. Casual personnel shall be paid a daily wage rate computed by dividing the corresponding monthly salary rate in the above schedule by twenty-two (22) working days. PUBLIIC SECTOR JJOB CLASSIIFIICATII ON SYSTEMS:: Mister Carlo Borromeo  PUBLIC SECTOR JOB CLASSIFICATION SYSTEM A Public Sector Job Classification System is a structured framework used by government entities to categorize and evaluate positions based on various criteria, including responsibilities, qualifications, and compensation. This system aims to ensure fair and equitable treatment of employees within the public sector. THE POSITION CLASSIFICATION PLAN The Position Classification Plan (PCP) consists of occupational services, occupational groups, classes in series, specifications or written descriptions of the classes and the rules and procedures for the administration and maintenance of the Plan.  GROUPING OF CLASS UNDER THE PCP 1. Series - A series consists of one or more classes of positions which are similar as to specialized line of work, arranged by level of difficulty and responsibility. 2. Occupational Group - An occupational group consists of one or more series of classes of positions in the same or related occupation or occupational area. 3.Occupational Service - An occupational service consists of occupational groups of broadly related or similar professions or occupations.  CATEGORIZATION OF CLASSES PROFESSIONAL SUPERVISORY (PS) CATEGORY PROFESSIONAL NON- SUPERVISORY (PN) CATEGORY SUB-PROFESSIONAL SUPERVISORY (SS) CATEGORY SUB-PROFESSIONAL NON-SUPERVISORY (SN) CATEGORY  PROFESSIONAL SUPERVISORY (PS) CATEGORY This category includes responsible positions of a managerial character involving the exercise of management functions such as planning, organizing, directing, coordinating, controlling and overseeing within delegated authority the activities of an organization, a unit thereof or of a group, requiring some degree of professional, technical or scientific knowledge and experience, and application of managerial or supervisory skills. PROFESSIONAL NON-SUPERVISORY (PN) CATEGORY This category includes positions performing tasks which usually require the exercise of a particular profession or application of knowledge acquired through formal training in a particular field or the exercise of a natural, creative and aTretixsttic abt ility or tatleTnetxtinTelitxetrature, dTraemxtaT,emx usic and other braxnches of arts and Text Text xt Text xt xt Text Text Text Text Text Text Te ex t Text Te t Text Text Text T letters research. 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SUB-PROFESSIONAL Text t t Text Text Text Tex NON-SUPERVISORY x (SN) ext T T CATEGORY T h c a a t ego r y iin n c c l u d e s po s ii t ii o n s iinvolved iin r o xt TextexTextt exText ext T e Tex TextT Text ex Text Te Text x t T ex Text t Text Text Te T xt Te Te xt T eTx Text t T ex Te t T Text Text Tex T ex t support up xt xt Te Text of xtf or fiscal xt Text i operations i or exTethose engagedi in afts, xt Text Text Text s trades Text Text Text Te t Text t Text Text Text T tiiesxt utiine ior repeti office T T cr it i iv v e manual Te wo ork iin e x t or T ext Tex work.  STANDARDS FOR CLASSIFYING POSITIONS The standards for classifying positions in the public sector are essential frameworks that guide how jobs are categorized based on their duties, responsibilities, and required qualifications. These standards ensure fairness, equity, and consistency in the classification and compensation of government positions. Key Components of Position Classification Standards JOB QUALIFICATION TITLE t Text Text S ext T Text Tex Text t x ext Text Tex xt Text Text Tex xt Te Text Text Text T PAY Te Te JOB RANG DUTIES E  ROLE OF THE DEPARTMENT OF THE BUDGET AND MANAGEMENT (DBM) IN JOB CLASSIFICATION The Department of Budget and Management (DBM) plays a critical role in job classification within the Philippine government, particularly through its responsibilities in managing the Compensation and Position Classification System (CPCS). Job classification is essential for establishing the proper structure of government jobs, defining roles, responsibilities, and the corresponding compensation for different positions. Here’s how the DBM contributes to job classification: The DBM classifi es all government positions according to job titles, duties, Position and responsibilities. This helps ensure that positions are appropriately categorized based on the level of work required. Classificatio n  The DBM is responsible for creating and implementing the Salary Compensatio Standardization Law (SSL), which ensures that government employees are n compensated fairly according to the level and nature of their jobs. Standardizati on The DBM reviews positions and may reclassify jobs if the responsibilities of the role change over time. For example, if a Job Evaluation position’s scope and duties expand, it may be moved to a higher and salary grade. This process helps maintain the integrity of the organizational structure within government agencies and ensures Reclassificati that employees are compensated acceoxrding to the level of on complexity and responsibility of their jobs.  The DBM issues policies and guidelines that government agencies follow in Job determining the classification and compensation for positions. These guidelines help standardize the system across various government offi ces, Classificatio ensuring equity and consistency. n Guidelines In summary, the Philippine government's job categorization heavily relies on the Department of Budget and Management (DBM). The DBM aids in the effective distribution of resources by making sure that job classifications correspond with the country's organizational structures, fiscal policies, and public service requirements. Ensuring that roles are paid by the compl exity, responsibility, and impact of T their duties is crucial for preserving equity, transparency, and competitiveness in government wages. In addition to supporting professional growth and career advancement, the DBM's jobexctlaTssification activities support a merit-based system that draws and keeps competent workers in the public sector. In the end, the DBM's work improves the efficiency and responsiveness of government organizations, which advances the larger objectives of public administration. METHODS AND PROCEDURE IIN JJOB CLASSIIFIICATII ON Miss Reema Andaya  JOB JOB EVALUATION ANALYSIS Job analysis is the process of gathering Job evaluations are used to determine the and analyzing information about the value of a position and ultimately the pay. content and the human requirements of jobs, as well as, the context in which jobs are performed. This process is used to determine placement of jobs.  WHY IS JOB EVALUATION IMPORTANT? Conducting a job evaluation can help to ensure the pay is fair and can provide insight to the overall value of the position in the company. JOB EVALUATION METHODOLOGIES Ranking Method Job Grading/Classification Method Point Factor Method JOB EVALUATION METHODOLOGIES Factor Comparison Method  1. Ranking Method - Each job is evaluated - Positions are ranked in - This method is simple but according to its total value order from highest to may lack precision for to the company. lowest, often without larger organizations. considering detailed criteria. 2. Job Grading/Classifi cation Method - Involves establishing a series - Jobs are assigned to grades - Commonly used in government of classes or grades, each with based on the level of or large organizations with clear a corresponding pay range. difficulty, responsibility, and levels. skill requirements.  3. Point Factor Method - Breaks down each job into - Points are assigned for each - Provides a quantitative compensable factors like skills, factor, and the total points approach that is more effort, responsibilities, and working determine the job’s systematic. conditions. classification. 4. Factor Comparison Method - Jobs are evaluated based on - Each factor is ranked, and the - More complex but allows specific factors like knowledge, job is classified based on the for detailed analysis. physical effort, supervision total score across factors. required, and working conditions. Procedures in Job Classification Job Analysis - Involves gathering information about job duties, responsibilities, skills, and work environment. - Methods may include interviews, surveys, and observation. Job Evaluation - Jobs are assessed based on established criteria to determine their relative value. - Evaluation may use any of the methods mentioned above. Creating Job Descriptions - Descriptions are formalized to outline duties, responsibilities, required qualifications, and reporting relationships. Assigning Jobs to Grades or Classes - Based on evaluation, positions are placed in appropriate grades or levels. - Pay ranges or scales are then established. Review and Reclassification - Regular reviews ensure that job classifications remain relevant and accurate. - Jobs may be reclassified if there are significant changes in duties or organizational structure. CHALLENGES IIN JJOB CLASSIIFIICATIION AND COMPENSATIION Mister Raymond Clarke Sales IIN THE PHIILIIPPIINES::  Classification and compensation challenges are often identified a major pain points for state and local governments. BENEFIT S 1. Fair Compensation Practices organization's equitable compensatio Job classification forms the foundation for an it offers na framework, ensuring the salaries and benefits correspond to position’s responsibilities.  2. IMPROVED PERFORMANCE MANAGEMENT Performance reviews are optimized when the influence of a role is precisely understood. Managers can quickly determine who performs well or poorly by comparing the expected added value of a position to the actual output. Explicit job categories also help supervisors to set clear objectives and provide targeted feedback, allowing them to discover developmental opportunities for their staff and connect their team's skills with the organization's goals.  CHALLENGES SUBJECTIVITY AND BIAS Because human beings craft job classifications, subjective interpretations of roles can sometimes influence the development of your system. Such instances may then result in inconsistencies and inaccuracies in role categorization. To reduce this bias, your organization can hire a third-party service provider to create more objective standards as well. STRUCTURAL INFLEXIBILITY TALENT ATTRACTION In present era, organization which are based on rigid compensation levels & systems find it difficult to attract & retain talented & efficient employees since they demand higher levels of compensations and structures that are tax friendly  CHALLENGES EVOLVING JOB ROLES Technologies, industries, and market demand are continually changing, which might render traditional job classifications obsolete. As a result, your roles and systems will require frequent updating and reframing, which is intimately related to change management. HUMAN CAPITAL PERSPECTIVE People working in an organization are an asset & major source of competitive advantage owing to their knowledge, talent & competencies. Compensation should be considered it as a cost and makes efforts to maintain it to bare minimum. To keep product cost low, organization try to pay lowest possible wages & salaries. This assumption is incorrect and possess a challenge in efficient management of compensation.  CHALLENGE S RESISTANCE TO CHANGE Changes in job classification may impact employees’ statuses, responsibilities, and compensation levels. That can then cause discomfort and uncertainty among your workforce and result in resistance to any alterations due to the redefinition of their roles.  CHANGE MANAGEMENT According to Michigan State University, change management is a process of overseeing and facilitating change at any level where it occurs. It is up to management teams to decide exactly how this change will be addressed, develop the process and how to best execute and apply.  LEWIN’S CHANGE MANAGEMENT Lewin’s Change Management Model likensMODEL a company to an ice cube, stating that it must “unfreeze” itself to undergo any transformations, then “refreeze” to establish and maintain them. It’s three stages are: UNFREEZING CHANGING REFREEZING  UNFREEZING CHANGING REFREEZING In this step, you dissolve long- This phase sets your plans in motion At the last part of the model, you established practices, your and so takes the most time. Here, monitor and evaluate the introduced prepare organization for entire you guide employees changes, keep what works, and upcoming changes, and help individuals across through uncertainties, convince them to adjust what doesn’t. This is where all levels understand why they’re support the company’s new roles and hierarchies typically necessary. direction, and have them actively stabilize. carry it out. College of Political Science and Public Administration PUAD 206: Public Personnel Administration THAN K YOU!! Group V