PRIME-HRM Assessment Tool Version 6.0 As of Jan 10

PRIME-HRM
ASSESSMENT TOOL
Version 5.0
Agency:
Date of Assessment
30-Dec-99
PRIME-HRM ASSESSMENT
Using the HRM maturity and proficiency level indicators, agencies shall be assessed of its
systems, competencies, and practices on four HRM areas:
1) Recruitment, Selection, and Placement (RSP),

2) Learning and Development (L&D),
3) Performance Management (PM),
4) Rewards and Recognition (R&R)
Maturity Levels indicate progression on how well an organisation's behaviours are

demonstrated, and practices and processes are consistently implemented.
The PRIME-HRM maturity levels for the four core HRM systems are as follows:
Human Resource Management Office (HRMO) Competencies are the knowledge, skills, aspects
of self-image, social motives, traits, thought patterns, mindsets, ways of thinking, feelings, and
behavior.
These are the proficiency levels that are used to determine the HRMO's competency rating:
ssed of its
re
ge, skills, aspects

g, feelings, and
ency rating:
INSTRUCTIONS:
1. The Assessor must fill out the basic data required on the Agency Profile. The applicable information unde
Region, Sector, and Current Agency Status can be selected from the drop-down list.
2. The Assessor shall gather all the necessary information about the agency as indicated on the Key Agency
Factors worksheet.
3. Each agency shall be assessed for each level starting from Level 1 to Level 4 in order to determine its Ma
and Proficiency levels.
4. Each indicator is coded to serve as the Assessor's reference of all the systems, practices, and HRMO
competencies. The format of the code is composed of the initials of the following:
[HRM System]-[Pillar]-[Assessment Lens]- [Maturity Level]-[Indicator No. per lens and per pillar]
e.g. RSP-TP-S1.2 (or Recruitment, Selection, and Placement - Talent Planning - Systems Lens -
Level 1 (Transactional) - #2
Practices are also coded according to whether the statement is applicable for HRMO, Employees (E),
Managers/Supervisors (M/S), or Top Management (TM).
5. The Assessor shall mark the appropriate boxes with an "X" to indicate the rating.
a. If the indicator is FULLY met, mark the box before "F" with an "X".
b. If the indicator is PARTIALLY met, mark the box before "P" with an "X".
c. If the indicator is NOT met, mark the box before "N" with an "X".
*Each box containing the score for each indicator shall automatically reflect the corresponding colors:
Fully Implemented Partially Implemented Not Implemented

GREEN YELLOW RED
6. The Assessor must ensure that each box is appropriately marked for a particular level.
7. The Assessor must

6. shall accomplish
ensure that the
eachfollowing sections which
box is appropriately are arranged
marked according
for a particular to HRM systems, Re
level.
Management, and other HR Programs.
7. The Assessor shall accomplish the following sections which are arranged according to HRM systems, Re
a. Section 6A
Management, and& 6B: RSP
other HRSystems,
Programs. Practices, and Competencies
b. Section 7A & 7B: L&D Systems, Practices, and Competencies
c.
a. Section 8A
6A & 8B:
6B: PMS
RSP Systems, Practices, and Competencies
d.
b. Section 9A
7A 7B: R&R
& 9B: Systems, Practices,
L&D Systems, Practices, and
and Competencies
Competencies
e.
c. Section 10A & 10B: Agency Action Steps (Systems,
8A & 8B: PM Systems, Practices, and Competencies Practices, and Competencies)
f.
d. Section 11: HR Records Management
9A & 9B: R&R Systems, Practices, and Competencies
g. Section
e. Section10A
12: Other
& 10B:HR Programs
Agency Action Steps (Systems, Practices, and Competencies)
f. Section 11: HR Records Management
Theg.Assessor canOther
Section 12: ONLYHR insert additional rows on Section 10A&10B as needed.
Programs
Note: If additional rows for comments are needed, the Assessor should highlight the entire blank row, do the
click,Assessor
The and thencan
lookONLY
for "COPY". The Assessor
insert additional clicks
rows on another
Section row andIfand
10A&10B. do the rows
additional right-click "INSERT are
for comments COPIE
ne
CELLS".
the Assessor should highlight the entire blank row, do the right-click, and then look for "COPY". The Assesso
another row and and do the right-click "INSERT COPIED CELLS".
All these sections must be signed accordingly by concerned parties.
Note: All these sections must be signed accordingly by concerned parties.
8. The Assessors shall discuss the results of the assessment with the HRMO and the Agency Head. The CS
the agency
8. The shall agree
Assessors on the Action
shall discuss Stepsofthat
the results theshould be accomplished
assessment in order
with the HRMO andfor
thethe agency
Agency to achieve
Head. The CSt
desired HR Maturity Level.
the agency shall agree on the Action Steps that should be accomplished in order for the agency to achieve t
All Action Steps must be classified according to urgency:
A=Important
All Action and Urgent;
Steps must must be
be classified completed
according within 3 months
to urgency:
B=Important and
A=Important but not so urgent;
Urgent; must
must be be completed
completed withinwithin 6 months
3 months
8. The Assessors shall discuss the results of the assessment with the HRMO and the Agency Head. The CS
the agency shall agree on the Action Steps that should be accomplished in order for the agency to achieve t
All Action Steps must be classified according to urgency:

A=Important and Urgent; must be completed within 3 months
B=Important but not so urgent; must be completed within 6 months
C=Important but not urgent; must be completed within 12 months
9. Timelines and the responsible person/s shall also be agreed upon during the post-assessment meeting.
nformation under
n the Key Agency
determine its Maturity
s, and HRMO
d per pillar]
Lens -
loyees (E),
ng colors:
mplemented
RED
RM systems, Records
RM systems, Records
blank row, do the right-

"INSERT are
omments COPIED
needed,
PY". The Assessor clicks
cy Head. The CSC and

ency to achieve
cy Head. The CSCtheand
ency to achieve the
10. Upon completion of the electronic PRIME-HRM assessment, save the accomplished form under the f
name:
a. For Microsoft Excel Version 97-2003

PRIME-HRM Assessment-(Agency Name).xls
b. For Microsoft Excel Version 2007 and higher

PRIME-HRM Assessment-(Agency Name).xlsx
In saving the electronic file:

Click the "Office Button" on the upper LEFT corner.
Click "Save As" and Click "Excel Workbook".
Then click “Save”.

Filename: PRIME-HRM Assessment -<Agency Name>
Filename: PRIME-HRM Assessment -<Agency Name>
T
mplished form under the file

Agency Profile
AGENCY: (Please do not abbreviate) REGION: DATE OF ASSESSMENT:
SECTOR: CURRENT AGENCY STATUS: CSC RESOLUTION NO. RESOLUTION DATE:
AGENCY HEAD: POSITION TITLE:
HRM OFFICERS: CONTACT NUMBER: EMAIL ADDRESS: POSITION TITLE: EMPLOYMENT STATUS:
Agency Personnel Complement (Based on Updated Plantilla of Personnel)

2nd Level 3rd Level
Executive/
AUTHORIZED 1st Level Professional/ Managerial Presidential Elective Officials
POSITIONS Technical
(SG-25 and above)
Appointees
(Approved Budgeted
Headcount)
FILLED UP POSITIONS Status of Employment

Elective
As of 30-Dec-99 Permanent Temporary Coterminous Casuals Contractuals
(for LGU only)
(Actual Headcount) Male Female Male Female Male Female Male Female Male Female Male
1st Level
2nd Level
Professional/Technical
2nd Level Executive/

Managerial (SG-25 and
above)
3rd Level (Presidential

Appointees)
TOTAL 0 0 0 0 0 0 0 0 0 0 0
M ASSESSMENT
ency Profile
DATE OF ASSESSMENT:
RESOLUTION DATE:
NO. OF EMPLOYEES IN HRM

EMPLOYMENT STATUS:
OFFICE:
Permanent
Temporary,
Contractual, Casual
Co-Terminus, Others
Based on Updated Plantilla of Personnel)
TOTAL
Status of Employment
Elective Totals
Job Order
(for LGU only) (Less:
Female Male Female Elective)
0
0 0 0 0
Key Agency Factors
AGENCY: (Please do not abbreviate) REGION: DATE OF ASSESSMENT:

0 0 December 30, 1899
Agency Mandate:
Agency Vision, Mission, and Goals:
Strategic Directions:
ASSESSMENT RESULTS
AGENCY: REGION:
0 0
SUMMARY OF ASSESSMENT RESULTS
Overall Assessment Rating for Sy
PRIME HRM Core Areas
Level 1 Level 2
RECRUITMENT, SELECTION Assessment Assessment
0.00% 0.00%
AND PLACEMENT Rating Rating
System Assessment 0.00% 0.00%

Governance 0.00% 0.00%
Talent Planning 0.00% 0.00%
Pillars
Talent Sourcing 0.00% 0.00%

Talent Selection and Placement
(Hiring and Onboarding Aspects)
0.00% 0.00%
Practices Assessment 0.00% 0.00%

Pillars

0.00% 0.00%
Assessment Assessment
LEARNING & DEVELOPMENT Rating
0.00%
Rating
0.00%

Pillars
Planning and M&E 0.00% 0.00%

Execution 0.00% 0.00%
Pillars

PERFORMANCE MANAGEMENT Rating
0.00%
Rating
0.00%

Performance Planning & Commitment 0.00% 0.00%
Pillars
Performance Monitoring & Coaching 0.00% 0.00%

Performance Review and Evaluation 0.00% 0.00%
Pillars
Level 1 Level 2
Development Planning 0.00% 0.00%
Pillars

REWARDS & RECOGNITION Rating
0.00%
Rating
78.13%

Pillars
Planning 0.00% 75.00%

Implementation and Execution 0.00% 100.00%
Pillars
Planning 0.00% 50.00%

SUBTOTAL ASSESSMENT RATING
0% 19%
(SYSTEMS)
SUBTOTAL ASSESSMENT RATING
0% 20%
(PRACTICES)
OVERALL ASSESSMENT RATING 0% 20%
CURRENT MATURITY LEVEL LEVEL MATURITY LEVEL TO BE A
Level 1 Level 2
Overall Assessment Rating fo

Level 1 Level 2
RECRUITMENT, SELECTION AND Assessment Assessment
0.00% 0.00%
PLACEMENT Rating Rating
HRMO Competencies Assessment 0.00% 0.00%

Pillars

0.00% 0.00%
LEARNING & DEVELOPMENT Rating
0.00%
Rating
0.00%

Pillars

PERFORMANCE MANAGEMENT Rating
0.00%
Rating
0.00%

Pillars

REWARDS & RECOGNITION Rating
0.00%
Rating
85.71%

Pillars
Planning 0.00% 75.00%

OVERALL ASSESSMENT RATING 0% 21%
CURRENT PROFICIENCY LEVEL LEVEL PROFICIENCY LEVEL TO BE
NOTE: An agency must attain an overall rating of 100% to determine the Agency's current maturity (System and Practice) an
each core HRM system. For instance, a 98% assessment rating in Level 2 in Recruitment, Selection, and Placement would m
levels of that particular core HRM system are still at Level 1.
Level 1 Level 2
INSTRUCTIONS: You may save a PDF version of this Assessment Results page by clicking on File > Save As and followin
(1) In the Dialog box, select the Folder you prefer to save the document in.
(2) Change the Filename to "PRIME-HRM Assessment Results for (Agency Name, Regional Office)_Date Of Assessme
(3) Change the Save As type from .doc or .docx to PDF (*.pdf) located near the bottom of the drop-down list.
(4) Click on 'Save'.
RM ASSESSMENT
SSMENT RESULTS
REGION: DATE OF ASSESSMENT
0 December 30, 1899
F ASSESSMENT RESULTS
Overall Assessment Rating for System and Practice
Level 3 Level 4
0.00% 0.00%
Rating Rating
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%
Rating Rating
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%
Rating Rating
0.00% 0.00% ###
0.00% 0.00% ###
0.00% 0.00% ###
0.00% 0.00% ###
0.00% 0.00% ###
Level 3 Level 4
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%
Rating Rating
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% 0%
0% 0%
0% 0%
MATURITY LEVEL TO BE ACHIEVED LEVEL
Level 3 Level 4
Overall Assessment Rating for Competency

Level 3 Level 4
0.00% 0.00%
Rating Rating
0.00% 0.00% ###

0.00% 0.00% ###
0.00% 0.00% ###
0.00% 0.00% ###
0.00% 0.00% ###
0.00% 0.00%
Rating Rating
0.00% 0.00% ###
0.00% 0.00% ###
0.00% 0.00% ###
0.00% 0.00% ###
0.00% 0.00%
Rating Rating
0.00% 0.00% ###
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0.00% 0.00% ###
0.00% 0.00% ###
0.00% 0.00% ###
0.00% 0.00% ###
0.00% 0.00%
Rating Rating
0.00% 0.00% ###
0.00% 0.00% ###
0.00% 0.00% ###
0.00% 0.00% ###
0% 0%
PROFICIENCY LEVEL TO BE ACHIEVED LEVEL
ency's current maturity (System and Practice) and proficiency levels (HRMO Competency) in
Recruitment, Selection, and Placement would mean that the current maturity and proficiency
Level 3 Level 4
page by clicking on File > Save As and following these steps:
y Name, Regional Office)_Date Of Assessment"

he bottom of the drop-down list.
RECRUITMENT, SELECTION, AND PLA
PILLAR ELEMENT LENS LEVEL 1 - TRANSACTIONAL LEVEL 2 - PROCESS DEFINED
SYSTEM AND PRACTICE LEN

Governance
RSP-G-S1.1 RSP-G-S2.1
The Agency’s Recruitment, Selection and Placement The Agency’s RSP policies and/or processes are
policies and processes comply with CSC-issued RSP customized to Agency’s requirements, and include
policy. specific guidelines in the application of equal employm
opportunity principles.
System
Rating Score Rating
F P N 0.0 F P N
Policy RSP-G-P1.1 RSP-G-P2.1

The HRMO can describe/explain how the Agency’s RSP The Promotion and Selection Board (PSB) and
policies and processes comply with CSC policy. managers/supervisors can describe/explain how Agen
RSP policies and processes meet its recruitment,
selection and placement requirements.
Practices
Rating Score Rating
F P N 0.0 F P N
The Agency has a Promotion and Selection Board (PSB) The Agency has a PSB that performs additional funct
that is constituted and performs functions and to address specific RSP needs (e.g., formulates
responsibilities according to CSC policy. customized screening criteria, guidelines and tools).
System
Rating Score Rating
F P N 0.0 F P N
Structure and Roles
RSP-G-P1.2 RSP-G-P2.2
The HRMO can describe/explain the PSB’s role in the The PSB and managers/supervisors can describe/exp
Agency’s RSP process. the functions of the board and how it evaluates
candidates to ensure selection of qualified candidates
Practices
Rating Score Rating
F P N 0.0 F P N
The Agency relies on CSC feedback on its compliance The Agency tracks efficiency of RSP processes, and
with RSP policy. data to improve system:
• Turn-around time (i.e., time to source and fill up vac
positions)
• Cost of sourcing and hiring/ placement
System
Rating Score Rating

Review Mechanisms
F P N 0.0 F P N
The HRMO can explain how the Agency gets CSC The PSB and managers/supervisors can describe/exp
feedback on its compliance with RSP policy. how the Agency tracks the efficiency of RSP processe
and uses data to improve system.
Practices
Rating Score Rating
F P N 0.0 F P N
The Agency uses manual records management to The Agency uses a computer-based system to mainta
maintain RSP data and documents. RSP data and documents.
System
(Use of
technology)
Rating Score Rating
System
(Use of
technology)
F P N 0.0 F P N
The HRMO can describe/explain the technology used to The PSB and managers/supervisors can describe/exp
maintain RSP data and documents. the computer-based system used to maintain RSP da
and documents.
Practices
(Use of
technology)
Rating Score Rating
F P N 0.0 F P N
The Agency maintains and has ready access to all data The Agency maintains documentation and records on
Information and and documentary requirements based on CSC and other • RSP process flow
Communication relevant issuances. • System review data on RSP efficiency
• System implementation (e.g., PSB minutes of meeti
System deliberations, comparative assessment data, selectio
criteria, etc.)
(Database
content)
Rating Score Rating
F P N 0.0 F P N
The HRMO can describe/explain that the agency The PSB and managers/supervisors can describe/exp
maintains and has ready access to data and documentary that the agency maintains documentation and records
requirements based on CSC and other relevant • RSP process flow
issuances. • System review data on RSP efficiency
• System implementation (e.g., PSB minutes of meeti
Practices deliberations, comparative assessment data, selectio
(Database criteria, etc.)
content)
Practices
(Database
content)
Rating Score Rating
F P N 0.0 F P N
Evidence:
PILLAR ELEMENT LENS
Talent Planning (Planning Asp
RSP-TP-S1.1 RSP-TP-S2.1
The Agency has a staffing plan approved by DBM/GCG or The Agency has an updated staffing plan reflecting
Sanggunian. recommended staffing modifications (e.g., deploymen
conversion of positions, reclassification) based on
planned annual HR needs.
System
Rating Score Rating

Staffing/ Workforce
F P N 0.0 F P N
Plan
RSP-TP-P1.1 RSP-TP-P2.1
The HRMO can describe/explain how the staffing plan The managers/supervisors can describe/explain how
meets current HR needs of the Agency. Agency’s annual staffing plan supports their
organizational unit’s objectives.
Practices
Rating Score Rating

F P N 0.0 F P N
Evidence:
PILLAR ELEMENT LENS
Talent Sourcing (Getting Talent A
RSP-TS-S1.1 RSP-TS-S2.1
The Agency initiates recruitment once vacancy occurs, The Agency has a Recruitment Plan based on anticip
following CSC guidelines. vacancies within the year and includes possible cand
sources (e.g., qualified next in rank employees as we
submitted applications, referrals, etc.)
System
Rating Score Rating

F P N 0.0 F P N
Recruitment Plan RSP-TS-P1.1 RSP-TS-P2.1
The HRMO can describe/explain how the Agency recruits. The managers/supervisors can describe/explain how
Agency’s Recruitment Plan meets anticipated vacanc
for the year.
Practices
Rating Score Rating

F P N 0.0 F P N
The Agency recruits possible candidates through posting The Agency recruits possible candidates for existing a
at Agency premises and publications in government anticipated vacancies within the year through posting
bulletins, as required. other appropriate publication modes (e.g., CSC bullet
vacancies, newspapers, Agency website, social
networking, etc.).
System
Rating Score Rating

F P N 0.0 F P N
Talent Attraction
Talent Attraction
RSP-TS-P1.2 RSP-TS-P2.2
The HRMO can describe/explain how candidates are The managers/supervisors can describe/explain how
sourced. candidates are sourced.
Practices
Rating Score Rating

F P N 0.0 F P N
The Agency’s recruitment activities promote equal The Agency’s annual recruitment activities are planne
opportunity for everyone, regardless of gender, civil attract diverse applicants regardless of gender, civil
status, disability, ethnicity, religion, etc., to apply for vacant status, disability, ethnicity, religion, etc.
positions.
System
Rating Score Rating

F P N 0.0 F P N
Equal Employment
Opportunity Principles RSP-TS-P1.3 RSP-TS-P2.3
(EEOP) The HRMO can describe/explain how the Agency’s The managers/supervisors can describe/explain how
recruitment activities promote equal opportunity for Agency’s recruitment strategies attract diverse applica
everyone, regardless of gender, civil status, disability, and uphold equal employment opportunity principles.
ethnicity, religion, etc., to apply for vacant positions.
Practices
Rating Score Rating

F P N 0.0 F P N
Evidence:
PILLAR ELEMENT LENS
Talent Selection and Placement (Hiring and O
RSP-TSP-S1.1 RSP-TSP-S2.1
The Agency’s selection criteria are based on CSC- The Agency’s selection criteria are based on updated
prescribed minimum Qualification Standards for the description and approved/prescribed Qualification
position to be filled. Standards specific for the position to be filled.
System
Rating Score Rating
F P N 0.0 F P N
Selection Criteria
RSP-TSP-P1.1 RSP-TSP-P2.1
Selection Criteria The HRMO can describe/explain the CSC-prescribed The PSB and managers/supervisors can describe/exp
minimum Qualification Standards for positions that were the Agency’s approved/prescribed Qualification Stand
recently filled up (i.e., past year). and updated job descriptions for positions that were
recently filled up (i.e., past year).
Practices
Rating Score Rating

F P N 0.0 F P N
The assessment and selection process is compliant with The assessment and selection process uses appropri
procedures prescribed in relevant CSC issuances. additional tools to evaluate candidate’s
functional/technical qualifications for the job (e.g., trad
test, paper and pencil test of functional knowledge, et
and background investigation for short-listed candidat
System
Rating Score Rating

Assessment F P N 0.0 F P N
and Selection Process RSP-TSP-P1.2 RSP-TSP-P2.2
The HRMO can describe/explain how candidates are The PSB and managers/supervisors can describe/exp
evaluated vis-à-vis prescribed minimum Qualification how candidates are evaluated vis-à-vis the
Standards. approved/prescribed Qualification Standards and upd
job descriptions.
Practices
Rating Score Rating

F P N 0.0 F P N
The Agency’s assessment and selection criteria and The Agency’s assessment and selection criteria
processes promote equal employment opportunity for processes are responsive to applicants with special n
everyone, regardless of gender, age, disability, civil status, (e.g., auxiliary aids* and services to visually or hearin
ethnicity, religion, etc., as prescribed in relevant laws and impaired).
issuances.
System
Rating Score Rating

F P N 0.0 F P N
Equal Employment
Opportunity Principles
(EEOP)
Equal Employment
Opportunity Principles RSP-TSP-P1.3 RSP-TSP-P2.3
(EEOP) The HRMO can describe/explain the diversity profile of the The PSB and managers/supervisors can cite example
Agency’s new recruits. how the Agency’s assessment and selection criteria a
processes promote equal opportunity for applicants
regardless of gender, disability, civil status, ethnicity,
religion, etc.
Practices
Rating Score Rating

F P N 0.0 F P N
The Agency has a basic orientation program that informs The Agency has an orientation program that helps
new hires about job scope and office rules and employees understand performance expectations,
regulations. reporting relationships and information networks need
to perform job.
System
Rating Score Rating

F P N 0.0 F P N
Onboarding The HRMO can explain its orientation program for new The managers/supervisors can explain how they orien
hires and employees new in their role. new employees and employees new in their role abou
what are expected of them on the job and available
information networks to help them in their new job.
Practices
Rating Score Rating

F P N 0.0 F P N
Evidence:
LEVEL 1 - BASIC LEVEL 2 - INTERMEDIATE
PILLAR ELEMENT COMP
Governance
RSP-G-C1.1 RSP-G-C2.1
Refers to RSP policies and guidelines issued by CSC and Reviews and enhances RSP policies, policy guideline
DBM/GCG in executing the Agency’s RSP activities and/or processes to meet agency requirements and
promote equal employment opportunity principles, in
collaboration with the PSB, managers/supervisors an
Policy Review and Formulation management.
Rating Score Rating

Policy Review and Formulation
F P N 0.0 F P N
Liaises with CSC and DBM/GCG to ensure that Agency is Tracks and analyses efficiency of RSP processes and
updated with RSP-related issuances. uses data to improve or recommend improvements in
RSP policies/policy guidelines and their execution, in
collaboration with the PSB, managers/ supervisors an
System Review top management
Rating Score Rating

F P N 0.0 F P N
Refers to existing/available competency criteria of specific Identifies and/or applies competencies and correspon
jobs in implementing RSP activities (e.g., posting of key behaviours required for an employee to deliver
vacancies). excellent performance in specific jobs
Competency Modelling
Rating Score Rating
F P N 0.0 F P N
Uses manual records management to maintain RSP data Uses computer-based records and data management
and documents system to maintain RSP data and documents
Use of Technology
Rating Score Rating

F P N 0.0 F P N
Disseminates RSP policies and guidelines issued by CSC Updates everyone in the Agency on RSP system and
and DBM/GCG and other relevant agencies to everyone processes, and provides system review data to top
in the Agency management, managers/ supervisors and the PSB
Communication
Rating Score Rating
F P N 0.0 F P N
Evidence:
PILLAR ELEMENT
Talent Planning (Planning Asp

RSP-TP-C1.1 RSP-TP-C2.1
Applies Agency’s staffing plan approved by DBM/GCG or Reviews and recommends staffing modification based
Sanggunian as reference in implementing RSP processes planned annual HR needs, in collaboration with top
management and managers/ supervisors
Workforce Planning
Rating Score Rating

F P N 0.0 F P N
Applies CSC-issued EEOP guidelines and national Applies national policies on Gender and Developmen
policies on Gender and Development, Persons with Persons with Disability, Indigenous Peoples and other
Disability, Indigenous Peoples and other relevant related workforce diversity issuances in updating staff
Application of Equal Employment issuances in implementing staffing plan plan
Opportunity Principles (EEOP)
Rating Score Rating
F P N 0.0 F P N
Evidence:
PILLAR ELEMENT
Talent Sourcing (Getting Talent A
RSP-TS-C1.1 RSP-TS-C2.1
Initiates recruitment activities in response to requests to Develops a Recruitment Plan that includes internal an
fill up vacated or newly created positions following CSC external sources, based on anticipated vacancies with
policy guidelines. the year, in collaboration with managers/ supervisors
offices with anticipated vacancies.
Recruitment Planning
Rating Score Rating
F P N 0.0 F P N
Develops notice of vacancies that promote equal Develops notice of vacancies that attracts diverse
opportunities for everyone, regardless of gender, civil applicants and initiates posting in other appropriate
status, disability, ethnicity, religion, etc., to apply, and publication modes (e.g., CSC bulletin of vacancies,
initiates posting according to CSC policy guidelines newspapers, Agency website, social networking, etc.)
Talent Attraction
Rating Score Rating

F P N 0.0 F P N
Evidence:
PILLAR ELEMENT
Talent Selection and Placement (Hiring and O
RSP-TSP-C1.1 RSP-TSP-C2.1
Applies minimum Qualification Standards in filling up a job Updates job description and develops specific
vacancy Qualification Standards for a position to be filled
Selection Criteria Development

Rating Score Rating
F P N 0.0 F P N
Implements assessment and selection process compliant Develops/ acquires and uses appropriate assessmen
with procedures prescribed in relevant CSC issuances in tools to evaluate candidate’s behavioral and
collaboration with the PSB and hiring managers/ functional/technical qualifications for the job (e.g., trad
supervisors test, paper and pencil test of functional knowledge, et
and background investigation for short-listed candidat
in collaboration with the PSB and hiring managers/
Candidate Assessment and Selection supervisors
Rating Score Rating

F P N 0.0 F P N
Applies assessment and selection criteria and processes Develops and applies assessment and selection
that promote equal opportunity, regardless of gender, processes that respond to applicants with special nee
disability civil status, ethnicity, religion, etc., to apply for (e.g., auxiliary aids and services to visually or hearing
vacant positions as prescribed in relevant laws and impaired)
issuances
Application of Equal Employment
Opportunity Principles (EEOP)
Rating Score Rating

F P N 0.0 F P N
Develops and implements basic orientation program that Develops and implements an orientation program tha
informs new hires about job scope and basic office rules helps employees understand performance expectatio
and regulations and information networks in collaboration with manag
supervisors
Onboarding Program Management
Rating Score Rating

F P N 0.0 F P N
Evidence:
LECTION, AND PLACEMENT
ROCESS DEFINED LEVEL 3 - INTEGRATED LEVEL 4 - STRATEGIC
ND PRACTICE LENS
overnance
s and/or processes are The Agency’s RSP policies and processes clearly define The Agency’s RSP policies and processes are proactively
equirements, and include link with other core HRM areas (i.e. L&D, R&R and PM). reviewed and updated to respond to changes in the
application of equal employment Agency’s strategic goals.
Score Rating Score Rating Score
0.0 F P N 0.0 F P N 0.0
tion Board (PSB) and The top management can describe/explain how they are Everyone can describe/explain how the Agency’s RSP
n describe/explain how Agency’s involved in linking the Agency’s RSP policies and policies and processes address changes in the Agency’s
es meet its recruitment, processes with other core HRM areas. strategic goals.
equirements.
0.0 F P N 0.0 F P N 0.0

at performs additional functions The Agency has a PSB that collaborates with HRMO, The Agency’s PSB collaborates with HRMO and top
eeds (e.g., formulates managers/ supervisors and other HR bodies in management in proactively reviewing and updating RSP
eria, guidelines and tools). strengthening link between RSP and other core HRM system to respond to changes in the Agency’s strategic
areas. goals.
0.0 F P N 0.0 F P N 0.0
upervisors can describe/explain The top management can cite examples of how they have Everyone can describe/explain how the PSB ensures that
and how it evaluates used information generated by other core HRM areas RSP processes result in the deployment of the right people
ction of qualified candidates. (e.g., performance data) in making RSP decisions. at the right time in the right place for all positions.
0.0 F P N 0.0 F P N 0.0

ncy of RSP processes, and uses The Agency tracks effectiveness of RSP processes, and The Agency uses RSP- generated data to evaluate RSP
uses data to improve system: system, including workforce planning, and make strategic
me to source and fill up vacant • Profile of applicants (including data on gender, disability, decisions to ensure continuing alignment and
civil status, religion, ethnicity, etc.) responsiveness of RSP to its strategic goals.
ng/ placement • Performance at the end of the probationary period
• Workforce diversity (data on gender, disability, civil
status, religion, ethnicity, etc.)
• Turnover rate
• Documented and analyzed exit interview
0.0 F P N 0.0 F P N 0.0
upervisors can describe/explain The top management can describe/explain how the Everyone can describe/explain how the Agency uses RSP-
e efficiency of RSP processes, Agency tracks the effectiveness of RSP processes, and generated data to evaluate RSP system and make strategic
system. uses data to improve system. decisions to ensure continuing alignment and
responsiveness of RSP to its strategic goals.
0.0 F P N 0.0 F P N 0.0
uter-based system to maintain The Agency maintains a Human Resource Information The Agency has an Enterprise Information Management
. System that shows link between RSP and other core System that links the core HRM areas with other HRM and
HRM areas (i.e., L&D, PM and R&R). organizational systems (e.g. benefits, loans, payroll, etc.).

0.0 F P N 0.0 F P N 0.0
upervisors can describe/explain The top management can explain how the Agency Human Everyone can describe/explain how the Agency’s Enterprise
em used to maintain RSP data Resource Information System links RSP and other core Information System links the core HRM areas with other
HRM areas. HRM and organizational systems.
0.0 F P N 0.0 F P N 0.0
cumentation and records on: The Agency maintains documentation and records on: The Agency maintains documentation and records on:
• System review data on RSP effectiveness • Historical data on efficiency and effectiveness of RSP
RSP efficiency • RSP policy and process flow showing link to other core • RSP policy and process flow showing link to other HRM
(e.g., PSB minutes of meetings HRM areas and organizational systems
e assessment data, selection
0.0 F P N 0.0 F P N 0.0
upervisors can describe/explain The top management can describe/explain how they can Everyone can describe/explain the benefits of maintaining
documentation and records on: participate in providing inputs and accessing data in the documentation/records on the efficiency and effectiveness
system. of RSP.
RSP efficiency
(e.g., PSB minutes of meetings
e assessment data, selection
0.0 F P N 0.0 F P N 0.0
Strengths: Gaps:
ng (Planning Aspect)
RSP-TP-S3.1 RSP-TP-S4.1
ed staffing plan reflecting The Agency has a workforce plan to meet medium-term The Agency has a strategic workforce plan directed to meet
odifications (e.g., deployment, (2-3 years) HR needs. It includes workforce diversity long-term (over 3 years) HR needs. It includes target on
eclassification) based on analysis of the Agency’s staffing (i.e., male-female workforce diversity profile (e.g., desired male-female ratio,
s. ratio,age, information on disability, civil status, ethnicity, percentage of PWD, IPs, etc.).
religion, etc.) in the last 2-3 years that is used to develop
RSP strategies to promote workforce diversity and uphold
equal opportunity principles.

0.0 F P N 0.0 F P N 0.0
RSP-TP-P3.1 RSP-TP-P4.1
s can describe/explain how the The top management can explain their involvement in Everyone can describe/explain how the Agency’s long-term
plan supports their developing medium-term (2-3 years) workforce plan that (over 3 years) workforce plan promotes workforce diversity
tives. includes approaches for promoting workforce diversity and upholds equal opportunity principles in support of the
and upholding equal opportunity principles. Agency’s strategic goals.

0.0 F P N 0.0 F P N 0.0
Strengths: Gaps:
(Getting Talent Aspect)
ment Plan based on anticipated The Agency has a Recruitment Plan that supports the The Agency’s has a recruitment plan that supports the long-
and includes possible candidate medium-term (2-3 years) workforce plan, which is term workforce plan (over 3 years), which is reviewed
xt in rank employees as well as reviewed annually to ensure responsiveness. annually to ensure responsiveness.
ferrals, etc.)

0.0 F P N 0.0 F P N 0.0
s can describe/explain how the The top management can describe/explain their Everyone can describe/explain their involvement in planning
n meets anticipated vacancies involvement in planning recruitment of candidates for vital recruitment of candidates for vital and hard-to-fill positions
and hard-to-fill positions for the medium term (2-3 years). for the long term (over 3 years).

0.0 F P N 0.0 F P N 0.0
ble candidates for existing and The Agency attracts possible candidates through The Agency uses employer branding and proactive
hin the year through posting in proactive recruitment activities (e.g., job fairs, campus recruitment strategies (e.g., school tie-ups, internships, etc.)
ion modes (e.g., CSC bulletin of recruitment, use of databases of relevant agencies like to build a talent bank that supports the long-term workforce
Agency website, social CSC’s Register of Eligibles, Professional Regulation plan.
Commission, professional associations, etc.) to build a
talent bank that supports the medium term workforce
plan.

0.0 F P N 0.0 F P N 0.0
s can describe/explain how The top management can describe/explain how they are Everyone can describe/explain the Agency’s employer
involved in attracting possible candidates through various brand and recruitment strategies and how these helped
recruitment activities to support the medium-term build a talent bank to support the long-term workforce plan.
workforce plan.

0.0 F P N 0.0 F P N 0.0
uitment activities are planned to The analysis of the Agency’s applicant diversity profile in The analysis of the Agency’s applicant diversity profile in at
regardless of gender, civil the last 2-3 years is used to develop strategies to attract least 4 years is used to set workforce diversity targets and
religion, etc. diverse applicants. develop strategies to attract diverse applicants.

0.0 F P N 0.0 F P N 0.0
s can describe/explain how the The top management can describe/explain how they are Everyone can describe/explain how a diverse applicants’
tegies attract diverse applicants involved in determining and implementing approaches pool has contributed to hiring of best-qualified candidates for
ment opportunity principles. that would attract diverse applicants to job vacancies. job vacancies.

0.0 F P N 0.0 F P N 0.0
Strengths: Gaps:
ent (Hiring and Onboarding Aspects)
iteria are based on updated job The Agency’s selection criteria are based on competency- The Agency’s selection criteria are based on qualifications,
/prescribed Qualification based job description and approved Qualification competencies and potential to assume higher position and
position to be filled. Standards specific for the position to be filled. responsibilities within the organization.

0.0 F P N 0.0 F P N 0.0
upervisors can describe/explain The top management can describe/explain how they were Everyone can describe/explain how the selection criteria
escribed Qualification Standards involved in developing the selection criteria for positions to have resulted in selecting the best-qualified and high-
ons for positions that were be filled. potential candidates for vacant positions.
t year).

0.0 F P N 0.0 F P N 0.0
ction process uses appropriate The assessment and selection process uses appropriate The assessment and selection process uses multi-rater and
e candidate’s additional tools to evaluate candidates against multi-source approaches (e.g., competency-based
cations for the job (e.g., trade competency requirements for the position (e.g., simulations, portfolio review, etc.) to assess fitness and
of functional knowledge, etc.), behavioral events interview, proficiency test, etc.). potential of candidates.
tion for short-listed candidates.

0.0 F P N 0.0 F P N 0.0
upervisors can describe/explain The top management can describe, explain or cite Everyone can describe, explain or cite examples of how
ated vis-à-vis the examples of how they apply competency-based best qualified and high-potential candidates are selected
lification Standards and updated assessment processes to evaluate candidates. through fair, transparent and equitable selection processes.

0.0 F P N 0.0 F P N 0.0
t and selection criteria The Agency’s assessment and selection criteria and The Agency’s assessment and selection criteria and
to applicants with special needs processes consider equal employment opportunity processes consider equal employment opportunity
ervices to visually or hearing principles (e.g., affirmative action) where candidates principles (e.g., affirmative action) where candidates
possess comparable competencies. possess comparable competencies, guided by a targeted
workforce diversity profile.

0.0 F P N 0.0 F P N 0.0
upervisors can cite examples of The top management can describe/explain how they are Everyone can describe/explain how they evaluate the
ment and selection criteria and involved in ensuring that the Agency’s assessment and Agency’s assessment and selection criteria and processes
opportunity for applicants selection criteria and processes consider equal to meet and sustain targeted workforce diversity profile.
ability, civil status, ethnicity, employment opportunity principles.

0.0 F P N 0.0 F P N 0.0
ation program that helps The Agency implements and evaluates a 3-6 month The Agency implements and evaluates 6–12 month
erformance expectations, onboarding program to establish and strengthen onboarding program to promote job performance, employee
d information networks needed interpersonal and organizational relationships to facilitate satisfaction and retention among new hires and employees
adjustment and immersion into the new work environment who are new in their role.
and organization.

0.0 F P N 0.0 F P N 0.0
s can explain how they orient The top management can describe, explain or cite Everyone can describe, explain or cite examples of how the
oyees new in their role about examples of how they have been involved in facilitating onboarding program has contributed to job performance,
m on the job and available communication and information exchange to enable new employee satisfaction and retention among new hires, and
elp them in their new job. hires and employees new in their role to appreciate their employees new in their role.
job in relation to other offices within the Agency.

0.0 F P N 0.0 F P N 0.0
Strengths: Gaps:
INTERMEDIATE LEVEL 3 - ADVANCED LEVEL 4 - SUPERIOR
COMPETENCY LENS
overnance
SP policies, policy guidelines Develops RSP policies, policy guidelines and/or Leads the proactive review and updating of RSP policies,
agency requirements and processes that clearly define link with other core HRM policy guidelines and processes to respond to changes in
nt opportunity principles, in areas, in collaboration with the PSB, the Agency’s strategic goals.
B, managers/supervisors and top managers/supervisors and top management.

0.0 F P N 0.0 F P N 0.0
ency of RSP processes and Tracks and analyses effectiveness of RSP processes its Leads the evaluation of the RSP system, including
ecommend improvements in linkages with other HR core systems and uses data to workforce planning, and recommends system improvements
ines and their execution, in improve RSP policies/policy guidelines and their to ensure continuing alignment and responsiveness of RSP
B, managers/ supervisors and execution, in collaboration with the PSB, managers/ to Agency’s strategic goals
supervisors and top management

0.0 F P N 0.0 F P N 0.0
ompetencies and corresponding Develops and/or applies competency models with rubrics Leads the review and enhancement/updating of Agency’s
or an employee to deliver that can be used to determine proficiency level required competency models to ensure relevance and
specific jobs for specific jobs and job families. responsiveness to strategic workforce requirements.
0.0 F P N 0.0 F P N 0.0

ords and data management Maintains an Information Management System that shows Manages RSP module in the Agency’s Enterprise
data and documents link between RSP and other core HRM areas (i.e., L&D, Information Management System that links the core HRM
PMS and R&R). areas with other HRM & organizational system.

0.0 F P N 0.0 F P N 0.0
RSP-G-P3.3 RSP-G-C4.3
Agency on RSP system and Develops and implements a communication plan to Develops and uses information collaterals (e.g.,
system review data to top generate buy-in and engagement of everyone in infographics, brochures, handbooks, etc.) to promote
supervisors and the PSB developing and executing RSP programs and processes understanding and application of Agency RSP system and
processes

0.0 F P N 0.0 F P N 0.0
Strengths: Gaps:
ng (Planning Aspect)
s staffing modification based on Develops a medium-term (2-3 years) workforce plan to Develops a long-term (over 3 years) workforce plan to meet
s, in collaboration with top meet Agency’s HR needs, in collaboration with top Agency’s HR needs, in collaboration with top management
ers/ supervisors management and managers/ supervisors and managers/ supervisors

0.0 F P N 0.0 F P N 0.0
n Gender and Development, Analyses and integrates Agency’s workforce diversity Analyses and integrates workforce diversity profiles, sets
digenous Peoples and other profiles (e.g., male-female ratio, PWD, etc.), sets targets, targets and develops targets and strategies to improve
y issuances in updating staffing and develops strategies to improve workforce diversity in workforce diversity in the Agency’s long-term (over 3 years)
the Agency’s medium-term (2-3 years) workforce plan workforce plan

0.0 F P N 0.0 F P N 0.0
Strengths: Gaps:
(Getting Talent Aspect)
Plan that includes internal and Develops a Recruitment Plan that supports the medium- Develops a Recruitment Plan that supports the long-term
n anticipated vacancies within term (2-3 years) workforce plan, in collaboration with top (over 3 years) workforce plan, in collaboration with top
with managers/ supervisors of management and managers/ supervisors. management and managers/ supervisors.
cancies.

0.0 F P N 0.0 F P N 0.0
cies that attracts diverse Develops and implements proactive recruitment activities Develops and implements employer branding and proactive
osting in other appropriate (e.g., job fairs, campus recruitment, use of databases of recruitment strategies (e.g., school tie-ups, internships,
CSC bulletin of vacancies, relevant agencies like CSC’s Register of Eligibles, career counselling, etc.) to attract diverse potential
site, social networking, etc.). Professional Regulation Commission, professional candidates for talent banking to support the long-term
associations, etc.) to attract diverse potential candidates workforce plan
for talent banking to support medium-term workforce plan

0.0 F P N 0.0 F P N 0.0
Strengths: Gaps:
ent (Hiring and Onboarding Aspects)
nd develops specific Develops competency-based job description and specific Develops criteria for assessing candidate’s potential to
r a position to be filled Qualification Standards for a position to be filled assume higher position and responsibilities within the
Agency

0.0 F P N 0.0 F P N 0.0
ses appropriate assessment Develops/acquires and uses appropriate assessment Develops/acquires and uses multi-rater and multi-source
e’s behavioral and tools to evaluate candidates against competency approaches (e.g., competency-based simulations, portfolio
cations for the job (e.g., trade requirements for the position (e.g., behavioral events review, etc.) to assess fitness and potential of candidates, in
of functional knowledge, etc.), interview, technical proficiency test, etc.), in collaboration collaboration with the PSB and hiring managers/
tion for short-listed candidates, with the PSB and hiring managers/ supervisors. supervisors.
SB and hiring managers/

0.0 F P N 0.0 F P N 0.0
essment and selection Develops/acquires and applies assessment and selection Develops/acquires and applies assessment and selection
o applicants with special needs criteria and processes that consider equal employment criteria and processes that consider equal employment
ervices to visually or hearing opportunity principles (e.g., affirmative action) where opportunity principles (e.g., affirmative action) where
candidates possess comparable competencies, guided by candidates possess comparable competencies, guided by a
a targeted workforce diversity profile. targeted workforce diversity profile.

0.0 F P N 0.0 F P N 0.0
s an orientation program that Develops, implements and evaluates a 3-6 month Develops, implements and evaluates a 6- to 12-month
and performance expectations Onboarding Program to help employees establish and Onboarding Program to promote job performance,
in collaboration with managers/ strengthen interpersonal and organizational relationships employee satisfaction and retention among new hires and
to facilitate adjustment and immersion into the new work employees new in their role
environment and organization

0.0 F P N 0.0 F P N 0.0
Strengths: Gaps:
LEARNING AND DEVELOPM
SYSTEM AND PRACTICE L

Governance
L&D-G-S1.1 L&D-G-S2.1
The Agency’s Learning and Development (L&D) policies and The Agency’s L&D policies and/or processes are cust
processes comply with CSC-issued L&D policies and to Agency’s requirements, and include specific guidel
guidelines. application of equal opportunity principles.
System
Rating Score Rating
F P N 0.0 F P N
L&D-G-P1.1 L&D-G-P2.1
Policy The HRMO can describe/explain how the Agency’s L&D The Personnel Development Committee (PDC) and
policies and processes comply with CSC policy. managers/ supervisors can describe/explain how Age
L&D policies and processes meet the Agency’s needs
Practice
Rating Score Rating

F P N 0.0 F P N
L&D-G-S1.2 L&D-G-S2.2
The Agency has a Personnel Development Committee (PDC) The Agency has a PDC that performs additional funct
that is constituted and performs functions and responsibilities address specific L&D needs (e.g., develops customiz
according to CSC policy. criteria and screening process for selecting nominees
scholarships and conferences).
System
Rating Score Rating
Structure and Roles

F P N 0.0 F P N
Structure and Roles L&D-G-P1.2 L&D-G-P2.2
The HRMO can describe/explain the PDC’s role in the The PDC and managers/supervisors can describe/ex
Agency’s L&D processes. functions of the Committee and how it selects and
recommends qualified candidates to training and scho
programs.
Practice
Rating Score Rating

F P N 0.0 F P N
L&D-G-S1.3 L&D-G-S2.3
The Agency relies on CSC feedback on its compliance with The Agency tracks the efficiency of L&D processes an
L&D policy. data to improve system:
• Percentage of employees provided L&D intervention
compliance with required 1 HR intervention per emplo
• Budget utilization
• Participants’ feedback on conduct of L&D interventio
System (Level 1 Evaluation)
Rating Score Rating

Review Mechanisms
F P N 0.0 F P N
L&D-G-P1.3 L&D-G-P2.3
The HRMO can explain how the Agency gets CSC feedback The PDC and managers/supervisors can describe/ex
on its compliance with L&D policy. how the Agency tracks the effectiveness of L&D proce
and uses data to improve system.
Practice
Rating Score Rating

F P N 0.0 F P x N
L&D-G-S1.4 L&D-G-S2.4
The Agency uses manual records management to maintain The Agency uses a computer-based system to mainta
L&D data and documents. data and documents.
System
(Use of
Technology)
Rating Score Rating
F P N 0.0 F P N
L&D-G-P1.4 L&D-G-P2.4
The HRMO can describe/explain the technology used to The PDC and managers/supervisors can describe/ex
maintain L&D data and documents. computer-based system used to maintain L&D data a
documents.
Practice
(Use of
Technology)
Rating Score Rating
F P N 0.0 F P N
L&D-G-S1.5 L&D-G-S2.5
Information and The Agency maintains and has ready access to all L&D data The Agency maintains documentation and records on
and documentary requirements based on relevant CSC • L&D process flow
Communication issuances. • System review data on L&D efficiency
• System implementation (e.g., PDC recommendation
System documentation and reports, etc.)
(Database • Learning Service Provider (LSP) management syste
Content) profile of internal and external resource persons)
Rating Score Rating

F P N 0.0 F P N
L&D-G-P1.5 L&D-G-P2.5
The HRMO can describe/explain that the agency maintains The PDC and managers/supervisors can describe/ex
and has ready access to data and documentary that the agency maintains documentation and records
requirements based on CSC and other relevant issuances. • L&D process flow
• System review data on L&D efficiency
• System implementation (e.g., PDC minutes of meet
Practice deliberations, comparative assessment data, selectio
(Database criteria, etc.)
content)
Rating Score Rating

F P N 0.0 F P N
Evidence:
PILLAR ELEMENT LENS
Planning and M&E

L&D-PME-S1.1 L&D-PME-S2.1
The Agency has a list of available external training programs The Agency has an annual Learning and Developmen
that respond to requests of managers/ supervisors. based on a needs assessment of employees regardle
gender, civil status, age, disability, ethnicity, etc.
System
Rating Score Rating
F P N 0.0 F P N
L&D Planning L&D-PME-P1.1 L&D-PME-P2.1
The HRMO can describe/explain available training programs, The PDC and managers/supervisors can describe/ex
including those from external providers. their plan to meet the learning and development need
their employees.
Practice
Rating Score Rating
F P N 0.0 F P N
The Agency uses tool/s to gather participants’ feedback on The Agency uses L&D evaluation tools/ processes to
the conduct of L&D programs (i.e., Level 1 or reaction level participants’ acquisition of learning vis-à-vis learning
evaluation). objectives (i.e., Level 2 or learning level evaluation).
System
Rating Score Rating
L&D Monitoring and F P N 0.0 F P N

Evaluation
L&D Monitoring and
Evaluation L&D-PME-P1.2 L&D-PME-P2.2
The HRMO can describe/explain how the Agency gathers The PDC and managers/ supervisors can describe/ex
feedback from participants regarding the conduct of L&D how the Agency assesses the learning acquired by
programs they attended. participants from L&D interventions.
Practice
Rating Score Rating

F P N 0.0 F P N
Evidence:
PILLAR ELEMENT LENS

Execution
L&D-E-S1.1 L&D-E-S2.1
The agency has a training design process that is mainly The agency has a training design process that involve
focused on identifying topics and activities to address developing terminal and session objectives aligned w
learning needs in a classroom setting. validated learning needs of targeted learners, to guide
activity plan preparation and implementation.
System
Rating Score Rating

F P N 0.0 F P N
L&D-E-P1.1 L&D-E-P2.1
The HRMO can describe/explain the training design process The managers/ supervisors can describe or cite exam
in the Agency. how L&D design process aligns the training objectives
the learning needs of the target employees.
Practice
Rating Score Rating

F P N 0.0 F P N
Design L&D-E-S1.2 L&D-E-S2.2
The Agency adopts classroom-based learning programs that The Agency designs training programs that use a mix
mostly use lectures or presentations. methodologies that are learner-centred (i.e., experien
participative) to facilitate achievement of learning obje
The design is captured in a training activity plan.
System
Rating Score Rating

F P N 0.0 F P N
L&D-E-P1.2 L&D-E-P2.2
The HRMO can describe classroom-based learning program The managers/ supervisors can describe or cite exam
of the Agency. in-house training programs that use a mix of methodo
that are appropriate to identified learning objectives.
Practice
Rating Score Rating
F P N 0.0 F P N
L&D-E-S1.3 L&D-E-S2.3
The Agency uses learning materials and training aids that are The Agency develops customized learning materials a
available and/or obtained from other sources (e.g., internet, training aids to support delivery of L&D programs.
external resource persons, CSC materials, etc.).
System
Rating Score Rating

F P N 0.0 F P N
Development L&D-E-P1.3 L&D-E-P2.3
The HRMO can describe/explain where the Agency sources The managers/supervisors can describe/explain the t
learning materials and training aids. learning materials and training aids that are used in in
training programs that they have attended.
Practice
Rating Score Rating

F P N 0.0 F P N
L&D-E-S1.4 L&D-E-S2.4
The agency’s training delivery follows an outline that covers The agency’s L&D interventions are executed, monito
list of topics and activities. evaluated based on activity plan.
System
System
Rating Score Rating

F P N 0.0 F P N
Delivery L&D-E-P1.4 L&D-E-P2.4
The HRMO can describe/explain a training program The managers/supervisors can describe/explain how
delivered according to training outline. of training programs according to training activity plan
ensured.
Practice
Rating Score Rating

F P N 0.0 F P N
L&D-E-S1.5 L&D-E-S2.5
The Agency has a list of learning service providers that can The Agency has guidelines for identifying, monitoring
be tapped for L&D services. evaluating efficiency and effectiveness of L&D service
providers.
System
Rating Score Rating

F P N 0.0 F P N
Learning Service
Provider Management L&D-E-P1.5 L&D-E-P2.5
The HRMO can identify learning service providers that The managers/supervisors can explain/ describe the A
Agency has tapped for L&D services. guidelines for identifying, monitoring and evaluating th
efficiency and effectiveness of L&D service providers.
Practice
Rating Score Rating

F P N 0.0 F P N
Evidence:
PILLAR ELEMENTS COM
Governance
L&D-G-C1.1 L&D-G-C2.1
Refers to L&D policies and guidelines issued by CSC and Reviews and refines L&D policies, policy guidelines to
DBM/GCG and other relevant authorities in executing the agency requirements and promote equal opportunity
Agency’s L&D activities. principles (eg; provision of enabling support for differe
abled staff to meet targets) in collaboration with the P
managers/supervisors and top management.
Rating Score Rating

F P N 0.0 F P N
L&D-G-C1.2 L&D-G-C2.2
Liaises with CSC and DBM/GCG to ensure that Agency is Tracks and analyses efficiency of L&D processes, and
updated is updated with L&D-related issuances. data to improve or recommend improvements in L&D
policies/policy guidelines and their execution, in collab
with the PDC, managers/ supervisors and top manag
System Review
Rating Score Rating

F P N 0.0 F P N
L&D-G-C1.3 L&D-G-C2.3
Uses manual records management to maintain L&D data and Uses computer-based records and data managemen
documents. to maintain L&D documents.
Use of Technology
Rating Score Rating

F P N 0.0 F P N
L&D-G-C1.4 L&D-G-C2.4
Disseminates L&D policies and guidelines issued by CSC Updates everyone in the Agency on L&D system and
and DBM/GCG and other relevant agencies to everyone in processes, and provides system review data on to top
the Agency. management, managers/ supervisors and the PSB.
Communication
Rating Score Rating

F P N 0.0 F P N
Evidence:
PILLAR ELEMENTS
Planning and M&E
L&D-PME-C1.1 L&D-PME-C2.1
Consolidates learning needs of employees using input from Develops and uses learning needs assessment (LNA
managers/ supervisors to guide L&D planning. and methods to identify learning needs of employees
L&D planning.
Learning Needs Assessment
Rating Score Rating

F P N 0.0 F P N
Researches and compiles a list of available training Develops an annual L&D Plan that identifies training
programs that respond to requests of managers/ supervisors programs to address employee’s learning needs base
to address their staff’s L&D needs. needs assessment, in collaboration with managers/
supervisors.
L&D Plan Development
L&D Plan Development
Rating Score Rating

F P N 0.0 F P N
Implements existing procedures for monitoring training Develops and uses M&E Plan for tracking and assess
programs. implementation and results of the annual L&D Plan.
M&E Plan Development and

Execution
Rating Score Rating
F P N 0.0 F P N
Develops post-training evaluation form for use in gathering Develops pre-and post-test questionnaire/tools and
participants’ feedback (Level 1 evaluation). approaches (e.g., recap and review activities, etc.) fo
assessing participants’ acquisition of knowledge (Leve
evaluation).
Developing M&E Tools and
Approaches
Rating Score Rating

F P N 0.0 F P N
Evidence:
PILLAR ELEMENTS
Execution
L&D-E-C1.1 L&D-E-C2.1
Prepares training session outline that covers topics and Prepares training activity plan* that includes terminal
activities. session objectives, topics and methodologies to addre
validated learning needs of specific groups.
Designing L&D Interventions
Rating Score Rating

F P N 0.0 F P N
L&D-E-C1.2 L&D-E-C2.2
Sources learning materials and training aids from the Develops customized learning materials and training
internet, external service providers, CSC, etc. support delivery.
Developing L&D Materials

Rating Score Rating
Developing L&D Materials
F P N 0.0 F P N
L&D-E-C1.3 L&D-E-C2.3
Coordinates classroom-based training programs following a Conducts or manages implementation of L&D interve
schedule. based on activity plan.
Delivery of L&D Interventions

Rating Score Rating
F P N 0.0 F P N
L&D-E-C1.4 L&D-E-C2.4
Gathers feedback from participants at the end of the training Facilitates and monitors participants’ learning process
program on how their learning is facilitated. training program using appropriate management of le
activities (e.g., journaling, reflection sessions, etc.).
Learning Management
Rating Score Rating

F P N 0.0 F P N
L&D-E-C1.5 L&D-E-C2.5
Uses tools to elicit participant feedback about the conduct of Uses tools/ approaches to assess the learning acquir
training programs and recommends improvements based on participants and recommends improvements in the de
an analysis of data. and conduct of L&D interventions, and follow-through
activities to supplement learning.
Conducting M&E
Rating Score Rating

F P N 0.0 F P N
L&D-E-C1.6 L&D-E-C2.6
Prepares a list of learning service providers that can be Develops and applies guidelines for identifying, monit
tapped for L&D services. and evaluating efficiency and effectiveness of L&D se
providers.
Managing Learning Service Providers
Rating Score Rating

F P N 0.0 F P N
Evidence:
AND DEVELOPMENT
CESS DEFINED LEVEL 3 - INTEGRATED LEVEL 4 - STRATEGIC
ND PRACTICE LENS
overnance
L&D-G-S3.1 L&D-G-S4.1
d/or processes are customized The Agency’s L&D policies and processes are competency- The Agency’s L&D policy and processes are proactively
include specific guidelines on based and linked with other core HRM areas (i.e., RSP, PM reviewed and updated to respond to changes in the Agency’s
y principles. and R&R). strategic goals.

0.0 F P N 0.0 F P N 0.0
L&D-G-P3.1 L&D-G-P4.1
ommittee (PDC) and The top management can describe/explain how they have Everyone can describe/explain how the Agency’s L&D
scribe/explain how Agency’s been involved in linking the Agency’s L&D policies and policies and processes have responded to changes in the
eet the Agency’s needs. processes with other core HRM areas. Agency’s strategic goals.

0.0 F P N 0.0 F P N 0.0
L&D-G-S3.2 L&D-G-S4.2
erforms additional functions to The Agency has a PDC that collaborates with The Agency has a PDC that collaborates with top
.g., develops customized managers/supervisors, HRMO and other HR bodies to management, managers/supervisors and HRMO to
for selecting nominees to strengthen the link between L&D and other HRM core areas. proactively review and update the L&D system to respond to
. changes in the Agency’s strategic goals.

0.0 F P N 0.0 F P N 0.0
L&D-G-P3.2 L&D-G-P4.2
visors can describe/explain the The top management can describe/explain how they have Everyone can describe/explain how the Agency’s L&D
d how it selects and used information generated by other core HRM areas (e.g., processes have enhanced individual competencies and
tes to training and scholarship RSP and PM) in making L&D decisions, or how they (TM and organizational capacity to pursue the Agency’s strategic
M/S) have used L&D-generated information in making goals.
decisions in other core HRM areas.

0.0 F P N 0.0 F P N 0.0
L&D-G-S3.3 L&D-G-S4.3
cy of L&D processes and uses The Agency tracks the effectiveness of L&D processes, its The Agency uses L&D-generated data to evaluate overall
linkages with other HR core systems, and uses data to L&D function and make strategic decisions to ensure
ovided L&D intervention (i.e., improve system: continuing alignment and responsiveness of L&D to its
intervention per employee) • Learners’ Profile (including data on gender, age, disability, strategic goals.
civil status, religion, ethnicity, etc.)
duct of L&D interventions • Evaluation of acquisition and application of learning (Level 2
and Level 3 Evaluation)
• Employee performance after L&D intervention
• Tracking of competency improvement

0.0 F P N 0.0 F P N 0.0
L&D-G-P3.3 L&D-G-P4.3
visors can describe/explain The top management can describe/ explain how the agency Everyone can describe/explain how the Agency’s L&D
ctiveness of L&D processes, tracks the effectiveness of L&D process and uses data to processes have enhanced individual competencies and
em. improve system. organizational capacity to pursue the Agency’s strategic
goals.

0.0 F P N 0.0 F P N 0.0
L&D-G-S3.4 L&D-G-S4.4
based system to maintain L&D The Agency maintains an Information Management System The Agency has an enterprise Information Management
that shows link between L&D and other core HRM areas (i.e., System that links the core HRM areas with other HRM and
RSP, PM and R&R). organizational systems (e.g. benefits, loans, payroll, etc.).

0.0 F P N 0.0 F P N 0.0
L&D-G-P3.4 L&D-G-P4.4
visors can describe/explain the The top management can explain how the Agency Human Everyone can describe/explain how the Agency’s Enterprise
to maintain L&D data and Resource Information System links L&D and other core HRM Information System links the core HRM areas with other
areas. HRM and organizational systems.

0.0 F P N 0.0 F P N 0.0
L&D-G-S3.5 L&D-G-S4.5
ntation and records on: The Agency maintains documentation and records on: The Agency maintains documentation and records on:
• System review data on L&D effectiveness • Historical data on efficiency and effectiveness of L&D
efficiency • L&D policy and process flow showing link to other core HRM • L&D policy and process flow showing link to other HRM and
PDC recommendations, L&D areas organizational systems
c.)
SP) management system (e.g.,
resource persons)

0.0 F P N 0.0 F P N 0.0
L&D-G-P3.5 L&D-G-P4.5
visors can describe/explain The top management can describe/explain how they can Everyone can describe/explain the benefits of maintaining
umentation and records on: participate in providing inputs and accessing data in the documentation/records on the efficiency and effectiveness of
system. L&D.
efficiency
PDC minutes of meetings
essment data, selection

0.0 F P N 0.0 F P N 0.0
Strengths: Gaps:
ing and M&E

arning and Development Plan The Agency has a medium-term (2-3 years) competency- The Agency has a competency-based long-term (over 3
of employees regardless of based Learning and Development Plan that is linked to other years) Learning and Development Plan that is aligned with
lity, ethnicity, etc. core HRM areas (e.g., RSP and PM). the Agency’s strategic goals.

0.0 F P N 0.0 F P N 0.0
L&D-PME-P3.1 L&D-PME-P4.1
visors can describe/explain The top management can describe/explain their involvement in Everyone can describe/explain how L&D interventions are
and development needs of the formulation of the L&D plan and budget, and how this enabling him/her to meet current and future needs of the
addresses the medium-term requirements of the Agency. Agency.

0.0 F P N 0.0 F P N 0.0
on tools/ processes to assess The Agency has an L&D evaluation framework, to assess or The Agency has an L&D evaluation framework, tools and
ning vis-à-vis learning recommend the improvement in participants’ job performance processes to assess or recommend the improvement in unit
ning level evaluation). as a result of the L&D intervention (i.e., Level 3 or or Agency’s performance as a result of participants’
behaviour/application level evaluation). application of learning on the job (i.e., Level 4 or results or
organizational outcome level evaluation).

0.0 F P N 0.0 F P N 0.0
L&D-PME-P3.2 L&D-PME-P4.2
rvisors can describe/explain The top management can describe/explain how they assess Everyone can describe/explain how L&D has contributed to
learning acquired by participants’ application of learning on the job and its effect on improving unit or Agency performance.
tions. individual performance.

0.0 F P N 0.0 F P N 0.0
Strengths: Gaps:
xecution
L&D-E-S3.1 L&D-E-S4.1
gn process that involves L&D intervention design process includes identifying L&D intervention design process includes identification of
on objectives aligned with workplace application objectives to guide training activity plan desired organizational outcome (also known as workplace
geted learners, to guide training preparation and implementation and transfer of learning on the development objectives) to align intervention with the
mplementation. job. Agency’s strategic goals.

0.0 F P N 0.0 F P N 0.0
L&D-E-P3.1 L&D-E-P4.1
n describe or cite example of The top management can describe or cite examples of how Everyone can describe, explain or cite examples of how the
s the training objectives with the L&D intervention process address performance gaps in the L&D interventions are aligned with and contribute to
t employees. workplace. achieving agency strategic goals.

0.0 F P N 0.0 F P N 0.0
L&D-E-S3.2 L&D-E-S4.2
rograms that use a mix of The Agency designs various non-training L&D interventions The Agency adopts a process for using M&E data to
-centred (i.e., experiential and (e.g., coaching, job rotation, benchmarking, etc.) to support continually improve and introduce innovations to the design
vement of learning objectives. the 70-20-10 learning principle in achieving learning of L&D interventions.
ining activity plan. objectives. The design is captured in an L&D activity plan (e.g.,
coaching plan, benchmarking plan, etc.).

0.0 F P N 0.0 F P N 0.0
L&D-E-P3.2 L&D-E-P4.2
n describe or cite examples of The top management can describe or cite examples of non- Everyone can describe, explain or cite examples of how the
t use a mix of methodologies training L&D interventions that they have experienced to Agency has improved L&D interventions to achieve agency
d learning objectives. address learning needs. strategic goals.

0.0 F P N 0.0 F P N 0.0
L&D-E-S3.3 L&D-E-S4.3
zed learning materials and The Agency develops customized job aids (e.g., checklists, The Agency has a process for reviewing and updating L&D
y of L&D programs. templates, etc.) and learning tools (e.g., journals) to support materials to keep pace with technology and ensure their
application of learning to the workplace. effectiveness in supporting learning acquisition and
application.

0.0 F P N 0.0 F P N 0.0
L&D-E-P3.3 L&D-E-P4.3
n describe/explain the types of The top management can describe, explain or cite examples Everyone can explain or cite examples of how learning
aids that are used in in-house of the types of job aids and learning tools that they have used materials and job aids have facilitated his/her learning
ve attended. to support application of learning to the workplace. acquisition and application.

0.0 F P N 0.0 F P N 0.0
L&D-E-S3.4 L&D-E-S4.4
s are executed, monitored and The agency’s follow-through L&D interventions (e.g., learning The Agency has a process for reviewing and improving L&D
an. conversations, etc.) are executed, monitored and evaluated to implementation to ensure effectiveness in achieving targeted
support workplace application of learning. L&D results.
0.0 F P N 0.0 F P N 0.0
L&D-E-P3.4 L&D-E-P4.4
n describe/explain how delivery The top management can explain or cite examples of their Everyone can describe, explain or cite positive outcomes of
to training activity plan is involvement in implementing training and non-training L&D L&D interventions on learning acquisition and application and
interventions, and monitoring and evaluating workplace improvements in unit/ Agency performance.
application.

0.0 F P N 0.0 F P N 0.0
L&D-E-S3.5 L&D-E-S4.5
identifying, monitoring and The Agency has a system for accrediting, managing and The Agency has a process for regularly reviewing LSP
iveness of L&D service evaluating learning service providers to ensure efficient and management system to ensure optimum contribution in
effective L&D services. achieving L&D results.

0.0 F P N 0.0 F P N 0.0
L&D-E-P3.5 L&D-E-P4.5
n explain/ describe the Agency’s The top management can explain/ describe how they are Everyone can describe, explain or cite positive outcomes of
toring and evaluating the involved in accrediting, managing and evaluating learning engaging learning service providers in achieving Agency’s
L&D service providers. service providers to ensure efficient and effective L&D L&D goals.
services.

0.0 F P N 0.0 F P N 0.0
Strengths: Gaps:
TERMEDIATE LEVEL 3 - ADVANCED LEVEL 4 - SUPERIOR
COMPETENCY LENS
overnance
L&D-G-C2.1 L&D-G-C4.1
ies, policy guidelines to meet Develops L&D policies and/or policy guidelines that clearly Leads the proactive review and updating of L&D policies and
mote equal opportunity define link with other core HRM areas, in collaboration with processes to respond to changes in the Agency’s strategic
bling support for differently PDC, managers/supervisors and top management. goals.
collaboration with the PDC,
management.

0.0 F P N 0.0 F P N 0.0
L&D-G-C3.2 L&D-G-C4.2
of L&D processes, and uses Tracks and analyses effectiveness of L&D processes, linkages Leads the evaluation of the L&D system and recommends
improvements in L&D with other HR core systems, and uses data to improve L&D improvements to ensure continuing alignment and
heir execution, in collaboration policies/policy guidelines and their execution, in collaboration responsiveness of L&D to Agency’s strategic goals.
rvisors and top management. with the PDC, managers/ supervisors and top management.

0.0 F P N 0.0 F P N 0.0
L&D-G-C3.3 L&D-G-C4.3
and data management system Maintains Human Resource Information Management System Manages L&D module in the Agency’s Enterprise Information
that shows link between L&D and other core HRM areas (i.e., Management System that links the core HRM areas with
L&D, PM and R&R). other HRM and organizational systems.

0.0 F P N 0.0 F P N 0.0
L&D-G-C3.4 L&D-G-C4.4
cy on L&D system and Develops and implements a communication plan to generate Develops and uses information collaterals (e.g., infographics,
m review data on to top buy-in and engagement of everyone in executing L&D brochures, handbooks, etc.) to promote consistent
rvisors and the PSB. programs and processes. application of Agency L&D system and processes.

0.0 F P N 0.0 F P N 0.0
Strengths: Gaps:
ing and M&E

eeds assessment (LNA) tools Develops and applies process for collating and analysing Develops and applies tools and mechanisms to gather data
g needs of employees to guide performance evaluation data to support LNA results as basis from internal or external clients to identify learning needs of
for L&D planning. employees to guide L&D planning.

0.0 F P N 0.0 F P N 0.0
that identifies training Develops a medium-term (2-3 years) competency-based L&D Develops a competency-based long-term (more that 3 years)
e’s learning needs based on a Plan based on LNA results and performance data, that L&D Plan that is aligned with the Agency’s strategic goals, in
ation with managers/ includes training and non-training interventions, (following the collaboration with managers/ supervisors.
70-20-10 principle), in collaboration with top management and
managers/ supervisors.
0.0 F P N 0.0 F P N 0.0
for tracking and assessing the Develops and uses M&E Plan for tracking and assessing the Develops and uses M&E Plan for tracking and assessing the
he annual L&D Plan. implementation and results of the medium-term L&D Plan. implementation and results of the long-term L&D Plan.

0.0 F P N 0.0 F P N 0.0
estionnaire/tools and Develops tools (e.g., learning application templates, re-entry Develops tools and approaches (e.g., survey, FGD, etc.) for
eview activities, etc.) for use in action plan templates, etc.) and approaches (knowledge use in monitoring and evaluation of L&D results in the
ion of knowledge (Level 2 exchange and conversations, peer coaching, etc.) to support workplace.
learning application and its M&E in the workplace.

0.0 F P N 0.0 F P N 0.0
Strengths: Gaps:
xecution
L&D-E-C3.1 L&D-E-C4.1
that includes terminal and Designs non-training L&D interventions (e.g., coaching, job Designs L&D interventions that require a mix of training and
methodologies to address rotation, benchmarking, etc.) to address validated learning non-training approaches to address validated learning needs
ecific groups. needs of specific groups, and prepares implementation plan* of specific groups, and prepares training activity and
(e.g., coaching plan, benchmarking plan, etc.) implementation plan.

0.0 F P N 0.0 F P N 0.0
L&D-E-C3.2 L&D-E-C4.2
materials and training aids to Develops customized job aids (e.g., checklists, templates, etc.) Reviews and updates L&D materials to keep pace with
and learning tools (e.g., journals) to support application of technology and ensure their effectiveness in supporting
learning to the workplace. learning acquisition and application.

0.0 F P N 0.0 F P N 0.0
L&D-E-C3.3 L&D-E-C4.3
entation of L&D interventions Conducts or manages follow-through interventions to support Reviews and improves or delivery of L&D interventions based
workplace application of learning, in collaboration with on evaluation data to ensure their effectiveness in supporting
managers/ supervisors. learning acquisition and application.

0.0 F P N 0.0 F P N 0.0
L&D-E-C3.4 L&D-E-C4.4
pants’ learning process during Facilitates and monitors participants’ learning process during Monitors and supports learning process of participants back
riate management of learning implementation of non-training interventions using appropriate in the workplace using appropriate activities (e.g., brown bag
ction sessions, etc.). management of learning activities (e.g., journaling, reflection sessions, conversations, etc.).
sessions, etc.).

0.0 F P N 0.0 F P N 0.0
L&D-E-C3.5 L&D-E-C4.5
ess the learning acquired by Uses tools/ approaches, in collaboration with Uses tools/ approaches, in collaboration with
mprovements in the design managers/supervisors, to assess workplace learning managers/supervisors, to assess the contribution of L&D
ons, and follow-through application and individual performance improvement, and interventions to unit and/or Agency performance
g. recommends appropriate interventions. improvement, and recommends appropriate actions.

0.0 F P N 0.0 F P N 0.0
L&D-E-C3.6 L&D-E-C4.6
es for identifying, monitoring Develops and implements a system for accrediting, managing Reviews and improves LSP management system based on
effectiveness of L&D service and evaluating learning service providers to ensure efficient M&E results and feedback from learners and managers/
and effective L&D services. supervisors to ensure optimum contribution in achieving L&D
results.

0.0 F P N 0.0 F P N 0.0
Strengths: Gaps:
PERFORMANCE MANAGEMENT SY
SYSTEM AND PRACTICE LENS

Governance
PM-G-S1.1 PM-G-S2.1
The Agency’s Performance Management policies and The Agency’s PM policies and/or processes are
processes comply with PMS policies and guidelines customized to Agency’s requirements, and include
issued by CSC and other relevant authorities. specific guidelines on application of equal opportunity
System principles.
Rating Score Rating

F P N 0.0 F P N
Policy PM-G-P1.1 PM-G-P2.1

The HRMO can explain how the Agency’s Performance The Performance Management Team (PMT) and
Management policies and processes comply with policies managers/ supervisors can explain how Agency’s PM
and guidelines issued by CSC and other relevant policies and processes meet the Agency’s needs.
authorities.
Practice
Rating Score Rating

F P N 0.0 F P N
PM-G-S1.2 PM-G-S2.2
The Agency has a Performance Management Team The Agency has a PMT that performs additional functio
(PMT) that is constituted and performs functions and to address specific PM needs (e.g., formulates
responsibilities according to CSC policy. customized criteria, guidelines and tools for setting
performance standards).
System
Rating Score Rating
F P N 0.0 F P N
Structure and Roles
Structure and Roles PM-G-P1.2 PM-G-P2.2
The HRMO can describe/explain the PMT’s role in the The PMT and managers/ supervisors can
Agency’s PM process. describe/explain the functions of the team and how it
reviews office and individual performance targets and
accomplishments.
Practice
Rating Score Rating
F P N 0.0 F P N
PM-G-S1.3 PM-G-S2.3
The Agency relies on CSC feedback on its compliance The Agency tracks the efficiency of PM processes and
with PM policy. uses data to improve system:
• Completion of Performance Review Summary of Ratin
supported by signed Office and Individual Commitment
and Performance Review forms
• Timely submission of required PM forms and reports
System
Rating Score Rating

Review Mechanisms
F P N 0.0 F P N
PM-G-P1.3 PM-G-P2.3
The HRMO can explain how the Agency gets CSC The PMT and managers/supervisors can describe/expl
feedback on its compliance with PM policy. how the Agency tracks the efficiency of PM processes,
and how the Agency uses data to improve system.
Practice
Rating Score Rating

F P N 0.0 F P N
PM-G-S1.4 PM-G-S2.4
The Agency uses manual records management to The Agency uses a computer-based system to maintain
maintain PM data and documents. PM documents.
System
(Use of
Technology)
Rating Score Rating
F P N 0.0 F P N
PM-G-P1.4 PM-G-P2.4
The HRMO can describe/explain the technology used to The PMT and managers/supervisors can describe/expl
maintain PM data and documents. the computer-based system used to maintain PM data
and documents.
Practice
(Use of
Technology)
Rating Score Rating
F P N 0.0 F P N
PM-G-S1.5 PM-G-S2.5
Information and
The Agency maintains and has ready access to all data The Agency maintains documentation and records on:
Communication
and documentary requirements based on CSC and other • PM process flow
relevant issuances. • MFOs and success indicators
• System review data on PM efficiency
System • System implementation (e.g., PMT minutes;
(Database performance review calibration results)
Content) • Individual Development Plans
Rating Score Rating

F P N 0.0 F P N
PM-G-P1.5 PM-G-P2.5
The HRMO can describe/explain that the agency The PMT and managers/supervisors can describe/expl
maintains and has ready access to data and documentary that the agency maintains documentation and records o
requirements based on CSC and other relevant • PM process flow
issuances. • System review data on PM efficiency
• System implementation (e.g., PMT minutes of meetin
Practice
deliberations, comparative assessment data, selection
(Database
criteria, etc.)
Content)
Rating Score Rating

F P N 0.0 F P N
Evidence:
PILLAR ELEMENT LENS
Performance Planning and Comm

PM-PC-S1.1 PM-PC-S2.1
The Agency’s individual target-setting process establishes The Agency’s individual target-setting process is guided
success indicators* that are supportive of unit** by performance standards agreed upon by
performance, and discussed and agreed with the managers/supervisors and employees.
employee.
System
Rating Score Rating

F P N 0.0 F P N
Target Setting PM-PC-P1.1 PM-PC-P2.1
The HRMO can describe/explain the individual The managers/supervisors can describe/explain how
performance target-setting process and how this supports individual performance targets are set guided by
unit performance. established performance standards.
Practice
Rating Score Rating

F P N 0.0 F P N
The Agency’s standard setting is based on CSC The Agency has a process for establishing/ clarifying
guidelines. specific performance standards for individual positions
vis-à-vis unit.
System
Rating Score Rating

F P N 0.0 F P N
Standard Setting
PM-PC-P1.2 PM-PC-P2.2
The HRMO can explain Agency guidelines on standard The PMT and managers/supervisors and employees ca
setting. describe/explain the process for setting performance
standards at the beginning of the performance period.
Practice
Practice
Rating Score Rating

F P N 0.0 F P N
Evidence:
PILLAR ELEMENT LENS
Performance Monitoring and Coa

PM-PMC-S1.1 PM-PMC-S2.1
The Agency has tool/s that managers/ supervisors use to The Agency has processes (e.g., periodic review) that
track individual performance (e.g., CSC sample tools). managers/ supervisors and employees use to track
individual performance.
System
Rating Score Rating

F P N 0.0 F P N
Performance Tracking
PM-PMC-P1.1 PM-PMC-P2.1
The HRMO can explain what tool(s) is (are) used to track The managers/supervisors can describe the tools and
individual performance. processes they use to track individual performance.
Practice
Rating Score Rating
F P N 0.0 F P N
Performance feedback is given to employees as need The Agency has performance coaching mechanism tha
arises (e.g., demonstration of effective or ineffective linked to performance tracking.
behaviours).
System
Rating Score Rating

F P N 0.0 F P N
Providing Performance
Support PM-PMC-P1.2 PM-PMC-P2.2
The HRMO can describe/ explain the Agency’s The managers/supervisors and employees can explain
performance feedback process. how performance coaching is provided to affirm and/or
improve performance.
Practice
Rating Score Rating

F P N 0.0 F P N
Evidence:
PILLAR ELEMENT LENS
Performance Review and Evalu
PM-PRE-S1.1 PM-PRE-S2.1
The Agency’s individual performance review and The Agency’s individual performance review and
evaluation process complies with CSC and other relevant evaluation process involves validation of employees’ se
guidelines. rating by managers/supervisors based on documented
accomplishments.
System
Rating Score Rating
Performance Review and F P N 0.0 F P N

Evaluation
PM-PRE-P1.1 PM-PRE-P2.1
The HRMO can describe/explain the performance review The managers/supervisors can describe/explain how
and evaluation process done by employees’ immediate individual performance is reviewed and evaluated.
supervisors.
Practice
Rating Score Rating
F P N 0.0 F P N
The Agency’s process for reviewing performance The Agency has a customized process for reviewing
assessments complies with CSC guidelines. performance assessments to ensure agreed performan
standards have been applied.
System
Rating Score Rating
F P N 0.0 F P N
Calibrating Performance
Assessments
Assessments PM-PRE-P1.2 PM-PRE-P2.2
The HRMO can describe/explain how performance The PMT and managers/ supervisors can
assessments are reviewed to ensure compliance with describe/explain how agreed performance standards a
CSC guidelines. applied in reviewing individual performance assessmen
Practice
Rating Score Rating
F P N 0.0 F P N
Evidence:
PILLAR ELEMENT LENS

Development Planning
PM-DP-S1.1 PM-DP-S2.1
Agency uses CSC-prescribed form (e.g., IPCR) to record Agency uses customized planning templates (e.g.,
comments and recommendations on improving individual development plan) to discuss and document
employees’ performance based on performance employees’ development areas and to recommend
evaluation results and communicating these to interventions.
System employees.
System
Rating Score Rating

F P N 0.0 F P N
PM-DP-P1.1 PM-DP-P2.1
The HRMO can describe/explain the process for individual The managers/supervisors can describe/explain how th
development planning. conduct performance discussions/coaching to involve
employees in preparing their individual development
plans.
Practice
Rating Score Rating

F P N 0.0 F P N
Evidence:
PILLAR ELEMENTS COMPET
Governance
PM-G-C1.1 PM-G-C2.1
Refers to PM policies and guidelines issued by CSC, Reviews and refines PM policies and/or policy guideline
DBM/GCG and other relevant authorities in executing the to meet agency requirements and promote equal
Agency’s PM activities. opportunity principles (e.g., provision of enabling suppo
for differently-abled staff to meet targets), in collaborati
with the PMT, managers/supervisors and top
Policy Review and Formulation management.
Rating Score Rating

F P N 0.0 F P N
PM-G-C1.2 PM-G-C2.2
Liaises with CSC and DBM/GCG to ensure that Agency is Tracks and analyses efficiency of PM processes and us
updated with PM-related issuances. data to improve or recommend improvements in PM
policies/policy guidelines and their execution, in
collaboration with the PMT, managers/ supervisors and
System Review top management.
Rating Score Rating

F P N 0.0 F P N
PM-G-C1.3 PM-G-C2.3
Uses manual records management to maintain PM data Uses computer-based records and data management
and documents. system to maintain PM documents.
Use of Technology
Rating Score Rating

Use of Technology
F P N 0.0 F P N
PM-G-C1.4 PM-G-C2.4
Disseminates PM policies and guidelines issued by CSC Updates everyone in the Agency on PM system and
and DBM/GCG and other relevant agencies to everyone processes, and provides system review data to top
in the Agency. management, managers/ supervisors and the PSB.
Communication
Rating Score Rating
F P N 0.0 F P N
Evidence:
PILLAR ELEMENTS
Performance Planning and Comm

PM-PC-C1.1 PM-PC-C2.1
Orients everyone on the Agency’s target-setting process. Reviews and analyzes alignment of individual targets w
unit targets, in collaboration with managers/ supervisor
and provides recommendations for improvement to
concerned unit.
Target Setting
Rating Score Rating

F P N 0.0 F P N
Collaborates with PMT and managers/supervisors in Reviews and analyzes performance standards, in
developing performance standards. collaboration with managers/ supervisors, and provides
recommendations for improvement to concerned unit.
Standard Setting
Rating Score Rating

F P N 0.0 F P N
Evidence:
PILLAR ELEMENTS
Performance Monitoring and Coa

PM-PMC-C1.1 PM-PMC-C2.1
Provides managers/ supervisors with existing tool/s for Develops individual and unit performance tracking tools
use in tracking individual performance. and processes, and orients managers/supervisors and
employees on their use.
Rating Score Rating

F P N 0.0 F P N
Disseminates existing guidelines on providing Adopts performance coaching framework and develops
performance feedback to managers/supervisors. tools (e.g., coaching guide or template) and orients
managers/ supervisors on its application.
Providing Performance Support
Rating Score Rating

F P N 0.0 F P N
Evidence:
PILLAR ELEMENTS
Performance Review and Evalu

PM-PRE-C1.1 PM-PRE-C2.1
Orients everyone on CSC policies and guidelines on Monitors the alignment of individual and unit performan
performance review and evaluation, including how to assessment, in collaboration with PMT and managers/
accomplish prescribed forms. supervisors, and provides recommendations for
improvement.
Managing Performance Review and
Evaluation Process
Rating Score Rating

F P N 0.0 F P N
Orients everyone on CSC and other relevant policies and Monitors consistency in application of policies and
guidelines on calibrating performance assessments guidelines in the process for calibrating performance
assessments, in collaboration with the PMT, and provid
recommendations for improvement.
Assessments
Assessments
Rating Score Rating
F P N 0.0 F P N
Evidence:
PILLAR ELEMENTS
PM-DP-C1.1 PM-DP-C2.1
Orients everyone on the use of CSC-prescribed form Develops customized planning templates for document
(e.g., IPCR) in recording comments and comments and recommendations on employee’s
recommendations to improve employee performance. development areas and recommended interventions.
Designing Development Planning

Tools and Processes
Rating Score Rating

F P N 0.0 F P N
Monitors compliance of and assists managers/ Develops and implements customized guidelines in
supervisors in using CSC-prescribed form to record development planning, and monitors application of
comments and recommendations to improve employee managers/supervisors and employees.
performance.
Facilitating Development Planning
Rating Score Rating

F P N 0.0 F P N
Evidence:
E MANAGEMENT SYSTEM
ROCESS DEFINED LEVEL 3 - INTEGRATED LEVEL 4 - STRATEGIC
ND PRACTICE LENS
overnance
PM-G-S3.1 PM-G-S4.1
s and/or processes are The Agency’s PM policies and processes cover The Agency has PM policy and processes that are
requirements, and include competency requirements and are linked with other core proactively reviewed and updated to respond to changes
plication of equal opportunity HRM areas (i.e., RSP, L&D and R&R). in the Agency’s strategic goals.

0.0 F P N 0.0 F P N 0.0
PM-G-P3.1 PM-G-P4.1
gement Team (PMT) and The top management can describe/explain their Everyone can describe/explain how the Agency’s PM
an explain how Agency’s PM involvement in linking the Agency’s PM policies and policies and processes address changes in the Agency’s
meet the Agency’s needs. processes with other core HRM areas (i.e., RSP, L&D and strategic goals.
R&R).

0.0 F P N 0.0 F P N 0.0
PM-G-S3.2 PM-G-S4.2
hat performs additional functions The Agency has a PMT that collaborates with The Agency has PMT that collaborates with top
eeds (e.g., formulates managers/supervisors, HRMO and other HR bodies in management, managers/supervisors and HRMO in
elines and tools for setting strengthening link between PM and other core HRM proactively reviewing and updating PM system to respond
areas. to changes in the Agency’s strategic goals.
0.0 F P N 0.0 F P N 0.0

PM-G-P3.2 PM-G-P4.2
/ supervisors can The top management can explain or cite examples of how Everyone can explain or cite examples of how the
ctions of the team and how it they have used information generated by other core HRM Agency’s PM processes enable him/her to contribute to
dual performance targets and areas in making PM decisions, or how they have used achieving the Agency’s strategic goals.
PM-generated information in making decisions in other
core HRM areas.
0.0 F P N 0.0 F P N 0.0
PM-G-S3.3 PM-G-S4.3
fficiency of PM processes and The Agency tracks the effectiveness of PM processes The Agency uses PM- generated data to evaluate overall
stem: and uses data to improve system: PM function, and make strategic decisions to ensure
ance Review Summary of Ratings • Summary and analysis of PM results continuing alignment and responsiveness of PM to its
ce and Individual Commitment • Identification of common performance gaps and reasons strategic goals.
w forms for gaps
equired PM forms and reports • Analysis of contribution of individual performance to
office performance
• Identification of high potential employees
• Results of Individual Development Plan implementation

0.0 F P N 0.0 F P N 0.0
PM-G-P3.3 PM-G-P4.3
/supervisors can describe/explain The top management can describe/explain how the Everyone can describe/explain how the Agency uses PM-
he efficiency of PM processes, Agency tracks the effectiveness of PM processes, and generated data to evaluate PM system and make
s data to improve system. how the Agency uses data to improve system. strategic decisions to ensure continuing alignment and
responsiveness of PM to its strategic goals.

0.0 F P N 0.0 F P N 0.0
PM-G-S3.4 PM-G-S4.4
puter-based system to maintain The Agency maintains an Information Management The Agency has an enterprise Information Management
System that shows link between PM and other core HRM System that links the core HRM areas with other HR and
areas (i.e., RSP, PM and R&R). organizational systems (e.g. benefits, loans, payroll, etc.).

0.0 F P N 0.0 F P N 0.0
PM-G-P3.4 PM-G-P4.4
/supervisors can describe/explain The top management can explain how the Agency Everyone can describe/explain how the Agency’s
em used to maintain PM data Human Resource Information System links PM and other Enterprise Information System links the core HRM areas
core HRM areas. with other HRM and organizational systems.
0.0 F P N 0.0 F P N 0.0
PM-G-S3.5 PM-G-S4.5
ocumentation and records on: The Agency maintains documentation and records on: The Agency maintains documentation and records on:
• System review data on PM effectiveness • Historical data on efficiency and effectiveness of PM
icators • PM policy and process flow showing link to other core system
PM efficiency HRM areas • PM policy and process flow linked to other HRM and
n (e.g., PMT minutes; organizational systems
bration results)
t Plans

0.0 F P N 0.0 F P N 0.0
PM-G-P3.4 PM-G-P4.5
/supervisors can describe/explain The top management can describe/explain how they can Everyone can describe/explain the benefits of maintaining
s documentation and records on: participate in providing inputs and accessing data in the documentation/records on the efficiency and effectiveness
system. of PM.
PM efficiency
n (e.g., PMT minutes of meetings
ve assessment data, selection

0.0 F P N 0.0 F P N 0.0
Strengths: Gaps:
anning and Commitment

arget-setting process is guided The Agency has an individual target-setting process that The Agency has an individual target-setting process that
ds agreed upon by establishes agreements on both individual performance is linked to Agency strategic planning and target-setting
nd employees. and competency proficiency targets. process.

0.0 F P N 0.0 F P N 0.0
ors can describe/explain how The top management can explain his/her individual Everyone can explain or cite examples of how his/her
argets are set guided by performance and competency proficiency targets. individual and unit performance targets contribute to the
standards. overall Agency’s performance.

0.0 F P N 0.0 F P N 0.0
ss for establishing/ clarifying The Agency has a process for establishing, calibrating The Agency has a process for establishing, calibrating
ndards for individual positions and reviewing performance standards for all common and regularly reviewing and updating performance
positions across different units. standards for all positions.

0.0 F P N 0.0 F P N 0.0
/supervisors and employees can The top management can describe/explain their Everyone can explain or cite examples of how the use of
cess for setting performance involvement in setting performance standards for performance standards agreed at the beginning of the
ng of the performance period. common positions in the Agency. performance period has contributed to a shared
understanding of performance expectations.
0.0 F P N 0.0 F P N 0.0
Strengths: Gaps:
Monitoring and Coaching

es (e.g., periodic review) that The Agency has processes (e.g. periodic review) and The Agency has process and tools that are used with the
nd employees use to track tools that managers/ supervisor use to track unit performance period to gather feedback on individual and
performance. unit performance from internal and external clients.

0.0 F P N 0.0 F P N 0.0
ors can describe the tools and The top management can explain their involvement in Everyone can explain or cite examples of the positive
ack individual performance. tracking individual and unit performance. outcomes of performance tracking in achieving
performance targets.
0.0 F P N 0.0 F P N 0.0
ance coaching mechanism that is The Agency’s coaching mechanism is linked to L&D (e.g., The Agency has a process for reviewing and improving
acking. provision of appropriate interventions during performance monitoring and coaching mechanisms to ensure that
period to support competency development), and R&R these support optimum performance of individuals and
(e.g., recognizing demonstration of extraordinary units.
contribution).

0.0 F P N 0.0 F P N 0.0
ors and employees can explain The top management can explain or cite examples of Everyone can explain or cite examples of the positive
ng is provided to affirm and/or their involvement in ensuring that performance tracking outcomes of providing performance coaching and support
and coaching data is used as basis for providing L&D for optimum performance of individuals and units.
and/or R&R support to individuals and units within the
performance period.

0.0 F P N 0.0 F P N 0.0
Strengths: Gaps:
Review and Evaluation
performance review and The Agency’s individual performance review and The Agency’s individual performance review and
ves validation of employees’ self- evaluation process includes assessment of individual evaluation process is regularly reviewed and improved to
ervisors based on documented performance and proficiency in job-related competencies. ensure that individual performance continues to contribute
Ratings are used as basis for HR decisions (e.g., on to achieving unit and Agency strategic goals
reward and recognition, learning and development,
promotion, etc.).
0.0 F P N 0.0 F P N 0.0
ors can describe/explain how The top management can explain or cite examples of how Everyone can explain or cite examples of how fair and
s reviewed and evaluated. performance evaluation results are used in making HR objective assessment of individual performance helps
decisions. him/her appreciate individual contribution to achieving unit
and Agency strategic goals.
0.0 F P N 0.0 F P N 0.0
mized process for reviewing The Agency has a process for calibrating performance The Agency regularly reviews and improves the process
ts to ensure agreed performance assessments for consistency across similar jobs with for calibrating performance assessments to ensure
plied. comparable performance measures and targets. objectivity and consistency.
0.0 F P N 0.0 F P N 0.0

/ supervisors can The top management can explain or cite examples of Everyone can explain or cite examples of how the
reed performance standards are their involvement in ensuring that uniform performance Agency’s calibration process has ensured the fairness
vidual performance assessments. standards are applied in assessing the performance of and objectivity of performance assessments.
employees in similar jobs.
0.0 F P N 0.0 F P N 0.0
Strengths: Gaps:
pment Planning
PM-DP-S3.1 PM-DP-S4.1
d planning templates (e.g., Agency has a process/tool for developing and using Agency has a mechanism for reviewing implementation
plan) to discuss and document competency-based development plans as input to L&D and evaluating results of development plans to ensure
t areas and to recommend plans. that these support overall Agency performance targets.
0.0 F P N 0.0 F P N 0.0
PM-DP-P3.1 PM-DP-P4.1
ors can describe/explain how they The top management can describe or cite examples of Everyone can explain or cite examples of improvements
cussions/coaching to involve L&D interventions/ opportunities that have been provided that resulted in the performance of employees and units
heir individual development to them to improve or develop competencies needed for due to the implementation of individual development
job performance. plans.

0.0 F P N 0.0 F P N 0.0
Strengths: Gaps:
INTERMEDIATE LEVEL 3 - ADVANCED LEVEL 4 - SUPERIOR
COMPETENCY LENS
overnance
PM-G-C3.1 PM-G-C4.1
policies and/or policy guidelines Develops PM policies and/or policy guidelines that clearly Leads the proactive review and updating of PM policies
ments and promote equal define link with other core HRM areas, in collaboration and processes to respond to changes in the Agency’s
g., provision of enabling support with the PMT, managers/supervisors and top strategic goals.
to meet targets), in collaboration management.
/supervisors and top

0.0 F P N 0.0 F P N 0.0
PM-G-C3.2 PM-G-C4.2
ciency of PM processes and uses Tracks and analyses effectiveness of PM processes and Leads the evaluation of the PM system, and recommends
mmend improvements in PM uses data to improve or recommend improvements in PM improvements to ensure continuing alignment and
and their execution, in policies/policy guidelines and their execution, in responsiveness of PM to Agency’s strategic goals.
MT, managers/ supervisors and collaboration with the PMT, managers/ supervisors and
top management.

0.0 F P N 0.0 F P N 0.0
PM-G-C3.3 PM-G-C4.3
cords and data management Maintains Human Resource Information System that Manages PM module in the Agency’s Enterprise
ocuments. shows link between PM and other core HRM areas Information Management System that links the core HRM
(i.e., RSP, L&D and R&R). areas with other HRM and organizational systems.

0.0 F P N 0.0 F P N 0.0
PM-G-C3.4 PM-G-C4.4
Agency on PM system and Develops and implements a communication plan to Develops and uses information collaterals (e.g.,
system review data to top generate buy-in and engagement of everyone in infographics, brochures, handbooks, etc.) to promote
/ supervisors and the PSB. executing PM programs and processes. consistent application of Agency's PM system and
processes.

0.0 F P N 0.0 F P N 0.0
Strengths: Gaps:
anning and Commitment

lignment of individual targets with Develops process and guidelines for formulating Leads the review and refinement of target-setting process
ion with managers/ supervisors, performance measures and targets, and orients to ensure continuing alignment with Agency’s strategic
dations for improvement to managers/ supervisors and PMT. goals.

0.0 F P N 0.0 F P N 0.0
erformance standards, in Develops process and guidelines for establishing and Leads the review and refinement of the process for
gers/ supervisors, and provides calibrating performance standards, and orients managers/ establishing and calibrating performance standards.
provement to concerned unit. supervisors and PMT.

0.0 F P N 0.0 F P N 0.0
Strengths: Gaps:
Monitoring and Coaching
unit performance tracking tools Monitors application of performance tracking tools and Develops and uses tools and processes to gather
nts managers/supervisors and processes, and provides assistance to managers/ feedback on individual and team performance from
supervisors on their use. internal and external clients, in collaboration with
managers/ supervisors.

0.0 F P N 0.0 F P N 0.0
ching framework and develops Monitors application of performance coaching framework Develops and implements strategies to institutionalize
de or template) and orients and tools, and collaborates with managers/supervisors in coaching and other forms of purposive conversations
n its application. providing appropriate L&D or R&R support. (e.g., brown bag meetings, etc.) to support optimum
performance of individuals and units.

0.0 F P N 0.0 F P N 0.0
Strengths: Gaps:
Review and Evaluation
f individual and unit performance Develops and applies guidelines and processes for using Leads the proactive review of the individual performance
ation with PMT and managers/ performance management assessment in making HR assessment process to strengthen alignment with and
s recommendations for decisions, e.g., on reward and recognition, learning and sustain contribution to unit and Agency performance.
development, promotion, and others.

0.0 F P N 0.0 F P N 0.0
application of policies and Develops and applies guidelines and processes for Leads the proactive review of processes for calibrating
s for calibrating performance calibrating performance assessments, in collaboration performance assessments to ensure continued fairness
ation with the PMT, and provides with the PMT. and objectivity.
provement.
0.0 F P N 0.0 F P N 0.0
Strengths: Gaps:
pment Planning
anning templates for documenting Develops tool and processes for formulating competency- Leads the review and refinement of development planning
endations on employee’s based development plans. tools and processes to ensure that these support
recommended interventions. employee and unit performance.

0.0 F P N 0.0 F P N 0.0
ts customized guidelines in Consolidates and analyses development plans and uses Promotes self-directed development planning among
nd monitors application of results as input to L&D plan development, in collaboration employees and managers/supervisors through learning
nd employees. with managers/supervisors (and other HR units, if sessions, infographics, posting of resources in bulletin
applicable). boards/Agency website, etc.

0.0 F P N 0.0 F P N 0.0
Strengths: Gaps:
REWARDS AND RECOGNITI
SYSTEM AND PRACTICE LE

Governance
R&R-G-S1.1 R&R-G-S2.1
The Agency’s R&R policies and processes comply with The Agency’s R&R policies and/or processes are
R&R policies and guidelines issued by CSC and other customized to Agency’s requirements, and include spe
relevant authorities. guidelines in the application of EOP.
System
Rating Score Rating

F P N 0.0 F x P N
Policy
R&R-G-P1.1 R&R-G-P2.1
The HRMO can describe/explain how the Agency’s R&R The R&R Committee and managers/supervisors can
policies and processes comply with policies and guidelines describe/explain how Agency’s R&R policies and proce
issued by CSC and other relevant authorities. meet the Agency’s needs.
Practice
Rating Score Rating
F P N 0.0 x F P N
R&R-G-S1.2 R&R-G-S2.2
The Agency has an R&R Committee that is constituted and The Agency has an R&R Committee that performs add
performs functions and responsibilities according to CSC functions to address specific R&R needs (e.g., develop
policy. customized R&R programs and guidelines).
System
Rating Score Rating
F P N 0.0 x F P N
Structure and Roles
Structure and Roles R&R-G-P1.2 R&R-G-P2.2
The HRMO can describe/explain the R&R Committee’s role The R&R Committee and managers/supervisors can
in the Agency’s R&R process. describe/explain the functions of the committee and ho
evaluates to ensure selection of qualified
candidates/nominees to the agency’s R&R program.
Practice
Rating Score Rating

F P N 0.0 x F P N
R&R-G-S1.3 R&R-G-S2.3
The Agency relies on CSC feedback on its compliance with The Agency tracks the efficiency of R&R processes an
R&R policy. uses data to improve system:
• Annual R&R budget utilization vis-à-vis R&R impleme
programs
System
Rating Score Rating

Review Mechanisms
F P N 0.0 x F P N
R&R-G-P1.3 R&R-G-P2.3
The HRMO can explain how the Agency gets CSC The R&R Committee and managers/supervisors can
feedback on its compliance with R&R policy. describe/explain how the Agency tracks the efficiency
R&R processes, and uses data to improve system.
Practice
Rating Score Rating

F P N 0.0 x F P N
R&R-G-S1.4 R&R-G-S2.4
The Agency uses manual records management to maintain The Agency uses a computer-based system to mainta
R&R data and documents. R&R documents.
System
(Use of
Technology)
Rating Score Rating
F P N 0.0 F x P N
R&R-G-P1.4 R&R-G-P2.4
The HRMO can describe/explain the technology used to The R&R Committee and managers/supervisors can
maintain R&R data and documents. describe/explain the computer-based system used to
maintain R&R data and documents.
Practice
(Use of
Technology)
Rating Score Rating
F P N 0.0 x F P N
Information and R&R-G-S1.5 R&R-G-S2.5

The Agency maintains and has ready access to all data The Agency maintains documentation and records on:
Communication and documentary requirements based on CSC and other • R&R process flow
relevant issuances. • System review data on R&R efficiency
System • System implementation (e.g., R&R Committee minut
(Database
Content)
Rating Score Rating
F P N 0.0 F x P N
R&R-G-P1.5 R&R-G-P2.5
The HRMO can describe/explain that the agency maintains The R&R Committee and managers/supervisors can
and has ready access to data and documentary describe/explain that the agency maintains documenta
requirements based on CSC and other relevant issuances. and records on:
• R&R process flow
Practice • System review data on R&R efficiency
• System implementation (e.g., PRAISE minutes of me
(Database deliberations, comparative assessment data, selection
Content) criteria, etc.)
Rating Score Rating

F P N 0.0 F x P N
Evidence:
PILLAR ELEMENT LENS

Planning
R&R-P-S1.1 R&R-P-S2.1
The Agency maintains list of Agency’s R&R programs. The Agency has customized annual R&R plans and
programs, which indicates budget for each program/ a
System
Rating Score Rating
F P N 0.0 x F P N
R&R-P-P1.1 R&R-P-P2.1
The HRMO can describe/explain the Agency’s R&R The R&R Committee and managers/supervisors can
programs. describe/explain the Agency’s annual R&R plans and
programs.
Practice
Rating Score Rating

0 F 0 P 0 N 0.0 x F P 0 N
Planning R&R-P-S1.2 R&R-P-S2.2
The Agency’s R&R programs recognize employee’s loyalty The Agency’s R&R programs include planned and “on-
and outstanding performance. spot” incentives and recognition (both monetary and n
monetary) for innovative ideas and exemplary behavio
employees.
System
Rating Score Rating

F P N 0.0 F x P N
R&R-P-P1.2 R&R-P-P2.2
The HRMO can describe/explain R&R programs that The R&R Committee and managers/supervisors can c
recognize loyalty and outstanding performance. examples of planned and “on-the-spot” incentives and
recognition programs that recognize ideas, suggestion
inventions, and exemplary behavior.
Practice
Rating Score Rating

0 F 0 P 0 N 0.0 F P x N
Evidence:
PILLAR ELEMENT LENS

Implementation
R&R-I-S1.1 R&R-I-S2.1
The Agency has screening and selection criteria and The Agency’s screening and selection criteria and proc
processes to select employees for rewards and recognition for customized R&R programs apply to all employees,
based on CSC policies and guidelines. consistent with equal opportunity principles.
System
R&R Screening and

Selection Criteria and
Processes
System
Rating Score Rating
R&R Screening and F P N 0.0 x F P N

Selection Criteria and R&R-I-P1.1 R&R-I-P2.1
Processes The HRMO can describe/explain how nominees for The R&R Committee and managers/supervisors can
rewards and recognition are identified, screened and describe/explain their role in identifying, screening and
selected. selecting nominees for rewards and recognition.
Practice
Rating Score Rating

F P N 0.0 x F P N
Evidence:
PILLAR ELEMENTS COMP
Governance
R&R-G-C1.1 R&R-G-C1.2
Refers to R&R policies and guidelines issued by CSC and Reviews and refines R&R policies, policy guidelines an
other relevant authorities in executing the Agency’s R&R processes to meet agency requirements and promote
activities. opportunity principles in collaboration with the R&R
Committee, managers/supervisors and top manageme
Rating Score Rating
F P N 0.0 x F P N
R&R-G-C1.2 R&R-G-C2.2
Liaises with CSC and DBM/GCG to ensure that Agency is Tracks and analyses efficiency of R&R processes and
updated with R&R-related issuances. data to improve or recommend improvements in R&R
policies/policy guidelines and their execution, in
collaboration with the R&R Committee, managers/
System Review supervisors and top management.
Rating Score Rating

F P N 0.0 x F P N
R&R-G-C1.3 R&R-G-C2.3
Uses manual records management to maintain R&R data Uses computer-based records and data management
and documents. system to maintain R&R documents.
Use of Technology
Rating Score Rating
F P N 0.0 F x P N
R&R-G-C1.4 R&R-G-C2.4
Disseminates R&R policies and guidelines issued by CSC Updates everyone in the Agency on R&R policies,
and other relevant agencies to everyone in the Agency. processes and programs, and provides system review
on to top management, managers/ supervisors and the
Committee.
Communication
Rating Score Rating
F P N 0.0 x F P N
Evidence:
PILLAR ELEMENTS
Planning
R&R-P-C1.1 R&R-P-C2.1
Maintains and updates list of R&R programs that are Develops customized annual R&R plan and programs,
aligned with CSC policy guidelines. which indicates budget for each program/activity, in
collaboration with R&R Committee and managers/
supervisors.
Rating Score Rating
R&R Planning
F P N 0.0 x F P N
R&R Planning R&R-P-C1.2 R&R-P-C2.2
Develops R&R programs that recognize employee’s loyalty Develops scheduled and “on-the-spot” monetary and n
and outstanding performance. monetary rewards and recognition for innovative ideas
exemplary behavior, in collaboration with R&R Commit
and managers/supervisors.
Rating Score Rating

F P N 0.0 F x P N
Evidence:
PILLAR ELEMENTS
Implementation
R&R-I-C1.1 R&R-I-C2.1
Maintains records of, and orients all employees on Collaborates with the R&R Committee in developing
screening and selection criteria and processes for the screening and selection criteria and processes for the
Agency’s R&R programs. Agency’s customized R&R programs.
Development of R&R Screening and
Selection Criteria and Processes
Development of R&R Screening and
Selection Criteria and Processes
Rating Score Rating
F P N 0.0 x F P N
Evidence:
AND RECOGNITION
OCESS DEFINED LEVEL 3 - INTEGRATED LEVEL 4 - STRATEGIC
ND PRACTICE LENS
overnance
R&R-G-S3.1 R&R-G-S4.1
and/or processes are The Agency’s R&R policies and processes clearly define The Agency’s R&R policies and processes are proactively
uirements, and include specific link with other core HRM areas (i.e., RSP, L&D and PM). reviewed and updated to respond to changes in the Agency’s
of EOP. strategic goals.

0.5 F P N 0.0 F P N 0.0
R&R-G-P3.1 R&R-G-P4.1
anagers/supervisors can The top management can describe/explain their Everyone can describe/explain how the Agency’s R&R
y’s R&R policies and processes involvement in linking the Agency’s R&R policies and policies and processes support the Agency’s strategic goals.
processes with other core HRM areas.

1.0 F P N 0.0 F P N 0.0
R&R-G-S3.2 R&R-G-S4.2
mmittee that performs additional The Agency has an R&R Committee that collaborates with The Agency has an R&R Committee that collaborates with
R&R needs (e.g., develops HRMO, managers/supervisors and other HR bodies in top management, managers/supervisors and HRMO in
and guidelines). strengthening link between R&R and other core HRM proactively reviewing and updating R&R system to respond
areas. to changes in the Agency’s strategic goals.

1.0 F P N 0.0 F P N 0.0
R&R-G-P3.2 R&R-G-P4.2
anagers/supervisors can The top management can cite examples of how they have Everyone can describe/explain how the Agency’s R&R
ns of the committee and how it used information generated by other core HRM areas in program and processes motivated him/her to contribute to
n of qualified making R&R decisions (e.g., performance data), or how achieving the Agency’s vision, mission and values.
agency’s R&R program. they have used R&R-generated information in making
decisions in other core HRM areas.

1.0 F P N 0.0 F P N 0.0
R&R-G-S3.3 R&R-G-S4.3
ency of R&R processes and The Agency tracks the effectiveness of R&R processes and The Agency uses R&R- generated data to evaluate R&R
m: uses data to improve system: function, and make strategic decisions to ensure continuing
ion vis-à-vis R&R implemented • Types of programs that reward performance, innovative alignment and responsiveness of R&R to its strategic goals.
ideas and exemplary behavior
• Types of monetary and non-monetary programs
• Timeliness of R&R programs (planned and “on-the-spot”)*
• Demographics (e.g., gender, position, disabilities, etc.) of
awardees

1.0 F P N 0.0 F P N 0.0
R&R-G-P3.3 R&R-G-P4.3
anagers/supervisors can The top management can describe/explain how the Agency Everyone can describe/explain how the Agency uses RSP-
ency tracks the efficiency of tracks the effectiveness of R&R processes, and uses data generated data to evaluate RSP system and make strategic
ata to improve system. to improve system. decisions to ensure continuing alignment and
responsiveness of R&R to its strategic goals.

1.0 F P N 0.0 F P N 0.0
R&R-G-S3.4 R&R-G-S4.4
er-based system to maintain The Agency maintains Human Resource Information The Agency has an Enterprise Information Management
System that shows link between R&R and other core HRM System that links the core HRM areas with other HRM and
areas (i.e., L&D and PMS). organizational systems (e.g. benefits, loans, payroll, etc.).

0.5 F P N 0.0 F P N 0.0
R&R-G-P3.4 R&R-G-P4.4
anagers/supervisors can The top management can explain how the Agency Human Everyone can describe/explain how the Agency’s Enterprise
er-based system used to Resource Information System links R&R and other core Information System links the core HRM areas with other
uments. HRM areas. HRM and organizational systems.

1.0 F P N 0.0 F P N 0.0
R&R-G-S3.5 R&R-G-S4.5
mentation and records on: The Agency maintains documentation and records on: The Agency maintains documentation and records on:
• System review data on R&R effectiveness • Historical data on efficiency and effectiveness of R&R
R efficiency • R&R policy and process flow showing link to other core system
g., R&R Committee minutes) HR areas • R&R policy and process flow to other HRM and
organizational systems

0.5 F P N 0.0 F P N 0.0
R&R-G-P3.5 R&R-G-P4.5
anagers/supervisors can The top management can describe/explain how they can Everyone can describe/explain the benefits of maintaining
ency maintains documentation participate in providing inputs and accessing data in the documentation/records on the efficiency and effectiveness of
system. R&R.
R efficiency
g., PRAISE minutes of meetings
ssessment data, selection

0.5 F P N 0.0 F P N 0.0
Strengths: Gaps:
Planning
R&R-P-S3.1 R&R-P-S4.1
annual R&R plans and The Agency’s R&R plans and programs are linked to other The Agency’s R&R plans and programs are directly linked to
udget for each program/ activity. core HRM areas, and the Agency’s mid-term (2-3 years) Agency’s strategic long-term (over 3 years) plan.
plan.

1.0 F P N 0.0 F P N 0.0
R&R-P-P3.1 R&R-P-P4.1
anagers/supervisors can The top management can describe/explain their Everyone can explain/ cite examples of how the Agency’s
’s annual R&R plans and involvement in developing the Agency’s R&R plans and R&R plans and programs are aligned with and contribute to
programs. achieving the Agency’s strategic goals.

1.0 0 F 0 P 0 N 0.0 0 F 0 P 0 N 0.0
R&R-P-S3.2 R&R-P-S4.2
s include planned and “on-the- The Agency has institutionalized non-monetary R&R The Agency has a process for reviewing R&R programs to
tion (both monetary and non- programs (e.g., flexi-time, professional development, etc.) ensure that these continually support achievement of
as and exemplary behavior of that encourage and recognize outstanding performance, strategic goals and performance objectives, and meet
innovative ideas and exemplary behavior. employees’ recognition and motivational needs.

0.5 F P N 0.0 F P N 0.0
R&R-P-P3.2 R&R-P-P4.2
anagers/supervisors can cite The top management can describe/explain their Everyone can describe/explain how Agency’s R&R programs
n-the-spot” incentives and involvement in developing and institutionalizing non- have supported achievement of strategic goals.
cognize ideas, suggestions or monetary R&R programs to encourage and recognize
ehavior. outstanding performance, innovative ideas and exemplary
behavior.

0.0 0 F 0 P 0 N 0.0 0 F 0 P 0 N 0.0
Strengths: Gaps:
lementation
R&R-I-S3.1 R&R-I-S4.1
selection criteria and processes The Agency’s R&R screening and selection criteria and The Agency’s R&R screening and selection criteria and
ms apply to all employees, processes are linked to other core HRM areas (e.g., use of processes are regularly reviewed and improved to ensure
unity principles. performance data), and/or external sources (e.g., feedback consistency, fairness and objectivity in selection decisions.
from clients/community).
1.0 F P N 0.0 F P N 0.0
R&R-I-P3.1 R&R-I-P4.1
anagers/supervisors can The top management can describe/explain how they are Everyone can describe, explain or cite examples of how the
identifying, screening and involved in identifying, screening and selecting employees Agency recognizes and values exemplary behavior,
rds and recognition. for rewards and recognition. outstanding performance and contribution to the unit and
Agency’s strategic goals.

1.0 F P N 0.0 F P N 0.0
Strengths: Gaps:
NTERMEDIATE LEVEL 3 - ADVANCED LEVEL 4 - SUPERIOR
COMPETENCY LENS
overnance
R&R-G-C3.1 R&R-G-C4.1
olicies, policy guidelines and/or Develops customized R&R policies and/or policy guidelines Leads the proactive review and updating of R&R policies and
equirements and promote equal that clearly define link with other core HRM areas, in processes to respond to changes in the Agency’s strategic
aboration with the R&R collaboration with the R&R Committee, goals.
rvisors and top management. managers/supervisors and top management

1.0 F P N 0.0 F P N 0.0
R&R-G-C3.2 R&R-G-C4.2
cy of R&R processes and uses Tracks and analyses effectiveness of R&R processes and Leads the evaluation of the R&R function, and recommends
nd improvements in R&R uses data to improve or recommend improvements in R&R system improvements to ensure continuing alignment and
d their execution, in policies/policy guidelines and their execution, in responsiveness of R&R to Agency’s strategic goals.
Committee, managers/ collaboration with the R&R Committee, managers/
ement. supervisors and top management.

1.0 F P N 0.0 F P N 0.0
R&R-G-C3.3 R&R-G-C4.3
ds and data management Maintains Human Resource Information System that shows Manages R&R module in the Agency’s Enterprise
cuments. link between R&R and other core HRM areas (i.e., PM and Information Management System that links the core HR
L&D). areas with other HRM and organizational systems.

0.5 F P N 0.0 F P N 0.0
R&R-G-C3.4 R&R-G-C4.4
ency on R&R policies, Develops and implements a communication plan to Develops and uses information collaterals (e.g., infographics,
nd provides system review data generate buy-in and engagement of everyone in executing brochures, handbooks, etc.) to promote consistent
agers/ supervisors and the R&R R&R policies, programs and processes. application/execution of Agency R&R policies, processes
and programs.

1.0 F P N 0.0 F P N 0.0
Strengths: Gaps:
Planning
R&R-P-C3.1 R&R-P-C4.1
l R&R plan and programs, Develops R&R plan and programs that are linked to other Develops R&R plan and programs that are aligned with
ach program/activity, in core HRM areas (e.g., PM) and aligned with Agency’s mid- Agency’s long-term (over 3 years) plan, in collaboration with
mittee and managers/ term (2-3 years) plan, in collaboration with top top management, R&R Committee and
management, R&R Committee and managers/ managers/supervisors.
supervisors.

1.0 F P N 0.0 F P N 0.0
R&R-P-C3.2 R&R-P-C4.2
n-the-spot” monetary and non- Develops institutionalized non-monetary R&R programs Leads review of R&R programs to ensure that these
gnition for innovative ideas and (e.g., flexi-time, professional development, etc.) that continually support achievement of strategic goals and
boration with R&R Committee encourage and recognize outstanding performance, performance objectives.
innovative ideas and exemplary behavior, in collaboration
with R&R Committee and managers/supervisors.

0.5 F P N 0.0 F P N 0.0
Strengths: Gaps:
lementation
R&R-I-C3.1 R&R-I-C4.1
Committee in developing Develops R&R screening and selection criteria and Leads the proactive review of R&R screening and selection
eria and processes for the processes that take into account inputs from other HRM criteria and processes to ensure consistency, fairness and
programs. areas and external sources (e.g., feedback from external objectivity in R&R decisions.
clients/ community), in collaboration with R&R Committee.
1.0 F P N 0.0 F P N 0.0
Strengths: Gaps:
PRIME-HRM ASSESSMENT HR RECORDS-LEAVE BENEFIT ENTITLEMENTS Annex C
INSTRUCTION: Please validate and check or click "Yes" or "No" if the following item/s under each aspect of the assessment is/are updated and
existing. 100% complete records shall constitute "Complete & Updated". If the said item/concern cannot be directly responded by either "Yes" or "No",
please note important details relative to the item on the Remarks column.
Records are Complete

Leave Benefit Entitlements Item Descriptions / Specific Instructions / Assessment Guide Document/ Evidence Requirements
and Updated
▪Vacation Leave Application for leave filed five (5) days in advance Leave Forms
Application for leave filed immediately upon return to work; approval is Leave Forms; Medical Certificate if leave
▪Sick Leave
mandatory is more than 5 days
Agency has staggered schedule dof mandatory five-day vacation

Schedule of forced leave; employee
(forced) leave; Forced leave taken posted in the employees leave
▪Forced Leave leave card; duly approved leave forms;
card; Forced leave not taken due to exigency of service not deducted
disapproved leave forms
from the employees leave credits
Employees are allowed to avail of 3-day privilege leave; no proof

▪Special Privilege Leave Approved application for leave
required
Employees are allowed to monetize at least 10 days if qualified; At

least five (5) days are retained after monetization; Budget for the Application for monetization; buget
▪Monetization of Leave Credits
monetization of leave credits is charged to savings in Personal reports; certified accounting reports
Services
and Updated
Cross reference with 201 file, check for solo parents; Employees are
▪Implementation of the Guidelines on the aware of the guidelines and process of the availment of parental
Grant of Parental Leave to Solo Parents leave; Availment of parental leave is supported by Solo Parent
Approved application for leave; Office
(CSC MC No. 8, s. 2004 dated March Identifcation Card and birth certificate of the child/children or other
Memorandum; Solo Parent ID Card
24, 2004, under RA 8972 – Solo Parents requirements, such as medical certificate, if necessary; Interview solo
Welfare Act of 2000) parents and ask to articulate the guidelines of parental leave; cross
reference files to show proof of availament
and Updated
▪Implementation of the Guidelines on the Female employee, regardless of civil and employment status, who is
Availment of the Ten-Day Leave CSC a victim of violence is allowed to avail of the ten-day leave; emale
Resolution No. 051206, under RA 9262 employee, regardless of civil and employment status, whose child
Application for leave; Interviews; Police
also known as Anti-Violence Against below 18 or above 18 but unable to take care of oneself is a victim of
Report
Women and their Children Act of 2004 violence is allowed to avail of the ten-day leave; Availment of ten-day
(CSC MC No. 15, s. 2006 dated July 28, leave is supported by Barangay Protection Order (BPO) or Temporary
2006) Permanent Protection Order (TPO/PPO) obtained from the court
Female employee, regardless of age and civil status, who availed of

▪Implementation of the Guidelines on the
the special leave has rendered at least six (6) months aggregate
Grant of the Special Leave Benefits Service Record; Medical Records per
government service for the last 12 months prior to undergoing
under the Magna Carta of Women (RA circular; Office Memorandum; checklist
gynecological surgery; Application for special leave is supported by
9710) (CSC MC no. 25, s. 2010 dated with Interview; Application for leave
medical certificate filled out and signed by proper medical authorities,
December 1, 2010)
e.g., attending surgeon
Application for leave; Declaration from

▪Special Leave (Calamity Leave) There is a declaration of calamity in the area
NDRRMC, LGUs concerned
Married male employees are allowed to avail of paternity leave of Application for leave; birth certificate;
▪Paternity Leave
seven (7) days for a maximum of four deliveries Marriage Certificate
and Updated
Agency female employees are allowed to avail of maternity leave of Application for Leave
▪Maternity Leave sixty (60) calendar days will full pay; Computations, requirements and Leave Records; Interview; Disbursement
policies of maternity leave are strictly followed and implemented Vouchers
Selection of study leave beneficiary is based on the requirements

▪Study Leave Employee profile
provided in Item II, Sec. 68 of the Omnibus Rules on Leave
and Updated
Application for rehabilitation privilege is made through a letter,

supported by police report, if any , and medical certificate on the
▪Rehabilitation Privilege Letter; Medical Certificate
nature of the injuries, the course of treatment involved and the need
to undergo rest, recuperation and rehabilitation, as the case may be.
Employees are allowed to avail of the CTO; COCs are NOT used to
▪Compensatory Time-Off in lieu of offset undertimes/tardiness incurred by employees during regular Employee leave card; monthly report on
Overtime Pay working days; COCs are NOT added to the regular leave credits of availment; COC
the employees.
Section 5 - HR RECORDS MANAGEMENT & OTHER HR PROGRAMS Annex A
1. Please select "Yes" or "No" on the drop down menu in each assessment box.
2. Using the sampling table provided, assessment shall cover both the permanent documents and the reference documents.
I. HUMAN RESOURCE RECORDS MANAGEMENT

CSCRO Findings/Comments
Document is Complete & (Please provide significant findings that would support recommendations.
Records to be verified Updated Use additional sheet/s if necessary. Findings should be in bullet form.)
1. 201 Files (Per CSC MC No. 8, s. 2007) Please refer to checklist for list of items
that must be verified. All items in the HR Record Checklist must be a "Yes" before this
can be confirmed as a "Yes"
2. Plantilla of Personnel
3. Service Records
4. Leave Records
5. Attendance Records
6. Reports on Appointments Issued (for accredited agencies)
II. ORGANIZATIONAL PROFILE
Document is Available &
Documents to be Checked & Verified Posted
1. Organization Profile
▪Agency Mandate, Vision, Mission and Strategic Goals
▪Organizational Chart
▪Functional Chart
Other Documents to be Checked & Verified Complete & Updated
2. Policies, Rules and Regulations
▪CSC Law and rules, memorandum circulars
▪Agency HR policies and procedures
▪DBM/COA/ Other agency policies
III. HEALTH AND WELLNESS
Policies implemented by
Policies to be verified Agency
1. Physical Fitness Program (CSC MC No. 6, s. 1995 ,CSC MC No. 8, s. 2011

dated March 7, 2011)
2. Policy on Working Conditions at the Workplace (CSC MC No. 33, s. 1997)
3. Smoking prohibition based on 100% smoke-free environment policy (CSC MC
No. 17, s. 2009)
4. Drug free workplace in the bureaucracy (CSC MC No. 13, s.2010)
IV. EMPLOYEE WELFARE
Policies Implemented by
Policies to be verified Agency
1. System to Address Grievance/Issues in the Agency
2. Grant of Step Increment (NOSI)
3. Grant of Loyalty Incentive under PRAISE (CSC MC No. 3, s. 2001)
4. Entitlement to Leave Benefits
5. Registered Employees Association (if any)
6. Accredited Employees Association (if any)
7. Agency's Collective Negotiation Agreement (if any)
V. EMPLOYEE DISCIPLINE
Policies implemented by
Policies to be verified agency
1. Adoption of the Revised Rules on Administrative Cases In the Civil Service

(RRACCS)
2. Implementation of RA 6713
3. Observance of Government Working Hours
4. Implementation of RA 9485 (Anti-Red Tape Act)- including the Citizen's Charter
5. Protection of the Bureaucracy Against Tobacco Industry Interference (CSC-DOH

JMC No. 2010-01)
PRIME-HRM ASSESSMENT CHECKLIST with KEY INDICATORS
GENERAL INSTRUCTION: Please check or click "Yes" or "No" if the following item/s under each aspect of the assessment is/are existing. If the said item/concern cannot be directly
item on the Remarks column. If there are more than 10 employees in the sampling, please copy this worksheet to another tab, enter the next set of employee names and repeat the
I. Human Resource Records Management
A. Human Resource Records
1. 201 Files
a. b. c. d. e. f. g. h. i. j. k.
Medical
Certificate
(CSC Form
Appointment Assumption to Oath of Office Personal Data Position Certificate of Designation Statement of Notices of 211) NBI Clearance
Name and Position of (CSC Form 33) Duty Sheet (CSC Description Eligibilities/ Orders, if Assets, Salary Neuro-
Employees (Use additional Form 212) Form licenses applicable Liabilities and Adjustments/ Psychiatric test
sheets if necessary) Networth Step if applicable
Increments Drug Test, if
applicable
Check if the
Notices of
appointment Original copy or
Item Certificate of Check if filled Salary
details conform duly Original copy; Original copy;
Descriptions/ assumption Oath of office Check if all out and Adjustments/
to the plantilla of authenticated Updated SALN; required for required for
counter- not earlier than items are consistent with Check if Step
Specific personnel and by CSC, PRC, may be filed original original
checked with date of completely and the position as reflected in the Increments
Instructions/ employees'
date of issuance of properly filled appearing on
SC or other
PDS and IPCR
separately from
must be
appointments appointments
Assessment service records agencies which 201 and re- and re-
issuance of appointment out. the face of the recorded in
Guide and if issued the employment employment
appointment appointment employees'
erasures are licenses.
records
authenticated
Medical
Document/ Position
Appointment Certificate of Certificate of certificates and
Oath of Office, Personal Data Description Office Order, NOSI/NOSA,
Evidence Form, Plantilla, Assumption,
Appointment Sheet Form,
Eligibility, PRC
PDS, IPCR
SALN
Service Cards
results of NBI Clearance
Requirements Service Card Appointment ID, licences required tests
Appointment
4
5
10
11
12
13
14
15
16
17
Employees request for
Other Records and Document/ Evidence Entries in the records are Location of file
Specific Instructions Updated as of audit period copies of documents
Indicators Requirements accurate and complete accessible and s
granted promptly
NGA-duly approved by DBM,

Plantilla; Appointments;
2. Plantilla of Personnel LGU-duly approved by the
Service Card
Sanggunian
Cross-check with
appointments and
Appointments; NOSA/NOSI;
3. Service Records NOSA/NOSI if personnel
Plantilla
movements and salary
adjustments were posted
Cross reference wth ACEC, Monthly reports issued,

4 Reports on Appointments
Appointments, Plantilla, validated/ invalidated with
Issued (for accredited
Check notice of validation or reasons RAI, Appointment,
agencies)
invalidation Plantilla
Annex B
nt is/are existing. If the said item/concern cannot be directly responded by either Yes or No, please note important details relative to the
er tab, enter the next set of employee names and repeat the process.
l. m. n. o. p q.
School Marriage Certificate of Clearance from Commendations Contract of

Diplomas and Contract/ Leave Property and /Awards or Service
Transcript of Certificate Balances (for Money Copies of (if applicable)
records transferees) Accountabilities Disciplinary
(for transferees) Actions (if any)
Original copy
duly Cross check
For change of
authenticated; with the
civil status,
required for employee Required for
application
original leave card if transfer
for paternity
appointments, last entry is
leave
reemployment, updated
or promotion
Certificate of
Leave Certificate/ Contract of
Diplomas, TOR
Balances (for Decision Service
transferees)
Location of files is
Evidence Requirements Remarks
accessible and secured
PRIME-HRM ASSESSMENT RESULTS
Section 6A - RECRUITMENT, SELECTION, AND PLACEMENT (SYSTEMS AND PRACTICES)
Current Maturity Level Target Maturity Level

Pillar Strengths Gaps
0 0
Governance
0 0
Talent Planning
0 0
Talent Sourcing
0 0
Talent Selection and

Placement
Section 6B - RECRUITMENT, SELECTION AND PLACEMENT (COMPETENCIES)
Current Proficiency Level Target Proficiency Level
0 0
Governance
0 0
Talent Planning
0 0
Talent Sourcing
0 0
Talent Selection and

Placement
I certify that the assessment was conducted

We certify that the PRIME-HRM team has conducted this assessment
objectively and that the initial results and
objectively and all comments and observations are based on documentary
recommendations have been discussed with
evidence and actual interviews.
me.
Signature over Printed Name Signature over Printed Name
ASSESSORS HRMO HEAD
Assessors' Recommendations
I certify that the assessment was conducted objectively
and that the initial results and recommendations have
been discussed with me.
Signature over Printed Name
AGENCY HEAD
Section 7a - LEARNING & DEVELOPMENT (SYSTEMS AND PRACTICES)

0 0
Governance
0 0
Planning and M&E

0 0
Execution
Section 7b - LEARNING & DEVELOPMENT (COMPETENCIES)
0 0
Governance
0 0
Planning and M&E

0 0
Execution

We certify that the PRIME-HRM team has conducted this assessment
objectively and all comments and observations are based on documentary
evidence and actual interviews.
me.
ASSESSORS HRMO HEAD

I certify that the assessment was conducted objectively
and that the initial results and recommendations have
been discussed with me.
AGENCY HEAD
Section 8a- PERFORMANCE MANAGEMENT SYSTEM (SYSTEM AND PRACTICES)

0 0
Governance
0 0
Performance Planning and

Commitment
0 0
Performance Monitoring and

Coaching
0 0
Performance Review and

Evaluation
0 0
Section 8b - PERFORMANCE MANAGEMENT SYSTEM (COMPETENCIES)
0 0
Governance
0 0
Performance Planning and

Commitment
0 0
Performance Monitoring and

Coaching
0 0
Performance Review and

Evaluation
0 0

We certify that the PRIME-HRM team has conducted this assessment objectively
and all comments and observations are based on documentary evidence and
actual interviews.
me.
ASSESSORS HRMO HEAD

I certify that the assessment was conducted objectively and
that the initial results and recommendations have been
discussed with me.
AGENCY HEAD
Section 9a - REWARDS AND RECOGNITION (SYSTEM AND PRACTICES)

0 0
Governance
0 0
Planning
0 0
Implementation
Section 9b - REWARDS AND RECOGNITION (COMPETENCIES)
0 0
Governance
0 0
Planning
0 0
Implementation

We certify that the PRIME-HRM team has conducted this assessment objectively
and all comments and observations are based on documentary evidence and
actual interviews.
me.
ASSESSORS HRMO HEAD

I certify that the assessment was conducted objectively and
that the initial results and recommendations have been
discussed with me.
AGENCY HEAD
Section 10a - AGENCY ACTION STEPS (SYSTEMS AND PRACTICES)
Core HRM Current Maturity Target Maturity Responsible
Action Steps Priority Rating Required Support
Areas Level Level Person/s
Section 10b - AGENCY ACTION STEPS (COMPETENCIES)
Core HRM Current Maturiy Target Maturity Responsible
Action Steps Priority Rating Required Support
Areas Level Level Person/s
We certify that these action steps have been developed in consultation with the Agency's Key Stakeholders to address the gaps identified in the assessment. W
commit to implement this action plan to meet the target maturity and proficiency levels.
HRMO HEAD AGENCY HEAD

RM ASSESSMENT RESULTS
Timeline
Timeline
with the Agency's Key Stakeholders to address the gaps identified in the assessment. We also
plan to meet the target maturity and proficiency levels.
AGENCY HEAD
Section 11 - HR RECORDS MANAGEMENT
Core HR Areas Strengths Gaps
I certify that the PRIME-HRM team has conducted this I certify that the assessment was conducted objectively a
assessment objectively and all comments and observations have been discussed with me together with the Agency
are based on documentary evidence and actual interviews. action steps.
LEAD ASSESSOR HRMO

-HRM ASSESSMENT RESULTS
I certify that the assessment was conducted objectively and that the initial results
have been discussed with me together with the Agency Head and agree to the
action steps.
HRMO
Section 12 - OTHER HR PROGRAMS
I certify that the assessment was

I certify that the PRIME-HRM team has conducted this
conducted objectively and that the initial
assessment objectively and all comments and
results have been discussed with me
observations are based on documentary evidence and
together with the Agency Head and
actual interviews.
agree to the action steps.
Section 12 - OTHER HR PROGRAMS
LEAD ASSESSOR HRMO

ME-HRM ASSESSMENT RESULTS
I certify that the initial results of the

assessment have been discussed with me
together with the agency HRMO and agree
to the action steps.
ME-HRM ASSESSMENT RESULTS
AGENCY HEAD

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1) Recruitment, Selection, and Placement (RSP),

Maturity Levels indicate progression on how well an organisation's behaviours are

ge, skills, aspects

Fully Implemented Partially Implemented Not Implemented

7. The Assessor must

All Action Steps must be classified according to urgency:

n the Key Agency

determine its Maturity

blank row, do the right-

cy Head. The CSC and

a. For Microsoft Excel Version 97-2003

b. For Microsoft Excel Version 2007 and higher

In saving the electronic file:

Click "Save As" and Click "Excel Workbook".

Then click “Save”.

mplished form under the file

AGENCY: (Please do not abbreviate) REGION: DATE OF ASSESSMENT:

SECTOR: CURRENT AGENCY STATUS: CSC RESOLUTION NO. RESOLUTION DATE:

AGENCY HEAD: POSITION TITLE:

Agency Personnel Complement (Based on Updated Plantilla of Personnel)

FILLED UP POSITIONS Status of Employment

2nd Level Executive/

3rd Level (Presidential

NO. OF EMPLOYEES IN HRM

Based on Updated Plantilla of Personnel)

AGENCY: (Please do not abbreviate) REGION: DATE OF ASSESSMENT:

Agency Vision, Mission, and Goals:

System Assessment 0.00% 0.00%

Talent Sourcing 0.00% 0.00%

Practices Assessment 0.00% 0.00%

Talent Sourcing 0.00% 0.00%

System Assessment 0.00% 0.00%

Planning and M&E 0.00% 0.00%

Planning and M&E 0.00% 0.00%

System Assessment 0.00% 0.00%

Performance Monitoring & Coaching 0.00% 0.00%

Performance Monitoring & Coaching 0.00% 0.00%

System Assessment 0.00% 75.00%

Planning 0.00% 75.00%

Planning 0.00% 50.00%

Overall Assessment Rating fo

HRMO Competencies Assessment 0.00% 0.00%

Talent Sourcing 0.00% 0.00%

HRMO Competencies Assessment 0.00% 0.00%

Planning and M&E 0.00% 0.00%

HRMO Competencies Assessment 0.00% 0.00%

Performance Monitoring & Coaching 0.00% 0.00%

HRMO Competencies Assessment 0.00% 85.71%

Planning 0.00% 75.00%

0.00% 0.00% ###

0.00% 0.00% ###

0.00% 0.00% ###

0.00% 0.00% ###

0.00% 0.00% ###

Overall Assessment Rating for Competency

0.00% 0.00% ###

0.00% 0.00% ###

y Name, Regional Office)_Date Of Assessment"

PILLAR ELEMENT LENS LEVEL 1 - TRANSACTIONAL LEVEL 2 - PROCESS DEFINED

SYSTEM AND PRACTICE LEN

Policy RSP-G-P1.1 RSP-G-P2.1