Core Competency Framework for Entry to the Philippine Accountancy Profession _3
Competency Assessment System for the Philippine Civil Service
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Transcript of Competency Assessment System for the Philippine Civil Service
HILARIO P. MARTINEZ 1
?
Competent vs Incompetent
A COMPETENT CIVIL SERVANT
AN INCOMPETENT CIVIL SERVANT
AN ASSET
A LIABILITY
A RISK
A GOOD INVESTMENT
A COST
HILARIO P. MARTINEZ 2
AN EMBARASSMENT
When may a Person be considered “Fit for the Job” of a Public Servant?
Better Educational Attainment?
Broader Work Experience?
A Civil Service Eligible?
A Licensed Professional?
As a Political Protégé? or
A Competency Assessment Report?
HILARIO P. MARTINEZ 3
Questions Managers in the Bureaucracy are hesitant to confront
How do you objectively determine incompetent personnel?
How do you legitimately disassociate incompetent personnel?
HILARIO P. MARTINEZ 4
Education, Experience & Civil Service Eligibility vis Competency
DOES A COLLEGE OR HIGHER DEGREE READILY TRANSLATE TO COMPETENCE OR JOB
READINESS?
DOES EXPERIENCE READILY TRANSLATE TO COMPETENCE OR ACCEPTABLE JOB
PERFORMANCE STANDARD?
IS CIVIL SERVICE ELIGIBILITY OR PROFESSIONAL LICENSE SYNONYMOUS TO COMPETENCY
CERTIFICATION OR VERIFIED ACCOMPLISHMENTS?
HILARIO P. MARTINEZ 5
Persistence of Mediocrity in the Bureaucracy
HILARIO P. MARTINEZ 6
Contending Issues in the Philippine Civil Service
4-yr Degree
TechVoc
E D U C AT I O N
Graduate
Under-graduate
ATTAINMENT
Education Job
Compe-tency
Q UAL I F I CAT I ON Secured Tenure, Regular
Merit-based,
Renewable
TENURE OF EMPLOYMENT
Legislated/ Executive Fiat
Merit & Evidence-
based
HILARIO P. MARTINEZ 7
INCOMPETENCE COMPLACENCY
MISBEHAVIOR
Unwanted Offshoots of Security of Tenure
HILARIO P. MARTINEZ 8
Competence Performance
S k i l l J o b Att i t u d e Kn o w l e d g e
Job Performance
Observable Behavior
Reference: UNESCO/UNEVOC-TVETpedia website 9 HILARIO P. MARTINEZ
INCOMPETENCE BREEDS CORRUPTION PERENNIAL
UNDER- PERFORMERS
FAULT-
FINDERS
BOOT-
LICKERS
ERROR-PRONE
EMPLOYEES
LAZY
EMPLOYEES
“ENTERPRISING”
PERSONNEL
HILARIO P. MARTINEZ 10
Criticality of Competency-based HRD System for Public Servants
HILARIO P. MARTINEZ 11
Government officials and employees takes an oath to serve, protect and defend the interest
and welfare of the public
Government officials and employees are entrusted with the enormous resources drawn
and contributed by citizens-taxpayers
As stewards of huge state wealth and public funds, they are expected to be intellectually
capable and armored with integrity
Competency, not civil service eligibilities, builds professionalism and integrity in the
workplace
Cost of Incompetence to Bureaucracy
Everytime work is redone, the cost of producing quality-assured goods and services
increases. Cost of
incorrect/inappropriate communication
Cost of retesting of goods’ sub-assemblies or major final outputs
Cost of reworking public goods, items or services
Everytime fault occurs due to incompetence, the cost of
damage to institutional integrity increases
Unnecessary delay and overrun cost
Institutional embarrassment
Loss of people’s trust and confidence
HILARIO P. MARTINEZ 12
Fraud and anomalies
PREPARING FOR COMPETENCY ASSESSMENT
HILARIO P. MARTINEZ 13
Competency Assessment is …
…NOT about comparing people to people
…about comparing a worker to a STANDARD
HILARIO P. MARTINEZ 14
Establishing a Competency System
STA
ND
AR
DIZ
AR
TIO
N
FUNCTIONAL
ANALYSIS
COMPETENCY
DEVELOPMENT
J
O
B
S
WORKPLACE
15
DEP’T A
DEP’T B
DEP’T C
DEP’T D
DEP’T N
...
HILARIO P. MARTINEZ
COMPETENCY STANDARDS
TRAINING STANDARD
ASSESSMENT INSTRU-MENTS
TRAINORS
ASSESSORS
Outputs of Standardization
HILARIO P. MARTINEZ 16
are industry-determined specifications setting out the skills, knowledge, and attitude a person must possess in order to effectively operate in a defined work environment
Competency Standard
ACCOUNTANT
Bo
oke
ep
er Ex
am
ine
r
PURCHASING OFFICER
Secretary
Nu
rse
Medical Doctor
Budget Officer Computer Programmer
DR
IVER
1
BU
YER
Division
Chief
UTILITY
LOA
N
OFFIC
ER
REVENUE OFFICER II
EXECUTIVE ASSISTANT
REG
ION
AL
ENCODER
ASST.
HILARIO P. MARTINEZ 17
Competency Standards for Government Position Titles
Competency Standard of a Job Title
HILARIO P. MARTINEZ 18
Structure of a Unit of Competency Standard
Title of Unit of Competency(UC)
Elements
Elem
ent
Perf
orm
ance
C
rite
ria
Range of Variables
Var
iab
le
Ran
ge
E v i d e n c e G u i d e C
riti
cal A
spec
ts
of
Co
mp
eten
cy
Un
der
pin
nin
g K
no
wle
dge
Un
der
pin
nin
g Sk
ills
Un
der
pin
nin
g A
ttit
ud
e
Res
ou
rce
Imp
licat
ion
Met
ho
ds
of
Ass
essm
ent
Co
nte
xt o
f A
sses
smen
t
HILARIO P. MARTINEZ 19
Sample UC/Competency Standard for a Standardized Government Job Title
HILARIO P. MARTINEZ 20
Un
der
pin
nin
g K
NO
WLE
DG
E
Un
der
pin
nin
g SK
ILLS
U
nd
erp
inn
ing
AT
TITU
DE
HILARIO P. MARTINEZ 21
NOTE: Non-compliance may constitute corrupt practices
Job Titles with Unique Core Competencies could have common Basic Competencies
22 HILARIO P. MARTINEZ
JOB TITLE #1
JOB TITLE #2
JOB TITLE #3
Deriving the Assessment Instruments
HILARIO P. MARTINEZ 23
COMPETENCY ASSESSMENT
INSTRUMENTS (C.A.I.)
Tamper-Proof Competency Tests Generation
HILARIO P. MARTINEZ 24
?
COMPETENCY ASSESSOR TEAMS (C.A.T.)
HILARIO P. MARTINEZ 25
Qualification of Competency Assessors
For Public Sector
Must have passed the latest competency assessment for their respective position/ job title
Must not have pending administrative and/or criminal case
Must be certified by respective HRMD Chief as outstanding employees in their respective levels
From Private Sector *
Must be a licensed/certified professional or HRD practitioner
Must be in professional practice for at least 5 years
Must be endorsed by respective company HRMD Head or Human Resource Association
HILARIO P. MARTINEZ 26
* The inclusion of Private Sector Representatives is to instill impartiality
Composition of Competency Assessor Teams (C.A.T.)
Public Sector Assessors per Level *
Competency Assessors for Level 1
Competency Assessors for Level 2
Competency Assessors for Level 3
Composition per Team **
Civil Service Commission
Representative
Representing Public Sector
by Level
Representing Private Sector
per Level
Agency HRMD Unit as
Secretariat
HILARIO P. MARTINEZ 27
** Team membership is subject to annual rotation
of agency assignment to ensure impartiality
* From different government line agencies
Assignment of Public Sector Competency Assessors (CA)
Level 1 CA - to assess Level 2 personnel
Level 2 CA - to assess Level 3 personnel
Level 3 CA - to assess Level 1 personnel
Public Sector CAs shall not assess personnel of their agency-of-origin
HILARIO P. MARTINEZ 28
Establishing Teams of Assessors
CSC ASSESSORS’
TRAINING
Subject Object
PUBLIC
SECTOR
PRIVATE
SECTOR
PO
OL
OF
PR
E-S
EL
EC
TE
D C
OM
PE
TE
NC
Y A
SS
ES
SO
RS
ACCREDITED
ASSESSORS
HILARIO P. MARTINEZ 29
Civil Service Commission as Overseer
General supervision on the conduct of
competency assessment in
the public sector
Provide guidelines in coordination with all line
departments and agencies for
the conduct of competency assessments
Responsible for accrediting
private sector competency assessors as
team members
Responsible for the scheduling of competency
assessments per Department per
Level
HILARIO P. MARTINEZ 30
Responsibility of Agencies schedule for Competency Assessment of personnel
Coordinate with CSC for schedules and to make necessary prepa-rations including competency standards corresponding to their agency position titles
Provide support logistics and secretariat work for the Competency Assessment Teams
Responsible for Professional Fees of assigned Competency Assessors as part of Quality Program
HILARIO P. MARTINEZ 31
COMPETENCY ASSESSMENT INSTRUMENTS
HILARIO P. MARTINEZ 32
Ways in which evidence confirming compliance to Competency Standard will be collected
HILARIO P. MARTINEZ 33
Obser-vation
Interviews/Questioning
Third Party
Report
Demons-tration
Portfolio
W O R K P L A C E E N V I R O N M E N T
E V I D E N C E - B A S E D A S S S E S S M E N T
Competency Assessment Instruments*
HILARIO P. MARTINEZ 34
EVIDENCE PLAN THIRD PARTY REPORT
* Adopted from competency models
Competency Assessment Instruments *
HILARIO P. MARTINEZ 35
OBSERVATION AND QUESTIONING CHECKLIST
* Adopted from competency models
Competency Assessment Instruments *
HILARIO P. MARTINEZ 36
RECORDING SHEET FOR ORAL QUESTIONING/INTERVIEW WRITTEN REPORT
* Adopted from competency models
Competency Assessment Instruments *
HILARIO P. MARTINEZ 37
PORTFOLIO1 EVALUATION FORM CANDIDATE PORTFOLIO RECORD SHEET
1 – Qualifications , including additional trainings availed of, for any and all competencies being substantiated must be current, not more than five (5) years old from date of assessment and validated
* Adopted from competency models
Frequency of Competency Assessment
HILARIO P. MARTINEZ 38
YEAR 1 YEAR 2 YEAR 3 YEAR 1
3rd Level Personnel
2nd Level Personnel
1st Level Personnel
every 3 years per level
PERFORMANCE EVALUATION PERFORMANCE EVALUATION PERFORMANCE EVALUATION PERFORMANCE
CERTIFYING COMPETENCY
HILARIO P. MARTINEZ 39
Issuing a Tangible Guarantee
What a government employee needs to prove in a competency assessment
COMPETENCY STANDARD
Job # 12-3456 1 or 0
HILARIO P. MARTINEZ 40
WORKPLACE
- Nicholas Ling
In a Competency Assessment System,
there can be only ONE!
HILARIO P. MARTINEZ 41
POST-ASSESSMENT: Going back to the BASIC rule
If in one year you have not
understood the nature of your
job, and/or
have not acquired the
necessary skills to correctly
perform the job, then
HILARIO P. MARTINEZ 42
CERTIFICATION OF COMPETENCIES
Reference: UNESCO/UNEVOC-TVETpedia website 43 HILARIO P. MARTINEZ
Refers to the formal recognition of the proved competency of an individual in order for him to carry out a standardized labor/work activity.
The issue of a certificate implies that there has been a prior process of competency assessment.
In a standardized system, the certificate is not a diploma that certifies prior studies. It is rather a proof of a verified competency, based on a well-defined standard.
The certificate is a guarantee of quality concerning what the worker is capable of doing and the competencies he has to exhibit in the workplace
Information required in a Certificate of Competency
Name and finite details of identification
of government employee
being certified
Position/Job title of assessed employee with breakdown of
units of competency
and assessment ratings
Period of conduct of assessment and validity
period of certification
Name of assessors, I.D. numbers and
validity period of assessor
appointment, and certifying
authority
HILARIO P. MARTINEZ 44
JUSTIFICATION FOR COMPETENCY ASSESSMENT IN PUBLIC SECTOR
HILARIO P. MARTINEZ 45
Facilitating Strategic Change
COMPETENCY is all about DISCIPLINE in Public Service
HILARIO P. MARTINEZ 46
Merits of a Competency-based Assessment
It is based on standards that describe the
expected level of work competency.
Standards include criteria that provide
details of what is considered a good job.
The assessment is individual, there is no
comparison among workers.
It provides a judgement for the assessed
workers: competent or not competent.
It is done, preferably, in real working situations.
It does not take a pre-determined period of
time, it is a process rather than a particular moment.
It is not subject to the completion of a specific
training action.
It includes the recognition of acquired
competencies as a result of work experience.
It is a tool for the orientation of
subsequent learning of the worker.
It is the basis for the certification of
competency of workers.
47 HILARIO P. MARTINEZ
Competency Assessment Results to …
HILARIO P. MARTINEZ 48
Competency Assessment in Government – Calibrated Focus Toward an End-Goal
Standardized Position/Job Titles in Government
Upgraded Qualification Standards for Government Position/Job Titles
Competency and Teamwork-oriented Personnel Selection Process
Workplace-oriented Training and Development Programs
“Leaner and Meaner” Public Sector Workforce
HILARIO P. MARTINEZ 49
Advantages of a Competency-based HRD in Government
With Standardized Government Jobs
Re-0rganization and inter-agency/office personnel reassignment, transfers and job
rotation is simplified
Workplace-based training intervention is reinforced and enhanced
INCISIVE personnel actions against employees verified as “incompetent” is justified
HILARIO P. MARTINEZ 50
Why a Competency System for the Philippine Bureaucracy?
It is because Juan dela Cruz deserves
a better workforce as Public Servants
HILARIO P. MARTINEZ 51