Office of the President
of the Philippines
Malacañang
MEMORANDUM ORDER NO. 118-A
IMPLEMENTING THE PERSONNEL CAREER PATHING AND DEVELOPMENT
PLAN OF THE OFFICE OF THE PRESIDENT (PROPER)
The development and retention of a competent and efficient work force is the immediate concern of the Office of the President (Proper), pursuant to the provisions of Section 31, Book V of Executive Order No. 292, otherwise known as the Revised Administrative Code. It is therefore in this context that a PERSONNEL CAREER PATHING AND DEVELOPMENT PLAN (PCPDP) is hereby implemented to provide a continuing program for the career advancement and personal enhancement of OP personnel in keeping with the government goal in providing improved delivery of essential services to the public.
In its implementation, specific policies, programs and procedures are made integral parts of OP’s operations for the observance and guidance of all concerned.
1. OBJECTIVES
It is the policy of this Office to provide all its employees with such development interventions as are necessary in effecting increased productivity and high performance levels. This PCPDP is thus expected to provide a systematic and planned approach to the development and retention of qualified officials and employees essential in the attainment of OP’s objectives. Specifically, PCPDP aims to:
1.1 Rationalize all personnel management policies procedures and practices of the organization;
1.2 Provide opportunities for personal development and career mobility within the organization;
1.3 Optimize manpower utilization through sound administrative policies and personnel programs which considers both individual competencies and performance requirements;
1.4 Establish support mechanisms/activities which will foster human resource planning at the organizational level and individual career planning at the employee level; and
1.5 Provide a rational and systematic approach towards personal and career development.
2. SCOPE AND APPLICABILITY
Except as otherwise provided by its specific components, the provisions of this PLAN shall apply to all first and second level employees of the Office of the President (Proper).
3. COMPONENTS OF THE PCPDP: DEFINITIONS AND PROVISIONS
The PCPDP contains provisions pertaining to all aspects of personnel management and administration for the continuing development of employees. It is considered as the overall human resource development program of the Office of the President (Proper). It outlines the principles, procedures and activities in defining the career and development opportunities that are available at all levels of employment. It includes promotion, performance evaluation, incentives and awards, human resource training and development, employee welfare and services and personnel relations.
3.1 Recruitment and Selection. This component of the plan ensures that appointment to any career position in the Office of the President shall be made on the basis of merit and fitness. Opportunity for employment is open to all employees who possesses the appropriate qualifications for the vacant position. In order to attract the best qualified, however, final selection shall be made on the basis of a comparative assessment of all qualified candidates who have passed the organizational requirements and screening procedures herein enumerated.
* Qualification Standards. The Office of the President’s qualification standards identify the minimum requirements for a position in terms of education, training, experience and civil service eligibility. Only those who possess such minimum requirements can be considered for appointment. (See Annex “A” for the QS of 20 existing unique positions)
* Selection Policies/Procedures. All candidates who possess the necessary qualifications shall undergo a psychological examination and personal interview to be administered by the Personnel Office, in coordination with the Selection Board. On the basis of the results of screening, the candidate most qualified for the position shall be appointed.
** Psychological exam – refer to the written examination which measures the psychological disposition and intelligence quotient of the candidate.
** Personal Interview – refers to the oral interview of an individual candidate or candidates for the purpose of measuring their oral communication skills and presentation of ideas.
3.2 Merit Promotion. This component of the PCPDP provides opportunities for the advancement of incumbent employees from one position to another. Such advancement is characterized by an increase in duties and responsibilities with a commensurate increase in salary.
* Promotion Criteria. In assessing the comparative qualifications of candidates, their respective degree of competence will be determined by the extent to which they meet the following factors/criteria:
** Performance – refers to the individual performance rating of the candidate based on the OP approved Performance Evaluation System. For purposes of evaluation, candidates who have obtained at least a very satisfactory rating for the last two rating periods shall be considered for promotion.
** Education and Training – refer to the candidate’s educational background and completion of relevant training, scholarships, etc.
** Experience and Outstanding Accomplishments refer to the candidate’s occupational history, work experience or exposure and accomplishments worthy of special commendation.
** Potential – refers to the candidate’s ability to assume the responsibilities of the position to be filled.
* Selection Process. All employees who meet the qualification requirements of the position to be filled may be considered for promotion. Such qualified employees will be screened on the basis of the four (4) factors above-mentioned, and those found possessing superior qualifications will be selected. (The complete promotion procedures are contained in the Merit Promotion Plan under Annex “B”).
* System of Ranking Positions. Each position in a class having several titles like Presidential Staff Officer’s in OP (Proper) is horizontally and hierarchically aligned with all other similar positions in the different units/divisions/offices. Such alignment defines various career path in the organization and describes the manner by which movement or progression from one position to another may be achieved. (See Annex “C” for the System of Ranking Positions.)
* Protest. Only next-in-rank employees who meet the qualification requirements of the position and who feel aggrieved by the promotion of another may file a protest with the Grievance Committee. The complete procedure for promotional contests are also found in the Merit Promotional Plan.
3.3 Performance Management. This component of the PCPDP intends to foster continuing improvement in personnel performance and efficiency, and enhance organizational effectiveness and productivity in this Office through the review, assessment and diagnosis of individual employee performance.
* Evaluation of Individual Performance. All rank-and-file employees of the OP Proper will undergo a semestral evaluation of individual performance. The evaluation shall provide an objective basis for training and development, promotions and salary adjustments, incentives and rewards, and other related personnel movements including administrative sanctions for employees who may fail to achieve reasonable accomplishments despite their superiors assistance and counselling.
* Evaluation of the Non-Supervisory Employees. The individual performance of the non-supervisory rank-and-file employees shall be identified, measured and developed against set Performance Commitment/Targets and pre-determined job-related standards, which are mutually agreed upon by the rater and the ratee, consistent with the organizational goals and objectives. The Performance Output shall be rated in terms of quantity, quality and time, to comprise 65% of the total employee performance. In addition to these measures, the remaining 35% shall be based on the behavioral factors such as attendance, punctuality, human relations, work attitudes, resourcefulness, reliability and integrity which affect actual job performance. Likewise, the evaluation shall include the rater’s comments on the ratee’s strengths and potential or his needs for training and development.
* Evaluation of the Supervisory Employees. The individual performance of the supervisors shall be identified, measured and developed against set Performance Commitment/Targets and pre-determined job-related standards, which are mutually agreed upon by the rater and the ratee, consistent with the organizational goals and objectives. The Performance Output shall be rated in terms of quantity, quality of work and timeliness in submitting the output to comprise 45% and the degree of planning and supervision exerted in the accomplishment of tasks supervisory skills (30%) such as planning and controlling, leadership, decision-making, maintaining discipline, communication skills and creativity which affect directly the actual job performance to make a 75% of the total employee performance. In addition to these measures, the remaining 25% shall be based on the behavioral factors such as attendance, punctuality, human relations, integrity and reliability which also affect actual job performance. Likewise, the evaluation shall include the rater’s comments on the ratee’s strengths and potential or his needs for training and development. (See Annex “D” for the PCPDP.)
* Staff Management and Supervision. The development of employees is considered a primary strategy in the improvement of organizational effectiveness and individual employee performances. For this purpose, all employee exercising supervisory functions are responsible for the direct supervision and management of their respective personnel. Such mechanisms as those enumerated below form part of supervisory responsibilities and are considered as measures of supervisory performance effectiveness.
** Performance Monitoring. – refers to the periodic discussions between supervisor and subordinate to check on the latter’s progress relative to his/her performance targets. The discussion may also focus on the problems and constraints that arise in the workplace. As a result of these discussions, appropriate job coaching and problem solving techniques are applied. These activities should be properly reflected in the supervisor’s performance report.
** Counselling – refers to the periodic discussions between supervisor and subordinate focusing on any issue or problem affecting the latter’s performance, both personal or work-related. The primary purpose of the counselling sessions is to open lines of communications at the lowest level and affect a “worry-free” work environment. The supervisor’s responsibility includes assisting the employee/staff member to find and apply problems/issues raised. Such measures/solutions arrived at during the conduct of counselling sessions should be properly reflected in the supervisor’s performance report.
** Career Planning – refers to the periodic discussions between supervisor and subordinate where the latter draws up his/her career goals, aspirations and plan. The supervisor’s responsibility includes assisting the employee in accomplishing the Career Planning Worksheet, identifying the career opportunities in the Office of the President, suggesting or recommending the appropriate development package to be applied to specific employee needs, and monitoring the application of such development package towards the achievement of the employee’s career goal(s). A copy of the accomplished Career Plan will be submitted to the Personnel Office. All activities undertaken during the Career Planning sessions should be properly reflected in the Supervisor’s performance report.
3.4 Employee Suggestions and Incentive Awards System. This component of the PCPDP provides for the application and grant of such incentives and awards in recognition of individual achievements in the performance of his/her functions. (The Total Incentives and Awards System of OP is found under Annex “E”).
3.4.1 Types of Awards
A. Honor Awards. The Office of the President shall continuously nominate deserving employees to government and non-government institutions which confer awards and recognition to public service officials and employees. All nominations for honor awards describes hereunder are processed/screened by the Incentives and Awards Committee (refer to Annex “E”):
1. “Lingkod Bayan” or Presidential Award – shall be in recognition of highly exceptional or extraordinary contributions resulting from an idea or performance whose effect is nationwide and principally affects the national interest, security and patrimony.
This award shall consist of a gold medallion and a plaque containing the citation and signature of the President of the Philippines.
2. “Pag-asa” or Civil Service Commission Award – shall be conferred to an individual or group of individuals for contributions of an idea or performance resulting in direct benefits to more than one department or agency. Consistent and dedicated performance exemplifying the best example in any of the profession or occupations in the public service shall be considered for this category.
This award shall consist of a gold medallion and a plaque containing the citation and signature of the Chairman of the Civil Service.
3. “Dangal ng Bayan” or Outstanding Public Official/Employee Award – shall be granted to an official or employee in the government who has demonstrated exemplary service and conduct on the basis of their observance of one or more of the eight (8) norms of conduct and behavior provided for under Republic Act No. 6713 and its Implementing Rules.
4. “Kapwa” or Agency Award – which shall be given to an individual or group of individuals in recognition of contributions from an idea or performance resulting in direct benefits to the Office of the President.
This award shall consist of a gold medallion and a plaque containing the citation and signature of the Executive Secretary.
Nominations for this category need not be submitted to the Civil Service Commission for screening and evaluation. The SIAC shall evaluate the nominations for this category and recommend to the Executive Secretary the most qualified nominees.
B. Incentives and Awards. Subject to the availability of funds and the usual accounting and auditing rules and regulations, the OP grants non-monetary and monetary recognition to deserving employees. These awards shall consist of, though not limited, to the following:
1. Performance Incentive Award shall be given to an employee who has obtained an outstanding or very satisfactory rating based on OP’s approved Evaluation System for the last two successive evaluation periods. This award shall be in the form of step increments in accordance with the provisions of the Joint CSC-DBM Circular No. 1, s. 1990. The total number of recipients of steps increments based on merit in any one (1) calendar year shall not be more than ten per cent (10%) of the total number of personnel actually employed in OP, provided that the total number of recipients of two step increments shall not exceed three per cent (3%) thereof.
Sec. 5 of the Joint CSC-DBM Circular likewise provides that those granted step increments may qualify for other existing incentives and awards, provided they meet the criteria of said awards.
2. Length of Service Incentive Award shall be given to an employee who has rendered at least three years of continuous service in a particular position and which shall consist of step increments in accordance with the provisions of Joint CSC-DBM Circular No. 1, s. 1990.
In addition to the step increments, the length of service award shall consist of a lapel or pin differentiated as follows:
| 20 years | – | bronze service pin |
| 30 years | – | silver service pin |
| 40 years | – | gold service pin |
3. Productivity Incentive Award shall be given to an employee or a group of employees who has exceeded their targets or has incurred incremental improvement over existing targets, subject to the prevailing policy on the matter.
4. Most Courteous Employee Award shall be given to an employee in accordance with the criteria and standards established under CSC MC No. 15, s. 1990 which instituted the Courtesy Campaign Program in the Civil Service, known as “Ang Magalang Bow.”
5. Loyalty Award shall be granted to an employee who has completed at least ten (10) years of continuous and satisfactory service in OP.
This award shall be given in the form of cash bonus and a lapel emblem or loyalty pin differentiated as follows
10–15 years, bronze service pin;
20–25 years, silver service pin;
30, 35 and 40 years, gold service pin.
The grant of Loyalty Award shall be in accordance with CSC MC No. 42, s. 1992.
6. Retirement Award shall be given to a retiree who had rendered at least fifteen (15) years of satisfactory government service. This shall be in the form of a plaque of appreciation, the design and citation of which shall be determined by the OP SIAC.
7. Cost Economy Measure Award shall be granted to an employee whose contribution in terms of suggestions or inventions or performance of functions results in monetary savings. When an employee’s contribution cannot be quantified in terms of monetary savings or results in combined monetary savings and intangible benefits, the amount of cash reward shall be determined by the OP SIAC in terms of certain percentage of its estimated total value or benefit bit not to exceed 20%.
8. Year-End Benefits or Thirteenth Month Bonus Plus One Thousand Cash Gift shall be granted to officials or employees in the Office of the President in recognition of their dedication to government service and in keeping with the spirit of Christmas. Said grant shall be governed by the DBM Compensation Circular in accordance with the provisions of Republic Act No. 6686.
9. Most Punctual Award and Perfect Attendance Award shall be given to an official or employee in OP in recognition of his/her punctuality and perfect physical attendance in office, respectively.
These award shall consist of a mini plaque of recognition each signed by the Executive Secretary.
10. Best Intervening Performer Award shall be given to an official or employee for extraordinary and vital participation in contributing to the over-all success of an intervening activity, special event, program or undertaking.
This award shall consist of a mini plaque of recognition signed by the Executive Secretary.
3.5 Personnel Relations and Complaints and Grievances. This component of the PCPDP provides for the creation of a work environment characterized by dynamic and progressive employee-management relations.
* Employee Participation. The Office of the President encourages the active participation of rank-and-file employees in matters affecting them. The formation of employee-management committees, such as those enumerated below, are considered mechanisms for ensuring staff involvement in management decisions.
** Selection Board – refers to the committee in charge of screening and recommending the candidates for appointment and/or promotion to any vacant position. The functions and responsibilities of the Selection Board is prescribed under the Merit Promotion Plan. Until revised, its composition shall be as follows in accordance with Memorandum Order No. 100 dated March 4, 1993:
| Chairman | – | Representative of the |
| Executive Secretary | ||
| Member | – | Representative of the Chief |
| Presidential Legal Counsel | ||
| Member | – | A CESO from OP to be designated by the Executive Secretary |
| Member | – | Head of the organizational unit where the vacancy exists |
| Member | – | Two representatives of the rank and file employees, one from the first level and one from the second level who shall be chosen from the duly registered/accredited employee association in the Office of the President. The former shall sit during the screening of candidates for vacancies in the first level, while the latter shall participate in the screening of candidates for vacancies in second level. |
The Presidential Assistant (PA) for Personnel and General Administrative Matters shall serve as Board Consultant and the Personnel Director shall serve as Board Secretary.
** Personnel Development Committee – refers to a committee in charge of screening and recommending incumbent personnel to attend training and scholarship programs. The functions and responsibilities of the Personnel Development Committee which shall follow the guidelines under CSC Memorandum Circular No. 10, s. 1989. The composition of which, until revised, shall be as follows:
| Chairman | – | Representative of the Executive Secretary |
| Member | – | Representative of the Chief Legal Counsel |
| Member | – | A CESO from OP to be designated by the Executive Secretary |
| Members | – | Two representatives of the rank and file employees, one from the first level and one from the second level who shall both be chosen from the duly registered/accredited employee association in the Office of the President. The former shall sit during the screening of nominees for scholarship/training program in the first level, while the latter shall participate in the screening of nominees in the second level. |
The PA for personnel and General Administrative Matters shall serve as Board consultant.
** Suggestions and Incentive Awards Committee (SIAC) – refers to a committee in charge of screening and recommending the grantees/nominees to any of the incentives and awards program of the Office of the President. The functions and responsibilities of the Suggestions and Incentive Awards Committee is prescribed under Total Incentives and Awards System and its composition, until revised, shall be as follows:
| Chairman | – | Presidential Assistant for Personnel and General Administrative Matters |
| Member | – | Chief of Personnel Office |
| Member | – | Chief of Finance Office |
| Member | – | Chief of Legal Office |
| Member | – | representative of the rank-and-file occupying first level positions belonging to the Office of the President Employees Network (OPEN). |
| Member | – | representative of the rank-and-file occupying second level positions belonging to the Office of the President Employees Network (OPEN). |
* Collective Negotiations. The rank-and-file employees of the OP organized themselves into an Association. With the name “Office of the President Employees Network”. After having fulfilled the Civil Service Commission’s requirements for accreditation, for the purpose of furthering and protecting their interests; such as, to foster camaraderie, fellowship and goodwill among its members; to give counselling, mutual aid/assistance and other similar services, to safeguard the rights and legitimate interests of all its members in accordance with the duly constituted laws and statutes, and to inform the members of their rights and privileges as employees of OP. The Association will be given due recognition and representation in appropriate committees/bodies. In addition, the top management will engage in discussions and collective negotiations with representatives of the Association in any matter or issue brought to its attention.
* Grievance Machinery – It is the policy of OP to promote worthwhile, wholesome, desirable and better supervisor-employee relations and prevent employee dissatisfaction and discontent. Thus, the Grievance Machinery is intended to simplify, speed up and install an effective, expeditious, fair, equitable and just grievance machinery in the Office of the President in order to create an atmosphere conducive to good supervisor-employee-relationship and boost employee morale. The procedure for grievance resolution provided in the OP Grievance Machinery will be observed. (See Annex “F”)
3.6 Human Resource Training and Development. This component of the PCPDP provides opportunities for the application of such interventions as are necessary to improve under performance and prepare employees for higher responsibilities. These interventions come in the form of development packages primarily offered by the Office of the President on the basis of the results of individual employee performance review and appraisal.
* Formal Training. All activities which effect increase of knowledge and skills or enhance behavior and attitude shall be considered as formal training programs. Such programs may be undertaken either on a compulsory or need basis and address the need for employee orientation and development, management, professional or technical development, middle management development, executive development, value development and pre-retirement.
** Training Curriculum – refers to a systematically planned program of training courses for OP employees which respond to their development needs as they progress in their respective jobs. Courses included in the curriculum are the following:
a) Introductory or Foundation courses or the series of programs necessary for employees to become aware of the nature of government service and the work concerns/culture of the Office of the President. They include, but are not limited to, such programs as ‘Alay sa Bayan, Orientation Course, Seminar on Employee Benefits, Value Development Program, Moral Recovery Program, etc.
b) Basic Courses or the training programs necessary for the employees to gain an appreciation of the work environment of the Office of the President and the basic demands of their work performance. They include, but are not limited to, such programs as Seminar on CS Law and Rules, Employee Effectiveness Training Course, Put It In Writing, Value Orientation Workshop, Computer Appreciation Seminar, Work Improvement Management Service Seminar Workshop, etc.
c) Advance Courses or the series of training programs necessary for employees to effectively carry-out and perform the Key Results Area (KRA) of their respective jobs and functions. They include, but are not limited to, such programs as Trainor’s Training (for trainors), Applied Research Methodologies Seminar (for researchers), Seminar on Inspection and Audit (for the Audit Teams), Program for Legal Experts Advancement (for Lawyers), Leave Administration Course for Effectiveness (for employees in the Personnel Office), etc.
d) Strategic Courses or the series of training programs which will prepare employees for higher and supervisory responsibilities. They include, but are not limited to, such programs as Supervisor Development Course, Supervisory Skills Development Program, Personnel Management Course, Corporate Planning Workshops, etc.
e) Enhancement Course on the series of training programs necessary for employees to acquire skills mastery and a wide range exposure to various theories, ideas and concepts of public administrative practices. They include, but are not limited to, such programs as Managing by Results, Master in National Security Administration, etc.
** Responsibility for Training – As much as possible, the Training Division shall be primarily responsible for the conduct of formal training programs for all employees based on a systematic assessment and identification of their training needs. Opportunities for formal training, however, are classified either as in-house or external programs, as follows:
a) In-House Programs – refers to the series of training programs conducted by the Training Division of OP.
b) External Programs – refers to the series of training programs conducted by other government agencies (CSC, DAP, RMAO, COA, UP, etc.) or private training institutions or providers which offer training programs likewise needed by the employees but are not offered by the Training Division. In these instances, selection of employees to attend external training programs shall be on a need basis, upon the recommendations of the immediate supervisor and the Personnel Development Committee (PDC), and after a showing that employees to be sent to the program will be able to share the learnings or knowledge gained from the training.
* Scholarship. Opportunities for scholarship and training or study grants are open to all qualified employees based on the priority need of the Office of the President and upon the recommendation of the Personnel Development Committee.
** Education Support Fund – refers to the “study now, pay later” scheme provided by the Office of the President for all employees who wish and are qualified to pursue higher education. The Education Support Fund is basically self-initiated and should be brought to the attention of the Personnel Development Committee for consideration.
** Foreign Scholarship Grants – refer to the scholarship and training/study grants sponsored by foreign government or training institution cooperation programmes.
* Other HRD Interventions. The Office of the President also offers other development interventions which serve as alternative programs to formal training. The same objective of effecting increase in knowledge and skills is present without the benefit of a classroom type instruction. All programs for HRD interventions should be properly coordinated with the Personnel Office for monitoring and follow-up purposes.
** Job Rotation Program – refers to the assignment/detail of employee to another unit/office/division within the Office of the President where the nature of work is completely different from the current assignment of the employee. The objective of the job rotation program is to expose the employee to other areas of work within OP.
a) Job Rotation of Rank and File and Supervisory Employees – The job rotation program for rank and file and supervisory employees covers a six-month detail in another unit/division within the Office of the President. Upon the approval of the immediate supervisor and as recommended by the Personnel Development Committee, priority for job rotation is given to high performing employees whose exposure to other work concerns will further enhance their growth and development.
b) Cross Posting of Managerial Employees – The job rotation program for managerial employees cover a minimum of two-year posting to any office in the Office of the President requiring available technical and managerial expertise. Recommendations for cross posting shall be approved by the Executive Secretary.
** On-the-job Training – refers to the programmed activity where new, newly-promoted and promotable employees are subjected to a hands-on training for a specific position.
3.7 Employee Welfare and Services. This component of the PCPDP provides for other benefits and services given to all employees of the Office of the President not otherwise provided under laws of general application. As such, it is understood that the provision for leave, retirement, insurance benefits, and other welfare services will conform with existing guidelines on the matter. However, the Office of the President may formulate such other programs and policies as it may deem necessary to improve and update its Employee Welfare and Services.
* Health Services. The Office of the President provides basic medical and dental services to all officials and employees and their immediate dependents. For this purpose, the Malacañang Clinic will continue to be responsible for overseeing the health needs and problems of personnel.
** Medical Services – Basic medical services include the treatment and medication of common illness, provision for first aid, referrals to government officials, annual general and physical check-up, etc.
** Dental Services – Basic dental services include tooth extraction, filling and/or root canal work, and annual prophylaxis.
* Sports and other Recreation Activities. An annual or series of monthly sports activity is sponsored by the Office of the President for all officials and employees. This includes participation in inter-agency sports competitions. Other year round fitness and recreational activities are as follows:
** Chorale Group – refers to the official choir of the Office of the President, the composition of which shall come from among all interested and qualified officials and employees selected for the program. The Chorale Group shall provide entertainment/intermission numbers in programs and activities and shall represent OP in any competition where it may qualify to participate.
** Monthly Socials – refers to the conduct of social activities/programs on a monthly basis to be sponsored by the different units/offices/divisions which vary in type or kind. As much as possible, such monthly socials shall encourage the participation of all employees.
3.8 Other Support Mechanisms. This component of the PCPDP provides for observance/practice of other public administrative policies and programs aimed at strengthening support for organizational development. These programs are deemed essential and supportive in the implementation of the Personnel Career Pathing and Development Plan of the Office of the President.
* Corporate/Strategic Planning. The Office of the President conducts an annual corporate planning workshop for members of the top management, where performance directions, policy objectives and program priorities are defined, reviewed and planned. Based on the corporate plan, all activities of the different units/offices/divisions are identified for implementation.
* Personal Data Base. The Office of the President maintain a data base for all officials and employees aimed at streamlining/facilitating the procedures/decisions/measures in the implementation of the Personnel Career Pathing and Development Plan. All personnel-related information are stored, updated and supported by the following documents:
** Form 212 or the personal data sheet
** Performance Commitment/Targets Worksheet, Performance Evaluation Report Forms (for Supervisors and for Non-Supervisors)
** Current position description form and the listing of actual duties and responsibilities
** Skills Inventory Worksheet
** Career Planning Worksheet/Plan
** Other Personnel-Related Information
* Employee Discipline. Existing guidelines on employee discipline as provided under the Civil Service law and rules and other laws of general application shall be observed by all officials and employees of the OP. Such guidelines include provisions for observance of government office hours, punctuality and attendance, code of conduct for officials and employees, proper office attire, etc. In addition, the department/agency may prescribe such guidelines covering employee conduct as it may deem necessary and proper from time to time.
4. STRATEGY FOR IMPLEMENTATION: PROCEDURES AND RESPONSIBILITIES
The implementation of the PCPDP is a continuing process of applying the appropriate career and development opportunities at any point in the organizational life of the employee. The procedures for each of the personnel programs and policies contained in the plan shall be operationalized at any of the following phases:
4.1 Direction Setting. The first phase of the PCPDP implementation concerns the establishment of specific data/information about the individual employee and his/her career status. It involves the following activities:
* The program directions, objectives and priority targets of the Office of the President are identified in a Corporate Planning Session of all Directors. The outputs of the session will be the basis for drawing up the work program/plan of the different units/offices/division, as well as the performance targets of supervisory and managerial employees.
* Based on the qualification standards and position description form, the employee, together with his/her immediate supervisor, identify the performance targets for a six-month period. The accomplished performance commitments/targets worksheet will be submitted to the Personnel Office.
* Both employee and supervisor identifies the former’s current skills, competencies, strength and weaknesses. Initially, the employee will draw a career plan for himself with the assistance of the supervisor using as basis the Office of the President system of ranking positions and in consideration of the available development opportunities both in-house and externally. The accomplished Career Planning worksheet will already identify the development package which needs to be used to help the employee attain his/her performance targets and career goal.
* The Personnel Office consolidates the accomplished worksheets and reviews/analyzes the pertinent information in the personnel data base. The Training Division, in consultation with line supervisor or division chiefs, prioritizes the development needs of employees and schedules/recommends them for inclusion or enrolment in any of the available/applicable training and development programs.
4.2 Performance Review. The second phase of the PCPDP implementation revolves around the validation/verification or monitoring of the actual capabilities of the employee, and his/her ability to achieve the goals and targets set. The performance review phase likewise situates the employee within the context of the total manpower pool of the organization. It includes the following activities:
* The employee conducts a self-assessment of his/her job performance which will be validated/reviewed by the supervisor. The resulting performance rating of the employee will serve as basis for the supervisor’s recommendations for promotion, incentives and awards, and other personnel action or administrative decisions.
* The Records and Data Bank Division consolidates the performance reports and using other information from the personnel data base, establishes a pool of candidates for any of the following opportunities: promotion, training, scholarship, job-rotation, and incentives and awards.
* The concerned employee-management councils (Special Board, Selection Board, PDC and SIAC) screen the candidates and recommends the final nominees to the Executive Secretary.
4.3. Application of Development Packages. The implementation of the PCPDP, from the employee’s perspective, culminates with the application of the appropriate development packages or opportunities which the Office of the President has established as a tool for ensuring that its manpower base will be responsive to organizational performance demands and service accountability. It includes the following activities:
* The Training Division of the Personnel Office shall continuously update and conduct training development programs for all employees in response to their individual training/development needs. In cases where the training intervention is not available in OP, employees shall avail of external training programs or scholarships on a need basis and in accordance with the priorities of the Office of the President.
* The Records and Data Bank Division of the Personnel Office shall continuously update personnel records of employees in order that the list of candidates for development opportunities may likewise be updated.
* The employee is finally reached by the development opportunity that supports his career progression and development needs.
4.4 Monitoring and Evaluation. The monitoring and evaluation of the PCPDP serves as a feedback mechanism for the development and formulation of such other programs as the employee or the organization may need. Similarly, the viability and responsiveness of existing personnel programs may subsequently be assessed.
* The supervisor is initially responsible for monitoring the career and personnel development progress of his/her staff. Any delays, problems or issues encountered in the attainment of each employee’s career goals shall be properly discussed with the Personnel Office.
* The Personnel Office shall primarily be responsible for charting and monitoring the career and development progress of all employees. It shall also have the responsibility of ensuring that this Personnel and Career Pathing Development Plan is carried out and implemented.
* A Report on the implementation of the PCPDP shall be prepared on an annual basis or submission to the Civil Service Commission.
5. IMPLEMENTING PROVISIONS
The following provisions are prescribed to facilitate and ensure the smooth implementation of the PCPDP, as follows:
5.1 Promotional appointments shall be made to fill up vacancies. The Selection Board shall evaluate the for promotion following the guidelines and procedure for screening of candidates based on the Merit Promotion Plan.
5.2 Supervisory and Non-Supervisory employees who have not been promoted for a period of three years shall be considered for step increments and such other incentives as may be prescribed by the Suggestions and Incentive Awards Committee.
5.3 As much as practicable and based on individual career plans and development needs, all employees shall participate in at least one training and development program every year. The Personnel Development Committee in consultation and coordination with supervisors at various levels shall prescribe the schedules and respective programs to which employees will participate.
5.4. In observance of Civil Service law and rules, the Office of the President may formulate such other programs, policies or personnel system as it may deem necessary to improve and update the PCPDP.
5.5 This Memorandum shall take effect immediately.
(Sgd.) EDELMIRO A. AMANTE, SR.
Executive Secretary
Manila, May 7, 1993