DEFINITION, COVERAGE,

SALIENT FEATURES AND

CHARACTERISTICS OF CIVIL
SERVICE

Human Resource Management

Presented By:
John Robert G. Malvar
PHILIPPINE CIVIL SERVICE
COMMISSION (CSC)
 Komisyon ng Serbisyong Sibil

-Is the constitutional commission of the Philippines with responsibility over

the civil service. It is task with overseeing the integrity of the government
and processes.
PHILIPPINE CIVIL SERVICE
COMMISSION (CSC)
 The commission was founded in 1990 through Act no. of the Philippine
Commission and was made a bureau in 1905

 It has sixteen (16) regional office throughout the country

 PHILIPPINES-AUSTRALIA HUMAN
RESOURCE AND ORGANIZATIONAL
DEVELOPMENT FACILITY
 It is the core partner organization of CSC. It significantly influences HR and
Organization Development (OD) practices of Philippine government
agencies-including the partners of various other Australian Government
programs in the country.
 PHILIPPINE CIVIL SERVICE
COMMISSION (CSC)
 Mission: To make Civil servant a servant hero.

 Vision: CSC shall be globally recognize as a center of excellence for

strategic human resource and organizational development.
 CSC OBJECTIVES
 Be recognized as Center for Excellence in HR and OD
 Develop high performing, competent and credible servants
 Provide excellent HR processes
 Ensure fairness and efficiency in performing quasi-judicial functions
 Enhance the competency of CSC workforce
 Ensure efficient management of financial resources
 Cultivate partnership with local and international institution
 PROGRAMS OF CSC
HR INITIATIVE
 Program to Institutionalize Meritocracy and Excellence in Human Resources
Management (PRIME-HRM)
 Strategic Performance Management System
 Competency-Based Recruitment and Qualification Standards
 Competency-Based Learning and Development Program
 Leadership and Coaching
 PROGRAMS OF CSC
Anti corruption Initiative
 Anti-Red Tape Act- Report Cards Survey

(ARTA-RCS)
 Service Delivery Excellence Program
 Citizens Satisfaction Center of Seal of Excellence
 Contact Center ng Bayan
 ARTA Watch
 Implementation of SALN
 Case Resolution/Nature of Cases
 PROGRAMS OF CSC
Public Sector Unionism

CSC Gender and Development Program

 Sexual Harassment in Public Sector
 Special leave Benefit for Women under RA 9710

Health and Wellness Program

 Smoke Free Civil Service
 PROGRAM TO INSTITUTIONALIZE MERITOCRACY AND
EXCELLENCE IN HUMAN RESOURCE MANAGEMENT (PRIME-
HRM)

 It integrates and enhances the Personnel Management Assessment and

Assistance Program (PMAAP) and the CSC Agency Accreditation Program
(CSCAAP) it is a mechanism that empowers government agencies by
developing human resource management competencies, systems practices
toward HR excellence.
 PROGRAM TO INSTITUTIONALIZE MERITOCRACY AND
EXCELLENCE IN HUMAN RESOURCE MANAGEMENT (PRIME-
HRM)

 What happens under PRIME – HRM?

I. ASSESS
The CSC will assess the maturity level of an agency’s competencies, system,
and practices in four HR systems:
1.Recutiment,selection, and placement
2.Learning and development
3.Performance management
4.Rewards and Recognition
 PROGRAM TO INSTITUTIONALIZE MERITOCRACY AND
EXCELLENCE IN HUMAN RESOURCE MANAGEMENT (PRIME-
HRM)

 Based on the assessment, a government agency may be classified

according to four maturity levels:

I. Transactional HRM
II. Process-Defined HRM
III. Integrated HRM
IV. Strategic HRM
 PROGRAM TO INSTITUTIONALIZE MERITROCRACY AND
EXCELLENCE IN HUMAN RESOURCE MANAGEMEMT (PRIME-
HRM)

II. ASSIST
The CSC provides customized technical assistance and developmental
interventions according to the determined needs of the agency.

III. Agencies may vie for special rewards and citations for HR excellence
 STRATEGIC PERFORMANCE
MANAGEMENT SYSTEM
 SPMS is a mechanism that links employee performance with organizational
performance to enhance the performance orientation of the compensation
system. It ensures that the employee achieves the objectives, on the other
hand, achieves the objectives that it has set as its strategic plan
 THE SPMS OBJECTIVES ARE:
a. To concretize the linkage of organizational performance with the
Philippine Development Plan, Agency Strategic Plan and Organizational
Performance Indicator Framework OPIF:

b. To ensure organizational and individual effectiveness by cascading

institutional accountabilities to the various levels of the organization:

c. To link performance management with other HR systems

 COMPETENCY-BASED RECRUITMENT
AND QUALIFICATIONS STANDARDS
 The current recruitment system in the Philippine civil service is based on
Qualification Standards (QS), a minimum set of requirements comprised of
education, eligibility, training and experience.

 The CBRQS adds competencies to the minimum QS requirements to

improve accuracy in assessing a candidate’s fitness to a particular job.
 COMPETENCY-BASED RECRUITMENT
AND QUALIFICATIONS STANDARDS
 ELIGIBILITY
 EXPERIENCE
 EDUCATION
 TRAINING
 COMPETENCIES
COMPETENCY-BASED LEARNING
AND DEVELOPMENT PROGRAM
 The Competency-Based Learning and Development Program (CBLDP)
directly addresses the problem of competency gaps. It operates under the
competency-based L&D framework, an approach that uses competencies
as the standards against which employee development needs are assessed
and priorities are set against the need of the organization. CBLP utilizes
competencies as the foundation for designing targeted programs with
learning outcomes that directly link to the competency requirements.
 Formal classroom meetings ,OJT, self development and development
activities and interventions=to mold high performing individuals
 IMPLEMENTATION OF STATEMENT OF
ASSETS LIABILITIES NET WORTH (SALN)
 It is an annual document that all government workers in the Philippines,
whether regular or temporary, must complete and submit attesting under
oath to their total assets and liabilities, including business and financial
interests, that make up their net worth.

 SALNs are often used by officials or political opponents to determine if

government officials has “unexplained wealth or wealth that cannot be
attributed to a salary, investment, gift, inheritance, or other legal sources
and therefore are likely to have come from bribes, kickback, grease money
or other forms of corruption
ARTA REPORT CARD SURVEY
(ARTA_RCS)
 The Report Card Survey (RCS) is a client feedback survey used to check
government service offices’ compliance with the provisions of the Anti-Red
Tape Act of 2007. It provides a quantitative measure of user perceptions of
the quality, efficiency and adequacy of public services
ARTA REPORT CARD SURVEY
(ARTA_RCS)
 Objectives of the RCS

1. To obtain feedback on how agencies follow provisions in the Citizen’s

Charter
2. To obtain information/estimates of hidden cost incurred by clients in
accessing frontline service
3. To rate agency performance and client satisfaction in relation to frontline
service delivery
ARTA REPORT CARD SURVEY
(ARTA_RCS)
Core Area 1: Compliance with ARTA Provisions

1. Citizens Charter(containing service commitment on transaction steps,

cost and time)
2. Anti-Fixing Campaign
3. No Noon Break Policy
4. ID/Nameplates
5. Public Assistance and Complaints Desk
6. No Hidden Costs
ARTA REPORT CARD SURVEY
(ARTA_RCS)
 Core Area 2:Overall Client Satisfaction

1.Frontline Service Providers (timelines, knowledge, competence, courtesy,

extra mile, fairness and ethical treatment)
2.Service Quality (overall transaction time and outcome)
3.Physical Setup
4.Basic Facilities
5.Respondents Satisfaction
 SERVICE DELIVERY
EXCELLENCE PROGRAM
 Under the Report cad Survey (RCS), a service office may be rated as Failed,
Acceptable, Good ,Outstanding and Excellent. Those that obtained a rating of
Failed will undergo the Service Delivery Excellence Program (SDEP)
 SDEP includes conduct of service improvement workshops and facilitation for
increasing the efficiency and effectiveness of the service offices strategies,
structure, staff and systems.
 SDEP Level 1 is given to offices to which failed due to minor infractions
including the non-observance of No Noon Break, Failure to wear ID’s and the
absence of Public assistance and Complaints Desk and Anti-fixing measures.
 SDEP Level 2 is given to offices whose failure in RCS requires improvement in
the office strategies, structure, staff and systems.
 CONTACT CENTER NG
BAYAN
 The Contact Center ng Bayan (CCB) is a feedback mechanism designated
as the government’s main helpdesk where citizens can request for
information and assistance on government frontline service procedures,
and report commendations, application, complaints and feedback
 CONTACT CENTER NG
BAYAN
Features of CCB
 Serves as the centralize contact point where all communications from the
public may be routed, logged, responded and ultimately distributed to
different government agencies for proper handling and resolution and
follow though if necessary
 Data out of these communications can be collected processed and
converted into useful information and reports to assist the government in
performance evaluation and to seek improvement of its system of service
delivery to people