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A Guidefor Local Chief Executives (LCEs)

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Public PersonnelAdministration

CIVIL SERVICE COMMISSION

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TABLE OF CONTENTS

I PUBLIC PERSONNEL ADMINISTRATION 6- 8

Definition of Public Personnel AdministrationKey Players in Public Personnel Administration

The Civil Service CommissionProvincial Vice GovernorCity Vice MayorMunicipal Vice MayorLocal Legislative Bodies (Sanggunian)

Human Resource Practitioner/Officer

II RECRUITMENT 9 - 17

Definition of RecruitmentGuidelines on Recruitment

Pre-RequisitesOrganizational StructureBudgetary LimitationsVacant PositionsPublic Notice of Vacancy

ScreeningSelection

Requirements for Approval of AppointmentGrounds for Disapproval of AppointmentNepotic AppointmentNepotism RuleKinds of Appointment

III RETENTION 18 - 36

Definition of RetentionReasonable Working ConditionsGovernment Office HoursOvertime ServicesEmployee Welfare benefitsOther BenefitsPerformance Management

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Talent DevelopmentEmployee Discipline

Legal Basis of Employee DisciplineValid Grounds for Instituting Disciplinary ActionPerson Who May File ComplaintPlace of Filing a ComplaintContents of a Formal ChargeDefinition of Formal InvestigationPeriod to Render a Decision by Disciplining AuthorityPenalties and Offenses

IV RECOGNITION AND REWARDS 37 - 44

Forms of Recognition and RewardsPromotionAwards and Incentives

V RETIREMENT AND TERMINATION OFEMPLOYMENT 45 - 49

Definition of RetirementTypes of RetirementPre-Retirement CounselingExit InterviewOther Modes of Termination of Employment

ResignationDropping from the RollsDismissal from the Service

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PUBLIC PERSONNELADMINISTRATION

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Public Personnel Administration refers to the entire spectrumof a public organization’s management of human resourcesfrom recruitment to retirement. It involves manpower planningand forecasting, selection and staffing, training anddevelopment, performance management, employee discipline,and promotion of employee welfare and productivity.

At the helm of Public Personnel Administration in the LocalGovernment Unit (LGU) is the Local Chief Executive (LCE).

“The chief executive of every local government unitshall be responsible for human resources anddevelopment in his unit and shall take all personnelactions in accordance with the Constitutionalprovisions on civil service, pertinent laws, and rulesand regulations thereon, including such policiesguidelines and standards as the Civil ServiceCommission may establish. x x x” (Section 77, Title IIILGC)

It is imperative that he/she be equipped with basicknowledge on Civil Service Law and Rules that cover the four(4) Rs of human resource management, namely: (1)Recruitment; (2) Retention; (3) Rewards and Recognition; and(4) Retirement.

In addition, the LCE’s interaction with the following keyplayers in relation to public personnel administration be givenimportance as it influences the LGU’s development:

1. Civil Service Commission (CSC)

� The Civil Service Commission (CSC) as the centralpersonnel agency of the Philippine Government is mandatedby the Philippine Constitution to:

a. establish a career service and adopt measuresto promote morale, efficiency, integrity, responsiveness,progressiveness, and courtesy in the civil service;

b. strengthen the merit and rewards system;c. integrate all human resource development

programs for all levels and ranks; and

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d. institutionalize a management climate conduciveto public accountability.

2. Provincial Vice Governor, City Vice Mayor, and theMunicipal Vice Mayor

� As the second highest elective official in an LGU, theVice-Governor/City Vice-Mayor/Municipal Vice-Mayor has thepower to appoint his own staff and all officials and employeesin the Office of the sangguniang panlalawigan / sangguniangbayan / sangguniang panlungsod, respectively.

3. Local Legislative Bodies (Sanggunian)

� Has the power to determine positions and the salaries,wages, allowances, and other emoluments and benefits ofofficials and employees paid wholly or mainly from provincial/city/municipal funds and provide for expenditures necessaryfor proper conduct of programs, projects, services, andactivities of the province/city/municipality. (Art. 98-100 IRR ofthe LGC)

4. Human Resource Management Practitioner/Officer(HRMP/HRMO)

� Has the duty to assist the LCE in the effective andefficient implementation of Civil Service Law and Rulesgoverning public personnel administration.

� Is instrumental in promoting employee welfare andproductivity in the LGU.

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RECRUITMENT

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People in government are important because they makethings happen. Hence, the initial process of finding the bestqualified candidate for a position is crucial because it willensure strong employment foundation, quality performance,and efficient and effective public service.

The topic on Recruitment will guide the LCE on the pre-requisites of hiring and his/her responsibilit ies andaccountability in managing human resources within the LGU.

Recruitment is the first phase in the employmentprocedure which is the development of a pool of candidatesin accordance with a human resource plan. It coversdetermining staffing needs, meeting the requirements,publication of vacancies, screening and appointment.

Determining staffing needs is a very important part ofrecruitment. It involves knowing what the vacant positionsare and considering the organization’s thrusts.

Guidelines on Recruitment

• Consider the following pre-requisites:

1. LGU’s Organizational Structure

� Pursuant to the provisions of the Local GovernmentCode of 1991, every Local Government Unit (LGU) shalldesign and implement its own organizational structure andstaffing pattern taking into consideration its priority needs,service requirements, and financial capabilities consistentwith the principles on simplicity, efficiency, economy,effectiveness, dynamism, and public accountability, subjectto the minimum standards and guidelines prescribed bythe Civil Service Commission.

2. LGU’s Budgetary Limitations

� In issuing appointments, the budgetary limitation offorty-five percent (45%) in the case of first to third classprovinces, cities and municipalities and fifty-five percent

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(55%) in the case of fourth class or lower, of the total annualincome should be observed.

3. Identify Vacant Positions

4. Determine if vacancy should be filled up

After the LCE decides to fill-up the vacancy, the followingrequirements must be observed:

• The vacant position should have a Qualification Standardsapproved by the Civil Service Commission.

“A Qualification Standard (QS) is the statement of theminimum qualifications for a position which shall includeeducation, experience, training, civil service eligibility, andphysical characteristics and personality traits required by thejob.” (Sec. 2 Rule 4 of the Omnibus Rules Implementing BookV of EO 292)

• Publish the vacancy or Public Notice of Vacancy

“Whenever an LCE decides to fill a vacant career position,notices of vacancy shall be posted in at least three conspicuouspublic places for a period of not less than fifteen (15) days andpublished once in a newspaper of general circulation in theLGU concerned.” (Art. 167 Rule XXII IRR of the LGC)

5. After Publication, proceed with the Screening ofQualified Applicants

The importance of proper employee screening at the startof the hiring process cannot go understated.

Screening will assist the LCE in the judicious selection ofcandidates to fill the vacant positions in the LGU.

• Screening

� Screening is a formal procedure done by thePersonnel Selection Board (PSB) in the evaluation ofcandidates for appointment to vacant positions in the LGU.

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The main players in the screening of applicants are theHuman Resource Management Officers (HRMOs)/HumanResource Management Practitioners (HRMPs) and thePersonnel Selection Board (PSB).

1. The HRMO/HRMP pre-screens applicants withrespect to their meeting the minimum requirements ofthe position.

2. The HRMO/HRMP submits to the PersonnelSelection Board (PSB) the list of Qualified Applicants forscreening.

3. PSB screens qualified applicants

a. “There shall be established in every province, city ormunicipality a Personnel Selection Board to assist the localchief executive, or where applicable, the presiding officerof the Sanggunian, in the judicious and objective selectionof personnel for employment as well as for promotion.”(Art. 166 Rule 22 of the IRR LGC)

b. The functions and responsibilities of the PersonnelSelection Board (PSB) are as follows:

� Follow strictly the process in the selection ofemployees for appointment in the government service;

� Ensure that the minutes of all deliberations arerecorded, properly filed and maintained, which mustbe made accessible to interested parties upon writtenrequest, and for inspection and audit by the CSC, ifnecessary.

Submit a comprehensive evaluation report of candidatesscreened for appointment so that the appointing authority willbe guided in choosing the candidates who can efficientlydischarge the duties and responsibilities of the position to befilled. The evaluation report should not only specify whetherthe candidates meet the qualification standards of the positionbut should also include

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� observations and comments on the candidates’competence and other qualifications that are importantin the performance of the duties and responsibilitiesof the position to be filled. Likewise, information aboutthe candidate’s preference of assignment should bementioned in the report;

� Through the HRM Unit, make accessible thefollowing information or documents upon writtenrequest:

a. Screening procedure and criteria for selection,and its amendments:

b. Policies relative to personnel actions,including the gender and development dimensionsof the Merit Selection Plan; and

c. Approved Agency MSP.

� Notify all applicants assessed by the PSB of theirindividual rating on the basis of education, training,experience, eligibility and interview, as well as of theoutcome of the evaluation of the PSB; and

� Provide information about the individual rating ofa particular applicant upon written request subject tothe approval of the appointing authority

d. The PSB shall recommend to the LCE thecandidates who passed the screening.

After the PSB screening, the challenging process of hiringthe right employee follows. From the list of recommendeesprovided by the PSB, he LCE exercises his/her authority toselect the best candidate through Appointment.

An Appointment is needed to fill-up existing vacantpositions in accordance with Law.

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• Selection

� The LCE, in the exercise of his/her discretion shallissue the Appointment.

� An Appointment is a document that gives theselected applicant authority to discharge the functionsof his/her position.

� In the selection of personnel for his/herdepartment or agency, the appointing authority shallbe guided by the Civil Service Law and Rules.

� Requirements for Approval:

� “All appointments to positions in LGUs, exceptthose classified by law or competent authority as policydetermining, primarily confidential, or highly technicalin nature, shall be made only according to merit andfitness to be determined as far as practicable bycompetitive examinations.” (Art. 168(a) Rule 12 of theIRR LGC)

� The Appointee meets all the requirements of theposition including the appropriate Civil Serviceeligibility.

� “All appointments issued in accordance withpertinent laws and rules shall take effect immediatelyupon its issuance by the appointing authority, and ifthe appointee has assumed the duties of the position,he/she shall be entitled to receive his/her salary atonce without awaiting the approval of his/herappointment by the Commission. The appointmentshall remain effective until disapproved by theCommission.” (Art. 168(h) Rule 12 of the IRR LGC)

� Grounds for Disapproval:

� When the appointee:

• does not meet the qualifications for theposition;

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• has been found guilty of a crime involving moralturpitude, or of infamous, disgraceful conduct oraddiction to narcotics; or dishonesty;

• has been dismissed from the service forcause, unless an executive clemency has beengranted;

• has intentionally made a false statement ofany material fact or has practiced or attempted topractice any deception or fraud in connection withhis/her appointment; or

• has been issued such appointment in violationof existing Civil Service Law and Rules andregulations

� When the Appointment is Nepotic

• “No person shall be appointed in the localgovernment career service if he/she is relatedwithin the fourth civil degree of consanguinity oraffinity to the appointing or recommendingauthority.” (Art 168(j) Section 12 of the IRR LGC)

• The nepotism rule covers all kinds ofappointments whether original, promotional,transfer and reemployment regardless of statusincluding casuals and contractuals exceptconsultants and appointees to primarilyconfidential positions.

“The appointing authority shall be personally liablefor the salary of appointees whose appointments havebeen disapproved for violation of pertinent laws suchas the publication requirement pursuant to RA 7041.”(Sec. 4, Rule 6 Omnibus Rules on Appointment andOther Personnel Actions)

� On Appointments of provincial, city and municipaldepartment heads, there must be concurrence by theSangguniang Panlalawigan, Sangguniang Panglungsod andSangguniang Bayan, respectively. Failure of the Sanggunian

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concerned to act on the appointment within fifteen (15) calendardays from the date of its submission shall mean confirmation ofthe same.

Kinds of Appointment:

� Permanent - issued to a person who meets all theminimum requirements including education, experience andtraining (if any) and appropriate eligibility

� Only permanent appointees enjoy security of tenure.This means that they can only be removed, suspended orpenalized for cause as provided by law and after due process.

� Temporary – issued for a period of not more than one (1)year to a person who meets the education, experience andtraining but not the appropriate eligibility prescribed but onlyin the absence of a qualified eligible.

� A Temporary appointment is issued only in theabsence of qualified eligibles actually available as certifiedto by the Civil Service Regional / Field Office. Hence, theappointee may be replaced sooner if a qualified eligiblewho is willing to accept the appointment becomes actuallyavailable. The reckoning date of the twelve (12) monthsduration is the date of the issue of the appointment andnot the date of assumption of the appointee.

� Substitute – issued when the regular incumbent of aposition is temporarily unable to perform the duties of his/herposition, as when he/she is on approved leave of absence oris under suspension or is on scholarship grant or is onsecondment. This is effective only until the return of the formerincumbent. A substitute appointment is issued only if the leaveof absence of the incumbent is at least three (3) months.

� Coterminous – issued to a person whose entrance andcontinuity in the service is:

(1) coterminous with the appointing authority or headof the organizational unit where assigned(appointments to these positions are based on trust

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and confidence and must be declared as primarilyconfidential by the Commission);

(2) coterminous with the incumbent;

(3) coterminous with the project;

(4) coterminous with the life span of the agency

� Coterminous appointments issued based on trust andconfidence are exempt from the Qualification Standardsrequirements.

� However, Coterminous, contractual and casualappointees must meet the qualification requirements ofthe position except for the Civil Service eligibility, unlessspecial laws such as Board Laws require otherwise.

� Contractual – issued to a person to undertake a specificwork or job for a limited period not to exceed one year. Theappointing authority shall indicate the inclusive period coveredby the appointment for purposes of crediting services.

� Casual – issued to a person to do only essential andnecessary services where there are not enough regular staffto meet the demands of the services.

� Job Order – issued to a person to do a piece of work orintermittent job of short duration not exceeding six (6)months paid on a daily basis for local projects authorized bythe Sanggunian concerned.

� Services rendered pursuant to consultancy contractand job orders are not considered government servicesand are not covered by civil service law and rules but arecovered by COA rules.

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RETENTION

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Retention of good performers in public service is critical tothe running of a successful and healthy good government. As agood manager, the LCE would agree that retaining his bestemployees ensures public satisfaction because of effective andefficient public service delivery.

Retaining employees involves understanding of theirfundamental motivators which many organizations are unableto identify. Hence, the LCE should ensure employee retentionas a core element of their organizational development strategy.LGUs need to adopt innovative approaches to retain thesevaluable talents.

One of the foundation stones of organizations whichattract, retain and motivate high performing employees is apositive and valuing attitude toward them.

The LCE shall be responsible for the creation of anatmosphere conducive to good supervisor-employee relationsand the improvement of employee morale. For this purposethe LCE shall make provisions for the establishment of unitsresponsible for the maintenance of employee health, welfare,counselling, recreation and similar activities, including theestablishment of employee organization/union.

� Reasonable Working Conditions - Example of viableprograms to improve working conditions include: HealthProgram for Government Employees, adequate officeventilation and lighting, clean and adequate comfort roomfacilities, potable drinking water, first-aid kit/facilities, andhazard insurance.

� Government Office Hour - Officers and employeesof all departments and agencies except those covered byspecial laws shall render not less than eight (8) hours ofwork a day for five (5) days a week or a total of forty hoursa week, exclusive of time for lunch. (Section 5, Rule XVII,Omnibus Rules Implementing Book V of EO 292)

Flexitime or Flexible working hours may be allowed subjectto the discretion of the head of department or agency. In nocase shall the weekly working hours be reduced in the event

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the department or agency adopts a flexi-time schedule inreporting for work. (Section 6, Rule XVII, Omnibus RulesImplementing Book V of EO 292)

� Overtime Services – When the interest of the publicservice so requires, the daily hours of work for officers andemployees may be extended by the head of the agencyconcerned, which extension shall be fixed in accordance withthe nature of the work. Provided that work in excess of eight(8) hours must be properly compensated. (Section 10, RuleXVII, Omnibus Rules Implementing Book V of EO 292)

Employee Welfare Benefits

Unless otherwise disqualified by any issuance topertaining a particular grant of monetary benefit everyemployee is entitled to the following benefits:

� Monetization of leave credits – refers to payment inadvance under prescribed limits and subject to specifiedterms and conditions of the money value of leave creditsof an employee upon his/her request without actually goingon leave.

� Leave Benefits:

a. Anti-Violence Against Women and Their

Children (VAW-C) Leave – this is a paid leave of

absence up to ten (10) days in addition to other paid

leaves under the Labor Code and Civil Service Rules

and Regulations, extendible when the necessity arises

as specified in the protection order.

b. Forced/Mandatory Leave – all officials and

employees with 10 days or more vacation leave credits

shall be required to go on vacation leave whether

continuous or intermittent for a minimum of five (5)

working days annually under certain conditions.

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c. Maternity Leave – refers to leave of absence

granted to female government employee legally

entitled thereto in addition to vacation and sick leave.

The primary intent or purpose of granting maternity

leave is to extend working mothers some measure of

financial help and to provide her a period of rest and

recuperation in connection with her pregnancy.

d. Paternity Leave – refers to the privilege granted

to a married male employee allowing him not to report

for work for seven (7) days while continuing to earn

the compensation therefore, on the condition that his

legitimate spouse has delivered a child or suffered a

miscarriage, for purposes of enabling him to effectively

lend care and support to his wife before, during and

after childbirth as the case maybe and assist in caring

for his newborn child.

e. Rehabilitation Leave – applications of officials

and employees for leave of absence on account of

wounds or injuries incurred in the performance of duty

must be made on the prescribed form, supported by

the proper medical certificate and evidence showing

that the wounds or injuries were incurred in the

performance of duty.

f. Relocation Leave – refers to a special leave

privilege granted to official / employee whenever he/

she transfers residence.

g. Sick Leave – refers to leave of absence granted

only on account of sickness or disability on the part of

the employee concerned or any member of his/her

immediate family.

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h. Solo Parent / Parental Leave – shall mean leave

benefits granted to a solo parent to enable him/her to

perform parental duties and responsibilities where

physical presence is required.

i. Special Privilege Leave – refers to leave of

absence which officials and employees may avail of

for a maximum of three (3) days annually over and

above the vacation, sick, maternity and paternity

leaves to mark personal milestones and/or attend to

filial and domestic responsibilities.

j. Study Leave – this is a time-off from work not

exceeding six (6) months with pay for qualified officials

and employees to help them prepare for their bar or

board examinations or complete their master’s degree.

For completion of master’s degree, the study leave

shall not exceed four (4) months.

The leave shall be covered by a contract betweenthe agency head or authorized representative and theemployee concerned. No extension shall be allowedif the officials or employees avail of the maximumperiod of leave allowed therein. If they need moretime to complete their studies, they may file a leave ofabsence chargeable against their vacation leavecredits.

k. Terminal Leave – refers to money value of the

total accumulated leave credits of an employee based

on the highest salary rate received prior to or upon

retirement date / voluntary separation.

Any official/employee of the government whoretires, voluntarily resigns, or is separated from theservice and who is not otherwise covered by speciallaw, shall be entitled to the commutation of his/her

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leave credits exclusive of Saturdays, Sundays andHolidays without limitation and regardless of the periodwhen the credits were earned.

Request for payment of terminal leave benefitsmust be brought within ten (10) years from the timethe right of action accrues upon an obligation createdby law.

l. Vacation Leave – refers to leave of absence

granted to officials and employees for personal

reasons, the approval of which is contingent upon the

necessities of the service.

Other Benefits

Local Government Officials and employees may also beentitled to other benefits, subject to guidelines issued by theDepartment of Budget and Management (DBM) andCommission on Audit (COA), such as:

a. 13th Month Pay

b. Cash Gift

c. Personal Economic (PE)

d. Relief Allowance (RA)

e. Anniversary Bonus

f. Amelioration

g. Productivity Incentive Bonus (PIB)

h. Hazard Pay (if applicable)

i. Clothing Allowance / Uniform Allowance

j. Representation and Transportation Allowance(RATA), if applicable

k. Loyalty Pay

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l. CNA initiated benefits

m. Laundry Allowance (if applicable)

n. Relocation Allowance

o. Family Visit

p. Step-Increment

q. Night-Shift Differential

r. Overtime Pay or Compensatory Time-Off

s. Retirement Benefits

Things to remember on Leave Benefits:

� An employee is entitled to the commutation and tothe monetization of up to 50% of his/her vacation and sickleave, subject to internal rules agency may prescribe andavailability of funds.

� Sick Leave shall be granted only on account ofsickness or disability on the part of the employeeconcerned or of any member of his/her immediate family.

� Approval of sick leave, whether with pay or withoutpay, is mandatory provided proof of sickness or disabilityis attached to the application in accordance with existingguidelines / requirements. Unreasonable delay in theapproval thereof or non-approval without justifiable reasonshall be a ground for appropriate sanction against theofficial concerned.

� Leave without pay not exceeding one year may begranted, in addition to the vacation and/or sick leaveearned. Leave without pay in excess of one month shallrequire the clearance of the proper head of department oragency.

� Leave without pay shall not be granted whenever anemployee has leave with pay to his/her credit except inthe case of secondment.

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� An official or an employee who is continuously absentwithout approved leave for at least thirty (30) working daysshall be considered on absence without official leave(AWOL) and shall be separated from the service ordropped from the rolls without prior notice. However, whenit is clear under the obtaining circumstances that the officialor employee concerned, has established a scheme tocircumvent the rule incurring substantial absences thoughless than thirty (30) working days 3 x in a semester, suchthat a pattern is already apparent, dropping from the rollswithout notice may likewise be justified.

� An official or employee with pending administrativecase/s is not barred from enjoying leave privileges.

Security of tenure in government should be based on goodperformance.

Performance Management is essential in everyorganization to ensure performance-based security of tenurein the civil service, to directly translate the organization’sstrategic direction into more specific and measurableobjectives, to enhance organizational effectiveness andproductivity, and to promote accountability.

Performance Management

Performance management is the systematic process bywhich an agency involves its employees, as individuals andmembers of a group, in improving organizationaleffectiveness in the accomplishment of agency mission,vision and goals.

� Pursuant to Sec. 1 Rule IX of the Omnibus RulesImplementing Book V of EO 292,”There shall beestablished performance evaluation systems in everydepartment or agency of the national or local government,including state universities and colleges and government-owned and controlled corporations with original charters.”

� Performance Evaluation shall be done every six (6)months ending on June 30 and December 31 of everyyear.

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� “The Performance Evaluation System (PES) or Systemsshall be so designed and administered to: (a) Continuouslyfoster improvement of employee performance and efficiency;(b) Enhance Organizational effectiveness and productivity;(c) Provide an objective performance rating whichshall serve as basis for incentives and rewards, promotion,training and development, personnel actions andadministrative sanctions.”(Sec. 2 Rule IX of the OmnibusRules Implementing Book V of EO 292)

� Under the PES, adjectival ratings are eitherOutstanding (O), Very Satisfactory (VS), Satisfactory (S),Unsatisfactory (US), or Poor (P).

� The LCE shall ensure that the Human ResourceManagement Practitioner/Officer (HRMP/HRMO) isresponsible for the development and administration of thePerformance Evaluation System.

� In 2007, the Civil Service Commission developed thePerformance Management System (PMS) through CSCResolution No. 070733 as embodied in CSC MemorandumCircular No. 7, s. 2007. The PMS is a concept that createsa culture of individual and collective efficiency, productivity,accountability, and ultimately, performance-based securityof tenure in government.

� Employees’ work performance will be assessed bytheir superiors using the Performance ManagementSystem (PMS). The PMS is a system which meaningfullyand objectively links employees’ performance vis-à-vis theLGU’s organizational vision, mission and strategic goals.

� A good Performance Management System (PMS) isobjective, comprehensive, comparable, and linked to othersystems.

Talent Development

Talent Development is a key reason as to why retentionrates in leading edge organizations double than those inconservative ones. Developing people in an organization has

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numerous benefits that impact both on the individual employeelevel and organizational level, such as: increased individualcapability, increased workforce flexibility, and improvedemployee morale.

� Section 1, Rule VIII of Omnibus Rules ImplementingBook V of Executive Order No. 292 and Other PertinentCivil Service Law and Rules states that:

“Every official and employee of the governmentis an important asset or resource to be valued,developed and utilized in the delivery of basic servicesto the public. Hence, the development and retentionof a highly competent and professional workforce inthe public service shall be the main concern of everydepartment or agency.

Every department or agency shall establish acontinuing program for career and personneldevelopment for all agency personnel at all levels, andshall create an environment or work climate conduciveto the development of personnel skills, talents andvalues for better public service.”

� Each department shall prepare a career and personneldevelopment plan which shall be integrated into a nationalplan by the Commission which shall serve as the basisfor all career and personnel development activities in thegovernment. (Sec. 2 Rule VIII of the Omnibus RulesImplementing Book V of EO 292)

� In coordination with the Civil Service Commission(CSC), the Department of Interior and Local Government(DILG) shall undertake training programs for all electiveofficials. In coordination with the Commission, eachdepartment or agency, province or city shall establish,maintain and promote a systematic plan of action forpersonnel training at all levels in accordance withstandards laid down by the Commission. (Section 11, c tod, Rule VIII, Omnibus Rules Implementing Book V ofExecutive Order No. 292)

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� In LGUs, the LCE shall be responsible for thedevelopment of his/her employees. For this purpose, theLCE may avail of the services of the Local GovernmentAcademy (LGA) and other learning institutions.

� “In establishing a continuing program for thedevelopment of the personnel, each department or agencyor local government unit shall:

x x x

(b) Design, implement and evaluate-in-service trainingand development programs solely or in coordinationwith the Commission and/or other governmentagencies and institutions. Such programsshall include:

Induction Program – refers to the program fornew entrants in government to develop their pride,belonging and commitment to public service.

Orientation Program – refers to activities andcourses designed to inform new employees aboutagency/government programs, thrusts, and operationsas well as on their duties and responsibilities as wellas benefits.

Reorientation Program – refers to coursesdesigned to introduce new duties and responsibilities,new policies and programs to employees who havebeen in the service for quite sometime.

Professional/Technical/Scientific Program –refers to substantive programs in specific professional/technical/scientific areas for enhancement of skills andknowledge of second level personnel in the careerservice.

Employee Development Program – refers tocourses aimed at maintaining a high level ofcompetence on basic workplace skills amongemployees in the first level in the career service.

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Middle Management Development Program –refers to a set or series of planned human resourceinterventions and training courses designed to providedivision chiefs and other officials of comparable rankwith management and administrative skills and toprepare them for greater responsibilities.

Value Development Program – refers to courseswhich are designed to enhance and harness the publicservice values of participants to be effectivegovernment workers.

Pre-Retirement Program – refers to courseswhich are intended to familiarize would-be retirees onthe government retirement plans and benefits as wellas available business opportunities or other productiveoptions/pursuits.

Executive Development Program – refers toactivities and experiences, and continuing educationintended to enhance the managerial skills ofgovernment officials or executives who belong to the3rd level. x x x” (Sec 7(b) Rule VIII of the OmnibusRules Implementing Book V of EO 292)

� “Each department shall include a specific budgetallocation for human resource development purposes. Atleast three (3) percent of the annual budget shall be setaside for the purpose.” (Sec. 8, Art. VIII of the OmnibusRules Implementing Book V of EO 292)

“A Public Office is a Public Trust” and public officialsand employees must at all times be accountable to thepeople. Discipline is needed to serve and protect theinterest of the agency and the state as well.

Employee Discipline

Sec. 1 Rule XIV of the Omnibus Rules Implementing BookV of EO 292 states that, “No officer or employee in the CivilService shall be removed or suspended except for cause asprovided by law and after due process.”

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A. Legal Basis of Employee Discipline

� The power to impose discipline by the appointingauthority in the civil service is provided for in Art. IX-B ofthe 1987 Constitution as implemented in Sec. 46 (a)Chapter 7, Book V of the 1987 Administrative Code andSec. 84-88, Title III, Book I of the Local Government Code.

B. Valid grounds for instituting disciplinary action

� Under the Revised Administrative Code of 1987(Executive Order 292) it provided for thirty (30) validgrounds or causes of action ranging from dishonesty tonepotism. Other grounds are provided under RA 6713otherwise known as the Code of Conduct and EthicalStandards for Public Officials and Employees, RA 3019(Anti Graft and Corrupt Practices Act), RA 7877 (AntiSexual Harassment Act of 1995), Anti Red Tape Act of2009, and other laws.

C. Person who may file complaint

� Any person may file a complaint in clear, simple andconcise language and in a systematic manner as to apprisethe respondent of the nature of the charge against him.

D. Place of filing a complaint

� An administrative complaint may be filed with thehead of the LGU concerned or the Civil ServiceCommission Regional Office having territorialjurisdiction where he acts or omissions were committed.

E. Contents of a Formal Charge

� The Formal Charge shall contain a specification ofcharge/s, a brief statement of material or relevant facts,accompanied by certified true copies of the documentaryevidence, if any, sworn statements covering the testimonyof witnesses, a directive to answer the charge/s in writingunder oath in not less than seventy two (72) hours from

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receipt thereof, an advice for the respondent to indicate inhis/her answer whether or not he/she elects a formalinvestigation of the charge/s, and a notice that he/she isentitled to be assisted by a counsel of his/her choice.

F. Definition of Formal Investigation

� Formal Investigation refers to the formal hearingsconducted by the disciplining authority when the personcomplained of opted for a formal investigation.

G. Period to render a decision by disciplining authority

� The disciplining authority should render his/herdecision on the case within thirty (30) calendar days fromreceipt of the investigation report.

H. Penalties the disciplining authority may impose onthe respondent

� The following penalties may be imposed:

� Dismissal or removal from the service

� Demotion in rank

� Suspension of from one (1) day to one (1) yearwithout pay� Fine equivalent to six (6) months

� Transfer

� Reprimand

� “Administrative offenses with its correspondingpenalties are classified into grave, less grave, and light,depending on the gravity of its nature and the effects ofsaid acts on the government service.” (Sec. 22 Rule XIVof the Omnibus Rules Implementing Book V of EO 292)

The following are Grave offenses:

a. Dishonesty

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b. Gross neglect of duty

c. Grave misconduct

d. Being notoriously undesirable

e. Conviction of a crime involving moral turpitude

f. Falsification of official document

g. Physical or mental incapacity or disability due tovicious habits

h. Engaging directly or indirectly in partisan politicalactivities by one holding non-political office

i. Receiving for personal use of a fee, gift or othervaluable thing in the course of official duties or inconnection therewith when such fee, gift or valuablething is given by any person in the hope of expectationof receiving a favour or better treatment than accordedto other persons or committing acts punishable underthe anti-graft laws

j. Contracting loans of money or other property frompersons with whom the office or the employee hasbusiness relations

k. Soliciting or accepting directly or indirectly, anygift, gratuity, favor, entertainment, loan or anything ofmonetary value which in the course of his official dutiesor in connection with any operations being regulatedby, or any transaction which may be affected by thefunctions of his office

l. Disloyalty to the Republic of the Philippines andto the Filipino People

m. Nepotism

n. Oppression

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o. Disgraceful and Immoral conduct

p. Inefficiency and incompetence in the performanceof official duties

q. Frequent unauthorized absences, loafing orfrequent unauthorized absences from duty duringregular hours

r. Refusal to perform official duty

s. Gross insubordination

t. Conduct grossly prejudicial to the best interest ofthe service

u. Directly or indirectly having financial and materialinterest in any transaction requiring the approval ofhis office

v. Owning, controlling, managing, or acceptingemployment as officer, employee, consultant, counsel,broker, agent, trustee, or nominee in any privateenterprise regulated, supervised or licensed by hisoffice, unless expressly allowed by law

w. Engaging in private practice of his profession,unless authorized by the Constitution, law orregulation, provided that such practice will not conflictwith his official functions

x. Disclosing or misusing confidential or classifiedinformation officially known to him by reason of hisoffice and not made available to the public, to furtherhis private interest or give undue advantage to anyoneor to prejudice the public interest

y. Obtaining or using any statement filed under theCode of Conduct and Ethical Standards for PublicOfficials and Employees for any purpose contrary tomorals or public policy or any commercial purpose

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other than by news and communications media fordissemination to the general public

The following are Less Grave offenses:

a. Simple Neglect of Duty

b. Simple Misconduct

c. Gross discourtesy in the Course of Official Duties

d. Gross Violation of Existing Civil Service Law andRules of Serious Nature

e. Insubordination

f. Habitual Drunkenness

g. Recommending any person to any position in aprivate enterprise which has a regular or pendingofficial transaction with his office unless suchrecommendation or referral is mandated by (1)Law,or (2) international agreements, commitment andobligation, or as a part of the function of his officeh. Unfair Discrimination in Rendering Public ServiceDue to party Affiliation or Preference

i. Failure to File Sworn Statements of Assets,Liabilities and Networth and Disclosure of BusinessInterest and Financial Connections including thoseof their spouses and unmarried children undereighteen (18) years of age living in their households

j. Failure to resign from his position in the privatebusiness enterprise within thirty (30) days fromassumption to public office when conflict of interestarises and/or failure to divest himself of hisshareholdings or interest in private businessenterprise within sixty (60) days from assumption topublic office when conflict of interest rises

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The following are Light offenses:

a. Discourtesy in the Course of Official Duties

b. Improper or unauthorized solicitation ofcontributions from subordinate employees and byteachers of school officials from school children

c. Violation of reasonable office rules andregulations which shall include Habitual Tardiness*(This includes violation of MC No. 14 s. 1991 –DRESS CODE)

d. Gambling Prohibited by Law

e. Refusal to Render Overtime Service

f. Disgraceful, Immoral or Dishonest Conduct Priorto Entering the Service

g. Borrowing Money by Superior Officers fromSubordinates

h. Lending Money at Usurious Rates of Interest

i. Willful Failure to Pay Just Debts

j. Pursuit of private business, vocation or professionwithout the permission required by civil service rulesand regulations

k. Lobbying for personal interest or gain in legislativehalls and offices with authority

l. Promoting the sale of tickets in behalf of privateenterprises that are not intended for charitable orpublic welfare purposes and even in the latter casesif there is no prior authority

m. Failure to act promptly on letters and request withinfifteen (15) days from receipt, except as otherwise

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provided in the rules implementing the code of conductand ethical standards for public officials and employees

n. Failure to process documents and complete actionon documents and papers within a reasonable timefrom preparation thereof, except as otherwiseprovided in the rules implementing the code of conductand ethical standards for public officials andemployees

o. Failure to attend to anyone who wants to availhimself of the services of the office, or act promptlyand expeditiously on public transactions

� Disciplining authority cannot impose penalties that arenot in the list. CSC Resolution No. 07-0958 emphasizedthat disciplining authorities should impose the properpenalties as mandated in the Uniform Rules onAdministrative Cases in the Civil Service (URACCS).

Rather than fight a futile “war for talent”, leadersparticularly the LCEs should “build talent” by looking for thecritical skills, knowledge and attributes required to executetheir organization’s most important task – to deliver prompt,efficient and effective public service to their constituents.

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RECOGNITION AND REWARDS

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In every organization, everyone likes to have theirachievements and efforts recognized. Even though personalsatisfaction is usually generated from within, it is always moremeaningful if someone else notices and shares the success.Thus, the concept of recognition and rewards comes in.

An effective rewards and recognition program is a keycomponent of a performance culture. On a very basic level,employees need tangible feedback in order to know when theyare doing a good job.

Some basic benefits of effective rewards and recognitionprograms include improved morale, enhanced productivity,increased competitiveness, decreased stress, decreasedabsenteeism, decreased turnover and lower related operatingcosts.

Recognition and rewards are powerful tools for employeemotivation and performance improvement.

� There are two forms of rewards and recognition givento employees whose performance can be considered atpar or exceeds existing standards:

� Monetary Benefits – may be in terms of cashbonuses, additional allowances, gift certificates andthe like.

� Non-Monetary Benefits - may include formal andinformal acknowledgement, assignment of moreenjoyable job duties, opportunities for training, andan increased role in decision making.

� Recognition and Rewards in the governmentservice are done through promotion and awards andincentives.

a. Promotion is a form of reward. It “… is theadvancement of an employee from one position toanother with an increase in duties and responsibilitiesas authorized by law and usually accompanied by an

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increase in salary. Promotion may be from onedepartment or agency to another or from oneorganizational unit to another in the same departmentor agency.” (Sec. 1 Rule VI of the of the OmnibusRules Implementing Book V of EO 292)

� “(a) Promotions in the local government careerservice shall be made in accordance with civilservice law, rules and regulations.

(b) No promotion shall be made unless it has beendeliberated upon by the Personnel SelectionBoard.” (Art. 169 Rule XXII of the IRR LGC)

� The LCE as the appointing authority maypromote an employee who far exceeds therequirements of the position compared to one whomerely meets the minimum requirements of theposition. (Sec. 6 Rule VI of the Omnibus RulesImplementing Book V of EO 292 )

� “In cases where the qualifications of employeesare comparatively at par, preference may be given tothe employee in the organizational unit where thevacant position is or in the agency where the vacancyis, in the case of second level positions.” ( Sec. 7,Rule VI of the Omnibus Rules Implementing Book Vof EO 292 )

� “No other civil service eligibility shall be requiredfor promotion to a higher position in the same leveland within the same or functionally related groupingof positions. Agencies shall not be precluded fromprescribing their own internal standards for purposesof promotion.” (Sec. 8 Rule VI of the Omnibus RulesImplementing Book V of EO 292 )

� To ensure objectivity in promotion, the PSB shallbe responsible for the adoption and formulation ofcriteria for evaluation of candidates for promotion.

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� The LCE may choose the employee to bepromoted from the l ist of employeesrecommended for promotion by the PSB.

� “When an employee has a pendingadministrative case, he shall be disqualifiedfor promotion during the pendency thereof.

If he is found guilty, he shall be disqualified forpromotion for a periods based on the penaltyimposed as prescribed by the Commission.” (Sec.14 Rule VI of the Omnibus Rules Implementing BookV of EO 292)

b. Awards and Incentives

� “Each department or agency of government,whether national and local, including bureaus andagencies, state colleges and universities, andgovernment owned and controlled corporations withoriginal charters, shall establish its own Departmentor Agency Employee Suggestions and IncentivesAwards System in accordance with these Rules andshall submit the same to the Commission.” (Sec. 1Rule X of the Omnibus Rules Implementing Book Vof EO 292)

� “The System is designed to encourage creativity,innovativeness, efficiency, and productivity in the publicservice x x x which contribute to the efficiency,economy or other improvement in governmentoperations, or for extraordinary acts or services in thepublic interest.” (Sec. 2 Rule X of the Omnibus RulesImplementing Book V of EO 292)

� Pursuant to Section 5, Rule VIII of the OmnibusRules Implementing Book V of EO 292 awards underthe System shall consist of honor awards and incentiveawards

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� The Honor Awards Program (HAP) shallconsist of the following:

a. *Presidential or “Lingkod Bayan Awards”is conferred to an individual for consistentdedicated performance exemplifying the bestin any of the profession or occupationresulting in the successful implementation ofan idea or performance which is of significanteffect to the public or principally affects thenational interest, security and patrimony.

b. *Civil Service Commission or “Pagasa”Award is conferred to a group of individualsor team who has demonstrated outstandingteamwork and cooperation which resulted inthe successful achievement of its goal andgreatly improved /facilitated the delivery ofpublic service, effected economy in operation,improved working condition or otherwisebenefited the government.

c. Departmental or “Kapwa” Award is givento an individual in recognition of contributionsfrom an idea or performance resulting in directbenefits to a single department or agency inthe government. Nominations for this categoryneed not be submitted to the CSC forscreening and evaluation.

d. Outstanding Public Official/EmployeeAward or “Dangal ng Bayan Award” is grantedto officials and employees in the governmentwho have demonstrated exemplary serviceand conduct on the basis of their observanceof the eight (8) norms of behaviour as providedfor under Republic Act No. 6713.Administration of this Award and theprocedures of nomination shall be governedby RA 6713 and its Implementing Rules.

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� The Incentive Awards shall consist of but notlimited to the following:

a. Performance Incentive – given to anemployee who obtained an Outstanding or a VerySatisfactory rating based on the agency’sapproved Performance Evaluation System for thelast 2 rating periods.

b. Length of Service – given to an employeewho has rendered at least three (3) years ofcontinuous satisfactory service in a particularposition.

c. Productivity Incentive – given to anemployee or a group of employees who hasexceeded their targets.

d. Most Courteous Employee – given to anemployee in accordance with the CourtesyCampaign Program in the Civil Service known asthe “Ang Magalang, Bow”.

e. Loyalty Award – granted to an employee whohas completed at least ten (10) years ofcontinuous and satisfactory service in thegovernment.

f. Retirement Award – given to a retiree whohas rendered at least fifteen years of satisfactorygovernment service.

g. Year-end Benefits or Thirteenth-MonthBonus Plus Five Thousand Cash Gift – grantedto officials and employees in all branches ofgovernment in recognition of their dedication togovernment service.

h. Monetary Award – granted to an employeewhose contribution in terms of suggestions,invention or performance of functions results inmonetary savings.

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� In 2001 the ESIAS was revised through CSCMemorandum Circular No. 1 s. 2001. Henceforth thesystem was renamed Program on Awards and Incentivesfor Service Excellence (PRAISE). The PRAISE aims to:

� Establish a mechanism for identifying, selecting,rewarding and providing incentives to deservingemployees at the start of each year;

� Identify outstanding accomplishments, bestpractices of employees on a continuing basis;

� Recognize and reward accomplishments andinnovations periodically or as the need arises; and

� Provide incentives and interventions to motivateemployees who have contributed ideas, suggestions,inventions, discoveries, superior accomplishments,and other personal efforts.

� The PRAISE adheres to the principle of providingincentives and awards based on performance, innovativeideas and exemplary behavior. It shall provide bothmonetary and non-monetary awards and incentives.

� 5% of the HRD funds shall be allocated for PRAISEand incorporated in the Agency’s annual work andfinancial plan and budget.

� The PRAISE shall be institutionalized through thecreation of a PRAISE Committee in all agencies of thegovernment. The Committee shall preferably have thefollowing composition:

� The Head of Agency or authorized representativeas the Chairperson

� Head of the Financial Unit or equivalent

� Head of Planning Unit or equivalent

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� Highest ranking employee in-charge of HRD orthe career service employee directly responsible forpersonnel management

� Two representatives from the rank and fileemployees (1st and 2nd level), who shall serve for two (2)years and chosen through a general assembly or othermode of selection to be conducted for the purpose ordesignated by the accredited union.

� The Head of the Agency shall be responsible inoverseeing the System’s operation and the HumanResource Management Unit shall serve as the System’ssecretariat.

� The PRAISE Committee shall establish its own internalprocedures and strategies. Membership in the Committeeshall be considered part of the members’ regular duties.

� All government agencies shall submit theirPRAISE and its subsequent amendments to theCSC Regional Offices or Field Offices who shallprovide technical assistance and ensure properimplementation thereof.

� The establishment of a CSC-approved PRAISEshall be the basis of the grant of ProductivityIncentive Bonus (PIB), other awards andincentives and revocation of accreditation to takefinal action on appointments.

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RETIREMENT AND TERMINATIONOF EMPLOYMENT

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After years of hard work, it is expected that someemployees will be headed for retirement. Ideally, it is alwaysgood for organizations to start planning for their would-beretirees early. In fact when it comes to retirement, the age oldphrase “The Earlier, The Better” applies.

Even with the efforts to attract and retain the best and thebrightest within its ranks, it’s inevitable that an organizationwill lose some of its employees through retirement or othermodes of separation.

Retirement is the end of an employee’s career in his orher organization, normally because he/she has reached theretirement age set by law, when physical conditions do notallow the person to work anymore, or even by personal choice.

� In the Philippines, the retirement benefits ofgovernment officials and employees have the followingfeatures:

� Retirement is compulsory at age 65;

� Employees who entered the service before June1, 1977 and who have not received any separation orretirement benefits have the option to retire under RANos. 8291, 660, or 1616; and

� The benefits shall be paid only on the bases ofthe amount and number of monthly premiums actuallypaid by a member – this is the Premium-based policy.

� Section 13(b) of RA 8291 provides that unless theservice is extended by appropriate authorities, retirementshall be compulsory for an employee at sixty five yearsof age with at least fifteen years of service. If anemployee has less than fifteen years of service, he maybe allowed to continue in the service in accordance withexisting civil service rules and regulations.

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� Types of Retirement:

� Compulsory Retirement - an employee leavesgovernment service at the maximum age of 65 yearsold;

� Optional Retirement – an employee leavesgovernment service as early as 60 years old or at leastafter meeting the required number of years of serviceas provided by law;

� Retirement due to Reorganization – brought aboutby the restructuring of an agency’s organizational andfunctional set-up to make it more viable in terms ofeconomy, efficiency, effectiveness, and to make it moreresponsive to the needs of its public clientele asauthorized by law.

As the manager of Human Resources in an LGU, theLCE should see to it that the following are undertaken:

1. Pre-Retirement Counseling

Before an employee retires, he/she should beenlightened on specific benefits and be provided withinformation on programs that would help him/her have ahappy, progressive, productive and meaningful life afterretirement.

Counselling may consist of providing the would-beretirees with sound practical advice on various pre-retirement programs, livelihood programs, knowledge onretirement packages and its computations, and investmentplans and programs.

2. Exit Interview

Exit Interview is the employee’s final interviewfollowing his/her separation from the organization. It is anessential part of the cycle for both the organization andthe employees concerned. The purpose of an Exit

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Interview is usually to gather data for improving workingconditions and retaining employees. Common questionsinclude reasons for leaving, job satisfaction, frustrationsand feedback concerning organization policies andprocedures.

In an LGU, the Exit Interview is conducted by theHRMO/HRMP.

Other Modes of Termination of Employment

Aside from retirement there are other meansby which the services of an employee may beterminated:

1. Resignation

Resignation occurs when an employee ceases tobe part of the organization based on his/her owndecision.

2. Dropping from the Rolls

Dropping from the Rolls is a mode of separationwhich is non-disciplinary in nature based on thefollowing grounds:

a. A continuous absence without approved leave

� The employee shall be separated from theservice or dropped from the rolls without priornotice but he/she shall be informed of his/herseparation from the service not later than five (5)days from its effectivity. However, when it is clearunder the obtaining circumstances that the officialor employee concerned , has established ascheme to circumvent the rule by incurringsubstantial absences though less than thirty (30)working days 3X in a semester, such that a patternis already apparent, dropping from the rolls withoutnotice may likewise be justified.

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� If the number of unauthorized absences isless than thirty (30) working days, a written return-to-work order shall be served on the official oremployee. Failure on his/her part within the periodstated in the order shall be a valid ground to drophim/her from the rolls

b. Unsatisfactory or Poor Performance

� Two (2) consecutive Unsatisfactoryperformance ratings

� Poor Performance in one evaluation period

c. Physical and mental unfitness

� Continuous absence for more than one yearby reason of illness

� Intermittent absence by reason of illness forat least Two Hundred Sixty (260) working daysduring a 24-month period

� Abnormal behavior for an extended periodwhich manifests continuing mental disorderand incapacity to work as reported by his/her co-workers and immediate supervisor as confirmedby the head of office.

3. Dismissal from the Service

Dismissal from the service is a penalty for a graveadministrative offense. It is an official notice ofdischarge from employment or service.

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