Australian Aid __sssnlae Gemma PAHRODF Department of Foreign Affairs and Trade (<4 CIVIL SERVICE COMMISSION = Competeneg-Baged Reerattment SaiseboonForeword Guided by the 2030 vision of becoming Asia’s leading center of excellence for Strategic HR and CD and driven by the mission, “Gawing Lingked Bayani ang Bawat Kewani" (Make every government employee a servantiero), the Civil Service Commission (CSC), through its partnership with the Philippines-Australia Human Resources and Organisational Development Facility, embarked on a project dubbed as the Development and Institutionalization of Competency-Based Human Resource Systems (CBHRS) in the Public Sector of the Philippines in September 2011. The project aimed to integrate competencies in the Human Resource Systems in the CSC first, starting with recruitment, ‘The Commission recognizes the fact that hiring and retaining the best employees will lay the foundation for developing high performing, competent and credible civil servants, As Jim Collins aptly stated, "Great vision without great peopie is irrelevant.” Alter all, an organization is only as good as the people it hires and retzins, The recruitment process is much like lowering a fishing rod on a lake and looking for the best fish to catch. Catching the right fish takes a while, and you might have to Iook elsewhere across the lake. ‘Only a particular pool of fishes will be attracted to the bait, and a sttategy is needed to sclect and reel them in. The Competency-Based Recruitment is the strategy. Not only does it narrow down the selection but il also gives the HR practitioners the appropriate tools to select and hire the right people. This CSC Competency-Based Recruitment Guidebook shares the CSC's experience of integrating competencies in the recruitment process. The Guidebook is a snippet of the CSC's Competency-Based Recruitment, Selection and Placement Process User's Guide. It thus illustrates CSC's recruitment and selection practices and procedures. While unique to the CSC experience. the Guidebook nonetheless aims to be a model in competency-based recruitment, helping agencies develop their own HR practices toward HR excellence. FRANCISCO/T. DUQUE III, MD, Msc Chairman,itTable of Contente Foreword Competency-Based Recruitment Guidebook What is Competency-Based (CB) Recruitment? Why is there a need for a CB Recruitment? Steps in the CB Recruitment, Selection and Placement yok Sd Develop a Competency Framework/Model Prepare an Assessment Plan Create Assessment Groups Identify Sources of Talents Publish/Advertise Vacancies Screen/Shortlist Candidates Conduct Evaluative Assessment Conduct Contingent Assessment Decide on Who to Appoint Conduct Onboarding oN aww Ne 10 16 17 18Table of Contente ANNEXES A ~ Sample Competency Table B - Sample Position Profile C - Sample Competency-Based Job Description D- Sample Competency-Based Recruitment Policy E - Sample Personal Data Sheet (PDS) F - Sample Publication G- Sample Letter Reply to Submit Additional Document/Information H- Sample Letter Reply - for Qualified Applicants I - Sample Individual Applicant's Profile J - Sample Letter Reply - for Not Qualified Applicants K - Sample Written Examination Rating Form L - Sample BEI Guide M- Sample BEI Rating Form 21 22 23 25 28 46 50 54 55 56 57 58 63 66Competencg-Based Recruitment Guidebook he poe E l 4 ae AdWhat is Competencq-Based Recruitment? Competency-based (CB) recruitment focuses on the search for candidates that can demonstrate the behaviourally defined characteristics that have been proven to lead to successful/superior performance in the vacant post sought to be filled. A competency-based recruitment relies on the use of varied assessment tools that determine the behavioural and technical competencies of the candidates. Competencies are defined as observable, measurable and vital knowledge, skills and attitudes which are translations of capabilities deemed essential to organizational success. (CSC Competency Development Manual) A combination of knowledge, skills and attitudes associated with high performance on the job; sometimes includes self-image, social motives, traits, thought patterns, mind-sets, and ways of thinking, feeling and acting; these are characteristics that individuals have and use in appropriate, consistent ways in order to achieve desired performance. Whq CB Recruitment? 1. Competencies serve as objective guide in the assessment of candidates; hence it improves accuracy in assessing candidate's fitness to a particular job 2. Competency-based recruitment minimizes hiring errors as it helps prevent interviewers and selectors from assessing interviewees on the basis of characteristics that are not relevant to the job or from making hasty decisions. 3. Competency-based recruitment leads to a standardized or structured selection process since the same metrics are used to assess all applicants to the same position. 4, Competency-based recruitment provides clarity for the recruiters and AA candidates as well about the requirements for the vacant position to be filled.Steps in the CB Recruitment, election and Placement atep 1. Develop a Competency Framework/Model. ‘A competency model/ftamework consists of the following: 1. Competency Table A competency table provides vital information on the organization’s competency requirements. It includes the following: * Competency Title/Name which indicates the competency being described; * Competency Definition which states the broad application of Knowledge Skills and Attributes which the competency captures. It is a description of the competency including the critical few tasks and outcomes required for the competency to be demonstrated;* Competency LevellRubric approximates the degree of proficiency for specific competencies based on a list of behavioural indicators. It reflects Ele tprear cama expertise eaeec level providing the) omnis on which succeeding levels build on. Thus, a person demonstrating a particular competency at an Advanced level is presumed to have acquired and demonstrated Basic and Intermediate levels as a matter of course. * Core Descriptions of the Rubrics which illustrate the knowledge, skills and abilities required for the specific competency levels and provides work or performance samples that typify each of the levels; and * Behavioural Indicators which ate descriptive measures of behaviour that are used to approximate the presence (or absence) of required competencies. Please see Annex A for a Sample Competency Table. 2. Position Profile A Position Profile shall be created for each position in the organization which shall contain a listing of the required competencies as well as proficiency levels for said position. Please see Annex B for a Sample Position Profile. 3. CB Job Description The CB Job Description describes the general function of the Unit/Section and of the position. It also includes a statement of duties and responsibilities of the position, the reporting relationships, qualification standards and competencies required of the person to successfully perform the job. Please see Annex C for a Sample Competency-Based Job Description. 4. CB Recruitment Policy This part of the framework provides the guidelines and procedures in selecting the best qualified and most competent candidate for the vacant Position. Please see Annex D for a Sample Competency-Based Recruitment Policytep 2. Prepare an Ascesement Plan. The assessment plan includes the vacancies, the activities, the schedules and the personnel involved. More importantly, it highlights the different competencies to measure and the various strategies to assess these competencies per position.atep 3. Create Acsecament Groups. In cases when assessment is conducted by the HR Office in collaboration with other offices in the organization, assessment groups like Raters, Interviewers and Background Investigators may be created in addition to the Personnel Selection Board (PSB). ‘The assessment groups may be composed of * Head of the Office and Division or Line Manager of the office where the vacancy exists, and * Officials and employees who have been trained on behavioural event interviewing and in the conduct of background investigation for recruitment purposes.atep 4. Identity sources of Talents. Talents may come from inside or outside the organization. Internal candidates for vacant positions may be sourced from top performers, recipients of employee awards or referals from managers and/or supervisors. For external candidates, the HR may consider agencies, both private and public, where best applicants may be possibly sourced. These agencies may be included among areas for posting of vacancies. Moreover, talents may be sourced from job fairs, campus recruitment, and professional associations.atep 5. Publich/Advertise Vacancies. To generate a wide base of applicants, vacant positions should be published. Publication may be online (website), in the Bulletin of Vacant Positions in the Government (Central and Regional Offices), posting in at least three conspicuous places in the company premises, during flag raising ceremony announcements, and other modes deemed appropriate and responsive. ‘The publication should contain the following information: * Position title, salary grade and equivalent, item number, and place of assignment; * Qualification standards particularly: education, experience, training and eligibility, and required competencies; + General description of the functions of the Office and the statement of the duties and responsibilities of the vacant position; + List of requirements (e.g. Personal Data Sheet, Performance Ratings for the last two (2) rating periods etc.) Please see Annex E for a Sample Personal Data Sheet. * Contact information for submission of application (e.g. contact person, office, telephone/fax numbers, email address, etc.) * Deadline for submission of application; and + Information on the schedule of the assessment, whenever possible Please see Annex F for a Sample Publication.Step 6. dereen/ahortlist Candidates. Once a wide base of applicants has been generated, there is a need to screen/shortlist applicants to determine who are qualified ro undergo the next assessment phase. Screening assessment methods seek to narrow a pool of job applicants down to a smaller group of job candidates (Phillips & Gully, 2012) ‘The following steps may be undertaken in screening candidates. 1, Check completeness of requirements and data submitted and evaluate applicants’ qualifications against the approved Competency-Based Qualification Standards (required Education, Experience, Training, Eligibility and Competencies) 2, Based on the evaluation made, write a lerter to the applicants on the status of their applications and provide information on the next steps to be done. 3. In case of any deficiency, providel send reply with advice or instructions to comply. A sample letter is shown in Annex G. 4, If found qualified, provide information on the schedule of the actual assessment. Prepare profile of applicants to include qualifications such as Education, Training, Experience and Education; performance ratings for the last two (2) rating petiods; and other relevant information. Please see Annex H for Sample Letter Reply to Qualified Applicants and Annex I for Sample Individual Applicant’ Pro A 5. If not qualified, the letter should contain the reason for disqualification or non inclusion of an applicant in the assessment. Please see Annex] - Sample Reply to Not Qualified Applicanttep 7. Conduct Evaluative Acgesament. ‘After the inital screening, qualified candidates will be subjected to further assessment using evaluative assessment methods to determine the top candidates who will be recommended for possible hiring. ‘As competencies and performance are the focus of the recruitment and selection process, it is important to assess candidates on the core, organizational, leadership and technical competencies identified in the position profiles. In order to ensure a more holistic and valid evaluation of candidates, a combination of various strategies may be employed to include Written Examination, Skills Test or Work Sample Test, Behavioural Event Interviews (BEI), Background Investigation (BI) and others. 10Aesesement atrategies 1, Written Test, Skills Test or Work Sample Test and Personality Test. ‘The written test is administered to the applicants to determine the person profile vis-a-vis the position profile (the actual competencies vs. the required competencies). The skills test or work sample test, on the other hand, assesses the applicant's technical competencies, while the personality test measures the applicant's behavioural tendencies in different situations. ‘The assessment of the technical competencies should be conducted in collaboration with the Head of the Office and Division or Line Managers where the vacancy exists. This should consider the functions of the vacant position and the ‘critical incidents’ or ‘commonly occurring situations’ that the successful candidate will experience on a day-to-day basis and must be able to master to be considered a good performer. In the conduct of written tests, it is important to take note of the following: + Have the same set of raters for all applicants to a vacant position for uniformity of raters’ standard. sure anonymity of examinees/applicants to avoid raters' bias. + The raters should be given ample time to rate the Written Test papers and A Written Examination Rating Form should be devised for this purpose. (Please see Annex K for the sample WE Rating Form). * Should there be wide disparity in the ratings given and whenever practicable, the raters shall convene to calibrate and come up with a consensus rating. * Test administrators should ensure clarity of instructions to examinees. For applicants to skills, trades and crafts positions, instructions may be given in the local dialect. A A *A 2. Conduct of Behavioral Event Interview (BEI) BEI is an interview technique that aims to get behaviour-based examples of past performance. It is based on the principle that past behaviour predicts future behaviour. Its primary goal is to collect detailed and complete information about the candidate relative to a specific competency and motivational fit to predict how the candidate will perform in the job. ‘The best way to predict how the candidate will perform in a job is to collect and examine examples on how he o she performed in similar situations in the past. The BEI style of interview seeks responses using the STAR format: situation (S) in which the candidate acted or the task (T) the candidate faced, the actions (A) the candidate took, and the results (R) of these actions. STAR Approach Situation or Task Ss ey A R Action Result A sample BEI question to elicit behaviours reflective of Delivering Service Excellence is “Describe a time when you had to ask questions and carefully gather information in order to understand the exact nature of a customer's issue or problem.” To encourage the interviewee to give a response in the STAR format, follow- up questions such as “What steps did you take to resolve the issue?” and “What was the result?” shall be asked. 12Steps in the conduct of BEl Step 1. PREPARING FOR THE INTERVIEW + Review candidate's materials (PDS/Resume and other supporting documents) * Prepare to conduct the Key Background Review * Do not seek information already found in the PDS/Resume * Note for unclear areas for which you need more information (e.g. job experiences; employment gap, educational background and training). * Prepare the Planned Behavioral Questions * Review the competency definitions and key words. * Modify questions to better fit the candidate's experience. * Decide if the order of the questions should be changed. * Develop additional questions, if necessary. * Estimate the time allotment for each competency to ensure that all required competencies will be covered. Step 2. OPENING THE INTERVIEW * Greet the candidate, stating your name, position, and Office you come from. * Explain the interview's purpose to make sure you and the candidate get the information needed to make good decisions. * Describe the interview plan. + Explain that you will take notes throughout the interview * Make the transition to the Key Background Review. 13Step 3. CONDUCTING THE INTERVIEW * Conduct the key background review * Proceed with the planned behavioural questions per competency. * Ask follow-up questions if necessary. Step 4. CLOSING THE INTERVIEW * Ask any additional questions you believe will help you clarify and complete your notes + Provide information about the position, organization ot location and ask if the candidate has any questions. * Ask the candidate what might prevent him or her from accepting the offer, if one was made. + End by explaining the next steps in the selection process and thank the candidate for a productive interview. 14Tips in the conduct of BEI: * Prior to the conduct of the interview, the panel of interviewers should discuss and identify the competencies each of them will focus on. * A guide may be used to ensure uniformity/standard in the conduct of interview by the interviewers. A BEI Rating Form for note-taking and rating the interviewees’ responses may also be used, * After the interview, the panel of interviewers should calibrate and come up with a consensus rating, They should likewise agree on the brief competency narrative report following the Situation, Tasks, Actions and Results (STAR) format to justify the rating given to the applicants. 3. Conduct of Background Investigation (BI) The background investigation aims to get vital information about the applicant, such as, but not limited to, competencies, performance records and other information that may affect or predict performance. The information shall likewise supplement or validate assessments done on the applicants’ competencies. * The BI may be done either through face-to-face or phone interview or through the use of feedback form. * A 360-degree assessment should be adopted to include applicant's supervisors, peers, and subordinates, if any, in the current or previous employment. * For applicants who are fresh graduates or have no employment record, the BI may be conducted in the school from where the applicants graduated. Respondents in the BI will also include the references indicated in the form submitted. 15atep &. Conduet Contingent Accessment. Once a shortlist of top candidates is established, further assessments may be done to finally determine who will be hired. A job offer will only be made after final determination of a candidates’ fitness to work through medical examination. * The top candidate should be required to submit, within a reasonable period, a medical assessment and certification of fitness to work. In case of fitness, the job offer shall be made. * Should the top candidate fail the medical assessment or was deemed unfit to work, the next top candidate shall be asked to submit the requirements. He/she shall be offered the position if assessed to be fit to work,atep 9. Decide on who to appoint. ‘The Hiring Officer/ Appointing Authority shall judiciously decide on appointments based on competency results and in accordance with existing recruitment, selection and placement policiesStep 10. onboarding. HR shall organize an orientation program for new employees which shall include: + completion of employment-related paper works; + company profile, organizational structure and work relationships; + organizational goals and policies; * conditions of employment; * code of conduct and company benefits; and + Job description. In addition, a focal person or “buddy” should be designated in each office of the organization to orient their new employees and provide support as necessary. 12References: Sulliva, John and Burnett. April 17, 2006. Recruiting Using a Competency-Based Approach. (Online). heep://www.ere.net/2006/04/17/recruiting-using-a- competency-based-approach/ Phillips, Jean M. and Gully, Stanley M. Strategic Staffing ( 2nd Edition). New Jersey: Prentice Hall, Upper Saddle River, 2012. 1920ANNEXESuayaca aaa yo anna 5.989 aleuews 01519929) 29 swomodwa pue 96D 242 UME amyn> 32495 yo usr 24 40} cde peal ay ssoworsna e saopedd ‘warsts a8u2yp 22uan gu 2peqpaay s9poyayeis uo paseg HonI2p aay ui siuatwanasdt suonnjo# ura an seule Ajannseeud jouw spuedso4 pue spoau stepjouayes saved)onue spegpaay svauoisn9 uo poseg swuowxosdut pose spuawwons4/soL2.4uy TuWSEIBE ana aoyuas a suonewadsa 2ulpeanxe ‘hq a2yms sowossn 1W9\a0%2 up sord uy gu era aya sare Jona} oop on paveaaye susuen 03 piedss yim s292u!piogs ov aouepins pu sowpe S9piAc vessa2su 99 dew sessowo1sns 01 ueneuuoyul adwoad unos plone pue 7223003 Jo lod uorsho a4p sey uom 5300 40 2402s ays puotog sussouco ye sosuusads jana 02 520,00 TESA 3G AE Se ssaui0ysn9 01 uo rawosa aie vein atpaja ‘spuepuers ‘may “reSs=DeU 69 Nee Ingsso296 @ wowojdus foerneaing 243 uluonenys fuonjpue> seed s20496 ‘dev peow 359 2440 980/04 vO suawo¥sn> oy _uun 2y1.Aq pavanqep oq o1se2pues {p spiepueis pur ‘ow punoie ‘sasson0ud wounnnoi 29 Annex A - Sample Competency Table swuca5y hq sueneviadia puespaau | paseq anjeapur peau siopjoyayers | -wnyaup pue ‘seamas,jo Aianiap ayy | ‘sanqod puesains3592%5e9 pue | stoye21pU) proyaie%s speaare ARueysIsuc) yey seuquspipue sszedmauy | uldnaes pue eumanns s959 suite remoneyss “suueweunbas pur spuepueys ondins9q, aingyns ao1asas 359 sedeus pue sping ue seyuapt sanedenuy uo3sna 03 anjea sppe pue sania 109, wowuaans: ‘cpNWnOY aivIGaWa8iNT ene “UODEISTSS BORD 6 FAB] WOU BT UIETE Gi SWBSIANE eNTHS||s pue sTosuNeD "qSENIe SNRUCESAI SNOT spre O ANGE STL | wORIUNEG Tousyeduoy ‘2oua|ja9x3 a2iniag Bulsanliag 905) fossaduny tune yrauuy <Annex B [aan de [ad Ald [Rain age [Rain ide 1 [ais Aide Vi [dis Aas. Ha Vb [Admin Oca seaveticlan seenaty fort [Media Production speaaist! [Admin OFcer Legal sistant nto Systems Analyt Persone Spedalist [admin Ofcom stain spect! investgater Plannin officer information OFicer [Computer Programmer [Ramin OFcar [Perconnel specaist Enaineer farenect Nurse [Comp Maint Techno it srawem Special investigator i Public Relations Ofc Planning Offcer information Dicer senor PS nto Tech Oficart wee Rese larerney Special invertgater Wy spect investigator V Suporising suporising AO nto Tech Offcar im engineer lubrarion v Engineer v [ower CSC POSITION PROFILE sonned Foon Pe 23Annex B - cont. POSITIONS lene Ao [chet Accountant lee asst [conciiacor lamomeyy [attorney vi [Head exec asst Director rector [ast. Commissioner 1 Exempiying Integrity DSE-Datvering Service Excellence SPIAD - Solving Problems and Making Decisions MP Managing Performance BC- Building Commitent DP -pevelopina People PN Partnering and Networking 1S Thinking tatescaly 1C-teading Change (Coaching fr Rasults 24. CSC POSITION PROFILEAnnex C - Competency-Based Job Description Republic of the Philippines [4. POSITION TITLE (as authorized by DBM) JOB DESCRIPTION FORM BC-CSC Form No. 1 {C8 revised version No.1 ‘as cf Api 20%2) ADMINISTRATIVE OFFICER | [2 ITEM NUMBER IS) SALARY GRADE ‘ADOF1-37-2005 10 [4 FOR LOCAL GOVERNMENT POSITION, ENUMERATE GOVERNMENTAL UNIT AND CLASS () provincial (.) 4st Class () 5th Class: () aaty () 2nd Class () 6th Class. ©) municipality (.) 3rd Class. () Special () 4th Class DEPARTMENT, CORPORATION OR AGENCY LOCAL GOVERNMENT [6 BUREAU OR OFFICE Civil Service Commission Integrated Records Management Office lz DEPARTMENT / BRANCH / DIVISION [S| WORKSTATION PLACE OF WORK Records Center and Archive Division Central Office, Quezon City IS) PRES, APPROP ACT 10, PREV.APPROP AGT |11. SALARY AUTHORIZED [12 OTHER Phpt7.255.00 / mo, ACAIPERA 73, POSITION TITLE OF IMMEDIATE SUPERVISOR _|14, POSITION TITLE OF NEXT HIGHER SUPERVISOR Division Chef Director Ill and Director IV 15. POSITION TITLE, AND ITEM OF THOSE DIRECTLY SI UPERVISED. (ifmore than seven (7) Ist only by their item numbers and tites) None 16. MACHINE, EQUIPMENT. TOOLS, ETC., USED REGULARLY IN PERFORMANCE OF WORK +. Computer 7, CONTACTS / OLIENTS | STAKEHOLDERS 47a, Internal Occasional Frequent 7b, External Occasional Frequent Execulive / Managerial rr} |Supervisors O Non-Supervisars we Staff © Oy ), O) O) (General Public other Agencies Others (Please Specify) q) O QQ) (*) O 0 48. WORKING CONDITION [Office Work Field Work ‘Other's [Please Spacily) 0 19, BRIEF DESCRIPTION OF THE GENERAL FUNCTION OF THE UNIT OR SECTION