RECRUITMENT SELECTION AND PLACEMENT
RECRUITMENT SELECTION AND PLACEMENT
RSP-G-S3.1
The Agency’s RSP policies and processes clearly define link with other core HRM areas (i.e. L&D, R&R and PM).
RSP-G-P3.1
The top management can describe/explain how they are involved in linking the Agency’s RSP policies and processes with other core HRM areas.
RSP-G-S3.2
The Agency has a PSB that collaborates with HRMO, managers/supervisors and other HR bodies in strengthening link between RSP and other core HRM areas.
RSP-G-P3.2
The top management can cite examples of how they have used information generated by other core HRM areas (e.g., performance data) in making RSP decisions.
RSP-G-S3.3
The Agency tracks effectiveness of RSP processes and uses data to improve system:
• Profile of applicants (including data on gender, disability, civil status, religion, ethnicity, etc.)
• 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
RSP-G-P3.3
The top management can describe/explain how the Agency tracks the effectiveness of RSP processes and uses data to improve system.
RSP-G-S3.4
The Agency maintains a Human Resource Information System that shows link between RSP and other core HRM areas (i.e., L&D, PM and R&R).
RSP-G-P3.4
The top management can explain how the Agency Human Resource Information System links RSP and other core HRM areas.
RSP-G-S3.5
The Agency maintains documentation and records on:
• System review data on RSP effectiveness
• RSP policy and process flow showing link to other core HRM areas
RSP-G-P3.5
The top management can describe/explain how they can participate in providing inputs and accessing data in the system.
RSP-TP-S3.1
The Agency has a workforce plan to meet medium-term (2–3 years) HR needs. It includes workforce diversity analysis of the Agency’s staffing (i.e., male-female ratio, age, information on disability, civil status, ethnicity, religion, etc.) in the last 2–3 years that is used to develop RSP strategies to promote workforce diversity and uphold equal opportunity principles.
RSP-TP-P3.1
The top management can explain their involvement in developing medium-term (2–3 years) workforce plan that includes approaches for promoting workforce diversity and upholding equal opportunity principles.
RSP-TS-S3.1
The Agency has a Recruitment Plan that supports the medium-term (2–3 years) workforce plan, which is reviewed annually to ensure responsiveness.
RSP-TS-P3.1
The top management can describe/explain their involvement in planning recruitment of candidates for vital and hard-to-fill positions for the medium term (2–3 years).
RSP-TS-S3.2
The Agency attracts possible candidates through proactive recruitment activities (e.g., job fairs, campus recruitment, use of databases of relevant agencies like CSC’s Register of Eligibles, Professional Regulation Commission, professional associations, etc.) to build a talent bank that supports the medium-term workforce plan.
RSP-TS-P3.2
The top management can describe/explain how they are involved in attracting possible candidates through various recruitment activities to support the medium-term workforce plan.
RSP-TS-S3.3
The analysis of the Agency’s applicant diversity profile in the last 2–3 years is used to develop strategies to attract diverse applicants.
RSP-TS-P3.3
The top management can describe/explain how they are involved in determining and implementing approaches that would attract diverse applicants to job vacancies.
RSP-TSP-S3.1
The Agency’s selection criteria are based on competency-based job description and approved Qualification Standards specific for the position to be filled.
RSP-TSP-P3.1
The top management can describe/explain how they were involved in developing the selection criteria for positions to be filled.
RSP-TSP-S3.2
The assessment and selection process uses appropriate additional tools to evaluate candidates against competency requirements for the position (e.g., behavioral events interview, proficiency test, etc.).
RSP-TSP-P3.2
The top management can describe, explain or cite examples of how they apply competency-based assessment processes to evaluate candidates.
RSP-TSP-S3.3
The Agency’s assessment and selection criteria and processes consider equal employment opportunity principles (e.g., affirmative action) where candidates possess comparable competencies.
RSP-TSP-P3.3
The top management can describe/explain how they are involved in ensuring that the Agency’s assessment and selection criteria and processes consider equal employment opportunity principles.
RSP-TSP-S3.4
The Agency implements and evaluates a 3–6 month onboarding program to establish and strengthen interpersonal and organizational relationships to facilitate adjustment and immersion into the new work environment and organization.
RSP-TSP-P3.4
The top management can describe, explain or cite examples of how they have been involved in facilitating communication and information exchange to enable new hires and employees new in their role to appreciate their job in relation to other offices within the Agency.
RSP-G-C3.1
Develops RSP policies, policy guidelines and/or processes that clearly define link with other core HRM areas, in collaboration with the PSB, managers/supervisors and top management.
RSP-G-C3.2
Tracks and analyses effectiveness of RSP processes and its linkages with other HR core systems and uses data to improve RSP policies/policy guidelines and their execution, in collaboration with the PSB, managers/supervisors and top management.
RSP-G-C3.3
Develops and/or applies competency models with rubrics that can be used to determine proficiency level required for specific jobs and job families.
RSP-G-C3.3
Maintains an Information Management System that shows link between RSP and other core HRM areas (i.e., L&D, PMS and R&R).
RSP-G-P3.3
Develops and implements a communication plan to generate buy-in and engagement of everyone in developing and executing RSP programs and processes.
RSP-TP-C3.1
Develops a medium-term (2–3 years) workforce plan to meet Agency’s HR needs, in collaboration with top management and managers/supervisors.
RSP-TP-C3.2
Analyses and integrates Agency’s workforce diversity profiles (e.g., male-female ratio, PWD, etc.), sets targets, and develops strategies to improve workforce diversity in the Agency’s medium-term (2–3 years) workforce plan.
RSP-TS-C3.1
Develops a Recruitment Plan that supports the medium-term (2–3 years) workforce plan, in collaboration with top management and managers/supervisors.
RSP-TS-C3.2
Develops and implements proactive recruitment activities (e.g., job fairs, campus recruitment, use of databases of relevant agencies like CSC’s Register of Eligibles, Professional Regulation Commission, professional associations, etc.) to attract diverse potential candidates for talent banking to support the medium-term workforce plan.
RSP-TSP-C3.1
Develops competency-based job description and specific Qualification Standards for a position to be filled.
RSP-TSP-C3.2
Develops/acquires and uses appropriate assessment tools to evaluate candidates against competency requirements for the position (e.g., behavioral events interview, technical proficiency test, etc.), in collaboration with the PSB and hiring managers/supervisors.
RSP-TSP-C3.3
Develops/acquires and applies assessment and selection criteria and processes that consider equal employment opportunity principles (e.g., affirmative action) where candidates possess comparable competencies, guided by a targeted workforce diversity profile.
RSP-TSP-C3.4
Develops, implements and evaluates a 3–6 month Onboarding Program to help employees establish and strengthen interpersonal and organizational relationships to facilitate adjustment and immersion into the new work environment and organization.
L&D-G-S3.1
The Agency’s L&D policies and processes are competency-based and linked with other core HRM areas (i.e., RSP, PM, and R&R).
L&D-G-P3.1
Top management can describe or explain how they have been involved in linking the Agency’s L&D policies and processes with other core HRM areas.
L&D-G-S3.2
The Agency has a PDC that collaborates with managers/supervisors, HRMO, and other HR bodies to strengthen the link between L&D and other HRM core areas.
L&D-G-P3.2
Top management can describe or explain how they have used information generated by other core HRM areas (e.g., RSP and PM) in making L&D decisions, or how they have used L&D-generated information in making decisions in other core HRM areas.
L&D-G-S3.3
The Agency tracks the effectiveness of L&D processes, its linkages with other HR core systems, and uses data to improve the system, including:
• Learners’ profile (gender, age, disability, civil status, religion, ethnicity, etc.)
• Evaluation of acquisition and application of learning (Level 2 and Level 3 evaluation)
• Employee performance after L&D intervention
• Tracking of competency improvement
To do: Embed the evaluation in HRLIFE. After the conduct of training, upload the effectiveness evaluation timed at one year per training attendee. Evaluate the KSA of the attendee before and after the training.
L&D-G-P3.3
Top management can describe or explain how the agency tracks the effectiveness of the L&D process and uses data to improve the system.
L&D-G-S3.4
The Agency maintains an Information Management System that shows the link between L&D and other core HRM areas (i.e., RSP, PM, and R&R).
L&D-G-P3.4
Top management can explain how the Agency Human Resource Information System links L&D and other core HRM areas.
To do: Develop a framework integrating the four HRM areas.
L&D-G-S3.5
The Agency maintains documentation and records on:
• System review data on L&D effectiveness
• L&D policy and process flow showing link to other core HRM areas
To do: Upload Form 4: Effectiveness Evaluation.
L&D-G-P3.5
Top management can describe or explain how they participate in providing inputs and accessing data in the system.
To do: Formulate PRIME HRM committees with roles and communication plan, including scheduled feedback after using the system; minutes of meetings of the PRIME HRM committee; scheduled meetings for feedbacking.
L&D-PME-S3.1
The Agency has a medium-term (2–3 years) competency-based Learning and Development Plan linked to other core HRM areas (e.g., RSP and PM).
To do: Revise the existing 6-year strategic plan to include a framework that explicitly integrates systems (outputs of one system serve as inputs of another system).
L&D-PME-P3.1
Top management can describe or explain their involvement in the formulation of the L&D plan and budget, and how this addresses the medium-term requirements of the Agency.
To do: Formulate PRIME HRM committees with roles and communication plan, including scheduled feedback after using the system; minutes of meetings of the PRIME HRM committee; scheduled meetings for feedbacking.
L&D-PME-S3.2
The Agency has an L&D evaluation framework to assess or recommend improvement in participants’ job performance as a result of the L&D intervention (Level 3 – behavior/application level evaluation).
Kirkpatrick Framework
L&D-PME-P3.2
Top management can describe or explain how they assess participants’ application of learning on the job and its effect on individual performance.
Reference: MSP Guidelines, WAP, and WAP AR. Level 4 effectiveness still to be developed.
L&D-E-S3.1
The L&D intervention design process includes identifying workplace application objectives to guide training activity plan preparation, implementation, and transfer of learning on the job.
L&D-E-P3.1
Top management can describe or cite examples of how the L&D intervention process addresses performance gaps in the workplace.
L&D-E-S3.2
The Agency designs various non-training L&D interventions (e.g., coaching, job rotation, benchmarking, etc.) to support the 70-20-10 learning principle in achieving learning objectives. The design is captured in an L&D activity plan (e.g., coaching plan, benchmarking plan, etc.).
Example: Job Rotation Plan.
L&D-E-P3.2
Top management can describe or cite examples of non-training L&D interventions they have experienced to address learning needs.
To do: Revisit coaching plans of chiefs; issue memo for submission.
L&D-E-S3.3
The Agency develops customized job aids (e.g., checklists, templates, etc.) and learning tools (e.g., journals) to support application of learning in the workplace.
L&D-E-P3.3
Top management can describe, explain, or cite examples of the types of job aids and learning tools used to support application of learning in the workplace.
L&D-E-S3.4
The agency’s follow-through L&D interventions (e.g., learning conversations) are executed, monitored, and evaluated to support workplace application of learning.
L&D-E-P3.4
Top management can explain or cite examples of their involvement in implementing training and non-training L&D interventions and monitoring and evaluating workplace application.
L&D-E-S3.5
The Agency has a system for accrediting, managing, and evaluating learning service providers to ensure efficient and effective L&D services.
L&D-E-P3.5
Top management can explain or describe how they are involved in accrediting, managing, and evaluating learning service providers.
To do: Develop mechanics for accrediting LSPs.
L&D-G-C3.1
Develops L&D policies or policy guidelines that clearly define links with other core HRM areas, in collaboration with PDC, managers/supervisors, and top management.
Reference: Office Memorandum for PDC meetings; approval of mechanics for scholars’ rerouted evaluation.
L&D-G-C3.2
Tracks and analyzes effectiveness of L&D processes, linkages with other HR core systems, and uses data to improve L&D policies and execution in collaboration with the PDC, managers/supervisors, and top management.
L&D-G-C3.3
Maintains a Human Resource Information Management System that shows links between L&D and other core HRM areas (L&D, PM, and R&R).
L&D-G-C3.4
Develops and implements a communication plan to generate buy-in and engagement of everyone in executing L&D programs and processes.
Communication plan included as part of the Strategic Plan.
L&D-PME-C3.1
Develops and applies a process for collating and analyzing performance evaluation data to support LNA results as basis for L&D planning.
L&D-PME-C3.2
Develops a medium-term (2–3 years) competency-based L&D Plan based on LNA results and performance data that includes training and non-training interventions (following the 70-20-10 principle), in collaboration with top management and managers/supervisors.
L&D-PME-C3.3
Develops and uses an M&E Plan for tracking and assessing the implementation and results of the medium-term L&D Plan.
To do: Issue an OM categorizing which L&D interventions will be assessed.
L&D-PME-C3.4
Develops tools (e.g., learning application templates, re-entry action plan templates) and approaches (knowledge exchange, peer coaching, learning conversations) to support learning application and its monitoring and evaluation in the workplace.
L&D-E-C3.1
Designs non-training L&D interventions (e.g., coaching, job rotation, benchmarking) to address validated learning needs of specific groups and prepares implementation plans.
L&D-E-C3.2
Develops customized job aids (e.g., checklists, templates) and learning tools (e.g., journals) to support application of learning in the workplace.
L&D-E-C3.3
Conducts or manages follow-through interventions to support workplace application of learning in collaboration with managers/supervisors.
L&D-E-C3.4
Facilitates and monitors participants’ learning processes during implementation of non-training interventions using appropriate management of learning activities (e.g., journaling, reflection sessions).
L&D-E-C3.5
Uses tools and approaches, in collaboration with managers/supervisors, to assess workplace learning application and individual performance improvement and recommends appropriate interventions.
L&D-E-C3.6
Develops and implements a system for accrediting, managing, and evaluating learning service providers to ensure efficient and effective L&D services.